(4) DECLARATION OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF

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1 The Corporation of the Municipality of Wawa Strategic Plan Steering Committee Meeting Agenda Wednesday, July 10, Maple Street 2:00 p.m. Page (1) CALL TO ORDER & NOTE MEMBERS PRESENT (2) REVIEW OF ADDENDUM & APPROVAL OF AGENDA 2.1 Approval of Agenda (3) ANNOUNCEMENTS / DEPUTATIONS (4) DECLARATION OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF (5) APPROVAL OF MINUTES Approval of Minutes May 23, 2013 June 12, 2013 (6) OLD BUSINESS (7) NEW BUSINESS Committee Members and Term of Committee Revisions Draft Strategic Direction - Improve Community Capacity and Economic Development (8) IN-CAMERA SESSION (9) NEXT MEETING DATE (10) MEETING CLOSE 10.1 Close of Meeting Page 1 of 30

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3 The Corporation of the Municipality of Wawa Strategic Plan Steering Committee Meeting Thursday, May 23, Maple Street 10:000 AM MINUTES (1) CALL TO ORDER & NOTE MEMBERS PRESENT Chair Gail V. Smith called the meeting to order at 10:06 a.m. Members: Councillor Ron Rody Joan Brooks Joel Cooper Danette Mathias John Morrison Mary Anne Pearson Toni Rutland Gail V. Smith, Chair Lori Johnson, Director of Community Services and Tourism Staff: Daniel McCoy, Research Associate Public: None News Media: None. Guest: None. Absent: Councillor Bill Chiasson Mayor Linda Nowicki Karry Anne Campbell Russell Reid Jason Morrison, Director of Information Technology and Innovation Brian Sheridan, Director of Infrastructure Services (2) (3) (4) REVIEW OF ADDENDUM & APPROVAL OF AGENDAA 2.1 Approval of Agenda Moved by: D. Mathias R. Verbal Seconded by: T. Rutland RESOLVED THAT the Agenda for the Strategic Plan Steering Committeee Meeting scheduled for Thursday, May 23, 2013 be approved, as presented. CARRIED. ANNOUNCEMENTS / DEPUTATIONS None. DECLARATION OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF None. 23-May-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 3 of 30

4 MINUTES Strategic Plan Steering Committee - Thursday, May 23, 2013 (5) APPROVAL OF MINUTES 5.1 Approval of Minutes - March 8, 2013 A few minor errors were noted in the minutes. The Committee noted the members who were not present. T. Rutland noted the survey was well received by students at the local high schools. Moved by: J. Cooper R. Verbal Seconded by: J. Brooks RESOLVED THAT the following Minutes for the Strategic Plan Steering Committee Meeting be adopted, as amended. Minutes of the Strategic Plan Steering Committee Meeting held on Friday, March 8, 2013, as contained on Pages 1-3, inclusive of the Minute Book. CARRIED. (6) OLD BUSINESS None. (7) NEW BUSINESS 7.1 Draft Strategic Plan Moved by: R. Rody R. Verbal Seconded by: J. Morrison WHEREAS Clearlogic Consulting Professionals presented the strategic direction of Retain and Expand Population to the Strategic Plan Steering Committee; AND WHEREAS the strategic direction of Retain and Expand Population and its associated tactics are to the satisfaction of the Strategic Plan Steering Committee; NOWTHEREFORE BE IT RESOLVED THAT the Strategic Plan Steering Committee does hereby confirm Retain and Expand Population as a strategic direction. AND FURTHER RESOLVED THAT the Strategic Plan Steering Committee does hereby direct Clearlogic Consulting Professionals to conduct the necessary research to incorporate the strategic direction of Retain and Expand Population into the Community Strategic Plan. CARRIED. The Chair turned the meeting over to Clearlogic staff who would like to discuss the draft plan. It was noted this is very draft and only includes four strategic directions. Directions are not set in stone. It was noted that some items have been attempted in the past such as a Community Improvement Plan (CIP). Clearlogic would like to have good discussion around the four draft directions and their associated tactics. The additional handouts were described to the Committee. The additional documents included the SWOT analysis which was gathered during the public consultation process, a document which correlated each tactic with an item within the SWOT and a draft timeline. Clearlogic noted the meeting may be long. The Committee will discuss where we want to go in the next 5 years. Clearlogic requested to have a round table discussion with Committee on the draft directions. The Committee members reviewed the documents, but wanted to hear more about each item prior to formulating an opinion on each. Fiscal constraints were discussed. The Community will need to look at a 23-May-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 4 of 30

5 MINUTES Strategic Plan Steering Committee - Thursday, May 23, 2013 combination of government and private sector funding opportunities. The community will need to work with incoming investors such as Argonaut and Rentech to explore the feasibility of funding some projects. The Committee shared concerns with less action oriented matters. Fears with too much planning may result in a loss of momentum from partner organizations, the community and volunteers. Tourism initiatives were discussed and many of the tactics are already in place. Once in the plan, these current initiatives will be entrenched. Some of the tourism initiatives may require updating which justifies their inclusion. Some of the other initiatives not related to tourism are also in place. A lack of financial resources resulted in them not being implemented. It is important to press for funding plans already in place instead of generating new ones. Clearlogic clarified that the Strategic Plan s intention is not to find new owners for initiatives; it is to entrench them and provide written support endorsed by Municipal Council and the community. The allocation of additional resources can be justified if the initiative is included in the Strategic Plan. It also reaffirms that the community still wants to move in the same direction as they currently are with some initiatives, such as tourism. Housing matters were discusses. The baby boomers will soon be selling their homes and will provide housing vacancies. There are also few housing alternatives for seniors in the community. The need for a quick win for the community was discussed. A quick win would be something that can be easily accomplished and boast confidence to keep momentum. An option would be to select an action item from a current plan and request funding from the private sector. Volunteers and the volunteer base in Wawa are shrinking. There is a need to instill civic responsibility with the residents. Too much pressure is placed on the Municipality and residents should take partial responsibility for their community. It is also important to recognize local volunteers. A recognition program for volunteers should be incorporated into the plan. The first direction, retain and expand population, was discussed. Stabilizing the population is important for any declining community. A strategy to retain seniors is important and the first step is a senior needs assessment. There is not a lot of data available for the community. There is also not a good handle on how many people require the services. The data is crucial for the next step. Employer needs survey is important for retaining and expanding the workforce in the community. Canvasing their needs and developing a strategy to fill those needs with locals first and then fill with external people after. After their needs are known discussions on partnerships with an education provider can ensure locals are trained. There is a need for career fair for students. Students need to be aware of upcoming employment opportunities in the community. The EDC is leading an employer needs project with mining the sector. This could potentially be a quick win. After directions are confirmed, Clearlogic will research best practices. Negotiating Impact Benefic Agreement (IBA) with mines is important. It is alleged Argonaut is working to provide incentives to people who relocate to Wawa. The region should work on the development of a IBA with the local mines. Communities should benefit from the development of mines nearby. Shifts are an example of something that can be negotiated. IBA can also include scholarships for students or require 23-May-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 5 of 30

6 MINUTES Strategic Plan Steering Committee - Thursday, May 23, 2013 students hired out of secondary school to get a postsecondary education while working. IBA requires community to be very clear on its needs. Mayors Group is the best project lead for this initiative. Last item under the first direction is connecting residents to home improvement programs to keep residents in their homes, particularly seniors. Accessing grants to home improvement programs and those with grant application skills are ideal partners. Keep appearance and functionality of properties good to discourage people leaving their homes and moving outside the community. Clearlogic suggested the Committee approve each direction separately. The Committee had no objections to the first directions and its tactics. Moved by: R. Rody R. Verbal Seconded by: T. Rutland WHEREAS Clearlogic Consulting Professionals presented the strategic direction of Improve Communications and Marketing to the Strategic Plan Steering Committee; AND WHEREAS the strategic direction of Improve Communications and Marketing and its associated tactics are to the satisfaction of the Strategic Plan Steering Committee; NOWTHEREFORE BE IT RESOLVED THAT the Strategic Plan Steering Committee does hereby confirm Improve Communications and Marketing as a strategic direction. AND FURTHER RESOLVED THAT the Strategic Plan Steering Committee does hereby direct Clearlogic Consulting Professionals to conduct the necessary research to incorporate the strategic direction of Improve Communications and Marketing into the Community Strategic Plan. CARRIED. The second direction, improve communications and marketing was discussed. The Committee skipped ahead to the third tactic. The community needs to support regional tourism marketing campaign. The example of Queenstown, New Zealand was used. The first item in the direction is to develop a resident attraction strategy. Wawa needs to identify its niche to effectively attract new residents. New immigrants who are looking at areas outside of Toronto, entrepreneurs to ensure effective business turnover, miners, young families who want a safe place to raise their families and former residents. Wawa is a natural fit for some people and the community needs a strategy to attract those people. There are many opportunities for entrepreneurs in the community. Attracting new miners to move to the community is critical, as opposed to commuting. Improving communications with residents is the second item. There is a need to effectively promote Wawa externally, but the Community also needs to improve its communication internally. 23-May-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 6 of 30

7 MINUTES Strategic Plan Steering Committee - Thursday, May 23, Term of Committee This item is to determine whether the Committee will request to continue over seeing the implementation of the plan once completed. There is a clause within the By-Law which states the Committee may continue but its terms of reference and mandate will need to be revised. The Committee thought it would be better to wait until the plan is completed before making a decision on this item. Action: Research Associate to place item on a future agenda once the plan is developed. (8) IN-CAMERA SESSION None. (9) NEXT MEETING DATE None. (10) MEETING CLOSE 10.1 Close of Meeting Moved by: D. Mathias R. Verbal Seconded by: M. Pearson RESOLVED THAT the meeting close at 12:32 p.m. GAIL V. SMITH, CHAIR DANIEL MCCOY, RECORDING SECRETARY 23-May-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 7 of 30

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9 The Corporation of the Municipality of Wawa Strategic Plan Steering Committee Meeting Wednesday, June 12, Maple Street 1:000 PM MINUTES (1) (2) (3) CALL TO ORDER & NOTE MEMBERS PRESENT Chair Gail V. Smith called the meeting to order at 1: 18 p.m. Members: Councillor Ron Rody Joan Brooks Joel Cooper Mary Anne Pearson Russell Reid Toni Rutland Gail V. Smith, Chair Lori Johnson, Director of Community Services and Tourism Jason Morrison, Director of Information Technology and Innovation Staff: Daniel McCoy, Research Associate Public: None News Media: None. Guest: None. Absent: Councillor Bill Chiasson Mayor Linda Nowicki Karry Anne Campbell Dannette Mathias John Morrison Brian Sheridan, Director of Infrastructure Services REVIEW OF ADDENDUM & APPROVAL OF AGENDAA 2.1 Approval of Agenda Moved by: M. Pearson R. Verbal Seconded by: J. Brooks RESOLVED THAT the Agenda for the Strategic Plan Steering Committeee Meeting scheduled for Wednesday, June 12, 2013 be approved, as presented. CARRIED. ANNOUNCEMENTS / DEPUTATIONS 3.1 Senior Solutions Council M. Pearson announced that there was a recent meeting between the Senior Solutions Council and LHIN. The Senior Needs Assessment was discussed and the LHIN appeared very receptive. There is another meeting scheduled on July 12, 2013 at 12:00 p.m. at the Red Cross office. 12-Jun-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 9 of 30

10 MINUTES Strategic Plan Steering Committee - Wednesday, June 12, 2013 (4) DECLARATION OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF None. (5) APPROVAL OF MINUTES None. (6) OLD BUSINESS None. (7) NEW BUSINESS 7.1 Draft Strategic Direction - Build Tourism Capacity Moved by: T. Rutland R. Verbal Seconded by: M. Pearson WHEREAS the Strategic Plan Steering Committee passed a resolution at its last meeting confirming the strategic direction of Improve Communications and Marketing; AND WHEREAS the tactic of Develop Regional Tourism Marketing Campaign has been amended and will be called Improve Community & Tourism Signage & Information; AND WHEREAS the amendments to the tactic of Improve Community & Tourism Signage & Information is to the satisfaction of the Strategic Plan Steering Committee; NOWTHEREFORE BE IT RESOLVED THAT the Strategic Plan Steering Committee does hereby confirm Improve Community & Tourism Signage & Information, as amended, as a tactic of the strategic direction of Improve Communications and Marketing. AND FURTHER RESOLVED THAT the Strategic Plan Steering Committee does hereby direct Clearlogic Consulting Professionals to conduct the necessary research to incorporate the amended tactic into the Community Strategic Plan. CARRIED. Clearlogic staff reviewed the changes made to the draft directions and tactics following a discussion with the Director of Community Services and Tourism. Tactic 2.d. was renamed Revitalize Community & Tourism Signage. All items in the plan were renumbered. Items from the former tactic 3.a., Develop Beautification Strategy for the Community, which included consistent use of Wawa logo, way finding signage and by-laws to guide private signage were moved to the revised tactic 2.3., Revitalize Community & Tourism Signage. Moved by: R. Rody R. Verbal Seconded by: M. Pearson WHEREAS Clearlogic Consulting Professionals presented the Strategic Direction of Build Tourism Capacity to the Strategic Plan Steering Committee AND WHEREAS the strategic direction of Build Tourism Capacity and its associated tactics are to the satisfaction of the Strategic Plan Steering Committee NOWTHEREFORE BE IT RESOLVED THAT the Strategic Plan Steering Committee does hereby confirm Build Tourism Capacity as a strategic direction. 12-Jun-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 10 of 30

11 MINUTES Strategic Plan Steering Committee - Wednesday, June 12, 2013 AND FURTHER RESOLVED THAT the Strategic Plan Steering Committee does hereby direct Clearlogic Consulting Professionals to conduct the necessary research to incorporate the Strategic Direction of Build Tourism Capacity into the Community Strategic Plan. CARRIED. Clearlogic staff reviewed the reorganizing of direction 3 with the Committee. Event management guidelines has been moved to 3.3, Product & Experience Development. Community Improvement Plan has been moved to 3.1, Beautification Strategy for the Community. The third direction, build tourism capacity was discussed. The first tactic 3.1 combines the former draft tactics of 3.a. and 3.b. Currently the Municipality does have a Community Improvement Plan (CIP) developed, it was never enacted. It may be time to entertain enacting the current CIP. The community never saw the benefits of a CIP. CIPs give businesses incentives to improve their facades, signage and demolish derelict buildings. Clearlogic wished to explore why the CIP was never enacted in the community. CIPs require an initiative from Municipal Council as there is an initial investment required on the Municipality s part. The CIP is something that could be brought to the Business Improvement Area. Clearlogic advised the Committee they would conduct research on funding opportunities to enact the CIP. There is also the possibility to seek private sector funds. It was noted that the business community can be unresponsive to CIPs, as the improvements would cause the assessment of their property to increase. Some communities have deferred the increase on taxes by phasing in the increased assessment. It was made very clear by the community that the downtown core needs to be improved. Other items in tactic 3.1 include streetscape guidelines and guidelines for buildings and maintenance standards. In order to be eligible for grants, the facades and signage of buildings must conform to a specific standard. This has worked well in other communities and some communities have resisted. This is something that can be explored. Maintenance standards was discussed as part of tactic 3.1. This could be used as a cost savings initiative in terms of prioritizing specific locations. For example not cutting grass as frequently in some public spaces, such as the road allowance entering the Michipicoten River Village. The purpose is to set standards for specific areas. Community signage was discussed. All signage in the community should align to the Wawa brand. Other communities with consistent signage were discussed. There is a need to leverage the goose brand for signage in the community. It was noted that in overall branding Wawa is trying to move beyond just the goose and to focus on some of the community s destination features. There is a package on how to use the Wawa brand and logo. By-laws governing signage were discussed. The Municipality does have similar by-laws in place which could model any new by-laws. Clearlogic will find examples for the Committee to look at. Incorporating new technologies into the Tourist Information Centre was discussed. Tourists gather information differently today. It is important to take advantage of new technology to portray how to experience Wawa. Virtual tours of Wawa s attractions was mentioned as a possibility of new technologies to incorporate. Tactic 3.2, increase tourism training, was discussed. The Municipality trains its tourism staff annually. Training of all front line staff in the tourism industry in the community has been attempted in the past and 12-Jun-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 11 of 30

12 MINUTES Strategic Plan Steering Committee - Wednesday, June 12, 2013 has proved challenging. This is an ongoing initiative by the Municipality s tourism department. Tactic 3.3, product and experience development was discussed. Currently the Municipality s tourism plan is out of date and needs to be refreshed. There is the opportunity to partner with Michipicoten First Nation on tourism. It is important to develop new experiences unique to Wawa such as culture, cuisine, Glen Gould, aboriginal culture, Lake Superior and Great Lakes Cruise Ships. Event management guidelines falls into this tactic. It is important to have a quality experience around all community events. Community events should have consistency relating to communication, environmental care and volunteer support. Clearlogic will research examples of guidelines. This was included due to challenges with recruiting volunteers. (8) IN-CAMERA SESSION None. (9) NEXT MEETING DATE 9.1 Schedule Next Meeting The Committee discussed possible dates for the next meeting. The next meeting would have to be before June 25, 2013 or wait until July. The Committee chose to hold its next meeting tentatively on June 20, 2013 pending availability of other members. (10) MEETING CLOSE 10.1 Close of Meeting Moved by: M. Pearson R. Verbal Seconded by: R. Rody RESOLVED THAT the meeting close at 3:04 p.m. GAIL V, SMITH, CHAIR DANIEL MCCOY, RECORDING SECRETARY 12-Jun-2013 Approval of MinutesMay 23, 2013June 12, 2013 Page 12 of 30

13 THE CORPORATION OF THE MUNICIPALITY OF WAWA BY-LAW NO BEING A BY-LAW to amend By-Law No and to appoint members to the Strategic Plan Steering Committee for the Municipality of Wawa. WHEREAS the Municipal Act, 2001, S.O. 2001, Chapter 25, Section 8, provides the powers of a municipality under this or any other Act shall be interpreted broadly so as to confer broad authority on the municipality to enable the municipality to govern its affairs as it considers appropriate and to enhance the municipality s ability to respond to municipal issues; AND WHEREAS the Municipal Act, 2001, Chapter 25, Section 10, provides that a single-tier municipality may provide for any service or thing that the municipality considers necessary or desirable for the public and it may pass by-laws respecting the economic, social and environmental well-being of the municipality; AND WHEREAS the Council of the Municipality of Wawa deems it expedient to amend the membership and term of the Strategic Plan Steering Committee to successfully fulfill its mandate; NOWTHEREFORE the Council of The Corporation of the Municipality of Wawa enacts the following as a By-Law: 1. THAT Municipality of Wawa By Law No be and is hereby amended by deleting therefrom Article 3 and replacing it with the following: 3. Term of the Membership The Committee consists of a minimum of five (5) voting members, who serve without pay. Council shall appoint the members and determine the term of the appointment. The following are hereby appointed as members of the Strategic Plan Steering Committee for the Municipality of Wawa, with their respective terms as set out opposite their names: APPOINTEE TERM Ron Rody January 15, 2013 to November 30, 2013 Danette Mathias January 15, 2013 to November 30, 2013 Committee Members and Term of Committee Revisions Page 13 of 30

14 By-Law No Page 2 Mary Anne Pearson January 15, 2013 to November 30, 2013 Gail V. Smith January 15, 2013 to November 30, 2013 Toni Rutland January 15, 2013 to November 30, 2013 John Morrison January 15, 2013 to November 30, 2013 Joan Brooks January 15, 2013 to November 30, 2013 Karry Anne Campbell January 15, 2013 to November 30, 2013 Russell Reid January 15, 2013 to November 30, 2013 Joel Cooper January 15, 2013 to November 30, THAT the Mayor and Deputy Clerk be and are hereby authorized to execute this by-law and to affix thereto the corporate seal of the corporation. 3. THAT this by-law shall come into force and effect immediately upon passage. READ a first, second, and third time and be finally passed this 9 th day of July, LINDA NOWICKI, MAYOR CATHY CYR, DEPUTY CLERK Committee Members and Term of Committee Revisions Page 14 of 30

15 DRAFT Wawa 5-Year Community Strategic Plan Vision, Mission, Key Directions and Tactics A community strategic plan is driven by the vision the community aspires to attain in the future. The mission statement directs how the community wishes to attain its vision. Key directions and supporting tactics are specific actions (with lead actors, timeframes and required resources); the vision and mission statements guide the purpose and approaches of the key directions and tactics. Vision To be recognized as a modern, sustainable community that appeals to residents, visitors and investors with its unique northern lifestyle. Mission We work in partnership with residents, businesses and government to deliver services, preserve, and enhance our community lifestyle, and plan for a sustainable future. Key Directions The Vision and Mission for Wawa will be achieved by pursuing four Key Directions: 1. Retain and Expand Population 2. Improve Communications and Marketing 3. Build Tourism Capacity 4. Increase Community Capacity and Economic Development Each key direction has specific tactics. Each tactic has an expressed purposed, a proposed lead(s), timeframe to be started and anticipated required resources. Draft key directions and supporting tactics for Wawa build on the community s key strengths and address the weaknesses. Draft possible tactics for each key direction are provided on the following pages. These are draft and solely for discussion purposes only at this time. 1 Draft Strategic Direction - Improve Community Capacity and E... Page 15 of 30

16 KEY DIRECTION # 1 Retain and Expand Population Residents identified the need to retain current residents and expressed a desire to attract new residents to Wawa to help diversify and grow the population. 1.1 Undertake a Seniors Needs Assessment PURPOSE: To identify activities and support services required to keep the current senior population healthy and in Wawa. A Needs Assessment (survey) will quantify the services and supports to help seniors continue to live in Wawa such as: Physical home supports, Recreation, Health care, Social support services Transportation This data will help local organizations allocate or secure resources to address the expressed needs of seniors living in Wawa. LEAD: Consortium of health and social service providers (new group) TIMEFRAME: 2014 REQUIRED RESOURCES: LHIN or Trillium financial support to develop & deliver the needs assessment tool to seniors in Wawa. 1.2 Undertake Employer Needs Survey PURPOSE: Retain current residents by increasing their awareness of and building their capacity to secure employment in the region. An Employer Needs Assessment will identify skill and education requirements for upcoming jobs in area mines, health care and small businesses and match with current residents skills and education levels. Data from this needs assessment can be used to develop locally delivered programs (e.g. at the Confederation College campus) to meet specific employer needs and increase local skills and employment. LEAD: Regional Employer Working Group (existing group) TIMEFRAME: 2014 REQUIRED RESOURCES: Support from MTCU, FedNor and local employers to conduct an employer needs assessment at the local level. 2 Draft Strategic Direction - Improve Community Capacity and E... Page 16 of 30

17 1.3 Establish Impact Benefit Agreements (IBA) with Regional Mines and Industries PURPOSE: IBAs can be designed to maximize local training and hiring and encourage a new workforce to relocate to Wawa. IBAs are negotiated, private agreements that serve to document in a contractual form the benefits that a local community can expect from the development of a local resource in exchange for its support and cooperation. The specific content of agreements varies, but typically they include provisions on royalties and/or profit-sharing, employment, wider economic development opportunities, and enhanced protection of environmental and sociocultural amenities. 1 LEAD/PARTNERS: Mayor s group TIMEFRAME: 2013 REQUIRED RESOURCES: Negotiation skills. Legal agreement costs. 1.4 Connect residents to Housing Improvement Programs (e.g. CMHC residential rehabilitation grants) PURPOSE: Residents expressed concern that housing renovation and repair costs may drive current residents away from Wawa and deter future residents from renovating the aged housing stock. Various programs are available to assist low income, seniors and disabled residents with renovation and repair costs of homes 2. Increasing the awareness and access to these programs can help retain residents in improved housing stock in Wawa. LEAD/PARTNERS: Unknown TIMEFRAME: Immediate REQUIRED RESOURCES: staff or volunteer time to market programs and assist with application paper work. 1 IBA Research Network. Website accessed April 25, CMHC Programs and Financial Assistance. Website accessed April 25, Draft Strategic Direction - Improve Community Capacity and E... Page 17 of 30

18 KEY DIRECTION # 2 Improve Communications and Marketing Local residents want to feel more connected to the community and see an opportunity to attract visitors and new residents to the area. Communications and marketing requires a proactive approach by many partners. 2.1 Develop a New Resident Attraction Strategy PURPOSE: The community needs to take a proactive approach to grow Wawa s population by targeting specific groups to move to Wawa. The suggested target markets include: Immigrants who may wish to purchase/establish local business Families with children, Workers who fly-in/fly-out or drive-in/drive out Former residents (retirees and youth) to return home to Wawa The campaign can include, for example, a web-portal designed specifically for new and potential residents to serve as a central information sources for job opportunities, local amenities and services. Current residents expressed a willingness to help sell and showcase Wawa to the target markets (e.g. Families, Seniors, Young Professionals, Miners, recent immigrants etc.). LEAD: EDC TIMELINE: 2015 RESOURCES: Staff person for web-design and information gathering. Resident volunteers. 2.2 Improve Communications with Residents PURPOSE: Residents felt under-informed regarding community and municipal activities and future directions. New communications methods can improve citizen access to information and engage citizens in community life. Municipalities can use traditional and new communication tools to improve relations with residents. Traditional communications tools include newsprint, television and radio. New communications technologies include the Internet and social media sites. 4 Draft Strategic Direction - Improve Community Capacity and E... Page 18 of 30

19 To note: the Wawa EDC already uses various forms of social media including Facebook, Twitter and YouTube. Possible options for consideration: i) Improved municipal website with linkages to private news and tourism websites, updates on the strategic plan, etc. ii) Develop a social media policy for the municipality (examples of municipal social media policies can be found at: The municipality could consider the use of: a. Facebook (eg to be used to inform and engage residents and other stakeholders), b. YouTube (e.g. to showcase the community for recruitment and tourism), c. LinkedIn (e.g. to connect with employers, talented professionals), and d. Kijiji (e.g. to post positions) iii) Investigate local television and radio production for Wawa & region. iv) One example is CACTUS see Hold bi annual community meetings to update on the progress of the Strategic Plan. v) Create a Community Engagement Plan to develop vehicles for public input on a regular basis (e.g. the establishment of advisory committees to support Council decision-making). LEAD/PARTNERS: Advisory Committee to Council to determine best approaches to improve community awareness & engagement. Members should include: private website host, NTGIC, Municipality, other communications providers. TIMEFRAME: 2014 REQUIRED RESOURCES: Access to many online communication vehicles is free. 2.3 Revitalize Community & Tourism Signage PURPOSE: Consistent tourism and information signage and information sites will enhance the experiences of both residents and visitors Align all signage with the new Wawa brand. Wawa s directional signage (trails, community signage), attraction site signage, highway billboards, etc. should be replaced to include the new Wawa brand to improve consistency and the appearance of the community. 5 Draft Strategic Direction - Improve Community Capacity and E... Page 19 of 30

20 LEAD/PARTNERS: Tourism Dept., CFDC, area tourism providers, Lake Superior Provincial Park, and neighboring communities. Connect with Tourism Northern Ontario s five-year strategic plan. TIMEFRAME: 2016 REQUIRED RESOURCES: TBD Kiosk system Complete the kiosks between four natural areas in Wawa (Goose, Visitor Information Center, Scenic High Falls, Sandy Beach); possibly Trans-Canada trail (Magpie Conservation Area) kiosk as a fifth location. LEAD: Municipality, TransCanada Trail, Tourism Northern Ontario TIMEFRAME: 2014 RESOURCES REQUIRED: TBD Upgrade the Interpretive Panels: Waterfront to Scenic High Falls Refresh & update the existing interpretive panels Add new panels to include information collected during the Cultural Asset mapping Align all panels with Wawa brand LEAD: Municipality TIMEFRAME: 2014 RESOURCES REQUIRED: funding from RTO13 (Tourism Northern Ontario) Re-imagine the Visitor Information Centre Refresh the tourism information centre using technology (GIS, video, images, web-based information, virtual experiences) to engage visitors and encourage visitation in the region. Incorporate the cultural asset mapping information at the Visitor Information Centre. LEAD: TOURISM/ NITGC TIMEFRAME: 2015 RESOURCES REQUIRED: Rebuild the Wawa Goose. Wawa needs a new goose. The community and visitors see the Wawa Goose as an important symbol that draws people to the region and can be leveraged to connect visitors to area visitor experiences. The community s current fundraising campaign should 6 Draft Strategic Direction - Improve Community Capacity and E... Page 20 of 30

21 continue and expand to include appeals to local businesses and industry. LEAD: TIMEFRAME: 2015 RESOURCES REQUIRED: public and private funding Establish a signage bylaw to improve consistency and visual appeal of the community. The goals of signage bylaws include: ensuring that the use and placement of signs do not create a hazard for pedestrians or motorists and that signs are well maintained and do not affect the attractiveness of the community. LEAD: Municipality TIMEFRAME: 2014 RESOURCES REQUIRED: minimal Continue to connect local providers with regional marketing campaigns: Wawa currently and should continue to connect area tourism providers to the provincial marketing efforts. The Ontario Tourism Marketing Partnership Corporation s 2013 Northern Ontario Strategy will focus on generating authentic, credible content for the northern Ontario portal, as well as OTMPC social media channels and program websites 3. LEAD/PARTNERS: Tourism Dept., CFDC, EDC & regional tourism operators, private communications providers TIMEFRAME: 2014 REQUIRED RESOURCES: Youth Intern Enhance local tourism website presence to better connect visitors with regional experiences. LEAD: Tourism Dept. TIMEFRAME: 2014 RESOURCES REQUIRED: intern or partnership with private provider. 3 Page Draft Strategic Direction - Improve Community Capacity and E... Page 21 of 30

22 Key Direction #3 Build Tourism Capacity The community of Wawa s strengths lie in its natural surroundings -trails, lakes and nature- as well as its cultural assets. Support is required to build the Tourism Capacity of the community and region to create new jobs in the region. Wawa s last tourism plan The Trail detailed the activities required to support and enhance the area s tourism from 2002 to The Tourism department and tourism partners followed the plan and continued to implement the plan past the 2008 end date of the plan. Since 2008, the visitor profile has changed, expectations are shifting and new technologies have greatly impacted tourism. Wawa s tourism plan should be updated to help address the need for new products, services and marketing approaches. This section of the community plan is not meant to be a detailed tourism plan. This section of the plan identifies key tourism related tactics that will support the community s tourism capacity: tactics in this key direction include beautification, training and the development of new tourism experiences that build upon the natural assets and will strengthen the community. 3.1 Develop a Beautification Strategy for the Community Part of building the appeal of Wawa is the beautification of the community. Residents expressed a desire to improve the appearance of downtown buildings, improve the consistency of signage, and ensure the restoration of the Wawa goose. Residents want to help restore Wawa as a vibrant, beautiful community they are proud to share with visitors. A multi-year beatification strategy would provide a coordinated approach with specific objectives such as: Develop streetscape design guidelines for the downtown core. PURPOSE: The character and design of the streetscape are some of the determining factors in the success of the downtown. The streetscape must create a good environment for people to visit and gather in order to be the center of the community. Streetscape design guidelines promote both social and economic interactions. LEAD/PARTNERS: Business organization, Municipality, EDC TIMEFRAME: Draft Strategic Direction - Improve Community Capacity and E... Page 22 of 30

23 RESOURCES: TBD Establish maintenance standards for public spaces PURPOSE: Municipalities are responsible to maintain and improve public spaces. They should determine a strategic approach for care including setting standards, finding efficient and effective way to allocate resources and manage performance. LEAD/PARTNERS: Municipality, stewardship partners TIMEFRAME: RESOURCES: TBD Expand Adopt-a-park/trail/public spaces PURPOSE: Wawa should continue to establish partnerships with local organizations to assist with the maintenance and clean up of public spaces. LEAD/PARTNERS: Tourism Dept., Municipality TIMEFRAME: 2014 RESOURCES: TBD Implement Community Improvement Plan (CIP) PURPOSE: Municipalities can establish CIP programs to encourage specific kinds of development in designated areas of a community. Many communities designate downtown areas as a Community Improvement area. CIP programs can include: façade and signage grants (these can include creating murals on buildings), demolition grants/fee waiving, energy retrofit grants, accessibility grants, or grants to encourage the hosting of events in the CIP designated area. CIP areas can also have streetscape and signage guidelines to ensure a consistent theme for building façades and signage within the designated CIP area. Wawa created a Community Improvement Plan in Council did not agree at that time to proceed with the CIP. 9 Draft Strategic Direction - Improve Community Capacity and E... Page 23 of 30

24 RESEARCH for this project will include how to secure community and council commitment for the CIP, benefits of CIPs and creative funding sources for grants. LEAD/PARTNERS: Municipality TIMEFRAME: 2015 RESOURCES REQUIRED: Grants for downtown improvement 3.2 On-going Tourism Training & Education Develop the Wawa Tourism Team PURPOSE: A network of tourism related businesses and residents will promote a coordinated, team approach to tourism in the region and locally. A connected virtual network will help identify training & education needs for tourism (e.g. through regular on-line surveys) in the Wawa area. LEAD/PARTNERS: Tourism Dept. Tourism providers TIMEFRAME: 2014 RESOURCES REQUIRED: Intern to develop contact list and portal for tourism communications Expand Tourism Training and Education Opportunities PURPOSE: Residents and tourism operators recommended the need for on-going, local tourism-related training and education. Suggested areas of training included: Customer service Marketing trends and practices Cultural Tourism Experiential Tourism In March 2013, Wawa hosted a Social Media training workshop for tourism providers. We recommend that tourism operators in the region be surveyed (see tactic 3.2.1) and that the Tourism Department develop a multi-year tourism training plan. Training events could be scheduled a few times per year to address the regional tourism needs. Wawa is already included on the training circuit for Tourism Northern Ontario. Additional training could be provided on a cost recovery-basis for most programs and could leverage local expertise to deliver cost-effective 10 Draft Strategic Direction - Improve Community Capacity and E... Page 24 of 30

25 programs. There may be opportunities to deliver additional local training, web-based training resources with coordination with Confederation College LEAD/PARTNERS: Tourism Department, area tourism providers, Tourism Northern Ontario. TIMEFRAME: 2013 REQUIRED RESOURCES: Intern 3.3 Product & Experience Development PURPOSE: The Wawa region has a strong hunting and fishing tourism base; the area is fortunate to have many natural amenities, events and recently mapped cultural assets that can also be further leveraged to diversify the area s tourism products. The community also has partners nearby, including Michpicoten First Nation; aboriginal participants expressed a willingness to discuss partnerships to create new tourism offerings in the region. Wawa should renew a multi-year tourism plan to strategically expand and enhance the products and experiences in the region. The plan may include plans to: o Strengthen existing visitor markets include fishing and hunting, ecotourism, and motorcycle experiences. o Encourage new experiences that appeal to including cruise ship visitors, new immigrant tourists and visitors from Quebec. o Develop heritage, cuisine and cultural tourism (e.g. Group of Seven, Glen Gould, and Aboriginal Cultural experiences). o Create Event Management Guidelines to support non-profit groups and volunteers in hosting successful and environmentally-friendly events. LEAD/PARTNERS: Tourism Dept., CFDC, area tourism providers, Lake Superior Provincial Park, and neighboring communities. Connect with Tourism Northern Ontario s five-year strategic plan. TIMEFRAME: 2014 REQUIRED RESOURCES: TBD 11 Draft Strategic Direction - Improve Community Capacity and E... Page 25 of 30

26 KEY DIRECTION #4 Increase Community Capacity and Economic Resiliency Wawa residents recognize that the future of the community requires a collaborative approach between businesses, the municipality and residents- to strengthen the community s capacity, manage change and costs, and seize economic opportunities. Wawa also wants to partner with area communities to build a stronger region. 4.1 Develop a Regional Succession Planning Partnership PURPOSE: Retirement and the need for Succession Planning is a shared theme for various sectors in Wawa; similar pressures are faced by neighboring communities and offers an area to develop a shared approach. A committee should undertake a survey to identify job opportunities over the next 2-10 years and develop a plan to address the needs. For example, the strategy may include: Promotion of available businesses and employment opportunities to area residents, o Development of a new resident/ immigration web-based portal o Scholarships o Mentoring o Job shadowing efforts o New training opportunities in the community LEAD/PARTNERS: Human resource personnel from area hospital, mines, municipalities and local business representatives, Confederation College. TIMEFRAME: 2014 REQUIRED RESOURCES: Survey development and analysis expertise. 4.2 Pursue a Regional Economic Development Strategy PURPOSE: We recommend developing a regional Economic Development Strategy to increase the cooperation and voice of Wawa and its neighboring communities. Building on the work of the Mayor s Group, this body would coordinate regional activities to address common needs such as: Regional investment, Transportation, Training & education needs, Advocacy Data collection Information Technology LEAD/PARTNERS: Mayor s group, CFDC, EDC 12 Draft Strategic Direction - Improve Community Capacity and E... Page 26 of 30

27 TIMEFRAME: 2015 REQUIRED RESOURCES: Steering Committee, CFDC staff, new staff. Approximate cost: $100,000 (to be shared between communities). 4.3 Revive the BIA or a similar body to support business development PURPOSE: Business representation organizations (such as BIAs or Chambers of Commerce) are partners in building strong communities. They bring diverse skills to the community table, can access funding that municipalities cannot and share different perspectives. The current business representation body has lost membership and requires revitalization or replacement. A Business Improvement Area is a geographic area in a municipality. A BIA board of management is an organization set up to provide certain business promotion and improvement functions within that area. A BIA allows local business people and property owners to join together and with the support of the municipality, to organize, finance and carry out physical improvement and promote economic development in their district. The local municipality is the body that is responsible for approving the budget of the BIA. An alternate option is to create a Chamber of Commerce. LEAD/PARTNERS: Municipality or Economic Development to facilitate the development of a new organization. MMAH can provide support. TIMEFRAME: 2013 REQUIRED RESOURCES: A traditional BIA board of management is made up of volunteers. The BIA prepares a proposed annual budget, reflecting the priorities and needs of the BIA as determined by the board and membership. The board holds one or more meetings of its members for discussion of proposed budgets. Budgets are submitted to Council for approval. The budget is usually financed by BIA levies that are collected by the municipality. The municipality disburses funds to the BIA. 4.4 Explore sharing municipal jobs and services with neighboring communities PURPOSE: Communities in the Wawa region could share services and municipal staff to reduce costs, and strengthen the region s capacity and sustainability. The municipality already offers technology and fire services with some neighboring communities and could explore other including: o CAO o Building and Planning o GIS o Economic Development o Tourism 13 Draft Strategic Direction - Improve Community Capacity and E... Page 27 of 30

28 o Human Resources LEAD/PARTNERS: Mayor s Group TIMEFRAME: 2015 REQUIRED RESOURCES: Legal agreement costs 4.5 Expand Local Entrepreneurship Skills and Access to Economic Opportunity Information PURPOSE: Discussions with the community and business owners pointed to the ongoing need to help local businesses improve a their skills. Residents discussed suggested training to improve online presence, marketing tools, and the need to foster entrepreneurship especially, with youth. A coordinated, long-term approach involving various providers could identify local needs (e.g. through a needs analysis or survey) and build entrepreneurship skills over time following a long-term plan. In addition to skills development, entrepreneurs and residents expressed the need to access employment and business opportunities related to industry and economic development in the region. LEAD/PARTNERS: Economic Development, CFDC, schools,confederation College, Jobs Ontario to form a committee to lead a coordinated approach to business training and entrepreneurship information in the community. TIMEFRAME: 2014 REQUIRED RESOURCES: Youth intern to deliver survey. Committee of local education and skills EXISTING RESOURCES: o Business camps for youth. See the North Claybelt CFDC (Kapuskasing & Area) youth entrepreneurship programs: o OMAFRA Business Retention and Expansion (BR+E) Undertake Green Community Initiatives To reduce both municipal and resident energy costs and protect its natural water source, two green initiatives are recommended: a community energy plan to help offset municipal operating costs and the creation of a bio-swale to maintain the beauty and use of Lake Wawa. 14 Draft Strategic Direction - Improve Community Capacity and E... Page 28 of 30

29 4.6.1 Create a Community Energy Plan PURPOSE: Community energy plans help manage high energy costs and support long-term resiliency of communities. Plans identify solar, wind, biomass, geothermal energy opportunities that may: o Reduce municipal operating costs and greenhouse gases o Assist residents reduce energy costs o Create a competitive advantage for industry in Wawa LEAD: TBD TIMEFRAME: 2016 RESOURCES: Natural Resources Canada website has Community Energy Plan templates and resources. Federation of Canadian Municipalities Green Fund funds 50% of some plans and projects. Example of a biomass facility in Yellowknife that reduces costs in recreation facility. _EN.pdf Build the Waterfront Bio-swale PURPOSE: The filtered bio-swale project was listed as a project in the 2008 Waterfront enhancement study. The bio-swale would be located along the waterfront walking path and would protect the community s water source from storm sewer overflow and maintain the waterfront beauty. LEAD: TBD TIMEFRAME: 2016 RESOURCES: Federation of Canadian Municipalities Green Fund funds 50% of some plans and projects. 4.7 Develop a Municipal Cultural Plan PURPOSE: A Municipal Cultural Plan is a municipal government led process approved by Council to identify and leverage the community s cultural resources, strengthen the management of those resources, and integrate those 15 Draft Strategic Direction - Improve Community Capacity and E... Page 29 of 30