HomeMy WebLinkAboutPost-Meeting Agenda Package - CoW_Oct15_2024COMMITTEE OF THE WHOLE POST-MEETING AGENDA
Tuesday, October 15, 2024, 8:30 a.m.
1600 2nd Street NE
Three Hills, AB T0M 2A0
https://www.youtube.com/@kneehillcounty48
Pages
1.Call to Order
1.1 Approval of Agenda
1.2 Approval of Minutes
1.2.1 Approval of the September 17, 2024, COW Meeting Minutes 2
2.New Business
2.1 Economic Development Plan 5
2.2 Delegation- Kneehill Adult Learning - Community Grant to Non-Profit
Organizations
102
Time: 11:00 a.m.
2.3 Year in Review Template 131
2.4 Youth Scholarship – Idea Discussion 188
3.Closed Session
3.1 Intergovernmental Relations (FOIP-Section 21)
3.2 Intergovernmental Relations (FOIP-Section 21)
4.Adjournment
__________Initials
1
Committee of the Whole Minutes
September 17, 2024, 8:30 a.m.
1600 2nd Street NE
Three Hills, AB T0M 2A0
Council Present: Faye McGhee, Councillor
Debbie Penner, Councillor
Jerry Wittstock, Deputy Reeve
Carrie Fobes, Councillor
Laura Lee Machell-Cunningham, Councillor
Wade Christie, Councillor
Kenneth King, Reeve
Staff Present: Mike Ziehr, Director of Infrastructure
Kevin Gannon, Director of Community Services
Theresa Cochran, Director of Corporate Services
Barb Hazelton, Manager of Planning and Development
Marika Von Mirbach, Financial Planning Coordinator
Cody Dale-McNair, Asset Manager
Wendy Gerbrandt, Economic Development Manager
Carolyn Van der Kuil, Legislative Services Coordinator
_____________________________________________________________________
1. Call to Order
Deputy Reeve Wittstock called the meeting to order at 8:30 a.m.
1.1 Approval of Agenda
Additions to the Agenda:
Under Closed Session
3.1 Personal Privacy (FOIP-Section 17)
Resolution: CW/107
Moved by: Councillor Christie
That the Committee of the Whole approve the agenda as amended.
1.2 Approval of Minutes
1.2.1 Approval of the June 18, 2024, COW Meeting Minutes
Resolution: CW/108
Moved by: Reeve King
Page 2 of 205
September 18, 2024
__________Initials
2
That the Committee of the Whole approves the adoption of the minutes
of the June 18, 2024, Committee of the Whole meeting, as presented.
CARRIED UNANIMOUSLY
2. New Business
2.1 2025 Capital Equipment Plan Presentation
The Chair called for a recess at 9:47 a.m. and called the meeting back to
order at 10:00 a.m. with all previously mentioned members present.
Resolution: CW/109
Moved by: Reeve King
That the Committee of the Whole recommend to Council to approve a
draw of $5,120,000 from the Capital Equipment Reserve to fund CEP
purchases for 2025.
CARRIED UNANIMOUSLY
Resolution: CW/110
Moved by: Councillor Penner
That the Committee of the Whole recommend to Council to consider
contributions of $3,600,000 to the Capital Equipment Plan Reserve during
2025 operating budget deliberations.
CARRIED
2.2 Bylaw 1905 Draft Municipal Development Plan
The Chair called for a recess at 11:08 a.m. and called the meeting back to
order at 11:17 a.m. with all previously mentioned members present.
The Chair called for a recess at 12:06 p.m. and called the meeting back to
order at 1:00 p.m. with all previously mentioned members present.
Resolution: CW/111
Moved by: Reeve King
That the Committee of the Whole recommend to Administration to bring
back the amended draft Municipal Development Plan to Council for further
discussion and potential first reading.
CARRIED UNANIMOUSLY
Page 3 of 205
September 18, 2024
__________Initials
3
2.3 Economic Development Plan
Resolution: CW/112
Moved by: Councillor McGhee
That the Committee of the Whole defer this agenda item to the October
Committee of the Whole meeting.
CARRIED UNANIMOUSLY
3. Closed Session
Resolution: CW/113
Moved by: Councillor Cunningham
That this meeting goes into closed session at 3:54 p.m. for the following
reason(s):
Personal Privacy (FOIP- Section 17)
CARRIED UNANIMOUSLY
Resolution: CW/114
Moved by: Councillor Christie
That Council return to open meeting at 4:05 p.m.
CARRIED UNANIMOUSLY
4:06 p.m. - meeting recessed to allow return of public.
4:06 p.m. - meeting resumed
4. Adjournment
The meeting adjourned at 4:06 p.m.
Jerry Wittstock, Deputy Reeve Mike Haugen, CAO
Page 4 of 205
Committee of the Whole
Discussion Report
Page 1 of 2
Version: 2023-01
Subject: Economic Development Plan
Meeting Date: Tuesday, October 15, 2024
Prepared By: Wendy Gerbrandt, Manager, Economic Development
Presented By: Wendy Gerbrandt, Manager, Economic Development
STRATEGIC PLAN ALIGNMENT: (Check all that apply)
☒ ☒
☒
☒
☒
High Quality
Infrastructure Economic
Resilience Quality of Life Effective
Leadership Level of Service
RELEVANT LEGISLATION:
Provincial (cite) - Municipal Government Act
Council Bylaw/Policy (cite)- Municipal Development Plan, Land Use Bylaw
BACKGROUND/PROPOSAL:
In 2023, Administration received approval from Council to develop an Economic Development Plan aimed
to foster sustainable growth and prosperity within the county. Tara Zeller, Economic Development
Consultant, was contracted to aid in the development of this 3-Year Economic Development Plan through
data analysis and community engagement.
Through this plan, Kneehill County aims to establish a framework that fosters opportunities to build a
resilient and diverse economy. In turn, this will enhance the livelihoods of its businesses and residents,
making the County an attractive destination for investment and growth.
The Economic Develop Plan aligns with the County’s Strategic Plan, 2019 Municipal Development Plan
(MDP) and the preliminary outcomes from the 2024 Municipal Development Plan working groups, Land
Use Bylaw, and through open dialogue and engagement with stakeholders, businesses, residents and
Council in the economic development planning process.
Administration presented the Economic Development Plan to Council at the Committee of the Whole of
June 18, 2024 and made recommendations in which to present and bring forward to Council on July 23,
2024. At this meeting, Council motioned that the Economic Development Plan return to the Committee of
Whole on September 17, 2024 for further discussion on the Executive Summary, Key Performance
Indicators, the Conclusion along with the removal of the renewal energy references in the Opportunities
and Threats. On September 17, 2024 Council requested the Economic Development Plan be deferred to
Committee of the Whole on October 15 to provide sufficient time for review and discussion.
In addition, Administration made additional enhancements to the verbiage in Goal 1, changing goals and
tactics to goals and strategies, and organizing the strategies by year 1, 2 and 3.
The Economic Development Plan, once approved by Council, will guide Administration on the priorities
and goals in which to focus. Through the annual budgetary process, operating and project initiatives and
budgets are created and submitted to Council for approval.
DISCUSSION/OPTIONS/BENEFITS/DISADVANTAGES/OTHER CONSIDERATIONS:
Administration presents Council with following recommendations for review and further discussion in
which to provide Administration with the direction to update the Economic Develop ment Plan.
Page 5 of 205
Committee of the Whole
Discussion Report
Page 2 of 2
Version: 2023-01
The discussion will present a review of the following:
Executive Summary (page 1) – There are three (3) options for Council’s review and discussion.
Revise Goal 1 (Page 1, 49, 50) - Increase awareness and understanding of economic development
principles for elected officials, senior staff, businesses and residents to: Increase awareness and
understanding of economic development principles amongst internal and external stakeholders
Purpose – Page 4 – refined the verbiage on the Purpose of the document to be more alignment with the
intent of the Economic Development Plan.
Opportunities – Pg 47 – Removal of “Seek renewable energy opportunities and innovation within the
energy sector. Central Alberta is one of Canada’s sunniest and windiest places, making it the ideal
location for renewable energy projects.”
Threats – Pg 47 – Removal of “Opposition from residents on renewable energy projects.”
Revise Goals and Tactics verbiage to Goals and Strategies (pages 50 – 53).
Organized the strategies under each Priority by Year 1, Year 2, Year (pages 50 – 53).
Success Measurement (Page 54) –Success Measurement. Enter into discussion on how success of the
Economic Development is determined, what metrics should be explored to measure the plan, where
Kneehill County is current situation is with Economic Development activities, what baseline data is
available and what statistical information is available to monitor effectiveness. Through this discussion,
Administration will have obtained the necessary information to better understand in establishing how it will
measure the plans effectiveness.
Conclusion – Page 56 – There four (4) options for Council to review and provide direction to
Administration.
Upon the conclusion of the discussion, Council will direct Administration to update the Economic
Development Plan with the necessary changes and bring forward to the next Council meeting for
approval.
FINANCIAL & STAFFING IMPLICATIONS:
Resulting direction from the Economic Development Plan can have varying degrees of financial and
staffing impact. Any projects that align with the Master Plan and Strategic Plan will be brought to Council
for consideration through the budgetary process.
ATTACHMENTS:
Economic Development Plan – Rev 4 – August 2024
EDP Discussion – September 17, 2024
RECOMMENDATION:
Motion to accept the Economic Development Plan for information and bring forward with the Changes
discussed to Council for approval.
APPROVAL(S):
Mike Haugen, Chief Administrative Officer Approved- ☒
Page 6 of 205
1600 2nd Street NE, Three Hills, AB
ECONOMIC
DEVELOPMENT
PLAN
(DRAFT - REV 2)
2024-2027
www.KneehillCounty.com
403-443-5541
Prepared By:
Wendy Gerbrandt, Manager,
Economic Development &
Jenna Kester, Economic Development Officer
In Consultation with:
Tara Zeller
Page 7 of 205
Re s e a r c h P r o c ess
Fi nd i n g s (D o c u m e n t , W e b s it e , P a rt n e r R e v i e w , W h at w e H e a rd )
K n e e h i l l S t a ti s t i c s
E c o n o mi c Tr e n d s
S t r e n g t h s , W e a k n e s s e s , Op p or t u n i t ie s a n d Th r e a t s
P r i o r i t i e s
G o a l s & T a c t i c s
1
V i s i o n , M i s s io n a nd V a l u e s
TABLE OF CONTENTS
E X E C U T I V E S U M M A R Y
5
6
2 5
3 2
4 6
K N E E H I L L C O U N T Y ’S G U I D I N G P R I N C I P L E S
R E S E A R C H P R O C E S S A N D F I N D I N G S
1
B ac kg r o u nd a n d P u r p o s e
B A C K G R O U N D A N D P U R P O S E
E C O N O M I C D E V E L O P M E N T V I S I O N
S T R A T E G I C P R I O R I T I E S , G O A L S , T A C T I C S
2
3
4
5
6
3
4
4 8
4 9
5 0
K e y P e r f o rma nc e I nd i c a t or s
Mo n i t o ri ng an d R ep o r t i n g
S u cc es s M i l e s t o n e s
S U C C E S S M E A S U R E M E N T7 5 4
5 5
5 5
C O N C L U S I O N8 5 6
T A B L E O F F I G U R E S9 5 7
A P P E N D I C E S10
5 8
Page 8 of 205
EXECUTIVE SUMMARY1
K n e e h i l l C o u n t y i n i t i a t e d a c o m p r e h e n s i v e 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n a i m e d a t
d r i v i n g s u s t a i n a b l e g r o w t h a n d p r o s p e r i t y w h i l e p r i o r i t i z i n g r e s i d e n t s ' w e l l -b e i n g . T h e
p l a n , s h a p e d w i t h i n p u t f r o m d i v e r s e s t a k e h o l d e r s a n d f a c i l i t a t e d b y T a r a Z e l l e r ,
E c o n o m i c D e v e l o p m e n t C o n s u l t a n t , o u t l i n e s a c t i o n a b l e s t r a t e g i e s a l i g n e d w i t h
c o m m u n i t y a s p i r a t i o n s .
I n t h e p u r s u i t o f e c o n o m i c d e v e l o p m e n t , K n e e h i l l C o u n t y r e c o g n i z e s i t w i l l b e n e c e s s a r y
t o i d e n t i f y d e v e l o p a b l e l a n d s (a g r i c u l t u r a l o r o t h e r w i s e ) i n w h i c h t o p u r s u e i n v e s t m e n t
a t t r a c t i o n . F o r s u c c e s s f u l i n v e s t m e n t a t t r a c t i o n t o o c c u r t h e p l a n w i l l u n d e r g o a n
i n v e s t m e n t r e a d i n e s s p r o c e s s a n d d e v e l o p a b u s i n e s s r e t e n t i o n p r o g r a m t o i d e n t i f y
g r o w t h o p p o r t u n i t i e s f o r b u s i n e s s e s a n d t h e r e g i o n .
K n e e h i l l C o u n t y w i l l b u i l d c a p a c i t y a m o n g s t c o m m u n i t y l e a d e r s , C o u n c i l , b u s i n e s s e s a n d
s t a k e h o l d e r s i n w h i c h t o p a r t n e r a n d w h i l e b u i l d i n g t h e C o u n t y ’s b r a n d t h r o u g h
m a r k e t i n g a w a r e n e s s a n d c a m p a i g n s t o a c h i e v e e c o n o m i c d e v e l o p m e n t g o a l s t o e n s u r e
a r e s i l i e n t , c u l t u r a l l y r i c h , a n d e c o n o m i c a l l y p r o s p e r o u s f u t u r e f o r g e n e r a t i o n s t o c o m e .
T h e f o l l o w i n g k e y s e c t o r s a r e a r e a s o f f o c u s w h i l e c o n t i n u i n g t o i d e n t i f y a n d p u r s u e
a d d i t i o n a l o p p o r t u n i t i e s :
A g r i -B u s i n e s s : W i t h f a v o r a b l e c o n d i t i o n s f o r a g r i c u l t u r a l p r o c e s s i n g a n d a g -t e c h
i n n o v a t i o n , t h e c o u n t y a i m s t o c a p i t a l i z e o n A l b e r t a 's s t a t u s a s a m a j o r a g r i -f o o d
e x p o r t e r .
T o u r i s m : L e v e r a g i n g p r o x i m i t y t o m a j o r u r b a n c e n t e r s a n d u n i q u e a t t r a c t i o n s , t h e C o u n t y
t a r g e t s w e l l n e s s t o u r i s m a n d f i l m i n d u s t r y i n v e s t m e n t s .
E n e r g y : P o s i t i o n e d i n t h e W e s t e r n C a n a d i a n S e d i m e n t a r y B a s i n , K n e e h i l l C o u n t y i s
p o s i t i o n e d t o i d e n t i f y o p p o r t u n i t i e s t h r o u g h t h e e n e r g y s u p p l y c h a i n f o r d e v e l o p m e n t .
M a n u f a c t u r i n g & L o g i s t i c s : T h e c o u n t y ’s s t r a t e g i c l o c a t i o n p r o v i d e s e a s y a c c e s s t o
t r a n s p o r t a t i o n r o u t e s , m a k i n g i t a n a t t r a c t i v e d e s t i n a t i o n f o r m a n u f a c t u r i n g b u s i n e s s e s .
T h e p l a n w i l l o u t l i n e t h e f o u r (4 ) s t r a t e g i c p r i o r i t i e s a n d t e n (1 0 ) g o a l s o v e r t h e n e x t 3
y e a r s t o a c h i e v e e c o n o m i c r e s i l i e n c e a n d d i v e r s i t y .
Pag e 1
Page 9 of 205
2
1
3
Increase awareness and understanding of economic development
principles for elected officials, senior staff, businesses and
residents
Foster community stakeholder engagement and input to stimulate
economic opportunities
Support and inspire youth entrepreneurs and leaders to establish
Kneehill County as a desired community to remain, return and
establish
Design and deliver a business retention and expansion program that
initiates engagement between the County and businesses
Encourage diversification and innovation in industry sectors to
stimulate economic growth and job creation
Achieve an intermediate to advanced investment readiness status to
attract investments to drive economic growth
Develop a targeted investment attraction strategy by engaging the
community
Promote and elevate the quality of life to attract and retain
residents, attract visitors, workforce and business investments to
the County
Identify and collaborate with regional partners and stakeholders to
promote and amplify the region
Continuously monitor progress and gather input to update the plan
4
5
6
7
8
9
10
Build Leadership Capacity01
0 2 Strengthen Existing Businesses
0 3 Enhance Investment Readiness
0 4 Elevate Kneehill County’s Brand
P R I O R I T I E S
G O A L S
Pag e 2
Page 10 of 205
2 Guiding Principles
Vision
The County’s vision, mission, and values reflect
the importance of economic development to the
community. These foundational guiding
principles were utilized in creating the economic
development plan.
At the intersection of history and opportunity, Kneehill
County is a forward-looking community that celebrates its
rural roots.
Mission
A rural community that embraces its agricultural lifestyle
and an economically diverse future.
Values
INNOVATION
We focus on the future by seeking out new and creative
solutions, and support entrepreneurship in our community.
INTEGRITY
We do what we say we will do.
RESILIENCE
We help our community withstand challenges and adapt in
the face of adversity.
OPENNESS
We engage stakeholders, respect all opinions, and keep our
community informed of the decisions we make.
TRADITION
We uphold and promote the unique agricultural history of
Kneehill County.
Pag e 3
Page 11 of 205
The purpose of this plan is to provide an actionable 3-year strategic roadmap to guide the County towards sustainable
economic growth. To accomplish this, we need long-term planning, collaborative solutions and a commitment to
investing in our community.
The Plan outlines actionable strategies and objectives aligned with the community's vision and aspirations. The Plan sets
a realistic timeframe for implementation, allowing for measurable progress utilizing S.M.A.R.T. (Specific, Measurable,
Action Oriented, Relevant, and Timely) goals and objectives. The Plan is a working document and Economic development
will continuously monitor progress and update the Plan as we engage with businesses and as guiding documents are
updated and as initiatives are brought forward for consideration.
The Plan aligns with the County’s Strategic Plan, 2019 Municipal Development Plan, Land Use Bylaws and all through
open engagement with stakeholders, businesses, residents and Council.
Through this plan, Kneehill County aims to build a resilient and diverse economy by enhancing the livelihoods of its
businesses and residents to position the County as an attractive destination for investment and growth.
3 BACKGROUND
AND PURPOSE
Kneehill County initiated an Economic Development plan to foster sustainable
growth and propserity. In 2023, an economic development investment readiness
was completed and while many elements are in place, it is necessary to review
the recommendations in the economic development reports to prepare for
attraction. One of the County’s key recommendations was to proceed with an
economic Development to provide future direction for economic development.
Economic Development Consultant, Tara Zeller, was retained to support the
creation of the plan. The results are a thoughtfully created plan with insights
from residents, business owners, local organizations, staff, and Council to ensure
a holistic understanding of the County’s unique needs and aspirations.
Background
Purpose
Pag e 4
Page 12 of 205
1 Document Review (2023 - 2024)
A review of existing Kneehill County documents and related websites was
completed. These documents contained internal goals and external
recommendations and were used as a baseline in determining the overall
economic development strategic direction suggested in this plan. Economic
Development provided Additional documents and website reviews to this plan to
add to Kneehill’s overall economic development “story.”
2 Community Engagement (Sept - Nov 2023)
Community engagement is a crucial step to provide guidance and direction and
through the engagement process responses were received from 77 businesses in
the Business Retention and Expansion survey completed by Deloitte, responses
from 658 residents, 7stakeholder organizations and 3 regional partners, and input
from Council and staff members.
3
Prepare Economic Development Plan (Apr - May 2024)5
Information was compiled and organized in collaboration with Economic
Development to create strategic directives for the Economic Development Plan.
This information was reviewed and revised by Kneehill administration to ensure
alignment with municipal priorities before presenting to Council in June 2024.
4
Data Analysis (Nov - Dec 2023)
Findings from the community engagement were compared with previous reports
and strategies to identify changes, progress, and areas needing improvement.
Information was organized and summarized to identify key insights and trends as
well as to identify gaps between current findings and past strategies.
Planning Process and Methodology
As priorities were developed and the assessing the feasibility of various initiatives
considering considering available resources, regulations, and potential challenges.
A detailed action plan outlining specific objectives, tasks, timelines, responsible
parties, and performance indicators were drafted to ensure alignment with the
broader economic development strategic framework and goals.
Develop Priorities & Action Plan (Jan - Mar 2024)
Planning Process, Methodology
and Findings4
Pag e 5
Page 13 of 205
Priorities Goals
Build and maintain infrastructure
that meets the ongoing needs of
the County’s residents and
businesses (utilities)
Sustainably manage existing infrastructure.
Maintain a high-quality road network.
Ensure the County is prepared for future waste management needs.
Understand current and future rural water/requirements.
Build a robust and adaptable
economy (economic
diversification, zoning, support
for agriculture)
Grow economic activity in Kneehill County.
Prioritize hamlets and encourage targeted growth.
Foster an economic environment where local business can grow while
maintaining resilience to external market and environmental forces.
Be recognized as a leader in the provision of quality agricultural products.
Maximize quality of life for
people who choose to live in
Kneehill County (recreation,
County’s uniqueness, history,
youth and seniors)
Promote and sustain Kneehill County’s unique rural lifestyle.
Maintain responsive fire services in Kneehill County.
Continue to be responsive to the needs of youth within the County.
Attract new citizens and retain existing residents.
Provide effective, respectful and
efficient leadership (Council,
environmental change,
partnerships, finance, bylaws and
policies)
Ensure Kneehill County remains fiscally sustainable and resilient to
external events.
Authentically engage with and communicate to County’s residents.
Continue respectful and collaborative relationships with regional partner
municipalities and other orders of government.
Be recognized as a provincial leader in good municipal governance.
Findings
Kneehill County Strategic Plan
The following economic development documents, websites and organizations were reviewed as part of the overall
research process. This process was critical to ensure plan alignment, identify partners and their services and how
Kneehill County can support and development partnerships to support economic development initiatives.
R e c o m m e nda t i on s to c on si de r :
B u il d a nd m a i nt a i n i n f r a s tr u c tu r e t o me e t on g o in g n ee ds o f C o u nt y r es id en t s & b us in e s s e s .
Id en ti f y a nd t a r g e t l a n d s f or fu tu r e n on -r e s i d en ti al de v e lo p m e nt .
B u il d a ro b us t a n d ada p t abl e e c on o m y .
Gro w ec o n omi c a ct ivi ty in K nee h il l C o u nt y .
F os t e r a n e c o n o m i c e n v ir o nme n t w h er e l o ca l bu si n es s c an g r ow wh i le ma in ta in i ng.
r e s i l ie n ce t o ex t e rn al ma rk e t an d e n vi r on m e n t a l f or c es.
At t r a ct ne w ci ti zen s an d r e t a i n ex ist i n g r e s i d en ts .
Ma x i m i z e Q u a l i t y o f L i f e f o r P eo p l e W ho C ho o se to L ive i n K n e eh i ll C ou n t y.
Pr o m o te an d su s ta in K nee h il l C o u nt y ’s u ni qu e r u r al l i f es t y l e .
Pr i or i t i ze ha m l et s an d e nc ou r a g e t ar g e t e d g r o w th .
B e rec o g n i z e d a s a le ade r i n t h e p r o v i s i o n o f qu ali ty a g r ic u lt ur al p r odu ct s .
Add re ss wa s t e w a te r a n d cr i t i ca l i n f r a s tru ct ur e .
Pag e 6
Page 14 of 205
Kneehill County Municipal Development Plan (2019, Draft 2024)
I ni ti al fi n d i ngs h e a r d i n t he p l a n a n d t ak e n in to c on si d e r a ti on du r in g th e d eve l opmen t of t he
E co no m i c De v e lo p m e nt Pla n:
R es iden t s wi s h f or d e v elo p m e nt d ec i s io n s b e m a d e o n a c a s e -b y-c ase b as is.
De v e lo p m e nt s t o b e e n c ou r age d on ma rgi n a l l y p r odu cin g l a n d s an d p r otec t i ng h i g h
pro d uc i ng l an d .
Pa rt ne r w i t h a d ja ce n t m u ni c ipa litie s to w o r k re g i on al l y o n fu tu r e d ev e l o p me n t s to s ha re
s er v i c i n g .
R ec ogn i z i ng t he i m p orta nc e o f h o me -ba s ed b usi n e s s e s t h a t c o u ld o cc ur i n b o th r es iden t i al
a nd a g r ic ultu r al ar e a s.
Pr ot ec ti on on th e “r i g ht t o fa rm ”.
O p p o r tu nitie s to p r o v i d e t a x i n ce n t i ves, ac ce ss t o r oa d s a n d s e r vic in g .
T hro ugh th e L a n d Use B y l aws, th e C o u nty s h a l l e n s u re n ega t i v e i mpa c ts a r e mitiga t e d
t hr ou g h a d e qu a te b u f f e r s o r t r a n s i t i o n a l l a n d b e t w een i ndu s tri al an d n on -i nd ust ri al u s e s .
T h e pu r p o se of th e M un i ci p al D e vel opm en t P l a n (MDP) i s to p ro v id e gu i d a n ce a n d c l ar i t y t o e n su r e
f ut ur e g ro w t h is s ust a i na b l e, orde r l y , a p p r opr i ate, co m p l e m en ta ry , eff ic i en t an d e n han c es t he qu al i t y
o f l i f e f o r t h e c i t i z e ns o f K ne e hil l C o u nty .
A n e w MDP i s cu r re n t l y un de r re v i ew an d r evi si on . T h e p r oc e s s b ega n i n F e b ru ary 2023 a nd
c om p ile d r ec om m en da t i o n s f r o m e nga g em en ts wi l l be b r ou g ht t o C ou n c i l f o r c o n si de r a ti on i n
S p r i ng/Su mme r 2 0 2 4 . T h e f ul l re v i ew i nvo lve d en g ageme n t f r o m f i v e (5 ) w o r k in g g ro u p s t o g a th e r
in p u t on A g r ic u lt ur e , E co no m i c A c t i vity an d G r owth M an age me n t , E n v ir o nme n t an d Rec reat i o n ,
T r an s p orta t i on an d U t i litie s , Re s i d e nt ia l a nd H amle t a nd N a tu r a l R e s ou r c e s an d Re n e wa b l e E ne r g y.
I n Spr i n g /S um m er 2 0 2 4 (d at es to b e de te r m i ne d), co m p i l ed r e c o m m e nda t i on s w ill b e br ou g h t t o
Co un c il fo r c on s i d e ra t i on . F u t u re da t e s w ill b e d e t e rm in e d w he r e :
Adm in i s t r atio n wi l l p re se n t a r e vise d Mu n ic i p a l D eve l o p me n t P l a n d o c ume n t .
T h e r e v ised MDP do cu m e nt w ill b e d i s t r i b uted fo r p ubl i c c omm en t s a nd fee d b ac k .
A pu b l ic hea ri n g f or th e M D P b y l a w w i ll be h el d i n Co un cil C ha m b e rs .
Research Findings - Document Review
Pag e 7
Page 15 of 205
K n eeh il l C ou n t y p ar tn e red wi th t h e Ce n tr a l Al b e rt a E c o n o mi c Partne r s h ip (CAEP) p a r t n ere d in a C o m pe t it ive
Land An alysi s t o e x a mi n e K n ee h il l ’s i n du stri a l l an d s u pp ly w hi le d et er m in ing what ind us t r i al land -r el a t e d
is s u es a nd /or op portun it i e s n eeded t o b e a d dre s se d.
Indust r i al de ve lop men t i s a key contrib u tor t o the e c o n o mi c develo pm ent, e mp loy m en t base, econ om ic
su sta i n a bi lit y , a n d p r o s pe r ity of the m u ni c ip a lit y a s well as t h e p r o s per it y o f t he p ri vat e s ector. The r ep o r t
id enti fi ed the Co unty a s hav i n g a wi de range o f en vi r o nme n t a ll y sig n if ic a n t l a n ds, e nv ir o n men tal ly sen s it ive
la nd s an d haza rd o u s la nd s . T h e fol l owi n g consi d e ra t ions a nd r ecomm enda t ions w e re i d e nt if i e d :
Kne ehi ll Co unty hol d s ver y lit t le land for r e-s a le (be gi n t o eng a ge lando w n ers i n d iscussi on s ar ou n d
i nd u s tr ial la nd ).
To a ttract d e v e l op me n t the r e ne e d s t o be l o w ris k f o r inv est o r s /busi nesses:
R e d u c e lay e rs , si mp li fy p r o c ess an d ensure ti meli n es ar e c o m plete d a s l e g is l ate d. R ezoni n g o f
s u b di vis ion s fo r i nd u s tr ial lan ds and est a bl i sh te r ms and condi ti o ns a ro und i n d u s tria l lands b ase d on
s ecto rs .
Develo p an in ve n t or y o f al l priv a te ly o wne d ind us t r ial l a n ds and b u i ld in gs i n t h e County an d e n s u re it i s
a ccurate, d et a il ed a n d cu r r en t.
The Coun ty c ou ld be c o m e m or e c o mp et iti ve in ter m s o f a t trac ti ng an d re tai n i n g i n d u s tr ial inv est me n t i f
t he County’s s t r a te gi es a n d p o lici es we r e b et t e r a li gn ed wi th e a c h o th e r.
A l ig n pl a n s an d p oli c ie s w i th Counc il ’s desi r e t o att ract th e de s ire d t a r g e t ind us t r ie s .
The r e ar e strat eg ie s o r docum ents i n pl a c e to ou tl i n e e c o no mi c develo pm ent di rec ti o n and pri o r i ti es or
sp e ci fi c tar gets/s ecto rs for i n v e s t m ent a t tr ac ti o n .
The r e is a nee d for o ne s in gl e c o m pr ehe n s iv e ma p o f t h e e nt ir e Coun ty - h avi n g i t bot h di gi t a ll y an d in
hard cop y to show w h ere each dis t r ic t (A B –Ag r icu lt ure B u s in e s s D i stri ct , HI – H a m l e t I n du stri a l D ist ri c t ,
HG – H a m le t G e ner a l Di s trict , LI – L ig h t In dust ri a l Di s tr ict, I – Ind us t r ial D i stri ct ) i s locat ed a n d h ow t h ey
i nt eract w it h each ot h er. (s ee L a nd Use Byl a w - L UB
R ev ie w t h e dis c re ti o n a ry u s es an d pe r mi t te d us es in L UB to ref l e ct w hat the C o unt y r eal ly w a n t s t o at t r a c t
t o th e s e s pe c if ic di stri ct s .
I n L UB – d e fine what “r e a s o n a bl e d is t a n c e” me a n s – cla ri fy f o r th e investo r.
Cu r r en tl y, a g r icu lt ure is the back bone o f the local ec on om y. Locat ed a t t h e ce n t r e of a h i gh-v o lum e g r a in a n d
bee f p r o du c tio n a rea, t h e re gi o n is i de a ll y s ituat ed t o g r o w it s f o o t pri nt in ag r ic u ltural pr oduct p r o c es s in g.
Based on the r a w m a t eri a ls p r o du c ed i n t h e re gi o n , s o phi s t icat ed f ood o r p lant p ro cessi n g op erati o n s ,
includ in g grow in g n iche cat eg o r i e s o f s pec ial ize d food , pr oducts , com po s ites, or me di c i n es /s u ppl e me n t s
h a ve b ee n id enti fi ed a s a s tr on g g r o wth s ecto r.
Af t er r ev i e w ing the Cen tral Alb e rt a Economic P a r t n ershi p Fact o rs M atri x, and c o n s u lti n g w it h staf f at K n ee h il l
Coun ty the f o llo w ing th r ee se c tors w ere id enti fi ed as a reas o f f o c u s :
1.Ag /C o n s tr u c t ion/M ini ng M a c h in e ry Man u fact uri ng
2.Com m erc ial , Ind us t r ial M a c hi n ery Rep a ir
3.Ware h o u s ing & St o r a ge
Competitive Land Analysis (2020)
R e co m m e nd a ti on s fr om t his r e p or t t o co ns id er :
R e vie w r ec omm en dat i o n s a n d upd a te l a n d a n a l ysi s r e p or t.
D efin e a n ew se t o f r ec omm en d at io ns .
R e vie w d e v el o p m e n t pro c e s s , u p d a te s e ct o r p r o f i l es a nd w ebsite, u p d ate ma p s , re v i ew LU B .
Research Findings - Document Review (cont‘d)
Pag e 8
Page 16 of 205
Investment Readiness Review (January 2021)
Re co m me n d a ti on s fr o m t h is re p or t t o c o n s i d er :
R e v ie w an d u nd er g o a n in v es t m e nt re ad in e s s p r oc es s t o
es t abl i s h a cu r re n t s ta t e o f r e a di n ess a n d a ch i e ve an
in te r m e d i a te to a d v an ce d l e v el as o u t l in e d b y E c o n o m i c
D eve l ope r s of Al b e rt a Re ad in e s s To ol k i t 2 0 1 2 (Ec on omic
D eve l ope r s of Al b e rt a , 2 0 1 2 ).
D eve l op a la nd s t r a t e g y to i d e ntify p r iv at ely o w n ed la nds.
R e v ie w L U B, de v e lo p m e nt p ro ce ss.
Wo r k r e g i o n a l ly on g r o w th s tr at egie s .
D eve l op a li st o f r ec omm en da t i o n s a n d i nc o r p or at e i n t o t he
I nve s tm en t A tt ra c ti o n S t r a t e g y.
An i nt er n a l I nv e s t me n t R e a di n ess R evi e w w a s d e v el ope d w i t h a n in -de p t h a n a l y s i s on K ne e hi l l
Co un t y’s c u rre n t s i t u a ti on an d c o n s i d era t i o n s w it h m o v i ng fo r wa r d . T he r e v ie w su g g e s t s th at
“F o cu s i n g o n i n vest m en t-f ri e nd ly p la ns a nd po li c ie s , a l i g ni n g p la ns a nd st ra t e g ie s, an d a ddr e s s i ng
la nd an d i nfra s t r uc t u re co nc ern s w ill a ssi st i n bu i l d in g a s o li d f ou n d atio n f o r fu t u re Bu si n ess
In v e s t me n t & A tt ra c ti on Su cc e s s .”
R edu c e o r r epl ac e “di s c re ti on ar y” u s e w i t h “p e r m it t e d ” in l ow-r i s k s e ct o r s to i m p r o v e
dev e lo p m e nt t i m eli n es.
R e-z on e h i g h po t e nt ia l gro w t h a re as t o i m p r ov e d e ve l opme n t ti m e l in e s .
R ec on s i d e r th e r egu l a ti on s su r ro un d i ng h om e o c cu p at io n bu si n ess .
Pr ovi d e cl e a r t i m e li n es a nd ex p la na t i o n s o f de v e lo p m e nt pro c e s s .
Impro ve i nt er-depa rt m en t c o l l a b or at io n.
In v es t m e nt re adin e s s t r a i nin g f or mu nic ipa l s t a ff.
De te r m i ne wh at p r i va t e ly o w ne d la nd s ma y b e a v ai l a b l e fo r f u t ure s a l e or d eve l opme n t a nd
bu i ld a g r ee me n t s w i t h l an do w ne r a cc or d i ngly .
De v e lo p a l a n d s t r ate g y t o ad d re ss t he l a ck of a v a i l a b l e l an d s.
A me n d p o l i c i e s a n d d e ve l op fu tu r e gr owt h st ra t e g ie s fo r ser v ic i ng a nd i n f r a s tr u c tu r e.
Impro ve b r oa d b a n d co nn e c ti v i t y.
C on si d e r re g i on a l p r o j ec t s to p oo l f un d s fo r st ra t e g i es a nd s t ud ie s to i m p r o v e in v est m e nt
a t t r ac t i o n o p p ortu n it ies i n t he r e g io n.
Research Findings - Document Review (cont’d)
Pag e 9
Page 17 of 205
Economic Base Analysis and Sector Report (2021)
R e c om m e n d a t i o n s fro m t h i s r e p o r t t o consi der:
Re v i ew a nd u pda t e t h e E c on om ic Ba s e An aly s is a n d S e ct o r R e p or t a n d r e a sse ss t he cu r r en t
r e c om m e nda t i o n s f or c o n s i d era t i o n .
P u rs ue th e c u rr e nt E c o n o mi c O ut lo ok Se r i es a s co m m i t te d by Co un c il i n Apr i l 2 0 2 4 .
AMDB In s i g ht co m p l e t e d an E c on om ic B a se A n a l y si s a nd S e ct o r Re p o rt t h a t p ro v ided g re at
in si g h t i n t o t h e re gi on ’s c u rr e nt e co no m i c s t at e a n d se c t or br e ak d o wn .Tr e nd s w e r e id en ti f i e d
a n d re co m me n d a ti o n s w e r e s e l ec t e d b a se d on t h e fo llo w in g t h ree s e c to rs : T o u rism , En e r g y , a n d
Agri cu l t u r e.
R e co mm endat i o n s r esul t ing from t h i s r e p o r t :
B u il d a g ri -t o u ri sm a ctiv i t i e s o n ex i s t i ng fa r m o p e r a ti on s an d c re at e a ne two rk o f
c omple m e n t a r y a t t r a c t i o n s .
In cr e ase di s c ussio ns with r e g io na l pa r t ner s (p r odu ce r s , C o mmu n it y F ut ur e s Wil d Ro s e )
Pr om o te m o re to ur i s m tr ain i ng o p p or tu nit ie s (v i a Tra ve l A lb er ta )
Ide n t i f y wh at e v e nt s w o r k p ro v in c ia lly a n d re p l i cat e / mo d i f y
In v es t i g a te cu l i na ry t ou r i s m oppo rt un i t i e s (f o o d f es t i v a l s , f a r m e rs m a r k et s )
B u il d o f f D ru m h ell e r a nd r e g io n a l vi s i to r at t r a c t i o n . D e v el o p a nd pr om o te co m p l im en ta ry
pro d uc t s.
Part ne r s hips wi th D r umh e l le r a n d ot he r re g i on al p l ay er s
Pr ofil e o ppo rt un i t i es f o r r ei n v est m e nt in d at ed la ndm a r ks a n d ne w b u s i ne s se s
C ou n t y t o i nve s t i n ca m p g r o u nds (m a n y ot h e r Co un ti e s /M D s ar e in th e b usin e s s )
Pr om o te th r o u g h n e w t ou r is m d i re c t or y
F u rt he r d e v el op pri ma ry a n d s e c on da ry o i l a n d g a s se r v ic e s .
C on n ec t w it h lo ca l p ro d u c e r s an d f i nd o u t wh e re t he y ar e p r oc ur i n g e q u ipm en t a n d
se r v ic e s
A tt ra c t t he s e b u s in e s s e s to est a b l i s h l o c al op er at io ns
E nga g e wi th l o c a l f i rms t o e xpa nd o p e ra t i o n s
A tt ra c t t he s e b u s in e s s e s to est a b l i s h l o c al op er at io ns .
E nga g e wi th l o c a l f i rms t o e xpa nd o p e ra t i o n s .
T ak e a d v a n t age o f cu r re n t hi g h c on ce n t r a ti o n of p r i m a r y i npu t s an d ex p a n d in t o e n t i re a g r i -
f o od c h a i n.
W or k w i t h e xist in g p r odu cer s to un d e r s t an d w h a t t h e y n e ed t o e xpa nd o p era t i o n s
S uppo rt ex i s t i ng pr o d uc e rs t o b e g i n v alu e -a dde d pr oc e s s i ng.
E x i s t i ng fir ms are l ev e r a g i ng t h e lo ca l t ra nspo r t atio n an d l ogi stic s in fr ast ru c t ure ,
sh owc a se th e s e a s s e t s to co m p l em en ta ry p ro d u c e r s
In v es t i n bu s i ness pa r ks
Lev e r a g e lo g i s t i cs n e t w or k s to ex p or t h i g h v al u e, e asil y t ra nsp o r t abl e a g r i -f oo d g oo d s .
Research Findings - Document Review (cont’d)
Pa ge 10
Page 18 of 205
Community Futures Wild Rose Regional Workforce Development Report - DRAFT (2024)
C omm un i t y F u tu r e s W i ld Ro s e , part ne r ed w i t h K n eeh i ll Co un ty , W he at l a nd C ou n t y, R oc k y V i ew
C ou n t y, S t r a th m ore , th e P r o v i nc e o f Al b e r t a a nd P r o s p e ct E mpl o y m e nt A g e nc y t o pa rt ic i p a te i n a
r e g io na l la b o u r m a r ke t a s s e s s m e nt . T he p r oj e c t be g an i n Apr i l 2 0 2 3 a n d w ill co n c l ud e i n Ju ne
2 024. T h e p u rpo s e wa s t o iden t i f y r egio na l l a b o u r c h a l le n g e s a nd oppo r t u ni ti e s a nd to c r ea t e a n
ac t i on p l a n .
T he r epo r t i d e ntifi e d e m p l o yer s are e x p e rie n c i n g g en e ra l a nd s k il l l a b ou r s h o r t age s. A d d r es s i ng
stru ct ur al b ar r i er s t o l a b ou r a tt ra ctio n, su ch as h ou s i n g a v a i l a b i lity a n d s k i ll s mi sma t ch e s w i ll
de m an d p r o ac t i v e m e a su r es . E n ha nc in g ed uc a ti on a n d t ra in i ng th r o u g h p u b li c i n it ia t i v es,
c o u p le d w i t h in cen t i v iz i ng af f o r d abl e ho usin g d e v el opm en t w i l l pl ay a p i vo t al r ol e in m ai n t ai n i ng
a s ta b l e l a b ou r s uppl y. I m m i g r a t i on c an he l p c l o se la b o u r sh or ta g es th r ou g h p r ogr am s su c h a s
r ura l r en e w a l pro g ra m o r t empo r a r y f or e ign w o r k er p ro g r a ms. Pri ori ti zi n g ski l l s t ra in i ng an d
e d u c at io n wil l a ddr e s s de f i ci e nc i es in s k i lle d l a b o ur .
Su p p o rt in g emplo y e rs th r o u g h l ea rn i ng i nitia t i ve s t o r ef in e r e c r uit m en t a n d r e t e nt i o n stra t e g ie s
w i l l b e im p o r t an t to e qu i p emp lo y e r s t o s u c c ess f ul l y at t r a ct a nd r e t ai n q ua l ifie d jo b s eek e rs .
St a k e h o lder s wil l n e ed t o f os t e r co lla b o r a ti o n t o b o l s te r th e r e g io n a l l a b o ur m a r ke t a n d en g age
w i t h th e co m m u ni ty to f ac i lita t e c o n ne ct io n s b e t w e en e mpl oy e rs a n d p o t e ntia l emp lo y e e s , b y
ad o p ti n g s tr at egi e s th at i ntegr at e po l ic y in t e r ve n t i on s , e d u c at io na l s uppo r t an d c omm un i t y
e nga g e m en t.
T he D RAF T re p ort ha s p r o du ce d t he fo llo w in g r e c o m m e nda t i on s o f w hi c h wi l l b e d e t e rmin e d f or
ac t i on b ase d o n a le v e l o f ti me l in e p r io r it y , l in k a g e t o s t r a te g i c pl an s an d ava ila b le r e s o u rc e s :
R e co mm endat i o n s t o co n s id e r :
Sup port a r eg ional a c ti o n pl a n w it h partne r s to a ddre s s l a bour ne ed s whe r e poss i bl e a n d i n
al ig nme nt wi t h the Cou n ty ’s p ri o r iti es a n d re s ou r c es.
I d ent i fy housi n g ne ed s and bar r ie r s an d w o r k t o id enti fy s o lu ti o ns .
Wo rk wi th p a rt n ers t o add r ess emp l oy er a nd work forc e tr aini ng , e m p loym e nt o pp o r tu n ity and s ki ll
m a tch ing n ee ds.
Sup port o pp o r t u ni ti es t h a t ass ist yo ut h in car e er d ev el o pm ent .
Hi g h P r i o r ity
Participate in the Rural Renewal
Stream
Centralize regional collaboration
for the Rural Renewal Stream
Create a proactive land
development environment
Develop a regional housing
strategy
Investigate affordable housing
initiatives
Optimize labour events
Regional outreach campaign
Increase the number of job fairs
Create a regional employment
portal
Market the regional employment
portal
M e d i u m P r i o r ity
Imp rov e a pp ren ti ce and
trad e a v ail a bi li t y
Assi st w ith B a s ic t r a in ing
Cre a t e a g ra nt to re duc e o ff -
si t e le vi es (af ford a bl e
h ou sing )
Cre a t e prop erty t a x
i nce n t iv es (af fo rd a bl e
h ou sing )
P r o vi d e H R trai n in g
p rog r a m s to s mal l
b us i n es s es
Incr e a s e dire c t e n gag em e nt
Cre a t e prom o ti o n a l v ideos o f
ap pr e nt ic e s h i p a n d trad es
j o b mar keted t o y ou th
L ow P r i o r it y
Launc h inter n s h ip prog ra ms,
c o n n ecti n g i nt ere s te d
busi n ess es w it h post -
se c o n d ar y insti tu ti o n s
Se ll land for a s m a ll fe e
(a ff o r dab l e h o u s ing)
P r o mo t e s ki lled t r a de s
c a r eer s and o pp o r t u n i ti es a t
h ig h s c h o o ls
Cr e a t e o pp o r t u n iti es for hi gh
sch o ol er s t o sh ado w
ap pr ent i c es o r trade
e mp loy e es
Cr e a t e o pp o r t u n iti es for
lo cal b us i n es s es to s hare
e x pe ri ence s re lated t o H R
m a n a ge men t
Research Findings - Document Review (cont’d)
Pa ge 11
Page 19 of 205
Kneehill County Tourism & Recreation Master Plan (2017, 2020)
R ec o m mend a ti ons f r o m t his repo r t t o c o n s i d e r :
Co ns id er a r e v ie w an d r e f r esh of t he p l an b e o n ly a Re c re at io n Ma s te r P la n a nd t ha t co ns ider at io n be
m a de i nt o th e d e ve l opmen t o f T o ur i s m M ast er P l an of wh i ch t h e H o r s e s h o e Ca ny o n co ul d be al i g ned.
The Kneehill County Tourism and Recreation Master Plan was originally developed in 2017 and updated
again in 2020. The two primary objectives of the plan are to: ‘Increase residents’ quality of life through
effectively delivering recreation services’ and ‘establish a tourism economy through the development of
tourism sites and programs.’
Recommendations were split into 11 key focus areas, with several recommendations under each area of
focus. It is encouraged that the County re-visit this master plan and incorporate the recommendations into
the overall Economic Development Strategy. For the sake of this overview, the following two goals are
noted:
Develop tourism and recreation infrastructure (campgrounds, trails, river amenities).
Develop a tourism marketing strategy – to include short and long-term descriptions of product
development and partnership opportunities, and be built on a clear understanding of resident and visitor
experiences.
Horseshoe Canyon Master Plan (2019 & 2024 Draft)
R ec o m mend a ti ons f r o m t his repo r t t o c o n s i d e r :
Co ns id er a r e v ie w an d r e f r esh of t he p l an b e o n ly a Re c re at io n Ma s te r P la n a nd t ha t co ns ider at io n be
m a de i nt o th e d e ve l opmen t o f T o ur i s m M ast er P l an of wh i ch t h e H o r s e s h o e Ca ny o n co ul d be al i g ned.
Version one in February 2019 has been revised in 2024. Horseshoe Canyon plays a critical role in greeting
and introducing visitors to the County and the Canadian Badlands region. This plan was created to define
how the Canyon would be strategically and thoughtfully developed, managed, and marketed over the
following 10 years while embracing its conservation significance.
R e c o m m e nded st ra t e g i es t o c o n s i d er:
Ensure operations protect the natural ecology of the Canyon.
Enhance brand recognition.
Increase and align signage for information and wayfinding throughout the Canyon.
Integrate and collaborate with the nature conservancy of Canada and other adjacent landowners.
Establish a voluntary Friends of Horseshoe of Canyon.
Implement a visitor pavilion with washrooms and other amenities.
Continue parking fee collection.
Continue trail development, enhancement, & maintenance within and around the perimeter.
Continue to enhance day use, market & event spaces and implement furnishing, fixtures and amenities.
Continue to actively manage visitors and visitor use of the Canyon through on-site ambassadors.
Consult and develop an Area Structure Plan for further development.
Attract target markets to the Canyon.
Encourage private sector opportunities through investment attraction and other activities that ensure a
reasonable return on investment for the County.
Strengthen the focus on Indigenous relationships and history and development relationships with
Indigenous leaders.
Collaborate with nearby regional tourism locations.
Allow a diversity of overnight experiences to be implemented and operated by a third party.
Research Findings - Document Review (cont’d)
Pa ge 12
Page 20 of 205
R e co mm endat i o n s t o c o n s i d e r :
Co nt in u e t o s u p p or t a nd pr o m o te p r ogr am s t o a t tr ac t p r odu ct
d eve l o p me n t off er i ng h i g h va lu e ex p e ri e nc e s t o bu si n es s es .
Pr i or i t i zi n g g la m p i ng o p t i on s an d h otel d e v el o p m e n t in ups c al e
t o u p p e r-u p sc a l e c at ego rie s .
E x p l or e a n d p ar ti cipa t e in p ar tn e r s hi p s w i th Tr ave l Albe r t a t o
imple m e nt t h e dest in at io n pla n.
Travel Alberta - Canadian Badlands Tourism Destination Zone Discovery Report (2023)
T he ar e a h a s b e en i d e nt ifie d as a hi g h g ro w t h po te n t i a l re g i on as o ut li n ed in t h e C an ad ia n
B a dl an d s Di sc o v e ry Re p or t 2 0 2 3 . T hro ugh th i s p l a n , t he go a l i s t o g ro w a n d d i v ersi fy t h e
e co no m y, s uppo r t j obs, p re se r ve c u lt ur e s , fo s t e r i nn ova t i o n , co nser v e t h e e n v i r o n m en t; a nd
i m p r ov e r eside n t qu al i t y o f l i f e.
T he z on e i s r ic h i n sc e ni c v i s t as (Ho r s e s ho e C a n yo n, O r k ne y V i e w p o i nt , D r y I s l a n d P ro v in cia l
P ark ), h i s to ri c a l di sc o v e rie s , a r t s a nd cu l t u r e, a g r ic u lt ur e a n d cu l in ar y e x p e r ie n ce s , s o f t
ad ven t u re (h i k in g , bi k i ng, ri v e r), a n d F i lm T o u ri sm. W h il e t h e r e a r e a va rie ty of p r o du ct s , th e re is
a la c k of q ua ntit y ye ar -r ou n d e x p e ri e n c e s a n d th e re i s s i g nific a n t oppo r t un i t y f o r t h e
de v e lo p m e nt o f i c o n ic a nd si g n a tu r e p r odu c t s s uc h as b ou ti qu e h ot el s an d un i q u e
ac co m m o d a ti o n s t o s u p p or t gr owt h o f t op-t i er p r odu c t s to c r e a t e an i c on i c dest in at io n.
T he z o ne offe r s a su p p l y of 1,5 00 e co no m y-bra nde d r oo m s a n d m an y c a m p g r ou n d s , B &B’s a nd
u niq u e ac c o m m oda t i on s . Th e re i s co nt i n u e d d e m a n d an d oppo r t u ni ty t o e xpa nd a nd p ro v id e
gl ampin g a n d ho t e l d ev e l o p me n t i n th e u p sc a l e t o u p p er -u p s c a l e c a te g ori e s . In cre asin g t h e
su p p l y o f a cc omm o dat i o n w i l l b e k e y t o in cre asi n g o v er n igh ts s ta y , t he o v era ll a p p e a l a nd
i n c r e a s e d s p e nd in g i n t he TDZ .
A l b e rt a n s ha ve st a t e d th a t 51% a r e f a m i l ia r wi th th e z on e a n d 6 9 % of vi si to rs h ave a po s i t i v e
i m p r e s s i o n of t he de stin atio n a nd o n ly 3 8 % a re l i kel y t o v i s i t th e z o n e . I nt er n a ti on al l y, t h e r e is
l i m i t e d in v en to r y o f e x p e ri e n c e s va lu e d b y i nter n a ti on al v is it o r s a n d t he z on e is w e l l p os it io ned
to a t t r ac t i n t e r na t i o n a l ma rke ts b y c r e a t i n g i m m e r s i ve p ro d uc ts, ex p eri e nc e s , p ac k a g e s a n d
i ti n er ary o p ti on s.
Research Findings - Document Review (cont’d)
Pa ge 13
Page 21 of 205
T his p la n ide n t i f i es D r u mh e lle r ’s d e s i r e t o be c o m e a y e a r -r o u nd d e s t i na t i o n to s tr e ngt he n t h e
din osa ur f o u nda t i on an d t o s uppo r t an d en h a n c e c o m mu n it y v i b r a n c y i nc lu di n g l i ve t he at er a nd
e v e nt s , s p or ts t ou r is m , s oft a dv e nt ur e , w e ll n es s , cu l in ar y a n d b e ver age s t h at ar e of s ign i f i ca nt
i n t e r est t o pr os p ec t i v e vi si to rs f ro m C a n a da , U S a nd a r o u nd t he w or l d .
K n eeh i ll C ou n t y, p ar ti c ul ar l y th e H o rse sh oe C a n y o n are a h a s be e n i de n t i f i ed wi th i n t hi s r e g io n
a nd e xpa nd s t o R o se b u d a n d as fa r a s D or ot hy a n d t h e s o u t her n p o r t i on of S t ar l an d C o u nt y .
B u il di n g pa rt ne r s hips a n d wo r ki n g c o l l a b ora t i ve l y in t ou r is m i s c r i t i c al a s visi to r s k n o w n o
bo un da ri e s . K n ee h ill Co u nty re s i d e s o n t he T r av e l A l b e rt a S te e r in g Co m mi ttee t h a t s u p p o r t s t h e
e xe c utiv e d i rec t or an d st a f f to i m p l emen t th e D es t i na t i o n D eve l o p me n t A ctio n Pl an . T h e
fo l lo w i ng sh or t-t e rm (2 y ea r s ) p r io r it ie s a nd i n i t i a t i v e s ha ve b e e n i d e nt i f ied:
D est i n a tion L e a d e r s h i p
C omm it t e e c r ea t i o n
C omm un i c at e s t r a te g y
C on d u ct a nd s ha re i nd ust ry , m a r k et a n d s oc i a l t ou r is m rese ar c h
Su p po rt t ou r is m i n n ov at io n, e n t r epre n eu r s hip a nd i n v est m e nt
A d dr e s s l a b o ur i s s u es
St r en g th e n pa rt ne r s hips
D est i n a tion Dev el o pm en t
C r ea t e m or e m u lt i-d a y, y ea r-ro un d e x p e r ie n ce s
D e v elo p m e n t o f n ew a nd e xi st in g e x p e r ie n c e s
C r ea t i v e i n d us t r ie s a nd i n f r a s tr u ct u r e
I de n t i f y an d su p p ort en ha nc e m e nt o f to ur i s m /s oc i a l i nfr as t r uc t u re
T ra in b u s i ne sse s i n p ro d u c t a nd e xpe r i en c e de v e lo p m e nt
P r ov i d e in c en ti v e s t o su p po rt t r a i ni n g
B ui l d a ma r ke ti n g co lle ct ive to in c re ase br an d awa re n e s s
C r ea t e a n d i m p l eme n t a ma r ke ti n g s tr at egy t o a t tr ac t ta rge t a udie n c e s
Travel Drumheller - Destination Development Plan (2023)
Research Findings - Document Review (cont’d)
R e c om m e n d a t io n s t o consi der:
Re ma in on th e T r av e l D ru m h ell e r S t e e ri n g Co m mi tt ee to d r ive an d
stre n g t h en K ne e hi l l ’s p osi tio n wi th i n th e r egi o n an d to u ri sm
ma rk e t .
C omm un i c at e t he p l a n a n d ou t c o me s to s t ake h o l d e rs.
Su p p o rt in i t i a ti v e s t h a t su p p o rt b usi n es s es t o de v e lo p n ew a nd
e x p an d e xi stin g e x p e rie n c e s .
Su p p o rt in th e ir i nit ia t i ves t o p r omo t e b r a n d a w ar e ne ss o f n o t o nl y
th e re g i on b u t K ne e hi l l Co un ty .
Pa ge 14
Page 22 of 205
Kneehill County “Doing Business” Webpage
K nee h il l C ou n t y’s webpa g e “D oi n g B usi n e s s ” [1] h as a n a b u nda nc e of re l e va nt i nfo r m a ti o n
ava il able to b u s i ne s se s c o n s i s t i n g o f d a ta (T o wn fo lio ), l a n d m aps (M un i s i t e ), g r a nt s an d fu n d i ng,
b u s i ne s s su p p or ts , bu s i ne ss a nd c o mmu n it y l is t i ngs, p l an n in g p e rmit s a nd pro c e s s to a s s i s t
b u s i ne s se s .
I n v est m e nt at t r a ct io n do c u m e nt s su ch a s s ec t or p r o f i l es , l a n d a na ly s i s a nd m aps h a v e b e e n
p r ofe ssio na ll y d e s ig ne d a nd c on du ct ed a n d are a g rea t s ta rt to s tr at egic a l l y at t r a c t i ng
i nve stm en ts an d i nd ust ri e s . T h er e is an agr i -p r en e ur an d b us in e s s s p ot li gh t i n w h ic h bu s i ne sse s
c a n pa rt ic i p a te . T he se s p otli g h t s w er e t he n pro m ot ed on v a r io u s so ci al m e d i a c h a n ne l s . T he r e i s
al so a b usin e s s di r e c to ry an d a su p p l y o f r e s ou r c e s to su p p ort a n d di r e c t b usi n e s s e s to f or
su p p or t i n s t artin g an d e x p an di n g t hei r b us in e s s .
K nee h il l d o e s n ot h av e a de si g n a te d p ubli s h ed i n ve st m en t w e b s i t e fo r i nve s tm en t a tt ra c tio n
p u rp o s e s .
R ec o m mend a ti ons and O p p ort u n i ti es t o c o n s i d e r :
Upda t e “K n ee h il l C o u nt y B usi n es s G uide ”, s ec t or pr ofil e s [2 ], bu s i ne ss l i s t, e v en ts, l an d
a n a l y s i s an d i n ve n t ori e s .
O p p or tu n it y to co nt in u e bu s i ness s p o tl i g ht s .
Co nt in u e pro m otin g th e it ems a n d a s se ts o n t he w e b s i t e o n s oc ia l c h a n ne l s .
As t he C ou n t y pr e p a r e s f or i nve s tmen t r e a d i ness a nd ex p a n s i o n it s ho ul d c o n s i d e r a
m a r k et in g s tra t e g y w hic h i n c l u d es a co m p e t i t i v e a na ly s i s , t ar g e t m ark e t i d e nt ific a ti on
a n d c r e a ti n g a v a l ue pr opo s i t i on .
T h e Co un t y s ho ul d c o n s i d er a s t an d al o ne w e b s i t e f o r e c on om ic d e v el op m en t fo r
b usi n e s s r et en ti on an d i nve stm en t a t t r ac t i o n .
R e vie w of T own f oli o t o o t he r p r o v i d e rs s uc h a s L oc a l I nt el an d C i t yV iz f o r ac c e s s to
c u rre n t a n d r el e v a n t e c o no m i c d e v elo p m e nt d a ta .
Research Findings - Website Review
Pa ge 15
[1] Knee hill County Doing Business: https://kne ehillc ou nt y .co m/22 76/DOI NG -BUS IN ESS
[2] Knee hill County Sect or Prof ile s: http s://kn eehil lcoun ty.com/2476/Se cto r -Profile s
Page 23 of 205
CAEP [3] is a regional economic development
organization whereby municipalities pay an annual
membership fee to address regional challenges
and access to initiatives.
Their website provides access to a regional data
centre provided by Localintel and populated by
Statistics Canada and is provided through
membership fees.
Trai ni n g, ne tw o rk ing
I nt er n a ti o na l sum mi ts, reg i on al d ata, indust ry p r o fi le s
Broad band c o nne c tiv ity
R eg ional Land Da t a ba s e - on goi n g
I nv est me n t At t r a c t ion R ea d ine s s Pr og ram
Econom ic De ve lop m ent Me m b e r T r a in ing - ong o in g
N EW - Se c tor Com m itt ee s – 2 02 4 L a u nch
Ce
n
t
r
a
l
A
l
b
e
r
t
a
E
c
o
n
o
m
i
c
Pa
r
t
n
e
r
s
h
i
p
(
C
A
E
P
)
Le n ding
Bu sine ss C o a c hi n g and T r a ini ng
Y o u th Entre pre n eur Tr aini n g
C om munit y B u s ine s s Inv est me n t Pr ogram
Re gi o n a l W o r kf o r ce Pr oj ect
Sk ill s i n A c t ion, Di gi t al E c o n o my Prog ra m,
Bu sine ss Me n t or s h ip P r o gr am (S pri ng an d Fal l 2 02 4
C oh or t)Community Futures
Wild Rose (CFWR)
CFWR [4] is a non-profit community economic
development organization serving 15 rural
municipalities and is governed by elected
officials. Kneehill County has an appointed official
to the Board of Directors and on various
committees.
Group be n ef it s & i n s u rance , of fi ce s up pl y dis co unts ,
p ay r o ll , le gal and HR sol u t ions, pay m ent p r o c es s in g
p r o gram s
S h o p L o c a l Prog ra ms (Cal l Kne e hi ll ,
#lov in gmy local kne ehi l l)
C o mm u n i ty Ev ents (S mal l B us in es s We e k, Gol f
T o u rnam e nt , Ch r ist mas Ma rk et an d mor e )
Three Hills & District
Chamber of Commerce The Chamber [5] is regionally positioned to
support Three Hills, Trochu, Linden, Acme, Carbon
and Kneehill County.
A chamber’s main purpose is to advocate for
business and can do so in a variety of formats.
Alberta’s provincial chamber is the overarching
body in which chambers drive support from to
provide services to businesses.
Re c o m m e n d a t io n s a n d Oppo r tuni t ie s to c onsi d er:
C o n t inu e to p r o mo t e/a t te n d CAEP f u n c t ions t o ind us t r y, c o mmu n ity l ead ers, s taf f.
A c cess reg i on a l d ata for t he Ce n tr a l A B r eg ion f or inv est me n t at t r a c t ion and r et enti o n pur po s es.
P a rt ic ip a te in t h e s ector comm itt ee s t o a m pli fy Kne ehi ll’s pre s e nce wi th in t he ce n t r a l Al be r ta re gi o n .
E x pl o r e col lab o r a tio n in iti a ti v e s to s u ppo rt busi n ess r eten ti o n a n d i nv es t men t re a di ness/a t tr a c ti o n.
P romote acce s s t o c a pi tal a n d trai n in g p r o gram s.
I n c enti ve s throu gh t h e C o mm u n i ty Busi n ess In ve stm e nt P ro gr a m .
P romote and encour a ge you th t o be c o m e en tr e pr e ne u r s thr ou gh t he YE T I Pr o gram .
C o n t inu e to f oster and s u pp o rt the r eg ional work for c e a c t ion p lan.
S h o p l oc al pr og rams.
S m a ll bu si ne ss w e ek s e v e nt s .
E n gag e i n di s c u s s ions t o e x pl o r e #lov in gmy local kn e ehil l.
Research Findings - Local Economic Development Partners
Partners at all levels of government, local community, non-profits and industry are essential for a healthy
community, businesses and for long-term sustainability within the municipality.
Partners are essential for all sectors as each has it’s own set of challenges and barriers. Mobilizing
partners and community champions create a stronger foundation for economic development and long
term prosperity.
Pa ge 16
[3] Cen tral Albe r ta Econom ic Partnership: ht tps://cae palbe r ta.c om/
[4] Co mmun ity Futures W ild Rose: h ttp s://wild r os e.albertac f.com/
[5] T hree Hills and Di str ict Ch ambe r of C ommer ce : https ://threeh illschamber.ca/
Page 24 of 205
Re c o m m e n d a t io n s a n d Oppo r tuni t ie s to c onsi d er:
C o n t inu e to s up port a n d p r o mot e t h e KR F C S S a nd K A LS prog ra mm ing.
C o n t inu e to col lab o r a te an d i de n t if y o pp o r t u n i ti es w it h K RF C SS t o sup port t h e s o c ial we ll -be ing o f
in di v id u a ls (vo l u n t e er is m, me n t a l heal t h , e t c .)
S u pp o r t and pr o m o t e to b u s ine s se s an d resi d e nt s the ac c es s to t h e l e a rni n g sup ports t o cr e a t e a
s tr on g w o r kf o r c e.
P romote ne wc om er p r o gram s to busi nesses a cce ssi ng tem porar y fo re ig n work er or i mmig r a ti o n
pr og rams.
KRFCSS [6] is a regional partnership between
municipal and provincial governments
established to develop, support and fund
preventive social programming to enhance the
well-being of individuals, families and
communities. The program is municipally
driven and governed by the Family FCSS Act
which emphasizes prevention, volunteerism,
and local autonomy.
Prog ra ms a n d e ve nt s to c hi ld ren ,
youth a nd adul t s/se n iors
Fam il y we llne ss
I n co me tax
Fam il y a n d m a r r i ag e counse ll in g
Vol untee r i sm
Kneehill Regional FCSS
KRFCSS
A dult Li t e racy ser vi c es
D ig ital Le ar n in g
ESL c lass es a nd tutori n g
inte r n et a n d com pute r ac c es s
E x a m su pe r vis ion (invi gi lati o n )
Re su me and c o ve r le tte r supp or t
E ducati o n /u pg rad ing pl a nni ng and
r eso urce s
H eal t h an d S a fety w o rk shop s
N ew co me r r eso urce sKneehill Adult Learning Society
(KALS)
KALS [7] is a non-profit organization
dedicated to lifelong learning and settlement
support and provides access to services to
Kneehill County and surrounding
communities.
KALS supports in areas of learning, resource
connection, job seeking and development,
newcomer supports and much more.
Kneehill County has local social partners who work to ensure the social well being of the
community remains strong, healthy and vibrant. Our communities and businesses
require these supports to ensure a healthy workforce and quality of life for our residents.
Kneehill FCSS and Kneehill Adult Learning Centre have a variety of programs, supports
and services to serve a diversity of residents and businesses.
Research Findings - Social Organizations
Pa ge 17
[6 ] Kn eehil l Reg io nal FCSS: http s://ww w .krfcss .com/
[7 ] Kn eehil l Adul t Learni ng Soc iety: https://www.kals 3hi lls.c a /
Page 25 of 205
R ec o m mend a ti ons and O p port u n i ti es t o c o n s i d e r :
Col l ab o ra t e a n d con n ect wit h In ve st A l ber ta t o h el p pr ep ar e K n ee h ill Coun ty ’s i n v e s t m ent re adi n ess
an d ex pa ns i on .
H el p i de n t if y n ew s tak ehol de r s an d conne c t ions t o p romote b r a n d aw a ren e s s an d bu sine ss
de ve lop m en t.
A tten d i n ve s tm ent c a lls to s ee k poten tia l f o r prop o s al s u bm iss i on s.
Col l ab o ra t e a n d con n ect wit h In ve st C a n a d a t o id enti fy p o te nt ial investme n t op por tun it i e s fo r
K n eeh il l County (whe n r ead in e s s l ev el h a s b ee n ac h ie ve d).
A c c es s the a vai lab le r es o u rce s t o de ve lop inv est me n t at t r a c t ion mater ial s and in c r ease b r a nd
aware n es s wi t h IAC a n d IC.
“Selling Alberta to the World: An Investment and Growth Strategy” complements and builds on Alberta’s
Recovery Plan to put the province back on course for long-term financial sustainability after the devastating
effects of the COVID-19 pandemic and crash in oil prices.
Investment attraction into Alberta is essential to help drive our economy by creating stability, supporting
existing jobs and creating new ones, expanding business opportunities, accelerating innovation, and
increasing our exports globally.
The investment and growth strategy identifies three core outcomes, each with key initiatives that contribute
to meeting those outcomes.
Outcome 1: Increase Alberta’s competitive advantage.
Outcome 2: Improve Alberta’s investment attraction ecosystem.
Outcome 3: Raise Alberta’s reputation as an investment destination.
Expedite business operations & foster collaboration
to ensure long-term success for businesses. Work
directly with global investors & site selectors to start
or scale up in Alberta. Break down barriers & offer
assistance to investors to achieve success.
Have supported investments totaling nearly $20
billion and creating more than 23,000 jobs.
Attract targeted industries: Agriculture, Aviation &
Aerospace, Energy & Renewables, Financial Services,
Life Sciences, Petrochemicals and Technology &
Innovation [8].
A c cess t o Pr ovi n ci a l d ata &
r esourc e s
Fa ci li t ate i nv est me n t cal ls &
in ve stm e nt prop o s als
A t tract t a r ge te d i nd u s tr ie s t o
A lb erta
A c cess t o b u s in e s s r e s o u rce s
in c ludi n g t a x es, in c enti ve s,
vis a proce s si ng , sup ports &
pr of i les
In
v
e
s
t
A
l
b
e
r
t
a
C
o
r
p
o
r
a
t
i
o
n
(
I
A
C
)
Invest Canada
(IC)
Connect multinational corporations to
opportunities to grow, expand and succeed in
Canada. Offer personalized, single-window access
to the information, insights and services to make
informed business investment and expansion
decisions.Access to data and resources pertinent
for investment attraction and primarily targets high
value foreign direct investments [9].
I n te r nat ion al in ve stm e nt
s u mm it s
A c cess t o d a t e & re s o u r ces
(b u s ine s se s , g o ve r nm e nt s )
Hi gh v a lue invest me n t s
(ex c ludi n g t o uri s m)
I n v e s t m e n t A t t r a c t i o n P a r t n e r s
Research and Findings - Government Economic
Development Plans and Partners
Pa ge 18
[8 ] Inv est Alberta Corpo r a ti on : https ://in ve stalbert a .ca/
[9 ] Inv est C anad a : ht tps://www.investcanada.ca/
Page 26 of 205
Engaging the local community is essential for effective economic development planning, forming the
foundation for the growth of vibrant and sustainable communities. This plan acknowledges and prioritizes the
active involvement of the community in its development process. Through a collaborative effort, a diverse
range of stakeholders were involved including residents, business owners, local organizations, staff, and
Council members.
Input for the economic development plan was gathered through a variety of surveys, reflecting the commitment
to understanding the County's unique needs and aspirations. This engagement process provided invaluable
insights into the challenges, opportunities, and priorities that shape the community's economic landscape.
A Business Retention and Expansion survey was completed to understand how to best support local
businesses. Deloitte was commissioned to complete a Triage Business Retention and Expansion (BR&E)
report to engage the broader business community, while also allowing for the identification of potential
expansion or retention opportunities for follow-up on a business-by-business basis. A total of 77 businesses
were reached.
Further engagement followed through a community-wide economic development survey, with a total of 658
surveys received and analyzed. Tailored surveys were completed by organizations operating within the County
(7 received) as well as by Municipal Council members. Regional organizations including CAEP, Travel
Drumheller, and Community Futures Wild Rose were also engaged to share their initiatives to determine
potential collaborations.
By harnessing the collective wisdom and expertise of the stakeholders, the foundation was laid for an
economic development plan that is truly reflective of the aspirations of Kneehill County.
F u ll fi nd ings r ep o r t s can b e foun d i n the A pp end ic e s .
Community Engagement Results
658
Community Surveys
77
Businesses
7
Organizations
3
Regional Partners
Pa ge 19
Page 27 of 205
W h e n i t c o m e s t o s u p p o r t i n g e c o n o m i c
d e v e l o p m e n t i n i t i a t i v e s , w h a t d o e s i t m e a n t o :
F igu re 1: What it means to residents to s upport eco nomic deve lopme nt
Community Engagement - What we Heard
The Community:Developing Tourism and Recreation
Infrastructure
Local
Organizations:
D e v e l o p i n g T o u r i s m a n d
R e c r e a t i o n I n f r a s t r u c t u r e
A t t r a c t i n g m o r e V i s i t o r s
Council:
I m p r o v i n g t h e o v e r a l l
a t t r a c t i v e n e s s o f l i v i n g a n d
w o r k i n g i n K n e e h i l l C o u n t y
What it means for
Residents:
Developing tourism and recreation
infrastructure
Pa ge 20
Page 28 of 205
W h y r e s i d e n t s w a n t t o s e e g r o w t h i n l o c a l e c o n o m i c d e v e l o p m e n t ?
Fi gure 2: R eason s why res id ents want to see growth in lo cal ec ono mic de velopmen t
F igu re 3: Re sid en ts rat ed economic develop ment prioritiesEconomic d e v e l o p m e n t p r i o r i t i e s
Fo r t he mo s t p art , pe o p le agr e e
w it h a ll th e l ist ed p ri o ri ti e s .
A lt ho ugh s om e pe op le s tr o ngl y
d i s a g r e e o r d is a g r ee w i t h t h em,
a l l p ri o ri ti e s h a v e a hi g h er
p erc en ta g e o f s u p p or t
M aj ori ty o f r e s id en ts
w an te d to s e e gr o w t h t o
i nc r ea s e m un i ci p al
r e ve n ue to l o w e r t he ta x
b u rd en .
Community Engagement - What we heard (cont’d)
Pa ge 21
Page 29 of 205
C o u n c i l w a s a s k e d t o r a t e e c o n o m i c d e v e l o p m e n t p r i o r i t i e s .
Figure 4: Council rates e conom ic development p rioritie s .
C ounc il ag re e d wi t h a ll pr i o r i ti es w it h “d e v e l o p i n g co mm er c ial /i n d u s t r ial s i t e ” b e ing t h e o n l y o n e t o
r ec e i ve a d isag r e e . W h i le there is disag r e e m e n t , t h e m a j o r it y w e r e i n a gree a n c e /st r ong a g r e ed o n
de vel opment
Community Engagement - What we heard (cont’d)
Pa ge 22
Page 30 of 205
Factor Performance Importance Priority
Rank
Availability of funding programs for business and property
improvement 47%9.4 1
Availability of post secondary programming that aligns with
business needs 51% 7.8 2
Availability of adequate housing 50%7.6 3
Availability of skilled labour 41%6.4 4
Cellular phone service 51%6.6 5
Availability of unskilled labour 51%6.6 6
Ability of internet service to support current and future business
needs 64%7.4 7
Availability of appropriate work-related training 65%6.8 8
Availability of health and medical services 70%6.4 9
Affordability of commercial space for rent or lease 72%6.2 10
Municipal property taxes 74%6.6 11
Availability of property for purchase or lease 74%5.8 12
Existing road network 84%7.0 13
Development/building permit process 81%5.8 14
Zoning 87%6.0 15
B u s i n e s s R e t e n t i o n a n d E x p a n s i o n S u r v e y P r i o r i t i e s :
T h is p ri ori ty m a tr i x i s a li s t o f b u s in e s s fa c to rs t o fo cu s e c o no m i c d e v elo p m e nt effo r t s f o r K n eeh i ll
Co un ty . E a ch p r io r it y w as c al cu l ated u s i ng t he l e ve l of s a t i s fa c ti on an d th e i m p o r t an c e o f e a ch
it em. F a c t or s w i t h lo w e r sa t i s f ac t i on s c o r es a n d hi g h er i m p o rt a n c e b ec ame th e t op pri or i t i e s .
M a k in g i m p r ov e m e nt s t o t he to p p rio ri tie s w i l l h av e t h e gr e atest im p a ct .
Higher
Priority
Lower
Priority
Community Engagement - What we heard (cont’d)
Pa ge 23
Fig ure 5: P riority Matrix by Perform a nce, impo r tan ce and ran k .
Page 31 of 205
S u m m a r y o f C h a l l e n g e s a n d C o n c e r n s
B e l o w i s a s u m m a r y o f c h a l l e n g e s a n d c o n c e r n s f r o m t h e v a r i o u s c o m m u n i t y
m e m b e r s w i t h i n t h e C o u n t y .
Businesses:
Availability of funding programs for business
and property improvement
Post secondary programming that aligns with
business needs
Availability of adequate housing
Availability of skilled labour
The Community
Finding enough land or space for new or
growing businesses
Communication and cooperation with
municipality
Availability of employment opportunities
Local Organizations:
C o m m u n i ca t i o n a n d c o o p e r a t i o n wit h
m u n i c i pa l i t y
A v aila b i l it y o f e m plo y m e n t o pp o r t u n i t i e s
A v aila b i l it y t o h i r e q ua l i f i e d e m p l o y e e s
Council: A v aila b i l it y t o h i r e q ua l i f i e d e m p l o y e e s
C u r ren t in fr as t r u c t u r e
Community Engagement - What we heard (cont’d)
Pa ge 24
Page 32 of 205
Kneehill County Statistics
Kn e eh i l l C ou n t y i s a ru r a l m u ni cipa li ty in so ut h-c e ntra l A l b e rt a s i t u a te d be twe e n R ed Dee r Co un ty
t o th e no r t h, Mo un ta in V i e w Co un ty t o t he w e s t , Wh e a tl an d C ou n t y t o th e s o u t h , a nd S t arl an d
Co un ty t o t h e e a s t. P r im a r y ac ce s s to t h e re g i o n i s p ro v id ed vi a t he Hi g h w a y 21 a nd H i g hwa y 2 7
c or r i d or s , C N Ra il a nd t he Th r e e H il l s M u ni c ipa l Ai r p or t. C a l g a r y, Re d De e r, S t e t t l e r, S t r a th m or e a n d
Dru m h el l e r c a n a l l b e a c c ess ed with an h o u r’s d riv e o f t h e C o u nt y .
T h e C o u n t y h as a p p r o xi ma t e ly 8 1 4 ,6 5 3 a c re s o f l a nd , a p opu l a ti on of 5 ,03 5 re si d e nt s an d a t ra d e
a r ea o f o ve r 1 1 ,0 0 0 p e o p l e . T he r e a r e fiv e urba n mu n ic i p a l it i es wi th i n i ts b o r d e rs , i n cl u d i ng A c m e,
Ca rbo n, Li n d e n, T hr e e H i ll s a nd T r o ch u a n d 4 ha m l et s (To rr i n g t on , H u x l e y , S w al w e l l, a n d
W i m b o rn e ).[10]
Agr i cu l t u re i s th e b a ckbo ne of t he e co no m y wi th 7 5 1 f arms a nd 6 2 8 ,0 0 9 a cre s o f c r opl an d[1 1 ]. T he
m a j o r i t y o f t h e l an d i s zo ne d fo r a g r ic u lt ur e use s, w h ic h g iv e s r es id en ts t h e oppo r t un i t y t o e nj o y a
ru r a l w a y o f l if e a nd c omm un i t y. O i l a n d g a s i s th e o th e r m a j o r in du s tr y in t h e r e g i o n . T he e ast er n
b o r d e r o f t h e Co un t y ru n s a l on g t h e R ed D ee r R i v er Va ll e y do w n t o D r um he l ler i n t he hea rt o f th e
Ca na d ia n B adla nds , m a k in g to ur i s m a vi able m ar k e t oppo r t un i t y .
[10 ] t own folio.co/ab/kneehill-county/overvi ew
[11 ] regional dash board.a lbert a.ca/regi on/kneeh ill-county
[12 ] regional dash board.a lbert a.ca/regi on/kneeh ill-county
In 2 0 2 2 , K ne e hil l Co u nty ’s
po p ulat i o n w a s 5 ,0 3 5 . T h e
po p ulat i o n o f K n ee h il l C o u nt y
dec lin e d -0 .6 7 % y e ar -o ve r -ye ar,
a nd d ec rea s ed -1 .99% in th e
l as t f i v e y ea rs .[1 2 ]
P o p u l a t i o n
F igu re 6: Kneeh ill P opu la tio n ov e r 5 y e ar s
Fi g ure 7 : Kn e e hi ll Demographics
Pa ge 25
Page 33 of 205
Kneehill County Statistics - Population & Education
[13 ] regional dash board.a lbert a.ca/regi on/kneeh ill-county
[14 ] regional dash board.a lbert a.ca/regi on/kneeh ill-county
T h e g ra p h ou tl i n e s th e ch a nges
i n p op ula t i on by age gro u p ove r
a f i v e-y e ar per i od f r om 2 0 18 t o
202 2 . Th e r e is a n ot i c e ab le
dec l ine i n t h e p op ul a t i on o f
y ou n g e r a g e g r o ups , es p e ci all y
tho s e u nd er t he a g e of 6 0 .[1 3 ]
P o p u l a t i o n
Figu re 8: Po p ul ation b y Age ov e r 5 y e ar s
E d u c a t i o n
Kn e e hil l C ou n ty ha d 1,60 0 p e ople wi th a p os t -sec on da r y degre e o r
o th e r q u al i f i c a ti o n in 202 1 , d e cli n i ng -8 .3 1 % f ro m 1,7 4 5 i n 2 0 1 6. T he
l e ss t h a n h ig h s c h oo l s e g men t h ad t h e l a r g e s t in c rea s e over l as t f i v e
y e a r s, i n cr e as ing 5 .20 % to 8 10.[1 4]
Pa ge 26
Page 34 of 205
L a b o u r F o r c e
Kne e h ill C o un ty i s be l ow t h e m e d i an and a v e r a g e o f e m p l oy me n t i n co me i n A l b e rt a. P art ic i p at i on ,
em p l oy m e n t and un e mplo ym en t ra t e s a r e h i g h e r t h a n th os e t h ro u g h o u t Al be r ta .
Ag ric u lt u re a nd He a lt h Ca r e a r e t h e t op t w o (2 ) i n d u s tr i e s by l a b o ur fo r ce wit hi n th e C ou n ty w i t h i t ’s
t op t w o (2 ) o c c up a tio ns b y la b ou r fo r c e i n N a t u r a l Re so u rc e s a nd Tr a d e s an d T r an sp o r ta t i on .
Fig ure 9: Labo u r Fo rc e S tatis tics
T he parti c ipat ion ra te refer s to the t ota l num b e r of p e opl e or in dividua ls who a re c urrentl y emplo yed or s e ar c hi ng for a j ob.
Parti ci p at ion Rate indica tes the number of peo ple inter e st e d i n wo rk in g , a nd the num b e r of p e ople, indi ca ting th e a c t iv e economic
workforc e a nd coun tr y ’s unem p lo y ment, res p e ct iv e ly.
Kneehill County Statistics - Labour Force
Pa ge 27
Page 35 of 205
2021 2022 2023 Annual Change
With employees With Employees
Agriculture, forestry, fishing and hunting [11]18 13 19 6
Mining, quarrying, and oil and gas extraction [21]0 3 3 0
Utilities [22]0 0 0 0
Construction [23]7 1 1 0
Manufacturing [31-33]4 1 2 1
Wholesale trade [41]4 0 0 0
Retail trade [44-45]7 0 2 2
Transportation and warehousing [48-49]7 2 4 2
Information and cultural industries [51]0 0 0 0
Finance and insurance [52]1 0 0 0
Real estate and rental and leasing [53]0 0 0 0
Professional, scientific and technical services [54]4 0 1 1
Management of companies and enterprises [55]0 0 0 0
Administrative and support, waste management and remediation services [56]0 0 1 1
Educational services [61]0 0 0 0
Health care and social assistance [62]7 1 1 0
Arts, entertainment and recreation [71]2 0 0 0
Accommodation and food services [72]3 0 1 1
Other services (except public administration) [81]5 1 3 2
Public administration [91]1 0 0 0
Unclassified [2] 7 0 0 1 1
Total All Industries 70 22 39 17
[15 ] Statistic s Can a da. Tab le 33-10-08 08 -01 Canadi a n B usin ess Counts, wit h em ployees , censu s me trop ol it a n areas a nd
ce nsus subdivisio ns, D ec ember 20 23. htt ps://www1 50.sta tc an.gc.ca/t1/tbl1 /en/t v.action?p id =331008080 1
[16 ] regional dash board.a lbert a.ca/regi on/kneeh ill-county
N u m b e r o f B u s i n e s s e s
Kne e h ill C o un ty h a d 2 2 b u s i nes s e s i n 2 0 2 2 wit h em p lo y ees a n d i n 2 0 2 3 t he n u m be r g r e w to 3 9 wit h
em p l oy e es . T h e a gr i cu l tu r e , t r an spo r t a t i on a nd w a r e h o u s i n g an d o th e r s e r v ic e s r e m a in the to p
in du st r ies w it h em p l oy e es w i t h i n t he Co unt y .[1 5 ]
T h e f oll o w i ng g r a p h s h ow s t h e n um b e r o f bu sin e s se s a n d i n d u s t r y in K n e ehi l l C o u n t y f r o m 2 0 1 4 -
2 0 2 2 a nd i n 2 0 2 3 th e ta b l e b e lo w sh o w s an i n cre a s e i n busin e s ses t o t he Co u nt y . [1 6 ]
N o t e : Fu r th e r e x am i na t i on i n to t h e n um b e r o f bu sin e s se s a n d i n d u s t r y s e c to r s i s r e qu i r e d to
un de r st a n d fl u ct ua ti o ns .
F igur e 10 : N u mber o f Kneeh ill B u sine sse s ove r the pa st 1 0 years
Fig u re 11: K n eehi l l C ount y B u sine ss Co u n ts by Indus try
Kneehill County Statistics - Number of Businesses
Pa ge 28
Page 36 of 205
Fig u re 1 2: Knee h i ll Mil l Rat e over 5 y ear s
[17 ] Mill Rate: regionaldashboard .al berta .ca/re gion/k ne ehi ll-co unty
T h e 2 0 22 no n -r es id e nt i a l mu n i c i p a l m i ll r a t e i n Kn e e hil l C ou n ty w as 1 6 .1 %, i n cr e as in g 6 .04 % f r om
1 5 .2 i n 2 0 2 1 . Th e n on -r e si de n ti a l s eg m e n t h a d t he la rg es t i n cr e as e o v e r la st y e ar , i n cr e as ing 6 .04 %
t o 1 6 .1 .[17]
T h e s i g n i f i ca nt i nc r e a se i n K nee h i l l Co u nt y 's m uni c ip a l mi l l r a te o v e r t h e p a st f i v e y e ar s i s li k e l y due
t o c o ver o f f set s i n o th e r m u n ic i p al e x p e ns es t h r o u g h ou t t he pa st y e ar s.
F igur e 13 : K n eehil l Ta x L evy ove r 3-y ear s
F igur e 14 : Kne ehill As ses sme n ts o ver 3 -yea rs
Kneehill County Statistics - Municipal Finances
Pa ge 29
Page 37 of 205
F igur e 15 : M a rke t A cce ss M a ps
[18] Localint el – OAG A viation W orl dwi de Limite d, 20 22 - 2023, Hom eland Infras tru cture Foun dation – Level D ata (HIFLD) -
Railroads publis hed i n 2023 and Localint el Labs – Seaports, pub lished in 2 02 0
M a r k e t A c c e s s
Kn e eh i l l C ou n t y h as e xc e lle n t a c c e s s to in te r n a t i on al tr ad e ma rke ts. T h e r egi o n i s ad j ac e nt t o th e
CA NAME X c or r i d o r al l ow i n g c om p a n ie s t o r ea ch m i lli on s o f co nsu me r s w i t hi n a on e -day t r i p . S er v e d
b y t w o c on ti n en ta l ra il l i ne s , g oo d s ar e e a s i l y m o ve d to p or ts in V an co uve r , P ri n ce Ru p e rt , a nd
H al i f ax. C e ntra l A l b e rt a i s s e r ve d by t he R ed De e r R e g io na l Ai r p or t (95k m’s) a nd b o th C a l g a r y a nd
E d mo nto n I nter n a ti on al A i rpo r t s (1 9 7 k m ’s ). P r o xi mi ty t o C alga ry ’s I nt er mo d al f ac i litie s p r ov i d e
effic ien t ac ce ss t o co n s umer m ark e t s w orl d w i d e . T i m e is e st im a t e d f r om Kn e eh i ll C ou n t y’s h e a d
o f fi ce (T h r e e H ill s ) t o C a l g a r y A i r p o r t – 1 h o u r 1 6 m in s, 1 38 k m s.[1 8 ]
T h e fo l lo w i ng ma p s s h o w K ne e hil l ’s p r o xi mi ty t o m a jo r ro a d n e t w or k s , a i r p o r t s, r a i l a n d f r ei gh t ,
s ea p o r ts, as w el l a s th e b r o adb a nd ne two rk .
M aj or Ro a d N e t w or k s : P r o x i mi t y t o A i r p o r ts
Proxi m ity t o R a i l a n d F r ei ght P r ox i mit y to S e a P o r t
Kneehill County Statistics - Market Access
Pa ge 30
Edmonton
International Airport
is 197km’s and Red
Deer Regional Airport
is 95km’s from
Kneehill County
Page 38 of 205
B r o a d b a n d N e t w o r k
Kn e eh i l l C ou n t y’s a nd Ce n t r a l A lber ta ’s b ro adba nd a cc es s . [2 0 ]
F i gur e 16 : B road b a n d Ne twork
[20 ] Op en Canada National Broadban d Dat a , published in 2023
Kneehill County Statistics - Broadband
Pa ge 31
Page 39 of 205
Economic Trends
Un d e rs t an d i ng e c o n o mi c t r en d s i s e s s e nt ia l t o n av i g a tin g cu r re n t an d fu tu r e mu n ic i p a l ch al l en g e s .
T h is d a ta p ro v id es a c o m p r eh e nsi v e o v e rvi e w o f A l b e rt a 's e co no m i c l a n d s c a p e , h i g hli g h t i ng k e y
in d i ca t or s a n d t re n d s th a t s h ap e o ur p r ov i nc e 's ec on om y . B y exa m i ni n g t h es e t re n d s , K ne e hi l l Co un ty
c an u nc o v e r o p p or tu n it ie s fo r g ro w t h , i n no v a ti on , an d s tra t e g ic i nv e s t me n t . Fr om t he i m p ac ts o f
t e c h no lo g y o n e co n o m i c dev e l o p m e n t t o t he ma c r o e co no m i c v ar i abl e s i nflu e nc in g ma rk e t dy na m ic s ,
t hi s a na ly s i s o ffe r s v a l u a b l e i n s i g ht s f or p l a n nin g an d d e v elo p m e nt e ffo r t s to en s u r e th e C o u nt y w i ll
t hr i v e we l l in to t h e fu tu r e.
Kn e eh i l l C ou n t y’s c l o se p r ox imity t o Ca lga ry p r o v i d e s a n o p p ort u n i t y to ca p it a l i z e o n Ca lg a r y ’s r e c ord
p o p u la t i on g r o w th . H ome to o v e r 1 .6 mi l l io n p eo p le, C a l g ar y i s th e 4 t h la r g est c i ty in C a n a d a a nd h as
ex p er i e nc ed t he l ar g e s t p o p ul at io n gro w t h a m on g m aj or c it i es i n t h e c ou nt r y f or th e la s t ten ye ar s .
[21] Re c o r d p opu l a ti on alo ng wi th s tr on g c o m mo d i t y pr i ce s an d c o n s u m er spe n d i ng a re e x p e ct ed t o
p o s i t i on A l b er ta w el l i n t h e ye ar ah e a d . A lbe r t a is e xpe c t e d t o n av i g at e 2024 re l a ti v e ly w ell d e s p i t e
g lo b a l e c on o m ic hea d w in ds.
T h e pr o vi n ce 's e co no m i c o u tlo o k i s m or e f a v or ab le co m p ar e d to o th e r re g i o n s d u e t o i t s st ra t e g i c
p o s i t i on i ng a nd re s o ur ce ma na g emen t .[2 2 ] A l b e rt a r et a i ns it s s t at us a s C a n a d a's le ast in de b te d
p ro v in ce. I t s n e t d e b t -to -G D P r a ti o is pr oj e ct ed t o fa ll , g i v in g i t a fin a n ci al ad va nt a g e o v e r o t h er
p ro v in ces fa ci n g hi g h er de b t l e v el s.[2 3 ] W h il e t h ere ar e s i g ns o f a sl o w d o w n d ue to w ea k en i ng glo b a l
d em a n d f or k ey co m m od it ie s, A l b erta 's e c on o m y i s s ti l l b et t e r po s i t i on e d co m p a r e d t o o t h er r e g io n s
t ha t ar e m or e s e ver e ly a ffe c t e d b y th e g lo b al e co no m i c do w nt u r n .[2 4 ] D es p it e t he ch al l e nge s ,
Al b e r t a's e co n o m i c dec lin e is exp ec t e d t o b e mil d e r .
T h e o v er all C a n a d i an G D P s h o w e d a sl i g ht d ec r ea s e , bu t Al b e rt a 's st ra t e g ic e c on o m ic m e a su r es h e l p
m it ig a t e s om e o f t h es e a d v er s e e f f e c ts.[2 5 ]Wh i le e x p e ct in g sl owe d gr owt h, A l b erta i s c o m p a r a ti v e ly
m o r e re si l i en t th an ot he r s a c ro s s C a n a da w it h di v e rs ific a ti on ac r o ss t he e ne r g y se ct o r , hi g h er
in v es t m e nt t r en ds a nd t he i nf lu x o f m i g r a nt s .[26]
E m e rg in g s tr e ng t hs in d e l ive r in g i n n o va t i on i n o il an d ga s , el e ct ri c it y , f oo d a n d agr i cu l t u re , ar e
impro vin g th e c om p et it ive n ess o f A l b ert a ’s l ea d i ng e c o n o mi c s ec t ors a nd c ompa nie s w h il e e x p or ti n g
s o l ut i o n s t o t he w or l d .
[21 ] cal garyeconomicde ve lo pment.com/i nsights/demogr a phi cs
[22 ] cal garyeconomicde ve lo pment.com/n ews r oom/2 024-ec on omic-outloo k -calgary-set-t o-navigate
[23 ] economics.td.co m/provin cial -eco nomic-f orec a st
[24 ] t ho ugh tleaders hip .rbc.co m/the-c a nad ian-economic -slowdo w n-is -not -o ver
[25 ] t ho ugh tleaders hip .rbc.co m/canadas-economic -en gine-is-geari ng-down
[26 ] cal garyeconomicde ve lo pment.com
Pa ge 32
Page 40 of 205
A g r i -B u s i n e s s :
Agr i b u s in e s s c o n s i s t s of a l l f a r m i ng a nd fa r m in g -r e l a t e d co m me r ci al ac t i v it i es, a c r o ss t he
Agr i b u s in e s s Va lu e Ch ai n , f r o m so ur cin g th r o u g h sa le . A lbe r t a’s a g r ic u lt ur al se ct o r i s f ou nd a ti on al to
t he p r ov i n c e ’s e c on o m y — c o n t r i b utin g $1 0 .2 b ill i on i n GDP i n 2 0 2 2 a n d e m p l o yi n g 6 9 ,0 0 0 A lber ta ns.
T h e pr o vi n ce of f er s h i g h-q ua lit y p r im a r y p r odu ct s an d i s t h e t hi r d l a r g e s t e x p orter of a g r i-f o od
p ro d uc ts i n C a na d a.[2 7 ] Al b e r t a ’s a g ri c ul tu r a l s e c to r is fo un da t i o n a l t o t he p r ov i nc e ’s e c on om y —
c on tr i b ut i ng $10.2 b i l li o n i n G D P in 2 0 2 2 an d e m p l oy in g 6 9,0 0 0 A l b e rt a n s . T he p r ov i n c e o ffe r s h igh -
q ua l it y p r i m a r y p r odu c t s an d i s th e t hi r d l a r g e s t e x p o rt er of a g r i-f o o d p ro d u c ts in C a n a d a.[2 8 ]
Al b e r t a i s a l e adi n g ce n t e r fo r s us t a i n a b l e f a r m l a nd p ra ctic es a n d f oo d p r o d u ctio n, c a t e r in g to t h e
g lo b a l d e m an d f o r fo od m a nu fa c tu r in g e x p o rt s . It s a g r i c u lt ur al se c t or th r ive s on tr ad it io na l f a r m i ng
m et ho d s an d i nn o va t i o n s s u c h a s bi om a s s u t i l iz a ti on , v ertic a l f ar mi n g , a nd a l t e rn at ive p r o te i n
o p e ra t i on s . T h es e i n no v a ti v e p ra c ti c es s uppo rt t h e a g ribu s i ne ss va lu e c h a i n, c o n t r i b ut in g to G D P b y
in cr e asi n g t h e e ffi c ie n cy a nd o u t p u t of t he s e ct o r . A l b e rt a of f ers u n m a tc he d a c cess t o No r t h
Am er i ca n an d i n t e rn at io n a l m a r k et s , t hro ugh b e in g stra t e g ic a l l y l oc a te d o n th e C AN A M E X Co r ri do r
a nd a cc e s s i b le v i a C a n a di an P ac if ic R ail w ay s a n d t h ree i nt er n a ti o nal a ir p o rt s . It s ex p a n s i ve
a g r ic ult u r al l a n d s u p p o r t s fa rm in g an d i n d ust ria l dev e l o p me n t .[29]
M ea t p r o du ct m a n ufa ctu r i ng a c c o u nts f o r ov e r ha lf o f A l b er ta ’s f oo d m an u f a ct ur i n g . Gr ai n a n d
o i ls ee d ma nu f ac t u r in g i s t h e s ec on d l a r g e s t co m p on e nt o f A l b e rt a ’s fo o d ma nu f ac t u rin g s al e s .
Al b e r t a pr od uc ed 3 3 % of C an adia n wh ea t , 2 9 .9 % of C an ad ia n c a n o l a a n d 53.9 % o f t h e n at io n’s b a r le y
(20 2 2 ).[3 0]
Kn e eh i l l i s l oc a te d a t t h e c e nt re of a high -v ol u m e g ra in an d b e e f p ro d u c tio n a re a. Th e r egi o n i s
ide all y s it ua t e d t o gr o w its f o o t p r in t i n a g r i c u lt ur al pr od u c t p r o c ess in g . Bas ed o n t he r aw ma t e ri als
p ro d uc e d i n th e r egi o n , s o p h i s ti c a te d f o o d o r pl an t pr oc e s s i ng o p e ra t i o n s ar e id en ti f i e d a s a s t r o n g
g ro w t h s ec t o r (i n c l ud in g spe cia li ze d fo od, pr od u c t s , co m p osit es, o r m edic in e s /s u p p le me n t s ).[3 1 ]
[27 ] inv estalbe r ta.c a /agri cul tu r e
[28 ] inv estalbe r ta.c a /agri cul tu r e
[29 ] inv estalbe r ta.c a /agri cul tu r e
[30 ] inv estalbe r ta.c a /agri cul tu r e
[31 ] Kn eehillcounty.com
Economic Trends (cont’d)
Pa ge 33
F igur e 17 : A gr i cul tur al S tatis tics
Page 41 of 205
T h e fo l lo w i ng a g ri c ul tu r e st a ti st ic s ar e t ak e n fro m t h e Al b e r t a Re g i on al D as h b o a r d [3 2 ]:
K n eeh i ll C ou n t y h a d 628,009 a c r e s o f c ro p l a n d i n 2021, de c li n i n g -3.1 0 % fr o m 6 4 8 ,1 2 9 a c re s i n
2016 . T he oa t s se g m e n t ha d t h e l arge s t i n cr e a se ove r la s t fi v e y e a r s , in c re as in g 2 0 .4 % t o 5 ,06 6
a c r e s .
K n eeh i ll C ou n t y h a d 751 fa r m s i n 2021, gr e a tl y in cr e asi n g 7 .29 % f r o m 7 00 i n 2 0 1 6 . Kn e eh i ll
C ou n t y's gro w t h ra t e ra nk s 15t h p r ov i n c i a l l y .
K n eeh i ll C ou n t y c a ttle an d c a l ve po p ul at io n wa s 1 4 6 ,4 3 8 i n 202 1 , t he 8 th high e s t i n t he p r ov i nc e .
T he c a ttle an d ca l ve p o p ul at io n f o r Kn e e hi l l Co un ty in cre ase d 16.8 % i n t he l ast f i ve ye ars.
K n eeh i ll C ou n t y h a d a p ig po p ula t i o n o f 67,8 42 i n 2 0 2 1 , t he 8t h h ig h e s t i n t he pr ovi n c e . T h e
n u m b er o f p i g s in K n ee h il l C o u nt y g r ea t l y i n c r e a s e d 5 2 .1 % i n th e l a s t fi v e y e a r s .
[32] regionald ashb oard.alberta.ca/r egion/kneehill-coun ty
Fi gure 18: Kne ehill A gr i cul tur e S tatis tics[3 2]
Economic Trends (cont’d)
Pa ge 34
Page 42 of 205
Ag-t e c h & A g r ic u lt ur e a r e a cl e a n t e ch s u b s ec to r wi th s i g n ific a n t p ot en ti al to a tt ra c t i n v es t m e nt ,
t a l e nt a nd g en e ra t e s ta rt u p c o mpa ni e s . S e t t i n g a net-z e ro p ath w ay in A l b erta a l i g ne d w i th g l o b al
c l i m a te ta rge ts c ou l d g e ne r a te almo s t 170,000 j obs in t h e c l ea nt ec h s ec t or an d c o n t r i b ut e $61
b il l i o n t o pr o vi n ci al G D P b y 20 5 0 .[3 3 ]
Economic Trends (cont’d)
K n ee h i ll C ou nt y i s w e ll-po s i t i on e d t o a t tr ac t th e a g -te c h an d a g ri c ul tu r e c l ea nt ec h su b se ct or s .
T he C ou n t y's st ro ng a g r ic ultu r al h er i t age p r ov i d e s a so l id f o u nda t i on f or i n no va t i on , s uppo r t e d
by a m p l e la nd a nd hi g h -q u a l i t y so i l i de al f o r bo t h t r a d i t i on al an d mo d e rn f armi n g p r a ct ic e s .
Pr ox im it y to re se ar c h i n s t i t u t i o n s an d u ni v e rsit ie s fo s t e r s c o ll abo r a ti on an d R&D oppo r t u n i ti e s ,
Po s t -se c o n d a r y i n s t i t u t i o n s ar ou n d t h e r e g i o n a r e edu ca t i ng t he n ex t g e ne r atio n o f a g r i c u l t ural
l e a de r s . S ch oo l s o f fe r i ng spe c ia liz ed t ra in i n g in h o r t i cu l t u re , f oo d s af et y an d qu al i t y, l i v es t oc k
ge n et ic s , cr op s c i e nc e a nd ve te r i na ry s ci e nc e s co nt ri b u t e t o a v ibr an t t a l en t ba s e. T he s e
r e s e a r c h a n d t r ai n in g i ns t i t u t i o n s ha ve de mo nst ra t e d an i nt er e s t i n c oll abo r a t i on an d
pr od uc t d e v elo p m e n t, a p p lie d r e s ea rc h , a nd in t e r im p ro ce s si n g , t he F oo d
Pr oc e s s i ng De v e lo p m e nt Ce n t r e (F P D C ), lo ca t e d i n Le d u c, f o s t e rs
gr owt h a nd c omm er c ia liza t i on of f o od , be v e ra g e a nd in g r e d ie n t
ma nu f ac tu r in g co m p an i e s . W or k i ng wi th i ndu stry s t ak e ho l d ers a nd
c o mpa ni e s of a l l sizes, th e FPDC h elps bu i l d A lbe r t a va lu e -a dded
wh i le th e re gi on 's stra t e g ic l o ca t i on e nsu r es ex c e l le n t co n n e ct ivi ty a n d a c c e s s to la rger m ark e t s .
B y l e v er agi n g t h es e st re n g t h s , Kn e e h i l l Co un t y c an e f f e c ti v e ly a tt ra ct in v es t m e nt , t a l e nt , a nd
st a r t u p s i n th e a g -t ec h a nd a g r ic ul tu r e c l ea nt ec h s ec t o rs, c o n t r i b utin g to ec on omic d i ve r s i f i c at i o n
a nd su st a i na b le de v e lo p m e nt .
st re n g t h en i ng t he tr ain i ng o f f e rin g s of t he r e g io n a nd a r e h ome to p r o mi s i n g
a p p lie d r e s ea rc h f a cil i t i e s lik e t h e S m a r t F a r m at O l d s C o l l ege o f Ag ri c u l tu r e &
T ec h no lo g y.[3 4 ] T hro ugh a c o mbi n a ti on of ex p er tise , s p e ci al i ze d fac i l it ie s,
pr oc e s s i ng c a pac i t y a nd s uppo rt s i ndu stry a s i t p u rs ue s
n e w a n d ex is t i ng o p p or tu nit ie s.[3 5 ] T he r e g io n’s
a g ri c ul tu r a l t r a i nin g i nst i t ut io n s a l s o h e lp t o cre at e a
po t e nt ia l wo r kfo r c e w i t h re l eva nt kn owl e d g e a n d
t ra in i ng in a gr i cu l t ure .
A l b e rt a h a s i nt ro d u c e d th e Agr i -P r oc es s in g
In v es t m e nt Tax C re di t (A P I TC ) wh i c h
pr ovi de s a 12% no n-re f u nd a b l e t a x
wh e n c o r p or at io ns in v e s t $1 0
mil l i o n o r m or e i n a pro je ct t o bu i l d
o r e xpa nd a v a l ue -a d d e d a g r i -p r o cess in g
fa c i l it y i n Al b e r t a. Up t o $175 mil l i o n in
t a x c re di ts i s a va i la b le fo r e ac h p ro je c t .
T hi s t a x c re di t i s ma kin g t h e pro vin ce a pr e f e rre d
de st in at io n fo r la rg e sc a l e p ro jec t s , b u il di n g o n t h e
c o mpe ti ti v e a d v an ta g es a nd re aso n s w hy a g r i-
pr oc e s s i ng c ompa nie s i nve s t in A lbe r ta .[3 6 ]
[33] calgaryeco nomi cdev elopm ent.com/ass ets/Reports/Se ct ors/E ner gy-Env iro nm ent/CED -
2021_Calgary-Ene r gy-Transi ti on -Study-Fl a tsheet .pd f
[34]Cal garyEconomic Devel opm en t.c om
[35] a lbert a.ca/servi ce s-and-facili ti es
[36] a lbert a.ca/albe r ta-a gri-processing-investmen t-tax-cr edit
Pa ge 35
Page 43 of 205
Kn e eh i l l C ou n t y i s h ome to t h e H or s e s h o e Ca ny on w he r e visi to r s c an w i t n es s it s un i qu e a n d
ru g g e d l a n d s ca p e o f t h e B ad la nds . T he ar e a h a s be e n i de n t i f ied a s a h igh g r owt h p o t e ntia l r e g i o n
a s ou tl i ned i n t h e C an adia n B a dl an d s Di sc o v e ry R e p or t 2023. T h r ou g h t his pl an , th e g o al i s to g ro w
a nd d i ve r s i f y t h e e c on om y , s u p p o r t j o b s, p r e s e rv e cu l t u re s, f o s t e r in no v a ti o n, co n s er v e t h e
en v iro nmen t , an d i m p r ov e resi de n t qu al i t y o f l if e.
Al b e r t a’s v i s i t o r e co n o m y re co v er e d to p re-pa nd emic le v e ls in 2 0 2 2 an d T r a v el A l b e rt a ha s m ove d
b ey o n d r ec ov e r y an d i s n o w on th e p a t h t o r e s i l ie n c e a n d h igh g r o w th . T h e Al b e r t a g o ve r n m en t i s
in v es t i ng i n t ou r i s m ac ro s s th e p ro v in c e t h r ou g h T r av e l Al b e r t a's T ou r ism I nv e s tme n t P r o gr am a nd
t hr o ugh t h e d ev e l o p me n t of t he 1 0 to ur i s m de v e lo p m e nt z on e s .[37]
[37] T r a ve l Al bert a Badlands Touri sm Dest ination Zone D iscov ery R epo r t 2023:
https://industry.tr a velalb erta.com/re search/tourism-de ve lo pment-zone-reports/Canadi a n-Badlan ds
Economic Trends (cont’d)
T o u r i s m :
Fi gure 19: 20 22 Tr a vel Albert a To u ris m Spe n d
T he C a n a di an B a d l a n d s zo ne, w i t h in K ne e hil l C o u nt y , is p le n t i f u l o f s ce n i c v i s t as, h i s t o ri c a l
disc ov e r ie s, ar ts a nd c u lt ur e , a g r ic u lt ur e a n d cu l in ar y ex p er i e nc es , s o f t a d v en tu r e a nd f il m
t o u ri sm o p p or tu n it ie s. K ne e hi l l Co un ty ’s Ho rs esh oe C an yo n h as st ro n g p o te n t i a l t o be a pri me
a nc ho r f o r t h e z o n e a nd s o u g ht b y m an y f o r it s s ce n i c v i s t as a nd is h om e t o a st ro n g a g r ic u lt ur al
se c t or maki n g f a r m v i s i t s an d c u l i na ry a p r i m e o p p or tu n it y fo r gr o w t h. K ne e hil l C o u nt y i s a l s o
h ost t o a rt s a n d cu l t u re , u ni qu e a cc omm o da t i o n s , s t r on g hist o r i c al r oo t s an d i s h o me to m a n y
we l l-kn own fi l m s , m u s i c an d do c u m e nt a r y p r odu ct io n s .
E ve r y y ea r, o v er 4 0 0 ,0 0 0 v i s i t or s v i s i t th e Ca ny o n a n d 3 8 % of Al be r t an s h a v e in d i ca t e d t h ey w o u ld
be l i ke l y to t r av e l t o th e Ba d l a n d s a n d th a t 26% o f th e m ar e m ost li k e ly t o go hik i ng wh i l e 24% a r e
mo s t l i k el y t o g o c ampin g . Fi f ty -th r ee p e r c e nt o f A l b ert a ’s p opu l a tio n l i v es with i n a 3 -h o u r d ri v e
o f K ne e hi l l Co un ty . O ve r 6 9 ,0 0 0 A l b er ta ns r e s i d e w it hi n a on e -h o u r dri v e a nd ne ar l y 1.8 m i l li o n
A l b e rt a n s a r e wit h i n a 2 -h o u r d ri v e .
Gi v e n t h e s tr on g as s et s i n th e C o u nty a n d r egio n, T ra v el A l b er ta is c om m i t t e d to s uppo r t i ng
i n v est m e nts t o a t t r ac t high -v al u e t ra v el e rs b y i nc r ea s i ng a c co m mo d a tio ns, i n c r e a s i ng y e a r -r o u nd
pr od uc t off er i n g s a n d p a c ka g e a nd it in e ra r y d e v el o p m en t. W it h th e s u p p o r t s o f Tr av e l Albe r t a,
su r r o u ndi n g t ou r i s m r egio ns, bu s i nesses a nd go v ern m e nt , H or s e s h o e Ca ny on i s w ell p os it io n t o
be co m e a “s ign at ur e m u s t -e x p e r ie n ce g at ewa y to t he C an adi an B a dl an d s” b y 2 029 a s o u t l i ne d i n
t h e Ho rsesh oe C an yo n Ma s t e r Plan .
Pa ge 36
Page 44 of 205
W e l ln e s s to ur i s m i s on th e rise w i t h o p p o rt un i t i es t o c re at e a nd p ro m ot e
n e w e x p e ri e n c e s w i t hin t h e Co un t y . T he w e lln e s s t o ur i s m i nd ust ry is
ex p ec t i ng t o r e a ch a gl o b a l va l u e of $1.4 tri l lio n by 2 0 2 7 . O n a v er age ,
in te r na t i o n a l w e ll n es s t r a v e le r s s p e n t 4 1 p e r c e nt m o r e t ha n t y p i ca l
in te r na t i o n a l t r av e l er s i n 2 0 2 2 [38 ]. O u t do o r a dv e nt ur e s (w a l k in g an d
t r ek k i ng t o u rs), n at ur e a n d co ns er v a tio n-ba s e d t r a v e l a s w e ll as c u lt ur al
t r a v el are tr e nd in g w i t h t r a v ele r s l o oki n g m or e a t sh ou l d e r s ea s on t r a v e l
ve r s u s p ea k s ea s on .
Al b e r t a h a s se t t he s ta g e f o r s ome o f t h e mo s t be l o v e d a n d s u c c ess f ul
f ilms in hist o r y. M or e t h a n 1 0 0 f i lms a n d t e lev i s i o n s h o w s h a v e b ee n
s ho t i n A l b e rt a . T h i s vibr an t a nd gr o w in g m ad e-in -A l b erta f i lm in d u s t r y
p ro v ides sign i f i c an t o p p o r tu nit ie s to p r o mo t e t r a v el a nd i n v est m e nt in
t he p r ov i n c e . T he fi l m i nd ust ry co nt ri b u t e s hu n d r eds o f mi l l io ns a n n u a l l y
t o A l b e rt a ’s e co no m y th r ou g h j ob c r ea t i on , t ou r i s m , ho t e l bo ok i ng s ,
s p en di n g a t l oc al r es t a u r a nt s an d at t r a ct io ns , ve h ic l e r e nt a l s , a n d m ore .
Kn e eh i l l C ou n t y h as a n o p p or tu n it y to ex p lo r e t hi s se ct o r , w it h i ts
p re v i o u s f i lm in g of S u p er ma n III, L os t i n S p a ce an d t h e He ar tl an d se r i es,
a s e x ample s .
T h e pr o vi n ce s u p p or ts t hi s i n d ust ry t h ro u g h th e Fi l m an d T ele v i s io n T ax
Cr e d i t (F T T C), wh i c h o ffe r s a r e f un da b le A l b ert a t ax c r e d i t (2 2 % or 3 0%)
c e rt i f ic ate o n e l ig ibl e A lbe r ta p ro d uc ti on an d l abo ur co s ts t o
c or po ra t i o n s th a t pr o d uc e f ilms, t el e v is io n ser i es a n d o th e r el i g i b le
s c r e en -b as ed p ro d uc ti on s i n t he p r ovi n c e .[39]
[38] TravelA lberta.com : https://ind ustry.trav el a lbert a.com/posts/article s/t he -future-is -calm-ex ploring-the-welln ess-t ou r ism-
i ndu st r y
[39] G overn ment of Alberta Film and Tax Credit : https ://www.al berta.ca/film-televis io n-tax-credi t
Economic Trends (cont’d)
T o u r i s m (c o n t ’d ):
M A D E I
N
KNEEHI
L
L
K n e e h i l l C o u n t y i s h o m e t o a
t h r i v i n g f i l m p r o d u c t i o n
d e s t i n a t i o n
6 0 + m o v i e s , t e l e v i s i o n a n d m u s i c
v i d e o p r o d u c t i o n s
Pa ge 37
Page 45 of 205
[40 ] Travel Alb erta.com: h ttp s://i ndust r y .trav elal bert a .co m/posts/artic les /t he-future-is-calm-explorin g-the-welln ess -tour ism-
industry
Economic Trends (cont’d)
T o u r i s m (c o n t ’d ):
Fi gu re 2 0: 10-y e ar po t e n t ia l of t he Cana d ia n Bad la nds T DZ [4 0 ]
Fi g ure 2 1 : 2 0 1 9 Visito rs t o th e Ca nadian Ba dla nd s TDZ
Pa ge 38
Page 46 of 205
Economic Trends (cont’d)
T o u r i s m (c o n t ’d ):
Fi g ure 2 2 : Tr av e l A lber ta Tr av e ler P ro f iles[41]
Pa ge 39
[40 ] Travel Alb erta.com: h ttp s://i ndust r y .trav elal bert a .co m/posts/artic les /t he-future-is-calm-explorin g-the-welln ess -tour ism-
industry
Page 47 of 205
[41] regi onald a shb oard.alberta.ca/r egion/knee hill -coun ty
Economic Trends (cont’d)
E n e r g y :
A l b e r t a ’s ene r gy s e ct o r i s r e cove r i n g a nd i s f o r e c as t e d to g row o v e r t h e n e x t t h r ee y e a rs .
A l b e r t a i s C a n a d a ’s l a r g e s t o i l an d na t u ra l g a s p r o d u ce r , h o m e t o roug h l y 3 /4 o f C a n a da ’s
c r u de o i l an d na t u ra l g a s p r o d u ct i o n a n d h a s t he 3 r d l a rg e st c r u d e o il r e se r v e s i n t h e
w o r l d . O i l a n d n a t u r a l ga s de v e l o p m e n t s u p p o r t s 3 0 % o f a l l e c o n o m i c a c t i v i t y i n t he
p ro v i nc e , w it h ove r 4 1 5 ,0 0 0 j o b s , 2 0 ,00 0 b us i n e ss e s, a n d g e n e r a t e s ove r $4 .8 b i l l i o n i n
r o y a l t i e s . A l b e r t a ’s N at ur al G a s V i s i o n a n d S t r a t e gy e n v i s i o n s A l be r t a as a glo b a l s u p p l i e r
of c l e a n , res pons i bly sou r c e d n at u r al g a s a n d rela t e d pr o duc t s.
K n e e h i l l C o u n t y p r o d u c e d 2 .3 bil l i o n m³ o f n a t u r a l ga s
i n 2 0 2 2 , th e 10 t h h i gh e s t i n t h e p r o v i n c e . N at u r al g a s
p r o d u c tion d ec l i n e d -8 .3 2 % y e a r -o v e r -y e a r , a n d
d e c r e a se d -11 .3% i n t h e l a st f i v e y e a r s. T h e C o u n t y
ha d 12 .3 b i l l i o n m ³ o f n a tu r a l g a s r e se r v e s i n 20 22 ,
t h e 1 0 t h h i g h e s t i n t h e pr o v i n c e . N a t u r a l g as r es e r v es
d e c l i n e d -4 .5 6 % y e a r -ove r -y e a r , a n d d ec r e as e d -7 .8 8 %
i n t he l a s t five y e a rs .[4 1 ]
F ig u re 2 3: K n ee h il l Ene r gy St a t is t ics
Pa ge 40
Page 48 of 205
Economic Trends (cont’d)
E n e r g y (c o n t ’d ):
Kn e eh i l l C ou n t y pr o d uc e d 5 0 0 ,2 4 2 m ³ of o i l i n 2 0 2 2 . O i l pr o d uc t i on i nc r ea s ed 1 9 .1% y e a r -ov e r -y e ar ,
a nd in cre ased 221.4 % i n t h e l ast f i ve y ea rs. A l b erta p r o d u ce s appro x i m atel y t hr e e-q u a r t e rs o f
Ca na d a ’s c ru d e oi l a n d n a t u r a l g a s , ho l d i ng t h e t h ird l arge s t c r ude oil r e s er v e s i n th e w or l d . In
2 0 2 2 , t he e ner g y sec t or c o n t r ibu te d a p p ro x i m at el y $1 3 5 b ill i on C a n a d i a n t o Al b e r t a 's GDP .[4 2 ]
T h e r e w e re 4 1 w e l l s i n 2 0 2 2 , wh ic h in cr e a s e d 10 5 .0 % y e a r -o v e r -y e a r , a n d i n c r e a sed 6 4.0 %
i n t h e l a st f i v e y e a r s.
Fig u r e 2 4: K n eeh il l Natural G a s Pr oducti o n o ve r 5-ye ar s
F ig u re 2 5: K n ee h ill O il P r o d u c t ion o v e r 5-y e a r s
Pa ge 41
Th e regi on h a s an abo v e a ver age c o n c e nt ra t i on of bu s i n ess es in m i nin g , q u a r ry i ng a nd o i l a nd ga s
e x tr ac t i on co m p ar e d t o t he p r ov i n c i a l av e ra g e .[4 3 ] Kn e e hi l l Co un ty is s t r a te g i ca ll y lo c at ed in th e
West er n C a na d i a n S e d i m e nt a r y B a s i n wh i ch co nt a i ns o ne o f t h e wo rld’s la rge st re s e r ve s o f
co nve n t i o n a l oi l a n d na t u ra l g a s .[44]
Th e re h a s be e n o v er $1.5 b i lli on i n c api ta l e xpe n d i t u re al l oc a te d t o appr ove d pr oj e cts s la t e d f or
co ns t r uc t i o n b e t w een 2 0 1 9 to 2 0 2 2 i n A l b e rt a .[45] T he tr an s i t i on to c l e a n er e ne r g y a nd i n no v a ti on
w i t hin t h e en e rgy s e c to r, i n cl u d i n g i n Kn e eh i l l C o u n t y, i s pr oj e cted t o cre at e u p t o 1 7 0 ,0 0 0 jo b s a n d
co nt ribu t e $6 1 b i l li o n to A lber ta ’s G D P b y 2 0 5 0 .[4 6 ] In n o v a ti o n i n t he e n er g y in d u s t r y i s a k e y
oppo r t un i t y f o r t h e Pr ovi n c e an d K ne e hil l C o u nty .
[42] statis ta.com/stati stics/91698 6/g dp-o f-canada-by -energy-sector -b y-provin ce
[43] Kn eehil l County Bas e Anal ysi s and Sector Repo rt
[44] Kn eehil l County Energ y Profil e
[45] calgaryec o nomi cdev elop me nt.c o m /sectors/energy-environm ent
[46] calgaryec o nomi cdev elop me nt.c o m /n ewsroo m /al berta -energy-tr ansition-s t udy-a -61 b-op por tunit y
Page 49 of 205
Kn e eh i l l C ou n t y a nd c e nt ra l Al b e r t a h a v e ex p er i e nc ed no t abl e g r o w th i n th e m an u f a ct ur i ng s ec t o r
(a resu l t of in cr e ase d e m p l oy m e nt, h i g he r G D P co nt ri b u t i o n s , s u b s t an ti al i nve stm en ts, a nd
en ha nc e d e x p or t a c ti v i t y i n t h e sec t or ). Th e Co un ty 's s tr at egi c lo ca t i o n p ro v id es e as y ac ce s s to
t r a ns p o r t at io n ro ut es, ma k in g i t an at t r a ct ive d e s ti n a ti on f o r ma nu fa c tu r in g b u s i ne s se s [4 7 ]. T he
m a n ufa ctu r i ng se c t or i n Al b e r t a c o n t r ibu te d $23.4 b i l li o n, ac co un ti n g f or 8 % o f t h e pr ovi n ce 's
G ro s s D om est ic P r o d u ct (GDP) in 2 0 2 1 , w i t h o n e i n t w e nt y w or k e rs e mpl oy e d i n th i s s e cto r [48].
Add it io n a l ly , m a n ufa ct u r i ng sa l es in A lber ta in cr e ase d by 1 .0% f ro m F ebr u a r y 2023 t o F ebru a r y
2 0 2 4 , re ac hin g a to t al v al u e o f $8 .8 b i ll i on .[49]
T h is p o s i t i v e t ren d h igh l i g hts t he o ve r al l upwa rd m o me n t u m i n th e m an uf a ct ur i ng s ec t or wi th i n th e
re g i on . T h e se c t or 's e x pa n si on i s f u ele d b y d ive r s e s ub-in d u s t r i es , i n cl u d i ng ma ch i ne
m a n ufa ctu r i ng a nd a g ri-pro c e s s i ng [50]. Ac co r d i n g to t h e Kn e eh i ll C ou n t y E c on o m ic B a s e A naly s i s
a nd S e cto r R e p o r t , m ac hin e m a n ufa ct ur i ng a nd m et a l f a b r i c at i o n a r e sign i f i c an t su b se ct o r s d r i v in g
t hi s gr owt h. I n p a r t i c u l a r , f a b r ic at ed m et a l p ro d u c t ma nu fa c tu r in g , i nc l udi n g f or g i n g , st a mpi n g ,
f o r m i ng, t u r n in g , a n d j o i ni n g a c t i vitie s , i s p r o mi n en t. Wit h a f o cu s o n i n no v a t i on an d te ch n o l ogy ,
lo c al ma nu f ac tu r er s are e nh an ci n g p r o d u ctiv i t y a nd p ro d u c t q ua li ty , c on tr i b u t i ng t o th e re g i on 's
ec o n omi c vita l it y .
As o f th e la t e s t da t a , th e m a n ufa ctu r i ng i n d us t r y ac co un te d f o r 5.9 % o f t ot a l em p lo yme n t i n Al b e r t a
in 2 0 2 0 w i t h 1 2 5 ,8 0 0 jo b s [5 1 ]. Oc cu p at io ns in m an u f a c t u ri n g a n d ut ili ti e s i n K n ee h i ll C ou n t y
a cc ou nt ed f o r 3 .1 % o f t h e e m p l o ye d l abo ur fo rc e .[5 1 ] Cu r r en t r e s e a r c h in ma nu f ac t u rin g i s d ated,
t he r e f o r e t he C ou n t y wi l l ne e d t o re e x amin e t his sec t or i n m o r e d et a i l t o de te r m i ne i t s po t e nt ia l
m o v i ng fo r w a r d .
T h e l o g ist i c s se ct o r i n K n ee h i ll C ou nt y an d c en tr al A l b e rt a ha s p ot en ti al g i v en th e a r ea 's r o b u s t
t r a ns p o r t at io n in f r a st ru ct ur e a n d p r o xi mi ty t o m a jo r m a r k et s [5 2 ]. Th i s s e ct o r s upp o r t s o t he r
in d u s t r i es s uc h a s m an uf a ct ur i ng , a g ric ul tu r e, a nd e n ergy , c on tr i b ut in g to ov e r a l l e c o n o mi c vi ta lity .
H i g hwa y tr affic co un t s a t t h e in t e r s ec ti on of h i g h wa ys 21 a nd 2 7 h ave i nc r ea s e d o v e r 10 y e a r s t h e
t ota l wei g h t e d a v e ra g e a nn u a l d ai l y traf f i c u p t o 2,990 i n 2 0 2 3 f r o m 2,410 i n 2 0 1 4 . 7 7 % w ere
p a s s e n g er v e hi cle s , 1 7 .1 % t r a c t or tr ail e r u n it s , 3 .9% s in g l e un i t tr u c k s , a n d 1 3 8 % r e c r e a ti on
ve h ic l es .[5 3 ]
[47, 48, 4 9, 5 0] K neehi ll County Competitive Land An alysis
[51] Al berta Manuf ac turing Indust ry Pro file 20 20 - alberta.ca
[52] www.kn eehill.ca
[53] t ransportation.alberta.ca/mapp ing
4.3 Economic Trends (cont’d)
M a n u f a c t u r i n g a n d L og i s t i c s :
F ig u re 2 6: A lb erta Hi ghwa y 21 & 2 7 Traf fi c C o u n t
Pa ge 43
Page 50 of 205
B u s i ne s se s be n efit f ro m e f f i c i e nt a cc es s t o r ail w ay s , hi g h w a ys, a nd a irpo rt s , f a c il i t at in g th e
m o v e m e nt o f g oo d s ac r o ss t he p r o v i nc e a n d b ey on d . Ad d it i o n a l ly , t h e C ou n t y's f a v o r abl e b usin e s s
en v iro nmen t e nc ou r a g e s i nve s tm en t i n lo g i s t i cs a nd d ist ribu ti on f ac i litie s , d r i vin g j o b cr e atio n a nd
ec o n omi c g ro w t h .[5 4 ]
T h e K n eeh i ll C ou n t y E c on om ic Ba s e An aly s is a n d S e ct o r R e p o r t st a te s th at t hi s gr owt h i s fu e le d by
t he r i s e o f r ur al l ogist ic s , i nc lu di n g o n lin e s ho p p i ng a nd fu l f i l lmen t c en te r s , c at eri n g t o t he e vo l vin g
c on su m e r d ema nd s . T he se c t or 's i m p or ta nc e is u n d e rsc or e d b y i ts vi ta l ro le i n s uppo r t i ng o t h er
in d u s t r i es s uc h a s m an uf a ct ur i ng , a g ric ul tu r e, a nd e n ergy .
T h e t ru ck tra nspo r t a tio n se c t or (NA I C S 484) c on tr i b ut es a p p r o xima t e ly $3 .5 2 b ill i o n t o t he
p ro v in ce’s GDP, ac co un ti n g f or j ust o v e r 1.1 % o f t ot a l G D P in A l b er ta .[5 5] To t al e m p l oy m e nt in t h e
t r u c kin g a n d l o g i s ti c s s e c to r in A lber ta h as a v era g ed 95 ,300 wo r ke r s ove r t h e pa s t de ca d e ,
a cc ou nt in g fo r 4.3 % o f e m p l o ymen t i n t he p r ov i n c e . Al b e rt a ac co un ts fo r 1 4 .3% o f e m p l oy m en t i n
t r u c kin g a n d l o g i s ti c s a cro s s C a n a d a.[5 6 ]
As t he ma nu f ac t u ri n g a n d l o g i s ti c s s e c to rs c on ti n ue to evo l ve , th e re ar e em er gi n g o p p ort u n i t i es f o r
c ol l abo ra t i on an d i nn ova t i o n . K n eeh i ll C ou n t y's E c on o m ic Ba s e An aly s i s hi g h ligh t s th e p ot en t i al f o r
s y n er gi e s b e t w e en m an u f a c t uri n g a n d o th e r ke y sec t or s, su ch as e n ergy a n d t ou r is m . B y l e v erag in g
t he se co nn e ct io ns , bu si n ess es c an ca p it a l i z e o n s upply c h a i n e ffi c ie n ci e s a n d m ark e t
d ive r s i f i c at io n, st ren g t h en i n g t he r e g io n's c om p et it ive adva nt a g e .
[54] Knee hill Cou nty Competitive Land Ana lys is
[55] Sta tistics Ca nada . Table 36-10-0402 -01 Gr o ss domestic pr o duc t (G DP) at ba sic pr ic es, by in d ustry , prov in ces and terri tor ies
[56] T rucking HR Can ad a, Statistics Canada, Labour F orc e S urve y, custom da ta reque st, 202 2
[57] t ransportation.alberta.ca/mapp ing
Economic Trends (cont’d)
M a n u f a c t u r i n g a n d L og i s t i c s (c o n t ’d ):
WAAD T sta nds fo r Weighted An nua l A ver age Da ily Traffi c. I t repr e sen ts the av e ra g e da il y t wo-
w ay tr affic vo lu me f or a sec tio n of high way expr e ss e d a s vehicl e s p e r da y fo r th e perio d o f
Ja nuary 1 t o D e cember 31 (3 6 5 o r 366 d ays) .
Pa ge 44
Fi gur e 27 : H is t o r ic Wei g h te d Ann u a l A v e rag e D a il y T ra ff i c [57]
Page 51 of 205
T o s ust a i n t he m om en tu m i n m a n ufa c tu r i ng a n d l og ist ic s , t arge te d i n ve st m en t a nd s uppo rt
in i t i a ti v e s a r e c r uc i a l . F os t e ri n g a n en v i ro n m en t c on d u c i v e t o b u s i ne s s gr owt h wo ul d e n s ur e t h a t
Kn e eh i l l C ou n t y r e m ai n s a dy na m i c h ub fo r m a n ufa ctu r i ng a nd lo g is t i c s ac ti v i t i es .
T h e C o m p et it i ve L an d A n a l ysi s r e v ea ls a m p l e o p p or tu n it i es fo r in v e s t me n t a n d d e v el o p m en t i n
m a n ufa ctu r i ng a nd l o g ist i c s -r e l a t e d ac t i v it ies. Ty p e s o f i n d us t r ie s po is ed f o r g r o w t h i n c lu de l a r g e-
s c ale f oo d p r oc es s in g , f abri ca t i on , w a r eh ou si n g , t r a ns p o r t at io n , a nd in d u s t r i a l a ct ivi ti e s .
G o v e rn m e nt in c en ti v e s , s uppo r t i ve i n f ra s tr u c tu r e, a nd a c c ess t o sk i l led l abo r f ur th e r en ha nc e t he
re g i on 's att r a ct ive n ess f o r b us in e s s e s s e e ki n g t o e st a b l is h o r e xpa nd t he i r m a n ufa ctu r i ng a nd
lo g i s t i c s o p era t i o n s .
T h e ma nu fa c tu r in g se ct o r ’s f o c u s o n i nn ov at io n a nd t e c h no lo g y e n ha nc es p ro d u c ti v i t y a nd pr o d uc t
q ua l it y , f u rt he r c o ntri b u t i ng t o G D P . S u b -in du s tr i e s s uc h a s m ac h in e m a n uf a ct ur i ng, me ta l
f a b r i c at io n, a nd a g ri-pr o c e s s i ng a r e k e y dr i v er s o f t h is g ro w t h .[5 8 ] A m p le o p p o r t u ni tie s fo r
in v es t m e nt a n d d e v el opm en t i n m a n uf a ct ur i ng a nd lo g is t i c s-re l a te d ac ti v i t i es ex ist . Go v er n m e nt
in ce n t i v es , su p p o rt ive i nfra s t r uc t u re, an d ac ce ss t o s k i lle d l abo r e n ha nc e t he r e g io n's
a t tr ac ti v e ne s s fo r bu si n es s es , pr o m o tin g f u rt he r ec on om ic g r o w th .
[58] e conomicdashboard.alber ta .ca /top ic s/gdp/
Economic Trends (cont’d)
M a n u f a c t u r i n g a n d L og i s t i c s (c o n t ’d ):
Pa ge 45
Page 52 of 205
A S WOT an al ys is is a c om p ila t i o n o f th e r esu l t s fr om t he do cu m e nt re v i ew, c o mmu n i t y e ng a g e m e n t
a nd t he sta t i s ti ca l a n a l y s i s . T h e S WO T i s a pra c ti c e o f ex p l o r i ng an d i n t e rpre ti n g Kn e e h i l l Co un ty ’s
i n t e r na l a nd e xt er n a l e nv i r o n m e nt t o be tter u nde r s ta nd t he tr e nds a n d d r ive r s of c ha nge an d h ow
t he y wi l l im p a ct Kn e eh i l l C o un t y. I t a ls o p r o v i d e s v a l ua b le i n f o r m at io n t ha t hel p s i n m a k i ng
d ec i s io ns a n d c r e a ti n g a m e an i ngfu l a n a l ysi s o f t h e po t e nt ia l ec o n omi c d eve l opme n t op p o r t u ni ti e s
a v a i la b l e fo r t he C ou n t y.
Strengths, Weaknesses, Opportunities and Threats (SWOT)
S T R E N G T H S
Alberta has the lowest tax rate for businesses in Canada
Alberta saw an overall increase in total exports in past year, with specific growth in construction, education services,
arts, entertainment and recreation sectors
Strong community agricultural culture and heritage
County boasts 814,653 acres of land and 628,009 acres of cropland
Kneehill is located at the centre of a high-volume grain and beef production area
Proximity to multiple major urban centres (Calgary, Edmonton, Red Deer, Olds, Drumheller)
Strategic access to Canamex corridor and major transportation routes (Highway, rail, airport (Calgary Edmonton, Red
Deer and local airports in Three Hills and Beiseker)
Proximity to Calgary’s Intermodal facilities and international trade markets
The region has an above average concentration of businesses in mining, quarrying and oil and gas extraction
compared to the provincial average
Oil production increased 19.1% in 2022 and total well counts increased 105% in 2022
Healthcare top employment
Strong entrepreneur support system within the region (i.e. Community Futures Wild Rose, CAEP, Kneehill Adult
Learning) and strong social support system withing the region (i.e. FCSS)
Numerous economic development documents and studies previously completed
Municipal Development Plan update and Horseshoe Canyon Master Plans are currently under revision
Access to regional post-secondary institutions (Olds, Red Deer Polytechnic, Calgary, Edmonton, Lloydminster)
Proximity to Leduc Food Processing Development Centre
53% of Albertans reside within a 3-hour drive, approximately 1.8 million reside within 2 hours and 69,000 reside within
1-hour drive of Kneehill County
Horseshoe Canyon is one of the best places to see the unique and rugged landscape of the badlands (over 400,000
visitors stop to enjoy the view)
Existing website with information pertinent to business retention and expansion
Reasonably affordable in comparison to larger communities and closer to the city
Representation on the Central Alberta Economic Partnership and on the Community Futures Wild Rose board of
directors.
Interest by land owners to rezone land.
W E A K N E S S E S
Lack of diversity of businesses given the strong agricultural community leaving the community vulnerable to sudden
changes in agriculture
Inconsistent communication and ability to engage with businesses with no CRM or Business License to assist with
business retention, emergency management or disaster recovery. Current infrastructure needs updating to support
growth (broadband, utilities)
Little awareness and education on economic development opportunities and potential
Communication and cooperation with municipality
Minimal economic development municipal budget to support policy framework (social, economic, environment,
incentives)
No shovel ready lands and maps to identify green and brownfield developments to develop to allow for business
expansion and attraction opportunities.
Perception of Council not involving community in decision-making
Diminishing employment opportunities and talent
Economic development knowledge and awareness throughout the community and leadership
Declining population, industry workforce and Business counts
Pa ge 46
Page 53 of 205
Strengths, Weaknesses, Opportunities and Threats (SWOT)
O P P O R T U N I T I E S
Explore agricultural processing and ag-tech innovation opportunities
Build agri-tourism activities on existing farm operations and create a network of complementary attractions
Take advantage of provincial support to grow tourism in the Canadian Badlands and Travel Drumheller
Continue engagement with Drumheller and Travel Alberta to develop and promote the County’s tourism assets
through the destination zones to attract new markets
Review recommendations from the Horseshoe Canyon Master Plan and adopt plans as directed by Council
Revisit Kneehill County Tourism & Recreation Master Plan and incorporate the recommendations (including, but not
limited to: Develop tourism and recreation infrastructure; and develop a tourism marketing strategy
Expand current success in the film industry
Seek renewable energy opportunities and innovation within the energy sector. Central Alberta is one of Canada’s
sunniest and windiest places, making it the ideal location for renewable energy projects
Leverage logistics networks to export high value, easily transportable agri-food goods
Target growth in hamlets
There is a need for one single comprehensive map of the entire County
Upgrade and invest municipal infrastructure
Participate in an investment readiness process to understand the land requirements and infrastructure upgrades
necessary to attract and expand desired markets. Complete an update Competitive Land Analysis to reflect new MDP
Take advantage of CAEP’s initiatives
Access regional data available on the CAEP website for investment attraction and retention
Participate in CAEP’s upcoming sector committees to amplify Kneehill’s presence within the central Alberta region
Take advantage of Community Future Wild Rose programs and initiatives
Promote access to Community Future’s access to capital and training programs
Utilize Community Future’s incentives through the Community Business Investment Program
Promote and encourage youth to become entrepreneurs through Community Future’s YETI program
T H R E A T S
Resident’s desire to maintain agricultural heritage
Concern over development having negative impact on agriculture
Opposition from residents on renewable energy projects
Minimal lack of funding programs for business and property improvements
Available housing shortage
Availability of skilled labour
Availability of employment opportunities to keep young people
Lack of broadband/fibre optics internet access
Proactive and forward-thinking neighbouring municipalities may be more attractive to investors
Pa ge 47
Page 54 of 205
5
Kneehill County is a diverse and thriving community,
celebrating economic prosperity while maintaining
the County's rural way of life and achieving a balance
between economic growth, environmental
sustainability, and community well-being.
K n e e h i l l C o u n t y E c o n o m i c D e v e l o p m e n t V i s i o n S t a t e m e n t :
Vision
S umm a r i z i ng t h e r espo n s es f ro m th e c om m un i t y en g age m e nt ,
t he v i s io n f o r K ne e hi l l Co un ty ’s f ut ur e s h o u ld in v ol v e a b al an ce
be twe e n e c o n o mi c gro w t h , e n v ir on me n t al s u s ta in abi l i t y, an d
c omm un i t y we l l-b ei n g .
Pa ge 48
Page 55 of 205
The following four (4) strategic priorities and ten (10) goals focus on providing initiatives necessary to
prepare Kneehill County for investment. These initiatives are aimed at strengthening the community and
economy between 2024 – 2027. Kneehill’s Municipal Development Plan is expected to be completed in
Summer 2024 which may potentially impact the County’s Economic Development, therefore these priorities
may be revised to align with the new governing documents.
6 Strategic Priorities
2
1
3
Increase awareness and understanding of economic development principles for
elected officials, senior staff, businesses and residents
Foster community stakeholder engagement and input to stimulate economic
opportunities
Support and inspire youth entrepreneurs and leaders to establish Kneehill County as a
desired community to remain, return and establish
Design and deliver a business retention and expansion program that initiates
engagement between the County and businesses
Encourage diversification and innovation in industry sectors to stimulate economic
growth and job creation
Achieve an intermediate to advanced investment readiness status to attract
investments to drive economic growth
Develop a targeted investment attraction strategy by engaging the community
Promote and elevate the quality of life to attract and retain residents, attract visitors,
workforce and business investments to the County
Identify and collaborate with regional partners and stakeholders to promote and
amplify the region
Continuously monitor progress and gather input to update the plan
4
5
6
7
8
9
Build Leadership Capacity01
0 2 Strengthen Existing Businesses
0 3 Enhance Investment Readiness
0 4 Elevate Kneehill County’s Brand
10
Pa ge 49
Page 56 of 205
GOAL #1:
GOAL #2:
GOAL #3:
Increase awareness and understanding of economic development
principles for elected officials, senior staff, businesses and residents
Foster community stakeholder engagement and input to stimulate
economic opportunities
Support and inspire youth entrepreneurs and leaders to establish Kneehill
County as a desired community to remain, return and establish
6 GOALS AND TACTICS
Build Leadership Capacity01Inspire, inform and motivate to community leaders by increasing economic development
capacity through training for elected officials and senior staff and fostering meaningful
engagement through awareness with community stakeholders.
Economic development training for elected officials and senior staff.1.
Equip officials and staff with the necessary skills to effectively plan, execute, and manage
economic development initiatives through rural economic development and training on the
social side of economic development for municipal leaders.
2.
Engage with youth stakeholders to deliver youth entrepreneurship programs.3.
Create structured avenues for regular dialogue with a diverse range of community
stakeholders, including local businesses, educational institutions, non-profits, and residents.
4.
Establish working groups and advisory committees that include community representatives
to collaborate on economic development projects and initiatives.
5.
Implement transparent communication channels to keep stakeholders informed and
engaged.
6.
Tactics:
Pa ge 50
Page 57 of 205
GOAL #4:
GOAL #5:
Design and deliver a business retention and expansion
program that initiates engagement between the County
and businesses
Encourage diversification and innovation in industry
sectors to stimulate economic growth and job creation
02 Strengthen Existing Businesses
Build a strong and resilient local business economy by cultivating an entrepreneurial culture
through initiatives aimed at innovative and growth.
Business visitation programs, including asset mapping exercises to identify
businesses, natural asset inventory, programs and supports; develop a Business
Support Program.
1.
Build relationships with education institutions, government, associations and
Chamber of Commerce to connect businesses with programs and supports.
2.
Business resiliency and disaster recovery programs.3.
Conduct a Supply chain optimization review.4.
Offer incentives for innovation and development.5.
Collaborate and promote CAEP's Business Support Network.6.
Implement a Shop Local Campaign and collaborate with the Three Hills & District
Chamber of Commerce #LovingMyLocalKneehill’s initiative.
7.
Facilitate access to funding programs to improve the availability of funding for
business and property improvement.
8.
Gather Workforce Development insights from both employers and employees on
the challenges and opportunities related to attracting and retaining workers in
the area as well as housing needs.
9.
Facilitate a Work Integrated Learning Program to align programming with
business needs.
10.
Work with educational institutions and industry stakeholders to develop training
programs that meet the demands of local businesses.
11.
Establish a robust framework for economic disaster recovery, including
contingency plans, support systems, and partnerships to mitigate the impact of
economic disruptions and facilitate swift recovery.
12.
Tactics:
Pa ge 51
Page 58 of 205
GOAL #6:
GOAL #7:
Achieve an intermediate to advanced investment readiness
status to attract investments to drive economic growth
Develop a targeted investment attraction strategy by
engaging the community
03 Enhance Investment Readiness
Prepare the County for investment attraction through the investment readiness process to
prepare for long-term investment attraction and growth.
Update community profile, and sector profiles (statistics, asset inventory of
developers, realtors, land available, site selectors, maps, stakeholders, etc.).
1.
Conduct a comprehensive analysis of available land for commercial/industrial
development.
2.
Conduct a complete community SWOT Analysis.3.
Streamline regulatory processes to create a more investor-friendly environment.4.
Identify strategic sectors focusing on attracting investments in high-potential
industries (such as such as advanced manufacturing, agribusiness, and
technology).
5.
Establish partnerships and collaborate with regional development projects by
actively engaging with neighboring communities and organizations to create
synergies.
6.
Collaborate with industry associations to promote the County as a favorable
business location.
7.
Develop and implement a detailed Business Investment and Attraction Study to
identify key sectors for investment attraction and industry development. Utilize
the Business Investment and Attraction study findings to formulate targeted
marketing strategies for business attraction.
8.
Prioritize infrastructure development to meet the needs of growing industries.
Ensure alignment with the new Land Use Bylaw to capture economic
development requirements.
9.
Prioritize Hamlet revitalization to facilitate targeted growth.10.
Develop a Filming Attraction report to encourage Kneehill County as an ideal
place to film movies and series.
11.
Create a municipal tax incentive program to attract industries.12.
Develop and implement strong policies to maintain environmental quality.13.
Investigate looking into creating a Certified Site Program. 14.
Enhance connectivity and transportation infrastructure.15.
Tactics:
Pa ge 52
Page 59 of 205
GOAL #8
GOAL #9
GOAL #10
Promote and elevate the quality of life to attract and
retain residents, attract visitors, workforce and
business investments to the County
Identify and collaborate with regional partners and
stakeholders to promote and amplify the region
Continuously monitor progress and gather input to
update the plan
04 Elevate Kneehill County’s Brand
Elevate Kneehill County's brand as an attractive place to live, work and play locally,
regionally and nationally.
Develop tourism and local business campaigns utilizing #explorekneehill and
promote key stakeholders.
1.
Promote the business development and permitting process.2.
Communication campaign to connect businesses with regional programs and
supports.
3.
Feature testimonials and success stories from residents to highlight the quality
of life.
4.
Foster a sense of community through effective communication through an
integrated engagement and communication strategy for residents.
5.
Showcase local amenities and community events through various promotional
materials.
6.
Develop branding materials that emphasize the benefits of rural living.7.
Update Business Guide currently available on website.8.
Enhance the "Doing Business" section on the Kneehill County Website.9.
Tactics:
Pa ge 53
Page 60 of 205
To ensure the effectiveness of this strategy and to track progress, a robust evaluation
framework is necessary and will include a mix of quantitative and qualitative measures, regular
monitoring, and stakeholder feedback mechanisms. By doing so, Kneehill County can make
informed adjustments to our strategies and ensure initiatives are driving sustainable growth and
prosperity.
Build Leadership Capacity
Training Participation Rates: Number of elected officials and senior staff completing
economic development training programs.
Stakeholder Engagement Sessions: Frequency and attendance of stakeholder engagement
meetings and workshops.
Strengthen Existing Businesses
Business Retention Rate: Percentage of businesses retained annually (only do this if we you
proceed with a business license program).
Expansion Projects: Number and scale of business expansion projects initiated or
completed (development permits approved, projects supported/funded).
Business Satisfaction Surveys: Feedback from local businesses regarding support services
and business climate (business visitation program).
Job Creation: Number of new jobs created as a result of expansion initiatives (employment
rates).
Enhance Investment Readiness
Investment Readiness Level: Achieve an intermediate to advanced score.
Investment attraction strategy Completed: Creation of a strategy and implementation plan
to attract investment.
Elevate Kneehill County’s Brand
Website and Social Media Analytics: Increase in website traffic, social media engagement,
and inquiries from potential investors and tourists.
Resident Satisfaction: Survey results measuring resident satisfaction with economic
development efforts and quality of life.
Population Growth: Net population growth rate, indicating attractiveness as a place to live
and work.
Page 54
Success Measurement7
Indicators
Page 61 of 205
Invest Kneehill County
Y e a r 1 :
Y e a r 2 :
Y e a r 3 :
Establish baseline metrics, launch training programs, initiate key investment
attraction campaigns, and begin brand awareness efforts, updated
municipal and intermunicipal plans, update website.
Achieve measurable improvements in business retention, begin investment
readiness process, updated land use bylaws, uptake and increase in access
to supports for businesses, access to workforce training.
Available land, updated development processes.
Success Measurement (Cont’d)
Monitoring and Reporting
Annual Reviews: Comprehensive annual assessments to evaluate overall performance and
impact of the economic development plan.
Stakeholder Feedback: Regular feedback sessions with community stakeholders,
including businesses, residents, and partner organizations, to gather insights and
suggestions.
Adjustments and Adaptation: Using data from monitoring and feedback, make necessary
adjustments to strategies and initiatives to better align with goals and emerging
opportunities.
Success Milestones
Pa ge 55
Page 62 of 205
8 CONCLUSION
Kneehill County's 3-year Economic Development Plan represents a holistic approach
to fostering sustainable growth and prosperity in the region. Through collaboration
with stakeholders and insights from the local community, the Plan has been
meticulously crafted to address challenges and capitalize on opportunities, aiming to
enhance the well-being of residents and create a vibrant local economy.
The County's unique position in south-central Alberta, surrounded by key
transportation routes and neighboring municipalities, presents an advantageous
landscape for economic development. With a strong focus on agriculture and the oil
and gas industry, Kneehill County stands poised to leverage its natural resources and
strategic location for continued growth. Additionally, the region's potential in tourism,
particularly in showcasing attractions like Horseshoe Canyon, adds another
dimension to its economic prospects.
Respecting the County’s agricultural heritage is a crucial strategic imperative, not
only for economic stability but also for fostering the County’s quality of life. As
Kneehill County moves forward, prioritizing capacity building, business retention and
expansion, attracting investments, and enhancing branding and marketing efforts
will be pivotal in realizing its economic development objectives. By aligning these
priorities with the community's vision, Kneehill County aims to build a resilient and
diverse economy that enriches the lives of its residents and attracts investment and
growth.
Pa ge 56
Page 63 of 205
9 TABLE OF FIGURES
Figure 1: What it means to residents to support economic development. Page 20
Figure 2: Reasons why residents want to see growth in local economic development. Page 21
Figure 3: Residents rated economic development priorities. Page 21
Figure 4: Council rates economic development priorities. Page 22
Figure 5: Priority Matrix by Performance, importance and rank. Page 23
Figure 6: Kneehill Population over 5 years. Page 25
Figure 7: Kneehill Demographics. Page 25
Figure 8: Population by Age over 5 years. Page 26
Figure 9: Labour Force Statistics . Page 27
Figure 10: Number of Kneehill Businesses over the past 10 years. Page 28
Figure 11: Kneehill Business Counts by Industry. Page 28
Figure 12: Kneehill Mill Rate over 5 years. Page 29
Figure 13: Kneehill Tax Levy over 3-years. Page 29
Figure 14: Kneehill Assessments over 3-years. Page 29
Figure 15: Market Access Maps. Page 30
Figure 16: Broadband Network. Page 31
Figure 17: Kneehill Agriculture Statistics. Page 33
Figure 18: Kneehill Agriculture Statistics. Page 34
Figure 19: 2022 Travel Alberta Tourism Spend. Page 36
Figure 20: 10-year potential of the Canadian Badlands TDZ. Page 38
Figure 21: 2019 Visitors to the Canadian Badlands TDZ. Page 38
Figure 22: Travel Alberta Traveler Profiles. Page 39
Figure 23: Kneehill Energy Statistics. Page 40
Figure 24: Kneehill Natural Gas Production over 5-years. Page 41
Figure 25: Kneehill Oil Production over 5-years. Page 41
Figure 26: Alberta Highway 21 & 27 Traffic Count. Page 43
Figure 27: Historic Weighted Annual Average Daily Traffic. Page 44
Pa ge 57
Page 64 of 205
10 APPENDICES
A . B R &E R e p o r t
B . C o m m u n i t y S u r v e y F i n d i n g s R e p o r t
C . O r g a n i z a t i o n s S u r v e y F i n d i n g s
Pa ge 58
Page 65 of 205
1600 2nd Street NE, Three Hills, AB
ECONOMIC
DEVELOPMENT PLAN -
NOTES FOR DISCUSSION
REVISION 2 - AS PRESENTED TO COUNCIL - JULY 23, 2024
2024-2027
www.KneehillCounty.com
403-443-5541
Prepared By:
Wendy Gerbrandt, Manager,
Economic Development &
Jenna Kester, Economic Development Officer
In Consultation with:
Tara Zeller
Page 66 of 205
T h e f o l l o w i n g d o c u m e n t h i g h l i g h t s t h e a r e a s t h a t w e r e r e c o m m e n d e d f o r c h a n g e s a n d
p o t e n t i a l c o n s i d e r a t i o n s f o r C o u n c i l t o r e v i e w .
T h e p a g e s a n d s e c t i o n s d o n a t e d w i t h a g r e e n a r r o w h a v e b e e n o u t l i n e d b e l o w a n d
f o l l o w e d w i t h a r e v i s i o n f o r C o u n c i l t o r e v i e w , d i s c u s s a n d a c c e p t a s p r e s e n t e d o r
p r o v i d e a d d i t i o n a l c o n s i d e r a t i o n f o r A d m i n i s t r a t i o n .
T h e r e a r e o p t i o n s o f t h e E x e c u t i v e S u m m a r y a n d C o n c l u s i o n f o r C o u n c i l t o r e v i e w a n d
c o n s i d e r . T h e r e m a i n d e r o f t h e p r o p o s e d c h a n g e s h a v e b e e n p r e s e n t e d w i t h s i n g u l a r
r e v i s i o n s f o r r e v i e w a n d d i s c u s s i o n .
T h e p l a n a s p r e s e n t e d o n J u l y 2 3 , 2 0 2 4 h a s b e e n a t t a c h e d f o r C o u n c i l ’s r e f e r e n c e .
DOCUMENT PURPOSE
Page 67 of 205
Re s e a r c h P r o c ess
Fi nd i n g s (D o c u m e n t , W e b s it e , P a rt n e r R e v i e w , W h at w e H e a rd )
K n e e h i l l S t a ti s t i c s
E c o n o mi c Tr e n d s
S t r e n g t h s , W e a k n e s s e s , Op p or t u n i t ie s a n d Th r e a t s
P r i o r i t i e s
G o a l s & S t r a t e g ie s
1
V i s i o n , M i s s io n a nd V a l u e s
TABLE OF CONTENTS
E X E C U T I V E S U M M A R Y
5
6
2 5
3 2
4 6
K N E E H I L L C O U N T Y ’S G U I D I N G P R I N C I P L E S
R E S E A R C H P R O C E S S A N D F I N D I N G S
1
B ac kg r o u nd a n d P u r p o s e
B A C K G R O U N D A N D P U R P O S E
E C O N O M I C D E V E L O P M E N T V I S I O N
S T R A T E G I C P R I O R I T I E S , G O A L S , S T R A T E G I E S
2
3
4
5
6
3
4
4 8
4 9
5 0
K e y P e r f o rma nc e I nd i c a t or s
Mo n i t o ri ng an d R ep o r t i n g
S u cc es s M i l e s t o n e s
S U C C E S S M E A S U R E M E N T7 5 4
5 5
5 5
C O N C L U S I O N8 5 6
T A B L E O F F I G U R E S9 5 7
A P P E N D I C E S10
5 8
Page 68 of 205
1 EXECUTIVE SUMMARY DISCUSSION
Pag e 1
C o u n c i l i n d i c a t e d t h e y w i s h t o s e e a s t a t e m e n t o n
K n e e h i l l C o u n t y i s o p e n f o r b u s i n e s s R e c o g n i z e t h e n e e d t o d e v e l o p p r e v i o u s l y
d e s i g n a t e d a g r i c u l t u r e l a n d s
I n t e r e s t e d i n e x p l o r i n g a d i v e r s i t y o f s e c t o r s i n w h i c h t o a t t r a c t t h a n t r a d i t i o n a l l y
s o u g h t W i s h t o n o t m e n t i o n r e n e w a b l e e n e r g y P o s i t i v e a n d f o r w a r d t h i n k i n g
s t a t e m e n t s
H o w t h e C o u n t y , i t ’s r e s i d e n t s a n d b u s i n e s s e s w i l l b e “b e t t e r ” a n d t h e b e n e f i t s
r e c e i v e d
O t h e r i t e m s t o c o n s i d e r :
W o u l d t h e R e e v e a n d C o u n c i l w i s h t o p r o v i d e a M e s s a g e f r o m t h e R e e v e a n d /o r
C o u n c i l i n t h e b e g i n n i n g o f t h e d o c u m e n t
Page 69 of 205
1 EXECUTIVE SUMMARY
Pag e 1
E x i s t i n g
K n e e h i l l C o u n t y i n i t i a t e d a c o m p r e h e n s i v e 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n a i m e d a t
d r i v i n g s u s t a i n a b l e g r o w t h a n d p r o s p e r i t y w h i l e p r i o r i t i z i n g r e s i d e n t s ' w e l l -b e i n g . T h e
p l a n , s h a p e d w i t h i n p u t f r o m d i v e r s e s t a k e h o l d e r s a n d f a c i l i t a t e d b y T a r a Z e l l e r ,
E c o n o m i c D e v e l o p m e n t C o n s u l t a n t , o u t l i n e s a c t i o n a b l e s t r a t e g i e s a l i g n e d w i t h
c o m m u n i t y a s p i r a t i o n s .
I n t h e p u r s u i t o f e c o n o m i c d e v e l o p m e n t , K n e e h i l l C o u n t y r e c o g n i z e s i t w i l l b e n e c e s s a r y
t o i d e n t i f y d e v e l o p a b l e l a n d s (a g r i c u l t u r a l o r o t h e r w i s e ) i n w h i c h t o p u r s u e i n v e s t m e n t
a t t r a c t i o n . F o r s u c c e s s f u l i n v e s t m e n t a t t r a c t i o n t o o c c u r t h e p l a n w i l l u n d e r g o a n
i n v e s t m e n t r e a d i n e s s p r o c e s s a n d d e v e l o p a b u s i n e s s r e t e n t i o n p r o g r a m t o i d e n t i f y
g r o w t h o p p o r t u n i t i e s f o r b u s i n e s s e s a n d t h e r e g i o n .
K n e e h i l l C o u n t y w i l l b u i l d c a p a c i t y a m o n g s t c o m m u n i t y l e a d e r s , C o u n c i l , b u s i n e s s e s a n d
s t a k e h o l d e r s i n w h i c h t o p a r t n e r a n d w h i l e b u i l d i n g t h e C o u n t y ’s b r a n d t h r o u g h
m a r k e t i n g a w a r e n e s s a n d c a m p a i g n s t o a c h i e v e e c o n o m i c d e v e l o p m e n t g o a l s t o e n s u r e
a r e s i l i e n t , c u l t u r a l l y r i c h , a n d e c o n o m i c a l l y p r o s p e r o u s f u t u r e f o r g e n e r a t i o n s t o c o m e .
T h e f o l l o w i n g k e y s e c t o r s a r e a r e a s o f f o c u s w h i l e c o n t i n u i n g t o i d e n t i f y a n d p u r s u e
a d d i t i o n a l o p p o r t u n i t i e s :
A g r i -B u s i n e s s : W i t h f a v o r a b l e c o n d i t i o n s f o r a g r i c u l t u r a l p r o c e s s i n g a n d a g -t e c h
i n n o v a t i o n , t h e c o u n t y a i m s t o c a p i t a l i z e o n A l b e r t a 's s t a t u s a s a m a j o r a g r i -f o o d
e x p o r t e r .
T o u r i s m : L e v e r a g i n g p r o x i m i t y t o m a j o r u r b a n c e n t e r s a n d u n i q u e a t t r a c t i o n s , t h e C o u n t y
t a r g e t s w e l l n e s s t o u r i s m a n d f i l m i n d u s t r y i n v e s t m e n t s .
E n e r g y : P o s i t i o n e d i n t h e W e s t e r n C a n a d i a n S e d i m e n t a r y B a s i n , K n e e h i l l C o u n t y i s
p o s i t i o n e d t o i d e n t i f y o p p o r t u n i t i e s t h r o u g h t h e e n e r g y s u p p l y c h a i n f o r d e v e l o p m e n t .
M a n u f a c t u r i n g & L o g i s t i c s : T h e c o u n t y ’s s t r a t e g i c l o c a t i o n p r o v i d e s e a s y a c c e s s t o
t r a n s p o r t a t i o n r o u t e s , m a k i n g i t a n a t t r a c t i v e d e s t i n a t i o n f o r m a n u f a c t u r i n g b u s i n e s s e s .
T h e p l a n w i l l o u t l i n e t h e f o u r (4 ) s t r a t e g i c p r i o r i t i e s a n d t e n (1 0 ) g o a l s o v e r t h e n e x t 3
y e a r s t o a c h i e v e e c o n o m i c r e s i l i e n c e a n d d i v e r s i t y .
Page 70 of 205
1 EXECUTIVE SUMMARY
Pag e 1
O p t i o n 1
K n e e h i l l C o u n t y h a s e m b a r k e d o n a c o m p r e h e n s i v e 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n
a i m e d a t d i v e r s i f y i n g t h e C o u n t y ’s e c o n o m y a n d e x p a n d i n g i t s t a x b a s e . T h i s s t r a t e g i c
i n i t i a t i v e i s d e s i g n e d t o h a r n e s s t h e C o u n t y ’s e x i s t i n g s t r e n g t h s w h i l e p o s i t i o n i n g i t t o
c a p i t a l i z e o n e m e r g i n g o p p o r t u n i t i e s i n b o t h t r a d i t i o n a l a n d i n n o v a t i v e i n d u s t r i e s . T h e
m e s s a g e i s c l e a r : K n e e h i l l C o u n t y i s r e a d y a n d p o i s e d f o r b u s i n e s s .
T o a t t r a c t a n d e x p a n d i n v e s t m e n t s s u c c e s s f u l l y , K n e e h i l l C o u n t y i s f o c u s e d o n
i d e n t i f y i n g a g r i c u l t u r a l , h a m l e t a n d a r e a s w i t h i n m a j o r t r a n s p o r t a t i o n c o r r i d o r s s u i t a b l e
f o r d e v e l o p m e n t . A s p a r t o f t h i s e f f o r t , t h e C o u n t y w i l l u n d e r g o a n i n v e s t m e n t r e a d i n e s s
p r o c e s s t o e n s u r e i t r e m a i n s c o m p e t i t i v e i n t h e m a r k e t p l a c e a n d a t t r a c t i v e t o p o t e n t i a l
i n v e s t o r s . T h i s p r o a c t i v e a p p r o a c h s e t s t h e f o u n d a t i o n f o r r o b u s t a n d s u s t a i n a b l e
e c o n o m i c g r o w t h .
E q u a l l y i m p o r t a n t t o t h i s p l a n i s t h e C o u n t y ’s c o m m i t m e n t t o s u p p o r t i n g e x i s t i n g
b u s i n e s s e s . T h r o u g h a t a r g e t e d r e t e n t i o n p r o g r a m , K n e e h i l l C o u n t y a i m s t o n u r t u r e l o c a l
e n t e r p r i s e g r o w t h , i m p r o v e w o r k f o r c e d e v e l o p m e n t , a n d e n g a g e y o u t h i n t h e l o c a l
e c o n o m y . T h e p r o g r a m w i l l o f f e r w o r k s h o p s , e n g a g e m e n t i n i t i a t i v e s , a n d r e s o u r c e s t o
e m p o w e r t h e b u s i n e s s c o m m u n i t y .
I n i t s p u r s u i t o f e c o n o m i c d e v e l o p m e n t , K n e e h i l l C o u n t y w i l l a l s o f o c u s o n b u i l d i n g
c a p a c i t y b y f o s t e r i n g c o n t i n u o u s l e a r n i n g a n d e n g a g e m e n t o p p o r t u n i t i e s f o r
s t a k e h o l d e r s . A k e y p r i o r i t y w i l l b e e n h a n c i n g t h e C o u n t y 's b r a n d a w a r e n e s s , e n s u r i n g
t h a t r e s i d e n t s , b u s i n e s s e s , c o m m u n i t y o r g a n i z a t i o n s , a n d g o v e r n m e n t e n t i t i e s r e c o g n i z e
t h e C o u n t y a s a t h r i v i n g h u b f o r e c o n o m i c a c t i v i t y .
W i t h i t s b u s i n e s s e n v i r o n m e n t p r e p a r e d a n d r e c e p t i v e , t h e p r i o r i t i e s a n d g o a l s o u t l i n e d
i n t h i s p l a n p r o v i d e K n e e h i l l C o u n t y w i t h a c l e a r p a t h w a y f o r f u t u r e c o m m u n i t y g r o w t h ,
i n n o v a t i o n , a n d b o u n d l e s s o p p o r t u n i t i e s .
Page 71 of 205
O p t i o n 2
1 EXECUTIVE SUMMARY
K n e e h i l l C o u n t y 's 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n r e p r e s e n t s a f o r w a r d -t h i n k i n g
a p p r o a c h t o s e c u r i n g s u s t a i n a b l e g r o w t h a n d l o n g -t e r m p r o s p e r i t y f o r t h e r e g i o n .
D e v e lo p e d t h r o u g h c o l l a b o r a t i o n w i t h s t a k e h o l d e r s a n d g r o u n d e d i n c o m m u n i t y
i n s i g h t s , t h i s P l a n i s d e s i g n e d n o t o n l y t o a d d r e s s i m m e d i a t e c h a l l e n g e s b u t a l s o t o
u n l o c k n e w o p p o r t u n i t i e s , e n s u r i n g K n e e h i l l C o u n t y ’s f u t u r e i s v i b r a n t a n d r e s i l i e n t .
S t r a t e g i c a l l y l o c a t e d i n s o u t h -c e n t r a l A l b e r t a , K n e e h i l l C o u n t y 's p r o x i m i t y t o k e y
t r a n s p o r t a t i o n r o u t e s a n d n e i g h b o r i n g m u n i c i p a l i t i e s p o s i t i o n s i t a s a n i d e a l l o c a t i o n
f o r d i v e r s e e c o n o m i c g r o w t h . B y a c t i v e l y s e e k i n g t o a t t r a c t n e w i n d u s t r i e s b e y o n d
t r a d i t i o n a l s e c t o r s , K n e e h i l l C o u n t y i s e m b r a c i n g i n n o v a t i o n a n d d i v e r s i f i c a t i o n . T h i s
s t r a t e g i c f o c u s w i l l c r e a t e a w e a l t h o f n e w o p p o r t u n i t i e s f o r b u s i n e s s e s a n d r e s i d e n t s
a l i k e , f o s t e r i n g a n e n v i r o n m e n t w h e r e e n t r e p r e n e u r s h i p c a n t h r i v e a n d n e w v e n t u r e s
c a n t a k e r o o t .
A s K n e e h i l l C o u n t y l o o k s a h e a d , i t s c o m m i t m e n t t o b u i l d i n g c a p a c i t y , s u p p o r t i n g
b u s i n e s s r e t e n t i o n a n d e x p a n s i o n , a t t r a c t i n g i n v e s t m e n t , a n d e n h a n c i n g i t s b r a n d i n g
a n d m a r k e t i n g e f f o r t s w i l l b e e s s e n t i a l i n d r i v i n g s u c c e s s .
F o r r e s i d e n t s , t h i s m e a n s a c c e s s t o n e w j o b o p p o r t u n i t i e s , i m p r o v e d s e r v i c e s , a n d a
s t r o n g e r l o c a l e c o n o m y . F o r b u s i n e s s e s , i t m e a n s a s u p p o r t i v e e n v i r o n m e n t r i p e w i t h
p o t e n t i a l f o r g r o w t h a n d c o l l a b o r a t i o n . B y a l i g n i n g t h e s e p r i o r i t i e s w i t h t h e
c o m m u n i t y ’s s h a r e d v i s i o n , K n e e h i l l C o u n t y i s p r e p a r e d t o s h a p e a p r o s p e r o u s f u t u r e
w h e r e b o t h r e s i d e n t s a n d b u s i n e s s e s c a n f l o u r i s h a n d s u c c e e d .
Page 72 of 205
O p t i o n 3
K n e e h i l l C o u n t y i s e m b a r k i n g o n a t r a n s f o r m a t i v e j o u r n e y w i t h t h e l a u n c h o f i t s 3 -
y e a r E c o n o m i c D e v e l o p m e n t P l a n . T h e p r i m a r y o b j e c t i v e i s t o s t r e n g t h e n a n d
d i v e r s i f y t h e C o u n t y ’s e c o n o m y , w h i l e b r o a d e n i n g i t s t a x b a s e t o e n s u r e l o n g -t e r m
f i s c a l s u s t a i n a b i l i t y . T h r o u g h s t r a t e g i c i n i t i a t i v e s a n d a c o m m i t m e n t t o p r o g r e s s ,
K n e e h i l l C o u n t y i s p o s i t i o n i n g i t s e l f a s a p r o a c t i v e a n d b u s i n e s s -f o r w a r d
c o m m u n i t y , e a g e r t o u n l o c k n e w o p p o r t u n i t i e s .
A c r i t i c a l c o m p o n e n t o f t h i s p l a n i s t h e i d e n t i f i c a t i o n o f i d e n t i f y i n g p o t e n t i a l
d e v e l o p m e n t i n a n d s u r r o u n d i n g e x i s t i n g t o w n s , v i l l a g e s a n d h a m l e t s ,
t r a n s p o r t a t i o n c o r r i d o r s a n d a g r i c u l t u r a l l a n d s r i p e f o r d e v e l o p m e n t . B y p r e p a r i n g
t h e s e a r e a s f o r i n v e s t m e n t , t h e C o u n t y a i m s t o a t t r a c t b u s i n e s s e s i n b o t h
e s t a b l i s h e d i n d u s t r i e s a n d i n n o v a t i v e s e c t o r s . T o f a c i l i t a t e t h i s , K n e e h i l l C o u n t y
w i l l u n d e r g o a c o m p r e h e n s i v e i n v e s t m e n t r e a d i n e s s p r o c e s s , e n s u r i n g t h a t i t i s
w e l l -p r e p a r e d t o c o m p e t e f o r n e w i n v e s t m e n t s a n d f o s t e r e c o n o m i c g r o w t h .
R e c o g n i z i n g t h e i m p o r t a n c e o f n u r t u r i n g i t s c u r r e n t b u s i n e s s e s , t h e C o u n t y w i l l
a l s o i m p l e m e n t a r o b u s t b u s i n e s s r e t e n t i o n s t r a t e g y . T h i s p r o g r a m w i l l f o c u s o n
p r o v i d i n g t h e s u p p o r t n e e d e d t o h e l p l o c a l e n t e r p r i s e s g r o w , s t r e n g t h e n t h e
w o r k f o r c e , a n d e n g a g e w i t h t h e c o m m u n i t y ’s y o u t h . T h r o u g h t a r g e t e d w o r k s h o p s ,
n e t w o r k i n g o p p o r t u n i t i e s , a n d r e s o u r c e d e v e l o p m e n t , K n e e h i l l C o u n t y s e e k s t o
f o s t e r a n e n v i r o n m e n t w h e r e b u s i n e s s e s c a n t h r i v e .
I n a d d i t i o n t o t h e s e i n i t i a t i v e s , K n e e h i l l C o u n t y w i l l c o n t i n u e t o i n v e s t i n c o m m u n i t y
c a p a c i t y -b u i l d i n g . C o n t i n u o u s e n g a g e m e n t , e d u c a t i o n , a n d c o l l a b o r a t i o n w i t h
r e s i d e n t s , b u s i n e s s e s , c o m m u n i t y o r g a n i z a t i o n s , a n d g o v e r n m e n t a l e n t i t i e s w i l l b e
k e y t o t h e C o u n t y ’s f u t u r e s u c c e s s . E n h a n c i n g t h e C o u n t y ’s b r a n d a n d r a i s i n g
a w a r e n e s s o f t h e b e n e f i t s o f l i v i n g a n d d o i n g b u s i n e s s i n K n e e h i l l C o u n t y w i l l a l s o
b e c e n t r a l t o t h i s s t r a t e g y .
T h i s p l a n n o t o n l y s e t s t h e s t a g e f o r f u t u r e e c o n o m i c s u c c e s s b u t a l s o r e i n f o r c e s
K n e e h i l l C o u n t y ’s c o m m i t m e n t t o b e i n g a n a t t r a c t i v e , f o r w a r d -t h i n k i n g , a n d g r o w t h -
o r i e n t e d c o m m u n i t y . B y f o s t e r i n g a c l i m a t e o f o p p o r t u n i t y , K n e e h i l l C o u n t y i s
e n s u r i n g t h a t i t s e c o n o m y , b u s i n e s s e s , a n d c o m m u n i t y a r e p o s i t i o n e d f o r l o n g -t e r m
p r o s p e r i t y .
1 EXECUTIVE SUMMARY
Page 73 of 205
O p t i o n 4
1 EXECUTIVE SUMMARY
K n e e h i l l C o u n t y h a s i n i t i a t e d a n a m b i t i o u s 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n w i t h
t h e p r i m a r y g o a l o f d i v e r s i f y i n g t h e C o u n t y ’s e c o n o m y a n d e x p a n d i n g i t s t a x b a s e .
T h i s c o m p r e h e n s i v e p l a n c a p i t a l i z e s o n t h e C o u n t y ’s s t r e n g t h s w h i l e l a y i n g t h e
g r o u n d w o r k f o r n e w o p p o r t u n i t i e s i n b o t h t r a d i t i o n a l s e c t o r s a n d e m e r g i n g i n d u s t r i e s .
K n e e h i l l C o u n t y s t a n d s p r e p a r e d t o w e l c o m e a n d c u l t i v a t e b u s i n e s s g r o w t h .
C e n t r a l t o t h i s i n i t i a t i v e i s t h e C o u n t y ’s f o c u s o n i d e n t i f y i n g p o t e n t i a l d e v e l o p m e n t i n
a n d s u r r o u n d t o w n s , v i l l a g e s a n d h a m l e t s , t r a n s p o r t a t i o n c o r r i d o r s a n d a g r i c u l t u r a l
l a n d s f o r d e v e l o p m e n t . B y u n d e r g o i n g a r i g o r o u s i n v e s t m e n t r e a d i n e s s p r o c e s s ,
K n e e h i l l C o u n t y w i l l e n h a n c e i t s c o m p e t i t i v e n e s s a n d p o s i t i o n i t s e l f a s a n a t t r a c t i v e
d e s t i n a t i o n f o r i n v e s t o r s , f o s t e r i n g a r e s i l i e n t a n d d y n a m i c l o c a l e c o n o m y .
I n t a n d e m w i t h a t t r a c t i n g n e w i n v e s t m e n t s , K n e e h i l l C o u n t y i s e q u a l l y d e d i c a t e d t o
s t r e n g t h e n i n g i t s e x i s t i n g b u s i n e s s c o m m u n i t y . A k e y c o m p o n e n t o f t h e p l a n i n c l u d e s
a b u s i n e s s r e t e n t i o n p r o g r a m t h a t w i l l p r o v i d e e s s e n t i a l s u p p o r t t o l o c a l b u s i n e s s e s ,
a i d i n w o r k f o r c e d e v e l o p m e n t , a n d c r e a t e e n g a g e m e n t o p p o r t u n i t i e s f o r y o u t h . T h e
C o u n t y w i l l d e l i v e r a r a n g e o f r e s o u r c e s , w o r k s h o p s , a n d i n i t i a t i v e s a i m e d a t
s u s t a i n i n g a n d e x p a n d i n g l o c a l e n t e r p r i s e s .
F u r t h e r m o r e , K n e e h i l l C o u n t y i s c o m m i t t e d t o b u i l d i n g c o m m u n i t y c a p a c i t y t h r o u g h
o n g o i n g l e a r n i n g a n d e n g a g e m e n t o p p o r t u n i t i e s . B y a m p l i f y i n g t h e C o u n t y 's b r a n d
a n d p r o m o t i n g a w a r e n e s s a m o n g r e s i d e n t s , b u s i n e s s e s , c o m m u n i t y o r g a n i z a t i o n s ,
a n d g o v e r n m e n t e n t i t i e s , K n e e h i l l C o u n t y w i l l s o l i d i f y i t s r e p u t a t i o n a s a v i b r a n t a n d
e c o n o m i c a l l y a c t i v e r e g i o n .
T h r o u g h i t s c o m m i t m e n t t o c r e a t i n g a b u s i n e s s -r e a d y e n v i r o n m e n t , K n e e h i l l C o u n t y ’s
d e v e l o p m e n t p l a n o u t l i n e s a s t r a t e g i c v i s i o n f o r f u t u r e g r o w t h , i n n o v a t i o n , a n d
b o u n d l e s s p o t e n t i a l .
Page 74 of 205
1 Increase awareness and understanding of economic development
principles for elected officials, senior staff, businesses and
residents
Build Leadership Capacity01
0 2 Strengthen Existing Businesses
0 3 Enhance Investment Readiness
0 4 Elevate Kneehill County’s Brand
P R I O R I T I E S
G O A L S
Pag e 2
C h a n g e a l l #1 G o a l s o n a l l p a g e s t h r o u g h o u t t h e
d o c u m e n t w i t h t h e f o l l o w i n g r e v i s i o n :
I n c r e a s e a w a r e n e s s a n d u n d e r s t a n d i n g o f
e c o n o m i c d e v e l o p m e n t p r i n c i p l e s a m o n g s t i n t e r n a l
a n d e x t e r n a l s t a k e h o l d e r s
Page 75 of 205
3 BACKGROUND
AND PURPOSE
Kneehill County initiated an Economic Development plan to foster
sustainable growth and propserity. In 2023, an economic development
investment readiness was completed and while many elements are in
place, it is necessary to review the recommendations in the economic
development reports to prepare for attraction. One of the County’s key
recommendations was to proceed with an economic Development to
provide future direction for economic development.
Economic Development Consultant, Tara Zeller, was retained to support
the creation of the plan. The results are a thoughtfully created plan with
insights from residents, business owners, local organizations, staff, and
Council to ensure a holistic understanding of the County’s unique needs
and aspirations.
Background
Purpose
Pag e 4
The purpose of this plan is to provide an actionable 3-year strategic roadmap to guide the County towards sustainable
economic growth. To accomplish this, we need long-term planning, collaborative solutions and a commitment to
investing in our community.
The Plan outlines actionable strategies and objectives aligned with the community's vision and aspirations. The Plan sets
a realistic timeframe for implementation, allowing for measurable progress utilizing S.M.A.R.T. (Specific, Measurable,
Action Oriented, Relevant, and Timely) goals and objectives. The Plan is a working document and Economic development
will continuously monitor progress and update the Plan as we engage with businesses and as guiding documents are
updated and as initiatives are brought forward for consideration.
The Plan aligns with the County’s Strategic Plan, 2019 Municipal Development Plan, Land Use Bylaws and all through
open engagement with stakeholders, businesses, residents and Council.
Through this plan, Kneehill County aims to build a resilient and diverse economy by enhancing the livelihoods of its
businesses and residents to position the County as an attractive destination for investment and growth.
E x i s t i n g
Page 76 of 205
The purpose of this plan is to provide a 3-year strategic roadmap to guide the County towards sustainable
economic growth. To accomplish this, we need long-term planning, collaborative solutions and a
commitment to investing in our community.
The Plan outlines actionable strategies and objectives aligned with the community's vision and
aspirations. The Plan is a working document for Administration to continuously monitor progress and will
update the Plan as we engage with businesses, as guiding documents are updated and as initiatives are
brought forward for consideration.
The Plan aligns with the County’s Strategic Plan, 2019 Municipal Development Plan, Land Use Bylaws and
all through open engagement with stakeholders, businesses, residents and Council.
Through this plan, Kneehill County aims to build a resilient and diverse economy by enhancing the
livelihoods of its businesses and residents to position the County as an attractive destination for
investment and growth.
3 BACKGROUND
AND PURPOSE
Kneehill County initiated an Economic Development plan to foster
sustainable growth and propserity. In 2023, an economic development
investment readiness was completed and while many elements are in
place, it is necessary to review the recommendations in the economic
development reports to prepare for attraction. One of the County’s key
recommendations was to proceed with an economic Development to
provide future direction for economic development.
Economic Development Consultant, Tara Zeller, was retained to support
the creation of the plan. The results are a thoughtfully created plan with
insights from residents, business owners, local organizations, staff, and
Council to ensure a holistic understanding of the County’s unique needs
and aspirations.
Background
Purpose
Pag e 4
O p t i o n 1
Page 77 of 205
Strengths, Weaknesses, Opportunities and Threats (SWOT) - Discussion
O P P O R T U N I T I E S
Seek renewable energy opportunities and innovation within the energy sector. Central Alberta is one of Canada’s
sunniest and windiest places, making it the ideal location for renewable energy projects
T H R E A T S
Opposition from residents on renewable energy projects
Pa ge 47
R e m o v e d t h e f o l l o w i n g b u l l e t s f r o m O p p o r t u n i t i e s a n d T h r e a t s
Page 78 of 205
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Pa ge 47
O P P O R T U N I T I E S
Explore agricultural processing and ag-tech innovation opportunities
Build agri-tourism activities on existing farm operations and create a network of complementary attractions
Take advantage of provincial support to grow tourism in the Canadian Badlands and Travel Drumheller
Continue engagement with Drumheller and Travel Alberta to develop and promote the County’s tourism assets
through the destination zones to attract new markets
Review recommendations from the Horseshoe Canyon Master Plan and adopt plans as directed by Council
Revisit Kneehill County Tourism & Recreation Master Plan and incorporate the recommendations (including, but not
limited to: Develop tourism and recreation infrastructure; and develop a tourism marketing strategy
Expand current success in the film industry
Seek renewable energy opportunities and innovation within the energy sector. Central Alberta is one of Canada’s
sunniest and windiest places, making it the ideal location for renewable energy projects
Leverage logistics networks to export high value, easily transportable agri-food goods
Target growth in hamlets
There is a need for one single comprehensive map of the entire County
Upgrade and invest municipal infrastructure
Participate in an investment readiness process to understand the land requirements and infrastructure upgrades
necessary to attract and expand desired markets. Complete an update Competitive Land Analysis to reflect new MDP
Take advantage of CAEP’s initiatives
Access regional data available on the CAEP website for investment attraction and retention
Participate in CAEP’s upcoming sector committees to amplify Kneehill’s presence within the central Alberta region
Take advantage of Community Future Wild Rose programs and initiatives
Promote access to Community Future’s access to capital and training programs
Utilize Community Future’s incentives through the Community Business Investment Program
Promote and encourage youth to become entrepreneurs through Community Future’s YETI program
T H R E A T S
Resident’s desire to maintain agricultural heritage
Concern over development having negative impact on agriculture
Opposition from residents on renewable energy projects
Minimal lack of funding programs for business and property improvements
Available housing shortage
Availability of skilled labour
Availability of employment opportunities to keep young people
Lack of broadband/fibre optics internet access
Proactive and forward-thinking neighbouring municipalities may be more attractive to investors
E x i s t i n g
Page 79 of 205
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Pa ge 47
O P P O R T U N I T I E S
Explore agricultural processing and ag-tech innovation opportunities
Build agri-tourism activities on existing farm operations and create a network of complementary attractions
Take advantage of provincial support to grow tourism in the Canadian Badlands and Travel Drumheller
Continue engagement with Drumheller and Travel Alberta to develop and promote the County’s tourism assets
through the destination zones to attract new markets
Review recommendations from the Horseshoe Canyon Master Plan and adopt plans as directed by Council
Revisit Kneehill County Tourism & Recreation Master Plan and incorporate the recommendations (including, but not
limited to: Develop tourism and recreation infrastructure; and develop a tourism marketing strategy
Expand current success in the film industry
Leverage logistics networks to export high value, easily transportable agri-food goods
Target growth in hamlets
There is a need for one single comprehensive map of the entire County
Upgrade and invest municipal infrastructure
Participate in an investment readiness process to understand the land requirements and infrastructure upgrades
necessary to attract and expand desired markets. Complete an update Competitive Land Analysis to reflect new MDP
Take advantage of CAEP’s initiatives
Access regional data available on the CAEP website for investment attraction and retention
Participate in CAEP’s upcoming sector committees to amplify Kneehill’s presence within the central Alberta region
Take advantage of Community Future Wild Rose programs and initiatives
Promote access to Community Future’s access to capital and training programs
Utilize Community Future’s incentives through the Community Business Investment Program
Promote and encourage youth to become entrepreneurs through Community Future’s YETI program
T H R E A T S
Resident’s desire to maintain agricultural heritage
Concern over development having negative impact on agriculture
Minimal lack of funding programs for business and property improvements
Available housing shortage
Availability of skilled labour
Availability of employment opportunities to keep young people
Lack of broadband/fibre optics internet access
Proactive and forward-thinking neighbouring municipalities may be more attractive to investors
R e v i s e d
Page 80 of 205
6 GOALS AND TACTICS
R e v i s e G o a l s a n d T a c t i c s t o G o a l s a n d S t r a t e g i e s
O r g a n i z e d t h e s t r a t e g i e s u n d e r e a c h P r i o r i t y b y Y e a r 1 , Y e a r 2 , Y e a r .
N o t e t h e s e a r e p r o p o s e d t i m e f r a m e s f o r t h e s e i n i t i a t i v e s a n d a r e c o n f i r m e d
t h r o u g h t h e b u d g e t a r y p r o c e s s , c o m m i t m e n t o f f u n d s , a n d d e p a r t m e n t a l
c a p a c i t y t o e n s u r e s t r a t e g i e s c a n b e a c h i e v e d w i t h i n t h e p r o p o s e d t i m e
f r a m e .
Page 81 of 205
GOAL #1:
GOAL #2:
GOAL #3:
Increase awareness and understanding of economic development
principles for elected officials, senior staff, businesses and residents
Foster community stakeholder engagement and input to stimulate
economic opportunities
Support and inspire youth entrepreneurs and leaders to establish Kneehill
County as a desired community to remain, return and establish
6 GOALS AND TACTICS
Build Leadership Capacity01Inspire, inform and motivate to community leaders by increasing economic development
capacity through training for elected officials and senior staff and fostering meaningful
engagement through awareness with community stakeholders.
Economic development training for elected officials and senior staff.1.
Equip officials and staff with the necessary skills to effectively plan, execute, and manage
economic development initiatives through rural economic development and training on the
social side of economic development for municipal leaders.
2.
Engage with youth stakeholders to deliver youth entrepreneurship programs.3.
Create structured avenues for regular dialogue with a diverse range of community
stakeholders, including local businesses, educational institutions, non-profits, and residents.
4.
Establish working groups and advisory committees that include community representatives
to collaborate on economic development projects and initiatives.
5.
Implement transparent communication channels to keep stakeholders informed and
engaged.
6.
Tactics:
Pa ge 50
E x i s t i n g
Page 82 of 205
GOAL #1:
GOAL #2:
GOAL #3:
Increase awareness and understanding of economic development
principles for internal and external stakeholders
Foster community stakeholder engagement and input to stimulate
economic opportunities
Support and inspire youth entrepreneurs and leaders to establish Kneehill
County as a desired community to remain, return and establish
6 GOALS AND STRATEGIES
Build Leadership Capacity01Inspire, inform and motivate to community leaders by increasing economic development
capacity through training for internal and external stakeholders and fostering meaningful
engagement through awareness with community stakeholders.
Year One:
Economic development training for internal and external stakeholders.1.
Equip officials and staff with the necessary skills to effectively plan, execute, and manage
economic development initiatives through rural economic development and training.
2.
Engage with youth stakeholders to deliver and support youth entrepreneurship programs.3.
Year Two:
On-going economic development training for internal and external stakeholders.1.
Create structured avenues for regular dialogue with a diverse range of community stakeholders,
including local businesses, educational institutions, non-profits, and residents.
2.
Establish working groups and advisory committees that include community representatives to
collaborate on economic development projects and initiatives.
3.
Engage with youth stakeholders to deliver and support youth entrepreneurship programs.4.
Year Three:
On-going economic development training for internal and external stakeholders.1.
On-going engagement to stimulate economic opportunities through workshops, training and
speakers.
2.
Engage with youth stakeholders to deliver and support youth entrepreneurship programs.3.
Strategies:
Pa ge 50
P r o p osed Revisi o n
Page 83 of 205
6 GOALS AND TACTICS
GOAL #4:
GOAL #5:
Design and deliver a business retention and expansion
program that initiates engagement between the County
and businesses
Encourage diversification and innovation in industry
sectors to stimulate economic growth and job creation
02 Strengthen Existing Businesses
Build a strong and resilient local business economy by cultivating an entrepreneurial culture
through initiatives aimed at innovative and growth.
Business visitation programs, including asset mapping exercises to identify
businesses, natural asset inventory, programs and supports; develop a Business
Support Program.
1.
Build relationships with education institutions, government, associations and
Chamber of Commerce to connect businesses with programs and supports.
2.
Business resiliency and disaster recovery programs.3.
Conduct a Supply chain optimization review.4.
Offer incentives for innovation and development.5.
Collaborate and promote CAEP's Business Support Network.6.
Implement a Shop Local Campaign and collaborate with the Three Hills & District
Chamber of Commerce #LovingMyLocalKneehill’s initiative.
7.
Facilitate access to funding programs to improve the availability of funding for
business and property improvement.
8.
Gather Workforce Development insights from both employers and employees on
the challenges and opportunities related to attracting and retaining workers in
the area as well as housing needs.
9.
Facilitate a Work Integrated Learning Program to align programming with
business needs.
10.
Work with educational institutions and industry stakeholders to develop training
programs that meet the demands of local businesses.
11.
Establish a robust framework for economic disaster recovery, including
contingency plans, support systems, and partnerships to mitigate the impact of
economic disruptions and facilitate swift recovery.
12.
Tactics:
E x i s t i n g
Page 84 of 205
GOAL #4:
GOAL #5:
Design and deliver a business retention and expansion
program that initiates engagement between the County
and businesses
Encourage diversification and innovation in industry
sectors to stimulate economic growth and job creation
02 Strengthen Existing Businesses
Build a strong and resilient local business economy by cultivating an entrepreneurial culture
through initiatives aimed at innovative and growth.
Year One:
Conduct a business visitation while developing asset inventories, natural land asset
inventory, programs and supports to develop business support program.
1.
Build relationships with education institutions, government, associations and Chamber of
Commerce to connect businesses with programs and supports.
2.
Promote Business resiliency and disaster recovery programs.3.
Collaborate and promote CAEP's Business Support Network.4.
Facilitate access to funding programs to improve the availability of funding for business
and property improvement.
5.
Gather Workforce Development insights from both employers and employees on the
challenges and opportunities related to attracting and retaining workers in the area as
well as housing needs.
6.
Collaborate with educational institutions and industry stakeholders to develop training
programs that meet the demands of local businesses.
7.
Year Two:
Conduct a Supply chain optimization and gap analysis review.1.
Implement a Shop Local Campaign and through collaboration with local organizations2.
Facilitate a Work Integrated Learning Program to align programming with business needs. 3.
Year Three:
Explore incentives for innovation and development.4.
Establish a robust framework for economic disaster recovery, including contingency
plans, support systems, and partnerships to mitigate the impact of economic disruptions
and facilitate swift recovery.
5.
Strategies:
Pa ge 51
P r o p osed Revisi o n
Page 85 of 205
GOAL #6:
GOAL #7:
Achieve an intermediate to advanced investment readiness
status to attract investments to drive economic growth
Develop a targeted investment attraction strategy by
engaging the community
03 Enhance Investment Readiness
Prepare the County for investment attraction through the investment readiness process to
prepare for long-term investment attraction and growth.
Update community profile, and sector profiles (statistics, asset inventory of
developers, realtors, land available, site selectors, maps, stakeholders, etc.).
1.
Conduct a comprehensive analysis of available land for commercial/industrial
development.
2.
Conduct a complete community SWOT Analysis.3.
Streamline regulatory processes to create a more investor-friendly environment.4.
Identify strategic sectors focusing on attracting investments in high-potential
industries (such as such as advanced manufacturing, agribusiness, and
technology).
5.
Establish partnerships and collaborate with regional development projects by
actively engaging with neighboring communities and organizations to create
synergies.
6.
Collaborate with industry associations to promote the County as a favorable
business location.
7.
Develop and implement a detailed Business Investment and Attraction Study to
identify key sectors for investment attraction and industry development. Utilize
the Business Investment and Attraction study findings to formulate targeted
marketing strategies for business attraction.
8.
Prioritize infrastructure development to meet the needs of growing industries.
Ensure alignment with the new Land Use Bylaw to capture economic
development requirements.
9.
Prioritize Hamlet revitalization to facilitate targeted growth.10.
Develop a Filming Attraction report to encourage Kneehill County as an ideal
place to film movies and series.
11.
Create a municipal tax incentive program to attract industries.12.
Develop and implement strong policies to maintain environmental quality.13.
Investigate looking into creating a Certified Site Program. 14.
Enhance connectivity and transportation infrastructure.15.
Tactics:
Pa ge 52
E x i s t i n g
Page 86 of 205
GOAL #6:
GOAL #7:
Achieve an intermediate to advanced investment readiness
status to attract investments to drive economic growth
Develop a targeted investment attraction strategy by
engaging the community
03 Enhance Investment Readiness
Prepare the County for investment attraction through the investment readiness process to
prepare for long-term investment attraction and growth.
Year One:
Update community profile, and sector profiles (statistics, asset inventory of developers,
realtors, land available, site selectors, maps, stakeholders, etc.).
1.
Conduct a comprehensive analysis of available land for commercial/industrial development.2.
Identify strategic sectors focusing on attracting investments in high-potential industries (such
as such as advanced manufacturing, agribusiness, and technology).
3.
Develop and implement strong policies to maintain environmental stewardship.4.
Prioritize infrastructure development to meet the needs of growing industries. Ensure
alignment with the new Land Use Bylaw to capture economic development requirements.
5.
Develop a Filming Attraction report to encourage Kneehill County as an ideal place to film
movies and series.
6.
Year Two:
Establish partnerships and collaborate with regional development projects by actively
engaging with neighboring communities and organizations to create synergies.
1.
Streamline regulatory processes to create a more investor-friendly environment.2.
Collaborate with industry associations to promote the County as a favorable business
location.
3.
Investigate a Certified Site Program. 4.
Year Three:
Develop and implement a detailed Business Investment and Attraction Study to identify key
sectors for investment attraction and industry development. Utilize the Business Investment
and Attraction study findings to formulate targeted marketing strategies for business
attraction.
1.
Prioritize Hamlet revitalization to facilitate targeted growth.2.
Create a municipal tax incentive program to attract industries.3.
Conduct a complete community SWOT Analysis.4.
Enhance connectivity and transportation infrastructure.5.
Strategies
Pa ge 52
P r o p osed Revisi o n
Page 87 of 205
GOAL #8
GOAL #9
GOAL #10
Promote and elevate the quality of life to attract and
retain residents, attract visitors, workforce and
business investments to the County
Identify and collaborate with regional partners and
stakeholders to promote and amplify the region
Continuously monitor progress and gather input to
update the plan
04 Elevate Kneehill County’s Brand
Elevate Kneehill County's brand as an attractive place to live, work and play locally,
regionally and nationally.
Develop tourism and local business campaigns utilizing #explorekneehill and
promote key stakeholders.
1.
Promote the business development and permitting process.2.
Communication campaign to connect businesses with regional programs and
supports.
3.
Feature testimonials and success stories from residents to highlight the quality
of life.
4.
Foster a sense of community through effective communication through an
integrated engagement and communication strategy for residents.
5.
Showcase local amenities and community events through various promotional
materials.
6.
Develop branding materials that emphasize the benefits of rural living.7.
Update Business Guide currently available on website.8.
Enhance the "Doing Business" section on the Kneehill County Website.9.
Tactics:
Pa ge 53
E x i s t i n g
Page 88 of 205
GOAL #8
GOAL #9
GOAL #10
Promote and elevate the quality of life to attract and
retain residents, attract visitors, workforce and
business investments to the County
Identify and collaborate with regional partners and
stakeholders to promote and amplify the region
Continuously monitor progress and gather input to
update the plan
04 Elevate Kneehill County’s Brand
Elevate Kneehill County's brand as an attractive place to live, work and play locally,
regionally and nationally.
Year One
Develop and execute a marketing plan with focus on:1.
Creating an economic development website for investment attraction and retention. a.
Existing businesses to promote the business development and permitting process. b.
Residents and businesses to emphasize the benefits of rural living.c.
Businesses and the connection with regional programs and supports.d.
Residents and Visitors to showcase local amenities and community events through
various promotional materials.
e.
Enhance the "Doing Business" section on the Kneehill County Website (ie. updating the
Business Guide, etc.)
f.
Implement transparent communication channels to keep stakeholders informed and
engaged.
g.
Establish partnerships with local and regional organizations and programs to amplify the
County’s position.
2.
Year Two
Develop and execute a marketing plan targeted to:1.
Develop tourism and local business campaigns utilizing #explorekneehill and promote
key stakeholders.
a.
Feature testimonials and success stories from residents to highlight the quality of life.b.
Foster a sense of community through effective communication through an integrated
engagement and communication strategy for residents.
c.
Year Three
Develop a marketing plan targeted to:1.
Attract new Investmenta.
On-going business retention activitiesb.
Drive visitationc.
Strategies:
Pa ge 53
P r o p osed Revisi o n
Page 89 of 205
S p ecific O ut c om e s ar e defin e d t hr o u gh th e p r o j ect p l a n nin g p roce s s a n d
a p pr o v e d t hr ou g h t h e S e n io r M an a g em e nt T e am . T h e s e ou t c o m es a re a l i g n ed
t o t h e pla n an d th e p ar t ne rs h i ps e s t ablis h ed in th e p r o d uct w he th e r th e se be
t hr o u gh c o l l a bo ra t i o n o r fu n de rs s u pp o r tin g th e i n i t i at i v e .
S t r ate g i c
P la n
M u n i c i p a l
D e v e l o p m e n t
P l a n
E co n o mic
D e v e l o pm e n t
P l an
I nf o r m s
S t r a t e g ie s
B u dge t P r o ce ss
D e f i ne i ni t i ative s,
o pe r ati o n s
Sub mit te d annua lly
by A dm i n i s tr at io n
a n d ap p ro v ed b y
C ounc i l.
The following flow chart outlines Kneehill County’s current process in which Administration follows in creating
initiatives. Each initiative is approved through the budget process, where the budgeted amount, scope, rationale
and potential grant sources may be leveraged. This process does not request outcomes to be submitted and is
done through the project planning phase.
The current Strategic Plan does not have outcomes or measurement in which for Administration to strive for.
7 SUCCESS MEASUREMENT
DISCUSSION
Page 90 of 205
7 SUCCESS MEASUREMENT
DISCUSSION
Provided examples of success indicators for consideration by Council:
Review the initial indicators presented.1.
Should Council wish to consider other options, Council may wish to consider the following
questions:
2.
What does Council wish to consider success for this plan?a.
Consider the current situation of where Council is currently at in their Economic
Development activities, current and past successes through retention, investment
attraction in which to base outcomes.
b.
For example, upon review of other municipalities, municipalities who have
undertaken investment attraction and retention initiatives for several years have
stronger baseline information in which to gather success from and will create more
defined targets. Whereas communities relatively new to economic development, will
create broader targets in their plans as initiatives are developed in the budget
process will provide more specific outcomes until momentum is achieved and
engagement in increased with economic development initiatives.
i.
Is there baseline data in which can be used?c.
What statistical information will assist in monitoring effectiveness?d.
Quality of Lifei.
Business Retention Surveysii.
Demographic Information (# businesses, # residents, # employees, etc.)iii.
Development Permitsiv.
Tracking of Investment Requestsv.
Citizen Satisfaction Surveysvi.
Page 91 of 205
7 SUCCESS MEASUREMENT
Page 54
To ensure the effectiveness of this strategy and to track progress, a robust evaluation
framework is necessary and will include a mix of quantitative and qualitative measures, regular
monitoring, and stakeholder feedback mechanisms. By doing so, Kneehill County can make
informed adjustments to our strategies and ensure initiatives are driving sustainable growth and
prosperity.
Build Leadership Capacity
Training Participation Rates: Number of elected officials and senior staff completing
economic development training programs.
Stakeholder Engagement Sessions: Frequency and attendance of stakeholder engagement
meetings and workshops.
Strengthen Existing Businesses
Business Retention Rate: Percentage of businesses retained annually (only do this if we you
proceed with a business license program).
Expansion Projects: Number and scale of business expansion projects initiated or
completed (development permits approved, projects supported/funded).
Business Satisfaction Surveys: Feedback from local businesses regarding support services
and business climate (business visitation program).
Job Creation: Number of new jobs created as a result of expansion initiatives (employment
rates).
Enhance Investment Readiness
Investment Readiness Level: Achieve an intermediate to advanced score.
Investment attraction strategy Completed: Creation of a strategy and implementation plan
to attract investment.
Elevate Kneehill County’s Brand
Website and Social Media Analytics: Increase in website traffic, social media engagement,
and inquiries from potential investors and tourists.
Resident Satisfaction: Survey results measuring resident satisfaction with economic
development efforts and quality of life.
Population Growth: Net population growth rate, indicating attractiveness as a place to live
and work.
Existing
Indicators
Page 92 of 205
Invest Kneehill County
Y e a r 1 :
Y e a r 2 :
Y e a r 3 :
Establish baseline metrics, launch training programs, initiate key investment
attraction campaigns, and begin brand awareness efforts, updated
municipal and intermunicipal plans, update website.
Achieve measurable improvements in business retention, begin investment
readiness process, updated land use bylaws, uptake and increase in access
to supports for businesses, access to workforce training.
Available land, updated development processes.
Success Measurement (Cont’d)
Monitoring and Reporting
Annual Reviews: Comprehensive annual assessments to evaluate overall performance and
impact of the economic development plan.
Stakeholder Feedback: Regular feedback sessions with community stakeholders,
including businesses, residents, and partner organizations, to gather insights and
suggestions.
Adjustments and Adaptation: Using data from monitoring and feedback, make necessary
adjustments to strategies and initiatives to better align with goals and emerging
opportunities.
Success Milestones
Pa ge 55
E x i s t i n g
Page 93 of 205
7 SUCCESS MEASUREMENT
Page 54
To ensure the effectiveness of this strategy and to track progress, a robust evaluation
framework is necessary and will include a mix of quantitative and qualitative measures, regular
monitoring, and stakeholder feedback mechanisms. By doing so, Kneehill County can make
informed adjustments to our strategies and ensure initiatives are driving sustainable growth and
prosperity.
Build Leadership Capacity
Training Participation Rates: Number of elected officials and senior staff completing
economic development training programs.
Stakeholder Engagement Sessions: Frequency and attendance of stakeholder engagement
meetings and workshops.
Strengthen Existing Businesses
Business Retention Rate: Percentage of businesses retained annually (only do this if we you
proceed with a business license program).
Expansion Projects: Number and scale of business expansion projects initiated or
completed (development permits approved, projects supported/funded).
Business Satisfaction Surveys: Feedback from local businesses regarding support services
and business climate (business visitation program).
Job Creation: Number of new jobs created as a result of expansion initiatives (employment
rates).
Enhance Investment Readiness
Investment Readiness Level: Achieve an intermediate to advanced score.
Investment attraction strategy Completed: Creation of a strategy and implementation plan
to attract investment.
Elevate Kneehill County’s Brand
Website and Social Media Analytics: Increase in website traffic, social media engagement,
and inquiries from potential investors and tourists.
Resident Satisfaction: Survey results measuring resident satisfaction with economic
development efforts and quality of life.
Population Growth: Net population growth rate, indicating attractiveness as a place to live
and work.
Under Review
Indicators
Page 94 of 205
Invest Kneehill County
Success Measurement (Cont’d)
Monitoring and Reporting
Annual Reviews: Comprehensive annual assessments to evaluate overall performance and
impact of the economic development plan.
Stakeholder Feedback: Regular feedback sessions with community stakeholders,
including businesses, residents, and partner organizations, to gather insights and
suggestions.
Adjustments and Adaptation: Using data from monitoring and feedback, make necessary
adjustments to strategies and initiatives to better align with goals and emerging
opportunities.
Success Milestones
Pa ge 55
U n d e r R e v i e w
Y e a r 1 :
Y e a r 2 :
Y e a r 3 :
Establish baseline metrics, launch training programs, initiate key investment
attraction campaigns, and begin brand awareness efforts, updated
municipal and intermunicipal plans, update website.
Achieve measurable improvements in business retention, begin investment
readiness process, updated land use bylaws, uptake and increase in access
to supports for businesses, access to workforce training.
Available land, updated development processes.
Page 95 of 205
8 CONCLUSION - DISCUSSION
Pa ge 56
Council indicated they wish to see a conclusion that provides a statement on
Kneehill County is open for business
Recognize the need to develop previously designated agriculture lands
Interested in exploring a diversity of sectors in which to attract than traditionally
sought
Wish to not mention renewable energy
Positive and forward thinking statements
How the County, it’s residents and businesses will be “better” and the benefits
received
Change the heading “Conclusion” to Preparing Today for Kneehill County’s Future
Page 96 of 205
8 CONCLUSION
Pa ge 56
E x i s t i n g
Kneehill County's 3-year Economic Development Plan represents a holistic approach
to fostering sustainable growth and prosperity in the region. Through collaboration
with stakeholders and insights from the local community, the Plan has been
meticulously crafted to address challenges and capitalize on opportunities, aiming to
enhance the well-being of residents and create a vibrant local economy.
The County's unique position in south-central Alberta, surrounded by key
transportation routes and neighboring municipalities, presents an advantageous
landscape for economic development. With a strong focus on agriculture and the oil
and gas industry, Kneehill County stands poised to leverage its natural resources and
strategic location for continued growth. Additionally, the region's potential in tourism,
particularly in showcasing attractions like Horseshoe Canyon, adds another
dimension to its economic prospects.
Respecting the County’s agricultural heritage is a crucial strategic imperative, not
only for economic stability but also for fostering the County’s quality of life. As
Kneehill County moves forward, prioritizing capacity building, business retention and
expansion, attracting investments, and enhancing branding and marketing efforts
will be pivotal in realizing its economic development objectives. By aligning these
priorities with the community's vision, Kneehill County aims to build a resilient and
diverse economy that enriches the lives of its residents and attracts investment and
growth.
Page 97 of 205
8 PREPARING TODAY FOR
KNEEHILL COUNTY’S FUTURE
Pa ge 56
O p t i o n 1
K n e e h i l l C o u n t y 's 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n i s a p r o a c t i v e a n d f u t u r e -f o c u s e d
i n i t i a t i v e a i m e d a t i n p r e p a r i n g f o r l o n g -t e r m s u s t a i n a b l e e c o n o m i c g r o w t h a n d
p r o s p e r i t y b y p r e p a r i n g f o r i n v e s t m e n t a t t r a c t i o n a n d s u p p o r t i n g e x i s t i n g b u s i n e s s e s .
K n e e h i l l C o u n t y h a s d e v e l o p e d a p l a n t h a t w i l l i d e n t i f y a n d p r e p a r e l a n d s f o r i n v e s t m e n t
a t t r a c t i o n , i d e n t i f y n e w a n d e m e r g i n g i n d u s t r i e s , s u p p o r t e x i s t i n g b u s i n e s s e s w i t h a
r e t e n t i o n p r o g r a m , b u i l d i n g c a p a c i t y t h r o u g h o u t o u r c o m m u n i t y l e a d e r s a n d p o s i t i o n i n g
K n e e h i l l C o u n t y t o c o m p e t e g l o b a l l y .
W i t h i t s a d v a n t a g e o u s l o c a t i o n i n s o u t h -c e n t r a l A l b e r t a , K n e e h i l l C o u n t y i s w e l l -
p o s i t i o n e d t o a t t r a c t a b r o a d r a n g e o f n e w i n d u s t r i e s . T h i s s h i f t t o w a r d d i v e r s i f i c a t i o n
w i l l e n h a n c e K n e e h i l l C o u n t y ’s l o c a l e c o n o m y a n d c r e a t e e x c i t i n g p r o s p e c t s f o r b o t h
b u s i n e s s e s a n d r e s i d e n t s . T h e C o u n t y ’s c o m m i t m e n t t o e x p l o r i n g n e w e c o n o m i c
f r o n t i e r s w i l l r e s u l t i n e x p a n d e d j o b o p p o r t u n i t i e s , i n c r e a s e d i n v e s t m e n t , a n d a t h r i v i n g
b u s i n e s s c l i m a t e .
R e s i d e n t s c a n e x p e c t i m p r o v e d e c o n o m i c s t a b i l i t y w h i l e b u s i n e s s e s w i l l b e n e f i t f r o m a
s u p p o r t i v e a n d d y n a m i c e n v i r o n m e n t r i p e f o r i n n o v a t i o n a n d s u c c e s s . B y a l i g n i n g i t s
a c t i o n s w i t h t h e c o m m u n i t y 's a s p i r a t i o n s , K n e e h i l l C o u n t y i s s h a p i n g a f u t u r e w h e r e
e v e r y o n e s h a r e s i n t h e r e w a r d s o f e c o n o m i c p r o g r e s s a n d g r o w t h .
Page 98 of 205
8 PREPARING TODAY FOR
KNEEHILL COUNTY’S FUTURE
Pa ge 56
O p t i o n 2
K n e e h i l l C o u n t y 's 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n i s a f o r w a r d -t h i n k i n g i n i t i a t i v e
d e s i g n e d t o f o s t e r s u s t a i n a b l e e c o n o m i c g r o w t h a n d l o n g -t e r m p r o s p e r i t y b y a t t r a c t i n g
n e w i n v e s t m e n t s a n d s u p p o r t i n g e x i s t i n g b u s i n e s s e s .
T h e P l a n l a y s o u t a s t r a t e g i c a p p r o a c h t h a t i n c l u d e s p r e p a r i n g l a n d f o r f u t u r e
i n v e s t m e n t s , i d e n t i f y i n g n e w a n d e m e r g i n g i n d u s t r i e s , a n d i m p l e m e n t i n g a r o b u s t
b u s i n e s s r e t e n t i o n p r o g r a m . B y b u i l d i n g c a p a c i t y a m o n g c o m m u n i t y l e a d e r s a n d
p o s i t i o n i n g K n e e h i l l C o u n t y t o c o m p e t e o n a g l o b a l s c a l e , t h e C o u n t y i s s e t t i n g t h e
s t a g e f o r a p r o s p e r o u s f u t u r e .
S t r a t e g i c a l l y l o c a t e d i n s o u t h -c e n t r a l A l b e r t a , K n e e h i l l C o u n t y i s w e l l -s u i t e d t o a t t r a c t a
d i v e r s e a r r a y o f i n d u s t r i e s . T h i s s h i f t t o w a r d e c o n o m i c d i v e r s i f i c a t i o n w i l l s t r e n g t h e n
t h e l o c a l e c o n o m y , o p e n i n g u p e x c i t i n g o p p o r t u n i t i e s f o r b u s i n e s s e s a n d r e s i d e n t s
a l i k e . T h e C o u n t y ’s f o c u s o n e x p l o r i n g i n n o v a t i v e i n d u s t r i e s w i l l l e a d t o i n c r e a s e d j o b
c r e a t i o n , h i g h e r l e v e l s o f i n v e s t m e n t , a n d a v i b r a n t b u s i n e s s e n v i r o n m e n t .
R e s i d e n t s w i l l b e n e f i t f r o m g r e a t e r e c o n o m i c s t a b i l i t y , w h i l e b u s i n e s s e s c a n l o o k
f o r w a r d t o a s u p p o r t i v e , d y n a m i c e n v i r o n m e n t t h a t f o s t e r s g r o w t h a n d i n n o v a t i o n . B y
a l i g n i n g i t s a c t i o n s w i t h t h e a s p i r a t i o n s o f t h e c o m m u n i t y , K n e e h i l l C o u n t y i s p a v i n g t h e
w a y f o r a f u t u r e w h e r e e c o n o m i c p r o g r e s s a n d s h a r e d p r o s p e r i t y a r e w i t h i n r e a c h f o r
a l l .
Page 99 of 205
8 PREPARING TODAY FOR
KNEEHILL COUNTY’S FUTURE
Pa ge 56
K n e e h i l l C o u n t y h a s i n i t i a t e d a n a m b i t i o u s 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n w i t h
t h e p r i m a r y g o a l o f d i v e r s i f y i n g t h e C o u n t y ’s e c o n o m y a n d e x p a n d i n g i t s t a x b a s e .
T h i s c o m p r e h e n s i v e p l a n c a p i t a l i z e s o n t h e C o u n t y ’s s t r e n g t h s w h i l e l a y i n g t h e
g r o u n d w o r k f o r n e w o p p o r t u n i t i e s i n b o t h t r a d i t i o n a l s e c t o r s a n d e m e r g i n g i n d u s t r i e s .
K n e e h i l l C o u n t y s t a n d s p r e p a r e d t o w e l c o m e a n d c u l t i v a t e b u s i n e s s g r o w t h .
C e n t r a l t o t h i s i n i t i a t i v e i s t h e C o u n t y ’s f o c u s o n i d e n t i f y i n g a g r i c u l t u r a l l a n d s r i p e f o r
d e v e l o p m e n t . B y u n d e r g o i n g a r i g o r o u s i n v e s t m e n t r e a d i n e s s p r o c e s s , K n e e h i l l
C o u n t y w i l l e n h a n c e i t s c o m p e t i t i v e n e s s a n d p o s i t i o n i t s e l f a s a n a t t r a c t i v e
d e s t i n a t i o n f o r i n v e s t o r s , f o s t e r i n g a r e s i l i e n t a n d d y n a m i c l o c a l e c o n o m y .
I n t a n d e m w i t h a t t r a c t i n g n e w i n v e s t m e n t s , K n e e h i l l C o u n t y i s e q u a l l y d e d i c a t e d t o
s t r e n g t h e n i n g i t s e x i s t i n g b u s i n e s s c o m m u n i t y . A k e y c o m p o n e n t o f t h e p l a n i n c l u d e s
a b u s i n e s s r e t e n t i o n p r o g r a m t h a t w i l l p r o v i d e e s s e n t i a l s u p p o r t t o l o c a l b u s i n e s s e s ,
a i d i n w o r k f o r c e d e v e l o p m e n t , a n d c r e a t e e n g a g e m e n t o p p o r t u n i t i e s f o r y o u t h . T h e
C o u n t y w i l l d e l i v e r a r a n g e o f r e s o u r c e s , w o r k s h o p s , a n d i n i t i a t i v e s a i m e d a t
s u s t a i n i n g a n d e x p a n d i n g l o c a l e n t e r p r i s e s .
F u r t h e r m o r e , K n e e h i l l C o u n t y i s c o m m i t t e d t o b u i l d i n g c o m m u n i t y c a p a c i t y t h r o u g h
o n g o i n g l e a r n i n g a n d e n g a g e m e n t o p p o r t u n i t i e s . B y a m p l i f y i n g t h e C o u n t y 's b r a n d
a n d p r o m o t i n g a w a r e n e s s a m o n g r e s i d e n t s , b u s i n e s s e s , c o m m u n i t y o r g a n i z a t i o n s ,
a n d g o v e r n m e n t e n t i t i e s , K n e e h i l l C o u n t y w i l l s o l i d i f y i t s r e p u t a t i o n a s a v i b r a n t a n d
e c o n o m i c a l l y a c t i v e r e g i o n .
T h r o u g h i t s c o m m i t m e n t t o c r e a t i n g a b u s i n e s s -r e a d y e n v i r o n m e n t , K n e e h i l l C o u n t y ’s
d e v e l o p m e n t p l a n o u t l i n e s a s t r a t e g i c v i s i o n f o r f u t u r e g r o w t h , i n n o v a t i o n , a n d
b o u n d l e s s p o t e n t i a l .
O p t i o n 3
Page 100 of 205
8 PREPARING TODAY FOR
KNEEHILL COUNTY’S FUTURE
Pa ge 56
K n e e h i l l C o u n t y 's 3 -y e a r E c o n o m i c D e v e l o p m e n t P l a n i s a b o l d , f u t u r e -o r i e n t e d
i n i t i a t i v e f o c u s e d o n a c h i e v i n g l o n g -t e r m s u s t a i n a b l e g r o w t h a n d p r o s p e r i t y b y d r i v i n g
i n v e s t m e n t a t t r a c t i o n a n d b o l s t e r i n g e x i s t i n g b u s i n e s s e s .
T h e P l a n c h a r t s a c l e a r c o u r s e f o r i d e n t i f y i n g a n d p r e p a r i n g p r i m e l a n d f o r
d e v e l o p m e n t , t a r g e t i n g e m e r g i n g i n d u s t r i e s , a n d s t r e n g t h e n i n g l o c a l b u s i n e s s e s
t h r o u g h d e d i c a t e d r e t e n t i o n p r o g r a m s . B y e m p o w e r i n g c o m m u n i t y l e a d e r s a n d
p o s i t i o n i n g K n e e h i l l C o u n t y t o c o m p e t e o n a g l o b a l s c a l e , t h e C o u n t y i s p a v i n g t h e
w a y f o r c o n t i n u e d s u c c e s s i n a r a p i d l y e v o l v i n g e c o n o m i c l a n d s c a p e .
T h a n k s t o i t s s t r a t e g i c l o c a t i o n i n s o u t h -c e n t r a l A l b e r t a , K n e e h i l l C o u n t y i s i d e a l l y
p o s i t i o n e d t o d i v e r s i f y i t s e c o n o m y a n d a t t r a c t a w i d e r a n g e o f n e w i n d u s t r i e s . T h i s
c o m m i t m e n t t o b r o a d e n i n g t h e e c o n o m i c b a s e w i l l n o t o n l y e n h a n c e t h e r e g i o n ’s
r e s i l i e n c e b u t a l s o u n l o c k e x c i t i n g n e w o p p o rt u n i t i e s f o r b u s i n e s s e s a n d r e s i d e n t s . B y
p u r s u i n g i n n o v a t i v e s e c t o r s , K n e e h i l l C o u n t y a i m s t o f o s t e r a d y n a m i c b u s i n e s s
c l i m a t e , a t t r a c t i n c r e a s e d i n v e s t m e n t , a n d g e n e r a t e s i g n i f i c a n t j o b c r e a t i o n , w i t h
m e a s u r a b l e g o a l s s e t o v e r t h e P l a n ’s 3 -y e a r p e r i o d .
T h r o u g h o u t t h e i m p l e m e n t a t i o n o f t h e P l a n , K n e e h i l l C o u n t y r e m a i n s c o m m i t t e d t o
o n g o i n g c o m m u n i t y e n g a g e m e n t , e n s u r i n g t h a t r e s i d e n t s a n d b u s i n e s s e s p l a y a n
a c t i v e r o l e i n s h a p i n g t h e C o u n t y 's f u t u r e . F u r t h e r m o r e , t h e P l a n e m p h a s i z e s
s u s t a i n a b i l i t y a n d i n n o v a t i o n , s e e k i n g t o f u t u r e -p r o o f t h e l o c a l e c o n o m y w h i l e
m a i n t a i n i n g r e s p o n s i b l e s t e w a r d s h i p o f n a t u r a l r e s o u r c e s .
C o l l a b o r a t i n g w i t h n e i g h b o r i n g m u n i c i p a l i t i e s a n d r e g i o n a l o r g a n i z a t i o n s w i l l f u r t h e r
s t r e n g t h e n t h e C o u n t y ’s c o m p e t i t i v e e d g e , r e i n f o r c i n g i t s a b i l i t y t o a t t r a c t i n v e s t m e n t
a n d a c h i e v e s h a r e d g r o w t h . A s t h e s e e f f o r t s u n f o l d , r e s i d e n t s c a n e x p e c t g r e a t e r
e c o n o m i c s t a b i l i t y , w h i l e b u s i n e s s e s w i l l t h r i v e i n a n e n v i r o n m e n t t h a t e n c o u r a g e s
i n n o v a t i o n a n d e x p a n s i o n . W i t h t h e c o m m u n i t y ’s a s p i r a t i o n s a t t h e f o r e f r o n t , K n e e h i l l
C o u n t y i s d r i v i n g t o w a r d a f u t u r e w h e r e e c o n o m i c o p p o r t u n i t y , e n v i r o n m e n t a l
s u s t a i n a b i l i t y , a n d s h a r e d p r o s p e r i t y a r e r e a l i z e d f o r a l l .
O p t i o n 4
Page 101 of 205
APPOINTMENTS
Page 1 of 1
Version: 2022-02
Subject: Kneehill Adult Learning
Meeting Date: Tuesday, October 15, 2024
Prepared By: Carolyn Van der Kuil, Legislative Services Manager
Presented By: Carolyn Van der Kuil, Legislative Services Manager
STRATEGIC PLAN ALIGNMENT: (Check all that apply)
☐ ☐
☒
☐
☐
High Quality
Infrastructure Economic
Resilience Quality of Life Effective
Leadership Level of Service
ATTACHMENTS:
Kneehill Adult Learning Delegation Request Form
Kneehill Adult Learning has requested a meeting with Council to present their Community Grant
application. During Round One, it was suggested they present directly to Council due to
questions regarding their organizational structure and application.
All Community Grant Applications will be presented to Council at the October 22nd , Regular
Council Meeting. No decision on the grant application needs to be made at today’s Committee of
the Whole meeting.
APPROVAL(S):
Mike Haugen, Chief Administrative Officer Approved- ☒
Page 102 of 205
Delegation Request Form
Please submit completed form to
carolyn.vanderkuil@kneehillcounty.com
This personal information is being collected under the authority of Section (c) of the Freedom of Information and Protection of
Privacy Act and will be used in scheduling you as a delegation before Council. If you have any questions about the collection of
this information, please contact the FOIP Coordinator at 403-443-5541.
Regular Council Meeting Date & Time:
GUIDELINES
• Presentations are not to exceed 15 minutes, including questions, unless permitted by Council.
• The Delegation Request Form and related documents will become part of the public record and
will be released/published in the agenda and minutes and will be made available to the pubic in
a variety of methods.
• Persons interested in requesting a presentation to Kneehill County Council must supply all
pertinent information including handouts, PowerPoint Presentations no later than 4:00 p.m. on
the Wednesday prior to the scheduled Tuesday meeting. If your material is not published in the
agenda, bring ten (10) copies with you to the meeting. Note: distributed documents will
become part of the public record.
• The County’s Council meetings are video recorded and live-streamed on the County’s website.
Please submit completed form to carolyn.vanderkuil@kneehillcounty.com
PRESENTER DETAILS
Name: (Person Making
presentation)
Company or Group Represented:
Contact Number:
Email:
Mailing Address:
MEETING DETAILS
Please Note:
Regular Council Meetings are held the second and fourth Tuesday of every month unless otherwise
posted. Please see Kneehill County Website or contact Administration for more information.
October 15, 2024 @ 11:00 a.m.
Emma Dabrowski
Kneehill Adult Learning & Newcomer Services
403-443-5556
admin@kals3hills.ca
Box 639, Three Hills, AB T0M 2A0
Page 103 of 205
Delegation Request Form
Please submit completed form to
carolyn.vanderkuil@kneehillcounty.com
This personal information is being collected under the authority of Section (c) of the Freedom of Information and Protection of
Privacy Act and will be used in scheduling you as a delegation before Council. If you have any questions about the collection of
this information, please contact the FOIP Coordinator at 403-443-5541.
PRESENTATION TOPIC
Will the presentation require PowerPoint facilities? Yes No
The topic of the discussion is (be specific, provide details, and attach additional information, if
required so that all necessary details may be considered.):
PURPOSE OF PRESENTATION
☐ Information Only ☐ Request Action/Support ☐ Request Funds ☐ Other
Desired Resolution (What is the decision you are asking to make?)
• Have you included all attachments?
• Does your summary contain all pertinent information?
• Have you provided enough information to enable Council to make an informed decision?
• Have you reviewed your presentation to ensure that it will fit within the specified timelines?
Presenting our funding request to council.
- introduction/summary of our organization
- overview of the project
- Q&A
Approval for funding request.
4
4
Page 104 of 205
Page 105 of 205
Page 106 of 205
Page 107 of 205
Page 108 of 205
Page 109 of 205
Page 110 of 205
Community Adult Learning
Programs
& Newcomer Services
Serving Adults in Kneehill County
Page 111 of 205
•lifelong learning
•newcomer settlement and
integration
A provincially funded not-for-profit organization
dedicated to
Who we are
Page 112 of 205
Foundational
Learning
Newcomer
Supports
Kneehills Adult Learning & Newcomer Services
Province of Alberta
Funded through grants
Page 113 of 205
Kneehills Adult Learning & Newcomer Services
Funded through grants
Project grants
CIP
Enabling
Accessibility
Blue
Cross
Wellness
Canada
Summer
Job
FCSS
Food Security
Telus
Communit
y
Prairie Community
Services for TFWs
Town of Three Hills
municiple grants for
community groups
Projects Operating
Kneehill County grant
(Dec 2020-for suicide awareness
community workshop)
Page 114 of 205
Kneehill Adult Learning and Newcomer Services exists to provide
accessible programming, resources, and services for adults to
discover skills which are theirs for a lifetime. Through our
programming, motivated learners gain skills needed for local
community engagement, leading to greater independence, and
empowering them to make personal and professional
contributions towards a strong and thriving rural community.
Mission Statement
Page 115 of 205
•Lifelong Learning
•Community
•Empowerment
•Partnerships
•Respect
•Diversity and Inclusion
Values & Guiding Principles
Page 116 of 205
We offer one on one tutoring for help developing these
foundational skills:
•Digital skills
•Math
•Literacy
•English language learning
•Soft skills
Adult Learning
Page 117 of 205
We promote learning through:
•Language classes like Spanish, French and Cree
•Book Clubs
•Workshops
•Information sessions
•Safety certifications
Community Learning
Page 118 of 205
We provide opportunities for adults with diverse abilities.
Diverse Learning
Page 119 of 205
Office and meeting space for other agencies
•MH Enterprises (employment services)
•Fisher Farm (supports for adults with disabilities)
•True North (domestic violence crisis organization)
•John Howard Society, Community Legal Clinic
•local volunteer boards
Community Building
Lunch With Friends
•mentorship and administrative support
•volunteer training
Page 120 of 205
Employment Services
We offer employment search support
•On the Rural Renewal committees for Trochu, Acme, and
Linden
•Manage the community job board
•Access to online work skills training
•Resume and cover letter help through an on-site employment
agency
Page 121 of 205
Settlement Services
•Help with access to government programs and services
•Community orientation and access to local services
•Access to translation and interpretation services
•Workshops on topics related to the settlement journey
Direct services
Page 122 of 205
Newcomer-related support and resources for
•local stakeholders, employers, or community members
•labour market integration of newcomers
•raise community awarness
Settlement Services
Indirect services
Page 123 of 205
•long time residents
⚬young adults to seniors
•newcomers to Canada, Alberta, Kneehill County
⚬economic migrants
⚬refugees and evacuees
•anyone wanting to improve their foundational skills!
Our Demographic
Page 124 of 205
•house calls for seniors
•learning opportunities throughout the county
•low or no cost registration
•free coffee/tea/water and snacks
•children welcome with parents
•printing, faxing, scanning, public computer and wifi
•quiet, confidential place to meet with other social-serving
agencies
Overcoming Barriers
Page 125 of 205
Our proposed project
Children’s play area
Page 126 of 205
Our proposed project
Kitchen modifications
Page 127 of 205
Our proposed project
Laundry area
Page 128 of 205
Page 129 of 205
Office Address
409 Main Street, Three Hills,
Alberta T0M 2A0
403-443-5566
kneehilllearn@gmail.com
https://www.kals3hills.ca/
admin@kals3hills.ca
Page 130 of 205
Committee of the Whole
Discussion Report
Page 1 of 1
Version: 2023-01
Subject: Year in Review Template
Meeting Date: Tuesday, October 15, 2024
Prepared By: Mike Haugen, CAO
Presented By: Mike Haugen, CAO
STRATEGIC PLAN ALIGNMENT: (Check all that apply)
☐ ☐
☐
☒
☐
High Quality
Infrastructure Economic
Resilience Quality of Life Effective
Leadership Level of Service
RELEVANT LEGISLATION:
Provincial (cite)- NA
Council Bylaw/Policy (cite)- NA
BACKGROUND/PROPOSAL:
Development of an annual report was established as a 2024 objective. Administration has developed a
template for that report using 2023 data and wishes to obtain Council’s feedback regarding the overall
format of the report.
DISCUSSION/OPTIONS/BENEFITS/DISADVANTAGES/OTHER CONSIDERATIONS:
An example report has been created utilizing 2023 information. Administration is seeking to obtain
Council’s feedback about the general document and overall information content. This feedback will be
utilized to develop a 2024 Year in Review document.
Administration anticipates that a report of this type will be produced each year in conjunction with
approval of the Audited Financial Statements.
FINANCIAL & STAFFING IMPLICATIONS:
Production of this report would be incorporated into annual workplans.
ATTACHMENTS:
2023 Year in Review Example
RECOMMENDATION:
That the Committee of the Whole provide the following feedback to Administration:
APPROVAL(S):
Mike Haugen, Chief Administrative Officer Approved- ☒
Page 131 of 205
2024 Report to Community
Kneehill County
Annual Report 2023
Highlights
Page 132 of 205
2024 Report to Community
Message from the Reeve
On behalf of Council, I am pleased to present our annual report to our residents and stakeholders. This year
has been marked by hard work, dedication, and a relentless pursuit of excellence by our employees, who have
continually sought improvements and efficiencies to save money and enhance our services.
Throughout the year, our staff has demonstrated an unwavering commitment to serving our community. They
have worked tirelessly to ensure that our operations run smoothly and effectively, consistently seeking innova-
tive solutions to enhance the quality of life for all our residents.
Some highlights from this year include:
Infrastructure Projects: We have successfully completed several key infrastructure projects, ensuring our
roads, bridges, and public facilities are in top condition. Our proactive approach to maintenance and renewal
has paid off, providing safe and reliable infrastructure for our community.
Service Enhancements: Our team has introduced new services and improved existing ones, focusing on
meeting the evolving needs of our residents. From enhanced recycling programs to expanded community
grant opportunities, we are committed to delivering high-quality services.
Community Engagement: We have strengthened our engagement with the community through various
initiatives and events. By fostering open communication and collaboration, we have built stronger relationships
with our residents and stakeholders.
Financial Management: Thanks to our staff’s diligent efforts in seeking efficiencies and cost-saving measures,
we have been able to manage our resources effectively. This prudent financial management has allowed us to
invest in key projects and build reserves for the future.
Despite the challenges we faced, including economic uncertainties and external pressures, our employees
have risen to the occasion, ensuring that we continue to deliver excellent services to our community. Their hard
work and dedication have been instrumental in our success.
Looking ahead, we remain committed to building a prosperous and sustainable future for our community. We
will continue to work hard, seek improvements, and enhance our services, ensuring that our residents benefit
from a high quality of life.
Thank you for your continued support.
-Reeve Ken King
Page 133 of 205
2024 Report to Community
Population
4,992
Median Household
Income
$91,000
200+
Businesses
2023
Development Stats
Building Permits Issued: 43
Building Permits
Construction Value:
$15,455,857
Development Permits
Issued: 69
Development Permit Value:
$19,655,935
Median
Age 42
Top Industries Based on
Employment:
1. Agriculture
2. Health Care & Social Assistance
3. Construction
4. Retail Trade
5. Transportation
6. Oil & Gas Extraction
Land Parcels
Farmland: 5,737
Non-residential: 431
Improved Residential: 1,857
1
7%
86%
7%
PROPERTY TAX ASSESSMENT
Residential Non-Residential Farmland
14%
86%
TOTAL HOUSEHOLDS
Rented Owned
2023 Key Infrastructure
Investments:
$2.8 million for
scheduled Capital Equipment
replacements necessary to
maintain roads, water systems,
protective services, and parks.
$2.4 million for road
network projects including the
replacement and maintenance
of bridges, and rural road
reconstructions.
$620,000 for
maintenance and upgrades to
various County owned facilities
and park sites.
$364,100 in one-time
projects to support operations,
including progression in asset
management, and asset
condition assessments.
Page 134 of 205
2024 Report to Community
Departmental
Summaries
Significant Achievements
Operating Budget
Photo Credit: Badlands Photography
Page 135 of 205
2024 Report to Community
Organizational Chart and
Staffing Summary
Specific numbers of employees under each major segment of the organization are listed in the table above.
From 2022 to 2023 the total employees budgeted to be employed by the County increased by four, as a result of
the addition of an Asset Manager under Corporate Services, and a role to be shared between Transportation and
Agricultural Services. The remaining two is recognition of positions that were vacant within Infrastructure in 2022 and
have since been occupied.
In 2024 the total employees budgeted to be employed by the County increased by two, as a result of the addition of
two positions within the Transportation Department. Seasonal staff were reduced by three within the Transportation
Department, partially due to historical trending in the availability of seasonal hires, and partially in recognition of the
addition of new full time positions.
3
2022 2023 2024 Change
CAO and Resource Support 4 4 4 -
Infrastructure 40 42.5 44.5 2
Community Services 18 18.5 18.5 -
Corporate Services 14 15 15 -
Total Permanent Staff 76 80 82 2
Seasonal Staff 23 22 19 -3
Page 136 of 205
2024 Report to Community
Operating Budget by Department
4
This table reflects the Operating Budget segmented by departments, Detailed
Departmental Budgets are found further on in this report.
2023
Budget
2024
Budget Variance
Revenues
Council - - -
Corporate Items (26,459,500) (27,618,649) (1,159,149)
Office of CAO - - -
Corporate Services (200,000) - 200,000
Transportation (313,500) (455,000) (141,500)
Environmental (1,567,885) (1,787,547) (219,662)
Facilities - (22,000) (22,000)
Economic Development (10,000) - 10,000
Enforcement (39,000) (39,000) -
Fire (85,757) (61,670) 24,087
Disaster - - -
Planning (118,700) (104,100) 14,600
ASB (185,402) (294,747) (109,345)
Parks (101,900) (106,900) (5,000)
Cemetery (7,800) (7,800) -
Total Revenues (29,089,444) (30,497,413) (1,407,969)
Expenses
Council 1,152,702 1,185,031 32,329
Corporate Items 6,465,679 5,980,890 (484,789)
Office of CAO 741,545 773,136 31,591
Corporate Services 2,541,044 2,403,688 (137,356)
Transportation 9,307,570 10,653,213 1,345,643
Environmental 3,214,733 3,288,141 73,408
Facilities 396,874 441,819 44,945
Economic Development 245,423 235,765 (9,658)
Enforcement 1,257,449 1,261,815 4,366
Fire 1,473,534 1,499,587 26,053
Disaster 31,824 40,228 8,404
Planning 572,378 618,885 46,507
ASB 848,801 1,232,928 384,127
Parks 770,297 813,492 43,195
Cemetery 69,591 68,795 (796)
Total Expenses 29,089,444 30,497,413 1,407,969
Net - - -
Page 137 of 205
2024 Report to Community
Council
Page 138 of 205
2024 Report to Community
Council
Operating Budget
The Council segment of the budget provides for the direct costs of operating Council and a variety of
committees, as well as specific Council programs. Council is responsible for setting direction, establishing
organizational priorities, approving policies, and allocating resources through the annual budget approval
process.
Expenses
Contract and General Supplies this item includes costs relating to Council training and development,
memberships, IT related software licensing costs, as well as professional contracts which supports Council. The increase
relates to training and development.
Materials, Goods, Supplies, & Utilities includes office materials and other items required to support Council.
Salaries, Wages, and Benefits includes core Council salaries, per diems, benefits, and all government contributions related
to Council.
Transfer to Other Governments this item represents recreation payments to urban municipalities. The increase relates to
contracted payment amounts.
Transfer to Individuals & Organizations includes Council programming which supports rural community halls, youth
sponsorships, community grants to non-profits, scholarship awards, and other various Council programs. The increase in this
item relates to community grant programs.
Contributions to Reserves represents a contribution to the IT Reserve to fund IT equipment related to Councillors and
Council Chambers.
6
2023
Budget
2024
Budget Variance
Expenses
Contract & General Services 191,100 196,300 5,200
Materials, Goods, Supplies, & Utilities 7,200 7,200 -
Salaries, Wages & Benefits 388,842 402,359 13,517
Transfer to Other Governments 288,060 289,122 1,062
Transfer to Individuals & Organizations 262,400 274,950 12,550
Contributions to Reserves 15,100 15,100 -
Total Expenses 1,152,702 1,185,031 32,329
Net 1,152,702 1,185,031 32,329
Page 139 of 205
2024 Report to Community
Council
2023 Significant Achievements & Contributions
Awarded $51,988.00 in Community Grant Funding in 2023.
Provided the Torrington Arena $30,000 in grant funding plus $12,500 to rent a zamboni for 2023-2024
Provided $8,800 in grants through the new Recreation and Community Arts and Culture Program
Provided $288,060.40 in recreation funding to 5 urban municipalities within Kneehill County.
Provided $3400 in grants through the Youth Sponsorship Program.
Provided $5000 to the Three Hills Health Initiative Fundraiser
Provided the Kneehill Museum $25,000 in funds for their museum expansion.
Provided $10,000 to the Huxley Hall Association for the Community Centre’ s roof
Provided $100,000 to the Acme Alumni Association for their new gym project.
Awarded $27,451 to 9 rural halls in Kneehill County.
Awarded two $2000 scholarships through Kneehill County’s annual Scholarship Program.
Approved use of the ToolCat, Water Truck and operators to fill barricades for the 2023 Cruise Weekend.
Continued Elected Officials Education Program training: Privacy Dos and Don’ts, Planning, Regional Patnership
and Collaboration, Council’s Role in Service Delivery, Municipal Corporate Planning and Finance, and Asset
Management.
Met with Minister of Municipal Affairs, Rebecca Shultz, Transportation Minister Devin Dreeshen, and K
Division RCMP while attending two Rural Municipalities of Alberta Conferences.
Successfully lobbied the provincial government to replace BF 06893 on Hwy 587, construction completed in
2023.
Held 21 Council meetings and passed 453 resolutions, reviewed 10 policies, created 4 new policies, rescinded
3 policies, ratified 21 Bylaws, and held 9 Committee of the Whole Meetings in 2023.
Held ratepayer meetings for transportation and environmental services projects: Gorr Road Overlay, Huzley
wastewater assessments, and Three Hills East Water meetings to engage residents and obtain valuable
feedback on these specific projects.
9Page 140 of 205
2024 Report to Community
Office of the CAO,
Legislative Services,
& Communications
Page 141 of 205
2024 Report to Community
Office of the CAO, Legislative
Services, and Communications
The Chief Administrative Officer (CAO) is Council’s
principal advisor on matters of policy and is responsible
to Council for the efficient administration of all County
services and programs. The three Division Heads
(Directors) are responsible to the CAO for the efficient and
effective operation of their respective departments.
The CAO provides leadership and direction and is
responsible for the co-ordination of information with all
departments while ensuring that the policies and
direction of Council are effectively implemented. In
addition to three Division Directors, the functions and
resources of Legislative Services and Communications
report directly to the CAO.
Legislative Services’s main function is to support the
CAO in the administration of legislated responsibilities as
set out in the various provincial statutes. This includes,
but is not limited to, working with and assisting the CAO
in the preparing and posting of agendas, preparing and
posting minutes and bylaws, and maintaining a record
of Council and Committee proceedings. Overseeing and
administering the municipal election process every four
years is also a responsibility of this unit.
Legislative Services portrays a positive corporate
image by providing internal and external clients with
an efficient, accurate and pleasant service in a
manner which sets the County apart in making
every enquirer feel welcome and fulfilled. This is
achieved by providing Council secretariat functions
for Council and the organization, maintaining the
corporate records management system, and
providing administrative and technical support to
the CAO and Council.
Communications is a key function of the County,
involving elected officials and employees at all
levels. To support this priority, the Communications
Department strives to provide the County residents
and stakeholders with clear, honest, transparent
information and seeks opportunities to ensure
County residents are consulted with on important
decisions. Communications also works to promote
and inform residents and stakeholders of the
County’s current projects, procedures, services,
and successes. The department utilizes a variety of
mediums to provide clear, consistent messaging,
including website, social media, newspaper, and
video.
MISSION STATEMENT
To assist Council in ensuring policies adopted and decisions made by Council are the most effective in moving
the County forward in a sustainable and financially prudent manner.
In addition, the CAO shall provide Council information, legislative advice and guidance while ensuring quality
service is provided to Council, staff, and the ratepayers.
8Page 142 of 205
2024 Report to Community
Office of the CAO, Legislative Services,
& Communications
2023 Significant Achievements
Published four ratepayer newsletters, including digital versions online.
Hosted two ratepayer evenings with attendance of 178 total (70 in Swalwell, 108 in Wimborne).
Implemented business reply mail for surveys etc.
Implemented Notify Me, a free notification service for water customers through the County’s website.
Reformatted Council Highlights document to make it more engaging for residents to read.
Implemented AI programs to help improve communications.
Completed a 22-week “Weed of the Week” noxious weed imformation campaign, in conjunction with Ag
Services.
Assisted Kneehill County departments with communications plans, campaigns, initiatives and engagements.
Continued weekly “County Corner” full page ad in the Three Hills Capital (50 weeks).
Conducted a review of the Grant Program to align it more effectively with the strategic priorities set up in
County’s Strategic Plan.
Created digital workflow processes within the County (Accounts Payable Digitization Project update, database
update, contact listing, credit card reconciliation, etc.).
Coordinated the Record Management for the County.
Conducted a preliminary review to gauge changes to divisional boundaries 4 & 6 that Council intends to
pursue in 2024.
Coordinated the County’s Freedom of Information and Protection of Privacy Program.
Provided recording secretary support to the external committees of the Kneehill Regional
Partnership Committee and the Kneehill Medical Services Retention & Recruitment Task force.
Hosted engagement sessions for Division 5 and Divisions 4 & 6.
Organized Council orientation and training process
Implemented a meeting software program that automates the entire meeting life-cycle for administration and
Council.
Organized meeting with Minister of Municipal Affairs and Transportation Minister at the Spring Rural
Municipalities Conference in March.
9Page 143 of 205
2024 Report to Community
Office of the CAO, Legislative Services,
& Communications
Operating Budget
Expenses
Contract & General Services includes costs related to advertising and public relations, and training and development.
The increase relates to several small adjustments to public relations and programs for staff operated by the CAO’s
office.
Materials, Good, Supplies, & Utilities includes advertising printing and stationary costs, and other office materials
required to support the department. The increase in this item relates to printing and stationary costs within
Communications.
Salaries, Wages, & Benefits includes costs for staff which contribute to this department, including core salaries,
government contributions, and benefits. The increase includes allocations for eligible merit increases and to maintain
salaries at market levels as set by Council; as well as costs related to benefits and government contributions.
10
2023
Budget
2024
Budget Variance
Expenses
Contract & General Services 107,025 112,435 5,410
Materials, Goods, Supplies, & Utilities 20,100 31,500 11,400
Salaries, Wages & Benefits 614,420 629,201 14,781
Total Expenses 741,545 773,136 31,591
Net 741,545 773,136 31,591
Page 144 of 205
2024 Report to Community
Corporate
Services
Page 145 of 205
2024 Report to Community
Corporate Services:
Information Technology
The Information Technology Unit is responsible for all aspects of the County’s information technology
infrastructure. This unit supports the numerous business applications that enables the technical functions
required to meet operational needs and is responsible for ensuring a secure and reliable network that connects
IT Infrastructure at numerous sites throughout the County. The IT Infrastructure managed by this unit provides
users with access to essential software tools that streamline processes and services, integrated databases that
house and protect extensive data collections across the corporation; communication devices that facilitate
effective communication; and websites that extend electronic information access and online services to staff
and citizens.
The unit, through its Geographic Information Services (GIS), also supports that management of County
infrastructure and assets through the visualization of data. This function supports the organization through
improving operational analysis that informs day-to-day decisions and long-term planning and is utilized
primarily by operational units such as Roads, and Water & Wastewater, as well as supports other units including
Planning & Development and Property Taxation.
2023 Significant Achievements
Cross-train for minor IT issues so they can be handled by support staff.
Enhance Customer Service Delivery Model.
Increase staff training on Corporate Systems (i.e. GP and Teams).
Adopt the utilization of Cloud Desktops for all units.
Further increase live streaming of Council-related meetings.
Support the implementation and functionality of eScribe Council Meeting management
Increased network security with deployment of new network hardware.
Increase security with the deployment of password management software.
12Page 146 of 205
2024 Report to Community
Corporate Services:
Human Resources
The County’s Human Resources Unit is responsible for the provision of human resources, payroll, and health
and safety functions for all full-time, part-time, and contract staffing within the corporation. Development and
support of broad human resource initiatives and ensuring compliance with various employment laws and
regulations also fall under the purview of this unit. The Human Resources Unit fosters a positive, productive,
safe, and respectful work environment for all employees and provides resources and tools that support staff
development and job satisfaction.
2023 Significant Achievements
Health & Safety Audit complete with a passing score of 92%.
Hosted second “All Staff Day”.
Completion of 2023 Market Evaluation. (External)
Payroll Process Review completed and implementation initiated.
Commenced the development of a Strategic Corporate Learning & Development Strategy.
Identification and awarding of HRIS system.
Enhancement to Staff Performance Evaluations.
Increased Youth Engagement through attendance at 3 career fairs.
Commenced development of Job Matrix and Job Description updating, continuing into 2024.
Formal approval of HR related Administrative Directives.
13Page 147 of 205
2024 Report to Community
Corporate Services:
Financial Services
The Financial Services Unit is responsible for all financial aspects of the County’s operations and ensuring
compliance with auditing, accounting and legislative standards, including maintaining and implementing
strong internal controls, facilitating the development of annual operating and capital budgets and regular
financial reporting on both budgets and projects, and planning and managing the annual financial audit
function. The team facilitates accounts receivables and payables functions; ensures long-term financial
planning is undertaken in all service areas to maximize service delivery; safeguards the assets of the
organization and manages risk; ensures the County’s investment portfolio is managed in a manner that
maximizes return on investments; purchasing and procurement practices are managed effectively; manages
the County’s insurance portfolio; oversees all matters related to the billing and monitoring of property taxes
and utilities; and exercises the proper management of County funds.
2023 Significant Achievements
Received the GFOA “Distinguished Budget Presentation Award” for the 3rd year.
Completion of a favourable Financial Audit for the 2022 year.
Initiated the assessment of Asset Retirement Obligations (ARO) in alignment with Public Sector
Accounting Standard (for the 2023 year).
Presentation of 2024 Budget, for Council consideration, prior to 2023 year end.
Development of Budget Book by internal resources.
Financial Policies updated (Acceptable Methods of Payment, etc.).
Increased digitization of internal forms and processes that support operational efficiency.
Presentation of a Preliminary Reserve Strategy that supports long-term financial sustainability and greater
transparency.
Implementation of Tax Arrears Payment Plan to support residential ratepayers who have fallen into arrears with
their property tax payments.
Adaptations to Tax Penalty Structure that supports increase tax collection rates for residential property owners
and reduced administrative time allocation.
Advanced the establishment of a Procurement Policy.
Restructuring of Finance Team to more effectively support operational needs.
14Page 148 of 205
2024 Report to Community
Corporate Services Budget
This budget represents the budget for the three functions under Corporate Services.
Revenues
Transfer from Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services includes costs related to training and development including corporate safety training,
annual financial audit fees, and other contracted services which support corporate services functions. The increase relates
to IT service contracts, and annual audit fees..
Materials, Goods, Supplies, and Utilities includes tools, equipment, and supplies which support all corporate services
functions. The decrease primarily relates to decreased printing and stationary costs.
Salaries, Wages, and Benefits includes costs for staff which contribute to this department, including core salaries,
government contributions, and benefits.
Purchases from Other Governments represents land title fees.
Contributions to Reserves represents a contribution to the IT Reserve to fund IT equipment purchases.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
15
2023
Budget
2024
Budget Variance
Revenues
Transfer from Reserves (200,000) - 200,000
Total Revenues (200,000) - 200,000
Expenses
Contract & General Services 639,440 696,540 57,100
Materials, Goods, Supplies, & Utilities 191,425 178,801 (12,624)
Salaries, Wages & Benefits 1,475,289 1,493,176 17,887
Purchases from Other Governments 1,500 1,500 -
Contributions to Reserves 33,390 33,671 281
Non TCA Operating Projects 200,000 - (200,000)
Total Expenses 2,541,044 2,403,688 (137,356)
Net 2,341,044 2,403,688 62,644
Page 149 of 205
2024 Report to Community
Infrastructure
Infrastructure
Page 150 of 205
2024 Report to Community
Transportation
The Transportation Department strives to provide the
best possible level of municipal services for all County
road users by ensuring County infrastructure (roads,
bridges, culverts etc.) are in sufficient condition and
meet municipal and provincial regulations.
The Transportation Department includes the road
maintenance program, project construction, and the
maintenance shop, and is responsible for various
services that include:
Graveling of Roads
To ensure a safe and reliable road network, the County
typically gravels a roadway every two to seven years.
The re-graveling program targets approximately 400
miles per year, at the rate of 400 tonnes/mile
(depending on road width).
Grading of Roads
The County has 10 grader divisions; each division covers
approximately 111 - 124 miles of roadway. Gravel roads
within each division are bladed to a minimum of six
rotations per year. Policy #13-2, Transportation
Grader/Gravel Services, outlines a list of priorities for
summer and winter maintenance. The graders are also
utilized in the application of dust control on County
roads as well as performing lane grading and snow
clearing for ratepayers who have requested and entered
into a Private Snowplowing and Grading Agreement.
Dust Control
To improve the quality of life in the County, dust
abatement agents such as Calcium Chloride and Spec
Crude are available to be applied on rural roads for
citizens who have applied for this service. The rates for
dust abatement are set on an annual basis by Council
and can be found in the County’s Master Rates Bylaw.
Bridges
The Transportation Department is responsible for the
management of all 214 bridges and bridge-sized
culverts located on County controlled roads. This
responsibility includes analyzing each structure’s needs
and arranging for corrective actions to occur at
appropriate times.
Culvert and Ditch Maintenance
The purpose of culvert and ditch cleaning is to
maintain the flow of water and to protect the integrity of
the road sub-grade. Culverts will be assessed and
replaced depending on the condition. The
Transportation Department also uses the bridge
replacement plan and Alberta Transportation’s Bridge
Inspection and Maintenance (BIM) System as a tool to
identify when culvert structures need to be replaced.
Brushing
Removal of trees and brush from roadside ditches is
vital for the safety of the traveling public. Many
problems include reduced sight distance at
intersections, reduced visibility of traffic signs and
wildlife, snow drifting, reduced drainage, and dust
clouds created by traffic caused by trees or brush
growing into the road allowance.
Signage
All road signs are placed according to Canadian Traffic
Control Device Standards. They include potential
hazards so drivers can take appropriate action to stay
safe.
Industry
Throughout the year, various requests from industry are
directed to the Transportation Department.
Transportation ensures appropriate agreements and
permits are in place (crossing agreements, crossing
applications, approach applications, encroachment
permits, industry/commercial dust control applications,
land agreements, temporary water agreements).
The County also has a Road Inspector that assesses the
road conditions where industry activity is taking place.
The Road Inspector makes sure industry has the
appropriate agreements in place and the agreement
standards have been met. The County utilizes
Roadata, a contracted service which issues permits,
road use agreements, and overweight movement
approvals on County roadways.
17Page 151 of 205
2024 Report to Community
Transportation
2023 Significant Achievements
Asphalt overlay of RR 25-1 (Gorr Road) from Highway 583 to Highway 27 which included widening of the top
surface to 9.0 metres.
Seal coating on RR 24-0 (PBI Road) and RR 23-4 (Airport Road).
Major bridge sized culvert replacement near Swalwell.
Specialized grader training taken by three County operators.
Completed annual crushing of 85,234 cubic metres of gravel aggregate.
Completed BF 6948, SE-1-30-25-W4, construction.
Completed major maintenance on one major and two standard bridges. BF 895, SW-6-24-26-W4;
BF 2170, SW-29-33-26-W4; and BF 1876, NW-10-30-25-W4.
Completed Gorr Road overlay project.
Piloted new dust control product in 2 locations in the County.
Developed brushing and gravelling maps on GIS system to better understand the County’s level of service in
these areas.
18Page 152 of 205
2024 Report to Community
Transportation
Operating Budget
19
2023
Budget
2024
Budget Variance
Revenues
Other Revenue (50,000) (75,000) (25,000)
Sale of Goods & Services (147,500) (184,000) (36,500)
Rental Income (31,000) (31,000) -
Transfer from Reserves (85,000) (165,000) (80,000)
Total Revenues (313,500) (455,000) (141,500)
Expenses
Contract & General Services 587,103 660,220 73,117
Materials, Goods, Supplies, & Utilities 2,130,000 2,606,726 476,726
Salaries, Wages & Benefits 4,065,828 4,290,210 224,382
Contributions to Reserves 1,739,639 2,216,057 476,418
Non TCA Operating Projects 85,000 165,000 80,000
Gravel (Inventory) Projects 700,000 715,000 15,000
Total Expenses 9,307,570 10,653,213 1,345,643
Net 8,994,070 10,198,213 1,204,143
Page 153 of 205
2024 Report to Community
Transportation
Operating Budget
Revenues
Other Revenue represents water access agreements related to oil and gas activities. The increase is in line with 2023 actuals
for this revenue source.
Sales of Goods & Services includes dust control fees, oilfield inspections, approaches and crossing fees, and snowplowing
revenues.
Rental Income represents income related to land rentals.
Transfer from Reserves this line represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services includes costs related to engineering, freight, training and development, equipment rental,
contracted major maintenance and repairs, insurance, and IT related costs for the department. The increase relates to
increased costs to IT costs for new staff, as well as contracted services, freight, and engineering..
Materials, Goods, Supplies, and Utilities includes supplies for the road network including shop supplies, parts for
equipment repairs, fuel, grader blades, road maintenance materials, dust control materials, culverts, signs, and utilities. The
increase relates to inflationary costs in all areas of this department.
Salaries, Wages, & Benefits includes all costs for staff which contribute to this department, including core salaries,
government contributions and benefits. The increase includes allocations for eligible merit increases and to maintain salaries
at market levels as set by Council, including two new full-time positions, and costs related to benefits and government
contributions.
Contributions to Reserves represents contributions to the IT, Capital Equipment Plan, and Gravel Reserves. The variance
relates to contributions for capital equipment which reflects substantial price increases in equipment due to the current
economic environment, and increased contributions to fund future gravel purchases.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
Gravel (Inventory) Projects represents the annual gravel crushing costs to provide gravel for the road network. The variance
relates to increased contract costs for this service.
20Page 154 of 205
2024 Report to Community
Environmental Services
The Environmental Services Department consists of water, wastewater, and solid waste. The department employs 6
full-time and 4 part-time employees; a Manager, a Water and Wastewater Foreman, 3 Utility Operators, 1 Landfill
Operator, and 4 Transfer Site Attendants. The Environmental Services Department is contracted to the Aqua 7
Regional Water Commission to operate and maintain a pump house, reservoir, and 90km transmission line, which
distributes water to several surrounding communities.
A big aspect of the operation of the Environmental Services Department is interaction with the citizens of the County,
whether that be connecting to a new water service, responding to water or wastewater concerns, or a welcoming
smile and a helpful hand at the transfer sites.
The Environmental Services Department oversees approximately 900km of water mains, 13km of wastewater mains,
4 wastewater lagoons, 13 water systems, 9 pump houses, 4 transfer sites, and 1 class III residential landfill. Operations
of the department are directed by the Code of Practices as required under the Alberta Environment and Parks
Registrations.
Utility Operators ensure that the delivery of potable water meets all guidelines enforced by the Province of Alberta
as well as the Canadian guidelines. This includes regular water testing, weekly bacteriological samples,
trihalomethane testing, repairing waterline breaks, maintaining equipment essential to water delivery, and protecting
infrastructure by responding to Alberta First Call. Operator certification in water treatment, water distribution,
wastewater collection, and water treatment are a requirement of this position, achieved through written examination
and maintained by earning CEUs (continuing educational units) by attending and completing industry-related
courses, seminars, or conferences.
Transfer Site Attendants ensure that solid waste is disposed of in a safe and efficient manner and promote the use of
all recycling options available at each site. The attendants are required to screen material to deem it acceptable for
disposal at the particular site and inform users of other options for disposal if required. The Class III Landfill is
operated under a Code of Practice issued by the Province of Alberta and must adhere to the guidelines and
regulations within the document resulting in the attendants having to monitor what is disposed of,
21Page 155 of 205
2024 Report to Community
Environmental Services
2023 Significant Achievements
Three Hills East water system assessment findings and public engagement.
Huxley Wastewater Assessment Study and community engagement on the project being undertaken.
Co-ordinated the completion of a Flushing Program Study on behalf of Aqua 7 Regional Water Commission.
Engaged in the completion of a Fluoride Reduction Study for the Hamlet of Wimborne.
Water main flushing in the Hamlets of Huxley, Swalwell, and Torrington.
Sewer main flushing in the Hamlets of Wimborne, Torrington, and Swalwell completed as part of the annual
maintenance.
Water reservoirs in the Hamlets of Huxley and Wimborne cleaned and inspected.
22Page 156 of 205
2024 Report to Community
Environmental Services
Operating Budget
23
2023
Budget
2024
Budget Variance
Revenues
Other Revenue (10,000) (10,000) -
Sale of Goods & Services (1,137,400) (1,354,124) (216,724)
Sales to Other Governments (72,000) (72,000) -
Penalties & Fines (5,000) (5,000) -
Special Taxes & Frontage (281,485) (235,323) 46,162
Transfer from Reserves (62,000) (111,100) (49,100)
Total Revenues (1,567,885) (1,787,547) (219,662)
Expenses
Contract & General Services 274,266 322,585 48,319
Materials, Goods, Supplies, & Utilities 1,117,461 1,170,969 53,508
Salaries, Wages & Benefits 1,061,714 1,036,346 (25,368)
Purchases from Other Governments 268,820 265,542 (3,278)
Contributions to Reserves 430,472 381,599 (48,873)
Non TCA Operating Projects 62,000 111,100 49,100
Total Expenses 3,214,733 3,288,141 73,408
Net 1,646,848 1,500,594 (146,254)
Page 157 of 205
2024 Report to Community
Environmental Services
Operating Budget
Revenues
Other Revenue relates to miscellaneous revenue for the department.
Sales of Goods & Services primarily represents revenues from water lines and bulk water stations. It also includes smaller
amounts for waste collection, and scrap metal sales. The increase relates to water sale revenues based on historical trending
and rate increases.
Sale to Other Governments includes management fees paid by Aqua 7.
Penalties and Fines represents penalties and fines related to utility billing
Special Taxes and Frontage represents a special tax levy related to taxable parcels of land with water connections. The
expiry of one levy has resulted in a decrease in this revenue.
Transfer from Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services includes insurance, costs related to training and development, IT software costs, recycling
programming, transfer site operations, and contracted garbage collections. The increase relates to contracted
engineering services, water modeling software fees, and training and development for new staff.
Materials, Goods, Supplies, and Utilities includes the cost of water purchased for resale, fuel, utilities at water distribution
sites, and parts related to the upkeep of the department. The increase primarily relates to water for resale for which there are
associated increased revenues. Supply costs have also increased.
Salaries, Wages, & Benefits includes all costs for staff which contribute to this department, including core salaries,
government contributions and benefits. The decrease includes adjustments for staff at new grid levels, allocations for eligible
merit increases and to maintain salaries at market levels as set by Council: as well as costs related to benefits and
government contributions.
Purchases from Other Governments includes the payments related to the collection of solid waste as well as the operation
of water lines. The decrease relates to commission requisitions.
Contributions to Reserves represents contributions to the IT and Capital Equipment Plan Reserves, as well as contributions
related to special tax levies related to properties with water connections. The decrease in this item is related to the expiry
of water frontage agreements. This is offset by contributions for capital equipment which reflect price increases due to the
current economic environment.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved projects.
24Page 158 of 205
2024 Report to Community
Community
Services
Photo Credit: Badlands Photography
Page 159 of 205
2024 Report to Community
Facilities
The Kneehill County Facilities Department maintains buildings related to our operations. With 33 facilities and 45
serviced structures, we assure compliance with regulatory authorities in the serviceability of our facilities to
ensure that operations can effectively deliver services. The Facilities department operates mainly on a
breakdown/maintenance model and responds to the needs and concerns of staff and tenants as they arise. We
also utilize a maintenance management program to focus resources on selective, preventative maintenance
items, keeping costly reactionary maintenance to a minimum.
Facilities utilizes the expertise of contractors to ensure the delivery of maintenance requirements and
renovations are managed efficiently and in a fiscally responsible manner. Other responsibilities include building
and structural inspections, facility safety inspections, facility certification and permitting, energy audits,
maintaining fuel depots, facility snow removal, configuring and installing office equipment, RGMA ice plant
operation, utility demand logging, and invoicing. Above all, fostering a welcoming, safe, and practical
environment for staff and tenants in all Kneehill County Facilities.
2023 Significant Achievements
PSD Maintenance Manager Implementation.
Facilities service delivery review.
FCSS HVAC Project.
Zero facility down-time.
Tenant satisfaction levels remain high.
Implemented communication and management tool, utilizing Teams, Laserfiche, PSD & eScribe.
26Page 160 of 205
2024 Report to Community
Facilities
Operating Budget
Revenues
Transfer from Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Supplies includes security alarm monitoring costs, and maintenance supply costs related to
buildings. The increase relates to repairs and maintenance.
Materials, Good, Supplies, & Utilities includes small consumables used by the department. The increase relates to
small tools and equipment.
Salaries, Wages, & Benefits includes all costs for staff which contribute to this department, including core salaries,
government contributions, and benefits. This increase includes allocations for eligible merit increases and to maintain
salaries at market levels as set by Council; as well as costs related to benefits and government contributions.
Contributions to Reserves represents contributions to the Capital Equipment Plan Reserve. The increase relates to
contributions for capital equipment which reflects substantial price increases due to the current economic environment.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
27
2023
Budget
2024
Budget Variance
Revenues
Transfer from Reserves - (22,000) (22,000)
Total Revenues - (22,000) (22,000)
Expenses
Contract & General Services 146,700 152,400 5,700
Materials, Goods, Supplies, & Utilities 10,000 15,000 5,000
Salaries, Wages & Benefits 226,879 238,073 11,194
Contributions to Reserves 13,295 14,346 1,051
Non TCA Operating Projects - 22,000 22,000
Total Expenses 396,874 441,819 44,945
Net 396,874 419,819 22,945
Page 161 of 205
2024 Report to Community
Economic Development
The main goal of the Economic Development Department is to improve the economic wellbeing of the County in
alignment with Council’s Strategic Plan. The County’s Economic Development Officer (EDO) reports to the
Director of Community Services and is responsible for facilitating, promoting, and ensuring community and
economic development initiatives are in place to enhance growth and sustainability within the community.
Further, the EDO works as a liaison between businesses, government, and support organizations to build
connections, navigate processes, share funding programs, and disseminate information. Utilizing Council’s
existing planning documents as a road map, the EDO is tasked with creating a business climate for the County
that is both profitable and sustainable while ensuring that Council’s vision and priorities are respected and
preserved.
2023 Significant Achievements
Held the Growing Kneehill Country Market and Long Table event.
Conducted a Business Retention & Expansion Survey.
Partnering with Community Futures on a regional workforce labour project.
Partnering with Travel Alberta and Travel Drumheller on a Provincial Destination Plan.
Working on a new Economic Development Plan.
28Page 162 of 205
2024 Report to Community
Economic Development
Operating Budget
2023
Budget
2024
Budget Variance
Revenues
Transfer from Reserves (10,000) - 10,000
Total Revenues (10,000) - 10,000
Expenses
Contract & General Services 89,490 108,200 18,710
Salaries, Wages & Benefits 145,933 127,565 (18,368)
Non TCA Operating Projects 10,000 - (10,000)
Total Expenses 245,423 235,765 (9,658)
Net 235,423 235,765 342
Revenues
Transfer from Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services represents training and development, advertising, Explore Kneehill, and a budget for
externally contracted services.
Salaries, Wages, & Benefits includes all costs for staff which contribute to this department, including core salaries,
government contributions, and benefits. The decrease includes adjustments for staff at new grid levels, allocations for
eligible merit increases and to maintain salaries at market levels as set by Council; as well as costs related to benefits and
government contributions.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
29Page 163 of 205
2024 Report to Community
Protective Services
The Protective Services Department is composed of Enforcement Services, Fire Services, and Emergency
Management Services. The purpose of the Protective Services Department is to promote standards, build
community capacity, and protect the safety and welfare of the County’s residents within the community to
improve the quality of life. This occurs because of the dedication of the County staff members, collaboration
with the region’s municipalities (Acme, Carbon, Linden, Three Hills, and Trochu), and with other agencies such
as RCMP, schools, and FCSS. The Protective Services Department serves through innovation and partnerships.
2023 Significant Achievements
Ordered the joint purchase Engine for the Three Hills Fire Hall, including spec collaboration meetings with the
Three Hills Fire Department.
Held the Regional Kneehill Emergency Management Advisory Meeting, as well as five Agency Meetings
throughout the region.
Completed the Radio/Fire Communications Project.
Completed the Kneehill Regional Partnership Project: Fire Level of Service Policies throughout the region,
including the acceptance of our own policy. Met with Fire representatives on a collaboration path forward.
Continued collaboration with schools to offer school resource programs, including bike rodeos.
Speed map project completed in collaboration with GIS Coordinator and Transportation Department, aligning
with the Traffic Safety Bylaw.
Maintained contracts with area urbans for bylaw enforcement services.
Deployment of two staff members, who are part of the Central Regional All Hazards Incident Management Team,
to the Buck Creek Wildfires in Brazeau County.
Over 63,000 km of rural patrols conducted, with 1.5 officers.
30Page 164 of 205
2024 Report to Community
Protective Services : Enforcement
Operating Budget
Revenues
Sale of Goods & Services represents revenues received on programs which are paid for by the County and reimbursed by
other groups.
Sales to Other Governments relates to on-call revenues for enforcement services.
Penalties & Fines relates to enforcement penalties and fines.
Expenses
Contract & General Services contains costs related to insurance, maintenance of enforcement vehicles, training and
development, the animal services contract, and IT software costs. The decrease is in line with historical actuals for IT service
contracts.
Materials, Goods, Supplies, and Utilities contains costs related to insurance, maintenance of enforcement vehicles, training
and development, the animal services contract, and IT software costs. The increase relates to general goods and supplies.
Salaries, Wages, & Benefits include all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The decrease includes adjustments for staff at new grid levels, allocations for eligible
merit increases and to maintain salaries at market levels as set by Council; as well as costs related to benefits and govern-
ment contributions.
Purchases from Other Governments represents the payment to the province for policing costs.
Contributions to Reserves represents contributions to the IT and Capital Equipment Plan Reserves. The increase relates to
contributions for capital equipment which reflects substantial price increases due to the current economic environment.
31
2023
Budget
2024
Budget Variance
Revenues
Sale of Goods & Services (2,000) (2,000) -
Sales to Other Governments (26,000) (26,000) -
Penalties & Fines (11,000) (11,000) -
Total Revenues (39,000) (39,000) -
Expenses
Contract & General Services 89,781 87,337 (2,444)
Materials, Goods, Supplies, & Utilities 39,250 41,000 1,750
Salaries, Wages & Benefits 598,740 595,450 (3,290)
Purchases from Other Governments 479,178 479,178 -
Contributions to Reserves 50,500 58,850 8,350
Total Expenses 1,257,449 1,261,815 4,366
Net 1,218,449 1,222,815 4,366
Page 165 of 205
2024 Report to Community
Protective Services : Fire
Operating Budget
2023
Budget
2024
Budget Variance
Revenues
Licenses & Permits (100) (100) -
Sale of Goods & Services (7,500) (7,500) -
Sales to Other Governments (33,753) (34,370) (617)
Rental Income (19,404) (19,700) (296)
Transfer from Reserves (25,000) - 25,000
Total Revenues (85,757) (61,670) 24,087
Expenses
Contract & General Services 232,450 248,117 15,667
Materials, Goods, Supplies, & Utilities 40,900 44,509 3,609
Salaries, Wages & Benefits 325,842 333,527 7,685
Transfer to Other Governments 254,204 263,033 8,829
Transfer to Individuals & Organizations 20,000 25,000 5,000
Contributions to Reserves 575,138 585,401 10,263
Non TCA Operating Projects 25,000 - (25,000)
Total Expenses 1,473,534 1,499,587 26,053
Net 1,387,777 1,437,917 50,140
32Page 166 of 205
2024 Report to Community
Protective Services : Fire
Operating Budget
Revenues
Licenses & Permits includes permit fees.
Sale of Goods & Services includes inspection fee and call revenues.
Sales to Other Governments represents reimbursements by neighbouring municipalities for services as per existing
agreements. The increase relates to dispatch fee reimbursements.
Rental Income includes rental for equipment on County owned towers and rental of the Trochu Fire Hall. The increase
relates to existing contracts.
Transfer to Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services contains costs related to insurance, dispatch services, training and development,
contracted repairs and maintenance, and reimbursable expenses which have a corresponding revenue. The increase
relates to professional contracts, insurance, and contracted repairs and maintenance.
Materials, Goods, Supplies, and Utilities includes goods and supplies, fuel, and equipment maintenance costs.
Salaries, Wages, & Benefits include all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The increase includes allocations for eligible merit increases and to
maintain salaries at market levels as set by Council; as well as costs related to benefits and government contributions.
Transfer to Other Governments represents payments as per existing contracts. The increase relates to existing
contract agreements.
Transfer to Individuals and Organizations represents the County’s portion of repair and maintenance fees which are
paid to other parties as per existing agreements. The increase is in line with historical actuals.
Contributions to Reserves represents contributions to the IT and Capital Equipment Plan Reserves. The increase
relates to contributions for capital equipment which reflects price increases due to the current economic environment.
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
33Page 167 of 205
2024 Report to Community
Protective Services : Disaster
Operating Budget
Expenses
Contract & General Services relates to training and
development. The increase relates to professional
contracts.
Materials, Goods, Supplies, & Utilities includes
equipment repair costs as well as general goods and
supplies for the department. The increase relates to
planned functional training exercises.
Salaries, Wages, & Benefits includes costs for staff which
contribute to this department, including core salaries,
government contributions, and benefits. The increase
includes allocations for eligible merit increases and to
maintain salaries at market levels as set by Council: as
well as costs related to benefits and government
contributions.
34
2023
Budget
2024
Budget Variance
Expenses
Contract & General Services 10,400 13,000 2,600
Materials, Goods, Supplies, & Utilities 5,000 10,000 5,000
Salaries, Wages & Benefits 16,424 17,228 804
Total Expenses 31,824 40,228 8,404
Net 31,824 40,228 8,404
Page 168 of 205
2024 Report to Community
Planning & Development
The Planning & Development Department strives to work with landowners and developers to create a positive and
clear process when handling development or safety code permits. In going through this process, the
Planning & Development Department seeks to balance rural land uses, natural environment, and economic
prosperity using innovative and sound planning concepts and expertise. This helps to ensure that the County
provides a safe and vibrant community for families.
The Planning & Development Department develops bylaws and policies for Council’s approval on land use and
development; evaluates land use applications, development permits, subdivision applications, and any other
planning applications submitted by residents/developers. This enables the department to make
recommendations that align with County plans and bylaws.
Safety Code Services
The County has been accredited since 2000 to issue safety code permits in order to meet the legislated
requirements (building, electrical, plumbing & gas, private sewage, etc.). The Planning & Development
Department works with a third-party contractor who is responsible to ensure all inspections are completed and
any deficiencies are addressed. This helps protect the safety of the County’s residents and workers.
2023 Significant Achievements
Municipal Development Plan Review.
Created six working groups for the MDP review and two large public consultations.
Land Use Bylaw 1808 amendment specific to the renewable energy sections of the bylaw (Bylaw 1889 is the
amending bylaw).
Continued to monitor trends to support other amendments to the Land Use Bylaw when reviewed.
Stakeholder Education (ratepayer newsletter, Council RFDs, public engagements, working groups, etc.).
Planning to review the Trochu Inter-municipal Development Plan.
Participated in court activities for Saddle Up Estates and Badlands Motorsports Resort.
Completed service level review.
Hosted an information session for Renewable Energy and created accompanying fact sheets.
Participated in the AUC process for Three Hills Solar.
35Page 169 of 205
2024 Report to Community
Planning & Development
Operating Budget
Revenues
Licenses & Permits includes development and safety code permits. The decrease relates to safety code permits.
Sales of Goods & Services contains revenues related to map sales, compliance certificates, subdivision and rezoning fees,
and appeal fees.
Expenses
Contract & General Services includes safety code fees, IT software costs, and training and development. The increase
relates to safety codes inspection services, as well as funding for additional community engagement.
Materials, Goods, Supplies, and Utilities includes printing and stationary costs for the department. The increase
relates to supply costs.
Salaries, Wages, & Benefits include all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The increase includes allocations for eligible merit increases and to maintain salaries
at market levels as set by Council; as well as costs related to benefits and government contributions.
Contributions to Reserves represents contributions to the IT Reserve.
36
2023
Budget
2024
Budget Variance
Revenues
Licenses & Permits (99,000) (89,000) 10,000
Sale of Goods & Services (19,700) (15,100) 4,600
Total Revenues (118,700) (104,100) 14,600
Expenses
Contract & General Services 72,410 98,892 26,482
Materials, Goods, Supplies, & Utilities 2,000 7,000 5,000
Salaries, Wages & Benefits 495,143 510,168 15,025
Contributions to Reserves 2,825 2,825 -
Total Expenses 572,378 618,885 46,507
Net 453,678 514,785 61,107
Page 170 of 205
2024 Report to Community
Agricultural Services, Parks, &
Cemeteries
Agricultural Services
The Ag Services Department works in conjunction with the Ag Service Board, which operates under the authority of
the Agricultural Service Board Act and as such has powers delegated to it by the provincial government for
enforcement of the following Act: The Weed Control Act, the Soil Conservation Act, the Agricultural Pests Act, the
Animal Health Act, and all other agriculture-related legislation. In carrying out the legislated requirements of these
acts, and to assist agricultural producers in the County, several programs have been created over the years to help
address agricultural trends or issues of the day.
Parks
The Parks Department maintains and beautifies public green spaces, playgrounds, and campgrounds, and ensures
that these spaces are maintained in a way that provides opportunities for connections with nature and the
environment, active and passive leisure, social connections, and enjoyment that enhances the quality of life of the
County’s residents and visitors to the area.
Cemeteries
The County Cemeteries Department maintains and beautifies all County owned and operated cemeteries as well as
provides maintenance for four privately operated locations, ensuring these sites are safe for staff and visitors and that
they meet all requirements as set through the Cemeteries Act.
37Page 171 of 205
2024 Report to Community
2023 Significant Achievements
Delivery of 2023 Growing Kneehill County Market & Long Table Dinner.
Sprayed 898km, which represents 1/3 of the County’s maintained road network (excludes dirt trails/roads), as
part of the annual Roadside Weed Control Program.
Completed Bertha Armyworm, Clubroot, Grasshopper, Fusarium, and Blackleg Surveys.
Mowed 2470 ditch miles as part of the Roadside Mowing Program.
Completed 2 rounds of urban weed inspections for 9 municipalities (Three Hills, Trochu, Carbon, Acme, Linden,
Torrington, Wimborne, Huxley, and Swalwell).
Completed 3rd season of Horseshoe Canyon Paid Parking Pilot Project.
Installed shade structure frames at Horseshoe Canyon.
Repaired rock landscaping on center boulevard at administration building parking lot.
Collaborated with Alberta Public Lands to implement chemical and mechanical control of Common Tansy at
Dry Island Buffalo Jump.
Mapped 392 invasive plan locations in various stages of control.
Completed 11 Ag Connection email newsletters by year’s end.
Completed mowing maintenance of all cemeteries on schedule. (13 County owned and 4 contracted.)
Completed inspection for all 5 County playgrounds on schedule. (Keiver’s Lake, Swalwell, Huxley, Torrington,
and Wimborne.)
Marked 29 cemetery plots for burials or memorial placements.
Assisted with 6 Water Well Decommissioning Projects.
Participated in 17 extension events with 563 total attendees from 15 events (two events to be completed by
year’s end).
Implemented, hired, and trained a new role, Ag & Transportation Operator.
Installed new campground signs at Torrington, Braconnier, and Swalwell Campgrounds.
Built a new fence at Horseshoe Canyon to reduce off-trail use related erosion.
Agricultural Services, Parks, & Cemeteries
38Page 172 of 205
2024 Report to Community
Agricultural Services
Operating Budget
Revenues
Operating Grants represents provincial grant funding. The increase relates to new agreements with the province which
provide for additional grant funding.
Sales of Goods & Services includes revenues related to weed inspection fees and custom spraying fees.
Transfer from Reserves represents funding for one-time initiatives and varies year-to-year depending on Council
approved projects.
Expenses
Contract & General Services contains ASB board member fees, training and development, advertising, insurance, IT
software costs, land care programming, and the public land mowing contract. The increase relates to training and
development and increased service levels related to weed control.
Materials, Goods, Supplies, and Utilities relates to weed control chemicals, fuel, and other supplies for the
department. The increase relates to chemical costs related to increased weed control service levels.
Salaries, Wages, & Benefits includes all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The increase includes allocations for eligible merit increases and to
maintain salaries at market levels as set by Council, including additional seasonal support; as well as costs related to
benefits and government contributions.
Transfer to Individuals & Organizations contains County support for local programs.
Contributions to Reserves represents contributions to the IT and Capital Equipment Plan Reserves. The increase
relates to contributions for capital equipment which reflects substantial price increase .
Non-TCA Operating Projects represents one-time initiatives and varies year-to-year depending on Council approved
projects.
39
2023
Budget
2024
Budget Variance
Revenues
Operating Grants (172,902) (216,247) (43,345)
Sale of Goods & Services (12,500) (12,500) -
Transfer from Reserves - (66,000) (66,000)
Total Revenues (185,402) (294,747) (109,345)
Expenses
Contract & General Services 281,335 462,045 180,710
Materials, Goods, Supplies, & Utilities 159,100 258,100 99,000
Salaries, Wages & Benefits 332,541 366,211 33,670
Transfer to Individuals & Organizations 6,500 6,500 -
Contributions to Reserves 69,325 74,072 4,747
Non TCA Operating Projects - 66,000 66,000
Total Expenses 848,801 1,232,928 384,127
Net 663,399 938,181 274,782
Page 173 of 205
2024 Report to Community
Parks
Operating Budget
Revenues
Sales of Goods & Services includes revenues related to campgrounds, and Horseshoe Canyon park fees. The increase
relates to campground revenues.
Expenses
Contract & General Services contains training and development, insurance, campground maintenance fees, and IT
software costs. The increase relates to insurance and grounds maintenance costs.
Materials, Goods, Supplies, and Utilities includes fuel, utilities at park sites, and general supplies for parks sites. The
increase relates to general supplies and utilities.
Salaries, Wages, & Benefits includes all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The decrease includes adjustments for existing seasonal support, allocations
for eligible merit increases, and allocations to maintain salaries at market levels as set by Council; as well as costs
related to benefits and government contributions.
Contributions to Reserves represents contributions to the IT and Capital Equipment Plan Reserves. The increase
relates to contributions for capital equipment which reflects substantial price increase.
40
2023
Budget
2024
Budget Variance
Revenues
Sale of Goods & Services (101,900) (106,900) (5,000)
Total Revenues (101,900) (106,900) (5,000)
Expenses
Contract & General Services 157,472 175,526 18,054
Materials, Goods, Supplies, & Utilities 96,800 105,695 8,895
Salaries, Wages & Benefits 431,365 421,332 (10,033)
Contributions to Reserves 84,660 110,939 26,279
Total Expenses 770,297 813,492 43,195
Net 668,397 706,592 38,195
Page 174 of 205
2024 Report to Community
Cemeteries
Operating Budget
Revenues
Sales of Goods & Services represents the sale of plots within County owned cemeteries.
Expenses
Contract & General Services relates to contracted grounds maintenance, and IT software costs.
Materials, Goods, Supplies, and Utilities includes general supplies for the department.
Salaries, Wages, & Benefits includes all costs for staff which contributed to this department, including core salaries,
government contributions and benefits. The decrease includes adjustments for existing seasonal support, allocations
for eligible merit increases, and allocations to maintain salaries at market levels as set by Council; as well as costs
related to benefits and government contributions.
Transfer to Individuals and Organizations represents a community grant for cemetery maintenance which is a new
program for 2024.
41
2023
Budget
2024
Budget Variance
Revenues
Sale of Goods & Services (7,800) (7,800) -
Total Revenues (7,800) (7,800) -
Expenses
Contract & General Services 7,000 7,000 -
Materials, Goods, Supplies, & Utilities 2,500 2,500 -
Salaries, Wages & Benefits 60,091 55,295 (4,796)
Transfer to Individuals & Organizations - 4,000 4,000
Total Expenses 69,591 68,795 (796)
Net 61,791 60,995 (796)
Page 175 of 205
2024 Report to Community
Operating
Projects
Page 176 of 205
2024 Report to Community
Operating Projects Overview
There are several one-time Operating Projects included in the 2024 Budget, all
of which are summarized in the table below with additional information on the
following page.
43
Lead Department Project Name 2024 Project
Costs
Future Project
Costs
2024 Operating
Budget Impact
Ag Services, Parks & Cemeteries Growing Kneehill Event 66,000
Environmental Services Hamlet Infrastructure Master Plan - Torrington 105,600
Environmental Services Concrete Crushing (Kneehill County Solid Waste Site)55,000
Environmental Services WaterCAD Implementation Costs 5,500 5,500 11,569
Facilities PSD Maintenance Manager Enhancements 22,000 44,000
Transportation Pavement Condition Assessment Report 110,000
Total Costs 364,100 49,500 11,569
Page 177 of 205
2024 Report to Community
2024 Operating Projects
Growing Kneehill $66,000
The annual Growing Kneehill Event in its existing model
includes the Long Table Dinner and Country Market. This
event is ongoing through the scope and format change
as per Council’s direction. The overall intended purpose
is celebration and promotion of the Ag industry in
Kneehill County.
Hamlet Infrastructure Master Plan - Torrington
$105,600
This project builds upon the Hamlet study that was
completed in 2016, and would include an in-depth
analysis of road surface conditions, sidewalk
assessments, and drainage issues in Torrington to ensure
any proposed repairs have been taken into account.
Concrete Crushing $55,000
Concrete has accumulated at the Kneehill County Solid
Waste Site over the years from both residents and
County departments. A contractor would be hired to
crush this concrete , at which point the new 2” gravel
would be stockpiled on site for various uses.
WaterCAD Implementation Costs $5,500
This software will allow for quick analysis, design, and
optimization of our water distribution systems from fire
flow and water quality analysis, to energy cost
management and pump modeling.
PSD Maintenance Manager Enhancements
$22,000
This initiative was started in 2023 and is a multi-year
project, the continuation of which will allow for data
collection and system enhancements of the work order
system. This information will aid in data retention and
entry of our many facility assets.
Pavement Condition Assessment $110,000
This study will provide Kneehill County with information
regarding the current condition of County maintained
ACP and chip sealed roads. The study will provide
analysis on road structures, surface conditions, rutting
measurements, oil content, and strength and potentially
provider overlay design options.
44Page 178 of 205
2024 Report to Community
Capital
Budget
Page 179 of 205
2024 Report to Community
2024 Capital Projects
Project Name Type 2024 Cost Future Capital Costs Funding Source
Rural Road Construction Maintenance of Existing Asset $22,000 $3,740,000 Roads Reserve
BF 13477 (SW 18-33-23-W4)Maintenance of Existing Asset $550,000 -Road Reserve
Totals $572,000 $3,740,000
Rural Road Construction $22,000
Based on the Rural Road Study update in 2023, this would consist of the reconstruction of approximately 4 miles of
gravel roads, including engineering, surveying, and landowner negotiations.
Bridge File 13477 (SW 18-33-23-W4) $550.000
Replacement of the existing twin bridge culverts; current structural rating is 22.2% with severe floor perforations.
2023 Projects with 2024 Budget Requirements
46Page 180 of 205
2024 Report to Community
2024 Capital Projects
Project Name Type 2024 Cost Future Capital Costs Funding Source
Light Duty Pickup Replacement of Existing Asset $82,965 -CEP Reserve
Light Duty Pickup Replacement of Existing Asset $82,965 -CEP Reserve
Sub-compact Utility Tractor Replacement of Existing Asset $38,500 -CEP Reserve
Front Mount Mower, AWD Replacement of Existing Asset $59,797 -CEP Reserve
Informational Sign Replacement Replacement of Existing Asset $9,900 -Parks Reserve
Playground Replacement Replacement of Existing Asset $33,000 $132,000 Community Fundraising/
Parks Reserve
Zero-turn Mower Replacement of Existing Asset $57,698 CEP Reserve
IT Capital Plan Purchases Replacement of Existing Asset $63,800 IT Reserve
Council Room Video Wall Replacement of Existing Asset $44,000 IT Reserve
Acme Tender Replacement Replacement of Existing Asset $715,000 $10,000 CEP Reserve
Calcium Applicator/Water Truck Replacement of Existing Asset $330,000 -CEP Reserve
End Dump Gravel Trailer Replacement of Existing Asset $110,200 CEP Reserve
Heavy Duty 1-ton Pickup Replacement of Existing Asset $135,750 -CEP Reserve
Heavy Duty 3/4-ton Pickup Replacement of Existing Asset $82,965 CEP Reserve
Heavy Duty 3/4-ton Pickup Replacement of Existing Asset $82,965 CEP Reserve
Heavy Duty 3/4-ton Pickup Replacement of Existing Asset $82,965 CEP Reserve
Heavy Duty Pickup Replacement of Existing Asset $82,965 CEP Reserve
Pup Trailer Gravel Dump Trailer Replacement of Existing Asset $87,500 -CEP Reserve
Rough Terrain Fork Lift Replacement of Existing Asset $197,800 CEP Reserve
Tracked Dozer D5 Replacement of Existing Asst $640,137 CEP Reserve
BF 70576 (SW 25-32-25-W4)Replacement of Existing Asset $847,000 $55,000 Road Reserve
BF 70988 (NW 15-28-24-W4)Replacement of Existing Asset $66,000 $440,000 Road Reserve
BF 72256 (SW 1-32-25-W4)Replacement of Existing Asset $715,000 $55,000 Road Reserve
Totals $4,648,872 $692,000
Replacement of Existing Assets
47Page 181 of 205
2024 Report to Community
2024 Capital Projects
Light Duty Pickup (U0417) $82,965
This is a scheduled replacement of a 1/2 ton pickup per
CEP life cycle policies.
Light Duty Pickup (U0517) $82,965
This is a scheduled replacement of a 1/2 ton pickup per
CEP life cycle policies.
Sub-compact Utility Tractor $38,500
This is a scheduled replacement of the sub-compact
tractor with loader per CEP life cycle policies.
AWD Front Mount Mower $59,797
This is a scheduled replacement of an all-wheel drive
front mount mower as per CEP life cycle policies.
Informational Sign Replacement $9,900
The current signage at Horseshoe Canyon is outdated;
the replacement would include a HSC trail map and
local destination information.
Playground Replacement $33,000
The Torrington Playground is nearing the end of its
lifespan and will need to be replaced with equipment
in line with safety and inclusive considerations.
Zero-turn Mower $57,698
This is a scheduled replacement of a zero-turn mower
with 48” deck as per CEP life cycle policies.
IT Capital Plan Purchases $63,800
There are 7 laptops slated for replacement in 2024
according to the County’s IT Capital Plan. This item also
includes replacement of the wide format map printer
and the computer in Council Chambers.
Council Room Video Wall $44,000
The video wall in Council Chambers is due for
replacement in 2024, and the existing infrastructure is
no longer manufactured in its current form. The 9
individual screens will be replaced with 1 single screen
for enhanced viewing.
Acme Tender Replacement $715,000
Purchase of replacement Acme Tender as per the ICF
Fire Sub Agreement with the Village of Acme. The
Tender is 100% owned by Kneehill County, and is on the
Capital Equipment Plan for replacement in 2025.
Following administration discussions the entire amount
is being budgeted in 2024, not just the deposit.
Calcium Applicator/Water Truck $330,000
This is an early replacement of a triaxle water/calcium
trailer. The current unit is degrading quicker than
originally estimated due to corrosive nature of
calcium brine. This unit would be used for the dust
control program as well as a water hauling/applicator
truck for County projects.
End Dump Gravel Trailer $110,200
This is a scheduled replacement of a triaxle end dump
gravel trailer as per CEP life cycle policies.
Heavy Duty 1-ton Pickup with dump box $135,750
This is a scheduled replacement of a 1-ton pickup with
plow mount and dump box per CEP life cycle policies.
Current fleet rebates also allow for better discounts on
3/4 ton to 5-ton trucks from manufacturers.
Heavy Duty 3/4-ton Pickup (G0115) $82,965
This is a scheduled replacement of a 1/2-ton pickup as
per CEP life cycle policies. The switch to a 3/4-ton from
a 1/2-ton is a safety/cargo capacity consideration, as
well as utilizing fleet discounts from manufacturers.
Heavy Duty 3/4-ton Pickup (M0317) $82,965
This is a scheduled replacement of a 1/2-ton pickup as
per CEP life cycle policies. The switch to a 3/4-ton from
a 1/2-ton is a safety/cargo capacity consideration, as
well as utilizing fleet discounts from manufacturers.
Heavy Duty 3/4-ton Pickup (M0717) $82,965
This is a scheduled replacement of a 1/2-ton pickup as
per CEP life cycle policies. The switch to a 3/4-ton from
a 1/2-ton is a safety/cargo capacity consideration, as
well as utilizing fleet discounts from manufacturers.
Heavy Duty Pickup (O0214) $82,965
This is a scheduled replacement of a 1/2-ton pickup as
per CEP life cycle policies. The switch to a 3/4-ton from
a 1/2-ton is a safety/cargo capacity consideration, as
well as utilizing fleet discounts from manufacturers.
Pup Trailer Gravel Dump Trailer $87,500
This is a scheduled replacement of a tandem pup
gravel dump trailer as per CEP life cycle policies. The
new unit will increase cargo capacity to improve
productivity.
48Page 182 of 205
2024 Report to Community
Capital Projects
Rough Terrain Forklift $197,800
This is a scheduled replacement of a telehandler/
forklift as per CEP life cycle policies. The switch from
the existing telehandler to a rough terrain forklift will
bring back the level of service from prior to purchasing
the telehandler. The new forklift will also help to
increase productivity and improve safety.
Tracker Dozer $640,137
This is an unscheduled replacement ahead of CEP
policies. The switch from a D7 to a D5 dozer will fit more
within the planned usage of the unit and will make
hauling safer and more in-line with the limits of County
equipment.
Bridge File 70576 (SW 25-32-25-W4) $847,000
Bridge currently has a low structural rating of 44.4%.
The engineering and construction of a culvert liner and
boring an overflow pipe will allow for replacement of
the bridge file without affecting the road top and will
maintain high quality infrastructure.
Bridge File 70988 (NW 15-28-24-W4) $66,000
Bridge File currently has structural rating of 22.2% and
will need an engineered design plan for replacement.
Bridge File 72256 (SW 1-32-25-W4) $715,000
A culvert line needs to be engineered and constructed
in order to replace the bridge file without affecting the
road top.
49Page 183 of 205
2024 Report to Community
2024 Capital Projects
Project Name Type 2024 Cost Future Capital Costs Funding Source
Major Bridge Maintenance Maintenance of Existing Asset $220,000 -Roads Reserve
Administration & FCSS
Parking Lot Design, Assessment,
& Repair
Maintenance of Existing Asset $22,000 $330,000 Buildings Reserve
Administration Protective
Services Office Renovation
Maintenance of Existing Asset $49,500 -Buildings Reserve
Public Works Renovations Maintenance of Existing Asset $82,500 -Buildings Reserve &
CCBF Grant
Three Hills Transfer Station
Improvements
Maintenance of Existing Asset $44,000 -CCBF Grant
Totals $418,000 $330,000
Maintenance of Existing Assets
Major Bridge Maintenance $220,000
This project will provide assessment and repairs to
multiple bridge structures in order to increase life
expectancy, adding upwards of 10 years to the lifespan
of our infrastructure.
Administration & FCSS Parking Lot Design,
Assessment, & Repair $22,000
Both the FCSS and Administration buildings require
drainage and traffic flow assessments, as well as
engineering to verify code compliance.
Administration Protective Services Office Renovation
$49,500
Due to the confidential nature of the Peace Officer’s
work, the cubicles will be changed to an office, and
insulated for sound.
Public Works Renovation $82,500
Several replacements are required due to obsolete
technology and safety concerns, including eavestrough
corrosion and removal of the shop elevator.
Three Hills Transfer Station Improvements $44,000
The swing gate requires replacement due to damage
related to impact & collisions. The Ag Recycling drop off
will no longer be utilized for chemical jugs so this area
will be converted to a covered structure and used for
other potential recycling options.
50Page 184 of 205
2024 Report to Community
2024 Capital Projects
New Assets
Project Name Type 2024 Cost Future Capital Costs Funding Source
Event/Market Space Development New Asset $38,500 -Parks Reserve
Horseshoe Canyon Shade Structure New Asset $13,900 -Parks Reserve
Horseshoe Canyon Interpretive
Center/Washroom
New Asset $110,000 $3,080,000 Revenue Stabilization
Reserve
Swalwell Site Fencing New Asset $44,000 -Water Reserve
Fencing of Wimborne & Linden
Towers
New Asset $44,000 -Buildings Capital
Replacement
Burn Structure Addition New Asset $55,000 -CCBF Grant
Totals $305,400 $3,740,000
Event/Market Space Development $38,500
This project would include leveling the area for an
outdoor market space and installing electrical service.
Horseshoe Canyon Shade Structure $13,900
This is a continuation of shade structure installation at
Horseshoe Canyon.
Horseshoe Canyon Interpretive Center/Washroom
$110,000
Includes developing a strategy for Horseshoe Canyon
Facility implementation including concept design and
funding feasibility study.
Swalwell Site Fencing $44,000
Install fencing and gates around the Swalwell
Pumphouse/Reservoir to increase security. These
updates are in line with regulations from Alberta
Environment.
Fencing of Wimborne & Linden Towers $44,000
Install fencing around the Wimborne and Linden Towers
to decrease the opportunities for crime. The towers are
no longer used for fire services but do serve as
Transportation repeaters.
Burn Structure Addition $55,000
Purchase and install a second-floor extension at the
Burn Structure in Trochu to allow for an essential skill
to be taught and completed at our firefighter training
centre.
51Page 185 of 205
2024 Report to Community
Capital Projects
52Page 186 of 205
2024 Report to Community Page 187 of 205
Committee of the Whole
Discussion Report
Page 1 of 2
Version: 2023-01
Subject: Youth Scholarship – Idea Discussion
Meeting Date: Sunday, October 15, 2023
Prepared By: Mike Haugen, CAO
Presented By: Mike Haugen, CAO
STRATEGIC PLAN ALIGNMENT: (Check all that apply)
☐ ☐
☒
☒
☐
High Quality
Infrastructure Economic
Resilience Quality of Life Effective
Leadership Level of Service
RELEVANT LEGISLATION:
Provincial (cite)- NA
Council Bylaw/Policy (cite)- NA
BACKGROUND/PROPOSAL:
Each year, Kneehill County gives out two scholarships to recent high school graduates. As part of the
application process, applicants are required to submit an essay responding to a question posed by the
County.
This item has been placed on the Committee of the Whole agenda to allow for discussion about the ideas
raised by applicants in the 2024 process.
The 2024 question was: “What are the challenges and opportunities for youth participation in County
decisions and public engagements? What barriers do young people face, and how can these obstacles
be addressed to enhance their involvement?”
DISCUSSION/OPTIONS/BENEFITS/DISADVANTAGES/OTHER CONSIDERATIONS:
The essay submissions have been compiled into one document for reference by Council.
When reviewing the responses, Administration notes the applicants have put forward the ideas or themes
listed below.
Youth are often excluded from decision-making
Youth engagement should be part of a broader diversity
Integration into the school curriculum would be a positive
Getting parental involvement would increase the interest level of youth
Youth panels and organization
Youth involvement with other communities
Practical hands-on events
Build relationships with and inside the schools
Youth engagement will be better if it helps develop skills that youth can utilize in the future
Youth engagement is impacted by lack of experience, peer pressure, frustration of not being
heard, stigmas about youth opinions
Active listening is required
Lack of awareness and interest
Sparking interest is key
Awareness of impact of local government is not high. It is not seen as “interesting” or “fun”
Page 188 of 205
Committee of the Whole
Discussion Report
Page 2 of 2
Version: 2023-01
Awareness of opportunities can be an issue
Needs to be “easy” in terms of work and logistics
Information needs to be provided
Make greater use of social media
Administration notes that lack of awareness of opportunities, the County and its impact was a common
theme, as was the societal disregard of youth voices.
FINANCIAL & STAFFING IMPLICATIONS:
TBD
ATTACHMENTS:
Compiled Essay Responses
RECOMMENDATION:
That the Committee of the Whole recommend that Council explore the following initiatives:
APPROVAL(S):
Mike Haugen, Chief Administrative Officer Approved- ☒
Page 189 of 205
Kneehill County
May 16, 2024
Scholarship Essay
I believe that youth tend to be undermined within society when it comes to decision-making. Though it is a
scientifically known fact that the brains of human beings do not fully develop until the age of twenty-five,
according to the University of Rochester Medical Centre. Youth are capable of forming their own thoughts,
opinions, and desires and with that, it is essential to remember that the younger generations are the future so to
allow the future influential citizens to partake in decision-making while still making an impact on society itself
would be beneficial to any sort of contribution.
Why would it be important for youth to contribute to their community and how impactful or beneficial
would it be to allow such a thing? Well, to that I answer positive as well as proactive youth development. Youth
tend to grow a sense of confidence and responsibility while aiding those around them and this will create a
sufficient impact on those individuals who are able to take any skills obtained and in turn, apply them to their daily
lives or assist them within their own community. Obstacles are often faced as youth find their way to individuality,
and these obstacles are (but not limited to) a lack of experience, peer pressure, stress, and the inability to be heard.
While allowing the youth to not only advocate for themselves but also consider the needs and wants of others, and
earn a sense of commitment. All of these characteristics are what is essential for an individual to become a
functional contributor to society and to not only obtain personal growth but also personal values or goals.
To promote a healthy and welcoming environment for our youth of today would be to seek and listen most
importantly. Youth often feel misrepresented, not heard, or just ignored. Establishing or practicing active listening
would benefit both the youth and the adults in achieving a balanced domain. To also attain more younger people
within our community would make it appealing to that group of individuals and this can be reached by directly
asking the youth group what would appeal to them directly, rather than assuming or guessing what it may be that
would draw them in. Another way to engage the youth would be to involve a diverse range of people- this can
include individuals of different ages, races, skill sets, and different interests/ hobbies.
Applicant #1
Page 190 of 205
The stigma that the youth of our society cannot or do not contribute to society has been engraved within our
culture and we, as a community, must set a goal that shall overcome that stigma. In Kneehill County I have seen a
multitude of different ages with such a wide range of skills that would benefit our rural community, and provide a
sustainable work ethic while doing so. To promote a healthy and balanced environment when it comes to
propositions being projected by adults and youth, I would continue to advocate for the thoughts, opinions, and
ideas of the youth and to not only take them into consideration but also put their suggestions into action thus
allowing the youth of our community to be heard, gain or grow a sense of responsibility, all while providing the
opportunity to allow the youth to assert themselves in this flourishing community.
Applicant #1
Page 191 of 205
Work Cited:
Fetterman, Anne. 2024 University of Rochester Medical Center Rochester, NY.Understanding the Teen Brain.
Health Encyclopedia.
https://www.urmc.rochester.edu/encyclopedia/content.aspx?ContentTypeID=1&ContentID=3051
Applicant #1
Page 192 of 205
A Discussion on Youth Involvement in Local Government
Encouraging youth to participate in local or county government is hard, but extremely
important. Along with the practical and emotional barriers young people face when trying to
involve themselves in government, a lack of awareness and interest prevents further
involvement. By making direct decisions that combat the significant barriers that youth face
when it comes to public engagement, such as apathy, a lack of awareness, and practical and
emotional obstacles, local governments can work toward a united future where young people
are invested and involved in community and regional government.
Perhaps the largest struggle that county decision-makers face when trying to encourage
youth involvement is a simple lack of interest. Those determined to involve themselves in civil
and political matters will doubtlessly find a way despite many hurdles, but a lack of physical
barriers make no difference to those who have no interest in participating. Therefore, before
more practical barriers must be addressed, one must first spark interest. Many young people
are busy, especially in high school, and do not want to occupy their free time with things they
don’t think affect them or things that are not “fun”. One way to combat this is to foster
awareness regarding the role that county and local governments fill; share information as to the
decisions that directly affect young people, and speak about upcoming issues and events. This
will emphasize the power governing bodies have and show that local governments tackle
difficult and important questions. Provide specific examples of opportunities for participation.
Another way to encourage youths to want to participate is through school programs and
opportunities. Not only can high school billboards and presentations spread awareness of
opportunities, but if governing bodies were able to integrate themselves into school curriculum,
even in an optional capacity, youth interest and participation would increase. For example, if by
attending a particular number of community or governing meetings, a student could earn extra
credit in a particular course, such as Social Studies or CALM. Schools could also require a half-
day field trip to county events where presentations could be made to explain to youths the
importance of local government and community participation. These ideas will require a lot of
work, but if local governments wants to see significant increases in youth interest, substantial
changes are required. Youths are also shaped in large part by their parents, and by increasing
general interest and involvement from older adults, youth participation will also grow. Through
dynamic changes and insightful initiatives, regional governments can tackle the largest barrier
prohibiting youth involvement, apathy.
The second largest barrier that prevents greater youth involvement is a lack of
awareness. Many young people are simply unaware of the opportunities available to them. Not
only can they be ignorant of the general opportunities provided to the public, but they can also
feel that the offered opportunities are not intended for them. Thankfully, this can be remedied
easily through physical and digital announcements detailing specific open meetings and
community gatherings as well as clearly stating the topics of discussion and the inclusive
invitation. In order to attract young people, the information needs to be practical and specific, so
no further research is required. Pamphlets could be placed in local spaces, such as at grocery
stores, community centers, and schools. Online posts both to county and community websites
and social media accounts can spread the word, especially in this digital age. There are a
Applicant #2
Page 193 of 205
multitude of ways to spread awareness about opportunities for young people, and this barrier is
easily overcome with thoughtful and organized efforts.
In addition to these barriers, regional governments need to address the practical
obstacles that young people face. Often much of the infrastructure surrounding administrative
processes is inaccessible for youths whose time is limited and often highly regulated. To
promote accessibility, meetings should occur outside of regular school hours and be in central
locations so driving time is minimized. The public should have easy access to previous meeting
minutes. Online polls and discussion forums can also provide a low effort way to voice one’s
thoughts and opinions. By implementing changes to lower the barriers that young people face,
interested young adults will be enabled to participate in local government.
Finally, governing bodies need to address the emotional and psychological barriers.
Many young people do not feel their input is valued outside of student specific roles, such as
student president. The limited power these positions often hold can discourage students from
participation. Often youth believe they are not heard or respected when reaching into more
adult-majority organizations. They might also feel inexperienced and naive when voicing their
opinions to those long involved in government. However, young people can offer new
perspectives and enthusiasm. Having youth involvement in government not only assures
experienced leaders in the future, but it also allows the government to make well informed
decisions that affect the lives of all their residents. Governing organizations need to encourage
these voices and avoid discouraging those who are less experienced. Practically, this means
that young voices should be taken seriously at community meetings and that mistakes should
be viewed as learning and teaching opportunities rather than used to put down the
inexperienced. Although sociological and emotional barriers can be difficult to contend with,
taking practical steps guarantees that everyone feels valued, and ensures that local
governments can empower youths.
By facing these struggles head-on young people can by inspired, informed, enabled, and
empowered to participate in local government, thus impacting the decisions that affect them and
preparing them for future leadership roles in their communities. When it comes to engagement
in local governance, the youth of today face many barriers, but through thoughtful and decisive
action, these barriers can be overcome.
Applicant #2
Page 194 of 205
Kneehill County Scholarship 2024
In an ever-changing society, youth are increasingly affected by various
government policies. For example, Alberta's recent mandate to restrict cellular device
usage in classrooms starting Fall 2024. Although this policy may not seem significant to
many students, it ultimately affects them, highlighting the irony that youth are impacted
by rules in which they have limited to no say. Globally, the voting age for having a
political voice is typically 18 years old or the age of majority. While this rule ensures that
political decisions are made by informed adults, it's crucial to recognize that policies
affecting youth demand their active involvement. In fact, as seen in Alberta with these
new cell phone policies, children younger than 18 may have the most important voice
worth listening to. So, how can a local government involve youth in important decisions
that may greatly impact them?
The issue begins with three simple points: youth have a lack of awareness and
interest, limited information, and face structural barriers. But what does this really
mean? When analyzing these points collectively, the problem arises that children are
simply not provided with the necessary information involved in decision-making, and
their voices are left behind. It is seen time and time again that youth are excluded from
decision-making processes, as evidenced by the voting age requirement in Alberta.
Consequently, the government tries to implement policies they believe are in the best
interest of youth with little feedback from the youth themselves. Furthermore, many
youths can be intimidated by the decision-making process. With wordy, formal
Applicant #3
Page 195 of 205
documents, youth may overlook new policies as they do not understand how they may
affect them. This ties back to the idea of limited access to information. Although all the
information about a given policy may be available, it is not easily accessible or
understandable to the younger generation, so they choose not to get involved. Overall,
there are several key barriers that youth face regarding decisions and public
engagement; however, there are many opportunities the county can take advantage of
to prevent this from happening.
It goes without saying that a huge technological advancement right now is social
media. With platforms such as TikTok, Instagram, and Twitter dominating the online
space, many younger people spend extensive amounts of time engaging with content
on these platforms. Kneehill County could start by engaging youth where they are
actively spending a lot of time. From simple 20-second videos to various Instagram
posts, the county could target the younger generation by educating them on new ideas
that will affect them and how they can get involved. Building off a new online following,
the county could use these platforms to market various information workshops where
youth can interact with individuals making the decisions. A space like this could promote
growth among younger people, allowing them to ask questions and get involved in the
decision-making process in real time. By using social media, the county will be able to
involve youth much more than before by simply engaging them in new ideas, whether at
home or at real-life events.
Getting youth involved at the base level is crucial in providing them access to the
world of local government, but the county can go even further by keeping teens involved
in the future. By implementing programs such as youth organizations, youth can
Applicant #3
Page 196 of 205
participate in the decision-making process firsthand. Many schools have similar
programs, such as student councils, which allow students to be leaders and organize
events. Individuals with these interests may also find a liking for a county youth council
that allows them to get involved in their local government. Whether this involves helping
to organize county events or forming a panel of youth to provide input on various topics,
an organization like this can be the perfect place for the younger generation to start and
potentially join county boards in the future.
Although there are barriers that teens face when it comes to being involved in
local government, there are ultimately actions that can be taken to encourage their
involvement. By utilizing social media to promote Kneehill County's regular operations
and creating junior councils to offer direct involvement in decision-making processes,
these initiatives are crucial in fostering a sense of civic responsibility among younger
generations. By implementing these strategies, Kneehill County will not only enhance
youth participation today but also inspire future leaders who are informed and invested
in shaping their community's future.
Applicant #3
Page 197 of 205
Applicant #4
Page 198 of 205
Applicant #4
Page 199 of 205
Kneehill County - 2024 Scholarship Application Essay
Q: “What are the challenges and opportunities for youth participation in County
decisions and public engagements? What barriers do young people face, and how can
these obstacles be addressed to enhance their involvement?”
Both youth leadership and civic activism doubtlessly produce positive youth development, though,
modern democracies have received lower voter participation from young people. Young people
report little patience for decision-making processes, processes that seem to ignore them. Voters are
concerned with pressing social problems they experience firsthand. Research shows that traditional
political and civic decision-making, to youth, is barren. Meanwhile, there is a preference for local
community involvement that is hands-on. That which is practical, whether it be tutoring or school
involvement, regional organizations, or other forms of volunteerism, there lies the potential for desire
in civic engagement, an engagement that reaches many levels, from youth development to
community service to youth leadership development, civic activism, and the opportunity for full
decision making. There are tactics to make youth involvement genuine and meaningful, to better their
society, and to set them up for their future.
Too often organizations go through the motions without engaging with youth genuinely, with
meaningful outcomes. Tokenism does more harm than good. Empowerment does not follow an
agenda or formulate their involvement for their mean, rather it is a dire willingness to give youth a
voice in decisions that affect them.
The least engaged sector of youth is reported to exist in more challenged, older, lower-income,
distressed communities. These communities do not receive opportunities for youth involvement in
the community as a whole aside from connections within their families. Whether or not it is a factor
of discussion, the results of access to groups that participate in pressing and relevant issues are
evidence of the importance of leadership opportunities that allow them to develop practical skills in
decision-making and managing change.
In terms of decision-making, it is not completely alien in the local arena. In Waupaca, Wisconsin,
young people serve as voting members of the local city council that makes laws and allocates
resources. The Initiative brought about a new skateboard park for the town, volunteer opportunities
with community organizations for 6th graders, and a youth-led grant-making committee offering
funding for local organizations’ projects.
To get youth involved, they need a form of human motivation, certain people, adults, who provide
personal support and assistance at many levels. Young people initially need at least one enthusiastic
adult in the neighborhood, a community organization, a youth development agency, or local
government. Someone with consistent time and the ability to make community decisions.
Applicant #5
Page 200 of 205
When youth gets involved with decision-making initiatives, it is often presented as an offer up for
negotiation. Negotiations stall when either side locks itself into defending a position, instead of
describing its interests to each other. Rather than identifying a position and defending it to the
exclusion of others’ interests, the goal is to find areas of agreement and common interests.
Getting a young person to find a reason to get involved is sometimes difficult. Though, once one peer
has an initiative it is all the difference. Young people can figure out how to get others involved. As
one young man at the 2004 Learning Exchange said, “Other youth are the best recruiters. We know
how to talk to each other. We know what’s important to them. We’ll be honest and be ourselves.”
Opening all doors. Some adults researched in Vermont struggled to find youth willing to share what
they needed from the community. Finally, they found an out-of-school 16-year-old who wanted to
talk. He was able to persuade other teens to join discussions. Soon, they were hearing from youth on
release from juvenile detention as well as honour students.
Getting the attention of the youth and recruiting them for community improvement is scrambled and
brings challenges. This initial effort is not all the battle. However, keeping young people engaged can
be far more difficult. Both youth and adults have busy lives with polarizing directions. Most young
people want to explore many career directions and options for their future. Nothing is for certain but
instead moving quickly. Retaining young participants requires a strong plan with specific strategies
and tools, as well as the ability to be flexible.
For a member of the youth to be and continue to be involved they need to get something out of it that
will meet their personal goals and needs, such as opportunities to meet people, having fun, better job
opportunities, or learning new skills. They are motivated by their values or beliefs, such as a sense of
social justice or responsibility to others. A friend or mentor is what often keeps one invested. It is the
counselor’s responsibility to make sure people don’t feel like they wasted their time. Participation is
cherished, and keeping in touch lets people know their time was and is valued.
It is a major investment to incorporate youth involvement in a meaningful way, that is because people
of all ages are incredibly dynamic. The relationship between sectors of age and experience and
challenges is meant to be bridged because we are not just outdoing ourselves for the here and now,
we are creating a people that is well equipped to take on their future and programmed with the desire
to see an honourable system and good change.
“There is a huge gap between the daily world of youngsters and grownups; if we do not
bridge this gap, making policy for them is useless and without results.”
—Thijs Malmberg - Ordina,
The Netherlands
Applicant #5
Page 201 of 205
What are the challenges and opportunities for youth participation in county decisions
and public engagements? What barriers do young people face, and how can these
obstacles be addressed to enhance their enforcement?
Youth Participation and how Decisions Made Affect Us
A common problem we see today is little to no involvement of the leaders of tomorrow in
our communities. This is because many young people feel unprepared about going to
these meetings and contributing to these decisions because they feel as if they won’t be
taken seriously or they don’t know about how the decisions made now are going to
affect them later. As a rural student myself I have seen how decisions made by the
County have affected us positively and why we need a youth voice to contribute.
Contrary to what many people may think, young people are not aware of the
opportunities in their area even with their high usage of social media. Many youth don't
participate because they don’t know due to the platforms it’s being posted on. To get
more information to students we need to use the media they are on. Many kids today
have volunteered for countless hours for community activities because they saw the
post on instagram. Another way to provide youth with the information regarding
participation in communities is to have the schools they go to announce it. In my
personal experience I know lots of people who hear about a chance to volunteer on the
announcements before class and often go, myself included. Since many youth also
cannot drive they will also need time to plan ahead to get to any activity so the more
notice they are given, the higher the chance they will sign up for it.
A positive decision made by Kneehill County which affected youth was the water lines
brought out to the rural properties one of which I live on. For a small fraction of the price
it would have been for farmers to install their own water lines by themselves; our
Country sponsored the project making it affordable. Hauling water is a task many of us
were faced with. You would have to watch how much water was used and when we had
no power we couldn’t use our water. Being able to have practically unlimited use has
changed many young people's lives positively and lessened their chore load.
Feeling unprepared for a job, or even a meeting is stressful. Lots of jobs or even
volunteering gigs require previous knowledge and more often than not youth don’t have
the previous skills or experience yet because they’ve never done something like that
before. We need to be able to make young people feel okay knowing that they don’t
know everything yet. When there are meetings or decisions we want youth to participate
in we have to know that maybe they aren’t going to be the most prepared, but every
Applicant #6
Page 202 of 205
time after that they will improve. Having people help them along the way coaching them
and giving them support is what’s needed.
This generation is going to be the leaders of tomorrow which means our input is
important to the people who are governing us today because of how it will affect us
later. Another challenge in youth participation in County decisions is young people not
realizing that all decisions made are going to affect them. Just this year on May 14,
Kneehill County voted against the proposal of a waste management facility here in our
County to preserve our land. And keep it farmable for as long as possible. This directly
affects youth as they will be the ones inheriting the land in the future but many of us
don’t think ahead. To make young people understand the importance of participating
and voicing their concerns on opinions we need to show them that it does affect them.
Just last year in November Kneehill County helped dig up dinosaur bones in Horseshoe
Canyon and were successful in their work with the museum. Many students are
passionate about science and history and plan to pursue careers in paleontology. If they
knew that it is encouraged to go to the canyon to find bones they may be able to help
excavate some of it and would have directly supported something they are passionate
about.
Some barriers faced by young people can be financial, a lack of support or a lack of
resources they have available to them. Without support from family and friends we
cannot be involved in our communities. Especially when we are young we may need
someone to drive us to our volunteering or our sports games. We need someone to
support us so we can gain confidence in what we are doing and will put ourselves out
there more after we feel confident in what we are doing. Which would lead us to be able
to support others. Having a lack of resources also creates a barrier due to the inability to
complete tasks that could be asked of us. Something that could help with this would be
mentors. People who are willing to take a young person on and support them. Making
sure that they are taught all the things they need to know about something before they
make a decision. A mentor could also help them understand why all County decisions
affect them and why a youth voice is important to take into consideration.
Having a youth voice is important because it would ensure that policies being made are
also keeping in mind the youth and their needs. An issue with this though is that young
people feel as if they won’t be taken seriously for important decisions due to the fact
that they are inexperienced. We need to let them know that that’s what is being looked
for. We need to ensure that youth know that their inexperience is okay as long as they
are willing to learn for next time. It’s also important that we have youth that are actively
involved in our communities saying their concerns for decisions because they are the
ones who are out there and see what’s going on.
Applicant #6
Page 203 of 205
As a Kneehill County resident, I am proud that our County fights to keep our land clean
and safe for future generations and looks for opportunities to bring new infrastructure
such as clean accessible water to our community. Coming from a multi-generational
farming family and hoping to reside in rural Alberta once I graduate University, it is
extremely important that we have leaders that continue to make strong positive
decisions regarding our land. My University goal is to become a geologist and do my
part in ensuring safe usage and preservation of our land for generations to come.
Thank you for your consideration,
Applicant #6
Page 204 of 205
Kneehill County Scholarship Essay
When the question of the challenges and opportunities young people within our community face
when encountered with participation in County decisions, many thoughts come to mind. First and
foremost, I think most of the young individuals coming out of high school have a general lack of
knowledge on County matters. This is because most young people are unaware of the everyday workings
of the County, its members, and their duties. Of course in school we learn about municipal government,
but there is no present day knowledge about our County's decisions being brought forward in the
classroom. Thinking about this it truly disheartens me, if I’m the future generation shouldn't I be aware
of the direction my County members are taking me. I can see a few possible solutions to get our youth
more involved. That being, a possible student liaison between the school and County, someone who can
give the County information directly to us youth. Another possible solution to this problem would be an
option class that would teach our young individuals about the current County members and their goals. I
believe there would be tremendous interest in this topic as there are many students that have rural
backgrounds and the County decisions directly affect them and their families future. If this class option
was implemented it would destroy another barrier we face as adolescents. To most of us politics can be
intimidating, this can lead to very few of us willing to step forward and present any kind of ideas. With
this new knowledge base that the class option and student liaison bring forth, it will provide confidence
for the youth to feel recognized in the County's eyes. I also think it would be truly helpful if you would be
willing to come out and engage with the students within our schools. I do realize this will be a challenge,
as being a council member isn't your only job and your time is limited. I do believe though this would
create a friendly environment between the youth and your council members. Being able to foster a more
personal connection would help our youth be more comfortable and want to become more involved.
Unfortunately right now most of us probably have little knowledge on who each of you are and your role
in the County. If you could foster a relationship with the schools, I am confident that we would have a lot
of questions for you and hopefully vice versa. My last and final thought to help fix this separation would
be to have the County expand their social media presence. With the growing technology very few of us
read the paper or use facebook, but we are out there and interested in learning more.
Applicant #7
Page 205 of 205