Good afternoon members of the business community, colleagues, - PDF document

Good afternoon … members of the business community, colleagues, regional elected officials and citizens. The world has changed so much since we last came together for my State of the County address.

What has not changed is your Council’s ability to remain optimistic about our county’s future; fiscally responsible … and committed to maintaining the high standard of life our businesses, industries and residents expect. The transition to priority-based budgeting has enhanced the effectiveness and efficiency of our business planning and budgeting process. This process allows us to facilitate healthy discussions on change, while remaining true to our strategic priorities and goals. Council has great faith in our executive and senior management teams.

Priority-based budgeting Our 12 prioritized strategic goals and the budget implications that go along with each … provide both a filter and a measuring stick to guide the year-round business planning and budgeting process.

Focusing on w hat m atters m ost …becom ing Canada’s m ost livable com m unity This year’s budget is proof of how this process is improving our resilience, responsiveness and flexibility during these challenging economic times. When the budget came to Council last November, we knew administration was bringing forward a proactive, logical approach that aligned with what we believe is important to citizens. Most of Council was pleased with the recommended budget and approved a very low 0.7% tax increase for 2016. I give credit to our dedicated administration and those of my fellow council members, who continue to endorse the new priority-based methodology and have the courage to stick to it. Credit also goes to our citizens, who took time to share their own family priorities that helped to shape the goals in the Strategic Plan. We listened, we understood, and we acted on our residents’ needs, by allocating resources to maximize value in our service delivery.

Econom y Increasing and diversifying the petrochemical business A key goal identified in our strategic plan is to “increase and diversify the petrochemical business” in our community. This has been one of our top four priorities since the plan was developed in 2013; and, it’s never been more important than it is now. Petrochemical and energy processing is a large part of our economic well-being. We know it is important to put resources into attracting new investors and helping to maintain existing industry to keep this sector healthy. We will support all initiatives that will increase our chances to get product to tidewater and benefit people all across Canada. We will continue to look for ways to encourage value-added development, so businesses large and small can thrive – thus creating more jobs in our sub region.

Robust pipeline, rail and road infrastructure together with 50-years of collaborative work with our neighbours and significant county investment built the foundation for sustainable economic growth.

In 2015, our County began an update of Alberta's Industrial Heartland Area Structure Plan and Transportation Study to revitalize road, rail and pipeline infrastructure. These updates will continue to facilitate heavy industrial development in the future – making it easier for product and people to move throughout the Strathcona County sub region.

As a founder and leader in petrochemical cluster development, the county continues to work with companies to support their expansion … why? Because new and existing industrial partners provide jobs and economic stimulus, while demonstrating innovative practices, environmental stewardship; and supporting the community.

I applaud the provincial government for its recent announcement of the Petrochemicals Diversification Program. This incentive program is a positive first step towards a comprehensive value-added strategy that is inclusive of investments beyond propane and methane. Williams is looking at Phase 1 and 2, which combined could mean capital expenditure of over $3.0 billion. North American Polypropylene is proposing to take the propylene from Williams and turn it into poly propylene. The estimated capital cost of this project phase 1 and 2 is around $2.0 billion. ATCO is looking at a cogeneration power station to supply both facilities at a capital cost of over $250 million. This combined package is worth over $5.2 billion.

Prom oting Strathcona County as a place that is open for business and investm ent Our 11,000 small businesses account for an estimated 48% of the jobs in Strathcona County. We have experienced an average annual increase of 4.4% in the number of businesses that employ people.

Prom oting Strathcona County as a place that is open for business and investm ent Our retail partners create jobs and provide great value and variety of product for our residents. Last year, 32 new businesses started up in our County!

With new developments like Broadmoor Heritage Plaza, continued growth in Emerald Hills and other projects in queue - we will have a good competitive supply of space for retailers.

Strathcona County is an impressive job engine in the Capital Region – attracting thousands of people who live in Edmonton and many other neighbouring municipalities to come and work in our community. In 2016, we continue to focus on improving economic diversity, innovation and creativity. Together with the Strathcona and North East Capital Industrial Associations, the Capital Region Board and our Chamber of Commerce we support the business and industry sectors.

Rural I nternet Access to high-speed Internet is critical in attracting and supporting business, and providing residents with educational opportunities and training. The County is working with local internet service providers to install approximately 100 towers over the next two years. We are also installing internet towers at a number of rural community halls, with key partners: the Library and their Bookmobile sponsor, Shell Canada.

Agri-business Increase and diversify agriculture business Agriculture is more than just a sector of our economy. It offers food security and access to lifestyle alternatives. Agriculture also adds to Strathcona County’s character and identity. The advantage of living in a specialized municipality is that we have much more than industry. We have vast tracks of fertile soils for local food production – in fact we have 88,000 hectares of agricultural land in our rural areas.

Agri-business Increase and diversify agriculture business We continue to be a highly productive agricultural area in terms of revenues generated per acre. The agriculture sector generates $91 million – annually in revenue. This is due to our diverse operations: from field crops to greenhouses - from intense produce production to beekeeping.

Protecting our environm ent and preserving biodiversity Local business owner Rob Sproule approached me a few years ago to describe his dream of creating a greater understanding of and appreciation for local food production with our youth.

Our agricultural department and councillors jumped on board this great initiative to support Rob in growing the Salisbury School Gardens project from 1 to 10 school gardens. In the 2016-2017 school year the goal is to add 5 more schools.

Our Agricultural Master Plan and Foreign Direct Investment Strategy will contribute to economic diversification and attract value-added companies. Strathcona County and our rural partners: Lamont, Sturgeon, Leduc, and Parkland counties, are recommending that the Capital Region Board create a region-wide ag master plan … … that will help reverse the historic trend of using rural counties as land inventory banks and instead preserve the farmland for local food production into the future.

As a region, as a municipality we continue to look for the most responsible way to grow. As Chair of the Growth Plan Update Task Force, I work with my fellow committee members to recommend the best policies and plans to the Capital Region Board and the province. In spite of the economic downturn, Sherwood Park, our largest urban centre is at capacity. Plans are in place for total build out. We are building smart, responsibly and fast.

In 2014, our housing trend started to shift when our county experienced a significant growth in multi-family development. In 2015, 8 new apartment buildings came out of the ground including Bedford Village by Christiansen developments, Savona by the Salvi Group … … three buildings in Aspen Park by Abbey Lane Homes, Eton Park by Christiansen developments and two buildings by Cove Properties in Salisbury Village. Developments like Salisbury Village and Cambrian Crossing are building to smart density standards that make sense, giving residents the choice to live in single or multi-family units with jobs, shopping and leisure opportunities close by. We anticipate further multifamily growth in 2016 and 2017 providing new and more affordable lifestyle choices.

Increasing public involvement and communicating with the community on issues affecting the County’s future These past many months, more citizens than ever have been getting involved in our community’s most important decision on our future through engagement on the Municipal Development Plan, Growth Management Studies and Mature Neighbourhoods.