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BRACEBRIDGE’S
CONVERGENCE:
THE 4TH PILLAR
Economies in Transition, The Ontario Rural
Council
MARCH 26, 2009
2002
      MANUFACTURING



                                         Economic
Attract and retain manufacturing


                                       Development
     and new economy jobs.




                                       Strategic Plan
    RETAIL/COMMERCIAL




Become the retail hub for all of the
   greater Muskoka District.


           TOURISM




  Increase investment in tourism
products, services, packaging and
            marketing
The branding strategy



GOAL:
Develop a graphic that can
  be easily used by anyone
  from the public or
  business sectors
Branding
    • Heart of Muskoka Branding
      Strategy
    • Drive traffic to website to
      promote lifestyle, provide
      information for residents, etc.
    • Business Directory
    • Community Partnership –
      businesses & community
      partners can utilize
Marketing & Promotion
Bracebridge’s Convergence:  The 4th Pillar
Public Input Process

―Launch May 2008
―Focus Groups June 2008
―Group Submissions, On-line/Paper Surveys, Discussion
Forum on-line, letters
―Interviews with key stakeholders – developer, government,
business, non-profit, education, etc.
―Draft Plan (1) – July 2008
―Final Draft Received by Council in October 2008
―Public Open House November 2008
―Adopted by Council in December 2008
Community Input
726 people participated in CONVERGENCE.
•   The consultation plan included:
    – On-line and hard copy surveys (417 public and 95
      business owner surveys were completed);
    – public open house (45 attendees);
    – focus groups (126 attendees);
    – Council/staff vision session (25 attendees); and
    – submission of written briefs (13 submissions by
      organizations with hundreds of members).
“4 Pillars”
                                              IMPLEMENTATIO
                                                  N AND
                                                MONITORING
                 CRITICAL PATH AND ACTIVITIES
                                             MISSION AND VISION




                   ECONOMIC SUSTAINABILITY




                                                                                          CULTURAL SUSTAINABILITY
                                                                  SOCIAL SUSTAINABILITY
ENVIRONMENTAL
SUSTAINABILITY




                                               PUBLIC INPUT

                                       GLOBAL AWARENESS

                 LOCAL SITUATIONAL ANALYSIS
Objectives

1. A Vibrant, Prosperous and Economically Sustainable
   Community.
2. A Green, Mindful and Environmentally Sustainable
   Community.
3. An Engaged, Healthy and Socially Sustainable Community.
4. A Creative and Culturally Sustainable Community.
n
                                                                                          Pla
                                                                                        t
                                                                                      en
          Official                                                                  tm
                                                                                 jus
           Plan                                                                 d
                              Human
                                                                              yA
                                                                            it
                           Resources Plan                                 un
  Communications
                                                                         m
                                                                       om
      Plan           Cultural Master              Community           C
                          Plan                  Adjustment Plan
  Performance                                                            Municipal
Management Plan      Corporate and                                    Servicing By-law
                                                Customer
                      Departmental
    Environmental                              Service Plan      Investment and
                     Business Plans
      Protection                                                Attraction Strategy
       Policies                             Recreation
                       Zoning                                  Operating and
                                            Master Plan
   Annual              By-law                                  Capital Budget
 Achievement                            Community Events
   Report                              And Festival Strategy
Community Adjustment
          Plan
New Targeted Investment Sectors include:
– Construction
– Green Technologies/Geo-tech
– Education Services
– Health Care Services
– Tourism & the Arts
Exciting Initiatives
   • Ongoing growth of the Rene M. Caisse
     Memorial Theatre through new
     productions, e.g. Cottage Country
     Comedy Festival
   • Chapel Gallery/Muskoka Arts &
     Crafts/Woodchester Villa
   • Art in the Heart – arts “incubator” & new
     attraction for Downtown Bracebridge
   • Festival & Event Strategy / Downtown
     Development Strategy
   • Fibre Network
   • Implementation of the CAP
Bracebridge’s Convergence:  The 4th Pillar
THANK YOU

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Bracebridge’s Convergence: The 4th Pillar

  • 1. BRACEBRIDGE’S CONVERGENCE: THE 4TH PILLAR Economies in Transition, The Ontario Rural Council MARCH 26, 2009
  • 2. 2002 MANUFACTURING Economic Attract and retain manufacturing Development and new economy jobs. Strategic Plan RETAIL/COMMERCIAL Become the retail hub for all of the greater Muskoka District. TOURISM Increase investment in tourism products, services, packaging and marketing
  • 3. The branding strategy GOAL: Develop a graphic that can be easily used by anyone from the public or business sectors
  • 4. Branding • Heart of Muskoka Branding Strategy • Drive traffic to website to promote lifestyle, provide information for residents, etc. • Business Directory • Community Partnership – businesses & community partners can utilize
  • 7. Public Input Process ―Launch May 2008 ―Focus Groups June 2008 ―Group Submissions, On-line/Paper Surveys, Discussion Forum on-line, letters ―Interviews with key stakeholders – developer, government, business, non-profit, education, etc. ―Draft Plan (1) – July 2008 ―Final Draft Received by Council in October 2008 ―Public Open House November 2008 ―Adopted by Council in December 2008
  • 8. Community Input 726 people participated in CONVERGENCE. • The consultation plan included: – On-line and hard copy surveys (417 public and 95 business owner surveys were completed); – public open house (45 attendees); – focus groups (126 attendees); – Council/staff vision session (25 attendees); and – submission of written briefs (13 submissions by organizations with hundreds of members).
  • 9. “4 Pillars” IMPLEMENTATIO N AND MONITORING CRITICAL PATH AND ACTIVITIES MISSION AND VISION ECONOMIC SUSTAINABILITY CULTURAL SUSTAINABILITY SOCIAL SUSTAINABILITY ENVIRONMENTAL SUSTAINABILITY PUBLIC INPUT GLOBAL AWARENESS LOCAL SITUATIONAL ANALYSIS
  • 10. Objectives 1. A Vibrant, Prosperous and Economically Sustainable Community. 2. A Green, Mindful and Environmentally Sustainable Community. 3. An Engaged, Healthy and Socially Sustainable Community. 4. A Creative and Culturally Sustainable Community.
  • 11. n Pla t en Official tm jus Plan d Human yA it Resources Plan un Communications m om Plan Cultural Master Community C Plan Adjustment Plan Performance Municipal Management Plan Corporate and Servicing By-law Customer Departmental Environmental Service Plan Investment and Business Plans Protection Attraction Strategy Policies Recreation Zoning Operating and Master Plan Annual By-law Capital Budget Achievement Community Events Report And Festival Strategy
  • 12. Community Adjustment Plan New Targeted Investment Sectors include: – Construction – Green Technologies/Geo-tech – Education Services – Health Care Services – Tourism & the Arts
  • 13. Exciting Initiatives • Ongoing growth of the Rene M. Caisse Memorial Theatre through new productions, e.g. Cottage Country Comedy Festival • Chapel Gallery/Muskoka Arts & Crafts/Woodchester Villa • Art in the Heart – arts “incubator” & new attraction for Downtown Bracebridge • Festival & Event Strategy / Downtown Development Strategy • Fibre Network • Implementation of the CAP