Securing Our Future - Happy Valley-Goose Bay

Table of Contents1. Overview .............................................................................................. 42. Values ................................................................................................... 83. Vision .................................................................................................. 104. Mission................................................................................................ 115. Establishing Goals ............................................................................. 126. Actions, Outcomes, & Indicators of Success ................................. 14

4 | P a g e1. OverviewHappy Valley-Goose Bay has always been considered theservice hub for this region and for the north and south coastsof Labrador, and it seems that plans to develop MuskratFalls will place even greater demands on roads, facilities,infrastructure, recreational programming, health care,education, housing, and so much more.Think like a wise man,but communicate in thelanguage of the people.(W.B. Yeats)Just as the people of the town have embraced opportunitiesand challenges in the past, plans are already underway toensure that the town is in a position to maximize theopportunities associated with the development of sucha huge hydro development that is located on its doorstep. But if this project is to succeed, Happy Valley-Goose Bay will bear a considerable burden for ensuringthat the necessary infrastructure and amenities are inplace to effectively facilitate and support this project.The town embraces this challenge. But being readywill place incredible demands on every facet of thetown’s operations and services, and will not comewithout a cost.Part of the town’s readiness plans includes a detailed reviewof the potential effects the project might have on municipaloperations, and how Happy Valley-Goose Bay might bebetter prepared to address these challenges going forward.But whether or not Muskrat Falls proceeds at this time, asystematic review of the town’s operations, programs, andservices is of tremendous benefit – and is probably longoverdue. Making strategic investments, decisions, andestablishing clear priorities that will enable the town to yieldgreater return on its investments, and be better positioned toimprove the level of programs and services it provides toresidents is at the core of this strategic plan.Strategic plans are not all encompassing. The plan will notaddress every facet of municipal programs and services.And it is not intended to do so. Everyday programs andservices will continue as usual. Roads will be cleared,garbage will be collected, infrastructure will be built, and

5 | P a g erecreational programs and facilities will be maintained. Butat the same time, members of council and senior staff areexamining ways to improve organizational structures,expand and improve services, develop partnerships, investwisely, and prioritize needs to better serve taxpayers in thefuture. The overriding question is this, “What are thestrategic decisions and priorities we must undertake overthe next four years to better prepare us for the future?”Every community has values which sets it apart. Townsmust commit to living and practicing these values daily.They must become integrated into their daily practices anddecision-making.To maximize opportunities and help the town reap therewards of its resources and investment, there must be avision. What kind of community do you really want HappyValley-Goose Bay to be in the future? How do you define“success” for yourWhat are the strategicdecisions that must beundertaken now in order tosecure a better future?community? Howwould you reallylike Happy Valley-Goose Bay to beviewed in the nextten years? If youcould “dream thedream”, what would Happy Valley-Goose Bay look like tenyears from now? Unless you know what you would like toachieve, you will never know if you’ve been successful or ifyou have achieved your goals.Another important part of the planning process includes areview of the many strengths, weaknesses, opportunities,and threats facing the town at this time. In the midst of somuch uncertainty, and the prospect of such a huge naturalresource development imminent, a SWOT analysis was notonly necessary, but had incredibly greater meaning andpotential because of the significant impact this project couldhave on the Town of Happy Valley-Goose Bay at this time.This is a very unique time in the town’s history anddevelopment. There is excitement and anticipation for thefuture, but inevitable concern for how the future will unfoldand the effects this project may have on the people who call

6 | P a g eHappy Valley-Goose Bay home.There is tremendous pride and passion among council andsenior staff, and there is a willingness to do whatever needsto be done to better prepare the town to face the challengesof the future – whatever they may be. While this strategicplan primarily outlines the priorities of the town council forthe next several years, staff will be primarily responsible forensuring these priorities are successfully implemented. Frompersonal interviews with staff to the development of theplan itself, we proceeded with professionalism, sensitivity,and respect, and the focus was on looking ahead andmoving forward. There is a sense of hope and optimism forthe future. There is also commitment among all parties toensure success.The development of a strategic plan is one of many tools thatcan be used to focus priorities and better prepare the town tosucceed. Understanding the role (and limitations) of aplanning exercise is extremely important. Because aninitiative is not identified in the strategic plan does not meanthat it is not significant or important. There are manyworthwhile projects and initiatives that have already started(such as the town’s waste water treatment facility) and forwhich commitments have been made. And there are manyother important projects and priorities that have beenidentified that will continue as planned.The bigger challenge is trying to build consensus on anumber of priorities that can make a difference in theimmediate future – especially in the area of systems,structures, and procedures. There are so many demands andso few resources. The inclination is to want to do too much,and this can be particularly dangerous.Participants were able to set aside their differences, focus ontheir needs, limit their ambitions, and come to agreement onwhat the priorities should be. This is never an easy task,especially when there are so many needs and so fewresources.This is just the beginning of a much longer process ofputting the proper systems and building blocks in place to

7 | P a g emove forward. There is so much that the Town of HappyValley-Goose Bay does well already. Things can onlyprogress with improved resources, systems, priorities, andprotocols in place.

8 | P a g e2. ValuesVALUESWhat acommunityconsidersimportant. Theprinciples uponwhich decisionsare made andmunicipalgovernmentoperates.What is it that thepeople of HappyValley-Goose Bayvalue most?Every community has values and principles whichreflect the expectations, priorities, commitment, andculture of its people – principles that set them apart andmake them unique. These values should be reflected inthe decision-making of council and in the interactionsthat staff have with taxpayers each and every day. Theybecome an integral part of the work ethic and representthe town’s professional commitment to the people theyserve.VALUES:Respect/FairnessWe are committed to treating everyindividual with fairness and respect, and ensuring thatthe same high standards of integrity and consistencyare applied to everyone we serve and represent.EnvironmentalStewardshipWe are blessed with an abundanceof natural resources, and we believe we have anobligation to care for them and be good stewards of ourenvironment.

9 | P a g eAccountabilityInvestmentStrong SenseOf CommunityWe are here to serve. We areaccountable to the people andcommit to full disclosure andtransparency in all ourundertakings on behalf of theTown of Happy Valley-GooseBay.We value strategic investmentthat strengthens our communityand provides employment,opportunity, and encouragesbusiness partnerships andinvestment in our town.We are committed to supportingfamilies and building a safe andhealthy community for people ofall ages. Happy Valley-Goose Bayis more than a destination – it is aproud community where peoplecome first.CulturalDiversityWe are a people of strength,courage, and resiliency wherecultural diversity and inclusionare hallmarks of our people andmake our community strong.Only the man who crossesthe river at night knows thevalue of the light of day.(Chinese Proverb)

10 | P a g e3. VisionVision is important. Some will argue it is “most” important –especially in strategic planning. Unless you know what you wouldlike to achieve, what kind of community you aspire to be, or howyou would ideally like to be viewed by others – you really have noidea what you are striving for. You must have a vision.Establishing a vision that is widely subscribed to and supported byothers is extremely important.It is obvious that the Town Council of Happy Valley-GooseBay has a vision.A communitywhere peoplecome first andwhereprograms,services, andresourcesbenefit all.A community where people come first and where programs,services, and resources benefit all.This is what council is striving towards. To be recognized andrespected as a “people focused” council that wants to ensure that theprograms and services they offer can benefit everyone in thecommunity.This is a healthy vision that places emphasis where it should be – onthe residents and taxpayers of the community. No doublestandards, no preferential treatment, no inconsistency – fairness andequity for all.

11 | P a g e4. MissionCommitment is important to any relationship. There must betrust and commitment.Mission is astatement ofcommitment that isoften shared withthe public as yourpledge to thepeople.MISSIONWe are committed toproviding a goodquality of life for ourpeople and ensuringaccountability andexcellent municipalservices within ourmeans.A town’s mission statement should be a reflection of both thevision and values that are shared with the community.Obviously, mission statements deal more with the here andnow, and try to articulate a commitment that is clear, concise,and an honest reflection of what council perceives to bevalued by the community.We are committed to providing a good quality oflife for our people and ensuring accountability andoutstanding municipal services within our means.The commitment is undeniable. The Town Council of theTown of Happy Valley-Goose Bay cares about its people andthe quality of life they live – regardless of their age, origin, orcircumstance.

12 | P a g e5. Establishing GoalsThe most demanding and tedious phase of the planningprocess is identifying goals. Goals are carefully crafted toachieve results within a specified period of time. Each goalmust be measurable and achievable. Critical to the successof this stage in the planning process is to avoid thetemptation of taking on too much.Goals Destiny are is carefully not acrafted matter of to chance, attainresults it is a matter in a ofparticularchoice; it is not atimeframe.thing to be waitedResultsmustfor, itbeis aidentifiablething toand be achieved. measurable toensure(Pankaj Jha)accountability andsuccess.Goal #1By March 31, 2012 develop an advocacy plan to lobby theprovincial government to undertake a detailed analysis ofthe requirements of the Muskrat Falls Development Projectas it relates to the Town of Happy Valley-Goose Bay and theeffects this project will have on the town and its peopleGoal #2By June 2012, the Town of Happy Valley-Goose Bay willundertake a detailed review of its organizational structure,staffing requirements, communications, reporting protocols,equipment and resources, and complete a thorough reviewand re-structuring of operations in an attempt to gainefficiencies and provide the necessary resources andstructures to enable staff to carry out their work effectively.Goal #3The Town Council of the Town of Happy Valley-Goose Bayis committed to fully completing the planning of the GooseBay Center Development Project before the end of 2012 toprovide certainty and stability to a diverse development areathat requires council’s urgent attention and support.Goal #4By June 2013, the town will have developed a plan toexpedite acquisition of Department of National Defenselands and Crown lands that have been identified fordevelopment that are within the town’s boundaries.

13 | P a g eGoal #5Before the end of this term of municipal office (September2013), The Town Council of Happy Valley-Goose Bay willrevise the functions and operational structures of council toensure greater accountability, transparency, teamwork, andimproved communications at all levelsGoal #6Before the end of 2013, the town is committed to reducing itsAccounts Receivable (outstanding taxes and fees) by a full50% from current levels.Goal #7At the conclusion of 2015, the town is committed toreviewing and re-designing its suite of services to taxpayers tostreamline programs, services, and operations to improveefficiency and develop a culture of improved customerservice and access..

14 | P a g e6. Actions, Outcomes & Indicators of SuccessEach goal has been identified as a priority. But each goalmust have clearly identified strategic actions or objectives toensure a process has been outlined to attain completion. Aswell, Desired Outcomes are appended for each goal toarticulate a rationale for each. Most importantly, there mustbe specific measures identified by which to evaluate success.Goal #1By March 31, 2012 develop an advocacy plan to lobby theprovincial government to undertake a detailed analysis ofthe requirements of the Muskrat Falls Development Projectas it relates to the Town of Happy Valley-Goose Bay and theeffects this project will have on the town and its people.Desired Outcomes: Maintain proper focus on readiness and the needs ofHappy Valley-Goose Bay to support the MuskratFalls development Properly prepare for the vast social impact on publicsafety, fire and emergency services, soaring housingcosts (and increased demands), poverty, crime,education, homelessness, employment, the wideninggap between rich and poor, increased demands formedical (and related) services and the multiplicity ofother effects of a project of such magnitude Ensure the Town of Happy Valley-Goose Bay is notforgotten and that funds are allocated to help thetown prepare for the inevitable impact of such a hugeproject and to facilitate its role as the service center for

15 | P a g eMuskrat FallsTake steps to ensure the town benefits from theproject and that it is not viewed negatively from apublic perspectiveBe proactive in identifying and establishing thenecessary resources including “outside the box”funding arrangementsIndicators of Success: Written commitment from the provincial governmentand/or NALCOR to talk readiness and acceptresponsibility for the need to invest in the town Public consultation undertaken by the provinceand/or NALCOR Specific projects, initiatives, and infrastructurerequirements prepared and identified and sharedwith government for consideration New provincial monies identified to invest in HappyValley-Goose Bay to assist in readiness plans Commitment for expanded resources, especially inthe areas of social programs and supports, to ensurethat all levels of social services and supports areconsidered and increased as requiredStrategic Actions: Almost immediately establish a committee ofinfluential community partners representing a widespectrum of society who will immediately demandattention from the province Create a clear “Terms of Reference” for the committeeto ensure all members understand their roles andwhat they are hoping to achieve Develop a “critical path” to help you realize yourgoals Engage public support and debate on issues ofimportance and demand that the province beprepared to work to resolve problems at the locallevel and better prepare the town through investmentin human and other resources Ensure promises are kept and monies allocated arespent and accounted for in the areas that wereidentified as being deficient Maintain an ongoing assessment of issues & concerns

16 | P a g eGoal #2By June 2012, the Town of Happy Valley-Goose Bay willundertake a detailed review of its organizational structure,staffing requirements, communications, reporting protocols,equipment and resources, and complete a thorough reviewand re-structuring of operations in an attempt to gainefficiencies and provide the necessary resources andstructures to enable staff to carry out their work effectively.You will neverbe a leaderuntil you firstlearn to followand be led.(Tiorio)Desired Outcomes:Improve the overall efficiency and effectiveness ofoperations: Provide the necessary humanresources to ensure our success andmeet increasing demands Attain efficiencies among existingpositions Ensure we are availing of newtechnologies, systems, andcommunications practices Improve service delivery andprovide clarity, consistency, and“best practice” in all ouroperations, programs, and servicesIndicators of Success: Improved workplace satisfaction among staff Clearer expectations about roles and responsibilities Fewer complaints from tax payers/general public Reduced response times for information or services New technologies and practices introduced Enhanced professional relations (council & staff)Strategic Actions: Establish clear timelines and critical path forOrganizational Review and establish budget forcompletion Outline parameters for the review and/or seekproposal(s) which establish the same

17 | P a g eEnsure the Terms of Reference and rationale for thereview are properly communicated to staff to reduceanxiety and build support for proceedingEnsure access to professional staff and council andprovide access to information, practices, jobdescriptions, equipment and resources, policies andprocedures, jobclassifications,wage scales,reporting protocols,and otherinformation (asrequired)Assign a seniorstaff member to beresponsible forcoordinating an“Implementation Plan” and timelines in conjunctionwith senior staffVision is the art of seeingwhat is invisible to others.Jonathan Swift

18 | P a g eGoal # 3The Town Council of the Town of Happy Valley-Goose Bayis committed to fully completing the planning of the GooseBay Center Development Project before the end of 2012 toprovide certainty and stability to a diverse development areathat requires council’s urgent attention and support.Desired Outcomes: Be better prepared to address challenges associatedwith the proposed development of Muskrat Falls Improve long range planning for more diversifiedcommercial and retail development Ensure taxpayers have better access and more optionsSome people dream ofsuccess, while others wakeup and work hard atachieving it!Author Unknownfor retail, commercial and residential development forthe futureBe proactive in establishing full disclosure and longerterm development planning for the benefit of thepublic and investorsEffectively develop remaining lands to maximizebenefits for tax payers and increase opportunities forsustainabilityImprove accountability and public confidenceIndicators of Success: Increased land availability for commercial and retaildevelopment Able to attract big box store and/or other retail andcommercial developers Improved access to basic retail supplies & materials More options for residential development Subsequent “phased” development disclosed inpreliminary planning stages Increased revenues through municipal taxation Higher confidence/approval ratings from public.

19 | P a g eFewer complaints relating to shopping and retailoptionsStrategic Actions: Make Goose Bay Center Project a planning priorityamong staff and council Review and amend municipal plan requirements aswell as the town’s development regulations to ensurethere are no issues that can delay development Ensure the Request for Proposals or discussions withpotential developers for Goose Bay Center Projectclearly outline the longer term (phased) developmentrequirements & plans for all phases of development Ensure all development phases address priorities andneeds of the Town of Happy Valley-Goose Bay Provide public consultation and input into thedevelopment, and keep the public informed of thedevelopment plans at various stages Refer development proposals to the town’s consultingengineers and planning technicians for careful reviewand recommendations (as necessary) Finalize development agreement with successfuldeveloper Provide professional oversight in all developmentstages to ensure complianceGoal #4By June 2013, the town will have developed a plan toexpedite acquisition of Department of National Defenselands and Crown lands that have been identified fordevelopment that are within the town’s boundaries.Desired Outcomes: Ensure there is sufficient land for future development Finalize agreements with both the federal andprovincial governments beyond “agreements inprinciple” which result in no firm action beingundertaken in the past Be better able to ensure sufficient lands forcommercial and warehouse development to supportMuskrat Falls development Broker good partnerships among all three levels of

20 | P a g egovernment for the overall benefit of the province, thecountry, and the people of the regionOutcome Measures: DND will be made fully aware of the specific areas ofland within the towns boundaries that the townwould like todevelop and forwhat purpose Crown Lands willNone of us is asbe identified for smart as all of us!development with (Ken Blanchard)specificdevelopment usesoutlined The amount of land available for development withinthe town will have increased considerably Greater confidence among investors and developersabout the certainty for growth in the future Improved relationships among all three levels ofgovernmentStrategic Actions: Committee will be struck with widespreadrepresentatives from individuals (decision-makers)from the 3 levels of government, as well asrepresentatives from bureaucrats, NALCOR,aboriginal groups, and representatives from theprivate sector (investors, developers etc…) Terms of Reference will be developed to establishparameters of the committee and its role Critical path will be developed for completion Public consultation will be held relating to theidentified lands and proposed uses Details of the proposed land transfers will bedeveloped and shared with various Ministersinvolved in decision-making Commitments and timelines will be established tofinalize transfers and outline “terms and conditions”

21 | P a g eGoal #5Before the end of this term of municipal office (September2013), The Town Council of Happy Valley-Goose Bay willrevise the functions and operational structures of council toensure greater accountability, transparency, teamwork, andimproved communications at all levels.Desired Outcomes: Provide a more effective form of municipalgovernment for the people of Happy Valley-GooseBay Increase levels of understanding and cooperationamong members of council Establish a clear understanding of priorities andfunctions of members of council and staff Improve functions and teamwork at all levels Re-develop committees and functions of council Seek ways to improve communications at all levelswithin the organization (among council, between staffand council, and with various stakeholder groupsTeam work divides the taskand multiplies the success.Instill public confidence and improve transparency inmunicipal operationsIndicators of Success: Better understanding of roles and responsibilities(staff/council) Improved levels of workplace satisfaction amongmembers of council Greater interest in seeking public office at municipallevel Clear guidelines and protocols for communicationand sharing of information among council Greater public trust and confidence Greater sharing of responsibility and workloadamong members of council Improved commitment and teamwork among elected

22 | P a g eofficialsHigher levels of public satisfaction and support forcouncilStrategic Actions: Develop clearTerms of Referencefor review offunctions andoperationalstructures ofcouncil Identify problemareas with currentpractices andstructures (for thepurpose ofimprovement only) Research best practice and acquire data (eitherinternally or with assistance of external consultant) Consider alternatives/options which best suit needsof Happy Valley-Goose Bay Prepare DRAFT Recommendations and Options forcouncil’s consideration and review Revise/amend recommendations to ensure they meetthe intended goals identified in TOR Adopt new operational structures, protocols,committees, and functions of councilGoal #6Before the end of 2013, the town is committed to reducing itsAccounts Receivables (outstanding taxes and fees) by a full50% from current levels.Desired Outcomes: Improve taxation compliance and collections rates toimprove cash flow Reduce reliance on borrowing Demonstrate responsibility, fairness, and consistencyin collections Ensure the town receives payment for what it is owedin all areas of operations and services

23 | P a g eImprove public accountability in public financesDemonstrate a responsible approach to fiscalmanagement and restraint and restore the confidenceof investment partners and various funding agenciesClose loopholes that provide access to operations andservices to those who are delinquent in paymentsIndicators of Success: Increasedcollections rates Improved cash flow Less time allocatedto collectionsefforts (followinginitial efforts) Raised level ofawareness andimproved attitude among taxpayers aboutimportance of prompt payment Less reliance on borrowing and/or need to increasemil rates or service charges to generate revenuesStrategic Actions: Validate benchmark data on current collections ratesand sources of outstanding accounts 25% of pre 2010 collections to be completed byDecember 31, 2012; and 25% collections to becompleted by December 31, 2013 Develop an action plan for collections with December31, 2013 as deadline for attainment and make thisknown to the public Assign staff/resources to complete the task and attainquarterly updates on progress Review outstanding accounts for verification and“write off” accounts that are uncollectable and whereall reasonable means have been exhausted Update outstanding accounts listing and develop anaggressive collections plan with progressive steps andpenalties Implement the collections plan and apply anexpeditious appeals mechanism and payment options Develop and apply new collections targets and work

24 | P a g eto maintain them on an ongoing basisGoal #7At the conclusion of 2015, the town is committed toreviewing and re-designing its suite of services to taxpayers tostreamline programs, services, and operations to improveefficiency and develop a culture of improved customerservice and access.Desired Outcomes: Provide outstanding levels of service to taxpayers fortheir tax dollars Ensure staff are held in high esteem for the work thatthey do on behalf of taxpayers Attain greater efficiencies in all areas of operations Re-evaluate and fine tune the service culture amongstaff (and council) and devise ways to work together Develop a more streamlined communications andpublic response protocol that places people first andestablishes reasonable benchmarks forcommunicating with clientsIndicators of Success: Increased response times for service Higher public confidence in municipal staff &services Improved levels of services More requests for service Fewer service related complaints Greater interest in municipal employment

25 | P a g eStrategic Actions: Undertake a complete and thorough review of alltown services, programs, and operations currentlyoffered Attain information aboutrequests, procedures, responseprotocols, current benchmarks,and customer follow upCustomerservice is not adepartment –it’s an attitude.Identify service areas thatcould/should be addedDetermine most common areas ofcomplaint in various service areasand client relationsEngage staff in assessing andimproving service levelsDevelop means to streamline and improve servicesand service response times in all areas of operationsDevelop a simple “service survey” for immediatefeedback to clients and customersCreate a marketing scheme (in conjunction with PRprofessionals) to create awareness and develop a newservice brand for Happy Valley-Goose Bay (eq.People First; We Make It Easy; Here to Help)Provide training and support in the areas of customerservice to all front line staff, senior managers, andservice providersEnsure there are tangible signs of a new approach andattitude across the entire organization (change frontcounter; provide comfortable waiting areas;welcoming environment; coffee; well trainedprofessionals)Monitor progress and explore areas for continuedimprovementReward employees and recognize and highlight goodservice