Sustainable Community Plan for the Town of Collingwood

Town of Collingwood’s Sustainable Community Plan October 17, 2008 

Copyright © 2008, Town of Collingwood 

All Rights Reserved. 

No part of this publication may be reproduced, recorded or transmitted in 

any form or by any means, electronic, mechanical, photographic, sound, 

magnetic or other, without advance written permission from the owner. 

October 17, 2008 

This plan has been developed by DPRA Inc. in consultation with the Town of Collingwood’s Sustainability 

Committee, Collingwood’s staff and Council and local residents. 

This plan has also been produced with the assistance of the Green Municipal Fund, a fund financed by the 

Government of Canada and administrated by the Federation of Canadian Municipalities. Notwithstanding 

this support, the views expressed are the personal views of the author(s), and the Government of Canada 

and the Federation of Canadian Municipalities accept no responsibility for them. 

Questions or comments may be directed to: 

Michele Rich 

Chair, Sustainability Committee 

Email: NottawaSAGA@collingwood.ca 

Tel: 705.446.0551 

Amanda Kennedy 

Consulting Team Project Manager 

Email: amanda.kennedy@dpra.com 

Tel: 1.800.661.8437, ext 244


Covering Letter from Mayor 

MESSAGE FROM MAYOR CARRIER 

As Mayor of the Town of Collingwood I am pleased to introduce to your our 

Sustainable Community Plan. With the presentation of this plan to our community I 

am making this promise to you: 

Sustainability is the single most important challenge our time. We have heard the concerns from our 

young residents regarding their futures. Will we have fresh water to drink? Will we have jobs” 

Where will we live? It is the intention of this Council to provide hope to these young people and to 

do our very best to make decisions today that will provide a promising, healthy and productive 

future for each of them while maintaining the quality of life enjoyed here today. 

In addition, this Plan and nine Core Principles of Sustainability contained within it will help to guide 

this Council and Councils of the future in our decision making process. We will continually review 

current technology and knowledge to determine whether we are on the path of Sustainability. 

During our annual Strategic Planning process we will review our list of actions and measure our 

successes, as well as our failures in order to learn from them. We will assign the tools necessary to 

achieve our sustainability goals one step at a time. 

It is my hope that each resident of this municipality will join me in our efforts to ensure that 

Collingwood remains a leader in Sustainability which includes our wonderful natural amenities, our 

diverse and vibrant economy; and continues to enhance our community’s overall health and well 

being through a social framework that encompasses the arts, culture, heritage and recreation. 

I wish you all the very best that life in Collingwood has to offer. 

Yours very truly, 

i


Covering Letter from the 

Sustainability Committee 

Welcome! 

All of you who have opened this document with the intent to read it are about to join us on our 

journey towards Sustainability. This is the very first step towards our common vision of a 

Sustainable Collingwood. 

This has not been an easy project; it has at times been quite frustrating and extremely challenging. 

It has however, been most rewarding. Each member of the Town of Collingwood’s Sustainability 

Committee has provided their best in terms of input, time and effort. 

Sustainability is a difficult issue to tackle. A great deal of knowledge has been gained on this quest 

for wisdom. 

From this plan we expect to see gradual changes in the decision making process. We are most 

thankful to Collingwood Council for their open mindedness and their willingness to re-engineer the 

municipality. 

Residents and visitors will gradually begin to understand the enormity of this undertaking in the 

small actions that each of us will be encouraged to follow through on such as consideration of each 

one of the nine core sustainability principles when decisions are being made, large or small. 

In addition, this plan outlines some actions that Town of Collingwood residents have suggested 

throughout the planning process. These actions will be revisited during the Strategic Planning 

process that Council undertakes each year when strategizing for the coming year. At this time the 

appropriate tools (i.e. funding, staff resources, timing) will be assigned. 

We would like to acknowledge both past and present members of the Sustainability Committee in 

this effort. Kathryn Durrant, Murray Kierans, Ian Adams, Sonya Wedgebury, John Brooks, , Lindsay 

Ayers, Council members: Kathy Jeffrey, Ian Chadwick and Sonny Foley, and of course staff 

resources including Gord Russell, Kandas Bondarchuk, Monica Gal, Nathan Wukasch and Nancy 

Farrer. 

The Sustainability Committee would also like to thank additional members of Town staff who 

provided comments and supportive criticism towards the plan in order to make it the best plan 

possible. 

Thank you to all of the individuals who participated in the many public meetings and gave their time 

and ideas to the creation of the plan, especially the students of the various schools included in the 

process. 

Of utmost importance is the fact that Collingwood recognizes that Sustainability is the single most 

important challenge of our time. 


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Executive Summary 

Overview 

This is the Town of Collingwood’s Sustainable Community Plan (SCP). The 

Plan provides a framework for sustainable decision making that builds upon 

the solid foundation of work already underway at the Town. The Plan takes 

into account the ongoing activities, policies and procedures at the Town; 

these include: the sustainability principles that Council endorsed at the outset 

of its term, previous community exercises such as Vision 2020, and dozens of 

initiatives and programs highlighted in the SCP. 

Rationale 

Over the next forty years, the Town of Collingwood is expected to experience local forces of 

change such as unprecedented population growth and changing demographic and global forces of 

change such as rising commodity prices and climate change. Therefore, the Town’s Sustainability 

Committee began a process, in 2005, to develop a Sustainable Community Plan (SCP), to address 

some of these challenges and capitalize on potential opportunities (including reducing 

greenhouse gas emissions and cleaning-up and developing brownfield sites). The SCP was 

developed in concert with staff, Council and the community. 

Process 

The process has included input from residents, Council and staff through a series of visioning and 

action planning workshops including the use of a visual software tool for public engagement 

called NottawasagaQuest. The process also involved surrounding municipalities, with a 

recognition that the actions of Collingwood and its residents are not taken in isolation. Our 

actions affect surrounding communities and have further reaching global impacts. Therefore, the 

SCP highlights the importance of partnerships and local action. The process and specific outputs 

are further defined in Appendices A, B, C and D. 

Municipal Alignment 

The SCP is a plan that provides a framework for sustainable decision making. It is directly linked 

to Council’s forthcoming Strategic Plan. The Strategic Plan will be the Town’s implementation 

document with a series of specific actions for Departments to achieve with specified timelines. 

Therefore, the SCP provides the philosophy and framework of sustainability for the Strategic Plan 

and all other Town plans. The SCP also provides some suggestions for action and areas for 

alignment with the Strategic Plan (Section 2.3). 

Sustainability 

Sustainability is the utilization of our municipality and other resources to meet community needs 

and aspirations, and best optimize the unique nature of the community, without compromising 

the well being of future generations. Sustainability is a philosophy that involves long term 

thinking and balanced decision making. For many years, staff and Council have made decisions 

with outcomes that have contributed to the Town being a more sustainable community. With the 

establishment of the SCP, this four-pillar philosophy of balanced environmental, economic, social 

and cultural considerations now officially permeates every decision made in the community. 

Components of the Plan 

At the centre of the SCP is a comprehensive sustainability framework 

(Sections 2 and 3), including: a commitment to sustainability; the 

characteristics of a sustainable community now, and in the future; 

key considerations for sustainable decision-making; and a series of 

proposed goals, actions and considerations for implementation. 

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Our Commitment to Sustainability 

Collingwood is a town blessed by stunning natural amenities that has active and involved residents and 

staff. We protect our natural environment; contribute to a diverse and vibrant economy; and act in 

ways that enhance our community’s overall health and well-being through a social framework that 

encompasses the arts, culture, heritage and recreation. 

Collingwood Core Principles of Sustainability 

Principle 1: Provide a framework for sustainability in Collingwood. 

Principle 2: Achieve a long-term economic and social viability. 

Principle 3: Recognize the intrinsic values of biodiversity and natural ecosystems, and protect and 

re-store them. 

Principle 4: Encourage appropriate sustainable use of resources and technologies to minimize 

environmental negative effects. 

Principle 5: Recognize and build on the distinctive characteristics of Collingwood including our human 

and cultural values, history and natural systems. 

Principle 6: Expand and encourage regional cooperation to work toward a common, sustainable future. 

Principle 7: Foster public awareness and participation to work toward a common, sustainable future. 

Principle 8: Advance the understanding of Municipal Government on the need for accountability, 

transparency and promotion of sustainable core values and principles. 

Principle 9: Establish performance indicators and bench marks to be able to measure the community’s 

progress towards sustainability. 

; 

Characteristics of a Sustainable Collingwood 

Now, and in 40 years, we want Collingwood to be a community with an equal balance of the following 

characteristics: 

• Strong municipal leadership and transparent governance structures; 

• The ability to attract and retain a diverse and healthy mix of residents of all ages, genders and 

ethnicities; 

• Meaningful and productive partnerships with other orders of government and stakeholders; 

• Viable local employment options; 

• Affordable and accessible opportunities for involvement in arts, culture and recreation 

activities; 

• Clean air and water through reduced greenhouse gas emissions; 

• Usable land from remediated brownfields; 

• A valuable and memorable experience for visitors; 

• A high degree of walkability and alternative modes of transport besides a single-use vehicle; 

• Protected natural features and a compact urban form; 

• A high degree of social cohesion and a common identity; 

• Solid investments in infrastructure; and 

• Affordable places to live. 

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Goals 

We will achieve our vision by taking action 

and making decisions that support each of 

these six, inter-related goals: 

• Protecting our land and natural 

environment 

• Improving how we get around 

• Minimizing resource use 

• Strengthening our economy 

• Enhancing our arts, cultural, heritage 

and recreation opportunities 

• Reinforcing the importance of our 

community’s social framework 

Sustainable Decision-Making 

To achieve our vision of a sustainable 

community, we need to build upon the valueadded 

services we provide to our community 

and ensure that sustainable decision-making 

is supported across the town. Therefore, we 

commit to incorporate the following 

considerations during the implementation of 

our plan: 

• Thinking long term 

• Making balanced decisions 

• Reducing our ecological footprint 

• Engaging residents 

Considerations for Implementation 

The SCP is meant to be a living document. The final section includes recommendations for: 

• Integrating the sustainability framework into the day-to-day functioning of the 

municipality; 

• Continuing the Sustainability Committee; 

• Building partnerships; and 

• Ensuring continual review and renewal of the SCP. 

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Table of Contents 

Covering Letter from Mayor 

Covering Letter from the Sustainability Committee 

Executive Summary 

1.0 Introduction ............................................................................................. 1 

1.1 What is Sustainability? .............................................................................. 1 

1.2 What is the Sustainable Community Plan? ....................................................... 2 

1.3 Collingwood and the Nottawasaga Region ....................................................... 3 

1.4 Why Develop a Sustainable Community Plan? ................................................... 4 

1.5 Process to Develop the Sustainable Community Plan .......................................... 6 

2.0 Our Sustainability Framework ....................................................................... 8 

2.1 Our Commitment to a Sustainable Community ................................................. 8 

2.2 Characteristics of a Sustainable Collingwood ..................................................13 

2.3 Sustainable Decision-Making ......................................................................13 

2.4 Our Proposed Goals and Actions .................................................................14 

Goal: Protecting Our Land and Natural Environment ................................................15 

Goal: Protecting Our Land and Natural Environment ................................................16 

Goal: Improving How We Get Around ..................................................................17 

Goal: Minimizing Resource Use ..........................................................................19 

Goal: Strengthening Our Economy ......................................................................21 

Goal: Enhancing our Arts, Cultural, Heritage and Recreation Opportunities ....................23 

Goal: Reinforcing the Importance of our Community’s Social Framework .......................25 

3.0 Implementation: Translating the Plan into Action ............................................. 27 

3.1 Integrating the Sustainability Framework into the Day-to-Day Functioning of the 

Municipality ..........................................................................................27 

3.2 Continuing the Sustainability Committee.......................................................29 

3.3 Building Partnerships ..............................................................................29 

Appendices 

Appendix A: White Pages 

Appendix B: Council’s Sustainability Principles 

Appendix C: Process to Develop the Sustainable Community Plan (SCP) 

Appendix D: List of Interviewees 

Appendix E: NottawasagaQuest Workshop Results 

Appendix F: Summary of Action Planning Workshops 

Appendix G: Copies of Communications Material

TOWN OF COLLINGWOOD SUSTAINABLE COMMUNITY PLAN 

1.0 Introduction 

Over the next forty years, the Town of Collingwood is expected to experience 

local forces of change such as unprecedented population growth, changing 

demographics and global forces of change such as rising commodity prices and 

climate change. Therefore, the Town’s Sustainability Committee began a 

process, in 2005, to develop a Sustainable Community Plan (SCP) to address 

some of these challenges and capitalize on potential opportunities. 

The process to develop the SCP has included input from residents, Council and 

staff. The Plan is centred on the concept of sustainability and the 

sustainability principles that Council endorsed at the outset of its term. Importantly, the SCP’s 

sustainability framework builds upon the ongoing work at the Town of Collingwood to provide 

value-added services to its residents. 

A corporate culture of continual improvement at the Town means that many sustainable 

initiatives are already underway. The SCP formalizes many of those ongoing initiatives and 

thought patterns into a written framework. Sustainability is now the lens for which decision 

making will occur at the Town. The SCP provides the construct for balanced thinking and 

integrated decision-making; it will help to define a strong community with active residents who 

have respect for their natural environment and the social and cultural fabric of Collingwood. The 

framework will guide the Town in aligning its activities with its commitment to sustainability 

(Section 2.1), and better address unknown forces of change. 

This section sets the foundation for the sustainability framework by defining sustainability, 

describing the current conditions in Collingwood, outlining the process to develop the plan and 

the need for such a framework. 

1.1 What is Sustainability? 

Collingwood has chosen to adopt a four pillar model of sustainability for the SCP; in this model, 

environmental, economic, social and cultural considerations are in balance with every decision 

made in the community. Not all municipal sustainability plans in Canada include culture as part 

of their sustainability framework. For many years, across Canada, sustainability was seen as 

related only to environmental issues or a “triple bottom line” (economy, environment and 

community). The fourth pillar of sustainability captures the importance of integrating culture 

into long-term planning and sustainable development. 

Figure 1. Four Pillars of Sustainability 

Environmental 

Economic 


Social 

Cultural 

1


Sustainability is the utilization of our municipality and other resources to meet community needs 

and aspirations, and best optimize the unique nature of the community, without compromising 

the well being of future generations. Sustainability is a philosophy that involves long term 

thinking and balanced decision making. For many years, staff and Council have made decisions 

with outcomes that have contributed to the Town being a more sustainable community. With the 

establishment of the SCP, this four-pillar philosophy of balanced environmental, economic, social 

and cultural considerations now officially permeates every decision made in the community. 

1.2 What is the Sustainable Community Plan? 

A Long-Term Integrated Plan 

The SCP is a plan that provides a framework for sustainable decision making that will help the 

Town move towards sustainability over the next forty years and beyond. The SCP fulfils the 

federal requirement for a municipal Integrated Community Sustainability Plan (ICSP). The 

federal requirements for inclusion in an ICSP are as follows: 

• a coordinated approach to community sustainability (e.g., linkages of various plans, 

planning and financial tools that contribute to sustainability objectives); 

• reflected and integrated social, cultural, environmental and economic sustainability 

objectives in community planning; 

• collaborated with other municipalities where appropriate to achieve sustainability 

objectives; and 

• engaged residents in determining a long-term vision for the municipality. 1 

Related to Other Plans and Policies 

The quest for sustainability is not an overnight process – over time, it may require changes in 

town policy, support and action by residents and partners and coordination and communication 

with surrounding municipalities. The SCP is directly linked to Council’s forthcoming Strategic 

Plan. The Strategic Plan will be the Town’s implementation document with a series of specific 

actions for Departments to achieve with specified timelines. Therefore, the SCP provides the 

philosophy and framework of sustainability for the Strategic Plan (and all other Town plans). The 

SCP also provides some suggestions for action and areas for alignment with the Strategic Plan 

(Section 2.3). The successful implementation of the plan will be the shared responsibility of staff, 

Council and residents (Section 3). 

The SCP was developed based on the content of other plans and policies in Collingwood. These 

are referenced in Appendix F. 

Recognition of Previous Work 

The SCP recognizes the bulk of previous work on sustainability issues which have already been 

undertaken; these items include: the nine core sustainability principles adopted by Council, 

Vision 2020’s Blueprint Collingwood and the host of other master plans and policies already 

endorsed by Town Council. The SCP has been partially funded by the support of the Federation 

of Canadian Municipalities’ Green Municipal Fund (GMF). In addition, a strategic plan is currently 

under development by the Town of Collingwood. 

1 Source: Infrastructure Canada. 2005. Gas Tax Agreement. 

2


Engages Citizens, Staff and Residents 

The development of the SCP engaged residents, staff, partners and Council in a dialogue about 

what we value about the community and what we want our community to look like in the future 

(for more details on the process and the software tools used, refer to Section 1.4). The process 

has been an opportunity to find innovative solutions that address social, economic, cultural and 

environmental challenges today, while leaving a positive legacy for future generations. 

A Plan for Collingwood with a Regional Approach 

The SCP is an initiative of the Town’s Sustainability Committee, Town staff, Councillors and 

residents of the community. The process has been guided by their experience and expertise 

about the Town. Although this SCP is a plan for the Town of Collingwood, there has been a clear 

recognition that the Town does not operate in isolation. The interconnectedness and 

interdependencies of the actions of the neighbouring municipalities of Clearview, Town of The 

Blue Mountains and Wasaga Beach (Section 1.3) was built into the visioning portion of the SCP’s 

development. 

1.3 Collingwood and the Nottawasaga Region 

The Town of Collingwood 

Collingwood is located on the southern shore of 

Georgian Bay (Figure 2) in the heart of one of 

Ontario’s year-round recreation and tourist 

destinations. Over the last two decades, the 

Town has experienced a significant population 

increase. On weekends and throughout the 

summer and winter months, the community 

enjoys a large influx of tourists and seasonal 

residents. The Town is celebrating its 

sesquicentennial (150th) anniversary in 2008. 

Collingwood continues to be a stable, 

progressive community with strong municipal 

leadership. This has led to infrastructure 

enhancements such as extensive upgrades to the 

water filtration plant and the sewage treatment 

plant, development of the Collingwood Airport, and acquisition and the CN spit land. The 

community has also been supportive through initiatives to develop a water line and fibre optic 

line to the Town of New Tecumseth. 2 

With a fast-growing population base coupled with its potentially dynamic and expanding 

employment, Collingwood is in a position to develop as a sustainable community where the 

municipality’s corporate direction positions Collingwood as a leader in Ontario. 

Nottawasaga Region 

Figure 2. Town of Collingwood, Ontario 

(Source: Google Maps, 2008) 

Collingwood recognizes that the actions of the municipality and its residents do not occur in 

isolation. Our actions affect surrounding communities and have global impacts. Therefore, the 

SCP work plan was developed using a partnership approach with surrounding municipalities, 

cognizant of their own unique circumstances, needs and desires. 

2 Source: NottawasagaQuest Engagement Plan, 2007 

3


For this plan, the Nottawasaga Region includes Collingwood and the three municipalities of: 

• The Township of Clearview: One of the southernmost municipalities in the Georgian 

Triangle, was established on January 1, 1994, by the amalgamation of the four 

municipalities of the Town of Stayner, The Village of Creemore and the Townships of 

Nottawasaga and Sunnidale; 

• Town of Wasaga Beach: Nestled on the Southern shores of Georgian Bay and boasts the 

longest fresh water beach in the world, the region has become the major recreation area 

for the southern part of the province; and 

• Town of The Blue Mountains: Formed in 1998, the new Town is an amalgamation of the 

former Town of Thornbury and the former Township of Collingwood. 3 

For planning purposes, it is important to also note that the towns included in the Nottawasaga 

Region are in different counties. The County of Simcoe includes (among others) Collingwood, 

Clearview and Wasaga Beach and The Town of The Blue Mountains is in the County of Grey. 

1.4 Why Develop a Sustainable Community Plan? 

Despite being a stable and progressive community, there are changes and 

growth pressures that have led to the need to develop a SCP, including: 

• Growing population; 

• Economic transitions; 

• Recreation and tourism demands; 

• Vibrant and changing downtown core and commercial 

environment; and 

• Global forces of change. 

Each of the drivers are presented in more detail below. 

Growing Population 

During the fifteen years between 1991 and 2006, Collingwood’s population grew by more than 

20% to 17,290 (Statistics Canada 1991 and 2006). This growth in population is expected to 

continue in the coming decades. Currently, there are over 6,000 proposed dwelling units under 

review and development by Collingwood’s Planning Department. 

Population projections for the Town range from 21,152 in the year 2021 4 to a 2031 population 

within a range between 24,800 5 and 28,422. 6 Growth can be projected at close to 30,000 people 

over the next 10 years, which represents a 30% increase from the estimated 2006 total of 

23,000. 7 Census data and other municipal projections also show that population in the region 

around Collingwood is also growing (Township of Clearview, Town of The Blue Mountains and the 

Town of Wasaga Beach). 

In addition to increasing population numbers, Statistics Canada projects an increase in the 

percentage of residents over the age of 60 in the region (above the provincial average). The Town 

will continue to attract an aging population. In 2006, about 34% of the population was over 55 

3 Source: NottawasagaQuest Engagement Plan, 2007 

4 Source: Town of Collingwood’s Official Plan, 2004 

5 Source: Simcoe County Growth Management Directions Report, 2007 

6 Source: Intergovernmental Action Plan, 2006 

7 Source: Town of Collingwood Leisure Services Master Plan, Final Report January 2008. 

4


years old (an increase from around 30% in 2001) 8 . The average age in Collingwood in 2006 was 44 

years old compared to 39 years old in Ontario. The demographic shifts in Collingwood will have 

direct impacts on future planning for service delivery, especially housing types and location. A 

growing (and aging) population will have varied housing, infrastructure, cultural and recreational 

needs. 

Also, while it is not possible to completely and accurately quantify the numbers of seasonal and 

recreational residents, fluctuations in population will directly impact the Town’s infrastructure, 

service delivery and community character. 

Economic Transition 

Collingwood is currently a community in transition, as they maintain and grow their employment 

sectors such as manufacturing, knowledge based, medical, commercial and tourism. The 

community’s largest employers include Pilkington Glass of Canada, Goodall Trelleborg Rubber 

Ltd., Collingwood General & Marine Hospital, and VOAC Inc. Collingwood is home to Canadian 

Mist Whiskey and a newly developed ethanol plant. 

The municipality has created an Economic Stability and Development Services Board with the 

intention of addressing economic and employment issues with the mission statement: 

“To build upon the economic capacity of Collingwood and, to improve our economic 

future and the quality of life for all, a process by which public, business and 

governmental sector partners work collectively to create better conditions for 

economic growth and employment generation.” 

Based on 2006 Statistics Canada information and 2007 Business Plan Data 9 , Collingwood imports 

37% of its labour force from outside of its boundaries. Additionally, they export another 19% to 

other communities. Although Collingwood experienced a number of industrial closures over the 

past 5 years (2001 – 2006), strong economic indicators within the labour force sector, allowed for 

the participation rate to remain unchanged at 62%. 10 

Recreation and Tourism Demands 

The Town has become a major recreation area for the southern part of 

the province. This trend is expected to continue over the course of the 

Plan’s implementation. Collingwood is increasingly becoming a home for 

well established urban families as indicated by the rise of family median 

incomes (for both couples and single-parent families), as well as an 

increase in owner occupied dwellings since 1996 and a decrease in 

rented dwellings during this same time period. 11 The aging but still 

active population, will be looking for more passive social, recreational 

and cultural activities. 

Vibrant Downtown Core 

Residents and visitors to Collingwood appreciate the historic importance, employment aspects, 

living centre, housing options and aesthetic appeal of the Town’s downtown core. The Business 

Improvement Association (BIA) has been in place for more than 20 years and works to enhance 

aesthetics and marketing for its members in the downtown core. It is proactively marketing itself 

as being unique compared to the shopping that is experienced in the Regional Commercial 

8 Source: Statistics Canada, Census 2006 

9 Source: Statistics Canada, 2006 

10 Source: Collingwood Economic Development Services 

11 Source: Statistics Canada, 2001 

5


District and the emergence of “big box stores” in Collingwood. While Collingwood is becoming the 

commercial shopping centre for the region, the downtown core is fighting to maintain its niche. 

Global Forces of Change 

Over the next 40 years, climate change may impact the topography, 

water supply, water levels and climate in Collingwood, and around 

the world. Though, globally, some opposition still remains to the 

notion of human-induced climate change, an increasing volume of 

evidence and studies point to the reality of a changing global 

environment. One of the more recent, and strongest cases, made for 

climate change can be found in the 2007 Intergovernmental Panel on Climate Change (IPCC) 

report. 12 Canadians have among the highest level of fossil fuel dependence in the world and our 

use is rising. 13 

A changing climate may have impacts on Collingwood, a water-front community. The harbour’s 

remediation, conversion from a shipbuilding community to a waterfront residential community 

and now towards a sustainable community is integral to the Town’s identity. Protection of the 

waters of Nottawasaga Bay and the increasing public access to the water has been identified as 

one of the most critical quality of life issues for the municipality and the region. In addition, 

changing climate may have an impact on winter tourism due to a potential decrease in snowfall 

amounts. 

These forces of change, both local and global, among others, are what lead the Sustainability 

Committee to consider the development of a cohesive sustainability framework. 

1.5 Process to Develop the Sustainable Community Plan 


In an effort to ensure that the Town of Collingwood meets the needs of the present without 

compromising the ability of future generations to meet their own needs, Council formed the 

Sustainability Committee in 2005, with the mission statement: 

"To maintain and enhance the quality of life and opportunities enjoyed by the 

present and future residents of Collingwood, while providing the leadership 

necessary to adapt to the global changes that are dramatically affecting the 

economy and population makeup of Collingwood." 

Council initiated the process to strike the Sustainability Committee and to develop a sustainable 

community plan to bring together previous and ongoing work, and provide a cohesive framework 

for sustainable decision-making. Council is the driving force behind the development of the SCP. 

Process to Develop the Sustainable Community Plan (SCP) 

The process to develop the SCP included: 

• Development of NottawasagaQuest (a visual software tool for public engagement); 

• Background document review to understand the current suite of programs, policies 

and initiatives underway at the Town; 

12 Intergovernmental Panel of Climate Change (IPCC), “Climate Change 2007: The Physical Science Basis, 

Summary for Policymakers”. http://ipcc-wg1.ucar.edu/wg1/docs/WG1AR4_SPM_Approved_05Feb.pdf 

13 Environment Canada, “Climate Change”. http://www.ec.gc.ca/soerree/English/Indicators/Issues/Climate/Tech_Sup/ccsup01_e.cfm 

6


• Staff, Council and stakeholder interviews to identify many issues, challenges and 

opportunities related to sustainability that are facing the Nottawasaga region and the 

Town of Collingwood; 

• Visioning workshops using NottawasagaQuest to better understand residents’ desires 

about the future of Collingwood and the series of choices they are willing to 

undertake. (A summary of the results from all of the NottawasagaQuest workshops is 

included in Appendix C); 

• Action planning workshops to outline a series of steps that the Town can take to build 

upon its current work and move towards a sustainable community. (These ideas are 

captured in Appendix D); 

• Synthesis of results - the key themes that emerged from the consultation activities 

influenced the development of the sustainability framework, including the goals and 

actions for the plan; and 

• A review cycle of the draft SCP with staff, the Sustainability Committee, Council and 

residents. 

Appendix A contains further detail on the development of the SCP. 

The SCP provides a framework to better understand what a sustainable community 

means to Collingwood and how it can be applied in practice. The next section begins by 

defining and illustrating Collingwood’s preferred future. This is clarified by a set of 

defining characteristics: what does it mean to be a sustainable community and what is 

sustainable decision making? The framework concludes with a series of goals and actions 

that build upon the current initiatives, programs and policies in place in Collingwood. 

7


2.0 Our Sustainability 

Framework 

Collingwood’s sustainability framework is composed of: 

• A commitment to sustainability: A written and illustrated vision of 

Collingwood’s sustainable future; 

• Characteristics of a sustainable community: A further articulation 

of the commitment, these are the characteristics of a sustainable 

Collingwood: now and in 40 years: 

• Considerations for sustainable decision-making: Suggestions to 

undertake sustainable decision-making that will build upon the ongoing 

work a the Town; and 

• Goals and actions: Six inter-related thematic goals accompanied 

by a series of actions that will help Collingwood move towards 

sustainability. 

The components of the framework have been developed based on: 

• An understanding of the baseline conditions, policies and procedures in place in 

Collingwood, the Nottawasaga region and the province; 

• Input about choices, trade-offs and preferred actions heard at a series of visioning and 

action-planning workshops; and 

• An examination of best practices across Canada. 

The framework is supported by considerations for implementation included in Section 3. 

2.1 Our Commitment to a Sustainable Community 

Through the consultation process, consensus emerged about the Town’s commitment to 

sustainability. This commitment to sustainability will be achieved while following the 

sustainability principles that Council endorsed at the outset of its term. This is provided on the 

following page, in written form: 

8


Our Commitment to Sustainability 

Collingwood is a town blessed by stunning natural amenities that has active and involved residents and 

staff. We protect our natural environment; contribute to a diverse and vibrant economy; and act in 

ways that enhance our community’s overall health and well-being through a social framework that 

encompasses the arts, culture, heritage and recreation. 

Collingwood Core Principles of Sustainability 

Principle 1: Provide a framework for sustainability in Collingwood. 

Principle 2: Achieve a long-term economic and social viability. 

Principle 3: Recognize the intrinsic values of biodiversity and natural ecosystems, and protect and 

re-store them. 

Principle 4: Encourage appropriate sustainable use of resources and technologies to minimize 

environmental negative effects. 

Principle 5: Recognize and build on the distinctive characteristics of Collingwood including our human 

and cultural values, history and natural systems. 

Principle 6: Expand and encourage regional cooperation to work toward a common, sustainable future. 

Principle 7: Foster public awareness and participation to work toward a common, sustainable future. 

Principle 8: Advance the understanding of Municipal Government on the need for accountability, 

transparency and promotion of sustainable core values and principles. 

Principle 9: Establish performance indicators and bench marks to be able to measure the community’s 

progress towards sustainability. 

In addition, the commitment can be described in a visual manner using a software tool built for 

Collingwood, NottawasagaQuest (Appendix A). NottawasagaQuest was developed to help residents 

and stakeholders visualize changes in land use patterns over a 40 year time horizon based on a 

series of present-day choices. 

A 40 year time frame for the visioning exercise was chosen for the SCP to, in part, fulfil the longterm 

federal visioning requirements, but also to highlight the significant changes that may occur 

in infrastructure, funding models, climate change, etc. 

During the series of NottawasagaQuest workshops, participants in Collingwood, Stayner and 

Wasaga Beach discussed a series of choices based on a pre-determined set of questions about 

their preferred future. These questions ranged from preferences about housing type to energy 

and air quality issues. The most frequently chosen responses to the questions have been collated 

and are noted below in green (Figure 3). The orange choices in Figure 3 refer to the “current 

trend.” The current trend is the series of choices that would continue the status quo of planning 

and projected plans in the Nottawasaga region. 

9


Figure 3. Most frequently chosen responses at NottawasagaQuest workshops 

The green choices in Figure 3 have been used to develop the “preferred scenario” for the 

Nottawasaga region (Figure 4). The distinct differences between the land use impact of the 

choices made to create the preferred scenario (4a) and the impact of the choices that make up 

the “current trend” (4b) indicate more high density areas (red) in the preferred scenario (4a) and 

more areas with sprawl (low density; yellow) in the current trend (4b). This current trend was 

based on land use planning initiatives related to provincial guidelines prior to the revised 

regulations proposed in the Provincial Growth Plans. 

10


Figure 4. A map of the Nottawasaga region in 2041: (Preferred Scenario vs. Current Trend) 

a) Preferred Scenario 

*More sprawl and less high density developments. 

*Less sprawl and more high density developments. 

b) Current Trend 

*More sprawl and less high density development 

These maps were created using an educational software tool, NottawasagaQuest, and are NOT 

meant to illustrate potential growth patterns in the region. 

11


The purpose of the NottwasagaQuest workshops was to investigate how sustainable planning 

choices today could impact, in a general sense, future growth of the region. The following figure 

(Figure 5) demonstrates how the current trend (inner shape) compares to the preferred scenario 

(outer shape). The Scenario Summary presents 10 indicators used in the workshops for measuring 

sustainability. The point along a spoke where the shape intersects it reflects how the scenario 

performs for that key indicator. The closer that point is to the outside of the circle, the better 

the scenario is performing. A shape that is larger than another shape generally represents a 

scenario that is performing better. In other words, bigger is generally better. As depicted in the 

Scenario Summary, the preferred choices for the future of the Nottawasaga region, based on the 

computer model indicators, prove to be more sustainable decisions than identified in the current 

trend. 

Figure 5. NottawasagaQuest Scenario Summary – Preferred Scenario verses Current Trend 

The NottawasagaQuest software also demonstrated that the choices made to develop the preferred 

scenario (i.e. high density developments, alternative transportation, achieving best practices for 

reducing waste and improving air quality) led to reduced GHG emissions. Figure 6 demonstrates a 

reduction in GHG emissions for the preferred scenario (green) by sector and per person each 

representing a significant decrease in 2041 from the current trend (orange). 

Figure 6. Greenhouse Gas Emissions estimations based on the Preferred Scenario 

(NottawasagaQuest) 

12


2.2 Characteristics of a Sustainable Collingwood 

To achieve our commitment to sustainability and the preferred scenario, Collingwood needs to be 

a community with a distinct set of characteristics. The following characteristics are based on 

what was heard throughout the consultation process about what defines a sustainable community 

in Collingwood. 

Characteristics of a Sustainable Collingwood 

Now, and in 40 years, we want Collingwood to be a community with an equal balance of the following 

characteristics: 

• Strong municipal leadership and transparent governance structures; 

• The ability to attract and retain a diverse and healthy mix of residents of all ages, genders and 

ethnicities; 

• Meaningful and productive partnerships with other orders of government and stakeholders; 

• Viable local employment options; 

• Affordable and accessible opportunities for involvement in arts, culture and recreation 

activities; 

• Clean air and water through reduced greenhouse gas emissions; 

• Usable land from remediated brownfields; 

• A valuable and memorable experience for visitors; 

• A high degree of walkability and alternative modes of transport besides a single-use vehicle; 

• Protected natural features and a compact urban form; 

• A high degree of social cohesion and a common identity; 

• Solid investments in infrastructure; and 

• Affordable places to live. 

2.3 Sustainable Decision-Making 

To achieve our vision of a sustainable community, we need to build upon the value-added 

services we provide to our community and ensure that sustainable decision-making is supported 

across the town. Therefore, we commit to incorporate the following considerations during the 

implementation of our plan: 

Thinking long term 

Ensuring that today’s decisions have an outward, long-term focus and 

that we leave a positive legacy for future generations. 

Making balanced decisions 

Integrating environmental, social, cultural and financial trade-offs over 

a 40 + year horizon during decision making. 

Reducing our ecological 

footprint 

On-going learning 

Using our land, resources and energy most efficiently. Our ecological 

footprint is an annual estimate of the area of land and water necessary 

to support the consumption patterns of our community. 14 

Acknowledging the importance of on-going education, support and 

leadership for and by Town staff and Council. 

Engaging residents 

Encouraging and supporting the active involvement of community 

members and businesses, and providing a framework for education. 

14 Ecological Footprint. 2008. Available on-line at: http://www.myfootprint.org/en/ 

13


It is proposed that key considerations and goals for sustainable decision-making be noted on every 

Council report, as a commitment to a sustainable way of thinking and a governance model that 

includes sustainability. Where applicable, every report to Council should note its compliance with 

these considerations. 

2.4 Our Proposed Goals and Actions 

This section includes a series of six inter-related, thematic goals that when acted upon, move the 

Town in a sustainable direction and help to support a high quality of life for Collingwood’s 

residents. 

These goals address the four pillars of sustainability, the challenges facing Collingwood and 

incorporate a series of actions suggested during the public consultation process. 

Importantly, these proposed goals and actions also build upon a suite of ongoing work at the 

Town of Collingwood. Examples of programs, policies and initiatives are listed under each goal in 

each section called “Current Initiatives.” The examples are not exhaustive and in no way 

represent the full range of municipal service delivery in Collingwood. Core services such as the 

fire department, public works and the ongoing repair of the Town’s infrastructure continue to 

support the backbone of Collingwood in ways less visible, but ultimately highly valuable, to the 

community. 

Recommendations for action to achieve the commitment to sustainability are proposed under 

the following six goals: 

Protecting Our Land and Natural Environment 

Improving How We Get Around 

Minimizing Resource Use 

Strengthening Our Economy 

Enhancing Our Arts, Cultural, Heritage and 

Recreation Opportunities 

Reinforcing the Importance of Our Community’s 

Social Framework 

The goals and actions provide guidance on how to become a more complete community creating a 

social framework that offers a full range of jobs, housing, services, public transit and health care, 

along with recreational, educational and cultural opportunities. 

14


The Current Initiatives indicate current practices and what actions have been taken to date 

by Council and other community stakeholders. These sections outline where we are now in 

achieving Our Commitment to Sustainability. 

2.3.1 Protection of the Land and the Natural Environment 

Goal: Protecting Our Land and Natural Environment 

What We’ve Heard 

How a community develops and grows in terms of density and sprawl is a major contributor to measuring the 

sustainability of a community. It was a key concern expressed by many stakeholders as Collingwood is 

quickly growing to accommodate an influx of residents. 

Participants recognized that the current trend of mainly building single 

detached homes, some multi-unit dwellings and lower density 

developments in the town centre and surrounding agricultural land has a 

higher impact on the environment than the option of more compact 

growth and infilling within the town. 

Participants were interested in developing a mix of housing types, 

protecting natural heritage areas and prime agricultural land. Other 

issues related to land use included the importance of local food sources, the need for affordable housing 

and recognition of the finite capacity of growth in the Nottawasaga watershed. 

Current Initiatives 

GHG Emission Reduction Initiatives – Committed to reducing GHG emissions, established an emission 

reductions plan and created a GHG emissions inventory and forecast. 

Habitat Creation & Preservation Projects - Erosion control along Black Ash Creek and Collingwood Harbour 

Shoreline, Egret Nesting Project, Green Landscaping, Plant Health Care Policy. 

Pesticide By-Law – Regulate use of pesticides in the Town of Collingwood. 

Tree Protection By-law - Prohibit and regulate the injuring or destruction of certain 

trees in the Town of Collingwood. 

Trail Development – A large variety of trails have been developed and maintained to 

encourage walking, cycling and being active. 

Intensification Initiatives – The Official Plan and Town planning policies are being 

reviewed to implement Provincial intensification objectives and targets. 

Growth Management – Assessing our growth and future growth to accommodate population. 

Brownfield Redevelopment – Re-development on Brownfield lands (Shipyards). 

Urban Infilling – Encouraging urban infilling or revitalization of inner municipal areas through new housing 

and mixed-use developments accomplishes the objective of making more efficient and continued use of 

investments in social and physical urban infrastructure such as schools, transit systems and sewers. 

Stoop and Scoop Bags - Compostable bags are under consideration instead of the current plastic bags in 

stoop and scoop boxes. 

Sustainable Building Practices - Development of a LEED (leadership in energy and environmental design) 

certified building for new library/municipal offices. 

15


Goal: Protecting Our Land and Natural Environment 

Recommended Actions 

Key Considerations for 




Reducing our ecological footprint 


On going learning 

In-Process and Future Action 

a) Identification, preservation 

and protection of natural 

and environmentally 

sensitive areas through 

Official Plan processes. 

b) Creating a checklist for 

sustainable planning and 

development that includes: 

planning for more 

complete communities 

through multiple housing 

options, minimum density 

and required services and 

amenities close to where 

people live. 

c) Creating an inventory of 

potential Brownfield sites 

and developing 

remediation plans 

d) Build upon current GHG 

emission reduction 

initiatives 

e) Development and 

incorporation of 

greenspace across the 

community creating 

outdoor public areas and 

recreational spaces 

connected as green 

corridors. 

Results 

• To continue to identify what 

areas should be considered 

environmentally sensitive 

• Rehabilitation and/or 

preservation of the natural 

areas 

• Strengthen the protection of 

environmentally sensitive 

areas from development 

• Pedestrian-first planning that 

recognizes the importance of 

walkability, neighbourhood 

design and amenities close to 

where people live 

• Reducing urban sprawl through 

increased density and infilling 

opportunities 

• Multiple housing options 

including affordability 

• Identifying potential locations 

that require regeneration 

• Cleaning up Brownfield 

locations to improve the 

environment and create 

options for new development 

• Re-visit the GHG Reductions 

Plan 

• Establish an GHG inventory 

and forecast 

• Development of more 

greenspace throughout the 

Town 

• Creation of outdoor 

recreational spaces and public 

areas for enjoyment 

• Connection between where 

people live, work and play 

16


2.3.2 Improving How We Get Around 

Goal: Improving How We Get Around 


During the process to develop the Plan, we heard that creating sustainable 

transportation and transit options were major concerns. To participants, this meant an 

affordable, reliable, safe, accessible, frequent, green and efficient means of moving 

within Collingwood, across the region and to other population centres. 

Many residents expressed concerns about our increasing reliance on cars in and around 

Collingwood, which contributes to congestion, parking difficulties, decreased safety of 

pedestrians and poor air quality. Many felt the Town should strive to create and expand a regional transit 

system in partnership with other governments. 

Although many of the participants did not use the current transit system, 

they recognized the environmental benefits of transit and felt that with 

improved service, accessibility (timing and convenience) and affordable 

options a regional transit network could be a viable option. 

Additional suggestions included safer bike lanes and creating a more 

walkable Town. The sentiment was that future land use planning choices 

should connect houses with services through trails and transit thereby reducing automobile dependency. 

In Canada, approximately one-quarter of national greenhouse gas (GHG) emissions are from the 

transportation sector. Utilization of the rail industry is another option that could be considered for 

generating a smaller ecological footprint. Per passenger or tonne, rail generates only one-fifth the 

greenhouse gas emissions of trucking, one-quarter the emissions of urban automobiles, and one-third the 

emissions of inter-city automobiles or planes in densely populated corridors 15 . 


Active and Safe Routes to School - A program designed to assist school communities in 

encouraging safe and active travel to and from school. 

Traffic Calming Measures - Measures to improve safety for pedestrians and cyclists and 

to give pedestrians priority over cars are under consideration (i.e. roundabouts). 

Collingwood Public Transit "COLLTRANS" - Offers regular schedules, accessible 

transportation, and provides residents the ability to bring their bicycle with them on 

the bus using an easy to use bike rack available at no extra charge. 

Anti-Idling Initiatives - Anti-idling By-law regulates the unnecessary idling of vehicles to encourage the 

public to conserve energy, breathe easier and save money. 

Recreational Trails – A large (and continuously upgraded) trail system that connects the waterfront, 

boardwalks, parks and open spaces. 

Collingwood Parking Study – Currently seeking public input to assist in the preparation of a long term 

strategy for parking in downtown Collingwood. 

Active Transportation – Encouraging residents to use alternative modes of 

transportation besides their cars. 

15 On Track for the Future, Rail’s Track Record in Sustainable Transportation 

http://www.railcan.ca/documents/publications/2006_10_24_DOH_Sustainable_en.pdf. 

17


Goal: Improving How We Get Around 









In-process and Future Action 

a) Ensuring safe, accessible 

and affordable 

transportation through 

multiple options (walking, 

cycling, transit) and 

required infrastructure for 

all residents. 

b) Planning for a road 

network partnered with 

other transportation 

options that allows for safe 

travel within and through 

the region. 

c) Exploring the rail network 

as a green travel and 

transport option for people 

and goods to destinations 

outside of the region. 

d) Opening up air as a travel 

option to create a more 

desirable tourist 

destination and economic 

incentive for industries. 

Results 

• Improve safety and creating a 

community that is easy and 

safe to get around by walking 

or biking. 

• An accessible transit system 

that gets people where they 

want to go 

• GHG emission reductions 

• Planning for a road network 

that easily allows cars to 

interact safely with pedestrian 

• Reduced congestion as 

population increases 

• A road network that allows for 

easy movement through and 

around the community 

• GHG emission reductions 

• Utilization of the existing rail 

infrastructure 

• Encouragement of a “green” 

transport option 

• Opening up a high-speed travel 

option for tourists and 

transportation of goods 

• Reducing greenhouse gas 

emissions 

• Utilizing and building upon the 

current airport infrastructure 

including obtaining Port of 

Entry Status 

• Creating a more direct travel 

incentive for potential industry 

and tourism 

18


2.3.3 Minimizing Resource Use 

Goal: Minimizing Resource Use 


Minimizing resource use is about reducing our usage of energy, waste going to landfill 

and the amount of potable water used. During the consultation process, many issues 

were raised about the water and air quality of the Town and surrounding 

municipalities. Participants discussed to what extent energy conservation and air 

quality management programs should be implemented in the region including 

developing programs in line with current trends, put more funding towards programs 

that increase energy conservation, switch to cleaner fuels, and reduce air pollution or 

achieving best practices by significantly increasing funding. 

Overall, the vision was that Collingwood should be a leader among communities in the generation and use of 

clean, renewable energy that fulfills a major portion of the community’s energy needs. Collingwood’s 

diverse energy systems should make the town energy self-sufficient and reduce harmful impacts on air, 

land, water and the climate. The Town should conserve energy through the implementation of best practice 

programs and promotion of alternative transportation options. The Town could work to achieve a carbon - 

neutral status with the cooperation of residents and businesses which work to conserve energy in their daily 

lives and operations. 

The desire of participants is that water resources in Collingwood be a dependable supply of clean, healthy 

water that exceeds quality requirements, and meets the needs of residents and visitors. Residents should be 

encouraged to be active custodians of the water and both the water and wastewater should be sustainably 

managed to meet the needs of a growing community. Collingwood should also continue to be a leader in 

minimizing waste and maximizing recycling and reuse of resource and materials. 


Green Bin Organic Waste Program and Bag Limits – Commencing in September 2008, the County will be 

implementing a Green Bin Organic Waste Program and will only allow one bag per week for garbage 

disposal. 

LED Lights – Replacement of decorative street lights with more efficient LED lights. 

Waste Not Reduction Campaign – Implemented in 2004 to encourage active composting and 

recycling which led to a large decrease in the amount of waste deposited per household in the 

Town. 

Fleet Management – COLLTRANS fleet has shifted to using Biodiesel as a fuel source. 

New Library – The new library is being built to an LEED gold standard. 

Every Kilowatt Counts – COLLUS is supporting the Ontario Power Authority’s "Every Kilowatt Counts” 

campaign. Every COLLUS Power customer can take advantage of instant rebate coupons on the purchase of 

five different energy saving products. 

Water/Wastewater Rate Study – The Town of Collingwood and the Collingwood Public Utilities Service 

Board completed a water and wastewater rate study in 2005. 

Energy Saving Tips – COLLUS provides energy saving tips to our residents and businesses on its website. 

Lunch & Learns – The Planning Department has been hosting lunch and learn sessions for staff about 

various sustainability issues. 

19


Goal: Minimizing Resource Use 










a) Develop an action plan so 

that the municipality 

becomes a “carbonneutral” 

operation. 

b) Continue to work with the 

County to develop a 

comprehensive and 

sustainable waste 

management strategy that 

explores stringent 

diversion rates and options 

for reducing waste and 

recycling. 

c) Protect and ensure a safe 

supply of drinking water 

through effective water 

management. 

d) Establish minimum building 

standards of LEED Gold (or 

equivalent) for all new 

Town of Collingwood 

buildings. 

e) Develop a sustainable 

purchasing policy for the 

Town of Collingwood. 

Results 

• To conserve and reduce 

energy use through energy 

saving techniques and 

alternative energy options 

• Consideration of options which 

are clean, green and healthy 

for the residents of 

Collingwood. 

• To offset increasing energy 

costs 

• To develop an audit of energy 

use by the Town 

• To reduce greenhouse gas 

emissions 

• Continue to reduce the 

amount of waste that must be 

landfilled 

• Encouraging residents and 

staff to remember the 

hierarchy of “R’s”: reduce 

consumption, reuse items and 

recycle 

• Protection of the water supply 

to ensure safe potable water 

for residents 

• Reduce energy and water use 

by municipal operations 

• Town to lead by example 

• To examine current 

consumption patterns 

• To encourage the use of more 

environmentally-friendly 

products 

20


2.3.4 Strengthening Our Economy 

Goal: Strengthening Our Economy 


The desire of participants, staff and Council is for a community that supports a diversified economy with a 

variety of viable industries. In a sustainable community, this would be coupled with post-secondary and 

training opportunities to ensure a variety of employment options and a skilled work force that is interested 

in living and working in Collingwood. 

During the workshops, participants validated the connection between a strong regional economy and a 

healthy, vibrant community. Participants raised the notions of self-reliance, entrepreneurial activity, 

sustainable industries and the generation of wealth to support our community’s future needs. 

Economic activities in the Town of Collingwood have evolved from a town traditionally 

reliant on shipbuilding and railway, to a more robust industrial town and now a Town largely 

impacted by tourism and the service industry. Many citizens felt that the service industry 

provided lower wages and less security than other employment options. Many participants 

felt that more options should be available for employment in all sectors (i.e. industry, high 

tech, etc.) to ensure a sustainable economic future. With respect to the harbour, some felt 

there was an opportunity to “open up” the waterfront by exploring development incentives for small scale 

commercial outlets, boutiques and restaurants. 

The need for affordable housing was another economic issue raised during the process. As housing prices 

rise, many participants were fearful that seniors and low income earners may be slowly displaced from 

Collingwood because of the rising cost of living. 


New Industrial/Business Plan – Being developed as part of the Business Retention and 

Expansion strategy along with attraction and investment. 

TRACKS and Store 54 – Youth employment agency for youth seeking employment and related 

services. A program offering small business start up assistance with free retail space. 

Active Council Members – Council’s advocacy role for Association for Municipalities of 

Ontario (AMO) and Federation of Canadian Municipalities (FCM) to support and enhance a strong and 

effective municipal government. 

Clean-up/remediation of the Collingwood Harbour – Conversion from a 

shipbuilding community to a waterfront residential / recreational community 

asset including improved public access to the water. 

Greater Collingwood Small Business Enterprise Centre - providing support to 

start-up and existing small business enterprises during their development, 

retention and operation. 

Active Boards and Committees providing advice to Town Council: 

• Affordable Housing Task Force 

• Physician Retention and Attraction Committee 

• Economic Stability & Development Services Board; Nottawasaga Municipal Service Board 

• BIA Board of Management 

• Collingwood Regional Airport 

• Greater Collingwood Small Business Enterprise Centre Advisory Committee 

• Blue Mountains and Collingwood Housing Assessment Team (Development of Housing Needs Assessment 

Study) 

21


Goal: Strengthening Our Economy 










a) Develop a plan to keep 

downtown Collingwood a 

vibrant, historic and 

populated downtown core 

with a consideration for 

tax incentives and free 

Internet connectivity. 

b) Develop economic 

development plans to 

attract a variety of 

commercial, industrial and 

service businesses to 

create a diversified 

economy in Collingwood. 

c) Explore post-secondary 

educational opportunities 

and multiple training 

options that will create a 

skilled labour force, 

allowing residents to 

remain in their community. 

d) Continue to work with the 

County to ensure that 

Collingwood’s needs are 

being met during the 

development of plans for 

transit infrastructure, 

social services, affordable 

housing, and health care. 

e) Recognition of arts, culture 

and heritage in the region 

as an economic generator. 

Results 

• Attraction of retail to the 

downtown core 

• Revitalization of living spaces 

to create a 

live/work/play/shop area 

• Creating a community area 

that attracts business, tourists 

and residents 

• Utilization of arts, culture and 

heritage in common areas 

• Creation of multiple job 

opportunities 

• Developing jobs in all sectors 

and for all age groups 

• Creating jobs beyond service 

level jobs; desire for young 

people to be able to work and 

live in Collingwood. 

• Providing post-secondary 

options to allow residents to 

remain in the community 

• Creating training and 

employment options for 

residents that want additional 

opportunities 

• Creating a made-in 

Collingwood labour force 

• Understand the needs of 

Collingwood’s residents so 

that the Town is able to 

provide recommendations 

about required health and 

social services so residents do 

not have to leave the 

community 

• Providing affordable housing 

so residents can live and work 

in the community 

• Support and recognition of 

the arts, culture and heritage 

of the Nottawasaga Region 

• Generation of income from 

arts, culture and heritage 

opportunities 

• Support the work of the Art 

and Culture Committee 

22


2.3.5. Enhancing our Arts, Cultural, Heritage and Recreation Opportunities 

Goal: Enhancing our Arts, Cultural, Heritage and 



Overall, participants wanted a community that promotes and supports a healthy and active population and 

balances work and play. Participants recognized that Collingwood is a unique destination for year round 

tourists. That said, residents and visitors of all ages and abilities should be able to engage in high quality, 

diverse recreational opportunities while respecting and protecting the surrounding natural environment. 

Accessible and well-maintained playing fields and recreational facilities should complement the range of 

outdoor experiences. The community should continue to host a number of arts and culture events. 

Other ideas for arts, culture and heritage opportunities included: more visual art in public places, continued 

support for youth involvement in the arts, a physical centre for arts and community gatherings, 

implementation of the Leisure Services Master Plan and to continue to be a centre of excellence for events 

and conferences. 


Art and Culture Committee – Town Council committee providing advice and guidance to Council and the 

Town of Collingwood. 

Re-design of Collingwood Library – Offers services for residents, local gallery for artists and promotes 

cultural programs, workshop space, policies and initiatives. 

Collingwood and District Historical Society – Provides information and a forum on 

the history of the region. 

Collingwood Museum – Regional history, marine heritage, archives, programs and 

research facilities. 

Theatre Collingwood – Offering musical and theatrical productions vital to the 

cultural component of Collingwood. 

Hosting Heritage and Cultural Events – Elvis and Music Festivals, Farmers Market, 

and Doors Open. 

Heritage Grant Program – Offering grants to heritage property owners. 

Leisure Services Master Plan – A plan that recognizes lifestyle choices and social trends influencing leisure 

participation, sport and recreation activity. Sets a clear direction for the activities required by the Town. 

ENVIROPARK - Situated in Sunset Point Park, this unique network of play structures was designed to instil in 

children an understanding of how everyday life has a direct impact on the environment. 

Arboretum – A garden area located in Harbourview Park developed through the Optimist Harbourview Park 

Regeneration Project and currently operated by the Collingwood Horticultural Society. 

Blue Mountain Foundation for the Arts – An organization promoting arts in the Georgian Triangle. 

23


Goal: Enhancing our Arts, Cultural, Heritage and 











a) Implement the Leisure 

Services Master Plan and 

ensure affordable and 

accessible programs and 

services in recognition of 

arts, culture, heritage and 

recreation. 

b) Develop a marketing and 

promotion plan to build 

awareness about the 

programs, services and 

opportunities in the 

community to attract 

residents and tourists. 

c) Maintain and revitalize 

existing infrastructure, and 

where appropriate, build 

structures to enhance arts, 

culture, heritage and 

recreational opportunities. 

Results 

• Ensuring all residents are able 

to participate in arts, culture 

and recreational programs and 

services 

• Creation of opportunities for 

the changing demographics of 

the region 

• Increasing capacity of existing 

programs and services 

• Promotion of the many existing 

programs, services and events 

• Opportunity for the Town to be 

recognized as a leader in arts, 

culture, heritage and 

recreation 

• Bring residents and tourists 

together to enhance 

community spirit and wellbeing 

• Ensuring available 

infrastructure to maintain and 

create programs and services 

• Ensuring infrastructure is inplace 

to attract tourists 

(cultural events) 

• Meeting the needs of the 

residents and establishing 

infrastructure that is desired 

(i.e. outdoor greenspace, 

performing arts centre, 

children’s splash pad, etc.) 

• Building upon the current 

infrastructure to ensure it 

continues to meet the needs of 

residents and tourists (e.g. trail 

system) 

• Creating attractions different 

from what already exists (e.g. 

revitalization of the harbour) 

• Maintaining built heritage of 

the community 

24


2.3.6 Reinforcing the Importance of our Community’s Social Framework 

Goal: Reinforcing the Importance of our Community’s 



Collingwood staff, Council and residents expressed a desire for a safe, inclusive and affordable community – 

now and in 40 years. Other key themes around a social framework included the importance of local 

involvement in governance issues, charity and community life. Other participants expressed a desire for 

healthy and active residents and supportive neighbourhoods, amenities and infrastructure to support 

walking. 

Some participants noted that there is a clear distinction between “old” and “new” Collingwood. 

Participants would like to see this gap closed by integrating longer term residents with new residents 

through social programming, community events and neighbourhood cohesion. 

Collingwood residents desire a community that ensures safety, affordable housing, meaningful employment, 

opportunities for education, access to arts, recreation and cultural activities, adequate access to health 

care and social support systems when needed, and a respect for other cultures, amongst other issues. 

Personal health issues including diet, exercise and other lifestyle choices are also important considerations 

with many social linkages. 


E3 Community Services - service to support both adults and children in getting full value as participating 

citizens in the community through programs and services meeting the needs of the residents (i.e. re-use 

centre, day-care centre). 

Habitat for Humanity – Mobilizing volunteers and community partners in building 

affordable housing and promoting home ownership. 

Big Brothers Big Sisters of the Georgian Triangle - Provides mentoring relationships to 

children in the community. 

211 South Georgian Bay - Dial 211 for free and confidential information about community, social, health 

and government services. 

United Way South Georgian Bay – Largely funding health and social services programs in the 

South Georgian Bay area. 

Georgian Triangle Tourist Association - Promotes and markets tourism services in the 

Georgian Triangle area. It provides information to the travelling public and the Georgian 

Triangle tourist industry, as well as offering a broad range of tourism development programs. 

Order Of Collingwood Recipients – An award presented to Collingwood residents who have demonstrated 

superior community skills and contributed to the community well-being. 

Collingwood & District Humane Society – A registered charity run by volunteers that is dedicated to 

helping injured, abandoned, stray and unwanted animals. 

Breaking Down Barriers – An independent living resource centre for residents with disabilities living in the 

Georgian Triangle, offering a variety of programs and services. 

My Friend’s House – A short-term shelter for women of all ages, with or without children, who are 

experiencing abuse from their partner, spouse or caregiver. 

25


Goal: Reinforcing the Importance of our Community’s 











a) Develop a “Collingwood 

Living” guide to promote a 

cohesive community that 

provides new and longstanding 

residents with a 

sense of belonging and 

community identity. 

b) Development of programs 

and services that retain 

youth to support the local 

economy. 

c) Continue to build 

partnerships with the 

County and surrounding 

municipalities to support 

active and healthy 

lifestyles. 

d) Official Plan Amendment 

to update the residential 

section and incorporate 

minimum housing densities 

Results 

• Ensure residents feel engaged 

and part of the community 

• Creating a community that 

attracts new residents 

• Building a close-knit 

community, with engaged 

volunteers, active citizens and 

a desirable quality of life 

• Focusing on youth as the 

future of the region 

• Creating programs and 

services that protect youth 

and create a safe 

environment to live 

• Providing opportunities that 

will attract youth to the area 

• Building partnerships between 

organizations to share 

services and programs 

• Creating more diverse 

opportunities 

• Develop baseline for the 

social determinants of health 

in Collingwood 

26


3.0 Implementation: Translating 

the Plan into Action 

This section complements the sustainability framework 

described in Section 2. The Town’s first Sustainable Community 

Plan brings together a number of existing programs, policies and 

initiatives from across the Town’s operations and suggests 

actions to strengthen the Town’s sustainability. In order to 

move in a sustainable direction the Town of Collingwood, over 

the short and long term, needs to place strong emphasis on the 

actions identified in Section 2. 

The SCP is a framework with recommendations for a sustainable 

future for Collingwood. It includes a philosophy and a series of 

considerations of sustainability to be shared by those living in 

the community and demonstrated through all actions by the key 

partners including Town staff, Council and community members. 

Throughout the process to develop the SCP, residents, staff and 

Council have been definitive in their requests for a clear 

structure for implementation. The SCP must be considered more 

than just a document. In concert with Council’s forthcoming 

Strategic Plan, it must be recognized as a philosophy for a continuing and adaptive process of 

strategic and coordinated actions. 

There are a number of initiatives that need to occur to make sustainability a reality in 

Collingwood; these include: 

• Integrating the sustainability framework into the day-to-day functioning of the 

municipality; 

• Continuing the Sustainability Committee; 

• Building partnerships; and 

• Ensuring continual review and renewal of the SCP. 

3.1 Integrating the Sustainability Framework into the 

Day-to-Day Functioning of the Municipality 

During the consultation process, it was expressed that the key to the implementation of the SCP 

is the governance and accountability structures that will be in place to move the plan forward. 

Some immediate, short-term suggestions are included for integrating the SCP into the day-to-day 

functioning of the municipality: 

27


Item 

Council to develop its Strategic Plan as an implementation document 

for the municipality, with the Sustainability Framework 

incorporated. 

CAO to establish a staff-led Task Force to manage the 

implementation of the SCP. The Task Force will include 

representatives from all Departments and will report to the 

CAO/Department Heads. The Task Force will act as the internal 

champion for the SCP. 

Individual Departments, with the assistance of the Task Force, shall 

annually develop an action plan for the implementation of 

sustainable principles and strategic actions. These will include: 

• Responsible parties 

• Timeframes/ priority setting 

• Measures of success (performance indicators) 

• Financial considerations 

CAO to provide leadership to embrace sustainable community 

practices and to implement a mandatory sustainable training 

program for all Town employees and Council. CAO shall also 

incorporate mandatory sustainability indicators in performance 

reviews with the assistance of Human Resources. 

Inclusion of key considerations for sustainable decision making on all 

covering reports to Council and a refusal by Council to accept reports 

that do not explain how they support the SCP (and forthcoming 

Strategic Plan). 

Staff Task Force, through Department Heads, to report to Council on 

a semi-annual basis about the progress of the SCP’s implementation. 

Staff Task Force together with the CAO and Sustainability Committee 

develop a strategy for continuing staff education on sustainability 

issues and develop recommendations for sustainability training. 

Suggested Timeframe 

By November, 2008 

September 2008 

Annually, beginning 

upon the completion 

of the Strategic Plan 

2008-09 

ASAP and ongoing 

Ongoing 

2009 

3.2 Continuing the Sustainability Committee 

The Sustainability Committee was formed by Council in 2005 with the purpose: 

"To research and develop recommendations, guidelines and policies which garner or 

take advantage of sustainability opportunities for the municipality." 

The development of a sustainable community plan has been the main focus of the committee’s 

work during their formative years. Now that the SCP is complete, recommendations related to 

implementation and the Sustainability Committee include: 

• A review of By-law 05-57 be undertaken within the first three months of passage of 

the Sustainable Community Plan 

28


• The Sustainability Committee remain in place to support Council, staff and the 

community as needed; 

• The committee retain its composition of staff, volunteers and Councillors, with the 

addition of one Department Head (which shall rotate and communicate back to other 

Department Heads); 

• Establishing a connection between the staff SCP Task Force and the Sustainability 

Committee, to ensure consistency and open communication between the two groups; 

for example: 

o Minutes from the Task Force and Sustainability Committee be shared between the 

o 

two groups; and 

At least one member of the staff Task Force also sits on the Sustainability 

Committee. 

• The committee develop a work plan to outline its proposed focus going forward and 

present that to Council for endorsement. With Council’s permission to expand the 

committee’s mandate, the focus of the Committee’s work will likely shift from the 

development of the SCP to the promotion of sustainable practices in the community 

through outreach, engagement and communications support. The work plan may also 

include suggestions for succession planning for the Sustainability Committee. 

3.3 Building Partnerships 

The SCP was developed with consideration of the potential forces of change surrounding 

Collingwood – from the actions of neighbouring municipalities to the potential impacts of climate 

change. As the Town moves forward with implementation, they will continue to build 

partnerships with surrounding municipalities. 

In addition, it will be important to include the community in the implementation of the SCP. 

Throughout the development of the SCP, members of community groups, committees, and 

individual residents have all expressed an interest in continuing their involvement. During the 

development of the strategic plan and associated SCP action plans, staff may take this into 

account. 

In addition, Council has requested that it continue its advocacy role on many sustainability issues. 

3.4 Ensuring Continual Review and Renewal of the SCP 

Even the best written plan is of little use if it does not lead to action and is not continuously 

referred to and updated to reflect changing municipal and external realities. This plan must be 

recognized as a ‘living plan’ and must be recognized by staff and Council as an evolving document 

in a quest for a sustainable Collingwood. There must be a commitment by staff and council to: 

• Review and update the Plan every five years: Evaluation of the recommended actions 

would ideally be conducted by Council prior to change in Council terms. Evaluation progress 

before the next election would hold elected officials accountable to the Plan and defining 

or justifying any deviations. Ideally, this update would be conducted along with the 

Strategic Plan and Official Plan; 

• Develop and review annual action plans with staff, in concert with the Strategic Plan and 

departmental business planning; 

• Establish a process which tracks the progress of the plan; and 

29


• Prepare an annual report such as a Nottawasaga Epic update or an “On the Road to 

Sustainability” Report and circulate it to residents including what has been achieved to 

date, and what it hopes to achieve in the coming years allowing for residents of the 

community to recognize positive sustainability initiatives and ongoing work at the 

municipality. 

30

APPENDICES

APPENDIX A: WHITE PAGES: WHAT’S 

GOING ON IN COLLINGWOOD? WHAT 

ARE OTHER COMMUNITIES DOING?

Reducing Our Urban Footprint 

“Recognizing sustainable growth options through innovative practices to reduce our 

urban footprint” 

What We Have Heard? 

Throughout the consultation process this is what others in the Nottawasaga Region have 

identified as being important to them. 

• Reduce urban sprawl 

• Development of medium and higher density developments and mostly compact growth 

(residents and businesses) 

• Support alternative transportation options (walking, cycling, transit) 

• Protect agricultural and environmentally sensitive land 

• Recognize finite capacity of growth on the Nottawasaga watershed 

What We Are Currently Doing? 

This is a list of some of the current initiatives being done in the Collingwood Area. 

GHG emission reduction initiatives – Committed to reducing GHG 

emissions, established a emission reductions plan and created a GHG 

emissions inventory and forecast 

Habitat Creation & Preservation Projects - Erosion control along Black 

Ash Creek and Collingwood Harbour Shoreline, Egret Nesting Project, 

Green Landscaping, Plant Health Care Policy 

Pesticide By-Law – Reduce use of pesticides in the Town of Collingwood 

Tree Protection By-law - Prohibit and regulate the injuring or destruction of 

certain trees in the Town of Collingwood 

Trail Development – A large variety of trails have been developed and 

maintained to encourage walking, cycling and being active 

Collingwood Downtown Farmers' Market - Throughout the growing season, 

local vendors feature a wide range of organic vegetables and fruit, baking, 

meats and cheeses, flowers and trees, jams and preserves and handcrafted items, encouraging 

buying locally. 

Intensification Initiatives – Update of policy to implement Provincial intensification objectives 

and targets. 

Growth Management – Assessing our growth and future growth 

to accommodate population. 

Brownfield Redevelopment – Re-development on brownfield 

lands 

A-1

Urban Infilling – Urban infilling or revitalization of inner municipal areas through new housing 

and mixed-use developments accomplishes the objective of making more efficient and 

continued use of investments in social and physical urban infrastructure such as schools, 

transit systems and sewers. 

Are there any other initiatives that you know about? 

Email us at NottawaSAGA@collingwood.ca 

What is Being Done in Other Areas? Can We do it Here? 

This section presents a brief summary of green initiatives being implemented in other 

small urban municipalities in Canada that encourage reducing the urban footprint. 

Green Streets Canada – A program to encourage the innovative best 

management practices and policies in forest management 

http://www.treecanada.ca/programs/greenstreets/index.htm. 

walkON - A community partnership to promote walkable communities 

by raising awareness and educating the public around building walkable communities. 

http://www.walkon.ca. 

Green Housing Developments - Reducing the environmental impact or 

“footprint” of homes. 

Green Housing developments have included: 

• Renewable solar energy, with a small high efficiency tankless gas 

boiler serving as the secondary heating source 

• Super insulated, with added basement, wall, underslab and attic 

insulation. 

• Heat recovery systems to reclaim heat from drain water and ventilation exhaust. 

• Collection of rain water in an underground cistern and used to flush the ultra low flow 

toilets and irrigate the drought resistant landscaping. 

• Maximize the use of daylight, and have either compact florescent lighting that is 75% 

more efficient or LED lights that are 95% more efficient than incandescent bulbs 

Environmentally-Friendly Construction and Renovation Practices Policy – A policy that has 

been implemented by municipalities for new and existing municipal buildings. The policy will 

require that renovations to existing municipal buildings meet the 25 per cent energy 

efficiency requirement of the Ministry of Natural Resources Commercial Building Incentive 

Program (CBIP) standard. http://oee.nrcan.gc.ca/commercial/newbuildings.cfm. 

A-2

Improving How We Get Around 

“Encouraging a transportation network that is affordable, reliable, safe, 

accessible, green and efficient” 




• Reduce the number of cars on the road 

• Encourage alternate forms of transportation (cycling, walking, transit) 

• Strive towards creating and expanding a regional transit system 

• Provide improved and affordable services to outlying towns 

• Remove the need to expand the current road system 

• Discourage vehicles in the downtown core 

• Create safer bike lanes 

• Develop a more walkable town 



Active and Safe Routes to School - A program designed to 

assist school communities in encouraging safe and active 

travel to and from school 

Traffic Calming Measures - Measures to improve safety for 

pedestrians and cyclists and to give pedestrians priority 

over cars (i.e. one-way streets, speed bumps). 

Collingwood Public Transit "COLLTRANS" - Offers regular schedules and provides residents 

the ability to bring their bicycle with them on the bus using an easy to use bike rack available 

to bus riders at no extra charge. 

Anti-Idling Initiatives - Anti-idling campaign encourages Collingwood 

residents to conserve energy, breath easier and save money by reducing 

unnecessary idling 

Recreational Trails – A large (and recently upgraded) Trail System that 

connects the waterfront, boardwalks, parks and wide open spaces. 

Collingwood Parking Study – Currently seeking public input to assist in the 

preparation of a long term strategy for parking in downtown Collingwood 



A-3


This section presents a brief summary of initiatives being implemented or considered in 

other small urban municipalities in Canada that have encouraged green and active 

transit. 

Green Fleet - Transition City/Town vehicles and equipment to lower 

impact alternatives such as biodiesel, natural gas and hybrid electric 

vehicles 

SmartCommute - Partnership that helps local employers and commuters 

explore different commuter choices like carpooling, teleworking, transit, cycling, walking or 

flexible work hours. http://www.smartcommute.ca. 

Regional Transit - Transit facilities and services that work together to make the flow of travel 

throughout the region easier 

Active Transportation Policy and Infrastructure – Engaging communities in a process to 

evaluate and improve Active Transportation by examining the barriers that inhibit people from 

walking or bicycling in their communities for short trips to work, school and other utilitarian 

destinations (i.e. Bike Lanes, Signs and Parking Racks) 

Transit Oriented Development through Community Planning - Adopt transit friendly land use 

plans that emphasize mixed-use development to facilitate active transportation (walking, 

cycling), and that make public transit accessible and convenient (built within a 5 minute walk 

of a transit node) 

Traffic Calming – Measures to improve safety for pedestrians and cyclists, 

to give pedestrians priority over cars (speed bumps, all-day on-street 

parking, one-ways streets, car-free areas) 

Dedicated Cycle-lanes – Development of dedicated cycle lanes and ample 

parking spots for bikes to encourage safe and efficient travel by bicycle. 

Connected Greenways – Establishment of well connected trails/pathways to 

encourage active transportation (hiking, cycling and walking). Important to the establishment of 

greenways is the connectivity of the network to ensure they are going where people want to go. 

Bicycle Sharing (i.e. Yellow Bike Program) – Pass holders can borrow a bike from participating 

bike hubs that are connected by an online database which allows Season's Pass holders to use any 

one of numerous destination or pick up points 

A-4


“Being a leader among communities in the generation and use of clean, renewable energy and 

sustainable use of our resources, including air, land and water and waste minimization” 




• Be a leader in the generation and use of clean, renewable energy that fulfills a major portion of 

the community’s energy needs 

• Conserve energy through the implementation of best practice programs and promotion of 

alternative transportation options 

• Maintain its carbon neutral status 

• Water resources must be a dependable supply of clean, healthy water that exceeds quality 

requirements and meets the needs of residents and visitors 

• Minimize waste and maximize recycling and reuse of materials 

• Conserve resources by promotion of best practices 



Bag Limits – Allowed one bag per week of garbage disposal. 

LED Lights – Replacement of street light bulbs with more efficient LED lights 

Waste Not Reduction Campaign – Implemented in 2004 to encourage active 

composting and recycling which led to a large decrease in the amount of waste 

deposited per household in the Town. 

ecoENERGY Retrofit Program - A home energy assessment program developed by 

Natural Resources Canada to help property owners make retrofit choices that 

improve the comfort and energy efficiency of their home 

The Great Refrigerator Round-up – Program designed to remove older, 

inefficient fridges and freezers from the electricity system. These older units 

typically use two to three times more electricity than new appliances (FYI - 

replacing a 20-year-old 18 cubic feet refrigerator with a new Energy Star 

refrigerator will result in an annual energy cost savings of about $130). 

Electricity Retrofit Incentive Program (ERIP) - Assisting Commercial, Industrial, and Institutional customers to 

conserve energy and shift their loads from periods of peak demand to lower cost times of the day. 

Includes leveraging energy conservation and load management opportunities by offering incentives 

for sustainable, measurable and verifiable energy retrofits that result in on-peak demand savings 

and/or annual energy savings 



A-5


This section presents a brief summary of green initiatives being implemented in other small 

urban municipalities in Canada that encourage sustainable resource use. 

Peaksaver Programs - Reduce the demands on electricity system by reducing use of energy at peak 

periods 

Green Development Standards – Developing a standard that 

contains performance targets and guidelines that relate to site and building design to promote 

better environmental sustainability of development. 

• Standards from private rating systems such as Leadership in Energy and Environmental 

Design (LEED) and Green Globes; 

• Site orientation (south facing, use of trees for shade/wind breaks), technology readiness 

standards (so solar can be installed after construction); 

• Offering Development Charge Discounts for new industrial and commercial development 

which incorporates green technologies or LEED certification 

LEED Certified Development - Adopting LEED certification in policies, programming and operations 

Water Conservation Program - A rebate incentive program for residents to replace old water 

guzzling toilets and shower heads with new water efficient fixtures. 

Watering Bans - Municipal watering bans or set restrictions to reduce water use 

Green Cleaning – Commitment to use ‘green’ cleaning products in all Town facilities. 

Green Technologies Utilized in Some Municipalities: 

• Solar photovoltaic systems–"parallel generated electricity" 

• Active solar hot water systems - By absorbing the sun's radiant energy and converting it into 

heat energy 

• Transpired solar collectors – Use of solar energy to preheat ventilation air and dramatically 

reduce energy use and expenditures. 

• Pervious pavement - Permeable pavement can be used instead of standard asphalt and 

concrete for surfacing sidewalks, driveways, parking areas, and many types of road surfaces. 

Purchasing Green Power – Purchasing up to 20 per cent of electricity for municipal operations from 

“green” power. 

A-6


“Encouraging self-reliance, entrepreneurial activity, sustainable industries and the 

generation of wealth” 




Ensure efficient means for directing tax dollars into infrastructure projects and municipal visioning 

• Explore development incentives for harbourlands and waterfront (small scale commercial outlets, 

boutiques and restaurants) 

• Service industry provides lower wages and less security than other employment options 

• Need for affordable housing 

• Need a strong economy structured around commercial, retail, manufacturing and year-round 

tourism 

• Residents of all ages would have the capacity to find or create work opportunities and incomes to 

support sustainable lifestyles. 



New Industrial/Business Plan – Being developed as part of the commercial policy 

review to attract and retain new businesses 

Chamber of Commerce – Actively engaging local business partners and attracting 

new business to the Region 

TRACKS and Store 54 – Youth Employment agency for youth seeking employment 

and related services. A program offering small business start up assistance with 

free retail space 

Active Council Members - Councils Advocacy Role for Association for 

Municipalities of Ontario (AMO) and Federation of Canadian Municipalities to 

support and enhance a strong and effective municipal government. 

Remediation of the Collingwood Harbour – Conversion from a shipbuilding 

community to a waterfront residential community including protection of the 

Nottawasaga Bay and improved public access to the water 

Active Boards and Committees providing advice to Town Council: 

• Affordable Housing Task Force 

• Physician Retention and Attraction 

Committee 

• Economic Stability & Development Services 

Board; Nottawasaga Municipal Service 

Board 

• BIA Board of Management 

A-7


This section presents a brief summary of initiatives being implemented in other 

small urban municipalities in Canada that have encourage sustainable economic 

development. 

Commercialization - Encouraging the development of local economy, to reduce the 

need for residents to drive. This involves elements such as: 

• Zoning land for commercial or industrial uses; 

• Encouraging home based businesses; 

• Zoning for 'live-work' units (light industrial/commercial/limited retail, plus live 

above). 

Affordable Housing Initiatives – Measures that would ensure housing options for all 

residents. Elements of the affordable housing could include: 

• Secondary suites, granny suites, garage conversions, 

live-above garages. 

• Setting aside units for government affordable 

housing programs, or non-profit housing groups such 

as Habitat for Humanity. 

• Co-housing 

• Paying a Development Cost Charge to finance 

construction of affordable units elsewhere, or a 20% 

set-aside policy 

• Blending the affordable units in with the community as a whole. 

Sustainable Community-based Economic Development – A process by which the 

development of the community is pursued by the community itself (meaningful 

consultations with community stakeholders) by promoting economic development that 

provides opportunities for people of different incomes and skills, promoting a better 

quality of life, and protecting the environment. 

Examples of sustainable community economic development include: 

• Planning and development of affordable housing; 

• Creation of downtown development authorities to fund core area 

revitalization; and 

• Creation of eco-industrial parks, where industries are linked by integrating 

byproducts as inputs 

Development Charges - Municipalities can waive development charges to facilitate 

specific forms of development, such as core area revitalization or discounts on 

Development Charges for Green Development Initiatives. 

Small Grant Programs – Small grant programs to support sustainable businesses are 

available through government initiatives. 

A-8

Enhancing Our Cultural, Heritage and 

Recreational Opportunities 

“Working with the existing partners to ensure a strong and sustainable cultural 

dimension for the Town of Collingwood” 


Throughout the consultation process this is what others in the Nottawasaga Region 

have identified as being important to them. 

• Promote and support a healthy and active population 

• A community that embraces a balance between work and play 

• Unique destination for year round tourists 

• Many diverse recreational opportunities and natural environment 

• Extensive network of multi-use trails 

• Many accessible and well-maintained recreational fields and facilities 



Art and Culture Committee – Town Council committee providing advice and guidance 

to Council and the Town of Collingwood. 

Re-design of Collingwood Library – Offers services for residents, local gallery for artists 

and promotes cultural programs, workshop space, policies and initiatives 

Collingwood and District Historical Society – Provides information 

and a forum on the history of the region 

Collingwood Museum – Regional history, marine heritage, 

archives, programs and research facilities 

Theatre Collingwood – Offering musical and theatrical productions and vital to the 

cultural aspect for Collingwood 

Hosting Heritage and Cultural Events – Elvis and Music Festivals, Farmers Market 

Heritage Grant Program – Offering grants to heritage property owners 

Leisure Services Master Plan – Developed that included lifestyle and social trends 

influencing leisure participation, sport and recreation activity. Sets a clear 

direction for the activities required by the Town. 

ENVIROPARK - Situated in Sunset Point Park, this unique network of play structures was 

designed to instill in children an understanding of how everyday life has a direct impact 

on the environment 

A-9


This section presents a brief summary of green initiatives being implemented in 

other small urban municipalities in Canada. 

Designing a Walkable Community - Careful design is key to an active community. 

Communities designed for active living connect people with their environment and with 

each other, making them want to be active and involved, including: 

• Stores, parks, playgrounds, recreation centres, schools, churches, 

and libraries are located near where people live. 

• Safe, well lit sidewalks and good public transportation help people 

reach the places they need to go. 

• Street crossings are designed with safety in mind. 

• Networks of trails encourage people to walk or cycle for both 

business and pleasure, a safe distance from traffic. 

• Streets and walkways are pleasing to stroll along, with activities 

along the way and interesting places to go 

How walkable is your neighbourhood? http://www.walkscore.com. 

Recreation, Parks and Culture Master Plan – Development of a master plan to ensure 

sustainability of recreation, parks and culture within the municipality 

Natural Play Spaces – The New-Style Playgrounds - Natural play 

spaces use a blend of natural areas, water and local plants to interest 

children in learning about the wonders and secrets of the natural 

world. Swings and slides may still be there, but Natural play spaces 

also allow children to be active and creative. 

Community Gardens - Community gardens are on land that belongs to 

the community, or a church, municipality or school. Offering 

residents the option to tend to their own plots or share the work and 

the harvest by having a joint garden. People work in community gardens for a variety of 

reasons. 

Multi-Use Recreational Facilities (MURF) – Growing in popularity is the 

development of multi-use recreational facilities, providing recreation and 

sports opportunities for residents, often including meeting rooms, walking 

tracks, pool, gymnasiums, seating and viewing, seniors centre, day care 

facilities and much more. 

A-10

Reinforcing the Importance of our 

Community’s Social Framework 

“Building a sustainable community where residents want to live, work and play 

and having the services and supports to make this a reality” 


Throughout the consultation process this is what others in the Nottawasaga Region 

have identified as being important to them. 

• A community that embraces a balance between work and play 

• Unique destination for year round tourists 

• Many diverse recreational opportunities and natural environment 

• Many community groups and organizations 

• Active and engaged volunteers 



E3 Community Services - service to support both adults and children in getting full 

value as participating citizens in the community through programs and services meeting 

the needs of the residents (i.e. re-use centre, day-care centre) 

Habitat for Humanity – Mobilizing volunteers and community partners in building 

affordable housing and promoting homeownership 

The Georgian Good Food Box – An initiative of a number of community nonprofit 

agencies desiring to promote good nutrition offering food packages to anyone in the 

community. 

Big Brothers Big Sisters of the Georgian Triangle - Provides mentoring relationships to 

children in the community 

211 South Georgian Bay - Dial 211 for free and confidential information about 

community, social, health and government services. 

United Way South Georgian Bay – A large funder of health and social services programs 

in the South Georgian Bay area 

Georgian Triangle Tourist Association - Promotes and markets tourism 

services in the Georgian Triangle area. It provides information to the 

travelling public and the Georgian Triangle tourist industry, as well as 

offering a broad range of tourism development programs 

Order Of Collingwood Recipients – An award presented to a 

Collingwood resident who has demonstrated superior community skills 

and contributed to the community well-being. 

A-11


This section presents a brief summary of initiatives being implemented in 

other small urban municipalities in Canada. 

Recognition of Volunteer and Citizen Achievements - Awards, 

appreciation days or scheduled events in recognition for time and 

commitment provided by local volunteers and residents of the 

community. 

heritage. 

Environmentalist of the Year Award – An award that encourages 

environmental stewardship across the community and provides 

recognition for outstanding community efforts; given to an individual that 

has made a significant effort to protect, enhance or restore the natural 

Green Awards - Environmental awards of excellence to honour and celebrate the 

individuals, organizations and companies leading the way to a cleaner, greener and more 

liveable community; recognize and reward creative work that communicates the 

importance of Corporate Social Responsibility, sustainable development and ethical best 

practice in any sector and across any marketing discipline 

'Eat Local' Initiatives – Development of a directory or local producers or 

encouraging and organizing initiatives (workshops, social gatherings) to 

promote a sustainable food system in the community. 

Green Drinks - An open-format, no-agenda monthly event for those 

interested in the environment and their community to get together to meet 

with friends or meet new people or learn something new. 

Social Development Plan and Social Planning Team - Planning for 

seniors housing, facilitating public involvement, providing funding to 

community based organizations and ensuring adequate park space are 

examples of social development activities delivered by local 

government. The plan builds upon the current contributions and 

provides for long term planning to address quality of life issues for 

the community. 

Health and Safety Committees - Residents, industry representatives 

and Town Council and Staff members meeting to discuss emergency 

preparedness and safety issues around the community. 

Community Link – Providing volunteer, housing, transportation and 

information services through an informative database of resources that 

link residents of the community with the services or resources required. 

www.communitylink.ca 

Reducing the Use of Plastic Bags – There are many initiatives to reduce 

the use of plastic bags. These initiatives have included banning the use of 

traditional plastic grocery bags and encouraging the use of reusable bags. 

A-12

APPENDIX B: COUNCIL’S SUSTAINABILITY 

PRINCIPLES

B-1

B-2

B-3

APPENDIX C: PROCESS TO DEVELOP THE 

SUSTAINABLE COMMUNITY PLAN

Appendix C: Process to Develop 

the Sustainable Community Plan 


In an effort to ensure that the Town of Collingwood meets the needs of the present without 

compromising the ability of future generations to meet their own needs, Council formed the 

Sustainability Committee in 2005, with the mission statement: 

“To preserve and enhance our unique quality of life in a changing global 

environment through innovative and responsive government” 

Council initiated the process to strike the Sustainability Committee and to develop a SCP to bring 

together previous and ongoing work, and propose a cohesive framework for sustainable decisionmaking. 

The Sustainability Committee has been the driving force behind the development of the 

SCP. 

In 2006, Envision Sustainability Tools was retained as consultant to help the Town develop a 

scenario-building, education and public engagement tool called NottawasagaQuest. In addition, 

in 2007, DPRA was retained by the Town of Collingwood to work with the staff and the 

Sustainability Committee to consult with residents and stakeholders and develop a SCP that 

articulates the Town’s preferred sustainable future and defines a framework to begin moving 

towards it. 

By way of summary, the process to develop the SCP has included: 

• Development of NottawasagaQuest 

• Background Document Review 

• Stakeholder Interviews 

• NottawasagaQuest Workshops 

• Communication Program 

• Action Planning Workshops 

• Synthesis of Results 

The consultation activities included discussions around key issues and trends affecting a 

Sustainable Collingwood and the benefits and trade-offs of growth and development options and 

their impact on the region over time. The key themes that emerged from the consultation 

activities influenced the development of the goals and actions for the plan (Appendix D). 

Development of NottawasagaQuest 

Envision Sustainability Tools was retained as consultant to help the Town develop a scenariobuilding 

and education tool called MetroQuest. Much work and effort was put into the 

customization of MetroQuest by staff, consultants and partners in other communities to ensure 

that it met the needs of the Committee and the Sustainable Community Plan process. In late 

2007, staff and consultants at Envision Sustainability Tools launched a customized version of 

MetroQuest called NottawasagaQuest as a tool to help residents and stakeholders visualize 

changes in land use patterns over a forty year time horizon based on a series of present-day 

choices. 

C-1

As part of the education process, staff, consultants and Council were taught about the 

functionality of the tool, including attendance at an intensive two-day training course in Fall 

2007. 

Background Document Review 

The project team has received numerous documents, reports, articles and plans from the Town of 

Collingwood and the Sustainability Committee. These have been reviewed to understand the 

current and historical context of Town’s programs, initiatives and policies. Documents reviewed 

include: 

• Town of Collingwood Leisure Services Master Plan – Environmental Scan Report 

• Town of Collingwood Leisure Services Master Plan – Needs Assessment Report 

• Blueprint Collingwood: A People’s Vision for the Town of Tomorrow 

• Directions Report – Developing a Growth Management Strategy for Simcoe County Area. 

Working Document for Review by the Growth Management Steering Committee 

• A Focused Investment Strategy for the Town of Collingwood 2006/2010 

• Ten Year Financial Plan 

• Intergovernmental Action Plan (IGAP) 

• Places to Grow 

Town Staff and Stakeholder Interviews 

To better understand the attitudes and interests of Town staff and stakeholders, DPRA conducted 

interviews with Mayor and Council, Sustainability Committee members, staff members and other 

stakeholders. The interviews were conducted in early to mid-September, 2007. Some of the 

interviews were conducted with small groups of individuals with similar interests or roles. 

Seventeen interviews were conducted; a complete list of interviewees is included in Appendix D. 

NottawasagaQuest Workshops 

During the fall of 2007 and early 2008, a number of 

interactive workshops using NottawasagaQuest were held with 

residents, staff, Council, partners and students. 

NottawasagaQuest Workshop, 

Stayner Collegiate, December 2007 

The intent of these workshops was to use NottawasagaQuest 

to illustrate how choices we make in the region now will 

impact future land use. The workshops included discussions 

around nine key questions with proposed options that the 

Town may consider for the development of a sustainable 

community. The participants were asked to discuss tradeoffs 

and benefits of each option and then as a group decide on the 

preferred option. 

The feedback to the workshops was, overall, quite positive. Journalists and a film crew from 

CBC’s The National were present at a workshop on December 11 th at Pretty River Academy to see 

what all of the buzz was about. 

A listing of the NottawasagaQuest workshops is included on the following page: 

C-2


Date Location Attendees and Participant Estimates 

Wednesday, November 14 th , 2007 


Staff Workshop #1 

(25) 

Thursday, November 15 th , 2007 

Tuesday, November 27 th , 2007 

Tuesday, December 11 th , 2007 

Tuesday, December 11 th , 2007 

Thursday, January 17 th, 2008 


Pretty River Academy 

Stayner Collegiate 

Pretty River Academy 

Collingwood Collegiate 

Public Workshop #1 

(15) 

Students of Pretty River Academy 

(50) 

Students of Stayner Collegiate 

Institute 

(80) 

Public Workshop #2 

(15) 

Students of Collingwood Collegiate 

Institute 

(50) 

Thursday, January 17 th, 2008 

Town of Wasaga Beach 

Staff, Council and Committee 

Members 

(20) 

The consultation activities included discussions around key issues and trends affecting a 

Sustainable Collingwood and the benefits and trade-offs of growth and development options and 

their impact on the region over time. At the NottawasagaQuest workshops, participants discussed 

their preferences related to questions about: 

• Housing Density 

• Housing Location 

• Job Density 

• Job Location 

• Agricultural Land 

• Roads verses Transit 

• Transportation Policy 

• Energy and Air Quality 

• Water and Waste 

During the interviews and workshops, staff, residents and stakeholders identified many issues, 

challenges and opportunities related to sustainability that are facing the Nottawasaga Region and 

the Town of Collingwood, in particular. Participants at the workshops were provided the 

opportunity, through the use of NottawasagaQuest, to evaluate the impact of certain 

development choices and their impact over 40 years on the region’s sustainability. A result of the 

NottwasagaQuest workshops was the development of a preferred scenario for the Region (Section 

2.1). A summary of the results from all of the NottawasagaQuest workshops is included in 

Appendix E. 

Consultation and Communication 

An interactive and informative website was developed and launched at 

www.NottawasagaEpic.com. The website includes background to the project, introduction of 

NottawasagaQuest and provides an opportunity to complete an on-line survey. 

C-3

On-line, there is a modified version of the NottawasagaQuest software for public engagement. As 

well, the on-line survey allows participants to look at trade-offs and choices for community 

sustainability. 

All of the public workshops have been advertised in local papers and invitations to stakeholders 

were distributed by the Town of Collingwood. 

Regular updates to staff on the process and a series of newspaper advertisements with 

www.NottawasagaEpic.com prominently displayed were also part of the process. Copies of the 

ads are included in Appendix G. 

The Sustainability Committee has sent regular updates to staff and stakeholders to keep them 

posted on event dates and opportunities for engagement. They have been encouraged through 

the process to attend workshops, visit the website and complete the on-line survey. 

Action Planning Workshops 

Through a set of action planning workshops, key ideas were discussed and participants provided 

comments and suggestions on actions that could be made in the Nottawasaga Region to move 

towards sustainability (and achieving the preferred scenario) around the following key themes: 

• Reducing our Urban Footprint (Land Use) 

• Improving How We Get Around 

• Minimizing Resource Use (Energy, Water and Waste) 

• Strengthening Our Economy 

• Enhancing our Arts, Cultural, Heritage and Recreation Opportunities 

• Reinforcing the Importance of our Community’s Social Framework 

A listing of the action planning workshops: 


Date Location Attendees and Participant Estimates 

Wednesday, February 12 th , 2008 

Tuesday, April 22 nd , 2008 

Tuesday, April 22 nd , 2008 

Wednesday, May 7th, 2008 

Wednesday, May 7th, 2008 

Friday, May 16th, 2008 







Blue Mountain Watershed Trust 

(15) 

Staff 

(8) 

Council 

(8) 

Committee Members 

(10) 

Public 

(13) 


(5) 

Synthesis of Results 

To develop the draft SCP, the consulting team consolidated all of the input from the process and 

circulated it for review. The draft SCP will be reviewed by: 

• Sustainability Committee 

• Staff 

• Council 

• Interviewees and workshop attendees 

• Public-at-large 

C-4

APPENDIX D: LIST OF INTERVIEWEES

Appendix D: List of Interviewees 

Mayor and Council 

• Mayor Chris Carrier 

• Councillor Dave Labelle 

• Councillor Ian Chadwick 

• Councillor Kathy Jeffery 

• Councillor Mike Edwards 

• Councillor Norm Sandberg 

• Councillor Sonny Foley 

Town of Collingwood Staff 

• Catherine Durrant 

• Ed Houghton 

• Gord Norris 

• Kandas Bondarchuk 

• Kerri Robinson 

• Larry Irwin 

• Marcus Firman 

• Marjory Leonard 

• Nancy Farrer 

• Nathan Wukash 

• Peter Dunbar 

Sustainability Committee Members 

• John Brooks 

• Lindsay Ayers 

• Michele Rich 

• Murray Kierans 

Community-Based Representatives 

(Economic, Social, Environmental and Cultural Representatives) 

• Barb Weider 

• Catherine Campbell 

• Chuck Gardiner 

• Colin Travis 

• Dr. Don Paul 

• Ericka Haney 

• Jeff Shearer 

• John Pretty 

• Jory Pitchard Kerr 

• Ken Ferguson, Mayor of Clearview 

• Linda Davis 

• Marg Scheben-Edy 

• Tara Parsons 

• Terry Dunlop 

• Tilley MacDonald 

• Tina Holroyd 

Collingwood Utilities Service Board 

• Dean Muncaster 

• Doug Garbutt 

• Joan Pajunen 

• R.B. Waind 

D-1

APPENDIX E: NOTTAWASAGAQUEST 

WORKSHOP RESULTS

Staff and Council – November 14, 2007 

Public Workshop – November 15, 2007 

E-1

Pretty River Academy Students – November 27, 2007 

Stayner Collegiate Students – December 11, 2007 

E-2

Public Workshop – December 11, 2007 

Collingwood Collegiate Students – January 17th, 2008 

E-3

Town of Wasaga Beach – January 17th, 2008 

E-4

APPENDIX F: SUMMARY OF ACTION 

PLANNING WORKSHOPS

What Does Sustainability Mean to You? 

BMWT Staff Council Committees Public Sustainability 

Committee 

• Demand for • Positive Partnerships • Quality of life 

• Jobs for people • Planning for 

• Walkability – 

healthcare • Rail network from • Partnerships/shared • Limit on 

neighbourhoods (holistic, active residents 

• No more loss of Collingwood to Barrie services and revenue untrammelled sense of community, • Smart 

natural areas • Small business 

sharing 

sprawl 

village squares in 

Government – 

• Less traffic, urban enterprise 

• Mixed community – • Adequate tax 

Europe) 

decision 

sprawl 

• Broader consumer housing stock 

base 

• A “joined” community – making, 

• Recreational 

spending options (i.e. • Affordable/accessibility 

• Public services able to get around 

economics/finan 

playgrounds and Costco) 

of housing – scale 

that support the without a car, able to 

cial, Leading by 

opportunities 

community 

stay in 

example, 

• Good employment • Mixed community for 

• Adequate and Collingwood/togethernes sustainable 

• Tourism 

opportunities 

all ages/incomes 

excellent 

s, care for neighbours 

planning rules 

• Higher density • Controlled growth (youth, seniors) 

education • Paradigm shift around • Active involved 

housing 

• Opportunity to interact • Sustainable population 

• Solid 

value of natural 

community – 

• Less focus on with 

levels 


resources, behavioural both physically 

development 

nature/recreation/touri • Access to healthcare • Solid arts, 

change, protection of 

and mentally 

• Reclaim shoreline sm 

• Arts and Culture 

culture, heritage natural 

• Accessibility – 

• Slower growth • Walkability 

• Neighbourhood feel 

policies and 

features/wetlands/parks/ housing, 

• More 

• Multicultural – • Airport/railway 

funds 

water 

transportation – 

farmland/less building on this • Access to linked • Expanded • Emphasis on youth 

getting to jobs 

subdivisions 

strength 

greenspace (town 

railway link • Use RAP as focus – • Shared 

• More housing • Concerns over water owned) 

• Blended 

rebuild hope 

prosperity – 

options 

levels – harbour plans • Economic development community; • Start with small issues across the 

• Walking options in place 

– diversified and 

Affordable • Clean power 

community 

• Need for 

• Health care to sustain supportive of small 

housing 

• Business with real jobs, • Inclusive – 

complete 

population base 

business – and 

• Cohesive 

self sufficiency 

youth and child 

community • Accessibility (aging adaptive 

community with • Local foods 

friendly, seniors, 

• Balance 

population) 

a vision and • Health and well being of • Safe 

• Post secondary 

goals 

people 

• Creative, arts 

• Local employment • Growth Management education facility for 

Plan (population 

training, post-medical 

• Sense of • Keeping 

and Culture 

• Surrounded by 

allocations, 

studies 

identity 

recreation/connected • Connected 

nature 

intensification) 

• Walkable with trails 

Collingwood – 

• Diversified 

trails 

• Active partnerships with Transportation, 

• Education 

economy 

levels/provincial 

• Protected 

municipalities 

getting to jobs 

• Better 

average 

wetlands 

(knowledge sharing, 

and services, 

transportation 

• Vibrant 

action on political level, people 

• Affordable housing – 

opportunities 

downtown core leadership, good 

connected to 

what does that mean? 

• Developed 

governance) 

services 

Is demand there? 

• Local 

F-1

What Does Sustainability Mean to You? 

BMWT Staff Council Committees Public Sustainability 

Committee 

concept of a 

supportive 

community 

employment – 

balanced levels, 

variety of 

• Regional 

understanding 

options, 

diversified 

of a common 

• Clean air 

philosophy 

• Waterfront 

• Expanded 

recreational 

• Vibrant 

downtown 

opportunities 

• Greenscape, 

• Greater fiscal 

landscape 

responsibility 

• Energy 

• Expanded 

efficiency 

health care 

(hospital and 

• Affordable 

housing 

social services) 

• Local 

• Successful 

farmers 

businesses, 

unique 

• Strong 

protection for 

geographic built 

heritage and 

natural 

resources 

• Promotion of 

healthy 

residents 

• Opportunities 

for continuing 

education and 

life-long learning 

• New perception 

of transportation 

– goods and 

people 

• Youth focused 

activities 

F-2

Reducing our Urban Footprint (Land Use) 

What are Some Actions you would like to see made in the Nottawasaga region to move towards sustainability? 

(priorities are identified with an (*) asterisk) 

BMWT Staff Council Committee 

Members 

Public 


Committee 

*Controlling population • Minimum density Pedestrian-first * more complete *Inventory of what we *Develop strategies for 

growth 

targets 

planning 

communities (shopping, have (natural resources) all themes (economic, 

*Preserving natural • Encouraged mixed Downtown Pedestrian homes, education, • Develop protection transportation, energy, 

areas 

density 

Mall (between 2 nd and work, play, culture) 

plans – implement air, etc) 

*Residential / 

3 

• ) 

Industrial land 

• Limit future low • Denser retail * Performance Review – 

commercial mix on 

Mix of housing stock 

development (higher 

density 

development, for 

sustainable 

transportation corridors 

Public Space/outdoor 

percentage of 

development 

minimize strip community planning, 

• Planting more trees 

area 

landuse) 

through minimum malls and big box training staff and council 

• Intensifying 

• 

• Neighbourhood 

density 

• Review Official * Vision for sustainability 

More connected 

accommodation 

parks – linkages and requirements and Plan with natural – core principles to follow 

greenspace 

• No enhancement in 

accessibility and 

Official Plan 

features of 

• Process for setting 

• Trees –preservation 

natural areas 

connectivity 

• Mandate affordable Collingwood 

priorities 

of trees (i.e. private 

• Mixed use 

• Shorter street 

housing and/or 

Neighbours 

• Minimum residential 

tree bylaw) – 

blocks/walkable 

provide “carrots” to 

requirements 

• Reduce lot sizes recognition of trees 

small town feel 

developed e.g. 

• Infrastructure 

• Permeable surfaces on public and private 

• Natural trails 

lands) 

• Long-term regional 

reduced fees 

planning for higher 

planning for 

• Make engineering 

density 

• Intensify commercial • Protect trails – from 

specialty healthcare provisions 

• Protection of 

areas 

motorized vehicle 

and education 

compatible 

greenspace 

use 

• Transit opportunities 

• Amenities close to 

• Provide awareness 

• Live/work/shop learn 

where people live 

and answers to new 

in the same 

development – 

• Sustainable retail 

community/area 

Why? To 

space (sq. ft/person) 

• Reduce road 

understand 

• Pilot Sustainable 

allowance width 

consequences 

building standards 

(education) 

• More ‘rural’ elements 

(Energy Star, LEED) 

• Official Plan review 

to development 

– offer incentives – 

– allow for 

• Reduce urban 

linked to decreased 

severances to 

lighting 

prices and 

properties 

• Development in 

affordability) 

• Considerations for 

brownfields 

• Long term planning 

climatic situations 

• Infill development 

for parkland/open 

(walking, travelling 

space 

by foot and bike) 

• Planning structure 

F-3

Reducing our Urban Footprint (Land Use) 




Members 

Public 


Committee 

• Focus on more 

sustainable 

recreational activities 

(less golf courses, 

more compact uses) 

• Promote walking 

trails 

• Accessible 

waterfront 

• Increased parkland 

requirements 

• Intensification 

• Change attitudes 

• Encourage 

commercial 

activity/options 

• Mechanisms such as 

land transfer tax, 

private ownership, 

public space/outdoor 

area 

• Sustainable rules and 

guidelines for 

planning 

• Checklist for following 

sustainable planning 

and development 

• Make it socially 

unacceptable – 

increase positive 

attitudes 

• Design characteristics 

– overall design 

Complete streets 

F-4

Improving How We Get Around (Transportation and Transit) 



BMWT Staff Council Committee Members Public Sustainability 

Committee 

*Provide services 

where needed 

(walkable community) 

• Highway by-pass 

• Schedule at each 

bus stop locations, 

available at high 

schools 

• Bus passes for 

students and large 

employers 

• Include transit in 

planning process for 

other residential 

centres 

• Expand transit 

system: 

o Get municipalities 

involv 

ed 

o Perform survey 

o Eliminate belief 

“loosercruise” 

o Publicize route 

And locations of 

bus stops 

o public pressure 

*Railway – good/people 


• Safety and 

accessibility for bike 

– active 

transportation plan – 

bike lanes, bike lock 

ups 

• Bringing services 

closer to people 

• Regional transit – 

getting people in and 

out 

• Collingwood Airport 

(partnership 

collaboration) 

• Trails – regional 

networks 

• Road network – 

travelling through 

Collingwood 

• Improved Regional 

Partnerships 

• Marketing campaign 

(i.e. Bike racks on 

bus) 

• Airport – upgrade, 

expansion, opening 

up air as a travel 

option 

• Train – investments 

in the infrastructure, 

partnered to 

purchase the rail line 

not it should be 

utilized, more people 

and products 

• Bus passes (kids 

ride free promotion), 

transit week to 

encourage use of 

transit 

• Traffic Calming 

(speed bumps, 

round-abouts) to 

slow traffic down 

• Get people here 

without cars 

• Development 

Standards 

• Alternative fuels – as 

fleet is upgraded 

F-5 

*Walkability infrastructure – 

lighting, road surface, 

sidewalks 

* Be a biking community, 

connected trails, systems 

that work, Bike – lanes, 

bike borrowing 

*Downtown use – create a 

model that works - parking, 

biking, walking, limited car 

use 

• Seasonal 

options/flexibility of use 

– and for local events 

• Regional transit to get 

around and out of 


• Upgrade roads 

• Collingwood by-pass 

• Improve traffic flow to 

the mountain 

• Regional road plan – 

municipal partnerships 

• Trails – dual purpose – 

corridors of transport 

• Electric Cycles – 

permitted areas 

• Marketing and 

education – on trail 

use, transit, for new 

Regional 

Transportation Option – 

bus across and through 

the region – flexible 

*Accessibility around 

the region – facilities, 

roads, loading pads for 

buses 

*Healthy People 

through active 


*Bikable Town – lanes, 

parking, lock-ups, 

pedestrian friendly 

downtown 

• Alternative fuel 

options (i.e biofuel) 

• Explore efficiency 

of cars (tax 

structure, gas 

options, be more 

aware of lifestyles 

and impacts 

• Accessible 

transport options 

– volunteer 

drivers 

• Car pooling board 

• Bike sharing 

• Bike Sharing 

• Planning for 

downtown – parking 

options not required, 

encourage biking, 

walking, transit 

• Hwy 26 – commuter 

parking 

• Greater parking for 

alternatives (bike 

racks) 

• Designated lanes for 

walking, biking 

• Passenger rail – go 

train – 

• Don’t by-pass 

Collingwood, bring 

people through 


• Regional transit 

• Airport – develop a 

Port of Entry 

(Customs regulated 

Depot) – increase 

businesses to the 

area, getting to 

region safely) 

• Youth friendly – 

getting around 

safely and 

conveniently 

(student passes,

Improving How We Get Around (Transportation and Transit) 



BMWT Staff Council Committee Members Public Sustainability 

Committee 

• Natural gas, hydro 

cell – alternative 

options, investment 

and research 

• Moving traffic 

through Collingwood 

and Moving traffic 

around Collingwood 

residents, communal 

bikes 

• encouraging use of 

transit – not school 

buses) 

• Educate people eon 

impacts from driving 

• Continue to 

advocate through 

AMO, FCM – getting 

engaged, not 

operating as a silo 

• Transit for all – 

accessibly, 

educating on use of 

transit 

• Getting people 

around and through 

town 

F-6





Public 


Members 

Committee 

*Alternative • Promote businesses energy – • Education youth, Active transportation *Develop an energy *Pay full price for what • Strategy on energy 

encourage that use recycled /move industrial users (through bike lanes, strategy 

we use for businesses and water 

towards products – alternative all 

(water and waste) sidewalks. Attractive *Develop water and and individuals 

• Municipal buildings – 

energy lifecycle options - solar • Awareness of routes, safety, waste strategies 

• Develop an energy waste, water, energy 

panels • Examine on south bans for facing programs 

connectivity between • Explore methods strategy 

audits, retro-fitting 

roofs ‘useless’ activities, 

municipalities to move 

• Prohibiting drive-thru 

for discouraging • Water needs to • Waste – working 

*Target clothes 0% lines, lawn landfill 

people out of cars) 

banks and 

bottled water from stay in watershed with the County, 

impact watering 

restaurants 

• Round-abouts, urban aquifers 

• Implement source composting available 

• Setting Better insulation targets to of 

design standards • Explore new 

water 

free in TBM- should 

• Limiting plastic bags 

reduce residential/commerci 

energy and 

water use – 

• 

• ‘Dark Sky’ approach initiatives for new management plan be in Collingwood as 

Encourage/educate 

al industrial 

individuals, 

on why we are doing • Use water as a 

development e.g. (MOE to fund) 

well. 

business, town 

it 

revenue generator (with 

district energy 

• Alternative building 

• Procurement • Procurement policies 

conservation) 

• Infrastructure 

techniques 

policies, reduce 

– for waste in 

Give incentives – • Cost efficiency (LED 

replacement 

respond to positive 

Lights) 

• Grey water 

toxic products, 

buildings, also 

• Assist in advocating 

• Consider 

buildings, non 

suppliers to the 

for regional 

• Be careful about • Wind generation (top • Alternative energy – 

incineration 

escarpment 

Town 

packaging 

business case 

of elevator, other e.g. wind 

(biomass) 

aggregates. • Packaging of the 

• Increased use of 

around this cost of 

options?) 

• Continued upgrade of 

• Consider 

Favour companies products – FCM 

alternative energy 

services (water) 

distribution 

increasing 

that are 

Strategy 

(solar, wind, 

• Stormwater 

• Natural gas 

composting 

environmentally • Design standards – 

geothermal) 

management ponds – 

distribution centre 

• Explore other 

responsible 

higher standards for 

• Decreased use of 

use of ponds 

and bio-diesel 

waste 

• Increase amount municipal design (ie. 

carbon based 

• Green Roof – sewage 

• Stop water from 

management 

of recycling 

Gold not anything 

energy sources 

treatment plant 

leaving our 

technologies • Legislate reduction less) 

watershed (bottled 

• Agriculture – 

of waste 

• Pesticide By-law – 

water) 

protection of the land or 

• Take leadership in more superior than 

use of the land for 

reducing toxics 

provincial proposed 

• Partnerships 

further development 

and carcinogens legislation 

• Clean filtered grey 

• Environmental 

• Ban plastic bags 

water 

features – tap into the 

• Set specific targets 

• Tougher recycling 

available resources 

guidelines 

• True use of recycled 

products 

F-7





Members 

Public 


Committee 

*Expand system (buses) • Transportation route Tax incentives for *Attract high paying *Establishing a postsecondary 

institution 

to TBN/WB 

(improved road downtown development employment to 

*Encourage education network) 

Theatre, arts and Collingwood (IT, *Alternative forms of 

facility 

• Diversified economy culture, conference serviced based) 

transportation – in and 

*Infill current industrial (manufacturing, 

*Keep downtown vibrant out of Collingwood 

lands with soft industry services) 

(incentives, populate (railway), strengthening 

• Provide service 

transportation linkages 

• Raising level of 

industries (property 

to rest of Ontario, 

education (increase 

maintenance, 

people want to be 

labour force) 

cleaning, small jobs) 

connected and goods 

• Partnership with 

• Employ retirees – 

need to be transported 

employees/employer 

knowledge base 

• Think of how to 

s (attract and retain) 

users 

establish links with 

• Programs and 

• Keep retired people 

the global 

services for youth 

in the county verses 

economy 

employment, 

driving to Toronto 

• Sustain a vibrant 

education and 

downtown 

• Hi-speed internet training. 

• Space for 

everywhere 

community events 

(affordable) 

and attractive to 

youth 

centre 

• Replacement and 

retention of industry 

– many leaving 

because of 

inefficiencies in 

global market 

• Sustainable retail 

• Waterfront 

development 

• In-law suites – more 

options and 


considerations (do 

we have the 

infrastructure for 

increased 

population?) 

• Empty spaces – fill 

them up! – business 

and residents 

• Workforce 

• More walkable 

F-8 

downtown) 

• Need for regional 

cooperation on 

economic/social/cu 

lture issues 

• Develop 

community based 

celebrations 

• Develop an 

educational 

institution to focus 

on specific areas 

(Georgian College, 

Lakehead in Orillia) 

• Continue to 

promote tourism 

and 

recreational/enhan 

ce value of 

seasonal/recreatio 

nal jobs 

• Promotion and 

attraction of green 

businesses 

• University in the 

area 

• Having local 

residents support 

local business (low 

carbon footprint) – 

within 100 km 

• Recognizing arts 

and culture as an 

economic generator 

• Affordable housing 

• Increase tax base 

commercially 

• V ibrant waterfront – 

fate of the terminals 

• P2 (public/provate) 

partnerships for the 

terminals – 

protecting the 

heritage 

• Safety and vibrance 

of the downtown 

core – continue to 

improve, bakery,





Members 

Public 


Committee 

• Fibre – optic “Get 

Linked” – for free 

• Improve 


longer hours, more 

vibrant at night, 

• Regional 

options (i.e. bypass) 

night – walking with 

pedestrian mall at 

Employment Centre 

– grow, maintain and • Promote local food 

shops and services, 

be recognized 

and farmers’ 

patios, culture 

• Good wages / 

market and/or 

(parking and driving 

standard of living 

farmers 

during the 

cooperative 

day/walking 

• Strategic 

• Coordination 

pedestrian mall at 

investments 

between 

night) 

• Getting and keeping 

BIA/Chamber of 

• Sources of revenue 

the workforce here 

commerce/town – 

for the municipality – 

• Post-secondary, 

common 

not increasing taxes 

training, research 

leadership 

• Ensure affordable 

housing options for 

elderly and young 

families – changing 

requirements for 

nanny flats 

F-9

Enhancing Our Arts, Cultural, Heritage and Recreational Opportunities 




Members 

Public 


Committee 

*Complete accessibility 

* Facilities required to 

to recreation for all 

make these available 

income brackets (and 

(Arts Centre and/or 

age groups) 

• Limit golf courses 

recreation facility) 

* Develop a policy for 

(expensive use of 

arts, culture and 

large tracks of land) 

heritage – to make 

• Look at 

things happen – more 

environmental 

robust department 

impacts of our 

choices 

• No user fees for 

public facilities 

(museum, libraries, 

arenas) 

• Focus on positive 

heritage/skyline/thin 

k scale) 

• More public support 

for children’s 

arts/culture/program 

s and awareness 

• More visual art in 

public 

spaces/facilities – 

regional sharing? 

• Tradition – use brick 

– is that a good 

thing? 

• Connect recreation 

facilities with trails 

• More 

creative/cultural 

activity (performing 

arts) 

• Good recreation / 

tourism 

• Outdoor splash pad 

(children) 

• Improved pool 

• Master Plan (2031- 

Actions) 

• Need for a major 

attraction (theatre, 

recreation, mall, 

splash pad) 

• Festival, events 

(Elvis) – what else 

can we do? 

• Training and 

education 

• Establish a 

performing arts 

centre to bring 

people together 

• Farmers market – 

not great – more of a 

flea market – no 

market for it 

anymore – no 

supporting industry 

(local farmers) 

Multi-use, high 

performance 

recreational centre 

• Centre for the 

arts/theatre 

• Library (cultural 

component) 

• Institutes and 

festivals, centre of 

excellence, seminars 

(i.e. Banff Institute, - 

Aspen) 

- Attractions 

- Music 

• Continued 

leadership in 

recreation activities 

• Need to harness 

assets in 


- Interests 

- Facilities 

- Athletes 

- Artists 

- Performers 

F-10 

within the Town. 

*To be an economic 

generator 

* Arts, Culture and 

heritage should be 

recognized as being “as 

important as recreation” 

*Public awareness, 

create arts and culture 

identity, clear definition 

of arts and culture 

*Promotion of arts, 

culture and heritage to 

attract people 

* Utilize arts, culture 

and heritage to 

enhance downtown 

core 

* Maintaining built 

heritage 

How to develop new 

buildings, integrating 

new infrastructure into 

current to foster 

heritage? 

• Be recognized as a 

strong provider of 

*Increase 

parkspace/greenspace 

and use as venues for 

activities (i.e. music in 

park, outdoor events) 

• Have the services 

and amenities to 

keep people here 

and get people her, 

including attracting 

industry to 

increase economy 

• Access to water, 

paths and trails to 

get there 

• Keep improving 

trails 

• Washroom 

facilities on the 

trails 

• Performing arts 

centre (Regional) 

• Cultural heritage 

festivals, recognize 

and celebrate who 

we are 

• Community 

Garden Space 

(need people that 

are interested and 

willing to get 

involved) 

• Education and 

Mentoring on the 

importance of Arts, 

Culture, Heritage 

• Capitalize on 

community designs 

(i.e. patios) to 

people together 

• Public art – parks 

and trails 

• Trails – seating and 

art 

• Performance Arts 

building 

• Integrate culture, 

heritage into soclal 

curriculum – private 

and public 

• Youth programming 

– arts and music 

• Recreational 

facility/community 

centre 

• Waterfront – use for 

recreation, parks, 

opening it up and 

connecting it by 

trails, boardwalk 

opportunity – in front 

of Sobeys and 

Courthouse 

•

Enhancing Our Arts, Cultural, Heritage and Recreational Opportunities 




Members 

Public 


Committee 

arts, culture and 

heritage activities 

• Political advocacy 

for arts, culture and 

heritage 

• Design of new 

buildings “fit in with 

current look” in the 

heritage district; 

complement heritage 

• Trails – art on trails, 

integrating 

recreation with arts 

and culture 

• Accessible and 

affordable programs 

for youth 

• Outdoor recreational 

facilities 

and Recreation 

(basics of life, 

mind-sets) 

• Community 

involvement with 

youth and seniors 

F-11

Social 




Members 

Public 


Committee 

Seniors housing 

Advocacy and 

partnerships 

Youth 

• Recognition 

• Strong relationships 

• Events 

• Youth programming 

Housing Design 

Standards (porches) 

• Reduce crime 

• Connectivity 

• Builds a 

neighbourhood 

• Accessibility 

(transport, shuttles 

for seniors, 

accessible public 

transit, accessible 

public facilities) 

• Hospital/healthcare 

providers 

• Paralympics 

• Explore option of 

lowering voting age 

• Arts and culture 

committee 

• Theatre, conference 

facilities 

• Improved culture for 

youth 

F-12 

• Promoting an 

understanding of the 

social determinants of 

health 

• Reversing the 

downloading of 

services to 

municipalities 

• Community response 

network to coordinate 

responses 

• Town to support 

hierarchy of needs – 

life and death first then 

social cohesions 

• Education, guidance 

on giving, donations, 

etc 

• Sense of community 

and sense of identity 

• Focus on youth, male 

shelters 

• Create an 

understanding of what 

affordable housing 

means, linked to 

intensification, reduce 

NIMBY-ism 

• Volunteerism – 

benefits, opportunities, 

links to identity 

• Youth Centre 

partnerships 

*Bridge the Gap 

between the old and the 

new in Collingwood 

*Retain youth and 

diversify the economy 

*Facilitation for youth 

activities 

• Strong Volunteer 

base 

• Centrally located 

affordable housing 

• Space for young 

entrepreneurs 

• Affordable 

Accessible housing 

• Having something in 

Collingwood to 

attract people here 

• Youth friendly – safe 

community 

• Creating and active 

and involved 

community 

• Making ‘new 

residents’ feel 

welcome – 

integrating long-term 

residents with new 

residents 

• Educating and 

awareness on 

Collingwood as ‘it is’ 

• Develop a ‘how to 

live here document’ 

– Social Strategy on 

lifestyles in 


• Corporate policies 

that encourages 

getting it 

• Healthy lifestyles, 

affordable housing – 

social economic 

development 

• Social determinants 

of healthy 

community - i.e. 

vital signs – CIWB 

• Connection with 

health and social 

services – mental 

health

APPENDIX G: COPIES OF COMMUNICATION 

MATERIALS

Sample Invitation to Attend a NottawasagaQuest Workshop 

G-1

URL Advertisement (placed in local papers to advertise website and on-line survey) 

www.NottawasagaEpic.com 

A lot can happen in 40 Years…What do you want the Nottawasaga Region to be like? 

Bookmark (distributed to participants and community residents) 

nottawaSAGA: 

A Sustainability 

Epic 

Learn about how we can 

become sustainable and 

create a viable future for 

the next generation 

What Can You Do? 

 

Attend a Workshop 

Watch local papers for an 

advertisement! 

 

 

Complete an 

on-line Survey 

www.nottawasagaepic.com 

Contact us for 

more information 

Ph: 705-446-0551 or 

705.445.1030 ext. 3297 

email: 

nottawasaga@collingwood ca 

www.nottawasagaepic.co 

Front 

Back 

G-2

G-3

Sustainable Community Plan for the Town of Collingwood

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