Town of Didsbury Strategic Plan

Town of

Didsbury

STRATEGIC

PLAN

2017 - 2027

Town of Didsbury Strategic Plan 2

In early 2016, the Didsbury Town Council determined

that it was important to review the Town’s Strategic

Plan to ensure it was current and included the

consensus of opinions of all community stakeholders.

One of the driving forces behind the review was that

Council wanted to ensure it created a “legacy

document” for the 2017 – 2021 Council to use as a

starting point for their work. Council also wanted to

ensure the process that was used to develop the plan

was an inclusive one involving citizens, community

stakeholders and staff from all levels in the

organization. This plan helps guide the long term

planning, business planning, budgets and other

corporate actions so they

align

with the strategic plan

supported by Council.

Strategic Planning is a process of determining a

community’s vision, mission, values and priorities

.

The

2017 -2027 Town of Didsbury Strategic Plan establishes

six strategic priorities that Council believes the Town

should be focusing its efforts in the coming years.

Each of the strategic priorities has a list of key activities,

key administrative responsibility, Council role, completion date and resource requirements. These strategies represent

the individual and collective actions that must take place to realize the long term vision for Didsbury. With the actions

outlined in this plan, Council is being proactive in helping to shape Didsbury’s future. We hope to strengthen Didsbury’s

economic future by defining municipal service priorities; building collaborative partnerships; increasing the local

commercial and industrial tax base; diversifying housing options; protecting, preserving and building our infrastructure;

and continuing our commitment to a corporate culture that promotes excellence.

Rick Mousseau

Mayor

MESSAGE FROM THE MAYOR

Town of Didsbury Strategic Plan 3

STRATEGIC PLAN PROCESS

Strategic planning is an important process for any

modern organization. Council is charged with the

responsibility to plan for the long term future of the

community and in order to do so, Town Council took

the following steps:

 A review of all recent and current Town

planning documents;

 A survey of 200 citizens;

 A confidential interview of each Council

member;

 A confidential interview of all senior

management staff;

 Two confidential workshops involving all Town

staff;

 Two facilitated community open houses;

 Three facilitated full-day workshops of Council;

 A facilitated management workshop to

fine-tune a draft plan;

 Circulation of the draft plan to Council for

review;

 Circulation of the “Draft Strategic Plan” to the

community and staff for input;

 Amending and finalization of the plan based

on input;

 A final presentation to Council of the strategic

plan.

The following diagram gives an overview of the

Strategic Planning Process that Town Council has

adopted. It illustrates that municipal planning is an

ongoing and iterative process. It also shows how the plan

drives the budget and not the reverse.

Town of Didsbury Strategic Plan 4

Town Council also utilized the following hierarchical framework to guide its strategic planning for 2017 – 2027. You can

note that the vision is the pinnacle of what drives action in the organization. Details of the other actions are noted

below.

Vision

In planning for the future, leaders of an organization need to look well into the future so that they can set the course

for a desired future state; 20 – 30 years. This is referred to as a Vision. After considering input from the community,

stakeholders and staff, Council’s Vision for the Town of Didsbury is:

Didsbury is a vibrant and inclusive community that embraces its

healthy quality of life and small town charm.

Mission

In order to achieve a vision, an organization must express its core purpose through an enduring Mission. The Mission is

what the Town of Didsbury will do to achieve the Vision. In this case it is what Council will ensure the organization and

stakeholders will do over the next 10 years in order to move closer to achieving the Vision. Our Mission:

Serve a great community through effective, informed leadership and quality municipal services.

VISION, MISSION & VALUES

Town of Didsbury Strategic Plan 5

Values

Core values are principles or beliefs that guide

individual and collective behavior and relationships.

They are the acceptable behaviours and norms that

guide the actions of Council and the corporation. Town

Council believes that these are values that are essential

to how Council members interact with each other, staff,

and the community. They are also the values that they

expect of staff in their interactions. The following are

the key guiding values of Town of Didsbury:

Leadership

We lead our community to be sustainable and safe as

we grow into the future.

Integrity

We do our utmost to achieve excellence while being

honest, transparent, clear and accountable.

Collaboration

We believe teamwork provides better outcomes for

decision making and we embrace this style within the

community, with our neighbors, with stakeholders and

with other levels of government.

Diversity

We are proud and respectful of the diverse

backgrounds and needs of the different people and

sectors of our community and will support all in

achieving positive outcomes.

Opportunity

We are innovative, optimistic and capitalize on

opportunities that help people achieve their

aspirations.

Town of Didsbury Strategic Plan 6

STRATEGIC PRIORITIES

Strategic Priorities

The following strategic priorities are those areas that Town Council believes the corporation needs to focus its

attention in the development of annual business plans and budgets over the 2017 to 2027 period. We also recognize

that these topics are fluid and open to change depending on what occurs over time. They will be reviewed during

regular meetings between the CAO and Council and will be formally updated at an annual strategic planning workshop.

Changes will be formally approved by Council at a public Council meeting.

Providing ongoing services to our residents and businesses is eighty to ninety percent of what we do. Key to this is

maintaining current service levels, regularly evaluating services and continually looking for more efficient and effective

ways to provide these services. Council also believes that it is very important to regularly evaluate the needs of

taxpayers and evaluate what are the true priorities for current and new services.

For each Strategic Priority, goals and actions are identified to address current and future needs. Notwithstanding this

strategic direction, Council realizes that the organization needs to be nimble in order to address emerging priorities.

This delicate balance of addressing the needs of today while planning for the future is one of the biggest challenges of

Council and the Town Administration.

The following Strategic Priority categories were identified for 2017 – 2027.

1. Organizational Excellence

2. Healthy Active Living

3. Infrastructure and Asset Management

4. Economic Prosperity

5. An Informed and Engaged Community

Town of Didsbury Strategic Plan 7

1. Organizational Excellence

We provide leadership to our sector through our

operational and governance practices.

We have a cooperative culture of operational and

governance excellence.

We provide effective and proactive leadership ensuring

the long term sustainability of our community.

We provide open and consistent reporting that details

our successes and challenges.

We evaluate our status regularly and refocus our efforts

as required.

2. Healthy Active Living

We provide a safe environment to live and do business.

We create an environment of resiliency for our

residents.

We create opportunities for residents and stakeholders

to live an active lifestyle.

We respect and support the diverse needs of our

community.

3. Infrastructure & Asset Management

We value accessible and beautiful open spaces for our

residents.

We will plan accordingly to ensure Infrastructure and

Tangible Capital Assets are maintained and

upgraded in a planned manner.

We will prioritize all Capital Projects for inclusion in the

budgeting process.

We will manage the growth and infrastructure

requirements of development to ensure future

generations can enjoy the same strong, vibrant

community that we enjoy.

4. Economic Prosperity

We foster successful, flourishing and thriving

relationships.

We have an environment of openness; creativity and

innovation that helps create prosperity.

We will work with community groups to showcase the

Town of Didsbury as a hub for events, festivals and

programs.

5. An Informed & Engaged Community

We will provide diverse opportunities for citizens and

stakeholders to provide feedback on their community.

We will provide consistent and open communication

through a diverse variety of methods.

We will celebrate our community successes.

Town of Didsbury Strategic Plan 8

Governance Excellence

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

1.1 Council is always

fully prepared

Council members will ensure they are fully

informed with facts, data and public

opinion prior to making decisions.

CAO to provide

information as

requested

All Council

Members have

individual

responsibility

Ongoing

1.2

Complete

Information

 Fully complete Requests for Decisions (RFD’s)

 Robust background and research prior to

recommending action to Council

 Appropriate and reasonable timelines for

Council and Staff to complete action

 Review existing RFD template to ensure

appropriate information is being provided for

Council

 Better Council member reporting of their

activities

 Develop a template

 Complete a written report for each

other and public review

CAO Feedback to CAO By Q2 2017 and

then

Ongoing

1.3 Pre-election

preparation

Staff will develop a comprehensive information

package for potential Council candidates that

includes realistic and accurate description of

Council duties.

The CAO will encourage all potential

candidates to discuss realistic Council

requirements with him or current Council

Members.

Manager Legislative &

Development Services

By Q3 2017 then

quadrennial

ORGANIZATIONAL EXCELLENCE

Town of Didsbury Strategic Plan 9

Governance Excellence (Cont’d)

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

1.4 Post-election

Council Training

Staff to coordinate comprehensive training

program after each election for new and returning

Council members.

 New and returning Council Members will be

expected to attend this training

 Orientation training will have a strong

element that clarifies the difference between

Governance and Administration

 Orientation will also contain an overview of

Provincial Legislation, Council Bylaws,

Policies and Administrative functions etc.

Manager Legislative &

Development Services

Active

attendance

By Q4 2017 then

quadrennial

1.5 Council Training &

Development

The CAO will ensure that Council is aware of

professional development and training

opportunities.

Review policy that will formalize the

funding and intent of Council training.

CAO

Manager Legislative &

Development Services

Review

opportunities

Ongoing

Q1 - 2018

1.6 Council

engagement

Council members are to ensure they have ongoing

proactive engagement with residents and

stakeholders.

All of Council Ongoing

1.7 Council Policy Review and Update the Council Code of Conduct

Bylaw to bring in accordance with new MGA

changes.

Endorse the Council Code of Conduct Bylaw.

Manager Legislative &

Development Services

Review Policy

when presented

Q3 2017

Q1 2018

Town of Didsbury Strategic Plan 10

Operational Excellence

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

1.8 Ensure superior

customer service is a

high priority for all

staff

Institute a corporate Customer Service Training

Program (invite local businesses into train with

Town staff at all levels).

Human Resources

Coordinator

None 2018 and

ongoing

Research technology to further quality services for

residents (use municipal best practices).

Manager Legislative &

Development Services

Review

End of 2018 and

ongoing

Collect data, document, evaluate, report and

make changes as per information

Manager Legislative &

Development Services

Review Q2 2017

Encourage citizens and stakeholders to inform

Council and Staff of concerns and successes

Manager of Community

Services

Review Q2 2017 and

then ongoing

Further promote the “2030” information/concern

line, track information, utilize action request sys-

tem and provide a summary report of results

quarterly to Council

Manager of Financial

Services

None Q2 2017 and

then ongoing

ORGANIZATIONAL EXCELLENCE

Town of Didsbury Strategic Plan 11

Operational Excellence (Cont’d)

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

1.9 Ensure Financial

Resilience

Engage an external entity to review our corporate

financial status, financial policies and practices

with a view to greater operational excellence in

2020.

Chief Financial Officer

(CFO)

Approve Budget 2018

Develop and maintain a best practice reserve

policy.

CFO Review TOR

Develop and maintain a best practice

amortization policy.

CFO Review Report

and Recommend

Action

Develop a Municipal Reserve (MR) Policy. Manager Legislative &

Development Services

Review

1.10 Budget Ranking

Process

Initiate a budget business case hierarchical

ranking process:

 Maintain Current Standards

 Service Enhancements

 New Initiatives

CFO Review Q3 2017

Town of Didsbury Strategic Plan 12

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

2.1 Safety Plan for 2019 RCMP Transition.

 Financing

 Develop a Policy (i.e. 1 officer per 1000

residents objective?)

 Ensure annual detachment priorities match

community priorities

CAO Review Q4 2017

Develop 10 year Policing Plan. Ensure future

development considers a risk analysis and

mitigation measures as required.

RCMP Review and

Approve

2020

Ensure compliance with High Intensity Residential

Fires (HIRF) regulations.

Manager of Protective

Services

Review Proposals Q2 2017

Market our compliance with residents,

developers, insurance companies and home

buildings.

Manager Legislative &

Development Services

Review Proposals Q2 2017

Use urban design as a repellant for crime and to

increase safety (Crime Prevention Through

Environmental Design) (CPTED).

All Managers Review Proposals Ongoing

HEALTHY ACTIVE LIVING

Town of Didsbury Strategic Plan 13

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

2.2 An Engaged & Active

Community

Develop a Trail Master Plan for increased

community walkability, ensure sidewalks and

crosswalks that form a part of the system are

identified, developed to a functional standard and

that the system is accessible to all.

Manager of Community

Services

Review 2018

Implement Trail Master Plan. Manager of Public

Works & Infrastructure

Review 2021 and

Ongoing

Adoption and implementation of a Memorial

Complex Outlying Plan.

Manager of Community

Services

Review 2017 – 2023

Research, plan and develop an off leash dog park

in 2017 (consider a good sized parcel of land

within or very close to town. Purchase if

necessary).

Manager of Public

Works & Infrastructure

Review 2017

Initiate a conversation/partnership with Chinooks

Edge School Division for use/sharing of green

space.

CAO Mayor to Assist 2018

Implement the Recreation and Culture Master

Plan.

 Review to ensure that outdoor facilities are

accessible year round (washrooms, trails,

rinks, etc.)

Manager of Community

Services

Review 2017 - 2025

Research the feasibility of an indoor field-house to

provide year round recreational opportunities.

Manager of Community

Services

Review 2022

Town of Didsbury Strategic Plan 14

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

2.3 Build Strong

Community

Relationships

 Diverse Recreational Opportunities (engage

sport and related community organizations)

 Community Leaders Awards

 Continued support for the Museum

Manager of Community

Services

Manager Legislative &

Development Services

Review and

Approve

Ongoing

2.4 Facilitate Library

Expansion

 Expanded Library Space into existing Town

Office Building

CAO Review and

Approve

Q4 2017-2018

 Relocate Town Office and Didsbury

Neighborhood Place to repurposed building

to facilitate Library expansion

CAO Review and

Approve

Q3 2017

2.5 Support diverse

needs of our

community

 Promote internal and external initiatives that

support diversity

 Ensure all programs, services and facilities

reflect inclusive values

Manager of Community

Services

Review and

Approve

Ongoing

2.6 Provide

opportunities for

diverse housing

options

Advocate for diverse and attainable housing

through:

 Actively pursue partnerships with groups like

Habitat, MVSH and others

 Review the use of R5 high density housing.

Better define this category and use

appropriately

 Pursue opportunities for mixed use

development (Res and Non Res)

 Research the potential of a manufactured

home subdivision (ie Carstairs)

 Build strong working relationships with

developers

Manager Legislative &

Development Services

Review and

Approve

Ongoing

2017

Ongoing

INFRASTRUCTURE & ASSET MANAGEMENT HEALTHY ACTIVE LIVING

Town of Didsbury Strategic Plan 15

INFRASTRUCTURE & ASSET MANAGEMENT

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

3.1 Lifecycle Planning

 Develop and implement a lifecycle plan for

all town owned infrastructure and assets

 Review and Update plan annually

Manager of Public

Works & Infrastructure

Review and

Approval

2021 and

Ongoing

Ensure reserves in place to meet priorities in

lifecycle plan

CFO

3.2 Facilities Gather user stats in all Town of Didsbury facilities

for future decisions.

All Managers Review Annual

Develop and implement a maintenance plan for

all Town of Didsbury facilities.

Review and

Approve

Ensure operational maintenance budgets in place

as per Maintenance Plan.

Review and

Approve

Review and Update plan annually. Review and

Approve

3.3 Infrastructure

 Develop and implement an underground

infrastructure plan

 Develop and implement a Roadway and

Sidewalk Infrastructure Plan

 Ensure operational maintenance budgets in

place as per above.

Manager of Public

Works & Infrastructure

Review and

Approve

2019

Town of Didsbury Strategic Plan 16

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

3.4 Open Spaces Playgrounds and Park Furnishings:

 Look at standardization of furnishings. e.g.

Garbage and Benches

 Standardize all outdoor recreation

equipment e.g. backstops/soccer goals

 Develop and implement a playground and

equipment maintenance and replacement

plan

 Ensure operational maintenance budgets are

in place as per above plan

Manager of Public

Works & Infrastructure

Review and

Approve

2019

3.5 Pathways

Implementation of Pathway and Trail Master Plan Manager of Public

Works & Infrastructure

Review and

Approve

2019

3.6 Green Spaces

& Sports fields

 Develop and implement a tree maintenance

program

 Develop and implement a sports field

maintenance program

Manager of Public

Works & Infrastructure

Review and

Approve

2021

3.7 Equipment

 Review and update Fleet Management

Lifecycle Program

Manager of Public

Works & Infrastructure

Review and

Approve

2017

 Review and update annually

Ongoing

3.8 Information

Technology

 Review and update IT Replacement Plan

Manager Legislative &

Development Services

Review and

Approve

2017

 Review and update annually.

Ongoing

INFRASTRUCTURE & ASSET MANAGEMENT

Town of Didsbury Strategic Plan 17

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

3.9 Infrastructure

Maintenance &

Upgrade

 10 Year Capital Plan Updated and Approved

Annually

CFO Review and

Approve

2018 and

Ongoing

 Creation of criteria to prioritize projects

annually

Manager of Public

Works & Infrastructure

2018

 Update 2008 Asset Management Plan

Manager of Public

Works & Infrastructure

2017

 Ensure 10 Year Capital Plan is communicated

to residents

Manager of Community

Services

2018

 Develop policy to ensure all residents are

connected to municipal services

 Coordination of all Capital Evaluations into

one plan

Manager Legislative &

Development Services

Manager of Public

Works & Infrastructure

2019

2018

3.10 Manage the Growth

& Infrastructure

Requirements of

Development

 Review and adoption of Development

Incentives

Manager Legislative &

Development Services

Review and

Approve

2018

 Offsite Levy Bylaw review

2017

 Ensure Infrastructure planning is

representative of Future Development

Growth

Review and

Approve

Ongoing

 Review of MDP

2020

Town of Didsbury Strategic Plan 18

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

3.11 Develop and

Implement Guiding

Legislation to ensure

that the unique

atmosphere of

Didsbury is

maintained.

 Complete a Downtown Area Redevelopment

Plan (DARP)

Manager Legislative &

Development Services

Review and

Approve

2023

 Initiate discussions with CPR for land sale for

development

Advocacy 2018

 Architectural controls for sensitive

development

Ongoing

 Incentive for Main Street Facade Upgrades

2021

ECONOMIC PROSPERITY INFRASTRUCTURE & ASSET MANAGEMENT

Town of Didsbury Strategic Plan 19

ECONOMIC PROSPERITY

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

4.1 Prosperity Plan

 Develop a Prosperity Master Plan that is led

by the Town and has an extensive

engagement process

Manager Legislative &

Development Services

Participation

2019

 Include a Land inventory analysis and

acquisition plan to address future municipal

needs

Review and

Approve

2019

4.2 Develop a Tourism

Master Plan

Develop a Tourism Master Plan that is led by the

Town and has an extensive engagement process.

Should consider the following:

 Inventory Resources

 Evaluate the effectiveness of the Visitor

Information Center

 What is the tourism focus?

 Water Tower

 Home of Festivals

 Heritage identity and downtown

 Educational Tourism

 Art Classes

 Writing Classes

 Retreats

Manager Legislative &

Development Services

Participation 2022

Town of Didsbury Strategic Plan 20

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

4.3 Support Local Events Review and Update policy that articulates Town

support to Community Groups that sponsor

community events. Consider:

 Access to Town resources in kind

 Listing of events and contacts

 Consistent promotion of events

Manager of Community

Services

Review and

Approve

2018

New light standard banners to advertise events. Manager of Public

Works & Infrastructure

Review and

Approve

2019

Creation of an “Events Trailer” for community

groups.

 Garbage bins, recycle bins, hand wash station

Manager of Public

Works & Infrastructure

Review and

Approve

2022

ECONOMIC PROSPERITY

Town of Didsbury Strategic Plan 21

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

4.4 Fostering

Collaborative

Relationships

Work with other municipalities to work towards

mutually beneficial objectives.

 Equitable funding agreements

 Regional municipal collaboration (Initiate

dialogue between Councils re: shared

services, cost sharing, rate and fee structures,

sharing resources, documents and

equipment)

 Evaluate and Optimize potential Municipal

Area Partnership (MAP)

CAO Participation

Ongoing

Advocate to other levels of government on behalf

of the Town and its stakeholders.

 AHS - Hospital

 Rosebud Health Foundation - Rural doctor

retention program

 Funding/Grants

 Alberta Environment

 Alberta Transportation

 Alberta Infrastructure

 Butte Pump House

 SE Reservoir

CAO Advocacy Ongoing

Update IDP. Manager Legislative &

Development Services

Review and

Approve

2024

Town of Didsbury Strategic Plan 22

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

6.1 Communication

Master Plan

Develop a Communication Master Plan that is led

by the Town and has an extensive engagement

process.

Should consider the following:

 Monthly Council reports on website

 Annual report

 Year in review

 Yearly financials

 Looking ahead…..year to come

 User friendly financial reports on a quarterly

basis

 User friendly budget documents

 Review of investment of advertising dollars

 Improved community signage

 Public updates on status of master plans

Manager of Community

Services

Review and

Approve

2019

AN INFORMED & ENGAGED COMMUNITY

Town of Didsbury Strategic Plan 23

ACTION ACTIVITY

KEY

ADMINISTRATIVE

RESPONSIBILITY

COUNCIL

ROLE

COMPLETION

DATE

6.2 Community

Engagement

Consider mediums such as:

 Develop an engagement strategy using a

variety of mediums (digital and not)

 Community Cafes

 Direct information gathering

 Specific topics

 Council and staff experts at tables

 Held twice per year

Manager Legislative &

Development Services

Participation

2018 and

Ongoing

 Complete a Community Survey every two

years starting in 2016

Review and

Approve

2018, 2020, etc.

6.3 Celebrate

Success

Celebrate our accomplishments by using

opportunities such as:

 Annual Report

 Increased information at public events

 Display boards, stats etc.

 Internal celebrations of efforts through all

levels of the organization

 Increased applications for corporate and

community awards

Manager of

Community Services

Participate Ongoing

Town of Didsbury Strategic Plan 24

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Town of Didsbury

Box 790

Didsbury, Alberta

T0M 0W0

Phone: 403.335.3391

Fax: 403.335.9794

inquiries@didsbury.ca