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ECONOMIC
DEVELOPMENT
STRATEGIC PLAN
L A K E O F B A Y S
Prepared by Oosterbaan Strategy & KLB Consulting
Land Acknowledgements.......................................................................................................................................................
6
Executive Summary.....................................................................................................................................................................
7
Key Findings and Recommendations......................................................................................................................
7
Goal and Objectives..............................................................................................................................................................
8
Introduction..................................................................................................................................................................................
9
The Role of Economic Development.............................................................................................................................
10
Methodology.....................................................................................................................................................................................
12
Community Assets and Stakeholders............................................................................................................................
13
Location and Geography...................................................................................................................................................
13
Baysville...................................................................................................................................................................................
13
Dorset.........................................................................................................................................................................................
13
Dwight.......................................................................................................................................................................................
14
Hillside.......................................................................................................................................................................................
14
Assets...............................................................................................................................................................................................
14
Lake of Bays.........................................................................................................................................................................
14
100+ Other Lakes...............................................................................................................................................................
14
Highway 60............................................................................................................................................................................
15
District Road 17 and Highway 35: The "Shortcut" to Algonquin Park........................................
15
Provincial Parks..................................................................................................................................................................
15
Arts Loop.................................................................................................................................................................................
16
Limberlost Forest and Wildlife Reserve.........................................................................................................
16
Libraries....................................................................................................................................................................................
16
Dorset Lookout Tower..................................................................................................................................................
16
TABLE OF CONTENTS
Lake of Bays Economic Development Strategic Plan | Page 02 of 115
Baysville Curling Club...................................................................................................................................................
16
Service Clubs.......................................................................................................................................................................
17
Community Centres........................................................................................................................................................
17
S.S. Bigwin...............................................................................................................................................................................
17
Dwight Beach.......................................................................................................................................................................
17
Norway Point Park............................................................................................................................................................
17
Grassmere/Hillside Beach........................................................................................................................................
18
Dorset Heritage Museum...........................................................................................................................................
18
Lake of Bays Community Fund..............................................................................................................................
18
Stakeholders and Partners...............................................................................................................................................
18
Lake Associations.............................................................................................................................................................
18
Muskoka Futures...............................................................................................................................................................
19
YMCA Employment Services..................................................................................................................................
19
Regional Tourism Organization 12, Explorer's Edge..............................................................................
19
Muskoka Tourism..............................................................................................................................................................
20
Muskoka Small Business Centre...........................................................................................................................
20
District of Muskoka..........................................................................................................................................................
20
Other Muskoka Municipalities.................................................................................................................................
20
Township of Algonquin Highlands......................................................................................................................
21
Summary of Data and Key Themes.................................................................................................................................
22
Lake of Bays Demographic Highlights....................................................................................................................
22
Lake of Bays Workforce.....................................................................................................................................................
24
Labour Market Data........................................................................................................................................................
24
Background Reports and Plans...........................................................................................................................................
26
Tapestry of Place (Cultural Tourism Strategy)..................................................................................................
26
Community Improvement Plan....................................................................................................................................
27
Lake of Bays Economic Development Strategic Plan | Page 03 of 115
Parks, Open Space and Recreation...........................................................................................................................
28
Dorset Waterfront Plan and Downtown Study.................................................................................................
28
Official Plan..................................................................................................................................................................................
29
Muskoka Second Home Study.....................................................................................................................................
29
Muskoka Workforce Development Strategy.....................................................................................................
30
Lake of Bays 2017 Economic Development Strategy.................................................................................
31
Consultation Overview...............................................................................................................................................................
32
Survey Highlights....................................................................................................................................................................
32
Key Consultation Themes.................................................................................................................................................
42
Strengths.................................................................................................................................................................................
43
Weaknesses.........................................................................................................................................................................
44
Opportunities........................................................................................................................................................................
46
Additional Economic Development Considerations for Lake of Bays..................................................
50
Sectors of Opportunity........................................................................................................................................................
50
Tourism and Resident Property Maintenance Services......................................................................
50
In-home Care and Health Services.....................................................................................................................
51
Tourism Experiences and Accommodation.................................................................................................
51
Cultural Tourism................................................................................................................................................................
52
Resident-focused Retail and Service Business.........................................................................................
52
Green/Sustainable/Environmental Business............................................................................................
53
Businesses That Can Provide Adjacent Innovation In/To These Sectors.............................
53
Capacity..........................................................................................................................................................................................
54
Environmental Protection.................................................................................................................................................
55
5-Year Economic Development Strategy...................................................................................................................
56
The Vision......................................................................................................................................................................................
56
Lake of Bays Economic Development Strategic Plan | Page 04 of 115
Goals, Objectives, and Action Items...................................................................................................................
56
Goal 1: Enhance the operating environment for Businesses in Lake of Bays.....................
56
Goal 2: Attract, Support, and Retain Strategic Investment into the Community..............
60
Goal 3: Develop Lake of Bays as a Destination for Residents and Visitors...........................
64
Concluding Thoughts.................................................................................................................................................................
68
Appendix...............................................................................................................................................................................................
69
Appendix A: Background Reports (Long Form)...............................................................................................
70
Tapestry of Place (Cultural Tourism Strategy)...........................................................................................
70
Community Improvement Plan..............................................................................................................................
73
Parks, Open Space and Recreation Plan........................................................................................................
75
Dorset Waterfront Plan and Downtown Study..........................................................................................
81
Official Plan............................................................................................................................................................................
85
Muskoka Second Home Study...............................................................................................................................
87
Muskoka Regional Workforce Development Strategy........................................................................
89
Lake of Bays 2017 Economic Development Strategy..........................................................................
91
Appendix B: Key Consultation Themes (Long Form)...................................................................................
94
Strengths.................................................................................................................................................................................
94
Weaknesses.........................................................................................................................................................................
95
Opportunities........................................................................................................................................................................
98
Appendix C: Implementation Notes by Action.................................................................................................
104
Goal 1: Enhance the operating environment for business in Lake of Bays..........................
104
Goal 2: Attract, support, and retain strategic investment into the community..................
108
Goal 3: Develop Lake of Bays as a destination for residents and visitors.............................
112
Lake of Bays Economic Development Strategic Plan | Page 05 of 115
Lake of Bays Economic Development Strategic Plan | Page 06 of 115
Land
Acknowledgement
For more than 15,000 years, Indigenous peoples have walked upon, and cared for, the lands we
now call home: the Anishinaabeg (Ojiway and Chippewa), Haudenosaunee, and many others
who cared for their families and communities, the way we now seek to care for ours.
We acknowledge that we do work as uninvited guests on the traditional lands of Indigenous
peoples. Specifically, the Muskoka area is home to three sovereign Nations - Wahta Mohawks
First Nation, Moose Deer Point First Nation and the Moon River Métis. We would also like to
acknowledge the Williams Treaty (of 1923), the Robinson Huron Treaty of 1850 and the J. Collins
land purchase (of 1785) and respect all of the Nation-to-Nation agreements that have formed
relationships with the original inhabitants of Turtle Island; the reality of our shared history; the
current contributions of Indigenous people within our community and seek to continue
empowering expressions of pride amongst all of the diverse stakeholders in this area.
We extend our gratitude to all Indigenous peoples and their descendants, past, present and
future, who continue to care for and inhabit these lands and tend these waters. We seek to do
better, to continue to recognize, learn, and grow, in friendship and community, Nation-to-Nation.
As a government serving the needs of our community, we embrace the responsibility to help
ensure that our current residents and the next generations of business owners, citizens and
visitors are respectful and grateful for the bounty of this land on which we all live, work, play,
and study.
We commit to continue to explore and make meaningful contributions to the Calls to Action that
result from the Truth and Reconciliation Commission of Canada (TRC), including inclusive and
meaningful economic prosperity for Indigenous peoples in the Township of Lake of Bays.
The Township of Lake of Bays has their own Land Acknowledgement statement, which can be
found here: lakeofbays.civicweb.net/document/89838/.
Lake of Bays Economic Development Strategic Plan | Page 07 of 115
Executive Summary
The Township of Lake of Bays has developed a comprehensive 5-Year Economic Development
Strategy to enhance the community's quality of life, support businesses, and attract visitors,
while maintaining environmental sustainability. This strategic plan is grounded in extensive
community engagement and analysis, making it well-informed and responsive to the needs of
the residents and businesses in Lake of Bays. It is focused on fostering complementary and
value-added business retention and development and making the community a great place to
live, work, play, and do business.
The plan provides a clear framework for the Township to address current challenges and seize
future opportunities. Over the next five years, it will provide a guide for decision-making,
budgeting, and planning initiatives related to economic development in the Township. It will also
empower staff to advance organizational priorities, build community partnerships, enhance
internal capacity, and efficiently allocate resources.
The strategic planning process was thorough, incorporating secondary research and engaging
with community stakeholders, businesses, and the public. It included a review of key
background documents, an analysis of regional industry trends, and examination of
socioeconomic and demographic factors impacting business development.
The engagement phase included surveys, interviews, small groups discussions, social media
feedback opportunities, and public workshops to gather insights from a diverse range of
viewpoints in the community. This comprehensive approach ensured that the strategic plan
reflected the collective ambitions and aspirations of the Lake of Bays community.
Key Findings and Recommendations
The 5-Year Economic Development Strategy presents a comprehensive roadmap for Lake of
Bays' economic development activities in the coming years. Key findings from the engagement
process highlight the need for enhanced business support, strategic investment, and enhanced
quality of place to support resident engagement and tourism. Recommendations include
fostering business-friendly policies, developing strategic communications and marketing
initiatives, and supporting sustainable tourism and community development.
By focusing on these areas, Lake of Bays aims to foster a thriving, sustainable community that
balances growth with environmental stewardship, enhancing the quality of life for all residents
and visitors. The Strategy sets the stage for sustained growth, community impact, and economic
resilience in Lake of Bays.
Lake of Bays Economic Development Strategic Plan | Page 08 of 115
Goals and Objectives
Goal 1: Enhance the Operating Environment for Businesses
Enhance communication and build a two-way relationship between the Township and
the business community.
A
Support entrepreneurship in the community, especially for youth.
B
Enhance connection between businesses in Lake of Bays.
C
Improve awareness of businesses in the community.
D
Support workforce development and attraction within the Township.
E
Goal 2: Attract, Support, and Retain Strategic Investment
Adopt a business-friendly attitude, where it aligns with the vision and needs of the
community.
A
Better communicate Township planning and development processes and successes.
B
Attract investment to Lake of Bays that provides high-quality employment and is
complementary to the community's industrial strengths, opportunities, and values to
enhance quality of life.
C
Enable the development of workforce attainable housing.
D
Work with partners to develop local transportation solutions.
E
Support and promote regional economic development efforts that align with the
Township's strategic goals.
F
Goal 3: Develop Lake of Bays as a Destination for Residents and Visitors
Enhance the quality of place and space in the four hamlets of Lake of Bays.
A
Increased day and overnight visitors to Lake of Bays and maximize their community
impact while protecting the natural environment.
B
Lake of Bays Economic Development Strategic Plan | Page 09 of 115
Introduction
The purpose of this Economic Development 5-Year Strategy is to provide a comprehensive
roadmap for fostering economic growth and development within the Township of Lake of Bays.
It serves to guide the Administration and Council on economic development initiatives,
opportunities for growth, and how to create a vibrant economic landscape within the Township
while keeping in mind the social, cultural, and environmental fabric of its communities.
This strategy was developed with the following goals in mind:
Identify Opportunities and Challenges: Assessing the community's current economic
landscape, including strengths, weaknesses, opportunities, and threats, to understand
the local economy's dynamics.
1
Attract, Retain, and Expand Businesses: Develop strategies to attract new businesses
and industries to the area while retaining and supporting the sustainable growth of
existing businesses.
2
Enhance the Tourism Sector and Attract Visitors: Enhance the tourism product, and
packaging and promotion of it within Lake of Bays.
3
Enhance Quality of Life: Integrate economic development efforts with initiatives to
improve the quality of life for residents, such as improving community amenities,
housing, and recreational opportunities.
4
Promote Workforce Development: Enhance the skills and capabilities of the local
workforce to meet the needs of employers and support sustainable economic growth.
5
Encourage Investment: Create a favourable environment for investment by improving
infrastructure, streamlining the regulatory process, and offering incentives to attract
investors.
6
Foster Collaboration: Promote collaboration among local government, businesses,
educational institutions, and other stakeholders to leverage resources and expertise for
economic development.
7
Sustainability: Ensure that economic growth is sustainable and environmentally
responsible, balancing development with the preservation of natural resources and
community character.
8
Further, the Strategy establishes goals that align with the community's vision for economic
prosperity and provides performance measurement indicators that allows the Township to track
progress towards the strategic goals and objectives, allowing for adjustments and
improvements over time.
Lake of Bays Economic Development Strategic Plan | Page 10 of 115
The Role of Economic
Development
Economic development is a multifaceted process aimed at improving the economic well-being
and quality of life for a community. It involves the concerted efforts of policymakers, businesses,
and other stakeholders to create and maintain conditions that foster economic growth,
innovation, and sustainable development. In rural communities, economic development is
particularly crucial as these areas often face unique challenges such as limited infrastructure,
lower population density, and reduced access to resources and services, as is the case in Lake
of Bays. In order to provide context to the strategy and the role of the Township, this section
provides some additional context around the role of economic development. Some of the key
roles of economic development include:
Job Creation: One of the primary goals of economic development is to generate
employment opportunities. By attracting new businesses and supporting existing ones,
communities can create jobs, which in turn improves the standard of living and reduces
poverty.
Business Attraction and Retention: Economic developers work to attract new
businesses to a community while also supporting the growth and retention of existing
businesses. This involves providing incentives, reducing regulatory barriers, and
offering technical assistance.
Enhancing Quality of Life: Economic development efforts aim to improve the overall
quality of life by promoting healthcare, housing, recreation, and cultural opportunities.
A better quality of life attracts and retains residents and businesses.
Infrastructure Improvement: Economic development initiatives often focus on
enhancing infrastructure, such as transportation, communication networks, and utilities.
Improved infrastructure facilitates business operations, attracts investment, and
enhances the overall quality of life for residents.
Skill Development and Education: Investing in education and workforce training is
critical for economic development. By equipping residents with the necessary skills,
communities can ensure that their workforce meets the needs of local employers,
fostering economic growth and reducing unemployment.
Economic developers are professionals dedicated to promoting economic growth and
improving the economic health of a community. Their roles and responsibilities include, but are
not limited to:
Community Engagement and Partnership: They work closely with local stakeholders,
including government officials, business leaders, business development and
employment organizations, educational institutions, and residents, to build consensus,
support, and partnership for economic development initiatives.
Lake of Bays Economic Development Strategic Plan | Page 11 of 115
Project Management: Economic developers manage various projects aimed at
boosting economic activity, such as business development programming,
infrastructure improvements, and workforce development programs. They ensure
projects are completed on time and within budget.
Marketing and Promotion: They promote their community as an attractive location for
business investment, residents, and visitors. This involves developing marketing
materials, promoting the community, and networking with potential investors.
Resource Coordination: Economic developers identify and secure funding from
various sources, including federal and provincial grants, and public-private
partnerships. They ensure that resources are efficiently allocated to maximize
economic impact.
Policy Advocacy: They advocate for policies that support economic growth, such as
tax incentives, regulatory reforms, and investment in infrastructure and education. They
work with local, provincial, and federal governments, as well as partners and
stakeholders, to create a favourable business environment.
Rural communities face specific challenges that require tailored economic development
strategies. These include:
Limited Access to Capital: Rural areas often struggle with access to financial
resources. Economic developers in these regions work to identify funding opportunities
and create financial incentives to attract investment.
Workforce Development: With often lower educational attainment and fewer training
opportunities, rural areas need focused efforts to improve education and skills training.
Economic developers collaborate with schools, colleges, and vocational programs to
enhance workforce readiness.
Infrastructure Deficiencies: Many rural communities lack the necessary infrastructure
to support modern businesses. Economic developers prioritize infrastructure projects
that improve transportation, broadband access, and utilities.
Economic Diversification: Rural economies are often reliant on a few industries, such
as agriculture or manufacturing. Economic developers aim to diversify the economic
base by promoting sectors like tourism, renewable energy, and technology.
Retention of Talent: Retaining young people and skilled workers is a significant
challenge. Economic developers create opportunities and improve the quality of life to
make rural areas more attractive places to live and work.
By addressing these challenges, economic developers play a crucial role in fostering
sustainable economic growth and improving the quality of life in rural communities. Their efforts
are vital to ensuring that these areas can thrive and compete in an increasingly globalized
economy.
Lake of Bays Economic Development Strategic Plan | Page 12 of 115
Methodology
The development of the Lake of Bays 5-Year Economic Development Strategy involved an in-
depth background document review, analysis of Statistics Canada and local labour market data,
and consultation with the community, including social media questions, a survey, interviews and
focus groups with key stakeholders and businesses, and two public meetings. Background
documents that were reviewed included:
There were 7 questions posed to the community to collect information about their economic
development needs and insights. The survey, also collecting information on economic
development needs and insights, received 275 responses from residents, seasonal residents,
businesses, and local organizations. Twelve in-depth interviews were conducted with key
stakeholders and businesses. There were over 40 attendees who attended the public
consultation sessions in both Baysville and Dwight.
Participation from the business community, however, was a challenge, which provides insight
into the current state of economic development at the municipality. Of 57 businesses contacted,
on several occasions, to participate across 6 business focus groups, only 7 businesses
participated. Two of the focus groups were added on due to low participation and utilized
availability polls to find the most suitable time, and even then, only 3 of 8 who indicated they
were available for the selected times chose to participate, potentially pointing to low levels of
engagement between the Township and the business community.
It should be noted that much of the data summarized below under key themes were derived
from the survey, social media responses, interviews, consultations, and focus groups. Thus, they
reflect the personal perspectives and experiences of those who chose to participate in the
process and may not be reflective of the views of the wider community or the actual practices
of the Township. For example, several had concerns regarding the length of time for planning
approvals, but through the Township's Community Planning Permit process the approvals
process is streamlined, making it a speedier and simpler process than most others in Ontario.
A Tapestry of Place: Culture Strategy
Lake of Bays Community Improvement Plan
Parks, Open Spaces, and Recreation Strategy
Dorset Waterfront Plan and Downtown Study
Official Plan
Muskoka Second Home Study
Muskoka Workforce Development Strategy
Lake of Bays 2017 Economic Development Strategy
Lake of Bays Economic Development Strategic Plan | Page 13 of 115
Community Assets and
Stakeholders
The Township of Lake of Bays is a picturesque rural community known for its natural beauty and
vibrant four-season activities, located in the northeastern part of Muskoka, just east of Huntsville.
Situated beside the renowned Algonquin Provincial Park, Lake of Bays boasts over 100 lakes
and encompasses a land area of approximately 667.5 km². The Township includes the charming
hamlets of Baysville, Dorset, Dwight, and Hillside, offering a mix of rural areas, waterfronts,
Crown land, and Provincial parkland.
As part of the District Municipality of Muskoka, Lake of Bays is only three hours north of Toronto,
making it an ideal destination for both permanent residents and seasonal visitors. With a year-
round population of 3,759, the Township provides a blend of outdoor recreational opportunities,
specialty shops, and restaurants, catering to cottagers and travelers seeking a serene summer
retreat or a winter wonderland. Lake of Bays' proximity to major cities, including being 1.5 hours
south of North Bay, 3 hours north of Toronto, and 3.5 hours west of Ottawa, enhances its appeal
as a premier destination in Ontario.
Location and Geography
Located on the southern shore of Lake of Bays, Baysville is renowned for its picturesque
scenery, quaint atmosphere, and vibrant community. The hamlet offers recreational
activities, specialty shops and restaurants, and is home to popular attractions, including Lake
of Bays Brewing Company, Bigwin Island Golf Club, Lake of Bays Community Centre Arena,
etc. Baysville is the only settlement area with municipal servicing and can therefore
accommodate more infill and redevelopment.
Baysville
Dorset lies on the eastern shores of Lake of Bays. It is a unique community split between
two Townships and further between two Upper Tier Municipalities. The Dorset community is
punctuated by tourism assets such as the Dorset Fire Tower, the Dorset Heritage Museum,
and the S.S. Bigwin docking facility and Lake of Bays Marine Museum, as well as some
notable restaurants, docking facilities, and a general store.
Dorset
Lake of Bays Economic Development Strategic Plan | Page 14 of 115
Known as the "Gateway to Algonquin Park," Dwight has become a popular destination with
visitors travelling the Highway 60 corridor into Algonquin Park. Dwight offers several
amenities that cater to the Algonquin Park audience including shops, galleries, restaurants,
cafes, and bakeries. It's also home to a number of other businesses within the community,
such as an international manufacturer of audio equipment, and a garden centre that hosts a
highly regarded weekly market.
Dwight
Hillside, Ontario, named after the Hill family, one of the area's original settlers, was
established through free land grants and the logging industry in the late 1800s. Hillside is a
vibrant hub for artists and outdoor enthusiasts. The area features nine artists' studios along
Limberlost Road, where the Artists of Limberlost Studio Tour showcases the work inspired
by the rugged landscape of the Canadian Shield and is home to the Limberlost Forest and
Wildlife Reserve.
Hillside
The Township is home to a number of economic development and tourism assets that help
enhance the local environment for business. The following section details physical assets and
partnerships that should be considered and leveraged as the Township implements this plan.
Assets
Lake of Bays is one of the largest lakes in the District of Muskoka. It provides four-season
activities from boating and paddle boarding to snowmobiling and ice fishing. The four
communities in the Township, Baysville, Dorset, and Dwight are positioned around different
parts of the Lake of Bays.
Lake of Bays
The Township is also home to over 100 additional lakes, making it a hotbed for recreation for
permanent and seasonal residents and visitors. While the lakes add significantly to the
quality of life in the community they also support businesses by adding recreational
opportunities to the area and many of the Township's accommodations are centred around
a lake.
100+ Other Lakes
Lake of Bays Economic Development Strategic Plan | Page 15 of 115
The Highway 60 corridor connects Huntsville to Ottawa and passes directly through
Ontario's tourism gem, Algonquin Park. The majority of Algonquin Park's recreational
opportunities, services, and development are concentrated on the Highway 60 corridor.
Highway 60 passes directly through Dwight and Hillside.
Highway 60
Once known and promoted as the "shortcut" to Algonquin Park, District Road 117 and
Highway 35 connects Baysville and Dorset to the communities along the Highway 60
corridor. This route is popular for its scenic beauty and lower traffic compared to major
highways. It allows travelers to enjoy the natural landscapes of Muskoka and Haliburton
while reaching their destination efficiently.
District Road 117 and Highway 35: The "Shortcut" to Algonquin Park
Algonquin Park, Arrowhead Provincial Park, and the soon-to-be-operating Bigwind Lake
Provincial Park are located within a 45-minute radius of Lake of Bays. In 2022, these parks
attracted over 1.3 million year-round visitors and increasingly offer four-season
programming to visitors. While much of the traffic to these parks "passes through" the
Township of Lake of Bays, they contribute to its visitor economy, particularly in the summer
and offer opportunities for day trips to those who are staying overnight in the community.
Algonquin Park is a world-class tourism asset that attracts visitors from around Canada and
internationally. In 2022, Algonquin Park welcomed over 1,056,821 registered visitors through
all entrances. The vast majority of those (933,999) were campers [1].
The Park's West Gate is situated 15 minutes from Dwight along the Highway 60 corridor, 3
hours from Toronto, and 3.5 hours from Ottawa, two of the largest marketplaces in Canada.
The Park offers over 1,800 campsites, trails, and outdoor recreation opportunities and is
serviced with outfitters within and around the Park. The majority of campsites, trails, and
services are along the Highway 60 corridors, which receives the bulk of the visitation.
Several businesses within the Township of Lake of Bays, in particular, those that offer
experiential tourism, utilize the Park to host workshops and events, or for artistic inspiration.
In addition to Highway 60, Lake of Bays is also home to the "scenic shortcut" to Algonquin
Park via Highway 35 and District Road 117 through Baysville and Dorset.
Arrowhead Provincial Park is located approximately 20 minutes from Dwight and Hillside
and in 2022, Arrowhead Provincial Park welcomed 290,685 registered visitors [1]. This Park
offers 388 car campsites, trails, and recreation opportunities.
Provincial Parks
Lake of Bays Economic Development Strategic Plan | Page 16 of 115
Located a half hour south of Baysville. Bigwind Lake Provincial Park will become the first
new fully operating Provincial Park to open in Ontario in 40 years. The proposed plan
includes up to 250 car campsites, 25 backcountry campsites, and 25 roofed
accommodations.
[1] Ontario_Parks-Visitation_Statistics_2022.xlsx (live.com)
The Lake of Bays Arts Loop is a collaboration of artists currently who seek to promote and
advocate for the arts within the Township. They have a website with the director of
members and a map with members identified. The loop currently consists of 18 members.
Consultation revealed that prior to COVID-19 the Arts Loop had a higher membership.
Arts Loop
Limberlost Forest and Wildlife Reserve is a year-round wilderness haven with twenty lakes
and over 10,000 acres of mixed forest. The Reserve offers more than 70 km of hiking, biking,
skiing, and snowshoeing trails, accessible to the public at no charge.
Limberlost Forest and Wildlife Reserve
With branches in Dwight (soon-to-be expanded) and Baysville, the libraries serve as
community hubs that offer more than just books. They host a robust suite of events,
programming, and workshops, and provide internet access and other resources to residents
and visitors.
Libraries
While not technically within the Township, it is directly adjacent to the community in Dorset
and is an attractive tourism draw. A historic fire lookout tower offering panoramic views of
the surrounding area. It's a significant tourist attraction, especially in the Fall when the tree
foliage is at its peak.
Dorset Lookout Tower
Baysville Curling Club offers both curling and bocce ball and is celebrating 71 years in the
community. It offers small opportunities for winter sports tourism through curling bonspiels
and events.
Baysville Curling Club
Lake of Bays Economic Development Strategic Plan | Page 17 of 115
The Township is home to a number of volunteer-based community groups that are essential
to supporting residents and improving the community. These include but are not limited to:
Baysville Community Group
Baysville Horticultural Society
Baysville Riverfront Group
Friends of the Library
Lake Associations (i.e., Lake of Bays Association, Echo Lake Association, Peninsula Lake
Associate, etc.)
Lions Club - Baysville
Lions Club - Dorset
Lions Club - Dwight
Winter Pantry
Service Clubs
Facilities like the Dwight Community Centre, Lake of Bays Community Centre Arena, and
Dorset Recreation Centre offer spaces for sports, events, and community gatherings,
enhancing social cohesion within the community and providing space to build bridges into
the community for new and seasonal residents.
Community Centres
A historic cruise boat, the S.S. Bigwin, provides public cruises departing from both Dwight
and Dorset. Additionally, it operates the Marine Museum in Dorset, showcasing autographs,
artifacts, and photographs depicting the marine history of the Township and the Lake of Bays
area.
S.S. Bigwin
A family-friendly beach in Dwight with sandy shores, shallow waters, picnic tables, and
nearby amenities.
Dwight Beach
A peaceful and secluded beach at Norway Point, offering a quiet spot for swimming and
relaxation with minimal facilities.
Norway Point Park
Lake of Bays Economic Development Strategic Plan | Page 18 of 115
Grassmere Beach is a popular local beach with sand and grassy areas, suitable for swimming
and relaxing. Basic amenities include picnic tables and washrooms.
Grassmere/Hillside Beach
A museum in Dorset showcasing local history and cultural heritage through artifacts,
photographs, and educational programs.
Dorset Heritage Museum
Economic development is a team sport and, especially being a small municipality, the Township
should expect to work with and leverage partner support and programming to realize the
economic development goals in this strategy. The following section details some key
stakeholders and partners the Township should consider engaging as part of the
implementation of this strategy. The list includes existing stakeholders but if other relevant and
suitable stakeholders exist, they should be included as well. Having more 'strategic' partners
involved typically results in higher quality end products at a more efficient cost.
Stakeholders and Partners
Many seasonal residents are part of a Lake Association. There are several lake associations
based around different lakes in the Township. Their primary goal tends to relate to policy
influence, to advocate for the needs of those who live on the Lake they represent and at
times the lake itself. They also provide regular communication to their members and thus
present an attractive partnership opportunity to help celebrate and create awareness of the
great businesses and attractions that Lake of Bays has and will continue to develop.
Lake Associations
In June, 2024, the Lake of Bays Community Fund was created in partnership with the
Muskoka Community Foundation to support charitable organizations and programs that are
impacting residents in the Township. Grants from the Fund are disbursed to projects that
are delivered by charitable organizations working in the areas of food insecurity, education,
recreation, health and wellness, seniors, children and youth.
Lake of Bays Community Fund
Lake of Bays Economic Development Strategic Plan | Page 19 of 115
Muskoka Futures is one of 61 federally funded Community Futures Development
Corporations in Ontario that are tasked with providing support for rural businesses. This
includes providing financing products, and business development support and coaching to
businesses across Muskoka. They have also been responsible for creating more innovative
funding opportunities and programming to encourage business development, leadership,
and innovation in a region where access to capital has been challenging. Consultation with
Muskoka Futures indicated that they would like to have more of a presence in the Lake of
Bays community and connect with more Lake of Bays businesses through their
programming and leadership opportunities.
Muskoka Futures
YMCA Employment Services offers self-directed, independent job search services as well as
one-on-one job search support with an Employment Specialist. Job search services include
computers for resume and cover letter preparation, internet access, a resource library,
assessment tools, job search workshops and fax, photocopy, and telephone use for job
search.
One-on-one services include an employment assessment, mentoring and coaching from an
employment specialist, job matching and placement, possible financial incentives, job
retention assistance and an intensive assisted job search and coaching program. Self-
employment and re-training programs can also be accessed through its one-on-one
services.
YMCA Employment Services
Explorers' Edge (EE) is one of thirteen Regional Tourism Organizations (RTOs) representing
stakeholders in the geographic areas of Algonquin Park, the Almaguin Highlands, Loring-
Restoule, Muskoka, Parry Sound and South Algonquin, Ontario, Canada. EE's mission is to
steward the regional tourism industry's recovery, rebuild and renewal by developing
innovative regenerative programs to ensure long-term sustainability and success for all
stakeholders. As many of their tourism operators are challenged by finding the workforce
they need, in particular due to the shortage of attainable housing in the region, EE is
spearheading a pilot project to develop a Work-Training and Housing Integrated Ecosystem.
The pilot project, called Catalyst Housing, is meant to be a new housing model to meet the
staffing needs of the tourism sector, attract workers, develop professionals, and build
industry and community resiliency.
Regional Tourism Organization 12, Explorer's Edge
Lake of Bays Economic Development Strategic Plan | Page 20 of 115
Muskoka Tourism is a non-profit membership-based marketing organization that promotes
the District of Muskoka region and its tourism operators to encourage people to visit
Muskoka for tourism purposes.
Muskoka Tourism
The Muskoka Small Business Centre is based in Bracebridge and provides business
development support and coaching as well as events geared towards small businesses
across the District of Muskoka. In particular, this organization supports business start-ups,
including operating the Summer Company program to help youth enter the field of
entrepreneurship, and the Starter Company Plus program to help anyone in the community
start a business with support and seed funding. Given the challenges facing employment in
Lake of Bays, including housing and transit, exploring opportunities to encourage
entrepreneurship as a career path and as an investment opportunity should be a
consideration for the Township.
Muskoka Small Business Centre
The District of Muskoka is the upper-tier municipality and is responsible for many aspects of
service provision across the District. Most recently, they have hired a Regional Economic
Development and Grants Coordinator which presents future opportunities for partnership
around economic development activities. Part of the focus of that role will be to implement
the newly adopted regional workforce development strategy and implementation plan.
District of Muskoka
The Township of Lake of Bays has a history of working with other regional municipalities
across the District of Muskoka for economic development purposes. This is a partnership
that has evolved over recent years through the development of an investment attraction
website, Venture Muskoka, and the subsequent development of the Muskoka job board to
centralize and promote employment opportunities in the region. This group of municipalities
also spearheaded the development of the Regional Workforce Development Strategy and
intends to continue their collaboration to oversee its implementation.
Other Muskoka Municipalities
Lake of Bays Economic Development Strategic Plan | Page 21 of 115
The Township of Algonquin Highlands is a lower tier municipality in the County of Haliburton.
It borders the Township of Lake of Bays beyond Dwight, as well as in Dorset, where the
village of Dorset is divided between the Township of Lake of Bays and the Township of
Algonquin Highlands. There are many synergistic assets between the two municipalities and
further partnership with potentially enhance tourism activities and synergies between
operators and attractions in the region.
Township of Algonquin Highlands
Lake of Bays Economic Development Strategic Plan | Page 22 of 115
Lake of Bays has a small permanent population of 3,759 residents, with a significant seasonal
influx of approximately 12,584 [2]. The area experienced an 18.7% population growth from 2016
to 2021, primarily among residents aged 65 and older. Approximately, 9.4% of the population is
under the age of 15, compared to 15.8% across Ontario, and 34.4% of the population is over the
age of 65, compared to 18.5% across Ontario. The median age in the Township is 58.4 years,
which is notably higher than the Ontario median age of 46.1.
The average total income of households in 2020 was $108,000, aligning close to the Ontario
average of $111,000. The median total income of households in Lake of Bays is $90,000, closely
aligning with the provincial median of $91,000.
Of the 1,760 occupied private dwellings in Lake of Bays, 97.2% are single detached homes
compared to 53.6% of the province's occupied private dwelling stock. On average 2.1 persons
live in a dwelling unit, compared to the Ontario average of 2.6. This highlights what was a
significant theme in the consultation, a lack of affordable and attainable housing in the
community. There is a significant need for more diversified housing in the community in
particular to support the workforce which can be addressed through several avenues including
Community Improvement Plan (CIP) incentives, and policy regulation, in particular revisiting
minimum lot size requirements in the Official Plan. Most properties (91.2%) are owner-occupied,
notably higher than the provincial rate of 68.4%.
The community has a low immigrant population at 10.3%, with only 30 new immigrants settling in
the Township over the past two decades. 85 people (2.2%) identified as Indigenous.
Summary of Data and Key
Themes
Lake of Bays Demographic Highlights
[2] muskoka.on.ca/en/business-planning-development/Planning-Docs-Forms/2023-SHS-Final-Report.pdf
[3] Profile table, Census Profile, 2021 Census of Population - Lake of Bays, Township (TP) [Census subdivision], Ontario (statcan.gc.ca)
properties occupied by owners
(as opposed to renters), versus
68.4% across Ontario.
Lake of Bays Economic Development Strategic Plan | Page 23 of 115
Full-time Residents
3,759
Seasonal Residents
12,584
growth in population between 2016 and
2021. Growth was highest amongst the
65+ year old category.
18.7%
was the median income
in 2021, only $1,000
lower than the Ontario
average.
$90,000
was a median age of residents in 2021, almost
17 years older than the Ontario average.
58.4
91.2%
of the population are
immigrants, significantly less
than the Ontario average.
10.3%
immigrants moved in the
preceding decade.
20
immigrants moved to Lake of
Bays between 2011 and 2021.
10
Lake of Bays Economic Development Strategic Plan | Page 24 of 115
Lake of Bays Workforce
Labour Market Data
Highlights from 5-year assessment in change in employment by industry [4]. The Township's
largest sectors of employment are by number of jobs are:
Accommodation and Food Services (264)
Arts, Entertainment, and Recreation (177)
Wholesale Trade (180)
Construction (162)
Retail Trade (127)
Administrative and Support Waste Management
and Remediation Services (106)
Educational Services (104)
Professional Scientific and Technical Services (87)
Public Administration (64)
Manufacturing (47)
[4] LightcastTM. (2024) Q.3 2023 Industry Table. Accessed: March, 2024.
In economic development, the location quotient analyzes a community's industrial specialization
compared to a larger region, typically a state or nation. To better understand which sectors the
Township of Lake of Bays has an existing advantage in, location quotients were assessed in
comparison to industries in the Province of Ontario. The Township displays a higher-than-
average employment concentration in the mining quarrying and oil and gas extraction (1.87),
construction (1.79), wholesale trade (2.74), administrative and support waste management and
remediation services (1.56), arts, entertainment, and recreation (7.47), and the accommodation
and food services (2.49) industry sectors.
The industry sector that experienced the most growth over the five-year period between 2019
and 2024 was the wholesale trade sector with a 138% increase in employment, this was followed
by professional scientific and technical services, with 75% employment growth, educational
services with 67% growth, and construction with 48% growth, administrative and support waste
management and remediation services sector with 37% growth, and lastly the art entertainment
and recreation sector with 35% growth. In that same time period, there were two sectors that
shrunk; information and cultural industries, and the public administration sector which both
decreased by 40%. It's also worth noting that retail sector employment only grew by 1% over that
same five-year period while the population continued to increase, which may reflect why
residents felt that access to retail options were decreasing in the community. Also, a concern to
note is that employment in the accommodation and food services sector fell by 2% over that
same five year period.
Lake of Bays Economic Development Strategic Plan | Page 25 of 115
Shift share analysis revealed that as a result of the competitive effect, which measures change
in employment as a result of locally competitive factors, the wholesale trade sector increased
by 104 jobs, the arts entertainment and recreation sector grew by 52 jobs, the construction
sector grew by 42 jobs, and the educational services sector grew by 38 jobs. Unfortunately, due
to the competitive effect, the information and cultural industry sector shrunk by 14 jobs, and the
public administration sector lost 51 jobs.
Based on projections by EMSI Lightcast data, program occupations that are expected to grow
the most by 2030 in terms of number of jobs include sales and service occupations (90 jobs,
median hourly wage $19.39), business and finance occupations (34 jobs, median hourly wage
$25.97), trade and transport occupations (32 jobs, median hourly wage $28.24), occupations in
manufacturing and utilities (25 jobs, median hourly wage $22.95), and occupations in education
(17 jobs, median hourly wage $40.37). [5]
[5] LightcastTM. (2024) Q.3 2023-2030 Highest Ranked Occupations. Accessed: March, 2024.
Lake of Bays Economic Development Strategic Plan | Page 26 of 115
Background Reports and Plans
This section offers summarized highlights from the background documents analyzed as part of
the strategy development process. Detailed summaries are available in Appendix A. Throughout
the analysis, a number of key themes that relate back to the development of this economic
development strategy emerged including:
The importance of placemaking to enhance the community's quality of place and
tourism assets.
The opportunity to highlight, support, and enhance the strong and unique art, culture,
and heritage sectors within the community.
The desire for more recreation, entertainment, retail, and service options within the
hamlets.
The opportunity to enhance tourism and community connectivity via improved
wayfinding signage.
The importance of boating, water, and water-related activities.
The need for housing that is affordable for all residents, including the workforce.
The importance of sustainable growth to create meaningful employment opportunities
and protect environmental integrity.
Tapestry of Place (Cultural Tourism Strategy)
The Cultural Tourism Strategy for Huntsville and Lake of Bays, completed in 2013, highlights
cultural tourism as a burgeoning marketplace, characterized by visitors who are drawn to the
local environment, history, culture, and arts. Cultural tourists, who often travel more frequently
and spend significantly more per trip than other types of travelers, provide a lucrative
opportunity to develop the area as a cultural hub. Data from the Ontario Arts Council
substantiates this trend, noting that cultural tourists comprised approximately 22% of the 42.8
million overnight trips to Ontario in 2010, spending nearly twice as much as the average
overnight tourist. Notably, the majority of these tourists are baby boomers, a demographic that
is expected to remain financially influential well into the future. Despite increasing competition
from neighbouring communities, this Strategy advocates for a place-based approach over an
attractions-based one. This approach promotes a cohesive cultural experience that
encapsulates the region's rich history, diverse flora and fauna, and unique cultural attributes
such as a relaxed lifestyle and a community-oriented ethos.
The Strategy emphasizes leveraging the natural and cultural heritage of Huntsville/Lake of
Bays to foster a comprehensive cultural tourism experience. Key attributes like the distinctive
local wildlife, the rugged landscape of the Canadian Shield, and the area's rich human heritage
are identified as foundational to this experience.
Lake of Bays Economic Development Strategic Plan | Page 28 of 115
Community Improvement
In 2024, the Township of Lake of Bays adopted a Community Improvement Plan (CIP) aimed at
revitalizing the community through infrastructure enhancement, enhancing community spaces,
and stimulating economic growth. The CIP's primary objectives are to upgrade buildings, streets,
and parks, foster private sector development, and enhance the community's appeal to tourists
and investors. This plan enables the Township to offer incentives such as grants to businesses
for physical improvements and guides municipal enhancements to streets and parks. Focused
on the designated settlement areas of Baysville, Dwight, Dorset, and Hillside, the CIP gathered
community input through surveys and community meetings, which highlighted top priorities
including promoting new businesses, developing multi-unit affordable housing, and enhancing
landscapes.
Key areas addressed in the CIP include improving signage and wayfinding to better direct
visitors to community assets, enhancing pedestrian and cycling infrastructure supported by the
District of Muskoka's Active Transportation Reserve Fund, and addressing parking issues that
may hinder business development. Recommendations also extend to parks and community
facilities, with a focus on streetscape enhancements particularly in Dorset, Dwight, and Baysville
to improve pedestrian access. The Plan advocates for infill development to meet housing goals,
especially in Baysville where existing services can support growth, while suggesting modest
infill projects in other areas. Additionally, the CIP outlines incentive programs aimed at
encouraging private investments into the business community, beautification efforts, and
housing development, all designed to reinforce the Township's economic and community
development objectives.
The Strategy also outlines the area's intrinsic qualities like hospitality, humour, and an authentic,
slow-paced lifestyle which enhance its appeal as a cultural destination. It identifies several key
narratives and themes such as the Anishinaabeg People's Creation Story and Muskoka's
historical significance in Cottage Country, which could be integrated into cultural tourism
offerings. Despite existing strengths like a large visitor base and a variety of cultural events,
challenges such as the underutilization of technology and a lack of dedicated cultural
infrastructure remain. Addressing these through strategic initiatives like establishing a Cultural
Tourism Coordinating Committee and initiating a product development process are
recommended to capitalize on the opportunities and mitigate the threats to developing a
sustainable cultural tourism sector.
Program
Fee Rebate
Project Grant
Loan
Tax Increment Financing
A. Encouraging Expansion and Diversification of Existing Businesses
B. Encouraging Beautification and Visual Appeal
C. Encouraging Housing Development
D. Encouraging Tourism and Business Development
E. Fostering Public Art
Lake of Bays Economic Development Strategic Plan | Page 28 of 115
Parks, Open Space and Recreation Plan
The Parks, Open Space and Recreation Plan, received by the Township of Lake of Bays Council
in March 2023, serves as a comprehensive guide for the development and management of
parks, recreation facilities, and cultural services over a 20-year period. This Plan integrates the
Township's broader economic goals, detailing a phased approach based on extensive
background research and community consultation spanning from Fall 2021 to Winter 2023.
Community feedback emphasized a general satisfaction with current recreation programs,
though many respondents identified a need for improved marketing support, more significant
event offerings, and enhanced business involvement to boost community attractiveness and
tourism. The Plan also recommends the creation of a Program Developer/Coordinator role to
better develop and coordinate community programs and events, and highlights potential
partnerships, such as with the Township of Algonquin Highlands, to expand recreational
opportunities.
Honouring and integrating the rich Indigenous history of the area into the Township's cultural
and recreational offerings was a key element of the Plan. The Plan outlines initiatives for
placemaking and placekeeping that emphasize long-term stewardship of public spaces and
active community engagement, including the development of Indigenous-focused events and
educational programs. Additionally, the strategy addresses the physical infrastructure of
recreation spaces, advocating for enhanced signage, consistent and AODA-compliant branding
across major parks and facilities, and the exploration of additional recreational uses of local
assets such as beaches, waterfronts, and trails. Recommendations also extend to supporting
local arts, culture, and heritage through direct product provision, public realm improvements,
capacity-building, and investment encouragement to bolster tourism, facility development and
enhancement, and community engagement. The comprehensive nature of this Plan aims to
foster a vibrant, culturally rich community that is well-positioned to attract both new residents
and tourists to the Township of Lake of Bays.
Dorset Waterfront Plan and Downtown Study
The Dorset Waterfront Plan & Downtown Study, conducted in 2016, provided a long-term vision
aimed at revitalizing Dorset's waterfront and downtown areas to boost tourism, economic
development, and job creation. Commissioned by the Township of Lake of Bays, the Lake of
Bays Marine Museum & Navigation Society, and the Dorset Community Partnership with
FedNor's funding, the study also involved the Township of Algonquin Highlands due to Dorset's
unique positioning across two municipalities. The comprehensive analysis assessed
opportunities for improvements in pedestrian connectivity, economic growth, and
environmental preservation, highlighting the need for better utilization of public and private
assets to foster sustainable community partnerships. Community feedback from various
consultation activities underscored the challenges of seasonality and highlighted a preference
for more diverse shops, services, and attractions, with suggestions for increased business variety
and improved marketing strategies to enhance the year-round appeal.
Lake of Bays Economic Development Strategic Plan | Page 29 of 115
The Study outlined three strategic land use options to transform Dorset's landscape: a Modest
Approach focusing on immediate, cost-effective enhancements like pedestrian safety and
docking extensions; a Transitional Approach with medium-term, moderate-cost improvements
including all-season structures and better parking facilities; and a Transformative Approach, the
most extensive and expensive, proposing significant developments like new docking facilities
and a revamped skating rink for year-round activity. These options are aimed at not only
enhancing tourist attractions but also ensuring the economic and environmental sustainability of
the waterfront and downtown areas. Additional steps recommended included comprehensive
engineering and Environmental Impact Studies to support these developments. The Study was
accepted but not adopted by the Council.
Official Plan
The Lake of Bays Official Plan (OP), adopted in January 2016, is a strategic policy document
guiding the development within the Township of Lake of Bays in collaboration with the District
Municipality of Muskoka. As a critical tool for municipal governance, the OP sets forth policies to
manage land use, the provision of municipal services and facilities, and the regulation of land
development over a 20-year period, ensuring the Township's growth is orderly, sustainable, and
harmonious with existing land uses. The OP is comprehensive, encompassing a variety of land
uses within the municipal boundary, including community, rural, and waterfront areas, and
emphasizes the maintenance of the unique character and values of each designation while
accommodating necessary growth and development.
The OP outlines specific objectives and policies across thirteen categories, such as environment,
economy, settlement & growth, and cultural heritage, aiming to enhance the quality of life,
preserve natural and cultural assets, and stimulate economic growth. Significant focus is given
to maintaining environmental integrity, fostering economic development that complements the
Township's economic base, enhancing community vitality, and supporting sustainable growth in
designated areas. Additionally, the OP prioritizes the conservation of waterfront areas,
development of recreational and cultural facilities, and the protection of natural resources.
Regular reviews, mandated by the Planning Act, are required to ensure the OP remains relevant
and effective in achieving its long-term goals. The Township is in the process of updating the
Official Plan, and the goals of this initiative should be considered as policy is updated.
Muskoka Second Home Study
The Muskoka Second Home Study, completed in June 2023, provides a comprehensive analysis
of the seasonal residents in the District of Muskoka, capturing their demographics, spending
habits, and recreational activities, thereby offering insights into their significant economic and
cultural impact on the region.
Lake of Bays Economic Development Strategic Plan | Page 30 of 115
This study, which now includes questions about healthcare, waste management, and Muskoka
Airport usage, highlights that second homes represent about 47% of Muskoka's dwelling units,
with considerable variation across its municipalities. The Township of Lake of Bays, noted for the
largest increase in second homes since the previous survey, demonstrates the area's growing
appeal, particularly for available waterfront properties.
The Study reveals diverse interactions between seasonal residents and local amenities, showing
increased usage of parks and conservation areas and a consistent engagement with boating
and other water-related activities. However, there has been a decline in the use of libraries and
community centers, likely influenced by social distancing measures in place in the recent past
at the time of the Study. Significantly, while the majority of seasonal residents make their
common purchases within Muskoka, there's a noted preference for shopping outside the region
for variety. This study, vital for its role in shaping local economic and service strategies, sets the
stage for subsequent surveys intended to continually adapt and respond to the evolving needs
and patterns of Muskoka's seasonal population.
Muskoka Workforce Development Strategy
In May 2024, the District of Muskoka adopted a comprehensive Regional Workforce
Development Strategy and Implementation Plan, following thorough community engagement
including surveys, stakeholder interviews, and discussions with businesses and workers. This
Strategy aims to address the myriad of challenges facing Muskoka's workforce -- such as
housing accessibility, cost-of-living issues, and labour shortages -- through a multifaceted
approach emphasizing the attraction, retention, and training of workers. This initiative took into
account the region's unique demographic challenges, like lower average incomes and a higher
prevalence of part-time and seasonal employment, and seasonal demand for housing, which
compound these workforce issues.
The Strategy delineates three strategic goals: enhancing coordination and leadership to support
workforce initiatives, creating conditions favourable for worker attraction and retention, and
building a talent pipeline for regional employment opportunities. These goals target both unique
and common regional challenges and are aimed at fostering a robust ecosystem for workforce
development. A key component of the Strategy's success is the effective implementation of
these goals, particularly the first goal, which focuses on providing essential coordination and
leadership. The Strategy recommends a collaborative approach with local partners to leverage
a broader range of expertise, resources, and communication strategies, and has established an
initial plan for resource allocation to kickstart these efforts.
Lake of Bays Economic Development Strategic Plan | Page 31 of 115
Lake of Bays 2017 Economic Development
Strategy
The 2017 Lake of Bays Economic Development Strategy served as a comprehensive roadmap
for enhancing the township's economic landscape through targeted actions and collaborative
efforts among township staff, community organizations, and local businesses. The Strategy was
developed through extensive consultations, including data analysis, interviews, online surveys,
and community summits, culminating in a robust plan with actionable items set for
implementation across immediate, short, and medium-term timelines.
Structured around five strategic themes -- Business Support & Development, Communications,
Marketing & Branding, Community Infrastructure, Tourism, and Workforce Development,
Retention, and Attraction -- the Strategy outlines specific objectives and 22 detailed action
items. These include annual reviews of investment readiness, updates to the community profile,
the creation of business directories and an industrial/commercial land inventory, and strategies
for enhancing broadband access and diversifying housing options. Additionally, it emphasizes
the importance of tourism through the development of a travel guide and wayfinding signage,
alongside initiatives aimed at bolstering workforce development through training and rural
transportation solutions. This Strategy represented a focused effort to propel economic growth,
improve community infrastructure, and enhance the overall quality of life in the Township of
Lake of Bays.
Lake of Bays Economic Development Strategic Plan | Page 32 of 91158
Consultation Overview
Community engagement and consultation were crucial in developing this Strategy, offering
unique insights and perspectives from community members, stakeholders, and partners.
Discussions with residents, local leaders, municipal staff, community service organizations, and
businesses highlighted the Township's economic strengths and identified challenges that could
hinder growth and evolution, thereby shaping the direction of the Strategy.
By actively involving local stakeholders and residents, a deeper understanding of their
perspectives was achieved. This ensures that strategic initiatives accurately, effectively, and
authentically reflect the economic landscape of the Township of Lake of Bays. Furthermore,
meaningful engagement fosters community collaboration and a shared commitment to the
Township's growth.
Survey Highlights
Seven questions were posed to the community to gather information about their economic
development needs and insights. The survey, designed to collect this information, received 275
responses from residents, seasonal residents, businesses, and local organizations.
0
20
40
60
80
100
120
140
Year-round resident of Lake of Bays
Seasonal resident of Lake of Bays
Business in Lake of Bays
Local organization in Lake of Bays
Q1 I AM A:
6
31
124
114
Of the responses received, approximately 114 were year-round residents of the Township of
Lake of Bays, 124 were seasonal residents, 31 were businesses, and 6 represented local
organizations.
Lake of Bays Economic Development Strategic Plan | Page 33 of 115
0
10
20
30
40
Under 18
18-24
25-34
35-44
45-54
55-64
65 or older
HOW OLD ARE YOU?
The majority of resident respondents were over the age of 65 (37%), followed by 29%
between the ages of 55-64, and 19% between the ages of 35-44.
ANSWERED: 79 SKIPPED: 196
RESIDENTS
36.71%
29.11%
10.13%
18.99%
3.80%
1.27%
0
10
20
30
40
50
60
Less than 1 year
1-5 years
6-10 years
More than 10 years
HOW MANY YEARS HAVE YOU BEEN A RESIDENT IN THE TOWNSHIP OF LAKE OF BAYS?
56% of respondents had been a resident of Lake of Bays for over 10 years.
ANSWERED: 80 SKIPPED: 195
56.25%
20.00%
20.00%
3.75%
0
10
20
30
40
50
Employed Full-time
Employed Part-time
Unemployed
Student
Retired
Other (please specify)
WHAT IS YOUR EMPLOYMENT STATUS?
Of the resident survey respondents, 46% were employed full-time, 10% employed part-time
and 37% retired.
ANSWERED: 81 SKIPPED: 194
7.41%
37.04%
9.88%
35.68%
Lake of Bays Economic Development Strategic Plan | Page 34 of 115
0
10
20
30
40
Very satisfied
Satisfied
Neutral
Dissatisfied
Very dissatisfied
Not applicable to me
HOW SATISFIED ARE YOU WITH THE CURRENT JOB OPPORTUNITIES IN THE TOWNSHIP
OF LAKE OF BAYS?
ANSWERED: 80 SKIPPED: 195
38.75%
10.00%
5.00%
32.50%
10.00%
3.75%
14% of residents were satisfied or very satisfied with current job opportunities in the
Township of Lake of Bays, 15% were dissatisfied or very dissatisfied with the current job
opportunities. 32% considered themselves neutral and the remaining respondents felt the
question was not applicable to them. Residents who were most satisfied with employment
opportunities were those who were employed full-time or self employed. It was noted that
there were available jobs in Lake Bays although many of those were seasonal. There were
suggestions from respondents that more and diverse businesses were needed.
0
10
20
30
40
50
60
Less than 5 times
5-10 times
11-20 times
More than 20 times
ON AVERAGE, HOW MANY TIMES DO YOU VISIT RECREATIONAL AMENITIES,
ATTRACTIONS, RESTAURANTS, OR SHOPS IN THE TOWNSHIP OF LAKE OF BAYS PER
MONTH?
ANSWERED: 80 SKIPPED: 195
51% of residents visit recreational amenities, attractions, restaurants, and shops in the
Township of Lake of Bays less than 5 times a month, 32% visit between 5- 10 times a month.
On average 17% of resident respondents visit recreational amenities, attractions, restaurants,
and shops outside of the Township of Lake of Bays more than 20 times, 16% visit 11 to 20
times per month, and 35% visit five to 10 times per month.
Resident respondents identified the top economic development priorities to them. They are
as follows:
8.75%
7.50%
32.50%
51.25%
Lake of Bays Economic Development Strategic Plan | Page 35 of 115
Small Business Support
1
Attracting new retail and service businesses to the community
2
Affordable housing
3
Attracting or creating new events and festivals for the community
4
Infrastructure improvements (such as roads and internet)
5
Access to health care services
6
Beautifying Lake of Bays communities
7
Creating more interesting and fun public spaces
8
Helping businesses stay open or attracting businesses that are open on a year
round basis
9
Environmental sustainability initiatives
10
Education and skills training
11
Attracting new jobs to the community
12
Tourism and cultural development
13
Communication with residents about businesses and events in the community
14
0
10
20
30
40
Very satisfed
Satisfied
Neutral
Dissatisfied
Very dissatisfied
HOW SATISFIED ARE YOU WITH THE AVAILABILITY OF ESSENTIAL SERVICES IN THE
TOWNSHIP OF LAKE OF BAYS (EG. HEALTHCARE, GROCERY STORES, SCHOOLS)?
ANSWERED: 82 SKIPPED: 193
14.63%
19.51%
35.37%
25.61%
4.88%
Satisfaction amongst residents' survey respondents with the availability of essential services
in the Township of Lake of Bays, such as health care, grocery stores and schools, was mixed.
5% of respondents indicated they were very satisfied, 26% of respondents indicated they
were satisfied, 35% indicated they were neutral, 20% indicated they were dissatisfied and 15%
indicated that they were very dissatisfied. In particular, more diverse grocery options was
cited as something respondents would like to see more of, as well as, hardware stores,
veterinarians, healthcare providers, restaurants and a more diverse retail and service mix.
Lake of Bays Economic Development Strategic Plan | Page 36 of 115
In regards to specific attractions, events, or public space improvements respondents would
like to see, a number of respondents suggested enhancing existing festivals, adding off-
season festivals, creating public art, and adding more family recreation spaces, be it in the
library or children's playground.
0
10
20
30
40
50
Employed, full-time
Employed, part-time
Unemployed
Student
Retired
Other (please specify)
WHAT IS YOUR EMPLOYMENT STATUS?
ANSWERED: 106 SKIPPED: 169
SEASONAL RESIDENTS
4.72%
48.11%
12.26%
34.91%
Of seasonal resident respondents to the survey, 35% were employed full-time, 12%
employed part-time, and 48% retired.
51% of seasonal resident survey respondents were over the age of 65, 36% were between
the ages of 55-64, and 8% were between the ages of 45-54.
0
20
40
60
80
100
Less than 1 year
1-5 years
6-10 years
More than 10 years
HOW MANY YEARS HAVE YOU BEEN A SEASONAL RESIDENT IN THE TOWNSHIP OF
LAKE OF BAYS?
ANSWERED: 106 SKIPPED: 169
84% of seasonal resident survey respondents have been seasonal residents for more than 10
years.
83.96%
3.77%
9.43%
2.83%
Lake of Bays Economic Development Strategic Plan | Page 37 of 115
0
10
20
30
40
50
60
Less than 5 times
5-10 times
11-20 times
More than 20 times
ON AVERAGE, WHEN RESIDING IN THE TOWNSHIP, HOW MANY TIMES DO YOU VISIT
RECREATIONAL AMENITIES, ATTRACTIONS, RESTAURANTS, OR SHOPS IN THE
TOWNSHIP OF LAKE OF BAYS PER MONTH?
ANSWERED: 106 SKIPPED: 169
20.75%
41.51%
22.64%
15.09%
When asked how frequently seasonal residents visit recreational amenities, attractions,
restaurants, or shops in the Township of Lake of Bays per month, 42% indicated 5-10 times a
month, 23% visit 11-20 times a month, 21% visit less than 5 times a month, and 15% visit more
than 20 times per month. When asked about how many times they visit those same
amenities outside of the Township per month, 51% indicated less than 5 times.
Seasonal resident survey respondents were asked to rank their top economic development
priorities. Priorities were ranked in the following order:
Small business support
1
Attracting new retail and service businesses to the community
2
Attracting or creating new events and festivals for the community
3
Affordable housing
4
Access to health care services
5
Beautifying Lake of Bays communities
6
Infrastructure improvements (such as roads and public transit)
7
Environmental sustainability initiatives
8
Creating more interesting and fun public spaces
9
Helping businesses stay open or attracting businesses that are open on a year
round basis
10
Education and skills training
11
Tourism and cultural development
12
Attracting new jobs to the community
13
Communication with residents about businesses and events in the community
14
Lake of Bays Economic Development Strategic Plan | Page 38 of 115
Seasonal residents are generally satisfied with their current access to services in the
Township of Lake Bays, with 13% of respondents indicating that they are very satisfied, 36%
indicating that they are satisfied, and 35% indicating they are neutral. Less than one percent
of respondents indicated that they were very dissatisfied. When asked about what retail or
services they would like to see more of, restaurants and cafes, grocery, gas stations,
hardware, health care, general retail, and animal care all received multiple mentions. When
asked about recreational amenities and attractions that they would like to see in the
community, seasonal residents also indicated more parks and recreational spaces such as
pickle ball courts or spaces to socialize.
Seasonal residents were asked about when they were normally utilizing their property in the
Township of Lake of Bays. The top answers were, unsurprisingly, July and August, both with
97% of respondents indicating that they were in the Township during that time. 92% of
residents indicated they visited the Township in September, followed by 91% of respondents
in June, and 78% in May and October. Beyond those months visitation drops off significantly,
with 38% of respondents visiting in April.
0
20
40
60
80
Natural beauty and outdoor activities
Family connections or heritage
Retirement
Job opportunities
Investment property
Other (please specify)
WHAT MOTIVATED YOU TO BECOME A SEASONAL RESIDENT IN THE TOWNSHIP OF
LAKE OF BAYS? (SELECT ALL THAT APPLY)
ANSWERED: 105 SKIPPED: 170
71.43%
57.14%
8.57%
7.62%
6.67%
71% of seasonal residents survey respondents indicated natural beauty, and outdoor
activities were their primary motivator for locating within the Township of Lake of Bays. 57%
indicated they were here due to family connections or heritage.
0
10
20
30
40
Less than $5,000
$5,000 - $15,000
$15,001 - $30,000
Job $30,001 - $50,000
More than $50,001
ON AVERAGE, HOW MUCH MONEY DO YOU ESTIMATE YOU SPEND ANNUALLY IN THE
TOWNSHIP OF LAKE OF BAYS? (INCLUDE HOUSING, GROCERIES, DINING, SHOPPING,
AND OTHER NON-TAX RELATED EXPENSES)
ANSWERED: 105 SKIPPED: 170
20.00%
37.14%
20.95%
12.38%
9.52%
Lake of Bays Economic Development Strategic Plan | Page 39 of 115
0
10
20
30
40
50
None
1-4
5-10
11-49
50+
HOW MANY EMPLOYEES DO YOU HAVE?
ANSWERED: 18 SKIPPED: 257
BUSINESSES
22.22%
44.44%
16.67%
11.11%
5.56%
When seasonal residents were asked how much they spend annually, on average, within the
Township of Lake of Bays, 37% of survey respondents spent between $5,000 and $15,000,
21% spent between $15,001 and $30,000, and 20% indicated they spent less than $5,000.
The majority of business survey respondents were small with 44% having 1-4 employees,
22% having no employees, and only one firm indicating that they had over 50 employees.
78% of businesses who responded to the survey have been operating in the community for
more than 10 years.
0
10
20
30
40
50
60
70
Access to customers
Access to suppliers
Access to workforce
Access to skills and training
Infrastructure
Township makes it easy to do business
Collaborative business community
Good networking opportunities
Access to business development
Sustainability and Environmental initiatives
Cost of doing business
Other (please specify)
WHAT ARE THE KEY STRENGTHS OF LAKE OF BAYS AS A PLACE TO DO BUSINESS?
(SELECT ALL THAT APPLY)
ANSWERED: 18 SKIPPED: 257SKIPPED: 257
66.67%
5.56%
22.22%
22.22%
16.67%
11.11%
11.11%
5.56%
27.78%
0
10
20
30
40
50
60
70
Access to customers
Access to suppliers
Access to workforce
Access to skills and training
Infrastructure (such as roads, phones, etc.)
Township makes it easy to do business
Collaborative business community
Good networking opportunties
Access to business development
Sustainability and Environmental initiatives
Cost of doing business
Other (please specify)
WHAT ARE THE KEY STRENGTHS OF THE TOWNSHIP OF LAKE OF BAYS AS A PLACE
TO DO BUSINESS? (SELECT ALL THAT APPLY)
ANSWERED: 18 SKIPPED: 257
66.67%
5.56%
22.22%
22.22%
16.67%
11.11%
5.56%
27.7%
11.11%
Lake of Bays Economic Development Strategic Plan | Page 40 of 115
When asked about the key strengths of the community as a place to do business, 67% of
business respondents selected access to customers; 22% selected infrastructure such as
roads, phone, and internet; 22% also selected the Township making it easy to do business,
including answering questions, and the building and permitting process; and 16% of
respondents selected a collaborative business community.
0
20
40
60
80
Access to customers
Access to suppliers
Access to workforce
Access to skills and training
Infrastructure
Doing Business with the Township
Collaborative business community
Good networking opportunties
Access to business development
Sustainability and Environmental initiatives
Cost of doing business
Seasonality of business
Other (please specify)
WHAT ARE THE KEY CHALLENGES YOU FACE DOING BUSINESS IN THE TOWNSHIP OF
LAKE OF BAYS? (SELECT ALL THAT APPLY)
ANSWERED: 18 SKIPPED: 257
When asked about top challenges as a place to do business, 78% of respondents selected
the seasonality of business; 56% of respondents selected access to workforce; 39% selected
doing business with the Township; 33% selected the cost of doing business; and 28%
selected access to business development resources.
Business survey respondents identified the most important economic development needs
as:
Small business support
1
Affordable housing
2
Attracting new retail and service businesses to the community
3
Infrastructure improvements (such as roads and public transit)
4
16.67%
22.22%
55.56%
22.22%
22.22%
38.89%
11.11%
11.11%
27.78%
16.67%
33.33%
77.78%
16.67%
Attracting or creating new events and festivals for the community
5
Helping businesses stay open or attracting businesses that are open on a year
round basis
6
Lake of Bays Economic Development Strategic Plan | Page 41 of 115
Access to health care services
7
Beautifying Lake of Bays communities
8
Creating more interesting and fun public spaces
9
Education and skills training
10
Environmental sustainability initiatives
11
Tourism and cultural development
12
Attracting new jobs to the community
13
Communication with residents about businesses and events in the community
14
0
10
20
30
40
50
60
70
Access to low-interest loans or grants
Assistance with business planning
Marketing and advertising support
Access to skilled labour or workforce
Technology and digital tools training
Export/import guidance
Regulatory compliance assistance
Networking opportunities
Other (please specify)
WHICH OF THE FOLLOWING SUPPORT AND RESOURCES WOULD HAVE THE MOST
SIGNIFICANT POSITIVE IMPACT ON YOUR BUSINESS'S SUSTAINABILITY AND
GROWTH? (SELECT ALL THAT APPLY)
ANSWERED: 18 SKIPPED: 257
27.78%
27.78%
61.11%
55.56%
33.33%
5.56%
11.11%
33.33%
16.67%
When asked about support that would be most helpful for their business, 61% of
respondents identified marketing and advertising support, 56% identified access to skilled
labour or workforce development programs, and 33% identified technology and digital tool
training, as well a,s networking with other businesses. Additionally, 28% of respondents
identified that access to low interest loans or grants, and assistance with business planning
and strategy would be helpful to their business. These could be considered as part of
potential business development support provided to the community, in partnership with key
stakeholders and partners.
Lake of Bays Economic Development Strategic Plan | Page 42 of 115
0
10
20
30
40
50
60
Networking opportunities
Shared training and skills development
Shared marketing efforts
Education on becoming an employer
Education on technology and automation
Information on funding and loans
Information on business development
Information on workforce development
Other (please specify)
WOULD YOU BE INTERESTED IN ACCESSING ANY OF THE FOLLOWING POTENTIAL
BUSINESS DEVELOPMENT OPPORTUNITIES FOR YOUR BUSINESS?
ANSWERED: 17 SKIPPED: 258
58.82%
52.94%
52.94%
35.29%
23.53%
47.06%
29.41%
41.18%
5.88%
59% of business respondents were interested in partaking in networking opportunities, 53%
were interested in partaking in shared training and skills development for staff, as well as,
shared marketing efforts, 47% of businesses were interested in information on funding and
loans, 41% of businesses were interested in information on workforce development best
practices, and 35% were interested in education on becoming an employer of choice. These
could be considered as part of potential business development support provided to the
community, in partnership with key stakeholders and partners.
94% of respondents indicated that email was their preferred choice of communication.
Organizations
There was not enough usable data from responding organizations to provide a meaningful
summary. Feedback provided was reviewed, summarized, and incorporated as part of the data
analysis process.
Key Consultation Themes
The following section provides an overview of the key themes identified through the data
collection process. Long-form summaries of these themes can be found in Appendix B.
Themes are shared under a framework that identifies them as strengths, weaknesses, or
opportunities to guide the development of the updated strategy. Each theme is accompanied
by a high-level summary of commentary from the data.
STRENGTHS
Lake of Bays Economic Development Strategic Plan | Page 43 of 115
No specific threats were identified as part of the consultation process so none are included as
part of the key themes section, however there are consistent external threats that can impact
any local economy, including that of Lake of Bays. These include things like changes to federal
and provincial government policy and spending, supply chain impacts on local businesses,
climate change, changes in the value of the Canadian dollar, or the unknowns, like a global
pandemic.
Lake of Bays is celebrated for its enviable natural surroundings, integral to the area's charm
and critical for the livelihoods of local businesses, including artisans and tourism operators.
The community prioritizes environmental preservation and is increasingly attentive to the
impacts of climate change, emphasizing proactive measures to safeguard both the
economy and the environment. There is an opportunity to partner with organizations such
as Simcoe Muskoka District Health Unit to operationalize climate change adaptation and
mitigation.
Natural Beauty/Environment
Lake of Bays sees a substantial number of seasonal residents, greatly outnumbering
permanent ones. These residents, often skilled and well-connected, positively impact the
community and drive demand for environmental advocacy, dining, shopping, and
entertainment. As they near retirement, their economic contribution grows, leading to an
increased need for at-home services such as trades, property management, and
healthcare. There's a noted interest among these residents for a service directory to
facilitate access to these local services.
Seasonal Residents
Highway 60 is a crucial route through Hillside and Dwight in Lake of Bays, linking Central
Ontario to Ottawa and Algonquin Park, which saw over a million visitors in 2022. This road
offers local businesses a chance to benefit from the heavy camper traffic. Yet, enhancing
this corridor to improve the sense of arrival and community engagement necessitates
extensive consultations with the Ministry of Transportation (MTO), as it manages the road.
Highway 60
Algonquin Park, a world-class tourist destination near Dwight, attracts over a million visitors
yearly and offers extensive outdoor recreation, supported by local businesses along
Highway 60. Arrowhead Provincial Park, located close to Dwight and Hillside, welcomes
almost 300,000 visitors annually, providing camping and trails. Bigwind Lake Provincial
Park, south of Baysville, is set to be the newest full-operating park and is planning to open
with 250 car campsites and recreational amenities.
Provincial Parks
Lake of Bays Economic Development Strategic Plan | Page 44 of 115
Stakeholders are dedicated to supporting the Township of Lake of Bays businesses but
face challenges in engagement due to geographical distances. They aim to increase
engagement and involvement within the community and welcome partnership
opportunities. Regional economic development activities, taking place in partnership with
other Muskoka municipalities present an attractive avenue for regional promotion and
workforce development and should be continued.
Regional Partners - Economic Development Stakeholder Community
WEAKNESSES
The Township faces significant affordable housing issues, with a critical shortage of rental
options due to the prevalence of short-term rentals. High housing costs and restrictive lot
sizes further hinder the development of new, more affordable housing solutions,
challenging workforce attraction and retention.
Affordable Housing
The Township of Lake of Bays has no public or private transit, limiting job access for lower-
wage workers and preventing residents, particularly young people, from easily reaching
essential services in larger centers without a vehicle.
Transit
Businesses in the Township of Lake of Bays struggles to attract and retain workers,
especially for tourism and seasonal industries, due to inadequate housing and lack of
transit. Full-time, year-round employment with competitive wages tends to attract more
stable staffing. The community's aging population and limited job prospects deter younger
residents, while issues with diversity and inclusion challenge newcomer integration. Retired
and semi-retired residents present an underutilized workforce potential.
Workforce
The Township faces an aging demographic and a lack of appealing and diverse
employment prospects for youth, who often turn to nearby larger communities for social
and recreational activities due to insufficient local amenities.
Youth
The four communities in the Township lack a clear sense of arrival, as commercial zones
are not prominently placed to attract visitors or engage residents.
Sense of Arrival
Lake of Bays Economic Development Strategic Plan | Page 45 of 115
The Township of Lake of Bays has a small business community, offering under 1,500 jobs
primarily in tourism, construction, and arts, with notable employment in wholesale trade
and food services. Despite a range of sectors, the employment across industries is limited
and, in some sectors, heavily affected by seasonal fluctuations.
Diversity of Businesses
In the Township of Lake of Bays, seasonality heavily influences business operations, with
most activity concentrated in the 10-12 week summer peak. This seasonal peak challenges
businesses, requiring extensive off-season preparations like staffing and property
maintenance. Despite some extension into the fall, significant drops in visitation from
November to April sharply reduce demand, especially in retail, and tourism sectors.
Seasonality
In the Township, wages for many jobs do not match the cost of living, with many holding
the perspective that employment is typically lower-paying and seasonal. Residents express
a desire for more sustainable, year-round job opportunities. Conversely, employers
providing well-paying, year-round positions experience fewer issues in attracting and
retaining staff.
Job Quality
Public access to Lake of Bays' waterfront is limited to just a few designated areas like
Dwight Beach, Norway Point and Dorset Beach Park, which restricts opportunities for non-
waterfront property owners and visitors. This limited access is often perceived as being
preferred by waterfront property owners, but limits the recreational enjoyment of all
residents and visitors.
Access to the Lakes
The Township of Lake of Bays is currently not a diverse community, which hampers efforts
to attract immigrant investment and influences resident perceptions of minority visitors.
The community perceives that day-trippers from the Greater Toronto Area use local
amenities without contributing economically. There is a belief that encouraging immigrant
entrepreneurs to establish businesses could help fill existing gaps, fostering greater
investment and enhancing the area's vibrancy, as has been a recent trend in rural areas.
However, the community needs to establish itself as a more welcoming place to ensure
the sustainability of any newcomer investment.
Diversity of Community
Lake of Bays Economic Development Strategic Plan | Page 46 of 115
OPPORTUNITIES
District Road 117 and Highway 35 was at one time marketed as the "scenic shortcut" to
Algonquin Park. The drive itself is beautiful and connects the communities of Baysville,
Dorset, and Dwight and its many assets. There is the opportunity to revisit establishing
marketing and promotions to direct traffic travelling along Highway 11 to Algonquin Park
through this route.
District Road 117 and Highway 35: The "Shortcut" to Algonquin Park
The Township of Lake of Bays has opportunities to improve clarity and support for
development by promoting a clear vision for desired investments and developments
through policies, messaging, and incentives. Despite advancements like an online
permitting system and a streamlined Community Planning Permit System, the
development process is still perceived as confusing and costly by some. This presents a
chance for public education to simplify and explain these procedures more effectively,
building on the recent surge in construction activity.
Enhance Planning and Building Processes
Engagement within the Township's business community is notably low, evidenced by poor
participation in focus groups and the survey. Businesses report feeling disconnected from
local and regional economic development activities since the discontinuation of a
newsletter and regular pre-COVID meetings with other businesses, Township staff, and
council. These meetings, which facilitated action coordination and community networking,
are greatly missed. There's a strong opportunity to reinstate these gatherings and improve
communication channels, which could enhance connectivity not only within individual
hamlets but across the entire Township, supporting broader economic and community
development strategies.
Engagement With and Between Business Community
The aging population in the Township offers both challenges and opportunities. Retirees
represent a potential part-time workforce, providing an opportunity to stay active.
Additionally, the growing need for home and health care services in this rural area
highlights opportunities for innovation in service delivery and strategic investments to
support aging at home and fill workforce gaps.
Aging Population
Lake of Bays Economic Development Strategic Plan | Page 47 of 115
Since COVID-19, residents of the Township, particularly in Baysville, have perceived a
decline in retail and service options. Residents express a strong desire for more diverse
shopping choices, including general stores, groceries, waterfront restaurants, and cafes, as
well as a range of services like veterinary, hardware, home maintenance, landscaping,
trades, elder care, health care, and education. This demand represents an opportunity to
revitalize and expand the local retail and service sectors.
Retail and Service Development
Currently, the Township of Lake of Bays lacks a proactive strategy for attracting
investment. There exists a notable opportunity to launch a targeted investment attraction
campaign to address the identified retail and service gaps. A potential focus for this
campaign could be attracting newcomers to Canada, leveraging their unique perspectives
and entrepreneurial potential to enrich the community's economic landscape.
Opportunity for Targeted Investment Attraction Campaign Related to Opportunities
Lake of Bays is home to renowned artists and an active theatre scene, yet lacks a
dedicated venue, leading to the creative use of spaces like churches. Developing a
specialized venue using existing community assets could boost local arts engagement. The
Lake of Bays Arts Loop, aimed at increasing gallery visits, would benefit from more
effective promotion. There's also potential to support artists whose workshops thrive
elsewhere but lack local attendance, suggesting a need for better marketing and
transportation solutions for visitors from areas like the GTA. Implementing the decade-old
cultural strategy and improving infrastructure and promotion could significantly enhance
the local cultural sector and attract more visitors.
Arts and Culture
The Township of Lake of Bays boasts a robust tourism sector, with many long-standing
lodges and a high concentration of tourism-related businesses. While some establishments
benefit from multi-generational repeat guests and traditional practices, there's significant
untapped potential in enhancing marketing and developing experiences around local arts,
history, and natural attractions like the S.S. Bigwin and Dwight Beach. Currently, the area
suffers from a lack of coordinated marketing efforts, presenting an opportunity to better
promote these assets and expand the tourism offerings.
Tourism
The Township has a listing of available properties on their website, but overall land and
space for, in particular, industrial use, is limited, and servicing is lacking in the Township.
Land for Commercial and Industrial
Lake of Bays Economic Development Strategic Plan | Page 48 of 115
Many of the seasonal residents in the Township of Lake of Bays are high-powered business
owners or advisors on a national or global scale. The knowledge and expertise around the
lake is a huge asset - it is important to discover how to better engage those individuals in
supporting strategic growth and development in Lake of Bays.
Knowledge and Expertise Around the Lake
The Township of Lake of Bays features four unique communities, previously marketed
under common themes. Consultations suggest highlighting each area's distinctiveness
instead, enhancing their individual appeal and attracting visitors looking for varied
experiences.
Four Hubs
Businesses are seeking clearer assistance with planning processes and a well-defined
vision for investment from the Township. Enhancing communication with the business
community around the Township's development processes would help businesses better
prepare for the application process and align expectations regarding costs, timelines, and
processes. The development of the Community Improvement Plan, aimed at encouraging
reinvestment in the Township's four communities, represents a step towards supporting
local businesses and enhancing public spaces.
Business Friendly Attitude
Businesses in off-corridor areas like Baysville and Dorset feel unnoticed, lacking visibility
from the main Highway 60 traffic. Enhancing marketing efforts to better link these
communities with the main tourism activities along the Highway 60 corridor could
significantly raise awareness of Lake of Bays' offerings and improve its identity as part of
the Muskoka region.
Awareness of Lake of Bays
The community highly values the offerings of local libraries and recreation clubs, like the
Baysville Curling Club, which provide engaging programming and social activities for both
full-time and seasonal residents. There is potential to further support and expand these
programs, tailored to community needs, to enhance the quality of life throughout the
Township and enhance the sense of community among residents and seasonal residents
of all ages.
Library, Service, and Recreation Clubs
Short-term rentals (STRs) are on the rise in the Township of Lake of Bays, offering both
challenges and opportunities.
Short-term Rentals
Lake of Bays Economic Development Strategic Plan | Page 49 of 115
The Community Improvement Plan in the Township of Lake of Bays provides financial
support through grants and loans aimed at enhancing local businesses and the
community's overall appeal. Key areas of focus include expanding and diversifying existing
businesses, improving beautification and visual appeal, developing housing, boosting
tourism and business growth, and fostering public art. This plan represents a strategic
opportunity to drive economic and aesthetic improvements across the community.
Community Improvement Plan (CIP)
Although some renters disrupt local life and minimally engage with the tourism economy,
the potential to collect and reinvest Municipal Accommodation Tax (MAT) fees from these
rentals could significantly benefit tourism and placemaking initiatives. There's also an
opportunity to better engage STR guests with local retail, services, and entertainment,
enhancing their experience and integration into the community.
Lake of Bays Economic Development Strategic Plan | Page 50 of 115
Additional Economic
Development Considerations
for the Township of Lake of
Bays
While the Township of Lake of Bays' economy is fairly diversified, the employment base is small
and that can make it more challenging for businesses to expand and for new businesses to
locate in the area, particularly those that might be labour-intensive. Many business owners
chose to locate in the community because they wanted to live in the community, or they had a
family history in the area. Based on consultation and community data, the most viable
investment attraction opportunities currently are those that were small, owner-operator-type
businesses servicing existing marketplaces, such as the tourism industry or the short-term rental
industry, as well as the residents that live here both seasonally and full time. There is also an
opportunity to expand on the Township's existing strength in tourism both through experience,
cultural tourism, and accommodation development, as well as better capitalizing on
transportation corridors to capture tourist-related traffic visiting the parks. Furthermore, with a
focus on preserving and protecting the environment, the Township could position itself as a hub
for green sustainable and environmentally friendly businesses. There are several examples of
those types of businesses that already exist in the community. Lastly, given the rural challenges
facing the business community in terms of workforce and service delivery, there are business
opportunities to further enhance the efficiency and effectiveness of product and service
delivery within these identified sectors.
Sectors of Opportunity
Tourism and Resident Property Maintenance Services
The Township of Lake of Bays is a prime destination for tourists seeking outdoor recreation and
relaxation. The Township is home to seasonal residences, accommodators, and tourism-related
businesses, as well as an increasing number of short-term rentals. This creates a strong demand
for property maintenance services. All these properties require maintenance services ranging
from cleaning to trades, such as plumbing and carpentry, to landscaping. Consultation revealed
that there is demand for these services and in many cases, residents did not know where to find
them. They were met with waits to access trades and property maintenance services, which
presented an opportunity for business development. Attraction of these businesses should
focus on sole proprietors, owner-operators, or those that can operate with a small team
recognizing the staffing shortage that exists within the Township. By attracting these services,
the Township can boost local employment, support small businesses, and solidify its reputation
as a premier destination for both tourists and seasonal residents.
Lake of Bays Economic Development Strategic Plan | Page 51 of 115
In-home Care and Health Services
In-home care and health services represent a vital area of opportunity for entrepreneurs in the
Township of Lake of Bays, particularly given its older-than-average population and the
increasing number of seasonal residents transitioning to permanent residents. As more seniors
choose to age in place, the demand for in-home health care, including medical, personal, and
supportive services is expected to grow. Establishing a robust network of in-home care
providers can ensure that residents receive high-quality, accessible healthcare, improving their
quality of life and allowing them to remain in their homes longer. The consultation revealed that
those trying to access care for elderly parents, or as seniors themselves, struggled to find health
and home care-related services within the Township. This presents a market opportunity for
small sole proprietors, owner-operator-type operations, or those with a small number of
employees to provide home health care and home care services. The increase in seniors within
the Township also presents an opportunity to attract non-home-based public and private
healthcare service providers as well, including those specializing in rural geriatric care, an area
that will continue to grow in coming years. By investing in attracting in-home care and health
services, the Township can enhance its attractiveness as a supportive and thriving community
for both current and future residents.
Tourism Experiences and Accommodation
Tourism experiences and accommodation offer a significant growth opportunity for the
Township of Lake of Bays. The region's breathtaking natural scenery, abundant lakes, and
proximity to Algonquin Provincial Park make it an ideal destination for tourists seeking diverse
outdoor activities and relaxation. Tourism-related industries are already the largest employers in
the Township of Lake of Bays, and the Township is home to many tourism operators and high-
quality and renowned artists, both visual and performing. These operators are already taking
advantage of the natural beauty of the area for inspiration, and leveraging the parks to host
experience-based tourism activities. Travelers are spending more on experiences and
experience-based tourism tends to attract a more affluent traveler, thus creating additional
tourism experiences and accommodation opportunities will attract more visitors to spend
money and time in the community. Additionally, consultation revealed that there were concerns
about the type of visitors using short-term rentals. Increasing the number of tourism
experiences existing in and around the community can help shift the type of tourist visiting the
area from those looking for a traditional cottage weekend on the dock to those looking to
engage in arts, cultural, and nature-based experiences.
Expanding tourism experiences, such as guided nature tours, adventure sports, cultural festivals,
culinary experiences, and arts events, can attract a wider range of visitors and enhance their
stay. Developing a variety of accommodation options, including resorts, boutique hotels, bed-
and-breakfasts, and vacation rentals, will cater to different preferences and budgets,
encouraging longer stays and repeat visits. While accommodators will likely require additional
staff, there are a number of tourism operators that exist in the area offering tours and other
experiences that are sole proprietor owner-operator-based operations.
Lake of Bays Economic Development Strategic Plan | Page 52 of 115
These sorts of operations present the most attractive investment opportunity within the tourism
sector in the Township of Lake of Bays at the moment. Beyond this, it was noted anecdotally
that more new Canadians were visiting the Township from areas like the GTA, but many were
not stopping to shop and explore the community beyond the beach. There is an additional
market opportunity to better service these communities as they visit as both day and overnight
visitors.
Lastly, the Township itself could invest in the development of new tourism products, creating
destination attractions along major transportation corridors, and developing events and festivals
that bring residents and visitors together to celebrate what makes Lake of Bays great.
Cultural Tourism
Cultural tourism, particularly Indigenous tourism, presents a unique and enriching opportunity
for the Township of Lake of Bays. The region's rich Indigenous heritage, rooted in the traditions
and histories of the Anishnaabeg and Haudenosaunee, including the Ojibwe, Odawa, and
Potawatomi Nations, offers a profound cultural experience for visitors. Promoting Indigenous
tourism can involve developing cultural tours, educational programs, traditional arts and crafts
workshops, and storytelling sessions led by Indigenous community members. These
experiences not only provide visitors with a deeper understanding and appreciation of
Indigenous cultures but also create sustainable economic opportunities for Indigenous
communities. By embracing and showcasing its Indigenous heritage, the Township can attract
culturally-minded tourists, foster cross-cultural understanding, and support the preservation
and celebration of Indigenous traditions and knowledge.
Beyond Indigenous history in the Township, the area is also home to a rich settler history,
steeped in the logging and tourism industries. There are many residents and businesses that
have been in the community for generations and there may be an opportunity to build off these
themes for future experience development.
Lastly, the Township lends itself well to arts-related tourism, with a number of renowned artists
based in the community to leverage its natural beauty for inspiration and to draw customers to
the region. There is an existing promotional tool for artists in the community already, via the Arts
Loop website, but more investment and engagement could truly enhance the business
opportunity for artists in the region, both to sell their art, and create enhanced tourism
experiences. A venue for artists to showcase their visual and performance art would help
elevate the profile of the sector and the opportunities that exist. Existing venues could be
shared and/or repurposed for this.
Resident-Focused Retail and Service Businesses
Consultation data revealed that Township of Lake of Bays residents, both permanent and
seasonal, desired additional community-based retail and service amenities to prevent them
from leaving the community.
Lake of Bays Economic Development Strategic Plan | Page 53 of 115
Green/Sustainable/Environmental Business
Township of Lake of Bays residents are passionate about the environment and the community
attracts many sustainability-minded people. Green, sustainable, and environmental businesses
present a promising area of opportunity for the Township, aligning with Canada's 2030 emissions
reduction goals. The Township's abundant natural resources and commitment to preserving its
pristine environment create an ideal setting for eco-friendly enterprises and there are already
examples of local residents developing green and sustainable focused business models
including in construction and in the recreation industry. Encouraging the development of
businesses focused on renewable energy, eco-tourism, and environmentally responsible
products can drive economic growth while contributing to the national objective of reducing
greenhouse gas emissions by 40-45% below 2005 levels by 2030. These businesses can attract
eco-conscious consumers and tourists, boost local employment, and promote sustainable
practices within the community. By fostering a green economy, the Township of Lake of Bays
can enhance its reputation as a leader in sustainability, support Canada's climate action targets,
and provide a model for other communities to follow.
This ranged from more restaurants and cafes to hardware stores to veterinary services, to more
entertainment options. The resident-focus retail and service options present opportunities for
small owner operators interested in self-employment, as the permanent population base
continues to grow.
Businesses That Can Provide Adjacent Innovation in/to These
Sectors
Businesses that can provide adjacent innovation to sectors such as tourism and seasonal
resident property maintenance services, in-home care and health services, tourism experiences
and accommodation, cultural tourism, and green/sustainable/environmental business present
immense opportunities for full-time sustainable employment growth opportunities for Lake of
Bays.
Adjacent innovations could include smart home technologies that enhance property security
and energy efficiency, mobile apps for easy access to property maintenance services, and eco-
friendly landscaping solutions. Companies can also offer integrated service packages that
include regular property inspections, remote monitoring, and automated maintenance
scheduling, making property care seamless for seasonal residents.
Innovations in telehealth can provide remote medical consultations and monitoring, while smart
home devices can assist with daily living activities and ensure safety for aging residents.
Businesses can also develop specialized software to coordinate in-home care services, manage
health records, and streamline communication between caregivers and healthcare providers,
improving the quality and accessibility of care.
Lake of Bays Economic Development Strategic Plan | Page 54 of 115
Businesses can introduce augmented reality (AR) and virtual reality (VR) experiences to enhance
tours and attractions, providing interactive and immersive experiences. Innovations in
sustainable construction can lead to eco-friendly lodging options, such as green-certified hotels
and vacation rentals. Additionally, developing mobile apps for booking, local recommendations,
and virtual tour guides can enhance visitor experiences and convenience.
Technological advancements can be used to create virtual tours and digital storytelling
platforms that share Indigenous history and traditions with a broader audience. Businesses can
also develop partnerships with Indigenous communities to create authentic cultural
experiences, incorporating traditional crafts and practices into tourism offerings. Moreover,
sustainable tourism practices can be promoted through eco-friendly tours and conservation
education programs.
Adjacent innovations in this sector could involve developing renewable energy solutions such
as solar panels and wind turbines tailored for residential and commercial use. Businesses can
also create products from recycled materials, promote sustainable agriculture practices, and
develop waste reduction technologies. Additionally, smart grid technology and energy
management systems can help optimize energy use and reduce carbon footprints.
By encouraging these innovative businesses, the Township can not only enhance its economic
landscape but also align with sustainability goals, creating a thriving, forward-thinking
community that attracts investment and improves the quality of life for its residents.
The Township of Lake of Bays is a small municipality and as such does not have a significant
amount of human resources to dedicate to economic development. However, they have a full-
time position dedicated which should be sufficient to begin implementation of this Strategy. As
initiatives become established and the demand for economic development services grows,
there may be a need to explore additional resources.
The Township should anticipate working closely with partners to leverage their resources and
expertise to support the local business community through different initiatives. The Township of
Lake of Bays already works in partnership with municipalities across the District of Muskoka to
undertake economic development and should continue these efforts to maximize resources
and benefit from the regional economic development ecosystem.
Capacity
Lake of Bays Economic Development Strategic Plan | Page 55 of 115
Existing reports and plans as well as public consultation confirmed that environmental
protection is considered critical to the future of the Township of Lake of Bays. Many residents
chose the Township as a place to reside because of the beautiful landscape and natural
environment. Many businesses also rely on the environment and the natural beauty of the
community to sustain their business, particularly those that are tourism-oriented. As such, any
future economic development within the Township must prioritize the protection of the
environment and sustainability. The value placed on environmental protection also presents an
opportunity to support business development around environmental and green technologies,
having the natural facilities and spaces to do the necessary testing and ground truthing, while
having a ready market within the community that are interested in supporting sustainability.
Environmental Protection
Lake of Bays Economic Development Strategic Plan | Page 56 of 115
5-Year Economic
Development Strategy
This section outlines a 5-year economic development strategy for the Township of Lake of Bays,
which is focused on fostering a thriving community that balances quality of life, economic
vitality, and environmental integrity. The strategy aims to enhance the operational environment
for local businesses, attract strategic investments, and develop the area as a destination for both
residents and visitors. This section presents the vision, goals, objectives, and detailed action
items that guide this comprehensive approach.
The economic development vision for the Township of Lake of Bays is to cultivate a thriving
community where quality of life and economic vitality are harmoniously balanced with
environmental integrity.
The Township of Lake of Bays aims to be a place where businesses not only thrive but also
complement and enhance the local character and natural landscapes. Guided by this vision, the
community is dedicated to fostering sustainable development that benefits residents, attracts
visitors, and supports businesses, all while preserving the unique beauty and ecological health
of the area.
The Vision
Goals, Objectives, and Action Items
GOAL 1: ENHANCE THE OPERATING ENVIRONMENT FOR
BUSINESSES IN LAKE OF BAYS.
This goal seeks to create and support an environment where small and medium-sized
businesses can grow and thrive. It improves connection and communication between the
business community and the Township, builds partnerships to improve connectivity and access
to economic development resources, better connects employers to local and regional
residents, and creates greater awareness of consumer-oriented service businesses within the
community. This goal also seeks to create and promote pathways to future opportunities in the
community for youth, vital to the future sustainability of Lake of Bays. Undertaking these efforts
will enable businesses to connect to the resources, events, businesses, employees, and
information in a more meaningful and accessible manner to achieve the underpinnings of the
goal. Below, the rationale, objectives, actions, timelines, partners, resources, and potential
performance measures are shared. Additional implementation notes that contain the rationale
behind the action and considerations for implementation can be found in Appendix C.
Actions
Timing
Lead
Partners
Resources
Maintain an on-going business visitation
program to better understand business need
s and respond to immediate opportunities and
challenges.
Short
EDO
Muskoka Futures,
Huntsville/Lake o
f Bays Chamber
of Commerce, Musk
oka Small Business
Centre
Staff Time
Continue to enhance the Township website to
become a central resource to share local
, regional, and other important informati
on related to business operation, developm
ent and supports. Engage businesses to pro
vide feedback on usability as part o
f the enhancement process.
Short
EDO
Communications
Staff time, Budget
for convening
Create a committee of business
representatives to provide insight o
n implementation of the Economic Developme
nt Strategy. Ensure diversity on the busin
ess committee where possible (i.e. all sectors and
demographics represented).
Mid
EDO
Muskoka Futures,
Huntsville/Lake o
f Bays Chamber of
Commerce
Staff time, Budget
for convening
Lake of Bays Economic Development Strategic Plan | Page 57 of 115
RATIONALE
Businesses consulted want support for their efforts to grow, both through direct
business development programming, and alignment of Township policies.
Businesses consulted felt that communication with the Township was a challenge and
that it was difficult to navigate challenges or maximize the opportunities before them.
In some cases, they were unaware of or did not understand the Township's
development processes.
The population of the Township of Lake of Bays is aging, and finding available labour
will likely continue to be a challenge in at least the short to mid-term, however, retail
and service gaps also persist.
Many youth envision career paths that take them out of the community.
In the past, there were more organized networking events that connected businesses
across the Township, as well as in their own community. The Township also used to
host quarterly meetings with business leaders. Businesses would like more
connections for business development, partnership, and planning purposes.
There is significant demand for trades, handypersons, and property services in the
community, but residents were mostly finding businesses via word-of-mouth.
Objective: Enhance communication and build a two-way relationship between the Township
and the business community.
Lake of Bays Economic Development Strategic Plan | Page 58 of 115
Re-establish a quarterly newsletter to share
key initiatives and programs from th
e Township, new opportunities for the busine
ss community (i.e. funding), and local and regio
nal events and happenings that would be rele
vant to them.
Mid
EDO
Communications
Staff time
Proposed Performance Measures
Number of meetings with businesses
Number of red flags and green flag issues addressed
Engagement with business resources on the township website
Engagement of Lake of Bays businesses in local and regional economic development initiatives
Objective: Support entrepreneurship in the community, especially for youth.
Actions
Timing
Lead
Partners
Resources
Continue to celebrate and promote business
owners in the community. This could be vi
a purchasing and showcasing their work
in community facilities, creating and hostin
g a video or blog series on the great
and innovative things business owners i
n the Township of Lake of Bays are doing, or
having Council come out to business-centric ev
ents in the community. These celebra
tion and promotion opportunities could
showcase entrepreneurship, or other regio
nal career paths as well.
Short
EDO
Communications
Staff Time, Budget
for celebration an
d promotion initiatives.
Continue to advocate for provision of high-
speed internet across the Township.
Mid
EDO
Council,
Communications
Staff time
Work with partners to promote
entrepreneurship as a career path in schools
and the library.
Mid
EDO
Muskoka Small
Business Centre
, Muskoka Future
s, Library, School
Boards
Staff time, Budget
for initiatives
Work with partners to promote and enable
access to more business developmen
t supports in the community, such as
educational seminars.
Mid
EDO
Muskoka Small
Business Centre
, Muskoka Futures,
Library
Staff time, Budget
for events
Proposed Performance Measures:
Employment growth
Business expansions
Business start ups
Business feedback, anecdotal and sales
% of high-speed internet coverage
Cost of high-speed internet
Youth business start ups
Lake of Bays Economic Development Strategic Plan | Page 59 of 115
Objective: Support workforce development and attraction within the Township.
Actions
Timing
Lead
Partners
Resources
Create opportunities to connect employers to
residents in the Township of Lake of Bays an
d around the region. This could be throu
gh activities like job fairs, networking,
and mentorship.
Short
EDO
Huntsville/Lake of
Bays Chamber o
f Commerce, Town
of Huntsville, YM
CA, SM Skillfo
rce, Regional Workforce Development Committe
Staff time, Budget to
support initiatives
Create a directory of rental housing available
for residents and seasonal employees and lin
k Muskoka Job Board to the Township website.
Short
EDO
Communications
Staff time
Proposed Performance Measures:
Improved awareness of employment resources (# website redirects to job board)
Employer feedback on initiatives, both anecdotal and # of employment positions filled
Resident feedback on initiatives, both anecdotal and # of job connections made
Youth feedback on initiatives, primarily anecdotal
Objective: Enhance connections between businesses in Lake of Bays.
Actions
Timing
Lead
Partners
Resources
Enhance connection between businesses in
the Township of Lake of Bays and the regiona
l business community through support a
nd promotion for regional-level network
ing events. This could include the creation
of a digital platform for businesses to network,
share resources, and collaborate on projects.
Short
EDO
Communications
Staff time, Budget
for potential platform
Facilitate hamlet-level and Township-wide
business networking to better connec
t Township businesses for referrals, learnin
g, and planning purposes.
Mid
EDO
Huntsville/Lake of
Bays Chamber of
Commerce
Staff time, Budget
for events
Proposed Performance Measures
Employment growth
Business expansions
Business feedback, anecdotal
# new partnerships, sales channels ($ value), initiatives
Lake of Bays Economic Development Strategic Plan | Page 60 of 115
Objective: Improve awareness of businesses in the community.
Actions
Timing
Lead
Partners
Resources
Develop a directory of consumer-facing
service businesses to be distributed t
o residents and Lake Associations, by need (i.
e. plumbing, landscaping, plowing, etc.). T
his should be printed and a real-time ver
sion should be housed on the Township website.
Mid
EDO
Huntsville/Lake of
Bays Chamber o
f Commerce, La
ke Associations,
Business community
Staff time, Budget
for any promotion and physical publication
Offer a resident-focused trade show to
showcase local service providers. It i
s recommended this be partnered with we
ll attended events like the Dwight or Baysvi
lle market. Explore ways to enhance the valu
e of the event with a pre or post event worksh
op or business networking opportunity.
Mid
EDO
Huntsville/Lake of
Bays Chamber of
Commerce
Staff time, Budget to
support even
t (Sponsorship
opportunities)
Proposed Performance Measures
Anecdotal feedback from businesses and residents
Digital guide usage
Print circulation vs. usage
Business growth in featured sectors
GOAL 2: ATTRACT, SUPPORT, AND RETAIN STRATEGIC
INVESTMENT INTO THE COMMUNITY.
As the community grows and more seasonal residents become permanent, the demand for
retail and services also increases. Goal 2 aims to attract and retain investment in Lake of Bays to
address immediate and future community needs, and to create value-added employment
opportunities based on existing community strengths. This goal will help the Township prepare
to welcome investment through improved communications on and assistance with navigating
planning and building processes, and by pursuing new investment opportunities. Additionally, it
emphasizes the importance of having the necessary community infrastructure in place to
support this growth. Ultimately, this goal positions the Township to attract meaningful and
strategic investments that enhance the community while protecting the integrity of the
environment. Below, the rationale, objectives, actions, timelines, partners, resources, and
potential performance measures are shared. Additional implementation notes that contain the
rationale behind the action and considerations for implementation can be found in Appendix C.
RATIONALE
Businesses expressed challenges when undertaking the development process, and
ensuring the process is clearly outlined and easy to understand for local business
would encourage development that adds value and is complementary to existing
businesses and community needs.
The Community Planning Permit By-law is now in effect which streamlines the planning
processes Township-wide.
Lake of Bays Economic Development Strategic Plan | Page 61 of 115
Consultation revealed a perception that the Township of Lake of Bays does not have a
lot of year-round, well-paying employment opportunities.
Residents would like to see the retail and service mix improve.
A recent municipal decision has left businesses and residents disappointed with the
outcomes.
Environmental protection and protection of natural assets are important to community
members and businesses.
The Township's Official Plan and Community Planning Permit By-law have strong
policies and provisions that protect the environment, but at times businesses want less
restrictions or don't understand how the existing regulations impact their plans.
The biggest planning and development challenge in the Township is balancing
competing interests between development and preserving and protecting the
environment.
Housing and transit are the two most significant barriers to attracting and retaining a
workforce.
Key areas of opportunity for investment were identified as businesses that provide
high-quality employment in the following subsectors:
Tourism and seasonal resident property maintenance services
In-home care and health services
Tourism experiences and accommodation
Green/sustainable/environmental business
Businesses that can provide adjacent innovation in/to these sectors
Objective: Adopt a business-friendly attitude, where it aligns with the vision and needs of the
community.
Actions
Timing
Lead
Partners
Resources
Develop a clear guideline document that
outlines the support available to businesse
s from the Township.
Short
EDO
Planning
Staff time
Undertake an Official Plan and by-law review to
ensure that planning and development policie
s align with economic development goals a
nd vision, while balancing protection of
the environment. Include consideration
for economic development and the stra
tegic economic development goals of the Tow
nship, as well as the Community Improveme
nt Plan and Parks, Open Space, and Recreation
Strategy in the update to the Township's Official Plan.
Mid
Planning
EDO
Staff time, Budget for
by-law review
Lake of Bays Economic Development Strategic Plan | Page 62 of 115
Establish a concierge service to assist strategic
investment with development processes. Trac
k and publish the performance metrics of the
concierge service to promote transparency.
Long
EDO
Planning
Staff time
Proposed Performance Measures:
# of informational engagements with the business community on planning and development issues
Business satisfaction, anecdotal and follow up survey
Permit values
Measures of environmental protection
Resident satisfaction, anecdotal and future surveys
Business expansions
Business startups
Objective: Better communicate Township Planning and Development processes and successes.
Actions
Timing
Lead
Partners
Resources
Update, promote, and share print and digital
materials that clearly articulate the developmen
t process. Develop clear and conci
se communication material to promote any fut
ure changes to planning processes. Develop an annual event to educate businesses on the planning and development process.
Short
EDO/
Planning
Staff time, Budget for
promotion
Share planning successes (i.e. reduced wait
times for permitting, positive testimonials, etc.
) with the community to change the broad
er perception.
Long
EDO/
Planning
Staff time
Proposed Performance Measures:
Attendance at events
Anecdotal feedback from the business community
# of success stories shared
Objective: Attract investment to the Township of Lake of Bays that provides high-quality
employment and is complementary to the community's industrial strengths, opportunities, and
values to enhance quality of life.
Actions
Timing
Lead
Partners
Resources
Create marketing materials to promote strategic
investment attraction opportunities. Clearl
y articulate the market opportunity and val
ue proposition of locating in the community.
Mid
EDO
Communications
Staff time
Advertise opportunities at relevant trade shows
and publications.
Mid
EDO
Staff time, Budget for
promotional activities
Lake of Bays Economic Development Strategic Plan | Page 63 of 115
Proposed Performance Measures:
New businesses and employment in target sectors
Engagement with investment attraction materials
# of leads (opened and closed)
Objective: Enable the development of workforce attainable housing.
Actions
Timing
Lead
Partners
Resources
Actively promote incentives and opportunities
for workforce-attainable housing developmen
t with developers and employers. This includ
es the Township CIP, and any programs availa
ble from other levels of government.
Short
EDO
Staff time, Budget for
promotional activities
Through the update to the Township's Official
Plan, ensure policy is supportive of th
e development of workforce-attainable housing
in the community.
Mid
EDO
Planning
Staff time
Explore opportunities to support innovative
housing solutions like a community land trust
, with an explicit goal of creating workforc
e-attainable housing.
Long
EDO
Planning, District of
Muskoka, Muskoka
Land Trust
Staff time, Consider
budget or in-kin
d allocations, including
CIP budget
Proposed Performance Measures:
# of new housing units developed
# of rental units
Objective: Work with partners to develop local transportation solutions.
Actions
Timing
Lead
Partners
Resources
Establish a transportation working group with
key community partners, stakeholders
, businesses, and residents to identify and explo
re rural and remote transportation solutions. T
his could include a rideshare program.
Use community surveys and consultation to a
ssess transportation needs and ensure solutions are
user-centered.
Mid
EDO
District of Muskoka,
Town of Hunstville
, Local businesses,
RTO12
Staff time, Budget
for convening
Pilot solutions.
Long
EDO
District of Muskoka,
Town of Hunstville,
Local businesses
Staff time, Budget
to pilot solutions
Proposed Performance Measures:
Committee participation
Resources generated
Solutions piloted and outcomes (i.e. lessons learned, ridership, anecdotal impact)
Lake of Bays Economic Development Strategic Plan | Page 64 of 115
Objective: Support and promote regional economic development efforts that align with the
Township's strategic goals.
Actions
Timing
Lead
Partners
Resources
Support the implementation of the regional
workforce development strategy in the
Township of Lake of Bays.
Short
EDO
District of Muskoka,
Regional Muskok
a municipalities,
SM Skillforce, YM
CA, Georgian College,
School Boards
Staff time, Budget
for partnership
initiatives
Continue to participate with regional municipal
partners to share information, as well as suppor
t Venture Muskoka and other strategic region
al economic development efforts.
Short
EDO
District of Muskoka,
Regional Muskok
a municipalities,
SM Skillforce, YM
CA, Georgian College,
School Boards
Staff time, Budget
for partnership
initiatives
Explore opportunities to partner with the RTO12
Catalyst Housing project to engage ne
w workforce participants in the Township.
Long
EDO
RTO12
Staff time
Proposed Performance Measures:
Linked to metrics from other objectives (new businesses, website visitation, anecdotal feedback from
businesses related to workforce), as aligned with initiatives.
GOAL 3: DEVELOP LAKE OF BAYS AS A DESTINATION FOR
RESIDENTS AND VISITORS.
Lake of Bays boasts natural beauty and a range of unique assets and attractions that contribute
to its strength in the tourism sector. However, the community does not currently fully capitalize
on the benefits of its location in a region known for tourism and its proximity to several provincial
parks that attract over a million visitors annually. Goal 3 aims to establish Lake of Bays as a
premier tourism destination, realizing its full potential.
At the same time, residents in this small community also want to enhance their amenities and
access to entertainment options. Goal 3 also seeks to create a better quality of life for residents,
both permanent and seasonal. It will achieve this by enhancing the quality of public spaces
within the community, creating engaging areas for community life and space, and developing
promotions and products that increase visitation across all seasons, especially during the off-
season. Below, the rationale, objectives, actions, timelines, partners, resources, and potential
performance measures are shared. Additional implementation notes that contain the rationale
behind the action, and considerations for implementation can be found in Appendix C.
Lake of Bays Economic Development Strategic Plan | Page 65 of 115
RATIONALE
The Township of Lake of Bays' largest employer and industry with the highest
concentration of employment is the tourism sector, and there are a number of adjacent
sectors that are dependent on tourism.
More seasonal residents are becoming permanent and are increasingly looking for
more opportunities and experiences to engage in and connect with the community.
The Township of Lake of Bays has many natural and arts and culture assets, with world
renowned artists, however there is very little knowledge, celebration, or promotion of
this within the community.
The Township of Lake of Bays attracts significant thru-traffic enroute to Algonquin Park.
Residents have concerns about over tourism and want to ensure the natural
environment is protected.
The tourism sector has suffered significant setbacks in recent years as a result of
COVID-19.
Objective: Enhance the quality of place and space in the four hamlets of Lake of Bays.
Actions
Timing
Lead
Partners
Resources
Create a detailed implementation plan for the
Community Improvement Plan (CIP).
Short
EDO
Planning
Staff time, budget
for incentives
Implement the MAT tax to enable public space
enhancement, animation, and touris
m promotion.
Short
Finance
EDO
Staff time
Create, beautify, and animate public spaces to
encourage people to visit, gather, and linger i
n hamlets. Leverage local artists to support this.
Mid
EDO/
Parks &
Facilities
Local artists and
musicians
Staff time, budget
for beautification and animation
Create signage and features, like public art, to
capture the potential economic spin-off from th
e many visitors and residents driving the Highw
ay 60, 35, and Muskoka District Road 117 corridors. Involve local artists in the design process for public spaces and signage.
Mid
EDO/
Parks &
Facilities
Local artists
Staff time, budget
for signage and
local art
Create a welcoming environment for
newcomers to Canada, including residents
, businesses, and visitors.
Mid
EDO
District Local
Immigratio
n Partnership (
if approved),
SM Skillfo
rce, Huntsville/La
ke of Bays Chamber of
Commerce
Staff time, budget
for initiatives
Lake of Bays Economic Development Strategic Plan | Page 66 of 115
Explore opportunities to enhance access to the
natural environment, including lakes, waterways
, trails, beaches, and parks.
Mid
Parks &
Facilities
EDO, Planning
Staff time, budget
for improvements
Create a "destination" in Baysville that will attract
visitors to the Village to explore the Village an
d "destination" on foot.
Long
EDO
Planning, various
Township
departments
Staff time, budget
for communit
y engagement a
nd destination
development
Create a "destination" somewhere on or near
Highway 60 in Dwight that will encourage traffi
c to stop and explore the "destination" and t
he Village of Dwight on foot.
Long
EDO
Planning, various
Township
departments
Staff time, budget
for communit
y engagement a
nd destination
development
Proposed Performance Measures:
Business expansion
Business succession
Business start ups
Anecdotal feedback from business community (increased revenue in "off" season)
Visitation at events and festivals
Visitation to public spaces
Objective: Increase day and overnight visitors to Lake of Bays and maximize their community
impact while protecting the natural environment.
Actions
Timing
Lead
Partners
Resources
Develop an arts, culture, heritage, and tourism strategy
to coordinate, develop, and expand related assets in th
e community to maximize visitor spend and impact a
nd celebrate the incredible assets based in the community. This should include a destination management and marketing plan to control the flow of visitors, maximize the benefit of visitation to the community, and minimize the impact on the natural environment. The strategy should include consideration for the impacts of climate change.
Mid
EDO
Local artisans and
performers
, Museums, To
wn of Huntsvil
le, RTO12, Muskoka
Tourism
Staff time, Budget
for strategy
Develop and support the development of off-season
activities, events, and experiences.
Mid
EDO
Parks & Facilities,
Library, RTO 12,
Muskoka Tourism
Staff time, Budget
for event development
Collaborate with partners to enhance Lake of Bays
tourism marketing and promotions efforts.
Mid
EDO
RTO12, Muskoka
Tourism
Staff time, Budget
for promotions
Support the development of spaces that celebrate and
showcase the work of local businesses and history. Thi
s could include an appropriately scaled arts and cultu
re centre to further focus on developing the arts
and culture sector and provide a venue to showcase all l
ocal forms of art and culture.
Mid
EDO
Library, Parks &
Facilities, Loca
l artisans a
nd performers,
Museums, RTO12
Staff time,
budget for facility
development and/or enhancement
Lake of Bays Economic Development Strategic Plan | Page 67 of 115
Identify specific off-season events and initiatives as exam
examples for investment buy-in (i.e. "business in a box".)
Mid
EDO
Huntsville/Lake
of Bays Chambe
r of Commerc
e, Muskoka Small
Business Centre
Staff time, Budget
for intiaitives
Proposed Performance Measures:
Traffic Counts in different seasons
Anecdotal feedback from business community (increased revenue in "off" season)
Vacancy rate across seasons
Visitation at events and festivals
Visitation to public spaces
Engagement with marketing and promotions
Lake of Bays Economic Development Strategic Plan | Page 68 of 115
Concluding Thoughts
As the Township of Lake of Bays looks toward the future, the 5-Year Economic Development
Strategy stands as a guiding document, inspired by a vision of sustainable growth and
prosperity from the community. This Strategy presents the Township of Lake of Bays with a
balanced approach to economic development, environmental stewardship, and community
enhancement.
The extensive engagement process not only shaped this Strategy but also reaffirmed the
passion, readiness, and needs of the community as the Township moves forward together. The
path laid out in this document is designed to be adaptable and responsive to changing
circumstances, ensuring that the Township's approach remains relevant and effective in
meeting the goals identified.
The Township of Lake of Bays is poised at a significant juncture; with the solid foundation of this
Strategy, the Township is ready to tackle existing challenges and embrace new opportunities
that will strengthen the economic landscape. By enhancing the operating environment for
businesses, attracting strategic investments, and developing the Township of Lake of Bays as a
vibrant destination, the Township can ensure that it remains a place of opportunity, enjoyment,
and enduring charm.
As the Township implements this strategy over the next five years, it will be essential to maintain
the spirit of collaboration and innovation that has been the hallmark of this planning process.
The Township of Lake of Bays should continue to forge partnerships, engage with the
community and its businesses, and lead with foresight and adaptability. Together, the
community will build a future that honors its heritage and secures a prosperous legacy for
generations to come.
APPENDIX
Appendix A: Background Reports (Long Form)
Appendix B: Key Consultation Themes (Long Form)
Appendix C: Implementation Notes by Action
L A K E O F B A Y S
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Appendix A: Background
Reports (Long Form)
The Tapestry of Place was a cultural strategy created in 2013 to guide the development of
cultural tourism in the Township of Lake of Bays and the Town of Huntsville. While much of the
plan was not actioned in Lake of Bays, many of the recommendations are still relevant today
and further consideration should be given as to how to unlock cultural tourism as an economic
driver within the community. An overview of relevant elements of the plan is provided below.
Cultural tourism has been identified as a significant niche market for development in Huntsville
and Lake of Bays. This type of tourism focuses on experiencing the local environment, history,
and arts, appealing to tourists who travel more frequently and spend more per trip compared to
non-cultural tourists. The Ontario Arts Council highlights that 22% of overnight tourists in Ontario
engaged in arts and culture activities, spending nearly double the amount of typical tourists. The
majority of cultural tourists are baby boomers, a demographic that continues to grow and exert
economic influence.
Historically, cultural tourism in North America centred on attractions like museums, theatres,
and historic sites. However, a place-based approach is recommended, which emphasizes
marketing a collective array of cultural experiences rather than a single attraction. This approach
capitalizes on the intrinsic allure of a destination, including its history, heritage, narratives,
landscapes, and community.
The Plan identified a number of key characteristics that could frame the cultural tourism product
available in Huntsville/Lake of Bays, including:
Tapestry of Place (Cultural Tourism Strategy)
Heritage Intangibles: The area is known for its relaxed attitude, community
engagement, adventurousness, resilience, rejuvenating environment, respect for
nature, hospitality, humour, authenticity, and slower-paced lifestyle.
Place Attributes: Unique flora and fauna (e.g., grey wolf, black bear, moose), distinctive
landscapes (e.g., granite rock outcroppings, glacial lakes), cultural symbols (e.g.,
cottages, Muskoka chairs), and notable personalities (e.g., Tom Thomson, Hawksley
Workman).
Potential Narratives: Stories include the Anishinaabeg People and Turtle Island, the
Hudson Bay Company, Muskoka Cottage Country, and the area's role in hosting the G8
summit.
The plan also identified five key cultural themes derived from over 100 assets to build visitor
products and experiences around including:
Lake of Bays Economic Development Strategic Plan | Page 71 of 115
Muskoka Memories: Agriculture, Industrial, and Human Heritage
Kiln & Canvas, Loom: Arts
Muskoka à la Carte: Cuisine
Curtain Rising: Performance Arts
Our Nature Revealed: Natural History
Cultural Tourism Strengths and Weaknesses
The Plan provided a SWOT assessment of the region for cultural tourism sector development
which included the following:
STRENGTHS
Proximity to a large visitor market,
culture within a nature-based setting,
the Algonquin Theatre, strong visual
arts community, growing culinary
experiences, numerous events and
festivals, and diverse
accommodation options.
WEAKNESSES
Lack of a programming mandate for the
Algonquin Theatre, absence of a public
art museum, underutilized technology,
inconsistent visitor services, and wide
distribution of cultural assets.
OPPORTUNITIES
Developing art studio collectives, a
public art museum, animating
farmers markets, downtown
beautification, enhanced
interpretation at cultural sites, and
incorporating iconic Canadian artists
into cultural events.
THREATS
Cultural tourism and non-profit
cultural economics are not well
understood as economic drivers, and
the tourism industry may become
complacent due to its existing
success.
S W
O
T
Overall the plan provided 3 key recommendations:
Establish a Cultural Tourism Coordinating Committee
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Initiate a Product Development Process
Focus on the timing and nature of cultural tourism marketing campaigns
A number of meaningful considerations can be derived from the Tapestry of Place document
and applied to the Economic Development Strategy such as:
Cultural tourism can diversify the local economy by attracting high-spending tourists and
providing year-round economic benefits, reducing reliance on seasonal tourism.
Economic Diversification
Emphasizing cultural tourism reinforces community identity, promotes local heritage, and
enhances community pride, which can attract both residents and visitors.
Community Engagement and Identity
By targeting cultural tourists who spend more per trip, the strategy can boost local
businesses, increase visitor spending, and stimulate the economy.
Increased Tourism Revenue
A place-based approach ensures sustainable tourism growth by promoting a comprehensive
cultural experience that leverages existing assets and reduces pressure on individual
attractions.
Sustainable Tourism Growth
Developing cultural tourism provides a platform for local artists, artisans, and businesses,
fostering a vibrant local arts scene and encouraging creative entrepreneurship.
Promotion of Local Artists and Businesses
Establishing committees and partnerships fosters collaboration among local stakeholders,
enhancing the effectiveness of cultural tourism initiatives and ensuring a unified approach to
economic development.
Collaborative Opportunities
A focus on cultural tourism strengthens the region's brand as a cultural destination,
attracting a wider audience and distinguishing it from competing destinations.
Marketing and Branding Building
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Integrating cultural tourism into the economic development strategy of Lake of Bays can
harness these benefits, driving economic growth, enhancing community well-being, and
creating a sustainable, vibrant future for the area. Lastly, it is worth noting that Huntsville has
been supporting the implementation of some elements of the plan and should be considered as
a potential partner for future cultural tourism initiatives.
The Township's Community Improvement Plan (CIP) has been completed and adopted by
Council. The purpose of the CIP is to enhance buildings, housing, streets and parks, initiate
growth through private sector development, create a sense of community and attract tourism,
business investment and economic development opportunities.
The CIP will enable the Township to provide incentives for businesses to encourage physical
improvements through co-financing/grants and provide direction to the Township for
enhancements to streets and parks.
The CIP focuses on the designated settlement areas in the Township of Lake of Bays, being the
Communities of Baysville, Dwight, Dorset, and Hillside.
Surveys utilized during the consultation process asked respondents to identify their top 3
priorities for incentives related to private business and they were (in order of priority):
Community Improvement Plan
Encourage New Business
1
New Multi-unit Affordable Housing
2
Enhance Landscape
3
Upgrade Existing Business
4
Upgrade Energy Efficiency
5
Add Residential Units
6
Add Public Arts
7
Improve Industrial Sites
8
Within the CIP report, seven categories of recommendations were created that had implications
both across the entire community, as well as community-specific recommendations for
Baysville, Dorset, Dwight, and Hillside. The recommendations broadly fall across the following
categories:
Signage, Wayfinding, Marketing: The Township has an existing
brand/wayfinding/signage program, with welcoming signage to the 4 core
communities. Online surveying revealed that there was support for the enhancement
of wayfinding signage, and this could be used to direct to key community assets and
settlement areas.
1
Program
Fee
Rebate
Project
Grant
Loan
Tax Increment
Financing
A. Encouraging Expansion and Diversification of Existing Businesses
B. Encouraging Beautification and Visual Appeal
C. Encouraging Housing Development
D. Encouraging Tourism and Business Development
E. Fostering Public Art
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Active Transportation - Walking, Cycling: Ensuring safe and accessible pedestrian
routes within the communities. Cyclists were also flagged as a consideration in the
development of active trail infrastructure. The District of Muskoka has the Active
Transportation Reserve Fund which should be accessed to support these activities.
2
Parking: As is typical when discussing any settlement area, parking is a key concern of
the community. The consultation revealed that there were concerns parking
requirements might be inhibiting the development of new or expansion of existing
businesses.
3
Parks and Community Facilities: The CIP carried forward the recommendations found
in the Parks, Open Spaces, and Recreation strategy completed in 2023 across the 4
settlement areas.
4
Streetscape and Landscape: Consultation received strong support for streetscape
enhancement in Dorset, Dwight, and Baysville. In alignment with improvement of
pedestrian corridors, the District of Muskoka's Active Transportation Reserve Fund
could be leveraged to support those efforts.
5
Infill Development/Redevelopment: To meet affordable/attainable housing
objectives the Township should look at opportunities to encourage infill in CIP areas
with new rental, ownership, or tourist accommodation. While Baysville is the only
settlement area with services, and could therefore be a focal point of infill and
redevelopment, modest infill in all areas on private services should be explored.
6
Incentives and Improvement: The CIP includes the programs below to encourage
private sector investment into the business community, beautification, and housing
development.
7
The CIP contains several meaningful takeaways for the economic development strategy, including:
Encourage new businesses and upgrades to existing businesses through co-financing
and grants.
Incentives for Business Development:
Focus on enhancing landscape, upgrading energy efficiency, and adding residential
units to attract private sector investment.
Promote the development of multi-unit affordable housing.
Housing Development:
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Support infill development and redevelopment in designated settlement areas,
particularly in Baysville due to its existing services.
Improve streetscapes, parks, and community facilities, leveraging existing funds such
as the Active Transportation Reserve Fund.
Community Enhancements:
Enhance signage, wayfinding, and marketing to attract tourism and improve navigation
to key community assets.
Develop safe pedestrian and cycling routes to encourage active transportation.
Active Transportation and Accessibility:
Address parking concerns to facilitate business development and community
accessibility.
Attract tourism through community beautification, public art installations, and
improvement of industrial sites.
Tourism and Business Investment:
Utilize incentives to stimulate economic development and business investment in key
settlement areas: Baysville, Dwight, Dorset, and Hillside.
The Parks, Open Space, and Recreation Plan was completed in March 2023 and has been
received by Council. The plan's purpose was to identify culture, recreation, parks and facility
service priorities in the Township of Lake of Bays and guide Council and staff on park planning,
facility redevelopment, facility expansion, partnership development and the delivery of
programs, events and services. It is a short- and long-range planning document that provides
direction over a 20-year period. The Strategy relates directly to the Township's economic goals.
Thus, the Strategy is a key tool for implementing the Township's strategic priorities and directing
investment in recreation services. The strategy was completed in five phases including
background review and research, community consultations, and the preparation of the final
report.
To leverage the community's knowledge, ideas and expertise on current and future delivery of
the Township's parks and recreation services, an engagement strategy was conducted from fall
2021 until winter 2023. Consultation activities focused on gathering feedback from the following
groups:
Parks, Open Space and Recreation Plan
Residents
1
User Groups (groups that facilitate programming and/or use Township facilities or
parks to provide their programs and activities)
2
Municipal Council and Staff
2
Community Consultation Highlights
reported they are
satisfied with the existing
recreation programs in
Lake of Bays.
65%
reported that they would travel to
Dorset, Dwight or Baysville for
recreation opportunities.
71%
of user groups
provide both
seasonal and on-
going programs.
44%
facilitate programming
and events for all age
groups/families
64%
of user groups also indicated that the Township of Lake
of Bays could better assist them in developing and
providing their programs, activities or events - in
particular with marketing and promotions
64%
agree that the Township could
better solicit the business sector to
improve community attractiveness
73%
of respondents were interested in new
recreational opportunities but many of those
did not know what they were interested in.
51%
suggested more major events should be held to attract visitors and
tourists and the Township should solicit more support from local
businesses
73%
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This strategy developed a number of recommendations including:
The creation of a Program Developer/Coordinator position to facilitate program and event
development and the administrative aspects of coordinating their provision.
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The opportunity to partner with the Township of Algonquin Highlands on opportunities around
the Dorset Recreation Centre, which provides additional recreational opportunities for the
Township's residents.
The area in and around Lake of Bays and the Oxtongue River has Indigenous significance.
Muskoka is the traditional territory of the Anishnaabeg, which includes the Ojibwe, Odawa and
Potawatomi Nations, collectively known as the Three Fires Confederacy. The Huron-Wendat
and the Haudenosaunee Nations also walked on this territory over time. According to the
Ontario Heritage Trust,
"The area that is now Dorset was a special, spiritual place abundant in natural
resources. For thousands of years the Anishinaabeg set up small camps here
harvesting maple syrup and birch bark, fishing and trading in the spring and summer,
and hunting and trapping during the fall and winter." [6]
[6] Lake of Bays Parks, Recreation and Open Space Strategy, p15.
The rich Indigenous history of Lake of Bays should be highlighted and shared with locals and
visitors alike. The Township has an opportunity to celebrate, honour and integrate this culture
and heritage through placemaking and placekeeping. Placemaking is an international
movement, defined by the Project for Public Spaces as the following:
"[P]lacemaking inspires people to collectively reimagine and reinvent public spaces as
the heart of every community. Strengthening the connection between people and the
places they share, placemaking refers to a collaborative process by which we can
shape our public realm in order to maximize shared value...Placemaking pays close
attention to the myriad ways in which the physical, social, ecological, cultural, and even
spiritual qualities of a place are intimately intertwined, and we continue to be inspired
by the visionary placemakers who have worked to promote this vision for generations."
Placekeeping focuses on the "long-term maintenance and management of public
spaces" through quality partnerships, participation and governance [7]. In comparison to
placemaking, placekeeping adopts a more active role, promoting stewardship and
care, "prioritiz[ing] ecological, historical and cultural relationships. [8]" Initiatives rooted
in placekeeping present opportunities to co-design with Indigenous communities
through creative engagement, "address[ing] Indigenous worldviews, ways of knowing
and methodologies that can reveal the local narratives at the heart of place... and shape
a holistic environment that is meaningful." [9]
{7] Ibid, 17
[8] Ibid, 18.
[9] Ibid, 19.
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The Township of Lake of Bays actively shares truth and reconciliation initiatives on social media
and recently created video content to highlight historic portage routes in the area. There is
opportunity to further build relationships with local First Nations communities and integrate
Indigenous traditions, knowledge and practices with recreation and placemaking. This may
include art, events, activities, tours/walks, smudging ceremonies, sharing circles, informational
plaques, outdoor education, etc. When consulting with Indigenous communities, the Township
should maintain a Nation-to-Nation/government-to-government approach that acknowledges
Indigenous self-governance.
There is an opportunity to create "animating" outdoor programming that attracts existing and
new users - including vulnerable and hard-to-reach populations - and has been identified as a
best or "next" practice by leaders. It was recommended the Township explore integrating public
art installations or cultural activities on trails. The self-directed Dorset Heritage Walking Tour,
developed by the Lake of Bays Heritage Advisory Committee, is an existing example.
There is an opportunity to explore enhanced use of other assets such as beaches and
waterfronts for swimming lessons and boating rentals, and trails as locations for guided hikes
and interpretive signage, and using public spaces at trailheads to host events. Hiring lifeguards
has proven challenging as Canada experiences a shortage of qualified lifeguards.
The Township can develop indoor programming for the arena floor during ice-out such as
tennis, badminton, group fitness, ball hockey, children's games, shuffleboard, bingo, line
dancing, arts and crafts, etc. There is also the opportunity to expand arts-based programming,
especially in the Township's public spaces such as parks and beaches. Events such as "art in the
park," book clubs, speaker series, storytelling and craft clubs can help establish a strong sense
of place and community and engage both permanent and seasonal residents.
The strategy recommended the Township examine how to enhance access to funding and
resources for third-party groups to better enable the delivery of new events and experiential-
based tourism initiatives. Several recommendations were put forth under this banner:
SD 25. Consult with volunteer groups to identify opportunities to simplify/help with the
process to meet requirements in delivering special events and/ or participating as
vendors.
SD 26. Consider a distinct stream of funding for visitor-oriented arts, culture and
heritage services that can be allocated funding through the economic development
budget.
SD 27. Work with the District of Muskoka to access funding for experiential-based
tourism initiatives.
SD 28. Include an appropriate predetermined review period (e.g., every five years) in
each policy.
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The plan noted that as a general rule, signage should be provided at major parks, trailheads,
along major routes, water access points, facility entrances, and throughout the sites as needed.
Aside from increasing awareness and user experience, signs contribute to building the
community's sense of place when consistent, unique signage is used throughout the Township.
It was suggested that Lake of Bays should develop a consistent sign design for parks, trails,
water access points, and facilities that reflects its brand. Signs should be AODA compliant.
The Baysville Riverfront Park comprises a group of connected parks, that for all intents and
purposes, function and appear as one park system: Baysville Riverfront Trail, Baysville Docks
East and West, Robertson Parkette, and Grist Mill Park. The Park has seen considerable
investment from the community for the bandstand, walkways, light standards, seating, signs,
and more, and can rightfully be described as a core public space of the Township. As such,
given the importance of major parks such as this one for tourism, it was recommended that
continued investment from the Township and community should be made to maintain the
appearance, quality, and accessibility of this park.
The strategy also detailed different ways in which the Township might consider supporting its
local arts, culture and heritage sector including:
Direct Product Provision: This method of support is where the municipality chooses to
directly provide facilities, programs or services to ensure opportunities for cultural
engagement. Examples of this at present in Lake of Bays include the support of the
library, museums, and the Baysville Walkabout. Similarly, in 2024, the Township
partnered with the Muskoka Community Foundation to create the Lake of Bays
Community Fund.
A
Suggested Activities:
Investigate the feasibility of a small public art gallery that would showcase
the works of local artists. This could be located at Dwight, Dorset or
Baysville (ex. Gallery in the Park, Altona, MN)
i.
Explore the development of more walking tours with an arts, culture and
heritage focus. Coupled with smartphone interpretation, (ex. Thunder Bay
heritage walking tours, Port Hope Driving Tours)
ii.
Explore the creation of more local festivals featuring local musicians and
artisans. Baysville has the Walkabout but there is nothing equivalent in
Dwight or Dorset. Ex. Brookfield Ice Harvest and Winter Carnival
iii.
Explore the feasibility of a Community Arts Centre or Creative Hub. Public
consultation revealed a desire for a "community arts centre" of some form.
This would consist of space for arts groups, perhaps a small performing arts
space, etc, Artist studio space could be considered as part of the hub. (ex.
Jasper Habitat for the Arts, Artscape Wychwood Barns)
iii.
A
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Public Realm Improvements: This type of support is shown in terms of arts and
culture-related improvements to the public realm; for example, maintenance of vistas
and viewpoints (e.g., the Dorset Fire Tower), community plaques, public art, and
attractive/historic signage in communities.
B
Create a percentage for public art mechanisms. Many smaller communities have
a "percentage for public arts" policy where a certain proportion of the cost of
public works projects is dedicated to public art projects and improvements
made to public spaces. Usually the percentage ranges from 1 to 2 percent.
A
Implement improvements to Ragged Falls. Some in the consultation process
mentioned that Ragged Falls is an "amazing asset" to the community, but in need
of improvements to make it even more attractive as a public space. N.B. Ragged
Falls is not located within the Township.
B
Continue distinctive signage throughout the community. The Township has some
distinctive and attractive signage in place (e.g., village signs in Dwight, Dorset
and Baysville) but there is an opportunity to extend this branded signage and
create a greater "sense of place" in other areas in the community.
C
Capacity-Building: This form of support is where the municipality (sometimes in
partnership with other organizations) provides assistance to arts and culture
organizations, "helping them help themselves." This often takes the form of workshops
and seminars on topics such as marketing, membership development, fundraising,
organization and Board development, etc. At the moment, an organization does exist
(Lake of Bay Arts - LOBarts) and the Township provided seed funding for the
development of their website in the past.
C
Consider an arts and culture development officer position. Some smaller
communities have an arts and culture development officer position in place to
work with individuals and organizations involved in providing arts, crafts and
historical opportunities to the community
A
Investment Encouragement and Attraction: As previously mentioned, arts, culture
and heritage can be a major attraction for tourists and visitors to come to a community.
The Township of Lake of Bays does have an economic development strategy, and the
tourism industry is one of the key focal points contained within it. Investment in arts,
culture and tourism through an initiative such as a cultural tourism plan can not only
act as a tourism generator in the community but also clearly benefit local artisans,
performers and craftspersons.
D
Investigate hotel investment potential. While only indirectly related to arts,
culture and heritage, the point was raised on occasion during the consultation
process that Lake of Bays has no clearly defined "hotel" operation, or even many
bed and breakfast-type operations (this is particularly an issue in the south end
of the municipality).
A
Lake of Bays Economic Development Strategic Plan | Page 81 of 115
Encourage private sector provision of arts and culture opportunities. The
consultation process suggested that there are certain types of cultural activities
for which there is a substantive market; for example, several mentioned that
there was likely a market for the provision of drama and arts to children
B
Marketing and Promotion: A fifth way that a municipality can benefit its local arts and
culture sector is through the promotion of local artisans and events, which can increase
exposure and sales opportunities for local artisans
E
Promote arts, culture and heritage opportunities to the large seasonal population
A
Promote "Fall Colour" along Hwy 117
B
Promotion of local enterprise. There are many local enterprises that add
considerably to the sense of place in Lake of Bays Township (Lake of Bays
Brewing, Robinsons, Langford, etc.). These are all potential partners with the
Township for activities, events, facility operation, etc.
C
The strategy recommends the Township work with the Town of Huntsville to undertake a new
arts, culture and heritage strategy. Chemainus, BC, and Three Rivers, PEI were listed as good
examples to leverage.
The Dorset Waterfront Plan & Downtown Study was prepared in June 2016 by urbanMetrics inc.
in association with Dillon Consulting Limited. The study was undertaken on behalf of the
Township of Lake of Bays, the Lake of Bays Marine Museum & Navigation Society, and the
Dorset Community Partnership, along with the funding partner, FedNor. The Township of
Algonquin Highlands was also involved in the study as Dorset is split between the Township of
Lake of Bays (District Municipality of Muskoka) and the Township of Algonquin Highlands
(Haliburton County), with Main Street serving as the boundary between the two townships.
The study aimed to offer the local community a comprehensive long-term vision for Dorset's
waterfront and downtown area, focusing on stimulating tourism, economic development, and
job creation. It examined both public and private assets within the community, identifying
existing synergies and proposing future initiatives to boost tourism and economic growth in
Dorset and the surrounding region. The goal of the study was to attract new investments and
establish new partnerships with potential collaborators.
The study evaluated opportunities for promoting economic development, tourism, and job
creation in Dorset. The ultimate goal being to develop a comprehensive long-term strategy for
Dorset's waterfront and downtown area that attracts investment and fosters lasting community
partnerships.
The primary objective of the study was to establish a refined land use concept that achieved the
following outcomes:
Dorset Waterfront Plan and Downtown Study
Lake of Bays Economic Development Strategic Plan | Page 82 of 115
Enhance pedestrian connections and walkability between public assets and attractions.
1
Promote tourism, economic development, and job creation.
2
Maintain and improve shoreline preservation.
3
Improve public access and visitation from cottagers and tourists.
4
Ensure public and private assets are well-positioned to support enduring community-
based partnerships.
5
Ensure the plan is financially sustainable for stakeholders, including taxpayers.
6
Community consultation included: community surveys, an information booth at the Snowball
Winter Carnival, key stakeholder interviews, and public workshops. The key findings from
community engagement included:
Seasonality is a major challenge in Dorset. While regular (i.e. daily or weekly) visitation
is strong during the Summer, it declines significantly during the shoulder seasons and
further during the Winter. Moreover, the majority of revenues (i.e. 70 - 80%) for local
business are generated during the Summer season.
1
Shopping and restaurants are the primary drawing features. Boating/fueling, tourism
attractions and community facilities have also been identified as popular drawing
features.
2
Cars and boats are the most common modes of transportation to travel to/from Dorset.
Snowmobiles have also been identified as a common mode of transportation to/from
Dorset.
3
The improvements that would have the greatest impact on the waterfront and
downtown area in Dorset include: (not listed in order)
4
Promoting tourism and/or commercial development
Developing arts and culture
Shoreline preservation and environmental protection
Enhancing pedestrian connections
Improving docking availability and boating accessibility
A
B
C
D
E
The most significant obstacles impacting the future of Dorset, include:
5
Seasonality and low population - potential solutions include: (1) adding more
retail and services, and (2) adding more year-round attractions are the best ways
to address seasonality and low population
A
Quality and variety of shops and services - potential solutions include: (1)
increasing the variety of businesses, and (2) adding more services are the best
ways to improve shops and services
B
Quality and variety of attractions - potential solutions include: improving
marketing and communication is the best way to improve attractions
C
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The preferred investment priorities from the perspective of local residents and regular
visitors are:
6
S/W Quadrant (Parcel D) - includes public docks along the Narrows, the Marine
Museum, former Clayton building and the marine railway used for maintenance
on the S.S. Bigwin.
A
N/W Quadrant (Parcel C) - includes Cedar Narrows Park, public docks along the
Narrows, private property currently used for commercial purposes (i.e. Stares;
Zachary's Restaurant; Johnson's; REMAX; former Northern D'Lites Ice Cream).
B
Consensus that the best course of action with respect to Parcel D is to repurpose the
former Clayton building (1090 Main Street) with major modifications.
7
There is strong demand for the redevelopment of the former Northern D'Lites ice
cream store.
8
Adding new boat slips is crucial to enhancing tourism and economic development in
Dorset.
9
Consensus that enhancing pedestrian connections will have the greatest impact at the
water's edge and along Main Street. There is also demand for the addition of new trails
and pathways in key locations in the downtown and waterfront area.
10
Ensuring environmental sustainability is the top priority with respect to shoreline
preservation along the waterfront in Dorset. Maintaining the scenic natural beauty of
Dorset is also crucial to promoting tourism in Dorset.
11
The study presented three potential land use options designed to enhance Dorset's downtown
and waterfront areas. These options aimed to leverage existing assets to make Dorset an
attractive tourist destination:
OPTION 1
Modest Approach (i.e. short-term actions; least intervention; lowest cost - approximately
$1 million):
This approach included extending the dock at the Marine Museum, restoring and
repurposing the former Clayton building, and adding multiple pedestrian crossings for safety.
Enhancements also involved connecting key public assets with designated paths and
wayfinding signs, creating a welcoming gateway at the north end of Main Street, and
improving pedestrian movement and economic exposure along Highway 35 and Bonfield
Street.
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OPTION 2
Transitional Approach 'Transitional' (i.e. medium-term actions; moderate intervention;
moderate cost - approximately $3 million
Building on the modest improvements, this approach envisioned an all-season covered
structure at the Marine Museum for the S.S. Bigwin, maintaining the former Clayton building's
heritage façade, and constructing new docking and boardwalks. Additional features included
improved parking and picnic facilities, a pedestrian underpass connection under Highway 35,
and enhanced connections between local establishments and recreational areas.
OPTION 3
Transformative Approach (i.e. long-term actions; most intervention; highest cost -
approximately $4.7 million):
The transformative approach included all improvements from Option 1 and further
developed the area with additional docking at Trading Bay and Johnson's water edge. It
proposed a new footprint for the former Clayton building, an extended all-season structure
at the Marine Museum, enhanced wayfinding along Main Street, and upgrades to the skating
rink for year-round use. This option also included an electric vehicle charging station and
additional parking south of the Main Street bridge.
These options collectively aimed to promote tourism, economic development, and job creation
in Dorset, ensuring that public and private assets supported enduring community partnerships
and financial sustainability for all stakeholders. The study also recommended building on the
findings and recommendations and provided next steps required to make various
enhancements a reality including:
Shoreline engineering, costing and geotechnical studies (Options 1, 2 and 3);
A
Environmental impact assessment studies for new docks, underpass connections, SS
Bigwin structure and redevelopment of the former Clayton property (Options 1, 2 and
3);
B
Structural engineering study - former Clayton building (Option 1);
C
Pro Forma Analysis - former Clayton building Redevelopment (Options 2 and 3);
D
Suggested/required feasibility and engineering studies (e.g. former Clayton building)
(Options 1, 2 and 3);
E
Waste water management/sanitary disposal studies (Options 1, 2 and 3);
F
Confirmation of incremental changes in legal and insurance liability (Options 1, 2 and 3);
and,
G
Parking feasibility and/or location studies.
G
The plan was received but not adopted by Council.
Lake of Bays Economic Development Strategic Plan | Page 85 of 115
The Lake of Bays Official Plan (OP) was adopted by the Township Council on January 12, 2016 -
by By-laws Nos. 2016-005 and 2016-049. An Official Plan (or OP as it is sometimes called) is a
policy document that guides the short-term and long-term development in your community. It
applies to all lands within the municipal boundary and the policies within it provide direction for
the size and location of land uses, provision of municipal services and facilities, and preparation
of regulatory bylaws to control the development and use of land. These types of policies are
considered necessary to promote orderly growth and compatibility among land uses. An official
plan may address issues such as where new housing or industry can be located; where roads,
water mains and sewers will be needed; and what parts of a community will grow. Generally
speaking, an Official Plan consists of three parts:
Official Plan
Policies that describe specific uses that are allowed in each designation, and criteria for
evaluating specific types of applications or developments (new plans of subdivision, for
example).
1
Schedules (or maps) of all lands in the municipality, with colours or patterns used to
represent each land use designation.
2
Appendices which provide further information, add clarification and are contained in
the document for ease of reference.
3
Specifically, the Official Plan is intended to assist Township Council in:
Implementing the Township vision;
Promoting the wise stewardship of the Township's natural and cultural heritage and
character;
Providing for orderly growth that is environmentally and economically sustainable;
Protecting the resources of the Township;
Preserving the quality of life in the Township by fostering healthy, active and safe
communities;
Providing for predictable, open and integrated decision making; and
Interpreting and applying Provincial and District of Muskoka policy within the context of
the Township.
The policy direction within the Lake of Bays Official Plan has been based on a twenty-year time
frame, but the Plan has no specific terminal year. However, the Planning Act, which regulates all
land use planning in Ontario, requires municipalities to regularly review their Official Plan. The
Township is in the process of reviewing and updating the Official Plan.
The overarching goal of Lake of Bays' OP is to provide quality living space and foster a sound
economy by nurturing and sustaining the health and allure of the environment, and encouraging
growth that enhances economic opportunity while respecting the character and heritage of the
Township of Lake of Bays.
Lake of Bays Economic Development Strategic Plan | Page 86 of 115
It is broken down into twenty objectives centred around thirteen categories. The goal and
objectives are the foundation on which the policies of the Official Plan are built.
Category
Objective
Environment
1
To conserve the rich landscape of lakes, forests and wetlands, and safeguard the health and
integrity of the water, air, forests, shorelines and natural habitat.
2
To preserve the natural panorama and setting of the land and lakes.
Economic
3
To strengthen the economy through land use and development which builds upon and
complements the existing economic base of the Township in a fiscally, socially and
economically sound manner.
4
To recognize and support the development of the tourist commercial, service commercial,
cultural arts and associated business, and recreational sectors as vital components of the To
Township's economic base.
Settlement and Growth
5
To recognize and build upon the pattern of land use in the Township of Lake of Bays by
accommodating compatible land uses and sustainable growth.
6
To enhance the role, function, and vitality of the existing communities as the focal points for
growth and development.
7
To recognize and enhance the "small town" appearance and basic character which
contributes to a sense of identity in each community.
8
To recognize the rural area as a low density, small scale, space expansive, resource and
recreational area, and accommodate development which is compatible with the overal
l rural, rustic and natural setting that can be sustained by the available level of rural
infrastructure.
9
To conserve the waterfront as a valuable resource and accommodate development which
respects the basic character and traditional mix of uses, and maintains the natural and
aesthetic qualities of the area.
Open Space and Recreation
10
To encourage the identification, maintenance and establishment of recreational and
community facilities, parkland and trails as well as natural areas and open space.
Cultural Heritage
11
To preserve the cultural heritage of the Township, including historic areas, buildings and
sites, landmarks and landscapes, and archaeological remains, for its cultural, historical and ec
economic value and contribution to the community's sense of identity.
Resources
12
To protect the primary resources of the Township, where appropriate and promote
responsible, controlled and sustainable resource extraction.
Access, Services, and
Infrastructure
13
To ensure that development is provided with adequate and efficient access, services and
infrastructure which can be functionally and economically sustained over time.
14
To preserve and enhance the safety, function, quality and character of our countryside and
cottage roads, while ensuring security to residents by providing appropriate access to
essential emergency services.
Energy Conservation
15
To support energy conservation, green energy infrastructure and initiatives and plan for the
reduction of greenhouse gasses and the impacts of climate change.
Aboriginal Interests
16
To recognize Aboriginal interests in land use planning.
Lake of Bays Economic Development Strategic Plan | Page 87 of 115
Category
Objective
Charter of Rights and
Freedoms
17
To build an inclusive community that recognizes the diversity of the cultural, ethnic and
social makeup and respects the values embedded in the Ontario Human Rights Code and
the Canadian Charter of Rights and Freedoms.
Healthy Communities
18
To build an active and healthy community which supports measures for active
transportation, safe neighbourhoods, accessible services and conserves the ecologica
l attributes of the natural environment. Long range planning will include the identification
of community-wide safe routes to workplaces, public facilities and services, commercial areas,
places of worship, cultural and recreational spaces.
Housing
19
To provide for an appropriate range and mix of housing.
Natural Hazards
20
To direct development away from hazard lands that are unsafe for development such as
flood prone and wildland fire areas.
The plan outlines the basic framework for growth and development within the Township, and
includes the basis and principles for growth, identification of the overall settlement pattern and
definition of the basic land use designations. Policies, which would apply to growth and
development in all designations such as open space, transportation and servicing, are also
included.
The Township recognizes that it is a composite of small communities, waterfront and rural areas,
each of which has been recognized as a separate land use designation which has their own
unique character and values which needs to be maintained (though are evolving and not static).
Growth is identified as being primarily directed to areas of waterfront, rural and community
settlement; while the areas of remote, relatively undeveloped land without appropriate public
road access would be preserved for conservation, resource-based uses, and recreational
activities such as hiking, canoeing, hunting, trapping, or fishing.
The Township is split into three designations:
Community
15
Rural
16
Waterfront
17
The location, extent and boundaries of each community designation are shown and were not
expected to be expanded during the life of the Plan to accommodate projected growth needs.
The Muskoka Second Home Study was completed in June 2023 by the Municipality of the
District of Muskoka (Lake of Bays is one of six of the District's Lower-tier Municipalities). The
study was compiled to capture important information about the District of Muskoka's seasonal
residents. It was based on survey responses to various questions covering demographics,
housing characteristics, cottage use and visitation, plans for permanency, recreational activities,
and spending habits.
Muskoka Second Home Study
Lake of Bays Economic Development Strategic Plan | Page 88 of 115
The study gradually evolved from focusing solely on the economic impacts of seasonal
residents to a more comprehensive analysis of their habits, preferences, and the frequency of
second-home usage. These studies consistently demonstrated that the seasonal population
significantly contributes to Muskoka's economy through expenditures, uses a wide variety of
municipal services, and provides opportunities for visitation by friends and family. Second
homes accounted for approximately 47% of all households in Muskoka. A key objective of the
2023 Second Home Survey was to obtain information related to household size in order to
estimate the seasonal population of Muskoka.
The 2023 Study included new questions related to healthcare, solid waste services, and usage
of the Muskoka Airport to better understand the potential impacts of key services on the
seasonal population. Recognizing the importance of these results to the District, area
municipalities, public agencies, and the business community, the District committed to
conducting an updated Second Home Study every five years.
According to MPAC figures from Q3 2022, there were 22,377 second homes in Muskoka. The
2021 Census confirms 28,571 permanent dwellings, meaning approximately 47% of Muskoka's
50,948 dwelling units are used seasonally. The proportion of seasonal to permanent dwellings
varies significantly among Muskoka's municipalities, ranging from 23% seasonal in the Town of
Huntsville to 82% in the Township of Georgian Bay. Second homes outnumber permanent
residences in all three townships, with the Township of Muskoka Lakes having the highest
proportion of second homes at 32%. While most municipalities saw a decrease in second homes,
Lake of Bays (13.5%) experienced the largest increase since 2017, adding 66 new second homes.
The vast majority (96.7%)of respondents indicated that their Second Homes are located on
waterfront property (Lake of Bays is the third largest Lake in the District).
Seasonal residents in Muskoka enjoy various entertainment opportunities, with restaurants and
bars being the most popular, increasing in patronage from 85% in 2017 to 87% in 2023. However,
participation in activities such as festivals, special events, movies, theatre shows, fall fairs, and
art/studio tours has declined, likely due to the social distancing and closures from the COVID-19
pandemic. The 2023 study introduced questions about the use of farmers markets and
parks/conservation reserves, which have proven to be very popular among seasonal residents.
Second-home households access a variety of public services. The use of public parks and
beaches increased from 60% in 2017 to 72% in 2023. However, the popularity and use of public
libraries decreased from 55% to 44%, and the use of community centers dropped from 28% to
17%. There was also a slight decrease in the use of rinks and arenas. These declines are likely
due to the social distancing and closures resulting from the COVID-19 pandemic. Further,
second-home households engage in various recreational activities while at their second homes.
Boating slightly increased in prevalence, with 76% of households participating in 2013, 83% in
2017, and 85% in 2023. Participation in hiking, walking, jogging, fishing, and golfing remained
relatively stable from 2017 to 2023. Canoeing and kayaking saw significant growth in popularity,
increasing from 66% in 2013 to 80% in 2017, and, including paddle boarding, remaining steady at
77% in 2023.
Lake of Bays Economic Development Strategic Plan | Page 89 of 115
64% of Second Home households seek health care services outside Muskoka while residing at
their Second Home. However, the most utilized local healthcare services included emergency
department care (61%) and paramedics services (35%). In some instances, a lack of health care
service availability in Muskoka also limits the amount of time Second Home households spend
in Muskoka. This was the case for 17% of survey respondents.
The 2023 Second Home Study also asked respondents a series of questions about their use of
the Muskoka Airport. While a relatively low proportion of respondents reported use of the
Muskoka Airport currently (approximately 6%), the idea of offering commercial services has
gained traction in the last few years, particularly through the efforts of Regional Tourism
Organization (RTO) 12.
80% of Second Home households purchase the majority of their common household purchases
in Muskoka with the majority of respondents who do not shop locally indicating it is simply a
matter of convenience to shop outside of Muskoka (71%). Urban centres of Bracebridge (36%),
Gravenhurst (23%), and Huntsville (20%) account for the largest shares of expenditures. Lakes of
Bays' Dorset was the only Lake of Bays community to make the list with only 2% of respondents
indicating their largest share of expenditures in that community.
The 2023 Second Home Study filled a gap in data collection by other entities and played a
crucial role in monitoring trends related to the characteristics and preferences of the seasonal
population over time. The study demonstrated that the second-home population continued to
have a significant influence on the character, culture, and economy of Muskoka. In summary, it
showed that second-home households consistently interacted with and shaped Muskoka's
economy, culture, and society in various ways. These trends were set to be monitored and
reported in future iterations of the study.
The District of Muskoka adopted a regional workforce development strategy and
implementation plan in May, 2024. The strategy was developed by Oosterbaan Strategy and
involved extensive community consultation including a community survey, interviews with key
stakeholders, and small group discussions with businesses and job seekers/employees to
understand the workforce barriers facing the region from multiple perspectives.
The Muskoka regional workforce development strategy and implementation plan lays out the
foundation for which the District, its partner municipalities, and related stakeholders will pursue
a collaborative approach to attracting, retaining, and training the workforce Muskoka will require
today and into the future.
The strategy noted that the workforce issues facing the District of Muskoka stem from multiple
external and internal factors which included:
Muskoka Regional Workforce
Development Strategy
Lake of Bays Economic Development Strategic Plan | Page 90 of 115
Access to Housing
Coordination and Leadership
Cost-of-living
Labour Supply
Childcare
Skills Training and Development
Engagement Fatigue
Supports for Newcomers
Job Quality and Work Environment
Mental Health
Transportation
Youth
Apathy in the Workplace
Service Delivery Challenges
These factors are further complicated by a lower-than-average household income, a higher-
than-average percentage of the population working in part-time and seasonal work, and an
older than average population.
The regional workforce strategy consists of three key goals designed to address the unique and
not-so-unique challenges and opportunities currently facing the workforce across the region.
The goals were summarized across the following three infographics:
Strategic Goal 1:
Provide the coordination and leadership required to facilitate, implement, and support
initiatives related to workforce attraction, development, and retention.
Strategic Goal 2:
Create the conditions to enable Muskoka to attract and retain workers within the regional
municipalities.
Strategic Goal 2:
Build the talent development pipeline within the region to support improved awareness,
training, and skill development opportunities for regional employment opportunities.
Lake of Bays Economic Development Strategic Plan | Page 91 of 115
A key challenge facing the implementation of this strategy is the allocation of appropriate
resources. The success of the strategy is dependent on the successful implementation of goal 1,
to provide coordination and leadership, essentially to be the "lightning rod" that shares and
sparks activities amongst and with partners that directly support workforce development. There
is a rich ecosystem of workforce development partners both within the region that are eager to
support and partner on initiatives that have been proposed. It was highly recommended to
involve partners in the implementation of specific actions as well as the overall strategy to
leverage a broader suite of expertise, resources, and communication channels.
As part of the implementation process, partners have established an implementation plan from
the strategy with the current resource allocation.
The 2017 Lake of Bays Economic Development Strategy is the last formal strategic economic
development strategy created for the Township's Administration and Council. It was created by
McSweeney and Associates and provided direction and tangible actions to Township staff,
community organizations, and elected officials. It included specific calls to action for residents,
businesses, and economic development partners to support the plan's immediate (2018), short-
term (by the end of 2020), and medium-term (by the end of 2022 implementation).
The development of the strategy consisted of a document review, data analysis, a situational
analysis report, consultations (including interviews, online surveys, and focus groups), a summit
& community sounding, the development of a draft strategy, an additional round of
consultations, and the development of the final strategy.
The document identified 5 strategic themes and associated objectives with 22 specific action
items listed.
Lake of Bays 2017 Economic
Development Strategy
Strategic Theme
Objective
Action Items
Business Support
and Development
Provide support to existing
businesses and help entrepreneurs
to start, expand, or grow a business.
1.1 Annually review the investment readiness assessment to ensure
that no new issues or actions arising that impact Lake of Bays' in
investment readiness.
1.2 Annually update the Lake of Bays Community Profile with new
data and/or community information
1.3 Continue with the annual business survey
1.4 Build an online directory to facilitate networking and service
demands. Explore synergies with existing local directories created
by volunteers and regional organizations.
1.5 Create an inventory of market ready industrial/commercial land
and buildings available in the community and update quarterly.
Lake of Bays Economic Development Strategic Plan | Page 92 of 115
Strategic Theme
Objective
Action Items
1.6 Undertake an assessment of the industrial/commercial land and
buildings and determine if the Township has sufficien
t lands/buildings to accommodate local business expansion and new
business start-ups.
1.7 Create a business visitation program.
1.8 Create a business welcome program that celebrates new
businesses by supporting a grand opening/ribbon cutting etc.
1.9 Undertake a "best practices review" of the Township's home-
based business policy. If it is determined that the Township can
make improvements, update and revise to be more business-
friendly.
1.10 Create a plan to address any shortfalls in the Lake of Bays
industrial/commercial land and buildings inventory.
1.11 Create the Lake of Bays value proposition (rationale as to why to
choose Lake of Bays as a community in which to locate a business).
Communications,
Marketing and
Branding
Enhance communication and
marketing tools to help facilitat
e community connections a
nd promote economic development
assets.
2.1 Produce an electronic Lake of Bays Economic Development
newsletter as a communication tool to disseminate information t
o the local business community about grant opportunities, busine
ss support services, events etc.
2.2 Redevelop Municipal website to include new sections for
Economic Development, business support, tourism, and links to
social media.
2.3 Undergo a branding exercise to unite the Lake of Bays
community while celebrating the unique attributes of each hamlet.
2.4 Host a photo contest to capture images of the community to be
used in Lake of Bays promotion and communication efforts.
Community
Infrastructure
Improve community infrastructure
that helps drive economic and
community development.
3.1 Continue working with internet service providers and funding
partners to help bring accessible and affordable high-speed
broadband to Lake of Bays
3.2 Undertake a housing needs study to determine the actual
housing demand in Lake of Bays. If demand exists, create a strateg
y to diversify the housing mix so there are affordable options for eve
ry income segment of the population.
Tourism
Support growth of the tourism
industry through marketing an
d partnerships to encourage yea
r-round visitation to Lake of Bays.
4.1 Develop a Lake of Bays passport program or travel guide to build
on the Lake of Bay scenic drive promotional piece and encourag
e movement around the tourism network across various hamlets.
4.2 Create an asset inventory of the tourism sector in Lake of Bays to
help plan for growth. Engage local businesses, tourism providers
and arts, culture, and heritage resources in this process.
4.3 Create and implement a Lake of Bays tourism wayfinding
signage program.
Lake of Bays Economic Development Strategic Plan | Page 93 of 115
Strategic Theme
Objective
Action Items
Workforce
Development
, Retention, and
Attraction
Encourage the development of a
skilled workforce to address labour
attraction and retention challenges.
5.1 Explore best practices to identify opportunities for rural
transportation solutions. Explore collaborations with the District o
f Muskoka's Community and Social Services departmen
t, Huntsville/Lake of Bays Chamber of Commerce, RTO 12, Simcoe
Muskoka Workforce Development Board and local businesses.
5.2 Create a workforce development plan to help address labour
attraction and retention challenges and training needs in partnershi
p with external organizations.
Lake of Bays Economic Development Strategic Plan | Page 94 of 115
Appendix B: Key Consultation
Themes (Long Form)
STRENGTHS
SWOT Analysis
Lake of Bays is located in a beautiful area of Ontario with many natural assets.
Many in the community value the environment and want to preserve it.
Many businesses (i.e. artisans, tourism operators) depend on the natural environment to
sustain their livelihoods.
It was suggested the municipality should consider and prepare for climate from an
economic and environmental perspective.
Natural Beauty/Environment
The population of seasonal residents in Lake of Bays outweighs permanent residents
significantly with 12,548 seasonal residents estimated in 2022, and 3,759 permanent
residents as of the 2021 census.
There are some incredibly knowledgeable, skilled, and connected business people
around the community.
Seasonal Residents
Three strong Lake Associations around the Township, who are primarily concerned
with protecting the peace, quiet, and natural environment of the lakes (advocate for
planning policy).
Seasonal residents who are retired or semi-retired are more likely to get out and spend
money in the community than those up for just a weekend while working in the city.
They are looking for more restaurants, cafes, lake-accessible shopping and
entertainment, and social/recreation experiences.
As more seasonal residents spend more time at their seasonal home and move closer
to retirement, they are looking for more at-home services and support. This includes
services like trades, home and property management, and home healthcare. They
don't know how or where to find these services, and information is most commonly
found via word of mouth. They would welcome access to some sort of directory of
service providers.
Lake of Bays Economic Development Strategic Plan | Page 95 of 115
In 2022, Algonquin Park (via all entrances) attracted just over a million paid visitors, with
the majority of those being campers (backcountry and car-camping) who enter the
Park via the Highway 60 corridor, which connects Highway 400 to the Park, and
traverses directly through the Communities of Hillside and Dwight within the Township.
Highway 60
There is a huge opportunity to capture a percentage of that traffic
This is a Ministry of Transportation (MTO) controlled road and it will require extensive
consultation with MTO officials to create a greater sense of arrival and community.
This is also a key corridor between Central Ontario and Ottawa (the scenic route).
As noted, Algonquin Park attracts over a million visitors annually and is considered a
world-class tourism destination.
Provincial Parks
Algonquin Park
The Park is 5 minutes from Dwight to the West Gate of the Park, 3 hours from Toronto,
and 4.5 hours from Ottawa - very large marketplaces.
Offers camping, trails, and outdoor recreation opportunities and is serviced with
outfitters within the Park, off the Highway 60 corridor.
Several businesses, in particular, those that offer experiential tourism, utilize the Park to
host workshops, events, or for artistic inspiration.
In addition to Highway 60, Lake of Bays is also home to the "scenic shortcut" to
Algonquin Park via Highway 35 and District Road 117 through Baysville and Dorset.
Attracts over 100,000 visitors a year.
Arrowhead Provincial Park
Located approximately 20 minutes from Dwight and Hillside.
Offers camping, trails, and recreation opportunities.
Will become the first new full-operating provincial park in 40 years.
Bigwind Lake Provincial Park
Located a half hour south of Baysville.
Proposed plan includes up to 250 car campsites, 25 backcountry campsites, and 25
roofed accommodations.
Lake of Bays Economic Development Strategic Plan | Page 96 of 115
Those consulted were committed to supporting businesses in Lake of Bays.
Regional Partners - Economic Development Stakeholder Community
They noted a lack of engagement with their organizations overall, perhaps due to how
far away they are located.
They are interested in spending more time in the community, connecting with
businesses and the municipality.
Collaboration is on-going with Muskoka Tourism and Venture Muskoka partners for
regional promotion and workforce development purposes.
WEAKNESSES
Consultation indicated that there are people experiencing homelessness in the
Township (living in tents, cars, couch surfing).
Affordable Housing
The cost of housing is very high and rental housing is essentially non-existent (much of
it displaced with Short-term Rentals or STRs).
This is a significant barrier to attracting a workforce - people cannot afford to live in the
area.
Residential lot sizes limit the potential to build new housing options (i.e. multi
unit/multi-storey dwellings).
There is no form of public or private transit. Given the lack of workforce-attainable
housing in Lake of Bays, this makes it extremely complex for lower-wage workers to
access employment opportunities in the Township.
Transit
Additionally, the lack of transit limits opportunities for residents to access services in
larger centres (grocery, medical, employment, education, social and recreation
activities) without a vehicle (in particular, for young people).
Finding employees is a significant challenge, especially for tourism-reliant and
seasonal businesses. As noted, much of this is driven by the lack of housing and transit.
Workforce
The most desirable tye of employment was year-round, full-time employment,
especially if the wages were relatively high (employees could afford to live in Lake of
Bays).
Lake of Bays Economic Development Strategic Plan | Page 97 of 115
Employers that offer full-time, year-round employment appeared to find it less difficult
to attract and retain labour.
Lake of Bays population is aging and many young people do not see a future in the
community with limited employment opportunities.
Lake of Bays is not a diverse population and is not always welcoming to newcomers.
There are experiences retired and semi-retired people in the community that might be
interested in employment opportunities.
The community is aging, and youth fail to see future opportunities in the community.
Youth
The community lacks amenities for youth and their social and recreational circles are
based in larger, neighbouring communities (Bracebridge and Huntsville).
The 4 communities really lack a sense of arrival when entering them. Commercial areas
are set back, or based on side streets that do not draw visitors (or community members
in).
The strongest sectors by employment concentration are (by location quotient): Arts,
Entertainment and Recreation (7.47), Wholesale Trade (2.74), Accommodation and Food
Services (2.49), Mining, Quarrying, and Oil and Gas (1.87), Construction (1.79),
Administrative and Support, Waste Management and Remediation Services (1.56).
Diversity of Businesses
The largest sectors by number of employees are: Accommodation and Food Services
(264), Wholesale Trade (180), Arts, Entertainment and Recreation (177), Construction
(162), and Retail Trade (127).
The business community is very small, with less than 1,500 employment positions.
While employment opportunities are diverse, options are limited overall and impacted
by seasonality.
Beyond tourism and construction, Lake of Bays lacks a true industry sector of strength.
Seasonality is a major issue facing the sustainable operation of many businesses in
Lake of Bays. In many cases this can be attributed to a drop in demand for services and
retail over the course of the winter. Many businesses conduct the bulk of their business
in the 10-12 weeks of the "on" season, when visitation traffic peaks.
Seasonality
Business owners find it hard to remain viable through the "off" seasons, and then need
to prepare for a significant ramp up to the "on" season, with staff training and
recruitment, preparing properties and equipment, etc.
Seasonal business trends were particularly pronounced with homecare services, retail,
and tourism operators.
Seasonal resident visitation decreases significantly between November and April.
The tourism visitation season has been extending further into the fall with the fall colour
season.
It was generally considered that wages available for many jobs in the community did
not align with the cost of living. Jobs generally lower paying and seasonal.
Job Quality
Residents noted they would like to see more sustainable, year-round employment
opportunities.
Lake of Bays Economic Development Strategic Plan | Page 98 of 115
Employers that offered year-round, well-paying employment did not have any issues
attracting and retaining staff.
Public access to the waterfront for both non-waterfront property owners and visitors
was fairly limited, with only Dwight Beach, Norway Point Beach, Grassmere Beach and
Dorset Beach Park.
Access to the Lakes
There was a perception that waterfront property owners prefer the limited access.
Lake of Bays lacks diversity.
Diversity of Community
This has been a challenge when trying to attract immigrant investment (can I see
myself in your community?), and when managing resident perceptions and
expectations of visitors who are visible minorities.
There is a perception that people come from the Greater Toronto Area (GTA) for the
day, bring everything, use the beaches and the bathrooms, spend nothing or next to
nothing locally, and then go home.
OPPORTUNITIES
Both residents and businesses would like to see the Township actively stewarding an
articulate vision of the types of investment and development they would like to see
and then support it through policy, investment attraction activities and messaging,
and/or incentives.
Enhance Planning and Building Processes
Lake of Bays Economic Development Strategic Plan | Page 99 of 115
The Building Department has implemented an online permitting system for Building
Permit applications.
The Township has the Community Planning Permit System in place Township-wide,
which is designed to combine and replace the zoning, site plan, and minor variance
processes into one streamlined process.
The Township has experienced record building permits and construction activity over
the last 3 years.
Currently, businesses and residents claim that they find the development process
confusing, frustrating, slow and costly. Given that Lake of Bays has a streamlined
development process, public education can be utilized to share information and
demystify the process.
Participation in focus groups was poor (7 in total). Participation in the survey was slightly
higher (31 in total).
Engagement with and between Community
Some of the businesses that participated in consultations feel they are not receiving
information about local and regional happenings related to economic development,
which they used to receive via a newsletter.
The business community is disconnected from its stakeholders - participation on key
stakeholder boards of directors, or engagement at networking events is low from Lake
of Bays businesses.
Prior to COVID-19, there used to be regular meetings between business leaders in the
community and Township staff (and occasionally Council). These no longer happen but
are missed. Businesses saw it as a great way to coordinate action to support businesses
across the Township, get to know one another, and more clearly articulate their
challenges and opportunities to the Council and staff. These meetings can help support
the implementation of strategies like this (as well as culture, recreation, etc.).
Businesses felt disconnected from businesses that were located outside of their
hamlet of operation (i.e. Baysville businesses did not know what was going on in Dorset
or Dwight) and would like to better get to know the business community across the
Township.
The aging population, in some ways, presents a challenge for the future of the
workforce. In other ways, retirees represent a perfect workforce market for part-time
work - those that just want to get out of the house and do something for a few hours.
Aging Population
A population aging in rural and more remote areas also requires service delivery, and
the potential for innovation in service delivery. Home and health care providers would
be beneficial to the community and enable more people to age at home. This also
presents a strategic investment attraction opportunity to service this growing need.
With a more remote population, the opportunity exists to develop innovative
technologies to fill the in-person workforce service gap.
There is a perception that the Township has experienced a loss of business, or business
service levels (i.e. reduction in retail stock or service options) since COVID-19,
particularly in Baysville.
Retail and Service Development
Residents would like to see more stores in general, as well as general stores, grocery,
restaurants (especially on the water), cafes, veterinary services, and hardware stores.
There was also a desire for additional services - home and property maintenance,
landscaping, trades, elder care, health care, and education in the community.
Lake of Bays Economic Development Strategic Plan | Page 100 of 115
Lake of Bays is not actively and strategically pursuing an investment attraction
campaign at the moment.
Opportunity for Targeted Investment Attraction Campaign Related to Opportunities
There is an opportunity to pursue a targeted investment campaign to fill some of the
retail/service gaps identified. It was suggested that targets for that campaign could
include newcomers to Canada.
Lake of Bays is home to top quality, world-renowned visual artists, and a robust suite of
performance theatre.
Arts and Culture
Demand for theatre experiences from locals is high and even though no proper venue
exists, a production company has adapted and partnered with churches to use their
space.
A space for performance and to showcase and celebrate art would be an asset to the
community. Something like this could be developed within existing space and
community assets (library, community centres).
There was the Lake of Bays Arts Loop, organized by local private artists, to encourage
local gallery visitation, but it is unsigned and not well promoted, beyond a maintained
website.
Artists offer workshops, which are not celebrated and instead are poorly attended in
the community, so they host them in other markets - like Sault Ste. Marie or Burlington,
where the workshops sell out and the talks are packed.
Lake of Bays Economic Development Strategic Plan | Page 101 of 115
Many people struggle to make the drive from the GTA for a workshop day - especially
if it starts early. How can we establish more of an overnight marketplace for those
interested in arts and culture?
A culture strategy was developed for Lake of Bays and Huntsville almost a decade ago
and remains largely unimplemented.
The Parks, Open Spaces, and Recreation Strategy identified a number of opportunities
to enhance, leverage, and maximize the impact of the arts, culture, and heritage sector
and assets to both improve community wellbeing and maximize visitor spend. These
included direct product provision, public realm improvement, enhancing capacity to
support the sector and its development, related investment attraction, and marketing
and promotion.
It was recommended the Township undertake a new arts, culture, and heritage
strategy.
Lake of Bays has a high concentration of tourism-related businesses and employment
opportunities.
Tourism
There are many lodges (accommodation) that have been owned for generations. Some
are resistant to change, or the mainstay of their business are repeat guests, who have
been coming since their parents and/or grandparents came to that resort.
There are a lot of great products in Lake of Bays (i.e. SS Bigwin, Dwight Beach,
Limberlost, Access to Crown Land), and even more that could be unlocked with the
right marketing, promotion, and experience development (i.e. arts and culture, local
history, natural environment).
There is little coordinated marketing of the community and its assets.
Land for Commercial and Industrial Use
The Township has a listing of available properties on their website, but overall land and
space for, in particular, industrial use, is limited, and servicing is lacking in Dwight.
Respondents who would be interested in expanding their operations noted that they
were unable to do so due to current servicing capacity and requirements (on Highway
60).
Knowledge and Expertise Around the Lake
Many of the seasonal residents in Lake of Bays are high-powered business owners or
advisors on a national or global scale. The knowledge and expertise around the lake is
a huge asset - we need to figure out how to better engage those individuals in
supporting strategic growth and development in Lake of Bays.
4 Hubs
There are 4 unique and distinct communities in Lake of Bays.
The consultation revealed that previous strategies have tried to create cohesion
between the 4 in terms of visitation themes, however, the sentiment was that each
place is quite unique, and should be positioned and celebrated for its uniqueness and
the many unique experiences one can get in Lake of Bays.
Business-friendly Attitude
Many respondents felt that Lake of Bays did not have a business-friendly attitude.
Many made comments that if and when they look to expand, they will look to do so
outside of the Township.
The number one reason why successful businesses were in operation in Lake of Bays -
their owner was both there, or wanted to live there after vacationing in the area as a
child.
Businesses would like more assistance navigating planning processes.
The development of the Community Improvement Plan represents part of that vision
and is meant to support businesses in the Township's four communities. This incentive
program is aimed at encouraging reinvestment in privately owned properties located in
the CIP project areas, being the Township's four settlement areas (Baysville, Dorset,
Dwight and Hillside), especially where it will enhance the public realm and make a
positive contribution to overall vitality.
Awareness of Lake of Bays
Businesses, particularly those in Baysville and Dorset (off the Highway 60 corridor), did
not feel like people knew of Lake of Bays, the business community, or it's amenities.
They also felt that as people were driving along Highway 60 there was no sense you
were driving through a community.
It would benefit the Township to be better linked with initiatives and marketing that
connect Lake of Bays to the bulk of tourism activity in Muskoka along the Highway 60
corridor.
Lake of Bays Economic Development Strategic Plan | Page 102 of 115
Library, Service, and Recreation Clubs
Are engaged and do a lot for the community.
Businesses, stakeholders, and residents value the library and the excellent
programming they offer.
Businesses would also like the Township to articulate a vision for investment - and then
support it appropriately.
Recreation clubs, such as the Baysville Curling Club, are providing social activities for
people to do throughout the year, that are well received by full-time and seasonal
residents alike.
There could be opportunities to provide additional support and coordination to partner
and expand some of this programming, based on community needs, to enhance the
quality of life across the communities.
Short-term Rentals
Are numerous and increasing.
Recent changes were made to the STR By-laws.
Can be disruptive - many current renters are not participating in the tourism economy
of the area and are, at times, being disruptive.
There is little recourse to stop disruption, as homes are rented for such a high cost, that
the penalty/fine has little impact.
They present a lucrative opportunity to collect Municipal Accommodation Tax (MAT) to
reinvest in tourism and placemaking in the community.
Opportunity to better connect with STRs to showcase the retail, service, and
entertainment that exists to support their stay in the Township and region.
Community Improvement Plan (CIP)
Encouraging Expansion and Diversification of Existing Businesses
Has been developed to offer financial support (grants and loans) for the following
categories:
Encouraging Beautification and Visual Appeal
Encouraging Housing Development
Encouraging Tourism and Business Development
Fostering Public Art
Lake of Bays Economic Development Strategic Plan | Page 103 of 115
Objectives
Actions
Implementation Notes
Objective: Enhance
communication and buil
d a two-way relationsh
ip between the Towns
hip and the busi
ness community.
Maintain an on-going
business visitatio
n program to bett
er understand busin
ess needs and respon
d to immediate opportunities
and challenges.
Businesses that were part of the engagement process felt their
connection and communication with the Township could be enhanced. These meetings can be an opportunity to share information about economic development related initiatives and opportunities to better engage the business community.
Connecting with businesses on a regular basis within your community
will help establish a two-way relationship, where businesses feel tha
t they can reach out to the Township for support on challenges
or opportunities they are facing. This relationship facilitates busin
ess expansion and retention.
An ongoing business visitation program can happen in a structured way,
by leveraging a pre-defined interview guide, like the resources availabl
e through OMAFRA, or unstructured way, essentially getting to know ea
ch business through informal conversation that highlights their uni
que challenges and opportunities and supporting them to address any
immediate issues.
An ongoing business visitation program also presents an opportunity to
collect data from the business community in a semi structured way
, regardless of the format of the program, these discussions shou
ld involve the identification and information collection of key benchmark
questions to measure business perceptions of the community.
Continue to enhance the
Township website t
o become a centr
al resource to share loc
al, regional, and o
ther important inform
ation related to bu
siness operation, deve
lopment and supports
. Engage businesses t
o provide feedback on us
ability as part of the
enhancement process.
Consultation revealed that many businesses did not know how to find
out about business development events and resources in the
community or across the region.
The Township has a website with business resources on it and it should
be enhanced to ensure that it includes information related to business
operations, business development, and supports.
To ensure the website information is presented in a format that
businesses find easy to understand, businesses themselves should b
e engaged as part of the development process.
Identify five businesses across sectors to partake in a website review
session.
Organize a consultation session to review the website and identify ways
to improve access to the information resources on there for the busines
s community. This should look at the types of information on the website
and how easy it is to access that information.
Adjust website content as identified.
Lake of Bays Economic Development Strategic Plan | Page 104 of 115
Appendix C: Implementation
Notes by Action
Goal 1: Enhance the operating environment
for business in Lake of Bays.
Lake of Bays Economic Development Strategic Plan | Page 105 of 115
Create a committee of
business representative
s to provide insight
on implementation of
the economic develop
ment strategies. E
nsure diversity on the bu
siness committe
e where possible (i.e. all
sectors and demographics
represented).
Businesses consulted indicated they were involved with a group of
business leaders who met quarterly in the past. Those meetings wer
e facilitated by the Township and were considered very valuable f
or networking, partnering, and ensuring the Township understood local
business needs.
A quarterly meeting with businesses would be valuable to ensure
activities within this strategy are implemented in away that is
accessible and engaging to the business community.
This group of businesses could also serve as champions within the
community to help engage other businesses to participate in economi
c development initiatives and broader community development
initiatives.
Re-establish a quarterly
newsletter to share ke
y initiatives and progra
ms from the Township,
new opportunities for
the business community
(i.e. funding), and loc
al and regional eve
nts and happenings that
would be relevant to them.
Businesses wanted more communication from the Township about
news, information, and opportunities that relate to them.
Businesses did not know where to find information on broader regional
economic development initiatives that provide support to the business
community.
This newsletter can be emailed but should also be hosted on an online
platform. Economic development staff should explore opportunities t
o engage artificial intelligence tools to support the development of the
newsletters.
Objective: Support and
promote entrepreneurshi
p and small busine
ss ownership in
the community, especially for
youth
Continue to celebrate and
promote business owner
s in the community. Th
is could be via purchas
ing and showcasing t
heir work in comm
unity facilities, creati
ng and hosting a video
or blog series on the g
reat and innovative things
business owners in La
ke of Bays are doing
, or having Council
come out to business-cent
ric events in the co
mmunity. These
celebration and promoti
on opportuniti
es could showcase entrepre
neurship, or other regio
nal career paths as well.
Businesses consulted, in particular artisans, given their number in the
community, felt the Township could better showcase and celebrat
e their work. They suggested existing Township facilities could
be enhanced with local artwork and/or other exciting elements from
businesses around the community.
Businesses consulted did not currently have positive sentiments
towards the Township. By actively celebrating local businesses, withi
n the community and throughout community facilities, the Township c
an clearly demonstrate their commitment and enthusiasm for lo
cal businesses. This could help shift the perception of the Township
and create local business champions that can assist in increasing su
pport and buy in for small business around the community.
Businesses consulted noted that they wanted increased support from
the Township to help their business grow, and one such way i
s promotion and helping to showcase their business in the communit
y. Other ways businesses desired support was having more opportunit
ies to share their experiences with Council members, and opportunitie
s to promote local career pathways to youth and the broader community.
Continue to advocate for
provision of high-spee
d internet across t
he Township.
Access to high-speed Internet was still a critical importance to
residents and businesses in the community, in particular home-base
d businesses.
To best advocate for the provision of high-speed Internet across the
Township, it will be useful to better understand the specific needs o
f the community and to map coverage areas of concern across t
he Township.
Lake of Bays Economic Development Strategic Plan | Page 106 of 115
Prepare advocacy materials based on identified needs to support
council and partner efforts to advocate to other levels of governmen
t and service providers for increased provision of high-speed Internet
across the Township.
Work with partners to
promot
e entrepreneurship as
a career path in schools and
the library.
Residents noted their children did not always envision a future in Lake
of Bays due to existing employment opportunities.
Two local organizations support entrepreneurship and business
development, Muskoka Futures and the Muskoka Small Busines
s Centre. The Township should work with these partners to crea
te engaging material and activities targeting youth to prom
ote entrepreneurship as a career path in schools, the library, and in
the broader community. The Muskoka Small Business Centre offer
s the Starter Company program, which consists of seed fundi
ng and business development support geared towards summer small
business start-up for youth.
Connect with the library and school boards to build buy in and support
for these materials and activities.
Work with partners to
promote and enabl
e access to more busine
ss development supports
in the community, such as
educational seminars.
Lake of Bays is somewhat remote, not directly connected to the
Highway 11 corridor, and some communities a 30-minute drive away. This can make it challenging for businesses to participate in or access programming to support business growth and development offered across the District of Muskoka and beyond. It was noted the programming and service delivery was almost never based within the Township leading to additional financial and time constraints to participate. There was a desire for Lake of Bays-centric events.
Partners and service providers were interested in working more closely
with the Township to better engage the local business community i
n understanding and accessing their services. They noted th
at participation from Lake of Bays businesses was lower than that
of communities along the Highway 11 corridor. This was also tru
e of participating in leadership level roles, such as organizational boar
ds of directors. Participating in those opportunities are important to
ensure Lake of Bays business needs are considered when developing
future activities to support the regional business community and wo
rkforce, and was something the consulted organizations wanted to address.
Objective: Support
workforce developmen
t and attraction within t
he Township.
Create opportunities to
connect employers t
o residents in Lake of Ba
ys and around the regi
on. This could be thr
ough activities like job f
airs, networkin
g, and mentorship.
56% of employer survey respondents noted that access to workforce
was considered a key challenge facing the business community
. Seasonality was a significant challenge to workforce retention.
Creating opportunities to connect employers to residents both within
the community and external to the community, has the potential to
catalyze new relationships that translate into future employment.
It's recommended that project partners go beyond traditional job fairs
to try and create more personal connections between employers an
d job candidates, both current and future. Consider how to engage you
th to explore different career paths and employers.
Create a directory of
rental housing availabl
e for residents and season
al employees and l
ink Muskoka Job Board to
the Township website.
Regional partners have worked together to develop a Muskoka-
specific job board that is currently not linked to the Township website.
It includes an agglomeration of multiple feeds that share jobs fro
m across Muskoka and allow users to search by specific characteristi
cs including geography. It should be featured on the Township website
in a location that is accessible for both businesses and residents.
Lake of Bays Economic Development Strategic Plan | Page 107 of 115
Access to housing was considered a significant barrier to finding a job.
Consultations noted that today there is very little rental housin
g available in the municipality, however, if objectives that relate
to enhancing the supply of attainable and affordable housing are realiz
ed, this should increase the housing supply to a level where hosti
ng a listing is feasible. Many employers noted that if they needed to re
cruit from outside of the community, access to suitable housing was a
barrier.
Objective: Enhance
connections between
businesses in Lake of Bays
Enhance connection
between businesses i
n Lake of Bays and t
he regional busin
ess community thr
ough support and promotio
n for regional-level netw
orking events. This could
include the creation of a
digital platform for busi
nesses to network, share
resources, and collaborate on
projects.
Sharing information on networking opportunities that are already taking
place is cost effective and ensures that you're not duplicating activities
with other organizations.
While demand is high for some products and services (i.e. trades)
within Lake of Bays, it is a smaller marketplace than the broader Distric
t of Muskoka. Connecting the local business community to the region
al one creates new opportunities for knowledge sharing, B2B sales,
partnerships, and initiatives.
Business respondents did not know how to find out about networking
events.
Partners noted that when they did hold events that were region wide, it
was very challenging to get Lake of Bays businesses to come out an
d participate. However, when events were offered within the Townsh
ip itself, it was equally challenging to get other regional businesses
to participate. Consideration should be given to creative ways to get over
this divide (i.e. transportation, technology, creative networking tactics).
Networking experiences should seek to go beyond the typical
unstructured social format to provide additional value to attendees (i.e
. incorporating some speed-networking sessions or hosting speake
rs and facilitated discussion on topics of interest).
Facilitate hamlet-level
and Township-wid
e business networking
to better connect Towns
hip businesses for referr
als, learning, and pla
nning purposes.
Just under 60% of business survey respondents noted that they were
interested in partaking in local and regional networking events.
Consultation with businesses revealed that they felt disconnected from
businesses within the Township and within their hamlet. There was
a desire to participate in more events and activities that could better
connect them to other businesses in the community.
Networking experiences should seek to go beyond the typical
unstructured social format to provide additional value to attendees (i.e
. incorporating some speed-networking sessions or hosting speake
rs and facilitated discussion on topics of interest).
Objective: Improve
awareness of businesse
s in the community.
Develop a directory of
consumer-facing servic
e businesses to
be distributed to reside
nts and Lake Associations
, by need (i.e. plum
bing, landscaping, pl
owing, etc.). This sh
ould be printed and a r
eal-time version should
be housed on the Township website.
61% of businesses indicated they would like support with marketing
initiatives, and 53% of businesses indicated that would like t
o participate in shared marketing initiatives.
Anecdotally, Lake of Bays is home to a number of contractors that are
small, independent, and in some cases, not publicly listed.
Consultations revealed a significant demand for things like plumbing,
landscaping, snowplowing, and other household tasks. However, i
n many of those cases residents did not know where to find informati
on about the various service providers in the community. Word of mou
th, via social media posts, was the de facto method many were usin
g at the time of consultation.
Lake of Bays Economic Development Strategic Plan | Page 108 of 115
To maintain accuracy, a real time list could be hosted on the Township
or Chamber of Commerce website. The Township should also conside
r doing a limited print run or print by order for distribution, given that
some of the population that may prefer materials in print.
Offer a resident-focused
trade show to showcas
e local service providers.
It is recommended this
be partnered with
well attended events lik
e the Dwight or Bay
sville market. Explore
ways to enhance the valu
e of the event with a pr
e or post event w
orkshop or business
networking opportunity.
A trade show offers a different, more personal way, for residents and
businesses to connect with service-based business in the community.
To encourage participation and engagement in a trade show, it was
suggested that one could be paired with popular local events, such a
s the Dwight or Baysville Markets. To add additional value to t
he businesses, there could be additional time after the main ev
ent dedicated to business education and networking.
Objectives
Actions
Implementation Notes
Objective: Adopt a
business-friendly attitude
, where it aligns with t
he vision, needs, and plans
of the commun
ity. Cohesively articulate
your vision for the fut
ure of Lake of Bays a
nd what that means for the
current and future
business comm
unity, and champion that vision.
Develop a clear
guideline document tha
t outlines the suppo
rt available to busines
ses from the Township.
Many businesses were not aware of the type of support available to their
business from the Township. At times they did not reach out to the
Township when it would have been appropriate to provide assistance.
The clear guideline document would help them better understand the
type of support and resources that the Township can provide to suppor
t their business, and how to access them.
Undertake an Official
Plan and by-law revie
w to ensure that planni
ng and developm
ent policies align
with economic develo
pment goals and vision,
while balancing protec
tion of the environment.
Include consider
ation for economic d
evelopment and th
e strategic economic
development goals of
the Township,
as well a
s the Community Impr
ovement Plan and Parks
, Open Space, and Recr
eation Strategy i
n the update to the Township's Official Plan.
Consultation revealed that both businesses and residents perceived that,
at times, municipal decisions did not align with the future they felt th
e Township was trying to embody for Lake of Bays. Much of th
is conversation related back to a decision on parking regarding a
prominent business in the community.
Those consulted felt that the Township could play a greater role in
supporting and stewarding the type of investment alliance with th
e Township's vision, and resident needs. There is the opportunity
to undertake a review of existing bylaws to ensure that they align with
the Township's vision for growth and development and also take
into consideration the goals of this strategy, the Township, as well a
s the community improvement plan, and the parks, open space, and
recreation strategy.
Goal 2: Attract, support, and retain strategic
investment into the community.
Lake of Bays Economic Development Strategic Plan | Page 109 of 115
Establish a concierge
service to assis
t strategic investme
nt with developm
ent processes. Track
and publish the perfor
mance metrics of the con
cierge service to promote
transparency.
Businesses consulted perceived they faced challenges when working
through planning and development processes, and establishing
a concierge service to support strategic and value-add investment in the
community can assist growing businesses in navigating those processes.
A concierge service, led by economic development, could get involved
at a pre consultation stage of planning and development processes, an
d be an additional contact for the business community to navigate those
processes should they experience any challenges.
Objective: Better
communicate Townshi
p planning a
nd development processes
and successes.
Update, promote, and
share print and digita
l materials that clear
ly articulate
the development proc
ess. Develop clea
r and concise communi
cation material to prom
ote any future ch
anges to planning processes. Develop an annual event to educate businesses on the planning and development process.
Several businesses consulted noted that they face challenges ranging
from small to significant when working with the municipality t
o undertake planning and development processes. Much of this seem
ed to stem from a lack of understanding of existing regulation, and planning
and development processes.
Effective communication regarding planning and development
processes could help mitigate negative sentiments from businesses tha
t need to undertake those processes. Despite the municipalities quick tu
rn around for community planning permitting, the perception still exists t
hat planning and development processes in Lake of Bays are timely
and costly.
An annual event for those who want to develop or expand businesses in
the community would be useful to enable them to understand th
e process and build relationships with relevant contacts at t
he municipality.
Share planning
successes (i.e. reduce
d wait times for permittin
g, positive testimonia
ls, etc.) with the commu
nity to change the br
oader perception.
There was a perception amongst those consulted that the planning and
development processes in Lake of Bays was difficult. However, Lake of
Bays has one of the fastest permitting processes available.
By sharing the successes and experiences, including timelines, with the
broader community this can help modify the perception of challengin
g planning and development processes, and encourage more business
es and residents to reach out and follow proper process to av
oid disappointment.
Objective: Attract
investment to Lake o
f Bays that provides hig
h-quality employment a
nd is complementary to
the community's indust
rial strengths, opportuni
ties, and values to e
nhance quality of life.
Create marketing
materials to promot
e strategic investme
nt attraction opportuniti
es. Clearly articulate
the market opportunit
y and value proposit
ion of locating
in the community.
Lake of Bays does not have an active investment attraction program at
the moment, including developed investment attraction materials.
Several strategic areas to attract investment were identified as part of
the development of this strategy, and present attractive opportunities t
o undertake investment attraction. To do so the Township must
be prepared with the relevant materials to support business location
decisions.
Advertise opportunities
at relevant trade show
s and publications.
Hosting materials to promote the community on the Township's website
is a starting point, however, many beyond the Township, and perhap
s even within the Township itself are unaware of the opportunities that
exist within Lake of Bays.
There will be a need to explore advertising opportunities to promote
investment attraction opportunities in the community. These could b
e through trade shows, such as events geared to the sectors
of opportunity, or specific publications targeting sectors of opportunity, or
other marketing avenues.
Lake of Bays Economic Development Strategic Plan | Page 110 of 115
Objective: Enable the
development of workforce
attainable housing.
Actively promote
incentives an
d opportunities f
or workforce-attaina
ble housing develop
ment with developer
s and employers. This in
cludes the Township C
IP, and any programs a
vailable from other
levels of government.
The Township's new CIP program provides financial assistance to the
development of affordable housing. Part of the economic developmen
t role will be to promote those incentives both locally and to develope
rs further afield.
Active promotion of these incentives from the Township, as well as any
other programs available, can assist in attracting new housin
g development. Consideration should be given to how these attraction
efforts relate to your broader investment attraction efforts.
It was noted that the Township permits non-permanent structures to act
as temporary housing on a seasonal basis. The Township should ensur
e businesses and residents are aware of this policy, should they wish
to create additional units.
Through the update to
the Township's Officia
l Plan, ensure policy
is supportive of
the developmen
t of workforce-attai
nable housing
in the community.
Housing is one of the largest barriers facing workforce attraction and
retention in Lake of Bays, particularly for seasonal employment. It wa
s ranked the most important economic development needed by residents
and seasonal residents.
Lake of Bays is not home to a diverse housing mix, making it challenging
for persons of different ages and income levels to reside within th
e community. While some jobs in the community are full time and well-
paying others are part time and seasonal and close to minimum wage.
Consultation revealed that there are regulatory barriers to the
development of a diverse and tenable housing mix including limitation
s on residential lot sizes which need to be addressed through the official
plan update.
Explore opportunities to
support innovativ
e housing solutions like
a community land tru
st, with an explicit goa
l of creating workf
orce-attainable housing.
Housing is a topic of concern across municipalities in Muskoka and in the
broader province of Ontario. As with the provision of other services
, housing will likely go to larger marketplaces first, and in order to addre
ss the housing crisis within the community, Lake of Bays should consi
der pursuing more out-of-the-box and innovative housing solutions to create
more workforce attainable housing.
There are many stakeholders around the country and region that are
trying to address the shortage of attainable housing. One such solutio
n that is being explored regionally is the Muskoka Land Trust, who aims
to purchase and steward land for the purposes of creating perman
ent affordable housing solutions.
Objective: Work with
partners to develop loca
l transportation solutions.
Establish a
transportation workin
g group with k
ey community partne
rs, stakehold
ers, businesses
, and residents to identi
fy and explore rural and
remote transportation solutions. This could include a rideshare program. Use community surveys and consultation to assess transportation needs and ensure solutions are user-centered.
Access to transportation around the community and to and from
Bracebridge and Huntsville is a barrier in Lake of Bays to current an
d potential employees based in those communities, as well as to you
th and residents who access, or want to access, those communities for
education, retail, and service purposes.
While the development of transportation solutions will likely be private
sector led, the Township can play a key role in coordinating stakeholder
s and establishing a conversation around what's needed and what is
possible.
The development of transportation solutions for the Township should
explore engaging both residents and businesses, as well as communit
y partners and stakeholders, to identify and explore transportati
on solutions that are feasible for the community. This can include
an assessment of transit needs. As part of the exercise, the Town
ship should explore partnering with third party apps, the role of ride sharing,
and best practices and rural and remote transportation.
Lake of Bays Economic Development Strategic Plan | Page 111 of 115
Pilot solutions.
When solutions are proposed, the Township should work with partners
to undertake short term pilots and evaluate the outcomes to determin
e which transportation solution might best address the community's ne
needs.
Objective: Support and
promote regiona
l economic developme
nt efforts that align with
the Township's strat
egic goals.
Support the
implementation of th
e regional workfor
ce development strategy
in the Township of Lake of
Bays.
The District of Muskoka and its municipal partners has recently adopted
a new regional workforce development strategy and implementation
plan.
With the strategy completed, project partners are now looking to move
into the implementation phase and will be looking for support from the
Township to implement initiatives.
The strategy focused around three key goals including coordination and
leadership, creating the right conditions to attract and retain employees,
and developing the future workforce of Muskoka.
Continue to participate
with regional municipa
l partners to sha
re information, as well
as support Ven
ture Muskoka and
other strategic re
gional economic deve
lopment efforts.
As noted above, a partnership has formed between the regional lower
tier municipalities in Muskoka for economic development purposes. Thi
s group has been collaborating on investment attraction initiatives, such
as the development of the Venture Muskoka website, as well as the ab
ove noted workforce development strategy, and the related Muskoka
Job Board. The group intends to continue meeting to drive forward stra
tegic regional economic development efforts and the Township
should remain connected and active in participation to support their economic
development efforts.
Working with partners that have similar goals enhances the scope of the
product promoted as well as the capacity to undertake the promotion o
r any other related economic development activities. This capacity can be
human resources, expertise, and or financial.
Explore opportunities to
partner with the RTO1
2 Catalyst Housing proje
ct to engage
new workforce in
the Township.
The workforce development strategy noted the ongoing conflict
between peak demand for housing that overlaps with peak demand fo
r employment and peak demand for visitation. This means at pe
ak residency and tourism seasons, there is an almost certainty that
the region will not have enough housing to accommodate the required
workforce.
To begin to address this conundrum, RTO12 has developed an innovative
housing project that combines training and housing for the touris
m sector under one roof, to create its own centre of training excellence f
or the hospitality and tourism industry. This project is in its pilot phase
and the Town of Huntsville has agreed to host the initial site for the Cata
lyst Housing project. There is an opportunity to explore if linkages c
an be made to the project, particularly related to transportation that co
nnects to employees. Further activity could explore expanding the project to
include a Catalyst site within the Township itself.
Lake of Bays Economic Development Strategic Plan | Page 112 of 115
Objectives
Actions
Implementation Notes
Objective: Enhance the
quality of place an
d space in the four hamle
ts of Lake of Bays.
Create a detailed
implementation plan fo
r the Community
Improvement Plan (CIP).
A CIP was recently adopted by the Township, designed to support that
expansion and diversification of existing businesses, the beautificatio
n and visual appeal of the community, enhanced housing developmen
t, tourism and business development, and public art.
A detailed implementation plan will help guide the next steps to
implement the program and consideration should be given to how th
e program should be promoted to maximize awareness, as well
as ensuring the application process is accessible to the busin
ess community. It is recommended to engage a small group of busine
sses to provide insight and recommendations on a proposed process and
application form.
Implement the MAT tax
to enable public spac
e enhancemen
t, animation, and tour
ism promotion.
Staff have been directed by Council to implement the municipal
accommodation tax, which will be a useful tool to enhance touris
m efforts and puts it on an equal playing field to many other municipaliti
es in Ontario.
High value accommodation within the municipality means there's the
potential for the MAT tax to generate significant revenue. It's estimate
d that the Township will generate over $1.68 million annually.
Consideration should be given as to how best to apply the MAT tax
across promotions and community enhancement, including things lik
e animation and public space enhancement, all key elements to
enhancing Lake of Bays as a resident and visitor destination.
Create, beautify, and
animate public space
s to encourage people
to visit, gather, and linger
in hamlets. Leverage l
ocal artists to support this.
Survey and consultation revealed that residents wanted more public
spaces that encouraged people to visit, gather, stay, and explore in Lak
e of Bays communities, as well as to enhance the suite of leisure activities
available.
Well-used public space encourages visitors to stop and explore the
community.
Consultation indicated that the sense of arrival within Lake of Bays
communities could be improved. Currently communities lacked feature
s that encouraged the many people driving through to stop and explore as
pedestrians.
The community has a rich heritage, and many local artisans and cultural
organizations. The Township should see to engage those elements a
s they seek to create vibrant public spaces in their communities.
Create signage and
features, like public art
, to capture the potenti
al economic spin-off f
rom the many visitors
and residents drivin
g the Highway 60, 35, a
nd 117 corridors. Involv
e local artists in th
e design process for public
spaces and signage.
Signage was noted as a weakness throughout the consultation.
There was a perception that there was minimal signage directing to
attractions, businesses or other reasons in the community, outside of the
tourism oriented directional signage that was very costly.
Creating signage and additional features such as public art will
encourage visitors and residents to stop and better enable the Townshi
p to capture economic spinoff related from the significant number
of visitors driving through their community during the year.
Goal 3: Develop Lake of Bays as a destination
for residents and visitors.
Lake of Bays Economic Development Strategic Plan | Page 113 of 115
These features should be connected to economic spinoff opportunities
in the community (i.e. place art and wayfinding at direct-consumer-
facing businesses)
Create a welcoming
environment fo
r newcomers to Canad
a, including residen
ts, businesses, and visitors.
Lake of Bays welcomed 10 immigrants in the decade preceding 2021.
Only 10% of Lake of Bays population is made-up of immigrants.
Consultation noted concerns from residents that visitors were coming
from outside of the community to use the recreational assets and the
n return without contributing.
Consultation also revealed perceptions that new Canadians had a desire
to explore business ownership in more rural and remote communities
, and while other communities have been successful in attracting them,
Lake of Bays has not seen the same uptick in interest.
This creates an opportunity to help generate a more welcoming
community be it via promotional campaigns, events, or spaces tha
t celebrate the diversity of residents and visitors with the ultimate goal
of creating a community that embraces people who are new and different
for the value that they bring and their unique skill sets.
Explore opportunities to
enhance access to th
e natural environmen
t, including lak
es, waterways, tra
ils, beaches, and parks.
Lake of Bays is home to exceptional natural beauty and assets including
lakes, waterways, trails, beaches, and parks.
Consultation noted that despite the presence of these fantastic natural
assets, if you were not a property owner, particularly one on the
waterfront, it was challenging to find access to those natural assets.
By enhancing and promoting certain natural assets to increase access
into the natural environment, the Township could attract more visitor
s while also controlling the flow of traffic, and directing to economic spin-
off opportunities.
Create a "destination" in
Baysville that will attrac
t visitors to the village
to explore the village
and "destination" on foot.
As noted above, well used public space will attract visitors and
encourage the spending of money. Creating a destination attraction link
s to well used space and retail and services can help enable visitor
spending and encourage visitors to stop and explore the community.
Create a "destination"
somewhere on or nea
r Highway 60 in Dwig
ht that will encour
age traffic to stop
and explore the "destina
tion" and the village of
Dwight on foot.
As noted above, well used public space will attract visitors and
encourage the spending of money. Creating a destination attraction link
s to well used space and retail and services can help enable visitor
spending and encourage visitors to stop and explore the community.
Lake of Bays Economic Development Strategic Plan | Page 114 of 115
Objective: Increase day
and overnight visitors t
o Lake of Bays a
nd maximize their commun
ity impact while protec
ting the natural environment.
Develop an arts, culture,
heritage, and touris
m strategy to coordinat
e, develop, and exp
and related assets in
the community to max
imize visitor spend and
impact and celebr
ate the incredible asse
ts based in the commun
ity. This should
include a
destination ma
nagement and mark
eting plan to contr
ol the flow of visitor
s, maximize the benefit
of visitation to t
he community, and mini
mize the impact on the natural environment. Strategy should include consideration for the impacts of climate change.
A culture strategy was completed in partnership with the Town of
Huntsville in 2013, but few recommendations have been implemente
d by the Township.
The Township has a significant cluster of artisans and cultural actors,
such as performers, as well as cultural assets that are not bein
g promoted and leveraged in a coordinated and strategic way. T
he creation of an arts, culture, heritage, and tourism strategy that include
s a destination management will help maximize the impact of the tou
rism sector, as a whole, as well as the economic impact of the art
s and culture businesses in the community. This will support the devel
opment of a more vibrant community, as a whole. It could also give consid
eration to how to more cohesively integrate District Road 117 and Pr
ovincial Highway 35 into the overall tourism product and promotion within the
Township.
Develop and support the
development of off
-season activities, events
, and experiences.
78% of business survey respondents indicated the number one
challenge facing their business was seasonality.
While businesses noted that the high season was increasing in length, it
was also noted that off season activities such as snowmobiling, whic
h used to sustain year-round tourism businesses, are in decline due
to climate change. It should be anticipated that the ability to promote and
leverage snow-based sports will decline over the coming years.
The Township, in partnership with the business community and RTO 12,
should explore opportunities to enhance the off season through the
development of new attractions, promotions, and events and festivals.
Collaborate with
partners to enhanc
e Lake of Bays touri
sm marketing and
promotions efforts.
Businesses were interested in opportunities to partner on marketing and
promotions.
Businesses were interested in learning more about marketing and
promotions and how to apply it to their business.
There seemed to be a general lack of awareness about Lake of Bays and
the tourism assets within the community.
There's the opportunity to enhance community marketing efforts for
tourism. There is an existing brochure on the website that could b
e promoted. Additional considerations should be given to social med
ia marketing, support for product packaging between operators in
the region, and how to incorporate the scenic route to Algonquin Park via
117 and 35.
Additional consideration should be given to the identity of each of the
four communities within Lake of Bays, and associated branding an
d positioning within the marketing materials. Marketing and promotio
ns efforts should seek to encourage visitors to move around the la
ke, where possible.
Lake of Bays Economic Development Strategic Plan | Page 115 of 115
Support the
development of space
s that celebrate a
nd showcase the work
of local businesses
and history. This
could include an appropr
iately scaled arts and
culture centre to furth
er focus on developing
the arts and culture
sector and provide
a venue to showcase all
local forms of art and culture.
The region attracts over a million visitors enroute to and through
Algonquin Park to experience the beautiful natural environment of the
area.
The Township is home to a number of artisans and cultural performers,
as well as significant, meaningful, and interesting local history. Loca
l artisans and cultural performers could be featured around t
he community and within a specific dedicated space should the budget
exist.
Without the development of additional space, the Township should
examine creative ways to integrate art and culture into their existin
g spaces, such as libraries and community centres. As part of destinati
on development in Baysville and Dwight, consideration should be given to
the development of performance and art spaces.
Showcasing local artisans in community facilities will help establish the
community as an arts and culture hub and create interest in visiting th
e community to experience new art. It is highly recommended th
at development in the arts and culture space focus on leveraging exist
ing talent within the community.
Identify specific off-
season events and
initiatives as example
s for investment buy-in (i.e
(i.e. "business in a box".)
The off season poses a significant challenge for many seasonal
businesses to retain employees and remain viable over the winter.
Identifying unique offseason events or initiatives to help keep the
business community engaged with their client base even when no
t visiting the community could help bolster economic sustainability yea
r-round. This could include things like "business in a box "where loc
al businesses create a monthly curated content box to share with clie
nts and customer base to recreate the experience they would normally get
in the on-season, or looking at ways to create digital experiences.