beaver valley corridor visioning - grey highlands
TRANSCRIPT
Beaver Valley Corridor Visioning
The Planning Partnership
28th April 2021
We are recording the workshops and sharing them so everyone can listen to all of the conversations.
This is the first stage of the conversation regarding the Beaver Valley Corridor and the outcomes of this session will be shared with Council for future direction.
The purpose of the workshops is to seek community input on hopes and visions for the Beaver Valley Corridor - 40 kilometres from Flesherton to Epping.
We want to understand the various interests, issues and opportunities for the Beaver Valley Corridor.
The product of our work will be a set of guiding principles for future planning in the Beaver Valley Corridor
Welcome to the Beaver Valley Corridor Visioning WorkshopB
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Welcome to the Beaver Valley Corridor Visioning Workshop
We’ve got a brief presentation - 10 minutes - to set some context based on what we’ve heard so far.
We have lots of people online and we want to hear from as many as possible, so please be respectful of others. Leave time for everyone to share thoughts. I know that some of you are hear to listen.
We’ve structured the workshop around a few questions. I will go down my list of participants in alphabetical order and call your name out in groups of 3. I will pause, watch for your mic and camera to come on. If not I will go to the next person on the list.
We’ve also got a few polling questions to understand who’s participating.
I won’t be monitoring the chat box in real time. However, all comments in the chat box will become part of the record of the meeting.
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Niagara Escarpment Plan Area
Greater Golden Horseshoe Greenbelt
Built Up Areas
400-Series Highways
Other Provincial Highways
Grey Highlands
Visioning Area
Beaver Valley Corridor Regional ContextB
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Visioning Area based on Niagara Escarpment Plan boundary including Beaver Valley area
Settlement Areas
Historic Communities
40 kilometres
11,200 hectares
Beaver Valley Corridor Visioning AreaB
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Pre Workshop Survey Responses (140) - Common Themes
A sample of the words or phrases best describe the Beaver Valley Corridor to you
1. Nature / Environment
• hidden gem
• natural
• unique environmental treasure
• protected and natural
• nature preserve
• essential to the wellbeing of the area
• fresh open spaces
• nature sanctuary
• natural paradise with unique ecosystem
• wildlife sanctuary
• an irreplaceable watershed must be preserved and restored
• greenspace
• Ontario’s lung
• vista
2. Recreation
• skiing
• an escape
• skiing
• trails
• outdoor pursuits
• active living
• 4 season playground
• escape
• outdoor recreation
• great hiking
• outdoor playground - ski, hike, snowshoe, explore
• mountain biking
• year-round family recreation
3. Character / Aesthetics
• fragile
• beautiful
• scenic
• spectacular
• home
• magnificent
• priceless
• breathtaking
• peaceful and calm
• gorgeous
• spectacular and awe inspiring
• sacred valley
• exquisite
• best kept secret
• inspiring
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Pre Workshop Survey Responses - Common Themes
A sample of the words or phrases best describe the Beaver Valley Corridor to you
4. Management
• not Collingwood
• in danger
• developers destroy natural environments
• minimal development
• unspoiled by development
• needs to be protected more
• rural communities are unique, spas are not
• not touristy or commercialized
• culturally significant
• needs protection
• a legacy to our children and grandchildren
• under significant pressure
• interest of a few overshadow the majority
5. Economic Development
• opportunity
• potential
• respectful and rich with heritage
• potential
• opportunity to make it a world class destination
• vibrant small businesses
• craft food & drink
• growing local food scene
• Talisman opportunities
• Talisman as an anchor project to promote tourism
• local artisans
• great potential but underdeveloped
6. Social/Cultural
• heart of Grey Highlands
• memories of the prehistoric people who lived here
• quiet lifestyle
• authentic local food and experiences
• rural lifestyle
• sacred native hunting and fishing grounds
• adventure
• home
• Kimberley
• heritage of the settlers
• friendly community
• rich history
• natural and built heritage
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Pre Workshop Survey Question
A word cloud of the most commonly used words and phases
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Beaver Valley Corridor CharacterEdge of Valley (based on top of bank of valley slopes)
5m Contours
Visioning Area
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Significant Woodlands
Visioning Area
Beaver Valley Corridor Natural FeaturesWoodlands
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Provincially Significant Wetlands
Other Wetlands
Visioning Area
Beaver Valley Corridor Natural FeaturesWetlands
Beaver Valley C
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Areas of Natural and
Scientific Interest
Visioning Area ANSI:1 Beaver Valley Lowlands
2 Wodehouse Creek Sinkholes and Karst
3 Kimberly Creek
4 Upper Beaver Valley
Surrounding Area:5 Walter’s Creek
6 Lily Oak Forest
7 Beaverdale Fen
8 Traverston Creek
9 Eugenia Lake Drumlins
10 Hatherton Wetlands
11 Kolapore Uplands
12 Gibraltar Moraine
13 Banks Moraine
14 Pretty River Valley
11
11111212
1313
1414
55
2233
44
77
66
88
99
1010 Visioning Area
Beaver Valley Corridor Natural FeaturesB
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Natural Heritage System Core
Natural Heritage System Linkages
Visioning Area
Beaver Valley Corridor Natural FeaturesNatural Heritage System (Grey County Official Plan)
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Points of Interest1 Heathcote Beaver River Canoe
Launch
2 Beaver River Canoe Launch
3 Epping Lookout Conservation Area
4 Beaver River Canoe Launch
5 Duncan Escarpment Provincial Nature Reserve
6 Pretty River Valley Provincial Park
7 Kimberley General Store
8 Old Baldy Lookout
9 Old Baldy Conservation Area
10 Beaver Valley Nordic Ski Club
11 Beaver Valley Lookout
12 Beaver Valley Ski Club
13 Eugenia Falls Conservation Area
14 Eugenia Lake Beach and Boat Launch
15 Hoggs Falls
16 South Grey Museum & Historical Library, Flesherton
17 Feversham Gorge Conservation Area
Visioning Area
Beaver Valley Corridor Recreation & Points of InterestB
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Trails
Nordic Skiing
Canoe Route
Visioning Area
Beaver Valley Corridor Recreation & Points of InterestTrails
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Grey Sauble Conservation Authority
Saugeen Valley Conservation Authority
Nottawasaga Valley Conservation Authority
Grey County Forest
Visioning Area
Beaver Valley Corridor ManagementConservation Authority Owned Land & County Forest
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Area subject to Niagara Escarpment Plan
Visioning Area
Beaver Valley Corridor ManagementNiagara Escarpment Plan Boundary
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Escarpment Rural Area
Escarpment Natural Area
Escarpment Protection Area
Escarpment Recreation Area
Mineral Resource Extraction
Visioning Area
Beaver Valley Corridor ManagementNiagara Escarpment Plan Designations
Through excellent public service, support the Purpose of the Niagara Escarpment Planning and Development Act
to provide for the maintenance of the Niagara Escarpment and land in its vicinity substantially as a continuous natural environment, and to ensure only such development occurs as is compatible with that natural environment
by maintaining and enhancing the natural environment and cultural landscape of the Niagara Escarpment for today’s and future generations.
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Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
Values
The Bruce Trail Conservancy will pursue excellence inall our actions and outcomes. We emphasize thefollowing Values as core to our efforts:
CommitmentWe encourage, foster and benefit from the commitment ofexcellence from our supporters – members, volunteers,donors and staff – to achieve our vision.
IntegrityWe conduct ourselves in accordance with the higheststandards of professional and personal behaviour andethics.
StewardshipWe embrace our role in responsible stewardship of theBruce Trail, the lands in our care, and the organization’sresources, for the benefit of all including future generations.
CollaborationWe work cooperatively with landowners, funders and otherpartners, share best scientific and business practices, andmaximize our volunteer resources.
Respect We show respect for all individuals and groups with whomwe interact, recognize our special relationship withlandowners, and acknowledge the traditional homeland ofthe Indigenous peoples of the Escarpment.
Risk Statement
Our decision-making will beguided by our Risk Statement
We will take risks required toadvance our Mission, but only ifthose risks:
• fit within our Strategic Plan,
• do not include initiatives thatexpose us to significant loss, and
• do not harm our brand orreputation.
STRATEGIC PRIORITY 1Accelerate Land Acquisition
We will identify and implement innovative tools and techniques to accelerate our land preservation program and support our growing land stewardship responsibilities.
STRATEGIC PRIORITY 2Expand Fundraising
We will secure financial resources necessary to fund our activities now and for the long term.
STRATEGIC PRIORITY 3Build Brand Awareness
We will promote a strong brand that will be readily identified with our unique balance of conservation and recreation.
STRATEGIC PRIORITY 4Increase Impact of Membership
We will encourage and leverage membership and other sources of support, to increase our impact and effectiveness.
STRATEGIC PRIORITY 5Enhance Stakeholder Relationships
We will develop high quality relationships with all stakeholders to increase the Bruce Trail Conservancy’s effectiveness.
STRATEGIC PRIORITIES 20252025 STRATEGY
Preserving a ribbonof wilderness, foreveryone, forever.
Mission
VisionThe Bruce Trail secured withina permanently protectednatural corridor along theNiagara Escarpment.
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The Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISION
• Support the development of attainable housing
• Celebrate and respect our rich cultural heritage
• Improve access to active living opportunities
• Improve connectivity through the development of a plan for multi-use trails and pathways
• Encourage alternative modes of transportation and the development of pedestrian-first settlement areas
• Beautify, preserve, and enhance parks and amenities
• Recommend opportunities to provide equitable access to recreation resources, facilities, and programming.
The Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISIONThe Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISION
The Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISION
Prioritize the stewardship of our lakes, rivers, and natural environment when making planning decisions
Adopt an environmentally conscious mindset for all Municipal undertakings
Create a Grey Highlands Asset Management Plan
Complete a comprehensive Municipally-owned property review
The Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISIONThe Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISION
Work with regional partners to address workforce and transportation issues related to business growth and development
Actively pursue tourism product development opportunities in outdoor adventure tourism
Spearhead opportunities for the development of municipally-owned lands including properties within the Beaver Valley.
Through initiatives such as the Community Improvement Program, promote the revitalization of the Municipality.
The Municipality of Grey Highlands’ Strategic Plan identifies the most important priorities for the community and outlines the objectives and actions necessary to reach these goals. It is a road map that will guide the Municipality forward in making Grey Highlands a vibrant and sustainable community, now and into the future. The 2019-2023 Strategic Plan is the result of intensive engagement that includes input from residents, businesses, community groups, Municipal employees and Grey Highlands Council. In keeping with the Municipality’s commitment to action on climate change, the Plan is truly a living document that will exist primarily in digital format. Not only will this allow for updates to mark significant milestones and achievements, it will also significantly reduce paper consumption. Additional details about any of the information contained in this Plan can be found through links within this document and on the Municipality’s website.
EXECUTIVESUMMARY
CONSIDERATEcommunities
HEALTHYlifestyle
STRONGgovernance
VIBRANTeconomy
RESPECTEDenvironment
MISSIONTo provide innovative leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands will be Canada's most inspired and well-managed rural community.
VISION
Relevant Priorities
Grey Highland will be Canada’s most inspired and well-managed rural community.
To provide innovation leadership in the areas of lifestyle, environment, economy, and governance.
Grey Highlands Strategic Plan 2019-2023
Beaver Valley Corridor Economic DevelopmentB
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Beaver Valley Corridor Visioning AreaVisioning Area based on Niagara Escarpment Plan boundary including Beaver Valley area
Settlement Areas
Historic Communities
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Workshop Question 1
What are the trends that you’ve seen in the Beaver Valley Corridor in the past few years?
Think about issues and opportunities:
Recreation
Tourism
Villages
Roads
Parking
Trails
Infrastructure
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Workshop Question 2
How does the Beaver Valley Corridor relate to other regional destinations?
Think about:
Lake Huron
Bruce Peninsula
Manitoulin Island
Georgian Bay
Muskoka
Niagara
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Workshop Question 3
What are the opportunities for the Beaver Valley Corridor that if pursued would represent a positive outcome for the municipality and the community?
Think about:
Tourism
Natural and cultural heritage
Trails/connectivity
Economic development
Responsibility and management of destinations/attractions
Sustainable development
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Workshop Question 4
A vision statement is an overarching aspirational statement that describes a preferred future.
What words or phrases should be captured in a vision statement for the Beaver Valley Corridor?
Think about:
Natural Features
Recreation and Points of Interest
Character
Management
Economic Development
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There are lots of ways to continue to stay informed and share your thoughts:
1 We will post the workshop recordings and presentation on the project webpage on May 6.
2 We will summarize what we’ve heard in all 6 workshops.
3 We will use the workshop content for an online survey to get more input on what we’ve heard (end of May).
4 Please continue to forward written comments to [email protected] Comments will be summarized and included in the summary report.
5 Keep an eye on the project webpage on greyhighlands.biz for project updates.
Aiming to have our summary report done by early summer.
Next StepsB
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