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.
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 2025 Assist the province to advance timelines including having the project tender ready.
Annual advocacy report to Council.
GM Transportation and Utilities Complete Obtain an official response from the MD of Greenview regarding level of priority.
GM Transportation and Utilities Complete Work with the province to obtain illumination on Highway 2 at Webster Road and Highway 668, slide repair on Highway 674, and Highway 43 Bezanson roundabout.
Annual advocacy report to Council. Q3 2025 Work with the province to address speed reductions on Highway 672.
KEY OUTCOMES 1.B
The County of Grande Prairie ensures that transportation needs of residents and visitors are met and sustained into the future.
Administrative Activities Project Lead Timeline KPIs/Targets
Create an updated transportation master plan through a collaborative process involving Transportation and Utilities, Planning and Development and other relevant departments.
GM Planning and Development Q4 2025 Present draft Transportation Master Plan (TMP).
Q1 2026 TMP Public Consultation
Complete the Range Road 62 Fly Over.
Q2 2026
Implement the Transportation Master Plan (TMP) by annual reviews, adjustments and budget allocations.
GM Transportation and Utilities Q3 2025 Secure engineering and design funding.
Complete engineering, preliminary design and identify lands for acquisition.
KEY OUTCOMES 1.C
Understand and measure efficiencies in the transportation network.
Administrative
Incorporate asset management principles into TU policies.
GM Transportation and Utilities Complete Implement data driven pavement management decisions including preservation and rehabilitation strategies. Revise County fleet replacement decision matrix to be usage based. Q3 2025
Continue to incorporate a County-wide fleet management strategy with a fuller incorporation of Regional Fire Service into the strategy.
Document technical decision-making analysis into capital and maintenance plans.
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.
Review and recommend financial policies. GM Financial and Business Planning Services
KEY OUTCOMES 2.B
An efficient organization.
Conduct ongoing organizational reviews to ensure capacity can respond to growth (service level review). GM Financial and Business Planning Services
All policies reviewed per Policy B20 and make changes that reflect the County needs and financial situation.
start Q3 2024 Identify all core programs, service levels and benchmarks.
Develop a template to define the internal service level review process.
Building upon the completed service inventory, commence phased review of all County services and the cost related to all services.
Develop and implement a costbenefit framework that will be used to ensure highest value for rate payer dollars.
Ensure asset management and data-based decision making is at the forefront of the organization.
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
Review GEDP for synergies with the Regional Economic Development Strategy.
Build stronger relationship with boards and agencies to ensure they are aware of Council’s priorities and can use that as a decision factor
Defined Invest NW partnership.
GM Planning and Development Complete KPI:
• Net new jobs
• Dollars of investment
Target:
• 100 net new jobs per year
• $100,000,000 dollars of new investment
GM Planning and Development Complete KPI: # of partner meetings
Target: 10 partner meetings per month
County Manager Q3 2025 Defined framework for Invest NW partnership.
KEY OUTCOMES 3.B
Effective programs to enable community economic development.
Administrative Activities
Continue business retention and expansion program and review results for potential implementation.
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.C
GM Planning and Development Complete
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
GM Planning and Development Complete KPI: Same as above.
Target: Same as above.
Opportunities for greater flexibility in land use for economic development benefits.
Review and update the County's Growth and Economic Development Plan (GEDP).
GM Planning and Development Q3 2026 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 Q2 2025 Approval of Incentives Bylaw
GM Planning and Development Q2 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.
Administrative Activities Project Lead Timeline KPIs/Targets
Conduct a review and update of the County’s Municipal Development Plan (MDP) and Land Use Management Framework.
GM Planning and Development Q4 2025
• 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
Update General Municipal Standards (GMS).
GM Planning and Development Q4 2025
• Transparent and easy to follow and apply
• Make GMS available to public, Council and staff
Review and update development and subdivision processes.
GM Planning and Development Ongoing KPI’s:
• Reduction in time for Applicants to obtain decision on planning applications.
• Reduction in processing time / administrative time per application
KEY OUTCOMES 4.B
Clarify and communicate the County’s land use management framework (regulations/policies) to all interested stakeholders.
Administrative
Develop and implement a Land Management Best Practices educational program for stakeholders.
Stakeholder engagement
GM Planning and Development Ongoing KPI’s
• Online reach
• Number of interactions per trade show Targets:
• 200 impressions per article.
• 3 trade shows per year – 50 people interactions per trade show
GM Planning and Development Ongoing KPI’s
• 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 crime prevention and crime reduction efforts.
Develop the Community Wellness and Safety Strategy.
GM Community Services Q4 2025
GM Community Services Q2 2026
1. Complete initial inventory of existing programs, services, agencies, and partners.
2. Annual review of existing programs, services, agencies, and partners.
Develop and implement annual workplan based on strategy.
Develop new recreational facility criteria to ensure facilities are built and maintained based on up-to-date criteria.
KEY OUTCOME 5.B
Non-traditional (low cost/no cost) programming.
Administrative Activities Project Lead Timeline KPIs/Targets
Develop a consistent approach to developing Strategic Partnerships to provide services.
KEY OUTCOMES 5.C
GM Community Services Q4 2024
Citizen awareness and involvement in community safety initiatives.
1. # of newly established relationships related to identified strategic partners (report as %)
2. # ongoing partnerships with currently active strategic partners
Administrative Activities Project Lead Timeline KPIs/Targets
Formalize a liaison between the County and regional agencies.
GM Community Services Complete 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.
Continue working to improve Intermunicipal Government Relationships.
KEY OUTCOMES 6.B
Customer service excellence.
Administrative
County Manager Q3 2025
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.
County Manager Complete 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. GM People and Organizational Development Q4 2025
85% 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 Activities Project
Update and Communicate Demographic Data.
KEY OUTCOMES 6.D
GM Corporate Services and Strategy Q2 2025 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 Complete
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%.
