Marmora and Lake

Municipality of November 16, 2011 Marmora and Lake

Integrated Community Sustainability Plan Marmora and Lake ICSP November 16, 2011

Submitted To: Submitted By:

Municipality of Marmora and Lake Attn: Typhany Choinard Economic Development/Tourism Tweed, ON K0K 3J0 Manager/Deputy CAO Vicki McCulloch 613-472-1515 (T): 613-478-2020 x 1 Economic Development/Tourism [email protected] Manager www.dpra.ca [email protected] www.marmoraandlake.ca

Marmora and Lake ICSP November 16, 2011

TABLE OF CONTENTS

List of Figures ...... iii List of Tables ...... iii Acknowledgments ...... iv Executive Summary ...... v 1. Introduction ...... 1 1.1 Background ...... 1 1.2 What is Sustainable Development? ...... 4 1.3 What is an Integrated Community Sustainability Plan (ICSP)? ...... 4 1.4 Why Develop an Integrated Community Sustainability Plan? ...... 5 2. Developing the Plan ...... 7 2.1 ICSP Process ...... 7 2.2 Key Project Tasks ...... 7 2.2.1 Background Research ...... 8 2.2.2 ICSP Committee ...... 8 2.2.3 Community Asset Mapping Process...... 8 2.2.4 Communications and Social Media ...... 8 2.2.5 Presentations to Local Organizations ...... 9 2.2.6 Initial Round of ICSP Planning Sessions ...... 9 2.2.7 Additional Consultation Activities ...... 10 2.2.8 Second Round of ICSP Meetings ...... 11 2.3 ICSP Framework ...... 11 3. Vision & Values...... 12 4. Action Plans (Goals, Objectives and Actions) ...... 14 4.1 Cultural ...... 14 4.1.1 Cultural Overview ...... 14 4.1.2 Cultural Goals, Objectives and Actions ...... 16 4.2 Economic ...... 19 4.2.1 Economic Overview ...... 19 4.2.2 Economic Goals, Objectives and Actions ...... 22

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4.3 Environmental ...... 25 4.3.1 Environmental Overview...... 26 4.3.2 Environmental Goals, Objectives and Actions ...... 27 4.4 Social ...... 29 4.4.1 Social Overview ...... 29 4.4.2 Social Goals, Objectives and Actions...... 31 5. Implementation Strategy ...... 34 5.1 Proposed Guiding Principles ...... 34 5.2 Linkages to Existing Plans and Programs ...... 35 5.3 Integration of the ICSP into Day-to-Day Operations - Staff and Council ...... 35 5.4 Building Community and Council Support ...... 36 5.5 Building Partnerships & Identifying Priorities ...... 36 5.6 Ensuring Continual Review and Renewal of the ICSP ...... 36 Appendix 1: Bibliography ...... 1-1 Appendix 2: Asset Mapping ...... 2-1 Appendix 3: Marmora & Lake ICSP Survey Instrument ...... 3-1 Appendix 4: Marmora & Lake ICSP Brochure ...... 4-1 Appendix 5: Marmora & Lake ICSP Planning Session Posters ...... 5-1 Appendix 6: Round 2 Consultation Comment Sheet ...... 6-1

LIST OF FIGURES

Figure 1: The Municipality of Marmora and lake...... 1 Figure 2: Municipality of Marmora and Lake in Hastings County ...... 2 Figure 3: Four Pillars of Sustainability ...... 5 Figure 4: ICSP Process ...... 7 Figure 5: Marmora & Lake's Twitter Page ...... 8

LIST OF TABLES

Table 1: What Do We Value Most? ...... 12

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ACKNOWLEDGMENTS

The Municipality of Marmora and Lake would like to thank all of the many individuals and organizations who gave their time, talent and ideas to make this project. While not everyone who participated can be mentioned, we would like to specifically thank those who provided the impetus, guidance, feedback and time to make this Plan a reality.

Citizens and Organizations of Marmora and Lake  The individuals and organizations who came to presentations, meetings or sent in feedback that has contributed to the development of the ICSP  Students from Sacred Heart Catholic School, Earl Prentice and Marmora Senior Public Schools

ICSP Sub-Committee of the Economic Development Committee  Linda Bracken  Vicki Best  Spiros Mireanos  David Allester  Michelle Goguen

Municipality of Marmora and Lake Council:  Terry Clemens, Reeve  Rita Cimprich, Deputy Reeve  Linda Bracken, Councillor  Elaine Jones, Councillor  Sandy Fraser, Councillor

Staff:  Typhany Choinard, Economic Development/Tourism Manager  Ron Chittick, Chief Administrative Officer

DPRA Canada  Vicki McCulloch and Don DeGenova

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Marmora and Lake ICSP November 16, 2011

EXECUTIVE SUMMARY

Introduction

Nestled midway between Toronto and Ottawa in Hastings County, the Municipality of Marmora and Lake has a history dating back almost 200 years. Marmora and Lake has undertaken the process to develop an Integrated Community Sustainability Plan (ICSP) that will be used by Council, staff, and residents as a tool for building a stronger, creative, vibrant and sustainable community. Municipalities across Canada are developing ICSPs as a framework or mechanism to implement actions that will lead them in a sustainable direction over the long-term. The ICSP will assist the Municipality in achieving long-term well-being by focusing on the priority issues that Marmora and Lake faces over the short and longer-term. Local preparedness is key to facing and mitigating challenges and taking advantage of opportunities.

Sustainable development recognizes that the natural environment, economic and social development, and culture are the four fundamental pillars of community, are mutually dependent, and must be in balance. An ICSP is a long-term plan. It is based in the values, goals and projected future needs of the community, providing a common vision to work towards, and guiding citizens and the community as a whole towards a sustainable future. An ICSP looks at all aspects of the community from a four-pillar sustainability perspective, as summarized below:

 Cultural – arts, heritage, events and festivals, sports and recreation  Economic – business, industry, tourism, agriculture, employment, jobs  Environmental - air, water, land, flora and fauna, and the ecosystems we are part of  Social - health and social services, housing, education, youth, volunteers

On this broad but focused basis, the ICSP looks at all aspects of community life and develops strategies to integrate these four pillars. This will lead to more efficient and effective community management and development. It will ensure Marmora and Lake remains competitive in today's marketplace, but ultimately the goal of the ICSP is to keep the community moving forward as a healthy and happy place to live, work, and play.

Developing the Plan

The ICSP process includes five steps as outlined in the figure below. Marmora and Lake has completed Step 3 of the process (second round of consultations).

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This Plan is based on background research as well as consultation and engagement activities, including:  Guidance from a six-person ICSP Committee (a sub-committee of the Economic Development Committee)  A community asset mapping process  Communications via the municipal website and social media  An ICSP brochure and survey (available at the Tourism Center and on-line, and distributed at presentation/events)  Presentations to local organizations  The initial round of ICSP planning sessions with community members (June 15 and 18, 2011)  The second round of planning sessions where the draft ICSP was reviewed with community members (October 20, 2011)  Staff interactions with community members at events such as SnoFest, the Farmers Market, and the Marmora Pumped Storage Public Information Session  Students at Marmora elementary schools prepared drawings/posters showing their favourite aspects of the community, and statements about “I like Marmora because…”

Vision and Values

The Municipality of Marmora and Lake has developed the following vision statement that will be used to guide the ICSP:

“Marmora and Lake will continue to be a small thriving Municipality in Ontario; a desirable place to work, live, vacation and retire; by providing a clean natural environment, varied sources of recreation, excellent services and reasonable taxes.”

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During the consultations, valued community characteristics were identified by residents that support this vision. Responses to the following questions formed the goals, objectives and actions identified for each of the four pillars: 1. “What do you value most about the Municipality of Marmora and Lake today? 2. “What goals and objectives should we move towards in our vision for the future? 3. “What specific actions or ideas do you have for achieving these goals?”

Action Plans (Goals, Objectives and Actions)

The Action Plans presented in the Plan include background information as well as the goals, objectives and actions related to each pillar - Cultural, Economic, Environment and Social. The identified goals for each of the four pillars are summarized below.

Cultural Economic  Goal C-1: Showcasing and Promoting Arts and  Goal EC-1: Ensuring Economic Growth and New Culture Jobs  Goal C-2: Recognizing and Protecting History  Goal EC-2: Expanding and Promoting Tourism and Heritage as an Economic Driver  Goal C-3: Continue to Lead Active Lifestyles  Goal EC-3: Expanding and Supporting the Arts  Goal C-4: Continue Life-Long Learning and Culture Economy  Goal EC-4: Supporting the Agricultural Sector

Environment Social  Goal EN-1: Caring for Air, Water, Soil, Flora  Goal S-1: Provision of the Best Health and and Fauna Social Services  Goal EN-2: Reducing Waste  Goal S-2: Engage Youth and Keep Them  Goal EN-3: Addressing Climate Change Involved  Goal S-3: Establish and Maintain Housing Options  Goal S-4: Support and Encourage Volunteers  Goal S-5: Maintain and Enhance Municipal Facilities and Services

The ICSP identifies 25 cultural actions, 44 economic actions, 20 environment actions and 269 social actions - 115 proposed actions in all. The goals, objectives or actions have not been prioritized. They will be further reviewed by Council, staff and the community to identify gaps, establish timelines, set priorities and identify leads/ participants/ stakeholders (i.e. roles and responsibilities). It is noted that the four pillars are closely linked, and many of the goals, objectives and actions are intertwined.

Implementation Strategy

Guiding principles are proposed to guide the implementation of the ICSP. Each of the proposed actions may have several subsequent activities necessary to carry them to fruition. It is important to note that the proposed actions have not been prioritized in any way by Council. Council will continue to review the proposed actions and identify those that are within the Municipality’s mandate, and then further

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Marmora and Lake ICSP November 16, 2011 evaluate them using a series of criteria to determine which should become Council priorities in the short and longer-term.

In order to move in a sustainable direction the Municipality of Marmora and Lake, over the short and long term, needs to place strong emphasis on the actions identified in the Plan. There are a number of tasks that need to happen to make sustainability a reality in Marmora and Lake; these include:  Clarifying linkages of proposed actions to existing plans and programs  Integration of the ICSP into the day-to-day operations of Staff and Council, and the planning activities of other organizations  Continuing the work of the ICSP Committee and Municipal staff responsible for developing the Plan  Building community and Council support  Building partnerships to move forward on priority actions  Ensuring continual review and renewal of the ICSP, linked to annual budget and business planning

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1. INTRODUCTION

The Municipality of Marmora and Lake has undertaken the process to develop an Integrated Community Sustainability Plan (ICSP) that will be used by Council, staff, and residents as a tool for building a stronger, creative, vibrant and sustainable community. 1.1 Background

Figure 1: The Municipality of Marmora and lake

Nestled midway between Toronto and Ottawa in Hastings County, Marmora and Lake has a history dating back almost 200 years. Mining activities began in 1820, focused on the region’s vast iron ore, copper, gold and silver resources. The name “Marmora”, which is Latin for marble, points to the significance of mining in the region’s history. The growth of Marmora and Lake has been the result of amalgamation with other Townships and Villages. In 1998, Deloro (which was the smallest incorporated village in Ontario at the time) amalgamated with Marmora. The size of Deloro today belies its past as a significant town built on the success of its gold mine. Three years later, on January 1, 2001, the Municipality of Marmora and Lake was formed through the amalgamation of Marmora, Deloro, Marmora Township and Lake Township1. Figure 1 shows the Municipality of Marmora and Lake, including the village of Marmora and the hamlet of Deloro.

1 Municipality of Marmora & Lake, N.Db

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Hastings County is comprised of 14 lower-tier member municipalities. The Municipality of Marmora and Lake is located on the south-western boundary of the County, north of Stirling-Rawdon Township, south of Wollaston and east of Peterborough (see Figure 2).

Figure 2: Municipality of Marmora and Lake in Hastings County

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A review of some key demographic statistics from the 2006 census provide insights into some of the challenges faced by Marmora and Lake, as well as potential opportunities2:  In 2006, Marmora and Lake had a population of 3770, an overall increase of only 0.7% since 19963. This compares to population changes of 3.4% and 13.0% for Hastings County and Ontario, respectively. The population declined from 3,880 in 2001. Of 14 municipalities in Hastings County, Marmora and Lake and the Town of Bancroft are the only two that have experienced a decline in population growth ( – 1.83% and – 6.14% respectively) between 2001 and 2006. All other municipalities in the County registered positive growth rates.  The population of Marmora and Lake is proportionately older, with the population aged 55 or over at 32.4% compared to Hastings County (29.2%) and Ontario (24.1%)  The degree of in-migration (persons moving to the region in the past five years) is similar in both Marmora and Lake/Hastings County (approximately 21%), slightly higher than for Ontario (17.9%)  The average value of dwellings in Marmora and Lake is significantly less ($181,290) than in Ontario ($297,479). The average value is very similar for Hastings County as a whole ($181,719).  The percentage of owned dwellings in Marmora and Lake (82.2%) is higher than in Hastings County (72.9%) and Ontario (71.0%). Conversely, the percentage of dwellings rented is lower.  Rents are cheaper in Marmora and Lake compared to Hastings County and Ontario, and have increased at a slower rate (2.9% between 1996 and 2006, compared to 14.8% and 22.8%).  Median household income in Marmora and Lake ($39,743) was significantly less than Hastings County ($49,811) and Ontario ($60,455).  In 2006, the unemployment rate in Marmora and Lake was 7.7%, slightly higher than Hastings County (6.1%) and Ontario as a whole (6.4%).  Educational attainment is generally lower in Marmora and Lake, with 35.9% of the population 15 or over having less than high school (compared to 27.6% in Hastings County, and 22.2% in Ontario).

Additional background on the Municipality of Marmora and Lake is available from the following sources:

 The municipal website (www.marmoraandlake.ca)  Municipality of Marmora & Lake: Community Profile (2011)  Marmora & Lake Investment/Relocation Information Package (2010)  Marmora & Lake Destinations, Tourist Attractions, Events (undated).

2 Additional profile information for Marmora and Lake can be found in the Municipality’s ‘Community Profile (March 28, 2011). Statistics comparing key indicators for Marmora and Lake, Hastings County and Ontario can be viewed at data.cid- bdc.ca/tableviewer/document.aspx?IF_Language=eng&BR_CSD_CODE=3512046#. Data from the 2011 census are not yet available.

3 It is noted that the population changes are complicated by amalgamation activities in 1998 and 2001.

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Highlights from these and other sources are provided in Section 4 of this ICSP. 1.2 What is Sustainable Development?

There are many definitions of ‘sustainable development’. The United Nations World Commission on Environment and Development (Brundtland Commission)4 first defined sustainable development in 1987:

"Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”

In Marmora and Lake’s case, it has been simply defined as “Enough for all forever” (as stated by an African Delegate to the Johannesburg World Summit on Sustainable Development [Earth Summit 2002]).

Sustainable development recognizes that the natural environment, economic and social development, and culture are the four fundamental pillars of community, are mutually dependent, and must be in balance. We will only be able to ensure our own health, safety and happiness, as well as that of our children and grandchildren, neighbours and fellow citizens when we achieve this balance.

1.3 What is an Integrated Community Sustainability Plan (ICSP)?

An ICSP is a long-term plan. It is based in the values, goals and projected future needs of the community. It provides a common vision to work towards, and guides citizens and the community as a whole towards a sustainable future.

An ICSP looks at all aspects of the community from a four-pillar sustainability perspective, as shown in Figure 3 and summarized below:

4 Brundtland, G. (ed.), (1987), "Our common future: The World Commission on Environment and Development", Oxford, Oxford University Press. pg 4

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Figure 3: Four Pillars of Sustainability

Environmental Economic

Sustainability

Social Cultural

1.4 Why Develop an Integrated Community Sustainability Plan?

Municipalities across Canada are developing ICSPs as a framework or mechanism to implement actions that will lead them in a sustainable direction over the long-term.

The Federal Government has been providing funding to environmentally sustainable municipal infrastructure projects and capacity building projects. One such program, the Gas Tax Fund supports reduced Greenhouse Gas (GHG) Emissions and cleaner air and water. In order to continue receiving these funds, municipalities must complete an ICSP by 2014. The federal requirements for an ICSP include:  A coordinated approach to community sustainability (e.g. linkages of various plans, planning and financial tools that contribute to sustainability objectives);  Reflection and integration of social, cultural, environmental and economic sustainability objectives in community planning;  Collaboration with other municipalities, where appropriate, to achieve sustainability objectives;  Engaging residents in determining a long-term vision for the municipality5.

The Marmora and Lake ICSP will assist the Municipality in achieving long-term well-being by focusing on the priority issues that Marmora and Lake faces over the short and longer-term. It will build on the many good things that are happening in the community, identifying a path forward based on the vision and ideas of community members. Local preparedness is key to facing and mitigating challenges and taking advantage of opportunities. It has been shown that communities are able to better cope with change when a plan is in place.

5 Infrastructure Canada, 2005

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Marmora and Lake has focused on identifying its priorities and becoming aware of the issues it faces. The ICSP facilitates the establishment of a policy and funding framework needed to guide implementation, document success and be flexible to changing and evolving priorities.

The ICSP is a collaborative and inclusive community planning tool that identifies the desired future for the community; what it looks like, how it functions, and how to achieve the vision for the future. The Municipality of Marmora and Lake’s existing policy documents, implementation tools, business plans and budgets may need to be updated to reflect the vision, objectives and actions outlined in the ICSP in order to engage in a process toward a desired future. More specifically, the ICSP will be actively used as a planning and decision making tool by Council to demonstrate their commitment to forward thinking and a governance model that includes sustainability.

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2. DEVELOPING THE PLAN

2.1 ICSP Process

The process to develop the ICSP to date has included background research and consultation to identify community needs and aspirations for the future of the municipality. The ICSP process includes five steps as outlined in Figure 4. Marmora and Lake has completed Step 3 (second round of consultations) of the process. The most important area of consideration in this process is the consultations with the public, staff and stakeholders. For an ICSP to succeed, community input is integral, as it promotes collective responsibility over the implementation of the plan.

Figure 4: ICSP Process

2.2 Key Project Tasks

Additional information on the key project tasks including background research and consultation activities is provided below.

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2.2.1 Background Research

This task included collecting, reviewing and analyzing documents from a wide variety of sources, including programs, policies, literature and studies. The Municipality’s existing initiatives and programs, studies and master planning documents were examined. Hastings County’s relevant documents were also reviewed. Appendix 1 includes a list of documents that were reviewed as part of the process of developing the ICSP.

2.2.2 ICSP Committee

A six-person ICSP Committee (a sub-committee of the Economic Development Committee) was established to assist with the ICSP planning process. The following meetings were held to discuss the process and provide updates on the ICSP development:  Meeting #1 (May 10, 2011)  Meeting #2 (June 1, 2011)

2.2.3 Community Asset Mapping Process

Figure 5: Marmora & Lake's Twitter Page

2.2.4 Communications and Social Media

The Marmora and Lake website (www.Marmoraandlake.ca ) was used to advise residents, business owners and community organizations about the development of the ICSP, and offered the option of having an introductory presentation. A survey (available on the website and distributed at presentations and events in the community) provided year-round and seasonal residents with an opportunity to provide input to the development of the ICSP. A copy of the survey is provided as Appendix 3.

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Information about the ICSP and opportunities for involvement was also communicated through social media (Marmora and Lake Facebook group page [over 600 members] and Twitter [@MarmoraandLake]) as well as print media (a number of articles in local papers on the ICSP process and consultation events).

An ICSP brochure was developed that included information on sustainable community planning, the process to develop the ICSP and opportunities to get involved. The brochure was available at the tourism office and other community locations. The Marmora and Lake ICSP Brochure is provided in Appendix 4.

2.2.5 Presentations to Local Organizations

Beginning early in 2011, Marmora and Lake’s Economic Development /Tourism Manager began a series of presentations to local organizations, outlining the proposed ICSP process and opportunities for participation. These presentations included:

 Economic Development Committee (January 24th, 2011)  Community Meeting (February 16th)  Farmer’s Market Vendor Luncheon (March 31st)  Lions Club (April 12th)  Marmora and Seniors Club / Legion Lunch (April 20th)  Artists in Motion / Crowe Valley Conservation Authority (May 18th)

2.2.6 Initial Round of ICSP Planning Sessions

The initial round of public consultation consisted of two events held Wednesday June 15 (7-9 p.m.) and Saturday June 18 (1-3 p.m.).At each event, the Economic Development /Tourism Manager provided an introductory presentation on the ICSP process. DPRA staff members served as facilitators, guiding participants through a series of brainstorming sessions, each addressing a pillar (i.e., Social, Cultural, Economic, and Environment).

The facilitators took flipchart notes documenting the discussion of three questions for each of the four pillars:

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1. “What do you value most about the Municipality of Marmora and Lake today?” This question was framed to elicit the values that people hold most dear about their home place. What are the things that must not change? What do we want to keep as part of our future?

2. “What goals and objectives should we move towards in our vision for the future?” This question was intended to seek the goals or objectives that people have for the future. These would be the broad changes they would like to see happen. These goals and objectives may relate to current valued characteristics, or to things that are missing today.

3. “What specific actions or ideas do you have for achieving these goals?” This was a question probing actions, things that can be initiated as soon as possible to start change and bring on the desired future.

The poster used to advertise the sessions is provided as Appendix 5.

2.2.7 Additional Consultation Activities

There were a number of additional community events where Marmora and Lake staff met informally with community members, distributing the brochure and surveys and engaging in conversations. The events included:  SnoFest (February 5th and 6th)  Marmora and Lake Farmers Market (May 21st)  Students at Marmora elementary schools prepared drawings/posters showing their favourite aspects of the community, and statements about “I like Marmora because…”. These were displayed at the June 2011 planning sessions.  Marmora Pumped Storage Public Information Session (June 10)

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The Marmora and Lake Tourism Office also displayed the ICSP brochure and survey, and staff were readily available to discuss the ICSP with residents or others visiting the office.

2.2.8 Second Round of ICSP Meetings

A second round of public meetings to review the Draft ICSP occurred on October 20, 2011. Sessions were held from 2-4 and 7-9. The objectives of the sessions were to: 1. Review the ICSP process with community members and organizations in attendance 2. Review the September 26 draft ICSP document, obtaining feedback on: a. The proposed goals, objectives and actions b. Any missing goals, objectives and actions c. Comments or suggestions related to the other aspects of the September draft ICSP 3. Discuss ‘next steps’ in the ICSP process

The poster used to advertise the sessions is provided in Appendix 5; the comment sheet is provided as Appendix 6.

2.3 ICSP Framework

After completing the initial round of consultation activities, this draft ICSP was developed, incorporating findings from the background research and consultation activities. The Plan is comprised of a vision, goals, objectives, actions and an implementation strategy:

The Vision is a general statement that presents a timeless, inspirational view for Vision the ideal future of the Municipality.

Goals are qualitative statements that highlight key issues raised during the Goals planning process, adding depth to the vision statement and charting the direction for the ICSP.

Objectives Objectives are more specific statements describing how the goals will be achieved. Each goal has one or more objectives.

Actions The actions refer to specific tasks that need to be taken to achieve the objective.

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3. VISION & VALUES

The Municipality of Marmora and Lake has developed the following vision statement that will be used to guide the ICSP:

During the consultations, valued community characteristics were identified by residents that support this vision. Table 1 includes a variety of responses collected in the ICSP planning sessions and survey in response to the question “What do you value most about the Municipality of Marmora and Lake today?”

Table 1: What Do We Value Most?

 Quiet, family oriented small towns and rural areas  Great community events such as SnoFest, Dog sled races, Canada Day, Homecoming, Celebrate Marmora, studio tours, ‘Marmora’s Got Talent’, Music in the Park, Shakespeare in the Park, Car Show  Parks  Musical and art events/artists’ studios  Excellent library

 Our history and traditions  Marmora Historical Society  Heritage buildings and streetscapes Cultural  Strong religious community  Variety of gathering places (Legion, hotel, cafes and library)  Friendly and welcoming  Outdoor recreation activities  Sports and recreation – hockey, curling  Recreational facilities  Marmora Mine  War Memorial  Affordable lifestyles  Agriculture as part of the community  Variety in agriculture, including organic farms  Farmers Market  Good roads and highways  Location mid-way from major centres  Variety of retail and other businesses, many of them locally owned and here for the

Economic long-term  Businesses that support community initiatives/organizations  Tourist Information Center  Nice downtown  Reasonable real estate prices

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 Clean air and water  Interesting flora and fauna/wildlife  Hunting and fishing  Interesting geology and landforms  Lakes ,rivers and wetlands  Natural beauty and landscapes

Environment  Outdoor recreation opportunities  Trees and forested areas  Very little traffic  Variety in the local population  Memorial Park  Active volunteer community and service clubs  Safe neighbourhoods

 Great schools

 Good health services  Social Medical centre  Variety of activities and events (e.g., festivals, craft nights, dances)  Many social centres: library, businesses, street corners, coffee shops, community halls  Wide variety of activities and events for all ages  Church dinners  Affordable housing

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4. ACTION PLANS (GOALS, OBJECTIVES AND ACTIONS)

During the consultations, participants suggested a number of objectives and actions to achieve the vision and support what they value most about the community. The Action Plans presented in the following section include background information as well as the goals, objectives and actions related to each pillar - Cultural, Economic, Environmental and Social. The ICSP identifies 25 cultural actions, 44 economic actions, 20 environment actions and 269 social actions - 115 proposed actions in all. The goals, objectives or actions have not been prioritized. They will be further reviewed by Council, staff and the community to identify gaps, establish timelines, set priorities and identify leads/participants/ stakeholders (i.e. roles and responsibilities). It is noted that the four pillars are closely linked, and many of the goals, objectives and actions are intertwined.

A Community Asset Mapping process was undertaken to identify local groups, organizations, committees and municipal services that are available to support and assist with the implementation of the actions identified in this ICSP. Appendix 2 includes the table of Community Assets. During Round 2 of the consultations, participants noted that additional mapping of community assets such as the talents and skills of residents would be desirable.

4.1 Cultural

The Municipality of Marmora and Lake has a vibrant and growing cultural scene, involving the arts, heritage, sports and recreation. The small-town atmosphere and culture of Marmora and Lake offers residents a welcoming community, friendly environment and a strong sense of community.

4.1.1 Cultural Overview

The Marmora and Lake Tourist Information Centre is located in within Memorial Park, at the bridge over Crowe River on Hwy #7 (www.marmoraandlake.ca) and services both residents and tourists with a range of material on the local community.

The Destinations / Tourist Attractions/ Events brochure produced by Marmora and Lake6 provides an overview of these opportunities, including:

6 Municipality of Marmora & Lake, N.Da

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 The Marmora Mine  Crowe Valley Lions Country  Purdy Country Literary  The Miners Loop – a driving Music Jamboree Festival tour  Artists in Motion Annual  Canada Day Celebrations  Deloro Mine Site Juried Exhibition  Fall Agricultural Fair –  Historical Plaques of  Marmora Area Canoe and Annually Labour Day Hastings County Kayak Festival Weekend  Saint Mathilda’s Church  Music in the Park  Municipal Halloween ruins  Thursday Night Cruise Spooktacular  Historical Society Nights  Curling Club Hawaiian  Greensides Farm – Mother  Celebrate Marmora Dance of Divine Justice  Showcase of the Arts  Marmora Santa Clause  Summer Farmer’s Market  Easter Egg Hunt Parade  Trails  Family Day  Frosty Frolics  Conservation Areas Local Camping  Marmoraction Walking  Marmora SnoFest Trails  Local Lakes

The municipal website’s community calendar also provides information on local events and other activities in Marmora and Lake (www.marmoraandlake.ca).

The popular SnoFest (www.marmorasnofest.ca first weekend in February) includes the Marmora Cup, an annual dog-sled race that has been held since 1979. SnoFest also offers a number of other family activities.

During the summer, Marmora and Lake hosts the Marmora Crowe Valley Lions Club Country Jamboree (http://www.crowevalleylionsjamboree.ca/) in June and the Marmora Country Jamboree (www.marmorajamboree.com) in September. Classical car enthusiasts gather to showcase their cars at the Classic Cruisers Car Show every Thursday. Other events include Canada Day, Homecoming (Canada Day weekend), Marmora’s Got Talent, and MACKFest (kayaking event in May (www.mackfest.ca/). ‘Celebrate Marmora’ is a family festival held on the Civic Holiday weekend that celebrates arts, culture and heritage (www.celebratemarmora.ca). This two day event brings numerous community events together (including Purdyfest) under one umbrella to provide a weekend of family fun celebrating local arts and culture.

‘Artists in Motion’ (www.artistsinmotion.info/index.html) is a local group of artisans that encourage and promote the arts in the community.

The Marmora and Lake Public Library (www.marmoralibrary.ca) is supported by staff, volunteers, the Library Board and ‘Friends of the Library’. The Marmora and Lake Public Library Board’s mission is to give all those who require and seek a forum for knowledge, information, and educational recreation, a chance to do so. In addition to various print and

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Marmora and Lake ICSP November 16, 2011 electronic library materials, the library offers free computer access, wireless Internet, printing/photocopying, inter-library loans, and programming for a variety of audiences including children and youth.

There are also local programs that encourage active and healthy lifestyles. ‘Marmoraction’ is a program that encourages local residents to walk, jog or bike their way around town and along the many trails and pathways in the area7. This program is part of a larger province-wide initiative known as Ontarians Walking Now (OWN) which aims to "assist communities in putting pedestrians first in their planning processes in order to create sustainable, healthy, active communities." 8 A Marmoraction brochure available to the community describes the importance of exercise and stretching as well as providing maps of the walking trails located in the community including, North Marmora Route, Village Walks, Marble Point Rd. Walk and Riverview Crescent – Cordova Rd. Loop. Some community members also participate in Silver Foxes, an exercise group that meets Monday and Thursday in the Community Hall.

The history and heritage of the area is promoted through the Marmora Historical Society with a downtown storefront operating on Wednesdays 11-2 and Saturdays 9 - 12. The storefront presents local pictures and artifacts. It has been said that “Remembering our history is like creating a blue print for the future”9. Residents also recognize that mining has been an important part of the history, economy and lives of residents and visitors since the 1800’s. Remembering this past and showcasing it to residents and visitors is an important part of the cultural pillar of sustainability.

The contribution of culture to the quality of life in the Municipality cannot be underestimated. Sustaining and enhancing cultural resources is an ongoing challenge in a small, rural municipality, and success is dependent on strong objectives and achievable actions supported by the Municipality and relevant partners across the Municipality and the County. The needs of a demographically and culturally diverse population must be considered (for example, in the types of events and activities that are appealing).

4.1.2 Cultural Goals, Objectives and Actions

The following goals support the cultural pillar:

 Goal C-1: Showcasing and Promoting Arts and Culture  Goal C-2: Recognizing and Protecting History and Heritage  Goal C-3: Continue to Lead Active Lifestyles  Goal C-4: Continue Life-Long Learning

7 Marmoraction, N.D. 8 Green Communities Canada, 2011 9 Municipality of Marmora & Lake, N.Dc

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Marmora and Lake ICSP November 16, 2011

Goal C-1: Showcasing and Promoting Arts and Culture

Objective C-1.1: To Identify and Support Current Local Artists and Organizations C-1. Develop and advertise an inventory of local artists and organizations C-2. Support events and venues that develop awareness of local artists (e.g., Artists in Motion; ‘Marmora’s Got Talent’)

Objective C-1.2: Promoting Local Arts and Cultural Activities and Events C-3. Continue to update the on-line community calendar and utilize print and social media to present opportunities for residents and visitors to participate in local arts and other cultural events C-4. Continue to promote the broad range of local arts and other cultural activities through a variety of means – recognizing the benefits to local residents as well as tourism

Objective C-1.3: Encourage Cultural Diversity through the Arts, Food and People C-5. Explore and encourage existing and new opportunities, building on cultural diversity (e.g., the dimensions of age, ethnicity, religion, history, values and interests; events focused on non-traditional audiences [E.g., different types of music or theatre offerings]) of the community

Goal C-2: Recognizing and Protecting History and Heritage

Objective C-2.1: Capture Marmora and Lake’s History in a Real Way C-6. Develop an inventory of current heritage assets for use in promotion C-7. Work with local partners such as the Historical Society to develop the ‘stories’ behind the homes/buildings in Marmora and Lake

Objective C-2.2: Market and Promote Local History and Heritage C-8. Explore funding opportunities to support heritage and history actions C-9. Establish and/or strengthen partnerships to promote local history and heritage (e.g., mining sites and related technology development), including improving access (at a museum or through other means) to existing materials that are not widely known or shared C-10. Develop ‘walking’ and ‘driving’ tours that incorporate the built and mining heritage of the area C-11. Market and promote local history and heritage through brochures and promotional materials (including print, web, social media, panels/boards along Hwy. 7 and the main street) C-12. Support preservation or restoration of key historical properties (such as residences, historical sites, Marmora mine viewing area)

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Marmora and Lake ICSP November 16, 2011

Goal C-3: Continue to Lead Active Lifestyles

Objective C-3.1: Maintain and Enhance the Sport and Recreation Opportunities Available to Residents and Visitors C-13. Continue to support the broad range of organized and ad hoc sport and recreation opportunities in Marmora and Lake – those offered by the Municipality (e.g., at the arena) and by other organizations (e.g., the curling club, sports leagues) or the private sector. C-14. Ensure awareness of these opportunities through a variety of mechanisms - maps/brochures for users, calendars etc. that will benefit year-round and seasonal residents, as well as visitors C-15. Maintain and improve the existing walking /biking/skiing trail system – e.g., link trails, expand the network, provide interpretive signage relating to the natural, economic and historical aspects C-16. Identify gaps/ needs in the current suite of sport and recreation opportunities available for various age groups/interests (e.g., swimming, sailing, kayaking, biking, exercise programs for all ages, cubs/scouts), and fill them C-17. Maintain existing facilities (e.g., curling club, arena) and optimize their use (e.g., school gyms C-18. Consider the development of additional recreational facilities (e.g., splash pad, recreational complex (‘YMCA’), swimming pool, basketball court, new or expanded parks) C-19. Evaluate ways to overcome barriers to children’s activities (e.g., lack of proper equipment, liability issues) to ensure they are able to maximize their participation in a range of leagues, classes or events. C-20. Showcase the healthy lifestyle available in Marmora and Lake

Goal C-4: Continue Life-Long Learning

Objective C-4.1: Support Life-Long Learning C-21. Maintain and enhance the Marmora and Lake Public Library’s infrastructure, services and programming (suggestions included visits by authors; use by service clubs) C-22. Explore opportunities for distance education with institutions, such as Loyalist College and Trent University (but not necessarily limited to them) C-23. Encourage training and education relevant to a range of demographic groups – youth, the under-employed, seniors C-24. Take advantage of the knowledge and expertise already within the community, such as the retired population (e.g., utilize seniors to engage other community members in the arts and other activities) C-25. Develop a scholarship for post-secondary education of local students

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4.2 Economic

While the region has a rich mining history, revitalization efforts particularly in the downtown core have emerged as a key driver of the Municipality’s competitive advantage. Tourism and recreational activities contribute to the vibrant nature of the community both in the summer and winter periods when permanent and seasonal residents and visitors take part in varied activities organized by the local community.

4.2.1 Economic Overview

The Highway 401 and TransCanada highway #7 corridors provide easy access for residents of Marmora and Lake to both the Greater Toronto Area as well as to Ottawa. Highway 14 provides access south to Belleville. The Marmora and Lake Investment / Relocation Information Package (2010) provides an overview of the Municipality and its vision statement. The Municipality’s key strengths, demographics, market strengths and trends, business opportunities and investment support are outlined. The Downtown Revitalization Program and the Economic Development Committee are described. A list of Municipal contacts is also included in the package10.

According to a 2005 survey of local businesses, 93% of respondents indicated that Marmora is a good place in which to do business11. The Survey found that many businesses are family owned and operated with 62% of business owners happy with the current site of their business in the community. The major employers in Marmora and Lake include12:  Caressant Care (100 employees)  Valu Mart (30 employees)  Municipality of Marmora and Lake (35 employees)  Aecon (16 employees)

The Marmora and Lake District Business Association is a not-for- profit organization that promotes business development throughout the community, organizing local events and business initiatives, including collaborative marketing opportunities. The Association currently has 24 local members. Their blog (marmorablog.ca:8080/marmorablog) engages members and interested community residents in discussions around local business development opportunities and getting involved13. A calendar located on their webpage represents photographs and business information cards for over 20 businesses that are part of

10 Municipality of Marmora & Lake, N.Dc 11 Municipality of Marmora & Lake, N.Db 12 Municipality of Marmora & Lake, 2011b 13 Municipality of Marmora & Lake, 2011c

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Marmora and Lake ICSP November 16, 2011 the Marmora and Lake District Business Association.

The Marmora and Lake Economic Development Committee has developed a draft Community Improvement Plan, intended to improve the downtown area through various proposed incentives. There are a number of potential programs identified14.

A Waterfront Development Comprehensive Plan prepared in 1988 led to a series of revitalization initiatives that have been completed15. The Plan provided many detailed recommendations on what type of developmental changes Marmora’s waterfront could implement in order to ‘put itself on the map’. The recommendations spanned from proposing a reception centre for visitors and tourist-related activities to creating observation platforms for heritage sites.

Northland Power has recently proposed a major project to convert the Marmora Mine property into a 400 megawatt ‘pumped storage’ facility. This initiative proposes generating electricity by pumping water into an upper reservoir when energy demand and rates are low and then allows it to flow down through the same pump/generator system to generate electricity when it is needed by the grid16. During construction, 100s of direct and indirect jobs are expected, with 45 permanent jobs during operations. This proposal has generated excitement in the municipality.

A Commercial Building Inventory17 was undertaken in 2007 to assess conditions in the downtown area and determine whether existing buildings could house new business development. This was done to support economic development and expand commercial operations. The study offered a number of recommendations, many of which have been implemented (e.g., Farmers Market), and others that are in development (e.g. Community Improvement Plan).

In 2006, Marmora and Lake participated in the “Marmora Our Town Development Project”, which included proposed goals, objectives and actions to plan for the future development of Marmora. The report was based on the findings from a community design concept plan, local economic analysis, business mix analysis, business survey, resident survey and trade area report. The Revitalization Strategy and Action Plan has 7 goals, 12 objectives and 35 actions. The goals included18:  Improve promotions of Marmora’s downtown / main street as a place to visit, shop and do business  Encourage improve and promote quality of life for residents of Marmora  Highlight the special attractions, activities and shops in downtown Marmora  Improve the physical environment and streetscape of downtown Marmora  Ensure necessary commercial diversity in order to meet the needs of customers

14 Marmora & Lake Economic Development Committee, 2010 15 M.M. Dillon Limited, 1988 16 Northland Power, 2011; http://www.northlandpower.ca/WhatWeDo/PrerevenueProjects/Project.aspx?projectID=62 17 Dillon Consulting, 2007 18 Redden, Andrew, 2006

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 Enhance business environment and skill set of business owners and their employees  Keep the Main Street Revitalization Initiative alive for years to come and not just end when the current term of formal funding lapses

Marmora and Lake is part of ‘ComfortCountry’ (comfortcountry.ca/), a marketing strategy based on four municipalities working together to promote themselves. Some of the marketing initiatives include maps that feature businesses in each of the municipalities, as well as brochures that feature heritage areas, contact information and driving directions. The annual ComfortCountry guide includes recreation opportunities and event listings.

Both Marmora and Lake and ComfortCountry are part of the ‘Ontario Highlands Tourism Organization’ (http://ohto.ca), one of 13 new Regional Tourism Organizations created by the Ontario government to increase tourism in the province. The OHTO covers a large region in eastern Ontario that includes the counties of Frontenac, Haliburton, Hastings, Lanark, Lennox and Addington, and Renfrew. The OHTO’s mandate is to build and support a competitive tourism region through marketing and product development, in partnership with established and recognized tourism organizations, municipalities, and entities within the region. Projects have included development of the Premier-Ranked Tourist Destination Framework, a Recreational Geology Project, and the development of on-line assets.

The Marmora Farmers Market, held every Saturday from May through to Thanksgiving weekend, features vendors offering locally grown and hand-made products. Harvest Hastings promotes local farmers markets and encourages initiatives to support local farmers. Their website includes audio, videos and a photo album introducing local farmers and resources available across Hastings County (www.harvesthastings.ca/local/pointsofsale/marmora- farmers-market ).

Economic development activities relevant to Marmora and Lake are also being pursued at the County level. These include improvement of broadband accessibility, preparation of an Economic Development Action Plan (2009-2012), and a county-wide Business Attraction and Retention Project. The Economic Development Action Plan19 outlines an economic course of action for the period 2009 to 2012. Key areas of focus include AgriVentures, Natural Resources, Creative Industries, Tourism, Manufacturing and Commerce. The plan is intended to enable those promoting economic development in the County to coordinate their efforts and focus resources on similar priorities.

19 Hastings County, 2009a

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Hastings County has prepared a Business Retention and Expansion Report that outlines the findings of a project based on a survey of local businesses. It was intended to solicit feedback on the factors that promote business expansion and the influences that deter potential growth20. This community-based initiative identified the following seven actions:  Develop a clear economic development structure and policies  Coordinate joint marketing and business networking initiatives  Improved access and communications to businesses  Enable a stable and skilled workforce  Enhance the area information technology system  Improve availability and condition of County properties and business areas  Develop an investment strategy to attract new commercial investment

In 2006, the unemployment rate in Marmora and Lake was 7.3%, compared to 6.1% for Hastings County and 6.4% in the province21.

4.2.2 Economic Goals, Objectives and Actions

The proposed goals to support the Economic Pillar include:  Goal EC-1: Ensuring Economic Growth and New Jobs  Goal EC-2: Expanding and Promoting Tourism as an Economic Driver  Goal EC-3: Expanding and Supporting the Arts and Culture Economy  Goal EC-4: Supporting the Agricultural Sector

Goal EC-1: Ensuring Economic Growth and New Jobs

Objective EC-1.1: Improving Business Infrastructure and Gaps in Services EC-1. Identify and seek resources (funding, services, other support) available at the local, regional, provincial and federal levels to support economic development EC-2. Expand broadband and cell phone service in Marmora and Lake – this is essential not only for economic development of all types, but for the fulfillment of social and educational needs EC-3. Develop an inventory and identify gaps in the range of current businesses22 and make efforts to address them EC-4. Continually evaluate the downtown core and develop a revitalization strategy to make it more vibrant and interesting to reflect our uniqueness

20 Hastings County, 2009b 21 Statistics Canada, 2007 22 Participants in the consultations specifically noted the need for the following: ‘Giant Tiger’, ‘McDonalds’, ‘Wal-Mart’, toy store, pet store, more restaurants, clothing store, boating and recreation, dry goods store, taxi service, shopping services for seniors or others who might be housebound.

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EC-5. Review and support available public transit/bus service to nearby centers (beyond Belleville, ComfortCountry) to access employment/training opportunities. EC-6. Review zoning by-law, taxation/mill rates, and policies to ensure that they are consistent with encouraging sustainable economic development EC-7. Evaluate options for focusing economic development (e.g., an intentional retirement community such as Elliot Lake; as a four-season recreation tourism destination; eco-tourism)

Objective EC-1.2: Supporting and Encouraging Local Employment to Keep Families in the Municipality EC-8. Encourage the employment of local individuals and firms through Municipal procurement activities EC-9. Develop a directory of local skills/businesses for businesses and residents to use when considering hiring/purchasing EC-10. Encourage activities/jobs that will attract/keep youth in the community EC-11. Develop partnerships with post-secondary institutions (e.g., Loyalist College) for training EC-12. Encourage both jobs created by enterprises already in the community, as well as those associated with new businesses coming into Marmora and Lake EC-13. Build upon the experience of the local population (e.g., retired residents; seasonal population) in planning for economic development

Objective EC-1.3: Supporting Local Business EC-14. Continue to promote the ‘Buy Locally Owned’ campaign23, and market local retail and service providers – to both year-round and seasonal residents EC-15. Explore the development of collaborative opportunities associated with Northland’s proposed pumped storage project

Objective EC-1.4: Attraction and Retention of New Businesses EC-16. Maintain and enhance the information tools Marmora and Lake has developed to assist with attraction of new businesses (e.g., an up-to-date Investment Package, web-based information) EC-17. Take advantage of opportunities such as Hastings County’s Enterprise Facilitation initiative to encourage new small businesses in the municipality. EC-18. Support Northland Hydro’s Marmora Pumped Storage project - which will provide a significant number of construction and operation jobs, along with associated direct and indirect economic benefits – while considering the potential environmental effects and potential disturbance of nearby residents EC-19. Encourage the ‘creative economy’ EC-20. Explore the opportunities for retail stores that fill identified needs/gaps (e.g., clothing, dry goods, sports and recreation) EC-21. Develop an updated commercial recruitment strategy looking at opportunities such as outlets for government services

23 http://www.marmoraandlake.ca/view.cfm?Prod_Key=3307&PROD_DETAIL_KEY=4537&TEMP=Content %20Single&KeyWord=N%2FA

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EC-22. Target the film and television industry by promoting Marmora and Lake as a location for filming EC-23. Evaluate the long-term plan to promote industry in Marmora and Lake – consider local assets such as the highway, construction workers for other development such as the proposed pumped storage project in light of community goals and objectives24

Goal EC-2: Expanding and Promoting Tourism as an Economic Driver

Objective EC-2.1: Promoting and Marketing of Existing Tourism Assets EC-24. Continue to improve the aesthetics of Marmora to attract visitors and business e.g. along the Highway 7 corridor, the downtown retail area, protection of scenic vistas, additional trees and flowers, viewing area at Marmora Mine EC-25. Periodically update the inventory and analysis of Marmora and Lake’s tourism amenities and attractions, and identify opportunities for tourism investment and development EC-26. Continue marketing of local events (large and small) to attract visitors as well as local residents EC-27. Develop brochures for walking/driving tours of the local area, perhaps based on themes (E.g., ‘mining’, heritage, sports and recreation) – have these available in a variety of media EC-28. Continue participation in ‘ComfortCountry’, Premier Ranked Tourist Destination project, Ontario Highlands Tourism Organization, and other related tourism marketing initiatives – including partnerships with surrounding communities EC-29. Use a variety of mechanisms – on-line, print, tourism office and staff – to market Marmora and Lake and its array of assets as a tourism destination

Objective EC-2.2: Creating New Tourism Options EC-30. Consider the seasonal nature of tourism in Marmora and Lake, and opportunities to support businesses during the slower ‘shoulder season’ (i.e., additional focus on off-season periods such as March/April between winter and summer peak tourism) EC-31. Encourage the provision of evening entertainment (e.g., a bar, restaurant, theatre) for residents and visitors EC-32. Explore the possibility of bus/eco-tours or an ‘eco-center’ associated with Northland’s proposed pumped storage project at the former Marmora Mine EC-33. Further develop tourism based on the mining (e.g., Deloro, Marmora mine and other mineral development sites) and other historical aspects of the local area EC-34. Take advantage of Hwy 7 – vehicular traffic/Greyhound – a hook is needed to keep them in the community – make them stop and look around. EC-35. Build a business case around Marmora and Lake’s natural environment as an economic driver – for example, events such as MACKFest and the ‘Adventure

24 A participant in the Round 2 consultations suggested that perhaps pre-fabricated housing industry could be a natural fit.

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Race’ (sponsored by SnoFest), and the local lakes/rivers provide significant opportunities EC-36. Explore the possibility of new tourism attractions in the Municipality (a zoo was mentioned by local students; a centre for dog-related activities)

Goal EC-3: Expanding and Supporting the Arts and Culture Economy

Objective EC- 3.1: Promotion and Marketing of Existing Arts and Culture Opportunities EC-37. Continue to inventory and promote local artists/crafters and events through a variety of mechanisms, e g.: . Municipal website, brochures . Artists in Motion’ storefront . Heart of Hastings studio tour . Hastings County ‘Arts Route’(www.artsroute.ca/) . Displays and activities at community events . Displays of local work in various community locations EC-38. Support – financially and in spirit - the local art/cultural businesses EC-39. Encourage the location of art/cultural businesses to Marmora and Lake

Objective EC-.2: Creating New Arts and Culture Opportunities EC-40. Focus business attraction and expansion efforts on creative industries/or businesses

Goal EC-4: Supporting the Agricultural Sector

Objective EC-4.1: Supporting Local Agriculture EC-41. Continue to build on the success of the Farmers Market EC-42. Advertise and support local farmgate sales EC-43. Buying local is important to the sustainability of the community - Build on/expand the existing ‘Buy Locally Owned’ campaign (launched in 2008)

Objective EC-4.2: Encouraging the Development of New Agricultural Opportunities EC-44. Encourage new agricultural activity in Marmora and Lake - more traditional farming and new/alternative enterprises

4.3 Environmental

Marmora and Lake is blessed with a number of lakes and rivers, creating unique environments suitable for fish and wildlife. The community values its natural resources and while growth is encouraged, residents still want to maintain all of the beauty that comes with the natural environment from the land, trees and waterways. Residents appreciate the natural beauty of the area, and celebrate the clean water, lack of pollution and natural features that exist across the municipality. Residents have noted that it is important to continue to protect the waterways and wetlands.

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4.3.1 Environmental Overview

The Municipality created an Environmental & Quality Management System Policy in 2008 that ensures a commitment to prevent the degradation of the environment. This policy ensures that Municipal staff are in compliance with the provisions of the provincial Environmental Protection Act and its regulations. All Municipal employees are responsible to ensure that no hazardous waste or material is discharged into the environment, groundwater, sewers, water systems, soil, air or landfill25.

The Crowe Valley Conservation Authority manages over 2000 sq.km of land and 1300 acres of park land divided between 4 main conservation areas, including a large portion of Marmora and Lake. The Conservation Authority’s main activity is flood control. They operate and maintain a system of dams and weirs on the Crowe River and its tributaries. A dam located in Marmora is used to control floods, regulate water levels and raise river levels for navigation and store water for hydroelectric power26. Quinte Conservation is responsible for the southeast portion of the Marmora and Lake (e.g., the Moira River, Deloro area etc.)

Natural features in the Marmora and Lake community include recreational trails and conservation areas. The Crowe River traverses the municipality, flowing south from near Bancroft and through Crowe Lake and the village of Marmora, continuing south to the Trent River north of Campbellford.

There are many trails throughout the community. The Brian Goodchild Memorial Trail adjacent to the Crowe River is open to walkers and bikers. The trail is about three kilometers long and takes users past the dam and other local sites. The Marmora Mine Trail is a multi-use trail connected to the Hastings Heritage Trail.

Marmora Mine Trail Nayler's Common is a wetland area that was chosen for protection as a result of its many unique ecologically significant features. Much of the property is swamp and includes fens, marshlands, bogs and forests; all of which attract a diversity of animals and birds. In addition the property is a treasure trove of plants, fungi and trees. The three main trails in Nayler's Common provide visitors the opportunity to observe different ecosystems and natural features.

Another natural feature appreciated by the residents of Marmora is Callaghan’s Rapids Conservation Area, featuring two falls - which are about one metre in height, each spanning the entire width of the river. When river flows are low enough, residents and visitors can walk out and explore the river bed. The Gut Conservation Area, with a nature trail leading to a scenic gorge, is located in the north of the former Lake Township.

25 Municipality of Marmora & Lake, 2008 26 http://www.crowevalley.com/waterdams.html#

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The Ministry of the Environment assumed responsibility of the Deloro Mine Site in the 1970s when the former owners neglected to control pollution. Many decades of mining and smelting activity have resulted in a significantly contaminated site. Initiatives are underway to reduce contaminants and control environmental issues27. While the first priority is to complete the cleanup of the mine site, the Ministry is working with the community, heritage organizations, and other provincial ministries to preserve and promote the important natural, industrial, social and Deloro Mine environmental history of the Deloro Mine Site. A heritage plan will be developed for the site that will include preservation of several remaining structures on the site, and the possible creation of on-site walking trails and commemorative plaques once the cleanup is complete.

4.3.2 Environmental Goals, Objectives and Actions

Goals supporting the environmental pillar include:  Goal EN-1: Caring for Air, Water, Soil, Flora and Fauna  Goal EN-2: Reducing Waste  Goal EN-3: Addressing Climate Change

Goal EN-1: Caring for Air, Water, Soil, Flora and Fauna

Objective EN-1. 1: Education, Marketing and Promotion of the Natural Environment EN-1. Create and promote the use of educational materials to broaden environmental awareness EN-2. Continue to promote the respectful treatment of the natural environment through best practices and environmental compliance EN-3. Create more programming options/materials to protect the lakes/rivers and how to use them safely EN-4. Encourage and support local organizations in environmental awareness initiatives EN-5. Look to public/private partnerships to build awareness and educate community members EN-6. Develop strategies to minimize litter (roadside, shorelines, public spaces, conservation areas), for example spring or fall cleanups EN-7. Establish or strengthen partnerships with sponsors EN-8. Continue to implement the collaborative revitalization plan for Nayler's Common Wetland and Trails (e.g., interpretive signage, additional access through private property near Mary St.)

27 Ministry of the Environment, 2011

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EN-9. Council and the community should take a collaborative approach to environmental planning, whether it is with respect to the proposed pumped storage project or solar panel installation

Objective EN-1.2: Protection of the Land EN-10. Ensure that plans and policies will maintain and protect unique natural features such as wetlands EN-11. Evaluate the current approach to land use planning and management – how does it all fit together? Ensure that the approach integrates the various needs and the sustainability objectives identified in the ICSP. EN-12. Review ongoing participation in Crowe Valley Conservation Authority (and Quinte Conservation, in the southeastern portion of the Municipality) to demonstrate value to taxpayers and fulfillment of their mandate.

Objective EN- 1.3: Protection of Ground and Surface Water EN-13. Protect and enhance public access to waterways in Marmora and Lake EN-14. Continue participation in the Ministry of the Environment’s Deloro Mine Cleanup Project EN-15. Review the recommendations of the recent lake capacity study for Crowe, Dickey and Twin Sisters lakes, and identify next steps to protect these important community resources EN-16. Work with local lake associations (e.g., Dickey Lake, Crowe Lake Waterway Association), the Conservation Authority, and Ministry of Environment to protect and enhance surface water quality EN-17. Develop guidelines to monitor the impact (e.g., financial, environmental) of implementation of new water/wastewater rates in the village of Marmora

Goal EN-2: Reducing Solid Waste

Objective EN-2.1: Continue Success with Solid Waste Management and the ‘3Rs’ EN-18. Continue to improve waste management by implementing a variety of programs, perhaps in partnerships with various organizations (e.g. Quinte Waste Solutions, schools, local institutions and businesses). Measures might include: . Ban on water bottles at municipal offices . Garbage and recycling bins on the streets . Increased emphasis on reducing waste through composting, recycling, ‘free-cycling’ at the curb, a salvage area at the landfill where materials are available for the taking . Evaluate options for reusing, recycling or disposing of derelict vehicles . Implement education and awareness initiatives . Consider alternatives such as ‘energy-from-waste’ or composting facilities EN-19. Improve garbage pickup and recycling services in the village

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Goal EN-3: Addressing Climate Change

Objective EN-3.1: Act Locally in Marmora and Lake on Climate Change EN-20. Explore climate change initiatives in Marmora and Lake, such as: . Greenhouse gas reduction (by residents, businesses, and the Municipality) . Increased awareness and enforcement of the anti-idling by-law, including municipal vehicles (while considering the associated practicality, relative impact, and safety issues)

4.4 Social

4.4.1 Social Overview The Marmora and Lake Community Profile outlines the services available in the community (e.g. fire, police, doctors/dentists, clinics/hospitals, retirement and nursing homes, community services, places of worship, service clubs)28. There are many community groups that contribute to the social fabric of the area, including local churches, recreational clubs (e.g. the Curling Club) and service organizations (e.g. the Lions Club). The many volunteers in the community continue to provide the support necessary to ensure residents and visitors feel welcome and participate in local programs and events.

Marmora has three elementary schools: Sacred Heart Catholic School, Earl Prentice and Marmora Senior Public Schools. High schools are located in Madoc and Belleville.

Several retirement homes and a nursing home are located in Marmora. The Central Hastings Family Health Team (CHFHT) offers primary and preventative care services to residents of the Municipalities of Centre Hastings, Marmora and Lake, Madoc Township and Tudor & Cashel. The Family Health Teams ensure that people receive the care they need in their community. They focus on chronic disease management, disease prevention, disease cure, palliative care and health promotion, and work with other health care organizations, such as Public Health Units and Community Care Access Centres.

A majority of the population of Marmora and Lake – 54% - is 45 years or older, which is higher than Hastings County (at 44%) and considerably higher than Ontario (at 40%). These demographic trends represent a potential challenge for Marmora and Lake. With an average population growth rate of 3.62% for Hastings County, Marmora and Lake could face future challenges from a social services standpoint. Planning for future municipal services to meet this change in demographics is an important component of the social pillar of sustainability.

28 Municipality of Marmora & Lake, 2011b

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Marmora and Lake ICSP November 16, 2011

The Marmora and Lake Accessibility Plan (2011) promotes the principals of independence, integration and equal opportunity. The municipal jurisdiction, legislative content, accessibility issues and accomplishments are summarized29.

The Marmora and Lake Emergency Plan (2010) assist municipal officials in carrying out their responsibilities during an emergency. The by-laws that govern this area are listed in detail. In addition, operations and responsibilities are outlined for the Municipal Emergency Control Group. The plan is reviewed annually30.

A Workplace Violence/Harassment Prevention Policy was developed by the Municipality in 2010 to demonstrate their commitment to providing a safe and healthy workplace free from violence. Through this policy, the Municipality recognizes that workplace violence/harassment is a health and safety and human resources issue and will take reasonable precautions to prevent workplace violence and to protect employees at the workplace31.

The Greer Galloway Group Inc. prepared a Facilities Review for the Municipality of Marmora and Lake in 2010. This report was an investigation of municipally-owned facilities and the feasibility of future use of these facilities. Based on the ratings, the overall recommendations were:  Relocate the manager of Environmental Services (From Parks and Rec Garage) to the Water Treatment Plant  Move the Fire Department to the Marmora Public Works Garage  Move the Public Works Department to the Deloro Public Works Garage  Move the Parks and Recreation Department to the existing Marmora Fire Hall  Decommission or sell the existing Parks and Recreation Garage

There are two water treatment plants that located in the Marmora and Lake. Drinking Water Quality Management System Operational Plans describe in detail the Quality Management System developed and implemented for the operation of the plants in Marmora and Deloro. The policy and procedures outlined in the Plans cover all activities and employees associated with the operations and production of safe drinking water for the Municipality of Marmora & Lake. The plans include information on documents and record control, risk assessment and responses, organizational structure, roles and responsibilities, essential supplies and services, Review and Provision of Infrastructure and Resources, Infrastructure Maintenance, Rehabilitation and Renewal, Planned and Unplanned Maintenance, Sampling and Monitoring and Emergency Management.32

29 Municipality of Marmora & Lake, 2011a 30 Municipality of Marmora & Lake, 2010a 31 Municipality of Marmora & Lake, 2010e 32 Municipality of Marmora & Lake, 2010c & 2010d

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Marmora and Lake ICSP November 16, 2011

4.4.2 Social Goals, Objectives and Actions

The goals that support the social pillar include:  Goal S-1: Provision of the Best Health and Social Services  Goal S-2: Retain Youth and Keep Them Involved  Goal S-3: Establish and Maintain Housing Options  Goal S-4: Support and Encourage Volunteers  Goal S-5: Maintain and Enhance Municipal Facilities and Services

Goal S-1: Provision of the Best Health and Social Services

Objective S-1.1: Maintain and Enhance Existing Health and Social Services S-1. Continue to monitor the existing health and social services available in Marmora and Lake, identifying gaps and seeking to address them33 S-2. Review available public transport/bus service to nearby centers (beyond Belleville, ComfortCountry) to access medical or other services not available in Marmora, including the different needs of seniors and youth, and possible funding alternatives

Objective S-1.2: Meeting the Needs of Changing Demographics S-3. Determine if the needs of an aging population are being met, particularly if Marmora and Lake is focusing on attracting retirees to the community S-4. Identify if additional health and social service programs are required S-5. Develop a strategy/plan to ensure the health and social service needs of various client groups (e.g., seniors, young families) are being met

Goal S-2: Engage Youth and Keep Them Involved

Objective S-2.1: Implement Strategies to Engage Youth and Keep Them in Marmora and Lake S-6. Develop and support events, activities and programs (e.g., arts, sports, technology, transit) that engage youth and encourage them to live and work in the community. These may be ‘stand-alone’ or part of other existing events (e.g., SnoFest, Celebrate Marmora). S-7. Encourage student exchange programs for a range of ages S-8. Encourage students to complete a portion of their community hours each year rather than entire 40 hours at one event. Utilize the community hours program to support youth-oriented events/activities and programs of mutual benefit. S-9. Build relationships/programming linkages between existing organizations and identified youth needs (e.g., the students art program) S-10. Support and partner with local schools on a range of initiatives that will bring groups together, build a sense of community, bridge the generations – all for the benefit of the community S-11. Provide skills development opportunities that facilitate youth staying in the community

33 For example, the need for a dentist and for additional services to meet the needs of seniors (e.g., transport to medical or shopping opportunities) was suggested during the Round 2 consultations.

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Marmora and Lake ICSP November 16, 2011

Goal S-3: Establish and Maintain Housing Options

Objective S-3.1: Meet Community Housing Needs

S-12. Ensure that an adequate supply and range of housing opportunities are available to meet the needs of existing and future residents (e.g., seniors/families; accessible; range of incomes, etc.) S-13. Work towards additional seniors/retirement housing development, including consideration of unconventional alternatives and improved homecare S-14. Remove barriers to affordable housing (e.g., review minimum lot size and other aspects within the Municipality’s mandate)

Goal S-4: Support and Encourage Volunteers

Objective S-4.1: Build on the Strengths of Existing Volunteer Organizations and Networks

S-15. Encourage community organizations to communicate with each other, coordinate their activities where appropriate, and work together to develop a stronger volunteer base, and achieve outcomes of mutual interest

Objective S-4.2: Build the Volunteer Pool S-16. Encourage individuals – newcomers or existing residents – to explore the various organizations active in Marmora and Lake and how they might participate. A directory of organizations and contacts would assist in this regard. S-17. Seek solutions to the challenges of ‘inactive’ members in community organizations, and active volunteers that are currently overextended S-18. Celebrate the vital role of volunteers – individuals and organizations – in the community

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Marmora and Lake ICSP November 16, 2011

Goal S-5: Maintain and Enhance Municipal Facilities and Services

Objective S-5.1: Continually Improve the Efficiency and Effectiveness of Service S-19. Continue to maintain and improve various municipal information sources (such as the community profile, investment package, tourism destination, asset map documents) related to community services, events, activities and amenities in a variety of formats and media S-20. Develop the policy and procedures to ensure that the ICSP is implemented, rather than ‘sitting on a shelf’ S-21. Continue taking a partnership approach, including consideration of public/private partnerships where appropriate S-22. Review the need for additional public washrooms

Objective S-5.2: Provide Support to Local Organizations and Citizens in their Community Activities S-23. Develop an inventory of the funding and support available to community organizations from the private sector, foundations, and various levels of government. This will facilitate the work of individual groups that are often faced with human and financial resource constraints. S-24. Develop and regularly share information (e.g., booklets, on-line calendar) describing Marmora and Lake’s assets (including services, businesses, events, skills, heritage and other information, organizations and activities) available for year-round and seasonal residents, and visitors S-25. Work with schools to fully utilize available space (rooms, gyms) for community activities S-26. Encourage opportunities to bring together diverse groups of citizens through awareness of and involvement in social and cultural activities (e.g. ‘funspiels’, volunteer rosters, involvement in service clubs and community organizations)

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Marmora and Lake ICSP November 16, 2011

5. IMPLEMENTATION STRATEGY Note to Reader: This section includes proposed implementation steps to make sure that clear directions are established to carry through the actions presented in Section 4.

The ICSP provides a framework to achieve a sustainable and viable future for Marmora and Lake. It includes a series of actions to be shared by those living, visiting and working in the community, including Council, Municipal staff, and community members.

The Municipality of Marmora and Lake understands that sustainability is a longer-term commitment, and as such the ICSP has been developed and will be implemented in conjunction with other municipal plans and goals, and in partnership with local organizations and citizens. Implementation of the ICSP may require changes in municipal policy, and may benefit from coordination and communication with surrounding municipalities.

5.1 Proposed Guiding Principles The following principles are proposed to guide the implementation of the ICSP:

1. Proposed actions identified in the ICSP may be led by the Municipality of Marmora and Lake, or by others. ICSP actions should be considered and reflected in the various plans and initiatives that the Municipality has in place or is developing (e.g., capital and human resource plans, new or improved facilities and services etc.). Many of the actions identified in the ICSP (or initiatives that support them) are already planned or underway by the Municipality or local organizations, while others are entirely new. 2. The Plan covers all of the Municipality of Marmora and Lake – the rural areas, Deloro and the village of Marmora. 3. The many volunteer organizations and individuals who contribute in so many ways to the quality of life in the Municipality of Marmora and Lake must be acknowledged and supported. 4. The ICSP is a ‘living’ document’ that must be periodically reviewed and updated. 5. Sustainability criteria should continue to be considered, along with other factors (e.g., Municipal obligations/requirements, within municipal mandate, financial implications, availability of external funding/partnerships, competing priorities), in Municipal decision-making processes. For example, the Municipality can consider the incorporation of sustainable design or features in all of its activities (e.g., construction, design, operation and maintenance of facilities and equipment/vehicles; activities such as waste and wastewater management, infrastructure design, operation and maintenance). This can be done in a fiscally responsible fashion. 6. Partnership approaches, and involvement of youth in particular, will be encouraged. 7. There may be a need to reconcile potentially conflicting needs – for example, those that serve youth and families vs. those that aim more at seniors; the needs of year-round residents as opposed to seasonal residents or visitors; actions aimed at keeping youth in the community vs. those preparing them to go out into the world to achieve their dreams. While in many cases the needs are not mutually exclusive, in others it may be necessary to more clearly understand and prioritize competing needs. 8. The spectrum of interests in the Marmora and Lake community should be engaged in the implementation of the ICSP – youth, seniors, business, community organizations (arts and culture, recreation), service clubs, and the Municipality.

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Marmora and Lake ICSP November 16, 2011

The ICSP identifies 25 cultural actions, 44 economic actions, 20 environment actions and 26 social actions - 115 proposed actions in all. Each of these actions may have several subsequent activities necessary to carry them to fruition. It is important to note that the proposed actions have not been prioritized in any way by Council. Council will continue to review the proposed actions and identify those that are within the Municipality’s mandate, and then further evaluate them using a series of criteria to determine which should become Council priorities in the short and longer-term.

In order to move in a sustainable direction the Municipality of Marmora and Lake, over the short and long term, needs to place strong emphasis on the actions identified in Section 4 and the steps proposed below. There are a number of tasks that need to happen to make sustainability a reality in Marmora and Lake; these include:  Clarifying linkages of proposed actions to existing plans and programs  Integration of the ICSP into the day-to-day operations of the Staff and Council, and the planning activities of other organizations  Continuing the work of the ICSP Committee and Municipal staff responsible for developing the Plan  Building community and Council support  Building partnerships to move forward on priority actions  Ensuring continual review and renewal of the ICSP, linked to annual budget and business planning

Each of these is described below.

5.2 Linkages to Existing Plans and Programs The ICSP should be directly linked to other relevant municipal planning documents. Specific examples of plans and policies that may be affected by the Marmora and Lake ICSP include the zoning by-law, secondary plans, and various policies (e.g., procurement, accessibility). The municipal zoning by-law as well as secondary plans could be amended to reflect the suggestions and direction indicated in this ICSP.

5.3 Integration of the ICSP into Day-to-Day Operations - Staff and Council Typically smaller communities cannot afford to dedicate significant resources to implementing an ICSP. The Marmora and Lake ICSP takes advantage of a strong volunteer network and the existence of many groups that already support sustainability. The establishment of relevant indicators and monitoring systems will facilitate Marmora and Lake’s implementation of the Plan and continue its sustainability commitment. Some immediate, short-term suggestions are included for integrating the ICSP into the day-to-day functioning of the municipality:

 Individual Departments in collaboration with Council, develop an annual plan for the implementation of actions within the municipal mandate, including: o Identifying priorities o Responsible parties o Timeframes/priority setting o Measures of success (performance indicators) o Financial considerations

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Marmora and Lake ICSP November 16, 2011

 Where appropriate, the Chief Administrative Officer (CAO) can incorporate “sustainability” into staff job descriptions and performance reviews.  Inclusion of key considerations for sustainable decision making on all briefs/reports to Council.  The Municipality could identify an ICSP ‘champion’ (e.g., the Economic Development/Tourism Manager) to manage the implementation of the ICSP. The potential role of the Economic Development Committee (and the ICSP Sub-Committee) should be considered in terms of the implementation of the Plan. The ‘champion’ should report to Council on a periodic basis about the progress of the ICSP’s implementation, and develop a strategy for continuing education on sustainability issues and develop recommendations for sustainability training.

5.4 Building Community and Council Support The Municipality of Marmora and Lake strongly believes that consistent support from the community and Council is imperative to the implementation of the ICSP. If general support is in place, residents and organizations will assist with the implementation of the plan. Council can then ensure that the Plan is incorporated into day-to-day municipal operations, plans and policies.

The Municipality is encouraged to continue sharing sustainability updates with community members and relevant partners. Communication and awareness opportunities could include:  Regular updates on progress and initiatives at meetings and events  Community meetings or announcements that present key sustainability accomplishments  Continued showcasing of the ICSP and progress on the municipal website, social media, newsletters and print media

5.5 Building Partnerships & Identifying Priorities The ICSP was developed with consideration of the potential forces and sources of change both within and surrounding Marmora and Lake – from the actions of neighbouring municipalities to the potential impacts of climate change and national/global economic down-turns. As the Municipality moves forward with implementation, they will continue to build partnerships with surrounding municipalities and with Hastings County that will strengthen the actions identified in this Plan.

In addition, it will be important to include the community – both organizations and individuals - in the implementation of the ICSP. Throughout the development of the Plan, members of community groups, committees, and individual residents have expressed an interest in continuing their involvement. Now that the Plan has been completed, conversations around setting priorities and identifying leads and partners for key actions can begin.

5.6 Ensuring Continual Review and Renewal of the ICSP Even the best plan is of little use if it does not lead to action, and is not continuously referenced and updated to reflect changing municipal and external realities. This ICSP needs to be recognized as a ‘living plan’ and must be recognized by Council, municipal staff and the community as an evolving document used to guide the quest for a sustainable Marmora and Lake.

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Marmora and Lake ICSP November 16, 2011

The Municipality should consider the need to:

 Identify priority actions, lead organizations, key partners and timelines for completing the proposed actions;  Periodically review and update the Plan;  Develop and review annual action plans with staff during budget planning and departmental business planning processes;  Review the experience elsewhere in the County, Ontario, Canada and internationally to learn about approaches to sustainability that may be relevant in Marmora and Lake;  Establish a process to track the progress of the ICSP; and  Prepare an annual report or report card summarizing achievements to date on implementing the ICSP, and plans for the near future.

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Marmora and Lake ICSP November 16, 2011

APPENDIX 1: BIBLIOGRAPHY

Atchison, Anja. N.D. Marmora & Lake: Rediscover what matters most. Marmora: Municipality of Marmora & Lake.

Green Communities Canada. 2011. Canada Walks. Retrieved August 15, 2011 from www.canadawalks.ca/project_own.asp.

Comfort Country. 2010. Business Guide. Unknown: Same as author.

Comfort Country. N.D. Adventure, Richness, Eclectic, Charm. [Brochure]. Belleville: Brett Publishing.

Comfort Country. 2011. Comfort Country. [Map]. Unknown: Rural Routes.

Dillon Consulting. 2007. Commercial Building Inventory. Marmora: Municipality of Marmora and Lake.

Hastings County. 2009a. A Future Full of Potential: An Economic Development Action Plan for Hastings County 2009-2012. Hastings: County of Hastings.

Hastings County. 2009b. Business Retention & Expansion Project: Final Report. Hastings: County of Hastings.

Hastings County. 2009. Community Profile 2009. Hastings: County of Hastings.

Hastings County. 2007. Strategic Plan. Hastings: County of Hastings.

Hemson Consulting Ltd. 2010. Water and Wastewater Rates. Marmora: Municipality of Marmora & Lake.

Infrastructure Canada. 2005. Gas Tax Agreement. Retrieved August 11, 2011 from www.infrastructure.gc.c/ip-pi/gas-essence_tax/gt_cam_on_e.shtml

Marmoraction. N.D. Marmoraction: Bringing the community together through the outdoors. [Brochure]. Marmora: Municipality of Marmora & Lake.

Marmora Business Association. 2010. Marmora Business Association. [Calendar]. Marmora: Same as author.

Marmora & Lake Economic Development Committee. 2010. Community Improvement Plan Draft 1. Marmora: Municipality of Marmora & Lake.

Marmora Tourist Information Centre. N.D. Marmora & Lake: Rediscover what matters most. [Brochure]. Marmora: Municipality of Marmora & Lake.

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Marmora and Lake ICSP November 16, 2011

Ministry of the Environment. 2011. Deloro Mine Site Cleanup Project. Retrieved August 15, 2011 from www.ene.gov.on.ca/environment/en/local/deloro_mine_site_cleanup_project/index.htm.

M.M. Dillon Limited. 1988. Village of Marmora: Waterfront Development Comprehensive Plan. Marmora: Municipality of Marmora & Lake.

Municipality of Marmora & Lake. 2011a. Municipality of Marmora & Lake: Accessibility Plan. Marmora: Same as author.

Municipality of Marmora & Lake. 2011b. Municipality of Marmora & Lake: Community Profile. Marmora: Same as author.

Municipality of Marmora & Lake. 2011c. Marmora Business Association. Marmora: Same as author.

Municipality of Marmora & Lake. 2010a. Municipality of Marmora & Lake: Emergency Plan. Marmora: Same as author.

Municipality of Marmora & Lake. 2010b. Municipality of Marmora & Lake Integrated Community Sustainability Plan. [Brochure]. Marmora: Same as author.

Municipality of Marmora & Lake. 2010c. Marmora Water Treatment Plant. Marmora: Same as author.

Municipality of Marmora & Lake. 2010d. Deloro Water Treatment Plant. Marmora: Same as author.

Municipality of Marmora & Lake. 2010e. Municipality of Marmora & Lake Workplace Violence/Harassment Prevention Policy. Marmora: Same as author.

Municipality of Marmora & Lake. 2008. Municipality of Marmora and Lake Environmental & Quality Management System Policy. Marmora: Same as author.

Municipality of Marmora & Lake. N.Da. Destinations, Tourist Attractions, Events. Marmora: Same as author. Funding from the Community Futures Development Corporation of North and Central Hastings and South Algonquin.

Municipality of Marmora & Lake. N.Db. Marmora & Lake Investment/Relocation Information Package. Marmora: Municipality of Marmora & Lake.

Northland Power. 2011. Marmora 400 MW Pumped Storage Project. Toronto: Northland Power.

Northland Power. 2011. Marmora Pumped Storage. Toronto: Northland Power.

Ontario Ministry of Agriculture, Food and Rural Affairs. N.D. [Appendix F] Marmora’s Downtown Trade Area Report. Ontario: Government of Ontario.

Pereira, Rui. 2009. Marmora Inn. Marmora: Same as author.

Redden, Andrew. 2006. Marmora Our Town Development Project. Marmora: Municipality of Marmora & Lake.

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Marmora and Lake ICSP November 16, 2011

Rural Routes. 2010. 2010 Havelock Maps. Unknown: Same as author.

Rural Routes. 2009. Postcard Series. Marmora: Same as author.

Spears, John. 2011, July 1. Mining for megawatts in Marmora. The Toronto Star, p. B1.

Statistics Canada. 2007. Marmora and Lake, Ontario (Code3512046) (table). 2006 Community Profiles. 2006 Census. Statistics Canada Catalogue no. 92-591-XWE. Ottawa. Released March 13, 2007. www12.statcan.ca/census-recensement/2006/dp-pd/prof/92-591/index.cfm?Lang=E (accessed August 15, 2011)

The Greer Galloway Group Inc. 2010. Facilities Review. Marmora: Municipality of Marmora and Lake.

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34 APPENDIX 2: ASSET MAPPING

Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number #7 Classic Cruisers  Sponsor a variety of activities Culture club@marmorac 613-472-2697 and Community fundraising lassiccruisers.co m

Accessibility Committee  Striving to create a barrier free Social Municipality of t.choinard@mar 613-472-1515 community and ensuring Marmora and Lake moraandlake.ca compliance with AODA Anglican Church Women  Fundraising for church and Culture St. Paul’s Church Left a message 613-472-5029 local events Sunday at  Support and donate to the food 12:30PM bank and medical center Artists In Motion  Promoting the arts in the Culture Artists In Motion www.artistsinm 613-472-1278 community Storefront otion.info

Caressant Care Volunteers  Offers assistance to residents Social (Health) Jackie Fraser jfraser@caressa 613-472-3130 with a variety Of activities such ntcare.com as: Walking visits and games Catholic Women’s League  Birthday celebration Caressant Culture Sacred Heart Of dmameehan@s 613-472-5638 Care Jesus Catholic ympatico.ca  Mass services at Caressant Care Church DOROTHY MEEHAN

34 September 19, 2011

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number

Central Hasting Family  Provides primary and Social (Health) MARY STUART, MARY.STUART@C Madoc Health Team preventative care Services to ADMINISTRATOR HFHT.COM 613-473-4134 residents of the municipalities Marmora Of Center Hastings 613-472-6135

 Recycling Services Environment 613-474-0233 Centre and South Hastings Municipality of j.durbatch@mar 613-472-2629 Recycling Marmora and Lake moraandlake.ca Central Hastings Transit  Volunteer transportation system Social/Economic Megan Burnside Emailed for one 613-473-2374 Children Nursery Center /  Playgroup Social/Economic info@pcpontari 613-472-3407 Central Hastings Home  Nursery school o.org Child Care Comfort Country  Supporting economic and Culture/ Jim Bakker Cocmadoc@bell 613-473-1616 tourism development Economic net.ca

Community Care for Central  Meals on Wheels Social Patt Dobbs [email protected] 613-473-9009 Hastings  Indoor walking Program 1-800-554-1564  Crisis Intervention  Friendly Visiting  Blood Donor/Pressure Clinics  Reassurance calls Committee of Adjustment  Land use planning Economic Municipality of j.durbatch@mar 613-472-2629 (planning) Marmora and Lake moraandlake.ca Crowe Lake Waterway  Promote stewardship of the Social/ Gordon Callan gordoncallan@s 613-472-2157 Association environmental, Public and social Environment/ ympatico.ca interests in the area served by Culture the association

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Crowe Valley Conservation  Protecting the watershed Environment Tim Pidduck genman@crowe 613-472-3137 Authority valley.com Curling Club  Curling activities for all Culture Paul Gabourie pdgabourie@bel 613-472-1747 community members l.net  Fundraising activities  Hall rental Deloro Clean-up Committee  Deloro Clean-up Environment Municipality of j.durbatch@mar 613-472-2629 Marmora and Lake moraandlake.ca Deloro Heritage Committee  Restoring/Preserving Deloro's Culture Linda Bracken heritage Dickey Lake – Shawano Shawano Ratepayers Inc. work hard Environment/ The contact for the Ratepayers to provide sanctioned activities for Culture/ Social/ Shawano all home & cottage owners on Economic Ratepayers is the knightj@xplorne Dickey Lake, Lost Lake, Perch Lake, current president, t.ca Lake of Islands, and the immediate Jim Knight, surrounding “Shawano” area. Some

of the services provided by Shawano Ratepayers Inc. include: http://www.dickey lake.ca/  Insurance coverage for all

sanctioned events

 Dickey Day

 Events including Golf

Tournament, Fish Derby, Corn

Roast

 Neighbourhood Watch program

 Liaison with Marmora & Lake

Township Council  Liaison with County and Provincial officials

 Liaison with the Federation of

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Ontario Cottagers Association  Environmental Protection Issues  Lake water quality testing  Providing and maintaining the SRI information Sign Board  Lobby for Lake front Tax reform

 Internet site  The Loons Call news letter

 Welcome package for new owners  Developing a Historical record for “Shawano”  Other issues investigated and acted upon as required Economic  Promoting Economic Economic/ Municipality of t.choinard@mar 613-472-1515 Development/Tourism Development and Tourism Culture Marmora and Lake moraandlake.ca Committee Eastern Ontario Trails  Promoting the trails in Eastern Economic/ Cindy Cassidy [email protected] 613-478-1444 Alliance Ontario Culture/ Environment Emergency Management  Emergency Planning for the Social Municipality of t.brownson@m 613-472-2629 Committee municipality Marmora and Lake armoraandlake. ca Environmental Advisory  Support environmental Environment Municipality of www.Marmoraa 613-472-5403 Committee industries Marmora and Lake ndlake.ca

Environmental Services  Municipal water/sewer/waste Environment Municipality of v.reid@marmor 613-472-0527 Marmora and Lake aandlake.ca Figure Skating Club  Figure skating programming for Culture Arena Manager c.trimble@mar 613-472-2410 youth to adults moraandlake.ca

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Fire Services  Municipal fire/emergency Social Tony Brownson t.brownson@m 613-472-3682 services Fire chief armoraandlake. ca Friends Of The Library  Fundraising for the Marmora Culture THE MARMORA info@marmorali 613-472-3122 Library LIBRARY brary.ca  Stocking and shelving Hastings Housing Resource  Offers affordable housing for Social Ontario Works NONE 613-472-0400 Center adults over the age of 16

Helping Hands Food Bank  Food Social Linda Pacaud Emailed for one 613-472-3594 Historical Society  Maintain and display historical Culture Cathie Jones chjones@sympa 613-472-2202 Information and artifacts tico.ca Library Board  Decision making on library Culture The Marmora info@marmorali 613-472-3122 changes Library brary.ca

Marmora Agricultural  Redneck derby Culture www.mas- ingrid@marmor 613-472-5403 Committee  Marmora fair online.org afair.org

Marmora  Promoting Health and Health Social Linda Merkley ray.lin@sympati Health Committee programs in Marmora and Lake Chair co.ca  Fundraising for Medical Centre

Marmora & District  Supporting local business Economic Typhany Choinard t.choinard@mar 613-472-1515 Business Association  Network opportunities moraandlake

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Marmora & Lake  Local service projects The Social/ Culture/ Vivian Collver [email protected] 613-472-0040 Ratepayers Association Marmora and Lake Ratepayers Economic/ association is an advocacy group Environment that encourages positive Economic growth and development, promotes the principals of good Governance and ensures a solid planning Base for future commercial, industrial and Residential development. Our Association is also committed to Maintaining the historic nature of the Community while conserving the unique Environment in which we live. Marmora ATV Club  Monthly group rides Culture Les4x4@netscap e.net Marmora Book Club Culture The library info@marmorali 613-472-3122 brary.ca Marmora Cup Dog Club Culture Marmora cup dog loweryr@sympa club tico.ca Marmora Crowe Valley  Various Community projects Social/Culture President of the B_e_jones@sym 613-472-2172 Lions Club club patico.ca

Marmora Farmers Market  Promoting local economical Economic/ Typhany Choinard tchoinard@mar 613-472-1515 development Culture moraandlake.ca  Feature produce baking and other local products

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Marmora Fireworks  Canada day fireworks Culture Cathie Jones chjones@sympa 613-472-2202 Committee fundraising tico.ca

Marmora Girl Guides  Activates for girls Culture Sue Christiansen 613-473-3034 Marmora Swim Program  Red Cross swimming lessons Culture Rosemary Pascoe r.pacoe@marm 613-472-2629 oraandlake.ca Minor Hockey  Hockey opportunities Culture Arena manager c.trimble@mar 613-472-2410 moraandlake.ca Parks and Recreation  Managing municipal parks/arena Culture Curtis Trimble c.trimble@mar 613-472-2410 Services moraandlake.ca

Red Cross  Beds chairs and desks to those Social www.redcross.ca NONE 613-472-2372 who require and request them  Administer the swim program Royal Canadian Legion  Various Social/Culture Marie Gordon – 613-472-2218 Branch 237 President Silver Foxes  Exercise group Culture [email protected] 613-472-2264 SnoFest  Supporting community Culture Richard Lowery loweryr@sympa 613-472-2810 development tico.ca  Community events  Dog sled races St. Andrew’s Women’s  Sponsoring two foster children Culture St. Andrew’s Left a message 613-472-2810 League  Fundraising for upkeep of Church at 12:20PM church Three Oaks Foundation  Shelter and services for Abused Social info@threeoaks 613-473-1976 women And their children foundation.org 1-888-275-0710

Transportation Services  Municipal Transportation Municipality of roads@marmor 613-472-5311 services Marmora and Lake aandlake.ca

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Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)

Organization Activities Pillar Contact Name Email Phone Number Tri-County Amateur Radio Culture Morris McCall 613-472-346 Club Twin Sisters Rate Payers  Local service projects The Environment/ www.tslra.org Marmora and Lake Ratepayers Social/ Culture/ association is an advocacy group Economic Emailed for one that encourages positive Economic growth and development, promotes the principals of good Governance and ensures a solid planning Base for future commercial, industrial and Residential development. Our Association is also committed to maintaining the historic nature of the Community while conserving the unique Environment in which we live. Women’s ministries  Making quilts to send to Culture Marmora alvinpeddle@ya 613-472-3219 Guatemala Pentecostal hoo.ca  Sponsoring a foster child in Church Africa

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APPENDIX 3: MARMORA & LAKE ICSP SURVEY INSTRUMENT

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APPENDIX 4: MARMORA & LAKE ICSP BROCHURE

The ICSP brochure (presented in a tri-fold format) is shown below.

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APPENDIX 5: MARMORA & LAKE ICSP PLANNING SESSION POSTERS

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APPENDIX 6: ROUND 2 CONSULTATION COMMENT SHEET

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