Strategic Plan

 "The ideal community for families and business, celebrating our history with a progressive view to our future”

2019-2022 Strategic Plan

Strategic planning is the process of (a) understanding where you are right now, (b) determining where you want to be in the future, and (c) planning how to get there by choosing what areas to focus on first and determining how to best use limited resources.

Setting a strategic direction and acting upon it is imperative for an organizations success. Legal has a three-year Strategic Plan that was developed and approved on January 21, 2019.

Strategic Plan Summary

GOALS SUCCESS INDICATORS ACTIONS
Legal is the ideal community for families.
  • Increased registration in our schools
  • Increased registration in our recreation programs
  • New home starts
  • Reductions of vacancies in rental homes
  • Website & social media is up-to-date
  • Increase public feedback from events
  • Legal advertised to a broader audience (promote 3 schools, low cost of living, quiet/safe community, recreation facilities (sports, clubs, open spaces) via new pictures on website, targeted outside community, regional partners
  • Military – contact resource center to explore opportunities for promotion – re: web link, provide more materials
  • Join Edmonton Salutes Committee
  • Generate current promotional materials (i.e.: Travel Alberta, Go East, etc.)
  • Ensure website is up-to-date, put up new pictures (i.e.: photos of new housing) with the new marketing/website program to be launched
  • Video Project– can be utilized in background through media sites, as a link on website, YouTube “What do you Like in Your Community” and/or “What makes Legal Your Home”
  • Explore billboard ideas – costs, etc.
  • Develop a highway billboard to promote community
  • Land Inventory on website
  • Plan/explore running more family events i.e.: street hockey tournament for Family Day, teen dances, jam session, senior afternoon dance, fun hockey, learn to skate - Multi-age level. Low commitment. Get sponsors to make costs low. Have it run under the Town’s insurance.
Town of Legal prioritizes collaboration with regional partners.
  • Decrease outgoing expenses
  • Consistent attendance from region to discuss regional ideas
  • Explore 1 Regional initiative per year
  • Encourage regular meetings with Councils & CAO with neighboring municipalities in regards to discussing regional issues.
  • Set up a meeting with Sturgeon County Council and staff to develop partnerships such as creation of  Inter-municipal Collaboration Frameworks (ICF), water services, Legal crossroads, recreation, emergency services, advertising and promotion of Region, transportation needs
  • Ongoing collaboration with our regional partnership groups.
  • Explore more cost sharing ideas with region such as Sturgeon Regional Emergency Management Plan (SREMP), Bylaw Enforcement, Fire Services, etc.
Legal has the necessary emergency services for its citizens.
  • Fire Prevention Week
    Increase Volunteer recruitment for Fire Dept
  • Improving reliable EMS
    Meetings with key stakeholders
  • Visibility of emergency group
  • Low turnover of all emergency service volunteers
  • Decrease emergency services response time (RCMP and EMS), COP, MFR
  • Monitor system to ensure that the quality of emergency services is meeting the needs of our residents. Some checks and balances in the system include: adequate and maintained equipment, build a good rapport with Sturgeon County, emergency services are visible in the community, ensure our members have the access to proper training, bi-annual meetings between Council and department heads.
  • Lobby the government for improved ambulance services. 
  • Assist the volunteer emergency services groups by being a strong partner to help recruit new members by means of education, promotion and communication.
  • Give published recognition to emergency service volunteers i.e.: Facebook, news print, participate in functions which recognizes volunteers
Town of Legal provides support and opportunity for new business and industry.
  • Have maintained the businesses we have in the community
  • Have increased store front businesses
  • Have increased home based businesses
  • Decrease all vacant businesses on main street
  • Collaborate with regional partners
  • MDP/LUB development review & amend
  • Advocacy for a paved connection to the Alberta Heartland
  • Meet with local industrial land owners to discuss potential development for industrial use
  • Land inventory on website. 
  • Promote local businesses to use the Sturgeon County Business directory
  • Partnering with Legal Chamber of Commerce to promote membership with both organizations
Town of Legal meets the recreation and social needs of its residents.
  • Positive feedback from community and program attendance
  • Add new community events
  • Decrease indicators of crime in community
  • Receive feedback from public on needs through ongoing appraisal surveys, etc.
  • Collaborate with regional programs. 
  • Explore recreation/social opportunities that don’t need to be 100% cost recovery (keep the people here locally)
  • Communicate with schools and service groups to identify recreational needs and possible partnerships
  • Support crime reduction programs. 
  • Investigate the possibility/viability of establishing a library or library board in the future
Town of Legal is a strong partner in maintaining and strengthening the services we have through education, communication and promotion.
  • Attendance in programs
  • Volunteers joining the registry
  • Enough volunteers to run a program
  • Personal invitations to events/info sessions/projects (social media, Legal-Lerie, using volunteer registry)
  • Comment/suggestion boxes at events/projects
  • Advertising requests for volunteers in Legal-Lerie and social media
  • Advertise with different newspapers within surrounding area (i.e.: Morinville News, Free Press, St. Albert Gazette, LED sign with Centralta)
Town of Legal is fiscally responsible. ensuring community sustainability.
  • Balanced budgets
  • Low debts
  • Sufficient reserves
  • Maintaining infrastructure
  • Fully utilizing grant money
  • 5-year budget forecast for Capital Plan
  • 5-year budget forecast for other projects
  • Prioritize budget items and plan for funding
  • Exploring grant availabilities for Town of Legal
  • Collaborate regionally to offer more cost effective services or programs.
Legal is recognized as a multicultural community with a rich Francophone heritage. 
  • Partnership with the ACFA and Centralta Tourism Society More bilingual activities in the community
  • Increase multicultural events Respectful relationship between ACFA and the Town
  • Achieving competitive advantages through memberships of Francophone organizations
  • Meet with Centralta Tourism Society & l’ACFA to brainstorm ideas for promotional strategy for the Town murals and Francophone endeavor’s or events (i.e.: web promotion, maps and other resources)
  • Community events showcase multicultural and bilingual heritage (i.e.: Fete au Village & Meet Your Community - food, music, Family Day)
  • Maintain relationship with other francophone communities within Alberta (i.e.: Alberta Bilingual Municipality Association)
Town of Legal has a strong working relationship with the business community. 
  • Chamber of Commerce and Town have shared vision
  • Respectful relationship between Chamber of Commerce , Town of Legal businesses and Town Council
  • Maintain ongoing relationship and discussions with the Chamber of Commerce.
  • Legal Chamber of Commerce 2020 AGM function with a presentation from the Town of Legal with a focused agenda on new website benefits and marketing strategies to Chamber of Commerce business memberships (i.e.: power point presentation from a 3rd party working for the Town to present how the initiatives taken by the Town can incorporated with a working relationship with the Chamber of Commerce).
Town of Legal to have a clear and progressive vision for the future of the community.
  • Legal has a vision statement
  • Write a vision and mission statement for the Town. 
  • Develop guiding principles. 
Town of Legal to review, amend or create bylaws to enhance beautification and safety of community.
  • Well maintained properties for residential and industrial/commercial
  • Positive feedback from the community and visitors
  • Develop community standards
  • Meeting with bylaw to discuss expectations of enforcement
  • Advertise awareness of bylaw

Guiding Principles

Council and administration adhere to five guiding principles in order to fulfill the community’s strategic objectives:

  1. Leadership – we lead the community by listening, being responsive and inspiring other to contribute to a better future.
  2. Teamwork – working together to earn trust and respect in the community.
  3. Communication – sharing information an encouraging feedback.
  4. Creativity – we strive to develop optimistic creative working partnerships.
  5. Optimism – we encourage community involvement while embracing change.
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