County of Grande Prairie
Business Plan 2022-2026
countygp.ab.ca
Table of Contents 1
Introduction
2
STRATEGIC THEME 1 | Effective Transportation Networks
4
STRATEGIC THEME 2 | Fiscal Sustainability
6
STRATEGIC THEME 3 | Economic Development
8
STRATEGIC THEME 4 | Effective Land Use Management
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STRATEGIC THEME 5 | Community Wellness and Safety
12
STRATEGIC THEME 6 | Governance & Leadership
Introduction Once Council has identified its Strategic direction, it is the role of administration to plan and implement activities which will ensure that Council’s goals are achieved.
A Message from the Chief Administrative Officer Through the introduction of the new Strategic Plan developed by Council, we are entering a new chapter for the County of Grande Prairie. The County Business Plan identifies administrative priorities with focus on Council’s strategic direction. The Plan is a living document and will be regularly revisited through reporting and measuring of successes. In our ever-changing environment, the Plan may be adjusted to reflect emerging opportunities or challenges with aim of fulfilling the vision and direction of our Council. I am confident that with the help of our outstanding group of dedicated senior managers and employees, execution of the Plan will be carried out in the best way possible. I am very proud to lead our team of employees in making our County a great place now and into the future.
Joulia Whittleton
County of Grande Prairie Senior Administration
Nick Lapp Director of Planning & Development Services
Dan Lemieux Director of Community Services
Ryan Konowalyk Director of Public Works
Carol Gabriel Director of Corporate Services
Mark Schonken Director of Financial Services
County of Grande Prairie Business Plan
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STRATEGIC THEME 1 | Effective Transportation Networks Provide transportation networks that take advantage of responsive technology and align with the needs of residents, business, and industry. Key Outcomes: 1.a
Build on our success as advocates and work to complete major transportation components.
1.b
Plan and complete effective internal transportation networks meeting citizen needs.
1.c
Understand and measure efficiencies in the transportation network.
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Pursue access between Highway 40 and Highway 43 via Highway 40X southwest connector.
a. Advocacy.
CAO
Ongoing
b. Ensure pedestrian trail access ties into the new pedestrian bridge under Highway 40.
Director of Public Works
September 2023
2
Develop a second access to Highway 40 south of the Wapiti River in partnership with the MD of Greenview.
a. Re-engage the MD of Greenview.
Director of Public Works
August 2022
3
Continue advocacy to bring infrastructure issues to the attention of other orders of government.
a. Specific focus on advocacy priorities.
CAO
Ongoing
b. Collaborate with other Municipalities, industry, and external stakeholders to enhance advocacy output.
Director of Public Works
Ongoing
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2
County of Grande Prairie Business Plan
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Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Implement the Transportation Master Plan (TMP) by annual reviews, adjustments, and budget allocations.
a. Develop a matrix to prioritize proposed road projects.
Director of Public Works
December 2022
b. Review, update, and create a development manual, including municipal construction standards, design standards, and development processes that will harmonize land use and development processes and policies with infrastructure and construction processes across the organization to guide future development.
Director of Public Works
January 2024
c. Revise and update standards document to better link planning development, land use processes, public works, construction processes, and community services, parks and recreation with developer contributed infrastructure processes.
Director of Public Works
January 2024
d. Incorporate asset management principles into Public Works policies.
Director of Finance
January 2023
e. Update and enhance current data collection to support strategic investment. Ensure the TMP is updated to reflect changing data.
Director of Public Works
December 2023
County of Grande Prairie Business Plan
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STRATEGIC THEME 2 | Fiscal Sustainability Develop a financial framework for establishing tax rates which recognizes the difference between classes of assessment, compares favourably with other municipalities, and demonstrates the relationship between service levels and revenue generated. Key Outcomes: 2.a
Develop robust reserve policies to aid in long-term fiscal and infrastructure sustainability.
2.b
Review tax revenue and assessment policies to meet the financial needs of the County, while remaining competitive.
2.c
Review and implement organizational efficiencies.
2.d
Build a culture of innovation and continuous improvement.
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2
3
4
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Review reserve policies (focusing on the Fiscal Sustainability Reserve) and allocation provisions to ensure efficiency and maximum return.
a. Align reserves with long-term planning of the County.
Director of Finance
December 2022
b. Review reserves to reflect uncertainty in market conditions.
Director of Finance
Ongoing
c. Meet with departments to ensure reserves reflect Administrative needs.
Director of Finance
December 2022
a. Align tax classes to be closer to expenditure classes.
Director of Finance
Ongoing
b. Compare mill rates with comparative municipalities.
Director of Finance
July 2022
c. Develop a communications plan for potential mill rate change.
Director of Finance
October 2022
a. Align future land needs and inventory with future economic development.
Director of Planning & Development
Spring 2023
b. Incorporate municipally-owned land inventory into asset management.
Director of Planning & Development
Spring 2023
Develop a tax and mill rate strategy to more accurately reflect differences amongst assessment classes.
Develop a strategy to inform direction on surplus municipallyowned lands.
County of Grande Prairie Business Plan
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Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Conduct ongoing organizational reviews to ensure capacity can respond to growth.
a. Change management training for Managers and Directors.
Director of Finance
September 2022
b. Identify metrics and benchmarks for staffing and service levels and recommend policy implementation.
Director of Planning & Development
Summer 2023
c. Conduct a facilitated organizational development session for Directors and Managers.
CAO
Fall 2022
d. Develop a plan to deliver LEAN across the organization.
CAO
Fall 2022
5
Build a culture that values efficiencies, innovation, and is risk-tolerant.
a. Research and consider establishing an innovation program.
CAO
Spring 2023
6
Value for service that provides the highest value for ratepayer dollars.
a. Establish a framework for internal review of service levels.
Director of Finance
December 2022
b. Internal analysis of service levels considering cost-benefit and needs.
Director of Finance
December 2023
c. Review recommended service levels with Council annually.
Director of Finance
Ongoing
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STRATEGIC THEME 3 | Economic Development Build vibrant and prosperous communities by providing supports to our partners to encourage economic development; and to our stakeholders to encourage community development. Key Outcomes: 3.a
Identify and lead opportunities with partner agencies to support economic development growth.
3.b
Work with non-profits to build communities of choice.
3.c
Develop greater flexibility in land use for economic development benefits.
3.d
Consolidate and upgrade internal technology services to streamline and improve citizen services.
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2
6
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Review and update the County’s Growth and Economic Development Plan (GEDP).
a. Re-define roles of the County and partner agencies in Economic Development (ED).
Director of Planning & Development
Fall 2022
b. Provide ED orientation to Council and senior management with overview of the current GEDP.
Director of Planning & Development
Fall 2022
c. Align the GEDP and County Planning Framework to encourage flexibility of lot sizes, and appropriate use of topography; remove ambiguity in language.
Director of Planning & Development
Summer 2025
d. Develop a program to promote tax advantages of development within the County, aligning with the GEDP and MDP.
Director of Planning & Development
Fall 2023
e. Update marketing materials and County’s public information databases (Middle of Everywhere; availability of infra, utilities, amenities, etc.).
Director of Planning & Development
Fall 2022
f. Develop staff orientation materials regarding the County’s role in ED. Every employee is the County’s ED ambassador.
Director of Planning & Development
Winter 2023
a. Identify opportunities for regional partnerships through ongoing inter-municipal engagements.
Director of Planning & Development
December 2022
b. Evaluate impacts and identify opportunities through Intermunicipal Development Plans (IMDPs) and intermunicipal cooperation.
Director of Planning & Development
Summer 2023
Review GEDP for synergies with the Regional Economic Development Strategy.
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5
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Continue business retention and expansion program and review results for potential implementation.
a. Provide annual business visitation report to Council to identify gaps and potential solutions.
Director of Planning & Development
October 2022
b. Determine the County’s role in the provision of broadband services.
Director of Planning & Development
November 2022
a. Define roles of boards, agencies, and non-profits in ED. Offer ED orientation for boards, agencies, and non-profit.
Director of Planning & Development
Summer 2023
b. Conduct open houses for boards, agencies, developers, and realtors.
Director of Planning & Development
December 2022
c. Conduct County planning framework orientation for public member appointees to Subdivision Development Appeal Board (SDAB).
Director of Planning & Development
December 2022
d. Evaluate Community Group Support Coordinator role (Includes facilitation of governance and finance training for non-profits).
Director of Community Services
Spring 2023
a. Develop a business case to improve customer experience (both residents and businesses), including evaluation of current systems, technology, and a Citizen Contact Centre.
Director of Planning & Development
Fall 2024
b. Frequently Asked Questions (FAQ) for staff to better respond to inquires and provide consistent direction.
Director of Planning & Development
Summer 2023
Build stronger relationship with boards and agencies to ensure they are aware of Council’s priorities and can use that as a decision factor.
Improve customer experience.
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STRATEGIC THEME 4 | Effective Land Use Management Manage land effectively by balancing the need for growth while minimizing conflict through land-use planning. Key Outcomes: 4.a
Confirm the key provisions of the Municipal Development Plan and conduct ongoing analysis to determine its impact on development.
4.b
Clarify and communicate the County’s land use management framework (regulations/policies) to all interested stakeholders.
4.c
Address concerns regarding land assessment ratings.
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2
8
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Conduct a review and update of the County’s Municipal Development Plan (MDP) and Land Use Management Framework.
a. Impact Analysis of existing MDP on development and growth.
Director of Planning & Development
Winter 2023
b. Identify stakeholders – goals and objectives.
Director of Planning & Development
Winter 2023
c. Finalize Intermunicipal Development Plans (IDPs) with neighbouring municipalities.
Director of Planning & Development
Summer 2025
d. Complete Hamlet Resiliency Strategy and develop policy recommendations for MDP.
Director of Planning & Development
Spring 2023
e. Review and evaluate alignment with new IDPs. Prepare amendments to MDP to align with new IDPs.
Director of Planning & Development
Fall 2023
f. Initiate comprehensive review for a formal update of the MDP.
Director of Planning & Development
Summer 2023
g. Review and update Area Structure Plans (ASPs) to align with changes to MDP.
Director of Planning & Development
Winter 2024
h. Review and update Land Use Bylaw (LUB) to align with changes to MDP.
Director of Planning & Development
Winter 2024
a. Create/update “common language” pamphlets, website and resources – ie. FAQs, brochures, What you need to know before you buy/develop, and services available to stakeholders.
Director of Planning & Development
Winter 2023
b. Create a communication plan to communicate changes.
Director of Planning & Development
Spring 2023
c. Develop Key Performance Indicators (KPI’s) to measure program success.
Director of Planning & Development
Fall 2023 / Winter 2024
Develop and implement a Land Management Best Practices educational program for stakeholders.
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4
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Implement site evaluation criteria for site selection and development.
a. Develop a classification system to determine best use of land incorporating farmland assessment ratings, land management practices, wetland and drainage, etc.
Director of Planning & Development
Summer 2023
b. Incorporate evaluation criteria into MDP updates and land use management framework.
Director of Planning & Development
Winter 2024
c. Analyze impact on development using existing criteria, including farmland assessment ratings.
Director of Planning & Development
Summer 2023
a. Assess/leverage involvement of all internal departments in the processes.
Director of Planning & Development
Spring 2023
b. Utilize data sharing for planning and budgeting across the County.
Director of Planning & Development
Fall 2023
c. Optimize software implementation.
Director of Planning & Development
Winter 2023
Review and update development and subdivision processes.
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STRATEGIC THEME 5 | Community Wellness and Safety Encourage community wellness and safety by supporting partners in the development and delivery of programs and activities. Key Outcomes: 5.a
Develop a Community Wellness and Safety Strategy including an inventory of programs, services, agencies, and partners, to improve the safety and security of residents.
5.b
Continue to strengthen partnerships amongst policing organizations (RCMP, Peace Officers).
5.c
Incorporate Crime Prevention Through Environmental Design (CPTED) principles in both short-term and long-range land approval and building permitting processes.
5.d
Increase citizen awareness and involvement in community safety initiatives.
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Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Develop an inventory of existing programs, services, agencies, and partners for focusing the County’s program and development efforts.
a. Revisit the internal inventory to include all departments and expand the focus to community wellness and safety.
Director of Community Services
October 2022
b. Conduct an environmental scan to identify regional programs, services, agencies, and partners.
Director of Community Services
October 2022
a. Develop a communication plan to engage with Community Wellness and Safety organizations in the region.
Director of Community Services
March 2023
b. Work with existing platforms to provide information and access to all community wellness and safety resources.
Director of Community Services
June 2023
c. Formalize a liaison between the County and regional agencies.
Director of Community Services
June 2023
d. Define the type and level of support available from the County.
Director of Community Services
September 2023
Develop a consistent approach to developing Strategic Partnerships to provide services.
County of Grande Prairie Business Plan
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4
Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Clearly define and implement the Community Wellness and Safety Strategy.
a. Develop Terms of Reference for the County Community Wellness and Safety Committee (Crime Prevention Committee).
Director of Community Services
June 2022
b. Define the outcomes of the Community Wellness and Safety Strategy.
Director of Community Services
September 2022
c. Research and learn from existing Rural Community Wellness and Safety Plans to develop the County Plan.
Director of Community Services
November 2022
d. Identify human and financial resources required to develop and implement the Community Wellness and Safety Strategy.
Director of Community Services
December 2022
e. Develop the Community Wellness and Safety Plan, including the Crime Prevention Through Environmental Design (CPTED) concept.
Director of Community Services
June 2024
a. Continue with the integration of Enforcement and Police Services.
Director of Community Services
June 2022
b. Post pandemic, start re-engaging with enforcement agencies and community groups (Café breakfast idea) to strengthen relationships.
Director of Community Services
October 2022
Continue to strengthen the collaboration between County Peace Officers, RCMP, County departments and Community Groups.
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STRATEGIC THEME 6 | Governance & Leadership Deliver municipal services through the use of innovative tools and a strong commitment to customer service. Understand the demographics of our citizens and focus on service levels and methods that best fit residents’ and business’s needs. Be a strong partner in development of inter-municipal relationships. Key Outcomes: 6.a
Provide resources and attention to inter-municipal and inter-governmental relationships.
6.b
Improve customer service protocols for the County.
6.c
Review citizen demographics and use data as ongoing planning input.
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Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Continue to Develop Indigenous Relationships.
a. Finalize Indigenous Relationship Policy.
CAO
August 2022
b. Develop Indigenous Relations Plan.
CAO
Summer 2023
a. Networking with Municipal Neighbors to build/maintain intermunicipal relationships.
CAO
Ongoing
b. Identify ongoing priorities and strategies for regional economic development initiatives.
Director of Planning & Development
Ongoing
c. Establish a process to invite intergovernmental partners to County events.
CAO
Summer 2022
i.
Determine Current & Future Internal Interactions with Indigenous Communities.
ii.
Evaluate Need for Indigenous Relations Coordinator (or City Partnership).
iii. Establish Standard Protocols for Engagement. iv. Review & Identify Opportunities to Implement Truth & Reconciliation Calls to Action Opportunities. 2
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Maintain Intermunicipal Government Relationships.
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Administration Activities
Planned Actions for Delivery
Project Lead
Timeline
Align Policies to County Values.
a. Complete Policy Review Project.
Director of Corporate Services
December 2022
b. Conduct Leadership Training for Managers and Directors to promote County values (in conjunction with FS4c).
CAO
Fall 2022
a. Implement the Customer Service Protocol Program with training.
CAO
Fall 2022
b. Review Customer Service Expectations (ie. Consistency, Protocols, Culture, Internal/External, Hours).
CAO
December 2022
a. Ensure census reports and other statistical information is easily accessible for all Departments.
Director of Corporate Services
Fall 2022
b. Update Administrative Directive to ensure statistics/analysis is incorporated into RFDs and business cases. RFD to provide sufficient information for evidence-based vs opinion-based decision making.
Director of Corporate Services
December 2022
c. Develop a plan to Conduct Electoral Boundary Review (per Ministerial Order – Hythe Dissolution).
Director of Corporate Services
Fall 2022
Review and update customer service standards and prepare training supports.
Update and Communicate Demographic Data.
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Administration Building Ph: 780-532-9722 Fax: 780-539-9880 Community Services Building Ph: 780-532-9727 Fax: 780-567-5576 countygp.ab.ca
