PDF Packet

Transcription

PDF Packet

COMMITTEE OF THE WHOLE
MEETING AGENDA
June 20, 2016
6:00 P.M.
CALL TO ORDER
1.
ADOPTION OF AGENDA
2.
PRESENTATIONS
a.
Outstanding Achievement - Parkland Pride Bantam Girls Basketball Team Wolanski
b.
Spruce Grove & District Agricultural Society Presentation - Wolanski
c.
Economic Development Strategy Review and Update - Council Input - Walker
3.
BYLAWS
4.
BUSINESS INFORMATION
5.
CLOSED SESSION
The following items will be discussed in Closed Session as permitted
under the Freedom of Information and Protection of Privacy Act RSA 2000,
c.F-25
a.
Protective Services Building - Wolanski
6.
BUSINESS ARISING FROM CLOSED SESSION
ADJOURNMENT
1
Presentations Item #: 2. a.
Committee of the Whole Meeting Agenda
Meeting Date: 06/20/2016
Title:
Outstanding Achievement - Parkland Pride Bantam Girls Basketball Team
- Wolanski
Department: Community & Protective Services
Recommendation
That the Parkland Pride Bantam Girls Basketball Team be recognized by Council by
presenting them with Certificates of Outstanding Achievement for their Gold medal win
at the Basketball Alberta Provincial Basketball games held in Edmonton, Alberta, on
March 5, 2016. Reasons for Recommendation To recognize the team members of the Parkland Pride Bantam Girls Basketball team on
their successful 2015-2016 basketball season, and winning the provincial title in their
league.
Background
The Outstanding Achievement Recognition Policy was developed to bring municipal
recognition to Spruce Grove individuals, teams, groups and organizations who have
accomplished outstanding achievements in the fields of athletics, fine arts, academics
and cultural activities at a provincial, national, or international level.
This is the first year that the Parkland Pride basketball program put together a
competitive rep team in the Bantam U-13 Girls Division, competing in the Edmonton
Youth Basketball Association (EYBA). The team went undefeated during the regular
season with a perfect 15-0 record in league play, and advanced to the semi-final playoffs.
At the playoffs they defeated the St. Albert Slam advancing them to the EYBA
Championship Gold Medal Game against a Strathcona Basketball Association (SBA)
team from Sherwood Park. The Pride won that game to win the EYBA League
Championship in the Bantam Girls U-13 Division! Very exciting. By winning the EYBA
league championship, it secured a berth at the Alberta Youth Provincials held at the
Saville Centre in March. The team won their first three games against teams from
Beaumont, Calgary and Sherwood Park to advance to the gold medal championship
game against Okotoks. On March 5, 2016, they defeated Okotoks to capture the
Basketball Alberta Youth Championship Gold Medal. A better season could not have
been scripted for the girls and it was a great day for Parkland Pride Basketball. The team
ended up finishing the season undefeated in league and Provincial play with a perfect
2
21-0 record and gold medals in both the EYBA League Championship Game and the
Basketball Alberta Youth Provincials!
It was definitely an incredible inaugural season for the Parkland Pride Bantam Girls
Basketball Team!
These young athletes are to be congratulated for their dedication and hard work which
resulted in a provincial gold medal for their efforts.
Analysis
n/a
Options/Alternatives
n/a
Consultation/Engagement
n/a
Implementation/Communication
n/a
Impacts
n/a
Strategic Vision Element:
Where People Choose to Raise a Family - A leading recreation, leisure and sports
community
Related Goal:
There are a number of active and engaged community groups involved in the
development, promotion and implementation of leisure, recreational and sporting infrastructure, amenities and
activities.
Attachments
Outstanding Achievement application - Bantam Basketball
3
Outstanding Achievement Recognition
Application Form
The Outstanding Achievement Recognition Program has been established to bring Municipal recognition
to Spruce Grove individuals/ teams/ groups and organizations who have accomplished outstanding
achievements in the fields of athletics, fine arts, academics, and cultural activities. It provides and
opportunity to celebrate the achievements, as a community, with pride.
Please direct inquires and application to:
City of Spruce Grove, Community & Protective Services Department
315 Jespersen Avenue, Spruce Grove, AB, T7X 3E8
------------------------------------------------------------------------------------------1. NAME OF INDIVIDUAL OR GROUP TO BE RECOGNIZED:
Parkland Pride Bantam Girls Basketball
(If application is to be made for a group, use list the back of this page)
Individual’s Name: _______________________________________________________________
Address: ________________________________________________________________________
Phone: (Home) ___________________________ (Work) _________________________________
2. FOR TEAMS, PLEASE LIST:
a) # of local participants ( Spruce Grove Residents )
b) # of non-local participants
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3. TYPES OF COMPETITION/ EVENT:
Visual Arts Performing Arts Literary Arts Athletics Academics Other (List type) Athletics
4. NAME OF COMPETITION/ EVENT:
Provincial
National
Provincial Basketball Champions
5.
LEVEL:
International Invitational
6.
NAME OF ORGANIZATION WHICH SANCTIONS/RECOGNIZES EVENT:
Basketball Alberta
Phone:
Gold
7.
PLACEMENT/AWARD RECEIVED:
8.
DATE RECEIVED: March 5, 2016
9.
CONTACT FOR FURTHER INFORMATION:
Address:
LOCATION:
Edmonton, AB
Chad Cochrane
Phone: (Home)
(Work)
Date:
780-427-9044
(Fax)
April 27, 2016
_________________
Signature: on file
4
Presentations Item #: 2. b.
Title:
Spruce Grove & District Agricultural Society Presentation - Wolanski
Recommendation
That Mr. George Sewell, Building Committee representative and Moira Juleff, Acting
Treasurer with the Spruce Grove & District Heritage Agricultural Society, and Mr.
Stephen Slawuta of RC Strategies + PERC, be thanked for their presentation. Reasons for Recommendation Members of the Spruce Grove & District Heritage Agricultural Society, and their
consultant, will be in attendance to inform Committee of their Building Project Feasibility
Study.
Background
The Spruce Grove & District Heritage Agricultural Society recently went through a
Building Project Feasibility Study and are now coming before Committee of the Whole to
provide information on this study. The City of Spruce Grove partly funded the study
through a 2015 corporate initiative.
Analysis
N/A
N/A
N/A
N/A
Impacts
N/A
5
Where People Choose to Live - A dynamic city with an exceptional quality of life
Related Goal:
There are a number of active and engaged community groups involved in the
development, promotion and implementation of leisure, recreational and sporting infrastructure, amenities and
activities.
Attachments
Ag Society Presentation
Ag Society Feasibility Study
6
Spruce Grove and District
Agricultural Heritage Society
Building Project Feasibility Study
7
Presentation Overview
8
Project Objectives
•
•
•
•
9
Project Process
10
Consultation
•
•
•
11
Consultation – Key Themes
•
•
•
12
Consultation – Key Themes
•
•
•
•
13
Research – Key Findings
•
•
–
–
•
–
–
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Research – Key Findings
–
–
–
–
–
15
Facility Program
•
•
–
–
–
–
16
Facility Program
17
Capital Costs & Considerations
•
•
18
Preliminary Operational
Cost Estimates
•
•
–
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–
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19
Preliminary Operational
Cost Estimates
–
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20
Suggested Next Steps
(for the Society)
•
–
–
–
•
•
21
Suggested Next Steps
(for the Project)
22
Thank You
23
Spruce Grove and District Agricultural Heritage Society:
Building Project
Feasibility Study
Final
February 2016
24
25
Spruce Grove and District Agricultural Heritage Society:
Building Project
Feasibility Study
26
Executive Summary
The Spruce Grove and District Agricultural Heritage Society has a long standing legacy
and history of success in the region which includes the preservation of the historic
Grain Elevator; one the Spruce Grove’s signature landmarks. Because of the Society’s
efforts the history of Spruce Grove continues to be preserved and celebrated.
Over the past two years, the Society has explored the possibility of enhancing the Grain
Elevator site through the development of a new multi-purpose building. The building
project would create a modern and suitable facility for the Societies existing components
(museum, archives, community events, farmers market) while also providing new spaces
that can help expand programming and foster increased use of the site by residents and
community groups. A feasibility study was commissioned to further explore the need,
viability and costs associated with the potential project.
The feasibility study document outlines a facility program (components and
amenities) for the potential building. Key facility program elements include:
• Modern museum and archive space
• Expanded indoor market/multi-use space
• Social gathering/multi-use space (capacity of ~100)
• Two multi-purpose program rooms (capacity of ~20 for each space)
The capital cost of constructing the building is estimated at $6,171,750 including
fees and contingencies. A preliminary operating budget has also been developed
for the potential facility. The operating budget outlines a number of targets and
assumptions that would need to be met in order for the facility to operate at a
positive revenue position.
The feasibility and viability of the project will be based on the Societies ability to
secure partnerships and collaborations for both the capital development and ongoing
operations of the facility. The facility has the opportunity to significantly enhance the
heritage and cultural asset base of the Spruce Grove area. Engagement conducted
with stakeholders as part of the feasibility study process reflected and importance of
ensuring that heritage and culture is preserved and valued in the community and region.
Stakeholders also expressed that a need exists to further engage residents and visitors in
the community’s culture and heritage.
The feasibility study ultimately provides the Society with the information required
to make future decisions on the building project. As the project moves forward,
it is likely that the following next steps will be required:
1. Develop/finalize the capital cost funding model
2. Secure funding commitments from all necessary partners and stakeholders
(including internal fundraising)
3. Determine construction/project delivery model
4. Construct the facility
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Table of Contents
1: Project Background and Context
1
About the Spruce Grove and District
Agricultural Heritage Society
1
The Building Project
1
Feasibility Study Process and Purpose
2
2: Market Context
The Spruce Grove Region: Population and Demographics
3
3
Population
3
Population Projections
4
Agricultural and Heritage Opportunities in the Market Area 4
Community Program Spaces
5
Heritage Interpretive Sites
6
Farmers’ Markets
7
8
Previous Strategic Planning in the Region
3: Stakeholder Consultation
9
Interview Sessions: Key Themes
9
Community Group Survey: Key Findings
10
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Table of Contents
4: Trends Analysis
11
Cultural and Heritage Tourism
11
Creating Opportunities for All Ages and Abilities
11
Volunteerism
12
Facility Trends
13
Multi-Use Spaces
13
Ensuring Accessibility
13
Revenue Generating Spaces
14
Incubator Spaces
14
Social Amenities
14
Promotions and Marketing
14
5: Facility Program and Concepts
15
Facility Program
15
Facility Concepts
16
6: Financial Implications
18
Capital Cost Estimates
18
Operating Cost Estimates
19
7: Summary and Next Steps
21
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1
Project Background
and Context
About the Spruce Grove
and District Agricultural
Heritage Society
Mission Statement
The Spruce Grove and District Agricultural Heritage Society,
with volunteer commitment, provides opportunities
for the preservation of our past to include the Historical
Culture of the Community, the showcasing of our present
and the preparation for our future through educational
programs, tours, and sales of locally made/grown
products while providing a gathering place for people.
The Spruce Grove and District Agricultural Heritage Society
was established in 1972 to support agriculture, horticulture,
and quality of life in the community. The Society’s goal is to
ensure that they keep the history of the community alive for
both the present and future generations. The organization
played a vital role in the preservation of the Grain Elevator,
which continues to be a popular and well visited regional
tourist attraction. The 1958 Alberta Wheat Pool elevator is
the last remaining wooden elevator to be seen traveling
west on Highway 16A.
Vision Statement
The Spruce Grove and District Agricultural Heritage
Society is committed to:
The Grain Elevator site, as it has become known, currently includes
the Grain Elevator Museum, Archives, and Farmers’ Market.
The site hosts a number of community events each year which
include Flap Jacks at the Tracks, the Farm and Heritage Carnival
and the Harvest Fair. The Society also hosts educational programs
for schools, known as “Origins of our Community”.
• Presenting our agricultural and historical past,
present and future to the public;
• Building an emporium to house a museum,
archives, restaurant and farmers market;
• Maintaining the Grain Elevator as a working facility
from the past; and
The Building Project
• Providing a place of destination to support our
activities creating a unique attraction focusing on
our past, present and future.
The Spruce Grove and District Agricultural Heritage Society is
exploring the development a new building on the Grain Elevator site.
The intent of the building project is to develop a single, modern and
suitable space to accommodate the current activities that take
place on the site (e.g. farmers markets, museum and archives,
community events) and provide additional space for future growth
and expanded community usage.
While the Society has already explored a number of potential
designs and options, it was deemed necessary to further assess
broader community and regional need for such as facility, capital,
and operational cost feasibility, and to identify future
planning considerations.
Value Statements
1. We believe in volunteers working together and
sharing ideas with respect and integrity.
2. We value community awareness of our organization.
3. We believe in preserving our past in order to
teach the future.
4. We value community leadership.
1
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Feasibility Study
Process and Purpose
The graphic below illustrates the process that was used to
develop the feasibility study.
Research
Market Overview
Trends
Facility Program
Stakeholder
Engagement
Interviews and
Discussions
Analysis
(Components and Amenities)
and
Financial Implications
Feasibility
Study
Community
Group Survey
As reflected in the chart, research and engagement with
stakeholders was important to the development of the study and
the identification of required components, amenities, and financial
implications of undertaking development. The feasibility
study will ultimately serve as a tool that the Spruce Grove and
District Agricultural Heritage Society can use to inform future
decisions on the potential project. The study can also assist in
helping the Society undertake future discussions with potential
partners and key project stakeholders.
2
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2
Market Context
The Spruce Grove
Region: Population
and Demographics
Population
With its population reaching 32,036 in 2015, Spruce Grove has
doubled in size since 2001. Not only has the growth been constant,
this past year marked the City’s highest one-year population gain
which was 8.5%. Adjacent to the west of Spruce Grove, the Town of
Stony Plain has experienced growth as well and has a population
of 16,127. The surrounding municipality of Parkland County has
a population of 30,568 which provides a regional population of
nearly 79,000 residents.
Spruce Grove is a growing community within a dynamic
region of urban and rural lifestyles. With a rapidly increasing
population, Spruce Grove’s most recent Municipal Census
(2015) states that, “the City must continue to plan strategically
for the impacts of this extraordinary growth in terms of
providing sustainable infrastructure, services and programs
for its residents”. This section provides a population and
demographic analysis to deliver an understanding of the
market that a new facility could potentially serve.
The following tables provide population data from available
Municipal Census data.
The following graphic illustrates the Spruce Grove Trade Area
Profile. In total, Spruce Grove’s Primary Trade Area is estimated
at over 80,000 residents and projected to exceed 90,000 within
5 years. This figure does not include the trade area to the west
of Spruce Grove (Secondary Trade Area WEST) which extends
into Edmonton. If this population was included, the trade area
of Spruce Grove would exceed 120,000.1
Municipality
2015
2014
2013
Spruce Grove
32,036
29,526
27,875
Source: City of Spruce Grove Municipal Census
Municipality
2015
2010
2003
Stony Plain
16,127
14,177
10,544
Source: Town of Stony Plain Municipal Census
Municipality
2009
2005
Parkland County
30,089
29,679
Source: Parkland County Municipal Census
The following tables provides population data from previous
Statistics Canada Census of the Population counts.
1http://www.sprucegrove.org/Assets/pdf/reports/trade_area_profile.pdf
3
Municipality
2011
2006
2001
1996
Spruce Grove
26,171
19,541
15,983
14,271
Stony Plain
15,051
12,363
9,630
8,281
Parkland County
30,568
29,220
27,210
25,215
Total
71,790
61,124
52,823
47,767
32
Population Projections
Spruce Grove Population and
Demographic Highlights
The City of Spruce Grove has initiated a Growth Study that is
scheduled for completion in mid-2016. Spruce Grove’s Municipal
Development Plan (MDP) states that the City must “plan to
accommodate 40,000 residents by 2044”. However since the
MDP was finalized in 2010 the community’s population has
already increased by 30%, with 8.5% growth occurring between
2014 and 2015 alone. If these aggressive rates of growth continue,
the community will exceed 40,000 residents well before 2044.
If previous growth rates were applied to the 2015 population of
Spruce Grove, the following population scenarios could occur:
Highlighted as follows are key demographic
characteristics of Spruce Grove as identified by the
City’s 2015 Municipal Census and available Statistics
Canada data.
• Single detached dwellings make up around
two-thirds of the City’s housing; however this
figure has dropped to 63.4% from 65.1% in 2014.
• The average number of people per dwelling
in 2015 was 2.66 (provincial average: 2.4).
• Scenario 1: (7.5% annual growth) reflects the dramatic
growth experienced from 2013 to 2015 and would result in
a 2030 population of 94,791 residents.
• The median age of Spruce Grove in 2011
was 33.7 (provincial average: 36.5).
• Scenario 2: (5.6% annual growth) reflects the population
increase experienced from 2011 to 2015 which would result
in 72,543 residents in 2030.
• Spruce Grove’s three largest population age groups
are the 30 to 34 year olds, 35 to 39 year olds,
and children ages 0 to 9.
• Scenario 3: (2.8% annual growth) reflects the annual
growth rate predicted by the Capital Region Population
and Employment Projections (2013) and would result in a
2030 population of 48,447 residents.
• 4.2% of Spruce Grove’s population identifies as a
visible minority, with the highest proportion of
these individuals identifying as Filipino.
• The three largest sectors of employment
(by industry type) in 2010 were:
Should the rates of growth identified in Scenarios 1 and 2 occur,
there is likely to be a significantly increased need for
community space to accommodate new and emerging
program demands.
1. Construction
2. Health care and social assistance
3. Retail trade
Agricultural and Heritage
Opportunities in the
Market Area
• 53.1% of the population holds a post-secondary
certificate, diploma, or degree.
• The unemployment rate in Spruce Grove
was 4.9% in 2010.
• 3.6% of residents aged 15 and older use active
transportation methods (walk, bicycle) to commute
to work.
An understanding of the spaces currently used for agriculture,
heritage, and related social gatherings in the area is important
in order to better understand the market context. The following
section provides an overview of these spaces and current
activities that take place in them.
• The median value of residential dwellings
in 2010 was $349,038.
• 71.6% of owner households are carrying
a mortgage.
• The median family income in 2010 was $93,617.
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Community Program Spaces
Presented as follows is an overview of community program and
social gathering spaces in the immediate Spruce Grove and Stony
Plain area. These include multi-purpose rooms and banquet
type facilities. In addition to spaces located in the immediate area,
there are an estimated 51 spaces located within the broader
region that can accommodate banquets or social functions under
250 people, and 3 facilities that can accommodate banquets and
social functions of over 250 people.1
Facility
TransAlta Tri-Leisure Centre
Spruce Grove Agrena
Pioneer Centre
Spruce Grove Sports and Recreation Facility
Amenities/Components
Rental Rates
2 Meeting Rooms
Hour: $40
Full-day: $210
Field House
Non-Prime (hour): $94
Prime (hour): $120
Arenas (can be converted into large social gathering space)
Dry Floor (hour): $80
Agra Room (capacity: 80)
Hour: $41
Full-day: $246
Melcor Hall (capacity: 155)
Full-day: $360
RPW Room (capacity: 50)
Full-day: $150
3 Multi-purpose Rooms
Facility is currently
under development.
2 Meeting Rooms
Stony Plain Community Centre
Hall Space (capacity: 250)
Hour: $100
Full-day: $1000
Multicultural Heritage Centre (Stony Plain)
Gymnasium
Hour: $20
Heritage Park Pavilion (Stony Plain)
Large Social Gathering and Performance Space
Hour: $156.25
Full-day: $1,562.50
Stony Plain Golf Course
Meeting and Banquet Space
3 hours or less: $5/person
Over 3 hours: $5/person
Devonian Botanic Gardens
Indoor Pavilion (capacity: 20 to 60)
Outdoor Tent (capacity: 80)
1 Data from the Tri-Municipal Region Event Hosting Strategy.
5
Half-day: $325
Full-day: $500
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Heritage Interpretive Sites
Identified in the chart below are heritage interpretive sites in
the greater Edmonton region.
Facility/Site
Grain Elevator Site
Amenities/Components
Programs and Opportunities Offered
• Grain Elevator Museum
• Community events
• Archives
• School group educational programs
• Water Tower
• Guided tours.
• Farmers Market agricultural artifacts.
Stony Plain and Parkland Pioneer Museum
• Historical buildings
• Community events
• Tea House
• Agricultural land plot
• Guided tours
• Agricultural and historical artifacts
Fort Edmonton Park (Edmonton)
• Historical villages and buildings
• Interactions with Park interpreters
• Midway rides
• Dining
• Theatre
• Hotel
• Restaurants
• Artifacts
• Train ride
Musee Heritage Museum (St. Albert)
Grain Elevator Train Station (St. Albert)
• Exhibits
• Featured exhibitions
• Historical houses, school,
and agricultural buildings
• Historic walking tours
• Archives
• Family drop-in programs
• Historical buildings
• School programs
• Educational programs
• Tours
• Birthday parties
Fort Heritage Precinct (Fort Saskatchewan)
• Historical village, houses,
and train station
• Museum.
Strathcona County Museum and Archives
• North West Mounted Police exhibit
• Educational programs
• Building is Sherwood Park’s
first fire hall
• Exhibits
• Train station
• Self-guided and guided tours
• Grain elevator
• Blacksmith shop
• Historical exhibits
Leduc West Antique Society
• Guided tours
• Interpretive education
• School programs
• Seniors tours,
• Lunch
• School
• Tractor pulls
• Historical buildings and residences
• Expositions
• Edmonton Power Historical Museum
• Tours
• Swap meets
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Farmers’ Markets
The following map depicts the location on farmers markets
that are currently operational in the greater Edmonton region.
Morinville Farmers’ Market
Fort Saskatchewan Market
Darwell Farmers’ Market
Alberta Beach Farmers’ Market
St. Albert Outdoor Farmers’ Market
Seba Beach Farmers’ and Crafters’ Market
Edmonton Westmount
Edmonton Seniors Centre
Spruce Grove Farmers’ Market
Edmonton French Quarter
Stony Plain Farmers’ Market Edmonton University of Alberta
Edmonton Highlands
City Market Downtown
Baseline Farmers’ Market
Sherwood Park Farmers’ Market
Sailsbury Farmers’ Market
Old Strathcona Farmers’ Market
Edmonton Callingwood Farmers’ Market
Edmonton Millwoods
Southwest Edmonton
Leduc Farmers’ Market
Name
Location Description
Address
Spruce Grove Farmers’ Market
Stony Plain Farmers’ Market
St. Albert Outdoor Farmers’ Market
Edmonton Callingwood Farmers’ Market
Alberta Beach Farmers’ Market
Darwell Farmers’ Market
Seba Beach Farmers’ and Crafters’ Market
Old Strathcona Farmers’ Market
City Market Downtown
Sherwood Park Farmers’ Market
Baseline Farmers’ market
Salisbury Farmers’ Market
Leduc Farmers’ Market
Fort Saskatchewan Market
Edmonton French Quarter
Edmonton Highlands
Edmonton Millwoods
Edmonton Seniors Centre
Southwest Edmonton
Edmonton University of Alberta
Edmonton Westmount
Morinville
Elevator Site
Stony Plain Community Centre
St Albert Downtown
Callingwood Shopping Centre
Agriplex
Darwell Hall
Seba Beach Heritage Pavilion
Old Strathcona
Downtown Edmonton
Sherwood Park
Sherwood Park
Strathcona County
Leduc
Fort Saskatchewan
La Cite Francophone
St Mary's Anglican Church
Millwods Recreation Centre
General Hospital
Terwillegar Community Recreation Centre
Students' Union Building
St Andrews Centre
Ray McDonald Sport Arena
120 Railway Avenue, Spruce Grove
5008 51st Avenue, Stony Plain
St. Anne Street and St. Thomas Street
66th Avenue and 178th Street, Edmonton
4811 47th Avenue, Alberta Beach
54 225B, AB-765, Darwell
505 1st Avenue South, Seba Beach
10310 83rd Avenue NW, Edmonton
104th Street and Jasper Avenue, Edmonton
Sherwood Park Community Centre
390 Baseline Road, Sherwood Park
52337 Range Road 232, Strathcona County
4821 50th Avenue, Leduc
10030 99th Avenue, Fort Saskatchewan
8627 91st Street, Edmonton
112 Avenue and 68 Street, Edmonton
7208 28th Avenue, Edmonton
11111 Jasper Avenue, Edmonton
2051 Leger Road, Edmonton
8900 114th Street, Edmonton
12720 111th Avenue, Edmonton
9908 104th Street, Morinville
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Previous Strategic
Planning in the Region
The City of Spruce Grove is also currently in the process of
developing a Cultural Master Plan, which will guide how the
City supports organizations in the delivery pf arts, cultural,
and heritage opportunities in the community. The Master Plan
is being guided by 5 assumptions:1
The City and other regional municipalities have undertaken
numerous planning projects and exercises in order to help optimize
community services and plan for future needs. The Tri-Region
Leisure Services Master Plan identifies a number of strategies
which support the importance of ensuring that culture is preserved
and fostered. Strategies with potential relevance to the Building
project include:
1. Cultural Resources: Cultural Planning embraces a broad
definition of cultural resources that includes creative cultural
industries and occupations, cultural spaces and facilities,
natural and cultural heritage resources, festivals and events,
community cultural organizations, and intangible cultural
resources such as community stories.
• Stress Collaboration within the Community System (Strategy #3)
• Place Particular Emphasis on Program Affordability (Strategy #5)
• Develop a Cultural Strategy for the Region (Strategy #6)
• Develop a Community Education Strategy (Strategy #7)
2. Cultural Mapping: Cultural Planning begins with cultural
mapping, a systematic approach to identifying, recording,
classifying and analyzing a community’s cultural resources.
• Formalize Special Event Planning (Strategy #10)
currently helps the City and other regional municipalities meet
these strategic objectives by providing highly affordable,
education based programs and events and programs.
3. Adopting a ‘Cultural Lens’: Cultural Planning involves
establishing processes to integrate culture as a
consideration across all facets of municipal planning
and decision-making.
The City’s 2010 Your Bright Future: Municipal Development Plan
also identifies key strategic factors (areas of service) that will be
a priority for the City. These include:
4. Cross-sectoral Strategies: Cultural Planning requires new
partnership models or mechanisms to support ongoing
collaboration between the municipality and its cultural,
community and business partners.
• Affordability
5. Networks and Engagement: Cultural Planning involves
strengthening networks across all facets of the cultural sector
and strategies to support ongoing community engagement
• Community sustainability
• Culture and heritage
• Economic development
• Parks and recreation
1http://www.sprucegrove.org/government/departments/community_services/
cultural_services/cultural_plan.htm
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3
Stakeholder Consultation
Stakeholder consultation was identified as an important
component of the feasibility study in order to gather
perspectives on the potential project. The following chart
provides an overview of the community organizations that
were engaged. In addition to the groups identified in the chart,
5 additional interviews were conducted with individuals that
represented other community perspectives (e.g. City Alderman,
business community members, previous City staff). In total,
10 interviews were convened.
Organization
Interview
Session
City of Spruce Grove
Cultural Services
a
Stony Plain and Parkland
Pioneer Museum
a
Spruce Grove Farmers Market
a
Spruce Grove Chamber
of Commerce
a
Interviews Sessions:
Key Themes
The heritage of Spruce Grove is important and should be preserved.
Consistently mentioned by interviewees was the importance of the
Grain Elevator site to the community and the need to preserve the
communities and region history. A number of those interviewed
suggested that perhaps heritage preservation had not received
appropriate priority in the past and should be identified as a
future priority.
Community
Group Survey
Allied Arts Council
a
Kinsmen Club of Stony Plain
a
Parkland Village
Community Centre
a
Millgrove School
a
Opportunities exist to expand the cultural capacity of
the community. A number of those interviewed expressed
that Spruce Grove has a strong reputation for sports, but that
the cultural scene has not yet fully evolved. The importance of
developing quality and appropriate cultural spaces was mentioned
as a need by some of those interviewed. The Grain Elevator site was
identified as a space that could be further maximized. However the
broader need of aligning arts and cultural groups and program
providers was identified as being needed in order to ensure that
duplication doesn’t occur.
A new building on the Grain Elevator site needs to be of the
right size and scale. Concerns were commonly expressed
that the viability of the project could be at risk if the project
becomes too grandiose and expands beyond the core needs
of the site and Society. The risk of “overbuilding” was identified
by a number of those interviewed, specifically as it pertains to
long term operations and sustainability. However if the right
size of building is developed, interviewees generally agreed
that the facility could help address a number of community
facility needs and provide organizations with valuable
program, gathering and event spaces.
Presented as follows are key findings from the consultation.
The Grain Elevator site has accessibility challenges that need to
be resolved. Consistently identified by interviewees were issues
with accessing the Grain Elevator site and the implications that
this could have on future development. The railway line and
Highway 16A were mentioned as both physical and perception
barriers that many believe prevent some residents from visiting
the site. In particular, the impact that these challenges have on
the farmers market were cited. It was commonly suggested
during the interviews that the Spruce Grove and District
Agricultural Heritage Society needs to engage the City in a
broader discussion around opportunities to improve actual
and perceived access.
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Active and ongoing programming of the facility and site will be
crucial to operations of a new building. Interviewees strongly
suggested that the success of a new building will require an active
staff and volunteer presence. This will help ensure that spaces are
utilized to the fullest potential and that ultimately the facility can
be sustainable. It was suggested by some of those interviewed that
the Society should explore collaborations with user organizations
that may require space and/or be able to assist with “animating”
the program spaces. The need to continue developing cultural and
heritage programs and events that are fun and dynamic was also
mentioned as being important and a reason for ensuring that a
new facility is properly resourced.
Strong appreciation exists for the Spruce Grove and District
Agricultural Heritage Society. Stakeholders expressed
positive sentiments towards the Society and its role in the
community. The contributions of the Society in preserving the
Grain Elevator and advocating for heritage were commonly
mentioned. It was suggested that the potential building
project may require an evolution in how the Society operates.
The need to put in place strategies to attract and retain
volunteers and shifting more responsibility towards paid staff
were regularly mentioned.
Community Group Survey:
Key Findings
• All 4 responding groups expect to grow in the coming years.
• 2 of the 4 responding groups indicated that current
facilities “somewhat” meet the needs of their organization,
while 2 groups indicated that current facilities “completely”
meet the needs of their organization.
• 2 of the 4 responding groups indicated that they
would potentially use social gathering space (up to 100
person capacity) should it be available in a new building.
Meeting/Program rooms, Community Art/Exhibit
Display Space, Indoor Market Space were each
identified as potentially being used by 1 group.
• Responding groups expressed the importance of
preserving and celebrating heritage and ensuring
that suitable spaces are available for heritage, the arts,
community events and social enterprise activities.
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4
Trends Analysis
A review of trends can help ensure that the potential building
project adequately considers and aligns with best practices
and the demand for programming and events. Highlighted as
follows are a number of pertinent trends and leading practices
that should be considered in the potential development of a
building and future operations.
School groups represent a significant portion of the museum
attendance market, usually 15% to 25% of total on-site attendance.
Ensuring that programming appeals and is relevant to the
school market becomes very important to interpretive centres,
museums and cultural institutions in general. Factors influencing
school attendance include:
• Distance from schools
• Relationship between school curriculum
and museum offerings
Cultural and
Heritage Tourism
• Quality of experience
Cultural tourism is an important and growing segment of the
tourism industry. Its participants are increasingly young,
well-educated, spend more money on their trips, and
seek unique personal experiences. Although not a new
phenomenon, cultural tourism has consistently been
characterized by the points below.
Creating Opportunities
for All Ages and Abilities
Critical to the success of any cultural or community facility is
the ability to deliver meaningful programming that is valued
and attractive to all ages and ability levels. Doing so will help
ensure success by creating community destinations or “hubs”
that families can enjoy.
• Frequent Short Trips: The cultural tourist, while small as a
percentage of all tourists, makes numerous short trips to
participate in cultural activities year-round.
• Travellers are Increasingly Conscious of their Destination
of Choice: Cultural tourists are well-informed and well-prepared
about the social histories of their destinations before
embarking on their trips. Especially among young people,
contextual research is just as important as logistical planning
and is usually done online.
Activity preferences are also evolving among many age groups.
A paper published by the Ontario Parks Association notes that
“boomers” are generally better educated, came of age in a more
consumer driven society, and have a different perspective on
aging than previous generations of seniors. As a result activity
preferences of these younger “boomers” vary in a number of
ways from previous generations of seniors, which include:
• A Personal Experience: Cultural tourists seek experiences
that are meaningful to them and that will result in individual
reminiscences and memories which refer more to the
tourist’s personal history than to that of the site.
• A willingness to try more intense and adventurous pursuits;
• Greater demand for, and importance placed on,
convenience and service levels;
• High Quality and Authentic Experiences: Many tourists
want to find out about the local culture and really immerse
themselves in a unique and genuine experience. This
includes ‘untouched’ landscapes, traditional foods, original
crafts and to interact with locals and their customs.
• Desire to undertake activities that separate themselves
from feeling “old”;
• Greater desire and willingness to integrate with children,
youth and younger adults in recreational pursuits; and
• Cultural and Heritage Tourism Increasingly Includes
Cultural Landscapes and Townscapes: For cultural tourists,
landscapes are not necessarily valued for their inherent
beauty as they are for their social and historical significance:
that is, how the land formed, how it is/was used and what
happened there. The built environment, including townscapes
and streetscapes, is equally as important as natural landscapes.
• A greater interest to partake in recreation and leisure
activities that are outdoors.
Cultural, heritage, and recreation facilities need to consider
these factors in program design and be willing to adjust
traditional activities and scheduling.
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Volunteerism
Current trends in volunteerism as identified by Volunteer Canada:2
The nature of volunteerism is rapidly evolving and will
continue to impact how community facilities operate and
meet resident needs.
• Much comes from the few. 47% of Canadians volunteer.
Over one-third (34%) of all volunteer hours were
contributed by 5% of total volunteers.
Identified as follows are a number of pertinent trends in
volunteerism that may impact or have relevancy to the
delivery of seniors programming or facility operations.
• The new volunteer. Young people volunteer to gain work
related skills (Canadians aged 15 – 24 volunteer more than
any other age group). New Canadians also volunteer to
develop work experience and to practice language skills.
Persons with disabilities may volunteer as a way to more
fully participate in community life.
Findings from the 2010 Canada Survey of Giving, Volunteering
and Participating—Alberta data tables:1
• Albertans volunteer at a higher rate (54.7%) than the
national average (47.0%)
• Volunteer job design. Volunteer job design can be the
best defense for changing demographics and fluctuations
in funding.
• The highest volunteer rate in Alberta is among adults aged
35 to 44 (63.4%) followed by youth and young adults aged
15 to 24 (56.7%) and adults aged 55 to 64 (51.3%).
• Mandatory volunteering. There are mandatory volunteer
programs through Workfare, Community Service Order and
school mandated community work.
• Although seniors had the lowest volunteer rate (49.6%),
they had the highest average of annual volunteer hours
(206 hours on average per year).
• Volunteering by contract. The changing volunteer
environment is redefining volunteer commitment as a
negotiated and mutually beneficial arrangement rather
than a one-way sacrifice of time by the volunteer.
• Risk management. Considered part of the process of
job design for volunteers, risk management ensures
the organization can place the right volunteer in the
appropriate activity.
• Borrowing best practices. The voluntary sector has
responded to the changing environment by adopting
corporate and public sector management practices including:
standards; codes of conduct; accountability and transparency
measures around program administration; demand for
evaluation; and outcome and import measurement.
• Professional volunteer management. Managers of
volunteer resources are working toward establishing
an equal footing with other professionals in the
voluntary sector.
• Board governance. Volunteer boards must respond
to the challenge of acting as both supervisors and
strategic planners.
1 Data compiled by Statistics Canada. http://www.statcan.gc.ca/pub/89-649-x/
2011001/tbl/tbl210-eng.htm
2 Alberta Heritage Community Foundation. http://www.abheritage.ca/volunteer/index.html
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Facility Trends
Over the last two decades, the ways in which community
facilities are development has evolved significantly in order
to meet increasing user demands and market competition.
Presented as follows are a number of key infrastructure trends.
Multi-Use Spaces
Increasingly, facilities are being designed to accommodate
multiple activities and to encompass a host of different
components. The benefits of designing multi-use spaces
include the opportunity to create operational efficiencies,
attract a wide spectrum of users, and procure multiple sources
of revenue. Providing the opportunity for all family members
to take part in different opportunities simultaneously at
the same location additionally increases convenience and
satisfaction for residences.
Creating spaces within a facility that are easily adaptable and
re-configured is another growing trend observed in many
newer and retrofitted facilities. Many performing arts venues
are being designed in such a manner that staging, seating,
and wall configurations can be easily changed and configured
as required. Similarly, visual arts spaces such as studios and
galleries are being designed in a manner that allows them to
be used for a multitude of different art creation and display
purposes. Similarly, gymnasium spaces and field house
facilities are being designed with temporary barriers, walls,
bleachers and other amenities that can be easily adjusted or
removed depending on the type of activity or event.
Ensuring Accessibility
Many current facilities are putting a significant focus on
ensuring that user experiences are comfortable; including
meeting accessibility requirements and incorporating designs
that can accommodate various body types. Programming is
made as accessible as possible via “layering” to provide the
broadest appeal possible to intellectual preferences.
Meeting the needs of various user groups is also an important
aspect of accessibility. Incorporating mobile technologies,
rest spaces, child-friendly spaces, crafts areas, and educational
multi-purpose rooms for classes and performances is an
emerging trend. Accessibility guidelines set by governments,
as well as an increased understanding of the needs of
different types of visitors is fueling this trend. Technology
is also being embraced as a modern communication tool
useful for effectively sharing messages with younger, more
technologically savvy audiences.
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Revenue Generating Spaces
Social Amenities
Increasingly, community facilities are being required to find
creative and innovative ways to generate the revenues needed
to both sustain current operations and fund future expansion
or renovation projects. By generating sustainable revenues
outside of regular government contributions, many facilities
are able to demonstrate increased financial sustainability and
expand service levels.
The inclusion of social amenities provides the opportunity for
multi-purpose community recreation and cultural facilities
to maximize the overall experience for users as well as to
potentially attract non-traditional patrons to their facility.
Examples of social amenities include attractive lobby areas,
common spaces, restaurants and cafeterias, spectator viewing
areas, meeting facilities and adjacent outdoor parks or green
space. It is also becoming increasingly uncommon for new
public facilities, especially in urban areas, to not be equipped
with public wireless Internet.
Lease spaces provide one such opportunity. Many facilities are
creating new spaces or redeveloping existing areas of their
facility that can be leased to food and beverage providers and
other retail businesses. Short term rental spaces are another
major source of revenue for many facilities. Lobby areas,
programs rooms, and event hosting spaces have the potential
to be rented to the corporate sector for meetings, team building
activities, Christmas parties and a host of other functions.
Another significant benefit of equipping facilities with social
amenities is the opportunity to increase usage and visitation
to the facility during non-peak hours. Including spaces such
as public cafeterias and open lobby spaces can result in local
residents visiting the facility during non-event or non- program
hours to meet friends or simply as part of their daily routine.
Many municipalities and not for profit organizations have
encouraged this non-peak hours use in order to ensure that the
broader populace perceives that the facility is accessible and
available to all members of the community.
Incubator Spaces
Many urban communities are experiencing a growing demand
for commercial kitchen “incubator” space. This emerging
trend reflects the growth of ‘niche’ food markets and a lack
of suitable and affordable facilities that can accommodate
upstart operations. The demand is also being driven by the
increased value that many consumers are putting on locally
sourced food. In fact, a 2012 ALMA (Alberta Livestock and
Meat Agency) study found that 47.9% of respondents agreed
with the statement that locally produced food is better. The
same study found that two-thirds of people are willing to pay
more for locally sourced food defined as “food grown in and
around Alberta” and 79% said they would try a restaurant
solely because it served food produced in the region. This
consumer preference has started to result in increased
opportunities for local food producers. However many upstart
producers lack the means to develop their own facilities and
are instead looking for opportunities to share space and
knowledge. The development of incubator spaces has helped
address these needs while also bringing about economic
benefits to the local region.
Promotions
and Marketing
Critical to the success of any community facility is the ability
to communicate activities, programs, and events to both the
local and regional market. The nature in which communication
occurs is quickly evolving and requires program and event
providers to adjust accordingly. The emergence and power
of social media is of particular importance. Putting in place
a strong communications plan, which includes social media
platforms, can help increase awareness and drive facility
visitation. Other key elements of a strong promotions and
marketing campaign include:
• Identification of target and secondary markets.
• Clear and concise messaging.
• Two-way dialogue (providing opportunities for patrons and
potential users to communicate back needs and experiences).
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5
Facility Program
and Concepts
The following chart outlines a facility program for a potential
new building at the Grain Elevator Site. The facility program
has been developed based on the research and engagement
conducted and the current operations of the existing spaces
on the Grain Elevator site.
The objective of the outlined facility program is to meet
the current and long-term needs of the Society. The spaces
outlined have been sided accordingly based on expected
uses and overall market need.
Facility Program
Component/Amenity
Space Required
Benefits and Uses
Museum
3,000 ft2
Collection space for artifacts and displays.
Archives
1,500 ft2
Climate controlled space for archived artifacts.
Indoor Market/Multi-Use Space
3,000 ft2
Public market space for farmers market and
other community uses (e.g. small trade shows,
social functions, cultural programs).
Commercial Kitchen
1,500 ft2
To service events and functions.
3,000 ft
(~100 person capacity)
1,600 ft2
(~20 person capacity for each space)
For small events, social functions, cultural
programs, and community programming.
Meeting and program space. To support other
facility spaces or for dedicated use.
2,000 ft2
To support facility activities.
600 ft
To support facility staff and operations.
Social Gathering/Multi-Use Space
Adjoining Multi-Purpose Program Rooms (2)
Storage Space
Office Administration Spaces
2
2
Lobby and Entryway
2,300 ft2
To support pedestrian flow and program space.
Washrooms
2,000 ft
To support facility capacity.
Exterior Patio
1,500 ft2
Total Space
2
Adjacent outdoor space to accommodate
expanded markets (summer) and social gatherings.
22,000 ft2
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Facility Concepts
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6
Financial Implications
Capital cost estimates have been developed based on the facility
program outlined in Section 5. The costs identified reflect current
(2016) market conditions. It is important to note that further
refinement of the capital budget will need to occur should
the project proceed to detailed design. These preliminary
capital costs are estimated to be ±20%.
Capital Cost Estimates
Revenues
Ft2
Unit Cost
Component Cost
Museum
3,000
$250
$750,000
Archives
1,500
$250
$375,000
3,000
$250
$750,000
Commercial Kitchen
1,500
$250
$375,000
3,000
$250
$750,000
Adjoining Multi-Purpose Program Rooms (2)
1,600
$250
$400,000
Storage space
2,000
$250
$500,000
Lobby and entryway
2,300
$250
$575,000
Washrooms
2,000
$250
$500,000
600
$250
$150,000
1,500
$100
$150,000
22,000
—
$5,275,000
Office administration spaces
Exterior Patio
Sub Total
Capital Cost Summary
$
Sub Total
$5,275,000
FFE (@ 7%)
$369,250
Contigency (@ 5%)
$263,750
Professional Fees (@5 %)
$263,750
Total Estimated Project Value
$6,171,750
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Operating Cost Estimates
A preliminary operating budget has been developed based on expected utilization, an understanding of market conditions, and current
operations of the Grain Elevator site. It is important to note that these figures reflect a number of key assumptions that will be critical to
sustainable operations of the facility. A number of these assumptions will require further exploration and refinement as the project evolves.
Operating Budget: Key Assumptions
• Provincial and municipal contributions will remain consistent with historical amounts.
• The Society will procure an ongoing lease arrangement for weekday use of the social gathering/multi-purpose space at
a rate of $12.50/ft2.
• The Society will place an increased focus on offering heritage and agricultural programs and achieve 300 program
registrations at a net profit of $50 per registration. Achieving this target may require collaboration and/or a formalized
partnership with an existing community program provider.
• The Society will be successful in achieving the key rental targets of:
»» 26 weekend rentals of the social gathering/multi-use space
»» Average 12 hours per week of rentals for multi-purpose program rooms
• Food services will be conducted internally or through a preferred vendor agreement which provides a net profit to the
Society of $20 for a full meal, $10 for a light meal/snack.
• Sponsorship revenues are assumed to capital.
• Capital replacement allocations are not included in the operating budget.
Revenues
Assumptions
Year 1
Agricultural Societies Grant
As per historical funding amounts.
$25,000
Municipal Operating Contributions
As per historical funding amounts.
$25,000
Casino/Gaming Revenue
Estimated.
$35,000
Membership Fees
Estimated.
$1,000
Museum Revenue
800 paid visitors annually @ $5/person.
$4,000
Indoor Market/Multi-Use Space: Famers Market Lease 36 weeks @ $200/day.
$7,200
Indoor Market/Multi-Use Space: Rentals
12 rentals @ $500/day.
$6,000
Assumes an ongoing lease arrangement for space @ $12.50/ft2 (3,000 ft2).
$37,500
26 weekend rentals @ $500/weekend (assumes 50% rental of available
weekend capacity).
$13,000
Multi-Purpose Program Rooms: Community Rentals
Average 8 hours per week @ $30/hour.
$12,480
Multi-Purpose Program Rooms: Corporate Rentals
Average 4 hours per week @ $50/hour.
$10,400
Ag Society Programs
300 annual program participants @ $50 net profit per registration.
$15,000
Social Gathering/Multi-Use Space:
Weekday Community Organization Lease
Social Gathering/Multi-Use Space:
Weekend Event Rentals
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Revenues
Assumptions
Year 1
Other Fundraising Initiatives (e.g. events)
Estimated.
$25,000
Commercial Kitchen Revenues: Meal Service
10 events with full meal service, average 75 people @ net profit of $20/per plate;
15 events with light meal/snack service, average 50 people @ net profit of $10/per plate.
$22,500
Commercial Kitchen Revenues: Kitchen Rentals
(e.g. programs, food prep rentals, incubator rentals/lease)
Assumes 40 hours per month @ $25/hour.
$12,000
Total Revenues
$251,080
Expenses
Assumptions
Year 1
Facility Manager
1 FTE @ $50,000 plus 20%.
$70,000
To be budgeted as per net profit per registration targets ($50 per registration)
and available net $0 grants.
Expenses calculated as per net profit revenue targets of $20/per plate for full meal
service and $10/per plate for light meal/snack service.
Program Staff & Expenses
Commercial Kitchen Staff and Supplies
$0
$0
Custodial
Assumes contracted services. 20,500 ft2 @ $1.50/ft2 (excludes outdoor patio space).
$30,750
Marketing
Estimated.
$5,000
Accounting and Bookkeeping
Estimated.
$9,000
Bank Charges
Estimated.
$2,500
Repairs and Maintenance
Estimated.
$7,500
Insurance and Fees
Estimated.
$15,000
General Supplies
Estimated.
$5,000
Waste Removal
Estimated.
$2,500
Office, Postage
Estimated.
$2,500
Utilities
20,500 ft2 @ $2.50/ft2 (excludes outdoor patio space).
$51,250
Phones/Internet
$200/month.
$2,400
Site Maintenance
Estimated.
$13,000
Miscellaneous
Estimated.
$5,000
City of Spruce Grove Local Improvement Tax (Expires in 2025) As per historical expenses.
$16,000
Total Expenses
$237,400
Net Revenue
$13,680
Five-Year Proforma
Year 1
(—)
Year 2
(15%)
Year 3
(10%)
Year 4
(8%)
Year 5
(5%)
Revenues
$251,080
$288,742
$317,616
$343,025
$360,177
Expenses
$237,400
$273,010
$300,311
$324,336
$340,553
Net
$13,680
$15,732
$17,305
$18,690
$19,624
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7
Summary and Next Steps
Building Project Feasibility Study was initiated to help inform
future decisions regarding the potential project. Information
contained herein can help assess if the project is viable for
the Society and be used to facilitate future discussions with
potential project partners and stakeholders.
Based on the research and consultation conducted, a facility
program (list of potential components and amenities) was
developed for a potential new building. This information was
then used to identify a capital cost for the project, which is
estimated at $6,171,750 (including fees).
Component/Amenity
Research and consultation was important to the project in
order to better understand community and regional need and
identify future considerations for the project. Summarized as
follows are key findings from the research and consultation.
• Spruce Grove continues to be one of the fastest growing
communities in Alberta.
• Stakeholder strongly suggested that heritage is important
and should be valued.
Museum
3,000 ft2
Archives
1,500 ft2
3,000 ft2
Commercial Kitchen
1,500 ft2
• A new building at the Grain Elevator site can help showcase
the heritage and culture of Spruce Grove and increase the
community’s cultural capital.
Adjoining Multi-Purpose
Program Rooms (2)
• As the community continues to grow, so will demands
for space to accommodate both existing and emerging
programs, activities, and events.
Office Administration Spaces
Storage Space
• Stakeholders generally support the notion of a new
building at the Grain Elevator site if the facility is properly
scaled (not “overbuilt”) and the Society can demonstrate
long-term sustainability.
3,000 ft2
(~100 person capacity)
1,600 ft2
(~20 person capacity for each space)
2,000 ft2
600 ft2
Lobby and Entryway
2,300 ft2
Washrooms
2,000 ft2
Exterior Patio
1,500 ft2
Total Space
• Trends, best practices and feedback from stakeholders
support the need to ensure that components and
amenities in a new building are “multi-purpose”
and attractive.
Space Required
22,000 ft2
• The overall supply of program and social gathering spaces
in the region has changed due to the recent development
of new facilities in Spruce Grove (Spruce Grove Sports and
Recreation Facility) and Stony Plain (Heritage Park Pavilion).
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As the project moves forward towards development, it is
suggested that the Spruce Grove and District Agricultural
Heritage Society undertake the following actions:
• Further engage the City in the discussions regarding:
»» Opportunities to improve site access
(physical and perceived).
»» Anticipated strategic outcomes of the
ongoing Cultural Services Master Plan.
»» Opportunities to align the project with
other identified needs of the City and region.
• Develop a sustainability plan, with a focus on volunteer
recruitment and retention.
• Continue to engage with stakeholders to further refine
program space needs.
As the project moves forward, the following steps should
be pursued.
1. Develop/finalize the capital cost funding model
2. Secure funding commitments from all necessary partners
and stakeholders (including internal fundraising)
3. Determine construction/project delivery model
4. Construct the facility
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Presentations Item #: 2. c.
Title:
Economic Development Strategy Review and Update - Council Input Walker
Department: Economic & Business Development
Recommendation
That the presentation by MDB Insight on updating Spruce Grove's Economic
Development Strategy be received as information.
Reasons for Recommendation - the City is commencing the process for reviewing and
updating its economic development strategy. MDB Insight, as the consulting firm selected
to undertake the project, is seeking to obtain feedback and input from Committee on
priorities and issues that the updated strategy should consider.
Background
The City's existing Economic Development Strategy, "Partnerships for Prosperity
2010-2020", was approved by Council in 2010. It presented a 10-year vision and a 5-year
strategic plan with the intention of updating every five years. Subsequently, an
Implementation Action Plan was developed and was then reviewed in 2015 to evaluate
progress toward meeting the objectives of the Strategy. The review concluded that
substantial progress had been made in implementing the Action Plan and meeting the
objectives set out. It was also recommended that it was time to undertake a more
thorough review and update of the Economic Development Strategy in light of the major
economic changes that have taken place which have both negative and positive impacts
on our community and province going forward. The City initiated an RFP process in April 2016 to select a qualified consultant to
undertake the economic development strategy review and update. The successful
proponent was MDB Insight. This firm has extensive experience in preparing economic
and community development strategies across Canada. Analysis
A key recommendation in the Economic Development Strategy was the creation of an
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A key recommendation in the Economic Development Strategy was the creation of an
Economic Development Advisory Committee (EDAC) to advise Council and
Administration on implementation of the Strategy and other economic issues. This
Committee was appointed in 2011 and led the process for developing the Implementation
Action Plan. This has done much to build partnerships with stakeholder groups whose
support will be essential to the success of the Strategy. EDAC will continue to play a key
role in the review and update of the Economic Development Strategy. The presentation will by made by Ms. Lauren Millier (Vice President) and Mr. Jason Dias
(Senior Consultant) with MDB Insight. The purpose of the presentation (attached) is to
brief Committee on the process and workplan which will be used in updating the strategy
and to obtain Committee feedback and input into what the updated strategy should
consider. Specifically, Committee will be asked for feedback and input on the following
three questions: 1. What do you believe has worked well? 2. Where do you think we need to go from here?
3. What is our long term vision (10 years) for Spruce Grove? The Economic Development Strategy update, when completed, will provide a 10-year
vision and aspirational targets to 2025 and a 5-year strategy and implementation action
plan covering 2016-2020. The anticipated completion date is November 2016. A draft
strategy will be brought back for Council review within that timeframe. Options/Alternatives
Not applicable. Consultation/Engagement
There is an extensive consultation process with stakeholders, general public and City
Administration contemplated as part of the approved workplan. This includes interviews,
workshops, community survey, dedicated website and social media to obtain input and
feedback. Implementation/Communication
The updated Economic Development Strategy will include an Implementation Action Plan
with specific actions and measures to be undertaken in the 2016-2020 timeframe. These
will operationalize the priorities and strategic direction identified in the updated Strategy. Impacts
The City's Strategic Plan 2015-2035 set out a vision in which one of the three strategic
elements is "Where people choose to grow a business: A strong and diversified regional
business center." The Economic Development Strategy is the plan by which that vision is
to be achieved. The principal target established in Partnerships for Prosperity was
growing the non-residential tax base to reach an 80:20 residential/non-residential
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assessment split by 2020. This was seen as essential to Spruce Grove's long-term
financial sustainability. Significant progress has been made toward achieving this target
and it may well be within reach by 2020. The Economic Development Strategy update
needs to revisit the target and consider whether it is still appropriate and what actions
need to be contemplated to meet or exceed this target. Strategic Vision Element:
This topic relates to all three of the City’s strategic vision elements contained in Council’s
Strategic Plan
Related Goal:
Attachments
MDB Insight Presentation
56
City of Spruce Grove
Economic Development Strategy Update
Presented by
Lauren Millier, VP Consulting
57
Spruce Grove Economic Development Strategy
e
Agenda Slide
 MDB Insight Project Team
 Expectations and Outcomes
 Economic Development Strategy Process
– SOAR Assessment
– Community Engagement
 Council Workshop Session
2
MillierInsight
MDB
Dickinson Blais
58
Project Team
 MDB Insight
– Specialist economic development consultancy
– Customized, qualitative and quantitative based strategies
 Lauren Millier, Project Lead
– 25 years experience in the municipal sector
– Worked extensive across Alberta, British Columbia and
Ontario
 Jason Dias, Project Manager
– Spruce Grove Cultural Plan
– worked across Capital Region, Northern Alberta
3
MillierInsight
MDB
Dickinson Blais
59
Expectations + Outcomes
 Grow the diversity of the city’s business and industrial
activity
 Balance the population growth expectations for Spruce
Grove with an increase in the non-residential tax base
 Greater financial and community sustainability
 Attract high value employment opportunities to Spruce
Grove
4
MillierInsight
MDB
Dickinson Blais
60
Strategy Development Process
Phase I - Project Initiation
Project Charter
Communication Plan
Council Workshop Session
EDAC Meeting #1
Phase 2 - Where are we now?
Background + Document Review
Economic Analysis
Asset Inventory
Phase 3 - Where do we want to go?
Community Surveys
Stakeholder Interviews
SOAR Assessment
EDAC Meeting #2
Phase 4 - How do we get there?
Best Practice Review
5
MillierInsight
MDB
Dickinson Blais
Draft Strategy + Action Plan
Implementation Plan
EDAC Meeting #3
61
SOAR Assessment
 Strengths
– What can we build on, what makes us unique?
 Opportunities
– What changes in demand do we expect in the next few
years? What are our areas of untapped potential?
 Aspirations
– What do we care deeply about, what projects, programs or
processes would support our aspirations?
 Results
– How will we know when we are succeeding? What results do
we want to see?
6
MillierInsight
MDB
Dickinson Blais
62
Community Engagement
 Community Surveys
– Business and community at large
 Staff interviews
– Planning + Infrastructure, Community + Protective Services,
City Manager, Economic + Business Development
 Business and Community Stakeholders
– Business leaders, Chamber of Commerce, NAIT, CRB
 Public Meeting at completion of revised draft strategy
 Input from EDAC
– 3 meetings at key milestones in the process
7
MillierInsight
MDB
Dickinson Blais
63
Economic Development Strategy
 Confirm the long term vision and desired outcomes for the
strategy (10 years)
 Develop an detailed action plan and implementation plan for
how this vision is to be achieved (5 years)
 Identify where the City can take a leadership role with respect
to the city’s long term economic growth and competitive positon
in the Alberta economy
8
MillierInsight
MDB
Dickinson Blais
64
Council Workshop
Q+A
9
MillierInsight
MDB
Dickinson Blais
65
Considering the 2011 Strategy
1. What do you believe has worked well?
– What positive developments have you seen in the
last 5 years
2. Where do you think we need to go from here?
– Projects, priorities for Spruce Grove
3. What is your long term vision for Spruce Grove?
– Where do you see the City in 10 years
10
MillierInsight
MDB
Dickinson Blais
66
Closed Session
Title:
Protective Services Building - Wolanski
Item #: 5. a.
Recommendation
That Committee go into Closed Session under Section 25 (1) (c) of the Freedom of
Information and Protection of Privacy Act, RSA 2000, c. F-25. Reasons for Recommendation
Background
Analysis
Impacts
n/a
Related Goal:
n/a
Attachments
67

PDF Packet

Transcription

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