Chief Administrative Officer at The Pas
Employing Organization
MB
Team
Decision makers at The Pas
Community Safety and Well-Being Coordinator
Economic Development Officer
Mayor
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from Bolanle Adedoyin’s organization
The strategic plan for the Town of The Pas is focused on fostering a progressive, inclusive, and collaborative community. It aims to provide a safe and healthy environment for its residents, complete with opportunities for growth.
The Community Safety and Well-Being Plan for The Town of The Pas is a strategic framework designed to enhance safety and well-being for all residents. It envisions The Pas as a vibrant, safe, and welcoming northern community fostering pride, connection, and support within a united Tri-Community. Key priorities include improving access to housing and addressing homelessness, expanding support for substance use and mental health, strengthening community safety and trust, fostering positive development for children and youth, optimizing services, infrastructure, and development, and promoting a strong sense of belonging while combating discrimination. The plan emphasizes collaborative, long-term, and evidence-based efforts to address local needs and build a resilient community.
Extracted from official board minutes, strategic plans, and video transcripts.
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This document outlines the Town of The Pas' Community Safety and Well-Being (CSWB) Plan, designed to guide local decisions and actions to enhance safety and well-being. The plan envisions a vibrant, safe, and welcoming northern community where pride, connection, and support thrive, fostering opportunity, wellness, and hope for all residents. Key priorities include Housing & Houselessness, Substance Use & Mental Health, Children & Youth, Sense of Belonging, Crime & Safety, and Services, Infrastructure & Development. The plan aims to create sustainable conditions where all residents feel safe, connected, and supported, with access to education, healthcare, housing, income, food, and opportunities for social and cultural participation.
The primary focus of the special meeting was the budget review for 2026. Key discussions revolved around the proposed budget for the winter pool cover project, with a requested budget of $343,245 to facilitate July fabrication and installation. Council members inquired about projected cost savings from reduced heating and chemical use, and the warranty specifics of the cover components. The meeting also covered the financial status of the Wellness Center, noting strong performance in membership fees, including corporate and cluster memberships, and increases in equipment reserves and non-resident fees. Discussions addressed grant revenues, specifically relating to the rollover of capital projects from 2025 into 2026. Expenses were reviewed, noting higher than expected salaries and benefits, offset by lower facility wages. Administrative expenses, which include training, insurance ($65,000 for building and equipment liability), and POS system fees, were also detailed.
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