Sustainable

Bancroft An Integrated Community Sustainability Plan for Bancroft, Ontario

FINAL – May 10, 2011 [THIS PAGE INTENTIONALLY LEFT BLANK]

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ACKNOWLEDGMENTS Many people contributed to the development of Sustainable Bancroft and they all deserve to be recognized for their efforts. Community Sustainable Planning Business Owner) Committee (CSPC) members:  Diana Gurley (Art Gallery of Bancroft)  Richard Musclow (York River Music Society)  Don Koppin, Chair (Koppin Contracting)  Ron Kapitain (York River Music Society)  Chris Drost (Revitalization Coordinator,  Carol and John Kirby (Citizens) Bancroft, Maynooth & Coe Hill)  Ken Wishlow (Village Playhouse)  Velma Watters (ReUse-  Laurie Calder (Local Painter & GreenTEC) Muralist)  Jane Mayberry (North  Glenn Wert (BancroftTV and Hastings Community local Arts Promoter) Integration Association)  Rory McRandall (Actor and  Bill O‟Borne (Bancroft Light Writer) & Power B.L.P.)  Chris Fitzsimons (Citizen) Social Task Force members:  Peter Whitehead (Town Council/ Business Owner)  Jane Mayberry (North Hastings Community Integration  Kimberly McMunn (Bancroft Association) Library)  Chris Drost (Revitalization  Pat Marcotte (HavenCraft) Coordinator, Bancroft,  Kim Crawford (Algonquin Maynooth & Coe Hill) Arts Council)  Karen Smith (Bancroft Airport)  Charles Mullet (Town  Brent Dalley (Blue Byte Council) Solutions) Past Members  Kim Sutherland (Hastings Our success is a tribute to the direction Children‟s Aid Society) provided by dedicated volunteers  Burke Chamberlain, Past  Gord MacDonald (Community Co-Chair (Whitfield Plumbing Heating) Care North Hastings)  Larry McTaggart, Past Chair (Town  Lindsay Jolly (North Hastings Community Council/Local Business) Trust)  Brenda Burns (River‟s Edge Golf Course)  Rory McRandall (North Hastings Non-Profit  Jacquie Lopez (Algonquin Arts Council) Housing)  Debbie Dalley (Local Business)  Susan Poste (Mental Health Services)  Brent Dalley (Blue Byte Solutions)  Maureen Kelly (Loyalist College)  Karen Smith (Bancroft Airport)  Karen Helm (Public Health Nurse) Cultural Task Force members:  Clarissa Townsend (Nurse Practitioner, Bancroft Family Health Team)  Chris FitzSimons (Citizen)  Noreen Tinney (Bancroft Library)  Kimberly McMunn (Bancroft Library)  Don Hughes (Village Playhouse)  Jacquie Lopez (Algonquin Arts Council)  Peter Whitehead (Town Council/

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The Environmental Task Force members: Town of Bancroft Staff  Pat Marcotte (HavenCraft)  Barry Wannamaker, CAO/Clerk  Don Koppin (Koppin Contracting)  Janet Jones, Deputy CAO, Treasurer  Velma Watters (ReUse-GreenTEC)  Burke Chamberlain (Whitfield Plumbing Community Partners: Heating)  Maureen Kelly (Loyalist College)  Don Koppin, General Contractor  Nate Smelle (Curious Caribou Creations)  Bancroft Railway Restoration Project  Tyler Peters (Greenview Environmental)  Old Tin Shed  Bill O'Borne (Bancroft Light & Power B.L.P.)  ReUse-GreenTEC  HavenCraft The Economic Task Force members:  Bernice Jenkins, Mayor, Town of Bancroft  Town of Bancroft  Chris Drost (Revitalization Coordinator, Bancroft, Maynooth & Coe Hill)  Whitfield Plumbing and Heating  Celebrate Youth Movement  Peter Whitehead (Town Council/ Business Owner)  Algonquin Arts Council  Velma Watters (ReUse-GreenTEC)  Bancroft Community Airport  Burke Chamberlain (Whitfield Plumbing  Bancroft B&B Heating)  Curves  Debbie Dalley (Local Business)  Rural Roots Café  David Grindlay (Tourism, Build Bancroft)  Irondell Metal Works  Kevin Vance (Vance Motors)  Jan Woodlands - Bancroft  Art Gallery of Bancroft Members of Council 2006-2010  River's Edge Golf Course  Curious Caribou  Mayor Lloyd Churchill  TD Canada Trust  Deputy Mayor Larry McTaggart

 Councillor Peter Whitehead  Councillor Nan McGhee  Councillor Bernice Jenkins  Councillor Claude Robinson  Councillor Thomas Hoover Members of Council 2010-2014

 Mayor Bernice Jenkins  Deputy Mayor Wayne Wiggins  Councillor Peter Whitehead  Councillor Don Koppin  Councillor Paul Jenkins  Councillor Steve Bruce  Councillor Charles Mullet Sustainability Bookkeeper

 Julie Walsh

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EXECUTIVE SUMMARY Introduction The Town of Bancroft is developing an Integrated Community Sustainability Plan (ICSP) called Sustainable Bancroft to meet the requirements of the Federal Gas Tax Transfer Agreement that is in place with the Town, the Government of Canada and the Association of Municipalities of Ontario (AMO). This document contains the core plan elements and it describes how the plan will be implemented and monitored in future years. Sustainable Bancroft was developed by almost 40 volunteers and reflects a strong starting point for the community consultation process. Information on the methodology used to build the plan is included in Appendix A. Sustainable Bancroft includes a vision statement, values, 16 themes with theme statements, strategic objectives, a governance plan and a commitment to report to Town Council and the community as a whole. Sustainable Bancroft is ready to be shared with volunteers, local residents and other interested parties to allow for their review and comment. A separate document called the Community Consultation Plan was developed to guide community input. The final version of Sustainable Bancroft was approved by Bancroft Town Council on May 10, 2011. Our Vision The vision for Sustainable Bancroft is: Our sustainable future will be based on thoughtful growth, health and wellness, creative expression and preservation of our natural environment.

Values

The community identified several values to guide the development and implementation of this plan:  We live in harmony with nature and support the preservation of the area‟s natural beauty.  We have strong rural roots and strong family values.  We support accessibility for all to basic services including education, health services, housing and employment, and to barrier free access to those services.  We support diversity and work to build an inclusive, cohesive community.  We value our historic roots in mining and forestry, and support our thriving arts community.  We believe that creativity lies within everyone. Themes, Theme Statements and Strategic Objectives Sustainable Bancroft includes 16 themes that cover the four pillars of sustainability: cultural, environmental, economic and social. Each theme has a theme statement that describes what we would like to see for Bancroft in the future. Finally each theme has a number of strategic objectives which are designed to guide our future development. A one page summary has been

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prepared for each theme and is included in this plan. Governance Small towns cannot afford to dedicate significant resources to implementing an ICSP. The design of Sustainable Bancroft takes advantage of a strong volunteer network, the existence of many groups that already support sustainability, and a lean operations and governance design. At the core of this plan is the concept of community ownership. Sustainable Bancroft will become a reality because we will work together as partners – the Town, local institutions like the Public Library, schools and colleges, businesses and other organizations – to achieve our vision and our plans for each of our 16 themes. The strategic objectives provide a starting point for any new program, project, initiative or development, and a way to align our future growth with our values to ensure that our children and grandchildren have the same opportunities for prosperity, health and quality of life that we have. Sustainable Bancroft will be governed by the Community Sustainable Planning Committee (CSPC) who will meet on a regular basis to discuss issues related to sustainability. The CSPC is a committee of Town Council that seeks input and approval from Council on any recommendations that will have an impact on municipal services or tax levels. Town Council recognizes that there may be a need to "keep the books" on sustainability. A part- time sustainability bookkeeper was hired and worked 5 to 10 hours a week from mid-January until the end of May but about half of this time was used to complete tasks associated with wrapping up the project. No further assistance will be required in 2011. In 2012, there will be a need to review monitoring information and to prepare for the Annual Report to the public. Implementation and Ongoing Reporting The implementation of Sustainable Bancroft is happening already. All around us community partners are completing actions that will move us closer to our vision and our 16 theme statements. Many excellent ideas have been identified to fill sustainability gaps and these potential initiatives have been listed within the plan. The CSPC is expected to report to Town Council on a quarterly basis and will be available to attend regularly scheduled meetings as required. In addition, it is recommended that the CSPC present an Annual Report on sustainability to Town Council and to the public at a community conference to be held once a year. The report should cover successes and gaps and individuals or groups whose actions have moved Bancroft closer to our vision of sustainability should be recognized.

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Table of Contents

Acknowledgments...... i Executive Summary ...... iii Introduction ...... iii Our Vision ...... iii Values ...... iii Themes, Theme Statements and Strategic Objectives ...... iii Governance ...... iv Implementation and Ongoing Reporting ...... iv Introduction ...... 1 Background ...... 1 Social Fabric ...... 2 Our ICSP Goals ...... 2 Community Consultation ...... 2 Finalizing the ICSP ...... 2 ICSP Framework ...... 3 Vision ...... 3 Values ...... 3 Themes ...... 3 Actions ...... 3 Potential Initiatives ...... 3 Themes ...... 4 The Arts ...... 5 History and Heritage...... 6 Energy and Climate Change ...... 7 Water ...... 8 Waste ...... 9 Protection of Natural Areas ...... 10 Buildings and Infrastructure ...... 11 Economic Development ...... 12 Green Jobs ...... 13 Land Use Planning ...... 14 Tourism ...... 15 Education ...... 16 Transportation ...... 17 Recreation and Leisure ...... 18 Health and Wellness ...... 19 Housing ...... 20 Operations and Governance ...... 21 Community Ownership ...... 21 Community Partners...... 21 Impact on Town Operations ...... 21 Regional Cooperation ...... 21 Governance Plan ...... 22

Implementation ...... 24 Action Inventory ...... 24 Potential Initiatives ...... 24 Ongoing Monitoring Program ...... 25 Reports ...... 25 Reporting ...... 26 Reporting to Town Council ...... 26 Report to the Annual Community Conference ...... 26 Knowledge Sharing Initiatives ...... 26 References ...... 27

List of Appendices

Appendix A – ICSP Framework for Sustainable Bancroft Appendix B – Glossary and Acronym List

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INTRODUCTION

The Town of Bancroft has developed an Despite its historical dependence on Integrated Community Sustainability Plan agriculture, lumber, railways and mining, the (ICSP) called Sustainable Bancroft to economy of Bancroft today is service driven. meet the requirements of the Federal Gas Retail trade is currently the largest Tax Transfer Agreement that is in place with employment sector in Bancroft, followed by the Town, the Government of Canada and Health Care/Social Services, Business the Association of Municipalities of Ontario Services and Construction. Recent (AMO). This document contains the core initiatives such as the downtown plan elements and it describes how the plan revitalization project and the development of will be implemented and monitored in future a community improvement plan are all years. efforts to create new opportunities for local businesses, attract new residents and Background further promote tourism in the area. The Town of Bancroft is a regional centre in a stunning wilderness area three hours from Employment Data for Bancroft Toronto and Ottawa, and one hour from Sector Number of Percentage Algonquin Park. The lakes surrounding Employees of Labour Bancroft are dotted with cottages, mostly Force seasonally occupied. It has easy access to Retail Trade 300 17.8% Health Care / 235 13.9% four provincial parks: Algonquin, Lake St. Social Peter, Silent Lake, and Petroglyphs. It is Services situated in Hastings County, and is a lower Business 205 12.2% tier municipality that does not have its own Services Official Plan. Construction 195 11.6% Agriculture 135 8.0% The population of the town is 3,838 Manufacturing 95 5.6% (Statistics Canada, 2006) and downtown Educational 80 4.7% Bancroft‟s trade area is almost 13,000 Services Finance and 70 4.2% people (OMAFRA, 2009). In addition, Real Estate Bancroft has an increasing role as a Wholesale 30 1.8% commercial hub for the seasonal residents Trade and retirees living year round at their Other 340 20.2% cottages. Services Total 1,685 100.0% Bancroft exists in large part because it is Using Stats Canada Data, 2006 blessed with many geological riches and it considers itself to be Canada‟s Mineral Capital. Other natural resource industries are important with the most prominent being forestry.

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Social Fabric protection of Bancroft‟s incredible natural assets. Culturally Bancroft has a strong outdoor flavour to it with many people enjoying Bring People Together: We have 16 pastimes such as fishing, hunting, themes within our ICSP and just meeting snowmobiling, using ATVs and boating. started an incredible process of bringing There is also a strong recreational interest together people who often work in silos. Our with a focus on hiking, cross country skiing, visioning process and strategic objectives canoeing and mountain biking. provides guidance that we can use to shape decisions on virtually anything. Bancroft also has a strong The Role of Art This kind of thinking is what will artistic community and was make Bancroft and the selected as Ontario's Most "Art is the expression of surrounding region truly Talented Town in a 2004 some of the gifts you have in sustainable. contest held by TV Ontario. your hands or in your mind With an active playhouse, … It is neat to be able to Build a Good Plan: To date the public art gallery and music transmit a thought into an Sustainable Bancroft initiative festival, this area has become a action and end up with a has been supported by magnet for artists. result that pleases people." volunteers. Our goal was to build a plan that is scaled to Bancroft has a strong network Paul Ives, local artist. meet the needs of our of social leaders, pro-active organizations and a willingness to work community without putting unreasonable together to access funding and resources to pressure on the municipal taxpayer. “get the job done”. Community Consultation Our ICSP Goals A separate document entitled Community Sustainable Bancroft has three top level Consultation Plan for Sustainable Bancroft goals: (2010) provides a breakdown of consultation activities recommended for the Shrink Our Footprint: We are starting a period from April 2010 to May 2011. conversation about how Bancroft and the Information from these consultations will be surrounding region can reduce its ecological used to finalize the ICSP. footprint – as a community and as individuals. We want people to be able to Finalizing the ICSP talk about contributing to solutions for global This document is the ICSP for Sustainable issues like climate change, poverty Bancroft. It was approved on May 10, 2011. reduction and pollution, while also looking at national and local issues like health, education, culture, economic growth and

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ICSP FRAMEWORK

Sustainable Bancroft is being developed to those services. using the Adaptive Management Framework  We support diversity and work to build (AMF). The AMF offers a systematic an inclusive, cohesive community. process for alignment and feedback  We value our historic roots in mining between the various levels of the and forestry, and support our thriving framework. It was selected because it has arts community. been used successfully in other municipalities of a similar size to Bancroft  We believe that creativity lies within including Rossland, British Columbia and everyone. the County of Frontenac, Ontario. To learn Themes more about this framework see Appendix There are 16 themes within Sustainable A. Bancroft linked to the four pillars: Cultural, The key framework components are as Environmental, Economic and Social. In follows. Section 3.0 each theme is profiled in detail. For every theme several strategic objectives Vision were identified by the community as ways to The vision for Sustainable Bancroft is: make our sustainable future a reality. Our sustainable future will be Actions based on thoughtful growth, health and wellness, creative expression There are a remarkable number of actions and preservation of our natural being undertaken right now to move environment. Bancroft closer to its sustainability vision and in particular towards our many strategic Values objectives. A current list is accessible from http://sustainablebancroft.blogspot.com. The community identified several values to guide the development and implementation Potential Initiatives of this plan: There are many things Did You Know?  We live in harmony with that we can do to nature and support the The ICSP framework being used is aligned move closer to our preservation of the with The Natural Step (TNS) framework and sustainable future. area‟s natural beauty. includes some terminology and process Each idea has been descriptions that are very similar to those  We have strong rural saved and where we used with the TNS framework. As we like to roots and strong family can find an action lead say, Sustainable Bancroft is ‘pre-wired’ for values. and the resources future use of TNS if that is the direction needed we will  We support accessibility that the community wants to take. implement it. A current for all to basic services including education, list is accessible from health services, housing and http://sustainablebancroft.blogspot.com. employment, and to barrier free access

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THEMES

A theme is a specific focus area of Natural Areas; and Buildings and Sustainable Bancroft that supports Infrastructure. achievement of the overall vision. Each theme includes a theme statement and The Economic Pillar several strategic objectives. Actions Economic development is the heartbeat of supporting a theme are included in our web small communities because personal well- site. Our themes are organized within a four being starts with financial security which for pillar model of most means having sustainability. meaningful, well-paid employment. Fortunately The Cultural Pillar Sustainable Bancroft A community‟s vitality and includes: creation of green quality of life is closely jobs, growth in tourism and related to the vitality and support for small quality of its cultural businesses striving to meet engagement, expression, the needs of our dialogue, and celebration community. In addition, our (CCEC, 2006). Culture in a plan asks businesses to municipal context Village Playhouse - Photo credit: Don Hughes embrace sustainability for embraces history, heritage and the arts. Its many reasons, not the least of which is cost components are integrated into everything savings. we do including economic development; the Themes include: Economic Development; attraction and retention of young workers; Green Jobs; Land Use Planning; and education of our children; recreation; health Tourism. and well-being; and a celebration of the natural world that surrounds us. The Social Pillar Themes include: the Arts; and History and Well-being is connected to meeting our Heritage. basic needs, many of which are included in the social pillar. Access to shelter, youth The Environmental Pillar retention, health care, viable transportation, Sustainability is often thought of as an life-long education and recreational environmental issue because everything we opportunities are all key components to a do is supported by the natural world. Focus sustainable community. In addition the in this pillar is on the fundamentals of social pillar has strong links to the environmental protection as well as environment, tourism, the arts and many application of sound principles to the other areas. buildings and infrastructure that support us. Themes include: Education; Transportation; Themes include: Energy and Climate Recreation and Leisure; Health and Change; Water; Waste; Protection of Wellness; and Housing.

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The Arts Theme Statement:

Everyone is creative. Strong communities We have a thriving arts community that enjoys provide opportunities for people to explore excellent cultural resources in modern facilities and develop their own creativity and any including a performing arts centre, a modern opportunity to nurture artistic expression library and a permanent public gallery that are should be pursued and supported. supported by the community, patrons and the municipality. Where Are We Now?

Bancroft was judged to be the Most economy. Implementation of the Talented Town in Ontario by TVOntario in recommendations outlined in the Municipal 2004. We have the Art Gallery of Bancroft Cultural Plan (2010), will be key to as well as many private galleries, the Village achieving this goal. Playhouse which is home to many performing arts, the York River Music We need to look for more opportunities to Society and many artists living and working support public art that showcases local locally. North Hastings High School has a artistic talent from our community. We strong drama and music program. envision a more vibrant cultural scene with access to music in clubs, bars and Where Do We Want To Be? restaurants. We would like to be able to connect the old and new The role of the arts as a tourism attraction parts of the town. will grow over the years, supporting our economy Strategic Objectives Culture always struggles and our local artists.  Promote arts and culture as a regional to be fully supported. We Connected to this is our tourism attraction. need to raise the vision of strong, ongoing awareness of visitors and  Support artistic expression by all support for the Algonquin residents. residents of the value of Arts Council. the arts and we need to  Locate the Bancroft Public Library in a promote the easy access We want to have physical new home that is accessible and to nature for artists infrastructure that meets allows it to meet the needs of local looking to relocate from the needs of our library and seasonal residents. urban areas. We need to and the Art Gallery of  Support the Art Gallery of Bancroft in market our cultural events Bancroft, and we want to its search for a permanent location to cottagers and visitors. plan for the renovation of designed to meet its needs as a the Village Playhouse. primary art centre. We need to work together We want to have a new to ensure that we have  Strengthen community support for the cultural centre or museum places for the arts and Algonquin Arts Council and its celebrating the history of member arts groups. facilities that meet our Bancroft and the region. needs. In the future we  Create or preserve spaces for local will have to work with all How Are We Going To performing arts. levels of government to Get There?  Celebrate local arts and artists by build and maintain these We want to become part creating displays and sharing it with spaces. of the creative rural the public.

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History and Heritage Theme Statement:

History and heritage are community anchors We are aware of local history and how it that celebrate place and help us to better shaped our region. We celebrate heritage and understand where we came from and where cultural diversity, and protect heritage we are going. In addition heritage is buildings, sites and natural landscapes. particularly meaningful in a diverse and multi-ethnic Canada as we understand and celebrate how local traditions blend with How Are We Going To Get There? new ones that arrive from around the world. We need to recognize heritage buildings Where Are We Now? and landscapes in the Bancroft region and provide information to residents and visitors Bancroft is an authentic town with real on their significance. We should consider experiences that have evolved from our the development of interpretive tools like past history. For example the Rockhound walking tours. Gemboree & Stone Carver‟s show celebrates the region's rich mining, mineral, We need to consider the establishment of a fossil and gemstone history. In a similar formal Heritage Committee to address the manner we have a rich history in lumber actions to be taken to support this theme. and railways. We need to work with volunteers, residents, From time immemorial private sponsors and all Algonquin First Nations Strategic Objectives levels of government in people have lived in this order to raise the funds  Develop opportunities for residents region and they have a needed to build and and visitors to learn about local history deep and rich local maintain heritage and heritage like walking tours, public attractions such as history. Settlers to the displays and a story telling symposium. area have run hunt and museums. fishing camps for  Protect, preserve and promote centuries. heritage buildings, sites and natural landscapes. Local modern history can be found in places like the  Document and preserve local history. local curling club and in our new state of the art skate park located on the Hastings Heritage Trail.

Where Do We Want To Be? We want to celebrate and preserve our local history. We want to protect important structures and landscapes, and share stories about their significance with future generations.

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Energy and Climate Change Theme Statement:

Energy use is an easy target. Use less and Our community is a net generator of clean, use renewable energy where possible and renewable energy with a minimal and ever you will save money and reduce shrinking carbon footprint. greenhouse gas emissions.

Where Are We Now? saving money. Bancroft and the local area has a modest We need to support and facilitate solar amount of alternative energy which includes power installations that the Bancroft Light and Power meet the requirements Company. Strategic Objectives of the Ontario feed in A number of local companies  Design all new construction and tariff program. Where offer renewable energy major renovations to reduce possible we need to services including geothermal energy consumption during build the infrastructure heating, solar and wind power building operation. needed for electrical vehicles. support.  Design municipal infrastructure including street lighting and water Major energy users will Where Do We Want To Be? treatment to minimize energy be encouraged to We want to establish Bancroft consumption and greenhouse gas participate in energy as a leader in energy and emissions. audit programs and to climate change initiatives. We learn more about how  Install and maintain local, they can reduce energy want to move away from a renewable energy sources - water, consumption and save reliance on electricity, oil, and solar, wind, biomass, geothermal money. This should propane for space heating to and high efficiency wood – using include a focus on the use of low impact sources local technicians and professionals. like geothermal heating or sharing information high efficiency wood stoves  Become a net zero community about energy rebate supplemented by renewable through education, individual programs. resources. We want to build commitment, behaviour change and the implementation of We need to encourage solar electric production adaptation measures like tree energy conservation in systems that feed back into planting. new building design by the grid where possible. working with developers We want to improve energy conservation and the Town to put through better building design and sustainable design programs in place. renovation hereby reducing the amount of We need to ensure that energy energy needed. conservation is addressed in other themes including Housing, Green Jobs and the Arts. How Are We Going To Get There? We need to make individuals and businesses aware of how they can invest in long term energy conservation and greenhouse gas reductions while also

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Water Theme Statement:

Water is a particularly important eco system The water resources in the Bancroft Region component and it includes waste water and provide a dependable supply of clean, healthy storm water collection and treatment as well water that exceeds quality requirements and as the quality of drinking water and the meets the needs of residents and visitors. water in our local lakes, rivers and streams. Stewardship of this resource is a key component of our water management system providing Where Are We Now? education on use, technology and conservation There are lake management plans in place of this essential life source. on many lakes including Paudash Lake. Local storm sewers are in good shape and overflows are rare. Future building design should reduce runoff into storm sewers and septic systems by Increased usage in summer due to tourism allowing for surface percolation using places a significant load on the system but a techniques like permeable pavers for new sewage treatment facility will be in parking and walkways rather than place by the end of 2010. pavement. In addition site design can be improved to better control storm surges and Where Do We Want To Be? potential flooding. We want all residents of Given the planned waste the Bancroft area to Strategic Objectives water upgrade our focus continue to have access needs to be on regular to good quality water from  Direct storm water towards natural septic system inspections the Town water supply or capture and filtration. and upgrades to reduce from independent ground the risk of pollution of source wells.  Build and renovate in ways that promote water infiltration and water local water sources and We want to reduce our conservation. watersheds. water consumption per Education should be person to sustainable  Continuously shrink the environmental footprint associated with supplying provided to full time and levels. drinking water and treating seasonal residents on key water topics. This should How Are We Going To wastewater. include understanding Get There?  Raise awareness of the need to what can be safely Everyone needs to work maintain septic systems and wells, and disposed of in a sewer or together to protect local promote regular inspection and septic system as well as watersheds and support servicing. awareness and education regional efforts to  Work with partners to protect aquatic of our river eco-system preserve water quality. biodiversity. For example we can minimize the impact of storm water through management programs that divert flows and promote local aquifer recharge.

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Waste Theme Statement:

There is no waste in nature and as we try to Waste is viewed as a resource as we move emulate the way that eco systems work, closer to becoming a zero waste community. waste is an obvious target. With widespread public acceptance of waste diversion the future lies in minimizing packaging, reducing Businesses and individuals can lead the consumption, reusing materials and way through improved, on-site management conserving landfill space. of waste materials using all available diversion options. On site recycling at Tim Where Are We Now? Horton‟s is an excellent example. Bancroft‟s landfill is in reasonably good shape but the municipality is under pressure How Are We Going To Get There? to receive Bancroft's anticipated future Community composting programs, if waste as well as flows from some feasible, will help us to divert organics from surrounding municipalities. landfill. In addition by focusing on the first R The ReUse-GreenTEC centre has been - reduction - we can reduce consumption operating for two years and it provides and waste generation. regional waste diversion options. The centre There is also need to provide education and also has a mandate to raise community awareness of how to awareness and provide divert waste for full time Strategic Objectives education on waste residents and for management, conservation  Promote reduce, reuse, recycle as seasonal residents who concerns and other related our primary tool for waste will be used to the issues. reduction. systems in their home towns. Where Do We Want To Be?  Divert all organics from landfill. Measures that would We want people to make  Reduce packaging and where it is help include the sound purchasing decisions necessary require that it be provision of a suitable that take waste into recyclable. number of recycling and consideration, keeping the waste centres in the 3Rs in mind - reduce first,  Divert construction and demolition then reuse followed by waste for all major renovations and downtown core plus increased awareness of recycling. new construction. the ReUse-GreenTEC We expect manufacturers and  Support the education of all centre and the services residents – full time and seasonal – local suppliers to help us. We it provides. on ways in which they can hope that they will look at minimize waste. providing products with longer life cycles, increased recyclable product content and the capacity to repair products instead of throwing them away.

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Protection of Natural Areas Theme Statement:

Our natural areas are a legacy that we We are surrounded by healthy, resilient natural protect for future generations and that bring areas that support biodiversity, produce clean people and wildlife to this area. In fact one water and absorb carbon. of our sustainability values is to "live in harmony with nature and support the preservation of the area‟s natural beauty." How Are We Going To Get There? Our focus on the protection and restoration We encourage further study by universities, of natural areas supports biodiversity, colleges and local high school students of watershed protection, carbon capture and the micro eco-systems that are present in many other natural eco-system services. our river eco-system. We also support consideration of a river development and Where Are We Now? protection plan for use in our region. Bancroft is situated in a beautiful and We recognize the need to identify key local relatively healthy eco-system that includes assets such as the Eagles Nest that require beautiful forests, lakes, rivers and streams protection. typical of the Canadian Shield. Some areas have We encourage other been permanently altered Strategic Objectives levels of government to to facilitate development,  Obtain information on the status of our continue monitoring as is the case across natural areas and their contribution to key indicators of the Canada, and balancing biodiversity. health of our natural future needs will be systems. We also important.  Protect our natural areas from negative strongly encourage all environmental impacts. community partners to Where Do We Want To  Balance our desire to enjoy nature and join in efforts to raise Be? use trails with the need to leave habitat awareness about the We want to protect rivers intact in order to support reasonable value of natural and other water bodies plant and animal populations. systems and the steps from the environmental that can be taken to  Raise the awareness of permanent and protect them. impacts of development. seasonal residents of the need to protect We want to protect the natural areas. biodiversity in our area  Include land conservation principles in through conservation and the design stage of every building interpretation programs. project.

We want to ensure that  Wherever possible restore land to a we can continue to benefit natural state that is the same as or very from our close connection close to its original, undisturbed state. to nature - economically, spiritually and artistically - while supporting wellness, leisure activities and the local economy.

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Buildings and Infrastructure Theme Statement:

Building construction and use is responsible Our buildings are constructed of materials with for 50 percent of our energy consumption a long lifecycle and low embodied energy, according to Natural Resources Canada. In contributing to healthy indoor air quality, addition, many forms of infrastructure have producing the energy they use, processing the a significant impact. Two examples would waste they produce and fostering a livable, be water treatment and distribution, and walkable and restorative community. street lighting.

Where Are We Now? Energy and Environmental Design) or a similar program. A number of local builders promote environmentally responsible building. They Our Community Improvement Plan will work with their clients to identify options that facilitate sustainable design, upgrades to save money and reduce impact. buildings and improvements to municipal infrastructure. Where Do We Want To Be? Strategic Objectives Raising awareness of the We want every building in  Use integrated design to benefits of better Bancroft to be as resource minimize the environmental construction and renovation efficient as possible. For new and construction impact of will help to make it standard buildings use of integrated buildings during construction. practice. At the same time design would help to ensure we should provide local that the best materials are  Meet or exceed LEED Silver for workers and business used and that heating and new construction and for owners with the training that lighting requirements are building operations. they need to adopt new minimized.  Build and maintain public use building practices and to We want future renovations to buildings (e.g. hospitals) to use technologies like solar include a focus on water and deliver a long lifecycle. panels and geothermal energy conservation. heating.  Incorporate adaptability for All renovation and new alternative future use into the Developers should work construction should take design of all new buildings. with the community to integrate renewable energy advantage of passive solar  Design new buildings and into building design. heat gain. major renovations to reflect local history and heritage We should promote the use How Are We Going To Get buildings. There? of local materials in building and infrastructure projects.  Design buildings to reduce Improvements to the Ontario waste at source and Building Code will help but we We should apply green effectively manage outputs so need to agree as a community design principles to the that they can be reused or that guidelines and bylaws construction, operation and recycled. should be put in place to maintenance of local require the use of sustainable infrastructure projects. design guidelines like LEED (Leadership in

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Economic Development Theme Statement:

Economic development is the engine of We have a strong and diversified economy small communities. Good jobs support based on local assets, our people and our community well-being and youth retention. natural resources creating full-time, well-paid Efforts to diversify the local economy will be employment and attracting professionals and front and centre in our sustainability future. other workers of all ages to the community.

Where Are We Now? government, banking, library and health Bancroft recently lost its largest private care. sector employer and traditional resource markets - minerals and forestry - have How Are We Going To Get There? slowed down. Broadband internet access will drive the Our Community Futures Development development of small business and will Corporation has developed the North make networking easier. It will also support Hastings Strategic Plan. Implementation of the local economy. the Strategic Plan will create jobs, stimulate economic growth, improve quality of life and Development of a diversified local economy revitalize communities. with strong support for Strategic Objectives entrepreneurs will also Large and small businesses help us to attract and  Provide local entrepreneurs and are becoming more retain young workers and small businesses with critical sustainable for the simple their families. reason that sustainability is support in financing, space more profitable. They realize allocation, employee training and A focus on employment marketing. that is not only supports training will provide environment, social or  Develop strategies for succession opportunities to cultural issues, it simply planning in local small businesses individuals looking for makes good business that account for changing dynamics meaningful, well-paid sense. in our community. employment. We believe that it makes Where Do We Want To  Support a range of industries from Be? logging to high tech to tourism that good sense to develop a will make the community local economy with more We want to have access to economically more resilient and focus on smaller or well paying, year round self-sustaining. diverse businesses rather employment. Ideally this will than reliance on single  result from: development of Provide a full complement of skills employer or industry. the creative rural economy; training to support local economic new retail that complements development. Forestry needs to be supported as it is a core existing, unique, one-of-a-  Provide access to broadband for all economic activity that kind shops; growth in residents and businesses in the relies on a renewable tourism, light manufacturing Bancroft Region to facilitate growth resource. and professional services; and access to outside markets. and provision of regional services such as

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Green Jobs Theme Statement:

Green job are: jobs that have been Green jobs facilitate green market development upgraded to better respect the environment; and research and development focused on or professional, vocational or trade level energy technology. employment in environmental fields. Examples include electricians who install solar panels, plumbers who install How Are We Going To Get There? geothermal heating systems and eco tourism operators. Our diversified rural In our community, we need specialized job economy will include green jobs. training provided by Loyalist College and other reliable training providers. Where Are We Now? We would also benefit from „incubator‟ Many local entrepreneurs have started the initiatives that will lead to increased process of green job conversion, in awareness of sustainability and green job particular in areas related to building, creation. One such idea is hosting a energy generation and plumbing. Local sustainability call centre that would provide residents have access to sustainable Hastings County residents with information construction services and the installation about sustainability. and maintenance of solar panels Another idea is the launch and geothermal systems. Strategic Objectives of a community project The ReUse-GreenTEC Centre is targeted at property  Create new jobs in an example of a local owners and businesses environmental fields. organization dedicated to the that would help them to do creation of green jobs, and  Include training for blue energy and water audits several local tourism operators collar workers and and fix up their properties. are moving into eco tourism professionals on how they This would create demand activities. can turn their jobs into green for services, create green jobs. jobs, increase the need for Where Do We Want To Be? job training, reduce energy  Work with businesses and use and greenhouse gas We want to have meaningful, property owners to help emissions, and water well paid green jobs available in them improve their consumption. The savings new fields. We also want to properties. 'green' local trades, architecture would also put money and engineering services  Create manufacturing back in the pockets of connected with building and opportunities locally to Bancroft residents and support green job creation. renovation. businesses. We want our tourism industry to To create green jobs, a include well-defined, eco-tourism number of community partners will need to come together and take advantage of experiences that in turn create green jobs. existing programs at the federal and provincial levels, and through Ontario Power Authority and other local utilities.

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Land Use Planning Theme Statement:

Land use planning is a strategic enabler of Land use planning supports sustainable our sustainable future. The recently building, development of low impact approved Community Improvement Plan infrastructure, protection of natural areas, (CIP) will provide Bancroft with the authority creation of employment lands and commercial to make decisions that support many other areas, and the creation of residential sustainability themes like housing, buildings developments in various densities. and infrastructure, recreation and leisure and many more. Other tools such as by- laws and site plan controls will also help How Are We Going To Get There? align development with our strategic The CIP can be used to ensure that all objectives. community members - the Town, local Where Are We Now? businesses, residents and developers – work together to make our future more The Town of Bancroft has a CIP to direct sustainable. and manage community improvements to the functioning and appearance of the Experience has shown that for a downtown Bancroft Urban Area, including new to be successful it needs to have a good development, rehabilitation and capital mix of compatible land uses and activities improvement. (OMAFRA, 2009). We would like our downtown to have a The CIP is an amendment Strategic Objectives mixture of different types to the Official Plan (OP) for  Enable green construction and support of land uses to Hastings County. This OP design innovations. encourage pedestrian guides the majority of land traffic, maximize use decisions in Bancroft.  Identify key natural features that need development potential protecting and restore ones that have and create an active Where Do We Want To already been impacted by negative space. Be? development. As a requirement of the We want to live in a Federal Gas Tax sustainable community that has benefited transfer, the Town of Bancroft must address from many years of wise land use decisions how it will work with neighbouring guided by plans, by-laws and site plan municipalities to become more sustainable. controls that reflect the strategic objectives The Town of Bancroft will need to in this ICSP. coordinate land use planning with our We want to work with our stakeholders to neighbours. This will include working closely identify and convert local brownfields into with Hastings County to update and productive land use applications and over modernize land-use planning in Bancroft. time we want to restore key natural features previously impacted by development, e.g. York River clean up.

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Tourism Theme Statement:

Tourism is an important component of the Tourism provides residents with fulfilling local economy. With abundant natural careers and life experiences, and demonstrates beauty and a foundation of services, tourism to visitors our natural beauty, rich heritage and is poised to grow and contribute in a a range of experiences including arts, culture, positive manner to our sustainable future. wellness and outdoor adventure.

Where Are We Now? Bancroft is known for its minerals, natural How Are We Going To Get There? beauty, outdoor activities and cultural We need to bring all tourism stakeholders assets. It is known as the “Mineral Capital of together so that we can meet our needs. Canada” and has been voted Ontario‟s For instance developing and growing our “Most Talented Town”. local eco-tourism attractions should be a priority and we also need to ways to attract It hosts many tourist activities every year highlighted by the Rockhound Gemboree & visitors in the shoulder season. Stone Carver‟s Show. All stakeholders need work together to develop Considerable effort has Strategic Objectives and execute a tourism been dedicated to promoting  Create quality full time plan that gives existing tourism over the last year. employment in the tourism sector. and new visitors reasons Where Do We Want To  Improve the visitor experience. to come back to Bancroft Be? at different times during  Grow and develop local eco- the year. This includes We want tourism to be a tourism opportunities. enhancements in our reliable source of well-  Educate entrepreneurs, employees streetscape and other paying jobs as the local and potential employees in the measures proposed in the industry increases in hospitality industry to increase CIP for Bancroft. respectability, respectability, professionalism and professionalism and service service quality. quality  Expand the range of quality options We want our local for visitors staying overnight to experiences to be well include branded motels, bed and defined and memorable with breakfast locations and local an increasing focus on resorts. nature, wellness, culture and eco tourism.  Develop lifestyle experiences that appeal to visitors including shops, With the help of all levels of restaurants and entertainment government, we would like venues. to develop new attractions such as a Heritage Museum  Promote cultural events and to celebrate our local history facilities including music festivals, theatre, museums and artisanal and anchor our downtown. shopping.

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Education Theme Statement:

Education provides the foundation for a We have multi-level educational programs that more sustainable future. This includes basic meet a wide range of needs including formal K to 12 schooling; the local provision of education, retraining and lifelong learning. post-secondary education; job training; and opportunities for lifelong learning. Also important are specific programs designed to We want to be part of community wide provide residents and visitors with a better initiatives to raise awareness of important understanding of how they can contribute to sustainability issues from managing septic Sustainable Bancroft. systems to understanding how to reduce our environmental footprint. Where Are We Now? Bancroft has a full complement of K to 12 How Are We Going To Get There? education with a high school in the As a community, we need to offer more downtown core. Loyalist College has a skills training, apprenticeships and satellite campus and is prepared to expand development of trades while working hand its course offerings once in hand with employers suitable space is located. Strategic Objectives who will identify needs and participate in Where Do We Want To  Use distance learning wherever possible programs. We need an Be? and position it to play an integral role in expansion of the We want our residents to future training and education delivery. services of Loyalist have access to a full range  Provide Loyalist College and other College and other of educational educational organizations with qualified training opportunities at every adequate facilities and space to allow providers. stage of their lives. This them to deliver quality education and We need to work with includes high quality public training. all stakeholders to education and access to a attract university wide range of post-  Make local residents more aware of the programs to this area secondary programs educational opportunities that exist for such as geology and through Loyalist College. them in Bancroft and the neighbouring region. tourism to expose Others seeking to students from complete courses at far  Raise resident and visitor awareness of elsewhere to our away campuses will have local sustainability issues. community. access to high quality  Attract college and university broadband services and Lifelong learning is placements and programs to Bancroft. the chance to participate in needed both to a wide range of courses  Provide skills training, apprenticeships, improve skills and to via distance education. development of trades and other work provide for personal growth. The Over the course of our related training, and connect local employers to these programs. community also needs lives we want to have to develop programs to opportunities to improve raise awareness of what individuals can do our job skills and to pursue general interest to make Bancroft more sustainable. education.

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Transportation Theme Statement: Multi-modal transportation is a core component of a sustainable community. We have a coordinated public transportation People benefit from having alternatives to network that is accessible, efficient and using their personal vehicles. Walkable responsive to the needs of our community. towns support wellness, public transit helps those who cannot drive themselves and health of residents. trails can be used in many different ways. Together they contribute to a complete How Are We Going To Get There? community. We will need to work with our neighbours to Where Are We Now? develop and support transportation alternatives including public transit, non- Our region has limited public transportation. emergency medical transport, car pooling, Regional transportation would make ride sharing, use of shared vehicles and the employment more accessible but cost use of bicycles. concerns have made it difficult to service a broad area. We need to work with service providers to improve daily and weekly scheduled transit One recent success is the Rural Overland to Peterborough and Belleville, and as a Utility Transit, or TROUT as it is fondly community we will need to support known. It began providing companies providing such public transportation services. options for the people of Strategic Objectives North Hastings in the late  Meet the transportation needs of Given Bancroft‟s location spring of 2010. residents with affordable services that and the rising costs of are cost effective to operate. fuel, it was suggested that Where Do We Want To a regional independent Be?  Provide non-emergency medical warehousing point could transportation and reduce reliance on Residents of Bancroft and be established where ambulatory services. neighbouring North goods from the South Hastings communities  Connect residents to the larger could be temporary want to be able to get to regional centres such as Belleville and stored and redistributed. work, school and medical Peterborough to ensure access to We should use the CIP to appointments, and want medical services and other necessities. focus on creating a to be able to run errands  Provide support for all modes of “walkable” community as needed using a variety transportation including walking, and avoiding urban of transportation options. public transit, bicycles, electric sprawl with its We want to become a vehicles, shared vehicles and personal dependence on vehicles. walkable community that vehicles. includes walking and  Implement innovative solutions where cycling trails, sidewalks possible that reduce the overall and amenities. This would footprint of transportation such as car improve social bonds and sharing and zero emission vehicles. it would improve the

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Recreation and Leisure Theme Statement:

Recreation and leisure opportunities provide We are healthy and active with many options residents with social contact, physical available for recreation and leisure for all age exercise and mental stimulation. They are groups. also an important part of the local economy as they attract visitors and support tourism. affordable with options that accommodate Recreation and leisure includes: sports such different age groups, levels of physical as swimming, canoeing, skiing, hiking, ability and interests. biking, hockey, and curling; clubs, social activities and fitness sessions; and other We want local trails that are multi-use, well- activities like boating, hunting and fishing. maintained, well-marked and easy to navigate. Where Are We Now? How Are We Going To Get There? A trail mapping initiative is underway and trails between Bancroft and Bird‟s Creek are As a community we need to determine our being hard packed. needs and work towards meeting them. We also need to create Once approved the CIP will Strategic Objectives places where youth, facilitate the development of moms and tots, and walking and cycling  Build and maintain family-friendly, seniors can mix and networks, high-quality public indoor and outdoor recreation and mingle. spaces and services within leisure facilities that meet the reasonable walking and needs of residents and visitors. We should focus on the travel distances. It will  Create and maintain recreation development of trails for designate the York River spaces for young people where active transportation – banks as important open they can hang out and be bicycling, running and spaces featuring continuous comfortable. walking – to encourage boardwalks or walking trails, wellness and provide as well as open areas for  Maintain and expand an extensive transportation options. community events. Existing local and regional trail network that accommodates a variety of We should also support parks and trails can be uses. motorized recreational improved and opportunities sports such as boating, exist for expansion and  Maintain and upgrade directional snowmobiling and the use linking of recreational and signage on all roads and trails to of ATVs. This would open space areas. assist users with navigation. include providing better Where Do We Want To Be? access to fuel, food and overnight accommodations and the We want have a wide range of recreation downtown core in general, as well as better and leisure choices available to residents trail signage. and visitors. As facilities are built or renovated we would like to see green We need to ensure that mixed use trails are design principles included in the plans. respected by all users. Recreation and leisure activities should be

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Health and Wellness Theme Statement:

In a sustainable community, our well-being The physical and mental well‐being of our is valued and is a key component of a permanent and seasonal residents and families systems approach. So many things can be is protected and enhanced by our high quality linked back to health and wellness from health and wellness services. good jobs to creative expression to the enjoyment of nature. Indeed all of our providers. We want programs that meet the themes link back to the physical and mental needs of all residents from youth to families well-being not only of our residents but to seniors. future generations as well. How Are We Going To Get There? Where Are We Now? We support the development of new We have two family health teams, a number wellness facilities and we are looking for of health education programs run by local new lifestyle related businesses willing to service providers and a primary acute care set up in Bancroft. The hospital site. Quinte new CIP, if approved, will Health Care North Strategic Objectives facilitate the development Hastings has six beds  Maintain and enhance our network of of a fully equipped and operates a 24-hour- health care and social service recreational area to a-day Emergency providers and attract and retain the support health and Department (including professionals required to run these wellness. Emergency Obstetrics). A services. number of health specialists visit on a  Promote and enhance our network of regular basis to provide wellness opportunities to residents coverage (e.g. heart and visitors, and develop programs to specialist). allow access to these services by low income residents. There is a shortage of family doctors, and high  Meet the health and social needs of demands on the system community members, especially children, the elderly and people with as a whole in the summer special needs by working together as months. The number of organizations and residents. beds in the local hospital has been reduced  Use communications technology to recently. Finally residents link medical specialists from across need to travel to Belleville Ontario to patients in Bancroft. or Peterborough for a number of services (e.g. childbirth).

Where Do We Want To Be? We want access to an excellent network of health care services and social service

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Housing Theme Statement:

As we envision our community in the future We have a wide range of resource-efficient and our view of housing is consistent. Our integrated housing options available to people need places to live. As fundamental residents at all income levels. as health and prosperity, shelter is a basic need that must be met for all residents. We also want to have a range of options Where Are We Now? available to people from outside of Bancroft In Bancroft‟s trade area the average home considering relocating to the area. This in 2006 was valued at $177,399, which was would include apartments, condominiums, slightly higher than Hastings County, but full sized homes and estate properties. significantly lower than the provincial We want to see new residential average. The percentage of people paying developments use green design principles 30% or more of their household income on and be connected to trail systems, where housing was also lower in the trade area possible, to promote active transportation (11%) than in the Province (13%). The and recreation and leisure. percentage of people paying 30% or more of their household income on rent was How Are We Going To Get There? higher in the trade area (21%) than in the New affordable housing is needed and it Province (17%) should be integrated with (OMAFRA, 2009). Strategic Objectives existing homes and future Affordable housing is not residential developments.  Upgrade existing housing stock to being built – there needs There is also a need to make it comfortable, safe and to be a commitment to develop transitional and resource efficient. build affordable housing emergency housing. that is integrated within  Create options for emergency All new housing, renovations the existing housing housing. and upgrades need to be stock.  Build and renovate housing to be built to green design Where Do We Want To low impact and to meet standards. Be? sustainable building standards that address land use; energy efficiency; The new CIP encourages We want to have a water and waste water the development of new diverse mix of housing management; indoor air quality integrated, affordable options available to its and materials selection. housing which includes rent- residents. This would geared-to-income housing include affordable  Create attractive housing options and housing for seniors. that appeal to a wide range of housing integrated into people including retirees, seniors, existing neighbourhoods young couples and singles. that can meet a variety of needs from working  Ensure that residents can meet singles to families to their housing needs regardless of seniors. income level.

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OPERATIONS AND GOVERNANCE

Small towns cannot afford to dedicate Community Partners significant resources to implementing an Community Partners are organizations that ICSP. The design of Sustainable Bancroft are implementing actions that support local takes advantage of a strong volunteer sustainability. By late April, 2011 20 local network, the existence of many groups that businesses and organizations had become already support sustainability, and a lean community partners. A full list can be found governance design. in the Acknowledgments section of this Community Ownership plan. One of the biggest Community partners are challenges to the future of asked to use the Sustainable Bancroft will be sustainability checklist to the ongoing implementation review ongoing operations or of the plan. Most small plans for a renovation or communities simply do not new construction. The have the tax base to support sustainability checklist is a full sustainability program handed out by the Town similar to places like Whistler staff through the Building or Pickering. Participants at the first public meeting on Department and it is November 24, 2009 available on line at the Community ownership is an Sustainable Bancroft web site. option. It is a way to share planning and implementation between the Town and local Impact on Town Operations institutions, groups, businesses and The ICSP will influence the direction of organizations under the coordination and current and future Town decision-making. guidance of the Community Sustainable All municipal departments will be expected Planning Committee (CSPC). In addition, to play a role in implementation and other levels of government and employees will be invited to participate in neighbouring communities can be invited to sustainability training. participate in this model. Part of the sustainable community planning This can work because organizations and process will be to determine how to link to individuals throughout the community are and work with existing municipal plans. The already doing things right now that are Town of Bancroft is committed to supporting moving us closer to our sustainability vision. this plan and to ensuring that where Community ownership allows organizations, possible existing plans and operations are businesses and individuals to show modified to reflect the strategic objectives of leadership. the themes contained within the ICSP.

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Regional Cooperation Role of the CSPC Officially the ICSP is being completed to Top level governance is the responsibility of meet the Federal Gas Tax requirements of Town Council, who are supported by the the Town of Bancroft. Many issues are CSPC. The CSPC can meet with regional in nature including transportation, community partners or others to discuss health and wellness, tourism, economic how to implement potential initiatives and development and environmental protection how to fill gaps. In addition, they are to name a few. The Bancroft Town Council responsible for planning the Annual Report will work with regional organizations to to the public and for making ensure that this ICSP continues to drive recommendations to Council for changes to integration. Sustainable Bancroft. Governance Plan Role of the Sustainability Bookkeeper Sustainable Bancroft provides guidance to From mid-January until the end of May a residents and community sustainability bookkeeper partners about how to achieve The Bancroft Opportunity was hired to "keep the our sustainability vision. Key to books" on sustainability. its success will be the Larger places with more people The bookkeeper worked establishment of strong cannot match Bancroft and its between 5 and 10 hours hard working volunteers who governance. per week and assisted have managed bring so many by: Governance in the context of perspectives to the table in the Sustainable Bancroft is the creation of this ICSP. If you  keeping the action ongoing responsibility for: believe in "don't fix it if it ain't inventory and list of monitoring progress; managing broke" then continuing with the potential initiatives potential initiatives; committee process that has up-to-date; recommending meetings brought you this far is the between community partners to answer. You may become a  recruiting community discuss how gaps can be filled; model for other places your size. partners; reporting annually to the public; and revising the ICSP. Some of these  providing advice on responsibilities need to rest with Town how to use the checklist and assisting Council and others with the CSPC. community partners; Individual community partners are  Assisting with the Annual Report to the responsible using the sustainability checklist public. to align their decision-making with the At least 50 percent of the work completed strategic objectives in the ICSP. by the bookkeeper during this period supported the completion of the project. Moving forward there is no additional need for a bookkeeper during 2011 but there may be a need in the future to review the monitoring associated with the implementation of this plan.

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The Role of Town Staff and to leverage additional funding opportunities for ongoing implementation. The Building Department will be responsible for providing the sustainability checklist to The make-up and criteria for members of anyone who needs a building permit. They the Board of Directors will be determined will also be responsible for collecting within the bylaws and terms of reference of completed checklist and for bringing the Sustainable Kingston organization and questions or issues to the drawn up by the First attention of other Town staff. Following Kingston's Lead Directors. The Sustainable Kingston organization will Staff will continue to answer Kingston, Ontario is an innovator not have a formal reporting questions from the public on in governance for sustainability. It relationship with City Council Sustainable Bancroft or to is currently finalizing its plans to beyond that required for direct them to the web site. develop a community ownership model that builds on the concept accountability for funding. of community partnership The Sustainability Checklist It will report to the pioneered by Whistler, Sudbury community via the annual A sustainability checklist has and others, to produce a holistic sustainability report. been developed that can be system where the community used to review existing leads the implementation and Sustainable Kingston may at operations and new projects. monitoring of the plan. Our goal times be requested to It can be used by Town staff, is to develop a scaled down provide advice to Kingston Town Council and by version of community ownership City Council, as part of an businesses and private that meets our needs and fits agreement with the City of organizations. with our available resources. Kingston. Anyone who needs a building permit will be asked to complete the checklist in order to see how their work can support the objectives of Sustainable Bancroft. Completion of the checklist is not mandatory, nor is there a minimum score that a project needs to achieve.

The Kingston Example As we move forward with the development of our ICSP it will be important to follow the progress of Kingston as it implements its community-owned ICSP. For their ICSP, the City of Kingston is proposing a governance structure that consists of an incorporated non-profit organization with a governing board of directors. The Sustainable Kingston organization will receive resources (funding) to undertake the work of implementing the first stage of the Sustainable Kingston Plan

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IMPLEMENTATION The implementation of Sustainable Bancroft A link to the action inventory can be found is happening already. All around us at http://sustainablebancroft.blogspot.com. community partners are completing actions that will move us closer to our vision and Potential Initiatives our 16 theme statements. An important Potential initiatives (PIs) are ideas for component of this plan is the description of programs, projects or activities that might the tools that are being put in place to help to move Bancroft from our current facilitate and increase implementation of reality to the achievement of one or more actions. theme statements. Potential initiatives also need to be aligned with one or more Action Inventory strategic objectives. To become an action, Actions are specific initiatives that are either an organization or an individual must ongoing or planned that will move the become an action lead and commit to community towards one or more of its implementing the potential initiative. A list of theme statements. To date many PIs can be found at organizations, institutions, businesses, and http://sustainablebancroft.blogspot.com. individuals have started actions that meet The CSPC would be responsible for working this description. with Town staff and community partners to All sustainability actions that are ongoing, identify potential initiatives that could planned or recently completed should be become future actions. Another important included in a tool called the action inventory. and related responsibility is the identification The inventory is an online tool used to save of gaps that need to be bridged to move and track the following data points: Bancroft from where it is today to its desired future state as defined in the  Action Name sustainability vision and the 16  Action Lead theme statements.

 Action Description

 Target

 Which theme does this action support?

 Does your action support The idea to "raise awareness of our river eco-system" is an example of a any other themes? potential initiative  Status It is proposed that the list would be updated in January and February by contacting community partners and other action leads to obtain status updates.

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Ongoing Monitoring Program Reports In an ICSP, the progress towards goals It is proposed that a regular report would be must be measured. Existing actions and generated. The report would include the potential initiatives are tracked and results of the ongoing monitoring and in monitored using an online tool particular will note: called Google Docs which includes an online form and  the number of actions by spreadsheet. This tool allows us theme; to easily add to or update the  the number of actions by current list. From this online community partner; document reports can be generated that can be posted on  the number of potential the website set up to support initiatives by theme; Sustainable Bancroft. Annual  changes from month to monitoring should be completed month; in January and February.  gaps identified; During the monitoring period community partners should be The idea to "Launch Community  use of the sustainability contacted to ask for updates on Conservation Challenge to reduce environmental footprint of checklist; and the action inventory on an annual buildings" is an example of a basis to secure an update to the potential initiative  any qualitative comments status of the action. This update will be that will help the CSPC to posted in the status field. better understand the status of the ICSP. Tracking the use of the sustainability checklist will be completed by Town staff after the checklists are collected by the Building Department.

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REPORTING It will be important to share regular updates Council with direction on how to update the with Town Council, community partners and ICSP. In addition, existing members of the the people of Bancroft. CSPC will be confirmed for the coming year and new members will be brought onto the Reporting to Town Council committee. The CSPC will report to Town Knowledge Sharing Council on a regular basis. Initiatives Moving forward, the CSPC will provide regular reports to A lesson to share with other The Town of Bancroft is one of communities is our choice to make Town Council with an option to preservation of our natural beauty a many small towns looking to appear at a regularly value and core component of our develop a sustainability plan sustainability vision scheduled meeting. for the future. The Town is prepared to participate in The CSPC will seek input and knowledge sharing with other approval on any small towns throughout the recommendations that will ICSP process. The goal is to have an impact on municipal share information that will services or tax levels. make it easier for other towns to develop Report to the Annual Community their own sustainability plans. Information Conference developed for this purpose will be shared on the Sustainable Bancroft website at Once a year a report and a presentation will http://sustainablebancroft.blogspot.com. be developed for the Annual Report to the public on Sustainable Bancroft. This report A Knowledge Sharing Report that meets the will be presented by the chair of the CSPC reporting requirements of the Green and made available to members of the Municipal Fund (GMF) will be developed public. and posted on the web site. Using the feedback from the public at this event, the CSPC would provide the Town

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REFERENCES

During the course of this research, the project team reviewed the following documents. Additional Resources for ICSP (2010), email correspondence with Chris Drost. Amendment No. 10 to the Official Plan of the County of Hastings, Community Improvement Plan for the Urban Area of Bancroft Town of Bancroft (2010), EcoVue Consulting Services Inc. for the Town of Bancroft. Bancroft Action Plan (2009), Downtown Revitalization Plan. Bancroft Airport Economic Impact Forecast (2009), Inside Canadian Airports Report. Bancroft Business Mix Analysis (2009), Ontario Ministry of Agriculture, Food and Rural Affairs.

BB_Mineral_Asset_Development_Robert_Beckett (2009), Robert H. Beckett. BB_Natural_Heritage_Centre_Vision_09 (2009), Natural Heritage Sub-Committee. BB_Natural_Heritage_Centre_Vision_Synopsis (2009), Natural Heritage Sub-Committee.

Building Bancroft Green Intro BB (2009), Core Committee. Canada's digital divide (April 3, 2010), Iain Marlow and Jacquie McNish, Globe and Mail. CECC – Cultural Research Salon (March, 2006) Simon Fraser University.

Defining Sustainability (2009), Environmental Pillar Group. Downtown Bancroft Trade Area Report (2009), Ontario Ministry of Agriculture, Food and Rural Affairs. Energy Notes (2009), Environmental Pillar Group. ICSP Public Meeting Workshop Notes (Nov. 24) (2009), Community Sustainable Planning Committee. Investing in Economic Development: Important key indicators municipalities should assess (2009) Paul Blais and Andrew Redden. Landfill Notes (2009), Environmental Pillar Group. Minutes of the Community Sustainable Planning Committee, Meetings 1-7 (2009), Community Sustainable Planning Committee. Minutes of the Community Sustainable Planning Committee, Meetings 8-11 (2010), Community Sustainable Planning Committee. North Hastings Community Strategic Plan (2008), Community Futures Development Corporation. Notes from Special Economic Pillar Meeting on Jan 4 2010 (2010), Burke Chamberlain.

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Notes_Nov_24_Social (2009), Community Sustainable Planning Committee. Paudash Lake Management Plan (2004), Lake Management Plan Committee Paudash Lake Conservation Association. Rediscovering the Wealth of Places: A Municipal Cultural Planning Handbook for Canadian Communities (2010), Greg Baeker. Report: FCM Sustainable Communities Conference (2010), Don Koppin. ReUse-GreenTEC Centre - Diverting unnecessary landfill items (June 2009), Bancroft This Week. SC_wgroup_template (2009), Community Sustainable Planning Committee.

Storm Water Management Report (2009), Environmental Pillar Group. Sustainability Sub-Committee Presentation (2009), Community Sustainable Planning Committee. Waste Management Report (2009), Environmental Pillar Group.

Water Quality Report (2009), Environmental Pillar Group.

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APPENDIX A – ICSP FRAMEWORK FOR SUSTAINABLE BANCROFT

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Bancroft's ICSP Framework The components of the framework used for Sustainable Bancroft are describe below and Figure 1 depicts the structure of the framework and its layers. Vision: This is the overall vision for community sustainability. All actions taken in the future should move Bancroft closer to its vision. Values: Each value identified is shared by community members and these values will help to move Bancroft towards becoming a sustainable community for the future. The values are aligned with the vision. Themes: A theme is a specific focus area of Sustainable Bancroft that supports achievement of the overall vision such as energy and climate change, green economy, or housing. Themes are nominally organized into four pillars of sustainability – cultural, economic, environmental, and social sustainability - but there is considerable overlap between pillars in many cases. Developing a sustainable building would touch on energy, water, waste, transportation, land use planning and green economy and could also support housing, health, heritage, arts and so forth. There are 16 themes in the ICSP at present.

Figure 1: Bancroft's Adaptive Management Framework

Theme Statement: A theme statement describes what each theme would look like if the vision were achieved. For example the proposed theme statement for Arts and Culture is: We have a thriving arts community that enjoys excellent cultural resources in modern facilities including a performing arts centre, a modern library and a permanent public gallery that are supported by the community, patrons and the municipality.

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Your theme statement should describe what success will look like in a sustainable future for this theme, aligned with your vision and framed by your values. It generally takes the form of a statement of the highest aspirations and purpose for the community system combined with a number of long‐term strategic objectives that provide further detail. Current Reality: Your current reality is a description of "Where are we now?" and is the assessment of all of the baseline information that has been collected. An important part of developing your current reality description for a theme is to look for actions that are already underway that will move you towards the desired future state described in your theme statement. Strategic Objectives: Strategic objectives are high level goals that are intended to provide strategic guidance on moving from the current reality to the theme statement. These should be written as results based objectives versus prescriptive based objectives. For example, “our community‟s energy system is fossil fuel free” (results‐based) is preferable to “our community‟s energy system comprises an array of solar panels” (prescriptive). Potential Initiatives: Potential initiatives (PIs) are ideas for programs, projects or activities that might help to move Bancroft from our current reality to the achievement of one or more theme statements. Potential initiatives also need to be aligned with one or more strategic objectives. To become an action, an organization or an individual must become an action lead and commit to implementing the potential initiative. Actions: Actions are specific initiatives that are either ongoing or planned and are usually called projects or programs. Organizations, institutions, businesses, and citizens should be encouraged to undertake actions that will help to move Bancroft towards its vision and one or more of its theme statements. Actions need an action lead and a target to go from being an idea or potential initiative to an action. It is recommended that an inventory of actions that support one or more of Sustainable Bancroft's themes should be developed to demonstrate the progress made to date. Action Lead: The action lead is an individual or an organization that has accepted responsibility and accountability for implementing an action. Action leads will generally confer with other organizations willing to assist in the implementation and will develop and execute an implementation plan. Action leads are also responsible for reporting on progress against targets. Target: Every action requires at least one target that is SMART ‐ specific, measurable, accountable (i.e. has an action lead), realistic and time bound. Indicators: Indicators are used to monitor and track performance. An indicator is a measure that reveals a trend or condition. Bancroft should look for opportunities to review indicators that can be used to inform decision-making. The best indicators are ones that are already being collected and are available for use at no cost or for a minimal fee. E.g. for Bancroft include employment data, health data, available doctors, high school graduation rate and so forth.

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APPENDIX B – GLOSSARY AND ACRONYM LIST

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Glossary and Acronym List

Term or Acronym Definition or Long Name Action For definition see Appendix A ICSP Framework. Action Lead For definition see Appendix A ICSP Framework. BBIA Bancroft Business Improvement Area CFDC Community Futures Development Corporation CIP Community Improvement Plan (see definition) Community Improvement Plan Ontario's Planning Act allows municipalities to prepare a Community Improvement Plan to set out, in an "official" way, what a municipality intends to do to address an unsatisfactory state of affairs in a certain defined area.i The proposed CIP for the Town of Bancroft will require an amendment to the Official Plan for the County of Hastings. Community Ownership Community ownership is a governance model that places a community board of directors or volunteer committee in a position of oversight over an ICSP or similar document. Direction flows from the community with the municipality as a partner rather than directly from the municipality. Community Sustainable The volunteer planning committee that provides contributions to Planning Committee development of the ICSP and reviews of all deliverables. CSPC Community Sustainable Planning Committee Current Reality For definition see Appendix A ICSP Framework. energy efficient This is a measure of energy use by a product or a structure. For example an energy efficient refrigerator is a single product that uses less energy whereas an energy efficient building is a structure that through a combination of choices uses less energy. EOTA Eastern Ontario Trails Association fuel efficient This is a measure of fuel use by a product. It is typically associated with vehicles. ICSP Integrated Community Sustainability Plan (see definition) Indicators For definition see Appendix A ICSP Framework. Integrated Community A plan that meets the sustainability planning requirements associated Sustainability Plan with the Federal Gas Tax transfer program. This program is administered differently in all provinces and territories. low impact Low impact describes the level of environmental impact of a particular product, service, business or initiative. It is not an absolute measure nor is it a regulated term. It is a general modifier like 'green'. NHEDC North Hastings Economic Development Committee PI Potential Initiative - for definition see Appendix A ICSP Framework. Potential Initiative For definition see Appendix A ICSP Framework. resource efficient This is a description of an approach, product or structure that includes energy, fuel and water efficiency.

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Term or Acronym Definition or Long Name Strategic Objective For definition see Appendix A ICSP Framework. Target For definition see Appendix A ICSP Framework. Theme Statement For definition see Appendix A ICSP Framework. Themes For definition see Appendix A ICSP Framework. Values For definition see Appendix A ICSP Framework. Vision For definition see Appendix A ICSP Framework. water efficient This is a measure of water use by a product or a structure. For example a water efficient toilet is a single product that uses less water whereas a water efficient facility is a structure that through a combination of choices uses less water.

i Source: City of Windsor, www.citywindsor.ca/001975.asp

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