2% - Town of Stony Plain

Contents 

1 EXECUTIVE SUMMARy ..................................................................................................................................... 3 

2 INTRODUCTION ................................................................................................................................................. 9 

2.1 

2.2 

2.3 

PROJECT OBJECTIVeS 

OBJECTIVES 

A LrYlNG LIVING OOCUlfENT 

DOCUMENT 

MeTHODOLOGY 

METHODOLOGY 

9 

9 

9 

3 ROLE OF ECONOMIC DEVELOPMENT AND THIS STRATEGY STRATEGy ................................................................... 12 

3.1 IMPORTANCE OF NON-RESIDENTIAL NON-ReSIDENTIAL DEVELOPMENT 

3.1.1 ECONOMIC IMPACT OF EMPLOYMENT LANDS 

3.2 

3.2 STRATEGIC STRATEOIC ALIGNMENT WITH THREE IMPORTANT MUNICIPAl MUNICPAL DOCUMENTS 

4 STONY PLAIN ECONOMIC PROFILE & COMPETITIVENESS ...................................................................... . 

16 

•. 4.11 

CURRENT NATIONAL, PROVINCIAL PROVINClAL AND REGIONAL CONTEXT 

16 

4.1.1 

NATIONAL AND PROVINCIAl PROVINCIAL ECONOMIC CONTEXT 

16 

4.1.2 

THE EVOLVING E ALBERTA ECONOMY 

17 

4.1.3 

REGIONAL CONTEXT - THE CAPITAL REGION 

18 

4.2 •. 2 

CURRENT STATE OF STONY PLAIN PlAIN 

22 

4.2.1 

DEMOGRAPHIC TRENDS 

22 

4.2.2 

LAND USE POLICIES & DEVELOPMENTS 

24 

4.2.3 

CURRENT LABOUR FORCE PROFILE 

26 

4.2.4 KEY Key QUALITY OF PLACE FACTORS 

28 

5 IDENTIFYING STRATEGIC PRIORITIES ........................................................................................................ 30 

5.1 

SUMMARY OF CONSULTATIONS 

30 

5.1.1 ApPROACH TO COMMUNITY CONSULTATION 

30 

5.1.2 

CONSULTATION FINDINGS 

30 

5.2 

SWOT ANALYSIS 

32 

5.3 COMPETITIVE COMPETfTfYE ADVANTAGES AND DISADVANTAGES 

34 

6 RECOMMENDATIONS & ACTION PLAN ........................................................................................................ 36 

6.1 

6.2 

6.2.1 

PARTNERSHIPS PARTNERSHJPS AND STRATEGIC SlRATEGK: CHOICES CHCHCES 

RECOMMENDED ReCOMMENDED ACTIONS AcTIONS 

ALIGNMENT OF ACTIONS WITH OTHER TOWN N PRIORITIES 

P 7 CONCLUSiON CONCLUSION .................................................................................................................................................. 46 

APPENDIX A: RESULTS OF SURVEY OF BUSINESS OWNERS ........................................................................ 47 

APPENDIX B - CONSULTATION LIST .................................................................................................................. 52 

12 

12 

13 

36 

37 

45 

2 Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

1 Executive Summary 

Stony Plain is confronted by a dramatically transformed economy, fundamentally 

different from before. New global trade linkages, international capital mobility, rapidly 

emerging new international economic powers, widespread restructuring of the 

workforce: these and other global trends have created a new context in which the 

Canadian economy must seek to adapt, innovate and thrive. In this new environment, 

the policies and practices of the past may not nol only be obsolete. obsolete, they may be 

counterproductive. 

Millier Dickinson Blais was retained to provide the Town of Stony Plain with a clear 

picture of the current economic environment, identify opportunities and challenges and 

build an action plan to achieve further economic growth in a progressive sustainable 

manner. This document builds on previous efforts and offers a more precise workable 

strategic plan that administration and Council can utilize to provide future direction. 

The goals of the strategy represent the desired outcomes from a consultation process 

that involved input from over 100 individuals. It presents a view of the type of 

community that Stony Plain could become - where human talent and hard 

infrastructure are central to success, where the Town is recognized for its innovative 

leadership in an emerging economy and where Stony Plain itself is promoted for its 

capabilities and success. 

This will result in the attraction of expertise and investment from across the Capital 

Region, province, country, and even from around the world. 

Importance of Non-Residential Development 

Municipalities have a great deal of responsibility in providing services to their residents. 

These services extend from providing water, sewer and roads to libraries, recreational 

facilities and income and housing support. Income is generated from multiple sources 

to fund these operations; however, the primary source of income for any municipality is 

property tax. Municipalities, including Stony Plain, strive for financial sustainability and 

a balance between income and expenses. 

While property taxes are levied against residential development, it is non-residential 

development (commercial and industrial) that is the real source of support for any 

community. At the same time, that development drives employment and residential 

growth placing it at the centre of a vibrant and healthy community. 

Competitive Advantages and Disadvantages 

The SWOT Analysis that is provided in the strategy is an important exercise and 

necessary first step to identifying the best options for economic improvement. 

However, there is a need to dig deeper to determine Stony Plain's competitive 

advantages and disadvantages for future investment retention and attraction. 


• 

Competitive advantages form the nucleus for the area's unique value proposition 

- 

the ·wow" "wow" factor that will motivate potential investors to take a closer look. 

• 

Competitive disadvantages are those elements that the Town needs to help fix (or 

become less of an obstacle) if it is critical to the recommended direction of 

economic development. Alternatively. Alternatively, the competitive disadvantage can be ignored 

as long as there is agreement not to try and pursue investment that will find those 

qualities a challenge. 

These were ascertained based on consistency of input during consultations and the 

author's external opinion of the local and regional situation. 

Stony Plain's Competitive Advantages 

• A recognized and unique downtown Main 

Street 

• Rich cultural harnage, heritage, including buildings, 

festivals and multl-culture multi-culture centre 

• Close to major transportation corridors - 

Highway 16A, 16, and close to Edmonton 

Intemational International Airport 

• Good, strong relatiOl'1ships relationships and 

partnerships with surrounding 

municipalities 

Stony Plain's Competitive 

Disadvantages 

• Perceived distance, both too far from 

and too close to other centres 

• Weak connections between town officials 

and the local business community 

• Lack of employment opportunities 

• Small-town mindset means some want it 

to resist outside influences and never 

change 

• Expectations of higher than average 

population growth 

Economic Development Action Plan 

There are six recommended actions that the Town should accept as responsibilities in 

order to ensure long-term economic viability. They are: 

1. 1 . Business engagement program 

2. Improving investment readiness 

3. Marketing strategies 

4. Downtown improvement 

5. Enhance regional partnerships 

6. Build on cultural assets. 

As is shown in the following figure, each of these has the ability to capitalize on one or 

more of the town's competitive advantages while at the same time improve one or 

more of the town's competitive disadvantages. 

4 Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Pian Plan

ALIGNMENT OF RECOMMENDED ACTIONS WITH COMPETITIVE ADVANTAGES 

AND COMPETITIVE DISADVANTAGES 

DISAOVANTAGES 

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2. Improve Investment Readiness 

Directive: Direc:tive: Support existing businesses and assist with growth and expansion efforts. 

Develop employment opportunities for existing and future population. 

Rationale: A successful marketing campaign will draw interest, but to avoid 

disappointed customers, Stony Plain must prepare for investment. Investment. This requires 

attention within and outside the community. The Town should work to attract 

employment for its population, which will require a local skills assessment. 

Objective 2.1 Strategically market Stony Plain to targeted business sectors 

Objective 2.2 Maintain community data and make available to business buSiness 

inquiries 

Objective 2.3 Streamline regulation information Informatton and procedures for new 

business 

Objective 2.4 Ensure a supply of serviced industrial and commercial land is 

available 

Objective 2.5 Development of Hwy 16A Corridor 

3. Marketing Strategies 

Directive: Build regional awareness of what Stony Plain is really about - overcome 

misconceptions and perceived barriers. Create attractions and draws. Control Stony 

Plain's brand and message. 

Rationale: There are several opportunities to be achieved through a focused 

marketing strategy. First and foremost, it is essential to build awareness within the 

region of what Stony Plain offers. This needs to be built upon through marketing 

efforts to further promote the ·Stony "Stony Plain" Plain- product. Also, Stony Plain needs to 

overcome the misconceptions that are held by Capital Region residents. Many see 

Stony Plain as too far for easy access. One interviewee noted that for residents of 

northwest Edmonton and St. Albert it is as fast, fast. or faster, to get to Stony Plain than It it is 

to South Edmonton Commons. The new heritage pavilion is a significant Significant asset as it 

can hold significant events, hosting upwards of 1,200 people. A marketing strategy 

needs to creatively promote the town's advantages in areas that affect an individual's 

decisions. 

Objective 3.1 Generate awareness of Stony Plain as a destination for 

residents, tourism tourism and business 

4. Downtown Improvement 

Directive: Enhance the services and opportunities offered in the downtown Main 

Street. Further develop downtown Stony Plain as a niche destination in the Capital 

Region with its own unique identity. 

86 Millter Millier Dickinson Blats: Blais: Stony Plain Economic Development Strategy & AcUon Action Plan

Rationale: Downtown Stony Plain, particularly along Main Street, is one of the 

community's marquee attractions. It is what makes Stony Plain unique from its 

neighbours and communities throughout the Capital Region. It also fills local residents 

and business owners with pride and gives them a strongly positive ·sense of place". place-. 

Enhancing and further developing this unique asset is critical for Stony Plain. The town 

can create its own unique identity through the small-scale commercial experience and 

the local events. The following objectives relating to marketing should be considered 

as they apply to enhancing Main Street and attracting increased traffic. 

Objective 4.1 Support the development of downtown Stony Plain as a unique 

destination 

5. Enhance Regional Partnerships 

Directive: Maintain and enhance the existing collaborative ooUaborative relationships with Parkland 

County and Spruce Grove. Identify new areas for collaboration, both at the 

municipality-wide level and at the economic development service selVice delivery level. 

Rationale: In the past the relationship between Spruce Grove and Stony Plain was 

often a competitive one. In more recent times this has shifted to a much more 

collaborative and cooperative situation. Stony Plain will do well to continue this 

relationship and find ways to both support its neighbouring municipalities and look to 

what they offer that Stony Plain can use to its own advantage. This highlights again the 

importance of understanding the Town's own competitive advantages and capitalizing 

on them, , but also collaborating with other municipalities to collectively mitigate against 

impacts of disadvantages. This may manifest itself in the development of community 

space in the same vein as the TransAlta Tri Leisure Centre, or in regional cultural or 

commercial events, or in regional investment attraction. 

Objective 5.1 Support the development of more locally available labour force 

training 

Objective 5.2 Support the development of regional marketing opportunities 

Objective 5.3 Improve infrastructure and transportation networks 

Objective 5.4 Improve the understanding of the local skills base 

6. Building on Cultural Assets 

Directive: Enhance and leverage the small-town atmosphere of Stony Plain by 

building on existing cultural assets. Integrate culture into existing planning systems and 

strategies. 

Rationale: Residents of Stony Plain value the cultural assets present in the 

community. These are useful in further enhancing Stony Plain's competitive 

advantages and creating its unique identity. Festivals and local events are not only a 

part of the Town's marketing efforts, but directly contribute to enhancing local quality of 

7 Millier Dickinson Olckinson Blais: Stony Plain Economic Development Strategy & Action Plan

life and tying new residents and businesses into the fabric of the town's present and 

past. The downtown Main Street is a distinct cultural asset and competitive advantage 

for Stony Plain over other towns in the region. The Main Street Streetscape Plan is 

already directing the Town towards improving the Main Street, Street. and this effort can be 

supplemented with a number of other efforts. Stony Plain needs to realign itself 

towards supporting creative cultural industries and occupations, while capitalizing on 

the distinct cultural assets it has available - its natural and cultural heritage, and its 

festivals and events. 

Objective 6.1 Support the development of the Stony Plain cultural sector 

Objective 6.2 Improve communications among the cultural sector 

Objective ObJective 6.3 Support cultural events and attractions 

Strategic Alignment with Important Municipal Priorities 

Importantly, there is strong alignment between the above objectives and other strategic 

plans being pursued by the Town of Stony Plain as shown in the figure below. 

ALIGNMENT OF ACTIONS WITH OTHER TOWN PRIORITIES 

COlllllllllllty 

Str.1lcgy Objectives SUSliUll

2 Introduction 

2.1 Project Objectives 

Millier MUlier Dickinson DIckInson Blais was retained to provide the Town of Stony Plain with a clear 

picture of the current economic environment, identify opportunities/strengthsl 

opportunitiesfstrengthsl 

weaknesses and build an action plan to achieve further economic growth in a 

progressive sustainable manner. While there has been work done with the prior 

documents, this document builds on those findings to develop a more precise workable 

strategic plan that administration and Council can utilize to provide future direction. 

2.2 A Living Document 

The Economic Development Strategy and Action Plan Is is a living document which will 

result in several actions. 

• 

As the Town continues to engage in studies related to transportation and utility 

infrastructure development, land use planning, business attraction and retention, 

tourism/event planning, cultural planning and downtown revitalization, it is 

important that the actions and directions in the economic development strategy be 

flexible to incorporate the outputs from these documents. 

• 

Economic development activities must be continually monitored and evaluated and 

adapted to build on those activities that are successful and seek to adjust those 

activities that are seen as less successful. 

• 

The plans and objectives of Stony Plain's resident businesses will be key to 

guiding economic development strategies and actions. Town staff must continually 

seek feedback from these businesses and adjust activities accordingly. 

The strategy should be reviewed annually with work plans for each year considering 

the existing strategy, achievements from the past year and changes taking place in the 

economic landscape of the community. 

2.3 Methodology 

Strategic planning is a means for establishing and maintaining effective programs 

based on economic, social, cultural and environmental opportunities and constraints. It 

also: 

• 

Helps to shape a community's future 

• 

Provides structure for mutually accepted goals and a common agenda 

• 

Defines the purpose of the community at large and its role in achieving stated 

goals, and 

• 

Balances community goals with realistic resources. 

9 Millier Dickinson Blais: BlaJs: Stony Plain Economic Development Strategy & Action Actlon Plan

Developing an understanding of Stony Plain in terms of its existing and potential assets 

is a cornerstone to the strategy and action plan. The methodology used helped to 

project team to gain a stronger understanding of the local situation. The project team 

was led by the Town of Stony Plain's department of Sustainable Development. 

Background Review 

A comprehensive review of available literature and studies provided the project team 

with a strong understanding of the current socio-economic situation in the Town and 

region. In developing the strategy for Stony Plain an important consideration was the 

Town's relative competitive position with the broader Capital Region, and likewise the 

Region's position within the Provincial and National economy. 

Key documents reviewed and incorporated into the design of the strategy and action 

plan include: 

Stony Plain Tourism Strategy (2003) 

Stony Plain Business Attraction and Marketing Strategy (2009) 

• 

Stony Plain Main Street Streetscape Plan (2011) 

• 

Town of Stony Plain Business Development Plan (2008) 

Town of Stony Plain Community Sustainability Plan Ptan (2007) 

• 

Stony Plain Business Profile (draft version) 

• 

Stony Plain Relocation Guide (draft version) 

• 

Town of Stony Plain Corporate Communications Strategy (2008). 

Additional sources informing the strategy and action plan are referenced throughout 

the document. 

Consultations 

A range of input was gathered from the citizens and business leaders of Stony Plain. 

This gave further depth to insights gained from the background review towards a 

robust understanding of the Town's inherent strengths and weaknesses and the 

various opportunities or challenges chaUenges that Stony Plain presently faces. These individuals 

provided an excellent source of current infonnation information and first-hand insight into many 

aspects of the current business environment in Stony Siony Plain. Particular consideration 

was given to identifying any critical issues that would lead to an improved business 

environment for current establishments. 

Input from over 100 individuals was gathered through an online survey. This provided a 

significant body of inSight insight into the current health and future growth expectations of local 

businesses. Respondents were asked to rate the importance of and their satisfaction 

with a wide range of aspects of the town, the business environment in Stony Plain and 

the services being delivered by the Town itsetf. itself. InSights Insights gained from the online survey 

ensure the validity of research findings and ensures the findings express the true 

opinions of the community. See Appendix A for complete survey results. 


Supplementing the online survey were the individual interviews. These captured the 

insight and opinions of key leaders within Stony Plain and the surrounding region. 

Councillors, the Mayor, and regional stakeholders all contributed to a broader 

understanding of the current state of affairs in Stony Plain and areas for potential 

action towards improved economic development 

Multicultural Heritage Centre 

Rotary Park 


3 Role of Economic 

Development and this Strategy 

3.1 Importance of Non-Residential Development 

Municipalities have a great deal of responsibility in providing services to their residents. 

These services extend from providing water, sewer and roads to libraries, recreational 

facilities and income and housing support. Income is generated from multiple sources 

to fund these operations; however, the primary source of income for any municipality is 

property tax. Municipalities, including Stony Plain, strive for financial sustainability and 

a balance between income and expenses. 

While property taxes are levied against residential development, it is non-residential 

development (commercial and industrial) that is the real source of support for any 

community. At the same time, that development drives employment and residential 

growth placing it at the centre of a vibrant and healthy community. 

With the goal of understanding how to drive both industrial and commercial 

development, this section of the report will win explore the importance of non-residential 

lands specifically specificany through an examination of their economic impact, the attributes that 

make these lands competitive, non-residential assessment and the current nonresidential/residential 

tax revenue balance. 

3.1.1 Economic Impact of Employment Lands 

All business can be categorized as being -basic· "basic" or Mnon_basic "non-basic" w in terms of its 

relationship to the local economy. 

• 

and/or non-retail markets. 

• 

"Basic" ~ Basic· business primarily involves service to non-local markets (export-oriented) 

"Non-basic" D Non-basjc~ industry is largely Dpopulation-related· "population-related" and is geared to the local 

residential and business market and is typically retail or service sector based. 

Basic industry - that which is oriented towards exporting goods and services outside of 

the community, is the economic engine of growth - it is the means to strengthening 

and growing the local economy. Basic industries generate 'new' income for the 

community driving an inflow of revenue and employment. Maintaining an adequate 

export-oriented business base is fundamental to providing additional business, 

employment and income opportunities for the community. 

Conversely, non-basic industry supports basic industry by providing the internal market 

with needed goods and services. Non-basic industries circulate the income earned by 

basic industry within the community. Without a healthy non-basic sector the income 

12 Mililer Millier Oickinson Dickinson Blais: Stony Ptaln Plain Economic Development Strategy & Action Plan

earned from the basic industry sector will flow out of the community leaving it in a 

weakened position. 

Employment lands are important in markets like Stony Plain because they primarily 

accommodate basic, export-oriented employment. From an economic development 

perspective, maintaining an adequate base of employment land (generally zoned for 

industrial or office uses) is fundamental to providing local export-oriented business and 

employment opportunities. At the same time, adequate commercial lands are 

necessary to ensure a healthy non-basic sector and that revenues earned by the 

community remain within the community. 

3.2 Strategic StrategiC Alignment with Three Important 

Municipal Documents 

Three important municipal strategies offer insight into the evolving direction of 

economic development efforts in Stony Plain: 

1. Community Sustainability Plan 

2. Business Attraction & Marketing Strategy 

3. Tourism Strategy. 

The advent of the Community Sustainability Plan set the tone for subsequent projects 

and studies. The Business Attraction and Marketing Strategy provides direction in 

building a viable economy, as directed by the Community Sustainability Plan. The 

Tourism Strategy provides a focused perspective on growing one area of the local 

economy, but it does not provide specific recommendations for accomplishing it. These 

latter two studies reflect the challenge Stony Plain faces in attracting business 

investment and visitors as a small centre in a diverse and dynamic region. 

Farmers' Market 

13 Millier MUlier Dickinson Blais: Stony Plain Economic Oevelopment Development Strategy & Action Plan

FIGURE 1; 1: SUMMARY OF THREE GUIDING ECONOMIC DEVELOPMENT 

REPORTS 

C 

't S t ' b'l't PI T ' St t Business BUSiness Attraction & 

ommunl y Marketing 

Community Sustamabdlly I I Y Plan TOUflsm oUrism Strategy St 5 t 

tra egy 

• Published in 2007; 3 year • Published in 2003 with a • Published in March 2009. 2009, 

horizon - 2009. 2009, five year horizon to 2008. 

• Purpose is to examine what 

• Purpose is to set a vision and • The plan presents a commercial or industrial 

direct municipal efforts to summary of the current opportunities exist for 

pursue the four pillars of context for tourism, Stony (re)development. 

sustainable development - 

Plain's tourism product 

• Presents several market 

social equity, economic 

offerings, and several 

feasibility studies and analysis 

viability, cultural vitality, and 

objectives for increasing 

for retail and employment growth, 

environmental responsibility- 

tourism's contribution to the 

and inventories of existing land 

in planning community growth. 

local economy. 

and buildings. 

• Each of the four pillars has a 

• The plan calls for 

• No constraints on supply of 

Mcare "core strategy" and several 

immediate implementation 

industrial land for foreseeable 

strategic action items for 

of several actions to create 

future. Must focus on fostering 

Stony Plain to pursue between 

confidence in the Town's 

demand for the land. 

2007 and 2009. tourism industry. 

• Key Themes: 

• Key strategic action items: • Encourages increased 

focus on year-round 

• Strong resource-based 

• Create downtown 

opportunities and visibility. 

economy, tied to traditional 

redevelopment master plan. . 

agricultural community. 

• Key Themes: 

• Complete a recreation master 

• Struggles to attract retailers, in 

plan. 

• Growing interest in "human 

competition with Spruce Grove. 

tourism' tourism" where the people 

• Create a Business 

Downtown is not yet a vibrant 

are as important as the 

Development Plan. 

retail centre. 

place. 

• Create a transportation plan to 

• There are no constraints on 

build l1d regional connections. 

• Event-based tourism is a 

supply of industrial land; great 

driving element of 

expansion potential. . 

• Consider implementing an 

contemporary tourism. 

inter-municipal transit system. 

• Town needs to continue to 

• Targets increases in tourism 

focus on revitalizing the historic 

• Has directed actions from both indicators by 2008. 

Downtown. 

economic development and 

• Provides basic direction for 

town planning - successful 

• Potential for a new 

generating further 

adoption of a sustainability 

shopping/lifestyle shoppingllifestyle complex, 

development in tourism 

perspective. 

distinct from Spruce Grove. 

sector, but with very few 

specific recommendations. 

• Considers supply and demand of 

business development. 

14 Millier DickInson Dickinson Blais: Stony Plain Economic Developmef'l\ Development Strategy & Action Plan

Furthermore, several other recent plans have emerged in response to the 

Sustainability SustainabUlty Plan, including the Business Development Plan (200S) (2008) and the Main 

Street Streetscape Plan (2011). Each of these contributes toward establishing a clear 

direction for community growth in Stony Plain. 


4 Stony Plain Economic Profile 

& Competitiveness 

An understanding of the current economic and competitive context is essential to 

identifying Identifying appropriate strategic priorities for a municipality. The environment that 

Stony Plain exists within is simultaneously a challenge for its own growth and a 

catalyst for it. Stony Plain often finds itself in competition with other neighbouring 

municipalities for population and economic growth, growth. but without the diversity of 

economic activity that exists across the Capital Region and in the tri-municipal area 

(Stony Plain, Spruce Grove, Parkland), Stony Plain would have an even harder time 

pursuing its own growth. At the same time, shifts taking place at the global and national 

level will impact local businesses. Understanding UnderstandIng this context is essential to developing 

an Economic Development Strategy and Action Plan. 

4.1 Current National, Provincial and Regional 

Context 

In the context of the recession (which is ongoing or past, depending on who is 

speaking), the U.S. has exercised a significant amount of financial stimulus to 

encourage economic growth. In doing so, downward pressure has been placed on the 

U.S. dollar. Given that the majority of Canada's international exports are destined for 

the U.S., the strength of the Canadian dollar relative to its U.S. counterpart will 

continue to have effects on the cost competitiveness and shape of the Canadian 

economy. Alberta Ministry of Finance and Enterprise forecasts have the dollar settling 

In in the $0.95 - $1.00 range, relative to the American dollar1. This may be a concern for 

Alberta's growing manufacturing sector. 

4.1.1 National and Provincial Economic Context 

Over the past decade, Western Canada (Alberta, British Columbia, Saskatchewan and 

Manitoba) has led the country in economic growth. Between 2003 and 2010, Western 

Canada's GOP growth averaged 2.4% annually, compared to 1.8% nationally, as 

illustrated in Figure 2. The general upward appreciation and demand for commodities 

prior to the recession fuelled growth in these provinces. It is anticipated that Western 

'Albe~ 1 Alberta Mlri.try Ministry offlN~ Finance & ErlllIflli"lM Enterprise (2011). Budget 2011: . Bl..Olding Building ~ a Bett/!r Better Alberta. pg. 112 

18 16 Mllller Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

Canada will continue to outperform the national average, due to global rebound in 

demand for commodities 2 •. 

FIGURE 2: AVERAGE ANNUAL GOP GROWTH 2003·2010 2003-2010 

I ' 

t: 

Average 

Region 

AnnualGDP 

GOP 

Growth 

Western Canada 1 2.4% 

Eastern Canada 2 1.3% 

Canada 1.8% 

Source: RBC Economics, OECD 

1. Includes Alberta, British Columbia, Saskatchewan and 

Manitoba. 

2. Includes lllcludes Ontario, OntariO , OJebec. Quebec, New Brunswick, Nova Scotia, 

Sco~a , 

Prince Edwarrllsland Edward Island and Newfoundland Newioundland and Labrador. labrador. 

Over the 2003-2010 period, Alberta's economy grew at an annual rate of 2.6%, the 

highest of any province and significantly higher than the Canadian average of 1.8%.3 

Alberta's strong GOP growth from 2003 through 2008 was fuelled by unprecedented 

global demand for oil, oil. which lead to dramatic price increases and pushed up provincial 

production and development activity, through massive capital investment in this sector. 

However, However. the global financial crisis, which started in the fourth quarter of 2008, 2008. had a 

strong negative impact on Alberta's economy. The Province's GOP contracted 4.2% in 

2009, which was a steeper decline dedine than in the rest of Canada. In 2010, the Alberta and 

Canadian economies rebounded from the economic recession, exhibiting relatively 

strong growth. High commodity prices are once again driving investment Investment in Alberta's 

resource sectors. ScotiaBank is predicting the Alberta economy will lead the nation and 

post 4.2% growth in 2011 and 3.3% in 20124. 4 • Many are predicting Alberta will soon 

again experience labour shortages. The Government of Alberta has stated the 

province will need 70,000 more skilled workers by 2014$. 

5 . 

4.1.2 The Evolving Alberta Economy 

Despite the continued reliance on the energy sector, the provincial economy has 

become increasingly diversified to include indude other value-added sectors. As summarized 

2 • BMO Capital CflpMI Mar1

in Figure 3, the energy sector's share of the provincial GDP GOP decreased from 36% in 

1985 to 23% in 2009. During that time, business services, construction, finance and 

insurance have seen Significant increases in their proportionate share of GDP. GOP. 

However, at the same time oil and gas products still account for a large majority 

(averaging more than 70%) of provincial exports. 

This shift in the economy is evident in the employment growth in non-oil and gas 

related sectors. While it appears to be diversifying, it should also be noted employment 

shifts may be due to capturing greater value from oil and gas resources. Between 2000 

and 2008, Alberta experienced strong annual employment growth in secondary 

industries including energy services, construction and engineering, environmental 

products and services, industrial manufacturing, and financial services, as illustrated in 

Figure 3. Growth in these industries is evidence of the province successfully 

developing these sectors from an oil and gas base. Industrial manufacturing has grown 

to supply capital projects in the oil sands industry. At the same time, expertise gained 

by these manufacturers has driven growth in export of specialized equipment to other 

oil jurisdictions. 

FIGURE 3: EMPLOYMENT GROWTH BY ALBERTA INDUSTRY SECTOR. SECTOR, ANNUAL 

CHANGE, 2000-2008 

Energy Services 

Serv~ 

Oil and 100 Gas Extraction 

Coostn£tion Construction and Engineering 

Engneering 

Envirorvnenlal Environmental Producls Products & Services' Se!vices' 

Industrial Manufacturilg 

Manufacturing 

Financial FnanciaI Servi:es Services Industry IndusIry 

HeaIUl Health Care Selvices Services 

Agri-Food A{pi-Food IrdJsIries Industries -Processed Food & Beverages 

Education Services 

.. 

Plastic PlOIlJctlndUSlries 

Product Industries 

T Transportation ransportaOOn & Logistics logistics 

~ 

Forest Products 

: 

- 

Information Irloonatioo & Communications CoolmunCatioos Technology' T echnoklgy • 

~ • 

Refined Petroleum PetroIel.l'll and Chemicals 

Primary Agriculture 

-4.0% ·2.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 

Average Annual Growth 

Soun;e: Source: Alberta Alberti AnaJ\Ce Rnance and fJllerpfise Enterprise-- Alberta Industry kldusry SetU Sector ~orm Perfonnance anee and I'rosIlfids. Prospects. PrieeWaleltloo5eCoopers. PriceWaterhouseCoopers. May 2009 

• reflecS2000-2007 period 

• reflects 2000-2007 period 

4.1.3 Regional Context - The Capital Region 

The Capital Region has over 1.17 million people, the sixth largest metropolitan area in 

Canada. It had the second highest population growth rate of large Census Metropolitan 

18 Millier Dickinson DIckinson Blais: Stony Plain Economic Development Strategy Slrategy & Action Plan

Areas (CMAs) in Canada between 2005 and 2010, second only to Calgary, as shown 

in the following flQure. figure. 

FIGURE 4: FASTEST GROWING LARGE CENSUS METROPOLITAN AREAS IN 

CANAOA, CANADA, 2005-2010 2005·2010 

3% 

i! ~ 3% 

! '" 

I 2% 

C) 2% 

0:: 

g 0 '" 

~ 1 0 k 

'S 

• 

,% 

co. 

0 t 1% , % 

... • 

1 '" 

ii 

~ 

0% 

0:: 

",

• 

• 

• 

• 

• 

industrial land characteristics. characteristics, including vacant industrial industriatland supply and prices 

zoning flexibility 

fiscal parameters such as tax rates, off-site off·site lot levies 

general ~ "business busjness friendliness· 

·shovel-ready" "shovel-ready· sites. 

FIGURE 5: s-CAPITAL REGION MAP OF EXISTING AND FUTURE INDUSTRAL 

LANDS 

stll1l11cdnJl Coumy 

SaUTl»; WIlSOn & A ..... e __ Ud. 

HolD InduatJillAlen Ire IIIIDWftbr •• ~ purposncd)"and mlbmm ... 

--- 

-~ 

- MIo~btd 

II 

..- 

• I0Il11011 ...... 

A ~ 

The Town's Sustainable Development department is currently developing an inventory 

of the industrial land supply within its boundaries. Once this is completed, it can draw 

some conclusions on the direction it wants to take on competing for industrial and 

business park style developments. The following figures are provided as a comparison 

to what other municipalities in the Capital Region have in terms of industriatland 

industrial supply. The data was calculated for a report completed in July, 2011 by Millier 

Dickinson Blais Inc. and Watson & Associates Economists Ltd. for the City of St. 5t. 

Albert. As an aside, at its meeting on August 15 th , St. Albert City Council, recognizing 

its lack of industrial induslrialland land supply, has asked their Planning Department to come back 

with a report by December 31 st identifying 260-300 gross ha of contiguous and 260- 

20 Ml1Iier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

300 gross ha of non~ntiguous non-contiguous lands that could be made Into into available industrial 

supply. 

FIGURE 6: VACANT SERVICED INDUSTRIAL LAND AVAILABLE FOR SALE/LEASE, 

CAPITAL REGION, 2009 (NET HA) 

"iii 120 

=- "CI 

c 

j 

'C 

... 

.M,-----------------------------------------, 

l00 r-------------------------------------------~ 

1~ ~-==~_1.~-----------------------------------~ 

100 f-1lfiI1--- 

~ 00 

80 -+- mJl--- 

~ ~ +-1iIliioI1--- 

20 ~-IIIi!III-- 

O +-~~-c~~~~-L~~~~~-L~~~~~~~~ 

~ 

rf 

~Jf 

q'll 

__.... _ •....,_....... ...._ ... _ ..__.... 111 _ 

Soun::e: Boura:eoJs and Company ltd.; Includts land that was on tM market for sale/lease In Ql 2009, 

_ ... _ ..._ ...._ .. w_ ..._ ....... 

IIXCept St. Albert ebta which was dertved by Watson& Associams, 2011 

FIGURE 7: TOTAL VACANT DESIGNATED INDUSTRIAL LANDS (NET HA), 

CAPITAL REGION AREA, 2010 

. """':;=;:============1 

5,000 -.--:n:w----------------------------------------, 

i ~ 

4,500 

4.~ +-........ ...----------------------------------j 

...I 

"5: 4,000 

'to 3,500 ~-~~'~i;I__--------------·---------- 1 

I ~ 

j"iil 

~ 2 

3,000 

3.000 

+--fII;IlI--------------------------------l 

:: ~ 2,500 

Dc 

& 1 2,500 

'C- 1! - 2,000 2.000 

~ 1,500 

~ 

j '," 

.. 

1 

1,000 

1.(100 

~-~~c:I_-_I 

SOO -I--K"I"'-'-- _I 

~ 

O o +-~a-~~-L~~~~~~~~~~~~~~------I 

l-l....L~ 

./,// ./~. ,/ "/",.J-/ 

_:w_. __ .... 

_l000i._ ... _ . Do 

Soun::e: Watson & Associates Economists ltd. 

.. _ ......._ . ",,__"-". 

Note: land arelSlre approximate. Data unavailable forStnthcona and Stulleon County. 

It should be noted, however, that the Town of Stony Plain, City of Spruce Grove and 

Parkland County have a number of cooperative agreements and work closely in a 

number of areas. While Stony Plain may be seen as being in competition with its 

21 Millier Dickinson DIckInson Blais: BlaIs: Stony Plain Economic Development Strategy & Action Plan

neighbours it also has opportunities to work closely with the tri-municipal partners and 

the Greater Edmonton Economic Development Team 7 in economic development. 

4.2 Current State of Stony Plain 

4.2.1 Demographic Trends 

The long-term growth prospects for the Capital Region are strong. By 2043, the 

Capital Region's population is expected to Increase increase to 1.7 million, representing an 

average annual growth rate of 1.3%8. Over the 2006-2043 2008-2043 time period the region's 

employment base is expected to expand from 546,700 to 832,000, 632,000, an increase of 

285,300 (52%). Historically the growth in the western quadrant of the Capital Region 

(including Parkland County, Spruce Grove, and Stony Plain) has exceeded other areas 

in the Capital Region ll 9 . 

The Capital Region Growth Plan proposes a status quo projection projectJon based on current 

development and infrastructure trends and an alternate scenario based on a higherdensity, 

transit-oriented region. Under the current trend, Stony Plain is expected to 

almost double in size by 2043, but this growth will be dampened under the alternate 

scenario. In the alternate scenario, larger urban centres will attract more population 

growth than smaller, more rural areas. The two figures below illustrate this difference 

in population projections. 

FIGURE 8: 8- CAPITAL REGION POPLATION PROJECTIONS, PROJECTIONS. CURRENT TREND AND 

ALTERNATE SCENARIO** 

SCENARIO" 

7 , GEEDT GEEOT is I, a • partnership p'lInefShIp of GItha the Capital Cep!tal Region's R8\IkIn's economic ecooomic development developmMl organizations ~rOzation& including IncIuOIng municipalities mlillk:lpalities and Ind external eidem.1 

corporations OOIJ)OI'IItiont (e.g. (1.11. Leduc-Nisku Leduc:-NIslcu Economic Ecoromie Development De...elopmert Authority). AUlt-ority ~ 

They work together togethe< with wl\h a I goal go.1 of d attracting 1tt1IcIi'll new .-ltwesI.mlnt investment to the 

Capital Region. 

c.pI\II R8IIiOn . 

• Capital (;Ipll,l Region Population & Employment Employmer1 Projections ProjectJons Report, Report. March Ma

County 

2008 

2013 

2018 2028 2043 

29,850 32,361 

36,150 41,367 41,387 46,231 

22,380 22,360 

24,865 

27,776 33,404 40,191 

14,310 15,699 15,899 18,199 21,887 27,125 

327,363 

360,788 

404,760 404,780 478,902 583,500 563,500 

766,742 827 2 1,01 1 

Parkland County 

29,850 

22,360 

31,887 32,231 

30,904 36,191 

19,887 24,125 

468,697 534,500 

1 1 

Source: Capital Region Population & Employment Projections Report, March 2009; annual growth rate of 

Trend Scenario based on Capital Region Total over 2008-2043 period. . 

** •• Nole Note that Ihat Stony Plain's 2010 Municipal Census shows a population of 14,177. 

FIGURE 9: CAPITAL REGION POPULATION PROJECTIONS, CURRENT TRENDS 

VS. . ALTERNATE COMPARISON 

50 ,------------------------------------------------------- 

UJ 

"tI 

• 

.. 

u 

c < 45 

:g 

5 

, ~ 

0 40 

~ .c 

~ 

... 35 

30 

25 

20 

15 

10 

5 

2008 2006 

2013 2

diploma, while 12% have a university certificate of degree. 1o 10 This is Is in contrast to the 

Capital Region, where 18% of the population holds a university degree or certificate. certifICate. 11 I! 

Many industries Industries today seek highly skilled workers which may put Stony Plain at a 

disadvantage in attracting these industries. 

Employment 

Leading employment industries in Stony Plain include Business Services, 

Construction, Retail Trade and Agriculture/Resources (see Figure 10). The Other 

Services category captures all employment not represented in In the other categories 

(e.g. repair and maintenance, personal services, civic/social/religious/business 

civicJsociallreligious/business 

organizations). Most employed residents of Stony Plain work in Trades (24%), 

Management (11%), Sales and Service (22%) or Business/Finance/Administration 

(18%). 

FIGURE 10: 10. STONY PLAIN PERCENTAGE EMPLOYMENT BY INDUSTRy INDUSTRY" 

12 

18% ,.% 

16% ,.% t------------------------------------ 

14% ,.% ~----"'.------------------------------ 

12% ,,% 

",% 

8% .% 

6% .% 

. 4% % 

2% 

0% 

4.2.2 Land Use Policies & Developments 

Stony Plain's Municipal Development Plan (MOP) directs land use decisions within the 

community. It replaced the 1998 MOP in 2005, covering a 15-year planning horizon. 

Some of the guiding principles for establishing a vision for long term development in 

the community are the following. . 

.. " Town of Stony Pl,ein Plain Susi_ Business Development Plan, Seplembe< September 2008. SusineM Business & Strtolegk: Strategic SeMces Services. 

"C.pitaijze" Capitalize - The Economic Roedmap Roadmap for Alberta', Alberta's CipiIaJ Capital Region. Region, June 2011. . Capi\81 Capital Reg.:on Region So:ard Board 

.. 12 Statl1tica Statistics Caned. Canada (Cens"" (Census of PopuI.tIon) Population) 2000 2006 

24 Millier DickInson Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

• 

• 

Maintain a small town atmosphere and sense of community. 

Preserve and enhance the quality of life for residents of Stony Plain by maintaining 

a safe and attractive community with employment opportunities, housing choice, 

attractive parks and open spaces, and supporting community services and 

infrastructure. 

Pursue mutually beneficial regional partnerships and alliances. 

Maintain the Downtown Historic Core as a vibrant ... focal point for the community. 

Manage urban growth in a manner that is physicaUy, physically, economically and 

• 

• 

environmentally sustainable in the long term. 

• 

Promote high quality design and development that builds on the Town's historic 

theme. 

Parkland Potters Guild 

Two major industrial parks are identified to accommodate present and future light and 

general industrial growth. Business industrial development is currently mainly maInly directed 

to the North Business Park (north of Highway 16A), making use of the existing 

infrastructure that has been developed there. Further industrial expansion e~pansion is also 

proposed to the south of Highway 16Aand west of Glory Hills Road. 

The MOP objectives for commercial development include using the Highway 16A 

Corridor for commercial recreation opportunities (golf courses, RV parks, etc.) and 

other tourist attractions. Stony Plain also intends to improve the quality and 

appearance of emerging arterial commercial developments. The historic Downtown 

core is the heart of commercial and civic activity and is being revitalized as unique 

experience in the region including a more pedestrian-oriented destination with specialty 

retail, arts and tourist attractions. The recentfy recently completed Main Street Streetscape 

Plan will direct investment towards redesigning the built environment in the downtown 

core, enhancing the public realm and improving the pedestrian experience. 

FIGURE 11: : STONY PLAIN HISTORIC DOWNTOWN CORE" 

13 

",. Town of Stony Sl~ Plain Municipal Oe...elopmert Development Plan (2005) 

25 Mi1lier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

l ' 

Finally, from a longer-term perspective, the Town is aware of the potential necessity of 

expanding its borders. The MOP directs a collaborative approach to working with both 

Spruce Grove and Parkland County to ensure adequate servicing and responsible 

management of the lands along each municipal boundary. 

The Town plans to begin an update of the MOP in fall of 2011 for completion in 2012. 

4.2.3 Current Labour Force Profile 

Data from the 2006 Canadian census shows that the leading place of work for Stony 

Plain residents is Edmonton - 36% of local residents (based on 4,785 responses). 

However, the majority of residents (54%) work in Stony Plain, Spruce Grove or 

Parkland County. Only 10% of residents work elsewhere (see Figure 12). This 

illustrates Stony Plain's close ties to Edmonton but also the fact there is a strong 

distribution of workplaces for residents. 


FIGURE 12: PLACE OF WORK FOR STONY PLAIN RESIDENTS" 

14 

Parkland 

County 

8% 

Edmonton 

36% 

Spruce 

Grove 

19% 

Stony Plain 

27% 

A similar pattern is true for all individuals whose permanent place of work is in Stony 

Plain (see Figure 13). Of 3,680 responses, the overwhelming majority of those 

individuals working in Stony Plain also reside in Stony Plain (35%), Parkland County 

(29%), or Spruce Grove (14%) - just under 80% of all Stony Plain workers. Only 14% 

of workers in Stony Plain commute in from Edmonton. While the impression of Stony 

Plain as a commuter suburb of Edmonton is not altogether false, this data suggests 

that Stony Plain has a fairly strong local economy on its own, and even more so in 

connection with Spruce Grove and Parkland County. 

,.. Stat,stie5 Statistics Canada CaOilda (Cell'Sus (Census of Population) 2006. Comm!.tiog Commuting Flows by Census Subdivision. Table 97-561-XWE2006011 

27 MUlier Millier Oicklnson Dickinson Blais: Stony Plain Economic Development Strategy & Action Ptan Plan

FIGURE 13: PLACE OF RESIDENCE FOR THOSE EMPLOYED IN STONY PLAIN" 

15 

LacSte. 

Anne County 

4% 

What is important for Stony Plain is a deeper understanding of the nature of the 

workers commuting to and from Stony Plain for work. With a detailed understanding of 

who is commuting to work in Edmonton, Spruce Grove and Parkland County. County, the Town 

could then work to build the business base requiring these workers. At the same time, 

the town may have a competitive advantage in the industries that are importing 

workers, which creates an opportuntiy to attract further investment in these industries. 

4.2.4 Key Quality of Place Factors 

Quality of place is an important deciding factor in business investment as companies 

will seek to invest in communities that are attractive to their employees. Complete 

communities with a strong retail and entertainment sector as well as cultural and 

recreational amenities are sought after as locations for investment. 

Within the Capital Region, Stony Plain sits in the middle with respect to household 

income, almost equal to the regional average. Stony Plain is lower than both Spruce 

Grove and Parkland County. 

The community also prepared a Trail Master Plan concurrently with the MOP. Parks, 

recreation, and open space all aU contribute to building a sense of community and 

meeting the recreation and educational needs of the community. 

Recognizing the important role of arts, cultural and heritage activities in municipal 

planning, the Town is currently undertaking its first Cultural Master Plan. The 

identification of cultural planning as a priority was first highlighted in the Community 

15 " Statistics Canada Callilda (Census (COII$US 01 of Population) 2006. Commuting Commo..(ing Flows by Census Subdivision. Table Tabl& 97-561-XWE2006011 

28 Millier MlUler Dickinson Blais; Blais: Stony Plain Economic Development Strategy & Action Plan

Sustainability Plan. The Town sees the Cultural Master Plan as an important step in 

establishing a cultural vision for the Town that will help identify municipal and 

community priorities for strengthening the arts, culture and heritage sector and, in tum, turn, 

prospects for economic growth. 

Figure 14 in Section 5.2 identifies where the town's strengths and weaknesses are in 

terms of quality of place. 

Shikaoi Park 

29 Millier Dickinson Blais: Btals: Stony Plain Economic Development Strategy & Action Plan

5 Identifying Strategic Priorities 

5.1 Summary of Consultations 

5.1.1 Approach to Community Consultation 

Consultation with the community towards an understanding of the current situation and 

identifying strategic priorities followed a two-pronged approach. An online sUlVey survey was 

made available to the business community within Stony Plain, Plain. and one-on-one phone 

interviews were conducted with a number of local and regional stakeholders, all 

members of Town Council and business owners. In total, 134 individuals participated- 

partiCipated - 

26 through phone interviews and 108 through the online survey - a very strong number 

for a community the size of Stony Plain. 

Complete results from the online survey of business owners can be found in Appendix 

A and a list of those persons who were interviewed as part of the project can be found 

in Appendix B. 

5.1.2 Consultation Findings 

Respondents drew attention to several key themes throughout the consultation 

process. Expectations for growth in the immediate future remain strong - 54% of 

business respondents expect to grow in number employees over the next three years, 

and 38% expect to remain stable. Furthermore, almost 70% of businesses expect 

sales to increase over the same time frame. This is a positive forecast for Stony Plain, 

especially considering economic development research shows that 70-80% of new 

employment comes from businesses that already reside in the community. 

When rating the importance of various aspects of the business environment in Stony 

Plain, a few areas stand out as leading concerns: the availability of 

telecommunications services, support from the municipality, access to customers and 

the local tax rate. When ranking satisfaction with the same various aspects of the 

business environment in Stony Plain, respondents only highlighted a few areas of high 

satisfaction - mostly relating to the availability of servicing. 

Respondents cited many reasons if they expressed dissatisfaction with any aspects of 

the business environment. These include: 

• Issues relating to the North Business Park - access, servicing, telecommunications 

• 

Limited space for start-up businesses making it difficult to expand 

• 

High labour costs and limited available labour force 

• 

Lack of public transit access to and from Edmonton 

• 

Lack of community amenities supporting the arts. 

30 Millier Mlilier Dickinson Blais: Stony Plain Economic Development Strategy Sb"ategy & Action Plan

The issue of public transit availability arose several times throughout the consultation 

process. Many indicated their dissatisfaction with the lack of public transit in Stony 

Plain. Many respondents acknowledged the challenges of providing an expensive 

service like this in Stony Plain, but nevertheless still place a high level of importance Importance on 

the benefits of having public transit available. Transit services would allow increased 

access to businesses, help individuals on low incomes or without vehicles, and support 

connections with other neighbouring communities. 

The attractive and welcoming image of Stony Plain received almost unanimous support 

and recognition, with support from 98% of respondents. Based on this, over 80% of 

respondents agreed that Stony Plain should be more aggressive in In its Its promotion and 

marketing efforts to visitors and tourists. This data was corroborated through the 

interviews, where many respondents described pride in being a resident or business bUSiness 

owner in In Stony Plain, yet felt that the Town needed to better promote itself and its 

services. It was expressed that the town suffers from poor recognition and many 

Capital Region residents have misguided opinions of Stony Plain - that it is 'too far 

away' or that it 'has nothing to offer'. This means that the Town has done an excellent 

job building itself as a quality product to attract visitors and new investment, but is 

lacking in communicating its advantages to the public. 

A recurring theme from the consultation was the need for a strong, unique identity Identity for 

Stony Plain. This exists already and yet needs to be nurtured and developed further. 

Residents apprecIate appreciate the differences they enjoy in Stony Plain - the absence of largescale 

retailers, the more personal shopping and business experience, and the 

authentic authenlic Main Street atmosphere. Yet residents also fear that these may become 

watered down as the population continues to increase. As one respondent said, "no -no 

one comes to Stony Plain for Starbucks. If they want that they can go to any St. Albert 

or Sherwood Park.· Park." Stony Plain has many strong qualities that will make for a strong 

niche community, and should focus on building and promoting that. 

Several respondents familiar with the history of economic development In in Stony Plain 

and the surrounding region commented on the change in relations between Stony 

Plain and Spruce Grove recenUy. recently. Where the past relationship had been something of a 

competitive rivalry, it has changed to a more collegial and collaborative relationship. 

This has positive implications for future growth in the two Towns - particularly in 

providing community space and services, hosting regional events, festivals and 

exhibitions, eXhibitions, and in building a regional competitive attraction for new investment. 

The aspirations of businesses and residents consulted are to retain and build the small 

town, famHy-friendly family-friendly atmosphere of Stony Plain, while building a strong, unique identity 

for the town that recognizes and celebrates its individuality and quality characteristics. 

There is concern that with the growth in population and the improved highway access 

to Edmonton that the Town wHi will only attain to being a commuter-oriented bedroom 

community. Other, more optimistic respondents feel that Stony Plain Is is very well 

positioned to further carve out its Identity identity within the burgeoning Mlocal· "local" movement and 

its already strong historical and cultural assets. 

31 MUlier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

5.2 SWOT Analysis 

FIGURE 14: SWOT SUMMARY 

STRENGTHS 

I WEAKNESSES 

• Strong partnership ties with Parllland Parkland County and 

Spruce Grove, e.g. TransAlta Leisure Centre. 

• Anticipated population & employment growth over 

next 30+ years. 

• Some Industrial industrial park lands available. 

• Location along 16A, close to Edmonton, connected to 

transportation routes (e.g. Highway 16), including rail 

access. 

• Friendly atmosphere, caring community, great 

lifestyle and sense of community 

• Housing affordabllity. 

• Downtown "main street" environment. 

• Ufe and wellness centre, joint partnership with 

regional municipalities. 

• Solid foundaUon foundation of events - cO'Nboy cowboy poetry. poetry, great 

white north triathlon, etc. - opportunity to build on. 

• Extensive open space, quality recreation facilities. 

• No business tax. 

• New heritage pavilion with -1,200 person capacity. 

• Improved collaboration across Capital Region in 

recent years. 

• Sustainability-focused city administration. 

• Cooperative and proactive Town Council. 

• Stony Plain farmers' mari(et. market. 

• Regional goals to Increase increase high school graduation 

rates. 

• Average household income exceeds 

--- 

most of Capital 

Region, including Edmonton. • Distance from Edmonton, other cities 

intervening between or closer. Others may 

receive more regional Infrastructure infrastructure investment. 

• Lack of officeibusiness officelbusiness climate. 

• Lack of popular big-box retailing 

• Over-shadowed by stronger regional tourism 

opportunities - Edmonton, Mountains, Calgary. Calgary, 

etc. 

• High cost of living across region. 

• Lacks showcase 'first Impression' for travellers 

along highways. 

• Potential community resistance to a changing 

identity for Stony Plain. 

• No transit connectivity. 

• Limited Economic Development budget. 

• Poor track record in attracting immigrants 

compared to other major Canadian centres 

• Tied to boom-bust cycles of resource-based 

economy. Difficult to redefine or differentiate the 

local economy. 

• Sensitive to ripple effects in economic 

downtums. 

• Small mari(et market - leads to difficulty in attracting 

national retailers. 

• Limited range of housing type options. 70% 

single-detached. 

• Below-average university attainment across 

region. 

32 Millier Dickinson Blais: Stony Plain Economic Oevelopment Development Strategy & Action Plan

l' 

• Strong residential and commercial growth 2001- 

2007. Regional growth in recovery mode. 

• Lots of investment Into into Cf9atlng creating downtown 

destination: e.g. Main Street Streetscape Plan. 

• Close access to international airport. 

OPPORTUNITIES 

I THREATS 

• Expansion plans for Highway 16A between 

Edmonton and Stony Plain. 

• Part of a thriving economic region and 

province. 

• Tradition of agricultural ability in the region: 

could translate to agri-tourism, or education 

opportunities. 

• Opportunity to capture local campus for 

Capital Region post-secondary. Build local 

skills, retain youth. 

• Build unique destination for specialty retail 

and local tourism shopping 

• Enhanced economic development services 

delivery. 

• Explore opportunity for long-term care 

facilities as means to attract further 

professional services and keep population. 

• Build on unique downtown identity to 

enhance Stony Plain brand. 

• Strong population base, growth expectations 

- translates to positive commercial growth. 

• Develop first impression opportunities along 

major highways -16A- and 16. 

• Find year-round tourism opportunities to 

attract from nearby markets. 

• Find sector for Stony Plain to distinguish 

• Perception as a commuter community, not 

a business centre. 

• Perceived distance from Highway 16. 

• Competing with other similar sized towns 

in the area that are closer to oil and gas 

activities. 

• Young people moving to urban centres. 

• More skilled workers elsewhere in the 

region (e.g. St. Sl Albert, Spruce Grove, Fort 

Saskatchewan even) 

• Retail leakage to neighbouring 

communities - especially Spruce Grove. 

• Encroaching on Spruce Grove - challenge 

to maintain distinct identity 

• Need to build a stronger live-work 

environment for resident-workers and to 

attract aHrad employees to relocate to Stony 

Plain. 

• Close ties with neighbouring municipalities 

makes keeping retail dollars local 

increasingly challenging 

• Higher-value $CDN $CON resulting in exporting 

challenges. 

chaUenges. 

• Aging labour force 

• Continued Conlinued uncertainty in global markets, 

volatility in price of oil. 

33 Millier Dickinson Blais; Blais: Stony Plain Economic Development Strategy & Action Plan

itself as the regional leader. 

• Opportunity for fO( further resldential residential growth, 

estate subdivisions. 

• Strong combination of community strategic 

plans, MDP, MOP, business development, tourism, 

etc. 

• Leverage surrounding buslnesses businesses (intemal (internal 

and extemal external to Stony Plain) to attract other 

supporting businesses. 

• Capitalize on existing heritage/culture theme 

for building downtown as destination. 

• Potential for strong commercial growth tied 

to economic recovery. 

5.3 Competitive Advantages and 

Disadvantages 

While the SWOT Analysis completed in the previous section is an important exercise 

and necessary first step to identifying the best options for economic improvement, 

there is a need to dig deeper to determine Stony Plain's competitive advantages and 

disadvantages for future investment retention and attraction. 

Competitive advantages and disadvantages are different than strengths and 

weaknesses. Strengths and weaknesses may be common to Stony Plain as well as Its its 

competitors, while competitive advantages and disadvantages will differentiate the 

area from its competitors. The area has a better chance of continued success if it can 

target its economic development and tourism activities to serve business sectors best 

able to capitalize on its competitive advantages while not suffering from its competitive 

disadvantages. 

Ultimately, the determination of the competitive advantages and disadvantages are a 

critical aspect to this project. 

• 

Competitive advantages form the nucleus for the area's unique value proposition - 

the ·wow "wow" factor that will motivate potential investors to take a closer look. 

• 

Competitive disadvantages are those elements that the Town needs to help fix (or 

become less of an obstacle) if it is critical to the recommended direction of 

economic development. Alternatively, the competitive disadvantage can be ignored 

as long as there is agreement not to try and pursue investment that will find those 

qualities a challenge. 


These were ascertained based on consistency of input during consultations and the 

author's external opinion of the local and regional situation. 

Stony Plain's Competitive Advantages 

• 

• 

• 

• 

• 

A recognized and unique downtown Main Street 

Rich cultural heritage, including buildings, festivals and multi-culture multi-cullure centre 

Close to major transportation corridors - Highway 16A, 16, and close to Edmonton 

International Airport 

Good, strong relationships and partnerships with surrounding municipalities 

Expectations of higher than average population growth 

Stony Plain's Competitive Disadvantages 

• 

• 

• 

Lack of employment opportunities 

• 

Perceived distance, both too far from and too close to other centres 

Weak connections between town officials and the local business community 

Small-town ~lown mindset means some want it to 10 resist outside influences and never 

change 

35 Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Actioo Plan

6 Recommendations & Action 

Plan 

Stony Plain is confronted by a dramatically transformed economy, fundamentally 

different from before. New global trade linkages, international capital mobility, rapidly 

emerging new international economic powers, widespread restructuring of the 

workforce: these and other global trends have created a new context in which the 

Canadian economy must seek to adapt, innovate and thrive. In this new environment, 

the policies and practices of the past may not only be obsolete, they may be 

counterproductive. 

The goals of the strategy represent the desired outcomes from the strategic planning 

process and present a view of the type of community that thai Stony Plain could become 

- 

where human talent and hard infrastructure are central to success, where the Town is 

recognized for its innovative leadership in an emerging economy and where Stony 

Plain itself is promoted for its capabilities and success. 

This will result in the attraction of expertise and investment from across the Capital 

Region, province, country, and even from around the world. 

Main Street 

6.1 Partnerships and Strategic Choices 

Economic Development does not act in isolation - it impacts and is impacted by the 

community's enVironmental, environmental, cultural and social objectives. It is also impacted by 

events and economic change in neighbouring communities and the broader region. As 

a result, the Town of Stony Plain must continue to be open to partnerships: making 

strategiC choices about accepting them when approached by others and being 

proactive about establishing them. Sometimes Stony Plain will be the: 

• 

Leader - initiating the partnership and taking primary responsibility for 

• 

• 

implementing it 

Facilitator - initiating the partnership and taking little to no role in implementation 

Supporter - reacting to a partnership invitation and contributing time and/or money 

towards implementation. 

It is important to nole note it is not the Town itself that creates economic wealth; this is the 

role of the business community. However, the Town does have a role and 

responsibility in creating a supportive and nurturing environment through which 

economic growth will occur and quality of life will be enhanced. The actions found 

below endeavour to identify the economic development initiatives that have the highest 

probability of differentiating Stony Plain and ensuring long-term economic viability. 


6.2 Recommended Actions 

There are six recommended actions that the Town should accept as responsibilities in 

order to ensure long-term economic viability. They are: 

1. Business engagement program 

2. Improving investment readiness 

3. Marketing strategies 

4. Downtown improvement 

5. Enhance regional partnerships 

6. Build on cultural assets. 

As is shown in the following fo1lowing figure, each of these has the abitity ability to capitalize on one or 

more of the Town's competitive advantages while at the same time improve one or 

more of the Town's competitive disadvantages. 

FIGURE 15. 15: ALIGNMENT OF RECOMMENDED ACTIONS WITH COMPETITIVE 

ADVANTAGES AND COMPETITIVE DISADVANTAGES 

~ 

~ 

.. 

.g> .: ~ ~ 

Q..'b ~ 

.~ .ff 

~ 

!!.' ~ 

4.i ~ 

~ :§~ 

!!.' 

~""

1. Business Engagement Program 

Directive: Improve relationships and understanding of local business' needs and 

concerns. 

Rationale: 70-80% of a community's employment growth comes from existing 

businesses. To help support businesses within the community the 

Town must build a stronger relationship with those busInesses. 

businesses. 

Consultation revealed that many businesses do not feel they are 

connected with the Town and that their needs go unaddressed. 

, 

Objective Project Descrtptlon Description Target Group Intended Outcome 

Understand challenges 

facing business owners 

Face to face meetings 

Business 


with local businesses 

Retention and expansion 

Visitation 

business 

from various sectors 

of local businesses 

Program 

community 

1.1 Improve 

throughout the year 

Build relationships with 

communication 

businesses 

and Identify 

opportunities to 

Explore opportunities 

To build awareness of 

Economic 


improve local 

to host events to 

and engage business 

Development 

business 

business 

outline Town initiatives 

community in economic 

Summit 

community 

climate and gather feedback development initiatives 

Continue this program 

Business 

New business 

with Town Council and 

Profile new and long·lime long-time 

Recognition 

and business 

Chamber of 

businesses 

Program 

anniversaries 

Commerce 

Continue this program 

Ambassadors 

of an award that 

of Action 


recognizes a business 

Sustainable 

business 

1.2 Partner with that demonstrates 

Business 

community 

businesses and 

sustainable business 

Award 

associations to 

practices 

promote 

Provide infonnation 

information 

sustainable 

and resources to 

busIness business Green businesses regarding Stony Plain 

development Business innovative practices business 

Infonnation Information that can reduce a community 

company's ecological 

footprint 

Profile successful local 

businesses 

Voluntarily alter business 

practices. practices, improve 

efficiency and reduce 

waste 

38 MUlier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

2: 2. Improve Investment Readiness 

Directive: Support existing businesses and assist with growth and expansion efforts. 

Develop employment opportunities for existing and future population. 

Rationale: A successful marketing campaign will draw interest, but to avoid 

disappointed customers, Stony Plain must prepare for investment. This 

requires attention within and outside the community. The Town should 

work to attract employment for its population, which will require a local 

skills assessment. 

Objective ObjectIve Project DescriptIon Description Target Group Intended Outcome 

2.1 Strategically Identify sectors to targeted Attraction of new 

market Stony Business investment attraction Potential and products and services 

Plain to targeted Sector through study of gaps and expanding that are lacking and 

business Analysis opportunities for business businesses have potential potenlialto to 

sectors development succeed 

Create and maintain 

2.2 Maintain Community accurate community data Potential and New business 

community data Demo- and make available through expanding development and 

and make graphics inquiries and online businesses business expansion 

available to 

sources in a timely manner 

business Land and Improve availability and Potential and New business 

inquiries Building information on commercial expanding development and 

Inventory and industrial lands businesses business expansion 

2.3 Streamline Identify efficiencies for 

regulation Permit and business development Potential and 

information and Licensing through review of existing expanding Improve Town services 

procedures for Review permit and license businesses 

new business 

processes 

Determine Complete a comprehensive Knowing 10-20 year 

supply review of current land Internal needs and technical 

require- inventory and antiCipated departments requirements based on 

2.4 Ensure a ments demand targeted developments 

supply of 

serviced 

Review the needs identified 

Align Town 

Minimized time for 

industrial and 

above and align Town 

Internal 

Policy to 

development and 

commercial land 

policies (including 

departments 

Needs 

adequate infrastructure 

is available 

upcoming MOP review) 

Land Identify the best candidate 

Internal 

Efficient servicing and 

Assembly sites for servicing induding including departments 

ongoing supply of land 

and ~otential potential partnerships with to meet future 

39 Millier Dickinson Blais: Slon), Stony Plain Economic Developmenl Development Strategy Strateg), & Action Plan

ObJeclive Objective Project DesCription Description Target Group Intended Outcome 

Servicing neighbouring municipalities requirements 

2.5 Development 

ofHwy l6A 16A 

Corridor 

Identify opportunities and 

Internal 

Fostering barriers to development departments, 

develop- along Hwy 16A. Consult commercial 

ment along with current landowners to developers 

Hwy l6A 16A identify potential projects and current 

and timetines. timelines. 

landowners 

Creation of commercial 

sites at various areas 

located along Hwy 16A 

40 Millier Oickinson Dickinson Blais: Stony Plain Economic Oevelopment Development Strategy & Action Plan

3. MarketIng Marketing Strategies 

Directive: Build regional awareness of what Stony Plain is really about - 

overcome misconceptions and perceived barriers. Create attractions 

and draws. Control Stony Plain's brand and message. 

Rationale: There are several opportunities to be achieved through a focused 

marketing strategy. First and foremost. foremost, it is essential to bulld build 

awareness within the region of what Stony Plain offers. This needs to 

be built upon through marketing efforts to further promote the ·Stony "Stony 

Plain" product. Also, Stony Plain needs to overcome the 

misconceptions that are held by Capital Region residents. Many see 

Stony Plain as too far for easy access. One intelViewee interviewee noted that for 

residents of northwest Edmonton and St. Albert it is as fast, or faster, 

to get to Stony Plain than it is to South Edmonton Commons. The new 

heritage pavilion is a significant asset as it can hold significant Significant events, 

hosting upwards of 1,200 people. A marketing strategy needs to 

creatively promote the town's advantages in areas that affect an 

individual's decisions. 

Objective Project DeSCription Description Target Group Intended Outcome 

New business 

Development and distribute 

Potential and 


key marketing materials to 

Marketing 

expanding business expansion 

create awareness of Stony 

Materials 

businesses New tourists and 

Plain and assist with business 

attraction 

Potential tourists tourism events 

Residential development 

3.1 

Generate E- Utilize tools social media and Potential and New business 

awareness 

Marketing e-newsletter with business expanding development and 

of Stony 

Materials attraction messaging businesses business expansion 

Plain as a 


destination 

Support and promote local Stony Plain New business 

Business 

for 

business events, marketing business development and 

Marketing 

residents, 

and training community business expansion 

& Events 

tourism and 

Market the new Heritage Park 

business 

Pavilion as a destination for 

Local/regional 

Opportu- 

New business 

regional conferences, 

associations, aSSOCiations, 

nilies nities with 


meetings and trade shows. 

locals who are 

Heritage 

business expansion 

Develop policy framework 

directors of 

Park and 

governing Heritage Park to provincial/nation provincialfnation More visitors and visitor 

Pavilion 

strengthen, capitalize and 

al associations 

spending 

leverage this community asset. 


4. Downtown Improvement 

Directive: Enhance the services and opportunities offered in the downtown Main 

Street. Further develop downtown Stony Plain as a niche destination 

in the Capital Region with its own unique identity. 

Rationale: Downtown Stony Plain, particularly along Main Street, is one of the 

community's marquee attractions. It is what makes Stony Plain unique 

from its neighbours and communities throughout the Capital Region. It 

also fills local residents and business owners with pride and gives 

them a strongly positive ·sense "sense of place-. place". Enhancing and further 

developing this unique asset is critical for Stony Plain. The town can 

create its own unique identity through the small-scale commercial 

experience and the local events. The following objectives relating to 

marketing should be considered as they apply to enhancing Main 

Street and attracting increased traffic. 

Objective Project DeSCription Description Target Group Intended Outcome 

Support the 

development of the 

Plan through 

Potential and 

Main Street 

communication 

existing Main 

Streetscape 

regarding the process 

Street 

Plan 

4.1 Support the of the project and businesses 

development of 

profiling successful 

downtown 

implementation 

Stony Plain as a 

Perform a gap analysis 

unique 

of retail offerings within 

destination the Historic Downtown Potential and 

Retail Gap Core to identify existing Main 

Analysis candidates for Street 

business attraction 

businesses 

and expansion of 

existing businesses 

New business 



New business 



42 Mlilier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

5. Enhance Regional Partnerships 

Directive: Maintain and enhance the existing collaborative relationships with 

Parkland County and Spruce Grove. Identify new areas for 

collaboration, both at the municipality~wide municipality-wide level and at the economic 

development service delivery level. 

Rationale: In the past the relationship between Spruce Grove and Stony Plain 

was often a competitive one. In more recent times this has shifted to a 

much more collaborative and cooperative situation. Stony Plain will do 

well to continue this relationship and find ways to both support its 

neighbouring municipalities and look to what they offer that Stony Plain 

can use to Its its own advantage. This highlights again the importance of 

understanding the Town's own competitive advantages and 

capitalizing on them, but also collaborating with other municipalities to 

collectively mitigate against impacts of disadvantages. This may 

manifest itself in the development of community space in the same 

vein as the TransAlta TransAita Trj Tri Leisure Centre, or in regional cultural or 

commercial events, or in regional investment attraction. 

Objective Project Description Target Group Intended Outcome 

5.1 Support the 

development of 

Explore opportunities 


Labour Force 

more locally 

to expand regional 

Business 

Training 

available labour training opportunities Community 

force training 

5.2 Support the Explore regional 

devetopment development of 

opportunities to 

Potential and 

Regional 

regional expand participation at expanding 

Marketing 

marketing 

tradeshows, events 

businesses 

opportunities 

and conferences 

Identify training gaps and 

provide regional options 

New business development 

and business expansion 

5.3 Improve 

infrastructure 

Infrastructure 

and 

transportation 

networks 

I Infrastructure 

re 

and 

Transportation 

Collaborate towards 

improved regional 

infrastructure and 

transportation 

connectivity with 

Edmonton 


Business 

Community 

Improved services and 

support for business 

development 

5.4 Improve the Study local skills base 

understanding Local skills and gaps in local 

of the local analysis economic supply 

skills base 

chains 

Potential and 

expanding 

businesses 

Provide potential business 

with information regarding 

available local that is 

currently working outside of 

the community 

43 Millier Miltier Dickinson Blais; Blais: Stony Plain Economic Development Strategy & Action Plan

6. Building on Cultural Assets 

Directive: Enhance and leverage the small·town small-town atmosphere of Stony Plain by 

building on existing cultural assets. Integrate culture into existing 

planning systems and strategies. 

Rationale: Residents of Stony Plain value the cultural assets present in the 

community. These are useful in further enhancing Stony Plain's 

competitive advantages and creating its unique identity. Festivals and 

local events are not only a part of the Town's marketing efforts, but 

directly contribute to enhancing local quality of life and tying new 

residents and businesses into the fabric of the town's present and 

past. The downtown Main Street is a distinct cultural asset and 

competitive advantage for Stony Plain over other towns in the region. 

The Main Street Streetscape Plan is already directing the Town 

towards improving the Main Street, and this effort can be 

supplemented with a number of other efforts. Stony Plain needs to 

realign itself towards supporting creative cultural industries and 

occupations, while capitalizing on the distinct cultural assets it has 

available - its natural and cultural heritage, and its festivals and 

events. 

Objective Project Description Target Group Intended Outcome 

Integrate Town actions 

6.1 Support the towards economic Reposition the town as 

development of Cultural development with Stony Plain competitive in creative 

the Stony Plain Master Plan recommendations Cultural Sector cultural industries and 

cultural sector within forthcoming occupations 

Cultural Master Plan 

6.2 Improve Cultural 

communications 

Communica· 

Communica- 

among the 

tions 

cultural sector 

Development 

Develop clarity within 

organizational 

structures and 

community groups 

towards strengthening 

cultural programs, 

services and facilities. 


Cultural Sector 

Improved communications 

and support for the cultural 

sector 

6.3 Support 

cultural events 

and attractions 

To continue to support 

Events and Stony Plain unique Stony Plain New and expanding cultural 

Attractions and unorthodox events Cultural Sector events and attractions 

as attractions 

44 Mlilier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

6.2.1 Alignment of Actions with other Town Priorities 

There is also strong alignment between the above actions and other strategic plans 

being pursued by the Town of Stony Plain (see Section 3.2, Figure 1). 

FIGURE 16: ALIGNMENT OF ACTIONS WITH OTHER TOWN PRIORITIES 

CommunIty 

Strategy Objectives Sustalnability 

Plan 

CommunlcJtlons 

Strategy 

Business 

1.1 Improve communication and identify opportunities to improve local 

business climate 

X 

Engagement 

Program 1.2 Partner with businesses and associations anociations WI to promoII:I promote sustainable 

business development 

X 

2.1 Strategically market Stony Plain to targeted businesss sectors X 

Improve 2,2 Maintain community data and make available to business ...... Inquiries 

Investment 

Readiness 2.3 Streamline regulation Information and procedures for lOr I.w new business 

X 

2.4 Ensure a supply of serviced industrial and commercial land Is available 

X 

x 

Tourism 

Strategy 

X 

Business 

AttractIon & 

Marketing 

Strategy 

X 

X 

X 

X 

X 

X 

Marketing 

M~rltetrnll 

Strategies 

SI~egJe . 

3.1 Genem!e Generate awareness 0( of Stony Plain as a destination for residents, residenls, tourism IOurism 

and business 

X 

X 

X 

Downtown 4,1 Suppport the development of downtown Stony Plain as a unique 

Improvement destination 

X 

X 

X 

X 

5.1 Support the de¥oIopment development of 01 more mont Iocilly locally available iMliIabI!t labour labou" force training 

X 

Enhance Enh.....:. 5.2 Support the development dewlopment of regional mlWkeling marketing opportOOties opportunities X 

Regional 

Partnerships 5.3 Improve infrastructure inIlaslnJclln and transportation networks 

X 

5.4 Improve the understanding of the lila local skills skils base X X 

6.1 Support !he the davelopment deYeIopment of the SlOI1y Stony Plain cultural cuttural seclof sector X 

8uldon Build Cullur. Cultural ' 6.2 Improve communications among the cultural cl.lllur8l seclot sector X X 

Allets Assets 

6.3 Support cuRural events and attractions , , X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

45 MUlier Millier Dickinson Blais: Stony Plain Economic Development Strategy & Action Actlon Plan

7 Conclusion 

The above analysis and recommendations were formed through a strong program of 

outreach that garnered the input of more than 130 people, analysis of economic trends 

and also the community's current and future socio-economic position. This plan 

provides the Town of Stony Plain with clear direction that, properly resourced, can help 

the community to achieve: 

• 

economic diverSification 

diversification 

• 

attraction of new jobs and investment 

• retention and expansion of existing enterprises 

• 

agreement on the economic future. 

This initiative has captured the community's enthusiasm for economic development 

and provided direction for the Town to play an effective role in that future. The Town 

has an opportunity to capitalize on this attitude with continual engagement and 

involvement in the focused initiatives identified herein. 

Phina's 

46 Millier Dickinson Blais: Bla[s; Stony Plain Economic Development Strategy & Action Plan

Appendix A: Results of Survey 

of Business Owners 

I Community Survey Results -108- Responses 

Business Growth - historical and expectations 

Remain 

Increase Decrease stable 

During the past three years, has the number of 

employees in this business increased, 37% 8% 55% 

decreased, or stayed the same 

During the next 3 years, do you think the 

number of employees in this business will 54% 8% 38% 

increase, decrease or stay the same 

Over the past 2 years have your sales: 52% 15% 29% 

Are you anticipating your sales to 

increase/decrease/remain increase/decreaselremain stable over the next 69% 0% 24% 

three years 

Uncertain 

0% 

0% 

4% 

7% 

47 Millier MiJlier DIckinson Dickinson Blais: Stony Plain Economic Development Strategy & Action Plan

Rated IMPORTANCE of: (out of 7) ~ 4 = Neutral. 

Workforce Planning 

Availability of skilled labour 

Availability of training 

Quality of training 

Labour colts costs 

Transportation & Accessibility 

Availability of transportation 

Transportation costs 

Public transit 

Access to customers 

5.7 

Access to suppliers 

Municipal Services 

Availability of land/buildings 

Land/building costs 

Availability of electricity 

Availability of water/sewer 

Availability of telecommunications 

5.9 

General Community 

Support from the t municipality 

5.8 

Local permit process 

Local tax rates 

5.7 

Local development charges 

Community amenities 

5.4 

(e.g. arts, recreation, culture) 

5.3 

4.8 

5.0 

5.5 

4.5 

4.9 

3.7 

5.0 

4.5 

4.9 

5.7 

5.5 

5.4 

5.5 

Rated Ratod SATISFACTION with: (out of 7) ~ 4 = Neutral. 

Workforce Planning 

Availability of skilled labour 

4.1 

Availability of training 

4.3 

Quality of training 

4.4 

Labour costs 

4.3 

Transportation & Accessibility 

Availability of transportation 

4.2 

Transportation costs 

4.2 

Public transit 

3.6 3.8 

Access to customers 

4.7 

Access to suppliers 

4.7 

Municipal Services 

Availability of land/buildings 

4.2 

Land/building Landlbuilding costs 

4.0 

Availability of electricity electrictty 

5.4 

Availability of water/sewer 

5.3 

Availability of telecommunications 

5.1 

General Community 

Support from the municipality 

4.7 

Local permit process 

4.7 

Local tax rates 

4.7 

Local development charges 

4.6 

Community amenities 4.7 

48 Millier MlIIler Dickinson Blais: Blais; Stony Plain Economic Development Oevelopment Strategy & Action Plan

(e.g. arts, recreation, culture) 

Reasons for ranking dissatisfaction (1, 2, or 3): 

Lack of available labour force; need more training available 

Insufficient population base for skilled IT 

Lois Lots are too big for starter businesses. Difficult to find space to expand out of 

'home-based'.. 

Local permitting process is very confusing. 

Insufficient parking downtown 

Labour costs are very expensive. Difficult to pay WeB and Benefits coverage. 

North Business park roads require complete rework. 

North Business park servicing needs improvement. Too many failures, needs 

repairs badly. 

North business park telecommunications is inadequate. Will never suffice for 

IT businesses. 

Need public transportation tolfrom to/from EDM 

Taxes are high compared to region. 

Poor internet connections and it's expensive. 

Need local suppliers for materials and services 

Too many signage rules and fees - either pay the money or loose access to 

customers. 

Municipality preaches "Shop Local", but procures its services from Edmonton. 

Need some kind of Public transit. 

Taxesjust went up a considerable amount in one year. Everyone should be 

on the same system to determine taxes. 

As far as I know, there is NO local training available for the work-force. 

Transportation costs are too high with the price of fuel. 

Finding somewhere to take children on a field trip in Stony Plain is difficult, 

No public transit is available - to get anywhere in Stony Plain, you must drive 

or hire a taxi - way too expensive. 

There is NO community amenities that support the Arts, recreation other than 

the Multicultural centre. There is nothing for music. 

Strongly 

Disagree Disagree Agree 

Strongly 

Agree 

Stony Plain has an attractive and welcoming 

image for tourists and visitors. 

0% 2% 72% 

26% 

Stony Plain needs to be more aggressive in 

promoting itself to visitors and tourists. 

0% 20% 61% 

20% 

49 Millier Oickinson Dickinson Blais: Stony Plain Economic Development Strategy Slralegy & Action Plan

How Satisfied are you with each of the following In in the Town (out of 7) ~ -+ 4 = 

Neutral. 

Environmental sustainability 5 

(e.g. -low- pollution levels, waste management plan, mass transportation options) 

Economic sustainability 4.8 

(e.g. -low- unemployment rates, high wages) 

Social sustainability 5 

(e.g. - healthcare system, education system, housing choices) 

Cultural sustainability 5.4 

(e.g. - preservation of heritage, arts opportunities) 

How well is Stony Plain Implementing implementing these four areas of sustainability sustalnability (out of 

7) ~ 4 = Neutral. 

7) -+ 4 = Neutral. 

Environmental sustainability 4.7 

(e.g. -low pollution levels, waste management plan, mass transportation options) 

Economic sustainability 4.7 

(e.g. -low- unemployment rates, high wages) 

Social sustainability sustainabllity 4.7 

(e.g. - healtheare healthcare system, education system, housing choices) 

Cultural sustainability 5.1 

(e.g. - preservation of heritage, arts opportunities) 

Has your business incorporated any sustainable development initiatives into Its its 

business operations 

Yes - 36% -+ ~ Recycling and promoting local businesses 

Na-64% No-64% 

What opportunities exist for far Stony Plain to differentiate itself from the other 

communities in the Capital Region 

Historical element; murals. 

Small town atmosphere; rural; community spirit. 

Artistic community; creative 

Both a rural & urban community 

Not monopolized by big box stores; no large corporation or businesses. 

Promote Oil and Gas businesses, as we are on route to Grande Prairie and 

North. 

Foster "green- "green" edge; development standards similar to City of Edmonton's. 

Lower taxes 

Do a major crack down on drugs, crime 

Attractive residential reSidential opportunities 

Develop the path system further. Use nature to beautify the town. 

Expand partnership with Japanese city. 

Invite and encourage land development 

Multi cultural centre; major events and festivals 


Where should Stony Plain focus business development and attraction efforts 

over the next 5 years 

Tourism, historical and cultural; pioneer museum. 

Focus on highway corridor 

Family-orienled Family-oriented activities 

Focus investment on downtown, main street area; appreciate having a "core ·core" 

ft 

compared to Spruce Grove, with no center. 

Focus on industrial areas; North Industrial Park, South Industrial 

Better advertising/marketing 

We may have to accept a big box or two; more strip malls; replace Meridian 

Mall with a new one 

Transportation; mass transit options to Edmonton 

Keeping the town seniorlretirement senior/retirement friendly; innovative ideas for elderly 

Free Wi-Fi 

Focus on the natural environment; continue to build into the path system 

Restrict duplicate businesses from opening 

Attract big businesses to the North Industrial Park 

Remove unsightly telephone polls poUs 

Improve traffic congestion, particularly in Spruce Grove. 

Nurture small business 

51 Millier Dickinson Blais: Stony Plain Economic Oevelopment Development Strategy & Action Plan

Appendix B - Consultation List 

The following Jist list comprises aU a" those businesses and organizations that participated in 

individual interviews. Our thanks go out to them for their enthusiastic participation and 

thoughtful responses. Their cooperation was invaluable in producing this strategy. 

Business/Organization Name 

1 Araday Enterprises 

2 Community Futures Capital Region 

3 CVB Marketing 

4 Edmonton Arts Council 

5 Kause Consulting Inc. 

6 Keen Designs 

7 Magnum Consulting Group ltd Ltd 

8 Northern Millwrights & Trades 

9 Parkland County 

10 Parkland Motor Sports & Auto 

11 Parkland School Division 

12 Parston Consulting Corporation 

13 Pet Foods Etc. 

14 Rover's Makeovers 

15 Sign Fab 

16 Stellar homes 

17 Streamline Management Solutions Inc 

18 Swift & Associates 

19 Taking Care of Safety Ltd 

20 Town of Stony Plain 


22 Town of Stony Plain plain 





Contact 

Robert Day 

Kevin Keller 

Cecile Blanchard 

John Mahon 

lorne Lorne Kause 

Rana Keen-Zanbeek 

Gordon Ceh 

Jess Hoey 

Tom Koep 

Andrea Gulbransen 

Richard Gilchrist 

Michelle Jones 

Wes Hohnstein 

Lori Oosterhoff 

Max Ma~ Lietz Uetz 

Mike Klein 

Sean Weins 

Robert Swift 

Paulette Munro 

Ken Lemke 

Judy Bennett 

Darren Sadry Badry 

Dwight Ganske 

Pat Hansard 

WilliamChoy 

WiliiamChoy 

Robert Twerdodib 

Twerdoclib 

Title 

Owner 

Manager 

Director 

Executive Director 

President/Director 

President/Dir&tor 

Owner 

President 

Owner/Millwright 

Economic Development & Tourism Officer OffIcer 

Owner/Operator 

Soard Board Chair 

President 

Vice President 

Owner Ow.., 

Operations Manager 

Owner/President 

President 

President 

Director 

Mayor 

Deputy Mayor 

Councillor 

Councillor 

Councillor 

Councillor 

Councillor 

52 Millier Dickinson Blais: Stony Plain Piain Economic Development Strategy & Action Pian Plan

2% - Town of Stony Plain

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