kneehill county integrated community sustainability plan (icsp) 2010

8/6/2019 Kneehill County Integrated Community Sustainability Plan (ICSP) 2010

1/26


2/26

Kneehill County Integrated Community Sustainability Plan

Hoskin Planning & Development Services Inc. ICSP Page 2

Table of Contents

Mission, Vision and Core Values.................................................................................... 3

Executive Summary ........................................................................................................ 4

Strategy Summary .......................................................................................................... 5

Introduction ...................................................................................................................6

Current Situation ............................................................................................................ 7

Stakeholder Consultation ............................................................................................. 13

Goals and Strategic Alignment ..................................................................................... 14

Goal A: Strengthen the County's Agricultural Industry ............................................. 16

Goal B: Improve Internal and External Communication with All Stakeholders ....... 18

Goal C: Encourage and Maintain Community Volunteerism and Support

Community Festivals and Events .................................................................. 20

Goal D: Preserve and Promote the County's Natural, Cultural

and Heritage Assets ...................................................................................... 22

Goal E: Support and Encourage Community Wellness

Initiatives in Kneehill County ....................................................................... 24

Goal F: Enhance Economic Development Strategies ................................................ 26


3/26



Kneehill County Mission StatementKneehill County will serve, enhance and promote our community.

Kneehill County Vision Statement

Kneehill County is first and foremost a rural community that values safety

and good government for our citizens. We will grow as a community by

encouraging responsible development that supports our resource-based

economy. This means investing in and enhancing infrastructure and

services. Through Council policy, our Administration will continue to

promote and protect our community through environmental responsibility,

prosperity, and positive relationships with our citizens, private sector and

government partners.

Kneehill CountyCouncil Core Values Statement

Fiscal Responsibility

To ensure that the resources entrusted to us by our citizens are used responsiblyand in a manner that ensures the long term sustainability of our community.

Safety

To ensure the health, safety, and welfare of our citizens and our employees.

Transparency

To act in a professional manner demonstrating personal integrity andaccountability to each other and to our stakeholders.

Fairness

To achieve fairness by working with our stakeholders in a manner that is consistentand unbiased. Strive to treat all individuals equitably.

Inclusive Leadership

Achieve cooperation through open communication, teamwork and focus on acommon vision.


4/26



Executive Summary

Kneehill County Council identified seven areas to focus strategic planning initiatives and action plans.

They include improvements to governance, infrastructure, communication, inter-municipal relations,

economic development, intra-government relations along with overall operational excellence. From

this, the County developed its Strategic Planning and Action Plan. In May 2005, the New Deal forCities and Communities (NDCC) between Canada and Alberta was signed to transfer federal gas tax

funding to Alberta municipalities. Funding under this program supports the development of public

transit systems, water and wastewater systems, solid waste management, community energy

systems, and community capacity building. These two incentives became the driver for the

development of Kneehill County's Integrated Community Sustainability Plan.

Canada Census data indicates that, while Alberta's population increased by almost 11% between

2001 and 2006, Kneehill County's population decreased by almost 2%. Kneehill County residents

place significant value on their rural lifestyle; while they support growth sufficient to support

additional services, they are concerned growth may have a negative impact on the very things they

cherish. Attracting new residents, and retaining those that currently live in the County; determining

a sufficient level of services to residents, including sewer and water, recreation and social services;

preserving heritage sites and structures; and finding new and more effective ways of

communication, are challenges the County is currently facing.

County Council, administration and residents were invited to participate in public consultation

opportunities consisting of staff and resident surveys and stakeholder meetings. This two-pronged

approach provided the opportunity to ensure the organization was moving in a direction consistent

with the will and desire of its residents. It was affirmed that the organization's direction was

predominantly reflective of the community's vision. At the same time, the exercise provided

opportunity to realign and, at times, generate new priorities and actions to guide Kneehill Countyinto the future.

The following goals will be the foundation from which the County will develop its 2011 Priorities and

Actions Plan:

1.Strengthen the County's agricultural industry

2. Improve internal and external communication with all stakeholders

3.Encourage and maintain community volunteerism and support community festivals and events

4.Preserve and promote the County's natural, cultural and heritage assets

5.Support and encourage community wellness initiatives in Kneehill County

6.Enhance economic development strategies


5/26



Strategy Summary

Strategy Time Frame Budget -

Capital

Budget - Operating

1. Review the County Municipal Development Plan, Land Use Bylaw

and complete Hamlet Strategy to ensure policies promote and

protect agriculture

February 2013

December 2013

$ $200,000

2. Ensure policies support residential growth in areas which does

not unduly conflict with or impede agriculture

February 2011 $ Staff timeno additional

operating costs

anticipated

3. Review the functions and activities of the Agricultural Service

Board

December 2010 $ Staff timeno additional

operating costs

anticipated

4. Enhance the County newsletter by increasing the number of

issues per year

March 2011 $ $3,000 per issue

5. Consider ways to increase the use of the County website October 2010 $ Staff timeno additional

operating costs

anticipated

6. Improve upon relationships with all levels of government,

including municipalities within Kneehill County; neighbouring

municipalities, MLAs and MP

March 2011 $ Joint meetings costsalready considered within

budgets

7. Provide a community events calendar on the County website and

in the County newsletter

June 2011 $ Staff timeno additional

operating costs

anticipated

8. Build public awareness at all levels in respect of environmental

and cultural stewardship

Ongoing $ Support initiatives of

Drumheller Waste

Management as

member

9. Continue participation in Family and Community Support Services

and other organizations providing community and emergency

services to the County

Ongoing $ $43,000 (2011)

10. Continue to promote the interests of the community through

continued dialogue with the MLA and local health and education

authorities

December 2011 $ As required

11. Participate in regional economic development initiatives with

neighbouring community when it is in the best interest of Kneehill

County to do so

Ongoing $ Regional initiatives

through Kneehill Regional

Partnership budget:

$3,200

12. Foster and encourage value added agriculture initiatives December 2011 $ Staff timeno additionaloperating costs

anticipated

13. Identify appropriate areas in Kneehill County where existing

infrastructure exists to support commercial and industrial growth

January 2012 $ Staff timeno additional

operating costs

anticipated

14. Work with neighbouring urban municipalities to identify joint

opportunities

Ongoing $ Medical doctor

recruitment and other

joint initiatives

budget: $130,000


6/26



Introduction

Municipal Characteristics:

Total Area of Municipality (acres) 814,653 Population 5,218

Number of Hamlets 7 Number of Dwelling Units 1,849

Length of all Open Roads Maintained (kilometers) 1,915 Water Mains Length (Kilometer) 450

Storm Drainage Mains Length (kilometers) 0 Wastewater Mains Length (Kilometer) 8

ICSP Overview:

In May 2005, the New Deal for Cities and Communities (NDCC) between Canada and Alberta was

signed to transfer federal gas tax funding to Alberta municipalities. Subsequently, each Alberta

municipality was invited to join this program and sign an agreement with the Province of Alberta

outlining the requirements and benefits under the program.

The NDCC provides financial assistance to municipalities to support the sustainability of capital

municipal infrastructure. Through this investment municipalities have the opportunity to maintain

or enhance economic, social and cultural opportunities and well being, while protecting and

improving the quality of the environment.

Funding under this program supports the development of public transit systems, water and

wastewater systems, solid waste management, community energy systems, and community capacity

building. For Alberta Association of Municipal Districts and Counties (AAMDC) members, the

funding may also be used for rehabilitation of municipal roads and bridges that enhance

sustainability outcomes.

Included in the list of eligible projects are design and engineering services, vehicle purchase,

construction and rehabilitation. In addition, the program may include barrier-free transportation

initiatives to improve accessibility for seniors and persons with disabilities.

As part of the agreement, municipalities are required to develop an Integrated Community

Sustainability Plan (ICSP). This long-range plan has five dimensions environmental, cultural, social,

economic and governance to be developed through public consultation and will provide direction

to their Multi-Year Capital Infrastructure Plan.

This report is produced with the assistance of the ICSP Toolkit developed by AAMDC. It provides a

summary of what our vision for Kneehill County is in the future, how we will achieve this vision and

how we will ensure its sustainability.


7/26



Current Situation

INTEGRATED VIEW:

Within the Kneehill County boundaries there

are two towns, three villages, and seven

hamlets. Agriculture remains the backbone oflocal economy, complimented by a strong oil

and gas industry. With a population of over

5,200, Kneehill County's communities offer

the best of rural living with diverse

educational, cultural, and investment

opportunities. Along with close proximity to

larger urban centres, Kneehill County truly

offers the best of both worlds.

Kneehill County obtained its name from a

group of hills which rise approximately 3,200

feet above sea level, and are located

approximately 12 miles west of Three Hills,

extending southeast through the County. These hills were named the "Knee Hills" by the Cree and

Stony natives because of their shape.

Kneehill County's major advantage is its location amongst a transportation network directly

connected to key business and population centres, offering a unique opportunity to cost-effectively

reach national and international markets. Located just east of the Calgary-Edmonton corridor,

Kneehill County is centrally located in Alberta. The Calgary-Edmonton Corridor is a geographical

region of the Canadian province of Alberta. It is the most urbanized region in the province and oneof the densest in Canada.

Kneehill County encompasses the rural area (and hamlets) surrounding the Towns of Three Hills,

Trochu and the Villages of Acme, Carbon and Linden. The towns and villages are incorporated

municipalities, each of them having their own administration. According to the 2006 census data,

Kneehill County has a population of 5,218 residents with a medium age of 38 years old.

The primary economic activities in Kneehill County are agriculture, oil and gas, and tourism. The

combination of retail, trade, service and manufacturing supported by a resource base of oil, gas and

agriculture, position the County for economic growth. Building and development is a good

indicator of growth in the County. Residential development accounts for most of the recentdevelopment. However; due to high capital costs, the industry is difficult to enter into.

As a single snapshot in time, while Alberta experienced an 11% population increase between 2001

and 2006, Kneehill County's population decreased by almost 2%. Families are slightly larger in

Kneehill County but with a median income of about $10,000 less per year than the average

Albertan. Monthly housing costs are about two-thirds the average and unemployment is less than

half. Agriculture and the oil and gas sectors provide employment to one-half the County's

population.
http://en.wikipedia.org/wiki/Calgary-Edmonton_Corridorhttp://en.wikipedia.org/wiki/Calgary-Edmonton_Corridor


8/26



Retaining the rural lifestyle has significant value to County residents; while they support growth

and additional services they are also concerned growth may have a negative impact on the very

things they cherish. Attracting new residents, and retaining those that currently live in the County;

finding the balance between growth and the level of all services, are challenges the County is

currently facing.

ENVIRONMENT:

The County continues to be proactive in protecting its water resources and it's natural capital,including the environment, and identifies environmental stewardship as one of its Core Values.

One of the most significant challenges, however, is the ability to dedicate adequate resources and

capacity to develop and implement science-based methods to determine ecological requirements.

Changes in land use patterns reflect major development trends. Land use changes and the

subsequent changes in management practices can impact quantity and quality of water in rivers

and other water bodies in Kneehill County.

There are also quality and quantity issues with water wells in some areas of Kneehill County. The

County is currently working toward the development of a safe, reliable and assured supply of

potable water at a reasonable cost for its residents. The most significant project of late is a regionalwater service which will ultimately service 65% of the community.

The County's Agricultural Service Board encourages the preservation and efficient use of soil and

water resources and prevention of the spread of invasive weeds. The County is a member of the

Red Deer River Watershed Alliance and The Red - Bow Regional Watersheds Alliance; both groups

promote and organize community events, programs and information on sustainable land and water

use in the watersheds.

Most recently, the County has updated its Environmentally Significant Areas Study to assist in

retaining the County's biological diversity, soil, water and other natural processes Healthy aquatic

ecosystems, for example, are fundamental to Kneehill County's social and economic health as wellas a goal under Alberta's Water for Life Strategy.


9/26



ECONOMIC:

Agriculture remains the backbone of the local economy in Kneehill County. As farming operations

and practices have expanded over the years, significant production and environmental issues have

emerged, with crop and livestock diseases and drought conditions taking its toll. Through the

directives of its Agricultural Service Board, the County strives to deliver programs that focus on

providing training, specialized equipment or information on available resources that will assistfarmers to deal with their issues effectively. At the same time, land use policies are crafted to

protect the County's agricultural land base for future generations, while providing opportunities for

value-added agricultural industries.

The County's agricultural industry is

complemented by a strong oil and gas

industry, however, in 2009, the ailing

global economy significantly impacted this

sector. Most recently, a wind farm has

been introduced to the Kneehill County

landscape, comprising of 51 turbines, a

collector plant and substation, located

northwest of Trochu. While the County is

best known for conventional energy, it is

conceivable that, over time, Albertans will

acquire 20-40% of its electricity from wind

and solar power.

Throughout the year, the communities within Kneehill County host numerous events. These events

are diverse in nature, appeal to a wide range of ages and promote the unique attributes of the

County. They are somewhat promoted within the host community through local newsletters andbulletin boards, however, events are not always promoted to other communities within the County

or to neighbouring municipalities outside of the County. As well, marketing methods do not always

reflect our diverse demographics. Some of the events hosted within the County are experiencing a

decline in attendance. Attracting attendance from outside the community and encouraging

attendance by our residents has become a real challenge.

As with other rural communities in Alberta, Kneehill County has begun to look toward tourism as a

viable industry to diversity the local economy. Tourism is faced with one challenge -- shortages in

labour and skill. The seasonal nature of many jobs, particularly those in the tourism and hospitality

industry, results in periods of unemployment for some workers.


10/26



CULTURAL:

When they think of culture, Albertans think of their heritage, sports and recreation, the environment

and even innovation in business and the arts. Communities within Kneehill County host a wide range

of cultural events. These events include rodeos, town fairs, farmers markets, craft exhibitions and art

shows. In addition to this, there are several cultural sites, museums and heritage sites that exhibitKneehill County's history, including Dry Island Buffalo Jump Provincial Park, Tolman Badlands Heritage

Rangeland Provincial Natural Area, St. Ann Ranch Provincial Historic Site, Bigelow Reservoir Provincial

Recreation Area, Horseshoe Canyon Provincial Recreation Area, and Bleriot Ferry Provincial

Recreation Area.

While cultural events and sites appeal

to a broad range of citizens from youth

to seniors to families, with the close

proximity to Calgary, many citizens aretravelling outside of the County to

attend cultural events and sites.

SOCIAL:

Kneehill County has numerous curling and figure skating clubs and hockey

teams. In the summer, there are also several baseball leagues and golfing is

available at the Three Hills, Acme or Trochu courses. While attendance at

community events continues to be relatively good, the number of

community volunteers is declining. This can result in volunteer 'burn-out'

and, eventually, County residents may lose their sense of community which

can directly impact their sense of belonging and well being. The less

frequently citizens are engaged in Kneehill County; the more likely they are

to leave and live elsewhere.

Kneehill County is one of the few municipalities of its size that can offer awide and varied educational experience. The public school system is

administered by the Golden Hills School Division and provides kindergarten

to grade 12 education in schools located in villages and towns throughout

the County. There are also numerous private playschool opportunities.

Prairie Bible College, located in the Town of Three Hills, offers education in

ministry, aviation, nursing, vocational training, applied arts and technology.

Several other secondary schools are located within an hour's drive. There

are also excellent adult education opportunities.


11/26



Through numerous partnerships, Kneehill County is able to

offer its residents a full complement of social and emergency

services including FCSS, fire, policing and emergency

management services. Municipalities within Kneehill County

have worked together to develop a regional disaster services

plan, coordinated by the County's Emergency Management

Officer. The Three Hills Health Centre, located in the Town ofThree Hills, offers 24-hour emergency services in acute care,

continuing care, 24-hour emergency, community care, and

public health.

GOVERNANCE:

During the ICSP community consultation process, communication between

the County and its residents was flagged as a concern. The County'slocation outside the provincial utility corridor creates its own challenges in

a world which relies heavily on high-speed internet access. While the

County website is used as one of several communication tools, many

County residents do not have high-speed internet in their homes.

Traditional media such as the local newspapers are heavily relied upon to

provide information to County residents, however, the weekly print

schedule means that there is little opportunity to provide 'late breaking'

information. Attracting young professionals into rural Alberta has been

challenging. Kneehill County has been very successful in attracting and retaining quality staff;

however, many of the staff live in other communities and several commute long distances.

In 2007, Kneehill County adopted its vision statement:

Kneehill County is first and foremost a rural community that values safety and good

government for our citizens. We will grow as a community by encouraging responsible

development that supports our resource-based economy. This means investing in and

enhancing infrastructure and services. Through Council policy, our Administration will

continue to promote and protect our community through environmental responsibility,

prosperity, and positive relationships with our citizens, private sector and government

partners.


12/26



Stakeholder Consultation

INTERNAL:

As a first step in the process a staff survey was conducted and helped form the basis of a resident

survey. The survey was premised on Kneehill County's current vision statement. Feedback

obtained from key personnel and council members provided the organization's opinion on whatthey believe Kneehill County should look like in the future and to confirm whether the County's

current vision statement continues to hold true today. Senior staff and all members of Council

were requested to complete the survey.

Responses reflected that staff considers the following as key components of sustainability in

Kneehill County:

Growth and community participation as primarily indicators of whether Kneehill County is

achieving sustainability;

Growth to require more and better park, open space and infrastructure systems;

Preserving and promoting the County's cultural and heritage assets to be a priority;

Find ways to encourage and maintain community volunteerism and support community

festivals and events; Attract businesses from outside Kneehill County and invest in the infrastructure necessary to

support it;

Protect and preserve drinking water, rivers, streams and wetlands;

Improve public awareness of environmental issues;

Play a role in the improvement and reform of health care services which support County

residents;

Developing options for the young to live and work in the County;

Build on existing partnerships with all levels of government;

Discourage urban sprawl by directing residential growth to existing urban centres in theCounty, including hamlets, villages and towns;

Focus on rural issues and effectively communicate County issues to the public.


13/26



External:

The second part of the process involved the County's hosting of two public open house/information

meetings, on August 31st

and September 2nd

, 2010, at the Huxley and Swalwell Community Halls,

respectively. A presentation made at the meeting outlined the purpose and intent of an ICSP, the

County's desire to seek input from its residents, and highlighted the five pillars of sustainability,

being economic, environmental, social, cultural and governance. Residents were also invited tocomplete a survey. Feedback from the residents identified the following as being an integral

component of Kneehill County's long-term sustainability:

Locate residential development primarily in hamlets;

Hamlets require communal services to support growth;

The County need to invest in infrastructure (sewer/water);

Economic development is required to support additional services and opportunities;

Improved communication between the County and residents.

Stakeholder input was consolidated into a Key Findings Report which forms the basis for developing

Kneehill County's goals. The community consultation process evidenced that staff were committed

to a program of service delivery which facilitates the County's vision statement; the public

confirmed the County's vision statement reflects the collective vision of the community.


14/26



Goals and Strategic Alignment

The process of developing Goals and strategies is based upon a model as shown above. To

achieve its objective, Kneehill County has ensured each goal is unambiguous, achievable and

relevant to the current situation. There must be a means to determine how successful the

County is at achieving its goals; as well, there must be a timeline attached to provide focus and

arrive at results.

As an added measure, each goal is considered in the context of sustainability, being economic,

environmental, social, cultural and governance.

Identifying goals assists in Kneehill County's long term planning and budget preparations. Once

the implications of each goal is evaluated and understood, the County can move forward to

develop strategies directed at achieving each goal. Strategies are then translated into the

implementation of several activities and daily tasks to ultimately realize each success.


15/26



Goal A: Strengthen the County's Agricultural Industry.

Pillars of Sustainability: Economic; Environmental; Cultural; Governance

Kneehill County has long recognized the agricultural industry as the 'backbone' to the com-

munity. Comments, through the survey process and public meetings, clearly identify agriculturalas the most important renewable resource to the health and well-being of the community.

A key consideration to the health and well-being of the agricultural community is ensuring the

County's land use documents provide opportunity for diversification while, at the same time,

ensuring residential and other land uses do not unduly interfere with agricultural operations.

At the same time, programs and initiatives of the Agricultural Service Board must be appropriate

and timely.

Strategy 1: Review the County Municipal Development Plan and Land Use Bylaw to ensure

policies promote and protect agriculture

Timeframe Capital

Budget

Operating

Budget

Performance Measure Target

February

2013

$ 0 $200,000 Completion of internal review directed toward

ensuring a proactive approach to protecting the

agricultural land base while providing diversification

opportunities through home-based businesses and

agri-tourism.

December

2013

Plan to Sustain:

An annual internal review of the Municipal Development Plan and Land Use Bylaw ensures

both documents remain current and relevant.


16/26



Strategy 2: Ensure policies support residential growth in areas which does not conflict with or

impede agriculture

Timeframe Capital

Budget

Operating

Budget


February

2011

$ 0 staff time;

no

additional

operating

costs

required

Identify hamlet growth potential through new

development and/or infill housing and the

development of a Hamlet Strategy should be

undertaken.

February 2012

Plan to Sustain:

A coordinated approach between the Operations, Emergency Services and Planning

Departments ensures sufficient services are available to support future growth and

development.

Strategy 3: Review the functions and activities of the Agricultural Service Board

Timeframe Capital

Budget

Operating

Budget


September

2013

$ 0 staff time;

no

additional

operating

costs

required

Internal annual review coordinated through the

Agricultural Services Department, and keeping pace

with the Province's new 3-year business plan

Ongoing

Plan to Sustain:

An annual internal review of the mandate, services and programs offered through the

Agricultural Service Board ensures functions remain current and relevant.


17/26



Goal B: Improve Internal and External CommunicationWith all Stakeholders

Pillars of Sustainability: Economic; Environmental Cultural; Social; Governance

Comments garnered through the survey and public meetings suggest the need to revisit howthe County communicates with its stakeholders. Communication with County residents, in

particular, is faced with certain challenges; high-speed internet access throughout the County is

limited and timeliness of press releases and advertising is a key consideration due to the weekly

print schedule of local newspapers.

While the County maintains positive working relationships with neighbouring communities,

continuing relationships with provincial and federal partners is also a priority.

Strategy 1: Enhance the County newsletter by increasing the number of issues per year

Timeframe Capital

Budget

Operating

Budget


March 2011 $ 0 $3,000per issue

The number of annual editions of the newsletterincreased from one edition annually to three editions

annually

June 2011

Plan to Sustain:

Providing opportunity for public input on an annual basis will assist the County to evaluate

stakeholder satisfaction and identify areas for improvement.


18/26



Strategy 2: Consider ways to increase the use of the County website

Timeframe Capital

Budget

Operating

Budget


October

2010

$ 0 Staff time

no

additionaloperating

costs

antici-

pated

The County website is easy to navigate and provides

information in a timely manner

March 2011

Plan to Sustain:

The County provides opportunity to stakeholders to submit comments and

recommendations which will ultimately ensure the website is providing relevant

information in a user friendly format.

Strategy 3: Improve upon relationships with all levels of government, including municipalities

within Kneehill County; neighbouring municipalities, MLAs and MP

Timeframe Capital

Budget

Operating

Budget


March

2011

Staff time

no additional

operatingcosts

anticipated

Ensure continued dialogue through provision of

the County's Newsletter, interagency referrals

and ongoing dialogue

Ongoing

Plan to Sustain:

Administration and Council work with all levels of government through interagency

referrals, regular updates and ongoing dialogue on matters of mutual interest.


19/26



Goal C: Encourage and Maintain Community Volunteerismand Support Community Festivals and Events

Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance

The shrinking volunteer pool is a common concern for many communities. Not only doesKneehill County rely on volunteer residents to participate on various committees,

volunteers are the central support of most social and cultural programs offered

throughout the community.

Strategy 1: Provide a community events calendar on the County website and in the County

newsletter

Timeframe Capital

Budget

Operating

Budget


June 2011 $ 0 Staff time

no

additional

operating

costs

antici-pated

Notification to local associations and community

groups that the County hosts a Community Events

Calendar on its website which can also identify

opportunities to volunteer opportunities in the

community

June 2011

Plan to Sustain:

Continued monitoring of calendar use while continuing to encourage associations and

groups to post events.


20/26



Goal D: Preserve and Promote the County's Natural,Cultural and Heritage assets

Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance

Kneehill County has a wealth of heritage assets, both in its natural landscape and thebuilt environment. The recent update to the Environmentally Sensitive Areas Study

provides a baseline for identification and preservation, which precipitated

amendments to the Municipal Development Plan. The County may wish to consider

other planning tools, such as a Historic Preservation Overlay District, or initiating a

Historic Preservation Committee.

There are also community organizations and private individuals preserving the

community's history and, at the same time, providing economic development

opportunities.

Strategy 1: Build public awareness at all levels in respect of environmental and cultural

stewardship

Timeframe Capital

Budget

Operating Budget Performance Measure Target

Ongoing $ 0 Drumheller &

District Solid Waste

Management

Association

Developing educational programs directed

at water, waste management and

recycling, while managing several water

service areas

Ongoing


21/26



Plan to Sustain:

Support relevant programs and services for the operation and maintenance of the

various waste transfer stations and associated landfill, and through general education.

The County's continued support of numerous water service areas will ensure a long-

term supply of potable water for residents.

Strategy 2: Build public awareness at all levels in respect of environmental and

cultural stewardship

Timeframe Capital

Budget

Operating Budget Performance Measure Target

Ongoing $ 0 Agricultural

Services

Department

The County continues to provide

information and education to the

agricultural sector, through its

Agricultural Services Department.

Ongoing

Plan to Sustain:

Support relevant programs and services provided to the agricultural sector.


22/26



Goal E: Support and Encourage Community WellnessInitiatives in Kneehill County

Pillars of Sustainability: Social; Governance

Kneehill County is currently involved in numerous programs and committees

established to provide social and emergency services to the community. Although the

County does not have a direct role in the provision of hospital or school services, there

may be opportunity for the County to have an influence on each institution's service

delivery.

The County contributes to the local FCSS program and provides emergency services,

including ambulance, fire, policing services, through numerous partnerships.

Municipalities within Kneehill County have also regional disaster services plan,

coordinated by the County's Emergency Management Officer. The County has

developed standardized employee orientation processes to meet Occupational Health

and Safety audit Standards

Strategy 1: Continue participation in Family and Community Support Services and other

organizations providing community and emergency services to the County

Timeframe Capital

Budget

Operating

Budget


Ongoing $ 0 $43,000 Coordinate the County's contribution to existing

partnership and ensure representation at meetings.

Coordination of the regional disaster services plan

and development of standardized employee

orientation process.

Ongoing-

Plan to Sustain:

Continued dialogue with adjacent municipalities will provide possible opportunities for

further partnering and ensure the most appropriate delivery of emergency services as

well as a coordinated approach in the event of a local or regional disaster. A

standardized employee orientation process supports the County's commitment to

staff.


23/26



Strategy 2: Continue to promote the interests of the community through continued

dialogue with the MLA and local health and education authorities

Timeframe Capital

Budget

Operating

Budget


April 2011 $ 0 Staff time

no additional

operating

costs antici-

pated

Meet regularly with the MLA, local health and

education authorities to discuss matters of mutual

interests

Ongoing

Plan to Sustain:

Administration and Council continue work with the local hospital, medical facilities andschools, and the local MLA to facilitate the interests of local residents. We will also

extend invitations to these facilities and associates to attend and make a presentation

at a County Council meeting on an annual basis.


24/26



Goal F: Enhance Economic Development Strategies

Pillars of Sustainability: Economic; Governance

Kneehill County participates in

a number of economic initiatives,

including Canadian Badlands Ltd.,

Central Alberta Economic

Partnership and Highway 21

Community Initiatives Society.

Economic development promotes

existing businesses and encourages

new initiatives.

Strategy 1: Participate in regional economic development initiatives with neighbouring

communities

Timeframe Capital

Budget

Operating

Budget


Ongoing $ 0 $3,200 Ensure County representation and participation atmeetings and functions of the various partnerships

and ensure appropriate policies within the MDP and

Land Use Bylaw

Ongoing

Plan to Sustain:

Ongoing dialogue within the various economic initiatives supports existing businesses and

encourages new initiatives. Review of applications for commercial and industrial

development, as they relate to the Municipal Development Plan and Land Use Bylaw,ensures County policies are reviewed regularly and updated as necessary.


25/26



Strategy 2: Foster and encourage value added agriculture initiatives

Timeframe Capital

Budget

Operating

Budget


December

2011

$ 0 Staff time

no

additionaloperating

costs

antici-

pated

Ensure statutory plans, land use bylaw and policies

provide opportunity for home based business and

value added agriculture

Ongoing

Plan to Sustain:

Ongoing review of the County's planning hierarchy will ensure they are current and

relevant and can respond to industry demands.

Strategy 3: Identify appropriate areas in Kneehill County where existing

infrastructure exists to support commercial and industrial growth

Timeframe Capital

Budget

Operating

Budget


January

2012

$ 0 Staff time

noadditional

operating

costs

antici-

pated

Areas identified will be promoted through land use

planning tools and economic development initiatives

Ongoing

Plan to Sustain:

Administration will develop and maintain an inventory of areas currently designatedfor industrial or commercial use. As part of the Municipal Development Plan review,

areas these areas, as well as other that could potentially be suitable for commercial or

industrial use will be given further consideration.


26/26


Strategy 4: Work with neighbouring urban municipalities to identify joint opportunities

Timeframe Capital

Budget

Operating

Budget


Ongoing $ 0 $ 130,000 Areas of joint opportunity are explored through

the provision and implementation of

intermunicipal development plans and/orintermunicipal agreements

Ongoing

Plan to Sustain:

As part of each budget process, Administration will identify if opportunities exist to

partner with urban municipalities for projects, initiatives or developments.

kneehill county integrated community sustainability plan (icsp) 2010

Documents