One-Sentence Summary

Committee discussed additional business with no hands raised, reviewed correspondence received for which direction is required regarding the Green and Resilient City vision, and moved a motion carried unanimously to receive a report for information and give it to staff.

Whole Meeting Summary

A speaker Speaker 01 additional business in the agenda discussion item, received no visible support from other attendees, and proceeded without a recorded Council decision or formal outcome. The public forum agenda item was designated for discussion during the meeting session, yet no individual approached the microphone to provide oral commentary or present remarks on the matter. The speaker Speaker 02 and Resilient City vision report, describing its pillars for environmental mitigation, Indigenous histories, complete communities, sustainable transportation, inclusivity, safety, and respectful relationships as a roadmap reaffirming community commitment rather than a prescribed guide including initial education actions and later stretch actions. A staff member presented an implementation plan for the Vision 2050 roadmap, outlining specific actions assigned to leads and reviewed against reserve funding requirements for 2027, while speakers raised concerns regarding the absence of measurable goals, metrics, and quantifiable deliverables in the plan. The Council moved and carried a unanimous motion to receive a report for information regarding organizational strategy, acknowledging that staff must provide further revisions to make the document palatable before final adoption.

Most Newsworthy Items

• Council Reviews 2050 Vision Implementation Plan: A staff member presented an implementation plan for the 2050 Vision, outlining a roadmap with specific actions assigned to leads and reviewed against reserve funding requirements for 2027. The presentation included a schedule of reporting updates to Council twice annually and individual reports to standing committees regarding timelines, tasks, and engagement plans. A council member raised concerns about the absence of measurable goals and metrics to assess progress toward broad aspirations like attracting a high-skilled workforce. Another speaker questioned the financial sustainability of the local economy, noting a lack of specific strategies for business retention, job creation, and downtown revitalization in the plan.
• Concerns Raised on Medical Corridor Healthcare Access and Business Metrics: A speaker noted potential for a medical corridor involving research, hospitals, Georgian College, Bruce Power, and local isotope processing but observed this was not reflected in the plan. Another speaker highlighted that 1/3 of residents are on roster and questioned how to address healthcare access impacts on job creation and attraction. Concerns were raised regarding tourism development to make Owen Sound a destination rather than a pass-through. Participants discussed metrics using a stoplight report card system with yellow, green, and red statuses for intermediate, mid-term, and long-term goals. A staff member clarified that the standing committee’s terms of reference extend until the 2050 vision is approved and that actions aligning with specific departments would be developed there. Another speaker mentioned an existing role focused on external relations and business investment attraction, noting a company like Hydrogen Optimized already operates in the city. A separate position reworking its job description for external relations was expected to be ready within three to four weeks. Council is reviewing committee structures as pillars do not cleanly fit within current departments like Public Works or Community Services.
• Speaker Moved a Motion to Receive the Report for Information Noting That: A speaker moved a motion to receive the report for information, noting that the committee desired further revisions before the document was palatable and representative of their needs, suggesting it be sent back after staff incorporated comments.
• Discussion on Document Structure and Communication Needs: A speaker noted that communications is not part of their team and criticized the lack of effort in telling the organization’s stories, attributing this to staff being heads-down on reactive daily tasks. Another speaker expressed satisfaction with the document but suggested it needs to be beefed out with expertise from around the table. A third speaker disagreed with including ultra-specific parameters, arguing that specific ideas should come from smaller groups responsible for advancing goals and accountable for them. Another speaker thanked Jay for stepping in and doing above-and-beyond work, then suggested massaging the document to separate a high-level strategic plan from an action plan, noting that current actions are not concrete enough. A follow-up question asked if this is intended to be the 10,000 foot level document, to which the response was that it would need to be massaged so as not to generate expectations of providing an action plan within it. A graphic was shown illustrating how Vision 2050 pushes down into master plans and asset management plans, then builds down to annual operational plans and individual work plans developed in the fall.

Meeting Recap

12 DISCUSSION OF ADDITIONAL BUSINESS

A speaker Speaker 12 business to be added to the agenda but saw no hands raised.

6 PUBLIC FORUM

The public forum item was called for discussion, but no one approached the microphone to speak.

7 CORRESPONDENCE RECEIVED FOR WHICH DIRECTION IS REQUIRED

A speaker Speaker 13 on the Green and Resilient City vision, defining it through pillars such as strengthening environmental ability to mitigate climate crisis, uplifting local culture including Indigenous histories, enhancing urban development for complete communities, facilitating sustainable transportation with dignity and accessibility, ensuring inclusivity and safety, and fostering respectful relationships. The speaker Speaker 14 plan as a roadmap reaffirming commitment to the community rather than a prescribed step-by-step guide, noting it includes specific initial actions focused on education and engagement alongside stretch actions to be determined later.

Strategic Plan Defines City Vision and Initial Actions

A speaker Speaker 15 and Resilient City vision to strengthen environmental, social, and economic abilities to mitigate climate change. The presentation also outlined Celebrating and Embracing Culture, City Building, A City That Moves, Safe Cities, and fostering respectful relationships. The strategic plan was described as a roadmap affirming commitment rather than a prescribed step-by-step guide. It includes specific initial actions focused on education, engagement, and communication alongside stretch actions.

8.a Report CM-25-020 from the Senior Manager of Strategic Initiatives and Operational

A staff member presented an implementation plan for the Vision 2050 roadmap, outlining specific actions assigned to leads and reviewed against reserve funding requirements for 2027. Speakers raised concerns regarding the absence of measurable goals, metrics, and quantifiable deliverables in the plan, specifically noting a lack of strategies for business retention, job creation, downtown revitalization, housing, healthcare, childcare, transportation, and clean energy opportunities like hydrogen. Participants also discussed potential impacts on a medical corridor involving local institutions and tourism development, while debating the use of a stoplight report card system to track progress toward intermediate, mid-term, and long-term goals.

Council Reviews 2050 Vision Implementation Plan

A staff member presented an implementation plan for the 2050 Vision, outlining a roadmap with specific actions assigned to leads and reviewed against reserve funding requirements for 2027. The presentation included a schedule of reporting updates to Council twice annually and individual reports to standing committees regarding timelines, tasks, and engagement plans. A council member raised concerns about the absence of measurable goals and metrics to assess progress toward broad aspirations like attracting a high-skilled workforce. Another speaker Speaker 03 sustainability of the local economy, noting a lack of specific strategies for business retention, job creation, and downtown revitalization in the plan.

Concerns Raised on Medical Corridor Healthcare Access and Business Metrics

A speaker Speaker 04 a medical corridor involving research, hospitals, Georgian College, Bruce Power, and local isotope processing but observed this was not reflected in the plan. Another speaker Speaker 05 1/3 of residents are on roster and questioned how to address healthcare access impacts on job creation and attraction. Concerns were raised regarding tourism development to make Owen Sound a destination rather than a pass-through. Participants discussed metrics using a stoplight report card system with yellow, green, and red statuses for intermediate, mid-term, and long-term goals. A staff member clarified that the standing committee’s terms of reference extend until the 2050 vision is approved and that actions aligning with specific departments would be developed there. Another speaker Speaker 06 role focused on external relations and business investment attraction, noting a company like Hydrogen Optimized already operates in the city. A separate position reworking its job description for external relations was expected to be ready within three to four weeks. Council is reviewing committee structures as pillars do not cleanly fit within current departments like Public Works or Community Services.

Speakers Expressed Concerns Regarding the Strategic Plan’s Lack of Specific Metrics Quantifiable

Speakers expressed concerns regarding the strategic plan’s lack of specific metrics, quantifiable deliverables, and concrete actions.

13 NOTICES OF MOTION

A speaker Speaker 07 to receive a report for information, noting that the committee desired further revisions before the document was palatable and representative of their needs. Discussion followed regarding the lack of effort in telling the organization’s stories, with suggestions to beef up the document with expertise and separate a high-level strategic plan from an action plan. A speaker Speaker 16 the body decided to leave the motion on the floor, it would be done just to receive the document for information and send it back to staff to come up with a more complete version. Another speaker Speaker 17 strategic plan should unite all community groups to address polarization and ensure stakeholders feel heard. A requirement was noted that goals must be broken down into actions, timelines, and quantifiable metrics. A motion was moved to receive the report for information and give it to staff to report back to the committee. The motion was carried unanimously with six votes in favor.

speaker Speaker 07 to Receive the Report for Information Noting That

A speaker Speaker 07 to receive the report for information, noting that the committee desired further revisions before the document was palatable and representative of their needs, suggesting it be sent back after staff incorporated comments.

Discussion on Document Structure and Communication Needs

A speaker Speaker 08 is not part of their team and criticized the lack of effort in telling the organization’s stories, attributing this to staff being heads-down on reactive daily tasks. Another speaker Speaker 09 the document but suggested it needs to be beefed out with expertise from around the table. A third speaker Speaker 10 ultra-specific parameters, arguing that specific ideas should come from smaller groups responsible for advancing goals and accountable for them. Another speaker Speaker 11 stepping in and doing above-and-beyond work, then suggested massaging the document to separate a high-level strategic plan from an action plan, noting that current actions are not concrete enough. A follow-up question asked if this is intended to be the 10,000 foot level document, to which the response was that it would need to be massaged so as not to generate expectations of providing an action plan within it. A graphic was shown illustrating how Vision 2050 pushes down into master plans and asset management plans, then builds down to annual operational plans and individual work plans developed in the fall.

Discussion Addressed Whether the Current Draft Functions As a Business Plan

A speaker Speaker 16 the body decides to leave the motion on the floor, it would be done just to receive the document for information and send it back to staff to come up with a more complete version.

Motion Carried Unanimously to Receive Report

A speaker Speaker 17 strategic plan should unite all community groups to address polarization and ensure stakeholders feel heard. Another speaker Speaker 18 from page six that goals must be broken down into actions, timelines, and quantifiable metrics. A motion was moved to receive the report for information and give it to staff to report back to the committee. The motion was carried unanimously with six votes in favor. The chair confirmed there were no postponed matters, previous motions, or correspondence items presented.

Links

Read full transcript: https://helpos.ca/transcripts/owen-sound/committee-strategic-planning-ad-hoc/2025-06-18

Agenda page: https://helpos.ca/agendas/owen-sound/committee-strategic-planning-ad-hoc/2025-06-18

Official meeting page: https://pub-owensound.escribemeetings.com/MeetingsCalendarView.aspx/Meeting?Id=b54f382e-826f-444b-89cc-eb4cbf62be3f

Original video: https://video.isilive.ca/owensound/New Encoder_SP_2025-06-18-09-00.mp4