Proposed corporate plan

2016 2018

PROPOSED CORPORATE PLAN

Corporate Business Plan

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CORPORATE BUSINESS PLAN

Overview

The corporate business plan reflects corporate operating and capital initiatives that achieve and support

the Strategic Plan. Implementation of the corporate priorities purposefully moves the Town towards

success with the Commitment statements and Measures of Success within the Strategic Plan.

Corporate Planning Process and Timelines

The corporate planning process is a new initiative of the Town of Stony Plain to aid with streamlining the

activities of the organization with the strategic goals of the community. The following timeline sets out

the dates for preparation, consideration and approval of the 2016 2018 Corporate Plan.

Date Activity

January 2015 Council Retreat Strategic Planning session regarding the Corporate Plan

March 2015 Strategic Plan Adoption of the 2015-2017 Strategic Plan Corporate Business Planning Senior Leadership Team (SLT) and Managers identify and define corporate initiatives.

March June 2015

Department Business Planning Departments work on developing their detailed Status Quo budgets, business cases or operating and capital initiatives and service changes. Department business plans are reviewed to validate dependencies and scheduling, overall budget requirements, effort demands and capacity. Ranking and Prioritization SLT completes a detailed review and prioritization of operating and capital initiatives and proposed service changes. The prioritization is designed to enable SLT to determine the initial line for calculation of funding for above the line initiatives and service changes and for analysis of capacity.

July August 2015

Financial and Capacity Analysis Calculation and compilation of financial summaries of funding strategies for the status quo budget, new initiatives and service changes as prioritized by SLT in June. An analysis on capacity of the organization to deliver core services, new initiatives and service changes is completed.

September 2015 Finalize Recommended Corporate Plan SLT reviews and finalizes changes to status quo budgets and prioritization of service changes and initiatives based on the financial and capacity analysis. SLT reviews and finalizes the funding strategies for the recommended corporate plan.

October 23, 2015 Distribution of Recommended Corporate Plan The recommended Corporate Plan is distributed to provide members of Council and the public an opportunity to become familiar with the recommended Corporate Plan.

November 2 4, 2015

Public Corporate Plan Meetings The recommended Corporate Plan is presented to Council and amended based on Council deliberations and direction.

November 23, 2015

Corporate Plan Approval the amended Corporate Plan is presented for Councils approval.

December 2015 Staff and Public Communication of the Corporate Plan The approved Corporate Plan is reviewed with staff and communicated to the public


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Corporate Priorities

This section outlines the initiatives which flow from the Strategic Plan 2015 2017. They are organized

by the Themes within the Strategic Plan.

Additional details of the new initiatives are located in the New Initiatives and Service Changes section of

this Corporate Plan document.

GOVERNANCE & PARTNERS

We Commit to:

Proactively pursue connections with, build relationships with, and advocate on behalf of our residents

to neighboring municipalities, regional partners and other levels of government to provide

infrastructure, programs and services that fit the needs of our residents and business community.

Measures of Success:

An agreement with the Government of Alberta to upgrade Secondary Highways 779 and 628

A framework that defines regional partnerships for projects and service delivery, including

funding protocols

Stony Plains interests are represented and visible through regional committees, boards and

plans

Collaboration with provincial and federal municipal associations to partner with and advocate

on behalf of our community

Provincial support to meet Family and Community Support Services funding commitments

Sufficient and meaningful Council representation on external committees relevant to town

business

Category Business Unit

Name Executive Summary Start Date

End Date

Corporate External Operating

Office of the CAO

CE-001.1 Framework for Regional Partnerships

The Town of Stony Plain is situated in close physical proximity to the City of Spruce Grove and Parkland County. Historically, this has led to positive working relationships related to service delivery, capital building construction and inter-municipal planning. The three municipalities have numerous agreements, memorandums, funding partnerships and other formal and informal mechanisms to institutionalize municipal cooperation. This initiative is contained within the Strategic Plan, the goal is to devise and work towards an over-arching framework

Jan 2016 Dec 2016


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End Date

that guides funding, service delivery and further formalize these partnerships.

Corporate Internal Operating

Office of the CAO

CI-008.1 Government Relations and Advocacy

Government relations are designed to promote Stony Plain to other levels of government to gain support for priorities and needs identified by Council. Advocacy efforts are designed to educate and work with the community, key stakeholders and policy makers on the needs of the Town in order to influence legislation, policy development and project/initiative funding that affects Stony Plain. The Town currently has a framework in place for Government Relations and Advocacy. This was completed in the past 3 years but has not been developed or utilized to its fullest potential. This initiative will develop and action the framework. Council will be asked to consider, review and direct this initiative on an annual basis as part of the Strategic Planning process.

Jan 2016 Dec 2016

We Commit To:

Cultivate a strong organizational structure and processes to support effective and efficient service

delivery.


A robust organizational structure to deliver our work and make the most efficient use of our

human, capital and financial resources

Meaningful people policies to support and invest in an engaged, productive and effective

workforce

A corporate planning process that aligns with the strategic planning and budget processes

Corporate Services, Planning and Infrastructure and Community Services reviews,

recommendations and action plans to maximize efficiency and ensure balanced service

delivery

A scalable financial planning, tracking and reporting system to facilitate transparent and

effective management of public funds

Recommendations to optimize offsite levies

A performance measures framework to align with strategic priorities


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End Date


Corporate Services

CI-009.1 Performance Measures Framework

The intent of such a framework would be to develop metrics that are used as an accountability mechanism showing the organizations commitment to the fulfillment of the Strategic Plan and cultivation of best practice. A consultant would be hired to help the organization to develop appropriate metrics for each department; metrics tied to the 2015 2017 Strategic Plan and local government best practices. This would enable benchmarking and reporting to Council and the community and would allow for the analysis of trends over the long term. This would facilitate better future planning and management of resources

Jan 2017 Dec 2017


Office of the CAO Planning & Infrastructure

CI-010.1 OCAO/P&I Review

This initiative continues the ongoing process of structural and service review for Town departments and business units. The review will consider current and expectant service levels, anticipate growth and the inter-related nature of specific services for each area. The review will encompass the current business units in OCAO and the Planning area of the P&I Department

Jan 2017 Dec 2017


Planning & Infrastructure

CI-013.1 Engineering Section Staffing Review

The engineering section is within the Planning and Infrastructure Department of the organizational structure. Prior to 2007 there was one FTE position, the Manager of Engineering. In 2007 another FTE was added for an engineering technician primarily for construction inspection of storm and sanitary sewer, water and roads installation on both private subdivision development and the towns capital works program and to coordinate the lot grading program. Two significant changes dictate that the staffing level in the engineering area needs to be reviewed Change in Process and Growth in the Community .

Jan 2018 Dec 2018


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We Commit To:

Engage with our residents and stakeholders to ensure integrated decision-making and collaborative

leadership.


Implementation of our public participation strategy, toolkit and policy.


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SUPPORTIVE INFRASTRUCTURE:

We Commit To:

Adopting a complete streets philosophy for street design and the promotion of alternative modes of

transportation, including preparation for a transit system, to ensure physical connectivity within our

community.


Implementation of the Boundary Road functional plan, which may include provisions for

alternative modes of transportation based on traffic volumes

A renewed and fiscally supported Trails Master Plan to maximize community connectivity

A needs assessment to determine the viability of a public transit system



End Date



CE-003.1 Public Transit System Assessment

The Town has endorsed a complete streets philosophy to promote alternative modes of transportation. This includes provision for a public transit service that will ensure physical connectivity within the community. Before proceeding with an implementation strategy for public transit the Town needs to carry out a feasibility and needs assessment. The social and environmental benefits as well as the financial implications need to be considered. The assessment will address a phased approach to meeting the unique transit needs of Stony Plain both internally within the community and the region

Jan 2016 Dec 2016

Corporate Capital


CCP-055.1 Boundary Road Upgrading Phase I

The recommendations of the Boundary Road Functional Planning Study which involves upgrading of the existing roadway from Highway 16A to Highway 628 has been established as a priority of the organization. This is one phase of that project with the scope to be determined when the project is presented to Council.

Jan 2016 Dec 2016



CE-005.1 Trails Master Plan Review

The current Trails Master Plan was prepared in 2005 by Gibbs and Brown. Based on this document the town has developed a trail system which has an outstanding reputation within the region. The Town has grown significantly since the plan was prepared and there is now a new Open Space Study that impacts some of the recommendations within the existing report. These changes create a need for a comprehensive review of the current document. The Town of Stony Plain has committed to a complete streets

Jan 2017 Dec 2017


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End Date

philosophy and incorporating trails into open space and street design has been endorsed in the 2015 2017 Strategic Plan. The update will identify gaps between trails and show the next steps required to link residents to destinations to enhance the trail network as an alternate option for transportation within the community.

We Commit To:

Seeking opportunities for and making investments in infrastructure to meet the current and future

needs of our residents and stakeholders.


A funding model, operational agreement, business plan and ground breaking for a new RCMP

building

Phase III Construction of Heritage Park, and an operational plan to describe the role of the

park and how residents, visitors and community groups will be able to use the space

Infrastructure and land assembly plan to support construction of a town square in the

downtown core

Recommendations to optimize the existing community centre use and accessibility

A review of community leisure requirements for indoor ice access in collaboration with our

regional partners



End Date


Community & Protective Services

CI-007.1 Operational Plan for Heritage Park

The Town of Stony Plain will be adding the 3

rd phase to Heritage Park in 2015. The

project will add a 2 story events building to the existing Outdoor Stage and Pavilion building. The development of and operational plan will provide the correct staffing, maintenance and operational budget resourcing to the site. The phase 3 construction is scheduled for a fall 2016 completion. The operational plan will be written for a January 1, 2017 completion. The costs for this initiative are covered off with existing staff resources.

Jan 2016 Dec 2016



CE-006.1 Town Square Design and Land Acquisition Plan

The Town Square Design and Land Assembly Plan will prepare a conceptual plan and assemble the land requirements to meet the municipal office needs and some of the community needs for programmable space in the immediate vicinity of the Town Office. The high level concept for the Town Square will support

Jan 2018 Dec 2018


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End Date

the needs identified as a component of the Area Redevelopment Plan for the neighborhood and a needs assessment for municipal and cultural community requirements for office, meeting or event spaces.

We Commit To:

Being mindful of the impact of growth on our ability to maintain existing and improve new

development and services. We consider the future fiscal, social and environmental implications as we

plan.


An evaluation to determine the location and form of a municipal cemetery

Appropriate allocation of space for Family and Community Support Services

Updated Land Use Bylaw to manage growth as outlined in the Municipal Development Plan

2013

A review and recommendations for adequate space to accommodate town staff and optimize

their operations and service delivery to the community.



End Date



CE-002.1 Cemetery Phase II

Phase I of the Cemetery Project is budgeted for 2015. In Phase 2, limited public engagement is foreseen although a workshop with Council and some stakeholder discussions might be undertaken. This component of the study will look at the precise concept (i.e. traditional crematorium, green burial, memorial garden) as well as service delivery. Issues such as costs, land requirements, pricing bylaw and other governance factors will be examined. Due to unique factors in the Town, preliminary geotechnical work might be undertaken. Finally the actual construction is slated for 2018 and is included in the Capital Projects. The amount will vary dependent on the actual concept and requisite land. A more traditional cemetery requires extensive infrastructure and is therefore more than a crematorium and green burial approach. At this time about $2 million to include construction drawings should be set aside.

Jan 2016 Dec 2016


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End Date

Corporate Capital


CCP-056.1 Town Office Expansion

Expansion of the second floor of the Town Office as per the original buildout plans from construction in 2002.

Jan 2016 Dec 2016



CI-011.1 Operations Facility Study

Administration desires to initiate a comprehensive feasibility/cost analysis study to determine whether the current Public Works facility could be expanded or a new facility be constructed. In addition it may also examine the need for a satellite facility twenty five years from now as a result of growth.

Jan 2017 Dec 2017

Corporate Capital


CCP-057.1 Cemetery

The recommendations of the Cemetery study will detail the form, size and location of the future cemetery. Given ground conditions in Stony Plain, it is estimated that this will also play a role in site selection and capital costs.

Jan 2017 Dec 2017


Corporate Services

CI-012.1 Cemetery Module

The cemetery module will be an addition to the Towns ERP system and will record and maintain the financial records related to the cemetery.

Jan 2018


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COMMUNITY DEVELOPMENT

We Commit To:

Collaborate with the community to foster and maintain a sense of belonging supported by strong,

accessible cultural and social services and programming.


Increased awareness of and participation in local art and cultural opportunities identified in

the Cultural Master Plan and put forward by the Cultural Round Table

Ongoing collaboration with Family and Community Support Services to deliver effective and

reliable programs and services within the community

We Commit To:

Enhance safety of our community and continue planning for the protection of our residents.


Installation of traffic controls to support public safety

Emergency management updates and reports shared with the community

Identification of existing rail line safety measures

Enhanced organization and community disaster resiliency

We Commit To:

Embrace the diversity of our community by offering a variety of choices to connect, live and thrive.


Integration of cultural initiatives and events into municipal planning

Renewed affordable housing strategy to reflect the current environment and community

needs

We Commit To:

Pursue partnerships with community groups and institutions to unite and expand the opportunities

for our community



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Collaboration with the local school boards to proactively determine the location of future

school sites

Renewed process outlining the towns relationship with and funding opportunities related to

community groups

Collaboration with regional partners and non-profit organizations to offer affordable housing

opportunities

Enhanced community use of school sites supported by existing joint use agreements


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ECONOMIC OPPORTUNITY

We Commit To:

Recognizing the importance of a strong business community and its link to a sustainable future

through local job creation and continued diversification of service sectors.


Updated Land Use Bylaw that promotes commercial growth and development along the

Highway 16A corridor

An engaged business community that sees opportunities to expand its services and product

offerings

Marketing and promotion that positions Stony Plain as a tourism destination and a business-

friendly community

Relationships with new industries that show synergies with existing, emerging and developing

industry.



End Date


Office of the CAO

CE-004.1 Economic Development Initiatives

In 2015 Council approved the development of a Target Sector Study & Marketing Plan. The study provided an analysis of our local economy and opportunities for investment attraction that would lead to growth of our non-residential tax base, as well as diversity the local economy with additional jobs, products and services. The study was presented to Council in September 2015 and was accepted for information. The following five key development opportunities emerged from the analysis. In many cases these opportunities are related to each other and their development will serve to reinforce the assets or qualities that draw residents and businesses to the community:

Support Activities for Energy and Extraction

Business and Professional Services

Health Care and Related Services

Local Food and Food Processing

Destination Shopping, Dining, Arts and Culture

Each of these targets is an existing or emerging sector with both immediate and long term prospects for development. In each case, Stony Plain faces competition from places in close proximity and/or more distant locations targeting similar niche

Jan 2016 Dec 2016


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End Date

opportunities, which needs to be considered in the approach. The study has provided a multi-year (2016 2020) marketing plan with recommendations for each target sector. The budget request will provide the necessary resources to begin the implementation of this study.

We Commit To:

Increasing awareness of the unique advantages our community offers potential investors and how to

align our efforts with regional economic initiatives.


A business sector analysis with recommendations to attract new and diverse business

opportunities to the community

Recommendations on regulatory processes, fees and taxes to maintain a competitive and

attractive climate for investment

Partnerships with local developers that market the community.

We Commit To:

Active pursuit of opportunities that support and match our priorities for a vibrant downtown core,

institutional development including, post-secondary opportunities, and cultural economy.

A decision on moving forward the Downtown Redevelopment Plan

Partnerships with local organizations such as Stony Plain & District Chamber of Commerce,

Community Futures Capital Region, and Norquest College that support and facilitate local

business vitality.


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ENVIRONMENTALLY RESPONSIBLE

We Commit To:

Protect and manage our environmental impact by actively pursuing an integrated approach to our

operations.


Alignment of current development and building standards with the municipalitys

environmental initiatives.

A tool to monitor the municipalitys current environmental initiatives and determine

opportunities for enhancement and partnerships with the community

A database for brownfield development

Completion of Partners for Climate Protection: Milestone 5 which assesses the municipalitys

current environmental initiatives and provides direction for future initiatives.

We Commit To:

Working with the community to expand the reach of our efforts through education, programming and

service provisions that support a greener way of living.


Educational programming and promotion that progresses the towns environmental

initiatives.

Increased awareness of the towns water conservation programming, including the toilet

rebate program and home water kits

Enhanced inventory of community gardens

We Commit To:

The health of our natural environment and plan our growth and delivery of services to preserve and

support air quality, reduced greenhouse gas emissions, and efficient use of land, energy and water.


Implementation of development standards that require infrastructure to support multi-unit

waste collection.

Implementation of a water conservation study to support awareness building and educational

opportunities


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Feasibility study in collaboration with the City of Spruce Grove and Parkland County for an

organic processing facility.

Support for dark skies and mitigation of unwanted light through corporate principles in

subdivision design and operations.


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DEPARTMENT BUSINESS PLANS

Overview

The Department Business Plans reflect the activities of departments within the Town that help to fulfill

the Towns Strategic Plan and move the Town forward with effective operational services. The

operational services are guided by service delivery expectations within the Town and include

departmental operating and capital initiatives as well as service changes proposed for 2016, 2017 and

2018.

The department business plans are organized into four main departments: Office of the Chief

Administrative Officer (OCAO), Corporate Services (CS), Community and Protective Services (CAPS) and

Planning & Infrastructure (P&I).

The Office of the CAO is led by the Town Manager and oversees the Corporate Office including the

functional areas of Economic Development, Culture and Corporate Communications.

Corporate Services, Community & Protective Services and Planning & Infrastructure are led by general

managers with managers and supervisors overseeing the operations of sections within the departments.

Each department business plan includes the following components: identity statement; organizational

chart; full time equivalent (FTE) staffing summary; service changes; departmental operating and capital

initiatives and the fiscal plan.

Organizational Chart

The organizational charts represent the internal reporting structure of each department or section and

correlate to the FTE staffing summaries. The charts are not intended to reflect the level of authority and

accountability of each position or working relationships with third party agencies in the delivery of

services.

Positions that are proposed for 2016 - 2018 are reflected on the organizational charts in shaded boxes

and include the position name with the year they are proposed.


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The following is the organizational structure of the Town:

Residents of Stony Plain

Town Council

Office of the CAO - Town Manager

Corporate Services

Financial Services

Legislative Services

Technology Services

Human Resource Services

Procurment & Assurance


Community Services Programming

Facilities

Fire Services

Enforcement Services

Golf Course


Planning

Engineering

Operations

Building Inspection


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Identity Statement

The identity statement for each department was developed by the employees in that department during

the business planning process. The statements are intended to reflect the purpose for which the

department exists and the work they carry out on behalf of the Town.

Staffing Summary

The staffing complement associated with the delivery of services within each department is identified.

Staffing is expressed as Full Time Equivalents (FTE). The staffing summaries for each department include

proposed FTEs for 2016 2018. The Town of Stony Plain Full Time Equivalent per 1,000 residents is still

well under other municipalities in the province.

Analysis of Employees to Population - 2013

2013 2013 Population Employees/

Municipality Population FTEs per employee 1000 Pop

Devon 6,510 47 139 7.22

Morinville 8,569 63 136 7.35

Edson 8,646 64 135 7.40

Hinton 9,640 105 92 10.89

Yellowhead County 10,469 77 136 7.36

Lacombe 11,707 120 98 10.25

Wetaskiwin 12,525 107 117 8.54

High River 12,920 126 103 9.75

Brooks 13,676 91 150 6.65

Cold Lake 14,400 108 133 7.50

Beaumont 14,916 107 139 7.17

Stony Plain 15,051 95 158 6.31

Camrose 17,286 182 95 10.53

Cochrane 18,750 141 133 7.52

Okotoks 26,319 156 169 5.93

Leduc 27,241 252 108 9.25

Spruce Grove 27,875 218 128 7.82

Parkland County 30,568 209 146 6.84

Airdrie 49,560 315 157 6.36

Medicine Hat 61,180 1,074 57 17.55

St. Albert 61,466 585 105 9.52

Lethbridge 90,417 1,178 77 13.03

Strathcona County 92,490 1,319 70 14.26

Wood Buffalo 116,407 1,196 97 10.27

AVERAGE 119.94 8.97


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From the Alberta Municipal Affairs website

http://www.municipalaffairs.alberta.ca/mc_municipal_profiles the latest statistics available are for

2014. The chart shows that the Town of Stony Plain has the second lowest staffing while being number

12 of 24 population wise.

In 2013, the Town of Stony Plain had 6.31 employees for every 1,000 population or stated another way,

every employee potentially served 158 residents. At todays population of 16, 127 and the FTE

employees of approximately 103.50, the population per employee shifted to 156 and there are 6.42

employees for every 1,000 population. The following chart shows the Town of Stony Plain Results in

comparison to the overall averages:

Population per employee

Employees/1,000 population

Stony Plain - 2013 158 6.31

Stony Plain 2015 156 6.42

2013 Average of municipalities under 20,000 population

126 8.18

2013 Average of entire sample 120 8.97

To come to the average of all municipalities under 20,000 population, the Town would have to add 1.86

employees for every 1,000 residents. This amounts to 30 FTE. (1.86 x 16.127).


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The following schedule shows the proposed FTEs for the 2016 2018 Fiscal Plan years.

Proposed Position 2016 2017 2018 Office of the CAO Manager of Gov. Relations & Strategic Initiatives 1.0 Economic Development Assistant 1.0 Cultural Development Assistant 1.0 Corporate Services Payroll clerk from time to full time .5 Accounts Clerk 1.0 GIS Coordinator (July start) .5 .5 Staff Development Coordinator 1.0 Corporate Planner 1.0 FOIP Coordinator 1.0 Human Resources Administrative Assistant 1.0 Procurement & Assurance Clerk 1.0 Community & Protective Services Firefighter 1.0 Community Peace Officer 1.0 Community Services Program Manager 1.0 Operator I Facilities 2.0 Community Services Program Coordinator 1.0 Facilities Coordinator 1.0 Planning & Infrastructure Apprentice Mechanic Small Fleet 1.0 Operator I Roads 1.0 Integrated Pest Management Operator 1.0 Proposed Annual Increase in FTEs 5.0 9.5 6.0


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The following table is a summary of the total FTEs, including proposed positions for 2016 2018.

Approved 2015

Proposed 2016

Proposed 2017

Proposed 2018

Office of the CAO

Town Managers Office 2.0 2.0 3.0 3.0

Economic Development 1.0 1.0 1.0 2.0

Cultural Development 1.0 1.0 1.0 2.0

Corporate Communications 2.0 2.0 2.0 2.0

6.0 6.0 7.0 9.0

Corporate Services

General Managers Office 1.0 1.0 2.0 2.0

Financial Services 9.5 11.0 11.0 11.0

Legislative Services 3.6 3.6 4.6 4.6

Technology Services 3.0 3.5 4.0 4.0

Human Resource Services 3.0 3.0 4.0 5.0

Procurement & Assurance Services 1.0 1.0 1.0 2.0

21.1 23.1 26.6 28.6



Community Services Programming 2.83 3.83 3.83 3.83

Facilities 12.0 12.0 14.0 15.0

Fire Services 6.0 7.0 7.0 7.0

Enforcement Services 11.5 12.5 12.5 12.5

Golf Course 5.0 5.0 5.0 5.0

39.33 42.33 44.33 46.33


General Manager 1.0 1.0 1.0 1.0

Planning 7.0 7.0 7.0 7.0

Engineering 2.0 2.0 2.0 2.0

Operations 25.0 25.0 28.0 28.0

Building Inspection 2.0 2.0 2.0 2.0

37.0 37.0 40.0 40.0

Total Full Time Equivalents 103.43 108.43 117.93 123.93


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Departmental Initiatives and Service Changes

Department business plans include summaries of the departmental operating and capital initiatives,

service changes and staffing service changes that are proposed for 2016 and those planned for 2017 and

2018. Additional details of the initiatives and service changes are located in the New Initiatives and

Service Changes of this Corporate Plan document.

Fiscal Plan

The department fiscal plans include the status quo budget and revenue and expenses associated with

the delivery of services, new initiatives and service changes proposed in this corporate plan. The status

quo budget reflects the financial activities for the delivery of core services at current service levels and

current delivery methods. The following items are included in the status quo budget:

Growth related increases in materials and supplies

Growth related increases in repairs and maintenance

Capital lifecycle costs (capital lifecycle plans maintain and replace existing assets in their similar

form e.g. replacement vehicle, repaving etc.)

Inflation costs

Cost of Living adjustments

Performance based merit adjustments

Collective agreement costs

Items not included in the status quo budget:

Rate increases for taxes

Rate increases for utilities

Rate increases for other user fees

New staffing positions


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Office of the CAO

The Town Manager is responsible for the financial activities of the Office of the CAO.

2015 2016 2017 2018

Budget Budget Budget Budget

Revenue

Town Manager's Office - - - -

Corporate Communications - - - -

Economic Development 60,000 - - -

Promo 20,000 20,000 20,000 20,000

Cultural Development 39,500 - - -

Total 119,500 20,000 20,000 20,000

Expenditure

Office of the CAO 674,131 771,752 934,962 1,000,889

Corporate Communications 149,800 166,700 167,355 233,014

Economic Development 114,000 146,250 118,400 120,650

Promo 30,000 30,000 30,000 30,000

Cultural Development 377,967 404,833 409,502 421,249

Total 1,345,898 1,519,535 1,660,219 1,805,802

Surplus/Deficit

Office of the CAO (674,131) (771,752) (934,962) (1,000,889)

Corporate Communications (149,800) (166,700) (167,355) (233,014)

Economic Development (54,000) (146,250) (118,400) (120,650)

Promo (10,000) (10,000) (10,000) (10,000)

Cultural Development (338,467) (404,833) (409,502) (421,249)

Total (1,226,398) (1,499,535) (1,640,219) (1,785,802)


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Corporate Services

The General Manager of Corporate Services is responsible for the financial activities of this department.

2015 2016 2017 2018


Revenue

General Manager's Office - - - -

Financial Services 346,200 51,500 51,500 51,500

Legislative Services 225,880 - 28,800 -

Human Resource Services 44,500 69,000 31,700 44,700

Technology Services 30,000 80,000 - -

Total 646,580 200,500 112,000 96,200

Expenditure

General Manager's Office 279,482 286,390 377,557 418,089

Financial Services 1,430,417 1,240,078 1,447,352 1,308,883

Legislative Services 632,669 442,357 638,574 501,333

Human Resource Services 459,365 424,439 457,040 532,768

Technology Services 538,112 755,958 762,588 765,903

Total 3,340,045 3,149,222 3,683,111 3,526,976

Surplus/Deficit

General Manager's Office (279,482) (286,390) (377,557) (418,089)

Financial Services (1,084,217) (1,188,578) (1,395,852) (1,257,383)

Legislative Services (406,789) (442,357) (609,774) (501,333)

Human Resource Services (414,865) (355,439) (425,340) (488,068)

Technology Services (508,112) (675,958) (762,588) (765,903)

Total (2,693,465) (2,948,722) (3,571,111) (3,430,776)


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Community and Protective Services

The General Manager of Community and Protective Services is responsible for the financial activities of

this department.

2015 2016 2017 2018

Revenue Budget Budget Budget Budget


Programming 100,000 97,000 97,000 97,000

Community Services Capital 13,064,173 90,000 300,000 175,000

Programming Capital - 80,000 - -

Facilities 663,930 626,974 626,974 676,974

Fire Services 845,322 303,600 222,600 222,600

Fire Services Capital - 65,000 100,000 100,000

Municipal Enforcement 85,229 93,000 78,000 78,000

Municipal Enforcement Capital - 70,000 - -

Golf Course 1,709,771 1,637,300 1,642,300 1,642,300

Golf course Capital 77,500 15,000 - -

Municipal Policing 2,025,260 2,624,285 2,114,260 2,024,260

Total 18,886,185 5,992,159 5,386,134 5,221,134

Expenditure

General Manager's Office 2,498,832 2,403,671 2,424,832 2,473,817

Programming 321,546 426,825 438,979 513,223

Community Services Capital 13,164,157 90,000 300,000 675,000

Programming Capital - 80,000 - -

Facilities 2,456,269 2,812,903 3,199,619 3,239,389

Fire Services 2,360,785 1,928,908 2,114,726 2,008,785

Fire Services Capital - 65,000 100,000 100,000

Municipal Enforcement 584,501 702,254 709,678 725,791

Municipal Enforcement Capital - 70,000 - -

Golf Course 1,900,094 1,888,829 1,992,333 1,967,411

Golf course Capital 77,500 15,000 - -

Municipal Policing 3,942,602 4,563,903 4,925,169 4,928,365

Total 27,306,286 15,047,293 16,205,336 16,631,781

Surplus/Deficit

General Manager's Office (2,183,832) (2,113,671) (2,219,832) (2,268,817)

Community Services Programming (221,546) (329,825) (341,979) (416,223)

Community Services Capital (99,984) - - (500,000)

Programming Capital - - - -

Facilities (1,792,339) (2,185,929) (2,572,645) (2,562,415)

Fire Services (1,515,463) (1,625,308) (1,892,126) (1,786,185)

Fire Services Capital - - - -

Municipal Enforcement Services (499,272) (609,254) (631,678) (647,791)

Municipal Enforcement Capital - - - -

Golf Course (190,323) (251,529) (350,033) (325,111)

Golf course Capital - - - -

Municipal Policing (1,917,342) (1,939,618) (2,810,909) (2,904,105)

Total (8,420,101) (9,055,134) (10,819,202) (11,410,647)


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The General Manager of Planning & Infrastructure is responsible for the financial activities of this

department.

2015 2016 2017 2018


Revenue


Planning Capital 4,274,173 15,960,000 18,284,294 5,448,995

Engineering - - - -

Operations 9,293,758 10,117,220 10,977,587 11,298,794

Operations Capital 607,000 527,500 345,000 597,000

Building Inspection - - - -

Total 15,171,247 27,385,170 30,343,831 18,033,439

Expenses

General Manager's Office 1,828,491 1,719,017 2,137,983 2,146,005

Planning Capital 4,274,173 15,960,000 22,659,101 5,448,995

Engineering - - - -

Operations 17,047,839 18,827,480 20,824,029 21,925,695

Operations Capital 607,000 527,500 520,000 922,000


Total 23,757,503 37,033,997 46,141,113 30,442,695

Surplus/Deficit

General Manager's Office (832,175) (938,567) (1,401,033) (1,457,355)

Planning Capital - - (4,374,807) -

Engineering - - - -

Operations (7,754,081) (8,710,260) (9,846,442) (10,626,901)

Operations Capital - - (175,000) (325,000)


Total (8,586,256) (9,648,827) (15,797,282) (12,409,256)

Department Business Plans

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Department Summaries

Office of the CAO

The Chief Administrators Office is led by the Town Manager and comprises the functions of:

Economic Development

Cultural Development

Corporate Communications

Executive support for Mayor and Council

Identity Statement

The Office of the Chief Administrative Officer is a team of creative, enthusiastic and respectful leaders,

who anticipate, collaborate, and innovate.


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Full Time Equivalent Staffing Summary

Approved 2015

Proposed 2016

Proposed 2017

Proposed 2018

Town Managers Office 2.0 2.0 3.0 3.0

Economic Development 1.0 1.0 1.0 2.0

Cultural Development 1.0 1.0 1.0 2.0

Corporate Communications 2.0 2.0 2.0 2.0

6.0 6.0 7.0 9.0

Town Manager

Manager of Government Relations & Strategic

Initiatives (2017)

Economic Development Officer

Economic Development Assistant (2018)

Cultural Development Officer

Cultural Development Assistant (2018)

Corporate Communications Officer

Corporate Communications Assistant

Executive Assistant


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Department Initiatives and Service Changes

Category Name Executive Summary Start Date End Date Department Operating

DP-018.1 Economic Development Strategic Plan Update

In 2012 Council approved the implementation of the Economic Development Strategy and Action Plan. This strategy provided a strong foundation and focus for economic development services. Since 2012, the strategy has been diligently implemented through administration, with guidance from the Growth and Commerce Committee, Council and community stakeholders. With an update of the Economic Development Strategic Plan in 2016, there is further opportunity to strengthen and build on the goals and outcomes of this key element of the Town services.

Jan 2016 Dec 2016

Service Changes Staffing

SCS-046.1 Manager of Government Relations & Strategic Initiatives

This position would report to the CAO and oversee the economic development, cultural development and communication functions. The growth of the community and maturation of the organization requires a greater focus on advocacy and policy development with other orders of government and our municipal partners at the sub-regional and regional basis. This position will provide leadership to the function areas within the OCAO, working with staff to create and implement functional strategies and work plans. The position will guide, support and implement the government relations and advocacy function of the organization flowing from direction of Council and CAO. The position will also play a key role in leading or supporting projects and initiatives deemed strategic and/or corporately significant. This service change will ensure clear support and leadership for high profile initiatives and function areas, furthering the Towns ability to implement key strategies and projects closely linked to the mid-term goals of Council and the long term vision of the community.

Jan 2017

Department Operating

DP-029.1 Website Redesign

The Towns website continues to be a vital tool in getting key messaging out to the residents of Stony Plain. Improving the Towns website is crucial to the Towns commitment to engaging with the public.

Jan 2018 Dec 2018


SCS-049.1 Economic Development Assistant

This service change is to create an additional full time person that reflects the increasing role of economic development services for the Town of Stony Plain. Economic Opportunity is one of the five themes of the Town of Stony Plain Strategic Plan 2015 2017. With the implementation of the 2012 Economic Development Strategy & Action Plan, the role of this area will continue to expand in an effort to generate commercial and industrial development.

Jan 2018


SCS-050.1 Cultural Development Assistant

This service change is to create an additional full time position that reflect the increasing role of cultural development services for the Town. Cultural development remains a key priority for the Town and clearly links to the community

Jan 2018


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development that is a significant aspect of Uniquely Stony Plain. Consideration of the implementation of the Cultural Master Plan and a required update to this plan will continue to require dedicated resources above what is currently available. This position will further support ongoing tourism related initiatives that currently reside in this function.


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Corporate Services

Corporate Services is led by the General Manager of Corporate Services and encompasses the following

functions:

Financial Services

Legislative Services

Human Resource Services

Technology Services

Procurement and Assurance Services

Identity Statement

Corporate Services exists to provide excellence in internal

and external customer service. Alignment with the strategic

priorities of the organization is fundamental to our success.

Municipal best practices are delivered with a focus on

legislative compliance, integrity and financial responsibility.

Excellent service is made possible through collaboration

and future capacity building.

From this identity statement the following objectives can be

determined which guide the work of all functional areas:

Excellence in Customer Service

Strategic Alignment

Progressive and Responsible Practices

Collaboration

Continuous Personnel Development


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General Manager of Corporate Services

Manager of Financial Services

Financial Accounting Supervisor

Property Tax Clerk

Utilities Clerk

Accounts Payable

Clerk

Accounting Clerk (2016)

Customer Serivice Clerk (2)

Accountant (2)

Payroll Clerk (.5) Changing to full time in 2016

Manager of Legislative Services

Legislative Coordinator

FOIP Coordinator (2017)

Legislative Clerk

Corporate Recording Secretary (.6)

Manager of Human Resource Services

Human Resources Coordinator

Occupational Health & Safety Coordinator

Staff Development Coordinator (2017)

Human Resources Administrative Assistant

(2018)

Manager of Technology Services

Technology Services Coordinator

GIS Technologist (mid 2016)

IT Technician

Procurement & Assurance Coordinator

Procurement & Assurance Clerk (2018)

Corporate Planner (2017)


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Full time Equivalent Staffing Summary

Approved 2015

Proposed 2016

Proposed 2017

Proposed 2018


Financial Services 9.5 11.0 11.0 11.0

Legislative Services 3.6 3.6 4.6 4.6

Technology Services 3.0 3.5 4.0 4.0

Human Resource Services 3.0 3.0 4.0 5.0

Procurement & Assurance Services 1.0 1.0 1.0 2.0

21.1 23.1 26.6 28.6



DP-016.1 Business Continuity and Disaster Recovery

In an effort to maintain an expected level of service to the residents, members of Council and to staff in the event of a catastrophic failure to our systems, the Town of Stony Plain should purchase an appliance that would replicate all Town data to an offsite location. Current business best practice dictates that all corporate data should be housed offsite at a location not less than 50 km from the epicenter of the main data store.

Jan 2016 Dec 2016


DP-017.1 Lotus Notes to Microsoft Exchange Migration

As the industry leader for email systems, Microsoft Exchange offers multiple benefits and therefore should be considered as an alternative to our existing Lotus environment. Offering easier management and control, integration with Active Directory (works as a single sign on between our network and other software), integration with other programs used by the Town, and finally simplified connectivity to the smartphones using ActiveSync. The Town would capitalize on these benefits and could see the end user experience enhanced due to familiarity.

Jan 2016 Dec 2016


SCS-037.1 Additional .5 FTE Payroll Clerk

This service change initiative involves increasing the hours of the payroll position to reflect the increase in the staffing of the Town of Stony Plain. As per the consultants report: The Path Forward (2015 and Beyond) An Introspective Exercise commissioned by the Town Manager and the Director of Corporate Services in early 2015, it was indicated that the payroll clerk should shift from half time to full time to maintain a ratio of one payroll staff member to every 100 150 permanent employees. This addition will be a job share situation to facilitate built in back up for absences etc.

Jan 2016

Service Changes

SCS-038.1 Accounts Clerk

An Accounts Clerk position is required to provide assistance to the Utilities Clerk and Tax Clerk

Jan 2016


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Category Name Executive Summary Start Date End Date Staffing positions to ensure that customer service levels are

maintained. This position is funded 50% by the Utilities portion of the budget and 50% by the General Tax Base.


SCS-039.1 GIS Coordinator

The Towns Geographic Information System (GIS) has taken a back seat to other priorities for the Town. While the GIS has now been introduced to certain departments; Corporate Services, Planning & Infrastructure and Community & Protective Services, only select individuals can either access, manipulate or view mapping information. The hiring of a GIS Coordinator would ensure that continued development and distribution of GIS would occur and information would be available to all internal and external clients.

Jul 2016

Capital CAP-061.1 Meeting Room Upgrade AV Golf Course

Part of the work of the Technology Replacement Team was to identify any needs or requirements that are currently not being served by the Town. One of the items identified was that use of Smart technology within our meeting rooms and the enhancement of the conference aspect of meeting rooms. This project would bring enhancement to the Golf Course Banquet Room.

Jan 2016 Feb 2016

Capital CAP-063.1 Meeting Room Upgrade - AV Fire Hall

Part of the work of the Technology Replacement Team was to identify any needs or requirements that are currently not being served by the Town. One of the items identified was that use of Smart technology within our meeting rooms and the enhancement of the conference aspect of meeting rooms. This project would bring enhancement to the Chief Dan Badry Training Room.

Jan 2016 Feb 2016

Capital CAP-064.1 Meeting Room Upgrade - AV Public Works

Part of the work of the Technology Replacement Team was to identify any needs or requirements that are currently not being served by the Town. One of the items identified was that use of Smart technology within our meeting rooms and the enhancement of the conference aspect of meeting rooms. This project would bring enhancement to the Annex Training Room.

Jan 2016 Feb 2016


DP-019.1 Capture of Corporate Images Project

This project involves the scanning and categorization of all corporate images, whether archive or current, for the purpose of record capture and easy search capability for use in Town documents, etc. This project will be a one-time contract that will facilitate images being readily available for users throughout the organization for Town-sanctioned projects. The current system of housing images on a regular computer drive does not allow for easy search capability or security of images. The Town has already experienced a corruption and loss of several images due to a virus on a staff computer. Capturing all images within the information management program and creating search indexes that will allow for easy selection of photos for projects will preserve these images and save staff time.

Jan 2017 Dec 2017


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DP-020.1 Digitalization of Subdivision Files

The project involves the scanning and indexing of Planning & Infrastructure subdivision files that were relocated to the Town Office vault from the upstairs file room. These records were moved because additional workspace was needed on the second floor and, as a result, the upstairs file room was repurposed. This project will be a one-time contract that will facilitate records being readily available for users throughout the organization, especially the Planning & Infrastructure staff.

Jan 2017 Dec 2017


DP-021.1 Digitalization of Public Works Files

This project involves the scanning, indexing and viewing of Public Works files such as maps, drawings and multi-media (ie. Videos) records. This project could be broken into manageable steps using a contracted service. One step is digitalization of these records for the purposes of business continuity, identification of important Town infrastructure, readily accessible information for users throughout the organization, especially Operations staff when completing repairs. Another step is to make the information that is on various multi-media readable regardless of type of medium and format.

Jan 2017 Dec 2017


DP-023.1 Planning Modules for ERP system

The addition of three modules to the Towns Enterprise Resource Planning software (Bellamy) will enhance the information available to the organization by using a system that is integrated with the planning processes. This allows for the sharing of data, and for the opportunity to build more effective reporting and planning capacity for the organization. The modules being considered are the Building Permits Module, the Planning Module and the Mobile Inspections Module.

Jan 2017


SCS-040.1 Staff Development Coordinator

The purpose of this position is strategic in nature and encompasses the concept of Workforce Planning in preparation for the future demands of a growing community. This individual would be involved in the coordination of all development opportunities for staff from initial orientating and onboarding, through workplace training, to preparation for retirement. This position would work with the Manager of Human Resource Services and the Senior Leadership Team to create a base level of employee training for the organization that embraces strategic intent and corporate culture creation. This position is suggested in response to the Strategic Plan commitment statement and measure of success as follows: We commit to.Cultivate a strong organizational structure and processes to support effective and efficient service delivery.Meaningful people policies to support and invest in an engaged, productive and effective workforce. This position is also integral to fulfillment of the

Jan 2017


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Category Name Executive Summary Start Date End Date Human Resources Strategy 2015 2018.


SCS-044.1 FOIP Coordinator

This staffing initiative involves adding a FOIP Coordinator to respond to official Freedom of Information and Access to Privacy Act requests and to other information requests under the Legislative Services function. The number and magnitude of FOIP requests continues to increase with each business year.

Jan 2017


SCS-045.1 Corporate Planner

In 2015, the Town of Stony Plain introduced an enterprise wide Corporate Planning process. This process is being handled by the Corporate Services department. In order to give the process and the performance measures framework the attention it deserves and to allow the Director Corporate Services to participate in the process at the same level of exposure as the other Directors, a Corporate Planner is proposed for 2017. The timing of this service change for staffing will allow the Corporate Planning process to run for two full years and will allow the Corporate Planner to participate in the development of the Performance Measures Framework. This position will facilitate the Strategic Planning sessions with Council, the Business Planning sessions with Administration, the Corporate Planning prioritization process etc. This individual could also network with planners from other municipal environments to work on joint planning processes for the community. The Corporate Planner would work closely with the Finance area to facilitate development of the planning documents. The Corporate Planner would take the lead role on the Corporate Plan and the Finance area would take the lead on the Fiscal Plan.

Jan 2017


SCS-053.1 Human Resources Administrative Assistant

This position is proposed to provide administrative support to the Manager and three coordinators in the Human Resource Services functional team.

Jan 2018

Service Changes - Staffing

SCS-054.1 Procurement & Assurance Clerk

This position is proposed to provide support to the Procurement & Assurance Coordinator for the procurement, insurance and risk management activities of the organization.

Jan 2018


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Community & Protective Services is led by the General Manager of Community & Protective Services

and encompasses the following functions:

Community Services

Facilities

Fire Services

Municipal Enforcement

RCMP liaison

Golf Course

Handi Bus

Identity Statement

A diverse, progressive and dedicated team

committed to the delivery of quality, safe and

efficient programs and services that meet the

growing needs of our community.


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General Manager of Community & Protective

Services

Program Manager (2016) Community Services

Coordinator - one more to be added in 2018

Administrative Assistant

Facilities Manager

Facilities Coordinator - one more to be added in 2018

Pool Manager

Operator II - Arena/Sportsfields

Operator I (3)

Operator II - Projects/Special Events

Operator I (4)- two more to be added in 2017

Fire Chief

Deputy Fire Chief (2)

Fire Fighter (3) one more to be added in 2016

Volunteers (40)

Peace Officer Supervisor

Peace Officers (3) one more to be added in 2016

Municipal Enforcement Clerk

Clubhouse Manager

Pro Shop Manager

Golf Course Superintendent

Assistant Superintendent

Shop Mechanic

Handi Bus Dispatcher Drivers (.83)


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Full time Equivalent Staffing Summary

Approved 2015

Proposed 2016

Proposed 2017

Proposed 2018


Community Services Programming 2.83 3.83 3.83 4.83

Facilities 12.0 12.0 14.0 15.0

Fire Services 6.0 7.0 7.0 7.0

Municipal Enforcement Services 5.0 6.0 6.0 6.0

Golf Course 5.0 5.0 5.0 5.0

Municipal Policing Staff (incl .5 Criminal Analyst) Currently Report to Federal Govt. supervisor

6.5 6.5 6.5 6.5

39.33 42.33 44.33 46.33



DP-014.1 Regional Recreation Indoor Facility Study Rewrite

In 2008 the completion of a Regional Recreation Indoor Facility Study was completed and tabled with the Tri-Municipal Councils. The study was completed by RC Strategies and provided input for the future development of indoor recreation and culture facilities. Regional municipal partners have agreed that a rewrite of the document is required as regional priorities continue to grow.

Jan 2016 Dec 2016


DP-015.1 Rotary Park Master Plan

Rotary Park is the gateway to the community. The park is in need of a modernization and improvement plan. The park is a well-used asset and has the potential to provide enhanced service to the community.

Jan 2016 Dec 2016

Service Change Staffing

SCS-034.1 Firefighter

The Stony Plain Fire Department (SPFD) has been built on the hard work and dedication of our Paid on Call (POC) firefighters. As a customer service focused organization, which strives satisfy the needs of internal and external clients, the system has served the community well. Today with increased demands for service, training and safety requirements; the system has some strain. Another full time fire fighter would balance the crew system and ensure minimum staffing of 5 responders during the daytime hours when POC responders are limited. The goal of adding FT staff at regular intervals is not to replace the current POC system but to enhance and provide relief to the POC firefighters during day time response. By taking some of the daytime load off of the current POC responders, it will allow them to extend their service careers by reducing potential burnout, thus maintaining the current composite department that serves the community today, while still guaranteeing sufficient number of firefighters to

Jan 2016


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Category Name Executive Summary Start Date End Date respond to increasing calls for service.


SCS-035.1 Community Peace Officer

This service change initiative involves increasing the Enforcement Services by one Community Peace Officer level 1 position. As a result of a meeting with the consultant currently conducting a review of the Community Services department, it was suggested a municipality this size should have 2 more Community Peace Officer than it currently employs.

Jan 2016


SCS-036.1 Community Services Program Manager

The delivery of program service by the Community Services department is increasing and demand for additional service will increase as the community grows in population. Efficiency of department activities will be improved with the addition of this new position. It will allow the department to increase the efficiency of the organizational management and provide a higher level of internal and external customer service

Jan 2016

Capital CAP-058.1 Enforcement Services Control Vehicle

The Town of Stony Plain is a growing community. Currently 4 officers are sharing 2 patrol vehicles, an additional vehicle will provide additional patrol coverage; will maintain at least 2 in service patrol vehicles (scheduled service, breakdowns). Included in the 2016 corporate planning is the addition of a Community Peace Officer Level 1 position. The additional position will require the purchase of a third patrol vehicle to support enforcement activities and provide operational efficiencies.

Jan 2016 Dec 2016

Capital CAP-062.1 Old Fire Hall Roof Replacement

In 2006, administration retained a consultant team to perform a condition report of the Old Fire Hall and identify approximate cost estimates to upgrade the facility where deficient, dependent on future use. The original building was constructed in 1954. The existing building area is approximately 4,315 square feet. The roof structure is open web steel joists with a wood deck and minimal `strammit` type insulation, which provides minimal insulating value. At some point, additional blow in insulation was added to increase the R value of the roof structure. At that time a new metal roof was added to the building. At the time of the condition report, there was some water leakage at the penetrations through the metal roof. Many roof repairs have been undertaken in the ten years since the initial condition report. The roof is now beyond repair state and requires replacement.

Jan 2016 Dec 2016


SCS-047.1 and SCS 048.1 Operator I Facilities (2)

The addition of the events facility at Heritage Park will require additional staff resources to manage the maintenance and delivery of event services at the building. The facilities division of the Community and Protective Services department will expand their overall role with the maintenance of Town owned facilities

Jan 2017

Capital CAP-068.1 Stony Plain Fire Training

This project will see the creation of a fire training grounds for the Stony Plain Fire Department

Jan 2017 Dec 2017


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Category Name Executive Summary Start Date End Date Ground Phase I (SPFD). SPFD strives to meet and maintain NFPA

1001 standards: currently at 67% compliance. Currently training is done through an agreement with Parkland County Fire Services (PCFS). The County Services Building has a small area dedicated to fire training with props and a smoke house trailer that we use on a regular basis. PCFS is moving its training operations to the Acheson Fire Hall. This increases travel distance and response times. The department has grown to a level where training grounds are a necessity to maintain current skills and develop new ones. This will ensure that the department is able to deliver the highest and safest level of response to our residents. Phase one is for site preparation and grading, installation of a water line, compaction, gravel, paving, roadway access and portable washroom facilities.


SCS-051.1 Community Services Program Coordinator

The Town plays an active role in the delivery of programs to the community. The current program delivery is event based. In the next two years the department is trending to providing more direct programs to meet community needs. An additional FTE will meet the planning and programming service levels anticipated in 2018.

Jan 2018


SCS-052.1 Facilities Coordinator

The Community and Protective Services departments facilities branch will be assuming the maintenance management of all Town owned buildings in the next two (2) years. Two (2) facility operations teams will be developed with separate areas of focus, facility operations and events and projects. An additional Facilities Coordinator position will lead one (1) of the two (2) operations teams.

Jan 2018

Capital CAP-073.1 Stony Plain Fire Training Ground Phase II

This project will see the continuation from Phase I of the project. Phase two is for additional training equipment, fencing, concrete, mobile home; seas can storage and VE pad.

Jan 2018 Dec 2018

Capital CAP-074.1 Glenn Hall Parking Lot Paving

This project will add asphalt to the gravel parking area of the Glenn Hall Arena. The asphalt surface will improve the drainage of the site, improve the customer experience during wet weather and assist with the cleanliness of the building and integrity of the ice and flooring surfaces. The addition of asphalt will also assist with the maintenance of dust and debris during the summer season improving the cleanliness of the surrounding residential area and ball diamond complex.

Jan 2018 Dec 2018


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Planning & Infrastructure is led by the General Manager of Planning & Infrastructure and encompasses

the following functions:

Municipal Planning

Engineering

Operations

Identity Statement

Our Department wants to be:

Forward thinking and masters of change, both in terms of

the communitys physical growth and development as well

as in our professional environment.

Problem solvers who are able to evaluate, provide options,

formulate recommendations and promptly make decisions.

The model of a collaborative, respectful and safe group,

known for consistency, integrity and reliability. We take

pride in our work and enjoy what we do.

Mindful of employee health and welfare as well as

providing training and education.

The purpose of the Planning and Infrastructure Department is:

To protect the public interest while guiding and facilitating

the physical and social development and maintenance of

the community.

To provide meaningful and appropriate customer service

for both co-workers and external customers. We strive to

do this through the provision of public education.

To be process managers who develop efficient systems

and procedures for core competencies.


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General Manager of Planning & Infrasrtructure

Manager of Planning

Senior Development Officer

Development Officer

Planning & Development Coordinator

Administrative Assistant

Reception Clerical

Sustainability Planner

Manager of Engineering Engineering Technician

Manager of Operations

Operations Supervisor Utilities/Roads

Operator II

HD Equipment Operator (4)

Utility Tech (6)

Operator I - Roads (2017)

Operatings Supervisor Parks/Horticulture

Operator II (2)

Operator I (5)

Recycle Center Staff (2)

Integrated Pest Managment Operator (2017)

HD Auto Mechanic (2) Apprentice Mechanic Small

Fleet (2017)

Administrative Assistant (2)

Senior Building Safety Codes Officer

Building Safety Codes Technician


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FTE Staff Summary

Approved 2015

Proposed 2016

Proposed 2017

Proposed 2018

General Manager 1.0 1.0 1.0 1.0

Planning 7.0 7.0 7.0 7.0

Engineering 2.0 2.0 2.0 2.0

Operations 25.0 25.0 28.0 28.0

Building Inspection 2.0 2.0 2.0 2.0

37.0 37.0 40.0 40.0


Category Name Executive Summary Start Date End Date Capital CAP-059.1 2016

Infrastructure Rehabilitation Project

The Town recognizes the need to protect the investment it has in its existing municipal infrastructure including storm and sanitary sewer systems, water main network, roads and sidewalks. The condition of these facilities deteriorates with age or cannot provide the capacity needed to adequately service the needs of the community. In 2010, the Town developed a 10 year Infrastructure Rehabilitation Program in order to prioritize repairs or replacement of the existing systems to maintain the acceptable level of service required. Since 2010, the program has been the basis for establishing the annual capital rehabilitation projects. The priorities that are identified in the 10 year Capital Program for 2016 are:

Asphalt surface overlay 44th

Avenue (43

rd Street to St. Andrews Drive)

Concrete Sidewalk curb and gutter - miscellaneous spot repairs on 44

th Ave.

Storm Sewer 44th

Avenue (43 St. to Whispering Waters Creek)

Sanitary Sewer 44th

Avenue (45th

Street to Whispering Waters )

Jan 2016 Dec 2016

Capital CAP-060.1 - Electronic Messaging Signage

This initiative seeks the purchase of two electronic messaging signs. The electronic message sign boards would be used to inform the public of various maintenance/operational activities requiring their cooperation or just for information.

Jan 2016 Dec 2016


DP-022.1 Urban Forestry Program

The urban forest is a key component of the infrastructure of a modern municipality. Trees are an asset that requires planning, maintenance, protection and investment. There are many trees on municipal property that are the responsibility of the municipality. The trees provide many benefits to the Town and the residents over a long period of time if they are maintained, protected and managed.

Jan 2017 Dec 2017


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Category Name Executive Summary Start Date End Date This initiative calls for the services of a consultant to develop and identify the resources needed for the start-up of an active system of professional management of the trees on public property within the Town of Stony Plain as well as a public education and awareness program. As with other assets, the urban forest requires that we first understand what we currently have, then determine a vision for where we want to go and identify actions and goals that will assist in getting to the vision. Finally, we will need to implement the actions through a service change in staffing in order to properly care for the urban forest of Stony Plain.


DP-024.1 Area Redevelopment Plan for Areas of Transition

The Municipal Development Plan identifies three Areas of Transition that need a plan that states the communitys future goals and objectives for the areas and will guide redevelopment decision-making and municipal investment in infrastructure. The Area Redevelopment Plan is a key to implementing the Municipal Development Plans policies regarding the future development of Stony Plain. The Areas of Transition have the oldest properties in Stony Plain that have the greatest potential for redevelopment. The Town will be faced with making decisions regarding the redevelopment of these properties increasingly over the next 20 years and will be required to re-invest in infrastructure and facilities to accommodate growth. The Area Redevelopment Plan will provide a broad plan for guiding decision-making regarding redevelopment of private land and investment in infrastructure and facilities so that the Town achieves the goals and vision set forth in the Uniquely Stony Plain Municipal Development Plan 2013 and the Strategic Plan 2015 2017.

Jan 2017 Dec 2017


DP-025.1 Glenn Hall Arena and Park Area Masterplan

This project would prepare a masterplan for the enhancement, improvements and expansion of the parks and recreation facilities on the Towns property on and around the Glenn Hall Arena, ball diamonds, curling rink, outdoor pool and spray park over the next 10-15 years.

Jan 2017 Dec 2017


DP-026.1 Work Flow Process

Eventually the Planning function of the department would like to offer online access to apply, pay for and receive building permits 24/7 through e-Permitting. Typically such a system offers:

Online access to apply, pay for and receive building permits 24/7

Automated inspection scheduling by phone or computer

Comprehensive permit tracking and data

Jan 2017 Dec 2017


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Category Name Executive Summary Start Date End Date collection

Electronic plan submission and review The most effective systems recognize the actual processes within the department which are unique to each organization. The purpose of this project is to identify and document the actual work flow and to provide an opportunity for staff to contribute to improving the process efficiencies. In the next phase, efficiencies are sought.


DP-027.1 Tri-Region Recycling Center Feasibility Study

This study would parallel the feasibility study reviewing a regional organic waste processing facility for the Tri-Region but for shared recycling center. The study would review the current situation for recycling collection in each of the three municipalities in the Tri Region and assess the feasibility of a single shared site to provide for the collection of recycling including costs associated with the current situation as well as any it may propose.

Jan 2017 Dec 2017


DP-028.1 TCA Background Data Collection

This corporate initiative includes the comprehensive assessment of the Towns existing infrastructure to coincide with the TCA, GIS and Bellamy data base systems. By forensically examining the existing assets the Town can have accurate up to date records on the condition/location and cost of the current infrastructure. This perpetually increases the accuracy and efficiency for the Town to execute a ten year capital plan by mitigating risk and maximizing return on capital value. With the background data collection the Town is now also able to prioritize infrastructure rehabilitation more effectively and have proper documentation to categorize to the applicable section.

Jan 2017 Dec 2017

Service Change

SC-033.1 Town Snow Dump Study

This service change initiative involves examining the feasibility of constructing a permanent engineered snow dump within the Town. With the Town growing at a fast pace geographically and density wise, it is time to look at a long term and environmentally sustainable approach. This study will include, but not limited to: key site design considerations, capacity, soil characteristics, grading, access, and potential melt water treatment solutions. Some other key considerations outlined will focus on: operations and maintenance, environmental monitoring and environmental remediation, if so required. The need for this study is warranted to make an educated decision on the feasibility of a snow dump site.

Jan 2017 Dec 2017


SCS-041.1 Integrated Pest Management Operator I

Integrated Pest Management is a system which seeks to balance policy and operational activities in an over-arching holistic manner in areas related to public space service delivery. A dedicated Public Works staff member is required

Jan 2017


48 | P a g e

Category Name Executive Summary Start Date End Date to conduct integrated pest management. As a specialist position, the duties would reflect the service delivery requirement for pest management, especially in the area of weed control, while working in tandem with the Parks and Horticulture crews. This position would also assume the enforcement role of Weed Inspector.


SCS-042.1 Apprentice Mechanic Small Fleet

Additional staff Is being requested for the function of Common Services. This function includes the operations of the mechanical shop. With the large inventory of equipment, two heavy duty mechanics are constantly performing repairs and maintenance on the heavy equipment and the regular maintenance and repair of small fleet is being delayed. What is being requested is a third/fourth year apprentice mechanic to perform work on the small fleet.

Jan 2017


SCS-043.1 Operator I Roads

Additional staff is being requested for the function of Roads. A recent survey of three municipalities of relative size in terms of population, Infrastructure inventory, number of dwellings and geographical area shows that the Towns Roads crew is below the average (six staff) of those municipalities.

Jan 2017

Capital CAP-065.1 Downtown Redevelopment Plan Phase I

The Downtown Redevelopment Plan is intended to address two areas of concern:

1. To replace the existing aging underground sewer and water system and the Town of Stony Plain has been working to gradually replace all of the sewer and water lines that service the Downtown area. Due to age, the existing pipes are undersized and in poor condition.

2. The importance of a strong business community and vibrant downtown has been recognized in the 2015 2017 Strategic Plan. In 2012 the Downtown Streetscape Master Plan proposed street and landscaping improvements on Main Street and the immediate surrounding ar

Proposed corporate plan

Documents

Transcript of Proposed corporate plan