Official Community Plan Bylaw No. 2025-02 — full text

This is an automated transcription (OCR) of the captured official document — minor recognition errors are possible; the source document governs. Snapshot 8f45226f2190 · verified 2026-06-13 · original document · archived snapshot · unofficial consolidation, the official version is held by the municipal clerk.

## Radisson Sustainable Official Community Plan Bylaw No. 2025-02  This project was carried out with assistance from the Green Municipal Fund, a Fund financed by the Government of Canada and administered by the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the personal views of the authors, and the Federation of Canadian Municipalities and the Government of Canada accept no responsibility for them. © 2025, Town of Radisson. All Rights Reserved. ## Town of Radisson ## Bylaw No. 2025-02 1. Pursuant to Sections 29 and 32 of The Planning and Development Act, 2007, the Council of the Town of Radisson hereby adopts the Official Community Plan, identified as Schedule "A" to this Bylaw. 2. 2.The Mayor and Administrator are hereby authorized to sign and seal Schedule "A" which is attached to and forms part of this Bylaw. 3. This Bylaw shall come into force on the date of final approval by the Minister of Government Relations.     Read a first time this 26th day of February, 2025 Read a second time this 16" dayor July. 2025 Read a third time and 164 passed this day of July, 2025 Mayor Years stealing Administrator SEAS CORPORATE ## Town of Radisson ## Official Community Plan Schedule "A" to Bylaw No. 2025-02   Mayor ten stealing. Samantha Mark, RPP, MCIP Registered Professional Planner  Lenore Swystun, RPP, MCIP Registered Professional Planner     ## Contents | Acknowledgments | 8 | |----------------------------------------------------------|-----| | A Call to Action | 8 | | Part 1: Introduction | 9 | | Role and Scope | 9 | | What is an Official Community Plan? | 9 | | What is a Sustainable Community Plan? | 9 | | Purpose of the RSOCP | 10 | | Sustainability as a Guiding Principle | | | United Nations Sustainable Development Goals | 11 | | Making the Links | | | Honouring Indigenous Heritage, Truth, and Reconciliation | 13 | | Frameworks for Reconciliation | 14 | | Radisson's Commitment | 15 | | Radisson Through the Years | 16 | | Regional Context - Early Settlement | 16 | | Radisson's Beginnings | 16 | | Radisson's Development | 16 | | Radisson Now | 17 | | Housing Stock | | | Economic Base | 17 | | Highway 16 - From Connector to Destination | 18 | | Community Services and Infrastructure | 18 |   ## Part 2: Foundations | | 19 | |-------------------------------------------------------------------|------| | Our Collaborative Journey | 19 | | Facilitation Principles | 19 | | Foundations for Success | 19 | | RSOCP Process | 20 | | Our Guiding Foundations | 21 | | Community Vision | 21 | | Community Values | 21 | | Community Goals | 22 | | Part 3: Our Path Forward | 23 | | Overview | 23 | | Growth Management & Land Use | 24 | | Climate & Environmental Sustainability | 26 | | Agriculture & Food Sovereignty | | | Social Well-Being & Community Services | 31 | | Culture & Inclusion - Heritage, Arts & Culture | 34 | | Understanding Culture | 34 | | Who We Are: Radisson's Cultural Profile | 34 | | Honouring Indigenous & Métis Presence in Radisson | 34 | | Welcoming Newcomers to Radisson | 35 | | Radisson's Cultural Landscape - Landmarks, Traditions & Community | 36 | | Looking Ahead: Radisson's Cultural Future | | | Adapting, Connecting & Growing Together | 37 | | Shaping Radisson's Cultural Path | 38 | | Community Economic Development & Sustainable Tourism | 40 | | Industrial & Commercial Development | 42 | | Housing | 45 | | Parks, Open Space & Recreation | 47 | | Infrastructure - Utilities & Management | 50 | | Transportation & Mobility | 53 | | Partnerships, Relationships & Agreements | 55 |  | Part 4: Implementation | 57 | |---------------------------------------------------------|------| | RSOCP Action Plan | 57 | | Zoning Bylaw | 57 | | Monitoring and Amendments | 58 | | Appendices | | | Appendix A - Town of Radisson Future Land Use Map | 59 | | Appendix B - Town of Radisson Reference Maps | 60 | | Appendix C - Town of Radisson Infrastructure Capacities | 66 | | Appendix D - Town of Radisson Action Plan | 67 | | Appendix E - Descriptions | 90 | | Appendix F - Historical Timeline | 93 | | Appendix G - References | 97 |  ## Acknowledgements The Town of Radisson Sustainable Official Community Plan (RSOCP) represents the collective efforts, insights, and vision of the Radisson community. This document would not have been possible without the contributions and support of many individuals, organizations, and partners. We extend our deepest gratitude to the community members of Radisson and the surrounding area, who generously shared their time, ideas, and aspirations through surveys, focus groups, and community forums. Your voices have shaped this plan, and your dedication to the future of Radisson is truly inspiring. Special thanks to the Town of Radisson Council and Administration for their leadership, guidance, and unwavering commitment to creating a thriving and sustainable community. Our appreciation goes to the members of the Steering Committee, who provided invaluable feedback and expertise throughout the planning process. Your dedication to representing diverse perspectives and priorities was instrumental in crafting a plan that reflects the heart of Radisson. This plan was made possible with the generous support of the Federation of Canadian Municipalities (FCM) - Green Municipal Fund and the Government of Saskatchewan - Targeted Sector Support Initiative (TSSI), whose contributions have empowered Radisson to envision a resilient and inclusive future. The development of the RSOCP was facilitated by Prairie Wild Consulting Co., who provided the technical skills to see the process through to the completion of this plan. ## A Call to Action As we look toward implementing the RSOCP, the journey does not end here. This plan is a living document, and its success depends on the ongoing participation, creativity, and dedication of Radisson's community members, leaders, and partners. We invite everyone in our community to stay engaged, share ideas, and collaborate in bringing this vision to life. Together, we can continue to shape Radisson into a destination of connection, opportunity, and sustainability for generations to come.   ## Role and Scope ## What is an Official Community Plan? An Official Community Plan (OCP) is a comprehensive policy document designed to guide the physical, environmental, economic, social, and cultural development of the municipality. It provides a legislative framework for decision-making on land use, infrastructure, and public services, ensuring that growth is managed in a way that reflects the values and priorities of our community. ## What is a Sustainable Community Plan? A Sustainable Community Plan builds on the foundations of an OCP by embedding sustainability principles into all aspects of planning. It not only addresses immediate growth and development needs but also ensures longterm resilience by focusing on social inclusion, environmental stewardship, economic prosperity, and cultural preservation. The Radisson SOCP (RSOCP) guides the Town over the next 25+ years, providing a roadmap for decision-making that balances growth with the health of the environment and the well-being of our community.    ## Purpose of the RSOCP The RSOCP serves multiple purposes: ## To Guide Growth and Development: - It establishes a framework for sustainable land use, housing, and infrastructure. ## To Support Informed Decision-Making: - By aligning municipal policies with community values and provincial priorities, the RSOCP ensures cohesive, evidence-based planning. ## To Foster Sustainability: - Through policies addressing climate adaptation, biodiversity, and resource management, the RSOCP safeguards the needs of future generations. Radisson Town Site, Early 1900s   This plan goes beyond the requirements of provincial legislation by incorporating innovative tools and local insights, making it uniquely tailored to Radisson's needs.  ## Sustainability as a Guiding Principle Radisson's SOCP is grounded in a "fourlegged chair" sustainability framework: Social Sustainability: Building a vibrant, inclusive community where all residents can thrive. Environmental Sustainability: Protecting natural resources, promoting biodiversity, and mitigating climate impacts. Economic Sustainability: Supporting local businesses, encouraging investment, and fostering innovation. Cultural Sustainability: Honouring local heritage, traditions, and relationships.  ## United Nations (UN) Sustainable Development Goals The UN Sustainable Development Goals (SDGs) were adopted in 2015 by all member states, including Canada, as a global call to action for reducing inequalities, tackling climate change, and enhancing all forms of sustainability. The RSOCP applies this global sustainability lens by aligning its content with this framework. The 17 SDGs, outlined below, serve as a guide for Radisson's sustainable future.  ## Making the Links This RSOCP complies with Saskatchewan's legal and regulatory frameworks, ensuring: ## Consistency with Provincial Legislation: - The RSOCP incorporates the Statements of Provincial Interest Regulations, which identify 16 key areas critical to provincial and municipal planning. These include, but are not limited to: - Agriculture and Value-Added Agribusiness; - Biodiversity and Natural Systems; - Community Health and WellBeing; - Economic Growth; - First Nations and Métis Engagement; - Heritage and Culture; - Inter-Municipal Co-operation - Mineral Resource Exploration and Development; - Public Safety; - Public Works; - Recreation and Tourism; - Residential Development; - Sand and Gravel; - Shore Land and Water Bodies; - Source Water Protection; and - Transportation. - Policies within the RSOCP align with The Planning and Development Act, 2007, facilitating orderly, coordinated growth and adherence to provincial planning standards. ## Regional Collaboration: - The RSOCP aligns with the Redberry Lake Biosphere Reserve (RLBR) District Sustainability Plan, 2014, integrating its goals for biodiversity conservation, sustainable development, and community engagement to ensure Radisson contributes to and benefits from regional sustainability initiatives. Additionally, the RSOCP ensures compliance with other relevant Acts and Regulations, including but not limited to: - The Environmental Management and Protection Act, 2010; - The Heritage Property Act; - The Subdivision Regulations, 2014; and - The Dedicated Lands Regulations, 2009.     ## Honouring Indigenous Heritage, Truth, and Reconciliation  Radisson is located within Treaty 6 Territory, the traditional lands of the Cree, Saulteaux, and Assiniboine peoples, and the homeland of the Métis Nation. This land has been a place of gathering, governance, trade, and cultural exchange for thousands of years. Today, Indigenous communities - including Poundmaker Cree Nation, Lucky Man Cree Nation, Little Pine First Nation, and the Métis Nation of Saskatchewan (MNS), among others - maintain deep ties to the region, each contributing to its cultural, economic, and governance landscape. In 1876, Treaty 6 was signed between the Canadian Crown and some Indigenous nations, including the Cree and Saulteaux. This treaty covers a vast area of central Saskatchewan and Alberta, including the land where Radisson now stands. The treaty promises certain rights and protections to Indigenous peoples, including provisions for education, healthcare, and the preservation of hunting and fishing rights. ## Location of Historical Treaty Boundaries in Canada  This nap is baste or information eaten from ele Gro Ancess Division map. 0/998 Her Majesty the Queen in Rips of Cosoda with permission el Notural Resoures Casela.  The region is also significant to the Métis Nation, with historical connections to the Métis homelands in Saskatchewan. As skilled traders, hunters, and gatherers, Métis communities contributed to the development of trade routes, cultural exchanges, and local economies in the region. The proximity of Radisson to Métis Nation - Western Region 2A highlights its ties to Métis history, identity, and cultural practices, all of which continue to shape the area.  ## Frameworks for Reconciliation The Town of Radisson acknowledges the importance of integrating frameworks that address historical and ongoing challenges faced by Indigenous peoples. These include: - Truth and Reconciliation Commission of Canada's 94 Calls to Action: A framework to address the legacy of residential schools and promote reconciliation between Indigenous and non-Indigenous peoples in Canada. - National Inquiry into Missing and Murdered Indigenous Women, Girls, and Two-Spirit (MMIWG2S+) Calls for Justice: A set of recommendations to combat violence and discrimination against Indigenous women, girls, and 25LGBTQIA+ individuals, emphasizing systemic change and community safety. - United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP): An international framework establishing minimum standards for the survival, dignity, and well-being of Indigenous peoples worldwide.   ## Radisson's Commitment As the Town looks toward the future, there is a growing recognition of the need to strengthen connections with Indigenous Peoples and communities and build a more inclusive community. ## Radisson is committed to taking meaningful steps to: ## Acknowledge Shared Histories Honour Radisson's place within Treaty 6 Territory by recognizing the historical and ongoing contributions of Indigenous peoples and ensuring this shared history informs future planning efforts. ## Build Relationships Establish meaningful relationships with Indigenous leaders, Elders, Knowledge Keepers, and community members, focusing on trust, collaboration, and mutual respect. ## Increase Community Awareness Educate residents about Treaty 6, the Town's shared history with Indigenous peoples, and the importance of both Truth and Reconciliation. ## Create Collaborative Opportunities  ## Incorporate Indigenous Perspectives Include Indigenous voices and perspectives in community initiatives, cultural programming, and decision-making processes. Partner with Indigenous communities and organizations to support cultural exchange, shared learning, and collective growth. These efforts mark the first steps on a journey toward greater inclusivity and reconciliation. Radisson is committed to moving forward thoughtfully, building a community that values and celebrates all of its members, past, present, and future.  ## Radisson Through the Years ## Regional Context - Early Settlement The prairie region's rich history was shaped by European settlement in the early 20th century. Ukrainian and Eastern European immigrants brought traditions, festivals, and culinary practices that remain integral to Saskatchewan's cultural identity. ## Radisson's Beginnings Radisson was founded in 1905 with the arrival of the Grand Trunk Pacific Railway and named after French explorer and fur trader Pierre-Esprit Radisson. Originally a trading post known as Great Bend, the town quickly developed into a thriving community and an agricultural hub for grain farming and cattle ranching. ## Radisson's Development By 1906, Radisson was incorporated as a village with 19 dwellings, marking the start of its growth as a regional center. Its strategic location along the railway and later Highway 16 supported the town's role in agriculture and commerce. Over the years, investments in infrastructure, schools, and recreation, combined with strong community leadership, transformed Radisson into a vibrant and resilient community.  Albert Street  ## Historical Timeline Highlights ## Infrastructure 1960s - Sewer and Water Installed 1974 - Natural Gas Introduced ## Economy 1908 - Flour Mill Constructed 1939 - Radisson Co-Op Established ## Culture & Recreation 1908 - First Sports Day Held 1920 - Curling Club Founded 1906 - Ag. Society Established 1928 - St. Paul Lutheran Church Built ## Education 1905 - First School Opened 2004 - School Closed CNR Station This section draws from historical information provided in a timeline by local historian Shirley Hawes (Appendix F). Pierre-Esprit Radisson   ## Radisson Now  Today, Radisson is a friendly, close-knit community, offering a quiet, rural lifestyle with easy access to urban centres.  ## Housing Stock  With average home prices well below provincial levels, Radisson offers an affordable rural lifestyle close to urban centres. However, there is a growing need for diverse housing options, including rental units, seniors' housing, and accessible homes, to accommodate a wider range of residents and support the town's growth. ## Economic Base Radisson's economy is rooted in agriculture, particularly cattle ranching and grain farming. Emerging industries such as mining services, small-scale manufacturing, and property development are also contributing to its growth. Hay Bales in Snow  Wheat Field Near Radisson  ## Highway 16 - From Connector to Destination Spanning over 2,960 kilometres, the Yellowhead Highway (Highway 16) follows the historic Yellowhead Pass, a trade route once used by Indigenous peoples and fur traders. Named after Pierre Bostonais, an Iroquois-Métis trapper known as "Yellow Head," it has long connected communities, shaping commerce and culture across Western Canada. Yellowhead Highway Through Canada  Historically, Radisson was a destination along the highway, where travelers would rest, connect, and experience the town's welcoming spirit. Over time, shifting travel patterns and the growth of urban centres turned Radisson into more of a brief stopping point - a place for a meal at the iconic Red Bull restaurant or a quick pause before continuing their journey.  This plan envisions a renewed relationship with Highway 16. Rather than seeing it as a divider, Radisson is embracing the highway as an opportunity to bring people together and grow community connections. The Red Bull Family Restaurant and Lounge ## Community Services and Infrastructure Radisson offers a range of community services and recreational facilities that enhance the quality of life for its residents. ## These Include: - Town Office and Council; - Library; - Hockey Rink; - Curling Rink; - Ball Diamonds; - Playground; and - Seasonal Heated Outdoor Pool. These amenities lend to a vibrant, family-friendly community while reflecting Radisson's appreciation for its natural surroundings.   ## Part 2 - Foundations ## Our Collaborative Journey  Community engagement has been an essential component of Radisson's SOCP process. To create a plan that reflects the values and aspirations of our community, it was necessary to actively engage with residents, stakeholders, and leaders in identifying priorities and shaping policy directions. Through a series of meetings, consultations, and surveys, our community provided valuable input to guide the RSOCP. The objectives, priorities, and policies in this plan are the direct result of this collaborative process. The RSOCP process was guided by an Appreciative Inquiry framework to ensure inclusive participation, constructive dialogue, and quality outcomes. These principles emphasized building community capacity and creating a sense of ownership over the plan's direction. At the core of our process is heart the heart is at the centre of what we do. ## Facilitation Principles The following principles guided the engagement process: - Every system works to some degree; seek out the positive and appreciate the "best of what is;" - Knowledge generated by the inquiry should be applicable; look at what is possible and relevant; - Systems are capable of becoming more than what they are, and can learn how to guide their own evolution - so, consider provocative challenges and bold dreams of "what might be," and - The process and outcome of the inquiry are interrelated and inseparable, so make the process a collaborative one. ## Foundations for Success To ensure productive and meaningful work, a set of Foundations for Success was shared: - Everyone has wisdom; - We need everyone's wisdom for the wisest result; - There are no wrong answers; - The whole is greater than the sum of its parts; and - Everyone will be heard and will hear others. Autumn in Radisson   ## RSOCP Process Compile Background Research Feb 2024 Kickoff Meeting with Town Council May 2024 Steering Committee June - Jan 2024 Engagement June - Oct 2024 Initial work included collecting local and regional documents, historical information, demographics, housing data, and environmental studies to understand Radisson's current context and future needs. The process was officially launched with an introductory meeting, setting goals, confirming the engagement approach, and identifying priorities. A Steering Committee, comprised of representatives from local government, business, environmental leaders, and community members was formed to help guide the process. The town and wider community were engaged through multiple approaches: A community-wide survey was distributed to gather input. 21 respondents shared their thoughts on key topics such as housing, infrastructure, sustainability, and economic development. Three focus groups were conducted and gathered specific insights from: Seniors - 19 participants, addressing housing, accessibility, and recreation. Businesses - 7 Youth - 32 participants, capturing aspirations for our community's future. participants, exploring economic development and infrastructure needs. A community forum provided an opportunity for 28 attendees to share perspectives and contribute to the planning process. Write, Present, & Revise Oct - Jan 2025 Adoption & Implementation Feb 2025 & Beyond Based on feedback from the engagement process, and building on our foundations, a draft RSOCP was developed, presented for review, and revised to align with community needs. The final RSOCP was adopted by Town Council as Radisson's guiding document for sustainable growth for the next 25+ years. Progress will be monitored using measurable indicators and SMART principles to ensure goals are achieved.   ## Our Guiding Foundations ## Community Vision Our Community Vision is a shared statement of our long-term aspirations. It provides a picture of the future we aim to create together, guiding the framework of our decision-making. We are Radisson: a welcoming, connected, and resilient community deeply rooted in our heritage, inclusivity, and commitment to our town's future. As a vibrant hub in the heart of Saskatchewan, we embrace our unique charm while driving innovative development that fosters economic growth, enhances quality of life, and upholds sustainability in all its forms to ensure a thriving future for generations to come. ## Community Values Community Values are guiding principles and shared beliefs that help define Radisson's identity and aspirations. They shape our priorities, reflecting what matters most to our community.  ## Community Goals   ## Part 3 - Our Path Forward Overview This section outlines Radisson's long-term policies and objectives, reflecting our aspirations for sustainability, inclusivity, and growth. Guided by the principles of collaboration and adaptability, these policies ensure Radisson can achieve its vision while responding to changing needs and opportunities.  Each policy area includes: - Objectives: These are goals that define the intended outcomes Radisson drivesto achieve, providing a foundation for informed decision-making. - Policies: These are directional statements that outline how objectives will be realized, structured into two categories as follows: - Town Shall: These are action-oriented policies that guide the implementation of objectives, ensuring alignment with Radisson's values, provincial interests, and community-driven goals. - It is Recommended that the Town: These are suggestions to encourage further actions, explore opportunities, or support long-term growth and adaptability. Together, these objectives and policies provide a flexible yet structured framework for fostering a thriving and resilient community. The following 12 Themes outline the policy areas central to Radisson's growth and development:   ## Growth Management & Land Use Planning for growth is essential to ensure that Radisson develops in a way that reflects its community values and unique identity. This policy area seeks to balance growth with the preservation of Radisson's small-town character, agricultural heritage, and natural environment. Thoughtful land use planning supports a compact and efficient development pattern, reducing environmental impacts while optimizing existing infrastructure and services. Guided by the principles of sustainability, inclusivity, and collaboration, Radisson's growth management policies aim to create vibrant, walkable neighbourhoods that meet the needs of residents today and into the future. This approach prioritizes infill development, protects agricultural and natural areas, and encourages mixed-use developments that foster community connection and economic vitality. Radisson's vision for growth emphasizes partnerships with regional stakeholders, Indigenous communities, and neighbouring municipalities. By respecting Treaty obligations and incorporating Indigenous stewardship principles, Radisson is committed to land use planning that aligns with shared goals, promotes equity, and enhances the town's resilience. These strategies will ensure that Radisson remains a welcoming, innovative, and thriving community for generations to come. Objective: To promote sustainable growth and balanced land use that meets the needs of current and future residents while preserving Radisson's unique character.  ## The Town Shall: ## Strategic Growth Planning: - 1.1. Ensure sustainable land use planning is aligned with infrastructure, community needs and priorities. - 1.2. Direct development to areas identified in the Future Land Use Map (Appendix A) to optimize existing infrastructure. - 1.3. Plan for future residential, commercial, and industrial areas in alignment with community needs and infrastructure capacity. - 1.4. Incorporate the Mixed-Use Recreational District (MURD) into future urban development planning to accommodate complementary uses, including residential, commercial, industrial, recreational, and cultural activities. - 1.5. Ensure all uses within the MURD are compatible through appropriate design, buffering, and separation strategies, maintaining harmony among diverse land uses. ## It is Recommended that the Town: ## Collaborative and Inclusive Land Use: - 1.6. Support cohesive land use planning across jurisdictions while respecting Treaty obligations and Indigenous land stewardship principles. ## Sustainable Development: - 1.7. Prioritize infill development to reduce sprawl and protect agricultural and natural areas.  ## Climate & Environmental Sustainability Radisson's location within the Redberry Lake Biosphere Region connects the community to diverse ecosystems, including wetlands, grasslands, and critical wildlife habitats. These natural features are essential to the ecological health and resilience of the area. Recognizing this, and our unique position within the biosphere, Radisson is committed to protecting its natural environment while addressing the challenges of climate change and ensuring sustainable development. By aligning its strategies with regional frameworks, such as the RLBR District Sustainability Plan (2014) and the Northwest Watershed District Climate Change Adaptation Plan (2024), Radisson is taking proactive steps to safeguard biodiversity, manage water resources, and enhance climate resilience. These efforts reflect the Town's dedication to environmental stewardship, community well-being, and global sustainability goals. Radisson's Climate and Environmental Sustainability policies also contribute to the United Nation's Sustainable Development Goals (SDGs), particularly in areas such as: - Water management; - Renewable energy; - Sustainable communities; - Climate action; and - Biodiversity conservation. Through these policies, Radisson aims to foster collaboration, innovation, and resilience for a sustainable future. Objective: To protect Radisson's natural environment and ensure long-term ecological resilience.  ## The Town Shall: ## Protect Water Resources: - 2.1. Implement source water protection measures to ensure water quality and quantity. - 2.2. Create and maintain riparian buffer zones to protect streams, wetlands, and other sensitive areas. ## Minimize Development in Flood Hazard Areas: - 2.3. Prohibit new buildings within a 1:500-year floodway to prevent risks to people and property. - 2.4. Require flood-proofing and a minimum building elevation of 0.5 metres above the 1:500-year flood elevation for new buildings within the 1:500 flood fringe. ## Adapt to Climate Change: - 2.5. Develop a local climate adaptation plan aligned with regional frameworks. ## Foster Regional and Global Partnerships: - 2.6. Collaborate with the RLBR, Indigenous Knowledge Keepers, and environmental organizations to align with regional and international sustainability goals. ## Encourage Sustainable Energy and Land Use: - 2.7. Promote renewable energy systems and sustainable infrastructure in municipal and private developments to align with long-term sustainability goals. - 2.8. Use green infrastructure, such as permeable surfaces, bioswales, and xeriscaping, to manage stormwater, reduce environmental impacts, and conserve water resources while promoting local biodiversity. ## Promote Biodiversity: - 2.9. Enhance tree planting initiatives, support habitat restoration, and establish wildlife corridors where applicable. ## Enhance Waste Reduction: - 2.10. Partner with regional waste management authorities to implement advanced recycling and composting programs.  ## It is Recommended that the Town: ## Adapt to Climate Change: - 2.11. Encourage resilient infrastructure designs and adopt green building standards. ## Encourage Sustainable Energy and Land Use: - 2.12. Offer incentives for energy-efficient retrofits and the construction of netzero buildings. ## Promote Biodiversity: - 2.13. Monitor local ecosystems in collaboration with the RLBR and other organizations. - 2.14. Encourage the use of native plant species in public and private spaces to enhance aesthetic appeal and ecological benefits. ## Educate and Engage the Community: - 2.15. Host workshops and educational events on sustainability, conservation, and Indigenous stewardship practices. - 2.16. Develop resources to support residents in adopting waste reduction, recycling, and conservation measures. ## Enhance Waste Reduction: - 2.17. Advocate for community-led waste diversion projects and reuse initiatives, such as clothing swaps, repair workshops, or reuse markets. ## Foster Regional and Global Partnerships: - 2.18. Participate in broader sustainability initiatives that support SDGs and promote ecological health.  ## Agriculture & Food Sovereignty Agriculture is central to Radisson's identity, economy, and community wellbeing. The surrounding fertile lands not only sustain the town's rural heritage but also provide an opportunity to lead in sustainable and innovative food systems. By prioritizing food sovereignty, Radisson recognizes the importance of local food production, fair access to nutritious food, and the preservation of agricultural lands for future generations. Radisson's policies in agriculture and food sovereignty aim to balance the community's economic needs with environmental sustainability and regional collaboration. By fostering small-scale farming, promoting food literacy, and integrating modern agricultural technologies, the Town seeks to strengthen local food systems, support producers, and enhance resilience to global and regional challenges. ## Objective: To safeguard agricultural lands, promote food security, and enhance sustainable food systems for the benefit of Radisson's residents and local economy. ## The Town Shall: ## Preservation of Agricultural Lands: - 3.1. Protect prime agricultural lands from non-agricultural development. Support for Local Food Systems: - 3.2. Facilitate local food distribution networks to support producers and improve access to fresh food. ## Collaboration and Capacity-Building: - 3.3. Collaborate with regional organizations, Indigenous communities, and agricultural experts to promote knowledge sharing, innovative practices, and capacity-building in local food systems.  ## It is Recommended that the Town: ## Support for Local Food Systems: - 3.4. Integrate sustainable landscaping and edible green spaces into urban areas, such as community gardens and pollinator-friendly plantings, to enhance biodiversity and food sovereignty. - 3.5. Encourage small-scale and sustainable farming initiatives. ## Collaboration and Capacity-Building: - 3.6. Support food literacy initiatives to educate residents about nutrition, local food, and sustainable practices, fostering a deeper connection to the land and food systems. - 3.7. Facilitate the development of shared spaces, such as a community kitchen, to support food production, education, and sharing. ## Innovation in Agriculture: - 3.8. Explore opportunities for integrating new agricultural technologies, such as hydroponics or vertical farming.  ## Social Well-Being & Community Services Radissons' social well-being and community services policies emphasize the Town's commitment to fostering an inclusive, supportive, and connected community. Recognizing the importance of social determinants of health such as access to education, healthcare, housing, and recreational opportunities - Radisson seeks to enhance the quality of life for all residents while strengthening social connections and community fabric. Through strategic investment in social infrastructure, programs, and services, the Town supports diverse needs across all life stages, from youth to seniors. These efforts aim to promote equity, address social isolation, and empower residents to thrive physically, mentally, and socially. Radisson's initiatives in this area align with the United Nations Sustainable Development Goals (SDGs), particularly those focused on: - Promoting health and well-being; - Ensuring equitable education and lifelong learning; and - Creating inclusive, safe, and resilient communities. By embedding principles of equity, inclusion, and collaboration into social policies, Radisson ensures the development of a resilient and vibrant community for current and future generations. ## Objective: To create an inclusive, healthy, and vibrant community by enhancing access to essential services and recreational opportunities. ## The Town Shall: ## Improve Healthcare Access: 4.1. Partner with healthcare providers to improve access to physical and mental health services.  ## Develop Community Infrastructure: - 4.2. Ensure community spaces are inclusive, accessible, and meet the needs of residents with diverse abilities. - 4.3. Explore opportunities to develop a multi-purpose community hall to serve as a hub for events, gatherings, and cultural activities. ## Enhance Emergency Preparedness: - 4.4. Ensure land use planning and infrastructure align with fire safety and emergency access needs. - 4.5. Develop and implement a comprehensive Emergency Response Plan, including fire, medical, and law enforcement coordination. - 4.6. Collaborate with regional municipalities to expand emergency services and response capabilities. ## Collaborate Regionally: - 4.7. Partner with neighbouring municipalities, Indigenous communities, and regional organizations to coordinate and enhance social services. ## It is Recommended that the Town: ## Support Lifelong Learning: - 4.8. Plan for the re-establishment of a community school as growth warrants, ensuring equitable access to quality education. - 4.9. Advocate for the enhancement of educational services and partnerships with institutions to support lifelong learning opportunities for residents. ## Improve Healthcare Access: - 4.10. Explore opportunities to establish or enhance telehealth services and mobile health clinics for underserved residents. ## Promote Community Safety: - 4.11. Work with RCMP and provincial agencies to improve law enforcement presence, reduce response times, and maintain active policing services. - 4.12. Develop public education initiatives focused on safety, crime prevention, and emergency response. ## Enhance Emergency Preparedness: 4.13. Support the construction of a new fire hall to improve emergency response capabilities.  ## Foster Social Inclusion: - 4.14. Host regular community events that celebrate diversity and promote connections among residents. - 4.15. Support initiatives to address social isolation, particularly for seniors, youth, and other vulnerable populations. - 4.16. Engage with equity-deserving groups to co-create policies and programs that address systemic barriers and promote inclusivity. ## Build Capacity: - 4.17. Support a community-wide engagement strategy to strengthen local capacity and ensure that municipal and community initiatives are vibrant and well-supported - 4.18. Seek opportunities to share resources and best practices in areas such as recreation, education, and services.  ## Culture & Inclusion Heritage, Arts & Culture ## Understanding Culture Culture is the expression of who we are as a community - the stories we tell, the traditions we uphold, and the ways we connect with one another. Radisson's cultural identity is shaped by its deep historical roots, Indigenous and Métis heritage, settler history, and the contributions of new residents. Culture is both tangible and intangible - it is reflected in the landmarks we preserve, the festivals we celebrate, the arts we create, and the languages we speak. It also lives in the everyday interactions between neighbours, the knowledge passed down through generations, and the evolving perspectives that shape Radisson's future. As Radisson experiences population shifts, economic growth, and increasing cultural diversity, it is essential to embrace cultural inclusion as a cornerstone of community planning. By fostering cultural awareness, collaboration, and accessibility, Radisson can create a thriving, inclusive environment that celebrates all who call it home. This section explores: - Cultural and demographic shifts in Radisson; - The contributions of Indigenous and newcomer communities; and - How Radisson can integrate cultural sustainability into its future planning. ## Who We Are: Radisson's Cultural Profile Culture is dynamic - it evolves as populations shift, industries change, and communities grow. Radisson's cultural landscape today is shaped by historical settlement, Indigenous presence, and more recent changes in demographics. ## Honouring Indigenous & Métis Presence in Radisson Radisson is located within Treaty 6 Territory and the Homeland of the Métis Nation. While Indigenous cultural traditions have not always been visible in Radisson's community fabric, this is expected to change due to recent development partnerships.  Through Nationswest Development Corporation and the Battlefords Tribal Council, Indigenous-led development projects will bring new residents to Radisson, increasing cultural representation. As a result, Radisson has committed to integrating Indigenous perspectives into future community planning efforts. This includes: - Ensuring all residents, including Indigenous peoples, feel included in Radisson's identity; - Building relationships with Indigenous leaders and communities to support meaningful efforts in Truth and Reconciliation; and - Educating residents about Indigenous cultures. This commitment reflects Radisson's dedication as a holistic community that embraces cultural diversity and inclusion.  ## Welcoming Newcomers to Radisson Radisson is seeing a growing number of new residents, including those from Pakistani, Filipino, and other Asian communities, who are contributing to the local economy, business development, and cultural diversification. Newcomers are enriching Radisson in various ways, including: - Business & Workforce Growth: Increasing employment in hospitality, retail, and small business ownership. - New Culinary & Social Traditions: Expansion of international cuisine, cultural gatherings, and multilingual communities. - Intercultural Opportunities: Growing potential for cross-cultural engagement and collaboration. As Radisson continues to evolve, the Town is committed to ensuring that newcomers feel welcomed, supported, and included in community life. Welcome events for newcomers, including community meals, are hosted to provide an opportunity for new and established residents to connect and build relationships. These gatherings help integrate new residents into the social fabric of Radisson, reinforcing the Town's dedication to inclusion. ## Radisson's Cultural Landscape - Landmarks, Traditions & Community While Radisson is experiencing cultural shifts, its longstanding traditions remain central to community life. ## Cultural Landmarks & Community Spaces - Zion Museum: Dedicated to preserving Radisson's local history, the Zion Museum houses artifacts and exhibits that showcase the town's heritage. - Sesula Mineral and Gem Museum: This unique museum offers a collection of minerals and gems, providing educational insights into geology and natural history. - Radisson Public Library: Serving as a centre for learning and community engagement, the library offers resources for residents of all ages. - Recreational Facilities: Radisson is home to several recreational spaces that support community wellness and social interaction, including: - Radisson Curling Rink; - Seasonal Heated Outdoor Swimming Pool; - Ball Diamonds; - Community Playground; and - Campground Area with Walking Trails. ## Community Events & Celebrations - Car Show & Shine: An annual event that showcases a variety of vehicles, attracting car enthusiasts from across the province. - Radisson Agricultural Fair: Celebrated for over 100 years, the Agricultural Fair highlights the region's farming heritage. ## Volunteerism & Active Community Groups - Agricultural Society; - Curling Club; - Library Board; - Chamber of Commerce; and - Community Facebook Page. Front Facade of the Sesula Mineral and Gem Museum  Inside the Zion Museum    ## Looking Ahead: Radisson's Cultural Future ## Adapting, Connecting & Growing Together While Radisson is adapting to new economic and social realities, community members have also highlighted key opportunities as the town evolves: ## Maintaining a Strong Sense of Place Long-time residents want to ensure that Radisson's character and small-town appeal remain central to its growth. Many believe that cultural initiatives such as community gatherings, public art initiatives, and cross-cultural sharings - could help strengthen Radisson's identity while embracing change. ## Ensuring Inclusive Growth & Community Connections As Radisson becomes more diverse, building strong relationships between long-time residents and newer community members will be essential. Ideas proposed in community discussions include: - Local events celebrating Radisson's evolving cultural diversity; - Encouraging education and mentorship to sustainably grow capacity and skills; and - Creating shared public spaces to bring community members together. ## Sustaining Volunteerism & Community Engagement Many of Radisson's most successful initiatives are community-driven, but with a small population, maintaining volunteer-led programs can be a challenge. Finding new ways to engage residents in town initiatives while building regional partnerships will help to increase capacity for Radisson's exciting new initiatives to take place.  ## Shaping Radisson's Cultural Path As Radisson moves forward, three core values have emerged from community discussions to guide Radisson's cultural future: Respect for History & Identity: Acknowledging the past while embracing cultural shifts. ## Openness to New Possibilities: Encouraging economic, social, and cultural opportunities. ## Commitment to Working Together: Ensuring collaborative, inclusive growth. Radisson's cultural priorities are guided by principles of sustainability, inclusivity, and innovation. By embedding cultural initiatives into community planning, Radisson seeks to create an accessible and dynamic cultural environment that enriches the lives of residents and visitors alike. ## Objective: To celebrate Radisson's rich cultural heritage, support artistic innovation, and foster an inclusive and accessible cultural environment that strengthens community identity and cohesion. ## The Town Shall: ## Support Cultural Programming: - 5.1. Facilitate and support events and festivals that reflect Radisson's traditions, community spirit, and cultural exchange. - 5.2. Encourage Indigenous cultural inclusion by supporting opportunities for Indigenous-led programming, storytelling, and education initiatives. - 5.3. Recognize and support newcomer cultural contributions through multicultural events, community engagement programs, and welcoming initiatives. ## Foster Inclusion & Accessibility: - 5.4. Ensure cultural programming and events are accessible to all community members, prioritizing equity-deserving groups, youth, seniors, and individuals with diverse abilities.  ## Protect Heritage & Cultural Assets: - 5.5. Protect and maintain historical sites, landmarks, and cultural assets that contribute to Radisson's heritage and identity. ## It is Recommended that the Town: ## Foster Inclusion & Accessibility: 5.6. Create opportunities for cultural education, ensuring residents learn about Indigenous heritage, newcomer cultures, and Radisson's evolving cultural landscape. ## Protect Heritage & Cultural Assets: - 5.7. Document and share histories, traditions, and evolving cultural narratives. ## Promote Artistic Innovation & Cultural Expression: - 5.8. Encourage public art, murals, and creative projects that reflect Radisson's evolving identity, diversity, and evolving story. - 5.9. Support opportunities for artistic collaboration, including local artists, regional cultural organizations, and youth-led creative initiatives. ## Provide Youth-Focused Programming: - 5.10. Encourage and support youth-led and youth-focused programming, including social events, leadership development, and community engagement initiatives. ## Build Capacity for Cultural Growth & Engagement: - 5.11. Collaborate with educational institutions, Indigenous Knowledge Keepers, and cultural organizations to foster cultural literacy and shared understanding. - 5.12. Support and recognize volunteers who contribute to community programming, ensuring capacity-building initiatives are available to support long-term volunteer sustainability. ## Integrate Sustainability & Economic Development: - 5.13. Encourage environmentally-friendly practices in cultural initiatives, such as the use of local resources, eco-conscious event planning, and sustainable tourism. 5.14. Leverage Radisson's cultural assets, events, and public art to enhance tourism, attract visitors, and support local businesses.  ## Community Economic Development & Sustainable Tourism Radisson's economic resilience is built on its ability to nurture a thriving local economy while reflecting the community's values of sustainability, inclusivity, and collaboration. By prioritizing the needs of its residents, Radisson supports an economic model that grows innovation, entrepreneurship, and local investment. A strong local economy, rooted in community well-being, naturally creates opportunities for sustainable tourism and attracts external interest. The Town's economic policies emphasize supporting local businesses, leveraging Radisson's unique cultural and natural assets, and fostering regional collaboration. By integrating sustainability into economic development and tourism initiatives, Radisson ensures that growth benefits both the community and the environment, preserving the town's identity and charm for future generations. Through strategic planning and investment in emerging industries, workforce development, and eco-friendly practices, Radisson positions itself as a hub for community-driven economic growth and a welcoming destination for visitors. ## Objective: To strengthen Radisson's economic base by supporting local businesses, growing entrepreneurship, and positioning the town as a welcoming destination for visitors. ## The Town Shall: ## Encourage Economic Development: - 6.1. Encourage local economic growth by supporting business innovation, tourism, and strategic investment in sustainable industries. - 6.2. Attract and retain investment by promoting Radisson's economic advantages, growth potential, and strategic location along key transportation corridors. - 6.3. Promote tourism initiatives that reflect Radisson's commitment to being the best community for its residents, with tourism as a natural outcome.  ## It is Recommended that the Town: ## Support Local Businesses: - 6.4. Provide mentorship programs, training opportunities, and support networks for local entrepreneurs. - 6.5. Offer incentives for businesses that align with community values, such as environmental stewardship and cultural preservation. - 6.6. Promote local businesses through initiatives such as a 'Buy Local' campaign to strengthen the local economy and foster community pride. ## Encourage Sustainable Tourism: - 6.7. Highlight the town's natural landscapes, cultural heritage, and recreational assets to attract visitors while ensuring tourism activities are sustainable and community-oriented. - 6.8. Develop a comprehensive tourism strategy to promote Radisson as a destination, supporting local attractions, events, and economic growth. ## Invest in Workforce Development: - 6.9. Encourage youth participation in the workforce through internships, mentorships, and training aligned with Radisson's economic priorities. - 6.10. Promote Radisson as an ideal location for working and work-from-home professionals by enhancing digital infrastructure, supporting flexible coworking spaces, and marketing the town's strategic location and quality of life. - 6.11. Partner with educational institutions and businesses to offer skills development programs tailored to emerging industries and local needs. ## Adopt Innovation and Sustainability Practices: - 6.12. Facilitate the adoption of renewable energy, green technologies, and innovative practices. - 6.13. Promote the development of eco-friendly businesses and industries, such as regenerative agriculture and renewable energy projects. ## Support Home-Based Businesses: - 6.14. Ensure home-based businesses are supported through zoning regulations and access to resources. - 6.15. Recognize home-based enterprises as valuable contributors to Radisson's economy.  ## Industrial & Commercial Development Radisson's industrial and commercial sectors play a pivotal role in shaping the town's economic future, providing local employment opportunities, and enhancing the community's vibrancy. By fostering diverse and sustainable business growth, Radisson strengthens its position as a hub for innovation, collaboration, and regional economic activity. Strategically located along Highway 16 and supported by rail and other key transportation networks, Radisson is well-positioned to attract industries, businesses, and working professionals that align with community values, including environmental stewardship, inclusivity, and economic resilience. By encouraging small-scale industries, agricultural processing, renewable energy projects, and remote work opportunities, Radisson ensures a diversified and adaptable economic base that supports long-term prosperity. The Town's industrial and commercial policies are designed to promote compatibility with residential and recreational areas, maintain Radisson's charm, and uphold environmental standards. Through thoughtful planning, collaboration with regional partners and Indigenous communities, and investment in infrastructure, Radisson seeks to balance growth with sustainability, creating a thriving local economy that benefits residents and businesses alike. ## Objective: To promote sustainable industrial and commercial development that enhances Radisson's economy, supports local employment, and complements our community vision for a vibrant, inclusive, and futurefocused town.  ## The Town Shall: ## Promote Balanced Development: - 7.1. Designate areas for industrial and commercial development to minimize land-use conflicts, ensure compatibility with residential and recreational areas, and optimize the use of existing infrastructure. - 7.2. Prioritize developments that reflect community values, such as sustainability, inclusivity, and local economic growth. - 7.3. Ensure all industrial and commercial developments comply with provincial and federal environmental standards, incorporating sustainability practices such as renewable energy, waste management, and emissions reduction. - 7.4. Develop a phased approach to industrial and commercial development that aligns with market demand, community needs, and infrastructure capacity, ensuring orderly and sustainable development. ## Coordinate Growth with Transportation Corridors: - 7.5. Ensure all development projects align with provincial transportation plans and railway regulations, adhering to mandatory setbacks and safety requirements. - 7.6. Prioritize consistency with key transportation corridors, particularly the Trans-Canada Highway 16 and Canadian National Railway (CNR) Aberdeen Subdivision line. - 7.7. Evaluate and mitigate potential noise and vibration impacts for developments located near railway infrastructure to enhance livability and safety. - 7.8. Strategically locate highway commercial developments to provide travelrelated services while complementing the town centre and preserving Radisson's character as a destination. - 7.9. Enhance transportation and infrastructure networks to support industrial and commercial growth, ensuring safe and efficient access to Highway 16, rail lines, and other key corridors.  ## Support Town Revitalization: 7.10. Collaborate with business owners, regional organizations, and funding agencies to initiate a town centre revitalization program, integrating mixeduse developments, public spaces, and essential services to strengthen the town centre as a focal point for community life. 7.11. Incorporate Design Guidelines for the 300 Block of Main Street to ensure industrial and commercial developments contribute positively to Radisson's visual identity and charm. 7.12. Support the development of small-scale industries and businesses that enhance economic diversity and align with Radisson's identity, such as ecotourism and light manufacturing. 7.13. Align commercial and industrial developments within the Mixed-Use Recreational District (MURD) to support and complement recreational, residential, and cultural activities, enhancing economic opportunities and community connections. ## It is Recommended that the Town: ## Encourage Industrial Innovation: 7.14. Encourage diverse industries and businesses, including agricultural processing, renewable energy, and eco-tourism enterprises, to enhance economic resilience and create local employment opportunities.  ## Housing Radisson's housing policies reflect the Town's commitment to fostering an inclusive and sustainable community where residents of all ages, abilities, and income levels can access safe, affordable, and diverse housing options. Housing is a cornerstone of community well-being, directly influencing health, economic stability, and social inclusion. As Radisson grows, planning for future housing demand while addressing the needs of current residents is essential. By supporting innovative housing solutions, maintaining and retrofitting existing housing stock, and aligning development with infrastructure capacities, the Town ensures a balanced and sustainable approach to housing. Radisson recognizes that housing is more than just a place to live - it is integral to creating vibrant neighbourhoods, supporting local economic resilience, and maintaining character. By aligning housing initiatives with provincial and federal opportunities, the Town aims to attract investment and partnerships that enhance housing affordability, accessibility, and sustainability for the benefit of all. ## Objective: To provide diverse, affordable, and sustainable housing options that meet the needs of all community members, while planning for future growth and enhancing existing housing stock. ## The Town Shall: ## Optimize Land Use for Housing: 8.1. Support mixed-use developments and compatible non-residential uses, such as parks, schools, churches, and senior living facilities, to optimize land use, enhance walkable neighbourhoods, and align with the Zoning Bylaw. 8.2. Support the inclusion of diverse housing types, including multi-unit dwellings and homes designed in compliance with accessibility standards, within the Mixed-Use Recreational District (MURD) to foster vibrant and connected neighbourhoods.  ## Maintain and Enhance Existing Housing Stock: - 8.3. Prioritize the maintenance, repair, and retrofitting of existing housing stock to improve energy efficiency, accessibility, and safety, preserving the town's housing assets. ## Foster Housing Affordability and Accessibility: - 8.4. Encourage the development of rental housing by leveraging funding opportunities and offering incentives for affordable, accessible, and sustainable housing projects. - 8.5. Support the development of housing facilities necessary for community well-being, including group homes, senior care homes, child care facilities, and other supportive housing options to accommodate residents of all ages and needs. - 8.6. Facilitate municipal acquisition and subdivision of land to meet housing needs as necessary. ## Support Home-Based and Phased Developments: - 8.7. Support home-based businesses that align with residential character, promoting economic resilience. ## It is Recommended that the Town: ## Encourage Diverse and Sustainable Housing Options: - 8.8. Encourage the development of diverse housing types, including singledetached, multi-unit, rental units, modular homes, seniors' housing, and accessible homes, to meet the needs of residents at all stages of life. - 8.9. Support innovative housing solutions, such as co-housing, tiny homes, and net-zero housing developments, to address evolving community needs and align with sustainability goals. ## Optimize Land Use for Housing: 8.10. Plan for future housing demand by monitoring population trends and proactively designing areas for residential growth that align with infrastructure capacities and community values. ## Support Home-Based and Phased Developments: - 8.11. Phase new developments based on demand and service capacity, ensuring efficient use of resources.  ## Parks, Open Space & Recreation Radisson's parks, open spaces, and recreational amenities are central to community well-being, providing spaces for connection, relaxation, and active living. These areas celebrate the town's natural beauty, foster inclusivity, and support the physical and mental health of residents and visitors alike. As the town evolves, ensuring that parks and recreational facilities remain accessible, adaptable, and reflective of community needs is paramount. By integrating principles of sustainability, universal design, and community collaboration, Radisson aims to maximize the value and functionality of these spaces for all users. Radisson's parks and open spaces also present opportunities for innovation and cultural expression. Through enhancements like the Mixed-Use Recreational District (MURD) and the incorporation of green infrastructure, the Town seeks to create vibrant, multifunctional spaces that celebrate its heritage, support biodiversity, and encourage environmental stewardship. With partnerships and strategic investments, Radisson's parks, open spaces, and recreational offerings will continue to be vital to its identity and a source of pride for generations to come. ## Objective: To provide accessible, high-quality parks, open spaces, and recreational opportunities that enhance the wellbeing of residents, celebrate natural beauty, and foster community connections. ## The Town Shall: ## Enhancement and Maintenance: 9.1. Maintain, enhance, and adapt parks, playgrounds, recreational facilities, and indoor spaces to meet the evolving needs of Radisson's residents and visitors, supporting environmental sustainability and social equity. 9.2. Protect and enhance natural features within open spaces to support environmental sustainability and biodiversity.  ## Strategic Planning: - 9.3. Develop a strategic conceptual plan for the enhancement of the campground area, considering its potential to evolve into a Mixed-Use Recreational District (MURD) that integrates natural greenspaces, walking trails, and community amenities with cultural and recreational opportunities, while serving as a key component of Radisson's broader land-use strategy. ## Enhance Recreational Opportunities: - 9.4. Expand recreational programming for all age groups, with a particular focus on youth and seniors. ## It is Recommended that the Town: ## Strategic Planning: - 9.5. Explore the feasibility of a Regional Recreation Coordinator to support planning, programming, and regional collaboration for recreation and open space initiatives. - 9.6. Identify opportunities for new recreational developments and amenities that support active lifestyles and community gatherings. ## Enhancement and Maintenance: - 9.7. Support the enhancement and modernization of recreational facilities to expand year-round programming and increase community access and usage. ## Community Engagement and Accessibility: - 9.8. Ensure parks and recreational facilities are accessible and inclusive, meeting universal design standards to support people of all abilities. - 9.9. Create a trail network plan to connect parks, open spaces, and key community areas, enhancing accessibility and promoting active lifestyles. - 9.10. Encourage community-led initiatives and partnerships to activate trail networks, parks, and open spaces with events, programming, and maintenance partnerships. - 9.11. Implement improvements to existing parks and open spaces, such as landscaping, seating, and accessibility enhancements, to ensure they meet diverse needs. - 9.12. Support the needs of dog owners by incorporating features such as designated dog spaces and waste disposal options.  ## Sustainability and Partnerships: - 9.13. Integrate green infrastructure solutions into the design and maintenance of parks and open spaces to manage stormwater and reduce environmental - methods to reduce supplemental water usage and promote biodiversity. - 9.15. Encourage regional partnerships with schools and community organizations to facilitate greater utilization of Radisson's recreational facilities for educational and extracurricular programming. - 9.16. Promote partnerships with regional stakeholders and organizations to access funding and expertise for developing and enhancing parks, open spaces, and recreation.  ## Infrastructure Utilities & Management Radisson's infrastructure forms the backbone of its growth, resilience, and quality of life. From water and wastewater systems to roads and telecommunications, well-maintained and efficient infrastructure supports the town's daily operations and long-term development. As Radisson continues to grow, proactive investments in infrastructure are essential to meet the evolving needs of residents, businesses, and visitors. By prioritizing sustainability, innovation, and collaboration, Radisson aims to create infrastructure systems that are not only reliable and efficient but also environmentally responsible and adaptable to future demands. The Town recognizes the importance of partnerships in addressing regional challenges and opportunities. Collaboration with waste management authorities, emergency response agencies, and telecommunications providers will ensure Radisson remains connected, safe, and prepared for the future. By integrating green infrastructure solutions and supporting renewable energy initiatives, the Town is committed to aligning its infrastructure planning with broader goals for sustainability and resilience. With strategic planning and ongoing community engagement, Radisson's infrastructure policies will ensure the town is equipped to thrive, balancing immediate needs with a forward-looking vision. Objective: To maintain and enhance infrastructure systems that support Radisson's growth, resilience, and sustainability.  ## The Town Shall: ## Enhance Essential Infrastructure: - 10.1. Ensure that municipal infrastructure - including water and wastewater systems, roads, and utilities - is maintained and upgraded in alignment with sustainability, resilience, and community needs. - 10.2. Prioritize infrastructure improvements that support growth while enhancing safety, sustainability, and long-term operational efficiency. - 10.3. Identify future areas required for utility corridors, easements, and public works to accommodate planned growth and development, ensuring alignment with long-term municipal and regional planning objectives. - 10.4. When planning for future public works, consider the compatibility of planned public works with nearby planned development, including potential off-site effects, appropriate mitigation measures, and separation buffers. - 10.5. Dedicate land for new municipal utility parcels at the time of subdivision for proposed new developments, ensuring adequate space for infrastructure expansion and service delivery. ## Adopt Asset Management Planning: - 10.6. Implement a formal asset management plan to guide infrastructure maintenance, replacement, and investment decisions, prioritizing long-term cost-effectiveness and sustainability. - 10.7. Regularly evaluate and update asset inventories to ensure comprehensive data for planning and funding applications. ## Enhance Safety and Connectivity: - 10.8. Enhance lighting to improve safety, accessibility, and visibility for residents and visitors, prioritizing high-traffic zones and pedestrian pathways. - 10.9. Expand access to high-speed internet and reliable telecommunications infrastructure to enhance connectivity for residents, businesses, and essential services.  ## It is Recommended that the Town: ## Promote Sustainable Waste Management: 10.10. Collaborate with regional, municipal, and industry partners to implement advanced waste management practices, including recycling, composting, and waste diversion initiatives. 10.11. Educate the community on sustainable waste practices and encourage resident participation in waste reduction programs. 10.12. Coordinate regional service delivery and associated asset management with regional partners where appropriate, ensuring efficient use of shared infrastructure, services, and resources. ## Integrate Green Infrastructure and Energy Solutions: 10.13. Incorporate green infrastructure solutions, such as natural stormwater management, permeable surfaces, and bioswales, to enhance environmental sustainability. 10.14. Facilitate the integration of renewable energy sources, such as solar and wind power, into municipal and community projects.  ## Transportation & Mobility A well-planned transportation network is essential for Radisson's growth, connectivity, and quality of life. Transportation systems do more than move people and goods - they shape how residents and visitors experience the community, access essential services, and connect with one another. Radisson's transportation and mobility policies focus on creating a safe, efficient, and sustainable network that accommodates all modes of travel, including walking, cycling, and driving. By prioritizing active transportation, strategic infrastructure upgrades, and inter-community connections, Radisson aims to reduce reliance on personal vehicles while enhancing access to community assets and supporting regional mobility. Collaboration with neighbouring municipalities and regional stakeholders will be vital in addressing shared challenges, such as public transit opportunities and resource management. At the same time, Radisson remains committed to environmental sustainability by incorporating innovative design features, such as traffic calming measures and green infrastructure, into its transportation planning. Through these efforts, Radisson is building a transportation system that reflects its community values, balances safety and efficiency, and meets the needs of a growing and diverse population. Objective: To develop a safe, efficient, and sustainable transportation network that supports all modes of travel and aligns with Radisson's growth and community values. ## The Town Shall: ## Promote Mobility and Active Transportation: 11.1. Promote accessible, efficient, and sustainable transportation networks, including active and low-emission mobility options. 11.2. Enhance and maintain pedestrian and cycling pathways to promote active transportation and improve connectivity within our community, including · integrating trail networks into residential areas.  ## Maintain and Improve Key Infrastructure: - 11.3. Prioritize regular maintenance and upgrades to thoroughfares and essential routes to ensure safety and reliability. - 11.4. Support infrastructure improvements that enhance access to key community assets, such as recreational facilities, businesses, and future development areas. ## Sustainably Manage Resources: 11.5. Identify and manage sand and gravel resources to support current and future infrastructure needs, ensuring compatibility with land use priorities, environmental sustainability, and best practices. ## It is Recommended that the Town: ## Promote Mobility and Active Transportation: - 11.6. Collaborate with regional partners, including neighbouring municipalities, to explore opportunities for public transit and intercommunity transportation services, improving mobility for residents and visitors. - 11.7. Support community-based transportation initiatives, such as ride-sharing platforms and volunteer driver programs, to enhance mobility and accessibility for residents. ## Enhance Safety for All Users: - 11.8. Incorporate traffic calming measures and design features in residential areas to ensure safety for pedestrians and cyclists, considering the implications of permanent structures and compatibility with maintenance equipment. 1.9. Establish and maintain designated traffic routes to ensure efficien movement of vehicles, support safe access, and minimize conflicts between residential areas and high-traffic corridors.  ## Partnerships, Relationships & Agreements Radisson's ability to achieve its community goals is strengthened through partnerships, collaboration, and shared resources. By building relationships with Indigenous communities, regional stakeholders, and other organizations, the Town fosters a collaborative approach to addressing shared challenges and opportunities. These partnerships enable Radisson to leverage external expertise, align with regional sustainability goals, and promote reconciliation. The Town recognizes the importance of fostering mutual respect and understanding in its partnerships with Indigenous communities, guided by frameworks such as the Truth and Reconciliation Commission's Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP). Radisson is also committed to aligning its sustainability efforts with the Redberry Lake Biosphere Reserve (RLBR) Planning District, reinforcing its leadership in conservation and regional cooperation. By prioritizing collaboration, Radisson strengthens its capacity to deliver innovative solutions, address social and environmental challenges, and create a resilient and inclusive community. Objective: To strengthen partnerships with Indigenous communities, regional stakeholders, and other organizations to achieve shared goals. ## The Town Shall: ## Collaborate with Indigenous Communities: 12.1. Collaborate with Indigenous Knowledge Keepers and governments to integrate traditional knowledge into planning, sustainability initiatives, and community development efforts. 12.2. Align policies and programs with the Truth and Reconciliation Commission's Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP).  ## Develop Inter-Municipal Agreements: - 12.3. Establish formal agreements with neighbouring municipalities to share resources, coordinate transportation and infrastructure planning, and address regional challenges collaboratively. ## Strengthen Regional Partnerships: - 12.4. Align sustainability and conservation initiatives with the RLBR Planning District, promoting eco-tourism, cultural programming, and community education. - 12.5. Integrate Radisson's policies with the RLBR's sustainability objectives to support regional conservation and development goals. - 12.6. Collaborate with provincial and federal agencies to access funding and technical expertise for economic, social, and environmental projects. ## It is Recommended that the Town: ## Enhance Sustainability-Focused Collaborations: - 12.7. Promote partnerships that enhance eco-tourism, biodiversity, and environmental education. - 12.8. Work with industry experts, regional partners, and funding agencies to expand resources and incentives for sustainable development. ## Strengthen Regional Partnerships: - 12.9. Foster ongoing relationships with neighbouring municipalities through formalized collaboration agreements, shared land use planning, and regional infrastructure coordination. - 12.10. Build partnerships that align with Radisson's values of sustainability, inclusivity, and community well-being. - 12.11. Build partnerships with regional organizations, economic development organizations, adjacent municipalities, and neighbouring Indigenous communities to enhance economic resilience, support local business, and coordinate tourism efforts. - 12.12. Partner with regional economic organizations, conservation authorities, community groups, and others to address shared challenges, leveraging expertise and funding opportunities. - 12.13. Pursue inter-municipal agreements with regional school divisions and municipal partners to establish Radisson as a hub for recreational activities.  ## RSOCP Action Plan The Action Plan outlines the steps needed to implement the Radisson Sustainable Official Community Plan (RSOCP), translating its vision and policies into clear, actionable strategies. It provides a framework for moving forward by identifying suggested timelines, lead responsibilities, potential partners, funding sources, and measures of success. Organized by themes, the plan uses SMART principles (Specific, Measurable, Achievable, Relevant, Time-bound) to ensure progress is trackable and aligned with Radisson's community goals. The details provided are suggestions rather than strict commitments, with feasibility of implementing actions depending on available resources, including staffing, community capacity, partnerships, and budgets. As a living document, the Action Plan will be reviewed and updated regularly to reflect new opportunities, changing circumstances, and community input. The Town and its partners are encouraged to adapt priorities as needed, ensuring that Radisson continues on a sustainable path toward its long-term goals. ## Zoning Bylaw The Zoning Bylaw is a critical tool for translating the vision and goals of the RSOCP into actionable development standards and land use regulations. By aligning zoning districts with the principles of sustainability, the Bylaw ensures that future development promotes environmental stewardship, economic resilience, and social well-being. Key elements such as mixed-use zoning, green space preservation, and support for renewable energy systems are incorporated to create a framework for growth that reflects the community's commitment to sustainable living. This approach provides clear, enforceable regulations to achieve the longterm objectives of the RSOCP while fostering a vibrant, inclusive, and environmentally responsible urban environment.   ## Monitoring and Amendments The RSOCP is a living document that requires ongoing monitoring and periodic updates to remain effective and responsive to community needs. The Town of Radisson will take the following steps to ensure the successful implementation and relevance of the plan: | Annual Review | The Town will review progress annually, using key performance indicators (KPls) to measure success. Findings will be shared in an Annual Report with recommendations for adjustments. | |--------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Community Engagement | Residents and stakeholders will provide annual feedback through surveys, forums, or workshops. | | Amendment Process | Updates may be proposed in response to legislation, funding, or priorities. All changes will include public consultation before Council adoption. | | Five-Year Comprehensive Review | A comprehensive review will be conducted every five years to align with evolving goals, regulations, and sustainability practices. | | Performance Metrics | The Town will track and publish metrics, including completed projects, environmental improvements, and housing developments. | By ensuring regular monitoring and flexibility for amendments, the RSOCP will serve as a resilient guide for Radisson's sustainable development over the coming decades.  ## Appendix A - Town of Radisson Future Land Use Map  ## Appendix B - Town of Radisson Reference Maps       ## Appendix C - Town of Radisson Infrastructure Capacities | Town of Radisson | Town of Radisson | |-------------------------------------------|--------------------------------------------------------------------------------------------------------| | Connections | 230 | | Water Supply | 155,000 gallon reservoir 100/gallon minute pumping capacity - Capacity of Aquifer about 15,000 people. | | Surplus Capacity (Percentage/ Population) | 60% or 550 people | | Annual Water Treatment | 6,100,000 gallons | | Septic Treatment | 2 cell lagoon - 1 primary, 1 secondary | | Solid Waste Management | 16-to-43 Waste Management | | Current Engineering Study (Yes/No; Year) | Water and Sewer Study, 2004 | | Public Wells or Well-Heads | Public well located 5 km northwest of Town. | | Water lines/ Utilities | Yes, see Reference Map | | Lagoons | Yes, 1 km south of Town | | Cemetery | Yes, 1.5km west of Town | ## Appendix D - Town of Radisson Action Plan reviewed and updated regularly to adapt to changing needs and opportunities, ensuring Radisson's long-term The RSOCP Action Plan provides a framework for implementing Radisson's vision and policies. It outlines suggested timelines, responsibilities, and potential funding sources to guide progress. However, implementation is dependent on available resources, including staffing, partnerships, and budget constraints. As a living document, the plan will be sustainability. | Measures of Success | Phasing Plan Completed and Adopted by the end of Year 5. Conduct and document annual alignment meetings | and reporting. Policy alignment reviewed and integrated into planning documents. | Approved Concept Plan; Stakeholder Input. | Updated Zoning Bylaw adoption within the designated timeline. | |---------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Municipal Budget, Saskatchewan Growth Planning Grants Inter-Municipal Collaboration Grants | Inter-Municipal Collaboration Grants | Provincial/Federal Grants | Federation of Canadian Municipalities (FCM), Saskatchewan Municipal Infrastructure Fund | | Partners | Developers, Planners, Neighbouring Municipalities, Indigenous Partners RLBR | Indigenous Partners, RLBR | RLBR, Regional Partners | Planners, Regional Stakeholders | | Lead Responsibility | Town Town | Town | | Town | | Timeline | Medium Term (3-5 Years) Ongoing | Ongoing | Short Term (1- Town 3 Years) | Ongoing Medium Term (3-5 Years) | | Actionable Steps | Develop a phasing plan for new developments to align with infrastructure capacity. Reinvigorate RLBR Planning District Commission meetings to coordinate land use and identify district opportunities. | Ensure land use policies align with Indigenous land stewardship principles and Treaty obligations. | Develop a Future Urban Development Concept Plan for the Mixed-Use Recreational District (MURD). | Regularly review and amend Zoning Bylaw to align with designated areas for mixed-use developments and future growth. | | Policy Theme | Growth Management & Land Use | Growth Management & Land Use | Growth Management & Land Use | Growth Management & Land Use | | Measures of Success | Reports completed by end of Year 5. | Completion of a brownfield redevelopment strategy by end of Year 7, with at least one remediation project being implemented by end of Year 10. Adoption of design review guidelines and implementation of one beautification project by Year 3. | Completion of a brownfield redevelopment strategy by end of Year 7, with at least one remediation project being implemented by end of Year 10. Adoption of design review guidelines and implementation of one beautification project by Year 3. | At least two beautification projects launched by the end of Year 5. | Inclusion of the checklist in development applications; increase in sustainable building developments. | |---------------------------|-------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Saskatchewan Municipal Infrastructure Fund, Infrastructure Canada | Provincial Brownfield Revitalization Grants, Infrastructure Canada | Downtown Revitalization Grants, Business Improvement Grants | Community Improvement Grants, Local Sponsorships | Municipal Budget, Sustainable Building Grants | | Partners | Infrastructure Workers, Utility Providers, Engineers | Federation of Canadian Municipalities, Saskatchewan Brownfields Program, Regional Planners | Community Groups, Local Business Owners, Chamber of Commerce, Regional Planners | Volunteers, Community Groups, Local Artists, Local Businesses, Environmental Organizations | Developers, Builders, Regional Partners | | Lead Responsibility | Town | Town | Town | Town | | | Timeline | Medium Term (3-5 Years) | Long Term (5- 10 Years) | Short Term (1- 3 Years) | Medium Term (3-5 Years) | Short Term (1- Town 3 Years) | | Actionable Steps | Develop infrastructure capacity assessments for growth areas. | Develop a sustainable development framework for brownfield remediation and redevelopment. | Establish a design review process for the downtown core, requiring Town approval for façade updates, signage, and other exterior changes to maintain a cohesive form and character. Establish a Radisson | Beautification initiative to lead local enhancement projects, including landscaping, seasonal decorations, streetscaping, and public art. | Incorporate the Sustainable Builder Checklist as a resource for new developments, with incentives for projects that align with sustainability goals. | | Policy Theme | | | | | | | Measures of Success | Establishment of an incentive program; measurable increase in sustainable construction projects. | Plan Adoption by end of Year 10; Climate Indicators Monitored Annually. | Annual Increase in Canopy Coverage. | Green Infrastructure installed in at least 3 public projects by Year 10. | Conduct bi-annual monitoring and publish Bi-Annual Biodiversity Reports. Install renewable energy in at least one project by the end of Year 3. | Host one workshop annually. | |---------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------|--------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------| | Potential Funding Sources | FCM Green Municipal Fund, Infrastructure Canada, Economic Development Grants | FCM Green Municipal Fund | Canada Tree Planting Program, Environmental Trust, Tree for Life | Green Infrastructure Grants, FCM Climate Innovation Fund Nature Smart Climate Solutions | Fund, EcoAction Community Fund Canada Greener Homes Grant, Renewable Energy for Rural Areas Fund | Environmental Education Grants, Canada Heritage Grants | | Partners | Business Owners, Provincial Green Building Programs, Local Investors | Planners, RLBR, WSA, SAW, Other Environmental Groups | Volunteer and Community Groups, RLBR, Environmental Groups, Trees Canada | Infrastructure Workers, Environmental Groups, Engineers, Construction Partners REBR, Indigenous Knowledge Keepers, | Environmental Groups Engineers, Developers, Renewable Energy Providers | RLBR, Indigenous Knowledge Keepers, Environmental Groups | | Lead Responsibility | Town | Town | Town | Town | | Town | | Timeline | Medium Term (3-5 Years) | Long Term (5- 10 Years) | Ongoing | Long Term (5-| Town 10 Years) Ongoing | Short Term (1- Town 3 Years) Ongoing Long Term (5- 10 Years) | Short Term (1- 3 Years) | | Actionable Steps | Develop an incentive program to support builders who adopt the Sustainable Builder Checklist, such as reduced permitting fees or access to funding programs. | Develop and implement a Local Climate Adaptation Plan. | Implement tree-planting programs and habitat restoration initiatives. | Install green infrastructure like permeable surfaces in parks and public spaces. Partner with RLBR to enhance biodiversity and monitor sensitive | ecosystems. Promote renewable energy systems in municipal buitdings and private developments. | Conduct workshops on sustainability practices and Indigenous stewardship. | | Policy Theme | Climate & Environmental Sustainability | Climate & Environmental Sustainability | Climate & Environmental Sustainability | Climate & Environmental Sustainability | Climate & Environmental Sustainability | Climate & Environmental Sustainability | | Measures of Success | One community waste reduction program implemented by end of Year 10. | 5% conversion of street lights by Year 3. | Implementation of at least one municipal incentive program by end of Year 10. | At least one educational event held per year. | 5% adoption of sustainable landscaping by end of Year 10. New municipal landscaping policy adopted by end of Year | |---------------------------|---------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Waste Management Partnership Grants | FCM Green Municipal Fund, Saskatchewan Infrastructure Grants | FCM Green Municipal Fund, Canada Greener Homes Grant Green Municipal Fund, SaskWater Grants | Local Sponsorships, Environmental Initiatives | FCM Green Municipal Fund | | Partners | 16-43 Waste Management, Schools, Community Groups | SaskPower, Federation of Canadian Municipalities SaskPower, Saskatchewan Energy, Federal and Provincial | Green Energy Programs Environmental Groups, RLBR, Native Plant Society of Saskatchewan | Local Plant Nurseries, RLBR, Environmental Groups, Native Plant Society of Saskatchewan, | Regional Planners, Saskatchewan Environmental Agency, Native Plant Society of Saskatchewan | | Lead Responsibility | Town | Town Town | Town | Town | Town | | Timeline | Medium Term (3-5 Years) | Short Term (1- 3 Years) Long Term (5- 10 Years) | Medium Term (3-5 Years) | Long Term (5- 10 Years) | Medium Term (3-5 Years) | | Actionable Steps | Enhance community waste reduction programs, including recycling and composting. | Lobby SaskPower for LED street lighting conversion. Develop a municipal incentive program for solar heat and heat pumps in new and existing buildings. | Develop an awareness campaign on sustainable landscaping techniques (xeriscaping, clover lawns, native plants). | Provide incentives (e.g., discounts on rain barrels, native plants) for residents who adopt drought- resistant landscaping practices. | Update municipal landscaping guidelines to integrate drought-resistant and native planting strategies. | | Policy Theme | | | | | | | Measures of Success | Partnerships established by Year 3 and at least one new community gardening project implemented by end of Year 5. Agricultural zones incorporated into updated zoning bylaws by Year 5. | Partnerships established by Year 3 and at least one new community gardening project implemented by end of Year 5. Agricultural zones incorporated into updated zoning bylaws by Year 5. | Establish at least two distribution initiatives by Year 3. | Host three workshops annually with at least 75% satisfaction from participants. | Feasibility study completed by end of Year 7; pilot projects launched by end of Year 10. | Annual meetings conducted with documented outcomes. | |---------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Provincial Agricultural Grants, Community Food Programs, Local Sponsorships Saskatchewan Land Trust Program | Provincial Agricultural Grants, Community Food Programs, Local Sponsorships Saskatchewan Land Trust Program | Agriculture Agri-Food Canada Programs, Municipal Budget | Agricultural Awareness Initiative Program, EcoAction Community Fund, Prairie Watersheds Climate Program | Innovation Saskatchewan Grants, Clean Technology Program | Indigenous Agriculture Initiatives | | Partners | Volunteers, Community Groups, Local Farmers, RLBR, Environmental Organizations, Saskatchewan Agriculture Organizations Planners, Regional Stakeholders | Volunteers, Community Groups, Local Farmers, RLBR, Environmental Organizations, Saskatchewan Agriculture Organizations Planners, Regional Stakeholders | Local Food Producers, Small Businesses | RLBR, Bridge to Land Water Sky, SAW, Indigenous Knowledge Keepers, Other Agricultural Groups | Agricultural Experts, Saskatchewan Innovation Council | RLBR, Indigenous Knowledge Keepers, Bridge to Land Water Sky | | Lead Responsibility | | Town | Town | Town | Town | Town | | Timeline | Short Term (1- Town 3 Years) | Medium Term (3-5 Years) | Short Term (1- 3 Years) | Ongoing | Long Term (5- 10 Years) | Ongoing | | Actionable Steps | Promote community gardens and support local food producers through zoning and incentives. | Protect prime agricultural lands from non-agricultural development through zoning regulations. | Facilitate local food distribution networks, such as farmers' markets, direct ordering, and farm-to-table programs. | Collaborate with regional organizations to host educational workshops on sustainable and regenerative farming. | Explore opportunities for integrating new agricultural technologies, such as hydroponics or vertical farming. | Collaborate with RLBR and Indigenous Communities to integrate traditional agricultural knowledge into practices. | | Policy Theme | Agriculture & Food Sovereignty | Agriculture & Food Sovereignty | Agriculture & Food Sovereignty | Agriculture & Food Sovereignty | Agriculture & Food Sovereignty | Agriculture & Food Sovereignty | | Measures of Success | Launch one food literacy initiative by Year 5. | 5% increase in private gardens by end of Year | One workshop annually. | Completion of the needs assessment and implementation of three new programs by | Year 3. At least one school division utilizing Radisson's facilities by end of Year 5. | |---------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Community Food Program Fund, Education Grants, Agricultural Awareness Initiative Program | Prairie Watersheds Climate Program, Local Sponsorships | Agricultural Awareness Initiative Program, EcoAction Community Fund | Municipal Budget, Saskatchewan Parks and Recreation Association Grants | Saskatchewan Parks & Recreation Association Grants, Intermunicipal Agreements | | Partners | RLBR Partners, Neighbouring Municipalities, Local Schools, Regional Organizations, Saskatchewan Agricultural Associations | Community Groups, Volunteers, Saskatchewan Agriculture Organizations, Saskatchewan Association of Watersheds | Environmental Organizations, Indigenous Partners, RLBR, Native Plant Society of Saskatchewan | Recreation Workers, Volunteers, Community Groups, Youth and Seniors Groups | Regional School Divisions, Community Groups | | Lead Responsibility | Town | Town | Town | | Town | | Timeline | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Ongoing | Short Term (1- Town 3 Years) | Medium Term (3-5 Years) | | Actionable Steps | Collaborate with regional communities and organizations to enhance food literacy through shared educational initiatives, school partnerships, and public | workshops. Provide support for homeowners to start backyard gardens (e.g., tool lending library, workshops). | Host annual workshops on sustainable gardening, composting, and food preservation. | Conduct a needs assessment to expand recreational programming for youth and seniors. | Develop agreements with regional school divisions to incorporate Radisson's recreational facilities (curling rink, baseball fields, swimming pool) into their extracurricular curriculums. | | Policy Theme | | | | | Social Well-Being & Community Services | | Measures of Success | Framework developed and implemented by end of Year 5. | Increase in civic participation and volunteer engagement by 5% by end of Year 5. | Telehealth services and mobile clinics operational by Year 5; user satisfaction monitored annually. | Completion and utilization of the community hall by end of Year 10. | Establish at least one new mental health service option by end of Year 5. Conduct one annual workshop. | Host bi-annual educational events. | |---------------------------|------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------| | Potential Funding Sources | FCM Green Municipal Fund, Municipal Budget b | Community Capacity Grants, Volunteer Recognition Grants | Canada Health Infoway Grants, Federal Rural Health Initiative Infrastructure | Canada Grants, Community Building Fund Saskatchewan Mental Health and Addiction Fund | Emergency Management Preparedness Program, Regional Collaboration Grants | Public Safety Canada Community Resilience Fund | | Partners | Volunteers, Community Groups, Local Businesses | Volunteers, Community Groups, Schools, Local Businesses, Library Board | Healthcare Providers, Regional Partners, MySask 411 Community Groups, Volunteers, Developers | Mental Health Organizations, Healthcare Providers | Regional Partners, Emergency Services, Community Volunteers | Police, Fire Services, Community Groups | | Lead Responsibility | Town | Town | Town Town | Town | | Town | | Timeline | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) Long Term (5- 10 Years) | Medium Term (3-5 Years) | Short Term (1- Town 3 Years) | Ongoing | | Actionable Steps | Develop a Community Engagement Framework to enhance participation in municipal decision-making and community projects. | Establish a Radisson Civic Engagement Networkto connect residents with volunteer and civic participation opportunities. | Develop local/regional telehealth services and mobile health clinics in collaboration with healthcare providers. Develop a multi-purpose community hall to host events and gatherings. | Partner with healthcare providers to enhance mental health services for underserved residents. | Enhance emergency preparedness programs by collaborating with regional partners and hosting workshops. | Develop public education initiatives focused on safety, crime prevention, and emergency response. | | Measures of Success | One training session held per year. | Increase in volunteer emergency responders by 5% by end of Year 5. | Conduct accessibility audits of all public spaces by Year 3; implement improvements by Year | Emergency Response Plan adopted; Community-wide emergency preparedness drills conducted annually; Improved coordination between fire, medical, and law enforcement services. | |---------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Emergency Management Preparedness Program, Saskatchewan Public Safety Grants | Volunteer Firefighter & EMS Grants, Community Safety Funding | Enabling Accessibility Fund | Provincial Emergency Preparedness Grants, Infrastructure Canada | | Partners | Regional Partners, Fire Services, EMS | Volunteers, Regional Emergency Services, Fire Services | Accessibility Advocates, Regional Planners | Regional Emergency Partners, Provincial Emergency Management, Fire & RCMP Services, Health Authorities | | Lead Responsibility | Town | Town | Town | | | Timeline | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Short Term (1- Town 3 Years) | | Actionable Steps | Develop and promote programs offering first responder training, volunteer firefighter training, and community safety officer training, to enhance local emergency | response capabilities. Establish an emergency services recruitment initiative to attract and retain volunteer first | responders. Establish partnerships to improve accessibility and inclusivity of community spaces. | Develop and implement a comprehensive Emergency Response Plan. | | Policy Theme | | | | | | Measures of Success | Fire Hall constructed and operational by end of Year 10; Response times reduced by 20% through improved facilities and training; Increased number of trained volunteer | firefighters and emergency personnel. Signed regional emergency service agreements; Increased efficiency in emergency dispatch | and response times. Launch at least four seasonal classes annually; Increase participation rates year-over-year for seasonal workshops by 10%. | Network in place; Volunteer participation increases by 5% by end of Year 5. | Annual event held with at least one volunteer recognized. | |---------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Infrastructure Canada, Municipal Budget | Inter-Municipal Collaboration Grants, Emergency Service Enhancement Funds | Community Capacity Grants, Education Grants, Agriculture Awareness Initiative Program | Community Capacity Grants, Sask Lotteries | Volunteer Recognition Grants, Community Capacity Grants | | Partners | Volunteer Fire Department, Provincial & Federal Infrastructure Agencies, Rural Fire Safety Programs | Neighbouring Municipalities, Provincial Emergency Coordination Partners | Regional Coordinator, Local Farmers, Community Groups, RLBR, Educational Institutions, Volunteers, Library Board | Volunteers, Community Groups, Local Businesses | Volunteers, Community Groups, Local Businesses, Sponsors | | Lead Responsibility | Town | Town | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Short Term (1- 3 Years) Ongoing | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Ongoing | | Actionable Steps | Support the construction of a new fire hall and upgrade fire response infrastructure. | Expand regional collaboration for shared emergency services. | Offer seasonal classes and workshops aligned with the needs of each season, such as spring gardening, summer outdoor activities, fall canning and food preservation, and winter indoor skills programs. | Develop and promote a Radisson Volunteer Network to connect residents with local | opportunities. Implement a volunteer recognition program (awards, appreciation events) to celebrate contributions. | 76 | Measures of Success | One training session held annually. | Two mentorship pairings established by end of Year 5. | Two businesses offering incentives by end of Year 10. | Host one Indigenous cultural event annually with increasing community participation. | Completion of local history documentation project and public accessibility by end of Year 10. Install one public art | project by Year 3, with community engagement in planning and design. Two public art projects completed by end of Year 10. | |---------------------------|-------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Skills Development Grants, FCM Funding | Community Engagement Grants | Business Development Grants, Municipal Incentives Indigenous Cultural Support Funds, Canada Heritage | Grants Local Heritage Preservation Funding, Saskatchewan Heritage Foundation Grants | Public Art FundingR Programs, Canada Council for the Arts | Canada Council for the Arts, Cultural Heritage Grants | | Partners | Volunteers, Community Groups, Local Businesses, Nonprofit Associations, Sask Volunteer Services | Volunteers, Community Groups, Nonprofit Organizations | Chamber of Commerce, Local Businesses, Volunteers Indigenous Partners, Community Groups, Volunteers | Library Board, Town Historian, Community Groups, Volunteers | Local Artists, Community Groups/Volunteers, Art NGOS | Local Artists, Indigenous Knowledge Keepers, Regional Cultural Organizations | | Lead Responsibility | Town | Town | Town Town | Town | | Town | | Timeline | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Long Term (5- 10 Years) Ongoing | Long Term (5- 10 Years | Short Term (1- Town 3 Years) | Long Term (5- 10 Years) | | Actionable Steps | Provide volunteer training sessions (e.g., event coordination, leadership development). | Establish a volunteer mentorship program to pair experienced volunteers with newcomers. | Encourage local businesses to provide volunteer incentives (e.g., employee volunteer days, discounts for volunteers). Support Indigenous cultural programming through partnerships with Indigenous Communities, | Elders, Knowledge Keepers, and groups. Document and preserve local histories, including oral histories and archives. | Promote public art installations that reflect Radisson's identity. | Establish a public art program that includes murals, sculptures, and cultural installations. | | Policy Theme | Culture & Inclusion | Culture & Inclusion | Culture & Inclusion | Culture & Inclusion | Culture & Inclusion | Culture & Inclusion | | Measures of Success | Host an annual event with diverse cultural representation. | Launch two arts and cultural education initiatives by Year 5. | Launch a publicly accessible digital archive by Year 10. Conduct annual volunteer training | sessions and recognition events. Completion and implementation of the strategy by end of Year | Published calendar, increase in participation at community events. Expanded archive of heritage photos. Ambassador program implemented with at least two ambassadors representing diversity | |---------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Cultural Festivals Grant, Celebrate Canada Fund Educational Grants, Creative | Saskatchewan Grants Digital Heritage Program, Private Sponsorships | Volunteer Recognition Grants, Community Capacity Grants Tourism | Saskatchewan Community Grants | Preservation Funds Volunteer Capacity Grants | | Partners | Event Organizers, Volunteers, Cultural Organizations Radisson Library Board, Regional Library Boards, | Community Organizations, Arts Advocates Library Board, IT Specialists, Heritage Organizations | Volunteers, Nonprofit Organizations | Chamber of Commerce, Tourism Organizations Event Organizers, Volunteers | Volunteers Volutes bray Board, resonation e Cultural Organizations, Indigenous Partners, Volunteers | | Lead Responsibility | Town Town | Town | Town | Town | | | Timeline | Ongoing Medium Term (3-5 Years) | Long Term (5- 10 Years) | Ongoing | Medium Term (3-5 Years) Short Term (1- Town 3 Years) | Short Term (1- Town 3 Years) Long Term (5- Town 10 Years) | | Actionable Steps | Facilitate festivals and events that celebrate Radisson's cultural diversity and heritage. Collaborate with library to develop arts and cultural education programs. | Develop and maintain a digital archive of Radisson's heritage assets, including photos, stories, and artifacts. | Support volunteer-driven cultural programs through capacity-building and recognition initiatives. Develop a tourism strategy | highlighting Radisson's cultural assets and events. Develop and maintain a centralized cultural events calendar to ensure residents and visitors are aware of upcoming events and activities. | Host a heritage photo drive to collect local stories. Create a cultural ambassadors program to promote Radisson's diverse cultural identities. | | Policy Theme | | | | | | 77 | Measures of Success | At least one youth-led and youth-focused event hosted per year. | At least two events hosted annually. | Completion and implementation of the strategy, with a 10% annual increase in visitors by Year 5. | Reduction in permitting times, increased business satisfaction, and increase in investment in Radisson. | Installation of comprehensive wayfinding signage by Year 3 and distributed marketing materials. Launch an annual event by Year 2 with attendance growth of 5% annually. | |----------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential FundingR Sources | Youth Leadership Grants, Community Engagement Grants Local Sponsorships, Municipal Budget | Tourism Saskatchewan Grants, Municipal Budget, Local Business Sponsorships | Economic Development Grants, Municipal Budget | Wayfinding Grants, Tourism Infrastructure Fund | Celebrate Canada Fund, Event Sponsorships | | Partners | Volunteers, Community Groups, Library Board, Local Schools, Recreation Leaders Volunteers, Community Groups, Library Board, | Local Schools, Local Businesses Chamber of Commerce, Local Businesses, Tourism Saskatchewan | Chamber of Commerce, Business Owners, Provincial Economic Development Agencies, Regional Partners | Local Artists, Tourism Organizations, Graphic Designers | Community Groups, Volunteers, Event Planners, Local Sponsors | | Lead Responsibility | Town | Town | Town | | | | Timeline | Medium Term (3-5 Years) Short Term (1- Town 3 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Short Term (1- Town 3 Years) | Short Term (1- Town 3 Years) | | Actionable Steps | Develop a youth engagement committee to plan and host youth- focused events, including social gatherings, mentorship opportunities, and leadership development activities. Organize seasonal youth events such as dances, open mic nights, movie nights, and community game nights. Develop a tourism strategy | highlighting local heritage and recreational opportunities. | Enhance the business climate by streamlining permitting, reducing administrative barriers, and providing investor support throughout the development process. Establish wayfinding | signage and marketing materials to promote local attractions and businesses. | Create an annual event or festival that leverages local cultural and recreational assets. | | Policy Theme | Community Economic Development & Tourism | Community Economic Development & Tourism | Community Economic Development & Tourism | Community Economic Development & Tourism | Community Economic Development & Tourism | | Measures of Success | Development of at least one eco-tourism initiative by end of year 10. | Establishment of at least one regional tourism partnership by end of Year 10. | Adoption of tourism- friendly practices by 5% of local businesses by Year 5. | Increase in local business participation and revenue by end of Year 5. | Launch of business mentorship program with measurable participation. Implementation of a | visitor feedback system with bi-annual analysis reports by Year 5. Adoption of strategy; increase in business inquiries and i investments. | |---------------------------|--------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Saskatchewan Eco- Tourism Grants, Private Landowner Partnerships | Regional Collaboration Grants, Tourism Partnership Funding | Business Development Grants, Municipal Incentives Tourism Saskatchewan, Local | Business Sponsorships Saskatchewan Economic Development Grants | Tourism Saskatchewan Marketing Grants | Economic Development Grants, Business Incentive Programs | | Partners | RLBR, Environmental Groups, Local Landowners | RLBR, Neighbouring Municipalities, Tourism Agencies | Chamber of Commerce, Local Business Owners Local Businesses, Chamber of Commerce | Local Businesses, Chamber of Commerce, Economic Development Organizations | Local Businesses, Tourism Saskatchewan | Saskatchewan Economic Development Association, Regional Partners | | Lead Responsibility | Town | Town | Town Town | Town | Town | Town | | Timeline | Ongoing | Long Term (5- 10 Years) | Ongoing Medium Term (3-5 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | | Actionable Steps | Promote and support eco- tourism opportunities such as hiking, birdwatching, and agricultural tourism. | Partner with regional stakeholders to develop and market joint tourism initiatives. | Encourage local businesses to adopt tourism-friendly practices, such as extended hours and package deals. Implement a "Buy Local" campaign to encourage support for Radisson- based businesses and | tourism. Develop a business mentorship and support network for entrepreneurs and small businesses. | Create a visitor survey system to collect data and feedback for tourism improvement. | Develop and implement an Investment Attraction Strategy. | | Policy Theme | | | | | | | | Measures of Success | Increase in inquiries and business relocations to Radisson. | Two new businesses utilizing incentive programs by the end of Year 10. | Increased foot traffic and measurable business growth by Year 5. | New developments compliant with design and character standards by Year 5. | Reduction in approval process times by 25% within three years. | Adoption of eco- friendly practices by 50% of new industrial projects by Year 5. Annual reviews to ensure compliance with safety and land- use compatibility standards. | |---------------------------|-------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Provincial Business Development Grants | Economic Development Grants, Tourism Grants | Economic Development Funds, Municipal Revenue Sharing Grants Federation of Canadian | Municipalities (FCM), Provincial Infrastructure Grants FCM, Municipal Budget | Green Infrastructure Funding, Provincial Industrial Innovation Programs | Safety Infrastructure Grants, Railway Partnerships | | Partners | Saskatchewan Economic Development Association, Chamber of Commerce | Provincial and Federal Business Development Programs, Regional Partners | Chamber of Commerce, Local Businesses, Planners Developers | Local Businesses, Planners | Industrial Developers, Environmental Groups | Railway Companies, Developers | | Lead Responsibility | Town | Town | Town Town | | Town | Town | | Timeline | Short Term (1- 3 Years) | Long Term (5- 10 Years) | Medium Term (3-5 Years) Medium Term (3-5 Years) | Short Term (1- Town 3 Years) | Medium Term (3-5 Years) | Ongoing | | Actionable Steps | Market Radisson as an emerging hub for sustainable businesses, knowledge-based industries, and remote work. | Develop incentives for business and industrial investment aligned with sustainability principles. | Develop a Town Centre Revitalization Plan incorporating mixed-use developments. Strategically develop highway commercial areas while preserving small- | town charm. Establish a streamlined approval process for industrial and commercial development. | Promote eco-friendly industrial practices, such as renewable energy integration and waste reduction. | Foster collaboration with railway companies to ensure safe and compatible adjacent developments. | | Policy Theme | Industrial & Commercial Development | Industrial & Commercial Development | Industrial & Commercial Development | Industrial & Commercial Development | Industrial & Commercial Development | Industrial & Commercial Development | | Measures of Success | Increase in light manufacturing and eco-tourism projects by 5% over five years. | Increase in repurposed buildings and occupancy rates within 10 Years. | Engagement process to be initiated by the end of Year 1 to ensure community input is reflected; Adoption of design guidelines by Year 3; 75% of developments meeting standards by end of Year 5. | Engagement process to be initiated by the end of Year 1 to ensure community input is reflected; Adoption of design guidelines (preliminary guidelines attached by end of Year 3; 25% of developments meeting standards. | |---------------------------|--------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Saskatchewan Economic Development Grants, Local Sponsorships | Saskatchewan Economic Development Grants, Small Business Revitalization Programs | FCM, Municipal Budget | FCM, Municipal Budget | | Partners | Local Entrepreneurs, Economic Development Agencies | Local Business Owners, Developers, Economic Development Organizations | Community Stakeholders, Planners, Urban Designers | Community Stakeholders, Planners, Urban Designers | | Lead Responsibility | Town | Town | Town | | | Timeline | Ongoing | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Short Term (1- 3 Years | | Actionable Steps | Encourage light manufacturing and eco- tourism industries as part of industrial diversification. | Develop incentives for repurposing vacant or underutilized industrial and commercial buildings to support local businesses and entrepreneurs. | Hold engagement process with the community to review Preliminary Design Guidelines for the 300 Block of Main Street (see separate attachment); Implement Guidelines to align with town beautification and downtown revitalization efforts; Develop incentives for businesses to incorporate the Design Gain input from community | and partners to review and implement the Sustainability Builder Checklist, for industrial and commercial developments to align with town identity and sustainability initiatives. | | Policy Theme | | | | | | Measures of Success | Increase in the number of affordable housing units built annually. | Reduced approval times by 25% within 5 years. | Annual Housing Needs Assessments published and utilized for planning. Comprehensive housing inventory completed and | updated regularly. Increase in affordable housing developments by 10% by Year 5. | At least one mixed- income housing project approved and underway by end of Year 10. | Increase in secondary suite registrations and rental availability by 5% over 5 years. | |---------------------------|----------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | CMHC Housing Accelerator Fund | Municipal Budget, Planning Efficiency Grants | Operating Budget Municipal Planning Funds | Municipal Budget | CMHC Housing Accelerator Fund, Affordable Housing Grants | CMHC Housing Accelerator Fund, Municipal Grants | | Partners | Housing Programs | Planners, Developers, Housing Programs | Planners Community Groups, Volunteers | Developers, Housing NGOs, Planners | Developers, Housing NGOs, CMHC, Saskatchewan Housing Corporation | Homeowners, Developers, CMHC | | Lead Responsibility | Town | Town | Town Town | Town | Town | Town | | Timeline | Ongoing | Medium Term (3-5 Years) | Ongoing Short Term (1- 3 Years) | Medium Term (3-5 Years) | Long Term (5- 10 Years) | Medium Term (3-5 Years) | | Actionable Steps | incentivize developers to build affordable and sustainable housing. | Implement a fast-track approval process for housing developments that meet affordability and sustainability criteria. | Monitor population and housing trends to align new housing projects with demand. Create an inventory of existing housing stock to identify gaps in affordability | and accessibility. Develop incentives for affordable housing projects, including property tax abatements. | Partner with non-profits and developers to encourage the creation of mixed-income housing projects, integrating affordable housing with market-rate options. | Implement incentives for homeowners to add secondary suites or Convert existing buildings into multi-unit residences to increase rental housing stock. | | Policy Theme | Housing | Housing | Housing | Housing | Housing | Housing | | Measures of Success | Successful pilot projects launched and evaluated for scalability. | Increase in campground visitors and positive survey feedback. | Public park upgraded to accessibility standards by end of Year 10. Growth in number of | events and trail participation annually. Completion of the Master Plan with phased implementation. | Two new recreation programs launched by end of Year 5. | Implementation of green infrastructure aspects into green spaces by end of Year 10. | |---------------------------|---------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | CMHC Housing Accelerator Fund | Tourism Saskatchewan, Local Fundraising | Provincial Accessibility Grants, Municipal Parks Funding Community Grants | Active Transportation Grants, Community Infrastructure Funding | Saskatchewan Parks & Recreation Grants, Local Fundraising | Environmental Grants, Infrastructure Canada | | Partners | Community Services/Groups, Indigenous Partners, Housing NGOs | Recreation Workers and Volunteers/Community Groups, Indigenous Partners | Community Groups, Volunteers, Recreational Groups Local NGOs, Library, | Community Groups, Schools Recreational Organizations, Regional Partners, Planners | Volunteers, Community Groups, Recreational Organizations, Regional Partners | Public Works Partners, RLBR, Environmental Organizations | | Lead Responsibility | Town | Town | Town Community | Services/Groups Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Long Term (5- 10 Years) Ongoing | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Long Term (5- 10 Years) | | Actionable Steps | Work with community organizations to pilot innovative housing solutions (e.g., tiny homes). | Enhance the campground area as part of the Mixed- Use Recreational District (MURD). | Replace aging playground and park equipment with universally accessible designs. Create partnerships for community-led events and | trail activation. Create a Master Plan for a connected trail network linking parks, open spaces, and key community areas. | Develop and implement programming for winter and shoulder seasons, including skating trails, cross-country skiing, and indoor recreation activities. | Integrate green infrastructure solutions like bioswales, permeable pathways, and native plant landscaping in parks and open spaces. | | Policy Theme | Parks, Open Space & Recreation | Parks, Open Space & Recreation | Parks, Open Space & Recreation | Parks, Open Space & Recreation | Parks, Open Space & Recreation | Parks, Open Space & Recreation | | Measures of Success | Dog park location identified and approved by end of Year 5; Installation of waste receptacles in parks by end of Year 7; Dog park location developed by end of | Year 10. Feasibility study completed by Year 5; Secured funding and grant applications for rink modernization by Year 7; Artificial ice installation implemented by end of | Year 10. Completion of water treatment upgrades by end of Year 3. | Completion of infrastructure assessments and plan for phased upgrades by end of Year 10. | Infrastructure improvements completed and in line with developmental needs by end of Year 10. | |---------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Municipal Budget, Pet-Friendly Community Grants, Local Fundraising | Provincial Recreation Grants, Infrastructure Canada, Local Fundraising Initiatives | Infrastructure Canada Funding, Provincial Infrastructure Grants | Saskatchewan Municipal Infrastructure Fund, Infrastructure Canada | Provincial Infrastructure Grants, Municipal Infrastructure Fund | | Partners | Volunteers, Community Groups, Animal Welfare Organizations, Recreation Partners | Community Groups, Saskatchewan Parks & Recreation Association, Municipal and Regional Partners | Provincial Government, RLBR, Infrastructure Canada | SaskWater, Public Works Partners | Infrastructure and Public Works Partners, Business Developers, Provincial Infrastructure Funding Agencies | | Lead Responsibility | Town | Town | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Long Term (5- 10 Years) | Short Term (1- 3 Years) | Long Term (5- 10 Years) | Long Term (5- 10 Years | | Actionable Steps | Identify a suitable location for a designated dog park and install waste receptacles in key public spaces to support responsible pet ownership. | Conduct a feasibility study and seek funding for the installation of artificial ice in the community rink to extend its operational season and improve accessibility. | Upgrade water and wastewater treatment facilities to meet future demand and improve efficiency. | Assess and prioritize upgrades to municipal water and sewer infrastructure to align with long-term sustainability goals. | Ensure municipal infrastructure (water, sewer, roads) is in place to support development. | | Policy Theme | Infrastructure- Utilities, Management | Infrastructure- Utilities, Management | Infrastructure- Utilities, Management | Infrastructure- Utilities, Management | Infrastructure- Utilities, Management | | Measures of Success | Adoption of stormwater management plan and implementation in at least one high-risk area by end of Year 10. | Implementation of new waste diversion programs by end of Year 10. | Hazardous waste collection days held annually; Reduction in hazardous waste materials in the community. | Implementation of energy efficiency upgrades in at least one municipal building by end of Year 5. | |---------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Provincial Infrastructure Grants, Green Infrastructure Funding | Municipal Budget, Recycling & Waste Reduction Grants | Waste Management Partnership Grants, Provincial Recycling and Waste Diversion Funds | Energy Efficiency Grants, Federal Climate Action Fund | | Partners | Public Works Partners, RLBR Environmental Organizations, Planners | 16-43 Waste Management, Saskatchewan Waste Reduction Council, Environmental Organizations 16-43 Waste Management, Environmental Groups, Saskatchewan Waste Reduction Council | 16-43 Waste Management, Saskatchewan Waste Reduction Council, Environmental Organizations 16-43 Waste Management, Environmental Groups, Saskatchewan Waste Reduction Council | Sustainability Consultants, SaskPower | | Lead Responsibility | Town | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | | Actionable Steps | Create a stormwater management strategy that integrates green infrastructure, such as bioswales and permeable surfaces, to reduce flooding risks and enhance sustainability. | Establish additional waste diversion programs, including composting initiatives and expanded recycling services. | Coordinate hazardous waste collection days in partnership with neighbouring municipalities, regional waste management agencies, and environmental groups to safely sort and remove hazardous materials from the community. | Conduct energy audits for municipal buildings and facilities to identify opportunities for efficiency upgrades, such as LED lighting, solar integration, and insulation improvements. | | Policy Theme | | | | | | Measures of Success | Completion of a Resilience Plan and integration into infrastructure planning by end of Year 10. | Study completed and pathway plan approved with phased implementation targets by end of Year | Intercommunity transportation services initiated by Year 5. | Completion of a town- wide traffic safety audit and implementation of one recommended safety measure by end of Year 5. Reduction in traffic incidents at key | intersections by 5%. Bike racks, crossings, and wayfinding signage installed in at least one location by end of Year 10. | |---------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Climate Resilience Infrastructure Grants, Disaster Mitigation Funding | Active Transportation Grants, Infrastructure Canada | Regional Transportation Funding Traffic Safety Improvement Grants, Infrastructure Canada | Active Transportation Grants | Active Transportation Grants, Municipal Infrastructure Funding | | Partners | Planners, Environmental Groups, Provincial Government | Regional Municipalities, Planners, Landscape Architects, Saskatchewan Active Transportation Network | Neighbouring Municipalities, Regional Partners Transportation Engineers, Provincial Transportation Authorities, Traffic Safety Organizations | Engineers, Construction Partners | Public Works Partners, Regional Partners, Saskatchewan Active Transportation Network | | Lead Responsibility | Town | Town | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) Long Term (5- Town 10 Years) | Long Term (5- 10 Years) | Long Term (5- 10 Years) | | Actionable Steps | Assess the vulnerability of key infrastructure to extreme weather and climate change, developing an adaptation strategy for roads, utilities, and public | facilities. Conduct a feasibility study and develop a pedestrian and cycling master plan to improve active transportation options. | Explore partnerships to establish intercommunity transportation options. Assess high-risk intersections and roadways for pedestrian and vehicle safety improvements. | Upgrade key intersections with traffic-calming measures, taking into consideration seasonal needs such as graders. | Install bike racks, pedestrian crossings, and wayfinding signage in key locations to support multimodal transportation. | | Policy Theme | | | Transportation & | Mobility | | | Measures of Success | Launch of intercommunity transportation services by end of Year 10; Regular community feedback collected to improve service efficiency and accessibility. | Signed agreements and quarterly collaboration meetings. | Annual meetings held; Community feedback incorporated into updated plans; post- meeting reports published annually with transparent updates and outcomes. | Secure funding for at least two sustainability-related projects within the next five years. | |---------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Community Transportation Fund, Regional Transportation Funding, Infrastructure Canada, Provincial Transit Grants | Indigenous Support Grants, Municipal Budget | Municipal Budget | Federation of Canadian Municipalities, Provincial and Federal Infrastructure Grants | | Partners | Community Groups, Local Businesses, Neighbouring Municipalities, Regional Transportation Providers, Social Service Organizations, Provincial Transportation Authorities | Indigenous Partners, RLBR, Provincial Organizations | Community Members, Local Organizations, Regional Stakeholders | Saskatchewan Government, Federation of Canadian Municipalities, Indigenous Partners, Economic Development Organizations | | Lead Responsibility | Town | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Ongoing | Ongoing | Ongoing | | Actionable Steps | Implement intercommunity transportation services, including the development of a local ride-share or shuttle service, to improve regional connectivity and access to essential services, employment opportunities, and education. | Formalize agreements with Indigenous communities to support shared initiatives and growth. | Host an annual community meeting where Town Council delivers the budget, reviews the five- year plan, checks progress on the action plan, and gathers feedback from community members on priorities, needs, and ideas. | Advocate for funding and policies that support sustainable community planning, infrastructure upgrades, and sustainable initiatives. | | Policy Theme | Partnerships, Relationships, Agreements | Partnerships, Relationships, Agreements | Partnerships, Relationships, Agreements | Partnerships, Relationships, Agreements | | Measures of Success | Annual meetings held with documented outcomes; Signed agreements to address shared priorities and challenges. | Mutual aid agreements signed and operational by the end of Year 1; Annual joint training exercises conducted. | Cost-sharing agreements established for shared resources; Documented reductions in operational costs due to resource sharing. | Joint tourism initiatives launched; Increase in regional tourism revenue and business development projects. | |---------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------| | Potential Funding Sources | Municipal Budget, Regional Partnership Grants | Emergency Preparedness Grants, Inter- Municipal Collaboration Grants | Infrastructure Canada, Provincial Resource-Sharing Grants | Tourism Development Grants, Economic Growth Initiatives | | Partners | Neighbouring Municipalities, RLBR Planning District, Regional Economic Organizations, Conservation Authorities | Neighbouring Municipalities, Provincial Emergency Management Agencies, RCMP, Fire Departments | Regional Planners, Neighbouring Municipalities, RLBR Planning District, Provincial Infrastructure Agencies | Tourism Saskatchewan, Neighbouring Municipalities, RLBR Planning District, Regional Economic Organizations, Indigenous Communities | | Lead Responsibility | Town | | Town | Town | | Timeline | Ongoing | Short Term (1- Town 3 Years) | Medium Term (3-5 Years) | Medium Term (3-5 Years) | | Actionable Steps | Facilitate annual inter- municipal collaboration meetings to discuss shared planning, economic, tourism, environmental, and emergency response initiatives. | Develop and formalize mutual aid agreements with neighbouring municipalities to enhance emergency response services, including fire, policing, and disaster | preparedness. Explore opportunities for shared municipal resources, including equipment, training, and infrastructure investments, to enhance efficiency and reduce costs. | Encourage shared economic development and tourism initiatives, aligning with regional conservation and sustainability goals. | | Policy Theme | | | | | | Measures of Success | Implementation of travelling healthcare services by Year 10; At least four healthcare events annually, with participation rates tracked and reported; Community healthcare needs monitored and addressed in annual | reviews. Establishment of a regional advocacy group by Year 5; Engagement in at least one advocacy campaign annually; Improved access to healthcare services tracked through community surveys and provincial health data. | Coordination of funding opportunities with partners. | |---------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------| | Potential Funding Sources | Canada Health Infoway Grants, Federal Rural Health Initiative, Provincial Healthcare Grants | Municipal Budget, Regional Collaboration Grants, Public Health Advocacy Funds | Provincial and Federal Infrastructure Grants | | Partners | Regional Health Authorities, Neighbouring Municipalities, Saskatchewan Health Authority, Mobite Health Services, Public Health Clinics | Neighbouring Municipalities, Indigenous Communities, Saskatchewan Health Authority | Regional Municipalities, Indigenous Partners, RLBR, Economic Development Partners | | Lead Responsibility | Town | Town | Town | | Timeline | Long Term (5- 10 Years) | Ongoing | Long Term 5- 10 Years) | | Actionable Steps | Coordinate with regional health authorities to provide travelling and cyclical health services, such as immunization clinics, mental health supports, and mobile nursing services, to address community healthcare needs. | Collaborate with regional municipalities, health authorities, and provincial agencies to advocate for expanded public health services, ensuring equitable access to healthcare resources for all residents in the region. | Develop a regional funding strategy to pursue joint grants for shared services and infrastructure. | | Policy Theme | | | | ## Appendix E - Descriptions This section provides descriptions (definitions) for key terms used throughout the RSOCP. These definitions are intended to ensure clarity and consistency in interpretation, aligning with best practices and our community's unique context. - Affordable Housing - Housing that is reasonably priced, ensuring access for low-and moderate-income households. This includes rental or ownership options that require no more than 30% of household income. - Biodiversity - The variety of life forms within an ecosystem, including plants, animals, and microorganisms, essential for ecological balance and resilience. - Agriculture, Small-Scale - Localized agricultural activities, such as urban farming, community gardens, and niche farming operations, designed to promote food security and local economic resilience. - Buffer Zone - A transitional area of land that separates differing land uses, such as residential neighbourhoods and industrial zones, often serving to protect sensitive environments or mitigate potential conflicts. - Climate Adaptation - Proactive adjustments in policies, infrastructure, and behaviours to address and reduce the risks associated with changing climatic conditions. - Co-Housing - A collaborative housing model where residents share common spaces, resources, and responsibilities while maintaining private living units, fostering community interaction and sustainability. - Complete Community - A community where residents can access essential services, housing, employment, and amenities within a short distance, reducing dependency on external resources and improving quality of life. - Community Engagement - A collaborative process where residents, stakeholders, and organizations are actively involved in shaping decisions, policies, and plans to ensure inclusivity and local ownership. - Cultural Heritage - The shared legacy of a community, including historical sites, artifacts, traditions, stories, and practices that shape its identity and connection to the past. - Equity-Deserving Groups - Communities and populations that have been historically marginalized or face systemic barriers, requiring intentional actions to ensure fair access to opportunities and inclusion. - Flood - A temporary rise in the water level that results in the inundation of areas not ordinarily covered by water. - Floodway - The portion of the flood plain adjoining the channel where the waters in the 1:500 year flood are projected to meet or exceed a depth of one (1) metre or a velocity of one (1) metre per second. - Flood Fringe - The portion of the flood plain inundated by the 1:500 year flood that is not floodway. - Flood Plain - The area inundated by water from a watercourse or water body during a 1:500 year flood and is made up of the floodway and the flood fringe. - Flood-Proofed - The portion of the flood plain adjoining the channel where the waters in the 1:500 year flood are projected to: - Meet or exceed a depth of one metre; or - Meet or exceed a velocity of one metre per second. - Green Space - Passive and structure leisure and recreation areas that enhance the aesthetic quality and conserve the environment of the community, including parks, recreation and tourism nodes, and natural areas. - Green Infrastructure - Infrastructure that mimics natural processes to manage water, reduce urban heat, and enhance ecological health. Examples include permeable pavement, green roofs, and bioswales. - Heritage Asset - Buildings, monuments, landscapes, or objects with historical, cultural, or architectural significance, preserved to enrich community identity and foster a sense of place. - Indigenous Knowledge Keepers - Respected members of Indigenous communities who hold traditional knowledge and practices passed down through generations, contributing to cultural continuity and sustainability. - Hydroponics - A method of growing plants without soil, using nutrient-rich water to support sustainable and efficient agricultural production. - Infill Development - Development that takes place on vacant or underutilized lands within existing urban areas, optimizing the use of current infrastructure and reducing urban sprawl. - Mixed-Use Development - A mix of land uses that facilitate the mixing, rather than separation of, land uses in one distinctive environment, either vertically in the same building or horizontally adjacent. It is intended to be compatible with adjacent uses. - Natural Features - Physical elements of the environment, such as rivers, forests, wetlands, and wildlife habitats, that contribute to biodiversity and the ecological integrity of a community. - Net-Zero Housing Developments - Housing designed to produce as much energy as it consumes annually through renewable energy and efficiency measures, reducing the environmental impact of residential living. - Open Space - See Green Space. - Official Community Plan (OCP) - A statutory document that outlines a municipality's long-term vision, goals, and policies for land use, development, and infrastructure, guiding growth and sustainability. - Permeable Surfaces - Materials or systems that allow water to pass through them, reducing stormwater runoff and promoting groundwater recharge, such as permeable pavement or gravel pathways. - Retrofitting - The process of upgrading or modifying existing buildings or infrastructure to improve energy efficiency, safety, and functionality while extending their lifespan. - Riparian Zone - The interface between land and water, such as riverbanks and lake edges, which plays a critical role in water quality, habitat preservation, and erosion control. - Small-Scale Manufacturing - The production of goods on a small or localized scale, often emphasizing artisanal or niche products, innovation, and community economic development. - Source Water Protection - The proactive management of water sources, including groundwater, rivers, lakes, and wetlands, to ensure the long-term sustainability of drinking water supplies. This involves land use planning, watershed management, pollution prevention, and conservation measures that safeguard water quality and availability for current and future generations. - Sustainability - A holistic approach to development that meets current needs while safeguarding resources and opportunities for future generations, balancing environmental, social, economic, and cultural dimensions. - Sustainable Tourism - Tourism that respects and enhances the environment, culture, and economic well-being of a destination, ensuring benefits are distributed equitably and impacts are minimized. - Tiny Homes - Compact, energy-efficient dwellings that prioritize affordability and sustainability, catering to diverse housing needs. - Traditional Knowledge - The cumulative body of knowledge, practices, and beliefs developed by Indigenous peoples through long-term interaction with the environment, guiding sustainable use and cultural preservation. - Traditional Land Use - The practices and activities of Indigenous communities, rooted in cultural traditions, that utilize the land for sustenance, spirituality, and community well-being. - UNESCO - The United Nations Educational, Scientific and Cultural Organization, which designates and supports areas of global significance, such as Biosphere Reserves, to promote sustainable development, cultural preservation, and education. - Urban Agriculture - The practice of cultivating, processing, and distributing food in or near urban areas, contributing to food security, local economies, and community well-being. - Vertical Farming - A method of growing crops in vertically stacked layers or structures, often indoors, utilizing controlled environments to maximize space and resource efficiency. - Zoning Bylaw - A legal tool that designates specific uses and development standards for different parcels of land, ensuring orderly and compatible growth. ## 1903 - Trading post and post office north of Radisson Lake. - Post office name was Great Bend. ## 1904 - Amson store opened at Great Bend. ## 1905 - Railway constructed and site named Radisson. - Had passenger service to 1964 and freight to 1976. ## 1906 - Radisson incorporated from Hamlet to Village. ## 1906 - Had 19 dwellings, required 15. - First R.C.M.P. office. - 1910-1962: Town police - did tax collecting, cemetery caretaking, animals at large. - 1917-1928: Provincial police. - 1928 - RCMP until now. ## 1908 - Flour mill built - sold flour under the name of Heather Bell, Coat of Arms, Happy Home. Burned in September 1942. ## 1909 - Fire department started. - 1914 - Fire Hall built and equipped. ## 1913 - Village incorporated to town. ## 1905 - 1935 - Smaller buildings used in town for public gatherings. ## Appendix F - Historical Timeline ## Radisson's History Through the Years Compiled by Shirley Hawes, Town Historian August 2024 This timeline of our town's history has been compiled with care and is based largely on personal recollections and available information. While effort has been made to provide accurate details, some dates and events may not be fully verified. Please use this timeline as a general guide and not as a definitive historical record. ## Radisson Overall Timeline ## 1935 - Tweedsmuir Hall was built. ## 1939 - Radisson Co-op started. ## 1960's - Sewer and water installed. ## 1974 - Natural gas supplied to the Town. ## Sports ## By Category 1908 - First Sports Day 1909 - Football Club 1920 - Curling started 1930 - Golf club 1938 - Tennis club 1973 - Swimming pool constructed in town Other - Hockey, softball, basketball, skating, etc. Sailing club at Radisson Lake as well as change house for swimming at Radisson Lake. ## School 1905 - First school; 2 room 2 storey; 34 students. 1916 - Brick school built; Town population 650-700. Estimated students 300. 1954 - School built with 2 classrooms, auditorium, kitchen, etc. Mid 1960's - 4 more classrooms added. 1959 - SAGINAW community school moved to Radisson. 1961 - Twin Lake country school moved to Radisson; Enrollment about 235. 1981 - Enrollment 146 students. 2004 - School closed August 2004. ## Churches Holy Trinity Anglican Church, 1905 - 1986. Radisson Roman Catholic Church, 1908 - closed. Radisson Ukrainian Great Catholic Church, 1955 - closed. The Pentecostal Church, 1940s - 1974. Radisson United Church, 1902 - 2004. Norwegian Lutheran Church, 1903 - 1920's, met in homes. St. Paul Lutheran Church, 1928 - open. Harvest Baptist Church, open. ## Grain Elevators 1905 - Two elevators built, 1908 and 1919, one built each year. Last elevator torn down in 2002. ## Newspapers 1906 - The Radisson News 1932 - The Weekly Comet 19705 - 1974 - The Drummer ## Cemeteries - Catholic - 1908 - land donated by Mr. Goodrich - Radisson Memorial Cemetery - 636 memorials ## Active Community Groups - Radisson Agricultural Society - 1906. - Board of Trade - 1906 (all male); now known as Riverland Chamber of Commerce. - Seniors Club - 1971. - Sewing Circle - new quilting group. - Radisson and District Recreation Board - 1971. - Car Show Group. - Curling, Skating, and Hockey Groups. - Music bands. - Note: Could be missing groups from this list. ## Inactive Community Groups - Girl Guides, Boy Scouts. - Royal Canadian Legion. - Sons of Norway. - Crystel REBEKAH Lodge (female), Radisson Lodge (male). - Orders of the Eastern Star; Elks of Canada; Royal Purple - Ladies Aid (Most of the Churches) - Homemakers Club - 4H Club - Home and School Club - Note: Could be missing groups from this list. ## Business - 1905 - Post office - 1905 - hotel - 1905 - Bank - 1905 - 1962 - Druggist/pharmacy - 1911 - Telephone office ## Undated businesses that have existed in Radisson's history: - Auctioneers - Barbers and hairdressers - Pool halls - Blacksmith - Carpenters, painters, masons - Garages - Tin smiths - Car dealerships - Farm machinery dealerships - Jewellers and watchmakers - Ladies and gentlemen clothing stores - Movie theatre - Milkmen - Undertakers - Rooming houses - Brick manufacturer - Butcher shops - Cafes - Draymen - Educator agents - Railway station agents - Fuel oil business - General and groceries stores - Hardware stores - Lumber yard - Furniture store - Well diggers - Lawyers - Laundries - Livery stables - Liquor stores - Printers - Shoe and harness repair - Insurance and Real Estate - Bakeries - Doctors - Nurses and Midwifes - Vets - Dentists ## Appendix G - References 1. Battlefords Agency Tribal Chiefs Inc. (n.d.). About Us. Retrieved from https://batc.ca 2. Cooperrider, D. L., & Whitney, D. (1999). Appreciative Inquiry. San Francisco, CA: Berrett-Koehler Publishers, Inc. 3. Government of Canada. (n.d.). Treaty 6. Retrieved from https://www.rcaanc-cirnac.gc.ca 4. Government of Saskatchewan. (2021). Statements of Provincial Interest Handbook. 5. Mosquito Grizzly Bear's Head Lean Man First Nation. (n.d.). History of Mosquito Grizzly Bear's Head Lean Man First Nation. Retrieved from https://mosquitofn.ca/history.html 6. Northwest Watershed District. (2024). Climate Change Adaptation Plan. Saskatchewan Association of Watersheds. 7. Redberry Lake Biosphere Region. (n.d.). Designation and Location. Retrieved from https://redberrylake.ca/designation-location/ 9. Shirley Hawes. (2024). Radisson History and Timeline. Internal document. 8. Redberry Lake Biosphere Region. (2022, January 29). First Nations Communities/Lands. Retrieved from https://redberrylake.ca/wpcontent/uploads/2022/02/First-Nations-Communities-2.pdf 10. Saskatchewan Ministry of Government Relations. (2007). The Planning and Development Act, 2007. Retrieved from https://publications.saskatchewan.ca 11. Statistics Canada. (2021). Census Profile 2021. Retrieved from https://www12.statcan.gc.ca 12. Thompson, C. (n.d.). Little Pine First Nation. University of Saskatchewan Indigenous Saskatchewan Encyclopedia. Retrieved from https://teaching.usask.ca/indigenoussk/import/little\_pine\_first nation.php 13. Town of Hafford. (2011). Community Sustainability Plan. Hafford, SK: Town of Hafford Council. 14. Town of Radisson. (2024). Housing Action Plan - Making Rooms to Grow. Internal document. 15. Town of Radisson. (n.d.). Community and Infrastructure. Retrieved from https://radisson.ca 16. Village of Ceylon. (2023). Official Community Plan Bylaw 1, 2023. Ceylon, SK: Village of Ceylon Council.