The Town of Vermilion has mapped out its priorities for the next four years — and the focus is clear: build a strong community, support local business and plan smart for the future.

Council’s 2026–2030 Strategic Plan lays out the direction that will guide decisions at the council table, from infrastructure spending to recreation investment and economic development.

At its core is a simple vision:

“An engaged, neighbourly community, where residents feel proud and needs are met locally.”

That sentence drives everything else in the document.

Four Big Priorities

The plan is built around four main areas: Community, Infrastructure, Economy and Relationships.

Community: Livability Comes First

Council wants to make sure Vermilion remains a place where people want to live.

That includes:

• Encouraging more diverse housing options

• Investing in recreation spaces and amenities

• Strengthening emergency preparedness as the town grows and changes

The goal is to support active, connected residents while making sure protective services keep pace with growth.

Infrastructure: Plan Now, Not Later

A big part of the plan focuses on being financially prepared for future infrastructure needs.

Council is committing to:

• Proactive asset planning

• Aligning long-term finances with infrastructure strategy

• Ensuring cost recovery reflects actual facility use

In plain terms — make smart decisions now so taxpayers are not surprised later.

Economy: Keep Business Strong

Economic development remains a priority, especially business retention.

The Town plans to:

• Support existing businesses

• Use data to guide growth decisions

• Work regionally on shared economic goals

• Strengthen visitor attraction by partnering with event organizers

The emphasis is on creating the right conditions for businesses to succeed — not just attracting new ones, but keeping current ones healthy.

Relationships: Work Together

The final pillar may be the most practical: relationships.

Council wants stronger two-way engagement with residents and businesses, better collaboration with community groups and Lakeland College and continued regional cooperation with neighbouring municipalities.

The tone of the plan suggests a council focused on collaboration rather than going it alone.

A Guiding Document — Not a Project List

The Strategic Plan does not spell out specific builds or budget lines. Instead, it sets the lens council will use when making decisions between now and 2030.

It is less about headlines and more about direction.

For Vermilion, that direction appears to be steady growth, realistic planning and protecting the community feel that residents value.