STRATEGIC PLAN TOWNSHIP OF EAR FALLS
November 2015 TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
1. INTRODUCTION
December 2014 marked the beginning of a new term of Council for the Township of Ear Falls. With the beginning of a new term comes the opportunity to establish a renewed set of priorities that will guide Council’s decision-making over the coming term. To assist in establishing these priorities Council undertook the completion of a strategic plan for the Township. FOTENN Consultants was retained to facilitate the creation of the Plan, and assist Council in identifying and prioritizing their goals and objectives.
This Plan is based around a Council-adopted vision for the Township. From that, a mission statement was developed to provide overall direction to realize that vision, and a series of strategic goals and objectives were then established to assist Council to operationalize the mission.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
2. DEVELOPING THE PLAN
To develop this Plan a Consultation Strategy was developed in order to ensure that the public and community stakeholders would have the opportunity for to provide fulsome input into the development of the Plan. The Strategy was composed of 3 phases: workshops and interviews; an online survey; and visioning workshops. Additionally, existing plans, including the existing Strategic Plan, and the Township’s Official Plan were also reviewed and analyzed.
The first phase of the Consultation Strategy was conducted in July 2015, while the second and third phases were conducted through August and September 2015. The consultations were summarized in a report entitled ‘As We Heard It’ which was submitted to Council in October 2015. This report is found in Appendix I of this document.
The consultations resulted in the identification of five common themes found throughout the consultation: New economic development and tourism opportunities; Population growth and retention; Municipal services and municipal service delivery; Transportation and logistics; and Relationships and partnerships.
Visioning workshops on these themes were held to finally identify a common vision for the Township along with a series of strategic goals and objectives for Council.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
3. THE VISION & MISSION
The vision that was formed from the consultations focused on the need to ensure that Ear Falls remains a viable community that retains and attracts people and business, and can be summarized as:
“Ear Falls will be a growing and supportive community, a place where families and businesses are proud to call home.”
In order to achieve this vision Ear Falls needs to create an environment that supports it. To do this the following mission was identified:
“To make our vision a reality Ear Falls will strive to create a business and family-friendly environment that will retain and attract businesses and families.”
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
4. OUR GOALS
To operationalize this mission, the following goals and objectives where identified based on the ideas generated through community consultations:
GOAL #1: CREATE COST-EFFECTIVE SERVICE DELIVERY AND SUPPORT LOCAL BUSINESS DEVELOPMENT.
OBJECTIVES: a) Undertake a Service Delivery Review to examine opportunities for cost savings in the Township b) Organize a Buy Local Initiative, including coordinating the creation of a local business directory and organizing / hosting local market days c) Undertake a Community Improvement Plan to offer incentives for local businesses and startups
A comment heard over and over again across all stakeholders was the need to ensure that the cost of living in Ear Falls remains competitive with other areas. While the cost of utilities and goods and services are often beyond the control of the Township, there are ways in which the Township can ensure that residents and businesses are receiving the best value for their dollar.
Undertaking a service delivery review will provide opportunities to examine and rationalize service levels in the Township and examine opportunities for alternative service delivery such as shared service delivery. As Ear Falls has struggled with a declining population and tax base, there is a definite need to ensure that service levels reflect the existing population.
Business attraction and retention begins at home, while the attraction of a major employer is always an important goal of any community, support for small and existing business is just as important and can often be more fruitful. Grassroots initiatives such as the creation of a local business directory or organizing local market days provide an opportunity for residents to learn of and support the businesses that already exist in the community. They also support entrepreneurism and community pride.
Community Improvement Plans (CIP) under the Planning Act provide some of the only opportunities municipalities in Ontario have to offer direct incentives to businesses. Whether it
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
is a CIP focused on business beautification or incentives directed at new business, a CIP can provide the Township with opportunities to provide marketable and direct incentives to businesses.
GOAL #2: PROMOTE EAR FALLS AS A DESTINATION FOR TOURISTS, BUSINESSES, AND FAMILIES.
OBJECTIVES: a) Create an Economic Development Committee as a committee of Council to provide a regular forum to discuss local economic development b) Join, and actively participate in regional organizations such as chambers of commerce, tourism initiatives, and other business groups c) Examine undertaking a regional tourism strategy with neighbouring municipalities and First Nations
Despite its size, Ear Falls has a lot to offer tourists, visitors, and families. Ensuring that economic development remains a focus of council and examining ways to market and promote Ear Falls are important to ensuring success. It is also important to realize that there is strength in numbers, and taking a regional approach to economic development can provide dividends as well, by capitalising on the strengths and offerings of not just Ear Falls but the region.
Creating an economic development committee can provide regular opportunity for Council to discuss the economy and seek ways to improve it. Whether this is a committee composed of Council or of volunteers, it maintains a regular focus on the economy as a priority of Council.
Actively participating in organizations that support and champion business and business development brings Ear Falls’ voice to the table and can assist Ear Falls in developing a business network and promoting Ear Falls as a place for business. Participating in organizations such as these also allows the Township to better understand and respond to the concerns of business.
As previously mentioned, taking a regional approach to economic development permits Ear Falls and other municipalities to use economies of scale in order to offer a more diverse range of tourism opportunities to the public. This type of regional approach can also open up additional funding opportunities from higher levels of government that seek to support strategic partnerships.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
GOAL #3: ENHANCE COMMUNITY PRIDE AND BUILD A STRONGER SENSE OF COMMUNITY.
OBJECTIVES: a) Examine the feasibility of hiring an individual in the role of a Community Development Officer b) Create a Community Development Committee made up of local groups and volunteers to undertake, support, and coordinate local events c) Undertake a community beautification initiative, involving coordinated signage, landscaping, and / or wayfinding
Fostering a strong sense of community pride can provide a number of benefits to a community. It makes communities enjoyable and attractive places, which is often an unsung feature that businesses look for when wanting to locate in a community; businesses seek to locate in a community where they know their employees will be happy and productive. Families, too, seek communities that provide not only physical amenity or an affordable cost of living, but also opportunities to actively engage in their community through social networks, sports and recreation, and community events.
Community development officers can act as a linchpin between a municipality, its volunteer base, and the business community. They are individuals who are adept at organizing people and events, and whose primary job is to build ‘community capacity’, the ability of the community to take on and manage things like sports tournaments, holiday events, fundraisers, etc. As participation in traditional community groups such as the Lions, Ladies’ Auxiliaries, and Odd Fellows continues to decline, community development officers can take on the role of ensuring the continuity of these types of community efforts.
A Community Development Committee is a committee composed of members of Ear Falls’ different community groups. It provides an opportunity to bring members of Ear Falls volunteer base around the table to collectively organize events, and to leverage the work being done by community groups individually. It helps community groups stay informed of what other groups are doing and to form partnerships that can assist in lowering the burden of organizing community events and other initiatives.
People’s physical surroundings impact the way they feel about a space and a community. Attractive, well-designed places attract visitors and promote community pride. Township Departments should be encouraged each year, particularly at budget time, to examine
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
opportunities to set aside resources and time to take on beautification projects such as landscaping, signage, or banners to improve the overall presentation of the community and build community pride.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
5. IMPLEMENTATION
The ultimate responsibility of implementing the actions in this Plan lies with Council, with the support of the Chief Administrative Officer and Township Staff. There is also a strong role for the community to play in implementing the Plan as well. The following outlines an overall implementation strategy for the proposed actions.
Action Item Responsibility / Action Resources Time Frame Required Service Delivery Review CTA / Council – to engage Staff / Q1 2016 – Q2 consultants to undertake a Consultants 2016 Service Delivery Review Buy Local Initiative CTA – to provide an action Staff Q2 2016 plan on potential initiatives to be undertaken for Council Community Improvement Council / Consultants - to Staff / Q2 2017 – Q1 Plan engage consultants to Consultants 2018 undertake a CIP Economic Development CTA / Council – CTA to Staff / Council Immediate Committee establish terms of reference for an economic development committee for council to consider Join Regional Economic CTA / Council – to provide a Staff / Council Continuous Development Organizations report on potential members organizations to join, with recommendations Feasibility of a Regional CTA – to provide a report to Staff Q2 2018 Tourism Strategy council on exploration opportunities Community Development CTA – to provide a report to Staff Q1 2017 Officer council on the feasibility of hiring a community development officer
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
Build Relationships with Council and Staff – Conduct Staff / Council Continuous Corporate Stakeholders outreach to local corporate members stakeholders to assess opportunities for sponsorship. Community Development CTA/ Council – CTA to Staff / Q1 2016 Committee establish terms of reference for community a community development volunteers committee for council to consider Community Beautification CTA / Township Staff – Staff / Council Continuous Department Staff to identify potential projects yearly at budget time for council consideration.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
6. MONITORING
Regular monitoring will assist in ensuring that this Plan is implemented, and can assist Council and staff in tracking the progress of the Plan. The following monitoring actions are recommended:
1. Council should be provided a ‘year end’ report identifying progress in implementing the recommended actions. It should identify the successes, but also impediments to the implementation of the Plan. 2. Staff performance evaluations should contain reference to the Plan, and provide an opportunity to identify ways in which individual staff members have been able to support the goals and objectives of the Plan. 3. As part of the yearly budgeting process, Council should be provided a report identifying what additional capital resources are required to implement the Plan. 4. Staff reports should contain a section describing the relationship between the staff recommendation and the Plan and how, if applicable, it supports the vision and mission of the Plan.
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TOWNSHIP OF EAR FALLS STRATEGIC PLAN | 2015
APPENDIX I: ‘AS WE HEARD IT’ REPORT
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AS WE HEARD IT CONSULTATION SUMMARY
EAR FALLS STRATEGIC PLAN OCTOBER 2015
INTRODUCTION
A Strategic Plan is a roadmap that provides high-level direction for Council and staff on where to allocate scarce community resources. At its heart, a strategic plan outlines the answers to 3 important questions through the establishment of a vision, goals and guiding principles:
Vision: What do we want to see ourselves as? Goals: How are we going to get there? Principles: What will be our guiding principles in achieving the various goals?
Public participation is a key component of a Strategic Plan. An informed and engaged public is critical to ensuring better understanding and acceptance of plan that have wide-reaching implications within the community.
This document summarizes the Public Engagement Strategy for the Ear Falls Strategic Plan. This Strategy is made up of 3 phases: Workshops & Interviews; an Online Survey; and Public Workshops. This document sets out what we heard during each phase of the engagement process, and contains the full “Ideas List” generated by participants at the end of the process.
While not all of these issues and ideas will make it into the final Strategic Plan, this document serves as a record of the ideas and issues discussed as well as a clearinghouse for potential projects and initiatives that the Township and / or the community may wish to take on.
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PHASE 1: WORKSHOPS & INTERVIEWS In July 2015 the project team visited Ear Falls and completed interviews with key stakeholders and conducted a SWOT Analysis with municipal staff and Council. Out of the input gathered during the municipal staff workshop, council workshop, and stakeholder interviews, 5 common themes were identified. These themes are connected, and encompass a large number of related issues. Anonymous interview summaries are attached as Appendix A.
NEW ECONOMIC DEVELOPMENT & TOURISM OPPORTUNITIES This theme includes issues around business retention and expansion, looking for new tourism markets, creating an attractive economic environment for existing and new businesses, and improving the commercial services offered to current residents.
POPULATION GROWTH & RETENTION This theme includes retaining families and youth who are currently living in Ear Falls as well as encouraging new permanent residents to move here. It considers what makes Ear Falls an attractive place to live, and what might make it more attractive, including existing and desired family amenities (like schools and parks).
MUNICIPAL SERVICES & MUNICIPAL SERVICE DELIVERY This theme is about balancing service levels and their cost with what is sustainable given the current population. Maintaining and expanding services, including municipal infrastructure, health services, social services. This theme also looked at how to harness Ear Falls’ strong volunteer community without exhausting them.
TRANSPORTATION & LOGISTICS This was a wide-ranging theme that discussed issues relating to Ear Falls geographic location ‘off the beaten path’, such how to get people and goods into the community efficiently and affordably. It’s directly tied to economic development and tourism opportunities and how to use the existing transportation infrastructure to support the community.
RELATIONSHIPS & PARTNERSHIPS This theme looked at Ear Falls’ existing relationships with other municipalities and regional service centres were considered, including Red Lake, Dryden, and Sioux Lookout, as well as relationships with area First Nations. Broadly speaking, Ear Falls enjoys good relationships with its neighbouring municipalities, however leveraging these relationships to help grow the local economy and tourism is important. Volunteering was also discussed under this theme.
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PHASE 2: ONLINE SURVEY
In August 2015, the project team launched an online survey to gather more information from the public about their vision for the future of Ear Falls and about the 5 themes. The survey was distributed through the Ear Falls Central Facebook page, and by email to a list of key stakeholders. A “pop-up consultation station” was installed in the lobby of the Municipal Building with paper copies of the survey and a drop box where people could submit their paper surveys. 20 responses to the survey were received.
WHAT IS EAR FALLS TODAY? The first question the survey asked was “What is Ear Falls today?” The wide variety of answers people gave to that question are displayed below. People consider Ear Falls to be a friendly, safe, family-oriented community. This is a great foundation to build on!
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WHAT WOULD YOU LIKE EAR FALLS TO BE IN THE FUTURE? The second survey question asked “What would you like Ear Falls to be in the future?” This is what people said:
Overall, there was a strong emphasis on family, community, economic prosperity, and a stable and growing population.
WHAT ARE YOUR TOP PRIORTIES? The survey also asked participants what their top priorities were from the 5 themes identified during the first phase of consultation. Of the 19 people who replied to the question, 52% indicated that population retention and growth was the most important issue facing Ear Falls, while 31% of people said that new economic and tourism opportunities were the most important and 17% said municipal service delivery. No respondents chose transportation and logistics or relationships and partnerships.
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The next survey question asked people why they chose the priorities they did – in their responses, many people linked these 3 priorities: a larger population would lead to lower municipal taxes, better service deliver, and more economic opportunities. We heard that:
“We need people to stay and work in order to make the community and businesses thrive.”
The final 2 survey questions asked whether there was anything we had missed in identifying the important themes. The full results of these questions are included as Appendix B.
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PHASE 3: VISIONING WORKSHOPS
Also in August, the project team visited Ear Falls to complete a series of meetings with municipal staff, council, and the public on the 5 themes. These meetings were designed to get people thinking about the themes, both from big-picture vision perspective, and from a ground-up objectives perspective. The project team asked participants to think about what an ideal Ear Falls would look like from the perspective of each key theme, as well as about what kinds of actions would help take the community from its current state to that vision.
NEW ECONOMIC DEVELOPMENT & TOURISM OPPORTUNITIES WHAT DO WE WANT TO SEE? An Ear Falls that provide shops, services, and sustained employment opportunities for its residents and visitors.
- Booming business - Decided what we are (industry town or - Sustained employment opportunities tourist town) - Stores that supply what you need/want - Great place for families - Balanced employment - Bustling economy - Troutfest continued success - High employment - Diversifying tourism ->family - Lots of community pride opportunities - All season tourism - Winter tourism - Bring back tourist info centre - A beautiful town - Motivated employees - Tourist mapping
HOW CAN WE ACHIEVE THIS? Tourism booth at Troutfest – Organise day activities with outfitters – Throw a ‘plaza party’ – Hold social activities – Contact North – Confederation College in Red Lake – Virtual Classrooms – Small Business Training – Need to advertise – CFDC – Promotion and Advertising programming – Self Promotion – Expand the Business Directory – Hire an Economic Development Officer – Better Signage – Wayfinding – Hire a Parks and Recreation Coordinator – Beautify the main highway – Building Beautification Program – Enforce Property Standards – Economic Development Committee - Community Pride Competitions - Cottage Lots – Marina - Hiking trails - Winter recreation opportunities - Out of town promotion - Snow machine tournaments - Community newspaper - Sports tourism - Radio advertising - Safe streets – Increase our Online Presence/Social Media
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POPULATION GROWTH & RETENTION WHAT DO WE WANT TO SEE? An Ear Falls with sustainable population growth. A diverse community of 1 600 people.
- Families staying - Thriving community - Youth coming back after school - Activity - Stable population growth - Community events - Realistic expectation of amenities - Young families - Lower cost of living - Want kids to say “I want to stay here” - Back to 1600-1700 people - A good place for families - Housing boom with new homes - Modern school
HOW CAN WE ACHIEVE THIS? Amenities for kids - Planning for amenities - Coordinate efforts (ie. Bus to swimming lessons) - Community events – Hire a Recreation Director – Build New Homes - Recruitment Programs - Welcome wagon - Sports programs – Market ourselves (website) – Foster creative, positive economic development – More amenities: Airport, Ski hill, Certainty around arena - Incentives to build, or disincentives to keep vacant - Retain services - Build Community Spirit - Encourage more clubs – Schooling - Need More Available Lots for Housing
MUNICIPAL SERVICES & MUNICIPAL SERVICE DELIVERY WHAT DO WE WANT TO SEE? An Ear Falls that provides an affordable high quality of life and efficient modern services to its residents.
- Population to support service levels - Service Ontario back - Efficient modern services - Specialized health care services - Good image of the public service - Reasonable service rates - Shared services - Training opportunities for staff - Reasonable cost of living/taxes - Public that values public service + sees - Value for service received that it’s a profession
HOW CAN WE ACHIEVE THIS? Energy Efficiency Upgrades - Helping Volunteers get Qualified - Community building activities – Staff should post good news stories on social media – Ear Falls Central - Trade Show for Local Businesses - Harvest Festival - Farm Market/Market day - Increase community morale/pride – (Alternative) Service Delivery Review - Investigate shared service opportunities - Lobbying MP + MPP – Build community pride - Public engagement - College programs - More education and training for everyone
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TRANSPORTATION & LOGISTICS WHAT DO WE WANT TO SEE? An Ear Falls that has a comprehensive four-season transportation network that serves the needs of its residents and visitors and moves goods in and out of the community in an efficient and affordable manner.
- Have more “things” here - Better walking trails - More transportation options for tourism - Make it a place where - Taxi + bus snowmobilers/portages want to stop - Bike Trails + Lanes - Bring back the bus (regional) - Pamphlet marketing - Bring back railway - Airport - In-town transportation - Marina - Another route to Kenora - Snow machine - Coordinated trail system
HOW CAN WE ACHIEVE THIS? Casino Trips - Bus to swimming lessons - Bus to medical appointments - Social media to organize things - Community bus or van with volunteer driver - Better sidewalks – Rail trail, cross country trails - Get info out there: books, maps, welcome wagon - Look into rail corridor - Trail marketing/mapping - ATV – Poker Derby - Signage/mapping for trails - Map fishing spots - lake elevation maps - Portage map/routes - Comprehensive map of Ear Falls and surroundings.
RELATIONSHIPS & PARTNERSHIPS WHAT DO WE WANT TO SEE? An Ear Falls that maintains healthy relationships with surrounding municipalities and supports a healthy volunteer pool,
- Open communication - Maintain good relationships with area - Balanced give and take municipalities - Healthy volunteer pool - Regional economic development - Supported by community - Take a “front seat” for specialize - Good amount of services, clubs services - Appreciated volunteer pool
HOW CAN WE ACHIEVE THIS? Join groups like Red Lake Chamber of Commerce - Coordinated medical services that come to Ear Falls - Dances between communities - Marketing trade shows - Corporate sponsorship - Regular face to face meetings with other municipalities and First Nations - Funding for travel to meetings - Better corporate relationships and sponsorship - Cross-promotion of neighbouring communities – Rewards and incentives for volunteering - Volunteer appreciation - Promote and rebrand volunteering in Ear Falls - Volunteer recruiting database – Regular ‘Thank Yous’ for volunteers
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APPENDIX ‘A’: INTERVIEW SUMMARIES
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Introductory Note
Interviews were conducted with stakeholders identified by Township Staff. These interviews occurred on a one-on-one basis in July 2015. The following interview summaries have been aggregated anonymously to ensure that participants felt comfortable speaking freely
- What can you put in Ear Falls economically? - Taxes too high - Northwest Ontario not what it used to be - Overhead is too much cost is high in Northwestern Ontario - Water and sewer rates are too high - Nothing left here to sustain a business o Wages are steep to support - Should have a reduced rural rate o Should not have to pay for what you don’t get - Mill rate is issue, not assessment - Wage review/pay equity - Pension and benefits - Customer service is an issue - Hard to rationalize jobs for reduced population - Police o Costs o Service level - American largest portion of tourists o All over northern/central - Ear Falls is too remote and it costs too much to travel here - Need an economic development committee - Wages don’t support cost of living too far from market - Need to advertise tourism industry o Lac Seul is an important name o Fishing - How do we attract new visitors? - Township should have not sold to Domtar o No infrastructure for mine - Cottage development an opportunity o MNR don’t want it - Population- township needs to be more aggressive - Look at what Kenora is doing - Logging is a slow death o Wood is expensive - Solution is not easy o Township needs to realize township is dying o Where is this money going? - Need little solutions
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- Need municipal to look at municipal restructuring o One township from Vermillion B, Ear Falls and Red Lake - Unorganized territories, us inside o Get rid of unorganized territories - Need area rating for property taxes - Don’t nickel and dime, concentrate on big ticket items - Cost of shopping is cheaper in Dryden - Refocus priorities - Not a lot of involvement with First Nations - Senior population is high, this is a concern o Lack of services for seniors o Long term care for seniors o Have seniors in community who should be in long term care - Numbers don’t support services for seniors - There is care-giver burn-out - Assisted living would be helpful - Ambition of young population o Everyone is looking for staff o Attitude is a problem - Community is losing young people - Getting a hockey team going was great o Hockey league/play-offs o Community involvement o Rallying - Concern over losing services o Service Ontario o Loss of health and senior staff - Need things for families o +Eagle Days o Need a day camp o +Community BBQ - Winter carnival - Community events make the difference - Swimming lessons - Family services - Need community spirit - Summer activities are lacking - Hockey/skating programming does happen - Public School is always … - You want people to support what’s here - Business people need to support o Red Lake, Dryden, Winnipeg. - Health services are an important attractor - Maybe not facilities but just community spirit o Not as tight as it used to be - Township needs to take leadership role - Council need to be out there o Councillors need to be visible in community
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o Don’t just be around for the problems - How do you move forward? o Municipal support is important for community - When there are tough times visibility is important - Dogs are a local complaint - Too much negativity in the community - Too much bad news, need to concentrate on our assets - Identify community assets - Transient families + populations - Different relationships between companies and town - Additional burden on property tax base - Taxes, sewer, water are too high - 17 homes for sale- that’s a lot - $150/month for sewer and water is too much - Housing for physicians is really important - Need to maintain community to keep up community spirit - Has been difficult to attract and retain employees in Ear Falls - People do long commutes or take a temporary apartment - There’s no high school, no hospital, no retail - Lack of family services - No hair dresser - Construction activities contribute to hotels, restaurants, LCBO, gas stations - Oversupply of office and industrial space - Natural beauty - You need people where the work is - Specialized training/experience is needed - HR is supreme, it’s a large commitment - Lots of people grew up in the colony, fond memories - Portage routes around hydro stations - Revive airport o Talk to Bearskin - Cottage development - Concerns about Red Lake’s local economy - Shopping trends changing - Affordable housing - Second tier employers/jobs is an issue - Active loan portfolio - Business expansion is a problem - Complain about taxes - How do you get people to support local? - Eco-tourism- good for us - Mindset change for tourism operators o Europeans ready to travel - Infrastructure needs to change to support tourism - Fall and spring opportunities - Need to back with resources - Ear Falls needs to get the faith of the business community - Need to increase momentum and hope, need to see something is happening
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- Red Lake Chamber of Commerce o RL focused o CFDC provides admin support o Opportunities for Ear Falls
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APPENDIX ‘B’: SURVEY RESPONSES
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Question 4: please explain why you chose this as a priority
New blood is required in town and business is the only way to get there
The only way to reduce taxes without reducing services is to expand the tax base
Need more economic development and opportunites to attract and retain youth, entrepreneurs and to develop a creative economy
Larger population means larger pool to draw taxes from. Taxes are currently way higher than comparable communities
New building less services....MTO matters
As a single person, I should not have to pay the same amount for water and seweras alarge family. Charges for water should be based on use.
As a family of 4 with 2 young children, we find we are leaving town to enjoy the activities, play spaces etc offered in other towns. I took my 7 year old to play at the skate park several times this summer as there is a gap for children that age and up
in our community
Our current population is struggling with the high property taxes and water/sewer costs that continually go up. Make the costs of owning a home more affordable so people stay when they retire. Local work opportunities relate to this as well.
This will bring in more money and people to our town. Help it grow
Outrageous taxes with less services than ever
We need people to stay and work in order to make the community thrive and be a great place to raise our family.
Increasing taxes and water and sewer for residents is driving people out and scaring potential newcomers away. What little our town has/had to offer is cut. Much waste in our town office/public works. Poorly run community with no accountability to the taxpayers. Have lived here for 30+ years and have been considering moving. Sad. Used to love this community.
New economic and tourism opportunities will assist you in accomplishing your other priorities ie: will bring residents, jobs, diversify community services and forge links throughout the region.
Everything else relies on community growth, business opportunities, etc.
If our town has more people I believe it will have more services and taxes will be lower allowing more people to stay. The tax rates and lack of things to do in Ear Falls is what is holding people
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back from moving here.
That's what keeps people here... the stuff to do and services available.
We need population to sustain
It is so sad to see families that have been here for many years (even as long as seventy years) have to leave because they can't afford to pay taxes etc.
need more permanent residents contributing to economy, not only generating personal income through mine/mill
Seemed simple
Question 5: Anything we’ve missed?
Recycling Municipal Service Level Review, Parks and Greenspace/Trails plan, Affordable Lifestyles, Health and Fitness
Tax rates
Roads need major work
A paved (assessable to all) path that runs the side of the road through out town. The current one is in poor report
Transportation options for medical appts, seniors, commuters. . options would be great but probably not feasible with a small population.
Encourage housing development opportunities
Get the taxes under control instead of ripping off the people of the community
Look at creating/ building family fun places to go such as splash pad, paid boat docking such as a marina on lac seul, buisness growth opporitunities all to attract people to come and live here for years. Make the place look nice along highway corridor to invite ppl in and spend money. Summer camps for kids, better policing services. In order to build the community
to build services and retain ppl here you need to offer people things, make it nice, have township partnership with organizations and school kids to plant flowers, creat artwork for parks, etc. Use what they can instead of just raising taxes.
Get the way this town is run and the waste of money from our town office/"leaders" in control so other things might improve. People can't afford the high taxes here especially when there is little to nothing offered in return.
Town Pride, I believe there is none. I pick up huge amounts of garbage around town, plant flowers around town etc. If there
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were pride others would pick up the garbage and maybe pull a weed in a public garden or water the flowers up town because someone forgot to and they are dying.
Keep cleaning up the town (demolishing trailers and old buildings) - good to see council taking action on that.
n/a
lowering taxes
art, culture
Question 6: Any other comments or concerns?
We have been offered to relocate for work and unfortunately we are taking the opportunity as there is just not enough for our children in Ear Falls. Sure wish someone would have listened to our concerns years prior
An efficiency expert should have a look at how our current tax dollars are being spent - we don't have the population to support some of the high incomes in the town office.
We need Ear Falls to grow as a community. We have too many businesses for sale Pursue the Detector Lake cottage plan again
There are about 30 houses for sale in town and about every second business is for sale. People want out because of lack of services and rediculous taxing. People have even went to the extent of giving up their homes to the banks to get out. We pay
some of the staff of Ear Falls a ridiculous amount of money for the job that they do
Build a splash pad, offer better daycare availability and more spots, skate park, marina docking, policing services, street lights in areas where there are none. Recreation paths and recreation person to organize things rather than burning out volunteers. More HUB hours, library drop box outside. Ontario Services office, passport time, nursery school, summer swimming lessons at waterfront.
Clerk treasurer, mayor and council are major concerns.
Municipal leaders should be leading by example, not circumventing procedures and gossip mongering.
I have lived in this town for 52 years and HAVE to leave because my retirement fund will not allow me to stay as it is too expensive to live here.
Taxes that are balanced with services provided. Nice to see the town buying a good grader that is used in rural areas.
n/a
Once again, talking to people who have lived here all their lives putting their houses up for sale and moving on because they are not able to pay taxes. We hope to retire here (after living here for sixty years) but the cost of taxes water + sewer leave
us wondering if it will be possible! The transient people will not keep the town going!
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1. mural paint - off during trout fest to promote town 2. arts + crafts showcase at the legion ft. nearby communities
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Municipality of Red Lake
Strategic Plan
2016-2020
February 2016
Consulting and MNP LLP Advisory Services 2500 – 201 Portage Ave. Winnipeg, MB R3B 3K6
Contents
Introduction ...... 1 The Environment for Planning ...... 2 Our Mission, Vision and Values ...... 4 Current State Summary ...... 6 Strategic Directions ...... 7 Strategies and Objectives ...... 8 Performance Measures...... 11 Implementation ...... 12
TableTable of ofContents Contents Prepared Prepared by by Municipality of Red Lake Strategic Plan
Introduction
The Municipality of Red Lake’s Strategic Plan but it does have several distinguishing fits within a framework and context of existing elements that require tailored solutions. plans. The overarching plan for the community Council and the senior administrative team is the Sustainable Community Plan, which have worked together to define the vision, reflects the community’s vision, and provides a goals and strategies for the Corporation of the high level, long term plan for the community. It Municipality of Red Lake. We have includes roles for the Municipality as well as collaboratively requested and listened to input community organizations and other levels of from Red Lake citizens, municipal staff, government. The Strategic Plan captures the business and community leaders through vision and direction specific to the public consultations, written feedback, Municipality’s own mandate, and reflects the interviews and surveys. We have coupled this strategies it will employ to create a sustainable input with statistical data and worked closely environment in which citizens and business together to develop this inspirational and can thrive. The Municipality’s Strategic Plan is practical road-map for the next five years. a key document that provides direction for This Strategic Plan is intended to be a ‘fluid’ further levels of planning; operational, document that provides clear direction and departmental and staff performance establishes the foundation for organizational management plans all link back to the and operational decisions but is also regularly Strategic Plan. reviewed and enhanced based on internal The Municipality of Red Lake (Red Lake) is not and external environmental changes. unique in Canada in the challenges it faces,
Pg 1 Prepared by Municipality of Red Lake Strategic Plan The Environment for Planning
Setting direction to support the long term qualifications. Post-secondary education is success of a community requires a clear available in the community through the understanding of the internal and external Confederation College extension campus and environment and how these factors relate to distance education courses facilitated through the future success of the Municipality. An Contact North. environmental scan was prepared to support Red Lake residents enjoy a higher rate of planning discussions, and includes a review of employment and higher median household current economic and social conditions, income compared to Ontario as a whole, community priorities and external influences. however there is a large gap between high Priority issues from the environmental scan wage earners in the mining industry and those were identified in discussion and are working in the retail and service sector. The highlighted below. high cost of transporting goods to this Like many Northwestern Ontario communities, community located ‘at the End of the Road’, Red Lake is experiencing minimal population and the cost of development on the Canadian growth (3.2% from 2006 to 2011). The Shield bedrock contribute to the high cost of population is somewhat younger than in living and doing business in Red Lake. Ontario as a whole, with a median age of 38. Currently, Red Lake’s economy relies primarily However, like the rest of Canada, Red Lake is faced with the realities of an aging baby on the gold mining industry, which experiences highs and lows as the price of gold fluctuates. boomer population, which include a This industry provides well-paying jobs for a diminishing workforce, requirements for large percentage of Red Lake’s workforce, appropriate housing and transportation options, and additional health and social and also employs a number of people on a “fly-in / fly-out” basis. It also creates an services. Retention of the community’s youth environment where it can be difficult for post high school continues to be a challenge. employers in the retail and service sectors to The Indigenous population represents 18% of compete for workers. When gold prices are Red Lake’s residents, and is part of our rich high, it can contribute to high prices for market cultural heritage. There is an opportunity for housing in the community. more involvement of Indigenous people in our Flat population growth and a reliance on a business community and in preparing Red Lake single industry has impacted the desire of to be a welcoming regional service hub for businesses to invest in Red Lake, which has northern communities. contributed to a declining industrial, retail and Red Lake’s population is generally well- commercial area. Many residents regularly educated, with an above-average number of purchase a significant amount of goods from citizens possessing apprenticeship and college outside the community.
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The Municipality of Red Lake is composed of five geographically dispersed communities, each originating around a mine site. Servicing these communities requires duplication of water and sewer infrastructure.
A major opportunity on the horizon for Red Lake is the road that will provide access to Red Lake for over 12,000 individuals living in the surrounding First Nations communities. The ‘Road North’ presents new collaborative business and social opportunities. awareness, understanding, transparency and The potential designation of Woodland accountability. Caribou Provincial Park as a UNESCO World Other priorities for Red Lake expressed by Heritage Site presents opportunities for an citizens during the consultation process expanded tourism industry in Red Lake. include: CITIZEN PRIORITIES Attracting and retaining residents and businesses, which would include: Citizens of the Municipality of Red Lake o Increasing housing options for a expressed their views on the current variety of income levels, seniors, and environment through interviews and public transitional or ‘assisted living’ housing meetings held in November 2015. Through o Developing regional and local these consultations, we heard citizens tell us public transportation options they want more information about what the o Further investment in infrastructure, Municipality is doing to address the needs of including recreational opportunities the community and its members, and what o Continuing to expand access to results are being achieved. This desire for more Healthcare timely information will help to increase Economic stability / diversifying Red Lake’s economy Preparing for the opportunities available and need for services when the Road North is completed Following through on implementation of the Municipality’s various plans, evaluating and reporting progress, and adjusting as required.
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Our Mission, Vision and Values MISSION
The Municipality of Red Lake exists to create a sustainable environment in which citizens and business can thrive.
VISION
The Municipality of Red Lake will be a vibrant, attractive, sustainable community.
Modern, Responsive More People, Efficient Regional More Operations & Service Hub Businesses Infrastructure
A Vibrant, Attractive, Sustainable Community
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VALUES AND BELIEFS At the Municipality of Red Lake . . .
WE VALUE
Integrity - We will act in an honest, reliable and trustworthy
way in all of our interactions with each other and the public. Our stakeholders can expect to be treated with consistency and fairness.
Transparency and Accountability - We will openly provide timely and accurate information about municipal strategies and actions, and measure and report results as stewards of the Municipality’s resources.
Excellence - We strive to achieve the highest standards in everything we do.
Respect - We treat our employees and community members with mutual respect and sensitivity, recognizing the importance of diversity.
WE BELIEVE IN
Leadership - We believe the Municipality has an important role in stimulating and supporting collaboration within our community and across the region to achieve our common goals.
Engagement - We believe our best path forward will be found through listening, joining and enabling conversation with the community and our regional, provincial, federal and global partners.
Flexibility - We believe our future depends on being adaptable – responding resourcefully to the changing environment.
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Strengths and Weaknesses are internal to the municipality and provide both a foundation for growth and targeted areas for improvement.
Opportunities and Risks are external to the municipality. While beyond its control, the municipality can recognize and capitalize on opportunities or take action to reduce exposure to risks.
Strengths Weaknesses Friendly, safe community Landfill capacity Rich outdoor lifestyle Aging water systems, streets Partnerships Lack of active transportation routes Recent development projects Electric power reliability, capacity Helpful, friendly municipal staff Coordination of marketing/promotional efforts Public communication, engagement Engagement with urban Indigenous community Focus on improving efficiency Daycare capacity, flexibility Snow removal, recycling, basic infrastructure, Public transportation public safety services Recreational programming Well-maintained facilities Accountability / reporting to community Recreation options Municipal management systems Education Child care / early learning Current State Opportunities Risks Road North: labour supply, commercial Single industry town, fly-in / fly-out workers demand, tax base Flat population growth Regional hub for health and social services Not 'ready' for increased demand on services Tourism industry, beyond hunting and fishing from population increase or Road North Value added forest products Land constraints on growth Technology enabled service amalgamation Limited affordable housing options (schools/libraries) High cost of living Social media for public communication Declining retail and commercial area Common interests with regional First Nations communities Retail leakage Work with Indigenous organizations to create a Disjointed communities welcoming environment Indigenous people may not feel welcome Volunteer burnout
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Strategic Directions
Towards a Responsive • Prepare for the Road North Regional Service Hub • Expand Government Investment
Towards More People, • Stimulate Business Development • Revitalize Downtown and Enhance More Businesses Neighbourhoods
Towards Modern, • Targeted Investments in Infrastructure Efficient Operations & • Efficient, Citizen Centred Services Infrastructure • Expand Municipal Revenue
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Strategies and Objectives
STRATEGIES are the method or plan chosen to bring about a desired future – the high level HOW to achieve our vision.
OBJECTIVES are clear, measureable steps to move a strategy forward. Towards a Responsive Regional Service Hub
Strategy 1- Prepare for the Road North Target for Completion
OBJECTIVES 2016 2018 2020 Develop partnerships with Indigenous organizations to understand barriers, improve welcome for Indigenous peoples
Support First Nations to develop shared agreements for road/bridge Stimulate and support connections to and within Indigenous business community Evaluate and report on social and economic impact of year-round road access to northern communities Research and learn from experience of other communities Spark development of shared strategy for health and social services Prepare and design health and social services hub Investigate partnerships with organizations to service north
Strategy 2 – Expand Government Investment Target for Completion
OBJECTIVES 2016 2018 2020
Develop succession plan for lobbying / advocacy capabilities
Maximize delegation opportunities
Create high value opportunities for Ministerial /Deputy Minister visits
Develop collaborative lobbying strategy
Develop joint communication plan on key strategies
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Towards More People, More Businesses
Strategy 3 – Stimulate Business Development Target for Completion
OBJECTIVES 2016 2018 2020
Facilitate connection and realignment of businesses with economic development organizations
Increase intensity of Business Retention and Expansion strategy
Create land inventory for serviced industrial and commercial development
Strategy 4 - Revitalize Downtown and Enhance Neighbourhoods Target for Completion
OBJECTIVES 2016 2018 2020 Support and celebrate volunteerism
Develop a vision and strategy for downtown revitalization, capitalizing on waterfront Expand beautification of entrance to Red Lake Stimulate multi-unit seniors’ assisted housing initiatives Support continued development of outdoor recreation cluster Expand opportunities for active transportation / walkable communities Facilitate development of market housing affordable for the population
Towards Modern, Efficient Operations & Infrastructure
Strategy 5 – Targeted Investments in Infrastructure Target for Completion
OBJECTIVES 2016 2018 2020
Partner with Kenora, KDMA, NOMA, First Nations to investigate the opportunity to access electric power from Manitoba
Secure partner for development of funded brownfield site
Develop community improvement plan (to enable access to funding) Investigate waste transfer site Identify criteria to prioritize infrastructure projects
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Strategy 5 – Targeted Investments in Infrastructure Target for Completion
OBJECTIVES 2016 2018 2020 Establish prioritized infrastructure refurbishment plan Execute infrastructure improvements according to plans (1-3-5 years)
Investigate alternative funding structures Expand shared services agreement regarding waste transfer
Develop a long term waste management strategy Inventory and evaluate brownfield sites for re-development
Strategy 6 – Efficient, Citizen Centred Services Target for Completion
OBJECTIVES 2016 2018 2020 Evaluate options for continued provision of daycare services Develop plan for refurbishment of existing arena Ensure efficient, effective Municipal staff, supported by professional development plan
Increase participation in recreational opportunities
Recognize opportunities and continue to centralize services where able to support community needs Confirm direction for potential future multi-use/stand-alone facilities Evaluate local transportation strategy Develop tools to measure performance (e.g., culture index, citizen satisfaction, municipal efficiency) Develop long-term strategy for efficient service delivery model
Strategy 7 -- Expand Municipal Revenue Target for Completion
OBJECTIVES 2016 2018 2020 Evaluate new / alternative sources of revenue Evaluate opportunities to increase self-sustainability of Municipal services Complete occupancy of Highway Commercial development
Pg 10 Prepared by Municipality of Red Lake Strategic Plan Performance Measures
Performance measures provide a means of evaluating progress, understanding where adjustments in strategy may be required, and reporting to the public. The following set of performance measures will form the basis of future reporting for the Municipality of Red Lake.
Measure Responsive Service Regional Hub More More People, Business efficient Modern, and operations infrastructure
Community culture index Active partnerships Federal and provincial commitments Community ‘readiness’ for growth Population
Business growth and diversification
Visitors, Perception
Recreational programs and participation
Length of safe active transportation routes
Seniors/affordable housing units
Municipal revenues and financial stability
Infrastructure refurbishment and capacity (investment, percent complete)
Municipal efficiency
Citizen satisfaction
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The results of this Five Year Strategic Plan will be communicated to staff by the CAO, and used by Council to provide direction for their decision-making.
Progress against this plan will be reviewed annually beginning in 2016 by Council. The annual review should also include reviewing the plan to ensure it remains valid, and updating strategies and objectives to support the vision and strategic directions. Progress against this plan will be communicated to the community in an annual “Report to the Community”.
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