April 8 2024 RCM PUBLIC

Agenda

Regular Council Meeting Agenda

Monday, April 08, 2024 at 5:00 p.m.

Council take the meeting into closed session to prevent disclosure of information, in accordance

Public Input Session

PUBLIC INPUT SESSION

The intent of the Public Input Session is to allow the public to address Council on matters of interest that are not already being addressed in the Council meeting or other boards and commissions of which Council is a member.

The Public Input Session will run from 5:00 p.m. to 5:15 p.m., following the adoption of the agenda.

It is strongly recommended that people pre-register for this session.

Procedure for Pre-registration

Members of the public wishing to address Council during the Public Input Session may:

1. register online prior to 12:00 p.m. the day of the Council meeting by filling out the registration form online on the Town of Stony Plain website: https://www.stonyplain.com/en/town-hall/address-council.aspx

Presentations & Delegations

Statutory Public Hearing

Adoption of Council Minutes

TOWN OF STONY PLAIN

PROVINCE OF ALBERTA

MARCH 25, 2024 MINUTES OF THE REGULAR COUNCIL MEETING

HELD IN THE TOWN OF STONY PLAIN COUNCIL CHAMBERS AT 5:00 PM

PRESENT:

Deputy Mayor: Harold Pawlechko

Councillors: Pat Hansard

Justin Laurie

Melonie Loyns

Eric Meyer

Town Manager: Tom Goulden

General Manager, Community and Protective Services: Karl Hill

General Manager, Community & Social Development: Lisa Gilchrist

General Manager, Planning & Infrastructure: Brett Newstead

Acting General Manager, Corporate Services: Teresa Olsen

Acting General Manager, Strategic Servies: Stephanie Barsy Boisvert

Legislative Coordinator: Christina Michaud

EXCUSED ABSENCE:

Mayor: William Choy

Councillor: Justin Anderson

1. CALL TO ORDER

Deputy Mayor Harold Pawlechko called the March 25, 2024 Regular Council Meeting to order at 5:02 p.m.

2. ADOPTION OF AGENDA

Agenda Adoption 35/03/24/SP

Moved that Town Council adopt the March 25, 2024 Regular Council Meeting Agenda as presented.

CARRIED UNANIMOUSLY

3. PUBLIC INPUT SESSION

4. PRESENTATIONS & DELEGATIONS – NIL

5. STATUTORY PUBLIC HEARING – NIL

6. ADOPTION OF COUNCIL MINUTES

DRAFT COPY ONLY: This document is not yet adopted and is for informational purposes only.

RCM Minutes 36/03/24/SP

SPPL, TLC, MHF & G&CC Minutes 37/03/24/SP

SDAB Bylaw 1st Reading & Remuneration 38/03/24/SP

SDAB Bylaw 2nd Reading 39/03/24/SP

SDAB Bylaw Unan. Consent 40/03/24/SP

March 25, 2024 Regular Council Meeting Minutes

6.1 Regular Council Meeting Minutes – March 11, 2024

Moved that Town Council approve the March 11, 2024 Regular Council Meeting Minutes as presented

CARRIED UNANIMOUSLY

7. COUNCIL BOARD & COMMITTEE MINUTES

7.1

Stony Plain Public Library – June 21, August 16, September 20, October 18, November 15, 2023

7.2 Tri-Municipal Leisure Facility Corporation Board – November 23, December 5, 2023

7.3 Meridian Housing Foundation – January 24, 2024

7.4 Growth & Commerce Committee – January 30, 2024

Moved that Town Council receive the Council Board & Committee minutes for information.

CARRIED UNANIMOUSLY

8. BYLAWS

8.1

Subdivision and Development Appeal Board Bylaw

The Acting Manager of Corporate Services gave an overview of the bylaw.

Moved that Town Council:

1) approve an honorarium of $200 per hearing for appointed public members of the SDAB including a $200 honorarium for attending the mandatory provincial training session; and

2) give first reading to bylaw 2685/G/24, the Subdivision and Development Appeal Board Bylaw with the following amendment:

• adding a clause that references the Municipal Government Act requirement that limits one Council member being appointed to an SDAB panel at a time.

CARRIED UNANIMOUSLY

Moved that Town Council give second reading to bylaw 2685/G/24 as amended.

CARRIED UNANIMOUSLY

Moved that Town Council give unanimous consent to consider third reading of bylaw 2685/G/24.

DRAFT COPY ONLY: This document is not yet adopted and is for informational purposes only.

SDAB Bylaw 3rd Reading 41/03/24/SP

Comm. Gov. Framework Bylaw 1st Reading 42/03/24/SP

Comm. Gov.

Framework Bylaw 2nd Reading 43/03/24/SP

Comm. Gov.

Framework Bylaw Unan. Consent 44/03/24/SP

Comm. Gov.

Framework Bylaw 3rd Reading 45/03/24/SP

CARRIED UNANIMOUSLY

Moved that Town Council give third reading to bylaw 2685/G/24.

CARRIED UNANIMOUSLY

Deputy Mayor Harold Pawlechko called a break at 5:38 p.m.

Deputy Mayor Harold Pawlechko called the March 25, 2024 Regular Council Meeting back to order at 5:49 p.m.

8.2

Committee Governance Framework Bylaw

The Acting Manager of Corporate Services gave an overview of the bylaw.

Moved that Town Council give first reading to Bylaw 2684/G/24, a bylaw to establish the Committees Governance Framework Bylaw, and repeal Council policy:

a. Citizen at Large Board Member Selection C-LS-030;

b. Ex-Officio Members 263/04/00/SP; and

c. Recognition of Board and Committee Members 175/06/06/SP.

CARRIED UNANIMOUSLY

Moved that Town Council give second reading to bylaw 2684/G/24.

CARRIED UNANIMOUSLY

Moved that Town Council give unanimous consent to consider third reading of bylaw 2684/G/24.

CARRIED UNANIMOUSLY

Moved that Town Council give third reading to bylaw 2684/G/24.

9. BUSINESS ITEMS

9.1

CARRIED UNANIMOUSLY

Council Compensation and Expenses Review

The Acting Manager of Corporate Services gave an overview of the bylaw.

DRAFT COPY ONLY: This document is not yet adopted and is for informational purposes only.

Moved that Town Council accept the Council Compensation and

Review report for information.

Deputy Mayor Harold Pawlechko declared the March 25, 2024 Regular Council Meeting adjourned at 6:21 p.m.

Mayor William Choy

Teresa Olsen, Acting General Manager Corporate Services

END OF ITEM

Council Board & Committee Minutes

END OF ITEM

Bylaws

REGULAR COUNCIL MEETING

MEETING DATE: April 8, 2024

REQUEST FOR DECISION PUBLIC SESSION

SUBJECT: Meridian Housing Foundation Spruce Grove Lodge Funding

EXECUTIVE SUMMARY

Meridian Housing Foundation has received Provincial funding and has requested capital equity contribution in the amount of $1,297,700. In order to facilitate, the Town will be taking a debenture on behalf of the Meridian Housing Foundation that will be paid back through seniors capital requisition.

RECOMMENDATION

That Town Council approve first reading of Bylaw 2688/DEB/24, a bylaw to finance the Town of Stony Plain’s share of the Meridian Housing Foundation Spruce Grove Lodge.

BACKGROUND

On March 14, 2022 Council received a presentation from the Meridian Foundation regarding their capital request for the Spruce Grove Lodge. On that evening Council approved the motion: Moved that Town Council approve the capital equity contribution of $1,297,700 for the development of the Spruce Grove Lodge as presented, contingent on provincial funding. Both the councils of the City of Spruce Grove and Parkland County approved a capital contribution to the Meridian Foundation Spruce Grove Lodge project.

Cost share broken out by municipality based on equalized assessment totals:

- City of Spruce Grove - $2,871,850

- Parkland County - $5,330,450

- Town of Stony Plain - $1,297,700

The administration teams of Parkland County, City of Spruce Grove and Town of Stony Plain worked collaboratively to ensure an effective model of funding. The proposed funding and tax requisition structure ensured the best scenario for the municipalities, Meridian Foundation, and residents. The proposed model ensures transparency is achieved on tax collection through a capital seniors requisition on tax notices, the requisition burden is spread over multiple years to mirror benefit to the residents and future residents, and municipal tax rates were not impacted.

In order to achieve this the attached bylaw outlines borrowing funds on behalf of Meridian Housing Foundation to achieve the capital goal. Meridian Housing Foundation will then enter into an agreement to service the debenture and interest through annual Seniors Capital requisitions. The annual required funds under the loan agreement will be added to the requisition section of the tax notices as approved annually through the tax rate bylaw. The duration of the loan and agreement to pay will mirror each other. The approach of the lending agreement is supported through legal opinion and each municipalities respective audit firms.

Options

As an alternative to a lending agreement, the requested capital amount could be fronted by the municipality and would impact the municipal tax rate for recovery rather than the Seniors requisition. This option would not provide transparency to residents on what the funds are supporting as it would be buried within the tax rate. In addition, when comparing municipal tax rates by municipality, the Town’s would be inflated by the Senior Capital request in this option.

Relevant Statutes/Master Plans/Documents

Debt Management Policy C-FS-045

Municipal Government Act (MGA) Section 251, 258, and 606

STRATEGIC ALIGNMENT & KEY ACTIONS

Stony Plain Strategic Plan 2024-2027:

• Governance and Priorities

o Embrace a priority and performance measurement culture and link our strategic vision and decision-making processes with our financial realities.

COMMUNICATION

Subsequent to approval of first reading, the bylaw will be advertised in the local newspaper to allow for public response and to satisfy MGA requirements. Documents related to this agenda item are available on the website as part of the council agenda package. The council meetings are also streamed live and available after the meeting on YouTube.

BUDGET/FINANCIAL IMPACT

The debenture of $1,297,700 will increase the total debt held by the Town to $31.2M. This would mean debt limit available against internal debt limit would be 48% available and against municipal limit would be 59% available.

ATTACHMENTS

1. Bylaw 2688/DEB/24

Prepared by: Teri Stewart, Manager, Financial Services

Reviewed by: Teresa Olsen, Manager, Legislative Services

Approved by: Tom Goulden, Chief Administrative Officer

BEING A BYLAW OF THE TOWN OF STONY PLAIN IN THE PROVINCE OF ALBERTA TO AUTHORIZE A BORRWING AND LENDING FOR THE PURPOSE OF FINANCING THE TOWN OF STONY PLAIN’S SHARE OF THE MERIDIAN HOUSING FOUNDATION SPRUCE GROVE LODGE

WHEREAS, The Council of the Municipality has decided to issue a bylaw pursuant to Section 258 of the Municipal Government Act, RSA 2000, c. M-26, and amendments thereto, to authorize the financing of its share of the construction and completion of the Meridian Housing Foundation Spruce Grove Lodge (the “Project”).

AND WHEREAS the Councils of the Town of Stony Plain, Parkland County, the City of Spruce Grove have determined that the construction and completion of the Project will be carried out on a cost share basis with the costs borne by the municipalities at-large as follows:

• Parkland County- $5,330,450

• City of Spruce Grove - $2,871,850; and

• Town of Stony Plain - $1,297,700

AND WHEREAS in order to fund its share of the Project; it will be necessary for the Town of Stony Plain to borrow up to $1,297,700 on terms and conditions referred to in this Bylaw and whereas the estimated total contribution of the Town to the Project will not exceed $1,297,700;

AND WHEREAS the Town of Stony Plain deems it advisable to make a borrowing for a period not exceeding 20 years for the purpose of financing the construction and completion of the Project;

AND WHEREAS the estimated lifetime of the Project financed under this Bylaw is equal to, or in excess of 20 years;

AND WHEREAS the principal amount of the outstanding debt of the Town of Stony Plain on December 31, 2023 is $29,887,587.31, no part of which is in arrears, and the borrowing of the amount authorized to be borrowed by this Bylaw will not cause the Town of Stony Plain to exceed its debt limit;

AND WHEREAS Sections 264 and 265 of the Act provide the Town of Stony Plain may lend money to a non- profit organization and whereas the Council of the Town of Stony Plain considers that the loan will be used for a purpose that will benefit the Town of Stony Plain;

AND WHEREAS in order to complete the construction of the Project, it will be necessary for the Council of the Town of Stony Plain to loan the sum of up to $1,297,700 to the Meridian Housing Foundation on the terms and conditions referred to in this Bylaw;

NOW THEREFORE, the Council of the Town of Stony Plain in the Province of Alberta, duly assembled, hereby enacts as follows:

1.0.0 Title

1.1.0 This bylaw may be cited as the “Meridian Housing Foundation Spruce Grove Lodge Borrowing and Lending Bylaw".

2.0.0 Definitions & Interpretations

2.1.0 "Act” means the Municipal Government Act, RSA 2000, c M-26;

2.2.0 “Chief Administrative Officer” meansthe chief administrative officer of the Town of Stony Plain;

2.3.0 “General Manager, Corporate Services” means the General Manager, Corporate Services of the Town of Stony Plain;

2.4.0 “Project” means the Meridian Housing Foundation Spruce Grove Lodge;

2.5.0 “Project Loan ” means the amount borrowed by the Town of Stony Plain from the Province of Alberta, or another financial institution, for an amount up to but not exceeding $1,297,700 for the construction and completion of the Project.

3.0.0 General Borrowing:

3.1.0 The Town of Stony Plain may borrow from the Province of Alberta, or another authorized financial institution, a sum up to but not exceeding $1,297,700 (the "Project Loan").

3.1.1 The funds borrowed under this Bylaw shall be borrowed on the general credit and security of the Town of Stony Plain.

3.1.2 The Chief Administrative Officer and General Manager, Corporate Services are authorized to execute on behalf of the Town of Stony Plain promissory notes and other negotiable instruments or other evidence of indebtedness for the Project Loan as the lender may require as evidence of and security for the sum borrowed.

3.1.3 The Project Loan shall bear an annual rate of interest not to exceed 10%.

3.1.4 The sum borrowed under this Bylaw, including principal and interest, shall be repaid according to the repayment structure negotiated with the lender, but in any event, over a term not to exceed 20 years.

3.1.5 The principal borrowed and interest owing under this Bylaw will be repaid by the Town of Stony Plain through payments received by the Town of Stony Plain from Meridian Housing Foundation, funded through annual seniors housing requisitions, requisition by the Meridian Housing Authority, and levied and collected by the Town of Stony Plain and paid to the Meridian Housing Authority pursuant to section 7 of the Alberta Housing Act, RSA 2000, c A-25.

Lending, Interest, Term and Repayment:

3.1.6 The Town of Stony Plain may loan up to $1,297,700 to Meridian Housing Foundation for the purpose of financing the construction and completion of the Project.

3.1 7 The source of the money to be loaned to Meridian Housing Foundation shall be the proceeds from the Project Loan.

3.1.8 The sum loaned under this bylaw, including principal and interest, shall be repaid through annual payments by Meridian Housing Foundation to the Town of Stony Plain, funded through annual seniors housing requisitions, at the same annual rate of interest and term as the Project Loan.

3.1.9 The Town of Stony Plain and Meridian Housing Foundation shall enter into a loan agreement consistent with the terms of this Bylaw. The Chief Administrative Officer and General Manager, Finance are authorized to issue the loan to Meridian Housing Foundation on behalf the Town of Stony Plain for the amount and purpose as authorized by this Bylaw.

4.0.0 Severability

4.1.0 If any portion of this bylaw is declared invalid by a court of competent jurisdiction, then the invalid portion must be severed and the remainder of the bylaw is deemed valid.

5.0.0 Effective Date

5.1.0 This bylaw shall take full force and effect on the date it is passed.

Read a first time this day of , AD 2024.

Read a second time this day of , AD 2024.

Read a third time this day of , AD 2024

Mayor William Choy Teresa Olsen Acting General Manager, Corporate Services

END OF ITEM

Business Items

REGULAR COUNCIL MEETING

MEETING DATE: April 8, 2024

REQUEST FOR DECISION

SUBJECT: Economic Development Strategy and Action Plan

EXECUTIVE SUMMARY

Administration has prepared the Economic Development Strategy and Action Plan with the support of a subject matter consultant. The Strategy and Action Plan was approved in the 2023-2025 Corporate Plan to foster the Town’s economic growth and prosperity. At the February 27, 2024, Growth and Commerce Committee meeting, the Committee accepted the draft Strategy and Action Plan for information and recommended presenting it to Town Council.

RECOMMENDATION

That Town Council accept the Economic Development Strategy and Action Plan for information

BACKGROUND

Patricia Huntsman Culture and Communications was contracted in May 2023 to guide the creation of Stony Plain’s Economic Development Strategy and Action Plan (EDS). The EDS will guide the Town’s economic development priorities and actions for the next five years.

The project scope and, ultimately, the final plan were designed to:

• Update the 2019 Economic Development Strategy

• Bolster economic growth and the diversification of Stony Plain’s economy, including creating jobs for current and future residents

• Improve Stony Plain’s investment readiness and regional competitiveness.

• Improve Stony Plain’s economic development service delivery.

• Align economic development initiatives with leading municipal economic development best practices.

• Align economic development initiatives with the Town’s Municipal Development Plan (MDP), including balancing residential and non-residential development projections and responding to the recently completed Highway Development Strategy.

• Create a strategy development process rooted in stakeholder engagement and in-depth analysis.

The project, which was completed over eleven months, included context setting rooted in the information produced through the Highway Development Strategy and in-depth engagement utilizing the Public Participation Policy (C-CAO-057), which resulted in more than 800 comments and data points from various key economic development influencers and stakeholders.

The key themes heard across engagement activities were:

• Economic Development in Stony Plain would benefit from an increased presence to pursue economic opportunities.

• There is a need to enhance investment readiness and attraction that accounts for both new businesses as well as the needed labour and talent pool associated with running and operating said new businesses (economic development linked to quality of life and other functions in the Town, including arts and culture and planning).

• Stony Plain’s competitive advantage for investment attraction, including a clear marketing angle and improved communications, needs to be clearly articulated

• The Town needs to improve its data collection and analysis functions internally to inform economic development decision-making (alongside potential benefits for data-driven decision-making for other functions in the Town).

• There is an opportunity to improve business relationships and support additional investment into the municipality through increased capacity within the Economic Development Business Unit.

• Economic development is a valued component of community building and quality of life.

The Strategy and Action Plan builds off the key themes heard through engagement and context setting. The resulting priorities are realized through four strategic priorities and fifty-four supporting actions. The Strategic Priorities include:

1. Create an attractive, investment, and future-ready community

2. Bolster strategic partnerships and collaborations

3. Enhance the local business ecosystem

4. Optimize municipal services

In addition to establishing the strategic priorities, which act as key pillars for economic development in Stony Plain, the Strategy and Action Plan includes a vision and values that intend to guide and inspire its implementation.

Vision: Stony Plain is an equitable and attractive destination, where everyone actively enjoys the rewards of economic opportunities, creating a thriving and inclusive community.

Values:

Be future-ready

Be unforgettable

Be bold

Be agile

Be a trusted partner

Be resilient

The Action Plan prioritizes the Supporting Actions into phases, identifies partners and opportunities for collaboration, measures of expected outcomes and key performance indicators to monitor progress, and resource considerations for each action. The Action plan will guide the implementation of the strategy and inform administrations annual corporate planning and work plan year over year. Reporting of the key performance indicators will occur regularly through the Growth and Commerce Committee and the quarterly reporting process.

The draft Strategy and Action Plan was presented to the Growth and Commerce Committee during their February 27, 2024, meeting. The Committee accepted the presentation for information and recommended that it be presented to Town Council Additionally, the GCC emphasized the importance of regular updates to the action plan and ongoing analysis to identify opportunities for expediting supporting actions where feasible

Relevant Statutes/Master Plans/Documents

Town of Stony Plain Strategic Plan 2024-2027

STRATEGIC ALIGNMENT & KEY ACTIONS

Stony Plain Strategic Plan 2024-2027:

• Economic Opportunity

o Create opportunities for a more prosperous climate and job creation with guidance from the Economic Development Strategy & Action Plan.

o Foster further development of the North Business Park and highway commercial areas through advancing recommendations in the Highway Development Strategy.

STAKEHOLDER AND PUBLIC PARTICIPATION

Stakeholder engagement was a core priority during the project. Following the Town’s Public Participation Policy (C-CAO-057), more than 800 data points and comments were received throughout the engagement process. Further details can be reviewed in the Context Setting Report on pages 37-48.

COMMUNICATION

• Economic Development E-Newsletter

• Direct email correspondence with stakeholders who engaged throughout the project

• Corporate and Invest Stony Plain websites

• Council meetings are streamed live and available after the meeting on YouTube

• Council Highlights news release

• Ongoing information sharing and engagement with economic development influencers

• News Release

• Town Social Media Channels

ATTACHMENTS

1. Economic Development Strategy and Action Plan Presentation

2. Economic Development Strategy and Action Plan

3. Economic Development Strategy and Action Plan – Planning Context Report

Prepared by: Michelle Levasseur, Economic Development Officer

Prepared by: Kaleb Brink, Economic Development Specialist

Reviewed by: Brenda Otto, General Manager, Strategic Services

Approved by: Tom Goulden, Chief Administrative Officer

Stony Plain Economic Development Strategy & Action Plan

Presentation to Town Council

April 8, 2024

RECOMMENDATION

That Town Council accept the Economic Development Strategy and Action Plan for information.

PRESENTATION OVERVIEW

➔ Project Scope, Goals, and Timeline

➔ Engagement Summary

➔ Vision and Values

➔ Strategic Priorities

➔ Action Plan

Scope

PROJECT SCOPE & GOALS

Goals

Through research and conversation, the Town of Stony Plain is developing an updated Economic Development Strategy & Action Plan focused on responding to emerging trends, diversifying economic development opportunities and sectors, and outlining key initiatives to support businesses and community members.

➔ Bolster economic growth and the diversification of Stony Plain’s economy

➔ Create new jobs and sustain existing ones

➔ Improve the Town’s investment readiness and regional competitiveness

➔ Review the Town’s role in economic development and identify gaps and opportunities to improve

➔ Align economic development with the Town’s Municipal Development Plan and key projects such as the Highway Development Strategy

Phase 1: Project Launch & Kick-off

PROJECT TIMELINE

Phase 2: Research & Analysis

Phase 3: Stakeholder Engagement

Phase 4: Synthesis & Validation

Phase 5A: Plan Development

We’re here!

Phase 5A: Plan Finalization

July 2023

June 2023

July - August 2023

September 2023

OctoberNovember 2023

December 2023April 2024

ENGAGEMENT THEMES TO STRATEGIC PRIORITIES

KEY ENGAGEMENT THEMES

Increased presence for economic opportunities

Enhanced investment readiness

Valued component of community building

Articulating competitive advantages

Improving data collection and analysis

Strengthening business relationships

SUMMARY STRATEGIC PLAN: Future Ready

VISION AND VALUES

Vision

Stony Plain is an equitable and attractive destination, where everyone actively enjoys the rewards of economic opportunities, creating a thriving and inclusive community.

Values

➔ Be future-ready

➔ Be unforgettable

➔ Be bold

➔ Be agile

➔ Be a trusted partner

➔ Be resilient

STRATEGIC PRIORITIES

Objectives

➔ A one-year supply of strategically managed, development-ready non-residential land in Stony Plain

➔ Elevate the Stony Plain brand locally, provincially, and nationally through strategic online and offline initiatives

➔ Economic development is at the forefront of strategic initiatives and opportunities

➔ Market and communicate Stony Plain's target sectors through strategic initiatives

➔ Attract and retain talent

➔ Grow target sectors

➔ Continue to work on place-making qualities

43 of 184

STRATEGIC PRIORITIES

Objectives

➔ Cultivate, establish, and maintain key stakeholder partnerships to strengthen Stony Plain's economic development

➔ Strategic partners support our target sector investment attraction and business development.

➔ Economic reconciliation pathways are identified and guided by Indigenous peoples

➔ Stony Plain continues to be a strategic collaborator within the Tri-Municipal Region with distinct and competitive positioning

STRATEGIC PRIORITIES

Objectives

➔ Implement Comprehensive Business Retention and Expansion Programming

➔ Strengthen local business collaboration and enhance support services

➔ There is active local business leadership and engagement

➔ Support transition to the next generation of business owners and investors

STRATEGIC PRIORITIES

Objectives

➔ Internal conditions are further developed and enhanced to help economic development flourish

➔ Organizational practices, capacity, and workload are optimized

➔ Enhance and clearly communicate Stony Plain’s development requirements to prospective industry

CURRENT OPERATIONS - SERVICE COMMITMENTS

Several ongoing programs and services aligning with the Strategic Priorities occur regularly and contribute to the Town’s ability to action the Strategy.

GOING FORWARD

ACTION PLAN: IMPLEMENTING THE STRATEGY

Implementation of the 54 Supporting Actions:

Strategic Priority

Objective

Supporting Actions Phases

1 = 1-2yrs

2 = 3-4yrs

3 = 5 yrs

Partners KPIs Resource Considerations

➔ The Action Plan will be reviewed on an annual basis and adjusted as required

➔ KPI reporting will occur regularly through the Growth and Commerce Committee and the quarterly reporting process

INDIGENOUS LAND ACKNOWLEDGEMENT

Stony Plain is located on Treaty 6 territory, the traditional meeting grounds, gathering space, and travel route of the Cree, Saulteaux, Blackfoot, Dene, and Nakota Sioux and the homeland of the Métis Nation. The Town of Stony Plain respectfully acknowledges the many First Nations, Métis, and Inuit communities whose footsteps have marked this landscape since time immemorial.

KEY TAKEAWAYS

1. The 2024-2029 Town of Stony Plain Economic Development Strategy and Action Plan presents a planning framework of the Strategic Priorities, Objectives and Supporting Actions for the Town and its key partners and collaborators to implement and guide its work. It encompasses a broad range of assets and resources that will help ensure its integration into a healthy business ecosystem.

2. Project Goals: Through research and consultation, the Town has developed and updated the Economic Development Strategy to focus on responding to emerging trends, diversifying economic development opportunities and sectors, and outlining key initiatives to support businesses and community members. Stony Plain’s Economic Development Strategy & Action Plan project has been a nine-month process of research, community engagement and formulation to chart a course for the town’s economic development future. Engagement activities included:

• Growth and Commerce Committee (GCC) Session

3 Councillors engaged/40+ comments received

• Internal Town Staff Workshop

8 staff members/90+ comments received

• One-on-one Stakeholder Interviews (with existing businesses and one staff member)

9 participants/172+ comments

• Industry Focus Group (Government Partners, Industry Partners, Academic Institutions)

21 participants/~282 data points

• Community Forum

14 participants/~216 data points

• Midsummer Thursday

Sounding Boards

16+ comments

3. Overall, key themes we heard across all engagement activities were:

• Economic Development in Stony Plain would benefit from increased presence to pursue economic opportunities.

• There is a need to enhance investment readiness and attraction that accounts for both new businesses as well as the needed labour and talent pool associated

with running and operating said new businesses (economic development linked to quality of life and other functions in the Town including arts and culture and planning).

• There is a need to clearly articulate Stony Plain’s competitive advantage for investment attraction including a clear marketing angle and improved communications.

• There is a need to improve data collection and analysis functions internally in the Town to inform economic development decisionmaking (alongside potential benefits to make data-driven decision-making for other functions at the Town).

• There is an opportunity to improve business relationships and support additional investment into the municipality through increased capacity within the Economic Development Business Unit.

• Economic development is a valued component to community building and quality of life.

Read more about engagement on page 32.

4. The Strategic Priorities build-off of the key emerging themes from the analysis phase of the process and reflect what was learned in the Context Setting Report. These priorities are realized through Supporting Actions and will guide the Town’s economic development activities over the next five years. Each of the Strategic Priorities is of equal value and is not priority ranked.

• Str ategic Priority 1: Create an attractive, investment, and futureready community

• Str ategic Priority 2: Bolster strategic partnerships and collaborations

• Str ategic Priority 3: Enhance the local business ecosystem

• Str ategic Priority 4: Optimize municipal services

5. The role of Economic Development in Stony Plain is to grow non-residential development and increase jobs by continuously advocating to improve the Town’s development readiness, telling the world about Stony Plain, and supporting the local business ecosystem. We aim to achieve this through our vision of: Stony Plain is an equitable and attractive destination, where everyone actively enjoys the rewards of economic opportunities, creating a thriving and inclusive community.

6. The Economic Development Strategy and Action Plan is guided by the following values as we create new opportunities for Stony Plain:

• Be future-ready

• Be unforgettable

• Be bold

• Be agile

• Be a tr usted partner

• Be resilient

7. Going forward: The Town of Stony Plain Economic Development Strategy is a ‘‘living document’ and will be supported by an updated annual implementation schedule and budget outlining:

• Supporting Actions prioritized into recommended phases

• Partners; and the opportunity for further collaboration;

• Measures of Expected Outcomes and Benefits with success indicators (KPIs) as a way to monitor progress; and

• Resource considerations for each action.

The Action Plan will provide a guide for detailed tactical implementations. It will be a roadmap for the Town’s decisionmaking and investment over the next five years.

VISION AND VALUES

The role of Economic Development in Stony Plain is to grow non-residential development and increase jobs by continuously advocating to improve the Town’s development readiness, telling the world about Stony Plain, and supporting the local business ecosystem. We aim to achieve this through our vision of:

Stony Plain is an equitable and attractive destination, where everyone actively enjoys the rewards of economic opportunities, creating a thriving and inclusive community.

In addition to the organization’s Leadership Principles, the Economic Development Strategy and Action Plan are guided by the following values as we create new opportunities for Stony Plain:

Be future-ready: we stay on top of the latest trends and practices to serve the changing needs of the local economy and ensure a bright future for future generations.

Be unforgettable: we stay true to our roots and identity as a charming town with amenities, attractions, and big city options nearby.

Be bold: we’re confident, innovative thinkers and set our sights high, aiming for ambitious goals for the betterment of the community ensuring transformative and positive outcomes.

Be agile: we know our priorities, respond quickly, and pivot to access relevant opportunities.

Be a trusted partner : we deeply value the relationships we’ve formed and the new ones we will make. We’ll be intentional and accountable in our work with our partners and collaborators.

Be resilient: we always remain optimistic and committed to ensuring a sustainable future.

STRATEGIC PRIORITIES

The Strategic Priorities presented below build off of the key emerging themes from the analysis phase of the process and reflect what was learned in the Context Setting Report. The strategic directions realized through Supporting Actions will guide the Town’s economic development activities over the next five years. Each of the Strategic Priorities is of equal value and is not priorityranked.

Str ategic Priorities: reflect the key focus areas and desired outcomes that emerged from the strategic planning process.

Objectives: are outcome-driven and present how these goals will be achieved and what is expected to be accomplished in the next five years.

Supporting Actions: are the specific activities the Town and its stakeholders will undertake to achieve each objective.

Key Performance Indicators: are the key measurements that will demonstrate successful results from implementing the Supporting Actions.

Create an attractive, investment, and futureready community

STRATEGIC PRIORITIES

Enhance the local business ecosystem

1

3

2

4

Bolster strategic partnerships and collaborations

Optimize municipal services

STRATEGIC PRIORITY 1

Create an attractive, investment, and future-ready community

Stony Plain is at the crossroads of growth and aspires to become one of the most investment-friendly municipalities in Alberta. Recognizing the competitive landscape for investment across the region and province, Stony Plain aims to leverage and build on its strengths, unique qualities, and attractiveness as a growing town to become the standout destination for investment in the Edmonton Metropolitan Region.

Ensuring Stony Plain is ‘development ready’ is fundamental to the success of the Strategy. At its core, development readiness means having land and buildings where businesses can establish themselves and grow. This, in turn, requires a diverse land and building inventory and modern land use regulations with consistent and transparent building development processes and clear development criteria to increase investment confidence. Development readiness also includes having regular engagement with the business community and ongoing connections with stakeholders (see further Strategic Priority areas).

OBJECTIVE 1.1

A one-year supply of strategically managed, development-ready nonresidential land in Stony Plain.

SUPPORTING ACTIONS

1. Create and maintain a comprehensive database of non-residential land inventory by developing an infrastructure and readiness plan and exploring opportunities to enhance the competitiveness and readiness of highimpact lands for development through municipal support.

2. Explore public-private partnerships to expedite development and create investment-ready properties.

3. Pilot incentive programs for end-users to drive site development and increase land value.

4. Conduct a cost analysis for broadband installation, aligning with the Broadband Strategy.

5. Advocate that landowners develop area structure plans for the lands identified in the Highway Development Strategy.

OBJECTIVE 1.2

Elevate the Stony Plain brand locally, provincially, and nationally through strategic online and offline initiatives.

SUPPORTING ACTIONS

6. Invest in local data collection to substantiate the Town’s story and continuously update marketing assets with current information as required.

7. Develop a comprehensive and cohesive Economic Development Marketing and Communications Plan aligned with data-driven storytelling and strategic partner efforts that establish key performance indicators for monitoring and adjusting performance and include other Supporting Actions noted in the present Strategy.

OBJECTIVE 1.3

Economic development is at the forefront of strategic initiatives and opportunities.

SUPPORTING ACTIONS

8. Champion upgrades and expansions to Highway 16A and Highway 628 to Highway 60 to enhance connectivity, improve route capacity, and make Stony Plain a more accessible and desirable location per the Highway Development Strategy.

9. Profile the economic benefits created by projects like the Community Recreation Centre, Old Town South Redevelopment, and other key projects to enhance their attractiveness to audiences.

OBJECTIVE 1.4

Market and communicate Stony Plain’s target sectors through strategic initiatives.

SUPPORTING ACTIONS

10. Develop a Stakeholder Relations Plan to maintain active communications and relationships with sector leads.

11. Develop and execute an annual sectorspecific marketing campaign, aligning with the Highway Development Strategy recommendations.

12. Es tablish key sources of economic information and circulate the data for the Town that is relevant and credible.

OBJECTIVE 1.5

Attract and retain talent.

SUPPORTING ACTIONS

13. Collaborate with stakeholders, including local businesses and educational institutions, to develop professional development programs, workshops, internships, an annual job fair and training opportunities to enhance the local workforce’s skills and provide opportunities for students and young professionals.

14. Forge partnerships with industry associations related to target sectors to tap into broader networks and resources for talent attraction.

15. Consider transit incentives as a strategy to attract and retain talent in the community.

16. Se ek opportunities to align with federal and provincial funding programs that attract newcomer jobs.

17. Collaborate with post-secondary institutions to create opportunities for target sector businesses to access skilled talent.

OBJECTIVE 1.6

Grow target sectors.

SUPPORTING ACTIONS

18. Consider target sector working groups to enhance connections, identify strategic opportunities, innovate sector efficiencies, and harmonize advocacy efforts with government entities.

19. Consider a Revitalization Tax Incentive to incentivize the redevelopment and relocation of target sector operations to Stony Plain.

20. Conduct business visits as a component of a Business Retention and Expansion program, concentrating efforts on supporting and growing target sector businesses.

21. Leverage agribusiness sector growth in the North Business Park by developing innovative concepts.

OBJECTIVE 1.7

Continue to work on place-making qualities.

SUPPORTING ACTIONS

22. Support the Facade Improvement Program in Old Town South.

23. Enhance downtown as a destination (ex., consistent business hours) and encourage a diverse mix of experiential-based businesses downtown.

KEY PERFORMANCE INDICATORS

Quantitative

Non-residential tax assessment (total increase per annum)

Total businesses (annual)

Total of local industries (annual)

Total target sector industries (annual)

The absorption rate of employment lands and by type (industrial, commercial-retail, commercial-office)

Total inquiries and leads received for new employment lands

Level of engagement with the business community

Website traffic, time spent, new and repeat visitors, and conversions.

Digital engagement and conversions

Qualitative

Assignment of supporting actions

Reputation as a good location for business growth

National, provincial, and regional awareness of Stony Plain’s potential

Recognition of Stony Plain as an investment destination

STRATEGIC PRIORITY 2

Bolster strategic partnerships and collaborations

At the core of Stony Plain’s economic development journey is the recognition that we can’t do this work alone. We acknowledge that achieving our goals requires strong partnerships and strategic collaborations. Strategic Priority 2 is dedicated to strengthening the Town’s relationships within the economic development landscape and fostering stronger ties with industry and collaborators. This Priority aims to elevate awareness of Stony Plain’s available lands and its development readiness, including ongoing projects, target sectors, and other relevant initiatives. It also focuses on collaborations with clear objectives and mutual benefit alignment to maximize impact and return on investment. Stony Plain’s success is intertwined with growth relationships that share a similar vision, such as our strategic partnership with Edmonton Global and the new and growing relationships with post-secondary institutions that contribute to our shared future.

OBJECTIVE 2.1

Cultivate, establish, and maintain key stakeholder partnerships to strengthen Stony Plain’s economic development.

SUPPORTING ACTIONS

24. Explore opportunities for joint investment in infrastructure or other measures with member municipalities to drive significant economic development through Community Economic Development (CED).

25. Champion through the Town’s established Advocacy Plan for continued alignment with ministerial mandates that advocate for key projects (ex., Highway 628 expansion) that enhance development readiness.

OBJECTIVE 2.2

Strategic partners support our target sector investment attraction and business development.

SUPPORTING ACTIONS

26. Enhance Stony Plain’s presence at target sector industry events and conferences to stay informed about trends and opportunities.

27. Introduce target sector partners to key forums like Growth and Commerce Committee meetings, providing learning opportunities and gaining insights into their experiences.

28. Collect and utilize industry intelligence in order to make connections that advance sector development.

OBJECTIVE 2.3

Economic reconciliation pathways are identified and guided by Indigenous peoples.

SUPPORTING ACTIONS

29. Initiate collaborative dialogue with local Indigenous communities to understand their economic reconciliation goals and co-create pathways that align with their vision.

30. Collaborate with Indigenous communities to source and identify further actions that contribute to economic reconciliation, emphasizing partnership and community-driven initiatives.

OBJECTIVE 2.4

Stony Plain continues to be a strategic collaborator within the Tri-Municipal Region with distinct and competitive positioning.

SUPPORTING ACTIONS

31. Improve and enhance intermunicipal services, ensuring streamlined processes and collaboration for more effective economic development (ex., Business Licencing).

KEY PERFORMANCE INDICATORS

Quantitative

New strategic relationships established

Event turnout (established in event plans)

Participation in regional economic development initiatives

Number of existing relationships nurtured and new ones established

Number of face-to-face meetings with Indigenous counterparts, entrepreneurs, and community leaders

Number of staff hours dedicated

Qualitative

Reputation as a cooperative and bold municipality

Improved perceptions of Stony Plain’s regional positioning and influence

Enhanced alignment with the mandates and priorities of partnering organizations

Success stories demonstrating positive outcomes from strate gic partnerships

STRATEGIC PRIORITY 3

Striking a balance between attracting new investments and nurturing the growth of Stony Plain’s local businesses requires purposeful and well-defined actions to ensure the Town’s economic development function operates efficiently and is able to meet its mandate. Equally important is the commitment to engaging and inspiring local entrepreneurs to participate and invest in our community’s economic success. Strategic Priority 3 and its Supporting Actions contribute to a thriving local business ecosystem by fostering sustainability, collaboration, and continuous improvement.

Enhance the local business ecosystem

OBJECTIVE 3.1

Implement comprehensive Business Retention and Expansion (BRE) programming.

SUPPORTING ACTIONS

32. Activate an engagement program that collects data and input to help the Town understand the needs, challenges, and opportunities of existing local businesses, forming the basis for targeted support.

33. Establish a feedback mechanism within the BRE program to continuously evaluate its effectiveness, incorporating insights from businesses to refine and improve support initiatives.

34. Provide specialized services to businesses considering expansion, including assistance with site selection, navigating regulatory processes, and accessing financial incentives.

35. Showcase success stories of businesses that thrive in Stony Plain, inspiring confidence and encouraging broad ecosystem participation.

OBJECTIVE 3.2

Strengthen local business collaboration and enhance support services.

SUPPORTING ACTIONS

36. Establish regular consultation with Chamber leaders to collaboratively offer tailored support services and various networking opportunities for established and aspiring business owners and leaders to foster collaboration, build relationships, and facilitate knowledge exchange and partnerships within the local business community.

37. Facilitate joint initiatives encompassing training sessions, workshops, and informative events to enhance collaboration, educate businesses on available resources, and provide practical guidance for navigating third-party supports effectively.

38. Establish leadership development programs to nurture emerging leaders within the community and empower them for future success.

39. Explore a partnership that develops a centralized resource hub for local businesses, serving as a one-stop shop for information on available support services, grants, and training opportunities.

40. Implement a structured feedback mechanism to continually assess the effectiveness of town-funded initiatives, ensuring they directly address local businesses’ real and evolving needs.

OBJECTIVE 3.3

There is active local business leadership and engagement.

SUPPORTING ACTIONS

41. Create regular forums, such as roundtable discussions and town hall meetings as needed, to foster direct engagement between local business leaders, municipal officials, and key stakeholders.

42. Celebrate and acknowledge local business achievements and leadership through an annual awards program or other opportunities.

OBJECTIVE 3.4

Support transition to the next generation of business owners and investors.

SUPPORTING ACTIONS

43. Collaborate with business associations to organize workshops on succession planning, providing guidance and resources for businesses planning transitions.

44. Work with financial institutions and economic development agencies to ensure the availability of financial resources for new and transitioning business owners.

KEY PERFORMANCE INDICATORS

Quantitative

Total meetings with businesses completed

Inputs collected

Number of services and/or supports provided to businesses/entrepreneurs

Number of staff hours dedicated

Number of businesses identified considering expansion or growth

Qualitative

Reputation as a business-friendly municipality

Testimonials and feedback from local businesses on the impact of collaborative initiatives

Visibility of local businesses in the comm unity and beyond

Collaboration and cooperation among local businesses

Local confidence in Stony Plain’s businesses

STRATEGIC PRIORITY 4

Optimize municipal services

Despite Stony Plain’s economic development journey still being in its early stages, there has been significant strides in setting the function up for success. Initial resourcing towards economic development includes two full-time employees, primarily focused on servicing external investment opportunities and facilitating them through the Town’s internal processes.

Strategic Priority 4 is driven by aligning and balancing growing external demands with an internal capacity that fits within a well-defined role, function, and mandate within the Town. Still healing from the impacts of the pandemic, the organization is committed to bolstering its internal communications and continuously improving cross-department collaboration. The Town recognizes that its measured investment in its economic development staff and resources, compared against similar-sized jurisdictions and considering the conditions inherent to being located within one of Canada’s fastest-growing metropolitan regions, will result in increased non-residential assessment, which is essential to ensuring the Town is wellequipped to support its needs and priorities as it grows to 30,000 residents.

OBJECTIVE 4.1

Internal conditions are further developed and enhanced to help economic development flourish.

SUPPORTING ACTIONS

45. Build organizational capacity to s trengthen economic development.

46. Acquire a Customer Relationship Management tool to support high-level customer service, responsiveness, and efficient communication for business retention and expansion and investment attraction processes.

OBJECTIVE 4.2

Organizational practices, capacity, and workload are optimized.

SUPPORTING ACTIONS

47. Create and implement a one-stop-shop concierge service, soft-landing support, and site certification for investors to provide investment information, site selection assistance and support project implementation.

48. Es tablish standards and processes to promote and support local events, improving coordination and effectiveness.

49. Support enhanced communication standards to ensure local businesses are well-informed of Town operations impacting business in a timely manner (ex., road closures).

50. Allocate financial and human resources to implement the Economic Development Strategy and Action Plan, leveraging resources from partner organizations whenever possible.

OBJECTIVE 4.3

Enhance and clearly communicate Stony Plain’s development requirements to prospective industry.

Supporting Actions

51. Create accessible and user-friendly web resources and pathways to support investment and development.

52. Facilitate builder and developer industry engagement and information exchange.

53. Support the implementation of online permitting.

54. Enhance permitting processing standards to be ‘best in class’ in the region.

KEY PERFORMANCE INDICATORS

Quantitative

Number of businesses in the Customer Relationship Management tool

Response times and issue resolution periods

Building and development timelines

Progress monitoring and reporting on the Economic Development Strategy

New investment in the Economic Development business unit

Qualitative

Economic development is infused in the organization’s culture

Improved perceptions of the ease of doing business in Stony Plain

Positive feedback from businesses on the responsiveness and efficiency of municipal services

Positive testimonials on the impact of municipal-led initiatives on business success

Positive feedback on the availability of information relevant to doing business

Successful communication of development processes and re quirements on the Town’s websites

CURRENT OPERATIONS— SERVICE COMMITMENTS

The project highlighted key priorities and ongoing programs and services integral to Stony Plain’s Economic Development Team’s regular operations and crucial for propelling economic growth in the community. While these programs and services are not reflected in the above supporting actions, they are provided in this summary to underscore their continued importance alongside implementing the Economic Development Strategy and Action Plan.

To ensure alignment with the strategic priorities and the availability of the resources required for implementation, the Town should continue to monitor and evaluate programs and services closely and transition away from time-consuming tasks that do not align with the current focus. Doing so will ensure streamlined service delivery, optimal resource allocation, and the successful execution of this Strategy.

STRATEGIC PRIORITY 1

Create an attractive, investment, and future-ready community

ONGOING ACTIVITIES

• Actively participate as a shareholder of Edmonton Global.

• Ac tively participate in Community Economic Development (CED).

• Work on lead generation to enable target sector cluster development.

• Participate in the International Council Shopping Centres (ICSC) events to bolster investment attraction.

• Conduct annual Invest Stony Plain website maintenance to enhance user experiences.

• Implement focused Search Engine Optimization (SEO) improvements for the Invest Stony Plain website to increase online visibility.

• Support developing green spaces and recreational facilities to contribute to a healthy and active lifestyle.

STRATEGIC PRIORITY 2

Bolster strategic partnerships and collaborations

ONGOING ACTIVITIES

• Collaborate with key economic influencers, keeping them engaged and informed on Stony Plain’s economic development initiatives, focusing on cross-collaboration potential (ex., Sector Profiles, GEEDT).

• Foster a strong relationship with the Greater Parkland Regional Chamber of Commerce and deliver collaborative programming such as business grand openings.

• Foster relationships and leverage the local ecosystem to support and influence target sectors.

• Support and leverage the implementation of the Town’s Strategic Plans and various Master Plans (ex., Housing Strategy and Tourism Master Plan and Arts, Culture, and Heritage Action Plans) that align with economic development.

• Support and nurture programs exposing young individuals to entrepreneurship.

STRATEGIC PRIORITY 3

Enhance the local business ecosystem

ONGOING ACTIVITIES

• Respond in a timely manner to support business inquiries as they are received.

• Support local events that create opportunities for local businesses.

STRATEGIC PRIORITY 4

Optimize municipal services

ONGOING ACTIVITIES

• Align the economic development budget and resources with the Strategy through the organization’s annual corporate planning processes.

• Monitor and maintain market data to stay informed about economic trends and opportunities.

• Ensure the organization’s statutory and strategic plans, bylaws, and policies reflect economic development priorities and actively participate in their reviews and updates.

• Leverage the Growth and Commerce Committee to inform Strategy implementation.

• Define key metrics for all economic development activities to measure success and identify areas for improvement.

• Monitor available grant programs to support and bolster economic development innovation and expansion.

SECTION 2

PLANNING CONTEXT AND ENGAGEMENT SUMMARY PROJECT BACKGROUND

How We Got Here: Process and Findings Informing the Strategy

Economic Development Strategy and Action Plan Project Goals

Through research and consultation, the Town of Stony Plain has developed an updated Economic Development Strategy & Action Plan focused on responding to emerging trends, diversifying economic development opportunities and sectors, and outlining key initiatives to support businesses and community members.

Bolster economic growth and the diversification of Stony Plain’s economy including creating jobs for current and future residents.

Improve Stony Plain’s investment readiness and regional competitiveness.

Improve Stony Plain’s economic development service delivery.

Align economic development initiatives with leading municipal economic development best practices.

Align economic development initiatives with the Town’s Municipal Development Plan (MDP) including balancing residential and non-residential development projections as well as responding to the re cently completed Highway Development Strategy.

Create a strategy development process rooted in stakeholder engagement and in-depth analysis.

Economic development1 in Stony Plain is in a state of transformation. This includes grappling with a shift in economic development priorities that involves diversifying economic streams and adapting to transformations in the energy sector. The last Stony Plain Economic Development Strategy (2019 update) identified Stony Plain’s emerging competitive position. It prioritized diverse economic development opportunities in Agrifood, Professional Services, Life Sciences, and Shopping, Dining & Art sectors while supporting historical economic opportunities within the Energy & Support Services sector when possible and appropriate.

The general strategy development process and context-setting, aligns with Stony Plain’s Council Strategic Plan2 linking to the identified economic opportunities brought forth by Council including downtown and tourism enhancements, further developing the North Business Park and high commercial areas, connecting with the business community and regional partners (e.g., Edmonton Global and Edmonton Metropolitan Regional Board (EMRB), and improving the digital infrastructure gaps to meet a growing community.

With the goal of growing to 30,000 people by 2030, the change of work including the COVID-19 pandemic and its social impacts, the rise of the gig economy, and now innovations in artificial intelligence and technology, Stony Plain is leading a pre-emptive process to develop a new Economic Development Strategy & Action Plan that responds to emerging trends and forecast key actions and initiatives into the future.

1 Also referred to herein as “EcDev”—the common usage terminology.

2 stonyplain.com/en/town-hall/resources/2023_StrategicPlan.pdf

APPROACH AND TIMELINE

Stony Plain’s Economic Development Strategy & Action Plan project has been a nine-month process of research, community engagement and formulation to chart a course for the town’s economic development future.

Timeline

The process was divided into five phases, with the completion of the Plan and associated documents in Winter 2024.

PHASE 1 (MAY–JUNE 2023)

Project Launch & Kick-off

PHASE 2 (JUNE–JULY 2023)

Research & Analysis

PHASE 3 (SUMMER 2023)

Stakeholder Engagement

PHASE 4 (SEPTEMBER–NOVEMBER 2023)

Synthesis & Validation

PHASE 5 (NOVEMBER 2023–FEBRUARY 2024)

Plan Development

The planning process is being carried out by a project team of consultants and the Town’s Economic Development Business Unit.

Alignment with the Highway Development Strategy

The approach is informed by and intrinsically linked with the Highway Development Strategy (HDS) that was completed in 2023. The HDS provides a primary data analytics source for the development of the Economic Development Strategy enabling the process to be rooted in data collection and analysis. A link to the HDS can be found here: stonyplain.com/hds.

Engagement Approach

The Project Team has aligned the engagement objectives and activities with the Town of Stony Plain’s Public Participation Policy (C-CAO-057). Each engagement activity outlined in this document was categorized based on the above categories and associated objectives. Engagement activities were preempted by contextsetting activities including reviewing key documents; media scans to determine economic forecasts and major trends and context considerations; identifying linkages to other key planning initiatives; demographics research and case study development. From there, stakeholder input is gleaned and coded for key themes which once synthesized and validated by further engagement, become draft strategic focus areas.

Stakeholder Engagement

KEY THEMES

Develop Strategic Priorities from Key Themes

STRATEGIC PRIORITIES

GOAL STATEMENTS

„ Specific Objectives

„ Supporting Actions

Validation and Testing with Key Stakeholders

Figure 1. Engagement Approach. Source: Patricia Huntsman Culture and Communication in partnership with Nordicity (2018)

PLANNING CONTEXT

Community and Regional Profile

Stony Plain is part of the Tri-Municipal Region, which also includes Parkland County and Spruce, and is also part of the Edmonton Metropolitan Region (EMR), which is made up of 15 municipalities that also pursue economic development.

Town of Stony Plain

Within the Town of Stony Plain’s 2022 Community Profile3 , the key features of the town in relation to growth and economic development include:

• Stony Plain is situated along the TransCanada Highway, making it part of a provincial transportation corridor with easy access to air, rail, pipelines, and roadways.

• Stony Plain’s population is quickly multiplying with the current populous hovering near 20,000 with a population projection of 27,000 by 2037.

• Stony Plain is located near Alberta’s education hub. Combined with a high quality of life, the town attracts and retains talented, diverse, and educated individuals.

• Stony Plain’s Council is committed to making the municipality an attractive and easy place to develop and grow a business.

Tri-Municipal Region

Stony Plain is located in a Tri-Municipal Region including Parkland County and Spruce Grove. The region’s 2021 snapshot includes a population size of 87,000 with over 8,500 business establishments. The current labour force is approximated at 35,000 with anticipated growth of 8% to 38,288 by 20294 .

The region in recent years has focused on a more strategic and collaborative nature across jurisdictions to create transformative positive change across all areas. This includes the Tri-Municipal Regional Plan (2021)5 with a relationship to economic development such as the development of a regional Economic Development Strategy, a regional lens on broadband and technological investments as well as streamlining development and permitting processes across the different jurisdictions. The region’s economic development activity is also supported by the Greater Parkland Regional Chamber.

Edmonton Metropolitan Region (EMR)

Stony Plain and the Tri-Municipal Region is also situated in the Edmonton Metropolitan Region with an approximate population of ~1.3 million. The EMR guided by a regional 30-year vision Growth Plan that came to effect October 20176 stewarded by the Edmonton Metropolitan Region Board (EMRB). Stony Plain is situated within the Growth Plan’s Metropolitan area described as both county lands and urban communities. The Growth Plan sees this area as the place for highest concentration of future urban development in the Region.

3 stonyplain.com/en/invest/community-profile.aspx

4 stonyplain.com/en/invest/tri-region.aspx

5 parklandcounty.com/en/county-office/resources/projects-plans/Tri-Municipal-Regional-Plan/Tri-Municipal_Regional_Plan_IntegratedReport_Web.pdf

6 emrb.ca/growth-plan

One of the Growth Plan’s regional policy areas include economic competitiveness and employment that identified four objectives:

1. Promote global economic competitiveness and diversification of the regional economy.

2. Promote job growth and the competitiveness of the Region’s employment base.

3. Enhance competitiveness through the efficient movement of people, goods, and services to, from and within the Region.

4. Promote the livability and prosperity of the Region and plan for the needs of a changing population and workforce.

EMR municipalities collaborate on economic development for the collective betterment of the EMR. However, a drawback is that all municipalities are in competition with one another. Each EMR municipality supports and utilizes Edmonton Global to aid investment attraction efforts. By 2044, the EMRB anticipates a drastic increase in regional population growth to 2.2 million people and will sustain 1.2 million jobs.

Strategy Linkages

To align planning efforts with parallel and intersecting strategic initiatives at the Town, the report identifies key plans, strategies, and studies to inform strategic directions for the Economic Development Strategy. Each review of an initiative identifies opportunities or challenges related to economic development in Stony Plain.

PLAN LINKAGES: KEY OPPORTUNITIES AND CHALLENGES

Policy, Plan, Bylaw Key Finding (Opportunity or Challenge)

Economic Development Strategy and Action Plan (2019 Update)

The previous version sets the stage for this project. The 2019 update provides a general direction to the target sectors for economic development in Stony Plain including: Health & Education, Professional Services, Agrifood & Services, Cultural Industries, Tourism, and Oil & Gas Support. The 2019 Strategy included four key streams of thought/key takeaways:

• Importance of diversifying the economy and business base

• Support for knowledge-based economic growth

• Importance of downtown as a destination

• Telling the world about Stony Plain

Uniquely Stony Plain Municipal Development Plan (MDP) (2020)

Economic Opportunity is a key theme in the MDP linking to the policy section supporting the local economy and economic development. The MDP sees supporting the economic development of Stony Plain through: (1) local planning, (2) having a business-friendly attitude towards business attraction and retention, (3) maintaining an inventory of commercial and employment lands. (4) enhancing the vibrancy of downtown, and (5) diversifying marketing strategies, with an emphasis on culture and tourism. Economic development policy within the MDP focuses on (a) diversifying the Town’s economic base to explore home-based businesses, eco-industry, creative industries, and health and wellness, (b) strategic communications and marketing, and (c) supporting a vibrant downtown with unique, smallscale commercial experiences and local events.

Stony Plain Tourism Master Plan (2021)

Stony Plain Arts, Culture & Heritage Action Plan (2020)

The Tourism Master Plan focuses on creating anchor events and attractions to leverage great underutilized spaces like the Pioneer Museum, Multicultural Heritage Centre, and the downtown streetscape. In alignment with economic development, a key takeaway is to prioritize creating a unique marketing position and brand for Stony Plain to attract events and festival organizers as well as in-Town and nearby visitors.

The Action Plan prioritizes creating a sense of place and activation through public art (e.g., murals), creative placemaking (creation of a ‘cultural corridor’), and encouraging expansion of Summer Sessions and other programming. In alignment with other planning documents, the Action Plan identifies collaboration as a key tool to move forward. The Action Plan complements the Tourism Master Plan by identifying the opportunity for creating Stony Plain as a destination for cultural and economic activity in the Tri-Municipal Region.

Stony Plain Old Town Community Plan (2019)

Town of Stony Plain Population & Employment

Forecast Report (2022)

Highway Development Strategy (2023)

One of the key purposes of the Old Town Community Plan (OTCP) is to continue to promote and align economic development with the Town’s economic development goals. The OTCP identify’s existing economic sectors in the area including the following driver industries (expanding and growing industries within the existing portfolio) (1) Arts and Cultural Industries, (2) Local Food and Food Processing, (3) Health Services, (4) Agriculture Support, (5) Construction/ Transportation and Warehousing, (6) Support Activities for Energy and Extraction, and (7) Business and Professional Services. To align with the MDP’s theme of “Economic Opportunity”, the OTCP creates a development concept identifying the area with high economic development opportunity through commercial, commercial mixed-use and institutional land use map with two commercial corridors and a number of institutional parcels.

The Population & Employment Forecast report identifies three growth scenarios of low, expected, and ‘optimistic’ economic growth from COVID-19 economic recovery. From the economic drivers also identified in the OCTP, the report forecasts potential growth in these key sectors. (1) Health Services, (2) local Food & Food Processing, (3) Arts, Culture, Tourism, are the top three productive and stable sectors to expand across all three growth scenarios. (4) Agricultural Support and (5) Construction/Transportation Warehousing are also productive but more unstable in the low-growth scenario.

The Highway Development Strategy focuses on economic opportunity along highways 16A and 628. To do this, the strategy identifies three goals including (1) investment readiness, (2) land use and infrastructure, and (3) investment attraction. The goals outline a number of actions with the focus of creating dynamic, investment ready parcels along the highway corridors that transforms statutory planning framework to attract target sectors (e.g., advanced manufacturing, agriculture and agri-tech, professional services, and back-office operations) and develop innovation hubs (e.g., tech innovation, business accelerators, maker spaces for target sectors).

Stony Plain Strategic Plan (2023-2026)

Stony Plain Corporate Plan (2023-2025)

Economic Opportunity is identified as one of the pillars for the Stony Plain Strategic Plan. The Strategic Plan commits to this by identifying key actions including (1) creating opportunities for a more prosperous climate and job creation, (2) enhance downtown and tourism offerings through destination marketing, events, and programming in collaboration with partners and businesses, (3) improve the digital infrastructure gaps, (4) explore partnerships and strengthen the role of Edmonton Global and the Edmonton Metropolitan Region Board, (5) foster development in the North Business Park and highway corridors.

Stemming from the MDP, Stony Plain’s Corporate Plan outlines key actions to advance ‘economic opportunity’ including increased business, investor, developer, and stakeholder engagement for economic development, continued exploration of a prominent tourism destination marketing strategy, economic growth monitoring and profiling of key business sectors, and the development of a Broadband Strategy. These actions are complemented by a strategic focus on the North Business Park, Highways 16A & 628 corridors, and continued support of Edmonton Global and the Edmonton Metropolitan Region Board.

ENGAGEMENT

Engagement Framework

The consultant team, with support from Stony Plain’s Economic Development Team developed an Engagement Framework to guide the entire engagement process and outline objectives. This framework was shared with the Growth and Commerce Committee and senior staff for feedback prior to conducting public engagement activities. The Engagement Framework aligns with IAP2 guidelines and leading engagement practice that moves beyond the traditional (and declining) open house and survey formula.

Engagement Objectives

The Engagement Framework aligns engagement objectives and approach with the Town of Stony Plain’s Public Participation Policy (C-CAO-057). This includes using the following “Categories of Public Participation” to outline engagement objectives per category.

• Conn ect: The Town will keep residents informed, listen to feedback, and consider the information gathered in the decision-making process.

• Involve: The Town will work with residents to ensure all viewpoints are heard and considered in the alternatives developed and provide feedback on how the input influenced the decision.

• Partner: The Town will put together teams of residents and Stakeholders who will form recommendations that will be directly considered in the decision-making process.

• Empower : The Town will provide tools for the decision-making process to be directly in the hands of the Public.

Based on the approved Engagement Framework, the approach focuses on ‘partnering’ and ‘involving’ internal stakeholders (GCC, staff) and Industry contacts (Alberta Agriculture and Irrigation, Alberta Jobs, Economy & Trade, Edmonton Global, Invest Alberta, Greater Parkland Regional Chamber of Commerce, Community Futures, Northern Alberta Institute of Technology, University of Alberta, existing businesses) as subject matter experts to guide the plan’s development. Engagement with the broader public focused on ‘connecting’, vis-a-vis sharing information and getting high-level feedback.

Overarching Engagement Questions

To frame our discussion with stakeholders, the engagement process was led with the following engagement questions in mind:

• What/who is resistant versus open to change?

• What/who is hindering versus helping economic development?

• Who are our champions? Who might be our new champions?

• What is the Town’s role?

What are the expectations?

Ex. Investor, Convener, Facilitator, Knowledge Sharer

Stakeholders

• Do you have any big ideas for economic development in Stony Plain?

• What is happening in your world (either as a resident or business owner)?

• What are your key issues and challenges as a business owner or resident in Stony Plain?

• Do you have any big ideas for economic development in Stony Plain?

The Project Team conducted a preliminary stakeholder mapping exercise with the Client and have identified the following stakeholder groupings, stakeholders, engagement intention, and general “Category of Public Participation.”

Internal

Peer Government Organizations

• Growth and Commerce Committee (aka Project Steering Committee)

• Planning and Development

• Corporate Communications (Senior Officer)

• CP O

• Culture and Tourism Development (Officer)

• Strategic Services (General Manager)

• Community and Social Development

• Corporate Services, Finance

• Loc al First Nations7

• Alberta Agriculture & Irrigation

• Alberta Jobs, Economy & Trade

• Collaborate on solutions for complex and interdepartmental economic development objectives and opportunities

• Gather recommendations for external stakeholders

• Input and collaboration on the planning process

• Ke eping interdependent divisions informed and sharing knowledge

Peer Organizations

• Greater Parkland Regional Chamber of Commerce

• Edmonton Global (Town is funder)

• Invest Alberta

• University of Alberta

• Norquest College

• North Alberta Institute of Technology

• MacEwan University

• Community Futures

• Identify potential opportunities for collaboration, resourcing, capacity building, and funding

• Understand existing programming and strategies for economic development at a Provincial level

Note: First Nations engagement is to be initiated first on a government-to-government level establishing relationships before specific questions on economic development. Involve

• Identify potential opportunities for collaboration, resourcing, capacity building, and funding

• Understanding local trends including opportunities and challenges in economic development Connect

7 Letters with information about the project has been sent to First Nations groups and we have not received a response in the timeframe of this project. There is a need to develop a nation-to-nation relationship including protocols to support meaningful engagement in processes like these moving forward.

Targeted/ New Industry Representatives (to attract)

• Agribusiness (key sector)

• Manufacturing

• Retail & Tourism

• Logistics

• Professional Services

• Creative Workforce

Existing Primary Industry Representatives (to retain)

• Construction

• Agri-Business

• Retail, food, beverage

• Home based businesses

• Understand opportunities to attract new business

• Identify potential Town-led initiatives and strategies for business attraction and retention

• Identify resources needed for new sectors to thrive in Stony Plain

Involve

• Understand opportunities to retain existing businesses

• Identify potential Town-led initiatives and strategies for business attraction and retention

• Identify issues and challenges for current businesses

Involve Supporters

• Real Estate Sector

• Economic Development and Business Sector Influencers

General Public

• Community members

Local Media

• Edmonton media

• 88 .1 FM/The One

• Stony Plain Reporter

• Identify potential opportunities for collaboration, resourcing, capacity building, and funding

• Identify interdependent considerations for economic development (real estate, resources, logistics, etc.)

• Assess and gain input as to what they see as the role of Ec Dev in the community.

• Inform the general public on the plan development process

• Create literacy on the role of economic development at the Town of Stony Plain

• Explore and validate an emerging vision for economic development

• Inform media on the plan development process

• Integrate media perspectives on storytelling

Connect

Connect

Connect

How We Engaged

Guided by the engagement questions and engagement framework, engagement activities were designed and delivered for focused and targeted engagement with key informants including government, industry, and academic partners, internal staff, and existing businesses. Engagement opportunities for the broader community were also created to create a picture of both expert and general perspectives on economic development in Stony Plain. The intention for engagement was to test early themes derived from early project conversations and a session with the Growth and Commerce Committee before testing themes with external groups. Engagement activities include:

• Growth and Commerce Committee (GCC) Session

• Internal Town Staff Workshop

• One-on-one Stakeholder Interviews (with existing businesses and one staff member)

• Industry Focus Group (Government Partners, Industry Partners, Academic Institutions)

• Community Forum

• Midsummer Thursday Sounding Boards

ENGAGEMENT BY THE NUMBERS

3 Councillors engaged (2 in-person; 1 virtual)

40+ comments8 received

*Interviews conducted with Crystal Culture, Kick Ass Caramels, Earth Apples, Sunrise Vista Enterprises, Stellar Construction/Homes, JLL, Decker Property Management, Councillor Lyons (in lieu of participation of GCC session), Staff (additional conversation from staff session)

**Representation includes Edmonton Global, the Greater Parkland Regional Chamber of Commerce, Northern Alberta Institute of Technology, University of Alberta, Invest Alberta, Community Futures, Alberta Agriculture & Irrigation, Alberta Jobs, Economy & Trade

8 Data points refers to all types of input received including up-voting and dot-mocracy, whereas comments can be verbal or written.

Meeting Engagement Objectives

The results from engagement fulfills the objectives outlined in the engagement framework as well desired engagement levels per stakeholder groups. An additional consideration is the low participant turnout for the Community Forum. Impacts from the low turnout was remedied by adding additional asynchronous Sounding Boards for engagement at a Midsummer Thursdays session.

Analyzing Engagement Data for Key Themes

With the sizable amount of engagement inputs, the Consultant Team analyzed data and generated key themes through the following ways:

• Creating engagement questions, process, and design based on identified themes to help direct and focus participant discussions

• Tes ting early themes with clients and key stakeholders to understand the right frame and suite of engagement questions and process design

• Once input was received, all comments were grouped for similar content and reported back to participants at sessions

• Larger sessions (e.g., the focus group and community forum) used a “dot-mocracy” exercise prioritized input by participants. This means we asked participants to upvote resonating ideas/ themes to identify priorities and strategic directions

• All data was transcribed and coded to key themes and was subject to project team discussion, sensemaking, validation, and synthesis

A complete inventory of engagement data is available for review in Appendix B.

WHAT WE HEARD: ENGAGEMENT FINDINGS

The following summarizes key themes from the engagement activities informing Stony Plain’s Economic Development Strategy & Action Plan. These inform and shape the draft strategic directions for the new strategy.

Overall Key Themes Across All Engagement Activities

• Economic Development in Stony Plain would benefit from increased presence to pursue economic opportunities.

• Th ere is a need to enhance investment readiness and attraction that accounts for both new businesses as well as the needed labour and talent pool associated with running and operating said new businesses (economic development linked to quality of life and other functions in the Town including arts and culture and planning).

• Th ere is a need to clearly articulate Stony Plain’s competitive advantage for investment attraction including a clear marketing angle and improved communications.

• Th ere is a need to improve data collection and analysis functions internally in the Town to inform economic development decision-making (alongside potential benefits to make datadriven decision-making for other functions at the Town).

• Business Engagement & Retention is limited based on the resources and capacity available. There is an opportunity to improve business relationships and support additional investment into the municipality through increased capacity within the Economic Development Business Unit.

• Economic development is a valued component to community building and quality of life.

Growth & Commerce Committee Key Themes

• Ensuring economic development is fully considered for strategic decisions that impact the municipality’s economic opportunities, value proposition, and ultimately, the business unit (‘seat at the table’).

• Increase the Economic Development Business Unit’s capacity to support existing business and business attraction.

• Improve understanding and communication of metrics, data, and evaluation of town’s economic performance and impact— increase data analysis capacity.

• Streamline the Economic Development Business Unit’s focus and restructure responsibilities – focus on business engagement and retention as well as investment attraction and readiness.

Internal Staff Session Key Themes

• There is an opportunity to improve internal culture, understanding, and collaborative effort for economic development broadly.

• Th ere is an opportunity to review the Economic Development Business Unit’s current workload, processes, and activities to redistribute responsibilities that do not yield value or contribute to their focus of business engagement and retention and/or investment attraction and readiness.

• Th ere is a need for local data, evaluation and metrics to understanding the Town’s economic performance, attractiveness, and competitiveness.

• There is a need to make a more strategic case for investment to h elp with business attraction.

• Possibility to reset and right-size economic development resources.

• Th ere is a need to align this strategy and action plan with the organization’s strategic and corporate plans.

• Acknowledgement that slowly increasing budget incrementally over time limits opportunities for growth.

Industry Focus Group Key Themes

• Align with economic development best practices and standards.

• Differentiation from competitors is key for investment attraction.

• Prioritize business attraction and competitiveness compared to neighbouring municipalities.

• Streamline processes across the tri-municipal region to incentivize more business.

• Improve processes for permitting and development (e.g., E-permitting is essential).

• Align with post-secondary opportunities (education to employment pipeline, potential college campuses in town).

Community Forum Key Themes

• Community input focused on parallel community amenities and livability considerations to attract and retain businesses and workers

• Business to attract along highway corridors

• Str ategy to retain residents (particularly youth and young adults)

• Consistent wayfinding/signage

• More restaurants

• Big ideas for business/institutions include distilleries, local college or large grocery store.

• Prioritize telling the “Story of Stony Plain” to attract new businesses and residents.

One-on-one Interviews Key Themes

• Many established businesses feel listened to and supported by e conomic development team, however, there is a need to ensure the same level of service to new and emerging businesses.

• Businesses owners are feeling the squeeze of increase costs to operate business.

• Th e Town can improve marketing and positioning for business attraction.

• References to labour shortages—identifies opportunities in foreign workers or school-to-employment transition opportunities.

• Business attraction would benefit from “shovel-ready” sites and streamlining/support from local government.

• Re duce “red tape” for existing businesses (e.g., new initiatives, permitting, licensing, ideas, etc.).

Sounding Board Interesting Ideas

Community feedback focused on individual issues, community amenities, and livability that are parallel topics to economic development. Due to the limited volume of feedback from the sounding boards, the following ideas are reported as suggestions and not core integral pieces of strategic plan development.

• Interest in diversifying retail and service businesses: bowling alley, clothing stores, video games store, toy store, tap room, specialty goods

• Encourage late-night shopping to liven main street area

• Fill in existing building stock before creating new developments

• Increase seniors social housing

SECTION 3

GOING FORWARD: IMPLEMENTATION AND ACTION PLAN

The 2024-2029 Town of Stony Plain Economic Development Strategy presents a planning framework of the Strategic Priorities, Objectives and Supporting Actions for the Town and its key partners and collaborators to implement and guide its work. It encompasses a broad range of assets and resources that will help ensure its integration into a healthy business ecosystem.

The Town leads the Strategy’s implementation, however connections and relationships with others in the business community and with industry stakeholders also play an important role in the Plan’s implementation.

The Town of Stony Plain Economic Development Strategy is a ‘‘living document’ and will be supported by an updated annual implementation schedule and budget outlining:

• Supporting Actions prioritized into recommended phases (e.g., Phase 1: Years 1-2; Phase 2=Years 3-4; Phase 3=Years 4-5. The latter phasing requires a future state of readiness and capacity);

• Partners; and the opportunity for further collaboration;

• Resource considerations for each action; and

• Measures of success indicators (Key Performance Indicators) as a way to monitor progress.

The Action Plan will provide a guide for detailed tactical implementations. It will be a roadmap for the Town’s decision-making and investment over the next five years. Integration with Town plans, policy directions and documents, both internal and external, should be a shared and integrated responsibility of Town Staff.

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APPENDICES

APPENDIX A: ACTION PLAN

1 Create and maintain a comprehensive database of non-residential land inventory by developing an infrastructure and readiness plan and exploring opportunities to enhance the competitiveness and readiness of highimpact lands for development through municipal support.

2 Explore public-private partnerships to expedite development and create investment-ready properties. 2

3 Pilot incentive programs for end-users to drive site development and increase land value. 2

4 Conduct a cost analysis for broadband installation, aligning with the Broadband Strategy.

5 Advocate that landowners develop area structure plans for the lands identified in the Highway Development Strategy.

6 Invest in local data collection to substantiate the Town’s story and continuously update marketing assets with current information as required.

7 Develop a comprehensive and cohesive Economic Development Marketing and Communications Plan aligned with data-driven storytelling and strategic partner efforts that establish key performance indicators for monitoring and adjusting performance and include other Supporting Actions noted in the present Strategy.

1

2

1• Real estate stakeholders

• Ta rget sector representatives

• La ndowners

• Edmonton Metropolitan Region Board

• Re gional municipalities

• Co mmunity Futures

• Fin ancial institutions

• Te lecommunications companies

• Gove rnment of Alberta (Alberta Broadband Fund)

• Lo cal commercial landowners consultations $

• Software companies

1

1

• Pa rtner organizations (EDA, EDAC, NAIOP)

• Gove rnment of Alberta $

• Ma rketing and communications companies

• Invest Alberta

• Edmonton Global

• Growth and Commerce Committee

$$$$

# Supporting Actions

8 Champion upgrades and expansions to Highway 16A and Highway 628 to Highway 60 to enhance connectivity, improve route capacity, and make Stony Plain a more accessible and desirable location per the Highway Development Strategy.

STRATEGIC PRIORITY

9 Profile the economic benefits created by projects like the Community Recreation Centre, Old Town South Redevelopment, and other key projects to enhance their attractiveness to audiences.

10 Develop a Stakeholder Relations Plan to maintain active communications and relationships with sector leads.

11 Develop and execute an annual sector-specific marketing campaign, aligning with recommendations from the Highway Development Strategy.

12 Establish key sources of economic information and circulate the data for the Town that is relevant and credible.

13 Collaborate with stakeholders, including local businesses and educational institutions, to develop professional development programs, workshops, internships, an annual job fair and training opportunities to enhance the local workforce skills and provide opportunities for students and young professionals.

14 Forge partnerships with industry associations related to target sectors to tap into broader networks and resources for talent attraction.

15 Consider transit incentives as a strategy to attract and retain talent in the community.

16 Seek opportunities to align with federal and provincial funding programs that attract newcomer jobs.

2

1

1

1

1

• Tow n Council

• Growth and Commerce Committee

• Albe rta Transportation

• MLA

• MP

• Key community leaders

• Real es tate stakeholders

• Deve lopers

• Lan downers $

• Deve lopers

• Home Builders

• Realtors

• Edm onton Global $

• Mar keting and communications companies

• Inve st Alberta

• Edm onton Global

• Growth and Commerce Committee

• Edm onton Global

• Inve st Alberta

$

• Pos t-secondary institutions $$

• Sec tor specific organizations

• Edm onton Global $

• Loc al businesses

• Pos t-secondary institutions

3

$

• Business Link

• Gover nment of Alberta

• Loc al businesses

3

• Sec tor specific organizations

• Greater Regional Parkland Chamber $

• Cit y of Spruce Grove

3

3

• Greater Regional Parkland Chamber $

• Gover nment of Canada

• Gover nment of Alberta $

24

STRATEGIC PRIORITY

2

experiential-based businesses downtown.

Explore opportunities for joint investment in infrastructure or other measures with member municipalities to drive significant economic development through Community Economic Development (CED).

25 Champion through the Town’s established Advocacy Plan for continued alignment with ministerial mandates that advocate for key projects (ex., Highway 628 expansion) that enhance development readiness.

26 Enhance Stony Plain’s presence at target sector industry events and conferences to stay informed about trends and opportunities.

27

Introduce target sector partners to key forums like Growth and Commerce Committee meetings, providing learning opportunities and gaining insights into their experiences.

9 stonyplain.com/en/town-hall/highway-development-strategy.aspx

1

2

3

2

• Downtown businesses

• Greater Parkland Regional Chamber of Commerce

• Com munity Economic Development

• Regio nal municipalities

• Tow n Council

• MLA

• MP

• Edm onton Global

• Refe r to pages 112 to 114 in the Highway Development Strategy 9

• Growth and Commerce Committee

$$

$$

$$

• Sec tor specific organizations $

28 Collect and utilize industry intelligence in order to make connections that advance sector development. 3

Initiate collaborative dialogue with local Indigenous communities to understand their economic reconciliation goals and co-create pathways that align with their vision.

Collaborate with Indigenous communities to source and identify further actions that contribute to economic reconciliation, emphasizing partnership and community-driven initiatives.

Improve and enhance intermunicipal services, ensuring streamlined processes and collaboration for more effective economic development (ex., Business Licencing).

32 Activate an engagement program that collects data and input to help the Town understand the needs, challenges, and opportunities of existing local businesses, forming the basis for targeted support. 3

33

34

•

•

• Alexis Nakota Sioux Nation

• Eno ch Cree Nation

• Lac St. Anne Métis Community Association

• Paul First Nation

•

•

•

•

•

•

•

•

•

Establish a feedback mechanism within the BRE program to continuously evaluate its effectiveness, incorporating insights from businesses to refine and improve support initiatives. 2•

Provide specialized services to businesses considering expansion, including assistance with site selection, navigating regulatory processes, and accessing financial incentives.

35 Showcase success stories of businesses that thrive in Stony Plain, inspiring confidence and encouraging broad ecosystem participation.

1

2

36

Establish regular consultation with Chamber leaders to collaboratively offer tailored support services and various networking opportunities for established and aspiring business owners and leaders to foster collaboration, build relationships, and facilitate knowledge exchange and partnerships within the local business community.

•

•

• Loc al businesses

• Traditional marketing medium companies (i.e. radio, TV)

3

• Greater Parkland Regional Chamber of Commerce

$

• Tow n Council $

Facilitate joint initiatives encompassing training sessions, workshops, and informative events to enhance collaboration, educate businesses on available resources, and provide practical guidance for navigating thirdparty supports effectively.

leadership development programs to nurture emerging leaders within the community and empower them for future success.

a partnership that develops a centralized resource hub for local businesses, serving as a one-stop shop for information on available support services, grants, and training opportunities.

Implement a structured feedback mechanism to continually assess the effectiveness of town-funded initiatives, ensuring they directly address local businesses’ real and evolving needs.

•

Parkland Regional Chamber of Commerce

•

•

•

•

•

•

•

•

•

•

•

regular forums, such as roundtable discussions and town hall meetings as needed, to foster direct engagement between local business leaders, municipal officials, and key stakeholders.

•

•

•

•

•

Celebrate and acknowledge local business achievements and leadership through an annual awards program or other opportunities.

with business associations to organize workshops on succession planning, providing guidance and resources for businesses planning transitions.

Work with financial institutions and economic development agencies to ensure the availability of financial resources for new and transitioning business owners.

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

APPENDIX B: CONTEXT SETTING REPORT

Please view Appendix B at stonyplain.com/en/invest/resources/Documents/Context-Setting-Report.pdf

APPENDIX C: KEY PERFORMANCE INDICATORS (KPI)

PRIORITY

Create an attractive, investment, and future-ready community

STRATEGIC PRIORITY 2

Bolster strategic partnerships and collaborations

• Time spent

analytics

• New v isitors Google analytics

• Rep eat visitors Google analytics

• Conversions Google analytics

10% increase in digital engagement and conversions Social media analytics

Assignment of supporting actions

Reputation as a good location for business growth

National, provincial, and regional awareness of Stony Plain’s potential

Recognition of Stony Plain as an investment destination

New strategic relationships established

Event turnout (established in event plans)

Participation in regional economic development initiatives

Number of existing relationships nurtured and new ones established

Annual workplan

Business Satisfaction Survey, Business Licence Database, Finance Reporting

Perception Survey, Media coverage, Google analytics

Perception Survey

CRM

Registrations, Post Event Survey

Annual workplan

CRM

STRATEGIC PRIORITY 2

Bolster strategic partnerships and collaborations

KPI Measurement Tool

Number of face-to-face meetings with Indigenous counterparts, entrepreneurs, and community leaders

Number of staff hours dedicated

Reputation as a cooperative and bold municipality

Improved perceptions of Stony Plain’s regional positioning and influence

Enhanced alignment with the mandates and priorities of partnering organizations

Success stories demonstrating positive outcomes from strategic partnerships

Total meetings with businesses completed

Inputs completed

Number of services and/or supports provided to businesses/entreprenuers

Number of staff hours dedicated

STRATEGIC PRIORITY 3

Enhance the local business ecosytem

Number of businesses identified considering growth and expansion

Reputation as a business-friendly municipality

Testimonials and feedback from local businesses on the impact of collaborative initiatives

Visibility of local businesses in the community and beyond

Collaboration and cooperation among local businesses

Local confidence in Stony Plain’s businesses

Number of businesses in the Customer Relationship Management tool

Response times and issue resolution periods

Building and development timelines

Progress monitoring and reporting on the Economic Development Strategy

New investment in the Economic Development business unit

STRATEGIC PRIORITY 4

Optimize municipal services

Economic development is infused in the organization’s culture

Improved perceptions of the ease of doing business in Stony Plain

Positive feedback from businesses on the responsiveness and efficiency of municipal services

Positive testimonials on the impact of municipal-led initiatives on business success

Positive feedback on the availability of information relevant to doing business

Successful communication of development processes and requirements on the Town’s websites

CRM

Annual workplan

Perception Survey, Media coverage, Testimonials

Perception Survey, Media coverage, Testimonials

Annual workplan, Perception Survey

Stakeholder Satisfaction Survey, Google analytics

CRM

CRM

Business Satisfaction Survey

Annual workplan

CRM, Business Satisfaction Survey

Business Satisfaction Survey

Business Satisfaction Survey

Business Satisfaction Survey, Community Survey, Online business audit

Chamber Memberships, Event attendance and satisfaction

Community Survey, Google Reviews audit

CRM

Client feedback

CRM, Permit Management Software

Project Management Software, Annual workplan

Corporate Planning

Annual workplan

Business Satisfaction Survey

Business Satisfaction Survey

Business Satisfaction Survey

Business Satisfaction Survey

Business Satisfaction Survey, Google analytics

IndigenousLandAcknowledgement

StonyPlainislocatedonTreaty6territory,thetraditionalmeetinggrounds,gathering space,andtravelrouteoftheCree,Saulteaux,Blackfoot,Dene,andNakotaSiouxand thehomelandoftheMétisNation.TheTownofStonyPlainrespectfullyacknowledges themanyFirstNations,Métis,andInuitcommunitieswhosefootstepshavemarked thislandscapesincetimeimmemorial.

Introduction

ProjectBackground

Throughresearchandconsultation,theTownofStonyPlainisdevelopinganupdated EconomicDevelopmentStrategy&ActionPlanfocusedonrespondingtoemerging trends,diversifyingeconomicdevelopmentopportunitiesandsectors,andoutlining keyinitiativestosupportbusinessesandcommunitymembers.

EconomicDevelopmentStrategyandActionPlanProjectGoals

● BolstereconomicgrowthandthediversificationofStonyPlain’seconomy includingcreatingjobsforcurrentandfutureresidents.

● ImproveStonyPlain’sinvestmentreadinessandregionalcompetitiveness.

● ImproveStonyPlain’seconomicdevelopmentservicedelivery.

● Aligneconomicdevelopmentinitiativeswithleadingmunicipaleconomic developmentbestpractices.

● AligneconomicdevelopmentinitiativeswiththeTown’sMunicipalDevelopment Plan(MDP)includingbalancingresidentialandnon-residentialdevelopment projectionsaswellasrespondingtotherecentlycompletedHighway DevelopmentStrategy.

● Createastrategydevelopmentprocessrootedinstakeholderengagementand in-depthanalysis.

Economicdevelopment1 inStonyPlainisinastateoftransformation.Thisincludes grapplingwithashiftineconomicdevelopmentprioritiesthatinvolvesdiversifying economicstreamsandadaptingtotransformationsintheenergysector.ThelastStony PlainEconomicDevelopmentStrategy(2019update)identifiedStonyPlain’semerging competitiveposition.Itprioritizeddiverseeconomicdevelopmentopportunitiesin Agrifood,ProfessionalServices,LifeSciences,andShopping,Dining&Artsectors

1 Alsoreferredtohereinas“EcDev”-thecommonusageterminology.

whilesupportinghistoricaleconomicopportunitieswithintheEnergy&Support Servicessectorwhenpossibleandappropriate.

Moreso,thisContextSettingReportandthegeneralstrategydevelopmentprocess alignswithStonyPlain’sCouncilStrategicPlan2 linkingtotheidentifiedeconomic opportunitiesbroughtforthbyCouncilincludingdowntownandtourism enhancements,furtherdevelopingtheNorthBusinessParkandhighcommercialareas, connectingwiththebusinesscommunityandregionalpartners(e.g.EdmontonGlobal andEdmontonMetropolitanRegionalBoard(EMRB),andimprovingthedigital infrastructuregapstomeetagrowingcommunity.

Withthegoalofgrowingto30,000people,thechangeofworkincludingthe COVID-19pandemicanditssocialimpacts,theriseofthegigeconomy,andnow innovationsinartificialintelligenceandtechnology,StonyPlainisleadinga pre-emptiveprocesstodevelopanewEconomicDevelopmentStrategy&ActionPlan thatrespondstoemergingtrendsandforecastkeyactionsandinitiativesintothe future.

ApproachandTimeline

StonyPlain’sEconomicDevelopmentStrategy&ActionPlanprojecthasanticipated theprojecttobea7-month-longprocessofresearchandcommunityengagementto chartacourseforthetown’seconomicdevelopmentfuture.

Timeline

Theprocesshasbeendividedintofivephases,withthecompletionofthePlanand associateddocumentsinWinter2024.

● Phase1(May-June2023):ProjectLaunch&Kick-off

2 https://www.stonyplain.com/en/town-hall/resources/2023_StrategicPlan.pdf

● Phase2(June-July2023):Research&Analysis

● Phase3(Summer2023):StakeholderEngagement

● Phase4(September-November2023):Synthesis&Validation

● Phase5(November2023-February2024):PlanDevelopment

Theplanningprocessisbeingcarriedoutbyaprojectteamofconsultantsandthe Town’sEconomicDevelopmentBusinessUnit.

AlignmentwiththeHighwayDevelopmentStrategy

Theapproachisinformedbyandintrinsicallylinkedwiththe HighwayDevelopment Strategy (HDS)thatwascompletedin2023.TheHDSprovidesaprimarydata analyticssourceforthedevelopmentoftheEconomicDevelopmentStrategyenabling theprocesstoberootedindatacollectionandanalysis(seeSection2).Alinktothe HDScanbefoundhere: www.stonyplain.com/hds.

EngagementApproach

TheProjectTeamhasalignedtheengagementobjectivesandactivitieswiththeTown ofStonyPlain’s PublicParticipationPolicy(C-CAO-057). Eachengagementactivity outlinedinthisdocumentwascategorizedbasedontheabovecategoriesand associatedobjectives.Engagementactivitieswerepreemptedbycontext-setting activitiesincludingreviewingkeydocuments;mediascanstodetermineeconomic forecastsandmajortrendsandcontextconsiderations;identifyinglinkagestoother keyplanninginitiatives;demographicsresearchandcasestudydevelopment.From there,stakeholderinputisgleanedandcodedforkeythemeswhichoncesynthesized andvalidatedbyfurtherengagement,becomedraftstrategicfocusareas.

Figure1.EngagementApproach.Source:PatriciaHuntsmanCultureand CommunicationinpartnershipwithNordicity(2018)

PlanningContext

EconomicBaseAnalysis

TheHDSprovidestheprimaryeconomicdataanalysisfortheEconomicDevelopment StrategyandActionPlan.ThisStrategydrawskeydataandtakeawaysfromtheHDS ContextSettingReport,whichincludes:ForeignDirectInvestmentAnalysis,Industry ExternalTrendsAnalysis,IncentivesAnalysis,andSWOTAnalysis,andiscoupledwith theStrategydevelopment’sEngagementSummaryandConstraintsandOpportunities DeepDive(asdetailedfurtherinthisreport).

KeyTakeawaysfromtheHighwayDevelopmentStrategy(HDS)

● TargetSectors: Thetargetsectorsidentifiedforlong-termsustainedeconomic developmentandopportunityinclude:

○ Agribusiness. Subsectors:ControlledEnvironmentAgriculture,Agritech, Food&BeverageManufacturing&Processing

○ Manufacturing. Subsectors:ConstructionProducts,Manufacturing Technologies,Sportswear

○ Logistics&ProfessionalServices. Subsectors:ProfessionalServices, RegionalDistribution

● StonyPlainislocatedwithinCensusDivision11alsoknownastheEdmonton MetropolitanRegion(EMR).TheEMRsawadecreaseofjobsin2020(through thepandemic)witharebound(5%increase)backto2012levelswithasteady plateauprojectedforthenext5years.Thisisinalignmentwithprovincialand nationaltrends.

● Theaveragewagesperjobin2021throughouttheEMRis$60,831.

● Theleadingimportin2019wasmanufacturing,valuedat$31.8billionfollowed byPublicAdministration,Mining,Quarrying,OilandGasExtraction,

TransportationandWarehousing,andConstruction,withacombinedvalueof $62.9billion,representing64%ofimportsbyvalue.

● Theleadingexportin2019wasManufacturing,valuedat$26.8billion.Thetop5 exportswereManufacturing,PublicAdministration,Construction,Transportation andWarehousing,andMining,Quarrying,AndOilandGasExtraction,witha combinedvalueof$63.2billion,representing69.9%ofallexportsbyvalue.

● From2016to2021,theTownofStonyPlainsawmuchslowerpopulationgrowth thantheEdmontonCensusMetropolitanArea(EMRplusthecityofEdmonton) at4.7%versus7.35%respectively.Itisrelativelyonparwithpopulationgrowth province-wideat4.8%.

● InStonyPlainovertheperiodof2016-2022,thetop-performingsectorsin termsofemploymentgrowthpercentagewereHealthCareandSocial Assistanceat20.4%share,RetailTradeat18.4%,andManufacturingat18.02%. AdditionalsectorsincludeInformationandCulturalIndustriesat15.78%, Professional,Scientific,andTechnicalServicesat15.5%,andWholesaleTradeat 14.08%.

● ThehighestnumberofjobsperoccupationinStonyPlainin2022wereSales andServiceOccupations(1,662jobs),Trades,Transport,andEquipment OperatorsandRelatedOccupations(1,225jobs),Business,Finance,and AdministrationOccupations(1,115jobs),andOccupationsinEducation,Lawand Social,CommunityandGovernmentServices(1,038jobs).Combinedthese occupationsrepresent65.6%ofalljobsinStonyPlain.

● Between2009to2019,educationcompletionratesinEMRincreasedby9.4%. Whilethesearegrowing,itisonlysoatnearlyone-thirdthepaceofthe Province.TheEMRhasapoolof18,089talentwithpost-secondary qualificationsand2,311holdingadvanceddegrees.

● Between2016and2021,thetotalnumberofbusinessestablishmentsinStony Plaindeclinedbynearlyone-quarter(22.8%).Thebreakdownofbusiness

establishmentsbysectorbelowduringthesameperioddiscussespossible causes.

● Thetop5sectorsinStonyPlain(excludingunclassifiedestablishments)withthe highestnumberofbusinessestablishmentsincludeRealEstate(Rentaland Leasing),Construction,OtherServices(exceptpublicadministration), Professional,ScientificandTechnicalServices,andRetailTrade,with1,072 establishmentsin2019representing57%ofthebusinessestablishmentsin StonyPlain.

● SmallbusinessesareimportantinStonyPlain.Approximately19.1%of businesseshave1-4employees,7.4%have5-9employees,4.5%have10-19 employees,2.2%have20-49employees,andonly1%have50-500+employees. Thatsaid,65.7%ofbusinesseswereclassifiedasindeterminate.However,thisis substantiatedbyStonyPlain’sbusinesslicencedata,whichshowsapproximately 21.8%ofbusinessesarehome-based,andaretypicallyoperatedby1-4 employees.

● TheHDSoutlinesthreepillars/strategicgoalsofworkincluding(1)Investment Readiness,(2)Land&Infrastructure,and(3)InvestmentAttraction.These strategicgoalsandassociatedtacticswillinterplayandworkinrelationshipwith thestrategicinitiativeswithintheEconomicDevelopmentStrategyandAction Plan.

InternalandExternalConsiderations-NeedsandGapsAnalysis

Belowisananalysisofcurrentstrengths,opportunities,needsandgaps,alongwith potentialvulnerabilitiesforconsideration.Theseweregeneratedthroughtheproject start-upmeetingswiththeTown’sEconomicDevelopmentteam,consultationwiththe GrowthandCommerceCommittee(GCC),keyanalysissectionsfromtheHighway DevelopmentStrategy,industryinterviewsandStonyPlain’srequestforproposals document.

Strengths

● TheEconomicDevelopmentBusinessUnitisstrongwithaclearunderstanding ofitscapacity.

● CompletionofrelatedplanninginitiativessuchastheHighwayDevelopment Strategythathasidentifiedprioritytargetsectors.

● Generalpositivecontexttowardseconomicdevelopmentandtheteam’s performancefromstakeholders.

● GrowthandCommerceCommittee(GCC)inplacetoidentifyandadvise Councilofopportunitiesthatcreateasuccessfulcommercial,industrialand residentialclimateinStonyPlain.

● UnderstandingoftheecosysteminwhichEconomicDevelopmentasaconcept andinpracticeissituated(e.g.roleofculture,heritage,recreationassets,and communications,etc.)

● StonyPlainistheWesternGatewaybetweentheEdmontonMetropolitan RegionandAlberta.

● Jobgrowthof5%year-over-yearinCensusDivision11,exceedingtheprovince.

● ThenumberofjobsinCensusDivision11isforecastedtogrowoverthenext5 years.

● In2021,thepopulationoftheTownofStonyPlainwas17,993,increasingby 4.7%from2016.

● Theconstructionsectorrepresents14.03%ofbusinesses.

● LocationQuotientsof1.77inConstruction,1.62inotherservices(exceptpublic administration)and1.33inRetailtrade,and1.23inManagementofcompanies andenterprises.

● PortAlbertaandrailinfrastructureprovideagatewaytoWesternCanadaand thefarEastthroughAcheson.

● Lowercosts(operatingcostsandcostofland)comparedtoothernearby regions.

NeedsandGaps

● Limitedinternalresourcestoallocatetocoreeconomicdevelopmentservices (i.e.thebalancebetweeninvestmentattractionandbusinessretentionand expansion).

● LackofInvestmentReadiness(e.g.,areastructureplans,lackofclear communicationondevelopmentplans,lackofinvestmentpromotion).

● Lackofabilityandcapacitytoworkdynamicallyandinnovativelywith land/property/businessinvestmentstomakeinvestmentstosupportexpansion projects.

● Bylaws/permitting/processesrelatedtodevelopmentareviewedasrestrictive bythedevelopmentcommunityandaren’tuptoparwiththeregion.

● TheEconomicDevelopmentbusinessunitissometimesreactiveto organizationaldecisions/prioritiesinrelationtosignificantprojectsrelevantto investmentattractiveness(e.g.OldTownSouth+CommunityRecreation Facility).

● Landuse/zoningisnotalwaysconducivetodevelopment.

● SpeedlimitalongHwy16A(100kmlimitbeyondSouthParkDrive),isnot conduciveforincitingmotoriststoslowdown,noticemoreandenterStony Plain.

● Lackofperformancemonitoring(KPIs)foreconomicdevelopmentinitiatives.

● Lowemploymentconcentrationinknowledgeindustriesandeconomicdriver industries.

● Infrastructureimprovementsrequiredinemploymentlands.

● Nolandusemapsthatshowlandsbusinessand/orinvestmentreadyfor developmentinrelationtoinfrastructureavailableandcapacitylevels.

● LackofStonyPlain-specificdatarelatedtoindustry,tradeandmovement betweencensusareas/divisions.

● Largeamountofavailablelandiscurrentlyunder-serviced.

Opportunities

● Attractingnewtargetsectorsincludingagri-business,manufacturing, transportationandlogistics,andretailandtourismsectorworkers.

● Supportingexistingbusinessesbyenhancingthelocalecosystemandindustry clusters,particularlylocalbusinessesandbusinessesassociatedwithtarget sectors(e.g.agri-business).

● ThereismomentumfromtheHighwayDevelopmentStrategy,anditspriorities.

● Alignplanningefforts(bothprocessandoutputs)withtheOldTownSouth Redevelopmentproject.

● Increasingalignmentwithdowntownplanning,CultureandTourisminitiatives.

● Balancedestinationretailopportunitiesindowntownwithservice-based businesses.

● Increasingthenon-residentialtaxbasecurrentlyat22.3%

● AbilitytoconnectwithAlexisFirstNation;andbuildconnectionswithPaulFirst NationandEnochCreeFirstNation.

● Supplyofdevelopablelandrunningoutincontiguousregions.

● Offerasuiteofnon-financialandfinancialincentives.

● Toimprovemarketing/brandinginitiativesintheTown.

● Creatingconditionstosupportinvestmentreadinessandinfrastructure investmentsthatwillallowStonyPlaintoattract/achievemoreinvestmentwins.

● ReducespeedalongHwy16AtobeconsistentwithspeedlimitsinSpruce Groveornogreaterthan60km.

● Thereisanopportunitytodiversifylandownershiptoencouragecompetition andahealthyrealestateanddevelopmentenvironment.

PotentialVulnerabilities

● StonyPlaincommunitiesmaybefacing“engagementfatigue”fromrecent multipleroundsofengagementfromdifferentprojectsthatimpactthe developmentofTownstrategiesandinitiatives.

● Labourgaps(seeEmploymentfigurestableonpage27).

● Competitionfromneighbouringregions.

● 83.3%ofFDI(Greenfieldandlocalexpansion)inCensusDivision11between June2019–2022landedinEdmonton.

● Developersarediscouragedbybureaucraticprocessesrelatedtopermitsand developmentapplications.

● LimitedbroadbandconnectivityintheNorthBusinessParkandacoupleof residentialpockets.

● Unstableglobalmarketconditionsandgeopoliticalenvironment.

● Lackofperformancemonitoring(KPIs)foreconomicdevelopmentinitiatives.

● Changeinleadershipandimplementationoftheactionplan.

ConstraintsandOpportunities

Thefollowingsectionconsidersconstraintsandopportunitiesfortheplan.Itweavesin deskresearchfindingsincludingmediascans,thedocumentsreviewandGrowthand CommerceCommittee(GCC)members’contributionstothissummaryanalysis.

Grow(WhatweWanttoExpand/FurtherDevelop)

● Creatingtheconditionsforeconomicdevelopment(attraction,investment readiness,etc.).

● Crosscollaborations–EnablingEcDevtointeractwithotherdepartments throughinter-departmentalworkinggroup–everyonehasaroletoplayin EcDev.

● Towndoesnotactivelypursueearnedmediatoboostprofile.

● Enhanceinvestmentreadiness(e.g.addressorstreamlinecapitalrequirements forinvestorsornewbusinesses).

● Pro-activeunderstandingofthevacantlandinventory,servicingrequirements, whatittakestodeveloptheseproperties.

● AreaStructurePlan(e.g.removebarriers,costfromthedeveloper)–Highway frontagewithoutASPs.

● Fostercompetitivenessinlandownershiptocreateahealthierrealestateand developmentecosystem.

● TargetSector-specificmarketingangleandstrategy.ExploreRetail&Tourismas anopportunityandcontinuedtargetsectorfocus.

● Businessengagement&retention–importanttogrowthisserviceinalignment withcapacitytoactionacomprehensiveprogram.

Sow(WhatweWanttoSeed/StartDoing)

● Considerinternalcapacitiestosupporteconomicgrowthinthecommunity.

● EconomicDevelopmentiskeyplayertoprojectplanningandexecutionto ensureeconomicopportunitiesarealwaysleveraged.

● EnhancedataandanalyticsusestoshowcaseStonyPlain’suniqueposition (valueproposition,businessdatabase,etc.).

● Understandwhoarethesupportingcastmembers,surroundingroles,and capacitiestosupportEcDev(internalandexternal).

● Capitalizingonexistingbusinessinvestment.

● Createefficienciesforadministrativetasks/processesthattaketimeawayfrom theimplementationofeconomicdevelopment.

Harvest(WhatweWanttoKeepDoing)

● Leveragingpartnersandrelationships

○ Stakeholderrelationshasbeeninstrumental.

○ Continuetofosterrelationships,partnerships,andcollaborationwith EdmontonGlobal,EMRB,developers,realtors,businesses,Alberta Agriculture&Irrigation,UniversityofAlberta,NorthernAlbertaInstitute ofTechnologyandothers.

● MarketingourselvestoICSCnetworkandotherplatforms/networksinrelation totargetsectors.

Plow(WhatweWanttoStopDoing/ImpedesAbilitytoSupportEconomic Development)

● Activitiesthatdonotalignwithstrategicpriorities(coreeconomicdevelopment focusareas).

● Programsandinitiativesthathavehigheffortandlowimpactasrelatedtocore focusareas.

CommunityandRegionalProfile

StonyPlainispartoftheTri-MunicipalRegion,whichalsoincludesParklandCountyand Spruce,andisalsopartoftheEdmontonMetropolitanRegion(EMR),whichismadeup of15municipalitiesthatalsopursueeconomicdevelopment.

TownofStonyPlain

WithintheTownofStonyPlain’s2022

CommunityProfile3,thekeyfeatures ofthetowninrelationtogrowthand economicdevelopmentinclude:

● StonyPlainissituatedalongthe Trans-CanadaHighway,making itpartofaprovincial transportationcorridorwith easyaccesstoair,rail,pipelines, androadways.

● StonyPlain’spopulationisquicklymultiplyingwiththecurrentpopulous hoveringnear20,000withapopulationprojectionof27,000by2037.

● StonyPlainislocatednearAlberta’seducationhub.Combinedwithahigh qualityoflife,thetownattractsandretainstalented,diverse,andeducated individuals.

● StonyPlain’sCounciliscommittedtomakingthemunicipalityanattractiveand easyplacetodevelopandgrowabusiness.

Tri-MunicipalRegion 3

https://www.stonyplain.com/en/invest/community-profile.aspx

StonyPlainislocatedinaTri-MunicipalRegionincludingParklandCountyandSpruce Grove.Theregion’s2021snapshotincludesapopulationsizeof87,000withover 8,500businessestablishments.Thecurrentlabourforceisapproximatedat35,000 withanticipatedgrowthof8%to38,288by20294 .

Theregioninrecentyearshasfocusedonamorestrategicandcollaborativenature acrossjurisdictionstocreatetransformativepositivechangeacrossallareas.This includestheTri-MunicipalRegionalPlan(2021)5 witharelationshiptoeconomic developmentsuchasthedevelopmentofaregionalEconomicDevelopmentStrategy, aregionallensonbroadbandandtechnologicalinvestmentsaswellasstreamlining developmentandpermittingprocessesacrossthedifferentjurisdictions.Theregion’s economicdevelopmentactivityisalsosupportedbytheGreaterParklandRegional Chamber.

EdmontonMetropolitanRegion(EMR)

StonyPlainandtheTri-MunicipalRegionisalsosituatedintheEdmontonMetropolitan Regionwithanapproximatepopulationof~1.3million.TheEMRguidedbyaregional 30-yearvisionGrowthPlanthatcametoeffectOctober2017

6 stewardedbythe EdmontonMetropolitanRegionBoard(EMRB).StonyPlainissituatedwithinthe GrowthPlan’sMetropolitanareadescribedasbothcountylandsandurban communities.TheGrowthPlanseesthisareaastheplaceforhighestconcentrationof futureurbandevelopmentintheRegion.

4 https://www.stonyplain.com/en/invest/tri-region.aspx

5 https://www.parklandcounty.com/en/county-office/resources/projects-plans/Tri-Municipal-Regional-Pl an/Tri-Municipal_Regional_Plan_IntegratedReport_Web.pdf

6 https://www.emrb.ca/growth-plan

OneoftheGrowthPlan’sregionalpolicyareasincludeeconomiccompetitivenessand employmentthatidentifiedfourobjectives:

1. Promoteglobaleconomiccompetitivenessanddiversificationoftheregional economy.

2. PromotejobgrowthandthecompetitivenessoftheRegion’semploymentbase.

3. Enhancecompetitivenessthroughtheefficientmovementofpeople,goods, andservicesto,fromandwithintheRegion.

4. PromotethelivabilityandprosperityoftheRegionandplanfortheneedsofa changingpopulationandworkforce.

EMRmunicipalitiescollaborateoneconomicdevelopmentforthecollective bettermentoftheEMR.However,adrawbackisthatallmunicipalitiesarein competitionwithoneanother.EachEMRmunicipalitysupportsandutilizesEdmonton Globaltoaidinvestmentattractionefforts.By2044,theEMRBanticipatesadrastic increaseinregionalpopulationgrowthto2.2millionpeopleandwillsustain1.2million jobs.

StrategyLinkages

ToalignplanningeffortswithparallelandintersectingstrategicinitiativesattheTown, thereportidentifieskeyplans,strategies,andstudiestoinformstrategicdirectionsfor theEconomicDevelopmentStrategy.Eachreviewofaninitiativeidentifies opportunitiesorchallengesrelatedtoeconomicdevelopmentinStonyPlain.

PlanLinkages:KeyOpportunitiesandChallenges

Policy,Plan,Bylaw KeyFinding(OpportunityorChallenge)

Economic Development Strategyand

Thepreviousversionsetsthestageforthisproject.The2019 updateprovidesageneraldirectiontothetargetsectorsfor economicdevelopmentinStonyPlainincluding:Health&

PlanLinkages:KeyOpportunitiesandChallenges

Policy,Plan,Bylaw KeyFinding(OpportunityorChallenge)

ActionPlan(2019 Update)

UniquelyStony PlainMunicipal DevelopmentPlan (MDP)(2020)

Education,ProfessionalServices,Agrifood&Services, CulturalIndustries,Tourism,andOil&GasSupport.The2019 Strategyincludedfourkeystreamsofthought/key takeaways:

● Importanceofdiversifyingtheeconomyandbusiness base

● Supportforknowledge-basedeconomicgrowth

● Importanceofdowntownasadestination

● TellingtheworldaboutStonyPlain

EconomicOpportunityisakeythemeintheMDPlinkingto thepolicysectionsupportingthelocaleconomyand economicdevelopment.TheMDPseessupportingthe economicdevelopmentofStonyPlainthrough:(1)local planning,(2)havingabusiness-friendlyattitudetowards businessattractionandretention,(3)maintainingan inventoryofcommercialandemploymentlands.(4) enhancingthevibrancyofdowntown,and(5)diversifying marketingstrategies,withanemphasisoncultureand tourism.EconomicdevelopmentpolicywithintheMDP focuseson(a)diversifyingtheTown’seconomicbaseto explorehome-basedbusinesses,eco-industry,creative industries,andhealthandwellness,(b)strategic communicationsandmarketing,and(c)supportingavibrant downtownwithunique,small-scalecommercialexperiences andlocalevents.

StonyPlainTourism MasterPlan(2021)

TheTourismMasterPlanfocusesoncreatinganchorevents andattractionstoleveragegreatunderutilizedspaceslikethe PioneerMuseum,MulticulturalHeritageCentre,andthe downtownstreetscape.Inalignmentwitheconomic development,akeytakeawayistoprioritizecreatingaunique marketingpositionandbrandforStonyPlaintoattractevents andfestivalorganizersaswellasin-Townandnearbyvisitors.

PlanLinkages:KeyOpportunitiesandChallenges

Policy,Plan,Bylaw KeyFinding(OpportunityorChallenge)

StonyPlainArts, Culture&Heritage ActionPlan(2020)

StonyPlainOld TownCommunity Plan(2019)

TheActionPlanprioritizescreatingasenseofplaceand activationthroughpublicart(e.g.murals),creative place-making(creationofa‘culturalcorridor’),and encouragingexpansionofSummerSessionsandother programming.Inalignmentwithotherplanningdocuments, theActionPlanidentifiescollaborationasakeytooltomove forward.TheActionPlancomplementstheTourismMaster PlanbyidentifyingtheopportunityforcreatingStonyPlainas adestinationforculturalandeconomicactivityinthe Tri-MunicipalRegion.

OneofthekeypurposesoftheOldTownCommunityPlan (OTCP)istocontinuetopromoteandaligneconomic developmentwiththeTown’seconomicdevelopmentgoals. TheOTCPidentify’sexistingeconomicsectorsinthearea includingthefollowingdriverindustries(expandingand growingindustrieswithintheexistingportfolio)(1)Artsand CulturalIndustries,(2)LocalFoodandFoodProcessing,(3) HealthServices,(4)AgricultureSupport,(5)Construction/ TransportationandWarehousing,(6)SupportActivitiesfor EnergyandExtraction,and(7)BusinessandProfessional Services.ToalignwiththeMDP’sthemeof“Economic Opportunity”,theOTCPcreatesadevelopmentconcept identifyingtheareawithhigheconomicdevelopment opportunitythroughcommercial,commercialmixed-useand institutionallandusemapwithtwocommercialcorridorsand anumberofinstitutionalparcels.

TownofStonyPlain Population& Employment ForecastReport (2022)

ThePopulation&EmploymentForecastreportidentifies threegrowthscenariosoflow,expected,and‘optimistic’ economicgrowthfromCOVID-19economicrecovery.From theeconomicdriversalsoidentifiedintheOCTP,thereport forecastspotentialgrowthinthesekeysectors.(1)Health Services,(2)localFood&FoodProcessing,(3)Arts,Culture, Tourism,arethetopthreeproductiveandstablesectorsto expandacrossallthreegrowthscenarios.(4)Agricultural

PlanLinkages:KeyOpportunitiesandChallenges

Policy,Plan,Bylaw KeyFinding(OpportunityorChallenge)

Supportand(5)Construction/TransportationWarehousing arealsoproductivebutmoreunstableinthelow-growth scenario.

Highway Development Strategy(2023)

TheHighwayDevelopmentStrategyfocusesoneconomic opportunityalonghighways16Aand628.Todothis,the strategyidentifiesthreegoalsincluding(1)investment readiness,(2)landuseandinfrastructure,and(3)investment attraction.Thegoalsoutlineanumberofactionswiththe focusofcreatingdynamic,investmentreadyparcelsalong thehighwaycorridorsthattransformsstatutoryplanning frameworktoattracttargetsectors(e.g.advanced manufacturing,agricultureandagri-tech,professional services,andback-officeoperations)anddevelopinnovation hubs(e.g.,techinnovation,businessaccelerators,maker spacesfortargetsectors).

StonyPlain StrategicPlan (2023-2026)

StonyPlain CorporatePlan (2023-2025)

EconomicOpportunityisidentifiedasoneofthepillarsfor theStonyPlainStrategicPlan.TheStrategicPlancommitsto thisbyidentifyingkeyactionsincluding(1)creating opportunitiesforamoreprosperousclimateandjobcreation, (2)enhancedowntownandtourismofferingsthrough destinationmarketing,events,andprogrammingin collaborationwithpartnersandbusinesses,(3)improvethe digitalinfrastructuregaps,(4)explorepartnershipsand strengthentheroleofEdmontonGlobalandtheEdmonton MetropolitanRegionBoard,(5)fosterdevelopmentinthe NorthBusinessParkandhighwaycorridors.

StemmingfromtheMDP,StonyPlain’sCorporatePlan outlineskeyactionstoadvance‘economicopportunity’ includingincreasedbusiness,investor,developer,and stakeholderengagementforeconomicdevelopment, continuedexplorationofaprominenttourismdestination marketingstrategy,economicgrowthmonitoringand profilingofkeybusinesssectors,andthedevelopmentofa

PlanLinkages:KeyOpportunitiesandChallenges

Policy,Plan,Bylaw

KeyFinding(OpportunityorChallenge)

BroadbandStrategy.Theseactionsarecomplementedbya strategicfocusontheNorthBusinessPark,Highways16A& 628corridors,andcontinuedsupportofEdmontonGlobal andtheEdmontonMetropolitanRegionBoard.

Competitive Analysis-CurrentSynopsis

Theterm“EconomicDevelopment”referstotheprocessofdeveloping,diversifying andmaintainingsuitableeconomic,social,andpoliticalenvironments,inwhich balancedgrowthmayberealized,increasingthewealthofthecommunity7.This includesprograms,policiesoractivitiesthatseektoimprovetheeconomicwell-being andqualityoflifeforacommunity.CommunityEconomicDevelopmentisanother facetofeconomicdevelopment,whichencouragesusinglocalresourcesinawaythat enhanceseconomicopportunitieswhileimprovingsocialconditionsinasustainable way.Itusesaplace-basedapproachandinvolvesextensivecommunityinputand planningfocusedonthewell-beingofpeopleinthelocalarea.

EconomicDevelopmentinStonyPlain

EconomicdevelopmentinStonyPlainisanintricateanddynamicprocessthattakesits shapefromtheeffortsofseveralexternalandinternalinfluencers.Theeconomic influencersforStonyPlainincludelandowners,developers,businesses,builders, educationalinstitutions,residents,andpartnerorganizations.Eachinfluenceris responsibleforcomplementarycontributionsthatadvanceStonyPlain’sgrowthand development.

7 https://www.edaalberta.ca/page-1861860

EconomicDevelopmentintheTown

WithintheorganizationalstructureoftheTownofStonyPlain,theEconomic DevelopmentbusinessunitoperatesundertheGeneralManagerofStrategicServices alongsideCorporateCommunicationsandCultureandTourismDevelopment.The organizationrecognizesthateverystaffmembercontributestoeconomic developmenttosomedegree,fromfrontlinestafftoPlanningandEngineeringand CommunityServices.

TheEconomicDevelopmentbusinessunitcomprisestwodedicatedfull-time employeesworkingdailytoadvanceeconomicdevelopmentwithintheorganization andthebroadercommunity.Focusedonattractingnewinvestmentsanddevelopment foreconomicgrowth,employment,andtaxbasestrengthening,theunitalsofacilitates theeffectiveexplorationandutilizationoflocalresourceswithintheEdmonton MetropolitanRegion.ActiveparticipationingroupssuchasEdmontonGlobal, CommunityEconomicDevelopment,andtheGreaterEdmontonEconomicDeveloper TeamamplifiesStonyPlain'sregionalpresence.

DespiteStonyPlain’sstrategiclocationwithintheEdmontonMetropolitanRegion affordingsignificantadvantages,theTownshouldremainmindfulthatStonyPlainis oneofthirteenmunicipalitiescompetingtoachievesimilareconomicdevelopment outcomes.WhiletheTownprioritizescollaborationwithneighboringmunicipalities,it's essentialtoacknowledgethatStonyPlainfacesstiffcompetitionfromlarger counterpartswithgreaterresources.Thus,it'simperativefortheTowntobestrategic andintentionalinallocatingeconomicdevelopmentresourcestostaycompetitivein theregion.

EconomicDevelopmentwithintheTowncanwesummarizedasfollows:

Figure3.EconomicDevelopmentStrategyandActionPlanAlignment

KeydriversofEconomicDevelopmentatStonyPlaininclude:

● Enhanceenvironmentforeconomicdevelopment

● Createjobs;attractandretaintalent

● Flexiblelandusesandspacesfordiverseeconomicandcommercialactivities

● Opportunitytoexpandsector-widemarketingangle/positioning

● Industryandstakeholderengagement,relationships,andretention

● Targetkeysectors:agribusiness,manufacturing,professionalservices, transportation,andwarehousingservices.

● Growingthecommunityto30,000

● Balancenon-residentialandresidentialtaxbase(currently82.2%residentialto 17.8%non-residential).

Differentiationandpositioningwithintheregion8

EdmontonGlobalhasfurtherdevelopedtheirprioritysub-sectorswhichallowfor greaterspecificitywhenattractingnewindustrytotheregion.

Thesesub-sectorsincludePetrochemicals,CleanTech,AgriTech,Cannabis&Hemp, HealthAI,AlternativeEnergy,Nanotechnology,VideoGamesandDigitalMedia,and AutonomousVehicles.

Selectsub-sectorsfromEdmontonGlobalcrossoverintomorethanonemainpriority sectorfortheEMR.TheTri-MunicipalEconomicDevelopmentStrategyfortheTownof StonyPlain,SpruceGroveandParklandCountyidentifiestransportation,warehousing andlogistics,value-addedagriculture,andenergyservices,askeysectorsofstrength intheregionthataligncloselywiththestrengthsoftheEMR.

8 AdaptedfromtheSpruceGroveEconomicDevelopmentStrategyEnvironmentalScan(sources include:StatisticsCanada,2021).

Inthesesectors,thereareopportunitiesfortechnologyadaptation,automation,andAI applicationstocontinuetogrowtheregionaleconomyandhelpinsulatetheregion fromexternaleconomicforces.Belowisacomparisontableofthethreemunicipalities’ labourstatisticsbyindustry.Whileemploymentisonlyoneaspectofdifferentiation, thefollowingdoesshowthenichesegmentationofeachmunicipality’sindustryfocus.

Figure4.EmploymentbyIndustrySector(2021)

Frombothdeskresearchandengagement,creatingadifferentiationandpositioning strategyhasbeenflaggedasamajorpriorityforStonyPlain.Considerationsinclude:

● Workingwithincurrentcapacityconstraints

● Creatingauniquebrandstoryandmaintaininginfluenceoverexternalmarketing

● Morecross-collaborationbetweendepartments(everyonehasaroletoplayin EcDev)

● PlayingtoStonyPlain’sstrengths—wherehaveweshownsuccessandhowcan webuildonthis?

● DemonstratingaclearnarrativeonwhyStonyPlainiswell-positionedtoperform wellinourfocusareas.

● Continuetoenhanceamenitiesandlocalcharacterasadrawtonewbusiness andinvestmentattraction.

EconomicOutlook/Considerations

Theabovefigureconsiderswhattrendsarestillvalidandoccurringaseconomies emergepost-Covidbyconductingmediascansonmajoreconomicandfiscalpolicy trends(fall2022-early2023)andreviewingavailable2021Censusdata.Itisimportant

Figure5.Broadereconomicforecast2023-2024

tounderstandthecurrentandnear-termeconomicoutlookatthistimeasitinpart shapesthedevelopmentofStonyPlain’seconomicstrategy.

NotedCanadianeconomistDr.DanielMyzurka,whohasadvisedtheprojectteamon economicanalysisandtrendsforconsiderationonotherrecenteconomic developmentprojects,hasidentifiedtheabove-notedforcesthatmayimpact near-termeconomicplanning.

Broadertrendsforconsiderationinthenearterm(2023-2025)centreonfourprimary forces:

● Rebalancingglobalization: Duetorisingnationalinterests(e.g.,theriseofChina anditsinterests,theRussianwarinUkraine,SaudiArabiaandIran’sinterestsin theMiddleEast,Trump’s“AmericaFirst”position,etc.)thereisincreasing interestinreversingsomeaspectsofglobalization(e.g.,reshoring manufacturing,protectionofservicesandproductsonanationallevelthrough risingtariffs,etc.).

● Increasingeconomicinequality: Eitherrealorperceivedduetorisingasset costs,particularlyhousing,youngergenerationsfeeltheydon’thaveequal accesstoownershipasdidpriorgenerations,alongwiththeimpactofincreased inflationwhichislimitingbasichouseholdspending(e.g.groceriescost).

● RebalancingFinancialStructures: Therearemultipleissuesatplaywhen consideringfinancialstructures.Assetinflationisoccurringduetopersistent lowinterest(e.g.impactshousing,infrastructure,etc.)whichwaspartof rescuingthedevelopedeconomiesafterthe2008financialcrash.Another contributingfactorisdealingwiththemassivedeficitscausedbytheCOVID

lockdown.Afurtheraspectincludesthefinancingofthedevelopingworldand theirdebt,particularlywiththerisinginterestsof“lenders”likeChina.

● Impactofclimatechangeontheeconomy: CitedbyTheEconomistasoneof Canada’slargest‘wedge’issues,theimpactofclimatechangeontheeconomy resultsinlowerGDPandby2025whileclimateimpactsareforecastedtoslow Canada’seconomicgrowthby$25billionannually,whichisequalto50percent ofprojectedGDPgrowth. SeriousinvestmentinchangingCanada’senergyinfrastructureandclimate impactcouldlessentheimpactofjobs.Atalocallevel,thiscanplayoutin severalwaysincluding:droughts,wildfires,andincreasedlimitedwateraccess;a declineinhouseholdincome,particularlyforlow-incomehouseholdswhocould seeincomelossesofupto19percent;andjoblossescoulddoubleby mid-century.Theregionisalreadywell-tunedtosustainabilityasaresultofits agriculturecontext,andcontinuingtoadaptandintroducenewmeasurescan includebothdirectandindirecteconomy-widebenefits.

Thesebroadertrendstriggerfurtherconsiderationsforthelocalandregionaleconomy overthelonger-termincluding:

1.Majorsocialandculturalchange: Mirroringsomeofthemajorexternalforces from100yearsago,weseesimilaritiesofimpactsofsocialandculturalchange thatarehavingdirectandindirecteffectsontheeconomyandareexpectedto forsometimeintothefuture.Thisisparticularlyevidentintheriseoflabour unrestseenamongstG20countriesoverthelastyearandisexpectedto continue.

2.MunicipalitiesconsideringtheDoughnutEconomicModel(capongrowth):

WhiletheAlbertacontextdiffersfromotherprovincesastheleadintheenergy sector,itisimportanttonotethatmanymunicipalitiesarelookingatnew modelsforeconomicdevelopmentsuchastheDoughnutModelwhichcentres bothsocialandeconomicwell-beingofitsresidents,andputsacapongrowth whenathresholdisreachedthatbeginstoerodecommunityhealthand ecologicalwell-being.ThismodelalignswithmoreofaCommunityEconomic Developmentapproach.

9 Source: https://watershedsentinel.ca/articles/doughnut-economics/

Figure6.ExampleofEconomicDoughnutModel9

3.EconomicReconciliation:TheBusinessCouncilofCanada,therepresentative bodyofeverymajorcorporationinCanadahasinitiateddiscussionson economicreconciliationwithFirstNations.ThisisnoteworthyasStonyPlain buildsrelationshipswithAlexis,Enoch,andPaulFirstNationswhomaybeat differentlevelsof‘readiness’toaddresseconomicreconciliationpathwaysfor theEconomicDevelopmentStrategy.

4.Replacinglast-centuryapproacheswithnewthinkingfor21st-centuryissues: Likemanyothercountries,Canada’sfiscalandmonetarypoliciesstillstemto somedegreefromKeynesianeconomictheorywhichwasusheredinduring post-WW2.ForStonyPlain,itisimportanttorealizethatneweconomictheory andapproaches(e.g.suchasEconomicReconciliationpartnershipsand DoughnutorValuesModel)arebeingdevelopedandpracticedatthistimeand theEcDevteamwillwanttostaycurrentontheseimpactsatregionallevel.

5.Increasedtaxationat1%levels;taxationtransparency: WhileAlbertahas experiencedlowtaxationfordecades,itisexpectedthattaxationandnew taxationmaybenecessaryinthecomingyearswhichcanimpactlocal businessesandspendinginthelocaleconomy.ThismayalsodecreaseAlberta’s anditsregionaleconomies'competitiveness.

6.GenerationalStrategyConsiderationsandBusinessSuccession: Muchlike communications,engagementandmarketingneedtoemploygenerational strategiestoreachtheirtargetedaudiences,economicstrategydevelopment alsoneedstostayinstepwithgenerationalshiftsthatmayrequirenew approaches,particularlyforBusinessRetentionandExpansion(BRE).Thisshift from‘maandpa’retail,fixedbricksandmortarlocations,tomorebrand-based

retailbusinessesthatexistwithstorefrontsandonlineisalreadybeing experiencedinStonyPlain.Thereisalsolowuptakeofbusinesssuccession. Helpingtoenlistthenextgenerationof‘champions’particularlyforDowntown Revitalizationisarelatedconsideration.

7.Organizationalchange: AnothertrendthatisseeingearlyimpactinStonyPlain arenewworkingarrangementssuchashybridandwork-from-homepolicies. Thiscouldpotentiallyincreasehousingdemandforthosewhomaynotneedto travelintoEdmontononadailybasisandconsiderStonyPlainforeaseofaccess andaffordability.Otherorganizationalchangesincludechangingcultureand creatingpathwaysforInclusion,Diversity,EquityandAccessibility—thishasan impactonemploymentasworkershavemorechoiceandsayintheir organization’sdevelopment.Inlocalgovernment,therehasbeenasteadymove awayfromahierarchicaland‘coreservicescentered’organizationalfocusto morematrix-styleorganizationchartsthatrecognizestrategic,cross-cutting rolessuchaseconomicdevelopment,sustainability,cultureandtourism.

8.NewCanadians+populationgrowth;caregiving/unpaidlabour,andwomen’s fullparticipationintheeconomy: LocaleconomiesinmanypartsofCanadaare beingrevitalizedbywelcomingNewcomerstotheirregionswhoarebuying establishedbusinessesthroughgovernmentprograms,orinpartnerships,and fillingjobvacanciesinhospitality,health,andtransportationservices.Another socialshiftthatlocaleconomiesareconsideringisthefullparticipationof parentsintheeconomyandasrecentfederalstudieshaveshownthatgender payparityandaffordablechildcaresupportparents’potentialtofully participateintheirlocaleconomies.Anothermeasurethatisbeingsupported throughfederalgovernmentprogramsandfurtherresearchedforeconomic

impactistheroleofcaregivingforelderlyparentsandtheroleofunpaidlabour insupportingeconomies.

9.Infrastructurecostssky-rocketingandcorrections:Amajorimpacton constructionaresignificantcostincreasesinconstructionthatwereinpart inducedbysupplychainissues,andcoupledwithinflationsinceCovid.Thishas causedthepausingorstallingofsomeconstructionprojects,orinvestors rethinkingtheirbuildingprojects.

CaseStudies

Inordertogathercomparisondata,alistofcomparativecommunitieswasgenerated aspartoftheengagementmethodology.Theconsultingteamreachedoutto economicdevelopmentorganizationsincommunitieswithasimilarexistingpopulation sizetotheTownofStonyPlainandcomparable or cross-overeconomicfocusareas suchasagricultureorretail.Alsoincludedwerecommunitieswithapopulationof 30,000inkeepingwiththeTown’scurrentpopulationgrowthtarget.Tencommunities werecontactedanddirectresponsesweregatheredfromCochrane,Niagaraand MapleRidge.Indirectinformationwasgatheredthroughtheeconomicdevelopment portalsandstrategiesforPickering,Whitby,StratfordandSalmonArm.Inkeepingwith thescopeoftheproject,questionsfocusedonthetrajectoryoftheeconomic developmentfunctionwithinthesecommunities(e.g.size,history,resources,core activities),aswellasprimaryandsecondaryindustries,residentialvscommercialtax base,andnewfocusareas.

LessonsfromNiagaraRegion:

● TheNiagaraRegionmunicipalityemploys10full-timestaffmembersin economicdevelopmentandoperateswithanannualbudgetof$2.9million.

● Theprimarydriversoftheirlocaleconomyareagriculture,manufacturingand tourism.

● Economicdevelopmentasaformalfunctionfortheregionhasbeenin-placefor 43yearsandhastakenmanydifferentformsduringthattime,fromoperatingas anarms-lengthstandalonecorporationtoaninternaldivisionofthe municipality.

● ItcurrentlyisadivisionunderthedepartmentGrowthStrategyandEconomic Development,whichincludesPlanning,EconomicDevelopment,Housing,and manyotherdivisionswithintheNiagaraRegionmunicipality.Thedepartment reportstoastandingcommitteeofCouncilcalledPlanningandEconomic DevelopmentCommittee.

● Theircoreworkactivitiesfocuson:Investmentattraction;externalmarketing andresidentattraction;expeditedservices;economicresearchandanalysis; and,strategicinitiatives(whicharespecialprojectswitharegion-widescope andimpact)

LessonsfromCochrane:

● TheEconomicDevelopmentfunctionhasbeenevolvingoverthelast20years andcurrentlyoperateswith2full-timestaffandanannualbudgetof$700,000.

● Theircoreworkactivitiesfocuson:supportingandcultivatingan innovation-basedeconomicecosysteminallfacetsoftheeconomythrough stakeholderinteractions,placemakingandprocessimprovementresultingin diverse,creativeandprosperousemploymentopportunitiesforallCochranites.

● Theprimarydriversoftheireconomyarehealthcare,techservices,retail, construction,andeducationservices.

● ThebalanceofCochrane’sresidentialtonon-residentialtaxbaseis85/15.

LessonsfromMapleRidge:

● MapleRidgehas4fulltimestaffmembersdedicatedtoeconomicdevelopment, however,theorganizationhasaaculturethat‘EcDeviseveryone’andare ambassadors.

● Theprimarydriversofthelocaleconomyarehealthservices,public administration,manufacturingandretail.Thereisafocusofgrowinggreen energyandbiotech.Agri-businessarestillpresentinthishistorically agriculturally-basedregionas13%ofthelandbaseisdesignatedaspartofthe AgriculturalLandReserve.

● ThecoreworkactivitiesarefocusedonBREandinvestmentattractivenessfor newentrantsandopportunities.TheEcDevfunctionhasfacedsomechallenges inthepastbuthasgrownanetworkofchampionsbothinternallyandexternally.

● MapleRidgeispartoftheFraserValleyEconomicAlliancethatincludesnearby Missionwhereinthereisagrowingappliedtechandaviationfocus,alongwith manufacturing,commercialandretail.

● ThecurrentbalanceofMapleRidge’sresidentialtonon-residentialtaxbaseis 93/7.Theaimistogrowthenon-residentialportionto13%.

Thescanofstrategiesfromtheothereconomicdevelopmentorganizationslisted above,showsthatmanyhavesystemssuchasportals,CRMs,anddata/research capabilitiesin-place.Manyhaveestablishedbrandsandcampaignsandaretryingto growtheirin-housefunctionswithinanincreasinglycompetitiveenvironment.Allof thembenefitedfrompeerandprovincialcollaborationandpartnershipopportunities. Whiletheresponserateforthecasestudieswasdisappointingtotheconsultingteam, itdoesdemonstratetheneedforcontinuedresearchtogathercomparativedatato helpStonyPlainmakeinformeddecisionsintheirstrategyimplementation.

Engagement

EngagementFramework

Theconsultantteam,withsupportfromStonyPlain’sEconomicDevelopmentTeam developedanEngagementFrameworktoguidetheentireengagementprocessand outlineobjectives.ThisframeworkwassharedwiththeGrowthandCommerce Committeeandseniorstaffforfeedbackpriortoconductingpublicengagement activities.TheEngagementFrameworkalignswithIAP2guidelinesandleading engagementpracticethatmovesbeyondthetraditional(anddeclining)openhouse andsurveyformula.

EngagementObjectives

TheEngagementFrameworkalignsengagementobjectivesandapproachwiththe TownofStonyPlain’s PublicParticipationPolicy(C-CAO-057).Thisincludesusingthe following“CategoriesofPublicParticipation”tooutlineengagementobjectivesper category.

● Connect:TheTownwillkeepresidentsinformed,listentofeedback,and considertheinformationgatheredinthedecision-makingprocess.

● Involve:TheTownwillworkwithresidentstoensureallviewpointsareheardand consideredinthealternativesdevelopedandprovidefeedbackonhowtheinput influencedthedecision.

● Partner:TheTownwillputtogetherteamsofresidentsandStakeholderswho willformrecommendationsthatwillbedirectlyconsideredinthe decision-makingprocess.

● Empower:TheTownwillprovidetoolsforthedecision-makingprocesstobe directlyinthehandsofthePublic.

BasedontheapprovedEngagementFramework,theapproachfocuseson‘partnering’ and‘involving’internalstakeholders(GCC,staff)andIndustrycontacts(Alberta AgricultureandIrrigation,AlbertaJobs,Economy&Trade,EdmontonGlobal,Invest Alberta,GreaterParklandRegionalChamberofCommerce,CommunityFutures, NorthernAlbertaInstituteofTechnology,UniversityofAlberta,existingbusinesses)as subjectmatterexpertstoguidetheplan’sdevelopment.Engagementwiththebroader publicfocusedon‘connecting’,vis-a-vissharinginformationandgettinghigh-level feedback.

OverarchingEngagementQuestions

Toframeourdiscussionwithstakeholders,theengagementprocesswasledwiththe followingengagementquestionsinmind:

● What/whoisresistantversusopentochange?

● What/whoishinderingversushelpingeconomicdevelopment?

● Whoareourchampions?Whomightbeournewchampions?

● WhatistheTown’srole?Whataretheexpectations?Ex.Investor,Convener, Facilitator,KnowledgeSharer

● DoyouhaveanybigideasforeconomicdevelopmentinStonyPlain?

● Whatishappeninginyourworld(eitherasaresidentorbusinessowner)?

● Whatareyourkeyissuesandchallengesasabusinessownerorresidentin StonyPlain?

● DoyouhaveanybigideasforeconomicdevelopmentinStonyPlain?

Stakeholders

TheProjectTeamhasconductedapreliminarystakeholdermappingexercisewiththe Clientandhaveidentifiedthefollowingstakeholdergroupings,stakeholders, engagementintention,andgeneral“CategoryofPublicParticipation”.

Internal

PeerGovernment Organizations

● GrowthandCommerce Committee(akaProject SteeringCommittee)

● Planningand Development

● Corporate Communications (SeniorOfficer)

● CPO

● CultureandTourism Development(Officer)

● StrategicServices (GeneralManager)

● CommunityandSocial Development

● CorporateServices, FInance

● LocalFirstNations10

● AlbertaAgriculture& Irrigation

● AlbertaJobs,Economy &Trade

● Collaborateonsolutionsfor complexand interdepartmentaleconomic developmentobjectivesand opportunities

● Gatherrecommendationsfor externalstakeholders

● Inputandcollaborationon theplanningprocess

● Keepinginterdependent divisionsinformedand sharingknowledge

● Identifypotential opportunitiesfor collaboration,resourcing, capacitybuilding,and funding

● Understandexisting programmingandstrategies foreconomicdevelopmentat aProvinciallevel

Note:FirstNationsengagement istobeinitiatedfirstona government-to-governmentlevel establishingrelationshipsbefore specificquestionsoneconomic development.

Involve

10 LetterswithinformationabouttheprojecthasbeensenttoFirstNationsgroupsandwehavenot receivedaresponseinthetimeframeofthisproject.Thereisaneedtodevelopanation-to-nation relationshipincludingprotocolstosupportmeaningfulengagementinprocesseslikethesemoving forward.

Peer Organizations

Targeted/New Industry Representatives (toattract)

● GreaterParkland RegionalChamberof Commerce

● EdmontonGlobal(Town isfunder)

● InvestAlberta

● UniversityofAlberta

● NorquestCollege

● NorthAlbertaInstitute ofTechnology

● MacEwanUniversity

● CommunityFutures

● Agribusiness(key sector)

● Manufacturing

● Retail&Tourism

● Logistics

● ProfessionalServices

● CreativeWorkforce

ExistingPrimary Industry Representatives (toretain)

● Construction

● Agri-Business

● Retail,food,beverage

● Homebasedbusinesses

● Identifypotential opportunitiesfor collaboration,resourcing, capacitybuilding,and funding

● Understandinglocaltrends includingopportunitiesand challengesineconomic development

● RealEstateSector

● Understandopportunitiesto attractnewbusiness

● IdentifypotentialTown-led initiativesandstrategiesfor businessattractionand retention

● Identifyresourcesneededfor newsectorstothriveinStony Plain

● Understandopportunitiesto retainexistingbusinesses

● IdentifypotentialTown-led initiativesandstrategiesfor businessattractionand retention

● Identifyissuesandchallenges forcurrentbusinesses

● Identifypotential opportunitiesfor collaboration,resourcing,

● EconomicDevelopment andBusinessSector Influencers capacitybuilding,and funding

● Identifyinterdependent considerationsforeconomic development(realestate, resources,logistics,etc.)

● Assessandgaininputasto whattheyseeastheroleof EcDevinthecommunity.

GeneralPublic

● Communitymembers

LocalMedia

● Edmontonmedia

● 88.1FM/TheOne

● StonyPlainReporter

● Informthegeneralpublicon theplandevelopment process

● Createliteracyontheroleof economicdevelopmentatthe TownofStonyPlain

● Exploreandvalidatean emergingvisionforeconomic development

● Informmediaontheplan developmentprocess

● Integratemediaperspectives onstorytelling

HowWeEngaged

Guidedbytheengagementquestionsandengagementframework,engagement activitiesweredesignedanddeliveredforfocusedandtargetedengagementwithkey informantsincludinggovernment,industry,andacademicpartners,internalstaff,and existingbusinesses.Engagementopportunitiesforthebroadercommunitywerealso createdtocreateapictureofbothexpertandgeneralperspectivesoneconomic developmentinStonyPlain.Theintentionforengagementwastotestearlythemes derivedfromearlyprojectconversationsandasessionwiththeGrowthand CommerceCommitteebeforetestingthemeswithexternalgroups.Engagement activitiesinclude:

● GrowthandCommerceCommittee(GCC)Session

● InternalTownStaffWorkshop

● One-on-oneStakeholderInterviews(withexistingbusinessesandonestaff member)

● IndustryFocusGroup(GovernmentPartners,IndustryPartners,Academic Institutions)

● CommunityForum

● MidsummerThursdaySoundingBoards

EngagementbytheNumbers

● GCCPresentation: 3Councillorsengaged(2in-person;1virtual); 40+ comments11 received

● TownStaff: 8staffmembers; 90+commentsreceived

● One-on-oneStakeholderInterviews: 9participants; 172+comments

○ InterviewsconductedwithCrystalCulture,KickAssCaramels,Earth Apples,SunriseVistaEnterprises,StellarConstruction/Homes,JLL,Decker

11 Datapointsreferstoalltypesofinputreceivedincludingup-votinganddot-mocracy,whereas commentscanbeverbalorwritten.

PropertyManagement,TownStaff(additionalconversationfromstaff session)

● IndustryFocusGroup: 21participants; ~282datapoints

○ RepresentationincludesEdmontonGlobal,theGreaterParklandRegional ChamberofCommerce,NorthernAlbertaInstituteofTechnology, UniversityofAlberta,InvestAlberta,CommunityFutures,Alberta Agriculture&Irrigation,AlbertaJobs,Economy&Trade

● CommunityForum: 14participants; ~216datapoints

● MidsummerThursdaysSoundingBoards: 16+comments

MeetingEngagementObjectives

Theresultsfromengagementfulfillstheobjectivesoutlinedintheengagement frameworkaswelldesiredengagementlevelsperstakeholdergroups.Anadditional considerationisthelowparticipantturnourfortheCommunityForum.Impactsfrom thelowturnoutwasremediedbyaddingadditionalasynchronousSoundingBoardsfor engagementataMidsummerThursdayssession.

AnalyzingEngagementDataforKeyThemes

Withthesizableamountofengagementinputs,theConsultantTeamanalyzeddata andgeneratedkeythemesthroughthefollowingways:

● Creatingengagementquestions,process,anddesignbasedonidentified themestohelpdirectandfocusparticipantdiscussions

● Testingearlythemeswithclientsandkeystakeholderstounderstandtheright frameandsuiteofengagementquestionsandprocessdesign

● Onceinputwasreceived,allcommentsweregroupedforsimilarcontentand reportedbacktoparticipantsatsessions

● Largersessions(e.g.,thefocusgroupandcommunityforum)useda “dot-mocracy”exerciseprioritizedinputbyparticipants.Thismeansweasked participantstoupvoteresonatingideas/themestoidentifyprioritiesand strategicdirections

● Alldatawastranscribedandcodedtokeythemesandwassubjecttoproject teamdiscussion,sensemaking,validation,andsynthesis

AcompleteinventoryofengagementdataisavailableforreviewinAppendixA

12.A summaryofhowengagementinputsweregroupedintokeythemesisincludedin AppendixB.

WhatWeHeard:EngagementFindings

ThefollowingsummarizeskeythemesfromtheengagementactivitiesinformingStony Plain’sEconomicDevelopmentStrategy&ActionPlan.Theseinformandshapethe draftstrategicdirectionsforthenewstrategy.

12 Rawinputscollectedfrominterviewsareomittedfromthissummary.Wecommunicatedto intervieweesthatwewillnotbereportingoutrawinputsduringtheinterviewprocesstokeepcontents confidentialandensuretheprocessallowedindividualstospeakfreelyfromtheirperspectives.

OverallKeyThemesAcrossAllEngagementActivities

● EconomicDevelopmentinStonyPlainwouldbenefitfromincreasedpresenceto pursueeconomicopportunities.

● Thereisaneedtoenhanceinvestmentreadinessandattractionthataccounts forbothnewbusinessesaswellastheneededlabourandtalentpoolassociated withrunningandoperatingsaidnewbusinesses(economicdevelopmentlinked toqualityoflifeandotherfunctionsintheTownincludingartsandcultureand planning).

● ThereisaneedtoclearlyarticulateStonyPlain’scompetitiveadvantagefor investmentattractionincludingaclearmarketingangleandimproved communications.

● Thereisaneedtoimprovedatacollectionandanalysisfunctionsinternallyinthe Towntoinformeconomicdevelopmentdecision-making(alongsidepotential benefitstomakedata-drivendecision-makingforotherfunctionsattheTown).

● Thereisanopportunitytoimprovebusinessrelationshipsandsupportadditional investmentintothemunicipalitythroughincreasedcapacitywithinthe EconomicDevelopmentBusinessUnit.

● Economicdevelopmentisavaluedcomponenttocommunitybuildingand qualityoflife.

Growth&CommerceCommitteeKeyThemes

● Ensuringeconomicdevelopmentisfullyconsideredforstrategicdecisionsthat impactthemunicipality’seconomicopportunities,valueproposition,and ultimately,thebusinessunit(‘seatatthetable’).

● IncreasetheEconomicDevelopmentBusinessUnit’scapacitytosupport existingbusinessandbusinessattraction.

● Improveunderstandingandcommunicationofmetrics,data,andevaluationof town’seconomicperformanceandimpact–increasedataanalysiscapacity.

● StreamlinetheEconomicDevelopmentBusinessUnit’sfocusandrestructure responsibilities–focusonbusinessengagementandretentionaswellas investmentattractionandreadiness.

InternalStaffSessionKeyThemes

● Thereisanopportunitytoimproveinternalculture,understanding,and collaborativeeffortforeconomicdevelopmentbroadly.

● ThereisanopportunitytoreviewtheEconomicDevelopmentBusinessUnit’s currentworkload,processes,andactivitiestoredistributeresponsibilitiesthat donotyieldvalueorcontributetotheirfocusofbusinessengagementand retentionand/orinvestmentattractionandreadiness.

● Thereisaneedforlocaldata,evaluationandmetricstounderstandingthe Town’seconomicperformance,attractiveness,andcompetitiveness.

● Thereisaneedtomakeamorestrategiccaseforinvestmenttohelpwith businessattraction.

● Possibilitytoresetandright-sizeeconomicdevelopmentresources.

● Thereisaneedtoalignthisstrategyandactionplanwiththeorganization’s strategicandcorporateplans.

● Acknowledgementthatslowlyincreasingbudgetincrementallyovertimelimits opportunitiesforgrowth.

IndustryFocusGroupKeyThemes

● Alignwitheconomicdevelopmentbestpracticesandstandards.

● Differentiationfromcompetitorsiskeyforinvestmentattraction.

● Prioritizebusinessattractionandcompetitivenesscomparedtoneighbouring municipalities.

● Streamlineprocessesacrossthetri-municipalregiontoincentivizemore business.

● Improveprocessesforpermittinganddevelopment(e.g.E-permittingis essential).

● Alignwithpost-secondaryopportunities(educationtoemploymentpipeline, potentialcollegecampusesintown).

CommunityForumKeyThemes

● Communityinputfocusedonparallelcommunityamenitiesandlivability considerationstoattractandretainbusinessesandworkers

○ Businesstoattractalonghighwaycorridors

○ Strategytoretainresidents(particularlyyouthandyoungadults)

○ Consistentwayfinding/signage

○ Morerestaurants.

● Bigideasforbusiness/institutionsincludedistilleries,localcollegeorlarge grocerystore.

● Prioritizetellingthe“StoryofStonyPlain”toattractnewbusinessesand residents.

One-on-oneInterviewsKeyThemes

● Manyestablishedbusinessesfeellistenedtoandsupportedbyeconomic developmentteam,however,thereisaneedtoensurethesamelevelofservice tonewandemergingbusinesses.

● Businessesownersarefeelingthesqueezeofincreasecoststooperate business.

● TheTowncanimprovemarketingandpositioningforbusinessattraction.

● Referencestolabourshortages–identifiesopportunitiesinforeignworkersor school-to-employmenttransitionopportunities.

● Businessattractionwouldbenefitfrom“shovel-ready”sitesandstreamlining/ supportfromlocalgovernment.

● Reduce“redtape”forexistingbusinesses(e.g.newinitiatives,permitting, licensing,ideas,etc.).

SoundingBoardInterestingIdeas

Communityfeedbackfocusedonindividualissues,communityamenities,andlivability thatareparalleltopicstoeconomicdevelopment.Duetothelimitedvolumeof feedbackfromthesoundingboards,thefollowingideasarereportedassuggestions andnotcoreintegralpiecesofstrategicplandevelopment.

● Interestindiversifyingretailandservicebusinesses:bowlingalley,clothing stores,videogamesstore,toystore,taproom,specialtygoods

● Encouragelate-nightshoppingtolivenmainstreetarea

● Fillinexistingbuildingstockbeforecreatingnewdevelopments

● Increaseseniorssocialhousing

EmergingStrategicPriorities

Withthiscontextsettingreport,emergingstrategicdirectionshavetakenshape.They havebeeninformedby:

● PlanningContext:StonyPlain’seconomicconditionsandopportunities

● StrategyLinkages:Howtheeconomicdevelopmentstrategyrelatestoother Townstrategicinitiatives

● Engagement:Focusedconversationswithkeyinformantsandbroaderpublic engagement

Thesestrategicprioritiesserveasastartingpointtodeveloppotentialstrategic directionsorgoalsinthefinalEconomicDevelopmentStrategyandActionPlan.They continuetoberefinedthroughongoingsensemakingandanalysis.

EmergingStrategicPriorities

1. CreateanAttractive,Investment,andFutureReadyCommunity

2. BolsterStrategicPartnershipsandCollaborations

3. EnhancetheLocalBusinessEcosystem

4. OptimizeMunicipalServices

MovingForward

ConclusionandNextSteps

TheContextSettingReportintendstoprovideaneffectivesummaryofkey considerationsandcapturetheinternal/externalbackdroptoeconomicdevelopmentin StonyPlain.Forin-depthanalysis,thereaderisencouragedtoreviewtheHighway DevelopmentStrategyContextSettingandRecommendationsReportsandsourced informationfromEdmontonGlobal.

ThisContextSettingReporthelpstoinformstrategydevelopmentandmeetthe projectgoalsof:

● ImproveStonyPlain’sservicedeliverybyaddressingpotentialgaps,duplications, andinefficiencieswithintheEconomicDevelopmentBusinessUnit.

● Aligneconomicdevelopmentinitiativeswithleadingmunicipaleconomic developmentbestpractices.

● AligneconomicdevelopmentinitiativeswiththeTown’sMunicipalDevelopment Plan(MDP)includingbalancingresidentialandnon-residentialdevelopment projectionsaswellasrespondingtotherecentlycompletedHighway DevelopmentStrategy.

● Createastrategydevelopmentprocessrootedinstakeholderengagementand in-depthanalysis.

Asthestrategyandactionplanareimplementedtheywillhelptoadvancethe remainingprojectgoalsto:

● BolstereconomicgrowthandthediversificationofStonyPlain’seconomy includingcreatingjobsforcurrentandfutureresidents.

● ImproveStonyPlain’sinvestmentreadinessandregionalcompetitiveness.

Theprojectteamacknowledgesallofthecontributionsofsubjectmatterexpertswho havesharedtheirtimeandinsightstowardsthestrategydevelopment.Thankyou.

AppendixA:EngagementInputs

CommunityForumComments

Whatdoeseconomicdevelopmentmeantoyou?

● WhatistheTown’srole?

● Creatingamorevibrantmainstreet.Itneedsavibethatattractsyoungeradults too.(2upvotes)

● Lovethefocusonsmallindependentbusiness(1vote)

● Changehoursofbusinessonthemainstreet(cantheTownguidethis?)(3 votes)

● Proactive:communications,marketing,positioning

● Whereisthemessagingontheculture?(1vote)

● Economicdevelopment-focusedcampaigntosharedataoneconomic developmentinStonyPlain

● Areweusinglanguagethatengagesresidentstopromoteeconomic developmentasanexcitingdriver?

● Dowehaveleadershipinthetowntocreateeconomicdevelopment?(1vote)

● Facilitatinginfrastructureforsustainableresidentgrowth(e.g.utility,social, culture)(1vote)

● SupportfortheTowntoadvanceplanningprocesses(1vote)

● Whatservicesandamenitiesdoweneed?(E.g.railway,men’swear,cemetery)(1 vote)

● HowarewecommunicatingtoallresidentsinStonyPlain?Iseconomic developmentreaching“joepublic”(1vote)

● IstheCouncilStrategicPlanpromotedinawaythatidentifiestheCouncil’s wants/needsforeconomicdevelopment?(2votes)

● Councilfillingthegapofresourcesinstaffingineconomicdevelopment(2 votes)

● Funddevelopmentbyincreasingthenon-residentialtaxbaseandalsothrough grants(2votes)

● Attractingbusinessrole

● Educationalopportunitiesforagri-science(2votes)

● Usesuccessfulinitiatives.Theagri-foodsectorisanexampleoffocus(2votes)

● Industrialpark.Highwayretail.

● Attractyoungergeneration(2votes)

● Keepbusinessintown.Datedstores(signage)donotalignwiththenewer downtownlook.(3votes)

● Dowespendenoughtimelookingatretentionattractiontopromotecommunity culture/economicdevelopment?(2votes)

Ourdraftpriorityareasare:

● Internalcapacitybuilding

● Investmentattraction

● Leveragingstrategicpartnerships

● Businessengagementandretention

Doyouhaveanopiniononourpriorityareas?HowdoestheTownbettersupport thesepriorityareas?

● Bigideas:6peopleineconomicdevelopment(6votes)

● Balancinginvestmentattractionandidentity(senseofplace)(1vote)

● Buildingthenetinflowofbusinesswealth→Businessthatwillhave/attract businessesoutsideourcommunitytospreadnewwealthamongstresidents(3 votes)

● Understandingdata,stats,newwealth,etc.Comingintothe community/impactingthecommunity(1vote)

● DevelopmentofthesouthStonyPlainareaisvitalforourgrowth(1vote)

● Improvinghighwayaccess(stateofroads)andeaseofuse(fewertrafficlights) toaccessoutsidemarkets(1vote)

● Amenities:Secondfirehall,emergencyservices+planning(2votes)

● Strengths:Affordability,highwayaccess,senseofplace(1vote)

● Needmorestaffineconomicdevelopment(4votes)

● Leverageprovincial+federalrelationships(2votes)

● Understandwhypeoplearefleeingsenseareas(e.g.DTYEG)andleveragestony plainsstrengths(quiet,safe,friendly)toattractpeople/workforce(1)

● Servicesufficientneighbourhoodsandcommunitiesbecomingahub independentfromEdmonton

● Piggybackingonnew/recentinvestment

● Howdoyoubalancecompetingpriorities?(2)

WhatareyourkeyissuesandchallengesasabusinessownerorresidentinStony Plain?

● Shoestores,clothing,hometheatre,eveningentertainment(3)

● Moreretailtomainstreet.Fewerservices(3)

● Consistentwayfindingsignage(3)

● NothingonthehighwaythatdirectstoDT(4)

● DTnotaddressingthenextgeneration(2)

● Toomanypharmacies(1)

● Winebar,goodrestaurants(sitdown),specialtyfoodstores(1)

● Morerestaurants.Moreupscale(3)

● Howisthemainstreetgrowing?What’stheplan?(3)

● Re-visitzoning/landuseforDT(2)

● Micro-brewpub(1)

● Bowlingalley.Indoorswimmingpool

● Safety+amenities

● Improvesignagestandards(3)

● FacadeimprovementsneededinDT(1)

● What+whoarewedevelopingfor?Businessvscommunity.Whatcomesfirst? Chickenoregg?(2)

● Dowedevelopasa“bedroomcommunity”orasourownidentity?(2)

● Liveinahighpark-naturalhabittogoeast(S.E)

● Dowemakeiteasyforresidentstoaccesseconomicdevelopmentstrategiesto promotetheirnetworks?(2)

● HowdoyougetinformationabouttheCouncil’svision(1)

● Whataretheydoingtogetpeopletostayhere?(1)

● Whydoplanstakesolongtocometofruition?I.e.ceremony,railway,overpass. DoesthegrowthofSPallowforproactiveplanning?(3)

● Challenge:rolesintownarenotcompetitive(wages,resources,capacity,etc). (2)

● Educationforresidents+businessesoneconomicdevelopmentinSP (challenges+opportunities(2)

● Somewhereforkidstogo.Issue:kidsloitering,glassbreaking,break-ins.(1)

● NothinginspiresyoungpeopletostayinStonyPlain(3)

DoyouhaveanybigideasforeconomicdevelopmentinStonyPlain?

● Properlydesignedbusinessparkforlikebusinessesthatbolster/heighteneach otherforexampleagrifoodcampus(2)

● Learnabouthome-basedbusinesses

● Supportchamberviareferraltobeasupportforexistingbusinessbaseandhelp themflourishandgeneratewealthforthelocaleconomy(1)

● Electricvehiclechargingstation(3)

● Supportandgrowhome-basedbusinessestogenerateeconomicbenefits (therearehundredsofhome-basedbusinessesinStonyPlains)

● Bigidea: imagineifaCostcolandedhere.Needsomethingbigtoattract(3)

● Analysttofilldataknowledgegap(3)

● Bigidea: FindawaytosellStonyPlaintotheworld(4)

● Distilleries,sportssupplies,College(7)

● Moreservicesplacesactivitiesforfamilykids(1)

● Useretention:activities,amenities,post-secondaryopportunities

● Desireformoreart:limitedopportunitiestoparticipateandpracticeart,Pottery Guild

Industry&PartnersFocusGroup

InyouropinionhowcanStonyPlainimproveeconomicperformance?

● PromoteStonyPlain,stayontopoftransitanddevelopments,approach companiesandhelpguidethemtothetown,andlearnwhattheother municipalitiesaredoingtobecompetitive(7)

● Roleoftown:Canbethegatekeeperofeconomicgrowthorcatalystforchange. Transparencyandcommunicationforchange(2)

● Economicdevelopment,permitexperts,communicating(e.g.,pre-permit meetingconciergeservice)(2)

● Areastructureplans

● Howeasyitisforpeopletodobusinesshereredtapereadiness(3)

● Planningprocessifabusinesswantstogetsetupherehowdoesthatwork?

● Sitereadiness(3)

● Incubator?(1)

● Co-workingbusinessandEntrepreneurSpace.Wetried+failedsomanytimes though(1)

● Supportbusinessdevelopment.Attractlargetomediumemployers(2)

● Streamlineprocessbelowregionstoincentivizemobilityforbusiness(7)

● Town’srolefacilitateandadvocateforbusinessforMobility(2)

● Wearingmunicipalitiesfailiswheretheyarenotwillingtotakerisks(5)

● Knowwhoyouare.Knowyourlimitations.Bereadyforbusiness(3)

● Bealeaderintheintentionalspace(2)

● Focusonwhatyoucanbesuccessfulin(2)

Ourdraftprioritiesare:

● Internalcapacitybuilding

● Investmentattraction

● Leveragingstrategicpartnerships

● Businessengagementandretention

Doyouhaveanopiniononourpriorityareas?HowdoestheTownbettersupport thesepriorityareas?

● Becollaborativeintheregionandbusinesssupports

● FosteracultureofyesamongMunicipalEmployeestomakethingshappento buildtotakeresponsibilityandrisks(5)

● Town’srole:Knowwhatyouhavetooffer(1)

● Buildinternalcapacitybyensuringthebusinesscommunityseesthevalueof theirtaxdollarsinEconomicDevelopmentDepartment(4)

● Capacitybuildingmodernizedpermitting/digitalization(2)

● ForExample:Wouldeconomicdevelopmenttimeandresourcesbebetterspent elsewherethanMidsummerThursday?(1)

● Onetotwostaffpeopleforeconomicdevelopment.Needmorepeopleand moreresources(2)

● Clearquickstraightforwardpermittingprocesses

● Clearprocessesforpermitdevelopment(6)

● Town’srole:Createenvironmentsthatenhancebusiness

● Town’srole:BuildcapacityinEconomicDevelopmenttoenablesupportsfor business(2)

● OnethingStonyPlainhasiscultureof“HallmarkTown”(4)

● GrowbutkeepcultureofStony(1)

● LeveragehomepricesthingsarelessexpensivedollarsgofurtherinStonyPlain

● LonglistofPermittingrequiredforbusinesses(2)

● OptimizePartnerships(3)

● SupportandalignmentofIndustrybusinesseswithpost-secondaryeducation institutions,jobopportunitiesinthecommunities(4)

● AlignwithgovernmentmandatelettersforeachMinistry

● Advocacytogovernmentagenciesnextline

● Howdowehelpyouachieveyourmandate?ApproachtoGovernmentof Alberta.Partnerintri-region.

● BusinessesneedtocometoCareerFairs.Qualityoflifeinyourmunicipality

● CentralizedHealthcareCenter.AllProfessionalServicesinabuilding(2)

● Bio-medicalmanufacturingpharmaceuticals(1)

● Increasecapacity,businessretentionandrelationshipbuilding(2)

● Businessretention:howdoyoukeepthemhere?

WhatdoyouseeaskeyissuesandchallengesforeconomicdevelopmentinStony Plain?

● Figuringoutthegrowthindicators(3)

● Keepyoungerpeopleinruralareas(18-29)(2)

● Attractivetoayoungergeneration(3)

● Fosteryoucanstayhereyoucanliveinthecommunityandcommuteorwork here(1)

● Costofliving.Housingaffordabilityforpeoplewhowanttomovehere(7)

● Attainablehousing,highdensityclosertoreccenter(2)

● Optimisminoil+gas(1)

● GovernmentRelationsStrategyforProvincialandFederallevels

● Aihealthbiologyengineeringskillstraining

● Bringmoreexperiencedintothecommunity

● AIsectorinrelationtoAgfood

● Don'tthinkofusasrural(4)

● Leveragingruralidentity.Attractspecificbusinessesandresidents(4)

DoyouhaveanybigideasforeconomicdevelopmentinStonyPlain?

● Consider:Publictransit,drivingisabummer,changingworkforce,home-based businesses(2)

● PeoplecometoStonyPlainforactivitiesbutnojobsinthesectors(1)

● ConsiderhowtoappealtopotentialtalenttodrivetoStonyPlain(2)

● Leveragethehospital(healthsector)(5)

● Invitefamiliestoafamilyfunday(1)

● Usetransitroutedevelopmentasanincentive(8)

● SkilldevelopmentofLaborforce,unemploymentpopulation

● Skillstrainingbuildingcapacityforpeopletohavebusinesses(8)

● Connectemployerswithpost-secondarytoaligntrainingandopportunities(3)

● Interns

● Partnershipwithpost-secondarytodevelopworkforce,focusonlaborattraction andfulfillment,townfacilitateschooldivisionsbusinessesandtrades(6)

● Co-ops,internships,forstudents(7)

● Valleyhasnursingprogramcanwenotdothathere(6)

● Mirroringofunemploymentwithskillsemployersneeds

● Tri-municipaltosupportbusinesslicense(8)

● DirectoryofbusinessesinStonyPlain(1)

● TechnologyPark(6)

● Bigidea:business/industrycoffeemeeting(1)

● Bigidea:ambassadorprogramSpotlightbigcompaniestelltheirstorywhythey likedoingbusinesshere,getthemtosharewhattheyneedgapstofill.(4)

Growth&CommerceCommittee

Sow(Newactivitiestoseed)

● Seatatthetable

● Increasedcapacity

● Metrics/evaluation→Selfassessment

● Value

● Supportingroles

● Localdata/our/sameteamstory

● Whatmakesusdifferent?

Grow(Activitiestoexpand)

● Creatingtheconditionsforeconomicdevelopment

● Crosscollaboration.Chamberrelationships

● Investmentreadiness(understandASPs,supportconditions)

● Marketing

● Beproactiveforsectortargets

● Vacantlandinventory

● BusinessRetentionandEngagementactioning

Plow(Activitiestodivestfrom)

● Golftournament(movetoanotherrolee.g.Mayoroffice)

● Rolecreep→WhatinternalrolesaretheEconomicDevelopmentteamfilling thatarecannibalizingtheirmandate?

● Businessmilestonesprogramiscostlyandtimeconsuming.Considerreviewing EconomicDevelopment’sroleandchangetoacknowledgebetteruseoftime.

● Lessprocesstoattractnewbusiness:Considerreviewingbusinesslicensebylaw andprocedures

● RealEstateholdingsproceduresunderEconomicDevelopmentteam→should beaPlanningteamfunction

Harvest(Activitieswithgoodreturn/Activitiestokeepdoing)

● Leverageourpartnerships

● ContinuetoinvestinandworkwithEdmontonGlobal

● IndustryandGovernmentorganizationssupportourwork.Peoplevocally commendouraccomplishmentsandsuccesses(e.g.securingEnglishBay)

● ContinuetonourishopportunitiesattheInternationalCouncilofShopping Centres.UsenetworksasatooltopromotetheTownandattractnewbusiness. Needtofocusonleadgeneration.

InternalStaffSession

Whatisyourdepartment’sroleandhowdoyouindividuallyinteractwiththe EconomicDevelopmentteam?

● Adminsupport-hostevents

● Infosupport-planning(REIs)

● Establishframeworks,planningandengineering

● Admin

● Regulatoryapproval(permits,etc)

● Grandopenings/Councilengagement

● Engaging+communicatingtoresidents

● Digitalmeasures

● Enforcebylaws

● Supporteventswithpeople

● Roadclosureprocess

● Complaintfacilitator

● Managingheightenedelevationsofresidents

● Landuse,compliance,zoning,wherebusinesscanlocate

● OCAO→Generalmanagerofthedepartment.Alignmentsupportonoverarching strategy,corporateplanningresourcescapacity,relationshipdevelopment

● Communitysocialdevelopment.Project,networking,consultation,socializing

● Decisionmarketing

● EverydepartmenttouchesDev.

● Accountabilityforhowwefulfillthemandateforaftercare

● Policyandalignmentandimpact:providedata,alignment,andregionalstatistics

● Culturaltourismdevelopment:partofOCAOjointinitiative,collaboratewith alsoresponsibleforeconomicdevelopmentasrelatabletocultureandtourism

WhatshouldbetheroleoftheTownineconomicdevelopment?

● BalancebetweenBRW+investmentattraction

● Relationshipmanagement

● Inviting/creatingtouchpointsforeconomicdevelopmentservicesand/or educating

● Shouldhaveasetatthetabletoadvocateforstakeholders,events, programming,andresidents,forEcDev.Facilitatingtwocommunicationand collaboration

● Webringthemin,chamberservicesoncehere

● Hand-holdingapplicationsrelationships→Leadsupporthand-hold!

● Supportservicesforeconomicdevelopment

● Promotemarketing

Whatprocess,policies,bylawsgetintheway/seemoutdatedwiththeworkyoudo relatetoeconomicdevelopment?

● Lackofeventplanning+attractions→Sitsbetweenbusinessunits

● Policiesarefouryearsoldandwemisstheresponsivenessrequired

● Policiesversusrealities.Thetensionbetweenstayingasasmalltownversus economicdevelopmentholdsusbackattimes

● Lackoffutureplanningforpolicies,bylaws,etcandhowitimpactsestablished services

● Capacityplaysaroleaswell.Dowehavetheabilitytoaction/changepolicythe rightway?

● Facilitymarketing(e.x.Heritagepark)waitsforpeopletocome.Don’tutilizethe opportunitiesthatcomein.

● Knowledgesharingishugeinhelpingusbemoreproactivewiththebylaw, policy,andproceduredevelopment

● Reactiveversusproactive→Bylawpolicies,etc.aremorepassive=unintended consequences.Wedon’thavegoodforesight.

● Interdepartmentalcollaboration.Knowledgesharing

● Infillpolicy

● Parking-DTspecifically

● Onlinecapacities.E-permissions

● Anythingnotdigital

● Notifications.Eventsill-definedroles

● Messaging

● Engineeringdrawingreviewprocess→Needforpolicies+Processes.Road signs.Transparency

● Moreprocessiswrittendown

● Milestonerecognition

● Lackofprocess

● Silow’sbetweendept

● Datedprocess

● Needformorecollaboration

● Sallorganizationcapacity

● Moreinternalsharing

● Structuraldeficitimpactsability

● Provincialapproval/jurisdictionmaintenance

● Bigtrade-off

WhatdoyouthinkaretheOPPORTUNITIES?Whatwouldyouliketoseedeveloped overthenextfiveyears?

● Highwaydevelopmentstrategy

● Broadbandstrategy

● Regionalbusinessattraction

● Downtown→Businessescapacity,placemaking,shopping,retail,specialized land-use

● Consistenthours

● OldtownSouth

● DestinationMarketingFund→Lessworktourismmorefamilyexperiencetourism socio/culturallocalidentityperceptionofplace

● Infrastructure>investment

● Localidentity

What,ifanything,wouldyouliketoseechanged?

● PublicmembersonGCCduetohowimpactfulitistothecommunity.Alignment ofcommitteetostrategizeandplan

● Howdoyouvaluecommitteeimpact

● Businessretentionandengagement-itneedstohappen.

● Culture,Valueofthesocialaspectstoboostcultureatalocallevel

● IncreaseormaintainFocusOnTargetsectors

● OffersolutionstotheWestfromindustrycapacity

● Feeforserviceagreementapproachandmodel

● Louderspeakersgettingmostofthetime

● Goodleadership

● Changingcultureoftrainvscity

● Volunteering

● Lesexternalinfluencersindecisionmaking

● Theserviceagreement

● Morecapacity

● Political/backchanneling

● Shiftingidentitysmalltown

Doyouhaveanybigideasyouwanttoshare?

● Internal:Idealbusinesses(men’sclothing),localdata,permitting,digitization

● Community:Costco,smalltowngoodvibesprogressivegrowthdifferentiator, charmingculturefriendlyeventsgoodvibe

● Facilitymarketing.Leveragingeventstofurtherinvestandattracttourism

● Eventsprocessinplacebothinternalandexternal

● Sidehustlecommunity.Promotesidebusinessthatgeneratesincome,joy,and contributestotheeconomy

● Senior’shousingfacilitiesaretax-freebuttheyarealotofservices

● Mainstreetbeingclosedisregulatory.Otherplaceshavebeensuccessfulin doingthis

● Valuenourishingcommunitysupportingentrepreneursandtheirendeavors

● Family-friendlythingstodo(bowlingalley,movies)

● Mneimplementedbylawtaxreview

● Emphasisonthreepillarsofsustainabilityforbiz(green,social,affordable)

● Linkingtolike-mindedbusinesses

● Livingwage.StonyPlainbecamealivingwageemployer.Libraryposesa challenge.

● Affordablehousingviataxgrantsorgrantsthatenhanceaffordability

● Ensuretax-exemptorganizationsstillcontributetothecommunity.Makethem pay

● Businessesthatliftupandimprovethecommunity(e.g.asphaltplantbesidethe dogpark).Beingintentionalwiththeattractionefforts.Taketheemphasisaway frommoney

● Inclusion,socialissuesarepresentandsupportedthroughvaluesthatwecan utilize

● ThereneedstobeanopennesstochangeprevalentwithinallaspectsofEcDev

● Whatisthebalanceofchange?(Nottoomuchortoolittle)

MidsummerThursdaysSoundingBoards

Asacommunitymemberand/orbusinessowner,whatisimportanttoyourelatedto:

a.Employment

● Benefits

b.Supportingexistingbusinesses?

● It’sillegaltorideelectricbikesontrails–needabylawtosupportthis

● Fillexistingbuildings-olderbeforenewbuildings.Stopnewbuilding businessstores

● Havelate-nightshoppingonceamonthforthosewhocan’tmakeit before5!

● Nomoredrugstoresandliquorstores,moreclothingorgoodrestaurants

● Low-costseniorhousing

● Low-costhousing

● Supportlocal

● Nomorecannabisorliquorstores

c.Attractingnewbusinesses?

● Morekid-friendlyentertainment

● Sportstore,electricbikesforthetrails

● Taproom

● Fiveguys,fewergasstations

● Retrovideogamestore,Toyandhobbyshop,bookstore

● Bowlingalley/entertainmentcentre

● Moreclothingstores,WorkWarehouse,Mark’s,SportChek,Winners,shoe store

AppendixB:EngagementDataGroupedintoKeyThemes

Thisappendixtakesinputscollectedfromprojectengagementandorganizesthem intocategoriesbasedonthemes,withinputoccurringmostfrequentlybeinglistedfirst undereachrespectivecategory.

InputsfromIndustryGroups/PartnerOrganizations

Community

● Costofliving.Housingaffordabilityforpeoplewhowanttomovehere(7)

● CentralizedHealthcareCenter.AllProfessionalServicesinabuilding(2)

● Attainablehousing,highdensityclosertoreccenter(2)

● Invitefamiliestoafamilyfunday(1)

● Foster,youcanstayhereyoucanliveinthecommunityandcommuteorwork here(1)

Jobs

● Skillstrainingbuildingcapacityforpeopletohavebusinesses(8)

● Valleyhasnursingprogramcanwenotdothathere(6)

● Partnershipwithpost-secondarytodevelopworkforce,focusonlaborattraction andfulfillment,townfacilitiesschooldivisionsbusinessesandtrades(6)

● SupportandalignmentofIndustrybusinesseswithpost-secondaryeducation institutionsandjobopportunitiesinthecommunities(4)

● Attractivetoayoungergeneration(3)

● Connectemployerswithpost-secondarytoaligntrainingandopportunities(3)

● Challenge:rolesintownarenotcompetitive(wages,resources,capacity,etc). (2)

● Keepyoungerpeopleinruralareas(18-29)(2)

● PeoplecometoStonyPlainforactivitiesbutnojobsinthesectors(1)

● Understandwhypeoplearefleeingsenseareas(e.g.,DTYEG)andleverage stonyplainsstrengths(quiet,safe,friendly)toattractpeople/workforce(1)

● Bringmoreexperienceintothecommunity

● Mirroringofunemploymentwithskillsemployersneeds

● BusinessesneedtocometoCareerFairs.Qualityoflifeinyourmunicipality

● AIhealthbiologyengineeringskillstraining

● SkilldevelopmentofLaborforce

Stakeholders

● AlignwithgovernmentmandatelettersforeachMinistry

● Leveragingstrategicpartnerships

● Howdowehelpyouachieveyourmandate?ApproachtoGovernmentof Alberta.Partnerintri-region.

● AlignwithgovernmentmandatelettersforeachMinistry

● Leveragingstrategicpartnerships

● Howdowehelpyouachieveyourmandate?ApproachtoGovernmentof Alberta.Partnerintri-region.

● GovernmentRelationsStrategyforProvincialandFederallevels

BusinessRetentionandExpansion

● Tri-municipaltosupportbusinesslicense(8)

● Bigidea:ambassadorprogramSpotlightbigcompaniestelltheirstorywhythey likedoingbusinesshere,getthemtosharewhattheyneedgapstofill.(4)

● Increasecapacity,businessretentionandrelationshipbuilding(2)

● Bigidea:business/industrycoffeemeeting(1)

● DirectoryofbusinessesinStonyPlain(1)

● Incubator?(1)

● Co-workingbusinessandEntrepreneurSpace.Wetried+failedsomanytimes though

● Businessengagementandretention

● Businessretentionhowdoyoukeepthemhere?

● Town'srole:Createenvironmentsthatenhancebusiness

InvestmentAttraction

● Usetransitroutedevelopmentasanincentive(8)

● Leveragethehospital(healthsector)(5)

● Figuringoutthegrowthindicators(3)

● Focusonwhatyoucanbesuccessfulin(2)

● Bealeaderintheintentionalspace(2)

● Bio-medicalmanufacturingpharmaceuticals(1)

● Optimisminoil+gas(1)

● Town'srole:Knowwhatyouhavetooffer(1)

● Consider:Publictransit,drivingisabummer,changingworkforce,home-based

● Areastructureplans

● AlsectorinrelationtoAgfood

Marketing

● PromoteStonyPlain,stayontopoftransitanddevelopments,approach companiesandhelpguidethemtothetown,andlearnwhattheother municipalitiesaredoingtobecompetitive(7)

● Leveragingruralidentity.Attractspecificbusinessesandresidents(4)

● OnethingStonyPlainhasiscultureof"HallmarkTown"(4)

● Leveragehomeprices,thingsarelessexpensivedollarsgofurtherinStonyPlain

● Don'tthinkofusasrural(4)

● Knowwhoyouare.Knowyourlimitations.Bereadyforbusiness(3)

● GrowbutkeepcultureofStony(1)

Internal

● Wearingmunicipalitiesfalliswheretheyarenotwillingtotakerisks(5)

● FasteracultureofyesamongMunicipalEmployeestomakethingshappento buildtotakeresponsibilityandrisks(5)

● Town'sroleistofacilitateandadvocateforbusinessforMobility(2)

● ForExample:Wouldeconomicdevelopmenttimeandresourcesbebetterspent elsewherethanMidsummerThursday(1)

InputsfromGrowthandCommerceCommittee

Stakeholders

● OptimizePartnerships(2)

● ContinuetoinvestinandworkwithEdmontonGlobal

● Crosscollaboration.Chamberrelationships

● IndustryandGovernmentorganizationssupportourwork.Peoplevocally commendouraccomplishmentsandsuccesses(e.g.securingEnglishBay)

● Becollaborativeintheregionandbusinesssupports

● Leverageourpartnership

● Advocacyofgovernmentagenciesnextline

BusinessRetentionandExpansion

● BusinessRetentionandEngagementactioning

InvestmentAttraction

● Conditionsforeconomicdevelopment(2)

● ContinuetonourishopportunitiesattheInternationalCouncilofShopping Centres.UsenetworksasatooltopromotetheTownandattractnewbusiness.

Needtofocusonleadgeneration.

● TechnologyPark

● Investmentreadiness(understandASPs,supportconditions)

● Vacantlandinventory

Marketing

● Localdata/our/sameteamstory

● Whatmakesusdifferent?

● Value

Internal

● RealEstateholdingsproceduresunderEconomicDevelopmentteam→should beaPlanningteamfunction

● Lessprocesstoattractnewbusiness:Considerreviewingbusinesslicensebylaw andprocedure

● Golftournament(movetoanotherrolee.g.Mayoroffice)

● Seatatthetable

InputsfromInternalStaff

Community

● Inclusion,socialissuesarepresentandsupportedthroughvaluesthatwecan utilize(7)

● Volunteering

● Affordablehousingviataxgrantsorgrantsthatenhanceaffordability

● Supporteventswithpeople

● Communitysocialdevelopment.Project,networking,consultation,socializing

● Seniorhousingfacilitiesaretax-free,buttherearealotofservices

LabourandJobs

● Livingwage.StonyPlainbecamealivingwageemployer.Libraryposesa challenge.

Stakeholders

● PublicmembersonGCCduetohowimpactfulitistothecommunity.Alignment ofcommitteetostrategizeandplan.

● Lessexternalinfluencersindecision-making

● Hand-holdingapplicationsrelationships→Leadsupporthand-hold!

● Louderspeakersgettingmostofthetime

● Feeforserviceagreementapproachandmodel

● Linkingtolike-mindedbusinesses

● Relationshipmanagement

● Howdoyouvaluecommitteeimpact

● Needcollaboration

BusinessRetentionandExpansion

● Webringthemin,chamberservicesoncehere

● Mneimplementedbylawtaxreview

● Sidehustlecommunity.Promotesidebusinessthatgeneratesincome,joy,and contributestotheeconomy

● Businessretentionandengagement-itneedstohappen.

● Valuenourishingcommunitysupportingentrepreneursandtheirendeavours.

● Ensuretax-exemptorganizationsstillcontributetothecommunity.Makethem pay

● Grandopenings/Councilengagement

● Milestonerecognition

● Accountabilityforhowwefulfillthemandateforaftercare

InvestmentAttraction

● Businessesthatliftupandimprovethecommunity(e.g.asphaltplantbesidethe dogpark).Beingintentionalwiththeattractionefforts.Taketheemphasisaway frommoney

● IncreaseormaintainFocusOnTargetsectors

● Broadbandstrategy

● OldtownSouth

● Highwaydevelopment

● Idealbusinesses(men'sclothing),

● Infrastructure>investment

● OffersolutionstotheWestfromindustrycapacity

● Regionalbusinessattraction

● Provincialapproval/jurisdictionmaintenance

● Family-friendlythingstodo(bowlingalley,movies)

Marketing

● Facilitymarketing(e.x.Heritagepark)waitsforpeopletocome.Don'tutilizethe opportunitiesthatcomein.

● Localidentity

● Changingcultureoftrainvscity

● Culture.Valueofthesocialaspectstoboostcultureatalocallevel

● DestinationMarketingFund→Lessworktourismmorefamilyexperiencetourism socio/culturallocalidentityperceptionofplace

● Shiftingidentitysmalltown

● Promotemarketing

● Community:Costco,smalltowngoodvibesprogressivegrowthdifferentiator, charmingculturefriendlyeventsgoodvibe

● Messaging

● Facilitymarketing.Leveragingeventstofurtherinvestandattracttourism

● Engaging+communicatingtoresidents

● Decisionmarketing

● Managingheightenedelevationsofresidents

● Policiesversusrealities.Thetensionbetweenstayingasasmalltownversus economicdevelopmentholdsusbackattimes

Council

● Policiesarefouryearsoldandwemisstheresponsivenessrequired

● Political/backchanneling

Internal

● ThereneedstobeanopennesstochangeprevalentwithinallaspectsofEcDev

● Lackoffutureplanningforpolicies,bylaws,etcandhowitimpactsestablished services.

● OCAO→Generalmanagerofthedepartment.Alignmentsupportonoverarching strategy,corporateplanningresourcescapacity.relationshipdevelopment

● Moreinternalsharing

● Livingwage.StonyPlainbecamealivingwageemployer.Libraryposesa challenge

● Knowledgesharingishugeinhelpingushemoreproactivewiththebylaw, policy,andproceduredevelopment

● Reactionaryversusproactive→Bylawpolicies,etc.aremorepassive= unintendedconsequences.Wedon'thavegoodforesight.

● Goodleadership

● EverydepartmenttouchesDev.

● Adminsupport-hostevents

● Whatisthebalanceofchange?(Nottoomuchortoolittle)

● Smallorganizationcapacity

● Silo’sbetweenDepartments

● Emphasisonthreepillarsofsustainabilityforbiz(greensocial,affordable)

● Enforcebylaws

● Shouldhaveasetatthetabletoadvocateforstakeholders,events, programming,andresidents,forEcDec,Facilitatingtwocommunicationand collaboration

● Culture:tourismdevelopment:partofOCAOjointinitiative,collaboratewith alsoresponsibleforeconomicdevelopmentasrelatabletocultureandtourism

Downtown

● Consistenthours

● Mainstreetbeingclosedisregulatory.Otherplaceshavebeensuccessfulin doingthis

● Parking-DTspecifically

● Downtown-businesscapacity,placemaking,shopping,retail,specialized land-use

InputsfromCommunityForum

Community

● Consistentwayfindingsignage(3)

● Electricvehiclechargingstation(3)

● Amenities:Secondfirehall,emergencyservices+planning(2votes)

● Facilitatinginfrastructureforsustainableresidentgrowth(e.g.utility,social, culture)(1vote)

● DevelopmentofSouthStonyPlainvitalforourGrowth(1)

● Whereisthemessagingonculture(1)

● Somewhereforkidstogo.Issue:kidsloitering,glassbreaking,break-ins(1)

● Safetyandamenities

● Liveinahighpark-naturalhabittogoeast(SE)

● Desireformoreart:limitedopportunitiestoparticipateandpracticeart,Pottery Guild

● Servicesufficientneighbourhoodsandcommunitiesbecomingahub independentofEdmonton

LabourandJobs

● NothinginspiresyoungpeopletostayinStonyPlain(3)

● Educationforresidents+businessesoneconomicdevelopmentinSP (challenges+opportunities(2)

● Attractyoungergeneration(2votes)

● Educationalopportunitiesforagri-science(2votes)

● Whataretheydoingtogetpeopletostayhere?(1)

Stakeholders

● Leverageprovincial+federalrelationships(2votes)

● Leveragingstrategicpartnerships

BusinessRetentionandExpansion

● Dowemakeiteasyforresidentstoaccesseconomicdevelopmentstrategiesto promotetheirnetworks?(2)

● Supportchamberviareferraltobeasupportforexistingbusinessbaseandhelp themflourishandgeneratewealthforthelocaleconomy(1)

● Supportandgrowhome-basedbusinessestogenerateeconomicbenefits (therearehundredsofhome-basedbusinessesinStonyPlains)

● Useretention:activities,amenities,post-secondaryopportunities

● BusinessRetentionandEngagementactioning

InvestmentAttraction

● Distilleries,sportssupplies,College(7)

● Shoestores,clothing,hometheatre,eveningentertainment(3)

● Bigidea:imagineifaCostcolandedhere.Needsomethingbigtoattract(3)

● Buildingthenetinflowofbusinesswealth→Businessthatwillhave/attract businessesoutsideourcommunitytospreadnewwealthamongstresidents(3 votes)

● Morerestaurants.Moreupscale(3)

● Funddevelopmentbyincreasingthenon-residentialtaxbaseandalsothrough grants(2)

● Properlydesignedbusinessparkforlikebusinessesthatbolster/heighteneach otherforexampleagrifoodcampus(2)

● Usesuccessfulinitiatives.Theagri-foodsectorisanexampleoffocus(2votes)

● Whatservicesandamenitiesdoweneed?(E.g.railway,men'swear,cemetery)(1 vote)

● Improvinghighwayaccess(stateofroads)andeaseofuse(fewertrafficlights) toaccessoutsidemarkets(1vote)

● Winebar,goodrestaurants(sitdown),specialtyfoodstores(1)

● Toomanypharmacies(1)

● Moreservicesplacesactivitiesforfamilykids(1)

● Micro-brewpub(1)

● Balancinginvestmentattractionandidentity(senseofplace)(1vote)

● Piggybackingonnew/recentinvestment

● Bowlingalley.Indoorswimmingpool

● Industrialpark.Highwayretail.

● Attractingbusinessrole

Marketing

● Bigidea:FindawaytosellStonyPlaintotheworld(4)

● What+whoarewedevelopingfor?Businessvscommunity.Whatcomesfirst? Chickenoregg?(2)

● IstheCouncilStrategicPlanpromotedinawaythatidentifiestheCouncil's wants/needsforeconomicdevelopment?(2votes)

● Dowedevelopasa"bedroomcommunity"orasourownidentity?(2)

● HowarewecommunicatingtoallresidentsinStonyPlain?Iseconomic developmentreaching"joepublic"(1vote)

● Strengths:Affordability,highwayaccess,senseofplace(1vote)

● Economicdevelopment-focusedcampaigntosharedataoneconomic developmentinStonyPlain

● Areweusinglanguagethatengagesresidentstopromoteeconomic developmentasanexcitingdriver?

● Proactive:communications,marketing,positioning

Council

● Councilfillingthegapofresourcesinstaffingineconomicdevelopment(2 votes)

● HowdoyougetinformationabouttheCouncil'svision(1)

Internal

● Whydoplanstakesolongtocometofruition?la.ceremony,railway,overpass.

● DoesthegrowthofSPallowforproactiveplanning?(3)

● Dowehaveleadershipinthetowntocreateeconomicdevelopment?(1vote)

● WhatistheTown'srole?

Downtown

● NothingonHighwaythatdirectstoDT(4)

● Changehoursofbusinessonmainstreet(canthetownguidethings?)(3)

● Moretrailformainstreet.Fewerservices(3)

● KeepbusinessesintheTown.Datedstores(signage)donotalignwithnewerDT look(3)

● Re-visitzoning/land-usefortheDT(2)

● Creatingamorevibrantmainstreet,itneedsavibethatattractsunderadults(2)

● DTnotaddressingthenextgeneration(2)

● FacadeimprovementsneededinDT(1)

MidsummerThursdaysSoundingBoards

Asacommunitymemberand/orbusinessowner,whatisimportanttoyourelatedto:

Employment

● Benefits

Supportingexistingbusinesses?

● It’sillegaltorideelectricbikesontrails–needabylawtosupportthis

● Fillexistingbuildings-olderbeforenewbuildings.Stopnewbuildingbusiness stores

● Havelate-nightshoppingonceamonthforthosewhocan’tmakeitbefore5!

● Nomoredrugstoresandliquorstores,moreclothingorgoodrestaurants

● Low-costseniorhousing

● Low-costhousing

● Supportlocal

● Nomorecannabisorliquorstores

Attractingnewbusinesses?

● Morekid-friendlyentertainment

● Sportsstore,electricbikesforthetrails

● Taproom

● Fiveguys,fewergasstations

● Retrovideogamestore,Toyandhobbyshop,bookstore

● Bowlingalley/entertainmentcentre

● Moreclothingstores,WorkWarehouse,Mark’s,SportChek,Winners,shoestore

END OF ITEM

Council Discussion

Closed Meeting

Closed Session Chair Guide:

1. Section 197 of the Municipal Government Act states, councils must conduct their meetings in public unless the matter to be discussed is within one of the exceptions to disclosure in Division 2 of Part 1 of the Freedom of Information and Protection of Privacy Act (FOIP) (s.16 to 29).

2. Before closing all or any part of a meeting to the public, Council must by resolution approve the part of the meeting that is to be closed, and the basis on which, under an exception to disclosure in Division 2 of Part 1 of the Freedom of Information and Protection of Privacy Act, the part of the meeting is to be closed.

3. Members of Council, the Chief Administrative Officer and General Managers may attend closed session discussions. Only invited guests may attend the closed session discussion.

4. All discussion of Closed Session will remain confidential, there will be no notes taken, and no recording during this time.

5. After the closed meeting discussions are completed, any members of the public who are present outside the meeting room must be notified that the rest of the meeting is now open to the public, and a reasonable amount of time must be given for those members of the public to return to the meeting before it continues.

Chair Script

• The Closed Session of the Council meeting will not be recorded or live streamed for public viewing.

• The motion to revert to the public meeting, which will be recorded in the minutes, is the only motion taken during closed session.

• Once the motion to revert to the public meeting is made, the Council meeting will continue to be recorded and live streamed.

This outlines the process of the Closed Session.

The Chair will now call for the motion to go into Closed Session.