Good afternoon members of the business community, colleagues, - - PDF document

Good afternoon … members of the business community, colleagues, regional elected

• fficials and citizens.

The world has changed so much since we last came together for my State of the County address.

What has not changed is your Council’s ability to remain optimistic about our county’s future; fiscally responsible … and committed to maintaining the high standard of life our businesses, industries and residents expect. The transition to priority-based budgeting has enhanced the effectiveness and efficiency of

• ur business planning and budgeting process.

This process allows us to facilitate healthy discussions on change, while remaining true to

• ur strategic priorities and goals.

Council has great faith in our executive and senior management teams.

Priority-based budgeting

Our 12 prioritized strategic goals and the budget implications that go along with each … provide both a filter and a measuring stick to guide the year-round business planning and budgeting process.

Focusing on w hat m atters m ost

…becom ing Canada’s m ost livable com m unity

This year’s budget is proof of how this process is improving our resilience, responsiveness and flexibility during these challenging economic times. When the budget came to Council last November, we knew administration was bringing forward a proactive, logical approach that aligned with what we believe is important to citizens. Most of Council was pleased with the recommended budget and approved a very low 0.7% tax increase for 2016. I give credit to our dedicated administration and those of my fellow council members, who continue to endorse the new priority-based methodology and have the courage to stick to

• it. Credit also goes to our citizens, who took time to share their own family priorities that

helped to shape the goals in the Strategic Plan. We listened, we understood, and we acted on our residents’ needs, by allocating resources to maximize value in our service delivery.

Econom y

Increasing and diversifying the petrochemical business A key goal identified in our strategic plan is to “increase and diversify the petrochemical business” in our community. This has been one of our top four priorities since the plan was developed in 2013; and, it’s never been more important than it is now. Petrochemical and energy processing is a large part of our economic well-being. We know it is important to put resources into attracting new investors and helping to maintain existing industry to keep this sector healthy. We will support all initiatives that will increase our chances to get product to tidewater and benefit people all across Canada. We will continue to look for ways to encourage value-added development, so businesses large and small can thrive – thus creating more jobs in our sub region.

Robust pipeline, rail and road infrastructure together with 50-years of collaborative work with our neighbours and significant county investment built the foundation for sustainable economic growth.

In 2015, our County began an update of Alberta's Industrial Heartland Area Structure Plan and Transportation Study to revitalize road, rail and pipeline infrastructure. These updates will continue to facilitate heavy industrial development in the future – making it easier for product and people to move throughout the Strathcona County sub region.

As a founder and leader in petrochemical cluster development, the county continues to work with companies to support their expansion … why? Because new and existing industrial partners provide jobs and economic stimulus, while demonstrating innovative practices, environmental stewardship; and supporting the community.

I applaud the provincial government for its recent announcement of the Petrochemicals Diversification Program. This incentive program is a positive first step towards a comprehensive value-added strategy that is inclusive of investments beyond propane and methane. Williams is looking at Phase 1 and 2, which combined could mean capital expenditure of

• ver $3.0 billion.

North American Polypropylene is proposing to take the propylene from Williams and turn it into polypropylene. The estimated capital cost of this project phase 1 and 2 is around $2.0 billion. ATCO is looking at a cogeneration power station to supply both facilities at a capital cost of

• ver $250 million. This combined package is worth over $5.2 billion.

Prom oting Strathcona County as a place that is open for business and investm ent Our 11,000 small businesses account for an estimated 48% of the jobs in Strathcona County. We have experienced an average annual increase of 4.4% in the number of businesses that employ people.

Prom oting Strathcona County as a place that is open for business and investm ent Our retail partners create jobs and provide great value and variety of product for our

• residents. Last year, 32 new businesses started up in our County!

With new developments like Broadmoor Heritage Plaza, continued growth in Emerald Hills and other projects in queue - we will have a good competitive supply of space for retailers.

Strathcona County is an impressive job engine in the Capital Region – attracting thousands of people who live in Edmonton and many other neighbouring municipalities to come and work in our community. In 2016, we continue to focus on improving economic diversity, innovation and creativity. Together with the Strathcona and North East Capital Industrial Associations, the Capital Region Board and our Chamber of Commerce we support the business and industry sectors.

Rural I nternet

Access to high-speed Internet is critical in attracting and supporting business, and providing residents with educational opportunities and training. The County is working with local internet service providers to install approximately 100 towers over the next two years. We are also installing internet towers at a number of rural community halls, with key partners: the Library and their Bookmobile sponsor, Shell Canada.

Agri-business

Increase and diversify agriculture business Agriculture is more than just a sector of our economy. It offers food security and access to lifestyle alternatives. Agriculture also adds to Strathcona County’s character and identity. The advantage of living in a specialized municipality is that we have much more than industry. We have vast tracks of fertile soils for local food production – in fact we have 88,000 hectares of agricultural land in our rural areas.

Agri-business

Increase and diversify agriculture business We continue to be a highly productive agricultural area in terms of revenues generated per acre. The agriculture sector generates $91 million – annually in revenue. This is due to our diverse operations: from field crops to greenhouses - from intense produce production to beekeeping.

Protecting our environm ent and preserving biodiversity Local business owner Rob Sproule approached me a few years ago to describe his dream

• f creating a greater understanding of and appreciation for local food production with our

youth.

Our agricultural department and councillors jumped on board this great initiative to support Rob in growing the Salisbury School Gardens project from 1 to 10 school gardens. In the 2016-2017 school year the goal is to add 5 more schools.

Our Agricultural Master Plan and Foreign Direct Investment Strategy will contribute to economic diversification and attract value-added companies. Strathcona County and our rural partners: Lamont, Sturgeon, Leduc, and Parkland counties, are recommending that the Capital Region Board create a region-wide ag master plan … … that will help reverse the historic trend of using rural counties as land inventory banks and instead preserve the farmland for local food production into the future.

As a region, as a municipality we continue to look for the most responsible way to grow. As Chair of the Growth Plan Update Task Force, I work with my fellow committee members to recommend the best policies and plans to the Capital Region Board and the province. In spite of the economic downturn, Sherwood Park, our largest urban centre is at capacity. Plans are in place for total build out. We are building smart, responsibly and fast.

In 2014, our housing trend started to shift when our county experienced a significant growth in multi-family development. In 2015, 8 new apartment buildings came out of the ground including Bedford Village by Christiansen developments, Savona by the Salvi Group … … three buildings in Aspen Park by Abbey Lane Homes, Eton Park by Christiansen developments and two buildings by Cove Properties in Salisbury Village. Developments like Salisbury Village and Cambrian Crossing are building to smart density standards that make sense, giving residents the choice to live in single or multi-family units with jobs, shopping and leisure opportunities close by. We anticipate further multifamily growth in 2016 and 2017 providing new and more affordable lifestyle choices.

Increasing public involvement and communicating with the community

• n issues affecting the County’s future

These past many months, more citizens than ever have been getting involved in our community’s most important decision on our future through engagement on the Municipal Development Plan, Growth Management Studies and Mature Neighbourhoods.

Bremner Growth Management Strategy

What does responsible, smart growth look like? Should we grow? Where and how should we grow? How will Council’s decision impact our citizens, their children and the region?

We are all asking the same questions: What does responsible growth look like? Should we grow? Where and how should we grow? And, how will Council’s decision impact our citizens, their children and the region? Those are the questions several councils have been talking about for more than a decade; and this council will make an informed decision very soon. The Imagine Bremner process began in 2012, when the Council of the day asked administration to develop a growth management strategy for Bremner. This was completed, and the growth management strategy for Bremner was received for information in 2014.

Colchester Growth Management Strategy

This triggered the implementation of the Colchester Growth Management Strategy. The Colchester Growth Management Strategy is now complete and received for

• information. Council directed administration to develop a matrix to compare both growth

nodes.

Com parison

The matrix should provide enough information to do a fair comparison, resulting in further discussion and possible approval as early as March 23. Our decision must be based on creating a sustainable community with a great quality of life for new and existing residents. I believe Council’s task is to do more than choose one growth node to create a new urban area. We must plan what we’re going to do with the growth node that we don’t choose. We must create policy for smart growth in and around all of our urban hamlets and throughout our county. Only then will we prevent sprawl, fragmentation of valuable land and inappropriate development.

Developing and m aintaining effective and efficient m unicipal infrastructure Infrastructure is a main focus of our strategic, corporate, and departmental business plans. Our Integrated Transportation Master Plan establishes a vision and direction for our entire transportation system that guides policy and decision-making for the next 30 or more years.

Glen Allan traffic calming Last year, we completed a number of important projects in Sherwood Park, including the Glen Allan Traffic calming project. Implementation of the first phase has already resulted in slower traffic and increased safety in that neighbourhood.

Township Road 530 and Range Road 224 Township Road 522 near Hwy. 21

In 2015, the County completed a number of major projects in our rural areas to improve safety and traffic flow, including intersection improvements at Township Road 530 and Range Road 224 - and construction on Township Road 522 for the Highway 21 twinning.

Being a specialized municipality requires comprehensive planning and considerable

• investment. Our Sustainable Rural Roads Master Plan guides maintenance of our rural
• roads. It costs $6.8 million in the summer …

… another $1.4 million in the winter, plus $5 million in capital - to maintain more than 1300 km of rural roads - for a total of $13.2 million annually.

The State of the County is, for me, a time to celebrate. Let’s look at some of our outstanding capital achievements this past year:

Our new Snowmelt Facility is now open in Ardrossan – ready to service our community in a cost effective and environmentally friendly manner for many decades to come.

The expanded office space for the RCMP building will be completed this fall, providing more efficient use of their space and enhanced customer service – for those of us who go there.

Ensuring facilities and activities are available, accessible and used by residents

Park

RE/MAX Spray Park and Playground

Ensuring facilities and activities are available, accessible and used by residents is extremely important to Council and administration. The new RE/MAX Spray Park and Playground opened last Canada Day, providing fun and excitement to thousands of families and their children.

Ensuring facilities and activities are available, accessible and used by residents Emerald Hills Regional Park

This year, we have a number of new recreational facilities opening – Emerald Hills Regional Park …

Ensuring facilities and activities are available, accessible and used by residents Emerald Hills Leisure Centre

… and the Emerald Hills Leisure Centre …

Ensuring facilities and activities are available, accessible and used by residents Glen Allan Recreation Complex

… other recreation centres have been revitalized and are re-opening – like the Glen Allan Recreation Complex. All of which is great news for families enjoying sports on soccer and ball fields, the curling rink and families, who are looking for swimming lessons.

We have just launched a review to improve the functionality and sustainability of our community and seniors’ halls. Rural councillors Smith, Delainey, and Riddell are championing Council’s drive to strengthen the partnership between community leagues and the municipality to deliver programs and build stronger community.

Protecting our environment and preserving biodiversity Strathcona Olympiette Centre

We also installed the first energy efficient arena ice plant in Alberta at the Strathcona Olympiette Centre.

Protecting our environment and preserving biodiversity Broadview Enviroservice Station

With financial support from the federal government’s Gas Tax Fund, our new Broadview Enviroservice Station will open tomorrow, making it easier for our citizens to drop off hazardous household waste, electronics and paint. I’m looking forward to celebrating its impact on Earth Day – April 22.

Protecting our environment and preserving biodiversity

Strathcona County is home to most of the Beaver Hills Moraine, with its hundreds of wildlife and plant species, and diverse habitat. An enthusiastic and expert team, led by the Counties of Strathcona, Beaver, Leduc and Lamont and Camrose applied to be designated as an International Biosphere and since then have undergone a rigorous review process. We hope that the Beaver Hills will score successfully on its final reviews and be designated as a UNESCO Biosphere in mid-March.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

We are proud to live in Strathcona County and celebrate being a friendly and caring community; however, we like every other community in Alberta feel the effects of the economic downturn. Oil has tumbled from $130 to less than $27 a barrel in just over one year. Alberta lost over 60,000 jobs in the first eight months of 2015. This is an alarming statistic. When it happens in our county – in our neighbourhoods, as it has – it becomes very personal for all of us.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

Joseph Austin Photography

Our local food bank is seeing a significant increase in the number of families needing help. Last year, over 6,500 people depended on our food bank. This is an increase of 35% - on average - over 2014.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

In 2015, we provided almost 2,600 subsidies to support families in need - a 14.8 per cent

• increase. We hosted tax clinics to help put money back in to the pockets of low-income

families. Through programs such as, Everybody Gets to Play and Everybody Rides, we ensure that

• ur residents have access to transit and recreational activities, regardless of income

levels.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

Strathcona County has a strong ‘social care’ model. We are proud of our unique partnership with Alberta Health Services and the Heartland Housing Foundation to deliver an innovative program for senior and social care in our community. Over the past 6 years, the care provided by experienced and well-trained staff helped seniors to remain in the lodge significantly longer than average. This care has contributed to reducing the amount of time spent in nursing homes or receiving hospital care.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

Affordable housing is top of the agenda for your Council. Without question, responsibility for housing comes under the mandate of the Provincial and Federal governments. Given that … what can we do as a municipality to create more affordable housing? This Council approved a $22.5 million loan to the Heartland Housing Foundation for the final phase of build out on the Silver Birch site that will create 94 much needed new living units for our seniors on long waiting lists. And, Council acted decisively to approve our Mayor’s Task Force on Community Housing – last year - and directed Council co-chairs Carla Howatt and Fiona Beland-Quest to work with a wide variety of stakeholders to bring forward common sense do-able solutions for

• ur community.

The task force has brought forward recommendations, ranging from short-term quick wins to longer-term plans – such as a rental registry and policy changes. In depth discussions are planned for February 23.

Building strong neighbourhoods/ communities to support the diverse needs of our residents

We work hard to bring citizens together to talk about the issues that are important to

• them. Through a new neighbourhood connector initiative we will be better able to identify

barriers to social inclusion, build networks and plan for programs to meet these needs. Solving social issues requires taking action to resolve problems. Proactive and preventive work in this area is necessary to build family and community resilience. To be successful, everyone needs to come to the table – especially youth– tomorrow’s leaders. The program Keys to Empowering Youth to Succeed works with the schools and community to support the wellness of students, parents and staff by promoting positive health, developing coping strategies and building healthy relationships. Additional provincial funding has helped us to increase our mental health programs and services AND continue our work in ending family violence. Continual monitoring of community needs helps us identify and respond to emerging social trends - working with our non-profits and community partners to meet the growing need through Parent Link, home support, counselling, outreach and other affordable programs.

Once again, in 2015, Strathcona County was identified as having one of the lowest Crime Severity Index's in the Province. Our force continues to be innovative and supportive of

• ur citizens.

Strathcona County RCMP has operationalized their Domestic Violence Unit. As a result,

• ur county now has a Domestic Violence expert attached to each of the watch's - providing

guidance and oversight into these investigations which effect so many in our community.

They also made a concerted effort to engage the public on a number of policing issues - completing 60 formal presentations to a variety of residents on a number of key topics such as: break and enter prevention; emerging drug trends; internet crimes and cyber bulling. In total, close to 2,500 residents were engaged in public forums last year. In Budget 2016, Council approved the creation of a Data Entry Team for the RCMP. This commitment will allow regular RCMP members to spend more time on the road, increasing response time and visibility in an effort to improve our service delivery to our residents.

Strathcona County Emergency Services captured the national FireSmart Canada award for its fire prevention partnership with rural residents. In addition, Midway Estates subdivision was awarded another FireSmart award for its residents working together to reduce identified fire hazards.

What is culture and arts in Strathcona County? It is wonderful concerts at our state-of-the-art Festival Place, extraordinary exhibits at our fantastic art gallery and museum. It is the countless visual, theatrical and musical programs.

From painting to pottery to weaving, there are hundreds of learning programs available to the public in our rural and urban communities. However, our culture is much more than all of these things. What makes our community unique is our “culture of caring”. It is our citizens’ willingness to volunteer their time.

In fact, over 26,000 volunteer hours supported the RCMP in the form of Citizens on Patrol, auxiliary constables and our outstanding Victim Services Unit. That’s an impressive number of hours contributed to this community in a meaningful way. Recently, our county thanked 40 people, who had retired from serving on 17 different boards and committees that support Council in the governance of our community. Currently, 88 of our citizens sit on these boards and committees.

Thousands more volunteer their time helping in schools, sports, 4-H clubs, seniors events, youth groups, faith projects and service clubs. On behalf of Council, I thank each of them for sharing their time and expertise in making

• ur municipality one of the very Best Places to Live in Canada.

Cooperative partnerships with community, business, industry and neighbouring governments

Forging collaborative partnerships with all levels of government and building awareness of

• ur issues is critical to our municipality’s current and future well-being.

Collaboration is a key feature of working through difficult economic times. Not only is collaboration a way to create efficiencies, it is a way to demonstrate to other stakeholders: inter-municipal colleagues, our provincial associations, the province and the federal government, that the County is aligned with their goals. Last July, we took our 3 new MLAs on a tour to showcase our spectacular specialized municipality. Every time we do these types of tours, it reinforces how much this county has to offer and makes me feel so privileged to serve our citizens as your mayor.

Cooperative partnerships with community, business, industry and neighbouring governments

Your Council has worked closely with administration to ensure there is alignment between all these levels of government and we will continue to put our efforts into building relationships on your behalf. Our citizens expect strong leadership and quality governance. I encourage responsibility, respect, integrity and accountability within Council. Throughout our term, your Council has focused on being more open, transparent and accountable to you. In an attempt to improve transparency, Council directed administration to put our expense reports online. We have improved the way Council meetings are managed by introducing new software. This year, administration will begin a 3-year project to modernize our central finance, human resources and procurement systems. This will improve staff productivity and provide better information for planning and decision-making.

Strathcona County’s first 24/7 online customer service request and tracking system was launched in the fall of 2015. County Connect offers a new way for citizens to report a problem or request a service. The system has helped to streamline and speed up the handling of requests. Try it – you’ll like it!

Citizens have heard me talk about our county’s specialized municipality status and the many benefits associated with it. Our county has an enviable and credible position as regional – national leaders with expertise in the specialized municipality model. We will continue to use our experience to help other municipalities who are looking for a more sustainable model. This year marks our 20th anniversary as a specialized municipality. Our unique structure increases stability and sustainability, even during an economic downturn. The broad range of tax revenue creates less reliance on any one sector of housing, industry or business to maintain a healthy and prosperous community. Tax revenues from urban and rural properties are pooled and shared with equity across

• ur county.

As a Council, we seek to maintain the rural and urban balance and the uniqueness of our large community.

We look forward to celebrating with you to create a better understanding of our unique

• pportunities and challenges.

In closing, I thank our Chamber of Commerce for bringing us together today. I’m confident industry leaders have chosen Strathcona County as the right place to call home. It's certainly the best place for young families to live work and play and it’s the right place for our senior population to stay and age-in-place. I believe we still have challenging times ahead; however, I want to leave you with four assurances: Your Council has a plan … and we will be prudent. We will make smart investments and keep our debt ratio reasonable … And … We will operate from a strong value-base that drives our decision-making and our big picture perspective. We will also remain committed to protecting service levels and positioning our community to handle growth and your future prosperity. We will do this by keeping our fingers on the pulse to actively monitor the economic situation and the challenges facing our citizens. However, we cannot succeed without your support and your input. Your Council will stay true to its twelve strategic priorities; and be focused on seeking synergies and opportunities to work with other levels of governments. I continue to be thankful for the faith community’s service to Strathcona County and for keeping Council in their prayers. To my fellow Council members - our senior executive team – and all staff - I thank you for working so hard to provide our citizens with the highest quality of life.

Canada’s m ost livable com m unity

Most importantly, I thank you – the citizens who have allowed us to serve you. Let us embrace the many challenges we could face on this journey and stand together to keep Strathcona County Canada’s Most Livable Community! Thank you