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Municipal
Development Plan
Bylaw 2020/20
Town of Rocky Mountain House
2 | Rocky Mountain House Municipal Development Plan
1
INTRODUCTION AND PLAN PURPOSE
5
1.1 Purpose
7
1.2 Plan Authority
8
1.3 Project Process and Public Engagement
10
2
COMMUNITY CONTEXT AND TRENDS
13
2.1 Regional Context
14
2.2 History
14
2.3 Growth Trends
15
2.3.1 Demographics
15
2.3.2 Housing
16
2.3.3 Economy
16
2.4 Land Availability
17
2.5 Opportunities and Challenges
18
2.5.1 Opportunities
18
2.5.2 Challenges
18
3
VISION, GUIDING PRINCIPLES, AND GOALS
21
3.1 Vision
22
3.2 Guiding Principles
22
3.3 Goals
23
4
TOWN-WIDE POLICIES
27
4.1 Growth Management
28
4.2 Intermunicipal Planning and Regional Cooperation
28
4.3 Economic Development
30
4.4 Environmental Sustainability and Ecological Management
31
4.4.1 Environmental Design
31
4.4.2 Environmental Reserve
32
4.4.3 Conservation of Natural Features
32
4.5 Development Constraints and Hazards
33
4.5.1 Sour Gas
33
4.5.2 Required Setbacks
33
4.6 Heritage Preservation
34
4.7 Community and Protective Services
35
Contents
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5
LAND USE POLICIES
37
5.1 Land Use Concept
38
5.2 Residential
40
5.2.1 General Residential Policies
40
5.2.2 Neighbourhood Residential
41
5.2.3 Residential Acreages
41
5.3 Downtown
42
5.3.1 General Policies
42
5.3.2 Downtown Core Mixed-use
43
5.3.3 Downtown Transition
43
5.4 Commercial
44
5.4.1 General Commercial Policies
44
5.4.2 Highway Commercial
45
5.4.3 Local Commercial
45
5.5 Industrial
46
5.6 Open Space and Recreation
47
5.6.1 Recreation Facilities and Amenities
47
5.6.2 Parks and Trails
47
5.6.3 Municipal Reserve
48
6
TRANSPORTATION, UTILITIES, AND SERVICING
49
6.1 Transportation
50
6.2 Utilities and Servicing
52
7
IMPLEMENTATION
53
7.1 Plan Implementation
54
7.1.1 Plan Interpretation and Monitoring
54
7.1.2 Preparation of Statutory Plans
55
7.1.3 Public Participation
55
GLOSSARY
56
APPENDICES
59
| 5
1 Introduction and Plan
Purpose
6 | Rocky Mountain House Municipal Development Plan
| 7
1.1 Purpose
The purpose of the Municipal Development Plan (MDP)
is to guide future growth and development in the Town
of Rocky Mountain House over the next 20 years. To do
this, the MDP provides policies to direct future land
uses, infrastructure, and the physical development of
the community. The intent of this MDP is to support well
managed and sustainable growth and development that
will ensure a high quality of life for the Citizens of Rocky
Mountain House now and in the future.
Specifically, this MDP has been created to:
» Describe the Town of Rocky Mountain House's
preferred direction with respect to land use,
infrastructure investment, provision of services, and
future development patterns.
» Guide policy creation and planning tools regarding
land use, transportation, and infrastructure
investment decisions.
» Provide an overarching document to assist in the
coordination of municipal bylaws, policies,
programs, and investments.
This 2020 MDP update revisits the goals and vision of
the 2011 MDP to re-establish and re-envision the Town
of Rocky Mountain House's future land use and growth.
The MDP's vision, guiding principles, and goals were
affirmed through town-wide public engagement to
ensure that the vision and priorities of Rocky Mountain
House's residents and leaders were accurately reflected.
8 | Rocky Mountain House Municipal Development Plan
1.2 Plan Authority
The Alberta Municipal Government Act (The Act)
requires all municipalities to adopt and maintain a
Municipal Development Plan. As identified in Section 632
of The Act, Municipal Development Plans must provide
policy direction for the following key items:
» Future land use within the town and how it is
intended to be developed.
» Coordination of land use, growth, and infrastructure
with adjoining municipalities.
» Policies regarding provision of transportation
systems and municipal servicing.
» Guidance on land-use compatibility and regulation
near sour gas facilities.
» Policies regarding municipal and school reserve.
» Policies respecting the protection of agricultural
operations.
The Municipal Development Plan must also be
consistent with the Intermunicipal Development Plan
between Rocky Mountain House and Clearwater County.
As per The Act, Municipal Development Plans may
additionally address environmental matters,
development constraints, financing of municipal
infrastructure, municipal programs, financial resources,
economic development, conservation reserve, and other
programs or matters relating to the physical, social, or
economic development of the municipality.
This Municipal Development Plan is a high-level statutory
plan. As such, all other Town Plans and Strategies must
be consistent with the MDP and its policies. As part of
the municipal planning process, the Town may develop
more specific Area Structure Plans (ASP) and Area
Redevelopment Plans (ARP) to provide detailed
direction for smaller areas within the town. These ASPs
and ARPs must be consistent with the policies and land
use concept of the MDP.
A major review of the MDP should be undertaken every
five (5) years to ensure that the goals, policy directions,
processes, and actions reflect current growth forecasts,
market trends, overall community values, and the Town's
financial capacity.
Clear and consistent direction for the implementation of
this plan is required in order for the Town to achieve its
vision. The responsibility for the implementation,
monitoring, and review of the MDP rests with the Town
Council, committees of Council, administration, and the
residents of Rocky Mountain House.
This Plan replaces the former Municipal Development
Plan, which was completed in 2011.
10 | Rocky Mountain House Municipal Development Plan
1.3 Project Process and
Public Engagement
The Town of Rocky Mountain House is committed to
meaningful engagement of its citizens regarding
decisions that affect the Town. As part of the renewal of
the Municipal Development Plan, there were three
Stages of Public and Stakeholder Engagement: Imagine,
Create, and Review. The engagement was conducted as
part of the joint project to modernize both the Town's
MDP and Land Use Bylaw, which was initiated by Council
in January 2019. A summary of the engagement is
provided below. For the full Engagement Report, see
Appendix A.
Stage 1: Imagine
Project work began in May 2019 with a visioning session
with Town Council and staff. The objective of the session
was to establish priorities for the project and identify
initial constraints and opportunities facing Rocky
Mountain House. Following this, members of the public
were invited to an open house and to complete an online
survey about their vision for the future of Rocky
Mountain House. To reach a broader audience, Pop-up
feedback stations were also set up at the Market on Main
and a "sounding board" was set up outside of the
Christenson Sports and Wellness Centre for people to
leave comments. In a separate session the team met
with invited development and real estate stakeholders to
discuss community priorities. The feedback and insights
gained from this stage of engagement were incorporated
into the draft vision and guiding principles of the MDP.
Stage 2: Create
In Stage 2, the project team conducted an online survey
to gather input on the draft vision, guiding principles,
and policy directions of the Plan. The initial land use
concept map was also presented for feedback. In order
to advertise for the survey and gather additional input,
the project team attended the September recreation
sign up "smorg". The results of this phase of
engagement were incorporated into the first draft of the
Plan.
Stage 3: Review
In Stage 3, the public was asked to provide comments on
a full draft of the Municipal Development Plan.
An online survey asked for feedback on the proposed
changes to the priorities of the MDP, the location and
intent of land use areas, and proposed changes to the
distributions of core commercial, local commercial, and
downtown transition areas. Feedback gathered
throughout Stage 3 was incorporated into the final
revisions of the MDP.
Stage 1: Imagine
Stage 2: Create
Stage 3: Review
JUN
JUL
Public
Engagement
Public
Engagement
Public
Engagement
Council
Approval
AUG
SEP
OCT
NOV
DEC
Q1 2020
Figure 2: Engagement Timeline
| 11
12 | Rocky Mountain House Municipal Development Plan
2 Community Context and
Trends
| 13
14 | Rocky Mountain House Municipal Development Plan
2.1 Regional Context
The Town of Rocky Mountain House is located in Central
Alberta west of the QE2 highway corridor. It is bisected
by Highway 22/11 running north - south and Highway 11
A and Highway 598 running east - west. Highway 752
also runs north-south through the southwest quarter of
town. The town is further bordered by the North
Saskatchewan River to the west and is surrounded by
Clearwater County.
In addition to access by highway, Rocky Mountain House
has access to rail and air transportation. The CN railway
runs through the south of town across Highway 11,
connecting to Edmonton. The Rocky Mountain House
Airport is located just north of town in Clearwater
County.
2.2 History
Rocky Mountain House has a rich, diverse history
spanning many generations and cultures. The primary
significance of the area is drawn from its position at the
confluence of the North Saskatchewan and Clearwater
Rivers, which served as a vital transportation network
for both Indigenous communities and European settlers
before the creation of roads, railways, and airports.
Since time immemorial, Indigenous communities relied
on the North Saskatchewan River Valley as a place for
hunting, fishing, and gathering. Rivers provided
important transportation routes, servings as highways
for small watercraft including canoes. The area now
known as the Town of Rocky Mountain House is within
the traditional territory of the Blackfoot peoples.
| 15
Between 1799 and 1864, both the Hudson's Bay
Company and the North West Company established fur
trading posts in the area, recognizing the value of the
connecting rivers and the access they provided for
trading with Indigenous communities. The North West
Company post became the base camp for noted
explorer David Thompson in the late 1700s. Thompson
is known for exploring and mapping the West, including
routes through the Rocky Mountains and the entire
length of the Columbia River. He was also known for
documenting the culture and practices of the
Indigenous communities he met.
About thirty years after the end of fur trading at the
posts in 1875, Europeans began to settle and cultivate
crops in the area, beginning to shape the foundations of
the Town that stands today. Coal deposits found in
nearby Nordegg sparked the extension of rail through
Rocky Mountain House between 1912 and 1914,
bringing more people and jobs to the area. By 1939,
Town of Rocky Mountain House was incorporated with
approximately 800 people. It continued to grow as
agricultural, oil, natural gas, and other natural resource
industries expanded in the surrounding area.
Rocky Mountain House's history is a valuable resource.
The stories of the past have helped to build the Town's
sense of place which residents and visitors alike may
enjoy today by visiting the National Historic Site and
wandering along the North Saskatchewan River.
2.3 Growth Trends
2.3.1 Demographics
Currently, the town has a population of about 6,670
people (Statistics Canada, 2016). This is relatively
evenly split between males and females. The population
of Rocky Mountain House saw continuous growth from
1975 until 2011; however, from 2011 to 2016, it
decreased by 4.3 percent. This coincided with the
provincial economic downturn in 2014.
Moving into the future, the Alberta Ministry of Health
projects a relatively low compound growth rate of
approximately 0.90% in the Rocky Mountain Health
Region over the next 20 years (2018). Applying this
projected growth rate to just Rocky Mountain House,
this would mean an increase of 18.52% total, or a
population increase of about 1323 people by 2039. The
resulting total population would be approximately 8,080
people. However, as the primary urban centre in the
area, Rocky Mountain House may see a larger share of
the region's population growth of approximately 4000
people.
Another important demographic consideration is that
Rocky Mountain House's population is aging. The
average age of the population is 38.9 years old, which is
just slightly older than the provincial average of 37.8
years. This is due to the town having approximately a 3%
higher proportion of adults over the age of 65. This
population of older adults is anticipated to increase as
individuals from the adjacent County retire to the town
for better access to health and other services and
supports. At the same time Kindergarten to Grade 9
enrollment has been declining since 2013, though High
School enrollment has been increasing. Post-secondary
enrollment and trades apprenticeships have also been
decreasing. An aging population has various implications
on Town services, housing, recreation, and accessibility.
Main Street Rocky Mountain House, early 1900s.
Source: Prairie-Towns.com
16 | Rocky Mountain House Municipal Development Plan
Another notable change is that the town is becoming
slightly more diverse. In 2016, 9.2% of residents
identified as Indigenous, an increase of about 12.1%
over the past 5 years. This is slightly higher than the
Alberta average of 7.6%. Additionally, 5% of people
identified as a visible minority. This is significantly lower
than the Alberta average of 23.5% but reflects a
significant change in the town itself (a 58.6% increase
over 5 years).
Figure 3: Distribution (%) of the Population by Broad
Age Groups
AGE GROUP
ROCKY MOUNTAIN
HOUSE
ALBERTA
0 to 14 years
19.7
19.2
15 to 64 years
64.7
68.5
65 years +
(85 years +)
15.7
(2.7)
12.03
(1.6)
2.3.2 Housing
There are 3016 housing units in the town (Alberta
Regional Dashboard, 2017). Approximately 61.7% of all
housing in Rocky Mountain House is single-detached
housing. Much of this housing stock was constructed
between 1981 and 2000. Overall, residential uses make
up 74.7% of property assessments in the town (Alberta
Regional Dashboard, 2017).
Another housing consideration is ownership. The tenure
split of housing in Rocky Mountain House is
approximately 12% rental and 88% owned. The rental
vacancy rate increased from 2014 to 2016 but decreased
to 17.4% in 2018 (Alberta 2018 Apartment Vacancy and
Rental Cost Survey).
The average household size in the town is 2.4 people
(Statistics Canada, 2016). If household size continues to
average about 2 people per household and population
increases 18.52% in the next 20 years, the Town will
need approximately 600 new housing units by 2039 in
addition to filling existing vacant rental units.
2.3.3 Economy
As the primary urban service centre for Clearwater
County, Rocky Mountain House plays an important role
in the provision of regional economic activities and
services. The major industries of the town are oil and
gas, tourism, agriculture, and forestry. Due to reliance
on these industries, the Town of Rocky Mountain
House's economy was impacted by the rapid decline of
oil prices in 2014, the effects of which were felt
throughout the province. As a possible result of this
decline, the median income for families in the Town has
been decreasing from 2014, going from $97,360 to
$85,010 (a change of about 2.2% in the last five years).
The number of building permits in Rocky Mountain
House also declined from 2012 to 2017, going from 114
permits to 49. This was primarily a reduction in
residential permits, as commercial, industrial, and
institutional permits have remained relatively stable
since 2009. In 2018, 58 permits were issued, which
reflects a slight increase in residential permits and small
increase in commercial permits (Town of Rocky
Mountain House Statistics, 2017).
Through diversification of its economic activities, the
Town is beginning to see economic growth again.
Currently, there are 808 registered businesses in Rocky
Mountain House. The number of businesses that were
incorporated, which had decreased from 2014-2016, is
now trending upwards. In 2018, 93 new businesses were
incorporated. Overall in the town 96.7% of businesses
are considered small businesses with fewer than 49
employees (Alberta Regional Dashboard, 2017).
Additionally, the 2016 census results indicate that about
a quarter of residents are working in retail or tourism
related industries.
| 17
FIGURE 4: CHANGE IN DEVELOPMENT PERMITS OVER TIME
Source: Alberta Regional Dashboard, 2018
2.4 Land Availability
The 2009 Land Supply and Growth Study anticipated
significantly more population growth in Rocky Mountain
House by 2039 than Alberta Health (2018) projections.
The Growth Study projected a 2039 population of
11,403 people, which is approximately 29% more than
the Alberta Health and Wellness projection of 8,080
people. The updated population projection, considered
with the rental vacancy rate and number of residential
permits, indicates that the Town will require less housing
units by 2039 than the Land Supply and Growth Study
indicated. As it was already determined that there was
enough residential land available to support a higher rate
of growth, there should still be an adequate 20-year
supply of residential land. There are also opportunities
for infill development and increased density of
residential areas, which increases the capacity of existing
serviced land.
Commercial and Industrial permit rates have stayed
relatively level since the 2009 Land Supply and Growth
Study. The Growth Study indicated that there would be
enough commercial and industrial land availability by
2037 but that more industrial land would be needed
after that time. The Town has again consumed less land
than it had forecast for both commercial and industrial
uses and should still have an adequate supply for the
next 20 years.
As a result, with current growth trends, there is
sufficient residential, commercial, and industrial land to
support the Town over the next 20 years.
18 | Rocky Mountain House Municipal Development Plan
2.5 Opportunities and
Challenges
There are several natural and human-made features and
conditions in the region that influence future patterns of
growth of the Town. Some of these features constrain
urban development, while others reflect unique
opportunities that can be harnessed to increase the
vibrancy and resiliency of the Town as it continues to
develop.
2.5.1 Opportunities
There are many opportunities for development and
economic diversification in the Town. The Town has
sufficient zoned residential, industrial, and commercial
land to support further development over the next 20
years. It also has established highway, rail, and air
transportation connections. This means there is
opportunity to market these areas and assets to
innovative industries and businesses to further diversify
economic development in Rocky Mountain House.
Recent investment and effort has generated activity in
the Town's core and improvement of the public realm.
There is opportunity to build from this initiative to
intensify development in the core, strengthen local
business, and develop additional public space to enhance
downtown as a centre for public life and commerce.
Encouraging additional density in downtown and
surrounding transition areas would also serve to diversify
the Town's current housing stock, make efficient use of
existing municipal services, and reduce the need for new
residential expansion areas.
Two of Rocky Mountain House's greatest strengths are
its access to pristine natural environments and outdoor
recreation and its position on the North Saskatchewan
River. There is opportunity to build on these strengths
and to market the Town as the "adventure hub" of
Alberta. Successful marketing and policy efforts could
encourage more recreation ventures and
accommodation providers to locate within Rocky
Mountain House.
The Town also has the opportunity to further improve
public recreational amenities and open space within
Town boundaries for residents as well as visitors to the
area. This includes connecting existing trails and
enhancing public access to the North Saskatchewan
River, Mud Lake, and Trapper's Creek. Creation of a large
town-wide gathering space could allow for hosting of
larger Town-wide celebrations and improvements to
North Saskatchewan River Park could increase year-
round use and activation. In addition to serving as a draw
for tourism, providing additional access to recreation,
walkability, and amenities also has the advantage of
making the area more attractive for people seeking a
place to live, work, and play.
2.5.2 Challenges
Though a source of significant opportunity for economic
development, the presence of Highway 11, which bisects
the town north to south, and the rail line place some
constraints on development. They create physical
transportation barriers within the community,
particularly for pedestrian access, and create noise
impacts that are not compatible with certain uses,
namely residential. Consequently, planning must ensure
that appropriate land uses are targeted for lands
adjacent to these key transportation links and that there
is planned connectivity for all modes of transportation
across them.
There are several required development setbacks from
infrastructure in Rocky Mountain House that also
constrain development in the Town. In the north and
east, the sewage lagoon and solid waste transfer station
constrain residential development, as both require a
provincially mandated setback. Several pipeline rights-of-
way, which include development setbacks, are also
located throughout the plan area. This infrastructure
represents a constraint to development because the
corridors are undevelopable and add cost to
development because of the need to cross these
corridors with municipal services.
| 19
Collector
Highway / Arterial
Railway
Pipeline
Planned Collector
Water Treatment Plant
Power Substation
Waste Transfer Station
Communications Tower
Sewage Lagoon
Oil Well
Town Boundary
LEGEND
Hwy 11 / Hwy 22
North Saskatchewan River
Mud Lake
Hwy 11A
Hwy 598
300m
300m
300m
52 Ave
Hwy 11 / Hwy 22
1
0.4
0.6
0.2
0
0.8
FIGURE 5: DEVELOPMENT CONTRAINTS MAP
20 | Rocky Mountain House Municipal Development Plan
Though also sources of opportunity, several of the
Town's natural features are also development
constraints. The North Saskatchewan River presents a
development constraint to the west of Town. One
reason is the banks are steep on the Town side, which
makes it difficult to provide safe public access to the
water. Another is the single bridge across the river.
There are several low, wet, boggy areas that will affect
development, particularly in the south west area south
of the CPR line and north east of Highway 11; however,
there is the potential for the Town to turn these wetland
areas into opportunities for public open space and green
infrastructure.
3 Vision, Guiding Principles,
and Goals
The vision, guiding principles, and goals are the foundational elements of the Municipal Development Plan. The
vision represents the aspirational future for Rocky Mountain House and informs all decision making regarding this
plan. The guiding principles are themes that represent the priorities of the community, developed through public
and stakeholder engagement. These principles are linked to aspirations within the vision and have informed the
policies of this Plan. Finally, the goals provide a series of tangible actions to be completed throughout the life of
this Plan to achieve the vision for the Town.
| 21
3.1 Vision
The vision provides the foundation for the Municipal
Development Plan. The vision provides the imagined
future of the Town in 20 years.
Rocky Mountain House is:
» the adventure capital of Alberta, with unparalleled
access to pristine river and mountain environments
and boundless recreational opportunities and
events.
» a forward-thinking, innovative, and prosperous
community that supports diverse local businesses
and industries and is full of opportunity for growth
and change.
» a livable, inclusive community where residents of all
ages can access community amenities within walking
and cycling distance.
3.2 Guiding Principles
The Guiding Principles are the key ideas that were
considered throughout the development of the MDP
and its policies. These principles were developed in
collaboration with the public and stakeholders and
reflect the values that should be incorporated into all
Town land use decision making.
Resilient, Diverse Economy: Rocky Mountain House
supports a diverse and prosperous economy.
Adventure Hub: Rocky Mountain House is Alberta's
adventure hub, which supports a thriving local tourism
industry.
Healthy and Connected: Rocky Mountain House is well
connected, with a complete network of streets and
pathways that link key destinations in Town and the
surrounding region.
Complete, Sustainable Communities: Rocky Mountain
House is a leader and innovator in sustainable
community development.
Vibrant Arts & Culture: Rocky Mountain House
supports a vibrant arts and culture community.
Celebrated History & Diversity: Rocky Mountain House
acknowledges the area's rich history and its significance
to Indigenous Peoples.
Abundant Recreational Opportunities: Rocky
Mountain House celebrates its connection to the North
Saskatchewan River and boasts a vibrant network of
parks, trails, and recreation opportunities.
22 | Rocky Mountain House Municipal Development Plan
3.3 Goals
The Goals are a series of actions to be accomplished in
the life of the Plan. Throughout the MDP, the goals are
indicated as they relate to each policy section.
A. Support a Vibrant, Energized Downtown
Downtown is the heart of civic life and commerce in our
Town. The MDP supports the continued redevelopment
and intensification of downtown, building upon recent
investments to infrastructure and public space. The
Town will:
1. Reinforce the downtown core as a business,
administrative, and cultural heart of the town.
2. Encourage higher-density residential
development in and adjacent to downtown.
3. Activate downtown by supporting mixed-use
development, active frontages, events, and
vibrant public spaces.
4. Continue to foster a pedestrian friendly retail
environment on Main Street.
5. Develop additional public gathering spaces in
downtown.
B. Build a Resilient, Diverse Economy
Rocky Mountain House's economy has historically been
reliant on major natural resource and agricultural
industries. Though these will continue to be an essential
part of the local economy, the Town is committed to
diversification in order to become more resilient to
changing economic trends. Therefore, the Town will
support continued growth of commercial service
industries, post-secondary education opportunities, and
local tourism efforts to align with the Town's vision of
becoming the "Adventure Hub" of Alberta. The Town
will:
1. Promote a positive and competitive business
climate.
2. Foster local business retention and expansion.
3. Attract diverse new commercial and industrial
development.
4. Promote Rocky Mountain House as a tourism
destination and the "adventure hub" of Alberta.
5. Support investment in education and training
programs to retain a skilled labour force.
| 23
24 | Rocky Mountain House Municipal Development Plan
C. Develop Complete, Healthy Communities
Complete communities are places where residents of all
ages can live, work, and play within a walkable distance
from home. The MDP supports the development of
complete communities that encourage use of active
modes of transportation, provide a mix of uses and
services, and provide a diverse range of housing types
and tenures to support residents in all stages of life. The
Town will:
1. Support a mix of housing types and tenures
through development in existing
neighbourhoods and new communities.
2. Support a greater mix of land uses, in new and
established neighbourhoods and employment
areas.
3. Ensure neighbourhoods are safe and inclusive
living environments.
4. Facilitate the planning and delivery of social
programs that support and enhance individual,
family, and community quality of life.
5. Preserve and interpret heritage resources to
contribute to community identity, pride, and
sense of place.
D. Protect Rocky Mountain House's Land, Water,
and Air Quality.
One of Rocky Mountain House's greatest assets is its
connection to natural features, including the North
Saskatchewan River. Protecting these features
contributes to the overall wellbeing of the town by
providing ecosystem services and allowing residents to
connect with nature. The Town will:
1. Recognize the value and contribution of natural
areas and their ecosystem functions.
2. Preserve significant natural areas to create and
maintain attractive, pristine, and ecologically
responsible natural and built environments.
3. Implement environmental design and building
principles into all new development and
redevelopment.
4. Reduce carbon emissions and implement
adaptive measures to increase resiliency to a
changing climate.
5. Support programs and initiatives that increase
awareness and public involvement in
environmental management and conservation.
| 25
E. Prioritize Multi-Modal Connectivity
Healthy and connected communities are places where
people have many options for getting around, including
walking, cycling, or driving. The MDP supports
connectivity for all modes of transportation by
encouraging the development of complete streets,
pathway connections, and other transportation
infrastructure. The Town will:
1. Prioritize connectivity and safety for active
transportation modes.
2. Increase the mode share of active
transportation options through the
development of complete streets, pathways,
and safe crossings.
3. Improve pedestrian connectivity across town
arterials and highways.
4. Establish the built form to support a future
transit system.
5. Cooperate in the development and maintenance
of regional and provincial transportation
networks.
F. Provide Culture and Recreation Opportunities
One of the things the residents of Rocky Mountain
House love about their town is their access to
recreational opportunities. The MDP supports the
continued improvement of the Town's indoor and
outdoor recreation facilities, including parks, trails, and
other open space amenities. The Town will:
1. Develop a continuous system of pathways with
linkages to parks, natural areas, and other key
destinations in town.
2. Provide a variety of recreational opportunities in
town ranging from passive leisure to active
recreation activities.
3. Encourage sharing and multiple use of parks and
open space areas among a variety of user
groups and activities, including maintaining joint
use agreements for facilities with the School
Boards.
4. Ensure that the design and development of
community sites and facilities are inclusive and
accessible to everyone.
5. Maximize the year-round use of recreational
developments and facilities.
6. Collaborate with Indigenous communities on the
development of cultural and business-related
activities for the betterment of the area.
7. Partner with community organizations to
embrace all cultures in the community.
26 | Rocky Mountain House Municipal Development Plan
G. Foster Regional Cooperation
Rocky Mountain House has an important position in the
region as an urban service centre. The MDP supports
ongoing cooperation and collaboration with surrounding
municipalities and organizations to deliver services and
enable sustainable development of the region. The Town
will:
1. Work with Clearwater County to identify and
protect future growth areas for both
municipalities.
2. Ensure an appropriate supply of land and
infrastructure is available to accommodate
future growth.
3. Work with the Government of Alberta, its
agencies and other municipalities, in the
provision of programs and services that benefit
residents and businesses in the region.
4. Work with Clearwater County to ensure orderly
development practices, issue resolution, and
appropriate management and control of future
growth areas adjacent to the Town-County
boundary.
5. Protect valuable agricultural land and activities.
6. Maintain Rocky Mountain House's position as an
urban service centre.
4 Town-wide Policies
The Town-wide policies establish direction on various subjects that apply to all
growth and development in Town. This includes policies on:
» Growth Management
» Regional Cooperation
» Economic Development
» Environmental Sustainability
» Development Constraints and Hazards
» Heritage
| 27
4.1 Growth Management
Municipal growth thrives in a safe and predictable
environment. The policies within this section ensure that
the Town of Rocky Mountain House grows in an orderly,
sustainable fashion that coincides with the appropriate
provision of municipal utilities and services.
Goals
G2: Ensure an appropriate supply of land and
infrastructure is available to accommodate future
growth.
G5: Protect valuable agricultural land and activities.
Policies
a) The Town shall monitor the growth of the town
and update its Land Supply and Growth Study
every five years to ensure a 20 to 25-year supply
of commercial, industrial, and residential land.
b) Agricultural land and operations shall be
protected from premature fragmentation
through the orderly progression of
development.
c) The Town shall ensure that new development is
contiguous to the existing built-up area.
d) The Town shall prioritize infill development in
existing neighbourhoods and the construction
of already planned neighbourhoods, prior to
expansion of developed areas within town
boundaries.
e) The costs of servicing new development shall be
borne by the developer as established in formal
development service agreements.
f) Area structure plans shall be developed for all
new communities.
4.2 Intermunicipal Planning
and Regional Cooperation
Intermunicipal planning and regional cooperation is
fundamental to the growth of, and planning for, Rocky
Mountain House. Therefore, the policies in this section
provide direction on cooperative efforts between
municipalities and other government agencies to achieve
mutual objectives that benefit residents and businesses
in Rocky Mountain House. They also help to secure the
town's long-term growth.
Goals
E5: Cooperate in the development and maintenance of
regional and provincial transportation networks.
G1: Work with Clearwater County to identify and protect
future growth areas for both municipalities.
G2: Ensure an appropriate supply of land and
infrastructure is available to accommodate future
growth.
G3: Work with the Government of Alberta, its agencies
and other municipalities, in the provision of programs
and services that benefit residents and businesses in the
region.
G4: Work with Clearwater County to ensure orderly
development practices, issue resolution and appropriate
management and control of future growth areas in the
areas adjacent to the Town/County boundary.
G6: Maintain Rocky Mountain House's position as an
urban service centre.
28 | Rocky Mountain House Municipal Development Plan
Policies
a) The Town shall work with Clearwater County to
maintain an up to date Intermunicipal
Development Plan (IDP) that identifies and
protects the Town's and the County's long-term
growth areas.
b) The Town shall follow all IDP policies for
communication, referral, and formal dispute
processes with Clearwater County.
c) As required to maintain a 20 to 25-year supply
of residential, commercial, and industrial land,
the Town shall initiate the annexation of lands
from Clearwater County in a manner that:
i.
is consistent with the IDP;
ii. supports the fiscal, environmental, and
social sustainability of both municipalities;
and
iii. discourages the loss and premature
fragmentation of agricultural land.
d) The Town shall, in cooperation with Clearwater
County, encourage oil and gas facilities and
pipelines to be located beyond the Town's
identified future growth areas or in other
appropriate areas. Where it is not possible to
avoid these areas, the Town will encourage the
use of alignments and locations that are
conducive to future urban development.
e) The Town acknowledges its role within the
watershed of the North Saskatchewan
Watershed Alliance and will follow the
recommendations of the Integrated Watershed
Management Plan.
f) The Town will comply with and implement the
North Saskatchewan Regional Plan, once
approved, as per the requirements of the
Alberta Lands Stewardship Act.
g) The Town will work with Clearwater County,
surrounding communities, and relevant agencies
to ensure the coordinated delivery of
emergency and social services in the region.
h) The Town will work with Clearwater County and
other interested parties to create and
implement a regional approach to conserving
key natural areas and functions.
i) The Town shall work with Clearwater County to
ensure the safe and effective operations of the
Rocky Mountain House Airport.
j) The Town shall coordinate road and trail
connections with the Province of Alberta and
Clearwater County to ensure regional
connectivity.
k) The Town shall continue to be an active partner
in promoting and collaborating on regional
economic development opportunities.
| 29
4.3 Economic Development
Economic development is essential to the growth of
Rocky Mountain House. The policies in this section
address diversification of the Town's economic profile,
creation of employment opportunities, and the
strengthening of local business and tourism industries.
Goals
B1: Promote a positive and competitive business
climate.
B2: Foster local business retention and expansion.
B3: Attract diverse new commercial and industrial
development.
B4: Promote Rocky Mountain House as a tourism
destination and the "adventure hub" of Alberta.
B5: Support investment in education and training
programs to retain a skilled labour force.
Policies
a) The Town will actively work to diversify the local
and regional economic base by marketing
developable land to new and existing industries.
b) The Town will promote access to rail and air
transportation as prime opportunities for new
commercial and industrial development.
c) The Town will support the expansion of post-
secondary education and skills training
opportunities within the Town, with a focus on
retaining youth in the community.
d) The Town will develop a Tourism Strategy for
the town, which identifies priority actions to
strengthen the tourism industry and market the
town as the Adventure Hub of Alberta. The
Tourism Strategy should build upon the work
conducted in the David Thompson Country
Regional Tourism Strategy (2017), and Central
Alberta Destination Management Plan (2015),
tie into downtown revitalization strategies, and
involve collaboration with Indigenous partners,
local businesses, and community organizations.
e) The Town will support the development of small
business through the implementation of flexible
and supportive land use policies.
f) The Town will investigate incentives to
encourage businesses to locate in downtown.
g) The Town will support and promote community
events and seek opportunities to increase the
number of events throughout the year.
h) The Town will continue to identify opportunities
to pre-service vacant industrial and commercial
land to incentivize development.
i) The Town will promote federal and provincial
economic and tourism development funding
and grant opportunities within the business
community and seek partnership opportunities
in funding applications.
j) The Town will continue to consider the
provision of municipal economic development
grant programs to encourage business
innovation and start-ups in the town.
k) The Town will promote buying local and
consider implementing a local-first purchasing
policy for the corporation.
l) The Town will work with appropriate rail
companies on the development of an active rail
spur.
30 | Rocky Mountain House Municipal Development Plan
4.4 Environmental
Sustainability and Ecological
Management
Environmental and ecological management refers to the
identification and conservation of natural systems.
Preserving and enhancing natural environments has
many benefits both for people and natural systems.
Natural environments provide recreational
opportunities. They also support a variety of ecosystem
services, such as increasing water and air quality. The
policies in this section address environmental
sustainability and the conservation of natural
environments.
Goals
D1: Recognize the value and contribution natural areas
and their ecosystem functions.
D2: Preserve significant natural areas to create and
maintain attractive, pristine, and ecologically responsible
natural and built environments.
D3: Implement environmental design and building
principles into all new development and redevelopment.
D4: Reduce carbon emissions and implement adaptive
measures to increase resiliency to a changing climate.
D5: Support programs and initiatives that increase
awareness and public involvement in environmental
management and conservation.
Policies
4.4.1 Environmental Design
a) The Town shall incorporate environmental
design considerations into all new Town
facilities, including:
i.
water conservation;
ii. stormwater management/low impact
development (LID);
iii. renewable energy;
iv. energy efficiency;
v. use of recycled materials;
vi. reduction of waste;
vii. adaptive reuse (where possible); and
viii. green roofs (where possible).
b) The Town shall incorporate the environmental
design considerations identified in policy 4.4.1a
in the retrofit of existing Town facilities, where
possible.
c) The Town shall develop Sustainable Community
Design Guidelines based on current best
practices for environmental design, including:
i.
water protection and conservation;
ii. compact built form;
iii. resource conservation/reduction of waste;
iv. protection of locally significant wildlife
habitat and ecological systems;
v. connectivity to active transportation
networks/walkability;
vi. energy efficiency;
vii. adaptive reuse; and
viii. green roofs.
| 31
d) Proposals for new communities must
demonstrate adherence to environmental
design principles identified within the
Sustainable Community Design Guidelines.
e) The Town shall ensure that natural features and
environmentally sensitive areas are identified
and protected in advance of urban expansion
through their designation in area structure
plans.
f) The Town will encourage the retention of
existing wetlands versus compensation by the
Province.
g) The Town will increase the urban tree canopy to
reduce the urban heat island effect and to store
carbon.
h) Significant mature trees shall be retained
wherever possible and replaced if removal is
necessary for development.
i) The Town shall naturalize stormwater
management facilities wherever possible to
enhance their ecological value and community
benefit.
4.4.2 Environmental Reserve
a) The Town shall require that lands considered
unsuitable for development are dedicated as
environmental reserve through the subdivision
process, in accordance with the Municipal
Government Act.
b) The Town may allow for an environmental
reserve easement in place of environmental
reserve dedication where there is no public
access required or likely to be desired in the
future.
c) The Town shall require that any subdivision
proposal adjacent to a water body or water
course dedicate a buffer from the water body/
course as environmental reserve to protect
riparian areas and provide public access. The
width of the required dedication shall be
established by the Subdivision Authority.
d) The Town may use environmental reserve lands
to extend the public trail system, as long as the
ecological integrity of the land is retained or
enhanced.
4.4.3 Conservation of Natural Features
a) The Town shall prioritize the protection of
riparian areas along the North Saskatchewan
River, Trapper's Creek, and Mud Lake. The Town
shall work with Clearwater County to protect
riparian areas along Clearwater River.
b) The Town will consider the use of land
purchases, land swaps, leasing agreements,
conservation agreements and easements to
protect important natural features that do not
qualify as environmental reserve land.
c) The Town will identify opportunities to partner
with local organizations in the preservation and
stewardship of natural areas, including invasive
species removal.
d) The Town shall view natural features as green
infrastructure, recognizing the economic, social,
and environmental benefits that they provide to
the Town.
e) The Town will investigate the establishment of a
stewardship program to provide education and
awareness to citizens on how to naturalize their
property and assist in monitoring the health of
the Town's natural areas.
32 | Rocky Mountain House Municipal Development Plan
4.5 Development Constraints
and Hazards
Several development constraints impact the
developability of lands in Rocky Mountain House. The
following policies address specific requirements of the
Municipal Government Act and setbacks required for
several development constraints, including Sour Gas
Facilities, rail, and waste treatment sites.
Goal
C3: Ensure neighbourhoods are safe and inclusive living
environments
Policies
4.5.1 Sour Gas
a) The Town shall consult with the Alberta Utilities
and Energy Board on any proposed
development in the vicinity of existing Sour Gas
Facilities.
b) The Town shall refer all relevant development
and subdivision applications to the Energy
Board, in accordance with the Municipal
Government Act.
c) The Town shall not approve any development
that does not conform to provincial Sour Gas
setbacks, unless given official written direction
from the Province authorizing a setback
reduction.
d) The Town shall monitor proposals for new Sour
Gas and related facilities within or adjacent to
the Town's existing and future growth areas.
4.5.2 Required Setbacks
a) The Town shall not approve any subdivision or
development proposal for schools, hospitals,
food establishments, or residential use within
300 metres of the Town's wastewater treatment
plant, as per the Alberta Subdivision and
Development Regulation, unless a waiver is
obtained from Alberta Ministry of Environment
and Parks.
b) The Town shall not approve any subdivision or
development proposal for schools, hospitals,
food establishments, or residential use within
300 metres of the Town's waste transfer station,
as per the Alberta Subdivision and Development
Regulation, unless a waiver is obtained from
Alberta Ministry of Environment and Parks.
c) The Town shall require that any subdivision and
development of land adjacent to the CPR railway
tracks incorporates measures to mitigate the
impact of rail operations on adjacent uses. The
Town may request noise, vibration, visual
impact, or other studies be conducted to
determine what type of mitigation measures to
employ.
| 33
4.6 Heritage Preservation
Heritage preservation ensures that the cultural
significance of certain elements of built environments
and landscapes are maintained, and their significance is
celebrated. Preserving heritage is an important way to
tell the history of the town and foster a sense of place.
The following policies provide direction on heritage
preservation in the town.
Goals
C5: Preserve and interpret heritage resources to
contribute to community identity, pride, and sense of
place.
Policies
a) The Town shall develop and maintain an
inventory identifying historically significant
buildings and landscapes.
b) The Town will encourage the following:
i.
Adaptive reuse/retrofit of existing heritage
structures;
ii. Incorporation of heritage or complimentary
elements into the design of new
development; and
iii. Recognition of the heritage value through
art, signage, or other interpretive elements.
c) The Town will cooperate with Indigenous
communities, private agencies, and individuals
to preserve historic sites.
d) The Town will encourage the protection of
identified heritage properties, features, or
landscapes through provincial or national
designation.
e) The Town shall facilitate the adaptive reuse of
historic buildings through consideration of
building code equivalencies where necessary
and appropriate.
f) The Town will promote community awareness
about the importance and value of heritage
preservation and shall be an active partner in
the establishment of historic walking tours,
events, and activities.
34 | Rocky Mountain House Municipal Development Plan
4.7 Community and
Protective Services
Community and protective services contribute to
building a safe, healthy, and inclusive community. The
following policies provide direction on the provision of
these necessary services.
Goals
C3: Ensure neighbourhoods are safe and inclusive living
environments.
C4: Facilitate the planning and delivery of social
programs that support and enhance individual, family,
and community quality of life.
Policies
a) The Town shall continue to provide emergency
and protective services either directly and/or in
cooperation with other service providers.
b) The Town will consider developing an annual or
bi-annual "community vital signs report" in
partnership with community organizations to
provide a summary on the various social/health
indicators of people, economies, and
environment in the Town and monitor progress
on social and community goals.
c) The Town will ensure there is adequate funding
to maintain town community and protective
services and resources, including fire and police
services, and to expand services as necessary.
d) The Town shall ensure that development near
and adjacent to the Rocky Mountain House
Health Centre does not conflict or limit the
current and future operations or expansion of
the facility.
e) The Town shall work with the Regional Health
Authority to facilitate the development of
long-term health care services, senior care
residences, and aging-in-place facilities in the
town to meet the needs of the growing older
adult population.
f) The Town will continue to work with community
agencies to provide social and support services
to Rocky Mountain House residents. In
partnership with these community agencies, the
Town will prioritize the expansion of services
for:
i.
Indigenous peoples;
ii. Youth;
iii. Older adults and seniors;
iv. Persons with disabilities;
v. New Canadians; and
vi. Single parent families.
g) The Town will explore opportunities to engage
with and include youth in municipal decision
making.
h) The Town will work with community
organizations and other partners to identify and
resolve housing challenges within the
community.
i) The Town shall incorporate planning for social
and health services, programs, and facilities into
area structure plans and area redevelopment
plans to ensure that these necessary services
are:
| 35
i.
provided in accessible, convenient locations
along primary pedestrian routes;
ii. co-located with other services into service
hubs;
iii. barrier-free; and
iv. integrated within the design of the
community.
j) The Town will continue to provide mutual aid in
the event of a disaster or emergency as part of
the CREMA Clearwater Regional Emergency
Management Agency.
k) The Town shall maintain their current addressing
systems with GPS mapping to facilitate
emergency service delivery.
l) The Town will ensure Fire Smart principles are
incorporated into statutory plans, non-statutory
plans, and the designs of subdivisions and
developments where appropriate.
36 | Rocky Mountain House Municipal Development Plan
5 Land Use Policies
| 37
38 | Rocky Mountain House Municipal Development Plan
5.1 Land Use Concept
The land use concept (Figure 6: Land Use Concept
Map) illustrates the general intent and land use
framework for the Town of Rocky Mountain House. The
land use concept accounts for regional context,
development constraints, existing development, existing
infrastructure, and planned infrastructure. The main
land use types within the concept are: Residential,
Downtown, Commercial, Industrial, and Open Space.
Residential - Residential includes areas of existing and
future residential development in the town. It is divided
into Neighbourhood Residential and Residential
Acreages. Neighbourhood Residential areas are intended
to include a range of housing types from low density
types, such as single-detached housing, to medium
density types, such as townhouses and apartments.
These areas focus around a Local Commercial node and
open spaces to provide small scale neighbourhood
services and recreation within a walkable distance.
Residential Acreages are areas deemed suitable for
larger lot residential neighbourhoods.
Downtown - Downtown is the heart of civic life and
commerce in Rocky Mountain House. Downtown
includes the Downtown Core Mixed Use and Downtown
Transition areas. The Downtown Core Mixed Use area is
made up of the Town's central business district and
commercial main street. It is the key pedestrian-oriented
destination for commercial and civic activity in Rocky
Mountain House. The Downtown Transition area is a
medium density area surrounding the downtown core.
The area serves to transition from the higher density
commercial nature of the core to lower density
Neighbourhood Residential Areas.
Commercial - Rocky Mountain House's Commercial
areas provide important economic and employment
opportunities for the Town. These areas are either
Highway Commercial or Local Commercial areas.
Highway Commercial areas include commercial
development along the Town's highways and arterials.
Though these areas are primarily designed for ease of
access by automobile, they also provide a safe and
inviting environment for pedestrians as well as provide a
welcoming entrance to the town. Local Commercial
areas are locally focused commercial nodes, primarily
located to serve Neighbourhood Residential areas.
These nodes provide neighbourhood scale services and
amenities for residents.
Industrial - Industrial areas include several of Rocky
Mountain House's key employment areas. Light
industrial and heavy industrial uses in these areas benefit
from access to major arterial, highway, and rail
connections. The Town's industrial areas will support a
range of creative uses to diversify the economy and
provide additional value for residents. Supportive uses,
such as restaurants or other small commercial services
are also encouraged in this area to support employee
quality of life.
Open Space & Recreation - Open Space and
Recreation are important contributors to the health and
well-being of Rocky Mountain House residents. These
areas include parks, trails, and other public open spaces
as well as community recreation facilities.
| 39
52 Ave
North Saskatchewan River
Mud Lake
North Saskatchewan
River Park
Clearwater River
Trapper's Creek
Sewage
Lagoon
Hwy 11A
52 Ave
Hwy 11 / Hwy 22
Hwy 11 / Hwy 22
Public & Educational Services
Neighbourhood Residential
Downtown Core Mixed Use
Industrial
LEGEND
Land Use Areas
Residential Acreages
Environmentally Sensitive
Open Space
Highway Commercial
Town Boundary
Downtown Transition
Local Commercial
Highway / Arterial
Collector
Railway
Downtown
Residential
Commercial
Industrial
Open Space and Recreation
Transportation
FIGURE 6 - LAND USE CONCEPT MAP
40 | Rocky Mountain House Municipal Development Plan
5.2 Residential
Residential areas are where most of Rocky Mountain
Houses citizens live. To support a high quality of life, the
policies in this section ensure that neighbourhoods are
designed as complete, walkable communities.
Goals
C1: Support a mix of housing types and tenures through
development in existing neighbourhoods and new
communities.
C2: Support a greater mix of land uses, in new and
established neighbourhoods and employment areas.
C3: Ensure neighbourhoods are safe and inclusive living
environments.
E1: Prioritize connectivity and safety for active
transportation modes.
E2: Increase the mode share of active transportation
options through the development of complete streets,
pathways, and safe crossings.
E4: Establish the built form to support a future transit
system.
Policies
5.2.1 General Residential Policies
a) The Town shall direct future residential
development to the areas shown on the Figure
6: Land Use Concept Map.
b) All residential development must be connected
to municipal services.
c) Residential infill development must be located
where existing servicing capacity exists.
d) Residential development should be contiguous
with existing developed areas in the Town to
minimize servicing and infrastructure costs.
e) The Town of Rocky Mountain House will ensure
that sufficient affordable, attainable, and barrier
free housing is provided to meet community
needs by working with the federal and provincial
governments and partnering with private,
public, and non-profit organizations.
f) The Town will ensure that all residential
development contributes positively to the public
realm and the social connectedness of
neighbourhoods through high quality, barrier-
free, pedestrian friendly design.
g) The Town will encourage the provision of a mix
of residential unit types within developments,
including but not limited to large family units,
single bedroom units, and barrier free units.
h) The Town will ensure that complete community
design principles are incorporated in area
structure plans, area redevelopment plans,
outline plans, and plans of subdivision, including:
i.
designation of local commercial nodes,
which include a mix of neighbourhood-scale
commercial and public services that are
easily accessed by residents and can be
connected to transit in the future;
ii. provision of complete streets which
prioritize active modes connectivity;
iii. a fine grained, well connected network of
local streets;
iv. a diversity of housing types;
v. high quality parks and open space and
protection of natural assets;
| 41
vi. designated areas for schools or other
necessary public services determined by the
Town, in liaison with education authorities;
vii. consideration for and preservation of
heritage; and
viii. high quality building and site design.
i) The Town will encourage the use of Crime
Prevention Through Environmental Design
principles in the design of all development,
including:
i.
avoiding the creation of isolated or hidden
spaces;
ii. providing clear sightlines;
iii. providing sufficient lighting; and
iv. locating outdoor public spaces adjacent to
active uses to promote natural surveillance.
j) The Town will encourage the strategic locating
of seniors' housing and care within walking
distance of shops, services, and amenities.
k) New manufactured home parks may only be
located in specific areas identified within an area
structure plan.
l) The Town may continue to have involvement in
the residential land market through public land
banking.
5.2.2 Neighbourhood Residential
a) The residential density for new neighbourhoods
is encouraged to be at least 20 dwelling units
per gross developable hectare and shall not be
less than 12.5 dwelling units per gross
developable hectare.
b) The Town will support compact and efficient
urban form by encouraging infill development,
such as secondary residences, in existing
residential areas. Infill development should be
contextually sensitive and must be located in
areas where servicing capacity supports
additional density.
c) Medium to high density multi-family housing
shall be encouraged in Neighbourhood
Residential areas, particularly in locations
adjacent to or near collector and/or arterial
roads and adjacent to local commercial nodes.
5.2.3 Residential Acreages
d) The Town may consider future areas for
residential acreages, where appropriate.
42 | Rocky Mountain House Municipal Development Plan
5.3 Downtown
Downtown is the heart of civic life and commerce in
Rocky Mountain House. The policies in this section
encourage growth and intensification of Downtown to
enhance it as a vibrant mixed-use centre and a focal
point for the community.
Goals
A1: Reinforce the downtown core as a business,
administrative, and cultural heart of the town.
A2: Encourage higher-density residential development in
and adjacent to downtown.
A3: Activate downtown by supporting mixed-use
development, active frontages, events, and vibrant
public spaces.
A4: Continue to foster a pedestrian friendly retail
environment on Main Street.
A5: Develop additional public gathering spaces in
downtown.
B2: Foster local business retention and expansion.
B3: Attract diverse new commercial and industrial
development.
C1: Support a mix of housing types and tenures through
development in existing neighbourhoods and new
communities.
C2: Support a greater mix of land uses, in new and
established neighbourhoods and employment areas.
C5: Preserve and interpret heritage resources to
contribute to community identity, pride, and sense of
place.
E1: Prioritize connectivity and safety for active
transportation modes.
Policies
5.3.1 General Policies
a) The Town will initiate a Downtown Area
Redevelopment Plan (ARP) to support and
prioritize continued growth and redevelopment
of downtown. The Downtown ARP should:
i.
establish design guidelines for the area;
ii. coordinate economic development
incentives and programs;
iii. refine the land use concept within the MDP;
and
iv. provide direction on future programming
and maintenance of public spaces.
b) The Town will promote opportunities for infill
and intensification within the downtown to
facilitate a mixed use and compact urban form,
utilize existing infrastructure efficiently, and
increase the range of services and amenities
available to residents and visitors in the
downtown area.
c) The Town will support development of higher
density housing in the downtown core and
surrounding transition area and promote the
health and community benefits of living
downtown.
d) The Town will encourage high quality urban
design in downtown that:
i.
reinforces the importance of the
downtown;
ii. contributes to a sense of place; and
iii. creates a pedestrian friendly environment
and streetscape.
| 43
e) All development in downtown must have direct
access and frontage on a public street.
5.3.2 Downtown Core Mixed-use
a) The Town will encourage retail, institutional,
office, cultural, and entertainment development
to locate in the downtown to foster a vibrant
core.
b) The Town will encourage the revitalization and
adaptive reuse of existing underutilized or
vacant commercial properties. Subdivision of
larger commercial parcels to facilitate smaller
businesses shall be supported where
appropriate.
c) All new development in downtown on Main
Street between Highway 11A and 48 Avenue
must be a minimum of two storeys above grade
or 9 metres to foster a vibrant pedestrian
environment.
d) The Town will continue to prioritize the
maintenance and upkeep of Main Street
furnishings and landscaping.
e) All development along Main Street must have a
ground-floor active commercial use, such as
retail, restaurant, or consumer services, and is
encouraged to have residential uses above the
first floor.
f) All development in the downtown core shall be
exempt from having to provide on-site parking.
g) The Town will investigate grant opportunities to
support downtown events, promotion,
programming, and redevelopment.
h) The Town will collaborate with Indigenous
communities and organizations to increase the
presence of Indigenous placemaking and
heritage in the downtown.
i) The Town will ensure that surface parking lots
are located in a way that does not impede the
pedestrian experience of the downtown.
j) The Town will support temporary street
closures to support downtown events and
programming.
k) The Town will support the activation of public
spaces in the downtown, through art
installations, performances, and the creation of
temporary public space.
l) Driveways should be shared, and parking access
encouraged off of rear lanes, to limit the
number of disruptions to the sidewalk.
m) The Town shall maintain and promote public
gathering space in the downtown area.
n) The Town will ensure that sufficient public
parking is available in the downtown area,
through the provision of street parking and
public lots. A shared public parking facility in the
downtown core may be considered if the need
arises.
o) The Town will investigate the creation of
facilities and programs to support incubator
businesses and pop-up markets in downtown
storefronts.
5.3.3 Downtown Transition
a) The Town shall establish a medium density
multi-family transition area around the
downtown core to increase the residential
population living near the core.
b) The Town shall prioritize residential infill
development and intensification in the
downtown transition area, including the
development of multi-family housing and
secondary units, to increase the number of
residents living downtown.
44 | Rocky Mountain House Municipal Development Plan
c) Some commercial uses may be permitted as
part of mixed use development to provide
amenities and services for downtown residents.
d) The Town shall seek opportunities to expand
open space and amenities within the transition
area.
5.4 Commercial
Commercial development is integral to the wellbeing of
residents. The following policies help to facilitate future
commercial development in appropriate areas, improve
the attractiveness of existing commercial areas and
support a vibrant commercial sector that services both
local residents and the regional market.
Goals
B1: Promote a positive and competitive business
climate.
B2: Foster local business retention and expansion.
B3: Attract diverse new commercial and industrial
development.
C2: Support a greater mix of land uses, in new and
established neighbourhoods and employment areas.
E1: Prioritize connectivity and safety for active
transportation modes.
E4: Establish the built form to support a future transit
system.
Policies
5.4.1 General Commercial Policies
a) The Town will initiate a Downtown Area
Redevelopment Plan to support and prioritize
growth and redevelopment of downtown and
establish design guidelines for the area.
b) All commercial development must be connected
to municipal services.
| 45
c) The Town will promote opportunities for infill
and intensification within the downtown to
facilitate a mixed use and compact urban form,
utilize existing infrastructure efficiently, and
increase the range of services and amenities
available to residents and visitors in the
downtown area.
d) The Town will support development of higher
density housing in the downtown core and
surrounding transition area and promote the
health and community benefits of living
downtown.
e) The Town will encourage high quality urban
design in downtown that:
i.
reinforces the importance of the
downtown;
ii. contributes to a sense of place; and
iii. creates a pedestrian friendly environment
and streetscape.
f) All development in downtown must have direct
access and frontage on a public street.
5.4.2 Highway Commercial
a) The Highway 11 and 598 commercial corridor
shall be the primary highway commercial area
within the Town.
b) Highway Commercial development proposals
along Highway 11 shall demonstrate high quality
design by providing:
i.
accessible and connected pedestrian
pathways, crossings, and entrances;
ii. paved roads and parking areas with
adequate drainage;
iii. landscaping adjacent to roads and
residential areas;
iv. screened storage areas; and
v. loading areas to the side or rear of buildings.
c) Where necessary, adequate buffering between
highway commercial and adjacent residential
areas shall be provided to minimize noise,
traffic, light, and visual impacts.
d) When planning for development in the highway
corridor, the Town shall take into consideration
parking space for larger trucks.
5.4.3 Local Commercial
a) The Town shall support the development of
local commercial nodes in neighbourhood
residential areas to provide walkable amenities
and services for residents.
b) Local commercial areas shall be designed as
pedestrian-focused environments integrated
with the public realm and streetscape.
c) In local commercial areas, the amount and siting
of parking on the lot will be determined through
discussion between the developer and
Development Authority.
d) On-site parking in local commercial areas should
be provided in the rear of buildings so as to not
interfere with the streetscape.
e) Mixed use development shall be encouraged in
local commercial areas.
46 | Rocky Mountain House Municipal Development Plan
5.5 Industrial
Industrial areas are an important source of employment
and economic development in Rocky Mountain House.
The following policies ensure that there is sufficient
serviced industrial land available to attract and
accommodate a wide array of industrial development in
the future.
Goals
B1: Promote a positive and competitive business
climate.
B2: Foster local business retention and expansion.
B3: Attract diverse new commercial and industrial
development.
C2: Support a greater mix of land uses, in new and
established neighbourhoods and employment areas.
E1: Prioritize connectivity and safety for active
transportation modes.
Policies
a) The Town shall direct future industrial
development to the areas shown on Figure 6:
Land Use Concept Map.
b) All industrial development must be connected
to municipal services.
c) The Town shall ensure an adequate inventory of
serviced industrial sites of various lot sizes and
type to meet the needs of business and industry.
d) The Town will encourage innovative and creative
light industrial uses, including but not limited to
breweries, studios, and light manufacturing.
e) In industrial areas, parking location shall be
determined through discussion between the
developer and the Development Authority.
f) Heavy industrial activities or activities involving
dangerous goods shall be directed away from
the existing commercial and residential areas to
mitigate use conflicts. Lower impact industrial
development may be located adjacent to an
existing or planned residential area if it is
adequately screened or buffered.
g) The Town will encourage high standards of site
development, including the screening of storage
yards, site landscaping, pedestrian pathways,
and the attractive design of buildings.
h) The Town will consider industrial land banking as
a viable option depending upon the opportunity,
demand, and the quantity of land available for
this purpose.
| 47
5.6 Open Space and
Recreation
Open spaces contribute to the well-being and quality of
life of residents, providing opportunities to be active and
connect with nature. The policies in this section are
intended to create an integrated, high-quality, and
cost-effective open space and parks system that
encourages active living and supports a broad range of
recreation and cultural opportunities.
Goals
F1: Develop a continuous system of pathways with
linkages to parks, natural areas, and other key
destinations in town.
F2: Provide a variety of recreational opportunities in
town ranging from passive leisure to active recreation
activities.
F3: Encourage sharing and multiple use of parks and
open space areas among a variety of user groups and
activities, including maintaining joint use agreements for
facilities with the School Boards.
F4: Ensure that the design and development of
community sites and facilities are inclusive and
accessible to everyone.
F5: Maximize the year-round use of recreational
developments and facilities.
E5: Cooperate in the development and maintenance of
regional and provincial transportation networks.
Policies
5.6.1 Recreation Facilities and Amenities
a) The Town shall continually assess, maintain, and
expand municipal facilities to meet growth
needs, as identified in the Recreation Master
Plan.
b) The Town shall ensure that its facilities are
flexible and multi-use to support a variety of
recreation opportunities and adapt to changes
in recreation services over time.
c) The Town shall work in partnership with other
recreation providers to expand recreation
amenities and opportunities for youth and older
adults in the community.
d) The Town shall ensure that all Town facilities are
barrier-free to enable use by all ages and levels
of mobility.
5.6.2 Parks and Trails
a) As new areas are planned and developed, the
Town shall ensure the provision of high-quality
open space and linkages to existing and planned
pathways and trails.
b) The Town will develop a large community
celebration and gathering space to support
various recreational activities and town-wide
events.
c) The Town will work collaboratively with
Indigenous partners and organizations to
identify opportunities to support and
incorporate Indigenous culture and heritage into
the design and operation of parks and trails.
d) The Town will expand the existing trail network
as per the direction of the Trail Master Plan and
Concept to connect key destinations and open
spaces within the town and link with regional
trail networks.
48 | Rocky Mountain House Municipal Development Plan
e) The Town will consider development of a public
boat launch/water access to the North
Saskatchewan River.
f) The Town shall work with Clearwater County to
establish the regional Nordegg Trail from Rocky
Mountain House to Nordegg along the former
rail corridor.
g) The Town shall develop a signature entrance
feature along the Highway 11A and 598
corridor.
h) The Town shall work with School Boards in the
planning and location of school sites. The Town
will support the provision of joint use sites
wherever practical.
i) The Town will apply the principles of Crime
Prevention Through Environmental Design
(CPTED) in the development and maintenance
of all public spaces, including: encouraging
passive surveillance through adjacent active uses
and unobstructed sightlines so people can
monitor public spaces; and ensuring areas are
properly lit at night.
j) Parks and open space shall be designed to
create opportunities for area residents to gather
and interact with seating, picnic facilities, and
other elements that encourage socialization and
community building.
k) The Town will increase the use of native and
low-maintenance species in the design and
maintenance of parks.
l) The Town should consider partnering with
community organization in the development of
community gardens and other local agriculture
initiatives.
m) The Town will continue to partner with
community recreational, arts, and cultural
groups in the delivery of additional programs
and services that promote the health and
well-being of town residents.
5.6.3 Municipal Reserve
n) The Town shall require that at least 10 percent
of the gross developable land being subdivided,
less the land required to be dedicated as
environmental reserve or environmental reserve
easement, be dedicated as Reserve (municipal
reserve, school reserve, or municipal and school
reserve) in accordance with the provisions of
the Municipal Government Act.
o) In residential areas, the Town shall prioritize land
reserve dedication over cash-in-lieu.
p) In non-residential areas, reserve dedication may
be provided in the form of land, cash-in-lieu, or
a combination of land and cash as determined
by the Subdivision Authority.
q) Reserve lands, or cash-in-lieu, may be used for
school sites, parks, or recreational facilities in
accordance with the provisions of the Municipal
Government Act.
r) The Town will continually review the Reserve
Agreement between the Town and the School
Boards. Except for environmental reserves,
reserve lands shall be allocated between Town
and School Board's purposes in conformance
with the Reserve Agreement.
s) In recognition that the Town has a limited
amount of Reserve dedication and there are
several competing demands on Reserve land,
the order of priority for which parcels of land
may receive credit as part of the ten percent
dedication shall be determined in accordance
with the Reserve Agreement between the Town
and the School Boards and the current
Community Needs Assessment (2009).
| 49
6 Transportation, Utilities,
and Servicing
50 | Rocky Mountain House Municipal Development Plan
6.1 Transportation
Transportation systems are integral to how people move
throughout Rocky Mountain House. The intent of the
policies in this section is to provide for the safe and
efficient movement of people and goods, including
pedestrian, cycle, and vehicular modes of travel.
Goals
E1: Prioritize connectivity and safety for active
transportation modes.
E2: Increase the mode share of active transportation
options through the development of complete streets,
pathways, and safe crossings.
E3: Improve pedestrian connectivity across town
arterials and highways.
E4: Establish the built form to support a future transit
system.
E5: Cooperate in the development and maintenance of
regional and provincial transportation networks.
Policies
a) Future transportation networks should be
provided as illustrated in Figure 6: Land Use
Concept.
b) The Town shall prepare and maintain a
Transportation Master Plan to guide future
improvements and additions to the Town's
transportation system. The Transportation
Master Plan shall:
i.
establish a mode hierarchy as identified in
Figure 7: Mode Hierarchy, which prioritizes
active transportation modes;
ii. establish a compact, efficient street and
pathway hierarchy and associated guidelines
that are coordinated with the MDP Land Use
Concept;
iii. provide requirements for development of
complete streets throughout the town, with
design emphasis on compact, human scale
environments such as narrowing rights-of-
way and turning radii;
iv. provide direction and phasing for future
street improvements and ongoing
management of transportation
infrastructure;
v. ensure efficient movement of people and
goods; and
vi. ensure coordinated planning and
development with regional transportation
networks.
c) The Town will ensure that pathway and road
connections are developed in a logical sequence
throughout the implementation and phasing of
area structure plans to ensure access and
connectivity to the existing network.
d) Developments shall support Transportation
Demand Management strategies including, but
not limited to, supporting alternative modes of
transportation, allowing for home occupations
and businesses, and managing roadway
congestion without having to upgrade roadways.
e) The Town will prioritize connectivity for active
modes of transportation by providing an
interconnected network of streets, pathways,
and trails to support walking and cycling.
f) The Town will promote the design of complete
streets (with features such as bicycle lanes or
tracks, bump-outs, curb-cuts, patterned paving)
| 51
during new, redevelopment, or repair projects
in order to improve public safety, encourage
alternative transportation, accommodate a
range of users, and enhance overall livability.
g) Traffic calming measures shall be used to slow
vehicular speeds, and minimize collisions,
particularly at major pedestrian and bicycle
intersections, and to increase the safety and
enhance the livability of communities.
h) The Town will prioritize snow clearance on
sidewalks and active transportation routes.
i) Design of new development within
Neighbourhood Residential shall provide a high
degree of road connectivity to allow for shorter
travel distances between destinations and a
dispersal and flow of traffic on suitable roads.
j) The Town will consider the provision of a transit
service, particularly to address the needs of
youth and aging adults.
k) The Town will explore collaborative
opportunities to provide a regional transit
connection.
l) Improve the safety of pedestrian crossings along
all major arterials and highways, prioritizing
access and a more pedestrian friendly
environment on and across Highway 11.
m) The Town shall coordinate the planning and
construction of transportation infrastructure
and development, to maximize the utilization of
available and planned transportation capacity.
n) The Town shall ensure the provision of
appropriate transportation infrastructure in
commercial and industrial areas, to
accommodate both the movement of truck
traffic and the travel needs of employees and
customers.
Pedestrians
Bicycles
Public Transport*
Taxis/Transport
Vehicles
Figure 7: Mode Hierarchy
The mode hierarchy
establishes how the
Town should prioritize
connectivity for different
modes. In future, the
mode hierarchy should
also represent the
amount of people using
each mode.
*if/when a transit
system is developed
52 | Rocky Mountain House Municipal Development Plan
6.2 Utilities and Servicing
Utilities and services include a diverse range of Town
infrastructure that provides residents with key services
such as water, communications, and power. The intent
of the policies in this section is to provide quality,
equitable, environmentally responsible, safe, efficient,
and reliable utility systems to serve the needs of the
Town.
Goals
G2: Ensure an appropriate supply of land and
infrastructure is available to accommodate future
growth.
Policies
a) The Town shall provide high quality utility
services to residents and businesses in Rocky
Mountain House, in accordance with federal and
provincial standards.
b) The Town shall ensure its utility systems are
adaptive to changing technologies.
c) The Town shall maintain, fund, and implement a
comprehensive long- term plan for utility
infrastructure and establish budget priorities.
Decisions regarding utility infrastructure must
consider the multi-year capital infrastructure
plan.
d) The Town will promote the principles of
reducing, reusing, and recycling materials as well
as efficient energy use in all Town facilities and
in the broader community through outreach.
e) The Town will encourage the installation of
infrastructure and facilities related to broadband
telecommunication services in all new
developing areas and major redevelopment
areas.
f) The Town may consider investigating regional
water and wastewater service systems to
support and respond to the needs of the Region
without being detrimental to the Town.
g) The Town will ensure appropriate storm water
management in all development areas. Best
management practices, including the integration
of existing water bodies and natural areas into
storm water management ponds, shall be
pursued.
h) The release of storm water run-off from any
development area to downstream areas shall be
designed and managed in accordance with
Alberta Environment requirements.
i) The Town will update its Design Guidelines for
the construction and maintenance of
infrastructure, rights-of-way, and service
connections to ensure they are consistent with
the policies of the MDP, including the provision
of complete streets.
j) The Town will encourage water conservation
through implementation of community
outreach programs and monitoring.
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7 Implementation
54 | Rocky Mountain House Municipal Development Plan
7.1 Plan Implementation
The policies in this section apply to the implementation
and use of the Municipal Development Plan. The
policies:
» direct implementation of the MDP through other
statutory and non-statutory plans and ensure
consistency between these plans and the MDP;
» provide guidance on interpreting and applying the
MDP policies and directions;
» ensure stakeholders and the general public
participation in planning processes; and
» provide for periodic review and amendment of the
MDP and monitoring of effort to achieve the MDP
goals.
Policies
7.1.1 Plan Interpretation and Monitoring
a) Any public expenditure for improvements or
services proposed within this plan shall be
subject to the Town's annual operating and
capital budgeting process and shall be evaluated
in relation to the overall needs of the
community and town-wide priorities.
b) The MDP contains "shall," "will, "should", and
"may" policies which are interpreted as follows:
i.
"Shall" and "will" policies must be complied
with;
ii. "Should" policies mean compliance in
principle but subject to the discretion of the
applicable authority on a case by case basis;
and
iii. "May" policies indicate that the applicable
authority determines the level of
compliance that is required.
c) The Town or a landowner may initiate an
amendment to this Plan. The Town shall require
the submission of such background information
as is considered necessary to support the
amendment prior to the start of the bylaw
amendment process. Amendment of the MDP
shall follow the appropriate procedures as
outlined in the Municipal Government Act.
d) In order to ensure that the MDP is current, the
plan should be reviewed every five years.
e) To allow ongoing tracking of the impact and
effectiveness of the MDP policies, a report
should be prepared and submitted to Town
Council every two years, to include:
i.
Land consumption, absorption, and supply
for industrial, commercial, and residential
areas;
ii. Employment statistics;
iii. Percentage of greenfield development
versus infill development;
iv. Residential diversity index (housing and
tenure statistics);
v. Hectares of natural areas and environmental
reserves;
vi. Percent of population within 600 metres of
a commercial area;
vii. Percent of residents that participate in
recreation and community programs by age;
viii. Crime statistics;
ix. Number of residents attending city festivals
and events;
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x. Hectares of parks per resident and number
of river access points;
xi. Percent of residents within a 10 minute walk
of a park; and
xii. Number of residents using parks and trails.
7.1.2 Preparation of Statutory Plans
a) All statutory plans adopted by the Town shall be
consistent with the Municipal Development
Plan.
b) The policies of the MDP shall be further refined
and implemented through the preparation,
adoption and day-to-day application of area
structure plans, area redevelopment plans, and
the Land Use Bylaw. The Town shall continue to
ensure that stakeholders (e.g. school
authorities) and the general public are
consulted and have input into all detailed plans
as these plans are being prepared.
c) Area structure plans and area redevelopment
plans may be initiated by the Town or by a
private landowner. An ASP or ARP initiated by
the Town will be funded by the Town. An ASP or
ARP initiated by a private landowner shall be
funded by the private landowner and completed
to a standard acceptable to the Town.
d) Area residents should be engaged as part of the
planning process for area structure plans and
area redevelopment plans.
7.1.3 Public Participation
a) As part of the process of managing physical
growth and changes in the community, the
Town shall facilitate public input on matters of
general or specific planning interest wherever
possible. The Town shall also continue to advise
residents of existing planning policies and the
outcome of key planning decisions.
56 | Rocky Mountain House Municipal Development Plan
Glossary
Active Transportation/Modes: Walking and cycling, as
well as other forms of human powered transportation,
including: rollerblading, longboarding, skateboarding,
jogging, among others.
Affordable Housing: Housing that is typically
subsidized or non-market housing for low-to-moderate
income households below the Province's Core Need
Income Threshold for Rocky Mountain House.
Attainable Housing: Housing that is provided slightly
below market value based on partnering of resources
between public and private agencies.
Barrier Free: The design of buildings and public spaces
that remove or mitigate physical accessibility barriers for
persons with vision, hearing, communication, mobility,
or cognition challenges.
Complete Streets: Streets which are designed to
enable safe access for all users: pedestrians, bicyclists,
motorists, and transit riders, of all ages and abilities.
Complete Communities: Communities that are
planned and designed with a mix of uses, within close
proximity, to support everyday needs for a variety of
lifestyles to live, work, shop, learn, and play. This
includes a range of housing options that can
accommodate a diversity of incomes and household
types for all stages of life, as well as jobs, local services,
schools, recreation, and open spaces.
Contextually Sensitive: The design of new
development that relates to the existing built form in an
area by incorporating similar building elements such as
scale, massing, and setbacks.
Crime Prevention Through Environmental Design:
A crime prevention approach that uses the design and
use of the built environment to a reduce fear and
incidence of crime, and generally improve public safety
and a community's quality of life.
Environmentally Sensitive Area (ESA): An area that
contains environmental features which are important to
the long-term maintenance of biological diversity,
physical landscape features and other natural processes
locally as well as within a larger spatial context. ESAs can
be identified by the Town's assessment, through
provincial resources such as the Environmentally
Significant Areas in Alberta: 2014 Update, and/or
through the development process site assessment
requirements.
Gross Developable Hectare: All developable land in a
specified area, excluding municipal reserve,
environmental reserve, and natural features (but
includes roads and all other development).
Low Impact Design (LID): A land development and
stormwater management approach that focuses on
maintaining and restoring the natural hydrology
(movement of water) by managing stormwater close to
its source. LID can reduce the burden on conventional
infrastructure, maintain ecological functionality, and
establish a cleaner and more secure water supply. LID
practices include bioswales, stormwater collection and
reuse, and alternative paving methods.
Mixed Use: Different uses that are in close proximity to
each other. This can be in the same building (e.g.
residences above retail) or on the same site (e.g. offices
adjacent to restaurants or other commercial activities).
Multi-Modal: Design of streets and transportation
systems that considers all modes of transportation,
including pedestrians, bicyclists, motorists, and transit
riders, of all ages and abilities.
| 57
Municipal Development Plan: A statutory document
required by the Province of Alberta as specified by the
Municipal Government Act (The Act). The MDP is
intended to guide the growth and development of the
Town of Rocky Mountain House over the next 20 years.
Secondary Residences: A dwelling unit that is an
accessory to a single-detached dwelling and is intended
for use as a separate and independent residence. The
intent of this type of development is to provide flexibility
and variety in housing types, as well as increase the
density without changing the overall character of the
residential neighbourhood.
Stormwater Management: The practice of minimizing
the strain that stormwater places on municipal
infrastructure and private property; lessening overland
flooding during significant weather events; and reducing
the impact of polluted water flowing into waterbodies.
Sustainability: The World Commission on the
Environment and Development (1987) defines
sustainability as "Development that meets the needs of
the present without compromising the ability of future
generations to meet their own needs."
Tenure: The type of ownership of a building or
property, such as rental or owned.
58 | Rocky Mountain House Municipal Development Plan
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Appendices