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Page 1
To:
Chair and Members
Muskoka District Council
From:
Rose Jackson
Continuous Improvement Officer
Ryan Elbe
Director, Continuous Improvement Unit
Date:
January 16, 2025
Subject:
The District of Muskoka's Strategic Action Plan 2023 - 2026:
Report Card for 2023-2024 (2-Year Review)
Report:
2(2025)-2
______________________________________________________________________
Recommendation
THAT the District of Muskoka's Strategic Action Plan 2023-2026, Report Card for 2023-
2024, attached as Appendix B to Report 2(2025)-2, be received for information.
Origin
On January 16, 2023, Muskoka District Council endorsed the planning process for the
development of the District Strategic Plan 2023-2026 and appointed a Steering
Committee, as outlined in Report 6(2023)-4. Staff provided a draft of the District Strategic
Plan for Community Engagement through Report 13(2023)-1. Final approval for the
District Strategic Plan was received on July 17, 2023 through Report 16(2023)-1 which
summarized input received and recommended some minor updates to incorporate
Council, community and staff feedback into the plan. Muskoka District Council received
the District Strategic Action Plan 2023-2026 through Report 18(2023)-1 on September
18, 2023.
Analysis
The Strategic Action Plan includes four (4) Priority Areas, ten (10) Objectives, twenty-six
(26) Action Areas, including eighty-one (81) Actions, as well as fifty-six (56) Measures.
Staff began the development, planning and budgeting for the implementation of the
2023 - 2026 Strategic Plan since its approval. Some of the Action Areas, and Actions
were already in progress through existing projects and strategies that aligned with the
Page 2
Priority Areas and Objectives of this term of Council. Some of the Action Areas, and
Actions were shifted in priority or were modified/adjusted due to Council direction, and
Provincial changes. A detailed analysis on each of the Action Areas and Actions are
reflected within this report card, on page 13 through to page 26 of the detailed report
card 2023-2024 attached as Appendix B.
A full review of the eighty-one (81) Actions was completed and assigned to a
specific division for accountability, tracking and reporting.
Staff performed a full review of the eighty-one (81) Actions to complete the progress
report card. Staff identified and assigned the lead division, and secondary division(s)
responsible for the outcomes of the Actions.
During the review of the Actions, staff classified the status of each Action into the
following three (3) categories:
Status of Action
Indication in Color
In-Progress
Highlighted in Dark Blue
Completed
Highlighted in Dark Green
Not Started
Highlighted in Dark Red
Of the 81 Actions, six (6) of the Actions (7%) have been completed, sixty-five (65)
of the Actions (80%) are in-progress, and are progressing as expected, and ten
(10) of the Actions (12%) are in the planning stage, anticipated to begin in 2025.
Updates on the Actions not yet started will be reported in a future progress report card.
A full review was also performed for the fifty-six (56) Measures identifying eleven
(11) revisions as outlined in Appendix A.
Staff performed a full review of the Measures within the Strategic Plan to complete the
progress report card. As noted in Report 18(2023)-1, staff expected some action areas
and measures to be adjusted during the mid-term review.
Staff performed an evaluation of each measure by confirming the lead division
responsible, reviewing the tracking methodology and identifying any definitions required
for the data being compiled.
After the review, staff identified minor updates to some of the measures to incorporate
Council's direction, evolved programs and staff feedback into the revised eleven (11)
measures attached as Appendix A.
With incorporating the revisions, there are forty-seven (47) of the revised fifty-five (55)
measures reported for this report card. Eight (8) of the measures are not able to be
reported on during this report card, mostly due to no data available at this time, however
staff will attempt to obtain the required data to report the outstanding eight (8) on a
future report card.
Page 3
Implementation of tracking the eighty-one (81) Actions and the fifty-five (55)
Measures into a centralized location that can be monitored with analytics for
quick reference.
As part of the implementation process, staff consolidated all the projects that are
currently being worked on or have been completed into one (1) central area for
reporting purposes. In the short-term, until a corporate software system is determined,
staff have leveraged existing software (Wrike), with backend analytic capabilities, to
track and monitor the Strategic Action Plan reporting. Including SharePoint software for
the tracking and monitoring of the measures within the Strategic Action Plan.
Staff have included highlights for each of the four (4) Priority Areas on page 10, through
to page 12, from the detailed report card 2023-2024 attached as Appendix B.
Financial Considerations
Costs associated with the delivery of the Strategic Plan are aligned with the operating
and capital budget. There are no financial considerations related to the Strategic Plan
report card.
Climate Change Implications
Our Environment is one (1) of the four (4) Priority Areas within the Strategic Plan. There
are two (2) Objectives within this Priority Area as follows:
- Taking Action Together: Preserve and protect our natural environment, take
climate action and be more resilient to its impacts; and
- Walking the Talk: Lead by example, celebrate what Muskoka is doing, and
encourage us all to do more.
There are five (5) Action Areas under the Environment Priority Area including:
- Mitigate climate change in our community;
- Preserve and protect Muskoka's natural environment;
- Be more resistant to the impacts of climate change and severe weather;
- Accelerate efforts to reduce corporate climate impacts; and
- Share our approach and boost our collective efforts.
The Strategic Plan takes meaningful strides towards the positive impacts on the local
environment through the Priorities Areas and Objectives, the Action Areas and the
Actions. The measures highlight the outcome the action has created.
Page 4
Communications
This report will be publicly available on the District's file repository. Staff are also
preparing a shorter progress report card that will be made available to the public on the
District's website and the various social media platforms once finalized. In addition, the
District Chair and Chief Administrative Officer have requested to attend a Council or
Committee meeting at each Area Municipality to provide a mid-term update on the
Strategic Plan.
Staff will continue to advise the Committee/Council regarding the status of the Strategic
Plan implementation.
Strategic Plan
The District assesses the impact or influence of the information or recommendations
included in staff reports toward achieving Council's Strategic Plan objectives.
This report includes information that impact or influence all the Strategic Plan
objectives.
Respectfully submitted,
Rose Jackson, Continuous Improvement Officer;
Ryan Elbe, Director Continuous Improvement Unit; and
Julie Stevens, Chief Administrative Officer
Page 5
Appendix A to Report 2(2025)-2
(Black text with a strikethrough for words removed, bold red text for words added).
Actions
Previous Measure (with markup)
New / and or Revised Measure
1.2.3
Reduce Increased residential solid
waste diversion generation
rates.(37% by 2026 towards the goal
of 60% diversion).
Reduce residential solid waste
generation rates.
2.2.1 through to
2.2.4
Increased number of New Leaf Climate
Strategy actions undertaken. fully
implemented.
Increased number of New Leaf
Climate actions undertaken.
3.2.1 combined
two measures
(3.2.1 and
original 3.2.2).
Reduced number of individuals without
shelter or at risk of homelessness
Reduced emergency shelter nights.
Reduced number of individuals
without shelter or at risk of
homelessness. Reduced
emergency shelter nights.
3.2.2 Completely
New Measure
Enhance integrated Human Services
delivery model to expand outreach
and client support capacity.
Enhance integrated Human
Services delivery model to
expand outreach and client
support capacity.
3.2.3
Increased Expanded outreach and
funding for supportive and transitional
housing and support services
(advocacy and service model
improvement).
Expanded outreach and funding
for supportive and transitional
housing and support services
(advocacy and service model
improvement).
3.3.1
Increased ridership and improved
revenue-cost ratio including an
increased coverage area within the
District of Muskoka boundary and
beyond.
Increased ridership and improved
revenue-cost ratio including an
increased coverage area within
the District of Muskoka boundary
and beyond.
4.1.1 and 4.1.2
Increased employment diversification
as reflected in the Census jobs
statistical data.
Increased employment
diversification as reflected in the
statistical data.
4.1.4
Increased jobs development
opportunities tied to Muskoka Airport
development.
Increased development
opportunities tied to Muskoka
Airport.
5.1.1
Increased funding for local health
care services access to health care
services and programs including
increased funding.
Increased access to health care
services and programs including
increased funding.
5.2.3 - removed
as same as 5.3.1
Increased CP and other community
based care funding
No measure.
10.1.1 through to
10.1.3
Increased MAILT action
(collaboration and partnerships)
aimed at reconciliation across
Muskoka.
Increased MAILT action
(collaboration and partnerships)
aimed at reconciliation across
Muskoka.
Page 6
Appendix B - to Report 2(2025)-2
Strategic Action Plan
2023-2024
Report Card
Page 7
Message from the District Chair
This is a moment in Muskoka's history when we require
exceptional clarity of focus and purpose, like municipalities
across Canada, we are facing critical needs for improved
community safety, affordable housing, economic growth,
and the protection of our environment.
The District's Strategic Plan 2023-2026 is good for civic
accountability and is a roadmap to address the key issues
of our day. It guides us in setting budgets and measures
our progress. It shows not only what we're doing, but what
impact we're having.
It's only by bringing together the public and private sectors Muskoka-wide that we will be
successful in addressing challenges like climate change and the housing crisis. This is
our plan for how the District will do that - and work constantly to improve our services
and drive value for tax dollars.
Jeff Lehman, Muskoka District Chair
Message from the Chief Administrative
Officer
This Report Card provides an update on how the District
is progressing in terms of meeting the priorities identified
in the District Strategic Action Plan 2023-2026.
Determining organizational priorities and strategic
objectives is critical. But it doesn't work to simply write
them down and check back in, in four years' time and
hope that we met them. We need to monitor and
evaluate our progress along the way so we can adjust
accordingly. This is the intent of our progress reporting.
This Report Card highlights the last two (2) years of
work, in which you will see some areas where we're seeing significant progress and
others where we still have work to do. We are now a little over the halfway point in our
current Strategic Plan, so this progress report is an important one as we determine the
path forward.
My sincere thanks to all employees for everything you do for the residents of Muskoka -
without you, it would be impossible to achieve our strategic goals and vision. I look
forward to continuing this work together.
Julie Stevens, Chief Administrative Officer
Page 8
About The District Municipality of Muskoka
Strategic Plan 2023-2026
District Planning Framework
The District Strategic Plan 2023-2026 reflects what our communities and residents have
told us are more important to them. The plan sets the objectives that will help achieve
our vision for Muskoka. The strategic planning process connects Council priorities and
regional plans and strategies with our corporate and department planning, processes,
budget, and business plan.
How will this Strategic Action Plan be used?
Define the District's priorities to guide Council and senior leadership decision-
making.
Prioritize budget and resource allocations.
Provide context for staff reports to Council.
Inform the District's communication, customer service and public engagement
strategies.
Evaluate corporate performance.
How will we measure success?
Staff will provide a Report Card every year for Council and the community's review.
These annual report cards will highlight progress on the action plans and measure
outcomes to date for each objective. It will also showcase some key council, staff, and
service achievements from the year in review.
Mid-term Strategic Action Plan review
The Strategic Plan Report Card outlined on the pages that follow was developed by
staff to provide Committee and Council a progress on the Strategic Plan, Priorities and
Objectives. A full review of the Strategic Plan was completed (Appendix B to Report
2(2025)-2), and staff have identified some Measures within the Action Areas that require
an adjustment at this time (Appendix A to Report 2(2025)-2).
Page 9
About the Strategic Plan
Report Card 2023-2024
On July 17, 2023, Muskoka District Council adopted the District of Muskoka's Strategic
Plan 2023-2026. On September 18, 2023, Muskoka District Council received the District
of Muskoka's Strategic Action Plan 2023-2026. To ensure this plan is reviewed and
acted upon, staff will provide yearly updates to Muskoka District Council.
The Strategic Action Plan focuses on the priorities of the District for the 2023 to 2026
term and Actions to achieve specific goals. Muskoka's Strategic Action Plan provides
direction for the services it delivers. At this update, staff have gathered data on the
eighty-one (81) Actions that are currently planned, being worked on or have been
completed.
During this two (2) year report card, 7% (6 Actions) have been completed, 80% (65
Actions) are in-progress, and are progressing as expected, along with 12% (10
Actions) that are in the planning stage, anticipated to begin in 2025, and will be
reported in a future report card. The graph below shows the Actions worked on during
this report card within the four (4) Priority Areas of the Strategic Plan.
Page 10
The following section of the report provides the highlights of the progress to date for
each of the Priority Areas of the Strategic Action Plan with the complete list provided in
the detailed tables at the end of the report card.
Priority Area: Our Environment
o Work to advance the District's New Leaf Climate Strategy is ongoing. There are 112
actions within the strategy, and as of the end of 2023, 34 actions had been
completed, 51 were in-progress, and 27 had not been started (Report CPS-13-2023-
6). As of November 2024, 43 actions have been completed, 47 are in-progress, and
only 22 have not been started (report pending Q1 2025).
o Adopted the District Corporate Climate Change Action Plan through Report FCS-8-
2024-6, and provided a follow up Report FCS-12-2024-3. The Plan includes
establishing a Climate Change Fund to mitigate greenhouse gas emissions, as well
as a new "Climate Hero" program (CEERP Action 15.4) to support, educational and
outreach efforts.
o Encouraging Muskoka's highly engaged residents to learn about and get involved
with District and community-led stewardship and climate action initiatives and
volunteer opportunities through approximately 100 outreach events (shoreline
rehabilitation activities, lectures, presentations, community and classroom
workshops) in 2023 - 2024.
o Continuing our partnership with Muskoka Watershed Council and the Steamship
Discovery Centre, while looking for more ways to collaborate with community
partners. Including the 2023 Lake System Health Water Quality Monitoring
Program Annual Report and Report CPS-5-2024-3, and the 2022 Lake System
Health Water Quality Monitoring Program Annual Report, and Report CPS-4-
2023-4.
o Prioritizing public education and emergency preparedness efforts by increased
subscriptions to service alerts and emergency notification tools by 804 new
subscriptions for Voyent Alert for 2024, and 1,021 new subscriptions for 2023.
o Incorporated twenty-five (25) adaptive infrastructure design into District assets
with some examples listed below;
Completion of the Fairvern Long-Term Care with upgrading the building
envelope, heat pump technology, and a full emergency generator back up
system;
Completion of 100 Pine Street affordable housing - upgraded building
envelope, heat pump technology, and a full emergency generator back up
system; and
Completion of the West Paramedic Station - upgrade building envelope, heat
pump technology, and a full emergency generator back up.
Page 11
Priority Area: Our Communities
o The District has endorsed the ambitious "Big Move on Housing" plan, with a
significant investment of up to $35.125 million over 5 years to accelerate
attainable housing initiatives (Report FCS-4-2024-1/CPS-3-2024-1).
o Eighty-eight (88) affordable housing units have been completed between 2022
and 2024 and rent supplements have supported between 191 and 232
households annually.
o Continuing to prioritize with the introduction of a Demand-Responsive Transit
(DRT) Service started November 4, 2024. DRT is a transit service linking those in
rural areas to urban centres and allowing them to connect to other services such
as the Corridor 11 (Report 9(2024)-1 and News Release).
o Creation of the Regional Workforce Committee, a collaboration of membership
with each area Economic Development Officer, and the District to implement the
Muskoka Regional Workforce Development Strategy through Report FCS-5-2024-
1. Visit our Muskoka-specific job board and interactive map available at
www.muskokajobboard.ca.
o Added 181 licensed child spaces as part of Muskoka's Canada Wide Early
Learning and Child Care Directed Growth Strategy (Report CPS-13-2023-2).
o Continuing to implement the Muskoka Paramedic Services 10-year Master Plan
which includes enhancements to coverage in both West and East Muskoka and
the construction of a new station in Glen Orchard helping to maintain response
time performance as calls to Paramedics increase year over year.
Priority Area: Our Services
o Streamlining of Planning functions is ongoing and includes the development and
launch of Muskoka PlanHub, an update to the Capacity Allocation Strategy and
improvements to the Peer Review process as highlighted in Report CPS-7-2024-
3.
o Together, both levels of our local government (District and Area Municipalities)
work together to align services and achieve cost-efficiencies to best serve
residents and visitors to Muskoka. Increase value, efficiency, performance
outcomes or customer satisfaction achieved from service delivery improvements
while maintaining regulatory requirements with a combined one hundred and nine
(109) service delivery improvements for 2023 (48) and 2024 (61).
o Completed through Report FCS-6-2024-3 with the addition of an efficient and
effective tool to update the Asset Management Plan (AMP), the integrated
software solution will also improve lifecycle costing (budgeting), and financing of
the District's infrastructure assets.
Page 12
o Reviewing and reprioritizing the Customer Service and Communication strategies
and have improved performance goals for how the District serves, communicates,
and engages with residents, clients, customers, and partners (Increased social
media engagement by 30%, audience growth by 14%, and eNewsletter audience
growth by 8%).
o Community volunteer income tax program assisted 524 seniors in 2023 with their
income tax returns, 906 tax returns were completed for 2024 as of April 4, 2024
(Report CPS-5-2024-1). In person and virtual appointments will start in March
2025 (People Helping People: Community volunteer income tax program).
Priority Area: Our Team
o 657 team members attended corporate wide leadership and professional
development opportunities, additionally, 488 team members attended
mentoring/coaching programs.
o Reduced year-over-year vacancy rate for total staff (minus Long-Term Care
homes) by 6.6% for 2024, 7.0% for 2023, and 7.5% for 2022; Reduced year-over-
year vacancy rate for just Long-Term Care homes by 15.5% for 2024, 17.0% for
2023, and 15.0% for 2022.
o Established an internal staff working group called Innovation Think Tank to begin
important innovative initiatives to help teams streamline day-to-day processes and
improve service outcomes.
o District staff, along with staff from the Township of Muskoka Lakes and Wahta
Mohawks First Nation, initiated a process to select a new name for Muskoka Road
38 that better aligned with the Truth and Reconciliation principles and better
reflects Wahta Mohawks First Nation community values and culture. Muskoka
Road 38 was officially renamed Kanien'kehá:ka Iohatátie, in 2023, which means
Mohawk People Road.
o The District has lead meetings, convened partners and build relationships
including the Homelessness Sharing Table, Pedagogy of Care Child Care
Conference, Muskoka Housing Task Force 2.0, Service Swap, Alternate Level of
Care strategy and a Chamber of Commerce event.
Page 13
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Environment / Objective One: Taking Action Together - Preserve and protect our natural environment, take climate action and be more resilient to its impacts.
Action Area: 1.1 Mitigate climate change in our community
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
1.1.1
Review progress on the New Leaf Climate
Action Plan and prioritize implementation to
focus on public education initiatives and
efforts to reduce climate impacts associated
with development and transportation.
In-Progress Water Strategy
CIU
In-Progress 1.1.1: There are 112 actions within the strategy, and as of the end of 2023, 34
actions had been completed, 51 were in-progress, and 27 had not been started (Report
CPS-13-2023-6). As of November 2024, 43 actions have been completed, 47 are in-
progress, and only 22 have not been started (report anticipated in Q1 of 2025).
Measure 1.1: Reduction in community greenhouse gas emission levels will be available
after the next inventory is completed, scheduled for 2030. View the New Leaf Climate
Action Plan September 2023 Report Card.
1.1.2
Collaborate with partners to implement
regional-level initiatives in Muskoka's Green
House Gas (GHG) Reduction Plan.
In-Progress Water Strategy
CIU
Action Area: 1.2 Preserve and protect Muskoka's natural environment
1.2.1
Refine the Lake System Health Water Quality
Monitoring program based on updated
scientific evidence.
In-Progress Water Strategy
Planning
In-Progress 1.2.1: Eight (8) Shoreline Re-naturalization Starter Kits were distributed and a
total of nine hundred and forty-one (941) native plants were planted through the program,
including one hundred and sixty-seven (167) plants in the Pine Street Pollinator Garden.
Provided Committee with the 2023 Annual Report (Report CPS-5-2024-3).
Measure 1.2.1: Enhanced the ability to measure lake system health with 989 shorelines
assessments completed for 2023, and 272 completed for 2024. Visit the Shoreline Land
Use Survey Maps.
1.2.2
Maintain the highest provincial drinking water
and wastewater treatment standards and
raise awareness of source water protection
efforts.
In-Progress Water, Wastewater
Compliance Team
In-Progress 1.2.2: In August 2024, the District delegated at the Association of
Municipalities conference with the Ministry of Infrastructure regarding Funding and Grants
for Small Water and Sewer Systems. Continuing to raise awareness of source water
protection efforts.
Measure 1.2.2: Continued to exceed ministry compliance for Muskoka residents while
advocating for small water and sewer system enhancements (AMO 2024 Delegation
Presentation - Funding for small water and wastewater systems).
1.2.3
Review progress and update the Waste
Management Strategy, prioritizing efforts to
improve diversion, better manage organic
waste, and explore innovative disposal
alternatives that can reduce reliance on
landfills.
In-Progress Waste Management
Compliance Team
In-Progress 1.2.3: Prioritizing efforts to improve diversion with completion of Phase 1 of the
Solid Waste Master Plan (Report PW-11-2024-4) and curbside green bin expansion
program.
Measure 1.2.3: No measure to report at this time for the residential solid waste generation
rates, estimated to report this measure in Q3 of 2026, after the conclusion of the Solid
Waste Master Plan.
1.2.4
Continue to remediate closed landfills to
protect Muskoka's Natural Environment.
In-Progress Waste Management
Compliance Team
In-Progress 1.2.4: Staff continue to provide regular updates to Committee and Council on
the progress being made for Environmental Monitoring and Remediation Projects, as most
recently through Report PW-5-2024-3.
Measure 1.2.4: Twenty-three (23) closed landfills had remediation plans as of 2023, and
thirty (30) closed landfills had remediation plans as of the end of 2024.
Page 14
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Environment / Objective One: Taking Action Together - Preserve and protect our natural environment, take climate action and be more resilient to its impacts.
Action Area: 1.3 Be more resistant to the impacts of the climate change and severe weather
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
1.3.1
Implement District-led portions of Muskoka's
Regional Climate Change Adaptation Plan,
prioritizing public education and emergency
preparedness efforts and incorporating
adaptive infrastructure design into District
assets.
In-Progress Engineering and
Public Works
Facilities and
Corporate Climate
Change
In-Progress 1.3.1: The Regional Climate Change Adaptation Plan was approved by five Area
Municipal Councils in early 2023. With the adaptation plan now approved, the Area
Municipalities and District are working on implementing the actions outlined in the plans. This
will improve the resiliency of Muskoka's communities to our changing climate.
Measure 1.3.1: Reduced service interruptions and associated capital costs with only four (4)
District Road closures in 2024, including the costs associated on repairs of $140,000 for 2024.
1.3.2
Support our Area Municipalities' adaptation
efforts.
In-Progress Water Strategy
CIU
In-Progress 1.3.2: District staff remain available to support Area Municipalities in building
asset resiliency and in 2024 have supported these organizations through the development of
new mapping and informational products. Related outreach, education, information sharing
and grant support continues to be provided through the District of Muskoka.
Measure 1.3.2: Improving Asset resiliency with twenty-five (25) adaptive infrastructure
designs into District assets completed for 2023 and 2024.
1.3.3
Collaborate with partners to implement
Integrated Watershed Management (IWM)
projects and expand Flood Plain Mapping.
In-Progress Water Strategy
CIU
In-Progress 1.3.3: Engaged directly with the Province at AMO (delegation) and collaborated
with other key partners (First Nations, community organizations and watershed municipalities)
to advance Integrated Watershed Management (Report CPS-10-2024-3) including expanded
mapping tools via Muskoka GeoHub.
Measure 1.3.3: Eight (8) additional maps (Muskoka GeoHub), and thirteen (13) additional
tools implemented related to flood plain mapping between 2022 and 2024.
Priority Area: Our Environment / Objective Two: Walking the Talk - Lead by example, celebrate what Muskoka is doing, and encourage us all to do more.
Action Area: 2.1 Accelerate efforts to reduce corporate climate impacts
2.1.1
Implement the Green House Gas (GHG)
Reduction Plan initiatives focused on
reducing corporate emissions by prioritizing
planned capital improvements and modifying
delivery methods.
In-Progress Facilities and
Corporate Climate
Change
CIU
In-Progress 2.1.1: Started the development of the Corporate Green House Gas Reduction
Plan with additional staff resources in 2025 with a target reduction of 5% to 30% or 197 to
1,183 tCO2e (equivalent tonnes of carbon dioxide). To visualize what one metric ton of carbon
dioxide looks like, you can imagine a cube that is 27 feet tall, wide, and long. That's roughly
the same weight as a great white shark or 400 bricks.
In-Progress 2.1.1: The completion of building condition audits and decarbonization studies
beginning in 2025 will inform the development of the final Corporate Green House Gas
Reduction Plan in 2026 (Report FCS-8-2024-6).
Completed 2.1.2: The District has established a Climate Change Fund, including a plan to
increase the annual investment to accelerate the implementation of activities that increase
resiliency and mitigate corporate GHG emissions.
Measure 2.1: Reduction in corporate greenhouse gas emission levels will be available after
the next inventory is completed, staff propose completion of an updated Corporate Green
House Gas Emissions Inventory in 2025, and again in 2030 (Report FCS-8-2024-6).
2.1.2
Consider establishing a Climate Change
Fund or increasing investment in existing
District Reserve Funds to accelerate the
implementation of activities that increase
resiliency and mitigate corporate GHG
emissions.
Completed
CAO
CIU
Page 15
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Environment / Objective Two: Walking the Talk - Lead by example, celebrate what Muskoka is doing, and encourage us all to do more.
Action Area: 2.2 Share our approach and boost our collective efforts
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
2.2.1
Encourage smart growth and the best use of
land in urban areas to protect our natural
environment through the Muskoka Official
Plan, including the development and
implementation of sustainable building
standards, green development standards,
and performance checklists.
In-Progress
Water Strategy Planning
In-Progress 2.2.1: Staff have encouraged smart growth and the best use of land in urban areas through
the Muskoka Official Plan, specifically through the adoption of Muskoka Official Plan Amendment 59 -
Voluntary Pre-Consultation (Report CPS-13-2024-1), and the District of Muskoka Growth Strategy Update
- Final Report (Report CPS-13-2024-5, including the presentation - Growth Strategy Update Watson).
In-Progress 2.2.2: Staff have begun to showcase Muskoka's recognition as a municipal leader for its
innovative, policy, program and partnerships approach and share of our best practices through the It's
what we do series.
In-Progress 2.2.3: Strengthened partnership with Muskoka Watershed Council through a forthcoming
Memorandum of Understanding confirming annual financial and staff support. Additional strategies are in
development to publish in the Muskoka Watershed Report Card, publish science-based position papers,
and best practices information, regularly engage with Councils of the watersheds' municipal governments.
In-Progress 2.2.4: Convening and/or participating in over 100 outreaches events for 2023 and 2024
(shoreline rehabilitation activities, lectures, presentations, community and classroom workshops) with
other municipalities and organizations. Participated in contributing articles through multiple channels (i.e.,
print, blog, radio, etc.).
Measure 2.2: The total number of New Leaf Climate Actions is one hundred and twelve (112). The District
has increased the number of completed New Leaf Climate Actions: thirty-four (34) were completed in
2023, and that number has expanded to forty-three (43) as of December 2024.
2.2.2
Showcase Muskoka's recognition as a
municipal leader for its innovative policy,
program and partnerships approach and
share our best practices with other
municipalities and organizations.
In-Progress
Water Strategy Planning
2.2.3
Continue our partnership with Muskoka
Watershed Council and look for more ways to
collaborate with community partners.
In-Progress
Water Strategy Planning
2.2.4
Encourage more of Muskoka's highly
engaged residents to get involved in District
and community-led stewardship and climate
action initiatives and volunteer opportunities.
In-Progress
Water Strategy Planning
Priority Area: Our Communities / Objective Three: Housing For Everyone - Create more safe, attainable, and sustainable housing to call home - and transportation between our places and spaces
Action Area: 3.1 Increase supply/stock of purpose-built, affordable rental and market housing
3.1.1
Review and update Muskoka's 10-year
Housing and Homelessness Plan to address
expanding supply needs.
In-Progress
Housing and
Homelessness
Facilities
In-Progress 3.1.1: The District has endorsed the ambitious "Big Move on Housing" plan, with a significant
investment of up to $35.125M over 5 years to accelerate attainable housing initiatives. The plan targets
housing investments through a balanced approach across the housing continuum under three (3) focus
areas: Deepest Needs, Attainable Market-Based Housing, and Capacity Building. Affordable and
Attainable Housing Investment Framework 2024-2029 has been established (report FCS-4-2024-1/CPS-3-
2024-1).
Measure 3.1.1: Eighty-eight (88) affordable housing units have been completed to date, twenty-three (23)
in 2022, twenty-seven (27) in 2023, and thirty-eight (38) in 2024.
3.1.2
Enhance the Muskoka Affordable Housing
Program (MAHIP) by expanding program
eligibility and reducing application barriers.
In-Progress
Housing and
Homelessness
Finance
In-Progress 3.1.2: Policy updates for Additional Rental Units (ARUs), multi-residential capital incentives,
and Gateway affordable home ownership programs were completed to improve efficacy of the programs.
Measure 3.1.2: Rent Supplements supported two hundred and thirty-three (233) households in 2022, two
hundred and eight (208) households in 2023 and one hundred and ninety-one (191) households in 2024.
Housing Benefits supported one hundred and ninety-four (194) households in 2022, two hundred and
thirty-two (232) households in 2023 and two hundred and thirty-one (231) households in 2024.
Page 16
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Communities / Objective Three: Housing For Everyone - Create more safe, attainable, and sustainable housing to call home - and transportation between our places and spaces
Action Area: 3.1 Increase supply/stock of purpose-built, affordable rental and market housing
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
3.1.3
Support the Housing Task Force 2.0's efforts
to advocate for funding, increase housing
supply and options for those facing
homelessness, explore alternative housing
options, and encourage supportive land
planning policies.
In-Progress
Housing and
Homelessness
Planning
In-Progress 3.1.3: Federal advocacy day in Ottawa, delegation to Ministry of Municipal Affairs and
Housing (MMAH) at Association of Municipalities of Ontario in 2024, submission of funding brief
(Muskoka's Big Move on Housing).
Measure 3.1.3: New dwelling occupancy permit information is currently unavailable; however, the District
has constructed 88 new affordable units between 2022 to 2024, provided 463 incentives for housing
benefits and provided 399 rent supplements in 2023 and 2024.
3.1.4
Collaborate with Area Municipalities to best
position Muskoka communities to maximize
available funding opportunities by creating an
inventory of suitable surplus land, helping
projects become shovel ready, and acquiring
abandoned, vacant, or underutilized land.
Completed
Housing and
Homelessness
Planning
In-Progress 3.1.4: District staff undertook a Land Inventory project (Report CPS-9-2024-2) to assess the
availability of publicly-owned lands in the District that may have development potential for affordable
housing. Staff will continue to review properties regularly to determine whether any of the lands may be
suitable for a proposed project.
Measure 3.1.4: Increased investment, land available and shovel-ready projects by completing the Land
Inventory project. Worked with the Town of Huntsville and provided funds to the Muskoka Community
Land Trust for the future development of 179 affordable rentals.
Action Area: 3.2 Expand supports to address increasing homelessness
3.2.1
Advocate for federal and provincial funding to
increase shelter and housing options and
expand support services for individuals who
are homeless or at risk of experiencing
homelessness.
In-Progress
Housing and
Homelessness
Human
Services
In-Progress 3.2.1: Supported the Homelessness and Addiction Recovery Treatment (HART) Hub
application by the Canadian Mental Health Association (CMHA) to bring additional mental health
resources and dedicated addiction recovery supports to Muskoka. Submitted business case to Ministry of
Municipal Affairs and Housing for shelter expansion funding and additional portable housing benefits for
Muskoka.
Measure 3.2.1: The number of shelter nights has continued to rise (see next measure), however, the
number of persons without appropriate shelter increased from 79 in 2022 to 98 in 2023 and then
decreased to 90 in 2024.
3.2.2
Review and update Muskoka's 10-year
Housing and Homelessness Plan (HHP) to
address the increasing need for long and
short-term shelter spaces and more
transitional/supportive housing options
In-Progress
Housing and
Homelessness
Human
Services
In-Progress 3.2.2: Consultant engaged in December of 2024 for data analysis and community
consultation activities to inform revisions to the Housing and Homelessness Plan. Updated plan
anticipated in mid-2025.
Measure 3.2.2: The number of annual shelter nights provided totaled 16,274 in 2022 increased to 21,980
in 2023 and increased again to 24,690 for 2024.
3.2.3
Implement Human Services Integration and
expand outreach activities to make it easier
for those in need to connect to resources.
In-Progress
Housing and
Homelessness
Human
Services
In-Progress 3.2.3: Phase 2 of the implementation of the Human Services Integration was completed by
October 2023 and the outcome achieved was outlined in Report CPS-10-2023-2. Updates on the activities
undertaken so far during phase 3 of the project (Report CPS-12-2024-1).
Measure 3.2.3: Expanded outreach and funding for supportive and transitional housing and support
services (advocacy and service model improvement) see Action Area 3.1.3 above for details.
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Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Communities / Objective Four: Good Jobs and Workers to fill them - Stimulate a year-round, diverse economy and develop the workforce needed to sustain it
Action Area 3.3 Enhance transit options to better connect residents across our communities
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
3.3.1
Review and update the Community
Transportation Plan to prioritize demand-
responsive options, creating better rider
experiences and enhancing passenger
safety and mobility.
In-Progress
Planning
Not
applicable
In-Progress 3.3.1: Work on the Community Transportation Plan continues with the goal to develop,
accessible, affordable, sustainable transportation solutions for both urban and rural residents. Continuing
to prioritize with the Demand-Responsive Transit (DRT) Service started November 4, 2024. DRT is a
transit service linking those in rural areas to urban centres and allowing them to connect to other services
such as the Corridor 11 (Report 9(2024)-1 and News release).
Measure 3.3.1: Increased ridership in 2023 by two hundred and forty-four (244), and for 2024 by one
thousand, three hundred and sixty (1,360), improved revenue-cost ratio by $238.84, between 2022 and
2023.
3.3.2
Collaborate with private and Area Municipal
partners to connect more users to existing
transportation/transit options through route
planning and collaborative marketing efforts.
In-Progress
Planning
Not
applicable
In-Progress 3.3.2: Launched the Muskoka Transit app which allows residents to plan their trips within and
beyond Muskoka by viewing routes of Muskoka transit services all in one interactive map.
Measure 3.3.2: Unable to report on passenger wait times and travel times at this time, the next report
card will have data that will be able to be measured and report.
Action Area: 4.1 Help stimulate economic growth in diverse, year-round sectors
4.1.1
Collaborate with private and public sector
partners to confirm regional-level priorities
and develop a strategy to create the
economic environment needed to stimulate
a thriving, diverse, year-round economy.
Not Started
RSI
District
Chair/CAO
Not Started 4.1.1: District staff continue to work with the Regional Workforce Committee, a collaboration
of membership with each area economic development officer, and the District to implement the Muskoka
Regional Workforce Development Strategy through Report FCS-5-2024-1.
Not Started 4.1.2: In November of 2023, through Report FCS-12-2023-1, additional staffing was included
in the 2024 Draft Tax Supported Operating Budget for a new division called Regional Strategic Initiatives
that is included within the Finance and Corporate Services section of the budget document.
Measure 4.1.1: Unable to provide the employment diversification statistical data at this time as reflected in
the census jobs data.
Measure 4.1.2: There is no measure related to this action.
4.1.2
Redefine/expand the District's economic
development role to complement existing
area municipal and partner roles, boost
regional efforts, and fill any gaps identified in
the strategy.
Not Started
RSI
District
Chair/CAO
4.1.3
Review progress on Muskoka's Regional
Broadband Strategy and reprioritize
activities to support workforce development,
education, and business expansion needs
across the region.
Completed
CIU
Public Works Completed 4.1.3: Work has been completed on the Broadband Strategy, with the delegation of authority
to issue permits, and the entering into agreements through Report FCS-3-2023-1.
Measure 4.1.3: Increased coverage for Broadband can be viewed on the Ontario High-Speed Internet
Projects in live time: https://www.ontario.ca/page/ontario-connects-making-high-speed-internet-
accessible-in-every-community.
4.1.4
Implement Airport Master Plan to encourage
business expansion and development of
airport lands.
In-Progress
Airport
CIU
In-Progress 4.1.4: Staff are navigating the creation of a Municipal Services Corporation (MSC) to oversee
the operations and management of the Muskoka Airport (Muskoka Airport MSC).
Measure 4.1.4: Continuing to seek opportunities to increase development tied to the Muskoka Airport with
fourteen (14) leases as of 2022, seventeen (17) as of 2023, sixteen (16) as of 2024. As well, business
expansions were supported with two (2) in 2022, three (3) in 2023, and two (2) in 2024.
Page 18
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Communities / Objective Four: Good Jobs and Workers to fill them - Stimulate a year-round, diverse economy and develop the workforce needed to sustain it
Action Area: 4.2 Help address regional workforce challenges and build future capacity
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
4.2.1
Collaborate with partners to implement the regional
Workforce Development Strategy in development and
ensure that the District's sector-specific workforce
strategies (Early Childhood Development and Long-
Term Care) feed into the regional efforts.
In-Progress
RSI
Health
Strategies
and Initiatives
In-Progress 4.2.1: Staff are working in collaboration with partners to implement the work with
the Regional Workforce Committee (RWC) to develop annual workplans, budgets and
resourcing strategies, and operationalize the Implementation Plan over the next three to five
years (Report FCS-5-2024-1).
In-Progress 4.2.2: Established in 2021, the IDEA Advisory Group (IAG) is dedicated to
fostering Inclusion, Diversity, Equity, and Anti-racism (IDEA) throughout Muskoka. The group's
mission is to provide informed recommendations to Muskoka District Council on community
engagement, public education, and policy development to achieve IDEA goals.
In-Progress 4.2.3: By end of 2024 Muskoka has developed 181 new childcare spaces or
48.5% of directed growth target in only 15 months (making quality child care more affordable,
accessible, and inclusive). Council Approval to fund Fairvern Early Learning and Child Care
Center $5.6 million investment (Report HS-5-2024-1/CPS-6-2024-1).
In-Progress 4.2.4: Federal advocacy day in Ottawa, delegation to Ministry of Municipal Affairs
and Housing (MMAH) at Association of Municipalities of Ontario in 2024, funding brief (Child
Care Funding Formula and Directed Growth Capital). Muskoka receives housing-enabling
water systems funding from the Province. As part of the Housing-Enabling Water Systems
Fund, this investment will support essential wastewater infrastructure improvements in the
District of Muskoka, paving the way for the development of new housing and helping address
the region's growing housing needs (News Release).
Measure 4.2: Unable to provide the data related to the reduced reported labour shortages in
the public and private sectors at this time.
4.2.2
Establish settlement/immigration services and expand
community supports to welcome newcomers, including
the Inclusion Diversity, Equity and Anti-Racism (IDEA)
Advisory Group (IAG)'s 2022-2026 Strategic Action
Plan.
In-Progress
RSI
Human
Resources
4.2.3
Expand access to high quality, licensed childcare by
implementing the ECE Workforce Development
Strategy and the Canada-wide Early Learning and
Childcare Directed Growth Strategy.
In-Progress
Children's
Services
Not
applicable
4.2.4
Advocate/partner/invest in innovative approaches to
address other barriers contributing to current labour
shortages, including housing and transportation.
In-Progress
Housing and
Homelessness
/ Planning
RSI
Priority Area: Our Communities / Objective Five: Community Health and Wellbeing - Connect residents-all ages, stages, and circumstances-to the health and social supports they need
Action Area: 5.1 Help improve access to mental health, addiction, and primary care services
5.1.1
Collaborate with partners to advocate for more local
mental health, addiction, and primary care services
and resources
In-Progress
Health
Strategies
and Initiatives
Paramedics
Services
In-Progress 5.1.1: Staff have been collaborating with partners to advocate for more local
mental health, addition, and primary care services and resources, including the ROMA Report
on Improving Access to Health Services. Report HS-1-2024-2 highlights the themes and
recommendations shared in the Paper and provides a high-level overview of the challenges,
as well as the work that is underway in Muskoka, along with next steps.
Measure 5.1.1: No increased funding to report currently, the funding for local health care
services remains at $1,540,133 for 2022 through to the end of 2024.
5.1.2
Collaborate with partners on wayfinding efforts to help
residents find and access locally available health care
resources
In-Progress
Health
Strategies
and Initiatives
Housing and
Homelessness
In-Progress 5.1.2: Staff are collaborating with partners on wayfinding efforts to help residents
find and access locally available health care resources, including working closely with the
Simcoe Muskoka District Health Unit (SMDHU) - see details on the Strategic Plan and Annual
Report presented to Health Services Committee on November 21, 2024.
Measure 5.1.2: Increased referrals via District programs to mental health services with twenty-
three (23) referrals for 2023, and forty-four (44) referrals for 2024.
Page 19
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Communities / Objective Five: Community Health and Wellbeing - Connect residents-all ages, stages, and circumstances-to the health and social supports they need
Action Area: 5.2 Expand access to District delivered health care services and programs
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
5.2.1
Increase access to long-
term care by redeveloping
and expanding Fairvern
Long-Term Care Home
In-Progress
Health
Strategies
and Initiatives
Human
Services /
IT /
Facilities
In-Progress 5.2.1: Fairvern Redevelopment Project is proceeding; details can be viewed through the engage website
(https://www.engagemuskoka.ca/fairvern).
Measure 5.2.1: Increasing access to long-term care by redeveloping and expanding Fairvern Long-Term Care home with
progress at 35% compared to 4% in 2023, and 0% in 2022.
5.2.2
Implement the Muskoka
Paramedic Services 10-year
Master Plan
In-Progress
Paramedic
Services
Health
Strategies
and
Initiatives
In-Progress 5.2.2: Muskoka Paramedic Services continues to implement the Muskoka Paramedic Services 10-year Master
Plan including providing an annual activity report highlighting each years achievements and progress (Report HS-3-2024-4).
Measure 5.2.2: Improved paramedic response times to assist with expanding access to District delivered health care
services and programs with an overall increase by 1% from 2022 to 2023.
5.2.3
Secure funding for local
community-based care to
maintain and expand the
District's Community
Paramedicine (CP), Seniors,
and Health Link programs
In-Progress
Health
Strategies
and Initiatives
Paramedic
Services
In-Progress 5.2.3: A multi-sector service accountability agreement for Community Paramedicine (CP) program was issued
for 2024, to utilize the new base funding of $457,796 (Report HS-3-2024-1). District has advocated on the success of CP and
the need to additional base funding at the annual conference for Association of Municipalities and Rural Ontario
Municipalities Association in 2023 and 2024, however, there has been no increase to CP or other community-based care
funding to report at this time.
Measure 5.2.3: There is no measure related to this action.
Action Area: 5.3 Build capacity to fund health care costs and inform future planning
5.3.1
Advocate for sustainable
health care funding models
In-Progress
CAO
DSLT
In-Progress 5.3.1: Collaborating with partners to advocate for more local mental health, addition, and primary care services
and resources, including the ROMA Report on Improving Access to Health Services. Report HS-1-2024-2 highlights the
themes and recommendations shared in the Paper and provides a high-level overview. Federal advocacy day in Ottawa,
delegation to Ministry of Municipal Affairs and Housing (MMAH) at Association of Municipalities of Ontario in 2024,
submission of funding briefs Muskoka's Big Move on Housing and Child Care Funding Formula and Directed Growth Capital.
Measure 5.3.1: There has been no change in the funding model or increase in funding provided to health services serving
Muskoka residents to report at this time, however advocacy for additional funding was done at the 2024 ROMA Conference
and AMO Conference.
5.3.2
Collaborate with partners on
strategies to finance the
local share/ community
contribution required to fund
the redevelopment of
Muskoka Algonquin Health
Care (MAHC)
In-Progress
CAO
DSLT
In-Progress 5.3.2: Collaboration with partners on strategies to finance the local share/community contribution required for
the redevelopment of Muskoka Algonquin Health Care continues with details to Council through Report 11(2024)-1.
Measure 5.3.2: Increased allocation to meet District's commitment for the redevelopment of two new hospital sites in
Muskoka ($77.3 million) and hospitals that serve Muskoka residents outside Muskoka by increasing the annual contribution
each year from 2024 to 2037 by $443,000. The total cost of the Muskoka Algonquin Healthcare redevelopment is estimated
at $967 million, with the Ontario government funding roughly 77% or $742 million and the local community responsible for
raising $225 million through fundraising and municipal contributions primarily.
5.3.3
Advocate for community
needs and influence
planning for local health
services through a
leadership role and support
to the Muskoka Area Ontario
Health Team (MAOHT)
In-Progress
Commissioner
of Health
Services
Health
Strategies
and
Initiatives
In-Progress 5.3.3: District Chair Lehman has been actively addressing the challenges related to Alternate Level of Care
(ALC) patients in Muskoka by advocating for increased ALC capacity and partnerships with healthcare providers. By
September 2024, he convened a workshop with community and health partners to explore integrated care models, leading to
a motion by the Muskoka and Area Ontario Health Team (MAOHT) to develop a sustainable strategy for reducing ALC.
Measure 5.3.3: There is no measure related to this action.
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Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Communities / Objective Five: Community Health and Wellbeing - Connect residents-all ages, stages, and circumstances-to the health and social supports they need
Action Area: 5.4. Proactively influence social determinants of health and encourage wellbeing
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
5.4.1
Implement a quality-of-life
measurement tool to
benchmark and measure
community well-being
outcomes.
Not Started
Health
Strategies
and Initiatives
Housing
and
Homelessn
ess
Not Started 5.4.1: The Community Safety and Well-Being Plan was presented through Report HS-6-2022-2. An update to the
Plan is scheduled for 2025 and will also advise on Key Performance Indicators (KPIs) for future progress report cards.
Measure 5.4.1: Increased ability to measure community wellbeing outcomes by 16% in 2023, and by 7% in 2024.
5.4.2
Work with community and
public health partners to
improve the quality of life of
our most vulnerable
residents, prioritizing
programs related to income
support, homelessness
prevention, food security,
early childhood development
(Early ON), and resources to
support young families and
seniors.
In-Progress
Housing
and
Homeless
ness
Health
Strategies
and
Initiatives
In-Progress 5.4.2: Staff are working towards creating an integrated service delivery model that is person-centered, effective,
and streamlined, and that provides a range of supports and services to respond to the client's unique needs (Report CPS-12-
2024-1).
In-Progress 5.4.2: Supported the Homelessness and Addiction Recovery Treatment (HART) Hub application by the Canadian
Mental Health Association (CMHA) to bring additional mental health resources and dedicated addiction recovery supports to
Muskoka.
Measure 5.4.2: Increased supports available to help improve the quality of life of vulnerable residents by six hundred and
thirteen (613) between 2023 to 2024.
5.4.3
Encourage healthy, active
lifestyle options by
expanding the Active
Transportation network in
collaboration with the Area
Municipalities
In-Progress
Roads
Planning
In-Progress 5.4.3: Covered Bridge Trail System in the Town of Bracebridge - received funding approval through the Active
Transportation Fund (Report PW-6-2024-1).
Measure 5.4.3: Expanded the active transportation projects with two (2) in 2022, three (3) in 2023, and two (2) in 2024.
Including, 46.2 kilometres with paved shoulders as of the end of 2024.
Priority Area: Our Services / Objective Six: Service Alignment - Modernize municipal services and deliver them in the way that makes most sense-best value, efficiency, and outcomes for residents
Action Area: 6.1 Streamline service delivery to maximize value and outcomes
6.1.1
Work together with Area
Municipalities to examine
service areas where both
levels of government have
shared responsibilities or
mutual interests and identify
three service areas or
delivery models to review
during this term of Council
In-Progress
CAO
CIU
In-Progress 6.1.1: An update to the 2017 Roads Rationalization Study was completed in 2024 with Report PW-5-2024-4.
Collaboration with the Area Municipalities on its implementation continues.
Streamlining of Planning functions is ongoing and includes the development and launch of Muskoka PlanHub, an update to the
Capacity Allocation Strategy and improvements to the Peer Review process as highlighted in Report CPS-7-2024-3.
In-Progress 6.1.2: Staff anticipate on deciding on the final service review in 2025.
Measure 6.1: Increase value, efficiency, performance outcomes or customer satisfaction achieved from service delivery
improvements while maintaining regulatory requirements with one hundred and nine (109) service delivery improvements for
2023 (48) and 2024 (61).
6.1.2
Establish a formal review
process that confirms
service performance
goals/standards, explores
potential improvements to
existing delivery models, and
considers alternative delivery
options
In-Progress
CAO
CIU
Page 21
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Services / Objective Six: Service Alignment - Modernize municipal services and deliver them in the way that makes most sense-best value, efficiency, and outcomes for residents
Action Area: 6.2 Modernize service delivery and operations using innovation and technology
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
6.2.1
Integrate back-office
operations and
onboard existing and
new long-term care
employees.
In-Progress
Multi-Divisions -
HR, IT, Finance,
Facilities
CIU
In-Progress 6.2.1: Staff worked to transition The Pines Long-Term Care home into the back-office operations including
onboarding Fairvern Long-Term Care home as well (Report HS-2-2024-3).
Measure 6.2.1: Increased efficiency and improved financial oversight for the long-term care homes (The Pines and Fairvern)
between 2023 - 2024 with some examples outlined below:
-
Finance Services (22 - payroll, accounts receivable, accounts payable, monthly reporting etc.),
-
IT Services (10 - network infrastructure, email management, mobile devices, server backup etc.),
-
Human Resources (12 - job postings, leadership training, employee record keeping etc.), and
-
Legal Services (18 - various contracts and agreements legal management etc.).
In total between 2022 to 2024, sixty-three (63) services were integrated with increased efficiency and improvement to financial
oversight.
6.2.2
Review and update IT
strategy, prioritizing
software
implementation (asset
management, work
orders, and human
resources), technical
requirements
associated with
Fairvern LTC
redevelopment, and
enhancing cyber-
security.
In-Progress
IT Services
Finance
In-Progress 6.2.2: Staff are working through the review of the Council Chamber Technology in collaboration with the Clerk
and Facility Services divisions (Report FCS-12-2024-1).
Measure 6.2.2: Continuation of phishing campaigns and training sessions. In 2023, training sessions were made mandatory
and included students. In 2024, all previous training sessions were rolled out to new hires. Social engineering tests conducted
annually.
6.2.3
Encourage staff
innovation through the
Continuous
Improvement Unit,
prioritizing projects
and initiatives that
help teams streamline
day-to-day processes
and improve service
outcomes.
In-Progress
CAO
CIU
In-Progress 6.2.3: Staff recently (September 2024) created an Innovation Think Tank Team to continue to help teams
streamline day-to-day processes and improve service outcomes. The Innovation Think Tank Team meets regularly, to create
positive change and enhance the District of Muskoka's operations, one small step at a time.
In-Progress 6.2.3: Staff are navigating the creation of a Municipal Services Corporation (MSC) to oversee the operations and
management of the Muskoka Airport (Muskoka Airport MSC).
In-Progress 6.2.3: Staff recently completed the District's Corporate Climate Change Action Plan project, and the follow up
Report FCS-12-2024-3, which included reviewing current day-to-day processes, with improvements to service outcomes as
part of the project scope.
Measure 6.2.3: see measure 6.1 for the total number of streamlined day-to-day processes and improvements to service
outcomes.
Page 22
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Services / Objective Seven: Service Excellence - Improve how we communicate, create better customer experiences, and encourage residents to provide input and share their ideas
Action Area: 7.1 Establish a corporate mindset for service excellence
Number Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
7.1.1
Review progress and reprioritize the
Customer Service and Communication
strategies and consider merging to create a
corporate-wide Service Excellence
Strategy that sets performance goals for
how the District serves, communicates, and
engages with residents, clients, customers,
and partners.
In-Progress
Communications
CIU
In-Progress 7.1.1: Staff completed a review of the communications strategies and customer service
strategies in CIU in Q1 of 2024 that highlighted the need to review future digital service offerings before
creating the service standards and service excellence strategy.
Measure 7.1: Increased ability to measure and enhance customer service, communications, and engagement
outcomes with 70 newsletters, 60,000 visits to engagemuskoka.ca, 270,000 unique visitors to Muskoka
webpage, 15 training sessions delivered, 50 media releases, 100 media inquiries, 10 media or public events,
and 3,000 digital media pieces produced in-house.
7.1.2
Establish and implement consistent,
corporate-wide standards for customer
service, communication, and public
engagement, provide training to help staff
understand their roles, and create tools to
measure and report progress in meeting
Service Excellence goals.
In-Progress
Communications
CIU
In-Progress 7.1.2: Communications division has made advancements in this term of Council with a few of
those achievements highlighted (Report FCS-11-2024-7): Social media: 68% increase in engagement and
14% increase in audience; E-newsletters: 8% increase in audience; Public input: 7,500 responses for public
input via Engagemuskoka.ca; New educational series and publications launched including: "It's what we do"
video series - 5 productions in 2024 with 42,535 views; "Between Two Pines" video newsletter - 5
newsletters in 2024 with subscription increasing 65% since the first edition and the average open rate of 93%
compared to an industry average of 44%; and District Council Insights.
Measure 7.1.2: There is no measure related to this action.
Action Area: 7.2 Make residents more aware of our services and engaged in Council priorities
7.2.1
Develop a communication plan that
prioritizes the Strategic Plan's objectives
and reports on action plan progress
annually.
In-Progress
Communications
DSLT
In-Progress 7.2.1: Staff are executing campaigns to raise awareness of programs and services and
encouraging public engagement in Council decision making through components such as; "Between Two
Pines", and "It's what we do", as well as District Council Insights.
Measure 7.2.1: Increased awareness of District Services through number of large campaigns with forty-four
(44) in 2024. E-Newsletter audience growth by 8% for 2024, social media audience growth by 14% in 2024,
over 7,500 public inputs received through engagemuskoka.ca, and increased social media engagement by
30% for 2024.
Measure 7.2.2: Increased subscriptions to service alerts and emergency notification tools by 804 new
subscriptions for Voyent alert for 2024, and 1,021 new subscriptions for 2023.
7.2.2
Execute campaigns to raise awareness of
programs and services and encourage
public engagement in Council decision-
making.
In-Progress
Communications
DSLT
7.2.3
Enhance the District's profile/brand with the
community and our partners by sharing
stories that showcase Council and staff's
commitment to Service Excellence.
In-Progress
Communications
DSLT
In-Progress 7.2.3: Staff are enhancing the District's profile/brand with the community and our partners by
sharing stories that showcase Council and staff's commitment to Service Excellence through components
such as; "Between Two Pines", and "It's what we do" as well as District Council Insights.
In-Progress 7.2.4: Staff are in progress with improving how residents are notified of planned improvements,
service interruptions and emergency situations through a review of the Voyent Alert Public Notification
System for Muskoka (Report HS-4-2021-3).
Measure 7.2.3 and 7.24: There is no measure related to these actions.
7.2.4
Expand our reputation as a trusted, reliable
"news" source by sharing timely, regular
Council and program updates and
improving how residents are notified of
planned improvements, service
interruptions and emergency situations.
In-Progress
Communications
DSLT
Page 23
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Services / Objective Seven: Service Excellence - Improve how we communicate, create better customer experiences, and encourage residents to provide input and share their ideas
Action Area: 7.3 Create better experiences accessing our services
Number Action
Status
Lead
Division
Secondary
Progress and Measure Highlight(s)
7.3.1
Redevelop the staff information
portal (SIMON) to enhance staff
access to information and resources
to help better serve customers or
deliver services
In-Progress
Communic
ations
DSLT
In-Progress 7.3.1: Staff are in-progress of redeveloping the staff information portal (SIMON) to enhance staff access to
information and resources to help better serve customers or deliver services.
In-Progress 7.3.2: Staff are in-progress collaborating with Area Municipalities to help residents better understand which
services are delivered through the District and which services are available from their Area Municipality. As well as
updating the website where possible to indicated who is responsible for what services in Muskoka. The District of Muskoka
utilizes (PlanHub) for all Planning Application submission and tracking and coordinated with Area Municipalities.
Not Started 7.3.3: Leveraging technology to create more self-serve options and evaluate the expansion of customer
service hours is anticipated on starting in Q4 of 2025.
Measure 7.3: Unable to provide the measure for customer satisfaction ratings of services provided as "good" or "excellent".
Anticipate that this measure will be provided during the next progress report card.
7.3.2
Collaborate with Area Municipalities
to help residents better understand
which services are delivered through
the District and which services are
available from their Area
Municipality
In-Progress
Communic
ations
DSLT
7.3.3
Leverage technology to create more
self-serve options and evaluate the
expansion of customer service hours
Not Started
IT
Services
DSLT
Priority Area: Our Services / Objective Eight: Future Thinking - Plan and invest so that we have the services and infrastructure our residents and communities need-now and in the future
Action Area: 8.1 Continue to strengthen our financial health
8.1.1
Create debt and reserve policies to
support financial health and credit
rating
In-Progress
Finance
Multi-
Division
In-Progress 8.1.1: Moody's Investors Service has reaffirmed the Aa1 credit rating. Acknowledging the District's consistent
track record of prudent fiscal management, marked by strong liquidity, healthy cash reserves, and a stable revenue stream.
Staff anticipate creating debt and reserve policies in 2025 in conjunction with the Asset Management financing strategy.
Measure 8.1.1: Achieved an upgrade in the District's credit rating to Aa1 in 2022 from Aa2. Maintained credit rating of Aa1
for 2023 and 2024.
8.1.2
Review and update corporate
procurement practices and increase
the use of existing procurement
efficiencies (i.e. buying groups)
In-Progress
Finance
Multi-
Division
In-Progress 8.1.2: Staff are in the process of reviewing and updating the corporate procurement policy, practices and
increase the use of existing procurement efficiencies (i.e. buying groups), with an anticipated completion of Q2 of 2025.
Report FCS-1-2024-2 provided a single source procurement analysis for January 2019 through December 2023.
Measure 8.1.2: Increased collaborative procurements with one hundred and thirty (130) existing procurements in 2022,
one hundred and forty-six (146) procurements in 2023, 12.3% increase in procurements from 2022 to 2023.
8.1.3
Implement multi-year budgets to
forecast requirements over the term
of Council
In-Progress
Finance
DSLT
In-Progress 8.1.3: The first multi-year budget was planned out and presented through Report FCS-3-2024-3. The budget
was reviewed by Standing Committees during the week of December 16, 2024 and was referred to Committee of the
Whole on Friday, January 10, 2025 (details of the budget process).
Measure 8.1.3: Maintained strong financial health for 2023 - 2024, for 2022: 1.60% tax rate increase year over year; and
for 2023: 3.20% tax rate increase year over year.
8.1.4
Educate the public on the District's
financial health and encourage more
public input in the budget process
In-Progress
Finance
Communic
ations
In-Progress 8.1.4: Staff initiated a public survey to encourage more public input into the budget process, with results
highlighted in the 2025 Budget Priorities survey results document.
Measure 8.1.4: Increased public engagement with three hundred and seventy-one (371) participants in the public survey;
Top three (3) Resident Priorities - 38% Affordable Housing, 37% Road Maintenance, 28% Paramedic Services and
Community Paramedicine.
Page 24
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Services / Objective Eight: Future Thinking - Plan and invest so that we have the services and infrastructure our residents and communities need-now and in the future
Action Area: 8.1 Continue to strengthen our financial health
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
8.1.5
Engage the Joint Operational Leadership Team
to enhance the corporate-wide planning
framework, integrating the strategic action plans
into the budget process, corporate and
department business planning, and corporate
performance measuring
In-Progress CIU
Finance
In-Progress 8.1.5: The first step in achieving this action was implementing a framework for reporting on the
progress of the Strategic Plan which was completed with the Joint Operational Leadership Team as this
Report Card was developed. The next step will include integrating corporate and department business
planning and corporate performance measures into the budget process. Additional progress will be reported
through the next progress report card.
Measure 8.1.5: There is no measure related to this action.
Action Area: 8.2 Increase capacity to fund infrastructure and ongoing operating costs
8.2.1
Review and update the Asset Management Plan
to prioritize sustainable financing planning
Completed
Finance
DSLT
Completed 8.2.1: The review and update to the Asset Management Plan to prioritize sustainable financing
planning has been completed through Report FCS-6-2024-3.
Measure 8.2.1: 3,637 assets with formal condition assessments for the year 2022 and 2023, and 30,007 of
assets with formal condition assessments completed for 2024.
8.2.2
Implement a life cycle costing approach to the
capital budget and forecast linked to the Asset
Management Plan
Completed
Finance
DSLT
Completed 8.2.2: This action has been completed through Report FCS-6-2024-3 with the addition of an
efficient and effective tool to update the Asset Management Plan (AMP), the integrated software solution
will also improve lifecycle costing (budgeting), and financing of the District's infrastructure assets.
Measure 8.2.2: Increased percentage of assets with formal condition assessments completed with 78% of
core assets with condition ratings of good or better for 2024, and 74% of core assets with condition ratings
of good or better for 2023.
8.2.3
Develop long-term infrastructure plans (e.g.
Master Servicing Strategy, Transportation
Master Plan, Solid Waste Master Plan) to
ensure efficient use of capital while supporting
growth
Not Started
Commissioner
of Public
Works
Solid
Waste
Not Started 8.2.3: The long-term infrastructure plans are anticipated on beginning in Q1 of 2025.
Measure 8.2.3: The current number of District Road Segments with a pavement condition index below 55,
for 2024 is one hundred and thirty-six (136). In future progress report cards, the measure will be able to
indicate if there is a reduction in this measure.
8.2.4
Implement a new Development Charges By-law
and create incentives for building within areas
with existing water and sewer services to focus
growth in urban areas
Completed
Roads
Finance
Completed 8.2.4: The 2023 Development Charges Reserve Fund Statutory Annual Report (Report FCS-8-
2024-3) was completed, as well as the 2025 Development Charges Approval Report 11(2024)-3), the by-
law is effective on January 1, 2025.
Measure 8.2.4: There is no measure related to this action.
Priority Area: Our Team / Objective Nine: Investing in our People - Attract great people, develop their talents, and provide work experiences that make them want to stay
Action Area: 9.1 Attract a skilled workforce to meet current and future service needs
9.1.1
Develop and implement a corporate Recruitment
and Retention Strategy and establish/expand
innovative internal workforce development and
training/learning programs
In-Progress Human
Resources
Division
RSI
In-Progress 9.1.1: Staff provide the recruitment efforts and staffing dashboard on a monthly basis to the
Health Services Committee meeting detailing the analysis at each home independently over the last six (6)
months. Staff provided a presentation (HS-10-2023) addressing vacancies in Long-Term Care on
September 21, 2023.
See Action Area 4.2 for additional details.
In-Progress 9.1.2: See Action Area 4.2 for progress update and status details of actions.
Measure 9.1: Reduced year-over-year vacancy rate for total staff (minus Long-Term Care Homes) by 6.6%
for 2024, 7.0% for 2023, and 7.5% for 2022; Reduced year-over-year vacancy rate for just Long-Term Care
Homes by 15.5% for 2024, 17.0% for 2023, and 15.0% for 2022.
9.1.2
Collaborate with partners to collectively address
existing regional workforce challenges and build
future workforce capacity across Muskoka
(Action Area 4.2)
In-Progress RSI
Human
Resources
Page 25
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Team / Objective Nine: Investing in our People - Attract great people, develop their talents, and provide work experiences that make them want to stay
Action Area: 9.2 Create exceptional work experience to engage and retain staff
Number
Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
9.2.1
Implement the Staff IDEA Advisory
Group (SIAG) 2023-2026 Strategic
Action Plan and promote IDEA principles
- Inclusion, Diversity, Equity and Anti-
Racism across the corporation
In-Progress
RSI
Human
Resources
In-Progress 9.2.1: Through the IAG Strategic Action Plan 2022-2026, IAG will build its capacity to become
an effective advisory relationship with Council. 2024 Accomplishments and Next Steps through Report
FCS-12-2024-2.
In-Progress 9.2.2: A recruitment video was created to showcase the multifaceted job opportunities at the
District Municipality of Muskoka.
Not Started 9.2.3: The internal communication plan and update for the staff information portal (SIMON) is
anticipated on starting in Q1 of 2025, pending the outcome of the Service Level Changes through Report
FCS-11-2024-7.
Not Started 9.2.4: The facility accommodation review to modernize and revitalize office workspaces is
anticipated on starting in Q2 of 2025.
Not Started 9.2.5: The development of a staff-led RISE Action plan to promote corporate values and
celebrate corporate culture enhancements is anticipated on starting in Q3 of 2025.
Measure 9.2: Reduced unplanned turnover by providing training opportunities for 2023-2024, totaled four
hundred and eighty-eight (488). Including corporate wide leadership and professional development
opportunities for all staff of six hundred and fifty-seven (657) for 2023-2024.
Measure 9.2.2: Unable to provide measure currently on the ratio of promoting from within and hiring
externally.
9.2.2
Expand leadership and professional
development opportunities for all staff
groups, including mentoring/coaching
In-Progress
Human
Resources
RSI/CIU
9.2.3
Develop an internal communication plan
and update the staff information portal
(SIMON) to support engagement
activities, address internal customer
service needs, and improve Information
sharing across teams
Not Started
Communications Human
Resources
9.2.4
Complete facility accommodation review
to modernize and revitalize office
workspaces
Not Started
Facilities
DSLT
9.2.5
Develop a staff-led RISE Action Plan to
promote corporate values and celebrate
corporate culture enhancements
Not Started
CIU
Human
Resources
Priority Area: Our Team / Objective Ten: Better Together - Strengthen relationships and build partnerships that will make Muskoka better
Action Area: 10.1 Strengthen our relationships with the Indigenous communities with ties to Muskoka
10.1.1
Engage with the Muskoka Area
Indigenous Leadership Table (MAILT) to
update the Strengthening Municipal-
Indigenous Relations Strategy for
implementation
In-Progress
RSI
DSLT
In-Progress 10.1.1: On May 31, 2023, the Muskoka Area Indigenous Leadership Table (MAILT) was
honoured with a 2023 Award of Excellence from the Canadian Association of Municipal Administrators
(CAMA). The CAMA Collaboration Award(External link) recognizes an exemplary partnership of an
innovative, collaborative initiative where the outcome has demonstrated mutual benefits to all partners.
Not Started 10.1.2: MAILT opportunities were approved and implemented through Report 4(2024)-3, to
support community initiatives. Work with Area Municipalities to identify pan-Muskoka actions aimed at
reconciliation has not started at this point.
Not Started 10.1.3: Development of a framework has not started at this point.
Measure 10.1: Increased action aimed at reconciliation across Muskoka by completing twelve (12) of
MAILT actions.
10.1.2
Work with Area Municipalities to identify
pan-Muskoka actions aimed at
reconciliation to expand the reach and
impact of these efforts
Not Started
RSI
Communications
10.1.3
Develop a framework to work with,
support and seek feedback from urban
Indigenous community members who
are not otherwise connected to MAILT
members
Not Started
RSI
Planning
Page 26
Strategic Plan - Action Area and Measures - Detailed Report Card (2023-2024)
Priority Area: Our Team / Objective Ten: Better Together - Strengthen relationships and build partnerships that will make Muskoka better
Action Area: 10.2 Strengthen our role in encouraging diversity, equity and inclusion
Number Action
Status
Lead Division
Secondary
Progress and Measure Highlight(s)
10.2.1
Implement the IDEA Advisory
Group (IAG) 2022-2026
Strategic Action Plan (IDEA
principles - Inclusion, Diversity
Equity and Anti-Racism)
In-Progress
RSI
Human
Resources
In-Progress 10.2.1: In 2021, the District of Muskoka established an advisory body for Muskoka District Council
called the IDEA Advisory Group (IAG).
Measure 10.2.1: Unable to provide measure currently on the number of community-based hate crimes and
hate incidents.
10.2.2
Expand partnerships to promote
IDEA principles, raise
awareness of the work of the
IAG across Muskoka, and
encourage more community
members to get involved
In-Progress
RSI
Communications
In-Progress 10.2.2: Through Report FCS-2-2024-5, an information report was provided to advise Council of
the 2023 recipients of the IDEA Community grants program and changes to the grants program for 2024 (News
Release). All 2024 funded projects must be put into action over a 24-month period ending by September 30,
2026.
In-Progress 10.2.2: Sponsored by the District of Muskoka's IDEA Advisory Group, in an effort to ensure
workplaces in Muskoka are free from discrimination, the IDEA Advisory Group (IAG) offered complimentary
diversity and inclusion training in last 2024 for small employers (20 employees or fewer) in Muskoka.
Measure 10.2.2: Increased partnerships and participation in IAG initiatives with forty-eight (48) partnerships in
IAG initiatives, two thousand, five hundred and eight-seven (2,587) participation in IAG initiatives for 2024.
Action Area: 10.3 Strengthen our role in the municipal sector and community capacity building
10.3.1
Enhance our relationships with
our Area Municipalities, our
neighbouring municipalities,
community, private and public-
sector partners, and with the
provincial and federal levels of
government
In-Progress
RSI
Communications
In-Progress 10.3.1: The District has lead meetings, convened partners and built relationships including the
Sharing Table, Pedagogy of Care conference, Muskoka Housing Task Force 2.0, Service Swap, Alternate
Level of Care strategy and a Chamber of Commerce event
Measure 10.3.1 and 10.3.2: Increased project and partnership agreements and sharing of best practices
through twenty-seven (27) Leadership roles by Council and Staff in the Municipal Sector.
10.3.2
Encourage and support Council
and Staff to participate and take
on leadership roles in regional,
provincial, and federal municipal
sector associations and import
best practices learned
In-Progress
CAO
DSLT
10.3.3
Celebrate community
volunteerism and support staff
to take on volunteer or
leadership roles in their
communities
In-Progress
Community and
Planning Services
Communications
In-Progress 10.3.3: The District strives to celebrate community volunteerism and support staff to take on
volunteer or leadership roles in their respective communities. Some of the many volunteer opportunities
include, the seniors programs (volunteer) as well The Pines Long-Term Care Home (volunteer). Fairvern Long-
Term Care Home, (volunteer). The Community Volunteer Income Tax Program is a collaboration between
community organizations and the Canada Revenue Agency (CRA).
Measure 10.3.3: Increased roles in the municipal sector and increased staff volunteerism with twenty-seven
(27) Leadership roles by Council and Staff in the Municipal Sector, including five (5) volunteer roles in the
Municipal Sector.