2018-2021
Town of Vegreville Strategic Plan
The contents of this four-year Strategic Plan were created by the Town Council of the Town of Vegreville in February 2018 for the betterment of the citizens of the town and with the future of their region in mind. Š 2018 Strategic Steps Inc.
Town of Vegreville Strategic Plan 2018-2021
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Contents 1
Letter from Town Council ..................................................................................................................... 3
2
Introduction and Executive Summary................................................................................................... 4
3
Sustainability Pillars .............................................................................................................................. 7
4
Priority Goals and Key Strategies .......................................................................................................... 9
5
Goals and Strategies ........................................................................................................................... 12
6
Conclusion ........................................................................................................................................... 21
Appendix 1 - Glossary of Acronyms ............................................................................................................ 22 Appendix 2 -Values in Action ...................................................................................................................... 23 Appendix 3 - Environmental Overview ....................................................................................................... 25 Appendix 4 - SWOT 2018 ............................................................................................................................ 26 Appendix 5 –Plan Communications Process ............................................................................................... 28 Appendix 6 –Plan Review Process............................................................................................................... 29 Appendix 7 –Creation Credits ..................................................................................................................... 30
Town of Vegreville Strategic Plan 2018-2021
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1
Letter from Town Council
Your Town Council was elected in October 2017 with a new mandate focused on making our community viable and sustainable. We saw a big part of this change as creating a new understanding of what success looks like for the Town of Vegreville over the course of the next few years. The plan you will see on the next pages comprises our vision for what that change is all about. This document outlines how we approached our high-level planning for the Town and then developed a set of goals and strategies that will help us be successful. Because we have set out a lot of work for ourselves, we identified a smaller set of high priority strategies that we will keep track of so that we know we are trending towards success. The environment around us is always shifting and we know that we need to revisit this plan from time to time; however, this plan gives us the best chance at making Vegreville even better over the course of this Council’s term and always with an eye to the distant future. We invite you to review this strategic plan, and we are always interested in your thoughts and comments. Sincerely;
Mayor Tim McPhee and Town Council
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2
Introduction and Executive Summary
2.1 Background The Town of Vegreville Council and Senior Administration met in February 2018 to develop a series of goals and strategies to address Council’s desire to create an updated Strategic Plan for 2018-2021. The bulk of this plan comprises the expressed desire of the Town’s elected officials and provides citizens, business, administration and other stakeholders with an indication of the planned future of the town.
2.2 Integrated Planning Town Council’s governance role includes the mandate to provide strategic direction for the Town. This high-level plan comprises that direction. It builds on the 2014-17 Strategic Plan and helps administration build its own operational plans. Once Council has set the Town’s strategic direction, administration is able to build plans that carry out Council’s direction. In the image below, examples of administration’s plans may include Business Plan, Operational Plan, Recreation Master Plan, Capital Plan, and Regional Recreational Facility Master Plan, among others.
Municipal Governance and Management Plans
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2.3 Vision, Mission and Values Council is looking towards the future of Vegreville. When doing so, it is important that councillors agree on what the final destination looks like. With this in mind, Town Council first decides on the Town’s ideal future (Vision) and the general direction it will take to achieve that future (Mission). When reviewing the existing versions of the Vision and Mission, Council made some alterations to ensure that they reflect the Town’s desired future: 2.3.1
Vision Statement
People our core, innovation our strength, community our intention A community’s vision provides a long-term picture of where or what the community wishes to be or become. The vision also indicates what makes Vegreville unique. 2.3.2
Mission Statement
Embracing change to create an enhanced quality of life by engaging our citizens in building a vibrant community. A Town’s mission answers a question about what business the community is in. It lets readers know what Vegreville does and who benefits. This mission statement was created based on key ideas about how to achieve the Town’s vision. 2.3.3
Values
The values expressed here are the guiding principles that help determine how the Town will operate, both in public and privately.
Adaptability
Inclusivity
Integrity
Teamwork
Vibrancy
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2.4 Vegreville’s 2018 High Priorities Within the full list of strategies that appear in Section 5 of the strategic plan, Council has created a subset of eight ‘high’ ranked strategies. The items on this list are both important and timely. Many other strategies are identified as having a moderate priority, meaning they will be worked as resources allow or deadlines permit. It is expected that the high priority strategy list will change over time as some high priority items near completion and other priorities emerge.
Vegreville’s High Priority Strategies Sustainability Pillar
Plan Reference
Strategy
Governance
5.1.1 a
Be present in person at community events so elected officials hear directly from the public, community groups and businesses
Governance
5.1.1 b
Implement a Communications Plan
Governance
5.1.2 a
Build capacity and expertise in existing Town staff to ensure high quality of services
Governance
5.1.4 a
Continue to ensure that taxes and fees are reasonable.
Economy
5.2.1 a
Enhance the relationship between the town and the business community
Economy
5.2.2 a
Promote available land and utility capacity that is attractive to business investment
Culture
5.4.1 a
Enhance visitors’ tourism experience – make Vegreville a destination, not just a stop
Social
5.5.3 a
Provide relevant recreation programming and infrastructure (egg. trails) in public spaces
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3
Sustainability Pillars
3.1 Overview of Sustainability Based Planning Good governance principles and various funding arrangements require strategic planning or address the Pillars of Community Sustainability that are used and referenced throughout this plan. Vegreville has created this Strategic Plan around five Pillars of Community Sustainability that include; Governance, Culture, Social, Economy, and Environment. An overview of what is included within each pillar follows below:
Governance: The municipal election processes, the municipality’s capacity to manage resources and develop and implement sound public policy, and the mechanisms through which citizens and groups engage and interact with council, the municipality’s administration and each other. Culture: Shared values and cultural and recreational activities that reflect the diverse traditions, customs, values, heritage, identity and history of Vegreville. Social: Health, well-being, safety and quality of life of individuals, families and the community. Economy: Achieving economic vitality, growth and development that simultaneously improves quality of life and the environment. It includes employment and income levels and the health, quality and diversity of employers, businesses and non-profit organizations in the community. Environment: Community environmental stewardship and the health, quality, diversity and abundance of local and global ecosystems, the state of the built environment and the services that support it.
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3.2 Implementing Sustainability Vegreville’s Council and Administration created a series of goals and strategies after reviewing the 201417 Strategic Plan and incorporating new and emerging issues that are relevant to Vegreville’s future. For 2018 and beyond, Council and Administration discussed and advanced further direction about the long-term vision of the Town and how existing or new strategies should be advanced to continue with the excitement of achieving long-term identified sustainable results. Council is committed to providing and passing on a solid foundation of direction and policy for future councils that will continue to build a sustainable community within the values and beliefs expressed by the citizens of Vegreville. Such foresight can motivate current day planning to think about the impact of growing the town population within 5-10 years and diversifying the economy to provide long-term sustainability. It is critical to think in these terms so that capacity and resources can be developed or updated in advance so that sustainability is maintained as the population grows.
3.3 Continual Review The overall capacity of the Town will need to be assessed and evaluated on a continuous basis to address the goals, strategies and action steps that drive the financial, capital and operating plans, to think about future service delivery needs in terms of an 8,000 or 9,000 population benchmark and to begin to enact solutions to meet future needs. Some of the steps to continue with updating the strategies in the Strategic Plan and addressing service delivery capacity appear as an appendix to this plan.
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4
Priority Goals and Key Strategies
Vegreville 2018 Strategic Plan activities, and feedback that occurs using other channels such as previous plans and Council’s priorities, identified a significant number of current and prospective Goals and Strategies. Vegreville’s Council has distilled that number down to the following list of key deliverables for 2018 and beyond, which if successfully completed, will indicate that the town is on track to meet its strategic objectives. The goals shown below are broken down by Pillar of Sustainability. It is important to note that the strategies often have a secondary impact on one or more other pillar. Once developed, each specific deliverable associated with these strategies will have a lead accountability within the town, while other parts of the organization may assist in a supporting role. A more extensive list of secondary goals and strategies is in subsequent sections of this plan.
4.1 Vegreville Sustainability Matrix The table below represents the Sustainability Pillars connected to Vegreville’s actions. ‘Primary (▲)’ means the key Pillar of Sustainability for a goal and ‘Affiliated ()’ means there is a close relationship to one or more other Pillars. Goals and strategies which are assigned to one Sustainability Pillar are also typically linked to other Pillars, and as such, work on these goals is interdependent strategically and, consequently, also linked administratively. Pillar of Sustainability: Gov ...... Governance Env....... Environment Econ..... Economy Cul ....... Culture Soc ....... Social
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Vegreville’s 2018-2021 Goals Pillar of Sustainability
Goals
#
Primary [▲] Affiliated []
Gov
Econ
Env
Cul
Soc
1 – Governance 1.1
Engaged and Informed Community
▲
1.2
Managing People
▲
1.3
Regional Hub
▲
1.4
Predictable Revenue
▲
2 – Economy 2.1
Business Environment
▲
2.2
Economic Diversification
▲
▲
▲
3 – Environment 3.1
Enhanced Recreation
3.2
Green Space Management
3.3
Welcoming Community
3.4
Environmental Stewardship
▲
▲
4 – Culture 4.1
Tourism Promotion
▲
4.2
Celebrate Diversity
▲
4.3
Efficient Facility Use
▲
5 – Social
5.1
Welcoming Community
5.2
Safe Community
5.3
Vibrancy of Public Spaces
5.4
Volunteer Support
5.5
Seniors Participation
Town of Vegreville Strategic Plan 2018-2021
▲
▲
▲
▲
▲
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4.2 Priority Ranking of Strategies Each strategy in the tables in Section 4 below contains a colour coded prioritized ranking of relative strategies for 2018 and beyond as determined by Vegreville’s Council. This ranking is used by Town administration to determine the relatively high, moderate and low priorities for the year as it assigns resources to key strategies. Priority rankings will be reviewed and adjusted as planning for subsequent years is undertaken. Current year priority strategies may rise or fall in comparison to other Strategies in following years as the town works toward achieving its vision. Priority is not purely an indication of ‘importance’ of a strategy; it is also an indication of the necessary timeliness of required action. Vegreville’s priority rankings for 2018-19 are defined and colour coded as: High Priority - Work on this Strategy must be conducted in fiscal year in order for the goal to be achieved within the scope of this strategic plan.
Medium Priority - When resources become available after required resources are assigned to high priority strategies, action will be taken on this strategy.
Low Priority - Limited action is expected on this strategy in the current calendar year.
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5
Goals and Strategies
The following pages contain the full list of goals as identified by Vegreville’s Council. Within each goal, are a series of strategies that contribute to achieving the goal. Each strategy is colour coded to indicate its relative priority. Where possible within each goal, the high priority Strategies are listed first, followed by the moderate priority strategies. In some cases, low priority strategies must be achieved first.
High Priorities: Pink Highlighting Moderate Priorities: Blue Highlighting Low Priorities: No Highlighting
Throughout the tables on the following pages, the term ‘Lead Role is used. This list identifies the lead role:
Council ............................... Town Council CAO ................................... Chief Administrative Officer (town manager) Corp.................................... Corporate Services Comm ................................. Community Services EDT ..................................... Economic Development and Tourism IPD ...................................... Infrastructure, Planning and Development Str ....................................... Strategic Services VES ..................................... Vegreville Emergency Services
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5.1 Sustainability Pillar: Governance 5.1.1
Engaged and Informed Community
Goal: To Foster an Engaged and Informed Community Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Be present in person at community events so elected officials hear directly from the public, community groups and businesses
a) Town Council and staff meet people where they gather rather than requiring people to come to town facilities
b)
Implement a Communication Plan
a) The Town communicates regularly, consistently and predictably with the community
c)
Publish an annual ‘State of the Town’ report for the public
a) Citizens, businesses, groups and regional partners are aware of Town activity and priorities
d)
Be innovative in how the Town connects with people.
e)
Create an Information Technology (IT) Master Plan for Council and Administration use
5.1.2
a) A bi-annual survey of Vegreville people indicates what is going well and what needs improvement b) Social and mainstream media are used to engage in two-way communication between the Town and Vegreville citizens a) The use of information technology to communicate efficiently, both within and external of the town structure
Managing People
Goal: To Ensure that Vegreville Has Sufficient Skilled Staff to Serve the Community Strategies (We Will…)
a)
Build capacity and expertise in Town staff to ensure high quality of services
Desired Result(s) or Achievement(s) a) Town staff can take advantage of opportunities to advance within the town structure b) Vegreville retains Town staff
b)
Make sure that Town human resources policies are current
a) Vegreville’s human resource policies are at industry standard
c)
Develop an inventory of skills necessary to manage the town well
a) Town can manage succession and cross-training effectively
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5.1.3
Regional Hub
Goal: To Focus on Vegreville Being a Regional Hub Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Lobby for sustainable grant funding
a) Town reliance on internal funding sources is minimalized
b)
Develop statutory plans and other frameworks with Vegreville’s neighbours
a) IDP, ICFs and other plans are in place.
c)
Work with regional neighbours to develop a regional marketing strategy
a) Vegreville and regional partners work together to bring business and industry to the region
5.1.4
Predictable Revenue
Goal: To Ensure that Revenue is Predictable Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Continue to ensure that taxes and fees are reasonable.
a) Residents continue to receive good value for the money they provide to the Town.
b)
Take advantage of all available grants.
a) Revenue generated from taxes is augmented with alternate sources of revenue.
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5.2 Sustainability Pillar: Economy 5.2.1
Business Environment
Goal: To Improve the Business Environment Strategies (We Will…)
a)
Enhance the relationship between the Town and the business community
Desired Result(s) or Achievement(s) a) Create a more diverse local economy for citizens and business b) Business growth accelerates c) Vegreville is friendly to home-based business
b)
Ensure that Vegreville is ready for business and industry
a) Provide shovel-ready commercial and industrial land
c)
Maintain the Town’s positive financial position and fiscal responsibility
a) Business sees the Town as a partner
5.2.2
Economic Diversification
Goal: To Reduce Reliance on Few Business Sectors Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Promote available land and utility capacity for business investment
a) Vegreville is attractive to business
b)
Explore new industries, particularly those related to secondary agriculture.
a) Research and partnership opportunities are explored with industries like InnoTech Alberta
c)
Lobby other orders of government for ‘green’ business stimulation opportunity grants
a) Business and industry that is environmentally sustainable chooses to locate or expand in Vegreville
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5.3 Sustainability Pillar: Environment 5.3.1
Enhanced Recreation
Goal: To Enhance Recreational Opportunities within Vegreville Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Set recreational priorities using the Regional Recreation Master Plan
a) Town can make decisions based on data from the Recreation Master Plan
b)
Seek sustainable grant funding for recreation amenities and facilities
a) Recreation funding from taxes is augmented by grant funding
5.3.2
Green Space Management
Goal: To Maintain Natural Areas and Green Spaces Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Create an updated inventory of parks, natural areas and other green spaces in town
a) Growing community well-being through outdoor interaction
b)
Leverage private and public partnerships to grow green spaces
a) Get people outside more
5.3.3
Welcoming Community
Goal: To Keep Vegreville Aesthetically Pleasing Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Beautify downtown as it is revitalized
a) Vegreville is a safe, pleasant, and attractive place to visit, shop, and live
b)
Assist Communities in Bloom Vegreville and related initiatives
a) Pride in the community grows
c)
Enforce relevant municipal bylaws consistently.
a) Citizens and businesses know that municipal enforcement is based on maximizing community safety
d)
Address challenges associated with Highway 16A not being controlled by the Town
a) Town has input on infrastructure it does not control
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5.3.4
Environmental Stewardship
Goal: To Be Responsible Stewards of the Environment Strategies (We Will‌) a)
Review and enhance recycling programs
b)
Make Town facilities as environmentally low-impact as possible
c)
Recognize the value of air, land and water ecosystems in our environment
Town of Vegreville Strategic Plan 2018-2021
Desired Result(s) or Achievement(s) a) Waste is diverted from the landfill a) The Town government is seen as a leader in environmental stewardship b) Private business in Vegreville is encouraged to be ever more environmentally responsible a) Vegreville is a healthy place for people to live
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5.4 Sustainability Pillar: Culture 5.4.1
Tourism Promotion
Goal: To Promote Vegreville as a Cultural Tourism Destination Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Enhance visitors’ tourism experience – make Vegreville a destination, not just a stop
b)
Increase promotion and appreciation of local art
a) Downtown art walk is better known
c)
Seek grant funding to promote local cultural tourism
a) The town is more welcoming and inclusive to visitors
5.4.2
a) Visitors are drawn to local attractions beyond the Pysanka
b) Performing arts events are better attended
Celebrate Diversity
Goal: To Celebrate Cultural Diversity in Vegreville Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Consult with cultural groups to get an understanding of their needs and desires
a) The Town has a good understanding of cultural groups in town and the barriers they face to remaining sustainable
b)
Promote opportunities to become a more culturally inclusive community
a) Diversity is evident in Vegreville
5.4.3
Efficient Facility Use
Goal: To Encourage Multiple Uses for Various Cultural Facilities Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Communicate possible cultural facilities’ usefulness better
a) Event organizers are aware of all possible locations that can host cultural events
b)
Make it easier for cultural event organizers to find suitable venues for events
a) Cultural events are held in the most appropriate location in town
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5.5 Sustainability Pillar: Social 5.5.1
Welcoming Community
Goal: To be Known as a Welcoming and Inclusive Community Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Identify the needs of various cultural and ethnic groups in Vegreville.
a) Town of Vegreville is aware of groups that need support and could collaborate with the town and each other
b)
Explore a community ambassador program to welcome newcomers
a) Newcomers can form relationships that keep them in the community
c)
Offer support to self-sustaining groups that encourage inclusion
a) Regular meetings are held with groups such as school boards, sport organizations and cultural groups to work towards building greater levels of inclusion
5.5.2
Safe Community
Goal: To Ensure that Vegreville Remains a Safe Community Strategies (We Will…) a)
5.5.3
Review the Current Ambulance Contract
Desired Result(s) or Achievement(s) a) Vegreville residents know that they have the best ambulance care available
Vibrancy of Public Spaces
Goal: To Make Public Spaces More Attractive Strategies (We Will…)
Desired Result(s) or Achievement(s)
a)
Provide relevant recreation programming and infrastructure (e.g. trails) in public spaces
a) Collected data indicates what types of FCSS and Recreation programming are desired
b)
Offer public spaces that meet people’s needs
a) The Town understands the changing demographics of neighbourhoods
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5.5.4
Volunteer Support
Goal: To Provide as Much Support to Community Volunteers as Possible Strategies (We Will‌) a)
Ensure that Impact Vegreville is an effective conduit to the volunteer network in Vegreville
b)
Celebrate volunteerism regularly
5.5.5
Desired Result(s) or Achievement(s) a) Existing volunteers are supported and new volunteers are grown in the community a) Vegreville hosts an annual salute to volunteers b) A volunteer recognition program is revitalized
Seniors Participation
Goal: Assist Seniors with Social and Cultural Activities Strategies (We Will‌)
Desired Result(s) or Achievement(s)
a)
Explore options to assist those seniors who have limited mobility
a) Non-driving people can get out of their homes
b)
Identify how cost of entry can be reduced as a barrier to town amenities and programs
a) Participation in recreation programs is encouraged b) Make town amenities and programs more accessible to low-income seniors
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6
Conclusion
The pages of this Vegreville 2018-2021 Strategic Plan provide a roadmap that has been developed by the Town’s elected officials and administration. It is important that both groups work together to achieve the priorities that are outlined in this plan. Also important is the recognition that the environment in which the Town operates is always shifting. In response, the Town’s plans also must shift to remain relevant. As with any plan, this one must be used, reviewed and updated on a regular basis.
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Appendix 1 - Glossary of Acronyms These acronyms appear in locations through this plan: AUMA ............... Alberta Urban Municipalities Association CAO .................. Chief Administrative Officer (town manager) CPC ................... Case Processing Centre EDM.................. Economic Development Manager EDT ................... Economic Development and Tourism EMS .................. Emergency Medical Services FCSS .................. Family and Community Support Services ICF .................... Intermunicipal Collaboration Framework IV ...................... Impact Vegreville MGA ................. Municipal Government Act MLA .................. Member of the Legislative Assembly MP .................... Member of Parliament SWOT ............... Strengths, Weaknesses, Opportunities, Threats STR ................... Strategic Services VES ................... Vegreville Emergency Services
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Appendix 2 -Values in Action During the creation process that led to the identification of the five core values for the Town of Vegreville, Council and Senior Administration deliberated how these values would be expressed. In several circumstances below, different values exhibit similar traits when they are put into action. This indicates that the values are aligned with each other and with achieving the town’s vision. Adaptability
Council is represented on various boards and committees Economic Development Manager is going out to contact local businesses Impact Vegreville (IV) committee includes new people Maintaining responsive policies and priorities. For example, trying to stop the closure of the CPC then pivoting to adapting to the change Planning and Development, and municipal enforcement collaboration Some IV committee members are from outside of town. Updating the Town’s communication strategy We have a Health Advisory Committee Working with partners on a regional recreation master plan Inclusivity
Ask people and businesses what’s missing from their community Knowing people’s concerns Listening to opinions and being open to change Openly sharing information Supporting events Supporting the Chamber of Commerce and making decisions that consider the success of the business community Understanding others’ challenges in our decision-marking Integrity
Being accountable, with more public reports Having open discussions; more joint meetings between the County of Minburn and the town Honest/open communications Striving for excellence in service Taking others’ input in decision-making Taking responsibility for our decisions
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Teamwork
Avoiding administrative and budgetary silos Collaborate where possible Communicate, communicate, communicate Empowering employees, focusing on common goals Inclusion by default Vibrancy
Asking others to join successful initiatives Being positive, optimistic, and active Being receptive to requests; “default to saying yes� Communicate positive and negative news Let people know the Town is not stagnant
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Appendix 3 - Environmental Overview The Town of Vegreville operates within an environment that includes governance, cultural, social, economic, infrastructure, and environmental factors that affect all orders of government and the citizens of the town. It is with these factors in mind that civic leadership plan for the future of the community. Issues within the wider environment identified by town council include what appears below. National and International Issues that Affect Vegreville 2019 federal election. Cannabis and hemp uncertainty. China’s recycling ban. Environmental regulations. European product and labelling standards for wheat. Grain and oil price volatility. Immigration; potential growth. Interprovincial cooperation or lack thereof. NAFTA uncertainty. Rail transport of grain. Provincial Issues that Affect Vegreville 2019 Provincial election Equalization framework reform due in 2019 Lack of foreign investment Oil and gas investment Unpredictable Provincial grant funding Local and Regional Issues that Affect Vegreville 70% - 30% residential to non-residential assessment 47% - 53% residential to non-residential tax ratio Aging population Barriers to entry for volunteering and social networks Newcomers struggle to meet new people and get into volunteering Federal Case Processing Centre closure Stable local politics. No election until 2021 Proximity to Edmonton; hard to convince people to shop local Snowbirds raise population in summer, reduce it in winter Volunteer fatigue Young families have limited free time
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Appendix 4 - SWOT 2018 Strengths and Opportunities Vegreville has identified where it fits within its local and regional market. This identification has shown that the town has several existing strengths and potential future opportunities. When considering how it plans, Vegreville can leverage these strengths and opportunities. The lists on the next few pages were developed by council and administration during conversations that occurred as part of the strategic planning workshop.
Sustainability Pillar Governance
Strengths
Opportunities
(Internal)
(External)
Diverse Council (different experiences) New councillors with energy and ideas Experienced administration
Culture
Social
Strong history and deep roots
Millennials may be fond of smalltown environment
Available affordable housing Available space in seniors’ facilities Responsive emergency services
Regional geographical hub Potential to offer new residents the small-town lifestyle
Being a growing agricultural hub Water management infrastructure is in good shape. Great opportunity for growth without needing new water/sewer capacity Convenient urban park with minimal flood risk
Ability to develop vacant land Small airport has potential for commercial and recreational use
Fiber optic connectivity Town has financial reserves Town has access to financing if needed Local industry is diverse and not petrochemical dependent Energetic new economic development manager Local business community seems to think taxes are reasonable No business tax and only a small levy for water
Small airport has potential for recreational use Growth of agriculture sector Proximity to Edmonton Lower living costs than nearby major centres Communicating to residents about the value of services they get for taxes
Environment Economy
Far-reaching personal and professional relationships Vegreville residents volunteering/working in other communities Rallying around regional initiatives like Vermilion River Watershed
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Weaknesses and Threats While Vegreville has potential to grow, develop and mature further in coming years, there are several obstacles to that progress. Town Council has identified these current internal weaknesses and external potential threats/challenges that could work against the town carrying out its planning. Vegreville’s Strategic Plan considers how the town can manage these weaknesses and threats. It is interesting to note that some topics that appear in the Strengths and Opportunities list also appear below. This is because an opportunity, if not taken advantage of, may become a weakness or challenge.
Sustainability Pillar Governance
Culture
Threats
(Internal)
(External)
Diverse personal goals and priorities on council Lack of planning for future human resource contingencies (retirements) Backlog of old bylaws are to be reviewed
Being spread too thin to provide excellent service Cannabis and related ambiguous legislation that the Town will have to manage General unpredictability in federal and provincial government funding
We can be “stuck in the past” Focus is almost all on Ukrainian ties and ‘the egg’
We are overlooked for events that are not Ukrainian
Rural community is not always inclusive for newcomers
Being left behind if there is limited social connection with the outside world
Small airport offers limited opportunities for business and industry Vacant land is not shovel-ready
Proximity to Edmonton and its shopping variety Highway bypasses the town. People don’t drive through Reliant on unpredictable funding from higher governments (i.e. CPC and Alberta Innovates)
Social
Economy
Weaknesses
Environment
Town has little say in transportation infrastructure Provincial highway runs through the middle of the town
Town of Vegreville Strategic Plan 2018-2021
More frequent severe weather Economic downturn can sideline efforts to diversify and grow Deep infrastructure must be monitored and maintained
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Appendix 5 –Plan Communications Process Vegreville’s Council and Town Administration will collaborate with community organizations, citizens and regional stakeholders to distribute and gain feedback about future. Thereafter Council will consider, and potentially adopt, the strategic plan. The steps below are directed by the Town Manager or a designate to refine the strategic plan during its rollout and to communicate the plan’s objectives throughout its life: 1. Vegreville Town Council accepts the Strategic Plan in principle for circulation and feedback from the public. 2. Provide Strategic Plan update summaries to the public in accordance with Town communications protocols. 3. After public feedback is received, any desired changes are incorporated by Council. 4. Council reviews the final Strategic Plan update for approval. 5. Town Manager provides quarterly reports to Council about the progress in meeting goals. 6. Town Manager and Directors include excerpts of the Strategic Plan update in future operational and project reporting to Town Council. 7. Communicate the Strategic Plan update to regional partners to identify areas of potential further collaboration. 8. Communicate excerpts of the Strategic Plan update, where applicable, in government correspondence and reports to connect the plan’s strategies to government policy. 9. Communicate excerpts of the Strategic Plan update to stakeholders, where applicable, to connect plan strategies to stakeholder interests. Town public engagement policies can be used to determine the best way to engage local citizens, businesses and other stakeholders in helping to achieve the goals and strategies contained in this Strategic Plan.
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Appendix 6 –Plan Review Process To ensure that this Strategic Plan remains current and fresh, the following process is provided to encourage an ongoing review of the plan and its priorities. 1. Town Senior Management meetings will be used to review draft updates to the strategic goals to further assess the priorities, articulate the goals and to put action to the priority strategies. 2. Council will be then able to adopt the goals, post the update on the Town’s website, and communicate with residents and circulate as needed. Furthermore, the Strategic Plan continues to be the foundation for Administration to bring forward proposals or projects to Council to achieve Council’s long-term direction. 3. Administration will continue to fill in the blanks, to plan annual action steps and performance measures, to update the capital and operating financial forecasts and to conduct succession planning, human resource, capacity and service delivery needs assessments. 4. Administration will prepare draft bylaws and policies where applicable to address the initiatives identified on the priorities list. 5. Council will review draft bylaws and policies that come forward in order that the corporate direction is kept up-to-date and reflects current and future operating practices. 6. The Town Manager will provide Council with an update on progress towards achieving the goals and strategies on a quarterly basis throughout the year in conjunction with the Town’s operational or financial reviews. 7. The Town Manager will provide an orientation for each new Council after municipal elections (or by-elections) about the guidance and direction provided in this updated Strategic Plan. 8. With public consultation and further Council and Administration review, revise and update the Strategic Plan’s priority strategies in the summer or early fall of each year in time to synchronize with budget preparation for the following year.
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Appendix 7 –Creation Credits The following individuals participated in the initial creation of this strategic plan. Their contributions are significant and vital. Members of Town Council Mayor Tim MacPhee Councillor Dave Berry Councillor Marielle Brodziak Councillor Jerrold Lemko Councillor Taneen Rudyk Councillor Tina Warawa Councillor Ann Waters Members of Town Administration Cliff Craig, Town Manager Paul Casey, Corporate Services Director Dale Lefebvre, Infrastructure, Planning and Development Director Paul Suiter, Community Services Director Sandra Ling, Executive Assistant Professional assistance in working with Council and Administration’s expertise was provided by: External Advisors Ian McCormack, Strategic Steps Inc. Jack Quest, Strategic Steps Inc.
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