The document provides a community plan for the Municipality of Kincardine from 2010-2015. It includes an executive summary of the planning process, mission and vision statements, corporate values, and proposed strategic initiatives and tactics for 7 committees/departments: Building & Planning, Community Heritage Arts & Tourism, Corporate Services, Economic Development, Emergency Services, Parks & Recreation, and Public Works. The plan was created through a public consultation process to enhance quality of life in the community in a sustainable manner.

1. Final
Draft
Feb 10th, 2010
COMMUNITY PLAN
2010

2. Table of Contents
Title Page
Preamble……………………………………….........1
Executive Summary…………………………………2
Mission Statement…………………………………..3
Vision Statement………………………………........4
Corporate Values …………………………………...5
Committees/Departments…………………….........6
Building & Planning………………………………….9
Community, Heritage, Arts & Tourism……………12
Corporate Services…………………………………15
Economic Development……………………………18
Emergency Services………………………………..21
Parks & Recreation…………………………………24
Public Works………………………………………...27
Implementation……………………………………...31

3. PREAMBLE:
In September, 2009, the Municipality of Kincardine launched a process of public
consultation, with the goal of developing a Community Plan to guide the
Municipality’s direction and development for the next five to ten years.
The three standards, by which the Community Plan was created, were:
Public Consultation
Public Participation
Community Adoption
By the adherence to these three pillars of our Community Plan, citizens were
engaged in the development of the roadmap to our collective future.
This roadmap starts with the Municipality of Kincardine as an energetic and
diverse community of 12,000 on the shores of beautiful Lake Huron. It boasts a
number of assets which makes Kincardine an ideal community in which to live,
work and visit; including:
*beautiful location with many kilometres of beach and waterfront;
*major nuclear energy industry;
*strong agricultural community;
*emerging energy technologies, such as wind turbine generation;
*superb recreational facilities, including golf courses and a provincial
park;
*excellent transportation infrastructure, including an airport;
*ownership of Bruce Telecom (municipal telephone company);
*thriving arts community, amateur and professional theatre and festivals.
The Municipality’s economy is strong, however, like many communities it faces
a number of challenges including:
*competition from similar municipalities to attract tourists and business;
*current and future challenges facing the agricultural community;
*dependence on one dominant industry for the majority of employment;
*young people leaving the area for school and careers;
*aging population as retirees remain in or are attracted to the community;
*ability to sustain and attract top-notch medical services.
In summation, this report provides specific information about our future
direction by utilizing a sector-based approach to our Community Plan.
These sectors are treated with equal importance to achieve our community’s
vision. Once our strategic initiatives have been implemented over the next
few years, one will readily understand why the people of the Municipality of
Kincardine truly live with “Great Energy. Balanced Life.”.
1

4. Executive Summary
Community Plan 2010
The Community Plan 2010 (commonly known as a Strategic Plan) is the process of public consultation used to create a plan which
will serve as the community’s guide for the next five year period. Overall the dominant theme that was raised by citizens,
community consultation groups and elected officials was one of improving the quality of life for all citizens. This theme is
reflected in the new “Vision Statement” for the Municipality.
To be a community that enhances our quality of life in a sustainable manner.
The Vision Statement is the central driving force of the Community Plan. In essence, the Vision Statement reflects what the
community wishes to be in the future.
To facilitate the community planning process the following activities took place:
Step #1: All citizens in the community were initially engaged in the process, by means of:
standard mail out survey, on-line survey or facebook survey.
Step #2: The survey contained questions which helped identify:
community desires
community future
community actions
Step #3: A series of three workshops involving citizens, Council members and staff was held with a broad cross
section of ±44 people attending:
September – S.W.O.T. Exercise/Trends (Strengths, Weaknesses, Opportunities and
Threats)
October – Mission/Vision/Strategic Initiatives
November – Tactics/Macro Review
Step #4: The Community Plan overview group collated all of the material from the three workshops and created
“The Community Plan 2010” report.
The most important component of the Community Plan is the “follow-up” stage, from both Council and the respective Senior
Manager. To facilitate this important stage, Council will have to consider the Community Plan as budgets are developed and give
financial priority to capital projects/operating budgets which reflect/support the ideals contained in the Community Plan.
The report is organized in the following format for each of the seven master committees/departments of the Municipality:
1. Purpose of the committee/department
2. S.W.O.T. analysis
3. Trends
4. Strategic Initiatives
5. Tactics
Lastly, it is hoped that each of Council’s seven standing committees will adopt their section as the starting point to the Community
Planning process and make this a living document which encompasses the heart and soul of their monthly meetings.
For when we act collectively with a common desire we will move forward with both purpose and intent to our planned future.
2

5. MISSION STATEMENT
(why we exist)
THE MUNICIPALITY OF
KINCARDINE PROVIDES THE
GOVERNANCE AND SERVICES
NECESSARY FOR A HEALTHY
COMMUNITY
3

6. VISION STATEMENT
(desired future for community)
TO BE A COMMUNITY THAT
ENHANCES OUR QUALITY OF
LIFE IN A SUSTAINABLE
MANNER.
4

7. CORPORATE VALUES
As a customer service organization, the Municipality of Kincardine values it’s responsibility to
our citizens by embracing the following corporate values:
Integrity:
We are an ethical organization that operates with openness and honesty in all aspects of our
municipal business.
Teamwork:
Collectively we govern/manage the Municipality with a common purpose and strive for the
betterment of the quality of life for all citizens.
Respect:
In all of our discussions we value the opinion of others and above all other considerations treat
people as the most valuable asset of our community.
Transparency:
Openness and transparency is the hallmark of any successful organization. Both Council and
staff will demonstrate this value in all interactions with the public.
Accountability:
The Municipality is accountable for the wise expenditure of public funds in the ongoing
provision of services that affect the everyday life of all our citizens.
These aforementioned five guiding corporate values lay the groundwork for developing
a Corporate Culture that emulates the following traits:
*improvement through education;
*respect for others through professionalism and the practice of listening skills; *collaborative
approach to problem solving, vis-à-vis harnessing the skills of team members;
*maintaining a commitment to communications between Council, staff and the public;
*spending the time to engage our employees in the drive to achieve Council’s priorities;
*commitment to the importance of relationships and the building of trust between Council,
staff and the public;
*lastly, a commitment from all of our teams to be organized, strategic and most
importantly to achieve results through allegiance to our Community Plan.
5

8. COMMITTEES/DEPARTMENTS
Committees/Departments:
Each master Committee of Council is made up of various
Council members, public volunteers and staff. These
Committees meet on a regular monthly basis and work
towards ensuring adherence to the goals and objectives
contained in the Community Plan.
Building & Planning:
To coordinate growth through planned development,
ensure safe & orderly construction of structures
through adherence to the Planning Act, Ontario
Building Code, and associated applicable laws.
6

9. COMMITTEES/DEPARTMENTS
Emergency Services:
To manage resources that are required to
respond to emergency events, law
enforcement, crime prevention and medical
assistance.
Parks & Recreation:
To make available to all citizens, recreational
experiences and opportunities for leisure time
through well managed facilities, parks and
programs.
Public Works:
To operate, maintain and improve the Municipality’s
service infrastructure, including roads, water and
waste water. Also manages cemeteries, waste
management and municipal buildings.
7

10. COMMITTEES/DEPARTMENTS
Community, Heritage, Arts & Tourism:
To promote culture, heritage, arts and tourism
by playing a coordinating and facilitating role.
Corporate Services:
To focus on municipal administration, corporate
communication, human resources, financial
administration, and accessibility. Also a liaison with
education, healthcare and nuclear industry issues.
Economic Development:
To support business retention and expansion as
well as implementation of community growth
projects.
8

11. BUILDING & PLANNING TRENDS
Higher density, condo lifestyle and accessible
housing
Shift in demographics
Retirement complex communities
Green initiatives in development, planning and
construction
Natural heritage protection
Source water protection
Boom and bust cycle
Provincial regulations
9

12. BUILDING & PLANNING
S.W.O.T. ANALYSIS
Strengths Weaknesses
Updated Official Plan Technical Issues/Regulatory
Good File Management Process not understood by the
Geographic Information System General Public
in Place Private Property Interest versus
LEAR Study Completed Public Interest
Extension of Services for Large Geographic Area
Development Dependency on other Agencies
Subdivision Capacity Single Ownership of Large
Developmental Lands
Affordable Housing
Opportunities Threats
Expand use of Geographic New Provincial Regulations
Information System Financing for Developments
Government Grants Green Energy Act Impact
Green Energy Act Opportunities
Natural Heritage Study
Bruce County Affordable
Housing Program
10

13. BUILDING & PLANNING
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Define a clear mandate from the community regarding future growth.
PROPOSED TACTICS:
1.1 Complete surveys, polls and interview citizens to foster a positive attitude for
growth.
1.2 Meet with the development community to ascertain investment and growth plans.
1.3 Consult with industry, commercial and institutional sectors to discuss future
direction.
STRATEGIC INITIATIVE #2
*The development of land use policies which integrates the principles of healthy
communities in tandem with the need for employment lands.
PROPOSED TACTICS:
2.1 Official Plan extension of services to various areas for employment lands.
2.2 Develop parking policies that support growth in downtown areas.
2.3 Ensure that planning policies take into consideration mobility options and
accessibility needs.
2.4 Pre-zoning of development lands to facilitate investment.
STRATEGIC INITIATIVE #3
*Ensure the protection of our environment is a primary component of planning for the
future.
PROPOSED TACTICS:
3.1 Utilize Natural Heritage, environmental documents for future planning.
3.2 Utilize Source Water Protection documents for future planning.
STRATEGIC INITIATIVE #4
*Ensure that all future developments are accessible to all residents.
PROPOSED TACTICS:
4.1 Pre-zoning to allow for affordable housing.
4.2 Explore partnership between the Municipality and industry to provide greater
transportation options.
STRATEGIC INITIATIVE #5
*Encourage an attractive housing market for all income levels.
PROPOSED TACTICS:
5.1 Ensure the protection of heritage dwellings.
5.2 Encourage affordable housing developments inclusion in all subdivisions.
5.3 Encourage development plans which meet the key principles of the Official Plan 11
and Zoning by-law.

14. COMMUNITY, HERITAGE, ARTS &
TOURISM TRENDS
Decrease in American visitors
Ontario’s aging population and new travel
patterns
Heritage, cultural and sports tourism on the rise
Interactive, educational and agri-tourism
Active tourism such as cycling and hiking
Healthy lifestyle tourism
New defined tourism regions in Ontario
Internet research and bookings
Resurgence of recreational camping
Package tours
Use of social media for advertising
More local exploring
12

15. COMMUNITY, HERITAGE, ARTS & TOURISM
S.W.O.T. ANALYSIS
Strengths Weaknesses
Natural Physical Attributes Transportation Options &
Volunteerism Availability
Community Supports Tourism Signage
Infrastructure Youth Incentives & Activities
Sports Tourism Financial Sustainability of
Local Knowledge of Citizens “Wanted Facilities”
Local Heritage Off Season Tourism
Provincial Park Downtown Public Washroom
Partnerships with Grey/Bruce Facilities
Tourism
Opportunities Threats
Utilization of Lakefront Economic Cycles
Development Potential in Competition from Neighbouring
Inverhuron Communities
Multicultural Events Declining Youth Population
Leadership Training for Key Community Apathy in
Members of Volunteer Groups Governance
Branding of Downtown Weather
New Provincial Partnerships – Environmental Destruction
Bruce-Grey-Simcoe Counties
Expansion of Off-Season Events
Signage & Wayfinding Program
Web 2.0 Social Media Marketing
Agra-Tourism
13

16. COMMUNITY, HERITAGE, ARTS &
TOURISM
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Preservation and promotion of the Municipality’s heritage and cultural diversity.
PROPOSED TACTICS:
1.1 Support for cultural/heritage events.
1.2 Explore heritage districts to promote preservation for future generations.
1.3 Update heritage designation by-laws to be more specific in designated aspects.
STRATEGIC INITIATIVE #2
*Increase the recognition factor of the Municipality of Kincardine.
PROPOSED TACTICS:
2.1 Welcome to the Municipality package and orientation.
2.2 Establish a new tourism centre.
2.3 Increase promotion and awareness of the Municipality through various media.
2.4 Focus on informing visitors of all the free activities and services available within
the Municipality.
2.5 Create a free RV waste station for the travelling public.
2.6 Establish a wild flower scattering on the roadside of the Highway 21 bypass.
2.7 Establish Kincardine as a weather point through various media.
STRATEGIC INITIATIVE #3
*Development of a four season tourism strategy for the 21st century.
PROPOSED TACTICS:
3.1 Develop all-season information that is easily accessible (internet).
3.2 Focus on shoulder seasons.
3.3 Promote Grey Bruce Your Way website.
3.4 Increase and promote eco-tourism opportunities.
3.5 Development of a dedicated public washroom facility in the downtown core.
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17. CORPORATE SERVICES TRENDS
Reduction in Provincial and Federal funding
Physician shortage expected to continue
Shortage of affordable housing
Need for economic diversification
Rapid change in communication technology
Expanded educational opportunities
Strong local desire for public input into decisions
Aging population
Electronic payments
Increased litigation claims
15

18. CORPORATE SERVICES
S.W.O.T. ANALYSIS
Strengths Weaknesses
Intellectual Capacity of Shuttle Bus, Transportation
Workforce Long Term Care Capacity
Strong Financial Base Lack of Post Secondary
Ownership of Bruce Telecom Education Opportunities
Bruce Power Employment Economy Dominated by One
Stability Industry
Ownership Percentage in
Westario
Opportunities Threats
Bruce Energy Centre Reduction of Government
Online Financial Transactions Funding
Younger Employees/Families Evolving Health Care Models
Replacing Aging Workforce Rapidly Evolving
Hospital Redevelopment Telecommunications
Environment
16

19. CORPORATE SERVICES
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Ensure our policies are positioned to ensure financial sustainability for our community.
PROPOSED TACTICS:
1.1 Policy development in regards to appropriate debt levels and reserve fund levels.
1.2 Development of long-term projected budgets and determination of impacts on
assets.
1.3 Review online payments as a customer service opportunity.
STRATEGIC INITIATIVE #2
*Development of a joint strategy with other organizations for the provision of educational
opportunities.
PROPOSED TACTICS:
2.1 Consult with our education/training partners.
2.2 Identification and advancement of local educational opportunities through sharing
of resources.
2.3 Initiate specific consultation with local school boards with respect to
common future needs.
STRATEGIC INITIATIVE #3
*Development of community advocacy plan/approach to local healthcare.
PROPOSED TACTICS:
3.1 Advocate for the redevelopment of the South Bruce Grey Health Centre
Kincardine site.
3.2 Dedicated dialogue with the healthcare community.
3.3 Utilizing joint synergies of Bruce Power, local municipalities and medical
community to design a successful physician recruitment program.
17

20. ECONOMIC DEVELOPMENT TRENDS
Local food initiatives
Internet buying and selling
Buying local or Canadian
Bruce Power and the renaissance of nuclear
power
Big box retailers
Downtown provitalization
Health and wellness business
Increased focus on trades and apprenticeships
Flexibility in education
Smartphones replacing laptops and computers
Green shift
Competition for skilled labour
18

21. ECONOMIC DEVELOPMENT
S.W.O.T. ANALYSIS
Strengths Weaknesses
Strong Downtown Limited Public Transit
Renewable Energy Poor Signage
Lakefront Abandonment of Rail Service
Room for Growth Lack of Service Sector
Major Highways 9 & 21 Employees
Airport Limited Daycare Capacity
Bruce Power Industrial Land Availability
Partnerships with Business Absence of Natural Gas
Improvement Area & Chamber of
Commerce
New Housing Developments
Opportunities Threats
Demand for Harbour Increased Costs of Living
Bruce Energy Centre Lack of Family Healthcare
Tourism Aging Infrastructure
Centre for the Arts Cost of Industrial Land for
Bruce County Retirement Diversification Opportunities
Complex Lack of Affordable Housing
Water and Sewer Expansion
New Retail Mix in Urban Core
New Technologies
Incubator/Growth Opportunities
for Industries
19

22. ECONOMIC DEVELOPMENT
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Create an environment that supports existing business and industry while promoting
economic growth.
PROPOSED TACTICS:
1.1 Mentorship program for young entrepreneurs.
1.2 Institute a business expansion and retention program.
1.3 Create a coordinated plan for the Highway 9/Highway 21 business park.
1.4 Investigate the cost of bringing natural gas to the area.
1.5 Expand the façade program to support small business.
1.6 Continue partnerships with Business Improvement Area and the Kincardine
District Chamber of Commerce.
STRATEGIC INITIATIVE #2
*Develop an increased awareness of the diverse economic development opportunities in the
Municipality.
PROPOSED TACTICS:
2.1 Increased advertising and awareness of the Municipality.
2.2 Partner with private sector in advertising opportunities.
2.3 Develop an economic development expansion strategy that highlights growth
opportunities.
STRATEGIC INITIATIVE #3
* Development of future employment lands.
PROPOSED TACTICS:
3.1 Coordination with the private sector to ensure availability of development lands.
3.2 Act as a catalyst to ensure development lands are available to new start-up
industries/commercial ventures.
3.3 Create a development strategy to complement the energy industry.
3.4 Support local businesses in their efforts to grow and provide employment
opportunities.
STRATEGIC INITIATIVE #4
*The creation of an economic development communications strategy.
PROPOSED TACTICS:
4.1 Consultation with Council and other municipal sector groups to ensure that their
communications needs are addressed.
4.2 Survey the I.C.I Sector (Industrial, Commercial and Institutional Sector) to ensure
that the design elements of the communication strategy are appropriate.
4.3 Enhance information partnerships with other economic development groups
such as Chamber of Commerce, Business Improvement Area and Bruce 20
Community Futures Development Corporation.

23. EMERGENCY SERVICES TRENDS
Higher service demands with fewer resources
Enhanced training requirements for firefighters
Changing mobility needs of the population
Increased homecare
Lack of provincial funding
Changes in family health care
Substance abuse among the population
Greater need to provide public education
Technology advancements in 911 system
21

24. EMERGENCY SERVICES
S.W.O.T. ANALYSIS
Strengths Weaknesses
911 Signage in Place Large Geographic Response
Mutual Aid Networks Area
Hospital Resources Demographics of Responders
New OPP Detachment Facility Communication Technology
Dedication of Volunteer between Emergency
Firefighters Departments
Public Reaction to Emergency
Flashing Lights
Opportunities Threats
Establish First Response Provincial Legislation Based on
Agreement with Other Large Urban Model
Communities Communication Networks
Three Tier Response Pandemics
Fire Prevention Education Power Outages
Personal Safety Education Winter Storms
Education in Emergency Competition from Private Sector
Preparedness for Firefighters
Consolidating Policies and
Procedures
Proposed Firefighters Training
Centre
22

25. EMERGENCY SERVICES
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Formulate a master emergency services education program.
PROPOSED TACTICS:
1.1 Interactive public education.
1.2 Document online educational library.
1.3 Joint education program with local schools.
STRATEGIC INITIATIVE #2
*Mitigate emergencies before they occur by promoting a safe and prepared community.
PROPOSED TACTICS:
2.1 Operational and business continuity planning for fire, police and emergency
medical services.
2.2 Ongoing training of emergency services staff.
STRATEGIC INITIATIVE #3
*Develop master operational plans for police, fire and ambulance.
PROPOSED TACTICS:
3.1 Develop communication synergies within emergency services.
3.2 Dedicate financial resources for the development of the operational plans.
3.3 Formulate twenty year equipment forecast.
23

26. PARKS & RECREATION TRENDS
Younger families moving to the area
Return of former residents who have big city
service expectations
Aging demographics
Lower levels of financial assistance from the
Federal and Provincial Government
New recreational activities such as the dog park,
bike park and ultimate frisbee
Citizens are concerned about their health and
fitness
Informal or unorganized sports are desired
Obesity rate among all age groups is increasing
Women’s participation in sports is on the rise
Greater use of trails and parks
Gardening is emerging as a leisure activity
24

27. PARKS & RECREATION
S.W.O.T. ANALYSIS
Strengths Weaknesses
Supportive Community Lack of Teen Activities
Strong Volunteer Base Shortage of Unorganized Sports
New Additions to Community Indoor & Outdoor Space for
Centres Winter Activities
Lakeside Public Parks Staff Resources Stretched
Dog Park Improved Information
Bike Park Distribution
Trails System Accessibility
Opportunities Threats
Centralized Information via Web Lack of Information
Portal Environmental Threats
Outdoor Ice Surface Phragmites
Outdoor Basketball Courts Competition with Other
Teen Centre Developments
Development of Passive Cost of Sports for Families
Activities on closed Ward 1
Landfill
Beach Management Plan
25

28. PARKS & RECREATION
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Assess the community’s recreational awareness and ascertain the future needs of the
community.
PROPOSED TACTICS:
1.1 Develop a community communications plan.
1.2 Include a youth representative on the Recreation Services Committee and other
subcommittees.
1.3 Conduct ongoing surveys to assess changing needs of the community.
STRATEGIC INITIATIVE #2
*Implement the recreational master plan which encourages environmental stewardship and
sustainability.
PROPOSED TACTICS:
2.1 Develop a five year business plan and budget based on the recreational master
plan.
2.2 Liaison with Public Works and the Kincardine Environmental Advisory
Committee to discuss common or emerging issues.
2.3 Development of a beach management plan.
2.4 Development of a green maintenance program for our parks.
STRATEGIC INITIATIVE #3
*The development of an unstructured recreational facilities plan.
PROPOSED TACTICS:
3.1 Consultation with the public to determine the desired unstructured recreational
opportunities.
3.2 Consideration of open use facilities such as an outdoor ice surface, outdoor
basketball court and youth centre.
3.3 Tie the results of the unstructured recreational facilities plan into the five year
business plan and budget.
3.4 Encourage more people to be involved in unstructured recreation activities.
STRATEGIC INITIATIVE # 4
*Dedicate future financial resources to manage our existing infrastructure obligations.
PROPOSED TACTICS:
4.1 Annual fall inspection of all infrastructure to set financial priorities for the
annual budget.
4.2 Conduct an energy audit on all recreation facilities. 26
4.3 Commitment to review the full utilization of existing assets prior to
consideration of new build opportunities.

29. PUBLIC WORKS TRENDS
Unpredictable funding levels from upper levels of
government
Green energy projects
More water regulations
Green shift, even at a premium
Developments within our Amish community
Higher density developments
Increase in liability concerns/claims
Global warming
27

30. PUBLIC WORKS
S.W.O.T. ANALYSIS
Strengths Weaknesses
Global Positioning System Limited Public Transit
Accurate Inventory of Assets Insufficient Pedestrian Options
Capacity Available in Water & Drainage Issues
Sewage Systems Environmental Education
Waste Management, Road Needs Private Roads in Network
and Water Supply Studies Rural Roads in Semi-Urban
Complete Standard
Long Term Landfill Capacity
Opportunities Threats
Recycling Expansion Insufficient Funding
Waste Diversion Provincial Regulatory
Conservation of Water Requirements
Smart Meters PSAB Implementation
Infrastructure Grants Water Debt
LEED Conversions Invasive Species
Green Programs Limited Grant Review Period
Training
Internet Technology in Public
Works
Kitchen Waste Program
28

31. PUBLIC WORKS
COMMUNITY PLAN INITIATIVES
STRATEGIC INITIATIVE #1
*Promote financially sound green alternatives as the preferred option of the Public Works
Department.
PROPOSED TACTICS:
1.1 Explore “greening” the fleet.
1.2 Assess renewable energy sources for municipal facilities.
1.3 Review new waste water technologies.
1.4 Investigate road salt alternatives.
1.5 Investigate an anti-idling bylaw.
STRATEGIC INITIATIVE #2
*Ensure that the management of solid waste is consistent with the best practices in the
industry.
PROPOSED TACTICS:
2.1 Assess the funding methodologies for the waste management programs.
2.2 Lobby for producer responsibility in recycling programs.
2.3 Define best practices for solid waste management.
2.4 Create waste reduction policies for municipal buildings, facilities and events.
STRATEGIC INITIATIVE #3
*Ensure that growth is being conducted in balance with consideration for the environment.
PROPOSED TACTICS:
3.1 Solicit environmental comment in subdivision design implementation.
3.2 Tree planting policy or bylaw.
3.3 Explore a dark skies policy.
29

32. PUBLIC WORKS
COMMUNITY PLAN INTITIATIVES
STRATEGIC INITIATIVE #4
*Dedicate future financial resources to manage our existing infrastructure obligations.
TACTICS:
4.1 Annual inspections of all infrastructure to set financial priorities for the annual
budget.
4.2 Conduct an energy audit on all public works facilities.
4.3 Establish geographic limitations for municipal services.
4.4 Buffering municipal drains with vegetative plantings.
4.5 Operational assessments for capital works
STRATEGIC INITIATIVE #5
*Assess the sufficiency of pedestrian and bicycle networks.
PROPOSED TACTICS:
5.1 Consult with the County of Bruce to develop plans for bicycle paths on county
roads.
5.2 Review existing network of pedestrian and bicycle trails and determine future
needs.
5.3 Link the Municipality of Kincardine from north to south.
STRATEGIC INITIATIVE #6
*Create utility growth plans that are consistent with the Official Plan.
PROPOSED TACTICS:
6.1 Create a master utility growth plan.
6.2 Utilization of a development charges bylaw to fund key infrastructure
requirements.
6.3 Commit to ongoing communications with both Building & Planning and
Economic Development to ensure that development plans are coordinated.
30

33. IMPLEMENTATION
The best-designed community plans are ineffective if they are not implemented. A
community plan comes to life and adds value through implementation. The vision
and strategic initiatives outlined in this plan will only be realized if Council, staff
and the public see the plan as a guiding document which is referred to continuously
and which acts as the framework for the Municipality’s decision-making.
To ensure successful implementation of Kincardine’s community plan, the following
actions will need to be undertaken:
1) Under the direction of the Chief Administrative Officer, each Senior Manager
shall prepare a business plan on an annual basis, as part of the annual budgeting
process. Each business plan and budget shall reflect the priorities established
through the Community Plan.
2) As part of the annual business plan, the Community Plan initiatives will be
identified complete with costs, responsibilities, timing and sources of funding
and/or resources for the current year’s activities.
3) All staff reports will include a section titled “Community Plan Considerations”
and comments shall be provided.
4) Upon adoption of the Community Plan by Council, each master Committee of
Council shall review and adopt their sections into the goals and objectives of
their committee/department. Please note each committee/department is
strongly encouraged to review their section of the Community Plan on a
monthly basis through their agenda. It is the intent of this Plan to ensure it is a
living document and may be revised by means of a management report to
Council explaining the rationale.
5) Council and senior management will meet on an annual basis to review the
progress made in implementing the strategic directions commencing the year
following the adoption of the Community Plan. This review will take place in
advance of the annual budgeting process, to ensure that the following year’s
priorities remain relevant, and take into account any changing or new
circumstances in the Municipality.
6) At the beginning of each term, Council will review and reaffirm the
vision and strategic directions as set out in the Community Plan. If Council
proposes to significantly modify the plan, then a process of community
consultation shall take place.
7) A major review of the Community Plan shall occur at least once every five
years. This will include a full consultation process among Council, the public,
committees and staff.
A Community Plan acts as a guide and framework for the Municipality’s
decision making. To be of value, it must remain flexible and be responsive not
only to financial realities but to demands and opportunities.
31