CLARE STANDS FOR

 
PRESERVATION
 
  • Making more information available to the public and property owners on the heritage designation process

  • Including a fully qualified Heritage Planner, or equivalent consulting expertise, on Town Staff at all times

  • Approval of a strong and up to date Official Plan

  • Approval and enforcement of a Tree By-law for Old Town that includes consideration of private property rights

  • If community members wish, expanding the number of designated Heritage Districts in NOTL

  • Completion of accurate and comprehensive irrigation mapping across the entire municipality

  • Enhanced economic development services for local businesses

  • Financial, tax and any other available incentives to increase the economic viability of farming and agribusiness

  • Acknowledging the vital role of agriculture in Niagara-on-the-Lake’s history, community and economy

GROWTH
 
  • Development and approval of secondary plans for Old Town, Virgil, St. David’s, Queenston and Glendale

  • Enhanced opportunities for public engagement during the development application submission and review process

  • Support for economic development and transportation opportunities at the Niagara District Airport

  • Beautiful, community-friendly and thoughtful urban design 

  • Innovative solutions to address parking and traffic volumes

  • Increasing the number of metered parking spaces 

  • Decreasing the cost and increasing the duration of free parking passes for local residents

  • Designating a Park and Go area close to the QEW with shuttle service to local landmarks and areas of interest

  • Expanding the availability of NOTL Transit

  • Enhancement of economic development services for locally owned and operated businesses

 
 
SMART INVESTMENTS
  • Increasing visitor parking revenues, and directing funds to services that can be enjoyed by all residents of Niagara-on-the-Lake

  • Reducing the Niagara Region tax burden on local residents, shifting from property value based taxation to a per capita model

  • Enhancement of the visitor information experience 

  • Creation of a single integrated community events calendar 

  • Strengthening local volunteer networks, sharing skills and knowledge

  • Retaining financial management and advisory expertise to guide long-term growth in the Town’s financial portfolio, including reserve funds

  • Developing innovative methods of revenue generation in order to offset reliance on property taxes

  • Working closely with the hospitality, tourism and wine industries to achieve an appropriate visitor fee structure

  • Investing in technology solutions and process improvements to reduce red tape and improve the efficiency of municipal processes

  • Supporting a strong Asset Management Plan for effective long-term management of the Town’s critical assets and infrastructure

COLLABORATION
 
  • With St. Catharines–Niagara-on-the-Lake School Board Trustees to advocate for the education needs of NOTL residents and families

  • With the sitting MPP for Niagara Falls riding to effectively represent the health care and child care requirements of our community

  • With the MP for Niagara Falls riding to ensure that the interests of Niagara-on-the-Lake are represented at the federal level

  • With our Niagara-on-the-Lake Regional Councillor to effectively represent the concerns of NOTL residents regarding Regional taxation, infrastructure and quality of services i.e. Policing

  • With fellow Town councillors to build positive and constructive working relationships

  • With members of our local business and agricultural communities

  • With private sector partners who may be willing to invest in major capital projects

  • With community organizations to support cost-efficient recreational programming for residents of all ages

  • With residents from all of the communities in Niagara-on-the-Lake

 
LONG-TERM THINKING
 
  • Applying the basic principles of strategic planning to public decision-making

  • Establishing an Open Data program at the Town

  • Increasing the quantity of data collected and used by the Town to analyze and plan effective service delivery 

  • Utilizing connected technology to collect data from new sources, such as parking spot occupancy and traffic volume sensors

  • Participation in Infrastructure Canada's Smart Cities Challenge

  • Sharing more data on Town operations and service performance with the public

 
Need more details? 

Contact Clare by phone, email or social media.

© 2020 Clare Cameron

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