The new 2023 - 2026 Strategic Plan is currently under development. This Plan will set the direction and guide the City of Thunder Bay over the next four years. Please check back. Once final the Plan will be published on this page.
Our vision
Our vision for Thunder Bay is One City, Growing Together.
Thunder Bay will foster an inclusive city focused on service excellence and partnerships to provide a high quality of life to our citizens. We embrace and celebrate our diversity as it makes our community a vibrant and dynamic place to grow.
Our priorities
- Growth and prosperity
- Community safety and well being
- Cost-effective and quality services to citizens
- Financial sustainability to provide and maintain service and infrastructure levels
- Environmental stewardship
These priorities will guide decision making and provide a framework for requests of Council. Activities that do not further these priorities will not be recommended.
Our strategy
Lead
Provide civic leadership to advance mutual respect, equal opportunity and hope.
Serve
Advance service excellence through a citizen focus and best use of technology.
Grow
Focus on city building and social infrastructure to strengthen our economy, lifestyle and well being.
Renew
Focus on essential infrastructure, revitalize our cores and enhance our Image Routes.
Implementation plan & progress updates
Fourth & Final Progress Update:
The fourth and final update on the 2019 - 2022 Corporate Strategic Plan took place as of May 9, 2022, and was presented to City Council on June 27, 2022. The update provides the status and trends of key indicators identified to measure the success of the Strategic Plan. It also includes the status of each of the 33 strategic actions from the Implementation Plan and an update on their progress. A follow-up report will be posted in November on the remaining outstanding items to be completed by the end of the Plan.
- Read the Fourth & Final Update as of May 9, 2022 (view the update in an accessible format)
- View the Strategic Plan Update Infographic which visually highlights outcomes from the Strategic Plan
Third Progress Update (Nov. 1, 2021):
The third update on the Corporate Strategic Plan was conducted as of Nov. 1, 2021, and presented to City Council on Dec. 20, 2021. The update included progress on both the original Strategic Plan actions as well as actions from the City's Program & Services Review which were incorporated into the Revised Implementation Plan.
- Read the Third Progress Update as of Nov. 1, 2021 (view the update in an accessible format)
Revised Implementation Plan & Second Progress Update (April 26, 2021):
The Strategic Plan Implementation Plan was revised to incorporate approved strategic actions out of the City's Program & Services Review. The revised Implementation Plan and second semi-annual progress update was presented to City Council on June 28, 2021.
- Read the Revised Strategic Plan Implementation Plan (view the Plan in an accessible format)
- Read the Second Progress Updates as of April 26, 2021 (view the update in an accessible format)
Implementation Plan & First Progress Update (Sept. 30, 2020):
The original Implementation Plan was presented October 26, 2020, together with the first semi-annual progress update.
- Read the Original Strategic Plan Implementation Plan (view the Plan in an accessible format)
- Read the First Progress Update as of Sept. 30, 2020 (view the update in an accessible format)
Our strategy
Lead
Provide civic leadership to advance mutual respect, equal opportunity and hope.
1. Seek advice and work collaboratively with Indigenous partners to deepen relationships and further reconciliation.
2. Fulfill our commitments to Indigenous and racialized persons under the Thunder Bay Anti-Racism and Inclusion Accord.
3. Collaborate with other institutions and partners in our city to articulate a shared vision.
4. Provide opportunities for residents to express their civic pride.
5. Further our commitments to sustainability and climate adaptation.
Serve
Advance service excellence through a citizen focus and best use of technology.
1: Conduct an independent review of the programs and services the City provides, how it provides them, and recommendations for what to maintain, change, reduce or enhance and propose changes to improve service.
2: Support the review through a public engagement plan that engages stakeholders and considers the service needs of residents and customers along the spectrum from youth to older adults.
3: Review points of contact with customers to identify better ways of serving the public that are inclusive and easy to use.
4: Develop an open data platform to make it easier for interested users to engage with City data and create opportunities for engagement.
Grow
Focus on city building and social infrastructure to strengthen our economy, lifestyle and well being.
1. Support and work with the Thunder Bay Community Economic Development Commission in the execution of its 2019-2022 Strategic Action Plan and immigration pilot. Advocate to provincial, federal and industry leaders on economic opportunities and key priorities including retention of manufacturing jobs.
2. Create a new community safety and well-being plan including a neighbourhood strategy to build capacity and support improvements led at the neighbourhood level.
3. Develop key City infrastructure that builds capacity such as a new multi-use indoor sports facility, the first phase of the Waterfront Trail and a long-term plan for the replacement of Fort William Gardens.
4. Support construction and opening of a new Thunder Bay Art Gallery to further the ongoing development of a vibrant cultural scene on the waterfront, with a strong economic base.
5. Work with the business community to develop and implement a zoning by-law and policies and procedures that facilitate business growth through increased ease of doing business.
Renew
Focus on essential infrastructure, revitalize our cores and enhance our Image Routes.
1. Develop the asset management plan to reflect sustainability goals and make it available in plain language.
2. Revitalize the downtown cores in partnership with stakeholders, with a special focus on strategic investments such as addressing the future of Victoriaville and initiatives that further community safety and well being.
3. Rehabilitate Boulevard Lake Dam.
4. Focus our beautification efforts to make significant progress on implementing the Image Route Plan.
5. Promote, both inside and outside Thunder Bay, our many attractions, parks, facilities, services and innovative product development to encourage use.
STRATEGIC PLANNING CONTEXT
The City of Thunder Bay is also guided by many other plans and policies including:
ECONOMY
City of Thunder Bay Official Plan
Community Partnership Policy
Comprehensive Zoning By-Law
Long-Term Tax Strategy
Mining Readiness Strategy
Renew Thunder Bay Strategic Infrastructure Plan
Synergy North Strategic Plan
tbaytel Strategic Plan
Thunder Bay Event Centre
Tourism Marketing Product Development Plans
LIFESTYLE
Accessibility Plan
Age Friendly City Services Action Plan
Food Charter
Healthy Canteen Menus
Immigration Portal
Indigenous Liaison Action Plan
Inspire Thunder Bay Culture Plan
Overcoming Racism and Discrimination: A Plan for Action
Parks Planning
Poverty Reduction Strategy
Recreation and Facilities Master Plan
respect. Initiative
Senior Charter
Strategic Master Fire Plan (In Development)
Superior North EMS Strategic Plan (In Development)
Thunder Bay Drug Strategy
Thunder Bay and Area Food Strategy
Transit Master Plan
Transit Route Optimization Plan (In Development)
ENVIRONMENT
Active Transportation Plan
Clean Green and Beautiful Policy
Climate Adaptation Strategy
Corporate Energy Management Plan
EarthCare Sustainability Plan
Solid Waste Management Strategy
Stormwater Master Plan
Tax Sale Vesting Policy
Transportation Master Plan
Transportation Demand Management Plan
Urban Design and Image Route Guidelines
Urban Forest Management Plan
GOVERNANCE
Asset Management Plan
Long-Term Financial Plan
Multi-Year Corporate Review Process
Public Engagement Framework
Solid Waste Financial Plan
Wastewater System Financial Plan
Water Authority Financial Plan
Key Indicators
- Assessment growth
- Building construction value & permits
- Completion of projects
- Quality of life rating
- Satisfaction with services
- Sense of belonging
- Sense of safety rating
- Value for tax dollars rating
City Council
Mayor Bill Mauro
Councillors
Albert Aiello, McIntyre Ward
Mark Bentz, At Large
Shelby Ch’ng, Northwood Ward
Andrew Foulds, Current River Ward
Cody Fraser, Neebing Ward
Trevor Giertuga, At Large
Brian Hamilton, McKellar Ward
Rebecca Johnson, At Large
Brian McKinnon, Red River Ward
Kristen Oliver, Westfort Ward
Aldo Ruberto, At Large
Peng You, At Large
Executive Management Team
Norm Gale, City Manager
Linda Evans, General Manager, Corporate Services & Long-Term Care/Treasurer
Kerri Marshall, General Manager, Infrastructure & Operations
Kelly Robertson, General Manager, Community Services
Karen Lewis, General Manager, Development & Emergency Services
Cynthia Olsen, Acting Director, Corporate Strategic Services
Karie Ortgiese, Director, Human Resources & Corporate Safety
Contact Us
Connect
