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2015-2035 Strategic Plan

Our 20-year vision for Peel is 'Community for Life.'

Community for Life is a place where everyone enjoys a sense of belonging and has access to the services and opportunities they need to thrive throughout each stage of their lives.

Community for Life came from citizen feedback, and reflects their priorities and hopes for life in Peel. Our 2015-2035 Strategic Plan outlines the work we're focused on to bring their vision to life.

The Strategic Plan has a 20-year outlook and will be fulfilled in stages. This allows us to plan across multiple Terms of Council and take on bigger challenges than ever before

Vision and Mission

Vision:

Community for life

Mission:

Working with You to create a healthy,
safe and connected community

Areas of Focus

Living

People's lives are improved in their time of need

Thriving

Communities are integrated, safe and complete

Leading

Government is future-oriented and accountable

View the Strategic Plan at-a-glance (PDF, 1.2MB)

We'll build on Community for Life by focusing on progress in the areas of Living, Thriving and Leading.

Living

Area of Focus

People's lives are improved in their time of need

View the Living Progress Dashboard

Term of Council Priorities

In this Term of Council, we will:

  • Reduce poverty
  • Increase affordable housing
  • Increase stable employment

20-year Outcomes

In 2035, I will have...

  • affordable housing options
  • access to employment opportunities of my choice
  • access to culturally appropriate services
  • access to local, nutritious food sources
  • a responsibility to contribute to community well-being
  • access to services that meet my needs at all stages of life

Thriving

Area of Focus

Communities are integrated, safe and complete

View the Thriving Progress Dashboard

Term of Council Priorities

In this Term of Council, we will:

  • Adapt to and mitigate the effects of climate change
  • Increase waste diversion
  • Improve goods movement
  • Plan and manage growth
  • Promote healthy and age-friendly built environments

20-year Outcomes

In 2035, I will live in a community...

  • that is environmentally friendly
  • that promotes mobility, walkability and various modes of transportation
  • that embraces diversity and inclusion
  • that promotes economic sustainability and future investments in Peel
  • where growth is well managed
  • where the built environment promotes healthy living

Leading

Area of Focus

Government is future-oriented and accountable

View the Leading Progress Dashboard

Term of Council Priorities

In this Term of Council, we will:

  • Create a modernized workplace
  • Attract and retain top talent
  • Modernize service delivery

20-year Outcomes

In 2035, I trust that...

  • sustainability and long-term benefits to future generations are considered
  • the Region of Peel is a model and progressive employer
  • co-ordination and partnerships occur
  • a systematic approach to innovation is in place
  • the community voice and participation is welcome
  • the Region of Peel is a well managed government

View our 2016 progress in the Community for Life Annual Report (PDF, 5MB).

For more information, email the Corporate Strategy Office.

Other information

Regional Chair Frank Dale (left) and CAO David Szwarc (right)

We are very pleased to share the Region of Peel's very first Community for Life Annual Report (PDF, 5MB). It combines annual financial reporting with new metrics that track our progress to achieve the outcomes in our new 20–year Strategic Plan.

The 2015–2035 Strategic Plan was developed under Council's guidance and was based on community insights and priorities. You will see, through this Report, how we are taking steps to achieve the vision set out in our Strategic Plan and addressing the needs of a growing, diverse, and dynamic community.

As we embark on the journey to achieve our vision, we do so with an organizational commitment to find and create new opportunities to work with you, our residents, businesses, and community partners, to create the best possible outcomes for our community.

The Region of Peel recognizes that forming innovative collaborative partnerships with residents, businesses, and other governments is essential to solving today's complex problems. To reflect this commitment, you'll notice that we've recently changed our tagline and logo from "Working for you" to "Working with you".

We hope you find this Report informative and encourage you to follow our future progress through the online dashboard that can be found at peelregion.ca/strategicplan.

Sincerely,

Frank Dale
Regional Chair
@Dale4Peel

David Szwarc
Chief Administrative Officer
@CaoPeel

Chief Financial Officer Stephen VanOfwegen

This year's annual report is much different than our previous reports – and we're proud of it.

Our inaugural Community for Life Annual Report (PDF, 5MB) combines the financial information our readers value with compelling examples of the Region's 20–year Strategic Plan in action.

By 2041, it is estimated that Peel Region will grow by 500,000 residents, total jobs will reach 965,000 and for the first time the senior citizen population will outnumber children.

To help us meet these and many other dynamic pressures, we are focused on measuring the outcomes – the return on impact – that we are achieving through the services, programs and infrastructure projects we provide across Peel Region. You will find highlights of these outcomes throughout this year's report.

We are also committed to following a long–term financial planning strategy, ensuring funding decisions made today are affordable in the future. A few notable highlights of this strategy include:

  • In 2016, the Region received a Triple A credit rating, a rating which we held for 21 consecutive years.
  • The Region earned a value for tax dollars rating of "very good" or "fairly good" from 75% of citizens surveyed through our 2016 Resident Trust and Confidence Survey.
  • The Region maintains $23 billion of infrastructure in a state of good repair.
  • Between 2013 and 2016, the Region's net tax levy increases averaged 1.65%, in line with the Consumer Price Index.

Through the Community for Life Annual Report, we are committed to demonstrating the value that we deliver as well as highlighting areas of improvement.

I hope you enjoy the Report – it provides you the strategic path the Region is taking to build Community for Life in Peel.

Sincerely,

Stephen VanOfwegen
Chief Financial Officer
@PeelCFO

Peel Today

Peel is the second–largest municipality in the Greater Toronto Area (GTA) and growing steadily. It encompasses a mixed landscape of bustling urban centres, charming villages, and rural lands. Our geography is as diverse as our population. Portions of the Oak Ridges Moraine, the Niagara Escarpment, the Etobicoke Creek, and the Lake Ontario waterfront are contained within our borders.

Breakdown of Peel's Population1

  • Brampton: 618,000
  • Caledon: 69,000
  • Mississauga: 751,000

We are diverse: Peel has the largest proportion of immigrants in all of the GTA. 50% of our population was born outside of Canada.

Peel's Population by Birthplace2

  • Canada: 49%
  • Asia: 28%
  • Europe: 11%
  • Americas: 8%
  • Africa: 3%

We are educated:3 The portion of people in Peel with post–secondary education is higher than in Ontario and Canada as a whole.

Level of Education

  • High school diploma or certificate: 83%
  • Post–secondary education: 56%

We are industrious: Peel Region is a significant freight hub for Canada.5 An estimated $1.8 billion5 worth of commodities travel to, from and through Peel every day, making Goods Movement a pillar of the regional economy.

We are on the move: Our transportation network is one of the most travelled in the world. Five major highways, several international railroads, and the Toronto Pearson Airport exist within our borders. 60% of Peel residents over the age of 15 use our roads to commute to work – and 83% of them rely on personal vehicles to get there.6

People who Commute to Work6

  • Drive alone: 68%
  • Car–pool: 15%
  • Use transit: 13.5%
  • Bike, walk or use other means: 3.5%

Length of Commute (one way)6

  • 30 minutes or less: 50%
  • 31–59 minutes: 37%
  • 60 minutes or more: 13%

We are a young population: The average age of our residents is 38.3 years – the youngest average in all of the GTA. Children (ages 0–14) make up 18.3% of our population – the second highest ratio in the GTA.7

We are growing: Peel has blossomed from a Region of of 381,712 in 1976 to 1.44 million people today.8 Currently, about 10% of all Ontarians live within our borders.

Peel's Population by Year

Year Milestone
1974 Region of Peel is founded
1976 381,712
1986 615,469
1996 878,827
2006 1.21 million
2016 1.44 million

Peel Tomorrow

Peel will continue to grow and thrive. Over the next few decades, Peel is forecasted to become home to more than half a million additional people. Our communities will also create hundreds of thousands of new jobs, and experience demographic shifts.

We will continue to grow:9 Peel's high quality communities attract people from all over the world. 47 new people move to Peel every day. In the five year period between 2016–2021, our population is forecasted to grow by 110,000 residents – more than the entire population of Thunder Bay.

Peel's Total Population (M = millions, rounded to the nearest 100,000)

  • Today: 1.44M
  • In 25 years: 2M
  • Increase: 39%

We will create new jobs:10 Peel will continue to attract industry, professionals, and new talent. Businesses within the Region are projected to provide more than 970,000 jobs by 2041.

Jobs in Peel (K = thousands of jobs)

  • Today: 700K
  • In 25 years: 970K
  • Increase: 38%

We will have a large and dynamic senior population: Our population of people aged 65 and over is expected to increase 134% by 2041. At that time, one in every five residents will be a senior citizen. In less than a decade, people aged 65 and over will outnumber children (aged 0–14) for the first time in history.

Peel's Senior Population (K = thousands)

  • Today:177K11
  • By 2041:415K12
  • Increase: 134%

References

1 Statistics Canada, Census, 2016 (with undercount)

2 Statistics Canada, National Household Survey. 2011. 1% non–permanent resident.

3 Statistics Canada, National Household Survey, 2011

4 Labour Market Survey, Statistics Canada, 2016

5 Ministry of Transportation, Commercial Vehicle Survey, 2015

6 Region of Peel's Peel as a Village, based on Statistics Canada 2011 Census and National Household Survey (NHS) data

7 Statistics Canada, Census, 2016

8 Statistics Canada, Census, 1976 – 2016 (with undercount)

9 Statistics Canada, Census (2006 – 2016); Growth Plan for the Greater Golden Horseshoe, 2013 (Amendment 2)

10 Statistics Canada; Hemson; Growth Plan for Greater Golden Horseshoe, 2013

11 Statistics Canada, Census, 2016

12 Statistics Canada 2001 & 2011 Census, Hemson Consultants (Amendment 2 Forecasts)

The best strategy to rise to the challenges of the future is to build engaged communities capable of working together to identify innovative solutions.

That's why it's so important that this Strategic Plan, which guides our work for the next two decades, reflects the will of the people of Peel. To get those insights, we developed new ways of reaching out to the community. We used technology, creative exhibits and social media to make giving feedback easy, accessible and fun. Through that effort, we attracted a larger stakeholder group and brought more diverse voices into the discussion than ever before.

This Strategic Plan emerges directly from that community feedback. It is, in essence, our community’s vision, reflecting their collective priorities, needs and hopes for life in Peel in 2035.

Regional booths were set up at community events to find out what matters most to the people of Peel.

Young Peel citizens share what they want "More or Less" of in the community.

What the Community Told Us

Community feedback video

Council's and Community's Top of Mind Issues

  1. Traffic Congestion
  2. Managing the Region's growth
  3. Opportunities to both live and work in Peel
  4. Link transportation and access networks
  5. Attracting and retaining businesses
  6. Health programs that cover our life span from infancy to old age
  7. Employment and entrepreneurship
  8. Active lifestyles and habits
  9. Mental health and its impacts
  10. Community safety and crime prevention

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