Community Sustainability Plan

Town of Stony Plain Community Sustainability Plan

2007

…creating a home for generations

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Introduction

What is a community? To the Town of Stony Plain, a community is a home for all generations. It is a sense of place that provides for social equity, economic viability, cultural vitality, and environmental stewardship. In this regard, Stony Plain endeavors to be a strong and vibrant community, where we respect our heritage, embrace the present, and are excited about the future. In the past few years the Town has begun to ask itself: What sort of community will Stony Plain be in the future? We only need to think back 20 years to see where we have come, and how the decisions that were made in the past, have contributed to the Town today. Many of the developments, programs, and services that continue today, do so because of the foresight and proper planning that addressed future needs of the community. Hence, in many ways, since incorporation in 1908, the Town has focused on sustainable community development by meeting the needs of the present without compromising the ability of future generations to meet their own needs.1 Nevertheless, it is important to be mindful that sustainable planning does not naturally evolve within a community. In order to succeed, long term municipal planning must maintain a high level of commitment among the entire organization. Therefore, in an effort to be proactive in the realm of sustainability, the Town has created this Community Sustainability Plan. Municipal sustainability planning is an opportunity for municipalities to proactively address challenges and move towards a sustainable future, one where a strong economy and participative governance model protects ecological integrity, contributes to a vibrant cultural scene, and preserves strong social cohesion.2

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1 World Commission on Environment and Development, Our Common Future, 1987 2 Resource Binder for Municipal Sustainability Planning. “Municipal Sustainability Planning Guide.” Alberta Urban Municipalities Association. November 2006

Community Sustainability Plan

OUR VISION FOR STONY PLAIN

“A strong, vibrant community where we respect our heritage, embrace the present, and are

excited about our future”

OUR MISSION FOR STONY PLAIN

Through a strong belief in community involvement and leadership we will:

• Nurture and preserve pride in our heritage; • Provide excellent service and value through good governance; • Maintain a strong sense of community while embracing opportunities for

growth that enhance our quality of life.

OUR CORE VALUES As people who care, we treat each other with respect and act with integrity by fostering:

• Collaborative Leadership • Safety • Innovation and Creativity • Quality of Excellence • Partnerships and Alliances • Recognition of Achievements

Through these values, we are better able to learn, celebrate and dare to dream.

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OUR COMMITMENT TO GOOD GOVERNANCE

The Town of Stony Plain is committed to lead by example through the promotion of good government, strong values, and partnerships which will provide the citizens of Stony Plain with quality services. The Town will also endeavor to: • Investigate and pursue equitable shared services, enhancing regional co-operation and

partnerships; • Provide sustainable municipal services throughout all departments on a daily basis; • Increase Town’s profile in related political and professional organizations; • Continue to provide in-service leadership development opportunities for Council; • Develop a community volunteer leadership recruitment, development, and

recognition program; • Continue annual review of organizational structure and human resource capacity

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Core Strategies Social Equity To develop and maintain a community focused on creatively meeting the needs of residents through the promotion of equality, wellbeing, safety, citizen participation and involvement. Economic Viability To promote economic security and equity through the efficient and innovative use of resources that considers the needs of current and future generations. Cultural Vitality To preserve our culture and heritage while strengthening our sense of connectedness by fostering community support, hospitality and harmony. Environmental Responsibility To protect our natural resources and promote responsible consumption patterns that encourages living within our ecological limits.

Social Equity

STRATEGIC ACTION ITEM 2007 2008 2009 1.1 Create a downtown redevelopment plan including the pursuit

of cultural amenities and the promotion of mixed use development

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1.2 Investigate affordable housing initiatives and plausible mechanisms for initiating projects to ensure a mix of housing options

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1.3 Create social linkages in the community through the promotion of structural and physical infrastructure connectivity in neighborhood development

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1.4 Foster a safe community through the provision of preventative and response services. ✔ ✔ ✔

1.5 Complete a recreation master plan, including a regional component ✔ ✔

1.6 Cultivate improved service delivery for persons’ with disabilities ✔ ✔ ✔

1.7 Facilitate enhanced service delivery for seniors ✔ ✔ ✔

1.8 Create a corporate communications strategy to promote municipal initiatives, services and programs ✔ ✔

1.1 Create a downtown redevelopment plan including the pursuit of cultural

amenities and the promotion of mixed use development

• Identify redevelopment opportunities for the downtown (e.g. mixed use, commercial transition, back alley development)

• Pursue the addition of cultural amenities in the downtown core through the development of a Civic Square to attract residents and visitor

• Establish private sector partnerships for the development of facilities and cultural amenities in the downtown (e.g. cinemas, performing arts centre)

• Develop marketing strategy to promote the downtown redevelopment plan in an effort to attract various business types that will compliment proposed cultural amenities

• Investigate the gradual increase of height and density permitted in the downtown core

• Encourage the establishment of new developments that accommodate commercial space on the ground floor and residential on subsequent floors

1.2 Investigate affordable housing initiatives and plausible mechanisms for

initiating projects to ensure a mix of housing options

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• Establish affordable housing plan that will include the designation of sites as part of neighborhood planning and develop incentives for developers to construct affordable housing projects

• Invite developers of assisted/non-assisted housing to invest in Stony Plain • Study future aging impact on housing options

1.3 Create social linkages in the community through the promotion of structural

and physical infrastructure connectivity in neighborhood development

• Pursue higher density structures not exceeding six stories to be placed along arterial roads at the periphery of neighborhoods

• Identify areas in the community where densities can be increased • Locate future schools and commercial sites at the edges of neighborhoods and

intersections of arterial roads bordering several neighborhoods • Review the Land Use Bylaw to permit sensible integration of mixed housing

types and densities in neighborhoods • Promote bi-generational homes to house extended families • Explore the establishment of a linear park

1.4 Foster a safe community through the provision of preventative and response

services

• Pursue safe community designation • Continue to provide quality emergency response services to residents • Promote anti-vandalism programming through the implementation of the

Vandalism Strategy • Continue to support the regional police advisory committee

1.5 Complete a recreation master plan, including a regional component

• Initiate discussions with Parkland County and City of Spruce Grove regarding the

requirements for a recreation master plan for the region • Conduct an inventory of existing infrastructure relating to recreation amenities in

all three municipalities • Research examples of other municipal partnerships related to the creation of a

recreation master plan • Confirm partnership approach to project • Identify funding sources for plan development • Establish timelines for project • Pursue increased green space allocations in future neighborhoods above current

10% standard as part of Area Structure Plan negotiations 1.6 Cultivate improved service delivery for persons’ with disabilities

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• Review existing program options to identify potential gaps • Investigate the implementation of the enhancement and/or addition of programs

and services • Pursue partnerships to aid in the establishment of new initiatives

1.7 Facilitate enhanced service delivery for seniors

• Review existing program options to identify potential gaps • Investigate the implementation and/or addition of programs and services to

promote aging in place • Pursue partnerships to aid in the establishment of new initiatives

1.8 Create a corporate communications strategy to promote municipal

initiatives, services and programs

• Devise communication tools to facilitate community input and participation in municipal initiatives, services and programs

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Economic Viability

STRATEGIC ACTION ITEM 2007 2008 2009 2.1 Create a business development plan focused on business attraction,

tourism, and marketing to promote economic diversity ✔ ✔ ✔

2.2 Develop a 10 year capital plan to address facility, physical infrastructure and trail system requirements ✔ ✔

2.3 Maintain and enhance a financial management plan that identifies and accommodates present and future operational resources ✔ ✔ ✔

2.4 Ensure the appropriate policies and practices are in place for effective management of financial operations ✔ ✔ ✔

2.5 Continue to actively pursue government and alternative funding sources ✔ ✔ ✔

2.1 Create a business development plan focused on business attraction, tourism,

and marketing to promote economic diversity

• Work with the Chamber of Commerce to provide opportunities for education and communications/networking to share information and ideas

• Support promotion of local events and festivals • Encourage development that keeps the downtown core central • Enhance and support regional event opportunities • Maintain and increase relationships with partners to exploit consumer targeted

opportunities for local businesses • Continue to implement the business relations program aimed at recognizing new,

expanding and long-standing businesses in Stony Plain • Pursue opportunities related to investment in tourism development initiatives • Encourage home based businesses • Work with the City of Spruce Grove, Parkland County and the TransAlta Tri

Leisure Centre on the Regional Sport Tourism Strategy 2.2 Develop a 10 year capital plan to address facility, physical infrastructure and

trail system requirements

• Research innovative ways of making our operations more efficient and cost effective • Forecast financial needs based on growth requirements • Ensure adequate financial resources to meet future needs • Ensure the appropriate funding for the completion of the Trails Master Plan

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2.3 Maintain and enhance a financial management plan that identifies and accommodates present and future operational resources

• Research innovative ways of making our operations more efficient and cost effective • Forecast financial needs based on growth requirements • Ensure adequate financial resources to meet future needs

2.4 Ensure the appropriate policies and practices are in place for effective

management of financial operations

• Establish long-term reserves for un-funded liabilities • Continue to develop a financial trend report as a financial management tool • Develop comprehensive policies to ensure that appropriate funding is available for

future capital and operating needs 2.5 Continue to actively pursue government and alternative funding sources

• Monitor the new and on-going federal and provincial initiatives for infrastructure funding

• Work with MLA’s office concerning provincial grant programs that may be available • Continue to collaborate on cost sharing opportunities with neighboring municipalities

Cultural Vitality

STRATEGIC ACTION ITEM 2007 2008 2009 3.1 Create a transportation plan which addresses linkages north, south,

east, west; parking; alternatives to vehicle reliance; and public transportation requirements

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3.2 Continue to pursue cultural exchange programs ✔ ✔ ✔

3.3 Create a west development plan and update the Municipal Development Plan ✔ ✔

3.4 Increase presence of other artistic endeavors to compliment and enhance the murals program ✔

3.5 Establish architectural guidelines for commercial and residential development ✔

3.6 Review the need for a community information and volunteer centre ✔ ✔

3.7 Establish plan to promote community health and wellness ✔ ✔ 3.1 Create a transportation plan which addresses linkages north, south, east,

west; parking; alternatives to vehicle reliance; and public transportation requirements

• Undertake study regarding alternative parking locations and strategies (e.g.

removing visual aspects of vehicles from the landscape) • Investigate plausibility of local transportation services • Explore collaboration with neighboring municipalities on engaging in an inter-

municipal transit system • Use GIS technology to map sidewalk conditions and provide inventory and

recommendations on the enhancement of current construction of new pedestrian and cycling connections using downtown as the hub

• Integrate the Trails Master Plan into the new transportation plan • Pursue roads system that fosters more connection amongst neighborhoods

3.2 Continue to pursue cultural exchange programs

• Plan and implement a student/adult delegation to Shikaoi • Plan and host a student delegation from Shikaoi

3.3 Create a west development plan and update the Municipal Development Plan

• Establish development plan focused on lands located west of the downtown core that includes plausible partnership initiatives and funding support

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• Review the Municipal Development Plan and identify potential areas of enhancement to support sustainable development practices

3.4 Increase presence of other artistic endeavors to compliment and enhance the

murals program

• Review the terms of reference for the mural committee • Identify potential opportunities for the inclusion of other artistic and cultural

endeavors • Pursue a revised terms of reference

3.5 Establish architectural guidelines for commercial and residential development

• Research other municipal practices • Gather input from development industry • Develop guidelines to promote the heritage theme and enhance environmental

stewardship practices • Review the integration of mandatory benches/lamppost/bulletin boards in future

street designs • Pursue beautification options along Highway 16A including a review of signage

and the Land Use Bylaw 3.6 Review the need for a community information and volunteer centre

• Review practices in other communities to determine role of municipality • Review quality and quantity of community information available to residents • Determine required enhancements and new initiatives to promote the efficient and

effective exchange of community information • Identify available communication mechanisms to encourage volunteerism • Determine opportunities for the promotion of volunteer activities in the

community 3.7 Establish plan to promote community health and wellness

• Pursue communication activities that will promote a walk-able community • Identify opportunities to endorse existing recreation amenities and facility usage • Establish partnerships with local community groups, recreation and sports

associations to encourage active living

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Environmental Responsibility

STRATEGIC ACTION ITEM 2007 2008 2009

4.1 Implement the Environmental Stewardship Strategy ✔ ✔ ✔ 4.2 Create communications campaign to promote environmental

initiatives ✔ ✔ ✔ 4.1 Implement the Environmental Stewardship Strategy

• Continue to pursue activities as per the timelines and measurements provided in the Environmental Stewardship Strategy adopted by Town Council in 2007

4.2 Create communications campaign to promote environmental initiatives as

per the Environmental Stewardship Strategy

• Devise communication tools to facilitate the exchange of key messages associated with environmental initiatives

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