Strategic Plan

Build a strong financial foundation to support our community now and in the future.

Action 1.1 Taking a long-term evidence-based approach to drive budgeting, operations and projects.

• Implement an enterprise resource planning (ERP) system as a foundation for effective financial accountability and reporting.
• Enhance and expand the Asset Management Plan in compliance with provincial requirements.
• Complete a financial reserve plan, including a Council-approved reserve policy.
• Establish a multi-year operating and capital budget forecast that includes estimated growth-related costs.

Action 1.2 Diversifying our revenue sources to reduce reliance on residential taxpayers.

• Build organizational capacity to pursue and apply for financial grant opportunities.
• Explore opportunities to introduce user fees where appropriate.
• Introduce Council-approved revenue generation (pricing policy) and cost-recovery targets in specific program/service areas.
• Introduce a naming rights/corporate sponsorship program/policy.

Provide core services and build strong community partnerships.

Action 2.1 Delivering valuable core services and programs.

• Establish service level standards and targets for core Township-delivered services and programs.
• Develop and share a “who does what” communication piece describing Township, Region, and Provincial areas of responsibility, including communicating the Township’s service level standards and targets.

2.2 Expanding healthy living and recreation opportunities.

• Establish a skate park concept design, location, funding options, and potential community partners.
• Complete accessibility plan with clear priorities, timelines, and estimated costs.
• Establish timelines and viable funding options to move forward with enhanced recreation amenities in alignment to the Community Services Master Plan.
• Create a plan and potential funding options to rehabilitate the New Hamburg arena.

Action 2.3 Working with our community partners to enhance our quality of life.

• Engage local school boards to expand use of school facilities and amenities for community programs.
• Strengthen relationships with community groups by developing partnership agreements that include clear and consistent policies, processes, roles, and responsibilities.
• Work with the Region of Waterloo to enhance public transit options for Wilmot residents.

Facilitate responsible growth providing opportunities to live and work in Wilmot.

Action 3.1 Encouraging well-planned growth while preserving our rural heritage and small-town character.

• Complete a secondary plan for Baden and New Hamburg identifying areas where higher density housing is appropriate.
• Develop a financial strategy to support sustainable growth.

Action 3.2 Support local businesses and provide more housing options.

• Introduce a Community Improvement Plan (CIP) with incentives to revitalize core urban centres and encourage more affordable housing in appropriate locations.
• Attract jobs and investment by introducing an economic development officer position.
• Complete an economic development strategy recommending actions to support existing businesses and attract new investment and jobs.
• Expand the partnership with the Waterloo Regional Tourism Marketing Corporation to include additional Wilmot amenities and activities.
• Establish a dedicated reserve fund to support the development of future affordable housing options.

Action 3.3 Protecting our natural environment.

• Partner with community groups to implement a “Let’s Tree Wilmot” program increasing the urban tree canopy. 
• Establish a plan with funding and sponsorship options to expand and enhance the Township’s trail network.
• Explore options and costs to introduce a meaningful green energy pilot project.

Foster a positive and respectful working environment engaging and serving our community.

Action 4.1 Enhancing the Township’s reputation through meaningful community engagement.

• Initiate bi-annual Town Hall sessions with the Mayor, Council and Township staff.
• Complete a communication strategy that establishes community engagement priorities/targets, activities, and methods, including optimizing the Engage Wilmot portal site.
• Create clear and concise communication raising awareness of the Township’s significant financial challenges, including information about what actions are being taken to address this issue.
• Initiate a web-based performance dashboard communicating progress on strategic priorities and actions.

Action 4.2 Continuously improving our day-to-day operations to be more effective, efficient, and customer focussed.

• Complete a comprehensive service review to establish a baseline of program/services costs. This review will include community engagement, and the outcome will be recommended service levels including costs and budget implications.
• Explore opportunities for sharing services with neighbouring municipalities.
• Implement customer service/request tracking processes and tools (e.g. Customer Relationship Management (CRM) software) to enhance customer service across all programs and facilities. 
• Complete a space needs review and develop options to accommodate future growth.

Action 4.3 Fostering a culture of excellence and professionalism.

• Update and improve the Council-staff relations policy and code of conduct.
• Establish customer service standards for staff in all departments and in all facilities.
• Initiate mentoring/succession planning policy and procedures.
• Introduce enhanced professional development and training opportunities across all departments.