Township of Wilmot Strategic Plan

Township of Wilmot Strategic Plan Council Approved – June 3, 2013

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Township of Wilmot – Strategic Plan

Contents Contents ......................................................................................................................................................... i

1. What’s YOUR Wilmot – A Roadmap for the Future .............................................................................. 1

2. Introduction to Wilmot’s Strategic Plan ............................................................................................... 2

Why Develop a Strategic Plan ................................................................................................................... 2

How the Strategy Was Developed ............................................................................................................ 2

How the Strategy Is Structured ................................................................................................................. 3

3. Community Overview ........................................................................................................................... 4

4. Our Vision, Mission and Values............................................................................................................. 6

Vision ......................................................................................................................................................... 6

Mission ...................................................................................................................................................... 6

Values ........................................................................................................................................................ 6

5. Our Goals and Strategies ...................................................................................................................... 7

Goals ......................................................................................................................................................... 7

Strategies .................................................................................................................................................. 8

6. Current and Ongoing Actions ................................................................................................................ 9

7. New Actions ........................................................................................................................................ 13

8. Implementing our Plan ....................................................................................................................... 15

Annual Work Program ............................................................................................................................ 15

Engagement and Awareness ................................................................................................................... 15

Annual Reporting .................................................................................................................................... 15

Reports to Council ................................................................................................................................... 15

Plan Review ............................................................................................................................................. 15

9. Appendices .......................................................................................................................................... 16

Photographs courtesy of the New Hamburg Independent.

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1. What’s YOUR Wilmot – A Roadmap for the Future On behalf of all of Council, I would like to introduce to you the Township of Wilmot’s Strategic Plan. The production of this document has been a collaborative effort with the public, Township staff, and members of Council, and I would like to extend a thank you to all those who have participated along the way. It has been exciting to watch this Plan grow and take shape. In September 2012, we began asking residents, “What’s YOUR Wilmot?” and began to hear feedback from the community. The input received over the past number of months has greatly influenced the contents of this Strategic Plan, and I feel this is an accurate representation of our community’s priorities and values. This Plan will give staff and Council a guideline to follow for years to come, and will be reviewed regularly at the beginning of each new term of Council to make sure it is still in line with the desires of our residents. Once again, thank you to all those who took the time to help build this Strategic Plan. I trust you will see your suggestions reflected in this document. Respectfully, Mayor Les Armstrong

Above left: Mayor Les Armstrong preparing for the Township’s first ever Telephone Town Hall Meeting. Above right: Township of Wilmot Council for the term 2010‐2014. Front Row: CAO Grant Whittington, Mayor LesArmstrong, Councillor Ward Two Peter Roe. Back Row: Councillor Ward Four Mark Murray, Councillor Ward One AlJunker, Councillor Ward Four Jeff Gerber, Councillor Ward Three Barry Fisher


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2. Introduction to Wilmot’s Strategic Plan

Why Develop a Strategic Plan The Township of Wilmot developed this Strategic Plan as a means of establishing a roadmap with which to guide decision‐making in the Township over the next 20 years. Developed through extensive consultation efforts (“What’s YOUR Wilmot?”), the Strategy represents the desired direction and priorities of the Township’s residents. The Plan sets a vision and mission statement for the Township, and establishes long‐term goals, along with tangible strategies and actions.

How the Strategy Was Developed The following six phase process was undertaken in developing the Strategic Plan:

1. PROJECT KICK‐OFF AND WORK PLANNING (Sept 2012)

This phase established and confirmed the process that was followed during the Strategy’s Development.

2. VISION, MISSION STATEMENT & GOALS (Sept – Dec 2012)

This phase centered largely on defining community members' desired future for Wilmot. It included widespread distribution of comment cards, online engagement, and Town Hall Meetings held in each Ward.

3. NEEDS ASSESSMENT & ENVIRONMENTAL SCAN (Oct – Dec 2012)

This phase involved assessing trends and patterns in current plans, policies and programs within Wilmot. Presented through a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the Township’s cultural vibrancy, economic prosperity, environmental integrity, and social wellbeing, the assessment provided a baseline to identify the gaps between the vision and goals and what currently exists in the Township – servicing to inform the development of meaningful action plans. The full assessment can be viewed in Appendix A.

4. STRATEGIC OBJECTIVES & ACTION PLANNING (Jan – Mar 2013)

Through ongoing community engagement and involvement, this phase defined how the Township will reach its vision and achieve its goals as identified in Phase 2. A central component of this phase was the Township’s Telephone Town Hall meeting.

5. PERFORMANCE MEASURES & IMPLEMENTATION MODEL (Feb 2013)

This phase served to bridge the gap between planning and action. Action planning workshops were held with the Township’s senior staff members to define how ideas would become reality. Moreover, key to any Plan’s success is establishing an effective implementation framework and mechanisms to measure progress, and both were accomplished at this point.

6. FINAL PLAN PREPARATION (Mar – Apr 2013)

A draft Plan was prepared for review by community members and the Township before preparation of a final Plan for Council’s adoption.

The contents of this plan – The Vision, Mission, Values, Goals, Strategies and Actions – were developed in part by the community, staff, a Steering Committee and Council. These efforts are outlined in detail in ‘Appendix B – Community Engagement Summary’.


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How the Strategy Is Structured The Strategic Plan can be looked at as being structured in tiered layers, each with their own functionality and implication for the Plan’s use.

VISION: This is the statement of highest

aspiration for the Township and will establish its direction for the next 20 years. All goals, strategies, and actions

will help to move the Township towards its vision.

MISSION STATEMENT: This is the statement of purpose for the Township of Wilmot, serving to provide direction and guide decision making.

GOALS: Goals are similar to the vision, being that they too are statements of highest aspiration. However, unlike the vision, goals are specific to themes (e.g., quality of life).

STRATEGIES: Strategies are high‐level objectives that provide guidance on getting from the present state to future state (goal).

ACTIONS: Actions are tangible initiatives that will be undertaken over the short (2013‐2015), medium (2016‐2018) and long‐term (2019 and beyond) that contribute to realizing the goals and vision.

DEPARTMENTAL ANNUAL WORK PROGRAMS:

Actions will be integrated into annual departmental work programming processes to ensure that the implementation of the Strategy is continually moving forward.

IMPLEMENTATION AND EVALUATION: Further outlined in Section 6, this Strategy sets forth the means to guide implementation efforts as well as the mechanisms necessary to monitor progress.


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3. Community Overview The Township of Wilmot is a lower‐tier municipality situated in south‐western Ontario in the Region of Waterloo. The Township contains a mix of settlement areas (including St. Agatha, Petersburg, Mannheim, New Dundee, Philipsburg, Shingletown, Wilmot Centre, Haysville, Luxemburg, Lisbon, Sunfish Lake and Foxboro Green), two urban core areas (New Hamburg and Baden), and large amounts of farmland and green space. The delivery of municipal services is coordinated between the Region of Waterloo and the Township of Wilmot. The Region for instance, provides public health services, social services, policing, public transit, drinking water treatment, and waste management services. The Township is responsible for services including, but not limited to: planning and development services, road and sidewalk provision and maintenance, parks and recreation services and programs, fire protection, water distribution, heritage programs (e.g., Castle Kilbride), municipal law enforcement, storm water management and more. Census data from 2011 indicates that 19,223 people currently live in Wilmot, with the majority residing in the New Hamburg and Baden urban settlement areas. The population growth between 2001 and 2011 in Wilmot is approximately double the provincial and regional growth rates for the same period, demonstrating the rapid pace at which the Township is growing. Population trends for Wilmot, the Region, and Ontario, are presented in the table on the next page.

Source: Township of Wilmot


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Table 1 Population Change Between 2001‐2011

Municipality

Population Absolute Growth

10‐year Growth Rate 2001 2006 2011

Wilmot 14,866 17,097 19,223 2,126 29.3%

Region of Waterloo

438,515 478,121 507,096 28,975 15.6%

Ontario 11,410,046 12,160,282 12,851,821 691,539 12.6% Source: Statistics Canada

As depicted in the figure below, Wilmot’s population is expected to continue growing, reaching a total of 28,500 residents by 2029. This represents a 48.2 percentage change from the 2011 population count. This Strategy will help to prepare the Township for the expected continuation of its recent rapid growth.

This is an important time to plan for the future in Wilmot. This plan begins to set the stage.

14,000

16,000

18,000

20,000

22,000

24,000

26,000

28,000

30,000

2001 2006 2011 2016 2021 2026 2029

Population

Year

Projected Population Growth in Wilmot


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4. Our Vision, Mission and Values

Values Health and wellbeing; Diversity; Legacy;

Accessibility and inclusivity; Forward‐thinking; and Balance

We will use these values moving forward as a lens to help decision making.

Vision Wilmot is a cohesive, vibrant and welcoming countryside community.

Mission To evolve and grow as a

community of caring people working together to build upon a sure foundation.


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We are an engaged

community

We protect our natural environment

We have a prosperous economy

We enjoy our quality

of life

5. Our Goals and Strategies

Goals The following four goals were developed to guide the Township over the next 20 years.


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Strategies Each goal has a number of strategies that provide direction on how to reach our goals. We enjoy our quality of life through…

o Providing recreational opportunities for everyone o Ensuring people’s safety o Enhancing our mobility o Promoting our rich cultural heritage o Supporting community events and celebrations

We are an engaged community through…

o Communicating municipal matters o Strengthening customer service o Involving volunteers and integrating community groups o Establishing a well‐recognized brand and identity

We have a prosperous economy through…

o Investing in our downtowns and commercial areas o Developing our industrial and employment lands o Bustling year‐round tourism o Thriving agriculture and agri‐business o Maintaining our infrastructure

We protect our natural environment through…

o Planning for growth while protecting farmland and green space o Caring for our rivers and lakes o Using our resources responsibly

The following five strategies emerged as the Wilmot community’s top priorities through the comment cards, online surveys, and public meetings:

1. Providing recreational opportunities for everyone; 2. Investing in our downtowns and commercial areas; 3. Enhancing our mobility ; 4. Planning for growth while protecting farmland and green space; and 5. Ensuring people’s safety.

The following five strategies emerged as the Wilmot community’s top priorities during the Telephone Town Hall Meeting:

1. Developing our industrial and employment lands; 2. Planning for growth while protecting farmland and green space; 3. Enhancing our mobility; 4. Using our resources responsibly; and 5. Ensuring people’s safety.


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6. Current and Ongoing Actions A number of actions identified are well underway; these have been organized under the applicable strategies and are indicated in green. Ideas for new actions are presented in Section 7 ‐ New Actions.

Goal: We enjoy our quality of life through…

Action Lead Providing recreational opportunities for everyone

Offer more structured programming for youth, adults and seniors.

Facilities & Recreation Services

Actively pursue grant and funding opportunities relative to recreational programming and service provision.

Facilities & Recreation Services, Finance Services

Provide financial assistance opportunities for under‐privileged youth to allow them to participate in recreational programming.


Provide grant funding to community groups running recreational programming.


Apply for external funding to assist in

expediting capital expenditures that are

currently unattainable.


Undertake a Recreation Master Planning

process.


Develop a splash pad. Facilities & Recreation Services

Develop an accessible playground. Facilities & Recreation Services

Complete an Ice Utilization/Needs Study. Facilities & Recreation Services

Enhance existing municipal soccer facilities. Facilities & Recreation Services

Ensuring people’s safety

Implement the recommendations contained within the Fire Master Plan.

Fire Department

Host joint safety meetings with Township by‐law officials, Regional Police, and parent councils.

Clerk’s Services

Enhancing our mobility

Allocate funding within the operational budget to improve accessibility throughout the municipality.

Facilities & Recreation Services, Finance Services, Public Works

Pursue GO Transit service. Development Services, Public Works, CAO

Promoting our rich cultural heritage

Expanding Summer Concerts at Castle Kilbride. Castle Kilbride

Providing funding for murals on the Grandstand.

Castle Kilbride


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Action Lead

Provide new events and exhibits at Castle Kilbride that appeal to all ages.

Castle Kilbride

Consider external grant funding for community organizations that run cultural exhibitions and/or events.

Finance Services

Protect and promote the Township’s built heritage.

Castle Kilbride, Development Services

Promote the collection of the Sir Adam Beck Archives.

Castle Kilbride

Supporting community events and celebrations

Increase Wilmot’s tourism profile by supporting existing and new community events.

Facilities & Recreation Services, Castle Kilbride

Provide funding for community events. Finance Services

Support and maintain community centres. Facilities & Recreation Services

Goal: We are an engaged community, through…

Action Lead Communicating municipal matters

Monitor new opportunities to use social media to communicate municipal initiatives.

Management Team

Strengthening customer service

Review operational efficiencies and use of resources.

Management Team

When practical deliver interdepartmental cross‐training on basic processes for each of the Township’s organizational units.

Management Team

Evaluate staffing requirements to meet the needs of a growing community.

Management Team

Involving volunteers and integrating community groups

Support ongoing volunteer initiatives within the Township.

All departments

Goal: We have a prosperous economy, through…

Action Lead Investing in our downtowns and commercial areas

Support efforts to increase signage at high traffic areas promoting the Township’s downtown and commercial areas.

Management Team

Work with the Boards of Trade and the Chambers of Commerce on joint initiatives to assist in downtown core areas.

Management Team


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Goal: We have a prosperous economy, through…

Action Lead

Support the development of commercial uses or core services in our towns.

Development Services

Support events that drive traffic into core areas.

Management Team

Developing our industrial and employment lands

Support property owners to pursue development in employment lands.

Development Services, CAO

Provide promotional funding for economic development.

Development Services, Finance Services

Allocate capital funding for infrastructure. Development Services, Public Works, Finance Services

Bustling year‐round tourism

Develop and promote historical walking tours that allow people to see and visit Wilmot’s past.

Castle Kilbride

Continue to promote Castle Kilbride and Wilmot Township as a destination for tourism.

Encourage private sector investment and champion(s) that focus on tourism.

Castle Kilbride Castle Kilbride, CAO

Participate with area tourism associations to support ongoing initiatives.

Castle Kilbride, CAO

Thriving agriculture and agri‐business

Support the location of value‐added agricultural and specialty farming businesses.


Maintaining our infrastructure

Develop an Asset Management Plan for all municipally owned infrastructure.

Management Team

Support the expansion of the Regional Sewage Treatment Plant.

Public Works

Annual review of the long‐term capital plan across all departments to ensure adequate funding exists to maintain existing infrastructure.

Management Team

Goal: We protect our natural environment and resources, through…

Action Lead Planning for growth while protecting farmland and green space

Update Official Plan. Continue to implement planning policies that direct growth to existing urban areas and protect farmland and green space.



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Goal: We protect our natural environment and resources, through…

Action Lead Using our resources responsibly

Administer the Tree Replacement Program as funded by the annual Kitchener‐Wilmot Hydro grant.



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7. New Actions Through the development of the Strategic Plan, a number of new actions were identified – these actions are organized in the table below under each applicable Goal and Strategy.

Goal: We enjoy our quality of life, through…Action Lead Timeline* Measures of Success Enhancing our mobility

Complete and implement the recommendations contained within the Trails Master Plan that explores potential cycling routes and pedestrian linkages and a trails map in the Township.

Development Services, Facilities & Recreation Services, Public Works

Ongoing Plan is implemented

Work with the Region to explore the possibility of public transit linkages.

Public Works, CAO

S‐M Possibility is explored


Produce a cultural asset map. Castle Kilbride, Development Services

M Map is produced

Conduct a needs assessment to review existing facilities for cultural services to consider the establishment of a facility for the arts.

Facilities & Recreation Services, Finance Services, Castle Kilbride

L Future direction has been confirmed

Consider developing a Municipal Arts and Cultural Plan.

Castle Kilbride M Plan is developed

Work with the New Hamburg Board of Trade to develop signage to promote New Hamburg’s Heritage District.

Development Services, Castle Kilbride

S Signage is developed and posted

*S – to be implemented in 2013‐2015. M – to be implemented in 2016‐2018. L – to be implemented in 2019 and beyond.

Goal: We are an engaged community, through…Action Lead Timeline* Measures of Success Communicating municipal matters

Develop a comprehensive community engagement and communications policy with the purpose of keeping residents informed of and involved in municipal affairs.

Management Team

S Policy has been developed


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Goal: We are an engaged community, through…Action Lead Timeline* Measures of Success

Enhance the municipal website and add information to the website for newcomers that includes information about the Municipality’s services and programs, as well as information from community groups and organizations.

Management Team

S Website is enhanced

Involving volunteers and integrating community groups

Explore the possibility of a service club fair.

Management Team

S Fair is held

Establishing a well‐recognized brand and identity

Undertake a “Wilmot” branding process to establish a greater sense of community among all Wilmot residents, as well as to attract visitors.

Management Team

S Branding process is underway


Goal: We protect our natural environment and resources, through… Action Lead Timeline* Measures of Success Caring for our rivers and lakes

Explore the desire to establish a “Friends of the Nith” volunteer group to liaise with the Grand River Conservation Authority to promote care and stewardship of the Nith River and its tributaries.

Grand River Conservation Authority

L Group is established

Using our resources responsibly

Review the Green Energy and Green Economy Act in respect to municipal facilities.


S Acts are reviewed

Consider developing a green procurement policy.

Management Team

S Decision to pursue or not pursue is made.



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8. Implementing our Plan

Annual Work Program The Actions identified in the Strategic Plan will be incorporated into the annual work programs which are developed by Senior Management in collaboration with the CAO and presented to Council for their consideration. For the broader community, the work programs will continue to be presented online. When developing potential actions for any given work program, there are key questions that should be considered:

1. Does it move us towards our Vision?

2. Is it consistent with our Mission and Values?

3. Is it a stepping stone toward future improvements?

4. Is the action already underway or is it a new action that should be discussed?

Consideration of these questions will allow senior staff to develop a range of potential priority actions within the annual work programs. In the annual work programs, individual staff members will be assigned responsibility for overseeing the implementation of specific actions.

Engagement and Awareness The development of the Strategic Plan was based on community participation and input (See Appendix B for full details). Many of Wilmot’s residents took the time to share their ideas and contribute to the Plan’s development. As such, keeping them appraised of and involved in the Plan’s implementation is critical to maintaining both interest and transparency.

Annual Reporting A report on how the Strategic Plan is moving forward should be developed annually. This will be tied to Department work programs. This progress report will help in developing the work programs for the following year.

Reports to Council To maintain momentum in implementation, and keep the Strategic Plan top‐of‐mind, all Staff Reports to Council should demonstrate alignment with the Strategic Plan. As such, an alignment checklist has been prepared and is included as Appendix C of this document.

Plan Review The Plan will be reviewed during each term of Council.


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9. Appendices Needs Assessment & Environmental Scan

Community Engagement Summary

Staff Reports to Council – Alignment Checklist

Appendix A – Needs Assessment and Environmental Scan

Council Approved – June 3, 2013

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TableofContents1. Introduction .......................................................................................................................................... 1

1.1 Framework .......................................................................................................................................... 1

1.2 Sources of Data ................................................................................................................................... 3

2. The Township of Wilmot ....................................................................................................................... 4

2.1 Geographic Profile ........................................................................................................................ 4

2.2 Population Profile ......................................................................................................................... 4

2.3 Governance and Jurisdictional Context ........................................................................................ 7

2.4 Legislation and Policy .................................................................................................................... 7

3. Overview of the Focus Areas .............................................................................................................. 11

4. Cultural Vibrancy ................................................................................................................................. 12

4.1 Where are we strong? ...................................................................................................................... 12

Township of Wilmot ............................................................................................................................ 12

Region of Waterloo ............................................................................................................................. 13

4.2 Where are we weak? ........................................................................................................................ 14


4.3 What are our opportunities? ............................................................................................................ 14


4.4 What are the threats? ....................................................................................................................... 14

5. Economic Prosperity ........................................................................................................................... 16




5.2 Where are we weak? ........................................................................................................................ 21







6. Environmental Integrity ...................................................................................................................... 24




Appendix A: Needs Assessment and Environmental Scan

Grand River Conservation Authority ................................................................................................... 25

6.2 Where are we weak? ........................................................................................................................ 26






7. Social Wellbeing ...................................................................................................................................... 28




7.2 Where are we weak? ........................................................................................................................ 31



Township of Wilmot ................................................................................................................................ 31




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1. Introduction The Township of Wilmot is developing a Strategic Plan – a long‐term plan that will guide decision‐making in the Township over the next 20 years. The Strategic Plan will set a vision and mission statement for the Township, and establish long‐term goals, and tangible strategies and actions. The purpose of this Needs Assessment and Environmental Scan (the assessment) is to inventory and analyze current data, policies, plans, and programs pertinent to the Township of Wilmot. The sources identified below have been collected and reviewed for applicable trends and patterns. Findings are presented through a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) of the Township’s cultural vibrancy, economic prosperity, environmental integrity, and social wellbeing. The analysis of strengths and weaknesses focuses on matters internal to the Township (e.g., local planning policies), while identified opportunities and threats are of an external nature (e.g., global economic conditions). Ultimately, direction will be pulled from this analysis, and integrated into the Strategic Plan – aligned with the input received from ongoing community and staff consultation and engagement efforts.

1.1FrameworkThe framework on the next page represents the proposed hierarchy of Wilmot’s Strategic Plan. The assessment will provide a baseline to identify the gaps between the vision and goals, and what currently exists in the Township and the Region of Waterloo (where applicable). This will support the development of meaningful strategic objectives and action plans to achieve the vision and goals.


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MISSION STATEMENT: This is the statement of purpose for the Township of Wilmot, serving to provide direction and guide decision making.

GOALS: Goals are similar to the vision, being that they too are statements of highest aspiration. However, unlike the vision, goals are specific to themes (e.g., quality of life).

STRATEGIES: Strategies are high‐level objectives that provide guidance on getting from the present state to future state (goal).

ACTIONS: Actions are tangible initiatives that will be undertaken over the short (2013‐2015), medium (2016‐2018) and long‐term (2019 and beyond) that contribute to realizing the goals and vision.

DEPARTMENTAL ANNUAL WORK PROGRAMS:

Actions will be integrated into annual departmental work programming processes to ensure that the implementation of the Strategy is continually moving forward.

IMPLEMENTATION AND EVALUATION: This Strategy sets forth the means to guide implementation efforts as well as the mechanisms necessary to monitor progress.

VISION: This is the statement of highest

aspiration for the Township and will establish its direction for the next 20 years. All goals, strategies, and actions

will help to move the Township towards its vision.


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1.2SourcesofData Data from a variety of sources pertinent to the development of the Strategic Plan have been reviewed as part of this assessment. Materials for review came from the Township, the Region, local agencies, the provincial government, and the federal government. The focus of the review has been on Township initiatives, and the implications of external policies and programs for the Township. Township of Wilmot

• Official Plan • 10 Year Capital Plan • Annual Work Programs • Development Charges Study

Emergency Plan

• Recreation Facilities Needs Study • Municipal Performance Measurement

Program • Annual Drinking Water System Reports • Accessibility Plan

Region of Waterloo

• Official Plan • Strategic Plan • Regional Growth Management Strategy • Human Services Plan

• Transportation Master Plan • Waste Management Programs and

Initiatives • Emergency Response Plan

Local Organizations

• Canada’s Technology Triangle • Explore Waterloo Region • Grand River Conservation Authority

• Kitchener‐Wilmot Hydro • Region of Waterloo Public Health

Provincial and Federal

2001, 2006, and 2011 Census Data • 2001, 2006, and 2011 Farm and Farm

Operator Data • Accessibility for Ontarians with

Disabilities Act

Aggregates Resources Act • Clean Water Act • Drinking Water Sources Act • Environmental Protection Act • Fisheries Act

Green Energy and Green Economy Act

Growth Plan for the Greater Golden Horseshoe

Municipal Act

Nutrient Management Act • Ontario Endangered Species Act

Ontario Heritage Act

Places to Grow Act • Planning Act • Provincial Policy Statement • Species at Risk Act

Waste Diversion Act

Additional Sources Research has also been supplemented through conversations with the committee, municipal staff, and residents of the Township.


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2. TheTownshipofWilmot

2.1 GeographicProfileThe Township of Wilmot is a lower‐tier municipality situated in south‐western Ontario in the Region of Waterloo. The Township contains a mix of settlement areas (including St. Agatha, Petersburg, Mannheim, New Dundee, Philipsburg, Shingletown, Wilmot Centre, Haysville, Luxemburg, Lisbon, Sunfish Lake and Foxboro Green), two urban core areas (New Hamburg and Baden), and large amounts of farmland and green space.


2.2 PopulationProfileCensus data from 2011 indicate that 19,223 people currently live in Wilmot, with the majority residing in the New Hamburg and Baden urban settlement areas. The 2011 population count for the Township represents a 29.3% increase from 2001, and is approximately double the provincial and regional growth rates for the same period. Population trends for Wilmot, the Region, and Ontario, are presented in the table below. Table 2.1: Population Change Between 2001‐2011

Municipality Population Absolute Growth


Wilmot 14,866 17,097 19,223 2,126 29.3%

Region of Waterloo

438,515 478,121 507,096 28,975 15.6%


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Municipality Population Absolute Growth


Ontario 11,410,046 12,160,282 12,851,821 691,539 12.6% Source: Statistics Canada The table below presents approximate population figures within Wilmot’s settlement and non‐settlement areas for 2006 and 2011. As shown by the 5‐year growth rates, most of Wilmot’s growth is occurring in the urban settlement areas of Baden and New Hamburg. Table 2.2: Population Change in Urban and Rural Settlement Areas Between 2006‐2011

Community 2001 Population (approximate)

2006 Population (approximate)

2011 Population (approximate)

10‐year Growth Rate

Baden 1,810 3,576 4,553 151.5%

Foxboro Green 430 430 430 0%

Haysville 123 129 129 4.9%

Lisbon 61 61 61 0%

Luxemburg 27 27 27 0%

Mannheim 809 1,064 1,067 31.9%

New Dundee 1,158 1,214 1,217 5.1%

New Hamburg 5,973 6,779 7,930 32.8%

Petersburg 373 400 406 8.8%

Philipsburg 71 80 80 12.7%

Shingletown 103 110 113 9.7%

St. Agatha 621 624 624 0.4%

Sunfish Lake 13 13 16 23%

Wilmot Centre 52 55 55 5.8%

Non‐Settlement 3,234 3,288 3,330 3%% Source: Township of Wilmot

As depicted in the figure below, Wilmot’s population is expected to continue growing, reaching a total of 28,500 residents by 2029. This represents a 48.2 percentage change from the 2011 population count.

14,000

19,000

24,000

29,000

2001 2006 2011 2016 2021 2026 2029

Population

Year

Figure 2.1 Projected Population Growth in Wilmot


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The median age in Wilmot is 40.4, and is on par with the median age for national and provincial population data, as depicted in Table 2.3, below. The majority of Wilmot’s residents (65%) are between the ages of 15 and 64, and are considered to be part of the working age population. Table 2.3: Median age of the population

Geographic Area Median Age

Wilmot 40.4

Region of Waterloo 37.7

Ontario 40.4

Canada 40.6 Source: Statistics Canada The level of education attained by Wilmot residents, as demonstrated in Table 2.4, is relatively consistent with that of the Region and province. The proportion of those with apprenticeship training and college education is slightly higher in Wilmot, while the proportion of those with a university education is slightly lower. Table 2.4: Level of Education Attainment

Level of Education Wilmot Region of Waterloo Ontario

2006 2006 2006

Total population 15 years and over

13,595 380,995 9,819,420

Total % of

Population Total

% of Population

Total % of

Population

No certificate, diploma or degree

3,260 24.0% 92,580 24.3% 2,183,625 22.2%

High school certificate or equivalent

3,690 27.1% 106,675 28.0% 2,628,575 26.8%

Apprenticeship or trades certificate or

diploma 1,345 9.9% 30,920 8.1% 785,115 8.0%

College, CEGEP or other non‐university

diploma 2,735 20.1% 70,465 18.5% 1,804,775 18.4%

University certificate or diploma below the bachelor level

410 3.0% 11,080 2.9% 405,270 4.1%

University certificate, diploma

or degree 2,155 15.9% 69,275 18.2% 2,012,060 20.5%

Source: Statistics Canada


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Ethnographic Profile Wilmot’s population is characterized primarily by English‐speaking (89.3%) Canadian citizens. German (3.7%), French (0.9%), Dutch (0.6%), Romanian (0.5%,) and Polish (0.5%) are the five most common languages reported after English, reflecting immigration and settlement patterns from the mid‐20th century.

2.3 GovernanceandJurisdictionalContext The Township of Wilmot is one of seven lower‐tier municipalities in the Region of Waterloo. The delivery of municipal services is coordinated between the Region of Waterloo and the Township of Wilmot. The Region for instance, provides public health services, social services, policing, public transit, drinking water treatment, and waste management services. The Township is responsible for services including, but not limited to: planning and development services, road and sidewalk provision and maintenance, parks and recreation services and programs, fire protection, water distribution, heritage programs (e.g., Castle Kilbride), municipal law enforcement, storm water management and more. Municipalities in Canada are legislated into existence by each province. In Ontario, the Municipal Act prescribes the roles and responsibilities of municipalities. The Act provides municipalities with both general powers and eleven specific spheres of jurisdiction, including roads, waste management, drainage and flood control, and parks. Federal and provincial regulations also affect activities within the Township. For example, species at risk and their habitats are addressed by federal and provincial legislation, while land use planning, natural resource management practices, and energy are regulated by the province. This governance and jurisdictional context demonstrates the importance of multi‐jurisdictional cooperation and collaboration to the successful implementation of the Township of Wilmot’s Strategic Plan. Key pieces of federal and provincial legislation and policy affecting decision‐making in Wilmot Township and Waterloo Region are described below.

2.4 LegislationandPolicyGovernance in Wilmot is influenced by an array of Federal and Provincial policy. Several key Acts and Regulations influencing day‐to‐day matters in Wilmot are described below.

Accessibility for Ontarians with Disabilities Act The objective of the Accessibility for Ontarians with Disabilities Act is to create a province where every person living in or visiting Ontario is able to fully participate. On top of developing partnerships to address accessibility issues and increasing general knowledge about accessibility, the Act addresses accessibility in the areas of:

Customer service;

Employment;

Information and communications;

Transportation; and

The built environment

Aggregate Resources Act The Aggregate Resources Act establishes a framework for the management of Ontario’s aggregate resources and operations to minimize adverse environmental impacts, among other things. The statute also requires the rehabilitation of excavated landscapes.


8

Clean Water Act Through the provincial Clean Water Act, Ontario endeavors to be a leader in the delivery of safe drinking water by:

• Requiring municipalities and conservation authorities to map the sources of municipal drinking water supplies, especially vulnerable areas that need protection to prevent the depletion or contamination of supplies;

• Directing local communities to monitor any activity that could potentially threaten water quality or quantity, and take action to reduce or remove that threat; and

• Empower local authorities to take preventative measures before a threat to water can cause harm.

Drinking Water Sources Act Canada’s Drinking Water Sources Act requires the Minister of the Environment to establish an agency with the power to identify and protect Canada’s watersheds. This Act is in cooperation with the provinces and will constitute sources of drinking water in the future. This Act intends to recognize Canada's drinking water sources are threatened by land use and development that may have an impact on the quality of the water and its suitability as drinking water.

Endangered Species Act The provincial Endangered Species Act, 2007 protects listed endangered species and their habitat and applies to all lands in Ontario not owned by the federal government. The Act will protect listed endangered, threatened and extirpated species and their habitat. It also includes a requirement to develop plans such that species of special concern (a native species that is sensitive to human activities or natural events and formerly termed vulnerable) will recover.

Environmental Protection Act The purpose of the Canadian Environmental Protection Act is to protect the environment and the health and wellbeing of Canadians. A major part of the Act is to prevent pollution and address potentially dangerous chemical substances in a sustainable manner.

Fisheries Act Through the federal Fisheries Act the Department of Fisheries and Oceans Canada is responsible for conserving and protecting fish and fish habitat and applies to the whole of Canada, including private property in every province and territory. The Act defines fish habitat as “spawning grounds and nursery, rearing, food supply and migration areas on which fish depend directly or indirectly to carry out their life processes.”

Green Energy and Green Economy Act The Green Energy and Green Economy Act came into effect in 2009 as a means to encourage renewable energy development and energy conservation in Ontario. The Act provides uniform province‐wide regulations for the approval of renewable energy projects, as well as fixed term agreements paid to renewable energy producers.


9

Growth Plan for the Greater Golden Horseshoe The Growth Plan for the Greater Golden Horseshoe was created under the Places to Grow Act. While Wilmot is not designated as an Urban Growth Centre, the Township must abide by the Plan’s policies to direct growth toward built‐up areas, intensify development in existing cities and towns, redevelop and revitalize downtowns, and support development around transit stations into its Official Plan.

Municipal Act The Municipal Act regulates the creation, administration, and government of municipalities in Ontario. The most recent version of the Act (2001) consolidated dozens of Acts related to municipal governance.

Nutrient Management Act The Nutrient Management Act is a measure taken by the Ontario Ministry of Agriculture, Food and Rural Affairs and the Ministry of the Environment to maintain Ontario’s priority standards for the protection of surface water and groundwater. The Act’s objectives include:

• Banning high trajectory irrigation guns from spreading non‐agricultural source material or manure unless the material contains more than 99 percent water;

• Design and construction standards for manure storages; • Nutrient application setbacks from wells and surface water: • Restrictions on winter spreading of prescribed materials; and • Requirements for such things as vegetated buffer zones along surface water.

Ontario Heritage Act The purpose of the Ontario Heritage Act is to provide municipalities and the provincial government the means to preserve the province’s heritage. Its primary focus is protecting heritage properties as well as archaeological sites.

Places to Grow Act The Places to Grow Act is the legislative foundation of the Places to Grow Initiative, the provincial strategy to plan for sustainable and prosperous growth throughout Ontario. The Act requires regional and municipal governments to revise their official plan policies to achieve the objectives outlined in the accompanying Growth Plan for the Greater Golden Horseshoe.

Planning Act The Planning Act prescribes province‐wide rules for land use planning in Ontario. The purpose of the Act is to:

Promote sustainable economic development in a healthy natural environment within a provincial policy framework;

Provide for a land use planning system led by provincial policy; Integrate matters of provincial interest into provincial and municipal planning decisions by

requiring that all decisions shall be consistent with the Provincial Policy Statement when decision‐makers exercise planning authority or provide advice on planning matters;

Provide for planning processes that are fair by making them open, accessible, timely and efficient;

Encourage co‐operation and coordination among various interests; and Recognize the decision‐making authority and accountability of municipal councils in planning.


10

Provincial Policy Statement The Provincial Policy Statement is the statement of Ontario’s policy on land use planning matters within the province, providing direction on matters of provincial interest. Municipalities use the Provincial Policy Statement to develop their Official Plans and make planning decisions.

Species at Risk Act Canada’s Species at Risk Act includes measures to protect both species and habitat. On non‐federal owned lands the Act only applies to federally listed endangered, threatened or extirpated aquatic species and migratory bird species.

Waste Diversion Act All waste diversion programs in Ontario have been established within the framework of the Waste Diversion Act. Under the Act, certain wastes have been designated with their own diversion programs, including: blue box waste, used tires, used oil material, waste electrical and electronic equipment (WEEE), and municipal hazardous or special waste (MHSW).


11

3. OverviewoftheFocusAreas The diagram below depicts the four focus areas that guided the development of this Report, and the themes within each of the focus areas. These theme areas have been developed by the consultant team to guide research efforts and conversations relative to Wilmot’s strategic plan.

Cultural Vibrancy

Includes: visual and perfmorming arts, built and cultural heritage, history,

etc.

Economic Prosperity

Includes: employment, income, local

economic drivers, etc.

Environmental Integrity

Includes: natural heritage, natural resouces, land use planning, etc.

Social Wellbeing

Includes: health and wellbeing, education, recreation,

transportation, etc.

Appendix

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13

VisualandPerformingArtsWilmot is home to an active arts community, with many people and groups working Township‐wide to ensure that both visual and performing arts remain a strong component of the community’s identity and wellbeing. A great example of this is the annual Rural Routes Studio Tour. Now in its tenth year, the tour allows people to visit art studios in the New Hamburg, Baden, New Dundee, and surrounding areas, providing local artists with an opportunity to showcase their work. The 2012 Tour included nine studios. Wilmot is also home to a strong performing arts community. First established in 1984, The Community Players, based in New Hamburg, delivers “high‐calibre, family‐oriented community musical theatre.” Putting on performances in the spring of each year, the next Community Players performance will be of ‘Fiddler on the Roof’ in spring 2013. Shows draw visitors from Wilmot, Waterloo Region, and beyond. New Hamburg Live! Festival of the Arts is an annual event that brings musical performers and artists to the Township over a span of several days in the spring. First launched in 2009, the Festival has grown with each passing year. Residents and visitors alike also have the opportunity to enjoy an annual summer concert series at Castle Kilbride. Each Thursday evening in July and August spectators are treated to an hour of free musical entertainment.

SpiritualPlacesandOpportunitiesSpiritual places and opportunities often reflect the cultural heritage of a community. Wilmot residents are involved in an active and diverse faith community, including:

Bethel Missionary Church;

Emmanuel Evangelical Lutheran Church;

Grace Mennonite Church;

Hillcrest Mennonite Church;

Holy Family Church;

Living Water Community Christian Fellowship;

Kitchener Gurdwara Sahib Golden Triangle Sikh Association;

Living Water Community Christian Fellowship;

Mannheim Mennonite Church;

New Dundee Baptist Church;

New Hamburg Christian Centre;

New Hamburg Conservative Mennonite Church;

New Hamburg Fellowship Bible Church;

Nith Valley Mennonite Church;

Rosebank Brethren in Christ;

Shantz Mennonite Church;

St. Agatha Mennonite Church;

St. Agatha Roman Catholic Church;

St. George’s Anglican Church;

St. James Evangelical Lutheran Church;

St Peter’s Lutheran Church;

Steinmann Mennonite Church;

Trinity Lutheran Church;

United Brethren Church;

Wellesley United Church;

Wilmot Centre Missionary Church;

Wilmot Mennonite Church;

Zion Evangelical Lutheran Church; and

Zion United Church.

RegionofWaterloo

OfficialPlanPoliciesAt the regional level, cultural vibrancy is identified as an important indicator of the broader community’s liveability and wellbeing. For example, the Region’s Official Plan expresses that “cultural heritage resources are the inheritance of natural and cultural assets that give people a sense of place, community and personal identity” (p. 46). Specific policies relating to cultural heritage can be found in section 3.G of the region’s Official Plan. Moreover, the focus area on Growth Management and Prosperity in the


14

region’s Strategic Plan also prioritizes enhancing the Region’s arts, culture and heritage through the following actions:

2.4.1 Work with the Creative Enterprise Enabling Organization, area municipalities and others to strengthen the arts and culture sector.

2.4.2 Provide opportunities to optimize the use of Regional cultural facilities, with a focus on the new Waterloo Region Museum.

2.4.3 Establish a Regional Heritage Conservation Toolbox.

CulturalFacilitiesRegional cultural facilities such as the Waterloo Region Museum and Region of Waterloo Library branches also offer residents of Wilmot the occasion learn about and celebrate their collective cultural identity.

4.2Whereareweweak?

TownshipofWilmot

OfficialPlanPoliciesWhile Wilmot’s Official Plan guides physical, social and economic development within the Township, the plan does not include explicit goals or policies pertaining to cultural vibrancy.

4.3Whatareouropportunities?

TownshipofWilmot

OfficialPlanPoliciesWhile the recognition of historical and architectural resources, one aspect of cultural vibrancy, is prioritized as a goal in the Township’s Official Plan, expanding the OP’s objectives and policies to include a range of cultural assets is an opportunity that may help to enhance the Township’s cultural profile. This could help to establish a long‐term vision for the Municipality’s cultural vibrancy.

CulturalProfileExisting events could be built upon to promote and enhance local arts, culture, and heritage. Examples of these include the summer concerts at Castle Kilbride and the Rural Routes studio tour. Arts and cultural events could also be coordinated with each other and other events and celebrations in the community to increase the collective tourism profile. The Township could also consider undertaking a cultural mapping exercise to identify its tangible and intangible cultural assets. Such a resource would allow visitors and residents alike to access information about Wilmot’s cultural assets in a single location. Occasionally, cultural mapping is part of a Municipal Cultural Planning process which is designed to leverage a community’s cultural assets to support economic prosperity locally.

4.4Whatarethethreats?

NoLong‐termCulturalVisionThe Township of Wilmot currently has no long‐term vision for local culture.


15

CompetitionwithNearbyMunicipalitiesLike other municipalities, the Township of Wilmot is competing with comparable nearby municipalities that offer similar cultural opportunities. Popular cultural attractions in nearby municipalities include the Stratford Festival, the St. Jacob’s Farmers Market, the Kitchener‐Waterloo Oktoberfest, and the Cambridge Highland Games.


16

5. EconomicProsperityAgriculture, natural resource extraction, manufacturing, and commercial/retail contribute to economic prosperity in Wilmot. Like other rural‐urban municipalities, Wilmot is faced with the ongoing challenge of ensuring that a diversity of meaningful employment opportunities are available to its residents. Supporting a broad range of commercial and industrial activities is particularly important as the Township’s population and residential areas continue to grow. At the local level, economic development is largely overseen by the Township’s Development Services department.

5.1Wherearewestrong?

TownshipofWilmot

OfficialPlanPoliciesAs stated in its Official Plan, the Township of Wilmot endeavours to promote economic development and financial stability “by ensuring the continued expansion of economic opportunities and diversification of the [Township’s] economic base” (page 4). This broad vision is supported by goals and policies relating to land use for each sector in the local economy.

LabourForceActivityandIncomeTable 5.1 below compares Wilmot’s rates for labour force participation, employment and unemployment to Waterloo Region and the province as a whole. The figures in this table suggest that employment opportunities in or near the Township are well‐suited to the needs of its population, enabling residents to access appropriate employment opportunities. Wilmot is generally on par with the Regional rates for participation and employment, and performs better than the provincial average in the same categories. Wilmot’s unemployment rate has been lower than both the provincial and regional rates for the last two available census years. Table 5.1: Labour Force Activity

Geographic Region Participation Rate Employment Rate Unemployment Rate

2001 2006 2001 2006 2001 2006

Township of Wilmot 71.3 71.6 69.5 68.8 2.5 3.9

Region of Waterloo 71.8 71.5 67.9 67.6 5.3 5.5

Ontario 67.3 67.1 63.2 62.8 6.1 6.4 Source: Statistics Canada

Median income is also an indicator of economic prosperity. Depicted in Table 5.2, below, the median family income for Wilmot is considerably higher than either the Regional median income or provincial median income. Table 5.2: Median Income of all Census Families

Geographic Region Median Income in 2001 Median Income in 2006

Township of Wilmot $68,951 $83,540

Region of Waterloo $63,703 $74,070

Ontario $61,024 $69,156 Source: Statistics Canada


17

The table below shows some of the top industrial and commercial employers in the Township of Wilmot. These figures are recent to 2010.

Table 5.3: Local Employers

Company Name Settlement Sector Employees (2010)

Erb Transport Baden and New Hamburg

Trucking631

ODG New Hamburg

Manufacturer of gears, transmissions, couplings and the ARGO 175

Nithview Home New HamburgLong-term care/Retirement Residence 150

Riverside Brass New Hamburg Foundry 100

Coco Paving/Lafarge Rural Paving and Mineral Aggregate Extraction 98

Pestell Baden and New Hamburg

Minerals/Ingredients and Pet Products Packaging and Distribution

95

Sobeys New Hamburg Food Store 85

No Frills New Hamburg Food Store 83

Grant Transport New Hamburg Trucking 80

Maple Leaf New Hamburg Chick hatchery 60

Eurocan New Hamburg Pet product manufacturing/packaging

45

Nith Valley Construction

New Hamburg Construction management/design build

40

Alloy Castings New Hamburg Foundry 40

Klassen Bronze New Hamburg Foundry 40

Systems Plus Baden Manufacturer and distributor of analytical testing and quality control supplies

40

Magnussen New Hamburg Headquarters for furniture supplier 39

Genfoot Inc. ‐ Hamburg Felt

New Hamburg Manufacturer of felt boot liners 35

Tri City Rural Mineral aggregate extraction 35

Alpine Plant Foods New Hamburg Manufacturer of liquid plant fertilizers

31

Cerwood New Hamburg Custom cabinetry 31

Formatop New Hamburg Postformed countertops and laminates

30

Zehr Insurance New Hamburg Insurance office 20

Josslin Insurance ‐ NH New Hamburg Insurance office 20

Waldor New Hamburg Industrial Drying/Cooling manufacturer

12

Think Plastics New Hamburg Manufacturer of recycled plastic lumber products

9


Appendix

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19

As with other areas of the local economy, a diversified agricultural sector is better able to handle fluctuations in global markets and commodity prices. Data from the 2011 Census of Agriculture indicates that there is some level of diversity within Wilmot’s agricultural sector. Tables 5.4 and 5.5 below summarize the results. While there are a range of livestock producers within the Township, cattle farming is the prevailing type of livestock production, whereas oilseed and grain farming dominates crop production. Table 5.4: Wilmot Livestock Producers Classified by Industry Group, 2011

Livestock Producers Classified by Industry Group Number of Farms Reporting

Cattle farming 60

Hog and pig farming 6

Poultry and egg Production 21

Sheep and goat farming 7

Other animal production 31

Table 5.5: Wilmot Crop Producers Classified by Industry Group, 2011

Crop Producers Classified by Industry Group Number of Farms Reporting

Oilseed and grain farming 64

Vegetable and melon farming 11

Fruit and tree nut farming 5

Greenhouse, nursery, and floriculture production 7

Other crop farming 22 Source: Statistics Canada

CommerceWilmot’s economic prosperity is also linked to commercial activities in the Township. In recognition of this, Township Official Plan policies endeavour to “provide for a broad range of commercial and industrial activities and services to meet the diverse needs of the Township’s residents, businesses and institutions, as well as those from the surrounding areas, and to generate employment opportunities within a strong commercial structure focused on the Core Areas and other appropriately located major commercial and industrial areas” (page 4). Commercial activities in Wilmot are primarily located in the New Hamburg and Baden urban core areas, as well as within the Township’s other settlement areas. Commercial businesses dependent on high volumes of traffic are also strategically located near highway corridors. Representing the collective interests of the members of local business communities, Board of Trades and Chambers of Commerce are active in Wilmot, and include:

Baden Chamber of Commerce;

New Dundee Board of Trade; and

New Hamburg Board of Trade.

IndustryThe Places to Grow Act and the Growth Plan for the Greater Golden Horseshoe both mandate the preservation of employment land areas. Wilmot’s designated employment lands are situated in the New Hamburg and Baden urban settlement areas and are primarily industrial in character. Location‐specific assets such as proximity to regional transportation routes (Highways 7 and 8) as well as a rail corridor


20

and rail spurs make this an attractive setting for industrial and manufacturing operations. There are currently 56 hectares of serviced industrial land in Wilmot, with additional land in reserve if demand exceeds the current supply. Approximately 2.83% of the available industrial land area is presently vacant (Township of Wilmot).

RegionofWaterloo

OfficialPlanPoliciesThe Region of Waterloo’s Official Plan contains an ambitious goal for economic prosperity: to “collaborate with Area Municipalities, Canada’s Technology Triangle Inc. and other stakeholders to foster a diverse, innovative and globally competitive regional economy” (page 49). This will be achieved by ensuring an adequate supply of employment lands, managing physical infrastructure, and establishing collaborative partnerships.

TourismIn 2007, the Region of Waterloo and its lower‐tier partner municipalities agreed to combine their individual efforts to promote tourism with the goal of delivering “a single, focused message that Waterloo Region is a dynamic, year‐round destination” (Region of Waterloo, Explore Waterloo Region). As part of the larger picture, Waterloo Region is part of Regional Tourism Organization 4 (RTO 4), which also includes Huron County, Perth County, and Wellington County. RTO 4 promotes the collective and diverse interests and assets of its member communities.

Canada’sTechnologyTriangleCanada's Technology Triangle (CTT) is a non‐profit, public‐private regional economic development organization. CTT markets the Region, and is responsible for FDI (foreign direct investment), working to attract businesses, people, and investment. The work of CTT compliments that of local municipalities such as Wilmot, who focus on business retention and expansion. The top private sector employers in Waterloo Region, along with their respective number of employees, are listed in Table 5.6 below. It should be noted that information was obtained during 2007 and 2008 and may not accurately reflect current figures. Table 5.6: Top Regional Private Sector Employers

Employer Number of Employees

BlackBerry (formerly Research In Motion) 5200

Toyota Motor Manufacturing Canada 4500

Sun Life Financial 2700

Manulife Financial, Canada Operations 2400

Schneider Foods/Maple Leaf Consumer Foods 1688

ATS Automated Tooling Systems Inc. 1615

Loblaw Companies Ltd. 1205

Manulife Financial 1200

Rockwell Automation Canada Control System 1000

Challenger Motor Freight Inc. 1000

iQuor 1000

Babcox & Wilcox Canada 1000 Source: Canada’s Technology Triangle


21

The top public sector employers in Waterloo Region, along with their respective number of employees, are listed in table 5.7. As with the top private sector employers, these figures were obtained during 2007 and 2008, and may not reflect present employment levels. Table 5.7: Top Regional Public Sector Employers

Employer Number of Employees

Waterloo Region District School Board 6000

Grand River Hospital 3965

Region of Waterloo 3892

University of Waterloo 3076

Waterloo Catholic District School Board 3000

City of Kitchener 1500

St. Mary’s General Hospital 1200

Cambridge Memorial Hospital 1192

Wilfrid Laurier University 1047

City of Waterloo 1000 Source: Canada’s Technology Triangle

5.2Whereareweweak?

TownshipofWilmot

TourismStrategyThe Township has no municipal strategy for local tourism to attract visitors, and is not fully capitalizing on its existing tourism opportunities.

LocalEmploymentGiven the Township’s proximity to large employers in Kitchener‐Waterloo, many of its residents commute outside of the Township for work. Such conditions create challenges with ensuring a balanced tax base (commercial, industrial, and residential) in the Township over the long‐term.


TownshipofWilmot

TourismThe Township is a member of the Waterloo Region Tourism Marketing Corporation (also known as Explore Waterloo Region) which provides a collective voice for promoting all that is going on within the Region and its member municipalities. There is an opportunity for businesses and community groups to use the promotional opportunities provided by this Organization to increase their tourism profiles. Moreover, there is also an opportunity to increase the awareness of this centralized location of event information among residents and visitors. A growing industry in Ontario, agri‐tourism presents opportunities for further economic diversification and expansion within Wilmot’s strong agricultural sector. Similarly, culinary tourism, cultural tourism and eco‐tourism are also burgeoning sectors of Ontario’s tourism industry. The development of a tourism strategy would likely bring to light many tourism opportunities within the Township. Currently

Appendix

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23


TownshipofWilmot

DecliningRoleofAgricultureWilmot has seen a recent decline in the total number of operating farms and total farm area. Given its importance as a key economic driver in the Township, a declining agricultural base is a threat to the local economy. As demonstrated in Table 5.8, below, the total number of farms in Wilmot decreased by approximately 13.7% (271 to 234) from 2001 – 2011. Over this same time period, the area of land in production decreased by approximately 9.3% (53,839 acres to 48,848 acres). Average farm size in Wilmot, however, has increased slightly (+1.05%) over this ten year period. Table 5.8: Number and Size of Farms in Wilmot

Total Number of Farms Total Farm Area (acres)

Average Farm Size (acres)

2011 234 48,848 208.75

2001 271 53,839 198.67

% Change (2001 to 2011)

‐13.7% ‐9.3% +1.05%

Source: Statistics Canada

Wilmot’s 2011 Performance Measures report indicates that 99.1%, or 24,926 hectares, of all lands designated for Agriculture on January 1, 2000 remained designated for Agriculture as of December 31, 2011. During this same period, only 226 ha or 0.9% of land designated as Agriculture was removed for development. This suggests that most of the farm land lost between 2001 and 2011 is attributable to land being taken out of agricultural production.

NeighbouringMunicipalitiesCommercial and retail opportunities in neighbouring and nearby municipalities present a threat in the sense that they are currently drawing business and shoppers out of Wilmot.

RegionofWaterloo

ShiftingEconomicTrendsWilmot’s economic prosperity is also affected by economic activity at the regional level. For instance, just a number of years ago, BlackBerry (formerly Research In Motion) had 5,000 employees working in its Waterloo offices. However, recent cuts have results in significant job losses at this major regional employer.

Appendix

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24

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25

NaturalResourcesWith respect to drinking water, the Township of Wilmot operates municipal distribution systems in Baden, New Hamburg, New Dundee, and St. Agatha, providing clean drinking water to the residents of these communities. Baden and New Hamburg are on a shared water system. Electricity is distributed locally by Kitchener‐Wilmot Hydro, which supplies power to 80,000 customers in Kitchener and Wilmot. Additionally, Kitchener‐Wilmot Hydro oversees provincially directed conservation programs at a local level.

RegionofWaterloo

StrategicPlanandOfficialPlanPoliciesEnvironmental Sustainability is one of five focus areas in the Region’s Strategic Plan and includes actions to:

Integrate environmental considerations into decision‐making;

Reduce greenhouse gas emissions;

Minimize the amount of waste going to landfill;

Protect the quality and quantity of drinking water sources; and

Renew and conserve green space, agricultural land and sensitive environmental areas. Principles of environmental sustainability are applied throughout the Region’s Official Plan and are reflected in policies directing infrastructure, energy conservation, air quality, business development, and natural heritage conservation. Moreover, “Waterloo Region residents see the need for proper maintenance and management of planned growth which included building vibrant urban places, protecting our countryside, fostering a strong and prosperous economy while still maintaining the small town feel” (Waterloo Region, p. 13). To achieve this, the Region of Waterloo is implementing a growth management plan to maintain urban and rural harmony.

NaturalResourcesThe Region also provides water testing services for owners of private wells. In addition, the Region also administers a number of water conservation initiatives, including:

Summer watering restrictions;

Rain barrel sales;

Low flow toilet rebate program;

Assistance for businesses; and

General education and awareness. In the Region of Waterloo, waste management is administered at the Regional level. For Wilmot, the Region provides garbage, blue box, green bin, yard waste, and large item collection. The Region operates one landfill and six transfer stations.

GrandRiverConservationAuthorityThe Grand River Conservation Authority (GRCA) strives to achieve “a healthy and sustainable natural environment in the Grand River watershed.” The GRCA provides services in the following areas:

Watershed conditions;

Land resources;

Water resources;

Recreation;


26

Planning and regulations;

Education; and

Taking action.

The Nith River, the most notable watercourse in Wilmot, is a major tributary to the Grand River – designated as a Canadian Heritage River.

6.2Whereareweweak?

TownshipofWilmot

DiscontinuousEcosystemsThough Wilmot is home to some significant natural assets, agriculture and urban development have resulted in a fragmented landscape in some locations; as is the case across much of Southern Ontario. These natural areas could be better connected. However, there are also good examples of continuous ecosystems in Wilmot, such as the Nith Valley River corridor, Locally Significant Natural Areas, and woodlots.


TownshipofWilmot

AlternativeLandUseServicesA relatively new program, Alternative Land Use Services (ALUS) has seen much success in some parts of Ontario. The program provides financial incentives to farmers to convert marginally productive and environmentally sensitive lands to natural systems. Given agriculture’s prominence in the municipality, and a general need for ecosystem restoration, ALUS would be a natural fit in Wilmot.

CollaborationIn its Strategic Plan, the Region cites the possibility of working with local municipalities and other community partners to foster environmental stewardship. This presents the Township with an ongoing opportunity to work with the Region and other partners on environmental priorities (e.g., drinking water, waste, air quality, greenhouse gas emissions, green space, agricultural land, and sensitive environmental areas).

LandUsePoliciesWith the Township set to see relatively substantial population growth (see Figure 2.1 on page 5) over the coming years, there is tremendous opportunity to wisely shape this growth through land use policies. Through its Official Plan, the Township is already promoting well‐thought out growth and development. The benefits of wisely controlled growth will be multiple, including continued economic prosperity in commercial core areas, and the preservation of natural and agricultural lands.

EnergyConservationandAlternativeEnergyWith growing concerns over climate change and escalating fossil fuel prices, energy conservation and the use of alternative energy are becoming increasingly attractive and financially sound investments. As the Township looks to replace, upgrade, and/or retrofit its fleet and facilities, energy conservation and alternative energy sources could be given consideration.


27


TownshipofWilmot

DevelopmentPressureContinued demand for new development will exert pressures on the Township to convert agricultural land and green space to residential developments. Strong Official Plan policies directing growth to existing urban areas will need to be upheld in the face of these pressures.

ClimateChangeThe impact of climate change on local residents, ecosystems, and the economy remains largely uncertain. However, there is growing concern over its potential negative consequences. In response to this, Waterloo Region has joined “The Climate Collaborative: A Community Greenhouse Gas Action Plan for Waterloo Region”. When implemented, the Plan will chart the course for reducing greenhouse gas emissions in the Region.


28

7.SocialWellbeing The delivery of social services in Wilmot is administered jointly by Waterloo Region and the Township of Wilmot.

7.1Wherearewestrong?

TownshipofWilmot

OfficialPlanPoliciesWilmot’s Official Plan policies directing the provision of municipal infrastructure that contribute to social wellbeing are addressed most notably in Chapter 4, Housing Policies, which touches on ensuring a diversity of housing types and tenures. This chapter however, only addresses physical infrastructure.

RecreationIn recognition of the Township’s growing population, a new community centre and recreation facility was commissioned in the late 2000s. Phase I of the Wilmot Recreation Complex opened to the public in 2008, offering residents a variety of recreational and programming opportunities. In addition to an aquatics centre and arena, the WRC also contains venue space that can be used for community events. The Township is committed to continuing to deliver high‐quality recreational services and programming. Residents also benefit from access to 193 acres of public park space throughout the Township, each offering a selection of active and/or passive recreational opportunities. The Township is currently in the process of developing a Trails Master Plan to create a network of trails for additional recreational opportunities, as well as active forms of transportation (walking, cycling, inline skating). A variety of clubs and organizations in each of the Township’s urban and rural settlement areas provide residents with social and recreational opportunities. The following list is a sampling of the Township’s recreational organizations:

Avon Trail Hiking Club;

Baden Minor Softball;

Baden Tennis;

Centre Stage Dance Studio;

German Canadian Hunting and Fishing Association;

Greenwood Rod and Gun;

Greenwood Snowmobile Club;

Inter‐County Men’s Slow Pitch;

New Dundee Minor Softball;

New Dundee Snowmobile Club;

New Hamburg Figure Skating Club;

New Hamburg Karate Club;

New Hamburg Lawn Bowling;

New Hamburg Men’s Recreational Hockey;

New Hamburg Men’s Slow Pitch;

New Hamburg Minor Hockey Association;

New Hamburg Skating Club;

New Hamburg Softball Association;

New Hamburg Special Olympics;

Nith Valley Sno Surfers;

Riverside Lanes Youth Bowling Club;

TriCity Roller Derby Girls;

Wilmot Aquatic Aces Swim Club;

Wilmot Centre Co‐ed Volleyball;

Wilmot District Soccer Association;

Wilmot Girls Hockey Association;

Wilmot Recreational Pick‐up Hockey;

Wilmot Rod and Gun;

Wilmot Rugby Football Club; and

Wilmot Senior Ball Hockey League.


29

The Township’s rural landscape also offers year‐round sports and recreation activities such as hunting and fishing. World class mountain biking trails are also popular with residents and tourists.

ServiceGroupsandVolunteersVolunteer and faith‐based groups as well as service organizations also promote the Township’s culture through organized events, festivals and community gatherings. The Annual Festival of Lights, Mennonite Relief Sale, theatre productions, and weekly car shows provide residents with a variety of cultural events and activities to choose from throughout the year. Some of the current service groups and volunteer‐driven organizations in Wilmot include, but are not limited to:

Baden Optimist Club;

Baden Community Association;

Haysville Sunshine Club;

Mannheim Optimist Club;

New Dundee Optimist Club;

New Dundee Women’s Institute ;

New Hamburg Optimist Club;

New Hamburg Lions Club;

New Hamburg Lioness Club;

Petersburg Optimist Club;

St. Agatha Lions Club;

St. Agatha Catholic Women’s League;

Wilmot Agricultural Society;

Wilmot Healthy Community Coalition;

Wilmot Horticultural Society; and

Wilmot Optimist Club.

CommunityCentresandGatheringSpacesCommunity facilities operated by the Township provide residents with a range of recreational, social and civic opportunities. These facilities include:

Administration Building in Baden;

Ernie Ritz Room;

Haysville Community Centre;

Mannheim Community Centre;

New Dundee Community Centre;

New Hamburg Arena and Community Centre;

St. Agatha Community Centre;

Wilmot Seniors Woodworking and Craft Shop; and

Wilmot Recreation Complex. In recognition of the contributions that its community centres and gathering spaces make to the social wellbeing of its residents, Wilmot has budgeted $1,706,670 over the next ten years for ongoing investments in its community parks and facilities.

LocalSchoolsThere are six elementary schools in Wilmot:

Baden Public School;

Forest Glen Public School;

Grandview Public School;

Holy Family Separate School;

New Dundee Public School;

Sir Adam Beck; and

St. Agatha Catholic School.

Waterloo‐Oxford District Secondary School is the Township’s only secondary school. There is also a private college in Wilmot Township: Canadian Independent College.


30

InterfaithCommunityCounsellingCentreFor more than 25 years, Interfaith Community Counselling Centre has been helping people with personal issues and conflicts by matching them with a specialist to fit their individual needs. Fees to service users account for their income, ensuring that cost is not a barrier to accessing help.

WilmotFamilyResourceCentreFounded in 1980, the Wilmot Family Resource Centre provides valuable social services and programs for Township residents as well as residents of Wellesley. Notable programs include the after‐school program, early years program, food bank, parenting support, and more.

AdultLifestyleCommunitiesWilmot is home to three notable adult lifestyle communities: Foxboro Green, Morningside, and Stonecroft. These communities provide housing as well as social opportunities for local senior residents.

HealthcareLocated in the urban core area of New Hamburg is the Nith Valley Family Health Clinc as well as a natural health centre.

EmergencyServicesThe Township operates three fire stations in Baden, New Dundee, and New Hamburg. Under one full‐time Fire Chief, the Department consists of one part‐time Fire Prevention office and 75 volunteer firefighters. Wilmot’s Fire Department provides the Township’s Community Emergency Management coordination and oversees the Township’s emergency preparedness. Additionally, the Township has recently completed and adopted a Fire Master Plan.

RegionofWaterloo

StrategicPlanHealthy and Inclusive Communities is one of five focus areas in the Region of Waterloo’s Strategic Plan. The focus area recognizes that the dynamic character of the region’s population requires the delivery of “supportive, caring, inclusive and accessible services” to ensure social wellbeing (p. 17). The strategic objectives and actions to implement this vision can be found on pp. 17‐18 of the strategic plan. Social wellbeing is also addressed throughout the region’s Official Plan, but primarily in Chapter 3, Liveability in Waterloo Region. Policies pertaining to housing and services such as social assistance, pre‐employment services, child care and health care are outlined in this chapter.

Post‐SecondaryEducationPost‐secondary institutions are one of the Region’s foremost strengths. Kitchener‐Waterloo is home to the University of Waterloo, Wilfrid Laurier University, and Conestoga College. These institutions provide nearby high‐quality educational opportunities for Wilmot’s residents. The Region of Waterloo oversees library services in all of its municipalities. It operates three branches in Wilmot: Baden, New Dundee, and New Hamburg.

HealthcareFacilitiesandRegionofWaterlooPublicHealthThough there are no hospitals located in the Township, there are hospitals and other healthcare facilities in Kitchener‐Waterloo and nearby Stratford.


31

Region of Waterloo Public Health is one of Ontario’s 36 public health units. Public Health delivers a variety of health promotion and disease prevention‐related programming ranging from education about healthy lifestyles to health inspections of restaurants.

EmergencyServicesIn Wilmot, police and paramedic services are provided by the Region. Waterloo Region Police have a station in New Hamburg, while Waterloo Emergency Medical Services operates an ambulance station in Baden.

7.2Whereareweweak?

TownshipofWilmot

Lackofa“WilmotBrandandIdentity”Within Wilmot are many different communities with which its residents identify more greatly with than the Township as a whole. This has created a need for a greater collective identity and brand within the Township. Establishing a Wilmot Brand and Identity could help to unify the Township and could also be used for promotional and marketing purposes.

LackofPublicTransitLinkagesPresently, there are no public transit linkages in the Township of Wilmot. With many employment opportunities and necessary services located in Kitchener and Waterloo, this limits the ability of some of the Township’s youth, low‐income individuals, and seniors to access these important opportunities. The Township however has made a request to the Region to investigate transit services.


TownshipofWilmot

RecreationThe Township plans to capitalize on recreational opportunities. For example, it is planning on constructing a splash pad and an accessible playground, and has forecasted the enhancement of soccer fields in 2014. Moreover, the Township has forecasted undertaking a Recreation Master Planning process in 2015 to continue to define the future of recreational services, programs, and facilities in the municipality.

MobilityThere are many opportunities in the Township to increase the overall ease of mobility for residents. For instance, the Region operates an extensive transit system in Cambridge, Kitchener, and Waterloo, and as Wilmot’s population grows and as residents continue to travel to the Region’s larger urban centres, transit linkages may become feasible over time. This is something the Township has already asked the Region to begin investigating. Moreover, the Township is working to increase active transportation opportunities as well. For instance, the Township is currently in the process of developing a Trails Master Plan, which was identified as a top priority in its 2002 Recreation Facilities Needs Study. The ten year capital forecast also includes $85,000 annually for investment in sidewalks. As new development and road maintenance occur, the Township could consider exploring ways to facilitate alternative forms (e.g., transit, walking, cycling, etc.) of transportation.


32


TownshipofWilmot

LossofFundingRecreational and cultural programs face the prospect of decreasing funding allocations from senior levels of government looking to reduce operating deficits and balance their budgets.

Appendix B – Community Engagement Summary


Appendix B: Community Engagement Summary

1

IntroductionThe content of Wilmot’s Strategic plan is reflective of the input received over the course of its

development. Accordingly, the contents of the Sustainable Strategic Plan – The Vision, Mission

Statement, Goals, Strategies, and Actions – stem from engagement efforts.

CommunityEngagementandOutreachMethodsA wide variety of community engagement and outreach methods were used throughout the course of

the Strategic Plan’s development, and are summarized in the table below. Following the table, further

detail is presented for each mechanism.

Mechanism Total

Strategic Planning Steering Committee 6 Meetings

Lura Consulting presentations to Council 3

Places and Spaces Events (e.g., New Hamburg Fall Fair)

3

Classroom Presentations 2 (totalling >60 students)

Comment Cards 86 received (>2,000 distributed)

Online Surveys 110

Ambassador Program 17 Ambassadors

Town Hall Meetings

New Hamburg: 5 participants St. Agatha: 4 participants Baden: 17 participants

New Dundee: 27 participants

Workshop‐in‐a‐Box 1 submission

Telephone Town Hall (see Telephone Town Hall section in this report for

more information)

Township Staff 1 individual meeting with each Department Head

and 2 group sessions

Review of Draft Plan 10 comments received

StrategicPlanningSteeringCommitteeA Strategic Planning Steering Committee, consisting of members of Township Staff and Council, was

formed to guide the development of the Strategic Plan. Over the course of eight months, the group met

six times, working closely with the project consultants at key project milestones. The Strategic Planning

Steering Committee consisted of Mayor Les Armstrong, Councillor Jeff Gerber, Councillor Peter Roe,

Grant Whittington, CAO, Scott Nancekivell, Director of Facilities and Recreation, Barb McLeod, Director

of Clerk’s Services, Harold O’Krafka, Director of Development Services, and Rosita Tse, Director of

Finance.

MunicipalCouncilMunicipal Council was also involved throughout the Planning Process. The consulting team provided an

introductory presentation to Council on September 24, 2012. An interim update presentation was

delivered by the Consulting Team on January 14, 2013. The final Strategic Plan was presented to Council

on April 22, 2013. Additionally, members of Council attended the Town Hall Meetings.


2

PlacesandSpacesEventsTo launch the project and raise immediate awareness, members of the consulting team attended key

community events in September and distributed comment cards to residents. This included the

Ambassador of the Fair event on September 14, 2012, the ribbon cutting ceremony for Phase II of the

Wilmot Recreation Complex on September 16, 2012, and the demolition derby at the New Hamburg Fall

Fair on September 16, 2012.

ClassroomPresentationsThe consulting team was invited to Waterloo‐Oxford District Secondary School on October 16, 2012 to

facilitate workshops with two classrooms. Over 60 students were asked to reflect on their thoughts

about the future of the Township of Wilmot, with their input being integrated into the overall planning

process.

CommentCardsandOnlineSurveyMore than 2,000 comment cards were distributed throughout the Township, and 86 people provided

input into the Plan’s development using this method. Drop boxes with comment cards were available at

the following locations:

Municipal Office in Baden

Wilmot Recreation Complex

Baden Library

Foxboro Green Adult Lifestyle

Community (Baden)

Morningside Adult Lifestyle Community

(New Hamburg)

New Dundee Library

New Hamburg Library

St. Agatha Post Office (Stop to Shop)

Stonecroft Adult Lifestyle Community

(New Hamburg)

In addition, an online survey (completed by 110 individuals) that mirrored the comment cards was

available on the Township’s website. For each, questions asked residents:

1. What do you love about Wilmot? 2. What is your vision for Wilmot’s future?

3. What would improve Wilmot?

AmbassadorProgramSeventeen Township residents served as Ambassadors for the Strategic Plan initiative, helping to

distribute comment cards to fellow residents. We would like to extend a thank you to those who

volunteered as Ambassadors:

Warren Bechthold, Petersburg

Audrey Cook, Stonecroft, New Hamburg

John and Lou Cull, Haysville

Elliot Fung, New Dundee

Sherry Pfohl, Morningside, New

Hamburg

Glen Lichty, Baden

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3

The Telephone Town Hall included the opportunity for participants to ask questions to Mayor Les

Armstrong, as well as provide input into the Strategic Plan through polling questions. During the call, 28

participants were able to pose their question live to the Mayor, and 14 left a question on voicemail once

the call ended.

The results from the Telephone Town Hall’s polling questions are presented later in this report.

MunicipalStaffEach of the Township’s Department Heads met individually with the consulting team to discuss ongoing

and potential actions that would help to achieve the community’s Vision and Goals. The Management

Team then met twice collectively to further refine actions.

CommunicationsKey project milestones were regularly announced to the community through press releases, while the

Township’s website was routinely updated with relevant project information. Moreover, residents who

provided their email address were kept up‐to‐date on upcoming events relative to the Plan’s

development. Twitter was also used to share project updates.

ReviewofDraftPlanThe draft Plan was available online for public review from March 25, 2013 to April 12, 2013. During this

time, ten comments were received, with necessary revisions reflecting the input received.


4

EngagementResults

GoalandStrategyAreasThe figure below represents the frequency whereby the four Goal areas for Wilmot’s Strategic Plan were

mentioned as part of the input received. These results do not include the Telephone Town Hall, which is

presented separately.

The four figures below represent the frequency whereby the strategies within the four Goal areas of

Wilmot’s Strategic Plan were mentioned as part of the input received.

0

10

20

30

40

50

60

70

80

Quality of Life CommunityEngagement

EconomicProsperity

NaturalEnvironment

Proportion of all responses (%

)

Goal Areas

0

5

10

15

20

25

30

35

40


)

Quality of Life

02468

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)

Community Engagement


5

TelephoneTownHallPollingQuestionResultsDuring the Township’s Telephone Town Hall, residents were asked a number of polling questions. The

first question was to confirm the comfort level of residents relative to the Township’s draft Vision. The

following four questions were designed to establish a sense of residents’ priorities within each of the

Goal areas. The sixth and final question asked residents their opinion of the Telephone Town Hall.

These results are presented separately from the above results.

Question1:The draft Vision for the Township of Wilmot’s Strategic Plan is “Wilmot is a cohesive, vibrant and

welcoming countryside community.”

On a scale of 1 to 4, with 1 being the most comfortable and 4 being the least, how comfortable are you

with this Vision for the Township?

(222 responses)

29%

45%

17%

9%

Most Comfortable

Somewhat Comfortable

Not That Comfortable

Not Comfortable At All

0

5

10

15

20

25

30

Controlledgrowth

Rivers/lakes Resources


)Natural Environment

0

5

10

1520

25

30

35

Proportion of all respones (%

)

Economic Prosperity


6

Question2:Quality of life is one of the goal areas for the Township’s Strategic Plan. Tell us your top priority for

improving quality of life in Wilmot:

(209 responses)

Question3Community engagement is one of the goal areas for the Township’s Strategic Plan. Tell us your top

priority for supporting community engagement in Wilmot:

(140 responses)

19%

25%

27%

15%

14%

Providing RecreationOpportunities forEveryone

Ensuring People's Safety

Enhancing Our Mobility

Promoting Our RichCultural Heritage

Supporting CommunityEvents and Celebrations

27%

21%32%

20%

Communicating MunicipalMatters

Strengthening CustomerService

Involving Volunteers andIntegrating CommunityGroups

Establishing a Well‐recognized Brand andIdentity


7

Question4Economic prosperity is one of the goal areas for the Township’s Strategic Plan. Tell us your top priority

for ensuring economic prosperity in Wilmot:

(176 responses)

Question5Natural environment is one of the goal areas for the Township’s Strategic Plan. Tell us your top priority

for caring for our environment in Wilmot:

(164 responses)

18%

42%4%

19%

17%

Investing in OurDowntowns andCommercial Areas

Developing Our Industrialand Employment Lands

Bustling Year‐roundTourism

Thriving Agriculture andAgri‐business

Maintaining OurInfrastructure

45%

9%

13%

33%

Planning for GrowthWhile ProtectingFarmland and GreenSpace

Preserving Our Landscape

Caring for Our Rivers andLakes

Using Our Resources

Responsibly


8

Question6Do you like this form of outreach?

(169 responses)

92%

8%

Yes

No

Appendix C – Staff Reports to

Council Alignment Checklist


Appendix C: Staff Reports to Council – Alignment Checklist

1

IntroductionIntegrating the Strategic Plan into day‐to‐day Township operations, and aligning future initiatives with

its vision, goals, and strategies, are critical components of the Plan’s successful implementation. To help

staff demonstrate the Strategic alignment of all Reports to Council, this checklist can be completed and

included as an appendix to any Staff Report.

Whichaspect(s)oftheStrategicPlandoesthisReportpertainto?The checklists in the below tables include the vision, as well as the goals and their related strategies as

defined in the Township of Wilmot’s Strategic Plan.

Which of the following vision, goals, and strategies do the recommendations in the Council Report

contribute to achieving? (check all that apply)

Yes No

Vision: Wilmot is a cohesive, vibrant and welcoming countryside community.


Providing recreational opportunities for everyone

Ensuring people’s safety

Enhancing our mobility


Supporting community events and celebrations

Goal: We are an engaged community through…

Communicating municipal matters

Strengthening customer service

Integrating volunteers and involving community groups

Establishing a well‐recognized brand and identity

Goal: We have a prosperous economy through…

Investing in our downtowns and commercial areas

Developing our industrial and employment lands

Bustling year‐round tourism

Thriving agriculture and agri‐business

Maintaining our infrastructure

Goal: We protect our environment through…

Planning for growth while protecting farmland and green space

Caring for our rivers and lakes

Using our resources responsibly

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Township of Wilmot Strategic Plan

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