Strategic Vision – Detailed


An inclusive, prosperous, vibrant community through culture, diversity, and innovation.


To work with the community to create a safe and welcoming CBRM that fosters wellbeing and inclusive prosperity.


Inclusion. Innovation. Community Pride. Collaboration. Accountability.

Priority Areas

  • 1. Economic Development

    • 1.1 – Modernize the CBRM Planning Strategy (CBRM Forward).
      • Refer to regular milestones as outlined in the planning strategy.

      • After implementation, review level of bylaw amendments Council is receiving.

      • Track number of complaints.

    • 1.2 – Refresh branding & website (along with wayfinding/signage).
      • Within one year (March 2022), have a new refreshed, accessible website.

      • Include public in consultation of a renewed brand.

      • Measure continuity in use of branding and implement clear criteria around usage.

    • 1.3 – Develop a new CBRM Economic Development Strategy.
      • Work with the Cape Breton Partnership through the CBRM REN to begin the implementation of the CBRM Economic Development Strategy.

  • 2. CBRM Charter

    • 2.1 – Build relationship with Municipal Affairs about the CBRM Charter.
      • Completion of the preliminary meetings.

      • Define next steps determined for the working relationship between the Province and CBRM on the Charter.

    • 2.2 – Define what CBRM wants to accomplish through the Charter.
      • Conduct best practice research globally to determine the contents and implementation of a Municipal Charter.

      • Complete a historical review of issues with Municipal Government Act.

      • Begin drafting legislation to accomplish the ultimate vision of Mayor and Council.

    • 2.3 – Re-engage Charter Committee.
      • Set parameters and expectations for Charter Committee, and create terms of reference.

      • Create a schedule of meetings and actions that are reported back on.

  • 3. Development of Harbours

    • 3.1 – Ongoing communications with Develop Nova Scotia.
      • Community Development Coordinator, with assistance from the CBRM REN, will work as a liaison between harbour communities and Develop Nova Scotia to identify opportunities and leverage Municipal resources.

    • 3.2 – Ongoing and open communication with Port of Sydney Development Corporation.
      • Quarterly communications between CBRM Corporate and Port of Sydney Development Corporation.

    • 3.3 – Stronger marketing and communications.
      • Work with CBRM REN to develop marketing and communications for commercialization, development, and enhancing experiences for harbours within the next year (March 2022).

    • 3.4 – Engage Membertou and Eskasoni in their role in harbour development.
      • Increased engagement with Indigenous partners that interact with CBRM harbours.

    • 3.5 – Transport infrastructure: Rail development & twinned highway.
      • Continue regular communications with Provincial and private sector stakeholders on improving rail and highway access.

  • 4. Population Growth & Inclusivity

    • 4.1 – Work closely with CBRM REN to maximize use of all Federal and Provincial immigration pathways, increase retention, and participate in Municipal Nominee Program.
      • CBRM REN will notify CBRM when Municipal Nominee Program criteria is released by IRCC. If eligible, CBRM REN will support CBRM in applying to participate in the program and explain the process after policy review.

      • Increase retention by engaging newcomers and recent immigrants in community events and political life.

    • 4.2 – Review hiring policies to accommodate participation in the various Provincial and Federal immigration programs as well as foreign worker recruitment when needed.
      • Work with the CBRM REN’s Labour Market Development & Immigration Officer in reviewing current hiring practices, talent pipeline and expected shortages to address them efficiently.

    • 4.3 – Continued and increased long-term partnerships with CBRM’s educational institutions.
      • Partner with educational institutions (private & public), the Connector Program, Settlement Providers, and other relevant stakeholders in creating events and initiatives to retain graduates to the CBRM and support their labour market entry.

    • 4.4 – Focus on promoting services and amenities we currently have and strengthening services and amenities with a focus on the attraction and retention of residents.
      • See Economic Development point: refresh branding and website along with wayfinding/signage.

      • Align CBRM Communication efforts with CBRM REN communication efforts, campaigns, and assets like, to promote current services and amenities in the CBRM.

      • Strengthen and grow transit and e-services.

    • 4.5 – Support a campaign to try to bring back Cape Bretoners.
      • Work with the Cape Breton Partnership to create a long-term attraction and repatriation campaign that promotes current resources and services available for starting a business, finding employment, buying property, and settling in the CBRM.

    • 4.6 – Implement a workforce-based strategy on diversification at the CBRM, with appropriate training and creation of opportunities to increase representation at the organization.
      • CBRM HR department, in collaboration with the CBRM REN, will develop a workforce-based strategy, and measure and report on its effectiveness.

  • 5. Diversified Revenue Sources

    • 5.1 – Strengthen partnerships with different levels of government, access new funds.
      • Administrative quarterly meetings with Minister of Municipal Affairs and Federal MPs.

    • 5.2 – Investigate the feasibility to develop new sources of revenue related to waste disposal (e.g. medical waste disposal systems; international waste disposal; port-related waste; bio-solids; and waste-to-energy processes).
      • Engage consultants and outsides experts to determine feasibility.

      • Consult with Municipal colleagues across Nova Scotia for best practices in this regard.

    • 5.3 – Administer a Municipal/home lotto approach to fund non-profits and community groups.
      • Determine legal questions and logistics.

      • Consider the use of an arms-length, separate entity (with separate board).

      • Consult public interest (support or not).

    • 5.4 – Analyze fee for services that we are providing but not currently collecting and begin to collect.
      • Jurisdictional scan of other Municipalities.

      • Task Directors to look at their departments to determine if new fees need to be implemented.

      • Budget 2022 for implementation of new fees-for-service.

    • 5.5 – Conduct a review and comparison of services versus cost recovery.
      • Within the next year (March 2022), have a completed review of fees and bring to Council.