2021 Priorities Review

Priority #1: Review income streams and expenditures to ensure residents are receiving full value for their tax dollars.  

Value for tax dollars was not made Priority #1 by accident and continues to be at the forefront of any vote I cast in the council chambers.  When viewed against comparable municipalities (St Albert, Morinville, Leduc, Devon, Spruce Grove, Fort Saskatchewan & Beaumont), Stony Plain maintains the third lowest residential tax rate and the lowest non-residential tax rate. 

Tax increases over this term have maintained expected services but have also been intentionally allocated to promote new residential and commercial growth, increase service offerings, and ensure Stony Plain continues to be a safe, vibrant community!  

With the increased development in the North Business Park, the Town will see increased tax revenue as these projects are completed and the development of the new Recreation Centre will support residential and commercial growth in the Old Town South Development Area. Although growth can be a difficult topic, growth helps reduce expected tax increases by creating additional revenue for the town. 

To help offset municipal expenditures, Council continues to support administration's efforts to pursue grant funding and cost sharing agreements with other levels of government. A couple notable grants that Stony Plain has received this term include: 

• Housing Accelerator Fund (HAF) - $5.2 million

• Local Growth and Sustainability Grant - $1 million

Priority #2: Continue to prioritize transfers from the operating budget into reserves to repair and replace capital assets without volatile tax increases. 

Since the 2021 Corporate plan was approved, the town's projected reserves have increased by ~18%. Of note, our projected capital reserves have increased from $4.17 million to $6.6 million.  

Priority #3: Focus on organizational efficiencies to ensure that existing resources are sufficient to respond to current needs and reserves are funded appropriately for future growth.

Corporate Systems and Assessment Management strategies have been undertaken over the past several years that will ultimately support more effective and efficient service delivery, data analysis and asset management. The transition to the new software has been underway over the past several months and administration has had positive feedback on the new systems. 

Priority #4: Promote new investment in the community by reducing regulatory burdens and increasing efficiencies in processing permit and licensing applications.

In early 2024, an Intermunicipal Business Licence Arrangement (I.B.L.A.) was reached between the Town of Stony Plain and City of Spruce Grove. Local business owners can now apply for a business licence in the other community at no charge, allowing them to operate in both municipalities without having to purchase multiple business licences. 

Council adopted the Highway Development Strategy (H.D.S.) in August 2023 that supports investment attraction in the areas bordering Highways 16A & 628.  One of the highlights of this strategy has been the increased development in the North Business Park including  private investment in Canada's Largest Pickleball facility, English Bay Chocolate factory, and the recent approval of an Area Structure plan amendment that will support new large and small format retailers and commercial businesses. 

Priority #5: Support community owned businesses by promoting opportunities to "think local" and "buy local".

Over the past four years I have had the privilege of meeting and supporting local business owners through the work of our Economic Development team, the Greater Parkland Regional Chamber, the Growth and Commerce Committee and through  participation in various community events (Midsummer Thursdays, Farmers Days, the Town of Stony Plain Farmers Market, etc.).

By increasing staffing in the Economic Development office, we have allocated resources specific to the retention and expansion efforts of local businesses. 

Our partnership with Edmonton Global has led to a successful grant application through Alberta's Investment and Growth Fund and educational opportunities for local business owners. 

Priority #6: Continue to build on the collaborative service delivery framework that has been established within the tri-municipal region.

The cooperation between municipal government's within the Tri-Municipal Region is a testament  to the principal that we are stronger together.  This partnership is highlighted by our commitment to integrated public transportation services and through the completion of the Joint Trail Connection between Stony Plain and Spruce Grove.  The newly completed trails offer uninterrupted access between Stony Plain and Spruce Grove, making it easier than ever to walk, run, bike, or roll between the two municipalities.

Intermunicipal partnerships with our friends and neighbours in Spruce Grove and Parkland County will continue to ensure resources are allocated equitably and services are readily available to regional residents.  

The dissolution of the Edmonton Metro Regional Board earlier this year has highlighted the importance of our regional partnerships and presents an opportunity for renewed collaboration, formally and informally, between our regional partners. 

Priority #7a: Review overall protective services statistics (call volumes, call type, response times, etc.) to ensure that the available fiscal, physical, and human resources meet the needs of our growing community. 

The RCMP Detachment Commander presents overall RCMP statistics to Council on a biannual basis.  Although there are some ups and downs in individual categories, the overall trend over the past five years has been a slight increase in both personal and property crime.  This increase may be attributed to post-COVID recovery, the increase in our communities population, and federal changes to the Criminal Code and Youth Justice Act.  I have been supportive of increases to our RCMP staffing levels to ensure the required human and fiscal resources are available to ensure a safe community.  

VOTING HISTORY: During our 2025-2027 Corporate Planning, a motion to reduce the RCMP budget by 100,000 was defeated.  I voted to maintain our RCMP funding and successfully voted against the motion. 

Priority #7b:  Include the policing statistics and response times in this review, before and after the opening of the regional detachment, to ensure that we have maintained or improved the level of service that we receive. 

ONGOING: The Parkland RCMP attachment was opened in October 2019 and COVID changed our lives only a few short months later.  The statistics that have been reviewed by Council over the past few years have been impacted by the tremendous change in social behaviour.  Now that we have a few years of post-COVID recovery, I have requested a 10 year Crime Statistic Report that is expected to be presented to Council as part of the RCMP's presentation to Council later this year (Q4 2025). 

Priority #8: Promote safety around playgrounds and green spaces to ensure that set speed limits and signage reflect the need to create a safe environment for the residents who utilize these spaces. 

As a school teacher, I regularly see the impacts of speed in and around our schools and playgrounds and continue to be an advocate for pedestrian safety.  On July 7, 2025 I voted to accept a report from administration that outlined a potential shift in speed limits from 50 km to 40 km an hour on local roads (typically residential) and a couple of key connecter roads in densely populated areas.  Accepting the report allows a request for decision to come before council later this year. 

VOTING HISTORY: In the 2025-2027 Corporate Plan, I voted a one-time increase to funding for Traffic Safety and Pedestrian Improvements at a South Park Drive and 43 Ave.  This increase was necessary to ensure we did not take away from crossing improvements in other areas of town. 

Priority #9: Sidewalks and pathways should be maintained and repaired in a timely manner to ensure the safe and efficient movement of all citizens. 

I have continued my support of, and advocacy for, predictable funding for sidewalk and pathway repair and maintenance throughout this term and have been supportive of our efforts to increase our active transportation system (E.g., Stony Plain - Spruce Grove Trail Connection). 

A report presented to council on June 9 identified the pavement quality of roadways, sidewalks, and pathways throughout the town, including ~500m of trails that were in very poor condition. During the meeting, I asked administration to provide clarity on their plan to ensure these pathways are remediate to a safe standard and advocated for predictable, annual funding for trail repair and maintenance (YouTube Link).

Priority #10: Prioritize mental health support in the community. 

Our region is fortunate to have a number of organizations and agencies that support mental health. Throughout this term I have been privileged to attend and/or promote Mental Health Initiatives including: Drive for Change, Stand Up for Mental Health, the Youth Mental Health Program, Mental Health Week, etc. In partnership with our municipal partners, Mental Health initiatives and activities continue to be a priority. 

In making land zoning decisions, prioritizing green space as a way to support positive mental health and well-being was often a point of discussion and council has moved from 'managing' parks and greenspaces to actively programing and enhancing these areas for residents to use and enjoy (see priority 16). 

Priority #11: Interrupt the arrest, remand, release cycle of vulnerable people in our community and advocate for a  collaborative response model to counter present and emerging social issues. 

Along with our regional partners, we have successfully advocated for an RPaCT or Regional Police and Crisis Team to be located out of the Parkland Detachment. RPaCT combines the expertise of RCMP officers and AHS mental health professionals to respond to mental health crisis calls. The goal is to provide a more effective and appropriate response to individuals experiencing mental health crises by leveraging both police resources and mental health expertise. 

I have also been a vocal advocate of Parkland RCMP's approach of employing a Community Engagement Officer who has a prioritized role of engaging with community members through attendance at events, school visits, and foot/bike patrols in key pedestrian corridors. 

Priority #12: Remain connected and involved in the community by responding promptly to resident inquiries, providing timely updates on key decisions,  and regularly attending community activities and events. 

Council has always been active through our attendance at events organized by community and by the town but we did not have a formal engagement program.  Early in this term I advocated for council's increased presence at community events in a more formalized way.  This advocacy led to the implementation of a "Meet Your Town Council" tent at Mid-Summer Thursday's in the downtown corridor.  

This event has allowed us to share information with community members (e.g., Recreation Centre and Cemetery updates), has provided residents to ask in-person questions and provide feedback, and has allowed council to gain resident insight as to our areas of strength and areas of growth from a residents perspective.  

I continue to advocate for the expansion of this program to other events throughout the year. 

Priority #13: Provide opportunity for residents to engage in the decision making process, by actively seeking their input and feedback and co-creating solutions to community concerns. 

This is one of the most important (and one of my favourite) roles that I have as a councillor. To borrow a few lines from my 2021 election campaign: 

"I understand that the influence of a community leader does not begin on election day and the voices of the community should continue to have influence long after the ballot boxes are packed away.  I believe one of the most powerful experiences that we can have, is to be truly heard - to know that our voice matters and that it will help inform the decisions that are being made at council.  Know that I am listening!"

- Election 2021 "About Me"

I continue to make myself available to residents who would like to chat over social media/email, meet for coffee, or tour areas of concern (or pride!) in our community. 

Priority #14: Ensure youth have representation in the decision making process by organizing a community youth council that can advocate to council on issues that matter to them. 

I was thrilled to have my colleagues support to include the key action: "Involve youth and future generations, as valued members of our community, in opportunities for programs and services" in our 2024-2027 Strategic Plan.  

Administration has recently completed a youth engagement report that will come before council later this year and will help guide the municipalities next steps in engaging and supporting community youth.  I continue to hear from youth, and families of youth, that our young people are looking for more to do in our municipality.  This work continues......

Priority #15: Evaluate the towns recycling program with consideration being given to glass and plastic recycling. Residents have explained that they are currently taking these types of recycling into the city because they are not accepted here. 

With council's support, the town of Stony Plain has signed on to the Extended Producer Responsibility (EPR) program. This program has enhanced the types of recyclables that are collected and should increase our waste diversion rates. 

A shift in service providers has also allowed the town to reduce the cost of our waste management contracts, with savings being passed on to Stony Plain residents. 

Priority #16: Prioritize the preservation and development of green spaces, trails, and playgrounds. 

In 2022, a Land Use Bylaw amendment was brought before council to rezone a parcel of land in the North East area of  Stony Plain to High Density Residential. I voted against the motion, advocating that we prioritize the preservation of town own land, specifically in areas that have limited available park space for residents. I also voted against a subsequent motion to rezone the area to mixed use commercial.  A motion was made to amend the land use bylaw to designate the area as Town Owned Land (Greenspace) was successful and my vote was in favour of the Green Space Zoning (LINK).

In our 2023-2026 Strategic Plan, I was thrilled to have councils support to establish a new key action to 'Enhance passive outdoor recreation spaces to support community health and wellness.'  This key action was maintained in successive Strategic Plans and remains in our most recent 2025-2027 Strategic Plan, highlighting council's intentional approach to prioritizing our parks and greenspaces. 

Another highlight in this area include two additions to Rotary Park. First, a firepit was installed for residents and guests to enjoy, with a supply of firewood being provided by the town at regular intervals.  The second addition being the development of Stony Plain's first disc golf course which has already hosted a couple of tournament fundraisers and a Men's Mental Health evening.