Shelley Sim
MAYOR—GOALS & PLANS
1.
Build & Support a Strong Local Economy
GOAL: Prepare for major projects and new opportunities while building a diverse economy that does not depnd on any single industry— Community Economic Development—a balanced economy
Action:
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Bring the Community Economic Development Plan forward with clear priorities, timelines and responsibility for implementation.
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Establish a Community Economic Development Task Force to bring local business, industry, tourism and community voices together to shape action from above plan
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Support local businesses and tourism and look for ways to strengthen “Love Local” opportunities. Find out where the gaps are from existing business and act.
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Ask WHY when something isn't working. Listen to businesses and residents, identify barriers and adjust. If a permitting process is stifling investment, let's find a way to make it easier.
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Build Clearwater's reputation as a community that is open to business and ready to work with people who want to invest here.
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Support annual anchor events and tourism initiatives that bring visitors, activity and outside dollars into our community as well as invigorate our community connection.
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Look at our current assets and seek ways to make them more. For example, we have a great trail system but no guidance on how to use them. Name them and then link them. Perhaps the “Dutch Lake Trail” will take people not only to Dutch Lake but to the River Trail or to the retail / service sector.
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Some say our three downtowns are a liability, what if they became different “districts” under the umbrella of one big downtown? The Arts District, Discovery District, Market District, Heritage District (just suggestions). A new way to invigorate local economy—connections!
Measure: Report publicly on what we accomplished, what is underway,
what barriers remain and what comes next.
2.
Be Growth Ready
GOAL: Plan ahead for water, sewer, roads and other infrastructure needed for housing and development and associated costs while balancing community capacity and current needs.
Action:
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Review current Infrastructure Master Plan (IMP) with new council to inform of current state and future needs (and costs).
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After review, be ready for large projects and new opportunities by planning ahead for the infrastructure, services, housing and workforce they may require
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Pursue grants, partnerships and investment to stretch District dollars.
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Ensure growth strengthens the community we already have.
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Create a Community Growth & Wellbeing Roundtable where residents, service agencies and community organizations can share their experiences, identify social vulnerabilities and help shape community growth that benefits and protects and can enrich all citizens.
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Identify community pressure points that need to be included in growth plans or require stabilization for current state of affairs; address accordingly with appropriate planning and action (healthcare, schools, services).
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Ensure that while we plan forward, we still invest in maintenance and needed upgrades of current community assets and infrastructure.
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Address need and budget for fire services and potential for Initial Attack expansion along with Fire Smart Initiatives.
Measure: Report publicly on what we accomplished, what is underway, what barriers remain and what comes next.
3.
Invest in People + Quality of Life
GOAL: Support healthcare & essential service recruitment and retention
Action: Develop recruitment plan including new community video and social media exposure in partnership with TWG. Cross post opportunities on DOC media channels and via facilities (eg. healthcare recruitment ads in the arena). Create Community Ambassador Welcome Program.
Measure: Increase number of community inquiries resulted in stabilization of core services with reduced depency on locums or require extensive overtime commitments.
GOAL: Keep recreation accessible and affordable for all ages and stages
Action: Review user fees and find alternative revenue sources to buffer increasing costs.
Measure: Participation remains steady or sees growth but no reduction.
GOAL: More Childcare Opportunities
Action: A new daycare is being built, but waitlists remain long. Continue to advocate for provincial funding and explore opportunities to create additional childcare spaces within new or existing facilities while training needed workforce to support expansion.
Measure: Track waitlists and availability.
GOAL: Expand housing options based on community need (not just provincial expectations). Including housing for all stages of aging.
Action: Ensure planning reflects Clearwater’s size, capacity, and rural character and societal needs (bungalows, single family, duplex, etc).
Action: Review and update Campus of Care Feasibility Study and engage seniors voice.
Measure: Development permit applications increase annually and permitting times reduced and housing options and care implemented for aging populations
GOAL: Enhance art, music and culture within the District and North Thompson
Action: Create placemaking strategies that incorpates art and music. Expand partnerships for funding for Lively Arts and NTAC. Expand mandate of Public Arts Committee.
Measure: Social connection and sense of community belonging increases and people feel a new VIBE!
4.
Make Clearwater Open for Business
GOAL: Make development processes clear, practical and predictable.
Action:
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Review zoning bylaw and bring back for 1,2,3 reading with expediency.
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Listen to local business and developers feedback to identify barriers for growth and investment.
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Establish regular opportunities for community input through town halls, information sessions, surveys and other accessible engagement tools to identify barriers and opportunities.
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Ask: Are we on the right track? Is this working? What are we missing?
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Use what we hear and the plans we have to help shape policies, projects and actions; use local voice and reduce consultants.
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Promote Clearwater as a place to live, work, invest and visit.
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Build partnerships with business, industry, tourism and all levels of government—it’s going to need a full team effort!
Measure: What did we hear? What worked, what didn’t, what needs to change. Report back when community input changes a decision and explain when
it doesn't and why. Show results.
5.
Build Our Community Identity
GOAL: Foster a vibrant, connected, and inclusive community where residents feel engaged, supported, and proud to call Clearwater home.
Action:
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Encourage opportunities for volunteerism and community involvement.
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Enhance public spaces, parks, and gathering places that bring people together.
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Support arts, culture, recreation, and heritage initiatives.
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Strengthen connections between residents, community groups, businesses, and local government.
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Promote activities that welcome newcomers and help residents feel connected.
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Increase communication and community engagement opportunities.
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Encourage partnerships that build community pride and belonging.
Measure: More public participation and community vitality.
6.
Make the Most of What we Have
We have plenty of good ideas and plans for that matter, but municipal government has to get things done. This last term was spent getting the information, developing “the plans”. This next term is putting plans into actionable items.
GOAL: Turn good ideas into action—with clear priorities, realistic timelines, while developing partnerships, advocating for Clearwater and being accountable to our residents. “Did we do what we said we would do?”
Action:
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Council to establish a new strategic direction early in the term, building on the work already completed and identifying what needs to happen next.
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Once strategic direction is established, set clear priorities and identify what comes first.
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Put timelines and responsibility around major priorities so residents know what is being worked on and when and why.
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Recognize that not everything can be completed in one term. Build a multiyear plan that gives future councils a clear roadmap.
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Build meaningful community input into decisions, especially before major decisions are made.
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Examine how District owned assets and facilities could be diversified for users and used as potential new revenue sources to reduce reliance on taxation.
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Regularly report back on progress—including when plans change and why.
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Be clear about the costs and develop budgets that will allow progress to be made.
Measure: This is the question the community needs to ask: “Did we do what we said we would do?” If we did, we would show the results. If we didn't, explain why, adjust the plan and keep moving and don’t stop.
7.
Advocate for Clearwater
—Find Revenue Beyond Taxation
GOAL: Find new ways to bring revenue into Clearwater without simply asking property taxpayers to carry more of the load.
Action: Develop an advocacy action plan establishing timelines and prospective partners and opportunities. Be ready with secondary efforts and continue to lobby with passion. Look for opportunities through:
• Grants and senior-government funding
• Partnerships
• Tourism and events
• Economic opportunities
• Better use of existing municipal assets
For example, could the curling rink be used more extensively as an off-season venue for weddings, conferences, tournaments, gatherings and other events that bring outside dollars into our community?
Measure: Publicly identify the revenue opportunities being pursued and report on the actual revenue and community benefit they produce as a result of successful partnerships and advocacy efforts.