Integrated Community Sustainability Plan for County of Grande Prairie

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1 Integrated Community Sustainability Plan for County of Grande Prairie 2009 to 2013 Monday, December 01, 2008

2 County of Grande Prairie No. 1 Table of Contents Executive Summary... 3 Strategy Summary... 5 Introduction... 7 Current Situation... 9 Vision Goals Strategy Details Appendix # 1 : ICSP Outline Appendix # 2: County of Grande Prairie Strategic Plan Appendix # 3: County of Grande Prairie No. 1 Municipal Development Plan

3 County of Grande Prairie No. 1 Executive Summary The County of Grande Prairie No. 1, established in 1951, is a large rural County located in Northwestern Alberta, approximately 460 kilometers northwest of Edmonton and 160 kilometers east of the Rocky Mountains. Located within the County boundaries is the City of Grande Prairie, 3 towns, one village, four hamlets and numerous small country residential communities. Horse Lake First Nation, a Federal Indian Reserve is also located within the County boundaries. The County's population grew dramatically when first settled but at a much slower rate in the last 30 years (1956 = 8, = 12,314). Also, a dramatic shift has occurred in the ratio between farm population and residential population. In % of the population was classed as farm and in 1991 it was estimated that the farm population was only 54% of the total. In recent years the County has seen tremendous growth in all sectors with the majority of new growth being directed to the Hamlet of Clairmont. The County would like to provide a positive climate for businesses, industry and residents to locate and live in the area. The County, in striving to be proactive in its planning for growth and development has encountered challenges along the way in terms of balancing growth and development with environmental objectives and in addressing issues traditionally more urban in nature. This document outlines a number of key goals and strategies the County has identified to achieve its vision for the future. Goal A: Manage Economic Development across the County The County of Grande Prairie is open for business, but is committed to managing growth in a manner that promotes sustainable economic development and preserves the region's quality of life and environment. Key strategies identified to achieve this goal include: facilitating the creation of the Wapiti Corridor Planning Group and Saskatoon Lake Steering Committee, expanding environmental education programs, attracting and retaining key staff, effectively tracking and managing new and existing infrastructure requirements, and continuing to market the County as an attractive place to live and work. The need to pursue opportunities to diversify the economy is critical to achieving the County s vision however; the County recognizes that this must be done in a sustainable manner conscious of the environment. Goal B: Encourage Community Development across the Region The County has identified a number a strategic areas throughout its borders where the majority of growth and development will be directed. As growth has occurred in the area, the County has been challenged to deal with issues traditionally more urban in nature. County residents live in urban and rural communities. Urban areas are intended to be focal points for major subdivision and development activity. By concentrating growth in these areas, the County encourages the preservation of rural areas for rural based land uses. As residents have continued to locate in the 3

4 County of Grande Prairie No. 1 County s urban areas, the County has identified the need for additional community facilities and programs, and expanded opportunities for recreation. Key strategies identified to achieve this goal include: exploring opportunities for recreational facilities on a regional basis, encouraging new tourism initiatives in the County, investing in Hamlets and urban areas, support regional training initiatives, and investing in new community facilities. Goal C: Provide Quality Municipal Services and Infrastructure Providing services and infrastructure is at the heart of the basic function of a municipality and is important to achieving the County s vision. As the area continues to grow, the County will be placed under increasing demand to provide additional services and infrastructure. Providing these in a logical and sustainable manner is crucial to the long term success of the region. Key strategies identified to achieve this goal over the life of this plan are: continuing to plan and invest in the regional transportation network, implementing regional recycling programs at County landfills, developing policy on the delivery and level of fire services, continuing to invest in municipal water and sewer infrastructure, and completing a regional disaster services plan. Goal D: Think Regionally The County sees itself as a very active partner in the development of the area as the regional service centre of choice. Strong partnerships are critical to achieving success as a region; the County has partnerships with all of the communities that are within its boundaries. As the area continues to develop, these partnerships will become increasingly important in the context of the County s goals and vision. Key strategies identified with this goal include: strengthening relationships with urban and rural neighbors, continuing to invest in Aquatera, playing an active role in providing input regarding the regional highway transportation network, and developing a communications program between rural and urban neighbors. 4

5 County of Grande Prairie No. 1 Strategy Summary Strategy Time Frame Budget - Capital Budget - Operating Facilitate the creation of the Wapiti Corridor Planning Group and Saskatoon Lake Area Steering Committee Expand existing and implement new environmental education programs Successfully attract and retain key staff to ensure the County is prepared to manage economic development and growth. Effectively track and manage new and existing infrastructure requirements Continue to market the County as an attractive place to live and work Explore opportunities for recreational facilities on a regional basis Encourage new tourism initiatives in the County Invest in Hamlets and urban areas Support Regional training initiatives Invest in new community facilities Continue to invest in the regional transportation network Implement regional recycling programs at the Clairmont and Regional Landfill sites. Develop County policy on the delivery and level of fire service Continue to invest in municipal water and sewer infrastructure Complete Regional Disaster Services Plan January 2009 to December 2013 January 2010 to December 2013 January 2009 to December 2013 January 2010 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2010 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 $0 $200,000 $80,000 $150,000 $0 $150,000 $150,000 $20,000 $0 $250,000 $0 $100,000 $1,500,000 $750,000 $8,054,000 $300,000 $0 $25,000 $2,100,000 $2,850,000 $165,000,000 $125,000,000 $1,150,000 $360,000 $12,000,000 $15,000,000 $70,000,000 $0 $280,000 $250,000 5

6 County of Grande Prairie No. 1 Strengthen relationships with urban and rural neighbors Continue to invest in Aquatera Play an active role in providing input regarding the regional highway transportation network Develop a communications program between rural and urban neighbors January 2009 to December 2013 January 2009 to December 2013 January 2009 to December 2013 January 2009 to November 2010 $0 $30,000 $13,000,000 $0 $0 $0 $0 $30,000 6

7 County of Grande Prairie No. 1 Introduction MUNICIPAL CHARACTERISTICS 2008: Total Area of Municipality (hectares) 585,010 Population 17,989 Number of Hamlets 11 Number of Dwelling Units 7,771 Length of all Open Roads Maintained (kilometers) 3, Water Mains Length (Kilometer) Storm Drainage Mains Length (kilometers) 4.12 Wastewater Mains Length (Kilometer) ICSP OVERVIEW: In May 2005, the New Deal for Cities and Communities (NDCC) between Canada and Alberta was signed to transfer federal gas tax funding to Alberta municipalities. Subsequently, each Alberta municipality was invited to join this program and signed an agreement with the Province of Alberta outlining the requirements and benefits under the program. The NDCC provides financial assistance to municipalities to support the sustainability of capital municipal infrastructure. Through this investment municipalities have the opportunity to maintain or enhance economic, social and cultural opportunities and well being, while protecting and improving the quality of the environment. Funding under this program supports the development of public transit systems, and water and wastewater systems, solid waste management, community energy systems, and community capacity building. For Alberta Association of Municipal Districts and Counties (AAMDC) members, the funding may also be used for rehabilitation of municipal roads and bridges that enhance sustainability outcomes. Included in the list of eligible projects are design and engineering services, vehicle purchase, construction and rehabilitation. In addition, the program may include barrier-free transportation initiatives to improve accessibility for seniors and persons with disabilities. 7

8 County of Grande Prairie No. 1 As part of the agreement, municipalities are required to develop an Integrated Community Sustainability Plan (ICSP) by This long-range plan has four dimensions environmental, cultural, social and economic to be developed through public consultation and will provide direction to their Multi-Year Capital Infrastructure Plan. This report is produced with the assistance of the ICSP Toolkit, developed by AAMDC. It provides a summary of what our vision for County of Grande Prairie is in the future, how we will achieve this vision and how we will ensure its sustainability. 8

9 County of Grande Prairie No. 1 Current Situation INTEGRATED VIEW: The County of Grande Prairie is a dynamic and growing community located in northwestern Alberta approximately 460 Km north of the City of Edmonton. Currently the County has a population of 18,000, with the communities of Clairmont, Bezanson, and Dimsdale set to grow significantly over the next few years. Rural residential development is also increasing as land values continue to rise as residents from neighboring urban municipalities relocate to the County to embrace a more rural lifestyle. The County has identified the need for recreational facilities, schools, fire and police protection, and is investigating the need for additional infrastructure in the form of buildings, roads, utilities, and parks. Current studies being funded or investigated include a Transportation Master Plan, Protective Services Plan, Parks and Recreation Plan, and others. With the current growth and foreseen future growth, we are anticipating higher operating costs across all departments. Costs for land, buildings, construction and maintenance have increased coupled with the additional needs created by a significant burden on the County's resources. In addition, attracting qualified professionals to support this growth has proven difficult. The County is a regional centre servicing northwestern Alberta and northeastern British Columbia. The County possesses an abundance of resources coupled with a strong work ethic of its residents. It is an attractive place to live and work and is full of opportunities as it is a highly competitive region. It has a combination of rural development and more recently it is becoming increasingly urban. It has a diverse resource base, including oil/gas, agriculture, forestry, and is continually striving to become an attractive tourist destination. The County has received several public requests to designate certain areas for either Natural Areas or Special Places. Currently, only Saskatoon Mountain has been designated as a Natural Area by Ministerial Order. Others under consideration include Red Willow Falls, Kleskun Hills, Wapiti Sand Dunes, Demmit and the Saddle Hills. The County is blessed with a diverse and strong economy supported by a thriving oil and gas industry fuelled by an abundance of energy reserves, an abundance of forest reserves to responsibly meet the needs of a sustainable forest products industry, world class agriculture production supported by exceptional farm land, scenic and culturally diverse communities with limitless opportunities for municipal leisure, tourism and recreation, and land suitable for both industrial and residential development. The County has a strong rural tradition and character predominant throughout its borders. With recent growth pressures and demands, the County is becoming increasingly urbanized sparking the need for the County to be proactive in addressing issues traditionally more urban in nature while maintaining its rural character. 9

10 County of Grande Prairie No. 1 Vision INTEGRATED VIEW: The County of Grande Prairie would like to provide a positive climate for businesses, industry, and residents to locate and live in the area. The County will continue to be a municipal leader in planning and managing sustainable economic growth and communities. County Council is recognized within the Grande Prairie Region and across Alberta for the proactive approach it takes to partnering with its urban neighbors and other orders of government to manage growth, provide municipal services and protect the environment. The preservation of rural values ensures that the County is seen as a safe and healthy place to live, work and play. County Council strives to be open, fair and accountable to County residents and businesses and to provide municipal services and infrastructure based on good value for taxes paid. The County of Grande Prairie will provide a leading role in the planning process of protecting green space, and expanding park and recreational facilities while exploring alternative methods of energy use and production. The County will continue to strive to remain competitive as the economic centre of the Peace River Region (North Western Alberta and North Eastern British Columbia) to help all industries succeed, while promoting a new diversity of industries to the region. Further, the County will endeavor to provide excellent services for people that live in the region; daycare, seniors centres, educational facilities, affordable and adequate housing options; to promote the cultural attributes of the county while providing a further range of cultural amenities and events that cater to the needs of the growing diversity in the population. Critical to achieving this success is the need to provide areas with expanded services and growth. To this end, the County has identified a number of urban areas within its borders where the focus for expansion will be directed, the major locus of which is the Hamlet of Clairmont. The County will continue to "think regionally" in terms of its decision making and where feasible will endeavor to maximize its regional partnerships with both its urban and rural neighbors. 10

11 County of Grande Prairie No. 1 Goals Goal A: Manage Economic Development across the County The Grande Prairie area is home to one of the strongest regional economies in Canada. The County of Grande Prairie is open for business, but is committed to managing growth in a manner that promotes sustainable economic development and preserves the region's quality of life and environment Strategy 1: Facilitate the creation of the Wapiti Corridor Planning Group and Saskatoon Lake Area Steering Committee Strategy 2: Expand existing and implement new environmental education programs Strategy 3: Successfully attract and retain key staff to ensure the County is prepared to manage economic development and growth. Strategy 4: Effectively track and manage new and existing infrastructure requirements Strategy 5: Continue to market the County as an attractive place to live and work Goal B: Encourage Community Development across the Region County residents live in urban and rural communities. Urban areas are intended to be focal points for major subdivision and development activity. By concentrating growth in these areas, the County encourages the preservation of rural areas for rural based land uses. Strategy 1: Explore opportunities for recreational facilities on a regional basis Strategy 2: Encourage new tourism initiatives in the County Strategy 3: Invest in Hamlets and urban areas Strategy 4: Support Regional training initiatives Strategy 5: Invest in new community facilities Goal C: Provide Quality Municipal Services and Infrastructure 11

12 County of Grande Prairie No. 1 The County of Grande Prairie is committed to providing residents and visitors with efficient, effective and affordable municipal services and infrastructure. As the County grows, it is under increasing pressure to provide a wider range of services and to construct new infrastructure. Strategy 1: Continue to invest in the regional transportation network Strategy 2: Implement regional recycling programs at the Clairmont and Regional Landfill sites. Strategy 3: Develop County policy on the delivery and level of fire service Strategy 4: Continue to invest in municipal water and sewer infrastructure Strategy 5: Complete Regional Disaster Services Plan Goal D: Think Regionally The County of Grande Prairie is committed to working proactively with its urban and rural neighbors to promote regional growth, service delivery and environmental protection. Strategy 1: Strengthen relationships with urban and rural neighbors Strategy 2: Continue to invest in Aquatera Strategy 3: Play an active role in providing input regarding the regional highway transportation network Strategy 4: Develop a communications program between rural and urban neighbors 12

13 County of Grande Prairie No. 1 Strategy Details GOAL A: MANAGE ECONOMIC DEVELOPMENT ACROSS THE COUNTY Strategy 1: Facilitate the creation of the Wapiti Corridor Planning Group and Saskatoon Lake Area Steering Committee The County will initiate committees for both planning areas comprised of stakeholders, regulators, representatives from the County and other interested parties to develop a shared vision on land use for the areas. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $200,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To establish a balance between often competing land uses in an area of multiple stakeholder interests. Plan to Sustain The County will provide support and assistance in implementing the recommendations of both bodies by providing both professional and financial support. Strategy 2: Expand existing and implement new environmental education programs The County is committed to providing its residents with educational programs for new initiatives through the Rural Extension Program. 13

14 County of Grande Prairie No. 1 Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $80,000 $150,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide education and awareness to County residents regarding the availability of recycling programs. Plan to Sustain Continue to implement and expand the Rural Extension Program to provide education to County residents and explore opportunities to develop an educational extension to the Clairmont landfill with a focus on recycling of materials. Strategy 3: Successfully attract and retain key staff to ensure the County is prepared to manage economic development and growth. The County recognizes the importance of having key positions filled with people who possess the appropriate skill sets necessary to achieve its long term goals. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $150,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Maintain the County of Grande Prairie as an "Employer of Choice". Plan to Sustain To assist in ensuring the County has the necessary people and skills to sustain our organization, the County proposes to maintain and develop the County of Grande Prairie as an "Employer of Choice". The County will undertake a formal succession plan identifying key positions which will need to be filled. 14

15 County of Grande Prairie No. 1 Strategy 4: Effectively track and manage new and existing infrastructure requirements Complete requirements for the Tangible Capital Assets program and Municipal Infrastructure Management System (MIMS). Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $150,000 $20,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Efficiently track existing infrastructure and assets to enable more efficient determination of future needs. Plan to Sustain To ensure new infrastructure is developed in a sustainable manner, it is necessary to track and manage existing infrastructure efficiently. The County will utilize the Tangible Capital Assets and Municipal Infrastructure Management System programs to this end. Strategy 5: Continue to market the County as an attractive place to live and work Engage new opportunities for attraction of business and investment to the area. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $250,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Continue to see strong business investment in the area and population growth. Plan to Sustain Develop an effective marketing plan while continuing to support and encourage expansion of existing promotional opportunities such as Communities in Bloom and the Rural Beautification Program. Explore opportunities for attendance at provincial and national trade fairs. 15

16 County of Grande Prairie No. 1 GOAL B: ENCOURAGE COMMUNITY DEVELOPMENT ACROSS THE REGION Strategy 1: Explore opportunities for recreational facilities on a regional basis Recent growth pressures in the Grande Prairie Region have sparked the need for the County to assess its needs in terms of providing expanded opportunities for recreation. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $100,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Assess current inventory of parks and recreation facilities to aid in determining future needs. Plan to Sustain The County will complete a parks and recreation study for the County and explore options for the establishment of a regional recreation centre within the Hamlet of Clairmont. Strategy 2: Encourage new tourism initiatives in the County Continue to support local tourism initiatives including notably the proposed River of Death and Discovery Centre Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $1,500,000 $750,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Successfully develop the tourism industry in the County. Plan to Sustain Continue to support local tourism initiatives including notably the proposed River of Death and Discovery Centre 16

17 Strategy 3: Invest in Hamlets and urban areas County of Grande Prairie No. 1 The County will continue to support and focus growth in Hamlets and urban areas as important community centres. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $8,054,000 $300,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To direct major growth to strategic areas capable of servicing development. Plan to Sustain Hamlets and Urban areas are intended to be focal points for major subdivision and development activity in the County and designed to accommodate much of the County's overall demand for growth. By concentrating growth in these areas, the County will be encouraging preservation of its rural based land uses. Strategy 4: Support Regional training initiatives Provide support for new training initiatives in the region that benefit County residents. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $25,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide a wide range of educational programs that are competitive with other regions in Alberta. Plan to Sustain Continue to provide ongoing funding support for training initiatives that provide benefit to County residents. 17

18 Strategy 5: Invest in new community facilities County of Grande Prairie No. 1 The County will continue to invest in new community facilities such as the Wellington Resource Centre, and explore opportunities for additional investment in libraries and a youth drop in centre for the Hamlet of Clairmont. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $2,100,000 $2,850,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide quality community services and facilities efficiently and for the best possible value for tax dollars. Plan to Sustain The County is committed to providing its residents with the very best quality of life. As the area continues to grow, the County will be faced with the need to provide additional community facilities. Continuing to partner with its neighbors to provide community facilities is critical to a sustainable County of Grande Prairie. GOAL C: PROVIDE QUALITY MUNICIPAL SERVICES AND INFRASTRUCTURE Strategy 1: Continue to invest in the regional transportation network The County stresses transportation as a priority for the region and for its residents. Through the implementation of a transportation master plan, the County will identify a future road network that will allow traffic to move safely and efficiently throughout the region. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $165,000,000 $125,000,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide an efficient transportation network where gridlock is minimized and paving is increased. People, goods and services are able to move quickly, efficiently, and safely. 18

19 County of Grande Prairie No. 1 Plan to Sustain A significant challenge that the County faces is in the maintenance and upgrading of the County regional transportation network. As the area continues to develop, additional pressures are placed on the County's road network as traffic volumes continue to increase. The County will complete a Transportation Master Plan which will identify roads requiring upgrade in the near term and long term. This will assist the County in implementing upgrades to the regional transportation network in a manageable and sustainable manner. Strategy 2: Implement regional recycling programs at the Clairmont and Regional Landfill sites. Explore opportunities to construct recycling facilities at both landfill sites to provide expanded recycling services to County residents. Explore potential for construction of composting facility in addition. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $1,150,000 $360,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To see a reduction in the amount of waste entering both facilities. Plan to Sustain Key to sustaining a viable recycling program is through education and awareness which goes hand in hand with implementing a successful recycling facility. In moving to a more active recycling program at the Clairmont and Regional Land Fill sites, the County will reduce its footprint on the environment and prolong the lifetime of both landfill facilities by reducing the amount of waste entering the sites. Strategy 3: Develop County policy on the delivery and level of fire service Continue efforts to provide expanded fire service to County residents including construction of new fire hall and addition of professional fire services with the aim of developing a regional fire service with current partners. 19

20 County of Grande Prairie No. 1 Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $12,000,000 $15,000,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide quality and timely fire service with minimized response times. Plan to Sustain The County has an obligation to its residents to provide the best available fire and protective services. As the area continues to grow, the County is committed to ongoing funding with the goal of developing a regional fire service with its current partners. Strategy 4: Continue to invest in municipal water and sewer infrastructure Continue to implement Clairmont Corridor water and wastewater distribution systems master plans. Complete water feasibility and engineering studies for Hamlets of Bezanson and Teepee Creek. Explore new opportunities to expand services; particularly to the west of the City of Grande Prairie with the aim of further developing the regional system. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $70,000,000 $0 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide the highest quality water and sanitary sewer services to County residents and businesses. Plan to Sustain Investment in public infrastructure is critical to realizing the community s goals. The County has been successful in providing quality water and sewer services to its residents. The County will continue to focus services in strategic areas to provide water and sewer infrastructure more efficiently to its residents and obtain a reasonable rate of return. 20

21 Strategy 5: Complete Regional Disaster Services Plan County of Grande Prairie No. 1 Take part in and complete in effort to move towards implementing a regional emergency preparedness system. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $280,000 $250,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Implementation of final plan upon completion; active participation of all parties involved. Plan to Sustain As the area continues to grow, there is a continued obligation of the County together with its regional partners for a commitment to funding to administer and update the Regional Disaster Services Plan once in place. GOAL D: THINK REGIONALLY Strategy 1: Strengthen relationships with urban and rural neighbors Municipal partnerships have become crucial to the development of the County and the region. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $30,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Continual cooperation on issues with regional implications. Plan to Sustain The County will complete an Inter-Municipal Development Plan and update and conduct regular Council-to-Council meetings while exploring opportunities for additional collaboration such as shared use facilities and programs where there is benefit to County residents. 21

22 County of Grande Prairie No. 1 Strategy 2: Continue to invest in Aquatera The County is committed to providing quality municipal services to its residents. A primary way in which this is accomplished is through its involvement in Aquatera; seeing firsthand the benefits brought from this regional collaboration. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $13,000,000 $0 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. To provide expanded areas for servicing. Plan to Sustain The County is in a position to explore opportunities to expand services to new areas such as the Town of Wembley. Strategy 3: Play an active role in providing input regarding the regional highway transportation network The County acknowledges the direct economic benefit brought from Provincial investment in the highway network to the region. Time Frame Budget - Capital Budget - Operating Performance Measure Target January December 2013 $0 $0 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. Construction of highway improvements in the area completed sooner rather than later. Plan to Sustain Recognizing the critical role the Provincial highway system plays in the development of the region, the County will continue to actively engage the Province regarding future planned highway improvements in the region, and will be proactive in participating in transportation studies initiated by the Provincial Government. 22

23 County of Grande Prairie No. 1 Strategy 4: Develop a communications program between rural and urban neighbors Strong communication is a cornerstone of strong regional relationships. To that end, the County intends to develop a program that identifies the importance of inter-municipal relationships for the region. Time Frame Budget - Capital Budget - Operating Performance Measure Target January November 2010 $0 $30,000 The County intends to use a dozen indicators to monitor progress as outlined in the attached documentation. More efficient and frequent communication with neighboring municipalities. Plan to Sustain The County will attend regular meetings with its neighboring Councils and Administrations. 23

24 County of Grande Prairie Appendix # 1 : ICSP Outline Legend Environment Economic Cultural Social Goal A: Continue to market the County as an attractive place to live and work Strategy 1: Facilitate the creation of the Wapiti Corridor Planning Group and Saskatoon Lake Area Steering Committee Strategy 2: Expand existing and implement new environmental education programs Strategy 3: Successfully attract and retain key staff to ensure the County is prepared to manage economic development and growth. Strategy 4: Effectively track and manage new and existing infrastructure requirements Strategy 5: Continue to market the County as an attractive place to live and work Goal B: Invest in new community facilities Strategy 1: Explore opportunities for recreational facilities on a regional basis Strategy 2: Encourage new tourism initiatives in the County Strategy 3: Invest in Hamlets and urban areas Strategy 4: Support Regional training initiatives Strategy 5: Invest in new community facilities 24

25 County of Grande Prairie Goal C: Complete Regional Disaster Services Plan Strategy 1: Continue to invest in the regional transportation network Strategy 2: Implement regional recycling programs at the Clairmont and Regional Landfill sites. Strategy 3: Develop County policy on the delivery and level of fire service Strategy 4: Continue to invest in municipal water and sewer infrastructure Strategy 5: Complete Regional Disaster Services Plan Goal D: Develop a communications program between rural and urban neighbors Strategy 1: Strengthen relationships with urban and rural neighbors Strategy 2: Continue to invest in Aquatera Strategy 3: Play an active role in providing input regarding the regional highway transportation network Strategy 4: Develop a communications program between rural and urban neighbors 25

26 County of Grande Prairie Appendix # 2 : County of Grande Prairie Strategic Plan County Council s Strategic Plan Revised October

27 County of Grande Prairie Vision The County of Grande Prairie is a municipal leader in planning and managing sustainable economic growth and communities. County Council is recognized within the Grande Prairie Region and across Alberta for the proactive approach it takes to partnering with its urban and rural neighbors and other orders of government to manage growth, provide municipal services and protect the environment. The preservation of rural values ensures that the County is seen as a safe and healthy place to live, work and play. County Council strives to be open, fair and accountable to County residents and businesses and to provide municipal services and infrastructure based on good value for the taxes paid. 27

28 County of Grande Prairie Strategic Planning Process The County of Grande Prairie has developed an ongoing strategic planning process to guide the efficient and effective delivery of municipal services and infrastructure. This Plan draws from the County s Municipal Development Plan and other master plans. It identifies the need to develop other long-term plans. It will be used to develop upcoming expenditure plans and budgets. The Strategic Plan was developed through a series of planning meetings conducted by County Council and Administration in late 2007 and early The Plan will be reviewed on an annual basis and will be updated every three years following the election of a new council. 28

29 County of Grande Prairie County Council identified five key goals and twenty strategies to pursue over their term of office. Manage Growth Develop Communities Partner with other Governments and Agencies Provide Services Think Regionally 29

30 County of Grande Prairie Goal 1 Manage Economic Development across the County The Grande Prairie area is home to one of the strongest regional economies in Canada. It is anchored by thriving oil and gas industry, significant forestry operations, world class agricultural production and a burgeoning tourism sector. The County of Grande Prairie is open for business, but is committed to managing growth in a manner that promotes sustainable economic development and preserves the region s quality of life and environment. Strategies 1. Ensure that the County is prepared to manage economic development 1.1. Maintain a competitive municipal tax and development cost structure 1.2. Ensure that municipal planning processes are efficient and effective 1.3. Undertake the pre planning work necessary to accommodate development 1.4. Invest in the infrastructure required to attract and support development 1.5. Encourage businesses to locate across the Grande Prairie region 1.6. Ensure that key staff are hired and trained 1.7. Ensure that appropriate enforcement is undertaken 2. Facilitate sustainable diversification and value added businesses in the County 2.1. Explore value added opportunities for local products 2.2. Support Community Futures Grande Prairie & Region 2.3. Support local economic and business development organizations and initiatives 2.4. Bring high speed internet access to rural areas across the County 2.5. Confirm role of the County s economic development office 30

31 County of Grande Prairie 2.6. Promote tourism initiatives across the Grande Prairie region 2.7. Support Interprovincial initiatives such as Branding the Peace 3. Protect the County s environment 3.1 The County will develop policies to protect the environment Undertake a baseline environmental impact assessment of municipal operations and ensure base line testing of lakes that are impacted by development 3.2. Play an active role in watershed management, including exploring options to develop a local watershed management group 3.3. Take a leadership role on the Clean Air Alliance 3.4. Continue to provide municipal wastewater services where appropriate 3.5. Ensure that development in areas without municipal wastewater systems don t impact ground water supplies 3.6. Continue to provide municipal landfills and recycling depots across the County 3.7. Designate and manage more natural areas across the County 3.8. Help implement provincial Water for Life Strategy 3.9. Work with industry committees to address environmental issues 4. Mitigate the social impacts of growth 31

32 4.1. Increase investment in Enforcement Services County of Grande Prairie 4.2. Continue to support enhanced policing services and Rural Crime Watch 4.3. Participate in the development and implementation of a new provincial land use framework 4.4. Continue to provide social service programs to County residents and supporting community organizations to provide regionally based social service programs 4.5. Maintain and strengthen FCSS partnerships within the Region 4.6 Be proactive in influencing the development of Provincial policies 32

33 County of Grande Prairie Goal 2 Encourage Community Development across the Region Over 18,000 people call the County of Grande Prairie home. County residents live in urban and rural communities. Urban areas are intended to be focal points for major subdivision and development activity in the County. By concentrating growth in these areas, the County encourages the preservation of rural areas for rural based land uses. Strategies 5. Review the directions outlined in the County s Municipal Development Plan 6. Develop an investment plan for urbanized areas 6.1. Confirm overall investment in Clairmont 6.2. Support the continued presence of schools in County Hamlets to help preserve those communities Support sustainable residential and industrial development of hamlets across the County 6.3. Confirm long term plan in developing multi parcel subdivisions such as rural estates 6.4. Continue to promote an appropriate mix of industrial areas in the County and across the Grande Prairie region 7. Continue to invest within urban municipalities 7.1. Consider the development of shared use facilities where they benefit County residents 7.2. Continue to support the implementation of shared municipal services 8. Continue to accommodate country residential development as a housing option 8.1. Provide a variety of rural living alternatives 33

34 County of Grande Prairie 8.2. Promote more efficient use of land through higher densities Ensure that each country residential lot has adequate water supply and can maintain a safe method of sewage disposal 8.4. Continue to implement a rural addressing system 9. Maintain and promote viable agricultural communities across the County 9.1. Continue to support the Agricultural Service Board 9.2. Increase investment in agricultural support programs 9.3 Continue to support environmentally sustainable agricultural practices 9.3. Work with Agri businesses and Industry to promote healthy agricultural practices 10. Promote volunteerism 10.1 Support and celebrate volunteerism 34

35 County of Grande Prairie Goal 3 Provide Quality Municipal Services and Infrastructure The County of Grande Prairie is committed to providing residents and visitors with efficient, effective and affordable municipal services and infrastructure. As the County grows, it is under increasing pressure to provide a wider range of services and to construct new infrastructure. Strategies 11. Construct and maintain roads per County standards Continue to implement the Transportation Master Plan 12. Develop County policies on the delivery and levels of key municipal services Water Develop a plan for a recycling and waste centre Fire services, with the aim of developing a regional fire service Parks and recreation infrastructure and programs Library development Contributions to community use of schools 13. Ensure that staff are well positioned to provide municipal services Continue to provide staff training programs Develop a formal succession plan Look at staff attraction/retention strategies Consider providing flexible working hours options for employees where public service is not compromised 35

36 County of Grande Prairie Be responsive to ratepayers needs and advise of Council processes for consideration 14. Ensure that existing service agreements are effective Extend fire service agreement with the City Extend fire service agreements with smaller urban communities Continue to explore options for a regional fire service Implement a regional emergency preparedness system Work with partners to finalize the construction of a new animal pound Continue to maintain contract service agreements with small urban communities contingent on staffing Continue to partner with the Grande Prairie SPCA for animal control services Continue joint use agreements for library services with Beaverlodge, Sexsmith Hythe,Wembley and Grande Prairie Continue with Urban weed control agreements 36

37 Goal 4 Promote Inter-Municipal Relationships County of Grande Prairie The County of Grande Prairie is committed to working proactively with its urban and rural neighbors to promote regional growth, service delivery and environmental protection. County Council recognizes the advantages of working together and will continue to partner with other municipalities to pursue common goals and objectives. County Council firmly believes that the municipalities in the Grande Prairie Region can continue to be leaders in regional cooperation. Strategies 15. Maintain an effective working relationship with the City of Grande Prairie Conduct regular Council to Council meetings annually Develop a communications program that identifies importance of relationship Participate in shared use facilities (capital) and programs (operating) where there is a benefit to County residents Update Inter Municipal Development Plan 16. Maintain effective working relationships with urban and rural neighbors 16.1 Conduct annual Council to Council meetings with neighboring municipalities 16.2 Develop a communications program that identifies importance of relationships 16.3 Invest in shared use facilities and programs 16.4 Continue to provide direct funding to community organizations that provide facilities and programs that benefit County residents. 17. Play an active role on provincial and regional municipal associations 37

38 County of Grande Prairie Support the mandate and initiatives of the AAMDC Continue to support the Branding the Peace initiative Participate on the Peace Regional Economic Development Alliance Continue to support the Grande Prairie Regional Tourism Association Continue to support South Peace Regional Archives 18. Strengthen the County s relationships with the education and health sectors Meet with school divisions to discuss issues of common concern Support efforts to attract and retain health professionals Support the immediate construction of the new regional hospital Support the expansion of the community hospital in Beaverlodge Support other advanced education training opportunities in the region 38

39 Goal 5 Partner with the Other Governments County of Grande Prairie The County of Grande Prairie recognizes and appreciates the important roles the provincial and federal governments play in enhancing the quality of life in the region. County Council is committed to working with both orders of government to promote economic development and protect the environment. Strategies 19. Maintain effective working relationships with the provincial government 19.1 Support plans to twin Highways 40 and Support the development by Alberta Transportation of a functional planning study from Beaverlodge to Bezanson 19.3 Lobby to gain provincial commitment to construct a ring road system around the City of Grande Prairie, including construction of northwest, southwest and southeast bypasses 19.4 Support the development by Alberta Transportation of a regional transportation study in the Clairmont area 19.5 Lobby for the development of a plan to pave all secondary highways in the County 19.6 Continue to work with province to ensure the effective and efficient delivery of FCSS and Agricultural services in the Grande Prairie region 19.7 Partner with the province to promote the development of affordable housing for seniors and low income families 19.8 Establishment of new provincial parks and/or recreation areas 19.9 Develop the River of Death and Discovery Dinosaur Centre project Continue efforts to address the Pine Beetle infestation Encourage retention of the Resource Road Program 39

40 County of Grande Prairie 20 Maintain effective working relationships with the federal government 20.1 Ensure the sustainability of the Agricultural Research Station in Beaverlodge 20.2 Lobby for ongoing Western Economic Diversification funding programs 20.3 Participate in the Rail corridor hearings task force 20.4 Lobby to address the Pine Beetle infestation 20.5 Continue to support the Federation of Canadian Municipalities 21 Enhance effective working relationship with the Horse Lake First Nation 21.1 Endeavor to meet bi annually with First Nations Council or committee of Council to discuss emerging issues Strengthen the mutual Aid Agreement 21.3 Discuss the benefits of the school liaison program 21.4 Discuss the benefits of a weed control program 40

41 County of Grande Prairie Performance Measures County Council intends to use a dozen indicators to monitor the progress it is making toward achieving the vision it has set out in its strategic plan. Work will be undertaken during the course of the strategic plan period to develop specific measures for these indicators. 41

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