Strategic Plan

• Providing essential municipal services, infrastructure, and direction for development 
• Supporting the community’s identity, rural-urban lifestyle and economic sustainability 
• Anticipating change and building capacity to cope with new demands on services 

The Township is expected to play many roles -- accountable local government, service provider, community champion, catalyst, information hub and consensus builder. 

• upholds and promotes the distinct urban-rural character of the community, 
• sets high standards for delivery of the services it provides, 
• anticipates and adapts wisely to the demands of continuing growth and development, 
• makes decisions based on a clear and supported framework for land use, 
• plans wisely for the long-term development of infrastructure and services, 
• manages its mandate in ways that support economic sustainability, 
• continues to be a model of fiscal responsibility, 
• works collaboratively with many and diverse partnerships with its neighbours, and 
• plays an active role in community leadership. 

• Act in the interests of and for the benefit of the entire municipality. 
• Keep taxes relatively low through careful advance planning, by sharing services and costs, and through creative collaborations with others. 
• Prepare and use infrastructure and establish planning tools to help ensure future commercial and industrial investment will diversify sources of property tax assessment. 
• Maintain municipal infrastructure and services at levels the community can be proud of. 
• When evaluating investments in public recreation, quality of life amenities and other infrastructure, consider contributions to the “bigger picture”, such as economic sustainability, environmental enhancement, and impacts on social and cultural fabric of the community. 
• Pursue change gradually with a practical, long-term view, but don’t let that get in the way of big, new ideas even if they are not in the municipality’s traditional or formal area of responsibility (for example physician recruitment or telecommunications). A good rule is: “Don’t be the first to take in the new or the last to discard the old.” 
• Manage potential risks wisely with a good understanding of the long-term issues and forward planning. Sometimes innovation is required to find effective solutions. 
• Promote Laurentian Valley as one community with a distinct rural-urban identity. 
• In dealing with our municipal neighbours and local community groups, start with the idea that “there is more to gain by working together”. 
• Provide leadership and invest in partnerships to leverage resources in support of the community’s aspirations for the future. Ensure the municipal staff functions as “one team”, which requires flexibility, common purpose and complimentary skill sets.