To attract and retain workers, Milton will articulate the value of its community amenities and quality of place.

Engage Milton’s colleges and universities to align educational and upskilling offerings with business and workforce needs.

Actions:

  • Leverage existing workforce collaborations among Milton's universities and colleges and private-sector employers.
  • Explore, in partnership with colleges, new training offerings tied to target clusters: certificates, badging, and executive education.

Develop a hybrid work and talent strategy to draw and retain tech-savvy and skilled talent to Milton.

Actions:

  • Continue to assess and understand the needs of Milton’s creative class and hybrid workforce.
  • Support the Milton Chamber of Commerce in enhancing networking opportunities for Milton’s creative class.
  • Ensure the needs of Milton's hybrid workers are considered in the development of Milton Education Village, Trafalgar Corridor, and more.

Invest in placemaking initiatives to enhance Milton as an inviting home for local talent.

Actions:

  • Catalogue underutilized spaces throughout Milton, understanding ownership, potential uses, and limitations.
  • Develop a systematic placemaking program that includes selection criteria, funding plans, and marketing approaches.
  • Pilot the placemaking program, evaluate impact, and demonstrate impact and scale.

Promote destination experiences—both urban and rural—for current and prospective Milton residents.

Actions:

  • Support the creation of an inventory of Milton's destination assets: cultural and recreational amenities, music, art, food, breweries, and more.
  • Collaborate with Hamilton, Halton, Brant Regional Tourism Association, Milton Chamber of Commerce, DBIA, Town of Milton Culture Division, and other partners to package and promote Milton as a destination.
  • Develop curated destination experiences for Milton residents; test ideas on social media.