The Town of Gravenhurst
2015 Strategic Plan Community Newsletter Volume 2, Issue 1
September 2015
Community Response Has Been Outstanding!!!
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he Town of Gravenhurst began in July to develop a new Community Strategic Plan. This new Strategic Plan will be the Town’s vision for the future. It will identify a community based vision and a set of community priorities for the Town. The Plan is being developed with direction from the community reflecting the collective wisdom of those who are permanent and seasonal residents of Gravenhurst.
To date, 20 individuals have been interviewed, producing nearly 70 pages of insights, ideas and information.
This will be an important document since it will serve as the Town’s road-map to guide the actions of Council and staff in providing municipal services over the term of the Council and beyond. The Plan is being developed with the assistance of an outside consulting team of Karen Wianecki, Director of Practice, Planning Solutions Inc. and Carly Marshall, Associate, MHBC Planning who report to the Council appointed Strategic Plan Steering Committee. Since we last connected with you in August, a great deal of progress has been made. Members of our consulting team have been busy interviewing a number of key stakeholders. The Steering Committee together with staff, developed a list of ‘Early Thought Leaders’; those individuals and organizations who have tremendous insight and knowledge to share. A letter of invitation was sent to these key stakeholders in early July from Mayor Donaldson and members of the consulting team who have been busy following up to complete the interviews. More than 30 organizations were invited to take part in a one-on-one interview with the consulting team to share their ideas about our Town’s future.
EMERGING THEMES
from STAKEHOLDER INTERVIEWS Perhaps most notably, the ideas focused on the importance of ensuring that the Town of Gravenhurst remains sustainable over the short and long term. Community sustainability was expressed in a number of ways:
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Economic Health Environmental Resilience & Sustainability Social Cohesion Cultural Vitality
Retaining the small town feel and charm of Gravenhurst was identified as a critical platform as was the importance of maintaining a high Quality of Life that is so much a part of Gravenhurst. Profiling Gravenhurst as a Quality Lifestyle Community came through loud and clear.
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Economic Health
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Cultural Vitality
Quality of Life & Lifestyle Community
Environmental Resilience & Sustainability
Environmental Resilience & Sustainability, The Strategic Plan should: •
Social Cohesion
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From the lens of Economic Health, the Town needs to be financially sound and prosperous. A number of key messages and strategic priorities were identified: • •
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Develop a comprehensive and multi-pronged Economic Strategy Drive economic vitality and resilience by attracting new business and identifying opportunities to bring small manufacturers that would support the number of contractors who operate here – How can we take what we have to the next level? Support the growing e-commerce and home-based business sector by pursuing the best technology available Identify opportunities for institutional and/or academic partners to locate to Gravenhurst Invest in the Muskoka Wharf, the Main Street and support local business Connect the three core retail areas of the Town and explore opportunities for a defined and vibrant core Continue to build the ‘Cottage Country’ industry and the Town’s economic strengths Think strategically about how to address the highway by-pass and better understand the implications for the community Attract and retain creative and entrepreneurial talent Create connections with those who are business innovators and leaders – allow others to learn from strategic and visionary business leaders Market Gravenhurst as a destination, not a way-point on the journey to Muskoka – Gravenhurst is Muskoka! Use the Muskoka brand.
Improve the Town’s visibility and connect Gravenhurst to the world through strategic Marketing and Branding Improve the Town’s attractiveness to visitors by considering additional family attractions Build tourism opportunities. Promote the Town as a four-season recreational Destination of Choice
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Profile the work that is ongoing at the Town in relation to sustainable environmental development Improve way finding and signage and improve public beach access Build community resilience by understanding the implications of climate change Become a leader in waste diversion Develop Community Safety Plans particularly for the rural areas of Gravenhurst Promote a ‘Can Do’ attitude by making the permit and building process easier and more efficient – ‘Be Shovel Ready’ Explore opportunities to access the community via various modes of transit
Cultural Vitality, the Town should promote creativity,
its rich history and heritage and promote innovation by: • • • • •
Building ‘whole community’ partnerships to bring all residents together Leverage the cultural assets that are already in place Ongoing investment in parks, recreation and culture Explore expanded arts and cultural programming Consider opportunities to make Gravenhurst the Cultural Capital of Muskoka
Social Well-being & Cohesion, the Town should: • • •
Promote inclusion, engagement and cohesion by bringing seasonal and permanent residents together to discuss common issues and opportunities Increase visibility of Town staff at community events Promote active transportation, enhance walk-ability and livability by developing walking, biking and hiking trails that will improve community connections and promote well-being
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Increase the range of housing choices and promote innovative housing opportunities for seniors and 22-45 year olds who are returning to the Town to raise their families Identify opportunities to improve population health through enhanced health and community-related services for residents including those that enable residents to ‘age in place’ - Undertake more robust health-based promotion Develop a One Window Service for Town youth Develop a Youth Engagement and Retention Strategy Identify opportunities to reduce poverty with key partners Develop a Volunteer Strategy and place value on the volunteer community as a critical pillar to community health, wealth and vitality
You told us that all of these priorities should be supported by a Municipality dedicated to Service Excellence. The Town should be part of the Intelligent Community Forum and support broadband, a knowledge workforce, innovation, digital equality, sustainability and embrace change.
A Big Thank You for Completing the Community Survey
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sincere thanks to everyone who took the time to complete our Community Survey. To date, we have heard from 49 residents. Of those who have responded to the Community Survey:
78% identified as Permanent Residents; 22 % identified as Seasonal Residents.
What Did You Tell Us?
Your Responses Shared Through Our Online Survey
“Gravenhurst is in a solid 1st place for opportunity.” “We can’t do everything – focus on what is best for the Town as a whole!” "The exercise of setting priorities is a critical issue. Follow through. Measure and report on success. Deliver, deliver, deliver!” “Nothing should stay the same. We should be on a quest to continually find the value proposition for Gravenhurst." “Gravenhurst has too many points of interest. Town leaders need to present a tangible and focused plan of action.” Some key messages you shared with us included the following: √√ Be the first choice in Ontario for sustainable light industry, affordable housing and retirement living √√ Recognize that Gravenhurst offers a lifestyle like no other! √√ Keep what we have but make it even better √√ Don’t try…do! √√ Stop planning and start implementing √√ Accessibility is key – from many perspectives √√ Public transportation is needed to connect the three core retail sectors of Gravenhurst (the downtown/ uptown, the ‘Big Box’ stores and the Wharf); Create a tram/trolley link from downtown to the Wharf √√ Create a Town Square/Community Zone with hi-speed Internet access √√ Build on the engines of growth: technology, tourism, youth entrepreneurs, innovative and creative business leaders √√ Better Internet connections are required, particularly to be able to attract e-business and support the growth of the home based business sector. The Town needs to be relentless in its pursuit of the best technology available!
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√√ Better and more integrated health care and community services are needed that can be accessed by all community members √√ Attract clean and green businesses √√ Take a holistic approach to health care and community-related services – improve the availability and delivery of services to allow residents to ‘age in place’
Key Strategic Priorities Sustainable Economic Growth- Attract & Retain Business Build Community Partnerships Promote Year-Round Recreational Tourism Improve Transportation & Enhance Mobility In Town and with other communities in the District Pursue Best Technology & Invest In Infrastructure Enhance Community Safety Engage & Retain Youth Better Marketing & Branding Enhance Existing Cultural Assets
Where To Go From Here? The consulting team will begin to develop a Draft Strategic Plan that will be shared with the Steering Committee, Staff and Council. A meeting with Council is scheduled for the afternoon of September 22nd to review a rudimentary framework. Once Council has reviewed the the draft document, it will be shared with those who have taken the time to participate in the process. It will also be posted as a draft document to the Town’s website so that members of the community can review and offer additional thoughts and comments. Once all comments have been reviewed, the document will be further refined and forwarded to Council for approval. We are expecting to have a final Strategic Plan approved by Council in November.
Ways to Share Your Thoughts If you have not already shared your ideas, we still want to hear from you! Please take the time to share your thoughts with us through our Online Survey. You can easily access the survey from the following link:
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s we noted in our August newsletter, there is also a Kitchen Table Conversation Guide that we invite you to use in carrying out your own conversations about the future of Gravenhurst and what matters to you. The Guide is available for download from the Town website. http://www.gravenhurst.ca/en/yourtownhall/Strategic-Plan.asp
We will be looking for input until the end of September and certainly invite you to continue to be part of the process.
Strategic Planning Process
Timing at a Glance Timing
Project Specifics
Early September
Kitchen Table Dialogues Continue Individual One-on-one meetings with partners Community Survey remains open
End of September
All input provided Meeting with Council September 22nd to review input received to date and begin work on a draft document
October
Draft Strategic Plan is developed and shared Input from partners, clients and community members to the Draft Plan
November
Revisions to the Draft Plan Draft Plan endorsed by the Steering Committee & forwarded to Council for approval Final approval of the Strategic Plan by Town Council
We look forward to continuing to work with you! For more information on the Strategic Plan and the strategic planning process or to share your thoughts, please visit the Town of Gravenhurst website: http://www.gravenhurst.ca/en/yourtownhall/Strategic-Plan.asp
https://www.surveymonkey.com/r/JY8VGHN. www.gravenhurst.ca
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