Norfolk County’s strategic plan roadmap for the future

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Halfway through its five-year strategic plan, Norfolk County is making steady progress on its goals, says the municipality’s most senior staff member.

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“The plan was and continues to be ambitious, particularly within the financial framework of Norfolk,” said Chief Administrative Officer, Al Meneses. “We are working on solidifying our financial foundation for today and tomorrow and that reality means more resources are channeled into financial reserves and less into other priorities.

“Having said that, yes, Norfolk is making progress.”

In April 2023, Norfolk County council approved its 2022-2026 strategic plan, defining the municipality’s priorities that set a foundation for the current four-year term.

Created with input from local businesses, community agencies, county staff and residents, the strategic plan acts as a road map, giving direction to the delivery of programs and services.

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Annual reports to council update progress made on the strategic plan so the public can keep track.

A lengthy list of 2024 achievements cover the plan’s five areas of focus: Empowering Norfolk; Building Norfolk; Connecting Norfolk; Serving Norfolk; and Sustaining Norfolk.

Those successes are wide ranging – providing a light-up “Norfolk” sign for free at local events; a new community housing development in Delhi; a survey of workers to analyze their quality of life; work done to merge the Haldimand Norfolk Health Unit with its neighbour in Brant County; growing community paramedicine; planning for a warming centre and homeless shelter; expansion of the stormwater program; ongoing service and maintenance of Norfolk’s 4,000 kilometres of roads and 160 kilometres of sidewalks; a $7-million upgrade of arena dressing rooms; redesign of the county’s website; launch of an online customer service portal; increased support for the local agricultural sector;  reviews of county land and facilities to identify if any can be declared surplus and sold.

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The list goes on.

“There have been several successes and considerable progress in the first two years of this term of council,” said Meneses. “Council deserves a great deal of credit for supporting efforts and keeping the administration focused on the stated goals.”

Meneses points to economic development as a standout, with new investment and initiatives within the department.

Last year, the municipality set its economic development strategy into 2027, with goals to support and retain businesses, grow the local economy and labour force, and make connections within the expansive community to transit, business clusters and business incubators.

“Staff have found a balance to implementing the plan with key high priorities that will ensure all our traditional sectors (such as agriculture, manufacturing and tourism) are supported, while increasing our focus on new and emerging opportunities with sectors, such as food processing, advanced manufacturing, health sciences and creative economy,” said John Regan, director of strategic innovation and development. “Existing businesses will be supported as they grow.”

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Last year, council also approved the hiring of a new coordinator/analyst position for the economic development department at a cost of $90,000.

“Economic development for this municipality is a core service,” Coun. Alan Duthie said at the time. “I don’t believe we’ve treated it as such and it’s time we should. I think we’re 10 to 20 years behind other municipalities.”

At the same time as it plans for growth, said Meneses, the municipality continues to be “challenged with a financial reality that will require continued focus.”

At the suggestion of Norfolk Mayor Amy Martin at a meeting last November, staff are creating a report for the public detailing the history of how the county got into its current financial bind.

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“We owe it to the public to be transparent,” said Martin at the time. “We can’t continue to hang our hat on not building new recreation, skating by with the roadwork we can do, not adding new amenities the public wants us to do, not being able to pay our staff because of our financial situation and not having some type of information that paints a picture as to why.”

When Norfolk approved its 2024 operating budget, the county had $85 million in outstanding debt, depleted reserves, aging assets, including roads, drinking water, wastewater and stormwater systems, and a multi-million-dollar funding shortfall to manage them. For the first time in its history, the county’s capital plan was projected to top the $1-billion mark.

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While the county is committed to decreasing its debt load, treasurer Amy Fanning  told councillors at a meeting in January, when the 2025 operating budget of $136 million was approved, that the hard work continues.

“The cost of capital needs for asset repair and replacement is rising faster than reserve transfers and this is leading to increased levels of debt being projected for the organization,” said Fanning. “Additionally, as the population of the county continues to grow and the legislative and environmental landscape continues to change, so do the staffing levels required to provide the services that residents expect and deserve.”

In the short term, Meneses said the county is preparing for U.S. president Donald Trump’s plan to implement devastating duties on all Canadian imports to the United States.

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“With recent uncertainty stemming from geo-political tensions and threats coming from our largest trading partner, Norfolk is starting to look at procurement, ‘buy local’ Canada campaigns, and looking at strategies to help our businesses, farmers and residents.”

And Meneses said the municipality’s financial realities require continued focus.

“Advocating for additional revenue tools, looking for opportunities to control debt levels and debt-servicing costs, managing aging infrastructure in one of Ontario’s largest (geographically) municipalities, and looking for service efficiencies will remain challenges that will demand innovation, discipline and courage.”

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