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2023 - 2026 STRATEGIC PLAN
2023 - 2026 STRATEGIC PLAN
TOWN OF FORT ERIE
TOWN OF FORT ERIE
1
Schedule "A" to By-law No. 136-2023
We acknowledge that the land upon which we are gathered is the traditional territory of the
Attawandaronk, the Haudenosaunee and the Anishinaabe people. We are the beneficiaries
of ancient agreements such as the Dish With One Spoon between the Anishinaabe and
the Haudenosaunee, who agreed to share the abundance of the land through peace,
friendship and mutual respect; the Two Row Wampum, by which the Haudenosaunee
welcomed the settlers and agreed to share the land in mutual respect; and the
Treaty of Niagara, considered a fundamental document by First Nations in all future
relations and treaties with the British.
We recognize that we have a responsibility to be stewards of the land, in
cooperation and collaboration with the Indigenous peoples, not only for one
generation but for all generations to come. We understand that we have an
obligation to learn the lessons of our history, educate ourselves about the
experiences of the Indigenous people and seek opportunities to heal the wounds
that will result in reconciliation with our Indigenous sisters and brothers.
Many First Nations, Métis, and Inuit people live and work in Fort Erie. We stand with
all Indigenous people, past and present, in promoting the wise stewardship of the lands
on which we live. We have the good fortune to live in a land of such abundance, diversity
and beauty - let us be vigilant in protecting Turtle Island.
Land Acknowledgement
Land Acknowledgement
03 Message from the Mayor
04 Town of Fort Erie Council
05 Key Fundamental Planning Elements
06 Vision, Mission, Values
07 Strategic Pillars
08 - 09 Strategic Objectives
10 - 15 Strategy to Action
16 Measuring Success
17 Conclusion
Table of Contents
Table of Contents
03
On behalf of members of Council, I want to thank all who participated in the strategic planning process
and provided feedback.
During our recent election campaigns, residents and businesses shared their concerns and we
took that information into account when formulating our priorities and key strategies.
Council has set out priorities, goals and initiatives that will continue to provide a leadership
focus for the municipality - looking at the entire community, the big picture, while reinforcing
the importance of what our residents enjoy and deserve!
We also commit to informing the public on how we are doing at regular intervals and
performance measurements have been put in place to help us easily track our progress.
We are privileged to serve you, the public, and this plan will help us take the critical steps
necessary to reach our vision of becoming ... a community for everyone.
Message from Mayor Wayne H. Redekop
Message from Mayor Wayne H. Redekop
2023 - 2026 STRATEGIC PLAN
2023 - 2026 STRATEGIC PLAN
TOWN OF FORT ERIE
TOWN OF FORT ERIE
04
Fort Erie Council
Fort Erie Council
Mayor
Mayor
Wayne Redekop
Wayne Redekop
Ward 1 Councillor
Ward 1 Councillor
George McDermott
George McDermott
Ward 4 Councillor
Ward 4 Councillor
Joan Christensen
Joan Christensen
Ward 2 Councillor
Ward 2 Councillor
Nick Dubanow
Nick Dubanow
Ward 5 Councillor
Ward 5 Councillor
Tom Lewis
Tom Lewis
Ward 3 Councillor
Ward 3 Councillor
Darren Flagg
Darren Flagg
Ward 6 Councillor
Ward 6 Councillor
Ann-Marie Noyes
Ann-Marie Noyes
05
Key Fundamental Planning Elements
Key Fundamental Planning Elements
The Town of Fort Erie's Strategic Plan is based on five key
fundamental planning elements:
Vision of the community ... the Vision statement envisions what we want our
community to be, the desired future state.
Mission statement - the Mission statement speaks to our unique purpose and
contribution and helps us clarify the practical aspects of accomplishing our vision.
Strategic Priorities (Focus Areas) - priority areas we will focus on over
the next four years.
Strategic Objectives - goals that we will pursue to help us reach our
Vision.
Strategy to Action (Key Initiatives) - what specific actions we will take
to achieve our goals.
06
Vision, Mission, Values
Vision, Mission, Values
As part of the planning process, Council revisited the Vision statement that has
remained relevant over the last two terms of Council. Council recognized that
the Town of Fort Erie has become a community of choice for many; however,
with this growth we face many other challenges and opportunities. The Vision
statement envisions what we want our community to be.
Council also revised the Mission statement, speaking to our unique purpose
and contribution. The Mission statement helps us clarify the practical aspects of
accomplishing our Vision.
Vision: "Fort Erie: A Community for Everyone"
Mission: "To lead and serve Fort Erie by fostering opportunities, leveraging
partnerships and managing our resources to achieve prosperity".
Corporate Values: - Proud to Serve - Teamwork - Respect - Honesty - Commitment
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Sustainable, Reliable Access to Local Health Care
Economic Prosperity and Diversification
Environmental and Climate Change Resiliency
Comprehensive Housing Options
Sustainable and Managed Growth
Quality of Life and Community Well-Being
Strategic Pillars
Strategic Pillars
08
Strategic Objectives
Strategic Objectives
Sustainable, reliable access to local health care
Quality of life and community well-being
Sustainable and managed growth
A community ...
A community ...
A community ...
where all residents have equitable access to comprehensive,
community-based, innovative health care and social services.
that is welcoming, engaged and inclusive and provides
opportunities for everyone.
that manages growth responsibly and recognizes existing
neighbourhoods by implementing effective planning and policies.
09
Strategic Objectives
Strategic Objectives
Economic prosperity and diversification
Environmental and climate change resiliency
Comprehensive housing options
A community ... that creates opportunities for economic growth and job creation
by maximizing our strategic location and tourism potential.
A community ...
A community ...
that addresses climate change and the impacts to the
natural environment by proactive planning and action.
where all residents have access to safe, stable and appropriate
housing that is affordable for all ages, abilities and income levels.
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Sustainable, reliable access to local
Sustainable, reliable access to local
health care
health care
A community ... where all residents have equitable access to comprehensive,
community-based, innovative health care and social
services.
Strategy to Action:
1.1
Collaborate with service providers to develop an innovative healthcare
model that will respond to health care needs across the community.
1.2
Support and facilitate collaboration with local primary care health
service providers to discuss, problem solve, and implement solutions
to address community health care needs.
1.3
Continue to provide investment and advocate for health-related
services that promote well-being for all.
1.4
Update the Physician Recruitment and Attraction Program to address
challenges and health system changes.
1.5
Advocate for funding from other levels of government and work collaboratively
with existing partners.
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Quality of life and community
Quality of life and community
well-being
well-being
A community ... that is welcoming, engaged and inclusive and provides opportunities for
everyone.
Strategy to Action:
2.1 Develop, approve and implement a Diversity, Equity and Inclusion (DEI)
Policy and Plan and complete applicable training.
.1 Support and promote the work done by the Fort Erie Native
Friendship Centre, Fort Erie DEI Coalition, Fort Erie Multi-Cultural
Centre, Niagara Chapter of Native Women and other community
organizations to promote unity through diversity, inclusiveness and
reconciliation.
.2 Encourage diversity in public office and participation on boards and
committees to be more reflective of the community.
2.2 Foster opportunities to support and promote culture, the arts, and history
through education and communication.
2.3
Implement a comprehensive plan for parks, recreation, trails, beaches, open space
and natural areas that provides for infrastructure, programming and services that meets
the needs of the growing community.
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Sustainable and managed growth
Sustainable and managed growth
A community ... that manages growth responsibly and recognizes existing neighbourhoods by
implementing effective planning and policies.
Strategy to Action:
3.1 Manage growth in a responsible manner by:
.1 Updating the Official Plan to include density targets (include Secondary
Plans) that align with the Community's ability to grow.
.2 Creating Urban Design Guidelines that protect existing neighbourhoods,
include road functions (i.e. turning lanes), and plan density on arterial
roads and integrate new with existing (buffer density behind);
.3 Developing a strategy to accommodate growth through phased
servicing;
.4 Determine and respond to the impacts of legislation (i.e. Bill 23 and
Bill 109 on growth, more impact on taxpayers, and fees to support
growth).
.5 Focusing on preserving our natural heritage.
3.2 Continue to implement policies that will enhance and protect the Town's built
heritage, including a review of the grant funding program and key measurements.
3.3
Advocate for Niagara Transit Commission to provide data and analytics at the local level
to ensure ridership/transit availability meets growth and emerging needs.
13
Economic prosperity and diversification
Economic prosperity and diversification
A community ... that creates opportunities for economic growth and job creation by
maximizing our strategic location and tourism potential.
Strategy to Action:
4.1
Update and implement the Industrial Land Strategy (ILS) and ensure servicing
and funding is in place for the expansion of employment lands to help foster
job creation and explore the viability of securing industrial land into Town
ownership.
4.2
Attract new business and investment through focused marketing and
promotion in key investment areas.
4.3
Expand the Tourism base through the development of a Tourism
Strategy.
4.4
Support Tourism and Cultural events through continued promotion.
4.5
Continue to foster relationships and provide business support through
outreach and sector engagements (i.e. roundtables, skills night,
networking events, etc.)
4.6
Balance visitor accommodation options that support economic development
and diversification.
4.7
Pursue and support post-secondary programming and opportunities.
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Environmental and
Environmental and
Climate Change resiliency
Climate Change resiliency
A community ... that addresses climate change and the impacts to the natural
environment by proactive planning and action.
Strategy to Action:
5.1
Review and refine policies that preserve and enhance our natural heritage
(i.e. update Tree Preservation By-law and promote planting on public and
private lands).
5.2
Continue to pursue opportunities and secure and preserve waterfront,
natural heritage and natural areas through public stewardship and
acquisition.
5.3
Manage wildlife interactions through an increased educational
component and development of a strategy to recognize and protect
Natural Heritage Corridors.
5.4
Create, adopt and implement a Climate Change Plan and Policy Framework
that incorporates adaptation, resiliency and mitigation strategies.
5.5 Improve resilience of and response to shoreline protection, stormwater
management, drainage and flood control through infrastructure investments and
maintenance.
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Comprehensive housing options
Comprehensive housing options
A community ... where all residents have access to safe, stable and appropriate
housing that is affordable for all ages, abilities and income levels.
Strategy to Action:
6.1
Update Town Planning and Policy documents to reflect community core housing
needs (adequacy, suitability and affordability), proper housing mix and housing
options.
6.2
Advocate for innovative funding models from other levels of government
that will support and promote community-based solutions to address
homelessness, social housing, independent living and supportive
housing options.
6.3
Create a policy framework that supports and incentivizes the
development of a broader mix of affordable and attainable housing
options.
6.4
Ensure that the Development Charges By-law and Community Benefit
Program can be used to incentivize affordable housing construction.
16
How we will measure success...
How we will measure success...
Sustainable,
reliable access to
local health care
Number of Physicians
accessing the Town's
funding program
Improved relationship
of local primary health
service providers
Dollars invested
in health-related
services
Success of
implementing an
innovative health care
model
Number of
opportunities for
advocacy and results
of efforts
Density Targets
Minimal number of
Appeals on Official
Plan amendments
Creation of Urban
Design Guidelines
Phased Servicing
costs and amount of
new infrastructure in
the ground
Revenues/fees
related to growth
Grant funding $
and applications
submitted
Amount of employment
lands serviced/
available
Dollars budgeted/ spent
for Town procurement of
employment lands
Number and type of
industries and under-
utilized industrial/
commercial properties
(sq. ft.)
Number of new jobs
created and new
businesses opened
Number of event permits/
approvals
Increase in tourist visits
and event attendance
Number of engagements
with businesses
Number and type
of accommodations
available
Number of post-
secondary programs
created and students
enrolled
Number of natural
acquisition of
waterfront, natural
heritage or natural
areas
Natural Asset
inventory details
Number of wildlife
interactions
reported
Funding and
initiatives for climate
change strategies
Number of incidents/
impacts related to
flooding
Number of sanctions
where agreements
are contravened
Housing mix data
Planning and Policy
updates
Increase in number of
apartments, seniors
and assisted living
units
Average housing
costs
Affordable housing
formula
Number of accessory
units permitted
Increase in availability
of public housing -
decrease in wait lists
Vacancy rates
Community Benefit
revenue, grants and
incentives
Quality of Life and
community well-
being
Sustainable and
managed growth
Economic
prosperity and
diversification
Environmental and
Climate Change
resiliency
Comprehensive
housing options
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heritage policies
reviewed
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Number of public
stewardship
agreements or
- DEI Policy and Plan
in place and numbers
trained
- Number of
interactions with
community cultural
organizations
Increase in number
of publicly available
community
recreational programs
for seniors, adults
and children - both in
summer and winter
Number of community
cultural events and
attendance
-
Niagara Transit
ridership data
Number of designated
heritage properties
17
Conclusion
Conclusion
As noted in the Plan document, some of the goals and initiatives will overlap. This shows the
connection between each strategic area of focus and only helps to strengthen the Strategic
Plan. The Strategic Plan is a dynamic tool. It is not static and continues to evolve and
change. The Plan will lead staff work plans and annual and multi-year budgeting.
2023 - 2026 STRATEGIC PLAN
2023 - 2026 STRATEGIC PLAN
TOWN OF FORT ERIE
TOWN OF FORT ERIE
18