Brockville

The agenda for the Council Meeting included several key actions. Discussions covered appointments to various Boards and Committees, including the Downtown Brockville BIA, Planning and Development Committee, and Brockville Municipal Accessibility Advisory Committee, necessitating the enactment of a new by-law. Staff reports addressed the purchase of Bulk Aluminum Sulphate from SODROX Chemicals Limited for the Wastewater Pollution Control Centre, requiring Council approval due to receiving only two bids. The Planning and Development Committee agenda focused on proposed amendments to Zoning By-law 050-2014 for 224 King Street East to add a Business and Professional Office as a permitted use. The agenda also included receiving the 2025 Budget - Operating and Community Partners report for information, and introducing multiple by-laws for first, second, and third readings, including those related to zoning amendments, transfer payment agreements for Next Generation 9-1-1, and temporary borrowing.

The Council Meeting included Mayor's Remarks acknowledging department efforts during a recent storm, concerns regarding potential US tariffs affecting the manufacturing sector, and the postponement of the Development Charges Background Study Public Meeting to March 4, 2025. Key discussions involved the announced construction on the William Street overpass scheduled until September, participation in ministerial delegations addressing issues like insurance premiums and WSIB legislation, and the announcement of Brockville hosting one of 18 Homeless and Addiction Treatment Hubs (HART). Staff reports authorized negotiations for expanding 1000 Islands & Seaway Cruises lease, established the 2025 interim and final tax levy due dates, approved a Cash-in-Lieu of Parking Agreement for 36-46 King Street West, and approved services for OSIM Bridge Inspections Phase 2. The 2025 Budget was a primary focus, resulting in the approval of the net operating budget, capital budget, and allocations for mandated and other community partners, following complex amendments primarily concerning firefighter staffing levels and an increase to the tree planting budget. By-laws were read and enacted to enact the interim tax levy and remove holding symbols from the GlenBrock Subdivision. A closed session was held to discuss labour relations or employee negotiations, leading to the ratification of the Collective Agreement with CUPE Local 115.

Brockville Tourism's Destination Business Plan aims to rejuvenate and amplify tourism activities for the city and surrounding regions, leveraging its unique historical, educational, and natural attractions. The plan focuses on three strategic priorities: Marketing and Communication, Destination Development, and Leadership and Accountability. Its objectives include fostering sustainable growth in tourism revenue, increasing visitor numbers, enhancing visitor experience, and cultivating community engagement, ultimately aiming to elevate Brockville as an overnight destination and create memorable experiences while fostering economic growth and a high quality of life for residents.

The official plan for the City of Brockville focuses on managing growth by directing development to existing built-up areas, optimizing infrastructure use, and protecting the natural environment. It aims to create a complete community with diverse housing, employment, and services. Key goals include economic development, environmental sustainability, and community revitalization, with an emphasis on sustainable transportation, climate change mitigation, and housing supply. The plan also addresses the need for a flexible and adaptable economy, revitalization of the downtown area, and an innovative workforce.

The 5-year tourism strategy and action report for the City of Brockville focuses on enhancing its role in the Eastern Ontario tourism economy by leveraging its location, natural and historical assets, and recent investments in waterfront attractions such as the Aquatarium and the Brockville Railway Tunnel. The plan aims to increase visitor numbers and spending by developing a differentiated brand, improving marketing efforts, engaging local residents as tourism ambassadors, and ensuring superior customer service. Key priorities include fostering collaboration among stakeholders, expanding destination boundaries, prioritizing yield over visitor numbers, and enhancing the city's quality of place through tourism.