This part II will identify the importance of a stronger link between decisions made at the municipal level and the impact of these decisions within the context of a community strategic plan. In the first article (April 14, 2000) I discussed some major trends that started in the 1980s and continue to influence our economy today. These trends, and the negative impact they were having on the regional economy, prompted many local groups and organizations to undertake a number of studies in order to understand the underlying causes and develop a plan to deal with them effectively.

In the early 1990s Thunder Bay Ventures, a local economic development corporation, commissioned a study called "Northern Ontario’s Economy in Transition" by Drs. W.B. Jankowski and B. Moazzami, economics experts at Lakehead University. A more comprehensive report "Northern Ontario at the Crossroads, New Challenges and Realities" was also published in 1996. These studies clearly identified the challenges and provided some direction for the future.

At the municipal level, "Let’s Talk Thunder Bay" was launched in 1994 at a cost of $110,000, and in 1995 by a split decision of Council (7-6 vote) a $250,000 broad-based community development plan was approved. Those who opposed it argued that while it was clear that a strategic plan for the future of our community was needed, it should be in the form of a corporate plan (i.e. no more studies, rather an action oriented plan driven by City Hall).

An action plan would have outlined the steps necessary to guide the Corporation of the City of Thunder Bay forward with strategic decision-making capabilities, and to find the common ground with other major groups and organizations in the city. What was needed then was strong municipal leadership to apply the knowledge gained through these studies, not more consultations.

It has taken five years, but on January 2000, and in partnership with the major organizations and groups in the community, an implementation document called "Fast Forward" was produced by the City. Additionally, a recently initiated internal consultative process with its employees called "Vision and Values" is the closest the City has come to developing a corporate plan. 

If properly implemented, these plans will serve the City and region well in the coming years. Unfortunately, the action needed during this period to effectively deal with the downturn in the regional economy was slow in materializing. If Thunder Bay is to assume a regional role, a more focused approach and a faster response will be needed.

While this plan has the full support of the various groups and organizations, 60 to 70 percent of decisions that affect the future of Thunder Bay and region are made at City Hall. The effective implementation of the strategic plan cannot take place without a better understanding of the implication of decisions made at the top and their long-term impact on the community. For example, the deferrals of road maintenance for short-term savings in the past, will cost the City $7 million per year over the next 10 years (total of $70 millions), just to bring the roads up to provincial standards.

Recent investments in mining and paper industries, hospital, casino, waterfront, and other capital projects across the city and region will ensure that new jobs and wealth are created. However, a unified vision by municipal decision-makers would have ensured that such investments (at least those within the control of the city) would have occurred much sooner.

For example, the cost of purchasing the Pool 6 elevator and the adjacent CN lands could have been one quarter of what was finally paid, had there been enough foresight to work out a deal with the previous owner instead of forcing legal action. It did not help matters to publicly criticize the new rightful owner for not wanting to sell it back to the City. This transaction was an expensive lesson in decision-making for the City and its taxpayers.

While I fully support the waterfront development, it would appear that these sorts of decisions call into question the over reliance on, and the role of committees and consultants. It is not that there isn’t a role for them to play, it is how the information is used that makes the difference in the final analysis.

Among other things, a substantial portion of the waterfront investment is based on the casino’s potential to attract tourists from the Asian and US Midwestern markets. However, the out-of-town waterfront consultants who were paid close to $250,000 for their study, failed to mention the casino and its potential to attract investors, in their findings and recommendations. This type of oversight could threaten the growth of the City by sending it in the wrong direction.

Finally, our history shows that sound planning is essential to a sound future. Without an understanding of how things fit together, our decisions could be reactive as opposed to proactive. This includes ensuring appropriate municipal representation in planning sessions if the stamp of approval by council for this long-awaited strategic plan is to translate into direct action and a prosperous future for Thunder Bay. Dwight Eisenhower said it best "In preparing for a battle I have always found that plans are useless, but planning is essential."