Thorsby Municipal Sustainability Plan 2014

Village of Thorsby, Strategic Municipal Sustainability Plan 2014-17

©Strategic Steps Inc. 2014 Page 1 of 53

The contents of this four-year Municipal Sustainability Plan (MSP) were created by the Village Council of

the Village of Thorsby in June and July 2014 for the betterment of the Citizens of the Village and with the

future of their region in mind.

© 2014 Strategic Steps Inc.



Table of Contents

1 Introduction & Executive Summary ...................................................................................................... 4

1.1 Thorsby’s Vision and Mission ........................................................................................................ 4

1.2 Sustainability Planning Model ....................................................................................................... 4

1.3 MSP Content ................................................................................................................................. 5

1.4 Council’s Focus .............................................................................................................................. 5

1.5 Sustainable Goal Summary ........................................................................................................... 5

2 Roles and Responsibilities ..................................................................................................................... 7

2.1 Governance and Administration ................................................................................................... 7

3 Planning Cycle ....................................................................................................................................... 8

4 Village Vision and Mission..................................................................................................................... 9

4.1 Our Vision ...................................................................................................................................... 9

4.2 Our Mission ................................................................................................................................... 9

5 Sustainability Pillars ............................................................................................................................ 10

5.1 Overview of Sustainability Based Planning ................................................................................. 10

5.2 Getting to Desired Outcomes ..................................................................................................... 11

5.3 Implementing Sustainability ....................................................................................................... 11

5.4 Continual Review ........................................................................................................................ 12

6 Priority Sustainability Goals and Key Strategies ................................................................................. 13

6.1 Village of Thorsby Sustainability Pillar Matrix ............................................................................ 14

6.2 Priority Ranking of Strategies ...................................................................................................... 15

6.3 2014 High Priorities Ranked in Order ......................................................................................... 16

7 Thorsby MSP Goals, Strategies and Performance Measures .............................................................. 17

7.1 Sustainability Pillar: Governance ................................................................................................ 17

7.1.1 Effective Local Municipality ................................................................................................ 17

7.1.2 Effective Regional Municipality ........................................................................................... 18

7.1.3 Transparency ....................................................................................................................... 19

7.1.4 Internal Capacity Building ................................................................................................... 21

7.1.5 Planning and Prioritization .................................................................................................. 22

7.1.6 Financial Stewardship ......................................................................................................... 23

7.2 Sustainability Pillar: Culture ........................................................................................................ 24

7.2.1 Community Facilities ........................................................................................................... 24

7.2.2 Community Symbol ............................................................................................................. 25

7.2.3 Cultural Heritage ................................................................................................................. 26



7.3 Sustainability Pillar: Social........................................................................................................... 27

7.3.1 Residential Diversification ................................................................................................... 27

7.3.2 Community Safety ............................................................................................................... 28

7.4 Sustainability Pillar: Economy ..................................................................................................... 29

7.4.1 Economic Development ...................................................................................................... 29

7.4.2 Tourism ............................................................................................................................... 30

7.5 Sustainability Pillar: Environment ............................................................................................... 31

7.5.1 Recreational Space .............................................................................................................. 31

7.5.2 Urban Environment Attractiveness..................................................................................... 32

7.5.3 Green Space Strategy .......................................................................................................... 33

8 Communications Process .................................................................................................................... 34

9 Glossary of Acronyms ......................................................................................................................... 35

10 Appendix 1 – Current Situation ....................................................................................................... 36

10.1 Environmental Overview ............................................................................................................ 36

10.1.1 National and International Issues that Affect Thorsby ....................................................... 36

10.1.2 Provincial Issues that Affect Thorsby .................................................................................. 37

10.1.3 Local Issues that Affect Thorsby ......................................................................................... 38

10.2 SWOT 2014.................................................................................................................................. 40

10.2.1 Strengths and Opportunities ............................................................................................... 40

10.2.2 Weaknesses and Threats .................................................................................................... 43

11 Appendix 2 – Municipal Profile ....................................................................................................... 45

12 Appendix 3 – Acknowledgements ................................................................................................... 53



1 Introduction & Executive Summary

1.1 Thorsby’s Vision and Mission

Vision:

Thorsby is a safe, friendly community offering outstanding quality of life, diverse leisure

activities, Scandinavian roots and opportunities for all.

Mission:

Thorsby continues to build a safe, sustainable and affordable regional community and provides its

citizens with a superior quality of life.

1.2 Sustainability Planning Model

The representatives of the Village of Thorsby, located southwest of Edmonton, Alberta, are responding

to the desire for smart, sustainable growth and attracting new business and citizens by engaging its

strategic planning process and creating this Municipal Sustainability Plan (MSP) that emerged from that

process.

The Village has chosen to continue planning using the

format of an MSP whereby the operations of the Village are

focused on how to use limited resources wisely in delivering

the programs, services and facilities that a Village of

approximately 1,000 people requires within the five MSP

Pillars.

For the purpose of this MSP, Thorsby has chosen to use this

definition of sustainability that was developed for the

United Nations:

“Sustainable development is development that meets the needs of the present without

compromising the ability of future generations to meet their own needs”

(Report of the Brundtland Commission, adopted by the United Nations in 1987)



1.3 MSP Content

This MSP contains:

An overview of the planning process,

A set of sustainable goals and desired results for the future,

An analysis of the Village’s operational environment,

A review of internal and external factors that will accelerate or hinder progress,

1.4 Council’s Focus

Thorsby’s Council has indicated that its primary focus of this MSP (2014-2017) is built around

establishing and maintaining an environment of growth for the Village and region that will result in it

and the rest of the local region being comprised of sustainable communities. Together with citizens,

business, industry, community groups and community leaders in the Village and beyond, Council is

establishing a sustainable environment by which the Village can attract new residents and new business

while maintaining the culture that initially attracted citizens to Thorsby because of its location and

heritage.

1.5 Sustainable Goal Summary

Later in this MSP, Council outlines a detailed summary of the goals to which it wants to strive and the

Strategies it intends to use to achieve those Goals. The following page contains a summary of the goals

of Thorsby for the period covered by this MSP.

Five Sustainability Pillars

1 Governance

1.1 Effective Local Municipality

1.2 Effective Regional Municipality

1.3 Transparency

1.4 Internal Capacity

1.5 Planning and Prioritization

1.6 Financial Stewardship

2 Culture

2.1 Community Facilities

2.2 Community Symbol

2.3 Cultural Heritage

3 Social

3.1 Residential Diversification

3.2 Community Safety

4 Economy

4.1 Economic Development

4.2 Tourism



5 Environment

5.1 Recreation Space

5.2 Urban Environment Attractiveness

5.3 Green Space Strategy

- End of Executive Summary –



2 Roles and Responsibilities

2.1 Governance and Administration

The chart that follows provides a visual representation for the responsibility and accountability of

municipal roles. A Council or Board should primarily be focused on direction and policy setting of an

organization expressed through a strategic sustainability plan, bylaws and policy statements. Council’s

secondary role is to monitor and evaluate performance of the management and service delivery

outcomes.

Management’s primary role is to manage within the 3 E’s (economy, efficiency and effectiveness) by

way of interpreting Council/Board policy and carrying out services accordingly. Management’s

secondary role is to facilitate a Council/Board with its strategic sustainability direction and articulate

policy development and service levels for Council/Board.



3 Planning Cycle

The following chart represents a continuous process and related key components to developing and

maintaining the master strategic plan or MSP. Although elements of the process may change over time,

the overall concept remains a valid planning tool.



4 Village Vision and Mission

4.1 Our Vision

A Vision Statement is an agreement about a community’s preferred future. It should paint a picture of

where the Village wants to be in the longer term 20 or more years from now.

Thorsby’s Vision Statement was developed nearly a decade ago and was reviewed, updated and

affirmed by Council in July 2014 as follows:

Thorsby is a safe, friendly community offering outstanding quality of life, diverse leisure

activities, Scandinavian roots and opportunities for all.

Village Council and Administration’s insight into this statement is that the previous Vision statement was

appropriate during its term; however a new Vision statement reflects the desires of Council for the

future of the community.

4.2 Our Mission

Mission Statements are developed to identify an organization’s reason for existence, or purpose for

being. They are intended to be unique to the organization and include a primary market, what the

organization contributes to that market and what makes it unique. Thorsby’s new Mission flows from its

Vision:

Thorsby continues to build a safe, sustainable and affordable regional community and

provides its citizens with a superior quality of life.

After reviewing a previous Mission Statement, Council chose to update the Mission to flow more directly

from the Vision statement. This update now clearly aligns with the desired definition of sustainability

that appears earlier in this plan and that it represents the will of the Village, its residents and its Council.



5 Sustainability Pillars

5.1 Overview of Sustainability Based Planning

Good governance principles and Federal/Provincial/Municipal New Deal funding arrangements require

strategic planning or Municipal Sustainability Planning (MSP) to address the Five Pillars of Community

Sustainability that are used and referenced throughout this plan. The five pillars of sustainability

include:

Governance:

Policy, Leadership

Sustainability Plan, Growth Management

Resource Planning – financial, human,

capacity

Inter-municipal initiatives

Culture:

Community identity

Recreation, Arts & Culture, Library

Diversity tolerance

Social:

Communications

Community well-being, Succession Planning

Community Services – Emergency, FCSS, Programs, Education, Health

Economy:

Business and industry mix

Economic Development, Tourism

Community financial well-being

Environment:

Land Use, Housing

Infrastructure

Agriculture

Beautification/Parks



5.2 Getting to Desired Outcomes

There are fundamentals that propel a community into the forefront of municipal best practices and

achieving and/or attaining sustainability. It must know

what it wants to become – its Vision. It must know what

it is prepared to do to achieve the Vision – resource

commitment. It must know the clients – target markets.

And it needs to know how it will achieve the Vision –

strategic direction.

Thorsby’s MSP updates the strategic planning

completed in 2009, identifying relative strengths and

weaknesses, addressing updated Goals and Strategies

and providing short-term deliverables that can be used

to measure progress on long-term goals.

5.3 Implementing Sustainability

Thorsby’s Council and Administration have updated a number of issues and initiatives after reviewing

the previous MSP’s goals and strategies and infrastructure/development plans. For 2014 and beyond,

Council and Administration discussed and advanced further direction about the long-term Vision of the

Village and how existing and/or revised Strategies should be advocated to continue with the excitement

of achieving long-term identified sustainable results.

Council is committed to providing and passing on a solid foundation of direction and policy for future

Councils that will continue to build a sustainable community within the values and beliefs expressed by

the citizens of Thorsby. Such foresight can motivate current day planning to think about growing Village

population within 5-10 years and potentially applying to the province to receive Town status.

Land use planning should consider what the Village may look like and what types of facilities and

services will be needed at a population of over 1,500, a number which is foreseeable within the MSP

planning horizon of 20 years and given the resource-based industrial growth in the Leduc region. It is

critical to think in these terms so that capacity and resources can be developed and created in advance

so that sustainability is maintained as the population grows.



5.4 Continual Review

The overall capacity of Thorsby will need to be assessed and evaluated on a continuous planning cycle

basis to address the goals, strategies and action steps that drive the financial, capital and operating

plans, to think about future service delivery needs in terms of a 1,500 to 2,000 population benchmark

and to begin to enact solutions to meet future needs. Some of the steps to continue with updating the

MSP and addressing service delivery capacity follow:

1. CAO Planning Meetings and Management Meetings will be used to review draft updates to

the MSP to further assess the priorities, articulate the goals and to put action to the priority

subjects.

2. Council will be then in a position to adopt the MSP, post the update on the website, and

communicate with residents and circulate as needed. Furthermore, the MSP continues to be

the foundation for Administration to bring forward proposals or projects to Council in order

to achieve Council’s long-term direction.

3. Administration will continue to fill in the blanks to plan annual action steps and

performance measures, to update the capital and operating financial forecasts and to

conduct succession planning, human resource, capacity and service delivery needs

assessments.

4. Administration will prepare draft bylaws and policies where applicable to address the

initiatives identified on the priorities list.

5. Council will review draft bylaws and policies that come forward so that the corporate

direction is brought up-to-date and reflects current and future operating practices.

6. Administration will provide Council with an update on progress towards the Goals and

Strategies on a quarterly basis throughout the year in conjunction with the Village’s

quarterly fiscal reviews.

7. Administration orientates Council after each municipal election about the guidance and

direction provided in this updated MSP.

8. Council and Administration, as a matter of process, conduct a public consultation process

while creating a procedure for public consultation using this MSP as a test case. The

communications process will regard the MSP content and seek input and advice from

residents about future ideals of a sustainable community.

9. With public consultation and further Council and Administration review, revise and update

the MSP in the fall of 2014 in time to synchronize with budget preparation for 2015. Moving

forward, continue with ongoing reviews, assessments and strategic direction.



6 Priority Sustainability Goals and Key Strategies Thorsby’s 2009 Municipal Sustainability Plan activities, and feedback that occurred during the 2013

municipal election and 2014 by-election, identified a significant number of current and prospective

Goals and Strategies. Council has distilled that number down to the following list of key deliverables for

2014 and beyond that, if successfully completed, will indicate that the Village is on track to meet its

strategic objectives.

The goals shown below are broken down by pillar of sustainability. It is important to note that the

strategies often have a secondary impact on one or more other pillars of sustainability. Once developed,

each specific deliverable associated with these Strategies will have a lead accountability department

within the Village, while other departments may assist in a supporting role. A more extensive list of

secondary goals and strategies is located in subsequent sections of this plan.



6.1 Village of Thorsby Sustainability Pillar Matrix

The table below represents the sustainability planning pillars connected to Village actions. ‘Primary (▲)’

means the key pillar of responsibility for a particular goal and ‘Affiliated ()’ means there is a close

relationship to one or more other pillars. Goals and strategies which are assigned to one particular pillar

of sustainability are also typically linked to other pillars, and as such, work on these goals is

interdependent strategically and, consequently, also linked administratively.

Sustainability pillars:

Gov ...... Governance

Cult ...... Culture

Social ... Social

Econ ..... Economy

Envir .... Environment

#

Goals Primary [▲] Affiliated []

Sustainability Pillar

Gov. Cult. Social Econ. Envir.

1 Governance

1.1 Effective Local Municipality ▲

1.2 Effective Regional Municipality ▲

1.3 Transparency ▲

1.4 Internal Capacity ▲

1.5 Planning and Prioritization ▲

1.6 Financial Stewardship ▲

2 Culture

2.1 Community Facilities ▲

2.2 Community Symbol ▲

2.3 Cultural Heritage ▲

3 Social

3.1 Residential Diversification ▲ 3.2 Community Safety ▲

4 Economy

4.1 Economic Development ▲ 4.2 Tourism ▲

5 Environment

5.1 Recreation Space ▲ 5.2 Urban Environment Attractiveness ▲ 5.3 Green Space Strategy ▲



6.2 Priority Ranking of Strategies

Each Strategy in the tables in Section 7 below contains a colour coded prioritized ranking of relative

Village Strategies for 2014 and beyond as determined by Council. This ranking is used by Administration

to determine the relatively high, moderate and low priorities for the year as it assigns resources to

Council’s key Strategies.

Priority rankings will be reviewed and adjusted as planning for subsequent years is undertaken. Current

year priority Strategies may rise or fall in comparison to other Strategies in following years as the Village

works toward achieving its Vision. Priority is not purely an indication of ‘importance’ of a Strategy, it is

also an indication of the necessary timeliness of required action.

Village Administration will report progress on priority Strategies to Council on a regular basis as outlined

in the Communications Process in Section 8 of the MSP that follows.

Council’s priority rankings are defined as:

High Work on this Strategy must be conducted this year in order for the Goal to be achieved within the scope of this MSP.

Moderate When resources become available after required resources are assigned to High priority Strategies, action will be taken on this Strategy this year.

Low Limited action is expected on this Strategy this year.



6.3 2014 High Priorities Ranked in Order

Within the full list of Strategies that appear in Section 7 of the MSP, Council has created a subset of

‘high’ ranked Strategies as determined in July 2014. The individual Strategies in the table immediately

below are listed in order of the numerical priority assigned to them by Council. In cases where the same

numerical priority was assigned by Council, the Strategies are listed in order of their appearance in the

MSP.

‘MSP Reference’ refers to the section in the 2014-17 Thorsby MSP in which the priority Strategies can be

found.

Rank MSP

Reference Strategy

1 4.1 d Market the water treatment plant to municipalities, companies and individuals.

2 1.6 a Set and maintain a predicable property tax rate for Village taxpayers.

3 1.1 b Ensure that the Village’s agreements with Leduc County are current.

4 1.5 b Maintain an ongoing list of priority capital, operating and governance projects that gets reviewed regularly.

5 1.2 a Take a more active role in regional issues.

6 1.3 g Maintain a high profile of Village activities in local media.

7 1.4 a Encourage Village staff to engage in professional development each year.

8 1.6 d Provide excellent value for tax dollars spent.

9 2.1 a Evaluate the business case for the future of the Community Hall.

10 5.2 e Ensure that streets and roads are maintained in good repair.

11 5.2 f Maintain deep infrastructure efficiently.

12 1.1 c Investigate the advantages of requesting that the Province grant Town status to Thorsby.



7 Thorsby MSP Goals, Strategies and Performance Measures The following pages contain the full list of 16 Goals as identified by Village Council. Within each goal, are

a series of Strategies that will contribute to achieving the Goal. Each Strategy is colour coded to indicate

its relative priority.

7.1 Sustainability Pillar: Governance

7.1.1 Effective Local Municipality

Goal

To remain an effective local municipality.

Strategies (We Will…) Desired Result(s) or Achievement(s)

a) Ensure that the Village’s agreements with Leduc County are current.

a) Update and renew Cost Share Agreement with Leduc County.

b) Investigate the advantages of requesting that the Province grant Town status to Thorsby.

a) Thorsby Council and Administration research advantages and disadvantages of any prospective change in municipal status and engage citizens in the process.

b) Council decides whether to ask the Province to change Thorsby’s status to that of a town.

c) Engage regularly with other orders of government where there is value or advantage.

a) Invite the Village’s MLA to meet with Council at least once each year.

b) Invite the Village’s MP to meet with Council and/or the 39/20 Alliance at least once each year.

c) Invite rural Leduc County councillors and the mayor to a joint meeting with Thorsby Council at least once annually.

Performance Measures

Strategy Measure Target Time Lead Role

a) Cost Share Agreement between the Village and Leduc County is current.

2015 Q3 CAO

b) Council decides whether to request Town status. 2015 Q2 Council

c) Meet with a representative of at least one other order of government.

2014 Q4 Mayor

High Priority Moderate Priority Low Priority



7.1.2 Effective Regional Municipality

Goal

To remain an effective regional municipality.


a) Take a more active role in regional issues.

a) Thorsby is always consulted by regional partners on opportunities that arise.

b) Leverage the role of the 39/20 Alliance to include more aspects of municipal governance.

b) Continue to work within the framework of the Capital Region Board.

a) Advocate for Village and regional issues with the Capital Region Board.



a) Partners decide to continue to work within the 39/20 Alliance.

2015 Q4 Council

b) Thorsby is represented at all major CRB meetings. 2014 Q4 CAO




7.1.3 Transparency

Goal

To build additional transparency into Village government.


a) Maintain a high profile of Village activities in local media.

a) Regularly publish relevant information in the Thorsby Target.

b) Provide Village press releases to all local media.

b) Advertise council meeting dates in local media.

a) Council meeting schedule is posted to the Village website.

b) Meeting schedule is provided to local print media for publication.

c) Review and revise board and committee structures to involve citizens wherever possible.

a) Village citizens are invited to participate on public boards and committees.

b) Structure of all Village boards and committees includes public participation.

d) Council deals with a minimum number of in camera items.

a) Only those items provided for in the Municipal Government Act are considered by council as in camera under the Freedom of Information and Protection of Privacy Act of Alberta.

e) Determine whether citizens believe that the Village is transparent.

a) Citizens believe the Village is becoming more transparent.

f) Publicly post all council agendas at least 72 hours prior to regular and special council meetings.

a) All council meeting agendas are posted within required timelines.

g) Publicly post approved council minutes within a week of those minutes being approved by council.

a) All approved council minutes are posted within required timelines.



a) All issues of the Thorsby Target contain information from or about the Village government.

2005 Q2 Corporate Services

b) All council meeting dates and times are advertised. Ongoing Corporate Services

c) Boards and committee bylaws and policies are reviewed and updated as necessary.

2015 Q2 Council

d) Only necessary items are discussed in camera. Ongoing Mayor

e) Annual citizen survey indicates a positive trend towards transparency.

Annual CAO



f) All council agendas are posted at least 72 hours in advance of meetings.

Ongoing CAO

g) All council minutes are posted no more than a week following their approval.

ongoing CAO




7.1.4 Internal Capacity Building

Goal

To build knowledge within Village Councillors and Staff.


a) Encourage Village staff to engage in professional development each year.

a) Council budgets for all Village staff to partake in at least one type of professional development each year.

b) Village staff take advantage of the professional development opportunities.

b) Encourage Village elected officials to engage in professional development each year.

a) Council budgets for all elected officials to partake in at least one type of professional development or conference each year.

b) Elected officials take advantage of the professional development opportunities.

c) Host relevant workshops and learning sessions for citizens.

a) At least two relevant public lectures or workshops are held each year.



a) All village staff take at least one professional development opportunity each year.

Annual CAO

b) All elected officials take at least one professional development opportunity each year.

Annual Mayor

c) One public workshop or lecture is held. 2015 Q2 CAO




7.1.5 Planning and Prioritization

Goal

To ensure the Village has adequate planning ability.


a) Maintain an ongoing list of priority capital, operating and governance projects that gets reviewed regularly.

a) Village capital plan is kept current and regularly reviewed by Council.

b) Village managers maintain and update plans that apply to their areas.

b) Review all policy on an ongoing basis.

a) Council approves a schedule of review for policies.

b) All policies get reviewed and updated by Council based on approved schedule.

c) Review service levels in conjunction with the annual Village budget.

a) Council identifies service level priorities at least annually.

d) Review fees and charges in conjunction with the annual Village budget.

a) Council updates fees and charges at least annually.



a) Priority items are identified by council each year. 2014 Q3 Council

b) Approximately one quarter of Village policies are reviewed and updated based on approved Council schedule.

2014 Q4 CAO

c) Service levels are current. 2014 Q3 Corporate Services

d) Fees and charges are current. 2014 Q3 Corporate Services




7.1.6 Financial Stewardship

Goal

To provide Village residents with excellent Village financial stewardship.


a) Set and maintain a predicable property tax rate for Village taxpayers.

a) Create a rolling 3-year operating budget that includes draft property tax rates.

b) Create and use a priority-based budget process.

b) Provide excellent value for tax dollars spent.

a) Taxpayers are satisfied with the value they get for the dollars they provide to the Village.

c) Set the Village budget in coordination with stakeholder groups and Council’s Finance Committee.

a) Budget process is open to the public as much as possible.

b) Local groups are invited to have input into draft budgets before they are formally considered by Council.

d) Maintain an appropriate ceiling on Village debt levels.

a) Debt is used wisely and only for appropriate projects.

b) Debt remains within guidelines and limits set by Alberta Municipal Affairs.



a) Three-year rolling budget process is in place. 2015 Q4 Finance

b) Citizen survey shows that taxpayers believe they are receiving value for their tax dollars.

2016 Q2 CAO

c) Stakeholders are meaningfully consulted prior to Council considering the draft operating and capital budgets.

2015 Q4 CAO

d) Debt is less than 30% of the Village’s debt ceiling identified by Alberta Municipal Affairs.

2015 Q3 Finance




7.2 Sustainability Pillar: Culture

7.2.1 Community Facilities

Goal

To provide community facilities that meet the current and future needs of Village residents.


a) Evaluate the business case for the future of the Community Hall.

a) Council decides on the future of the current Community Hall from among available options.

b)

Manage the Arctic Spas Recreation Centre facility and programming so that it remains responsive to community needs.

a) The recreation centre remains a significant draw for Village and regional patrons.

b) Admissions and inter-municipal transfers ensure that the recreation centre provides a positive financial return to the Village.

c) Facilities within the recreation centre are kept current.

c) Identify needs for additional community facilities.

a) Capital needs for community facilities that require the funding or advocacy of the Village are identified.

d) Maintain a positive relationship with Black Gold Public Schools.

a) Ensure that the Village’s two schools remain viable.

b) Student numbers in Thorsby schools rise.

c) Black Gold Schools considers Thorsby as a location for additional school locations.



a) Decision made on the future of the Community Hall.

2014 Q4 Council

b) Citizens and visitors continue to use the recreation centre in increasing numbers.

2015 Q4 Recreation

c) Capital plan is updated or a Community Facility Plan is created.

2015 Q3 Council

c) The recreation centre provides a return to the Village.

2015 Q4 Recreation

d) Student enrollment at Thorsby schools remains steady or grows.

2015 Q3 Council




7.2.2 Community Symbol

Goal

To identify and promote a community symbol for Thorsby.


a) Determine the value of creating a community symbol to highlight the Village’s Scandinavian roots.

a) Council determines whether to create a Village symbol.

b) Council identifies a Village symbol.

c) Citizens are consulted about any proposed symbol.

b) Brand the community using items and terms associated with the new symbol and the community’s roots.

a) Village branding policy is considered by Council.



a) Council decides to identify a Village symbol 2015 Q1 Council

b) Village branding policy is approved by Council 2015 Q2 CAO




7.2.3 Cultural Heritage

Goal

To fully embrace the cultural heritage of the community.


a) Develop a signature outdoor event that leverages the Village’s Scandinavian roots.

a) A Scandinavian themed event is held each year.

b) Visitors from outside the Village are aware of, and attend, the new event.

b) Foster cooperation between visual and performing arts groups.

a) Arts and cultural groups host public events in the Village.

c) Establish a culture and heritage committee.

a) Cultural and heritage groups in the village work with the Village to establish a culture and heritage committee.

d) Work with and foster existing cultural groups.

a) Village cultural groups represent their backgrounds to all Village residents and visitors.

b) Assist existing cultural groups in finding and applying for event grants.



a) Scandinavian themed event is held. 2016 Q1 Recreation

b) At least one public arts event is held each year. 2015 Q3 Recreation

c) Culture and heritage committee is formed. 2015 Q2 Council

d) Existing cultural groups engage more closely with the Village and with each other.

2015 Q3 Recreation




7.3 Sustainability Pillar: Social

7.3.1 Residential Diversification

Goal

To provide new and current Village citizens with housing alternatives.


a) Identify locations for new residential growth.

a) Long-term village plans identify locations for growth and propose diverse residential land uses.

b) Ensure that residential areas are complemented with green space, light commercial development and other amenities desired by home buyers.

b) Consider alternative housing strategies.

a) Work with Habitat for Humanity to attract a build to the Village.

b) Consider a secondary suites bylaw.

c) Work with industry to enable large employers to have adequate housing for their staff in the Village.

c) Build-out existing serviced land with residential housing.

a) All existing serviced land is available for residential building.

d) Work with developers to streamline residential permit application and approval.

a) Permit processes are not an impediment to residential development.

e) Put a focus on diverse residential uses in the LUB.

a) LUB is kept current and incorporates various forms of residential development.



a) Population reaches 1,000 people. 2017 Q2 Council

b) At least one form of alternative housing is underway.

2016 Q2 Planning & Development

c) All currently serviced residential land is under development.

2017 Q2 CAO

d) Permitting timelines are within municipal norms. 2016 Q4 Planning & Development

e) Bylaws that have an effect on land use are current. 2015 Q4 Council




7.3.2 Community Safety

Goal

To provide a safe community for all residents, business and visitors.


a) Engage with citizens to build a community which encourages social responsibility.

a) Citizens on Patrol (CoP) program is considered by Council and FCSS.

b) Methods of reducing bullying are developed in coordination with Village partners.

c) Elder abuse causes, prevalence and prevention are highlighted.

b) Maintain effective fire, police and bylaw enforcement services in the Village.

a) Emergency management plans and programs are in place for mitigation, preparedness, response and recovery.

b) Effective fire, police, bylaw enforcement and Emergency Management services is maintained.

c) Fire service contract with Leduc County is reviewed and updated to ensure appropriate response times, volunteer firefighter qualifications, mutual aid agreements, and industry standards.

d) Emergency and enforcement are provided by the Village or in cooperation with regional partners.



a) Citizen survey indicates residents feel safe in their community.

2015 Q2 CAO

b) Citizen survey indicates satisfaction with the level of emergency services.

2015 Q4 CAO




7.4 Sustainability Pillar: Economy

7.4.1 Economic Development

Goal

To actively encourage economic growth for the Village.


a) Market the water treatment plant to municipalities, companies and individuals.

a) Water is able to be sold to individuals and companies on an ad hoc basis.

b) Regional municipalities consider buying treated water from the Village.

c) The water treatment plant is an asset used to attract business and new residents.

d) The water treatment plant provides a positive financial return to the Village.

b) Seek out new ways of attracting new business to the Village and Region.

a) Work with 39/20 Alliance partners to attract business to the Village.

b) Economic development reports are provided to Council semi-annually.

c) Belong to economic development organizations as individuals or as a Village.

a) Value is received from membership in the 30/20 Alliance.

b) Value is received from membership in the Urban Development Institute.

c) Value is received from membership in the Leduc/Nisku Economic Development Association.

d) Market the Village to prospective new residents.

a) Marketing material is developed and tested.

b) The Village is represented at trade shows.

c) The Village has input into regional trade missions.



a) The water treatment plant provides a net return to the Village.

2016 Q2 Economic Development

b) Council receives economic development updates quarterly.


c) The Village or individual staff members decide to maintain its memberships in economic development organizations.

2015 Q4 CAO

d) The Village is represented at a minimum of two trade shows per year.




7.4.2 Tourism

Goal

To take advantage of what the Village has to offer to visitors.


a) Work with regional partners to take advantage of natural tourist attractions.

a) Tourism is included in the 39/20 Alliance’s economic development strategy.

b) Promote the Village’s proximity to Pigeon Lake.

b) Continue to host and promote the Haymaker Rodeo.

a) Haymaker Rodeo numbers grow year over year.

b) Municipal Lions campground is full during the rodeo.

c) Provide services that travelers require in conjunction with local business and advocacy groups.

a) Travelers to stop in the Village for consumable supplies.

b) RV servicing and water are available in the Village.

d) Promote the tourism potential of the village to the wider region.

a) A tourism development strategy is created.

b) More visitors stop in the Village, either as a final destination or on their way to somewhere else.

c) The Village is promoted at tourism shows in the Central Alberta region.



a) 39/20 Alliance includes a tourist attraction component.

2015 Q2 CAO

b) Haymaker Rodeo continues to attract increasing numbers each year, corrected for poor weather.


c) Chamber of Commerce agrees that the Village is promoting itself well to travelers.


d) Attendance at two trade fairs or other public shows that contain a tourism component.





7.5 Sustainability Pillar: Environment

7.5.1 Recreational Space

Goal

To develop recreational space for Village residents and visitors.


a) Renew existing park space.

a) Develop a park renewal policy.

b) Develop a playground upgrade or replacement schedule in coordination with community groups and schools.

c) Evaluate the possibility of developing an outdoor amphitheater.

b) Develop the trail network within the Village.

a) Citizens use the trails and feel they are an excellent use of tax dollars.

c) Provide parks and playgrounds within walking distance within new developments.

a) All new housing units have parks and playgrounds within a ten minute walk.



a) Outdoor recreation space policy is created. 2015 Q2 CAO

b) Citizen survey shows that residents are satisfied with the urban trail network.

Annual Recreation

c) All new developments have parks and playgrounds included and zoned appropriately.

2014 Q4 Council




7.5.2 Urban Environment Attractiveness

Goal

To provide an attractive and engaging urban environment for residents and visitors.


a) Ensure that streets and roads are maintained in good repair.

a) Infrastructure needs are identified and prioritized by Council.

b) Maintain deep infrastructure efficiently.

a) The Village works with industry to ensure that repair work that involves deep infrastructure beneath roads is conducted efficiently and without redundancy.

c) Make the downtown streetscape attractive and vibrant.

a) Citizens are proud of their downtown.

b) Businesses work with the Village to beautify the downtown streetscape.

d) Work with local organizations to beautify the Village.

a) Service clubs develop projects that make the Village more attractive.

b) Business and the Chamber of Commerce develop projects that make the Village more attractive.

e) Develop a downtown walking tour of historically significant and interesting locations.

a) A downtown walking tour is developed.

f) Develop a way of letting visitors and residents aware which businesses are in the Village.

a) Create a new Village business directory in conjunction with the Chamber of Commerce.

b) Install a new business directory sign near the entrance to the Village.



a) Council identifies priority roads projects each year. 2015 Q2 Council

b) There is no redundancy in deep infrastructure and road repairs.

2016 Q4 Public Works

c) Citizen survey shows pride in the downtown. Annual Economic Development

d) Two beautification projects are completed each year.


e) Walking tour is developed and rolled out. 2015 Q3 Recreation

f) Business directory sign is installed. 2015 Q4 Public Works




7.5.3 Green Space Strategy

Goal

To develop a Green Space Strategy through Council can minimize the Village’s environmental footprint.


a) Develop and approve a formal Green Space Strategy.

a) Council considers and approves a Green Space Strategy.

b) Identify service levels that balance safety, aesthetics and financial prudence.

a) Council considers grass cutting service levels.

b) Council regularly reviews the snow clearing policy.

c) Work with Communities in Bloom to beautify the Village.

a) The Village and Communities in Bloom work together to provide urban beautification.

b) Celebrate Communities in Bloom’s 10th Anniversary in the Village.

d) Evaluate and enhance the Village recycling program.

a) Review resident desires for an enhanced curbside recycling program.

b) Develop a drop-off recycling station for environmentally hazardous materials.



a) Council approves a Green Space Strategy. 2015 Q1 Parks

b) Citizen survey shows that service levels are adequate.

2016 Q1 CAO

c) The Village gets at least three blooms from Communities in Bloom judges.

2016 Q3 Parks

d) Recycling program meets citizen needs. 2015 Q4 Public Works




8 Communications Process

How will Thorsby and its departments proceed to collaborate with and distribute the MSP? The

following steps will be facilitated by the Chief Administrative Officer or designate for collaboration and

refinement in the roll-out of the MSP and the ongoing communication of plan objectives:

1. Provide MSP copies to Council and the Chief Administrative Officer for an initial review. Facilitator makes editorial changes from feedback.

2. Thorsby Council accepts the MSP in principle for circulation and feedback from the public.

3. Provide MSP summaries to the public in accordance with Thorsby communications protocols.

4. After public feedback is received, department heads and facilitator recommend any changes. Council reviews the final MSP for approval.

5. CAO provides quarterly reports to Council about the progress in meeting MSP Goals.

6. CAO and department heads include excerpts of the MSP in future operational and project reporting to Village Council.

7. Communicate the MSP to 39/20 Alliance partners to identify areas of potential collaboration.

8. Communicate excerpts of the MSP, where applicable, in government correspondence and reports to connect the MSP strategies to government policy.

9. Communicate excerpts of the MSP to stakeholders, where applicable, to connect MSP strategies to stakeholder interests.



9 Glossary of Acronyms These acronyms appear in locations through this plan:

AUMA ............... Alberta Urban Municipalities Association

CAO .................. Chief Administrative Officer

CoP ................... Citizens on Patrol

CRB ................... Capital Region Board

LUB ................... Land Use Bylaw

MDP ................. Municipal Development Plan

MGA ................. Municipal Government Act (Alberta)

MLA .................. Member of Legislative Assembly (Alberta)

MP .................... Member of Parliament (Canada)

MSI ................... Municipal Sustainability Initiative

MSP .................. Municipal Sustainability Plan

TFW .................. Temporary Foreign Worker



10 Appendix 1 – Current Situation

10.1 Environmental Overview

The Village of Thorsby operates within an environment that includes governance, cultural, social,

economic, and environmental factors that affect all orders of government and the citizens of Thorsby. It

is with these factors in mind that civic leadership plan for the future of the community.

Issues within the wider environment that identified by Thorsby’s Village Council include what appears

below.

10.1.1 National and International Issues that Affect Thorsby

Recent changes to the program suggest the federal government wants many of them to return

home. This will leave a gap in staffing for local business.

TFWs who have been in Canada for a year or more could be considered skilled or semi-skilled

when they apply for landed immigrant status.

Lots of the TFWs live in the Village.

Lots of First Nations people have been employed by Arctic Spas

If there is an economic slowdown, the TFWs will be the last to be laid off because if they are laid

off, the businesses will have to send the TFWs home. This means that locals likely get laid off

first.

Thorsby is part of a federal riding change. The Village is currently part of the Wetaskiwin riding,

but will become part of Jasper’s riding after the next election. The Village will likely have far less

contact with its MP.

The Village has a very good relationship with its MP (Calkins). He came out to meet Council 2-3

times per year. Solid Conservative riding with the second highest percentage of Conservative

vote in last election.

Thorsby gets federal grant dollars, such as a Western Diversification Grant in 2010.

Federal grant dollars are available if the Village has the resources to look for them.

Alberta isn’t as affected by the national/international economy as much other parts of the

country.

Oil and gas prices are volatile and have an impact on local residents, jobs and Village costs.

Trade barriers/tariffs are a problem in respect to the agricultural sector. Barriers have created

export problems for farmers.

Bilateral agreements seem to helping the trend towards easing export processes.

Far East and European market condition changes will have an impact on exports for local

products.

Lots of Village residents work in Nisku. When it prospers, Thorsby prospers. There is a local

impact in that Nisku businesses filter money to local businesses by paying workers.

Average annual income is approximately $65,000. This number does not assist those residents

on fixed incomes.



In-migrants come from across Canada to this region. Knowing who they are and why they came

would help the Village identify strengths and opportunities. In turn, this helps Council create a

community where people want to live – a style of life.

Federal government is supposed to be coming out with an infrastructure program similar to MSI

in 2015.

10.1.2 Provincial Issues that Affect Thorsby

MSI Operating grants have been cut back and re-profiled into other areas. The Village used MSI

Operating money to operate the water plant.

Collaborating is the way of the future, but it adds a level of complexity because several partners

must agree before applying for and getting grant dollars.

There is a significant reduction in municipal grant types (i.e. CFEP, CIP no longer available to this

municipality). For effective municipal governance, there needs to be buy-in to a sharing of

responsibility between the province, the municipalities and local groups.

Provincial infrastructure upgrades often don’t address smaller municipalities.

Smaller communities are not getting their share of grant dollars because the bulk of the funds

go directly to the big cities.

Small communities don’t have the staff resources and skills to identify and apply for some

funding opportunities.

The Village needs to look at systemic benefits (i.e. trading areas) from a municipal perspective.

There is an opportunity to look at becoming a town rather than a village. There are benefits up

to a certain population limits.

Council has a fantastic relationship with the MLA (Minister McQueen). The Minister is very

supportive of the community and will come to any event. The Minister has a busy portfolio, so

scheduling is very difficult. Recent provincial funds include:

$50,000 for the arena 2013 $150,000 for elementary school playground 2013 $2 x 15,000 for seniors’ building $300,000 for Ag. Society building extension

Minister McQueen has been in the village twice since the 2013 municipal election.

The Village has seen political benefit and commitment over time.

Former Municipal Affairs Minister Doug Griffiths frequently came to Thorsby.

75% of the $7.5 million capital funding for the new water treatment plant was provided by the

province. The value of the land was shared on the percentage split. In the first year, $56,000

operating was provided from Alberta Transportation.

Alberta Culture has grants for communities with rich history. Thorsby has enduring buildings

that are a testament to the past. Thorsby has a story to tell.



10.1.3 Local Issues that Affect Thorsby

If the Village loses 15-20 immigrant employees it has more of an impact in this community than

it would in a larger centre. Such a change would have an impact on overall sustainability (cash

flow) for other businesses.

The younger population in Thorsby is generally mobile. Many people live in the Village but work

outside it. The Village has a dynamic, young population; however a census update is needed.

The Village loses potential staff to higher paying jobs in Nisku.

Young people leave and don’t come back. They want bigger and better, they want to be where

the excitement is.

As Thorsby transitions from an agricultural community to a more urban one, the Village

becomes more varied industrially.

Boom and bust cycle has an impact on the Village’s costs when it pays bills.

Village population is cyclical. Young people move away, other young families move back for the

lifestyle. This comes from migration and immigration.

Lots of the people who are moving to Thorsby are doing so without family ties.

Thorsby has a subtle positive energy to it.

Thorsby is part of the 39/20 Alliance along with three other communities of like size and

interests in the region. The Alliance is working with determination to come up with a good plan.

This regional collaboration may be positive in the long term, but in the short term it is negative

because the Village loses some of its flexibility.

Edmonton’s annexation of land south of its current boundary affects Thorsby because Leduc

County is affected, and reducing the County’s size may reduce revenue the County can share

with Thorsby.

The City of Leduc and County of Leduc are considering a merger. Council needs to determine

whether Thorsby is an observer or an active participant.

The CRB heavily manipulated by large cities and counties who use it as another revenue source

to get projects funded. Small communities are there as token numbers only and don’t have

significant impact on the Board’s work.

Thorsby sees no benefit from CRB and projects at the CRB table have no benefit to Thorsby.

The current CRB chair is making it his mission to see that smaller communities generate some

value from the board.

Box stores and highways have had a negative impact on the village because of easier access to

cheaper products outside Thorsby.

Haymaker Rodeo is part of Alberta’s history. It is one of the few events that will draw 500

people on the weekend.

Thorsby boasts four lakes within 15 minutes of the Village. Recreational swimming, boating,

fishing, camping area all available. There is high quality of life for those wanting the outdoor

experience.

Local people not shopping locally will cause local businesses to close.



Shopping locally is partially a generational problem. It is hard for people moving to the village

from the city to sever the shopping tie completely. The village becomes ‘home’, but not in a

traditional sense when people would only go to the city once a month for supplies.

Black Gold Public Schools is the only school system represented in the Village.

Thorsby was the first community to get a modular daycare facility. This occurred in cooperation

with Leduc County, Black Gold Public Schools, and FCSS.

Thorsby School was modernized in 2010 with significant investment from the province.

Culture needs to be themed. Thorsby needs to figure out how to support the community from a

cultural perspective on a long-term basis.

There is a small group that is down on Council, but a larger group doesn’t want to get involved,

but think Council is doing a decent job.

There appears to be a high level of apathy in the population. This isn’t out of step with the rest

of the region.

Engagement is difficult.

Citizens accept the status quo; they pay their taxes. Council and administration take care of

plowing roads and filling potholes. People take this for granted because there are no big issues.

Occasional large issues like the water issue or fire suppression issue wake the population to

participate in local issues.

People were happy because of very little change until recently. People don’t like change.

Community volunteers are in their 70s and 80s and are getting tired.

‘Temporary’ workers will be leaving sooner or later.



10.2 SWOT 2014

10.2.1 Strengths and Opportunities

Thorsby has identified where it fits within its local and regional market. This identification has shown

that the Village has several existing strengths and potential future opportunities. When considering how

it plans for the future, Thorsby is able to leverage these strengths and opportunities.

MSP Pillar Strengths (Internal)

Opportunities (External)

Governance

Good job of delivering services to citizens.

Very dedicated Village employees. Village staff respond to citizen

complaints. Staff cross-trained on basic service

delivery. Diversity of experience and

knowledge on Council. Three fresh faces on council in the

past year. Strong commitment from councillors. Willingness to hear each other out

even if councillors don’t agree. We come in with an open mind.

Councillors all care about the community and want to make it better.

Citizens speak directly to council.

New CAO has strong communication skills.

Provide effective communication from Council, through CAO to staff.

Learn from experience of working with previous CAOs.

Hold CAO accountable. Consider whistleblower policy for

staff. Desire for transparency and

accountability. Hit the ‘reset’ on communications.

Reach out, and engage people. Earnest desire to address issues from

citizens. Plan for how projects are financed by

creating 5-year plans for rec, public works, fleet, etc.

Replacement and maintenance schedules for equipment can be created.

Desire for change on behalf of both Council and Administration.

Communication style is important to citizens in a rural context.





Culture

Over 30 community groups promoting the community.

Strong and stable volunteer base. Strong Agricultural Society. Christmas in the Village is strong. Haymaker Rodeo – May long

weekend. Community groups put on amazing

events. Active Lions Club Active and organized seniors Target publication. Use of social media (Facebook) to

promote community events.

Recreational facility that provides a multitude of opportunities.

Publish more public information in the Target.

Market analysis of recreation centre users.

Mitigate costs of recreation centre through finding efficiencies.

Bring recreation centre closer to break even.

More community events to increase community involvement.

Social

Large community hall. Community hall is located close the

recreation centre. Drop-in baby centre.

There is a school in the Village.

More equestrian facilities. More residential land may be

available within current village boundaries.

Grow the school population to a place where secondary education could be delivered locally.

Economy

Three national businesses employ local people.

Taking advantage of TFW program. Semi-skilled workforce. Have essential business core that

some communities don’t have (i.e. grocery, bank, hardware)

Regional centre for grocery shopping. No business tax Development incentives for

expanding, improving, building and renovating.

Village can sell water at a cost not subsidized by taxpayers.

39/20 Alliance brings in regional economic development.

Service needs of people going to the local lakes.

Attract cultural events. Participate in more economic

missions and workshops.

Economy is going well. Lots of expansion in the region. Not yet translating into progress for Thorsby.





Environment

Beautiful trail systems. RV Centre and campground. Curbside recycling program. Recycling drop-off. Partnered with 39/20 Alliance for

garbage and recycling pickup. Adequate parks and trails.

State of the art water treatment plant.

Encourage donations of public space to the Village.

Make more effective use of the RV Centre.

Only using part of the water treatment plant capacity. Can be shared.



10.2.2 Weaknesses and Threats

While Thorsby is in a strong position to grow, develop and mature further in coming years, there are

obstacles to that progress. Village Council has identified these current internal weaknesses and external

potential threats that could work against the Village carrying out its planning. Earlier sections of this

MSP take into account how the Village can manage these weaknesses and threats.

MSP Pillar Weaknesses

(Internal) Threats

(External)

Governance

No opportunity to create policy, direction or leadership continuity with CAO changes.

Lack of Council oversight in making the CAO more accountable.

Lack of formality with respect to planning.

Lack of organizational structure within the Village.

Communications gap between Council and citizens.

Property taxes are high in some areas. Don’t have time to work on revised

policies or agreements on a regular basis.

Relationship with Council has not yet been built because majority of Council is new.

Staff lack direction and get pulled into councillor pet projects, taking away from day to day activities.

Lack of agreement on council direction.

Council open houses are not always constructive.

Misinformation or lack of information as heard by citizens.

The CAO is not able to respond to citizens in as timely a manner as possible.

Nobody has enough slack time to sit down and plan.

Unsure how to fight apathy. Residential/non-residential

assessment base tilts even further toward residential.

Public works staff is limited. More to do than there is time to do it.

Loss of grants will increase property taxes.

Lack of technical expertise to push projects forward due to the size of the staffing complement.

Culture

Lack of coordination between and among cultural groups.

Traditional territoriality in cultural efforts.

Leduc County residents use the recreational facility, but the Village doesn’t get equivalent payment.

Not promoting the recreation centre to its maximum extent.

Recreation centre is not open when people want to attend (i.e. closed evenings).

Groups continue to operate in isolation.

Seniors’ groups are split and don’t coordinate efforts.

If seniors build a hall, it may be at the cost of a municipal facility.

Social media is a threat because of anonymous online bullying.

Cost of running the recreation centre.



MSP Pillar Weaknesses

(Internal) Threats

(External)

Social

Community hall is old and in need of renovation.

Hall does not meet people’s current expectations.

No youth centre Daycare building is too small to make

the rent affordable as an accredited centre.

No more room for modular housing.

Students must leave the Village to continue their secondary education.

Limited residential lots left for expansion.

Community facilities are ageing and not being used as much.

Any significant loss of population makes local school less sustainable.

Renovation costs to Community Hall may not be recouped in increased use.

Economy

Building stock is getting older. Commercial infrastructure is

deteriorating. Cost of water is significant for those

with high consumption. Small population base presents

limited customer base.

Seasonal traffic with people going to the lake.

High cost of water force some businesses to relocate.

Economic development efforts do not generate business.

Unable to take advantage of opportunities due to staff time constraints.

Lack of available serviced land causes business and residents to look elsewhere.

Environment

Lots of main street properties in need of cleaning up.

Not enough parks around the residential areas.

Adding parks and trails also adds ongoing costs.

Grants available for capital, but not operating.

Don’t have a developer that wants to develop in the area. No impetus for developers to come.

Cost of maintaining green space and infrastructure.

Heavy industry impact on local environment.

How do we deliver treated water to customers?



11 Appendix 2 – Municipal Profile



12 Appendix 3 – Acknowledgements This MSP was created using the knowledge of the citizens of Thorsby as expressed through following

elected officials and administrators of the Village:

Mayor

Barry Rasch

Councillors

Ken Beleshko

Bob Burnett

Rick Hart

Lloyd Jardine

Administration

Jason Gariepy, CAO

Christine Burke, Corporate Services Manager

Kelley Probe, Recreation Coordinator

Facilitator

Ian McCormack, Strategic Steps Inc.

Thorsby Municipal Sustainability Plan 2014

Documents

Transcript of Thorsby Municipal Sustainability Plan 2014