| Actions | Target Date | Lead | Complete |
| Complete a review of Town-owned buildings to identify current and future needs and costs. | Complete | Community Services | 100% |
| Complete a Roads Master Plan (includes active transportation) to establish future transportation network requirements. | Spring 2027 | Infrastructure Services | 5% |
| Complete Water/Wastewater Servicing Plan to establish a prioritized list of required projects to accommodate growth. | Spring 2027 | Infrastructure Services | 20% |
| Review current capital forecasting and procurement policies/practices to better align infrastructure projects costs to budgeting. | Fall 2026 | Corporate Services | 100% |
Strategic Action Plan 2023-2027 Highlights
As 2026 draws to a close, the Town of Essex is highlighting progress made on several key initiatives outlined in its 2023–2027 Strategic Action Plan.
The plan serves as a roadmap for the municipality, setting priorities, aligning organizational efforts, and helping guide future decision-making. The latest progress report provides an update to Council and the community on the status of projects and actions underway during the current term of Council.
Progress is outlined in four key values:
- Safe and Reliable Infrastructure
- Jobs and Economic Opportunities
- Welcoming and Caring Community
- Responsible and People-Focused Government
Safe and Reliable Infrastructure
1.1 Evidence-based approach to infrastructure projects.
| Actions | Target Date | Lead | Complete |
| Move forward on roads projects already approved by Council, including Maidstone/Talbot intersection improvements and Hanlan extension. | Summer 2027 | Infrastructure Services | 35% |
| Complete a 10-Yr Roads Forecast with a prioritized list of required future roads projects and projected costs. | Complete | Infrastructure Services | 100% |
| Implement a “Rebuilding Essex Roads” dedicated capital levy to fund road rebuilding projects based on the Town’s asset management plan. | Complete | Corporate Services | 100% |
1.3 Optimizing the community benefits from our municipally owned buildings and property.
| Actions | Target Date | Lead | Complete |
| Design a high-level concept plan with estimated costs for the best use of the Harrow High School property. | Complete | Community Services | 100% |
| Develop standard clauses for all property/building lease agreements ensure consistency/fairness with all community partnerships. | Complete | Legal and Legislative Services | 100% |
1.4 Providing reliable water, storm water, and wastewater services.
| Actions | Target Date | Lead | Complete |
| Complete a 5-Yr Capital Forecast for future water, wastewater & storm water projects, including funding model options. | Complete | Infrastructure Services | 100% |
| Review feasibility of extending water/waster water services to McGregor with neighbouring municipality. | Complete | Infrastructure Services | 100% |
Jobs and Economic Opportunities
2.1 Optimizing land to increase employment opportunities.
| Actions | Target Date | Lead | Complete |
| Complete a land review with the objective of optimizing opportunities for future jobs and investment. |
Complete | Development Services |
100% |
| Explore using targeted Community Improvement Plan (CIP) incentives to attract new businesses. |
Complete | Development Services |
100% |
2.2 Foster an environment that attracts and retains businesses and creates jobs.
| Actions | Target Date | Lead | Complete |
| Conduct a review of small business resources to identify grants, services, and programs that could be leveraged to support local small businesses and job creation. | Complete | Development Services |
100% |
| Enhance and promote a public-facing inventory of commercial properties to assist with inquiries from new and expanding businesses. |
Complete | Development Services |
100% |
2.3 Promoting tourism as an economic driver.
| Actions | Target Date | Lead | Complete |
|
Develop a Tourism marketing strategy action plan to promote positioning the Town of Essex as a premier Agritourism Destination in Ontario. Council deferred the 2026 Capital Project to be considered in 2027 Deliberations. |
Future Strategic Plan |
Development Services |
50% |
| Review parking challenges in Colchester Park/Beach to determine short-term & long-term solutions. | Complete | Community Services |
100% |
| Develop a plan to attract sports/athletics tournaments and events. | Complete | Community Services |
100% |
| Revisit discussions with commercial property owners and hotel brands to identify opportunities for accommodation developments in Essex. | Complete | Development Services |
100% |
Welcoming and Caring Community
3.1 Collaborating with community organizations/groups.
| Actions | Target Date | Lead | Complete |
| Review, improve and communicate the Community Partnership Fund to achieve intended results. | Complete | Corporate Services |
100% |
| Create a volunteer registry to support local groups/organizations. | Summer 2026 | Office of the CAO | 60% |
3.2 Protecting our natural environment.
| Actions | Target Date | Lead | Complete |
| Create a page on the Town website sharing the community’s natural features and providing tips for the public to help protect these features. |
Complete | Office of the CAO | 100% |
| Expand and increase promotion of the Town’s Memorial Tree & Bench program to increase number of trees planted. | Complete | Community Services |
100% |
| Develop EV Fleet plan with targets based on best municipal practices. |
Summer 2027 | Infrastructure Services |
50% |
3.3 Expanding opportunities for healthy living and recreation.
| Actions | Target Date | Lead | Complete |
|
Complete the Community Services Master Plan and identify priority recommendations to be considered in annual budgets for the next three years. This Plan will include exploring costs and benefits of offering additional community programs/services/increased maintenance. |
Complete | Community Services |
100% |
| Establish a standard of shade for all Essex parks and identify costs to achieve this standard. | Complete | Community Services |
100% |
| Establish maintenance standards on Town-owned trails. | Complete | Community Services |
100% |
3.4 Contributing to making Essex more affordable.
| Actions | Target Date | Lead | Complete |
| Establish a citizen-based Essex Housing Task Force with a mandate to provide practical recommendations to Council to make living in Essex more affordable. | Complete | Development Services |
100% |
| Establish areas within the Town where higher density housing option are encouraged. |
Complete | Development Services |
100% |
3.5 Managing our growth to maintain our “small town feel”.
| Actions | Target Date | Lead | Complete |
|
Review the Town of Essex Urban Design Guidelines for Downtown Harrow and Essex Centre to ensure it promotes the unique features of our downtowns and residential areas. |
Winter 2027 | Development Services | 50% |
| Identify areas within the Town where the development of mixeduse buildings (commercial/residential) should be encouraged. | Complete | Development Services | 100% |
| Host public open houses to gather valuable information from residents on what “small town feel” means to them. |
Complete | Office of the CAO | 100% |
| Collaborate with local organizations/groups to provide familyfriendly neighbourhoods events. | Complete | Community Services |
100% |
Responsible and People-Focused Government
4.1 Diversifying our revenue sources to reduce reliance on residential taxpayers.
| Actions | Target Date | Lead | Complete |
| Complete an investment strategy to maximize the Town’s investment revenue. |
Complete | Corporate Services | 100% |
| Explore the implementation of a Municipal Accommodation Tax. | Complete | Development Services | 100% |
| Review surplus municipally owned lands for potential sale. | Complete | Legal and Legislative Services |
100% |
| Initiate a sponsorship/naming rights program to provide opportunities to local businesses and drive non-tax revenue. |
Complete | Development Services | 100% |
| Actions | Target Date | Lead | Complete |
| Introduce a digital engagement platform to enhance the public participation in the Town’s budget and ongoing decision-making processes. | Complete | Corporate Services | 100% |
| Introduce creative ways to enhance our communication with our residents. | Complete | Office of the CAO | 100% |
| Host an annual interactive Town Hall event in each community with the involvement of the Mayor, Council and the senior management team. | Complete | Office of the CAO | 100% |
| Establish customer service standards for all Town facilities; provide training where required. | Complete | Office of the CAO | 100% |
4.3 Recognizing excellence among our staff team.
| Actions | Target Date | Lead | Complete |
|
Identify meaningful formal and informal ways of recognizing staff who do good work. |
Complete | Office of the CAO | 100% |
| CAO to facilitate bi-annual Staff Town Hall sessions to providing updates on important projects and recognizing valuable staff contributions. | Complete | Office of the CAO | 100% |
4.4 Promoting workplace flexibility, inclusion and diversity in the workplace.
| Actions | Target Date | Lead | Complete |
| Complete staff capacity / succession planning study to determine human resource requirements over the next few years. | Complete | Office of the CAO | 100% |
| Introduce the first bi-annual employee satisfaction survey; establish benchmarks and performance targets. |
Complete | Office of the CAO | 100% |
| Explore flexible work policies/practices that promote a positive work-life balance while ensuring the continued delivery of high-quality community programs and services. |
Complete | Office of the CAO | 100% |
| Review hiring/promotion practices to remove any barriers to diversity and inclusion. |
Complete | Office of the CAO | 100% |