township of manitouwadge community development strategic plan plan... · 2017. 5. 26. · township...

Township of Manitouwadge Community Strategic Plan

Prepared by:

May 2017

Township of Manitouwadge Community Strategic Plan

Prepared by: McSweeney & Associates

McSweeney & Associates 201 - 900 Greenbank Road

Ottawa, Ontario CANADA K2J 1S8

Phone: 1-855-300-8548 Fax: 1-866-299-4313

Email: [email protected] Website: www.mcsweeney.ca

mailto:[email protected]

http://www.mcsweeney.ca/

Township of Manitouwadge | Community Strategic Plan

McS | May 2017

Table of Contents

PART 1 – SUMMARY OF ACTIONS ................................................................................. 1

1 Summary of Strategic Actions ................................................................................... 2

1.1 Community Development ........................................................................................................ 3 1.2 Economic Development ........................................................................................................... 4 1.3 Community Infrastructure ........................................................................................................ 5 1.4 Cleaning up the Township ........................................................................................................ 6 1.5 Communications......................................................................................................................... 7

PART 2 – STRATEGIC PLAN ........................................................................................... 8

1 Preamble .................................................................................................................... 9

2 Process Followed ..................................................................................................... 10

3 Data Sources ............................................................................................................ 11

4 Statistical Analysis ................................................................................................... 12

5 Statistical Overview ................................................................................................. 15

6 Stakeholder Consultations ...................................................................................... 17

6.1 Interviews .................................................................................................................................. 18 6.2 Online Survey ............................................................................................................................ 18 6.3 Focus Groups ........................................................................................................................... 19 6.4 Community Stakeholder Summit and Public Open House ............................................... 20

7 Strengths, Weaknesses, Opportunities, Threats ..................................................... 21

8 Detailed SWOT Analysis ......................................................................................... 22

9 Community Development Preamble ...................................................................... 26

10 Strategic Themes ..................................................................................................... 27

11 Manitouwadge Community Strategic Actions ........................................................ 28

11.1 Community Development ...................................................................................................... 28 11.2 Economic Development ......................................................................................................... 29 11.3 Community Infrastructure ...................................................................................................... 30 11.4 Cleaning up the Township ...................................................................................................... 31 11.5 Communications....................................................................................................................... 32

Appendix A - Summit Working Boards & Community Input .......................................... 33


McS | May 2017 | Page 1

PART 1 – SUMMARY OF ACTIONS



1 Summary of Strategic Actions Built through a comprehensive community engagement process and crafted around specific and deliberate themes, the following pages provide the strategic themes and actions that make up the Manitouwadge Community Strategic Plan.



1.1 Community Development People choose to live in Manitouwadge because of the connection they feel with their Community. Making improvements to the community both from a physical and social perspective will help ensure Manitouwadge remains a community where people choose to live. This includes continue working to revitalize the downtown core, maintaining Manitouwadge’s housing stock, working with others to combat social issues as well as supporting the many groups and volunteers that help make their community a special place. Why is it important? A community’s look and feel is very important not only to existing residents but also to any new perspective residents. Manitouwadge has some work to do in order to ensure the community not only remains physically appealing, but also has the community support to address social issues and a changing volunteer culture. What are the actions? ➢ Volunteers helped to build Manitouwadge into the community it is today. The

numbers of volunteers appear to be in decline and volunteer groups have less resources at their disposal. To assist volunteers in their efforts unite the volunteer groups under a Manitouwadge Volunteer Team. The aim of the team is to examine each volunteer groups needs to determine where resources can be shared, expenses reduced and volunteer hours reduced. Include an annual Manitouwadge Volunteer of the Year awards program as a part of the Teams activities.

➢ Manitouwadge greatly values its youth and young people. Engage community

youth through a Youth Retention Action Plan to best understand needs and

wants of the local youth population and how to best accommodate youth in the

community. ➢ Manitouwadge is a well-thought out and planned community. The Township’s

land-use planning policies and bylaws are in need of an update. Update the

Township’s Official Plan and Zoning Bylaw to reflect the community

residents want to see in the future (include best practices for home-based

businesses).

➢ Similar to most other communities, social and mental health issues are also

evident in Manitouwadge. Several agencies exist in the community to deal with

social and mental health but individually they may not be equipped to solve or

address all problems. Playing a supporting role, the Township can encourage the

establishment of a Manitouwadge Well-being Task Force to find collective

solutions and ways to share resources in an effort to address Manitouwadge’s

social and mental health issues. Included in the task force should be the

Township, local schools, Health care Centre, OPP detachment, other community

stakeholders as required



1.2 Economic Development Initial consultation revealed that the economy – specifically the need for jobs – was cited as a priority in Manitouwadge. From a Township perspective, Economic Development is not about the creation of jobs, but instead, is the creation of a business-friendly environment that allows businesses to thrive and investment opportunities to exist. For Manitouwadge, this includes small business development, entrepreneurship, investment readiness and committing to the NWMO site selection process. Why is it important? To afford to live in any community, people need money – a source of income to support your lifestyle. Manitouwadge is no different. Residents of the community need jobs (whether self employed or employed by others). For several years, Manitouwadge has been waiting for the next major employer to come along, but due to various economic circumstances there has been little economic growth in the region. Moving forward, it is vital that Manitouwadge become investment ready so that the community is able to accommodate any new employers, focus on creating entrepreneurs in the community (creating jobs verse looking for a job) and make a stronger commitment to the NWMO site selection process. What are the actions? ➢ Economic Development is a program that is typically based on resource

availability. Currently Manitouwadge does not have a dedicated economic

development officer/coordinator or staff lead. The Township needs to hire an

economic development point person who can be trained in the basics of

economic development, investment readiness and entrepreneurship development.

➢ Update and implement the 2008 Investment Readiness Action Plan created for Manitouwadge (complete actions such as up-to-date data, property inventory, new Economic Development website, Community Profile, Quick Facts, etc.)

➢ Work with the local schools and the Superior North CFDC, Northern Ontario Heritage Fund Corporation (NOHFC), Thunder Bay and District Entrepreneurship Centre, NWMO, and other community agencies as needed to create a Sustainable Youth Entrepreneurship Program for Manitouwadge. Once the program is established add a component to support general entrepreneurship.

➢ The nuclear waste storage project has the potential to be a complete game changer for Manitouwadge. Continue to be an active partner in the NWMO “Learn More” Program. In addition, treat the NWMO as a potential investor, reconfirm the community’s commitment to NWMO and create the “WHY Chose Manitouwadge” material demonstrating that Manitouwadge has the community assets and infrastructure needed to support the nuclear waste storage project and why the NWMO should select Manitouwadge as its preferred community.

➢ Building off the “WHY Chose Manitouwadge” information, create the Manitouwadge Value Proposition and make available online and in hard copy for potential investors in the community.



1.3 Community Infrastructure In reality, this is often the nuts and bolts of municipal services – the hard infrastructure (water and sewer, roads, signage, sidewalks, parks, recreation facilities, library) and soft services such as recreational programming, youth and senior’s programs and garbage collection. These assets and services have helped shape the community into what it is today. It is important to consider community infrastructure (e.g. roads, broad band, community halls) not only as community building blocks, but also as economic assets. Also, please keep in mind, in Manitouwadge, recreational infrastructure is also very important. Why is it important? Manitouwadge is blessed with an inventory of community assets normally not found in a community of this size. Legacy community infrastructure that was built by previous community employers (i.e. mining companies) and given to the Township to own and manage now needs to be maintained and in some cases improved. It is important that the community identifies priority pieces of infrastructure so the Township can ensure these assets are maintained into the future. What are the actions? ➢ For the size of the community, Manitouwadge has a significant amount of assets

and infrastructure and the Township is responsible for operation, programming,

maintenance and life-cycle repairs and replacement. To ensure Manitouwadge

has a clear understanding of what its infrastructure needs are most important to

the community and how these needs are being strategically addressed, the

Township must complete an Asset Management Plan outlining priority

infrastructure, maintenance and replacement schedules and funding models.



1.4 Cleaning up the Township People in Manitouwadge take pride in their community. Community pride, as identified through the visual appearance of the Township (both public and private properties), is very important to the residents of Manitouwadge. This includes observing specific updated regulations and guidelines found in the Township’s property standards and zoning provisions as well as Bylaw Enforcement. Why is it important? A community is a direct reflection of the people that live in the community. As a community’s appearance may only be superficial it does have a huge impact on how people perceive the community. Although Manitouwadge is a full serviced, quaint Northern Ontario community, its beginning to show signs of neglect and hard times. Efforts need to be undertaken to illustrate the pride of Manitouwadge’s residents. What are the actions? ➢ Continue with existing programs such as the “School clean-up days”, and the

Township’s general cleaning, maintenance and beautification of the community

which includes street and streetlight maintenance, landscaping maintenance, timely

repainting of streets and curbs, providing and emptying public garbage cans.

➢ Property standards is often a contentious issue because it may have a

different meaning for each resident. That said, this is something that needs

to be addressed. Before creating a property standards program/bylaw, try

different approaches to clean up properties such as: o Spring and Fall Manitouwadge Clean-up Celebrations

o Engaging Youth to help clean up yards and properties of those individuals

who would like some help. Ensure youth are allocated volunteer hours for

their efforts. o An adopt-a-house program where individuals or groups can volunteer to

assist other home owners with general yard clean-up and maintenance.

o Compete in a community beautification program, such as

“Communities in Bloom”, to promote the cleaning up and

beautification of both private and public properties.

If it happens that the above programs are not proving successful, work with the community to define what property standards means, create a property standards bylaw and the proper enforcement needed to support the bylaw.

➢ Collecting of property taxes is a necessity for the Township’s operations.

Continue with the practice of using collections agencies and other creative

methods to ensure property taxes are being paid.

➢ To assist residents to dispose of their garbage and solid waste, better communicate

information (social media, electronic signage, newsletters) pertaining to the landfill

(i.e. hours of operation, free dumping days, anyone taking loads to the landfill

outside of normal garbage pickup, etc.).



1.5 Communications Communications involves opening two-way, transparent and regular lines between the Township and its residents and local businesses to exchange ideas and information. Currently, Manitouwadge is a community that is very active on social media (i.e. Facebook and YouTube) – this is a very good thing. The Township, and the community in general, would benefit from better communicating how and where resources are spent. Why is it important? Communications is the key to success especially for a close-knit community like Manitouwadge where everyone will need to work together to make the community the best place to live. In an environment with competing community interests, limited resources and an overburdened volunteer community, it will be paramount that open and transparent communications occur in the community so that everyone hears the same messages and can communicate open and freely. What are the actions? ➢ Manitouwadge residents are more advanced when compared to other similar sized

communities when it relates to using social media (there are several community based Facebook pages and Youtube channels). Build a social media campaign to align the various Facebook pages, use tools (such as Twitter) to provide up to date information, and live stream Council meetings to keep residents up-to-date on Township and community activities.

➢ Continue improving and rebuilding the Township’s webpages to bring them up to date. Continue with the practice of providing Township staff contact information on the Township website.

➢ Update the community survey which polls residents on their communications needs – what types of information are they looking for, where they get their information and their most preferred methods of both receiving information from and providing information to the Township. Implement the findings of the survey.



PART 2 – STRATEGIC PLAN



1 Preamble The Township of Manitouwadge is located in Northern Ontario. A true mining community, Manitouwadge was built and continued as a company mining town for several years. This allowed the community to prosper in terms of both community and economic development. As a result, Manitouwadge is blessed with community assets not normally found in a community of its size (i.e. indoor community rink, rec complex, gym facilities, golf course, ski hill). In addition, other community amenities such as the hospital, full service grocery store, banks and complete school system allow Manitouwadge to function as a complete community. Further to community amenities, the community boasts a wide range of affordable industrial, commercial and residential properties. In terms of statistical analysis, the local economy has a small employment base with strengths in Forestry, Mining, Construction and Healthcare and Social assistance. Compared to the province, the community has a lower percentage of university educated residents, but does possess a high number of residents with a College, CEGEP or other non-university certificate. Community assets, parks, recreational and tourist attractions are plentiful in and around the Township – some would suggest that Manitouwadge is so blessed with community assets/infrastructure that it may become difficult for the Township to manage the capital maintenance of so many assets. Fewer people change residences in this community compared to the province. Income levels and housing costs are much lower than the Ontario average. There are many strategic locational advantages, including access to Highway 614 and proximity to major markets (331 kilometres east of Thunder Bay and 378 kilometres north-west of Sault Ste. Marie). With access to the Trans Canada Highway, Manitouwadge is relatively easy to get to and is in close proximity to both rail and freshwater port infrastructure. Over the years, Manitouwadge has experienced a decline in its population mainly due to a decline in employment opportunities in the area as major mining operations have ceased operations. That said, there is growing optimism in the community due to mineral exploration, activity in the forestry sector as well as the potential of Manitouwadge being selected by the Nuclear Waste Management Organization (NWMO) as the preferred community for the Nuclear Waste Storage program.



Document Review

Data Analysis

Situational Analysis Report

Consultation

Community Summit &

Open House

Community Strategic

Plan

2 Process Followed The process to create a new Community Development Strategic Plan for the Township of Manitouwadge followed a defined process that included:

• A review of Manitouwadge’s previous strategic reports/studies;

• A detailed statistics and data analysis resulting in a

Situational Analysis;

• A comprehensive consultation program consisting of:

o one-on-one interviews

o an online survey

o several focus groups with elected officials,

municipal staff and community stakeholders and

support agencies;

• The creation of a SWOT;

• Full day Community Summit and Open House.

The following diagram has been created to visually demonstrate the process followed during the preparation of Manitouwadge Community Strategic Plan:



3 Data Sources Please note that every effort has been made to use the most current data available. The major sources of information for this document are:

• The 2006, 2011, and 2016 Census from Statistics Canada

• SuperDemographics 2016 from Manifold Data Mining Inc.

• EMSI Analyst Data. The most recent Census was conducted in May 2016. Statistics Canada has indicated that all of the 2016 census results will be released before the end of 2017. SuperDemographics 2016 is the most up to date estimation of population characteristics, based on mathematical models that draw from various data sources. Manifold Projection Method: Manifold estimates demographic data annually, including population projections for 5 and 10 years in the future. Manifold methodologies are based on the following techniques:

• Enhanced cohort survival methods

• Nearest neighborhood and regression techniques

• Structural coherence techniques.

Manifold Data Sources:

Statistics Canada Real Estate Boards/Companies

Health Canada Canadian Bankers Association

Regional Health Ministries Bank of Canada

Citizenship and Immigration Canada Canada Post Corporation

Regional School Boards Consumer and business directories books

Brisc International Inc. Publication of hospitals, CMHC, BBM and partners

Flyer Distribution Association Proprietary survey and research



4 Statistical Analysis



5 Statistical Overview Table 1 provides the 2016 statistical estimates, which are partially based on 2011 and 2016 census data, for Manitouwadge (census subdivision) and Ontario. Table 1: Statistical Overview of Manitouwadge vs. Ontario, 20161

Topic Demographic Variable Manitouwadge Ontario

Population

Total population2 1,937 13,448,494

Projected population 2021 1,829 14,717,595

Projected population 2026 1,686 15,557,970

Labour Force3

Total population 15 years and over 1,744 11,665,529

In the labour force 1,028 7,694,352

Participation rate (%) 58.9 66.0

Employment rate (%) 54.7 61.6

Unemployment rate (%) 7.2 6.6

Income ($)4

Average total income, aged 15+ (2015) 46,166 48,333

Median total income, aged 15+ (2015) 32,644 33,452

Average household income (2015) 77,806 97,165

Median household income (2015) 61,122 72,907

Source: McSweeney & Associates from Manifold Data Mining Inc. SuperDemographics 2016.

1 The content of the report is derived from Manifold’s proprietary postal code information. No confidential information about an individual, household, organization or business has been obtained from Statistics Canada. 2 2016 data is obtained through Manifold and is not directly comparable to Census data. Typically, Manifold population counts are slightly higher than Census figures. 3 Labour force - Refers to persons who were either employed or unemployed. Participation rate - Refers to the labour force expressed as a percentage of the population 15 years and over excluding institutional residents. Employment rate - Refers to the number of persons employed expressed as a percentage of the total population 15 years and over, excluding institutional residents. Unemployment rate - Refers to the unemployed expressed as a percentage of the labour force. 4 Note that Income variables always use the data from the previous year.



The following table provides an overview of statistical changes in Manitouwadge.

Table 2: Overview of Census Population Changes for Manitouwadge and Ontario

Topic Demographic Variable

Manitouwadge Ontario

2006 2011 2006 2011

Population

Total Population 2,300 2,105 12,160,282 12,851,821

Children & Youth (0-14) Decreased Decreased

Adult (15-64) Increased Increased

Segments 65 and up Decreased Increased

Source: McSweeney & Associates from Statistics Canada 2006 and 2011 Census data. Note: 2016 Statistic Canada information to this level of detail was not available at the time of this report. Table 3: Overview of Demographic Changes for Manitouwadge and Ontario

Topic Variable Manitouwadge Ontario

Percent Change 2006-2016

2006 2016 2006 2016 Township ON

Labour Force

Participation rate (%)

66.5 58.9 67.1 66.0 -11.4% -1.7%

Employment rate (%)

62.4 54.7 62.8 61.6 -12.3% -1.9%

Unemployment rate (%)

6.5 7.2 6.4 6.6 10.8% 3.6%

Income

Median family income ($)

83,409 58,996

69,156 92,806 -29.3% 34.2%

Median household income ($)

78,894 61,122 60,455 72,907 -22.5% 20.6%

Source: McSweeney & Associates from Statistics Canada 2006 Census data; Manifold Data Mining Inc. SuperDemographics 2016.



6 Stakeholder Consultations The following diagram illustrates the consultation process and the input received during the consultation phase of Manitouwadge’s Community Development Strategic Plan:

Method Outcomes

144 Online Surveys

Strategic Documents Reviewed

12 One-to-one Interviews, Focus

groups

Situational Analysis (including a SWOT)

Community Stakeholder Summit

Public Open House



6.1 Interviews Twelve (12) interviews were undertaken with various members of the business community and local stakeholders. There were six open-ended questions used to guide the interviews. These questions probed into the major strengths and challenges of doing business in the Township, and looked forward to defining future opportunities and threats.

6.2 Online Survey An online survey was created, made available to the public, and continuously promoted by the Township of Manitouwadge. In total, 144 respondents answered the ten-question survey. Outside of the input received through the online survey, the level of input received by those community residents under the age of 24 years was noteworthy. There is still much work that can be done with the youth in Manitouwadge, but the survey results indicate that they are becoming more engaged in community affairs. The following two images illustrate the response rate into the online survey (including youth and student input).



6.3 Focus Groups To gather collective thoughts and solicit some discussion around specific topics, four (4) focus groups were held with various stakeholders. These stakeholders represented a variety of development sectors, including elected officials, municipal staff, hospital and school senior staff as well as members of Manitouwadge’s Economic Development Corporation. The information gathered from the consultations was combined with the stats/data analysis and further analysed, summarized and presented as a detailed Strengths, Weaknesses, Opportunities and Threats analysis. The detailed SWOT analysis can be found in the Situational Analysis Report (under separate cover) while a summary of the SWOT is found in Sections 7 and 8 of this document.



6.4 Community Stakeholder Summit and Public Open House A full day Community Stakeholder Summit was held with Manitouwadge’s elected officials, municipal staff, the hospital, schools, community partners and stakeholders to discuss the findings of the consultations to date and begin strategizing and crafting actions that would create the foundation of Manitouwadge’s Community Strategic Plan.

A Public Open House was held immediately following the Stakeholder Summit. The aim of the Open House was to allow residents the opportunity to review the input and actions crafted during the Summit and to allow the community to provide further input and ideas to help strengthen and supplement what was developed during the Summit.

Open House

Input

Strengthen

Supplement



7 Strengths, Weaknesses, Opportunities, Threats The following comprehensive Strengths, Weaknesses, Opportunities and Threats Analysis was prepared by analyzing the current statistics and data, plus the feedback from elected officials, staff, stakeholders and residents engaged in the consultation. A more detailed SWOT analysis is contained in the 2017 Township of Manitouwadge Situational Analysis as well as in the following section.

Strengths

People living in Manitouwadge

Safe/tranquil/family friendly

Strong volunteer culture

Indoor and outdoor recreation

Surrounded by nature

Affordable housing

Excellent schools and hospital

Forestry and mining expertise

Weaknesses

Declining population

Lack of community identity/vision

Low entrepreneurship culture

Community decay (built and social)

Outdated/inaccurate town slogan

Outdated bylaws and policies

Inequitable tax rates

Lack of community cohesiveness

Opportunities

Rebuild community cohesiveness

Build a culture of entrepreneurship

Community beautification

Revitalization of the downtown

Better communications

NWMO storage site

Become Investment Ready

Sale of surplus properties

Engage youth

Threats

Do nothing - just waiting

Lack of community identity

Aging infrastructure (roads & sewer)

Youth outmigration

Lack of labour force training

Lack of tourism infrastructure

Restrictive government policies

Unaddressed mental health and social issues (including additions)



8 Detailed SWOT Analysis STRENGTHS

• People who live in Manitouwadge – those who call it home – the

number 1 response from those surveyed and interviewed

• Safe, friendly and tranquil community for raising kids

• Tight knit community – respectful and friendly – yet welcoming

• Community spirit persists from original community

• Engaged community; strong volunteer culture (currently appears

to be in decline)

• Natural environment – very accessible

• Great outdoors – Manitouwadge is an outdoor

playground

• Excellent quality of life – fresh clean air

• Great healthcare (Hospital)

• Accessible schools in the community

• Surrounded by accessible crown land

• Affordable housing

• Low traffic, good highway access

• Good community infrastructure; schools, hospital

(family health team), recreation center, ski hill, airport,

curling/hockey rink, library, Golden Age Centre,

Valumart, pharmacy and some retail

• Indoor and outdoor recreation available (ATV trails,

bush, hunting, fishing, golf, ski hill, hockey arena, pool,

gym)

• Active Manitouwadge Facebook site

• Planned recreation and social activities and events by the Township and the community

• There are some commercial/industrial buildings and land available

WEAKNESSES

• Declining population

• Youth outmigration

• Unknown demand for senior’s style housing (multiple-units, apartment style)

• A growing number of residents are on a fixed low income

• Growing social and mental health issues in the community

• The township is maintaining a lot of legacy community infrastructure (i.e. community centre,

pool, ski hill, etc.)

• Aging infrastructure (i.e. roads, water, sewer, etc.)

• Taxes – high dependency on residential rate payers due to limited commercial/industrial



• Declining property standards in some areas of the community

• Appears to be some infighting within the community – declining community cooperation

and cohesion – need to work together better

• Need better communication to and from the Township

• Quality of housing – creates a poor image of the

Township

• Cost of housing creates an unrealistic resale market

• Declining downtown area

• Not directly on a major transportation route/highway

• Retail has limited to no competition

• Lack of major industries and private sector employers – it appears that many are still waiting

for a major employer

• A lot of people surveyed feel things are perfect and a big employer will fix everything (i.e.

lower taxes and create jobs)

• Lack of entrepreneurship culture – create a job verses find a job

• Poor internet connectivity

• Lack of public/private transportation to major urban

centers

• Lack of retail options/ economic leakage to urban

centres

• Controversial Township tourism slogan/program

• Appears to be a growing dependency on social

assistance

• Lack of bylaws and enforcement to ensure community standards are met (garbage, snow

machine and atv uses, pets, truck idling and engine breaks, lawn and yard maintenance)

• Lack of property standards enforcement

• Unsatisfactory waste/landfill and recycling programs (also an opportunity to re-sell scrap

wood & metal)

• Limited short term accommodations (i.e. one hotel and a couple of B&Bs)

• Nightlife is dying

• Official Plan and Zoning Bylaws appear to be out of date

• Lack of dedicated EDO



OPPORTUNITIES

• Need to get the community involved to rebuild community energy and community spirit –

what kind of a community does Manitouwadge want to be?

• Better collaboration between the Township, schools, the hospital, business community, etc.

• Youth engagement to determine what the youth of Manitouwadge want/need

(entrepreneurship, youth retention, etc.)

• Create an Infrastructure Master Plan (Asset Management Plan) to determine priority

community infrastructure and how to fund capital improvements/maintenance

• Create an atmosphere of the Township being “Open for Business” and being more open

with the community

• As a community, work very hard to show NWMO that Manitouwadge is a community suited

to host a storage facility for Canada’s used nuclear fuel

• Make the recreation center more of a community hub to unite everyone

• Establish an events committee to bring together all the events being held in Manitouwadge

to look at ways to best share resources and reduce any duplication of efforts

• Revitalization of the downtowns core with a theme/identity other than old (Design

guidelines, CIP, Façade Improvement, etc.)

• Better entrance features leading into the community

• Property standards bylaw and enforcement

• Continue selling of surplus properties to assist in generating some revenue for the Township

• Create/fund a program to remove derelict residential buildings, enact property standards

bylaws to reduce “rundown” looking houses and front yards

• Create more shared community gardens

• Partake in a Communities in Bloom program with an aim of beautifying the community

• Create volunteer training and development programs to engage those individuals currently

relying on social assistance

• Better cooperation between the Township and Manitouwadge EDC

• Get back to Economic Development basics – “Is the Township Investment Ready?”

• Proactively work to attract new industries

• Create a communications programs to educate youth and working age residents of the

careers that could either support the community (entrepreneurship opportunities) that are

encouraged by the Township

• Create training programs for entrepreneurs (starting in the schools)

• Help to grow coop programs for high school students

• Develop good telecommunications infrastructure to attract new industry/young

entrepreneurs

• Value added downstream forestry/lumber processing

• Increase local food production using wild fruits/berries

• Undertake a housing study to examine the viability of increasing the availability of

retirement/seniors housing



• Develop a new tourism strategy focusing on tourism asset identification, tourism product

development, and tourism marketing

• Create a map and signage program listing the existing trails network and nature access points

• Redevelop the waterfront and re-establish the campground

• Explore alternative sources of green energy (i.e. solar, CoGen, etc.)

• Potential for increased mining activity (i.e. diamonds, graphite, etc.)

THREATS

• Nonunified community

• Aging population and shrinking population

• Lack of jobs in the community

• Lack of entrepreneurial spirit in the community

• Non-action on the part of the community – “Keep doing what you are doing and you will

keep getting what you are getting” – need action now! – keep waiting for things to happen

• MPAC housing evaluations create an unrealistic housing market

• Lack of labour force training and development facilities

• Lack of tourism infrastructure and tourism product

• Lack of retirement/seniors housing

• M.N.R. restricting fishing and hunting - tourist attractions

• Lack of compassion/understanding/interest in helping low income members of community

• Continued reduction in municipal recreation programs, services and facilities

• Water/sewer system falling into disrepair

• Unaddressed mental health and social issues (including drug addiction)

• Forestry and mining are not bringing in new dollars or residents (work-in-camp-jobs)

• Perception of lack of collaboration/transparency within the municipality/council

• High resident turn over & dying sense of community

• Building code may be perceived as restricting some development – in turn this may create a

sense that the community is “Not open for business”

• Local businesses do not have transition plans in place so those businesses may be lost in the

community

• Public administration does not have a transition plan

• Lack of community identity

• Growing leakage of local spending (i.e. no dealer in the community selling trucks, or repairs

for most things)

• Limited local media.



9 Community Development Preamble A Community Stakeholder Summit was held on April 11, 2017. The purpose of the Summit was to bring together a group of Manitouwadge community leaders to review the project findings to date and more importantly to craft and discuss the strategic actions which would ultimately form the basis of the Manitouwadge Community Strategic Plan. A part of the Summit also included a discussion around the importance of People in the community development process. This cannot be more applicable to Manitouwadge. Being a small Northern Ontario community, it will be paramount that everyone work together for the betterment of Manitouwadge. Community engagement, cooperation and cohesiveness are all important components of the implementation of Manitouwadge’s Community Development Strategic Plan. Without these vital pieces, the Strategic Plan will not achieve its full success and potential. As such, it is vital that the residents and community leaders in Manitouwadge continue working together for the betterment of Manitouwadge.



10 Strategic Themes As discussed at the Summit, and as identified through the initial consultation process, several strategic themes were identified to help guide and organize Manitouwadge’s Community Development Strategic Plan. The main priority strategic themes originally focused on six (6) but as discussed in the Summit, although the Natural Environment is a vital part of Manitouwadge and needs to be protected, the majority of issues impacting the Natural Environment fall outside the community’s area of influence. As such it was removed from the strategic themes. As such the strategic actions will be crafted around the following five (5) themes:

The following section lays out the strategic actions the Township of Manitouwadge need to consider as approaches to strengthening its community. These actions were developed through the initial consultation as during the Community Stakeholder Summit.



11 Manitouwadge Community Strategic Actions

11.1 Community Development People choose to live in Manitouwadge because of the connection they feel with their Community. Making improvements to the community both from a physical and social perspective will help ensure Manitouwadge remains a community where people choose to live. This includes continue working to revitalize the downtown core, maintaining Manitouwadge’s housing stock, working with others to combat social issues as well as supporting the many groups and volunteers that help make their community a special place. Why is it important? A community’s look and feel is very important not only to existing residents but also to any new perspective residents. Manitouwadge has some work to do in order to ensure the community not only remains physically appealing, but also has the community support to address social issues and a changing volunteer culture. What are the actions? ➢ Volunteers helped to build Manitouwadge into the community it is today. The

numbers of volunteers appear to be in decline and volunteer groups have less resources at their disposal. To assist volunteers in their efforts unite the volunteer groups under a Manitouwadge Volunteer Team. The aim of the team is to examine each volunteer groups needs to determine where resources can be shared, expenses reduced and volunteer hours reduced. Include an annual Manitouwadge Volunteer of the Year awards program as a part of the Teams activities.

➢ Manitouwadge greatly values its youth and young people. Engage community

youth through a Youth Retention Action Plan to best understand needs and

wants of the local youth population and how to best accommodate youth in

the community. ➢ Manitouwadge is a well-thought out and planned community. The Township’s

land-use planning policies and bylaws are in need of an update. Update the

Township’s Official Plan and Zoning Bylaw to reflect the community

residents want to see in the future (include best practices for home-based

businesses).

➢ Similar to most other communities, social and mental health issues are also evident

in Manitouwadge. Several agencies exist in the community to deal with social and

mental health but individually they may not be equipped to solve or address all

problems. Playing a supporting role, the Township can encourage the

establishment of a Manitouwadge Well-being Task Force to find collective

solutions and ways to share resources in an effort to address Manitouwadge’s

social and mental health issues. Included in the task force should be the

Township, local schools, Health care Centre, OPP detachment, other community

stakeholders as required



11.2 Economic Development Initial consultation revealed that the economy – specifically the need for jobs – was cited as a priority in Manitouwadge. From a Township perspective, Economic Development is not about the creation of jobs, but instead, is the creation of a business-friendly environment that allows businesses to thrive and investment opportunities to exist. For Manitouwadge, this includes small business development, entrepreneurship, investment readiness and committing to the NWMO site selection process. Why is it important? To afford to live in any community, people need money – a source of income to support your lifestyle. Manitouwadge is no different. Residents of the community need jobs (whether self employed or employed by others). For several years, Manitouwadge has been waiting for the next major employer to come along, but due to various economic circumstances there has been little economic growth in the region. Moving forward, it is vital that Manitouwadge become investment ready so that the community is able to accommodate any new employers, focus on creating entrepreneurs in the community (creating jobs verse looking for a job) and make a stronger commitment to the NWMO site selection process. What are the actions? ➢ Economic Development is a program that is typically based on resource

availability. Currently Manitouwadge does not have a dedicated economic

development officer/coordinator or staff lead. The Township needs to hire an

economic development point person who can be trained in the basics of

economic development, investment readiness and entrepreneurship development.

➢ Update and implement the 2008 Investment Readiness Action Plan created for Manitouwadge (complete actions such as up-to-date data, property inventory, new Economic Development website, Community Profile, Quick Facts, etc.)

➢ Work with the local schools and the Superior North CFDC, Northern Ontario Heritage Fund Corporation (NOHFC), Thunder Bay and District Entrepreneurship Centre, NWMO, and other community agencies as needed to create a Sustainable Youth Entrepreneurship Program for Manitouwadge. Once the program is established add a component to support general entrepreneurship.

➢ The nuclear waste storage project has the potential to be a complete game changer for Manitouwadge. Continue to be an active partner in the NWMO “Learn More” Program. In addition, treat the NWMO as a potential investor, reconfirm the community’s commitment to NWMO and create the “WHY Chose Manitouwadge” material demonstrating that Manitouwadge has the community assets and infrastructure needed to support the nuclear waste storage project and why the NWMO should select Manitouwadge as its preferred community.

➢ Building off the “WHY Chose Manitouwadge” information, create the Manitouwadge Value Proposition and make available online and in hard copy for potential investors in the community.



11.3 Community Infrastructure In reality, this is often the nuts and bolts of municipal services – the hard infrastructure (water and sewer, roads, signage, sidewalks, parks, recreation facilities, library) and soft services such as recreational programming, youth and senior’s programs and garbage collection. These assets and services have helped shape the community into what it is today. It is important to consider community infrastructure (e.g. roads, broad band, community halls) not only as community building blocks, but also as economic assets. Also, please keep in mind, in Manitouwadge, recreational infrastructure is also very important. Why is it important? Manitouwadge is blessed with an inventory of community assets normally not found in a community of this size. Legacy community infrastructure that was built by previous community employers (i.e. mining companies) and given to the Township to own and manage now needs to be maintained and in some cases improved. It is important that the community identifies priority pieces of infrastructure so the Township can ensure these assets are maintained into the future. What are the actions? ➢ For the size of the community, Manitouwadge has a significant amount of assets

and infrastructure and the Township is responsible for operation, programming,

maintenance and life-cycle repairs and replacement. To ensure Manitouwadge

has a clear understanding of what its infrastructure needs are most important to

the community and how these needs are being strategically addressed, the

Township must complete an Asset Management Plan outlining priority

infrastructure, maintenance and replacement schedules and funding models.



11.4 Cleaning up the Township People in Manitouwadge take pride in their community. Community pride, as identified through the visual appearance of the Township (both public and private properties), is very important to the residents of Manitouwadge. This includes observing specific updated regulations and guidelines found in the Township’s property standards and zoning provisions as well as Bylaw Enforcement. Why is it important? A community is a direct reflection of the people that live in the community. As a community’s appearance may only be superficial it does have a huge impact on how people perceive the community. Although Manitouwadge is a full serviced, quaint Northern Ontario community, its beginning to show signs of neglect and hard times. Efforts need to be undertaken to illustrate the pride of Manitouwadge’s residents. What are the actions? ➢ Continue with existing programs such as the “School clean-up days”, and the

Township’s general cleaning, maintenance and beautification of the community

which includes street and streetlight maintenance, landscaping maintenance, timely

repainting of streets and curbs, providing and emptying public garbage cans.

➢ Property standards is often a contentious issue because it may have a

different meaning for each resident. That said, this is something that needs

to be addressed. Before creating a property standards program/bylaw, try

different approaches to clean up properties such as: o Spring and Fall Manitouwadge Clean-up Celebrations

o Engaging Youth to help clean up yards and properties of those individuals

who would like some help. Ensure youth are allocated volunteer hours for

their efforts. o An adopt-a-house program where individuals or groups can volunteer to

assist other home owners with general yard clean-up and maintenance.

o Compete in a community beautification program, such as

“Communities in Bloom”, to promote the cleaning up and

beautification of both private and public properties.

If it happens that the above programs are not proving successful, work with the community to define what property standards means, create a property standards bylaw and the proper enforcement needed to support the bylaw.

➢ Collecting of property taxes is a necessity for the Township’s operations.

Continue with the practice of using collections agencies and other creative

methods to ensure property taxes are being paid.

➢ To assist residents to dispose of their garbage and solid waste, better communicate

information (social media, electronic signage, newsletters) pertaining to the landfill

(i.e. hours of operation, free dumping days, anyone taking loads to the landfill

outside of normal garbage pickup, etc.).



11.5 Communications Communications involves opening two-way, transparent and regular lines between the Township and its residents and local businesses to exchange ideas and information. Currently, Manitouwadge is a community that is very active on social media (i.e. Facebook and YouTube) – this is a very good thing. The Township, and the community in general, would benefit from better communicating how and where resources are spent. Why is it important? Communications is the key to success especially for a close-knit community like Manitouwadge where everyone will need to work together to make the community the best place to live. In an environment with competing community interests, limited resources and an overburdened volunteer community, it will be paramount that open and transparent communications occur in the community so that everyone hears the same messages and can communicate open and freely. What are the actions? ➢ Manitouwadge residents are more advanced when compared to other similar sized

communities when it relates to using social media (there are several community based Facebook pages and Youtube channels). Build a social media campaign to align the various Facebook pages, use tools (such as Twitter) to provide up to date information, and live stream Council meetings to keep residents up-to-date on Township and community activities.

➢ Continue improving and rebuilding the Township’s webpages to bring them up to date. Continue with the practice of providing Township staff contact information on the Township website.

➢ Update the community survey which polls residents on their communications needs – what types of information are they looking for, where they get their information and their most preferred methods of both receiving information from and providing information to the Township. Implement the findings of the survey.



Appendix A - Summit Working Boards & Community Input The following images illustrate the input collected during the Community Strategy Summit and Public Open House: Community Development

Cleaning up the Township



Community Infrastructure

Economic Development



Communications



My Ideal Manitouwadge

The One Thing I Can Do

The One Thing the Township Can Do



A Major Employer Would

What is Needed to Accommodate New Residents?