STRATEGIC PRIORITIES
Strategically building our future
COUNCIL CONTACTS
BARRY KALINSKI
Reeve
bkalinski@md.bonnyville.ab.ca 780-573-6082
JOSH CRICK
Ward 1 Councillor
jcrick@md.bonnyville.ab.ca 587-398-2916
CAROLINE PALMER
Ward 2 Councillor
cpalmer@md.bonnyville.ab.ca 587-398-3075
DAN AMALIA
Ward 3 Councillor
damalia@md.bonnyville.ab.ca 587-398-2716
ED DUCHESNE
Ward 4 Councillor
educhesne@md.bonnyville.ab.ca 587-398-3004
BRIAN KOLUK
Ward 5 Councillor
bkoluk@md.bonnyville.ab.ca 587-398-2992
BEN FADEYIW
Ward 6 Councillor
bfadeyiw@md.bonnyville.ab.ca 780-826-1462
GUIDING PRINCIPALS
WE BELIEVE IN MAINTAINING STRONG FINANCIAL HEALTH
WE VALUE GOOD ENVIRONMENTAL STEWARDSHIP
WE VALUE QUALITY OF LIFE
WE BELIEVE THERE SHOULD BE OPENNESS AND TRANSPARENCY IN DECISION MAKING
WE VALUE THE SAFETY OF THE PUBLIC AND THOSE THAT SERVE THE MUNICIPALITY
WE VALUE THE RIGHT OF CITIZENS TO PARTICIPATE
WE VALUE OUR DIVERSITY
REEVE’S MESSAGE
This year, when it came to setting Strategic Priorities for the municipality, Council and Administration approached it based on what had been achieved in previous years, what needs to be done in the immediate future for the wellbeing and growth of our community, and what roadblocks may be coming down the road.
Building on the achievements of the Councils who came before us, we identified the pillars we need to focus on. With a new financial framework in place and our Asset Management program helping us set up future planning, we had a solid foundation to start from.
This term, we have a great mix of returning and new Council members. Each one brings different experiences and a different knowledge base to the table, which gives us the unique opportunity to strategize from several viewpoints.
One thing that doesn’t change is Council and M.D. staff’s continued drive to deliver the highest quality of service possible for our residents and ratepayers.
In this plan, you will find the pillars on which we will continue to build our community. You’ll see certain words and phrases repeated — efficiency, cost-effectiveness, opportunities, enhanced services, and maximized potential for our facilities, infrastructure, and staff.
Council’s priorities, plans, and goals are built from what we heard during the election and in the first six months of being in office. From the phone calls and emails with constituents to the information received from staff, our strategies are focused on you — our residents and ratepayers.
We’ll revisit these Strategic Priorities often throughout the next four years. It will be a living document, reviewed and updated to ensure it is meeting the needs of our community.
As I have said before, good governance comes from community collaboration. As always, as your Reeve, I welcome your feedback and comments on the direction we are mapping out for the future of our community.
Sincerely, Barry Kalinski
STRATEGIC VISION
The Municipal District of Bonnyville’s vision is to be leaders in innovative ways to govern our municipality. This can be achieved through openness, transparency, and mutual respect with the stakeholders of the M.D.
Council wants to ensure we are building a culture where residents and taxpayers are asked for their opinions and feedback, and those comments are considered when decisions are being made.
In reasserting our beliefs in having an open and transparent government, we will make sure Council decisions are made with all the available information, debated in an open forum, and announced through various media channels so our residents are informed.
It is our mission, through educational programs, newsletters, social media, and in-person events to ensure our residents have all the information they need about what is happening, what is coming, and what is needed in the M.D.
We are also focused on the future. Through identifying needs, instituting the Asset Management program, strengthening maintenance programs, and keeping in touch with the needs of the community, we are making sure we have the resources we need when we need them.
We have created pillars of strategy through the review of the services we provide to ensure that our decisions are timely, needed, wanted, and cost effective. By giving Administration room to innovate and create, we will bring new, exciting, and diverse ideas to the table, including new avenues of revenue previously unrealized. We also continue to simplify processes, reduce red tape, and provide efficient and effective services and resources.
Through our continued focus on economic development, we will help grow our community in a way that demonstrates our dedication to environmental stewardship, quality of life, and opportunities for future generations.
We encourage you — our residents and ratepayers — to review this Strategic Plan, to see how it affects you, your family, and your everyday lives. Every day, something the M.D. of Bonnyville is responsible for touches your lives. We are your everyday government. We encourage constructive feedback.
We encourage you to participate. We encourage you to engage with us through upcoming inperson events, surveys, and through other means of communications, including by phone, email, or a message through one of the M.D.’s social media platforms.
ECONOMIC DEVELOPMENT
The key Economic Development priorities will increase revenue for the M.D., increase employment, and establish the M.D. as the place to live, work, and invest. These priorities support the Business and Industry Growth Strategy.
1. Develop social media and website
Continuation of the Business Visitation Program – business retention, expansion, and attraction.
• Implement Ambassador Program – training and marketing materials for economic development representatives.
• Identify sector specific targets – Energy, Renewable Technology, Military Procurement, Value-Added Agriculture, and Quality of Place.
Curate testimonials, research, newsletters, and other content to support business retention, expansion, and attraction.
2. Investment attraction
• Review collateral development and research development.
• Curate responses to Requests for Information – specific information to satisfy various business inquires. Create investment template.
• Create land database and shovel-ready project list.
• Create value proposition.
• Provide ROI qualifiers.
• Create a Tax Incentive Grant Program Policy.
• Continue to build up and update Business Directory.
3. Economic development diversification
• Create business case for an Industrial Corridor.
• Undertake critical minerals research.
• Provide a State of the Local Economy report covering M.D. GDP (growth impacts, jobs, etc.).
4. Economic development brand
• Research and implement new branding.
• Produce an Investment Readiness Scorecard, using the framework of evaluating community capacity, infrastructure, workforce, and resources for investment.
• Increase level of service standard, proven through key performance indicators. Continue to build customer relationship management and lead generation maintenance.
• Continue to host and sponsor events providing networking and learning opportunities.
PLANNING & DEVELOPMENT
This summary outlines the key Planning & Development priorities that will guide growth, policy development, and land management over the coming years. These priorities support responsible development, alignment with the Municipal Development Plan (MDP), and clear expectations for residents, landowners, and developers. The intent is to provide Council with a high-level framework to assist in establishing strategic direction for the next planning cycle.
1. Land use, growth management, and future development
• Complete updates for Ethel Lake and Marie Lake Area Structure Plans (ASPs) in 2026 to align with the MDP.
Complete the Muriel Lake ASP update as the last remaining lakearea ASP.
• Develop a schedule to guide regular updates of ASPs across the municipality.
• Ensure ASPs provide clear direction for lake management, road networks, servicing expectations, and development suitability.
2. Regulatory framework and planning tools
• Complete the Land Use Bylaw (LUB) review and update, including the final draft, public hearing, and adoption.
• Strengthen clarity and support consistent, predictable decisionmaking.
Ensure alignment with MDP and long-term growth strategy.
3. Development servicing standards and growth funding
• Finalize General Municipal Service Standards (GMSS) and present for Council approval.
• Apply standards to support consistent infrastructure expectations, asset management, and capital budgeting.
4. Municipal land stewardship
• Continue signage and education for municipal lands (2026 –Moose Lake Area).
• Support consistent, clear expectations for lake-adjacent and environmentally sensitive development.
• Continue education for remaining lake properties and maintain education initiatives on an ongoing basis.
INFRASTRUCTURE SERVICES
The top Infrastructure Services priorities focus on high quality maintenance for our roads, bridges, water, sewer, and drainage projects. This summary provides a clear direction forward for the next planning cycle, ensuring our equipment and staff are utilized efficiently and Council decisions are backed by a long-term, sustainable strategy.
1. Road maintenance and efficiency
Rejuvenate our existing cold mix roads by performing in-place rip and re-lay work utilizing our own oil distributor.
• Assess the potential of converting some oiled roads back into gravel if not economically feasible to maintain.
• Continue our operator training program to optimize and improve the skill sets of our key operators and improve productivity. Perform roadside brushing and shoulder pull work in-house to maximize crew efficiency and improve road longevity.
• Continue to work closely with our industry partners to find innovative solutions to road concerns.
2. Bridge status, inspection, and 20-year plan
Identify and prioritize upcoming bridges near or due for replacement.
• Identify potential bridges that may be candidates for closure.
• Review our bridge inspection process to identify potential extensions to current predicted end-of-life dates.
• Research alternative crossings or classifications to reduce costs while maintaining crossings.
Assist Council with lobbying the provincial government for financial assistance with our bridge replacement program.
3. Water and sewer requirements
• Identify the inconsistencies with the current sewage structure and develop a long-term solution that is fair and best suits the ratepayers.
Review our current water and sewer infrastructure in our hamlets and develop a realistic maintenance/replacement plan.
COMMUNITY SERVICES
The Community Services strategic priorities will guide the future of Community Services in the M.D. of Bonnyville. This includes parks, trails, indoor and outdoor recreation facilities, community programs, green spaces, trails, and grant/ scholarship programs.
These priorities assist in understanding and preparing for the needs of our growing and changing community. By setting clear priorities and service standards, we can ensure our facilities, programs, and services continue to improve quality of life for everyone in the community, now and in the future.
1. Guide for future growth
• Ensure parks, trails, and recreation facilities keep up with community needs.
Conduct community engagement surveys to align with options for future projects.
• Conduct end of season surveys to look at operational requirements.
• Prepare end of season reports in all service areas and include threeyear comparison.
• Review grants and policy documents to ensure community benefit.
2. Support healthy, active living
Provide programs and spaces for all ages and abilities.
• Review areas across the M.D. where programs, facilities, and supports are required.
• Continue waterfront development at Kinosoo Ridge.
• Implement weddings and special events plans for Kinosoo Ridge.
• Give all M.D. residents the ability to enjoy quality recreational services locally through inclusive opportunities (i.e. CADS).
3. Ensure efficient use of resources
• Plan for sustainable and cost-effective services.
• Look at service delivery and current resources to ensure they are being optimally utilized.
Create cost-recovery model with level of service document. Ensure all efficiencies are backed by collected data.
4. Strengthen community connections
• Create spaces and programs to bring the community together.
• Stay current with keeping all programs kinetic by building relationships with the Town, City, and industry partners to utilize all community assets to their full potential.
Set up quarterly meetings with partners to see gaps in service delivery and potential to partner to create better programs using multiple facilities.
ENVIRONMENTAL & PROTECTIVE SERVICES
The Environmental & Protective Services Department is comprised of the Agricultural Service, Waste Services, Emergency Management, and Public Safety departments. While vastly different in the services they provide, their priorities are all focused on being good stewards while protecting the environment, the land, and the community they serve.
These departments are focusing on innovative solutions to offer the best, cost-effective services to our ratepayers, residents, and agricultural producers. From providing education and exploring emerging technologies to building complimentary relationships and providing services with neighbouring communities, each department endeavours to offer the highest level of service while being fiscally responsible.
AGRICULTURAL SERVICES
1. Increase services and revenue
• Expand Agricultural Services facilities to improve workflow through additional parking, storage, and onsite resources.
• Develop and oversee the Acreage Owner Pesticide Applicator Program. Develop and oversee the Farmer Pesticide Applicator Certificate Program.
• Expand rental equipment program.
2. Environmental stewardship
• Continue promoting use of agricultural best practices. Host minimum of two workshops annually focusing on stewardship and emerging trends and technologies.
• Continue to preserve and enhance land in the M.D. through reducing noxious weeds, controlling pests, and improving soil conditions.
1. Increase services and accountability to ratepayers
• Expand access card program to La Corey and Hilda Lake landfills.
• Provide public education about the program.
• Install automated gates.
• Increase ratepayer registration/participation.
2. Increase services access for underserved residents
• Construct bin site at Goodridge Landfill for household waste and recycling drop-off. This will improve waste and recycling access for residents in that area from 16 hours a week to 24 hours a day.
• Encourage elimination of burn barrel usage.
1. Increase public information
Conduct public information sessions quarterly.
2. Conduct fire services capacity study
• Identify needs, capabilities, and gaps in current fire services program.
3. Improve rural water supply
Research infrastructure grants to help develop water tanks and/or other types of access across the municipality.
• Develop long-term funding strategy for rural water supply.
1. Expand authorities
• Expand authority to investigate theft and mischief under $5,000. Increase efficacy of tracking crime trends and patterns.
2. Establish dedicated Traffic unit
• Create consistent enforcement in high-risk areas and reduce preventable collisions.
• Improve safety around schools and hamlets.
• Target enforcement of industry and heavy-haul operations.
3. Expand contracted services to other municipalities
• Create new revenue while reducing department costs and building strong regional partnerships.
4. Implement seasonal Bylaw Officer Program
• Provide services during peak months. Reduce overtime and burnout, while improving services to residents.
• Establish recruitment pipeline for future full-time positions.
