INTEGRATED COMMUNITY SUSTAINABILITY PLAN

Transcription

1 INTEGRATED COMMUNITY SUSTAINABILITY PLAN whistlercentre.ca islengineering.com thinkmodus.ca Spring 2017

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3 Table of Contents 1.0 Introduction Guide to the Reader (overview of Connecting Devon plans) What is the ICSP? What is Sustainability? How was the ICSP developed and how was the community involved? How will it be implemented and updated? Where We Are Today: Our Community Where We ve Come From: Our History Where We re Going and How We re Moving Forward: Our Vision, Goals and Strategic Priorities Economy and Finance Land Use, Neighbourhoods and Homes Transportation Infrastructure and Energy Natural Environment Parks, Recreation and Culture Health and Wellbeing Learning and Education Community Partnerships and Capacity Plan Implementation APPENDICES Appendix A Indicators for Tracking Our Progress whistlercentre.ca islengineering.com thinkmodus.ca Spring 2017

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5 1.0 Introduction The Connecting Devon process included an update of Devon s, Municipal Development Plan, and the development of a new Area Structure Plan for the Battery Creek area located east of RR 262 (Cemetery Road). The Town undertook the concurrent development of the three plans to maximize the efficiency of the planning and public engagement process, and to ensure the three plans were aligned with each other and aiming to achieve the same shared vision for our community. 1.1 Guide to the Reader (overview of Connecting Devon plans) This (ICSP) articulates the long-term goals for our community. It also includes priorities that Town staff, community member and leaders, business leaders, and organizations can contribute to in order to begin the journey to achieve the goals. Performance indicators are also proposed in the plan to measure progress toward (or away from) the goals. The Municipal Development Plan (MDP) was developed to be explicitly aligned with the ICSP goals. It incorporates the Goals of the ICSP and establishes statutory land use policy to guide growth and development for the long term. The MDP is governed by the Municipal Government Act. It provides a policy framework for land use decisions, including the development of Area Structure Plans (ASPs), Area Redevelopment Plans (ARPs) and the Land Use Bylaw (LUB). It was used in the development of the ASP for Battery Creek. The Area Structure Plan (ASP) for Battery Creek sets out a vision for the future development of the Battery Creek area, and a roadmap for getting there. The ASP provides high level direction to guide its development through future Neighbourhood Structure Plan documents. Specifically, it identifies the land uses (residential/commercial), roads, utility services, schools, parks, and pathways needed to create a welldesigned and connected community that reflects the long term goals of the ICSP. Other recently developed plans and strategies were used to inform the Connecting Devon planning process, building on recent work and engagement with the community rather than starting from scratch. The plans and policies that were specifically referenced are: Intermunicipal Development Plan (2011) Multi-modal transportation study Parks, Recreation and Culture Master Plan (2015) Trails Master Plan (2014) Devon Downtown Vitalization Plan (2010) Housing Market Analysis (2015) Communications Plan (2015) Community Engagement Framework (2016) Edmonton Metropolitan Region Growth Plan Devon 2050 Economic Development Strategy. Spring 2017 Page 1

6 1.2 What is the ICSP? The Connecting Devon ICSP is our community s vision for an inspiring and successful future, and it includes first steps for how to get there. It will guide community decision-making and action for the next 25+ years and we move toward The ICSP covers all community systems at a high level. Therefore, it links to all other plans in some manner, whether it is a plan related to land use and conservation, the local economy or arts and culture, or health and everything in between. The ICSP includes: Where we want to go: Our vision, guiding principles and goals, which together describe our shared community vision for the future. Where we are today: A snapshot of what Devon is like today, including our strengths, challenges, opportunities and threats so we have a sense of the present. How we re moving forward: Our strategic priorities that will help us focus our efforts and resources over the coming years. With the ICSP articulating the future we want for Devon, it only makes sense that the plan would also provide guidance and tracking to help us get there. It does this through a practical decision-making framework (see section 5) that can be applied to all levels of decisions and used to guide all types of other plans, policies and programs. Further, a set of indicators (see Appendix A) will help us track progress toward (or away from) the goals. 1.3 What is Sustainability? Sustainability goes hand in hand with a successful community now and in the long term. Community success is defined by community members (the vision and goals) so that the picture of the future reflects what our community wants for social, economic and environmental health and success down the road. Sustainability then, is about ensuring that this future can continue forever on our planet with its finite resources. Achieving success and sustainability will be a long-term journey not something that can be accomplished overnight. Experience has shown that a major barrier to people s commitment to sustainability is their concern that sustainability will negatively impact the economy and the quality of their lives. While sustainability will require less resource consumption and waste, the goal is also to be successful to have a strong, healthy economy and to enable a high quality of life for everyone. We can define sustainability or sustainable development in many ways. The United Nations Brundtland Commission, in the 1987 report, Our Common Future, introduced the term sustainable development as development that meets the needs of the present without compromising the ability of future generations to meet their own needs. This definition helped achieve global consensus that meeting the needs of current and future generations is absolutely dependent upon the health and viability of three completely interconnected systems: 1. the natural environment, which provides the services and finite resources that enable society and the economy to function; Page 2 Spring 2017

7 2. society, which is sustained by the life-providing services of the natural environment, including air to breathe, water to drink and soil to grow food; and 3. the economy, which is governed by the rules of the other two and is dependent upon human labour and natural resources to thrive. The Brundtland definition articulates the overall intent of the concept of sustainability; however additional detail is needed to more concretely identify what must ultimately be achieved to create a sustainable future. For Connecting Devon, the principles below were used to help guide the planning process. Environmental Sustainability: Ensuring ecosystems are healthy by avoiding continuous encroachment into natural areas, and by reducing and eventually eliminating the ongoing build-up of synthetic materials, toxins, metals and fossil fuels in nature. (Based on the Natural Step sustainability principles 1-3) Social Sustainability: Being inclusive and free of barriers for all people, so they can meet their physical and emotional needs, regardless of age, ability, income or ethnicity. (Based on the Natural Step sustainability principle 4) Economic Sustainability: An economic system that is strong, resilient, adaptable and more localized; one that avoids undermining the social and ecological systems on which it is dependent. Smart Growth: Development that supports our overall sustainability objective by prioritizing infill, redevelopment, and densification strategies, which aim to enhance quality of life, avoid continuous encroachment into the natural environment, maintain ecological integrity, and save money over time. (Based on the Smart Growth BC principles) 1.4 How was the ICSP developed and how was the community involved? The three Connecting Devon plans (i.e., the ICSP, MDP and Battery Creek ASP) were prepared in four phases: In Phase 1, the process began with technical research, and the development of a background report and an engagement plan. Project information was developed, and outreach was done to raise awareness of the process. Channels used included: a project webpage, advertising, posters, postcards, social networking, radio ads and flyers in Town mailouts. Further, a project Advisory Committee was established, and was responsible for providing insight from local residents, advising staff on plan and policy development, being a sounding board for the engagement process, and helping to share information and raise awareness through their networks. Spring 2017 Page 3

8 Through Phase 2 and 3, a number of public engagement opportunities were developed and facilitated: Advisory Committee Meetings were held throughout the project to review draft material, the findings of Phase 2, review the draft vision and goals, and review the SWOT analysis. Public events (2) included an interactive ideas fair in Phase 2 and an open house in Phase 3, where both were used to provide information and gather community input through a number of interactive stations. Online questionnaires (2) provided relatively quick ways to gather resident input and ideas in Phase 2 and 3 of the process. A short survey was used in Phase 3 to allow project ambassadors to quickly collect feedback from residents and to promote Phase 3 engagement activities. Stakeholder group chat sessions were used to gain a deeper understanding of the hopes and desires for Devon s future from the perspective of key stakeholders within the Devon community. Workshops with Devon organizations, the Advisory Committee and Council and senior staff were held to identify the strategic priorities. Finally, in Phase 4, the draft plans were reviewed with the public, and then finalized and presented to Council for consideration and adoption. Communications used to promote the engagement opportunities included: Ambassadors were hired to support raising awareness about the process, the questionnaires and public events by going to community hotspots and knocking on doors. Project webpage, which included an list sign up form so that the Town can stay in contact with those wanting more information about forthcoming engagement opportunities. Newsletters, posters, postcards, and s were used to promote the engagement opportunities and to communicate project updates. Flyers were inserted into utility bills Radio and newspaper advertisements The Connecting Devon engagement process by the numbers: 150 Ideas Fair participants and 1000 qualitative comments 190 questionnaire #1 respondents in response to 17 open-ended questions and 36 quantitative questions 9 stakeholder group chats with 6-10 people in each 90 questionnaire #2 respondents 65 Public Open House participants 103 short survey respondents Please see the Connecting Devon Phase 2 and Phase 3 Engagement Reports (under separate covers) for more information about the engagement process and the input gathered. 1.5 How will it be implemented and updated? Developing the ICSP was just the first step of many in Devon s journey toward our vision for success and sustainability. Achieving it will require that it be used as the compass for planning, decision-making and onthe-ground action not just by the, but also by other key community members businesses, organizations and individuals. Page 4 Spring 2017

9 Ensuring the plan is used also requires annual strategic planning, monitoring and reporting on progress, and continued development and implementation of the strategic priorities and related actions. Section 5 and the Connecting Devon ICSP Implementation Guide (separate cover) provide guidance on how the Town of Devon and other community partners can use Devon s vision, principles and goals as a compass moving forward. Spring 2017 Page 5

10 2.0 Where We Are Today: Our Community Devon is situated 26 kilometres southwest of Edmonton along the banks of the North Saskatchewan River, and is close to the Edmonton Airport. It covers an area of 11.7 square kilometers. Devon was incorporated as a village on December 31, 1949 and then as a town on February 24, Devon is well-known for its beautiful river valley setting, luscious green spaces and trails. The many community parks, recreation amenities and the extensive trail system help to keep residents healthy and attract nature-lovers to the area. The Town has grown from a population of 842 in 1951 to 6,578 in 2016, which equals an average annual growth rate of 3.2% over this 65-year period. Among the various federal census intervals between 1951 and 2016, the Town s average annual growth rate has varied between -2.0% ( ) and 13.7% ( ). With the exceptions of a ten-year period between 1956 and 1966, a five-year period between 1981 and 1986, and a ten-year period between 2006 and 2016, the has experienced moderate to high population growth over most of its history. The three periods of stagnant growth are the completion of the Imperial Oil plant in the 1950s resulting in the out-migration of construction workers, the bust in the oil and gas industry in the early 1980s, and most recently the lack of available and unconstrained residential land to participate in capturing Devon s share of regional population growth coupled with the economic downturn of 2015 and Population projections suggest that Devon s population is expected to grow to either 11,400 or 13,500 by 2045, according to the low and high scenarios developed by the Capital Regional Board in the Regional Growth Plan. Source: Capital Region Board, 2015 ( ) and ISL Engineering and Land Services, 2017 ( ) Page 6 Spring 2017

11 To accommodate Devon s growing population, approximately 325 ha of land west of Highway 60 was annexed from Leduc County in 2005 for the purposes of future residential development, ensuring a year supply of commercial, industrial and residential land. The land annexed in 2005 was not suitable for development and hence the Town again annexed lands from the County in The annexation was approved by the Government of Alberta on March 27, 2015 and is effective as of January 1, Currently, the town has a younger population compared to both the Edmonton census metropolitan area (CMA) and the Province of Alberta. The median age in Devon is 35.2, slightly less than the median age of 36.5 for the two other comparison areas. Devon has two significant population bubbles shared among both genders the cohorts encompassing ages 0 through 9 (younger children) and 30 through 39 (maturing adults). The 45 to 49 female cohort and the 50 to 54 male cohort are also significant among the Town s population. Figure 2.1: 2011 Age and Gender by Five-Year Cohorts, Source: Statistics Canada, 2011 federal census Compared to the Edmonton CMA and the rest of the province, the has a higher average persons per household, a higher percentage of low density residential dwellings, and a median family income that is slightly lower as shown in the table below. Table 2.2: Comparison of 2011 Demographic Characteristics, Demographic Characteristic Town of Devon Edmonton CMA Province of Alberta Average Children per Census Family Average Persons in Private Households Percent Low Density Residential Dwellings 85.7% 65.3% 72.1% Percent Higher Density Residential Dwellings 14.3% 34.7% 27.9% Median Income in 2010, All Economic Families ($) 89,291 95,557 93,393 Sources: Statistics Canada, 2011 federal census and 2011 National Household Survey Devon s economy is tied to Alberta s oil sector, and has been impacted by the downturn in the province s economy and by job losses. Our location close to Edmonton, surrounding industrial areas and other communities both helps and hinders us, bolstering our community with some in-migration of residents looking for a quieter, more affordable community to live in, but challenging Devon in terms of economic leakage as labour/talent, businesses and shoppers go easily elsewhere. The majority of the local workforce Spring 2017 Page 7

12 travels outside of Devon for work. Devon has a median family income that is slightly lower that the provincial and CMA averages. Page 8 Spring 2017

13 3.0 Where We ve Come From: Our History When oil was discovered at Leduc in 1947, a rush of workers and their families flocked to the area, which placed significant stress on neighbouring communities not prepared to handle the sudden population increase. Foreseeing a very long stay in the Leduc area, Imperial Oil decided to build a new town and acquired a quarter section on the south bank of the North Saskatchewan River about 3 km north of the Leduc No. 1 well site. The town, purpose-designed and built by Imperial Oil, was named Devon, after the Devonian period, which is the geological formation within which the Leduc field s oil was found. Recreational and entertainment facilities, including a theatre, swimming pool, fitness centre, auditorium, and curling and skating rinks, were also included as well as public buildings and services like a hospital and fire and emergency services. The town had a modern water and sewer infrastructure and used natural gas for heating. Devon was incorporated as a village on December 31, 1949 and then as a town on February 24, 1950 with 842 residents. (Source: Alberta Culture and Tourism) Spring 2017 Page 9

14 4.0 Where We re Going and How We re Moving Forward: Our Vision, Goals and Strategic Priorities If you don't know where you are going, any road will get you there. Lewis Carroll Our shared vison, principles and goals developed based on community input and feedback articulate where we re going, and then our strategic priorities will help us to focus our efforts for how we re moving forward. More specifically, the vision provides a high level statement summarizing where we re going. The guiding sustainability principles describe the high level philosophies that will guide Devon and are embedded within the goals to ensure we are positioning our community for success and sustainability in the longer-term. The guiding principles describe the concrete ways in which sustainability will be achieved. They were used to guide the Connecting Devon planning process and embedded within the goals to ensure they will be considered in future planning and decision-making. The goals on the next pages articulate the desired vision of the future for Devon in more detail. They set direction for the entire community, and apply to all aspects of Devon. The goals are written in the present tense with the intent to place the reader in the future and paint the picture (or high-level vision ) of a more successful and sustainable community in 30 years. Gathering a comprehensive set of community goals together in one place creates an easy to use tool for decision-making and other planning efforts. Our strategic priorities are the high-level courses of action that have been identified through the planning process as the most strategic areas to focus effort and action on in the next few years to move our community toward the vision, principles and goals. A note about the Connecting Devon goals and the tradeoffs that will sometimes be made between them All goals are equally important and inter-dependent. All decisions should ideally support all the goals, however, shortterm trade-offs between them may sometimes be necessary, and will require deliberation and dialogue to determine how to avoid or minimize the trade-offs, or what to prioritize. Ultimately, Devon should make progress toward all goals collectively in the long-term. Finally, nine community systems frame the goals and priorities. While we don t always think of our community as made up of an energy system, health system, economic system, etc., we can all intuitively understand that they exist and will continue to exist into the future. All community systems are interconnected to some extent, and they all encompass the three aspects of sustainability economic, social and environmental. For example, infrastructure encompasses the way various organizations, systems and people collaborate to meet our community s energy, water, and waste management needs, and the system has an impact on air quality, climate change, water ecology, the cost of doing business, etc. Working comprehensively to address the social, economic and environmental impacts will facilitate system-wide solutions that are long lasting and avoid the creation of unforeseen problems in other areas. Page 10 Spring 2017

15 The nine areas that provide structure for the Connecting Devon ICSP and MDP goals are: 1. Economy and Finance: How we generate income and wealth, including economic development, jobs, and skills training. 2. Land Use, Neighbourhoods and Homes: Where we live and work, including residential, commercial and industrial development, growth management, urban design, buildings and housing. 3. Transportation: How we get around, including transportation modes and associated infrastructure. 4. Infrastructure and Energy: What supports our basic needs, including energy, water, waste, and technology. 5. Natural Environment: What we depend on to survive and thrive, including natural areas, biodiversity, protection and use. 6. Parks, Recreation and Culture: How we strengthen our bodies and refresh our souls, including parks, recreation, arts, culture and heritage. 7. Health and Well-being: How we stay healthy and socially connected, including individual health (physical, mental, emotional, spiritual), community safety, food, and social connections. 8. Learning and Education: How we exercise our minds, including informal and formal learning opportunities. 9. Community Partnerships and Capacity: How we achieve our community vision and goals, including partnerships, human and financial capacity and resources, governance, etc. The following pages provide the content that articulates where Devon is going and how it is going to begin moving forward. Spring 2017 Page 11

16 Where We re Going At a Glance This page provides an overview of our ICSP, including the vision, guiding principles and the high-level summary goal statements. The more detailed goals and the strategic priorities describing how Devon will move forward are on the following pages one for each of the nine systems. Our Vision: Devon is a healthy, active, sustainable and inclusive community. Our Guiding Principles Sustainability: Meeting the needs of the present without compromising the ability of future generations to meet their own needs (Furthermore, we are guided by four, more specific principles: Environmental Sustainability: Ensuring ecosystems are healthy by avoiding continuous encroachment into natural areas, and by reducing and eventually eliminating the ongoing build-up of synthetic materials, toxins, metals and fossil fuels in nature. (Based on the Natural Step sustainability principles 1-3) Social Sustainability: Being inclusive and free of barriers for all people, so they can meet their physical and emotional needs, regardless of age, ability, income or ethnicity. (Based on the Natural Step sustainability principle 4) Economic Sustainability: An economic system that is strong, resilient, adaptable and more localized; one that avoids undermining the social and ecological systems on which it is dependent. Smart Growth: Development that supports our overall sustainability objective by prioritizing infill, redevelopment, and densification strategies, which aim to enhance quality of life, avoid continuous encroachment into the natural environment, maintain ecological integrity, and save money over time. (Based on the Smart Growth principles) Our Goals Economy and Finance By Devon s economy is strong, and has become more diversified and localized, offering meaningful employment opportunities and increasing the tax base Land Use, Neighbourhoods and Homes Transportation Infrastructure and Energy Natural Environment Parks, Recreation and Culture Health and Wellbeing Learning and Education Partnerships and Capacity Our community has a range of land uses and housing forms, services and parks and open space. Transportation systems are integrated with land use, shifting the choice of transportation from the car to alternative modes of transportation. Infrastructure systems are providing excellent, effective and efficient services, and Devon has made significant progress in the transition to renewable energy sources. Natural systems and areas are protected, and trade-offs between them and growth are carefully considered. There is a diversity of recreation, open space, arts and culture offerings that enhance individual and community wellbeing, and balance accessibility and adventure. Devon is a connected, caring, safe and inclusive community, one where people are happy and healthy and enjoy a high quality of life. Devon is a place that values lifelong learning, and residents have the skills, creativity and capacity to address challenges and opportunities. Devon has the capacity, collaborative relationships and resources to achieve its community vision and goals for the future. Page 12 Spring 2017

17 Where We re Going and How We re Moving Forward More Detail 4.1 Economy and Finance The economic development system includes local businesses, employment, skills and training the means for all residents to ensure they can generate income and enjoy a good quality of life. A healthy economy helps to support the quality of life of residents, and transitioning the economy to become more sustainable can help to protect the natural environment that good quality of life is also dependent upon. Diversification of Devon s economy is vital for the Town to ensure that future growth and development is fiscally sustainable. While Devon will continue to grow its residential tax base, the Town must diversify the tax base and proactively pursue a higher percentage of growth in its non-residential tax base. This will be achieved by encouraging more diverse economic opportunities and uses within the Town s commercial and industrial sectors. A more diverse economic base and increasing local business and employment will improve Devon s ability to afford the capital investment, operating and maintenance costs associated with planned and new infrastructure, community services and programs required to meet community needs Current Context Along with the Alberta economy, Devon is facing an economic downturn due to the drop in oil prices and resulting oil sector job losses. The number of Devon residents who qualified for unemployment insurance benefits in 2015 was up 40% from 2014, increasing from 131 to 183 beneficiaries (Alberta Government community dashboard). Building permit values have been declining, and Devon has a median family income that is slightly lower that the provincial and Edmonton CMA averages. As mentioned in the community profile, Devon s location and its proximity to Edmonton, surrounding industrial areas and other communities presents opportunities and challenges for our community. Residents can easily access employment in the surrounding area, and just as easily access goods and services in those areas too, which causes economic leakage. The number of people living in but working outside of Devon more than doubled between 1996 and The majority (two-thirds) of Devon s employed labour force works either in Edmonton or immediately south of Edmonton (in Devon, Leduc County or the City of Leduc), and just half of the jobs available in Devon are held by local residents. The vibrancy and commercial vitality of Downtown Devon is further challenged by its location at the northwest side of town. There are a number of vacant lots and empty commercial spaces as many community members frequently shop and do business outside of Devon. Devon has limited industrial land available to attract businesses to town, and the parcels that do exist have challenges associated with them that have hindered their development. Tourism is on Devon s radar and the town is uniquely positioned at the start/finish point of the North Saskatchewan River valley park system being established by the River Valley Alliance. Devon itself offers natural amenities that attract nature-lovers to the area, but does not currently offer the visitor amenities that would help encourage them to stay longer. Spring 2017 Page 13

18 4.1.2 Our Goals and Priorities Our Goals for the Local Economy By Devon s economy is strong, and has become more diversified and localized, offering meaningful employment opportunities and increasing the tax base. Devon has a healthy economy, where opportunities for commercial and industrial development have helped to create a viable mix between the residential and non-residential tax base. Devon s economy has diversified to become more resilient; it is connected to its oil and gas roots, while also leveraging and supporting the transition toward more high tech, green and renewable energy economies. A critical mass and diversity of locally-owned businesses offer the products and services needed by the community; they are thriving and help to maintain Devon s small-town character. Devon has a skilled workforce and there are many opportunities for meaningful and well-paying employment in the community. Economic activities use land and resources efficiently, protect natural and residential areas, and are transitioning to the use of renewable energy and sustainable materials. Now Priorities Identify and develop industrial and highway commercial land. Attract industrial and commercial (highway and downtown) development. Develop incentives and disincentives to encourage development of empty lots and occupancy of empty buildings, focusing on downtown Devon. Explore economic development opportunities with the Research Centre, including: expanded facility; focus on clean tech research/business; commercialize research; complimentary business attraction upstream and downstream. Next Priorities Explore opportunities best suited to promote Devon, attract destination visitors, and draw in people passing by (consider building on existing natural assets) Note: When considering how to move toward the goals, decision-makers should consider the priorities above along with those found in the Devon Downtown Vitalization Plan (2010) and the Devon 2050 Economic Development Strategy. Page 14 Spring 2017

19 4.2 Land Use, Neighbourhoods and Homes The system of Land Use, Neighbourhoods and Homes in the includes residential, commercial and industrial development, growth management, urban design, buildings and housing. This includes the redevelopment in existing built-up areas, including the downtown and the Esso lands north and south of Miquelon Avenue, east of Michigan Street; and in greenfield areas, primarily west of Highway 60 and in Battery Creek. As a member of the Capital Region Board, Devon has a responsibility to actively implement and promote the objectives and policies of the Edmonton Metropolitan Region Growth Plan. The coordinated growth of the Capital Region and the will facilitate regional objectives, while also fulfilling the goals for the Town Current context Devon s assets as a small town focus on renewable and alternative energy, access to natural areas including the river valley and ravines, and its strong community engagement offer opportunities with respect to land use, neighbourhoods and homes to address its challenges of revitalizing the downtown while developing greenfield areas, and providing employment opportunities within its boundaries. Despite Devon s moderate population growth since 1951, development has been recently stagnant due to the lack of available and unconstrained residential land to participate in capturing Devon s share of regional population growth. By 2046, Devon is expected to grow to a population of either 11,400 or 13,500 by 2045, according to the low and high scenarios developed by the Capital Regional Board in the Regional Growth Plan. According to federal census data, Devon has a younger population and a higher average number of people per household compared to both the Edmonton CMA and the Province of Alberta. Accommodating this demographic is Devon s higher percentage of low density residential dwellings when compared to the Edmonton CMA and the province. The Town completed a housing market analysis in 2015, which found that Devon requires a greater range of housing options, specifically homes smaller than those currently available (1,000 sq. ft. to 1,600 sq. ft) in order to meet current and future demand based on need, demographics and current housing stock. Devon s downtown commercial area, in addition to be challenged by the proximity to surrounding commercial areas in Edmonton and Leduc, is further challenged by being located on the north-west edge of Devon, with most of the new development planned for Battery Creek and Juniper Ridge west of Highway 60. There are a number of empty lots and buildings, yet there is a desire to maintain the downtown as a community hub, as made evident in the Devon Downtown Vitalization Study, and continue efforts to bring new businesses and energy to the downtown. This challenge will continue as new commercial areas are planned for and developed elsewhere in Devon. Spring 2017 Page 15

20 4.2.2 Our Goals and Priorities Our Goals for Land Use, Neighbourhoods and Homes By Our community has a range of land uses and housing forms, services and parks and open space. Downtown is a destination within Devon. It is pedestrian oriented and vibrant. Downtown is our commercial hub, and is supported by residential land uses integrated within and surrounding its boundaries. Downtown reflects Devon s history and character. Seniors have access to housing within Devon in proximity to services, amenities, recreation, and their families. Now Priorities Development has been located to: preserve contiguous natural areas; avoid hazardous and ecologically sensitive areas; minimize energy use and greenhouse gas emissions; and use infrastructure systems efficiently. Neighbourhoods are complete and connected; there are opportunities to shop, be active, work and be at home in all of our neighbourhoods. Growth is coordinated, contiguous and compact to minimize the development footprint and enable the efficient use of existing and new infrastructure. Development considers its surroundings, and values good urban design. The visual form and overall character of our neighbourhoods and non-residential development are attractive and distinctive. There is sufficient and diverse land use to provide varied employment opportunities and skill training within the city. Redevelopment opportunities are promoted and supported within established areas. It is recognized that redevelopment offers opportunities in terms of providing a range of housing forms, affordability; meeting our transit goals; and using land and infrastructure efficiently. There is a diversity of housing forms, affordability, and density across the Town and they are integrated throughout all neighbourhoods. Continue to encourage greater diversity of housing types and sizes to create more affordable options for residents. Incorporate renewable energy into all new public buildings, wherever fiscally responsible to do so. Continue planning activities for South Devon ASP, working with the private land owner. Strengthen the partnership with Esso to facilitate the clean-up and development of the Esso lands. Next Priorities Develop infill residential guidelines to support redevelopment. Note: When considering how to move toward the goals, decision-makers should also consider the Devon Downtown Vitalization Plan (2010) and the housing market analysis (2015). Page 16 Spring 2017

21 4.3 Transportation The transportation system includes transportation modes and infrastructure, and their affordability and accessibility. It includes the movement of people, whether by foot, bike, car or other mobility device. The focus is on integrating land use with transportation, and ensuring connections to, from and between destinations. A transportation system that is not primarily focused on the personal vehicle will help maintain Devon s small town feel by facilitating social connections while also supporting the Town s sustainability principles Current Context Access to Devon is provided by Highway 19 to the south and Highway 60 on the west side of the urbanized portion of the Town. Highway 19 flanks Devon s southern boundary. It has an existing access to Range Road 262, which is the only access to Battery Creek. This access has very little traffic as it does not connect to the urbanized portion of Devon. This intersection is unimproved, and controlled by stop signs. Alberta Transportation plans to twin Highway 19 from Highway 60 to the deep ravine on the east side of the annexed lands. The twinned highway will be on a new alignment south of the existing highway, and Alberta Transportation will abandon the existing alignment. Devon can use the abandoned alignment as its own arterial road, connecting Michigan Street to the annexed lands. Alberta Transportation s twinning is the first stage of a plan to swing Highway 60 and 19 further around Devon, leaving room for two interchanges. One will be at Miquelon Avenue, all other existing accesses will be closed. The second will be to the existing alignment of Highway 60, which will be converted to a Town arterial road. These interchanges will serve as the Town s access points to the Highway network. The internal transportation network is supported by a series of circulation roads that provide access to neighbourhoods within Devon and key destinations. The pedestrian network consists of sidewalks and a trail network through the North Saskatchewan River Valley. The Town has completed an inventory and evaluation of trails through the Trails Master Plan (2014), which outlines priorities for improving existing trails and developing new trails to provide connections, recreation opportunities, and support alternative modes of transportation within Devon. It is acknowledged that pedestrian linkages from residential areas to the downtown are in need of improvement. Spring 2017 Page 17

22 4.3.2 Our Goals and Priorities Our Goals for Transportation By Transportation systems are integrated with land use, shifting the choice of transportation from the car to alternative modes of transportation. Active modes of transportation are an integral part of the transportation system, connecting neighbourhoods, destinations, and serving both recreation and transportation needs. Now Priorities None identified Next Priorities Transportation modes and infrastructure consider all levels of personal mobility. The local public transportation system is convenient, safe and efficient, enabled by the level of density and range of land use achieved through development in Devon. Regional modes of transportation include access to and linkages to mass transit. Encourage and support a community partner to develop and launch a bike sharing program. Explore opportunities to enable alternative modes of transportation that would support the mobility needs of seniors and those with accessibilities challenges. Note: When considering how to move toward the goals, decision-makers should also consider the Devon Downtown Vitalization Plan (2010), Devon Trail Master Plan and any future Transportation Master Plan. Page 18 Spring 2017

23 4.4 Infrastructure and Energy The infrastructure and energy system is what supports our basic needs including energy, water, waste and technology systems. Devon is committed to growing in a responsible manner and using existing, new and planned infrastructure efficiently. The Town will promote investment in green infrastructure and building practices, sustainable planning and design incorporating low impact development technologies, ecosystem based adaptation approaches and climate adaptation tools to address risks from climate variability and manage its infrastructure assets. Infrastructure needs and solutions will vary across the Town. The focus in the Downtown and Established Neighbourhoods will be on optimizing the use of existing infrastructure to accommodate new population and non-residential growth, and in Future Neighbourhoods on planning, designing and developing new infrastructure. The Town will continue to review its development policies to explore new and innovative ways to provide infrastructure to address climate change and improve community resiliency Current Context The operates eight divisions of services for the benefit of the customers and rate payers of the, namely: general operations and services; planning and development; water utility; natural gas utility; wastewater utility; solid waste and recycling utility; roadways and drainage; and recycling. Roadway and utility services are provided on a 24-hour per day, 365-day per year basis by a total of 12 operating staff; planning, development, mapping & infrastructure services are provided during business hours by our development officer, manager of infrastructure and director. The Town currently serves over 6534 customers within and outside Devon s boundaries. The utilities are distinguished from the other functions in that these are not tax supported, but are operated as self-supporting business units, generating a surplus annually for the benefit of residents. Total assets managed in this department have a value in excess of $57 million; the annual operating budget is in the order of $7.7 million (plus capital projects). The has set the target of becoming one of the first net-zero communities in Canada. The Town installed a 100 kilowatt solar photovoltaic system on the Devon Community Centre, which now has all of its electricity needs met courtesy of the sun. Further, the town is exploring the development of a solar energy park, which will extend Devon s historic leadership in the energy field. Devon residents have access to waste collection and diversion services, including curb-side recycling, organics collection, and grass clipping collection. Depot sites also accept large items during specified weeks, trees and shrubs and deposit items. The water utility serves more than 2,200 homes and businesses within the corporate limits of Devon plus the Sprucedale Water Coop, a group of farm customers between Devon and the International Airport. Water is lifted by submersible pumps from the North Saskatchewan River and treated at a 6,800 cubic metre per day Class III plant. Current annual production is 805,000 cubic metres or an average of 2,200 cubic metres per day. Drinking water fluoridated in accordance with its Licence to Operate as issued by Alberta Environment and Sustainable Resource Development (AESRD). Spring 2017 Page 19

24 4.4.2 Our Goals and Priorities Our Infrastructure and Energy Goals By Infrastructure systems are providing excellent, effective and efficient services, and Devon has made significant progress in the transition to renewable energy sources. Our homes, municipal buildings and buildings of industry leaders are increasingly net-zero energy and have achieved carbon neutrality. Now Priorities Communities are designed to be innovative, adaptive and resilient. Our buildings and supportive infrastructure are designed to accommodate alternative source of energy. Residents are early adopters of green infrastructure, especially water conservation. Infrastructure investments are prioritized to consider environmental impacts, lifecycle costs, and do not result in a burden to tax payers. Lobby the federal government for funding for the wastewater treatment plant. Evaluate fiber options as a municipally-owned utility to generate revenues. We continue to be proud and celebrate the high quality of infrastructure maintenance provided by the Town. Develop a net zero strategy, including defining net zero targets and conducting a carbon footprint audit of Devon. Develop a long-term capital asset management plan and infrastructure gap analysis. Next Priorities None identified Note: When considering how to move toward the goals, decision-makers should consider the Town s specific infrastructure plans. Page 20 Spring 2017

25 4.5 Natural Environment This section includes Devon s natural and near-natural areas and biodiversity; it also covers the protection and appropriate use of these areas Current Context Devon s location and identity are strongly linked to the environmentally sensitive area of the North Saskatchewan River, valley and ravine system. The North Saskatchewan River is known to contain Lake Sturgeon and is considered highly sensitive fish habitat. The Devon area contains two potential tributaries to the North Saskatchewan River that may or may not contain fish. Wetlands in the area protect timing, quantity, and quality of water inputs to the tributary ravines and/or the North Saskatchewan River, providing important storm-water management services. These environmental assets serve as natural habitat for wildlife and provide opportunities for recreation corridors, trails and viewpoints that are important to protect for the social, health and amenity benefits to Devon residents and visitors. The Town recognizes its role to be a responsible steward of the environment and the importance of these natural areas as part of a much broader ecological network. To this end, Devon is committed to managing its future growth and development through conservation and sustainable planning and design practices Our Goals and Priorities Our Goals for the Natural Environment By Natural systems and areas are protected, and trade-offs between them and growth are carefully considered. Local and regionally significant natural areas, wildlife corridors, and watersheds are identified, protected and retained. Now Priorities None identified* Residents are stewards of the natural environment, resources and wildlife; they are informed of and engaged in related decision-making processes. All residents can access the river valley and ravine system, facilitated by direct pedestrian access from their neighbourhoods. Next Priorities Impacts on natural systems are reduced by requiring potential adverse effects be avoided, remediated or mitigated. Hazard lands are identified and protected as Environmental Reserve lands. Develop a green initiatives strategy report/guide. Apply relevant MDP policies for the identification and management of locally significant natural areas. *Note: When considering how to move toward the goals, decision-makers should also consider the Parks, Recreation and Culture Master Plan (2015), the River Valley Master Plan and the Trails Master Plan (2014). Spring 2017 Page 21

26 4.6 Parks, Recreation and Culture Parks, recreation and cultural amenities are essential to a community s success. They contribute to the overall health and wellbeing, help to lower health care costs, and are economic drivers that contribute to: creating employment opportunities; attracting people to visit, reside and remain in Devon; and generating revenues for both the private and public sectors Current Context Devon s parks, cultural and recreational services, combined with the natural river valley setting, offer more than rest, relaxation and fun for Devon residents. As Devon grows, increasing demand and changing demographics will need to be managed to continue to offer high-quality, well-used parks, culture and recreation amenities and services. Devon s river valley setting and the trail system that accesses it provide the cornerstone of the outdoor recreation experience in Devon. Further, Devon has an outdoor swimming pool, athletic fields, parks and playgrounds, outdoor skating rinks, and tobogganing hills. Indoor amenities include an arena and community centre. Devon is host to a number of programs and special events that aim to: connect community members; build community pride and civic engagement; specifically engage youth and seniors; and attract people to Devon. Devon has developed a number of detailed recreation-related plans in recent years. The Parks, Recreation and Culture Master Plan (2015) provides a comprehensive plan for parks, culture and recreation in Devon. The Plan focuses on connecting people and nature, active living, inclusion and access, creating a supportive environment, and building recreation and community capacity. The River Valley Master Plan (2011) establishes a vision and a long range development plan for the river valley over the next 10 years. The Trails Master Plan (2014) outlines priorities for improving existing trails and developing new trails to provide connections, recreation opportunities, and support alternative modes of transportation within the Town Our Goals and Priorities Our Parks, Recreation and Culture Goals By There is a diversity of recreation, open space, arts and culture offerings that enhance individual and community wellbeing, and balance accessibility and adventure. Well-maintained trails connect Devon s neighbourhoods and amenities, making it easy for people to get around actively and safely. Parks and open space are integrated into all neighbourhoods. Recreation, arts and cultural offerings meet the needs of the community and offer year round options for all abilities and demographics. Good quality spaces, facilities and amenities exist, are well maintained and supported, and they are delivered within the financial means of the community. Now Priorities Protect Lions Park and the golf course from erosion by the Saskatchewan River. Next Priorities Develop a concept plan for Central Park. Develop an arts and culture policy. Secure land for sports fields. Page 22 Spring 2017

27 Note: When considering how to move toward the goals, decision-makers should also consider the Parks, Recreation and Culture Master Plan (2015) and the Trails Master Plan (2014). 4.7 Health and Wellbeing This system describes the health of Devon residents, including their physical, mental, emotional and spiritual health. Is also includes the overall community health and wellbeing, covering such things as sense of belonging, social connections, community safety and the local food system Current Context Devon has a hospital that includes an acute care and continuing care facility, 24-hour emergency services, as well as laboratory and radiology services. Additional health services housed in the facility include public health, home care, adult day program, diabetes education, speech language, rehabilitation services, community nutrition, and mental health. Additional health services offered in Devon include physical therapy, massage therapy and acupuncture. However, there is limited access to mental health services locally to serve those most in need and least able to travel elsewhere for those services. While recreation is the focus of the Parks, Recreation and Culture section in this plan, recreation has a direct connection to Health and Wellbeing, and this connection is well-recognized and prioritized in Devon. Devon boasts many sport and recreation amenities, including an outdoor pool, skating rinks, skatepark, toboggan hill and approximately 10 km of multi-use paved trails and 16 km of natural river valley trails linking most areas of our community. Devon s small town size and character is appealing to existing and new residents, yet is challenged by the expansion of and in-migration from surrounding urban areas. Our community enjoys a strong sense of social cohesion and community engagement, with the majority (almost three quarters) of residents describing their sense of belonging in Devon as very or somewhat strong in There is a strong volunteer base, but like many small communities, this core group is small and aging. Family and Community Support Services is a free service to residents of Devon, providing the social support needed in challenging times Our Goals and Priorities Our Goals for Health and Wellbeing By Devon is a connected, caring, safe and inclusive community, one where people are happy and healthy and enjoy a high quality of life. Devon is a safe, friendly place where residents are connected to each other; they contribute to the wellbeing of others and the community. Devon residents of all ages, abilities and incomes enjoy a high quality of life and are included and respected in the community. Residents are physically, mentally and spiritually healthy; they are able to access the health and social services they need in a timely and convenient manner. Active, healthy lifestyles are enabled by active transportation options, a healthy environment and access to healthy food. There are opportunities for residents to produce their own food locally, and Devon has increased local food security. Now Priorities None identified Next Priorities Clarify the importance of the hospital within the community and work with Alberta Health to ensure it is maintained. Explore opportunities to better utilize lands at the hospital to provide improved health services to Devon. Spring 2017 Page 23

28 Note: When considering how to move toward the goals, decision-makers should also consider the Parks, Recreation and Culture Master Plan (2015). 4.8 Learning and Education The learning and education system includes both informal and formal learning opportunities, starting with pre-school and continuing into the later years through all types of learning formats Current Context Devon offers a full Kindergarten to grade twelve school system, with 1,017 students registered in kindergarten through ninth grade in 2014, increasing 0.10% from 1,016 in 2013 (Alberta Dashboard, Alberta Education). Devon recognizes that a strong spirit of continuous learning is an essential ingredient for a successful community. Dedicated instructors, volunteers and staff provide exceptional educational services that support the learning objectives of residents and quality of life. The Devon Adult Learning Council is a non-profit organization striving to bring lifelong learning to the area, focusing on literacy, foundational learning and community capacity building. The Devon Public Library offers a number of resources and programs and is centrally located in Downtown Devon. Devon residents are enrolled in a large number of difference post-secondary institutions (see list below), with the majority attending Northern Alberta Institute of Technology, University of Alberta, Grant MacEwan University, NorQuest College and Athabasca University. Devon had 272 students attending one of these public post-secondary institutions in 2014, declining 2.16% from 278 in Devonians with a post-secondary degree or other qualification increased 7.07% from 2,050 people in 2006 to 2,195 in The university degree segment had the largest increase over last five years, increasing 27.4% to 535. Devon had 26 apprentices obtain certification in 2015, increasing 36.8% from 19 in (Source: Alberta Dashboard, Alberta Education) Page 24 Spring 2017

29 4.8.2 Our Goals and Priorities Our Goals for Learning and Education By Devon is a place that values lifelong learning, and residents have the skills, creativity and capacity to address challenges and opportunities. Informal learning opportunities meet the needs of our community; they are well supported and enable learning to occur between people and across generations. Now Priorities None identified. Next Priorities Learning and education offerings have helped residents prepare for a diversity of economic opportunities, including the green, high tech and trades sectors. Devon s schools offer high quality education and are actively supported by our community. Explore opportunities and partnerships to attract a satellite campus of a post-secondary institution. Engage the schools and school board to explore how to better achieve shared community goals. Note: When considering how to move toward the goals, decision-makers should also consider the Community Engagement Framework (2016) and the work of the Devon Adult Learning Council. Spring 2017 Page 25

30 4.9 Community Partnerships and Capacity This system covers the partnerships, human and financial resources and capacity, communication and engagement process necessary to achieve the goals and priorities in the other sections Current Context The is taking a proactive and progressive approach to communication and community capacity-building, recognizing the importance and value created by an informed and engaged community; one where decisions are made more collaboratively, informed by diverse knowledge and experiences. Further, when residents are more engaged in decisions and meaningful dialogue, they are also more likely to support decisions made and actively contribute to their success. The Communications Plan (2015) focuses on building relationships with main stakeholder groups through timely, open, two-way communications. The Community Engagement Framework (2016) offers guidance to assist in identifying and planning engagement activities, based on core principles of and the benefits derived from meaningful community engagement. The Devon Adult Learning Council is a non-profit organization that is playing a key role in building community capacity and literacy in the Devon area Our Goals and Priorities Our Goals for Community Partnerships and Capacity By Devon has the capacity, collaborative relationships and resources to achieve its community vision and goals for the future. People, organizations and businesses in Devon share the same vision and goals for the future of our community, and they work in partnerships that include neighbouring governments to achieve them. Now Priorities Organization al and community capacity to move Devon toward the vision and goals is ongoing in the pursuit of excellence and continuous improvement. The Town acknowledges its role within the Capital Region and actively pursues the principles and policies of the Growth Plan. Devon enjoys strong intergovernm ental relations and collaborates with neighbouring communities and First Nations to achieve mutual benefit. Collaboration and partnerships between organizations and individuals are based on the principles of trust, respect, transparency, effective communication and meaningful stakeholder engagement. Strengthen the capacity of the to engage the community. Devon applies an entrepreneurial and fiscally responsible approach to ensure it has the financial resources to achieve the goals, and opportunities to pool resources, share and reduce costs, and leverage funding are actively identified and pursued. Strengthen the capacity of and connections between Devon residents, organizations and institutions to collaborate to achieve community goals. Next Priorities None identified. Note: When considering how to move toward the goals, decision-makers should also consider the Community Engagement Framework (2016) and the Communications Plan (2015). Page 26 Spring 2017

31 5.0 Plan Implementation Achieving the future articulated by the Connecting Devon vision, guiding principles and goals will require ongoing and widespread commitment and contributions throughout our community. It is essential that all planning, decision-making and on-the-ground action becomes aligned with Connecting Devon. These decisions include the formal decisions made by the Council on subsequent policies, plans and procedures, as well as the day to day planning and decisions made by staff and community partners on projects, practices and purchasing. Alignment between all types of planning and decisions and Connecting Devon can be achieved by integrating the vision, principles and goals into planning and decision systems/processes, using these three questions as guidance: 1. Does the project/development/purchase/etc. move Devon toward our vision and goals for the future we want for our community? Is it aligned with our vision, principles and goals? 2. Is the project/development/purchase/etc. a flexible platform for future steps toward our vision, principles and goals? In general, many initiatives have some trade-offs* or conflicts with elements of the goals, objectives or policies. Flexible approaches and technologies will help ensure we do not limit our ability to adapt; instead enabling the next steps and avoiding trade-offs to achieve more success for our community in the future. 3. Will project/development/purchase/etc. provide a good return on investment? Ensuring that the community s money is spent wisely and effectively will always be an important part of decision-making. However, saving money in the short term is not always the best solution, nor is making a large investment where the payback period is too long. Sometimes the best investment may be more costly in the shortterm, but in the longer term, will yield far greater returns in terms of financial and/or community benefits. The Connecting Devon ICSP Plan on a Page can be used as a tool to help align decisions and actions since that document includes the vision, guiding principles and goals in an easy to see format. *Trade-offs: As the community strives toward a healthy economy and social and environmental sustainability in the long-term, there will be trade-offs along the way. Trade-offs occur when a step toward one or more goals and objectives means a lack of progress toward, or even a step away from others. Therefore, trade-offs must be short-term and the initiatives that cause them must be steppingstones for future progress so the trade-offs can eventually be avoided completely. These trade-offs must also be managed to ensure that critical goals and objectives are not compromised. For example, sufficient and affordable housing for residents is fundamental to a healthy sustainable community. However, building more housing to accommodate residents sometimes requires the development of natural areas. This trade-off is sometimes necessary to maintain the social fabric of the community. At the same time, encroachment into critical natural areas must be avoided, and other impacts must be minimized and mitigated (e.g., by restoring natural areas elsewhere so no net loss results). Encroachment into nature must also be limited to the short-term, not continuing forever into the future. The Connecting Devon ICSP Implementation Guide (under separate cover) provides more detailed guidance on the questions above, and on these key elements of the ongoing process that will be required to implement the plan: Strategic planning Community action planning Engaging partners Monitoring, evaluation and reporting Updating the IOCP Spring 2017 Page 27