village of thorsby municipal sustainability...

Village of Thorsby

Municipal Sustainability Plan

March 2009

sustainability

Village of Thorsby MUNICIPAL SUSTAINABILITY PLAN (MSP)

Table of Contents

1 Village Strategic Planning .............................................................................................. 1 1.1 MSP Planning ........................................................................................................ 1 1.2 Sustainability ......................................................................................................... 1

1.2.1 Definition ....................................................................................................... 1 1.3 MSP ...................................................................................................................... 2 1.4 Implementation Process ......................................................................................... 3

2 Municipal Structure ....................................................................................................... 4 2.1 Our Roles and Responsibilities ................................................................................ 4

2.1.1 Spine Chart Diagram ...................................................................................... 4 2.2 Village Organizational Structure .............................................................................. 5 2.3 Our Planning Cycle ................................................................................................ 6

2.3.1 Diagram......................................................................................................... 6 3 Vision and Mission ........................................................................................................ 7

3.1 Our Vision (Our Inspiration) ................................................................................... 7 3.1.1 Desired Results .............................................................................................. 7

3.2 Vision Sustainability ............................................................................................... 7 3.3 Our Mission ........................................................................................................... 7 3.4 A Sustainable Community ....................................................................................... 8

4 Current Situation........................................................................................................... 9 4.1 General Environmental Overview ............................................................................ 9

4.1.1 SWOT Assessment ....................................................................................... 10 4.2 Population Base ................................................................................................... 12

4.2.1 Population from 1991 to 2006 ....................................................................... 12 4.2.2 Thorsby Population by Age Group (2006) ....................................................... 12 4.2.3 2006 Generation Status ................................................................................ 13 4.2.4 Labour Force Activity .................................................................................... 13

4.3 Local Construction ............................................................................................... 14 4.3.1 Total Housing Starts ..................................................................................... 14 4.3.2 Value of Building Permits .............................................................................. 14

4.4 Labour Force by Industry – 2006 .......................................................................... 14 5 MSP Pillar Matrix ......................................................................................................... 15

5.1 Sustainability Table .............................................................................................. 15 6 MSP Goals, Key Strategies and Key Results .................................................................. 16

6.1 Governance ......................................................................................................... 16 6.1.1 Municipal Sustainability Planning ................................................................... 16 6.1.2 Council Intergovernmental Affairs .................................................................. 18 6.1.3 Village Financial Viability ............................................................................... 19 6.1.4 Human Resources ........................................................................................ 20

6.2 Culture ................................................................................................................ 21 6.2.1 Parks, Recreation & Culture Development ...................................................... 21

6.3 Social .................................................................................................................. 22 6.3.1 Community Communications ......................................................................... 22

sustainability

Village of Thorsby MUNICIPAL SUSTAINABILITY PLAN (MSP)

6.3.2 Safe Community ........................................................................................... 23 6.4 Economy ............................................................................................................. 24

6.4.1 Economic Development & Tourism ................................................................ 24 6.5 Environment ........................................................................................................ 25

6.5.1 Infrastructure Upgrading .............................................................................. 25 6.5.2 LEED Initiatives ............................................................................................ 26 6.5.3 Land-use Framework .................................................................................... 27 6.5.4 Reduce, Recycle & Reuse .............................................................................. 29

6.6 Implementation Schedule ..................................................................................... 30 6.7 Communications Plan ........................................................................................... 31

7 Financial Projections ................................................................................................... 32 7.1 Table .................................................................................................................. 32

8 Appendices ................................................................................................................. 33 8.1 Community Feedback ........................................................................................... 34

8.1.1 Engaging Residents ...................................................................................... 34 8.1.2 SWOT Assessment ....................................................................................... 34 8.1.3 Response to MSP Survey .............................................................................. 36 8.1.4 Public Input Correlation to MSP Goals, Strategies & Results ............................ 37

8.2 2007 AMA Statistical Return ................................................................................. 39 8.2.1 General Statistics .......................................................................................... 39 8.2.2 Municipal Finance ......................................................................................... 40

8.3 SWOT Analysis .................................................................................................... 42 8.3.1 Chart ........................................................................................................... 42

8.4 Managing Successful Change ................................................................................ 43 8.5 MSP Process Participants ...................................................................................... 43

8.5.1 Public Workshop Participants ........................................................................ 43

Abbreviations

ACRB Alberta Capital Region Board ASP Area Structure Plan AUMA Alberta Urban Municipalities Association CAO Chief Administrative Officer HR Human Resources MSP Municipal Sustainability Plan JMDP Joint Municipal Development Plan LEED Leadership in Energy and Environmental Design MDP Municipal Development Plan MGA Alberta Municipal Government Act MLA Member of Alberta Legislative Assembly MP Federal Member of Parliament OH&S Occupational Health and Safety Legislation ROI Return on Investment Q Quarter

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March 2009 Village of Thorsby 1 | P a g e MUNICIPAL SUSTAINABILITY PLAN (MSP)

1 Village Strategic Planning 1.1 MSP Planning The concept of MSP planning is similar to strategic planning in that most of the elements or components are part of MSP. Perhaps MSP concentrates more on environmental and community processes, however strategic business planning usually includes these features as well. To some degree, it is to the extent of involvement and amount of time and money that can be allocated to the initial exercise and the annual update of the MSP. The MSP process presents the opportunity for Council and administration to take stock and assess: previous/current planning; consider current and future provincial and national socio-economic environment; and commence the process of updating previous projections and expectations and incorporate the MSP pillars and principles. Alberta’s vibrant economic development over the past three to four years has stimulated Alberta community development. Current and announced major oil sands related projects are huge and require major forms of support infrastructure for secondary and tertiary business along with community assets of housing, recreation and quality of life. Village of Thorsby is being influenced by the Alberta Northern region economic development and strategizing to determine the extent of impact and participation by the Village within this dynamic environment is not only prudent planning, but also necessary to be proactive in determining human capacity and physical infrastructure necessary for community well-being. 1.2 Sustainability 1.2.1 Definition The World Commission on Environment and Development in 1987 defined Sustainability as follows: “Meeting the needs of the present generations without compromising the ability of future generations to meet their needs” In basic terms, this could be expressed as Supply and Demand issues.

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1.3 MSP Federal/Provincial/Municipal new deal funding arrangements require strategic planning or MSP to address the Five Pillars of Integrated Community Sustainability: •Governance:

– Policy; Leadership – Sustainability Plan, Growth Management – Resource Planning –

financial, human, capacity – Inter-municipal initiatives

•Culture: – Community identity – Recreation, Arts & Culture,

Library – Understanding & Support

of Diversity •Social:

– Communications – Community well-being;

Succession Plan – Community Services –

Emergency, FCSS, Programs, Education, Health

•Economy: – Business and industry mix – Economic Development, Tourism – Community financial well-being

•Environment: – Land Use; Housing – Infrastructure – Agriculture – Beautification/Parks

There are fundamentals that propel a community into the forefront of municipal best practices and achieving and/or attaining sustainability. It must know what it wants to become – its Vision. It must know what it is prepared to do to achieve the Vision – resource commitment. It must know the clients – target markets. In addition, it needs to know how it will achieve the Vision – strategic direction. The Village MSP affords the opportunity to conduct strategic planning by undertaking an Environmental Scan, integrating master infrastructure and development plans, addressing Goals and Strategies and adds ten-year financial capital and operating planning to address infrastructure investment and operating results.

EconomyEnvironment

Social

Governance

Culture

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1.4 Implementation Process Village Council and Administration have identified a number of goals and initiatives coupled with MDP, LUB, Recreation Master Planning and infrastructure/development plans. Council and Administration identified and ranked goals and initiatives forming the basis of strategic initiatives. The overall capacity of the Village will need to be assessed to address the goals, strategies and action steps that will drive the ten-year financial capital and operating plan. The following are some of the steps to continue with the development of the MSP: 1. Public consultation facilitated for plan input; e.g. handouts, schools, webpage, community

displays. 2. Facilitator incorporates public feedback into draft MSP. 3. Administration completes the ten-year financial forecasts. 4. Council/Administration/Facilitator review second draft of MSP for content and direction. 5. Council ratifies MSP and Administration provides public communication about the plan. 6. Administration will further identify draft bylaws and policies where required to address the

initiatives identified by the MSP priorities. 7. Council will review draft bylaws and policies that come forward so that the corporate

direction is brought up-to-date and reflect current and future operating practices. 8. Budget processes incorporate MSP direction. 9. MSP reviewed annually thereafter.

# # #

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2 Municipal Structure 2.1 Our Roles and Responsibilities The following Spine Chart provides a visual representation for the responsibility and accountability of municipal roles. A Council or Board should be primarily focused on direction setting of an organization expressed through an MSP, by-laws and policy statements. Council’s secondary role is to monitor and evaluate performance of the CAO and service delivery outcomes. CAO and Management’s primary role is to manage within the three E’s (economy, efficiency and effectiveness) by way of interpreting Council/Board policy and carrying out services accordingly. CAO and Management’s secondary role is to facilitate a Council/Board with its strategic direction and articulate policy development for Council/Board. 2.1.1 Spine Chart Diagram

Council/Board’s Sphere

Vision

Mission

Policy

Management/Administration

Service Delivery

Manager’s Sphere

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2.2 Village Organizational Structure

AdvisoryAdvisory & Operational

Village of Thorsby, ABElectorate

Village Council(Governance)

Chief Administrative Officer(Service Delivery)

Committees

Treasurer Public Works ManagerRecreation Manager

Boards:- FCSS

- Library- Recreation

Fire Chief

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2.3 Our Planning Cycle The following chart provides an outline of some of the significant activities for the ongoing review, decision-making processes and milestones related to the MSP and key policy considerations: 2.3.1 Diagram

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3 Vision and Mission 3.1 Our Vision (Our Inspiration) A long-term picture of where or what the community wishes to be or become. This includes the process of envisioning the future1.

“Thorsby is a secure, friendly residential and business community,

offering an enviable quality of life, diverse leisure activities and opportunity for all.”

3.1.1 Desired Results 3.2 Vision Sustainability “Meeting the needs of the present generations without compromising the ability of future generations to meet their needs.” (World Commission on Environment and Development – 1987) 3.3 Our Mission A brief statement capturing what business you are in.

“Open fields, open doors, open people; facing the challenges of today and tomorrow together!”

1 The Futures-Invention Associates, Denver Colorado, Warren Ziegler

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3.4 A Sustainable Community

Thorsby as a “Sustainable Community” Pillar Characteristics Success or Results

Governance

1. In tune with the needs and wants of the community now and in the future, providing consistency for long-term plans and development.

2. Recognize the need for long-term planning and implementing development policies and bylaws.

3. Recognize urban and rural needs.

1. Short and long-term plans are implemented and goals accomplished.

2. Up-to-date bylaws and policies. 3. Effective partnerships and

agreements.

Culture

1. Display a strong community uniqueness and identity.

2. Fostering community heritage. 3. Support and provide sporting,

recreation and cultural opportunities.

1. Increased community involvement and teamwork.

2. Community groups working together inviting individuals to actively participate in achieving common goals.

Social

1. Working together to encourage and promote healthy respect and understanding of individuals and groups.

2. Services keep a healthy community physically and mentally.

1. Increased participation and interaction of community.

2. Community planning and ongoing evaluation of results.

Economy

1. Address economic issues by supporting business and development with the lowest tax rate possible.

2. Develop future industry and land use infrastructure.

1. Balanced growth and development of business and residences.

2. Ability to fund infrastructure needs.

Environment

1. Promote a caring, clean and safe community where energy efficiency is maximized.

2. Future infrastructure upgrades and retrofits represent LEED standards.

3. Address Village Beautification Plan.

4. Develop and promote recycling initiatives on a daily basis.

1. All municipal projects promote LEED design and construction standards.

2. Development reduces energy demands.

3. Energy efficient residences and businesses.

4. Promotion and support of green spaces.

5. Increased resident pride; increased tourism.

6. Citizens reduce, recycle and reuse products generating less waste.

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4 Current Situation

4.1 General Environmental Overview Thorsby is a large Village with a population of over 945 people located within the Alberta Capital Region 20 minutes west of Leduc, 40 minutes southwest of Edmonton and 10 minutes to Pigeon Lake. Thorsby maintains the peaceful, secure, and friendly atmosphere of a small rural community. Thorsby offers an enviable quality of life for all ages. An abundance of green space offers families recreational opportunities right at their doorstep. A variety of golf courses in the surrounding area provides opportunities for golfing recreation for all skill levels. Residential, commercial and industrial lots in Thorsby are significantly lower priced and residential lots are larger on average than standard lots available in bigger centers. As a result, residents have room to build a house and large garage and plant a garden, while still maintaining room to park their motor home or trailer, and space for children to play in the yard. For families with school-aged children, the Village boasts high quality schools for all grades, from kindergarten through grade 12, and is close enough to Edmonton to allow older students to commute to secondary institutions such as the University of Alberta economically. For seniors, the Village has a seniors housing complex offering affordable housing, and a seniors drop-in centre. The Village shares a community bus with other regional municipalities, with regular trips for outings and easy access to many regional amenities. Residents are proud to have a RCMP detachment within the Village. Thorsby is located in a mainly agricultural area. Much of the surrounding land is actively used for growing crops, feeding livestock, and providing lumber and mineral resources. The location of the community increases the chance of residents seeing wildlife, such as deer, beaver, and coyotes, and provides better opportunities for nature pursuits that are unavailable in larger centers. With affordable housing and amenities, the Village has been experiencing unprecedented growth in the business and residential sectors over the last five years. Thorsby’s future growth remains positive, as the Village has completed an annexation, which will assure the availability of sufficient development properties for years to come. However, as of 2008, some clouds loom in the Canadian economic forecast. Drilling activity incurred a slow down since September 2006 and forestry has been plagued with numerous conditions such as the mountain pine beetle, Canada/US dollar parity, US economic recession and closure of forest related plants in Alberta. Still, major oil-sands related industrial activity is anticipated with the related downstream development expected in the Industrial Heartland and Leduc-Nisku regional areas. The various strengths, opportunities, weaknesses and threats are reflective of how external conditions influence local government investment in infrastructure, programs and services. The following is an overview of some of the SWOT themes:

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4.1.1 SWOT Assessment MSP Pillar Strengths (Current) Opportunities (Future)

Governance • Municipal Status – future Town • Demonstrate leadership and regional partnerships

Culture • Community Centre • Culture and history is rich • Library – well utilized • Recreation facility and programs; golf course;

proximity to lakes

• Ag Society – Haymaker Centre • Recreation & culture – trails, creek development,

open space, etc. • Village spirit & communications – building of the

identity (e.g. Thor); community appreciation of what it has; positive messages; open dialogue

Social • Community – the people • Community groups – active chamber; seniors;

communities in bloom; volunteers • Education – good school system; new

Elementary school • Faith – many churches • Safe community – RCMP detachment presence;

Fire Department quiet, peaceful

• Child Care facility coming to Village • Community Pride – citizens pull together to

support Village

Economy • Ec. Dev. - 3 major core business head offices are in Thorsby

• Service Delivery – all types; water, sewer, fire, PW, etc.

• Ec Dev – growth with commercial & industrial; more businesses

• Ec Dev –spinoff of Port Alberta; medical prof. centre; small industry; motel/hotel

• Ec Dev – rail line to service industry • Ec Dev - Regional features – local lakes, passing

highway traffic Environment • Agriculture – vibrant farming community

• Infrastructure – large Village office • Land Planning – annexed land is industrial

potential • Land Planning – design of the village • Land Planning – slower expansion • Location – geographic (1/2 way to Leduc,

Drayton Valley; proximity to Edmonton) • Water – abundant raw water source

• Elementary school likely to increase families with children – this is a community asset

• Environmental – enhance facilities for the future • Land Planning – new residential subdivision • Parks & Open Space – more parks; utilize green

space; construct a splash park; capitalize on recreation opportunities that exist due to proximity to lake

Transportation – Hwy #39 great access • Water – regional water system; construction of

new water treatment plant MSP Weaknesses (Current) Threats (Future)

Governance • Planning – long range plan & vision lacking & lack of commitment to a 20-year plan

• Public Involvement – residents not attending Council meetings

• Capital Region – regional board • Human Resources – succession planning,

culture, Village staff turnover • Intergovernmental – forced amalgamation,

dissolution • Planning – lack of to upgrade or add facilities • Planning – lack of unified direction

Culture • Recreation complex – lack of full utilization; age of structure

• Seniors building & community hall – crumbling

Social • Communication – lack of open dialogue internally & externally

• Community – lacking service groups, leaders, successors

• Community Atmosphere – threat of losing small Village atmosphere

Economy • Ec. Dev. - Medical Professional centre • Finances – inflated operating cost; efficient

operation; maintaining crumbling infrastructure; high property taxes

• Finances – lack of for WTP • Finances – low cash reserves • Fleet – town old grader; dump truck for snow

• Economic Dev. – closing of businesses • Economy – global downturn, loss of grants, cut

backs • Intergovernmental – cost sharing with County

(loss of) • Service Delivery – too many cuts = nothing to

offer

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• Service Levels – decreasing to lower the taxes • Transportation – lack of rail or bus Environment • Beautification – need a cleaner town – residents

take more pride in maintenance • Housing – lack of affordable housing • Infrastructure – aging – upgrades required • Land Planning – future housing; centralized

industrial areas – distinction between residential • Location – difficult for local businesses to

compete with regional big box stores • Recycling % Landfill – no community recycling

program • Zoning issues – need for cohesive planning for

the Village

• Beautification – main street revitalization • Infrastructure – roads, s/ws, underground • Potable water – lack of

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4.2 Population Base 4.2.1 Population from 1991 to 2006 Year Population Population 2006* 945 Population 2005* 799 Population 2004* 799 Population 2003* 799 Population 2002* 799 Population 2001** 800 Population 1996** 725 Population 1991** 708 Population % change 1991-1996

2.34%

Population % change 1996-2001 9.38% Population % change 2001-2006 -0.13% * Source: Official Population List, Alberta Municipal Affairs ** Source: Statistics Canada Census

4.2.2 Thorsby Population by Age Group (2006) Age characteristics Thorsby, Village Alberta

Total Male Female Total Male Female Total population 945 490 455 3,290,350 1,646,800 1,643,5500 to 4 years 80 45 35 202,595 103,835 98,760 5 to 9 years 55 30 25 204,110 104,605 99,510 10 to 14 years 70 40 30 224,805 115,155 109,655 15 to 19 years 50 25 25 237,900 121,825 116,080 20 to 24 years 60 30 30 251,380 128,375 123,005 25 to 29 years 75 40 35 240,525 121,755 118,775 30 to 34 years 75 40 35 234,305 118,500 115,805 35 to 39 years 55 30 25 237,850 119,595 118,255 40 to 44 years 70 40 30 268,290 133,515 134,770 45 to 49 years 65 35 30 274,735 138,415 136,320 50 to 54 years 60 30 30 237,465 120,420 117,040 55 to 59 years 50 30 25 189,265 95,470 93,790 60 to 64 years 40 15 30 133,705 66,790 66,915 65 to 69 years 40 15 25 102,410 50,165 52,240 70 to 74 years 35 20 20 86,915 41,680 45,235 75 to 79 years 35 20 20 71,475 32,705 38,765 80 to 84 years 20 10 15 50,320 20,220 30,095 85 years and over 5 0 5 42,290 13,755 28,535 Median age of the population 35.8 34.6 37.2 36.0 35.4 36.7 % of the population aged 15 and over

78.3 75.8 80.2 80.8 80.4 81.3

* Statistics Canada

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4.2.3 2006 Generation Status Generation status Thorsby, Village Alberta

Total Male Female Total Male Female Total population 15 years and over

725 365 360 2,625,145 1,307,520 1,317,620

1st generation 85 35 45 525,820 254,380 271,440 2nd generation 170 90 80 517,810 253,260 264,550 3rd generation or more 470 235 235 1,581,510 799,880 781,630 * Statistics Canada

4.2.4 Labour Force Activity Labour force activity Thorsby, Village Alberta

Total Male Female Total Male Female Total population 15 years and over

725 360 365 2,625,140 1,307,520 1,317,620

In the labour force 455 250 205 1,942,820 1,050,170 892,650 Employed 450 250 200 1,859,965 1,006,865 853,095 Unemployed 10 10 0 82,860 43,310 39,550 Not in the labour force 270 110 160 682,320 257,345 424,975 Participation rate 62.8 69.4 56.2 74.0 80.3 67.7 Employment rate 62.1 69.4 54.8 70.9 77.0 64.7 Unemployment rate 2.2 4.0 0.0 4.3 4.1 4.4

* Statistics Canada

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4.3 Local Construction 4.3.1 Total Housing Starts

Year # Housing Starts 2005 4 2006 8 2007 10 Jan-Aug 2008 3; 2 commercial buildings 4.3.2 Value of Building Permits Total Building Permit Values 2001 2002 2003 2004 2005 Building Permits Value, Commercial

$15,000 $212,000 $762,000 $366,000 $1,403,000

Building Permits Value, Industrial

$0 $900,000 $730,000 $0 $0

Building Permits Value, Institutional

$25,000 $0 $0 $761,000 $0

Building Permits Value, Residential

$469,000 $1,104,000 $1,401,000 $1,445,000 $394,000

Building Permits Value, Total $509,000 $2,216,000 $2,893,000 $2,572,000 $1,797,000 Total Housing Starts 4 11 12 10 2 2008 – To date: Commercial: $385,000 Residential: $720,000 4.4 Labour Force by Industry – 2006 * Statistics Canada

Agriculture

Construction

Manufacturing

Retail & Wholesale

Finance & Real Estate

Health & Social Services

Educational services

Business services

Other services

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5 MSP Pillar Matrix The following table represents integrated planning pillars connected to the Goals and Strategies. "Primary" means the key pillar of responsibility, while "Affiliated" means there is a close relationship and connection to another pillar(s). 5.1 Sustainability Table

#

Village Goal/Strategy Primary [ ]; Affiliated [ ]

MSP Pillar Gov Cult Social Econ Envir

6.1 Governance 6.1.1 Municipal Sustainability Planning 6.1.2 Council Intergovernmental Affairs 6.1.3 Village Financial Viability 6.1.4 Human Resources 6.2 Culture 6.2.1 Parks, Recreation & Culture Development 6.3 Social 6.3.1 Community Communications 6.3.2 Safe Community 6.4 Economy 6.4.1 Economic Development &Tourism 6.5 Environment 6.5.1 Infrastructure Upgrading 6.5.2 LEED Initiatives 6.5.3 Land-use Framework 6.5.4 Reduce, Recycle & Reuse

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6 MSP Goals, Key Strategies and Key Results

Major Goals are broad statements of what needs to be accomplished. These must relate to the Vision and overall Village direction. Key Strategies address: What will the Village do to accomplish the Vision and the Major Goals and create long-term sustainability? 6.1 Governance 6.1.1 Municipal Sustainability Planning

Goal: To endorse long-range community planning addressing the Vision of the Village, infrastructure, community services, financial

forecasts and sustainable service delivery.

Key Strategies (We will …)

Success - Key Results (What do we want to achieve?)

1. Maintain the Thorsby MSP that addresses the five pillars of sustainability: Governance, Culture, Social, Economy and Environment.

a) Sustainable service delivery within acceptable taxation levels.

b) MSP provides governance, financial and community leadership direction.

c) Village finances maximize revenue generation, minimize expenditure levels, manages debt load and addresses property taxation levels.

d) Accumulation of operating and capital reserves.

e) Effective and efficient service delivery. 2. Ensure the MDP and LUB reflect MSP

direction, guidance, principles and standards.

a) Land use planning reflects a balance in the MSP pillars.

b) LUB reflects a balance in residential and industrial development to moderate taxation levels.

c) LEED initiatives result in sustainable development, buildings and sense of Village.

3. Review and determine the future of Town governance status.

a) Increased per capita funding. b) Annual census completed. c) Services match citizen needs and wants.

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Performance Measures – What benchmark standards, criteria, leading practices, and/or quality indicators will you apply and use to measure outcomes?

Key Strategies Performance Measures

Target Result

or Time Lead Role

1. Maintain the Thorsby MSP that addresses the five pillars of sustainability: Governance, Culture, Social, Economy and Environment.

a) Comprehensive plan encompassing the five pillars of sustainability updated annually.

b) Annual allocations to cash reserves.

c) Annual evaluation of service delivery cost-benefits.

3rd Q 2009; 4th Q 2010; Annually

Council; CAO

2. Ensure the MDP and LUB reflect MSP direction, guidance, principles and standards.

a) MDP and LUB generate green and energy efficient private and public development.

3rd Q Review Council; CAO; Dept. Heads.

3. Review and determine the future of Town governance status.

a) Cost-benefits of Town status determined.

b) Annual Village census improves per capita grants & cost sharing.

a) 3rd Q 2009 Review complete

b) 2nd Q 2009

CAO

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6.1.2 Council Intergovernmental Affairs Goal: To work cooperatively with government and municipalities

to foster positive regional alliances.



1. Develop good working relationships with the MLA and MP for the region.

a) Village is better informed of government policy and accesses applicable program funding and assistance.

b) Effective lobby of government. 2. Pursue regional partnerships and options

for municipal capital investment and service delivery.

a) Cost-sharing municipal partnerships. b) Improved grant-funding levels. c) Improved efficiency and effectiveness in service

delivery. 3. Pursue closer contacts and connection to

Thorsby citizens. a) Members of Council attend civic functions. b) Citizens feel part of Village municipal affairs.

Performance Measures – What benchmark standards, criteria, leading practices and/or quality indicators will you apply and use to measure outcomes?


Target Result

or Time Lead Role

1. Develop good working relationships with the MLA and MP for the region.

a) Governments receptive to Thorsby solutions.

b) Increased funding.

4th Q 2009; Ongoing

Mayor; Councillors

2. Pursue regional partnerships and options for municipal capital investment and service delivery.

a) Cooperative ventures. b) Cost-share agreements

achieved.

4th Q 2009 Ongoing

Council; CAO

3. Pursue closer contacts and connection to Thorsby citizens.

a) Members of Council attendance. b) Assessment of Town issues being resolved over a period.

4th Q 2008; Ongoing

Mayor; Councillors

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6.1.3 Village Financial Viability

Goal: To maintain Village financial viability.



1. Develop a 10-year infrastructure capital and operating funding forecasting model to coincide with MSP.

a) Completion of MSP. b) Financial forecasting model. c) Timely and prudent financial decisions.

2. Develop a three-year rolling Operating Budget.

a) Taxation forecasts are known. b) Ability to address operating and capital finances with tax level tolerances.



Target Result

or Time

Lead Role

1. Develop a 10-year infrastructure capital and operating funding forecasting model to coincide with MSP.

a) MSP includes 10-year financial forecast.

1st Q 2009 CAO; Dep’t. Heads

2. Develop a three-year rolling Operating Budget.

a) Viable taxation levels

2nd Q 2009 Treasurer

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6.1.4 Human Resources

Goal: To retain, attract and develop Village employees.



1. Review and update current Personnel Policies to address HR practices, recognition, compensation and succession planning.

a) Application of current day HR best practices.

b) Recognition of staff achievements; e.g. long service; safety, performance results, etc.

c) Address employee preferences. 2. Maintain a current employee compensation

plan. a) Annual review of salary plan. b) Competitive employee compensation

based on performance.



Target Result

or Time Lead Role

1. Review and update current Personnel Policies to address HR practices, recognition, compensation and succession planning.

a) Up-to-date HR practices.b) Succession plan in place.

a) 2nd Q 2009 Ongoing

CAO

2. Maintain a current employee compensation plan.

a) Employee retention b) Employee attraction c) Satisfied employees

4th Q 2009; Annually

CAO

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6.2 Culture 6.2.1 Parks, Recreation & Culture Development

Goal: To provide leisure and culturally based services and

amenities for our community.



1. Develop a Parks, Recreation & Culture Master plan that identifies the opportunities and program needs of the Village.

a) Citizens’ needs are identified through consultation.

b) Research identifies and verifies needs and opportunities.

c) Council implements plan direction with funding available.

2. Foster excitement and community spirit to capture the energy of citizens.

a) Open communication and community dialogue.

b) Celebration of “ourselves” and “ourselves”. c) Increased involvement by volunteers and

community groups. Performance Measures – What benchmark standards, criteria, leading practices and/or quality indicators will you apply and use to measure outcomes?


Target Result

or Time Lead Role

1. Develop a Parks, Recreation & Culture Master plan that identifies the opportunities and program needs of the Village.

a) Plan completion. b) Improved facilities &

services

a) 4th Q 2008 b) Ongoing

Recreation Manager

2. Foster excitement and community spirit to capture the energy of citizens.

a) 2008 Baseline #’s. 4th Q 2009; Annually

Recreation Manager

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6.3 Social 6.3.1 Community Communications

Goal: To enhance communications with internal and external

citizens, businesses, partners and stakeholders.



1. Market and promote Thorsby plans, programs, services and activities.

a) Improved knowledge and understanding of Village attributes by citizens locally and in the region.

b) Effective marketing tools; e.g. website, mail-outs, newspapers, brochures, newsletter, etc.

2. Encourage, foster and engage citizens in participating in developing Thorsby.

a) Maximize citizen talents and energy through coordinated efforts.

b) Volunteers engaged and understand commitments and obligations.



Target Result

or Time

Lead Role

1. Market and promote Thorsby plans, programs, services and activities.

a) Annual assessment of citizen knowledge about Thorsby.


Recreation Manager

2. Encourage, foster and engage citizens in participating in developing Thorsby.

a) Increase in volunteers over 2008.


Recreation Manager

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6.3.2 Safe Community

Goal: To continue to foster good working relationship with RCMP.



1. Work with the RCMP on a regular basis to ensure Thorsby remains a safe-community.

a) Minimize crime within the Village. b) RCMP understand the needs and wants of

the community.

2. Continue to support the Thorsby Fire Department.

a) Promote fire safety within the Village. b) Thorsby Fire Department present a visible

community presence.



Target Result

or Time Lead Role

1. Work with the RCMP on a regular basis to ensure Thorsby remains a safe-community.

a) Annual case incidents remain stable or decrease.


CAO

2. Continue to support the Thorsby Fire Department.

a) Number of community information/education programs/events the same or higher.


CAO

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6.4 Economy 6.4.1 Economic Development & Tourism

Goal: To foster business development to provide sustainable long-

Term Village growth.

Key Strategies

(We will …) Success - Key Results

(What do we want to achieve?) 1. Develop an Economic Development

and Tourism plan to address assertive Village growth.

a) Sustainable community (5 pillars). b) Diversified and balanced residential and

industrial tax base. c) Attract new businesses (e.g. regional

services; medical prof. centre; motel/hotel; service Port Alberta, etc.)

2. Develop a marketing identity. a) Creates a unique attraction and incentive to consider Thorsby for business and industrial development.



Target Result

or Time Lead Role

1. Develop an Economic Development and Tourism plan to address assertive Village growth.

a) 2008 assessment base. b) 2008 land-use base.

4th Q 2009; 4th Q 2010; Annually

CAO

2. Develop a marketing identity.

a) External recognition of Thorsby.

4th Q 2011 CAO

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6.5 Environment 6.5.1 Infrastructure Upgrading

Goal: To upgrade aging Village infrastructure.

Key Strategies (We will …) Key Results (What do we want to achieve?)

1. Prepare for the construction of a new water treatment plant.

a) Financing and funding is approved. b) Sufficient treated water is available for growth

and development.

2. Establish an infrastructure replacement and/or upgrading program for all Village assets.

a) Plan addresses water lines, sewer lines, streets, fleet equipment, buildings, above ground facilities.

b) Financing and funding is forecasted. 3. Promote development as a regional water

supplier. a) ROI for Village water infrastructure. b) Establish regional water sales.



Target Result

or Time

Lead Role

1. Prepare for the construction of a new water treatment plant.

a) Financing in place. b) Design & tender

ready.

a) 4th Q 2009 b) 4th Q2010

a) Council & CAO

b) CAO

2. Establish an infrastructure replacement and/or upgrading program for all Village assets.

a) Plan completed b) Funding established

a) 4th Q 2009 b) 4th Q 2011

CAO

3. Promote development as a regional water supplier.

a) Litres of Water sold 4th Q 2009 Mayor & Council

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6.5.2 LEED Initiatives Goal: To reduce or minimize energy consumption within the Village.

Key Strategies


(What do we want to achieve?) 1. Promote the use of energy efficiency

practices on a day-to-day basis. a) Reduced energy consumption; e.g. residence,

business & industrial use. b) Citizens apply green technology. c) Citizens understand long-term MSP 5 pillars

Performance Measures – What benchmark standards, criteria, leading practices and/or quality indicators will you apply and use to measure outcomes.


Target Result

or Time Lead Role

1. Promote the use of energy efficiency practices on a day-to-day basis.

2009 baseline for measurement.

4th Q 2010 Council; CAO; Dept. Heads

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6.5.3 Land-use Framework Goal: To encourage efficient land-use planning for cost-effective development and utilization of private and public infrastructure.

Key Strategies


(What do we want to achieve?)1. Encourage and utilize cost-effective energy

measures within Village land planning and infrastructure installations.

a) Efficient use of land. b) Maximize use of infrastructure; e.g.

underground utilities; streets; open space. 2. When upgrading or building Village

buildings and facilities, maximize energy conservation measures.

a) Application of LEED principles.

3. Develop sound planning principles regarding the location of residential and industrial developments.

a) Centralized industrial areas. b) Residential areas separated from industry.

4. Address Village identity and a Beautification Plan.

a) Resident pride and involvement. b) Business opportunities and tourism potential. c) Main Street revitalization.

5. Explore affordable housing opportunities. a) Lower income housing opportunities for residents.

b) Diversity of housing choices.

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Performance Measures – What benchmark standards, criteria, leading practices and/or quality indicators will you apply and use to measure outcomes.


Target Result

or Time Lead Role

1. Encourage and utilize cost-effective energy measures within Village land planning and infrastructure installations.

2008 baseline measurements


CAO

2. When upgrading or building Village buildings and facilities, maximize energy conservation measures.



CAO

3. Develop sound planning principles regarding the location of residential and industrial developments.

Compare 2008 Land Use Bylaw to any changes required

3rd Q 2009 CAO

4. Address Village identity and a Beautification Plan.

Develop an action plan; 2009 baseline visual comparison five years later

4th Q 2009; 4th Q 2014

CAO; Community

5. Explore affordable housing opportunities.


Annually Developers; Community

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6.5.4 Reduce, Recycle & Reuse Goal: To reduce or minimize the community waste stream

Key Strategies


(What do we want to achieve?) 1. Develop and promote the use of recycling

practices on a day-to-day basis. a) Reduced landfill consumption. b) Recycling programs/centers established for

residents use. c) Citizens reduce, recycle and reuse products

that measure less waste production. Performance Measures – What benchmark standards, criteria, leading practices and/or quality indicators will you apply and use to measure outcomes.


Target Result

or Time Lead Role

1. Develop and promote the use of recycling practices on a day-to-day basis.

2008 Baseline of waste tonnage compared year over year

4th Q 2009; Annually thereafter

Council; CAO; Community

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6.6 Implementation Schedule The following reflects the sense of priorities that the planning team identified to action the various strategies. Time frames may change as circumstances evolve over time.

08

4 1 2 3 4 1 2 3 4 1 2 3 4

# Strategies

6.1 Governance6.1.1 Municipal Sustainability Planning1 Maintain & address 5 pillars of sustainability2 Ensure MDP & LUB reflect MSP direction3 Review & assess future of Town governance status6.1.2 Council Intergovernmental Affairs1 Develop working relationship with MLA & MP2 Pursue regional partnerships3 Pursue contacts & connect with citizens6.1.3 Village Financial Viability1 Develop 10 year capital & operating funding model2 Develop 3 year rolling Operating Budget6.1.4 Human Resources1 Update Personnel Policies to address HR practices2 Maintain current employee compensation plan

6.2 Culture6.2.1 Parks, Recreation & Culture Development1 Develop Parks, Recreation & Culture Master Plan2 Foster excitement & community spirit

6.3 Social6.3.1 Community Communications1 Market & promote plans, programs & services2 Engage citizen participation in developing Thorsby6.3.2 Safe Community1 Work regularly with RCMP 2 Continue to support the Thorsby Fire Department

6.4 Economy6.4.1 Economic Development & Tourism1 Develop Economic Development & Tourism plan2 Develop marketing identity

6.5 Environment6.5.1 Infrastructure Upgrading1 Prepare for construction of water treatment plant2 Establish infrastructure program for all assets3 Promote development as a regional water supplier6.5.2 LEED Initiatives1 Promote daily energy efficiency practices6.5.3 Land-use Framework1 Utilize cost-efficient measures for infrastructure2 Maximize energy conservation for village buildings3 Develop sound planning principles4 Address Village identity & Beautification plan5 Explore affordable housing opportunities6.5.4 Reduce, Recycle & Reuse1 Develop & promote recycling practices

2009 (Q'tr) 2010 (Q'tr)

Means Action Item

2011 (Q'tr)

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6.7 Communications Plan How will the Village proceed to collaborate with and distribute the MSP? How will you communicate the content and with what action to residents, clients, stakeholders, government, media, partners and others? The following are the planning steps, which may be modified as feedback is received about the plan: 1. Provide MSP summaries to the public and develop ways to obtain public feedback; e.g.

questionnaires, webpage, schools, poster boards, etc. 2. After public feedback is received, incorporate feedback into the plan; review draft with

Council/Administration. Council, at this point, may adopt the plan. 3. CAO and department heads include excerpts of the MSP in all reporting to Council. 4. Communicate excerpts of the MSP, where applicable, in government correspondence and

reports to connect the MSP strategies to government policy. 5. Communicate excerpts of the MSP to stakeholders, where applicable, to connect MSP

strategies to stakeholder interests.

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March 2009 Village of Thorsby 32 | P a g e

7 Financial Projections An example forecast of Village longer-term financial requirements. 7.1 Table

MUNICIPAL SUSTAINABILITY PLAN (MSP)

# Goal/Strategy Cap Op Cap Op Cap Op Cap Op Cap Op Cap Op1 Governance

2 Culture

3 Social

4 Economy

5 Environment

Overall MSP Total

Assessment BaseMill Rate Change (+ or -)

2011 2012Village of Thorsby - MSP Financial Projections

2013 20142009 2010

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8 Appendices 8.1 Community Feedback 34 8.1.1 Engaging Residents 34 8.1.2 SWOT Assessment 34 8.1.3 Response to MSP Survey 36 8.1.4 Public Input Correlation to MSP Goals, Strategies & Results 37 8.2 2007 AMA Statistical Return 39 8.2.1 General Statistics 39 8.2.2 Municipal Finance 40 8.3 SWOT Analysis 42 8.3.1 Chart 42 8.4 Managing Successful Change 43 8.5 MSP Process Participants 43

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8.1 Community Feedback 8.1.1 Engaging Residents A public workshop was held on Thursday, February 19, 2009 at the Thorsby Community Hall. The purpose of the workshop was to provide residents with an update of the MSP process to date and to receive public input to the Thorsby MSP. Over 30 residents attended the workshop and contributed feedback and information through a SWOT exercise and completion of survey questions. In addition to the public workshop, residents received a MSP information brochure and a copy of the survey in the January 2009 utility bill. Residents were encouraged to complete the survey by mail, fax or through an online link on the Village’s website. One ratepayer provided a letter regarding business and residential taxes, particularly for vacant lands. This letter was forwarded to Thorsby Council. 8.1.2 SWOT Assessment Feedback from the public workshop SWOT (Strengths, Weaknesses, Opportunities, Threats) exercise demonstrated similar perceptions to Council and staff of Thorsby’s current strengths and weaknesses, and future opportunities and threats. The significant strength focuses upon people, a family-oriented tightly knit safe community with a small town atmosphere. Weaknesses address the state of the infrastructure, tax rates, recycling and garbage, and council communication not reaching all residents. Future threats include concerns over the existing infrastructure, financial security and the need to protect the village atmosphere and identity. Opportunities center upon capitalizing on Thorsby’s location and resulting economic and tourism potential, recreation opportunities, and abundance of water. The following table provides a summary of participant input:

Category Strengths (current) Governance • No comments Culture • Community Centre: opportunity for social interaction

• Library: effective, well-utilized library services • Location: small town atmosphere, yet amenities nearby • Recreational Facilities: Recreation Complex – well utilized; no

mortgage; golf course; Equestrian Centre; Ramp park – skateboard facility; Thorsby Campground

• Quality of Life: sports, recreation opportunities Social • Community Atmosphere: family oriented community; safe

community; small town atmosphere – tightly knit community; strong youth base; supportive people; good volunteer base – e.g. sports coaches

• Education: good school system; new elementary school • Religious Institutions: many churches – large religious community

Economy • Business Community: variety of local businesses including Esso, Arctic Spa; Gorge Business Park

• Location : proximity to Leduc/Nisku, Airport, Edmonton

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Environment • Landscaping: plenty of trees; open space • Water supply: abundant • Village: currently self sustaining

Category Opportunities (future)

Governance • Merger: opportunities for merging with County to gain larger tax base Culture • Recreation Facilities: optimizing use of recreation centre Social • Child Care: child day care facility coming

• Community Pride: pull community together – attend meetings; support village

• Location: bedroom community close to airport and Leduc; good highway access

• Education: construction of new elementary school Economy • Business Opportunities: encourage establishment of new businesses;

encourage a strong main street; explore possibility of selling water; explore possibility of corporate donation from school builders; optimize Arctic Spa business and potential for growth

• Location: capitalize on location – 10 minutes to lake; 10 minutes to Leduc

Environment • Parks & Open Space: build more parks and utilize green space; construct a splash park for kids; capitalize on recreation opportunities that exist due to proximity to lake

• Infrastructure: construction of a new water treatment plant; optimize on Village-owned water source - water line – which provides security of water source

Category Weaknesses (current)

Governance • Administrative Issues: administrative turnover – looking for 6th CAO; too many Village staff; lack of strong municipal leadership; communications from Council not reaching all residents

• Public Involvement: lack of public involvement - residents not attending Council meetings

Culture • No comments Social • By law enforcement – inadequate; ineffective

• Community Morale: low Village morale • Medical Issues: lack of sufficient medical services – difficulty in

finding a doctor Economy • Industrial areas: not centralized which may make it difficult for

attracting and retaining businesses and residential housing • Municipal Taxes: high residential and business property taxes; small

tax base • Location: difficult for local businesses to compete with regional big

box stores; lack of good motel – hockey tournaments, etc Environment • Beautification: need a cleaner town – residents need more pride

• Housing: lack of affordable housing - no available lower income housing

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• Infrastructure : aging; poor quality roads and streets; road water drainage problems; water and sewer upgrades required; lack of pavement – little new

• Recycling & Landfill: no community recycling program; no big item garbage close-by - drive 40km to get rid of large garbage items

• Zoning issues: community planning issues – desire cohesive planning for Village

Category Threats (future)

Governance • Administrative Issues: revolving administrators and payouts; lack of long term planning

Culture • No comments Social • Community Atmosphere: threat of losing small village atmosphere;

cohesiveness; do not want major expansion; need more enthusiasm – community pride

Economy • Budget: not enough grant money available for desired projects or improvements; global economic down turn

• Municipal Taxes: low tax base - lack of money for future projects • Location: Leduc Black Gold new recreation facility taking revenue from

Thorsby Environment • Beautification: main street improvement – face lift; needs a make-over;

sparse main street • Infrastructure: crumbling infrastructure – especially water, sewer and

roads; water treatment plant needs replacement

8.1.3 Response to MSP Survey Residents responded to the MSP public survey through a number of vehicles: direct feedback at the public meeting, online survey input and mail-out survey response from the January 2009 utility bill brochure and survey insert. Residents answered four questions directed at seeking a broad-based response to Thorsby’s municipal sustainability. A summary of the responses is provided below:

1. What does a “sustainable community” mean to you? Describe it. Administrative Function/Community Balance: strong community input with

strong leadership from Council and administration Economic Initiatives: seek growth opportunities to ensure a continuous

growth, support essential businesses – grocery stores, gas stations, drug stores, etc; support community through partnerships

Community Atmosphere: maintain an identity, need blend of ages – youth/elderly

Self Reliance: desire to be self reliant as a community – support businesses to make more sustainable, support existence into the future

2. What do you value about Thorsby as it is today? Community Atmosphere: uniqueness of small village atmosphere and all that

is has to offer – businesses, recreation, fire, police, groceries; safe community; quiet; low density housing

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Economy: local businesses for shopping and employment Environment: plenty of green space Location: layout of community – no main highway; creek that runs through,

campground within town; proximity to Edmonton, Nisku and Leduc; nearby lakes Recreation Opportunities: Lions Park space

3. What changes would you like to see to attain a more self-reliant community? Administrative Function: stronger leadership Beautification: main street revitalization – paint buildings in multi colors – add

pizzazz to old buildings Community Atmosphere: more youth/family oriented activities and services;

resident ability to make a difference – resident involvement to bring more pride Economic Initiatives: local motel; relocate existing industry in town to

dedicated industrial park created just outside of the Village Infrastructure: a plan to slowly improve aging infrastructure especially water,

road and sewer Recycling & Landfill: Recycling facility Tourism: focus more on tourism as untouched revenue generator

4. List ways you and other citizens could help to make this happen. Beautification: Work with communities in bloom; Jazz up community with

cooperation of businesses and residents; improved signage – better directions to campground and Recreation Complex; Work with council for the betterment of the village

Community Atmosphere: greater resident involvement - residents supporting community initiatives; resident support of positive ideas – do not always dwell on negative which brings down morale; each active community resident should encourage five more people to become involved and active in the Village; organize a Welcome Wagon program for new residents

8.1.4 Public Input Correlation to MSP Goals, Strategies & Results The following matrix summarizes and aligns public input to MSP goals, strategies and results identified by section number earlier in the document: Category Public Input Comment MSP Goal #Governance • Consider opportunities for merger with the County to gain a

larger tax base. 6.1.1

• Pursue closer contacts and connections to Thorsby citizens. 6.1.2 Culture • Build more parks, perhaps with a splash park for children,

and utilize green space • Optimize use of the Recreation Complex.

6.2.1

Social • Build community pride through involving citizens in community development, projects and promotion.

• Capitalize upon marketing and promotion of Thorsby’s ideal location.

• Organize a Welcome Wagon program for new residents.

6.3.1

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Economy • Encourage establishment of new businesses, including a motel.

•

6.4.1

Environment • Address crumbling and aging infrastructure by improving and/or rebuilding roads, streets, water and sewer.

• Construct a new water treatment plant. • Optimize Village-owned water source.

6.5.1

• Address planning & zoning issues ensuring that industrial and residential usages are separate. Centralize industrial areas.

• Design a Village Beautification Plan involving the initiatives and talents of residents.

• Create a unique identity for the Village through Main Street revitalization. Involve residents in the planning and development stages.

• Explore affordable housing opportunities such as lower income housing.

6.5.3

• Provide recycling opportunities for residents. 6.5.4

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8.2 2007 AMA Statistical Return 8.2.1 General Statistics

General Statistics 2007 2006 2005 2004 2003Population 945 799 799 799 799 Total Full-time Municipal Positions 9 9 9 9 9 Total Area of Municipality (Hectares) 369 281 281 281 281 Length of all Open Roads Maintained (Hectares) 20 32 32 32 32 Water Mains Length (Kilometres) 30 30 30 30 30 Wastewater Mains Length (Kilometres) 28 28 28 28 28 Storm Drainage Mains Length (Kilometres) 6 6 6 6 6 No. of Dwelling Units 410 400 393 393 389 No. of Assessment Complaints Heard by ARB 2 - 20 - 3 No. of Residential Assessment Complaints 14 14 50 20 3 No. of Farm Property Assessment Complaints - - - - - No. of Non-residential Assessment Complaints - - - 10 - No. of Machinery & Equipment Complaints - - - - - No. of Other Assessment Complaints - - - - -

Village of Thorsby - Alberta Municipal Affairs Return(Source: Updated Sept. 12, 2008)

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8.2.2 Municipal Finance 2006 2005 2004

Revenues Net property taxes* $857,193 $824,426 $647,732 Total provincial grants** 311,913 323,146 178,986 Other grants 295,582 257,309 250,237 User fees and sale of goods 746,409 761,861 734,441 Business taxes 0 0 0

Other 106,198 111,073 143,174

Total $2,317,295 $2,277,815 $1,954,570

Expenditures General government $502,227 $451,560 $297,370 Protective services 166,643 128,810 106,253 Transportation and utilities 274,047 251,634 220,715 Environmental use and protection 427,475 250,339 232,316 Health and social care 23,247 23,544 20,121 Planning and development 6,263 11,384 17,744 Recreation and culture 626,993 551,543 579,974

Other*** 0 0 0

Total $2,026,895 $1,668,814 $1,474,493

Excess (deficiency) of

revenue over expenditures $290,400 $609,001 $480,077

Adjustments: Debt principal repayments $(99,091) $(76,783) $(68,791) Net result of capital transactions (198,590) (204,908) (108,451) Transfers to capital fund 0 (148,007) (158,253) Transfers to reserves (44,715) (233,418) (336,780) Appropriated from operating fund 0 0 0

Other 0 0 0

Change in operating surplus $(51,996) $(54,115) $(192,198) Beginning operating surplus 12,089 66,204 258,402 Prior period adjustments 54,000 0 0 Appropriated to operating fund 0 0 0

Other changes 0 0 0

Accumulated operating surplus(deficit) $14,093 $12,089 $66,204

*Does not include education taxes.**Includes only direct grants paid to the municipality by the province. Not all of these grants are per capita grants based strictly on population. Does not include other provincial government investments or expenditures in the municipality.***Includes expenses for excluded functions (Gas and/or Electricity). Updated Sept. 12, 2008 – Alberta Municipal Affairs

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Grants & Assessment Grants from Municipal Affairs and Housing * 2008/2009 to date 2007/2008 2006/2007

Unconditional Municipal Grants $2,260 $2,260 $2,260

Municipal Debenture Interest Rebate $435

Municipal Sponsorship Grant $16,306 $16,815

Grants in Place of Taxes

Special Grants

Fire Services

Disaster Services

Municipal Sustainability Initiative Capital $108,780 $49,181

Municipal Sustainability Initiative Operating $65,634 $5,591

MSI Strategic Initiatives $9,685 2006 2005 2004Debt limit information Debt limit $3,185,558 $2,979,633 $2,744,355 Actual debt $693,699 $440,260 $517,043 Debt servicing limit $530,926 $496,606 $457,393 Actual servicing $297,203 $130,328 $130,328 Reserves $231,046 $612,389 $443,971 Actual education taxes $205,133 $190,393 $179,059 Equalized municipal tax rates** 0.0164 0.0170 0.0154 2007 2006 2005

Equalized assessment Residential $40,169,594 $37,975,051 $32,709,559 Farmland $55,060 $55,060 $55,060 Non-residential $9,602,383 $8,236,596 $7,165,540 Non-residential linear $2,293,510 $2,029,060 $1,883,990 Non-residential railway $31,440 $31,440 $30,870 Non-residential co-generating M&E Machinery and equipment $196,980 $178,930 $176,590 $52,348,967 $48,506,137 $42,021,609 Total assessment services cost $14,000 $10,000 * Grants from the department do not include Housing and Libraries grants. Not all these grants are per capita

grants based strictly on population. Does not include other provincial government investments or expenditures in the municipality.

** The formula is to divide prior year's Municipal Property Taxes by current year's Total Equalized Assessment.Updated Sep. 12, 2008 - Alberta Municipal Affairs

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8.3 SWOT Analysis The following chart represents the environmental scan of influences upon the Village, which leads to the discussion and determination of sustainability Goals and Strategies of the MSP: 8.3.1 Chart

VisionMissionGoalsObjectives

Council Preferences,

Policies

Environment:Global TrendsGovernment PolicySocio-economicMembersPublic OpinionEnvironmentalOther

Assess Capabilities,

Capacity

Organizational Structure Strategies

Action StepsResultsEvaluations

Resources

HumanFinancialPhysicalTechnology


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8.4 Managing Successful Change Leading change in any organization is a complex process with many interdependent elements. The following chart demonstrates that five elements must be present and functioning together in order to effectively and efficiently achieve the corporate Vision. If any one is missing, one of five unsatisfactory outcomes can result. If all are functioning, then the desired change will occur (bottom line of the chart). Therefore, capacity and resources are required to bring about community evolution and development in a significant way.

Table 8.4.1


8.5 MSP Process Participants Council: Mayor Allan Gee; Councillors: Barry Rasch; Rick Hart; Jim Robb; Joanne Osness

Administration: Martin Taylor, CAO; Dennis Litke, Treasurer; Laurie Gellert, Recreation Manager

Facilitators: Dennis Pommen, Sharon Duke; POMMEN Group 8.5.1 Public Workshop Participants

First Last Organization Represented Marjorie Bilar Resident Ted Bilar Resident Margaret Bolt Resident Sean Deehan Resident Sandra Dutton Resident Heather Flett Resident Derrell Flett Resident Garry Grahn Resident Avril Gerhardt Resident Ernie Gerhardt Resident Paty Herschel Resident Irene McVey Resident Louise Normandeau Resident

Five Success Factors to Managing Complex Change 1 2 3 4 5 Result Skills Incentive Resources Action Plan Confusion

Vision Incentive Resources Action Plan Anxiety Vision Skills Resources Action Plan Resistance Vision Skills Incentive Action Plan Frustration Vision Skills Incentive Resources False Starts Vision Skills Incentive Resources Action Plan Change

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Debbie Pilon Resident Rose Pittoch Resident Rick Pittoch Resident Valerie Ralph Resident Bryant Ralph Resident Ray Reid Leduc, Transitional Solutions Jim Robb Resident Henry Schmolke Resident Linda Steinke Pipestone Flyer Coreena Van de Cappelle Resident Barb Wearstel Resident Darrell Wearstel Resident Allan Gee Mayor, Village of Thorsby Rick Hart Councillor, Village of Thorsby Joanne Osness Councillor, Village of Thorsby Barry Rasch Councillor, Village of Thorsby Jim Robb Councillor, Village of Thorsby Laurie Gellert Village Recreation Manager Dennis Litke Village Acting CAO; Treasurer Ross Pharis Village Public Works Sharon Duke POMMEN Group

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