A lengthy discussion followed a lightly attended public presentation about the Town of Sundre's draft Vision 2030.
A lengthy discussion followed a lightly attended public presentation about the Town of Sundre's draft Vision 2030.
"There was some exceptionally lucid and intelligent comments made that will undoubtedly help influence the final strategic economic development plan based on the vision," said Jon Allan, the town's economic development officer.
About half a dozen people attended the community engagement session held Wednesday, Nov. 18 at the Sundre Activity Centre.
The current tentative plan incorporates a longer term 'identity' that will create the foundation for all future plans and decisions, Allan said at the meeting. The proposed draft vision leads to a refined identity for Sundre that has been vetted by senior administration as well as the Business, Attraction, Retention and Expansion (BARE) Committee.
The draft vision is as follows, "By 2030, Sundre will be the top regional destination for culture, outdoor recreational activities, events and conferences."
He went on to cite some provincial statistics from 2012 and 2013, including the fact 75 per cent of the provincial population live in the Edmonton-Calgary corridor. According to the statistical report prepared this year, eight million people visited Central Alberta, where Sundre is located, with about $1.2 billion spent in the region, creating almost 17,000 jobs.
Tourism is the fourth largest industry in the province, and it is only growing. Sundre is already diverse with its proximity to natural resources, small business sector as well as the public sector, and it's time to make the most of the beauty of the natural resources in our region to lure inward investment and refine this major industrial sector, he said.
Among the goals for commercial growth outlined in the draft vision are to recruit two niche retailers, such as outdoor outfitters for the travelling public and tourists, within three years; increase downtown businesses' foot traffic by 33 per cent within three years; recruit a new tourism-oriented business that hires 10 or more employees within five years; increase revenues for the Town of Sundre by 20 per cent within six years without relying on tax increases of more than 20 per cent from 2014 rates; and diversify the source of tax revenue of the town to 65/35 residential/commercial from 80/20 within seven years.
Growing tourism is also a part of the plan.
"Culture and outdoor recreation adds value to Sundre's beautiful natural environment, creating incentive for visitors to spend at local businesses, thus reinforcing the health of those businesses which keeps vacancy rates low," he said.
Some goals outlined to spur tourism growth include increasing the number of significant annual events that occur in Sundre to six within four years, increasing Sundre's brand recognition to national levels within five years and to lead a public private partnership development of a large multi-use destination centre within seven years.
"Developing plans, infrastructure and umbrella legislation that supports the vision will be a major component to developing Sundre's identity and once endorsed will be the guiding document for decisions by administration and council."
However, the vision will not be relied upon as the sole strategy guiding tactics. Constant industrial promotion will continue as long as it conforms to the municipal development plan and does not conflict with the vision, as well as the possible future development of facilities such as a business incubation centre, he said.
Following the presentation, a few points that were raised resonated with him.
"One of them was the concern for residents to have affordable housing."
As the town becomes a greater destination and as demand increases for housing in the community, the value of homes and potentially rent rates will subsequently increase as well, he said.
"So we need to ensure that there's a strategy to protect the affordability of homes and apartments so young families, retirees and pensioners can continue to live in this town."
Another issue that was brought up is the need to make sure the town's infrastructure keeps pace with the growth the plan aims to attain.
"We know that there would have to be infrastructure that would support the vision no matter what," he said, adding the vision plan would be working underneath the municipal development plan.
At this point, there are no major infrastructure plans aside from the wastewater lagoon that is in need of upgrades, which represents "probably one of the most urgent infrastructure needs to ensure the full potential of the strategic vision can be implemented."
Also discussed was an idea to include local youth in promoting the vision today and into the future. How that might occur remains to be seen, but could involve something along the lines of a partnership with the schools, he said.
"It's a really great idea that I haven't really explored. It's a matter of time to see how that develops."
The evening was an opportunity to brainstorm and glean some input from the public, and one idea that came up was for the town to create a new position for someone who could liaise and help keep alive popular events that could otherwise potentially fade away should a key organizer move away.
"It might make sense to do that."
But the concept of having some kind of community events liaison position is an unplanned for idea that was merely brought up at the meeting, and the feasibility for which has not even been examined, he said.
"It's just a thought."
Anyone who did not make the information session still has a chance to provide feedback. Visit www.bit.do/vision2030 by Sunday, Dec. 6 to provide input through a survey.
Town staff will then tabulate the responses and report back to the BARE committee and town council in the coming months.
