Strategic and Corporate Planning

Sturgeon County has a series of plans that guide its work. These help us advance with intention.

The Strategic Plan is created by Council and informed by the community. It sets a vision and goals that guide decision-making over Council’s term in office from 2022 to 2025. Council identified strategic priorities, which are high-level actions that will help the County achieve its goals. Each of these priorities is supported by detailed actions and initiatives being undertaken.

Read on to learn how we’re taking decisive steps to make things happen and ensuring we remain future-ready to meet new opportunities and challenges as they arise.

Our Vision

Offering a rich tapestry of historical, cultural, and natural experiences, Sturgeon County is a municipality that honours its rural roots and cultivates desirable communities. Uniquely situated to provide world-class agricultural, energy, and business investment opportunities, the County prioritizes responsible stewardship and dreaming big.

Our Guiding Principles

  • Collaboration
  • Flexibility
  • Accountability
  • Excellence
  • Safety
  • Future Readiness
  • Affordability
  • Innovation

Our Goals: Community Outcomes

The below community outcomes are goal statements that guide strategic decision-making; they help us evolve in an intentional way.

For each goal, Council identified strategic priorities – key action items – that will help us achieve our goals.

Planned growth
Planned growth
Thriving communities
Thriving communities
Environmental stewardship
Environmental stewardship
Collaborative governance
Collaborative excellence
Operational excellence
Operational excellence

Our Actions: Strategic Priorities

The below actions are guiding our work between 2023 and 2026.

Diverse Business Hub

Planned growth Collaborative governance

To reinforce Sturgeon County as an internationally competitive and supportive municipality to locate and conduct business.

  • Internationally competitive to attract, grow and sustain diverse business
  • Low cost, minimal red tape regulations
  • Tenacious focus on new growth and innovation
  • Predictable and stable external relationships

  • Economic Development and Competitiveness Strategy Update – Q1 2023
    Update the organization’s primary economic strategy and showcase the County’s priorities to support domestic and international competitiveness.
  • Investment Incentive Expansion – Q1 2023
    Conduct an analysis of proposed financial incentives related to select industry types and geographic areas.
  • Designated Industrial Zones: Regulatory Alignment – Q2 2023
    Collaborate with the Province and other stakeholders to develop and implement recommendations to align regulatory process that enables a one-window service model.
  • Economic Marketing Strategy – Q3 2023
    Develop an Economic Marketing Strategy that will improve Sturgeon County’s position as one of the top investment attraction and business growth destinations.
  • Sturgeon Valley Development Readiness: Land Use Regulation – Q2 2023
    Complete amendments to the Land Use Bylaw to enable a flexible and competitive development process in Sturgeon Valley South.
  • Villeneuve Airport Area – Area Structure Plan – Q1 2023
    Prepare a detailed growth framework and overall statutory plan amendment in support of the Villeneuve Airport area development opportunity.
  • Villeneuve Airport Development – Q1 2024
    Advance technical bylaw amendments to facilitate the next steps in Villeneuve Airport Area development.

  • Foreign Direct Investment Program
    Implement tactics from the organization’s Foreign Direct Investment Strategy paired with continued strategic engagement with foreign investors.

Meaningful Community Connections

Planned growth Thriving communities Collaborative governance Operational excellence

To acknowledge and celebrate Sturgeon County’s history and relationships with Indigenous and other communities.

  • Meaningful connections with Indigenous communities
  • Engaging cultural, historic, and civic amenities
  • Safe, welcoming, and diverse communities
  • Small community feel and personal connections
  • Strong community identity and pride
  • Positive culture within the municipal organization

  • St. Albert – Sturgeon County Intermunicipal Agreement – Q1 2024
    Develop an Intermunicipal Agreement between Sturgeon County and the City of St. Albert.
  • Joint Use Planning Agreements – Q2 2023
    Develop Joint Use Planning Agreements with local school boards.

  • Truth and Reconciliation
    Form and honour meaningful connections with Indigenous communities.
  • County Bounty – Pilot Expansion
    Host an expanded County Bounty event for local residents and businesses which showcases Council’s community development, Indigenous relations, and economic priorities.
  • Wellness on Wheels (WOW) Program
    Encourage in-person conversations to build community and connections among neighbours and to inform residents of FCSS and County services/programs.

Safe, Beautiful Communities

Planned growth Thriving communities Environmental stewardship

To cultivate safe, beautiful, and complete communities.

  • Beautiful, surprising places with high standards
  • Engaging cultural, historic, and civic amenities
  • Integrated natural spaces and trail systems
  • Safe, welcoming, and diverse communities
  • Comprehensive land use and infrastructure planning
  • Conservation of natural areas and agricultural lands

  • Municipal Development Plan: Major Review – Q2 2024
    Update Sturgeon County’s Municipal Development Plan in alignment with local strategic direction and regional policy.
  • Municipal Lands Encroachment Review – Q2 2023
    Conduct an in-depth review of land encroachment regulations within the county and recommend appropriate policy and enforcement mechanisms.
  • Agriculture Master Plan and Support Strategy – Q2 2024
    Develop an Agriculture Master Plan to establish a long-term growth and diversification vision and a policy, program, and initiative roadmap.
  • Sturgeon Valley Development Readiness: Engineering Standards – Q1 2023
    Complete amendments to the County’s General Municipal Services Standards to accommodate new development areas in the Sturgeon Valley.
  • Wetland Replacement Program – Q2 2023
    Collaborate with the Province to prioritize and replace wetlands projects throughout Sturgeon County.
  • Registered / Unregistered Ditches Review – Q3 2023
    Review, catalogue, and develop annual maintenance and expansion program for major drainage systems.

  • Open Space Planning
    Establish a program to proactively manage and expand the County’s open spaces, parks, playgrounds, and trail system.
  • Regional Fire Service Review
    Complete a review of the Regional Fire Service Agreements with neighbouring communities.

 Clean Energy Economic Ecosystem

Planned growth Environmental stewardship Collaborative governance

To support long-term transition to a low carbon economy, prioritizing hydrogen and other clean energy production.

  • Internationally competitive to attract, grow, and sustain diverse business
  • Clean air, land, and water
  • Sustainable development
  • Partnerships with industry and others to drive emission reductions
  • Meaningful connections with Indigenous communities

  • Sturgeon Valley Low Carbon Development Plan – Q4 2025
    Position Sturgeon Valley South as a clean energy community, with complementary partnerships and test sites for home heating, fueling, smart infrastructure, and more.
  • Clean Energy Improvement Program (CEIP) – Q4 2024
    Provide access to financing and resources for residents and business to make energy-efficient building improvements.

  • Hydrogen Hub Participation and Advancement
    Participate and progress the mandate of the Edmonton Hydrogen HUB, a working group of diverse stakeholders that collectively drive initiatives accelerating the development of a regional, national, and international hydrogen economy.

Carbon Neutral Municipal Operations

Environmental stewardship Collaborative governance Operational excellence

To achieve carbon-neutral municipal operations by considering benchmarks that reflect Environmental, Social, and Governance (ESG) measures.

  • Carbon neutral municipal practices
  • Partnerships with industry and others to drive emission reductions
  • Conservation of natural areas and agricultural lands
  • Transparent and action-oriented decision-making based on sound rationale
  • Integrated strategic and business planning

  • Record Digitization – Q4 2024
    Implement a well-defined digitization plan that will convert paper and paper processes to electronic process regarding access, use, storage, and management of records.
  • Municipal Fleet Dual Fuel Conversion Exploration – Q4 2023
    Investigate municipal fleet conversion to green fuel alternatives.

  • Environmental Stewardship: Community Tools
    Provide residents with access to resources to encourage environmental stewardship.
  • Sustainable Agricultural Practices
    Ensure that natural spaces are conserved and supports are provided to agricultural preservation.

Sustainable, Thoughtful Decisions

Thriving communities Collaborative governance

To embed thoughtful long-range financial and operational planning into decision-making processes.

  • Transparent and action-oriented decision-making based on sound rationale
  • Future focused thinking to proactively respond to emerging opportunities and challenges
  • Long-term financial planning and sustainability
  • Careful debt and reserve stewardship
  • Integrated strategic and business planning

  • Villeneuve Airport Development Readiness: Financial Model – Q1 2024
    Complete an off-site levy model for the Villeneuve Airport area that will support sustainable growth.
  • Sturgeon Valley Development Readiness: Financial Model – Q1 2023
    Conduct an analysis of the detailed financial implications of the Sturgeon Valley South development opportunity, and an update to Off-Site Levy costs, as they relate to Sturgeon County’s long-term financial sustainability.
  • Financial Reserve Framework Analysis – Q4 2023
    Conduct a comprehensive review and analysis of the organization’s financial reserve framework.
  • Off-site Levy Policy Review – Q2 2023
    Review and develop recommendations on updating the organization’s Off-Site Levy Bylaws, processes, policies, and frameworks.
  • Regulated Assessment Review – Q4 2024
    Complete a technical review and audit of the non-residential assessment process to ensure a transparent and equitable assessment application.
  • Enterprise Resource Planning – Q4 2023
    Plan and receive approval on a multi-year core system replacement project.

  • Strategic Planning Documents and Reporting Modernization
    Update the organization’s full suite of Strategic Planning documents and associated reporting mechanisms.

Modern, Adaptive Administration

Collaborative governance Operational excellence

To prioritize municipal workforce and process and policy modernization that supports a productive and future-ready organization.

  • Engaged and effective people – Council, Administration, and Volunteers
  • Continuous learning and improvement mindset
  • Future focused thinking to proactively respond to emerging opportunities and challenges
  • Clear and supportive governance processes

  • Content Management and Collaboration – Q4 2023
    Develop standards, guidelines, processes, and training on SharePoint implementation.
  • Modern Employee Compensation Policy – Q3 2023
    Implement a modern, competitive, and cost-effective employee compensation policy reflecting Sturgeon County’s compensation philosophy.
  • Modern Public Engagement Policy – Q2 2023
    Implement a modern public engagement policy, procedures, and tools to improve availability of information and citizen participation in municipal decision-making.
  • Planning and Development Digital Permitting – Q1 2025
    Implement a digital platform for planning and development permit submissions and approvals to provide applicants with anytime/anywhere service.
  • Resource Extraction Regulatory Review – Q1 2023
    Conclude the Resource Extraction Regulatory Review based on public input and Council’s direction.
  • Asset Management – Q4 2025
    Implement utility, agriculture, and pavement preservation and evaluation asset management capabilities.

  • Supervisory Development Program
    Deliver targeted training program to employees interested in pursuing future supervisory position opportunities.
  • Planning and Development Workflow Review and Optimization
    Optimize, as part of digitization efforts, new workflows and corporate referral processes that generate greater internal efficiency and better results for residents and developers.

Reliable, Effective Infrastructure

Planned growth Thriving communities Collaborative governance Operational excellence

To enhance local broadband, emergency, transportation, and recreation infrastructure.

  • Modern broadband and digital capabilities
  • Reliable and effective infrastructure
  • Integrated natural spaces and trail systems
  • Safe, welcoming, and diverse communities
  • Commitment to high quality of life
  • Predictable and stable external relationships
  • Continuous learning and improvement mindset
  • Asset management and performance measurement

  • Rural General Municipal Servicing Standard (GMSS) – Q1 2023
    Develop an updated GMSS that identifies infrastructure construction design parameters that consider forecasted growth in rural and low density areas.
  • Transportation Master Plan – Q1 2023
    Develop a Transportation Master Plan to guide how Sturgeon County will accommodate future transportation needs in rural and more densely populated areas for the next ten years.
  • Broadband Initiative: Phase 1 – Q2 2023
    Provide fast, high quality, affordable broadband service to County residents and businesses in the Phase 1 area.

  • Regional Recreation Access and Future Planning
    Work with regional partners to establish, track, and report on recreational user data and to explore opportunities for regional delivery of recreational programming and amenities.

Diversified Revenue and Partnerships

Planned growth Environmental stewardship Operational excellence

To realize opportunities for alternative revenue generation and shared efficiencies through innovative new models and partnerships.

  • Tenacious focus on new growth and innovation
  • Alternative revenue generation and service delivery models
  • Comprehensive land use and infrastructure planning
  • Circular economy opportunities
  • Future focused thinking to proactively respond to emerging opportunities and challenges

  • Waste to Resource – Q4 2026
    Implement a regional Waste to Resource program that manages and converts waste into usable products.

  • Villeneuve Landing Network
    Support a regional partnership to advance the development of the Villeneuve Airport Area, sharing costs and benefits of growth.

Economical, Desirable Services

Thriving communities Collaborative governance Operational excellence

To ensure residents will be offered cost-effective and highly valued services.

  • Commitment to high quality of life
  • Healthy and resilient
  • Ongoing community consultation and engagement
  • Quality, cost-effective service delivery
  • Continuous learning and improvement mindset
  • Integrated strategic and business planning

  • Organizational Service Catalogue: Phase 2 — Q3 2023
    Refine outcomes developed during Service Catalogue Phase 1 to ensure consistent articulation of organizational services and develop an associated financial analysis tool to determine related cost of services.
  • Service Level Inventory — Q1 2024
    Develop a series of targeted service levels representing work undertaken across the organization and establish a program for service level monitoring and reporting.
  • Intermunicipal Collaboration Frameworks (ICFs) — Q5 2025
    Engage with municipal neighbours, to consider potential ICF amendments and intermunicipal service agreements, as mandated by provincial legislation.

  • Gravel Road Maintenance System
    Enhance gravel road maintenance service levels using a new training and development program.
  • Suicide Prevention and Intervention Program
    Deliver ASIST Workshop education to community partners, residents, and organizations to train individuals to respond to people with suicidal ideation.
  • Brand Integration
    Integrate the County’s corporate brand into materials, signage, publications, and reports.

Our Plans

Other Strategies and Plans

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