executive summary – future forward 2030: the vision · executive summary – future forward 2030:...

Executive Summary – Future Forward 2030: The Vision The future of Fort McMurray is in our hands. . . The one way to predict is to control it.

Rod McDonald, Executive Director Fort McMurray United Way

With the conception of Future Forward in 2005, Mayor Melissa Blake and like-minded community leaders set in motion a process to bring home control of Fort McMurray’s future and place it firmly in the hands of the people of Fort McMurray. With the launch of the Future Forward Speaker Series in February 2006 the community took the first steps in one of the most exciting and comprehensive community visioning processes ever seen in Alberta. Utilizing a multi-phased approach to developing a vision for the city, the citizens were offered every opportunity possible to engage in a conversation exploring: what Fort McMurray should look like 20 -25 years from now; how its people will define quality of life for their children and grandchildren; what it will be like to live, work, learn and play in the Fort McMurray of 2030; and how people will meet the challenges of growth in Fort McMurray brought on by massive industrial expansions in the oil sands. First and foremost, Future Forward has been about the creation of a community-owned vision, a vision created by the people of Fort McMurray to which they are committed and will remain so as the necessary decisions are made to make it real in the years to come. What emerged is a people’s vision that the Mayor, Council, and public at large can be confident truly represents the vision and underlying goals of the community. Thanks to the support of many corporate sponsors, businesses, local organizations, and the RMWB, the Future Forward process provided numerous ways to get involved and access points for public input. Future Forward’s asset-based approach ensured that participants in all events focused on identifying what they want Fort McMurray to become, rather than allowing themselves to be bogged down in the problems of getting there. The Future Forward Committee knew that good decisions only happen when decision-makers are well informed, and the Speaker Series was conceived as a means of introducing the public to new ways of thinking about what can be. Overlapping that initiative were the Sector Workshops held in May, 2006, where attendees were involved in answering and refining powerful questions about their community. Their input served as the basis for the October Future Forward Forums where nearly 200 citizens from all walks of life were engaged in sharing their hopes and dreams for Fort McMurray. The community was also offered opportunities to share their ideas in several mini-forums, the youth project, and an online survey . . . and all this was just the beginning! Armed with all of this public input, over 50 volunteer stakeholders began working together in January, 2007 to translate the community input into a vision and goals for Fort McMurray. Empowered by the promise that the final product would provide direction for the Municipal Development Plan that had been on hold pending completion of the Future Forward process, these volunteers dedicated countless hours to ensuring a truly shared vision. Part way through this process the public was again invited to collaborate on the vision, this time at the Future Forward Summit. Preliminary work on the goals was presented and public input gathered to further inform the process. The stakeholders then pressed forward to complete the Future Forward goals and vision by the end of May 2007. But the Fort McMurray Vision is not just the result of their work; it is the culmination of a city-wide initiative that touched thousands of lives and involved people from all walks of life. They believe that they can and should have a say in the future of their City, a city where they want to raise their children, the place they call home and can proudly speak of as a world-class community. This is the vision of the people of Fort McMurray and one they are committed to creating.

Gabinet & Associates, Inc. Future Forward 2030: The Vision

Report to Council, July 10, 2007I

Table of Contents

Executive Summary – Future Forward 2030: The Vision .................................... I

Acknowledgements ..................................................................................................... ii

Introduction ....................................................................................................................1 What’s in a vision? ...................................................................................................................1 It’s the Community’s Vision ..................................................................................................1 Future Forward 2030: The Vision: Sharing the dream; making it real!”.......................2

Goals, Sub-goals, and Targets....................................................................................4 Physical Assets..........................................................................................................................4

Environment......................................................................................................................................... 4 Transportation & Infrastructure....................................................................................................... 8 Housing & Community Design ....................................................................................................... 9 Labour & Industry ............................................................................................................................ 11

Social Assets ............................................................................................................................12 Education & Post-Secondary Education....................................................................................... 12 Health & Safety.................................................................................................................................. 13 Municipal & Community Services ................................................................................................ 14

Future Forward Phase I: Sharing the Dream .........................................................16 Speaker Series Sponsored by Industry ..............................................................................16 Building Capacity...................................................................................................................16

Asset-based vs. Deficit-based Approach...................................................................................... 17 Spectrum of Public Participation.................................................................................................... 17

Public Visioning Input ..........................................................................................................18 Analyzing the participant input..........................................................................................19 Youth Component..................................................................................................................20

Future Forward Phase II: Building the Vision.......................................................22 Workshops...............................................................................................................................22 Content Experts ......................................................................................................................22 Summit .....................................................................................................................................23 Moving Forward ....................................................................................................................24

Future Forward Phase III: Making it Real .............................................................25 Future Forward Partnership – A sustainability model ..................................................25

The Who.............................................................................................................................................. 25 The What............................................................................................................................................. 25 The Where........................................................................................................................................... 26 The When............................................................................................................................................ 26 The Why and How............................................................................................................................ 26

Future Forward Already in Action.....................................................................................26

Appendices....................................................................................................................27


Report to Council, July 10, 2007i

Acknowledgements Gabinet & Associates Inc. credits the following associates for their work on the Future Forward project:

Maze Consulting, Inc. Final Draft Writing & Consulting The Human Environment Group

We wish to thank all those people who have provided leadership and support to the Future Forward Visioning project:

Future Forward Committee Melissa Blake, Mayor RMWB Rod McDonald, Chair Future Forward Sharon Clarkson, Vice Chair Future Forward Mike Allen Kelly Boyd Angele Dobie Brenda Erskine Marty Giles Debbie Hahn Wanda Hynes

Todd Jurak Heather Kennedy Marlene Lane Martin McCool Dan McIsaac Bill Newell Charles Nokohoo Beth Sanders John Semple Russell Thomas Jeff Thompson

Marketing Committee Mayor Blake Angele Dobie Brenda Erskine Philip Cooper Rod McDonald Mike Allen Bill Newell Kelly Boyd Russell Thomas Volunteer Facilitators Bette Thomey Cheryl Cooper Monica Lance Tricia Hewitt Martin Frigo Jagdev Shahi

Sponsors & Supporters Regional Municipality of Wood Buffalo Fort McMurray Chamber of Commerce United Way Canadian Natural/Canadian Natural Resources Ltd. Mymcmurray.com 93.3 CJOK Country Fort McMurray Today Albian Sands Suncor Energy Syncrude Alberta Economic Development The Sawridge Inn & Conference Centre KYX 98FM Campbells Music

ii Future Forward 2030: The Vision

Report to Council, July 10, 2007Gabinet & Associates, Inc.

Stakeholder Team Members

Gordon Armitage Steve Auty Salim Bharwani Crystal Chislett Derek Chubb Debbie Dakin Helen Daymond Les Diachinsky Ted Doleman Marla Dorin Helen Duncan Lynn Edwards Jim Foote Scott Gregory Rick Haney Paul Hartigan Dan Hemsworth Rea Hemsworth Margaret Herculson Mark Hodson Mary Lea Jarvis Annette Jim Allan Kallal Ed Kamps Amy Kilburn Monica Lance Terry Langis

Cathie Langmead Bryan Lutes Myra MacKay Lisa Mayhew Dawn Muise Jan Nademlejnsky Madeleine Nixon Charles Nokohoo Larry Pana Iris Pasareno Dennis Peck Jack Peden Karen Puga Cyndi Rehman Don Reimer Veronique Resonnet Jim Rogers Dan Rusnell Nick Sanders Trevor Sellin Nancy Stammers Dan Stevens Debbie Smilar Andrew Stuckey Bruce Taylor Dan Sorenson Brent Stuart

Wayne Taylor Jerry Welsh Gail Wilson-Marcocchio Lorill Woodhouse

Content Experts

Salem Abushawashi Cheryl Alexander Lesley Arsenault Carole Bouchard Jeff Carlisle Cheryl Cooper Martin Frigo Allan Grandison Melissa Haley Wes Holodniuk Kim Howell Njeri Karanja Tom Klein Wayne Macintosh Cst. Sandra Milner Shadrack Ogedegbe Keltie Paul Dennis Peck Jagdev Shahi Larry Wright

Gabinet & Associates, Inc. Future Forward 2030: The Vision Report to Council, July 10, 2007

iii

Intro

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Introduction tion

What’s in a vision? What’s in a vision?

From the highest level, the Future Forward 2030 vision focuses on the fact that the citizens of Fort McMurray did indeed make it real more than two decades after it was adopted by the regional council. The vision is written as a retrospective from the future, looking back over what the Future Forward Partners have been able to accomplish. The vision, as articulated in the following pages, speaks to the progress that has taken place in the city as a result of the Future Forward community visioning process that took place in 2006 – 2007. The reader, then, is invited to imagine reading this document in the year 2030.

From the highest level, the Future Forward 2030 vision focuses on the fact that the citizens of Fort McMurray did indeed make it real more than two decades after it was adopted by the regional council. The vision is written as a retrospective from the future, looking back over what the Future Forward Partners have been able to accomplish. The vision, as articulated in the following pages, speaks to the progress that has taken place in the city as a result of the Future Forward community visioning process that took place in 2006 – 2007. The reader, then, is invited to imagine reading this document in the year 2030.

It’s the Community’s Vision It’s the Community’s Vision

The vision synthesizes the community’s hopes and aspirations – sharing the dream - that were collected about every aspect of the community’s life over that one year period. It emerged at the end of a series of seven workshops in 2007 in which a large group of volunteer stakeholders collaborated in teams to convert mountains of public input into sector-specific high-level goals for Fort McMurray’s future.

The vision synthesizes the community’s hopes and aspirations – sharing the dream - that were collected about every aspect of the community’s life over that one year period. It emerged at the end of a series of seven workshops in 2007 in which a large group of volunteer stakeholders collaborated in teams to convert mountains of public input into sector-specific high-level goals for Fort McMurray’s future. Future Forward 2030 is based completely on what the citizens wanted and is intended to provoke action: to inspire the citizens to take control of the future and plan city-wide interventions that will ensure that quality of life is protected and enhanced in the face of enormous growth. Fort McMurray’s citizens chose a path that will lead to the city becoming a world-class community. The vision shows that it is entirely possible to achieve the goals if they are clearly articulated and consistently at the heart of all planning processes across the city.

Future Forward 2030 is based completely on what the citizens wanted and is intended to provoke action: to inspire the citizens to take control of the future and plan city-wide interventions that will ensure that quality of life is protected and enhanced in the face of enormous growth. Fort McMurray’s citizens chose a path that will lead to the city becoming a world-class community. The vision shows that it is entirely possible to achieve the goals if they are clearly articulated and consistently at the heart of all planning processes across the city. A common theme that ran throughout the Future Forward public participation process: Change is painful when done to us… exhilarating when done by us! will be just as relevant during the next two decades as the Future Forward Partners and citizens go forth towards making it real!

A common theme that ran throughout the Future Forward public participation process: Change is painful when done to us… exhilarating when done by us! will be just as relevant during the next two decades as the Future Forward Partners and citizens go forth towards making it real! Lonny Gabinet Lonny Gabinet Terry Williams Terry Williams Blair McNaughton Blair McNaughton Gabinet & Associates Inc.Gabinet & Associates Inc.


Report to Council, July 10, 20071

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Future Forward 2030: The Vision: Sharing the dream; making it real!”

Prologue Carved out of the boreal forest in northeastern Alberta, the city of Fort McMurray is an exceptionally beautiful, highly functional northern Canadian city modeled after visionary master planning practices. It happened out of necessity in 2006 – 2007…

2 0 3 0 At the dawn of the 21st century, explosive industrial growth in the vast oilsands developments near the city and spiraling population growth began to seriously challenge the city’s struggling infrastructure and quality of life. Legendary labour and housing shortages threatened every sector of the economy including health care, education, the environment, industry, municipal services, and the transportation system. In 2006 – 2007 the citizens came together in the year-long Future Forward Community Visioning Process, to collaborate on identifying the future they wanted to create. Today’s city, the legacy of their hopes and aspirations, is an urban gem studied and admired by northern climate cities around the world.

Future Forward 2030 Fort McMurray 2030 is an exciting and diverse world class community of over 200,000 citizens and is still growing. A progressive city in the vast Regional Municipality of Wood Buffalo (RMWB), our finest assets are our citizens – proud, caring, giving, welcoming, with a strong sense of community and local autonomy. People come from all over the world to live and work in Fort McMurray. As a community, we’ve developed a tradition to welcome them with support through language, education and community services. They are encouraged and welcomed to share their ethnic culture. Holistic infrastructure planning – urban, physical, and social – has been practiced through a partnership called Future Forward Partners (FF Partners), established by the RMWB Council in 2007. The partnership has involved the Regional Municipality, industry, business, social and public service providers, and the provincial government coming together to realize Fort McMurray's full potential in every sense. With all planning over the past 25 years guided by the Future Forward 2030 Vision, today’s family-oriented community is a reflection of the aspirations of the people that live, work, and raise their families here. A careful balance with industry has been established to preserve the environment and abundant natural beauty of the region in the midst of massive industrial development that is expected to continue into the foreseeable future. We have diversified the economy over the past couple of decades and are now a business and industrial centre for Canada’s northwest, a four-seasons destination for leisure, ecological, and recreational pursuits. The Fort McMurray International Airport welcomes visitors from around the world who marvel at our quality urban centre that is nestled in a vast undeveloped wilderness of rivers, lakes, native forest and wildlife. We have a truly sustainable urban environment. One of the best recycling programs in the province of Alberta has emerged in Fort McMurray, thanks to constant public education campaigns. Anti-litter community clean-up days are well supported through consistent citizen engagement; McMurray-ites are fiercely proud of maintaining one of the cleanest cities in the world. Naturalism is a theme of every residential, commercial and industrial development. Thinking green is first when development is conceived and planned. Care, design and

2 Future Forward 2030: The Vision


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attention to our extensive riverbanks demonstrate that development and naturalism treatments are second to none among the river cities of the world.

2 0 3 0

Much work has been done to monitor and enhance the health, wellness, safety, and protection of the citizens of Fort McMurray. Health Care is, by national standards, state of the art and accessible to all. The Northern Lights Health Region (NLHR) and Keyano College have created a Centre of Excellence in Occupational Health and Safety programs. Mindful 25 years ago that maintaining quality of life should be paramount, the RMWB took an unprecedented step in engaging the FF Partners to launch a study and plan for better standards governing work/life balance. It is now the industry/employment standard in Fort McMurray and has been emulated by cities across Canada. With so much attention focused by the FF Partners on attaining a premium quality of life, we have resolved the troubling issue of attracting and retaining highly skilled professionals and technical workers in areas such as health care and education. Fort McMurray is a city where people from across the country and around the world want to live, work, raise families, and retire. A wide range of accessible educational, cultural, social, and recreational programs serving all ages and socioeconomic groups is available to citizens. Education, as a fine example, is relevant to the city’s industrial, administrative, professional, and service sector workforce context, and is generously accessible and affordable; in fact Fort McMurray is a recognized world leader in providing coordinated training, education, and labour force programs to all learners in the region. Through collaborations and partnerships, Keyano College provides a window to the extensive post-secondary system in Alberta. Effective, reliable, convenient and efficient, our transportation system incorporates the best technology available to benefit the community and the environment. Oilsands plant traffic is transported via high-speed rail. A ring road system and highway travel in all four directions is efficient and safe for both truck and automobile traffic. Our diverse, interconnected, energy-efficient communities support a wide range of housing for every budget and stage of life with a range of amenities and many local jobs are within walking or biking distance. Extensive, well maintained cycle and walking paths connecting focal points within and to other communities are heavily used all seasons for commuter and recreational purposes. As one stakeholder team envisioned in 2007, Fort McMurray presents no barriers to improving quality of life for its citizens.

Epilogue Fort McMurray 2030 is an exciting urban centre set in Northern Canada that, above all, employs best practices in community planning and citizen collaboration to create and sustain a world class community. The Future Forward Partners have been essential in achieving much of what we, the citizens, set out to do in 2006-2007. While this vision captures a point in time for the citizens, it should be updated every few years to keep it fresh, realistic, and relevant. Most importantly, the Future Forward Partnership should be maintained, reviewed, and revised over time, to reinforce the community’s ownership in the implementation of the vision.



Goals, Sub-goals, and Targets s

Physical Assets Physical Assets

Environment Environment

Goa

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Recycling Recycling

1. Goal: Fort McMurray will have the best diversion rate in the province to eliminate recyclables from landfill facilities.

Suggested Sub-goals Suggested Targets

Continuance of public awareness and education around recycling 50% diversion by 2012 (50% landfill/50% recycle)

Curbside pick-up by 2012

More composting information/seminars/community awareness, reclamation programs

Composting by 2012

More recycling bins needed and emptied more often and easier access for drop offs. More advertising of locations.

2008 - ongoing

Investigate partnership between municipality and industry to encourage developing a common recycling program

Continue to advertise current recycling education and awareness campaign Ongoing

Eliminate recyclable materials to landfill site

Recycling Process facility Material Recovery Facility – MRF - (including curbside pick-up)

by 2009

Enhance current incentive programs to encourage public to recycle (e.g., rewards, picture in paper, etc.)

Mandatory requirements or by-law requiring people who sell bottles/cans (e.g., restaurants, to have recycle bins)

Ongoing

Subject to the findings from feasability study proceed with bio-gas remediation study.

2008

The city of Fort McMurray should lead by example and provide recycling containers throughout the Provincial Building and any other facilities owned and operated by the city, plus actively participate in the recycling program (e.g., paper/cardboard).



Clean City

2. Goal: To be a world-class community that promotes an anti-litter campaign and cleanliness.


Through citizen engagement/public education, budget commitment, resources, and bylaw effective enforcement.

Better waste management policies and facilities

Effective enforcement to ensure ALL industry vehicles are cleaned before coming into town to reduce dirt deposited or run off into sewers.

Effective enforcement of tarping and ensuring items are covered within the bylaw, for transporting items properly on transit to landfill site.

More places needed to dispose of large items to end bush dumping.

Support hiring more clean-up crews to help maintain all natural areas/urban construction sites, the Clearwater River and the Snye area. (Suggest possible arrangement with young offenders or community services to assist with community clean-ups).

Continue stricter fines enforced to those who go over their waste limits per household.

Revision to bylaw to restrict containers to two per household by 2010.

Effective enforcement of the unsightly premise section of the municipal bylaw. Revise current bylaw that deals with unsightly premise to increase standards and address site infractions with stricter fines.

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Green Space

3. Goal: To maintain as much naturalism as possible (“don’t take away our paradise to put up a parking lot”)


Identify amount of green space required in residential/commercial areas and identify that trees and other greenery needs to be utilized.

Expand urban forest

Conservation and restoration of waterfront property (the Snye, Clearwater, Horse, and Athabasca Rivers). Complete paving road/parking lot to the Snye.

Master plan for riverfronts 2008



Litter

4. Goal: To have more advertising through media to promote community awareness of $500 fine in place.


Hire more bylaw officers to enforce it 8-10 bylaw officers recently hired/2007

Adopt-a-trail/parks Program currently in place, will continue with more advertising etc., (ongoing).

Community cleanups (awards/gift certificates as incentives to those who participate)

Already in place for regular volunteers, ongoing

Add more wastebins to nature trails throughout city with bold coloring; current signs in place blend in and do not work, increase advertising

2008

Public more accountable for litter on greenbelts and ditches, stricter fines needed More bylaw officers recently hired/2007

Follow example of Mayor of Montreal cracking down on litter with more fines 2008/09

Change city nuisance by-law from 14 days clean up allowance to instant $200 fine for existing nuisance and 24 hours clean up allowance. If not done, premise cleaned up by city at cost plus additional $200.

2008/09

Goa

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Industrial Regulations

5. Goal: Set clear rules and limitations for future industrial development.


Create a map boundary 15km from the city limit around Fort McMurray where air polluting industrial development would be prohibited (no powerhouse, extraction plant, chemical process plant, sawmill, paper mill, agricultural feed lots..) Attend any new industrial development or expansion hearings to force these rules into the development permit.

Create a map boundary 10km from the city limit around Fort McMurray where any chemical tailings storage or agricultural lagoons would be prohibited. Attend any new industrial development or expansion hearing to enforce these rules into the development permit.

Create or lobby for regulation prohibiting tailing ponds closer than 2km from any river.



Water

6. Goal: Ensure the quality of water within its natural variability affected by activities in the region over which the municipality has jurisdiction.


Ensure municipal compliance with all federal and provincial legislation, regulations and guidelines.

2007

Monitor water quality upstream and downstream of urban development in the region.

May 2008

Ensure water quality by establishing guidelines and standards that are enforced for the control and release of water into the environment from the urban development including runoff and wastewater.

2008

Provide better waste water sewage management Waste water treatment plant operational by 2009

Implement measures to ensure that the water quality downstream of an urban centre in the region is the same as the quality of water upstream of urban development.

2010

Stay ahead of population and industrial growth for waste, water treatment capacity. 2010

7. Goal: Ensure water quantity by reducing use and withdrawals needed.


Complete the final stages and obtain approval of the development of water conservation, education and awareness campaign.

Complete by 2007

Educate and obtain support of people on water conservation. Post on future websites for public viewing followed by media campaign by 2008

Promote the use of alternate water sources and reduce the use of treated water (e.g., graywater use for household, commercial) or maintenance needs (e.g., watering lawns)

Study possibilities of building two water lines to new industrial and residential developments: one line for drinking water and another line for industrial use. The industrial water filtered to prevent line sediments. Institute heavy fines for use of drinking water for industrial use (car washing, watering)

Create water conservation incentives (e.g., provide rebates for water saving devises such as low flow toilets).

Implement discount incentives on the purchase of new energy/water efficient appliances, toilets etc. as part of the water conservation program.

Establish bylaws to reduce water use and require the use of alternatives such as the capture and use of rainwater, restricting the use of treated water for lawns, carwashes etc. Require water conservation devices and appliances in new construction.

2008

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8. Goal: There will be sufficient water supply for all local residential developments over the next 20 years.


Under RAMP (Regional Aquatics Monitoring Program) , support efforts currently underway.

2008

Create or lobby for regulation prohibiting any water discharge, even treated upstream from Fort McMurray within city limits.

Transportation & Infrastructure

9. Goal: Infrastructure development within Fort McMurray incorporates the best technology available and recognizes the absolute need for equitable fiscal involvement by all levels of government.


Engineer waste water* recovery systems into future developments.

*Waste water recovery means the collection, treatment, and re-use of non-potable water for residential, commercial, and industrial needs.

Develop a policy that promotes and maximizes the use of non-potable water.

(≤5 yrs) – Policy research, development, pilot project trials (for residential, commercial, and industrial), and full implementation for all new development.

Promote the efficient use of alternate energy* production and conservation technologies.

*Alternative energy includes, but is not limited to, solar, geothermal, methane, bio-fuels, and gasification technologies.

(≤5 yrs) – Financing and support (i.e., residents and higher levels of government) secured and new alternative energy development in place.

Construct comprehensive recycling and waste management facilities.

Develop collection, storage, and treatment components to support recycling initiatives; timeline dependant on Environment Group recycling program initiative.

Design utility corridors to be expandable and compatible with highways / road corridors.*

*All road rights-of-way plans incorporate future population growth to 2030.

(2 yrs) – Policy implemented

As parking requirements vary, so must the solutions to address residential, retail and industrial needs.

Goa

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10. Goal: Transportation systems within Fort McMurray effectively serve the comprehensive needs of its residential, commercial, and industrial constituents.


Ensure bridges, transportation routes and systems (e.g. recreational) are developed in concert with on-ground developments.

Construct dangerous goods/bypass route.

Provide efficient, affordable and convenient public transit system.

(≤5 yrs) – Increase public transit ridership by 25%.

(≤5 yrs) – Increase service intervals and hours of operation to accommodate forecasted demand growth.

Short-term goal (≤5 yrs) – Increase use of mass transit to plant sites by 25%.

Retain city center as community hub. (2 yrs) – Develop shuttle service to downtown core from outside hamlets and specific neighborhoods within Fort McMurray.

Expand Fort McMurray Airport.

Ensure airport infrastructure, and access, is developed in concert with on-ground developments.

Improve Highway 881 from Highway 63 junction to Anzac.

Develop and expand parking facilities relative to residential, retail, industrial, transit and commercial transport requirements.

Housing & Community Design

Sustainable Communities

11. Goal: To provide a safe and ecologically sound neighbourhood to work, live, and play where individuals and their families can take pride and ownership in their diverse, interconnected community.

Suggested Targets

CPTED principles (Crime Prevention Through Environmental Design Principles)

Design guidelines that encourage community participation on street design.

Parking strategy that addresses the number of cars on the street.

Oil sands trucks strategy-Wider rear lanes (Min. 8.0m), community parking within sub-divisions.

Oil sands administration area on HWY 63 between Thickwood Blvd. and Confederation Way enabling office staff to work close to home and eliminating excess traffic on Hwy 63.

Create a standard of living equal to or better than other communities.

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Affordable housing

12. Goal: Establish affordable unique energy efficient neighborhoods, with innovative streetscapes, facilitated by the timely release of land in conjunction with effective planning.


Design guidelines- front porches, picket fences, geothermal heating.

Provincial reduction of land price to reduce housing costs.

Additional campgrounds.

Concerns on how to create tripartite agreements that don’t pass the costs on directly to the home owner to offset infrastructure development costs (e.g., Parcel D Interchange) (Intercept royalties until infrastructure upgrades are paid for).

Homes need to have amenities of comfort that one would expect in other communities to attract long term stays.

13. Goal: To continue to enjoy the natural surroundings in a family-oriented community providing a full range of services within walking distance.


Design of walkable sub-division that contains a range of amenities.

Opportunities to work and live in the same neighbourhood.

Bus service – extended hours and extended services – accommodate shift workers and all neighbourhoods.

More bike routes / trails to get to work, shopping, etc.

Opportunities along the river / walks and pathways along the river.

Facilitate point of interest plaques along river and it history – birds, animals, rest stops.

Change zoning along the rivers from Commercial to Residential to take advantage of the beautiful views.

Sports house at river, soccer pitch along river.

Mini golf in neighbhourhood.

Rock climbing feature (indoors or outdoors) in downtown.

Goa

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Labour & Industry

14. Goal: Fort McMurray has planned and sustainable economic development that is properly resourced.


Create Department of Economic Development in Municipality.

Within the next 12 months

Develop diverse economy. Within three year time period, 30% of external work will be brought into RMWB.

Create sufficient infrastructure for economic diversity. Provincial Government will allocate 20% of all land released for commercial and light industrial use.

15. Goal: Fort McMurray is a world leader in coordinated training, education, and labour force programs that will create and sustain a skilled workforce.


Implement regional based education programs. Education and training for 80% of the careers in Fort McMurrray are offered in this region by 2012.

Occupational health and safety will be a core part of the curriculum

Create a central hub for career management. Developed for Fort McMurray residents, Albertans, in-migrants and immigrants by 2010.

Become the Centre of Excellence for distance learning. 2012

16. Goal: People consider Fort McMurray home.


Easily accessible daycare available across the region. 50 daycare spots with each publicly funded school by 2010.

Create a culture of volunteerism. Municipality takes control of Volunteer Information Centre.

Create a form of reorganization for volunteering

Integration of shadow population Set up a strategic alliance with the construction unions to incorporate volunteering and mentorship.

Goa

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Social Assets

Education & Post-Secondary Education

17. Goal: Quality education that is relevant, accessible, and affordable.

Fort McMurray provides high quality education that is relevant, accessible and affordable. It meets local and community needs. It is current and reflects our demographics. Our facilities are sufficient and appropriately located to provide generous access. There is sufficient funding from the province for the costs of providing education in our community.


That Fort McMurray provide a high quality education

Exceed provincial average of high school grads continuing to post-secondary education (including, technical and trades education, not just college)

Exceed provincial average on PAT and Diploma results; educational staff will have adequate training and supports to use multifaceted techniques to support all students; staff turnover to not exceed provincial averages;

To meet or exceed all provincial accountability pillar measures.

That Fort McMurray have relevant education

High school completion rates to exceed provincial average.

To have 100 % of all grads able to pursue future goals; all graduates successful in their endeavors four years after graduation.

Students who start post-secondary successfully complete.

Accessible/Affordable That the Province provides adequate incentives and places (seats) to train teachers for career technology sciences.

Post-secondary – that the Province provides funding that brings tuition to 50% of current rates.

Province to provide funding for low income student housing.

Ensure adequate facilities for trades and technologies.

Community Needs Review program offering on a regular basis.

Continue with satisfaction surveys -now being used by the districts with the Province Tracking graduating students.

Partnerships that allow for greater after-hour facility use on a cost-sharing basis.

Sufficient Facilities Province provides sufficient cap dollars to double current educational facilities by 2017.

Province to increase operation and maintenance funding by 30% immediately.

Goa

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Health & Safety

Health

18. Goal: Provide for timely access to quality health care and related services through a diversity of highly trained medical professionals, state of the art facilities, and technologies.


To have world-class, state of the art facilities in line with population and regional needs.

To meet or exceed Alberta Health Quality Council targets.

To be recognized as the preferred location for professionals engaged in the provision of health and safety services.

To be a Center of Excellence.

To ensure that the entire population has access to health care.

To have primary health care access 24/7 to 100% of the population.

To have a 100% increase in physicians per 10,000 population by 2012.

To ensure the hospital and health facilities have 100% of required staff.

To ensure that a significant portion of the population reports that they have a family physician.

To reduce wait times for diagnostic services in the Regional Municipality of Wood Buffalo.

To be lower than national and provincial wait times for diagnostic services.

To ensure that the residents of the Regional Municipality of Wood Buffalo are satisfied with health services.

To be within the top 10% of the nation.

Wellness through Prevention

19. Goal – To enhance the wellness of all community members by addressing the root causes which impact health (e.g., homelessness, improved diet, etc.).


To address the 12 determinants of health throughout residents’ total life span.

To reduce the incidences of chronic diseases.

To increase volunteerism. To be within the top 10% of Canadian municipality and regions.

To make available and improve awareness of non-traditional services.

To establish a holistic center with a variety of services.

To improve our quality of life in the region for all permanent and non-permanent residents.

To continually improve our rating in the sustainable community indicators.

To improve the physical and mental well-being of residents of the Regional Municipality of Wood Buffalo.

To improve the physical fitness of residents.

To promote health through the built environment.

Goa

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Safety

20. Goal – To ensure the community is a safe place to live in by addressing the physical, environmental, and socio-economic needs of residents.


To increase personal awareness and safety programs. 50% decrease in reported accidents in the home and on the road.

To increase the self-reported sense of community belonging.

To have a 25% increase over current reporting.

To meet the targets identified by Safe Community Wood Buffalo.

To meet the targets identified by Safe Community Wood Buffalo.

Municipal & Community Services

21. Goal: The RMWB must take a leadership role to aspire to create a better work/life balance (quality of life) for its residents in order to create a better and “new” sense of community.


By 2008, the RMWB will initiate a study that researches the impact that excessive work hours and shift work may have on our residents (family life) and our community as a whole (quality of life).

By 2010, to implement recommendations of the RMWB study.

The RMWB will undertake an awareness campaign for new and existing residents.

The RMWB Communications Dept will start an immediate campaign to inform residents of services.

The RMWB will immediately undertake an aggressive marketing campaign to promote the City both internally and externally with measurable goals and outcomes.

By 2009 the Municipality will have completed the community imaging campaign.

22. Goal: The RMWB will update the existing municipal development plan to reflect current consultation with internal and external stakeholders.


The RMWB Planning Department will revise the current municipal development plan to include revitalization of current infrastructure and include new.

Immediate start date with completion in mid-2009, with implementation to take place in stages.

Review lower townsite area and waterfront redevelopment plan.

Immediate start date with completion in mid-2009, with implementation to take place in stages.

Provide southern gateway area (entrance to City) development plan.

Immediate start date with completion in 2008.

Implement community place-making initiative (beautification and signage).

Implement immediately and revisit every 2 years.

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23. Goal: Fort McMurray will have a wide range of accessible, educational, cultural, social, and recreational services that encompass all ages and socio-economic groups.


To build community centers that are accessible to all residential areas.

In 2008, the RMWB will consult with citizens on what kinds and types of community centres are required and where they are to be located.

To provide residents with accessible library services. To pilot a community mobile library program to visit each residential area of Fort McMurray immediately.

Explore utilization of education and school facilities for after-school purposes.

To develop an immediate relationship between the RMWB and Alberta Education to incorporate community use/needs into planning of future schools and utilize existing schools for community needs (e.g., after-hours use of facilities for the community).

To develop and support multicultural programming to include cultural awareness campaigns and events.

By 2010 to offer Cultural Awareness Training (available to ALL residents of the RMWB), free of charge, to be offered at each community centre, places of employment, schools etc.

Develop a new Arts & Culture centre. By 2009 the RMWB will explore partnership possibilities to develop a new centre for the performing arts.

24. Goal: Fort McMurray will have excellent recreational and leisure programs.


The RMWB needs to develop an inclusive and comprehensive plan through the Parks & Recreation Dept.

By 2009 the plan will address issues like affordable space for non-profits, leisure centres, to include 5-pin and 10-pin bowling, mini-golf, arcade, bumper cars, Gregoire Park lake enhancement.

25. Goal: Fort McMurray will have excellent shopping facilities.


Encourage retail investment in the municipality. By 2010 Fort McMurray will have more box stores, an additional large shopping mall, and more niche (boutique) stores.

26. Goal: Fort McMurray will have a world-class conference centre.


The RMWB will work with internal and external stakeholders to make it happen.

Start the process of building partnerships immediately with a goal of completion within 5 years. Conference centre to include IMAX screens and science centre.

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Future Forward Phase I: Sharing the Dream The Future Forward Project was conceived of and initiated by Mayor Melissa Blake and like-minded community leaders in 2005 and it was launched in February 2006. The project utilized a multi-phased approach to developing an understanding – as a community – of a vision for the city. What should Fort McMurray look like 20-25 years from now? How will its people define quality of life for their children and grandchildren? What will it be like to live, work, learn and play in this community? How will people meet the challenges of growth in Fort McMurray brought on by massive industrial expansions in the oil sands?

like-minded community leaders in 2005 and it was launched in February 2006. The project utilized a multi-phased approach to developing an understanding – as a community – of a vision for the city. What should Fort McMurray look like 20-25 years from now? How will its people define quality of life for their children and grandchildren? What will it be like to live, work, learn and play in this community? How will people meet the challenges of growth in Fort McMurray brought on by massive industrial expansions in the oil sands? The objective of Future Forward was to involve the public in the creation of a community-based vision for the future of Fort McMurray and that’s exactly what the combined efforts of the Future Forward Steering Committee and the Regional Municipality of Wood Buffalo accomplished in Phase 1 of the visioning project.

The objective of Future Forward was to involve the public in the creation of a community-based vision for the future of Fort McMurray and that’s exactly what the combined efforts of the Future Forward Steering Committee and the Regional Municipality of Wood Buffalo accomplished in Phase 1 of the visioning project.

Speaker Series Sponsored by Industry Speaker Series Sponsored by Industry

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Future Forward, led by a Steering Committee (FFSC) made up of 20+ community leaders, was launched with a series of Speaker Events that began iFebruary of 2006. These events were designed to stimulate interest and excitement in the idea of taking control of the future and working together to create it. An audience of over 300 people heard Linda Nazareth’s presentation oBig Resources, Small Communities, How do you fit in? Mike Harcourt followed a

couple of months later with Sustainable Communities/Strategic Change. Jim Bottomley presented in June with his discussion on Regional Clusters/Community Image and how to rethink ecdevelopment and community branding; the key to managing change is determining how to react to it’

Future Forward, led by a Steering Committee (FFSC) made up of 20+ community leaders, was launched with a series of Speaker Events that began iFebruary of 2006. These events were designed to stimulate interest and excitement in the idea of taking control of the future and working together to create it. An audience of over 300 people heard Linda Nazareth’s presentation oBig Resources, Small Communities, How do you fit in? Mike Harcourt followed a

couple of months later with Sustainable Communities/Strategic Change. Jim Bottomley presented in June with his discussion on Regional Clusters/Community Image and how to rethink ecdevelopment and community branding; the key to managing change is determining how to react to it’

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The final speaker in the series, Tom Hodson, presented Sharing the Lead/Corporate Citizenship. He challenged the people of Fort McMurray to take the initiative; every person should think about what they want for the future of Fort McMurray and determine how to make a difference in creating that future. Do the people of Fort McMurray want to be seen as an economic powerhouse or a world-class community? (see more info on Tom Hodson, Future Forward speaker, at www.woodbuffalo.ab.ca/futureforward

The final speaker in the series, Tom Hodson, presented Sharing the Lead/Corporate Citizenship. He challenged the people of Fort McMurray to take the initiative; every person should think about what they want for the future of Fort McMurray and determine how to make a difference in creating that future. Do the people of Fort McMurray want to be seen as an economic powerhouse or a world-class community? (see more info on Tom Hodson, Future Forward speaker, at www.woodbuffalo.ab.ca/futureforward).

Building Capacity

The FFSC determined that it was important to build upon existing capacity for engaging the public in a visioning quest. Under the leadership of Gabinet & Associates, the consulting team engaged for this project, a series of facilitation training workings was held in the spring of 2006. Attendees were enthusiastic members of the community, many of whom are employed by the RMWB and had previous experience in public consultation but who wanted to learn more and to be involved in the process of creating a vision for Fort McMurray. They assisted in the facilitation of the sector workshops held in May 2006, the Future Forward Forums, Mini-Forums, and Future Forward Summit. This expertise remains in the community and should be an integral tool as the Future Forward vision is implemented and maintained over the years (see Appendix 1 for facilitation modules).



http://www.woodbuffalo.ab.ca/futureforward







Asset-based vs. Deficit-based Approach With such rapid and intense growth pressures bearing down on Fort McMurray, 2006-2007 was an ideal time to conduct a city-wide visioning process. An asset-based rather than deficit-based (or problem-solving) approach was key to generating involvement and excitement in the community – excitement about taking control of the future and establishing goals and a vision for the city that are citizen-driven. The World Café technique of public conversations was utilized several times over the past year; the conversations consistently posed 15 powerful questions dealing with every sector of community life, asking how we can build on what is good about Fort McMurray, as opposed to identifying a litany of problems and attempting to devise solutions.

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Spectrum of Public Participation The consultants’ approach was governed by the Code of Ethics and Core Values of the International Association for Public Participation (IAP2), the professional association which advocates globally for effective, democratic involvement and public influence over decision-making. At its core is the assertion that “decisions are improved if the people affected by them are involved”; “IAP2 is values-based, decision-oriented, and goal-driven and is structured, rigorous, and above all, proven” (Beyond Public Meetings: Connecting Community Engagement with Decision-Making; Vivien Twyford, Stuart Waters, Max Hardy, John Dengate; Vivien Twyford Communication Pty Limited; 2006). IAP2’s Spectrum of Involvement (see Appendix 9, Information Package) spans five categories of increasing influence over the final decision or outcomes – with each category comes a promise of how the sponsor will involve the public. Ranging from Inform to Empower, each category represents legitimate public participation, and Future Forwrad touched down in all of the categories. • Inform – Participant Observers • Consult – Feedback Providers • Involve – Gathering Public Input

• Collaborate – Stakeholder Recruitment • Empower – Final Decision is in the Hands of the Public The table on the following page indicates how different activities were utilized within the public engagement spectrum.



Activities Info

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Speaker Series

Sector workshops

Forums

Magazine articles

e-invites/e-newsletters

On-line survey

Curriculum links & youth art contest

Mini-forums (Keyano College, seniors)

Postcards, flyers, handouts

Future Forward Website

Stakeholder Workshops

Summit

Facilitation/capacity building

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Public Visioning Input

A variety of innovative public engagement events were utilized to provide a wide range of opportunities for the people of Fort McMurray to become involved in creating the community’s vision. This was a critical component of the Future Forward process providing multiple access points and a variety of different ways to communicate the Visioning message to the community. The RMWB Communications Department utilized several methods including: a revised and dynamic website; postings on MyMcmurray.com; notices in the newspaper; several radio spots; and the assistance of The Fort McMurray Chamber of Commerce for notifications and invitations to the public. As part of the Future Forward Visioning Process, preliminary workshops were organized to test several powerful questions that arose from the development of a Community Profile. The powerful questions were formulated to encourage dialogue among attendees at the public forum and provide the



foundation for the public surveys. Five workshops were held during May, 2006, hosting participants from various sectors of the community. The workshops were structured to pilot the World Café technique as a comprehensive tool to accumulate a great deal of feedback in a short span of time. Attendees were asked to consider and choose from fifteen powerful questions (see Appendix 2) and to provide their views of both the assets of Fort McMurray and their hopes and aspirations for the future of Fort McMurray (see Appendix 3 for Sector Workshop Report). Responses to the workshop questions formed the basis of further public participation in mini-forums that were held around the city with various groups. Similar topics were addressed in a public survey offered through the Future Forward website. Based on this preliminary input, the powerful questions were fine-tuned and presented at the two Future Forward Forums held in October of 2006 (see Appendix 4 for Agenda). Beth Sanders, RMWB Planning Department, gave a presentation about Fort McMurray’s past and projected growth and she encouraged people to think creatively in imagining the best of what Fort McMurray could be (see Appendix 5). At these forums the World Café technique was again received with great enthusiasm by attendees who participated in discussions at as many different topic tables as time allowed. Participants in the two forum events provided thoughtful and innovative dreams for the future of their community. The consultants also designed an online survey that was promoted by Future Forward Steering Committee members, the media, and at public events. As well as a general question about their hopes and dreams, participants were asked to select 3 of 11 possible topics on which to comment more fully and respond to a quantitative ranking question (see Appendix 6). Fu

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Attendees at the Forums were invited to sign up to work on Stakeholder Teams for Phase II of the Future Forward process. These teams would take all the summary analyses provided by the consultants and derive from that input a vision and goals for Fort McMurray. Many volunteers signed up at the Forums and others, who were identified as potential members, also agreed to work on these teams. In January 2007, they were ready to get to work.

Analyzing the participant input

By now, the consultants had an extensive amount of public input to summarize and analyze in preparation for the next steps. Most of the data gathered was qualitative in nature; however, the frequency with which each of the survey topics was selected and the answers to their respective ranking questions provided valuable quantitative data against which to compare the qualitative responses.

Quantitative data Frequency of responses is the primary form of analysis used with quantitative data. Each of the 11 topic areas in the survey was analyzed for the total number of participants who selected the topic as one of their three choices. This provided a general ranking of these topics in order of importance to participants, with the most important topics having the highest number of responses. Once the participants had chosen their three topics, they were then asked to rank four descriptive statements in order of importance. Although there are a number of possible methods for analyzing these sorts of responses, the consultants chose to organize responses



according to the frequency with which each statement was selected first by respondents (see Appendix 10 for final quantitative results).

Qualitative data The qualitative data was comprised of facilitator and consultant notes from the various public events as well as responses to qualitative questions on the survey. All notes from Phase I activities were transcribed into an electronic format for analysis using a Structured Qualitative Analysis (SQA) methodology. SQA analysis preserves the

integrity of the original data, while enabling the consultants to label, combine, compare, and contrast, segments of data utilizing an electronic database. This methodology brings a high degree of rigor and accountability to the analysis of qualitative data.

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Two key documents were produced using structured qualitative analysis. The first was based entirely on input from participants in the sector workshops and provided the basis for the final powerful questions used at the Forums as well as for the online survey. The second document was the information package that was provided to all participants in the Stakeholder Workshops and included input from the Sector Workshops, Forums, Mini-forums, and Online survey responses that were submitted before Dec. 31, 2006. Utilizing all available data, seven core topic areas were identified, each with a number of subtopics. An overview of the input was written for each topic area (e.g., Transportation & Infrastructure) and individual summaries were written for each subtopic (see Appendix 9 for Information Package). This package also contained a summary of the relevant quantitative responses for each topic area as well as the original responses to qualitative components of the online survey. The latter was provided to communicate the flavor, passion, and intensity of the original public responses as well as to provide a check and balance against the written summaries. Survey responses submitted between Jan. 1, 2007 and the survey close date were reviewed and compared to the findings in the stakeholder information package. The additional responses reinforced the existing analysis; no notable differences were found and stakeholders were supplied with a copy of the additional qualitative responses (see Appendix 10 for additional responses).

Youth Component

Several strategies were used to involve the youth of Fort McMurray in the creation of a community vision. During the Mayor’s Picnic, June 2006, the FCSS and MACOY (Mayor’s Council on Youth) provided children with an opportunity, using materials provided by the RMWB, to draw a picture of what they would like Fort McMurray to look like in the future. All drawings were submitted to MACOY, and were judged within three age categories; the winners were awarded prizes at the Future Forward Forum in October (see Appendix 7). Their’s and many of the other pictures submitted were on view during the event.



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Children were also the focus of the development of a curriculum package for the use of Fort McMurray schools should their teachers want to find ways to involve the children in the Visioning Process (see Appendix 7 for Curriculum components). During Xpo, a community event sponsored by Family and Community Support Services (FCSS) and Northeast Child and Family Services Authority (CFSA), Future Forward sponsored a youth workshop that involved children in several activities designed to inspire and challenge them. They were asked to think about what they liked best about their community and what they would like to see in the future (see Appendix 7).



Future Forward Phase II: Building the Vision Phase II of the Future Forward Project, the Stakeholder Team Process, took place from January through May of 2007. More than 50 volunteers signed up to participate in stakeholder workgroups, each charged with developing a vision and goals for one of the seven topic areas. The stakeholder groups were organized according to Physical Assets (Transportation & Infrastructure, Environment, Housing & Community Design, Labour & Industry), and Social Assets (Education, Health & Safety, Municipal & Community Services). Each of the two groups met approximately every three weeks. Their mandate – to create a vision for Fort McMurray that was supported by broad goals to which the community could aspire.

Phase II of the Future Forward Project, the Stakeholder Team Process, took place from January through May of 2007. More than 50 volunteers signed up to participate in stakeholder workgroups, each charged with developing a vision and goals for one of the seven topic areas. The stakeholder groups were organized according to Physical Assets (Transportation & Infrastructure, Environment, Housing & Community Design, Labour & Industry), and Social Assets (Education, Health & Safety, Municipal & Community Services). Each of the two groups met approximately every three weeks. Their mandate – to create a vision for Fort McMurray that was supported by broad goals to which the community could aspire.

Workshops Workshops

The first workshop involved an orientation to the Future Forward process including background, roles & responsibilities, orientation to the Basecamp electronic collaboration Website, and other aspects of future workshops. Stakeholders were provided with information packages that consisted of the analyses from all public input gathered specific to their topic as well as various tools that helped them work with the public input, to organize it into topic

areas, to develop goals based on broad descriptions of the input and then, where possible, to work on sub-goals and targets (see Appendix 9).

The first workshop involved an orientation to the Future Forward process including background, roles & responsibilities, orientation to the Basecamp electronic collaboration Website, and other aspects of future workshops. Stakeholders were provided with information packages that consisted of the analyses from all public input gathered specific to their topic as well as various tools that helped them work with the public input, to organize it into topic

areas, to develop goals based on broad descriptions of the input and then, where possible, to work on sub-goals and targets (see Appendix 9). Team members began this process by first searching the public input for indicators of the values that the community most strongly espoused. The most

commonly found was a strong sense of community spirit. Having determined the community values, the teams were able to retain a focus on these values as they mined the public input ideas, dreams, and priorities that ultimately were organized in theme categories. These categories were defined and they formed the basis of goal statements. From there, the teamdrilled down to create sub-goals and even targets, where time all

Team members began this process by first searching the public input for indicators of the values that the community most strongly espoused. The most

commonly found was a strong sense of community spirit. Having determined the community values, the teams were able to retain a focus on these values as they mined the public input ideas, dreams, and priorities that ultimately were organized in theme categories. These categories were defined and they formed the basis of goal statements. From there, the teamdrilled down to create sub-goals and even targets, where time all

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As well as meeting every three weeks, all of the stakeholders were provided with the opportunity to collaborate between workshops. They regularly utilized an electronic collaboration Website that enabled them to upload and share files, edit each other’s work, discuss, and track each team’s progress.

As well as meeting every three weeks, all of the stakeholders were provided with the opportunity to collaborate between workshops. They regularly utilized an electronic collaboration Website that enabled them to upload and share files, edit each other’s work, discuss, and track each team’s progress.

Content Experts Content Experts

Critical to the progress and responsibilities of the teams’ work was the assistance of content experts. Many of these individuals were either with the Municipality or are leaders from the Critical to the progress and responsibilities of the teams’ work was the assistance of content experts. Many of these individuals were either with the Municipality or are leaders from the



community, and they brought their specific areas of expertise such as environment, transportation, infrastructure, planning, and housing to the table, while others came from emergency services, policing, and health. Some experts came to several of the workshops while others came by invitation for a specific workshop to help one or more teams by answering many questions that were salient to the goals that were under consideration (see Acknowledgements section of this document for names).

Summit

The Future Forward Summit, held in February, 2007, served to involve interested community members once again in the process of creating a vision. Here, the stakeholder teams presented drafts of their evolving goal statements along with the preliminary public input upon which their work was based. The public was encouraged to post questions and comments on the various presentation posters. This input was then utilized by the team members at their next meeting. After the summit and the consideration of new public input, the stakeholder team focus became fine-tuning their goals and, where time allowed, developing sub-goals and targets.

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Special thanks to Al Hancock, Fort McMurray mountain-climber, for waving the Future Forward banner atop Mount Everest just as Future Forward was reaching its own summit with the development of the brand new vision.



Moving Forward

All of these goals, along with the corresponding sub-goals and targets are presented in the Goals, Sub-goals, and Targets section of this document. A draft of the over-arching vision was written by the consultants based on the work of the stakeholder teams, and was then presented to the teams for their input and revisions. As well, the consultants have included recommendations for translating the vision and goals into a reality. These recommendations are included in the following section, Future Forward Phase III: Making it Real. The mandate of the Future Forward project was to produce goals and a vision for Fort McMurray. The stakeholders, however, were given the opportunity to develop suggestions for sub-goals and targets. These are only suggestions and are not to be considered as components of the vision that require approval. Clearly, it will be the responsibility of the RMWB or other organizations to consider the viability of these suggestions, and pursue other sub-goals and targets as well. On July 10, 2007, this entire report will be presented to council for their approval of the vision and goals. Pending approval, a public legacy document will be created that will capture the essence of this report and then published for distribution in the fall of 2007.

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Future Forward Phase III: Making it Real Making it Real

Future Forward Partnership – A sustainability model Future Forward Partnership – A sustainability model

The consultants recommend that all sectors of the community and economy be encouraged to tie into a partnership to help sustain and coordinate the implementation of Vision 2030 over the coming decades. At the core of this partnership is Collaboration on the IAP2 public participation spectrum:

The consultants recommend that all sectors of the community and economy be encouraged to tie into a partnership to help sustain and coordinate the implementation of Vision 2030 over the coming decades. At the core of this partnership is Collaboration on the IAP2 public participation spectrum:

“To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.” “To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.”

Working at this level on the spectrum is a highly sophisticated and complex process, as there are always competing and conflicting interests to reconcile. Strong terms of reference for how the Future Forward Partners will work together must be developed by the players themselves so that they develop a full appreciation of the level to which they have agreed to participate.

Working at this level on the spectrum is a highly sophisticated and complex process, as there are always competing and conflicting interests to reconcile. Strong terms of reference for how the Future Forward Partners will work together must be developed by the players themselves so that they develop a full appreciation of the level to which they have agreed to participate.

The Who The Who Our recommendation is for the Regional Municipality to invite at least one representative from every sector to be involved in the FF Partners. During the public input phase of Future Forward, there were 14 sectors represented and about which input was sought. These, or a similar listing, could provide a guide for determining who should be invited to the table.

Our recommendation is for the Regional Municipality to invite at least one representative from every sector to be involved in the FF Partners. During the public input phase of Future Forward, there were 14 sectors represented and about which input was sought. These, or a similar listing, could provide a guide for determining who should be invited to the table. 1. General Population 1. General Population 2. Economy 2. Economy 3. Culture 3. Culture 4. Transportation 4. Transportation 5. Protective Services 5. Protective Services 6. Education and post-secondary education 6. Education and post-secondary education 7. Housing 7. Housing 8. Community services 8. Community services 9. Fire and EMS 9. Fire and EMS 10. Labour Force and employment 10. Labour Force and employment 11. Environment 11. Environment

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12. Governance 12. Governance 13. Health services 13. Health services 14. Infrastructure and municipal services 14. Infrastructure and municipal services

Membership should be comprised of people in positions of authority in their respective organizations and sectors, but not necessarily from the top levels, as attendance should be regular and stable at the table. The Regional Municipality of Wood Buffalo would play a leading role in forming the Partnership and providing resources to enable it to function at a high level. Consideration should be given to Council appointing a member of Council to sit on the Partnership as an ex-officio member. All membership should be appointed by Council once agreement has been reached on the membership criteria.

Membership should be comprised of people in positions of authority in their respective organizations and sectors, but not necessarily from the top levels, as attendance should be regular and stable at the table. The Regional Municipality of Wood Buffalo would play a leading role in forming the Partnership and providing resources to enable it to function at a high level. Consideration should be given to Council appointing a member of Council to sit on the Partnership as an ex-officio member. All membership should be appointed by Council once agreement has been reached on the membership criteria.

The What The What What would such a Partnership do? Each of the Partners would play a role in enacting the goals and vision of the community in their particular sector. For example, one of the goals cited for the city’s economy is diversification; when the city’s Economic Development office does its strategic planning, one of the considerations could be to target new business sectors to

What would such a Partnership do? Each of the Partners would play a role in enacting the goals and vision of the community in their particular sector. For example, one of the goals cited for the city’s economy is diversification; when the city’s Economic Development office does its strategic planning, one of the considerations could be to target new business sectors to



attract them to locate in Fort McMurray. Each of the Partners would report at a prescribed point to show how they are working toward making it real.

The Where The Regional Municipality would continue to take a leadership role and set up an office within the city government that would provide administrative support. Consideration should be given to hiring an Executive Director, as well, to facilitate the meetings.

The When The RMWB should immediately seek out potential Partners in each sector while the new Vision 2030 is still fresh and exciting in people’s minds. The first order of business should be to establish a schedule of monthly meetings spanning one year, and the second should be to establish where the meetings will be held.

The Why and How There will need to be a working agreement or terms of reference outlining how the Partners are going to work together and what they want to accomplish in a given year. These should be worked on collaboratively so that they are owned by the Partners; similarly a vision and/or mission statement should be developed to ensure the values of the Partners are reflected in the work they will do. If the Partners deem studies and/or research is needed to carry out their work, consideration might be given to discussing this with the University of Calgary, which has an agreement with the RMWB to take on research in Fort McMurray as a learning opportunity for graduate students. Funding for the Partnership should be steady and predictable, budgeted annually by the Regionally Municipality or from the Provincial Government; it should not be sought from industry as the Partnership must act only in the public interest. Gabinet & Associates Inc. researched other similar partnerships currently operating in Alberta and chose two successful models to help make informed recommendations on the Future Forward Partnership: • Calgary Regional Partnership: A commitment to develop a regional land use plan for the

Calgary region: www.calgaryregion.ca; • Synergy Alberta: Our community, our future. Synergy is a catalyst to achieve a

principled, balanced and sustained approach to resource development. www.synergyalberta.ca.

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Future Forward Already in Action

The Future Forward visioning process was only in its middle phase when its impact was first felt. In late 2006, the Future Forward process was cited as evidence in the EUB Hearings that the community was actively engaged in determining the city’s future. Again, in early 2007, Mayor Melissa Blake, Director of Planning Beth Sanders, and the Future Forward Consultants were invited to share their experience of the Future Forward process with community planners from around Alberta at the Community Planning Association of Alberta conference in Red Deer. Innovative, capacity-building, awareness-raising, and game-changing, Fort McMurray is stepping forward as a leader, both provincially and nationally, in involving the public in a community-generated and community-owned vision.

Gabinet & Associates, Inc.

http://www.calgaryregion.ca/

http://www.synergyalberta.ca/

Appendices

1. Facilitator Training Module 2. Powerful Questions 3. Sector Workshop Report 4. World Café/Forum Agenda 5. PowerPoint Presentation, Beth Sanders 6. Online Survey 7. Youth Project 8. Stakeholder Information Package 9. Addendum to Survey Results

• Quantitative Results • Qualitative



executive summary – future forward 2030: the vision · executive summary – future forward 2030:...

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