Community Strategic Plan

The Community Strategic Plan was developed for Stirling-Rawdon in 2005. This report aims to establish community priorities and make choices that will guide future initiatives, set goals and action plans, and ensure that the needs of the community are being addressed in a comprehensive and objective way.

Summary of Recommendations

DESIGN: Develop a co-ordinated, long-term plan to enhance Stirling-Rawdon’s urban design, general beautification and infrastructure.

COMMUNITY LIFE: Preserve Stirling-Rawdon as a place for people actively engaged in community life, with family-oriented features such as sports, recreation/non-sport and social facilities, community safety, active church life, cultural activities, schools/education programs, affordable lifestyle and tax rates.

YOUTH: Make Stirling-Rawdon a place where youth are engaged and integrated in community life — a great place where they can live, grow up, find jobs, put down roots, and stay or return as citizens and community leaders.

ACTIVITIES: Enrich community life with a variety of vibrant programs and activities.

ENTREPRENEURSHIP: Market (rather than sell) the community: Create an appealing environment to support entrepreneurs and attract visitors … and promote it!

CAPACITY FOR GROWTH: Expand capacity to enable growth through residential and economic development in Stirling-Rawdon, and create conditions conducive to a sustainable, economically viable future.

TOURISM CLUSTER: Build Stirling-Rawdon’s tourism cluster, within the township and with Comfort Country partners.

LOCAL BUSINESS: Support initiatives that strengthen Stirling-Rawdon’s commercial and service business sector as it serves the needs of the local community and special niche markets.

AGRICULTURE: Through dialogue with agricultural groups, explore ways to support farm organizations as they seek new markets and help farmers adapt to emerging industry challenges.

DEVELOPMENT PARTNERSHIPS: Partner with other communities and levels of government to attract, sustain and retain small industry, service and government operations, and emerging sectors such as cabinet-making.

BALANCE IN THE PROCESS: Seek balance between what the community wants and what it can pay for, between short-term pain and long-term gain, between business-oriented approaches and community-oriented values.

Category : Strategic Planning