Integrated Community Sustainability Plan

Transcription

November 16, 2011
Municipality of
Marmora and
Lake
Integrated Community Sustainability Plan
Marmora and Lake ICSP
November 16, 2011
Submitted To:
Submitted By:
Municipality of Marmora and Lake
Attn: Typhany Choinard
Economic Development/Tourism
Manager/Deputy CAO
613-472-1515
Economic Development/Tourism
Manager
[email protected]
www.marmoraandlake.ca
Tweed, ON K0K 3J0
Vicki McCulloch
(T): 613-478-2020 x 1
[email protected]
www.dpra.ca
November 16, 2011
TABLE OF CONTENTS
List of Figures ....................................................................................................................... iii
List of Tables ........................................................................................................................ iii
Acknowledgments ................................................................................................................ iv
Executive Summary ............................................................................................................... v
1.
2.
Introduction ................................................................................................................... 1
1.1
Background ................................................................................................................................... 1
1.2
What is Sustainable Development? .............................................................................................. 4
1.3
What is an Integrated Community Sustainability Plan (ICSP)? ..................................................... 4
1.4
Why Develop an Integrated Community Sustainability Plan? ...................................................... 5
Developing the Plan ........................................................................................................ 7
2.1
ICSP Process .................................................................................................................................. 7
2.2
Key Project Tasks ........................................................................................................................... 7
2.2.1
Background Research............................................................................................................ 8
2.2.2
ICSP Committee .................................................................................................................... 8
2.2.3
Community Asset Mapping Process...................................................................................... 8
2.2.4
Communications and Social Media ....................................................................................... 8
2.2.5
Presentations to Local Organizations ................................................................................... 9
2.2.6
Initial Round of ICSP Planning Sessions ................................................................................ 9
2.2.7
Additional Consultation Activities ....................................................................................... 10
2.2.8
Second Round of ICSP Meetings ......................................................................................... 11
2.3
ICSP Framework .......................................................................................................................... 11
3.
Vision & Values............................................................................................................. 12
4.
Action Plans (Goals, Objectives and Actions) ................................................................. 14
4.1
Cultural ........................................................................................................................................ 14
4.1.1
Cultural Overview ............................................................................................................... 14
4.1.2
Cultural Goals, Objectives and Actions ............................................................................... 16
4.2
Economic ..................................................................................................................................... 19
4.2.1
Economic Overview............................................................................................................. 19
4.2.2
Economic Goals, Objectives and Actions ............................................................................ 22
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4.3
Environmental ............................................................................................................................. 25
4.3.1
Environmental Overview..................................................................................................... 26
4.3.2
Environmental Goals, Objectives and Actions .................................................................... 27
4.4
5.
November 16, 2011
Social ........................................................................................................................................... 29
4.4.1
Social Overview ................................................................................................................... 29
4.4.2
Social Goals, Objectives and Actions................................................................................... 31
Implementation Strategy .............................................................................................. 34
5.1
Proposed Guiding Principles ........................................................................................................ 34
5.2
Linkages to Existing Plans and Programs .................................................................................... 35
5.3
Integration of the ICSP into Day-to-Day Operations - Staff and Council..................................... 35
5.4
Building Community and Council Support................................................................................... 36
5.5
Building Partnerships & Identifying Priorities ............................................................................. 36
5.6
Ensuring Continual Review and Renewal of the ICSP .................................................................. 36
Appendix 1: Bibliography .................................................................................................... 1-1
Appendix 2: Asset Mapping ................................................................................................ 2-1
Appendix 3: Marmora & Lake ICSP Survey Instrument ........................................................ 3-1
Appendix 4: Marmora & Lake ICSP Brochure ....................................................................... 4-1
Appendix 5: Marmora & Lake ICSP Planning Session Posters ............................................... 5-1
Appendix 6: Round 2 Consultation Comment Sheet ............................................................ 6-1
LIST OF FIGURES
Figure 1: The Municipality of Marmora and lake.......................................................................................... 1
Figure 2: Municipality of Marmora and Lake in Hastings County ................................................................. 2
Figure 3: Four Pillars of Sustainability ........................................................................................................... 5
Figure 4: ICSP Process ................................................................................................................................... 7
Figure 5: Marmora & Lake's Twitter Page .................................................................................................... 8
LIST OF TABLES
Table 1: What Do We Value Most? ............................................................................................................. 12
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ACKNOWLEDGMENTS
The Municipality of Marmora and Lake would like to thank all of the many individuals and organizations
who gave their time, talent and ideas to make this project. While not everyone who participated can be
mentioned, we would like to specifically thank those who provided the impetus, guidance, feedback and
time to make this Plan a reality.
Citizens and Organizations of Marmora and Lake
 The individuals and organizations who came to presentations, meetings or sent in feedback
that has contributed to the development of the ICSP
 Students from Sacred Heart Catholic School, Earl Prentice and Marmora Senior Public
Schools
ICSP Sub-Committee of the Economic Development Committee
 Linda Bracken
 Vicki Best
 Spiros Mireanos
 David Allester
 Michelle Goguen
Municipality of Marmora and Lake
Council:
 Terry Clemens, Reeve
 Rita Cimprich, Deputy Reeve
 Linda Bracken, Councillor
 Elaine Jones, Councillor
 Sandy Fraser, Councillor
Staff:
 Typhany Choinard, Economic Development/Tourism Manager
 Ron Chittick, Chief Administrative Officer
DPRA Canada
 Vicki McCulloch and Don DeGenova
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EXECUTIVE SUMMARY
Introduction
Nestled midway between Toronto and Ottawa in Hastings County, the Municipality of Marmora and
Lake has a history dating back almost 200 years. Marmora and Lake has undertaken the process to
develop an Integrated Community Sustainability Plan (ICSP) that will be used by Council, staff, and
residents as a tool for building a stronger, creative, vibrant and sustainable community. Municipalities
across Canada are developing ICSPs as a framework or mechanism to implement actions that will lead
them in a sustainable direction over the long-term. The ICSP will assist the Municipality in achieving
long-term well-being by focusing on the priority issues that Marmora and Lake faces over the short and
longer-term. Local preparedness is key to facing and mitigating challenges and taking advantage of
opportunities.
Sustainable development recognizes that the natural environment, economic and social development,
and culture are the four fundamental pillars of community, are mutually dependent, and must be in
balance. An ICSP is a long-term plan. It is based in the values, goals and projected future needs of the
community, providing a common vision to work towards, and guiding citizens and the community as a
whole towards a sustainable future. An ICSP looks at all aspects of the community from a four-pillar
sustainability perspective, as summarized below:




Cultural – arts, heritage, events and festivals, sports and recreation
Economic – business, industry, tourism, agriculture, employment, jobs
Environmental - air, water, land, flora and fauna, and the ecosystems we are part of
Social - health and social services, housing, education, youth, volunteers
On this broad but focused basis, the ICSP looks at all aspects of community life and develops strategies
to integrate these four pillars. This will lead to more efficient and effective community management and
development. It will ensure Marmora and Lake remains competitive in today's marketplace, but
ultimately the goal of the ICSP is to keep the community moving forward as a healthy and happy place
to live, work, and play.
Developing the Plan
The ICSP process includes five steps as outlined in the figure below. Marmora and Lake has completed
Step 3 of the process (second round of consultations).
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November 16, 2011
This Plan is based on background research as well as consultation and engagement activities, including:
 Guidance from a six-person ICSP Committee (a sub-committee of the Economic Development
Committee)
 A community asset mapping process
 Communications via the municipal website and social media
 An ICSP brochure and survey (available at the Tourism Center and on-line, and distributed at
presentation/events)
 Presentations to local organizations
 The initial round of ICSP planning sessions with community members (June 15 and 18, 2011)
 The second round of planning sessions where the draft ICSP was reviewed with community
members (October 20, 2011)
 Staff interactions with community members at events such as SnoFest, the Farmers Market, and
the Marmora Pumped Storage Public Information Session
 Students at Marmora elementary schools prepared drawings/posters showing their favourite
aspects of the community, and statements about “I like Marmora because…”
Vision and Values
The Municipality of Marmora and Lake has developed the following vision statement that will be used to
guide the ICSP:
“Marmora and Lake will continue to be a small thriving Municipality in Ontario; a desirable place
to work, live, vacation and retire; by providing a clean natural environment, varied sources of
recreation, excellent services and reasonable taxes.”
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November 16, 2011
During the consultations, valued community characteristics were identified by residents that support
this vision. Responses to the following questions formed the goals, objectives and actions identified for
each of the four pillars:
1. “What do you value most about the Municipality of Marmora and Lake today?
2. “What goals and objectives should we move towards in our vision for the future?
3. “What specific actions or ideas do you have for achieving these goals?”
Action Plans (Goals, Objectives and Actions)
The Action Plans presented in the Plan include background information as well as the goals, objectives
and actions related to each pillar - Cultural, Economic, Environment and Social. The identified goals for
each of the four pillars are summarized below.




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

Cultural
Goal C-1: Showcasing and Promoting Arts and 
Culture
Goal C-2: Recognizing and Protecting History 
and Heritage
Goal C-3: Continue to Lead Active Lifestyles

Goal C-4: Continue Life-Long Learning

Economic
Goal EC-1: Ensuring Economic Growth and New
Jobs
Goal EC-2: Expanding and Promoting Tourism
as an Economic Driver
Goal EC-3: Expanding and Supporting the Arts
and Culture Economy
Goal EC-4: Supporting the Agricultural Sector
Environment
Goal EN-1: Caring for Air, Water, Soil, Flora 
and Fauna
Goal EN-2: Reducing Waste

Goal EN-3: Addressing Climate Change

Social
Goal S-1: Provision of the Best Health and
Social Services
Goal S-2: Engage Youth and Keep Them
Involved
Goal S-3: Establish and Maintain Housing
Options
Goal S-4: Support and Encourage Volunteers
Goal S-5: Maintain and Enhance Municipal
Facilities and Services


The ICSP identifies 25 cultural actions, 44 economic actions, 20 environment actions and 269 social
actions - 115 proposed actions in all. The goals, objectives or actions have not been prioritized. They
will be further reviewed by Council, staff and the community to identify gaps, establish timelines, set
priorities and identify leads/ participants/ stakeholders (i.e. roles and responsibilities). It is noted that
the four pillars are closely linked, and many of the goals, objectives and actions are intertwined.
Implementation Strategy
Guiding principles are proposed to guide the implementation of the ICSP. Each of the proposed actions
may have several subsequent activities necessary to carry them to fruition. It is important to note that
the proposed actions have not been prioritized in any way by Council. Council will continue to review
the proposed actions and identify those that are within the Municipality’s mandate, and then further
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November 16, 2011
evaluate them using a series of criteria to determine which should become Council priorities in the short
and longer-term.
In order to move in a sustainable direction the Municipality of Marmora and Lake, over the short and
long term, needs to place strong emphasis on the actions identified in the Plan. There are a number of
tasks that need to happen to make sustainability a reality in Marmora and Lake; these include:
 Clarifying linkages of proposed actions to existing plans and programs
 Integration of the ICSP into the day-to-day operations of Staff and Council, and the planning
activities of other organizations
 Continuing the work of the ICSP Committee and Municipal staff responsible for developing the
Plan
 Building community and Council support
 Building partnerships to move forward on priority actions
 Ensuring continual review and renewal of the ICSP, linked to annual budget and business
planning
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November 16, 2011
1. INTRODUCTION
The Municipality of Marmora and Lake has undertaken the process to develop an Integrated Community
Sustainability Plan (ICSP) that will be used by Council, staff, and residents as a tool for building a
stronger, creative, vibrant and sustainable community.
1.1 Background
Figure 1: The Municipality of Marmora and lake
Nestled midway between
Toronto and Ottawa in
Hastings County, Marmora
and Lake has a history dating
back almost 200 years.
Mining activities began in
1820, focused on the
region’s vast iron ore,
copper, gold and silver
resources.
The
name
“Marmora”, which is Latin
for marble, points to the
significance of mining in the
region’s history. The growth
of Marmora and Lake has
been
the
result
of
amalgamation with other
Townships and Villages. In
1998, Deloro (which was the
smallest incorporated village
in Ontario at the time)
amalgamated
with
Marmora. The size of Deloro
today belies its past as a
significant town built on the
success of its gold mine.
Three years later, on January
1, 2001, the Municipality of
Marmora and Lake was
formed
through
the
amalgamation of Marmora,
Deloro, Marmora Township and Lake Township1. Figure 1 shows the Municipality of Marmora and Lake,
including the village of Marmora and the hamlet of Deloro.
1
Municipality of Marmora & Lake, N.Db
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November 16, 2011
Hastings County is comprised of 14 lower-tier member municipalities. The Municipality of Marmora and
Lake is located on the south-western boundary of the County, north of Stirling-Rawdon Township, south
of Wollaston and east of Peterborough (see Figure 2).
Figure 2: Municipality of Marmora and Lake in Hastings County
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November 16, 2011
A review of some key demographic statistics from the 2006 census provide insights into some of the
challenges faced by Marmora and Lake, as well as potential opportunities2:
 In 2006, Marmora and Lake had a population of 3770, an overall increase of only 0.7%
since 19963. This compares to population changes of 3.4% and 13.0% for Hastings
County and Ontario, respectively. The population declined from 3,880 in 2001. Of 14
municipalities in Hastings County, Marmora and Lake and the Town of Bancroft are the
only two that have experienced a decline in population growth ( – 1.83% and – 6.14%
respectively) between 2001 and 2006. All other municipalities in the County registered
positive growth rates.
 The population of Marmora and Lake is proportionately older, with the population aged
55 or over at 32.4% compared to Hastings County (29.2%) and Ontario (24.1%)
 The degree of in-migration (persons moving to the region in the past five years) is
similar in both Marmora and Lake/Hastings County (approximately 21%), slightly higher
than for Ontario (17.9%)
 The average value of dwellings in Marmora and Lake is significantly less ($181,290) than
in Ontario ($297,479). The average value is very similar for Hastings County as a whole
($181,719).
 The percentage of owned dwellings in Marmora and Lake (82.2%) is higher than in
Hastings County (72.9%) and Ontario (71.0%). Conversely, the percentage of dwellings
rented is lower.
 Rents are cheaper in Marmora and Lake compared to Hastings County and Ontario, and
have increased at a slower rate (2.9% between 1996 and 2006, compared to 14.8% and
22.8%).
 Median household income in Marmora and Lake ($39,743) was significantly less than
Hastings County ($49,811) and Ontario ($60,455).
 In 2006, the unemployment rate in Marmora and Lake was 7.7%, slightly higher than
Hastings County (6.1%) and Ontario as a whole (6.4%).
 Educational attainment is generally lower in Marmora and Lake, with 35.9% of the
population 15 or over having less than high school (compared to 27.6% in Hastings
County, and 22.2% in Ontario).
Additional background on the Municipality of Marmora and Lake is available from the following sources:




The municipal website (www.marmoraandlake.ca)
Municipality of Marmora & Lake: Community Profile (2011)
Marmora & Lake Investment/Relocation Information Package (2010)
Marmora & Lake Destinations, Tourist Attractions, Events (undated).
2
Additional profile information for Marmora and Lake can be found in the Municipality’s ‘Community
Profile (March 28, 2011). Statistics comparing key indicators for Marmora and Lake, Hastings County and
Ontario can be viewed at data.cidbdc.ca/tableviewer/document.aspx?IF_Language=eng&BR_CSD_CODE=3512046#. Data from the 2011
census are not yet available.
3
It is noted that the population changes are complicated by amalgamation activities in 1998 and 2001.
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November 16, 2011
Highlights from these and other sources are provided in Section 4 of this ICSP.
1.2 What is Sustainable Development?
There are many definitions of ‘sustainable development’. The United Nations World Commission on
Environment and Development (Brundtland Commission)4 first defined sustainable development in
1987:
"Sustainable development is development that meets the needs of the present without
compromising the ability of future generations to meet their own needs.”
In Marmora and Lake’s case, it has been simply defined as “Enough for all forever” (as stated by an
African Delegate to the Johannesburg World Summit on Sustainable Development [Earth Summit 2002]).
Sustainable development recognizes that the natural environment, economic and social development,
and culture are the four fundamental pillars of community, are mutually dependent, and must be in
balance. We will only be able to ensure our own health, safety and happiness, as well as that of our
children and grandchildren, neighbours and fellow citizens when we achieve this balance.
1.3 What is an Integrated Community Sustainability Plan (ICSP)?
An ICSP is a long-term plan. It is based in the values, goals and projected future needs of the community.
It provides a common vision to work towards, and guides citizens and the community as a whole
towards a sustainable future.
An ICSP looks at all aspects of the community from a four-pillar sustainability perspective, as shown in
Figure 3 and summarized below:




Cultural – arts, heritage, events and festivals, sports and recreation
Economic – business, industry, tourism, agriculture, employment, jobs
Environmental - air, water, land, flora and fauna, and the ecosystems we are part of
Social - health and social services, housing, education, youth, volunteers
On this broad but focused basis, the ICSP looks at all aspects of community life and develops strategies
to integrate these four pillars. This will lead to more efficient and effective community management and
development. It will ensure Marmora and Lake remains competitive in today's marketplace, but
ultimately the goal of the ICSP is to keep the community moving forward as a healthy and happy place
to live, work and play.
4
Brundtland, G. (ed.), (1987), "Our common future: The World Commission on Environment and
Development", Oxford, Oxford University Press. pg 4
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November 16, 2011
Figure 3: Four Pillars of Sustainability
Environmental
Economic
Sustainability
Social
1.4
Cultural
Why Develop an Integrated Community Sustainability Plan?
Municipalities across Canada are developing ICSPs as a framework or mechanism to implement actions
that will lead them in a sustainable direction over the long-term.
The Federal Government has been providing funding to environmentally sustainable municipal
infrastructure projects and capacity building projects. One such program, the Gas Tax Fund supports
reduced Greenhouse Gas (GHG) Emissions and cleaner air and water. In order to continue receiving
these funds, municipalities must complete an ICSP by 2014. The federal requirements for an ICSP
include:
 A coordinated approach to community sustainability (e.g. linkages of various plans, planning and
financial tools that contribute to sustainability objectives);
 Reflection and integration of social, cultural, environmental and economic sustainability
objectives in community planning;
 Collaboration with other municipalities, where appropriate, to achieve sustainability objectives;
 Engaging residents in determining a long-term vision for the municipality5.
The Marmora and Lake ICSP will assist the Municipality in achieving long-term well-being by focusing on
the priority issues that Marmora and Lake faces over the short and longer-term. It will build on the many
good things that are happening in the community, identifying a path forward based on the vision and
ideas of community members. Local preparedness is key to facing and mitigating challenges and taking
advantage of opportunities. It has been shown that communities are able to better cope with change
when a plan is in place.
5
Infrastructure Canada, 2005
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November 16, 2011
Marmora and Lake has focused on identifying its priorities and becoming aware of the issues it faces.
The ICSP facilitates the establishment of a policy and funding framework needed to guide
implementation, document success and be flexible to changing and evolving priorities.
The ICSP is a collaborative and inclusive community planning tool that identifies the desired future for
the community; what it looks like, how it functions, and how to achieve the vision for the future. The
Municipality of Marmora and Lake’s existing policy documents, implementation tools, business plans
and budgets may need to be updated to reflect the vision, objectives and actions outlined in the ICSP in
order to engage in a process toward a desired future. More specifically, the ICSP will be actively used as
a planning and decision making tool by Council to demonstrate their commitment to forward thinking
and a governance model that includes sustainability.
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November 16, 2011
2. DEVELOPING THE PLAN
2.1
ICSP Process
The process to develop the ICSP to date has included background research and consultation to identify
community needs and aspirations for the future of the municipality. The ICSP process includes five steps
as outlined in Figure 4. Marmora and Lake has completed Step 3 (second round of consultations) of the
process. The most important area of consideration in this process is the consultations with the public,
staff and stakeholders. For an ICSP to succeed, community input is integral, as it promotes collective
responsibility over the implementation of the plan.
Figure 4: ICSP Process
2.2
Key Project Tasks
Additional information on the key project tasks including background research and consultation
activities is provided below.
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November 16, 2011
2.2.1 Background Research
This task included collecting, reviewing and analyzing documents from a wide variety of sources,
including programs, policies, literature and studies. The Municipality’s existing initiatives and programs,
studies and master planning documents were examined. Hastings County’s relevant documents were
also reviewed. Appendix 1 includes a list of documents that were reviewed as part of the process of
developing the ICSP.
2.2.2 ICSP Committee
A six-person ICSP Committee (a sub-committee of the Economic Development Committee) was
established to assist with the ICSP planning process. The following meetings were held to discuss the
process and provide updates on the ICSP development:
 Meeting #1 (May 10, 2011)
 Meeting #2 (June 1, 2011)
2.2.3 Community Asset Mapping Process
A Community Asset Mapping process was undertaken to identify local groups, organizations,
committees and municipal services that are available to support and assist with the implementation of
the actions identified in this ICSP. Appendix 2 includes the table of Community Assets.
Figure 5: Marmora & Lake's Twitter Page
2.2.4 Communications and
Social Media
The Marmora and Lake website
(www.Marmoraandlake.ca ) was used to
advise residents, business owners and
community organizations about the
development of the ICSP, and offered
the option of having an introductory
presentation. A survey (available on the
website and distributed at presentations
and events in the community) provided
year-round and seasonal residents with
an opportunity to provide input to the
development of the ICSP. A copy of the
survey is provided as Appendix 3.
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November 16, 2011
Information about the ICSP and opportunities for involvement was also communicated through social
media (Marmora and Lake Facebook group page [over 600 members] and Twitter [@MarmoraandLake])
as well as print media (a number of articles in local papers on the ICSP process and consultation events).
An ICSP brochure was developed that included information on sustainable community planning, the
process to develop the ICSP and opportunities to get involved. The brochure was available at the
tourism office and other community locations. The Marmora and Lake ICSP Brochure is provided in
Appendix 4.
2.2.5 Presentations to Local Organizations
Beginning early in 2011, Marmora and Lake’s Economic Development /Tourism Manager began a series
of presentations to local organizations, outlining the proposed ICSP process and opportunities for
participation. These presentations included:






Economic Development Committee (January 24th, 2011)
Community Meeting (February 16th)
Farmer’s Market Vendor Luncheon (March 31st)
Lions Club (April 12th)
Marmora and Seniors Club / Legion Lunch (April 20th)
Artists in Motion / Crowe Valley Conservation Authority (May 18th)
2.2.6 Initial Round of ICSP Planning Sessions
The initial round of public consultation consisted of two events held Wednesday June 15 (7-9 p.m.) and
Saturday June 18 (1-3 p.m.).At each event, the
Economic Development /Tourism Manager
provided an introductory presentation on the ICSP
process.
DPRA staff members served as
facilitators, guiding participants through a series of
brainstorming sessions, each addressing a pillar
(i.e., Social, Cultural, Economic, and Environment).
The facilitators took flipchart notes documenting
the discussion of three questions for each of the
four pillars:
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November 16, 2011
1. “What do you value most about the Municipality of Marmora and Lake today?” This question
was framed to elicit the values that people hold most dear about their home place. What are
the things that must not change? What do we want to keep as part of our future?
2. “What goals and objectives should we move towards in our vision for the future?” This
question was intended to seek the goals or objectives that people have for the future. These
would be the broad changes they would like to see happen. These goals and objectives may
relate to current valued characteristics, or to things that are missing today.
3. “What specific actions or ideas do you have for achieving these goals?” This was a question
probing actions, things that can be initiated as soon as possible to start change and bring on the
desired future.
The poster used to advertise the sessions is provided as Appendix 5.
2.2.7 Additional Consultation Activities
There were a number of additional community events where Marmora and Lake staff met informally
with community members, distributing the brochure and surveys and engaging in conversations. The
events included:
 SnoFest (February 5th and 6th)
 Marmora and Lake Farmers Market (May 21st)
 Students at Marmora elementary schools prepared drawings/posters showing their
favourite aspects of the community, and statements about “I like Marmora
because…”. These were displayed at the June 2011 planning sessions.
 Marmora Pumped Storage Public Information Session (June 10)
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November 16, 2011
The Marmora and Lake Tourism Office also displayed the ICSP brochure and survey, and staff were
readily available to discuss the ICSP with residents or others visiting the office.
2.2.8 Second Round of ICSP Meetings
A second round of public meetings to review the Draft ICSP occurred on October 20, 2011. Sessions
were held from 2-4 and 7-9. The objectives of the sessions were to:
1. Review the ICSP process with community members and organizations in attendance
2. Review the September 26 draft ICSP document, obtaining feedback on:
a. The proposed goals, objectives and actions
b. Any missing goals, objectives and actions
c. Comments or suggestions related to the other aspects of the September draft ICSP
3. Discuss ‘next steps’ in the ICSP process
The poster used to advertise the sessions is provided in Appendix 5; the comment sheet is provided as
Appendix 6.
2.3
ICSP Framework
After completing the initial round of consultation activities, this draft ICSP was developed, incorporating
findings from the background research and consultation activities. The Plan is comprised of a vision,
goals, objectives, actions and an implementation strategy:
Vision
Goals
The Vision is a general statement that presents a timeless, inspirational view for
the ideal future of the Municipality.
Goals are qualitative statements that highlight key issues raised during the
planning process, adding depth to the vision statement and charting the direction
for the ICSP.
Objectives
Objectives are more specific statements describing how the goals will be
achieved. Each goal has one or more objectives.
Actions
The actions refer to specific tasks that need to be taken to achieve the objective.
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November 16, 2011
3. VISION & VALUES
The Municipality of Marmora and Lake has developed the following vision statement that will be used to
guide the ICSP:
“Marmora and Lake will continue to be a small thriving Municipality in Ontario; a desirable place
to work, live, vacation and retire; by providing a clean natural environment, varied sources of
recreation, excellent services and reasonable taxes.”
During the consultations, valued community characteristics were identified by residents that support
this vision. Table 1 includes a variety of responses collected in the ICSP planning sessions and survey in
response to the question “What do you value most about the Municipality of Marmora and Lake today?”
Table 1: What Do We Value Most?
Economic
Cultural
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

















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Quiet, family oriented small towns and rural areas
Great community events such as SnoFest, Dog sled races, Canada Day, Homecoming,
Celebrate Marmora, studio tours, ‘Marmora’s Got Talent’, Music in the Park,
Shakespeare in the Park, Car Show
Parks
Musical and art events/artists’ studios
Excellent library
Our history and traditions
Marmora Historical Society
Heritage buildings and streetscapes
Strong religious community
Variety of gathering places (Legion, hotel, cafes and library)
Friendly and welcoming
Outdoor recreation activities
Sports and recreation – hockey, curling
Recreational facilities
Marmora Mine
War Memorial
Affordable lifestyles
Agriculture as part of the community
Variety in agriculture, including organic farms
Farmers Market
Good roads and highways
Location mid-way from major centres
Variety of retail and other businesses, many of them locally owned and here for the
long-term
Businesses that support community initiatives/organizations
Tourist Information Center
Nice downtown
Reasonable real estate prices
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Social
Environment
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November 16, 2011
Clean air and water
Interesting flora and fauna/wildlife
Hunting and fishing
Interesting geology and landforms
Lakes ,rivers and wetlands
Natural beauty and landscapes
Outdoor recreation opportunities
Trees and forested areas
Very little traffic
Variety in the local population
Memorial Park
Active volunteer community and service clubs
Safe neighbourhoods
Great schools
Good health services
Medical centre
Variety of activities and events (e.g., festivals, craft nights, dances)
Many social centres: library, businesses, street corners, coffee shops, community halls
Wide variety of activities and events for all ages
Church dinners
Affordable housing
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November 16, 2011
4. ACTION PLANS (GOALS, OBJECTIVES AND ACTIONS)
During the consultations, participants suggested a number of objectives and actions to achieve the
vision and support what they value most about the community. The Action Plans presented in the
following section include background information as well as the goals, objectives and actions related to
each pillar - Cultural, Economic, Environmental and Social. The ICSP identifies 25 cultural actions, 44
economic actions, 20 environment actions and 269 social actions - 115 proposed actions in all. The
goals, objectives or actions have not been prioritized. They will be further reviewed by Council, staff
and the community to identify gaps, establish timelines, set priorities and identify leads/participants/
stakeholders (i.e. roles and responsibilities). It is noted that the four pillars are closely linked, and many
of the goals, objectives and actions are intertwined.
A Community Asset Mapping process was undertaken to identify local groups, organizations,
committees and municipal services that are available to support and assist with the implementation of
the actions identified in this ICSP. Appendix 2 includes the table of Community Assets. During Round 2
of the consultations, participants noted that additional mapping of community assets such as the talents
and skills of residents would be desirable.
4.1 Cultural
The Municipality of Marmora and Lake has a vibrant and growing cultural scene, involving the arts,
heritage, sports and recreation. The small-town atmosphere and culture of Marmora and Lake offers
residents a welcoming community, friendly environment and a strong sense of community.
4.1.1 Cultural Overview
The Marmora and Lake Tourist Information Centre is
located in within Memorial Park, at the bridge over
Crowe River on Hwy #7 (www.marmoraandlake.ca) and
services both residents and tourists with a range of
material on the local community.
The Destinations / Tourist Attractions/ Events brochure
produced by Marmora and Lake6 provides an overview
of these opportunities, including:
6
Municipality of Marmora & Lake, N.Da
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The Marmora Mine
The Miners Loop – a driving
tour
Deloro Mine Site
Historical Plaques of
Hastings County
Saint Mathilda’s Church
ruins
Historical Society
Greensides Farm – Mother
of Divine Justice
Summer Farmer’s Market
Trails
Conservation Areas
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Crowe Valley Lions Country
Music Jamboree
Artists in Motion Annual
Juried Exhibition
Marmora Area Canoe and
Kayak Festival
Music in the Park
Thursday Night Cruise
Nights
Celebrate Marmora
Showcase of the Arts
Easter Egg Hunt
Family Day
Local Camping
Marmora SnoFest
Local Lakes
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Purdy Country Literary
Festival
Canada Day Celebrations
Fall Agricultural Fair –
Annually Labour Day
Weekend
Municipal Halloween
Spooktacular
Curling Club Hawaiian
Dance
Marmora Santa Clause
Parade
Frosty Frolics
Marmoraction Walking
Trails
The municipal website’s community calendar also provides information on local events and other
activities in Marmora and Lake (www.marmoraandlake.ca).
The popular SnoFest (www.marmorasnofest.ca first weekend in February) includes the Marmora Cup,
an annual dog-sled race that has been held since 1979. SnoFest also offers a number of other family
activities.
During the summer, Marmora and Lake hosts the Marmora Crowe
Valley
Lions
Club
Country
Jamboree
(http://www.crowevalleylionsjamboree.ca/) in June and the
Marmora Country Jamboree (www.marmorajamboree.com) in
September. Classical car enthusiasts gather to showcase their cars
at the Classic Cruisers Car Show every Thursday. Other events
include Canada Day, Homecoming (Canada Day weekend),
Marmora’s Got Talent, and MACKFest (kayaking event in May
(www.mackfest.ca/). ‘Celebrate Marmora’ is a family festival held
on the Civic Holiday weekend that celebrates arts, culture and
heritage (www.celebratemarmora.ca). This two day event brings numerous community events together
(including Purdyfest) under one umbrella to provide a weekend of family fun celebrating local arts and
culture.
‘Artists in Motion’ (www.artistsinmotion.info/index.html) is a local group
of artisans that encourage and promote the arts in the community.
The Marmora and Lake Public Library (www.marmoralibrary.ca) is
supported by staff, volunteers, the Library Board and ‘Friends of the
Library’. The Marmora and Lake Public Library Board’s mission is to give all
those who require and seek a forum for knowledge, information, and
educational recreation, a chance to do so. In addition to various print and
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November 16, 2011
electronic library materials, the library offers free computer access, wireless Internet,
printing/photocopying, inter-library loans, and programming for a variety of audiences including
children and youth.
There are also local programs that encourage active and healthy lifestyles. ‘Marmoraction’ is a program
that encourages local residents to walk, jog or bike their way around town and along the many trails and
pathways in the area7. This program is part of a larger province-wide initiative known as Ontarians
Walking Now (OWN) which aims to "assist communities in putting pedestrians first in their planning
processes in order to create sustainable, healthy, active communities." 8 A Marmoraction brochure
available to the community describes the importance of exercise and stretching as well as providing
maps of the walking trails located in the community including, North Marmora Route, Village Walks,
Marble Point Rd. Walk and Riverview Crescent – Cordova Rd. Loop. Some community members also
participate in Silver Foxes, an exercise group that meets Monday and Thursday in the Community Hall.
The history and heritage of the area is promoted through the
Marmora Historical Society with a downtown storefront operating
on Wednesdays 11-2 and Saturdays 9 - 12. The storefront presents
local pictures and artifacts. It has been said that “Remembering
our history is like creating a blue print for the future”9. Residents
also recognize that mining has been an important part of the
history, economy and lives of residents and visitors since the
1800’s. Remembering this past and showcasing it to residents and
visitors is an important part of the cultural pillar of sustainability.
The contribution of culture to the quality of life in the Municipality cannot be underestimated.
Sustaining and enhancing cultural resources is an ongoing challenge in a small, rural municipality, and
success is dependent on strong objectives and achievable actions supported by the Municipality and
relevant partners across the Municipality and the County. The needs of a demographically and culturally
diverse population must be considered (for example, in the types of events and activities that are
appealing).
4.1.2 Cultural Goals, Objectives and Actions
The following goals support the cultural pillar:
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Goal C-1: Showcasing and Promoting Arts and Culture
Goal C-2: Recognizing and Protecting History and Heritage
7
Marmoraction, N.D.
Green Communities Canada, 2011
9
Municipality of Marmora & Lake, N.Dc
8
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Goal C-1: Showcasing and Promoting Arts and Culture
Objective C-1.1: To Identify and Support Current Local Artists and Organizations
C-1.
Develop and advertise an inventory of local artists and organizations
C-2.
Support events and venues that develop awareness of local artists (e.g., Artists
in Motion; ‘Marmora’s Got Talent’)
Objective C-1.2: Promoting Local Arts and Cultural Activities and Events
C-3.
Continue to update the on-line community calendar and utilize print and social
media to present opportunities for residents and visitors to participate in local
arts and other cultural events
C-4.
Continue to promote the broad range of local arts and other cultural activities
through a variety of means – recognizing the benefits to local residents as well
as tourism
Objective C-1.3: Encourage Cultural Diversity through the Arts, Food and People
C-5.
Explore and encourage existing and new opportunities, building on cultural
diversity (e.g., the dimensions of age, ethnicity, religion, history, values and
interests; events focused on non-traditional audiences [E.g., different types of
music or theatre offerings]) of the community
Goal C-2: Recognizing and Protecting History and Heritage
Objective C-2.1: Capture Marmora and Lake’s History in a Real Way
C-6.
Develop an inventory of current heritage assets for use in promotion
C-7.
Work with local partners such as the Historical Society to develop the ‘stories’
behind the homes/buildings in Marmora and Lake
Objective C-2.2: Market and Promote Local History and Heritage
C-8.
Explore funding opportunities to support heritage and history actions
C-9.
Establish and/or strengthen partnerships to promote local history and heritage
(e.g., mining sites and related technology development), including improving
access (at a museum or through other means) to existing materials that are not
widely known or shared
C-10. Develop ‘walking’ and ‘driving’ tours that incorporate the built and mining
heritage of the area
C-11. Market and promote local history and heritage through brochures and
promotional materials (including print, web, social media, panels/boards along
Hwy. 7 and the main street)
C-12. Support preservation or restoration of key historical properties (such as
residences, historical sites, Marmora mine viewing area)
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Objective C-3.1: Maintain and Enhance the Sport and Recreation Opportunities Available to Residents
and Visitors
C-13. Continue to support the broad range of organized and ad hoc sport and
recreation opportunities in Marmora and Lake – those offered by the
Municipality (e.g., at the arena) and by other organizations (e.g., the curling
club, sports leagues) or the private sector.
C-14. Ensure awareness of these opportunities through a variety of mechanisms maps/brochures for users, calendars etc. that will benefit year-round and
seasonal residents, as well as visitors
C-15. Maintain and improve the existing walking /biking/skiing trail system – e.g., link
trails, expand the network, provide interpretive signage relating to the natural,
economic and historical aspects
C-16. Identify gaps/ needs in the current suite of sport and recreation opportunities
available for various age groups/interests (e.g., swimming, sailing, kayaking,
biking, exercise programs for all ages, cubs/scouts), and fill them
C-17. Maintain existing facilities (e.g., curling club, arena) and optimize their use (e.g.,
school gyms
C-18. Consider the development of additional recreational facilities (e.g., splash pad,
recreational complex (‘YMCA’), swimming pool, basketball court, new or
expanded parks)
C-19. Evaluate ways to overcome barriers to children’s activities (e.g., lack of proper
equipment, liability issues) to ensure they are able to maximize their
participation in a range of leagues, classes or events.
C-20. Showcase the healthy lifestyle available in Marmora and Lake
Objective C-4.1: Support Life-Long Learning
C-21. Maintain and enhance the Marmora and Lake Public Library’s infrastructure,
services and programming (suggestions included visits by authors; use by service
clubs)
C-22. Explore opportunities for distance education with institutions, such as Loyalist
College and Trent University (but not necessarily limited to them)
C-23. Encourage training and education relevant to a range of demographic groups –
youth, the under-employed, seniors
C-24. Take advantage of the knowledge and expertise already within the community,
such as the retired population (e.g., utilize seniors to engage other community
members in the arts and other activities)
C-25. Develop a scholarship for post-secondary education of local students
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4.2 Economic
While the region has a rich mining history, revitalization efforts particularly in the downtown core have
emerged as a key driver of the Municipality’s competitive advantage. Tourism and recreational activities
contribute to the vibrant nature of the community both in the summer and winter periods when
permanent and seasonal residents and visitors take part in varied activities organized by the local
community.
4.2.1 Economic Overview
The Highway 401 and TransCanada highway #7 corridors provide
easy access for residents of Marmora and Lake to both the
Greater Toronto Area as well as to Ottawa. Highway 14 provides
access south to Belleville. The Marmora and Lake Investment /
Relocation Information Package (2010) provides an overview of
the Municipality and its vision statement. The Municipality’s key
strengths, demographics, market strengths and trends, business
opportunities and investment support are outlined. The
Downtown Revitalization Program and the Economic
Development Committee are described. A list of Municipal
contacts is also included in the package10.
According to a 2005 survey of local businesses, 93% of respondents indicated that Marmora is a good
place in which to do business11. The Survey found that many businesses are family owned and operated
with 62% of business owners happy with the current site of their business in the community. The major
employers in Marmora and Lake include12:
 Caressant Care (100 employees)
 Valu Mart (30 employees)
 Municipality of Marmora and Lake (35 employees)
 Aecon (16 employees)
The Marmora and Lake District Business Association is a not-forprofit organization that promotes business development
throughout the community, organizing local events and business
initiatives, including collaborative marketing opportunities. The
Association currently has 24 local members. Their blog
(marmorablog.ca:8080/marmorablog) engages members and
interested community residents in discussions around local
business development opportunities and getting involved13. A
calendar located on their webpage represents photographs and
business information cards for over 20 businesses that are part of
10
Municipality of Marmora & Lake, N.Dc
Municipality of Marmora & Lake, N.Db
12
Municipality of Marmora & Lake, 2011b
13
Municipality of Marmora & Lake, 2011c
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the Marmora and Lake District Business Association.
The Marmora and Lake Economic Development Committee has developed a draft Community
Improvement Plan, intended to improve the downtown area through various proposed incentives. There
are a number of potential programs identified14.
A Waterfront Development Comprehensive Plan prepared in
1988 led to a series of revitalization initiatives that have been
completed15. The Plan provided many detailed
recommendations on what type of developmental changes
Marmora’s waterfront could implement in order to ‘put itself
on the map’. The recommendations spanned from proposing a
reception centre for visitors and tourist-related activities to
creating observation platforms for heritage sites.
Northland Power has recently proposed a major project to convert the Marmora Mine property into a
400 megawatt ‘pumped storage’ facility. This initiative proposes generating electricity by pumping water
into an upper reservoir when energy demand and rates are low and then allows it to flow down through
the same pump/generator system to generate electricity when it is needed by the grid16. During
construction, 100s of direct and indirect jobs are expected, with 45 permanent jobs during operations.
This proposal has generated excitement in the municipality.
A Commercial Building Inventory17 was undertaken in 2007 to assess conditions in the downtown area
and determine whether existing buildings could house new business development. This was done to
support economic development and expand commercial operations. The study offered a number of
recommendations, many of which have been implemented (e.g., Farmers Market), and others that are
in development (e.g. Community Improvement Plan).
In 2006, Marmora and Lake participated in the “Marmora Our Town Development Project”, which
included proposed goals, objectives and actions to plan for the future development of Marmora. The
report was based on the findings from a community design concept plan, local economic analysis,
business mix analysis, business survey, resident survey and trade area report. The Revitalization Strategy
and Action Plan has 7 goals, 12 objectives and 35 actions. The goals included18:
 Improve promotions of Marmora’s downtown / main street as a place to visit, shop and
do business
 Encourage improve and promote quality of life for residents of Marmora
 Highlight the special attractions, activities and shops in downtown Marmora
 Improve the physical environment and streetscape of downtown Marmora
 Ensure necessary commercial diversity in order to meet the needs of customers
14
Marmora & Lake Economic Development Committee, 2010
M.M. Dillon Limited, 1988
16
Northland Power, 2011;
http://www.northlandpower.ca/WhatWeDo/PrerevenueProjects/Project.aspx?projectID=62
17
Dillon Consulting, 2007
18
Redden, Andrew, 2006
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Enhance business environment and skill set of business owners and their employees
Keep the Main Street Revitalization Initiative alive for years to come and not just end
when the current term of formal funding lapses
Marmora and Lake is part of ‘ComfortCountry’ (comfortcountry.ca/), a
marketing strategy based on four municipalities working together to
promote themselves. Some of the marketing initiatives include maps
that feature businesses in each of the municipalities, as well as
brochures that feature heritage areas, contact information and driving
directions. The annual ComfortCountry guide includes recreation
opportunities and event listings.
Both Marmora and Lake and ComfortCountry are part of the ‘Ontario
Highlands Tourism Organization’ (http://ohto.ca), one of 13 new
Regional Tourism Organizations created by the Ontario government to increase tourism in the province.
The OHTO covers a large region in eastern Ontario that includes the counties of Frontenac, Haliburton,
Hastings, Lanark, Lennox and Addington, and Renfrew. The OHTO’s mandate is to build and support a
competitive tourism region through marketing and product development, in partnership with
established and recognized tourism organizations, municipalities, and entities within the region.
Projects have included development of the Premier-Ranked Tourist Destination Framework, a
Recreational Geology Project, and the development of on-line assets.
The Marmora Farmers Market, held every Saturday from
May through to Thanksgiving weekend, features vendors
offering locally grown and hand-made products. Harvest
Hastings promotes local farmers markets and encourages
initiatives to support local farmers. Their website includes
audio, videos and a photo album introducing local farmers
and resources available across Hastings County
(www.harvesthastings.ca/local/pointsofsale/marmorafarmers-market ).
Economic development activities relevant to Marmora
and Lake are also being pursued at the County level.
These include improvement of broadband accessibility,
preparation of an Economic Development Action Plan
(2009-2012), and a county-wide Business Attraction and
Retention Project. The Economic Development Action
Plan19 outlines an economic course of action for the
period 2009 to 2012. Key areas of focus include
AgriVentures, Natural Resources, Creative Industries,
Tourism, Manufacturing and Commerce. The plan is
intended to enable those promoting economic development in the County to coordinate their efforts
and focus resources on similar priorities.
19
Hastings County, 2009a
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Hastings County has prepared a Business Retention and Expansion Report that outlines the findings of a
project based on a survey of local businesses. It was intended to solicit feedback on the factors that
promote business expansion and the influences that deter potential growth20. This community-based
initiative identified the following seven actions:
 Develop a clear economic development structure and
policies
 Coordinate joint marketing and business networking
initiatives
 Improved access and communications to businesses
 Enable a stable and skilled workforce
 Enhance the area information technology system
 Improve availability and condition of County properties
and business areas
 Develop an investment strategy to attract new
commercial investment
In 2006, the unemployment rate in Marmora and Lake was 7.3%, compared to 6.1% for Hastings County
and 6.4% in the province21.
4.2.2 Economic Goals, Objectives and Actions
The proposed goals to support the Economic Pillar include:
 Goal EC-1: Ensuring Economic Growth and New Jobs
 Goal EC-2: Expanding and Promoting Tourism as an Economic Driver
 Goal EC-3: Expanding and Supporting the Arts and Culture Economy
 Goal EC-4: Supporting the Agricultural Sector
Goal EC-1: Ensuring Economic Growth and New Jobs
Objective EC-1.1: Improving Business Infrastructure and Gaps in Services
EC-1. Identify and seek resources (funding, services, other support) available at the
local, regional, provincial and federal levels to support economic development
EC-2. Expand broadband and cell phone service in Marmora and Lake – this is
essential not only for economic development of all types, but for the fulfillment
of social and educational needs
EC-3. Develop an inventory and identify gaps in the range of current businesses22 and
make efforts to address them
EC-4. Continually evaluate the downtown core and develop a revitalization strategy to
make it more vibrant and interesting to reflect our uniqueness
20
Hastings County, 2009b
Statistics Canada, 2007
22
Participants in the consultations specifically noted the need for the following: ‘Giant Tiger’,
‘McDonalds’, ‘Wal-Mart’, toy store, pet store, more restaurants, clothing store, boating and recreation,
dry goods store, taxi service, shopping services for seniors or others who might be housebound.
21
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EC-5.
EC-6.
EC-7.
November 16, 2011
Review and support available public transit/bus service to nearby centers
(beyond Belleville, ComfortCountry) to access employment/training
opportunities.
Review zoning by-law, taxation/mill rates, and policies to ensure that they are
consistent with encouraging sustainable economic development
Evaluate options for focusing economic development (e.g., an intentional
retirement community such as Elliot Lake; as a four-season recreation tourism
destination; eco-tourism)
Objective EC-1.2: Supporting and Encouraging Local Employment to Keep Families in the Municipality
EC-8. Encourage the employment of local individuals and firms through Municipal
procurement activities
EC-9. Develop a directory of local skills/businesses for businesses and residents to use
when considering hiring/purchasing
EC-10. Encourage activities/jobs that will attract/keep youth in the community
EC-11. Develop partnerships with post-secondary institutions (e.g., Loyalist College) for
training
EC-12. Encourage both jobs created by enterprises already in the community, as well as
those associated with new businesses coming into Marmora and Lake
EC-13. Build upon the experience of the local population (e.g., retired residents;
seasonal population) in planning for economic development
Objective EC-1.3: Supporting Local Business
EC-14. Continue to promote the ‘Buy Locally Owned’ campaign23, and market local
retail and service providers – to both year-round and seasonal residents
EC-15. Explore the development of collaborative opportunities associated with
Northland’s proposed pumped storage project
Objective EC-1.4: Attraction and Retention of New Businesses
EC-16. Maintain and enhance the information tools Marmora and Lake has developed
to assist with attraction of new businesses (e.g., an up-to-date Investment
Package, web-based information)
EC-17. Take advantage of opportunities such as Hastings County’s Enterprise
Facilitation initiative to encourage new small businesses in the municipality.
EC-18. Support Northland Hydro’s Marmora Pumped Storage project - which will
provide a significant number of construction and operation jobs, along with
associated direct and indirect economic benefits – while considering the
potential environmental effects and potential disturbance of nearby residents
EC-19. Encourage the ‘creative economy’
EC-20. Explore the opportunities for retail stores that fill identified needs/gaps (e.g.,
clothing, dry goods, sports and recreation)
EC-21. Develop an updated commercial recruitment strategy looking at opportunities
such as outlets for government services
23
http://www.marmoraandlake.ca/view.cfm?Prod_Key=3307&PROD_DETAIL_KEY=4537&TEMP=Content
%20Single&KeyWord=N%2FA
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EC-22. Target the film and television industry by promoting Marmora and Lake as a
location for filming
EC-23. Evaluate the long-term plan to promote industry in Marmora and Lake –
consider local assets such as the highway, construction workers for other
development such as the proposed pumped storage project in light of
community goals and objectives24
Goal EC-2: Expanding and Promoting Tourism as an Economic Driver
Objective EC-2.1: Promoting and Marketing of Existing Tourism Assets
EC-24. Continue to improve the aesthetics of Marmora to attract visitors and business
e.g. along the Highway 7 corridor, the downtown retail area, protection of
scenic vistas, additional trees and flowers, viewing area at Marmora Mine
EC-25. Periodically update the inventory and analysis of Marmora and Lake’s tourism
amenities and attractions, and identify opportunities for tourism investment
and development
EC-26. Continue marketing of local events (large and small) to attract visitors as well as
local residents
EC-27. Develop brochures for walking/driving tours of the local area, perhaps based on
themes (E.g., ‘mining’, heritage, sports and recreation) – have these available in
a variety of media
EC-28. Continue participation in ‘ComfortCountry’, Premier Ranked Tourist Destination
project, Ontario Highlands Tourism Organization, and other related tourism
marketing initiatives – including partnerships with surrounding communities
EC-29. Use a variety of mechanisms – on-line, print, tourism office and staff – to market
Marmora and Lake and its array of assets as a tourism destination
Objective EC-2.2: Creating New Tourism Options
EC-30. Consider the seasonal nature of tourism in Marmora and Lake, and
opportunities to support businesses during the slower ‘shoulder season’ (i.e.,
additional focus on off-season periods such as March/April between winter and
summer peak tourism)
EC-31. Encourage the provision of evening entertainment (e.g., a bar, restaurant,
theatre) for residents and visitors
EC-32. Explore the possibility of bus/eco-tours or an ‘eco-center’ associated with
Northland’s proposed pumped storage project at the former Marmora Mine
EC-33. Further develop tourism based on the mining (e.g., Deloro, Marmora mine and
other mineral development sites) and other historical aspects of the local area
EC-34. Take advantage of Hwy 7 – vehicular traffic/Greyhound – a hook is needed to
keep them in the community – make them stop and look around.
EC-35. Build a business case around Marmora and Lake’s natural environment as an
economic driver – for example, events such as MACKFest and the ‘Adventure
24
A participant in the Round 2 consultations suggested that perhaps pre-fabricated housing industry
could be a natural fit.
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November 16, 2011
Race’ (sponsored by SnoFest), and the local lakes/rivers provide significant
opportunities
EC-36. Explore the possibility of new tourism attractions in the Municipality (a zoo was
mentioned by local students; a centre for dog-related activities)
Goal EC-3: Expanding and Supporting the Arts and Culture Economy
Objective EC- 3.1: Promotion and Marketing of Existing Arts and Culture Opportunities
EC-37. Continue to inventory and promote local artists/crafters and events through a
variety of mechanisms, e g.:
 Municipal website, brochures
 Artists in Motion’ storefront
 Heart of Hastings studio tour
 Hastings County ‘Arts Route’(www.artsroute.ca/)
 Displays and activities at community events
 Displays of local work in various community locations
EC-38. Support – financially and in spirit - the local art/cultural businesses
EC-39. Encourage the location of art/cultural businesses to Marmora and Lake
Objective EC-.2: Creating New Arts and Culture Opportunities
EC-40. Focus business attraction and expansion efforts on creative industries/or
businesses
Goal EC-4: Supporting the Agricultural Sector
Objective EC-4.1: Supporting Local Agriculture
EC-41. Continue to build on the success of the Farmers Market
EC-42. Advertise and support local farmgate sales
EC-43. Buying local is important to the sustainability of the community - Build
on/expand the existing ‘Buy Locally Owned’ campaign (launched in 2008)
Objective EC-4.2: Encouraging the Development of New Agricultural Opportunities
EC-44. Encourage new agricultural activity in Marmora and Lake - more traditional
farming and new/alternative enterprises
4.3 Environmental
Marmora and Lake is blessed with a number of lakes and rivers, creating unique environments suitable
for fish and wildlife. The community values its natural resources and while growth is encouraged,
residents still want to maintain all of the beauty that comes with the natural environment from the land,
trees and waterways. Residents appreciate the natural beauty of the area, and celebrate the clean
water, lack of pollution and natural features that exist across the municipality. Residents have noted
that it is important to continue to protect the waterways and wetlands.
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November 16, 2011
4.3.1 Environmental Overview
The Municipality created an Environmental & Quality Management System Policy in 2008 that ensures a
commitment to prevent the degradation of the environment. This policy ensures that Municipal staff are
in compliance with the provisions of the provincial Environmental Protection Act and its regulations. All
Municipal employees are responsible to ensure that no hazardous waste or material is discharged into
the environment, groundwater, sewers, water systems, soil, air or landfill25.
The Crowe Valley Conservation Authority manages over 2000 sq.km of land and 1300 acres of park land
divided between 4 main conservation areas, including a large portion of Marmora and Lake. The
Conservation Authority’s main activity is flood control. They operate and maintain a system of dams and
weirs on the Crowe River and its tributaries. A dam located in Marmora is used to control floods,
regulate water levels and raise river levels for navigation and store water for hydroelectric power26.
Quinte Conservation is responsible for the southeast portion of the Marmora and Lake (e.g., the Moira
River, Deloro area etc.)
Natural features in the Marmora and Lake community include recreational trails and conservation areas.
The Crowe River traverses the municipality, flowing south from near Bancroft and through Crowe Lake
and the village of Marmora, continuing south to the Trent River
north of Campbellford.
There are many trails throughout the community. The Brian
Goodchild Memorial Trail adjacent to the Crowe River is open to
walkers and bikers. The trail is about three kilometers long and
takes users past the dam and other local sites. The Marmora Mine
Trail is a multi-use trail connected to the Hastings Heritage Trail.
Nayler's Common is a wetland area that was chosen for
protection as a result of its many unique ecologically significant
features. Much of the property is swamp and includes fens, marshlands, bogs and forests; all of which
attract a diversity of animals and birds. In addition the property is a treasure trove of plants, fungi and
trees. The three main trails in Nayler's Common provide visitors the opportunity to observe different
ecosystems and natural features.
Marmora Mine Trail
Another natural feature appreciated by the residents of Marmora is Callaghan’s Rapids Conservation
Area, featuring two falls - which are about one metre in height, each spanning the entire width of the
river. When river flows are low enough, residents and visitors can walk out and explore the river bed.
The Gut Conservation Area, with a nature trail leading to a scenic gorge, is located in the north of the
former Lake Township.
25
26
Municipality of Marmora & Lake, 2008
http://www.crowevalley.com/waterdams.html#
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November 16, 2011
The Ministry of the Environment assumed
responsibility of the Deloro Mine Site in the 1970s
when the former owners neglected to control
pollution. Many decades of mining and smelting
activity have resulted in a significantly contaminated
site.
Initiatives are underway to reduce
contaminants and control environmental issues27.
While the first priority is to complete the cleanup of
the mine site, the Ministry is working with the
community, heritage organizations, and other
provincial ministries to preserve and promote the
important
natural,
industrial,
social
and
Deloro Mine
environmental history of the Deloro Mine Site. A
heritage plan will be developed for the site that will include preservation of several remaining structures
on the site, and the possible creation of on-site walking trails and commemorative plaques once the
cleanup is complete.
4.3.2 Environmental Goals, Objectives and Actions
Goals supporting the environmental pillar include:
 Goal EN-1: Caring for Air, Water, Soil, Flora and Fauna
 Goal EN-2: Reducing Waste
 Goal EN-3: Addressing Climate Change
Goal EN-1: Caring for Air, Water, Soil, Flora and Fauna
Objective EN-1. 1: Education, Marketing and Promotion of the Natural Environment
EN-1. Create and promote the use of educational materials to broaden environmental
awareness
EN-2. Continue to promote the respectful treatment of the natural environment
through best practices and environmental compliance
EN-3. Create more programming options/materials to protect the lakes/rivers and
how to use them safely
EN-4. Encourage and support local organizations in environmental awareness
initiatives
EN-5. Look to public/private partnerships to build awareness and educate community
members
EN-6. Develop strategies to minimize litter (roadside, shorelines, public spaces,
conservation areas), for example spring or fall cleanups
EN-7. Establish or strengthen partnerships with sponsors
EN-8. Continue to implement the collaborative revitalization plan for Nayler's
Common Wetland and Trails (e.g., interpretive signage, additional access
through private property near Mary St.)
27
Ministry of the Environment, 2011
Page | 27
EN-9.
November 16, 2011
Council and the community should take a collaborative approach to
environmental planning, whether it is with respect to the proposed pumped
storage project or solar panel installation
Objective EN-1.2: Protection of the Land
EN-10. Ensure that plans and policies will maintain and protect unique natural features
such as wetlands
EN-11. Evaluate the current approach to land use planning and management – how
does it all fit together? Ensure that the approach integrates the various needs
and the sustainability objectives identified in the ICSP.
EN-12. Review ongoing participation in Crowe Valley Conservation Authority (and
Quinte Conservation, in the southeastern portion of the Municipality) to
demonstrate value to taxpayers and fulfillment of their mandate.
Objective EN- 1.3: Protection of Ground and Surface Water
EN-13. Protect and enhance public access to waterways in Marmora and Lake
EN-14. Continue participation in the Ministry of the Environment’s Deloro Mine
Cleanup Project
EN-15. Review the recommendations of the recent lake capacity study for Crowe,
Dickey and Twin Sisters lakes, and identify next steps to protect these important
community resources
EN-16. Work with local lake associations (e.g., Dickey Lake, Crowe Lake Waterway
Association), the Conservation Authority, and Ministry of Environment to
protect and enhance surface water quality
EN-17. Develop guidelines to monitor the impact (e.g., financial, environmental) of
implementation of new water/wastewater rates in the village of Marmora
Goal EN-2: Reducing Solid Waste
Objective EN-2.1: Continue Success with Solid Waste Management and the ‘3Rs’
EN-18. Continue to improve waste management by implementing a variety of
programs, perhaps in partnerships with various organizations (e.g. Quinte Waste
Solutions, schools, local institutions and businesses). Measures might include:
 Ban on water bottles at municipal offices
 Garbage and recycling bins on the streets
 Increased emphasis on reducing waste through composting, recycling,
‘free-cycling’ at the curb, a salvage area at the landfill where materials
are available for the taking
 Evaluate options for reusing, recycling or disposing of derelict vehicles
 Implement education and awareness initiatives
 Consider alternatives such as ‘energy-from-waste’ or composting
facilities
EN-19. Improve garbage pickup and recycling services in the village
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November 16, 2011
Goal EN-3: Addressing Climate Change
Objective EN-3.1: Act Locally in Marmora and Lake on Climate Change
EN-20. Explore climate change initiatives in Marmora and Lake, such as:
 Greenhouse gas reduction (by residents, businesses, and the
Municipality)
 Increased awareness and enforcement of the anti-idling by-law,
including municipal vehicles (while considering the associated
practicality, relative impact, and safety issues)
4.4 Social
4.4.1 Social Overview
The Marmora and Lake Community Profile outlines the services available in the community (e.g. fire,
police, doctors/dentists, clinics/hospitals, retirement and nursing homes, community services, places of
worship, service clubs)28. There are many community groups that contribute to the social fabric of the
area, including local churches, recreational clubs (e.g. the Curling Club) and service organizations (e.g.
the Lions Club). The many volunteers in the community continue to provide the support necessary to
ensure residents and visitors feel welcome and participate in local programs and events.
Marmora has three elementary schools: Sacred Heart Catholic School, Earl Prentice and Marmora Senior
Public Schools. High schools are located in Madoc and Belleville.
Several retirement homes and a nursing home are located in Marmora. The Central Hastings Family
Health Team (CHFHT) offers primary and preventative care services to residents of the Municipalities of
Centre Hastings, Marmora and Lake, Madoc Township and Tudor & Cashel. The Family Health Teams
ensure that people receive the care they need in their community. They focus on chronic disease
management, disease prevention, disease cure, palliative care and health promotion, and work with
other health care organizations, such as Public Health Units and Community Care Access Centres.
A majority of the population of Marmora and Lake – 54% - is 45 years or older, which is higher than
Hastings County (at 44%) and considerably higher than Ontario (at 40%). These demographic trends
represent a potential challenge for Marmora and Lake. With an average population growth rate of
3.62% for Hastings County, Marmora and Lake could face future challenges from a social services
standpoint. Planning for future municipal services to meet this change in demographics is an important
component of the social pillar of sustainability.
28
Municipality of Marmora & Lake, 2011b
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November 16, 2011
The Marmora and Lake Accessibility Plan (2011) promotes the principals of independence, integration
and equal opportunity. The municipal jurisdiction, legislative content, accessibility issues and
accomplishments are summarized29.
The Marmora and Lake Emergency Plan (2010) assist municipal officials in carrying out their
responsibilities during an emergency. The by-laws that govern this area are listed in detail. In addition,
operations and responsibilities are outlined for the Municipal Emergency Control Group. The plan is
reviewed annually30.
A Workplace Violence/Harassment Prevention Policy was developed by the Municipality in 2010 to
demonstrate their commitment to providing a safe and healthy workplace free from violence. Through
this policy, the Municipality recognizes that workplace violence/harassment is a health and safety and
human resources issue and will take reasonable precautions to prevent workplace violence and to
protect employees at the workplace31.
The Greer Galloway Group Inc. prepared a Facilities Review for the Municipality of Marmora and Lake in
2010. This report was an investigation of municipally-owned facilities and the feasibility of future use of
these facilities. Based on the ratings, the overall recommendations were:
 Relocate the manager of Environmental Services (From Parks and Rec Garage) to the
Water Treatment Plant
 Move the Fire Department to the Marmora Public Works Garage
 Move the Public Works Department to the Deloro Public Works Garage
 Move the Parks and Recreation Department to the existing Marmora Fire Hall
 Decommission or sell the existing Parks and Recreation Garage
There are two water treatment plants that located in the Marmora and Lake. Drinking Water Quality
Management System Operational Plans describe in detail the Quality Management System developed
and implemented for the operation of the plants in Marmora and Deloro. The policy and procedures
outlined in the Plans cover all activities and employees associated with the operations and production of
safe drinking water for the Municipality of Marmora & Lake. The plans include information on
documents and record control, risk assessment and responses, organizational structure, roles and
responsibilities, essential supplies and services, Review and Provision of Infrastructure and Resources,
Infrastructure Maintenance, Rehabilitation and Renewal, Planned and Unplanned Maintenance,
Sampling and Monitoring and Emergency Management.32
29
Municipality of Marmora & Lake, 2011a
Municipality of Marmora & Lake, 2010a
31
Municipality of Marmora & Lake, 2010e
32
Municipality of Marmora & Lake, 2010c & 2010d
30
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November 16, 2011
4.4.2 Social Goals, Objectives and Actions
The goals that support the social pillar include:
 Goal S-1: Provision of the Best Health and Social Services
 Goal S-2: Retain Youth and Keep Them Involved
 Goal S-3: Establish and Maintain Housing Options
 Goal S-4: Support and Encourage Volunteers
 Goal S-5: Maintain and Enhance Municipal Facilities and Services
Goal S-1: Provision of the Best Health and Social Services
Objective S-1.1: Maintain and Enhance Existing Health and Social Services
S-1.
Continue to monitor the existing health and social services available in Marmora
and Lake, identifying gaps and seeking to address them33
S-2.
Review available public transport/bus service to nearby centers (beyond
Belleville, ComfortCountry) to access medical or other services not available in
Marmora, including the different needs of seniors and youth, and possible
funding alternatives
Objective S-1.2: Meeting the Needs of Changing Demographics
S-3.
Determine if the needs of an aging population are being met, particularly if
Marmora and Lake is focusing on attracting retirees to the community
S-4.
Identify if additional health and social service programs are required
S-5.
Develop a strategy/plan to ensure the health and social service needs of various
client groups (e.g., seniors, young families) are being met
Goal S-2: Engage Youth and Keep Them Involved
Objective S-2.1: Implement Strategies to Engage Youth and Keep Them in Marmora and Lake
S-6.
Develop and support events, activities and programs (e.g., arts, sports,
technology, transit) that engage youth and encourage them to live and work in
the community. These may be ‘stand-alone’ or part of other existing events
(e.g., SnoFest, Celebrate Marmora).
S-7.
Encourage student exchange programs for a range of ages
S-8.
Encourage students to complete a portion of their community hours each year
rather than entire 40 hours at one event. Utilize the community hours program
to support youth-oriented events/activities and programs of mutual benefit.
S-9.
Build relationships/programming linkages between existing organizations and
identified youth needs (e.g., the students art program)
S-10. Support and partner with local schools on a range of initiatives that will bring
groups together, build a sense of community, bridge the generations – all for
the benefit of the community
S-11. Provide skills development opportunities that facilitate youth staying in the
community
33
For example, the need for a dentist and for additional services to meet the needs of seniors (e.g.,
transport to medical or shopping opportunities) was suggested during the Round 2 consultations.
Page | 31
November 16, 2011
Goal S-3: Establish and Maintain Housing Options
Objective S-3.1: Meet Community Housing Needs
S-12.
S-13.
S-14.
Ensure that an adequate supply and range of housing opportunities are
available to meet the needs of existing and future residents (e.g.,
seniors/families; accessible; range of incomes, etc.)
Work towards additional seniors/retirement housing development, including
consideration of unconventional alternatives and improved homecare
Remove barriers to affordable housing (e.g., review minimum lot size and other
aspects within the Municipality’s mandate)
Goal S-4: Support and Encourage Volunteers
Objective S-4.1: Build on the Strengths of Existing Volunteer Organizations and Networks
S-15.
Encourage community organizations
to communicate with each other,
coordinate their activities where
appropriate, and work together to
develop a stronger volunteer base,
and achieve outcomes of mutual
interest
Objective S-4.2: Build the Volunteer Pool
S-16. Encourage individuals – newcomers
or existing residents – to explore the
various organizations active in Marmora and Lake and how they might
participate. A directory of organizations and contacts would assist in this
regard.
S-17. Seek solutions to the challenges of ‘inactive’ members in community
organizations, and active volunteers that are currently overextended
S-18. Celebrate the vital role of volunteers – individuals and organizations – in the
community
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November 16, 2011
Goal S-5: Maintain and Enhance Municipal Facilities and Services
Objective S-5.1: Continually Improve the Efficiency and Effectiveness of Service
S-19. Continue to maintain and improve various municipal information sources (such
as the community profile, investment package, tourism destination, asset map
documents) related to community services, events, activities and amenities in a
variety of formats and media
S-20. Develop the policy and procedures to ensure that the ICSP is implemented,
rather than ‘sitting on a shelf’
S-21. Continue taking a partnership approach, including consideration of
public/private partnerships where appropriate
S-22. Review the need for additional public washrooms
Objective S-5.2: Provide Support to Local Organizations and Citizens in their Community Activities
S-23. Develop an inventory of the funding and support available to community
organizations from the private sector, foundations, and various levels of
government. This will facilitate the work of individual groups that are often
faced with human and financial resource constraints.
S-24. Develop and regularly share information (e.g., booklets, on-line calendar)
describing Marmora and Lake’s assets (including services, businesses, events,
skills, heritage and other information, organizations and activities) available for
year-round and seasonal residents, and visitors
S-25. Work with schools to fully utilize available space (rooms, gyms) for community
activities
S-26. Encourage opportunities to bring together diverse groups of citizens through
awareness of and involvement in social and cultural activities (e.g. ‘funspiels’,
volunteer rosters, involvement in service clubs and community organizations)
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November 16, 2011
5. IMPLEMENTATION STRATEGY
Note to Reader: This section includes proposed implementation steps to make sure that clear directions
are established to carry through the actions presented in Section 4.
The ICSP provides a framework to achieve a sustainable and viable future for Marmora and Lake. It
includes a series of actions to be shared by those living, visiting and working in the community, including
Council, Municipal staff, and community members.
The Municipality of Marmora and Lake understands that sustainability is a longer-term commitment,
and as such the ICSP has been developed and will be implemented in conjunction with other municipal
plans and goals, and in partnership with local organizations and citizens. Implementation of the ICSP
may require changes in municipal policy, and may benefit from coordination and communication with
surrounding municipalities.
5.1 Proposed Guiding Principles
The following principles are proposed to guide the implementation of the ICSP:
1. Proposed actions identified in the ICSP may be led by the Municipality of Marmora and Lake, or
by others. ICSP actions should be considered and reflected in the various plans and initiatives
that the Municipality has in place or is developing (e.g., capital and human resource plans, new
or improved facilities and services etc.). Many of the actions identified in the ICSP (or initiatives
that support them) are already planned or underway by the Municipality or local organizations,
while others are entirely new.
2. The Plan covers all of the Municipality of Marmora and Lake – the rural areas, Deloro and the
village of Marmora.
3. The many volunteer organizations and individuals who contribute in so many ways to the quality
of life in the Municipality of Marmora and Lake must be acknowledged and supported.
4. The ICSP is a ‘living’ document’ that must be periodically reviewed and updated.
5. Sustainability criteria should continue to be considered, along with other factors (e.g., Municipal
obligations/requirements, within municipal mandate, financial implications, availability of
external funding/partnerships, competing priorities), in Municipal decision-making processes.
For example, the Municipality can consider the incorporation of sustainable design or features in
all of its activities (e.g., construction, design, operation and maintenance of facilities and
equipment/vehicles; activities such as waste and wastewater management, infrastructure
design, operation and maintenance). This can be done in a fiscally responsible fashion.
6. Partnership approaches, and involvement of youth in particular, will be encouraged.
7. There may be a need to reconcile potentially conflicting needs – for example, those that serve
youth and families vs. those that aim more at seniors; the needs of year-round residents as
opposed to seasonal residents or visitors; actions aimed at keeping youth in the community vs.
those preparing them to go out into the world to achieve their dreams. While in many cases the
needs are not mutually exclusive, in others it may be necessary to more clearly understand and
prioritize competing needs.
8. The spectrum of interests in the Marmora and Lake community should be engaged in the
implementation of the ICSP – youth, seniors, business, community organizations (arts and
culture, recreation), service clubs, and the Municipality.
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November 16, 2011
The ICSP identifies 25 cultural actions, 44 economic actions, 20 environment actions and 26 social
actions - 115 proposed actions in all. Each of these actions may have several subsequent activities
necessary to carry them to fruition. It is important to note that the proposed actions have not been
prioritized in any way by Council. Council will continue to review the proposed actions and identify those
that are within the Municipality’s mandate, and then further evaluate them using a series of criteria to
determine which should become Council priorities in the short and longer-term.
In order to move in a sustainable direction the Municipality of Marmora and Lake, over the short and
long term, needs to place strong emphasis on the actions identified in Section 4 and the steps proposed
below. There are a number of tasks that need to happen to make sustainability a reality in Marmora
and Lake; these include:
 Clarifying linkages of proposed actions to existing plans and programs
 Integration of the ICSP into the day-to-day operations of the Staff and Council, and the planning
activities of other organizations
 Continuing the work of the ICSP Committee and Municipal staff responsible for developing the
Plan
 Building community and Council support
 Building partnerships to move forward on priority actions
 Ensuring continual review and renewal of the ICSP, linked to annual budget and business
planning
Each of these is described below.
5.2 Linkages to Existing Plans and Programs
The ICSP should be directly linked to other relevant municipal planning documents. Specific examples of
plans and policies that may be affected by the Marmora and Lake ICSP include the zoning by-law,
secondary plans, and various policies (e.g., procurement, accessibility). The municipal zoning by-law as
well as secondary plans could be amended to reflect the suggestions and direction indicated in this ICSP.
5.3 Integration of the ICSP into Day-to-Day Operations - Staff and Council
Typically smaller communities cannot afford to dedicate significant resources to implementing an ICSP.
The Marmora and Lake ICSP takes advantage of a strong volunteer network and the existence of many
groups that already support sustainability. The establishment of relevant indicators and monitoring
systems will facilitate Marmora and Lake’s implementation of the Plan and continue its sustainability
commitment. Some immediate, short-term suggestions are included for integrating the ICSP into the
day-to-day functioning of the municipality:

Individual Departments in collaboration with Council, develop an annual plan for the
implementation of actions within the municipal mandate, including:
o Identifying priorities
o Responsible parties
o Timeframes/priority setting
o Measures of success (performance indicators)
o Financial considerations
Page | 35



November 16, 2011
Where appropriate, the Chief Administrative Officer (CAO) can incorporate “sustainability” into
staff job descriptions and performance reviews.
Inclusion of key considerations for sustainable decision making on all briefs/reports to Council.
The Municipality could identify an ICSP ‘champion’ (e.g., the Economic Development/Tourism
Manager) to manage the implementation of the ICSP. The potential role of the Economic
Development Committee (and the ICSP Sub-Committee) should be considered in terms of the
implementation of the Plan. The ‘champion’ should report to Council on a periodic basis about
the progress of the ICSP’s implementation, and develop a strategy for continuing education on
sustainability issues and develop recommendations for sustainability training.
5.4 Building Community and Council Support
The Municipality of Marmora and Lake strongly believes that consistent support from the community
and Council is imperative to the implementation of the ICSP. If general support is in place, residents and
organizations will assist with the implementation of the plan. Council can then ensure that the Plan is
incorporated into day-to-day municipal operations, plans and policies.
The Municipality is encouraged to continue sharing sustainability updates with community members
and relevant partners. Communication and awareness opportunities could include:
 Regular updates on progress and initiatives at meetings and events
 Community meetings or announcements that present key sustainability accomplishments
 Continued showcasing of the ICSP and progress on the municipal website, social media,
newsletters and print media
5.5 Building Partnerships & Identifying Priorities
The ICSP was developed with consideration of the potential forces and sources of change both within
and surrounding Marmora and Lake – from the actions of neighbouring municipalities to the potential
impacts of climate change and national/global economic down-turns. As the Municipality moves
forward with implementation, they will continue to build partnerships with surrounding municipalities
and with Hastings County that will strengthen the actions identified in this Plan.
In addition, it will be important to include the community – both organizations and individuals - in the
implementation of the ICSP. Throughout the development of the Plan, members of community groups,
committees, and individual residents have expressed an interest in continuing their involvement. Now
that the Plan has been completed, conversations around setting priorities and identifying leads and
partners for key actions can begin.
5.6 Ensuring Continual Review and Renewal of the ICSP
Even the best plan is of little use if it does not lead to action, and is not continuously referenced and
updated to reflect changing municipal and external realities. This ICSP needs to be recognized as a ‘living
plan’ and must be recognized by Council, municipal staff and the community as an evolving document
used to guide the quest for a sustainable Marmora and Lake.
Page | 36
November 16, 2011
The Municipality should consider the need to:






Identify priority actions, lead organizations, key partners and timelines for completing the
proposed actions;
Periodically review and update the Plan;
Develop and review annual action plans with staff during budget planning and departmental
business planning processes;
Review the experience elsewhere in the County, Ontario, Canada and internationally to learn
about approaches to sustainability that may be relevant in Marmora and Lake;
Establish a process to track the progress of the ICSP; and
Prepare an annual report or report card summarizing achievements to date on implementing
the ICSP, and plans for the near future.
Page | 37
November 16, 2011
APPENDIX 1: BIBLIOGRAPHY
Atchison, Anja. N.D. Marmora & Lake: Rediscover what matters most. Marmora: Municipality of
Marmora & Lake.
Green Communities Canada. 2011. Canada Walks. Retrieved August 15, 2011 from
www.canadawalks.ca/project_own.asp.
Comfort Country. 2010. Business Guide. Unknown: Same as author.
Comfort Country. N.D. Adventure, Richness, Eclectic, Charm. [Brochure]. Belleville: Brett Publishing.
Comfort Country. 2011. Comfort Country. [Map]. Unknown: Rural Routes.
Dillon Consulting. 2007. Commercial Building Inventory. Marmora: Municipality of Marmora and Lake.
Hastings County. 2009a. A Future Full of Potential: An Economic Development Action Plan for Hastings
County 2009-2012. Hastings: County of Hastings.
Hastings County. 2009b. Business Retention & Expansion Project: Final Report. Hastings:
County of Hastings.
Hastings County. 2009. Community Profile 2009. Hastings: County of Hastings.
Hastings County. 2007. Strategic Plan. Hastings: County of Hastings.
Hemson Consulting Ltd. 2010. Water and Wastewater Rates. Marmora: Municipality of
Marmora & Lake.
Infrastructure Canada. 2005. Gas Tax Agreement. Retrieved August 11, 2011 from
www.infrastructure.gc.c/ip-pi/gas-essence_tax/gt_cam_on_e.shtml
Marmoraction. N.D. Marmoraction: Bringing the community together through the outdoors. [Brochure].
Marmora: Municipality of Marmora & Lake.
Marmora Business Association. 2010. Marmora Business Association. [Calendar]. Marmora: Same as
author.
Marmora & Lake Economic Development Committee. 2010. Community Improvement Plan Draft 1.
Marmora Tourist Information Centre. N.D. Marmora & Lake: Rediscover what matters most. [Brochure].
Page | 1-1
November 16, 2011
Ministry of the Environment. 2011. Deloro Mine Site Cleanup Project. Retrieved August 15, 2011 from
www.ene.gov.on.ca/environment/en/local/deloro_mine_site_cleanup_project/index.htm.
M.M. Dillon Limited. 1988. Village of Marmora: Waterfront Development Comprehensive Plan.
Municipality of Marmora & Lake. 2011a. Municipality of Marmora & Lake: Accessibility Plan.
Marmora: Same as author.
Municipality of Marmora & Lake. 2011b. Municipality of Marmora & Lake: Community Profile.
Marmora: Same as author.
Municipality of Marmora & Lake. 2011c. Marmora Business Association. Marmora: Same as author.
Municipality of Marmora & Lake. 2010a. Municipality of Marmora & Lake: Emergency Plan. Marmora:
Same as author.
Municipality of Marmora & Lake. 2010b. Municipality of Marmora & Lake Integrated Community
Sustainability Plan. [Brochure]. Marmora: Same as author.
Municipality of Marmora & Lake. 2010c. Marmora Water Treatment Plant. Marmora: Same as author.
Municipality of Marmora & Lake. 2010d. Deloro Water Treatment Plant. Marmora: Same as author.
Municipality of Marmora & Lake. 2010e. Municipality of Marmora & Lake Workplace
Violence/Harassment Prevention Policy. Marmora: Same as author.
Municipality of Marmora & Lake. 2008. Municipality of Marmora and Lake Environmental & Quality
Management System Policy. Marmora: Same as author.
Municipality of Marmora & Lake. N.Da. Destinations, Tourist Attractions, Events. Marmora: Same as
author. Funding from the Community Futures Development Corporation of North and Central Hastings
and South Algonquin.
Municipality of Marmora & Lake. N.Db. Marmora & Lake Investment/Relocation Information Package.
Northland Power. 2011. Marmora 400 MW Pumped Storage Project. Toronto: Northland Power.
Northland Power. 2011. Marmora Pumped Storage. Toronto: Northland Power.
Ontario Ministry of Agriculture, Food and Rural Affairs. N.D. [Appendix F] Marmora’s Downtown
Trade Area Report. Ontario: Government of Ontario.
Pereira, Rui. 2009. Marmora Inn. Marmora: Same as author.
Redden, Andrew. 2006. Marmora Our Town Development Project. Marmora: Municipality of Marmora &
Lake.
Page | 1-2
November 16, 2011
Rural Routes. 2010. 2010 Havelock Maps. Unknown: Same as author.
Rural Routes. 2009. Postcard Series. Marmora: Same as author.
Spears, John. 2011, July 1. Mining for megawatts in Marmora. The Toronto Star, p. B1.
Statistics Canada. 2007. Marmora and Lake, Ontario (Code3512046) (table). 2006 Community Profiles.
2006 Census. Statistics Canada Catalogue no. 92-591-XWE. Ottawa. Released March 13, 2007.
www12.statcan.ca/census-recensement/2006/dp-pd/prof/92-591/index.cfm?Lang=E (accessed August
15, 2011)
The Greer Galloway Group Inc. 2010. Facilities Review. Marmora: Municipality of Marmora and Lake.
Page | 1-3
APPENDIX 2: ASSET MAPPING34
Community Asset Mapping – Organizations/Committees/Municipal Services (Culture/Social/Economic/Environment)
Organization
Pillar
Contact Name
Email
Phone Number
#7 Classic Cruisers
 Sponsor a variety of activities
and Community fundraising
Culture
club@marmorac 613-472-2697
lassiccruisers.co
m
Accessibility Committee
 Striving to create a barrier free Social
community and ensuring
compliance with AODA
Culture
 Fundraising for church and
local events
 Support and donate to the food
bank and medical center
Culture
 Promoting the arts in the
community
Municipality of
t.choinard@mar 613-472-1515
Marmora and Lake moraandlake.ca
Social (Health)
 Offers assistance to residents
with a variety Of activities such
as: Walking visits and games
 Birthday celebration Caressant Culture
Care
 Mass services at Caressant Care
Anglican Church Women
Artists In Motion
Caressant Care Volunteers
Catholic Women’s League
34
Activities
St. Paul’s Church
Left a message 613-472-5029
Sunday at
12:30PM
Artists In Motion
Storefront
www.artistsinm 613-472-1278
otion.info
Jackie Fraser
jfraser@caressa 613-472-3130
ntcare.com
Sacred Heart Of
Jesus Catholic
Church
DOROTHY MEEHAN
dmameehan@s 613-472-5638
ympatico.ca
September 19, 2011
Page | 2-1
Organization
Central Hasting Family
Health Team
Centre and South Hastings
Recycling
Central Hastings Transit
Children Nursery Center /
Central Hastings Home
Child Care
Comfort Country
Activities
Pillar
Contact Name
Email
Phone Number
 Provides primary and
preventative care Services to
residents of the municipalities
Of Center Hastings
Social (Health)
MARY STUART,
MARY.STUART@C Madoc
ADMINISTRATOR
HFHT.COM
613-473-4134
Marmora
613-472-6135
 Recycling Services
Environment
Municipality of
Marmora and Lake
 Volunteer transportation system Social/Economic Megan Burnside
Social/Economic
 Playgroup
 Nursery school
613-474-0233
j.durbatch@mar 613-472-2629
moraandlake.ca
Emailed for one 613-473-2374
info@pcpontari 613-472-3407
o.org
 Supporting economic and
tourism development
Community Care for Central  Meals on Wheels
Hastings
 Indoor walking Program
 Crisis Intervention
 Friendly Visiting
 Blood Donor/Pressure Clinics
 Reassurance calls
Committee of Adjustment  Land use planning
(planning)
Crowe Lake Waterway
 Promote stewardship of the
Association
environmental, Public and social
interests in the area served by
the association
Culture/
Economic
Jim Bakker
Cocmadoc@bell 613-473-1616
net.ca
Social
Patt Dobbs
[email protected]
Economic
Municipality of
Gordon Callan
gordoncallan@s 613-472-2157
ympatico.ca
Social/
Environment/
Culture
613-473-9009
1-800-554-1564
Page | 2-2
Organization
Crowe Valley Conservation
Authority
Curling Club
Activities
 Protecting the watershed
 Curling activities for all
community members
 Fundraising activities
 Hall rental
Deloro Clean-up Committee  Deloro Clean-up
Pillar
Contact Name
Email
Environment
Tim Pidduck
Culture
Paul Gabourie
genman@crowe 613-472-3137
valley.com
pdgabourie@bel 613-472-1747
l.net
Environment
Municipality of
Linda Bracken
Deloro Heritage Committee  Restoring/Preserving Deloro's Culture
heritage
Dickey Lake – Shawano
Shawano Ratepayers Inc. work hard Environment/
Ratepayers
to provide sanctioned activities for Culture/ Social/
all home & cottage owners on
Economic
Dickey Lake, Lost Lake, Perch Lake,
Lake of Islands, and the immediate
surrounding “Shawano” area. Some
of the services provided by
Shawano Ratepayers Inc. include:
 Insurance coverage for all
sanctioned events
 Dickey Day
 Events including Golf
Tournament, Fish Derby, Corn
Roast
 Neighbourhood Watch program
 Liaison with Marmora & Lake
Township Council
 Liaison with County and
Provincial officials
 Liaison with the Federation of
Phone Number
The contact for the
Shawano
Ratepayers is the knightj@xplorne
current president, t.ca
Jim Knight,
http://www.dickey
lake.ca/
Page | 2-3
Organization
Activities









Pillar
Ontario Cottagers Association
Environmental Protection Issues
Lake water quality testing
Providing and maintaining the
SRI information Sign Board
Lobby for Lake front Tax reform
Internet site
The Loons Call news letter
Welcome package for new
owners
Developing a Historical record
for “Shawano”
Other issues investigated and
acted upon as required
Economic/
Promoting Economic
Culture
Development and Tourism
Economic
Development/Tourism
Committee
Eastern Ontario Trails
Alliance

Emergency Management
Committee
 Emergency Planning for the
municipality
Environmental Advisory
Committee
 Support environmental
industries
Environment
Environmental Services
 Municipal water/sewer/waste
Environment
Figure Skating Club
 Figure skating programming for Culture
youth to adults
 Promoting the trails in Eastern
Ontario
Economic/
Culture/
Environment
Social
Contact Name
Email
Phone Number
Municipality of
t.choinard@mar 613-472-1515
Cindy Cassidy
[email protected] 613-478-1444
Municipality of
t.brownson@m 613-472-2629
Marmora and Lake armoraandlake.
ca
Municipality of
www.Marmoraa 613-472-5403
Marmora and Lake ndlake.ca
Municipality of
v.reid@marmor 613-472-0527
Marmora and Lake aandlake.ca
Arena Manager
c.trimble@mar 613-472-2410
moraandlake.ca
Page | 2-4
Organization
Pillar
Contact Name
Email
Social
Tony Brownson
Fire chief
Culture
THE MARMORA
LIBRARY
t.brownson@m 613-472-3682
armoraandlake.
ca
info@marmorali 613-472-3122
brary.ca
Social
Ontario Works
NONE
 Food
 Maintain and display historical
Information and artifacts
 Decision making on library
changes
Social
Culture
Linda Pacaud
Cathie Jones
Culture
The Marmora
Library
Emailed for one 613-472-3594
chjones@sympa 613-472-2202
tico.ca
brary.ca
Marmora Agricultural
Committee
 Redneck derby
 Marmora fair
Culture
www.masonline.org
ingrid@marmor 613-472-5403
afair.org
Marmora
Health Committee
Social
 Promoting Health and Health
programs in Marmora and Lake
 Fundraising for Medical Centre
Linda Merkley
Chair
ray.lin@sympati
co.ca
Marmora & District
Business Association
 Supporting local business
 Network opportunities
Typhany Choinard t.choinard@mar 613-472-1515
moraandlake
Fire Services
Activities
 Municipal fire/emergency
services
 Fundraising for the Marmora
Library
 Stocking and shelving
Hastings Housing Resource  Offers affordable housing for
Center
adults over the age of 16
Friends Of The Library
Helping Hands Food Bank
Historical Society
Library Board
Economic
Phone Number
613-472-0400
Page | 2-5
Organization
Marmora & Lake
Ratepayers Association
Marmora ATV Club
Activities
Pillar
Contact Name
Social/ Culture/ Vivian Collver
 Local service projects The
Marmora and Lake Ratepayers Economic/
association is an advocacy group Environment
that encourages positive
Economic growth and
development, promotes the
principals of good Governance
and ensures a solid planning
Base for future commercial,
industrial and Residential
development. Our Association is
also committed to Maintaining
the historic nature of the
Community while conserving the
unique Environment in which we
live.
Culture
 Monthly group rides
Marmora Book Club
Culture
Marmora Cup Dog Club
Culture
Marmora Crowe Valley
Lions Club
 Various Community projects
Social/Culture
Marmora Farmers Market
 Promoting local economical
development
 Feature produce baking and
other local products
Economic/
Culture
Email
Phone Number
Les4x4@netscap
e.net
The library
brary.ca
Marmora cup dog loweryr@sympa
club
tico.ca
President of the
B_e_jones@sym 613-472-2172
club
patico.ca
Typhany Choinard tchoinard@mar 613-472-1515
moraandlake.ca
Page | 2-6
Organization
Activities
Pillar
Contact Name
Email
Phone Number
chjones@sympa 613-472-2202
tico.ca
Marmora Fireworks
Committee
 Canada day fireworks
fundraising
Culture
Cathie Jones
Marmora Girl Guides
Marmora Swim Program
 Activates for girls
 Red Cross swimming lessons
Culture
Culture
613-473-3034
613-472-2629
Minor Hockey
 Hockey opportunities
Culture
Parks and Recreation
Services
 Managing municipal parks/arena Culture
Sue Christiansen
Rosemary Pascoe r.pacoe@marm
oraandlake.ca
Arena manager
c.trimble@mar
moraandlake.ca
Curtis Trimble
c.trimble@mar
moraandlake.ca
Red Cross
 Beds chairs and desks to those
who require and request them
 Administer the swim program
 Various
Social
www.redcross.ca
613-472-2372
Social/Culture
Marie Gordon –
President
 Exercise group
 Supporting community
development
 Community events
 Dog sled races
 Sponsoring two foster children
 Fundraising for upkeep of
church
 Shelter and services for Abused
women And their children
Culture
Culture
Royal Canadian Legion
Branch 237
Silver Foxes
SnoFest
St. Andrew’s Women’s
League
Three Oaks Foundation
Transportation Services
 Municipal Transportation
services
Culture
Social
NONE
613-472-2410
613-472-2410
613-472-2218
Richard Lowery
loweryr@sympa 613-472-2810
tico.ca
St. Andrew’s
Church
Left a message 613-472-2810
at 12:20PM
info@threeoaks 613-473-1976
foundation.org 1-888-275-0710
Municipality of
roads@marmor 613-472-5311
Marmora and Lake aandlake.ca
Page | 2-7
Organization
Tri-County Amateur Radio
Club
Twin Sisters Rate Payers
Women’s ministries
Activities
Pillar
Contact Name
Culture
Morris McCall
Environment/
 Local service projects The
Marmora and Lake Ratepayers Social/ Culture/
association is an advocacy group Economic
that encourages positive
Economic growth and
development, promotes the
principals of good Governance
and ensures a solid planning
Base for future commercial,
industrial and Residential
development. Our Association is
also committed to maintaining
the historic nature of the
Community while conserving the
unique Environment in which we
live.
Culture
Marmora
 Making quilts to send to
Pentecostal
Guatemala
Church
 Sponsoring a foster child in
Africa
Email
Phone Number
613-472-346
www.tslra.org
Emailed for one
alvinpeddle@ya 613-472-3219
hoo.ca
Page | 2-8
APPENDIX 3: MARMORA & LAKE ICSP SURVEY INSTRUMENT
Page | 3-1
Page | 3-2
Page | 3-3
Page | 3-4
APPENDIX 4: MARMORA & LAKE ICSP BROCHURE
The ICSP brochure (presented in a tri-fold format) is shown below.
Page | 4-1
Page | 4-2
Page | 4-3
APPENDIX 5: MARMORA & LAKE ICSP PLANNING SESSION POSTERS
Page | 5-1
Page | 5-2
APPENDIX 6: ROUND 2 CONSULTATION COMMENT SHEET
Page | 6-1
Page | 6-2
Page | 6-3
Page | 6-4
Page | 6-5

Integrated Community Sustainability Plan

Transcription

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