Strategic plan shows significant progress as Council term nears end in Kawartha Lakes

DARRYL KNIGHT Local Journalism Initiative Reporter for The Standard

KAWARTHA LAKES: With the current term of Council nearing its end, the City of Kawartha Lakes is reporting significant progress on the priorities it set out, nearly three years ago, with 98 percent of its tracked strategic initiatives now either completed or moving forward as planned.

Council received its 2026 mid-year update, on the 2024–2027 Strategic Plan, during its August 25th meeting.

According to the report, the City is now tracking 219 initiatives directed by the current Council. Of those, 133 have been completed, and another 81 are considered on track, leaving just five initiatives which have not yet started or have been intentionally deferred.

The portfolio has grown since the previous update, in March, when 200 initiatives were being tracked. The increase reflects a “living portfolio,” with initiatives added, combined, re-scoped, or deferred as Council direction and operating conditions change.

Despite the changing number of initiatives, the four strategic priorities established by Council remain unchanged: A Healthy Environment, An Exceptional Quality of Life, A Vibrant and Growing Economy, and Good Government.

The update points to progress in several areas which have a direct impact on residents, including: affordable housing, homelessness supports, licensed child care, community paramedicine, online municipal services, environmental initiatives, and corporate modernization.

Among the accomplishments, highlighted from the 2022–2026 Council term, are 76 deeply affordable homes, completed at 25 Hamilton Street and 106 Murray Street. Construction is also underway on another 35 units, at Gull River in Minden, with completion anticipated by the end of 2026 and occupancy expected to begin in early 2027.

The City also expanded emergency shelter and homelessness supports, including the opening of the 12-bed Community Integrated Care Hub, which provides daytime and wraparound services.

Licensed child care capacity increased by 316 spaces, with another 40 potential spaces currently in planning. Community Paramedicine also secured permanent provincial funding.

Environmental work has included: completion of the Active Transportation Master Plan, creation of an Active Transportation Advisory Committee, stronger pollinator and tree protections, the launch of urban curbside organics, and the transition to producer responsibility for recycling.

On the economic development front, the City completed its Growth Management Strategy, consolidated 14 former rural zoning by-laws into a new Rural Zoning By-law, and saw the global appeal of that by-law successfully dismissed.

The City also hosted the 2024 International Plowing Match, introduced a new tourism brand, refreshed its Economic Development Strategy, and completed its Archaeological Management Plan.

Major transportation, bridge, airport, water, and wastewater projects have also continued to advance, while the City's performance against provincial housing targets helped secure approximately $3 million, through two rounds of the Building Faster Fund.

Modernization has been another major focus during the current term.

Online animal licensing and dock permitting was launched in April, followed by online swimming pool, sign, and noise by-law permitting in August. Paperless billing has now reached 2,000 conversions.

The City is also implementing a new CentralSquare property-tax system, with a planned go-live date of March 2027. Other modernization work includes: business-intelligence dashboards, automated financial integrations, upgraded landfill payment terminals, and improvements to drinking-water monitoring and control systems.

Phase 1 of the drinking-water modernization has been completed, while Phase 2 is approximately 75 percent complete.

The integration of Victoria Manor into City operations is another major piece of work now being tracked. A six-initiative work plan has been established for the transition of long-term care services into the City's corporate structure, with new accountability processes and a service delivery contract with Sienna being established.

Looking ahead, staff said, the focus will shift toward completing high-impact projects which are already well into delivery and resolving initiatives which remain dependent on funding, legal decisions, resources, or future governance.

Projects identified for continued attention include: water-system monitoring and controls, road-patrol technology, parks and recreation master plans, the Official Plan review, and priority infrastructure projects.

Five initiatives remain not started or intentionally deferred.

Those initiatives will remain visible until their dependencies are resolved, rather than being removed from the strategic plan.

With a municipal election approaching, the report also recognizes the next Council will have a role in determining the final direction of the 2024–2027 plan.

Following the election, City staff will work with the incoming Council, to confirm priorities for the plan's final year, while beginning preparations for the next four-year strategic planning cycle.

The goal is not simply to count completed initiatives, but to strengthen the connection between municipal projects and the outcomes experienced by residents.

Staff will continue linking strategic initiatives with community indicators, service measures, and dashboard reporting, so Council and the public can track both progress and results.