PLAN
Becoming Our
Best
HEALTHY | VIBRANT | CONNECTED | STRONG June 22, 2015
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Full Strategic Plan Created by OnStrategy
STATEMENT
Quality services and community leadership
ISION STATEMENT
Thunder Bay: Healthy, Vibrant, Connected, Strong
We believe in:
 Economic Growth and Innovation
 Effective Partnerships
 Regional Responsibility
 Infrastructure Investment and Renewal
 Encouraging and Promoting the Private Sector
 Informed and Involved People
 Safe and Accessible Neighbourhoods
 Cultural Diversity, Respect and Inclusiveness
 Economic, Environmental and Social Responsibility
 Fiscal Accountability and Sustainability
PEOPLE ARE AT THE CENTRE OF OUR SERVICES AND PROGRAMS.
RODUCTION :
On January 1, 2020, the City of Thunder Bay will be 50 years old. The last decade has seen tremendous change including the transformation of our waterfront, major building projects throughout the city and work to improve our image routes or key transportation corridors. Located in the centre of Canada on the shores of Lake Superior and surrounded by the boreal forest, we are a proud city of contrasts - historic and modern, ecological and technological, intimate and magnificent, close- knit and urban.
Citizens tell us they generally like what they have in terms of City programs and services – and they want us to focus on making what they have even better. Better roads and more enhanced infrastructure investments. Cleaner, more beautiful streets and public spaces. More focus on addressing social issues such as the need for housing. Continued effort to diversify the economy.
City Council began working on this Strategic Plan right after the 2014 Fall election. We have worked hard to capture the key themes we heard from thousands of residents during the campaign and to articulate a shared vision for where we need to head.
1

"Proud to live in Thunder Bay’
Special thanks to the hundreds of individuals and organizations who took the time to provide input into this plan. Your time, insights, and dedication to our community influenced its creation. We appreciate the effort and initiative of the members of
SHIFT, the Young Professionals Network, and share their focus on civic pride, beautification and engagement. Like them, we are “proud to live in Thunder Bay,” and will target efforts to engage residents as ambassadors for our great city.
It was apparent throughout the process that we all want the same results: a City of Thunder Bay that is healthy, vibrant, connected and strong.
It is time to get to work! Let’s continue the transformation. We will work together to become our very best.
ABOUT THE STRATEGIC PLAN
This Strategic Plan identifies City Council’s goals for the next 10 years, under four pillars, together with strategies and actions to further the goals. It also sets out the Vision, Mission, and Principles that will guide our actions.
While the plan coincides with the 2015 – 2018 term of City Council and is a corporate document intended to guide the work of internal Departments and Divisions, its goals are longer term and reflect your input.
DICATORS OF SUCCESS
LEGEND:
-
UNCHANGED/NEUTRAL TREND
A H IGH Q UALITY OF L IFE
Indicator
Percentage of residents who rate overall
Quality of Life in Thunder Bay as very good or good
Target: >90%
Percentage of residents who strongly agree or somewhat agree they feel Thunder Bay is a relatively safe city
Target: >75%
Percentage of residents who have been a victim of crime or had a member of their household be a victim of crime in the last year
Target: <20%
*lower percentage is a positive trend
Reported number of total (non-traffic) criminal code incidents per 100,000 population (in thousands)
Target: decrease each year
*lower number is a positive trend
↑
POSITIVE TREND*
↓
NEGATIVE TREND
Figure
89% (2015)
92% (2013)
87% (2011)
70% (2015)
70% (2013)
68% (2011)
15% (2015)
20% (2013)
27% (2011)
7,692 (2014)
6,595 (2013)
7,175 (2012)
8,408 (2011)
Frequency Source
2 years Citizen
Satisfaction
Survey
2 years
2 years
Annual
Citizen
Satisfaction
Survey
Citizen
Satisfaction
Survey
OMBI
Report
Trend
-
-
↑
↓
2

Percentage of population that has a somewhat strong or very strong sense of belonging to their community (for Thunder Bay District)
Target: >75%
Percentage of young adults (20 – 34) that have a somewhat strong or very strong sense of belonging to their community (for Thunder
Bay District)
Target: >70%
Vacancy rate for private apartments
(apartments with at least three units in
Thunder Bay CMA, measured in October)
Number of community and school gardens
Target: >30
73.8% (2014)
74.4% (2013)
70.0% (2012)
64.2% (2014)
66.2% (2013)
64.2% (2012)
2.3% (2014)
2.6% (2013)
1.1% (2012)
32 (2014)
30 (2013)
18 (2012)
767 (2014)
538 (2013)
Number of unique individuals accessing emergency shelters in the District of Thunder
Bay
(A Point in Time Homelessness Count is being completed in Thunder Bay in 2016, by the
Poverty Reduction Strategy in partnership with Indian Friendship Centre)
*lower number is a positive trend
Annual Stats Canada
CANSIM table
105-0501
Annual Stats Canada
CANSIM table
105-0501
Annual CMHC Housing
Market
Outlook
Annual EarthCare
Annual Report
Annual Homelessness
Partnering
Strategy
Community
Plan Annual
Update
A C LEANER , G REENER , M ORE B EAUTIFUL & P ROUD T HUNDER B AY
Indicator
Total corporate greenhouse gas emissions
(tonnes eC0
2
)
Target: 20% reduction below 2009 levels by
2020 (2% per year reduction)
*lower number is a positive trend
Total annual corporate fuel consumption
(million litres)
Target: reduce or maintain each year
*lower number is a positive trend
Percentage of residential solid waste diverted from the landfill
Target: increase by 2% each year
Litres of treated water per capita per day
(residential & ICI sectors)
Target: reduction in water use
*lower number is a positive trend
Number of trees planted annually vs. removals
Target: increase each year
Figure
30,078 (2014)
29,174 (2013)
29,868 (2009)
4.280 (2014)
4.197 (2013)
4.047 (2009)
22% (2014)
20% (2013)
352 (2014)
347 (2013)
369 (2012)
212 (2014)
192 (2013)
118 (2012)
Frequency Source
Annual EarthCare
Annual
Report
Annual
Annual
Annual
Annual
EarthCare
Annual
Report
EarthCare
Annual
Report
EarthCare
Annual
Report
EarthCare
Annual
Report
-
-
-
↑
-
↓
Trend
-
↓
↑
↑
3

Number of transit rider trips per capita
Target: increase each year
Kilometres of bike lanes and shared lanes
Target: increase each year
Kilometres of paved multipurpose trails and sidewalks
Target: increase each year
34.66 (2014)
33.39 (2013)
33.61(2012)
33.6 (2014)
31.7 (2013)
29.8 (2012)
49 (2014)
47 (2013)
46 (2012)
A P ROSPEROUS & M ORE D IVERSIFIED E CONOMY
Indicator
Number of direct jobs created with assistance from Community Economic Development
Commission (CEDC)
Total CEDC client consultations
Total CEDC business development outreach activities
Assessment growth: percentage increase in business property tax assessment from new construction activity
(includes commercial & industrial taxable and payment in lieu properties)
Building construction activity - values (in millions)
Figure
107 (2014)
109 (2013)
161 (2012)
841 (2014)
460 (2014)
2.19%(2014)
2.81% (2013)
2.16% (2012)
Building construction activity - number of permits
Number of US travelers entering Canada at
Pigeon River
Target: increase each year
Number of festivals (including those assisted through Tourism Thunder Bay and Recreation
& Culture)
Number of major sport tourism events
(including those assisted through Tourism
Thunder Bay and Recreation & Culture)
Number of tourism industry clients (events, attractions, retail & culinary) assisted through
Tourism Thunder Bay
Average hotel occupancy rate
(in 2014 there was 8% more room inventory in
City)
$103 (2014)
$211 (2013)
$216 (2012)
1,214 (2014)
1,444 (2013)
1,384 (2012)
Trending up
(2015)
76,134 (2014)
78,697 (2013)
38 (2015)
35 (2014)
28 (2013)
14 (2015)
16 (2014)
16 (2013)
11 (2012)
32 (2014)
27 (2013)
26 (2012)
67.1% (2014)
70.4% (2013)
70.6% (2012)
4
Annual
Annual
Annual
EarthCare
Annual
Report
EarthCare
Annual
Report
EarthCare
Annual
Report
Frequency Source
Annual CEDC
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual
CEDC
CEDC
CTB -
Revenue
Report to
Community
Report to
Community
CTB -
Tourism
CTB – Tourism,
Recreation &
Culture
CTB – Tourism,
Recreation &
Culture
CTB - Tourism
CTB - Tourism
↑
↑
↑ new new
-
↓
↓
-
-
-
↑
↑
Trend
↓

Average hotel revenue per room
Visitor Centre visitation
Target: >70,000
Number of new residential dwelling units created
Unemployment rate for Thunder Bay (CMA)
*lower percentage is a positive trend
$102.87 (2014)
$99.26 (2013)
$98.44 (2012)
66,251 (2014)
58,788 (2013)
64,278 (2012)
249 (2014)
205 (2013)
246 (2012)
355 (2011)
5.3% (2014)
6.0% (2013)
5.4% (2012)
60.7% (2015)
61.8% (2014)
63.2% (2013)
Seasonally adjusted labour force participation rate (three month moving average for Thunder
Bay CMA; data from March each year)
Employment Level for Thunder Bay (CMA) 61,500 (2014)
62,800 (2013)
61,800 (2012)
Net tax-supported capital budget (in millions) $20.4 (2015)
Property taxes as a percentage of household income in Thunder Bay (vs. Provincial Average) for Cities with >100,000 population
*lower percentage is a positive trend
$23.3 (2014)
$21.1 (2013)
$18.0 (2012)
4.2% -TB,
3.8%-Prov
(2014)
4.3% -TB, 3.7%
-Prov(2013)
5.0% -TB, 4.7%
-Prov.(2012)
Annual
Annual
Annual
Annual
Annual
Annual
Annual
Annual BMA
CTB - Tourism
CTB - Tourism
↑
↑
OMBI Report -
Stats Canada ↑
Stats Canada ↓
Stats Canada ↓
CTB –
Finance
↓
-
RECOGNIZED AS A BEST-RUN CITY
Indicator
Percentage of residents who believe they receive fairly good value for their tax dollars
(very or fairly good)
Target: >75%
Percentage of Thunder Bay residents who rate overall satisfaction with City services high (somewhat and very satisfied)
Target: >90%
Figure
78% (2015)
75% (2013)
73% (2011)
87% (2015)
89% (2013)
86% (2011)
Frequency Source
2 years Citizen
Satisfaction
Survey
2 years Citizen
Satisfaction
Survey
Trend
↑
-
5

6

Total Facebook page likes (City’s official page)
Target: >5,000
Total daily reach from City Facebook page
Target: >4,000
4,246 (2015 to date)
3,743 (2014)
1,321 (2013)
2,777 (2015 to date)
1,534 (2014)
(SOURCE: CTB – FINANCE)
Annual CTB – Corporate
Communications
Annual
CTB – Corporate
Communications
↑
↑
Percentage of total municipal tax levy increase (including growth)
Percentage of municipal tax levy increase for existing tax payers (net of portion financed by previous year taxable assessment growth)
Approved full-time equivalent (FTE) of City staff complement
3.83% (2015)
3.02% (2014)
2.60% (2013)
3.18% (2015)
1.69% (2014)
1.88% (2013)
2,013.4 (2015)
2,008.1 (2014)
1,994.9 (2013)
1,953.2 (2012)
IMPLEMENTATIO
PLAN - CTB STRATEGIC PLAN 2015 - 2018 — AT-A-GLANCE
1 Unified city of strong, active, vibrant neighbourhoods
1.1 Build civic pride through proactive community engagement of citizens and business
1.2 Build neighbourhood capacity
1.3 Celebrate key anniversaries that are a significant source of civic pride
2 Safe, welcoming and inclusive
2.1 Address the risk factors of crime and disorder and increase perceptions of safety
2.2 Invest in emergency services that protect all residents of Thunder Bay
2.3 Reduce the harm caused by substance use
2.4 Attract workers, families, students, including immigrants, to choose Thunder Bay and Northwestern Ontario as places for long-term residence
2.5 Encourage respect and make racism and discrimination unacceptable
7

3 Proud of its diversity and unique culture
3.1 Recognize the diversity in our community
3.2 Recognize the contributions of Aboriginal peoples
3.3 Celebrate arts and heritage as a key contributor to quality of life in Thunder Bay
4 Place to live with appropriate housing for all
4.1 Explore opportunities for the municipality to facilitate more housing along the continuum
5 Free from the effects of poverty
5.1 Support the shared agenda for change and goals developed through Thunder Bay Counts
5.2 Advocate for programs and funding from other orders of government to improve access to services for individuals facing poverty, mental health challenges and addictions
6 Leader in accessible recreation and services for all people
6.1 Invest in new and revitalized recreational facilities and affordable, accessible programs and services that meet the needs of people of all ages in their neighbourhoods
6.2 Improve City services and programs to enhance the quality of life of seniors and participation in City events and programs, and work with our partners to support Thunder Bay residents to age well and live with dignity
6.3 Invest in preventing and removing physical and attitudinal barriers to accessibility
E
C
G
& C
S
7 Clean and beautiful streets and spaces
7.1 Give priority to integration of ‘complete streets’ guidelines on key corridors
7.2 Provide developers with design guidelines to improve the quality of the built environment
7.3 Recognize the private sector for building projects that improve the built environment
7.4 Invest in anti-litter program, campaign and community clean-ups
7.5 Invest in programs to beautify façades and private properties in designated areas
7.6 Invest in beautification of public areas
8

8 Leader in climate change adaptation
8.1 Plan for climate resilient infrastructure and services
8.2 Reduce greenhouse gas (GHG) emissions, energy and fuel consumption within the Corporation of the City of
Thunder Bay
8.3 Partner with Thunder Bay Hydro to support the development and use of renewable energy technologies
9 Greener with protected and enhanced natural areas
9.1 Improve surface water management and educate and assist residents and business on protecting their new and existing properties from flooding
9.2 Protect, preserve, enhance and expand the City’s public forest resources
9.3 Encourage waste reduction
10 Better connected by integrated mobility choices
10.1 Continue to develop a better transit system to improve the customer experience and increase ridership
10.2 Provide and maintain a transportation system that offers competitive choices for moving people to reduce single occupancy vehicle trips
10.3 Expand the quality of the pedestrian environment in order to improve the city’s walkability and connectivity
E
C
G
& C
S
11 Diversified with friendly business environment
11.1 Invest in the Thunder Bay Community Economic Development Commission (CEDC)
12 Revitalized downtowns and business areas
12.1 Develop and invest in programs to build capacity in Thunder Bay’s distinct neighbourhoods
12.2 Invest in revitalizing the downtown cores
12.3 Invest in revitalizing vacant and underutilized industrial areas
12.4 Promote culture as a catalyst for economic development
13 Premier visitor destination
13.1 Develop new tourism destination attractions and products
14 Known for growing agricultural sector
14.1 Facilitate the growth of greenhouses, community gardens and backyard agriculture
9

15 Welcoming to world with globally enhanced image and identity
15.1 Market Thunder Bay to potential investors and business
15.2 Market Thunder Bay’s amazing quality of life
16 Strong regional partner
16.1 Cultivate regional partnerships
16.2 Support the expansion of natural gas, wood pellets and advanced biomass as alternative fuel sources
G
C
G
& C
S
17 Fiscally strong, supported by sustainable tax base
17.1 Emphasize long-term strategic financial planning and fiscal stability
17.2 Identify opportunities for improvement and/or net budget savings in City services
17.3 Focus on balanced decision making
17.4 Enhance funding and additional sources of revenue across all departments
17.5 Support efforts to grow tax base – in particular commercial and industrial assessment
18 Sustainable through enhanced infrastructure renewal
18.1 Build on recent progress in infrastructure renewal for all City capital assets
19 Accountable with transparent and open decision making
19.1 Engage citizens
20 Leader in public policy advocacy
20.1 Advocate for more funding and public policy change to address urgent and emerging community needs
21 Employer of choice
21.1 Have the right person with the right skills in the right position
21.2 Promote a corporate culture that respects diversity
21.3 Promote and develop a safe and healthy workplace
10

PLAN - CTB STRATEGIC PLAN 2015 - 2018 - DETAIL
L
C
G
& C
S
1 Unified city of strong, active, vibrant neighbourhoods
1.1 Build civic pride through proactive community engagement of citizens and business (12/31/18)
Strategic Actions
1.1.1 Develop a Civic Pride Plan including partnership opportunities, targeted initiatives and recognition
Measure
1.1.1.1 Complete Civic Pride Plan by Q2, 2016 (Director - Corporate Strategic Services)
% of plan complete
1.1.1.2 Complete Civic Pride deliverables according to the approved Plan and budget for
each year of years 2016 - 2018 (Director - Corporate Strategic Services)
% complete
1.1.2 Continue to support the Clean Green & Beautiful Committee in its civic pride efforts
1.1.2.1 Incorporate CGB Civic Price efforts in Civic Pride Plan: Goals are reported in
Lifestyle Goal 1.1.1
1.2 Build neighbourhood capacity (12/31/18)
Strategic Actions
1.2.1 Develop and implement Neighbourhood Hub Strategy to increase the level of social interaction, building on the success of Action for Neighbourhood Change led by the United
Way and exemplified by Evergreen a United Neighbourhood (Director - Corporate Strategic
Services)
Measure
1.2.1.1 One Neighbourhood Hub program project implemented in each of years 2016 -
2018 (Crime Prevention Council Coordinator)
# of project implemented each year
1.2.1.2 Develop Neighbourhood Hub Strategy by Q2, 2017 (Crime Prevention Council
Coordinator)
1.2.2 Participate in the Healthy Kids Community Challenge Steering Committee to implement neighbourhood initiatives that support physical, emotional and mental health
1.2.2.1 Implement local activities based on one specific theme related to healthy eating or physical activity every 9 months for each of years 2015 - 2018 (Supervisor - Support
Services Children & Youth)
% complete
# of activities implemented each year
Start Date,
End Date
01/01/16,
12/31/18
01/01/17,
06/30/17
01/01/15,
12/31/18
Start Date,
End Date
01/01/15,
06/30/16
01/01/16,
12/31/18
11

1.3 Celebrate key anniversaries that are a significant source of civic pride
(12/31/18)
Strategic Actions
1.3.1 Establish Committee for 50th Anniversary of City of Thunder Bay
1.3.1.1 Establish administrative committee to identify budget and identify possible funding opportunities by Q2, 2018 (City Clerk)
1.3.1.2 Establish the Anniversary Committee by Q4, 2018 to develop Plan by Q3, 2019
(City Clerk)
1.3.2 Apply to Federal Canada 150 Fund for City of Thunder Bay projects and support other eligible community-based projects (General Manager - Community Services)
1.3.2.1 Secure funding for identified capital projects by Q4, 2015 (Waterfront Operations
Coordinator)
1.3.2.2 Implement "Canada 150" capital projects by Q2, 2017 (Director - Asset
Management)
1.3.3 Apply to Federal Canada 150 Fund for City of Thunder Bay programming and events
(Director - Recreation & Culture)
1.3.3.1 Secure funding for identified programming & events by Q3, 2016 (Manager -
Cultural Development & Events)
1.3.3.2 Develop Event & Programming Plan by Q4, 2016 (Manager - Cultural
Development & Events)
1.3.3.3 Hold Programs and Events as per Plan in 2017 (Manager - Cultural
Development & Events)
1.3.4 Support the development of the 100th Anniversary of First World War Committee and the implementation of its plan
Measure
% complete
% complete
% complete
% complete
% complete
% complete
% complete
1.3.4.1 Poppy Working Group complete research by Q4, 2015 (City Clerk) % complete
1.3.4.2 Poppy Working Group complete Writing for Book by Q4, 2016 (City Clerk) % complete
1.3.4.3 Poppy Working Group complete 50% of Film Production by Q4, 2017 with final
100% completion by Q4, 2018 (City Clerk)
1.3.4.4 Legacy/Infrastructure Working Group complete planning for Parks Theme by Q4,
2016 (City Clerk)
1.3.4.5 Legacy/Infrastructure Working Group: plan and implement ground breaking for
Themed Park by Q4, 2017 (City Clerk)
1.3.4.6 Legacy/Infrastructure Working Group Park Themed by Q4, 2018 (City Clerk)
% complete
% complete
% complete
% complete
01/01/15,
09/30/16
01/01/15,
12/31/16
01/01/17,
12/31/17
01/01/15,
12/31/15
01/01/15,
12/31/16
01/01/17,
12/31/18
01/01/15,
12/31/16
01/01/16,
12/31/17
01/01/17,
12/31/18
Start Date,
End Date
01/01/18,
06/30/18
01/01/18,
12/31/18
01/01/15,
12/31/15
01/01/16,
06/30/17
12

2 Safe, welcoming and inclusive
2.1 Address the risk factors of crime and disorder and increase perceptions of safety (12/31/18)
Strategic Actions Measure
2.1.1 Update and implement the Community Safety and Crime prevention Strategy in conjunction with community partners (Director - Corporate Strategic Services)
2.1.1.1 Complete Community Profile by Q4, 2015 (Crime Prevention Council
Coordinator)
2.1.1.2 Develop new Strategic Plan and related Action Plan by Q2, 2016 (Crime
Prevention Council Coordinator)
2.1.1.3 Complete the deliverables according to approved Community Safety & Crime
Prevention Plan and available budget for each of years 2016 - 2018 (Crime Prevention
Council Coordinator)
2.2 Invest in emergency services that protect all residents of Thunder Bay
(General Manager - Development & Emergency Services) (12/31/18)
Strategic Actions
2.2.1 Support the efforts of emergency services through annual updates and ongoing implementation of Thunder Bay Police Service Annual Business Plan for each of years 2016
- 2018 (Police Chief)
2.2.2 Support the efforts of emergency services through annual updates and ongoing implementation of Strategic Master Fire plan for each of years 2016 - 2018 (Fire Chief)
% complete
% complete
2.2.3 Support the efforts of emergency services through annual updates and ongoing implementation of Superior North EMS Strategic plan for each of years 2016 - 2018 (EMS
Chief)
2.3 Reduce the harm caused by substance use (Director - Corporate Strategic
Services) (12/31/18)
Strategic Actions
% complete
Measure
2.3.1 Implement priority actions of the Thunder Bay Drug Strategy in conjunction with community partners
2.3.1.1 Complete the deliverables according to the Thunder Bay Drug Strategy Plan and present an annual Thunder Bay Drug Strategy report to Council by end of Q2 for each of years 2015 - 2018 (Drug Strategy Coordinator)
% complete
% complete
% complete
Measure
% complete
Start Date,
End Date
01/01/15,
12/31/15
01/01/16,
06/30/16
01/01/16,
12/31/18
Start Date,
End Date
01/01/16,
12/31/18
01/01/16,
12/31/18
01/01/16,
12/31/18
Start Date,
End Date
01/01/15,
12/31/18
13

2.4 Attract workers, families, students, including immigrants, to choose
Thunder Bay and Northwestern Ontario as places for long-term residence
(Director - Corporate Strategic Services) (12/31/17)
Strategic Actions
2.4.1 Develop Welcoming Strategy in conjunction with community partners including a focus on supporting students relocating to Thunder Bay
2.4.1.1 Achieve 80% satisfaction rating from participants in related activities through survey results in each of years 2017 - 2018 (Crime Prevention Council Coordinator)
Measure
% participants who rate as satisfied on survey
Start Date,
End Date
01/01/17,
12/31/18
2.4.1.2 Develop Welcoming Strategy and Action Plan, in conjunction with community partners including a focus on supporting students relocating to Thunder Bay by Q3,
2016 (Crime Prevention Council Coordinator)
2.4.1.3 Complete deliverables as per Welcoming Strategy and Action Plan as per approved budget & Plan for each of years 2017 - 2018 (Crime Prevention Council
Coordinator)
2.4.2 Work with Thunder Bay Multicultural Association to continue to develop Northwestern
Ontario Immigration Portal
2.4.2.1 Assist the Northwestern Ontario Immigration Portal Advisory Community in the development of an Immigration Strategy Proposal and Action Plan by due date of the call for Proposal (Manager - Corporate Information Technology)
2.5 Encourage respect and make racism and discrimination unacceptable
(12/31/18)
Strategic Actions
% complete
% complete
% complete
Measure
01/01/15,
09/30/16
01/01/17,
12/31/18
01/01/15,
12/31/18
Start Date,
End Date
2.5.1 Renew broad-based promotion of the respect. initiative (Director - Corporate Strategic
Services)
2.5.1.1 Develop a new respect. Action Plan by Q4, 2015 (Crime Prevention Council
Coordinator)
2.5.2 Update and implement the Work Plan of the Anti- Racism Advisory Committee
% complete
01/01/15,
12/31/15
2.5.2.1 Complete the Work Plan of the Anti-Racism Advisory Committee by Q4, 2015
(Director - Corporate Strategic Services)
2.5.2.2 Support implementation of deliverables of Anti-Racism Advisory Committee
Work Plan for each of years 2017 & 2018 (Director - Corporate Strategic Services)
% of plan complete
% complete
01/01/15,
12/31/15
01/01/17,
12/31/18
14

3 Proud of its diversity and unique culture
3.1 Recognize the diversity in our community (Director - Corporate Strategic
Services) (12/31/18)
Strategic Actions Measure
3.1.1 Complete respect. training for all City staff each year till 100% in 2018 (Director -
Human Resources & Corporate Safety)
3.1.2 Support and promote the annual respect. Award
% City staff that have received respect. training
Start Date,
End Date
01/01/15,
12/31/18
3.1.2.1 Present Annual respect. Award by Q1 for each of years 2015 - 2018 (Crime
Prevention Council Coordinator)
3.1.3 Further the community-wide respect. initiative
3.1.3.1 Complete the deliverables according to the respect. Action Plan for each of years 2016 - 2018 (Crime Prevention Council Coordinator)
3.2 Recognize the contributions of Aboriginal peoples (12/31/18)
Strategic Actions
% complete
% complete
Measure
01/01/15,
03/31/18
01/01/15,
06/30/18
3.2.1 Update and implement the City of Thunder Bay Aboriginal Liaison Action Plan
3.2.1.1 Update Strategic Plan adopted by Q3, 2015 (City Clerk)
3.2.1.2 Complete deliverables according to Updated Aboriginal Liaison Action Plan for each of years 2016 - 2018 and report to Council by Q3 annually (Aboriginal Liaison)
3.2.2 Complete Cultural Awareness training for all City staff (Director - Human Resources &
Corporate Safety)
% complete
% complete
Start Date,
End Date
01/01/15,
09/01/15
01/01/16,
03/30/18
3.2.2.1 Deliver Walk-a-Mile film training for each of years 2015 - 2017. Achieve 100% staff trained by Q4 2017 (Aboriginal Liaison)
% City staff that have received
Walk-a-Mile film training
01/01/15,
12/31/17
3.2.2.2 Cultural Aboriginal Awareness training goals are reported in Governance Goal
21.2.1
15

3.3 Celebrate arts and heritage as a key contributor to quality of life in
Thunder Bay (Director - Recreation & Culture) (12/31/17)
Strategic Actions
3.3.1 Implement Inspire Thunder Bay Culture Plan
3.3.1.1 Create a moving showcase of local art - Art Bus by Q3, 2015 (Manager - Cultural
Development & Events)
3.3.1.2 Hold "Exploring Our Routes" event at the Friendship Gardens/Conservatory in
Q3, 2015 (Manager - Cultural Development & Events)
3.3.1.3 Hold Youth culinary themed event by Q4, 2015 (Manager - Cultural
Development & Events)
Measure
% complete
% complete
% complete
3.3.1.4 Develop Cultural Portal by Q2, 2016 (Manager - Cultural Development & Events) % complete
3.3.1.5 Install a new public art to enhance Bay-Algoma neighbourhood by Q2, 2016
(Manager - Cultural Development & Events)
3.3.1.6 Develop an urban plaza/parkette at Algoma-Red River by Q4, 2017 (Manager -
Cultural Development & Events)
3.3.1.7 Introduce incentives for rehabilitation of heritage buildings by Q1, 2016 (Director
- Planning Services)
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
09/30/15
01/01/15,
09/01/15
01/01/15,
12/31/15
01/01/15,
06/01/16
01/01/15,
06/01/16
01/01/16,
12/31/17
01/01/16,
03/31/16
4 Place to live with appropriate housing for all
4.1 Explore opportunities for the municipality to facilitate more housing along the continuum (12/31/18)
Strategic Actions Measure
4.1.1 Support District of Thunder Bay Social Services Administration Board implementation of Under One Roof: A Housing and Homelessness Plan (City Manager)
4.1.2 Implement recommendations of Drug Strategy Accommodation Needs Analysis through Housing and Homelessness Coalition including Homelessness Count and Housing
First Strategy (Drug Strategy Coordinator)
4.1.3 Review municipal best practices and options to encourage and support private sector in offering affordable housing options and develop a related City of Thunder Bay strategy working in conjunction with District of Thunder Bay Social Services Administration Board
4.1.3.1 Best practice review conducted by Q4, 2016 (Director - Corporate Strategic
Services)
4.1.3.2 Best practices utilized to encourage and support private sector affordable housing for each of years 2017 - 2018 (Drug Strategy Coordinator)
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/16,
12/31/16
01/01/17,
12/31/18
16

5 Free from the effects of poverty
5.1 Support the shared agenda for change and goals developed through
Thunder Bay Counts (12/31/18)
Strategic Actions Measure
5.1.1 Participate in the Thunder Bay Counts Roundtable
5.1.1.1 Participate in Thunder Bay Counts Roundtable scheduled meetings in each of years 2015 - 2018 as shown through attendance at scheduled meetings (Director -
Corporate Strategic Services)
5.1.2 Support Building a Better Thunder Bay for All: A Community Action Strategy to Reduce
Poverty
% complete
5.1.2.1 Provide funding to support Building a Better Thunder Bay for All: A Community
Action Strategy to Reduce Poverty in each of years 2015 - 2016 ($35,000 per year from
2014 - 2016) (Director - Corporate Strategic Services)
5.1.2.2 Re-evaluate funding to support Building a Better Thunder Bay for All: A
Community Action Strategy to Reduce Poverty and decide if it will continue for each of years 2017 - 2018, if so, incorporate in respective budgets (Director - Corporate
Strategic Services)
5.2 Advocate for programs and funding from other orders of government to improve access to services for individuals facing poverty, mental health challenges and addictions (12/31/18)
Strategic Actions
% complete
% complete
Measure
5.2.1 Develop Advocacy and Funding Strategy working closely with Intergovernmental
Affairs Committee
5.2.1.1 Implement Advocacy and Funding Strategy in conjunction with 2016 AMO delegation by Q3, 2016, monitor and adjust strategy as required (City Manager)
% complete
5.2.1.2 Develop targeted Advocacy & Funding Strategy by Q2, 2016 (City Manager) % complete
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/16
01/01/16,
09/30/16
Start Date,
End Date
01/01/15,
09/30/16
01/01/15,
06/30/16
17

6 Leader in accessible recreation and services for all people
6.1 Invest in new and revitalized recreational facilities and affordable, accessible programs and services that meet the needs of people of all ages in their neighbourhoods (Director - Recreation & Culture) (12/31/18)
Strategic Actions Measure
6.1.1 Complete Community Services – Recreation & Facilities Master plan
6.1.1.1 Complete Community Services – Recreation & Facilities Master plan by Q3,
2016 (deliverables completed in each of years 2017- 2018) (Director - Recreation &
Culture)
6.1.1.2 Complete Community Services – Recreation & Facilities Master plan deliverables as per approved budget and plan for each of years 2017 - 2018 (Director -
Recreation & Culture)
6.1.1.3 Work with Community Services to complete the Community Services –
Recreation & Facilities Master plan by Q3, 2016 (deliverables completed in each of years 2017- 2018) (Manager - Parks Division)
6.1.2 Explore feasibility of 55+ Centre on South Side and Youth Centre(s) throughout the
City
6.1.2.1 Add two new sites for youth programing in 2015 (Current River Community
Centre & West Thunder Community Centre) and an additional two new sites in 2017
(Supervisor - Support Services Children & Youth)
6.1.2.2 Community Consultation to be held in 2016 to review use of an existing
Community Centre as Older Adult Centre on South Side - review transportation issues
(Supervisor - Community Programs (Older Adults)
6.1.3 Review user fees for children’s recreation programs
6.1.3.1 Review and update User fees for children's recreation programs by Q3, 2017
Implemented in the 2018 budget. (Manager - Recreation Programs & Service)
6.1.3.2 Assist in reviewing User fees for children's recreation programs and updating by
Q3, 2017. Implemented in the 2018 budget. (Manager - Central Support (CS))
6.1.4 Install splash pads in every major neighbourhood
% complete
% complete
% complete
# of new sites added
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
09/30/16
01/01/17,
12/31/18
01/01/15,
09/30/16
01/01/15,
12/31/17
01/01/16,
12/31/16
6.1.4.1 North End Splash Pad installed in 2016 (Manager - Parks Division)
6.1.4.2 Complete design of splash pad for Carrick Park in 2017 (Manager - Parks
Division)
6.1.4.3 Northwood Splash Pad installed in 2018 (Manager - Parks Division)
6.1.5 Continue to support P.R.O. Kids
6.1.5.1 Prepare annual report and provide to Council by Q2 in each of years 2016 -
2018 (PRO Kids Coordinator)
% complete
% complete
% complete
% complete
01/01/17,
12/31/17
01/01/17,
09/30/17
01/01/16,
12/31/16
01/01/17,
12/31/17
01/01/18,
12/31/18
01/01/16,
06/30/18
18

6.1.6 Apply Children’s Charter and Senior’s Charter lens in decision making (City Manager)
6.1.6.1 Develop a mechanism for Applying Children's Charter and Senior's Charter lens in decision making by Q4, 2016 (Manager - Community, Child Care & Older)
6.1.7 Implement Youth Services Strategy (full program as approved by Council)
% complete
6.1.7.1 Complete milestones yearly as per approved Youth Services Strategy approved plan and available budget - goals are reported in Lifestyle Goal 6.1.2
6.1.8 Continue work with community partners to support neighbourhood based enhancements to recreational facilities and programs (e.g. Boys & Girls Clubs, Evergreen a
United Neighborhood
6.1.8.1 Continue to provide resources and funding to community partners for each of years 2015 - 2018, to support neighbourhood based enhancements to recreational facilities and programs. (Director - Recreation & Culture)
6.2 Improve City services and programs to enhance the quality of life of seniors and participation in City events and programs, and work with our partners to support Thunder Bay residents to age well and live with dignity
(City Manager) (12/31/18)
Strategic Actions
% complete
Measure
6.2.1 Complete and implement Age Friendly City Services Action Plan
6.2.1.1 Work with Age Friendly City Services Administrative Working Group to complete plan by Q2, 2015 (Supervisor - Community Programs (Older Adults))
6.2.1.2 Implement 95% of Age Friendly City Services actions according to Plan by Q4,
2018 (Director - Corporate Strategic Services)
6.2.1.3 Implement 95% of Age Friendly City Services actions according to Plan by Q4,
2018 (Supervisor - Community Programs (Older Adults))
6.2.2 Support the Community-wide Age Friendly Thunder Bay Action Plan
6.2.2.1 Funding secured for development of Community-wide Age Plan by Q2, 2015
(Director - Corporate Strategic Services)
6.2.2.2 Participate in Committee Meetings and activities in each of years 2015 - 2018, as measured as percentage of meetings attended each year (Director - Corporate
Strategic Services)
6.2.3 Research, develop, implement and evaluate best practices in long-term care at
Pioneer Ridge Home for the Aged as a Best Practices Spotlight Organization (General
Manager - Corporate Services & LTC)
6.2.3.1 Implement RNAO Best Practice Guideline "Preventing and Addressing Abuse and Neglect of Older Adults" by Q1, 2016 (Administrator - Pioneer Ridge Home for the
Aged)
6.2.3.2 Implement RNAO Best Practice Guideline "Supporting and Strengthening
Families through Expected and Unexpected Life Events" by Q1, 2017 (Administrator -
Pioneer Ridge Home for the Aged)
% complete
% complete
% complete
% complete
% complete
% complete
% of attendance each year
01/01/16,
12/31/16
01/01/15,
12/31/18
Start Date,
End Date
01/01/15,
06/30/15
06/30/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
06/30/15
01/01/15,
12/31/18
01/01/15,
03/31/16
01/01/16,
03/01/17
19

6.2.3.3 Implement RNAO Best Practice Guideline "Oral Health: Nursing Assessment and Interventions" by Q1, 2018 (Administrator - Pioneer Ridge Home for the Aged)
6.2.3.4 Submit all progress and final reports to RNAO/NQuIRE on time as measured as reports submitted on time for each of years 2016 - 2018 (Administrator - Pioneer Ridge
Home for the Aged)
6.2.3.5 Achieve "Best Practice Spotlight Organization" (BPSO) Designation by 2018 and sustain designation annually (Administrator - Pioneer Ridge Home for the Aged)
% complete
% complete
% complete
01/01/16,
03/31/17
01/01/16,
12/31/18
01/01/18,
12/31/18
6.3 Invest in preventing and removing physical and attitudinal barriers to accessibility (12/31/18)
Strategic Actions
6.3.1 Implement Multi-Year Accessibility plan
6.3.1.1 Implement Multi-Year Accessibility plan and report annually in Q4 on progress for each of years 2015 - 2018 (City Clerk)
Measure
% complete
E
C
G
& C
S
Start Date,
End Date
01/01/15,
12/31/18
7 Clean and beautiful streets and spaces
7.1 Give priority to integration of ‘complete streets’ guidelines on key corridors (12/31/18)
Strategic Actions
7.1.1 Implement Image Route Guidelines with initial priority focus on Red River Road,
Memorial Avenue and other opportunities related to annual City of Thunder Bay capital works program (Director - Corporate Strategic Services)
7.1.1.1 Update Image Route Implementation Plan to focus on priority areas (Director -
Planning Services)
7.1.1.2 By year 2018, complete 80% of the projects identified in the updated implementation plan for each of years 2015 - 2018 (Director - Planning Services)
7.1.2 Develop Transportation Master plan to plan for future needs and align in keeping with
‘complete streets’ guidelines (General Manager - Infrastructure & Operations)
7.1.2.1 Complete RFP for Transportation Master Plan by Q4, 2015 (Director -
Engineering)
7.1.2.2 Hold Public Consultation by Q3, 2016 on Transportation Master Plan (Director -
Engineering)
7.1.2.3 Report to Council for approval of Transportation Master plan by Q3, 2017
(Director - Engineering)
7.1.2.4 Implement the recommendations of Transportation Master Plan based on available funding (Director - Engineering)
20
Measure
% complete
% complete
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
12/31/15
01/01/15,
12/31/18
01/01/15,
12/31/15
01/01/16,
09/30/16
01/01/17,
09/30/17
01/01/18,
12/31/18

7.2 Provide developers with design guidelines to improve the quality of the built environment (General Manager - Development & Emergency Services)
(12/31/18)
Strategic Actions
7.2.1 Promote and apply approved Urban Design Guidelines
7.2.1.2 Achieve 100% compliance of UDG where site plan control exists in each of years 2015 - 2018 (Director - Planning Services)
7.2.1.1 Develop Promotion Plan by Q2, 2017 (Director - Planning Services)
Measure
Plan completed
% compliant where control exists
Start Date,
End Date
01/01/15,
12/31/18
01/01/16,
06/01/17
01/01/15,
12/31/18
7.3 Recognize the private sector for building projects that improve the built environment (Director - Corporate Strategic Services) (12/31/18)
Strategic Actions Measure
7.3.1 Support and promote Annual Clean Green and Beautiful Awards
7.3.1.1 Annual CGB Awards presented for each of years 2015 - 2018 (Supervisor -
Corporate Communications)
7.3.1.2 Private sector CGB projects increased by 50% by 2018 (Supervisor - Corporate
Communications)
% complete
% of increase
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/18
7.4 Invest in anti-litter program, campaign and community clean-ups
(12/31/15)
Strategic Actions
7.4.1 Implement umbrella campaign through Clean Green and Beautiful and in keeping with
Solid Waste Management Strategy
7.4.1.1 Develop 30% of Umbrella CGB campaign by Q1, 2016 (Director - Corporate
Strategic Services)
7.4.1.2 Implementation of Umbrella CGB Campaign plan by Q2, 2016 (awareness)
(Director - Corporate Strategic Services)
7.4.1.3 Achieve awareness of Umbrella CGB campaign of 40% in 2016 and 75% in
2018 (Director - Corporate Strategic Services)
Measure
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
03/31/16
01/01/16,
06/30/16
01/01/16,
12/31/18
21

7.5 Invest in programs to beautify façades and private properties in designated areas (12/31/15)
Strategic Actions Measure
7.5.1 Update Façade Improvement Program (Director - Planning Services) % complete
7.5.2 Develop comprehensive city-wide beautification program including incentives for private properties
7.5.2.1 Develop Beautification Program in consultation with Clean Green and Beautiful
Committee by Q3, 2016 (Director - Corporate Strategic Services)
7.5.2.2 Implement deliverables according to the approved plan and budget in years
2017 and 2018 (Director - Corporate Strategic Services)
7.6 Invest in beautification of public areas (12/31/15)
Strategic Actions
% complete
% complete
Measure
7.6.1 Investigate use of Communities in Bloom program criteria as a starting point
7.6.1.1 Complete a review of use of Communities in Bloom program criteria as a starting point by Q2, 2017 (General Manager - Infrastructure & Operations)
7.6.2 Develop and integrate enhanced City of Thunder Bay property beautification programs in annual operating budget (General Manager - Community Services)
7.6.2.1 Invest in Property beautification programs and increase by 20% in the 2017 annual operating budget and 40% by 2018. (Manager - Facility Services)
7.6.2.2 Work with Facility Services on investing in Property Beautification programs and increasing by 20% in the 2017 annual operating budget and 40% by 2018. (Director -
Engineering)
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
06/30/16
01/01/15,
09/30/16
01/01/17,
06/30/18
Start Date,
End Date
01/01/17,
06/30/17
01/01/17,
12/31/18
01/01/17,
12/31/18
8 Leader in climate change adaptation
8.1 Plan for climate resilient infrastructure and services (General Manager -
Infrastructure & Operations) (12/31/18)
Strategic Actions
8.1.1 Complete development of Climate Adaptation Strategy through EarthCare Sustainability
Plan
8.1.1.1 Complete Milestone 3 of the Climate Adaptation Plan by Q3, 2015 (Earth Care
Coordinator)
8.1.1.2 Present Full Strategy for Climate Adaptation to Council by Q1, 2016 (Earth Care
Coordinator)
Measure
% complete
% complete
Start Date,
End Date
01/01/15,
09/30/15
01/01/15,
03/31/16
22

8.1.1.3 Implement actions as planned in the Climate Adaptation Strategy based on available funding and report annually on progress in each of years 2016 - 2018 (Earth
Care Coordinator)
8.2 Reduce greenhouse gas (GHG) emissions, energy and fuel consumption within the Corporation of the City of Thunder Bay (General Manager -
Community Services) (12/31/18)
Strategic Actions
% complete
Measure
8.2.1 Continue implementation of Corporate Energy Management Plan
8.2.1.1 Conduct up to 2 energy audits, complete up to 2 energy awareness work shops for
COTB employees and report annually on energy intensity or use per sq/m in municipal facilities and work with Earthcare to provide data for annual consumption and GHG reporting for inclusion in Annual Report for each of years 2015 - 2018 (Energy Analyst)
8.2.2 Continue and investigate alternative fleet related programs that encourage and promote reduced fleet fuel consumption and/or reduced GHG emissions
8.2.2.1 Continue to pilot propane fueled vehicles in each of years 2015 - 2018 (Manager -
Fleet)
8.2.2.2 Continually investigate new and emerging alternate fuel sources for the corporate fleet in each or years 2015 - 2018 (Manager - Fleet)
8.2.2.3 Report annually on energy intensity, liters per km in Q2 of each of years 2015 -
2018 (Manager - Fleet)
8.2.2.4 Work with Earthcare to provide data for annual consumption and GHG reporting for inclusion in the Annual Report for each of years 2015 - 2018 (Manager - Fleet)
8.3 Partner with Thunder Bay Hydro to support the development and use of renewable energy technologies (12/31/15)
Strategic Actions
% complete
% complete
% complete
% complete
% complete
Measure
8.3.1 Support Thunder Bay Hydro’s Sustainable Electric Energy Development Initiative
(General Manager - Community Services)
8.3.1.1 Report annually on renewable energy generation through Earthcare Annual
Report for each of years 2015 - 2018 (Manager - Facility Services)
% complete
01/01/16,
12/31/18
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
06/30/18
01/01/15,
12/31/18
Start Date,
End Date
01/01/15,
12/31/18
23

9 Greener with protected and enhanced natural areas
9.1 Improve surface water management and educate and assist residents and business on protecting their new and existing properties from flooding
(General Manager - Infrastructure & Operations) (12/31/18)
Strategic Actions Measure
9.1.1 Implement Storm Water Management plan (subject to Council approval - 2015)
9.1.1.1 Council approval of Storm Water Management Plan by Q2, 2016 (General
Manager - Infrastructure & Operations)
9.1.1.2 Establish Storm Water financing strategy by Q3, 2017 (General Manager -
Infrastructure & Operations)
9.1.1.3 Establish staffing and organizational structure based on SWMP by Q1, 2018
(General Manager - Infrastructure & Operations)
9.1.2 Support implementation of related priorities of the EarthCare Sustainability Plan
9.1.2.1 Develop and implement education program on Storm Water Management on
Private Property by Q3, 2016 (Earth Care Coordinator)
9.1.2.2 Develop and install 5 LIDs (low impact development) by 2018 (Earth Care
Coordinator)
9.1.3 Review and promote Residential Drainage Assistance program (RDA) (General
Manager - Infrastructure & Operations)
9.2 Protect, preserve, enhance and expand the City’s public forest resources
(General Manager - Infrastructure & Operations) (12/31/18)
Strategic Actions
% complete
% complete
% complete
% complete
# installed
Measure
% complete
9.2.1 Implement Urban Forestry Management Plan
9.2.1.1 Council approval of Urban Forestry Management Implementation Plan by Q4,
2015 (Manager - Parks Division)
9.2.1.2 Implement the recommendations of the Urban Forestry Management Plan based on available funding and update Council annually on progress in each of years 2016 -
2018 (Manager - Parks Division)
% complete
% complete
Start Date,
End Date
01/01/16,
06/30/16
01/01/17,
12/31/17
01/10/17,
03/31/18
01/01/16,
09/30/16
01/01/15,
12/31/18
01/01/15,
12/31/15
Start Date,
End Date
01/01/15,
12/31/15
01/01/16,
12/31/18
24

9.3 Encourage waste reduction (General Manager - Infrastructure &
Operations) (12/31/18)
Strategic Actions
9.3.1 Implement recommendations of Solid Waste Management Strategy
9.3.1.1 Approval of Solid Waste Management Strategy and related financial plan by Q3,
2016 (General Manager - Infrastructure & Operations)
9.3.1.2 Achieve 30% waste reduction by 2017 (over 2014 levels) (Manager - Solid Waste)
Measure
% complete
% of waste reduction
Start Date,
End Date
01/01/16,
12/31/16
01/01/15,
12/31/17
10 Better connected by integrated mobility choices
10.1 Continue to develop a better transit system to improve the customer experience and increase ridership (General Manager - Community Services)
(12/31/18)
Strategic Actions
10.1.1 Implement the objectives of the Transit Master Plan for conventional and specialized transit services
10.1.1.1 New centrally located bus transfer facility in operations by year 2017 (Manager -
Transit)
10.1.1.2 Increase revenue service hours by 29% in 2018 (over 2014 reported revenue service hours) (Manager - Transit)
Measure
% complete
% increase
Start Date,
End Date
01/01/17,
12/31/17
01/01/18,
12/31/18
01/01/18,
12/31/18
10.1.1.3 Introduce electronic fare management system in 2018 (Manager - Transit)
10.2 Provide and maintain a transportation system that offers competitive choices for moving people to reduce single occupancy vehicle trips (General
Manager - Infrastructure & Operations) (12/31/18)
Strategic Actions
% complete
Measure
% complete
Start Date,
End Date
01/01/15,
12/31/18
10.2.1 Continue to implement the Active Transportation Plan
10.2.1.1 Increase AT routes and usage annually and report annually through EarthCare
Annual Report for each of years 2015 - 2018 (Mobility Coordinator)
10.2.2 Update the Transportation Master Plan to result in an integrated and seamless transportation system, which recognizes all mobility choices
10.2.2.1 Update the Transportation Master Plan to result in an integrated and seamless transportation system, which recognizes all mobility choices - Goals are reported in
Environment Goal 7.1.2
25

10.3 Expand the quality of the pedestrian environment in order to improve the city’s walkability and connectivity (General Manager - Infrastructure &
Operations) (12/31/18)
Strategic Actions Measure
10.3.1 In conjunction with the Transportation Master Plan, develop a City of Thunder Bay
Pedestrian Mobility Plan
10.3.1.1 Complete the Pedestrian Mobility Plan in conjunction with the Transportation
Master Plan - Goals are reported in Environment Goal 7.1.2 (Mobility Coordinator)
10.3.2 Systematically implement the Recreational Trails plan and integrate trails in new developments
10.3.2.1 Increase multi-use trails annually (Manager - Parks Division) % complete
Start Date,
End Date
10.3.3 Develop funding and implementation plan for a waterfront trail
10.3.3.1 Investigate funding options for Waterfront Trail by Q3, 2016 (Manager - Parks
Division)
10.3.3.2 Develop Design and Implementation Plan for Waterfront Trail by Q4, 2016
(Manager - Parks Division)
10.3.3.3 Implement the Waterfront Trail Plan based on available funding for each of years
2017 - 2018 (Manager - Parks Division)
10.3.3.4 Commence implementation of Wayfinding along proposed Waterfrount trail route by Q4, 2018 (Manager - Parks Division)
10.3.3.5 Obtain Council approval of Waterfront Trail improvement Plan by Q3, 2016
(Manager - Parks Division)
% complete
% complete
% complete
% complete
% complete
01/01/16,
12/31/18
01/01/16,
09/30/16
01/01/16,
12/31/16
01/01/17,
12/31/18
01/01/18,
12/31/18
01/01/16,
09/30/16
E
C
G
& C
S
11 Diversified with friendly business environment
11.1 Invest in the Thunder Bay Community Economic Development
Commission (CEDC) (City Manager) (12/31/17)
Strategic Actions Measure
11.1.1 Support the CEDC Strategic Action plan and its seven focus areas: – Business
Retention and Expansion – Innovative Manufacturing – Thunder Bay Training and Educational
Community – Logistics and Supply Hub – Entrepreneurship – Mining Readiness Strategy –
Social Enterprise, Information and Communication Technologies, Regional Food and Film
11.1.1.1 Implement the 2014 - 2017 Strategic Action Plan and provide annual updates to
City Council by Q2 for each of years 2015 - 2017 (CEO - CEDC)
% complete
Start Date,
End Date
01/01/15,
12/31/17
26

11.1.1.2 Review Economic Development Funding model relative to emerging strategies by Q2, 2016 (CEO - CEDC)
11.1.2 Explore with CEDC what actions the City can take to support manufacturing.
% complete
11.1.2.1 Actions to support Manufacturing integrated in Strategic Action Plan, highlights to be incorporated in annual updates provided to City Council by Q2 for each of years 2015 -
2017 (CEO - CEDC)
11.1.3 Explore with CEDC what actions the City can take to attract and retain young professionals
11.1.3.1 Co-host a roundtable with SHIFT young professionals network and other stakeholders on attracting and retaining young professionals in Thunder Bay by Q2, 2016
(CEO - CEDC)
11.1.4 Explore with CEDC what actions the City can take to encourage the co-operative sector (e.g. housing and food)
11.1.4.1 Actions to encourage the co-operative sector integrated in Strategic Action Plan, highlights to be incorporated in annual updates provided to City Council by Q2 in each of years 2015 - 2017 (CEO - CEDC)
11.1.5 Explore with CEDC what actions the City can take to enhance Thunder Bay’s profile as a regional service centre and hub
11.1.5.1 Actions to enhance Thunder Bay's profile as a regional service centre and hub integrated in Strategic Action Plan, highlights to be incorporated in annual updates provided to City Council by Q2 in each of years 2015 - 2017 (CEO - CEDC)
% complete
% complete
% complete
% complete
01/01/15,
06/30/16
01/01/15,
12/31/17
01/01/16,
06/30/16
01/01/15,
12/31/17
01/01/15,
12/31/17
12 Revitalized downtowns and business areas
12.1 Develop and invest in programs to build capacity in Thunder Bay’s distinct neighbourhoods (12/31/15)
Strategic Actions Measure
12.1.1 Create Multi-Year Neighbourhood Strategy including support for sustainable commercial growth at the neighbourhood level
12.1.1.1 Develop multi-year Downtown and Neighbourhood Strategy by Q2, 2017
(General Manager - Development & Emergency Services)
12.1.1.2 Complete one project to support commercial growth (General Manager -
Development & Emergency Services)
12.1.2 Review By-laws and enforcement related to property standards and other areas
(General Manager - Development & Emergency Services)
12.1.2.1 Complete review of By-laws and enforcement related to property standards and other areas by Q4, 2016 and identify recommendations with related implementation action plan. (Manager - Licensing & Enforcement)
12.1.2.2 Implement recommendations related to action plan for By-laws and enforcement related to property standards and other areas by Q1, 2017 (Manager - Licensing &
Enforcement)
27
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/16,
06/30/17
01/01/18,
12/31/18
01/01/16,
12/31/16
01/01/17,
03/31/17

12.2 Invest in revitalizing the downtown cores (12/31/15)
Strategic Actions Measure
12.2.1 Develop Downtown Core Strategies including improvement programs, public amenities such as accessible washrooms and actions to encourage residential development by the private sector (General Manager - Development & Emergency Services)
12.2.1.1 Develop Community Improvement Incentive Program by Q4, 2016 (Director -
Planning Services)
12.2.1.2 Establish a Downtown Development Office by Q2, 2016 (General Manager -
Development & Emergency Services)
12.2.1.3 Develop multi-year Downtown Strategy by Q2, 2017 (General Manager -
Development & Emergency Services)
12.2.1.4 Complete one project to support Downtown development (General Manager -
Development & Emergency Services)
12.2.2 Implement recommendations of the South Core Public Safety Audit through the South
Core Public Safety Task Force (Director - Corporate Strategic Services)
12.2.2.1 Implement recommendations of the South Core Public Safety Audit and report quarterly in each of years 2015 - 2018 (Crime Prevention Council Coordinator)
12.2.3 Develop and implement a multi-year wayfinding signage strategy in conjunction with the Business Improvement Areas and business areas (Director - Corporate Strategic
Services)
12.2.3.1 Assist with holding focus groups with BIAs and business areas on the development of the multi-year wayfinding signage strategy and Plan by Q1, 2016
(Manager - Tourism)
12.2.3.2 Assist with holding focus groups with BIAs and business areas on the development of the multi-year wayfinding signage strategy and Plan by Q1, 2016
(Manager - Transit)
12.3 Invest in revitalizing vacant and underutilized industrial areas (12/31/15)
Strategic Actions
% complete
% complete
% complete
% complete
% complete
% complete
% complete
Measure
12.3.1 Review best practices and implement revised Community Improvement programs (CIP) for downtown areas (General Manager - Development & Emergency Services)
12.3.1.1 Conduct review of best practices for Community Improvement Incentive Programs
(CIP) for downtown areas by Q3, 2016 and report to COW with identified recommendations and related Action Plan (Director - Planning Services)
% complete
12.3.2 Investigate CIPs for vacant and underutilized industrial areas including the entire waterfront industrial area
12.3.2.1 Conduct review: Investigating CIPs for vacant and underutilized industrial areas including the entire waterfront industrial area, with recommendations identified and a related action plan. (Director - Planning Services)
% complete
12.3.2.2 Report to COW, recommendations and related Action Plan identified in CIP review for vacant and underutilized industrial areas including the entire waterfront industrial area by
Q3, 2016 (Director - Planning Services)
% complete
28
Start Date,
End Date
01/01/16,
12/31/16
01/01/16,
06/30/16
01/01/16,
06/30/17
01/01/18,
12/31/18
01/01/15,
12/31/18
01/01/15,
03/31/16
01/01/15,
03/31/16
Start Date,
End Date
01/01/16,
09/30/16
01/01/16,
09/30/16
01/01/16,
09/30/16

12.4 Promote culture as a catalyst for economic development (12/31/15)
Strategic Actions
12.4.1 Continue to implement the Inspire Thunder Bay Culture Plan
12.4.1.1 Continue to implement the Inspire Thunder Bay Culture Plan: Goals are reported in
Lifestyle Goal 3.3.1
Measure
Start Date,
End Date
13 Premier visitor destination
13.1 Develop new tourism destination attractions and products (Director -
Corporate Strategic Services) (12/31/18)
Strategic Actions Measure
13.1.1 Develop and implement a new Tourism Thunder Bay product development and marketing plan
13.1.1.1 Complete Development & Marketing Plan for "Developing and Implementing a new
Tourism Thunder Bay Product" by Q2, 2016 (Manager - Tourism)
% complete
13.1.1.2 Complete deliverables according to the approved "Developing and Implementing a new Tourism Thunder Bay Product" Plan (Manager - Tourism)
% complete
13.1.1.3 Tourism Thunder Bay Product Plan updated annually and incorporated as part of
Tourism Annual Report by end of Q1 in each of years 2017 - 2018 (Manager - Tourism)
% complete
13.1.2 Work with tourism industry community partners to identify best options for new and enhanced attractions, and follow up with implementation plan
13.1.2.1 Best options for new and enhanced Tourism attractions identified and implementation plan developed (Manager - Tourism)
% complete
13.1.3 Develop a Wayfinding Plan
13.1.3.1 Develop and issue RFP for Wayfinding Plan by Q3, 2015 (Manager - Tourism)
13.1.3.2 Complete Wayfinding plan by Q2, 2016 (Manager - Tourism)
13.1.3.3 Implement phased Wayfinding Plan according to approved plan & budget in each of years 2016 - 2018 (Manager - Tourism)
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
06/30/16
07/01/16,
12/31/17
01/01/17,
12/31/18
01/01/16,
12/31/16
01/01/15,
09/30/15
01/01/15,
06/30/16
01/01/16,
12/31/18
29

14 Known for growing agricultural sector
14.1 Facilitate the growth of greenhouses, community gardens and backyard agriculture (General Manager - Development & Emergency Services) (12/31/18)
Strategic Actions Measure
14.1.1 Identify actions the City can take to support effective implementation of the Food
Strategy
14.1.1.1 Complete Action Plan to "Identify actions the City can take to support effective implementation of Food Strategy" by Q3, 2016 (Director - Planning Services)
14.1.1.2 Implement actions from Food Strategy Action Plan as per approved plan and budget in each of years 2017 - 2018 (Director - Planning Services)
14.1.1.3 Assist Planning with the completion of the Action Plan to "Identify actions the City can take to support effective implementation of Food Strategy" by Q3, 2016 (Manager -
Supply Management)
14.1.1.4 Assist Planning with the completion of the Action Plan to "Identify actions the City can take to support effective implementation of Food Strategy" by Q3, 2016 (Nutrition &
Food Service Supervisor - Pioneer Ridge)
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/16,
09/30/16
01/01/17,
12/31/18
01/01/16,
09/30/16
01/01/15,
12/31/15
15 Welcoming to world with globally enhanced image and identity
15.1 Market Thunder Bay to potential investors and business (12/31/15)
Strategic Actions Measure
Start Date,
End Date
15.1.1 Phase 1 – Work in partnership with CEDC to develop and implement an investment marketing strategy (City Manager)
15.1.1.1 Complete Strategy for Market Thunder Bay to potential investors and business by
Q1, 2016 (CEO - CEDC)
15.1.1.2 Complete deliverables for Marketing Thunder Bay to potential investors and business as per plan and available budget in each of years 2017 - 2018 (CEO - CEDC)
15.2 Market Thunder Bay’s amazing quality of life (12/31/15)
Strategic Actions Measure
% complete
% complete
01/01/15,
03/31/16
01/01/17,
12/31/18
Start Date,
End Date
15.2.1 Phase 2 – Work in partnership with CEDC and Tourism Thunder Bay to develop a community marketing program, starting with residents, recognizing people can “live well for less in Thunder Bay” – freshest air, recreational and outdoor hub, reasonable housing prices, and natural beauty (Director - Corporate Strategic Services)
15.2.1.1 Have preliminary discussions with Tourism on "Market Thunder Bay's amazing quality of life" by Q4, 2015 (CEO - CEDC)
15.2.1.2 Have preliminary discussions with CEDC on "Market Thunder Bay's amazing quality of life" by Q4, 2015 (Manager - Tourism)
% complete
% complete
01/01/15,
12/31/15
01/01/15,
12/31/15
30

15.2.1.3 Complete Strategy and Action Plan for "Market Thunder Bay's amazing quality of life" by Q4, 2016 (Manager - Tourism)
15.2.1.4 Assist with completion of Strategy and Action Plan for "Market Thunder Bay's amazing quality of life" by Q4, 2016 (CEO - CEDC)
15.2.1.5 Complete deliverables from "Market Thunder Bay's amazing quality of life"
Strategy as per plan and available budget in each of years 2017 - 2018 (Manager -
Tourism)
15.2.1.6 Complete deliverables from "Market Thunder Bay's amazing quality of life"
Strategy as per plan and available budget in each of years 2017 - 2018 (CEO - CEDC)
% complete
% complete
% complete
% complete
01/01/16,
12/31/16
01/01/16,
12/31/16
01/01/17,
12/31/18
01/01/17,
12/31/18
16 Strong regional partner
16.1 Cultivate regional partnerships (12/31/15)
Strategic Actions Measure
16.1.1 Collaborate with regional municipalities and organizations to benefit the region as a whole (City Manager)
16.1.1.1 Pursue opportunities to grow partnerships with regional municipalities and First
Nations through active participation and working together on regional economic development in each of years 2015 - 2018 (City Clerk)
16.2 Support the expansion of natural gas, wood pellets and advanced biomass as alternative fuel sources (12/31/15)
Strategic Actions
16.2.1 Support the ongoing work of the Common Voice Energy Task Force particularly related to economic development opportunities
% complete
Measure
16.2.1.1 Achieve expansion of use of alternate fuel by year 2018 (City Manager) % complete
Start Date,
End Date
01/01/15,
12/31/18
Start Date,
End Date
01/01/15,
12/31/18
31

G
C
G
& C
S
17 Fiscally strong, supported by sustainable tax base
17.1 Emphasize long-term strategic financial planning and fiscal stability
(General Manager - Corporate Services & LTC) (12/31/18)
Strategic Actions
17.1.1 Continue to present the Long-Term Financial Plan to ensure sustainability and affordability (Director - Financial Services)
17.1.1.1 Update Long-Term Financial Plan and present to Council by Q1 in each of years
2015 - 2018 (Director - Financial Services)
% complete
17.1.2 Present annual multi-year Budget Directions Report for Council approval inclusive of recommended overall City tax levy targets for the balances of this term of Council (i.e. 2016 to
2018)
17.1.2.1 Present multi-year Budget Directions Report by Q3 in 2015, update annually by
Q2 in each of years 2016 - 2018 (Manager - Budgets & Long Term Planning)
17.2 Identify opportunities for improvement and/or net budget savings in City services (General Manager - Corporate Services & LTC) (12/31/18)
Strategic Actions
% complete
Measure
17.2.1 Investigate options and implement ongoing program for review of City services including ongoing consultation with the public
17.2.1.1 Update City Service review process including consultation plan for council approval by Q1, 2016 and review and update Public consultation policy (City Manager)
17.2.1.2 Undertake Public consultation for City Services review by Q2 2016 (City
Manager)
Measure
% complete
% complete
Start Date,
End Date
01/01/15,
03/31/18
01/01/15,
09/30/18
Start Date,
End Date
17.2.1.3 Update Budget Consultation Policy (Manager - Budgets & Long Term Planning) % complete
17.2.2 Update City Services profile by Q4, 2015 and continuously review services to realize annual savings (City Manager)
17.2.3 Continue to implement City LEAN program related to ongoing continuous improvement of City Services
17.2.3.1 Present annual LEAN update to COW by Q3, 2015 and by Q2 in each of years
2016 - 2018 (Director - Financial Services)
% complete
% complete
17.2.3.2 ONE Corporate LEAN Event to be held in each of years 2017 - 2018 (Director -
Financial Services)
# of events held each year
17.2.3.3 Community Services Department to hold two Departmental LEAN events in each of years 2016 - 2018 (General Manager - Community Services)
# of events held each year
17.2.3.4 Corporate Services & LTC Department to hold two Departmental LEAN events in each of years 2016 - 2018 (includes City Manager's Office) (General Manager - Corporate
Services & LTC)
# of events held each year
32
10/01/15,
03/31/16
01/01/16,
06/30/16
01/01/16,
12/31/16
01/01/15,
12/31/15
01/01/15,
06/30/18
01/01/17,
12/31/18
01/01/16,
12/31/18
01/01/16,
06/30/18

17.2.3.5 Development & Emergency Services Department to hold two Departmental
LEAN events in each of years 2016 - 2018 (General Manager - Development &
Emergency Services)
17.2.3.6 Infrastructure & Operations Department to hold two Departmental LEAN events in each of years 2016 - 2018 (General Manager - Infrastructure & Operations)
17.3 Focus on balanced decision making (12/31/15)
Strategic Actions
# of events held each year
# of events held each year
Measure
% complete
01/01/16,
06/30/18
01/01/16,
06/30/18
Start Date,
End Date
01/01/16,
06/30/16
17.3.1 Develop mechanism to apply three key filters to decisions: economic, environmental and citizen- focus (City Manager)
17.4 Enhance funding and additional sources of revenue across all departments (12/31/15)
Strategic Actions
17.4.1 Investigate and maximize funding opportunities
Measure
Start Date,
End Date
17.4.1.1 Incorporate into General Manager's PMAs in each of years 2015 - 2018, that all
Departments are to place high priority on pursuing funding opportunities and reporting to
Council for approvals/information (City Manager)
17.4.1.2 Incorporate into Directors and Manager's PMAs in each of years 2015 - 2018, that all Departments are to place high priority on pursuing funding opportunities and reporting to Council for approvals/information (General Manager - Community Services)
17.4.1.3 Incorporate into Directors and Manager's PMAs in each of years 2015 - 2018, that all Departments are to place high priority on pursuing funding opportunities and reporting to Council for approvals/information (General Manager - Corporate Services &
LTC)
17.4.1.4 Incorporate into Directors and Manager's PMAs in each of years 2015 - 2018, that all Departments are to place high priority on pursuing funding opportunities and reporting to Council for approvals/information (General Manager - Development &
Emergency Services)
17.4.1.5 Incorporate into Directors and Manager's PMAs in each of years 2015 - 2018, that all Departments are to place high priority on pursuing funding opportunities and reporting to Council for approvals/information (General Manager - Infrastructure &
Operations)
17.4.2 Expand collaborative relationships with Tbaytel, Thunder Bay Hydro group of companies and affiliated Boards and Agencies that further economic development to improve the competitive advantage of the Corporation and increase shareholder value
17.4.2.1 Senior representatives of each organization meet yearly in each of years 2015 -
2018 to discuss opportunities such as shared services, cooperative buying, partnership initiatives. (City Manager)
% complete
% complete
% complete
% complete
% complete
% complete
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
33

17.5 Support efforts to grow tax base – in particular commercial and industrial assessment (12/31/15)
Strategic Actions Measure
17.5.1 Develop proactive assessment growth strategy and develop and implement related tax policy options
17.5.1.1 Undertake assessment risk analysis to understand vulnerabilities by Q3 2015, and then by Q2 in each of years 2016 - 2018 (General Manager - Corporate Services &
LTC)
17.5.1.2 Develop tax policy options for consideration by council by Q2 in each of years
2015 - 2018 (General Manager - Corporate Services & LTC)
17.5.1.3 Work with CEDC to review growth opportunities and develop strategy by Q3,
2016 (General Manager - Development & Emergency Services)
17.5.1.4 Work with Planning to review growth opportunities and develop strategy by Q3,
2016 (CEO - CEDC)
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
09/30/18
01/01/15,
06/30/18
01/01/16,
09/30/16
01/01/16,
09/30/16
18 Sustainable through enhanced infrastructure renewal
18.1 Build on recent progress in infrastructure renewal for all City capital assets (12/31/15)
Strategic Actions
18.1.1 Update asset management plans across all asset categories (General Manager -
Corporate Services & LTC)
18.1.1.1 Update asset management plan for new asset categories by Q4 in 2016
(Machinery & Equipment and Land Improvements i.e. Parks) (Manager - Budgets & Long
Term Planning)
18.1.2 Continue to increase Enhanced Infrastructure Funding on annual basis with focus on roads, bridges and stormwater management (General Manager - Corporate Services & LTC)
18.1.2.1 Present options to council for EIRP investments by Q3, 2015 as part of Budget
Directions (Manager - Budgets & Long Term Planning)
18.1.3 Develop the Transportation Master Plan to plan for future needs
Measure
% complete
% complete
18.1.3.1 Develop the Transportation Master Plan to plan for future needs - Goals are reported in Lifestyle Goal 7.1.2
Start Date,
End Date
01/01/16,
12/31/16
01/01/15,
09/30/15
34

19 Accountable with transparent and open decision making
19.1 Engage citizens (12/31/15)
Strategic Actions
19.1.1 Continue to engage citizens and complete the Public Engagement Framework
19.1.1.1 Develop and implement consultation process for citizen engagement by Q2,
2016 (Director - Corporate Strategic Services)
19.1.1.2 Complete Public Engagement Framework for approval by Q4, 2016 (Director -
Corporate Strategic Services)
19.1.2 Make clear, coordinated communications a priority through an updated Community
Communications Plan using established City channels and new media (Director - Corporate
Strategic Services)
19.1.2.1 Update Community Communications Plan by Q1, 2016 (Supervisor - Corporate
Communications)
19.1.2.2 Continue to implement and follow Community Communications Plan as per directives and available budget in each of years 2017 - 2018 (Supervisor - Corporate
Communications)
Measure
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
06/30/16
01/01/16,
12/31/16
09/30/15,
03/31/16
01/01/17,
12/31/18
20 Leader in public policy advocacy
20.1 Advocate for more funding and public policy change to address urgent and emerging community needs (12/31/15)
Strategic Actions
20.1.1 Develop ongoing advocacy and other strategies in conjunction with the
Intergovernmental Affairs Committee (City Manager)
20.1.1.1 Present Annual Report Card on advocacy to other orders of government regarding City issues by Q4 in each of years 2015 - 2018 (City Clerk)
20.1.2 Seek representation on Board of Directors of key public policy organizations (e.g.
MPAC) (City Manager)
20.1.3 Focus on enhanced funding to address urgent and emerging social issues facing the
City of Thunder Bay (City Manager)
20.1.4 Continue support for key organizations such as Northwestern Ontario Municipal
Association, Federation of Canadian Municipalities, Thunder Bay District Municipal League,
Great Lakes & St. Lawrence Cities Initiative (City Clerk)
Measure
% complete
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/15
01/01/15,
12/31/18
01/01/15,
12/31/18
35

21 Employer of choice
21.1 Have the right person with the right skills in the right position (12/31/15)
Strategic Actions Measure
Start Date,
End Date
21.1.1 Continually update Corporate succession planning process (General Manager -
Corporate Services & LTC)
21.1.1.1 Communicate succession planning process to all City employees by Q4, 2015
(Director - Human Resources & Corporate Safety)
21.1.1.2 Succession planning process incorporated in Corporate Orientation for new employees and supervisors by Q4, 2015 (Director - Human Resources & Corporate
Safety)
21.1.1.3 Report provided to COW on "staffing profile" and succession initiatives by Q4,
2015 (Director - Human Resources & Corporate Safety)
21.1.1.4 Provided updated report to COW on "staffing profile" and succession initiatives by Q4, 2017 (Director - Human Resources & Corporate Safety)
% complete
% complete
% complete
% complete
% complete
01/01/15,
12/31/15
01/01/15,
12/31/15
01/01/15,
12/31/15
01/01/17,
12/31/17
21.1.2 Deliver Corporate training with focus on building leadership capacity of organization
(General Manager - Corporate Services & LTC)
21.1.2.1 Deliver training and report in conjunction with succession initiatives report by Q4 in years 2015 and 2017 (Director - Human Resources & Corporate Safety)
21.1.2.2 Deliver Leadership focused training in each of years 2016 - 2018 (Director -
Human Resources & Corporate Safety)
21.2 Promote a corporate culture that respects diversity (12/31/15)
Strategic Actions
% complete
Measure
# of participants each year
01/01/15,
12/31/17
01/01/16,
12/31/18
Start Date,
End Date
21.2.1 Continuously update and implement corporate training to include accessibility, respect., and Aboriginal cultural awareness training (General Manager - Corporate Services & LTC)
21.2.1.1 All new hires to complete related respect & diversity corporate training in each of years 2015 - 2018 (Director - Human Resources & Corporate Safety)
21.2.1.2 All employees to complete Accessibility Training by Q4, 2015 (Director - Human
Resources & Corporate Safety)
% complete
% complete
01/01/15,
12/31/18
01/01/15,
12/31/15
21.2.1.3 Deliver Aboriginal Cultural Awareness Training to all City staff by Q4, 2017
(Director - Human Resources & Corporate Safety)
01/01/15,
12/31/17
21.2.1.4 Deliver respect. Training: Goals are reported in Lifestyle Goal 3.1.1
36

21.3 Promote and develop a safe and healthy workplace (12/31/15)
Strategic Actions
21.3.1 Maintain and continually improve a comprehensive safety program conforming to
Occupational Health and Safety Assessment Series 18001 in order to manage risk and reduce the incidence of injury and occupational illness (General Manager - Corporate
Services & LTC)
21.3.1.1 Improve Safety Statistic - "Lost Time Injury Frequency Rate (LTIF)". Targets set at EMT in Q1 each year. Measure each year if target met (Director - Human Resources &
Corporate Safety)
21.3.1.2 Improve Safety Statistic - "Lost Time Hours (LTH)". Targets set at EMT in Q1 each year. Measure each year if target met (Director - Human Resources & Corporate
Safety)
21.3.2 Present status report annually to City Council on the City of Thunder Bay Health and
Safety program including key performance measures related to accident prevention and reduction (General Manager - Corporate Services & LTC)
21.3.2.1 Deliver program and present annual Safety Report to COW by Q3, 2015 and Q2 for each of years 2016 - 2018 (Director - Human Resources & Corporate Safety)
Measure
% complete
% complete
% complete
Start Date,
End Date
01/01/15,
12/31/18
01/01/15,
12/31/18
01/01/15,
12/31/18
37