District Inventory Analysis & Development Plan

The collection of data for the analysis of the Pembina Manitou, South Central and South West Planning Districts was a collaborative process, involving members of the Provincial and Federal Governments, local municipalities and the Research Branch of the University of Manitoba. The information was analyzed by the planning team and presented to the local council boards and community members to help jump start discussion on the important issues of the various communities. In each District, two advisory committees were formed, one which examined local economic issues and the other which studied the effects of livestock operations.  The process generated opinions and reflected the sentiments of a wide range of individuals, giving them the opportunity to actively participate in the planning of their Districts. This process was further strengthened by an Open House, summarizing the efforts of the advisory group meetings, while encouraging the wider community to gather and offer their opinions on the planning initiative. The resulting visions provide a strong basis for the Planning Districts to begin development and policy plans that will reflect the work and the beliefs of the community.
 

Brandon Assiniboine River Corridor Master Plan 1994-2000

The Brandon Assiniboine River Corridor Master Plan process, was a community-based initiative, which combined the technical skills of Lombard North Group’s planners and landscape architects with the “felt needs” of the residents of Brandon. The result represented a unique ecological approach to master planning. Our consultation model was embraced by the community and enabled the full interplay of research facts with the interests of stakeholders. The result was a body of work and direction for river corridor revitalization, of which we are particularly proud. The Master Plan responded to the challenge of competing interests by striking a balance between development, community access, recreational enjoyment and protection of natural river corridors and habitats. The plan was successful in attracting funding from senior governments and private sector. Lombard North, on behalf of the City, completed the design and management of the 5-year implementation strategy.
 

Town of Churchill Sustainable Development Strategy 1997-1998  

Churchill is known as one of Canada’s world-class ecological destinations. Yet, as a community, it has struggled to sustain its’ financial viability and to assume the responsibilities of environmental stewardship, as it promotes both sustainable tourism and community development. The particular challenge for the Churchill Strategy, was to develop a citizen consultative process, which could be responsive to the cultural perspectives of the indigenous peoples and create a shared vision for the future of the Town that could harness the energy and skills of private enterprise and the community’s entrepreneurs. The resulting community vision, implementation initiatives, development alliances and financial program set forth an achievable solution, transforming the community’s image, into one displaying greater harmony and sensitivity to the arctic environment.
 

Selkirk Waterfront Redevelopment Strategy 1998-2001 (Planning & Landscape Architecture)

Transport Canada’s New Ports Policy, adopted in 1996, represented a full-scale overhaul of the marine transportation system in Canada. More particularly, it meant the divestiture of the Selkirk Wharf to local interests. The City of Selkirk viewed the Wharf as potentially the key to the City’s downtown revitalization. Lombard North Group was retained to develop a downtown waterfront renewal strategy, with attendant business plan. Imperative in the process, was the need to engage the community in the planning, priority setting and budgeting decisions. The objective of the consultative process, managed by Lombard North Group, was twofold:

• To ensure the Plan reflected community needs; and
• To confirm the community's willingness to support the project through a special tax levy

Selkirk has proceeded to adopt the Strategy and approved, with the unanimous support of the business community, a special business levy, to raise Selkirk’s share of tri-party implementation program. Lombard North is providing the detailed design and management of project implementation.
 

Asessippi Provincial Park Master Plan 1999 

The Shellmouth Reservoir area was created in 1969, to serve primarily as a flood control and water storage impoundment. The immediate function of the Reservoir was to provide water control services for the cities of Brandon and Portage la Prairie. Since 1969, Asessippi has evolved into the public facility it is today, hosting popular recreational attractions and important regional ecological and historical features. The purpose of the Strategy, was to consider current and projected market conditions; assess existing Park facilities and programming; identify strengths and weaknesses of the Park “experience”; determine the financial viability of potential development opportunities and recommend support initiatives required from government and local interests groups. 

The stakeholder consultative process devised by Lombard North Group, resulted in creating a new awareness among the regional interests involved with the Park. Our consultative process harnessed the energies of the region, to address the Park’s main challenge - how to co-ordinate efforts so they are mutually supportive and can build towards economically sustainable development! Discovering how things fit together, required each party to come to terms with who is best suited to lead various initiatives, under the public/private partnership projects selected.
 

Westman Heritage Strategy 1999 

Lombard North Group guided the preparation of the Westman Heritage Strategy. This was the first bottom-up regional heritage initiative ever undertaken in Manitoba. It was led by the City of Brandon and embraced the values of heritage tourism and the City’s desire to structure within the region, a collaborative approach to market a rich mosaic of sites, housing over 200 cultural and heritage experiences. 

The heritage model, developed with the collaboration of over 60 heritage organizations, represents a new way of doing things. The Strategy provided a framework, for heritage organizations and government, to take action. It asked the region’s communities and businesses to consider the benefits of heritage partnerships and to commit to the process of establishing objectives and sharing responsibility for implementation. 

Upon implementation, the Westman Heritage Strategy was termed as an “important ground breaking initiative,” by Canada and Manitoba, in the establishment of a framework for regional collaboration in the conservation, development, integration, education, packaging and marketing Manitoba’s unique heritage experiences.