Marwayne Sustainability Plan:
Looking to the Future
Version 2.0 July 2013
Table of Contents
Summary 1
1. Introduction 2 About the Plan The Sustainability Plan Process in Marwayne Creating the Plan
2. Vision & Values 7 Marwayne Community Vision Marwayne Community Core Values
3. Key Initiatives 10 Land Management and Built Environment Economic Development Empowering Volunteers through Governance Safe Small Town Atmosphere Health and Social Recreation, Leisure and Culture Environment: Energy, Water and Solid Waste Management Education
4. Implementation & Monitoring 33 Creation of Action Plans Monitoring of Progress Through Indicators Conclusion: Just the Beginning
Appendices 37 A: Developmental Assets B: Proposed Umbrella Governance Structure C: Community Safety Strategy D: Sample Action Plan E: Initial Indicators for Key Initiatives F: Strategic Actions Organized by Strategies from the Key Initiatives G: Annual Report Card Template H: Meetings Held
Summary of the Marwayne Sustainability Plan: Looking to the Future
Community Key Initiatives
Vision Individuals Land Management & Built Environment
Ag Society Economic Development
Core Values Village Empowering Volunteers Through Community Governance Groups Safe Small Town Atmosphere Health & Social Recreation & Leisure Environment Education
End State Goals
Strategic Actions Monitoring of with target and Performance indicators & Annual Review
Action Plan by Stakeholder
Strategy Steps Resources Person Timeline Outcome/Target Responsible
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1. Introduction
If you don’t know where you’re going…… you’ll probably end up somewhere else!
Mark Twain
-2- About the Plan
The Marwayne Community Sustainability Plan: Looking to the Future expresses Marwayne’s commitment towards building a sustainable small town community. It provides the long-term Community Vision, Community Values, End State Goals, Strategic directions and Strategic actions. It is the overarching “umbrella document” that helps to direct all other plans.
The authors of the plan are both the urban and rural communities in the Marwayne region. The Village of Marwayne Council has the responsibility of the stewardship. It provides direction for the actions over which the Village of Marwayne has jurisdictional control; helps to facilitate partnerships to address issues of wider interest; and reduces our ecological footprint. This plan brings municipal government and community grassroots groups together in support of a common initiative.
The municipal sustainability planning process was viewed as an opportunity for Marwayne stakeholders to look long-term at the community they want and take proactive steps to build the future they desire. It provides a process for the community members to find solutions that address the social, cultural, economic, environmental, and governance challenges they are facing today while leaving a positive legacy for future generations.
The Sustainability Plan is a framework within which innovation and ideas will be encouraged as together the community learns and adapts to the opportunities and challenges that lie ahead.
The Sustainability Planning Process in Marwayne
Introduction The Village of Marwayne is located in the County of Vermilion River No. 24, approximately 33 km northwest of Lloydminster, and 240 km east of Edmonton (Figure 1). The community is situated approximately 18 km north of the Yellowhead Marwayne Trans-Canada Highway (Highway 16) and along the south side of the former Canadian Pacific Railway line that connects Lloydminster and Edmonton. Alberta Highway 45 connects Marwayne with the Saskatchewan border to the east. Highway 897 connects Marwayne with Figure 1 Whitney Lakes Provincial Park to the north, and the Village of Kitscoty and Highway 16 to the south. The region to the north is also referred to as “The Lakeland Region” due to its numerous lakes and rivers.
Marwayne is located in an area with many economic opportunities and is in a position to increase its existing sustainable economic base. The area is renowned for its agricultural production, and recent oil and gas exploration is providing an opportunity for growth in Marwayne and the surrounding area.
-3- Federal and Provincial Context There are a number of federal and provincial initiatives that have influenced the writing of this plan.
In 2005, the Federal Government introduced a new funding source for municipalities known as the New Deal for Cities and Communities or, the Gas Tax. This funding required that every municipality adopt a set of sustainability values that addresses these interdependent dimensions: economic, environmental, social and cultural”. Therefore, the expectation that each community would create an integrated community sustainability plan (ICSP) to address their future needs was set into motion.
As a consequence of the federal action, the Alberta Urban Municipalities Association (AUMA) developed a comprehensive guide outlining what an ICSP should look like and how a municipality should go about developing one. The AUMA added the fifth component to the federal ICSP – Governance.
In the preliminary stages of this plan, stakeholders investigated funding sources for the purposes of hiring a manager for the recreational facilities. Rural Alberta’s Development Fund criteria states that the Fund is particularly interested in projects that were developed through a comprehensive planning process (e.g. Municipal Sustainability Plans).
Through the Municipal Sponsorship Grant, the Village was able to hire consultants and Municipal Planning Services to: . regionally review the current plans, practices and policies of land use . then using that information, review and update the Village of Marwayne’s Land Use Bylaw . develop plans and policies to address growth pressures while ensuring sustainability The outcome of this project was to have growth pressure documents: the Municipal Development Plan, Area Structure Plan and Land Use Bylaw, which prepare Marwayne to handle the Vermilion River Region’s current booming economy.
Heather Nickel of the Department of Culture and Community Spirit has provided facilitation and consultation throughout the public participation meetings and strategic planning process.
Finally, the Village of Marwayne was chosen as one of eight communities to participate in the pilot project, First Impressions Community Exchange (FICE) delivered through an AUMA and Alberta Employment and Immigration partnership. FICE provides a basis for ongoing collaboration and an opportunity for local businesses and organization to develop and champion action plans that address areas of need and opportunity.
Background and History The Marwayne community has been working at different aspects of sustainable planning over the last seven years.
In 2001, the Village of Marwayne Council chose to look to the future and accepted the responsibility to demonstrate leadership in the area of long-term, strategic, sustainable planning for Marwayne. A process to review the options and opportunities in economic development was begun. With the support of the leaders, decision-makers and residents of the Marwayne community, a framework was developed. The process involved the community
-4- openly sharing their ideas about our common future and developing the first mission and vision statements.
In October 2004 Council assessed how to address the 2001 projects that had reached a stalemate. The quote from Alberta’s Rural Development Strategy “A Place to Grow” describes Council’s view: Economic development and community capacity are directly linked. Unless the necessary capacity, quality of life and infrastructure are in place in rural communities, it is unlikely they will be able to attract and retain new businesses and industries. A combination of actions and strategies are needed to build local community capacity and strong community leadership and to support active community volunteers, local initiatives and opportunities. Council made the decision to embark on the process of preparing a Long Range Plan to promote sensible and logical decisions. The Long Range Plan “Growing our Community” set a foundation to more specific strategies. The document was taken to the public for input and finalized on October 24, 2005.
In November 2005 a strategic plan was developed based on the 2001 framework, the 2005 “Growing our Community” and Council visioning sessions. The Strategic Plan 2006-2008 document reflected the community planning and sentiment to that point. It focuses on:
Planning for Growth and Change Safe and Caring Community Addressing Service Needs Pursuing Operational and Organizational Excellence
Creating the Plan The process of creating the Plan began with Council seeing a need to coordinate all our planning documents: Long Range Plan, Strategic Plan, and Industrial & Commercial Growth Plan. To develop statutory documents, Council directed Municipal Planning Services to create a Municipal Development Plan (MDP), an Area Structure Plan (ASP) and update the Land Use Bylaw (LUB) through public input and consultation. Therefore, the first public consultation was held on February 28, 2008. The desire to take immediate collective action to address the recreational facilities labor issue was expressed that evening. Responding to the enthusiasm of the citizens, the Agricultural Society took on the role of lead organization for development of the Plan with Village Administration assistance.
In the early planning stages of addressing the recreational facilities labor issues, it was determined that funding agencies are making community sustainability plans a pre-requisite, therefore, the community engagement process was expanded to include the building of this Sustainability Plan. As a result of the community engagement in creating this Plan, Marwayne now has a framework to build on.
In developing this Plan we realized how all the different components: economic, environmental, social and cultural are integral to the success of each other. In expanding our focus from the recreational issues, it became apparent that looking at the environmental stewardship of “green” recreational buildings could lead to innovative economic opportunities,
-5- that economic growth could then lead to social and culture development, thereby improving people’s quality of life and the overall desirability of the community as a place live and work.
At the outset it was determined that stakeholders would commit to the following:
1. the plan must become an operational tool with an annual renewal process 2. the Village’s MDP is an integral component of this plan 3. this plan requires the creation of Action Plans with target outcomes/end state goals and sustainability indicators with the Key Initiative Areas. It is expected that the stakeholders will determine their respective responsibilities by initiating the development and execution of these actions accordingly 4. each stakeholder will ensure capacity building in the community through partnerships and alliances in an effort to engage as many resources as possible in the work toward achieving our vision for a sustainable community 5. there must be community based capital planning for public owned facilities 6. the plan ensures consistent and reliable value-based decisions to keep Marwayne viable
Council and the Agricultural Society have worked hand-in-hand to formulate this Plan based on the community’s input. Council formally endorsed the Plan on October 27, 2008. To keep this Plan current and relevant, it shall be reviewed and updated every five years. The process will include the following steps:
1. The CAO and the CDO will review and update the LUB, MDP, and the MSP in July 2013.
2. The updated MSP will go to public hearing at the August 19, 2013 Council meeting.
3. Version 2.0 will be passed at a September 2013 Council meeting.
4. Version 3.0 is scheduled for the same process in July 2018
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2. Vision & Values
The future is not something we enter. The future is something we create.
Leonard I. Sweet, Author/Futurist
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Marwayne Community Vision
Ensuring quality of life in a safe, viable and thriving community.
Photo credit Lois Peck Photo credit Marty Person
Photo credit Marty Person
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Marwayne Community Core Values
The following guiding values represent the key themes and values that have emerged from community consultation. These form the basis of ‘who we are’ and ‘what we believe in’ as a community. These values can be used to enhance the quality of decision-making, prioritize actions, and evaluate programs and policy decisions.
Value 1: Small Town Character Marwayne ensures development, land use and transportation policies serve to maintain the small town feel of Marwayne with a Village Centre and a centralized recreation area. Green space and trees are valued in our landscape. Value 2: A Friendly Family Oriented Community Marwayne strives to build and maintain a vibrant, safe, and healthy community with a strong social fabric that supports the family. Marwayne works to ensure that its citizens have access to quality education and basic public services. Value 3: Innovative Leadership Marwayne provides leadership whether government or community based, in many aspects of sustainable and community development. Marwayne considers best practices and develops innovative “Marwayne-made” approaches to reaching its goals. Value 4: Collaboration and Partnership Marwayne empowers volunteers to remain the “heartbeat” of our community. Marwayne builds partnerships among residents, businesses and community stakeholders to achieve the shared Community Vision. Marwayne understands we are part of a larger community and seek to find opportunities to work with neighboring communities, regional, provincial and federal governments. Value 5: Planning and Prioritizing Together Marwayne plans and prioritizes community projects together to ensure adequate funding and volunteer availability while recognizing the autonomy of each organization. Value 6: A Culture of Recreation and Leisure Marwayne is united in their culture of recreation. Marwayne encourages the facilitation of year-round indoor and outdoor recreation that keeps residents healthy, active and engaged in sports, the arts, and culture. Marwayne plans to be a “walkable” community. Value 7: A Sustainable Community Marwayne is committed to meeting its existing needs without compromising the ability of future generations to meet their own needs. We are open to growth that is positive, managed, well-balanced and takes into consideration the long-term impacts of policy decisions and programs. Value 8: Stewards of the Environment Marwayne is a steward of our environment and works to preserve and manage the ecological health of the environment for present and future generations. Marwayne recognizes that a healthy environment is integral to Marwayne’s long-term economic and social interests. Value 9: A Resilient Economy Marwayne’s approach to economic development is guided by a desire to support local business, foster prosperity and develop an economy and labor force that is sufficiently diverse. Such an economy could withstand economic cycles and capitalize on emerging economic opportunities. Value 10: Developmental Assets In Marwayne children are valued and cared for by all adults so that their lives are rich in developmental assets. *see Appendix A with framework of developmental assets
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3. Key Initiatives
“Great communities don’t just happen. They evolve from careful planning, smart design and listening to what people want”
PEC Development Group
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Preferred Future Key Initiatives and Strategies
The following section of this document forms the strategy portion of the plan with eight key initiatives:
1. Land Management and Built Environment
2. Economic Development
3. Empowering Volunteers through Governance
4. Safe Small Town Atmosphere
5. Health and Social
6. Recreation, Leisure and Culture
7. Environment: Energy, Water and Solid Waste Management
8. Education
Three questions are explored in each Key Initiative:
. Where are we now? o provides a snapshot of the current situation
. Where do we want to be? o describes the community’s desired future in the year 2058 and outlines the end state goals o The end state goals will be reassessed on a regular basis to identify priorities from one year to the next.
. How will we get there? o outlines the strategies to bridge the gap between current reality and success
In some cases, Village Administration, as directed by Council, will be responsible for the implementation of the strategy and in others it will be new and existing stakeholders to help with implementation.
-11- Key Initiative 1
Land Management and Built Environment
Where are we now?
The following provides a snapshot of the current state of land management and built environment in the community:
. the Village has annexed land for light industrial development and has developed an Area Structure Plan for that area . for fringe area development, the County of Vermilion River has a “Marwayne Area Structure Plan” and appropriate zoning to ensure communication between the County and Village about future land use and development . the Village contains 248 dwellings, 78% of which are owner occupied. The majority of the housing inventory is low density single detached houses . the Village has developed residential lots as needed. At 2.7 persons per dwelling and estimated 54 more lots to develop, the Photo credit Marty Person Village can accommodate a population of 812 before residential development of SW Where do we want to be? 26-52-3-W4 ( approximately 142 acres) is required The community’s desired future in the year . at a 2% increase/year, the population will be 2058 is described in the following statement: 894by 2028, therefore, full build out, depending upon the rate of development, Sidewalks, trails and green corridors connect could be reached within 10 to 15 years the vibrant downtown core, recreational areas, . the Village has felt the effects of the Alberta and residential areas. There is adequate land booming economy with market values and available for residences, commercial construction costs increasing dramatically pedestrian-oriented businesses in the within the last few years downtown core, commercial transportation- . the Village has developed and will update a oriented businesses on the Highway 897 Municipal Development Plan along with this corridor and industrial areas. The community Sustainability Plan has diverse housing, shops, services and . the community recognizes that the Village employment opportunities. The Village is a business core needs revitalization and has complete community where all basic needs are completed water, sewer, and storm sewer met. upgrades, an inventory of historical commercial places, a streetscapes design, a grant program, and design guidelines to assist business owners with renovations.
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End State Goals for 2058
How will we get there?
Marwayne looks at sustainability when developing and renewing its buildings, neighborhoods and facilities. Integrated community design principles of “Smart Growth” are considered in the decision-making process.
a vibrant, pedestrian-oriented downtown core remains the commercial, cultural and social focal point of the community. There is also a thriving vehicle-oriented industrial and highway commercial developments along Highway 897 and the southerly portion of the Village.
design and growth management strategies recognize the costs associated with growth and ensure that future amenities and improvements are within the financial capability of Marwayne
Marwayne has a sufficient supply of diverse housing and accommodations to meet the needs of all residents. They are affordable due to diversity, efficiency, innovation and flexibility
Marwayne’s transportation system offers reliable, safe, accessible, green and efficient means of moving within Marwayne. The Village Centre is pedestrian-friendly and linked to residential and public areas.
Strategies
1.1 that the Marwayne Sustainability Plan integrates with the Municipal Development Plan and filters into the Land Use Bylaw, therefore, reflecting the desired End State Goals and providing additional framework and long-range strategies to direct and shape community growth
1.2 continue to research the “Smart Growth” and “Built Green” standards for possible inclusion into the Municipal Development Plan and the Land Use Bylaw
1.3 continues to research options for reducing capital and operating costs of new developments, in cooperation with developers and considering experiences of other municipalities
1.4 continues to work with the VRRA and HUB to seek regional solutions & support for commercial and industrial development
1.5 continues to monitor the Cold Lake Oilsands development and its impact on the Marwayne region.
-13- Key Initiative 2
Economic Development
Where are we now? . the Village is a member of VRRA, Hub The following provides a snapshot of the and Community Futures. Our voice is current state of economic development in the heard at these agencies for regional community: solutions, economic development initiatives, and lobbying the government. . the Village annexed NW23-52-3-W4 for . in 2001 to 2003, through an economic industrial/commercial development to development initiative implemented by increase the non-residential tax base. A the citizens, services were successfully healthy ratio is 2:1 with residential. In increased (see Prospective Investors, 2008, it was 8:1 and in 2013 it was 8:1. Entrepreneurs, and Developers survey page 16) . Council’s “Planning for Growth and . in 2011, Council adopted Bylaw 504-11 Change” strategic goal recognizes a and officially formed the Marwayne positive environment is needed for Economic Development Committee & economic activity for retaining and completed a strategic plan increasing services, creating . the Village has taken on residential employment, increasing the assessment development financed by a self- base and fostering a quality of life renewing fund to ensure that an . Council has reclaimed the vacant adequate inventory of lots is available. downtown lot on the corner of Centre Since 2002, 58 lots have been Street and 1st Avenue South developed with a current inventory of 12 . The brownfield area along Highway 897 . Village residents are employed in the has been reclaimed. No Remediation agriculture and resource-based sector, Certificate is possible for this property particularly males. Significant numbers as ongoing monitoring must be are also involved in wholesale and retail maintained. trade and the service sector . Council completed water & sewer upgrades for 1 block on 1st Street North and Centre Street. . Council is completing a formal storm sewer to correct drainage issues in the downtown area. . The EDC and Council have completed planning: an inventory of historical commercial places; branding, theming, and streetscapes design; a grant program and design guidelines to assist business owners with renovations. . The EDC and Council are building a themed streetscape with new sidewalks, lighting, boulevards, bulbouts, and signage. . Council adopted and is implementing Bylaw 488-10 the business license . the Village Centre has vacant lots and vacant buildings
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Where do we want to be? The community works together to support local businesses, encourage innovation, new The community’s desired future in the year businesses and has an entrepreneurial spirit. 2058 is described in the following statement: Through collaborative actions across the wider region, residents have the capacity to find or Marwayne has a diverse, resilient and vibrant create work opportunities and incomes to local economy with successful and adaptive support sustainable lifestyles. businesses that keep Marwayne sustainable.
End State Goals for 2058
How will we get there?
Marwayne has created an environment and has land available where new businesses, including commercial, professional offices, industrial, tourism and value-added industries, have established and they contribute to a strong local economy.
Marwayne is welcoming to new business initiatives and entrepreneurial innovations, seeking ways to cooperatively make things happen.
a diverse and balanced economic base provides quality employment and sustainable wages for residents
Marwayne has established a tourism economy to augment the local businesses
Marwayne supports local businesses with a “buy local” attitude as they understand they are an economic advantage that keeps our community sustainable
Marwayne has communication technology that enables residents to work from home or to expand their business through virtual networks.
effective partnership with governments and other organizations support the economic health of Marwayne. Local businesses play an important role in helping the community achieve its social, cultural and environmental goals
Strategies
2.1 in 2011, the Marwayne EDC created a strategic plan with vision and mission statements, goals, actions, outcomes, and measures to ensure there is o a streamlined development process that attracts businesses by making our community a viable alternative o an atmosphere where existing and new businesses want to be established o sufficient competitive advantage to establish in Marwayne
2.2 create a vibrant downtown core area attracting and supporting a ‘buy-local” ethic
2.3 establish a community marketing strategy that promotes the advantages and opportunities for business and tourism creation in Marwayne
-15- o that includes the citizens engaged as ambassadors. Positive attitudes by individuals and businesses about “what a great place Marwayne is” makes others take notice that Marwayne is an attractive option when relocating or investing o has a Business Attraction listing
2.4 continue to compel the regional economic development organizations to provide effective small- town oriented initiatives
2.5 develop a tourism plan to help augment the local economy (see #4 Safe Small Town Atmosphere) for one aspect planned
Prospective Investors, Entrepreneurs, and Developers
The Opportunity Identification and Attraction Group of our Economic Development Initiative has identified the following needs that exist within our community through a survey that was done in November 2001. March 31, 2005 UPDATE: & look what was accomplished: Laundromat yes Carwash yes Grocery Store/Meat/Bakery/Fresh Produce yes – 2nd grocery store more options Hotel/Motel/ Bed & Breakfast Garage/Mechanic/Tire Shop Welding Shop Daycare Little Critter Playschool started, more day homes have started up too Medical/Doctor services Council explored this – people want their OWN Doctor & really willing to go to Lloyd to see them Farm Feed Store/barbed wire/hydraulic hose repair Drug Store Propane yes Vet Service Meals on Wheels Restaurant open 7 days/earlier hours/holidays Lovell’s expansion Fast Food - Chicken/Pizza/Ribs/Potatoes D&D has chicken etc. Fuel Cardlock Plumber/Electrician Satellite Dealers ie Agland, New Holland Bowling Alley/Pinball/Arcade Residential Housing/Development village – 32 lots (completion 2005) Multi-Family Housing – Duplexes, Apartments, Condo Welcome Wagon type business (home based)
-16- Key Initiative 3
Empowering Volunteers through Governance Where are we now? . in 2010, the Ag Society and Council designed a website; in 2013 they added a The following provides a snapshot of the Facebook page to be transparent in current state of empowering volunteers through decision making and have a communication governance in the community: strategy that markets their events successfully . there are over 30 not-for-profit community . in 2009, the Ag Society added Harvest Day groups in Marwayne as a new event . the community knows that empowered . in 2011, the Arena Committee added a volunteers are the “heartbeat” of the Professional Bull Riding event as a major community, therefore Village Council fundraiser and high-profile event initiated “Volunteer Week” . from 2010 - 2013, the Ag Society directors . due to the volunteers’ commitment and underwent professional development in spirit, through the Agricultural Society, they fundraising and sponsorship training manage our facilities: arena, curling rink, . in 2012, several subcommittees took community hall, ball diamonds and hall. training in Quick Books, accounting, and set Other community groups take on the up a support network for these items. management of the golf course and campgrounds Where do we want to be? . not for profit organizations continue to The community’s desired future in the year address issues such as obtaining adequate 2058 is described in the following statement: funding, a lack of collaboration, member recruitment and volunteer burnout are challenges . keeping the facilities well maintained is a challenge due to competition for funds, lack of sustainable funding, and the challenge of dependence on a seasonal human resources labor pool . recreational facilities are essential to the viability of our rural community. Residents expect quality recreational services. . in 2009, the Agricultural Society updated its bylaws and in 2011 officially became the “umbrella” governance organization for the community to facilitate the changes that Marwayne volunteers are thriving and need to be made in recreational infrastructure & programming . in 2011, they Ag Society built a new campground; in 2012 the Ag Society opened the new Community Hall; in 2012 the Ag Society opened the newly renovated arena lobby
contributing to the sustainability of the
-17- community. Citizens are engaged in board ensures communication and collaboration of all governance and shared leadership initiatives organizations and provides governance to that demonstrate effective collaboration with all sustain the recreational facilities. A hired community stakeholders and all levels of general manger supports the day-to-day government. Decision making occurs within the aspects. Due to this umbrella organization our larger context and framework of the facilities meet the community’s needs and are community’s Sustainability Plan, with well maintained. Through the umbrella board, consideration given to community values, community events are enhanced through coordination for a long-term community budget, creative partnerships, prioritized community long-term consequences and anticipated projects and sustained funding ensured for the changes to regional and global conditions. community as a whole. Marwayne works as one to ensure sustainability while preserving Marwayne has developed and continues to the autonomy of the individual group. support the umbrella governance structure that
End State Goals for 2058
How will we get there?
Marwayne supports its volunteers through an umbrella organization with a governance structure, which employs a general manager to direct the day-to-day operations of the recreational facilities. This organization through its bylaws, policies and procedures ensures that: there is a sustainable shared human resource pool there is a pro-active approach to the financial management of the facilities with capital and operational budgets there is an annual community events are enhanced through creative and mutual partnerships and job sharing community projects are prioritized and sustained funding is ensured for the whole community
Marwayne has long-range budgets, collaborative and coordinated fundraising for community projects that are planned in advance to ensure fundraising can be utilized to the maximum effect without volunteer burnout
Marwayne volunteer groups are aware of what each group is doing and work as a whole
Marwayne volunteer base has grown and been revitalized, therefore, they make strong contributions to Marwayne’s quality of life
Marwayne takes pride in showing off our attractive public facilities that are well maintained, accessible and affordable
Marwayne is known for the impressive community events that they produce
-18- Strategies
3.1 Strengthen the relationship between the Ag Society and Community groups through implementing the 2009 Community Needs Assessment and the 2011 Strategic Plan for Umbrella Governance by annually reviewing and updating . the community capital plan and budget . the Ag Society business plan . the Ag Society operational budget . lease agreements . job descriptions & annual reviews for the Ag Society executive and the General Manager
(See Appendix B for excerpt from the Ag society’s Strategic Plan for Umbrella Governance.)
3.2 Develop a Shared Labor Strategy to ensure maintenance of the facilities by: o each organization gathers their existing and background data regarding their employees o develop a combined community labor strategy for presentation and acceptance by the organizations o management of the labor coordination is by a General Manager o Village to consider their involvement: labour needs, office space, payroll/benefits provider etc
3.3 Increase awareness of community events and increase communication o look into feasibility of an electronic screen to advertise all events and information o continue with the “Voice from the Village” newsletter o continue with the website and Facebook page o encourage groups to funnel their information to the new screen (if project goes ahead) or the existing events sign AND the Village newsletter. Ensure groups use these advertising resources.
3.4 Enhancing Annual Events o enhance the Lea Park Rodeo to include more Village-centered activities o enhance the Ag Fair by building upon and expanding its current success in the community (scarecrow addition in 2009; moved to Rodeo week in 2011; added street dance in 2011) o enhance Harvest Day crop donation as annual fundraiser o enhance the annual Professional Bull Riding event o The Ag Society board will continue to facilitate partnerships between other community groups i.e. school sports tournaments with other recreational events (e.g. hockey provincials)
3.5 Long-term community budget with coordinated fundraisers to meet the actual needs of the community, maximize grant funds, and reduce volunteer burnout. This will result in larger, fewer and more significant fundraisers.
-19- Key Initiative 4
Safe Small Town Atmosphere
Where are we now?
The following provides a snapshot of the . In 2013, EDC and Council adopted the current state of a safe small town atmosphere Boomtown and Early Commercial eras in the community: for its downtown streetscape theme. . In 2013, The EDC and Council started . There are 15 active volunteers on the construction on a universally accessible, Fire & Rescue Department with a call pedestrian-oriented streetscape with out every 5 days in 2007 and in 2011. green spaces, bulbouts, crosswalks, They also provide first response pararamps, signage, and improved services for 911 calls (72 calls in 2011). lighting that meets Crime Prevention . Continue to work with the animal control Through Environmental Design officer contracted by the Village. (CPTED) standards. . Formed Citizens on Patrol (COPS) . The underlying message in all planning group in 2013. is that Marwayne has strong family . The Village adopted the safe community values and universal accessibility. strategy to address citizen concerns in 2008 and updated it in 2012. . Citizens and the Chamber will continue to work on beautification projects, decide which projects work well, and look for new ones to enhance the visual appeal of its neighbourhoods. . continue Volunteer Week celebrations . host annual community events including: Ag Society Fair, Lea Park Rodeo & Rodeo Week Celebrations, Fall Supper, Winter Festival, Arena PBR, Harvest Day, and sports tournaments and bonspiels . new construction and older residential sections have beautiful boulevard trees and sidewalk separation from traffic . Heritage Trees of Foundation recognizes the historic southernwood shrub in our Welcome Triangle and the Triangle itself . EDC and Council have gone through branding exercises and logo development: Life from all Angles depicts the lifestyle unique to Marwayne as a great place to live, work and play. . In 2010, the EDC and Council completed the Inventory of Historic Places, phase one downtown commercial. Three businesses received Photo credit Marty Person municipal historic designation.
-20- Where do we want to be? importance of every member of our community. Marwayne’s natural and built environments The community’s desired future in the year create a safe environment, a sense of place 2058 is described in the following statement: and an attractive small town charm that fosters pride and community spirit which serves to Marwayne is safe, caring and secure retain residents and attracts new residents and community that recognizes the unique visitors.
End State Goals for 2058
How will we get there?
Marwayne has an environment where people feel safe and are aware that their public safety is being managed.
Marwayne’s sense of community is evident in their positive attitude. This attitude fosters growth and a sense of unity in Marwayne.
A sense of community is felt from the voluntary participation in implementing and maintaining beautification projects at public facilities and properties. Private property owners and community volunteers contribute to the charm of Marwayne by applying their talents in gardening, restoration, or public art
Marwayne has central administration for police, fire and health
promote history to foster community spirit
Strategies
4.1 continue with the safe community strategy that uses a strength-based approach that acknowledges and supports the strengths and skills that individuals and groups have to create a safe and healthy community, the 4E’s are used in addressing these problems: engineering, education, environmental, enforcement *
4.2 continue to advocate for a regional bylaw enforcement officer
4.3 the Municipal Development Plan reflects the desire for: o community green areas o use of trees and other green infrastructure to provide shelter, beauty, urban heat reduction, and separation from automobile traffic o Village center is a distinctive and attractive destination o safe and convenient spaces for social, artistic, and cultural expression and activity o revitalization planning for the downtown core area continues to focus on pedestrian friendly accessibility and social interaction (tied in with key initiative #2 economic development)
4.4 investigate “Smart Growth” practices to create the kind of community and neighborhoods that bring people together
4.5 ensure the long-term sustainability of the Volunteer Fire & Rescue Department
-21- 4.6 continue with a Volunteer Week celebration to thank the volunteers for their community spirit and active participation in keeping Marwayne thriving
4.7 vibrant downtown core through volunteer involvement (also see #2 Economic Development) o murals o business participation in beautification
4.8 history promotion through o Village walking tour o regional historical tour o investigation of museum
*see Appendix C for the strategy details
-22- Key Initiative 5
Health and Social
Where are we now?
The following provides a snapshot of the current state of health and social environment in the community:
. through Family & Community Social Services, the County and the Village financially support external community agencies to provide social services . the Marwayne School is open to partnering with community agencies (such as Family School Liaison, Safe and Caring Schools) to meet the social issues that students face in today's society such as bullying, divorce, alcohol and drug use, etc. The School wants students to be able to succeed academically and supports local community agencies through providing space and access to students and partnering on various events . Marwayne has a 16-unit seniors residence . our citizens travel to other centers for certain specific services (e.g. medical, health services) Photo credit Marty Person . sedentary lifestyles within segments of our Where do we want to be?
population The community’s desired future in the year . in the East Central Health region, people 2058 is described in the following statement: are generally healthy but serious concerns are: unintentional injuries where a vast Marwayne promotes and supports a healthy majority are preventable and rates of and active lifestyle. There is a culture of obesity, lack of activity, alcohol personal responsibility for individual, family and consumption, stress, smoking and poor diet. the community’s well-being. Marwayne These factors lead to serious health residents and local organizations work with the problems of heart disease and cancer * different levels of government and agencies to . in this region, leading health problems meet the health and social needs (including causing death, hospitalization or emergency physical, mental, spiritual and emotional) of the department visits are: circulatory disease, community members, especially children, the cancer, respiratory disease, unintentional elderly and people with special needs. injury, nervous/sense organ disease, digestive disease, mental disorders* . a regional Human Services Directory has been compiled by the Kitscoty Safe and Caring Community Committee *data source How Healthy are we? A check up for residents of East Central Health . there are four churches providing spiritual support
-23-
End State Goals for 2058
How will we get there?
Marwayne collaborates with social and service organizations to enhance our capacity to educate and respond to social and health needs
Marwayne has increased access to health services, possibly through technological innovation
Our elderly are supported in staying in Marwayne
Marwayne is a community that understands the benefits of staying active physically and mentally
Strategies
5.1 continue to look for opportunities to provide long term care facilities (senior facility with hairdresser, doctor etc)
5.2 continue to partner with the Marwayne Ag Society and the not for profit groups to help them attain their capital and programming goals
5.3 encourage physical recreation activities
-24- Key Initiative 6
Recreation, Leisure & Culture
Where are we now?
The following provides a snapshot of the current state of recreation and leisure environment in the community:
. There are many opportunities for recreational and leisure pursuits in Marwayne, including: indoor and outdoor skating arena, a curling rink, ball diamonds, tennis court and basketball nets, playgrounds, campground. . Lea Park, 10 minutes north, offers golf course, rental facilities for functions, camping, and a playground. . We are described as the “gateway to the Lakeland region” with numerous lakes and rivers and local outfitters. . The school has top level coaching with their sports teams often reaching Where do we want to be? provincial tournaments. . Our recreational facilities are aging and The community’s desired future in the year sustainable maintenance is required to 2058 is described in the following statement: keep them available for the various programs. Marwayne has a broad range of safe and . The Senior Citizen Friendship Center is healthy activities available to citizens of all ages located in the Village core. for recreational, social, artistic and cultural . We have a multi-use recreational expression and activity. The facilities and neighbourhood that includes a new services are anchored in support of other campground, a new community hall, dimensions of sustainability such as health, new arena lobby, and a curling rink social and education. The facilities and services are designed to meet multiple uses, affordability of operation, and high utilization of space while sustaining the integrity of the environment.
Photo credit Lois Peck
-25- End State Goals for 2058
How will we get there?
there are sidewalks and trails connecting the residential, recreational and commercial areas (see initiative #1 land management)
all indoor and outdoor recreational and leisure facilities are located in a centralized area, revolving around two public kitchens, are well-maintained, family-friendly and meet the needs of residents and visitors alike. Further sustainability is considered for all facility and program planning. As demographics change, adjustments are made for recreational, leisure and cultural needs.
the school is available for common use (see initiative # 8 education)
Marwayne is a walkable community
healthy and active residents are engaged in year-round organized and casual recreation, leisure and cultural activities
Strategies
6.1 market our existing recreational facilities to ensure maximum annual usage and attract sponsorship
6.2 update the long-term recreation plan to make sure we are meeting the community’s needs
6.3 hold annual review meetings to make sure we are working on the appropriate capital and programming goals
6.4 investigate land for development of future green spaces and walking/biking trails including Village owned land at SW 26-52-3-W4 (approximately 142 acres)
6.5 research and implement sustainable technologies into the development of recreational and leisure facilities and programs
6.6 continue to develop the pedestrian master plan to ensure: o that recreational, residential, commercial and institutional areas are connected with a network of sidewalks and trails o children can walk safely to school and playgrounds
-26- Key Initiative 7
Environment: Energy, Water and Solid Waste Management
Where are we now?
The following provides a snapshot of the . WASTE MANAGEMENT current state of energy, water and solid waste . Service is provided by the Vermilion River environment in the community: Regional Waste Management Services Authority. Waste is collected at the curbside . ENERGY and transfer station. It is transported from the . Public buildings use 86,819 kWh of certified collection points to the regional site and then energy each year (AUMA, 2007). onto Ryley. . We have investigated alternate energy . At the transfer site, recycling is available for sources (wind, solar, and geothermal) for our paint, electronics, cardboard, and a burn pit facilities but have not found it feasible to for clean waste. change from hydrocarbon-based fuels and . The Village residents divert waste from the electricity at this time. landfill through the “Trash to Treasure Day.” . We have built our new facilities to LEED . Marwayne has a Bottle Depot. Shadow standards. . In 2012, the Ag Society applied for and . We completed Energy Assessments for the received a grant to place recycling Village Public Works, Fire Hall, Arena and receptacles in all its public facilities. Curling Rinks in March, 2012. Volunteers collect & sort the bottles. Monthly . The overall energy intensity for the Arena & totals are reported to the provincial Curling Rink facility, including gas and government. electricity, is 20.46/ kWh/ Sq Ft, which is . There is a culture of consumption and much lower than the Office of Energy convenience with desire for ease of waste Efficiency published average of disposal. approximately 44/ kWh/ Sq Ft. (Energy Management Plan, 2012) . WATER, SEWER, STORM SEWER . The assessment led to an Energy . The Village has committed to the long-term Management Plan for the arena and curling sustainability of our water supply through the rink, which led to the following outcomes: regional water line and is scheduled for connection in 2017. Selected Energy Work Completed . We use treated water for purposes that do Conservation Measures not require such a high-quality and high-cost (ECMs) source. Lobby / Kitchen – high New furnace installed . Our current water supply is from four wells efficiency furnace October 2013 piped into a reservoir that has a capacity of Lobby / Kitchen – hot New hot water heater 3-days reserve. water heater installed October 2013 . We are experiencing treated water loss in the Weather stripping seal Installed April 2013 older areas where the service lines and Lighting Retrofit of Arena Replaced 400 w metal connections are developing hard to detect Ice Surface halide lights with T5-HO leaks. (See excerpt from Targets for 6Lamp Highbays Marwayne’s Water Future: CEP 2012-2022 Plan) . The Village will continue to research energy . The current sanitary sewer system has alternatives. capacity to serve a population of 1100.
-27- Targets for Marwayne’s Water Future: CEP 2012 -2022 Plan
2006 2012 2020 target Benchmark liter/capita/day liter/capita/day liter/capita/day per capita consumption 372 390.2 297.6 % unaccounted water 17.30% 39% 10%
. Our wastewater system has a problem with and visitors. Residents are active water both inflow and infiltration of ground water. custodians. Both water and wastewater The main issue is groundwater entering the systems are sustainably managed to meet the sanitary sewer system through previously needs of a growing community. acceptable but newly deemed incorrect connection of sump pumps in basements to Marwayne citizens maximize recycling and the sewer system. reuse of resources and materials. Residents . We have a full-time Level 1 Water Operator and businesses conserve resources in their that we share with Kitscoty and Dewberry, daily activities. with Marwayne acting as the managing party . Marwayne is committed to upgrading water, Marwayne has a system of effective, efficient sewer, and storm sewer services and services that enable a good quality of life. infrastructure. Marwayne employs fair and responsible resource management practices to enable infrastructure and service initiatives to be delivered in the best interest of the residents and personnel to serve current and emerging needs in the most effective manner possible.
Where do we want to be?
The community’s desired future in the year 2058 is described in the following statement:
Marwayne utilizes energy from alternative, renewable sources. We concurrently employ technology, conservation methods, education and incentive initiatives to reduce our individual energy demands. Our municipal government and community organizations demonstrate leadership in becoming energy effective.
Water resources provide a dependable supply of clean, healthy water that exceeds quality requirements and meets the needs of residents
-28- End State Goals for 2058
How will we get there?
Marwayne has reduced per capita energy consumption
Marwayne has implemented renewable energy sources
water supply, wastewater management and stormwater infrastructure minimize energy requirements and favor sustainably managed materials and resources
recycling, reuse and reduction of materials has eliminated the needs for a landfill
the water, wastewater and stormwater systems adequately service residents, visitors and businesses, and meet basic needs in a reliable, efficient, affordable and equitable manner
water users are responsible citizens who conserve potable water and reserve the highest quality water for uses demanding such quality
Strategies
7.1 when retro-fitting a facility, the possibility of making it green is investigated
7.2 when building a new facility, it should be built to LEED Shadow standards
7.3 develop partnerships that will mitigate capital costs to the extent that our community can begin implementing energy efficient facilities and equipment
7.4 investigate how other municipalities have engaged in renewable energy sources being implemented
7.5 Village Strategic Goal 3: Addressing Service Needs addresses the elements: o aging infrastructure: continue annual update of the multi-year infrastructure renewal plan for roads, water and sewer, continue to utilize asset management computer based program MIMS, create capital replacement fund for equipment, municipal buildings and unforeseen expenditures o service provision: water supply, sanitary sewer, storm water drainage facilities, solid waste, review of bylaws and policies o communication: continue transparent approach of communicating information to residents on municipal services and programs, keep the community aware of policies and bylaws via the newsletter and the website
7.6 minimize potable water utilization and optimize use of non-potable water by: o continued metering of water use and applying an appropriate user-pay structure o public awareness and education program to utilize best practices and technology o Council consider incentives o being open to possibilities of using closed loop system technologies that would re-use grey and sump pump water and capturing and utilizing rainwater for all external water applications
-29-
7.7 foster the “reduce-reuse-recycle” approach to solid waste management in collaboration with the Solid Waste Management Authority
7.8 educate public about the need to divert groundwater from the sanitary sewer system via their sump pumps
7.9 continue to collect data for public facilities energy consumption as grants for energy audits and other funding opportunities become available
-30- Key Initiative 8
Education
Where are we now? . the new community hall has wireless and live streaming capabilities for distance The following provides a snapshot of the learning or one-day seminars current state of education in the community:
. The availability of a local education system, with the bonus of a beautiful updated K-12 school facility, is a critical element of sustainability for the community. The presence of a quality education system is a drawing card for new families to see Marwayne as a viable choice. . As a whole, the Village continues to be younger than the provincial average, with Photo credit Marty Person 26.6% under the age of 15, opposed to 19.1% for all of Alberta. It is also noted that there is a robust cohort of young people aged 0-9. . the Marwayne School works cooperatively with the community to accommodate larger community functions . there is a formal agreement for joint facility use with the Recreation Board and Buffalo Trail Public School Division . there are opportunities for post-secondary education, including university transfer and apprenticeship programs, in Lloydminster and Vermilion . there is a desire at the regional level to Where do we want to be? explore technologies for access to lifelong learning opportunities and accessing health The community’s desired future in the year professionals 2058 is described in the following statement: . the school houses the Public Library which is part of the Northern Lights Library system The local educational facilities continue to that has access to inter-library loans and provide access to affordable, high quality K-12 specialized databases. The Library also has education. By proactive and comprehensive high speed internet connections available for approaches, the local educational institutions in the public. collaboration with the Marwayne community . the school gym functions as a community have created safe and caring environments that performance venue support formal and informal life-long learning . pre-school learning opportunities are and active and healthy lifestyles. The land available with the Moms & Tots and the Little management and the built environment Critters Pre-School (who are currently decisions has ensured a healthy school housed in the school) community and that life-long learning opportunities are available for every citizen.
-31- End State Goals for 2058
How will we get there?
the Marwayne School facility is accessible and well utilized by citizens and visitors of all ages and abilities.
the Marwayne School and the community work together to ensure a healthy school community.
the Marwayne School through the Buffalo Trail Public School Division Board and the Village of Marwayne Council developed a joint outdoor recreation area to meet the recreational needs of the community.
the Marwayne community has access to technology that ensures citizens have continuous lifelong access to formal and informal education opportunities, communication networks and accessing health professionals.
the Library supports lifelong learning and passive leisure experiences
Strategies
8.1 the Agriculture Society and the Marwayne School will re-visit the facility use agreement to ensure that the needs of the school and community are being met and the facilities are used to their maximum potential
8.2 a professional plan/analysis to meet the recreational needs, with emphasis on outside activities, will be considered to establish the most desirable form of a consolidated recreational development for the community. (this also belongs in Key Initiative 6: Recreation & Leisure)
8.3 market and promote the Husky Room and the Board Room at the new community hall as a venue for distance learning and one-day seminars
8.4 partner with HUB and RABC for entrepreneurial and business education and support
-32-
4. Implementation & Monitoring
Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has. Margaret Mead
-33- Creation of Action Plans
This Sustainability Plan is the foundation for community action. As each stakeholder takes responsibility for a specific end state goal, they will develop an action plan with targets and indicators so that progress can be monitored. Culture and Community Spirit will, upon request, continue to provide facilitation for the action planning work. See Appendix E for sample.
Marwayne participated in the pilot project First Impressions Community Exchange (FICE) which provided an opportunity for the community to address any identified shortcomings and/or opportunities. Village Council has channeled the feedback and recommendations from the Exchange Community report into a formal action planning session that complemented the work that had already been completed on the Sustainability Plan.
Council, Village staff and the Agriculture Society have already committed and begun work on some of the Strategies identified in the Sustainability Plan. See Appendix G for the Strategic Actions organized by End State Goals.
This Sustainable Plan is intended to be a living document with a continuous improvements loop of Plan, Do, Check and Review. A review on the status of the Sustainability Plan by the Village and the Agricultural Society will be completed annually. The review will: Include progress and achievements of the action plans Report any changes in circumstances, external drivers, opportunities within the sustainability context Evaluate the acceptability of status, trends and rate of progress Adjust or change the strategic priorities provide direction for a renewed work plan
*The diagram on the following page provides an approach to this annual review and adjustment of strategic priorities. The three key questions, each with a subset of guidance questions are: 1. Is action warranted given the status of the goal? . Is the goal close to being achieved, or far off? . Are trends, and the pace of change, in the right or wrong direction? . Are external forces negatively or positively affecting this goal? . Is there exceptional opportunity related to this goal that may be lost with delay? 2. Is this appropriate type of strategy? . Is progress being made; does the strategy still work in the current circumstances? . Has the critical path changed making this strategy more or less important than other options? . Have new opportunities or issues emerged that require a reallocation of effort and resources? 3. Can the work and expense be shared with others? . Is there a champion available who can lead the charge? . Is there a support team of resource expertise and energetic help available? . Is there a potential financial partner or funding agency available?
-34-
*Footnote: this diagram and explanation come from the City of Rossland Strategic Sustainability Plan
-35- Monitoring of Progress through Indicators
Regular monitoring of the Sustainability Plan is important. The action planning process will ensure that the progresses made on the Strategies are reviewed annually through an internal reporting process to Council. A formal public monitoring report will be prepared every five years.
Monitoring will be done through selection, measurement and recording of a quantitative set of indicators. When collecting the data, 2008, if possible, will be considered as the baseline for the data. If previous historic data is available that will also be included. The baseline data will provide a reference point for assessing the impact and effectiveness of the Sustainability Plan and related plans. Benchmarking to an appropriate comparison for Marwayne could also be considered. A benchmark to a similar community or reference point or the provincial and national comparisons may be determined to be a useful tool to monitor performance. The data will be stored in excel spreadsheets on a standard template for consistency and ease of updating.
Each stakeholder will choose indicators that will show change over time and identify whether or not the plans, projects and programs are having their desired effect. The indicators will be organized by key initiatives so that each area has its main indicators to monitor progress. Indicators also serve to highlight successes and point out where attention needs to be focused.
See Appendix F for the initial set of indicators for each of the key initiatives.
Conclusion: Just the beginning
This Strategic Plan is not a conclusion but in reality the beginning of an exciting journey that only Marwayne citizens can make happen.
-36-
Appendices
Change is inevitable; growth is intentional.
Glenda Cloud
-37- Appendix A What are Developmental Assets? Search Institute's 40 Developmental Assets® are concrete, common sense, positive experiences and qualities essential to raising successful young people. These assets have the power during critical adolescent years to influence choices young people make and help them become caring, responsible adults.
The list below describes the 40 Developmental Assets for Adolescents (ages 12-18).
Visit our page of Asset Lists for translations and lists for other age groups. The 40 Developmental Assets for Adolescents
Asset Type Asset Name & Definition
EXTERNAL ASSETS Support Family support Family life provides high levels of love and support.
Positive family Young person and her or his parent(s) communication communicate positively, and young person is willing to seek advice and counsel from parent(s).
Other adult Young person receives support from three or relationships more nonparent adults.
Caring Young person experiences caring neighbors. neighborhood
Caring school School provides a caring, encouraging climate environment.
Parent Parent(s) are actively involved in helping young involvement in person succeed in school. schooling
Empowerment Community Young person perceives that adults in the values youth community value youth.
Youth as Young people are given useful roles in the resources community.
-38- Service to Young person serves in the community one hour others or more per week.
Safety Young person feels safe at home, at school, and in the neighborhood.
Boundaries Family Family has clear rules and consequences, and and boundaries monitors the young person's whereabouts. Expectations
School School provides clear rules and consequences. boundaries
Neighborhood Neighbors take responsibility for monitoring boundaries young people's behavior.
Adult role Parent(s) and other adults model positive, models responsible behavior.
Positive peer Young person's best friends model responsible influence behavior.
High Both parent(s) and teachers encourage the expectations young person to do well.
Constructive Creative Young person spends three or more hours per Use activities week in lessons or practice in music, theater, or of Time other arts.
Youth programs Young person spends three or more hours per week in sports, clubs, or organizations at school and/or in community organizations.
Religious Young person spends one hour or more per week community in activities in a religious institution.
Time at home Young person is out with friends "with nothing special to do" two or fewer nights per week.
INTERNAL ASSETS Commitment Achievement Young person is motivated to do well in school. to Learning motivation
School Young person is actively engaged in learning. engagement
-39- Homework Young person reports doing at least one hour of homework every school day.
Bonding to Young person cares about her or his school. school
Reading for Young person reads for pleasure three or more pleasure hours per week.
Positive Caring Young person places high value on helping other Values people.
Equality and Young person places high value on promoting social justice equality and reducing hunger and poverty.
Integrity Young person acts on convictions and stands up for her or his beliefs.
Honesty Young person "tells the truth even when it is not easy."
Responsibility Young person accepts and takes personal responsibility.
Restraint Young person believes it is important not to be sexually active or to use alcohol or other drugs.
Social Planning and Young person knows how to plan ahead and Competencies decision make choices. making
Interpersonal Young person has empathy, sensitivity, and competence friendship skills.
Cultural Young person has knowledge of and comfort with competence people of different cultural/racial/ethnic backgrounds.
Resistance Young person can resist negative peer pressure skills and dangerous situations.
Peaceful Young person seeks to resolve conflict conflict nonviolently. resolution
-40- Positive Personal power Young person feels he or she has control over Identity "things that happen to me."
Self-esteem Young person reports having a high self-esteem.
Sense of Young person reports that "my life has a purpose purpose."
Positive view of Young person is optimistic about her or his personal future personal future.
This list is an educational tool. It is not intended to be nor is it appropriate as a scientific measure of the developmental assets of individuals.
Copyright © 1997, 2007 by Search Institute. All rights reserved. This chart may be reproduced for educational, noncommercial use only (with this copyright line). No other use is permitted without prior permission from Search Institute, 615 First Avenue N.E., Suite 125, Minneapolis, MN 55413; 800-888-7828. See Search Institute's Permissions Guidelines and Request Form. The following are registered trademarks of Search Institute: Search Institute®, Developmental Assets® and Healthy Communities • Healthy Youth®.
-41- Appendix B Umbrella Governance Organization Structure For the Marwayne Agricultural Society
Marwayne Legion
Marwayne Jubilee School (BTPS)
Ag Fair Director
-42- Appendix C Policy No. ADMIN 11 Village of Marwayne Issue No. 1 2008-01-07 Amended: 2012-03-30V To be reviewed: Community Safety Strategy
Policy Perspective: Strategic Goal 2: Safe and Caring Community We recognize the unique importance of every member of our community. We are committed to a safe, caring, secure community.
Policy: That the Village of Marwayne Council is committed to address community safety issues and develop coordinated specific strategies to address community problems that have been identified. Using strength based approach which acknowledges and supports the strengths and skills that individuals and groups have to create a safe and healthy community; the 4E’s will be looked at in addressing these problems: engineering, environment, education, enforcement. ______
Stakeholders: . Council . RCMP . school principal . East Central Health Promotion Programmer . Regional Traffic Safety Coordinator, Camrose office,
Strategies: Engineering and Environment: Objective: To ensure the infrastructure is in place to reduce speeding, address parking issues, ensure pedestrian and biker safety, and reduce vandalism.
Action: . To implement Universal accessibility and Crime prevention through environmental design (CPTED) principles where financially possible. . walking trail in ball diamonds area o for now gravel & keep open during winter o monitor use . with future planning ensure infrastructure is built to accommodate cycling, reduce vandalism and reduce speed . Council will look into the feasibility of decreasing speed limits and traffic calming measures by first conducting a traffic count on streets to establish baseline speeds . Council will consider if being a “Walkable Community” is a goal for Marwayne
-43- Education: Objective: To ensure stakeholders are aware of emerging problems and coordinate their approach in educating the public.
Action: . know what the province will be targeting for their safety campaigns and look for piggy backing possibilities o Alberta Crime Prevention Week is mid-May . continue to help the RCMP with their communication to the public via our news letter . liaison with the school/preschool to implement education strategies to the youth of our community o Plan an Active and Safe Routes to School Event o in the classroom . bicycle safety in the curriculum with the possibly of using East Central Bike Helmet resource kit . build active and safe routes to school into the curriculum i.e. mapping project . liaison with Lloydminster Brain Injury Society (LABIS) to use their existing resources
Enforcement: Objective: Use of consistent enforcement of legislation to ensure appropriate regulations and sanctions are in place, to increase awareness and compliance.
. To communicate with the RCMP to ensure they are aware of Marwayne concerns and priorities and to work with the RCMP in their enforcement efforts o slow down traffic on Highway 897 and Railway Avenue o policy to ensure two meeting per year with Council
Encouragement by a Strength Based Approach: Objective: To acknowledge and support the strengths and skills that individuals and groups have to create a safe and healthy community. Whereby members of the community are encouraged to stay involved and informed of opportunities to participate in specific strategies.
. Look for venues to acknowledge members of the community for stepping forward with reporting vandalism and speeding, volunteerism, community involvement etc.
. Continue with encouragement to build good relationships between the RCMP, youth and community members
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Yearly Update Information:
2012 (March): Stg. Jamie Hubbert attended Council to discuss the planning process to determine the upcoming year’s priorities for Marwayne. 2012-03-5V The Village of Marwayne agrees that the following are the Marwayne priorities for the 2012/13 year: traffic enforcement community visibility He suggested that vandalism had been reduced with capture of a few kids & restrictions had been imposed on them.
2011: using CPTED principles when designing Center Street
2009 requests: speed board on Railway Ave/897 to let people know how fast they are really traveling. Do you have speed concerns other places too? how do we do traffic count on streets to establish baseline speeds needed before looking at traffic calming measures (Leigh talked about being part of a project like this so has some background we can draw on)
2008 accomplishments: "Community Walk About" provided an assessment and education component to ensure a pedestrian friendly environment that promotes a safe walkable community. Specifically the Safe Kids Week event provided an opportunity to talk to the school about the possibility of educating the kids to use an under used, safe route to school through our ball diamonds. This was a colloborative process. Partners were: Safe Kids Canada, Village, Marwayne Jubilee School, ECH, County of Vermilion River, and Alberta Traffic Safety Coordinator
Gravel walk way has established through the ball diamonds
RCMP for about 1 hour tracked speeds right after school. Never got the results as short staffed & then he was transferred. As I remember only 1 person was traveling at 50 km all the rest were in the 30 km range. If this holds true then dropping the speed limit will do nothing to slow them down on 3rd & 4th Ave.
Community Safety Strategy for 2008 to 2011 Background Data *concerns that Council is aware of are: . concerns of children playing safely – they are darting out into traffic, congregating in middle of busy road (Railway Ave) . speed . parking issues in specific areas . safe routes to school (especially along Railway Ave) . vandalism concerns
-45- *data we have: . RCMP statistics for Marwayne and area for January to December 3, 2007 indicate: 1. traffic offenses – 38 actual incidents 2. provincial statutes – 23 3. fire arms/criminal code – 16 4. crimes against the person – 8 5. theft/property crime – 63 6. common police activities – 26 with an overall clearance rate of 55%
. Kitscoty RCMP Detachment 2005-2008 Business Plan priorities are: 1. traffic safety and enforcement 2. intelligence gathering 3. community action groups (partnerships)
. Alberta government’s new Traffic Safety Action Plan o one of the Coordinator’s duties is: facilitate the development of community partnerships between stakeholders in order to strengthen local coordination and delivery of traffic safety initiatives o targeted issues are: unbelted occupants and occupant restraints, impaired driving, speeding, intersections, rural roadways, commercial vehicles, young drivers and riders, vulnerable road users, high risk and medically unfit drivers and aging drivers.
-46- Appendix D Sample Action Plan
-47- Appendix E
Monitoring Report Key Initiatives
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency
Population & Demographics
Total Population of Stats Annual Year Population % Growth Marwayne Canada & 5-year Rate Village of (Census 2001 495 10.2% Marwayne Canada) 2006 521 5.2% 2011 612 14.9% 2013 667 8.3% Total Population of the Statistics Annual Year Population % Growth Marwayne Recreational Canada 5-year Rate Area in the County of Census 2008 1369 Vermilion River Age structure of population Statistics 5-year Age Total Male Canada Female Census 2011 610 305 310 0-4 45 15 30 5-9 70 40 35 10-14 50 30 15 15-19 40 20 20 20-24 20 15 5 25-29 40 20 20 30-34 60 30 30 35-39 40 20 20 40-44 40 20 20 45-49 40 15 25 50-54 30 15 15 55-59 40 20 25 60-64 25 15 15 65-69 20 10 10 70-74 15 10 5 75-79 10 5 5 80-84 10 5 5 85+ 5 5 5 median 33.4 32.8 34 age Labor Force Activity Statistics 5-Year Total Male Female Employment Rate Canada 2007 70% 74.3% 65% Unemployment Rate Census 7% 10% Not in Labor Force 23% 22.9% 25%
-48-
Land Management and Built Environment *Statistics Canada Census Profile 2006, 2011
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Land Area of Village Village & 2006 2011 201X Dwellings 2 GIS 225 263 Pop. Density (inhabitants / km ) 448.4 364.5 Land Area of Parks & Village & 2006 2013 201X Reserve 27.66 acres 28.4 acres Parks & Playgrounds Village 2006 2013 201X as % of urban area 3.67% 3.96% School & Sports Field Village 2006 2013 201X as % of urban area 7.72% 7.72% Municipally owned Village annual 2008 2013 201X residential vacant lots for 21 11 sale Municipally owned vacant Village annual 2008 2013 201X non-residential lots for sale 2 3 Number & total value of Village annual 2008 2013 09/2013 201X building permits issued Number 16 5 $ value $1,828,400 $1,164,000
Economic Development
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Number of business Village 2008 2012 201X establishments: 25 34 (businesses in Village Centre, Commercial & Industrial districts) Number of home-based Village 2008 2012 201X businesses (based on 17 8 permits) New business starts Village 2008 2012 201X (based on business licenses) 2 1 Employment by Sector Stats 2006 2011 201X Labor Force by Industry Canada Ag & Resources 33.0% Census Construction 07.0% WholesaleTrade 03.5% Retail Trade 19.3% Health Care &SS 05.3% Education 08.8% Business Services 05.3% Other 15.8% Personal Income / Capita Stats 2005 2011 201X Median Earnings Canada Total $35,209 Male 15 years+ who worked for 1 year Census $50,084 Female $17,705 Ratio of Residential to Non- Village annual budget 2008 2013 201X Residential Assessment 10.6 : 1 10.4 : 1
-49- Actual Assessment Growth Village annual budget 2008 2012 201X Real Growth vs. Inflation residential growth 812,540 1,074,000 non-residential inflation 13,350 1,409,860 Total Total 825,890 2,483,860 Median Income Stats 5 year 2005 2011 201X Canada $49,805 Census Cost of Living Index web Annual May07- May08 Jul12 – Jul13 CPI Increase 3.7% 1.3% % of Labor Force Living & Stats 5 year 2006 2011 201X Working in the Same Canada Total 255 Municipality Census As Driver 190 / 255 As Passenger 25 / 255 (based on driving stats) Walking 15 / 255 Number of Regional Village 2008 2013 201X Partnerships VRRA VRRA HUB HUB Waste Waste Consortium Consortium Water Line Water Line Water Operator
Empowering Volunteers through Governance
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Village Newsletter Use Village 2008 2012 201X Email 31 48 Mailout 525 544 Cost $4477.16 $8,325 # of Community Bookings of Village for Annual 2009 2012 201X Public Facilities FCSS Curling Rink allocation Hall United Church TOTAL 64 160 # Registered in Sports Rec Board Annual 2006,07 or 08 2011 201X Annual Minor Ball 70 (2007-08) 225 Report Curling Club 150 (2007-08) 52 (2011-12) Minor Hockey 54 (2007-08) 84 (2012-13) Dance 63 (2007-08) 65 (2012-13) Soccer 60 (2007-08) X (2007-08)
Safe Small Town Atmosphere
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency # Calls for Fire Department / fire dpt 2007 2009 2011 201X Medical annual stats Medical Village 28 14 17 Medical County 18 6 18 Fire Village 4 4 3 Fire County 15 7 11 MVA’s County 8 10 12 MVA’s Village 2 False Alarms 2 9 TOTAL 73 43 72
-50- Mobility Status Stats 5 year 2006 2009 2011 201X Total Population Canada 510 lived at same address 1 year ago Census 425/510 lived at same address 5 years ago 270/465 # Community Involvement Village 2006-2009 2011-13 201X Projects Initiated & WelcomeTriangle Flower Barrels Flower Barrels Campground Maintained by Volunteers Campground Agri-Plex Project Agri-Plex Project EDC
Health and Social
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Self-Reported Health Status ECH annual Annual 2006 2011 201X Excellent, Very Good or report ECH 86% Good Health Province 88% % of ECH Residents, Age ECH annual Annual 2005 2011 201X 12+, Report Being Active or report ECH 48.6% Moderately Active Province % of ECH Residents, Age ECH annual Annual 2006-07 2011 201X 18+, With Acceptable Body report Normal 38.9% Mass Index (BMI) Obese 21.5%
Senior Population Cohorts Stats 5-year 2006 2011 201X by # of Population over 65 Canada census & 65 60 Census & municipal Village intermittent
Recreation, Leisure & Culture
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Length of Trails MIMS 42.84 meters (0.042 km) Length of Sidewalks MIMS 6936 meters (6.9 km) Enrolment in Various Rec Board annual See section titled Empowering Volunteers Recreation Programs annual report through Governance.
# of Annual Community Community 2006 2011 201X Events Held Calendar & Ag Fair Ag Fair Ag Society LPR LPR Comm. Dances Street Dance Winter Festival Comm. Dances Harvest Day Winter Festival PBR Prairie Egg Gathering # of Library Trac/Tal NLLS annual 2007 2010 201X Cardholders report Village 208 285 CVR 408 407 Other 16 40
-51- Mode of Transportation to Stats 2006 Work Canada As a driver 190/235 Census As a passenger 25/235 Walking 15/235
Environment: energy, water and solid waste management
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency Per Capita Daily Residential 2007 2012 201X Consumption (liters/capita/day) 329 l/c/day 390.2 l/c/day Annual Household Waste at Vermilion 2007 2012 201X Marwayne Transfer Site Waste 335 mT 382 mT Management Annual Energy Consumption 5 year 2007 2012 201X for Public Buildings kWh/year 434,970 550,345
Education
Potential Indicator Data Source Data Comments & Measures 2006 - 2013 Frequency # of Students Enrolled at school annual 2004-2005 2013-2014 201X MJS 280 323 % Population with High Stats 2006 2011 201X School Diploma Canada Census # of Children Attending Pre- FCSS 2007 2012 201X School annual 27 34 reports
-52- Appendix F
Strategic Actions Organized by Strategies from the Key Initiatives
ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency
Land Management & Built Environment
ID#1.1 the reflects the end plans, policy Council & finalization Sustainability state goals & & Admin of MDP & Plan integrates provides regulations LUB Oct, with MDP & framework and 2008 LUB long-range strategies to then direct and shape ongoing community growth ID#1.2 research plans, policy Council & Ag Society medium “Smart & Admin (arena, Growth” and regulations curling etc) “Built Green” standards for possible inclusion into the MDP and LUB ID#1.3 research done in research & medium options for cooperation with studies reducing developers and capital and considering operating experiences of costs of new other developments municipalities ID#1.4 work with done to seek VRRA and regional solutions HUB & support for commercial and industrial development ID#1.5 monitor the done to track its Cold Lake impact on the Oilsands Marwayne region development
-53- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency
Economic Development
ID#2.1 create a research & business plan studies to ensure: . atmosphere initiatives & where programs businesses want to be education & established awareness . competitive advantage shown . streamline development process for attracting businesses ID#2.2 create vibrant prepare an Area research & downtown core Redevelopment studies area & “buy- Plan to provide local” ethic detailed analysis initiatives & and specific programs recommendations for redeveloping, admin & revitalizing and governance improving the reform Village Centre ID#2.3 establish a that: research & community . promotes studies marketing advantages & strategy opportunities for initiatives & business & programs tourism . includes citizens engaged as ambassadors . has a business Council VRRA/Comm attraction listing Futures ID#2.4 regional continue to partnerships Council on-going economic compel HUB, & development VRRA, collaboration organizations Community to provide Futures effective small- town oriented initiatives
-54- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#2.5 develop a historical aspect research & tourism plan to being done in studies help augment #4.8 the local initiatives & economy programs
Empowering Volunteers through Governance
ID#3.1 Strengthen the implement the initiatives & Ag Society short relationship 2009 Community programs between the Needs Ag Society and Assessment and Community the 2011 groups Strategic Plan for Umbrella Governance by annually reviewing and updating . the community capital plan and budget . the Ag Society business plan . the Ag Society operational budget . lease agreements . job descriptions & annual reviews for the Ag Society executive and the General Manager
ID#3.2 develop a . each group research & Ag Society Admin short shared labour gathers existing studies strategy to & background ensure data maintenance . presentation & initiatives & of the facilities acceptance to programs groups . labor coordination by GM . define Village involvement
-55- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#3.3 increase . look at feasibility research & Council & Admin medium awareness of of electronic studies Ag Society community screen events & . continue increase newsletter communication . encourage groups to funnel their information for promotion . continue with the website and Facebook page
ID#3.4 enhancing . Lea Park Rodeo partnerships Ag Society medium annual events . Ag Fair & & Council . PBR collaboration . Harvest Day . GM facilitate partnerships ID#3.5 Long-term will enable partnerships Ag Society medium community coordinated & & Council budget fundraisers to collaboration meet the actual needs of the community, maximize grant funds & reduce volunteer burnout
Safe Small Town Atmosphere
ID#4.1 continue with acknowledges & 2008-2011 Council on-going safe supports the policy community strengths and strategy skills that individuals and groups have to create a safe & healthy community. Uses: engineering, education, environment, enforcement ID#4.2 advocate for a partnerships Council on-going regional bylaw & enforcement collaboration officer
-56- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#4.3 MDP reflects: MDP & Council short community resulting green areas, policies & trees, village regulations center as destination, admin & safe & governance convenient reform spaces for social, artistic, cultural, revitalization of downtown core with focus on pedestrian friendly & social interaction ID#4.4 investigate research & medium “Smart studies Growth” practices to create community that brings people together ID#4.5 ensure the Council current long-term regional info sustainability being of the gathered volunteer Fire Sept/08 & Rescue Department ID#4.6 Volunteer policy Admin & coffee shops on-going week Council celebration: thank volunteers for community spirit & active participation ID#4.7 vibrant . Murals partnerships Council school art 09/10 school downtown core collaboration class year thru volunteer involvement . business partnerships Council participation collaboration
-57- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#4.8 promote . walking tour of partnerships Council volunteer 2009 history to Village collaboration group foster community . regional history partnerships Council VRRA EDC 09/10 spirit tour collaboration promotion
. investigation of partnerships Council volunteer on-going museum collaboration group
Health and Social
ID#5.1 continue to admin & look for governance opportunities reform to provide long-term care facilities ID#5.2 continue to partnerships Council rep on-going partner with & the Marwayne collaboration Ag Society and not-for-profit groups to help them attain their capital and programming goals
ID#5.3 encourage education & Ag Society school physical awareness & Council recreation activities
Recreation, Leisure & Culture
ID#6.1 market our This will focus Council & existing primarily on the Ag Society recreational Community Hall facilities to as a one-day ensure seminar maximum destination annual usage and attract sponsorship
ID#6.2 continue long- this will include a initiatives & Council & short – term recreation consolidation of programs Ag Society looking for facility plan to recreational funding
-58- meet the facilities revolving community’s around two public needs kitchens ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#6.3 hold annual . establish the initiatives & Council & school short – review most desirable programs Ag Society looking for meetings to form of funding make sure we consolidated are working on recreational the appropriate development for capital and the community programming . emphasis on goals to meet outside activities the & land needed recreational needs ID#6.4 investigate land for development future green spaces and walking/biking trails including Village owned land at SW 26- 52-3-W4 (approximately 142 acres)
ID#6.5 research & research & medium implement studies sustainable technologies into the development of recreational and leisure facilities and programs ID#6.6 a pedestrian ensure that initiatives & Council medium master plan recreational, programs developed commercial & institutional areas are connected with a network of sidewalks and trails so children can walk safely
-59- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency
Environment: energy, water and solid waste management
ID#7.1 when retro- research & medium fitting a facility studies the possibility of making it green is investigated ID#7.2 when building partnerships long a new facility, & it should be collaboration built to LEED Shadow standards ID#7.3 develop partnerships long partnerships & that will collaboration mitigate capital costs to the extent that our community can begin implementing energy efficient facilities and equipment ID#7.4 investigate research & medium how other studies municipalities have engaged in renewable energy sources being implemented ID#7.5 addressing this is Village’s initiatives & Admin short service needs Strategic Goal #3 programs by: . aging education & infrastructure awareness . service provision . communication ID#7.6 monitor may provide research & Council medium AUMA’s water benchmarks, studies conservation, standards and efficiency & resource for productivity developing a
-60- plan long-term water management plan ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#7.7 minimize by continuing medium/long potable water metering, utilization and education optimize use of program, non-potable incentives, asset water management plan, re-use of grey water ID#7.8 reduce-reuse- education & medium recycle awareness approach to solid waste management ID#7.9 education on education & Admin medium need to divert awareness groundwater from the sanitary sewer system ID#7.10 collect data for research & Admin Ag Society medium public facilities studies energy consumption
Education
ID#8.1 re-visit the to ensure that the admin & Rec Board medium facility use needs of the governance agreement school and reform community are being met and facilities are used to their maximum potential ID#8.2 is already in 6.2 ID#8.3 market the Network with admin & Ag Society, Council rep medium Husky and HUB and the governance Community Board Rooms RABC for their reform Hall, as venues for data and Council distance connections to learning and government one-day seminars
-61- ID# Strategy Consideration Resources Lead Other Timeframe Agency Agency ID#8.4 partner with to ensure that admin Ag Society, HUB and short to HUB and not-for-profit Community RABC medium RABC for groups can Hall, entrepreneurial market their Council and business facilities to education and regional support businesses
-62- Appendix G Annual Report Card Template
Marwayne Sustainability Plan Report Card 2012 Grading Key Score Term Explanation 1 Advanced Above and beyond expected goal 2 Proficient Meets Strategic Plan Objectives 3 In Progress Under Construction 4 Beginning Discussed, in research stage 5 Not Started 6 Failed Due to funding or manpower shortfalls, the project was declined.
Strategic Actions Organized by Key Initiatives
Grade Strategy Consideration Comments Key Initiative #1: Land Management & Built Environment 1 Sustainability Plan integrates Reflects the end state goals Five year review in 2013 with MDP, LUB, and MSP Provides framework & long range strategies to direct and shape community growth 3 Research “Smart Growth” Community Hall and Arena Lobby are LEED and “Built Green” standards shadow for possible inclusion into the Energy audit on Curling Rink, Arena, Fire Hall, and MDP and LUB Village Office (public works) completed. Key Initiative #2: Economic Development 3 Create a business plan to Started in 2009 and ongoing. ensure: Established EDC atmosphere where EDC completing Strategic Plan businesses want to be Updating website established Downtown revitalization will begin 2013 competitive advantage streamline process for attracting businesses 3 Create vibrant downtown Developed new logo Underground water & sewer started October core area & “buy-local” ethic Completed consultation 2012 Starting Your Street, Your Design in 2013 3 Establish a community Promotes advantages & Commercials marketing strategy opportunities for business & Website tourism New Logo Includes citizens engaged as Branding concept articulated ambassadors Marketing plan starting 2013 Has a business attraction listing Key Initiative #3: Empowering Volunteers through Governance 3 Identify funding source for 2012 CIP application submitted Identify new sources of funding GM/CDO Complete sponsorship inventory in 2013 2 Increase awareness of Continue newsletter Website & Calendar of Events – require continual community events & Encourage groups to advertise updates increase communication their events Increased newspaper & T.V exposure Look at electronic screen Encourage the com. groups to use the website 2 Enhancing annual events Lea Park Rodeo Partnerships & collaboration have increased Ag Fair
-63- Harvest Day GM/CDO facilitate partnerships 4 Long-term community budget Will enable coordinated fundraisers Campground lease - completed 2012 to meet the actual needs of the Explore CIP, CFEP, and AIP grants community, maximize grant funds & Create community capital budget plan separate reduce volunteer burnout from operating plans – started fall 2012 Hold annual review of Master Operating Leases and Capital Budget Plan Key Initiative #4: Safe Small Town Atmosphere 5 Continue to advocate for a Neighboring communities regional bylaw enforcement officer 3 MDP reflects community The Village Council & Ag Society adopted the green areas, trees, village Master Plan from the Community Needs center as destination, safe& Assessment & Facility Development. convenient spaces for social, Village hired consultant Nick Pryce & completed artistic, cultural, revitalization consultation of downtown core with focus Village began water & sewer project October, 2012 on pedestrian friendly & Your Street, Your Design scheduled for 2013 social interaction 3 Ensure the long-term Regional Study completed in 2010. sustainability of the volunteer No action from it. Fire & Rescue Department 2 Volunteer Week celebration On-going to thank volunteers for their community spirit & active participation 4 Vibrant downtown core thru Murals, business participation Marwayne EDC completing Strategic Plan volunteer involvement Marwayne EDC implementing Your Street, Your Design Discussing work on public art spaces 3 Promote history to foster walking tour of Village Completed inventory of Historical Places 2010 community spirit regional history tour Passed three bylaws for buildings on the municipal investigation of museum register 2011 Explore historic mural in downtown 2013 Key Initiative #5: Health and Social 5 Continue to look for opportunities to provide long- term care facilities 2 Encourage physical Support existing non-profits recreation activities Talk to ARPA to get on the pilot project Key Initiative #6: Recreation, Leisure & Culture 1 Plan/analysis to meet the Establish the most desirable form Acquire land for future green space development recreational needs of consolidated recreational i.e. ball diamonds, walking/riding trails, (emphasis on outside development for the community campground, skate park, etc. activities & land needed) 5 Develop a pedestrian master Ensures that recreational, Investigated in Phase I but is not developed in plan commercial & institutional areas detail are connected with a network of Investigate how to move trails forward: planning, sidewalks and trails funding, timing Children can walk safely to school and playgrounds Key Initiative #7: Environment: energy, water and solid waste management 4 Develop partnerships to Received TAME grant for arena lobby and lights mitigate capital costs so 2012 Marwayne has energy efficient facilities and equipment 3 Investigate how other Village completed the Water Conservation Plan
-64- municipalities have engaged in renewable energy sources being implemented 5 reduce-reuse-recycle Requires education, awareness, funding, and approach to solid waste partnerships management Used grant to purchase recycle containers for village facilities 2012 – tracking bottles 2013 Key Initiative #8: Education 3 Virtual communication CDO, CAO, & Seniors submitted Received $25,000 toward high speed internet and Project for New Horizons grant media conferencing abilities at the new community hall and village offices. Need to install and market rentals
Final Recommendation The Village and the Agricultural Society should review their priorities and action plan and decide how to move forward. Development of the revision process should include an annual review of the Master Operating Agreements, a Community Capital Plan & Budget with potential grants earmarked according to year, the Sponsorship Inventory, Operational Budgets for all non-profits, and use of website survey feature. Both the Village and the Agricultural Society should continue to seek funding partnerships and opportunities with other groups while implementing the priorities of the Community Needs Assessment. Revision of the 2009 AUMA Award-Winning Sustainability Plan: Looking to the Future should be reviewed in November, 2013.
-65- Appendix H
Appendix of meetings held: -Nov, 2007 Council updated their 2006-2008 Strategic Plan with Heather Nickel of Community Spirit -received approval of MSP grant for planning, hired a consultant -Council updating/developing our statutory plans: MDP, ASP, LUB -directed consultant to update the statutory plans through public input gathered & public consultation -at the Feb 28/08 public meeting, led to the Ag Society taking on a lead role to address the expressed frustration volunteers & their groups face -citizens have been talking over the last few years about managing our recreational facilities somehow better and discussing how to share labour -there has been poorly attended meetings regarding the desire to either update or build a new community hall -Ag Society decided the community needed to continue looking to the future of our volunteer organizations, and called a meeting -April 7 meeting was with a facilitator (Community Spirit) who asked what are your volunteer issues & identified 5 areas -with one of the key action plans wanted was to hire a General Manager to do the day-to-day work of our recreation facilities, lead to the next meeting -April 23 meeting took a step back to look at the community as a whole to formulate a community visions & identify 5 goals they wished to reach. -April 28 Council received draft MDP & ASP, consultant directed to incorporate the April 23 goals into the MDP -April 30 was to deal with formulating a proposed structure to become the umbrella organization for all the volunteer groups -May 15 to determine scope & vision of the new Ag Society -May 21 Council meet with planning consultant to review draft planning documents -June 11 Public Presentation was made. All presentations and draft documents were made available on the website. -June 20 Marwayne delegation goes to exchange community for FICE -August 18 Council discussed the next steps with the community plan -September 8 FICE report given to Council -September 8 Council gives first reading to the LUB, MDP -September 9 FICE meets with exchange community -October 8 FICE community meeting -October 14 Council and Ag Society meet for the first annual meeting regarding the MSP -October 27 Council passes MSP as policy -Dec 8 Public Hearing and final readings on ASP, LUB and MDP
Following are notes from the facilitated meetings.
-66- April 7 /08 Marwayne – Raw Data What community issues are your non-profit and / or facility groups experiencing? Lots of groups not much coordination between them Burnt out volunteers Aging facilities, ongoing maintenance Young population in Marwayne. We need to keep our facilities good (well kept) for our youth / young people. Commitment from groups Community has lots of people, but why don’t they come out’/ Need more volunteers to step up. Town crier! Hall too small for events Labor = finding staff to work. Shortage of cash Lots of project / jobs to do – no one to do it Change is slow in Marwayne o Idea’s take a LONG time to get (buy in) commitment Need a chief / leader. Same ten people (STP) for the same ten groups for the same ten years Togetherness – have diverse community volunteers – need to be coordinated. Recruit others to do “a little bit”, need short-term projects. Coordinated effort – to identify skills and what people like doing. Groups not talking o Grant applications should be coordinated, not competing for same dollars. Need a chief / leader. Build community o Each group must work together to better community. o No silo’s
Why Is This A Issue? Aging facilities I.e. water leak – just wasted $$$ o At ball diamonds, previously have had leaks at curling rink, etc. Hall, curling rink, arena, ball diamonds, campground, parks, golf… ALL HAVE NEEDS! Time to this is now. Pro-active maintenance Attractive facilities Recruitment & volunteers & members o Must make welcome o Turnover to be addressed o No scaring away o Re-think how we use volunteers. o X-roads – new way vs. old way . I.e. hiring work out and coordinating work done . Timeframe commitments (timeline) Commitment from groups What groups can / could work Communicate together? Not all same agenda’s Ag society “houses” some groups but not all groups.
-67- Whole is greater than sum of its Old vs. new people in groups parts = competing for same time, Community groups may act as people, $. cliques or personal clubs.
Town Crier! How do we get word out better? Community spirit is an issue on Advertising still misses people. some things. o Word of mouth o Community events o Missing newcomers o Can we piggyback events?
Labor Coordinate to do’s. Funding Seasonal nature of work Finding bodies to fill position o Starting over every year Labor = diverse skills needed. o Community hall / part Continuity / procedures missing time labor or on call labor o Procedures stating: Training How to… o none Job descriptions o Liability issues Etc.
$$$ How to get it? Fixing reactively always costs o Grants more. o Memberships Facilities show we are not o Fundraising spending $. o Decrease costs – remove Spend wisely = pro actively overlap. Facilities supported with minimal tax $$
Change At meetings, we talk about the same things five years in a row. Groups lack a measure of success / goals missing. People not actually doing it Timeframe – timelines Succession planning o “old” may be intimidating o Old = tough to embrace change We should celebrate our successes more! Time available = now is much less. Home life is demanding.
Chief Need a leader with expertise Outsider = objectively? Large amount of responsibility Prioritize Needed to coordinate and Plan designate. o Vision, mission Chief needs to be paid. o Board of directors Community groups not getting Ag society? work done. Commitment of groups
-68- What groups are in Marwayne? Chamber Soccer Curling rinks Golf course Arena board Dance Playschool Legion & legion park Mom’s and tot’s Schools (including boarder city 3 churches basketball, and parent council) Minor hockey Royal purple Ag society Seniors Fire department Recreation board Figure skating Hall Fall fair committee Legion Ladies auxiliary Town council + committees Library Seed cleaning plant Minor ball Cemetery committee Rodeo
Common themes? Top 5 Issues to be addressed. 1. Address organizations structure d. fundraising a. Leader / coordinator / e. donations governance model / f. prioritized / planned administrator / g. budget organizations structure 4. awareness / communication / b. Whole community needs promotions addressed. a. events 2. Labor b. successes a. Volunteer c. advertising b. Paid 5. facilities 3. money a. maintenance a. grants b. improve b. memberships c. build? c. fee’s
How can community stakeholder’s work together to address these issues / concerns? (2028 dream)
1. Structure: General Manager responsible for School and arts labor Religious . training Municipal o foreman Seniors programs . shared labor Rural money o grants o payroll o CFO Ag Society responsible for Winter sports Summer sports
-69-
GM to coordinate and prioritize for large groups GM responsible for making sure labor is doing their jobs responsibly and safely Ag society and groups to give long-term direction to GM to prioritize and complete GM gives tools to make projects a reality or if they are attainable. GM sets out goals and deadlines.
2. Labor Centralized resource pool Where you can find people (paid and volunteer) to accomplish a task in the community Promote volunteerism in youth for community growth. For all facilities, we need standard operating procedures that are ongoing and consistently updated. Recognition / reward system in place for volunteers “wall of fame” highly visible in community
3. Money Administrator – in charge of obtaining monies and committee to prioritize where money goes Centralize accounting Professionally done Increase tax dollars Population increase County Collection Payment Regular fundraising lottery money thru casinos Budgets – entire community – long term planning One building for all groups Hosting events as a fundraiser 4. Awareness / communication etc Welcome wagon Digital signs / lights Interactive website Community marketing plan o Advertising firm Tourism Place money into golf course Build on local events (lea park rodeo) o Coordinate publicity-ay promotional company to do. Coordinate events – have two WOW events instead of 20 ok ones!
5. Facilities Arena and outdoor rink / curling rink (kitchen, bathrooms, caretakers) / community hall / ball diamonds / campground/ seniors /legion/ campground / all using common facility and area Schools also being used to its potential (more functions being held there) Walking trail Youth centre /recreation centre
-70- o I.e. Swimming pool, Bowling, Indoor soccer fields, Soccer fields, Gymnastics Benefits o Parking o Year round maintenance / staff o Decrease costs – less infrastructure o Larger improved facilities
Next meeting o Create / draft possible structure o Conversation re: needs of groups o Bring to table . Benefits o Logistics of next meeting: o Joanne to advertise o Todd will open building and bring coffee.
Ideas o # of hours for each group o Terms of reference o Meetings to create structure o Must bring 1 other people o 30 groups = 30 people (target)
Next steps 1. Heather Nickel to type up raw data and email to Todd and contacts to share information (2 weeks) 2. Homework: a. Share information i. With others in group ii. Bring 2 more people each. b. Start research re: i. Labor $ and time ii. Operations iii. Bring to table. c. G.M! i. Job description of GM ii. Prioritize of each group 1. project priorities a. Immediate needs? d. Benefits of structure for your group / organization
-71- Community Planning Meeting April 23, 2008 – Marwayne Agriculture Society Raw Data
Village of Marwayne Vision as adopted by the community, Ensuring a quality of life in a safe, viable and thriving community.
Why I Call Marwayne Home Assignment It is the Golden Anniversary of Marwayne’s Community Plan. It is 2058 and children and their families have a school assignment to write a letter to honor and say thank you for having the vision and doing the work and planning in 2008.
What do you want them to say thank you for? What did you value and because of this value, what is different / changed?
Idea’s leading to values Beautification Administration Community cooperation Forward planning State of the art Environment Kids – young community – generations present – people – families Small town atmosphere Safe Local industry – local jobs in town. “city of Marwayne” Airport Services for all Community centre / recreation Viable Debt free Great facilities Sense of community Downtown – revitalized Education – schools Services – industry & business – personal – health Infrastructure
-72-
Value Environment Changed / Safe and healthy – We have clean air and water. Different Free electricity via wind (ideas leading to Self sufficient goals) We have reinvested / redirected the monies saved by making our facilities more efficient into our programs / recreation. Clean community that is well looked after and maintained. Energy efficiency is valued - alternative power. Green spaces built into the community. Facilities / homes are environmentally friendly. Plan lots of trees Roof top gardens Recycling programs Community clean-up program Compost facilities / cutting down on waste Ban of plastic / Styrofoam products. Alternative fuel station Excellent and efficient public transport system Goals We have energy efficient facilities (homes). Upgrade our facilities with green energy. I.e. fluorescent bulbs Centralize green spaces in developed areas. Persons Arlene Nelson 847-2163 Jessie Brown 847-4768 Interested Elaine Kent 847-2451
Value Education Changed / Access to post secondary Different Adult education / classes – cooking (ideas leading to Facilities K-12 – more than one goals) Industrial / technical – access to learning Community use / meeting rooms Library Sports Professional development courses = used Technology = access – virtual use Goals For school board and village to work together to develop outdoor recreation (pooling resources I.e. Money and ideas) Using technology in the facility to access education and consultation (Dr’s / meetings) More community use Persons Calvin Anhorn 847-3930 (work) 875-7150 (home) Interested Marty Person 847-4445
-73- Value Services (– industry / business – personal – health – infrastructure) Changed / Hospital / extended care with doctors Different Drug store (ideas leading to RCMP goals) Multi family housing Vibrant downtown core: new buildings with restaurants, hairdresser, grocery store, craft, spa, professional offices and people live here. Manufacturing industry / industrial park Commercial strip with motels, gas station, for tourists to stop at, tourism Canada information centre, mall Tourist destination / (huge ?) attraction / 2 huge events year Paved streets, wide boulevards with trees Pure water that doesn’t cost a fortune Communication network, state of the art Renewal of water, sewer, roads… planned for in long term capital budgets Lea Park receives a $1 million upgrade course (tourism) o Condo’s at park o Hotel / spa / indoor pool / slide / casino Airport – landing strip Goals Create an atmosphere that businesses want to establish here. Create a long-term infrastructure renewal plan to ensure continued services to all (new and existing) areas. Designate land for different services areas. Develop tourism plan. Persons Interested
Value Administration & Governance Changed / Groups work together on common goals. Different Access government funding – grants (ideas leading to Good communication – state of art goals) People want to be involved – begging to be on committee Professional management Young people want to be involved Better facilities – education, recreation, health, services One “go to group” Vision and mission statements Goals Board of directors (from community groups) (setup zones / director representative) (hire) General manager / executive director / administrator Bylaws / procedures Mission / vision statement Job description for general manager and others Committees defined Persons Sharon Kneen 847-2538 Todd Hames 847-2641 Interested Tyler Tannas 847-4990 Kelly Applegate 872-9967 Rob Quis 205-4930 Dave Kneen 847-2686 Sharon Mines 847-3355 Corey Hines 847-2627 Duane Dale 847-2357 Darcy Saskiw 847-2768
-74- Value Recreation Changed / I can stay in my community Different My family is together (ideas leading to I have social interaction goals) Health benefits both physically and mentally New recreation centre All the recreation facilities are in one location (ball, curling, hockey, camping, lawn bowling, senior physical activities, bowling, senior centre, youth centre, gym, indoor pool, park, playgroup, walking, track) Larger facilities for funerals, weddings, etc Senior / youth groups Thanks for providing accessibility o For wheelchair and strollers o Affordable for all Clubs have access to theatre, meeting rooms, art, drama, trade shows, and museum. Bike and walking path – tennis / racquet ball Movie theatre Skate park Golfing, fishing pond Goals Reorganize structure to create new umbrella type structure. Develop a recreation / facility plan. Execute! Persons Stacey Culford 847-3190 Tyler Tannas 847-4990 Interested Robert Quist 205-4930 Tim Hines 847-2420 Jessie Brown 847-4768 Vince Nelson 847-2163 Elaine Kent 847-2451 Arlene Nelson 847-2163 Ron Tannas 847-3784 (recreation re: Jubilee Park) Ilona Franklin 875-
Value Safe – small town atmosphere” Changed / Bring in police / health services to community (neighborhood and crime watch) Different Supervised play areas at recreation centre. Keep kids off the street. (ideas leading to Build cul-de-sac. Have green space on streets so kids have play areas. Build larger goals) lots. Speed bumps Mentorships programs Senior facility with hairdresser, doctor, etc on site Upkeep fire department Recreation programs – keep kids busy Centralization (houses on one side, recreation on another, business on edge of town. Eliminate traffic thru residential areas. Upgrade lights Animal control Goals Health services provide councilors, set up programs… board of directors so plan in place and carried out. Police service / fire department / health centre set up… central administration. Town developer setting up green spaces and industrial areas… Hire a bylaw officer to enforce bylaws. Have a general manager – dealing with “lifestyle” issues. (different for CAO) Persons Kay Kneen 847-2686 Interested
-75-
Marwayne Community Governance / Administration Committee Meeting April 30, 2008 Notes
Attendance: Todd, Dwayne, Dave, Jessie, Joanne, Corey, Rob
Suggested Structure
Community of Marwayne
Board of Directors / Ag Society (all groups = represented & buy in)
Reports to GM? Administration Payroll
Shared Laborer Board must have detailed job expectations (descriptions) to GM and laborer. Written communication to direct staff (from board) Ag Society board will at as umbrella – as it is un-biased, recognized in province. Ag Society must look at bylaws (who they are) – innovative. Remember big picture lots of work now but doing it for a reason and will get better. If we agree to use Ag Board as a filter to get work done: I.e. prioritize work Start with facilities o Curling rink o Arena o Rodeo o Legion o Minor ball o Golf o Hall o Village Rodeo difficult to buy – but Ag society owns property. Not changing how each group operates – just sharing the labor o Not pooling $ of clubs Buy in is key.
-76- Structure Discussion Dance academy could / maybe linked to community hall / facility position on new board – recognizing that dance is a large group and will be looking for more facilities.
What Agriculture Society Looks Like Need to get all members of new draft board out to talk. Talk about needs community event planning. GM position – new board to hire a new GM Board members to be able to set up and commit $ to share labor o Need to know # hours each groups needs. New board = create vision o Then we can go after big grant $ Do governance over the next 18 months Must create a clear vision first for new board Must figure out how to be sustainable! Must get “ducks in a row” before hiring GM. Groups must track hours and work done. Each groups must have / build job descriptions As a community, we must step out \ up on a limb, go for it, take a risk, and make a change. Eventually we must just take a chance and do it.
What we need to do – Timeline Immediate 1 Year 2 + Years Invite all groups to Elect new board to Ag Gm hired – address meeting to share new Society and bylaws are joint labor draft structure. amended by November Address sustainability Minimum 1 person per 2008 Input plan group. We need all New board make job Major capital projects groups to help build descriptions started. vision & mission. Have $ in bank from Ag Society to look at grant then will hire GM, bylaws tentatively April 2009. Grant application in – o Paperwork is in June 2008. place. I.e. job Joanne to look into how descriptions – to hire – payroll & what work benefits – September where? 2008 Plan – Ag Society Next meeting date Thursday, May 15 – 7:0 pm All 11 board members to be involved – must be addressed – all engaged.
-77- Marwayne Sustainability Planning - Governance / Administration Committee May 15, 2008 Raw Data Attendance: Todd, Joanne, Ilona, Jodi, Stacey, Kim, Kelly, Phoebe, Jerry, Lynn, Dwayne, Grant
Sustainability is: Meeting the needs of the present without compromising the ability of future generations to meet their own needs.
Agenda 1. What we’ve done so far 4. Ag Society Governance . at meetings . bylaws . in between meetings . voting 2. MSP – overview . 1980 agreement . chart . Action planning 3. 3 charts – handouts
Of all the information presented so far… What do you like? Coordinated fundraisers Potential to “pool” resources and $$$ still stays / go to the community o Share fundraisers that benefit the whole community Sharing labor – feasible Grants and paperwork nice to have someone to access grants / funding and reporting Club rep groups – all fairly small – but still individuals and groups will still benefit from group fundraising and benefit the community Efficient Can save on meetings too. Example: o Recreation Board + Ag Board + MSP (Marwayne Sustainable Plan) all provide updates at the same time; AGM is done all at once! Whole Ag board should only meet 4 times a year.
What does this mean for Marwayne? Better organized Get peoples opinions and input Common goals to decisions “more heads Everyone knows what the other thinking” is doing There is a ton of grants out there We are a “true” community but – you must know where to A more aware community look Like the old saying / expression: Prioritize the community I.e. “everything you need to know, maintenance you learned in kindergarten” o Find a start and a finish We will actually will get larger Everything will fall together projects done Public will see things happen and will enable more buy in Feels like progress! Hurray!
What needs improvement and / or tweaking? Still need to define the 12 members on the (new) Ag board
-78- o Suggestion: Member at large position – that is open to the community Start up = whole thing is daunting! Let’s just take a chance and do it! – try Hiring laborers will cost $, and will take effort to start and maintain
Other 12 representatives on board o Options for 12th spot . have 2 club / community representatives or . Arena and curling rink have 2 votes
Labor Need timeline Review handout Golf – add 2 part-time employees for July and August Chamber Campground – the same person cleans the campground and the arena kitchen –already happening (sharing employees) o Seasonal
-79- Action Planning – Marwayne Sustainable Plan – Administration / Governance Committee
Goal: Share labor to ensure maintenance facilities. Strategy Steps Resources Person Timeline / Outcome Responsible Deadline Gather background / 1. Each group that hires will collect hours Golf, arena, Person from April 30, 2009 We know all existing data worked and when curling rink, each group community 2. how much spent on labor now (on clubs reports data to labor stats budget / over budget) Ag Society 3. job description for each laborer Develop a combined 1. obtain buy-in from all groups Data from Draft = Todd & April 30, 2009 community labor 2. draft plan above (1st) Jo? strategy 3. then tweaking of each groups $ / needs strategy to fit full time positions 4. presentation to affected groups 5. back to each group for confirmation / motions to confirm 6. hire Coordination / Figure out who works when and where and managing of shared who they report to until the GM is in place labor Each group do as now?
Goal: Strategy Steps Resources Person Timeline / Outcome Responsible Deadline Set up board / Ag 1. Define board members November 2008 Society 2. review bylaws 3. assess changes to be made 4. make changes to bylaws Develop Budget 1. Assess groups existing resources Assess existing 2. Assess group needs – labor resources (start) 3. Assess grant availability February 2009 4. Create a budget
-80- 5. Review budget Budget finalized 6. Finalize budget April 2009 Develop job 1. Define board priorities for GM Board priorities description for GM 2. Define skill / experience requirements of (start) January GM 2009 3. Define salary 4. Hire GM Hire GM June 2009
Goal: Increase awareness of community events and increase communication Strategy Steps Resources Person Timeline / Outcome Responsible Deadline Advertized – Better means / 1. Get more events up on screen use of (existing) digital screen 2. existing groups remember to Advertising all groups’ events put events on screen to and information include tournaments (golf / Expand existing screen for all school / hockey / curling) and groups to use all events Newsletter - Bi-weekly or 1. All groups send information to All groups Joanne & Gail Ongoing 12 newsletters monthly to advertise upcoming village early “trained” from village all events have event Fine tune existing village information newsletter
Goal: Enhancing annual events – lea park rodeo / sporting event / fall fair / leadership club Strategy Steps Resources Person Timeline / Outcome Responsible Deadline Enhance Lea Park Rodeo 1. Parade after pancake breakfast Volunteer Todd Hames January June 2009 2. Carnival games for kids until 2:00 pm groups 2009 successful Lea 3. Fundraiser: hamburger & hotdogs Park Rodeo
-81- 4. Business: sidewalk sale and craft sale Days at hall Fall Fair (we really don’t know 1. Add to what is already a great event Volunteers Todd Hames Fall fair enough about this but it is a good 2. try to involve more people Todd Hames thing) GM should be able to piggy-back basketball tournament and school events (hockey provincials) “hosting possibility”
Goal: Long term budget / coordinate fundraisers Strategy Steps Resources Person Timeline / Deadline Outcome Responsible Address the 1. how much money is out 1. financial statements Ilona & Kim 1. Financial 1. We have a financial long term there – financial from each group statements snapshot of our budget and statements of each 2. representation from January 2009 community coordinate group each group 2. Representation 2. needs and plans will fundraisers 2. find out each groups 3. GM for grants January 2009 actually be met needs / plans 4. community support 3. GM January 3. receiving grants that we 3. what grants are for fundraising 2010 – until then are not currently available volunteer receiving 4. plan fundraising 4. Fundraising - 4. pool volunteers – less immediately volunteer burnout 5. larger, more significant, fewer fundraisers
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Closing comments / thoughts Ag Society up and running ASAP! Need to look at current board membership Sell to all! Get visual out – sell – summarize Todd / Joanne – talk to RDF re: idea and tweaking – send application and approval = 1 year process Bring back community plan once written Draft MSP (Marwayne Sustainable Plan) presented to community on June 11, 2008
Next steps Community meeting re: land management on June 11, 2008 o Village council Municipal development etc FICE – 1st impressions Community Exchange o Community representatives visit Marwayne and say what they like and not like – consultant o Summer + community meeting
VILLAGE OF MARWAYNE 11 June 2008 Public Meeting Results
1. The Village should restrict mobile homes to R2 and R2A residential districts.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 7 0 0 0 0
Strengths & Opportunities: Cohesion of housing
2. Home owners should be allowed to have a second suite in their house or yard for family to live in.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 0 2 2 0 3
3. Home owners should be allowed to have a second suite in their house or yard for rental purposes.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 0 2 3 0 1
4. Residents should be allowed to operate businesses out of their homes in all residential districts in the Village.
-83- Strong Agreement Neutral Disagreement Strong Agreement Disagreement 2 4 0 1 0
Strengths and Opportunities: Concerns & Weaknesses: Depends on level of activity Limit to a certain size or $ Discourages downtown or industrial development
5. The ball diamonds should be moved to the south of the Village, near the school.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 0 5 0 1 0
Concerns & Weaknesses: Cost
6. The Village should require developers to plant trees as part of their development.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 7 0 0 0 0
7. The Village should develop an industrial park.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 7 0 0 0 0
8. The Village should require all new development to provide paved roads, curbs, gutters and sidewalks.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 0 1 5 0 1
9. Mixed commercial/residential development should be encouraged in the Village Centre.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 3 3 0 0 1
10. The Ag. Society should be the umbrella group for all community organizations in the Village area.
Strong Agreement Neutral Disagreement Strong Agreement Disagreement 7 0 0 0 0
-84- Notes from October 8 FICE Meeting
. we need to keep the young families moving back . how do we keep & pass on “community spirit’ to the new people . new people mixing, they need to feel part of the community . keep family events going in the downtown area . history gives you the ‘roots’ to belong & sense of pride . keep ‘positive’ news going & history . in next newsletter how about a section about boasting how good we are . maybe go beyond the newsletter for the boasting . it’s a 25 – 40 minute venture to go the bank due to friendliness of the people . look at the business section of the website – how do we make better?
Discussion on Volunteers . way to address shortage & feeling too busy to contribute anything . new people get involved – let them know . emphasis the positive . work in small chunks – ask them to do small tasks . encourage one on one conversations with the new people . newcomers welcomed to community events . go to those who help regularly . advertise projects: signs in windows, sandwich boards, supplies out . advertise small projects (they are 1 afternoon or 2 hours of volunteering) . picture needed: in the mail box, post office, newsletter, website, letters to businesses, bulletin board . announce the time frames you are asking for the volunteers . provide beverages at the event . ask businesses to contribute snacks & drinks . people can provide small amounts of time . small projects to larges – few in number – concentrate on making our few events bigger . help involve people to help . thanks by gratitude & acknowledgements . positive messages out . change the attitude through events (coffee, involvement) . get businesses on board . report all volunteers (what they are doing, how much) on each event . highlight people who deserve the most recognition (maybe one in each newsletter) . incorporate the youth, the youth helping others . at Chamber Supper or Fall Fair: add lights event? recognition, announce upcoming events, show them brochures on what’s planned
Top Priorities Identified: 1. History 2. Tourist Attraction developed 3. Downtown Revitalization
Groups reporting back to Council on December 8, 7:30 pm. Action plans are attached.
-85- SWOT itemized into MSP (sustainability plan) 8 initiatives as follows:
Land Management & Built Environment Sidewalks, trails and green corridors connect the vibrant downtown core, recreational areas, and residential areas. There is adequate land available for residences, commercial pedestrian-oriented businesses in the downtown core, commercial transportation-oriented businesses on the Highway 897 corridor and industrial areas. The community has diverse housing, shops, services and employment opportunities. The Village is a complete community where all basic needs are met.
. need more green space & more trees at campsite couldn’t have found/didn’t know about 5th Avenue Park (behind the Manor) without being told about it no apartments, little rental housing or low income housing . housing costs comparable to other Village’s
Decided that these were important but on Council’s plate to deal with
Economic Development Marwayne has a diverse, resilient and vibrant local economy with successful and adaptive businesses that move Marwayne towards sustainability. The community works together to support local businesses, encourage innovation, new businesses and has an entrepreneurial spirit. Through collaborative actions across the wider region, residents have the capacity to find or create work opportunities and incomes to support sustainable lifestyles.
overall downtown in fairly good condition – some buildings showing their age. Business signs need work and paint. history of Village could play a role in tourism. A walking tour to show off historic buildings. History of floods and fire remarkable. Loved the history displayed at the Hotel. old Anglican Church & No Need to Nock heritage buildings? Also, Hotel & Wild Rose Trail for tourism attraction potential old Anglican Church possible to develop into a tourist attraction? Catholic Church not your “normal type” building explain your slogan “Angles for Success” . updates on website needed in some areas try to get a bakery business in your community no drug store or gas station or vehicle repair shop advertise vacant lots, more community marketing . land available for potential new industry
Decided that the FICE groups priorities were in this area & dealt with those at the meeting. The ‘boasting’ of how good we are left to Council with their community marketing initiative. Business licensing for development of business section on website & benchmarking, to be discussed by Council.
-86- Empowering Volunteers through Governance Marwayne volunteers are thriving and contributing to the sustainability of the community. Citizens are engaged in board governance and shared leadership initiatives that demonstrate effective collaboration with all community stakeholders and all levels of government. Decision-making occurs within the larger context and framework of the community’s Sustainability Plan, with consideration given to community values, coordination for a long-term community budget, long-term consequences and anticipated changes to regional and global conditions.
Marwayne has developed an umbrella governance structure that ensures communication and collaboration of all organizations and provides governance to sustain the recreational facilities. A hired general manger supports the day-to-day aspects. Due to this umbrella organization our facilities meet the community’s needs and are well maintained. Through the umbrella board, community events are enhanced through creative partnerships, prioritized community projects and sustained funding ensured for the community as a whole. Marwayne works as one to ensure sustainability while preserving the autonomy of the individual group.
Decided that this is being addressed with Ag Society & Village.
Safe Small Town Atmosphere Marwayne is safe, caring and secure community that recognizes the unique importance of every member of our community. Marwayne’s natural and built environments create a safe environment, a sense of place and an attractive small town charm that fosters pride and community spirit which serves to retain residents and attracts new residents and visitors. . keep doing annual spring clean up – comment no junk cars or unsightly lots, no litter painting of Marwayne, can it be on website & explained?
Jenelle has talked to Cindy Keichenger about the painting on the website & she agrees & has even offered to do the write up that would explain the events in the picture.
Health and Social Marwayne promotes and supports a healthy and active lifestyle. There is a culture of personal responsibility for individual, family and the community’s well-being. Marwayne residents and local organizations work with the different levels of government and agencies to meet the health and social needs (including physical, mental, spiritual and emotional) of the community members, especially children, the elderly and people with special needs.
. try to get a once a week clinic for a dentist or doctor
Comment that this was important due to spin off’s that come from this. We should have more aware that Tim Hines will deliver from his pharmacy to the Village. For Council to deal with.
Recreation, Leisure & Culture Marwayne has a broad range of safe and healthy activities available to citizens of all ages for recreational, social, artistic and cultural expression and activity. The facilities and services are anchored in support of other dimensions of sustainability such as health, social and education. The facilities and services are designed to meet multiple uses, affordability of operation, and high utilization of space while sustaining the integrity of the environment.
youth activities centered around sports
-87- Comment was how do we determine if this if in fact how it is, this is their perception only. Suggestion that the youth need to be involved to make a determination if further work is needed in this area.
Environment: energy, water and solid waste management Marwayne utilizes energy from alternative, renewable sources. We concurrently employ technology, conservation methods, education and incentive initiatives to reduce our individual energy demands. Our municipal government and community organizations demonstrate leadership in becoming energy effective.
Water resources provide a dependable supply of clean, healthy water that exceeds quality requirements and meets the needs of residents and visitors. Residents are active water custodians. Both water and wastewater systems are sustainably managed to meet the needs of a growing community.
Marwayne citizens maximize recycling and reuse of resources and materials. Residents and businesses conserve resources in their daily activities.
Marwayne has a system of effective, efficient services that enable a good quality of life. Marwayne employs fair and responsible resource management practices to enable infrastructure and service initiatives to be delivered in the best interest of the residents and personnel to serve current and emerging needs in the most effective manner possible.
. sidewalks require repairs, streets in good condition with few potholes . street signs difficult to read
Council is looking after this area already with the hiring of the engineer to develop the long range replacement strategy for water, sewer, roads.
Education The local educational facilities continue to provide access to affordable, high quality K-12 education. By proactive and comprehensive approaches the local educational institutions in collaboration with the Marwayne community have created safe and caring environments that support formal and informal life long learning and active and healthy lifestyles. The land management and the built environment decisions has ensured a healthy school community and that lifelong learning opportunities are available for every citizen.
School seen as a real asset, nothing to pursue at this time.
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FICE Action Plan October 8, 2008
Goal: Heritage/History
Strategy Steps When Resources Person Outcome (We are going (1. 2. 3…) (Timeline / deadline…) (What do we Responsible (We have to…) need?) (Who) succeeded when…) consolidate 1. Cheryl keep gathering report back to Council Gordon Cheryl gathered history information– the books Dec 8/08 Hancock, Joan, information can have everything Eunice Tannas, be given to the Gerald West school & Lloydminster archives
-89- Do a walking 1. Cheryl identify what Dec 8 with progress & Cheryl walking tour that tour of the we are going to highlight what else needed to encourages downtown -first cement elevator succeed tourism in -old man shrub (1904) Marwayne -flag pole @ welcome triangle pictures for -hotel only 10 left in AB promotion & -No Need 1940 plaques -house that was hospital 2. identify old buildings through meeting with interested people Jan semester to Marty Person 3. school photography class will take pictures Joanne look into for this but must know funding for what plaques/placema 4. plaques on buildings ts/walking tour 5. fire & flood events on map those plaques? by Sept/09? 6. develop tour Do a history 1. Cheryl identify Gordon Cheryl regional tour of the outside of Marwayne by Oct/09 for VRRA Hancock, Joan, promotion of the area history highlights budget & Kalyna Eunice Tannas, Marwayne & 2. For regional Country Gerald West area history promotion, information assets to Jenelle for VRRA promotion/Kalyna Country etc Museum 1. CP building or report back to Council Cheryl Investigation Anglican Church could Dec 8/08 house this 2. what’s size of building 3. contact Kerry B regarding church 4. Chamber offering downtown park lot
-90- Can ‘Open Door Alberta’ & Wild Rose Trail fit into this promotion somehow?
Goal: Tourist Attraction
Strategy Steps When Resources Person Outcome (We are going (1. 2. 3…) (Timeline / deadline…) (What do we Responsible (We have to…) need?) (Who) succeeded when…) add scare 1. determine how to next fall fair meeting Jenelle, Elaine, Marwayne crow event to promote building of scare Trudy, Bryna known for the the fall fair crows throughout the build early to give ideas scare crow event community to community & draws tourists -easy, cheap, lots of fun to for the week do ready for August fall fair display 2. Fall Fair determine Chamber categories for benchshow provides – more than 1 wins ‘chamber bucks’ 3. approach school to for prizes participate 4. advertising of event: newsletter, word of mouth, website, booster
-91- enhance fall 1. continue with Jenelle through action packed fair with other supper Fall Fair day at the Fall events 2. Fall Fair discuss Committee Fair – becomes possibility/benefit of tourist draw & moving back to Saturday community spirit 3. continue with building event competitions ex. chili bake off 4. add family events, maybe peanut drop 5. get community ideas presented at the Fair – brochures/displays of what we want them to see/know more about sheath of any support to go further tourist draw wheat with this? communicatio businesses ns increased known about regarding impact of community upcoming events events on their business & are prepared
Goal: Downtown Revitalization
Strategy Steps When Resources Person Outcome (We are going (1. 2. 3…) (Timeline / deadline…) (What do we Responsible (We have to…) need?) (Who) succeeded when…)
-92- Through 1. investigate murals talk to Colleen Jenelle community – kids do them? Hoelge, Brenda involvement/e 2. encouragement of update on Dec 8 to Burrows ncouragement businesses to participate Council Kerry & Sharon to beautify the -paint will investigate downtown -creation of character encouragement area -sense of place developed aspects & -remains focal point of report back community their ideas -street furniture/enhanced -trees/landscaping 3. council discuss how to encourage tree planting & responsibility to maintain downtown
-93- Business 1. develop a wish list of (FICE) vehicle repair, promotion piece Attraction businesses needed in bakery, b&b, drug store Gayle to fill up Marwayne by downtown lots -enhancing old 2003 list with more -add FICE comments businesses -word of mouth additions 2. advertise the desires: website, newsletter, booster 3. council start Council business licensing during strategic planning
once industrial area is ready this can be ease of expanded to attract businesses doing businesses for there. business, What are we after? How business does this fit in with regional directory noting initiatives? downtown, & home-based database. Can be used for benchmarking attraction/loss of business Mainstreet beyond scope right now Restoration Grant
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