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 County Manager
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.
County of Grande Prairie Senior Administration
Joulia Whittleton
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.
Administrative Activities Project Lead Timeline KPIs/Targets
Pursue access between Highway 40 and Highway 43 via Highway 40X southwest connector
GM Transportation and Utilities Q3 2025 Assist the province to advance timelines including having the project tender ready.
Annual advocacy report to Council.
Maintain open communication with MD of Greenview and Industry on the possibility of a second Wapiti River crossing
Continue advocacy to bring infrastructure issues to the attention of other orders of government
GM Transportation and Utilities Q3 2024
Obtain an official response from the MD of Greenview regarding level of priority.
GM Transportation and Utilities Ongoing
Work with the province to obtain illumination on Highway 2 at Webster Road, speed reductions on Highway 672 and Highway 668, slide repair on Highway 674, and Highway 43 Bezanson roundabout.
Annual advocacy report to Council.
KEY OUTCOMES 1.B
Plan and complete effective internal transportation networks meeting citizen and stakeholder needs.
Administrative
Implement the Transportation Master Plan (TMP) by annual reviews, adjustments and budget allocations
KEY OUTCOMES 1.C
GM Transportation and Utilities Q3 2025
Understand and measure efficiencies in the transportation network.
Administrative
Incorporate asset management principles into TU policies.
GM Transportation and Utilities Q4 2024
Updated TMP approved by Council taking into consideration the divisional road program.
Implement data driven pavement management decisions including preservation and rehabilitation strategies.
Revise County fleet replacement decision matrix to be usage based.
Strategic Theme 2 | FISCAL MANAGEMENT
Develop a sustainable financial framework to build safe and prosperous communities.
KEY OUTCOMES 2.A
Sustainable financial policies to aid in long-term fiscal and infrastructure sustainability and growth.
Administrative Activities Project Lead
Review and recommend financial policies.
GM Financial and Business Planning Services Ongoing All policies reviewed per Policy B20 and make changes that reflect the County needs and financial situation
KEY OUTCOMES 2.B
An efficient organization.
Conduct ongoing organizational reviews to ensure capacity can respond to growth.
Develop and implement a costbenefit framework that will be used to ensure highest value for rate payer dollars.
GM Financial and Business Planning Services
Ongoing start Q3 2024 Identify all core programs, service levels and benchmarks
GM Financial and Business Planning Services Next Budget cycle All service level enhancements will be evaluated in 2025 budget cycle
Strategic Theme 3 | ECONOMIC DEVELOPMENT
Build vibrant, prosperous and sustainable communities by facilitating connections with our partners and stakeholders to encourage economic and community development.
KEY OUTCOMES 3.A
Lead partner with agencies to encourage economic development growth.
Administrative Activities Project Lead Timeline KPIs/Targets
Review GEDP for synergies with the Regional Economic Development Strategy
GM Planning and Development Q2 2024
Build stronger relationship with boards and agencies to ensure they are aware of Council’s priorities and can use that as a decision factor
KEY OUTCOMES 3.B
GM Planning and Development Q4 2024
Effective programs to enable community economic development.
KPI:
• Net new jobs
• Dollars of investment
Target:
• 100 net new jobs per year
• $100,000,000 dollars of new investment
KPI:
# of partner meetings
Target: 10 partner meetings per month
Administrative Activities Project Lead Timeline KPIs/Targets
Continue business retention and expansion program and review results for potential implementation
GM Planning and Development Ongoing
Build stronger relationship with boards and agencies to ensure they are aware of Council’s priorities and can use that as a decision factor
GM Planning and Development Q4 2024
Target:
• 90% positive overall satisfaction rating on BRE Survey
• 90% of businesses surveyed would recommend the County to other businesses
• 90% positive relationship with County government
• 150 completed surveys per year
KPI:
Same as above.
Target:
Same as above.
KEY OUTCOMES 3.C
Opportunities for greater flexibility in land use for economic development benefits.
Administrative Activities Project Lead Timeline KPIs/Targets
Review and update the County's Growth and Economic Development Plan (GEDP)
GM Planning and Development Q3 2025 KPI: Positive growth in assessment
Target: Assessment growth greater than inflation %
KEY OUTCOMES 3.D
Policy for investment in infrastructure to support economic development.
Administrative
Develop a program to promote tax advantages of development within the County, aligning with the GEDP and MDP.
Develop a policy on investment to facilitate economic development in the County (capital, tax incentives, planning/ engineering studies)
GM Planning and Development Q1 2025 Approval of Incentives Policy
GM Planning and Development Q1 2025 ROI Target
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
An effective County land-use management framework responsive to development needs.
Conduct a review and update of the County’s Municipal Development Plan (MDP) and Land Use Management Framework
• Planned land supply to grow County’s assessment base over 50 Years
• Diversified planned areas to accommodate 60% non-residential – 40% residential assessment base split as a minimum
• Adequate planned land supply to accommodate projected growth in Primary and Secondary economic sectors over the next 50 years
Review and update development and subdivision processes
and Development
KEY OUTCOMES 4.B
• Reduction in time for Applicants to obtain decision on planning applications.
• Reduction in processing time / administrative time per application
Clarify and communicate the County’s land use management framework (regulations/policies) to all interested stakeholders.
Develop and implement a Land Management Best Practices educational program for stakeholders
Stakeholder engagement
• Online reach
• Number of interactions per trade show
Targets:
• 200 impressions per article.
• 3 trade shows per year – 50 people interactions per trade show
• Quality of engagement
• Attendance numbers at public meetings
Strategic Theme 5 | COMMUNITY WELLNESS AND SAFETY
Foster community wellness and safety by being collaborative partners in the development and delivery of programs and activities.
KEY OUTCOMES 5.A
Community Wellness and Safety Strategy to improve the safety and security of residents.
Complete development of the inventory of existing programs, services, agencies, and partners to effectively focus the County’s program and development efforts.
Develop a consistent approach to developing Strategic Partnerships to provide services.
Clearly define and implement the Community Wellness and Safety Strategy.
Strengthen the collaboration between County Peace Officers, RCMP, County Departments and Community Groups.
GM Community Services Q4 2024
GM Community Services Q4 2024
1. Complete initial inventory of existing programs, services, agencies, and partners
2. Annual review of existing programs, services, agencies, and partners
1. # of newly established relationships related to identified strategic partners (report as %)
2. # ongoing partnerships with currently active strategic partners
GM Community Services Ongoing (annual review) Develop and implement annual workplan
GM Community Services Q3 2024
2 strategic planning meetings per year with RCMP, County Enforcement, Grande Prairie Police Services, County departments and Community Groups
KEY OUTCOMES 5.B
Non-traditional (low cost/no cost) programming.
Administrative
Develop a consistent approach to developing Strategic Partnerships to provide services.
GM Community Services Q4 2024
Clearly define and implement the Community Wellness and Safety Strategy.
KEY OUTCOMES 5.C
GM Community Services Ongoing (annual review)
Citizen awareness and involvement in community safety initiatives.
Administrative
Formalize a liaison between the County and regional agencies.
GM Community Services Q3 2024
1. # of newly established relationships related to identified strategic partners (report as %)
2. # ongoing partnerships with currently active strategic partners
Develop and implement annual workplan
County representation at 90% of scheduled meetings of regional agencies
Strategic Theme 6 | GOVERNANCE
& LEADERSHIP
Innovative leadership with a strong commitment to customer service that best fits resident and business needs.
KEY OUTCOMES
6.A
Be a strong partner in development of inter-municipal relationships.
Administrative
Continue to Develop Indigenous Relationships
County Manager
Continue working to improve Intermunicipal Government Relationships
KEY
OUTCOMES
6.B
Customer service excellence.
County Manager
Council and staff understand and commit to the ongoing consultations as required. The County formally (internally) reports on a number of consultations and engagements at events, projects, initiatives.
Minimum one (1) council-to-council meeting per year.
All agreements negotiated without arbitration. Minimum one (1) council –to-council meeting with each neighboring municipality per year. Annual advocacy report is produced.
Implement consistent best practices for positive customer experience
People and Organizational Development
of customers satisfied with the County’s customer service
60% first contact resolution rate as reported through the citizen satisfaction survey
75% employees complete customer service training modules
KEY OUTCOMES 6.C
Utilize citizen demographics and data as ongoing planning input.
Administrative
Update and Communicate Demographic Data
KEY OUTCOMES 6.D
GM Corporate Services and Strategy Q4 2024 Staff accessibility to data required to inform their RFDs.
Culture of innovation and continuous improvement.
Administrative
Build a culture that values efficiencies, innovation and is risk tolerant.
County Manager Q4 2024
Minimum of 10 internal nominations for innovation awards with clear demonstration of efficiencies (time, money, etc.).
The staff’s response to “innovation culture within the County” question is 80%.
