Kneehill County Integrated Community Sustainability Plan (ICSP) 2010

Kneehill County Integrated Community Sustainability Plan
Table of Contents
Mission, Vision and Core Values....................................................................................3
Executive Summary........................................................................................................4
Strategy Summary .......................................................................................................... 5
Introduction ...................................................................................................................6
Current Situation............................................................................................................ 7
Stakeholder Consultation ............................................................................................. 13
Goals and Strategic Alignment..................................................................................... 14
Goal A: Strengthen the County's Agricultural Industry ............................................. 16
Goal B: Improve Internal and External Communication with All Stakeholders ....... 18
Goal C: Encourage and Maintain Community Volunteerism and Support

Community Festivals and Events .................................................................. 20
Goal D: Preserve and Promote the County's Natural, Cultural

and Heritage Assets ...................................................................................... 22
Goal E: Support and Encourage Community Wellness

Initiatives in Kneehill County ....................................................................... 24
Goal F: Enhance Economic Development Strategies ................................................ 26
Hoskin Planning & Development Services Inc. ICSP Page 2

Kneehill County Mission Statement

Kneehill County will serve, enhance and promote our community.
Kneehill County Vision Statement

Kneehill County is first and foremost a rural community that values safety
and good government for our citizens. We will grow as a community by
encouraging responsible development that supports our resource-based
economy. This means investing in and enhancing infrastructure and
services. Through Council policy, our Administration will continue to
promote and protect our community through environmental responsibility,
prosperity, and positive relationships with our citizens, private sector and
government partners.
Kneehill County
Council Core Values Statement
Fiscal Responsibility
To ensure that the resources entrusted to us by our citizens are used responsibly
and in a manner that ensures the long term sustainability of our community.
Safety
To ensure the health, safety, and welfare of our citizens and our employees.
Transparency
To act in a professional manner demonstrating personal integrity and
accountability to each other and to our stakeholders.
Fairness
To achieve fairness by working with our stakeholders in a manner that is consistent
and unbiased. Strive to treat all individuals equitably.
Inclusive Leadership
Achieve cooperation through open communication, teamwork and focus on a
common vision.
Environmental
Hoskin Planning & Development StewardshipICSP
Services Inc. Page 3
To lead by example and incorporate sound environmental practices while striving

to generate positive environmental, social and economic results.
Executive Summary
Kneehill County Council identified seven areas to focus strategic planning initiatives and action plans.
They include improvements to governance, infrastructure, communication, inter-municipal relations,
economic development, intra-government relations along with overall operational excellence. From
this, the County developed its Strategic Planning and Action Plan. In May 2005, the New Deal for
Cities and Communities (NDCC) between Canada and Alberta was signed to transfer federal gas tax
funding to Alberta municipalities. Funding under this program supports the development of public
transit systems, water and wastewater systems, solid waste management, community energy
systems, and community capacity building. These two incentives became the driver for the
development of Kneehill County's Integrated Community Sustainability Plan.
Canada Census data indicates that, while Alberta's population increased by almost 11% between
2001 and 2006, Kneehill County's population decreased by almost 2%. Kneehill County residents
place significant value on their rural lifestyle; while they support growth sufficient to support
additional services, they are concerned growth may have a negative impact on the very things they
cherish. Attracting new residents, and retaining those that currently live in the County; determining
a sufficient level of services to residents, including sewer and water, recreation and social services;
preserving heritage sites and structures; and finding new and more effective ways of
communication, are challenges the County is currently facing.
County Council, administration and residents were invited to participate in public consultation
opportunities consisting of staff and resident surveys and stakeholder meetings. This two-pronged
approach provided the opportunity to ensure the organization was moving in a direction consistent
with the will and desire of its residents. It was affirmed that the organization's direction was
predominantly reflective of the community's vision. At the same time, the exercise provided
opportunity to realign and, at times, generate new priorities and actions to guide Kneehill County
into the future.
The following goals will be the foundation from which the County will develop its 2011 Priorities and
Actions Plan:
1. Strengthen the County's agricultural industry

2. Improve internal and external communication with all stakeholders
3. Encourage and maintain community volunteerism and support community festivals and events
4. Preserve and promote the County's natural, cultural and heritage assets
5. Support and encourage community wellness initiatives in Kneehill County
6. Enhance economic development strategies

Strategy Summary
Strategy Time Frame Budget - Budget - Operating
Capital
1. Review the County Municipal Development Plan, Land Use Bylaw February 2013 $ $200,000
and complete Hamlet Strategy to ensure policies promote and December 2013
protect agriculture
2. Ensure policies support residential growth in areas which does February 2011 $ Staff time—no additional
not unduly conflict with or impede agriculture operating costs
anticipated
3. Review the functions and activities of the Agricultural Service December 2010 $ Staff time—no additional
Board operating costs
anticipated
4. Enhance the County newsletter by increasing the number of March 2011 $ $3,000 per issue
issues per year
5. Consider ways to increase the use of the County website October 2010 $ Staff time—no additional
operating costs
anticipated
6. Improve upon relationships with all levels of government, March 2011 $ Joint meetings costs
including municipalities within Kneehill County; neighbouring already considered within
municipalities, MLAs and MP budgets
7. Provide a community events calendar on the County website and June 2011 $ Staff time—no additional
in the County newsletter operating costs
anticipated
8. Build public awareness at all levels in respect of environmental Ongoing $ Support initiatives of
and cultural stewardship Drumheller Waste
Management as
member
9. Continue participation in Family and Community Support Services Ongoing $ $43,000 (2011)
and other organizations providing community and emergency
services to the County
10. Continue to promote the interests of the community through December 2011 $ As required
continued dialogue with the MLA and local health and education
authorities
11. Participate in regional economic development initiatives with Ongoing $ Regional initiatives
neighbouring community when it is in the best interest of Kneehill through Kneehill Regional
County to do so Partnership budget:
$3,200
12. Foster and encourage value added agriculture initiatives December 2011 $ Staff time—no additional
operating costs
anticipated
13. Identify appropriate areas in Kneehill County where existing January 2012 $ Staff time—no additional
infrastructure exists to support commercial and industrial growth operating costs
anticipated
14. Work with neighbouring urban municipalities to identify joint Ongoing $ Medical doctor
opportunities recruitment and other
joint initiatives
budget: $130,000

Introduction
Municipal Characteristics:
Total Area of Municipality (acres) 814,653 Population 5,218
Number of Hamlets 7 Number of Dwelling Units 1,849
Length of all Open Roads Maintained (kilometers) 1,915 Water Mains Length (Kilometer) 450
Storm Drainage Mains Length (kilometers) 0 Wastewater Mains Length (Kilometer) 8
ICSP Overview:
In May 2005, the New Deal for Cities and Communities (NDCC) between Canada and Alberta was
signed to transfer federal gas tax funding to Alberta municipalities. Subsequently, each Alberta
municipality was invited to join this program and sign an agreement with the Province of Alberta
outlining the requirements and benefits under the program.
The NDCC provides financial assistance to municipalities to support the sustainability of capital
municipal infrastructure. Through this investment municipalities have the opportunity to maintain
or enhance economic, social and cultural opportunities and well being, while protecting and
improving the quality of the environment.
Funding under this program supports the development of public transit systems, water and
wastewater systems, solid waste management, community energy systems, and community capacity
building. For Alberta Association of Municipal Districts and Counties’ (AAMDC) members, the
funding may also be used for rehabilitation of municipal roads and bridges that enhance
sustainability outcomes.
Included in the list of eligible projects are design and engineering services, vehicle purchase,
construction and rehabilitation. In addition, the program may include barrier-free transportation
initiatives to improve accessibility for seniors and persons with disabilities.
As part of the agreement, municipalities are required to develop an Integrated Community

Sustainability Plan (ICSP). This long-range plan has five dimensions – environmental, cultural, social,
economic and governance – to be developed through public consultation and will provide direction
to their Multi-Year Capital Infrastructure Plan.
This report is produced with the assistance of the ICSP Toolkit developed by AAMDC. It provides a
summary of what our vision for Kneehill County is in the future, how we will achieve this vision and
how we will ensure its sustainability.

Current Situation
INTEGRATED VIEW:
Within the Kneehill County boundaries there
are two towns, three villages, and seven
hamlets. Agriculture remains the backbone of
local economy, complimented by a strong oil
and gas industry. With a population of over
5,200, Kneehill County's communities offer
the best of rural living with diverse
educational, cultural, and investment
opportunities. Along with close proximity to
larger urban centres, Kneehill County truly
offers the best of both worlds.
Kneehill County obtained its name from a

group of hills which rise approximately 3,200
feet above sea level, and are located
approximately 12 miles west of Three Hills,
extending southeast through the County. These hills were named the "Knee Hills" by the Cree and
Stony natives because of their shape.
Kneehill County's major advantage is its location amongst a transportation network directly
connected to key business and population centres, offering a unique opportunity to cost-effectively
reach national and international markets. Located just east of the Calgary-Edmonton corridor,
Kneehill County is centrally located in Alberta. The Calgary-Edmonton Corridor is a geographical
region of the Canadian province of Alberta. It is the most urbanized region in the province and one
of the densest in Canada.
Kneehill County encompasses the rural area (and hamlets) surrounding the Towns of Three Hills,
Trochu and the Villages of Acme, Carbon and Linden. The towns and villages are incorporated
municipalities, each of them having their own administration. According to the 2006 census data,
Kneehill County has a population of 5,218 residents with a medium age of 38 years old.
The primary economic activities in Kneehill County are agriculture, oil and gas, and tourism. The
combination of retail, trade, service and manufacturing supported by a resource base of oil, gas and
agriculture, position the County for economic growth. Building and development is a good
indicator of growth in the County. Residential development accounts for most of the recent
development. However; due to high capital costs, the industry is difficult to enter into.
As a single snapshot in time, while Alberta experienced an 11% population increase between 2001
and 2006, Kneehill County's population decreased by almost 2%. Families are slightly larger in
Kneehill County but with a median income of about $10,000 less per year than the average
Albertan. Monthly housing costs are about two-thirds the average and unemployment is less than
half. Agriculture and the oil and gas sectors provide employment to one-half the County's
population.

Retaining the rural lifestyle has significant value to County residents; while they support growth
and additional services they are also concerned growth may have a negative impact on the very
things they cherish. Attracting new residents, and retaining those that currently live in the County;
finding the balance between growth and the level of all services, are challenges the County is
currently facing.
ENVIRONMENT:
The County continues to be proactive in protecting its water resources and it's natural capital,
including the environment, and identifies environmental stewardship as one of its Core Values.
One of the most significant challenges, however, is the ability to dedicate adequate resources and
capacity to develop and implement science-based methods to determine ecological requirements.
Changes in land use patterns reflect major development trends. Land use changes and the
subsequent changes in management practices can impact quantity and quality of water in rivers
and other water bodies in Kneehill County.
There are also quality and quantity issues with water wells in some areas of Kneehill County. The
County is currently working toward the development of a safe, reliable and assured supply of
potable water at a reasonable cost for its residents. The most significant project of late is a regional
water service which will ultimately service 65% of the community.
The County's Agricultural Service Board encourages the preservation and efficient use of soil and
water resources and prevention of the spread of invasive weeds. The County is a member of the
Red Deer River Watershed Alliance and The Red - Bow Regional Watersheds Alliance; both groups
promote and organize community events, programs and information on sustainable land and water
use in the watersheds.
Most recently, the County has updated its Environmentally Significant Areas Study to assist in
retaining the County's biological diversity, soil, water and other natural processes Healthy aquatic
ecosystems, for example, are fundamental to Kneehill County's social and economic health as well
as a goal under Alberta's Water for Life Strategy.

ECONOMIC:
Agriculture remains the backbone of the local economy in Kneehill County. As farming operations
and practices have expanded over the years, significant production and environmental issues have
emerged, with crop and livestock diseases and drought conditions taking its toll. Through the
directives of its Agricultural Service Board, the County strives to deliver programs that focus on
providing training, specialized equipment or information on available resources that will assist
farmers to deal with their issues effectively. At the same time, land use policies are crafted to
protect the County's agricultural land base for future generations, while providing opportunities for
value-added agricultural industries.
The County's agricultural industry is

complemented by a strong oil and gas
industry, however, in 2009, the ailing
global economy significantly impacted this
sector. Most recently, a wind farm has
been introduced to the Kneehill County
landscape, comprising of 51 turbines, a
collector plant and substation, located
northwest of Trochu. While the County is
best known for conventional energy, it is
conceivable that, over time, Albertans will
acquire 20-40% of its electricity from wind
and solar power.
Throughout the year, the communities within Kneehill County host numerous events. These events
are diverse in nature, appeal to a wide range of ages and promote the unique attributes of the
County. They are somewhat promoted within the host community through local newsletters and
bulletin boards, however, events are not always promoted to other communities within the County
or to neighbouring municipalities outside of the County. As well, marketing methods do not always
reflect our diverse demographics. Some of the events hosted within the County are experiencing a
decline in attendance. Attracting attendance from outside the community and encouraging
attendance by our residents has become a real challenge.
As with other rural communities in Alberta, Kneehill County has begun to look toward tourism as a
viable industry to diversity the local economy. Tourism is faced with one challenge -- shortages in
labour and skill. The seasonal nature of many jobs, particularly those in the tourism and hospitality
industry, results in periods of unemployment for some workers.

CULTURAL:
When they think of culture, Albertans think of their heritage, sports and recreation, the environment
and even innovation in business and the arts. Communities within Kneehill County host a wide range
of cultural events. These events include rodeos, town fairs, farmers markets, craft exhibitions and art
shows. In addition to this, there are several cultural sites, museums and heritage sites that exhibit
Kneehill County's history, including Dry Island Buffalo Jump Provincial Park, Tolman Badlands Heritage
Rangeland Provincial Natural Area, St. Ann Ranch Provincial Historic Site, Bigelow Reservoir Provincial
Recreation Area, Horseshoe Canyon Provincial Recreation Area, and Bleriot Ferry Provincial
Recreation Area.
While cultural events and sites appeal

to a broad range of citizens from youth
to seniors to families, with the close
proximity to Calgary, many citizens are
travelling outside of the County to
attend cultural events and sites.
SOCIAL:
Kneehill County has numerous curling and figure skating clubs and hockey
teams. In the summer, there are also several baseball leagues and golfing is
available at the Three Hills, Acme or Trochu courses. While attendance at
community events continues to be relatively good, the number of
community volunteers is declining. This can result in volunteer 'burn-out'
and, eventually, County residents may lose their sense of community which
can directly impact their sense of belonging and well being. The less
frequently citizens are engaged in Kneehill County; the more likely they are
to leave and live elsewhere.
Kneehill County is one of the few municipalities of its size that can offer a
wide and varied educational experience. The public school system is
administered by the Golden Hills School Division and provides kindergarten
to grade 12 education in schools located in villages and towns throughout
the County. There are also numerous private playschool opportunities.
Prairie Bible College, located in the Town of Three Hills, offers education in
ministry, aviation, nursing, vocational training, applied arts and technology.
Several other secondary schools are located within an hour's drive. There
are also excellent adult education opportunities.

Through numerous partnerships, Kneehill County is able to

offer its residents a full complement of social and emergency
services including FCSS, fire, policing and emergency
management services. Municipalities within Kneehill County
have worked together to develop a regional disaster services
plan, coordinated by the County's Emergency Management
Officer. The Three Hills Health Centre, located in the Town of
Three Hills, offers 24-hour emergency services in acute care,
continuing care, 24-hour emergency, community care, and
public health.
GOVERNANCE:
During the ICSP community consultation process, communication between
the County and its residents was flagged as a concern. The County's
location outside the provincial utility corridor creates its own challenges in
a world which relies heavily on high-speed internet access. While the
County website is used as one of several communication tools, many
County residents do not have high-speed internet in their homes.
Traditional media such as the local newspapers are heavily relied upon to
provide information to County residents, however, the weekly print
schedule means that there is little opportunity to provide 'late breaking'
information. Attracting young professionals into rural Alberta has been
challenging. Kneehill County has been very successful in attracting and retaining quality staff;
however, many of the staff live in other communities and several commute long distances.
In 2007, Kneehill County adopted its vision statement:
Kneehill County is first and foremost a rural community that values safety and good
government for our citizens. We will grow as a community by encouraging responsible
development that supports our resource-based economy. This means investing in and
enhancing infrastructure and services. Through Council policy, our Administration will
continue to promote and protect our community through environmental responsibility,
prosperity, and positive relationships with our citizens, private sector and government
partners.

Stakeholder Consultation
INTERNAL:
As a first step in the process a staff survey was conducted and helped form the basis of a resident
survey. The survey was premised on Kneehill County's current vision statement. Feedback
obtained from key personnel and council members provided the organization's opinion on what
they believe Kneehill County should look like in the future and to confirm whether the County's
current vision statement continues to hold true today. Senior staff and all members of Council
were requested to complete the survey.
Responses reflected that staff considers the following as key components of sustainability in
Kneehill County:
• Growth and community participation as primarily indicators of whether Kneehill County is

achieving sustainability;
• Growth to require more and better park, open space and infrastructure systems;
• Preserving and promoting the County's cultural and heritage assets to be a priority;
• Find ways to encourage and maintain community volunteerism and support community
festivals and events;
• Attract businesses from outside Kneehill County and invest in the infrastructure necessary to
support it;
• Protect and preserve drinking water, rivers, streams and wetlands;
• Improve public awareness of environmental issues;
• Play a role in the improvement and reform of health care services which support County
residents;
• Developing options for the young to live and work in the County;
• Build on existing partnerships with all levels of government;
• Discourage urban sprawl by directing residential growth to existing urban centres in the
County, including hamlets, villages and towns;
• Focus on rural issues and effectively communicate County issues to the public.

External:
The second part of the process involved the County's hosting of two public open house/information
meetings, on August 31st and September 2nd, 2010, at the Huxley and Swalwell Community Halls,
respectively. A presentation made at the meeting outlined the purpose and intent of an ICSP, the
County's desire to seek input from its residents, and highlighted the five pillars of sustainability,
being economic, environmental, social, cultural and governance. Residents were also invited to
complete a survey. Feedback from the residents identified the following as being an integral
component of Kneehill County's long-term sustainability:
• Locate residential development primarily in hamlets;

• Hamlets require communal services to support growth;
• The County need to invest in infrastructure (sewer/water);
• Economic development is required to support additional services and opportunities;
• Improved communication between the County and residents.
Stakeholder input was consolidated into a Key Findings Report which forms the basis for developing
Kneehill County's goals. The community consultation process evidenced that staff were committed
to a program of service delivery which facilitates the County's vision statement; the public
confirmed the County's vision statement reflects the collective vision of the community.

Goals and Strategic Alignment
The process of developing Goals and strategies is based upon a model as shown above. To
achieve its objective, Kneehill County has ensured each goal is unambiguous, achievable and
relevant to the current situation. There must be a means to determine how successful the
County is at achieving its goals; as well, there must be a timeline attached to provide focus and
arrive at results.
As an added measure, each goal is considered in the context of sustainability, being economic,
environmental, social, cultural and governance.
Identifying goals assists in Kneehill County's long term planning and budget preparations. Once
the implications of each goal is evaluated and understood, the County can move forward to
develop strategies directed at achieving each goal. Strategies are then translated into the
implementation of several activities and daily tasks to ultimately realize each success.

Goal A: Strengthen the County's Agricultural Industry.
Pillars of Sustainability:Economic; Environmental; Cultural; Governance
Kneehill County has long recognized the agricultural industry as the 'backbone' to the com-
munity. Comments, through the survey process and public meetings, clearly identify agricultural
as the most important renewable resource to the health and well-being of the community.
A key consideration to the health and well-being of the agricultural community is ensuring the
County's land use documents provide opportunity for diversification while, at the same time,
ensuring residential and other land uses do not unduly interfere with agricultural operations.
At the same time, programs and initiatives of the Agricultural Service Board must be appropriate
and timely.
Strategy 1: Review the County Municipal Development Plan and Land Use Bylaw to ensure
policies promote and protect agriculture
Timeframe Capital Operating Performance Measure Target

Budget Budget
February $0 $200,000 Completion of internal review directed toward December

2013 ensuring a proactive approach to protecting the 2013
agricultural land base while providing diversification
opportunities through home-based businesses and
agri-tourism.
Plan to Sustain:
An annual internal review of the Municipal Development Plan and Land Use Bylaw ensures
both documents remain current and relevant.

Strategy 2: Ensure policies support residential growth in areas which does not conflict with or
impede agriculture

Budget Budget
February $0 staff time; Identify hamlet growth potential through new February 2012
2011 no development and/or infill housing and the
additional development of a Hamlet Strategy should be
operating undertaken.
costs
required
Plan to Sustain:
A coordinated approach between the Operations, Emergency Services and Planning
Departments ensures sufficient services are available to support future growth and
development.
Strategy 3: Review the functions and activities of the Agricultural Service Board

Budget Budget
September $0 staff time; Internal annual review coordinated through the Ongoing
2013 no Agricultural Services Department, and keeping pace
additional with the Province's new 3-year business plan
operating
costs
required
Plan to Sustain:
An annual internal review of the mandate, services and programs offered through the
Agricultural Service Board ensures functions remain current and relevant.

Goal B: Improve Internal and External Communication

With all Stakeholders
Pillars of Sustainability: Economic; Environmental Cultural; Social; Governance
Comments garnered through the survey and public meetings suggest the need to revisit how
the County communicates with its stakeholders. Communication with County residents, in
particular, is faced with certain challenges; high-speed internet access throughout the County is
limited and timeliness of press releases and advertising is a key consideration due to the weekly
print schedule of local newspapers.
While the County maintains positive working relationships with neighbouring communities,
continuing relationships with provincial and federal partners is also a priority.
Strategy 1: Enhance the County newsletter by increasing the number of issues per year

Budget Budget
March 2011 $0 $3,000 The number of annual editions of the newsletter June 2011
per issue increased from one edition annually to three editions
annually
Plan to Sustain:
Providing opportunity for public input on an annual basis will assist the County to evaluate
stakeholder satisfaction and identify areas for improvement.

Strategy 2: Consider ways to increase the use of the County website

Budget Budget
October $0 Staff time The County website is easy to navigate and provides March 2011
2010 – no information in a timely manner
additional
operating
costs
antici-
pated
Plan to Sustain:
The County provides opportunity to stakeholders to submit comments and
recommendations which will ultimately ensure the website is providing relevant
information in a user friendly format.
Strategy 3: Improve upon relationships with all levels of government, including municipalities
within Kneehill County; neighbouring municipalities, MLAs and MP

Budget Budget
March Staff time – Ensure continued dialogue through provision of Ongoing

2011 no additional the County's Newsletter, interagency referrals
operating and ongoing dialogue
costs
anticipated
Plan to Sustain:
Administration and Council work with all levels of government through interagency
referrals, regular updates and ongoing dialogue on matters of mutual interest.

Goal C: Encourage and Maintain Community Volunteerism

and Support Community Festivals and Events
Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance
The shrinking volunteer pool is a common concern for many communities. Not only does
Kneehill County rely on volunteer residents to participate on various committees,
volunteers are the central support of most social and cultural programs offered
throughout the community.
Strategy 1: Provide a community events calendar on the County website and in the County
newsletter

Budget Budget
June 2011 $0 Staff time – Notification to local associations and community June 2011
no groups that the County hosts a Community Events
additional Calendar on its website which can also identify
operating opportunities to volunteer opportunities in the
costs community
antici-
pated
Plan to Sustain:
Continued monitoring of calendar use while continuing to encourage associations and
groups to post events.

Goal D: Preserve and Promote the County's Natural,

Cultural and Heritage assets
Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance
Kneehill County has a wealth of heritage assets, both in its natural landscape and the
built environment. The recent update to the Environmentally Sensitive Areas Study
provides a baseline for identification and preservation, which precipitated
amendments to the Municipal Development Plan. The County may wish to consider
other planning tools, such as a Historic Preservation Overlay District, or initiating a
Historic Preservation Committee.
There are also community organizations and private individuals preserving the
community's history and, at the same time, providing economic development
opportunities.
Strategy 1: Build public awareness at all levels in respect of environmental and cultural
stewardship
Timeframe Capital Operating Budget Performance Measure Target

Budget
Ongoing $0 Drumheller & Developing educational programs directed Ongoing

District Solid Waste at water, waste management and
Management recycling, while managing several water
Association service areas

Plan to Sustain:
Support relevant programs and services for the operation and maintenance of the
various waste transfer stations and associated landfill, and through general education.
The County's continued support of numerous water service areas will ensure a long-
term supply of potable water for residents.
Strategy 2: Build public awareness at all levels in respect of environmental and

cultural stewardship
Timeframe Capital Operating Budget Performance Measure Target

Budget
Ongoing $0 Agricultural The County continues to provide Ongoing

Services information and education to the
Department agricultural sector, through its
Agricultural Services Department.
Plan to Sustain:
Support relevant programs and services provided to the agricultural sector.

Goal E: Support and Encourage Community Wellness

Initiatives in Kneehill County
Pillars of Sustainability: Social; Governance
Kneehill County is currently involved in numerous programs and committees

established to provide social and emergency services to the community. Although the
County does not have a direct role in the provision of hospital or school services, there
may be opportunity for the County to have an influence on each institution's service
delivery.
The County contributes to the local FCSS program and provides emergency services,
including ambulance, fire, policing services, through numerous partnerships.
Municipalities within Kneehill County have also regional disaster services plan,
coordinated by the County's Emergency Management Officer. The County has
developed standardized employee orientation processes to meet Occupational Health
and Safety audit Standards
Strategy 1: Continue participation in Family and Community Support Services and other
organizations providing community and emergency services to the County

Budget Budget
Ongoing $0 $43,000 Coordinate the County's contribution to existing Ongoing-

partnership and ensure representation at meetings.
Coordination of the regional disaster services plan
and development of standardized employee
orientation process.
Plan to Sustain:
Continued dialogue with adjacent municipalities will provide possible opportunities for
further partnering and ensure the most appropriate delivery of emergency services as
well as a coordinated approach in the event of a local or regional disaster. A
standardized employee orientation process supports the County's commitment to
staff.

Strategy 2: Continue to promote the interests of the community through continued

dialogue with the MLA and local health and education authorities

Budget Budget
April 2011 $0 Staff time – Meet regularly with the MLA, local health and Ongoing
no additional education authorities to discuss matters of mutual
operating interests
costs antici-
pated
Plan to Sustain:
Administration and Council continue work with the local hospital, medical facilities and
schools, and the local MLA to facilitate the interests of local residents. We will also
extend invitations to these facilities and associates to attend and make a presentation
at a County Council meeting on an annual basis.

Goal F: Enhance Economic Development Strategies
Pillars of Sustainability: Economic; Governance
Kneehill County participates in

a number of economic initiatives,
including Canadian Badlands Ltd.,
Central Alberta Economic
Partnership and Highway 21
Community Initiatives Society.
Economic development promotes
existing businesses and encourages
new initiatives.
Strategy 1: Participate in regional economic development initiatives with neighbouring

communities

Budget Budget
Ongoing $0 $3,200 Ensure County representation and participation at Ongoing

meetings and functions of the various partnerships
and ensure appropriate policies within the MDP and
Land Use Bylaw
Plan to Sustain:
Ongoing dialogue within the various economic initiatives supports existing businesses and
encourages new initiatives. Review of applications for commercial and industrial
development, as they relate to the Municipal Development Plan and Land Use Bylaw,
ensures County policies are reviewed regularly and updated as necessary.

Strategy 2: Foster and encourage value added agriculture initiatives

Budget Budget
December $0 Staff time Ensure statutory plans, land use bylaw and policies Ongoing
2011 – no provide opportunity for home based business and
additional value added agriculture
operating
costs
antici-
pated
Plan to Sustain:
Ongoing review of the County's planning hierarchy will ensure they are current and
relevant and can respond to industry demands.
Strategy 3: Identify appropriate areas in Kneehill County where existing

infrastructure exists to support commercial and industrial growth

Budget Budget
January $0 Staff time Areas identified will be promoted through land use Ongoing
2012 – no planning tools and economic development initiatives
additional
operating
costs
antici-
pated
Plan to Sustain:
Administration will develop and maintain an inventory of areas currently designated
for industrial or commercial use. As part of the Municipal Development Plan review,
areas these areas, as well as other that could potentially be suitable for commercial or
industrial use will be given further consideration.

Strategy 4: Work with neighbouring urban municipalities to identify joint opportunities

Budget Budget
Ongoing $0 $ 130,000 Areas of joint opportunity are explored through Ongoing

the provision and implementation of
intermunicipal development plans and/or
intermunicipal agreements
Plan to Sustain:
As part of each budget process, Administration will identify if opportunities exist to
partner with urban municipalities for projects, initiatives or developments.

Kneehill County Integrated Community Sustainability Plan (ICSP) 2010

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Kneehill County Integrated Community Sustainability Plan (ICSP) 2010

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Kneehill County Integrated Community Sustainability Plan

Mission, Vision and Core Values....................................................................................3

Strategy Summary .......................................................................................................... 5

Stakeholder Consultation ............................................................................................. 13

Goals and Strategic Alignment..................................................................................... 14

Goal A: Strengthen the County's Agricultural Industry ............................................. 16

Goal C: Encourage and Maintain Community Volunteerism and Support

Goal D: Preserve and Promote the County's Natural, Cultural

Goal E: Support and Encourage Community Wellness

Goal F: Enhance Economic Development Strategies ................................................ 26

Hoskin Planning & Development Services Inc. ICSP Page 2

Kneehill County Mission Statement

Kneehill County Vision Statement

To lead by example and incorporate sound environmental practices while striving

1. Strengthen the County's agricultural industry

Hoskin Planning & Development Services Inc. ICSP Page 4

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As part of the agreement, municipalities are required to develop an Integrated Community

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Kneehill County obtained its name from a

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The County's agricultural industry is

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While cultural events and sites appeal

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Through numerous partnerships, Kneehill County is able to

In 2007, Kneehill County adopted its vision statement:

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• Growth and community participation as primarily indicators of whether Kneehill County is

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• Locate residential development primarily in hamlets;

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Goals and Strategic Alignment

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Goal A: Strengthen the County's Agricultural Industry.

Pillars of Sustainability:Economic; Environmental; Cultural; Governance

Timeframe Capital Operating Performance Measure Target

February $0 $200,000 Completion of internal review directed toward December

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Timeframe Capital Operating Performance Measure Target

Timeframe Capital Operating Performance Measure Target

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Goal B: Improve Internal and External Communication

Pillars of Sustainability: Economic; Environmental Cultural; Social; Governance

Timeframe Capital Operating Performance Measure Target

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Strategy 2: Consider ways to increase the use of the County website

Timeframe Capital Operating Performance Measure Target

Timeframe Capital Operating Performance Measure Target

March Staff time – Ensure continued dialogue through provision of Ongoing

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Goal C: Encourage and Maintain Community Volunteerism

Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance

Timeframe Capital Operating Performance Measure Target

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Goal D: Preserve and Promote the County's Natural,

Pillars of Sustainability: Economic; Environmental; Social; Cultural; Governance

Timeframe Capital Operating Budget Performance Measure Target

Ongoing $0 Drumheller & Developing educational programs directed Ongoing

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Strategy 2: Build public awareness at all levels in respect of environmental and

Timeframe Capital Operating Budget Performance Measure Target

Ongoing $0 Agricultural The County continues to provide Ongoing