The City of Dryden continues to work on drafting a new strategic plan.
MDB Insight is working with staff and council to develop the long term strategy.
Mayor Greg Wilson says it’s part of a major re-branding process.
Wilson says “When we have those aligned, we can move forward a lot more efficiently and effectively as a community. We want to make sure that we have the engagement of the community and Council, administration and as many people as we can get, businesses.”
Wilson notes a coordinated plan will both have positive social and economic implications.
Some 196 responses came from a survey and MDB Insight is now working with the City on some of the findings and how they relate to the plan.
Wilson says having a solid strategic plan is vital to future planning and decision making.
“In 2021, we’re going to have more funds available to us to be able to do more of the things that we’ve been trying to do over the last number of years, but with less change in our pockets.”
He adds the City is really coming along well, but they need to ensure they are keeping up with infrastructure needs, stressing a lot of work remains.
Wilson adds there’s a need to boost their reserves, noting there will soon be a time when major projects will need to be carried out, including replacing the water treatment plant.
The proposed 2020-2025 Vision Statement is: ‘Dryden is a safe, healthy and inclusive community with a vibrant economy and an exceptional quality of life.’
The Mission Statement is: ‘To provide sustainable services and infrastructure delivered with courtesy, integrity, transparency and fiscal responsibility.’
The draft strategic plan focuses on six guiding principals:
1. Community Safety and Wellbeing
-Support implementation of Community Safety and Wellbeing plan, including senior and youth programs and services.
2. Community Diversity and Inclusion
-Develop support services to integrate and familiarize new and exisiting citizens to the City of Dryden.
-Initiate positive relationships with area Indigenous communities and leadership.
-Undertake appropriate lobbying efforts in response to community issues.
3. Infrastructure
-Complete and maintain asset management plan as per legislated requirements to drive longer term capital and resource planning.
-Develop long-term preventative maintenance and capital investment plans to extend the lifecycle of infrastructure. facilities, vehicles; advance local initiatives such as recreation centre, identified road work (including Van Horne, Duke and Earl) and sidewalks.
-Utilize grant opportunities to maximize project specific spending.
-Explore opportunities to enhance public/affordable/safe transportation to Dryden.
4. Financial sustainability
-Seek creative, new revenue sources.
-Increase City reserve funds.
-Continue the City repayment plan to 2021.
-Sustain existing funding sources and efforts.
5. Economic and Investment Diversity
-Develop waterfront
-Utilize MAT (Municipal Accommodation Tax)-50% of revenue to promote local tourism activities.
-Promote Dryden as a business and transportation hub.
-Lead strategic re-branding initiatives.
-Support exisiting business in Dryden.
-Identify and respond to economic related actions identified in the Community Improvement Plan.
-Partner with Indigenous communities, Band organizations, and other organizations to foster local and regional economic growth.
-Identify necessary resources to drive economic competitiveness.
6. Communications
-Develop and implement formal communication plans.
-Support Management, Mentoring and Leadership Training.
-Initiate corporate wide customer service training.
-Enhance organizational culture and communications to promote employer of choice qualities and commitment to the Municipal mission.
