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BRIGHTER
BRIGHTER
FUTURE
FUTURE
City of St. Thomas
Strategic Plan
2024 - 2027
LAND ACKNOWLEDGEMENT
01
We acknowledge that the land on which we meet is the traditional territory of the
Haudenosaunee, Anishinabek, Attiwonderonk (Neutral) and Mississauga peoples and is now
home to many diverse First Nations, Inuit, and Métis peoples.
We also recognize that this land is now home to the Munsee-Delaware Nation, Chippewas of
the Thames First Nation and Oneida Nation of the Thames.
This land was settled through Treaty 2, the McKee Purchase Treaty of 1790, and we, as
beneficiaries of the treaty recognize our collective responsibilities to the land and water.
A MESSAGE FROM YOUR
MAYOR AND COUNCIL
02
On behalf of Council for the City of St. Thomas, I am pleased to present Council's 2024-
2027 Strategic Plan, Brighter Future.
Over the past year, we engaged with hundreds of individuals, including residents, youth,
community partners, service providers, business owners, developers, and city employees.
Through these consultations, we gained invaluable insights into the collective hopes and
priorities of our communities. We thank all for your input!
It was evident that while our city is experiencing remarkable growth and development,
there is a strong desire to uphold the values that have long defined St. Thomas as a caring
and connected community. We learned how important it is for St. Thomas to continue to
be a city where people feel safe and have access to stable and affordable housing. People
shared how much they value the city's parks, trails, and recreational and cultural amenities
and their expectations that we will continue to invest in these assets as we grow. People
also spoke passionately about protecting the environment and cultivating a more inclusive
and resilient city where current and future generations can flourish.
This strategic plan is a blueprint for collective action and a framework to guide Council and
staff in decision making processes and to direct resources to where they will be needed.
As we move forward to implement the plan, we do so with optimism and determination,
mindful of our responsibility to those we serve and to the city's future generations.
Please join us as we embark on this strategic journey. Together we will build a brighter
future for St. Thomas, a city where everyone belongs and has opportunities to thrive.
Mayor Joe Preston
Photo: From Left to Right
Cllr. Lori Baldwin-Sands
Cllr. Jim Herbert
Cllr. Jeff Kohler
Cllr. Steve Peters
Mayor Joe Preston
Cllr. Steve Wookey
Cllr. Gary Clarke
Cllr. Tara McCaulley
Cllr. Rose Gibson
03
Building a brighter future where
everyone belongs and has
opportunities to thrive.
TRUST
&
ACCOUNTABILTY
THOUGHTFUL,
STRATEGIC, AND
SUSTAINABLE
COMMUNITY
GROWTH
PASSIONATE AND
ENGAGED
CITY TEAM
PUBLIC
SAFETY AND
COMMUNITY
WELL-BEING
EFFECTIVE
GOVERNANCE
COLLABORATION
&
TEAMWORK
EQUITABLE,
ACCESSIBLE,
AND INCLUSIVE
COMMUNITIES
PROGRESSIVE
TECHNOLOGY AND
DATA
INCLUSIVITY
&
RESPECT
THRIVING
ECONOMIC
DEVELOPMENT
FISCAL
ACCOUNTABILITY
AND CONTINUOUS
IMPROVEMENT
LEARNING
&
INNOVATION
HOUSING FOR
EVERYONE
RECIPROCAL
PARTNERSHIPS
SAFETY
&
WELL-BEING
ENVIRONMENTAL
STEWARDSHIP
We provide high-quality public services,
stimulate sustainable development and
economic growth, preserve and protect our
environment, and cultivate a safe, accessible,
and inclusive City for everyone.
BRIGHTER FUTURE
CITY OF ST. THOMAS STRATEGIC PLAN
VISION
VALUES
STRATEGIC PILLAR #1
WE DELIVER 'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR #2
WE ARE A 'PREPARED AND RESILIENT TEAM'
MISSION
CHARTING OUR COURSE
04
Brighter Future is the culmination of a ten-month process designed to engage many diverse voices, scan and
evaluate our environment, and generate strategic themes and priorities. Under the leadership of City Council
and with the support of the city's leadership team, a Strategic Planning Steering Committee, comprised of
twelve employees from across the organization, guided an inclusive and thoughtful planning process.
The strategic planning process was rooted in community engagement and due diligence activities, and
included:
Community Engagement and Environmental Scanning: Spring 2023 - December 2023
Nearly 800 community members joined the strategic planning conversation. Stakeholders participated
through various consultation methods including:
- Online surveys for residents and city staff
- Three community town hall meetings
- Two strategic planning retreats with members of Council and the city's senior leadership team
- Multiple focus groups with community partners, businesses, developers, youth, and employees
- Numerous one-on-one interviews conducted with community leaders and subject matter experts
- Pop-up public surveys at local community events
Data Analysis and Decision-Making: November 2023 - December 2023
The engagement and scanning processes informed the development of the strategic plan by identifying the
city's strengths, weaknesses and limitations, opportunities to seize, challenges to overcome, and aspirations
for the future. The findings were used to answer critical questions, including:
- What is the collective vision and mission for the City of St. Thomas?
- What values should guide City Council and employees in how they perform their work, collaborate, make
decisions, allocate resources, and more?
- What are the most important outcomes that St. Thomas must deliver for the people and communities it
serves?
- To achieve those outcomes, what strategic priorities must the City focus on and excel at?
- To be excellent, what capacity does the City need, including human and financial resources, technology,
infrastructure, and partnerships?
Strategic Plan Development and Consultation: December 2023 - January 2024
In collaboration with members of Council and the City's leadership team, the Steering Committee developed
multiple draft iterations of the strategic plan. In January 2024, the city posted a draft of the strategic plan on
the website and invited the public to provide feedback through a survey. Over 250 individuals responded,
and their feedback was utilized in finalizing the strategic plan. City Council unanimously approved the final
Strategic Plan on February 12, 2024.
Community Engagement and
Environmental Scanning
November 2023 - December 2023
Data Analysis
and Decision-Making
November 2023 - December 2023
Strategic Plan
Development and Consultation
November 2023 - December 2023
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BRIGHTER FUTURE
THE STRATEGIC PLAN
05
CITY OF ST. THOMAS: VISION
Building a brighter future where everyone belongs and has
opportunities to thrive.
CITY OF ST. THOMAS: MISSION
We provide high-quality public services, stimulate sustainable
development and economic growth, preserve and protect our
environment, and cultivate a safe, accessible, and inclusive City for
everyone.
GUIDING VALUES
Trust and Accountability
We demonstrate reliability, follow-through, and transparency to earn the trust and respect
of the people we serve and work with.
Inclusivity and Respect
We value, respect, and include the unique needs, voices, backgrounds, and contributions
of the people we serve and work with.
Collaboration and Teamwork
We are at our best when we actively collaborate and engage with one another, those we
serve, and our community, regional, and government partners. We lead or co-develop
decisions and plans that are purposeful, action oriented, and focused on meeting the
diverse needs of our communities.
Learning and Innovation
We intentionally create time for learning, critical thinking, innovation, and developing our
capacity to deliver excellence.
Safety and Well-being
We provide a safe and secure work environment for all and foster a culture that nurtures
the mental, emotional, and physical well-being of our staff and communities.
'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
'PREPARED AND RESILIENT CITY'
STRATEGIC PILLAR
06
The Strategic Priorities describe the areas that the City of St. Thomas will focus on to
deliver excellence and achieve our vision and mission. Outcome statements highlight the
intended results and impact that the City aims to achieve.
Priority #1: Public Safety and Community Well-being
Priority #2: Thoughtful, Strategic, and Sustainable Community Growth
Priority #3: Thriving Economic Development
Priority #4: Equitable, Accessible, and Inclusive Communities
Priority #5: Housing for Everyone
Priority #6: Environmental Stewardship
Priority #1: Effective Governance
Priority #2: Passionate and Engaged City Team
Priority #3: Fiscal Accountability and Continuous Improvement
Priority #4: Progressive Technology and Data
Priority #5: Reciprocal Partnerships
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'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #1: Public Safety and Community Well-being
The City will prioritize public safety to ensure residents feel protected from crime and other threats
throughout the city, including the downtown area. The City will focus efforts on community well-
being by investing in comprehensive solutions to meet the diverse and evolving needs in social
services, healthcare, education, and access to recreational and cultural amenities to strengthen
neighbourhoods and promote a sense of belonging.
Objectives:
- Continue to enhance and innovate law enforcement
delivery, crime prevention, and emergency services.
- Collaborate with our partners to co-create and promote
initiatives that improve public health and provide better
access to mental health, addictions, basic needs, and food
security services and resources.
- Support wellness and active living by providing safe and
clean parks, connected trails, green spaces, playgrounds,
sports fields, and recreational and cultural programs and
amenities.
- Advocate for and collaborate with the provincial
government and partners to expand access to affordable
childcare options for all St. Thomas families.
- Create and implement strategies to address the well-being,
education, employment, and engagement needs of St.
Thomas' youth.
- Accelerate implementation of the Elgin St. Thomas Age
Friendly Community Plan and the Aylmer-Elgin-St. Thomas
Community Safety and Well-Being Plan.
- Invest in a high-quality animal shelter to protect and
advance animal well-being.
Outcomes:
✓ Residents, business owners,
and visitors feel safe in St.
Thomas.
✓ Residents have access to the
services and resources they
need to improve their quality
of life and well-being.
✓ Residents actively engage
in community events,
programs, and activities.
08
'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #2: Thoughtful, Strategic, and Sustainable
Community Growth
The City will prioritize effective land use planning, strategic infrastructure investment, sustainable
development policies, and measures to address social and environmental impacts.
Objectives:
- Finalize and fully implement the St. Thomas 2046 Official
Plan, the integrated plan to guide the city's future growth
and changes in the urban environment that support
sustainable, inclusive development while conserving
cultural heritage and protecting the environment.
- Maintain, renew, replace, and expand the city's
infrastructure assets to strengthen St. Thomas, enhance
resident safety, security, and accessibility, and provide
essential services to support growth.
- Ensure city policies enable thoughtful, age-friendly,
sustainable, and environmentally responsible growth and
development.
- Develop a Mobility Plan, including transit and a network
of trails, paths and parks to support people of all ages and
abilities to move safely and efficiently across St. Thomas
and between neighbouring areas.
Outcomes:
✓ City of St. Thomas is a
well-planned, integrated,
and vibrant city, ready to
embrace growth.
✓ City of St. Thomas is a safe,
secure, and welcoming city
for everyone.
✓ Residents are satisfied with
the accessibility, quality,
and efficiency of the city's
mobility options.
09
'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #3: Thriving Economic Development
The City will focus efforts and resources to ensure businesses thrive and gain prominence in order to
support job creation and quality of life for our communities, residents, and families. From longstanding
enterprises to newly established ventures, the City, in partnership with St. Thomas Economic
Development Corporation, will foster a diverse business environment where start-ups and digital
innovation coexist alongside manufacturing, creative enterprises, and entrepreneurship.
Objectives:
- Foster a strong and diversified 'open for business' economy
that welcomes and retains a wide range of businesses,
industries, and developers, promotes entrepreneurship and
start-ups, and generates high- quality job opportunities.
- Work with partners, employers, and post-secondary
institutions to attract, train, and retain a skilled and
sustainable workforce.
- Renew downtown St. Thomas, to create a lively, safe, and
inclusive destination that people want to live, work, operate
a business, participate in, and visit.
- Continue to invest in new city attractions that respond to
and meet the cultural, artistic, and recreational needs of the
community and promote tourism opportunities.
- Continue to invest in the diversification of the St. Thomas
airport and its lands to support economic diversification for
the region.
Outcomes:
✓ Residents have access to a
range of quality jobs.
✓ Residents feel St. Thomas is
a great city to raise families,
build careers, and age
through life's stages.
✓ St. Thomas' economy is
diversified and resilient,
supporting businesses of all
sizes and types to thrive.
✓ More people want to visit,
shop, dine, and live in
downtown St. Thomas.
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'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #4: Equitable, Accessible, and Inclusive
Communities
The City will prioritize efforts to ensure the community is welcoming and inclusive and provides a sense
of belonging and equitable opportunities for all individuals to thrive and participate in society. The City
will champion equity, diversity, and inclusion, and safeguard the values that characterize St. Thomas
as a compassionate and nurturing community that attracts newcomers and immigrants from various
backgrounds to live, work, and make meaningful contributions.
Objectives:
- Develop and deliver city services, programs, and
infrastructure that are accessible, diverse, and
comprehensive, meeting the needs of residents of all ages,
abilities, cultures, and identities.
- Collaborate with service partners to ensure residents have
equitable access to quality healthcare, childcare, and social
services to meet the varied needs of a growing population.
- Ensure that the city fully complies with the Accessibility for
Ontarians with Disabilities Act.
- Establish an action plan and mechanisms to monitor and
assess progress in meeting the city's goals related to the
Truth and Reconciliation Calls to Action.
- Welcome and support newcomers / immigrants to St.
Thomas by connecting them to comprehensive newcomer /
immigrant services, supports, programs, and spaces.
- Remove obstacles that prevent equity-deserving groups
and newcomers / immigrants from fully participating in
the city's economy, community, and civic engagement
processes.
Outcomes:
✓ Residents have equitable
access to the resources and
public services they need.
✓ Residents report high levels
of belonging and of feeling
valued.
✓ Equity-deserving groups and
newcomers / immigrants
feel that St. Thomas
welcomes and values diverse
perspectives, experiences,
identities, and contributions.
✓ Services are delivered in
ways that meet the needs of
all residents, including those
with disabilities or special
requirements.
11
'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #5: Housing for Everyone
The City will endeavour to ensure that every individual in our community has access to secure,
sustainable, and affordable housing options. To address concerns regarding affordable housing, housing
supply, and homelessness, the City will advocate to and collaborate with our local, regional, and upper-
level government partners to address these pressing housing challenges and associated social issues.
Objectives:
- Work in collaboration with the housing and real estate
sector and all levels of government to expand the
availability of rental and ownership housing options across
the affordability continuum, including apartments, social
housing, supportive housing, universal design units, and
transitional housing.
- Continue to strengthen our partnerships with healthcare
and social service providers, police, emergency services,
and other agencies to collectively address and eliminate
homelessness in St. Thomas.
- Partner with community providers to expand supportive,
and safe housing units and increase treatment options for
individuals with complex needs.
- Engage and empower local communities to contribute
to formulating and advancing affordable housing and
homelessness solutions.
- Improve and advance city policies, processes, and planning
that support housing development, access, and supply.
Outcomes:
✓ Residents have increased
access to quality, affordable
housing options along
the St. Thomas housing
continuum.
✓ Residents live in stable, safe,
and affordable housing that
meets their needs.
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'EXCELLENCE IN ALL WE DO'
STRATEGIC PILLAR
Priority #6: Environmental Stewardship
The City will prioritize the protection and stewardship of the environment through support for
climate change action, preservation and improvement of city green spaces and natural resources and
safeguarding of our ecosystems. City-wide initiatives that mitigate pollution impacts, reduce carbon
emissions, and preserve the environment are vital for the well-being of current and future generations.
Objectives:
- Preserve, protect, and expand the city's urban forest, green
spaces, naturalization initiatives, and biodiversity on both
rural and urban lands.
- Develop and implement city-wide strategies and
operational practices to mitigate and adapt to the impacts
of climate change.
- Ensure the city's infrastructure is prepared and resilient in
the face of climate risks and emergencies.
- Engage the public in efforts to reduce St. Thomas'
greenhouse gas emissions.
- Advance sustainable mobility options related to electric
vehicle charging stations, including accessibility, technology
integration, policy development, and education.
Outcomes:
✓ The city's residents,
communities, infrastructure,
ecosystems and natural
spaces are preserved,
protected, and cared for.
✓ St. Thomas demonstrates
progress towards becoming
a net zero community by
2050.
To achieve the strategic priorities and goals outlined in the 'Excellence in All We Do' strategic pillar,
the city must continue to build and enhance its organizational capacity and resilience. The strategic
priorities describe the areas of critical importance, and associated goals, that the city will focus on
over the next four years. Outcome statements articulate the intended results and impact that the city
aims to achieve.
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'PREPARED AND RESILIENT CITY'
STRATEGIC PILLAR
Priority #1: Effective Governance
Residents value transparency and accountability in public discourse, planning, and decision-making
processes. The City will prioritize increased communication from Council and city staff, as well as
providing more opportunities for St. Thomas residents and communities to engage in civic affairs,
express diverse opinions, and contribute to shaping the city's future, while also receiving regular updates
regarding the results and progress made by the city in achieving its strategic plan.
Objectives:
- Ensure accountability and transparency in government
decision-making for the effective and efficient functioning
of the city.
- Establish, track, and report measurable performance
indicators and results, using data to inform decision-making
and improvement.
- Improve voter engagement and resident participation in
the city's governance structures.
- Foster transparent, accessible, and responsible two-way
communication, information sharing, and performance
reporting with the public.
- Encourage and actively engage citizens in dialogue and
decision-making forums.
- Engage with residents, partners, and other levels of
government to increase awareness and understanding of
environmental issues, reduce risks, and achieve the 2050
net-zero goal.
Outcomes:
✓ Residents are satisfied with
the level of engagement
and communication with the
City of St. Thomas and its
officials.
✓ A higher percentage of
residents participate in
elections.
✓ Diverse and inclusive
representation is present in
city decision-making bodies,
including Council, advisory
boards, and committees.
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'PREPARED AND RESILIENT CITY'
STRATEGIC PILLAR
Priority #2: Passionate and Engaged City Team
Priority #3: Fiscal Accountability and Continuous
Improvement
Employees play an essential role in translating the strategic plan into tangible actions and positive
impact. The City recognizes the significance of employee contributions, and will prioritize investing in
their well-being, professional growth, and engagement, and cultivating a supportive and empowering
work environment.
Residents appreciate the significance of investing in St. Thomas' future and expect the city to utilize
tax dollars to optimize the value of investments in services, infrastructure, and critical strategic priorities.
The City will prioritize efficient and effective investments and practice fiscal accountability while ensuring
innovation and continuous improvement as keys to advancing transit and mobility, public services,
economic and environmental sustainability, and addressing social challenges within the community.
Objectives:
- Align the city's organizational structure, including roles,
responsibilities, and support systems, with the strategic
plan.
- Continue to attract, retain, and support a diverse team of
qualified and committed employees.
- Empower employees to participate in meaningful skill and
professional development opportunities.
- Cultivate a workplace culture where all employees feel safe,
included, valued, and supported.
- Foster the workplace conditions that support employee
mental, emotional, and physical well-being.
- Adopt more agile collaborative problem solving,
decision making, and planning across and between city
departments.
Objectives:
- Lead and manage efficient budgeting processes that
support strategic, multi-year decision-making in alignment
with the city's strategic plan, priorities, and goals.
- Invest prudently in funding infrastructure, service, and
programming renewal, growth, and long-term sustainability.
- Efficiently manage the city's assets and risk management,
focusing on maximizing asset value.
- Utilize environmental scanning and best-practice
benchmarking processes to inform and accelerate city-wide
performance improvements and innovation.
Outcomes:
✓ City employees report high
levels of engagement and
job satisfaction.
✓ City employees report high
levels of well-being.
Outcomes:
✓ Financial resources are used
responsibly and allocated to
the city's strategic priorities.
✓ Residents and businesses are
satisfied with the services
and value they receive from
city taxes, rates, and user
fees.
15
'PREPARED AND RESILIENT CITY'
STRATEGIC PILLAR
Priority #4: Progressive Technology and Data
Priority #5: Reciprocal
Partnerships
The City will prioritize leveraging and investing in technology and monitoring data to streamline city
operations, increase efficiencies, and continually enhance public service delivery. This approach builds
the city's capacity to effectively respond to and manage risks and challenges and strengthens the city's
ability to provide accessible, safe, responsive, and user-friendly services for residents and businesses.
Acknowledging the need for cooperative efforts to seize opportunities and address challenges, the City
will prioritize forging mutually beneficial partnerships with service providers, non-profit organizations,
businesses, various levels of government, and the residents and communities of St. Thomas. At times,
the City may take the lead in these collaborations, while on other occasions, it will collaborate with
partners to support and advocate for collective community issues.
Objectives:
- Explore and integrate progressive digital and technological
solutions to enhance and revitalize city services,
infrastructure management, emergency response, public
safety, and citizen communication and engagement.
- Collect and utilize data and analytics to advance city
management, urban planning, resource allocation, and
financial and risk management.
- Maintain robust cybersecurity processes and measures
to protect citizen and government data and the city's
technology infrastructure.
Objectives:
- Enhance local and regional collaboration with healthcare,
education, social services, and other community partners
to advance joint planning, service delivery, collective
advocacy, and issue response.
- Strengthen collaborative alliances with provincial and
federal governments to mobilize resources, align policies,
advance large-scale projects and programs, and attract
investment for mutual benefit and enhanced community
development.
- Promote and support volunteer initiatives that empower
community members and partners to participate in
enhancing the city's vibrancy and addressing critical
challenges.
Outcomes:
✓ The city achieves
improvements in process
and workflow efficiency,
service delivery, and
resource management.
✓ Evidence-informed decision
making, planning, and policy
making is enhanced.
Outcomes:
✓ The city's collective capacity
to effectively meet the needs
of residents and businesses
and address critical
challenges and opportunities
increases.
✓ St. Thomas attracts more
diverse investment and
economic development
opportunities.
✓ Resident participation in
volunteerism and community
engagement opportunities
increases.
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IMPLEMENTING THE STRATEGIC PLAN
BRIGHTER FUTURE
Building a brighter future where everyone belongs
and has opportunities to thrive.
The most vital component of the strategic planning process is implementation; it is essential for
realizing our vision, goals, and sustainable success. As we move forward, we will deliver on the following
implementation commitments.
City service areas will translate the strategic priorities and identified objectives into specific action
plans, tasks, timelines, responsibilities, and budgets.
The city will develop a Brighter Future Performance Scorecard to track and measure the city's
strategic progress and results. Regular assessment of actual performance against stated outcomes
and performance indicators will be conducted.
The city will create performance improvement programs to address any negative performance
variances.
To ensure transparency and accountability, the City will regularly share performance scorecard
results with residents. The City will also continue to actively seek stakeholder input and feedback
on performance to foster a city-wide culture of engagement and continuous improvement.
Brighter Future is a pledge to the people of St. Thomas and
a call to action, charting the course to a promising future. It
calls upon City Council, city employees, residents, partners,
businesses, service providers, and other levels of government
to work together towards:
The city will use performance data to inform and guide decisions and change initiatives, ensuring
alignment with strategic objectives.
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City of St. Thomas
Strategic Plan
2024 - 2027
City of St. Thomas, PO Box 520
545 Talbot St, N5P 3V7
Ontario, Canada
Phone: (519) 631-1680
[email protected]
www.stthomas.ca
@St.ThomasTheRailwayCity
@stthomas_on
@cityofstthomas