Mortlach Community Plan

As at November 3, 2008

Developed through the assistance of:

Moose Jaw Regional Economic Development Authority Inc.
 

 Areas of Progress 2003 to 2008:
• Growth from “tourism potential” to “tourism products”
• Proximity to Moose Jaw has gone from being a liability to being an asset with the growth of tourism facilities
• Population has gone from “hoping for stability” to experiencing population growth
• Population of 246 in 2003 has become 350
• New businesses have opened
• Fewer houses are for sale – an issue that has a positive and negative side to it.

Development targets or areas of focus going forward can include:
• Having more kids in town
• Infrastructure
• Affordable housing
• Shopping services
• Kids’ activities
• Gas station
• Population growth
• Expanded tax base
• Tourism facilities
• Jobs
• Safe community
• Retention of the school
• A five year target of growing the population from 350 to about the 500 mark

Community status indicators and issues:
• There are currently 84 kids at the school and it appears the new school board benchmark for keeping a school open is 88
• There are two companies in the process of establishing job generating projects in town over the next couple years
• One resulting issue is affordability of housing that will enable employees to live in Mortlach rather than working in town and commuting from elsewhere
• There are also businesses for sale at present

Potential actions that might address these opportunities and challenges:
• A co-op approach to the community owning businesses that are for sale
• Smoothing out the permitting process
• An economic development position
• A community development position
• Addressing the issue of “second jobs” in and around the community for spouses of employees moving to Mortlach
• Affordable housing through an architecturally controlled modular home subdivision
• Capturing the Mortlach advantage in prices for lots e.g. the cost of a lot in Saskatoon is $90,000 minimum, in Moose Jaw it is about $60,000 and in Mortlach it is $10,000


The “costs of doing nothing” include:
• First and foremost, losing the school.
• This would create a downward cycle even if the school was put on the “to be closed” list as people with families would look elsewhere to live even if they want to live in Mortlach for other reasons.
• Missing the window of opportunity.
• Many people have moved in to, or back to, Saskatchewan in the past couple years. Trends like these have a shelf life and if missed, they are unlikely to present themselves for some time.
• Remaining a “commuting community”.
• A number of employment opportunities will be available in Mortlach in the next couple years. The future employees can live in the town or they can live elsewhere and simply drive to Mortlach to work.
• Discouraging potential future employers.
• If no action is taken to address e.g. affordable housing issues as it could cause current potential employers to look elsewhere for their expansion. What message is the town giving to the next potential employers after them if it fails to act now?
• Missing local services.
• Retail and service businesses are driven by one thing – the size of the local market. More residents mean a larger local market which, in turn, means more local services.

Recommended development steps for the community:
• Initiate a community development position for the town that would co-ordinate community promotion, engage in external promotional activities and work to attract business activity and residents to Mortlach.
• Engage a representative of each community group to take on a “directorship” position to guide the activities of this position.
• Team up with the Moose Jaw Chamber of Commerce and the Moose Jaw REDA to promote Mortlach.
• Access the services from the Province’s business development centers.
• Evaluate a new form of community driven ownership of local businesses that are on the market.
• Develop a process for greeting people who are new to the community.
• Develop the education assets program to more effectively engage school students in the community.
• Actively pursue all avenues for ensuring the school remains open for the long term.