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Strategic
Plan
2025-2029
Our Future is Bright
493 Main St., Mahone Bay, Nova Scotia | 902-624-8327 |
www.townofmahonebay.ca
L to R: Councillor Joseph Feeney, Chief Administative Officer Dylan Heide, Councillor Bryan Palfreyman, Councillor Rebecca
Twanow, Deputy Mayor Colin Kingsmill, Mayor Suzanne Lohnes-Croft, Councillor Penny Carver, Councillor Kelly Wilson
As your elected Council, one of our first priorities was to develop a
Strategic Plan to guide the Town of Mahone Bay through this Council
term and beyond. This plan is the result of thoughtful collaboration
between Council, staff, and community members. It reflects our shared
values and our commitment to making decisions that support a thriving,
resilient, and welcoming community.
The 2025-2029 Strategic Plan builds on the strong foundation laid by
past Councils, while positioning Mahone Bay to meet future challenges
with confidence and care. It sets clear priorities across five strategic
pillars and outlines actionable goals to support sustainable growth,
responsible governance, and community well-being.
Message from
Mayor and
Council
Executive
Summary
The 2025-2029 Strategic Plan outlines Mahone Bay Town Council's vision and priorities
for the next four years, focusing on building a resilient, connected, and sustainable
community. Developed early in Council's term, this living document will guide decisions
while remaining flexible to evolving needs.
Grounded in our mission to provide high-quality municipal services with transparency
and community engagement, the plan reflects core values of connectedness,
stewardship, inclusion, integrity, safety, and responsible leadership.
The plan is organized into five strategic pillars:
Community and Partner Engagement - Strengthen relationships with residents,
organizations, and regional partners to improve communication, trust, and collaboration.
Responsible Financial Stewardship - Increase transparency and long-term planning to
ensure efficient use of resources and financial sustainability.
Future-Ready Infrastructure - Modernize aging systems and invest in smart, resilient
infrastructure to support growth and climate adaptation.
Planned Services and Managed Growth - Align development and services with
community needs while preserving Mahone Bay's unique character.
Resilience and Adaptability - Integrate climate risk, sustainability, and emergency
preparedness into municipal operations and planning.
Each pillar includes specific goals and actions to guide progress and accountability. This
plan is a roadmap to ensure Mahone Bay remains a vibrant, livable community--today
and for future generations.
Our Vision
Mahone Bay is a welcoming and dynamic community
that cherishes its rich heritage, nurtures meaningful
connections between people and place, encourages
creativity, and promotes active living. We are
adaptable to the evolving needs of our residents
while enhancing our natural environment for future
generations.
Our Mission
Our Mission is to provide high-quality municipal
services with a balanced approach that respects
both efficiency and the realities of governance.
Through responsible decision-making, clear
communication, and community engagement, we
work to support a thriving and resilient Mahone Bay.
Core Values
Our Core Values are deeply ingrained principles that
guide Town Council and staff in the timely and
collaborative delivery of services, ensuring support
for an optimal quality of life in our community.
Community Connectedness
Environmental Stewardship
Fairness and Belonging
Integrity and Civic Pride
Public Safety and Security
Responsible Leadership
Guiding
Principles
I. Community and Partner Engagement
II. Responsible Financial Stewardship
III. Future-Ready Infrastructure
IV. Planned Services and Managed Growth
V. Resilience and Adaptability
We aim to balance economic
prosperity with
environmental and
community well-being,
ensuring Mahone Bay
remains vibrant and livable in
the present and the future.
Strategic
Pillars
Community Orchard, School Street
Mahone Bay, Main Street in Winter
A thriving Town is built on
strong relationships--with
residents, local organizations,
businesses, and regional
partners.
This pillar focuses on fostering
meaningful engagement,
enhancing transparency, and
creating collaborative
opportunities that reflect the
diverse voices within our
community.
By strengthening these
connections, we aim to build
trust, encourage civic
participation, and ensure that
decision-making is informed,
inclusive, and responsive to
local needs.
Pillar 1:
Community and
Partner Engagement
Jubilee Park, Pond Street
Goal 1.1
Increase access to Town
information and decision-
making.
Action
Progress
1.1a
Establish communications committee
Complete
1.1b
Develop communications strategy
Ongoing
1.1c
Increase communications capacity by establishing new
staff position
Complete
1.1d
Develop a ' Behind the Scenes in Local Government'
series to educate residents on Town operations,
including budgeting, decision-making, and service
delivery
Not yet begun
1.1e
Develop proactive communications to minimize
disruptions to businesses during major infrastructure
projects
Ongoing
Strategic Actions
Goal 1.2
Strengthen and sustain
strategic community
partnerships to amplify
connections and
collaboration
Action
Progress
1.2a
Establish regular stakeholder meetings with community
partners to collaboratively identify, engage, and
implement initiatives that enhance tourism, community
engagement, and economic development.
Ongoing
1.2b
Review and update Town policies and practices related
to financial support for community groups with the goal
of enhancing and expanding opportunities for support.
Not yet begun
1.2c
Support, promote, and celebrate community-led activities
and initiatives using Town communication channels,
including exploring the development of a live community
calendar with community organizations to book and
check events.
Ongoing
1.2d
Partner with local organizations to celebrate and protect
Mahone Bay's built heritage and natural beauty.
Ongoing
Strategic Actions
Goal 1.3
Invest resources in
intermunicipal and First
Nations relationships
Action
Progress
1.3a
Publicly celebrate and increase intermunicipal and First
Nations relationships in the community to foster
awareness and appreciation of collaboration.
Ongoing
1.3b
Identify new shared services opportunities via the
Municipal Joint Services Board.
Not yet begun
1.3c
Engage with the Municipality of the District of Lunenburg
to explore the potential for shared infrastructure projects
at town boundaries.
Ongoing
1.3d
Strengthen collaboration with Riverport Electric Light
Commission (RELC), AREA (Alternative Resource Energy
Authority), and the new Maritime Municipal Electrical
Utility Alliance (MMEUA).
Ongoing
1.3e
Collaborate with the Nova Scotia Federation of
Municipalities (NSFM) to advocate for legislative changes Ongoing
Strategic Actions
Action
Progress
1.4a
Work with Anti-Racism and Diversity Coordinator and the
Accessibility Coordinators to ensure meaningful
consultation on matters impacting equity-deserving
groups and accessibility.
Ongoing
1.4b
Engage in activities to encourage youth participation in
civic discussions and create opportunities for their voices
to be heard.
Not yet begun
1.4c
Develop a "Welcome to Mahone Bay" initiative to support
new resident integration.
Ongoing
Strategic Actions
Goal 1.4
Foster a welcoming and
inclusive community
Aquatic Garden, Clairmont Street
Sound financial management is
the foundation of a sustainable
and resilient Town.
This pillar emphasizes
transparency, accountability,
and long-term planning in how
we manage public funds.
By making strategic
investments, optimizing
resources, and maintaining
fiscal discipline, we ensure the
Town can meet current needs
while securing a stable future
for generations to come.
Pillar 2:
Responsible
Financial
Stewardship
Bandstand, Main Street
Action
Progress
2.1a
Build analysis regarding non-strategic operating expense
growth alignment with Consumer Price Index (CPI) into
the annual budget process.
Not yet begun
2.1b
Adopt long-term financial forecasting tools.
Not yet begun
2.1c
Evaluate and implement best practices for financial
reporting and forecasting to ensure long-term fiscal
sustainability.
Not yet begun
2.1d
Provide public budget breakdowns and spending reports
in a simplified, easy-to-read format.
Not yet begun
2.1e
Explore opportunities to increase public participation in
the annual budget process.
Not yet begun
Strategic Actions
Goal 2.1
Enhance financial forecasting
and transparency
Action
Progress
2.1f
Incorporate climate risks into financial planning and
budget analysis.
Ongoing
2.1g
Develop communication materials to increase public
understanding of financial constraints, including the
Capped Assessment Program (CAP) and its impact on
municipal finances.
Not yet begun
2.1h
Broaden the Public's understanding of the costs/benefits
of operating the Town's electrical utility.
Not yet begun
2.1i
Assess internal capacity and develop processes to
optimize grant tracking, external funding applications,
and reporting. Include summaries of grant funding
received in public financial reports to enhance
transparency and accountability.
Ongoing
Strategic Actions
Goal 2.1
Enhance financial forecasting
and transparency
Action
Progress
2.2a
Conduct comprehensive review of financial policies and
practices.
Ongoing
2.2b
Explore and implement improved accounting software to
improve financial tracking, reporting, and decision-
making.
Ongoing
2.2c
Develop user-friendly financial tools for the public to
increase transparency and access to financial data.
Not yet begun
2.2d
Evaluate restructuring the income-tested property tax
rebate to include offsets for infrastructure charges.
Not yet begun
Strategic Actions
Goal 2.2
Modernize and improve
financial services
Action
Progress
2.3a
Develop a strategy to optimize marina and harbour
assets.
Not yet begun
2.3b
Consider implementation of a Marketing Levy to generate
tourism-supporting revenue.
Not yet begun
2.3c
Solicit donations to support public infrastructure projects. Ongoing
2.3d
Evaluate electrical generation opportunities with potential
return on investment.
Not yet begun
2.3e
Explore opportunities to increase utility sales.
Ongoing
Strategic Actions
Goal 2.3
Increase non-tax revenue
streams by leveraging Town
assets.
Mahone Bay Civic Marina, Main Street
Modern, resilient infrastructure
is essential to support a
growing and evolving
community.
This pillar focuses on investing
in sustainable, adaptable, and
efficient infrastructure that
meets today's needs while
anticipating tomorrow's
challenges.
By prioritizing smart design,
climate resilience, and
innovation, we are building the
foundation for a connected,
accessible, and future-ready
Town.
Pillar 3:
Future-Ready
Infrastructure
EV Charging Station,
Various locations
Action
Progress
3.1a
Develop and implement a phased plan to replace ageing
utility infrastructure, including water, sewer, and
electrical systems, using asset management data to
prioritize investments.
Not yet begun
3.1b
Reduce water loss and improve water service quality.
Ongoing
3.1c
Reduce stormwater infiltration into wastewater system
and improve wastewater system resilience.
Ongoing
3.1d
Expand utility systems capacity to support new
development and explore opportunities to modernize
utility infrastructure.
Ongoing
Strategic Actions
Goal 3.1
Modernize, expand and
replace ageing utility
infrastructure to ensure
reliable, future-ready
services.
Town Upgrades, Edgewater and Main Streets
Action
Progress
3.2a
Finalize Asset Management program to assess the
current state of infrastructure and prioritize investment
needs.
Ongoing
3.2b
Create detailed asset management plans for each class
to guide the repair, upkeep, and replacement of Town
infrastructure.
Ongoing
3.2c
Leverage infrastructure projects to include enhancement
of the Town's aesthetic and natural appeal.
Ongoing
Strategic Actions
Goal 3.2
Develop a comprehensive
asset management strategy.
Action
Progress
3.3a
Prioritize pedestrian safety by improving and expanding
sidewalks, standardizing crosswalks, and enhancing
crosswalk signage.
Ongoing
3.3b
Develop and implement an Active Transportation Plan to
increase non-vehicle transportation options and promote
active living.
Not yet begun
3.3c
Implement the Lunenburg County Accessibility Plan to
enhance mobility and accessibility for all residents.
Ongoing
3.3d
Manage, assist, and develop the Town's recreational
facilities for all ages in partnership with community
groups and organizations.
Ongoing
3.3e
Develop and implement solutions to address current and
future parking challenges through creative, sustainable,
parking solutions.
Ongoing
Strategic Actions
Goal 3.3
Improve mobility and
accessibility through strategic
infrastructure investments that
prioritize pedestrian safety,
accessibility, and activity.
Accessible Picnic Table in Community Orchard, School Street
Thoughtful planning ensures
that municipal services keep
pace with community needs
and that growth happens in a
sustainable, balanced way.
This pillar focuses on aligning
development with infrastrucutre
capacity, preserving community
character, and delivering high-
quality services.
By managing growth
strategically, we support
livability, economic opportunity,
and long-term sustainability for
all residents.
Pillar 4:
Planned Services
and Managed
Growth
Town Upgrades, Edgewater Street
Action
Progress
4.1a
Develop and implement housing and development
permitting goals and strategies and fulfil the
requirements of the Housing Accelerator Fund
Contribution Agreement.
Ongoing
4.1b
Conduct an evaluation of planning services for
opportunities to improve capacity and effectiveness
Ongoing
Strategic Actions
Goal 4.1
Improve the efficiency of
housing and development
permitting processes to
encourage housing starts and
support sustainable growth.
Action
Progress
4.2a
Encourage property redevelopment and business growth
while maintaining the Town's small-town heritage
character.
Ongoing
4.2b
Explore opportunities to encourage the use of
underutilized property
Not yet begun
4.2c
Explore business property tax incentives for new
commercial investments
Not yet begun
4.2d
Explore options to encourage targeting housing
redevelopment that supports right-sizing for residents,
ensuring housing availability meets the needs of
changing demographics and market demands.
Ongoing
4.2e
Explore new mechanisms for proactive engagement with
businesses and economic stakeholders.
Ongoing
Strategic Actions
Goal 4.2
Expand the tax base through
strategic redevelopment and
business growth.
Action
Progress
4.3a
Evaluate developing a Streetscape Plan to preserve and
enhance the Town's built heritage, ensuring its continues
appeal as a key tourism attraction.
Not yet begun
4.3b
Develop communications and incentives to encourage
property owners to participate in the Municipal Property
Registration program, supporting the preservation of the
Town's built heritage.
Not yet begun
4.3c
Consider collaborating with relevant community
organizations and businesses to create and implement a
comprehensive Heritage Promotion Strategy.
Not yet begun
Strategic Actions
Goal 4.3
Leverage heritage assets to
increase economic value and
tourism potential.
Heritage Property, Edgewater Street
Action
Progress
4.4a
Evaluate the RCMP contract to ensure service levels align
with community needs and contractual commitments.
Ongoing
4.4b
Encourage and provide support for the Mahone Bay &
District Fire Department's professional development,
training, recruitment, and retention efforts.
Ongoing
4.4c
Strengthen emergency preparedness and community
resilience by fostering collaborative approaches that
align governance and community capabilities.
Ongoing
Strategic Actions
Goal 4.4
Strengthen public safety and
resilience through community
collaboration.
Heritage Property, Edgewater Street
As climate change continues to
impact our environment, the
Town must be prepared to
respond, recover, and adapt.
This pillar emphasizes building
resilience to environmental,
social, and economic
disruptions through proactive
planning, sustainable practices,
and community preparedness.
By integrating climate action
into municipal decision-making,
we strengthen our ability to
protect people, infrastructure,
and ecosystems - today and
into the future.
Pillar 5:
Resilience and
Adaptability
Hawthorn Tree, Mahone Bay Soccer Field
Action
Progress
5.1a
Integrate natural assets into the Town's Asset
Management Program.
Ongoing
5.1b
Develop and consider implementing targeted actions to
reduce exposure in priority areas, eg. wildfire exposure,
storm surge risk, etc.
Ongoing
5.1c
Consider and develop, where feasible, nature-based
infrastructure solutions for Town integrating nature-
source capacities to enhance infrastructure outcomes
with attention paid to the Town utilities.
Not yet begun
5.1d
Complete the development and implementation of the
Urban Forest Management Plan.
Ongoing
Strategic Actions
Goal 5.1
Create municipal plans and
mechanisms for adaptability
and resilience.
Heritage Property, Edgewater Street
Action
Progress
5.2a
Update climate hazard assessments and risk mapping for
extreme weather events, flooding, and fire risk, and
integrate findings into the Town's Asset Management
Program to guide infrastructure investments and long-
term resilience planning.
Ongoing
5.2b
Regularly review and update all climate and adaptation
and mitigation efforts to ensure alignment with evolving
best practices, new data, and changing environmental
conditions.
Ongoing
5.2c
Integrate climate hazard assessments and risk mapping
into development planning processes to ensure new
growth is aligned with climate adaptation and resilience
goals.
Not yet begun
Strategic Actions
Goal 5.2
Advance community capacity
for climate specific adaptation
and resilience
Heritage Property, Edgewater Street
Action
Progress
5.2d
Explore developing and implementing a Resilient
Community Plan.
Not yet begun
5.2e
Explore opportunities to collaborate with community
groups and municipalities on projects and initiatives to
improve food security and food accessibility.
Not yet begun
5.2f
Explore opportunities to collaborate with neighbouring
municipalities and First Nations on initiatives such as
shoreline and water quality protection
Not yet begun
Strategic Actions
Goal 5.2
Advance community capacity
for climate specific adaptation
and resilience
Fruit Tree Blossom, Community Orchard, School street
Contact us
for further
inquiries
[email protected] | 902-624-8327 | www.townofmahonebay.ca
Mayor Suzanne Lohnes-Croft and CAO Dylan Heide