Community Services

Strategic Plan 2018 - 2022

March 2018 Assisted by .

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Executive Summary

Red Deer County, Community Services, developed a Strategic Plan to guide programs, services and initiatives that will be provided and enabled by the department. A Community Needs Assessment Study conducted in 2017 recommended that the department’s existing Strategic Plan be updated. The Strategic Plan for 2018 – 2022 establishes strategies that will be implemented in the areas of recreation, culture, and volunteerism; family and community support services; open spaces; Seniors and affordable housing; library services; heritage; and transit.

An overview of the Strategic Plan is presented on the next page. Using the findings of the Community Needs Assessment Study, supplemented by reviews of the existing service system and policies, procedures, and bylaws, and information obtained about comparative municipalities, a set of goals, objectives and initiatives has been established for Community Services. These strategies are intended to improve the ability of Community Services to adopt an enhanced leadership role for providing and facilitating programs, services, and facilities and provide greater flexibility for the department to foster public benefit and value-added opportunities for residents. Key concepts of the Strategic Plan involve promoting and enabling healthy communities by improving the physical and mental health, sense of community, and safety and security of residents.

Historically, Community Services has worked with other organizations to ensure that County residents have access to programs, services and facilities. By working with over 80 partners, Community Services has facilitated opportunities for residents to be active; engaged with their neighbours; and have supports to cope with everyday living and challenges. Much of the assistance provided to partners has been through funding grants and programs and, in many cases, this approach has effectively addressed residents’ needs and expectations. Indeed, the Community Needs Assessment Study showed that a substantial segment of residents travel to urban municipalities such as Red Deer and Innisfail to access programs, services, and facilities that are funded by Community Services.

The department helps various organizations operating in the County that are principally volunteer-based (e.g. Recreation and Culture Boards, community halls and facilities, heritage groups, agricultural societies, etc.). Funding is provided to these organizations and, in some cases, Community Services contributes additional support to help them deliver or facilitate programs, services, and facilities for residents. Some of these organizations effectively manage or coordinate opportunities for residents. In other cases, however, the organizations are challenged due to lack of resources, limited capabilities, or inadequate facilities, which has resulted in service gaps throughout the County. While Community Services would like to provide additional assistance to these organizations, it is currently operating at capacity and is constrained to do more.

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Red Deer County, Community Services - Strategic Plan Overview

Current Influences Influences Key Community Needs Assessment Findings Role • Population changes – growth, Seniors, higher density • Different residents ‘needs/interests • Apprehensiveness among residents • More local opportunities/challenges accessing services in rural areas • Challenges to attract volunteers • Increased expectations of County Review of Service System

• County • Organizational• Programs, services,Approach/Structure and facilities Urban Municipalities • Recreation & Culture Boards provided ALMOST EXCLUSIVELY by • Service providers partners/stakeholders • Community Halls/Other Facilities • Agencies/Operators • Community Services (~5.5 FTE) • Sport Groups/Community Organizations • Policy, administration, and planning • Library Systems • Collaboration and funding • Facilitation Review of Policies, Procedures, Bylaws • FCSS services and programs Review of Comparative Municipalities

Strategy Future Influences Community Services’ Guiding Principles Role • Leadership • Collaboration • Responsiveness • Value-added • Adaptability • Accountability Public Benefit

Goals, Objectives and Initiatives

Goal - To improve availability of services to Red Deer County citizenry through enhanced leadership and responsiveness Organizational Approach/Structure

Objective - Foster facilities/programs/services in rural areas Objective - Improve funding, liaison, and engagement with • Programs, services and facilities provided by partners and stakeholders partners/stakeholders AND Community Services

Goal - To support availability of services through sustainable • Community Services (~7.5 FTE) and adaptive organization and structure • Policy, administration, and planning Objective - Align service system structure • Collaboration and funding Objective - Develop and enhance policies and procedures • Liaison/Advisory Objective – Align department organization/structure/system • Facilitation Establish - Develop new initiatives • More FCSS and Neighbourhood Services Enhance - Augment or expand existing initiatives programs and services Adjust - Change, improve, or discontinue existing • Recreation and culture services and programs Initiatives initiatives

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The situation above is compounded by changes that are occurring within the County (based on the findings of the Community Needs Assessment Study).

• The community’s population is growing and becoming more diverse (e.g. seniors, young adult residents and families seeking affordable housing and lifestyle choices) • Higher density population areas (e.g. Springbook and Gasoline Alley) are developing in the County • Residents’ interests are changing for services, programs, and facilities • Many older residents expect to live in their homes as long as possible, but are concerned about the age friendliness of the community • Recent residential transition in rural areas and urban outgrowth development has resulted in neighours being less likely to know, engage, and support each other • Older residents living in rural areas have experienced challenges accessing support services because of where they live • It is becoming more challenging for organizations to attract volunteers • Residents increasing expect the County to initiate, develop, and invest in programs, services, and facilities

The Strategic Plan sets out a course of action for Community Services to address the complexity of the above issues over the next five years. The following table summarizes the initiatives that have been developed in the strategic plan and when these initiatives are expected to be implemented.

1st or 2nd half of year 2018 2019 2020 2021 2022 Initiative 1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd Establish Develop, implement, and coordinate recreation programs within the County Enhance Develop, implement, and coordinate additional preventative and social support programs Enhance partnership with Parkland Library services in County • Spruce View Enhance • Benalto • Springbrook Adjust Evaluate the Development of a Springbrook community facility Adjust Establish a Trails Taskforce Adjust Implement a Regional Transit System Pilot Project Enhance Promote neighborhood services initiatives Establish Develop a long-term strategy for rural community halls Enhance Identify, develop, and coordinate volunteer supports Adjust Implement 3-year funding for support for Rural Community Facilities and Amenities Adjust Adjust funding opportunities to support Rural Community Facilities and Amenities Establish Develop a community outdoor rink program Establish Encourage partner municipalities to develop a Regional Recreation Strategy Adjust Adjust funding opportunities for Support to Cemeteries Adjust Adjust funding formulas for Support to Urban Municipalities

Enhance Develop a Springbrook Recreation and Culture Board Enhance Establish East and West Districts to facilitate and enhance service delivery Review Recreation and Culture Board functions Adjust • Recruitment of Recreation and Culture Board members Adjust Review Community Engagement Policy Establish Develop an Age Friendly Community Strategy Adjust Develop a Recreation and Culture Master Plan Establish Implement Accountability Framework Establish Develop a Partnership and Collaboration Policy Establish Develop and implement registration system Adjust Hire staff to accommodate programming, liaison, and consultation services

The initiatives in the Strategic Plan will result in change for Community Services in terms of how it operates and applies resources to ensure residents have access to programs, services, and facilities; particularly those that can be accessed within the County. Existing staff resources are fully employed and would not be able to effectively address the expectations of residents that

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are identified in the Community Needs Assessment Study and strategies presented in the Strategic Plan. As such, one existing position will be repurposed within the department to enable the development and support of service delivery initiatives. Two positions will be added to support facilitation and build greater capacity among rural organizations to address service gaps that exist within the County.

The following schedule reveals the implications of the Strategic Plan to the Community Services operating budget. For 2018, there is no change required to the existing approved budget. In 2019 and 2020, a 14% increase to the existing approved budgets is expected. Much of the increases are a result of initiatives related to Recreation Services, Library Services, Cemeteries, and Administration. Between 2021 and 2022, a 6% increase expected and further 2% is anticipated between 2021 and 2022.

2018 2019 2020 2021 2022 Strategic Plan Strategic Plan Strategic Plan Strategic Plan Approved Proposed Proposed Proposed Proposed Community Services Admin 654,795 655,851 675,851 775,851 925,851 FCSS 320,800 362,660 362,660 362,660 362,660 FCSS Cost share 134,479 134,479 134,479 135,000 135,000 Library Services 160,000 235,000 235,000 255,000 255,000 Recreation 2,558,464 3,174,210 3,214,210 3,414,201 3,414,201 Recreation Facilities 42,600 44,500 44,000 44,500 44,500 Cemetery 86,500 125,000 125,000 125,000 125,000 Total Community Services Budget 3,957,638 4,731,700 4,791,200 5,112,212 5,262,212 Total transportation Budget 1,446,669 1,446,669 1,446,469 1,446,469 1,446,469 Total Budget 5,404,307 6,178,369 6,169,069 6,558,681 6,708,681 Increase to Commmunity

Services Levy 0.600* 0.7360** 0.7250** 0.6640** 0.6880** An accountability% Increase from Approved framework has been developed to enable continuous development and improvementBudget of policies, priorities, and initiatives by14% Community 14%Services and its partners to % Change from Previous Year 14% 0% 6% 2% ensure* Actual that Mill qualityRate of life and community well-being are advanced to make Red Deer County a great** placeRates are tobased live, on assessment work, andthat can grow. vary significantly The Accountabilityyear to year. To calculate Framework 2021 and 2022 mill is rate highlighted the 2020 assessment in the values following vased on a prediction were used. figureIncludes and capital will contribution.be supported by processes that will involve objectives, tracking measures, benchmarkDoes not include measurements, revenue. analysis, and adjustments.

To improve availability of services to RDC citizenry through enhanced leadership and responsiveness • Foster facilities, programs, and services in rural communities • Improve funding, liaison, and engagement with partners and stakeholders

To support availability of services through sustainable and adaptive organization and structure • Align service system structure • Develop and enhance policies and procedures • Align department organization, structure, and systems

Contents

Executive Summary ...... i

Introduction ...... - 1 - Context and Influences ...... - 3 - Strategic Elements ...... - 6 - Areas of Responsibility ...... - 7 - Community Services Delivery System ...... - 7 - Role of Community Services ...... - 12 - Public Benefit ...... - 14 - Planning Goals, Objectives, and Initiatives ...... - 16 - Resource Requirements ...... - 26 - Accountability Framework ...... - 32 - Appendices

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Introduction

Red Deer County, Community Services developed a Strategic Plan that will guide services and initiatives provided by the department between 2018 and 2022.

Red Deer County is a growing community located in central Alberta. It has experienced considerable change in various areas such as aging population, immigration, urban development, and expanding industrial, commercial, and agricultural sectors. A Community Needs Assessment Study was conducted by Community Services in 2017 that identified key issues to address within Red Deer County in the areas of recreation, culture, volunteerism, open spaces, library services, preventative and social services, transit, and affordable housing.

A recommendation within the Community Needs Assessment Study was to review and update the Community Services Strategic Plan, which was first developed in 2006 to ensure that the department is organized to address changes that are occurring in the County. As such, a strategic planning process was undertaken by Community Services with the assistance of HarGroup Management Consultants Inc. The planning process was conducted in the 2017/18.

A following framework was established to guide the development of the Strategic Plan:

▪ Review Community Services Strategic Elements - Existing Strategic Elements (i.e. vision, guiding principle, mandate, mission, and approach) will be reviewed and updated for relevance, functionality, and inspiration.

▪ Review Role of Community Services in Service and Program Provision – Community development approaches (e.g. funding other organizations to operate facilities and deliver programs and services) primarily being used by Community Services will be re-examined to ensure residents’ needs are effectively being addressed throughout the County.

▪ Review Key Policies – Department policies that have guided Community Services for many years will be examined to ensure consistency with updated Strategic Elements.

▪ Identify Community Segments that would Benefit from Inclusive Programs, Services, and Projects – Initiatives will be considered for resident segments with specialized or emerging needs (e.g. seniors, economically challenged households, volunteers, children and youth, living alone, etc.) to ensure greater inclusiveness within the community.

▪ Review Service Levels Employed to Address Community Needs – Service levels applied within the community will be examined to determine if resources are adequate and effectively distributed to address residents’ needs throughout the County.

▪ Review Geographic Service Areas Used by Community Services – The role and expectations of the six Recreation and Culture Boards will be examined, and recommendations developed if changes are needed.

▪ Consider Implications of Intermunicipal Collaborative Framework on Community Services – The Municipal Government Act has recently been updated and emphasizes the development of intermunicipal collaboration frameworks (ICF) among regional communities. Implications of these ICFs will be considered within the planning process.

▪ Examine the Organizational Structure of Community Services – With anticipated changes to the role of the department and other opportunities advanced through the strategic planning process, it is expected that organizational resources and structure will need to be considered.

▪ Review Grant Programs, Processes, and Systems – Grant programs that support the development, enhancement, maintenance and operation of recreation and culture facilities community will be considered for improvements and, possibly, simplification of processes.

▪ Identify Specific Projects and Initiatives – Specific projects and initiatives will be identified for Community Services to undertake after the Strategic Plan has been developed.

▪ Identify Areas to Adopt Technology – Potential areas within Community Services that could benefit from technology adoption will be considered and identified.

▪ Assess Resource and Budget Implications of the Strategic Plan Initiatives – Resource and budget implications from initiatives within the Strategic Plan will be documented.

The remaining sections of this document present the Community Services Strategic Plan for 2018 to 2022. The cornerstone of this Strategic Plan are the strategic elements involving a vision, mandate, and guiding principles, which establishes an overall direction for the department. However, other key aspects of the Strategic Plan include the role of Community Services, objectives that are expected to result from implementation, and initiatives that will be employed over the timeframe of the Plan.

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Context and Influences

Various information has contributed to the development of objectives and initiatives that are presented in this Strategic Plan. Much of this information has been sourced from the Community Needs Assessment Study, which highlighted priorities, interests, and expectations for services among County residents. However, further research conducted for this Strategic Plan also contributed to the objectives and initiatives such as a review of policies, procedures, bylaws, and service levels; examination of the system that provides programs, services, and facilities to County residents; evaluation of the role that Community Services performs within the service system; and investigation of how other comparative municipalities serve their citizens.

The following summaries reveal some of the key factors that have contributed to the development of this Strategic Plan:

Red Deer County is experiencing increasing diversity in its population and residential development:

• The population has recently grown by 7% after Population Change having no change for approximately two decades. Change within Red • There is a growing senior citizens population within Change within Areas/Centres Deer County Population the community, which over the past five years has Community 2011 2016 % Change Change % Change Red Deer County 18,316 19,541 7 1,225 100 increased by 21%. Many of these seniors live in Benalto 175 177 1 2 0 rural areas of the community. Dickson 60 58 -3 -2 0 Lousana 46 58 26 12 1 • Higher density population areas are developing Markerville 42 45 7 3 0 Springbrook 1,079 1,507 40 428 35 within the County, such as Springbook and Spruce View 163 175 7 12 1 Gasoline Alley, typically attracting young adult Other areas (rural) 16,986 17,756 5 770 63 Source: Federal Census Data residents and families that are seeking affordable housing and lifestyle choice.

The interests among residents within the community are changing for services, programs, and facilities:

• Residents are attracted to the community by its country lifestyle, but they still enjoy accessing assets, resources, and employment opportunities from adjacent urban centres such as Red Deer. Nevertheless, there is an increasing desire among residents for more locally based recreation and culture opportunities such as fitness training and exercising, as well as outdoor pursuits that enable interaction with nature and experiences to enjoy the benefits of the rural setting and environment. • The development of trails and pathways in local areas or communities represents a key priority among County residents.

• With rural areas more likely to be comprised of older adults and higher density areas with young adults and families, there are differing needs and expectations for services depending on where residents live. • Comparative rural municipalities have evolved from simply employing community development approaches to providing direct service delivery for programs, services, and facilities.

Many older residents expect to live in their current residences into old age – “aging in place:”

• A lot of older residents expect to live in their homes as long as possible and have not considered other options for housing as they age. • In the Community Needs Assessment Study, some residents expressed concerns about the age friendliness of the community. • While the vast majority of residents currently have personal vehicles for their transportation needs, many expect they will need access to public transportation as they grow older. • There is uncertainty among some older residents regarding who will take over family operated farms as grown children have left the community to live in urban centres.

Changes in the community have fostered apprehensiveness among some County residents:

• While most residents agree there is a strong sense of community, about one in five do not. Recent residential transition in rural areas and urban outgrowth development in other areas has resulted in neighours being less likely to know and engage with each other. • The current economic situation has affected many residents who were attracted to affordable living options within the County, but struggle to cope with everyday living leading to stress, anxiety, loneliness, etc. • Older residents living in rural areas have experienced challenges accessing support services (e.g. home support, specialized transportation services, etc.) because of where they live.

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Residents increasingly expect the County to initiate, develop, and invest in programs, services, and facilities:

• Volunteer activities typically focus around current interests and needs such as community helping programs (health organizations, preventative and social support services, seniors organizations, etc.), places of worship, sport or recreation organizations, and schools/education programs. Residents may not have the capacity or capabilities to be involved in broad-based initiatives that would develop needed opportunities within the community. • Increasing demands and challenges among residents such as work commitments, travel between work and home, raising children, etc. impact the availability of volunteer resources; especially among younger adults with families. • Other comparative rural municipalities (e.g. Sturgeon County, County of Grande Prairie, Parkland, County, Leduc County, etc.) have invested in resources to delivery recreation and culture programs, trails and pathways, and facilities (e.g. community halls, outdoor rinks, sports fields, and recreation centres) in rural areas to address the needs and expectations of residents. The primary reasons for providing these programs is limited access and lack of capacity of partners to provide programs. • There is capacity within many community halls and, possibly, schools and current and potential library locations throughout the County to organize and deliver local programming.

Comparative Spending on Recreation and Culture in Rural Municipalities > 10,000 Population In addition, the following 2016 Municipal Operating Expenses table shows a comparison Total Rec and Rec and Culture Rec and Culture Total Municipal Culture Expenses % of Expenses Per of spending among rural Municipality Population Expenses Expenses Total Capita municipalities that have Sturgeon 20,495 $53.2 $1.5 3% $71 populations greater than Foothills 22,766 $49.5 $3.5 7% $145 10,000. The data reveal Red Deer 19,541 $74.7 $3.4 4% $170 Rocky View 39,407 $94.8 $7.9 7% $171 that Red Deer County Parkland 32,097 $77.0 $9.0 12% $278 spending on recreation and Leduc 13,780 $68.8 $5.4 8% $389 culture in 2016 was lower Grande Prairie 22,303 $87.6 $14.7 17% $660 than most other Average 24,341 $72.3 $6.3 8% $269 Notes: Expenses shown in millions of dollars municipalities. Source: Alberta Municipal Affairs

Other factors also contributed to the development of strategic initiatives1 that are presented in this Strategic Plan. For each initiative that has been developed, detailed explanations and evidence are provided in appendices. Some of the issues presented in these appendices reflect those that have been highlighted above, but for many there is further rationale offered.

1 Initiatives are presented in the section titled Planning Goals, Objectives and Initiatives.

Strategic Elements

A component of the planning process involved reviewing the Strategic Elements currently used by Community Services (previous Strategic Elements are presented in Appendix A). From this review, the following Strategic Elements were developed and provide a set of core values and ethnics to guide all policies, programs and services, and initiatives of Community Services. The foundation of these Strategic Elements is the overall vision of Red Deer County, which is “Red Deer County is a great place to live, work, and grow.”

Community Services Vision

Quality of life and community well-being are advanced through responsive, innovative, and collaborative policies, facilities, services, and programs that make Red Deer County a great place to live, work, and grow.

Community Services Guiding Principles

Leadership – To initiate, develop, and foster meaningful outcomes for human services in the community

Responsiveness – To actively engage and respond to community needs and values

Adaptability – To enable flexible and creative responses through a spectrum of integrated policies, services, and programs

Collaboration – To acknowledge, encourage, and support the value of staff, stakeholders, and partners in developing the social well-being of the community

Value-added – To develop and employ best practices that support and enable individuals, families, and communities to maximize their potential

Accountability – To be fiscally responsible and maximize the use and sustainability of community services

Community Services Mandate

The Community Services Department promotes and enables healthy communities through guidance, support, and involvement in the development and sustainability of facilities, services, programs, and projects that benefit Red Deer County residents.

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Areas of Responsibility

Over the past decade, Community Services has been involved in recreation, culture, volunteerism, open spaces, preventative and social services, library services, heritage, transit, and affordable housing. From time to time, there has been adjustments in the organization of the department, but for the most part these have been the primary areas of responsibility. Over the next five years, Community Services will organize its responsibilities and activities in a similar manner; however, a Seniors area of responsibility will be added to Affordable Housing to acknowledge the future need of seniors’ issues within the County.

Recreation, Open Spaces Seniors & Culture, Library (Parks and FCSS Heritage Transit Affordable Services New and Trails) Housing

Volunteerism

Recreation, Open Spaces Culture, Library Affordable (Parks and FCSS Heritage Transit and Services Housing Trails) Previous Volunteerism

The following summaries highlight the main activities within each of the areas of responsibility:

Recreation, Culture, and Volunteerism

Community Services encourages the development and delivery of recreation and culture programs, services, and facilities within and outside the County for access by residents. Based on the Community Needs Assessment study, residents participate in recreation and culture activities within the County, but also in communities such as Bowden, Delburne, Elnora, Innisfail, Penhold, Red Deer, and Sylvan Lake. Initiatives and funding activities undertaken by Community Services support the needs and expectations of residents.

Recreation and culture facilities and amenities are operated by community-based organizations within area hamlets (e.g. Benalto, Dickson, Lousana, Markerville, Springbrook, and Spruce View) and other rural areas. Community-based organizations are supported through capital and operational grants provided by Community Services. In addition, cost sharing agreements have been established with adjacent municipalities to ensure residents have access to additional recreation and culture opportunities.

Currently, there are 6 (six) Recreation and Culture Existing Red Deer Boards that promote the growth and development County Divisions of a wide range of recreation and culture services including the coordination of community and leadership development opportunities and the creation and support of recreational and cultural programs, services, and events of a varied nature for people of all ages in the area of the County under their control and expense. The map to the right shows the existing boundaries of the Recreation and Culture Boards.

Open Spaces

There are various parks and open spaces within the County that are available to residents such as 4 recreation areas (Joffre Bridge Day Use Area, Pine Lake Day Use Area, Ah-Soo-Wuh-Um Day Use Areas, Petro Beach/ Sylvan Lake Day Use Area, Taunton Hills/Pine Lake Day Use Area), sports fields in Springbrook and at community halls throughout the County, and campgrounds. The Community Needs Assessment Study has identified trails as a priority for development by residents.

Family and Community Support Services

The preventative and social support needs of Red Deer County residents are presently served through County and community-based organization programming within the region. Red Deer County is a municipal partner in the Red Deer & District FCSS Board, which funds agencies and initiatives that serve the needs of County residents. This partnership has been in place for over four decades.

Library Services

Red Deer County residents access library services through the Parkland Regional Library system of which the County has been a member since of 2001. The Parkland Regional Library system supports rural library locations situated within Red Deer County including Bowden, Delburne, Elnora, Innisfail, Penhold, Sylvan Lake, and the Spruce View Community Outlet.

Heritage

Heritage management is implemented to establish and maintain the County’s physical and cultural landscapes as outlined in the Heritage Management Plan.

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Transit and Public Transportation

Public transit service is available daily in specific regions of the County such as Gasoline Alley and the Hamlet of Springbrook. The service is provided through a partnership with the City of Red Deer (Red Deer Transit).

Action bus service is also provided to Springbrook and areas close to the City of Red Deer.

Seniors and Affordable Housing

Community Services works with community-based organizations that offer affordable housing opportunities in and around the Red Deer County area including seniors facilities. In recognition with the growing seniors population within the community, Community Services will encourage the development of programs, services, and facilities to support seniors living within the County.

Community Services Delivery System

Community Services ensures that residents have access to services, programs, and facilities by providing collaborative and direct programming in the County and working with partners that develop and deliver services to residents, whether in or outside the County. Within this Strategic Plan, there are strategies and initiatives presented that foster further opportunities for both collaborative and direct programming by Community Services.

Community Development

Historically, Community Services has primarily worked with other organizations to develop and deliver services to County residents. Community Services provides supports that enhance and build capacity for involvement and engagement of citizens and community-based organizations to initiate, develop, and administer programs, services, and facilities to the community. Basically, the County has collaborated and partnered with other organizations to ensure that residents have access to programs, services, and facilities; rather than delivering services directly to residents, especially in the area of recreation and culture. There are many benefits to using a community development approach in service delivery, particularly when there are other available service providers and a critical mass exists within the market to support sustainability. In a lot of cases, the community development approach relies heavily on volunteer support to initiate, develop, and administer opportunities for residents.

The following illustration shows the primary organizations for which Community Services collaborates and cooperates to ensure County residents have access to programs, services, and facities, as well as how these organizations relate to areas of responsibility.

Recreation, Open Spaces Seniors and Culture, Library (Parks and FCSS Affordable Heritage Transit and Services Trails) Housing Volunteerism

Municipalities, RDC Recreation Seniors Heritage Red Deer and Culture Boards, Community Red Deer Groups & Parkland Facility Transit Associations, Community Halls, District FCSS Parkland Library Services Groups Services Other Facilities Foundation

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Programming

Over the past few years, the department has introduced programming and services that have been delivered to residents in the County. For the most part, these programs and services have been implemented through the Family and Community Support Services area of responsibility of Community Services. A major component of this Strategic Plan is to introduce further direct delivery programming by Community Services primarily in the area of Recreation, Culture and Volunteerism, but also Family and Community Support Services and Seniors (and Affordable Housing). These programs would occur in the County in areas that are underserviced. This approach is consistent with programming that is offered by other rural municipalities that have recognized limited access to opportunities in rural areas and the lack of capacity of partners to provide programs. Further, there is capacity within many community facilities throughout the County to organize and deliver local programming to residents.

Role of Community Services

Results of the Community Needs Assessment Study revealed that County residents want more locally based recreation and culture opportunities, whenever it is feasible. Residents want to improve their health and wellness through participating in active and creative lifestyles and are more often wanting to access opportunities closer to home. Further, they are increasingly expecting the County to initiate, develop, and invest in programs, services, and facilities rather on relying upon grassroot initiatives that require significant investment in volunteerism and community development.

Increasingly, municipalities are supporting the development and delivery of opportunities so that residents can be physically, socially, and intellectually active. This trend was apparent in investigations with comparative rural municipalities in Alberta that have developed direct programming opportunities and use existing facilities in rural areas to ensure that residents can access programs and services close to home.

Recognizing this trend and considering the needs and expectations of residents, the role of Community Services was examined in the planning process.

Existing Role of Community Services

As has been reported earlier, Community Services has primarily relied upon community development to ensure that residents have access to programs, services, and facilities. For the most part, Community Services has collaborated and cooperated with other organizations and municipalities to fund the development of facilities, enable other organizations to deliver programs and services, and foster grassroots initiatives among residents. Based on this approach, Community Services adopts a fairly minor stewardship role for the delivery of programs, services, and facilities in that there is heavy reliance upon other organizations and their capacities and capabilities. As such, many of the programs, services, and facilities that are accessed by County residents are located in urban municipalities and, in particular, Red Deer and Innisfail (as per the results of the Community Needs Assessment Study). Policies and initiatives that support opportunities in rural areas have worked in some areas, but the results of the Community Needs Assessment Study reveal that there are gaps in other areas.

Challenges of Existing Role: • Community population is growing • Demographic composition of community is changing (e.g. older residents) • Higher density areas developing within the County; in particular Springbrook, but also Gasoline Alley and areas around Red Deer • Higher expectations and preferences among residents to access programs and services closer to home • Existing approach principally relies on partners for program development and service delivery • Some partners have capacity and capabilities, while others are challenged; resulting in inequitable distribution of opportunities to residents throughout County • Programs and services are more likely located in urban municipalities due to more capacity and capabilities (transportation required to access)

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Future Role of Community Services

The limitations of the existing role of Community Services can be addressed through developing direct service delivery opportunities within the community, as well as strengthening the support that is provided to local community-based organizations such are Recreation and Culture Boards, community halls, agricultural societies, heritage groups, cemeteries, etc. Essentially, applying resources that deliver programs and services in areas that are lacking opportunities will increase accessibility to residents and help support the sustainability of those facilities that operate in rural areas. However, further to this involvement, the evolving role of Community Services is to strengthen advisory and liaison services that can provide additional support and resources, beyond simply financial funding, to ensure that community-based organizations have the capacity and capabilities to be effective and sustainable. As a result, Community Services assumes a greater stewardship responsibility within the service system to ensure that programs, services, and facilities are accessible and available to residents throughout the County.

Advantages of Future Role: • Recognizes the need for different approaches to address community issues and challenges • Enables more opportunities for partnership development and capacity building • Emphasizes more programming and service delivery opportunities within the community • Acknowledges changes that are occurring within the community

• Enables the County to respond more quickly to residents’ (changing) needs and expectations • Allows for longer term planning and development opportunities

Public Benefit

Community Services cooperates and collaborates with many organizations through funding initiatives and partnership arrangements to ensure that community, recreational, cultural, social, sport, and preventative programs, services, and facilities are available to County residents. In many cases, the opportunities developed through these relationships would not be available or sustainable if not for the assistance provided by these organizations. Various factors can be used to determine the kinds of organizations that Community Services might consider for funding initiatives and partnership arrangements.

During the planning process, a Public Benefit policy was developed to establish a framework of criteria and guidelines that should be considered when opportunities arise for Community Services to partner with other organizations to enable access to programs, services, and facilities for County residents. The following summary identifies key factors that comprise the Public Benefit Policy:

• Public Benefit to the Community – Funding initiatives and partnership arrangements should address or contribute to the benefits of the County and its residents:

o Does the opportunity provide long-term opportunities that are sustainable for Country residents? o Will the opportunity improve the personal health and development and social well-being of the communities, families, and individuals? o Will the opportunity contribute to the beautification and protection of the environment and economic development of the County?

• Core Priorities – Community Services is dedicated to supporting initiatives and arrangements that address a range of interests and skills from beginner/recreational to advanced/competitive so County residents can be physically, socially and intellectually active, can get to know and trust their neighbours, and have supports available to cope with everyday living and challenges.

o Does the opportunity serve a large number of County residents? o Does the opportunity address the needs of children and youth, seniors, inactive adults, and vulnerable or special needs groups? o Does the opportunity foster inclusiveness among County residents? o Does the opportunity address a range of skills and interest from beginner/recreational to advanced/competitive with emphasis on introductory levels? o Is the opportunity consistent with the areas of responsibility defined for Community Services? Are there other organizations or groups (e.g. other levels of government, other municipal governments, non-governmental organizations, etc.) that are more appropriate partners for the opportunity (e.g. provincial government programs may be more appropriate for healthcare, education, etc. opportunities)?

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• Accessibility for Residents – Organizations that offer programs, services, or facilities that are broadly accessible to the public should be considered over those that have restrictions by prohibitive costs or fees, necessary levels of skill or abilities, or membership requirements.

o Is the opportunity available to all County residents (not requiring a membership)? o Does the opportunity offer low or no cost access for County residents? o Are there already alternative programs, services, and facilities available to and, possibly, accessed by County residents?

• Type of Organization – Community Services is more likely to consider funding initiatives and partnership arrangements with governmental organizations and non- profit organizations over for profit businesses and commercial organizations. However, in some circumstances, it may be necessary for Community Services to partner with for profit businesses and commercial organizations to ensure that programs, services, and facilities are available to residents.

o Does the opportunity involve governmental agencies or non-profit organizations? If not, what advantages and challenges exist for partnering with a for profit company?

• Volunteer Contributions – Organizations that involve the contributions of volunteers (including those that receive honorariums) that are County residents will be given additional consideration for funding initiatives and partnership arrangements.

o Does the opportunity create opportunities for volunteerism among Country residents?

Further details of the Public Benefit Policy are presented in Appendix B.

Planning Goals, Objectives, and Initiatives

The planning objectives and initiatives presented in this section of the Strategic Plan were developed in response to issues identified in the Community Needs Assessment Study and redefining the role of Community Services to address the needs and interests of residents for programs, services, and facilities. The planning elements have been organized around a set of goals and objectives for Community Services to accomplish over the next five years (2018 to 2022):

Goal - To improve availability of services to Red Deer County citizenry through enhanced leadership and responsiveness Objective - Foster facilities, programs and services in rural areas Objective - Improve funding, liaison, and engagement with partners and stakeholders

Goal - To support availability of services through sustainable and adaptive organization and structure Objective - Align service system structure Objective - Develop and enhance policies and procedures Objective – Align department organization, structure, and system

For each of these planning elements, various initiatives have been identified and organized for Community Services, along with timeframe for planning, developing, implementing and coordinating each initiative. In addition, resources have been identified for implementation of each initiative such as Community Services, partners, or use of outside resources such as consultants, independent contractors, etc.

Further explanation and development of each initiative is presented in Appendix C.

Each initiative has been identified as

• Develop new initiatives (programs, services, policies, procedures, etc.)

that are not offered by or guide Community Services.

Establish

• Augment or expand existing initiatives that are currently being provided

by Community Services.

Enhance

Initiatives

• Change, improve, or discontinue existing initiatives that are being

implemented by Community Services. Adjust

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To improve availability of services to RDC citizenry through enhanced leadership and responsiveness

• Foster facilities, programs, and services in rural communities

• Develop, implement, and coordinate recreation programs within the County – Organize direct recreation programming to enhance opportunities for active living

among residents within the County; 2019 – Plan and particularly to areas that have limited Develop

CS Employees programming opportunities within the 2020 to 2022 – community. Types of programming Implement and Establish opportunities should include fitness (e.g. Coordinate step, HIIT, strength training, etc.), movement (e.g. yoga, Pilates, etc.), and adult recreational sports (e.g. pickleball, volleyball, etc.).

• Develop, implement, and coordinate additional preventative and social support programs within the County –

Community Services fosters preventative 2019 – Plan and and social support programs within the Develop

CS Employees County, including providing direct 2020 to 2022 – programming to residents. Community Implement and Enhance Services should develop, implement, and Coordinate coordinate additional preventative and social support programs; particularly for families with children, youth, and seniors.

Foster facilities, programs, and services in rural communities, continued…

• Enhance partnership with Parkland Regional Library System to deliver library services in County – Work with the

Parkland Regional Library System, which has resources to enhance and establish

library services to residents within the County. 2018 – Plan and Develop ▪ Spruce View (existing) – Increase 2019 to 2022– hours and enhance services such as Implement and CS Employees wi-fi and children's programs. Coordinate and Partner

Enhance ▪ Benalto (new) – Use facilities and 2018 – Plan and Develop resources located at Benalto School to 2019 to 2022 – CS Employees establish collections and services such Implement and and Partner as wi-fi and children’s programs. Coordinate

▪ Springbrook (new) – With the

potential establishment of County 1029/2020 – Plan facilities in Springbrook, a kiosk could and Develop CS Employees be established, along with offering wi-fi 2021 to 2022 – and Partner Implement and service and children’s programs. Coordinate

• Evaluate the development of a 2019 – Plan and Develop Springbrook community facility – Work CS Employees

and Outside with the community and the County to 2020/21 – Resources Adjust evaluate options for developing a Implement and community facility (hall) within Springbrook. Coordinate

• Establish a Trails Taskforce – A taskforce 2018 – Plan and should be established to examine Develop CS Employees 2019 to 2020 – and Outside opportunities to develop trails (including on- Implement and Resources Adjust going maintenance) within the County. Coordinate

• Implement a Regional Transit System Pilot Project – Community Services should

2018 to 2019 – consider a regional transit system pilot Plan and Develop CS Employees 2020 to 2021 – project with Innisfail and Penhold to replace and Partners Implement and Adjust the existing transit system that serves Coordinate Springbook (subject to obtaining provincial funding, e.g. Rural Intercity Busing).

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Foster facilities, programs, and services in rural communities, continued…

• Promote Neighborhood Services Initiatives – Various community spirit and safety programs have been developed by Red Deer County and other government

and non-governmental agencies and

partners (e.g. Great Neighbours, CS Employees 2019 – Plan and and Partners Neighbourhood Watch, Crime Prevention Develop (and Protective through Environmental Design, etc.) and Enhance Services) should be promoted by Community Services and Protective Services to enhance a greater sense of community (e.g. social networks, trust, engagement, perceived safety, etc.) among residents.

• Develop a long-term strategy for rural community halls – A long-term strategy should be developed to address resource

allocation and provide equitable distribution 2021 – Plan and of opportunities for the over 30 community Develop CS Employees 2022 – Implement and Outside halls located throughout the County that and Coordinate Resources offer varying opportunities to residents and Establish are in different degrees of maintenance and lifecycle. This initiative may be conducted in conjunction with the Recreation and Culture Master Plan (see below).

• Improve funding, liaison, and engagement with partners and stakeholders

• Identify, develop, and coordinate

volunteer supports – Various programs have been developed by government and 2019 – Plan and Develop non-government agencies to assist 2020 to 2022 – CS Employees volunteer organizations. These should be Implement and Enhance researched, coordinated and promoted to Coordinate community organizations within the County.

Improve funding, liaison, and engagement with partners and stakeholders, continued …

• Implement 3-year funding for Support for Rural Community Facilities and Amenities – Applications submitted by organizations for Community Facilities and

Amenities grants should involve 3-year 2018 – Plan and

Develop cycles. Currently, organizations apply each CS Employees 2019 – Adjust year. Implementing 3-year cycles will Implement and enable coordination with County budgeting Coordinate processes and foster better planning and development for the County and organizations submitting applications.

• Adjust funding opportunities to Support to Rural Community Facilities and Amenities – A review of the Support to 2018 – Plan and Develop CS Employees Rural Community Facilities Policy should 2019 to 2022 –

Adjust be conducted to adjust funding Implement and opportunities available to community Coordinate facilities and amenities in Red Deer County.

• Develop a community outdoor ice rink

program – An outdoor ice rink program 2019 – Plan and should be developed to enable Develop CS Employees communities to build and maintain (done by 2020 to 2022 – Implement and Establish volunteers) outdoor ice rinks at community Coordinate halls and on other public lands.

• Encourage partner municipalities to develop a Regional Recreation Strategy – Red Deer County should initiate and encourage discussions with adjacent municipalities for a regional strategy for recreation. Currently, new developments 2022 – Plan and CS Employees and funding requests surface with no Develop

Establish advance notice. It would be helpful to have advance notification (e.g. what and where developments might be established) of developments to enable budgeting (e.g. 5- year capital budgets).

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Improve funding, liaison, and engagement with partners and stakeholders, continued …

• Adjust funding opportunities for

Support to Cemeteries – Funding 2018 – Plan and Develop schedules for cemeteries should be 2019 to 2022 – CS Employees reviewed and adjusted to reflect plot sizes Implement and Adjust and current operating expenses of rural Coordinate cemeteries.

• Adjust funding formulas for Support to Urban Municipalities – Proposed changes to the Support to Urban Municipalities Policy should be incorporated in recreation 2018 to 2022 –

Implement and aspects of partnerships with urban Coordinate

(Recreation municipalities. It is recognized that CS Employees agreement) Adjust Intermunicipal Collaboration Frameworks 2018 – Plan and will be organized with Bowden, Delburne, Develop (City of Elnora, Innisfail, Penhold, and Sylvan Lake Red Deer) in 2018 and Red Deer in 2019.

To support availability of services through sustainable and adaptive organization and structure

• Align service system structure

• Develop a Springbrook Recreation and Culture Board – A new Recreation and

Culture Board should be established for 2018 – Plan and Springbrook to recognize its population Develop base and residents’ distinctive needs and 2019 to 2022 – CS Employees interests. A separate Recreation and Implement and Enhance Coordinate Culture Board would enable greater support, engagement, and facilitation for Springbrook residents.

Align service system structure, continued…

• Establish East and West Districts to facilitate and enhance service delivery within the County – Develop east and 2019 – Plan and west and west districts that include Develop 2020 – CS Employees Divisions 1, 2, and 3 and 4, 5, and 6, Implement and

Enhance respectively. The new Springbrook Coordinate Recreation and Culture Board would be included in the west district.

• Develop and enhance policies and procedures

• Review Recreation and Culture Board functions – Existing Board functions encompass responsibilities for facility and open space operation and maintenance and consultation for development, maintenance, and use of public facilities, which are beyond the scope of these organizations. Bylaw 2007/41 should be reviewed and updated to reflect appropriate responsibilities of Recreation and Culture Boards.

2019 – Plan and ▪ Recruitment of Recreation and Develop Culture Board Members – Existing 2020 – CS Employees Implement and Adjust policies used to guide recruitment Coordinate Recreation and Culture Board Members should be reviewed and developed to support ongoing development, churn, and succession planning. For example, skills, talents, and special expertise may be used as a basis for recruitment rather than geographic representation and honorariums should be considered to entice representatives to volunteer for Boards.

• Review Community Engagement Policy - The Community Engagement Policy should 2019 – Plan and CS Employees be reviewed as technology and approaches Develop

Adjust have changed since the policy was first developed and one site currently exists.

Develop and enhance policies and procedures, continued…

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• Develop Age Friendly Community Strategy - Seniors represent a growth segment of the population within Red Deer County. It is important that the community consider programs, services, and facilities that help seniors live safely, enjoy good health, and stay involved in society. An Age Friendly Community Strategy should be developed that

identifies and assesses barriers and 2022 – Plan and challenges within the community related to CS Employees Develop/ and Outside buildings and outdoor spaces and buildings, Implement and Resources transportation, housing, respect and social Coordinate Establish inclusion, social participation, communication and information, civic participation, and employment opportunities, community support, and health services. Community Services should collaborate with recreation and culture partners and preventative and support service providers and agencies to improve services for older residents living in the County; especially in rural areas.

• Develop a Recreation and Culture Master Plan - It has been over a decade since the existing Recreation Facilities Master Plan was developed. A Recreation and Culture Master Plan should be undertaken to address

residents’ needs and expectations for 2020 – Plan and recreation and culture programs, services, Develop CS Employees 2021 – and Outside and facilities. The Master Plan should build Implement and Resources Adjust on the findings of the Community Needs Coordinate Assessment Study and examine policies, service delivery, programming, engagement, operations, and infrastructure. Concepts developed in recent planning initiatives should be incorporated in the Master Plan.

• Implement Accountability Framework – An

accountability framework should be

implemented to gauge short and long-term 2018 – Plan and objectives and performance measures should Develop 2019 – CS Employees be established for Community Services Implement and

Establish through tracking systems should be Coordinate developed in the framework to examine short and long-term measures.

Develop and enhance policies and procedures, continued…

• Develop a Partnership and Collaboration Policy - Existing partnerships and collaborations should be reviewed and a Partnership and Collaboration Policy

developed to formalize the establishment and

coordination of the different kinds of 2021 – Plan and Develop Outside arrangements and agreements with partners, 2022 – Resources alliances, agencies, joint ventures, etc. The Implement and

Establish policy should identify principles, goals and Coordinate objectives, criteria for involvement, and expected outcomes for establishing, developing, and continuing existing and potential partnerships and collaborations developed by Community Services.

• Align department organization, structure, and systems

• Develop and implement program registration system – To support the

development of direct recreation 2019 – Plan and programming and other services that may Develop be organized by Community Services (e.g. 2020 to 2022 – CS Employees existing and potential FCSS programs), an Implement and

Establish Coordinate electronic system should be established to enable participants to register for programs and services.

• Hire staff to accommodate programming, liaison, and consultation services – Currently, the department is challenged to address increasing and higher densification of population, inequitable distribution, aging population,

2018 – Plan and and increased expectations and Develop preferences of residents. Additional staff 2019 – CS Employees Implement and Adjust are needed, primarily in the areas of Coordinate recreation and culture, are needed to put more emphasis on planning and initiating opportunities, developing partners, building community capacity, developing and implementing programs and services, and delivering services.

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Strategic Plan Project Management 1st or 2nd half of year 2018 2019 2020 2021 2022 Initiative 1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd Establish Develop, implement, and coordinate recreation programs within the County Enhance Develop, implement, and coordinate additional preventative and social support programs Enhance partnership with Parkland Library services in County • Spruce View Enhance • Benalto • Springbrook Adjust Evaluate the Development of a Springbrook community facility Adjust Establish a Trails Taskforce Adjust Implement a Regional Transit System Pilot Project Enhance Promote neighborhood services initiatives Establish Develop a long-term strategy for rural community halls Enhance Identify, develop, and coordinate volunteer supports Adjust Implement 3-year funding for support for Rural Community Facilities and Amenities Adjust Adjust funding opportunities to support Rural Community Facilities and Amenities Establish Develop a community outdoor rink program Establish Encourage partner municipalities to develop a Regional Recreation Strategy Adjust Adjust funding opportunities for Support to Cemeteries

Adjust Adjust funding formulas for Support to Urban Municipalities Enhance Develop a Springbrook Recreation and Culture Board Enhance Establish East and West Districts to facilitate and enhance service delivery Review Recreation and Culture Board functions Adjust • Recruitment of Recreation and Culture Board members Adjust Review Community Engagement Policy Establish Develop an Age Friendly Community Strategy Adjust Develop a Recreation and Culture Master Plan Establish Implement Accountability Framework Establish Develop a Partnership and Collaboration Policy Establish Develop and implement registration system Adjust Hire staff to accommodate programming, liaison, and consultation services

Plan and Develop Implement and Coordinate

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Resource Requirements

The initiatives in the previous section will result in change for Community Services in terms of how it operates and applies resources to ensure residents have access to programs, services, and facilities. In some cases, there will be new opportunities for Community Services, while in other cases there will be enhancements or adjustments to policies, procedures, and methods. This section of the Strategic Plan examines the resources required to effectively employ the Strategic Plan initiatives over the next five years.

Organizational Structure

Existing Organizational Structure Community Services - Existing Organizational Structure

The existing structure of the department has been organized to facilitate the community  development approach that has been administrated by Community Services over the past decade. Community Services management and administration has been responsible for many of the tasks required to engage, develop, and foster relationships with partners to ensure that residents have access to programs, services, and facilities. However, due to the workload of managing these partnerships, which involve well over 80 organizations, as well as addressing the administration, policy, planning, funding (grants) aspects and other requirements of the department, it has become exceedingly difficult to effectively attend to all of the issues that have arisen within the County such as the increasing and higher densification of population, inequitable distribution of programs, services, and facilities throughout the County, aging population, and increased expectations and preferences of residents.

There is significant reliance on partners to provide programs, services, and facilities for County residents. While in many cases, these partners have provided services in an effective manner, it is recognized that some of these organizations may have diverse capabilities and competing interests. The result has been gaps in the accessibility of services and inequitable distribution of programs, services, and facilities, primarily within and throughout the County. These kinds of issues are highlighted in the Community Needs Assessment Study. There are various examples of programs and services that partner organizations have been able to develop or enhance within the community when staff of Community Services have been involved beyond simply providing funding (e.g. heritage facility groups, seniors groups, agricultural societies, sports groups, etc.). While Community Services would like to provide

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additional assistance to partner organizations that are operating in the County, it is currently operating at capacity and is constrained to do more.

Human resources have been developed within the Family and Community Support Services area of the department to address some FCSS programming and service delivery in specific regions of the County. Responsibilities for these staff are principally to:

• Community Facilitator – Social Planning - Provide facilitation and professional program and administrative consultation to individuals, groups and agencies who are working collaboratively to develop, direct, operate, monitor and evaluate a wide range of community development programs in the areas or who wish to address an emerging need in the community. • Community workers - Assist individuals or groups to gain access to needed social services, to help identify local needs, and to assist in development of projects to meet these local needs.

The effects of these positions have been apparent in the development and availability of programs and services for the community, particularly in the regions that these staff serve. In the Community Needs Assessment Study, there were gaps identified for preventative and social support services, but these were relevant to all areas of the County rather than specific regions (e.g. mental health issues, age friendliness of the community, employment and income, safety and security, etc.). In contrast, notable gaps were identified for local programming of recreation and culture programs and services in the Community Needs Assessment Study.

Proposed Organizational Structure

The proposed organizational structure Community Services - Proposed Organizational Structure would support and advance the new role that has been developed for Community Services in the areas of service delivery and advisory and liaison and the initiatives that have been identified within this Strategic Plan. Staff resources would shift and be added to strengthen opportunities for overall planning, partner and community development, capacity building, and service delivery, allowing for more involvement of Community Services within the service system to give residents more access to opportunities in rural areas of the County and in the growing community of Springbrook.

With the proposed structure, Community Services management and administration would have more capacity to address policy, planning, administration, partnership development, and funding issues; essentially strengthening and influencing the stewardship role of Community Services within the County. This shift would provide greater capacity for managing and developing community assets to effectively address residents’ and partners’ needs and expectations, which were identified in the Community Needs Assessment Study.

The previous position of Community Facilitator – Social Planning would change to a Community Services Coordinator, which would be responsible for developing and administering direct and indirect programming in the County, community development and capacity building, and individual and community facilitation. This position would enable the department to more effectively respond to residents’ needs and expectations, as well as those of partner organizations.

The existing community workers would remain and fulfil the intended roles that these positions are expected to perform within the County with anticipation of greater effectiveness (e.g. not required to undertake tasks that would normally be outside their terms of reference such as involvement in recreation and culture initiatives). Two recreation workers would be added to the proposed structure and would be responsible for advising and liaising with organizations and community groups to build capacity among these organizations to more effectively deliver programs, services, and facilities to County residents.

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Further clarifications about the roles and responsibilities of the Community Services Coordinator, Community Workers, and Recreation Workers are presented in Appendix F).

It is expected that temporary activity instructors would be engaged by Community Services to provide programs and services in the County. These instructors may be part-time or temporary employees or independent contractors.2

2 Note: The type of instructor relationship will depend of various issues such as availability of skill levels, access to insurance, and other factors.

Operating and Capital Budgets

The following schedule presents the financial programme of implementing each of the initiatives that are presented in this Strategic Plan. Some of the initiatives would result in one-time expenditures, while others would be ongoing. It is worth noting, however, that for many of the initiatives, there are no financial implications required.

Programme ($) Type Initiative 2018 2019 2020 2021 2022 Establish Develop, Implement, and coordinate Recreation programs within the County 200,000 Enhance Develop, implement, and coordinate additional preventative and social support programs 25,000 Enhance partnership with Parkland Regional Library Service in County New and ongoing Spruce View 20,000 Adjust and ongoing Enhance Benalto 50,000 New and one time Springbrook 20,000 Enhance and one time Adjust Evaluate the Development of a Springbrook Community Facility* 60,000 No changes Adjust Establish a Trails Task Force 60,000 Adjust Implement a Regional Transit System Pilot Project . Enhance Promote neighbourhood services initiatives Establish Develop a long-term strategy for rural community halls** Enhance Identify, develop and coordinate volunteer supports 20,000 Adjust Implement 3-year funding for support for Rural Community Facilities and Amenities Adjust Adjust funding opportunities to support Rural Community Facilities and Amenities 50,000 Establish Develop a community outdoor rink program 40,000 Establish Encourage Partnership Municipalities to develop a Regional Recreation Strategy 40,000 Adjust Adjust funding opportunities to Support to Cemeteries 30,000 Adjust Adjust funding formulas for Support to Urban Municipalities 1,749,010 200,000 Enhance Develop a Springbrook Recreation and Culture Board 20,000 Enhance Establish East and West Districts to facilitate and enhance service delivery Review Recreation and Culture Board functions Adjust Recruitment of Recreation and Culture Board members Adjust Review Community Engagement Policy Establish Develop an Age Friendly Strategy 80,000 Adjust Conduct a Recreation and Culture Master Plan (include long-terms strategy for halls) 80,000 Establish Implement Accountability Framework Establish Develop a Partnership and Collaboration Policy 30,000 Establish Develop and Implement registration system 60,000 Adjust Hire staff to accommodate programming, liaison, and consultation services*** 235,000 *Already included in budget **Included in Recreation and Culture Master Plan ***Addition of 2 Recreation Worker positions and change for Community Services Coordinator

The initiatives presented in 2018 in the above programme have already been approved in the County’s three-year budgeting process.

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The following schedule reveals the implications to the Community Services operating budget. For 2018, there is no change required to the approved budget. In 2019 and 2020, a 14% increase to the approved budgets is expected. Much of the increases are a result of initiatives related to Recreation Services, Library Services, Cemeteries, and Administration. In 2021 and 2022, the implications are approximately a 6% increase between 2020 and 2021 and a 2% increase between 2021 and 2022.

2018 2019 2020 2021 2022 Strategic Plan % increase Strategic Plan % increase Strategic Plan % increase Strategic Plan % increase Approved Approved Proposed from Approved Approved Proposed from Approved Proposed from 2020 Proposed from 2021 Community Services Admin 654,795 595,851 655,851 10% 559,235 675,851 21% 775,851 15% 925,851 19% FCSS 320,800 337660 362,660 7% 346,873 362,660 5% 362,660 0% 362,660 0% FCSS Cost share 134,479 134,479 134,479 0% 134,479 134,479 0% 135,000 0% 135,000 0% Library Services 160,000 165000 235,000 42% 165,000 235,000 0% 255,000 9% 255,000 0% Recreation 2,558,464 2,609,210 3,174,210 22% 2,609,210 3,214,210 23% 3,414,201 6% 3,414,201 0% Recreation Facilities 42,600 44,500 44,500 0% 44,500 44,000 -1% 44,500 1% 44,500 0% Cemetery 86,500 95,000 125,000 32% 95,000 125,000 0% 125,000 0% 125,000 0% Total Community Services Budget 3,957,638 3,981,700 4,731,700 19% 3,954,297 4,791,200 21% 5,112,212 7% 5,262,212 3% Total transportation Budget 1,446,669 1,446,669 1,446,669 0% 1,446,469 1,446,469 0% 1,446,469 0% 1,446,469 0% Total Budget 5,404,307 5,428,369 6,178,369 14% 5,400,766 6,169,069 14% 6,558,681 6% 6,708,681 2% Increase to Commmunity Services Levy 0.600* 0.600* 0.7360** 0.7250** 0.6640** 0.6880** * Actual Mill Rate ** Rates are based on assessment that can vary significantly year to year. To calculate 2021 and 2022 mill rate the 2020 assessment values vased on a prediction were used. Includes capital contribution. Does not include revenue.

Initial capital budget requirements for the initiatives involve $60,000 for the library in Benalto and $10,000 for the library in Spruce View in 2019. Further capital contributions may be needed but are dependent on the results of additional planning that is proposed within initiatives of this Strategic Plan (e.g. evaluation of Springbrook Community Facility, Trails Task Force, Regional Transit System Pilot project, Recreation and Culture Master Plan, etc.).

Accountability Framework

Through the Community Needs Assessment Study, an Accountability framework was identified as an initiative needed to ensure the Strategic Plan fulfills its expected intentions. Initially, it was proposed that the Accountability Framework would be developed by an outside process; however, upon development of the Strategic Plan, it became apparent that the Accountability Framework could be organized using in-house resources within Community Services when additional staff are introduced into the department.

The Accountability Framework will enable continuous development and improvement of policies, priorities, and initiatives by Community Services and its partners to ensure that quality of life and community well-being are advanced to make Red Deer County a great place to live, work, and grow. The Accountability Framework will:

• Help inform Community Services about outcomes and performance of initiatives, resources, and investments; • Support tracking and communication of improvements and challenges associated with policies, priorities, and initiatives; • Enable continuous improvement of capabilities, effectiveness and efficiencies.

The following figure presents an illustration of the Accountability Framework. Measurements will be developed for service delivery, partnerships, advisory/liaison, and funding initiatives and activities of the department to identify how the organization can develop and improve its policies, procedures, strategies, and performance. The intended results are to advance the cornerstone aspects (programming, community development, and stewardship) of the new role that has been established for Community Services.

To improve availability of services to RDC citizenry through enhanced leadership and responsiveness • Foster facilities, programs, and services in rural communities • Improve funding, liaison, and engagement with partners and stakeholders

To support availability of services through sustainable and adaptive organization and structure • Align service system structure • Develop and enhance policies and procedures • Align department organization, structure, and systems

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The overall process for the Accountability Framework is as follows:

• Goals and objectives are developed for all initiatives, resources, and investments that are employed by Community Services • Measures are identified for the goals and objectives for track purposes • Benchmark measures are established that can be used to gauge implications of initiative, resource, and investment deployment • Results of goals, objectives, and measures are analyzed • From the results, the initiative, resources, and investments are enhanced or adjusted

Examples of Accountability Framework implementation:

• A recreation program is implemented in rural areas. The number of registrations are identified and tracked to determine if program meets intended goals and objectives. • Measures are identified for partner organizations that Recreation Workers advise and liaison with about activities and programs. These measures are tracked to assess expected improvements of the partnership arrangements. • Organizations that receive funding provide objectives and measures for the use of grants they receive. Upon conclusion of the funding process, the measures are reviewed to identify methods for improvement to investments.

Based on the proposed organizational structure within this Strategic Plan, the overall administration of the Accountability Framework would be the responsibility of the Community Services Coordinator.

Within the Community Needs Assessment Study, various measures were established that gauged needs and expectations for activities, programs, and services. These measures can be incorporated in the Accountability Framework and be examined periodically through engagement with community residents. Upon implementation of the initiatives that are presented in this Strategic Plan, another Community Needs Assessment Study should be conducted to assess community response to programs and services that have established, enhanced, and adjusted through this Strategic Plan.

Some of the key measures that would be incorporated in the Accountability Framework from the Community Needs Assessment Study include:

• Participation and location of recreation, culture, and social activities • Volunteering activities and interest • Citizen involvement, sense of community, and safety • Need for preventative and social support programs and services • Seniors housing • Access to transportation

Appendix A – Previous Community Services Strategic Elements

The following strategic elements were developed for Community Services to guide the delivery of services to the community (established in the Community Services Strategic Plan, 2007).

Vision We are champions of community development. We will be leaders in promoting and communicating the value of human services. We will develop an engaged and motivated staff. We will strive to achieve Community Services best practices.

Mandate We support and advance the well-being of individual, families and communities of Red Deer County.

Mission We encourage and enable individuals, families and communities of Red Deer County to maximize their potential, to enhance the quality of life and social well-being through a spectrum of integrated programs and partnerships.

Partnerships involve the following:

Enhancing Community Infrastructure through supporting local agricultural societies, halls; maintaining historical lease agreements; and by assisting groups with insurance related issues.

Providing Family and Community Support Services through support of the Red Deer and District FCSS program; as well as a FCSS program for Springbrook, Spruce View, Benalto, and Martinville.

Libraries are supported through Red Deer County’s participation in the Parkland Regional Library system.

The development of Open Spaces in Red Deer County will be in the form of trails linking communities, maintenance and development of playgrounds, and management of existing campground and day use areas.

Recreation and Culture is supported through Recreation and Culture Boards and through Urban Inter-municipal Agreements.

Projects concerning Rural Beautification include the spring clean-up, Gasoline Alley Enhancements, and Rural Beautification Tour.

The purchase of community Transportation vans is assisted through monies obtained from the Public Transportation Fund. Public transit to Springbrook is provided through agreements with Red Deer Transit.

The development of Youth is supported through the management of the Maxson Scholarship Fund and through joint user agreements with Chinook’s Edge School Division.

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Cemeteries are supported through the Operation Assistance and Capital Project Assistance grants.

Heritage Management, through the establishment and maintenance of an ongoing heritage conservation program.

Appendix B – Public Benefit Policy

Red Deer County, Community Services, cooperates and collaborates with many organizations through funding initiatives and partnership arrangements to ensure that community, recreational, cultural, social, sport, and preventative programs, services, and facilities are available to County residents. In many cases, the opportunities developed through these relationships would not be available or sustainable if not for the assistance provided by these organizations.

The purpose of the Public Benefit Policy is to establish a framework of criteria and guidelines that should be considered when opportunities arise for Red Deer County, Community Services, to partner with other organizations to enable access to programs, services, and facilities for County residents.

It is recognized that several factors can be used to assess the kinds of organizations that Community Services might consider for funding initiatives and partnership arrangements. The following guidelines should be used when considering and identifying organizations for funding initiatives and partnership arrangements for Community Services.

• Public Benefit to the Community o Does the opportunity provide long-term opportunities that are sustainable for Country residents? o Will the opportunity improve the personal health and development and social well- being of the communities, families, and individuals? o Will the opportunity contribute to the beautification and protection of the environment and economic development of the County? • Core Priorities o Does the opportunity serve a large number of County residents? o Does the opportunity address the needs of children and youth, seniors, inactive adults, and vulnerable or special needs groups? o Does the opportunity foster inclusiveness among County residents? o Does the opportunity address a range of skills and interest from beginner/recreational to advanced/competitive with emphasis on introductory levels? o Is the opportunity consistent with the areas of responsibility defined for Community Services? Are there other organizations or groups (e.g. other levels of government, other municipal governments, non-governmental organizations, etc.) that are more appropriate partners for the opportunity (e.g. provincial government programs may be more appropriate for healthcare, education, etc. opportunities)? • Accessibility for Residents o Is the opportunity available to all County residents (not requiring a membership)? o Does the opportunity offer low or no cost access for County residents? o Are there already alternative programs, services, and facilities available to and, possibly, accessed by County residents? • Type of Organization o Does the opportunity involve governmental agencies or non-profit organizations? If not, what advantages and challenges exist for partnering with a for profit company? • Volunteer Contributions o Does the opportunity create opportunities for volunteer among Country residents?

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Public Benefit to the Community

Funding initiatives and partnership arrangements established and developed by Community Services should address or contribute to one or more of the following public benefits that might be accrued to Red Deer County and its residents:

• Ensure availability and sustainability of programs, services and facilities • Create opportunities for volunteerism • Foster stronger, safer, and inclusive communities • Lead to community and individual development, growth, and leadership • Improve the personal health and social wellbeing of the community, families, and individuals • Promote community spirit and pride • Beautify or protect the environment • Contribute to economic development

Funding initiatives or partnership arrangements should demonstrate as many public benefits as possible when proposing collaborative and cooperative partnership arrangements and applying for funding to Community Services.

Core Priorities

Community Services is dedicated to supporting initiatives and arrangements that address a range of interests and skills from beginner/recreational to advanced/competitive so County residents can be physically, socially and intellectually active, can get to know and trust their neighbours, and have supports available to cope with everyday living and challenges. Priorities for funding initiatives and partnership arrangements should be prioritized based on those programs, services and facilities that serve the largest number of County residents. Additional priority should be given to County children and youth, seniors, inactive adults, and vulnerable or special needs groups, as well as foster inclusiveness among County residents. Programs, services, and facilities that ensure introductory levels of interest and skill are addressed should also be given priority.

Opportunities should only be considered if they are within the scope and responsibilities of Community Services, which include recreation, culture, and volunteerism; family and community support services; open spaces; Seniors and affordable housing; library services; heritage; and transit. It may be more appropriate for some opportunities to be referred to other levels of government, other municipal governments, or non-governmental organizations due to the purpose or objectives associated with the opportunity (e.g. opportunities that are related to healthcare, education, advanced education, adoption and foster care, justice, etc. may be more suitable for provincial government programs and services).

Accessibility for Residents

Organizations that offer programs, services, or facilities that are broadly accessible to the public should be considered over those that have restrictions by prohibitive costs or fees, necessary levels of skill or abilities, or membership requirements. Public benefit is often more apparent when organizations provide broad public access to their programs, services, or facilities, including subsidies and equipment-lending plans, and more difficult to substantiate when exclusions are present such as being unaffordable to those with limited incomes, specifying compulsory physical or cognitive skills or abilities (e.g. focusing on high-performance athletes),

or requiring memberships to participate and use programs, services, and facilities (or offering substantial benefits to those who hold memberships such as first rights to access).

Restrictions based on the age of participants may be justified if they are consistent with the organization's primary or altruistic purposes (e.g. seniors programs, youth at risk services, minor sports programs). Similar to restrictions on age, gender restrictions can sometimes also be justified, depending on the purposes, sport, or activity. Organizations should show that, given the nature of their programs, restricting participation by gender would be reasonable, rather than arbitrary.

Funding initiatives and partnership arrangements should consider value for investment of resources expended and availability of alternative opportunities when being considered. Programs, services, or facilities that are accessed by a broad segment of the County residents should be considered over those that have limited or restrictive involvement; particularly when considering the amount of resources that would be expended by Community Services. Exceptions might include those organizations that address human, social, preventive, and care issues among County residents. In these cases, an organization may restrict its benefits to a particular group of people if the restrictions to the group are not closed, and the restrictions advances its primary purpose. For example, an organization whose purpose is to provide assistance to immigrants can still be partner or receive funding if its services are available to all immigrants (so the group is not closed) as the restriction advances its primary purpose. Further, Community Services involvement with an organization through partnership or funding may be limited if there are alternative programs, services, and facilities available to and, possibly, accessed by County residents.

Private benefit may be sufficient to prevent funding application or partnership arrangement with Community Services in that an organization has a restricted membership and provides programs, services, and facilities only to its members. Essentially, the organization cannot solely exist for the benefit of its members.

Types of Organizations

It is recognized that Community Services may establish funding initiatives and partnership arrangements with various types of organizations to ensure that County residents have access to programs, services, and facilities. The following types of organizations may be involved with Community Services in funding initiatives and partnership arrangements.

Governmental organizations – Partnerships may be established and developed by Community Services with other municipalities, the Alberta Government, Government of Canada, and other public agencies.

Non-profit organizations – Any organization that is formed whereby financial profits or surpluses realized from the activity of the organization are used solely for the purpose of promoting the objects of the organization and are not paid to the members. Non-profit organizations include societies and companies. A society is an incorporated group of five or more people who share a common recreational, cultural, scientific, or charitable interest. A society may not incorporate primarily to carry on a business or trade. A non-profit company is an organization formed to promote art, science, religion, charity or other similar endeavors, or may be formed solely for the purpose of promoting recreation for their members. Non-profit companies can operate for the purposes of obtaining financial profits or surpluses, but these profits/surpluses will be used

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solely used for the purposes of promoting the objects of the organization and will not be paid to members

For profit businesses and commercial organizations – Any organization that operates as a business or trade for profit. There are generally four types of commercial organizations including sole proprietorships, partnerships, corporations, and cooperatives.

Community Services is more likely to consider funding initiatives and partnership arrangements with governmental organizations and non-profit organizations over for profit businesses and commercial organizations. However, in some circumstances, it may be necessary for Community Services to partner with for profit businesses and commercial organizations to ensure that programs, services, and facilities are available to residents.

Should the County determine that a Board or any of its directors, officers, or employees of a non-profit organization or for profit business or commercial organization has a conflict of interest, and it is not corrected to the satisfaction of the County, then the County may withhold or withdraw approved funding without notice.

Volunteer Contributions

Community Services recognizes the benefits that are realized to the community and its residents through volunteerism. Many volunteers serve and contribute to the community through non-profit organizations that provide programs, services, and facilities to County residents.

Organizations that involve the contributions of volunteers (including those that receive honorariums) that are County residents will be given additional consideration for funding initiatives and partnership arrangements.

Appendix C – Explanations for Strategic Plan Initiatives

Develop, implement, and coordinate recreation programs within the County

Explanation: • In the Community Needs Assessment Study, it was recommended that Community Services expand involvement in service delivery to address the diversity of the population and residential development within the County to strengthen opportunities for residents to engage in recreation and culture opportunities and effectively cope with everyday living including becoming a service provider. • Issues related to facility and program accessibility were identified by more than half of respondents to the Community Well-Being Survey for why they are not involved in activities that that they would like to start doing (including fitness classes, yoga, art/craft classes, pickleball, etc.) • Comparative communities (e.g. Sturgeon County, County of Grande Prairie, Parkland County, Leduc County, etc.) have developed and provide recreation programs in rural areas for residents at community halls throughout the municipalities. The primary reasons for providing these programs is limited access and lack of capacity of partners to provide programs. • Fitness (e.g. aerobics, fitness dance, high intensity training, etc.) and Movement (e.g. yoga, Pilates, stretching, etc.) • Adult general interest programs (e.g. electronics use, food safety certification, etc.) • Adult recreation sports programs (e.g. Pickleball, Volleyball, etc.) • Residents from various areas within the County who participated in focus groups for the Community Needs Assessment Study expressed a need for more programs and activities to be provided within their communities.

Activities Wanted Closer to Home (Source: Community Well-Being Survey) Under 13 years of age 13 to 18 years of age 19 to 64 years of age 65+ years of age Swimming (lessons) Swimming (lessons) Swimming Fitness classes Gymnastics Skateboarding Walking/hiking/biking on trails Walking/hiking/biking on trails Going to playground/tot lots Youth organizations Fitness classes Swimming Dance classes Baseball/softball/fastball Yoga Art/craft classes Skating Pickleball Pre-kindergarten programs Yoga Soccer Concerts/shows Martial arts Curling Children’s organizations Computer skills courses Skateboarding Social events Walking/hiking/biking on trails • Highlighted activities could occur in local areas and community halls

• Results from the Community Well-Being Survey reveal that residents within some Divisions throughout the County show significantly lower levels of participation (as well as local participation) for activities that comparative communities delivery programming (see Appendix D). • There is capacity within many community halls throughout the County (and possibly local schools within the County for recreation sport programs) to organize and deliver local programming.

Initiative: • Develop and deliver programming opportunities in local communities such as fitness (e.g. step, HIIT, strength training, etc.), movement (e.g. yoga, Pilates, etc.) and adult recreational

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sports (e.g. pickleball, volleyball, etc.). Note: Computer/tablet courses could be provided through other options (e.g. programs at libraries).

Develop, implement, and coordinate additional preventative and social support programs within the County

Explanation: • Community Services currently facilitates programs and services within the County with partner organizations and agencies, but also has staff that deliver programs. • The Community Needs Assessment Study established the following family and community preventative and social support service priorities for Red Deer County:

Adults: Children/Youth: • Physical inactivity (younger adults) • Safety and violence prevention • Mental health issues • Street proofing • Coping with stress/anxiety • Bullying • Lacking sleep • Anger management • Depression • Victim of violence from other • Being lonely children/youth • Age friendliness of the community • Mental health Issues • Coping with everyday living • Anxiety (maintenance support) • Self-esteem • Respite from caring for others • Stress • Coping with emotional loss • Depression • Employment and income • Loneliness • Retirement savings • Being unemployed • Debt • Safety • Crime victim • Getting assistance if hurt

• Concern about access to services was expressed among residents; particularly older residents living in rural areas of the County. • Comparative communities (e.g. Sturgeon County, County of Grande Prairie, Parkland County, Leduc County, etc.) have developed and provide recreation programs in rural areas for residents at community halls throughout the municipalities. The primary reasons for providing these programs is limited access and lack of capacity of partners to provide programs. • Child care • After school and summer children’s programs • Early childhood programs • Youth programs • Seniors programs • There is capacity within many community halls throughout the County (and possibly local schools within the County for recreation sport programs) to organize and deliver local programming.

Initiative: • Community Services should develop, implement, and coordinate additional preventative and social support programs; particularly for families with children, youth, and seniors.

Enhance partnership with Parkland Library System to enhance library services in County

Explanation: • Through research conducted for the Community Needs Assessment Study (both the Community Well-Being Survey and focus groups), priorities were identified to: • Enhance access opportunities at the Spruce View library. • Develop library service opportunities in Springbrook and Benalto. • The Spruce View Community Library is located in Spruce View and is operated as a Parkland Regional Member Library. It is open Monday through Thursday from 11:00 am to 4:00 pm. In the research, residents that use the facility requested enhanced services and the development of programs at the facility. • Red Deer County purchased Benalto School from the Chinook’s Edge School Division to use as a community facility in 2016. When it was purchased, it was proposed to have services and programs, including a satellite library. • Springbrook residents expressed need for closer access to library services in the Community Well-Being Survey and focus groups. • Parkland Library System has existing resources (e.g. required staff, existing wifi service, existing program development, etc.) to enhance services at the Spruce View and establish locations in Benalto and Springbrook. • Requirements of the Library Act have specifications that would be fairly costly to establish a Municipal Library Board for Red Deer County such as employing professional librarian(s) (e.g. a municipal board of any municipality with a population of 10,000 or more must employ a graduate of a postgraduate library program).

Initiative: • Work with the Parkland Regional Library System, which has resources to enhance and establish library services to residents within the County.

• Spruce View – Increase hours and enhance services such as wi-fi and children's

• Benalto – Use existing facilities and resources to establish collections and services such as wi-fi and children’s programs.

• Springbrook (new) – With the potential establishment of County facilities in Springbrook, a kiosk could be established, along with offering wi-fi service and children’s programs.

Evaluate the development of a Springbrook community facility

Explanation: • The development of a community facility in Springbrook has been a priority initiative for residents and Community Services over the past decade. • Research conducted for the Community Needs Assessment Study (both the Community Well-Being Survey and focus groups) restated residents’ expectations for a community facility in Springbrook • In the Springbrook Area Structure Plan (September 2017), it was noted that “numerous comments were received throughout the public engagement process including those pertaining to the need for a multi-functional community centre.”

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• The Springbrook Area Structure Plan (September 2017) has identified an area within the community (south of Township Road 372, adjacent to a park) that might potentially allow for the development of some form of community centre or facility at some point in the future. Indeed, the Area Structure Plan states “Red Deer County supports the development of a community centre facility within the Hamlet subject to Council approval and shall with consult the community regarding its design and location.” • Between 2011 and 2016, the population of Springbrook increased from 1,079 to 1,507 (40%) with further growth expected in the future (a total of 5,596 when full build out of the community occurs – based on Area Structure Plan of September 2018) • While a commercial multiplex facility with a gym, which is located in Springbrook, has been used on a limited basis by the community, residents have suggested that costs to access the facility can be prohibitive for community programming. • A Community Centre Feasibility Study for Springbrook was conducted in 2012, which suggested that there is a need for additional population within the community and the Community Association needed to strengthen in terms of volunteers before a community centre is developed. • Within the Community Well-Being Survey, there was evidence to suggest that the volunteer capacity within Springbrook may be limited and support from Community Services would greatly assist to help the community with its efforts to develop community assets. • It is recommended in this Strategic Plan that Community Services adjust its approach to the community to provide direct programming to residents and enhance support to community organizations through liaison and advisory services, rather than relying upon a community development approach to initiative opportunities for residents. • May be funding available from provincial and federal government sources (e.g. CSEMP).

Initiative: • Work with the community and the County to evaluate options for developing a community facility (hall) within Springbrook. Options may include a facility that is associated with other initiatives of Red Deer County within the Hamlet of Springbrook. When examining the development of a community facility, opportunities should be investigated for federal and provincial government funding.

Establish a Trails Taskforce

Explanation: • The development of trails and pathways within the County was identified as a key priority among residents in the Community Needs Assessment Study.

• Walking/hiking/biking on trails and pathways was an activity that many residents would like to start doing in the Community Well-Being Survey. • Focus group participants for the Community Needs Assessment Study stated that safety was the primary reason for not walking/hiking/biking on or near roads within the County. • Some options were considered for trails and pathways in the Open Spaces Master Plan (June 2009). Respondents to the Community Well-Being Survey indicated a preference for trails that support walking or hiking, cycling, and jogging or running.

• Comparative communities (e.g. Parkland County and the County of Grande Prairie) have developed trails for walking/hiking/cycling. These trails are typically located within or adjacent to recreation areas or amenities.

Initiative: • Establish a taskforce comprised of residents and stakeholders to examine opportunities to develop trails within the County. The Task Force will need to consider: • Types of trails/pathways that may be developed such as divisional, regional, or local trails • Locations of trails (along roadways, in recreation areas, near recreation amenities, etc.) • Priorities for trail locations • Specifications for trail standards and surfaces • Identify capital and operating costs for trails • Responsibilities for development and maintenance within Red Deer County (e.g. Community Services, Agricultural Services, etc.) • Public engagement requirements • Contracting outside resources to study and develop trail proposals

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Implement a Regional Transit System Pilot Project

Explanation: • Transit services have been between Gasoline Alley/Springbrook and Red Deer was established in 2009/2010. • Businesses located in Gasoline Alley strongly support the availability of transit service to address employee’s transportation needs. • Ridership of the transit services shows significant use. Variations in ridership over the past few years are influenced by economic cycles (e.g. employer demand for staff based on economic conditions).

Year Annual Ridership 2010 42,554 2011 44,924 2012 60,814 2013 68,220 2014 78,048 2015 73,868 2016 63,931 2017 58,752

• Approximately 7% of ridership involves Springbrook residents who use the service to travel to Red Deer and/or Gasoline Alley. • Analysis of Springbrook ridership statistics suggests that there are approximately 15 residents who use the service on a regular basis (e.g. at least 3 times a week), which was supported by data obtained from Springbrook residents through the Community Well-Being Survey. • Based on responses to the Community Well-Being Survey, additional frequency of transit services to Springbrook would attract a few more riders, but not likely enough to warrant implementing further service. However, when asked directly if transit service should be offered to Springbrook residents, the vast majority of respondents concurred.

• While the vast majority of Springbrook residents have access to personal vehicles, an estimated 20 to 30 households do not. It may be postulated that having access to public transit may have influenced the decision of these households to live in Springbrook.

Initiative: • Alternative transportation options may be more cost effective to offering transit services to Springbrook residents. In particular, a regional transit system that involves the communities of Innisfail and Penhold may be a viable alternative to the current service that only involves Springbrook. Community Services should consider a regional transit system pilot project with Innisfail and Penhold to replace the existing transit system that serves Springbrook. The pilot project will be dependent on interest among partner communities and availability of provincial funding (e.g. Rural Intercity Busing).

Promote Neighbourhood Services Initiatives

Explanation: • A significant portion of the respondents to the Community Well-Being Survey agreed that there is a strong sense of community among residents of their local area or community. Still about one in five respondents disagreed with the assertion. • Within the Community Needs Assessment Study, it became apparent that some residents expressed concern about safety and security within the community. Indeed, almost one in four households reported in the Community Well-Being Survey that members of their household did not feel safe living in Red Deer County. Further, evidence exists in the survey that feeling safe and trusting other residents in your community contributes to sense of community. • Residents who participated in focus groups for the Community Needs Assessment Study suggested that recent transition in rural areas and urban outgrowth development has resulted in many neighbours being less likely to know or engage each other. Further some residents suggested that many residents are busy with work, raising children, and have other priorities that take away time from engaging in the community and getting to know other residents. • County Council has identified safety and security as a priority area to address within the County over the next few years.

Initiative: • Various community spirit and safety programs have been developed by Red Deer County and other government and non-governmental agencies and partners (e.g. Great Neighbours, Neighbourhood Watch, Crime Prevention through Environmental Design, etc.) and should promoted by Community Services and Protective Services to enhance a greater sense of community (e.g. social networks, trust, engagement, perceived safety, etc.) among residents.

Develop a long-term strategy for rural community halls

Explanation: • There are over 30 community halls situated throughout the County, which are comprised of diverse amenities and features (see Appendix E). Uses within these facilities among residents include participation in fitness and exercise activities, personal development and life skills courses, family support initiatives (e.g. attend children and youth organization activities), and arts and cultural activities. These facilities are in varying stages of life cycle management, which is dependent on when the facilities were built, ongoing investment in repairs and maintenance, volume of use, etc.

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• Use of these community halls vary from high to minimal usage. Some are used to provide recreation and culture programs for residents, while others are not. In focus groups conducted for the Community Needs Assessment Study, some respondents indicated community halls were relevant to their recreation and culture needs (e.g. those that have programs and services), while others did not. • Red Deer County provides operational funding to these community halls that ranges from $850 to $10,000 annually, even though some of these facilities are used on a minimal basis (e.g. a few times a month). • Some community halls are challenged to attract volunteers (e.g. board of directors). • At least one community hall has closed and is not in use. • The Community Needs Assessment Study identified the need to develop a long-term strategy for community halls within the County.

Initiative: • A long-term strategy should be developed to address resource allocation and provide equitable distribution of opportunities for the over 30 community halls located throughout the County that offer varying opportunities to residents and are in different degrees of maintenance and lifecycle. This initiative may be conducted in conjunction with the Recreation and Culture Master Plan.

Identify, develop, and coordinate volunteer supports

Explanation: • The Community Needs Assessment Study noted that a vital component of the community development approach to service delivery is the capacity and capabilities of volunteers to support development, management, and maintenance of programs, services and facilities. The valuable contributions of volunteers need to be supported to ensure community-based organizations are effectively resourced. Further research revealed challenges associated with the availability and stewardship of volunteers in the community. • Recreation and Culture Boards have been challenged to recruit Board members to serve the organization. Boards may have members who have served for many years or are under- resourced. • Other community-based organizations that offer programs, services, and facilities in Red Deer County or are supported by Community Services have been experiencing similar challenges to those of the Recreation and Culture Boards.

Initiative: • Various programs and services have been developed by government and non-government agencies to assist volunteer organizations (e.g. board development seminars, strategic planning workshops, team enhancement and development seminars, roles and responsibility courses, volunteer screening programs, etc.). These should be researched, coordinated and promoted to community organizations within the County.

Implement 3-year funding for Support for Rural Community Facilities and Amenities

Explanation: • Currently, grant funding associated with the Support for Rural Community Facilities and Amenities has a one-year timeframe. Each year, organizations must submit applications to renew grant funding for their facilities and amenities. As well, these organizations must submit reports to account for the use of the grant funding.

• Review of the applications and reports suggests that many organizations have similar needs from year to year and reporting reflects these results. • Time and resources is required to complete applications, which may be better spent in other activities.

Initiative: • Applications submitted by organizations for Community Facilities and Amenities grants should involve 3-year cycles. Currently, organizations apply each year. Implementing 3- year cycles will enable coordination with County budgeting processes and foster better planning and development for the County and organizations submitting applications. It would also provide assurance of the County’s commitment and support for operations of community halls. Organizations should continue to provide reports to account for use of grant funds on an annual basis.

Adjust funding opportunities to Support to Rural Communities and Amenities Policy

Explanation: • A preliminary review of the Support to Rural Community Facilities Policy was conducted and noted that the scope of the Policy specifies facilities such as community halls, rural cemeteries, playgrounds, and multi-purpose amenities. Based on these specifications, some amenities may not qualify due to their single purpose, being an indoor amenity, or other characteristics (e.g. skateboard park, outdoor rink, etc.). • Expanding the scope of the Policy to include facilities and amenities would enable more community facilities and amenities to be considered for funding.

Initiative: • A review of the Support to Rural Community Facilities Policy should be conducted to adjust funding opportunities available to community facilities and amenities in Red Deer County. • The Support to Rural Community Facilities Policy should support changes that may develop from the proposed initiative to develop a long-term strategy for community halls.

Encourage Partner Municipalities to develop a Regional Recreation Strategy

Explanation: • Red Deer County currently provides capital funding to recreation and culture projects with urban municipalities through the Community Services reserves. • Currently, new developments and funding requests often surface with no advance notice. • It would be helpful to have advance notification (e.g. what and where developments might be established) of developments to enable effective budgeting (e.g. 5-year capital budgets). • Some municipalities do not have or have not shared plans for future recreation and culture facilities. • Other County’s have established regional recreation strategies with partner municipalities (e.g. County of Grande Prairie).

Initiative: • Red Deer County should initiate and encourage discussions with adjacent municipalities for a regional strategy for recreation. The regional recreation strategy should be conducted following the development of the Recreation and Culture Master Plan so that any initiatives proposed for Red Deer County can be shared with partner municipalities.

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Adjust funding opportunities for Support to Cemeteries

Explanation: • A preliminary review of the Support to Rural Community Facilities Policy was conducted and the funding formulas and other specifications for rural cemeteries are different from those of other facilities and amenities. • It has been quite some time since the funding schedules for cemeteries was developed.

Initiative: • Funding schedules for cemeteries should be reviewed and adjusted to reflect plot sizes and current operating expenses of rural cemeteries.

Adjust funding formulas for Support to Urban Municipalities

Explanation: • The Community Needs Assessment Study revealed use of programs, services, and facilities operated by urban municipalities. Some inconsistencies were acknowledged for the amount of funding received among urban municipalities and use of programs, services and facilities. • A review of inter-municipal recreation and culture funding was presented to County Council in May 2017 recognizing that inter-municipal agreements would expire at the end of 2017. It was noted that: • The current policy does not recognize that each municipality offers a different level of facilities and programs/services. • The Community Needs Assessment Study indicates that County residents highly utilize facilities in Red Deer and Innisfail. • Due to uniqueness of the areas, a policy that satisfies the needs of all urban municipalities is difficult to do. • The review of inter-municipal recreation and culture funding proposed changes to the policy. • Red Deer County is currently in discussions with urban municipalities regarding the Intermunicipal Collaboration Frameworks.

Initiative: • Proposed changes to the Support to Urban Municipalities Policy should be incorporated in recreation aspects of partnerships with urban municipalities. It is recognized that Intermunicipal Collaboration Frameworks will be organized with Bowden, Delburne, Elnora, Innisfail, Penhold, and Sylvan Lake in 2018 and Red Deer in 2019.

Develop a Springbrook Recreation and Culture Board

Explanation: • Springbrook is the fastest growing and most dense community within the County. Between 2011 and 2016, the Springbrook population grew from 1,079 to 1,507 (an increase of 40%). • In many cases, it was reported in the Community Needs Assessment Study that Springbrook residents’ needs and interests are different than those of other County residents including those who live in Division 3 in which Springbrook is currently comprised. • There is currently a community association that receives limited support from the County. A separate Recreation and Culture Board would enable greater support, engagement, and facilitation for Springbrook residents.

Initiative: • A new Recreation and Culture Board should be established for Springbrook to recognize its population base and residents’ distinctive needs and interests. While other Recreation and Culture Boards receive funding based on a per capita basis, it is recommended that the new Board for Springbrook receive a base funding of $20,000 per year to support its development and the unique needs and interest of residents.

Establish East and West Districts to facilitate and enhance service delivery within the County

Explanation: • There are currently six Divisions within the County, each of which have a Recreation and Culture Boards. • Currently, Community Services provides support to these Recreation and Culture Boards mainly through funding and, to a limited degree, advisory services. From time to time, Community Services sends representatives to Board meetings, but for the most part these organizations function independently. • Recreation and Culture Boards have had challenges to recruit and retain Board members. Further, there has been limited change in the kinds of initiatives and projects that have been funding by the Recreation and Culture Boards over the past few years. • It is recognized that there are some similarities among Divisions 1,2, and 3 and 4, 5, and 6 in terms of population characteristics and needs and expectations for programs, services, and facilities among residents. • Redefining the role of Community Services will result in increased advisory and liaison support for the Recreation and Culture Boards. Organizing the Divisions into specific Districts would foster efficiencies in the providing support by Community Services.

Initiative: • Develop east and west and west districts that include Divisions 1, 2, and 3 and 4, 5, and 6, respectively. The new Springbrook Recreation and Culture Board would be included in the west district.

Review Recreation and Culture Board functions

Explanation: • A preliminary review of Bylaw 2007/41 reveals that Recreation and Culture Boards have been charged with responsibilities that they do not undertake. While the Boards have been responsible for the creation and support of recreational and cultural events and services, they have not been involved with the maintenance and/or operation of facilities (which is suggested in the existing policy. • In addition, the Boards have not been involved in the following: • Concerned with all matters pertaining to the support and the maintenance of public playgrounds, athletic fields, recreation centres and other recreation facilities owned or controlled within its recreation and culture area. • Consulted on all major matters affecting the development, maintenance and use of public recreation facilities within its recreation and culture area. • The Bylaw should specify that Boards shall be responsible for the administration of annual funding such as preparing and submitting budgets and financial report information, which is a primary activity of the organizations.

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• Schedule B (Funding Guideline Policy) presents an example of Capital Projects, which is an area that is outside the scope of Recreation and Culture Boards.

Initiative: • Bylaw 2007/41 should be reviewed and updated to reflect appropriate responsibilities of Recreation and Culture Boards. Further, the Bylaw will need to be updated to include the new Recreation and Culture Board for Springbrook (see Appendix H for Policy changes).

Recruitment of Recreation and Culture Board Members

Explanation: • Bylaw 2007/41 specifies the composition of Board members for each of the Recreation and Culture Boards and is principally based on geographic representation. • Many of the Boards have experienced challenges in recruiting and retaining Board members. • Other recreation and culture organizations have been known to move from geographic representation to attracting members based on skills, talents or special expertise.

Initiative: • Existing policies used to guide recruitment Recreation and Culture Board Members should be reviewed and developed to support ongoing development, churn, and succession planning. • Skills, talents, and special expertise should be used as a basis for recruitment rather than geographic representation; although Board members should be residents of Red Deer County. • Honorariums should be considered to entice representatives to volunteer for Boards.

Review Community Engagement Policy

Explanation: • The Community Engagement Sites Policy was established in 2011 to provide funding for Community Engagement Sites located in the Red Deer County area. • There have been as many as six Community Engagement Sites. However, currently, there is only one site in existence and use is limited (considering the original criteria established for the Policy). • Changing technologies and different approaches for learning and engagement have influenced the appropriateness and need for sites.

Initiative: • The Community Engagement Policy should be reviewed, and funding possibly discontinued. Alternatives may be considered to support the one site that is currently being funded by the Policy (e.g. support provided by Recreation and Culture Board).

Develop Age Friendly Community Strategy

Explanation: • Seniors represent a growth segment of the population within Red Deer County. Between 2011 and 2016, this segment of the population (aged 65+) increased by 21% from 2,275 to 2,750. In comparison, the overall population of Red Deer County grew by 7% over the same period. Based on analysis of age segments within the population, the seniors population is expected to increase significantly over the next two decades.

• Seniors, or at least older residents in general, live in rural areas of the County (see orange areas below).

• Seniors needs and interests were prominently noted throughout the Community Needs Assessment Study from recreation and culture to affordable housing to preventative and social programs and services. • The Community Needs Assessment Study found that many older residents expect to live in their current residences into old age – “aging in place.” A lot of older residents expect to live in their homes as long as possible and have not considered other options for housing as they age. • While the vast majority of residents currently have personal vehicles for their transportation needs, many expect they will need access to public transportation as they grow older. • There is uncertainty among some older residents regarding who will take over family operated farms as grown children have left the community to live in urban centres. • Some residents expressed concerns about the age friendliness of the community.

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Initiative: • It is important that the community consider programs, services, and facilities that help seniors live safely, enjoy good health, and stay involved in society. An Age Friendly Community Strategy should be developed that identifies and assesses barriers and challenges within the community related to buildings and outdoor spaces and buildings, transportation, housing, respect and social inclusion, social participation, communication and information, civic participation, and employment opportunities, community support, and health services. Community Services should collaborate with recreation and culture partners and preventative and support service providers and agencies to improve services for older residents living in the County; especially in rural areas.

Develop a Recreation and Culture Master Plan

Explanation: • Community Services developed a Recreation Facility Master Plan in 2008, which was based on the principles established in the 2006 Strategic Plan and the findings of the 2004 Community Needs Assessment Study. • A review of the Master Plan reveals that almost all of the strategies, projects, and initiatives that were recommended have been addressed. • Many changes have developed within Red Deer County and there are differences in terms of resident and stakeholder needs and expectations for recreation and culture programs, services and facilities. The Community Needs Assessment Study summarized many of these changes and identified priorities and expectations for recreation and culture programs, services, and facilities.

Initiative: • The Recreation Facilities Master Plan should be updated; however, the scope of the plan should be expanded to address various aspects of ensuring residents’ needs and expectations for programs, services, and facilities are addressed. The scope of the Master Plan should include recreation, culture, parks, and trails, and include the following: • Policy • Service delivery • Programming • Engagement • Operations • Infrastructure • Concepts developed in recent planning initiatives should be incorporated in the Master Plan. • The Recreation and Culture Master Plan should address the long-term strategy for rural community halls.

Implement Accountability Framework

Explanation: • An accountability framework has been developed as a component of this Strategic Plan. • The objectives of the Accountability Framework are: • To help inform Community Services about outcomes and performance of initiatives, resources, and investments; • To support tracking and communication of improvements and challenges associated with policies, priorities, and initiatives; • To enable continuous improvement of capabilities, effectiveness and efficiencies.

Initiative: • An accountability framework should be implemented to gauge short and long-term objectives and performance measures should be established for Community Services through tracking systems should be developed in the framework to examine short and long- term measures. • The Accountability Framework process should involve: • Developing goals or objectives for initiatives, resources, and investments • Identifying tracking measures • Establishing benchmark measures • Analyzing results • Making adjustments

Develop a Partnership and Collaboration Policy

Explanation: • Community Services has developed a broad range of partnerships and collaborations with community-based organizations, municipal partners, service providers, and alliances to address the needs and expectations for programs, services, and facilities among residents. • There are advantages to the County, Community Services, and stakeholders to have uniformity in terms of establishing, developing and continuing partnerships and collaborative relationships. • By establishing a policy for partnerships and collaborations, the County can optimize the management and allocation of resources to improve the community benefit achieved from these relationships.

Initiative: • Existing partnerships and collaborations should be reviewed, and a Partnership and Collaboration Policy developed to formalize the establishment and coordination of the different kinds of arrangements and agreements with partners, alliances, agencies, joint ventures, etc. The policy should identify principles, goals and objectives, criteria for involvement, and expected outcomes for establishing, developing, and continuing existing and potential partnerships and collaborations developed by Community Services.

Develop and implement program registration system

Explanation: • With the establishment of recreation programs and services, Community Services will need to establish a registration system to enroll, record, and receive payments from participants. • A registration system will enable effective management and implementation of recreation programs and services. • Other communities such as Sturgeon County, Parkland County, Leduc County, and County of Grande Prairie use e-services that have operated by the municipality to enroll and receive payments from participants. Other communities have tried manual registration and recommend using electronic systems. • An effective registration system enable coordination of programs and services including informing participants, if the activity is cancelled. • A registration system could support other programs and services that are provided by Community Services such as existing and future FCSS programs.

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Initiative: • To support the development of direct recreation programming and other services that may be organized by Community Services (e.g. existing and potential FCSS programs), an electronic system should be established to enable participants to register for programs and services.

Expand the role of Community Services to include programming and service delivery opportunities

Explanation: • In the past, Community Services has primarily adopted community development approaches that were collaborative and involved partners to ensure service provision for residents. As the County’s population grows and demand for programs, services, and facilities increases, other approaches should be considered, such as direct service delivery. • There are diverse needs and expectations for community services, programs, and facilities that are supported by Community Services throughout the County. To ensure that opportunities are effectively initiated and developed, various approaches, strategies, and tactics should be considered and employed by Community Services, which may be dependent on circumstances, resources, and the capacities of stakeholders. • Some initiatives and projects over the past decade have not been implemented due to lack of partner capacity or capabilities (e.g. Springbrook community facility). • In some cases, it may be appropriate for stakeholders or partners to develop opportunities, while in other cases it may be advantageous for Community Services to lead initiatives. • Volunteers may be available for some projects, while not for others. • The advantages and challenges of initiatives and developments should be evaluated in relation to community benefit when being considered by Community Services for implementation in the community rather than the capacity and capabilities of partner organizations.

Initiative: • Expand the involvement of Community Services in service delivery to address the increasing diversity of the population to strengthen opportunities for residents to engage in recreation and culture opportunities and effectively cope with everyday living.

Hire staff to accommodate programming, liaison, and consultation services

Explanation: • Currently, the department is challenged to address increasing and higher densification of population, inequitable distribution, aging population, and increased expectations and preferences of residents. • In the past, Community Services has primarily adopted community development approaches that were collaborative and involved partners to ensure service provision for residents. As the County’s population grows and demand for programs, services, and facilities increases, other approaches should be considered, such as direct service delivery. • There are diverse needs and expectations for community services, programs, and facilities that are supported by Community Services throughout the County. To ensure that opportunities are effectively initiated and developed, various approaches, strategies, and

tactics should be considered and employed by Community Services, which may be dependent on circumstances, resources, and the capacities of stakeholders. • Some initiatives and projects over the past decade have not been implemented due to lack of partner capacity or capabilities (e.g. Springbrook community facility). • In some cases, it may be appropriate for stakeholders or partners to develop opportunities, while in other cases it may be advantageous for Community Services to lead initiatives. • Volunteers may be available for some projects, while not for others. • The advantages and challenges of initiatives and developments should be evaluated in relation to community benefit when being considered by Community Services for implementation in the community rather than the capacity and capabilities of partner organizations. • Based on the results of the Community Needs Assessment Study and initiatives and projects proposed in this Strategic Plan, the scope and responsibilities of Community Services will expand substantially (see highlighted items in table below that represent new activities for Community Services).

Red Deer County, Community Services – Service Delivery Profile Facilities, Programs, Services, and Events Involvement Community Services Participation Direct provider Facilities • Springbrook ball diamonds Programs • FCSS programs (implemented by community workers and facilitators) o Springbrook o West RDCounty o Benalto • Recreation program and service development and support • Community Outdoor Rink Program Services • Bookings for Springbrook diamonds • Contract management for facility operations o Benalto school (e.g. Playschool society, contract cleaning, etc.) • Contract management for facility development/enhancements • Support to Recreation and Culture Boards, community halls, community associations, agricultural societies, etc. (liaison and consultation) o Springbrook Recreation and Culture Board o East/West Districts o Recreation Board Functions o Recreation and Culture Board Recruitment • Development of a Springbrook Community Facility Events • Volunteer appreciation • Rural Beautification Tour Enabler • Agreements/partnerships with urban municipalities • Partnership with Red Deer and District FCSS • Agreement/partnership with facilities (e.g. agriculture facilities, community hall associations, etc.) • Agreements with Boys and Girls Club • Partnership with Parkland Regional Library System o Spruce View Community Library o Development of Benalto Community Library o Development of Springbrook Community Library • Partnership with Red Deer Transit o Regional Transit Service Pilot Project • Partnership with Parkland Foundation Facilitator • Agreements with organizations to operate community halls, sport fields, etc. • Support development referrals for community organizations (e.g. Board development, planning workshops, etc.) • Coordinate and promote Neighborhood Services Initiatives • Identify, develop, and coordinate volunteer supports Advocate • FCSS referrals • Community directories • Red Deer County website Funder • Annual Basic Operating Assistance Grant • Rural Community Facility Capital Assistance Grant • Rural Community Facility Operational Grant • Rural Cemetery Operating Assistance Grant • Rural Cemetery Capital Project Assistance Grant • Municipal Reserve Fund Planner • Recreation and Culture Master Plan • Trails Taskforce • Long-Term Strategy for Rural Community Halls • Regional Recreation Strategy

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• Review Engagement Policy • Age Friendly Community Strategy • Accountability Framework • Partnership and Collaboration Policy • Recreation Facilities Master Plan • Open Space Master Plan • Heritage Management Plan • Mintlaw Bridge Public Access and Preservation Strategy • Springbrook to Red Deer, Trails Concept Plan • Affordable Housing Needs Assessment Study and Strategy • Community Needs Assessment Study

• Partner organizations within the community that are solely based on volunteers have experienced success to varying degrees and, in some cases, have been challenged to stimulate local programming and services. Additional staff will support these organizations, but also ensure that local programs and services are developed and implemented throughout the County. • Comparative municipalities have between 7 and 19 staff that are involved in recreation, culture, and FCSS services.

Initiative: • Additional staff are needed, primarily in the areas of recreation and culture, are needed to put more emphasis on planning and initiating opportunities, developing partners, building community capacity, developing and implementing programs and services, and delivering services.

Appendix D – Participation and Local Participation Rates Among Divisions

Participation and Local Participation Rates among Divisions 3 1 2 Rural Springbrook 4 5 6 All PR % local PR % local PR % local PR % local PR % local PR % local PR % local PR % local Fitness - movement/stretching such as aerobics, yoga, Pilates 20 23 32 6 29 21 31 13 24 24 22 45 39 26 27 24 Attending craft and hobby courses 20 9 19 10 20 26 17 15 19 34 16 38 25 40 19 26 Organized dances or socials for children, youth or adults 19 25 12 16 14 35 17 44 19 37 23 64 13 48 17 42 Attending personal development courses 14 8 17 3 11 18 12 0 13 14 11 33 12 0 13 12 Involved in performing arts programs/courses 10 11 8 0 10 6 9 7 4 10 10 26 9 0 9 11 Attending career/job skills development courses 8 0 8 0 8 7 9 0 9 9 7 22 6 7 8 8 Other children/youth organizations (e.g. Scouts, Girl Guides, etc.) 5 8 5 0 8 8 11 13 7 27 6 38 7 6 7 16

Day camps for children or youth 3 0 5 0 7 0 7 18 5 17 6 24 8 6 6 11 InCommunity Halls 4-H Clubs 7 10 1 0 7 58 0 0 11 38 8 71 2 50 6 44 Martial arts, such as karate, judo, tai chi 4 25 6 8 6 18 4 17 4 0 2 0 5 9 4 12 Attending community festivals, events, agricultural exhibitions/rodeos 74 13 58 6 64 14 56 21 69 23 70 48 51 12 64 23 Volunteering 55 25 50 13 54 19 36 41 48 32 50 65 44 24 49 34 Going to a musical performance/concert, live theatre/opera/ballet/etc. 38 10 40 4 32 4 37 13 33 14 34 28 34 8 35 13 Visiting a museum, art gallery, interpretive centre 33 2 29 3 29 2 20 7 19 18 32 40 18 5 27 14

Fitness training using cardio and weight training equipment 16 22 32 12 25 11 26 13 18 22 13 36 29 12 21 18 Potentialfor Participation in Local Facilities Downhill skiing 13 8 19 25 23 5 16 0 14 0 9 0 21 2 15 6 Tennis, pickleball 6 19 8 6 5 25 5 0 12 59 5 53 11 35 7 32 Hiking/trail walking/walking for leisure and fitness outdoors 44 52 66 42 49 37 78 66 44 51 54 64 63 51 56 53 Going to community park/playground 43 20 38 22 39 16 56 63 31 25 41 54 41 36 41 36 Swimming for pleasure or leisure 30 11 37 5 40 3 49 0 39 13 38 15 40 0 38 7 Riding all-terrain vehicles/off-road vehicles/motorized trail biking 40 66 23 40 31 48 19 23 32 59 27 67 29 57 29 57 Cycling/biking 20 45 41 41 31 46 39 62 19 40 23 67 35 56 28 52 River boating, rafting, canoeing, kayaking, etc. 23 49 18 24 28 33 26 18 24 54 25 63 26 13 24 40 Involved in sports activities/programs that use indoor/outdoor ice rinks 23 9 18 3 21 5 21 13 22 6 18 38 20 13 21 14 Jogging or running for fitness & leisure outdoors 11 52 24 43 19 41 30 68 11 56 15 63 24 61 18 55 Snowmobiling 19 68 12 42 20 54 11 53 18 54 15 78 21 56 17 61 Involved in sports activities/programs that use gymnasiums 17 2 21 0 16 0 17 12 13 17 13 32 18 17 16 12 Involved in sport activities/programs that use outdoor diamonds 22 22 13 15 13 5 20 27 15 15 14 48 15 14 16 23 Equestrian, horseback riding activities 17 46 13 29 15 23 7 10 22 58 16 66 8 50 15 48 Curling 24 4 13 4 16 7 5 0 18 0 7 23 11 8 13 6 Swimming lessons 10 7 12 0 20 0 13 0 13 0 11 5 14 0 13 2 Cross-country skiing 6 61 16 53 18 53 10 21 12 57 12 84 14 53 12 59 Involved in sports activities/programs that use outdoor rectangular fields 5 8 14 10 11 0 11 38 9 10 9 41 12 0 10 17 Involved in sports activities/programs that use indoor fields 3 0 5 0 7 0 6 11 6 15 5 12 7 0 5 6 PR is Participation Rate - Division 1 typically has high participation in Delburne and Elnora (particularly Delburne) Between -5% and -9% from average - Division 2 typically has high participation in Red Deer At least -10% from average - Division 3 has participation in Red Deer and, to a limited degree, Penhold Between 5% and 9% from average - Division 4 has participation in Innisfail At least 10% from average - Division 6 typically has high participation in Red Deer

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Appendix E – Information about Community Halls in Red Deer County

Hall Division Hall Size Activities/Events Volunteer Grant Rental Comments in Hall Recruitment Income Elnora 1 Large High usage, $7500 $35304 Emergency Hall large events, Centre some programs Spruce View 5 Large Hosts many $7500 $16775 RDC Hall events and few owned programs Emergency Centre Shady Nook 3 Large Hosts many $5000 $14350 Hall events and some programs Ridgewood 3 Large Hosts several $5000 $11305 Hall events and programs Crossroads 1 Large Several events $10000 $11200 Hall Valley 2 Large Many events, Only 1 $7500 $10000 New Centre Hall some regular active Kitchen programs Board facilities, Member RDC owned Emergency Centre Poplar 6 Large Fitness classes, $7500 $9320 Emergency Ridge Hall many events Centre, Own website Cottonwood- 4 Large Many programs $7500 $8220 Emergency Gordon Hall and events centre Aberdeen Medium Quite a few ❖ $5000 $7620 events Balmoral 2 Smaller Several events Some new $5000 $7365 Owned by active board RDC members

Pine Lake 1 Large Several events $7500 $6930 RDC Hub Hall and programs owned Emergency Centre Oklahoma 4 Medium Mainly hosts $3000 $6830 New hall events 2013 Antler Hill 3 Small Several events Active $5000 $6116 and programs Board Linn Valley 6 Small Lots of usage ❖ $3000 $5120 RDC events and owned programs Lousana 1 Large Hosts several $7500 $4726 RDC Hall events owned Emergency Centre

Knee Hill 3 Medium Several events $3000 $4320 Renovated Valley and programs – kitchen facilities, own website Fensala Medium High usage $5000 $4247 Kitchen facilities Cumberland 1 Medium Some yearly $5000 $3900 events Benalto 5 Large Several events $7500 $3476 Emergency Hall centre Glenellen 1 Medium Quite a few $3000 $3030 programs and events Willowdale 2 Small to Some events $3000 $3000 New medium playground sized on site Hillcrest 6 Medium Quite a few – $3000 $1960 Own mainly events website Great Bend 1 Medium Quite a few $5000 $1785 Central 5 Very Smaller events $1100 $1600 small Collins Small ❖ $3000 $1320 Nisbet 4 Small Hosts events $3000 $1055 Trenville 1 Smaller Few events $1500 $800 Golden 5 Small Weekly seniors’ $3000 $670 West Drop- events In Centre Hola 5 Small Very few $850 $450 White Creek Small Few events $1100 $345 Craig Small Few events $1500 $310 Centreville Very Very few $1500 $202 small Kevisville 5 Small 25 events $1500 ? Basement of church Little Red Smaller Some events $1350 ? Deer Raven 5 Small Few events $1500 ? Edwell 3 CLOSED $2250 Owned by RDC, ball diamonds in use

Division 1 8 2 3 16 8 are large halls 3 5 4 4 5 8 15 4 large halls 6 3

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Appendix F – Proposed Responsibilities for New Community Services Positions

Community Services Coordinator

• Provide workflow coordination in the implementation, monitoring, and continuous improvement of programs and services. • Provide oversight and supervision of Recreation and Community Workers. • Develop and coordinate recreation and FCSS programs and services (e.g. organize, develop, and promote opportunities, coordinate non-profit sector training and community education programs). • Develop and coordinate community education and training programs. • Develop and coordinate supports for community organizations and neighbourhood services initiatives. • Develop and implement registration system for programs and services • Plan, develop, and supervise outreach to the community with organizations and community groups. • Educate and guide community stakeholders and partners in community development processes including needs assessments, service gap identification, strategy implementation and networking. • Provide leadership and strategy development within partnerships to facilitate a coordinated approach to service delivery. • Participate in networking and facilitate partnerships with subject matter experts and service providers. • Support negotiations, contracts and agreements with service providers and partners. • Undertake program evaluation and reporting. • Implement Accountability Framework (e.g. develop objectives and measurement plans, data collection, and evaluation practices including mechanisms for continuous improvement).

Recreation Workers

• Liaise with organizations and community groups through participation in interagency meetings, community events, committee meetings throughout the service area • Share and collect information from community groups and act as a representative of Community Services. • Encourage and facilitate cooperation and coordination with/among other services by working closely with community, recreation, and sports organizations seeking their assistance with administrative support, expertise and facility donations for programs and events; • Provide guidance, consultation and mentorship to community groups to meet service needs including group facilitation, board development, grant information, strategic planning and ongoing support. • Provide information to schools, agencies and local groups through presentations, workshops, conferences and the media to increase awareness and understanding of community development services provided by Red Deer County. • Respond to general requests by individuals, groups, agencies, media and others for information referral, presentations, facilitation, general guidance, or input.

Community Workers

• Build strong volunteer bases that are adaptable and flexible to meet the ever-changing needs in the community. • Bringing together community members when there is an identified need, facilitating discussion and planning and supporting the action of others. • Informing community members of available services and connecting families/individuals to services/supports required through providing information and making referrals. • Researching available services in the community and surrounding area by maintaining positive relationships and building on current knowledge of both local and urban municipal based services. • Promote the social development of young children and their families so that they can function effectively in their own environment. • Facilitate services that enhance the quality of life for the retired and semi-retired. • Promote, encourage and support volunteers and donors in the community.

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Appendix G – Proposed Trails Taskforce Terms of Reference

Purpose:

To provide Council with advice and recommendations on the development and maintenance of trails in Red Deer County.

Mandate:

The Committee will provide advice and recommendations to Council, in the following areas.

• Determine whether local or regional trails will be developed within the County; • Identify and prioritize locations for trails within the County; • Identify specifications for trail standards and surfaces; • Identify capital and operating costs for trails; • Determine responsibilities for development and maintenance within Red Deer County (e.g. Community Services, Agricultural Services, etc.) • Conduct public engagement requirements, if necessary; • Address any other matters referred by Council; and • Other areas identified by the Taskforce for approval by Council.

Decisions of the Taskforce are advisory and are not binding on Red Deer County. Comments or decisions of the Taskforce must be in a form of recommendations and will be referred to Council for consideration after the respective Taskforce minutes have been adopted, unless otherwise directed by the Red Deer County, Community Services Manager. Where Taskforce members are not in favour of a recommendation, dissenting comments must be noted in the Committee minutes.

Membership:

The Taskforce will be comprised of up to 5 members. One (1) or two (2) County representatives will be members of the Taskforce with one (1) of these representatives being the Taskforce Chair. The Taskforce will also consist of up to three (3) members of the public who will be appointed by County representatives. The public can apply for membership on the Taskforce. One (1) or two (2) Taskforce members will represent organizations or groups that have interest in the development of trails within the County or regional area.

The membership term will be for up to two years after the initial meeting of the Taskforce.

Administrative support will be provided by Community Services staff.

Agendas and Minutes:

Meeting agendas, minutes, and other related meeting documents will be developed, organized, and distributed to the Taskforce by Community Services staff.

At its first meeting, the Taskforce will adopt a recommended meeting schedule. The Taskforce should meet on a monthly basis, or at the call of the Chair.

Technical Advice:

Consultants may be retained to provide technical advice to assist with the development of recommendations.

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Appendix H – Proposed Policy and Procedures Changes

RED DEER COUNTY

TITLE: SUPPORT TO RURAL COMMUNITY FACILITIES Policy _ x__ Procedure _____ Category: Community Services Bylaw _____ Guideline _____

No. 5.002

AUTHORITY: CC-15-173 (To be updated) DATE: June 2, 2015 (To be updated)

REPLACES: CC-12-430 DATE: December 18, 2012 CC-09-170 May 19, 2009 CC-07-090 February 20, 2007

Further References:

Purpose

To establish guidelines to be used in the decision-making process when determining annual operational and applications for capital support of rural community facilities and indoor and outdoor amenities such as rural community halls, sports pads, outdoor ice rinks, playfields, skateboard parks, etc.

Grant Programs

1. Annual Basic Operating Assistance Grant 2. Rural Community Facility and Amenity Capital Assistance Grant

Applicable Organizations

Organizations that apply for the Annual Basic Operating Assistance Grant and the Rural Community Facility and Amenity Capital Assistance Grant must demonstrate that the provision of facilities and amenities are designated as being available for public use by individuals, groups, or other organizations that are not directly associated with the County and provide benefits to the community as established in the Public Benefit Policy.

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Annual Basic Operating Assistance Grant

Based on the confirmation of operating expenses and hall function identified below, the following potential funding is available annually, upon request.

Category Criteria – Based on Prior Years Operating Expenses Grant 1 Halls with Operating expenses>$20,000 /Emergency Reception Centre $7,500 2 Halls with Operating expenses $10,000 to $20,000 $5,000 3 Halls with Operating expenses $5,000 to $10,000/New Facilities $3,000 4 Halls with Operating expenses < $5,000, 50% of claimed expenses up to* $1,500 5 Agricultural Societies - Operating Arenas $50,000 6 Agricultural Societies – Other $10,000 7 Approved Indoor and Outdoor Amenity $5,000** * When a community hall is not able to meet the 50 percent portion, an application may be brought forward to Council for consideration. ** Based on submission of claimed expenses to a maximum of $5,000. Available only to Community associations or organizations which lease County owned property.

Funding Source

The funds to cover the Annual Basic Operating grant will come via the Community Services Levy applied to all County properties.

Rural Community Facility and Amenity Capital Assistance Grant

Rural facilities and amenities would be eligible to receive between $1,000 and $100,000 in funding for capital projects involving new facilities/amenities development, expansion of existing facilities/amenities, and maintenance and upkeep of existing facilities/amenities.

The grant will be paid out on Council’s approval. It is expected that County funds be leveraged by community contribution like sweat equity or fundraising, private partnerships and additional municipal/provincial dollars. Community organizations requesting funding for the construction of a new or expansion of an existing facility or amenity will be required to provide a financial contribution to the costs involved. The County will consider a contribution of up to 25 percent to a maximum of $100,000 of the new build/expansion costs.

For new rural community facilities and amenities, a comprehensive feasibility study, done at the cost of the applicant that demonstrates need, community support and viability is required prior to Council consideration for funding.

Funding Source

The funds to cover the Rural Community Facility and Amenity Capital Assistance Grant Program will come via Community Services grant programs.

RED DEER COUNTY

TITLE: SUPPORT TO RURAL CEMETERIES Policy _ x__ Procedure _____ Category: Community Services Bylaw _____ Guideline _____

No. To be updated

AUTHORITY: CC-15-173 (To be updated) DATE: (To be updated)

REPLACES: No. 5.002 DATE: June 2, 2015 CC-12-430 December 18, 2012 CC-09-170 May 19, 2009 CC-07-090 February 20, 2007

Further References:

Purpose

To establish guidelines to be used in the decision-making process when determining annual operational and applications for capital support of rural cemeteries.

Grant Programs

3. Rural Cemetery Operating Assistance Grant 4. Rural Cemetery Capital Project Assistance Grant

Rural Cemetery Operational Assistance Grant

Based on operating expenses the cemetery size, the following potential funding is available, upon request.

Cemetery Size Annual Grant Between 15-40 Plots $1,000 Between 41-60 Plots $1,750 Over 61 Plots $2,500

Funding Source

The funds to cover the Rural Cemetery Operational Assistance Grant will come via the Community Services Levy applied to all County properties.

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Rural Cemetery Capital Project Assistance Grant

Recognized rural cemeteries (all rural cemeteries excepting those operated by the Towns of Bowden, Innisfail and Sylvan Lake) are eligible for a one-time grant of up to $5,000 every three years for capital projects.

Funding Source

The funds to cover the Rural Cemeteries Grant Program will come via the Community Services Levy applied to all County properties.

BYLAW 2007/ 41

A BYLAW OF RED DEER COUNTY, IN THE PROVINCE OF ALBERTA, FOR THE PURPOSE OF ESTABLISHING RECREATION AND CULTURE BOARDS KNOWN AS THE DIVISION 1, DIVISION 2, DIVISION 3, DIVISION 4, DIVISION 5, DIVISION 6, AND DIVISION 7 RECREATION AND CULTURE BOARDS.

WHEREAS, the Municipal Government Act, 2000, Chapter M-26, of Alberta provides municipalities with the authority to pass bylaws for the safety, health and welfare of people; and

WHEREAS, Red Deer County, hereinafter referred to as “the County”, has created 6 Recreation and Culture Boards; and

WHEREAS, the County deems it desirable to increase the number of Recreation and Culture Boards; and

WHEREAS, the County shall continue to provide recreation and community services through enabling and supporting viable County created or County recognized agencies rather than through a direct service delivery role; and

WHEREAS, recreation includes sports, physical recreation, artistic, creative, cultural, social and intellectual activities; is a fundamental human need for citizens of all ages and important to the psychological, social and physical well-being of individuals and communities.

NOW THEREFORE, pursuant to the authority conferred upon it by the Municipal Government Act, the Council of Red Deer County hereby

ENACTS AS FOLLOWS:

1) PURPOSE THAT each Recreation and Culture Board promotes the growth and development of a wide range of recreation and culture services including the coordination of community and leadership development opportunities and the creation and support of recreational and cultural events, and services of a varied nature for people of all ages in the area of the County under their control and expense.

2) AREA

THAT the area of Red Deer County included in the Recreation and Culture Board Areas shall be as illustrated on the map titled as Schedule ‘A’ of Bylaw No. 2006/33 passed (January 23, 2007,To be updated) and shall exclude any and all incorporated municipalities situated therein.

3) BOARD Each Recreation and Culture area shall be governed by a Board composed of people living within the boundaries of the respective Recreation and Culture area.

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a) Each Board shall consist of nine (9) voting members serving without pay. b) The composition and operation specifics for each Board shall be outlined in Schedule A, which is attached and forms part of this bylaw. c) The membership of the Board shall be elected at a meeting of the general public of the recreation area and the members elected shall be representative of the area’s geography and population. d) The names of the persons elected shall be forwarded to the County. e) Following the initial appointment, all elected members shall serve for three (3) year terms. No member shall serve for more than two (2) consecutive terms without retiring for at least one year. Staggering term start dates for specific positions will be allowed at the discretion of the Board so as to facilitate board continuity. f) All members shall remain in office until their respective successors are appointed. g) In the event of a vacancy occurring, the person appointed to fill such vacancy shall hold office for the remainder of the term concerned in the vacancy that has arisen. h) All persons elected as members of the Board shall be residents of the recreation area and specific area as outlined above and shall remain members only during such time as they continue to be residents of the respective Recreation and Culture Area. i) Only one (1) member of any household may serve on the Board at any given time. j) Any member of the Board who shall be absent from three (3) consecutive regular Board Meetings shall (unless such absence was caused through illness or authorized by resolution of the Board entered upon its minutes) forfeit his/her place for the remainder of his/her term. A member so forfeiting his/her term shall be eligible for reappointment. k) The Board may, with reasons, request the resignation of any Board member and if so requested by the majority of the Board, the member shall resign. Any member of the Board may resign therefrom at any time by giving written notice of such resignation to the Secretary of the Board. l) The County Councilor for that division may attend Board meetings in an ex-offico capacity.

5) CONDUCT OF MEETINGS a) A Chairman, Vice-chairman, Treasurer and Recording Secretary shall be elected at the first Board meeting following the Annual General Meeting. Boards may create a combined Secretary / Treasurer position if desired. b) Meetings of the Board shall be held in such frequency as deemed necessary by the Board with the time and place of such regular meetings to be determined by the Board at its first meeting, but may be changed by the Board from time to time if needed. c) Special Meetings may be called by the Chairman or at the request of any three (3) members of the Board with 48 hours’ notice being given. d) A minute book shall be kept and the minutes of all regular and special meetings shall be recorded therein by the Recording Secretary of the Board or appointed designate. Copies

of all approved minutes shall be sent to all Board Members with copies to be filed with the County within fourteen (14) days of the minute’s approval.

e) A quorum of the Board shall be a majority of members of the Board.

f) The Chairman shall have a vote on any question and in the event of a tie vote the motion shall be defeated.

g) The Board may appoint sub-committees, members of which need not be members of the Board but should still be members of the respective Recreation and Culture Area to deal with any matters coming within the scope and jurisdiction of the Recreation and Culture Board as herein set forth. All sub-committees must keep record of their meetings and give copies of such to the Board.

6) Powers of the Board a) The Board shall be concerned with the growth and development of a broad range of recreation, culture and community development activities and use of recreation facilities and amenities, and to provide activities that will provide opportunities for people of all ages to use their leisure time in a wholesome and satisfying manner.

b) The Board may cooperate with any civic, social and other organizations within its jurisdiction, which are supporting, promoting and working for recreation, culture and community development reflective of the Board’s said mandate.

c) The Board shall be the first point of contact for requests for moral and/or financial support made by any individual, organization or delegation of citizens, with respect to recreation and culture. If the Board determines that the proposal meets the funding guidelines as outlined in Schedule B, which is attached to and forms part of this Bylaw, the Board may act on such recommendations arising therefrom.

d) The Board may accept or decline any or all community requests at their discretion dependent upon the applicant’s statement of purpose and / or evidence of need. The groups receiving funds shall account for use of the funds to the Board. The Board may also refer the request to the County should it be beyond their scope of support.

e) The Board shall have the power to make rules and regulations and to form policies as it deems necessary from time to time, provided such rules and regulations and policies are consistent with the powers herein conferred. Copies of approved rules, regulations, policies and amendments shall be filed with the County.

f) The Board shall be responsible for the administration of annual funding such as preparing and submitting budgets and financial report information.

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7) SIGNING AUTHORITY a) Three (3) board members shall be appointed as Signing Officers at the first meeting following the Annual General Meeting to form the Signing Authority. Signatures from any two of the three officers noted will be required for all cheques, vouchers and monies received or spent with respect to recreation and culture coming under the jurisdiction or the Board. The Signing Authority shall be the agent through which all grants, bequests, monies or properties are requested or received. All budget spending shall be by majority recommendation of the Board.

b) Funds requested for financial assistance from any and all outside sources will be applied for by the “signing authority” as per the regulations in qualifying for grants and/or financial assistance.

a) The Board shall receive annual funding from the County to assist in the implementation of the Board’s mandate in accordance with the guidelines in Schedule B.

b) In addition, the Board may pursue separate fundraising initiatives to supplement its budget. These independent funds may be used at the discretion of the Board without County accounting scrutiny. c) As a prerequisite for continued annual funding, by February 28 of each year, the Board shall submit to the County annual financial report information including a proposed budget for the current calendar year, as presented in Schedule C, which is attached and forms part of this Bylaw. d) County Staff shall review the proposed budget and annual financial report information in April of each year. e) Once the annual financial report and proposed budget are approved, the disbursement of the funds as outlined in Schedule B will ensue. f) The Board shall make complete annual reports, and other reports from time to time as requested, to the County as a prerequisite for continued annual funding. g) Neither the Board nor any members thereof shall have the power to pledge the credit of the County in connection with any matters whatsoever, nor shall the said Board nor any members thereof have any power to authorize any expenditure to be charged against the County. h) Notwithstanding the above, the Board shall have the authority to recommend payment by the signing authority for service materials, and grants, which have been ratified and agreed upon by the County by virtue of the duly submitted and approved budget. i) In the event that there is to be any deviation from the ratified budget as recommended by the Recreation and Culture Board, application for change must be made to County Staff and agreement reached before the change is affected. j) All costs incurred by the Board, in keeping with its budget, shall be paid in a timely fashion within the calendar year.

k) By agreement with the County, a portion of the budget may accumulate to a maximum of $5,000 with such savings to be reported in the annual financial report.

9) MISCELLANEOUS a) As a creation of County Council, the County shall extend its general liability insurance coverage to the Board and its members. In the case of planning special events, it is recommended the Board contact the County to determine if extra coverage might be warranted.

b) In the event that the Board has been authorized by the County to disband, all projects are immediately declared null and void and all monies and properties revert back to the County.

10) REPEAL a) Bylaw No. 2002/6 is hereby repealed and replaced with the Bylaw herein enacted to be known as the Recreation and Culture Boards Bylaw No. 2007/41

b) This Bylaw comes into force and effect on the date of passage of third reading. For the purpose of enabling a transition period, the following Recreation and Culture Boards established under Bylaw 2002/6 will operate until December 31, 2007: Benwood, Lousana, Pine Glen, Red Deer East, Red Deer West, Spruce View and Waskasoo. DONE AND PASSED IN OPEN COUNCIL WITH THE UNANIMOUS CONSENT OF ALL MEMBERS PRESENT.

FIRST READING: SECOND READING: THIRD READING:

REEVE

______COUNTY MANAGER

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BYLAW 2007/41 Schedule ‘A’ Recreation and Culture Boards Division 1 Recreation and Culture Board

Area The area of Red Deer County included in the Division 1 Recreation and Culture Board Area are those lands located within the Division 1 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• One (1) Representative from the Elnora area (Township 35-21, Township 35-22, Township 3523); • One (1) Representative from the Glen Allen/Howell’s Lake areas (Township 35-24, Township 35-25, Township 34-25 all lands within Township 35-26 in Division 1); • One (1) Representative from the Collins/Lousana/Trenville areas (Township 36-21, Township • 36-22, Township 36-23); • One (1) Representative from the Hamlet of Lousana; • Two (2) Representatives from the Pine Lake area (Township 36-24, Township 36-25, all lands within Township 36-26 in Division 1); • One (1) Representative from the Great Bend/Woodlake area (Township 37-22, Township 3822, Township 38-23); • One (1) Representative from the Cumberland/Delburne areas (Township 37-23, Township 3724, Township 38-24); and • One (1) Representative from the Hillsdown/Valley Centre areas (Township 37-25, all lands within Township 37-26 in Division 1, Township 38-25, all lands within Township 38-26 in Division 1.

Division 2 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 2 Recreation and Culture Board Area are those lands located within the Division 2 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• Three (3) Representatives from the Balmoral/Meadow Ridge areas (all lands within Township 38-26 in Division 2, all lands within Township 38-27 east of Red Deer City Boundary, all lands within Township 39-26 east of the Red Deer River, all lands within Township 39-27 east of Red Deer River); • Two (2) Representative from the Clearview/Gasoline Alley/Mackenzie areas (all lands within Township 37-27 east of Waskasoo Avenue in Division 2); Two (2) Representatives from the Springvale/Willowdale areas (all lands within Township 37-26 in Division 2); • Two (2) Representatives from the Green Acres/Waskasoo Estates/Woodland Hills areas (all lands within Township 37-27 west of Waskasoo Avenue, all lands within Township 37-28 east of the Red Deer River within Division 2, all lands within Township 38-27 west of Red Deer City boundary, all lands within Township 38-28 east of Red Deer River in Division 2).

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Division 3 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 3 Recreation and Culture Board Area are those lands located within the Division 3 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• Two (2) Representative from the Big Bend area (All those lands within Township 36-28 west of the Red Deer River, all those lands within Township 36-1 north of the Red Deer River within Division 3); • Two (2) Representative from the Ridgewood area (All those lands within Township 37-28 west of the Red Deer River, all those lands within Township 37-1 in Division 3); • One (2) Representative from the Penhold Rural area (All those lands within Township 36-27 west of Highway 2, all those lands within Township 36-28 west of Highway 2 and east of the Red Deer River; all those lands within Township 37-27 west of Highway 2 and within Division 3, all those lands within Township 37-28 west of Highway 2 and east of the Red Deer River within Division 3); • Two (2) Representatives from the Aberdeen north of Secondary Highway 590/Antler Hill/Wild Rose areas (All those lands within Township 35-27 in Division 3, all those lands within Township 35-28 in Division 3, all those lands within Township 36-27 east of Highway 2, all those lands within Township 36-28 east of Highway 2, all those lands within Township 37-27 east of Highway 2 in Division 3); and • One (1) Representative from the Edwell/Hill End areas (All those lands within Township 35-26 in Division 3, all those lands within Township 36-26 in Division 3, all those lands within Township 37-26 in Division 3).

Division 4 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 4 Recreation and Culture Board Area are those lands located within the Division 4 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• One (1) Representative from the Aberdeen south of Secondary Highway 590/Knee Valley areas (Township 34-26, Township 34-27, all those lands within Township 35-26 in Division 4, all those lands within Township 35-27 in Division 4); • One (1) Representative from the Nisbet area (Township 34-28, Township 34-29); • One (1) Representative from the Innisfail Rural area (All those lands within Township 35-28 in • Division 4); • One (1) Representative from the Bowden Rural area (Township 34-1, Township 34-2); • One (1) Representative from the Little Red Deer River Dorcas Womens Institute area • (Township 35-1, all those lands within Township 36-1 south of the Red Deer River); • One (1) Representative from the Cottonwood Gordon Rural area (all those lands within Township 35-2 south of the Red Deer River, all those lands within Township 35-3 south of the Red Deer River, all those lands within Township 36-2 south of the Red Deer River); • One (1) Representative from the Carefree Resorts Subdivision; • One (1) Representative from the Red Lodge Estates/Silver Lagoon Subdivisions); and • One (1) Representative from the Garrington/White Creek/Woodland areas (Township 34-3, all those lands within Township 34-4 south of the Red Deer River)

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Division 5 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 5 Recreation and Culture Board Area are those lands located within the Division 5 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• One (1) Representative from the Hamlet of Benalto; • One (1) Representative from the Hamlet of Dickson; One (1) Representative from the Hamlet of Spruce View; • One (1) Representative from the Benalto/Evarts areas (All those lands within Township 38-1 in • Division 5, Township 38-2, Township 38-3, all those lands in Township 39-1 west of the Town of Sylvan Lake, Township 39-2); • One (1) Representative from the Central/Craig/Happy Hill/New Hill areas (Township 37-3); • One (1) Representative from the Centreville/Hola areas (All those lands within Township 37- 1 in Division 5, Township 37-2); • One (1) Representative from the Kevisville/Raven areas (Township 34-4, Township 35-3 west of Secondary Highway 766 in Division 5, Township 35-4, Township 36-3 west of Secondary Highway 766 in Division 5, Township 36-4); • One (1) Representative from the Markerville area (All those lands within Township 36-1 in Division 5, all those lands within Township 36-2 north of the Red Deer River); and • One (1) Representative from the Spruce View/Dickson/Gleniffer Lake Resort areas (Township 35-3 north of Red Deer River and west of Secondary Highway 766, Township 36-3 west of Secondary Highway 766).

Division 6 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 6 Recreation and Culture Board Area are those lands located within the Division 6 boundary as shown in Schedule ‘A’ of Bylaw 2006/33 and shall exclude any and all incorporated municipalities situated therein.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to the following, geographical areas; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

• Two (2) Representatives from the Poplar Ridge Subdivision; • Two (2) Representatives from the Burnt Lake/Poplar Ridge/Shady Noon areas (Township 38-28 west of the Red Deer City Boundary and west of the Red Deer River); • Two (2) Representatives from the Central Park/Linn Valley/Spruce Lane areas (Township 3927 west of the Red Deer River); • One (1) Representative from the Stockholm/Sylvan Lake/Valley Meadows areas (All those portions of Township 38-1 within Division 6); and • Two (2) Representatives from the Blindman Ridge/Meridian Estates/Kayton Estates areas (Township 39-28, Township 39-1).

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Division 7 Recreation and Culture Board

Area

The area of Red Deer County included in the Division 6 Recreation and Culture Board Area are those lands located within the Hamlet of Springbrook.

Board Composition

The Board shall consist of nine (9) members serving without pay. Honorariums may be provided at the discretion of Red Deer County, Community Services.

The membership of the Board shall be made up of members who shall be elected at a meeting of the general public of the recreation area and who shall be a resident of Red Deer County. Preference should be given to residents who live within the geographical boundaries of Springbrook; however, these specifications are not considered mandatory. Members may be elected based on skills, abilities, and experience in lieu of geographical representation. Members cannot be elected based on being a representative of a specific organization (e.g. sport group, cultural organizations, heritage group, etc.).

BYLAW 2007/41 Schedule ‘B’ (Funding Guideline Policy) All funding received by Red Deer County Recreation and Culture Boards shall be used at the Board’s discretion to support inclusive and participatory youth, family, adult and community recreation and culture programming and community development opportunities.

It is recommended that support be attributed or distributed for programs, events, and develop located within Red Deer County (rather than other locations such as in urban communities).

RECREATION PROGRAMS Examples: Yoga, aerobics, snow shoeing, rafting, swimming, cross country skiing, snowboarding, model night (trains, etc.), wall climbing, family golf, bowling, gardening, hiking and cycling trips.

SPECIAL EVENTS Examples: Education, recreation or culture based field trips, heritage events, special event / activity, festivals and Annual General Meetings.

COMMUNITY DEVELOPMENT Examples: Organize or participate in joint activities with other recreation boards / groups, support community halls/facilities, leadership, coaching and board development, first aid training, volunteer recognition programs.

ADMINISTRATION COSTS Around 5% of funds received annually can be allocated for administrative purposes such as office supplies, bank fees, photocopying, annual general meeting costs and so on. Examples: Office supplies, bank fees, etc.

CULTURE PROGRAMS Examples: Craft night, library programs, theatre productions, band, social activities, art classes and museum programs.

FINANCIAL SUPPORT AND SPONSORSHIP Examples: Financial contributions to a proposed or existing social or other organization’s community event and / or recreation and cultural activities.

OTHER GUIDELINES AND TIMELINES: • The Board shall hear and consider requests for moral and/or financial support made by any individual, organization or delegation of citizens, with respect to recreation and culture and may accept or decline any or all community moral / financial requests at their discretion dependent upon statement of purpose and/or evidence of need. • The groups receiving funds shall account for use of the funds to the Board. It is recommended that the Board request a submission of appropriate summary documentation from the recipients. • The Annual Financial Report and Proposed Budget deadline is February 28 each year.

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• 100% of the Per Capita Funds shall be distributed to the respective Boards upon Staff approval of their annual report and proposed budget.

ALL REGION RECREATION AND CULTURE BOARDS Cemeteries Facilities and Amenities – Rural and Urban Libraries Open Spaces – Parks and Trails Development Rural Crime Watch

BYLAW 2007/41 Schedule ‘C’ (Accountability Expectations and Distribution Policy) Money received by the Recreation and Culture Boards from Red Deer County must be properly accounted for. Future funding for each Board is contingent on the County receiving a Board approved Annual Financial Report and Proposed Budget for the current year by February 28 each year.

1 County administration will provide the recommended Annual Financial Report and Proposed Budget templates to be completed by each Board. The Annual Financial Report shall include a revenue/expense statement, a recent bank statement, a summary of the past year’s events and funding and any supporting documentation (i.e. grant accounting forms from groups). 2 Groups will submit three-year proposed budgets to Red Deer County, Community Services. 3 The proposed budgets should reflect the categories of support outlined in Schedule B. 4 In the initial year of application, the planning of the proposed budget should be initiated in late Fall/early Winter for the upcoming year. 5 County administration will acknowledge the receipt of said documents in writing and an internal review of all of the Boards’ documents will occur in March each year. 6 Notification of budget approval and/or any request for clarification shall be forwarded to the Board in a timely fashion. 7 After said scrutiny, the proposed budgets and annual reviews will be approved in April of each year. 8 100% of the Per Capita Funds shall be distributed to the respective Boards upon Staff approval of their annual review and proposed budget each year.

Important ANNUAL dates for RECREATION AND CULTURE Boards

February 28 - Annual Financial Reports and Proposed Budget updates deadline. April / May - Boards shall receive 100% of Per Capita Funds upon budget approval.

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RED DEER COUNTY

TITLE: PUBLIC FACILITY/AMENITY ALLOCATION GUIDELINES

Policy x Procedure _____ Category: Community Services Bylaw ____ Guideline _____

No. 5.007

AUTHORITY: CC-11-068 (To be undated) DATE: March 15, 2011 (To be updated)

REPLACES: DATE:

Further References: Facility/Amenity Allocation Procedure Policy No. 5.008

PURPOSE

To adopt guidelines for the allocation of available facility spaces that are administered by RDC Community Services.

GUIDELINES

This intent of this policy is to maximize the use of public facilities and amenities during “primetime” hours, which are considered to be those hours between 6 p.m. and 9 p.m., Monday toFriday, and 8:00 a.m and 5:00 p.m, Saturday and Sunday. Registered minor organizations and programs operated by community groups, as specified in the Public Benefit Policy, will receive first priority on allocation of times.

RED DEER COUNTY

GRANT FUNDING APPLICATION FORM Note: This is a universal application form that would accommodate existing forms such as Recreation and Culture Board funding applications. Please review Public Benefit Policy to assist with completion of this application form.

Organization: Contact Information: ______Organization Name Contact Name and Title ______Mailing Address, including postal code Address, including postal code (if different from location) ______Facility Location (if applicable) Phone Number ______Society Registration No. (if applicable) e-mail address

Is your organization a:

 Not-for-profit society  For profit company/corporation  Not-for-profit company  A government agency (e.g. municipality, NGO, etc.)  Other (specify):______

Purpose of Application:

 Support to Rural Facilities and Amenities Operating Grant  Rural Community Facility and Amenity Capital Assistance Grant  Recreation and Culture Board  Cemeteries Operating Grant  Use of Municipal Reserves Fund  Other (specify):______

Amount of Funding Requested: $______

Expected Start Date:______Expected Completion Date:______

Have you received previous funding from Red Deer County?  Yes  No (if yes, please explain) ______

Description:

Please provide a description of the project/facility/program/service purpose (mandate/objectives/etc.). ______

Please indicate the type of activities that Red Deer residents will use/participate in at your project/facility/program. ______

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Please explain how the project/facility/program/service will benefit Red Deer County residents. ______

Please describe who the project/facility/program/service will serve (please include descriptions of all users/participants and provide estimates). ______

Please explain how the project/facility/program/service fits within the mandate of Red Deer County, Community Services areas of responsibility (e.g. recreation, culture, and volunteerism; family and community support services; open spaces; Seniors and affordable housing; library services; heritage; and transit). ______

If other organizations already provide similar programs, services, or facilities, how will your project/facility/program/service benefit Red Deer County residents? ______

What other organizations, if any, do you expect will help to fund your project/facility/program/service. ______

Please choose the description that most likely applies to your project/facility/program/service. Users/participants will be:

 Members of the general public  Primarily members of the general public, but also members who have paid a membership fee  Primarily members who have paid a membership fee, but also members of the general public  Members who have paid a membership fee  Other (specify):______

Please indicate any restrictions/limitations that may affect Red Deer County residents to use your project/facility/program/service. ______

Please indicate (estimate) the number of Red Deer County residents that will use/participate in the project/facility/program/service (individual users/participants): ______

(If a facility) Please indicate (estimate) the number of times your facility will be rented rented or used for events on an annual basis: ______

Please indicate (estimate): Total hours (annual) that volunteers will provide to your organization: ______Total hours (annual) that Red Deer County residents will volunteer at your organization: ______

Budget Information Please provide the following budget information (including capital requirements and expenditures, if applicable). Note: Recreation and Culture Boards would complete a separate budget information form (not this form).

Operational Budget Capital Budget

REVENUES: SOURCES OF FUNDS:

Unearned revenue Anticipated Funds from Red Deer County $______Anticipated Funds from Red Deer County $______Grants from other municipalities $______Other Grants $______Provincial grants $______Casinos/Bingos $______Federal grants $______Fund raising/donations $______Casinos/Bingos $______Other (specify) $______Fund raising/donations $______Naming rights $______Earned revenue Debt $______Admissions/Fees $______Other (specify) $______Membership fees $______Program registrations $______TOTAL SOURCES OF FUNDS $______Facility rentals $______Equipment rentals $______CAPITAL COSTS: Food and beverage/concession $______Other (specify) $______Planning/engineering $______Contracted services $______TOTAL REVENUES $______Construction costs $______Land costs $______EXPENSES: Equipment costs for construction $______Furniture, fixtures, and equipment $______Employee wages/benefits Permits/legal $______Program expenses $______Other (specify) $______Communications (phone, Internet, etc.) $______Utilities (power, water, gas) $______TOTAL CAPTAL COSTS Insurance $______Custodial expenses (including supplies) $______Rent/lease costs $______Repairs/maintenance $______Life cycle costs $______Contracted services $______Other (specify) $______$______TOTAL EXPENSES $______

Please ensure that you have included the following with your application:

 List of current Executive/Board members  Feasibility study(ies)

 Financial statements from previous year (up to past 3 years)  Construction quotes

 Copy of organization’s minutes with the motion to submit  Building permits this application

 Proof of liability insurance (minimum $2,000,000 liability)

 Proof of Workers Compensation

 Schedule of prices/fees that will be charged to Red Deer County residents to use programs, services, and facilities

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