2017 Budget Workshop Binder by Beaumont-Alberta

Town of Beaumont 2017 Budget Workshop Index 1.

Index

Agenda (Schedule for the Workshop)

Administrative Details

Approved Plans – Relative Information a) 2016-2021 Strategic Plan b) 2015 Audited Financial Statements c) 2015-2020 Report to the Community d) 2016 Census Information e) 2016 Tax Rate and Utility Fee Comparisons f) Organization Chart

Leadership Team Highlights

Reserve Funds

Debentures & Debt Limits – Long Term Debt

Projected Growth and Mill Rate Calculation (Assumptions and Estimates)

Priority Based Budgeting

10. Operating Budget including Library 11. Fees & Charges (Review/Confirmation) 12. Service Levels (Review/Confirmation) 13. 2016 Operating Projects Carried Forward 14. 2017 Proposed Operating Budget Decisions 15. Honorarium Information 16. 2016 Capital Project Carried Forward 17. 2017 Draft Multi Year Capital Plan 18. 2017 Proposed Capital Projects

19. Final Budget Recommendations REMINDER: PROPOSED BUDGET OPEN HOUSE DATES

Thursday, November 24 – S&D Aqua-fit Centre (5:00-8:00 pm) Monday, November 28 – Ken Nichol Regional Recreation Centre (5:00-8:00 pm)

2017 Binder Index

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Town of Beaumont 2017 Budget Workshop Index 1.

Index

Agenda (Schedule for the Workshop)

Administrative Details

Leadership Team Highlights

Reserve Funds

Debentures & Debt Limits – Long Term Debt

Projected Growth and Mill Rate Calculation (Assumptions and Estimates)

Priority Based Budgeting

19. Final Budget Recommendations REMINDER: PROPOSED BUDGET OPEN HOUSE DATES

Thursday, November 24 – S&D Aqua-fit Centre (5:00-8:00 pm) Monday, November 28 – Ken Nichol Regional Recreation Centre (5:00-8:00 pm)

2017 Binder Index

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Schedule A

Town of Beaumont Budget Committee

2017 Operational / Capital Budget Workshop Agenda November 4, 5 and 6, 2016 Council Chambers

Friday, November 4, 2016 1.

Index

Agenda

Administrative Details  Safety, facilities, flexibility, screens presentation, etc.  General Managers’ Notes/Operating Budget Decisions

Approved Plans / Relevant Information (For information)  2016-2021 Strategic Plan  2015 Audited Financial Statements  2015 Report to the Community  2016 Census Information  2016 Tax Rate and Utility Fee Comparisons  Organization Chart

Leadership Team Highlights  Financial Indication Graphs  Socio-Economic Overview  Federal/Provincial Priorities

Reserve Funds (Projected prior to 2017 Operating and Capital Adjustments)  For information

Debentures & Debt Limits (Projected prior to 2017 Operating and Capital Adjustments)  For information

Projected Growth & Mill Rate Calculation (Assumptions/Estimates)  Historical Information  Impact of Increases

Priority Based Budgeting - Presentation Lunch Break Comments from the Public Regarding the 2017 Budget (1:00-1:30 p.m.)  5 Maximum per Presenter to provide information only - No debate with presenters.

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Town of Beaumont – 2017 Operational / Capital Budget Workshop Agenda – Schedule A

10.

Operating Budget, including Library

11.

Fees & Charges (Review / Recommendation)  Credit Card Payments

12.

Service Levels (Review/Recommendation)

13.

2016 Operating Projects Carried Forward  For information

14.

2017 Proposed Operating Budget Decisions  Presentations & Recommendations  Section 15 - Honorarium Information

Page 2 of 2

Projected end of the day

Saturday, November 5, 2016 14.

2017 Proposed Operating Budget Decisions - Continued  Presentations & Recommendations Lunch Break

16.

2016 Capital Projects Carried Forward  For information

17.

2017 Draft Multi-Year Capital Plan  For information

18.

2017 Proposed Capital Projects  Presentations & Recommendations Projected end of the day DINNER

Sunday, November 6, 2016 19.

Final Budget Recommendations  Proposed 2017 Budget Recommendations to Council  Projected Reserve Funds – Projected December 31, 2017  Projected Debentures & Debt Limits – Projected December 31, 2017  General Managers’ Notes/Action Items  Communications  Next Steps

(Note: Hourly 10 minute breaks for rest and informal discussion.)

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MEMORANDUM TO:

Chief Administrative Officer

FROM:

General Manager, Corporate Services

DATE:

November 4, 5 & 6, 2016

SUBJECT:

Administrative Details

FILE: 0148-B01

PURPOSE The purpose of this memo is to provide the Budget Committee with information about the Budget Workshop process, timelines and facilities. BACKGROUND To make better use of the time at the Workshop, we present the following details of the process, timelines and facilities in advance. Greater detail will be made available at the Workshop for those items that require site-specific orientation. 1. Safety (will provide details.) 2. Flexibility a. The agenda was prepared to provide as much flexibility as required. b. We expect to continue with the tradition of providing ten-minute breaks every hour. 3. Everyone is on his/her own for breakfast. A mid-morning snack will be provided. 4. Lunch will be provided on Friday and Saturday. 5. Arrangements will be made for a dinner on Saturday night. 6. You will be able to follow the information presented on the big screen and/or in the Budget binder. 7. We ask that you turn your cell phones off while the Workshop is in progress. 8. Have a great Workshop!

â&#x20AC;&#x153;Attitude is a little thing that makes a big differenceâ&#x20AC;? Winston Churchill cm M_2017 Administrative Details

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Beaumont Alberta

STRATEGIC PLAN

2016-2021

Life is better in4a-1 Beaumont

Life is better in Beaumont

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A MESSAGE TO THE COMMUNITY On behalf of members of Council, I am pleased to present you with our Strategic Plan 2016-2021. Strategic planning is a process through which Council conveys its vision and priorities for Beaumont. A significant number of ideas directly associated with the future of our community have been limited to the critical few that you will find within the Plan. The document reflects our expression on your behalf, of the future of our community. It will serve as a guide to our staff and Council to focus on and accomplish the items outlined in our Strategic Plan. The Plan includes what we believe to be an exciting and inspirational statement of vision for the future of our community. It goes on to make it clear in our mission statement that we are here to be of service to you and to ensure that life is indeed better in Beaumont. The Plan then presents four key value statements that will guide the behaviours of all of us who serve, and who are served. The Plan is organized around six key focus areas and within each, there are one or two strategic outcomes that Council will oversee, and to which staff and other interested stakeholders will contribute to ensure their achievement. The six key focus areas, in alphabetical order are as follows: Communication/Citizen Engagement Community Identity

Economic Development

Complete Community

Fiscal & Asset Management People Services We hope that you will share our enthusiasm for this document, and that your contributions will assist us in helping to achieve the identified outcomes. Please know as well, that this Plan will continue to be reviewed and revised on an annual basis. If you have any questions, please contact myself, any other member of Council, or staff member.

Camille Bérubé, Mayor

2 Beaumont Alberta

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Strategic StrategicPlan Plan33

MAYOR & COUNCIL VISION FOR THE FUTURE

MAYOR & COUNCIL

OUR VISION FOR THE FUTURE

Mayor

Councillor

Camille Bérubé 780-886-2443

Kathy Barnhart 780-929-6164

Kerri Bauer 780-929-2441

Councillor

Bruce LeCren 780-709-4431

Perry Hendriks 780-929-5102

Bill McNamara 780-916-5974

Together we make life better in Beaumont As a prosperous, vibrant, healthy, family-oriented community, Beaumont welcomes diversity, nurtures business, promotes excellence and is environmentally conscious, while celebrating its French heritage.

Our Mission Councillor Louise White-Gibbs 780-929-2233

To provide quality programs and services to residents, organizations, visitors and the business community so that life is better in Beaumont.

TABLE OF CONTENTS .

OUR VISION . . . . . . . . . . . . . . . . . . 5

Council and staff of Beaumont believe that the following four values must govern the behaviours in all that is done:

1 COMMUNICATION/CITIZEN ENGAGEMENT . . . . . . . . . . . . . . . . 6

Our Values

4 ECONOMIC DEVELOPMENT . . . . . 12

Respect: an inclusive community that holds colleagues and all those serving the community in high regard.

6 PEOPLE SERVICES . . . . . . . . . . . . 16

Integrity: be honest and open;

5 FISCAL & ASSET MANAGEMENT . 14 .

Excellence: continuously strive for quality and improvement and to meet expectations;

3 COMPLETE COMMUNITY . . . . . . . 10

Accountability: accept responsibility for decisions and actions;

2 COMMUNITY IDENTITY . . . . . . . . . . 8

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Strategic Plan 5

COMMUNICATION/CITIZEN ENGAGEMENT

It is essential that clear internal and external communication exist between Council, staff members and the residents they serve, in order for everyone to have a better understanding of the intended goals. Citizens need to have the opportunity to be engaged in civic conversations, and know that their input is valued.

During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Communications Plan integrated in budget deliberations (annual) Report Card 2016-2021 (annual) Resident survey (2017) Development of citizen engagement inset policy for approval by Council (2016) Complete a communications process for planning initiatives (2016) Review and update Beaumont advertisements and establish a template (2016) Community e-mail and newsletter (2016) Improve service delivery to residents with new technology, including an online account inquiry and payment system (2016)

Strategic Outcome, Priorities and Performance Indicators

STRATEGIC OUTCOME 1.1: Beaumont’s residents, business community and municipal staff feel fully aware of, and understand the community’s direction and decisions taken on their behalf. The achievement of this strategic outcome will be monitored through the use of the following performance measures:  Percentage of residents who have a general awareness/understanding of priorities, projects and initiatives undertaken Number of communications tools used  Staff who have a general awareness/understanding of priorities, projects and initiatives undertaken

Mobile website capability (2016)  Emergency communication procedures , a joint project with other communities (2016/2017) Finalize a Protective Services communications plan (2016/2017) Development of a forum for public involvement (2016) Installation of electronic message center (2016) Implementation of new Beaumont website (2016) Implementation of street sweeping and snow removal app (2016)

Number of visitors on our website

Consider live streaming of Council meetings (2017)

Social media analytics

Explore video and YouTube opportunities (2017) Production of videos featuring local residents and staff (2018)

STRATEGIC OUTCOME 1.2: Beaumont residents are provided with regular opportunities to engage in community conversations about key issues impacting the community, and are kept informed of how their input is used.

Pilot physical technology (kiosks) to be placed in strategic locations (2018)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Developing public participation training capabilities for employees (2019)

 Percentage of residents reporting satisfaction with opportunities to be engaged in the decision making process

Erecting a second digital sign at the south entrance of the community (2021)

 Number of engagement activities organized for residents

 Become a leader in municipal communications by teaching other municipalities about our best practices (2019) Develop Smart Communities Concept Plan (2020)  Implementing evaluation and measurement systems to further support our communications programs (2021)

 Number of residents attending public engagement opportunities and responding to surveys  Number of followers utilizing social media and the Keep it Green app to engage in conversations with Beaumont’s staff

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Strategic Plan 7

COMMUNITY IDENTITY

During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities:  Consistent bilingual signage for municipal facilities (annual)  Selected bilingual material translation (annual)  Francophone Flag Raising Ceremony (annual)

Since 1895, Beaumont has been proud of its church on the hill, serving as a welcoming beacon to the community. Over a century later, Beaumont has become a diverse community, but it still proudly holds to its French origins and reflects these through its bilingual schools, signage of public properties and its French Village Design Guidelines.

 Continued exchanges with other communities with similarities to Beaumont (2016/2017)

 Implement recommendations included in the Downtown Urban Design Concept Plan (2016-2021) Strategy to develop Centre-ville green space (2016/2017)  Implement community wayfinding (2018)

COMMUNITY IDENTITY

Strategic Outcome, Priorities and Performance Indicators

 Finalize streetscape design on 50 Avenue (2016) STRATEGIC OUTCOME 2.1: Beaumont becomes a destination of choice due to features such as the church on the hill, the renewed Centre-ville, its reputation as the community with a French flair, and appropriate recreational/entertainment programs.

 Collaboration to host a local movie in the community (2016)  Continued involvement in international development partnerships (2016)  Development of an updated municipal logo, corporate identity and review municipal status (2017-2019)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

 French Village Design Guidelines review (2017)

 Number of recreational/cultural events and the estimated number of attendees per event

 Centre-ville marketing and destination strategy (2018)  New events that promote community identity (2018)

 Total net municipal financial support for community identity initiatives.

 Explore Centre-ville market opportunities (2018)

 Percentage of residents and business community surveyed who report that they believe Beaumont has successfully developed a French flair and is recognized for it.

 Total other support for community identity initiatives (governments, others).

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Strategic Plan 9

COMPLETE COMMUNITY

During the next one to five years, the following projects contributing to the achievement of these outcomes will be considered priorities:  Open Space and Trails Master Plan implementation (ongoing)  Environmental Master Plan implementation (2016-2021)  Boundary adjustments/future growth implementation (2016/2017)

Being a complete community means that we incorporate economic, social, cultural and environmental elements into our municipal governance and planning, which contributes to the quality and character of Beaumont, in order to meet the needs of our residents, organizations and visitors.

 Municipal Development Plan to reflect complete community principles and includes community visioning opportunities (2016/2017)

Strategic Outcome, Priorities and Performance Indicators

 Finalize future growth implementation plan details (2016/2017)

STRATEGIC OUTCOME 3.1: Beaumont makes substantial gains in attracting non-residential assessment. The achievement of this strategic outcome will be monitored through the use of the following performance measures: Number of hectares serviced for non-residential use

 Continued involvement in Capital Region Board initiatives related to housing, transit and growth plan update (2016/2017)  Transportation Master Plan (2016/2017)  Infrastructure Master Plan (2017)  Consideration of new municipal areas as we continue to grow (2016-2018)  Central Area Redevelopment Plan review (2018)  Land Use Bylaw review (2018)

Number of hectares developed for non-residential use Number of businesses (home-based and non-home-based) in Beaumont Percentage and total land available for non-residential development STRATEGIC OUTCOME 3.2: Beaumont utilizes smart growth principles in its planning activities. The achievement of this strategic outcome will be monitored through the use of the following performance measures: Number of housing starts by type of housing Number of infill and current vacant lands developed Number of hectares serviced for medium and high-density residential Number of hectares developed for medium and high-density residential Number and description of new green initiatives implemented Number of kilometres of trails and sidewalks per capita Current density of the community in context of the Capital Region Growth Plan

10 Ville de/Town of Beaumont

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Strategic Plan 11

ECONOMIC DEVELOPMENT

Collaboration with the Beaumont Chamber of Commerce to promote local businesses (ongoing)

During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities:

 Economic Development Framework which will include priority initiatives of the Niche Market Study and other reports in one document (2016)

ECONOMIC DEVELOPMENT

Implement Corporate Partnership program (2016/2017)

Continued involvement with the Capital Region Board Economic Strategy and Framework (2016/2017) Continued partnership with le Conseil de développement économique de l’Alberta (CDEA) on implementation of Concerto (2016/2017)

Residential development has driven Beaumont’s growth for many years. While residential expansion will continue, non-residential assessment development must now become the key driver for growth. The cost for additional infrastructure, services and community programs can no longer be placed on residential development only; diversification is essential. A greater percentage of growth must be achieved within the commercial/light industrial sector.

Collaboration with development to review the development applications process (2016)

Strategic Outcome, Priorities and Performance Indicators STRATEGIC OUTCOME 4.1: Beaumont’s current residential/commercial tax base ratio of 95:5 is moved towards a preferred ratio of 80:20 through aggressive economic development and the assignment and achievement of yearly targets for increased non-residential assessment. The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Improvements to community welcome program (2016) Business retention / exit interviews (2017) Implement Economic Development Client Management Database (2018) Events and tourism analysis (2018) Strategy to transition home based businesses to store fronts (2019)

Number of storefronts in Beaumont Total value of non-residential building permits Total non-residential taxes collected Percentage increase in real non-residential assessments Ratio of residential/non-residential assessment Number of jobs created in new businesses New non-residential tax collected New non-residential project value per square foot STRATEGIC OUTCOME 4.2: Beaumont makes substantial gains toward the redevelopment of “Centre-Ville” into a signature, defining area that enhances French heritage through design elements and business focus. The achievement of this strategic outcome will be monitored through the use of the following performance measures: New assessment value in Centre-ville area Number of storefronts in the Centre-ville area Percentage of residents surveyed who enjoy the Centre-ville area 12 Beaumont Alberta

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Strategic Plan 13

FISCAL AND ASSET MANAGEMENT

FISCAL & ASSET MANAGEMENT

During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Maintain Multi-year Capital Plan (annual) Align the budget with Strategic Plan priorities (annual) Implementation of multi-year operating budget (2017)

Strategic Outcome, Priorities and Performance Indicators STRATEGIC OUTCOME 5.1: Beaumont receives optimal revenue from all available sources and achieves a balance between revenue and community needs.

Asset management systems: software and resources to track the life of assets (2016/2017) Implement new public GIS opportunities (2016/2017) Integration of Priority Based Budgeting (2016/2017) Service level reviews, one service per year, starting with grass cutting (2016) Finalize Stormwater Management Plan (2016) Explore Leduc Sub-Region Shared Services Project Recommendations (2016/2021) Solid waste (2016/2017)

Sound fiscal management practices are essential if Beaumont is to remain a healthy and financially sustainable community. Significant pressures for additional infrastructure, program development and service delivery are a given. Balancing revenue streams with the needs and wants of residents and businesses will require financially astute employees and informed decision-makers.

Procurement (2016-2021)

Blackmud Creek Surface Water Management Study (2016/2017)

Percentage and value of revenue from the following streams; residential taxes, non-residential taxes, fees, provincial and federal grants, other sources

 Community Center (CCBCC) opens with the assistance of the advisory committee and partner organizations (2016)

Debt limit

Integrated Pest Management Plan (2016)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Debt service limit

Community Centre Regional Marketing Strategy (2017) Budget community survey (2017)

STRATEGIC OUTCOME 5.2: Beaumont’s infrastructure is safe, well maintained and ensures the delivery of high-quality services to the community. The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Review Capital Financing Policy (2017)

Percentage of residents who rate the local infrastructure as satisfactory or better

Explore opportunities for efficiencies in field operations

Costs for road maintenance per kilometer

Utilize a collaborative team effort to improve performance (2017/2018)

Solid waste contract service options (2017) Update Off-site Levy Bylaw (2017)

Cost of winter maintenance for roadways per kilometer Operating costs for recreational infrastructure per resident Ratio of net book value to cost of tangible capital assets by class

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Strategic Plan 15

PEOPLE SERVICES

) During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Internal and joint training and development opportunities (ongoing) External safety certificate of recognition (2018) Good Neighbour Practices Guide (2016/2017)

We need an outstanding team of professionals to accomplish the mission of excellence in service so that life is truly better in Beaumont. We must be able to attract and retain skilled and dedicated individuals. Outstanding leadership within Council and operational levels are required in order to ensure the effective delivery of services to the community. Excellence in planning and implementation of programs delivered to residents is essential for maintaining a high quality of life in Beaumont. Safety and community well-being continue to be important for our community.

Strategic Outcome, Priorities and Performance Indicators

Aqua-Fit site concept plan and design options (2016/2017) Early Childhood and FCSS Needs Assessment (2016/2017) Community and Social Master Plan (2018)  Early Childhood Framework (2017) Implementation of Public Transit commuter service (2016/2017) Continuation of Top 100 Initiative (2016/2017) Expand opportunities to engage with youth in the community (2016/2017)

STRATEGIC OUTCOME 6.1: Beaumont has an engaged workforce that strives to make Beaumont better and has the willingness to go the extra mile. All of our interactions and decisions are based on Beaumont’s Values and associated behaviors which guide our actions in personal work behaviors, decision making, contribution, and interpersonal interaction.

Implementation of employee orientation program (2016/2017)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Update the RCMP, Municipal Enforcement and Support Staff Resource Plan (2016/2017)

Average tenure of employees

Community-wide Leisure and Facilities Needs Assessment (2017)

Employee turnover rate

Human Resources Plan ( 2017)

Rank within the Top 100 Employers in Canada

Recreation and Facilities Master Plan (2018)

Employee satisfaction rate

HR recruitment/retention strategy (2018)

STRATEGIC OUTCOME 6.2: Beaumont makes available a broad range of programs, activities and services designed to make life better in Beaumont. Safety continues to play an important role in our community.

Fire Services Master Plan (2018)

Employee Engagement Survey (2016)

Explore Leduc Sub-Region Shared Services Project Recommendations (2016/2021) Joint training opportunities (2016/2017) Information technology (2016-2021)

Implement customer service tracking request technology system (2017) HR evaluation framework (2019)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:  Percentage of residents surveyed who report satisfaction with programs, activities and services offered Percentage of program space utilization Square meters of public indoor recreational space per capita Square meters of public outdoor recreational space per capita Crime Severity Index Resource and financial support to Community Volunteer Organizations 16 Beaumont Alberta

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Strategic Plan 17

IN CLOSING Beaumontâ&#x20AC;&#x2122;s strategic planning process includes the Strategic Plan and an annual report that outlines our achievements. The Strategic Plan is a forward-looking document and it is updated annually to include any new projects and initiatives for the coming years. In summer 2017, an annual report will be released which will list the progress we have made in achieving the goals set out in this Strategic Plan 2016-2021. Please look forward to reviewing that document in 2017. We hope that you will share our enthusiasm for these documents, and that your contributions will continue to assist us in helping to achieve the identified outcomes. If you have any questions, please contact your elected officials or a staff member.

18 Beaumont Alberta

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Strategic Plan 19

Life is better in Beaumont

20 Beaumont Alberta

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Strategic Plan 21

Beaumont 5600 49 Street, Beaumont AB T4X 1A1 | 780.929.8782 | admin@beaumont.ab.ca /BeaumontAB

T4XBeaumont

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TOWN OF BEAUMONT Consolidated Financial Statements For the year ended December 31, 2015

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TOWN OF BEAUMONT Consolidated Financial Statements For the year ended December 31, 2015

Contents Management Report

Independent Auditor's Report

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Consolidated Financial Statements Consolidated Statement of Financial Position

Consolidated Statement of Operations

Consolidated Statement of Change in Net Assets (Debt)

Consolidated Statement of Cash Flows

Summary of Significant Accounting Policies

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Notes to Consolidated Financial Statements

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Schedule I - Schedule of Tangible Capital Assets

Schedule II - Schedule of Changes in Accumulated Surplus

Schedule III - Schedule of Property and Other Taxes

Schedule IV - Schedule of Government Transfers

Schedule V - Consolidated Schedule of Expenses by Object

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Town of Beaumont 2015 Financial Statements Management Report The accompanying consolidated financial statements and other information contained in this Financial Report are the responsibility of the management of the Town of Beaumont. These consolidated financial statements have been prepared by management. Financial statements are not precise since they include certain amounts based on estimates and judgments. Management has determined such amounts on a reasonable basis in order to ensure that the financial statements are presented fairly, in all material respects. The Town maintains systems of internal accounting and administrative controls that are designed to provide reasonable assurance that the financial information is relevant, reliable and accurate, and that the Town's assets are appropriately accounted for and adequately safeguarded. The elected Council of the Town of Beaumont are responsible for ensuring that management fulfills its responsibilities for financial reporting and is ultimately responsible for reviewing and approving the financial statements. The Council meets annually with management to discuss internal controls over the financial reporting process, auditing matters and financial reporting issues, and to satisfy itself that each party is properly discharging its responsibilities. Council reviews the monthly financial reports. The consolidated financial statements have been audited by Grant Thornton LLP, Chartered Professional Accountants, Chartered Accountants, the external auditors, in accordance with Canadian auditing standards on behalf of the Council, residents and ratepayers of the Town. Grant Thornton has full and free access to Town Council.

Chief Administrative Officer Town of Beaumont

General Manager, Corporate Services

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Independent Auditor’s Report Grant Thornton LLP 1701 Scotia Place 2 10060 Jasper Avenue NW Edmonton, AB T5J 3R8 T +1 780 422 7114 F +1 780 426 3208 www.GrantThornton.ca

To the Mayor and Council of the Town of Beaumont

We have audited the accompanying consolidated financial statements of Town of Beaumont which comprise the consolidated statement of financial position as at December 31, 2015, and the consolidated statements of operations, changes in net assets (debt), cash flows and schedules 1 through 5 for the year then ended and a summary of significant accounting policies and other explanatory information. Management’s responsibility for the consolidated financial statements

Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian Public Sector Accounting Standards, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s responsibility

Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.

Audit • Ta • Advisory Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd

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We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion

In our opinion, the consolidated financial statements present fairly, in all material respects, the consolidated financial position of Town of Beaumont as at December 31, 2015, and the results of its operations, changes in net financial assets, cash flows and schedules 1 through 5 for the year then ended in accordance with Canadian public sector accounting standards. Other matter

The financial statements of Town of Beaumont for the year ended December 31, 2014, were audited by another auditor who expressed an unmodified opinion on those statements dated April 28, 2015. Edmonton, Canada April 26, 2016

Chartered Professional Accountants, Chartered Accountant

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Town of Beaumont Consolidated Statement of Financial Position December 31 Financial Assets Cash and Cash Equivalents (Note 2) Receivables (Note 3) Other Financial Assets

Liabilities Accounts Payable and Accrued Liabilities (Note 4) Security Deposits Deferred Revenue (Note 5) Long-term Debt (Notes 6 and 7)

Net Financial Assets Non-Financial Assets Tangible Capital Assets (Schedule I) Inventory for Consumption

Accumulated Surplus (Note 8, Schedule II)

2015

2014

$ 37,607,770 3,916,616 145,916

$ 37,342,899 6,067,747 156,813

41,670,302

43,567,459

10,078,223 3,341,025 7,227,184 14,117,453

5,072,088 4,474,740 9,481,565 16,811,340

34,763,885

35,839,733

6,906,417

7,727,726

260,824,046 324,306

226,048,308 121,674

261,148,352

226,169,982

$268,054,769

$233,897,708

Contingent Liabilities (Note 11)

The accompanying notes are an integral part of these consolidated financial statements.

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Town of Beaumont Consolidated Statement of Operations 2015 Budget

For the Year Ended December 31 Revenue Taxation-net (Schedule III) Sales and User Charges Government Transfers (Schedule IV) Interest Income Penalties and Cost on Taxes Franchise Fees Rentals Licenses, Permits and Fines Developers Contributions Contributions from Other Groups Gain (Loss) on Disposal of Capital

Expense (Schedule V) Legislative Administration Protective Services Transportation Services Public Health and Welfare Services Planning and Development Recreation and Cultural Services Library Waste Management Water Wastewater

Excess (Deficiency) of Revenue over Expenses before Other Other Developer Contributed Tangible Capital Assets Government Transfers for Capital (Schedule IV) Excess of Revenues over Expenses Accumulated Surplus, Beginning of Year, Accumulated Surplus, End of Year

2015 Actual

2014 Actual

$ 15,549,200 9,630,200 9,722,400 250,000 271,600 1,057,200 708,300 1,756,800 4,144,650 25,200 -

$ 15,636,867 10,301,412 4,431,005 660,216 307,148 1,118,108 696,251 2,080,608 4,490,638 57,770 92,837

$ 14,361,679 9,608,171 1,642,275 553,368 308,765 1,093,735 672,768 1,966,946 8,960,959 26,323 27,246

43,115,550

39,872,860

39,222,235

9,226,400 2,762,000 4,467,900 10,058,600 3,121,000 1,716,500 7,133,300 718,900 1,617,000 2,765,600 1,815,100

3,628,047 1,988,284 4,102,413 10,908,858 2,947,782 1,703,403 6,880,678 729,369 1,491,231 2,792,213 1,863,112

1,023,102 1,843,745 4,107,848 7,637,180 2,722,905 1,313,638 6,448,463 690,417 1,653,298 2,329,188 1,613,012

45,402,300

39,035,390

31,382,796

837,470

7,839,439

6,092,319

29,694,186 3,625,405

9,609,770 4,624,793

3,805,569 233,897,708

34,157,061 233,897,708

22,074,002 211,823,706

$237,703,277

$268,054,769

$233,897,708

(2,286,750)

The accompanying notes are an integral part of these consolidated financial statements.

4b-7

Town of Beaumont Consolidated Statement of Change in Net Assets (Debt) 2015 Budget

For the Year Ended December 31 Excess of Revenue over Expenditures Acquisition of Tangible Capital Assets Contributed Tangible Capital Assets Proceeds on Disposal of Tangible Capital Assets Amortization of Tangible Capital Assets (Gain) on Disposal of Tangible Capital Assets

$ 3,805,569

Net Assets (Debt), Beginning of Year Net Assets (Debt), End of Year

$ 34,157,061

2014 Actual $ 22,074,002

(24,084,681) 6,725,400 -

(12,194,591) (29,694,186) 388,626 6,817,250 (92,837)

(10,948,990) (9,609,770) 65,905 5,445,871 (27,246)

(17,359,281)

(34,775,738)

(15,074,230)

Acquisition of Prepaid Expenses and Inventory of Supplies

Net Change in Assets (Debt)

2015 Actual

(202,632)

31,049

(13,553,712)

(821,309)

7,030,821

7,727,726 $ (5,825,986)

7,727,726

696,905

$ 6,906,417

$ 7,727,726

The accompanying notes are an integral part of these consolidated financial statements.

4b-8

Town of Beaumont Consolidated Statement of Cash Flows For the Year Ended December 31 Operating Transactions Annual Surplus Items Not Involving Cash Amortization (Gain) Loss on Disposal of Tangible Capital Assets Contributed Capital Assets Changes in Non-cash Assets and Liabilities Receivables Other Financial Assets Inventory for Consumption Accounts Payable and Accrued Liabilities Security Deposits Deferred Revenue

Capital Activities Acquisition of Tangible Capital Assets Proceeds on Sale of Tangible Capital Assets

Financing Transactions Repayment of Long-term Debt Net Change in Cash and Cash Equivalents Cash and Cash Equivalents, Beginning of Year Cash and Cash Equivalents, End of Year

2015

2014

$ 34,157,061

$ 22,074,002

6,817,250 (92,837) (29,694,186)

5,445,871 (27,246) (9,609,770)

2,151,131 10,897 (202,632) 5,006,135 (1,133,715) (2,254,381)

(1,182,766) (45,920) 31,049 (1,005,331) 1,161,687 1,345,563

14,764,723

18,187,139

(12,194,591) 388,626

(10,948,990) 65,905

(11,805,965)

(10,883,085)

(2,693,887)

(1,757,569)

264,871

5,546,485

37,342,899

31,796,414

$ 37,607,770

$ 37,342,899

The accompanying notes are an integral part of these consolidated financial statements.

4b-9

Town of Beaumont Notes to the Consolidated Financial Statements December 31, 2015 1. Significant Accounting Policies Management's Responsibility for the Consolidated Financial Statements The Town of Beaumont "Town" is a municipality incorporated under the laws of the Province of Alberta and operates under the provisions of the Municipal Government Act. These financial statements are the representation of management, prepared in accordance with generally accepted accounting principles for local governments established by the Public Sector Accounting Board of the Chartered Professional Accountants of Canada. Significant aspects of the accounting policies adopted by the Town are as follows: Reporting Entity The Town is a municipality incorporated under the laws of the Province of Alberta and operates under the provision of the Municipal Government Act. The consolidated financial statements reflect the assets, liabilities, revenues and expenditures, changes in fund balances, and change in financial position of the reporting entity. This entity is comprised of the municipal operations that are owned or controlled by the Town, which includes the Bibliotheque de Beaumont Library. Basis of Accounting The financial statements are prepared using the accrual basis of accounting. The accrual basis of accounting records revenue as it is earned and measurable. Expenses are recognized as they are incurred and measurable based upon receipt of goods or services and/or the legal obligation to pay. Funds from external parties and earnings thereon restricted by agreement or legislation are accounted for as deferred revenue until used for the purpose specified. Government transfers, contributions and other amounts are received from third parties pursuant to legislation, regulation or agreement and may only be used for certain programs, in the completion of specific work, or for the purchase of tangible capital assets. In addition, certain user charges and fees are collected for which the related services have yet to be performed. Revenue is recognized in the period when the related expenses are incurred, services performed or the tangible capital assets are acquired. Use of Estimates The preparation of financial statements in conformity with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amount of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenue and expenditure during the period. Where measurement uncertainty exists, the financial statements have been prepared within reasonable limits of materiality. Actual results could differ from those estimates. Requisition Over-levy and Under-levy Over-levies and under-levies arise from the difference between the actual property tax levy made to cover each requisition and the actual amount requisitioned. If the actual levy exceeds the requisition, the over-levy is accrued as a liability and property tax revenue is reduced. Where the actual levy is less than the requisition amount, the under-levy is accrued as a receivable and as property tax revenue. Requisition tax rates in the subsequent year are adjusted for any over-levies or under-levies of the prior year. Tax Revenue Tax revenues are recognized when the tax has been authorized by bylaw and the taxable event has occurred. The schedule of taxes levied also includes requisitions for the Leduc Foundation, and for both Black Gold and St. Thomas Aquinas School Districts. As they are not part of the municipal reporting entity these requisitions have been netted out of the tax revenue as they operate as a flow through and are excluded from municipal revenue. 8

4b-10

Town of Beaumont Summary of Significant Accounting Policies December 31, 2015 Prepaid Local Improvement Charges Property tax revenue is based on market value assessments determined in accordance with the Municipal Government. Tax mill rates are established annually. Taxation revenues are recorded at the time tax billings are issued. Assessments are subject to appeal. Construction and borrowing costs associated with local improvement projects are recovered through annual special assessments during the period of the related borrowings. These levies are collectable from property owners for work performed by the municipality. Where a taxpayer has elected to prepay the outstanding local improvement charges, such amounts are recorded as revenue when received. Government Transfers Government transfers are the transfer of assets from senior levels of government that are not the result of an exchange transaction, are not expected to be repaid in the future, or the result of a direct financial return. Government transfers are recognized in the financial statements as revenue in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be determined. Contaminated Sites Liability Contaminated sites are a result of contamination being introduced into air, soil, water or sediment of a chemical, organic or radioactive material or live organism that exceeds an environmental standard. The liability is recorded net of any expected recoveries. A liability for remediation of a contaminated site is recognized when a site is not in productive use and is managementâ&#x20AC;&#x2122;s estimate of the cost of post-remediation including operation, maintenance and monitoring. Non-Financial Assets (Physical Assets) Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year and are not intended for sale in the normal course of operations. The change in non-financial assets during the year, together with the excess of revenues over expenses, provides the consolidated Change in Net Financial Assets (Debt) for the year. i. Tangible Capital Assets Tangible capital assets are recorded at cost, which includes all amounts that are directly attributable to acquisition, construction, development or betterment of the asset. The cost, less residual value of the tangible capital assets, is amortized on a straight-line basis over the estimated useful life as follows: Land Improvements 15 to 30 years Buildings 20 to 50 years Engineered Structures Water System 35 to 75 years Wastewater System 35 to 75 years Other 20 to 75 years Machinery & Equipment 5 to 20 years Vehicles 10 to 25 years No amortization is taken in the first year of acquisition and a full year of amortization is calculated in the year of disposal. ii Contributions of Tangible Capital Assets Tangible capital assets received as contributions are recorded at fair value at the date of receipt, and also are recorded as revenue.

4b-11

Town of Beaumont Summary of Significant Accounting Policies December 31, 2015 Non-Financial Assets (Physical Assets) - (continued) iii. Leases Leases are classified as capital or operating leases. Leases which transfer substantially all the benefits and risks incidental to ownership of property are accounted for as capital leases. All other leases are accounted for as operating leases and the related lease payments are charged to expenses as incurred. iv. Inventories Inventories held for consumption are recorded at the lower of cost and replacement cost. Reserves for Future Expenditures Reserves are established at the discretion of the Council to set aside funds for future operating and capital expenditures. The reserve funds are reflected as a component of the accumulated surplus of the Town. Equity in Capital Assets Equity in capital assets represents the net investment in total capital assets after deducting the portion financed by third parties. The equity in capital assets is reflected as a component of the accumulated surplus of the Town.

4b-12

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 2. Cash and Cash Equivalents

Cash Cash Equivalents (Temporary investments)

2015

2014

$ 36,703,895 903,875

$ 36,182,332 1,160,567

$ 37,607,770

$ 37,342,899

Temporary investments are short-term deposits with original maturities of three months or less.

3. Accounts Receivable 2015 Current Taxes Arrear Taxes

683,880 247,782

Taxes Receivable Due from Other Governments Trade Receivables Utilities Receivable

2014 $

931,662 1,268,755 529,533 1,186,666 $

3,916,616

611,438 161,705 773,143 1,455,462 2,885,469 953,673

6,067,747

4. Accounts Payable and Accrued Liabilities 2015 Accrued Wages and Benefits Trade Payables

2014

720,501 9,357,722

907,324 4,164,764

$ 10,078,223

5,072,088

5. Deferred Revenue 2015 Deferred Capital Grants Lot Grading Development Recreation Fees Youth Programs

2014

6,640,496 431,832 221 154,635 -

9,087,438 169,804 188 222,286 1,849

7,227,184

9,481,565

4b-13

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 6. Long-term Debt 2015 Tax Supported Town Office Police Building Fire Building Operations Building Roads Storm Drainage Ken Nichol Regional Recreation Centre 2 Library

Utility Supported Water Reservoir Sewage Collection

92,731 2,968,491 20,222 2,409,500 3,615,161 68,103 935,713 588,759

2014

10,698,680

11,689,158

3,132,232 286,541

4,787,863 334,319

3,418,773 $ 14,117,453

5,122,182 $ 16,811,340

Principal and interest payments on long-term debt in the next five years are as follows: Principal 2016 2017 2018 2019 2020 2021 and onwards

113,367 3,148,736 59,267 2,528,000 4,015,000 88,529 1,090,684 645,575

Interest

2,260,360 1,113,679 1,148,038 1,127,679 1,148,091 7,319,606

596,547 502,223 452,935 402,216 352,997 1,844,230

$ 14,117,453

4,151,148

Debenture debt is repayable to the Alberta Capital Finance Authority $12,973,296 (2014 - $14,108,228) and the Beaumont Credit Union Ltd $1,144,157 (2014 - $2,703,112) and bears interest at rates ranging from 2.177% to 6.375% per annum, and matures in periods 2012 through 2041. The debenture debt is issued on the credit and security of the Town at large. Interest on long-term debt amounted to $651,525 (2014 - $774,005).

4b-14

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 7. Debt Limits The Town's debt limit as per the Municipal Government Act is as follows: 2015

2014

Debt Limit Total Debt Limit Total Debt Loan Guarantees - CentrĂŠ CommunautairĂŠ Beaumont Community Centre

$ 59,809,290 14,117,453 6,133,300

$ 58,844,223 16,811,340 6,133,300

Total Debt Limit Remaining

$ 39,558,537

$ 35,899,583

Service on Debt Debt Servicing Limit Debt Servicing

9,968,215 2,856,907

9,807,371 2,383,994

Total Debt Servicing Remaining

7,111,308

7,423,377

The debt limit is calculated at 1.5 times the revenue of the municipality (as defined in Alberta Regulation 255/00) and the debt service limit is calculated at 0.25 times such revenue. Incurring debt beyond these limitations requires approval by the Minister of Municipal Affairs. These thresholds are guidelines used by Alberta Municipal Affairs to identify municipalities that could be at financial risk if further debt is acquired. The calculation taken alone does not represent the financial stability of the municipality. Rather, the financial statements must be interpreted as a whole.

4b-15

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 8. Accumulated Surplus Accumulated surplus consists of reserves, which are funds committed and set aside for future expenditures, equity in tangible capital assets, and unrestricted surpluses as follows:

2014

2015 Reserve Funds Town Office Maintenance Youth Centre Building Maintenance Ken Nichol Regional Recreation Centre Building Maintenance Library Building Maintenance Police Building Maintenance Protective Services Building Maintenance Operation Facility Maintenance Aquafit Centre Building Maintenance Technology Replacement Equipment Replacement Fours Seasons Park Roads Off-site Levies Sewer Off-site Levies Infrastructure Maintenance Downtown Redevelopment Sidewalk Replacement General Capital Growth Transit Reserve Election Reserve Snow Removal Tax Allowance Contingency Mill Rate Stabilization Future Utilities Range Road 243 Asset Management System Municipal Reserve for Parkland Future Growth Communication Reserve Policing Municipal Development Plan Recreation Equipment

Equity in Tangible Capital Assets Tangible Capital Assets Accumulated Amortization Long-term Debt Recoverable Off-site Levies

Unrestricted Surplus Operations Solid Waste Water Wastewater

45,500 30,367 199,000 136,540 11,431 52,778 24,000 30,826 169,483 830,553 42,000 3,947,444 845,630 423,316 250,106 174,800 1,378,358 270,656 10,000 68,702 93,262 216,956 2,451,640 5,014,350 7,762 250,000 893,182 100,000 7,000 349,042 249,999 30,000

40,500 29,367 180,000 134,540 6,431 49,778 20,000 51,162 141,153 881,311 31,500 4,832,324 732,328 2,263,339 250,106 174,800 1,208,243 270,656 5,000 427,962 93,262 239,662 2,339,899 2,977,196 7,762 250,000 468,236 295,796 7,000 -

18,604,683

18,409,313

326,523,145 (65,699,099) (12,973,296) (2,904,733)

285,466,680 (59,418,372) (14,108,228) (3,307,874)

244,946,017

208,632,206

4,225,783 80,375 96,221 101,690

5,641,836 870,443 343,910

4,504,069

6,856,189

$ 268,054,769

$ 233,897,708

4b-16

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 9. Cost Sharing Functions The County of Leduc cost shares specific costs for certain recreation and culture services with other municipalities. 2015 Budget Eligible Costs Ken Nichol Regional Recreation Centre Programs Athletic Fields and Outdoor Rinks (29.2%) Parks and Recreation Administration Ken Nichol Regional Recreation Centre (Expansion) Library

2015 Actual

2014 Actual

1,791,740 232,700 447,203 279,500 168,225 576,011

1,302,624 123,230 429,927 286,047 167,256 542,812

244,503 141,696 401,905 303,859 167,313 526,214

3,495,379

2,851,896

1,785,490

Cost Share Percentage

12.12%

12.77%

423,640 25,000

345,650 25,000

228,007 25,000

448,640

370,650

253,007

Aquafit Centre

10.Segmented Information The Town of Beaumont is a diversified municipal government institution that provides a wide range of services to its citizens. Distinguishable functional segments have been separately disclosed in the segmented information. The nature of the segments and the activities they encompass are as follows: The accounting policies of the segments are the same as those described in the summary of significant accounting policies. The revenues and expenses and equity in government business enterprises and government business partnerships that are directly attributable to a particular segment are allocated to that segment. Amounts that are directly attributable to a number of segments have been allocated on a reasonable basis as follows: Taxation: Sale of Service: Grants: Interest:

Allocated to Administration. Allocated to segment based on service and to general government if not specific. Allocated to segment based on service provided and to general government if not specific. Allocated to water, wastewater and general government.

Legislative Responsible for Council activities. Administration Responsible for administration services, including economic development, communication, safety, human resources, accounting, finance, general administration and record services. 15

4b-17

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 10.Segmented Information (Continued) Protective Services Responsible for bylaw enforcement, policing, and fire services. Transportation Services Responsible for maintaining the roads, bridges, storm drainage systems, sidewalks and extended shoulders for pedestrian and bike travel. Solid Waste Management Responsible for curbside garbage and recycling collection Water Responsible for water distribution and storage. Wastewater Responsible for sewer collection system. Public Health and Welfare Responsible for family, youth and childcare services plus cemetery. Planning and Development Services Responsible for planning, development services and building inspection services. Recreation and Cultural Services Responsible for recreational services, including programming.

4b-18

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 10.Segmented Information - continued For the year ended December 31 Revenue Taxation Sales and User Charges Government Transfers Investment Income Penalties and Costs on Taxes Franchise Fees Rentals Licenses, Permits and Fines Developers Contributions Contributions from Others (Loss) on Disposal of Capital Expenses Salaries and Benefits Contract Services Materials and Goods Utilities Internal Support Community Grants Interest on Long-term Debt Amortization Other Expenses

Net Surplus (Deficit)

Legislative

Administration

$ 15,066,211 $ 114,339 2,832,277 -

8,650 60,845 660,216

Protective Services $

Public Health and Welfare Services

Transportation Services

$ 1,095 541,515 -

489,613 2,280 -

1,133,235 514,757 -

Planning and Development

Recreation and Cultural Services

149,678 -

1,495,619 310,962 -

18,750 18,031,577

256,627 1,118,108 5,400 2,109,846

43,794 1,238,892 (27,681) 1,797,615

3,399,064 (21,958) 3,868,999

20,429 11,490 1,679,911

830,867 135,563 1,116,108

625,984 367,986 27,530 142,476 2,970,557

195,992 68,032 57,909 2,584 479,800 2,823,730 3,628,047

2,253,920 427,156 430,908 73,075 (1,287,999) 4,997 86,991 (764) 1,988,284

1,469,687 1,972,942 272,318 80,663 (50,001) 1,949 148,656 206,196 3 4,102,413

1,189,534 3,305,812 492,621 599,073 13,401 233,361 5,108,953 (33,897) 10,908,858

2,217,103 101,052 233,714 47,801 203,199 106,104 39,309 (500) 2,947,782

919,580 697,471 32,586 9,898 60,500 7,033 (23,665) 1,703,403

$ (2,304,798) $ (7,039,859)

$ (1,267,871)

(587,295)

$ 14,403,530 $

121,562

Library $

570,656 33,413 168,369 -

Solid Waste Management $

1,662,602 -

Water $

Wastewater

2015 Total

$ $ 15,636,867 2,946,597 2,266,571 10,301,412 4,431,005 660,216

644 10,849 783,931

1,662,602

50,521 459,290 3,456,408

128,735 2,395,306

307,148 1,118,108 696,251 2,080,608 4,490,638 57,770 92,837 39,872,860

3,333,875 780,408 1,033,885 532,767 249,500 92,258 68,037 763,795 26,153 6,880,678

433,394 58,565 136,830 22,139 10,200 36,627 31,614 729,369

47,112 1,345,525 15,494 83,100 1,491,231

176,201 105,189 1,753,902 90,076 129,800 139,500 396,150 1,395 2,792,213

35,236 212,749 1,305,392 3,677 108,500 20,349 177,209 1,863,112

12,271,634 9,074,901 5,765,559 1,461,753 3,024,041 651,527 6,817,250 (31,275) 39,035,390

$ (3,910,121) $

54,562

171,371

664,195 $

532,194 $

4b-19

837,470

Expenses Salaries and Benefits Contracted Services Materials and Goods Utilities Internal Support Community Grants Interest on Long-term Debt Amortization Other Expenses

Net Surplus (Deficit)

Legislative

$13,829,930 109,215 202,794 -

Administration

16,300 67,000 432,689

Protective Services

22,777 544,315 -

Transportation Services

Public Health and Welfare Services

Planning and Development

68,047 2,789 -

264,316 1,093,735 7,000 -

44,294 1,341,731 11,392

1,119 7,321,819 -

14,141,939

1,881,040

1,964,509

7,393,774

191,406 59,863 56,494 1,949 460,596 252,794 1,023,102

2,107,098 482,848 275,978 62,664 (1,164,397) 5,926 66,075 7,553 1,843,745

1,344,052 2,122,604 260,619 80,709 (72,200) 158,693 212,885 486 4,107,848

1,260,918 748,146 982,334 462,672 78,900 252,129 3,845,589 6,492 7,637,180

$13,118,837

37,295

$(2,143,339)

(243,406)

1,160,088 468,554 -

1,704,742 203,963 -

Waste Management

Library

$ 531,749 30,310 152,860 -

615,375 124,842 -

605,318 18,113 15,854

490 8,721 -

1,652,518

1,066,381

2,547,990

2,050,168 110,998 211,353 37,581 208,601 88,350 18,694 (2,840) 2,722,905

899,956 303,848 40,404 9,065 54,700 7,033 (1,368) 1,313,638

3,148,007 796,988 995,867 422,277 212,200 47,572 77,373 758,557 (10,378) 6,448,463

(247,257)

$(3,900,473)

15,666 8,210 -

326,164 -

Recreation and Culture

(1,070,387)

1,635,351 -

Water

2,522,514 120,679

2014 Total

Wastewater

2,012,663 -

$14,361,679 9,608,171 1,642,275 553,368

44,449 1,352,298 -

162,000 -

308,765 1,093,735 672,768 1,966,946 8,960,959 26,323 27,246

724,130

1,635,351

4,039,940

2,174,663

39,222,235

410,692 48,017 131,853 21,318 7,200 39,723 31,614 690,417

36,374 1,549,105 15,619 52,200 1,653,298

201,797 34,018 1,377,511 74,700 91,300 216,552 333,821 (511) 2,329,188

52,807 124,797 1,166,934 2,362 70,900 23,609 171,603 1,613,012

11,703,275 6,381,232 5,514,966 1,175,297 388,716 774,005 5,445,871 (566) 31,382,796

33,713

(17,947)

$ 1,710,752

561,651

$ 7,839,439

4b-20

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 11.Contingencies The Town is a member of the Alberta Municipal Insurance Exchange ("MUNIX"). Under the terms of the membership, the Town could become liable for its proportionate share of any claim losses in excess of the funds held by the exchange. Any liability incurred would be accounted for as a current transaction in the year the losses are determined. The Town is a member of the Leduc & District Regional Waste Management Authority. Because of the Authority’s legal status as an organization, its members are potentially liable if the Authority is unable to meet its obligations. The Alberta Environmental Protection and Enhancement Act sets out the regulatory requirements to properly close and maintain all active and inactive landfill sites. The liability recorded at December 31, 2012 by the Authority is $1,927,418 (2011 - $1,598,308) and represents the Authority’s estimate of the present value of the closure and post-closure costs. Closure will involve covering the site with topsoil, vegetation, and the installation of groundwater monitoring wells. Post-closure care activities are expected to occur for twenty-five years, and will involve surface and ground water monitoring, and landfill cover maintenance. The liability for closure and post-closure costs estimated at December 31, 2015 was not available at the time these financial statements were finalized. The Town has received a formal statement of action filed against the Town for environmental damage resulting from the nuisance grounds that it has forwarded to its insurer. As at the date of the financial statements liability resulting from the claim is undeterminable. The Town has guaranteed two loans held by the Centre Communautairé Beaumont Community Centre for the construction of a Community Centre in the amount of $4,551,000 and has approved a loan in the amount of $1,582,300. In the normal conduct of operations, there are other pending claims by and against the City. Litigation is subject to many uncertainties, and the outcome of individual matters is not predictable with assurance. In the opinion of administration, based on the advice and information provided by its legal counsel, final determination of these other litigations will not materially affect the City's financial position or results of operations.

12.Financial Instruments The Town’s financial instruments consist of cash and temporary investments, receivables, accounts payable, accrued liabilities and long-term debt. It is management’s opinion that the Town is not exposed to significant interest, currency, or credit risk arising from these financial instruments.

13.Contractual Commitments The Town contracts with the Government of Canada for the employment of the Royal Canadian Mounted Police to provide policing services until March 31, 2032. The related agreement may be terminated on March 31 in any year by either party giving notice 24 months prior to the date of the intended termination. Future annual costs under the terms of the Agreement are estimated to be $1,445,400. In addition, the Town has lease and rental commitments with Xerox and Toshiba Finance for photocopying and office equipment. The six lease and rental contracts provide for quarterly payments of $5,633 and expire in July 2016. The total lease commitment over the remaining life of the contracts amounts to $11,266.

4b-21

Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 14.Local Authorities Pension Plan Employees of the town participate in the Local Authorities Pension Plan (LAPP), which is one of the plans covered by the Public Sector Pension Plans Act. The LAPP is financed by employer and employee contributions and by investment earnings of the LAPP Fund. Contributions for current service are recorded as expenditures in the year in which they become due. The town is required to make current service contributions to the LAPP of 11.39% of pensionable earnings up to the yearâ&#x20AC;&#x2122;s maximum pensionable earnings under the Canada Pension Plan and 15.84% on pensionable earnings above this amount. Total current service contributions by the Town to the LAPP in 2015 were $903,412 (2014 - $878,883). Total current service contributions by the employees of the Town to the Local Authorities Pension Plan in 2015 were$831,080 (2014 - $815,149). At December 31, 2014, the LAPP disclosed an actuarial deficiency of approximately $2.40 billion (2013 - $4.90 billion). The actuarial deficiency at December 31, 2015 was not available at the time we finalized the financial statements.

15.Salary and Benefits Disclosure Disclosure of salaries and benefits for municipal officers and the Chief Administrative Officer as required by Alberta provincial regulation 313/2000 is as follows: 2015 2014

Mayor & Council Mayor Camille Berube Councillor Louise White-Gibbs Councillor Bill McNamara Councillor Kerry Bauer Councillor Kathy Barnhart Councillor Bruce LeCren Councillor Perry Hendriks

Benefits & Salary (1) $ 46,802 23,300 23,700 23,500 23,600 22,500 21,000

Allowances $ 10,966 6,556 5,428 5,690 5,833 1,221 -

184,402

35,694

Benefits & Salary (1) 47,100 24,000 23,100 24,000 25,100 24,200 21,000 188,500

Allowances 10,787 6,737 2,295 5,213 3,627 4,146 32,805

(1) Salary includes regular base pay, bonuses, overtime, lump sum payments, gross honoraria, and any other direct cash remuneration paid by the Town of Beaumont.

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Town of Beaumont Notes to Consolidated Financial Statements December 31, 2015 16.Salary and Benefits Disclosure (Continued) Chief Administrative Officer Salary Pension General Benefits Package Car Allowance

2015 $ $ $ $

196,781 26,715 6,121 7,055

2014 $ $ $ $

193,711 26,252 4,829 6,883

17.Contaminated Sites Liability On January 1, 2015, the Town adopted PS3260 Liability for Contaminated Sites. In the current year the Town has recognized a liability of $2,464,313 related to the remediation of a contaminated site. The liability is based on actual and expected costs incurred subsequent to year end in remediating the site.

18.Comparative Figures The 2014 comparative figures have been reclassified to conform to financial statement presentation adopted for the current year.

19.Approval of Financial Statements Council and Management have approved these financial statements on April 26, 2016.

20.Budget Amounts The budget figures presented in these financial statements are based on the 2015 Budget adopted by Council on May 19, 2015.

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Town of Beaumont Schedule I - Schedule of Tangible Capital Assets December 31, 2015

2015

Cost, Beginning of Year Additions Disposals Cost, End of Year Accumulated Amortization, Beginning of Year Amortization Disposals Accumulated Amortization, End of Year Net Carrying Amount, End of Year

Land Improvements $ 8,909,549 2,750,003 (380,079) 11,279,473

Buildings $ 36,212,131 238,472 36,450,603

Machinery & Equipment and Vehicles $ 5,487,026 575,094 (227,611) 5,834,509

3,647,491 341,055 (380,079)

9,959,429 728,089 -

2,312,335 313,091 (156,444)

31,462,318 4,455,006 -

4,495,006 407,829 -

51,876,579 6,245,070 (536,523)

4,819,555 394,970 -

2,722,238 177,210 -

59,418,372 6,817,250 (536,523)

3,608,467

10,687,518

2,468,982

35,917,324

4,902,835

57,585,126

5,214,525

2,899,448

65,699,099

$ 7,671,006

$ 25,763,085

$ 3,365,527

$ 81,741,486

$ 20,918,610

$228,888,655

$ 20,062,261

$ 11,873,130

$260,824,046

Land Improvements $ 8,488,672 420,877 8,909,549

Buildings $ 35,385,612 826,519 36,212,131

Machinery & Equipment and Vehicles $ 5,019,605 702,472 (235,051) 5,487,026

Roads $ 96,576,159 9,916,598 106,492,758

Storm Sewers $ 22,279,377 1,392,291 23,671,668

Total Operating Assets $229,420,011 19,113,047 (235,051) 248,298,008

Water Systems $ 22,923,264 866,615 23,789,879

Wastewater $ 12,799,696 579,097 13,378,793

Totals $265,142,971 20,558,759 (235,051) 285,466,680

3,305,263 342,228 -

9,247,871 711,558 -

2,226,043 282,684 (196,392)

28,236,479 3,225,839 -

4,115,687 379,319 -

47,131,343 4,941,628 (196,392)

4,486,914 332,641 -

2,550,636 171,602 -

54,168,893 5,445,871 (196,392)

3,647,491

9,959,429

2,312,335

31,462,318

4,495,006

51,876,579

4,819,555

2,722,238

59,418,372

$ 5,262,058

$ 26,252,702

$ 3,174,691

$ 75,030,440

$ 19,176,662

$196,421,429

$ 18,970,324

$ 10,656,555

$226,048,308

Land $ 67,524,876 22,128,687 (224,622) 89,428,941

$ 89,428,941

Roads $106,492,758 11,166,052 117,658,810

Storm Sewers $ 23,671,668 2,149,777 25,821,445

Total Operating Assets $248,298,008 39,008,085 (832,312) 286,473,781

Water Systems $ 23,789,879 1,486,907 25,276,786

Wastewater $ 13,378,793 1,393,785 14,772,578

Totals $285,466,680 41,888,777 (832,312) 326,523,145

2014

Cost Beginning of the Year Additions Disposals Cost, End of Year Accumulated Amortization, Beginning of Year Amortization Disposals Accumulated Amortization, End of Year Net Carrying Amount, End of Year

Land $ 61,670,586 5,854,290 67,524,876

$ 67,524,876

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Town of Beaumont Schedule II - Schedule of Changes in Accumulated Surplus Unrestricted Surplus

For the Year Ended December 31 Balance, Beginning of Year

Excess of Revenue over Expenses Unrestricted Funds Designated for Future Use Restricted Funds Used for Operations Restricted Funds Used for Tangible Capital Assets Current Year Funds Used for Tangible Capital Assets Contributed Tangible Capital Assets Disposal of Tangible Capital Assets Annual Amortization Expense Long-term Debt Repaid Restricted Funds Designated for Future Use

6,856,189 34,157,061 (5,904,598) 1,141,132 (4,313,554) (29,694,186) 295,789 6,817,250 (2,693,887) (2,157,127) (2,352,120)

4,504,069

Restricted Equity in Surplus Capital Assets

2015

2014

$233,897,708

$211,823,704

7,881,037 4,313,554 29,694,186 (295,789) (6,817,250) 2,693,887 (1,155,814)

34,157,061 -

22,074,002 -

195,370

36,313,811

34,157,061

22,074,002

$ 18,604,683

$244,946,017

$268,054,769

$233,897,706

$ 18,409,313 5,904,598 (1,141,132) (7,881,037) 3,312,941

$208,632,206

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Town of Beaumont Schedule III - Schedule of Property and Other Taxes For the Year Ended December 31

Residential Taxes Commercial Taxes Farm Taxes

Linear Taxes

Requisition for Other Authorities Alberta School Foundation Fund Separate School Board Leduc Foundation

2015 Budget

2015 Actual

2014 Actual

$ 20,020,500 1,475,400 600

$ 20,145,147 1,484,770 671

$ 18,441,912 1,394,096 622

21,496,500 185,400

21,630,588 185,334

19,836,630 173,702

21,681,900

21,815,922

20,010,332

5,502,600 582,000 48,100

5,551,630 582,001 45,424

5,069,385 534,805 44,463

6,132,700

6,179,055

5,648,653

$ 15,549,200

$ 15,636,867

$ 14,361,679

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Town of Beaumont Schedule IV - Schedule of Government Transfers 2015 Budget

For the Year Ended December 31

Transfers for Operating Provincial Government Federal Government County of Leduc Other Government Organizations

Transfers for Capital Provincial Government Federal Government County of Leduc

9,360,200 2,300 359,900 -

2015 Actual

3,950,142 4,958 475,905 -

2014 Actual

1,283,339 5,404 353,147 385

9,722,400

4,431,005

1,642,275

6,092,319 -

3,625,405 -

3,656,682 752,111 216,000

6,092,319

3,625,405

4,624,793

$ 15,814,719

8,056,410

6,267,068

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Town of Beaumont Schedule V - Consolidated Schedule of Expenses by Object For the Year Ended December 31

Consolidated Expenses by Object Salaries, Wages and Benefits Contracted and General Services Materials and Goods Utilities Community Grants Interest on Long-term Debt Amortization Other Expenses

2015 Budget

2015 Actual

2014 Actual

$ 13,476,400 8,455,300 6,240,800 1,160,700 8,630,900 682,800 6,725,400 30,000

$ 12,271,634 9,074,901 5,765,559 1,461,753 3,024,041 651,527 6,817,250 (31,275)

$ 11,703,275 6,381,232 5,514,966 1,175,297 388,716 774,005 5,445,871 (566)

$ 45,402,300

$ 39,035,390

$ 31,382,796

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2015

Report to the Community BEAUMONT Alberta

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Contents

Message from the Mayor & Council ........................................................1 .

The Beaumontâ&#x20AC;&#x2122;s Vision, Mission and Values ...........................................2 .

Our Six Strategic Areas of Focus â&#x20AC;&#x201C; and Why They Matter ......................3 1. Communication & Citizen Engagement.............................................4 .

2. Community Identity ...........................................................................6 .

3. Economic Development ..................................................................10 .

4. Financial & Asset Management .......................................................13 .

5. People Services...............................................................................17 .

6. Smart Growth ..................................................................................21 .

In Closing ..............................................................................................25 .

Connect With Us ...................................................................................25 .

Address ...............................................................................................25 .

Phone Numbers ..................................................................................25 .

Social Media ........................................................................................25

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Message from the Mayor and Council

Mayor Camille Berube

On behalf of the members of Council, I am pleased to present you with our 2015 Report to the Community. This report provides information on the progress we have made over the past years in the six key focus areas: Communication/Citizen Engagement, Community Identity, Economic Development, Fiscal & Asset Management, People Services and Smart Growth. Performance measures for each strategic outcome are reported, as well as our accomplishment in key projects and initiatives that are attributed to those outcomes. We have integrated the results from previous annual reports to show our ongoing progress.

Councillor Kathy Barnhart

Councillor Kerri Bauer

Councillor Perry Hendriks

Councillor Bruce LeCren

Councillor Bill McNamara

Councillor Louise White-Gibbs

We are dedicated to sharing our progress, so this Report to the Community is available in print and online, both in English and in French. Beaumont continues to grow, so the annexation project is vital to ensuring we are in a position to accommodate future growth. Our position was heard at the Municipal Government Board’s Merit Hearing in June 2015, and we believe our case for future growth is strong. As your Council, our greatest focus remains planning and ensuring the infrastructure is in place to handle future growth. With over 952 new residents arriving in our community in 2015, it is clear that Beaumont continues to be a community of choice. The improvements in infrastructure, the future redevelopment of Centreville, and continued future growth will help ensure we meet the current and future needs of residents and businesses. Life is better in Beaumont, and Council understands that we must plan for the future to support that vision. If you have any questions, please contact myself or any other member of Council or senior staff member. Camille Bérubé, (signature) Mayor

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Beaumont’s Vision, Mission and Values Our Vision for the Future Together, we make life better in Beaumont. Beaumont is a vibrant community that builds on the abundance of personal and collective potential; that is enhanced by its French heritage; and that welcomes a wide diversity of citizens who make Beaumont their choice to live, work, play and invest.

Our Mission To provide quality programs and services to residents, visitors and the business community so that life is better in Beaumont.

Our Values Council and staff of Beaumont believe that the following four values must govern the behaviours in all that is done:

•

• •

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Accountability: accept responsibility for decisions and actions. Excellence: continuously strive for quality and improvement and to meet expectations. Integrity: be honest and open. Respect: an inclusive community that holds colleagues and those serving the community in high regard.

Our Six Strategic Areas of Focus – and Why They Matter Beaumont is a very special community. It is the seventh fastest growing community in Canada, thanks to its ideal location (just 3.5 kilometres from Edmonton’s south and 9 kilometres from Edmonton International Airport). There are over 22 kilometres of trails, numerous festivals, a low crime rate, high interest from both residential and commercial developers, and a unique bilingual identity. These factors are behind the 104 per cent growth seen in our community over the past 10 years. With growth comes change. Beaumont is ready, willing and able to meet these changes, and it will continue to do so by focusing on six strategic areas. This Report to the Community explains our six strategic focus areas in more detail, discusses our past and current success in each area, and shows you our plans for the future. Beaumont is committed to community-focused, transparency and active engagement in everything we do. We welcome your input and feedback as we continue to grow together, learn together, and come together as Alberta’s active, healthy, ecofriendly, sustainable community of choice.

1 Communication & Citizen Engagement

Smart Growth

Community Identify Six Strategic Areas of Focus

People Services

Economic Development

4 Fiscal & Asset Management

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Communication & Citizen Engagement It is essential that clear internal and external communications exist among Council, staff members and the residents of Beaumont in order for all to have a better understanding of the intended goals.

• • • • •

• • • • • •

Beaumont’s social media launch (2014 – 2015) was a success, and the channels (Facebook, Twitter, YouTube, Google+, Instagram and LinkedIn) continue to be an excellent interactive medium between Beaumont and its residents. A variety of information and services are available on these platforms. A widget located at www.beaumont.ab.ca/curbside is available for those without smartphones.

Last year saw improvements to Beaumont’s Public Participation Guide, which formalizes our public participation process. Originally adopted in 2012, the guide was updated to reflect current trends and theory in public participation. It includes principles, roles and responsibilities, and a public participation diagram to gain the appropriate feedback, insight and involvement from participants.

Data recorded from quarterly staff meetings shows that all of Beaumont’s employees have a general understanding of the priorities, projects and initiatives undertaken in 2015.

Downtown Urban Design Concept Plan design charrette and working groups (x 3) Aqua-Fit Phase 2 land open house Budget Open Houses (x3) Spring Planning Workshop Citizen Satisfaction Survey Long Slide Park

Nine surveys were conducted:

Beaumont’s 2015 Citizen Satisfaction Survey shows that 49 per cent of residents somewhat agree or strongly agree that Beaumont’s communication to residents provides them with a general awareness and understanding of priorities, projects and initiatives undertaken by Beaumont. This number is down from 61 per cent in 2013 and 56 per cent in 2011.

•

Communication & Citizen Engagement Report

Ten face-to-face engagement opportunities were organized in 2015:

Citizens of Beaumont are provided with regular opportunities to engage in community conversations about key issues impacting Beaumont, and are kept informed of how their input is used.

Beaumont’s 2015 Citizen Satisfaction Survey shows that 32 per cent of respondents were either somewhat or very satisfied with Beaumont’s public engagement activities.

Strategic Outcome 1.2

Thirty-nine news releases were issued in 2015, up from 26 in 2014, 21 in 2013 and 11 in 2012.

Beaumont’s residents, business community and municipal staff feel fully aware of, and understand the direction and decisions taken on their behalf.

Strategic Outcome 1.1

2016 Budget Ideas Submissions Aqua-Fit Phase 2 (x3) Downtown Urban Design Concept Plan 56A Street Rate of Speed Open Space and Trails Master Plan (x2) Online Registration Survey for Programs and Classes

Communication & Citizen Engagement Plan Beaumont will increase residents’ satisfaction with the communication and citizen engagement strategy by focusing on targeted tools, and by using these tools to monitor and measure the success of this strategic value.

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Website The website is our primary source of information for residents and staff. The goal is to post information that is timely, accurate and relevant to residents.

Traditional media (newspaper and radio) We’re in touch with the local media on a weekly basis. Highlights of Council meetings and interviews with staff occur after Council meeting. Media are invited to events and are kept apprised of upcoming story ideas and news. We use news releases, media alerts, informal notifications and invitations to communicate with media.

Ads We place ads in La Nouvelle Beaumont News, on 93.1 The One FM, in coffee shops, on sandwich board, on the KNRRC sign and in assorted local and regional publications. Beaumont is featured in the Edmonton Sun Homes section three times per year.

Mail Direct mail and ad mail are used a minimum of seven times per year. The Council newsletter Communiqué is mailed to every home in Beaumont with the bi-monthly utility bills. Information on the proposed budget is delivered to all homes in the T4X postal code through ad mail. There may be occasional direct mailings in addition to these seven events.

Door-to-door delivery Door-knocker cards are used whenever we want to reach out to invite residents within a certain radius of an event or project. This has proven to be effective and appreciated by residents.

Social media We use various forms of social media depending on the audience we’re trying to reach and the sort of information we are communicating:

• • •

• •

Beaumont uses various communications tools to reach residents, businesses and others. The tools we use to communicate vary depending on the timeframes, the type of information, and the preferred option for the audience:

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•

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Facebook for community-building Twitter for timely announcements LinkedIn for HR and business-related postings (new for 2015) Google+ to improve our Google search performance (new for 2015) YouTube channel for in-house produced videos (new for 2015) Keep it Green Beaumont curbside collection app that allows residents to contact us, plus we can “push” notifications to users. In an emergency, this app and future apps would be used to help communicate with residents.

Person to person This includes speaking with people face-to-face, responding to questions or comments on social media, and using email and telephone. This is the most effective form of communication in our toolbox.

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Website visits per month

2014 9,000

2013 8,500

2012 8,000

2011 9,000

2010 6,000

2015 12,000

During the next one to five years, the following projects will be considered priorities Communications Plan (integrated in budget deliberations): Completed in September 2015. 2015 Report to the Community (annual): Presented in August 2016. Resident survey: Citizen Satisfaction Survey completed in June 2015. The next survey will be conducted in 2017. Social media implementation (2014/2015): A social media directive was approved in 2015. This directive allows for the adoption of new and emerging media that may become available in the future.

Improve service delivery to residents with new technology (2016): • An electronic survey system was implemented (2014) • Projects under development include a new website (2016) and an email newsletter (2017).

Development of a citizen engagement policy for approval by Council (2015): Beaumont’s Public Participation Guide was updated and presented to elected officials. The Guide is on the website and copies can be obtained from the Beaumont office.

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Community Identity Since 1895, Beaumont has been proud of its church on the hill, which has served as a welcoming beacon to the community. Over a century later, Beaumont has become a diverse community, but it still proudly holds to its French origins and reflects these values through its bilingual schools, signage of public properties and its French Village Design guidelines.

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Strategic Outcome 2.1 Beaumont becomes a destination of choice due to features such as the church on the hill, the renewed Centre-ville, its reputation as the community with a French flair, and appropriate recreational/entertainment programs. The following shows the financial support received by various channels for Beaumontâ&#x20AC;&#x2122;s community identity initiatives.

2015

$111,465

$181,492

$179,813

$199,455

$219,958

$69,012

2014

2013

2012

2011

2010

Municipal Financial Support for Community Identity Initiatives

Total net municipal financial support for community identity initiatives

Other support for community identity initiatives (Council supports other initiatives requested by the community through recreation grants and subsidies, as well as Councilâ&#x20AC;&#x2122;s discretionary budget)

$47,530

$51,692

$63,616

$131,191

$16,0161

$15,900

$13,757

$11,086

$2,675

$4,850

$2,675

$34,905

2015

2014

2013

2012

2010

Federal Grants

2011

Community and Recreation Contributions

In 2015, the Beaumont Blues and Roots Festival incorporated and as an independent society responsible for the festival finances.

Community Identity Report Beaumont sponsors seven cultural events annually and is pleased to report steady and/or increasing participation at each one.

3,000

5,000

1,000

1,500

2,000

2,800

2,300

600

700

600

1,000

4,000

N/A

250

500

N/A

250

350

325

450

300

260

250

275

250

4,700

5,185

5,850

9,625

11,300

14,500

2,500

800

850

800

2015

2,000

2014

3,400

2013

3,000

Total

2012

2,200

Communities in Bloom Kick-off Breakfast

2011

1,800

Family day at the Pool

2010

2,000

Alberta Francophone Flag-raising Event

Brighten Up Beaumont

Beaumont Blues and Roots Festival

Canada Day

Beaumont & Country Daze

Estimated number of attendees per event

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14,500

Estimated number of attendees Estimated number of attendees at town events in 2015. at town events in 2015.

208% 208%

The percentage increase of attendee in 2015 from 2010. The percentage increase of attendees from 2010 to 2015.

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These current and future plans will ensure Beaumont continues to solidify its unique identity locally and nationally. Bilingual signage for municipal facilities:

• • • • • •

• • • • •

The first phase of Beaumont’s international work in Cambodia was completed, and our work was recognized twice in 2015. In February, Mayor Camille Bérubé received the FCM International Award from the Federation of Canadian Municipalities (FCM) for his outstanding contribution to international programs. Mayor Bérubé has gone on three missions to work with municipal officials and local stakeholders in Koh Thom and Saang districts in Cambodia. Beaumont also previously hosted a delegation of 16 Cambodian representatives in collaboration with other Canadian partners, the County of Newell and the City of Chilliwack, to share best practices from each community. This was the first International delegation of this size to participate in a Canadian exchange under this program. Plus, Beaumont coordinated a special school supply contribution from schools in our community to schools in Cambodia.

Community Identity Plan

In 2015, Beaumont participated in the Communities in Bloom National competition for the 10,001 to 20,000 population category, receiving a 5-bloom rating, which is the top mark for the competition. Beaumont has participated in the Communities in Bloom provincial competition since 1997 and in the national competition since 2011.

Sponsored by the Chantal Bérubé Memorial Fund, the Youth of the Month Award was presented to a local youth, aged 12-18, who demonstrated a positive attribute or action that should be recognized.

Substantial progress on the construction of the Centre Communautaire Beaumont Community Centre (CCBCC) was made by the end of 2015. The collaboration between Beaumont and the CCBCC organizing group continued in 2015. Beaumont committed an additional $1.3 million, bringing the total commitment to $9.6 million. Construction was well underway by the end of 2015 and was scheduled to be completed in 2016.

The movie Sure Shot Dombrowski: The Early Years was filmed in Beaumont in 2016 and the community will be the site of the movie’s world premiere. Additional community videos were also shot locally in 2016.

The weekly, monthly, and annual drop-in programs continued at the Centre Chantal Bérubé Community Youth Centre (CBYC) in 2015. The CBYC is a drop-in centre for youth aged 12-17. Membership is free. It’s a trendy facility that offers a safe and supervised environment where youth can mingle and socialize with peers and participate in various recreational, preventative and educational programs. With a membership of over 451 youth, and with new members joining daily, the centre is a busy facility.

All park signs Bibliothèque de Beaumont Library Centre d’opérations/Operations Facility Centre Chantal Bérubé Community Youth Centre Centre Ken Nichol Regional Recreation Centre Childcare Services – School Age Site Garderie pour enfants d’âge scolaire Gerry Patsula Parc des Lions RV Park Parc Quatre Saisons/Four Seasons Park RCMP/GRC Detachment Toilettes à compostage/composting toilet facility Beaumont main bureau/office.

Bilingual material translation: • • • •

Seven block parties took place in 2015 with 81 households participating.

The streetscape design in downtown Beaumont was completed in 2014, and the 50 Avenue streetscape design was initiated in 2015.

In June, Beaumont was recognized by the FCM International Programs for our work with farmers and businesspeople in Cambodia. Beaumont’s contribution has helped our friends in Koh Thom and Saang while promoting Canada’s best expertise and values. Beaumont was fortunate to have knowledge and experience that has helped to develop practical, tangible solutions to challenges faced by our Cambodian friends. Consideration will be given on involvement of Phase 2 of the project in the coming years.

Beaumont’s 2013 Citizen Satisfaction Survey shows that 47 per cent of residents surveyed strongly agree or agree that Beaumont has successfully developed a French flair. This is down slightly from 51 per cent (2011).

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Mayor’s message of welcome on the website Strategic Plan Beaumont Business Summary Beaumont brochure.

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Economic Development While residential growth has been the mainstay of Beaumont’s economic development for many years, rapid growth has shifted the focus to diversification into the growth of non-residential sectors, with a focus on commercial/light industrial development.

Strategic Outcome 3.1

Economic Development Report

Beaumont’s current residential/commercial tax base ratio of 93:7 is moved towards a preferred ratio of 80:20 through the practice of aggressive economic development and the assignment and achievement of yearly targets for increased non-residential growth.

Strategic Outcome 3.2

New full-time job growth continues to rise with 66 positions created in 2013, 48 in 2014 and 115 in 2015.

Beaumont makes substantial gains in the redevelopment of Centre-ville into a signature, defining area that enhances French heritage through design elements and business focus.

The Downtown Urban Design Concept Plan was completed in 2015. The old Shell site was purchased and a temporary beautification project was completed. Between 2013 and 2015, 50 Street to the City of Edmonton boundary roadway was upgraded, beautified and the deficiencies corrected. In 2013, 50 Avenue storm improvements were completed and the avenue was beautified in 2015. Installation of commercial signage on 50 Street has been a huge success. Six highway signs have been installed with a total of 54 advertising opportunities. Over 40 of these are currently in use and there is high demand for the remaining spaces.

115

Full time jobs created in 2015

The Corporate Partnership Steering Committee, launched in 2015, promotes naming rights and advertising opportunities within Beaumont’s facilities. Beaumont participated with Leduc-Nisku EDA in a number of ongoing initiatives related to promoting economic development in the region. The partnership with the Concerto Network continued. Sponsored by the Conseil de développement économique de l’Alberta (CDÉA: Alberta’s French economic development provincial organization) the Concerto Network is a group of francophone communities who are committed to working together to foster business relationships and opportunities. (The English version of their website is at www.lecdea.ca/en/.)

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Highway signs have been installed on 50 Street with a total of 54 advertising opportunities

Beaumontâ&#x20AC;&#x2122;s economic indicators show strong growth year over year as follows:

Storefronts

109

113

130

134

150

159

2015

2014

2013

2012

2011

2010

Number of storefronts

Number of storefronts in Beaumont

Total value of non-residential (commercial/industrial) building permits (construction value)

2011

$12,923,500

2012

$4,264,400

2013

$6,074,198

2014

$1,717,482

2015

$9,383,475

$2,282,500

2010

Percentage increase in real non-residential assessments/Percentage of residential/non-residential assessments

2015

0.8%

6.3%

19%

13.44%

3.54%

10.33%

2014

2013

2012

2011

2010

Increase in real non-residential assessments

Percentage increase in real non-residential assessments

2015 94.33%

4.9%

5.65%

5.67%

5.79%

5.66%

2014

94.35%

2013

94.21%

2012

94.34%

2011

95.10%

2010

95.10%

Non-residential

Residential

Percentage of residential/non-residential assessments

2015 $35,336

$1,159,515

$1,267,036

$967,946

$804,613

$742,293

2014

$16,550

2013

$84,795

2012

$42,283

2011

$6,369

Total non-residential

New non-residential

New non-residential taxes

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Economic Development Plan These current and future plans will ensure Beaumont continues to develop economically at a sustainable rate.

New business recognition: • Several new businesses have used the program, which partners with the Chamber of Commerce and La Nouvelle Beaumont News. • All new businesses are approached by Beaumont staff and offered our services to promote their grand opening.

Economic Development Plan: • Business retention and expansion activities are ongoing, which includes conducting interviews with local business owners.

Ongoing collaboration with the Beaumont Chamber of Commerce: • The Economic Development Officer is the liaison to the Chamber. • Chamber executive meetings are hosted at the Beaumont office. • The Chamber hosts the Mayor’s Annual Address in January. • Continued partnership with le Conseil de développement économique de l’Alberta (CDEA) on implementation of Concerto (2015/2016). • Collaboration with development to review the development applications process (2016). • Improvements to community welcome program (2016). • The business retention/exit interview program will be launched in 2017.

Centre-ville redevelopment • One major construction project has been completed and one is underway (CCBCC) with expected completion in 2016.

Centre-ville redevelopment

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Financial & Asset Management The most pressing financial and asset issues stem from Beaumontâ&#x20AC;&#x2122;s rapid growth, which has prompted the need for additional infrastructure development and service delivery. Strategic Outcome 4.1 That Beaumont receives optimal revenue from all available sources and achieves a balance between revenue and community needs.

Strategic Outcome 4.2 That Beaumontâ&#x20AC;&#x2122;s infrastructure is well maintained and safe to ensure the delivery of high-quality services to the community.

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Financial and Asset Management Report Beaumont receives revenue from several available sources and balances the budgets between revenue received and the needs of the community. The following graphics detail Beaumontâ&#x20AC;&#x2122;s revenue streams and its allocations. Percentage and value of revenue from the following streams: residential taxes, non-residential taxes, fees, provincial and federal grants, other sources $14,434,605 (40.81%)

Non-residential taxes (excluding requisitions)

$1,202,262 (3.40%)

Provincial grants (operating)

$3,950,142 (11.16%)

Federal grants (operating)

$4,958 (0.01%)

Other sources (government transfers, sales and user charges, licenses permits and fees)

$15,790,255 (44.63%)

Total (less developerâ&#x20AC;&#x2122;s capital contributions)

35,382,222 (100.00%)

Percentage of Revenue

Residential taxes (excluding requisitions)

* Information was taken from Audited 2015 Consolidated Financials ** Information taken from Trial balance December 31, 2015

2015 Percentage of Revenue 44.63%

Residential

40.81%

Non-Residential

3.40%

Provincial Grants

11.16% 0.01%

Federal Grants

Other Sources

Debt Debt limit at December 31, 2015 (CCBCC loan guarantee is included in the debt limit calculation): Total Debt $22,944,640

2015

$20,250,753

2014

Percentage of Debt Repayment to Total Expenditure

Remaining Debt 2014

3.52%

2010

$4,265,277

2011

4.18%

2011

$4,662,973

2012

5.45%

2012

$4,236,290

2013

4.41%

2013

$4,776,327

2014

5.30%

2014

$7,423,377

2015

6.46%

2015

$7,111,308

2015

$39,558,537

2010

2014

6.46%

2013

5.30%

2012

4.41%

2011

5.45% 4.18%

2010

2015

$35,899,583

Debt Service Limit

3.52% 1

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2010

$69.79

2011

$62.61

2012

$65.46

2013

$69.76

2014

$54.96

2015

$64.28

$8,903 70.57 km

2012 2013

75.20 km

Total kilometres of roads

Operating costs for recreational infrastructure per resident

Costs for road maintenance per kilometre

BEAUM ON T

77.00 km

2015

82.90 km

2014

Weather, among other factors, can influence the cost for road maintenance per kilometre.

Cost of winter maintenance (snow and sand) for roadways per kilometre $4,368 $5,617

2013

$5,614

2014

$10,166

2015

$4,368

2012

Cost of winter maintenance (snow and sand) for roadways per kilometre

2015

2014

2013

2012

Ratio of net book value to cost of tangible capital assets by class

$285,466,680

$326,523,145

Net book value

$190,863,779

$201,974,078

$226,048,308

$260,824,046

$265,142,911

$239,856,994

Cost

$5,786,854

$8,374,311

Off-site levies

$3,767,134

$3,645,915

$5,564,653

$4,793,074

$5,729,972

$4,573,886

Capital reserves

Mill rate/reserves/loans/revenues & expenses 2015 Mill Rate

Reserves (Savings)

The residential property mill rate was 8.4951. The non-residential property mill rate was 11.7795. The average residential single family dwelling increased in assessed value by 2 per cent in 2015. 2015 assessment data is based on the average assessment as of July 2014. Reserves are one of the financial tools available to the municipality. Each colour represents a section of that yearâ&#x20AC;&#x2122;s total reserve. In 2015, the total reserve was $18.4 million. Water Off-Site Levy reserve has front ended water projects in the amount of $3,307,874 to be repaid by future development.

20,000,000

Offisite Levies - Sewer Offisite Levies - Roads

15,000,000

Utility Infrastructure Municipal Reserve (Park Land)

10,000,000

Future Projects 5,000,000

Infrastructure Maintence Asset Replacement

2010

2011

2012

2013

2014

2015

Operating

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70,000,000

Loans (Debt)

The debt limit is calculated at 1.5 times the revenue of the municipality (as defined in Alberta Regulation 255/00). Incurring debt beyond these limitations requires approval by the Minister of Municipal Affairs. In addition, the Province allows municipalities to borrow up to 85 per cent of their debt limit without Provincial approval. The Town has borrowed 33.86 per cent of our allowed debt.

70,000,000 60,000,000 50,000,000

60,000,000 50,000,000 40,000,000

Debt service lim

30,000,000

Debt service lim

20,000,000 10,000,000

40,000,000

Debt service limit

30,000,000

Debt service limit

2010

2011

2012

2013

2014

2015

20,000,000

Revenues and Expenses

10,000,000

2010

2011

(31,275)

2012

2013

The graphs below reflect the 2015 municipal operational results. (Utilities such as water, sewer and curbside collection of organics, 2014 2015 recycling and waste is accounted for in a self-funded model.)

(31,275)

6,817,250

651,527

6,817,250

12,271,634

Salaries, Wages and Benefits

12,271,634

Contracted and General Services

1,461,753

Community Grants Interest on Long-term Debt

Amortization 5,765,559

A 5,765,559

9,074,901

Other Expenses

9,074,901

Financial and Asset Management Plan These current and future plans ensure Beaumont’s finances and assets are managed responsibly, ethically and with transparency.

• • • •

• •

• • •

• •

3,024,041

Materials and Services

Utilities

3,024,041

Maintain Multi-year Capital Plan annually (ongoing updates). Align the budget with the Strategic Plan priorities annually. Review Capital Financing Policy (2017). Implement an asset management system that uses software and resources to track the life of assets. Implementation to be phased in from 2016 – 2018. Policy, strategy and framework is being developed. Beaumont is working with the City of Chestermere through the Alberta Community Partnership Grant to acquire software and begin data migration. This work will continue into 2017. Implement public GIS opportunities annually and continue to offer business and construction maps online. Implement priority based budgeting in 2016/2017. Priority based budgeting (PBB) is a process used by municipalities to understand their larger community values, and budget accordingly to those values, while providing flexibility in order to meet the changing needs of the community. Priority-based budgeting information currently being collected. Explore multi-year operating budget in 2017. Collaboration with the Centre Communautaire Beaumont Community Centre (CCBCC). An Advisory Committee is being formed. Review one service level per year. In 2015, snow clearing and snow removal service levels were reviewed. Grass cutting service levels will be reviewed in 2016. Launch a budget community survey in 2017. Solid waste service providers’ contract will be reviewed, with request for proposals in 2016, and a contract start date of August 2017. The Keep it Green Beaumont app for organics, recycling and waste continues to be a vital piece of keeping residents informed.

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People Services The Capital Region Board (CRB) target is 25 to 35 units per hectare for Priority Growth area CE, which includes Beaumont. Our community density currently averages 16.6. Strategic Outcome 5.1 Beaumont is deemed an employer of choice as reflected in its attraction and retention of employees, and in its ongoing commitment to being one of Canadaâ&#x20AC;&#x2122;s finest employers.

Strategic Outcome 5.2 That Beaumont makes available to the community a broad range of programs, activities and services designed to make life better in Beaumont.

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People Services Report Beaumont is an employer of choice, as reflected in its attraction and retention of employees, and in its ongoing commitment to being one of Canada’s finest employers. Beaumont is ranked in the top 300 (2011 – 2015) of Canada’s Top 100 Employers in Canada.

19%

11%

41%

53%

48%

44%

16%

23%

26%

27%

24%

26%

20%

16%

22%

11%

2015

2014

2013

20+ years

2012

16 – 20 years

2011

11 – 15 years

6 – 10 years

1 – 5 years

Less than 1 year

Average tenure of employees

According to our 2015 Citizen Satisfaction Survey, 57 per cent of residents surveyed state that they are very satisfied or somewhat satisfied with Beaumont’s services, programs, facilities and infrastructure. This is down slightly from 66 per cent in 2011 and 63 per cent in 2013. The Municipal Safety Recognition Award (2015) was presented to Beaumont in recognition of 20 years of accreditation under the Safety Codes Act. The RCMP, Municipal Enforcement and Support Staff Resource Plan was updated in 2015. With the help of the Community Advisory Committee and community consultations, three policing goals were endorsed by Council: positive youth development, reduction of impaired driving and reducing the use of illicit drugs and alcohol in the community. Total property crime dropped to its lowest level in 2014 and remained steady in 2015. With 27.4 occurrences per 1,000 people, the current rate is less than half the rate in 2008, which was 59.2 per 1,000 people. Since 2011, Beaumont’s rate has been under 30 occurrences per 1,000 people.

Program space utilization/square metres of public indoor recreational space per capita/ square metres of public outdoor recreational space per capita

182

268

1,284

1,673

4,745

5,369

601

574

403

7,115

6,876

7,875

7,128

854

6,863

5,085

4,796

748

4,569

1,201

172

1,357

4,461 36

3,005

1,286

1,234

114

237

264

276

2015

2014

2013

Total

2012

Fitness

2011

Other courses (CPR)

2010

Lifesaving courses

Swim lessons (adult)

Aquatics Swim lessons (children/youth, inc schools and public)

Children community programs

Adult community programs

Numbers of registered participants in programs (see infographic on next page)

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Numbers of registered participants in programs

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Square metres of public indoor recreational space per capita

1.02 m

2015

0.96 m

0.91 m2

2014 2

1.09 m

1.15 m

1.21 m

2013

2012

2011

2010

Indoor recreation space per capita

Square metres of public outdoor recreational space per capita

2015

53.55m2

2014

56.73 m2

2013

60.20 m2

2012

58.90 m2

2011

54.90 m2

2010

58.06 m2

People Services Plan These current and future plans ensure the continued success and improvement of Beaumont’s people services. Public transit implementation: Edmonton Transit has been selected as the service provider for the Beaumont Commuter Transit Service. Service to commence in September 2017.

•

Continuation of Top 100 Initiative o Beaumont was again shortlisted as a top employer in 2015.

•

The Human Resources Plan launched in 2015 continues to be updated in conjunction with annual budget discussions.

•

Research is underway in 2016 for options and content for a Staff Satisfaction Survey

•

Ongoing training opportunities include participating in joint training programs with our neighbouring communities. o In 2015, Beaumont had the following enrolments for joint training opportunities:  o Administrative Excellence - 2 employees  o Supervising for Results - 1 employee  o Leading for Results - 1 employee o Individually, staff attended other training courses and opportunities that focused on their specific areas of expertise.

•

A Community Services Plan will be considered in the coming years.

•

We continue to cooperate with neighbouring municipalities on staff training opportunities.

•

We are moving forward to develop a detailed Aqua-Fit Phase 2 concept design from 2016 – 2017.

•

The Early Childhood Framework project has been rescheduled for 2017.

•

The Human Resources Plan is scheduled for 2017, and the HR recruitment/retention strategy for 2018.

•

A Community Services Plan which considers demographics and reviews facility opportunities is scheduled for 2017.

•

Implement customer service tracking request technology system in 2017.

•

Outdoor recreation space per capita (includes parks and municipal reserve)

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Smart Growth Smart growth reflects a balance between residential and non-residential assessment, residential areas with distinct identities, sustainable and affordable infrastructures, a variety of housing types, and green spaces.

Strategic Outcome 6.1

Smart Growth Report

Beaumont makes substantial gains in attracting non-residential growth.

While no new land was developed and no new services were constructed for non-residential use from 2010 – 2015, Beaumont is making substantial gains attracting non-residential growth, and the need for commercial infrastructure is a priority.

Strategic Outcome 6.2 Beaumont utilizes smart growth principles in its planning activities. The annual municipal census was conducted, and the results provide an updated picture of Beaumont’s population. In 2015, the population rose by 5.9 per cent (940 residents) to a new population of 16,768. Children under the age of 15 make up 25.1 per cent of Beaumont’s population, and the average resident is 31.4 years old. The census information is used for government grant funding for programs and services that are based on current population. Each resident counted attracts approximately $254 in funding from other levels of government, so the census provides important data and revenue for the community.

Beaumont’s application to annex 21 quarter sections (1,344 hectares) from Leduc County progressed. As of publication of this report, the Municipal Government Board has made its recommendation to the Minister of Municipal Affairs and we are awaiting her decision. Work began to prepare two sites to build a new school in the future for Black Gold Regional Schools and a new school for St Thomas Aquinas Roman Catholic Schools. Plans were drawn up and finalized and the projects started construction early in 2016. Development of our green initiatives was a success. In 2015 Beaumont:

•

• •

2015 population increase

5.9%

• • • • •

Participated with local volunteer group in the Dig it! Composting Fundraiser Recycling Round-Up for hazardous waste, electronic waste and large items Introduced organics bins into select Beaumont facilities Joined the Federation of Canadian Municipalities’ Partners for Climate Protection Program Introduced the Christmas Tree Recycling Program Tree planting initiatives Solid waste education campaigns at events: Increased signage indicating proper disposal methods. Staffed tables to help increase awareness of Beaumont’s environmental initiatives

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130

375

428

380

250

238

283

316

134

150

159

372

433

475

113

109

315

266

2015

2014

2013

2012

2011

Total

2010

Storefront

Home based

New storefront

New home-based

Number of commercial businesses (home-based and non-home-based in Beaumont)

2545 ac 39.4 ha

2545 ac 40.7 ha

2545 ac 24.10 ha

12.39 ha

3.51 ha

1.33 ha

3.60%

3.80%

3.95%

3.97%

14.7 ha 36.3 ac

36.1%

35.9%

1.42%

1.43%

1.58%

40.1%

16.3 ha 40.3 ac

1.70%

44.0%

16.3 ha 40.3 ac

1.8%

17.6 ha 43.5 ac

49.6%

18.7 ha 46.3 ac

2545 ac 37.7 ha

2015 1030 ha

2014

1030 ha

2013

1030 ha

2012

1030 ha

2011

1030 ha

Percentage of gross area

Percentage of commercial land

Commercial land that is vacant

2010

1030 ha

Percentage of gross area

Non-conforming use future commercial land 2

Vacant non-serviced commercial land 2

Vacant serviced commercial land 2

Developed commercial land 1, 2

Total gross area

Percentage of land available for non-residential development

1 The method used to calculate developed commercial land changed this year resulting in a lower figure than previous years despite actually having seen an increase in intensity. We separated one category into four categories. 2 Commercial land includes Neighbourhood Commercial Convenience District; Commercial District; Industrial Business District, Town Centre Mixed Use District; and Direct Control District.

Number of housing starts by type of housing and total number of residential serviced infill and vacant lands Number of housing starts by type of housing (see infographic on next page) Apartment

2011

229

2012

209

2013

124

2014

151

2015

155

Townhouse

Duplex Condo

Duplex Unit

220

Single Family 2010

Housing Starts by Type of Housing

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Housing Starts by Type of Housing

155

Single family houseing starts in 2015

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Total number of residential serviced infill and vacant lands

5,297 5,629

267 434

2012 2013

Total Dwelling Units and Serviced Lots

Total Dwelling Units

Lot Availability Report*

5,823 6,125

299 542

2014 2015

• • • • •

Numbers of hectares developed for medium and high-density residential 1.7 hectares (4.20 acres) in 2011 0 hectares in 2012 0.9 hectares (2.23 acres) in 2013 1.6 hectares (3.95 acres) in 2014 2.9 hectares (7.17 acres) in 2015

Graph: Number of kilometres of trails and sidewalks per capita

21.67 km

21.92 km

26.90 km

27.51 km

84.94 km

97.23 km

101.0 km

106.43 km

2011

2012

2013

2014

2015

0.0063 km

0.0016 km

0.0015 km

0.0017 km

0.0016 km

0.0067 km

0.0061 km

0.0065 km

0.0064 km

0.0063 km

Smart Growth Plan These current and future plans ensure will enable Beaumont to grow in all sectors (residential, commercial, industrial) in an economically, sustainably and eco-friendly way.

• • • •

Sidewalks per capita

Trails per capita

20.66 km

Sidewalks Total

Trails Total

2015

2014

2013

2012

2011

Annexation application submitted to the Province (decision pending). Ongoing modification of the Municipal Development Plan to reflect Smart Growth principles. The Open Space and Trails Master Plan was implemented in 2015 and is ongoing. Non-residential development options for lands in the south east section/planning for developer-led outline plan commenced in 2015.

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In Closing Beaumont’s strategic planning process includes two publications: the Strategic Plan and the Report to the Community. The Strategic Plan is a forward-looking document, and the Report to the Community reviews the previous year’s Strategic Plan. The Strategic Plan is updated annually to include any new projects and initiatives for the coming years. This Report to the Community is a summary of both plans to show the residents of our community our past, present and future success on each point of our six focus areas. We hope that you will share our enthusiasm for these documents, and that your contributions will continue to assist us in helping to achieve the identified outcomes. If you have any questions, please contact your elected officials or a senior staff member.

Connect With Us Address Town of Beaumont 5600 49 Street Beaumont AB T4X1A1 P: 780-929-8782 E: admin@beaumont.ab.ca

Phone Numbers

Mayor Camille Bérubé Councillor Kathy Barnhart Councillor Kerri Bauer Councillor Perry Hendriks Councillor Bruce LeCren Councillor Bill McNamara Councillor Louise White-Gibbs

780-886-2443 780-929-6164 780-929-2441 780-929-5102 780-709-4431 780-916-5974 780-929-2233

Email links for Mayor and Council are online at www.beaumont.ab.ca/council

Social Media Fb: BeaumontAB Tw: T4XBeaumont YouTube: Beaumont,Alberta G+: T4X Beaumont Instagram: beaumont_ab LinkedIn: Town-of-Beaumont

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2016 BEAUMONT CENSUS REPORT Census Date: April 1, 2016 Presented to Council: July 12, 2016 4d-1

Table of Contents

4d-2

Historical Population Growth

468 over 2 years 142 279 400 554 590 798 1,071 974 792 701 690 939 912 940 952

7.2 over 2 years 2.0 3.9 5.4 7.1 7.1 8.9 11.0 9.0 6.7 5.6 5.2 6.7 6.1 5.9 5.7

15,000 10,000

5,000

17,720

N/A

6,986 7,128 7,407 7,807 8,361 8,951 9,749 10,820 11,794 12,586 13,287 13,977 14,916 15,828 16,768 17,720

20,000

16,768

No Census

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Total Population

15,828

2000

26.2 over 5 yrs. 7.5 4.5 2.2 1.1 1.1 N/A 8.3 over 2 yrs. 3.5 N/A

14,916

209.9 over 5 yrs. 49.6 over 5 yrs.

13,977

1,301 1,029 371 241 121 62 63 N/A 485 over 2 yrs. 223

13,287

3,923 4,952 5,323 5,564 5,685 5,747 5,810 No Census 6,295 6,518

12,586

1986 1991 1992 1993 1994 1995 1996 1997 1998 1999

11,794

N/A

1,776

10,820

N/A

2,622

9,749

846

1981

8,951

1976

8,361

% Increase

7,807

# Increase

7,407

Population

Year

Year 4d-3

2016 Age Distribution

AGE

0-4 8.3%

No Reponse 10.6% 65+ 5.1%

5-9 8.8%

60-64 4.3%

10-14 6.9%

55-59 5.3%

15-16 2.3%

50-54 5.3%

17-19 3.1% 20-24 4.6%

45-49 5.5% 40-44 7.1%

25-29 5.6% 35-39 8.8%

30-34 8.3%

Male

Female

0-4 5-9 10-14 15-16 17-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+

755 765 618 207 271 410 463 692 777 641 504 432 463 378 450

697 779 593 205 265 395 509 768 762 601 469 491 460 369 440

No Response

107

108

7,933

7,911

TOTAL

No Response

Other

TOTAL

10 8 3 1 2 2 7 5 9 5 2 7 8 5 3

1,462 1,552 1,215 413 538 807 979 1,466 1,549 1,248 975 930 934 753 893

1,790

2,006

1,867

17,720

1 1 1

3 1

4d-4

Other 0.1%

No Response 10.5%

No Male Female Other Response

TOTAL

7,933

17,720

7,911

1,867

Male 44.8%

Female 44.6%

4d-5

Employed Full-Time

6,612

No Resonse

•

2,038

Emplyed Part Time

1,035

Retired

1,142

Homemaker

759

Unemployed

524

Other

241

Permanently unable to work

Student

•

1,051 0

1000

2000

3000

4000

5000

6000

7000

13,491 residents who are 15 years of age or older responded to this question, which represents 76% of Beaumont’s population. 6,612 respondents work full-time.

4d-6

•

Beaumont 13.9%

Prefer not to answer 21.3%

• Downtown Edmonton • 7.0% Northeast Edmonton 2.8%

Other 4.1%

Southwest Edmonton 7.8%

Elsewhere in Alberta 10.3%

Nisku 6.8% Leduc Airport 4.2% 2.3%

Southeast Edmonton Northwest 15.6% Edmonton 3.9%

13.9% of employed residents work in Beaumont 15.6% of employed residents work in Southeast Edmonton 37.1% of employed residents work in Edmonton Location Beaumont Southeast Edmonton Alberta Southwest Edmonton Downtown Edmonton Nisku Leduc Other Northwest Edmonton Northeast Edmonton Airport TOTAL

Totals 1,380 1,546 1,024 773 698 671 417 405 387 281 230 7,812

4d-7

4.0% 9.1%

Under $39,999

38.2% 15.4%

â&#x20AC;˘ Total household income before deductions. â&#x20AC;˘ 5,735 responses

$40,000 - 79,999 $80,000 - $119,999 $120,000 - $159,999 $160,000 - $199,999 Over $200,000 Prefer not to answer

13.9%

9.0% 10.3%

4d-8

Residence Type Secondary Suite 0.1%

Other 1.8%

Apartment 4.9% Row House 4.5%

Own

4,509

Rent

599

No Response

627

TOTAL Duplex 6.5%

Single Detached 72.7%

5,735

Ownership Status

Prefer not to 90.0 answer 80.0 9.5% 70.0

78.6%

60.0 50.0 40.0 30.0 20.0

10.4%

10.9%

Rent

No Response

10.0

0.0 Own

4d-9

Ukrainian 0.3%

Punjabi 1.5%

Spanish 0.7%

Other 2.9%

Mandarin 0.1% German 1.0% Cantonese 0.1% Arabic 0.2%

Tagalog 0.5%

•

Prefer not to answer 11.0%

•

French 10.3% English only 71.4%

•

Question Asked: Other than English, what is the main language spoken in this dwelling? 5,735 responses were received. 10.3% of responsive dwellings speak French as a primary language.

4d-10

Permanent Other Resident 0.6% 2.5%

â&#x20AC;˘

Prefer not to answer 11.2%

â&#x20AC;˘

Canadian Citizen 85.8%

Question asked: What is the citizenship status of this resident? 85.8% of respondents indicated that they are Canadian Citizens.

4d-11

Residence â&#x20AC;˘ Prefer not to answer 12%

Less than 1 year 10% Edmonton

& Surrounding Areas

1 to less than 2

Albertayears

11.4%

Other Province/Territory More than 5 years 50.1%

3 to less than 5 International years Always resided in Beaumont 17.0%

Prefer not to answer

â&#x20AC;˘

50.1 % of respondents indicated that they have lived in Beaumont more than3564 5 years. 40%1192 of respondents who lived 902 in Beaumont for less than 5 years moved from 197 Edmonton and surrounding 861 areas.

2121 Edmonton & Surrounding Areas Alberta

3,564 1,192

40% 14%

Other Province/Territory International Always resided in Beaumont Prefer not to answer

902 197 861 2,121

10% 2% 10% 24%

4d-12

1212

Online Census Successes

4d-13

TOWN OF BEAUMONT COMPARISONS OF TAXES, UTILITIES AND FRANCHISE FEES 2016

Beaumont Municipal

Residential

Municipal

Non‐Residential

Total

Residential

Total

Non‐Residential

Total Yearly Impact on Residential Tax (based on assessed single family residential property of)

6.0265 8.3828 8.3160 11.7549

311.00

$1.55 $28.05 $14.80 $42.85

Consumption Rate

Flat Rate (based on 3/4'pipe) Monthly service charge

$1.39 $25.15 $9.26 $34.41

Consumption Rate Average monthly consumption in m3

Devon

Fort Saskatchewan

5.3535 8.2941 7.7913 11.9719

Flat Rate (based on 3/4'pipe) Monthly service charge

$27.58

Flat Rate

285.49 $ Utility Rates Water $0.92 $16.65 $19.36 $36.01 WasteWater $1.09 $19.72 $35.56 $55.28 Solid Waste $23.89

291.38

4.7569 9.5117 7.1851 12.9298

268.71

Spruce Grove

City of Leduc 6.3240 7.9870 8.7160 11.2330

$448,773 $ 3,732.00 $ 3,425.89 $ 3,496.53 $ 3,224.48 $ 3,911.51

Average Monthly Impact on Residential Tax

Average monthly consumption in m3

Chestermere Tax Rates 5.3013 7.8150 7.6339 11.2773

325.96

$1.47 $26.60 $13.46 $40.06

$2.43 $43.97 $3.50 $47.47

$1.95 $35.28 $9.84 $45.12

$1.51 $27.32 $18.91 $46.23

$1.88 $34.02 $2.70 $36.72

$1.39 $25.15 $7.75 $32.90

$27.80

$25.00

Stony Plain

5.3206 8.0624 7.6442 11.4562

Average

5.4780 7.9050 7.8930 11.3430

5.5087 8.2797 7.8828 11.7094

$ 3,430.51 $ 3,542.17 $ 3,537.58 $

285.88

$5.07 $91.70 $0.00 $91.70

Included in Water Consumption Rate

$21.50 *

$28.50

295.18

294.80

$2.00 $36.16 $16.10 $52.26

$2.20 $39.77 $11.01 $50.78

$1.57 $28.46 $14.60 $43.06

$1.47 $26.64 $14.80 $41.43

$25.92

$25.74

* City of Leduc funds a portion of its recycling costs through taxes Chestermere and Leduc‐ Storm Water ‐Flat fee

$104.84

Average Monthly Impact on Utility Charges

Other $9.90 Total Utility Charges $ 125.08

$5.00 $114.09

$109.19

$104.52

$120.20

121.25

117.96

Total Yearly Impact on Utility Charges

$ 1,258.04 $ 1,500.95 $ 1,369.09 $ 1,310.23 $ 1,254.30

$ 1,442.42 $ 1,454.94 $ 1,388.66

Average Monthly Impact for Taxes and Utility Charges

Total Yearly Impact for Taxes and Utility Charges Power Natural Gas

415.84

$ 410.57 $ 405.47 $ 377.89 $ 430.48 Taxes and Utilities Combined $ 4,990.04 $ 4,926.84 $ 4,865.62 $ 4,534.71 $ 5,165.81 Franchise Fees 5.0% 11.5% 13.0% 0.0% 16.0% 21.2% 17.0% N/A* 0.0% 27.0%

406.08

416.43

407.82

$ 4,872.93 $ 4,997.11 $ 4,907.58 18.75% 10.7%

20.0% 27.2%

12.04% 17.18%

*Town of Devon's basic monthly charge for gas is $32/month plus a distribution charge of $1.42/gigajoule.

M:\0100 ‐ Administration, Accounting, Insurance, Legal\0148 ‐ Budget\0148‐B01 Preparation\2017\Worksheets\2016 Comparison of Rates 2016

10/20/2016 2:50 PM

4e-1

Town of Beaumont Budget 2015/2016 Residential Mill Rate Comparisons

2016 Rank

Municipal Residential Farmland

Requisition Allowance 0.0400

Leduc County

3.2400

Strathcona County

4.2657

Fort Sask.

4.7569

Chestermere

5.2442

Spruce Grove

5.2042

Devon

5.3535

Stony Plain

3.8760

Library/Recreation/Prote-ctive Services/Servus

0.1503

(L)

1.5060 (P)

Edmonton

5.6427

Beaumont

5.7885

0.0207

City of Leduc

6.3110

0.0130

Morinville

6.6706

St. Albert

7.1675

Seniors' Housing

School Requisition

2016 Total

Municipal

2015 Total

Rank

3.2800

0.0200

2.4400

5.7400

3.3130

5.7430

4.4160

0.0861

2.4112

6.9133

4.4552

6.9187

4.7569

0.0534

2.3747

7.1851

4.9026

7.2467

2.3326

7.6339

5.5758

7.8473

0.0571 (R)

5.3013

0.1164 (R)

5.3206

0.0393

2.2843

7.6442

5.4006

7.7052

5.3535

0.0178

2.4200

7.7913

5.3842

7.8446

5.4780

0.0410

2.3740

7.8930

5.3810

7.8310

2.3613

8.0040

5.5434

7.7512

0.0960 (R)

Municipal Portion

5.6427 0.2173

(L)

0.3088 (R)

6.0265

0.0163

2.2732

8.3160

6.0904

8.4951

6.3240

0.0170

2.3750

8.7160

6.3990

8.6950

6.6706

0.0948

2.3706

9.1361

6.6096

9.1194

7.4763

0.0886

2.4363

10.0012

7.6305

10.1001

Average

5.5039

7.9145

5.5571

7.9414

Median

5.4158

7.8422

5.4720

7.8378

* City of Spruce Grove has a multi family rate of 7.9486 ** City of Edmonton has a multi family rate of 6.4891

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Residential Mill Rate Comparison Data - Tax Comparison

10/9/2016 3:24 PM

4e-2

Residential Mill Rate Comparisons Total Taxes 2015/2016

M i l l R a t e s

2016 2015

Leduc County 5.7400 5.7430

Strathcona County 6.9133 6.9187

Fort Sask. Chestermere 7.1851 7.2467

7.6339 7.8473

Spruce Grove 7.6442 7.7052

Devon 7.7913 7.8446

Stony Plain Edmonton 7.8930 7.8310

8.0040 7.7512

Beaumont City of Leduc 8.3160 8.4951

8.7160 8.6950

Morinville

St. Albert

9.1361 9.1194

10.0012 10.1001

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Residential Mill Rate Comparison Chart - Total Taxes

10/9/2016 3:24 PM

4e-3

Residential Mill Rate Comparisions Municipal Portion Only 2015/2016

M i l l R a t e s

Leduc County

Strathcona County

Fort Sask.

Chestermere

Spruce Grove

Devon

Stony Plain

Edmonton

Beaumont

City of Leduc

Morinville

St. Albert

2016

3.2800

4.4160

4.7569

5.3013

5.3206

5.3535

5.4780

5.6427

6.0265

6.3240

6.6706

7.4763

2015

3.3130

4.4552

4.9026

5.5758

5.4006

5.3842

5.3810

5.5434

6.0904

6.3990

6.6096

7.6305

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Residential Mill Rate Comparison Chart - Municipal Portion

10/9/2016 3:24 PM

4e-4

Town of Beaumont 2015/2016 Non-Residential Mill Rate Comparisons School

2016 Municipal

Rank

Requisition Allowance

Recreation [R] Library [L] Protective Services [P]

Sub-Total

Senior's Foundation

Requisition (ASFF)

2016 Total

Municipal

2015 Total

Rank

6.6706

0.0948

3.2912

10.0566

6.6096

10.4314

Morinville

6.6706

Leduc County

6.6600

0.0400

6.7000

0.0200

3.4300

10.1500

6.7900

10.1200

City of Leduc

7.9740

0.0130

7.9870

0.0170

3.2290

11.2330

8.2070

11.4460

Chestermere

7.7579

3.4623

11.2773

7.8193

11.1243

Stony Plain

5.6240

Spruce Grove

7.9460

Beaumont

8.1448

Devon

8.2941

Strathcona County

8.6593

Fort Saskatchewan

9.5117

St. Albert

10.1614

Edmonton

15.5435

0.0571 [R] 2.1850

0.0207

0.2173

0.4161

[P]

7.8150

0.0960

[R]

7.9050

0.0410

3.3970

11.3430

7.7670

11.0720

0.1164

[R]

8.0624

0.0393

3.3545

11.4562

8.0458

11.1196

8.3828

0.0163

3.3557

11.7549

8.4737

11.7795

8.2941

0.0178

3.6600

11.9719

7.9887

11.1532

9.0754

0.0861

3.4071

12.5686

8.9503

12.2407

9.5117

0.0534

3.3647

12.9298

9.6057

13.1253

10.4702

0.1252

3.4626

14.0580

10.4923

13.8625

3.5821

19.1256

15.1620

18.8525

[L]

0.3088

[R]

15.5435

Average

9.6556

13.1510

9.5607

12.9007

Median

8.1783

11.6056

8.1264

11.2996

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Non-Residential Mill Rate Comparison Data - Tax Comparison

10/9/2016 3:27 PM

4e-5

Non‐Residential Mill Rate Comparisons Total Taxes 2015/2016

M i l l R a t e s

Morinville

Leduc County

2016

10.0566

10.1500

11.2330

2015

6.6096

6.7900

8.2070

Stony Plain

Spruce Grove

Beaumont

Devon

Strathcona County

Fort Saskatchewan

11.2773

11.3430

11.4562

11.7549

11.9719

12.5686

12.9298

14.0580

19.1256

7.8193

7.7670

8.0458

8.4737

7.9887

8.9503

9.6057

10.4923

15.1620

City of Leduc Chestermere

St. Albert

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Non-Residential Mill Rate Comparison Chart - Total Taxes

Edmonton

10/9/2016 3:27 PM

4e-6

Non-Residential Mill Rate Comparisions Municipal Portion Only 2015/2016

M i l l R a t e s

Leduc County

City of Leduc

Chestermere

Stony Plain

Spruce Grove

Beaumont

Devon

Strathcona County

Fort Saskatchewan

St. Albert

Edmonton

2016

10.1500

11.2330

11.2773

11.3430

11.4562

11.7549

11.9719

12.5686

12.9298

14.0580

19.1256

2015

6.7900

8.2070

7.8193

7.7670

8.0458

8.4737

7.9887

8.9503

9.6057

10.4923

15.1620

M:\0100 - Administration, Accounting, Insurance, Legal\0145 - Taxes and Assessment\0145-R01 Rate Comparison\2016\2016 Non-Residential Mill Rate ComparisonChart - Municipal Portion

10/9/2016 3:27 PM

4e-7

Town of Beaumont â&#x20AC;&#x201C; Administration Office of the CAO

Chief Administration Officer

General Manager, Corporate Services

General Manager, Community & Protective Services

General Manager, Planning & Infrastructure

Supervisor, Legislative Services

Legislative Coordinator See Page 2

See Pages 3-5

Communications Officer

Economic Development Officer

Communications Coordinator

See Page 6

Admin Asst, Legislative Services

Receptionist / Cashier

Legislative & Records Management Coord

Departments: Corporate Services; Community and Protective Services; Planning and Infrastructure Divisions: Human Resources; Rec, Parks and Culture; Planning and Engineering; Infrastructure; FCSS Service Areas: Legislative Services; Communications; Economic Development; Finance and Payroll; IT; Geomatics; Fire Services; Municipal Enforcement; RCMP Detachment; Aquafit; Parks and Facilities; ELCC; SAS; Youth Centre; Engineering Services; Development Services; Municipal Planning Services; Field Operations

4f-1 Last Updated: October 2016

Corporate Services Department

General Manager, Corporate Services

Admin Assistant

Director, Human Resources

Supervisor, Finance/Payroll Services

Financial / Budget Analyst

Network Analyst

Geomatics Coordinator

Desktop Analyst

Geomatics Services Analyst

HR Advisor Payroll Coordinator

Accounting Clerk â&#x20AC;&#x201C; Taxes/AR

Accounting Clerk â&#x20AC;&#x201C; Utilities

Cash Processor 0.6 FTE

Accounting Services Clerk 0.6 FTE

4f-2

Community & Protective Services Department General Manager, Community & Protective Services

Admin Assistant

Director, Rec, Parks & Culture

Director, FCSS

See Page 4

See Page 5

Fire Chief

Deputy Fire Chief / Training

Fire Fighter / Fire Prevention

Supervisor, Municipal Enforcement

Municipal Community Peace Officer I

Municipal Community Peace Officer II

Office Supervisor â&#x20AC;&#x201C; Detachment

RCMP Detachment Commander

Detachment Clerk

Fire Fighter / Safety

Detachment Clerk

Volunteer Firefighters

Detachment Clerk

Casuals

4f-3

Community & Protective Services Department Recreation, Parks & Culture Division Director, Recreation, Parks & Culture

Admin Asst Rec & Culture

Supervisor, Aquafit

Community Programs Coord

Community Programs Aid 1 Casual

Aqua Fit Guest Services Lead

Head Life Guards 4.0 FTE

Operator, Aqua Fit

Supervisor, CCBCC

Guest Services Facility Attendants Casual

Community Events Coord 1.2 FTE

Supervisor, Parks & Facilities

Facilities Booking Clerk

Parks & Facilities Team Lead

Operator II

Operator I

Custodial Team Lead

Custodians 2.0 FTE

Fitness Program Coordinator

Custodians Casual Guest Service Reps 15 Casuals

Life Guards / Aquatic Instructors 39 Casual

Operator I

Operators Casual/Summer

4f-4

Community & Protective Services Department Family & Community Support Services Division Director, FCSS

Admin Assistant

Supervisor, Early Learning Child Care Centre

Program Coordinator

Program Assistant

Program Coordinator

Program Assistant

Program Coordinator

Program Assistant

Program Coordinator

Program Assistant

Program Coordinator

Program Assistant

Supervisor, School Age Site

Program Coordinator

Program Assistant

Supervisor, Youth Centre

FCSS Community Development Coordinator

Youth Centre Programmer

Casuals

Program Assistant

4f-5

Planning & Infrastructure Department GM, Planning & Infrastructure

Admin Asst

Director, Planning & Engineering

Director, Infrastructure Admin Asst Admin Asst

Manager, Engineering

Engineering Tech

Manager, Current Planning

Development Officer

Manager, Long Range Planning

Project Manager

Planner I Utilities Team Lead

Engineering Coord

Lot Grading Tech 0.5 FTE (summer)

Development Officer

Permit Services Clerk

Manager, Field Operations

Maintenance Team Lead

Environmental Coordinator

Planning Tech Operator (Utilities)

Operators (Maint)

Operator (Utilities)

Operators (Maint)

Planning Intern

Safety Codes Officer II Operators (Utilities) Safety Codes Officer

Safety Codes Asst

Operators â&#x20AC;&#x201C; Summer Terms (Maint) 0.5 FTE

Operators â&#x20AC;&#x201C; Summer Terms (Utilities) 1.5 FTE

4f-6

MEMORANDUM TO:

Bu udget Com mmittee

FROM:

Ch hief Admin nistrative Officer O

DATE:

November 4, 5 & 6, 201 16

CT: SUBJEC

Le eadership Team T High hlights

File:01448-B01

PURPOSE The purrpose of th his memo iss to presen nt to the Bu udget Com mmittee som me backgro ound information and a preview p of the 2017 Bu udget. BACKG GROUND 1. Budg get 2017: The 2017 budget iss being preesented reflects a bu udget shorrtfall of $465,,900, which h representss a 2.81% ta ax increase. using currrent staffin 2. Salarries: Salaries continu ue to be forecasted f ng levels. Unlike previous years the merit increase i of 3% has no ot been included in th he budget b but has n identified as an Opeerating Bud dget Adjusstment for 2017. For details of sstaffing been levells, please seee the Orga anizational Chart & S taff Levels tab in the binders. Th he 2017 Meriit and COL LA increasees will be discussed d In n-Camera d during the workshop as they are matters m rela ating human n resourcess. 3. Courrses & Tra aining Poliicy: The current Cou urses & T Training po olicy allow ws each emplloyee one training t op pportunity with a valu ue up to $$800. All traaining requ uests in excesss of that amount a mu ust be apprroved by aand is inclu uded in thee specific G General Managersâ&#x20AC;&#x2122; budg get. 4. Emp ployee Apprreciation: The T currentt appreciatiion allowed d to each eemployee iss $50 at the supervisory s y level and d $50 at thee General M Manager leevel for eacch employeee. This encompasses teeam buildin ng, special recognition n and staff meetings. The total ffunding is co onsistent wiith the 201 16 budget and a will co ontinue pro oviding con nsistency b between supeervisors and d departmeents. 5. Amo ortization: Required R un nder Public Sector Acccounting Booard standarrds, this an nnual expeense is baseed on the life cycle of capital assets. Amortization is rremoved fo or the purp pose of calcu ulation of the mill ratee.

amb/cm m Highlights M_2017 Leeadership Team

5-1

6. Library: As of 2017, the Bibliotheque de Beaumont Library will be included within the Town of Beaumont’s Operating Budget in accordance with the Public Sector Accounting Board standards. The Library Board is still responsible for the preparation of their budget. 7. Section 10 includes a preview of the changes in the Town’s budget from 2016. This section includes: 1. Introductory comments. 2. A socio-economic preview of several socio and economic assumptions used by the senior governments in the course of preparing their forecasts. 3. A one page comparison of the mill rate, utility fees and franchise fees. This shows an average impact for a household with an average assessed value of $447,662 that consumes and average of 20 cubic meters of water per month. 4. Ranking Criteria was utilized again this year to prioritize Operating Budget Adjustments and Capital Projects. With the introduction of Priority Based Budgeting (PBB) all budget requests were first aligned with the appropriate PPB Quartile and then ranked based on utilizing the 11 Strategic Outcomes from the 2016-2021 Strategic Plan and 4 Prioritization Categories as established for previous budgets, as follows: Priority Based Budgeting  Quartile 1  Quartile 2  Quartile 3  Quartile 4 2016-2012 Strategic Plan a. b. c. d.

Category 1 (8 points) is focused on legal requirement & safety. Category 2 (6 points) is focused on maintaining current service levels or infrastructure. Category 3 (4 points) is focused on partnership opportunities. Category 4 (2 points) is focused on initiatives required by growth or which will increase efficiency or effectiveness of the organization. Each of the 11 Strategic Outcomes were scored as 1 point each. i. Communication/Citizen Engagement Strategic Outcome 1.1: Beaumont understands direction and decisions made on their behalf. Strategic Outcome 1.2: Residents are given opportunity to be engaged and are

informed. amb/cm M_2017 Leadership Team Highlights

5-2

ii.

Community Identity Strategic Outcome 2.1: Known for Church on Hill, French flair, Centreville and Rec/Ent Programs.

iii.

Complete Community Strategic Outcome 3.1: Attract non-residential assessment. Strategic Outcome 3.2: Beaumont uses smart growth principles in its planning activities.

iv.

Economic Development Strategic Outcome 4.1: Aggressive Economic development will move the tax base ratio closer to 80:20. Strategic Outcome 4.2: Gains towards developing Centreville.

Fiscal and Asset Management Strategic Outcome 5.1: Beaumont receives optimal revenue and/or balance between revenue and community needs. Strategic Outcome 5.2: Beaumontâ&#x20AC;&#x2122;s infrastructure is safe, well-maintained and delivers high quality services.

vi.

People Services Strategic Outcome 6.1: Town of Beaumont is deemed employer of choice plus commitment to being one of Canadaâ&#x20AC;&#x2122;s finest employers. Strategic Outcome 6.2: Beaumont has a broad range of programs, activities and services, plus provides a safe community to live in.

amb/cm M_2017 Leadership Team Highlights

5-3

Town of Beaumont Financial Summary 2017 Budget Workshop 2013

2014

2015

2016

2017 Projected

Population (Projected)

14,916

15,828

16,768

17,764

18,184

Historical Tax Increases

3.50%

4.00%

4.75%

2.340%

2.815%

Tax Rates (Mills) Municipal Residential Non Residential Library Requisition Other Requisitions Residential Non Residential

Based on a 2.81% Increase 5.7266 8.0633 0.2352

5.7219 8.0468 0.2250

5.8633 8.2466 0.2271

5.8052 8.1655 0.2173

5.9643 8.3898 0.2381

2.4789 3.2585

2.3349 3.2094

2.4047 3.3058

2.2895 3.3721

2.2660 2.9736

Assessments (for tax year) Residential Non Residential Average Single Family

$ 2,000,540,100 $ 2,215,664,300 $ 2,311,556,094 $ 2,589,876,970 $ 2,637,781,463 $ 120,042,930 $ 136,181,060 $ 140,266,696 $ 155,563,360 $ 160,074,335 $ 403,888 $ 423,382 $ 436,892 $ 448,773 $ 447,662

Reserves General Per Capita Offsite Levies

$ 12,446,872 $ 12,844,660 $ 15,127,914 $ 15,127,914 $ 15,845,858 $ 834 $ 607 $ 608 $ 852 $ 871 $ (581,716) $ 2,256,779 $ 824,541 $ 824,541 $ 789,641

Grants MSI (Municipal Sustainability Grant ‐ Provincial) FGT (Federal Gas Tax Grant ‐ Federal) Debt Outstanding CCBCC Loan Guarantee * CCBCC Loan * Nuisance Ground SERTS 30 Avenue Street Sweeper Total Debt Total Debt Limit Available Debt Limit 75% Limit Per Capita

$ (3,352,344) $ (4,287,782) $ (3,993,756) $ (4,552,382) $ (4,552,382) $ (657,280) $ ‐ $ (1,481,610) $ (1,026,105) $ (1,026,105)

$ 19,907,095 $ 4,551,000 $ ‐ $ 2,500,000 $ 3,634,100 $ 2,876,150 $ ‐ $ 33,468,345 $ 40,654,025 $ 7,185,680 $ 5,389,260 $ 1,335

$ 18,568,909 $ 4,551,000 $ 1,582,300 $ 4,800,000 $ 3,270,118 $ 3,500,000 $ 296,700 $ 36,569,027 $ 44,232,753 $ 7,663,726 $ 5,747,795 $ 1,173

$ 14,117,453 $ 4,551,000 $ 1,582,300 $ 2,600,000 $ ‐ $ ‐ $ ‐ $ 22,850,753 $ 59,362,527 $ 36,511,774 $ 27,383,831 $ 842

$ 12,728,278 $ ‐ $ ‐ $ 2,600,000 $ ‐ $ ‐ $ ‐ $ 15,328,278 $ 56,769,300 $ 41,441,022 $ 31,080,767 $ 717

$ 11,396,802 $ ‐ $ ‐ $ 2,600,000 $ ‐ $ ‐ $ ‐ $ 13,996,802 $ 56,769,300 $ 42,772,498 $ 32,079,373 $ 627

‐

* Note CCBCC has been included as a reduction of both MSI Capital funds and Town's Debt Limit. If CCBCC does not repay either the Town's Debt or Credit Union debt MSI funds will to be used to offset future taxes.

Subject to year end adjustments

2017 Budget (Workshop)

5-4

5-5

VILLE DE/TOWN OF BEAUMONT 2017 BUDGET CRITERIA FOR NEW POSITIONS / OPERATING / CAPITAL BUDGET PRIORITIZATION

Category 1: Projects / Initiatives are considered to be category 1 projects if they:  

Are required by legislation or regulation OR Are required to maintain the safety of citizens and/or staff.

Category 2: Projects / Initiatives are considered to be category 2 projects if they:   

Are required to maintain or refurbish existing infrastructure OR Are required to maintain current service levels OR Are required as part of an approved municipal plan.

Category 3: Projects / Initiatives are considered to be category 3 projects if they:  

Provide opportunity to access matching or partnership funding OR Are required as part of a partnership agreement.

Category 4: Projects/Initiatives are considered to be category 4 projects if they:   

Are required by growth in population or facility development OR Contribute to organization efficiency/effectiveness OR Have a demonstrated and acceptable rate of return.

5-6

Provincial / Federal Priorities Provincial Budget Given the continued reduction in provincial revenue associated with low energy prices and the government’s apparent reluctance to consider any further tax and fee increases, the 2017 budget will be very challenging. With a record deficit of nearly $11 billion, Premier Notley announced a "re-calibration" of its plan to deal with the worst economic downturn the province has seen in 30 years. Notley has indicated that the Fort McMurray fires have compounded the deficit by $500 million more than government had expected. The likely cost-cutting initiatives are of particular concern to municipalities given the impact on grants and potential for further downloading of services. Key examples include the uncertainty around the MSI renewal and the impacts of the discontinued $15 million grant in lieu of taxes on social housing and the introduction of a carbon levy. The estimates are that the levy will on average increase municipal operating expenses by 0.13 percent in 2017 and 0.19 percent in 2018. This equates to property tax increases of roughly 0.41 percent in 2017 and 0.62 percent in 2018. While these numbers may appear small, they represent a meaningful impact at a time when municipalities are struggling to limit municipal tax increases in light of increases to the education tax and economic challenges facing many Albertans.

Municipal Sustainability Initiative (MSI) The Municipal Sustainability Initiative (MSI) grant program was introduced by the province in 2007 to provide operating and capital funding help municipalities meet their growth and sustainability needs. MSI funding is allocated to municipalities using a formula of:    

48 per cent on a per capita basis 48 per cent based on education property tax requisitions 4 per cent based on kilometers of local roads Municipalities receive $120,000 in base funding except for summer villages, which receive $60,000

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 Municipalities with populations under 10,000 and limited local assessment bases also receive sustainable investment funding (2016 portion was $9 million or 1.03 per cent of total MSI funding) The MSI was supposed to equate to the education property tax that is collected by municipalities and remitted to the province. However, the $7.53 billion funding has fallen far short of the $11.3 billion commitment, leaving a 33 per cent shortfall which equates to an annual average gap of over $1 billion between MSI and the education property tax. This gap affects both operating and capital funding. In 2014, the province reduced the $50 million operating component by $20 million to a base of $30 million. Capital funding has only totaled about $7.02 billion. Aside from the shortfall between promised and realized funding, there is also an inequity that appears to favor counties and districts because of the emphasis on kilometers of roads and the inclusion of substantive amounts of linear assessments in the education property tax component. The use of population as part of the formula is problematic if a municipality’s growth rate is proportionately less than other municipalities. In addition, the formula does not take into consideration shadow populations. In 2014, the Basic Municipal Transportation Grant (BMTG) was consolidated with the MSI Capital program. While the BMTG grant adopted the same rules as MSI Capital, the BMTG portion was still allocated to municipalities based on the original BMTG funding formula, as outlined below:  Calgary and Edmonton’s portion is based on the litres of taxable road-use gasoline and diesel fuel sold in the province;  Remaining cities and urban service areas receive funding based on a combination of population and length of primary highways;  Towns, villages, summer villages, improvement districts and the Townsite of Redwood Meadows receive funding based on population; and  Rural municipalities and Métis settlements receive funding based on a formula of the kilometers of open road, population, equalized assessment, and terrain. The MSI funding agreement expires in 2016 and Municipal Affairs indicates that “the government is working on a plan to ensure infrastructure funding continues to flow to municipalities.” This statement is supported by Municipal Affairs’ 2016-17 Business Plan that estimates that MSI funding will continue into 2017 and 2018 with funding levels of $1.25 billion per year.

5-8

Infrastructure Spending in Federal Budget 2016 The Liberal government’s first budget was released on March 22, 2016. Titled “Growing the Middle Class”, it reflects a deficit of $29.4 billion with debt projected to grow by $113 billion by 2020-21. The budget has five themes: strengthening the middle class; an innovative and clean economy, an inclusive and fair Canada, Canada in the world, and open transparent government. The budget commits $120 billion to infrastructure over 10 years, focusing on public transit, water, waste management and housing infrastructure. The budget described a two-phase infrastructure program. 

Phase 1 consists of $11.9 billion for infrastructure investments over five years (with most of the funding in the next two years) that focuses on: o upgrading and improving public transit systems across Canada ($3.4 billion); o investments in water, wastewater and green infrastructure projects across Canada ($5 billion); o social infrastructure, including affordable housing, early learning and child care, cultural and recreational infrastructure, and community health care facilities on reserve ($3.4 billion).

Government of Canada, Federal 2016 Budget “Growing the Middle Class”, March 2016, pg. 90

5-9



Phase 2 will consist of the remaining $108.1 billion and will be “broader and more ambitious” and will focus on the construction of projects starting in 2021. The intent is to shift Canada to a lowcarbon economy and position Canadian cities to be more competitive internationally. More details on Phase 2 will be available next year. See chart below for the future projected funding on public transit, green infrastructure and social infrastructure components of the plan.

Government of Canada, Federal 2016 Budget “Growing the Middle Class”, March 2016, pg. 87 The budget also reflected a homeless strategy comprised of over $110 million over the next two years, as well as providing funding for new spaces and support for people fleeing domestic violence. The federal government committed to several major points of importance to Alberta municipalities, such as significant investments in infrastructure, including public transit, investment in physical infrastructure to mitigate the effects of natural disasters, and funding for water and wastewater. As well, there is a $2 billion low carbon economy fund as part of Canada's climate change strategy. FCM is receiving funding for three areas: $50 million for asset management capacity building, $75 million to deliver climate change mitigation and adaptation programming, and $125 million towards the Green Municipal Fund to provide grants and loans to communities to improve community sustainability and environmental performance.

5-10

5-11

23%

34%

0/0

Albertans

Source: ThinkHQ Public Affairs, Inc. July 2016

Canadian Stratogy Group

42%

Protection of the environment None of these: 10%

t4%

tlO%

Quality of education in Alberta

Quality of the healthcare system in Alberta

The amount of taxes you pay

50%

Change “Very Concerned” From May 2016

Alberta Government debt & deficits

69%

Somewhat Concerned

t2%

Having an Alberta Government you can trust

Unemployment in Alberta

Alberta’s provincial economy

•Very Concerned

The following is a list of provincial issues, and we’d like you to tell us if you personally are very concerned, somewhat concerned, not very concerned or not at all concerned about each?

Political Issue Radar

_____

5-12

11%

44%

36%

Somewhat approve

Source: ThinkHQ Public Affairs, Inc. July 2016

Managing government finances and budgets

Encouraging job creation

Managing Alberta’s provincial economy

Keeping taxes as low as they should be

Being a government that citizens can trust

Ensuring the quality of the healthcare system in AD

Ensuring the quality of education in Alberta

environment

Protection of the

•Strongly approve

% Albertans

16%

61%

17%

40%

59°/o

45%

43%

60%

15%

550/a

•Somewhat disapprove

18%

200/n

41%

21%

20%

38°/o

18%

36°/o

•Strongly disapprove

Canadian

10%

15%

17%

13%

Unsure

Strategy Group

-30

-28

-30

-19

+15

Net Approval

What about when it comes to specific issues? Would you say you approve or disapprove of the performance of the new Provincial Government when it comes to..?

Targeted Provincial Government Approval

MEMORANDUM TO:

Budget Committee

FROM:

General Manager, Corporate Services

DATE:

November 4, 5, and 6, 2016

SUBJECT:

Projected Reserves and Deferred Grants

File: 0148-B01

Attached are the Projected Schedule of Reserves and Schedule of Deferred Grants for 2017 prior to consideration of any 2017 Capital Requests. The balances reflect project expenditures to the end of 2016, projects being carry-forward to 2017, reserve allocations for 2017, and anticipated capital grant revenue for 2017, specifically Federal Gas Tax Funding of $904,013. In 2016, Beaumont received $3,776,636 from Municipal Sustainability Initiative for Capital ($2,770,556 MSI Capital Component and $1,006,080 BMTG Component) and $904,013 from Federal Gas Tax Funding. This information is presented to the Budget Committee to create an awareness of the reserve and grant balances before moving into the decision making portion of the workshop.

M_2017 - 2016 Projected Reserves

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TOWN OF BEAUMONT CAPITAL GRANT RECEIVABLE / (DEFERRED REVENUE) PROJECTED BALANCES ‐ SUBJECT TO YEAR END ADJUSTMENTS AND BUDGET WORKSHOP CONSIDERATIONS 2017 Schedule E

DESCRIPTION Projected Balance at January 1 Additions: 2017 Allocations Receipts Interest Total Contributions Total Available Funding Drawings: Previous Commitments CCBCC ‐ Temporary Grass Crete Parking Retaining Wall & Swale Transit Buses Cairns Pond 50 St Zone 4 ‐ Future Tie‐in at 41 Street Downtown Property Dansereau Community Park Project ‐ Phase 1 Dansereau Community Park Project ‐ Phase 2 60 Street Upgrades (30 Ave to Hwy 625) Fire Truck (Replace Pumper 4 ‐ Unit 104) AquaFit Phase 2 ‐ Rink and Indoor Field KNRRC Canada 150 Grant (Town's 50% Share)

BMTG Grant (SIP)

MSI Grant

Federal Gas Tax

50 St Agreement

Canada 150 Grant

250,000

(530,389)

174,049

815,311

‐

708,971

500,000

500,000 500,000

1,404,013 ‐ ‐ 1,404,013 2,112,984

(500,000)

(146,000) (297,467) (312,700) (1,494,000) (1,000,000) (69,200) (90,438) (133,355) (113,000) (570,000) (2,400,000) (1,000,000)

(500,000) ‐

(7,626,160) (5,513,176)

‐

‐ 250,000

CFWD CFWD CFWD CFWD CFWD CFWD CFWD CFWD CFWD CFWD CFWD CFWD

146,000 297,467 312,700 1,494,000 1,000,000 69,200 90,438 133,355 113,000 570,000 2,400,000 1,000,000

‐ (530,389)

904,013

904,013 1,078,062

‐ 815,311

(146,000) (297,467) (312,700) (1,494,000) (250,000)

(750,000) (69,200) (90,438) (133,355) (113,000) (570,000) (2,400,000) (500,000)

(250,000) ‐

(4,021,993) (4,552,382)

(2,104,167) (1,026,105)

(750,000) 65,311

Total

Current Projects

‐ Projected Balance, December 31

‐

‐ (4,552,382)

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Proj Def Grant (WShop) - Page 1 of 1 11/2/2016 4:18 PM

‐ (1,026,105)

‐

65,311

‐

‐ (5,513,176)

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(Updated)

TOWN OF BEAUMONT RESERVES SUBJECT TO YEAR END ADJUSTMENTS AND BUDGET WORKSHOP CONSIDERATIONS

OPERATING RESERVES OPERATING RESERVES Snow Removal Contingency Tax Allowance Millrate Stabilization Communications Municipal Development Reserve Transportation Reserve Annexation Reserve / DUDCP Reserves Office - Election RCMP Phasing Cost 75-90% (2017) FACILITY MANAGEMENT RESERVES Town Office Repair Youth Centre Building Repair Police Building Reserve KNRRC Building Operations Facility Reserve Library Building Repair Protective Services Building Aquatic Centre Reserve CCBCC TOTAL OPERATING RESERVES CAPITAL RESERVES ASSET REPLACEMENT RESERVES Equipment Replacement Technology Equipment Community Events Aqua-Fit Equipment Parks Equipment KNRRC Equipment Asset Management Priority System Recreation Equipment Finance Equipment Fire Equipment Bylaw Equipment Roads Equipment Planning Equipment Development Equipment Bldg Inspection Equipment INFRASTRUCTURE MAINTENANCE Sidewalk Replacement Infrastructure FUTURE PROJECTS - CAPITAL General Capital Growth Downtown Redevelopment Reserve Annexation- Road 243 4 Seasons Reserve Transit TOTAL GENERAL CAPITAL RESERVES MUNICIPAL RESERVE (MGA) Municipal Reserve UTILITY INFRASTRUCTURE MAINTENANCE Utilities - Sewer Utilities - Water Utilities - SW TOTAL CAPITAL RESERVES TOTAL OPERATING AND CAPITAL RESERVES OFFSITE LEVIES Roads Offsite Reserve Water Offsite Reserve Sewer Offsite Reserve TOTAL RESERVES AND OFFSITE LEVIES

2016 Projected

2017 Projected

2013

2014

2015

299,181 269,501 93,262 2,490,642 367,956 3,520,542

427,962 239,662 93,262 2,339,899 7,000 189,000 106,796 5,000 3,408,581

68,702 216,956 93,262 2,451,640 7,000 249,999 100,000 10,000 349,042 3,546,601

68,702 181,956 93,262 3,101,040 35,000 20,000 10,000 48,700 15,000 438,442 4,012,102

68,702 181,956 93,262 3,081,040 22,000 62,400 219,242 3,728,602

35,500 28,367 20,000 161,000 16,000 132,540 46,778 52,000 492,185 4,012,727

40,500 29,367 6,431 180,000 20,000 134,540 49,778 51,162 511,778 3,920,359

45,500 30,367 11,431 199,000 24,000 136,540 52,778 30,826 530,442 4,077,043

50,500 31,367 16,431 218,000 28,000 138,540 55,778 43,826 582,442 4,594,544

55,500 32,367 21,431 237,000 32,000 140,540 58,778 56,826 100,000 734,442 4,463,044

269,236 188,653 6,200 241,000 15,255 22,800 250,000 26,500 78,800 34,800 68,324 3,600 2,600 8,000 1,215,768

152,202 141,153 7,500 241,000 9,759 34,700 250,000 1,000 47,000 124,900 53,125 180,624 5,400 3,900 13,600 1,265,863

152,203 169,483 8,800 217,298 4,543 46,600 250,000 31,000 67,500 171,000 72,625 50,784 7,200 5,200 19,200 1,273,436

152,203 209,183 10,100 191,000 27,943 58,500 250,000 31,000 88,000 237,800 27,325 266,984 9,000 6,500 24,800 1,590,338

117,203 176,983 11,400 216,000 89,343 70,400 31,000 108,500 304,600 46,825 483,184 10,800 7,800 30,400 1,704,438

174,800 2,069,720 2,244,520

174,800 2,263,339 2,438,139

174,800 423,316 598,116

174,800 673,316 848,116

174,800 681,316 856,116

1,979,688 250,106 7,762 21,000 2,258,556 5,718,844

1,208,242 250,106 7,762 31,500 270,656 1,768,266 5,472,268

1,378,358 250,106 7,762 42,000 270,656 1,948,883 3,820,435

492,594 250,106 7,762 52,500 270,656 1,073,619 3,512,073

492,594 250,106 7,762 63,000 90,000 903,463 3,464,017

468,236 468,236

893,182 893,182

902,661 902,661

1,755,211 491,854

2,444,643 539,154

3,252,153 1,768,797

2,247,065 8,434,145 12,446,872

2,983,797 8,924,301 12,844,660

5,020,950 9,734,566 13,811,610

3,806,443 2,231,819 80,375 6,118,637 10,533,371 15,127,914

4,277,443 2,658,319 80,375 7,016,137 11,382,815 15,845,858

2,928,354 (4,227,634) 717,564 (581,716) 11,865,156

4,832,325 (3,307,874) 732,328 2,256,779 15,101,439

3,947,444 (2,904,733) 845,630 1,888,341 15,699,950

2,929,444 (2,950,533) 845,630 824,541 15,952,455

2,929,444 (2,985,433) 845,630 789,641 16,635,499

fidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Proj Reserve Sum (Wshop) 10/27/2016 2:06 PM

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MEMORANDUM TO:

Budget Committee

FROM:

General Manager, Corporate Services

DATE:

November 4, 5, and 6, 2016

SUBJECT:

2017 Debenture & Debt Limits

File: 148-B01

This section will provide the Committee with an estimated Debenture Balance and Debt Limits at December 31, 2016, and includes debentures previously approved by Council but not exercised to date. The prevailing interest rates through Alberta Capital Finance Authority and the resulting annual payment for every $100,000 of debt as follows:

Rate

Term 3 5 10 15 20 25 30

Oct‐15 1.028% 1.344% 2.068% 2.579% 2.908% 3.120% 3.246%

Annual Payment Per $100,000 Debenture

Annual Increase in Tax on $100,000 Assessment

Percentage Oct‐16 2016 2017 Tax Increase Residential 1.023% $33,935.56 $ 33,932.62 0.205% $ 1.19 1.250% $20,746.62 $ 20,693.92 0.125% $ 0.72 1.828% $11,121.04 $ 10,987.34 0.066% $ 0.38 2.273% $ 8,081.46 $ 7,905.08 0.048% $ 0.28 2.565% $ 6,629.42 $ 6,422.98 0.039% $ 0.23 2.742% $ 5,790.38 $ 5,552.74 0.034% $ 0.20 2.847% $ 5,240.64 $ 4,979.34 0.030% $ 0.17 The Average Assessment of a Single Family Residence is $447,662

Non‐ Residential $ 1.67 $ 1.02 $ 0.54 $ 0.39 $ 0.32 $ 0.27 $ 0.25

As we review capital projects for the year, we will estimate the Debenture Balance and their impact on Debt Limits on December 31, 2017. An over-riding factor when looking at the overall debt limit is staying within the provincially recognized 75% of the limit. alh/ M_2017 Debenture & Debt Limits

Chief Administrative Officer ________

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Town of Beaumont Projected Debentures and Debt Limits 2017 Date of Calculation

Revenue Debt Limit Regulation Debt Limit Provincially Recognized Limit 85% Servicing Limit Estimated Debt Servicing Costs

Debt Limit and Servicing Calculation at 2015 Year End Debt Limit 37,846,200 1.5 56,769,300 48,253,905

BYLAW

PROJECT

COST (Budgeted)

LOAN GUARANTEE

TOTAL DEBENTURE

DRAWS TO DATE

TERM

Total Debt and Limits at January 1 (Projected) Loan Guarantees 790-12 CCBCC Operating Loan Guarantee 791-12 CCBCC Building Loan Guarantee 814-14 CCBCC Building Loan

Ongoing Projects N/A 2012 Nuisance Ground Remediation

2,600,000

short term (3-5 years)

TOTAL DEBT

DEBT ROOM

37,846,200 0.25

DEBT SERVICE

75% Threshold

TOTAL SERVICE

SERVICE ROOM

12,728,278

44,041,022

33,030,767

537,070

8,924,480

12,728,278 12,728,278 12,728,278

44,041,022 44,041,022 44,041,022

33,030,767 33,030,767 33,030,767

537,070 537,070 537,070

8,924,480 8,924,480 8,924,480

44,041,022

33,030,767

41,441,022

31,080,767

41,441,022

31,080,767

15,328,278

DEBT ROOM 2017 Principal Payment 2017 Capital Projected amount available

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Proj Debt Limit (Workshop) 10/27/2016 11:19 AM

Servicing Limit

9,461,550 4.22% DEBT

Estimated ANNUAL PAYMENT

5-Sep-16

1,331,475 42,772,498 42,772,498

Projected 75% Threshold

646,777

8,814,773 8,814,773

SERVICE ROOM

998,606 32,079,373 32,079,373

42,136 8,856,909 8,856,909

CAO ________ Approved Agenda Item ________

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TOWN OF BEAUMONT Project Outstanding Balances - Subject to Year End Audit 2016 DEBENTURE Town Office 2nd Floor Police Building New 2006 Fire Truck Operations Facility

ORIGINAL BALANCE

PYMTS

Expires

275,000

2019

4,200,000

2027

326,500

2016

2,090,000

2029

Operations Facility (Draw #2)

900,000

2031

2005 Street & Sidewalk

292,150

2015

2005 RR243 Upgrade

91,000

2015

2006 Street & Sidewalk

247,000

2016

2007 Street & Sidewalk

119,200

2017

2008 Street & Sidewalk

375,000

2018

2010 Land Acquisition Draw 1

1,000,000

2040

2010 Land Acquisition Draw 2

500,000

2040

2009 Roads Program

68,100

2020

2010 Land Acquisition (Draw #3)

500,000

2041

2010 Design 50 Street (Draw #1)

75,000

2021

2010 Design 50 Street (Draw #2)

RATE 4.654

PYMT DATES Dec/Jun 15

4.726 4.755

Dec/Jun 15 Jun/Dec 15

4.590 Mar/Sep 15 3.145 Jun 15/Dec 15 4.307 Dec/Jun 15 4.307 Dec/Jun 15 4.115 Dec/Jun 15 4.493 Dec/Jun 15 4.012 Dec/Jun 15 4.189 Mar/Sep 15 4.3975 Dec/Jun 15 3.497 Mar/Sep 15 3.310 Jun 15/Dec 15 2.306 2.177 2.306 2.177

Jun 15/Dec Jun 17/Dec Jun 15/Dec Jun 17/Dec

15 17 15 17

29,300

2022

2011 50 Street Construction (Draw #1)

800,000

2021

2011 50 Street Construction (Draw #2)

1,051,600

2022

2011 Street Improvement Program

290,200

2021

2010 Street Program

107,800

2021

2.306 Jun 15/Dec 15 3.564 Mar/Sep 15

2003 49th Ave Storm Imp

254,900

2018

5.375

15-Dec

4.395 4.000

Dec/Jun 15 Interest only

2009 Water Programs Draw 1

500,000

2029

2008 Reservoir Expansion (Credit Union)

3,056,498

DEMAND

2009 Reservoir Phase 2 draw 1

1,000,000

2030

2010 Reservoir Phase 2 draw 2

750,000

2030

2009 Water Programs Draw 2

204,000

2030

3.8448 4.124 4.276

Mar/Sep 15 Dec/Jun 15 Mar/Sep 15

South Sanitary Sewer

775,000

2020

6.125

15-Dec

New Arena Oct 16

1,000,000

New Arena Dec 1

1,300,000

2020

New Arena Dec 15

200,000

2020

2003 Library Nov 17

900,000

2023

2003 Library Dec 15

200,000

2023

6.375 6.375 6.125

16-Oct 1-Dec 15-Dec

5.750 5.625

17-Nov 15-Dec

ACFA Credit Union Tax Supported Offsite Levy Supported Utility Supported

BEGINNING 92,730.54 92,730.54 2,968,490.83 20,221.62 2,988,712.45 1,647,573.78 761,926.42 2,409,500.20 29,466.81 28,252.87 128,510.30 906,689.97 454,799.27 33,576.14 458,172.64 2,039,468.00 47,045.62 21,166.01 501,819.83 759,663.86 1,329,695.32 182,035.15 63,962.20 245,997.35 68,103.30 6,092,764.17 392,461.79 1,144,156.80 816,302.28 615,476.31 163,835.28 3,132,232.46 286,541.14 286,541.14 3,418,773.60 374,681.13 487,085.70 73,946.06 935,712.89 482,175.87 106,583.06 588,758.93 1,524,471.82 14,117,452.58 12,973,295.78 1,144,156.80 14,117,452.58 10,698,678.98 1,144,156.80 2,274,616.80 14,117,452.58

ADVANCE -

PAYMENT 25,675.32 25,675.32 326,949.98 20,702.35 347,652.33 160,818.18 60,968.04 221,786.22 30,379.32 14,928.52 45,894.10 58,859.86 30,168.82 8,128.76 26,416.04 214,775.42 8,440.92 3,276.85 90,036.50 117,590.72 219,344.99 32,660.74 12,909.32 45,570.06 25,184.04 726,660.73 37,833.72 272,972.00

PRINCIPAL 21,608.16 21,608.16 188,864.48 20,221.62 209,086.10 86,172.15 37,296.41 123,468.56

INTEREST 4,067.16 4,067.16 138,085.50 480.73 138,566.23 74,646.03 23,671.63 98,317.66

29,466.81 13,812.67 41,146.87 21,097.27 10,280.82 7,015.40 11,343.62 134,163.46 7,398.45 2,830.88 78,916.89 101,602.82 190,749.04 28,627.09 10,724.72 39,351.81 21,523.49 509,256.36 20,811.20 272,972.00

912.51 1,115.85 4,747.23 37,762.59 19,888.00 1,113.36 15,072.42 80,611.96 1,042.47 445.97 11,119.61 15,987.90 28,595.95 4,033.65 2,184.60 6,218.25 3,660.55 217,404.37 17,022.52 -

72,120.16 55,431.60 15,278.06 453,635.54 68,255.29 68,255.29 521,890.83 89,857.30 116,814.48 17,614.27 224,286.05 76,881.15 16,909.86 93,791.01 318,077.06 1,939,956.27

41,126.51 30,359.17 8,360.89 373,629.77 50,704.65 50,704.65 424,334.42 65,971.38 85,762.77 13,085.07 164,819.22 49,156.04 10,914.56 60,070.60 224,889.82 1,389,174.86 -

30,993.65 25,072.43 6,917.17 80,005.77 17,550.64 17,550.64 97,556.41 23,885.92 31,051.71 4,529.20 59,466.83 27,725.11 5,995.30 33,720.41 93,187.24 550,781.41

PRINCIPAL ENDING 71,122.38 71,122.38 2,779,626.35 2,779,626.35 1,561,401.63 724,630.01 2,286,031.64 14,440.20 87,363.43 885,592.70 444,518.45 26,560.74 446,829.02 1,905,304.54 39,647.17 18,335.13 422,902.94 658,061.04 1,138,946.28 153,408.06 53,237.48 206,645.54 46,579.81 5,583,507.81 371,650.59 871,184.80 775,175.77 585,117.14 155,474.39 2,758,602.69 235,836.49 235,836.49 2,994,439.18 308,709.75 401,322.93 60,860.99 770,893.67 433,019.83 95,668.50 528,688.33 1,299,582.00 12,728,277.72 11,857,092.92 871,184.80 12,728,277.72 (0.00)

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 1 of 6 / 10/31/2016 11:52 AM

7-3

(Updated)

2017 DEBENTURE Town Office 2nd Floor Police Building

2018

2019

2020

Principal 22,625.50 22,625.50 197,895.67

Interest 3,049.82 3,049.82 129,054.31

Principal 23,690.75 23,690.75 207,358.72

Interest 1,984.57 1,984.57 119,591.26

Principal 24,806.13 24,806.13 217,274.28

Interest 869.19 869.19 109,675.70

197,895.67 90,172.84 38,478.60 128,651.44

129,054.31 70,645.34 22,489.44 93,134.78

207,358.72 94,359.27 39,698.27 134,057.54

119,591.26 66,458.91 21,269.77 87,728.68

217,274.28 98,740.05 40,956.59 139,696.64

14,440.20 42,814.24 21,990.29 10,737.89 7,262.88 11,722.20 108,967.70 7,570.05 2,892.84 80,747.20 103,826.75 195,036.84 29,291.05 11,110.31 40,401.36 22,680.38 495,737.72 21,735.91 217,796.20

488.32 3,079.86 36,869.57 19,430.93 865.88 14,693.84 75,428.40 870.87 383.50 9,289.30 13,763.97 24,307.64 3,369.69 1,799.01 5,168.70 2,503.66 200,543.18 16,097.81 34,847.00

44,549.19 22,921.11 11,215.28 7,519.08 12,113.42 98,318.08 7,745.62 2,956.16 82,619.96 106,099.36 199,421.10 29,970.39 11,509.75 41,480.14 23,899.43 497,176.29 22,701.69 217,796.20

1,344.91 35,938.75 18,953.54 609.68 14,302.62 71,149.50 695.30 320.18 7,416.54 11,491.36 19,923.38 2,690.35 1,399.57 4,089.92 1,284.61 184,176.09 15,132.03 26,136.00

42,722.94 31,624.08 8,722.23 322,601.36 53,810.31 53,810.31 376,411.67 70,177.05 91,230.14 13,886.53 175,293.72 51,982.51 11,528.51 63,511.02 238,804.74 1,331,475.30

29,397.22 23,807.52 6,555.83 110,705.38 14,444.98 14,444.98 125,150.36 19,680.25 25,584.34 3,727.74 48,992.33 24,898.64 5,381.35 30,279.99 79,272.32 537,069.99 1,868,545.29

44,381.35 32,941.71 9,099.18 326,920.13 57,106.19 57,106.19 384,026.32 74,650.84 97,046.06 14,737.08 186,433.98 54,971.50 12,176.99 67,148.49 253,582.47 1,365,834.55

27,738.81 22,489.89 6,178.88 97,675.61 11,149.10 11,149.10 108,824.71 15,206.46 19,768.42 2,877.19 37,852.07 21,909.65 4,732.87 26,642.52 64,494.59 479,071.22 1,844,905.77

Principal

2021 Interest

Principal

2022 Interest

Principal

Interest

227,663.98

99,286.00

238,550.50

88,399.48

249,957.60

76,992.38

109,675.70 62,078.13 20,011.45 82,089.58

227,663.98 103,324.23 42,254.81 145,579.04

99,286.00 57,493.95 18,713.23 76,207.18

238,550.50 108,121.24 43,594.17 151,715.41

88,399.48 52,696.94 17,373.87 70,070.81

249,957.60 113,140.95 44,975.99 158,116.94

76,992.38 47,677.23 15,992.05 63,669.28

23,891.33 11,713.90 7,784.32 12,517.69 55,907.24 7,925.27 3,020.87 84,536.16 108,421.71 203,904.01 30,665.49 11,923.55 42,589.04

34,968.53 18,454.92 344.44 13,898.35 67,666.24 515.65 255.47 5,500.34 9,169.01 15,440.47 1,995.25 985.77 2,981.02

24,902.61 12,234.68 3,994.46 12,935.46 54,067.21 8,109.08 3,086.99 86,496.80 110,794.90 208,487.77 31,376.71 12,352.23 43,728.94

33,957.25 17,934.14 69.92 13,480.58 65,441.89 331.84 1,122.35 3,539.70 6,795.82 11,789.71 1,284.03 557.09 1,841.12

25,956.71 12,778.61

32,903.15 17,390.21

27,055.42 13,346.72

31,804.44 16,822.10

13,367.16 52,102.48 8,297.15 3,154.56 88,502.82 113,220.03 213,174.56 32,104.42 6,341.64 38,446.06

13,048.88 63,342.24 143.77 121.78 1,533.68 4,370.69 6,169.92 556.32 113.02 669.34

13,813.28 54,215.42

12,602.76 61,229.30

442,096.93 23,710.39 217,796.20

168,177.31 14,123.33 17,424.00

451,862.96 24,763.92 217,796.20

155,279.90 13,069.80 8,712.00

455,438.51 25,864.25

140,252.31 11,969.47

331,254.36 27,013.47

126,843.64 10,820.25

46,104.12 34,314.23 9,492.42 331,417.36 60,603.94 60,603.94 392,021.30 79,409.83 103,232.75 15,639.73 198,282.31 58,132.37 12,861.94 70,994.31 269,276.62 1,345,475.26

26,016.04 21,117.37 5,785.64 84,466.38 7,651.35 7,651.35 92,117.73 10,447.47 13,581.73 1,974.54 26,003.74 18,748.78 4,047.92 22,796.70 48,800.44 419,640.37 1,765,115.63

47,893.77 35,743.94 9,902.66 336,100.49 64,316.05 64,316.05 400,416.54 84,472.03 109,813.98 16,597.65 210,883.66 61,474.98 13,585.43 75,060.41 285,944.07 1,365,887.55

24,226.39 19,687.66 5,375.40 71,071.25 3,939.24 3,939.24 75,010.49 5,385.27 7,000.50 1,016.62 13,402.39 15,406.17 3,324.43 18,730.60 32,132.99 361,709.38 1,727,596.93

49,752.89 37,233.22 10,330.62 123,180.98

22,367.27 18,198.38 4,947.44 57,482.56

51,684.18 38,784.55 10,777.07 128,259.27

20,435.98 16,647.05 4,500.99 52,404.27

123,180.98

57,482.56

128,259.27

52,404.27

65,009.79 14,349.61 79,359.40 79,359.40 896,529.39

11,871.36 2,560.25 14,431.61 14,431.61 300,565.96 1,197,095.35

68,747.85 15,156.77 83,904.62 83,904.62 793,375.85

8,133.30 1,753.09 9,886.39 9,886.39 266,126.68 1,059,502.53

New 2006 Fire Truck Operations Facility Operations Facility (Draw #2) 2005 Street & Sidewalk 2005 RR243 Upgrade 2006 Street & Sidewalk 2007 Street & Sidewalk 2008 Street & Sidewalk 2010 Land Acquisition Draw 1 2010 Land Acquisition Draw 2 2009 Roads Program 2010 Land Acquisition (Draw #3) 2010 Design 50 Street (Draw #1) 2010 Design 50 Street (Draw #2) 2011 50 Street Construction (Draw #1) 2011 50 Street Construction (Draw #2) 2011 Street Improvement Program 2010 Street Program 2003 49th Ave Storm Imp 2009 Water Programs Draw 1 2008 Reservoir Expansion (Credit Union) 2009 Reservoir Phase 2 draw 1 2010 Reservoir Phase 2 draw 2 2009 Water Programs Draw 2 South Sanitary Sewer

New Arena Oct 16 New Arena Dec 1 New Arena Dec 15 2003 Library Nov 17 2003 Library Dec 15

3,223.71

52.63

115,698.29 118,922.00

1,892.43 1,945.06

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 2 of 6 / 10/31/2016 11:52 AM

7-4

2023 DEBENTURE

Principal

2024 Interest

Principal

2025 Interest

Principal

2026 Interest

Principal

2027 Interest

Principal

2028 Interest

Principal

Interest

Town Office 2nd Floor Police Building

261,910.17

65,039.81

274,434.29

52,515.69

287,557.29

39,392.69

301,307.82

25,642.16

315,716.03

11,233.95

261,910.17 118,393.71 46,401.61 164,795.32

65,039.81 42,424.47 14,566.43 56,990.90

274,434.29 123,890.34 47,872.41 171,762.75

52,515.69 36,927.84 13,095.63 50,023.47

287,557.29 129,642.16 49,389.84 179,032.00

39,392.69 31,176.02 11,578.20 42,754.22

301,307.82 135,661.01 50,955.35 186,616.36

25,642.16 25,157.17 10,012.69 35,169.86

315,716.03 141,959.31 52,570.51 194,529.82

11,233.95 18,858.87 8,397.53 27,256.40

148,550.01 54,236.85 202,786.86

12,268.17 6,731.19 18,999.36

28,200.65 13,940.10

30,659.21 16,228.72

29,394.34 14,559.85

29,465.52 15,608.97

30,638.57 15,207.16

28,221.29 14,961.66

31,935.46 15,883.25

26,924.40 14,285.57

33,287.25 16,589.40

25,572.61 13,579.42

34,696.25 17,326.94

24,163.61 12,841.88

14,274.29 56,415.04

12,141.75 59,029.68

14,750.66 58,704.85

11,665.38 56,739.87

15,242.96 61,088.69

11,173.08 54,356.03

15,751.67 63,570.38

10,664.37 51,874.34

16,277.37 66,154.02

10,138.67 49,290.70

16,820.61 68,843.80

9,595.43 46,600.92

2011 Street Improvement Program 2010 Street Program 2003 49th Ave Storm Imp 2009 Water Programs Draw 1

221,210.36 28,213.77

116,020.58 9,619.95

230,467.60 29,467.38

106,763.34 8,366.34

240,120.69 30,776.70

97,110.25 7,057.02

250,186.74 32,144.20

87,044.20 5,689.52

260,683.84 33,572.46

76,547.10 4,261.26

271,630.66 35,064.18

65,600.28 2,769.54

53,690.43 40,400.52 11,242.83 133,547.55

18,429.73 15,031.08 4,035.23 47,115.99

55,774.56 42,083.81 11,728.71 139,054.46

16,345.60 13,347.79 3,549.35 41,609.08

57,939.59 43,837.23 12,235.60 144,789.12

14,180.57 11,594.37 3,042.46 35,874.42

60,188.67 45,663.73 12,764.39 150,760.99

11,931.49 9,767.87 2,513.67 29,902.55

62,525.05 47,566.31 13,316.02 156,979.84

9,595.11 7,865.29 1,962.04 23,683.70

64,952.12 49,548.17 13,891.51 163,455.98

7,168.04 5,883.43 1,386.55 17,207.56

133,547.55

47,115.99

139,054.46

41,609.08

144,789.12

35,874.42

150,760.99

29,902.55

156,979.84

23,683.70

163,455.98

17,207.56

72,700.83 16,009.25 88,710.08 88,710.08 705,378.16

4,180.32 900.61 5,080.93 5,080.93 233,257.31 938,635.47

2008 Reservoir Expansion (Credit Union) 2009 Reservoir Phase 2 draw 1 2010 Reservoir Phase 2 draw 2 2009 Water Programs Draw 2 South Sanitary Sewer

New Arena Oct 16 New Arena Dec 1 New Arena Dec 15 2003 Library Nov 17 2003 Library Dec 15

643,956.35

200,888.11 844,844.46

672,467.10

172,377.36 844,844.46

702,255.55

142,588.91 844,844.46

733,379.71

111,464.75 844,844.46

435,086.64

82,807.84 517,894.48

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 3 of 6 / 10/31/2016 11:52 AM

7-5

2029 DEBENTURE

Principal

2030 Interest

Principal

2031 Interest

Principal

2032 Interest

Principal

2033 Interest

Principal

2034 Interest

Principal

Interest

Town Office 2nd Floor

Police Building New 2006 Fire Truck Operations Facility Operations Facility (Draw #2)

155,446.51 55,956.00 211,402.51

5,371.67 5,012.04 10,383.71

57,729.66 57,729.66

3,238.38 3,238.38

59,559.35 59,559.35

1,408.69 1,408.69

36,164.89 18,097.26

22,694.97 12,071.56

37,695.71 18,901.84

21,164.15 11,266.98

39,291.32 19,742.18

19,568.54 10,426.64

40,954.47 20,619.89

17,905.39 9,548.93

42,688.02 21,536.62

16,171.84 8,632.20

44,494.95 22,494.11

14,364.91 7,674.71

17,381.98 71,644.13

9,034.06 43,800.59

17,962.08 74,559.63

8,453.96 40,885.09

18,561.54 77,595.04

7,854.50 37,849.68

19,181.02 80,755.38

7,235.02 34,689.34

19,821.16 84,045.80

6,594.88 31,398.92

20,482.67 87,471.73

5,933.37 27,972.99

2005 Street & Sidewalk 2005 RR243 Upgrade 2006 Street & Sidewalk 2007 Street & Sidewalk 2008 Street & Sidewalk 2010 Land Acquisition Draw 1 2010 Land Acquisition Draw 2 2009 Roads Program 2010 Land Acquisition (Draw #3) 2010 Design 50 Street (Draw #1) 2010 Design 50 Street (Draw #2) 2011 50 Street Construction (Draw #1) 2011 50 Street Construction (Draw #2)

2011 Street Improvement Program 2010 Street Program 2003 49th Ave Storm Imp 2009 Water Programs Draw 1

283,046.64 36,622.27

54,184.30 1,211.45

132,289.29

44,123.47

137,154.39

39,258.37

80,755.38

34,689.34

84,045.80

31,398.92

87,471.73

27,972.99

67,473.40 51,612.60 14,491.86 170,200.13

4,646.76 3,819.00 786.20 10,463.41

70,092.70 53,763.04 7,479.29 131,335.03

2,027.46 1,668.56 159.74 3,855.76

170,200.13

10,463.41

131,335.03

3,855.76

2008 Reservoir Expansion (Credit Union) 2009 Reservoir Phase 2 draw 1 2010 Reservoir Phase 2 draw 2 2009 Water Programs Draw 2 South Sanitary Sewer

New Arena Oct 16 New Arena Dec 1 New Arena Dec 15

2003 Library Nov 17 2003 Library Dec 15

453,246.77

64,647.71 517,894.48

263,624.32

47,979.23 311,603.55

137,154.39

39,258.37 176,412.76

80,755.38

34,689.34 115,444.72

84,045.80

31,398.92 115,444.72

87,471.73

27,972.99 115,444.72

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 4 of 6 / 10/31/2016 11:52 AM

7-6

2035 DEBENTURE

Principal

2036 Interest

Principal

2037 Interest

Principal

2038 Interest

Principal

2039 Interest

Principal

2040 Interest

Principal

Interest

Town Office 2nd Floor

Police Building New 2006 Fire Truck Operations Facility Operations Facility (Draw #2) 2005 Street & Sidewalk 2005 RR243 Upgrade 2006 Street & Sidewalk 2007 Street & Sidewalk 2008 Street & Sidewalk 2010 Land Acquisition Draw 1 2010 Land Acquisition Draw 2

46,378.36 23,494.16

12,481.50 6,674.66

48,341.49 24,538.68

10,518.37 5,630.14

50,387.73 25,629.62

8,472.13 4,539.20

52,520.58 26,769.07

6,339.28 3,399.75

54,743.70 27,959.19

4,116.16 2,209.63

57,061.49 29,202.05

1,798.37 966.77

21,166.26 91,038.78

5,249.78 24,405.94

21,872.66 94,752.83

4,543.38 20,691.89

22,602.64 98,619.99

3,813.40 16,824.73

23,356.97 102,646.62

3,059.07 12,798.10

24,136.49 106,839.38

2,279.55 8,605.34

24,942.02 111,205.56

1,474.02 4,239.16

2009 Roads Program 2010 Land Acquisition (Draw #3) 2010 Design 50 Street (Draw #1) 2010 Design 50 Street (Draw #2) 2011 50 Street Construction (Draw #1) 2011 50 Street Construction (Draw #2)

2011 Street Improvement Program 2010 Street Program 2003 49th Ave Storm Imp

91,038.78

24,405.94

94,752.83

20,691.89

98,619.99

16,824.73

102,646.62

12,798.10

106,839.38

8,605.34

111,205.56

4,239.16

2009 Water Programs Draw 1 2008 Reservoir Expansion (Credit Union) 2009 Reservoir Phase 2 draw 1 2010 Reservoir Phase 2 draw 2 2009 Water Programs Draw 2

South Sanitary Sewer

New Arena Oct 16 New Arena Dec 1 New Arena Dec 15 2003 Library Nov 17 2003 Library Dec 15

91,038.78

24,405.94 115,444.72

94,752.83

20,691.89 115,444.72

98,619.99

16,824.73 115,444.72

102,646.62

12,798.10 115,444.72

106,839.38

8,605.34 115,444.72

111,205.56

4,239.16 115,444.72

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 5 of 6 / 10/31/2016 11:52 AM

7-7

2041 DEBENTURE

Principal

2042 Interest

Principal

2043 Interest

Principal

Interest

Town Office 2nd Floor

641.28 641.28

641.28

25,774.76 25,774.76

2010 Design 50 Street (Draw #1) 2010 Design 50 Street (Draw #2) 2011 50 Street Construction (Draw #1) 2011 50 Street Construction (Draw #2) 2011 Street Improvement Program 2010 Street Program 2003 49th Ave Storm Imp

25,774.76 2009 Water Programs Draw 1 2008 Reservoir Expansion (Credit Union) 2009 Reservoir Phase 2 draw 1 2010 Reservoir Phase 2 draw 2 2009 Water Programs Draw 2 South Sanitary Sewer

New Arena Oct 16 New Arena Dec 1 New Arena Dec 15 2003 Library Nov 17 2003 Library Dec 15

25,774.76

641.28 26,416.04

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 OS Debentures (Workshop) / 6 of 6 / 10/31/2016 11:52 AM

7-8

MEMORANDUM TO:

Budget Committee

FROM:

General Manager, Corporate Services

DATE:

November 4, 5, and 6, 2016

SUBJECT:

Projected Growth and Mill Rate Calculation (Assumptions and Estimates)

File: 0148-S01

Based on 2016 Permits and Value of Construction we anticipate that the project growth net of 2016 assessment adjustments will be as follows: Percentage (New Growth net of 2016 Reassessments) 1.85% 2.07% 1.87%

Value $51,930,454 $1,798,745 $51,288,469

Tax generated(1) $277,100 $27,700 $304,800

Residential Non-Residential Total Projected (1) The tax generated is based on applying the 2016 Mill Rate to the projected 2016 assessment growth. Looking back, the Town has approved the following tax increases: Year Average Tax Increase

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

3.2%

3.1%

2.0%

5.0%

4.0%

3.5%

4.0%

4.75%

2.34%

We estimate the impact of potential tax increases in increments of one percent as follows: On Residential Properties (Average Assessment of $447,662) Per Per Total Budget Household Household Increase Impact Yearly Monthly 1% $165,529 $26.71 $2.23 2% $331,058 $53.42 $4.45 3% $496,587 $80.14 $6.68 4% $662,116 $106.85 $8.90 5% $827,645 $133.56 $11.13 6% $993,174 $160.27 $13.36 7% $1,158,703 $186.98 $15.58

On Non-Residential Properties Per $100,000 Assessment Yearly $8.13 $16.27 $24.43 $32.56 $40.70 $48.84 $56.98

Based on the projected growth for 2016, net of 2016 assessment adjustments, the average single family residential assessment is estimated to decrease from $448,773 to $447,662 for 2017. An analysis and graphical presentation of residential (single-family) and non-residential assessments and construction values; vacant residential and non-residential parcel values; and, assessment history have been provided for information.

M_2017 - 2016 Projected Assessment For 2017 Tax Year

8-1

Town of Beaumont Assessment Analysis ~ Single Family Construction ~ Tax Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 - Aug

Units/Permits 311 437 284 59 140 223 229 209 124 151 155 109

Construction Value 56,301,506 94,862,064 71,640,847 19,258,862 35,673,063 58,704,399 61,575,446 62,606,561 37,086,704 42,671,548 41,830,618 29,562,029

Average 181,034 217,076 252,257 326,421 254,808 263,248 268,888 299,553 299,086 282,593 269,875 271,211

Increase 19.90% 16.20% 29.40% -21.90% 3.30% 2.10% 11.40% -0.20% -5.50% -4.50% 0.50%

~ Residential Single Family Assessment ~ Tax Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Number of Parcels 2362 2588 2950 3507 3545 3651 3896 4141 4383 4619 4784 5023

Total Assessment 487,479,060 561,976,440 819,416,300 1,465,795,410 1,452,548,470 1,338,729,330 1,563,376,700 1,623,829,300 1,770,239,400 1,955,599,600 2,090,130,960 2,254,187,800

Average 206,384 217,147 277,768 417,963 409,746 366,675 401,277 392,135 403,888 423,382 436,900 448,773

Increase 5.20% 27.90% 50.50% -2.00% -10.50% 9.40% -2.30% 3.00% 4.80% 3.20% 2.70%

~ Vacant Residential Assessment ~ Tax Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Number of Parcels 418 534 658 696 924 825 686 576 446 493 493 678

Total Assessment 24,525,610 32,238,530 48,681,670 72,336,390 126,774,100 105,720,100 91,895,000 83,390,500 82,054,400 95,946,300 90,998,800 123,940,800

Average 58,674 60,372 73,984 103,932 137,201 128,146 133,958 144,775 183,978 194,617 184,582 182,804

Increase 2.90% 22.50% 40.50% 32.00% -6.60% 4.50% 8.10% 27.10% 5.80% -5.20% -1.00%

Assessment Analysis - (2017 Workshop) Data

8-2

Town of Beaumont Assessment Analysis ~ Commercial Construction ~ Tax Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 - Aug

Units/Permits 16 22 20 10 24 24 24 17 19 20

Construction Value 5,193,258 4,229,512 4,229,512 2,282,500 12,923,500 4,264,400 6,074,198 1,712,982 1,717,482 8,830,675

Average 324,579 192,251 211,476 228,250 538,479 177,683 253,092 100,764 90,394 441,534

Increase -40.80% 10.00% 7.90% 135.90% -67.00% 42.40% -60.20% -10.30% 388.50%

~ Non-Residential (Developed) Assessment ~ Tax Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Number of Parcels 35 37 42 44 44 56 59 70 72 73

Total Assessment 27,413,150 42,913,640 50,593,940 57,330,000 64,013,600 76,657,700 90,477,200 109,141,700 111,618,020 124,823,030

Average 783,233 1,159,828 1,204,618 1,302,955 1,454,855 1,368,888 1,533,512 1,559,167 1,550,250 1,709,905

Increase 48.10% 3.90% 8.20% 11.70% -5.90% 12.00% 1.70% -0.60% 10.30%

~ Vacant Non-Residential Assessment ~ Tax Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Number of Parcels 10 15 25 24 23 19 17 17 16 16

Total Assessment 4,638,620 13,047,820 17,483,300 18,264,400 16,340,200 12,120,800 15,113,500 11,957,000 13,355,600 14,852,900

Average 463,862 869,855 699,332 761,017 710,443 637,937 889,029 703,353 834,725 928,306

Increase 87.50% -19.60% 8.80% -6.60% -10.20% 39.40% -20.90% 18.70% 11.20%

Assessment Analysis - (2017 Workshop) Data

8-3

Town of Beaumont Average Single Family Residential Construction Value 500

350,000

450 300,000 400

350

300 200,000 250

Units

Average Dollars

250,000

150,000 200

150

100,000

100 50,000 50

0 2005

2006

2007

2008

2009

2010

Construction Value

2011

2012

2013

2014

2015

2016 Aug

Units/Permits

File: 0148-S01 2017 Assessment Analysis - (2017 Workshop)

8-4

Town of Beaumont Residential Single Family Assessments 500,000

6000

450,000 5000 400,000 350,000 300,000 250,000

3000

Parcels

Average Dollars

4000

200,000 2000 150,000 100,000 1000 50,000 0

0 2005

2006

2007

2008

2009

2010

Assessment

2011

2012

2013

2014

2015

2016

Parcels

148-S01 Assessment Analysis - (2017 Workshop)

8-5

Town of Beaumont Average Vacant Parcel Residential Value 1000

250,000

900

800

200,000

600

150,000

500

Parcels

Average Dollars

700

400

100,000

300

200

50,000

100

0 2005

2006

2007

2008

2009

2010

Total Average

2011

2012

2013

2014

2015

2016

Parcels

e: 0148-S01 17 Assessment Analysis - (2017 Workshop)

8-6

600,000

500,000

400,000

300,000

200,000

100,000

Units

Average Dollars

Town of Beaumont Average Commercial Construction Value

0 2007

2008

2009

2010

2011

Construction Value

2012

2013

2014

2015

2016 - Aug

Units/Permits

0148-S01 Assessment Analysis - (2017 Workshop)

8-7

Town of Beaumont Non-Residential (Developed) Assessments 1,800,000

1,600,000

1,400,000

50 1,000,000 40 800,000

Parcels

Average Dollars

1,200,000

30 600,000 20

400,000

200,000

0 2007

2008

2009

2010

2011

Assessment

2012

2013

2014

2015

2016

Parcels

148-S01 Assessment Analysis - (2017 Workshop)

8-8

Town of Beaumont Average Vacant Parcel Non-Residential Value 30

1,000,000

900,000 25 800,000

700,000

600,000

500,000

Parcels

Average Dollars

400,000 10 300,000

200,000 5 100,000

0 2007

2008

2009

2010

2011 Total Average

2012

2013

2014

2015

2016

Parcels

File: 0148-S01 2017 Assessment Analysis - (2017 Workshop)

8-9

Town of Beaumont Assessment History by Category Tax Year

Residential

Non-Residential

Assessment

Percentage Change (including inflation and growth)

2005

542,067,880

34,110,625

576,178,505

15.0%

2006

626,213,580

39,987,310

666,200,890

15.6%

2007

912,845,130

49,789,690

962,634,820

44.5%

2008

1,660,035,540

67,039,160

1,727,074,700

79.4%

2009

1,707,424,000

79,483,290

1,786,907,290

3.5%

2010

1,569,601,040

86,982,960

1,656,584,000

-7.3%

2011

1,791,915,700

91,868,940

1,883,784,640

13.7%

2012

1,851,363,500

101,121,520

1,952,485,020

3.6%

2013

2,000,540,100

120,042,930

2,120,583,030

8.6%

2014

2,215,095,000

136,056,860

2,351,151,860

10.9%

2015

2,355,767,460

140,995,760

2,496,763,220

6.2%

2016

2,589,876,970

155,563,360

2,745,440,330

10.0%

2017 Budget

2,637,781,464

160,074,335

2,797,855,799

1.9%

File: 0148-B01 Assessments History

8-10

Residential 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Budget

3000 2900 2800 2700 2600 2500 2400 2300 2200 2100 2000 1900 1800 1700 1600 1500 1400 1300 1200 1100 1000 900 800 700 600 500 400 300 200 100 0

475.5 542.1 626.2 912.8 1660 1707.4 1569.6 1791.9 1851.4 2000.5 2,215 2,356 2,590 2637.8

Non-ResideTotal 25.7 34.1 40 49.8 67 79.5 87 91.9 101.1 120 136 141 156 160.1

501.2 576.2 666.2 962.6 1727.1 1786.9 1656.6 1883.8 1952.5 2120.6 2,351 2,497 2,745 2797.9

Town of Beaumont Assessment History by Category

Non-Residential

Residential

Attachment 2

Total

8-11

Priority Base Budgeting Project Timelines (November 4, 2016) The following table highlights the project timelines:

Actions

Resources

Timeline

PBB “Orientation” to Elected Officials

Elected Officials and Leadership

Program Inventory Training Workshop

Department Staff and Finance

May 2015

Develop Program Inventories

Department Staff and Finance

May-November 2015

Finalize Program Inventories

Finance and Department Staff

Results Identification / Validation Presentation

Leadership Team

December 2015

Results Identification / Validation Workshop/Definition Workshop Conduct Results Definition Survey

Centre for Priority Based Budgeting (CPBB), Elected Officials Elected Officials and Leadership Team CPBB, Elected Officials and Leadership Team CPBB, Residents of Beaumont

January 19, 2016

Review Elected Official Results Conduct Citizen Survey on Results Definitions

December 2013

Ongoing

January 29, 2016 to February 7, 2016 March 8, 2016 March 14, 2016 to April 1, 2016

Develop “Draft” Result Maps

CPBB

April 5, 2016

Finalize Result Maps

CPBB, Elected Officials and Leadership CPBB and Finance Staff and Department Staff

April 19, 2016

Program Costing Workshop

March/April 2016

Departments Develop Program Costs

Finance Staff and Department Staff

April 2016

Program Scoring Workshop

CPBB and Finance Staff and Department Staff

June 2016

Departments Participate in Program Scoring Process Peer Review Workshop

Finance Staff and Department Staff

July 2016

CPBB and Finance Staff and Department Staff Finance Staff and Department Staff

August 2016

Peer Review Teams Participate in Peer Review Process

September 2016

Finalize Peer Review and Program Costs

CPBB and Finance Staff and Department Staff

October 2016

Issue “Peer Review Exception Report” to Town

CPBB

October 2016

Create PBB Model: Resource Alignment Diagnostic Tool

CPBB

October 2016

Provide Model “Preview” to Town’s Leadership Team

CPBB and Leadership

November 2, 2016

Present Final Model to Council and Leadership Team

Centre for Priority Based Budgeting (CPBB), Elected Officials and Leadership

November 4, 2016

GREEN:

Milestone

Completed

YELLOW:

9-1

2017 Budget & Priority Based Budgeting  As part of the 2017 Budget Process, the Operating Budget Adjustments (OBA’s) and Capital Requests were ranked based on the Priority Based Budgeting quartile results, the Town’s Strategic Plan and established Categories.

Priority Based Budgeting - Next Steps:  November 4, 2016 – Priority Based Budgeting Presentation: The objective of the presentation is to provide an update to the Budget Committee regarding the Priority Based Budgeting process that has been undertaken and present information regarding the Resource Alignment Tool.  December 20, 2016 Governance and Priorities Committee Meeting: The Leadership Team, using the Resource Alignment Diagnostic Tool, that the Centre for Priority Based Budgeting will be presenting at the Budget Workshop on November 4, will identify and present five to ten programs currently being offered by the Town to the December 20, 2016 Governance and Priorities Committee to undergo a more detailed review. Rationale will be provided on the programs recommended for further review. The results of this program review will be presented and considered at the 2017 Spring Planning Workshop.  2017 Spring Planning Workshop: The Budget Committee will review the recommendations from Administration based on the programs identified at the December 20, 2016 Governance and Priorities Committee.

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11/3/2016

Priority Based Budgeting

Presentation of “Resource Alignment Diagnostic Tool” TOWN of BEAUMONT, ALBERTA Jon Johnson & Chris Fabian November 4, 2016 1

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Achieving Fiscal Health & Wellness A Strategic Initiative Fiscal Health

Long-term Fiscal Wellness

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11/3/2016

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11/3/2016

Why Priority Based Budgeting?  Better depicts and communicates organization’s financial/budget information to inform decision‐making

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11/3/2016

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11/3/2016

GOVERNING "Failure to understand financial outcomes is more dangerous to states and localities than ever, and thereâ&#x20AC;&#x2122;s a big gap between what public leaders know about finance and what they need to know.â&#x20AC;? http://www.governing.com/finance101/gov-financial-illiteracy-feature.html

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11/3/2016

Why Priority Based Budgeting?  Better depicts and communicates organization’s financial/budget information to inform decision‐making

 Avoids traditional “across the board” approach

9-9

11/3/2016

From 2007

Across the Board Cuts Address $14.5 Billion Shortfall  California Governor’s Office: “Across-the-board

approach spreads reductions as evenly as possible so no single program gets singled out.”  Reaction: “the governor’s approach would be like

a family deciding to cuts its monthly mortgage payment, dining-out tab and Netflix subscription each by 10%, rather than eliminating the restaurant and DVD spending in order to keep up the house payments.”

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11/3/2016

According to Moody’s:  Across-the-Board versus Targeted Budget Cuts  “Across-the-board cuts can be a way to avoid

tough decisions”  “Targeted cuts require a serious discussion of community values, relative benefits of different services, and long-term implications”

 Moody's wants to see how local governments

plan for and respond to financial challenges over the long term  “Making targeted cuts can demonstrate a more

strategic approach to managing the fiscal crisis”

9-11

11/3/2016

Why Priority Based Budgeting?  Better depicts and communicates organization’s financial/budget information to inform decision‐making

 Avoids traditional “across the board” approach  Ensures organization is “fiscally prepared” for whatever is ahead

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11/3/2016

CITY OF JOPLIN, MISSOURI

“Monster Twister Destroys City” (But the rest of the City still needed full City services)

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11/3/2016

City of Joplin, Missouri â&#x20AC;&#x153;Monster Twister Destroys Cityâ&#x20AC;? (But the rest of the City still needed full City services)

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11/3/2016

Why Priority Based Budgeting?

 Better depicts and communicates organization’s financial/ budget information to inform decision‐making

 Avoids traditional “across the board” approach  Ensures organization is “fiscally prepared” for whatever is ahead

 Ensures resource allocation (Budget) is aligned with community expectations (Results)

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11/3/2016

City of Kalamazoo, Michigan

Budget Allocation - Community Results

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11/3/2016

Why Priority Based Budgeting?

 Better depicts and communicates organization’s financial/ budget information to inform decision‐making

 Avoids traditional “across the board” approach  Ensures organization is “fiscally prepared” for whatever is ahead

 Ensures resource allocation (Budget) is aligned with community expectations (Results)

 Allows organization to “see” things in a different way and apply a more diagnostic approach

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11/3/2016

BRINGING VISION INTO FOCUS WITH A NEW “LENS”

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11/3/2016

Who is Looking through the “New Lens”

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11/3/2016

We Must “See” the Difference

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11/3/2016

Why Priority Based Budgeting?  Better depicts and communicates organization’s financial/ budget information to inform decision‐making

 Avoids traditional “across the board” approach  Ensures organization is “fiscally prepared” for whatever is ahead  Ensures resource allocation (Budget) is aligned with community expectations (Results)

 Allows organization to “see” things in a different way and apply a more diagnostic approach

 Aligns with current best practices in local government 19

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11/3/2016

Start with “Why” What Every organization on the planet knows WHAT they do. These are Products they sell or the services they offer.

How Some Organizations know HOW they do it. These are things that make them special or set them apart from their competition

Why Very few Organizations know WHY they do what they do. WHY is not about making money. That’s a result. It’s a purpose, cause or belief. It’s the very reason your organization exists. 23

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11/3/2016

Start with “Why” Fiscal Health and Program Budgeting Assess Financial Reality  “WHAT is our “picture of Fiscal Health”?” Identify Programs and Services  “WHAT exactly do we do?” Estimate Costs of Programs and Services  “HOW much does it cost to do what we do”?

Results and Result Definitions Identify and Establish Results  “WHY do we exist and what are we in business to do?” Clarify Results Definitions  “HOW will we achieve our Results?”

Putting it All Together – Resource Allocation Evaluate

Programs Based on Results  “WHAT is of the highest importance?” Allocate Resources Based on Community Priorities  “WHAT, HOW and WHY can we “see” differently?”

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11/3/2016

Developing Program Inventories

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11/3/2016

Identifying Programs & Program Costs “Inventorying all of a government’s services into a list of programs is the most difficult part of the process, but for many, it is the most illuminating. By costing out and rethinking the budget in terms of what specific services a government provides, decision-makers gain valuable information about what they actually do and how much each unit costs to produce.”

 447 Town Wide Programs   

$31,921,927

430 Direct Programs 9 Department Administration Programs 8 Fixed Cost Programs

 357 Community Programs  351 Direct & Multiple; 6 Administrative; 3 Fixed  87% of ongoing Town budget

$ 27,737,261

 90 Governance Programs  82 Direct & Multiple; 3 Administrative; 5 Fixed  13% of ongoing Town budget

$ 4,184,666

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11/3/2016

Town of Beaumont, Alberta Distribution by Department DISTRIBUTION by DEPARTMENT

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11/3/2016

Town of Beaumont, Alberta Basic Program Attributes  Mandated to Provide the Program  Reliance on the Town to Provide the

Program  Cost Recovery of Program  Portion of Community Served by the

Program  Change in Demand for the Program 28

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Basic Program Attributes:

Mandated to Provide Program

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11/3/2016

Basic Program Attributes:

Reliance on Town to Provide Program

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11/3/2016

Basic Program Attributes:

Cost Recovery of Program

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11/3/2016

Basic Program Attributes: Portion of Community Served by Program

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11/3/2016

Basic Program Attributes:

Change in Demand for Program

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11/3/2016

Town of Beaumont, Alberta Community Results  Environmental Stewardship  Inclusive, Diverse and Welcoming Family-Oriented

Community with a Strong French Heritage  Managed, Well-Planned Smart Growth and

Diversified Development  Recreational, Cultural and Leisure Opportunities  Reliable Infrastructure and Effective Mobility  Safe and Secure Community  Vibrant Local Economy and Destination of Choice 34

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11/3/2016

Town of Beaumont, Alberta

Budget Allocation - Community Results

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11/3/2016

Town of Beaumont, Alberta

Well-Governed and Administered Town Results  Attracts, Develops, Equips, Values and Retains Engaged Professionals

Dedicated to Service Excellence  Ensures Financial Sustainability, Operational Excellence, Trust and

Transparency through Accountability, Integrity, Efficiency, Continuous Improvement and Innovation  Protects, Manages, Optimizes and Invests in its Human, Financial,

Physical and Technology Resources  Provides Assurance of Regulatory, Policy and Safety Compliance to

Minimize and Mitigate Risk  Provides Responsive and Accessible Leadership, Facilitates Timely

and Effective Two-Way Communication and Utilizes Input from all Stakeholders  Supports Decision-Making with Timely and Accurate Short-Term and

Long Range Analysis that Enhances Vision and Planning 36

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11/3/2016

Town of Beaumont, Alberta

Budget Allocation - Governance Results SPENDING TOWARDS GOVERNANCE RESULTS $3,000,000

$2,500,000

$2,584,520 $2,412,551

$2,384,440

$2,000,000

$1,908,698 $1,500,000

$1,000,000

$1,045,866 $793,296

$500,000

Ensures Financial Sustainability, Provides Assurance of Supports Decision‐Making with Protects, Manages, Op mizes Provides Responsive and Opera onal Excellence, Trust Regulatory, Policy and Safety Timely and Accurate Short‐ and Invests in its Human, Accessible Leadership, and Transparency through Compliance to Minimize and Term and Long‐Range Analysis Financial, Physical and Facilitates mely and Effec ve Accountability, Integrity, Mi gate Risk that Enhances Vision and Technology Resources Two‐Way Communica on and Efficiency, Con nuous Planning U lizes Input from all Improvement and Innova on Stakeholders

A racts, Develops, Equips, Values and Retains Engaged Professionals Dedicated to Service Excellence

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11/3/2016

Town of Beaumont, Alberta Engages the community in providing for the renewal of the environment through waste reduction, recycling, reuse , conservation education, and quality refuse disposal Promotes and encourages strategically planned, welldesigned and future-focused development and construction that incorporates environmentally sustainably "green" practices and initiatives

Preserves, protects and safeguards its parks, open spaces, green spaces, urban forests, wildlife habitats and other natural resources for the enjoyment of future generations

Environmental Stewardship Actively promotes, regulates and maintains a clean, orderly and visually appealing community Conserves and protects its water resources, ensures the delivery of safe, clean drinking water, effectively manages stormwater run-off and efficiently provides wastewater treatment

Promotes and enhances public awareness of environmental sustainability practices; energy efficiency and conservation and alternative energy utilization and mobility options

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11/3/2016

Town of Beaumont, Alberta Provides and supports events, programs and venues that enrich, entertain and connect the community Actively encourages community input, involvement and partnerships that ensures access to quality education, increases volunteer opportunities, achieves a shared vision and instills a sense of pride and belonging

Fosters a welcoming, inclusive, and family-focused culture that embraces diversity and ensures residents feel safe, connected and accepted as they establish roots in the community

Inclusive, Diverse and Welcoming Family-Oriented Community with a Strong French Heritage

Offers safe, accessible, affordable and wellmaintained indoor and outdoor a recreational facilities and programs that meet the needs of a multigenerational community

Celebrates and preserves Its French culture, heritage and traditions by providing programs, information, education and visual reminders of this unique character

Ensures access to programs and services that provide for the basic, day-to-day health, welfare, housing and socioeconomic needs of its residents, especially those who are less fortunate

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11/3/2016

Town of Beaumont, Alberta

Fosters a strong sense of community satisfaction, creates an environment of trust and collaboration and focuses on the strengthening of regional and inter-agency partnerships to enhance its quality of life

Provides and plans for a safe, healthy and connected community with inclusive neighbourhoods offering diverse housing options and access to basic services and quality amenities that meet the changing needs of its multigenerational residents

Builds, maintains and invests in a well-planned infrastructure system (water, sewer, transportation) that supports both existing needs and future expansion requirements

Managed, WellPlanned Smart Growth and Diversified Development

Proactively and collaboratively develops and consistently follows integrated and future-focused zoning, land use, annexation and comprehensive master plans that meet the long-range needs of the community

Encourages and supports wellplanned, innovatively designed, well-balanced and economically sustainable commercial and residential development and redevelopment that reflects the community's unique character

Offers a vibrant, visually appealing community that attracts new business and showcases its French heritage

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11/3/2016

Town of Beaumont, Alberta Ensures the protection, long-term sustainability, and enjoyment of its public lands, open spaces, parks and other natural resources

Partners with the community to provide and promote a diverse offering of affordable year-round leisure time activates and events, offering opportunities for cultural enrichment and entertainment to residents and visitors

Recreational, Cultural and Leisure Opportunities

Promotes a healthy lifestyle by providing convenient, safe, accessible and wellmaintained parks, biking trails, walking paths and other outdoor recreation venues for all ages and abilities

Plans for and provides a wide range of well-maintained recreational facilities and diverse recreational activities that meet the interests and needs of a growing, multigenerational community

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11/3/2016

Town of Beaumont, Alberta

Promotes and supports a variety of accessible and convenient regionally connected public transit options that enhance the livability of the community

Offers safe, well-maintained mobility alternatives for pedestrians and cyclists that are accessible and connected

Designs, constructs, enhances and invests in a safe, reliable, wellmaintained and accessible roadway and sidewalk infrastructure network

Reliable Infrastructure and Effective Mobility

Builds, operates, maintains and enhances quality public facilities

Manages and operates a transportation system that offers safe travel, ensures efficient traffic flow, eases congestion and enhances connectivity

Provides well-maintained utility infrastructure that delivers safe, clean water, effectively controls stormwater drainage and efficiently manages sewer treatment

Partners with the community to collaboratively develop long-range plans for responsible growth, ensuring that current and future infrastructure needs are adequately met

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11/3/2016

Town of Beaumont, Alberta Offers protection from harm and wrong-doing, enforces the all laws and regulations, promptly responds to calls for service, and is adequately prepared and equipped for all emergency situations

Provides for a well-designed, well-maintained transportation network that ensures safe traffic flow and offers safe mobility for motorists, pedestrians and cyclists

Builds an informed and engaged community that shares in the responsibility for its safety and well-being

Fosters a feeling of personal safety and physical security, offering a visible, approachable and accessible presence that responds to community concerns

Safe and Secure Community Focuses on proactive prevention, intervention and safety education activities that promote positive youth development and assist those whose basic well-being is at risk

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11/3/2016

Town of Beaumont, Alberta Partners to recruit, retain and expand a balanced mix of diverse businesses that enhance and sustain the Town's economy and markets its unique character Promotes an attractive, safe and inviting place to live and work, ensuring access to quality education, amenities and broad-based basic services that meet the day-today needs of the community

Encourages and sustains a diverse balance of retail, dining, entertainment, cultural and leisure opportunities that attracts visitors and maintains a quality lifestyle for its residents

Vibrant Local Economy and Destination of Choice

Supports a balanced mix diverse and well-planned development with sufficient infrastructure that emphasizes its French-themed character and meets the needs of the community both now and in the future

Encourages local enterprise and promotes business development and growth through efficient, business-friendly processes, shared resources, community partnerships and the creation of a favorable economic environment

Cultivates and contributes to increased Centre-Ville vibrancy and vitality with a unique focus on its French heritage, making it a destination point for residents and visitors alike

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11/3/2016

Town of Beaumont, Alberta Attracts, Develops, Equips, Values and Retains Engaged Professionals Dedicated to Service Excellence

Supports Decision-Making with Timely and Accurate Short-Term and Long-Range Analysis that Enhances Vision and Planning

Provides Responsive and Accessible Leadership, Facilitates timely and Effective Two-Way Communication and Utilizes Input from all Stakeholders

Well-Governed and Administered Town

Ensures Financial Sustainability, Operational Excellence, Trust and Transparency through Accountability, Integrity, Efficiency, Continuous Improvement and Innovation

Protects, Manages, Optimizes and Invests in its Human, Financial, Physical and Technology Resources

Provides Assurance of Regulatory, Policy and Safety Compliance to Minimize and Mitigate Risk

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11/3/2016

Program Scoring :

â&#x20AC;&#x153;Valueâ&#x20AC;? of Programs based on their influence on Results and Basic Program Attributes

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11/3/2016

Peer Review Process (Quality Control)

 Cross‐functional teams (“jury of your peers”) each

assigned one Result  Team reviews program scores for only that Result  Team determines if it “agrees” or “disagrees” with the department score 

If disagrees, seeks additional information from department

 Team recommends final score  Recommends using department score  Recommends a higher or lower score

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11/3/2016

Defining Quartile Groupings Q4

Quartile 4: 20 Programs

Quartile 3:

Quartile 1:

80 Programs

102 Programs

Quartile 2: 146 Programs

Key: Programs are grouped into Quartiles (not ranked, one versus the other). Quartiles are defined using standard deviation Town of Beaumont Community Programs 50

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11/3/2016

Allocate Resources Based on Prioritization 102 Programs

146 Programs

80 Programs

20 Programs

Town of Beaumont Community Programs

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11/3/2016

“Resource Alignment Diagnostic Tool” Town of Beaumont, Alberta

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11/3/2016

Thank You !

Jon Johnson, Co‐Founder

Chris Fabian, Co‐Founder

jjohnson@pbbcenter.org

cfabian@pbbcenter.org

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11/3/2016

Basic Program Attributes:

Mandated to Provide Program â&#x20AC;˘ Programs that are mandated by another level of government (i.e.

federal, provincial or county) will receive a higher score for this attribute compared to programs that are mandated solely by the Town or have no mandate whatsoever. â&#x20AC;˘ The grading criterion established to score programs, on a 0 to 4 scale is as follows: o 4 = Required by Federal, Provincial or County legislation o 3 = Required by Charter or incorporation documents OR to comply with regulatory agency standards o 2 = Required by Code, ordinance, resolution or policy OR to fulfill executed franchise or contractual agreement o 1 = Recommended by national professional organization to meet published standards, other best practice o 0 = No requirement or mandate exists 54

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11/3/2016

Basic Program Attributes:

Reliance on Town to Provide Program â&#x20AC;˘ Programs for which residents, businesses and visitors can look only to the

Town to obtain the service will receive a higher score for this attribute compared to programs that may be similarly obtained from another intergovernmental agency or a private business. â&#x20AC;˘ The grading criterion established to score programs, on a 0 to 4 scale is as follows: o 4 = Town is the sole provider of the program and there are no other public o o o o

or private entities that provide this type of service 3 = Town is currently the sole provider of the program but there are other public or private entities that could be contracted to provide a similar service 2 = Program is also offered by another governmental, non-profit or civic agency 1 = Program is offered by other private businesses but none are located within the Town limits 0 = Program is also offered by other private businesses located within the Town limits 55

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Basic Program Attributes:

Change in Demand for Program •

Programs demonstrating an increase in demand or utilization will receive a higher score for this attribute compared to programs that show no growth in demand for the program. Programs demonstrating a decrease in demand or utilization will actually receive a minus score for this attribute.

•

The grading criterion established to score programs, on a -4 to 4 scale is as follows:  4 = Program experiencing a SUBSTANTIAL increase in demand of 25% or more  3 = Program experiencing a SIGNIFICANT increase in demand of 15% to 24%  2 = Program experiencing a MODEST increase in demand of 5% to 14%  1 = Program experiencing a MINIMAL increase in demand of 1% to 4%  0 = Program experiencing NO change in demand  -1 = Program experiencing a MINIMAL decrease in demand of 1% to 4%  -2 =Program experiencing a MODEST decrease in demand of 5% to 14%  -3 =Program experiencing a SIGNIFICANT decrease in demand of 15% to 24%  -4 =Program experiencing a SUBSTANTIAL decrease in demand of 25% or more 56

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Basic Program Attributes:

Cost Recovery of Program  Programs that demonstrate the ability to “pay for themselves” through user fees, intergovernmental grants or other user-based charges for services will receive a higher score for this attribute compared to programs that generate limited or no funding to cover their cost.

 The grading criterion established to score programs, on a 0 to 4 scale is as follows:  4 = Fees generated cover 75% to 100% of the cost to provide the program

 3 = Fees generated cover 50% to 74% of the cost to provide the program

 2 = Fees generated cover 25% to 49% of the cost to provide the program

 1 = Fees generated cover 1% to 24% of the cost to provide the program

 0 = No fees are generated that cover the cost to provide the program 57

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Basic Program Attributes: Portion of Community Served by Program • Programs that benefit or serve a larger segment of the Town’s residents, businesses and/or visitors will receive a higher score for this attribute compared to programs that benefit or serve only a small segment of these populations.

• The grading criterion established to score programs, on a 0 to 4 scale is as follows:  4 = Program benefits/serves the ENTIRE community (100%)  3 = Program benefits/serves a SUBSTANTIAL portion of the community (at least 75%)

 2 = Program benefits/serves a SIGNIFICANT portion of the community (at least 50%)

 1 = Program benefits/serves SOME portion of the community (at least 10%)

 0 = Program benefits/serves only a SMALL portion of the community (less than 10%)

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TOWN OF BEAUMONT 2017 CONSOLIDATED STATEMENT OF OPERATIONS

REVENUES Net municipal taxes Library taxes Government transfers for operating User fees and sales of goods Franchise fees Rentals Licenses, permits and fines Penalties and costs of taxes Investment income Contributions from other groups EXPENSES Legislative Administration Finance, human resources and information technology Protective services Transportation, roads and streets Water supply and distribution Wastewater treatment and disposal Waste management Family services Planning and development Recreation and parks Library

EXCESS (SHORTFALL) OF REVENUE OVER EXPENSES BEFORE ADJUSTMENTS ADD: Amortization Debenture payment funded through equity in capital Drawn from reserves Transfer from surplus LESS: Debenture principal Debenture principal - payment funded by offsite levies Transfer to surplus Transfer to reserves

EXCESS (SHORTFALL) OF REVENUE OVER EXPENSES

2017 Budget Workshop Waste Mgt. Total Utilities

Water

Sewer

Operating

Total

$0 0 0 3,169,000 0 0 0 25,000 0 0 3,194,000

$0 0 0 2,376,400 0 0 0 0 0 0 2,376,400

$0 0 0 1,822,900 0 0 0 0 0 0 1,822,900

$0 0 0 7,368,300 0 0 0 25,000 0 0 7,393,300

$16,617,000 666,000 1,575,000 3,314,800 1,330,300 1,281,300 1,643,600 245,000 250,000 23,100 26,946,100

$16,617,000 666,000 1,575,000 10,683,100 1,330,300 1,281,300 1,643,600 270,000 250,000 23,100 34,339,400

0 0 0 0 0 3,113,600 0 0 0 0 0 0 3,113,600

0 0 0 0 0 0 2,047,400 0 0 0 0 0 2,047,400

0 0 0 0 0 0 0 1,822,900 0 0 0 0 1,822,900

0 0 0 0 0 3,113,600 2,047,400 1,822,900 0 0 0 0 6,983,900

981,700 1,111,500 1,490,900 5,102,400 10,774,300 0 0 0 3,197,700 1,695,600 8,470,700 981,900 33,806,700

981,700 1,111,500 1,490,900 5,102,400 10,774,300 3,113,600 2,047,400 1,822,900 3,197,700 1,695,600 8,470,700 981,900 40,790,600

80,400

329,000

409,400

(6,860,600)

(6,451,200)

416,000 0 34,900 217,800 668,700

195,800 0 0 0 195,800

0 0 0 0 0

611,800 0 34,900 217,800 864,500

7,596,400 0 386,600 371,600 8,354,600

8,208,200 0 421,500 589,400 9,219,100

104,800 217,800 0 426,500 749,100

53,800 0 0 471,000 524,800

0 0 0 0 0

158,600 217,800 0 897,500 1,273,900

955,200 0 0 1,004,700 1,959,900

1,113,800 217,800 0 1,902,200 3,233,800

($465,900)

2017 Budget (Workshop) 2017 Budget (WORKSHOP) 10/28/2016 3:31 PM

10-1

TOWN OF BEAUMONT 2017 OPERATING BUDGET REVIEW

General Fund Revenue Expenditure Surplus (Deficit) Add Deprecation and Transfer from Reserves Less Debenture Principal and Transfer to Reserves Surplus (Deficit)

Utility Fund Revenue Expenditure Surplus (Deficit) Add Deprecation and Transfer from Reserves Less Debenture Principal and Transfer to Reserves Surplus (Deficit)

31,654,500 (36,129,600) (4,475,100)

2016 Actual Budget (After Spring Planning) 32,861,600 (39,169,700) (6,308,100)

2017 Budget (PreWorkshop) 26,946,100 (33,806,700) (6,860,600)

5,818,300

6,250,100

8,207,700

8,354,600

(1,726,300)

(1,775,000)

(1,899,600)

(1,959,900)

-0-

(465,900)

2016 Budget (PreWorkshop)

2016 Budget (PostWorkshop)

2016 Actual Budget (After Spring Planning)

2017 Budget (PreWorkshop)

6,951,800 (6,580,900) 370,900

6,963,900 (6,600,400) 363,500

6,963,900 (6,652,700) 311,200

7,393,300 (6,983,900) 409,400

894,300

1,118,900

864,500

(1,265,200)

(1,257,800)

(1,430,100)

(1,273,900)

-0-

2016 Budget (PreWorkshop) 31,081,100 (35,173,100) (4,092,000)

2016 Budget (PostWorkshop)

The 2017 Draft Consolidated Budget, excluding capital expenditures reflects an operating shortfall of $465,900 after factoring $304,800 in additional taxes anticipated to be generated from 2016 assessment growth. The $465,900 shortfall is comprised of the following: Additional Taxation Revenues form Growth Net overall increase in annual operating costs Funding available for new services

Costs related to new services in 2017 Increase in RCMP funding (70-90%) budgeted over three years Commuter Transit Service to Edmonton starting September 1, 2017 Estimated operational costs related to new annexation area CCBCC Building Reserve Carbon Tax (Fuel - $13,500; Natural Gas - $29,000; Electricity - $0)

2017 Funding Shortfall prior to Operational Budget Adjustments

304,800 (38,800) 266,000

(122,100) (317,300) (150,000) (100,000) (42,500) (731,900) $

(465,900)

M_2017 Budget Preview

10-2

Another change reflected in the 2017 Consolidated Budget is that the operations of the Library have been consolidated into the Townâ&#x20AC;&#x2122;s budget based on the financial statement presentation adopted in 2015, which consolidated the Library operations in accordance with Public Sector Accounting Guidelines. Revenues When reviewing the charts and graphs provided, you will notice that there is a difference between the overall revenue numbers compared to the numbers presented in the Budget. The reason for the difference is that the Budget reflects the numbers based on Public Sector Accounting Guidelines and the charts and graphs are based on department totals. Overall operating revenues increased $955,100 from $25,991,000 to $26,946,100, after factoring out the Government Transfers for taxes in 2016 of $6,870,600 for the construction of the Community Centre, which was originally budgeted for as a grant to the CCBCC. The increase of $955,100 is comprised of the following: Increase in taxes generated from the projected growth for 2016

304,800

Increase in fees from the community centre, representing a full year of operations

314,800

Increase in anticipated franchise fees for 2017

146,400

Library revenues, previously not included in the Townâ&#x20AC;&#x2122;s consolidated budget

152,600

Transit Fees/ Passes

20,400

Net increase in other revenues $

16,100 955,100

Overall utility revenues increased from $6,963,900 to $7,393,300. The increase relates to the anticipated cost increases imposed by the Water and Wastewater Commissions, Landfill Authority and the anticipated cost increase of 3% for curbside collection, which is based on the current contract. The curbside collection contract is currently in a Request for Proposal process for the implementation of a new contract starting in the fall of 2017. Depending on the costs associated with Request for Proposals, the projected fee included in the 2017 Budget could be adjusted at Spring Planning. Expenses As with revenues, when reviewing the charts and graphs for expenses there is a difference between the overall expense numbers compart to the numbers presented in the Budget, in accordance with Public Sector Accounting Guidelines. Overall operating expenditures increased $1,507,600 from $32,299,100 to $33,806,700, after factoring out the grant expenditure for the construction of the Community Centre M_2017 Budget Preview

10-3

to the CCBCC. The following tables highlight, by service area, increases in expenditures, by object code, in excess of $5,000: Council/Non Departmental Council Costs relating to election – travel and per-diems Capital Regional Board (potential Beaumont Allocation) Advertising and Public Relations Adjusted Grants and Subsidies Amortization - Council Net increase in other costs

General Admin Intern wage costs Benefits – economic benefit Heavy Equipment Training to meet Provincial Regulations Interdepartmental process improvements Reallocation of Corporate Training Costs to Human Resources Annexation Costs Net increase in other costs

(45,000) (65,800) 10,000 6,000 (30,000) 150,000 700 25,900

Communications Citizen Satisfaction Survey (offset in revenue by transfer from reserve) Amortization Website redesign Net decrease in other costs

8,000 8,000 (16,500) (2,100) (2,600)

Economic Development Contract Services – corporate sponsorships (offset by corresponding increase in revenue) Consulting Fees – Business Attraction and Market Sector Study carryforward Net decrease in other costs

35,000 37,000 (3,800) 58,200

Safety Reduction in wage and benefit costs, resulting from transition of staff

Finance and Administration General Decrease in net internal cost recoveries Net decrease in other costs Office (Legislative Services Scanning clerk position – contracted out

7,700 13,500 9,700 8,000 5,100 4,200 48,200

(13,700) $

116,000

4,900 (7,400) (2,500) (15,100)

M_2017 Budget Preview

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Reduction in wage and benefit costs Election Costs, net of reduction in reserve allocation Increase in net internal cost recoveries Net increase in other costs

(10,300) 19,000 (15,700) 500 (21,600)

Town Office Increase in wage and benefit costs - reallocation of Internal Facility Staff time Reduction of maintenance and repairs, completed HVAC repairs Reduction in consulting fees (building envelop study) Increase in Amortization Increase in Power, Gas and Water Net increase in other costs

34,700 (112,000) (31,200) 6,000 7,900 3,300 (91,300)

Accounting Increase in property assessment fees Increase in net internal cost recoveries Net decrease in other costs

10,400 (15,500) (200) (4,300)

Finance Increase in net internal cost recoveries, net Net increase in other costs

(16,900) 800 (16,100)

Human Resources Reallocation of Corporate Training Costs from General Admin Driver abstracts; security checks; and, criminal record checks HR Corporate Initiatives Employee orientation and employee advisory committees Increase in net internal cost recoveries Net increase in other costs

30,000 5,000 4,500 5,000 (6,800) 3,800 41,500

Technology Increase in annual license and permit fees Presentation software licenses Tablet and Bylaw upgrades, offset by transfer from reserves Decrease in net internal cost recoveries Net decrease in other costs

27,100 9,600 14,000 3,600 (3,500) 50,800

Geographic Information Systems Increase in net internal cost recoveries Net decrease in other costs

(57,100) (2,300) (59,400) $

(102,900)

M_2017 Budget Preview

10-5

Protective Services General Manager, Community and Protective Services Increase in wage and benefit costs, reallocation of admin wages Decrease in net internal cost recoveries Net decrease in other costs

Police Decrease in wage and benefit costs Increase in RCMP contract fees from 70-90%, net Increase in annual RCMP contract fees Decrease in reserve allocation Net decrease in other costs

(13,700) 341,300 167,400 (89,400) (3,800) 401,800

RCMP Building Reduction of janitorial costs Net decrease in other costs

(22,500) (3,900) (26,400)

Fire Department Payout of debenture debt, including interest Increase in repair and maintenance cots Net increase in other costs

(20,700) 6,700 9,900 (4,100)

Fire Hall Decrease in wage and benefit costs - reallocation of Internal Facility Staff time Net decrease in other costs

(12,800) (2,600) (15,400)

Disaster Net increase in other costs

400

Bylaw (Municipal Enforcement) Increase in wage and benefit costs, reclassification of CPO position Increase in amortization Increase in internal cost recoveries Net decrease in other costs

Transportation and Infrastructure General Manager, Planning and Infrastructure Wage and benefit costs, reallocation of admin wages Decrease in net internal cost recoveries Net increase in other costs

7,000 11,500 (2,100) 16,400

10,700 12,900 6,500 (3,200) 26,900 $

399,600

(13,700) 28,800 2,900 15,100

M_2017 Budget Preview

10-6

Infrastructure Director Wage and benefit costs, admin coverage Increase in net internal cost recoveries Net increase in other costs Operations Building Increase in wage and benefit costs - reallocation of Internal Facility Staff time Increase in amortization Net decrease in other costs Roads Wage and benefit costs, reallocation of admin wages Decrease in material costs Decrease in power costs Increase in amortization Decrease in debt payments, including interest Increase in internal cost recoveries Net increase in other costs Engineering Services Wage and benefit costs Consulting fees, carryforward of DUDCP Water & Sanitary Sewer Upgrades, offset by transfer from 2016 Decrease in internal cost recoveries Net increase in other costs Project Manager Wage and benefit costs Decrease in internal cost recoveries Net increase in other costs Transit Licenses, permits and fees Advertising, marketing and promotions Contract with Edmonton Transit, starting September 1, 2017, includes a 20% contingency of $28,700 Materials and supplies, tickets, passes Transaction fees Annual reserve, pursuant to Edmonton Transit contract Internal cost recoveries Storm Wage and Benefit costs, reallocation of Field Operation time

7,700 (71,100) 1,400 (62,000)

6,300 59,900 (6,100) 60,100 (42,900) (21,500) (60,900) 232,600 (30,400) 72,000 4,400 153,300 31,800 25,000 (12,300) 400 44,900 21,100 (11,300) 4,700 14,500 15,000 38,000 174,100 10,000 600 90,000 377,700 27,700 355,400 99,100

M_2017 Budget Preview

10-7

Reduction of consulting fees - Blackmud Creek Watershed Study and completion of collection system modeling Increase in internal cost recoveries Net increase in other costs

Environmental Services Water Wage and benefit costs, reallocation of Field Operation time Increase in costs from water commission Decrease in utility costs Increase in annual repair and maintenance costs Increase in material costs Decrease in debt payments, including interest Increase in transfer to reserves Decrease in internal cost recoveries Net increase in other costs

(40,700) 22,300 9,600 90,300 $

674,500

(15,300) 107,000 (7,000) 15,700 24,700 (252,400) 59,700 (5,400) 6,100 (66,900)

Wastewater Wage and benefit costs, reallocation of Field Operation time Increase in costs from wastewater commission Increase in transfer to reserves Net increase in other costs

(15,800) 67,600 18,400 10,100 80,300

Solid Waste Increase in collection costs Increase in landfill processing costs Increase in internal cost recoveries Net increase in other costs

66,800 87,400 5,000 2,400 161,600

Environmental Services Decrease program expenses, rain barrel and composter purchases complete every other year Net decrease in other costs

Family Services FCSS Wage and benefit costs, conversion of consulting/contract services to a term position Decrease in contract services Decrease in consulting services Increase in grants and subsidies, home support outreach ($4,000)

(15,000) (3,100) (18,100) $

156,900

92,100 (22,700) (77,900) 5,000

M_2017 Budget Preview

10-8

Net decrease in other costs

(2,100) (5,600)

FCSS Building Decrease in wage and benefit costs - reallocation of Internal Facility Staff time Decrease in internal cost recoveries Net decrease in other costs

(12,800) (12,800) (100) (25,700)

Youth Increase in internal cost recoveries Net increase in other costs

13,000 2,900 15,900

Youth Centre Net increase in other costs

600

School Age Site Net decrease in other costs

(5,700)

Early Learning Site Net decrease in other costs

(33,500)

Cemetery Decrease in repair and maintenance costs, one-time repairs Net decrease in other costs

Planning and Engineering Planning and Engineering Director Wage and benefit costs, reallocation of admin wages Decrease in Consulting fees (MDP and MTP) Net increase in other costs Planning Services Wage and benefit costs, reallocation of admin wages Increase in internal cost recoveries Net decrease in other costs Development Services Wage and benefit costs, reallocation of admin wages Decrease in developer driven advertising fees Increase in miscellaneous contract services Decrease in transfer to reserves Net increase in other costs

(9,000) (1,200) (10,200) $

(64,200)

(67,800) (385,000) 4,300 (448,500) 9,900 9,800 (1,500) 18,200 46,100 (10,800) 20,000 (17,500) 300 38,100

M_2017 Budget Preview

10-9

Building Inspection Wage and benefit costs, reallocation of admin wages Decrease in contract inspection services Net increase in other costs

Recreation and Parks Parks and Recreation Director (PRD) Decrease in grants and subsidies Decrease in interest expense, allocated to specific service Increase in amortization Decrease in internal cost recoveries Net decrease in other costs

(38,800) (70,100) 900 (108,000) $

(500,200)

(11,600) (14,000) 9,100 (5,900) (500) (22,900)

Events Net increase in other costs

2,900

Programs Net increase in other costs

6,300

Aqua-fit Centre Wage and benefit costs Increase in membership and dues Decrease in stationary and supplies Decrease in program expenses and materials Increase in interest expense, previously allocated to PRD Decrease in internal cost recoveries Net increase in other costs Aqua-fit Building Decrease in wage and benefit costs - reallocation of Internal Facility Staff time Increase in consulting fees, facility assessment Net increase in other costs Park Maintenance Decrease in repair and maintenance costs Increase in contract services Decrease in rental costs Decrease in materials and supplies Decrease in utility costs Decrease in amortization Net decrease in other costs

6,800 5,000 (8,100) (21,000) 19,000 (10,200) 300 (8,200)

(10,400) 7,200 1,000 (2,200) (55,500) 20,000 (5,000) (9,300) (17,500) (24,000) (4,500) (95,800)

M_2017 Budget Preview

10-10

Parks Building Increase in wage and benefit costs - reallocation of Internal Facility Staff time Increase in amortization Net increase in other costs

17,600 5,900 3,500 27,000

Ken Nichol 1 Increase in wage and benefit costs - reallocation of Internal Facility Staff time Increase in utility costs Decrease in materials and supplies Increase in amortization Net decrease in other costs

24,900 19,700 (12,100) 49,200 (3,000) 78,700

Ken Nichol 2 Decrease in wage and benefit costs - reallocation of Internal Facility Staff time Increase in utility costs Decrease in materials and supplies Net increase in other costs

(31,400) 6,200 (13,100) 6,500 (31,800)

Library Increase per Library Budget

76,000

Library Building Net increase in other costs

65,700

Community Centre Wage and benefit costs, full year of operations Increase in insurance, full year of operations Increase in stationary and supplies, full year of operations Increase in parking and promotions, full year of operations Increase in utilities, full year of operations Increase in contract services, full year of operations Increase in repairs and maintenance, full year of operations Increase in amortization Reserve allocation Internal cost recoveries Net increase in other costs

200,000 13,300 10,000 6,700 70,500 33,300 37,800 220,000 100,000 26,700 15,200 733,500 $

829,900

M_2017 Budget Preview

10-11

The following table identifies changes in personal costs: Salaries and Wages 2016 Budget Increase in Library salaries and wages Community Centre, year round operations Reclassification of Community Peace Officer Conversion of FCSS contract/consulting services to a term position Intern position not budgeted for Scanning position â&#x20AC;&#x201C; contracting services Overall change in salaries and wages

$ Benefit Expenses 2016 Budget Increase in Library benefits Community Centre, year round operations Reclassification of Community Peace Officer Conversion of contract/consulting services to a term position Annual benefit increase

$ Travel and Training 2016 Budget Increase in Library travel and training Council travel, relating to the election Increase in Council memberships Heavy Equipment Training to meet Provincial Regulations Interdepartmental process improvements Net changes under $5,000

11,423,100 35,700 190,900 6,600 72,200 (45,000) (15,100) (40,500) 11,627,900 2,567,500 6,700 9,100 4,100 19,700 40,800 2,647,900 553,000 8,600 7,700 14,500 10,000 6,000 (2,300) 597,500

M_2017 Budget Preview

10-12

Operating Budget by Divisions or Departments Budget Year: 2017 & From Stage: <All> To Stage: <All> Division: <All> Account Type: Revenues

Description

Value

Percent

33,303,200

65.63%

104,100

0.21%

1,824,700

3.60%

298,500

0.59%

40 - Environmental Services

7,656,000

15.09%

50 - Family Services

1,972,300

3.89%

879,600

1.73%

4,701,800

9.27%

00 - Council/Non Departmental 10 - Finance & Admin 20 - Protective Services 30 - Transportation/Infrastructure

60 - Planning/Development 70 - Recreation/Parks

50,740,200

Oct 28, 2016 04:05 PM

Divisions or Departments (Pie Chart)

Page 1

10-13

Operating Budget by Divisions or Departments Budget Year: 2017 & From Stage: <All> To Stage: <All> Division: <All> Account Type: Expenses

Description

Value

Percent

00 - Council/Non Departmental

8,794,600

17.17%

10 - Finance & Admin

1,578,700

3.08%

20 - Protective Services

5,394,600

10.54%

11,470,800

22.40%

40 - Environmental Services

8,367,400

16.34%

50 - Family Services

3,198,700

6.25%

60 - Planning/Development

1,735,500

3.39%

10,665,800

20.83%

30 - Transportation/Infrastructure

70 - Recreation/Parks

51,206,100

Oct 28, 2016 04:07 PM

Divisions or Departments (Pie Chart)

Page 1

10-14

Budget Forecast by Division Budget Year 2017 vs 2016 Program

2016 Budget

2017 Budget

Change

% Change

15,549,200

8,794,600

(6,754,600)

-43.44%

10 - Finance & Admin

1,681,600

1,578,700

(102,900)

-6.12%

20 - Protective Services

4,995,000

5,394,600

399,600

8.00%

10,796,300

11,470,800

674,500

6.25%

40 - Environmental Services

8,210,500

8,367,400

156,900

1.91%

50 - Family Services

3,262,900

3,198,700

(64,200)

-1.97%

60 - Planning/Development

2,235,700

1,735,500

(500,200)

-22.37%

70 - Recreation/Parks

9,836,600

10,665,800

829,200

8.43%

56,567,800

51,206,100

(5,361,700)

-9.48%

00 - Council/Non Departmental

30 - Transportation/Infrastructure

Total

Oct 28, 2016 04:07 PM

Expenditure Estimates by Division

Page 1

10-15

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

000 - COUNCIL

6,871,600

1,000

(6,870,600)

-99.99%

010 - GEN ADM

32,577,800

33,142,200

564,400

1.73%

13,000

100.00%

Revenue

020 - COMM 030 - ECONDEV

90,000

147,000

57,000

63.33%

39,539,400

33,303,200

(6,236,200)

-15.77%

-87.80%

Expenditures 000 - COUNCIL

7,770,600

948,200

(6,822,400)

010 - GEN ADM

7,343,800

7,369,700

25,900

0.35%

93,300

90,700

(2,600)

-2.79%

252,700

310,900

58,200

23.03%

88,800

75,100

(13,700)

-15.43%

15,549,200

8,794,600

(6,754,600)

-43.44%

(23,990,200)

(24,508,600)

(518,400)

2.16%

020 - COMM 030 - ECONDEV 040 - SAFETY

Total

00 - Council/Non Departmental 2017 Expenditures by Sub-department

010 - GEN ADM

020 - COMM 030 - ECONDEV 040 - SAFETY 000 - COUNCIL

Oct 27, 2016 05:40 PM

Revenues and Expenditures by Sub-department

Page 1

10-16

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 27, 2016 05:40 PM

Revenues and Expenditures by Sub-department

Page 2

10-17

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

Expenditures 20 - Salaries and Wages

796,200

741,600

(54,600)

-6.86%

25 - Benefits Expense

242,800

171,900

(70,900)

-29.20%

28 - Travel and Training

176,200

175,100

(1,100)

-0.62%

30 - Materials and Supplies

19,700

20,500

800

4.06%

40 - Professional and Consulting Services

87,700

129,500

41,800

47.66%

228,900

401,300

172,400

75.32%

48 - Utilities

11,000

11,300

300

2.73%

50 - Amortization

12,200

25,300

13,100

107.38%

6,875,600

13,000

(6,862,600)

-99.81%

71,500

72,600

1,100

1.54%

258,000

250,000

(8,000)

-3.10%

0.00%

739,900

763,100

23,200

3.14% 2.39%

41 - Licenses Permits & Fees Expense

60 - Community Grants 61 - Program Expenses and Supplies 67 - Reserve Expense 68 - Interest on Debt 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

(421,900)

(432,000)

(10,100)

76 - Requisiton Taxes (Expenses)

6,451,400

15,549,200

8,794,600

(6,754,600)

Total

0.00%

(43.44) %

00 - Council/Non Departmental 2017 Expenditures by GL Category

76 - Requisiton Taxes… 75 - Recoverable Work…

20 - Salaries and Wages

70 - Recoverable Work…

25 - Benefits Expense

67 - Reserve Expense

28 - Travel and Training 30 - Materials and…

68 - Interest on Debt 61 - Program Expenses…

40 - Professional and… 41 - Licenses Permits &…

60 - Community Grants 50 - Amortization 48 - Utilities

Oct 27, 2016 05:41 PM

Expenditures by GL Category

Page 1

10-18

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

000 - Council User Fees & Goods Gov't Transfers for Capital 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 60 - Community Grants 70 - Recoverable Work (Expense)

Total

2017 Budget

$ (1,000) $ $ (6,870,600) $ 195,200 $ $ 12,400 $ $ 64,500 $ $ 7,300 $ $ 47,200 $ $ 29,300 $ $ 2,500 $ $ 1,700 $ $ 6,875,600 $ $ 534,900 $ $ 899,000 $

2016 Budget Revenues

Expenditures

Total

010 - Gen Admin Net Municipal Taxes Requisition Taxes User Fees & Sales of Goods Investment Income Penalties & Costs of Taxes Franchise & Concession Contracts Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue) 76 - Requisiton Taxes (Expenses)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(16,312,200) (6,451,400) (45,200) (250,000) (245,000) (1,183,900) (8,090,100) 313,600 156,800 75,700 3,600 20,000 56,300 3,900 10,500 50,000 250,000 181,600 (229,600) 6,451,400 (25,234,000)

Change

(1,000) $ $ 196,700 $ 10,300 $ 86,700 $ 8,200 $ 43,700 $ 33,900 $ 2,400 $ 6,800 $ 13,000 $ 546,500 $ 947,200 $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(16,617,000) (6,451,400) (40,300) (250,000) (245,000) (1,330,300) (8,208,200) 268,600 87,900 60,800 2,800 18,300 209,200 4,200 10,500 50,000 250,000 191,400 (235,400) 6,451,400 (25,772,500)

6,870,600 1,500 (2,100) 22,200 900 (3,500) 4,600 (100) 5,100 (6,862,600) 11,600 48,200

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(304,800) 4,900 (146,400) (118,100) (45,000) (68,900) (14,900) (800) (1,700) 152,900 300 9,800 (5,800) (538,500)

% Change 0% -100% 1% -17% 34% 12% -7% 16% -4% 300% -100% 2% 5%

% Change 2% 0% -11% 0% 0% 12% 1% -14% -44% -20% -22% -9% 272% 8% 0% 0% 0% 5% 3% 0% 2%

10-19

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

020 - Communications Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $

2017 Budget

$ $ $ $ $ $ $ $ $ 13,900 $ 8,000 11,900 $ (192,300) $ 93,300 $ 155,800 39,900 3,600 5,600 5,500 38,200 3,200

2016 Budget Revenues

Expenditures

030 - Econ Dev Rental Revenue Contributions from other groups Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $

Expenditures

Total

$ $ $ $ $ $ $ $

(75,000) $ (15,000) $ 86,400 $ 22,100 $ 22,300 $ 1,500 $ 15,000 $ 91,900 $ 1,400 $ 3,000 $ 9,100 $ 162,700 $

45,200 11,600 10,100 1,700 13,200 4,600 2,400 88,800

(13,000) 155,900 41,500 3,600 5,400 20,500 20,300 3,200 8,000 15,000

$ $ $ $ $ $ $ $ $ $ $ 13,900 $ (196,600) $ 77,700 $

2017 Budget

2016 Budget 040 - Safety 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 41 - Licenses Permits & Fees Expense 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Change

(110,000) $ $ (37,000) $ 86,400 $ 23,100 $ 14,600 $ 2,400 $ 47,000 $ 124,700 $ 1,500 $ 3,000 $ 8,200 $ 163,900 $

2017 Budget $ $ $ $ $ $ $ $

34,000 9,100 9,400 1,700 13,200 4,600 3,100 75,100

(13,000) 100 1,600 (200) 15,000 (17,900) 8,000 1,100 (8,000) 2,000 (4,300) (15,600)

(35,000) 15,000 (37,000) 1,000 (7,700) 900 32,000 32,800 100 (900) 1,200

Change $ $ $ $ $ $ $ $

(11,200) (2,500) (700) 700 (13,700)

% Change

0% 4% 0% -4% 273% -47% 0% 8% -100% 17% 2% -17%

% Change 47% -100% 0% 5% -35% 60% 213% 36% 7% 0% -10% 1%

% Change -25% -22% -7% 0% 0% 0% 29% -15%

10-20

(NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

15,500

200

(15,300)

-98.71%

Revenue 100 - ADM MGR 110 - OFFICE

15,000

100.00%

149,200

(149,200)

-100.00%

140 - HUMAN

17,000

0.00%

150 - TECH

60,900

71,900

11,000

18.06%

242,600

104,100

(138,500)

-57.09%

100 - ADM MGR

184,100

181,600

(2,500)

-1.36%

110 - OFFICE

109,000

87,400

(21,600)

-19.82% -22.84%

119 - TOWNBDG

Expenditures

119 - TOWNBDG

399,800

308,500

(91,300)

120 - ACCTING

340,000

335,700

(4,300)

-1.26%

130 - FINANCE

53,000

36,900

(16,100)

-30.38%

140 - HUMAN

85,200

126,700

41,500

48.71%

150 - TECH

361,500

412,300

50,800

14.05%

160 - GIS

149,000

89,600

(59,400)

-39.87%

1,681,600

1,578,700

(102,900)

-6.12%

1,439,000

1,474,600

35,600

2.47%

Total

Oct 27, 2016 07:04 PM

Revenues and Expenditures by Sub-department

Page 1

10-21

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 27, 2016 07:04 PM

Revenues and Expenditures by Sub-department

Page 2

10-22

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

1,441,400

1,427,300

(14,100)

-0.98%

344,400

378,200

33,800

9.81%

46,200

78,500

32,300

69.91%

Expenditures 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies

195,900

125,200

(70,700)

-36.09%

40 - Professional and Consulting Services

101,700

71,200

(30,500)

-29.99%

41 - Licenses Permits & Fees Expense

453,100

442,700

(10,400)

-2.30% 12.36%

48 - Utilities

69,600

78,200

8,600

50 - Amortization

78,000

79,500

1,500

1.92%

61 - Program Expenses and Supplies

76,000

143,000

67,000

88.16%

67 - Reserve Expense

70,200

65,200

(5,000)

-7.12% -24.39%

68 - Interest on Debt 69 - Debenture Principal 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

Oct 27, 2016 07:06 PM

4,100

3,100

(1,000)

21,600

22,600

1,000

4.63%

204,400

216,000

11,600

5.68%

(1,425,000)

(1,552,000)

(127,000)

1,681,600

1,578,700

(102,900)

Expenditures by GL Category

8.91%

(6.12) %

Page 1

10-23

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

100 - Adm Mgr User Fees & Sales of Goods 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $

(15,500) 209,400 53,700 21,900 3,400 29,000 2,200 1,900 14,200 (151,600) 168,600

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues Expenditures

110 - Office Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $

291,200 68,000 5,100 7,500 5,800 31,700 5,500 29,300 10,600 29,800 (375,500) 109,000

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

(5,400) (143,800) 31,500 6,600 155,000 43,900 23,700 51,300 50,200 5,000 4,100 21,600 6,900 250,600

$ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 119 - Town Bldg Rental Revenue Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

(200) 209,400 55,700 21,900 3,400 29,000 2,400 2,100 13,700 (156,000) 181,400

Change

(15,000) 266,500 67,300 5,300 5,500 6,300 31,400 6,400 54,500 5,600 32,400 (393,800) 72,400

Change $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget

$ $ $ $ $ $ $ $ $ $ $ $

57,300 15,500 45,400 13,200 26,200 59,200 56,200 5,000 3,100 22,600 4,800 308,500

15,300 2,000 200 200 (500) (4,400) 12,800

(15,000) (24,700) (700) 200 (2,000) 500 (300) 900 25,200 (5,000) 2,600 (18,300) (36,600)

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

5,400 143,800 25,800 8,900 (109,600) (30,700) 2,500 7,900 6,000 (1,000) 1,000 (2,100) 57,900

% Change -99% 0% 4% 0% 0% 0% 9% 11% -4% 3% 8%

% Change

-8% -1% 4% -27% 9% -1% 16% 86% -47% 9% 5% -34%

% Change -100% -100% 82% 135% -71% -70% 11% 15% 12% 0% -24% 5% -30% 23%

10-24

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Expenditures

120 - Accting 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $

350,300 90,400 6,200 20,700 1,500 124,600 2,800 68,600 (325,100) 340,000

2017 Budget $ $ $ $ $ $ $ $ $ $

2016 Budget Expenditures

130 - Finance 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $

98,100 25,100 1,900 2,000 400 600 9,200 9,000 13,700 (107,000) 53,000

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

(17,000) 171,000 43,800 4,700 3,800 21,000 2,000 1,100 5,900 5,000 5,900 27,500 (206,500) 68,200

$ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget 140 - Human Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

346,200 93,400 5,800 21,200 1,600 135,500 4,000 70,100 (342,100) 335,700

Change

98,100 26,100 2,100 1,500 400 700 9,200 9,000 13,000 (123,200) 36,900

Change $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $

(17,000) 171,000 45,600 37,000 3,800 21,000 6,500 1,300 5,900 14,500 5,900 25,900 (211,700) 109,700

(4,100) 3,000 (400) 500 100 10,900 1,200 1,500 (17,000) (4,300)

1,000 200 (500) 100 (700) (16,200) (16,100)

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,800 32,300 4,500 200 9,500 (1,600) (5,200) 41,500

% Change -1% 3% -6% 2% 7% 9% 43% 2% 5% -1%

% Change 0% 4% 11% -25% 0% 17% 0% 0% -5% 15% -30%

% Change 0% 0% 4% 687% 0% 0% 225% 18% 0% 190% 0% -6% 3% 61%

10-25

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

150 - Tech Transfers from Surplus Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget

(60,900) 141,200 36,200 3,300 2,300 221,500 1,800 12,700 38,000 39,700 28,000 (163,200) 300,600

$ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget Expenditures

Total

160 - GIS 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

$ $ $ $ $ $ $ $ $ $ $

148,700 20,600 3,100 1,200 500 47,000 4,600 3,700 15,700 (96,100) 149,000

(71,900) 141,300 37,900 3,300 41,800 199,500 2,000 8,200 70,200 39,700 26,300 (157,900) 340,400

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $

137,500 36,700 3,100 2,600 100 40,800 2,500 3,800 29,800 (167,300) 89,600

60,900 (71,900) 100 1,700 39,500 (22,000) 200 (4,500) 32,200 (1,700) 5,300 39,800

Change $ $ $ $ $ $ $ $ $ $ $

(11,200) 16,100 1,400 (400) (6,200) (2,100) 100 14,100 (71,200) (59,400)

% Change -100% 0% 5% 0% 1717% -10% 11% -35% 85% 0% -6% -3% 13%

% Change -8% 78% 0% 117% -80% -13% -46% 3% 90% 74% -40%

10-26

(NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

748,400

880,400

132,000

17.64%

Revenue 210 - POLICE 219 - POLBLDG

9,000

100.00%

230 - FIRE

20,000

0.00%

239 - FIREHAL

43,800

0.00%

868,400

871,500

3,100

0.36%

1,680,600

1,824,700

144,100

8.57%

260 - BYLAW

Expenditures 200 - CPS MGR

104,800

121,200

16,400

15.65%

2,192,200

2,594,000

401,800

18.33%

219 - POLBLDG

578,000

551,600

(26,400)

-4.57%

230 - FIRE

914,200

910,100

(4,100)

-0.45%

239 - FIREHAL

119,300

103,900

(15,400)

-12.91%

240 - DISASTE

7,600

8,000

400

5.26%

1,078,900

1,105,800

26,900

2.49%

4,995,000

5,394,600

399,600

8.00%

3,314,400

3,569,900

255,500

7.71%

210 - POLICE

260 - BYLAW

Total

20 - Protective Services 2017 Expenditures by Sub-department

230 - FIRE 219 - POLBLDG

239 - FIREHAL 240 - DISASTE

260 - BYLAW

200 - CPS MGR

210 - POLICE

Oct 27, 2016 11:56 PM

Revenues and Expenditures by Sub-department

Page 1

10-27

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 27, 2016 11:56 PM

Revenues and Expenditures by Sub-department

Page 2

10-28

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

1,235,400

1,217,600

(17,800)

-1.44%

277,900

285,500

7,600

2.73%

80,600

81,900

1,300

1.61%

203,900

202,500

(1,400)

-0.69%

66,200

71,400

5,200

7.85%

2,354,900

2,839,800

484,900

20.59%

Expenditures 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense

83,400

85,800

2,400

2.88%

191,400

204,300

12,900

6.74%

26,700

27,800

1,100

4.12%

183,700

94,300

(89,400)

-48.67%

68 - Interest on Debt

138,600

129,100

(9,500)

-6.85%

69 - Debenture Principal

209,100

197,900

(11,200)

-5.36%

70 - Recoverable Work (Expense)

206,100

210,100

4,000

1.94% -3.61%

75 - Recoverable Work (Revenue)

Total

Oct 27, 2016 11:58 PM

(262,900)

(253,400)

9,500

4,995,000

5,394,600

399,600

Expenditures by GL Category

8.00 %

Page 1

10-29

Operating Budget by GL Category Budget Year: 2017

2016 Budget Expenditures

200 - CPS Mgr 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $

190,600 48,800 28,400 5,000 3,200 5,400 1,900 10,500 (189,000) 104,800

2017 Budget $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues

Expenditures

210 - Police Govt Transfers for Operating Licenses, Permits & Fines Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $

(558,400) $ (190,000) $ $ 342,400 $ 84,800 $ 4,800 $ 11,200 $ 1,700 $ 1,647,700 $ 3,200 $ 5,300 $ 26,700 $ 94,700 $ 43,600 $ (73,900) $ 1,443,800 $

10,600 2,200 22,800 11,000 49,400 33,800 103,100 5,000 138,100 188,900 13,100 578,000

$ $ $ $ $ $ $ $ $ $

2017 Budget

2016 Budget 219 - Police Bldg Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

194,500 51,900 27,800 3,600 3,200 5,100 2,100 11,900 (178,900) 121,200

Change

(441,800) (219,400) (219,200) 328,800 84,700 5,700 6,900 1,400 2,156,400 3,300 5,300 27,800 5,300 42,900 (74,500) 1,713,600

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

(9,000) 12,000 3,100 22,800 10,800 26,900 35,700 103,100 5,000 129,100 197,900 5,200 542,600

3,900 3,100 (600) (1,400) (300) 200 1,400 10,100 16,400

116,600 (29,400) (219,200) (13,600) (100) 900 (4,300) (300) 508,700 100 1,100 (89,400) (700) (600) 269,800

Change $ $ $ $ $ $ $ $ $ $ $ $ $

(9,000) 1,400 900 (200) (22,500) 1,900 (9,000) 9,000 (7,900) (35,400)

% Change 2% 6% -2% -28% 0% -6% 11% 13% -5% 16%

% Change -21% 15% #DIV/0! -4% 0% 19% -38% -18% 31% 3% 0% 4% -94% -2% 1% 19%

% Change

13% 41% 0% -2% -46% 6% 0% 0% -7% 5% -60% -6%

10-30 (NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

230 - Fire Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

(20,000) 445,800 79,900 43,300 97,500 31,600 44,100 11,800 43,500 66,800 500 20,200 29,200 894,200

2017 Budget $ $ $ $ $ $ $ $ $ $

$ $

2016 Budget Revenues Expenditures

239 - Firehall Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $

(43,800) 10,600 2,200 21,800 5,500 9,900 25,100 36,200 3,000 5,000 75,500

Total

$ $ $ $ $

$ $ $ $ $ $ $ $

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $

1,000 $ 2,100 $ $ 500 4,000 $ 7,600 $

(868,400) 235,400 60,000 3,100 43,500 13,200 597,900 3,600 3,300 14,200 104,700 210,500

$ $ $ $ $ $ $ $ $ $ $ $ 36,800 $ 890,100 $

(43,800) $ $ $ 21,200 $ 6,200 $ 9,900 $ 25,300 $ 36,200 $ 3,000 $ 2,100 $ 60,100 $

(5,500) 1,800 500 7,600 2,100 2,500 (500) (20,200) 7,600 (4,100)

(10,600) (2,200) (600) 700 200 (2,900) (15,400)

1,000 $ 2,500 $ 500 $ $ 4,000 $ 8,000 $

(871,500) 242,000 64,100 3,600 40,400 16,100 594,400 3,600 16,200 14,200 111,200 234,300

0% -100% -100% -3% 13% 0% 1% 0% 0% -58% -20%

% Change 400 500 (500) 400

Change $ $ $ $ $ $ $ $ $ $ $ $

0% -1% 2% 1% 8% 7% 6% 0% 0% 0% -100% -100% 26% 0%

% Change

Change

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $

% Change

Change

2017 Budget

2016 Budget 260 - Bylaw Licenses, Permits & Fines 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense)

(20,000) 440,300 81,700 43,800 105,100 33,700 46,600 11,800 43,500 66,800

2017 Budget

2016 Budget 240 - Disaster 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities

Change

(3,100) 6,600 4,100 500 (3,100) 2,900 (3,500) 12,900 6,500 23,800

0% 19% -100% 0% 5%

% Change 0% 3% 7% 16% -7% 22% -1% 0% 391% 0% 6% 11%

10-31 (NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

26,000

0.00% -28.73%

Revenue 305 - INFRAST

167,400

119,300

(48,100)

330 - ENG SVC

320 - ROADS

57,800

82,800

25,000

43.25%

370 - TRANSIT

20,400

100.00%

20,700

50,000

29,300

141.55%

271,900

298,500

26,600

9.78%

380 - STORM

Expenditures 300 - ENG MGR

129,500

147,500

18,000

13.90%

305 - INFRAST

166,800

104,800

(62,000)

-37.17% 13.11%

309 - OPERBDG

458,300

518,400

60,100

8,403,300

8,556,600

153,300

1.82%

330 - ENG SVC

666,200

711,100

44,900

6.74%

340 - PROJ MGR

245,600

260,100

14,500

5.90%

320 - ROADS

370 - TRANSIT 380 - STORM

Total

Oct 26, 2016 10:03 PM

10,000

365,400

355,400

3,554.00%

716,600

806,900

90,300

12.60%

10,796,300

11,470,800

674,500

6.25%

10,524,400

11,172,300

647,900

6.16%

Revenues and Expenditures by Sub-department

Page 1

10-32

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 26, 2016 10:03 PM

Revenues and Expenditures by Sub-department

Page 2

10-33

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

1,214,500

1,288,500

74,000

6.09%

297,100

332,500

35,400

11.92%

52,200

52,800

600

1.15%

Expenditures 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies

638,700

650,400

11,700

1.83%

40 - Professional and Consulting Services

155,700

152,800

(2,900)

-1.86%

1,154,500

1,366,400

211,900

18.35%

41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense

616,800

557,700

(59,100)

-9.58%

5,697,100

5,991,100

294,000

5.16%

0.00%

220,200

310,200

90,000

40.87%

68 - Interest on Debt

217,400

200,500

(16,900)

-7.77%

69 - Debenture Principal

509,400

495,900

(13,500)

-2.65%

70 - Recoverable Work (Expense)

368,000

411,100

43,100

11.71% -1.80%

75 - Recoverable Work (Revenue)

Total

Oct 26, 2016 10:12 PM

(345,300)

(339,100)

6,200

10,796,300

11,470,800

674,500

Expenditures by GL Category

6.25 %

Page 1

10-34

Operating Budget by GL Category Budget Year: 2017

2016 Budget Expenditures

300 - ENG Mgr 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $

215,100 54,400 36,800 6,200

$ $ $ $ $

2,500 1,000 10,400 (196,900) 129,500

2017 Budget $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues Expenditures

305 -Infrastructure Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $

(26,000) 171,600 43,900 2,800 26,900 500 500 1,000 20,900 (101,300) 140,800

Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $

10,600 2,200 20,700 15,200 15,000 32,600 125,200 4,000 98,300 123,500 11,000 458,300

$ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget 309 -Operations Bldg 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

202,100 53,700 36,500 8,500 300 2,800 1,300 9,800 (167,500) 147,500

Change

(26,000) 177,100 46,100 3,000 28,100 500 600 1,500 19,500 (171,600) 78,800

Change $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $

15,200 3,900 19,700 16,100 17,700 30,100 185,100 4,000 93,100 128,700 4,800 518,400

(13,000) (700) (300) 2,300 300 300 300 (600) 29,400 18,000

5,500 2,200 200 1,200 100 500 (1,400) (70,300) (62,000)

Change $ $ $ $ $ $ $ $ $ $ $ $

4,600 1,700 (1,000) 900 2,700 (2,500) 59,900 (5,200) 5,200 (6,200) 60,100

% Change -6% -1% -1% 37% 12% 30% -6% -15% 14%

% Change 0% 3% 5% 7% 4% 0% 20% 50% -7% 69% -44%

% Change 43% 77% -5% 6% 18% -8% 48% 0% -5% 4% -56% 13%

10-35

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

320 - Roads User Fees & Sales of Goods 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(167,400) 484,200 114,900 6,900 479,100 25,300 1,069,300 576,900 5,125,800 216,200 80,600 134,200 137,000 (47,100) 8,235,900

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues Expenditures

330 - Engineering Services User Fees & Sales of Goods Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

(47,800) (10,000) 255,600 61,900 4,100 5,800 16,600 1,700 2,500 1,900 28,600 190,800 96,700 608,400

Expenditures

Total

$ $ $ $ $ $ $ $ $ $

77,400 19,800 1,600 32,700 200 1,000 6,200 39,400 67,300 245,600

(119,300) 443,700 112,500 7,100 471,600 22,600 1,062,200 516,000 5,358,400 216,200 75,400 109,000 161,900

$ $ $ $ $ $ $ $ $ $ $ $ $ $ 8,437,300 $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 340 - Project Manager 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 41 - Licenses Permits & Fees Expense 48 - Utilities 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Change

(47,800) (35,000) 278,900 70,400 4,100 5,200 40,700 900 5,200 1,900 24,300 195,100 84,400 628,300

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $

93,400 24,900 2,100 36,300 300 1,500 5,200 40,400 56,000 260,100

48,100 (40,500) (2,400) 200 (7,500) (2,700) (7,100) (60,900) 232,600 (5,200) (25,200) 24,900 47,100 201,400

(25,000) 23,300 8,500 (600) 24,100 (800) 2,700 (4,300) 4,300 (12,300) 19,900

Change $ $ $ $ $ $ $ $ $ $

16,000 5,100 500 3,600 100 500 (1,000) 1,000 (11,300) 14,500

% Change -29% -8% -2% 3% -2% -11% -1% -11% 5% 0% -6% -19% 18% -100% 2%

% Change 0% 250% 9% 14% 0% -10% 145% -47% 108% 0% -15% 2% -13% 3%

% Change 21% 26% 31% 11% 50% 50% -16% 3% -17% 6%

10-36

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

370 - Transit User Fees & Sales of Goods 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $

$ $ 5,000 $ 5,000 $

$ $ 10,000 $

2016 Budget Revenues Expenditures

Total

380 - Storm Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

$ $ $ $ $ $ $ $ $

(20,700) $ $ $ 67,300 $ 93,100 $ 60,300 $ 1,800 $ 444,200 $ 3,700 $ 21,500 $ 24,700 $ 695,900 $

2017 Budget

Change

(20,400) 10,000 20,000 217,700

$ $ $ $ $ 90,000 $ 27,700 $ 345,000 $

2017 Budget (50,000) 78,100 21,000 71,000 52,600 64,200 2,100 445,700 2,500 22,700 47,000 756,900

(20,400) 10,000 15,000 212,700 90,000 27,700 335,000

Change $ $ $ $ $ $ $ $ $ $ $ $

(29,300) 78,100 21,000 3,700 (40,500) 3,900 300 1,500 (1,200) 1,200 22,300 61,000

% Change

300% 4254%

3350%

% Change 142%

5% -44% 6% 17% 0% -32% 6% 90% 9%

10-37

(NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

410 - WATER

3,513,600

3,446,700

(66,900)

-1.90%

420 - WASTEWW

2,296,100

2,376,400

80,300

3.50%

430 - SOLIDW

1,661,300

1,822,900

161,600

9.73%

Revenue

440 - ENVIRON

10,000

0.00%

7,481,000

7,656,000

175,000

2.34%

410 - WATER

3,929,600

3,862,700

(66,900)

-1.70%

420 - WASTEWW

2,491,900

2,572,200

80,300

3.22%

430 - SOLIDW

1,661,300

1,822,900

161,600

9.73%

Expenditures

440 - ENVIRON

Total

127,700

109,600

(18,100)

-14.17%

8,210,500

8,367,400

156,900

1.91%

729,500

711,400

(18,100)

-2.48%

40 - Environmental Services 2017 Expenditures by Sub-department

420 - WASTEWW

430 - SOLIDW

440 - ENVIRON

410 - WATER

Oct 26, 2016 10:03 PM

Revenues and Expenditures by Sub-department

Page 1

10-38

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 26, 2016 10:03 PM

Revenues and Expenditures by Sub-department

Page 2

10-39

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

Expenditures 406,900

386,200

(20,700)

-5.09%

25 - Benefits Expense

20 - Salaries and Wages

99,900

90,200

(9,700)

-9.71%

28 - Travel and Training

12,900

0.00%

3,198,200

3,430,500

232,300

7.26%

100,100

107,200

7,100

7.09%

1,767,500

1,918,900

151,400

8.57% -6.14%

30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 64 - Bad Debt

99,400

93,300

(6,100)

611,800

0.00%

25,500

5,500

(20,000)

-78.43%

0.00%

66 - Surplus Expense

0.00%

67 - Reserve Expense

819,400

897,500

78,100

9.53%

68 - Interest on Debt

143,400

125,200

(18,200)

-12.69%

69 - Debenture Principal

610,700

376,400

(234,300)

-38.37%

70 - Recoverable Work (Expense)

314,800

311,800

(3,000)

-0.95%

8,210,500

8,367,400

156,900

Total

1.91 %

40 - Environmental Services 2017 Expenditures by GL Category 48 - Utilities 50 - Amortization 61 - Program Expenses and…

41 - Licenses Permits &…

64 - Bad Debt

40 - Professional and…

68 - Interest on Debt 69 - Debenture Principal 67 - Reserve Expense 66 - Surplus Expense 70 - Recoverable Work…

30 - Materials and Supplies

20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training

Oct 26, 2016 10:13 PM

Expenditures by GL Category

Page 1

10-40

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues

Expenditures

410 - Water User Fees & Sales of Goods Penalties & Costs of Taxes Transfers from Surplus Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Total

$ (2,981,500) $ $ (25,000) $ $ (461,300) $ $ (45,800) $ $ 217,200 $ $ 53,600 $ $ 6,300 $ $ 1,816,000 $ $ 47,700 $ $ 86,500 $ $ 96,100 $ $ 416,000 $ $ 366,800 $ $ 125,800 $ $ 560,000 $ $ 137,600 $ $ 416,000 $

2016 Budget Revenues Expenditures

420 - Wastewater User Fees & Sales of Goods 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Total

$ (2,296,100) $ $ 124,100 $ $ 29,500 $ $ 4,800 $ $ 1,364,200 $ $ 12,200 $ $ 137,700 $ $ 3,300 $ $ 195,800 $ $ 452,600 $ $ 17,600 $ $ 50,700 $ $ 99,400 $ $ 195,800 $

2016 Budget Revenues Expenditures

Total

430 - Solid Waste User Fees & Sales of Goods 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

$ (1,661,300) $ $ 19,700 $ $ 5,000 $ $ 300 $ $ 15,900 $ $ 31,700 $ $ 1,514,300 $ $ 6,000 $ $ 68,400 $ $ $

2017 Budget (3,169,000) (25,000) (217,800) (34,900) 209,600 45,900 6,300 1,967,600 50,300 85,700 89,200 416,000 426,500 110,800 322,600 132,200 416,000

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget (2,376,400) 111,000 26,800 4,800 1,439,700 12,500 137,900 4,100 195,800 471,000 14,400 53,800 100,400 195,800

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget (1,822,900) 19,700 5,200 300 21,100 35,900 1,666,300 1,000 73,400 -

(187,500) 243,500 10,900 (7,600) (7,700) 151,600 2,600 (800) (6,900) 59,700 (15,000) (237,400) (5,400) -

(80,300) (13,100) (2,700) 75,500 300 200 800 18,400 (3,200) 3,100 1,000 -

Change $ $ $ $ $ $ $ $ $ $

(161,600) 200 5,200 4,200 152,000 (5,000) 5,000 -

% Change 6% 0% -53% -24% -3% -14% 0% 8% 5% -1% -7% 0% 16% -12% -42% -4% 0%

% Change 3% -11% -9% 0% 6% 2% 0% 24% 0% 4% -18% 6% 1% 0%

% Change 10% 0% 4% 0% 33% 13% 10% -83% 7% 0%

10-41

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

Total

440 - Environment Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

$ $ $ $ $ $ $ $ $ $

(10,000) 45,900 11,800 1,500 2,100 8,500 29,000 19,500 9,400 117,700

2017 Budget $ $ $ $ $ $ $ $ $ $

(10,000) 45,900 12,300 1,500 2,100 8,500 29,000 4,500 5,800 99,600

Change $ $ $ $ $ $ $ $ $ $

500 (15,000) (3,600) (18,100)

% Change 0% 0% 4% 0% 0% 0% 0% -77% -38% -15%

10-42

(NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

448,200

407,600

(40,600)

-9.06%

Revenue 510 - FCSS 520 - YOUTH

17,500

16,500

(1,000)

-5.71%

529 - YOUTHBD

21,300

10,800

(10,500)

-49.30%

530 - ASC

474,900

496,400

21,500

4.53%

540 - ELCC

985,900

1,036,700

50,800

5.15%

550 - CEMETER

2,200

4,300

2,100

95.45%

1,950,000

1,972,300

22,300

1.14%

609,500

603,900

(5,600)

-0.92%

Expenditures 510 - FCSS 519 - FCSSBDG 520 - YOUTH 529 - YOUTHBD 530 - ASC 539 - ASCBLDG

69,300

43,600

(25,700)

-37.09%

315,500

331,400

15,900

5.04%

65,200

65,800

600

0.92%

513,400

507,100

(6,300)

-1.23%

55,200

55,800

600

1.09%

1,583,100

1,546,600

(36,500)

-2.31%

549 - ELCCBDG

32,100

35,100

3,000

9.35%

550 - CEMETER

19,600

9,400

(10,200)

-52.04%

3,262,900

3,198,700

(64,200)

-1.97%

1,312,900

1,226,400

(86,500)

-6.59%

540 - ELCC

Total

50 - Family Services 2017 Expenditures by Sub-department

540 - ELCC

539 - ASCBLDG

530 - ASC

549 - ELCCBDG 529 - YOUTHBD

550 - CEMETER

520 - YOUTH

510 - FCSS

519 - FCSSBDG

Oct 28, 2016 04:08 PM

Revenues and Expenditures by Sub-department

Page 1

10-43

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 28, 2016 04:08 PM

Revenues and Expenditures by Sub-department

Page 2

10-44

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

1,880,300

1,966,400

86,100

4.58%

444,000

434,600

(9,400)

-2.12%

29,300

21,500

(7,800)

-26.62%

Expenditures 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies

115,200

102,900

(12,300)

-10.68%

40 - Professional and Consulting Services

130,700

53,100

(77,600)

-59.37%

41 - Licenses Permits & Fees Expense

211,000

175,300

(35,700)

-16.92%

48 - Utilities

48,200

48,800

600

1.24%

50 - Amortization

39,600

0.00%

60 - Community Grants

26,000

31,000

5,000

19.23%

117,300

118,900

1,600

1.36%

61 - Program Expenses and Supplies

1,000

0.00%

70 - Recoverable Work (Expense)

67 - Reserve Expense

324,700

311,000

(13,700)

-4.22%

75 - Recoverable Work (Revenue)

(104,400)

(105,400)

(1,000)

0.96%

3,262,900

3,198,700

(64,200)

Total

Oct 28, 2016 04:09 PM

Expenditures by GL Category

(1.97) %

Page 1

10-45

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues

Expenditures

510 -FCSS User Fees & Sales of Goods Govt Transfers for Operating Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 60 - Community Grants 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(2,500) (405,700) (40,000) 293,600 77,000 11,000 5,700 120,300 132,100 5,500 26,000 15,000 27,700 (104,400) 161,300

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget Expenditures

519 -FCSS Bldg 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 48 - Utilities 50 - Amortization 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $

10,600 2,200 13,000 700 9,600 20,200 13,000 69,300

Revenues

Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(5,100) (2,400) (10,000) 186,900 39,300 4,300 10,100 3,700 1,300 3,800 25,200 40,900 298,000

(1,900) $ (405,700) $ $ 366,000 $ 96,700 $ 8,300 $ 5,200 $ 43,100 $ 109,500 $ 4,000 $ 31000 $ 13,500 $ 32,000 $ (105,400) $ 196,300 $

2017 Budget

$ $ $ $ $ $

2016 Budget 520 -Youth User Fees & Sales of Goods Rental Revenue Contributions from Other Groups 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Change

13,000 500 9,700 20,200 200 43,600

Change $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

(4,000) (2,400) (10,100) 186,600 40,600 4,400 11,200 3,500 1,300 4,700 25,200 53,900 314,900

600 40,000 72,400 19,700 (2,700) (500) (77,200) (22,600) (1,500) 5,000 (1,500) 4,300 (1,000) 35,000

(10,600) (2,200) (200) 100 (12,800) (25,700)

Change $ $ $ $ $ $ $ $ $ $ $ $ $

1,100 (100) (300) 1,300 100 1,100 (200) 900 13,000 16,900

% Change -24% 0% -100% 25% 26% -25% -9% -64% -17% -27% 19% -10% 16% 1% 22%

% Change -100% -100% 0% -29% 1% 0% -98% -37%

% Change -22% 0% 1% 0% 3% 2% 11% -5% 0% 24% 0% 32% 6%

10-46 (NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

529 -Youth Centre Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $

(21,300) 22,300 5,200 8,200 2,000 1,800 10,600 7,200 1,000 6,900 43,900

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues

Expenditures

530 -ASC User Fees & Sales of Goods Govt Transfers for Operating Contributions from Other Groups 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(441,400) (33,000) (500) 295,000 67,100 3,500 18,000 800 200 4,600 54,100 70,100 38,500

Expenditures

Total

$ $ $ $ $ $ $ $ $

2,800 200 10,500 2,500 11,400 9,100 11,800 6,900 55,200

$ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 539 -ASC Bldg 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 70 - Recoverable Work (Expense)

(10,800) 24,500 6,500 9,100 2,100 1,800 10,200 7,200 1,000 3,400 55,000

Change

(462,900) (33,000) (500) 302,700 60,600 2,600 12,900 700 200 4,600 54,100 68,700 10,700

Change $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $

13,500 3,500 9,200 2,600 2,400 9,500 11,800 3,300 55,800

10,500 2,200 1,300 900 100 (400) (3,500) 11,100

(21,500) 7,700 (6,500) (900) (5,100) (100) (1,400) (27,800)

Change $ $ $ $ $ $ $ $ $

10,700 3,300 (1,300) 100 (9,000) 400 (3,600) 600

% Change -49% 10% 25% 11% 5% 0% -4% 0% 0% -51% 25%

% Change 5% 0% 0% 3% -10% -26% -28% -13% 0% 0% 0% -2% -72%

% Change 382% 1650% -12% 4% -79% 4% 0% -52% 1%

10-47

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

540 - ELCC User Fees & Sales of Goods Govt Transfers for Operating 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $

(776,700) (209,200) 1,064,900 252,400 10,500 25,700 500 50,000 5,000 23,000 151,100 597,200

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget Expenditures

549 - ELCC Bldg 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 50 - Amortization 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $

4,200 600 5,700 200 14,200 400 6,800 32,100

Revenues

Total

$ $ $ $

(2,200) 18,300 1,300 17,400

$ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $

2016 Budget 550 - Cemetery User Fees & Sales of Goods 30 - Materials and Supplies 70 - Recoverable Work (Expense)

(806,700) (230,000) 1,065,400 224,700 6200 21,400 400 50,100 6,100 26,100 146,200 509,900

Change

7,700 2,000 11,600 200 10,000 400 3,200 35,100

Change $ $ $ $ $ $ $ $

2017 Budget $ $ $ $

(4,300) 9,300 100 5,100

(30,000) (20,800) 500 (27,700) (4,300) (4,300) (100) 100 1,100 3,100 (4,900) (87,300)

3,500 1,400 5,900 (4,200) (3,600) 3,000

Change $ $ $ $

(2,100) (9,000) (1,200) (12,300)

% Change 4% 10% 0% -11% -41% -17% -20% 0% 22% 13% -3% -15%

% Change 83% 233% 104% 0% -30% 0% -53% 9%

% Change 95% -49% -92% -71%

10-48 (NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

605 - PLAN & ENG

383,000

75,500

(307,500)

-80.29% -43.09%

Revenue

610 - PLANNER

181,000

103,000

(78,000)

620 - DEVELOP

236,100

217,700

(18,400)

-7.79%

630 - BDGINSP

565,200

483,400

(81,800)

-14.47%

1,365,300

879,600

(485,700)

-35.57%

Expenditures 605 - PLAN & ENG

643,000

194,500

(448,500)

-69.75%

610 - PLANNER

399,500

417,700

18,200

4.56%

620 - DEVELOP

556,200

594,300

38,100

6.85%

630 - BDGINSP

Total

637,000

529,000

(108,000)

-16.95%

2,235,700

1,735,500

(500,200)

-22.37%

870,400

855,900

(14,500)

-1.67%

60 - Planning/Development 2017 Expenditures by Sub-department

620 - DEVELOP 630 - BDGINSP

605 - PLAN & ENG 610 - PLANNER

Oct 26, 2016 10:04 PM

Revenues and Expenditures by Sub-department

Page 1

10-49

Budget Forecast by Sub-department Budget Year 2017 Budget

Oct 26, 2016 10:04 PM

Revenues and Expenditures by Sub-department

Page 2

10-50

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

20 - Salaries and Wages

999,100

937,200

(61,900)

-6.20%

25 - Benefits Expense

238,300

249,600

11,300

4.74%

13,900

14,900

1,000

7.19%

Expenditures

28 - Travel and Training 30 - Materials and Supplies

37,000

32,900

(4,100)

-11.08%

40 - Professional and Consulting Services

506,000

113,600

(392,400)

-77.55%

41 - Licenses Permits & Fees Expense

251,900

198,900

(53,000)

-21.04%

48 - Utilities

7,800

9,000

1,200

15.38%

50 - Amortization

7,100

0.00%

57,400

39,900

(17,500)

-30.49%

223,300

243,800

20,500

9.18%

67 - Reserve Expense 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

Oct 26, 2016 10:14 PM

(106,100)

(111,400)

(5,300)

2,235,700

1,735,500

(500,200)

Expenditures by GL Category

5.00%

(22.37) %

Page 1

10-51

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues

Expenditures

605 - Plan & Eng Govt Transfers for Operating Transfers from Surplus Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(43,000) (25,000) (315,000) 250,500 46,600 2,100 11,700 415,000 900 1,100 21,200 (106,100) 260,000

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues Expenditures

610 - Planner User Fees & Sales of Goods 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $

(181,000) 231,500 59,300 5,700 3,300 23,500 5,400 1,700 1,800 67,300 218,500

Revenues

Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $

2016 Budget 620 - Develop User Fees & Sales of Goods Licenses, Permits & Fines Transfers from Reserves 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense)

(43,000) (2,500) (30,000) 181,100 48,200 3,300 8,300 31,000 2,200 1,300 30,500 (111,400) 119,000

Change

(150,500) $ (85,600) $ $ 244,200 $ 62,500 $ 3,700 $ 10,200 $ 66,300 $ 37,700 $ 2,300 $ 1,800 $ 50,000 $ 77,500 $ 320,100 $

(103,000) 237,400 63,300 5,200 3,300 26,500 1,100 2,000 1,800 77,100 314,700

Change $ $ $ $ $ $ $ $ $ $ $

2017 Budget (118,200) (82,000) (17,500) 278,600 74,200 3,800 10,400 54,700 57,800 2,700 1,800 32,500 77,800 376,600

22,500 285,000 (69,400) 1,600 1,200 (3,400) (384,000) 1,300 200 9,300 (5,300) (141,000)

78,000 5,900 4,000 (500) 3,000 (4,300) 300 9,800 96,200

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

32,300 3,600 (17,500) 34,400 11,700 100 200 (11,600) 20,100 400 (17,500) 300 56,500

% Change 0% -90% -90% -28% 3% 57% -29% -93% 144% 18% 44% 5% -54%

% Change -43% 3% 7% -9% 0% 13% -80% 18% 0% 15% 44%

% Change -21% -4% 14% 19% 3% 2% -17% 53% 17% 0% -35% 0% 18%

10-52 (NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

Total

630 - Bldg Insp Licenses, Permits & Fines Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 67 - Reserve Expense 70 - Recoverable Work (Expense)

$ $ $ $ $ $ $ $ $ $ $ $

(565,200) $ $ 272,900 $ 69,900 $ 2,400 $ 11,800 $ 1,200 $ 207,900 $ 2,700 $ 5,300 $ 5,600 $ 57,300 $ 71,800 $

2017 Budget (457,700) (25,700) 240,100 63,900 2,600 10,900 1,400 137,800 3,000 5,300 5,600 58,400 45,600

Change $ $ $ $ $ $ $ $ $ $ $ $ $

107,500 (25,700) (32,800) (6,000) 200 (900) 200 (70,100) 300 1,100 (26,200)

% Change -19% -12% -9% 8% -8% 17% -34% 11% 0% 0% 2% -36%

10-53

(NEW)

Budget Forecast by Sub-department Budget Year 2017 Budget Program

2016 Budget

2017 Budget

Change

% Change

22,800

38,400

15,600

68.42%

Revenue 710 - RECREAT 720 - EVENTS 730 - PROGRAM 740 - AQUATIC 749 - AQUABDG 750 - PARKS

5,700

6,400

700

12.28%

196,600

203,800

7,200

3.66%

1,319,800

1,363,000

43,200

3.27%

15,000

(15,000)

-100.00% 51.32%

90,600

137,100

46,500

769 - KN1BLDG

350,100

351,900

1,800

0.51%

779 - KN2BLDG

289,700

291,600

1,900

0.66%

780 - LIBRARY

806,900

882,900

76,000

9.42%

789 - LIBRBDG

782,400

856,700

74,300

9.50%

799 - CCBCC BUILDING

157,400

570,000

412,600

262.13%

4,037,000

4,701,800

664,800

16.47%

710 - RECREAT

336,700

313,800

(22,900)

-6.80%

720 - EVENTS

268,800

271,700

2,900

1.08%

730 - PROGRAM

396,300

402,600

6,300

1.59%

1,924,700

1,916,500

(8,200)

-0.43% -0.18%

Expenditures

740 - AQUATIC 749 - AQUABDG

1,199,800

1,197,600

(2,200)

750 - PARKS

1,851,700

1,755,900

(95,800)

-5.17%

759 - PARKBDG

24,200

51,200

27,000

111.57%

769 - KN1BLDG

956,700

1,035,400

78,700

8.23%

779 - KN2BLDG

932,300

900,500

(31,800)

-3.41%

780 - LIBRARY

806,900

882,900

76,000

9.42%

789 - LIBRBDG

829,100

894,800

65,700

7.92%

799 - CCBCC BUILDING

Total

Oct 28, 2016 03:09 AM

309,400

1,042,900

733,500

237.07%

9,836,600

10,665,800

829,200

8.43%

5,799,600

5,964,000

164,400

2.83%

Revenues and Expenditures by Sub-department

Page 1

10-54

Budget Forecast by Sub-department Budget Year 2017 Budget 70 - Recreation/Parks 2017 Expenditures by Sub-department

769 - KN1BLDG

779 - KN2BLDG

759 - PARKBDG

780 - LIBRARY

750 - PARKS

789 - LIBRBDG

799 - CCBCC BUILDING

749 - AQUABDG

710 - RECREAT 720 - EVENTS 730 - PROGRAM

740 - AQUATIC

Oct 28, 2016 03:09 AM

Revenues and Expenditures by Sub-department

Page 2

10-55

Operating Budget by GL Category Budget Year: 2017 2016 Budget

2017 Budget

Change

% Change

6.20%

Expenditures 20 - Salaries and Wages

3,449,300

3,663,100

213,800

25 - Benefits Expense

623,100

675,400

52,300

8.39%

28 - Travel and Training

141,700

159,900

18,200

12.84%

1,113,600

1,056,800

(56,800)

-5.10%

40 - Professional and Consulting Services

30 - Materials and Supplies

328,700

370,300

41,600

12.66%

41 - Licenses Permits & Fees Expense

888,600

956,100

67,500

7.60%

48 - Utilities

600,000

685,900

85,900

14.32%

50 - Amortization

989,400

1,249,500

260,100

26.29%

60 - Community Grants

766,800

823,500

56,700

7.39%

61 - Program Expenses and Supplies

167,200

131,700

(35,500)

-21.23% 212.50%

64 - Bad Debt 67 - Reserve Expense 68 - Interest on Debt

800

2,500

1,700

144,100

244,100

100,000

69.40%

94,100

81,800

(12,300)

-13.07%

69 - Debenture Principal

224,900

238,800

13,900

6.18%

70 - Recoverable Work (Expense)

441,000

465,900

24,900

5.65%

75 - Recoverable Work (Revenue)

(136,700)

(139,500)

(2,800)

2.05%

9,836,600

10,665,800

829,200

Total

Oct 28, 2016 03:10 AM

Expenditures by GL Category

8.43 %

Page 1

10-56

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues Expenditures

710 - Recreation Govt Transfers for Operating Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 60 - Community Grants 70 - Recoverable Work (Expense) 75 - Recoverable Work (Revenue)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget

(22,800) $ $ 215,900 $ 55,300 $ 4,900 $ 4,000 $ 6,800 $ 49,600 $ 2,100 $ 4,900 $ 104,200 $ 25,700 $ (136,700) $ 313,900 $

2016 Budget Revenues

Expenditures

720 - Events User Fees & Sales of Goods Govt Transfers for Operating Contributions from Other Groups 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(400) (3,300) (2,000) 70,300 21,100 1,500 3,400 22,500 108,400 2,200 1,300 38,100 263,100

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(170,400) (26,200) 123,600 21,100 4,400 13,400 37,400 149,500 1,100 600 11,200 34,000 199,700

$ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 730 - Program User Fees & Sales of Goods Govt Transfers for Operating 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 60 - Community Grants 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

(35,900) (2,500) 215,900 57,400 4,900 3,300 6,800 31,800 4,000 14,000 92,600 22,600 (139,500) 275,400

Change

(800) (3,100) (2,500) 71,200 22,400 1,500 2,800 21,200 108,600 3,100 1,300 39,600 265,300

Change $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $

(177,600) (26,200) 128,200 22,300 4,400 13,700 37,400 148,600 500 600 12,200 34,700 198,800

(13,100) (2,500) 2,100 (700) (17,800) 1,900 9,100 (11,600) (3,100) (2,800) (38,500)

(400) 200 (500) 900 1,300 (600) (1,300) 200 900 1,500 2,200

Change $ $ $ $ $ $ $ $ $ $ $ $ $

(7,200) 4,600 1,200 300 (900) (600) 1,000 700 (900)

% Change 57% 0% 4% 0% -18% 0% -36% 90% 186% -11% -12% 2% -12%

% Change 100% -6% 25% 1% 6% 0% -18% -6% 0% 41% 0% 4% 1%

% Change 4% 0% 4% 6% 0% 2% 0% -1% -55% 0% 9% 2% 0%

10-57

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues

Expenditures

740 - Aquatic User Fees & Sales of Goods Govt Transfers for Operating Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

2017 Budget

$ (1,226,800) $ $ (25,000) $ $ (68,000) $ $ 1,283,200 $ $ 159,900 $ $ 25,500 $ $ 56,000 $ $ 17,000 $ $ 111,100 $ $ 16,600 $ $ 86,100 $ $ 25,000 $ $ 144,300 $ $ 604,900 $

2016 Budget Revenues Expenditures

749 - Aqua Bldg Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $

(15,000) 135,300 31,900 1,700 340,600 44,400 97,200 195,200 304,000 20,900 13,000 15,600 1,184,800

Revenues

Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(37,600) (17,000) (10,000) (26,000) 601,600 108,500 6,100 320,300 55,900 129,100 68,700 387,800 7,800 71,900 94,000 1,761,100

$ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget

$ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 750 - Parks Govt Transfers for Operating Rental Revenue Licenses, Permits & Fines Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense)

(1,269,000) (25,000) (69,000) 1,272,200 177,700 29,800 57,900 16,000 130,100 12,600 61,100 25,000 134,100 553,500

Change

125,900 30,900 1,700 337,900 53,200 97,100 199,200 303,900 20,900 13,000 13,900 1,197,600

Change $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(59,000) (17,000) (2,000) (59,100) 612,400 99,000 6,600 246,300 54,000 144,600 49,900 363,800 7,800 71,900 99,600 1,618,800

(42,200) (1,000) (11,000) 17,800 4,300 1,900 (1,000) 19,000 (4,000) (25,000) (10,200) (51,400)

15,000 (9,400) (1,000) (2,700) 8,800 (100) 4,000 (100) (1,700) 12,800

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(21,400) 8,000 (33,100) 10,800 (9,500) 500 (74,000) (1,900) 15,500 (18,800) (24,000) 5,600 (142,300)

% Change 3% 0% 1% -1% 11% 17% 3% -6% 17% -24% -29% 0% -7% -8%

% Change -100% -7% -3% 0% -1% 20% 0% 2% 0% 0% 0% -11% 1%

% Change 57% 0% -80% 127% 2% -9% 8% -23% -3% 12% -27% -6% 0% 0% 6% -8%

10-58

(NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Expenditures

759 - Parks Bldg 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $

4,000 3,300 700 10,100 6,000 100 24,200

2017 Budget $ $ $ $ $ $ $ $ $

2016 Budget Revenues Expenditures

769 - KNRRC 1 Govt Transfers for Operating Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

(53,500) (296,600) 274,400 54,200 4,600 117,600 82,100 19,900 151,600 197,000 4,300 21,400 29,600 606,600

Revenues Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(45,200) (244,500) 299,800 60,800 4,600 92,300 42,600 16,100 92,100 58,000 3,200 9,500 59,500 164,800 29,000 642,600

$ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget 779 - KNRRC 2 Govt Transfers for Operating Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

13,900 3,700 4,200 3,400 700 13,300 11,900 100 51,200

Change

(55,300) (296,600) 284,300 69,200 4,900 95,500 83,400 20,300 171,300 246,200 4,300 21,400 34,600 683,500

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(47,100) (244,500) 263,900 65,300 5,400 81,500 43,400 16,500 98,300 58,000 3,200 9,500 49,000 175,300 31,200 608,900

13,900 3,700 200 100 3,200 5,900 27,000

(1,800) 9,900 15,000 300 (22,100) 1,300 400 19,700 49,200 5,000 76,900

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(1,900) (35,900) 4,500 800 (10,800) 800 400 6,200 (10,500) 10,500 2,200 (33,700)

% Change

5% 3% 0% 32% 98% 0% 112%

% Change 3% 0% 4% 28% 7% -19% 2% 2% 13% 25% 0% 0% 17% 13%

% Change 4% 0% -12% 7% 17% -12% 2% 2% 7% 0% 0% 0% -18% 6% 8% -5%

10-59 (NEW)

Operating Budget by GL Category Budget Year: 2017

2016 Budget Revenues

Expenditures

780 - Library User Fees & Sales of Goods Govt Transfers for Operating Rental Revenue Licenses, Permits & Fines Contributions from Other Groups 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 61 - Program Expenses and Supplies 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(24,500) (764,100) (800) (10,000) (7,500) 354,600 88,100 86,200 28,500 9,200 173,600 23,100 27,000 16,600 -

2017 Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016 Budget Revenues

Expenditures

789 - Library Bldg Library Taxes Govt Transfers for Operating Rental Revenue 20 - Salaries and Wages 25 - Benefits Expense 30 - Materials and Supplies 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 60 - Community Grants 67 - Reserve Expense 68 - Interest on Debt 69 -Debenture Principal 70 - Recoverable Work (Expense)

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(596,400) (65,600) (120,400) 10,600 2,200 14,500 1,000 600 31,700 662,000 2,000 33,700 60,100 10,700 46,700

Revenues

Expenditures

Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget $ $ $ $ $ $ $

(666,000) (64,300) (126,400) 14,000 3,600 9,200 1,000

$ $ $ $ $ $ $

31,700 730,300 2,000 30,300 63,500 9,200 38,100

2016 Budget 799 - CCBCC User Fees & Sales of Goods Rental Revenue Transfers from Surplus 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training 30 - Materials and Supplies 40 - Professional and Consulting Services 41 - Licenses Permits & Fees Expense 48 - Utilities 50 - Amortization 61 - Program Expenses and Supplies 64 - Bad Debt 67 - Reserve Expense 68 - Interest on Debt 70 - Recoverable Work (Expense)

(25,500) (835,900) (500) (11,000) (10,000) 390,300 94,800 94,800 30,700 29,500 180,000 24,300 22,200 16,300 -

Change

(37,300) $ (120,100) $ $ 80,000 $ 20,000 $ 2,200 $ 119,000 $ 7,500 $ 32,400 $ 36,600 $ $ 6,700 800 $ $ 900 $ 3,300 $ 152,000 $

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017 Budget (111,900) (360,300) (97,800) 270,900 29,100 5,900 173,800 22,000 76,800 109,400 220,000 2,500 100,000 2,500 30,000 472,900

(1,000) (71,800) 300 (1,000) (2,500) 35,700 6,700 8,600 2,200 20,300 6,400 1,200 (4,800) (300) -

(69,600) 1,300 (6,000) 3,400 1,400 (5,300) (600) 68,300 (3,400) 3,400 (1,500) (8,600)

Change $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

(74,600) (240,200) (97,800) 190,900 9,100 3,700 54,800 14,500 44,400 72,800 220,000 (6,700) 1,700 100,000 1,600 26,700 320,900

% Change 4% 9% -38% 10% 33% 10% 8% 10% 8% 221% 4% 5% -18% -2% 0%

% Change 12% -2% 5% 32% 64% -37% 0% -100% 0% 10% 0% -10% 6% -14% -18%

% Change 200% 200% 239% 46% 168% 46% 193% 137% 199% -100% 213% 178% 809% 211%

10-60

(NEW)

Historical Comparison of GL Categories Budget Year 2017 & From Stage <All> To Stage <All> 2016 Revenues

101 - Liability 11900 - Net Municipal Taxes 11910 - Requisition Taxes 12789 - Library Taxes

16,445,400

16,617,000

6,451,400

596,400

666,000

13800 - User Fees & Sales of Goods

10,101,800

10,683,100

14950 - Govt Transfers for Operating

2,292,200

2,305,300

14960 - Govt Transfers for Capital

6,870,600

250,000

15990 - Investment Income 16999 - Penalties & Costs of Taxes 17813 - Franchise & Concession Contra

270,000

1,183,900

1,330,300

18860 - Rentals

1,015,300

1,281,300

19820 - Licenses, Permits & Fines

1,729,200

1,643,600

35,000

23,100

8,945,800

8,797,600

380,800

421,500

19980 - Contributions from Other Group 19998 - Transfers from Surplus 19999 - Reserves Uncategorized Revenues Total

Expenses

2017

100 - Assets 20 - Salaries and Wages 25 - Benefits Expense 28 - Travel and Training

56,567,800

50,740,200

11,423,100

11,627,900

2,567,500

2,617,900

553,000

597,500

30 - Materials and Supplies

5,522,200

5,621,700

40 - Professional and Consulting Service

1,476,800

1,069,100

41 - Licenses Permits & Fees Expense

7,310,400

8,299,400

48 - Utilities

1,536,200

1,570,000

50 - Amortization

7,626,600

8,208,200

58 - Loss/(Gain) on Sale of Assets

7,668,400

867,500

484,200

499,500

800

2,500

66 - Surplus Expense

67 - Reserve Expense

1,754,000

1,902,200

60 - Community Grants 61 - Program Expenses and Supplies 64 - Bad Debt

68 - Interest on Debt

597,600

539,700

69 - Debenture Principal

1,575,700

1,331,600

70 - Recoverable Work (Expense)

2,822,200

2,932,800

75 - Recoverable Work (Revenue)

(2,802,300)

(2,932,800)

76 - Requisiton Taxes (Expenses)

6,451,400

Uncategorized Expenses Total

Net Total

Oct 28, 2016 03:29 PM

56,567,800

51,206,100

465,900

Historical Comparison of GL Categories

Page 1

10-61

Revenues and Expenditures for Child Care Budget Year 2017 Budget ASC Program

ASC Building

ELCC

ELCC Building

Budget 2017

Budget 2016

Revenue BUS TRANSPORTATION PROGRAM FEES

48,000

15,200

63,200

48,400

398,400

786,000

1,184,400

1,162,300

DROP IN FEES

16,500

5,500

22,000

7,400

CONDITIONAL OPERATING GRANTS

33,000

230,000

263,000

242,200

UNCONDITIONAL CAPITAL GRANTS COMMUNITY CONTRIBUTIONS

500

496,400

1,036,700

1,533,100

1,460,800

258,200

13,500

986,900

7,700

1,266,300

1,252,600

Expenditures FULL TIME WAGES PART TIME WAGES CASUAL WAGES OVERTIME EMPLOYEE BENEFITS TRAVEL

44,000

78,000

500 60,600

500 3,500

224,700

2,000

122,000

113,300

1,000

290,800

320,300

700

800

1,500

1,800

4,800

6,600

11,100

100

600

700

1,400

STATIONERY & SUPPLIES

1,000

8,800

PHOTOCOPIER & SUPPLIES

1,200

2,100

1,000

2,000

3,500

6,600

8,800

1,200

200

3,100

3,200 800

COURSES & TRAINING MEMBERSHIPS & DUES

POSTAGE & COURIER JANITORIAL/CLEANING SUPPLIES

2,200

INSURANCE

200

ADVERTISING

500

300

800

APPRECIATION

200

700

900

800

12,000

25,200

49,400

CONTRACTED SERVICES

2,600

2,000

RENTAL WASTE DISPOSAL SERVICES

100

10,000 49,400

400

POWER

5,300

4,900

GAS

1,500

800

WATER

10/28/2016

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10-62

Revenues and Expenditures for Child Care Budget Year 2017 Budget ASC

ASC Building

ELCC

4,600

1,900

6,100

100

7,000

Program

ELCC Building

Budget 2017

Budget 2016

Revenue Expenditures DATA COMMUNICATIONS & INTERNET MAINTENANCE AND REPAIR AMORTIZATION PROGRAM EXPENSES

11,800

12,600

11,500

5,000

12,100

15,300

400

12,200

6,100

10,900

17,000

15,500

BUS TRANSPORTATION

48,000

15,200

63,200

61,600

PROGRAM MATERIALS, GOODS & SUP

11,800

18,200

30,000

29,000

ACCOUNTING SUPPORT

5,800

600

15,700

500

22,600

23,800

ADMINISTRATIVE SUPPORT

16,300

MANAGEMENT SUPPORT

13,400

1,100

30,900

1,100

49,400

49,900

900

40,300

900

55,500

63,100

TECH SUPPORT

2,200

3,300

HR SUPPORT

8,800

26,300 11,200

COMMUNICATIONS SUPPORT DIRECTOR SUPPORT

3,700

700

18,500

5,500

6,700

35,100

37,700

700

16,300

17,300

18,500

37,000

36,400

507,100

55,800

1,546,600

35,100

2,144,600

2,183,800

(10,700)

(55,800)

(509,900)

(35,100)

(611,500)

(723,000)

Cost Recovery including internal costs

71%

67%

Cost Recovery excluding internal costs

80%

75%

NET INCOME

10/28/2016

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Revenues and Expenditures for Ken Nichol Regional Recreation Centre Budget Year 2017 Budget Program

KNRRC 1 Building

KNRRC 2 Building

Budget 2017

Budget 2016

296,600

244,500

541,100

Revenue RENTAL REVENUE ADVERTISING REVENUE TRANSFER FROM SURPLUS CONDITIONAL OPERATING GRANTS

400

55,300

47,100

102,400

98,300

351,900

291,600

643,500

639,800

249,700

235,800

485,500

395,400

28,100

56,200

172,300

3,500

65,300

134,500

115,000

Expenditures FULL TIME WAGES CASUAL WAGES OVERTIME STANDBY EMPLOYEE BENEFITS TRAVEL

3,000 3,500 69,200 500

500

1,000

3,700

7,400

6,800

700

1,200

1,900

1,400

1,800

1,400

3,200

3,600

PHOTOCOPIER & SUPPLIES

400

800

1,600

POSTAGE & COURIER

900

700

1,600

8,300

16,600

19,300

COURSES & TRAINING MEMBERSHIP FEES & DUES STATIONERY & SUPPLIES

JANITORIAL/CLEANING SUPPLIES FUEL INSURANCE LICENSES, PERMITS & FEES

3,100

3,000

6,100

3,400

82,100

42,200

124,300

122,200

400

500

900

1,000

900

1,900

PUBLIC RELATIONS

400

800

MARKETING & PROMOTIONS

400

800

APPRECIATION

300

400

700

12,700

8,700

21,400

20,600

ADVERTISING

CONTRACTED SERVICES LEGAL FEES WASTE DISPOSAL SERVICES POWER

300

600

6,100

12,200

108,400

55,800

164,200

148,900

GAS

40,900

21,100

62,000

59,100

WATER

17,200

9,600

26,800

19,100

4,800

11,800

16,600

DATA COMMUNICATIONS & INTERNET

10/25/2016

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Revenues and Expenditures for Ken Nichol Regional Recreation Centre Budget Year 2017 Budget Program Revenue MAINTENANCE AND REPAIR AMORTIZATION PROGRAM EXPENSES PROGRAM MATERIALS, GOODS & SUP

KNRRC 1 Building

KNRRC 2 Building

Budget 2017

Budget 2016

68,300

54,300

122,600

129,100

246,200

58,000

304,200

255,000

4,300

3,200

7,500

12,700

13,400

26,100

51,300

Expenditures INTEREST EXPENSE DEBENTURE PRINCIPAL TRANSFERS TO RESERVES

49,000

59,500

175,300

164,800

21,400

9,500

30,900

ACCOUNTING SUPPORT

4,700

4,600

9,300

9,000

ADMINISTRATIVE SUPPORT

3,100

6,200

8,200

MANAGEMENT SUPPORT

9,800

9,000

18,800

15,800

TECH SUPPORT

2,200

4,400

6,000

HR SUPPORT

8,800

7,000

15,800

10,200

COMMUNICATIONS SUPPORT

3,700

3,000

6,700

4,800

DIRECTOR SUPPORT

2,300

4,600

1,035,400

900,500

1,935,900

1,889,000

(683,500)

(608,900)

(1,292,400)

(1,249,200)

Cost Recovery including internal costs

33%

35%

Cost Recovery excluding internal costs

34%

36%

NET INCOME

10/25/2016

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Revenues and Expenditures for Aquatic Centre & Aquatic Centre Building Budget Year 2017 Budget Program

Aquatic Centre

Aquatic Building

Budget 2017

Budget 2016

Revenue PROGRAM FEES

335,000

330,000

MEMBERSHIP FEES

670,000

632,800

9,000

255,000

69,000

68,000

RETAIL & CONCESSION REVENUES DROP IN FEES RENTAL REVENUE ADVERTISING REVENUE CONDITIONAL OPERATING GRANTS

25,000

TRANSFER FROM SURPLUS

25,000

15,000

DONATIONS & GIFTS 1,363,000

1,363,000

1,334,800

FULL TIME WAGES

401,100

111,800

512,900

544,600

CASUAL WAGES

817,100

14,100

831,200

824,900

54,000

49,000

0 191,800

Expenditures

OVERTIME STANDBY EMPLOYEE BENEFITS

177,700

30,900

208,600

2,500

800

3,300

3,600

COURSES & TRAINING

16,600

800

17,400

17,800

MEMBERSHIP FEES & DUES

10,700

100

10,800

5,800

STATIONERY & SUPPLIES

22,100

100

22,200

30,300

1,600

TRAVEL

PHOTOCOPIER & SUPPLIES

1,600

POSTAGE & COURIER

3,200

500

3,700

JANITORIAL/CLEANING SUPPLIES

7,000

8,300

15,300

10,600

INSURANCE

1,000

31,000

32,000

31,100

LICENSES, PERMITS & FEES

100

200

15,000

15,300

MARKETING & PROMOTIONS

7,100

APPRECIATION

1,900

2,000

86,300

188,300

187,000

22,200

15,000

ADVERTISING

CONTRACTED SERVICES CONSULTING FEES

10/25/2016

102,000

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Revenues and Expenditures for Aquatic Centre & Aquatic Centre Building Budget Year 2017 Budget Aquatic Building

Budget 2017

Budget 2016

WASTE DISPOSAL SERVICES

7,200

8,400

RENTAL

3,600

POWER

103,900

100,100

GAS

55,300

55,100

WATER

35,000

12,600

5,000

17,600

21,600

7,000

327,100

334,100

333,800

Program

Aquatic Centre

Revenue Expenditures

DATA COMMUNICATIONS & INTERNET MAINTENANCE AND REPAIR AMORTIZATION

303,900

304,000

PROGRAM EXPENSES

61,100

20,900

82,000

107,000

PROGRAM MATERIALS, GOODS & SUP

17,000

1,900

18,900

16,600

INTEREST EXPENSE

19,000

TRANSFERS TO RESERVES

25,000

13,000

38,000

ACCOUNTING SUPPORT

39,100

4,800

43,900

41,500

ADMINISTRATIVE SUPPORT

26,100

1,100

27,200

27,600

MANAGEMENT SUPPORT

16,100

2,700

18,800

20,100

9,800

1,100

10,900

13,400

10,500

12,000

5,200

5,500

TECH SUPPORT HR SUPPORT COMMUNICATIONS SUPPORT DIRECTOR SUPPORT

19,000

10,500 4,500

700

28,000

3,500

31,500

39,800

1,916,500

1,197,600

3,114,100

3,124,500

(553,500)

(1,197,600)

(1,751,100)

(1,789,700)

Cost Recovery including internal costs

44%

43%

Cost Recovery excluding internal costs

46%

45%

NET INCOME

10/25/2016

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Beaumont Commuter Transit Service

Other Levels of Government The Federal Government of Canada recognizes the importance of public transit to the economic health, quality of life and technological advancement of Canadian communities and the people who live in those communities. For this reason, this is one of the Federal Government’s infrastructure funding priorities.

As Alberta’s economy and population grow, public transportation provides safe, accessible, affordable and environmentally sustainable transportation options to connect Albertans to work, recreation, services and each other. The Government of Alberta supports existing and developing public transportation systems across the province. To date, the Government of Alberta has largely provided municipalities with funding for capital projects through programs such as GreenTRIP and the Municipal Sustainability Initiative.

The Capital Region Board’s Inter‐municipal Transit Network Plan (March 2009) sets a bold vision for the future of the region envisioning a more interconnected Region. An efficient transportation system for the movement of people and goods is essential to remain globally competitive, protect the environment and improve the quality of life in the Region.

Background ‐ Highlights of Beaumont Commuter Transit Timeline 2012 Transit Feasibility Study • GreenTRIP Funding utilized for this study 2014 Budget • $300,000 approved for Transit Reserve 2014 Shuttle Bus Study • Information from study used to initiate the Request for Proposal (RFP) process 2014 RFP for Service Provisions (Private Contractor) • August ‐ One submission, did not meet specifications • September ‐ No proposals submitted 2015 GreenTRIP Funding Approved • $1,170,000 for capital expenses was approved by Alberta Transportation 2016 Commuter Transit Service Charter • January – presented to Council 2016 Cost Analysis on Regional Service Providers • March – supported by the Governance and Priorities Committee to request information for Edmonton Transit, Leduc Transit and Strathcona Transit 2016 Capital Region Board (CRB) Transit Committee presentation • May – presentation to Council on the CRB’s initiatives on transit, specifically related to inter‐municipal service 2016 Commuter Transit Service Approval • June – Cost analysis (prepared by JMK Consulting) and recommendations presented to Council

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Beaumont Transit Service

Page 2 of 5

• Council approved the selection of Edmonton Transit as the service provider and directed Administration to finalize a service contract that will be presented to Council, and to order the required buses. 2016 Commuter Transit Service Update • September – Update provided to GPC on bus specifications, bus ordering, bus equipment, bus route and schedule, park and ride locations, bus stops, fare and fare media, service start date, agreements, route brochures, operating authority certificate, GIS mapping, and communications. 2016 Open House • October – Information provided on the proposed bus routes, bus stops/park and ride locations, bus schedules and timings, and fare structure. Approval At the June 14, 2016 Council meeting, Council approved the selection of Edmonton Transit as the service provider and directed Administration to finalize a service contract that would be presented to Council, and to order the required buses.

Next Steps The service agreement between the City of Edmonton and Beaumont is being drafted, and will be presented to Council in the spring of 2017.

New Flyer Industries Canada ULC will be manufacturing three buses for Beaumont. They are slated for January 30, 2017 to enter the production line. The reason for purchasing three buses is to provide a spare should a bus breaks down and allow for servicing the buses without impacting service.

The buses will be 12 meters (40 feet) long and seat 36 people, with room for an additional 25 standees. The rational for purchasing these midsize buses is that they are the most efficient, as they have a longer life span and easier to maintain. The buses will be air conditioned for added passenger comfort. The buses will have Smart Bus Technology installed so that passengers can use mobile devices to get information on the bus location while they are waiting for the bus to arrive.

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Beaumont Transit Service

Page 3 of 5

Revenues The following fare structure is presented within the Fees and Charges Section of the Budget Workshop:

ITEM 2017 FEES One way ticket (Exact change required, Cash or coin accepted) $5 10-pack of tickets $45 Monthly bus pass $85 Children 5 years and under are free when accompanied by a fare-paying person In addition, commuters will pay the regular ETS fares in order to get from Century Park to their final destination.

Administration is currently investigating options to consider a separate post‐secondary student fee or partnering with those post‐secondary institutions currently offering a U‐Pass to their students. Based on this analysis, administration will be bringing a recommendation to the Budget Committee at the 2017 Spring Planning workshop.

At this time, advertising revenues have not been included in the Budget before the committee. Administration is exploring potential advertising revenue streams, and will be bringing forward a recommendation to the 2017 Spring Planning workshop. Based on other municipalities operating transit, it is anticipated that annual advertising revenue could range between $10,000 and $20,000.

Expenditures The budget has been based on the number of trips identified in the 2012 Transit Feasibility Study. Edmonton Transit recommends a park‐and‐ride system, based out of the Ken Nichol Regional Recreation Centre. A park‐and‐ride system has been used when determining costs. By utilizing a park‐and‐ride facility service, times are decreased, which reduces the annual operating costs of the service. Also, Edmonton Transit has indicated that they have experienced success with their park‐and‐ride system, as the public want the most efficient service.

The Budget is based on five morning and five evening services. Should consideration be given to reduce the number of daily trips to reduce costs, 120 day notice would need to be provided to Edmonton Transit (May 1, 2017).

SALES & USER CHARGES LICENSES, PERMITS & FEES ADVERTISING, MARKETING & PROMOTIONS CONTRACTED SERVICES PROGRAM MATERIALS, GOODS & SUP CREDIT CARD INTEREST EXPENSE Net Operating costs before reserve allocation TRANSFERS TO RESERVES INTERNAL COST RECOVERIES Net Cost

2017 $ 20,400 15,000 48,000 174,100 10,000 600 247,700 (227,300) 90,000 (317,300) 27,700 ($345,000)

2018 $ 61,200 15,000 30,000 584,400 10,000 1,800 641,200 (580,000) 90,000 (670,000) 30,900 ($700,900)

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Beaumont Transit Service

Page 4 of 5

Comments from the Transit Open House and Online Survey Oct 28, 2016 A summary of the comments from the transit open house and online survey are below. A total of 723 responses—both electronic and paper—were received. Schedule Q. Would you use a commuter bus service that operates at peak morning and afternoon times? 202 respondents agreed that the proposed schedule was acceptable. Some people suggested adding another trip per day, or adjusting the departure and arrival schedule somewhat. Most positive respondents felt that a commuter transit service made sense as a first step. Fares Q. Do you think the proposed fare structure is reasonable? 218 people responded that the proposed fares were reasonable; however some who responded negatively felt the fare was too high. Many felt that an integrated fare system with ETS would be better. Students and seniors both felt there should be discounted fares for their respective groups. Bus Stop Locations Q. Which bus stop locations would you use?  41 respondents agreed they would use 32 Avenue/Soleil Boulevard  34 respondents agreed with 43 Avenue  67 respondents agreed with 50 Avenue  40 respondents agreed with 55 Avenue  88 respondents agreed with Coloniale Way/Montalet Street  128 respondents agreed with KNRRC Park and Ride  381 respondents would not use any bus stop locations. Other suggestions for bus stop locations included NoFrills, a park and ride at Aqua‐Fit, and locations on the ring road. While many people supported having a bus stop at Coloniale/Montalet, many were opposed to having a park and ride on Coloniale. Service Provider Q. Beaumont is working with Edmonton Transit System to provide the drivers, maintenance and other aspects of operating the proposed transit service. Many respondents supported using ETS due to the organization’s strong reputation. Some respondents questioned whether other service providers had been considered. Many respondents felt the service should be supplied by a private company.

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Beaumont Transit Service

Page 5 of 5

Capital Costs  Beaumont will purchase 3 buses at a cost $1.75 million.  $1.17 million has been received through the GreenTRIP grant from Alberta Transportation.  The remaining funds will come from municipal dollars. Many positive respondents felt the cost of the buses was high and were pleased to see the amount of GreenTRIP funding available. Operating Costs The commuter transit service will require additional funds to operate, maintain and store the buses.  In 2017, the operating expenses are estimated to be $337,700 with $20,400 in fare revenue generation (September to December 2017).  In 2018, the operating expenses are estimated to be $830,700 with $61,200 in fare revenue generation (first full year of operation). Many respondents who were in favour of the transit system had no response. Others in support of transit felt the costs were high. However, this information was the main reason people were opposed to a bus system. Many respondents felt the cost was prohibitive for a community of Beaumont’s size and many were quite vocal in their opposition.

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MEMORANDUM TO:

Budget Committee

FROM:

Manager of Finance & Administration

DATE:

November 4, 5 & 6, 2015

SUBJECT:

2017 Library Budget

File: 148-B01

The 2017 Library Budget, which was presented to the Governance and Priorities Committee on September 20, 2016, is before you for the purpose of setting a preliminary Library Mill Rate. Attached is a detailed calculation of the recommended mill rate for the Library is included on the Projected Operating Statement. This calculation takes into consideration, the estimated assessment for 2017, and suggests approximately a 5.6% increase in the Library mill rate. In 2011, the Council adopted a policy limiting the maximum accumulated surplus allowed to be presented on the annual financial statement for the Library. Any accumulation in access of the maximum is to be transferred to the Library Building Reserve. The maximum is $30,000. The current balance in the Library Building reserve is $138,540. Also attached, is a copy of the non-financial information presented by the Library Board at the Budget Committee meeting mentioned above. amb/cm M_2017 Library Budget

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2017 Operating Budget Proposal Presented by: Gino Salvalaggio, Chair, Bibliothèque de Beaumont Library Board Martin Walters, Library Manager, Bibliothèque de Beaumont Library

Overview The 2017 Beaumont Municipal Library Board budget of $883,300 is a 9.47% increase over the 2016 budget of $806,900. As one of the fastest growing communities in Canada, Beaumont needs a public library that can meet the cultural, technological, and information needs of the citizens. While the Bibliothèque de Beaumont Library continues to provide free local access to millions of information resources, it is also the only convenient place in Beaumont for photocopy/fax/scan services; it acts as an art gallery and cultural centre; and is a key facility supporting the education system as well as providing programs that welcome everyone from newborns to senior citizens. With Beaumont’s average annual population increase of 5.9% recorded over the last 5 years, it is likely to see a population of 25,000 in the year 2022. At a population of 17,000 in 2016, Beaumont has a bustling public library. The 2015 annual report included the following statistics: 8,000 library card holders; a collection of 30,000 items; 95,000 items circulated; 25,000 items borrowed through interlibrary loan province wide; 8,000 items lent out through interlibrary loan province wide; 35,000 visits to our website; 50,000 in person visits to the library; 8,000 participants in our programs; 7,000 hours clocked on our public computers. The Library is open an average of 57 hours per week. Bibliothèque de Beaumont Library is also an active partner within the community enjoying partnerships with Alberta Health, banking institutions, restaurants, businesses, and schools. We are on target to meet all the goals set out in our 2013-2016 Plan of Service and are preparing for the next strategic plan to take us to 2020. The proposed 2017 library budget was approved by the Beaumont Municipal Library Board on Monday, September 12, 2016. The focus of this budget is the sustainability of our excellent library services – especially how they relate to our current facility, staffing, and resources.

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Expenditure Notes The Standards & Best Practices for Public Libraries in Alberta, published in 2010 by Alberta Municipal Affairs Public Library Services Branch, outlines the essential and exemplary standards to be met by libraries throughout the province. Undoubtedly, the Town of Beaumont should strive to have an exemplary library.

Staffing: The provincial standards for exemplary public library staffing levels are 0.7+ FTE per 1000 population. This works out to 12 FTE to serve our community. The Library is currently functioning at 8 FTE. The exemplary hours of opening, per week, according to the standards, for a population category of 10,000 – 25,000, is 63+ hours. As noted above, the library currently averages 57 hours per week of opening hours. In order to move Bibliothèque de Beaumont Library closer to where we should be there is a 10% increase in the budget dedicated to increasing staffing levels (to 8.5 FTE) and operational hours (to 63.8 hours/week).

Membership Fees and Dues: The increase is due to the Town of Beaumont’s membership fee with the Yellowhead Regional Library system (YRL), which the Library Board considers to be necessary to maintain appropriate levels of Library services. The increase derives from the Town of Beaumont’s population increase and the amount allocated from the YRL membership fee. Additionally, this expense includes the Board’s membership in the Alberta Library Trustee’s Association (ALTA), Library staff membership in the Library Association of Alberta (LAA), and the Board’s associate membership in AUMA. The latter entitles the library to a preferential insurance rate.

Rental: The Lease agreement between the Town of Beaumont and Bibliothèque de Beaumont Library was ratified in 2014. The increase is as outlined within that agreement.

Consulting Fees: The Town of Beaumont proposed the idea of conducting a feasibility study to the Beaumont Municipal Library Board. This $20,000 feasibility study adds 2.48% to the overall budget increase. Without this $20,000 feasibility study, the percentage increase is 6.99%. The Beaumont Municipal Library Board is supportive of this $20,000 feasibility study only if it is intended to ask the question “how” and not “why”. How best to expand the library facility in order to meet the needs of the

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growing community. A feasibility study that expedites library facility expansion would be of great value. The Standards & Best Practices for Public Libraries in Alberta provides the following benchmark for libraries:

The current library facility was built in 2004 to service a population of 7,800. The building is 670 m2 (7,211 sq. ft.). According to the Library Standards, this is an average size building for that population category. Today the population is over 17,000 and yet the Library remains 670 m2 (7,211 sq. ft.). Over the years, the Library has made every effort to maximize the interior space and create multi-purpose functionality (and continues to do so). Unfortunately, the Library is now approximately half the size that it needs to be in 2016. Using the Space Planning Worksheet provided in the Library Standards document, the Bibliothèque de Beaumont Library should be 1,300 m2 (14,000 sq. ft.) today. If we look to a future where 25,000 people call Beaumont their community, then the Library should be Our neighbors to the south, the City of Leduc, around 1,858 m2 (20,000 sq. ft.). recently built a 1,700 m2 (just over 18,000 sq. ft.) library facility to accommodate their population of 29,000 (in 2015). Unfortunately, in the library world, there is always a cost when things are overdue. A suitable library facility to meet the needs of today’s population (as well as the population in 2022 and beyond) is overdue. The $20,000 feasibility study is needed only to answer the question “how shall we build what must be built”. Capital Expenditures: The Friends of the Beaumont Library have consistently supported improvements to furniture and equipment throughout the Library. For 2017, the Library looks forward to a $7,500 enhancement to the computer information commons area courtesy of the Friends of the Beaumont Library. This project will bring Bibliothèque de Beaumont Library in line with the standard of 2 public computers +1 computer per 2,000 population.

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Revenue Notes Community Contributions: In 2016, the Friends of the Beaumont Library contributed $7,500 to renovating the kitchen in the Program Room. In 2017, the Friends hope to raise another $7,500 to contribute to new and improved information technology within the library. In 2016, TD Bank contributed $2,500 to our partnership with Alberta Health to pay for the â&#x20AC;&#x153;books for babiesâ&#x20AC;? initiative. We anticipate this continuing in 2017. Conditional Operating Grants: There are two major conditional grants in 2017. The provincial grant is projected to be $93,062 based on 2015 population at $5.55 per capita. The Leduc County grant is estimated at approximately $12,000. There are potentially two minor grants (federal and provincial) that support a portion of summer student wages.

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BUDGET

Change

2016

2017

Revenues PHOTOCOPIER

Unchanged

8,500

FINES

Increased

10%

10,000

11,000

PROGRAM FEES

Increased

16,000

17,000

RENTAL REVENUE

Decreased

37%

800

500

CONDITIONAL OPERATING GRANTS

Increased

102,100

105,600

UNCONDITIONAL OPERATING GRANTS

Increased

10%

662,000

730,700

COMMUNITY CONTRIBUTIONS

Increased

33%

7,500

10,000

806,900

883,300

Total Revenues: Expenditures FULL TIME WAGES

Increased

31%

139,300

183,700

PART TIME WAGES

Decreased

18%

152,200

124,000

CASUAL WAGES

Increased

33%

57,900

77,100

HONORARIUMS

Increased

5,200

5,500

EMPLOYEE BENEFITS

Increased

88,100

94,800

TRAVEL

Increased

22%

4,400

5,400

COURSES & TRAINING

Increased

11,500

12,200

MEMBERSHIP FEES & DUES

Increased

70,300

77,200

STATIONERY & SUPPLIES

Increased

3,000

3,200

PHOTOCOPIER & SUPPLIES

Increased

12%

5,000

5,600

POSTAGE & COURIER

Increased

20%

500

600

PERIODICALS

Increased

17%

1,700

2,000

BOOKS

Increased

12,300

12,800

INSURANCE

Decreased

5,500

5,100

ADVERTISING

Increased

53%

1,300

2,000

APPRECIATION

Increased

2,400

2,500

CONTRACTED SERVICES

Unchanged

CONSULTING FEES

Increased

AUDIT FEES

50,200

2222%

900

20,900

Unchanged

1,500

RENTAL

Increased

120,400

126,500

POWER

Increased

16%

9,600

11,200

GAS

Decreased

15%

5,300

4,500

WATER

Increased

20%

3,000

3,600

DATA COMMUNICATIONS & INTERNET

Increased

5,200

5,400

MAINTENANCE AND REPAIR

Unchanged

1,500

PROGRAM EXPENSES

Increased

15%

11,000

12,700

PROGRAM MATERIALS, GOODS & SUP

Increased

11%

4,500

5,000

LIBRARY CAPITAL EXPENDITURE

Decreased

46%

14,000

7,500

DEBIT MACHINE COSTS

Increased

33%

600

800

CONTINGENCY

Unchanged

2,000

ACCOUNTING SUPPORT

Decreased

16,600

16,300

806,900

883,300

Total Expenditures: % Increase: Expenses

10-78

Revenues and Expenditures for Library Budget Year 2017 Budget Library Program

Library Building

Budget 2017

Budget 2016

Revenue SALES & USER CHARGES

8,500

FINES

11,000

10,000

PROGRAM FEES

17,000

RENTAL REVENUE

500

LIBRARY TAXES

17,000

16,000

126,400

126,900

121,200

666,000

596,400

64,300

169,900

167,700 662,000

CONDITIONAL OPERATING GRANTS

105,600

UNCONDITIONAL CAPITAL GRANTS

730,300

10,000

7,500

COMMUNITY CONTRIBUTIONS

882,900

856,700

1,739,600

1,589,300

FULL TIME WAGES

183,700

14,000

197,700

146,900

PART TIME WAGES

124,000

152,200

CASUAL WAGES

77,100

60,900

HONORARIUMS

5,500

5,200

98,400

90,300

5,400

4,400

Expenditures

EMPLOYEE BENEFITS TRAVEL

94,800

3,600

5,400

COURSES & TRAINING

12,200

11,500

MEMBERSHIPS & DUES

77,200

70,300

STATIONERY & SUPPLIES

3,200

3,000

PHOTOCOPIER & SUPPLIES

5,600

5,000

600

500

2,000

1,700

12,800

12,300

POSTAGE & COURIER PUBLICATIONS/PERIODICAL/NEWSLETTER BOOKS

12,800

JANITORIAL/CLEANING SUPPLIES INSURANCE

2,200 5,100

2,200

1,700

5,100

5,500

ADVERTISING

2,000

1,300

APPRECIATION

2,500

2,400

51,200

CONTRACTED SERVICES

50,200

CONSULTING FEES

20,900

900

1,500

126,500

120,400

AUDIT FEES RENTAL

11/2/2016

1,000

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10-79

Revenues and Expenditures for Library Budget Year 2017 Budget Library Program POWER

Library Building

Budget 2017

Budget 2016 10,200

10,600

GAS

4,700

5,300

WATER

3,600

3,000

Expenditures DATA COMMUNICATIONS & INTERNET

5,400

MAINTENANCE AND REPAIR

1,500

AMORTIZATION GRANTS & SUBSIDIES PROGRAM EXPENSES

7,000

5,400

5,200

8,500

14,300

31,700

730,300

662,000 11,000

12,700

PROGRAM MATERIALS, GOODS & SUP

5,000

4,500

LIBRARY CAPITAL EXPENDITURE

7,500

14,000

INTEREST EXPENSE

800

DEBENTURE PRINCIPAL TRANSFER TO RESERVES CONTINGENCY ACCOUNTING SUPPORT

30,300

31,100

34,300

63,500

60,100

2,000 2,000 16,300

2,000

2,000 21,100

4,700

21,000

ADMINISTRATIVE SUPPORT

1,100

MANAGEMENT SUPPORT

2,700

2,600

1,700

700

800

882,900

894,800

1,777,700

1,636,000

(38,100)

(46,700)

Cost Recovery including internal costs

98%

97%

Cost Recovery excluding internal costs

99%

98%

HR SUPPORT COMMUNICATIONS SUPPORT

NET INCOME

11/2/2016

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10-80

(NEW)

MEMORANDUM TO:

Chief Administrative Officer

FROM:

General Manager, Corporate Services

DATE:

November 4, 5, and 6, 2016

SUBJECT:

Presentation of Proposed Schedule of Fees and Charges for 2017

File: 0140-F01

PURPOSE The purpose of this memo is to present proposed changes to the 2017 Schedule of Fees and Charges to the Budget Committee for a recommendation. BACKGROUND As a part of the annual Budget process each department is charged with the responsibility to review the fees and charges they collect so as to determine whether any adjustments should be recommended. The proposed recommendations have been used to prepare the 2017 Operating Budget. All changes to the fees being charged in 2017 from 2016 have been identified in the right margin. With the exception for Child Care fees and fees for the use of the Ken Nichol Regional Recreation Centre (KNRRC), all fees are effective January 1, 2017. The following highlight the changes made to the different fee schedules: Schedule I: Administrative Fees (page 2)  Fingerprint and criminal record check Fees have been moved to a separate schedule – Schedule XV – Fingerprint and Criminal Record Check Fees. Schedule IV: License Fees (page 5)  Business license fees have been increased 3%, based on a review of fees being charged by other municipalities and counties within the Capital Region.  A new fee for Operating a Business without a Valid Business License in the amount of $250 has been added for 2017. Schedule V: Planning, Development & Building Permit Fees: Section A - Planning Fees (Page 6)  A new notification/advertising fee for redistricting applications has been added for 2017. Schedule V: Planning, Development & Building Permit Fees: Section B - Planning Fees (Pages 7& 8)  All existing fees have been increased by 3% and remain competitive with the fees being charged by other municipalities and counties within the Capital Region.  A new fee for sidewalk inspections and re-inspections has been added for 2017 in the amount of $150.  New fees for residential structural renovations have been added for 2017.  A new fee for safety inspection requests has been added for 2017.  A new fee for Sidewalk Patio Cafés has been added for 2017, consistent with the new regulations introduced in 2016, in the amount of $25.75. Schedule V: Planning, Development & Building Permit Fees: Section C - Miscellaneous Fees (Pages 9-13)  All Development Fees have been increased by 3% and remain competitive with the fees being charged by other municipalities and counties within the Capital Region.  Adjustments to Building Fees increase by 3% and remain competitive with the fees being charged by other municipalities and counties within the Capital Region.  Separate schedules for electrical, plumbing and gas permit fees have been included for 2017 – pages 11, 12, and 13, which reflects a 10% increase as fees have not been increase since 2013. M_2017 Fees Charges Workshop Presentation

11-1

Schedule VI: Utility Service Fees (Page 14)  A new fee for water/sewer re-inspection in the amount of $150 has been added for 2017.  A new fee for water usage for main flushing in the amount of $2.94/m3 has been added for 2017.  Water Consumption Rate – Per m3 Fee increased by $0.08 based on an estimated Water Commission rate increase in the same amount. Based on an average consumption of 217m3/year the annual increase to a property owner is estimated at $17.36.  WasteWater Consumption Rate – Per m3 Fee increased by $0.05 based on an estimated Wastewater Commission rate increase in the same amount. Based on an average consumption of 217m3/year the annual increase to a property owner is estimated at $10.84.  Curbside Collection Fee has been increased $1.49 based on increases per the current curbside collection contract ($0.18); special events, including large item, dump and return, x-mas tree drop off and brown bag collection (S0.18); anticipated increase in landfill fees ($0.98); and, operational costs ($0.15). Schedule VII: Child Care Fees (Page 15)  Before & After School Care – September – June 2017 local fees have been increased by 2% based on a review of comparable daycare operations.  Early Learning Child Care Centre 2017 local monthly fees have been increased by 2% based on a review of comparable daycare operations. Schedule VIII: Cemetery Fees (Page 16)  All cemetery fees have been increased based on a review of comparable cemetery operations and estimated costs incurred based on the type of opening/closing. Schedule IX: Aqua-Fit Complex (Pages 17-19)  Aqua-Fit Fees, all fees increased by 3% (rounded to the nearest $0.25) based on a review of the fees being charged in Leduc and Southeast Edmonton Recreation Centers.  New fees have been added for the new programs being offered at the facility. Schedule X: Indoor & Outdoor Facility Fees & Charges (Page 20)  Fee increases set at 3%. Schedule XI: KNRRC Facility Fees & Charges (Ice) (Page 21)  Fee increases set at 3%. Schedule XII: KNRRC Facility Fees & Charges (No Ice) (Pages 22-23)  Fee increases set at 3%. Schedule XIII: CCBCC Fees (Page 24)  No changes are proposed based on the approved schedule. Schedule XV: Fingerprint & Criminal Record Check Fees (Page 26)  New detailed schedule of fingerprint and criminal record check fees, previously included in Schedule I. Schedule XVI: Environmental Fees (Page 27)  Fee increases set at 3%. Schedule XVI: Transit Fees (Page 28) • New for 2017 with the introduction of the commuter service to Century Park LRT Station. Communication of the proposed fee changes to the public will be through the Budget Open Houses and as part of the bylaw adoption process, with final consideration of approval at Council’s December 16, 2016 meeting. M_2017 Fees Charges Workshop Presentation

11-2

(Updated)

Town of Beaumont Bylaw xxx-16, Fees and Charges Bylaw Schedule “A” Schedule Administrative Fees Maps and Digital Data Fees Freedom of Information Fees License Fees Planning, Development & Building Permit Fees Utility Service Fees Child Care Fees Cemetery Fees Facility Fees – Aqua-Fit Centre Facility Fees – Indoor & Outdoor Facilities Facility Fees – KNRRC (Ice) Facility Fees – KNRRC (No Ice) Facility Fees – CCBCC Fire Service Fees Fingerprint and Criminal Record Check Fees Environmental Fees Transit Fees

Number I II III IV V VI VII VIII IX X XI XII XIII XIV XV XVI XVII

11-3

SCHEDULE I ADMINISTRATIVE FEES Effective January 1, 2017 ITEM Tax Certificates Tax Information Tax Notifications Zoning Compliance Certificates Zoning Compliance - Rush (Next day Service) Encroachment Agreement Land Use Bylaw French Village Guidelines Central Area Redevelopment Plan Assessment Complaints: Residential* (3 dwelling units or less) Residential* (4 dwelling units or more) Non Residential* (based on assessed property value) $0 - $99,999 $100,000 - $249,999 $250,000 - $499,999 $500,000+ (*Refundable if appeal successful)

Town Labour Town-Contracted Sidewalk Snow Removal Town-Contracted Weed Control Photocopies NSF Cheque Processing Charge Penalty on General Accounts Receivable (Does not apply to utility/tax accounts) Commissioner of Oaths Naming/Renaming Application Fee (adding names to the Name Reserve List, renaming a road, park, trail or municipal facility) 1 GST to be applied

2017 FEES $ 25.00 N/C $15.00 Included under Section 3 of Planning and Development Fees $ 40.001 ($ 25.001/disk copy) $ 20.001 $ 20.001 $ 50.00 $250.00

$50.00 $150.00 $250.00 $400.00

Gross Wage/Salary/Benefits 25%+ Administration Fee (20%)1 Contract & Administration Fee (20%)1 Contract & Administration Fee (50%)1 $0.30 Each (Minimum of $1.00) 1 $30.00 1.5%/Month Minimum $5.00 $25.00 per affidavit/statutory declaration

$100.00

11-4

SCHEDULE II MAPS AND DIGITAL DATA FEES Effective January 1, 2017 Description

Size

2017 Fee

Paper Maps: Please note that the size of the paper maps is approximate Address Map Address map shows parcel lines, street names, point of interests, water bodies and address texts. This map available in two sizes, one larger map or four smaller maps (map per each quadrant of the town Whole town in one map $ 22.00 36” x 40” Each quadrant map (NW, NE, SW or SE) $ 10.00 22”x 24” Aerial Photograph 36” x 36” $50.00 Printed on Photo Quality Paper $25.00 24”x 24” Land Use Bylaw (LUB) District Map This map shows LUB district boundaries and street names and available in two formats. Thematic Map. $40.00 46” x 36” Small- 5 page ready to binder map $5.00 8.5”x11” Digital Maps: Various digital maps in PDF format are available in the Town’s Web Site to download free of charge Digital Data: Digital data are in NAD83-3TM-114 coordinate system. Town sells data on as it status. Requester should sign the applicable agreement and pay the full amount of the data and, if applicable, delivery charges and taxes. Flowing digital data are available to purchase for the interested individuals or the organizations. Data request should be accompanied with the CAD $ 30.00 non-refundable fee that will be deducted from the total cost if the purchase completed. After receiving the application, town will review it, assess the cost of the data and contact the requester within 5 business days to inform the actual cost and the pickup date. $ 0.30 per point Address points: Point features in Shapefile or First 500 points $ 0.25 per point ESRI Personal or File Geodatabase format. Next 501-1000 points $ 0.20 per point Attributed with Street address, Street name Next 1001-2000 points $ 0.15 per point prefix, Street name and Street name suffix. Next 2001-3000 points Minimum request is 200 points $ 0.10 per point Next 3001 + points Streets: Line features in Shapefile or ESRI First 10 km $ 40.00 Personal or File Geodatabase format. Next 11-20 km $ 3.50 per km Attributed with street name, Direction, Max Next 21 + km $ 3.00 per km speed and Number of lanes. Minimum request is 10 Km Tagged Image File Format (TIFF): Request varies Calculate according to should accompanied with the boundary of the the ERJOI area of interest in shapefile format or clearly contribution drawn on a map or image. Town sells data agreement only in square shape areas with parallel sides to north-south and east-west only. Any irregular shapes will be changed to the smallest possible square shape area as indicated above. 1 GST to be applied

11-5

SCHEDULE III Freedom of Information and Protection of Privacy Act Effective January 1, 2017

The fees set out in this Schedule are the maximum amounts that can be charged to applicants. ITEM 2017 FEES Freedom of Information and Protection Request-Initial Fee For searching for, locating, retrieving, and copying a record For producing a record from an electronic record: (a) Computer processing and related charges (b) Computer programming For producing a paper copy of a record: (a) photocopies and computer printouts: (i) black and white up to 8 ½” x 14” (ii) other formats (b) from microfiche or microfilm (c) plans and blueprints For producing a copy of a record by duplication of the following media: (a) microfiche and microfilm (b) computer disks (c) computer tapes (d) slides (e) audio and video tapes For producing a photographic copy (colour or black and white) printed on photographic paper from a negative, slide or digital image: (a) 4” x 6” (b) 5” x 7” (c) 8” x 10” (d) 11” x 14” (e) 16” x 20” For producing a copy of a record by any process or in any medium or format not listed in sections 3 to 5 above For preparing and handling a record for disclosure For supervising the examination of a record For shipping a record or a copy of a record

$25.00 $6.75/¼ Hour Actual Cost to Public Body Actual Cost to Public Body up to $20.00/¼ Hour

$0.25/Page $0.50/Page $0.50/Page Actual Cost to Public Body

Actual Cost to Public Body $5.00/Disk Actual Cost to Public Body $2.00/Slide Actual Cost to Public Body

$3.00 $6.00 $10.00 $20.00 $30.00 Actual Cost to Public Body $6.75/¼ Hour $6.75/¼ Hour Actual Cost to Public Body

11-6

SCHEDULE IV LICENSE FEES

Effective January 1, 2017 ITEM Animal Licenses: Dog/Cat License Spayed/Neutered Intact Animals October through December 31 Spayed/Neutered Intact Animals Replacement Tags (Dog & Cat) Senior Citizens (Over the Age of 65) Seeing Eye, Police & Assisted Living Dogs Kennel Fees: All Animals (Per Day) Business License Home-Based Business** January 1 – December 31 (Calendar Year) Commercial Business License** Commercial (In Town) Non-resident Business Adult Entertainment (Occupancy limit 1-99) Adult Entertainment (Occupancy limit 100-299) Adult Entertainment (Occupancy limit 300+) Hawker/Peddler Business Seasonal Business Temporary Business Reduced rate for new businesses marked ** purchasing after August 1 – December 31 Business license amendment or replacement fee Business License Appeal Late Renewal Payment Fee Operating a Business Without a Valid Business License

2017 FEES $25.00 $35.00

$15.00 $20.00

$3.001 $0 $0 $20.00

$92.70 $92.70 $103.00 $103.00 $515.00 $1,030.00 $103.00/business + $20.60/salesperson $77.25 $51.50

Comment [A1]: 2016 – $90.00 $90.00 $100.00 $100.00 $500.00 $1,000.00 $100.00/business + $20/salesperson $75.00 $50.00

50% of applicable fee $10.30 $51.50 $25.00 $250.00

50% of applicable fee

Home Builder/General Contractor Business License In Town General Contractor Business License Out of Town General Contractor Business License General Contractor Business License (Single project, i.e., house addition/garage if contractor built, school, church) 1 GST

$10.00 $50.00

$360.50 $515.00

Comment [A2]: New as of 2017

0.25% of Construction Value (Maximum $515.00 Minimum $51.50)

Comment [A3]: 2016 – $350.00 $500.00 Comment [A4]: 2016 – 0.25% of Construction Value (Maximum $500.00 Minimum $50.00)

to be applied

11-7

SCHEDULE V PLANNING, DEVELOPMENT & BUILDING PERMIT FEES Effective January 1, 2017

Section A â&#x20AC;&#x201C; Planning Fees ITEM Part 1. Subdivision and Endorsement Subdivision Application

Endorsement Application Part 2. Bareland Condominium Fees

2017 FEES Base Fee $500 + $250/lot excluding remnant lot, ER, MR and PUL Base Fee $500 + $300/lot excluding remnant lot, ER, MR and PU

Application fee for a Bareland Condominium is based on the fees charges upon submission of a Subdivision Application as per each bareland unit to be created and its intended use.

Refer to Part 1

Endorsement fee for a Bareland Condominium Plan is based upon the fees charged upon the submission of plan of subdivision for endorsement as per each bareland unit to be registered and its intended use.

Refer to Part 1

Flat fee for parking stalls converted to a bareland unit. Part 3. Condominium Fees Application fee per unit excluding common property pursuant to the Condominium Property Regulation. Flat Fee for parking stalls converted to condominium units. Part 4. Land Use Bylaw Amendments (Including Redistricting Applications) Part 5. Area Structure Plan, Neighbourhood Structure Plan and Area Redevelopment Plan Adoption and Amendment Part 6. Outline Plan Approval and Amendment

Part 7. Municipal Development Plan Amendment Part 8. Subdivision Approval Extension Application Part 9. Subdivision Approval Amendment Application Part 10. Subdivision Appeal Fee Part 11. Development Agreement Fee Part 12. Amending Development Agreement Fee

$50.00

$40.00/unit

$20.00/unit $2,000 + Notification Costs (To be determined)

Comment [A6]: 2016 - Advertising Comment [A5]: New as of 2017

Base Fee: $2,000 + $200/ha + Advertising Costs (To be determined) Base Fee: $2,000 + $200/ha + Advertising Costs (To be determined) $3,000 + Advertising Costs (to be determined) $500.00 $4,000.00 $300.00 $5,000.00 $3,000.00

11-8

Section B – Development & Building Permit Fees ITEM

2017 FEES

Commercial, Institutional, Industrial & Multi-Family Residential – New Development (include the basement only if used as a function space other than storage). Building @ (1) /$1,000.00 (construction value to $1,000,000.00 then (2)/$1,000.00) balance over $1,000,000.00 Min. fee (3) ($15,100.00) Construction Street Cleaning (per 15 Front Meter) Construction Water / Wastewater Use

Water Pressure Tests (2 Tests), Bacteriological Test, Superchlorination Tests (2 Tests) Deep Utility Tie-In Inspection & Re-inspection (Manholes/Valves/Catch Basins, etc.) –Including Missed Appointments

Building (1) $6.18*~ (2) $5.15*~ (3) $154.50*~ $77.25/15m 10% of Bldg Permit Fee (Min: $92.70) $500 $150 Each

Development @ $3.09/m2 net floor area Minimum $100.00 Maximum $3,605.00

Sidewalk Inspection & Re-inspection (Including Missed Appointments) $150 Each Commercial, Institutional, Industrial, Structural - Additions/Renovations/Alterations Interior or Exterior Development (include basement only if used as function space) min. $100.00 Building @ (1) /$1,000.00(construction value to $1,000,000.00) then (2)/$1,000.00 balance over $1,000,000.00 / Min. fee (3) Single Family Residential - New *Building Permit * Minimum $515.00 - $6.18 per square meter of net floor area being developed. Attached Garage Performance/Damage Deposit on each new residential home Sidewalk, Water, Storm & Sewer Inspection Construction Street Cleaning Construction Water / Wastewater Use

Sidewalk Inspection & Re-inspection (Including Missed Appointments) Modular Home Fee (in addition to single family residential fees noted above) Alteration from Showhome to Garage Occupancy Exterior Residential Structural Renovation/Alterations (includes fees for new openings, windows, doors, roof over existing deck, etc. Not required for shingle, siding, or stucco replacement) *Building @ (1) /$1,000.00 Min. Fee (2) ($15,833.33) Interior Residential Structural Renovation /Alterations exceeding $5,000 in construction value (e.g. kitchen renovation exceeding $5,000) *Building @ (1) /$1,000.00 / Min. Bldg. Fee (2) Hydronic Heating Systems – Poured floor radiant tubing; “staple-up” radiators, baseboard heaters, etc. Building permit flat fee and may require electrical and gas permits. (Drawing, smoke detector, size of windows, bathroom, fireplace, label each room.) (Drawing, smoke detector, size of windows, bathroom, fireplace, label each room.)

Safety Inspection Request (at request of registered owner) (Includes Time spent at site, report preparation, and follow up, etc.)

~4.0% of Permit Cost (Min. Fee $4.50; Max. Fee $560)

Comment [A11]: 2016 – @ $3.00/m2 net floor area Minimum $100.00 – Maximum $3,500.00 Comment [A9]: 2016 – (1) $6.00*~ (2) $5.00*~ (3) $150.00*~ $75.00/15m 10% of Bldg Permit Fee (Min: $90.00) Comment [A8]: New as of 2017 Comment [A10]: New as of 2017

(1) $6.18*~ (2) $5.15*~ (3) $154.50*~

Development @ $3.09/m2 net floor area

$6.18/m2*~ $77.25 $3,000.00 $200.00 $77.25 10% of Bldg Permit Fee (Min: $92.70) $150.00 Each $500.00~ $97.85 (1) $6.18*~ (2) $97.85*~

$154.50

(1) $6.18*~ (2) $97.85*~

N/A

Comment [A13]: 2016 - $3.00 Comment [A12]: 2016 - (1) $6.00*~ (2) $5.00*~ (3) $150.00*~ Comment [A14]: 2016 - (Includes Water & Sewer Permit) Comment [A15]: 2016 - $500.00 - $6.00 Comment [A21]: 2016 - $150.00 Comment [A18]: New as of 2017 Comment [A16]: New as of 2017 Comment [A19]: 2016 - $6.00/m2*~ $75.00 $3,000.00 $75.00 10% of Bldg Permit Fee (Min: $90.00)

$30.90

Comment [A17]: New as of 2017 Comment [A20]: New as of 2017 Comment [A22]: New as of 2017 Comment [A23]: New as of 2017 Comment [A24]: New as of 2017

$77.25~ Basement Development (After Occupancy) *Building @ (1) /$1,000.00 Minimum Fee (2) Secondary Suite or Garage Suite Development *Building @ (1) /$1,000.00 Minimum Fee (2) Garages & Carports - Detached & Attached Accessory Buildings - Greater than 10 m2 (i.e., garden sheds). If foundation planned, then sheds less than 10 m2 (107 ft2) require permit Evaluation of an Alternative Solution Proposal

Safety Codes Fee Comment [A7]: 2016 - (per 15 Front Meter)

(1) 6.18*~ (2) $154.50*~ (1) 6.18*~ (2) $309.00*~ $77.25~

$77.25~ $82.40/hour hour1 (minimum $500.00)~ $82.40/hour1 (minimum $82.30)~

Comment [A25]: 2016 - (1) $6.00*~ (2) $95.00*~

N/A

Comment [A26]: 2016 - $30.00

N/A $103.00 $103.00 notification fee $51.50

Comment [A27]: New as of 2017 Comment [A28]: 2016 - $75.00 Comment [A29]: 2016 - (1) 6.00*~ (2) $150.00*~ Comment [A30]: 2016 - (1) 6.00*~ (2) $300.00*~

$51.50

Comment [A31]: 2016 - $100.00 $100.00 Comment [A32]: 2016 - $75.00~

N/A

Comment [A33]: 2016 - $50.00 Comment [A34]: 2016 - $75.00~ Comment [A35]: 2016 - $50.00

N/A

Comment [A36]: New as of 2017 Comment [A37]: New as of 2017

11-9

Section B – Development & Building Permit Fees - Continued ITEM Decks - over 2' or enclosed deck or enclosed patio - Permit required for roof only (classified as enclosed) - No permit required for open beam - Use this fee for decks and hot tubs Fences - If exceeds the maximum height allowed of 3' in front and 6' in rear and/or side yard Signs - Including fascia, free standing show home, etc.

Erection of - Telecommunication towers, flag poles, TV/radio antennae, masts, large satellite dishes Landscaping - including lot grading, clearing, trenching, road construction, utility installation where drainage pattern is changed Home Based Business *Building permit required when a residence is - Development Permit used for a purpose other than a living space or - Advertising constructing space for the business - Business License Application Hot Tubs (Electrical Permit Required) Swimming Pools * Building @ (1) /$1,000.00 - Minimum Fee (2) Building Demolition Stoves and Fireplaces – Wood Burning (If gas stove or fireplace, a gas permit is required.) Fire Pits, BBQ structures, Outdoor Fireplaces and Chimneys Retaining Walls - (if over one meter in height, submit engineer stamped drawing at time of application) Application for Variance (plus $100.00 notification fee for approval) - Residential Uses (deck, accessory building, etc.) - Commercial/Industrial/Institutional – per variance Notification fee for Discretionary Uses not identified above Sidewalk Patio Café

2017 FEES Building

Development

$154.50~

$51.50

N/A N/A $6.18/$1,000. Construction Value $77.25 Min Fee

$51.50 $103.00

N/A * see appropriate bldg. fees above $77.25~ (1) $6.18~ (2) $154.50~ $77.25~

$51.50 $51.50 $103.00 $92.70 $51.50 $51.50

$77.25~ N/A

N/A $51.50

N/A

$51.50

Safety Codes Fee ~ 4.0% of Permit Cost ~ As Above ~ As Above ~ As Above

$51.50

~ As Above

Comment [A38]: 2016 - $150.00~ Comment [A39]: 2016 - $50.00 Comment [A40]: 2016 - $50.00 Comment [A41]: 2016 - $100.00 Comment [A43]: 2016 - $50.00 Comment [A42]: 2016 - $6.00/$1,000. Construction Value $75.00 Min Fee Comment [A44]: 2016 - $50.00

~ As Above Comment [A45]: 2016 - $50.00 $100.00 $90.00

~ As Above Comment [A46]: 2016 - $75.00~ ~ As Above Comment [A47]: 2016 - $50.00 ~ As Comment [A49]: 2016 - $50.00 Above Comment [A48]: 2016 - (1) $6.00~ ~ As (2) $150.00~ Above Comment [A50]: 2016 - $75.00~ ~ As Above Comment [A51]: 2016 - $150.00

$154.50

$154.50 $515.00 $103.00 $25.75

Comment [A52]: 2016 - $75.00~ Comment [A53]: 2016 $50.00 Comment [A54]: 2016 - $50.00 Comment [A55]: 2016 - $150.00 $500.00 Comment [A56]: 2016 $100.00 Comment [A57]: New as of 2017

11-10

Section C – Miscellaneous Building and Development Fees ITEM

Comment [A58]: New as of 2017

2017 FEES Building

Grading Inspection Fee: Single Detached Housing Rough, Final & Re-inspection

$154.501 Each

Semi-Detached Housing (Duplex, Triplex) Rough, Final & Re-inspection

$154.50/Each /Unit

Multiple Family Housing (4-Plex & Greater, Condos) Rough, Final & Re-inspection

$195.70(1)(2) Plus $51.501 for each dwelling unit on the first level that contains dwelling units $195.701/ha (Minimum of $195.701)

Any other land use (includes Apartment Buildings, Commercial & Institutional) *Final grade to be completed one year after rough grade approval, as per Surface Drainage Bylaw #732-08.

* Electrical, Plumbing and Gas Fees Development Permit Application is Substantially Revised or Altered

* * ½ of the original permit fee Double Development Permit Fee

Unauthorized development (where work has commenced prior to issuance of Development permit) Failure to File a Verification of Compliance (within the time requested by a Safety Codes Officer) Failure to Call for or to Recall an Inspection (must pay prior to next inspection) Occupying a Building prior to calling for a Final Inspection Occupying a Building Prior to Acceptance of All Final Documentation by Safety Codes Officer Unauthorized work (if any unauthorized work, including excavation, has been started prior to issuance of a Building Permit, the building, electrical, plumbing and/or gas permit fees shall be doubled as applicable for such work commenced). Plan Re-Examination (where requested by a Safety Codes Officer due to inaccuracies or lack of information in the plans or specifications originally submitted OR revisions submitted by the builder after the plans review has been completed)

Development

$250/offence

Comment [A59]: 2016 - $150.001 Each

$150.00/Each/Unit $190.00(1)(2) Plus $50.001 for each dwelling unit on the first level that contains dwelling units $190.001/ha (Minimum of $190.001) Comment [A60]: 2016 – Application Fee for Forbearance Comment [A61]: $500.00

$250/offence $750/day of occupancy $750/day of occupancy Double Permit Fee

Comment [A62]: 2016 - $80.00/hour1 (minimum $80) Comment [A63]: New as of 2017 Comment [A64]: New as of 2017

25% of Building Permit Fee

Comment [A65]: 2016 - $75, if development plans amended

11-11

Section C – Miscellaneous Development Fees - Continued ITEM

2017 FEES Building

Development

$250 / 1st occurrence If, in the opinion of the Safety Codes Officer, more than one inspection is necessitated by the failure of the contractor/owner to either ensure accessibility to a site for which the $500 / subsequent contractor/owner has requested an inspection, or the failure of the contractor/owner to ensure occurrence on same the correction of the same deficiency(ies) for all sites by the same contractor/owner notified property through an inspection report, or work not being ready for the requested inspection, an additional fee may be charged for each re-inspection. If, in the opinion of the Safety Codes Officer, there is no address seen on the building during all $250 stages of construction, an additional fee may be charged for each re-inspection and the original inspection may be refused. Failure to have Town of Beaumont Stamped plans and layouts on site for framing and final $250 building inspections. Refused Permits – if a building permit application is paid for an is not issued within 90 days of the application date as a result of information missing or as a request for information by a Safety Codes Office, the permit will be considered refused and no refund issued. Cancelled and Expired Permits - refund requests are required in writing from the owner or authorized agent of the owner within 60 days of cancelled/expired date - No refund on Safety Codes Fee DP Fee less $50 - Submitted Application Full refund DP Fee less $50 - Development Permit is currently being reviewed Full refund - Development Permit is approved Full refund No refund - Building Permit is in Plans Examination Stage BP Fee less $82.40/hour Comment No[A66]: refund 2016 - $80.00 - Building Permit has been issued but no inspection conducted 55% holdback No refund - Building Inspection (at least one) has been requested and completed No refund No refund Re-issuance of Expired Permit 55% of original building Comment [A67]: 2016 - Building Permit Extension permit fee (Minimum $82.40) Comment [A68]: 2016 - 25% of original building permit fee (Minimum $80) Copy of Existing Compliance Certificates and Real Property Reports or Permit inspections $15.00 (request to be made by homeowner, otherwise FOIP request) Comment [A70]: 2016 - $10.00 Copy of Existing House Plans (request to be made by current homeowner, otherwise FOIP $15.00 Comment [A69]: New as of 2017 request) Comment [A71]: New as of 2017 Zoning Compliance Certificate – 7 to 10 Day Service $128.75 Zoning Compliance – Rush (3 Day Service) $257.50 Zoning Compliance – Other than Residential $257.50 Encroachment Agreement Comment$51.50 [A72]: 2016 - $125.00 $250.00 $250.00 $50.00

Development Appeal * See Description area of appropriate row ~ Add Safety Codes Council Fee – 4.0% of Permit Cost 1 GST to be applied 2 The indicated Lot Grading Inspection Fee is payable for each separate Building Permit application.

$55.00

11-12

Section C â&#x20AC;&#x201C; Miscellaneous Development Fees - Continued Electrical Permit Fee Schedule Residential Installations New Single Family Dwellings and Additions Square Footage Permit Fee SCC Levy Total Fee Up to 1200 $206.25 $8.25 $214.50 1201 to 1500 $247.50 $9.90 $257.40 1501 to 2000 $280.50 $11.22 $291.72 2001 to 2500 $313.50 $12.54 $326.04 2501 to 3500 $412.50 $16.50 $429.00 Over 3500 Permit fee is $375.00 plus $0.10 per square foot over 3500 plus SC Levy Other Installations Description Permit Fee SCC Levy Total Fee Basement Development $137.50 $5.50 $268.00 Hot Tub / Air Conditioning Unit $82.50 $4.50 $162.00 Permanent Service Connection Only $82.50 $4.50 $162.00 Temporary Power / Underground Service $82.50 $4.50 $162.00 Panel Change or Upgrade $82.50 $4.50 $162.00 Garages $88.00 $4.50 $172.50 Add $75.00 to homeowner permits with a project value greater than $500.00 * SCC Levy is 4% of the permit fee with a minimum of $4.50 and a maximum of $560

Comment [A73]: New for 2017

Plumbing Permit Fee Schedule

Comment [A74]: New for 2017

Residential & Non-Residential Installations Number of Fixtures Permit Fee SCC Levy Total Fee 1 $82.50 $4.50 $87.00 2 $93.50 $4.50 $98.00 3 $104.50 $4.50 $109.00 4 $115.50 $4.62 $120.12 5 $126.50 $5.06 $131.56 6 $206.25 $8.25 $214.50 7 $222.75 $8.91 $231.66 8 $239.25 $9.57 $248.82 9 $255.75 $10.23 $265.98 10 $272.25 $10.89 $283.14 11 $288.75 $11.55 $300.30 12 $305.25 $12.21 $317.46 13 $313.50 $12.54 $326.04 14 $321.75 $12.87 $334.62 15 $330.00 $13.20 $343.20 16 $338.25 $13.53 $351.78 17 $346.50 $13.86 $360.36 18 $354.75 $14.19 $368.94 19 $363.00 $14.52 $377.52 20 $371.25 $14.85 $386.10 Over 20 $371.25 plus $5.00 per fixture over 20 Add $75.00 to homeowner permits over five (5) fixtures * SCC Levy is 4% of the permit fee with a minimum of $4.50 and a maximum of $560

11-13

Section C â&#x20AC;&#x201C; Miscellaneous Development Fees - Continued ELECTRICAL PERMIT FEE SCHEDULE

Comment [A75]: New for 2017

Commercial, Industrial, Intuitional (Contractors Only) Permit Fee

SC Levy

Total Fee

0 - 1,000.00 1,001 - 1,500.00

Installation Cost

$82.50 $93.50

$4.50 $4.50

$87.00 $98.00

1,500.01 - 2,000.00 2,000.01 - 2,500.00

$104.50 $115.50

$4.50 $4.62

$109.00 $120.12

2,500.01 - 3,000.00 3,000.01 - 3,500.00

$121.00 $132.00

$4.84 $5.28

$125.84 $137.28

3,500.01 - 4,000.00 4,000.01 - 4,500.00 4,500.01 - 5,000.00

$143.00 $148.50 $154.00

$5.72 $5.94 $6.16

$148.72 $154.44 $160.16

5,000.01 - 5,500.00 5,500.01 - 6,000.00

$159.50 $165.00

$6.38 $6.60

$165.88 $171.60

6,000.01 - 6,500.00 6,500.01 - 7,000.00

$170.50 $176.00

$6.82 $7.04

$177.32 $183.04

7,000.01 - 7,500.00 7,500.01 - 8,000.00

$192.50 $198.00

$7.70 $7.92

$200.20 $205.92

8,000.01 - 8,500.00 8,500.01 - 9,000.00 9,000.01 - 9,500.00

$203.50 $209.00 $214.50

$8.14 $8.36 $8.58

$211.64 $217.36 $223.08

9,500.01 - 10,000.00 10,000.01 - 11,000.00

$225.50 $236.50

$9.02 $9.46

$234.52 $245.96

11,000.01 - 12,000.00 12,000.01 - 13,000.00

$247.50 $253.00

$9.90 $10.12

$257.40 $263.12

13,000.01 - 14,000.00 14,000.01 - 15,000.00 15,000.01 - 16,000.00

$258.50 $264.00 $269.50

$10.34 $10.56 $10.78

$268.84 $274.56 $280.28

16,000.01 - 17,000.00 17,000.01 - 18,000.00

$280.50 $286.00

$11.22 $11.44

$291.72 $297.44

18,000.01 - 19,000.00 19,000.01 - 20,000.00

$291.50 $297.00

$11.66 $11.88

$303.16 $308.88

20,000.01 - 21,000.00 21,000.01 - 22,000.00

$302.50 $308.00

$12.10 $12.32

$314.60 $320.32

22,000.01 - 23,000.00 23,000.01 - 24,000.00 24,000.01 - 25,000.00

$313.50 $319.00 $324.50

$12.54 $12.76 $12.98

$326.04 $331.76 $337.48

25,000.01 - 26,000.00 26,000.01 - 27,000.00

$335.50 $346.50

$13.42 $13.86

$348.92 $360.36

27,000.01 - 28,000.00 28,000.01 - 29,000.00

$357.50 $368.50

$14.30 $14.74

$371.80 $383.24

29,000.01 - 30,000.00 30,000.01 - 31,000.00 31,000.01 - 32,000.00

$379.50 $390.50 $401.50

$15.18 $15.62 $16.06

$394.68 $406.12 $417.56

32,000.01 - 33,000.00 33,000.01 - 34,000.00

$412.50 $423.50

$16.50 $16.94

$429.00 $440.44

34,000.01 - 35,000.00

$434.50

$17.38

$451.88

Electrical construction values over $35,000.00 to be calculated at $25.00 for each $10,000.00 over $35,000.00 * SCC Levy is 4% of the permit fee with a minimum of $4.50 and a maximum of $560

11-14

Section C â&#x20AC;&#x201C; Miscellaneous Development Fees - Continued GAS PERMIT FEE SCHEDULE

Comment [A76]: New for 2017

Residential Installations Number of Outlets Permit Fee SCC Levy Total Fee 1 $82.50 $4.50 $87.00 2 $110.00 $4.50 $114.50 3 $137.50 $5.50 $143.00 4 $165.00 $6.60 $171.60 5 $192.50 $7.70 $200.20 6 $220.00 $8.80 $228.80 7 $247.50 $9.90 $257.40 8 $275.00 $11.00 $286.00 9 $302.50 $12.10 $314.60 10 $330.00 $13.20 $343.20 Over 10 $305.00 plus $2.50 per outlet over 10 Description Permit Fee SCC Levy Total Fee Propane Tank Set $82.50 $4.50 $87.00 (does not include connection to appliance) Temporary Heat $82.50 $4.50 $87.00 * SCC Levy is 4% of the permit fee with a minimum of $4.50 and a maximum of $560

GAS PERMIT FEE SCHEDULE Commercial, Industrial, Institutional (Contractors Only) BTU Input

Permit Fee

SCC Levy

$82.50 $4.50 0 - 50,000 $93.50 $4.50 50,001 - 100,000 $132.00 $5.28 100,001 - 200,000 $176.00 $7.04 200,001 - 300,000 300,001 - 500,000 $220.00 $8.80 500,001 - 750,000 $264.00 $10.56 $308.00 $12.32 750,001 - 1,000,000 $352.00 $14.08 1,000,001 - 2,000,000 Add $5.00 for each 100,000 BTU (or portion of ) over 2,000,000 BTU Propane Tank Sets (does not include connection to appliance) Permit Fee SC Levy Description of Work Tank Set Only $82.50 $4.50 $165.00 $6.60 Propane Cylinder Refill Centre

Comment [A77]: New for 2017

Total Fee $87.00 $98.00 $137.28 $183.04 $228.80 $274.56 $320.32 $366.08

Total Fee $87.00 $171.60

* SCC Levy is 4% of the permit fee with a minimum of $4.50 and a maximum of $560

11-15

SCHEDULE VI UTILITY SERVICE FEES Effective January 1, 2017 ITEM

2017 FEES

Water/Sewer Service Connection Water/Sewer Service Reconnection Water/Sewer Re-inspection Water Usage for Main Flushing – Per m3 * (Includes Sewer Treatment Rate) Water Quality Flushing on Dead End Mains (Water Usage – Per m3 *, including chlorination pucks) Water Meter Test - 5/8” to 1” meter Water Meter Test - Greater than 1” Service Call Out  Curb Cock Locate  Sewer Back-up  Curb Cock Shut Off  High Water Consumption Review Missed Appointment Late Appointment (by 15 minutes) Water Meter Installation - For water meters up to 1” (Size and type of meter is to be approved by Public Works before the meter is installed.) Water Meter Installation - For water meters greater than 1”, owner is to install (Size and type of meter is to be approved by Public Works prior to installation.) 5/8” -Water Meter Rate - Monthly Service Charge 3/4” Water Meter Rate - Monthly Service Charge 1” Water Meter Rate – Monthly Service Charge 1 1/2” Water Meter Rate – Monthly Service Charge 2” Water Meter Rate – Monthly Service Charge 3” Water Meter Rate – Monthly Service Charge 4” and larger Water Meter Rate – Monthly Service Charge Non RF Meter Surcharge– Additional Monthly Service Charge Water Consumption Rate - Per m3 * Water Consumption Fee – non-meter read Hydrant Connection Units – Backflow / Meter Assembly (BMA) or Meter Assembly (MA) with Approved Air Gap  Damage Deposit for BMA and MA  Hydrant Inspection  Rental

$50.001 $50.001 $150.001

Comment [A78]: New as of 2017

$2.94 (Minimum $100.001)

Comment [A79]: New as of 2017

Fee based on water and wastewater rates & labour & equipment & materials $125.001 $300.001

During Business Hours - $150.001 After Business Hours & Statutory Holidays - $2501 $50.00 $50.00 Cost + 25% Town Labour + 20% Administrative Overhead1 Cost + 20% Administrative Overhead1 $14.80 $14.80 $24.27 $33.77 $39.02 $41.91 $53.51 $35.00 Monthly Service Chagre for Non-RF Meter $1.63 $126.00 per billing cycle $5,000 $355.001 Daily - $50.001 Weekly - $150.001 Monthly - $300.001 Yearly - $750.001 $9.26 $1.44 $129.00 per billing cycle $150.00 $29.07 2.6% of current monthly charge $25.00 $400.001 $5.00/m1

Sewer Rate - Monthly Service Charge Sewer Treatment Rate - Per m3 ** Sewer Treatment Rate – non-meter read Industrial, Commercial, and Institutional Manhole Inspections Curbside Rate - Monthly Service Charge Late Payment Charge Overdue Account Transfer Fee Dust Suppression – Calcium Chloride (Per Application) - First 120 meters - Over 120 meters 1 GST to be applied 2 Fee will only be charged if issue is the responsibility of the business / homeowner. * Includes rate set by Capital Region Southwest Water Commission ** Includes rate set by Alberta Capital Region Wastewater Commission

Comment [A80]: New as of 2017

Comment [A81]: New as of 2017

Comment [A82]: 2016 - $1.55 - increase relates to proposed increase by the Water Commission of $0.08

Comment [A83]: New as of 2017 Comment [A84]: 2016 - $1.39 - increase relates to proposed increase by the Wastewater Commission of $0.05. Comment [A85]: New as of 2017 Comment [A86]: 2016 - $27.58 Comment [A87]: 2016 - $200.001

11-16

(Updated)

SCHEDULE VII CHILD CARE FEES Effective February 1, 2017 2017 Local Fees

ITEM

2017 Non-Local Fees

SCHOOL AGE SITE (Monthly Fees) Before & After School Care: September – June

$534.00

$719.00

Before & After School Care Summer Care: July & August

$744.00

$946.00

Child Care Services Bus Fee/Child

$95.00

Community Rider Bus Fee/Child

$65

Comment [A88]: 2016 - $524.00

Comment [A89]: 2016 - Bus Transportation User Fee/Child Comment [A90]: New as of 2017

EARLY LEARNING CHILD CARE CENTRE (Monthly Fees) 0 – 12 months

$1073.00

$1,350.00

Comment [A91]: 2016 - $1,052.00

13 – 19 months

$999.00

$1,284.00

Comment [A92]: 2016 - $979.00

19 months – 3 years

$970.00

$1,232.00

Comment [A93]: 2016 - $951.00

3 – 4.5 years

$909.00

$1,196.00

Comment [A94]: 2016 - $891.00

4.5 years and up

$816.00

$1,097.00

Comment [A95]: 2016 - $800.00

Kindergarten Care: Year round

$800.00

$1,097.00

Bus Transportation User Fee/child

$95.00

2 Days/Week: Tuesday/Thursday

$485.00

$579.00

3 Days/Week: Monday/Wednesday/Friday

$605.00

$765.00

DROP-IN FEES: ALL PROGRAMS Half Day Full Day

$35.00 $53.00

OTHER FEES Late Pick-Up Waitlist Registration Fee (Will be applied to the first month’s child care fees if the child is accepted into the program, but otherwise is non-refundable)

$1.00/Minute $50.00

11-17

SCHEDULE VIII CEMETERY FEES Effective January 1, 2017

ITEM Ash Plots Grave Plots

2017 FEES Adult Child

Open/Closing Fees Ash Plot Ash Plot (Weekends/After-Hours/Winter) Grave Plot (Single) Grave Plot (Single) (Weekends/After-Hours/Winter) Grave Plot (Double) Grave Plot (Double) (Weekends/After-Hours/Winter) Monument Installation Fee 1 GST

$450.001 $800.001 $400.001

Comment [A96]: 2016 - $100

$370.001 $555.001 $795.001 $1195.001 $985.001 $1480.001 $30.001

Comment [A99]: 2016 - $160

Comment [A97]: 2016 - $500 Comment [A98]: 2016 - $250

Comment [A100]: 2016 - $240 Comment [A101]: 2016 - $475 Comment [A102]: 2016 - $700 Comment [A103]: 2016 - $575 Comment [A104]: 2016 - $860

to be applied

11-18

SCHEDULE IX AQUA-FIT CENTRE FEES & CHARGES (GST Included) Effective January 1, 2017 Membership Daily Admission

Membership Category Adult (18-59) Senior (60-74) Super Senior(75+) Youth (13-17) Child (3-12) Tot (2 & under) Family

1-Month Pass

3-Month Pass

Annual Pass (Paid in Full)

2017 FEES

$9.50

$53.75

$143.25

$537.25

$85.50

$6.75

$41.75

$119.00

$416.50

$61.00

Free

$6.75

$41.75

$119.00

$416.50

$61.00

$6.00

$33.50

$89.50

$347.25

$54.00

Free

$20.50

1st Adult $53.75 2nd Adult $45.75 (15% off) $31.00/each youth/child

1st Adult $143.25 2nd Adult $121.75 (15% off) $50.50/each youth/child

1st Adult $537.25 2nd Adult $456.50 (15% off) $179.00/each youth/child

$185.00

(2 adults and all children under age of 18)

After Hours Rental Fee (Pool Only) 2017 FEES

ITEM 1-75 Patrons 76-124 Patrons

$270.00/hour $298.50/hour

Lifeguard Fees

$32.00/hour/lifeguard

Comment [A105]: 2016 - $9.25, $52.25, $139.00, $521.50, $83.25

10-Visit Pass

Comment [A106]: 2016 - $6.50, $40.50, $115.50, $404.25, $58.50 Comment [A107]: 2016 - $6.50, $40.50, $115.50, $404.25, $58.50 Comment [A108]: 2016 - $5.75, $32.50, $87.00, $337.25, $51.75 Comment [A109]: 2016 - $20.00, 1st Adult $52.25 2nd Adult $44.50 (15% off) $30.00/each youth/child, 1st Adult $139.00 2nd Adult $118.25 (15% off) $49.00/each youth/child, 1st Adult $521.50 2nd Adult $443.25(15% off) $174.00/each youth/child, $180.00

Multi-Purpose Meeting Room ITEM

2017 FEES

Comment [A110]: 2016 - $262.25/hour

Adult

$34.00/hour

Comment [A113]: 2016 - $33.00/hour

Youth

$23.00/hour

Comment [A111]: 2016 - $289.75/hour

$169.00

Comment [A114]: 2016 - $22.50/hour

Day Rate

Comment [A112]: 2016 $31.00/hour/lifeguard

Miscellaneous ITEM Birthday Party Bookings (Includes 1 hour in pool & 1 hour in multipurpose room)

2017 FEES $104.50/hour

One hour in the pool

$70.50

Extra 30 minutes in pool

$24.00

Extra 30 minutes in room

$11.50 (1/2 of youth rate)

Extra 20 guests Parking lot

Comment [A115]: 2016 - $164.00

Lane Rentals 2017 FEES

ITEM Lane Rentals

$16.00/hour/lane

Family Swim Night Saturday Night Family Swim (7-10pm) [as a scheduled event]

$2.75/individual $11.00/family

$24.00

Comment [A116]: 2016 - $101.50/hour Comment [A122]: 2016 - $15.50/hour/lane Comment [A117]: 2016 - $68.50 Comment [A118]: 2016 - $23.25 Comment [A123]: 2016 - $2.50/Individual Comment [A119]: 2016 - $11.25 (1/2 of youth rate)

$16.50/hour

Comment [A124]: 2016 - $10.75/family Comment [A120]: 2016 - $23.25 Comment [A121]: 2016 - $16.00/hour

11-19

SCHEDULE IX - Continued AQUA-FIT CENTRE FEES & CHARGES (GST Included) Effective January 1, 2017 AQUATIC PROGRAM FEES O2 Administration Recertification Adapted Aquatics Adult Combined Assistant Water Safety Instructor Bronze Combo Bronze Star Bronze Cross Bronze Medallion Dancing Dolphins Discover Scuba Dive Camp First Aid Instructor JLC Lifesaving Instructor Lifesaving Instructor Recertification Nemo Program -10 classes NL/LS/AEC/02/AED packages Mini Dancing Dolphins National Lifeguard Instructor Private lessons Semi-private lessons Ranger Patrol Rec Coach Rookie Patrol Rookie, Ranger, Star Patrol Combo Snorkel and Underwater Hockey Camp Splash Rehash Level 1 and 2 Splash Rehash Level 3 Splash Rehash Level 4 Std. First Aid AED/02 Admin Std. First Aid AED Recertification Star Patrol Synchro Camp Triple Play Water Polo Camp Water Safety Instructor Water Safety Instructor Recertification

Comment [A125]: New for 2017 Comment [A126]: New for 2017 Comment [A127]: 2016 - $66.75 Comment [A128]: 2016 – $251.50 2017 – No Longer – Combined with WSI

2017 FEES $41.00 $97.00 $69.00 $297.00 $74.00 $140.00 $162.00 $73.00 $46.50 $21.50 $257.50 $62.00 $245.00 $92.50 $475.00 $63.00 $257.50 $26.50 $20.00 $63.00 $154.50 $63.00 $174.50 $21.50 $28.00 $31.00 $34.00 $180.00 $92.50 $63.00 $21.50 $261.00 $21.50 $376.00 $61.50

Comment [A129]: 2016 - $288.50 Comment [A130]: 2016 - $72.00 Comment [A131]: 2016 - $135.75 Comment [A132]: 2016 - $157.25 Comment [A133]: New for 2017 Comment [A134]: New for 2017 Comment [A135]: New for 2017 Comment [A136]: New for 2017 Comment [A137]: 2016 - $60.25 Comment [A138]: New for 2017 Comment [A139]: New for 2017 Comment [A140]: 2016 - $94.00 Comment [A141]: 2016 - $461.25 Comment [A142]: New for 2017 Comment [A143]: New for 2017 Comment [A144]: 2016 - $26.00 Comment [A145]: 2016 - $19.50 Comment [A146]: 2016 - $61.25 Comment [A147]: New for 2017 Comment [A148]: 2016 - $61.25 Comment [A149]: 2016 - $169.50 Comment [A150]: New for 2017 Comment [A151]: New for 2017 Comment [A152]: New for 2017 Comment [A153]: New for 2017 Comment [A154]: New for 2017 Comment [A155]: New for 2017 Comment [A156]: 2016 - $61.25 Comment [A157]: New for 2017

Red Cross Programs – 10 classes Red Cross Preschool [30 min] Red Cross Swim Kids 1-7 [45 min] Red Cross Swim Kids 8-10 [45 min]

Play Time Program ITEM 1 hour 10 Hour Punch Card 20 Hour Punch Card 30 Hour Punch Card

Comment [A158]: 2016 - $253.75

$63.00 $73.00 $76.50

Comment [A159]: New for 2017 Comment [A160]: 2016 In Word Document: $213.50 2016 From Email: $365.00 Comment [A161]: New for 2017 Comment [A162]: 2016 - $61.25

2017 FEES $5.20 $43.00 $72.00 $98.00

Comment [A163]: 2016 - $71.00 Comment [A164]: 2016 - $74.50 Comment [A165]: 2016 - $5.00 Comment [A166]: 2016 - $41.75 Comment [A167]: 2016 - $69.50 Comment [A168]: 2016 - $95.00

11-20

SCHEDULE IX - Continued AQUA-FIT CENTRE FEES & CHARGES (GST Included) Effective January 1, 2017

External Personal Training ITEM

2017 FEES

Annual Fee (includes annual membership) Hourly Fee (Trainer must pay membership or pay the drop-in rate for admission)

$1030.00 $3.25

Comment [A169]: 2016 - $1000.00 Comment [A170]: 2016 - $3.00

Internal Personal Training

Comment [A171]: New for 2017

ITEM

2017 FEES

Youth Hourly Rate (13-17) Adult Hourly Rate (18-59) Senior Rate (60+) Exercise Consultation Fitness Assessment

$46.25 $56.75 $46.25 $41.25 $31.00

Packages

2017 FEES

5 Sessions 10 Sessions 20 Sessions

Hourly Rate – 5% discount given Hourly Rate – 10% discount given Hourly Rate – 15% discount given

Group Rate

2017 FEES

2 Guests

Hourly/Package – 15% discount given

Membership Sale Dates

2017 Discounts

Sunday, February 19, 2017 Monday, October 30, 2017

15% of all memberships and visit passes 15% of all memberships and visit passes

Membership Miscellaneous

2017 Fees

Membership Holds (7 day minimum, no maximum, no limit) On All Memberships Membership Holds (7 day minimum, only 3 holds per year to a total of 21 days maximum) On Annual Membership Only Replacement Membership Card

Corporate Discount (5 or more co-workers-15%) Adult Senior /Youth

Comment [A172]: 2016 – Did not state discount dates

Comment [A173]: New for 2017

No longer $5.00 per hold $11.00 (price has not increased since 2010)

2017 FEES

Comment [A174]: 2016 – 20%

$456.50

Comment [A175]: 2016 - $433.25

$354.00

Comment [A176]: 2016 - $343.75

11-21

SCHEDULE X INDOOR & OUTDOOR FACILITY FEES & CHARGES Effective January 1, 2017 Beaumont Community Youth Centre (BCYC) BCYC Birthday Party Packages

2017 FEES

2 Hour Minimum Rental Damage Deposit required at time of booking.

$43.001/hr $100.00 (refundable)

Football Field / Soccer Pitches Adult

Tournaments fees are per day/per field and include the use of picnic tables & garbage cans, subject to availability. Please enquire at time of booking.

Youth

This includes field lining fees.

2017 FEES $54.251/game $162.751/day/field

Youth Annual Fees for Advertising: - Player Door Ads - Rink Board Ads (both rinks) - Zamboni Two Year Agreement 1 GST

Tournaments fees are per day and include the use of picnic tables & garbage cans, subject to availability. Please enquire at time of booking.

Comment [A178]: 2016 - $52.55/game $157.65/day/field

$20.501/game $61.501/day/field

Ball Diamonds Adult

Comment [A177]: 2016 - $42.00/hr

Comment [A179]: 2016 - $19.90/game $59.70/day/field

2017 FEES $26.001/game $78.001/day/diamond $17.501/game $52.501/day/diamond

Comment [A180]: 2016 - $25.25/game $75.75/day/diamond Comment [A181]: 2016 - $17.00/game $51.00/day/diamond

$400.001 $800.001 ($1,400.001) ***All Contracts will expire July 31/15 to allow for $3,000.00 the naming rights program to begin **** 10% discount

to be applied

11-22

SCHEDULE XI KNRRC FACILITY FEES & CHARGES (ICE) Effective August 1, 2016 – July 31, 2017

Type

Non-Prime Time: 6 a.m.

Adult

- 6 p.m. Monday - Friday 6 a.m. - 8 a.m. Saturday & Sunday 10 p.m. – 2 a.m. Every Evening

Youth Chiefs’ Rate Damage Deposit 1 GST

FEES Charge/Hour

Additional Information

Damage Deposit: (non-local and occasional users) $1000.00 for tournaments or rentals over 8 hrs, $100.00 for hourly rentals. Deposit due at time of booking.

$236.601/Prime $137.401/Non-Prime $137.401/Prime $116.201/Non-Prime $137.401/Prime $116.801/Non-Prime $100.00/$1000.00 (refundable)

to be applied

KNRRC FACILITY FEES & CHARGES (ICE) Effective August 1, 2017 – July 31, 2018

Type Adult Youth Chiefs’ Rate Damage Deposit Public Skating 1 GST

Additional Information Non-Prime Time: 6 a.m.

- 4 p.m. Monday - Friday 6 a.m. - 8 a.m. Saturday & Sunday 10 p.m. – 2 a.m. Every Evening

Damage Deposit: (non-local and occasional users) $1000.00 for tournaments or rentals over 8 hrs, $100.00 for hourly rentals. Deposit due at time of booking.

FEES Charge/Hour $243.751/Prime $141.501/Non-Prime $141.501/Prime $119.751/Non-Prime $141.501/Prime $119.751/Non-Prime $100.00/$1000.00 (refundable) $115.00

Comment [A182]: New fees for 2017/2018

to be applied

11-23

SCHEDULE XII

KNRRC FACILITY FEES & CHARGES (NO ICE) Effective August 1, 2016 – July 31, 2017

KNRRC No Ice (Hockey Arenas) Adult

Hourly rates up to 8 hours. Day rates apply to events of 8 hours or more.

Youth Damage Deposit

Youth Deposit (non-local and occasional users) required at time of booking.

KNRRC Banquet Room/Teen Room

Damage Deposit Storage Postal Boxes Parking Lots

1 GST

FEES

Damage Deposit: (occasional users) depending on the type of event.

$100/$500 (refundable)

For usage in facilities where tables and chairs are not included (rinks, outside venues). Subject to availability. Please enquire at time of booking. Onetime fee per rental. Quantities subject to availability.

Penalty Charges Overtime Usage Penalty Staff Overtime Rate Cleaning Fees Late Payment Penalty

$100 (refundable) $33.501/hr or $308.001/day $26.551 /hr or $212.401/day

Equipment Rentals 10 ft. Banquet Table Folding Chair Garbage Cans “Supersorters” Event Picnic Tables Drop-off/Pick-up

FEES

Day rate applies to rental of 8 hours or more.

KNRRC Other Rentals Lobby/ Concession Kitchen

$100.00/$1000.00 (refundable) $33.001/hour $264.001/day $22.501/hour $180.001/day

Adult

Adult Youth Damage Deposit

$68.951/hour or $551.601/day $39.001/hour or $312.001/day

Damage Deposit: (occasional users) $1000.00 for day or multiple day rentals, $100.00 for an hourly rental.

KNRRC Small/Large Meeting Room

Damage Deposit

FEES

For usage exceeding contract hours, an Overtime penalty will apply plus the hourly rental rate and staff overtime charges. Will apply if cleaning is required after the rental. Per month on invoice balances outstanding.

FEES Adult $60.251/day Youth $43.50/day $22.801/hour or $182.401/day $22.80/day 100.00 (refundable) $3.701/2ft/year $56.151/year $16.00/hour

FEES $12.001/each $1.501/each

N/A N/A $29.901

FEES $58.251/day $34.001/hr $34.001/hr

1.5%

to be applied

11-24

SCHEDULE XII KNRRC FACILITY FEES & CHARGES (NO ICE) Effective August 1, 2017 – July 31, 2018 KNRRC No Ice (Hockey Arenas) Adult

Hourly rates up to 8 hours. Day rates apply to events of 8 hours or more.

Youth Damage Deposit

Youth

Day rate applies to rental of 8 hours or more. Damage Deposit: (occasional users) depending on the type of event. KNRRC Other Rentals

Damage Deposit Storage Postal Boxes Parking Lots 10 ft. Banquet Table Folding Chair Garbage Cans “Supersorters” Event Picnic Tables Drop-off/Pick-up

Concession Damage Deposit: $150.00 (due at time of booking) Four Seasons’ Concession (September 16–April 30) Day rate applies to rental of 8 hours or more. *Cooler only Available to Community Groups, subject to availability. Available to Community Groups, subject to availability. All Town Parking lots Equipment Rentals For usage in facilities where tables and chairs are not included (rinks, outside venues). Subject to availability. Please enquire at time of booking. Onetime fee per rental. Quantities subject to availability. Penalty Charges

Overtime Usage Penalty Staff Overtime Rate Cleaning Fees Late Payment Penalty 1 GST to be applied

FEES

Damage deposit (non-local and occasional users) is required at time of booking. KNRRC Banquet Room/Teen Room

Lobby/ Concession Kitchen

$100.00/$1000.00 (refundable) $34.001/hour $272.001/day $23.251/hour $186.001/day

Adult

Adult Youth Damage Deposit

$71.001/hour or $568.001/day $40.251/hour or $322.001/day

Damage Deposit: (occasional users) $1000.00 for day or multiple day rentals, $100.00 for an hourly rental. KNRRC Small/Large Meeting Room

Damage Deposit

FEES

$100.00 (refundable) FEES $39.751/hr or $318.001/day $27.501 /hr or $220.001/day $100.00/$500.00 (refundable) FEES Adult $62.001/day Youth $45.00/day $23.501/hour or $188.001/day $23.50/day 100.00 (refundable) $4.001/2ft/year $57.751/year $16.50/hour FEES $12.501/each $1.551/each N/A N/A $30.751 FEES $60.001/day $35.001/hr $35.001/hr 1.5%

Comment [A183]: New fees for 2017/2018

11-25

SCHEDULE XIII CCBCC FEES Effective September 1, 2016 Regular (General Public) Fees

Registered Non‐Profit / CVO Fees

Youth Non‐Profit/Funeral Fees

½ day up to 6 Per Hour ½ day up to Per Hour ½ day up to Per hour Full Day Full Day hrs. 6 hrs. 6 hrs. Full Hall (500 people) 6,609 sq. ft. Below fees are based on no Kitchen use, food prep area only $370.00 $75.00 $525.00 $110.00 $415.00 $290.00 $60.00 $525.00 Prime (Friday – Sunday) $750.00 $335.00 $70.00 $475.00 $100.00 $375.00 $265.00 $55.00 $475.00 Non‐Prime (Monday – Thursday) $ 675.00 Large Hall (300 people) 3,956 sq. ft. Below fees are based on no Kitchen use, food prep area only $245.00 $55.00 $350.00 $75.00 $275.00 $195.00 $40.00 $350.00 Prime (Friday – Sunday) $500.00 $220.00 $50.00 $315.00 $65.00 $250.00 $175.00 $35.00 $315.00 Non‐Prime (Monday – Thursday) $450.00 Small Banquet Hall (200 people) 2,653 sq. ft. Below fees are based on no Kitchen use, food prep area only $175.00 $45.00 $245.00 $60.00 $195.00 $135.00 $35.00 $245.00 Prime (Friday – Sunday) $350.00 $155.00 $45.00 $220.00 $55.00 $175.00 $125.00 $35.00 $220.00 Non‐Prime (Monday – Thursday) $315.00 Additional Hall Fees Stage Rental (including set‐up and take‐down) $150/event Hall Set‐up and Take‐down (chairs/tables) $25/hr. $55.00 $75.00 $45.00 . Hall Decorating/following day clean up Breakout Rooms ‘A’ to ‘D’ (‘A‐D’ 645 sq. ft. & ‘B‐C’ 675 sq. ft.) $170.00 $120.00 $90.00 General Full Day – Large Room (100 people) $250.00 $180.00 $100.00 $140.00 $100.00 $70.00 1,320 sq. ft. $85.00 $60.00 $45.00 General Full Day – Regular Room (50 people) $125.00 $90.00 $50.00 $70.00 $50.00 $35.00 645 or 675 sq. ft. Community Room – 326 sq. ft. – 25 person capacity $30.00/hour for all renters Small Meeting Room – 308 sq. ft. (Main Floor) – 25 person capacity $30.00/hour for all renters Office ‘A’ 144 sq. ft. & Office ‘B’ 144 sq. ft. $1,980.00 Yearly Fee $3,600.00 $3,000.00 Specialty Rooms $80.00 Woodworking – 387 sq. ft. $80.00 $80.00 $65.00 Arts & Crafts – 312 sq. ft. $65.00 $65.00 Dance Floor – 4,935 sq. ft. (space 3 combined rooms) Private Lease Lower Level – 7,415 sq. ft. Private Lease Reading Room – 360 sq. ft. Private Lease $4/sq. ft. (yearly lease) Storage $5/sq. ft. (yearly Lease) $4/sq. ft. (yearly lease) Other Charges Full Kitchen 1,119 sq. ft. (when booked with Hall) $250.00 Full Day for all renters Full Kitchen Use Only – 1,119 sq. ft. $350.00 Full Day for all renters Food Prep Area Only $30.00/ hour for all renters Concession $30.00/ hour for all renters Corkage Fees (1 bartender for up to 75 people) $100.00 (shorter terms as agreed upon up to 3 hrs. or more at minimum wage rate) Licensing – i.e., Socan etc. Based on Licensing and Socan Canada rates at time of booking Full Day

11-26

SCHEDULE XIV FIRE SERVICE FEES Effective January 1, 2017 Permits

2017 FEES

Fire Burning Permits (maximum duration 7 days) Fire Pit Permit Fire Watch & Alarms

$10.00 per permit $30.00

Provide Fire Watch in buildings where Fire Alarm System is not functional or $25 per man hour operative because of mechanical problems Owner/delegate not present add $100.00 Provide continuing Fire Watch in occupancies that have had a fire Maintaining Fire Watch in False Alarm System situations where reset cannot be obtained Fire Department response to false fire alarm more than two alarms to a building within a six-month period Fire Department response to Alarm System testing or Sprinkler testing (Fire Department not notified) would be treated as a false alarm. More than two alarms by same testing company within a six-month period. Water Flow Testing Results or Reports:

$25.00 per man hour $25.00 per man hour

New Installation Report from Existing Files

$100.00 $25.00

Follow-up Inspections or Enforcement of “Orders” when owner fails to comply at time of Re-inspection Fire Department response to non-permitted open burning. Class “B” hazardous materials less than 50 ltrs or 20 kg

$50.00 per hour

Any Class “A” hazardous material. Class “B” material over 50 ltrs or 20 kgs Pumper or rescue truck or medic unit Stand By coverage for Trade Fair File search fees/information for sale of property

$300.00 per hour per emergency unit plus cost of supplies, manpower, and equipment expended $300.00 per hour per unit $150.00 per hour plus manpower @ $25.00 per hour $50.00 plus inspection fee (if required)

File Search Inspection Firefighter Training Course(s) Medical Standby EMR

$50.00 per hour Cost plus 15% administration fee $15.00 per hour

EMT Paramedic Response to a Fire, Rescue, Extrication, Dangerous Goods, or other incident (per fully managed apparatus from time of response until time apparatus is returned to service, exclusive of command vehicles.) Mutual Aid Responses to Other Municipalities, Associations, or Cooperatives File Search/Report Copies Fire Hydrant Flow test

$300.00 per response $300.00 per response

$300.00 per hour per apparatus $150.00 clean-up fee

$20.00 per hour $25.00 per hour $300 per hour or major fraction thereof plus cost for replacement of equipment and/or materials used, lost, or damaged, actual costs for mutual aid assistance and/or rental of additional trucks or equipment as a result of the response. Applicable rates as listed. $50.00 per file plus $1.00 per photocopy page if requested. $150.00 to perform certified flow test and provide written documentation of test.

11-27

SCHEDULE XV BEAUMONT FINGERPRINT & CRIMINAL RECORD CHECK FEES Effective January 1, 2017

Paper Fingerprint Fee

RCMP Ottawa Verification LiveScan Fee

Fee when Fingerprint Base is required)

Beaumont Criminal Record Check Fee (Fingerprint Base not required)

Citizenship Immigration to Canada (Permanent Residency) *Paper Fingerprints only if copy has to be sent out of Country VISA / Border Crossing (i.e. US Entry Waiver) Immigration to another country

n/a

No Charge

$30

$25

No Charge

n/a

$25

No Charge

$30

$29

Employment Federal Gov’t (requires specific address)

n/a

No Charge

$30

$29

Employment Police

n/a

No Charge

$30

$29

Employment (private and provincial Gov`t)

n/a

$25

No Charge

$30

$29

Name Change (Alberta)

n/a

$25

No Charge

$30

$29

Criminal Record Suspension (Formerly called Pardon)

n/a

$25

No Charge

$30

$29

Privacy Act Request (for Pardoned Records) – CCRC

n/a

No Charge

$30

$29

Employment - Vulnerable Sector Hit - Beaumont Resident

n/a

$25

n/a

$30

$29

Student - Vulnerable Sector Hit (With letter from school) Volunteer - Vulnerable Sector Hit - Beaumont Resident (Letter from Volunteer Organization Required)

n/a

$25

n/a

No Charge

n/a

No Charge

n/a

No Charge

Foster Parent

n/a

$25

No Charge

$30

$29

Adoption

n/a

$25

No Charge

$30

$29

Ink Fingerprints for Foreign Agency (FBI, NBI, etc.)

n/a

No Charge

n/a

No Charge

Beaumont Fingerprint Livescan Fee $29

$30 $29

Comment [A184]: 2016 – Included in Admin Fees. Fingerprint $29 ($0 for volunteers) and $30 for Criminal Record Check.

11-28

SCHEDULE XVI ENVIRONMENTAL FEES

Comment [A185]: New as of 2017

Effective January 1, 2017 ITEM Permitting a vehicle to unnecessarily idle for more than 3 minutes in a continuous 30 minute period. ITEM Replacement Cart Fee (Waste and Organics Carts) Improper materials for removal as Waste Improper location of Containers Improper storage of Containers Parking a Vehicle within 1 meter (3.3 ft.) of a Waste Roll Cart Removal of waste or materials from a Waste Disposal Site Igniting waste or materials Depositing improper materials at a Waste Disposal Site Guilty of an offence not subject to a specified penalty pursuant to Bylaw 865-16

2017 FEES $100.00 2017 FEES $55.00 Minimum $100.00 Minimum $100.00 Minimum $100.00 Minimum $30.00 Minimum $100.00 Minimum $100.00 Minimum $100.00 Minimum $500.00-$10,000.00

11-29

SCHEDULE XVI TRANSIT FEES Effective January 1, 2017 ITEM 2017 FEES One way ticket (Exact change required, Cash or coin accepted) $5 10-pack of tickets $45 Monthly bus pass $85 Children 5 years and under are free when accompanied by a fare-paying person In addition, commuters will pay the regular ETS fares in order to get from Century Park to their final destination.

Comment [A186]: New for 2017.

11-30

Town of Beaumont ELCC Fee Recommendation For 2017 Budget year

6‐12 Months 13‐18 Months 19 Months‐ 3 years 3‐4.5 Years 4.5 + Kinder 3 days/week 2 day/ week SAS Sept‐June SAS Summer Care 1/2 Day Drop‐In Full Day Drop‐In Bus Fee

Town Of Beaumont $1,052 $979 $951 $891 $800 $605 $485 $524 $744 $35 $53 $95

Industry Average

2% fee increase

3% fee increase

$1,058 $968 $932 $840

$1,073.00 $999.00 $970.00 $909.00 $816.00

$1,084.00 $1,111.00 $980.00 $918.00 $824.00

$526 $696

$534.00 $759.00

$540.00 $766.00

Based on industry averages, the recommendation is to have a 2% fee increase in all age ranges, except the SAS summer fee. We would recommend tha the part‐time fee structure and drop in rates stay the same as well for the 2017 budget with no increase. Future consideration will be taken after the expense protion of the budget has been finalized to ensure revenue's and expenses are in line with the 80/20 split as outlined in the service plan.

I:\Fees and charges\2016 Fee Comparison Recommendation ELCC

10/24/2016 10:48 AM Page 1 of 1

11-31

ELCC Fee Comparsion Non Profit

12‐18 Months 19 Months‐ 3 years 3‐4.5 Years

$900 $875 $855

Glengarry Child Care Society $1,030 $905 $880

Kinder

$812

$855

Drayton Valley

McEwan University $1,250 $1,250

For Profit

$1,060 $905 $875

McKernnan Allen Grey William Child Child Lutsky YMCA Development Development $1,213 $1,225 $1,076 $984 $945 $1,012 $959 $945 $985

Sunshine Patch Daycare (Private center Beaumont) $945 $905 $825

$835

$945

$795

Jasper Place

Fulton

$1,100 $995 $920 $845

$834

Seeds and Sprouts Average Daycare (Private center Beaumont) $975 $1,058 $900 $968 $825 $932 $800

$840

* Inculdes * Includes * Includes * Includes *Includes hot *Includes hot * Includes hot * Includes hot hot lunch hot lunch hot lunch hot lunch lunch and 2 lunch and 2 lunch and 2 lunch and 2 and 2 snacks and 2 and 2 snacks and 2 snacks daily snacks daily snacks daily snacks daily daily snacks daily snacks daily

I:\Fees and charges\2016 Fee Comparison Recommendation ELCC ‐ Comparison

10/24/2016 10:46 AM Page 2 of 3

11-32

Town of Beaumont 2016 School Age Site Comparisons Non Profit

For Profit

GlenGarry Child Terwillegar Garneau Care YMCA Sept‐June Summer Care

$500 $750

$520 $605

$530 $645

I:\Fees and charges\2016 Fee Comparison Recommendation SAS ‐ Comparison

Fulton

$515 $690

Brookside YMCA

$510 $625

Seeds and Sunshine Patch Sprouts Daycare Daycare (private (Private center center Beaumont) Beaumont) $535 $755

$575 $800

Average

$526 $696

10/24/2016 10:45 AM PAge 3 of 3

11-33

MEMORANDUM TO:

Alan Harris, General Manager of Corporate Services

FROM:

Gerri Dobson, Admin Assistant

DATE:

June 1, 2016

SUBJECT:

2017 Fees and Charges Increase Proposal – Clearwater Cemetery

PURPOSE This Staff Member proposes that the Town of Beaumont raise the Fees and Charges related to the Clearwater Cemetery in 2017 Budget Year. BACKGROUND The Fees and Charges for the Clearwater Cemetery have not risen to any great extent in the past several years. Since 2006, the only changes were in raising the Open/Closing fee for both Ash Plots or Grave Plots in 2015 (see Cemetery Fees List – Schedule VIII attached x 11). FINANCIAL CONSIDERATIONS Attached are the 2016 Fees and Charges for the surrounding municipalities, including the ones associated with the Clearwater Cemetery for which the Town of Beaumont maintains. As can be seen, the Fees and Charges for the Clearwater Cemetery are quite a bit less in comparison to our Municipal neighbours. The estimated costs related to the Clearwater Cemetery Operation (based on Columbarium Business Case completed in 2015) include:    



Opening & Closing Grave Plot = 4 hours x $50/staff member x 2 Opening & Closing Ash Plot = 2 hours x $50/staff member x 2 Staking a Plot (installing a headstone) = 1 hour x $50/staff member x 1 If charging out for equipment, The Town of Beaumont uses Roadbuilder rates as follows: o Backhoe = $167 per hour o Loader = $106 per hour o Toolcat = $89 per hour Other related costs include the upkeep to maintain the Cemetery, as directed under Administrative Policy#38 under Scope/Application: #8 (Maintenance) and #11 (Development and Upgrading of the Clearwater Cemetery (attached)

RECOMMENDATION It is the recommendation of this Staff Member to raise the 2017 Fees and Charges related to the Clearwater Cemetery, in order to more accurately depict the costs related to maintaining the Clearwater Cemetery.

CAO_________ APPROVED AGENDA ITEM_______

11-34

2017 Fees & Charges Increase Proposal ‐ Clearwater Ceremony Comparisons among Surrounding Municipalities

Municipality Town of Beaumont Devon Municipality

Grave Plots Grave Plots Adult Child $500 $250 $550 See Notes

Ash plots $100 $350

Grave Opening Single $475 $400

Grave Opening Grave Opening Grave Opening Ash Opening Weekends Double Weekends Ash Opening Weekends Notes $700 $575 $860 $160 $240 GST extra. See Notes $400 See Notes $170 See Notes Inquire for child fees; Other Fees include: $200 ‐ Overtime (after 4 pm weekdays and weekends); $400 ‐ Statutory holiday. GST extra. See Notes $981.67 See Notes $369.86 See Notes Child plots different cost; Overtime Surcharge $279.29 applies to outside regular hours (8:00 am ‐ 3:30 pm); Permit fee is extra. GST extra. See Notes $650 See Notes $200 See Notes Double Cremation Lot purchase ‐ $550; If two urns interred at same time, charge is set at $200; Overtime Premiums: $250; Weekday after 4:00 pm burial: $75; Permit fee is extra. GST extra. See notes See Notes See Notes See Notes See Notes Stony Plain has no Cemetery; Child Ash plot: $500; Written in Bylaw: Opening/Closing costs are charged at prevailing contract rate at time of burial and not included in cemetery plot fees. GST extra. (152 x 305 cm = $1,200, whether it is grave/ash plot)

Fort Saskatchewan

$532

$200

$352.48

$791.67

City of Leduc

$850

$100

$450

$500

$1,200

$1,200/large $500/small

See notes

$800

$400

$450

See Notes

$760.41

$942.48

See Notes

$706.86

See Notes

$471.24

See Notes

Spruce Grove/ Stony Plain

St. Vital Parish, Beaumont

St. Albert Chestermere

$1,622.57

No mention of Opening/Closing fees other than, "Opening/closing fees and arrangements are to be settled by the family before the funeral. GST extra. $530.15: Surcharge after 4:00 pm or Weekends/Stats; $58.91: Administration Fee; all fees include GST. No Cemetery

11-35

MEMORANDUM TO:

Chief Administrative Officer File: 0340-U01

FROM:

General Manager, Corporate Services

DATE:

November 4, 5 and 6, 2016

SUBJECT:

Gas and Electricity Franchise Fee Rates

PURPOSE The purpose of this memo is to provide members of the Budget Committee with background information and a recommendation regarding the franchise fees to be collected from, and then charged by, FortisAlberta Inc., (FortisAlberta) and AltaGas Utilities Inc., (AltaGas) to property owners for natural gas and electrical consumption in 2017. BACKGROUND The Town has entered into two franchise agreements with FortisAlberta and AltaGas, respectively, to receive franchise fees from the consumption of electricity and natural gas within Town limits. As part of the agreements, the Town has the opportunity every year to increase the franchise fees it receives under the two agreements. Any increase in a franchise fee will require advertising in the form of a Franchise Fee Increase Notice, and is subject to the approval of the Alberta Utilities Commission. FINANCIAL CONSIDERATIONS A review of the basis on which franchise fee rates for both the electric and gas franchise fees are applied, reveals both fixed and consumption (approximately 50%) components. As with municipal utilities residents have the opportunity to control utility costs. Under the FortisAlberta Franchise Fee Agreement, the Town currently receives a 5% franchise fee, which could be increased to a maximum of 20% should Council approve such an increase. Under the AltaGas Franchise Fee Agreement, the Town currently receives a 21.20% franchise fee, which could be increased to a maximum of 35% should Council approve such an increase. The following table illustrates the history of the franchise fees charged, corresponding revenues collected by the Town since 2009, and projected revenues based on Administrationâ&#x20AC;&#x2122;s recommendation. Electric

Gas

Year Rate Amount Rate Amount 2009 5.0% $105,075 21.2% $490,855 2010 5.0% $132,420 21.2% $517,765 2011 5.0% $148,041 21.2% $573,615 2012 5.0% $175,256 21.2% $625,081 2013 5.0% $203,042 21.2% $790,367 2014 5.0% $253,214 21.2% $789,493 2015 5.0% $281,928 21.2% $835,309 2016 Projected* 5.0% $299,154 21.2% $905,054 5.0% $315,124 21.2% $1,015,253 2017 Projected* *Projected based on the recommendation of Administration and estimated delivery revenues. Should consumption be reduced by any significant amount, it could have a negative impact on projected revenues and consequently on the property tax rate.

11-36

A one percent (1%) change to the franchise fees would generate approximately $110,914 ($63,025 and $47,889 from estimated electric and gas consumption) for 2016, with an average cost to a consumer of approximately $1.02 ($0.58 and $0.44 respectively) per month or $12.24 a year. Attached are the rates charged by other municipalities through AltaGas and FortisAlberta. PLANS/STANDARDS 2016-2021 Strategic Plan â&#x20AC;&#x201C; Key Focus Area: Fiscal & Asset Management LEGISLATIVE AUTHORITY Section 45 of the Municipal Government Act; Bylaw 633-05, and Bylaw 810-13. ALTERNATIVES 1. That Council direct Administration to advise AltaGas Utilities Inc. that they wish to maintain the rate for the gas franchise fee at 21.2%. 2. That Council direct Administration to advise Fortis Alberta Inc. that they wish to maintain the rate for the electric franchise fee at 5.0%. 3. That Council advise Administration on how they wish to proceed. RECOMMENDATION 1. That Council direct Administration to advise AltaGas Utilities Inc. that they wish to maintain the rate for the gas franchise fee at 21.2%. 2. That Council direct Administration to advise Fortis Alberta Inc. that they wish to maintain the rate for the electric franchise fee at 5.0%. alh/ M_2017 Franchise Fees (161021)

11-37

Muni Code 03-0002 01-0003 03-0005 03-0004 03-0007 02-0011 03-0010 02-0387 03-0363 03-0013 02-0014 02-0016 02-0017 03-0018 02-0019 03-0022 02-0024 03-0029 02-0030 02-0031 02-0034 02-0039 02-0040 03-0041 03-0042

Municipality Acme Airdrie Alix Alberta Beach Amisk Athabasca Arrowwood Banff Barnwell Barons Barrhead Bashaw Bassano Bawlf Beaumont Beiseker Bentley Bittern Lake Black Diamond Blackfalds Bon Accord Bow Island Bowden Boyle Breton

Rider

Effective

3% 12% 18% 3% 0% 6% 12% 4% 5% 5% 5% 3% 11.40% 3% 5% 0% 10% 5% 10% 20% 20% 7% 12.55% 3% 20%

2013/07/01 2015/01/01 2015/01/01 2013/10/01 2014/01/01 2013/07/01 2015/07/01 2012/01/01 2013/07/01 2015/04/01 2013/10/01 2013/07/01 2015/01/01 2015/01/01 2013/10/01 2013/07/01 2013/01/01 2015/01/01 2007/01/01 2013/10/01 2013/07/01 2013/07/01 2013/10/01 2015/01/01 2015/01/01

Muni Code 01-0043 02-0044 02-0047 01-0048 02-0050 03-0054 03-0055 02-0056 03-0061 03-0062 02-0356 03-0064 02-0065 03-0066 03-0068 02-0069 02-0360 02-0070 03-0076 03-0077 03-0078 02-0079 09-0361 03-0081 02-0082

Municipality Brooks Bruderheim Calmar Camrose Canmore Carmangay Caroline Carstairs Champion Chauvin Chestermere Chipman Claresholm Clive Clyde Coaldale Coalhurst Cochrane Coutts Cowley Cremona Crossfield Crowsnest Pass Czar Daysland

Rider

Effective

12.63% 0% 20% 6% 8% 0% 5% 10% 15% 9% 11.5% 0% 2% 9% 13% 11% 5% 15% 3% 5% 10% 0% 16% 5% 5%

2015/01/01 2013/07/01 2013/07/01 2015/01/01 2013/10/16 2015/04/01 2015/01/01 2015/01/01 2015/04/01 2015/01/01 2014/01/01 2007/03/01 2013/07/01 2013/01/01 2015/01/01 2015/01/01 2015/01/01 2015/01/01 2004/01/01 2011/01/01 2009/01/01 2015/01/01 2013/04/01 2013/10/01 2013/07/01

11-38

Muni Code 02-0086 02-0088 02-0091 03-0093 02-0095 03-0096 03-0097 02-0100 03-0109 03-0112 01-0117 02-0124 03-0128 02-0135 02-0143 03-0144 02-0148 03-0149 02-0151 03-0152 03-0153 03-0154 02-0180 03-0182 02-0183 04-0185 02-0188 01-0194 02-0197 01-0200 02-0202 03-0207 03-0208 03-0209 02-0211 02-0215 02-0218 02-0219

Municipality Devon Didsbury Drayton Valley Duchess Eckville Edberg Edgerton Edson Ferintosh Foremost Fort Saskatchewan Gibbons Glenwood Granum Hardisty Hay Lakes High River Hill Spring Hinton Holden Hughenden Hussar Innisfail Irma Irricana Island Lake Killam Lacombe Lamont Leduc Legal Lomond Longview Lougheed Magrath Mayerthorpe Milk River Millet

Rider

Effective

13% 12.50% 8% 12% 10% 6% 16% 5% 9% 5% 0% 10% 0% 5.50% 5% 7% 20% 5% 10.70% 3.50% 3% 10% 8% 20% 0% 0% 6% 6.20% 5% 16% 0% 0% 15% 5% 8% 6% 10% 11%

2013/01/01 2012/01/01 2008/03/01 2010/01/01 2015/01/01 2010/01/01 2015/01/01 2015/01/01 2015/01/01 2014/01/01 2013/10/01 2013/01/01 2002/04/01 2013/07/01 2013/10/01 2015/01/01 2015/07/01 2015/09/01 2013/01/01 2015/01/01 2015/07/01 2015/01/01 2013/01/01 2015/01/01 2013/10/01 2006/05/01 2015/01/01 2013/10/01 2013/07/01 2014/01/01 2013/07/01 2002/05/01 2008/01/01 2011/01/01 2010/01/01 2013/07/01 2013/01/01 2014/01/01

Muni Code 03-0220 02-0224 04-0230 02-0232 03-0233 03-0236 04-0237 02-0238 02-0239 02-0240 04-0374 02-0248 02-0249 02-0250 02-0257 02-0261 02-0265 02-0266 02-0268 03-0270 03-0272 03-0276 04-0279 02-0280 04-0283 04-0369 04-0288 01-0291 01-0292 03-0295 02-0297 03-0300 02-0301 02-0303 03-0304 02-0307 04-0386 04-0308

Municipality Milo Morinville Nakamun Park Nanton New Norway Nobleford Norglenwold Okotoks Olds Onoway Parkland Beach Penhold Picture Butte Pincher Creek Provost Raymond Redwater Rimbey Rocky Mtn House Rockyford Rosemary Ryley Seba Beach Sedgewick Silver Sands South Baptiste South View Spruce Grove St. Albert Standard Stavely Stirling Stony Plain Strathmore Strome Sundre Sunrise Beach Sunset Point

Rider

Effective

15% 20% 0% 5% 6% 0% 5% 10% 8.59% 7.50% 0% 19% 8% 13% 20% 10% 0% 14% 10% 5% 8% 0% 4% 6% 3% 0% 0% 18.75% 0% 0% 3% 8% 20% 10% 8% 5% 0% 0%

2014/01/01 2013/07/01 2013/10/01 2013/07/01 2009/01/01 2013/10/01 2015/01/01 2014/04/01 2015/01/01 2013/01/01 2015/01/01 2014/01/01 2015/01/01 2015/01/01 2015/01/01 2015/01/01 2013/07/01 2015/01/01 2015/01/01 2015/04/01 2014/01/01 2013/10/01 2014/01/01 2014/01/01 2008/02/01 2005/05/01 2008/02/01 2014/01/01 2002/05/01 2015/01/01 2015/01/01 2015/01/01 2015/01/01 2014/01/01 2003/04/01 2013/01/01 2008/08/01 2003/03/01

11-39

Muni Code 02-0310 02-0311 03-0315 02-0318 02-0321 02-0326 02-0331 02-0333 03-0364

Municipality Sylvan Lake Taber Thorsby Tofield Turner Valley Vauxhall Viking Vulcan Wabamun

Rider 10% 20% 20% 5% 10% 2% 8% 20% 5%

Effective 2013/10/01 2013/10/01 2015/01/01 2015/01/01 2009/01/01 2015/01/01 2013/07/01 2013/10/01 2015/01/01

Muni Code 02-0335 03-0338 03-0339 02-0345 01-0347 02-0350

Municipality Wainwright Warburg Warner Westlock Wetaskiwin Whitecourt

Rider 3% 10% 0% 12% 10% 2.22%

Effective 2015/01/01 2015/01/01 2002/04/01 2013/07/01 2013/10/01 2015/01/01

11-40

Rate Rider A | AltaGas Utilities

Page 1 of 4

Rate Rider A Franchise Tax Riders Municipalities Additions to be made to the rates of customers resident in municipalities that have agreed to accept a percentage of gross revenue of the special franchise tax in lieu of a property tax pursuant to Section 360 of the Municipal Government Act, 1994, c. M-26.1 (previously Section 14 (7) and 14(8) of the Municipal Taxation Act). The percentage shown to be applied as an addition to the total billings calculated. MUNICIPALITY

RATE (%)

Effective Date1

Athabasca

6.000%

2009-05-19

Hairy Hill

5.000%

1999-01-01

Radway

3.000%

1998-03-01

1 Any bill rendered after this date is subject to the corresponding rate.

Metis Settlements

http://www.altagasutilities.com/rate-rider-A

11-41 10/24/2016

Rate Rider A | AltaGas Utilities

Page 2 of 4

Additions to be made to the rates of customers resident in Metis Settlements that have by bylaw approved Utility Services Agreements providing for the payment of annual utility service fees calculated as a percentage of gross revenues.2 The percentage shown is to be applied as an addition to the total billings calculated. METIS SETTLEMENT

RATE (%)

Effective Date1

Buffalo Lake

7.000%

2000-07-15

Fishing Lake

5.000%

1998-03-01

Kikino

7.000%

2003-10-01

Gift Lake

7.000%

2000-05-01

1 Any bill rendered after this date is subject to the corresponding rate.

2 The Metis Settlements Act (S.A. 1998 Chapter M-14.3) enables the Metis Settlements General Council to legislate by Policy and Settlement Councils to

legislate by bylaw on matters related to the operations of utilities within the settlement areas, including the granting of interests in land, the assessment and taxation of these interests, and the licencing of related activities. [s.222(1); Sch.1, ss.14, 19]. Under Metis Settlements General Council Public Utilities Policy (GC-P9804; Alberta Gazette, Nov.30, 1998, p.2221) a Settlement may enter into Utility Service Agreement allowing a utility to use land and provide utility services in the Settlement Area and providing for the utility to pay an all inclusive annual service fee. The fee may be determined as a percentage of gross revenue received from services provided in the Settlement Area. Each of the listed Settlements has entered into a Utility Service Agreement with AltaGas Utilities. Under the Public Utility Policy [s.2.3(3)] the Service Agreement takes effect on being approved by bylaw and by the Alberta Utilities Commission.

Municipalities Governed by Standardized Franchise Agreement For each calendar year the franchise fee will be calculated as a percentage of the Company's actual total revenue derived from the Delivery Tariff, including without limitation the fixed charge, base energy charge, demand charge but excluding the cost of gas (being the calculated revenues from the gas cost recovery rate rider or the deemed cost of gas) in that year for Gas Distribution Service within the Municipal Area. MUNICIPALITY

2016 RATE (%)

Effective Date1

Barrhead

16.00%

2016-04-01

Beaumont Bonnyville

21.20% 20.00%

2015-09-08 2015-10-01

Bonnyville Beach

0.00%

2005-09-26

Botha

15.00%

2015-07-01

Calmar

20.00%

2015-09-01

Crystal Springs

0.00%

2005-03-09

Delia

11.00%

2011-01-01

Donalda

13.50%

2009-11-04

Drumheller

27.00%

2015-11-01

Elk Point

16.00%

2010-06-15

http://www.altagasutilities.com/rate-rider-A

11-42 10/24/2016

Rate Rider A | AltaGas Utilities

Page 3 of 4

Glendon

4.62%

2004-09-16

Grande Cache

25.00%

2011-07-01

Grandview

0.00%

2010-07-08

Hanna

9.85%

2007-06-08

Hay Lakes

4.00%

2016-04-01

High Level

30.00%

2015-10-01

Island Lake

0.00%

2005-03-24

Leduc (All but Rate 3 and 13)

27.00%

2015-09-01

Leduc (Rate 3 and 13 only)

35.00%

2015-09-01

Ma-Me-O Beach

0.00%

2009-03-21

Mewatha Beach

6.00%

2015-10-01

Morinville

19.00%

2015-08-01

Morrin Munson

12.00% 11.00%

2011-02-01 2004-12-01

Pelican Narrows

0.00%

2006-06-20

Pincher Creek

25.00%

2015-09-01

Poplar Bay

0.00%

2010-08-19

Rochon Sands

0.00%

2007-08-14

St. Paul

22.00%

2015-08-01

Stettler

30.00%

2016-01-01

Sunset Beach

3.00%

2008-09-24

Three Hills

9.00%

2010-11-01

Two Hills

15.00%

2009-01-07

Waskatenau

8.00%

2016-01-01

Westlock

25.00%

2015-10-01

White Sands

0.00%

2008-05-29

Willingdon

6.00%

2005-01-26

1Any bill rendered after this date is subject to the corresponding rate.

Last updated 2016/04/07

Emergency Number (24 hrs): 1-866-222-2068 Head Office Mailing Address: AltaGas Utilities Inc., 5509 45 Street, Leduc AB T9E 6T6 Bill Payment Mailing Address: AltaGas Utilities Inc., PO Box 2597 Stn M, Calgary AB T2P 0C8 General and Billing Inquiries: Toll-free Phone: 1-866-222-2067 Credit Inquiries: Toll-free Phone: 1-866-222-2069

http://www.altagasutilities.com/rate-rider-A

11-43 10/24/2016

Rate Rider A | AltaGas Utilities

Page 4 of 4

 (https://www.facebook.com/pages/AltaGas-Utilities-Inc/213612248799453?ref=br_tf) (https://twitter.com/AUI_Alberta)

http://www.altagasutilities.com/rate-rider-A

11-44 10/24/2016

TOWN OF BEAUMONT 2017 DEVELOPMENT FEES Attached is our comparison chart for this year. I updated the calculations to use the average cost and size of the houses we have received to date. Over the past two budget cycles we have increased our fees to bring them more in line with the surrounding communities. As part of the 2016 budget, we determined an hourly rate for the DO’s and SCO’s. We then determined the number of hours spent/permit and compared our fees to that. That analysis also showed our fees to be accurate. Now that we are in a position to be cost recoverable, a 3% increase has been proposed across all our fees to maintain that. In the past we opted to do larger fee increases every few years. This is not favourable for the following reasons: • • •

At some point we are no longer cost recoverable and taxes end up subsidizing user fees Larger increases are more negatively perceived by the general public and the builders, who forget or do not know that we haven’t increased our fees for the past couple of years. Sporadic increases puts the cost on to the incorrect user (i.e. builder in 2017 does not have to pay increase, but new builder in 2018 is hit with large increase that should have been shared by previous years’ users).

Also, here is a summary of the explanations I included when we submitted our fees: •

Business License fees o Increased by 3%, for same reasons as above o New fee for late renewal payment received after January 31. Every year we are chasing commercial businesses for their business license payment, often not collecting them until May or June, after many hours of staff resources. The alternative is to charge them $500 for not having a valid business license as per the Business License Bylaw, or $250 as per the new fee noted below. o New fee for operating without a valid business license complements the business license bylaw, allows administration to charge this fee without the involvement of municipal enforcement, and provides an enforcement alternative rather than resorting to $500 fine under the business license bylaw.

•

Planning Fees o These fees were extensively reviewed and revised in 2016. Comparison done this year notes that we continue to be on par with our comparables. o Note that many municipalities do not charge a fee for Development Agreements but do charge a fee for engineering reviews and inspections. Schedule E of the development agreement provides for this $5,000 fee to be paid and it includes inspections and approvals. Development and Building Fees o All fees increased by 3% from 2016, with exception of Safety Codes Fee, which is mandated by the Province. o Commercial Development fee is still not cost recoverable, nor close to our comparables. It is decided to keep this fee low to assist our commercial development community o $3,000 Performance / Damage Deposit has not been increased as this is not a fee but a deposit that is returnable to the builder once rough grade is complete and a sidewalk damage inspection is complete o Modular Homes have proven to have increased the SCO’s time on a permit, from the time it comes in for review to the time it is complete, including confirmation of CSA rating. o New fee for alternative solution ~ we have received three requests this year for alternative solutions and they take considerable research time and consideration by SCO’s. o The offence fees have not been increased by 3% as they are used to ensure compliance and not considered a user fee.

•

11-45

(NEW)

TOWN OF BEAUMONT 2017 DEVELOPMENT FEES o

EP&G Fees have not been increased since January 2013. These fees were missed in our previous reviews. A 10% increase is proposed for this year and then incremental increases similar to our other fees will be implemented every year hereafter.

11-46

(NEW)

Town of Beaumont 2017 Permit Fees Comparison Cost of Permit (building and development and safety code fee) NOTE: Beaumont is shown with proposed 2017 fees. We do not have the proposed 2017 fees for the comparable municipalities. Comparison is based on their current fees. Beaumont 1

New House

City of Leduc

Leduc County

Devon

Strathcona

Spruce Grove

St. Albert

Chestermere

Ft. Saskatchewan

$ 1,548.17 $ * $ 5,415.45

1,781.78 $ 3,037.29 $

1,692.09 $

Basement

$ 160.68 $

103.67 $ 360.00 $

144.68 $

Secondary Suite & Garage Suite

$ 527.36 $ $

556.72 Not stated 563.72

213.00 $

Deck

$ 212.18 $

106.24 $ 200.00 $

Hot Tub

$ 133.25 $

Garage / Accessory Bldg

$ 133.25 $

Commercial, etc. Apartment

$ 41,829.62 $ 44,609.49 Non stated $ 41,533.40 $ 44,250.00 Non stated

$ $

Fences

$ 51.50 Not stated

Not stated

Signs Free standing

$ 103.00 $

100.00 $ 225.00 $

45.00 $ $

125.00 $ 160.00 $ 223.00 $ 250.00 $

200.00 $ 250.00 $

87.00 $ 261.00

125.00

$ 128.75 $ $ 257.50 $ $ 257.50 $

75.00 $ 100.00 $ 125.00 NA NA NA 125.00 NA

75.00 $ NA $ NA

150.00 130/lot/unit 210/lot/unit 250.00 na

125.00 225.00 225.00 450.00

123.00 244.00 255.00 509.00

$ $ $ $

125.00 400.00 200.00 500.00

SDAB Appeal Stop Order Owner / Applicant Affected Party

$ 55.00 $

125.00 $ 150.00 $

37.00 $

100.00

Variance Non SF residential

$ $

150.00 200.00

100.00

261.00 $

100.00

Compliance Regular Rush Other Uses Other Uses Rush

Home Based Business DP Minor Major

$ 51.50 $

2,926.29 $

3,151.15 $

1,384.70

258.54 $

102.00 $

130.00

350.00 $ 375.00 $ 462.00 $

658.54 $

741.00 $

700.00

105.00 $

75.00 $ 183.00 $ 141.50 $

200.00 $

210.00 $

140.00

123.25 $ 200.00 $

111.00 $

75.00 $ 183.00 $ 141.50 $

204.00 $

210.00 $

100.00

117.00

105.00 $

129.00 $ 296.00 $ 141.50 $

263.00 $

210.00 $

185.00

42,831.11 $ 86,473.41 $ 63,338.61 $ 85,628.00 $ 42,486.00 ??? $ 62,642.40 $ 71,210.00 $

79,106.55 $ 75,866.08 $

233.36 $

Not stated

75.00 Not stated

Not stated

75.00 NA

200.00 $

1,649.59 $ 1,410.61 $ 1,468.73 $

Edmonton**

75.00 $ 274.35 $ 270.00

25.00 $

89.00 Not stated

$ 219.00 $ 503.00 $ 1,004.00 NA

$ $ $ $

$165 (Over height)

150.00 $ 130.00 $ 275.00

75.00

$ $ $ $ $

$ 189.50 $ $ 189.50 $

250.00 200.00

$ 158.00 $ $ 315.00 $

350.00 400.00

$ 150.00 $ 148.00 $ $

200.00 500.00

Stoves & Fireplaces $ 81.75 NA NA NA $ 75.00 ** Edmonton offers a combo permit fee for single family homes that make its fees somewhat uncomparable. The fee shown represents what the building and development fees would be if a resident chose to not take advantage of the combo fee. I:\Budget\Copy of 2017 full fees comparison ‐ Updated Sheet1

80.00 $

63,092.80 $ 56,092.72 72,362.80 $ 54,942.00

$ 125.00 $ $300 + Advertising fee $75 $ $110 $ 109.00 NA

117.00 297.00

11/3/2016 1:30 PM / Page 1 of 2

11-47

(NEW)

House Based on 2016 Average ‐ 161103

Sqft 2199.45

Sqm 204.34

Avg mrkt $$ $269,515.34

‐ building, development and safety code fee only ‐ note $3,000 is refunded when rough grading completed by builder, less any sidewalk damage ‐ does not include business license because it is only charged on 1st permit of the calendar year ‐ does not include fee for any applicable variance application or discretionary use *includes garage fee, safety codes, damage deposit, street cleaning, water usage, water meter, lot grading & applicable GST 2

Basement Based on 2016 Average

Sqft 1,000.00

Sqm 93.00 $

Avg mrkt $$ 16,613.00

93.00 $

Avg mrkt $$ 28,000.00

Avg mrkt $$ 6,978.00

‐ does not include any required eletrical, plumbing and/or gas permits ‐ includes safety code fee 3

Secondary suite Based on 2016 Average

Sqft 1,000.00

Sqm

Sqft

Sqm

‐ includes our fee for discretionary use/advertising ‐ includes safety code fee 4

Deck Based on 2016 Average ‐ includes safety code fee Based on 2016 Average Hot tub ‐ includes safety code fee Based on 2016 Average

Sqft

Sqm $

Sqft

Sqm

Garage /Accessory bldg ‐ includes safety code fee

New Commercial ‐ Max development fee $3,500 ‐ Includes Safety code fee only ~ no other charges (water, street cleaning, etc.) Based on 2016 Average Sqft Sqm Use Bryant Heritage Village as comparable

Avg mrkt $$

516

56,980.91

11,000.00 Avg mrkt $$

48 $

5,293.70 $

10,000.00

Avg mrkt $$ 7,113,519.00

$ 7,056,000.00 Use Dansereau 2 66‐unit Apartment Bldgs *Actual construction cost noted on bldg permit (revised from 2016 comparison chart which was a low estimate) 8

Other municipalities have different fees for freestanding signs. They are typically more expensive Only used fascia, wall, canopy signs for comparable

I:\Budget\Copy of 2017 full fees comparison ‐ Updated Sheet1

11/3/2016 1:30 PM / Page 2 of 2

11-48

(NEW)

Town of Beaumont Recreation Membership Fees and charges comparable Facility

Type

Adult

Senior

Youth

Child

Tot

Leduc Leduc

Daily Admission 1 Month Membership Annual Membership 10 Visit Pass Type

$8.50 $51.75

$5.55 $34.50

$4.00 $24.25

Free Free

$517.50 $72.50 Adult

$345.00 $48.50 Senior

$345.00 $48.50 Youth

$242.50 $33.50 Child

Free Free Tot

Daily Admission

$11

$8.50

$6.75

Free

$1300 $175.50 Family 2 Adults 2 Youth $30.00

1 Month Membership Annual Membership

$72.00

$59.00

$46.00

Free

$210.00

$660

$510

$405.00

Free

$1853.00

10 Visit Pass

$99.00

$76.50

$61.00

Free

$270.00

Type

Adult

Senior

Youth

Child

Tot

Daily Admission 1 Month Membership Annual Membership 10 Visit Pass

$7.25 $50.00

$6.25 $42.00

$4.75 $33.00

Free Free

Family 2 Adults 2 Youth $20.00 $137.00

$435.00 $65.50

$375.00 $56.50

$285.00 $43.00

Free Free

$285.00 $180.00

Leduc Leduc Facility

The Meadows The Meadows The Meadows The Meadows Facility

Millwoods Millwoods Millwoods Millwoods

Family 2 Adults 2 Youth $19.50 N/A

11-49

(NEW)

Town of Beaumont Aqua‐Fit Program Fees and Charges – Comparison to Edmonton and Leduc Program

02 Administration Recertification Adapted Aquatics Adult and Teen Combined Assistant Water Safety Instructor Bronze Combo Bronze Cross Bronze Cross Recertification Bronze Medallion Bronze Star Dancing Dolphins Discover Scuba Dive Camp First Aid Instructor Junior Lifeguard Club Lifesaving Instructor Lifesaving Instructor Recertification Lifesaving Society AEC/O2/AED Package Mini Dancing Dolphins National Lifeguard Instructor Private Lesson Ranger Patrol Rec Coach Rookie Patrol Rookie, Ranger, Star Patrol Combo Semi-Private Lesson

City of Edmonton Meadows N/A

City of Edmonton Millwoods N/A

City of Leduc

$59.05 $102.75 N/A

N/A $137 (1 Hour) N/A

N/A $62.30 /per set (8 classes in a set) N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $131.55 N/A

N/A $128.10 $18.55 $128.10 $128.10 N/A N/A N/A N/A N/A N/A N/A

N/A

N/A N/A $51.05

N/A N/A $51.05 per class(30 min)

N/A N/A N/A $76.55

N/A N/A N/A N/A

N/A N/A $31.50 per class (Max 4 per session) N/A N/A N/A N/A

N/A

$71.40

N/A

N/A N/A N/A N/A N/A N/A N/A N/A N/A Junior: $230 Senior: $330 N/A N/A N/A

11-50 (NEW)

Town of Beaumont Aqua‐Fit Program Fees and Charges – Comparison to Edmonton and Leduc

Snorkel and Underwater Hockey Camp Splash Rehash Level 1 and 2 Splash Rehash Level 3 Splash Rehash Level 4 Standard First Aid AED/02 Admin* Standard First Aid AED Recertification Star Patrol Synchro Camp Triple Play Water Polo Camp Water Safety Instructor Water Safety Instructor Recertification Red Cross Preschool (30 Minutes) 10 classes Red Cross Swim Kids 1-7 (45 Minutes) 10 classes Red Cross Swim Kids 8-10 (45 Minutes) 10 classes Personal Training Youth Hourly Rate (13-17) Adult Hourly Rate (18-59) Senior Rate (60+) Exercise Consultation Fitness Assessment Membership Miscellaneous Membership Holds Replacement Membership Card

N/A

N/A N/A N/A $120.00

N/A

$90.00

N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A Skills Evaluation: $53.00 $53.00

N/A

$58.00 per session (8 Classes)

$76.55

$58.00 per session (8 Classes)

$76.55

$62.30 per session (8 Classes)

N/A N/A N/A N/A N/A N/A N/A N/A $10.00

$57.00 per session (per person) N/A N/A N/A 1st One Free with Consultation $103.00 N/A N/A First Free (Every one after is $5)

$65.00 $65.00 $65.00 $125/hour N/A N/A $10.00

N/A $62.30 /per set (8 classes in a set) $62.30 /per set (8 classes in a set) $62.30 /per set (8 classes in a set) $150.00

11-51 (NEW)

MEMORANDUM TO:

Budget Committee

FROM:

General Manager, Corporate Services

DATE:

November 4, 5, and 6, 2016

SUBJECT:

2017 Proposed Service Levels

File: 0148-B01

The following section provides: Schedule A: Schedule B1: Schedule B2: Schedule C: Schedule D: Schedule E:

Map reflecting the priority levels for Street Sweeping. Map reflecting the priority levels for Roadway Snow Plowing. Map reflecting the priority levels for Roadway Snow Removal. Map reflecting the priority levels for Pathway Snow Plowing. Map reflecting the priority levels for Roadway Sanding. Map reflecting the priority levels for Snow Clearing â&#x20AC;&#x201C; Town Building Entrances. Schedule F: Map reflecting guidelines for Grass Cutting. Schedule G: Map reflecting the locations of frequency of Flower/Shrub Beds â&#x20AC;&#x201C; Weeding and Watering. Schedule H: Map reflecting the location of and the responsibility for maintenance of Storm Water Management Facilities.

M_2017 Proposed Service Level Maps 12-1

50 S

t SB

Up to Intersection at 50 Street and 41 Avenue SW

t NB 50 S

Township Road 510

55 St 55 St

id ea u R

Cres Richelieu C rt

Colo nia le

lon i Co

in A

St 43 St

49 St

41 St

48 Ave

49 Ave 37 St

4 2 St

43 S

4 8 Ave

e Av

38 St

49 Ave

48 Ave

Trio mp h

41 Ave

Tr io

38A

eB lv d

Av e

h e Blvd

Range Road 241

Trio mp h

43 Av

Triomphe Gate

42 St

47S t

48 St

49 St

44 Ave

Lakevista Pt

Lak

Cercle Ciel Cres

Homestead C

45 St

46 St 45 St

49 St

47 Ave

49 Ave

Lakewood Blvd

48 Ave

4 7 St

k eview Cres

nd Dr Lakeland Cres kela 32 Ave La

k La

o ew

Hwy 625

Schedule A - Street Sweeping Priority 1 All Other Roads Completed in a Quadrant Rotation

Range Road 241

Poirier Wa y

C res

so Ra dis Colonia le

Bernard Crt

St 47 48 St

49 St

51 St 51 St

t 54 S

52 52 S t

Cercle Ciel Cres

Etoi le Crt

Pierr e Crt

Crt

St 44

55 St

t 55 S

t 58 S Baie Caillou B

ain Pl

pl C ha m 49 St

54 St

5 3 St

5 6 St

56 St

St 56 56 St

58 St

Re n aud

Re i

B Bonin Cres

56A St

58 St

59 St 59 St

59 St

Blvd Soleil Blvd

60 St

61 Street

63 Street

C res

56A St

le n Pointe

60 St

61 St

60 St

ose Bl v d

on tr M

vd Bl

r es

Ru e e

l en

59 St

58 St

61 St

63 St

on m

Ru e

66 St

Pla

66 St

Country C lu b

57 St

63 St

Rue Eaglemont

6 0 St

61 St

64 St

Ma s

60 St Rue M on t

65 St

66 St

nt Crt ou

67 St

ichert Dr Re

49 Ave

39 St

Range Road 243

t un m se

try Club Dr.

52 Ave

67 St

rt D

C oun

e 5 1 Av

S 41

47 St

32 Ave

30 Ave

5 4 Ave

t 40 S

67 St

s re

e ch ei

Pl Roche

A 34

try Coun C lu b D

lvd eB

M ag as

Rose m o u n

30 Ave

ate

e Av

29 Ave

asin

30 Ave

R osemount Blvd

53 Av e

eview Cres

Blvd Soleil Blvd

g Ma

l vd

Poirier Way

d ena

ea id R

P rom

42 Ave

ateau Close Ch

45 St

32 Ave

43 Ave

il B lv

C au

55 Ave

44 Ave

t 48 S

Sole

Av e

46 Ave

S 47

Blvd

r R u e Pa

Blvd Mo ntr os

Bay aie Caillou

e 31 Av

St 42

Ro se m

nelle Bru ue re R s ux Crt lifo

47 Ave

46 Ave

35 Ave 34 Ave

Brassar d C

41 A v

S 61

S 62

36 Ave

64 St

37 Ave

44 A

ay Baie Caillou Bay B

60 St

S 61

38 Ave

47 Ave

40 A v

38 Ave

51 Ave

49 Ave

42 A

ard nch

50A Ave

t 56 S

57 St

52 Ave

50 Ave

48 Ave

4 1 Av e

39 Ave

R ue Bouchard

60 St

44 Ave 44 Ave

amplain Pl

62 S t

46 Ave

Av 47

47 Ave

Rosemount Pl C r es

B lv

la R ue B

e Av

58 St

62 St

47 Ave

63 St

4 8 Av e

ar rie re

52 Ave

49 Ave

48 Ave

65 St 65 St

48 Ave

49 Ave

55 Ave

51 A ve

50A A ve

49 Ave

56 Ave

55 A ve

e rt Dr

he lieu

Carriere Cres

Ca ve lie rC rt

5 4 Av e

56A 51 Ave

5 6 Ave

Champlain Pl

52 Ave

50 Ave

54 Ave

53 Ave

55 Ave

eB ou

ard ch

53 Ave

54 Ave

g Ea

55 S t

e gl

56 Ave

5 6 Av e

54 St

55 Ave

Reiche r t

G ale

Bonin 57 Ave

57 Ave

54 Ave

Rue Marseille

56A S

Rue Moreau

Reic h

onin Cres

60 St

56 Ave

55 A

Coloniale Way

oreau ue M

Marcelle

56 Ave

Ma de

iche Re

Ric

Rue Montalet

57 Ave

55 Ave

let

el l

Ru e

on Rh

60 Ave

50 St

Rue M onta

r tD er

Racine Crt

asson P ointe M

nett Mo

65 St

57 Ave 57 A ve

57 Ave

let Rue Monta

Baie Mad

60 Ave

n so

R ue

60 A ve

59 Ave

Rue Masson

rd va

e Masson Ru

61 Av e

60 Ave

n agna

A 61

et al

ยบ

Rue M oniqu e

64 Ave

Rue M

Rue Marque

Rue Monique

Town of Beaumont Service Levels To be completed twice per year

12 Sep 2016

12-2

St S B

M asson

Rue Mo re

t S 47 47 St

48 St

49 St

Reichert Dr

37 St

t 43 S

Range Road 241

42 St

41 Ave

ph e

B lv

Tri om

38A

A ve

Trio mp he P

44 St

46 St

43 4 7 St

48 St

Lakevista Pt

32 Ave

Cove

eland Dr Lak

50 St

48 St

49 St

Blvd

view Cres

Lakewood Blvd

Cercle Ciel Cre s

43 St

47 S t

49 St 50 St

42 Ave

52 S t

e Crt E to il

ie r W ay Poir

60 St

61 Street

Blv

Poirier Way

30 Ave

29 Ave

Hwy 625

3 0 Av e

Magasin Ave

Hwy 625

Schedule B1: Roadway Snow Plowing Priority 1: 1.0 day after snowfall

Priority 2: after Priority 1 complete

Hwy 625

Town of Beaumont Service Levels

Priority 3: after 10 cm snowfall and after Priority 1 and Priority 2 complete Priority 4: after 10 cm snowfall and after Priority 1 to Priority 3 complete Priority 5: after a snowfall and after Priority 1 to Priority 4 complete Targets - subject to availability of resources The service levels shown may not be achieved during extended snow events

Range Road 241

64 St

65 St

ose Blvd

o n tr

48 Ave

49 Ave

e Av 47

47 Ave

43 Ave

Chateau

Sol ei l

Lakeshor e

B lvd

42 St

4 5 St

45 St

51 St 51 St

52 St

54 S t 53 S

49 A

38 St

55 St

44 Ave

45 St

67 St

50 Ave

48 Ave

Lak e

43 St

St 56

57 St

58 St

59 St

Ave

32 Av e

e 5 1 Av

46 Ave

l eB

51 Ave

45 Av e

5 3 Av e

47 Ave

rc R ue P a

tr Blvd Mon

36 Ave

Range Road 241

50 St

58 St 60 St

59 St

62 St

60 St

Av e

Baie Caillou Bay

t 44 S

Range Road 243

42 St

C ote C los e

49 St

54 S t

55 St

56 St

57 St St

Bonin Cres

55 St

56 St

56A St

Bed ar d C

56 A St

P oin te

59 St 60 St

61 St

57 St

44 A 43

Ru e

59 St

ve 47 A

47 Ave

34 Ave

re s

39 St

48 Ave

66 S t

35 Ave

50 Ave

40 A

38 Ave

ntry Club Dr.

50A Ave

49 Ave

4 1 Av e

39 Ave

4 8 Av e

47 Ave

44 Ave

ar r ie

52 Ave

t 56 S

47 Ave

37 Ave

50 Ave

47 Ave

Range Road 243

velie r Ca

Co u

66 St

49 Ave

65 St

67 St

51 Ave

48 Ave

38 Ave

57 St

50 Ave

55 Ave

Blan char d

Carriere Cres

56 Ave

5 4 Av e

58 St

62 S t

6 3 St

52 Ave

R ue

53 Ave

49 Ave

58 St

6 0 St

63 St 64 St 67 St

53 Ave

55 Ave 54 Ave

m le

t on

56 A ve

5 6 Av e

A 56

Range Road 243

54 Ave

Rosemount Bl vd y

lvd

5 5 Ave

57 Ave

56 Ave

Cre s

57 Ave

Rue Moreau

54 St

56 Ave

ia le

lieu

n ad me Pro

57 Ave

56 Ave

ele

M a rc elle

Colo n

Rue Bouch a rd

57 Ave

54 Ave

Rue Eaglemont

63 St

66 St

64 St

6 5 St

57 Ave

Ru e

Coloniale Way

e n e tt

60 Ave

61 St

Ave

Rue Montalet

60 Ave 59 Ave

R ic

Rue M o

n a ud C rt

a rd

Monique

Rue

P o inte

65 St

60 St

so n

Cres

M as

50 St

Ba ie

Re ichert

au ide

Riv

Rue Masson

Rue

Range Road 243

Cres

Magn

Rue Mar

quet

ยบ

Township Road 510

Range Road 241

Up to Intersection at 50 Street and 41 Avenue SW

19 Oct 2016

12-3

n a ud C rt Re

Col onia le C rt

42 St

38A

mp he

Trio

Tri om ph eP

Av e

Triomphe Gate

4 7 St 46 St

44 St

St 51

32 Ave

Lake wood Blvd

view Cres

Cov e

eland Dr L ak

48 St

49 St

ie r W ay Poir Blvd Soleil Blvd

61 Street

Reichert Dr

42 St 43 St t

43 S 43 St

47 S t

49 St

t 52 S t

53 S

E to il

e Crt

P ier r e Crt

60 St

64 St os e Blv

65 St

o n tr

B lv

67 St

Chateau Crt

il Blvd

A ve

Lakeshor e

29 Ave

45 St

30 Ave

S o le

41 Ave

Lak e

d Blv

32 Av e

ros

B lvd

rc Ru e Pa

e Av

Blvd M on t

66 S t

35 Ave

36 Ave

44 St

Lakevista Pt

37 Ave

42 Ave

Chateau

Baie Caillou Bay

e Av 47

47 Ave

45 Av e 44 Ave

43 Ave

48 Ave

49 Ave 37 St

4 5 St

45 St

47 Ave

48 St

44 St

50 St

51 St

Av e

48 Ave

46 Ave

51 St

54 S t

52 St

t 55 S

41 Av

42 St

47 St

48 St

49 St

55 St

57 St 58

49 A

38 St

St 47

St 56 56 St

50A Ave

47 Ave

59 St

60 St

47 Ave

e 5 1 Av Range Ro ad 241

ar t Bed ar d Cr

58 St 59 St 58 St

62 St

60 St

59 St

66 St

51 Ave

39 St

44 A

38 Ave

ve 47 A

40 A

38 Ave

55 Ave

48 Ave

ntry Club Dr. C ou

53 Ave

46 St

4 8 Av e

4 1 Av e

39 Ave

re s

67 St

52 Ave

49 Ave

47 Ave

44 Ave

rC rt

52 Ave

t 56 S

65 St

47 Ave

ar r ie

49 Ave

47 Ave

el a v ie

49 St

54 S t

55 St

56 St

St 57

59 St

C ote C los e

56 St

56A St

57 St

55 St

Pointe

59 St 60 St

58 St

6 0 St

61 St

Bonin Cres

Rue More

5 6A St

Rue Madelene

61 St

Rue Eaglemont

64 St

63 St

63 St 64 St

Rue

Monique

60 St

65 S t

66 St 67 St

Ru e

Range Road 243

55 Ave

58 St

48 Ave

5 4 Av e

51 Ave

49 Ave

56 Ave

57 St

62 S t

63 St

49 Ave

Carriere Cres

ce CountryClub Pla

56 A ve

Blan char d

B lv d

55 Ave

R ue

ad e

56 Ave

Rosemount Bl vd ay

men

57 Ave

5 6 Av e

54 Ave

53 Ave 52 Ave

Rue Marseille

t on

Cres

P ro

55 Ave

Brochu C

u Cres

Rue Moreau

57 Ave

Colo niale W

54 St

56 Ave

lie u

eM on tale t

R ic he

Masson

P oint e

Re ichert

so n

rtDr

M as

l ag

a ie

57 Ave

54 Ave

Marce lle

56 Ave

55 Ave

Rue Masson

c he Rei

Rue Boucha rd

57 Ave

6 5 St

57 Ave

St S

60 Ave

Riv

e n ett Rue M o

Ave

60 A ve 59 Ave

53 Ave

Ma rsa

Cres

Po inte

quet

ยบ

Township Road 510

Magn

Rue Mar

Rue

64 Ave

Up to Intersection at 50 Street and 41 Avenue SW

50 Street Service Roads - Priority 3

Poirier Way 30 A v e

Magasin Ave

Hwy 625

Schedule B2 - Roadway Snow Removal

Town of Beaumont Priority 1a: Cleared to maintain two way traffic (Not Including On-Street Parking) Service Levels Priority 1b: Cleared to maintain on-street parking (Within 24 Hours) Priority 2a: In excess of 15 cm snow pack

*Priority 2b: In excess of 20 cm snow pack (Cul-De-Sacs will be cleared at least once per season, if required) Priority 3: 50 Street gravel service roads

Priority 4: Parking lots and lanes will be evalulated after Priorities 1 to 3 have been cleared Snow removal as required (Schools) Stored on site/ Pushed to ditches

Targets - subject to availability of resources The service levels shown may not be achieved during extended snow events *If required, additional snow removal will begin (after Priority 2a is complete) in the northwest quadrant and rotate clockwise based on budget allocation.

24 Oct 2016 12-4

50 St S B

Township Road 510 n a ud Crt Re

C rt Colo nia le

49 St

t Cr

Reichert D r

42 St

ph e

B lv

Tri om ph eP

38A

p he Cl

Trio m

Trio

TriompheGate

Ave

49 St

Lake wood Blvd

48 St

32 Ave

Cove

30 Av e

M ag asi

Hwy 625

Schedule C - Pathway Snow Plowing Priority 1 - Within 48 hours after 2 cm of snow accumulation Priority 2 - After priority 1 complete

Town of Beaumont Service Levels

Priority 2 - After priority 1 complete - Developer Responsibility Plowing will be done from Monday to Friday only Targets - subject to availability of resources The service levels shown may not be achieved during extended snow events

25 Oct 2016

12-5

Range Ro ad 241

42 St

43 43 St

St 44

46 St

44 St

St 51

ie r W ay Blvd Soleil Blvd

29 Ave

Poirier Way

61 Street

Blv

30 Ave

view Cres

Chateau C r t

Poir

60 St

64 St

os e Blv d

65 St

o n tr

dM B lv

67 St

44 A ve St

Lakeland P t

Blvd Mon t rose

32 Ave

Lak e

il Blv d

e Av 32

Sole

rc R u e Pa

34 Ave

Blv d

66 S t

35 Ave

36 Ave

37 Ave

St 62

48 Ave

Lakevista Pt

38 Ave

v 7A

49 Ave

41 Ave

Chateau

Baie Caillou Bay

Lakeshor e

38 Ave

39 Ave

42 Ave

45 St

40 A

52 S t

53 S

43 Ave

41 Av

44 St

4 5 St

45 St

45 Ave

44 Ave 48 St

4 1 Av e

47 Ave

47 St

49 St

46 Ave

Av e

49 A

46 Ave

4 7 St

48 Ave

47 Ave

51 St

52 St

54 S t

59 St

47 St

50 St

51 St

47 Ave

t 55 S

44 A

47 Ave 60 St

48 St

49 St

55 St

48 Ave

43 St

St 56 56 St 58 St

47 A

e 51 Av

37 St

47 S

59 St

57 St

60 St

59 St

66 St

51 Ave

39 S t

67 St

53 Av e

47 Ave

44 Ave

55 Ave

4 8 Av e

49 Ave

ntry Club Dr.

52 Ave

50A Ave

t 56 S

65 St

47 Ave

re s

46 St

Range Road 243

58 St

48 Ave

52 Ave

49 Ave

rC rt

51 Ave

62 S t

49 Ave

ar r ie

38 St

Bedard C rt

53 St

54 S t

e av lie

C ou

42 St

55 St

5 4 Av e

57 St

6 2 St

6 3 St

52 Ave

Blanchar d

Carriere Cres

56 Ave 5 5 Ave

55 St

56 St

59 St

58 St

Cote Close

56A St

57 St St

60 St 61 St

R ue

53 Ave

Bonin Cres

Poin te

59 St

58 St

6 0 St

61 St

63 St 64 St

E Ru e

56 St

Rue Eaglemont

63 St

64 St

66 St 67 St

56 A ve

lace Country Club P

56 Ave

55 Ave 54 Ave

lv d eB

57 Ave

54 Ave

t on

Rosemount Bl vd

Wa y

rt Brochu C

Rue M arseille

5 6 Av e

54 Ave

Cre s

n ad

5 5 Ave

Rue Moreau

57 Ave

56 Ave

li eu

P ro

57 Ave

Colo nia le

54 St

55 Ave

Marc elle

56 Ave

ard

Rue

le t

Rue Boucha rd

57 Ave

tte

6 5 St

57 Ave

R ic

asson

Rue More

61 St

Mo n ta

5 6 A St

Rue Madelene

60 St

65 S t

P oi nte M

r Reichert D

Rue

60 Ave

59 Ave

53 Ave

ie M asso

hert

60 Ave

Pointe Marsa nBa

e Rue Mo n

Ave

Rue Masson

ic Re

Rue

Mo niqu

64 Ave

Cres

v Ri

ยบ

Magna

50 S

Up to Intersection at 50 Street and 41 Avenue SW

t SB Re

rt C olo n ia

Cote Close

47 St

55 St

49 St

48 St

rt tC o un

37 St

38 St

Range Road 241

42 St

Av e

38A

m p he T rio

Trio mp

Trio mp h

44 44 St

46 St

Av e

A ve

Triomphe Gate

St 43 4 7 St

48 St

41 Ave

49 St

A 34

view Cres

Co ve

eland Dr L ak

50 St

48 St

32 Ave

Lakew ood Blvd

Cercle Ciel Cre s

43 43 St

47 St

49 St 50 St

St 51

52 S t

53 S t

M ag as

Hwy 625

in A

Range Road 241

Blvd Soleil Blvd

Lakevista Pt

ier W ay Poir

30 Av e

Schedule D - Roadway Sanding Priority 1: Within 8 hrs

Poirier Way

61 Street

Hwy 625

42 St

4 5 St

45 St

51 St 52 St

54 S

51 St

St 55

58 St

t 58 S

60 St

64 St

e Blvd

65 St

ntro s

Bl vd

67 St Range Road 243

29 Ave

ve 7A

Lakeshor e

48 Ave

49 Ave

Lakeland Pt

30 Ave

45 St

42 Ave

Chateau

e Av 31

Sole il Blv

49 A ve

47 Ave

43 Ave

Lak e

32 Av e

50 Ave

48 Ave

e 51 Av

44 Ave

S 47

43 St

t 56 S

59 St

57 St

60 St

59 St

66 St 67 St

60 St

59 St

Av e

45 Ave

r R u e Pa

34 Ave

53 Av e

46 Ave

41 Av

Blvd

66 S t

35 Ave

36 Ave

t 44 S

Baie Caillou Bay

S 61

37 Ave

55 Ave

47 Ave

St 61 62

51 Ave

47 Ave

Range Road 243

40 A v

38 Ave

52 Ave

47 Ave

44 A

43 Ave

38 Ave

x Crt fou ali

4 1 Av e

39 Ave

49 St 50 St

49 Ave

44 Ave

S 40

v 47 A

ntry Club Dr.

50A Ave

48 Ave

47 Ave

50 Ave

t 56 S

65 St

47 Ave

4 8 Av e

Cr t

55 Ave

52 Ave

49 Ave

48 Ave

ar rie r

Cou

Range Road 241

veli C a er

50 Ave

49 Ave

Reichert Dr

Bedard Cr t

Bonin Cres

54 St

39 St

49 Ave

58 St

62 S t

50 Ave

51 Ave

Blanchard

Carriere Cres

56 Ave

55 St

56 St

53 St

55 St

56 St

56A St

57 St

58 St

57 St

6 2 St

63 St

52 Ave

Range Road 241

n a ud Crt

ard

le C

56 A St Poi nte

57 St

58 St

59 St 60 St

61 St

59 St

E Ru e

Rue

61 St

6 0 St

61 St

6 3 St 64 St

67 St

R ue

53 Ave

5 4 Av e

lace

56 A

55 Ave 56 A

Country Cl ub P

54 Ave

lvd

57 Ave

56 Ave

55 Ave

Rosemount Bl v d

Wa y

rt Brochu C

Rue M arseille

l ag

on em

Rue Moreau

5 6 Av e

niale

57 Ave

54 Ave

Colo

n ad

56 Ave 55 Ave

he lieu Cres

57 Ave

Coloniale Way

54 St

55 Ave

Pro

Rue Eaglemont

63 St

64 St

66 St

Marcelle

56 Ave

er t

Rue

Rue Madelene

60 St

Range Road 243

65 St

Rue Montalet

Rue Bouchard

57 Ave

Ric

tte

6 5 St

57 Ave

Range Road 243

asson P ointe M

60 Ave

59 Ave

53 Ave

ch ei

Dr Reichert

60 Ave

a sso

ichert Re

50 St

Ave

ie M

ne Rue Mo

Marsa nBa

Cres

Rue

Po inte

Rue Masson

Moniqu e

64 Ave

Magn

ยบ

Township Road 510

Hwy 625

Town of Beaumont Service Levels

Priority 2: Within 12 hrs

Priority 3: Within 24 hrs after Priority 1 and Priority 2 have been completed Targets - subject to availability of resources

12 Sep 2016

12-6

50 S

t SB

! OPERATIONS FACILITY

Chateau

nade Bl v me d Pro

Range Ro ad 241

37 St

38 St

43 S t

43 St

42 St

Lak

38 A

Pt he mp Trio

44 St

eland Dr

48 St

32 Ave

49 St

il Blvd

Lake wood Blvd

C rt

Eto il e Crt

ie r W ay P oir

60 St

64 St ntr o s

30 Ave

61 Street

e Blvd

65 St

ro s

S ole

y Poirier Wa

Bl vd

67 St

Blvd M on t

32 A v e

Lak e

e Av 31

Blvd

c Rue Pa r

34 Ave

St 61

35 Ave

v iew Cres

37 Ave

36 Ave

S 47

S 61

38 Ave

A ve

Lakevista Pt

ateau Ch

Baie Caillou Bay

38 Ave

42 St

45 St

49 St

48 St

4 7 St

41 Ave

39 Ave

44 St

47 St

50 St

51 St

54 S t

51 St

42 Ave

6 St

48 Ave

! SCHOOL AGE SITE 45 St

53 S

44 Ave

A 47

49 Ave

46 Ave

45 Av e

43 Ave

40 A v

42 St

Bedard Crt

49 St

55 St

58 St

4 1 Av e

Reichert Dr

ard

55 St

56 S t

St 56 St

58 St

57 St

60 St

66 St

59 St

Range Road 243

60 St

59 St

Av e

47 Ave

49 Ave

39 S t

48 Ave

47 Ave

try Club Dr.

52 Ave

44 A ve

47 A

44 Ave

47 Ave

e 5 1 Av

46 St

47 Ave

51 Ave 50A Ave

49 Ave

48 Ave

C o un

! EARLY LEARNING CHILD CARE CENTRE ! KEN NICHOL REGIONAL RECREATION CENTRE

PARKS

! CCBCC

t 56 S

67 St

56 S

59 St

58 St

65 St

48 Ave

rie

u Cr es

!!! BEAUMONT COMMUNITY YOUTH CENTRE

FIRE HALL

49 Ave

57 S t

62 St

6 3 St

! AQUA-FIT CENTRE

52 Ave

51 Ave

55 Ave

58 S t

53 Ave

56 Ave

48 St

R ue Mo r

56 A St

56A St

57 St

57 S t

60 St

61 St

Ru e

55 Ave

Carriere Cres C ar

lie

Wa y

Rue Bla nc ha r d

! LIBRARY !

56 A ve

nia le

e id

t on

58 St

59 St

A ve

56 Ave

C olo

B onin Cres

57 A ve

6 0 St

63 St

56 Ave 55

6 4 St

e le

57 Ave

eau

67 St

61 St Rue Eaglemont

63 St

64 St

66 St

Ru e

54 Ave

53 Ave

nt a let

! FCSS

56 Ave

m le ag

asson Po inte M

56 St

60 St

R ic

R ue

Dr Reichert

Rue Bouc h ard

57 Ave

Rue

Mon

Ru e 6 5 St

57 Ave

Cres

60 Ave

Rue Masson

e nett Rue Mo

Ave

quet

nan

ยบ

ique

Township Road 510

Mag

Rue Mar

29 Ave

30 Av e

! RCMP DETACHMENT Hwy 625

Schedule E - Snow Clearing - Town Building Entrances

Priority 1: Within 1 hour after opening

Priority 2: Within 2 hours after opening

Targets - weather dependent

Town of Beaumont Service Levels

24 Oct 2016

12-7

B St S 50

South Side of Ditch

47 S t

es au

42 St

48 Ave 48 Ave

37 St

38 St

42 St

Range Road 241

38 A

Tr io

39 St

42 St

43 St

44 Ave e

44 St

45 St

41 Ave

49 Ave

46 Ave

43 A v

Lakewood Blvd

46 St

49 St

Lakevista Pt

49 St

32 Ave 48 St

Chateau Crt

Both Sides of Ditch

St 44

45 St

48 St

47 S t

51 St

50 St

Rue Parc Cerc le Ciel Cres

44 St

47 St

48 St

49 St

51 St

52 St

54 St

St 53

47 Ave

42 Ave

Blvd Soleil Blvd

52 Ave

49 Ave

44 Ave

Chateau Close

Range Road 241

nia le Colo

Rue Bouchard

53 Av e

48 Ave

45 Ave

e Av 34

try Clu b Dr.

55 Ave

Av e

47 Ave

46 Ave

Cou n

lle

52 Ave

51 Ave

47 Ave

43 Ave

Ren a ud

C rt Bonin Cres

54 St

54 S t

53 St

55 St

56 St

55 St

54 S t Blvd Soleil Blvd

30 Ave

55 St

29 Ave

40 A v

Poirier Way

60 St

30 Ave

55 St

56 S t

t 56 St

60 St

32 Ave

61 Street

63 Street

e Av 31

S o le il B lv

Po ir ier W ay

e Av

47 Ave

44 A ve

42 Av e

Blv d

60 St

62 St

64 St

65 St

66 St 67 St

e un

50A Ave

49 Ave

Baie Caillou Bay

36 Ave

50 Ave

St 47

34 Ave

St 61

35 Ave

38 Ave

52 Ave

e Av

S 61

38 Ave

Carriere Cres

e Av

38 Ave

55 Ave

59 St

ve 47 A

41 Ave

39 Ave

Rue Blanchard

t 44 S

60 St

47 Ave

56 Ave

44 Ave

57 St

58 St

59 St

47 Ave

St 41

48 Ave

ha r

Champlain Pl

56 S t

48 Ave

58 St

62 St

49 Ave

St 40

49 Ave

eu Cr

Rosemou nt Blvd

Bon in Cre s

51 Av e

51 Ave

50 Ave

Bo uc

54 Ave

56 S

58 St 59 St

55 A v

Ru e

49 St

56A St

Rue Moreau

56A St

57 St

58 St

59 St

61 St

62 St

52 Ave

56 A

e Av

Rue Eaglemont

54 Ave

53 Ave

57 Ave

56 Ave

he li

de Ri

Bonin Cres

66 St 66 St

55 Ave

Ric

Coloniale Way

Rue Marseille

56 Ave

57 S t

63 S t

67 St

Rue Madelene

60 St 61 St

54 Ave

53 Ave

50 Ave

Rue Montalet

63 St

64 St 64 St

65 S t

Both Sides of Ditch

53 Ave

gl Ea

55 Ave

t on

60 St

65 St

66 St

Range Road 243

67 St

54 Ave

56 Ave

55 Av e

57 Ave

Reichert Dr

lv d de B en a

57 Ave

56 Ave

m Pro

57 Av e

55 Ave

let

ette

57 Ave

60 Ave

n ta

c ei

on Po inte Ma ss

Mo n

60 Av e

so n

Rue

59 Ave

60 St

60 Ave

Rue

M as

Ba ie

A 61

61 Ave

Rue Masson

iq u e

Mo n

h e rt

Reic

Roc he

Rue

Ros emount Blvd

64 Ave

Crt

Rivard Cres

Rue Monique Rue Marquet

Reichert Dr

Township Road 510

Ri de

50 St NB

ยบ

Both Sides of Ditch up to Intersection at 50 Street and 41 Avenue SW

e Av 30 e v A sin

North Side of Ditch Hwy 625

Clearwater Cemetery As Needed

Schedule F - Grass Cutting Ornamental Grass Cutting Priority 1 - Weekly

Priority 2 - As Needed Targets - weather dependent

Street Grass Cutting

Town of Beaumont Service Levels

Priority 1- Weekly

Priority 2- As needed (minimum monthly) 24 Oct 2016

12-8

NB 50 St 50 St S

Ò Ò Ò

30 Ave

l P u ea id

Cr t

Reichert Dr

niale Colo

vd Bl e ad

Range Road 241

Pr om

42 St

43 St

44 St

48 Ave

49 Ave 37 St

38 St

42 St 43 St

44 St

48 Ave

B lv

Tr io

38A

Trio m p

42 St

44 St

41 Ave

Ò Ò

Range Road 241

45 St 48 St

Ave

Lakevista Pt

Lakewood Blvd

47 St

32 Ave

he C l

43 St 48 St

47 S t 46 St

St 51 e

49 St

Cercle Ciel Cres

Rue Parc

Magasin Ave

St 44 St 46

47 St

45 St

49 St

51 St 50 St

St 52 S t

54 S t

Poirier Way

Ò Ò

d Crt Champlain Pl

Rue Bouchard

49 St 48 St

49 St

51 St 54

52 St

St 55 Etoile Crt

55 St

Blvd Soleil Blvd

Reichert Dr

54 St

53 St

55 St

54 S t

55 St

56 St

57 St

58 St

St 58

Baie Caillou Bay

60 St

Poir ier W ay

64 St

Blvd Montrose Blvd

65 St

60 St

29 Ave

Bonin Cres

Rue Moreau

56 St

St 56

59 St 59 St

60 St

63 Street

30 Ave

61 Street

66 St 66 St

67 St

Pelt ie r A

32 Ave

il Blv d

Ò Chateau Crt Ò Ò Soleil BlvdÒ BlvdÒ Ò Ò Ò Ü Ò

44 Ave 43

42 Ave

47 Ave

Ü Ò Chateau CloseÒ Chateau Close

49 Ave

45 Ave

Ò Ò Ò Ò ÒÒ Ò Ò Ò

Sole

48 Ave

n Mo

s tro

lv eB

Bonin Cres

Rue Monette

56A St

58 St

62 St

65 St

57 St

59 St 60 St

61 St

58 St

63 St

64 St

63 S t

64 St

Rue Eaglemont

66 St 66 St

Rue Madelene

60 St 60 St

61 St

Rue Eaglemont Rue Montalet

64 St

65 St

66 St Range Road 243

67 St

60 St

59 St

Blv

Ò Ò

Blv d

46 Ave

34 Ave

t 2S

37 Ave

35 Ave

36 Ave

Ò ÒÒÒ

47 Ave

38 Ave

Baie Caillou Bay

Baie Caillo u Bay

38 Ave

52 Ave

51 A

44 Ave

55 Ave

Ò Ò Ò

39 St

46 Ave

ÒÒ Ò 39 Ave

51 Ave

47 Ave

40 A

53 Ave

50A Ave

43 Ave

Ò Ò Ò Ò

47 Ave

41 A

er tD

49 Ave

41 Ave

e ll

67 St

44 Ave

52 Ave

49 Ave

44 A

50 Ave

47 A

47 Ave

48 Ave

Carriere Cres

52 Ave

Rideau Cres

Ò Ò Ò Ò

t 65 S

47 Ave

55 Ave

48 Ave

56 Ave

54 Ave

Ò Ò Ò

Rosemount Blvd

Rue Blanchard

56 St

48 Ave

Coloniale Way

Ü Ü ÜÜÜÜ Ü

51 Ave

49 Ave

58 St

Ò Ò

55 A

r es

Ò Ò St

57 St

49 Ave

48 Ave

52 Ave

51 Ave

Ò Ò 50ÒAve

Ò Ò

63 St

ÒÒ Ò ÒÒÒ

54 Ave

53 Ave

50 Ave

53 Ave

55 Ave

54 Ave

m se

lie

Ò Ò Ò ÒÒ Cham plain Pl

Roch e

56 A

Blvd

56 Ave

Ric

54 Ave

55 Ave

Reichert Dr

Rid

a de

55 Ave

Cr es

ount Bl

56 Ave

57 Ave

60 St

Ò Ò 55 Ave ÒÒ Ò ÒÒ

Rose m

57 Ave

56 Ave

ÒÒ Ò Ò Ò ÒÒ Ò Ò Ò Ò Rue Marse ille Ò Ò Ò Ò Ò Ò ÒÒ Ò Ò

m en

57 Ave

Ò ÒÒ Ò Ò Ò Ò ÒÒ Ò

Rue Montalet

Riv

he rt

Reic

Pro

57 Ave

60 Ave

Ò ÒÒ Ò Ò Ò Ò Ò Ò ÒÒ Ò

Rue Bou chard

60 Ave

59 Ave

ÒÒ Ò ÒÒ

son

60 Ave

Rue Masson

Ò ÒÒ ÒÒÒ Ò Baie Ò M as ÒÒ s on Ò Ò inte Masson Ò Po Ò Ò Ò Ru Ò eM onÒ ta leÒ t Ò Ò iq ue

M on

61 Ave

R ue

Ò Ò Ò Ò Ò

Rivard Cres

64 Ave

Rue Mag nan

Rue Marquet

Ò Rue Monique Ò

Renau

Township Road 510

32 Ave

Lakeland Dr

ÒÒ

Ò Ò Ò ÒÜ Hwy 625

Schedule G - Flower/Shrub Beds - Weeding and Watering Ü

Priority 1: Bi-Weekly Weeding ( minimum 8 times per season) And Daily Watering Priority 2: Monthly Weeding (minimum 4 times per season) And Watering As Needed

Targets - weather dependent

Town of Beaumont Service Levels

24 Oct 2016

12-9

50 S t NB

ยบ

50 St S

48 St

Range Road 241

42 St

44 St

37 St

38 St

42 St

48 Ave 48 Ave

e Av

39 S

Bl vd

Range Road 241

Tr io

38A

44 Ave

42 St

43 St 44 St

46 St 49 St

49 St

41 Ave Lakewood Blvd 45 St

St 51

47 S t

49 Ave

46 Ave

43 A ve

42 Ave

32 Ave

47 Ave

48 St

44 Ave

Cercle Ciel Cres Rue Parc

52 Ave

43 St

45 Ave

47 S

49 St

50 St

es Cr au Ri de Reichert Dr

niale Colo

St 44

53 Ave

St 47 St

45 St

51 St

52 St

t 54 S

54 S 55 St

Magasin Av

b Dr.

Rue Bouchard

49 St 48 St

49 St

55 St

St 55

y r Wa Poir ie Blvd Soleil Blvd

51 St

57 St

58 St

60 St

30 Ave

try Clu

55 Ave

48 Ave

47 Ave

46 Ave

43 Ave

Blvd

Ri de

Crt Renaud

Crt Bonin Cres

Bonin Cres

54 St

55 St

St 56 56 St

60 St

Av e

le el

49 Ave

Chateau Close

Poirier Way

60 St

61 Street

63 Street

53 St

t 54 S

56 St

58 St 59 St

59 St

60 St

59 St

58 S

62 St

64 St

65 St

66 St

oleil

C oun

40 A ve

50A Ave

Lakeland Pt

67 St

52 Ave

51 Ave

29 Ave

Blvd S

32 Ave

30 Ave

Av e

e Av

36 Ave

e Av

47 Ave

e Av

Carriere Cres

44 S

47 Ave

44 A ve

Baie Caillou Bay

Rue Blanchard

50 Ave 49 Ave

34 Ave

38 Ave

35 Ave

38 Ave

ve 47 A

Rosemount Blvd

47 Ave

38 Ave

52 Ave

41 Ave

39 Ave

44 Ave

54 Ave

51 Av

48 Ave

47 Ave

56 Ave 55 Ave

56 S t

65 St

48 Ave

55 St

56 St

56A St

57 St

59 St 60 St

62 St

Rue Eaglemont

Champlain Pl

55 A ve

e Av

66 St

58 St

49 Ave

57 Ave

56 Ave

de Ri

Brochu Crt

52 Ave

57 S t

63 St

49 Ave

54 Ave

51 Ave

50 Ave

Coloniale Way

Rue Marseille

56 Ave

55 Ave

53 Ave

58 St

Rue Eaglemont

61 St

53 Ave

66 St

56A St

Rue Madelene

63 St

67 St

54 Ave

67 St

Rue Montalet

Rue Moreau

60 St 60 St

61 St

64 St

65 St

64 St

66 St

Range Road 243

65 St

64 St

55 Ave

lieu

rt Dr

lvd

Ave

de B

56 Ave

Ric

ena

57 Ave

Reichert Dr

m Pro

57 Ave

54 Ave

50 Ave

let

ette

56 Ave

M on

57 Ave

55 Ave

nt a

Pointe Mass

R ue

57 Ave

60 Ave

so n

ch ei

he Reic

R ue

M as

Roche

60 Av

59 Ave

Rue Masson

ique

Baie

60 Ave

61 Ave

M on

Rosemount Blvd

R ue

64 Ave

Rivard Cres

Rue Marquet

Rue Monique

Township Road 510

Lakevista Pt

e Av

Hwy 625

Schedule H - Storm Water Management Facilities Maintained by

Developer

Targets - subject to availability of resources

Town of Beaumont Service Levels

Town

13 Sep 2016

12-10

MEMORANDUM

TO:

Budget Committee

FROM:

Corporate Services

DATE:

November 4, 5 & 6, 2016

SUBJECT:

Fleet Management Overview

File:148-B01

PURPOSE The purpose of this memo is to present to the Budget Committee an overview of the current status of the Town of Beaumont fleet. BACKGROUND The Town of Beaumont fleet comprises of vehicles and equipment owned, operated and maintained by several departments in the Town. These departments are: 1) Community & Protective Services  Fire Department  Municipal Enforcement  Parks & Facilities 2) Planning & Engineering  Building Inspections  Public Works Attached to the memo are Appendix A: Pictures of each vehicle and/or piece of equipment, with related information, Appendix B: Summary of Vehicle Costs, and Appendix C: Summary of Equipment Costs. cm/ M_2017 Fleet Management Overview

12-12

UNIT INFO

Date: 16 October 2015

APPENDIX A Town of Beaumont - Fleet Management UNIT #: 101 DEPARTMENT:

AMORTIZATION

2005 Volvo/White Spartan Metro Star Fire Department SERIAL NUMBER:

2VXCT2B946C054208

25 years

Beaumont, AB

12-13

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 102 DEPARTMENT:

AMORTIZATION

2007 Dodge/Dakota Quad Cab SLT C Fire Department SERIAL NUMBER:

1D7HW48PX7S245273

10 years

Beaumont, AB

12-14

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 103 DEPARTMENT:

AMORTIZATION

1987 Ford/L8000 Rescue/Command Fire Department SERIAL NUMBER:

1FDYR82AOHUA67706

25 years

Beaumont, AB

12-15

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 107 DEPARTMENT:

AMORTIZATION

2000 Superior /HP70 Aerial Fire Truck Fire Department SERIAL NUMBER:

4ENGBCA84Y1002242

25 years

Beaumont, AB

12-16

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 203 DEPARTMENT:

AMORTIZATION

2012 Dodge/Charger RWD (Bylaw) Municipal Enforcement SERIAL NUMBER:

2B3LA43G0BH269635

10 years

Beaumont, AB

12-17

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 204 DEPARTMENT:

AMORTIZATION

2016 Ford Explorer Municipal Enforcement

SERIAL NUMBER:

1FM5K8ARXGGC43565

10 years

Beaumont, AB

12-18

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 701 DEPARTMENT:

AMORTIZATION

1996 Ford F-150 (1/2) Ton Parks & Facilities SERIAL NUMBER:

1FTEF15Y6T4C03065

10 years

Beaumont, AB

12-19

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 702 DEPARTMENT:

AMORTIZATION

2006 Dodge 1500 Â½ Ton Parks & Facilities

SERIAL NUMBER:

1D7HA18N96J210631

10 years

Beaumont, AB

12-20

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 705 DEPARTMENT:

AMORTIZATION

2004 Ford F-350 (1 Ton) with attachments Parks & Facilities SERIAL NUMBER:

15DWF36L34EC85048

10 years

Beaumont, AB

12-21

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 706 DEPARTMENT:

AMORTIZATION

2000 Ford F-150 (1/2 Ton) Parks & Facilities SERIAL NUMBER:

1FTZF1722YKB29618

10 years

Beaumont, AB

12-22

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 707 DEPARTMENT:

AMORTIZATION

2007 Kenworth T300 Water Truck Parks & Facilities SERIAL NUMBER:

1FTZF1722YKB29618

10 years

Beaumont, AB

12-23

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 708 DEPARTMENT:

AMORTIZATION

2009 Dodge 3500 Crew Cab (1 Ton) 4x4 Parks & Facilities SERIAL NUMBER:

3D2WH48L89G517012

10 years

Beaumont, AB

12-24

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 709 DEPARTMENT:

AMORTIZATION

2012 Ford F-350 (1 Ton) Parks & Facilities

SERIAL NUMBER:

1FD8W3G61CEB97826

10 years

Beaumont, AB

12-25

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 710 DEPARTMENT:

AMORTIZATION

2012 Ford F-250 (3/4 Ton) Parks & Facilities SERIAL NUMBER:

1FT7W2A64CE03461

10 years

Beaumont, AB

12-26

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 711 DEPARTMENT:

AMORTIZATION

2013 Chevrolet/Silverado Â½ Ton Parks & Facilities SERIAL NUMBER:

1GCNKPEA2DZ287465

10 years

Beaumont, AB

12-27

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 712 DEPARTMENT:

AMORTIZATION

2013 Ford/F-150 XLT Â½ Ton Parks & Facilities SERIAL NUMBER:

1FTFW1EF1DFD85485

10 years

Beaumont, AB

12-28

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 713 DEPARTMENT:

AMORTIZATION

1998 Ford Single Axle â&#x20AC;&#x201C; Gravel Truck Parks & Facilities SERIAL NUMBER:

1FDYF80C9WVA22818

25 years

Beaumont, AB

12-29

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 751 DEPARTMENT:

AMORTIZATION

2000 Zamboni 520 Ice Resurfacer Parks & Facilities SERIAL NUMBERS:

10-520-6921

10 years

Beaumont, AB

12-30

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 755 DEPARTMENT:

AMORTIZATION

2002 John Deere JD1445 Self Propelled Mower & deck Parks & Facilities SERIAL NUMBERS: MOWER- TC1445D020113, DECK-TC1472X012344

10 years

Beaumont, AB

12-31

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 757 DEPARTMENT:

AMORTIZATION

2006 John Deere Tractor w/attachments Parks & Facilities SERIAL NUMBER:

LV5425P244208

10 years

Beaumont, AB

12-32

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 758 DEPARTMENT:

AMORTIZATION

2008 Bobcat 5600T Toolcat w/ attachments Parks & Facilities SERIAL NUMBERS:

A0W113533, 712801812, 944228358, 231316812

20 years

Beaumont, AB

12-33

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 759 DEPARTMENT:

AMORTIZATION

2009 Toro 4000 D 12ft Mower Parks & Facilities SERIAL NUMBERS:

280000105

10 years

Beaumont, AB

12-34

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 761 DEPARTMENT:

AMORTIZATION

2011 Zamboni 525 Parks & Facilities

SERIAL NUMBERS:

9886

10 years

Beaumont, AB

12-35

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 763 DEPARTMENT:

AMORTIZATION

2011 Kubota ZD331LP Zero Turn Parks & Facilities SERIAL NUMBERS:

33919 RCK72P-331Z

10 years

Beaumont, AB

12-36

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 764 DEPARTMENT:

AMORTIZATION

2012 Jacobson R-311T 11' Rotary Mower Parks & Facilities SERIAL NUMBERS:

69170201058

10 years

Beaumont, AB

12-37

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 765 DEPARTMENT:

AMORTIZATION

2012 PJ Trailer T8222 Parks & Facilities

SERIAL NUMBERS:

4P5T82225C1170133

15 years

Beaumont, AB

12-38

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 766 DEPARTMENT:

AMORTIZATION

2014 Toolcat 5600 w/attachments Parks & Facilities SERIAL NUMBERS:

AHG811096, 6601260, 231321836

20 years (Toolcat and attachments)

Beaumont, AB

12-39

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 767 DEPARTMENT:

AMORTIZATION

2014 Toro 5900D 16 ft Mower (replaces Unit 756) Parks & Facilities SERIAL NUMBER: 314000101

10 years

Beaumont, AB

12-40

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 768 DEPARTMENT:

AMORTIZATION

2014 John Deere Tx Gator with Tektite ROPS Parks & Facilities SERIAL NUMBER: 1M04X2XDCEM091091

10 years

Beaumont, AB

12-41

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 769 DEPARTMENT:

AMORTIZATION

2014 John Deere 648 Quick Track Parks & Facilities SERIAL NUMBER:

1TC648RAV010773

10 years

Beaumont, AB

12-42

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 771 DEPARTMENT:

AMORTIZATION

2015 Toro 4000D 11â&#x20AC;&#x2122; Mower Parks & Facilities SERIAL NUMBER:

315000504

10 years

Beaumont, AB

12-43

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 772 DEPARTMENT:

AMORTIZATION

2004 Lift TZ-34/20 Parks & Facilities

SERIAL NUMBER:

20 years

Beaumont, AB

12-44

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 601 DEPARTMENT:

AMORTIZATION

2007 GMC/C1500 Truck (Building Inspections) Planning & Infrastructure SERIAL NUMBER: 1GTEC14CX7E507539

10 years

Beaumont, AB

12-45

UNIT INFO

Date: 24 October 2016

Town of Beaumont - Fleet Management UNIT #: 602 DEPARTMENT:

AMORTIZATION

2013 GMC 1500 (Building Inspections) Planning & Infrastructure SERIAL NUMBER:

1GTN1VEA1DZ236322

10 years

Beaumont, AB

12-46

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 302 DEPARTMENT:

AMORTIZATION

2005 Peterbilt Tandem â&#x20AC;&#x201C; Plow/Sander Planning & Infrastructure SERIAL NUMBER:

1NPALO9X35D856798

25 years

Beaumont, AB

12-47

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 303 DEPARTMENT:

AMORTIZATION

2008 GMC/Sierra C3500 Truck Planning & Infrastructure SERIAL NUMBER:

1GDJC34K28E124841

10 years

Beaumont, AB

12-48

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 304 DEPARTMENT:

AMORTIZATION

2008 GMC 2500 Planning & Infrastructure SERIAL NUMBER:

1GTHC24K88E204657

10 years

Beaumont, AB

12-49

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 305 DEPARTMENT:

AMORTIZATION

2008 GMC Sierra Â½ Ton Planning & Infrastructure SERIAL NUMBER:

1GTEC14C78E109478

10 years

Beaumont, AB

12-50

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 306 DEPARTMENT:

AMORTIZATION

2005 GMC 2500 Planning & Infrastructure SERIAL NUMBER:

1GTHC24U55E282388

10 years

Beaumont, AB

12-51

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 307 DEPARTMENT:

AMORTIZATION

2011 Chevrolet Silverado 1500 Planning & Infrastructure SERIAL NUMBER:

1GCNCPEAXBZ151627

10 years

Beaumont, AB

12-52

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 308 DEPARTMENT:

AMORTIZATION

2011 Chevrolet Express Cargo Van 2500 Planning & Infrastructure SERIAL NUMBER:

1GCNCPEA8CZ122905

10 years

Beaumont, AB

12-53

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 309 DEPARTMENT:

AMORTIZATION

2012 Chevrolet 1500 Lot Grader Planning & Infrastructure SERIAL NUMBER:

1GCNCPEA8CZ122905

10 years

Beaumont, AB

12-54

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 310 DEPARTMENT: AMORTIZATION

2015 International 7400 Workstar Planning & Infrastructure SERIAL NUMBER:

1HTWCSTR3FH726102

25 years

Beaumont, AB

12-55

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 351 DEPARTMENT:

AMORTIZATION

2007 John Deere 772D Motor Grader Planning & Infrastructure SERIAL NUMBER:

DW772DX610333

20 years

Beaumont, AB

12-56

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 352 DEPARTMENT:

AMORTIZATION

2006 John Deere 670B Grader(Flail Mower) Planning & Infrastructure SERIAL NUMBER:

DW670BX513560

20 years

Beaumont, AB

12-57

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 355 DEPARTMENT:

AMORTIZATION

2006 Brandt Wheel Loader Planning & Infrastructure SERIAL NUMBER:

56799

20 years

Beaumont, AB

12-58

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 356 DEPARTMENT:

AMORTIZATION

2008 New Holland Snowblower/Tractor with attachments Planning & Infrastructure SERIAL NUMBER: RVS057104

20 years

Beaumont, AB

12-59

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 357 DEPARTMENT:

AMORTIZATION

2011 Brandt JS 772G Grader Planning & Infrastructure SERIAL NUMBER:

NO SERIAL NUMBER

20 years

Beaumont, AB

12-60

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 358 DEPARTMENT:

AMORTIZATION

2011 Trackless MT6 Planning & Infrastructure SERIAL NUMBER:

1386

20 years

Beaumont, AB

12-61

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 359 DEPARTMENT:

AMORTIZATION

2012 John Deere 710K w/ Compactor Planning & Infrastructure SERIAL NUMBER:

1T0710KXPCD223140

20 years

Beaumont, AB

12-62

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 360 DEPARTMENT:

AMORTIZATION

2014 Elgin Eagle sweeper mounted on 2015 Freightliner M2 chassis Planning & Infrastructure SERIAL NUMBER: Sweeper: F3086D; Chassis: 1FVACXDT6FHGC8781

20 years

Beaumont, AB

12-63

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 361 DEPARTMENT:

AMORTIZATION

2014 Bobcat Toolcat 5600 Planning & Infrastructure SERIAL NUMBER:

AHG811625

20 years

Beaumont, AB

12-64

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 362 DEPARTMENT:

AMORTIZATION

2014 Bobcat Toolcat 5600 Planning & Infrastructure SERIAL NUMBER:

AHG811469

20 years

Beaumont, AB

12-65

UNIT INFO

Date: 16 October 2015

Town of Beaumont - Fleet Management UNIT #: 363 DEPARTMENT:

AMORTIZATION

1979 Fiat Allis 545B Loader c/w 2001 RPM Blower Planning & Infrastructure SERIAL NUMBER:

21C07421

20 years

Beaumont, AB

12-66

Appendix B Summary of Vehicle Costs MACE 2016

Unit #

Dept #

Amort

Year

Current Year

Life Left

Years of Service

101

230

2005

2017

Volvo/White Spartan Metro Star

102

230

2007

2017

103

230

1987

2017

-5

107

230

2000

2017

Description

Serial Number

Estimated Budgeted Repairs

Replace MACE

Repair MACE

$5,100

$14,352.00

$392.31

Total repairs for 4 years over 2012/13/14/15 = $16165.79 Average yearly repair is $4050

$2,200

$4,480.00

#DIV/0!

Total repair costs over 4 years 2012/13/14/15 = $6333.84 Average yearly repair is $1600

2,492

$3,500

$1,580.00

$-700.00

26,028

$6,500

$14,000.00

$812.50

$0.00

$2,000

$4,000.00

$400.00

$3,000.00

$0.00

Plate

Value

Mileage

Hours

Rating

2VXCT2B946C054208

FDE273

$358,800

2,279

1,431

Dodge/Dakota Quad Cab SLT C f

1D7HW48PX7S245273

BBT6704

$44,800

66,551

Ford/L8000 Rescue/Command

1FDYR82AOHUA67706

KDB549

$39,500

22,361

Superior /HP70 Aerial Firetruck

4ENGBCA84Y1002242

BGH0645

$350,000

30,748

Expected Life Hours

Notes

RED means that this vehicle has extended past its life expectancy. repair costs 2012/13/14/15 $18575.75 Average yearly repair is $4650 Total repair costs over 2012/13/14/15 = $24553.85 Average yearly repair is $6150

108

230

2018

2017

-1

replacing Unit 104 (approved in 2016 budget)

203

260

2012

2017

Dodge/Charger RWD (Bylaw

2B3LA43G0BH269635

PAF042

$50,000

204

260

2016

2017

Ford Explorer

1FM5K8ARXGGC43565

BTZ4660

$64,900

302

320

2005

2017

Peterbilt/Plow-Sander - Model

1NPALO9X35D856798

BBG3037

$181,200

54,595

3,979

$18,300

$7,248.00

$1,407.69

303

320

2008

2017

GMC/Sierra C3500 Truck

1GDJC34K28E124841

LPY042

$55,700

69,518

4,555

$1,700

$5,570.00

$1,700.00

304

320

2008

2017

GMC/2500

1GTHC24K88E204657

PAF045

$32,400

85,126

$1,700

$3,240.00

$1,700.00

Hour meter not working

305

320

2008

2017

GMC/Sierra 1/2 Ton Truck

1GTEC14C78E109478

MTU420

$22,100

84,609

$1,700

$2,210.00

$1,700.00

Hour meter not working

306

320

2005

2017

GMC/2500

1GTHC24U55E282388

EGT381

$30,600

92,986

$1,700

$3,060.00

$-17,000.00

307

320

2011

2017

Chevrolet/Silverado 1500

1GCNCPEAXBZ151627

BCF1091

$24,800

55,193

2,809

$1,700

$2,480.00

$425.00

308

320

2011

2017

Chevrolet/Express Cargo Van

1GCWGFCA0B1109424

BCF1089

$28,900

83,109

3,955

$1,200

$2,890.00

$300.00

309

330

2012

2017

GMC/1500

1GCNCPEA8CZ122905

BGL0214

$19,000

12,127

524

$1,200

$1,900.00

$240.00

310

320

2014

2017

New Gravel Truck

1HTWCSTR3FH726102

RLG116

$131,600

4,505

316

$3,000

$5,264.00

$136.36

Took delivery March 12,2015

601

630

2007

2017

GMC/C1500 Truck

1GTEC14CX7E507539

JWU574

$23,600

41,986

$2,000

$2,360.00

#DIV/0!

Recall on airbags. New tires required within next 2 years.

602

630

2013

2017

GMC/C1500

1GTN1VEA1DZ236322

BJC6945

$29,200

20,464

$2,000

$2,920.00

$333.33

New tires required within next 2 years.

701

750

1996

2017

-11

Ford/F-150 1/2 Ton Pick Up

1FTEF15Y6T4C03065

SNV326

$21,100

160,482

7,953

$2,500

$2,110.00

$-227.27

RED means that this vehicle has extended past its life expectancy. Keven Thomson has been using this unit for 2014 - move to fire? Or dispose? Good shape considering age, rust

702

750

2006

2017

-1

Dodge/1500

1D7HA18N96J210613

FUH528

$27,400

89,186

$2,000

$2,740.00

$-2,000.00

705

750

2004

2017

-3

Ford/F350 Pickup w/attachments 15DWF36L34EC85048

CLE782

$35,300

46,573

$2,500

$3,530.00

$-833.33

RED means that this vehicle has extended past its life expectancy. Good shape, need new tires

706

750

2000

2017

-7

Ford/F150 1/2 Ton

VMU997

$24,000

136,312

$1,500

$2,400.00

$-214.29

RED means that this vehicle has extended past its life expectancy. OO wants to keep for garbage truck - was to be disposed in 2015 Fair condition

1FTZF1722YKB29618

19,767

4,040

On order The car is like new and under warranty for a large portion of repairs if needed. I do not foresee any major costs other than regular maintenance. Derek says that the life is 100K or 8 years. New Vehicle purchased June 2016 3786 hours in a high corrosive environment( salt and Calcium) will have to be replaced sooner

Unit is in good repair, estimate another 2 to 3 years before replacement.

Good Condition, needs new box liner

Appendix B Summary of Vehicle Costs MACE 2016

Unit #

Dept #

Amort

Year

Current Year

Life Left

Years of Service

707

750

2007

2017

Kenworth/T300 Water Truck

708

750

2009

2017

709

750

2012

2017

710

750

2012

2017

711

750

2013

712

750

713

750

Description

Rating Good Fair Poor

G F P

Estimated Budgeted Repairs

Replace MACE

Repair MACE

$4,000

$8,140.00

#DIV/0!

Good condition

$2,500

$4,500.00

$1,250.00

Good condition

935

$2,500

$3,880.00

$500.00

Great Condition

33,560

1,873

$1,500

$2,990.00

$300.00

Great Condition

$27,400

20,321

1,275

$2,000

$2,740.00

$333.33

Great Condition

BLY4332

$34,500

16,315

$2,000

$3,450.00

$333.33

Great Condition

BBT6769

$83,300

108,454

$5,100

$3,332.00

$850.00

T ransferestoP arks-U sed tobeU nit301

Plate

Value

Mileage

Hours

Rating

2NKMHZ6X37M208436

PAE907

$81,400

12,872

2,362

Dodge/3500 Crew Cab

3D2WH48L89G517012

RYT145

$45,000

42,054

Ford/Ford Super Duty XL

1FD8W3G61CEB97826

BFT5143

$38,800

14,872

Ford/Ford Super Duty XL

1FT7W2A64CE03461

BFT5117

$29,900

2017

Chevrolet/Silverado

1GCNKPEA2DZ287465

BKC2783

2013

2017

Ford/F-150 XLT

1FTFW1EF1DFD85485

1998

2017

Ford/F800 Gravel Truck

1FDYF80C9WVA22818

Total Vehicle Fleet

Serial Number

8,284

Expected Life Hours

Notes

$1,851,900

In good working condition, no need to replace early. Working, but maintenance is starting to add up, possibly could be transferred to other department or area to extend life. Maintenance is higher than worth of vehicle, please explain why this is happening - high mileage, constant repair required.

1. Replace MACE calculation is: the initial cost of the vehicle the amortization of the vehicle 2. Repair MACE calculation is: the cost of repairs the amortiztion less current years of service

Which ever value is less indicates that option - REPLACE or REPAIR. (Unless it is a negative, then it is a REPLACE) The exception is if we have kept the vehicle beyond life expectancy (RED). If an item is highlighted in red, this indicates that we will continue to pay close attention to the repair costs associated with this vehicle or piece of equipment.

Other factors are considered: * * * * *

Use of vehicle Town image Department Safety of staff and residents Service levels

Appendix C Summary of Equipment Costs MACE 2016

Unit #

Dept #

Amort

Year

Current year

Life Left

Years of Service

101

230

2005

2017

2005 Spartan Metro Star FF (P-1)

2VXCT2B946C054208

$356,000

1100

Total repairs for 3 years over 2012/13/14 = $14,472.86

102

230

2007

2017

2007 Dodge Dakota Quad Cab SLT 4x4 Truck(Fire Chief)

1D7HW48PX7S245273

$7,250

53780

Total repair costs over 3 years 2012/13/14 = $5655.12

103

230

1987

2017

-5

Aerial Boom Unit

T234/20

$26,000

107

230

2000

2017

2000 Superior HP70 Aerial Firetruck

4ENGBCA84Y1002242

$350,000

28088

108

230

2018

2017

-1

replace Unit 104 (approved in 2016 budget)

203

260

2012

2017

Dodge/Charger RWD (Bylaw)

2B3LA43G0BH269635

$40,000

19767

$2,000

$4,000

204

260

2016

2017

Ford Explorer

1FM5K8ARXGGC43565

$30,000

351

320

2007

2017

2007 John Deere 772D Motor Grader

DW772DX610333

$270,000

$6,500

$13,500

352

320

2006

2017

John Deere 670B Grader(Flail Mower)

DW670BX513560

$171,200

355

320

2006

2017

2006 Brandt Wheel Loader

56799

$161,000

3353

356

320

New Holland Snowblower/Tractor with attachments

RVS057104

$135,000

357

320

2011

2017

2011 Brandt JS 772G Grader

$256,990

358

320

2011

2017

2011 Trackless MT6

1386

359

320

2012

2017

2012 John Deere 710K w/ Compactor

1T0710KXPCD223140

360

320

2014

2017

2014 Elgin Street Sweeper on 2015 Freightliner M2 chassis

Sweeper: F3086D; Chassis: 1FVACXDT6FHGC8781

361

320

2014

2017

2014 Bobcat Toolcat 5600

AHG811625

362

320

2014

2017

2014 Bobcat Toolcat 5600

AHG811469

2017

Description

Serial Number

Value

1979 Fiat Allis 545B Loader c/w 2001 RPM Blower

Mileage

Hours

Rating

Annual Budgeted Repairs

Replace MACE

Repair MACE

Notes

Repair costs 2012/13/14 $14259.30 Total repair costs over 2012/13/14 = $14767.51

New in 2016 18113

3046

$650

6025

$7,000

$8,560

$778

7091

$10,800

$8,050

$1,200

10159

711

$3,200

$6,750

$160

14421

2393

$3,600

$12,850

$257

$169,000

10934

1830

$2,500

$8,450

$179

$169,100

1596

$2,500

$8,455

$167

4477

543

$10,000

$588

563

$3,000

$176

522

$3,000

$176

$7,000

$500

-$250

320

1979

2017

-28

751

750

2000

2017

-7

2000 Zamboni 520 Ice Resufacer

10-520-6921

$79,715

6742

$14,000

$7,972

-$2,000

getting old, vertical auger replacement

755

750

2002

2017

-5

2002 John Deere JD1445 Self Propelled Mower & deck

MOWER- TC1445D020113, DECK-TC1472X012344

$33,000

2688.2

$5,500

$3,300

-$1,100

fair running shape

757

750

2006

2017

-1

2006 John Deere Tractor With attachements

LV5425P244208

$83,000

2452.2

$3,500

$8,300

-$3,500

good condition

758

750

2008

2017

2008 Bobcat 5600T Toolcat w/ attachments

A0W113533, 712801812, 944228358, 231316812

$65,980

3531.8

$4,500

$3,299

$409

759

750

2009

2017

2009 GM 4000 D 12ft Mower

280000105

$46,000

180

$2,500

$4,600

$1,250

good condition

761

750

2011

2017

2011 Zamboni 525

9886

$108,881

1871

$5,000

$10,888

$1,250

good condition

763

750

2011

2017

Kubota ZD331LP Zero Turn

33919 RCK72P-331Z

$15,800

988

$1,500

$1,580

$375

good condition

764

750

2012

2017

R-311T 11' Rotary Mower

69170201058

$7,850

658

$1,500

$785

$300

good condition

765

750

2012

2017

2012 PJ Trailer T8222

4P5T82225C1170133

$7,544

$503

766 766 766 767

750 750 750 750

20 20 20 10

2014 2014 2013 2014

2017 2017 2017 2017

17 17 16 7

3 3 4 3

2014 Bobcat 5600GToolcat 2014 Bobcat SP12 Spreader 2013 Bobcat 68" Angle Broom Unit 767 2014 Mower (replace Unit 756)

AHG811096 006601260 231321836

$62,419 $5,822 $6,658 $88,200

184.5

$2,000

$3,500

$118 $0 $0 $500

great condition

259

$3,121 $291 $333 $8,820

768

750

2014

2017

Unit 768 John Deere Tx Gator with Tektite ROPS

$10,500

$1,500

$1,050

$214

great condition

769

750

2014

2017

Unit 769 John Deere 648 Quick Track

$7,699

$1,500

$770

$214

great condition

771

750

2015

2017

Unit 771 2015 12 FT Mower Toro Groundmaster 4000 D

$65,600

$2,500

$6,560

$313

new

772

750

2004

2017

Unit 772 Lift

010

2017

320 302

320

2014

2017

21C07421

2017

9111

fair condition, ongoing starting issues, rust

great condition

just added in 2016

Mobile Equipment Blanket

2017 10

320

$5,000

bought in 2015 used from Leduc (does this get added to our MYCP - or when it dies, it just falls off?)

363

$100,000

N/A

Tenco Sander Model 212220131

29151

$27,500

N/A

Tenco 12' Plow Model TCP-12-S-42-E4-HA SERIAL #49155

49155

$11,825

N/A

Kohler Portable Generator Model 30R0ZJ81

376371

$23,540

320

2004

2017

Hotsey 1260SS

H110238037

$13,000

N/A

$867

320

2005

2017

EV Fuel Tanks (2) & 17704-2

17704-1

$12,000

N/A

$800

$2,500 N/A

320

2017

Roadsport Float Trailer

2D9N30225YS080267

320

2017

Honda Generator EX2500

GC02-8630873

320

2017

Christmas Decorations

$11,182

320

2017

Trench Box

$10,165

$1,500

Appendix C Summary of Equipment Costs MACE 2016

Unit #

Dept #

Amort

Year

Current year

Life Left

Years of Service

Description

Serial Number

Hours

Rating

$10,000

N/A

2017

Hotsy 969SS

320

2017

Melroe 72 Bobcat Sweeper Attachment

320

2017

Hero Gemini Line Stripper 4400 LS

320

2017

Manhole Safety Tri-pod

$3,745

N/A

320

2017

Honda WT40XK2C Trash Pump, c/w Hoses,

2803304

$3,110

N/A

320

2017

Royal Model Tag Cargo

2S9AL126843014219

$3,058

410

2017

MRX920 Mobile Data Collector (DAPP Reader)

013120-000

$11,800

N/A

750

2017

Wells Fargo Utility Trailer

1WF200E1814043912

$2,500

750

2017

Zamboni TMA Ice Resurfacer

750

2017

Howard E50 Rototiller

630A22842

$6,420

750

2017

18' Tandem Trailer

2T9FT7E2951415795

$6,077

750

2017

Ryan Aerator model 544317

$5,350

750

2017

MC Genie Grass Sweeper

$4,815

750

2017

Herd Seeder

750

2017

Front End Loader Attachment

$3,103

750

2017

Mark IV Paint Wagon

$10,600

2007

2017

2007 TAT18395 Cargo Trailer

720

2016

2017

Parade Float

320

2016

2017

Portable Electronic Message Board

G F P

Annual Budgeted Repairs

Replace MACE

Repair MACE

Notes

$4,750 440023

$3,879

$8,560

$3,157

2S9PL36673018395

$12,000 $30,000

Total Equipment Fleet

Rating Good Fair Poor

Mileage

320

760

11096180-158792

Value

$3,174,603

1. Replace MACE calculation is: the initial cost of the vehicle the amortization of the vehicle

Which ever value is less indicates that option - REPLACE or REPAIR. The exception is if we have kept the vehicle beyond life expectancy (RED). If an item is highlighted in red, this indicates that we will continue to pay close attention to the repair costs associated with this vehicle or piece of equipment.

2. Repair MACE calculation is: the cost of repairs the amortiztion less current years of service Other factors are considered: * * * * *

Use of vehicle Town image Department Safety of staff and residents Service levels

TOWN OF BEAUMONT 2016 ANTICIPATED OPERATING PROJECT CARRYFORWARDS TO 2017

Sub‐department *

Description

00-030 - 030 - ECONDEV 10-140 - 140 - HUMAN 20-219 - 219 - POLBLDG 20-230 - 230 - FIRE 30-305 - 305 - INFRAST 30-330 - 330 - ENG SVC 30-330 - 330 - ENG SVC 30-380 - 380 - STORM 40-440 - 440 - ENVIRON 60-605 - 605 - PLAN & ENG 60-605 - 605 - PLAN & ENG 60-605 - 605 - PLAN & ENG 60-630 - 630 - BDGINSP 70-710 - 710 - RECREAT 70-750 - 750 - PARKS 70-750 - 750 - PARKS 70-750 - 750 - PARKS 70-799 - 799 - CCBCC BUILDING

CFWD (2014) MARKET SECTOR STUDY ($20K)/BUSINESS CONSULTANT ($27K)/ATTRACTION ACTIVITIES ($10K) CFWD (2015) EMPLOYEE COMPENSATION REVIEW CFWD (2016) RCMP BUILDING MAINTENANCE - PAINTING AND STUCCO CFWD (2015) FIRE MASTER PLAN CFWD (2015) FUEL CARDLOCK SYSTEM CFWD (2016) DUDCP IMPLEMENTATION - DESIGN OF WATER & SANITARY SEWER UPGRADE CFWD (2015) GENERAL DESIGN STANDARDS - REVIEW CFWD (2016) BLACKMUD CREEK WATERSHED STUDY CFWD (2015) PESTICIDE USE REPORT CFWD (2016) MATERIALS $2,500 - MUNCIPAL INTERN COSTS CFWD (2016) MUNICIPAL DEVELOPMENT PLAN CFWD (2016) TRANSPORTATION MASTER PLAN CFWD (2016) CONTRACTED SERVICES FOR SCHOOLS CFWD (2016) TRAIL SYSTEM BROCHURE AND TRAIL SIGNAGE CFWD (2015) 4 SEASONS PARK EXPANSION STUDY CFWD (2015) URBAN FORESTRY CFWD (2016) CAMPGROUND FEASIBILITY STUDY CFWD (2016) FURNITURE & FIXTURES

2017 37,000 17,000 9,000 20,000 26,000 25,000 10,000 50,000 10,000 2,500 20,000 10,000 25,700 2,500 26,500 12,600 20,000 97,800

421,600

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2016 Oper Cfwds (Workshop)

10/27/2016 / 2:15 PM

13-1

TOWN OF BEAUMONT 2017 OPERATING BUDGET ADJUSTMENTS (OBAs) - CHANGE REQUESTS

Page #

ID Number

Over All Rank

Project

In Strategic Plan

Cost

010-05

In Camera Staffing

14-4

010-04

InCamera Staffing CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE - INCLUDE BUSINESS REVITALIZATION ZONE ($75,000 in 2017 and $75,000 in 2018) COMMUNITY-WIDE LEISURE & FACILITY NEEDS ASSESSMENT (approve for $85,000, $15,000 in 2017, $35,000 in 2017 reserves and $35,000 in 2018 reserves)

PBB Quartile

TOTAL

Category

Strategic Outcomes

Balance 465,900

108,800

574,700

3.47%

Yes

202,100

776,800

4.69%

Yes

150,000

926,800

5.60%

1.2 / 2.1 / 3.1 / 3.2 / 4.1 / 4.2 / 5.1 / 6.2

Yes

45,000

971,800

5.87%

1.1 / 1.2 / 2.1 / 3.2 / 5.1 / 5.2 / 6.2

(Surplus)/Deficit 14-3

% Tax Increase 2.81%

14-5

610-01

14-8

710-01

14-11

230-03

FIRE SERVICES EXCELLENCE REVIEW - This is for $15,000 in 2017

Yes

15,000

986,800

5.96%

1.1 / 3.2 / 5.1 / 5.2 / 6.2

14-13

330-02

GENERAL DESIGN STANDARDS

15,000

1,001,800

6.05%

2.1 / 3.2 / 4.2 / 5.2

14-15

750-10

SIGNAGE UPGRADES (BILINGUAL) $20K 2017, $10K ONGOING

Yes

20,000

1,021,800

6.17%

1.1 / 2.1 / 5.2 / 6.2

14-19

330-01

INFRASTRUCTURE MASTER PLAN (UTILITIES) - $70,000 IN 2017, $70,000 IN 2018

Yes

70,000

1,091,800

6.60%

3.2 / 5.2 / 6.1

14-21

110-02

CONSIDER LIVE STREAMING COUNCIL MEETINGS

Yes

3,500

1,095,300

6.62%

1.1 / 1.2 / 6.2

14-23

110-01

AGENDA MANAGEMENT SOFTWARE

9,000

1,104,300

6.67%

1.1 / 1.2 / 6.1

14-36

230-01

PAID ON CALL - VOLUNTEER FIREFIGHTERS

42,000

1,146,300

6.93%

6.1 / 6.2

14-38

750-18

MATERIAL STORAGE LEGO BIN BLOCKS (Then 6K ongoing)

13,000

1,159,300

7.00%

5.2 / 6.2

14-42

340-01

INFRASTRUCTURE CONSULTING FEES

15,000

1,174,300

7.09%

5.2 / 6.1

14-44

750-11

COMMUNITY WAYFINDING - DESIGN ($35K IN 2018/$35K IN 2019)

Yes

30,000

1,204,300

7.28%

1.1 / 2.1 / 4.2 / 5.2 / 6.2

14-48

110-02

CUSTOMER SERVICE REPRESENTATIVE

68,300

1,272,600

7.69%

1.1 / 6.1 / 6.2

14-48

110-02

Customer Service Operating Impacts

3,500

1,276,100

7.71%

14-51

749-11

CIRCULATION PUMPS - AQUAFIT

50,000

1,326,100

8.01%

2.1 / 5.1 / 5.2 / 6.2

14-56

620-04

DUDCP - IMPLEMENTATION - FVG AND LUB

15,000

1,341,100

8.10%

2.1 / 3.1 / 4. 1/ 4.2

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Budget (Workshop) 11/3/2016 9:26 PM 1 of 3

14-1-1

(Updated)

TOWN OF BEAUMONT 2017 OPERATING BUDGET ADJUSTMENTS (OBAs) - CHANGE REQUESTS

Page #

ID Number

Over All Rank

In Strategic Plan

14-58

020-01

CORPORATE REDESIGN (COMMUNITY BRANDING ANALYSIS) (2018 - $10K, 2019 - $5K)

Yes

25,000

14-60

750-26

PULL BEHIND AERATOR & FERTILIZER SPREADER NEW UNIT 773

15,000

14-63

750-02

ADDITIONAL FUNDS FOR INTEGRATED TURF MANAGEMENT PROGRAM ($50K FOR 4 YRS, THEN $10K ONGOING)

14-65

620-02

PARKING IMPLEMENTATION IN CENTREVILLE

14-67

710-05

14-84

710-03

14-86

% Tax Increase

PBB Quartile

TOTAL

Category

Strategic Outcomes

1,366,100

8.25%

1.1 / 1.2 / 2.1

1,381,100

8.34%

2.1 / 5.2 / 6.2

50,000

1,431,100

8.65%

2.1 / 5.2 / 6.2

20,000

1,451,100

8.77%

2.1 / 3.2 / 4.1 / 4.2 / 5.2 / 6.2

BEAUMONT SOCIETY FOR THE ARTS

30,000

1,481,100

8.95%

1.2 / 2.1 / 6.2

LE TOUR D'ALBERTA

3,200

1,484,300

8.97%

2.1 / 5.1 / 6 .2

710-04

SUPERVISOR, RECREATION & CULTURE - 0.5 FTE

39,900

1,524,200

9.21%

1.2 / 5.2 / 6.1 / 6.2

14-86

710-04

Supervisor Operating Impacts

6,000

1,530,200

9.24%

14-88

720-03

PROMOTIONS COMMITTEE EVENTS

43,600

1,573,800

9.51%

1.1 / 1.2 / 2.1 / 6.2

14-95

330-04

TRAFFIC SIGNAL TIMING PROGRAM

10,000

1,583,800

9.57%

5.2 / 6.2

14-97

330-09

TRAFFIC COUNTS PROGRAM

10,000

1,593,800

9.63%

5.2 / 6.2

14-99

750-07

OUTDOOR FURNITURE - PUBLIC EVENTS

39,000

1,632,800

9.86%

5.2 / 6.1 / 6.2

14-102

750-20

TOP RAIL BALL DIAMONDS

25,000

1,657,800

10.02%

2.1 / 5.2 / 6.2

14-106

750-21

BALL DIAMOND UPGRADES

40,000

1,697,800

10.26%

2.1 / 5.2 / 6.2

14-109

720-04

EVENT STAFF - HOURS INCREASE

10,800

1,708,600

10.32%

1.2 / 2.1 / 5.2

14-111

610-04

DUDCP & CARP IMPLEMENTATION - HISTORICAL IMPACT ASSESSMENT

75,000

1,783,600

10.78%

2.1 / 4.2

14-122

750-25

OUTDOOR SKATING LOOP

20,000

1,803,600

10.90%

2.1 / 6.2

Project

Cost

Balance

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Budget (Workshop) 11/3/2016 9:26 PM 2 of 3

14-1-2

TOWN OF BEAUMONT 2017 OPERATING BUDGET ADJUSTMENTS (OBAs) - CHANGE REQUESTS

Page #

ID Number

Over All Rank

14-127

010-01

CREDIT CARD FEES

178,800

14-132

440-01

ENVIRONMENTAL MARKETING

Yes

10,000

14-134

550-01

CEMETERY IMPROVEMENTS

14-141

000-01

DONATION - 2 PLAYGROUNDS (ECOLE CHAMPS VALLEE SCHOOL)

Project

In Strategic Plan

Total General Operating Costs Approved

Page #

ID Number

Over All Rank

Project

% Tax Increase

PBB Quartile

TOTAL

Category

Strategic Outcomes

1,982,400

11.98%

5.1 / 6.2

1,992,400

12.04%

1.1 / 1.2 / 5.1 / 5.2 / 6.2

30,000

2,022,400

12.22%

1.2 / 2.1 / 5.2 / 6.2

50,000

2,072,400

12.52%

2.1 / 5.2 / 6.2

% Tax Increase

PBB Quartile

TOTAL

Category

Strategic Outcomes

5.2 / 6.2

Cost

1,606,500

In Strategic Plan

Cost

(Surplus) / Deficit 14-144

410-01

PUMPHOUSE #2 OPERATIONAL STUDY

Total Utility Costs Approved

Balance

Balance $

20,000

Total General & Utility Costs Approved

11/3/2016 9:26 PM 3 of 3 M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop) 2017 Budget (Workshop)

14-1-3

(Updaterd)

Change Request Summary Change Request: 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REWEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE -

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017

OBA 02-60-605-00-441 Eleanor Mohammed Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 610-PLANNER $150,000

Project Scope: PURPOSE: To request funding for the review and update of the Central Area Redevelopment Plan including an economic development strategy. BACKGROUND: The statutory Central Area Redevelopment Plan (CARP) was updated and approved by Council on April 14, 2009. Section 6.2 of the CARP states as follows: “A major review and update of the Beaumont Central Area Redevelopment Plan should be undertaken every 5 years.” The CARP was 5 years old as of 2014. It is important to do this major review and update every 5 years to engage the stakeholders in the plan area, the community as a whole, any changes in Land Use Planning policies and direction that may impact the CARP, find out what policies are still relevant, what policies are constraints to redevelopment and in general, if the plan should continue including the current area. Updating this plan is even more important with the new Capital Region Board intensification requirements, completion of the new Municipal Development Plan (early 2017), and implementation of the Downtown Urban Design Concept Plan. Given recent infrastructure and parking pressures in the area, the CARP review will look at the potential for a redevelopment levy to fund needed investment in the area. The review and update should also include creating economic incentives for re-development and consideration of a Business Revitalization Zone. $ 75,000 Set aside reserve in 2017 $ 75,000 2018 Budget $150,000 Total cost for the review -

These proposed costs have been confirmed with consultants. There is a matching grant available for up to 50% of project’s value that ties in with Economic Development. The grant is called the Community and Regional Economic Support Program (CARES). The grant is part of the Alberta Jobs Plan and is intended to provide support to municipalities and organizations to work together on economic development projects that diversify and grow local economies and the deadline for the grant application is November 30, 2016. The CARES grant is for projects that: • Improve the local business environment and regional economic collaboration; • Provide more support for entrepreneurs to grow and succeed; • Support industries with a strong potential to diversify; and • Attract investment that drives high-value job creation. The CARES grant would be used to help fund the CARP and undertake an investment attraction study, wayfinding study, investigate a community revitalization levy and business revitalization zone, and the Oct 22, 2016 03:13 PM

Change Request Summary

14-5

Change Request Summary development of a GIS based land acquisition system. Proposed Process to be initiated in 2017: Phase 1 (2017 in-house work completed by staff) Establish the project charter that includes terms of reference including the objectives, scope, roles and responsibilities, stakeholders, timeline, and deliverables. Prepare a report for Council on our findings and the importance of a major plan review as it is a living document. -

Phase 2 (2017- to be completed by the consultant and staff) Review the existing policies and evaluate if they align with current industry and market trends. Update the data on the community profile (ex, socio-economic characteristics) and planning, land-use, and other policies that are relevant to the Plan. Investment Attraction Study to collect information on business and retail prospects to target new and existing economic development opportunities. Carry out extensive public engagement with key stakeholders, advisory groups, and the public to ensure the Plan reflects the input from the community. In the previous CARP Review process round table sessions, stakeholder interviews, a youth roundtable, design charrette, and public open house were used. In this phase we will look at these methods as well as alternative techniques to determine which strategies most effectively engage the community. Summarize and categorize the information gathered in the consultation process including common themes, problems, or constraints that have been identified. Consider high-level infrastructure services (i.e. access, transportation, water, sewer, storm water management etc.). Consideration of a Business Revitalization Zone and community redevelopment levy to fund needed improvements relating to infrastructure and parking pressures in Centre-Ville. -

Phase 3 (2018- to be completed by the consultant and staff) Incorporate feedback into developing a new Plan to ensure it is reflective of the recent community consultation process. Review the changes to the Plan to ensure they are in accordance with higher level policy and reflect the vision of the community as determined throughout the review process. Marketing Plan based on Investment Attraction Study -

PLANS I STANDARDS: • Municipal Development plan: Applicable • Central Area Redevelopment Plan: Applicable • Land Use Bylaw: Applicable • Downtown Urban Design Concept Plan: Applicable • Economic Development Plan: Applicable LEGISLATIVE AUTHORITY: Municipal Government Act Section 634, 708.12(1) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the review and update of the Central Area Redevelopment Plan for $150,000 to be allocated as $75,000 in 2017 and $75,000 in 2018 in reserves. 2. That the Budget Committee recommends the Council not approve the review and update of the Central Area Redevelopment Plan for $150,000 to be allocated as $75,000 in 2017 and $75,000 in 2018 in reserves. Oct 22, 2016 03:13 PM

Change Request Summary

14-6

Change Request Summary 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends to Council that the review and update of the Central Area Redevelopment Plan be approved for $150,000 to be allocated as $75,000 in 2017 and $75,000 in 2018 in reserves. Operating Budget Details Sub-department

GL Account

Description

2017 Budget

Expense 610- PLANNER

676- TRANSFERS TO RESERVES

OBA (2017) CARP REVIEW- reserve for 2018 total project cost in 2018: $150,000

75,000

Total Expense

75,000

Ranking Ranking

Project

610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE 610-01 CENTRAL AREA REDEVELOPMENT PLAN (CARP) REVIEW & UPDATE INCLUDES BUSINESS REVITALIZATION ZONE Total Ranking

2017 Budget

1.1 Communication/Citizen Engagement communityâ&#x20AC;&#x2122;s direction.

Feel fully aware & understand

2.1 Community Identity yule, & programs.

Beaumont is destination of choice French Flair, Centre

3.1 Complete Community residential assessment.

Beaumont makes substantial gains in attracting non

3.2 Complete Community activities.

Beaumont utilizes smart growth principles in its planning

4.1 Economic Development

Beaumont is moving to a res/comm ratio of 80:20.

4.2 Economic Development Beaumont redevelops Centre-vilte/French heritage. -

5.1 FscaI & Assest Management sources.

Beaumont receives revenue from all available

6.2 People Services an important role.

Beaumont makes available a range of programs. Safety plays

Category: Funding Type

8 2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

General:

Oct 22, 2016 03:13 PM

Change Request Summary

14-7

Change Request Summary Change Request: 710-01 COMMUNITY-WIDE LEISURE & FACILITY NEEDS ASSESSMENT Budget Year: Change Request Type: GLCode: Supervisor: Ongoing:

2017 OBA 02-70-710-00-441 Ilona Molnar Yes

Change Request Stage: Publish Date: Department:

710 RECREATION

Amount:

$85,000

Final OBA

Project Scope:

PURPOSE: Project to identify leisure trends and behaviors for Beaumont residents. Opportunity to identify current leisure behaviors and future opportunities to meet residents needs. The project would be in two phases. Phase 1 includes research and data collection. Phase 2 would include summary of results. The project identifies both recreation behaviors and major facility needs for the Community. BACKGROUND: The previous study on Leisure Needs for Beaumont was completed in 2010. What is a Leisure & Facility Needs Assessment? • A Leisure Needs Assessment is a scientifically reliable statistical study to gain an understanding of the Community-Wide recreation needs, attitudes, opinions and behaviors of the residents served by a recreation service provider. • The results of a Leisure Needs Assessment can provide Beaumont with timely information about what services are needed in the community; how the residents view the present services; what recommendations are for improvements; and identifying any new needs and trends that Beaumont can address. • A Leisure Needs Assessment can be used to justify grants, design new local programs, promote collaboration among local agencies and businesses, and supporting funders in decision making. • Traditionally, Leisure Needs Assessments are conducted ever five years to track trends, provide up-to-date data, and provide specific desired information. • Current and future facility demand analysis for Beaumont. What are the goals of a needs assessment (may be part or all of the following)? • Explore leisure and recreation interests, preferences and participation rates/trends by activity and by population segment; • Identify residents’ needs and expectations with respect to programs, services, and facilities (including parks and open spaces); • Identify facility, program, and service gaps; • Identify barriers to participation; • Identify funding sources and opportunities; • Generate ideas to increase participation and for potential opportunities to fill gaps and remove barriers; and • Assess consumer opinion as to the role of the District in filling needs, reducing barriers, and creating opportunities, along with priorities for action/investment in these areas. While the Leisure Needs Assessment research is intended to be general to sport, culture and recreation activities, it can also be used to collect data and information that is required for potential upcoming issue specific research that may be conducted with respect to Beaumont’s future plans (i.e. facility development). The Leisure & Facility Needs Assessment would form the basis of the forthcoming Recreation and Facilities Master Plan in 2018. Oct 22, 2016 03:16 PM

Change Request Summary

14-8

Change Request Summary The Project would be initiated later in 2017 and finalized in the 2018 budget year, with $15,000 being allocated towards the Project in 2017 and $70,000 allocated in reserves to complete the Project in 2018. The Project is considered the first component of the forthcoming Recreation & Trails Master Plan (2018/2019). PLANS I STANDARDS: • 2016-2021 Strategic Plan • Open Space & Trails Master Plan • Municipal Development Plan • Aqua-Fit Phase 2 • 2018/2019 Recreation & Facilities Master Plan LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends Needs Assessment for $50,000 in 2017 and 2. That the Budget Committee recommends Needs Assessment for $50,000 in 2017 and 3. That the Budget Committee recommends

the Council approve the Community-Wide Leisure & Facility $35,000 in 2018. the Council not approve the Community-Wide Leisure & Facility $35,000 in 2018. the Council direct administration how to proceed.

RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Community-Wide Leisure & Facility Needs Assessment for $50,000 in 2017 and $35,000 in 2018. Operating Budget Details Sub-department

GL Account

Description

710- RECREAT

441

710- RECREAT

676- TRANSFERS TO RESERVES

OBA (2017) COMMUNITY-WIDE LEISURE & FACILITY NEEDS ASSESSMENT OBA (2017) COMMUNITY-WIDE LEISURE & FACILITY NEEDS ASSESSMENT

2017 Budget

Expense -

CONSULTING FEES

Total Expense

Oct 22. 2016 03:16 PM

15,000 35,000 50,000

Change Request Summaiy

14-9

Change Request Summary Ranking Project

Ranking

710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WiDE LEISURE FACILITY NEEDS ASSESSMENT 710-01 COMMUNITY-WIDE LEISURE FACILITY NEEDS ASSESSMENT Total Ranking Category: Funding Type

& & & & & & &

2017 Budget

1.1 Communication/Citizen Engagement Feel fully aware & understand community’s direction. 1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 2.1 Community Identity Beaumont is destination of choice: French Flair, Centreville, & programs. 3.2 Complete Community Beaumont utilizes smart growth principles in its planning activities. 5.1 Fiscal & Assest Management Beaumont receives revenue from all available sources. 5.2 Fiscal & Asset Management Beaumont’s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

1 1 1 1

1 7

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

Taxes

General:

Oct 22, 2016 03:16 PM

Change Request Summary

Page 3

14-10

Change Request Summary Change Request: 230-03 FIRE SERWCES EXCELLENCE REWEW Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-20-230-00-441 Kerry Hilts Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 230 FIRE -

$15,000

Project Scope:

PURPOSE: To review the operations of the Beaumont Fire Services and where appropriate, recommend changes that will enhance operational effectiveness, align services to the outcomes identified in the Town’s strategic plan, fire services plans and guide going forward decision making for the future BACKGROUND: The Fire Service Excellence Review will cover the following aspects for the Beaumont Fire Services operations: Core services review Number and locations of stations (as we grow as a community) Firefighter equipment resources Fire prevention and public education priorities Firefighter training Fire dispatch Policy development Implementation and Coordination with partnering Fire Departments Review of Memorandum of Understandings and Agreements with partnering Fire Departments -

We already have a reserve allocation of $15,000 for this project. The total cost of the review is $30,000. Information such as the City of Leduc and Leduc County Fire Services Plan will also be considered. PLANS I STANDARDS: • 2016-2021 Strategic Plan • Transportation Master Plan • Municipal Development Plan • Emergency Services Communication Plan (2017) • National Fire Protection Association LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve $15,000 in 2017 plus the $15,000 already in reserves, for a total of $30,000 to be spent on the Fire Service Excellence Review to be initiated in 2018. 2. That the Budget Committee recommends the Council not approve $15,000 in 2017 for the Fire Services Excellence Review. 3. That the Budget Committee recommends the Council direct administration how to proceed. Oct 22, 2016 02:41 PM

Change Request Summai’y

14-11

Change Request Summary RECOMMENDATION: 1. That the Budget Committee recommends the Council consider and approve $15,000 in 2017 plus the $15,000 already in reserves, for a total of $30,000 to be spent on the Fire Service Excellence Review to be initiated in 2018.. Operating Budget Details Sub-department

GL Account

Description

441

OBA (2017) FIRE SERVICES OPERATIONAL REVIEW

2017 Budget

Expense 230

FIRE

CONSULTING FEES

15,000

Total Expense

15,000

Ranking Project

Ranking

230-03 FIRE SERVICES REVIEW 230-03 FIRE SERVICES REVIEW 230-03 FIRE SERVICES REVIEW 230-03 FIRE SERVICES REVIEW 230-03 FIRE SERVICES REVIEW Total Ranking

EXCELLENCE EXCELLENCE EXCELLENCE EXCELLENCE EXCELLENCE

Category: Funding Type

2017 Budget

1.1 Communication/Citizen Engagement Feel fully aware & understand community’s direction. 3.2 Complete Community Beaumont utilizes smart growth principles in its planning activities. 5.1 Fiscal & Assest Management Beaumont receives revenue from all available sources 5.2 Fiscal & Asset Management Beaumont’s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

5 1 STRONGLY aligns with Strategic Plan AND is required by legislation or regulation OR is needed to ensure the safety of citizens and/or staff. -

General:

Funding Source

General:

Oct 22, 2016 02:41 PM

Change Request Summa,y

14-12

Change Request Summary Change Request: 330-02 GENERAL DESIGN STANDARDS

Budget Year: Change Request Type: GL Code: Supervisor:

2017 OBA 02-30-330-00-441 Tyler Tymchyshyn

Change Request Stage: Publish Date: Department:

Ongoing:

Amount:

Final OBA 330 ENGINEERING SERVICES $15,000 -

Project Scope: PURPOSE: The completion and update of the General Design Standards (GDS) is scheduled for 2017. Additional funds are required to finish the document. BACKGROUND: With the implementation of the Municipal Development Plan (MDP) and the Transportation Master Plan (TMP), new, additional and or modified standards and specifications will be required in the Townâ&#x20AC;&#x2122;s GDS. This update will reflect changes in the industry, local policies, procedures, best practices and general correction of errors and omissions. The review to date has included both internal and external stakeholders to ensure that the specifications are accurate, reflective of requirements, service levels, future maintenance and to ensure that they are achievable within the industry. This document is an integral part to the future development of Beaumont and will serve as the implementation document for higher level strategic initiatives and planning documents. This document serves to enforce and support all Development Activities in Beaumont. All submitted drawings from developers are to comply to the standards and specifications to ensure a consistent, strategic and efficient approach is undertaken. Community & Protective Services (CPS) will complete the Parks Standards component of the GDS in 2016 at the cost of $15,000. Work completed to date has been internal and is at about 60% complete: background review comparable municipalities stakeholder engagement (internal and external) specification rewrite (select sections)

Next Steps: rewrite of written specifications update detail drawings and incorporate Parks Standards creation of missing and or incomplete drawings stakeholder engagement (draft phase) above will require consultant time publishing

$10,000 Carry over (2015) $15,000 CPS Cost (2016) $15,000 Additional (2017) $40,000 Total -

Oct 22, 2016 02:42 PM

Change Request Summary

14-13

Change Request Summary PLANS / STANDARDS: • 2016-2021 Strategic Plan • Municipal Development Plan: Applicable • Transportation Master Plan: In Progress • Open Space and Trails Master Plan: Applicable LEGISLATIVE AUTHORITY: Municipal Government Act, Section 655 ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the additional funding for General Designs Standards for $15,000 in 2017. 2. That the Budget Committee recommends the Council not approve the additional funding for General Designs Standards for $15,000 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the additional funding for General Designs Standards for $15,000 in 2017. Operating Budget Details Sub-department

GL Account

Description

441

OBA (2017) ADDITIONAL FUNDS FOR THE GENERAL DESIGN STANDARDS

2017 Budget

Expense 330- ENG SVC

CONSULTING FEES

15.000

Total Expense

15,000

Ranking Project

Ranking 330-02 GENERAL DESIGN STANDARDS 2.1 Community Identity Beaumont is destination of choice: French Flair, Centreville, & programs. 330-02 GENERAL DESIGN STANDARDS 3.2 Complete Community Beaumont utilizes smart growth principles in its planning activities. 330-02 GENERAL DESIGN STANDARDS 4.2 Economic Development Beaumont redevelops Centre-ville/French heritage. -

330-02 GENERAL DESIGN STANDARDS 5.2 Fiscal & Asset Management maintained.

Beaumont’s infrastructure is safe and well

Total Ranking

2017 Budget 1 1 1 1

Category:

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

Funding Type General: -

Funding Source General: -

Oct 22, 2016 02:42 PM

Change Request Summary

14-14

Change Request Summary Change Request: 750-10 SIGNAGE UPGRADES (BILINGUAL) Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-70-750-00-621 Brian Brown Yes

Change Request Stage: Publish Date: Department:

750 PARKS

Amount:

$20,000

Final OBA -

Project Scope:

PURPOSE: The purpose of the Bilingual Signage Upgrade and replacement program is to ensure that all signage on Beaumont facilities, and in parks, are up to date, and standardized. Implementation would only be initiated once the branding initiative has been finalized and approved. BACKGROUND: The benefit of standardized signage is that it presents a unified, consistent and attractive design treatment for all Town outdoor signage (Parks and Facilities) across Beaumont. It is part of the Town’s cultural heritage and includes direction from Council that signage be in both official languages. This program allows for the installation of new or replacement signage focusing on consistent branded design (identity). PLANS/STANDARDS: • 2016 2021 Strategic Plan • French Village Design Guidelines • Wayfinding Design and Implementation (2017/2018/2019) • Trails and Open Space Master Plan (2015) • Recreation & Facilities Master Plan (2018/2019) -

LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Park Sign Example #1 (Worn) 2. Park Sign Example #2 (Damaged) ALTERNATIVES: 1. That the Budget Committee recommends the Council approve Bilingual Signage Upgrades in the amount of $20,000 in 2017 and $10,000 every year after. 2. That the Budget Committee recommends the Council not approve Bilingual Signage Upgrades in the amount of $20,000 in 2017 and $10,000 every year after. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve Bilingual Signage Upgrades in the amount of $20,000 in 2017 and $10,000 every year after.

Oct 22, 2016 03:16 PM

Change Request Sumniaiy

14-15

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

621 PROGRAM MATERIALS, GOODS & SUP

OBA (2017) BILINGUAL SIGNAGE

2017 Budget

Expense

750- PARKS

20,000

Total Expense

20,000

Ranking Project

Ranking

750-10 SIGNAGE (BILINGUAL) 750-10 SIGNAGE (BILINGUAL) 750-10 SIGNAGE (BILINGUAL) 750-10 SIGNAGE (BILINGUAL)

UPGRADES

2017 Budget

1.1 Communication/Citizen Engagement Feel fully aware & understand community’s direction. 2.1 Community Identity Beaumont is destination of choice: French Flair, Centre ville, & programs. 5.2 Fiscal & Asset Management Beaumont’s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

UPGRADES

Total Ranking

Category: Funding Type

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. Reserves -

General:

Funding Source General: -

Oct 22, 2016 03:16 PM

Change Request Summary

14-16

14-17

II1i

14-18

Change Request Summary Change Request: 330-01 INFRASTRUCTURE MASTER PLAN (UTILITIES) Budget Year: Change Request Type: GL Code: Supervisor:

OBA 02-30-330-00-441 Tyler Tymchyshyn

Change Request Stage: Publish Date: Department:

Ongoing:

Yes

Amount:

2017

Final OBA

ENGINEERING SERVICES $140,000 330

Project Scope:

PURPOSE: The Town will have approved the Municipal Development Plan (MDP) and the Transportation Master Plan (TMP) in early 2017 (JanuarylFebruary). In addition to the pending annexation decision, both current and future development of the underground utility system relies on strategic planning. The creation of the Utilities Master Plan will set the framework for system expansion, upgrades, support information in preparing offsite levies. This will allow development to continue in an efficient manner. BACKGROUND: The scope of work and charter will include the approach and an overall assessment of the current state of underground infrastructure, including the Water/Sanitary and Storm systems. Condition and capacity will be assessed which will provide and identify short/medium and long term horizon upgrades to the system from both a capital and maintenance perspective. In addition, system expansion will be considered to ensure development can continue in a progressive manner. This Plan will support the implementation of the proposed annexation area along with the full build out of the existing Town boundaries and current utility system. The last Infrastructure Study was completed by UMA Engineering in 2000. This report is out of date. In 2009, FOCUS Engineering completed an assessment on the Storm Water System. While this information has benefited the community, updates and further detail are to be addressed in the proposed Utilities Master Plan. The 2009 Report will serve as baseline/background material for the Utilities Master Plan. The Infrastructure Master Plan (Utilities) would be initiated in the beginning of 2017, with an completion date approximately around December 2017. PLANS I STANDARDS: • Strategic Plan 2016-202 1 • Municipal Development Plan: applicable • Transportation Master Plan: In Progress • Open Space and Trails Master Plan: applicable • Central Area Redevelopment Plan: applicable • Downtown Urban Design Concept Plan: applicable LEGISLATIVE AUTHORITY: Municipal Government Act, Section 655 ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Utilities Master Plan for $140,000 allocated as $70,000 in 2017 and $70.000 in 2018. Oct 22, 2016 02:42 PM

Change Request Summa,y

14-19

Change Request Summary 2. That the Budget Committee recommends the Council not approve the Utilities Master Plan for $140,000 allocated as $70,000 in 2017 and $70,000 in 2018. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Utilities Master Plan for $140,000 allocated as $70,000 in 2017 and $70,000 in 2018. Operating Budget Details Sub-department

GL Account

Description

676- TRANSFERS TO RESERVES

OBA (2017) INFRASTRUCTURE MASTER PLAN (UTILITIES)

2017 Budget

Expense

330- ENG SVC

70,000

Total Expense

70,000

Ranking Project

Ranking

330-01 INFRASTRUCTURE MASTER PLAN (UTILITIES)

330-01 INFRASTRUCTURE MASTER

PLAN (UTILITIES)

maintained. 6.1 People Services

330-01 INFRASTRUCTURE MASTER PLAN (UTILITIES) Total Ranking catego,y: Funding Type

2017 Budget

3.2 Complete Community Beaumont utilizes smart growth principles in its planning activibes. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well -

Beaumont has an engaged workforce that strive to make

Beaumont better

1 1 1 3

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

General:

Oct 22, 2016 02:42 PM

Change Request Summa,y

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Change Request Summary Change Request: 000-03 CONSIDER LIVE STREAMING COUNCIL MEETINGS Budget Year: Change Request Type: GL Code:

2017 OBA 02-00-000-00-410

Change Request Stage: Publish Date:

Supervisor:

Jesse Sopko

Department:

000 COUNCIL

Ongoing:

Yes

Amount:

$5,000

Final OBA

Project Scope:

PURPOSE: Legislative Services is proposing that the Budget Committee consider Live Streaming of Council meetings as a 2017 project, consistent with the 2016-2021 Strategic Plan. BACKGROUND: Live Streaming of Council meetings would require the following: • $4,000 for hardware and installation (one-time cost) • $500 in costs for website development to allow video to be embedded into the new website (one-time cost) • $500 annual fee for the online streaming service For the Budget Committee’s reference, these costs are based on streaming Council meetings using a fixed camera that would be centered on elected officials during Council meetings, and would appear similar to what is currently done in the City of Fort Saskatchewan, City of Airdrie and Town of Canmore. This can be achieved using the existing camera that was installed in Council Chambers in early 2016, and would require no additional staffing resources during Council meetings. PLANS I STANDARDS: Consideration of Live Streaming Council meetings is a 2017 project listed in the Communication/Citizen Engagement Key Focus Area of the 2016-2021 Strategic Plan. LEGISLATIVE AUTHORITY: • Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Live Streaming of Council Meetings in the amount of $5,000 in 2017 and includes the annual fee of $500 in future budgets. 2. That the Budget Committee recommends the Council approve the Live Streaming of Council Meetings in the amount of $5,000 in 2017 and includes the annual fee of $500 in future budgets. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATION: 1. That the Budget Committee recommends the Council approve the Live Streaming of Council Meetings in the amount of $5,000 in 2017 and includes the annual fee of $500 in future budgets.

Oct 22, 2016 02:34 PM

Change Request Summary

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Change Request Summary Operating Budget Details Suh.department

GL Account

Description

410- LICENSES, PERMITS & FEES

OBA (2017) LIVE STREAMING

2017 Budget

Expense 000

COUNCIL

5000

Total Expense

5,000

Ranking Project

Ranking

000-03 CONSIDER LIVE STREAMING COUNCIL MEETINGS 000-03 CONSIDER LIVE STREAMING COUNCIL MEETINGS 000-03 CONSIDER LIVE STREAMING COUNCIL MEETINGS Total Ranking

1.1 Communication/Citizen Engagement Feel fully aware & understand communitys direction. 1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

Category: Funding Type

2017 Budget -

2- Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

General:

Oct 22, 2016 02:34 PM

Change Request Summary

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Change Request Summary Change Request: 110-01 AGENDA MANAGEMENT SOFTWARE Budget Year: Change Request Type: GLCode: Supervisor:

OBA 02-10-110-00-610

Ongoing:

Yes

2017

Jesse Sopko

Change Request Stage: Publish Date: Department: Amount:

Final OBA 110- OFFICE SERVICES $9,000

Project Scope:

PURPOSE: Legislative Services is proposing the implementation of agenda management software for Council, Governance and Priorities Committee (GPC), and other Board and Committee meetings, such as the Subdivision and Development Appeal Board (SDAB), Municipal Planning Commission (MPC), and other committees that would see a value in using the system. BACKGROUND: The Town would enter into an agreement with a solution provider that has the expertise, resources, and appropriate technology to provide an integrated, automated, and user-friendly system to generate memorandums/reports, agendas, meeting minutes, and follow-up task lists. The basic high level functions of the agenda management include: • Meeting scheduling • Pre-meeting activities (report initiation, creation, and submission) • Meeting preparation (agenda preparation and distribution, including publishing to public website) • Meeting management (minute creation and resolution management) • Post meeting activities (minute finalization and distribution, including publishing to public website), follow-up action list. Agenda management software would save significant staff resources in that it would automate the work-flow process of approving agenda items. Currently, reports and attachments are saved to the M-Drive, and e-mail links are forwarded to the required individuals for approval. Agenda management software would make this process web-based, meaning that items could be approved remotely without access to the shared server and without ever having to print copies of the report or attachments. This would improve the efficiency of the agenda preparation process. Once agenda items are finalized by the Chief Administrative Officer, he can use his digital signature to approve items, and Legislative Services, as the system administrator, can arrange the items on the appropriate place in the agenda. Once all items are approved, the agenda can be converted to PDF, automatically bookmarked, and automatically page-numbered with the click of one button, e-mailed to elected officials and senior staff with the click of one button, and published to the public website with the click of one button. Printed copies of the agenda can be made and distributed as per the current process. Currently, memos, reports, and attachments are printed and scanned electronically into a PDF, resulting in decreased image quality. The current numbering of pages also creates confusion between those referencing the paper copy of the agenda and those utilizing the electronic agenda on a tablet or laptop. Agenda management software would automatically number the pages and ensure they are consistent, avoiding any confusion. A number of comparable municipalities and communities in the Capital Region utilize agenda management software, including the Town of Cochrane, Town of High River, Town of Innisfail, Town of Black Diamond, City of Spruce Grove, City of St. Albert, City of Airdrie, Parkiand County, Strathcona County, and Northern Oct

22, 2016 02:39 PM

Change Request Summary

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Change Request Summary Sunrise County. The most affordable solution that would meet Beaumont’s needs has no implementation fee and an annual fee of approximately $9,000 including GST. This software is used successfully by other comparable communities, and includes the following features: • Meeting Manager Pro • Acting Tracking • Agenda Notes • Unlimited storage for non-meeting documents • Unlimited agenda and minute templates, allowing the software to be used for different types of meetings (Council, GPC, SDAB, MPC, Leadership Team) • Meeting schedules, agendas, minutes, voting, and attendance records at Council meetings. This vendor also provides the following: • Access for unlimited users within the organization • All regular upgrades to the modules • Unlimited client support and training If the budget request is approved, Legislative Services would ensure that the proposed vendor meets the needs and requirements of the Town of Beaumont. References for the preferred vendor: Town of Cochrane Town of Innisfail Town of Black Diamond Northern Sunrise County PLANS I STANDARDS: • Agenda management software has several links to the 2016-2021 Strategic Plan, including: Communication/Citizen Engagement • Strategic Outcome #1.1: Beaumont’s residents, business community and municipal staff feel fully aware of, and understand the community’s direction and decisions taken on their behalf. Agenda management software will engage residents, the business community, and staff and make it easier for them to access Council and GPC agendas and minutes. People Services • Strategic Outcome #6.1: The Town of Beaumont has an engaged workforce that strives to make Beaumont better and has the willingness to go the extra mile. One of the performance measures of this strategic outcome is employee satisfaction rate. Agenda management software will make legislative processes more efficient, resulting in greater satisfaction from employees at all levels of the organization. Also, agenda management software will show that Beaumont’s legislative processes are similar to comparable communities, resulting in staff being proud to serve Beaumont. • Strategic Outcome #6.2: The Town of Beaumont makes available a broad range of programs, activities and services to make life better in Beaumont. One of the performance measures of this strategic outcome is percentage of residents who report satisfaction with services offered. Improving Council and Committee agendas and minutes will improve government transparency and result in increased satisfaction and knowledge in how decisions are being made and how Oct 22, 2016 02:39 PM

Change Request Summaiy

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Change Request Summary they impact the community. LEGISLATIVE AUTHORITY: Municipal Government Act Procedural Bylaw 773-01-12 ATTACHMENTS: 1. iCompass Quote for agenda management software ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Agenda Management Software in the amount of $9,000 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve the Agenda Management Software in the amount of $9,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Agenda Management Software in the amount of $9,000 annually starting in 2017. Operating Budget Details Sub-department

GL Account

Description

610- PROGRAM EXPENSES

OBA (2017) AGENDA MANAGEMENT SOFTWARE

2017 Budget

Expense

110- OFFICE

9,000

Total Expense

9,000

Ranking Project 110-01 AGENDA MANAGEMENT SOFTWARE 110-01 AGENDA MANAGEMENT SOFTWARE 110-01 AGENDA MANAGEMENT SOFTWARE

Ranking 1.1 Communication/Citizen Engagement Feel fully aware & understand communityâ&#x20AC;&#x2122;s direction. 6.1 People Services Beaumont has an engaged workforce that strive to make Beaumont better. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

Total Ranking

1 1 3

Category: Funding Type

2017 Budget 1

4 Aligns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiency/effectiveness OR demonstrates an acceptable rate of return OR is a Public Request -

General:

Funding Source General: -

Oct 22, 2016 02:39 PM

Change Request Summary

14-25

iCompass Quote for

Town of Beaumont, AB Prepared for: Chelaine Winter, Legislative Coordinator/Legislative Servic Tuesday, June 26, 2016

Prepared by: Scott Neufeld Director of Demand Generation iCompass Technologies, Inc.

14-26

iCornpass Table of Contents Welcome to iCompass’

We Can Help iCompass is an Industry Leader

Our ‘Best in Class’ Civic Web Tools

Unlimited Support, Coaching & Training

Unlimited Storage Space

Our Cloud Delivery Model

Software as a Service (SaaS)

‘Easy as That’ Fees

6 Month Money Back Guarantee

Conclusion

STRENGTHENING OPEN & EFFICIENT GOVERNMENT 18OO-26O-74O9

•

250-851-9402

2 @icompsstech

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iCompass Welcome to iCompass! Thank you for affording us the opportunity to provide you with this quote for our Meeting Manager Pro (MMP). Should you require any additional information, require clarification or would like to schedule a proposal review meeting, please feel free to contact me at your convenience.

We Can Help iCompass is an Industry Leader -

iCompass provides:

• • •

INDUSTRY LEADING implementation speed. UNLIMITED support, coaching and training ‘Easy as That’ fees which offer BEST OVERALL VALUE

iCompass provides Civic Web, the leading Solutions for cloud-based Meeting, and Records Management for Municipal Clerks who are swamped with never-ending tasks related to managing their meeting process, records administration and tracking responsibilities. Civic Web automates meeting and records management workflow in one system, and facilitates open governance through comprehensive and seamless access to information. It provides real-time pulse and complete visibility into what’s going on across the entire organization.

iCompass routinely has its customers up and running in two (2) meeting cycles via our ‘Easy as That’ Training Program. Our customers’ immediate ROl is also realized in part due to our true all-inclusive pricing model, cloud-based service, no IT involvement, no expensive consultants, no over-built systems and no costly RFP process.

Corn r STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409

250-851-9402

3 cornp’sstech

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‘T.

iCompass

Our ‘Best in Class’ Civic Web Tools

4’

0j —

iCom Pass —

Meeting Manager Pro (MMP)

streamlines the creation, approval and distribution of agenda packets, minutes, meeting decisions/actions, and management of records. —

Includes the following modules: • Meeting Manager (unlimited Meeting Templates) o Agenda & AgendaNotes (iPad®, Web and PC versions) o Minutes • Action Tracking o Meeting Tracker + Report Tracker o Output Document Capability (1 for each Tracker, if applicable) • Records Center o Records Center Custom Banner o Records Center Connector o Records Center Enterprise Search • SharePoint Connector, Laserfiche Connector, (if applicable)

STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409

•

250-851-9402

4 @comp’sstech

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iCompass Highlights:

Increased visibility into the entire meeting process through a ‘dashboard’ view of all agendas, minutes and actions created, approved, distributed, and stored • Reduction of the repetitive ‘copy and paste’ process when preparing, approving and distributing agendas, minutes, related forms and actions Creation of agenda items electronically Last minute changes can be easily and quickly accommodated Multiple types of attachments can be used, and there is no limit to how many There is no limit to the number of templates, and you have complete control to make changes to existing templates or create new ones Automatic page re-numbering, even for last minute additions to the agenda Built-in approval process with e-mail notification Final agendas, minutes, and related documents can be quickly and easily posted to a designated website (via the Records Center module) for public and/or staff access • Ability to project HTML split screen view of agenda during meetings • Hard copies of agendas, minutes, forms and actions lists can be printed any time • Minutes are pre-populated for quick on-the-fly minute taking during meetings • Capture and tracking of meeting decisions and action item follow-up • Ability to manage and provide online access to historical and archived records for both the public and/or staff using the Records Center module o Automatically OCR documents as they are inputted into the system o Drag and drop file management o Document destruction logging o Manage access levels and security options o Document searching and sharing • Powerful search capabilities • Flexible access levels and security options

STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-8OO26O-74O9.

250-851-9402

•passtech. corusstch

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iCompass AgendaNotes (Web, iPad® and PC Versions) AgendaNotes (Web Version) Highlights: • • • • •

Access to any electronic agenda as soon as it is published View the agenda and attachments on any device Add notes to agenda headings and items Hot links straight to your notes for quick review Easily print the agenda and your notes at any time

AgendaNotes (iPad® Version) Highlights: • • • • • • • • •

Access to any electronic agenda as soon as it is published Download the agenda and attachments to an iPad® User security maintained through login / password controls Highlight text with a swipe Place sticky notes right on reports and attachments Free hand circle and mark-up your entire agenda Auto sync grabs updates and agenda items on the go Hot links straight to your notes for quick review Easily print the agenda and your notes at any time

AgendaNotes (PC Version) Highlights: • Access to any electronic agenda as soon as it is published • Download the agenda and attachments to a Windows compatible laptop or desktop computer • Add notes to agenda headings and items • Easily print the agenda and your notes at any time • Hot links straight to your notes for quick review • Options to download some or all attachments great for dial-up users —

‘olo&• STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409. 250-851-9402 ‘assT

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iCompass

Unlimited Support, Coaching & Training Unlimited Support: •

• •

• • • •

The Customer may designate up to 3 individuals who will be registered with iCompass as authorized Champions eligible for free and unlimited support throughout the duration of the relationship. Only authorized Champions will receive support inquiries from others within the Customer’s organization will be directed to the authorized Champions. Support requests will be documented and e-mailed to the authorized Champion making such requests (as well as added to the Customer Resource Center) so as to minimize support req uests in the future. 1-800 telephone and e-mail support during the business hours of 5:30 AM to 5:30 PM (Pacific Time), Monday-Friday (not including stat holidays). Support calls will be answered by a human being 24 hours/day, 7 days/week. iCompass will respond to incoming Support calls within 10 mins of our Customer Success Team receiving them, and we’ll do so by phoning the Customer back. “Support” is defined as follows: “iCompass pro viding the Customer assistance either over the phone or via e-mail related to the Customer’s use of the Seivices.” —

Unlimited Coaching Sessions: • • • •

The Customer may request an unlimited number of Coaching Sessions for designated individuals throughout the duration of the relationship. An authorized Champion must make such requests. Each Coaching Session will last between 15 and 30 minutes. The Customer will commit to making best efforts to provide iCompass with a minimum of one week’s notice of any cancellation or rescheduling of Coaching Sessions. The Customer may cancel or reschedule a Coaching Session twice with less than one week’s notice without penalty. After the second occurrence, there will be a $200 fee charged to the Customer for each subsequent occurrence.

Unlimited Training Sessions: • •

The Customer may request an unlimited number of free Training Sessions for designated individuals throughout the duration of the relationship. Such training will be provided via our ‘Easy as That’ Training Program On-line, workshop style training with an instructor leading each module. An authorized Champion must make such requests. The Customer will commit to making best efforts to provide iCompass with a minimum of one week’s notice of any cancellation or rescheduling of participation within Training Sessions. The Customer may cancel or reschedule participation within a Training Session twice with less than one week’s notice without penalty. After the second occurrence, there will be a $200 fee charged to the Customer for each subsequent occurrence. -

• •

Compass Technr STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409.

250-851-9402

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iCompass

Other ‘Best in Class’ Customer Resources: • • •

Monthly educational webinars iCompass Customer Resource Center which includes a growing collection of quick reference guides and videos iCompass Template Libraries for easy searching and review of sample documents from dozens upon dozens of other iCompass customers. Such documents include agendas, minutes, forms, classification schemes/retention schedules, etc.

Unlimted Storage Space Unlimited storage for meeting documents in our state of the art network facility provides continual back-up and redundancy to ensure your files are always at your fingertips. With Records Center your additional documents are also online, searchable and available to staff and the public 24/7.

Our Cloud Delivery Model

Software as a Service (SaaS)

Our Civic Web tools are delivered over the Internet and our customers only require a web browser to

access and use them. Overall, the SaaS model is a much lower-cost delivery of software services you no longer have to over spend or build inhouse!

;-e .

INTERNET Key Benefits: • Joining a community of other Small Local Government municipalities for best practice A improvement. • All feature updates included. • Constant redundant back-up of all information. • Video streaming services provided via EarthChannel Content Delivery Network, streaming since 1998.

Compass TechnoIogie STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409

•

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250-851-9402 ester conpassteLh

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cr1,

iCompass ‘Easy as That’ Fees Annual Fee

Meeting Manager Pro (MMP): •

• • • • • • • •

Includes Meeting Manager Pro, Action Tracking, Document Center, Records Center, Records Center Connector, and AgendaNotes (iPad®, Web and PC versions) Includes Laserfictie, SharePoint, and Granicus Connectors (if applicable) Unlimited storage for meeting related documents 5GB of storage for non-meeting documents Includes unlimited meeting templates (agendas & minutes) Includes 2 trackers created in Action Tracking (Meeting Tracker + Report Tracker) Includes ‘Easy as That’ Training, implementation, & support Includes unlimited users within your organization Includes all regular upgrades to the modules

$6O8 0 he actual cost is 8,400 based on .urrent opulation of 7,720.

CivicWeb Portal (CWP): • • • • •

Meeting schedules, agendas, minutes, voting and attendance records are all included. Linked to website Delivers information to the public automatically Automatically refreshes with the latest information once it is complete Meeting schedules, agendas, minutes, voting and attendance records are all included.

Included

Terms & Conditions: • • •

• •

The annual fees outlined herein are guaranteed for thirty (30) calendar days from the date of issuance. The annual fees outlined herein are based on a one year auto renew contract. The annual fees includes hosting in the facilities of our managed hosting service partner, technical support (e-mail and 1-800 support), maintenance, on-line training sessions, regular upgrades to the software and storage space. All annual fees are payable up front. Your license will include unlimited users from your organization.

iComp

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STRENGTHENING OPEN & EFFICIENT GOVERNMENT

1-800-260-7409.

www.icompasst

250-851-9402

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iCompass 6 Month Money Back Guarantee iCompass wants our customers to feel safe in committing to a future of electronic agendas and records management. The iCompass ‘Easy as That’ implementation model provides a quick and stress free on-boarding experience. We are driven to provide the best customer experience possible. If at any point you become dissatisfied in the first 6 months you can walk away with a full refund.

Conclusion Again, thank you for affording us the opportunity to provide you with this quote for our Civic Web Services. With almost 16 years of experience serving over 400 public sector customers, we trust that you will find great value in our services. Please feel free to contact me if you have any questions, require any further clarification or wish to schedule a proposal review meeting. I can be reached at 250-299-8335. Sincerely,

Scott Neufeld Director of Demand Generation iCompass Technologies, Inc

STRENGTHENING OPEN & EFFICIENT GOVERNMENT 1-800-260-7409

•

250-851-9402

10 @compsstch

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Change Request Summary Change Request: 230-01 PAID-ON-CALL - FIRE Budget Year:

2017

Change Request Type:

OBA

Change Request Stage:

GL Code:

02-00-000-00-222

Publish Date:

Supervisor:

Jeff Francis

Department:

230 - FIRE

Ongoing:

Yes

Amount:

$31,000

Final OBA

Project Scope: PURPOSE: To transition from a volunteer fire department to a paid-on-call fire department. BACKGROUND: Currently, the Town budgets $131,000 for volunteer firefighters. This amount covers Tuesday night training, weekend coverage from May to September, and required shift coverage for vacations, illness, etc. Using 2015 costs and 2016 (YTD) as background projections, it is estimated that based on expected and usual call volume, that the projected cost for the 2017 fiscal year would be $150,000, prior to any benefits. This is an increase of $19,000 from the original $131,000. In addition to the $19,000 increase to move to a paid-on-call fire department, the volunteers will be entitled to vacation and health benefits, as they will be deemed employees of Beaumont. Vacation pay will be paid out at either 4% or 6% each pay period depending on the length of service, which is an additional budget impact of $9,000. Beaumont currently pays for Life Insurance and Accidental Death & Dismemberment coverage for the volunteer firefighters. The cost of enrolling paid-on-call firefighters into the Town's Employee Assistance Program would be approximately $3,000. Benefits to transitioning to a paid-on-call system are as follows; More attractive to potential members (currently, we are the only Department within the Region not on a paidon-call system, and we do lose some applicants due to them applying to the County. Would assist in volunteer member retention. Would allow for more control on assigning weekend shifts. Would bring Beaumont Fire Department (BFD) into parity with surrounding departments. When the estimated costs were tallied, BFD rates of pay were an average of the area. FINANCIAL CONSIDERATIONS: $19,000 increase in fees paid to paid-on-call firefighters vs. volunteer firefighters $ 9,000 increase for vacation entitlement $ 3,000 increase for benefits (employee assistance program) $31,000 Total cost increase PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Paid-on-Call program in the amount of Oct 24, 2016 02:25 PM

Change Request Summary

Page 1

14-36

Change Request Summary $31,000 starting annually in 2017. 2. That the Budget Committee recommends the Council not approve the Paid-on-Call program in the amount of $31,000 starting annually in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Paid-on-Call program in the amount of $31,000 starting annually in 2017.

Operating Budget Details Sub-department

GL Account

Description

220 - CASUAL WAGES 222 - VOLUNTEER

OBA (2017) PAID ON CALL OBA (2017) PAID ON CALL

2017 Budget

Expense 230 - FIRE 230 - FIRE

150,000 (131,000)

Total Expense

19,000

Ranking Project 230-01 PAID-ON-CALL - FIRE 230-01 PAID-ON-CALL - FIRE

Ranking

2017 Budget

6.1 People Services - Beaumont has an engaged workforce that strive to make Beaumont better. 6.2 People Services - Beaumont makes available a range of programs. Safety plays an important role.

Total Ranking Category:

1 1 2

4 - Aligns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiency/effectiveness OR demonstrates an acceptable rate of return OR is a Public Request.

Funding Type - General: Funding Source - General:

Oct 24, 2016 02:25 PM

Change Request Summary

Page 2

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Change Request Summary Change Request: 750-18 MATERIAL STORAGE LEGO BIN BLOCKS Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA

02-70-750-00-621 Brian Brown Yes

Change Request Stage: Publish Date: Department:

750

Amount:

$13,000

Final OBA -

PARKS

Project Scope:

PURPOSE: To store materials such as shale, soil, wood chips and sand at the new operations yard for Parks. BACKGROUND: Currently, we are storing these materials at the Operations Yard, but there are no designated areas for the inventory of shale, soil, wood chips and sand. The new Lego Bin Blocks will create versatile material containment bins and are quick and easy to install. These large concrete blocks will keep the operations yard organized. They will prevent erosion of the materials, and when materials are stored properly, it keeps them clean and free of contaminants. This is the industry standard for material storage. This storage system is cost effective and efficient as deliveries can be dropped off in the bins without staff directing suppliers to the drop off location. The storage system has a start up cost of $13,000 that would purchase 108 blocks, with ongoing expenses of $6,000 for additional blocks starting in 2018. PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Examples of Material Storage 1. Example of a Lego Bin Block ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the purchase of Lego Bin Blocks for the Operations Yard for $13,000 in 2017 and $6,000 annually every year after. 2. That the Budget Committee recommends the Council not approve the purchase of Lego Bin Blocks for the Operations Yard for $13,000 in 2017 and $6,000 annually every year after. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the purchase of Lego Bin Blocks for the Operations Yard for $13,000 in 2017 and $6,000 annually every year after.

Oct 22. 2016 03:16 PM

Change Request Summary

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Change Request Summary Operating Budget Details Sub-department

GL Account

DescrIption

621 PROGRAM MATERIALS, GOODS & SUP

OBA (2017) MATERIAL STORAGE LEGO BIN BLOCKS

2017 Budget

Expense 750- PARKS

13,000

Total Expense

13,000

RankIng Project

Ranking 750-18 MATERIAL STORAGE LEGO BIN 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well BLOCKS maintained. 750-18 MATERIAL STORAGE LEGO BIN 6.2 People Services Beaumont makes available a range of programs. Safety plays BLOCKS an important role. Total Ranking

2017 Budget

Category: Funding Type

General:

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summary

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ATTACHMENT 1 Material Storage Lego Bin Blocks: Examples of storing materials with the concrete bin blocks.

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ATTACHMENT 2 Material Storage Lego Bin Blocks: Example of a bin block

—

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•% b •1%

14-41

Change Request Summary Change Request: 340-01 INFRASTRUCTURE CONSULTING FEES

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017

OBA 02-30-340-00-441 Kathy Lewin Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 340 PROJECT MANAGER $15,000 -

Project Scope: PURPOSE: The purpose of this memo is to request that Budget Committee recommend an operating budget adjustment for Infrastructure consulting fees to Council for approval in the 2017 Budget. BACKGROUND: Infrastructure Services will be concentrating on creating an Infrastructure Maintenance Plans internally in 2016 for all areas (roads, water, wastewater and storm) and will require, from time to time, technical advice to review information, and provide assistance in the completing the plans. Project Charter & Request for Proposal (RFP) will be prepared for this project prior to commencement. FINANCIAL CONSIDERATIONS: $15,000 PLANS I STANDARDS: Strategic Plan 2016-2021

â&#x20AC;&#x201D;

Key Focus Area: Fiscal and Asset Management

LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommend the Council approve the Infrastructure Consulting Fees in the amount of $15,000 annually starting in 2017. 2. That the Budget Committee recommend the Council not approve the Infrastructure Consulting Fees in the amount of $15,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS 1. That the Budget Committee recommend the Council approve the Infrastructure Consulting Fees in the amount of $15,000 annually starting in 2017. Operating Budget Details Sub-department

GL Account

Description

441

OBA (2017) MULTI YEAR CONSULTING FEES

2017 Budget

Expense

340- PROJ MGR

CONSULTING FEES

Total Expense

Oct 22, 2016 0242 PM

15,000 15,000

Change Request Summary

14-42

Change Request Summary

Ranking Project

Ranking

340-01 INFRASTRUCTURE

CONSULTING FEES

maintained.

340-01 INFRASTRUCTURE CONSULTING FEES Total Ranking Category:

2017 Budget

5.2 Fiscal & Asset Management 6.2 People Services an important role

Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well

Beaumont makes available a range of programs. Safety plays

1 2

Funding Type General: -

Funding Source General: -

Oct 22, 2016 02:42 PM

Change Request Summa,y

14-43

Change Request Summary Change Request: 750-11 COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION -

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA

Change Request Stage: Publish Date: Department: Amount:

02-70-750-00-621 Brian Brown Yes

Final OBA 750

PARKS

$100,000

Project Scope:

PURPOSE: Project is to identify route locations, design and implementation of a wayfinding program for Beaumont. The project will look at strategic locations and routing information for further enjoyment of our trail system, sidewalks, roadways, recreation centres and our centre-yule. Wayfinding signage will further enhance our French Heritage with signs in French and English. BACKGROUND: The goal of the Wayfinding Project is to connect visitors and locals to our diverse natural surroundings, our rich cultural heritage, our recreation opportunities, and shopping via trails, greenways, roadways and sidewalks. Through an engaging Wayfinding system, Beaumont can be distinguished as a destination for adventure, recreation, tourism, business and living. The Project can help facilitate economic development through the promotion of tourism and recreation activities in the community. Building on its brand, Beaumont can utilize Wayfinding to outline relevant locations, destinations, communication, and messaging to facilitate visitor movements throughout the community, getting people to the places they want to get as easily as possible. 2017 Design ($30,000) 201 8/2019 Implementation (based on design and recommendations) ($70,000) -

PLANS / STANDARDS: • 2016 2021 Strategy Plan • Downtown Urban Design Concept • Open Space and Trails Master Plan (2015) • French Village Design Guidelines -

LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: 1. Wayfinding Example #1 2. Wayfinding Example #2 ALTERNATIVES: 1. That the Budget Committee recommends the Council approve Community Wayfinding Design & Implementation in the amount of $100,000 allocated as $30,000 in 2017, $35,000 in 2018 and $35,000 in 2019. 2. That the Budget Committee recommends the Council not approve Community Wayfinding Design & Implementation in the amount of $100,000 allocated as $30,000 in 2017, $35,000 in 2018 and $35,000 in 2019. 3. That the Budget Committee recommends the Council direct administration how to proceed. -

Oct 22, 2016 03:16 PM

Change Request Summa,y

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Change Request Summary RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve Community Wayfinding Design & Implementation in the amount of $100,000 allocated as $30,000 in 2017, $35,000 in 2018 and $35,000 in 2019. -

Operating Budget Details Sub-department

GL Account

Description

621 PROGRAM MATERIALS, GOODS & SUP

OBA (2017) COMMUNITY WAYFINDING DESIGN

2017 Budget

Expense 750- PARKS

30,000

Total Expense

30,000

Ranking Project

Ranking

750-Il COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION 750-Il COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION 750-11 COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION 750-11 COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION 750-11 COMMUNITY WIDE WAYFINDING DESIGN & IMPLEMENTATION Total Ranking

1.1 Communication/Citizen Engagement community’s direction.

2017 Budget

2.1 Community Identity vilte, & programs.

Feel fully aware & understand

Beaumont is destination of choice: French Flair, Centre

4.2 Economic Development Beaumont redevelops Centre-ville/French heritage. -

5.2 Fiscal & Asset Management maintained.

6.2 People Servces an important role.

category: Funding Type

Beaumont’s infrastructure is safe and well

Beaumont makes available a range of programs. Safety plays

5 2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summa,y

14-45

14-46

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Overview

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ATTACHMENT 1

14-47

ATTACHMENT 2

Change Request Summary Change Request: 110-02 CUSTOMER SERWCE REPRESENTATIVE Budget Year: Change Request Type: GL Code:

2017 Change Request Stage: Publish Date:

Final HR

02-10-110-00-200

Supervisor:

Jesse Sopko Full Time 35 hrs/week

Department: Amount:

Workstation Required:

Yes

IT Required:

110- OFFICE SERVICES $71,800 No Yes

Position Type: HourslWeek:

Position Request

Ongoing:

Training Required:

Advertising Required: Term Position Start Date: -

Travel Required: Term Position

End Date:

Project Scope:

PURPOSE: The purpose of this request is for the Budget Committee to consider a bilingual (French and English) Customer Service Representative (CSR) position at the Town Office for recommendation to Council in the 2017 Budget. BACKGROUND: In response to the need to continue to meet the service needs of our customers, and in consideration of our growing community and the increasing programs and services being offered to the public, Administration is recommending the creation of a bilingual Customer Service Representative (CSR) position to be based out of the Town Office. The purpose of this position is to provide customer service to the public through the following means: in person, over the phone, through e-mail, and through an internal work request system that will be implemented in conjunction with the new Town website. The intent would be to have two individuals responsible for answering the large majority of inquiries the Town receives, as well as processing payments, at the front reception area of the Town Office. The creation of this position is part of a larger Customer Service Initiative, by which the public will be educated to direct all questions or requests for service to a central phone number and location. If, for some reason, the CSR staff do not have the detailed information required to answer a question, they would then follow-up with the required subject matter expert. Based on other communities that have a similar system in place, the expectation would be that 80% of the calls would be answered by the CSR. This position would allow for a change in the way customer service is provided by mandating that the vast majority of inquiries (80%) be answered at the first point of contact. The new website, which includes a work request and tracking system, will provide the capacity needed for the CSRs to answer questions, and when they do not have the answers, to create a work request that will ensure requests are tracked, followed-up on, and communicated back to the original requestor. The utilization of this software as well as software that is currently available to track incoming and outgoing phone calls, will provide Administration the metrics needed to benchmark our customer service and continue to make improvements over time. The time saved by having CSRs answering the majority of questions will increase capacity in all areas of the organization as the number of inquiries other staff members need to respond to would decrease. Also, in 2017, the Commuter Transit Service will be implemented and there will be a requirement for additional customer service inquiries. These general inquiries would be directed through the CSRs for response and follow-up. Oct 22. 2016 03:41 PM

Change Request Summary

14-48

Change Request Summary As Beaumont is an officially bilingual community, there have been a number of requests from the public for service in French. A bilingual CSR position would enable residents and other customers to receive service in French at the first point of contact, improving customer experience and reinforcing Beaumont’s community identity. Currently, senior bilingual staff are providing translation when requested, which is not the most efficient use of staff resources. FINANCIAL CONSIDERATIONS: $71,800 (includes salary, benefits, desktop computer, telephone and headset, and training) (Band 3, Step 3 position) PLANS / STANDARDS: 2016-2021 Strategic Plan Community Identity

—

Key Focus Areas: Communication/Citizen Engagement; People Services;

LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve a bilingual Customer Service Representative (CSR) position in the amount of $71,800 in 2017. 2. That the Budget Committee recommends the Council not approve a bilingual Customer Service Representative (CSR) position in the amount of $71 800 in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve a bilingual Customer Service Representative (CSR) position in the amount of $71,800 in 2017. Operating Budget Details Sub-department

GL Account

Description

Expense 110- OFFICE

200- FULL TIME WAGES

OBA (2017) CUSTOMER SERVICE REPRESENTATIVE OBA (2017) CUSTOMER SERVICE REPRESENTATIVE OBA (2017) CUSTOMER SERVICE REPRESENTATIVE OBA (2017) CUSTOMER SERVICE REPRESENTATIVE OBA (2017) CUSTOMER SERVICE REPRESENTATIVE

110 OFFICE

250

110- OFFICE

300- STATIONERY & SUPPLIES

110- OFFICE

430- ADVERTISING

110 OFFICE

490- DATA COMMUNICATIONS & INTERNET

EMPLOYEE BENEFITS

Total Expense

Oct 22, 2016 03:41 PM

2017 Budget

53,900 14,400 2,000 500 1.000 71,800

Change Request Summary

14-49

Change Request Summary Ranking Project

Ranking

110-02 CUSTOMER SERVICE REPRESENTATIVE 110-02 CUSTOMER SERVICE REPRESENTATIVE 110-02 CUSTOMER SERVICE REPRESENTATIVE Total Ranking

1.1 Communication/Citizen Engagement Feel fully aware & understand communitys direction. 6.1 People Services Beaumont has an engaged workforce that strive to make Beaumont better. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

Category: Funding Type

2017 Budget -

3 4 Aligns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiency/effectiveness OR demonstrates an acceptable rate of return OR is a Public Request. -

General:

Funding Source

General:

Oct 22, 2016 03:41 PM

Change Request Summary

Page 3

14-50

Change Request Summary Change Request: 749-11 CIRCULATION PUMPS - AQUA-FIT Budget Year:

2017

Change Request Type:

OBA

Change Request Stage:

GL Code:

02-70-749-00-520

Publish Date:

Supervisor:

Amanda Cuthbert

Department:

749 - AQUATIC CENTRE BUILDING

Ongoing:

Amount:

$50,000

Final OBA

Project Scope: PURPOSE: To provide recommendation for replacement of 5 circulation pumps and the addition of a Variable Frequency Drive System (VFD) at the Aqua-Fit Centre. BACKGROUND: Our current pumps are cast-iron with brass impellers covered with an epoxy coating. Not ideal for a salt water aquatic setting, however, annual maintenance has been done to extend the life of the pumps. This includes replacement of the impellers and motor. On average, we are replacing 2-3 impellers/year. We have had to replace the motor on one of the pumps already in 2016. The salt water is corroding the epoxy coating from the impellers, and internally corroding the brass impellers. The corroded impellers cause our motors to work harder to keep up to the appropriate flow set points. Our facility usage is increasing causing the chemical needed to sanitize the water to increase. We are running the risk of replacing up to 5 impellers on an annual basis. If we do not change the system, we will have to keep an inventory of pumps and parts to avoid business interruption. It takes 4-8 weeks for order and delivery of the pumps and parts. We cannot operate our pools without circulation or we would be forced to close a pool. Another challenge is our water pressure and water flow as we open and close valves during regular maintenance. There is a system that allows the valves on our main water supply to open slowly to eliminate the amount of pressure put on our pipes. Currently, when we manually open our valves on our fresh water intake, this causes a large pressure hammer that is causing damage to the pipes and requires us to replace broken pipes, fix leaks and flanges. The addition of a Variable Frequency Drive (VFD) to the pool circulation pumps can offer potential energy savings, while protecting the motor at the same time. Most VFD installations will pay for themselves quickly; normal payback will occur within 1 - 2 years through energy savings. FINANCIAL CONSIDERATIONS: Over the past 4 years, we have spent $28,000 on circulation pump parts. (Average: $7,000/year) Estimated expense to maintain current circulation pumps over the next 4 years is $60,000. (Average: $15,000/Year) Annual Maintenance = $22,000 Current pumps should have had a 20 year life, they have not lasted more than 6 years. Estimated expense to purchase new circulation pumps with VFD system is $50,000. They are expected to have a life of 15 years = $3,333/year. Payback is equal to the cost of new pumps divided by the current annual maintenance less the future annual maintenance. $50,000/($22,000 - $2,000) = 2.5 years. There is a 1 year warranty for the new system. PLANS / STANDARDS: Oct 24, 2016 01:19 PM

Change Request Summary

Page 1

14-51

Change Request Summary Public Health Act, Public Swimming Pools Regulations Alberta Health Pool Standards LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Photo of corroded impeller 2. Automated Aquatics quote 3. Gateway Mechanical Services 4. Arndt Motor & Pump Services 5. Photo of broken pipe ALTERNATIVES: 1. That the Budget Committee recommends the Council approve additional funding in the amount of $50,000 for new circulation pumps and Variable Frequency Drive System in 2017. 2. That the Budget Committee recommends the Council not approve additional funding $15,000 annually to operating budget to replace motors and impellers starting in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve additional funding in the amount of $50,000 for new circulation pumps and Variable Frequency Drive System in 2017. Operating Budget Details Sub-department

GL Account

Description

520 - MAINTENANCE AND REPAIR

OBA (2017) CIRCULATION PUMPS

2017 Budget

Expense 749 - AQUABDG Total Expense

50,000 50,000

Ranking Project

Ranking

749-11 CIRCULATION PUMPS - AQUAFIT 749-11 CIRCULATION PUMPS - AQUAFIT 749-11 CIRCULATION PUMPS - AQUAFIT 749-11 CIRCULATION PUMPS - AQUAFIT Total Ranking

2.1 Community Identity - Beaumont is destination of choice: French Flair, Centreville, & programs. 5.1 Fiscal & Assest Management - Beaumont receives revenue from all available sources. 5.2 Fiscal & Asset Management - Beaumont's infrastructure is safe and well maintained. 6.2 People Services - Beaumont makes available a range of programs. Safety plays an important role.

Category:

2017 Budget 1 1 1 1 4

2 - Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan.

Funding Type - General: Funding Source - General:

Oct 24, 2016 01:19 PM

Change Request Summary

Page 2

14-52

ATTACHMENT 1

CANADA

LTD

15442 131 Avenue Edmonton, Alberta T5V OA1 Telephone: (780)468-3261 Toll Free: (800)661-6444 Fax: (780)465-5398 Email: fa ntastic.h2o. brent@telus.net

Circulation Pump Replacement Proposal June 26, 2015 Requested by: Jeff Leclerc S & D Aqua-Fit Centre 5001 Rue Eaglemont Beaumont AB, T4X 0H9 As per your request, please consider our price for the supply only of the following new circulation pumps: 23SH2N74K5 Stainless Steel End Suction Pump c/w 20 HP 575V ODP Motor (Main PF-1) Stainless Steel End Suction Pump c/w 15 HP 575V ODP Motor (Leisure PF-2) -

285H4M74T5

28SH4M74D5 28SH4M74D5

Stainless Steel End Suction Pump c/w 15 HP 575V ODP Motor (Hot Tub PF-3) Stainless Steel End Suction Pump c/w 15 HP 575V ODP Motor (Hot Tub Jet PF-4) -

22SH4J74E5

Stainless Steel End Suction Pump c/w 5 HP 575V ODP Motor (Slide PF-5)

Total: $24,465.00 VFD Package

â&#x20AC;&#x201D;

one drive for each pump quoted above

Total: $13,800.00 Prices do not include GST and are FOB delivered to site. All Freight, Customs and Brokerage Charges are paid to the designated FOB point. Delivery is 6-8 weeks from receipt of order. Payment is due 30 days from our shipping date. Quotation is valid for 30 days. Should you require additional information, please do not hesitate to call. Thank you. Best Regards,

Brent Miller, Sales Administrator

14-53

14-54

14-55

— —

—

ATTACHMENT 3

Change Request Summary Change Request: 620-04 DUDCP IMPLEMENTATION: FRENCH WLLAGE DESIGN GUIDELINES & RELATED LAND USE BYLAW AMENDMENTS Budget Year: 2017 Change Request Type: OBA Change Request Stage: Final OBA GL Code: 02-60-620-00-440 Publish Date: Supervisor: Joanne Dargis Department: 620 DEVELOPMENT Ongoing: No Amount: $15,000 -

Project Scope:

PURPOSE: The purpose is to request an increase in funding to complete a review and amendment of the French Village Design Guidelines and related Land Use Bylaw amendments, pursuant to the Downtown Urban Design Concept Plan. BACKGROUND: The Downtown Urban Design Concept Plan (DUDCP) approved in July 2015 provides a number of implementation recommendations. The Land Use Bylaw (LUB) is the primary guiding document for the development of land, and it is recommended that a number of amendments be completed to the Bylaw in order to encourage quality public development in our community and in the Centre-Ville area. Further, it is also recommended that the French Village Design Guidelines be reviewed to determine whether they are currently a deterrent to development and what improvements could be made to both the design guidelines and how they are administered and applied. The Land Use Bylaw amendments in the Centre-Ville area and the French Village Design Guidelines review should be conducted concurrently. These amendments to the LUB are critical to ensure that the DUDCP is implemented as considered. During 2016, there have been a number of expressions of interest to develop in the Centre-Ville area. As staff work through the DUDCP and the LUB with these potential projects the inconsistencies between the documents make it difficult for staff to work with potential developers to achieve the intended vision. The CARP is also scheduled to be revised in 2017 and this would align with that. Based on an independent consultant’s estimate, the review of the French Village Design Guidelines itself will require total funding of approximately $25,000. This is a $15,000 increase from the original estimate of $10,000. The anticipated cost to work with a consultant, conduct public engagement opportunities and to present to Council will be as follows: $25,000 Land Use Bylaw amendments specifically for the Centre-Ville area (no change) $25,000- French Village Design review (increased from $10,000) $50,000 Revised Total -

Funding: $17,500 $17,500 $15,000 $50,000

2016 Carry Forward 2016 Approved Reserve for 2017 2017 Additional Funding Revised Funding Total

PLANS / STANDARDS: • Strategic Plan 2016-2021 • Capital Region Board Growth Plan: Not Applicable Oct 22, 2016 03:13 PM

Change Request Summary

14-56

Change Request Summary • • • •

Municipal Development Plan: Applicable Inter-Municipal Development Plan: Not Applicable Central Area Redevelopment Plan: Applicable Downtown Urban Design Concept Plan: Applicable

LEGISLATIVE AUTHORITY: Municipal Government Act, Sections 8 and 639 Land Use Bylaw ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the additional funding of $15,000 to create a total of $50,000 for the French Village Design Guidelines and Related Land Use Bylaw Amendments in 2017. 2. That the Budget Committee recommends the Council not approve the additional funding of $15,000 to create a total of $50,000 for the French Village Design Guidelines and Related Land Use Bylaw Amendments in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the additional funding of $15,000 to create a total of $50,000 for the French Village Design Guidelines and Related Land Use Bylaw Amendments in 2017. Operating Budget Details Sub-department

GL Account

Description

676- TRANSFERS TO RESERVES

OBA (2017) FVG AND LUB AMENDMENTS ADDITIONAL FUNDING REQUIRED

2017 Budget

Expense

620- DEVELOP

15,000

Total Expense

15,000

Ranking Project

Ranking

620-04 DUDCP IMPLEMENTATION: FRENCH VILLAGE DESIGN GUIDELINES & RELATED LAND USE BYLAW AMENDMENTS 620-04 DUDCP IMPLEMENTATION: FRENCH VILLAGE DESIGN GUIDELINES & RELATED LAND USE BYLAW AMENDMENTS 620-04 DUDCP IMPLEMENTATION: FRENCH VILLAGE DESIGN GUIDELINES & RELATED LAND USE BYLAW AMENDMENTS 620-04 DUDCP IMPLEMENTATION: FRENCH VILLAGE DESIGN GUIDELINES & RELATED LAND USE BYLAW AMENDMENTS

2.1 Community Identity Beaumont is destination of choice: French Flair, Centreville. & programs.

2017 Budget -

3.1 Complete Community residential assessment.

Beaumont makes substantial gains in attracting non-

4.1 Economic Development- Beaumont is moving to a res/comm ratio of 80:20.

4.2 Economic Development Beaumont redevelops Centre-ville/French heritage.

Total Ranking

Category:

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to -

maintain current service levels OR is required as part of an approved municipal plan. Oct 22, 2016 03:13 PM

Change Request Summaty

14-57

Change Request Summary Change Request: 020-01 CORPORATE REDESIGN

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-00-020-00-441 Nick Nilsen Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 020 COMMUNICATIONS -

$40,000

Project Scope:

PURPOSE: To redesign corporate branding and visual identity. BACKGROUND: Beaumont needs to update its corporate brand and visual identity guidelines to create a modern, progressive brand that truly reflects the community. An updated brand will include development of a logo that works across all media including print, social media, website, signs, trucks and machinery, flag, promotional items, and anywhere else the logo might appear. This Project will only be initiated once a final decision has been made regarding municipal status (town vs. city). The municipal status project will be initiated in early 2017. The scope of the work would include public and staff consultations to gather the thoughts and feelings of the residents. Deliverables would include template designs for business cards, email signatures, letterhead, web pages, social media posts, advertising, publications, town colours, and even the font we use on the website and in letters. There would also be a corporate style guide that staff can use as a reference, plus information sessions for staff and Council to learn why the new brand fits with what we learned from residents. With proper consultation, residents are likely to adopt the new look and feel a personal connection to the new brand and the rejuvenated community. As we prepare for the new reality when the annexation decision is announced—and whether the community decides to become a city or reaffirm its status as a town—the timing will be perfect to change the logo and brand to suit the new Beaumont. All of our comparable communities have upgraded their logos and corporate identity over the last five years or so. Beaumont’s current logo and guidelines have not changed for many years, with the logo itself dating to the early 1 990s, prior to the invention of the Internet. While many people do )ike the interim Beaumont Life is Better wordmark, it was put into use as a temporary measure and the residents were not consulted on its development. For a major change such as this, it is desirable to seek professional guidance to accurately capture the input of all stakeholders. 2017 $25,000 Contractor to develop consultation plan, works with residents, and create all the template material listed above. The new brand will be rolled out electronically in 2017. Print products will be replaced when current stock needs to be replenished in order to minimize waste and costs. The scope of work will see the majority of products changed to the new brand in Year 1. The new digital sign at the entrance to town will display the new brand for six seconds per minute for the foreseeable future. —

2018 $10,000— Contractor to be retained to continuing the transitioning of physical items as required, including a new flag and new signage at the entrances to Beaumont. As these are in need of refurbishment anyway, the costs_will_be_borne_by_the_appropriate_department(s)_as_operating_items. Oct 22, 2016 02:34 PM

Change Request Summary

14-58

Change Request Summary 2019 $5000

—

Contractor will be hired on an as needed basis to brand new products.

PLANS & STANDARDS: Strategic Plan 2016-2021, Section 2

Community Identity, page 9

LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: NIA ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Corporate Redesign in the amount of $25,000 in 2017, $10,000 in 2018 and $5,000 in 2019. 2. That the Budget Committee recommends the Council not approve the Corporate Redesign in the amount of $25,000 in 2017, $10,000 in 2018 and $5,000 in 2019. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Corporate Redesign in the amount of $25,000 in 2017, $10,000 in 2018 and $5,000 in 2019 in order to update the look and feel of the corporate brand, to better suit the current and future reality of Beaumont. Operating Budget Details Sub-department

GL Account

Description

Expense 020- COMM Total Expense

441

OBA (2017) CORPORATE REDESIGN

CONSULTING FEES

2017 Budget

25,000 25,000

Ranking Project 020-01 CORPORATE REDESIGN

Ranking 1.1 Communication/Citizen Engagement Feel fully aware & understand community’s direction. 1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 2.1 Community Identity Beaumont is destination of choice: French Flair, Centreville, & programs. -

020-01 CORPORATE REDESIGN

Total Ranking

2017 Budget 1 1 1 3

catego:

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

Funding Type General: -

Funding Source General: -

Oct 22, 2016 02:34 PM

Change Request Summaiy

14-59

Change Request Summary Change Request: 750-26 PULL BEHIND AERATOR & FERTILIZER SPREADER

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-70-750-00-520 Brian Brown No

Change Request Stage: Publish Date: Department: Amount:

Final OBA 750 PARKS $15,000 -

Project Scope: PURPOSE: To purchase a Toro Aerator and Lilly Fertilizer/Spreader for our Integrated Pest Management (1PM) Program. BACKG ROUND: These purchases tie in with our upcoming 1PM Program. In order to promote the use of an 1PM program, certain tasks need to be completed prior to using any herbicide. The aerator and fertilizer spreader are essential parts of a successful 1PM program. The aerator relieves compaction and allows for nutrients to permeate easier. The spreader allows for the efficient application of those nutrients. Rental of this specialized equipment is difficult. These two pieces of equipment should last for 10 years. You can fertilize four times the area with the same man power. The Pull Behind Fertilizer Spreader will save Beaumont approximately 4 staff hours per hectare. We have approximately 90 hectares of turf which = 360 staff hours @ $50/hour would save Beaumont approximately $18,000 annually. FINANCIAL CONSIDERATIONS: Aerator is approximately $8,000 and the spreader is approximately $7,000. PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Examples of Pull Behind Aerator and Fertilizer Spreader ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Pull Behind Aerator and Fertilizer Spreader in the amount of $15,000 in 2017. 2. That the Budget Committee recommends the Council not approve the Pull Behind Aerator and Fertilizer Spreader in the amount of $15,000 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Pull Behind Aerator and Fertilizer Spreader in the amount of $15,000 in 2017.

Oct 22, 2016 03:16 PM

Change Request Summa,y

14-60

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

520- MAINTENANCE AND REPAIR

OBA (2017) PULL BEHIND AERATOR & FERTILIZER SPREADER

2017 Budget

Expense 750- PARKS

15,000

Total Expense

15,000

Ranking Project

Ranking

750-26 PULL BEHIND AERATOR & FERTILIZER SPREADER 750-26 PULL BEHIND AERATOR & FERTILIZER SPREADER 750-26 PULL BEHIND AERATOR & FERTILIZER SPREADER

2017 Budget

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre yule, & programs. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role -

Total Ranking

Category: Funding Type

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source General: -

Oct 22, 2016 03:16 PM

Change Request Summary

14-61

ATTACHMENT 1

Pull Behind Aerator

Fertilizer Spreader

14-62

Change Request Summary Change Request: 750-02 ADDITIONAL FUNDS FOR INTEGRA TED TURF MANAGEMENT PROGRAM (INTEGRATED PEST MANAGEMENT) Budget Year: 2017 Change Request Type: OBA Change Request Stage: Final OBA GL Code: 02-70-750-00-440 Publish Date: Supervisor: Ilona Molnar Department: 750 PARKS Ongoing: Yes Amount: $50,000 -

Project Scope:

PURPOSE: To improve the turf quality and shrub beds in Beaumont. BACKGROUND: Limited herbicide use in the past five years has had an impact on turf management. As per Council approval (Interim Pesticide Management Strategy for 2016), weed control (vegetation management) is required for regulated noxious weeds in naturalized areas, broadleaf control in developed turf, and total control in shrub beds. We have 120 hectares of turf at a treatment cost of $460 per hectare. One application of 100 hectares $46,000. This does not include the shrub beds and naturalized inventory. Turf, shrub-be and naturalized inventory has been neglected for years, and in order to gain adequate control, most locations require repeated treatments. Leduc spends approximately $70,000 annually on broadleaf weeds treating between 140 and 160 hectares, $18,000 on noxious weed control treating 40-50 hectares, and $10,000 on beds and vacant lots, about 20 hectares (for a total of $98,000). Spruce Grove spends about the same but more on broadleaf applications, and additional fertilization on sports fields. Once control is obtained, a regular program treatment of 25% of turf will suffice dropping the annual budget to the $15,000 range. This should occur at year 4 of the program. Policy will be brought to council prior to Spring 2017 season. PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: Provincial Weed Control ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Additional Funds for Integrated Turf Management Program in the amount of $50,000 annually starting in 2017 for the next 4 years. 2. That the Budget Committee recommends the Council not approve the Additional Funds for Integrated Turf Management Program in the amount of $50,000 annually starting in 2017 for the next 4 years. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Additional Funds for Integrated Turf Management Program in the amount of $50,000 annually starting in 2017 for the next 4 years. Oct 22, 2016 03:16 PM

Change Request Summa,y

14-63

Change Request Summary Operating Budget Details Sub-department

GL Account

DescriptIon

440- CONTRACTED SERVICES

OBA (2017) Additional Funds for Integrated Turf Management Program should drop to $15,000 in 2021

2017 Budget

Expense 750

PARKS

50,000

Total Expense

50,000

Ranking Project

Ranking

750-02 ADDITIONAL FUNDS FOR INTEGRATED TURF MANAGEMENT PROGRAM (INTEGRATED PEST MANAGEMENT) 750-02 ADDITIONAL FUNDS FOR INTEGRATED TURF MANAGEMENT PROGRAM (INTEGRATED PEST MANAGEMENT) 750-02 ADDITIONAL FUNDS FOR INTEGRATED TURF MANAGEMENT PROGRAM (INTEGRATED PEST MANAGEMENT) Total Ranking

2.1 Community Identity yule, & programs.

Category: Funding Type

2017 Budget -

Beaumont is destination of choice: French Flair, Centre

5.2 Fiscal & Asset Management maintained.

6.2 People Services an important role.

Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well

Beaumont makes available a range of programs. Safety plays

3 2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source General: -

Oct 22, 2016 03:16 PM

Change Request Summaty

14-64

Change Request Summary Change Request: 620-02 PARKING IMPLEMENTATION IN CENTREVILLE Budget Year: Change Request Type: GL Code:

2017 OBA 02-60-620-00-440

Change Request Stage: Publish Date:

Final OBA

Supervisor:

Joanne Dargis

Department:

620 DEVELOPMENT

Ongoing:

Amount:

$20,000

Project Scope:

PURPOSE: To request funding for Parking Implementation in Centreville. BACKGROUND: The Downtown Urban Design Concept Plan (DUDCP) has identified certain actions to be conducted to facilitate the realization of concepts in the DUDCP. Specifically, Action 12 identifies a Downtown Parking Study be conducted to gain a better understanding of actual demand, and supply patterns in the downtown area to better inform future decisions around peripheral parking, number of stalls, new development regulations, assessment of walking distances and way finding. The Parking Study will be completed in 2016 by Watt Consulting Group and was presented to Council on October 11,2016. The Parking Study will help guide the LUB and future CARP (2018) revisions required to facilitate development in the downtown area. There will be costs associated Parking Implementation in Centreville, including engagement/information sessions, pro-active advertising, additional consultant advice, and amendments to the LUB. Options for Parking Implementation include: shared parking agreements, municipal parking lots (paid or unpaid), collecting cash-in-lieu of parking stalls according to Land Use Bylaw Parking requirements, and changing parking signage. Administration is estimating a Parking Implementation to cost a total of $20,000 in 2017. PLANS / STANDARDS: • Strategic Plan: 2016 2021 • Municipal Development Plan: Applicable • Central Area Redevelopment Plan: Applicable • Land Use Bylaw: Applicable • Downtown Urban Design Concept Plan: Applicable -

LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Parking Implementation in Centreville for $20,000 in 2017. 2. That the Budget Committee recommends the Council not approve the Parking Implementation in Centreville for $20,000 in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. Oct 22, 2016 03:13 PM

Change Request Summary

14-65

Change Request Summary RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Parking Implementation in Centreville for $20,000 in 2017. Operating Budget Details Sub-department

GL Account

Description

440- CONTRACTED SERVICES

OBA (2017) PARKING IMPLEMENTATION IN CENTREVILLE

2017 Budget

Expense 610

PLANNER

20,000

Total Expense

20,000

Ranking Project

Ranking

620-02 PARKING CENTREVILLE 620-02 PARKING CENTREVILLE 620-02 PARKING CENTREVILLE 620-02 PARKING CENTREVILLE 620-02 PARKING CENTREVILLE 620-02 PARKING CENTREVILLE Total Ranking

IMPLEMENTATION IN

IMPLEMENTATION IN IMPLEMENTATION IN

4.2 Economic Development Beaumont redevelops Centre-ville/French heritage.

IMPLEMENTATION IN

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role

IMPLEMENTATION IN

Category: Funding Type

2017 Budget

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre yule, & programs. 3.2 Complete Community Beaumont utilizes smart growth principles in its planning activities. 4.1 Economic Development Beaumont is moving to a res/comm ratio of 80:20.

4 Aligns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiencyleffectiveness OR demonstrates an acceptable rate of return OR is a Public Request. Taxes -

General:

Funding Source

General:

Oct 22, 2016 03:13 PM

Change Request Summary

14-66

Change Request Summary Change Request: 710-05 BEAUMONT SOCIETY FOR THE ARTS Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-70-710-00-600 llona Molnar No

Final OBA

Change Request Stage: Publish Date: Department:

710

Amount:

$30,000

RECREATION

Project Scope:

PURPOSE: To present the request from the Beaumont Society for the Arts. BACKGROUND: The Beaumont Society for the Arts forwarded a proposal to the Town for operational funding in 2017. The materials include a summary of all of the requests representing five separate art events and programs that are proposed for production during 2017 by the Beaumont Society for the Arts. The events are as follows: $ 8,123 Beaumont Theatre Festival $ 6,473 Town & Country Daze Melodrama $ 8,336 Festival des Beaux Arts $ 9,557 Beaumont Conference for the Arts $ 6,878 Community Choral Festival -

$38,367 Total -

PLANS / STANDARDS: 2016-2021 Strategic Plan LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: 1. Schedule A: Proposal package of Beaumont Society of the Arts. 2. Original letter and package sent by Beaumont Society of the Arts. ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the grant to the Beaumont Society for the Arts in the amount of $30,000 in 2017. 2. That the Budget Committee recommends the Council not approve the grant to the Beaumont Society for the Arts in the amount of $30,000 in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council to approve the grant to the Beaumont Society for the Arts in the amount of $30,000 in 2017.

Oct 22, 2016 03:16 PM

Change Request Summa,y

14-67

Change Request Summary Operating Budget Details Sub-department

GL Account

DescrIption

600- GRANTS & SUBSIDIES

OBA (2017) BEAUMONT SOCIETY FOR THE ARTS SUPPORT

2017 Budget

Expense 710

RECREAT

30,000

Total Expense

30,000

Ranking Project

Ranking

710-05 BEAUMONT SOCIETY FOR THE ARTS 710-05 BEAUMONT SOCIETY FOR THE ARTS 710-05 BEAUMONT SOCIETY FOR THE ARTS Total Ranking

Category: Funding Type

2017 Budget -

3 Aligns with Strategic Plan AND provides opprtuniiy to access matching or partnership funding OR is required as part of a partnership agreement. -

General:

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summaiy

14-68

Beaumont Society of the Arts Schedule A BSA has developed plans to produce five major arts & cultural events, utilizing the skills and talents of Beaumont-based artists as much as possible. These five events will be in addition to those arts & culture events which the Town of Beaumont already supports financially, such as the Blues &t Roots Festival. These new events will be a major thrust for the visibility and viability of arts, artists, arts and culture organizations and cultural development in Beaumont and district. The five events are: 1. A community theatrical production a play or a musical or similar stage production to be performed in February/March of 2017. 2. An ‘old western melodramatic’ show to be performed in conjunction with Town & Country Daze in June of 2017 —

3. The Festival des Beaux Arts, an arts showcase performance of music, dance and song, to be performed in conjunction with Alberta Culture Days in September of 2017 by Beaumont and district artists 4. A conference of artists and arts & culture organizations, to be held in October 2017, to serve as an educational ‘inservice’ type of meeting to keep us all au courant with developments in the arts community 5. A community Choral Festival, featuring Beaumont choirs and choral singers, including youth and school children, to be performed in association with Brighten Up Beaumont in December of 2017 BSA is ready and prepared to produce these five major artistic and cultural events in 2017, and annually thereafter. The cost to mount these four events during 2017 has been calculated at $29,738.

14-69

uO(T2o1 Beaumont Society for the Arts c/o 5001 58 Street Beaumont, Ab. T4X 1B8 29 June 2016

lions Bambrick, Director Recreation, Parks and Culture The Town of Beaumont 5600 49 Street Beaumont, AB T4X 1A1 Dear Msaibick: Attached please find a package of materials representing requests to the Town of Beaumont for consideration of operational funding for the 2017 fiscal year. The materials include a summary of all of the recjuests representing five separate arts events and programs that arc proposed for production during 2017 by the Beaumont Society for the Arts; and, the summary page is followed by detailed design programmes for each of the five events, accompanied by a detailed budget projection for each event. Would you be so kind as to enter this material into the Town of Beaumont’s budget planning process for 2017. Should you have any questions on the request for operational funding for these arts and cultural events, please contact me. I would be happy to discuss or provide you with arn additional informal ion, in person or otherwise. Please note also that a Capital Development Budget Request has been included on the Summary page, requesting consideration of partial funding for a feasibility study for an arts centre in Beaumont, beginning in late 2017. While this is a ‘high-level’ request at this point in time, we felt it important to place the request now to meet our strategic plan of working towards the construction of an arts centre in Beaumont. Should you have any questions or require further detail on our strategic planning thoughts for this future capital project. please contact me at your convenience, I would he happy to discuss same with yOU.

Thank you for your time and consideration and efforts in our behalf. They are all much appreciated. Yours truly,

____-f

L/)

Grant Tolley / President, BeaumoIit Society for the Arts

14-70

14-71

Date

Feasibility Study for capital development of a Beaumont Centre for the Arts to be conducted beginning October 2017

CAPITAL DEVELOPMENT BUDGET REQUEST 2017

15,000

39,367

8,123 6,473 8,336 9,557 6,878

Budget Request

ORG1NAL

Submitted 24 iune 2015

A Feasibility Study for an arts centre is projected at a total cost of $40,000, anticipated to begin in October of 2017 (in conjunction with the community needs assessment to be conducted at the Arts Conference on 21 October 2017) and continuing into 2018. Anticipated costs during fiscal 2017 to begin the study are $15,000, with the remaining $25,000 being required during fiscal 2018 to complete the study.

ticket sales & sponsorships to offset expenses by $1500 open public performance, free admission Contingent on $5000 Ab. Culture grant, otherwise total $13336 registration fee to offset expenses by $1500 free public performance Brighten up Beaumont addI event

Notes

BUDGET REQUESTS to the TOWN OF BEAUMONT SUMMARY 2017

3-4 Mar 2017 16-17 June 2017 22-23-24 Sept 2017 21-Oct-2017 8-9-10 Dec 2017

TOTAL OPERATIONAL BUDGET REQUEST 2017

Beaumont Theatre Festival Town & Country Daze Melodrama Festival des Beaux Arts Beaumont Conference for the Arts Community Choral Festival

Event Description

Beaumont Society for the Arts

BEAUMONT SOCIETY FOR THE ARTS BEAUMONT THEATRE FESTIVAL

—

DESIGN PROGRAMME 2017

The Beaumont Theatre Festival is conceived as a stage production designed to showcase theatrical performers from Beaumont and district, for the benefit and appreciation of Beaumont residents. This showcase event is intended to achieve a number of purposes: • Showcase Beaumont’s triple-threat dramatists and thespians: actors, singers and dancers, in a stage production • Provide Beaumont theatre enthusiasts with a theatrical production at a local venue, at a reasonable cost • Encourage children and youth in Beaumont to become involved in the performing arts • Demonstrate the need for professional theatre space in Beaumont Proposed venue: To Be Determined. The Drama Lab at Ecole Secondaire Beaumont Composite High School may be utilized; or, pending acquisition of an adequate stage microphone sound system, a gymnasium at one of Beaumont’s schools Proposed date: One or more performances on or about the weekend of 3-4 March 2017; precise date(s) to be determined in October 2016*. Performance time window: 1.5 to a maximum of 2 hours Theme: Artistic design of the 2017 production is currently (June 2016) under consideration; a specific production will be chosen in early September 2016. Producers/Director: Beaumont Society for the Arts will engage 3 paid (honorarium) producers: one lead producer, one assista nt-prod ucer-in-training, and a director • • • • • •

September 2016: engage producers and director October 2016: *secure venue booking, secure performance rights November-December 2016: auditions January 2017: rehearsals begin February 2017: design & print program, publicity and advertising (collaborating with Promotions Committee) February-March: dress rehearsal, performances (*precise date(s) to be determined October 2016)

Production expense projection attached.

Beaumont 5ocety for the Arts

2017 CommunIty Choral Festival

Design Programme

14-72

14-73

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 —

8,123

9,623

PRODUCTION TOTAL MINUS ANTICIPATED RECEIVABLES

458i

6501 100 1250 In collaboration with Promotions Committee 200 1500 Script by local artist anticipated 250 9165

12501

-1000 Offset revenue -500 Offset revenue

-_______

—

I’

Notes

Production Expense Projection

1500 1000 500 ESBCHS Drama Lab or other school gymnasium 0 465 Less if drama lab venue is used 100 150 Sound technician fees included in line 4

B] Budget j

NOTE: 1) Ticket sales anticipated revenue 100 X $10 2) Corporate sponsorships & donations 5 X $100

PRODUCTION TOTAL

A Category

Beaumont Society for the Arts

Producers, Director honoraria Professional_fees/honoraria:_performers, designers, technicians Venue rental, permits, associated costs Stage rental, draping, associated costs Lighting equipment costs, rental fees Safety/security, tools & equipment general Sound equipment co5ts, rental fees Sets Properties Wardrobe Make-up Advertising, communications, marketing Transportation, shipping, mileage allowance Licensing, royalties, SOCAN fees Cast, Crew, Volunteer recognition Sub-total_— Contingency-5%

J 1

Beaumont Theatre Festival 2017

BEAUMONT SOCIETY FOR THE ARTS TOWN & COUNTRY DAZE PERFORMANCE DESIGN PROGRAMME 2017 -

The Town & Country Daze performance is conceived as a production designed to showcase Beaumont’s dramatic performance artists, Beaumont’s playwrights, street performers and buskers Proposed venue: Outdoor plaza in Centre Ville (Shell Park)

to be confirmed

Proposed dates: One or more performances during the T & C Daze weekend Performance time window: 3/4 hours, possibly repeating for 2 or possibly 3 performances Theme: A light-hearted spoof of Beaumont’s history of settlement from First Nations through French and English and other new Canadians in the ‘old west’ melodrama style, utilizing a narrator/storyteller with volunteers from the audience for some ‘dress-up’ impromptu parts —

Producers: Beaumont Society for the Arts will engage 2 paid producers: one lead, one assistant-producer-in-train ing Professional local MC/Barker to be engaged Honoraria: Performers to be given an honorarium to cover royalty fees or other out-of-pocket expenses related directly to their performance Schedule:

• •

January: engage producer & writer & director; begin script development February: contact and engage prospective performers

• •

March: liaison with Promotions Committee, prepare advertising April: secure venue, confirm performers

• •

May: Publicity, rehearsals 16-17 June 2017: performances

Production expense projection attached.

Bumont Society for the Arts

2017 Town & Countrj Daze Performance

Design Programme

14-74

14-75

Stage rental, draping,_associated costs

Lightingequipmeritcosts,rentalfees

Contingency 5%

21 PRODUCTION TOTAL

18 Sub-Total --

17 Cast, Crew, Volunteer recognition

16 Licensing, royalties, SOCAN fees

14 Advertising, communications marketing, graphic 15 Transportation, shipping, mileage allowance

13 Make-up

12 Wardrobe

11 Properties

design,_pnnting

Sound equipment costs, rental fees (technician fee mci. line 4) 10 Sets

8 Safety,tools&equipment-gerieral

Producer(s)_honorarium

Professional fees/honoraria: performers, designers,_te chnicians Venue rental, permits, associated costs

Category

â&#x20AC;&#x201D;

Promotions Committee

Notes

6,473

308

6165

â&#x20AC;&#x201D;

Production Expense Projection

250 Script by local artist anticipated 250

100

500lln collaboration with

100

250

1501

465j

500

1500

1000

Budget

LB]

Beaumont Society for the Arts

Town Country Daze Melodrama 2017

BEAUMONT SOCIETY FOR THE ARTS FESTIVAL des BEAUX ARTS

—

DESIGN PROGRAMME 2017

Concept: The Festivcil des Beaux Arts is conceived as a production designed to showcase Beaumont’s vocalists and instrumental musical groups; and dancers and dance groups of any and all genres; and visual and literary artists: • • • • •

Ballet, Highland, Irish, Hip-Hop, Square Dancers, English/Scottish Country Dancers, Métis dancers Operatics, soloists, other vocalists eg. Barbershop quartets, duets, trios Instrumentalists, recitals eg. Casavant Frères Organ @ St. Vital parish Visual arts displays: photography, painting, sculpture, pottery, quilted & fabric art, poster art Literary arts displays presentations: books, local authors, graphic novels

The Festival will be mounted In collaboration with the Bibliothèque de Beaumont Public Library and with the Town of Beaumont Promotions Committee. •

The Festival will focus on providing performing-arts enhancements to the literary and visual-arts presentations already planned and undertaken, for some years, by the Promotions Committee and the Beaumont Public Library

Proposed venue: Beaumont Public Library; and (funding permitting) an amphitheatre setting (a special events clearspan ‘tent’ structure of adequate size) to be sited in a prominent public location in Beaumont Centre Ville Proposed dates: One or more performances 29 and 30 September and 1 October— in association with Alberta Culture Days and advertised as such Performance time window: each performance 1.5 hours, maximum of 2 hours including stage changeover time Theme: Specific numbers/time allotment to be assigned amongst vocalists, instrumentalists, dance groups Producers: Beaumont Society for the Arts will engage 2 paid (honorarium only) producers/organizers : one lead, one assistant-producer-in-training; one or both designated as Festival Music Director MC: Professional local broadcast journalist to be engaged (honorarium> as Master of Ceremonies Honoraria: Performing groups and other artists to be provided with an honorarium to cover royalty/licensing fees and to offset out-of-pocket expenses related directly to their performance/presentation Schedule: •

June: engage producers

•

July: secure venues, contact prospective performers proposals due mid-July August: plan program, brief performers, engage MC, pay fees Early September: design & print program; advertise through Promotions Committee, web, Beaumont News September 17-28: auditions, rehearsals; 29 & 30 September, 1 October: performances

• • •

—

Production expense projection attached.

Beaumont Society for the Arts

2017 Festival des Beaux Arts

Design Programme

14-76

14-77

1 Oct 2017

Properties

Make-up

Application will

be made to Alberta Culture

for a grant to

offset the

SUBTRACT unconfirmed Alberta Culture grant

Notes

Production Expense Projection

Alberta

Culture grant is NOT approved

â&#x20AC;&#x201D;

cost of these items.

13,336

635

12,701

2501

500 350

1000 In collaboration with Promotions Committee & Library

100

250

350

400

465

792

5244 Only Library and St. Vital Parish venues will be used

1500

1000

Budget

8,336

-5000

If the grant is approved, the Production Total requested from the Town of Beaumont w II be reduced by $5000.

[* NOTE:

PRODUCTION TOTAL

Contingency

27 PRODUCTION TOTAL if Alberta Culture grant is approved mid-July 2017) 28 29 NOTE: Alberta Culture requires as a condition of its grant that all 30 events and activities are free of admission fees and family-friendly

Cast, crew, volunteer recognition

18 Sub-total

14 Advertising, communications, marketing, graphic design, printing 15 Transportation, shipping, mileage allowance 16 Licensing, royalties, SOCAN fees

12 Wardrobe

Sets

rental $1.75 X 200

Sound_equipment_rental fees

Lighting equipment rental fees

Clearspan tent rental 12m x 20m

Stage rental, draping, associated costs

Producer(s)_honorarium

Professional fees/honoraria: MC, performers, technicians

[

Beaumont Society for the Arts

Category

Sept

29-30

Festival des Beaux Arts

BEAUMONT SOCIETY FOR THE ARTS BEAUMONT & DISTRICT ARTS & CULTURE CONFERENCE

—

DESIGN PROGRAMME 2017

The Beaumont and district Arts & Culture Conference is conceived as a public consultation forum designed to bring Beaumont and district artists, arts and cultural organizations, arts aficionados and arts audiences together to: •

Hear the wisdom of a high-profile keynote speaker on the state, status and future of the arts and culture in Canada, Alberta and Beaumont

•

Undertake an arts community Needs Assessment re: future Arts Centre (morning 3 hours) o Professionally facilitated by GoA facilitators or an architectural firm

•

Participate in seminar-style discussion and learning groups (afternoon 1/2 day) relating to: o Arts event Planning and Production School, including: (1 hour) • Event planning basics • Technical training (light and sound and stage management) for arts and cultural events o Funding sources for arts and culture initiatives (1 hour) o [Session 3 topic to be determined] (1 hour) o [Session 4 topic to be determined] (1 hour) o

• •

Next steps-Where do we go from here: strategic planning for the arts and arts organizations in Beaumont (20 minutes)

Enjoy closing entertainment/performance by one or more Beaumont artists or arts organizations (30 minutes) Partake of the culinary arts of Beaumont restaurateurs—breakfast, lunch comfort break foods catered by one or more Beaumont restaurant sponsors-in-part

Proposed venue: CCBCC

—

great hall, 2 break-out rooms, kitchen

Proposed date: Saturday 21 October 2017, 8 am

—

5 pm

Theme: (to be confirmed) Arts & Culture in Beaumont —Toward Bricks & Mortar Attendance: Attendance is anticipated at 50+ persons from Beaumont and 15 Leduc County residents • A request for pro-rata funding to cover Leduc County residents will be made to Leduc County Council Producers: Beaumont Society for the Arts will engage 2 producers • One lead producer will work with one assistant this is a matter of training policy with Beaumont Society for the Arts in an effort to provide production training for young artists, providing leadership continuity into the future —

Professional Services: • • •

professional local MC to be engaged professional session facilitator(s) to be engaged from Alberta Culture local culinary artists/restaurateurs/catering service to provide coffee, comfort-break snacks, lunch o consideration to be given to a registration fee to offset food costs

Honoraria:

aeumont Society for the Arts

2017 Arts & culture Conference

DesIgn Programme

14-78

•

Performing group to be given an honorarium to cover royalty fees or other out-of-pocket expenses related directly to their performance

•

Master of Ceremonies

•

Keynote Speaker

•

Producers

•

Seminar facilitators (may be available gratis from government of Alberta)

Schedule: •

•

July: engage producers; book CCBCC venue August: engage key players keynote, MC, facilitators, entertainment, food service August: plan & implement advertising, marketing, website —commence conference registration September: plan program details, brief on-stage participants

•

October 21: Conference roll-out

• •

—

Costs: Production expense projection is attached. NOTE: this expense projection does not include provisions for hosting Leduc county residents a separate request to Leduc County council will be made to cover pro-rated costs associated with hosting Leduc County residents at this conference. —

Beaumont Society for the Arts

2017 Arts & Culture Conference

Design Programme

14-79

14-80

Cast, Crew, Volunteer recognition

(anticipated)

26 27 PRODUCTION TOTAL

25 additional hospitality costs ——

11,057

3000

250

2250 100

950 792 465 100 400

750

1000 1000

Budget

[ $

Quoted @$50/person X 60 attendees (at 2016 rates)

Notes

Production Expense Projection

to confirmation

rise

by $25/person if registrations exceed 60 persons

0 Unconfirmed sponsorship income; requirements will

subject

Figure includes full hospitality expenses

[

-1500 Registration fee

9,557

[553

X41 I$

—___________

24 Corporate sponsorship may be pursued to partially offset

23 Registration fee $25/person X 60 attendees

22 Offsetting Income Receivables:

20 Contingency- 5%

18 Catering/hospitality: continental breakfast, business_lunch, coffee 19 Sub-total

Professional fees/honoraria: performers, designers, technicians

Venue rental-CCBCC Stage rental, draping, associated costs Lighting equipment costs, rental fees Safety/security, tools & equipment general Sound equipment costs, rental fees Sets Properties Wardrobe Make-up Advertising, communications, marketing, website development Transportation, shipping, mileage allowance

6 7 8 9 10 11 12 13 14 15 16

KeynoteSpeakerhonorarium

Category

Beaumont Society for the Arts

Producer(s) honorarium

Beaumont Arts Culture Conference 21 Oct 2017

BEAUMONT SOCIETY FOR THE ARTS

COMMUNITY FESTIVAL CHORAL

—

DESIGN PROGRAMME 2017

The Community Festival Choral is conceived as a production designed to showcase Beaumont’s choral singers and groups, welcoming numbers from soloists and choral groups up to and including full choirs: • church choirs • community choirs • school/student choirs (including handbell instrumentals) • choral groups o women’s chorus o men’s chorus o mixed chorus Proposed venue To Be Determined (in order of preference due to presence (or lack) of 200+ seating, platform/stage, organ & piano, lighting, sound system and hall with high acoustical quality): 1. St. Vital Parish Church • NOTE: St. Vital Parish Church in Beaumont is the most prominent heritage feature of the town, —

housing a rare Casavant Frères (historic Quebec organ manufacturing company) organ dating from th the early 20 century. The Town of Beaumont is also home to a number of accomplished organists who will be invited to perform in a Recital of classical and sacred organ music. A school-based youth Handbell Choir may augment this performance as a special interlude to the organ recital. Expected attendance at this event is 200+ persons; multiple performances on subsequent days are contemplated as attendance is expected to exceed venue seating capacity for a single performance. 2. 3. 4. 5.

LDS Church Eaglemont Christian Church Ecole Beaumont Composite High School CCBCC

Proposed date: One or more performances on 24 November 2017 Christmas festival, and advertised as such.

—

in association with Brighten Up Beaumont

Performance time window: 1.5 hours, maximum of 2 hours including stage changeover time Theme: Christmas-themed carols and hymns; spirituals; instrumentals; classicals eg. Messiah numbers and bet canto operatics. Specific numbers/time allotment to be assigned amongst engaged choral groups and performers Producers: Beaumont Society for the Arts will engage 2 paid (honorarium) producers: one lead designated as Music Director, one assistant-producer-in-training MC: Professional local broadcast journalist to be engaged (honorarium) as Master of Ceremonies Honoraria: Performing groups and other artists to be provided with an honorarium to cover royalty/licensing fees and to offset out-of-pocket expenses related directly to their performance/presentation Schedule: •

June: engage producers

• •

July: select dress rehearsal & performance date(s)& times, secure venue August: contact prospective performers proposals due 31 August

•

September: plan program, brief performers

—

Oeaumont Society for the Arts

—

rehearsals begin

2017 community Choral Festival

Design Programme

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• • •

October: engage MC, pay fees November: design & print program; advertising through Promotions Committee November 23: dress rehearsal. November24 (and/or November 25, 26): performance(s)

Production expense projection attached.

BeaumontSociety for the Arts

2017 Community choral Festival

Design Programme

14-82

14-83

21 PRODUCTION TOTAL.

19 Contingency-5%

18 Sub-total

17 Cast, Crew, Volunteer recognition

14 Advertising, graphic design & Program printing 15 Transportation, shipping, mileage allowance 16 Licensing, royalties, SOCAN fees

13 Make-up

12 Wardrobe____________________________________

11 Properties

10 Sets

Safety/security, tools & equipment general Sound equipment costs, rental fees

7 —

Stage rental, draping, associated costs Lighting equipment costs, rental fees

Professional fees/honoraria: performers, designers,_techs,_MC Venue rental, permits, associated costs

Producer(s) honorarium

Category

space

in local church facility

Production Expense Projection

7,576

361

7215

500

850 In collaboration with Promotions Committee 100

rental or construction allowance 500Allowance for performance groups’ wardrobe 100

250Announcer’s podium

750Seasonal decorations, Christmas lights, wreaths, tree

400

300 Artificial non-flame candles

465

250

C Notes

250. Possible donation of venue

1000

Budget

Beaumont Society for the Arts

Community Chorale Festival 24-2.67 Nov 2017

Change Request Summary Change Request: 710-03 LE TOUR DE L’ALBERTA Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-70-710-00-431 Kerry Hilts Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 710 RECREATION $3,200 -

Project Scope:

PURPOSE: The purpose of this memo is to provide the Budget Committee with the request for funding for the Le Tour de I ‘Alberta to support their annual event to be held in Beaumont in July of each year. BACKGROUND: At its meeting of September 27, 2016, Council resolved to support the Le Tour de I’Alberta as an annual event in Beaumont, and to direct the funding request of $3,200 to the yearly budget process for consideration. The Town of Beaumont extended support to the event in 2016 with a $1,000 donation for additional advertising and with an in-kind donation of $900 for facility rental costs in the Ken Nichol Regional Recreation Centre. Facility staff assisted with the planning, preparation and the on-site logistics of the event. The total cost of the event in 2016 was $3,200. On July 24, 2016, Le Tour de l’Alberta was held in Beaumont with over 800 riders participating in the one day event. The event also ran a family fun ride within the Town limits (75 riders). This was a very successful event with great media coverage, sponsorships and community volunteers. Le Tour de l’Alberta (TDA) began in 1994 and became a popular club ride for members of the Edmonton Bicycle and Touring Club (EBTC) to celebrate Le Tour de France, explore surrounding local French Communities, and to promote recreational cycling by participants of all ages and abilities. It is organized for the last day of Le Tour de France. It is a fully supported ride with 50 km, 100 km, and 165 km rides that include cyclists from across Alberta. The Tour includes rest stops allowing the riders the chance to stop and enjoy the local French heritage. The organizing group is proposing that the event becomes an annually hosted event in Beaumont with the same funding support each year. FINANCIAL CONSIDERATIONS: The annual contribution for advertising, facility rentals and staffing is $3,200. PLANS / STANDARDS: 2016-2021 Strategic Plan

—

Key Focus Areas: Community Identity; People Services

LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) 2017 Operating Budget ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the annual budget request of $3,200 for Le Tour de l’Alberta when held annually in Beaumont each year. Oct 22, 2016 03:16 PM

Change Request Summaiy

14-84

Change Request Summary 2. That the Budget Committee recommends the Council not approve the annual budget request of $3,200 for Le Tour de l’Alberta when held annually in Beaumont each year. 3. That the Budget Committee recommends to Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the the annual budget request of $3,200 for Le Tour de l’Alberta when held annually in Beaumont each year. Operating Budget Details Sub-department

GL Account

DescriptIon

431

OBA (2017) LE TOUR DE L’ALBERTA

2017 Budget

Expense 710- RECREAT

PUBLIC RELATIONS

3,200

Total Expense

3,200

Ranking Project

Ranking

710-03 LE TOUR DE [‘ALBERTA

2017 Budget

2.1 Community Identity Beaumont is destination of choice: French Flair, Centreyule, & programs. 5.1 Fiscal & Assest Management Beaumont receives revenue from all available sources. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

71 0-03 LE TOUR DE L’ALBERTA

710-03 LE TOUR DE [ALBERTA

Total Ranking

1 1 1 3

category:

3 Aligns with Strategic Plan AND provides opprtunity to access matching or partnership funding OR is required as part of a partnership agreement. -

Funding Type General: -

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summary

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Change Request Summary Change Request: 710-04 SUPER WSOR, RECREATION & CULTURE Budget Year:

2017

Change Request Type:

Position Request

GL Code:

02-70-710-00-210

Publish Date:

Supervisor: Position Type: HourslWeek: Ongoing:

Ilona Molnar Part Time with Benefits

Department: Amount: Workstation Required: IT Required: Training Required:

17.50

Yes

Term Position Start Date: -

Change Request Stage:

Final HR 710- RECREATION $45900 Yes Yes

Advertising Required: Travel Required: Term Position

End Date:

Project Scope:

PURPOSE: To request a Supervisor, Recreation & Culture part time position (0.5 FTE) to oversee the day to day operations of Recreation & Culture. BACKGROUND: The Director, Recreation & Culture is in direct supervision of various front line staff (Community Program Coordinator, Community Event Coordinators, and the Facility Booking Clerk) while also directing the work of two service area Supervisors [Supervisor, Parks & Facilities and the Supervisor, Aqua-Fit Centre]. The new Supervisor of the Beaumont Community Centre (CCBCC) will become part of that team shortly. Combining the high level long term planning, directing and managing with front line decision making, as well as, direct supervision and effective support of staff, makes it difficult to implement long term planning, program & policy development. It is proposed that the position of Supervisor, Recreation & Culture be added to this area to take on the direct supervision for the Program, Event & Facility service areas. Further, this will allow for sufficient time and staff power for the required long term planning and project managing for all areas under the umbrella of the Director, Recreation, Parks & Culture. With our growing community and increased service levels, this position would assist in maintaining and enhancing the excellent community work we are advancing in the recreation and culture areas. PLANS I STANDARDS: 2016-202 1 Strategic Plan LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Part Time Supervisor, Recreation & Oct 22, 2016 03:41 PM

Change Request Summaiy

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Change Request Summary Culture position in the amount of $45,900 in 2017 (0.5 FTE). 2. That the Budget Committee recommends the Council not approve the Part Time Supervisor, Recreation & Culture position in the amount of $45,900 in 2017 (0.5 FTE). 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Part Time Supervisor, Recreation & Culture position in the amount of $45,900 in 2017 (0.5 FTE). Operating Budget Details Sub-department

GL Account

Description

430 ADVERTISING

OBA (2017) SUPERVISOR RECREATION AND PARKS OBA (2017) SUPERVISOR RECREATION AND PARKS OBA (2017) SUPERVISOR RECREATION AND PARKS OBA (2017) SUPERVISOR RECREATION AND PARKS OBA (2017) SUPERVISOR RECREATION AND PARKS OBA (2017) SUPERVISOR RECREATION AND PARKS

2017 Budget

Expense 710

RECREAT

710- RECREAT

290- COURSES & TRAINING

710- RECREAT

300- STATIONERY & SUPPLIES

710- RECREAT

490- DATA COMMUNICATIONS & INTERNET 280- TRAVEL

710

RECREAT

710- RECREAT

210- PART TIME WAGES

500 800 2,000 2,500 200 39,900

Total Expense

45,900

Ranking Project

Ranking

710-04 SUPERVISOR, CULTURE 710-04 SUPERVISOR, CULTURE 710-04 SUPERVISOR, CULTURE 710-04 SUPERVISOR, CULTURE

RECREATION & RECREATION & RECREATION & RECREATION &

2017 Budget

1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 8.1 People Services Beaumont has an engaged workforce that strive to make Beaumont better. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

Total Ranking

1 4

category:

4 Ahgns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiency/effectiveness OR demonstrates an acceptable rate of return OR is a Public Request. -

Funding Type General: -

Funding Source General: -

Oct 22, 2016 03:41 PM

Change Request Summa,y

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Change Request Summary Change Request: 720-03 PROMOTIONS COMMITTEE EVENTS Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA

Change Request Stage: Publish Date: Department: Amount:

02-00-010-00-432 Ilona Molnar Yes

Final OBA 720 COMMUNITY EVENTS -

$43,600

Project Scope:

PURPOSE: To request additional funds for Advertising, Promotion Committee Events, Contracted Services and Appreciation within Community Events. BACKGROUND: Advertising Costs: Budget increases requested due to general increases in print advertisement and road sign expenses, $12,100. Event Costs: With the increasing attendance and popularity of the promotion committee events, the event sizes need to be increased to accommodate all attendees, and continue the successful promotion of the municipality. There are 5 events the Promotions Committee have highlighted as requiring more funding to meet growth. In addition to the Promotions Committee events, there is a request for funding for promotional materials for Canada’s 150th anniversary in 2017, $26,000. Contracted Services: Costs for all services naturally rise from year to year, yet there has not been an increase in some of these project codes since prior to 2015. We are requesting slight increases in the Graphic Design costs as we are having to spend more time finessing the contributing partnerships and sponsorship portions of these files, and as such have more input on edits. The cost of renting the large event tents has also risen significantly; this is the large portion of the requested increase. Our events (specifically Canada Day and Town & Country Daze) rely on having these tents for shelter from both the sun and rain, $3,000. Appreciation: This requested increase is strictly to cover the dramatic increase to the Volunteer Appreciation event budget. With more than 30% increase in attendance in 2016 over 2015, and the rental costs of the new venue (CCBCC), the current budget will not cover all expenses, $2,500. PLANS & STANDARDS: • Strategic Plan 2016-2021: Key Focus Area

—

Community Identity, Complete Community

LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Appendix I Budget Increase Request Itemization 2. Appendix II Event Backgrounds & Promotions Committee Recommendations 3. Appendix Ill Budget Request Prioritization —

—

ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the increase to the Promotions Committee Events in the amount of $43,600 in 2017. 2. That the Budget Committee recommends the Council not approve the increase to the Promotions Committee Events in the amount of $43,600 in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. Oct 22, 2016 03:16 PM

Change Request Summaiy

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Change Request Summary RECO MM EN DATI ON S: 1. That the Budget Committee recommends the Council approve the increase to the Promotions Committee Events in the amount of $43,600 in 2017. Operating Budget Details Sub-department

GL Account

Description

720- EVENTS 720- EVENTS 720- EVENTS

432- MARKETING & PROMOTIONS 430- ADVERTISING 440- CONTRACTED SERVICES

720

433 APPRECIATION

OBA (2017) PROMOTIONS COMMITTEE OBA (2017) PROMOTIONS COMMITTEE OBA (2017) PROMOTIONS COMMITTEE Lent rental OBA (2017) PROMOTIONS COMMITTEE town volunteer event OBA (2017) PROMOTIONS COMMITTEE AS Francophone Day OBA (2017) PROMOTIONS COMMITTEE 150th Birthday Canada Day

2017 Budget

Expense

EVENTS

432- MARKETING & PROMOTIONS

720

432

EVENTS

2,500

720- EVENTS -

23,000 12,100 3,000

MARKETING & PROMOTIONS

1000

2,000

Total Expense

43,600

Ranking Project

Ranking

720-03 PROMOTIONS EVENTS 720-03 PROMOTIONS EVENTS 720-03 PROMOTIONS EVENTS 720-03 PROMOTIONS EVENTS Total RankIng

COMMITTEE

Funding Type

COMMITTEE

Category:

2017 Budget

1.1 Communication/Cibzen Engagement Feel fully aware & understand communityâ&#x20AC;&#x2122;s direction. 1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 2.1 Community Identity Beaumont is destination of choice: French Flair, Centreyule, & programs. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role -

1 1 1 1 4

General:

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summary

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APPENDIX I Budget Increase Request Itemization Increase to current project codes: Project Code AB Cultural Days Advertising AB Cultural Days Event* Brighten Up Beaumont Advertising Brighten Up Beaumont Event th Canada Day 150 Promo Materials Canada Day Advertising Canada Day Event Canada Day Tent Rental Communities in Bloom Activities Communities in Bloom Advertising Communities in Bloom Graphic Design Family Day Advertising Family Day Event Francophone Event Fra ncophone Advertising General Event Expenses Janitorial Services (removed) Program Guide Advertising Remembrance Day Advertising Remembrance Day Event Town & Country Daze Advertising Town & Country Daze Graphic Design Town & Country Daze Tent Rental Town & Country Daze Weekend Volunteer Appreciation Event Subtotal Increase

$0.00 $2,000.00 $18,000.00 $3,500.00 $4,500.00 $3,500.00 $500.00 $2,000.00 $3,500.00 $2,000.00 $1,500.00 $3,000.00 $600.00 $2,000.00 $2,000.00 $5,200.00 $3,500.00 $600.00 $3,500.00 $25,000.00 $6,500.00

Requested 2017 Budget $2,500.00 $4,000.00 $3,000.00 $17,500.00 $2,000.00 $2,000.00 $24,000.00 $5,000.00 $4,700.00 $3,500.00 $600.00 $2,100.00 $8,500.00 $3,000.00 $2,100.00 $3,200.00 $0.00 $2,600.00 $2,000.00 $5,400.00 $6,000.00 $700.00 $5,000.00 $33,000.00 $9,000.00

$115,400

New project codes requested: Project Code Event Photography Printing

12 events @ $300 per event 11 events @ $300 1 event (T&C Daze) @ $700

Increase Total Budget Increase Request

Current 2016 Budget $2,000.00 $4,000.00 $2,000.00 $14,500.00

$151,400 $36,000

Requested 2017 Budget $3,600 $4,000

$7,600 =

$43,600

14-90

Appendix II Event Backgrounds & Recommendations:

The following provides background information and recommendations from the Promotions Committee for line items with a requested increase of $3,000 or higher. 1.

Town & Country Daze The Town of Beaumont Promotions Committee has continually provided free children’s activities and entertainment for families to enjoy as part of the entire weekend of activities during Town & Country Daze. In 2016, a variety of activities and entertainment were provided at the Ken Nichol Regional Recreation Centre with approximately 5,000 people attending over the course of the day. The Promotion Committee worked very diligently this past year to create win-win partnerships and relationships with local community groups to host event activities and increase offerings for the public without increasing event expenses. These community groups donated their time and services in exchange for promoting their organization at the event (display table, banner & promotional materials). The group investment summaries totaled a value of approximately $5000 (including prep time, activity man hours, and supplies). The Promotions Committee would like to increase the length of each of their activities to run the full duration of the event. Over the past several years activity times have had to be staggered as there are limited funds and all the activities cannot run the full duration of the event. The requested increase would also allow for additional, quality stage performers to be hired. On average one quality stage act costs approximately $1000 $2000. (In 2015, the Magician cost $1800, and in 2016, the Circus Act cost $1785). -

In 2016, a third of the event budget was sponsorship and in-kind donations. Although these sponsorship dollars and donations help and will continue to be sought after, we cannot rely on these as they are not guaranteed each year. 2.

Canada Day The Canada Day Event is the Town of Beaumont’s celebration of our nation’s birthday. Activities offered in past years include bouncy houses, glitter tattoos, crafts, dancing, live music, bike parades and Zumba demonstrations. In 2016, beer gardens and graffiti demonstrations were a few of the activities added to the celebration’s line-up. The Promotions Committee have decided to make it a priority to put on an event that will attract our residents from seeking out other municipal events, i.e. Edmonton and Strathcona County. This can be accomplished by hiring higher quality entertainment and providing new, enticing activities. Ideally the event length could be increased which would allow for a greater seletion of the communities demographic to participate. As the event is currently a night event, families with

14-91

young children often do not attend. The 2016 event was extended over the previous year by two hours. For a longer event, we would need more activities to fill our time slots and to increase the hours of existing activities and entertainment. For reference, Sherwood Park has a population of 68,782 and their attendance for Canada day is 30,000 which is approximately 44% of their population and their event is 7.5 hours. 3.

Family Day Family Day is the Town of Beaumontâ&#x20AC;&#x2122;s celebration of family and community. This event brings members of our community together for a fun filled afternoon that includes a toonie swim, sleigh rides, glitter tattoos, kids craft and cookie decorating. This event has had a growing attendance, and as our town continues to grow, this event expects to continue to see growth. Our current venue is the Aqua Fit, and although this is a valued venue, space constraint with the size of the facility as well the large line ups for the membershipâ&#x20AC;&#x2122;s sales restrict the activities we can do as a part of the event. In evaluating the 2016 Family Day event, we identified the need to include additional activities in our future events to add diversity and engage as many people as possible. These activities will include maple syrup taffy making and outdoor winter activities such as skating and other winter fair type activities. We have also identified a need to switch venues to accommodate these additional activities, and allow more space for the event. The Promotions Committee would like to request a budget adjustment of $5000 to enhance the Family Day event and make it a memorable day where our community comes together.

Brighten Up Beaumont

Brighten up Beaumont began as the Town of Beaumontâ&#x20AC;&#x2122;s Christmas celebration. This event has been happening for over 15 years and includes horse drawn sleigh rides, hot chocolate, Christmas oranges, cookie decorating, crafts, reindeer and fireworks. In addition, the town has a Christmas lights contest for the festive home displays. This event is well attended, and in the last few years attendance was so great that not all attendees were able to participate in the activities and people had to be turned away, without hot chocolate, without seeing Santa, or without going on a sleigh ride. In 2015 the event was viewed more than 12,000 times online (a record high at the time for all town website content) and more than 2,500 people attended. With the growing population, and growing interest in this event, we expect to see attendance grow exponentially. During the event evaluation, areas were identified to improve access for all attendees. By adding a larger variety of activities, increasing the length of the event and changing the event venue to increase space more people would be able to participate in the event and kick off the holiday season.

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The Promotions Committee would like to request a budget increase of $3,000 to better meet the needs of the residents in Beaumont by incorporating the changes mentioned above.

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APPENDIX Ill Budget Request Prioritization Priority 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

Project Code Town & Country Daze Weekend Canada Day Event Family Day Event Brighten Up Beaumont Event Town & Country Daze Advertising Volunteer Appreciation Event th Canada Day 150 Promo Materials Canada Day Tent Rental Town & Country Daze Tent Rental Printing Brighten Up Beaumont Advertising Francophone Event Event Photography Program Guide Advertising Francophone Advertising AB Cultural Days Advertising Remembrance Day Event Communities in Bloom Activities General Event Expenses Family Day Advertising Town & Country Daze Graphic Design Communities in Bloom Graphic Design AB Cultural Days Event Communities in Bloom Advertising Canada Day Advertising Remembrance Day Advertising Janitorial Services (removed)

Requested Increase $8,000.00 $6,000.00 $5,000.00 $3,000.00 $2,500.00 $2,500.00 $2,000.00 $1,500.00 $1,500.00 $4,000.00 $1,000.00 $1,000.00 $3,600.00 $600.00 $600.00 $500.00 $200.00 $200.00 $200.00 $100.00 $100.00 $100.00 $0.00 $0.00 $0.00 $0.00 -$600.00

Requested 2017 Budget $33,000.00 $24,000.00 $8,500.00 $17,500.00 $6,000.00 $9,000.00 $2,000.00 $5,000.00 $5,000.00 $4,000.00 $3,000.00 $3,000.00 $3,600 $2,600.00 $2,100.00 $2,500.00 $5,400.00 $4,700.00 $3,200.00 $2,100.00 $700.00 $600.00 $4,000.00 $3,500.00 $2,000.00 $2,000.00 $0.00

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Change Request Summary Change Request: 330-04 TRAFFIC SIGNAL TIMING PROGRAM

Budget Year: Change Request Type: GL Code: Supervisor:

OBA 02-30-330-00-441 Tyler Tymchyshyn

Change Request Stage: Publish Date: Department:

Ongoing:

Yes

Amount:

2017

Final OBA 330 ENGINEERING SERVICES $10,000 -

Project Scope: PURPOSE: To present a program to collect and review traffic data in order to review and adjust signal timings in proactive and responsive manner. BACKGROUND: As Beaumont continues to grow, the need to monitor, assess and adjust traffic signal timings is critical to the safe and effective movement of both vehicular and pedestrian oriented traffic. With 50 Street in full operation with signalized intersections; traffic data from previous years needs to be reviewed and summarized to baseline traffic volumes and traffic flow patterns. Utilizing additional traffic counts from the Transportation Master Plan, assessing demands from new developments: a full review of the current signal timings can be completed which will result in strategic timing adjustments as required. Data gained from the review will further support traffic planning and future maintenance activities/upgrades that may be required at the intersections and connecting roadways. The $10,000 is required in order to analyze the data collected from various means and to then develop a program. This program would include the services of a transportation engineer that specializes in signal timing programs and traffic management. If we have a program in place, it will be easier to address resident concerns in a more timely manner when there are issues with traffic signals. Currently when there is a complaint, it can take months to analyze the data and to reach a resolution. PLANS I STANDARDS: • Strategic Plan 2016-2021 • Municipal Development Plan: Applicable • Transportation Master Plan: In Progress LEGISLATIVE AUTHORITY: Municipal Government Act, Section 655 ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Traffic Signal Timing Program in the amount of $10,000 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve the Traffic Signal Timing Program in the amount of $10,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Traffic Signal Timing Program in the amount of $10,000 annually starting in 2017. Oct 22, 2016 0242 PM

Change Request Summary

14-95

Change Request Summary Operating Budget Details Sub-department

GL Account

DescriptIon

441

OBA (2017) TRAFFIC SIGNAL TIMING

2017 Budget

Expense 330- ENG SVC

CONSULTING FEES

10,000

PROGRAM Total Expense

10,000

Ranking Project

Ranking

330-04 TRAFFIC SIGNAL TIMING PROGRAM 330-04 TRAFFIC SIGNAL TIMING PROGRAM Total Ranking

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

Category:

2017 Budget -

2 4 Aligns with Strategic Plan AND is required by growth in population or facility development OR contributes to organization efficiency/effectiveness OR demonstrates an acceptable rate of return OR is a Public Request. -

Funding Type General: -

Funding Source

General:

Oct 22, 2016 02:42 PM

Change Request Summary

14-96

Change Request Summary Change Request: 330-09 TRAFFIC COUNTS PROGRAM

Budget Year: Change Request Type: GL Code: Supervisor:

OBA 02-30-330-00-441 Tyler Tymchyshyn

Change Request Stage: Publish Date: Department:

Ongoing:

Yes

Amount:

2017

Final OBA 330 ENGINEERING SERVICES $10,000 -

Project Scope: PURPOSE: This initiative will involve the creation and implementation of a formal program to collect and analyze traffic count data. This will include the use of Town traffic data collectors and signals, consultant support and third party traffic counts as determined and required in the formalized program. BACKGROUND: Traffic counts at key locations other than 50 Street (eg. RR 243 and 50 Avenue or 50 Avenue and 55 Street) will help determine and verify traffic volumes, and the associated current capacity of the roadway. Planning and projecting future improvements, and adjusting maintenance priorities from the collected data to the roadway network will be better supported. In addition, traffic impacts from development activities will be further quantified and benchmarked, which in turn, can be utilized with submitted Traffic Impact Assessments and Development Applications. The Transportation Master Plan utilized existing traffic count data along with some new traffic counts at key intersections for the traffic demand model. These counts will be utilized as part of the overall traffic counts program along with new counts taken at additional roadways and intersections to provide further detail and opportunity to analyze and anticipate traffic upgrades and other mitigating measures. Internal benefits include support for the Economic Development Officer working with current and future investors looking for traffic data to support their development initiatives, to the Infrastructure Department to help further refine their maintenance programs in a proactive manner. This data can then be uploaded into GIS as a layer to visualize traffic patterns and volumes of various roadways in Town. PLANS / STANDARDS: • Strategic Plan 2016-2021 • Municipal Development Plan: Applicable • Transportation Master Plan: In Progress LEGISLATIVE AUTHORITY: Municipal Government Act, Section 655 ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Traffic Counts Program in the amount of $10,000 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve the Traffic Counts Program in the amount of $10,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. Oct 22, 2016 02:42 PM

Change Request Summary

14-97

Change Request Summary RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Traffic Counts Program in the amount of $10,000 annually starting in 2017. Operating Budget Details Sub-department

GL Account

Description

441

OBA (2017) TRAFFIC COUNTS PROGRAM

2017 Budget

Expense 330- ENG SVC

CONSULTING FEES

10,000

Total Expense

10,000

Ranking Project

Ranking

330-09 TRAFFIC COUNTS PROGRAM

2017 Budget

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

330-09 TRAFFIC COUNTS PROGRAM

Total Ranking

Category:

Funding Type General: -

Funding Source

General:

Oct 22, 2016 02:42 PM

Change Request Summary

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Change Request Summary Change Request: 750-07 OUTDOOR FURNITURE PUBLIC EVENTS -

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017

OBA 02-70-750-00-621 Brian Brown

Change Request Stage: Publish Date: Department: Amount:

Final OBA 750 PARKS -

$39,000

Project Scope:

PURPOSE: To improve the efficiency of the Parks operation when servicing Town events. BACKGROUND: Parks is currently providing two operators, a Tool Cat, and a truck & trailer to move heavy duty picnic tables for special events. Average event setup is approximately $400 of staff time using the current system. If we used easily transportable and foldable picnic tables, it would allow set up for any staff with one truck to move. The new procedure would be approximately $200 of staff time. A few of these tables were piloted successfully at Town & Country Daze in 2016 as rentals. Sample attached. In addition, benches are required at the CCBCC, additional garbage receptacles are required in various park locations to control littering, and all community events require additional garbage and recycle containers [drums] on site. With multiple events taking place at one time, additional containers are required for the satisfactory containment of litter. One time purchase for various locations throughout the Town: • 30 Traditional Benches $600 each x 30 = $18,000 • 30 Folding Picnic Tables $400 each x 30 = $12,000 • 40 Litter Receptacles for Open Spaces $100 each x 40 = $4,000 • 50 portable garbage containers 45 gallon drums for special events x $100 each X 50 -

$5,000

PLANS I STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Picture of foldable table. ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the purchase of Outdoor Furniture in the amount of $39,000 in 2017. 2. That the Budget Committee recommends the Council not approve the purchase of Outdoor Furniture in the amount of $39,000 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the purchase of Outdoor Furniture in the amount of $39,000 in 2017.

Oct 22, 2016 03:16 PM

Change Request Summaiy

14-99

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

621 PROGRAM MATERIALS, GOODS & SUP

OBA (2017) OUTDOOR FURNITURE PUBLIC EVENTS

2017 Budget

Expense 750

PARKS

39,000

Total Expense

39,000

Ranking Project

Ranking

750-07 OUTDOOR FURNITURE PUBLIC EVENTS 750-07 OUTDOOR FURNITURE PUBLIC EVENTS 750-07 OUTDOOR FURNITURE PUBLIC EVENTS Total Ranking Category: Funding Type

2017 Budget

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.1 People Services Beaumont has an engaged workiorce that strive to make Beaumont better. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

General:

Funding Source General: -

Oct 22, 2016 03:16 PM

Change Request Summary

14-100

ATTACHMENT 1

Folding Picnic Table

6’ Stores ecisIy when the snow tiles. Three-season seating. • Folds to 4” thickness br convenient storage and transport. • Sturdy polyelhylene with powder-coated steel Irame, • UV-protected, weather and rust resistant.

EnIorge

14-101

Change Request Summary Change Request: 750-20 TOP RAIL BALL DIAMONDS Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA

â&#x20AC;&#x201D;

02-70-750-00-520 Brian Brown No

Change Request Stage: Publish Date: Department:

750 PARKS

Amount:

$25,000

Final OBA -

Project Scope:

PURPOSE: To improve the safety and aesthetics of the five Ball Diamonds in Beaumont at Four Seasons Park and Coloniale Park. BACKGROUND: Currently, Beaumont only has safety top rail covering the fence in front of the players benches at all 5 diamonds. In order to provide both safety and aesthetics for our 5 Ball Diamonds at Four Seasons Park (4) and Coloniale Park (1), it is recommended that we install safety top rail on the fence. The unique design provides safety protection against bodily injury by covering the exposed knuckles or barbs on top of a chain link fence. As well, safety top rail displays nicely as a decorative trim piece to complement a chain link fence system. Purchase and installation of the new Top Safety Rail for the Ball Diamonds at Four Seasons Park and Coloniale Park is approximately $30 per 8â&#x20AC;&#x2122; section, and there is approximately 1000 linear feet per diamond. 5000 ft / 8

625 x $30

$18,750 plus ties and delivery.

PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Pictures of baIl diamonds with no safety top rail. 2. Example of Safety Top Rail Cap ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Safety Top Rail for the five Ball Diamonds at Four Seasons Park and Coloniale Park in the amount of $25,000 in 2017. 2. That the Budget Committee recommends the Council not approve the Safety Top Rail for the five Ball Diamonds at Four Seasons Park and Coloniale Park in the amount of $25,000 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Safety Top Rail for the five Ball Diamonds at Four Seasons Park and Coloniale Park in the amount of $25,000 in 2017.

Oct 22, 2016 03:16 PM

Change Request Summaiy

14-102

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

520- MAINTENANCE AND REPAIR

OBA (2017) TOP RAIL FOUR SEASONS PARK

2017 Budget

Expense 750

PARKS

25,000

Total Expense

25,000

Ranking Project

Ranking

750-20 TOP RAIL BALL DIAMONDS

2017 Budget

750-20 TOP RAIL BALL DIAMONDS

Total Ranking

Category: Funding Type

General:

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summa,y

14-103

Top Rail Ball Diamonds Attachment 1: Ball diamonds fencing with no Top Rail Safety Cap.

What eaumont currently has for Safety Cap on the ball diamond fences.

14-104

Top Rail Safety Cap Attachment 2: Example of Top Rail Safety Cap

1â&#x20AC;&#x2122;

14-105

Change Request Summary Change Request: 750-21 BALL DIAMONDS UPGRADES Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-70-750-00-520 Brian Brown No

Change Request Stage: Publish Date: Department: Amount:

Final OBA 750

PARKS

$40,000

Project Scope: PURPOSE:

To improve the quality of the Bellevue ball diamonds and 2 balI diamonds at Four Seasons Park. BACKGROUND: Over the course of the year, shale will get broken down and blow away. The fall program of topping up the diamonds allows us to maintain them in the best condition. Topping up in the fall allows for settling over the winter, and when Parks grooms them in the spring, it produces a firm playing service. These 4 diamonds are in need of this one time maintenance so the ball diamonds will be the quality that our residents expect. No shale has been added to the diamonds over the last three years. In order to bring the ball diamonds up to standard, we require: • 200 meters of shale to top up the ball diamonds, and • installation of new players benches. FINANCIAL CONSIDERATION: 200 meters of shale at $180/meter=$36,000 plus $4,000 for the replacement of players benches. PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Picture of ball diamond in need of repair. ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the BaIl Diamonds Upgrade in the amount of $40,000 in 2017. 2. That the Budget Committee recommends the Council not approve the Ball Diamonds Upgrade in the amount of $40,000 in 2017. 3. That the Budget Corn miffee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Ball Diamonds Upgrade in the amount of $40,000 in 2017.

Oct 22, 2016 03:16 PM

Change Request Summaiy

14-106

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

520- MAINTENANCE AND REPAIR

OBA (2017) BALL DIAMOND UPGRADES

2017 Budget

Expense

750- PARKS

40000

Total Expense

40,000

Ranking Project

Ranking

750-21 BALL DIAMONDS UPGRADES

2017 Budget

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre ville, & programs. 5.2 Fiscal & Asset Management Beaumonts infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. -

750-21 BALL DIAMONDS UPGRADES

Total Ranking

Category:

Funding Type General: -

Funding Source General: -

Oct 22, 2016 03:16 PM

Change Request Summary

14-107

ATTACHMENT 1

These are supposed to be a skinned diamonds.

14-108

Change Request Summary Change Request: 720-04 EVENT STAFF ADDITIONAL HOURS -

Budget Year: Change Request Type: GL Code: Supervisor: Position Type: Hours!Week: Ongoing:

2017 Position Request 02-70-720-00-210 Ilona Molnar

Yes

Term Position Start Date: -

Change Request Stage: Publish Date: Department: Amount: Workstation Required: IT Required: Training Required: Advertising Required: Travel Required:

Final HR 720 COMMUNITY EVENTS $10800 No No -

Term Position End Date: -

Project Scope: PURPOSE: To request approval for additional hours for the Community Event staff budget. BACKGROUND: The Town of Beaumont Community Events are growing with more activities and more participants every year. The Promotions Committeeâ&#x20AC;&#x2122;s events as well as the events organized by the Town have grown substantially. Some events have doubled in attendance within the last two years. Additional event components were added, volunteer management and coordination work increased, resource coordination became a more complicated task, and all that adds to the workload of the Event Coordinators. There are more details to handle, more permits, arrangements, food, supplies, meetings and administration to oversee the activities. Current number of hours spent on Community Events are 2080. This increase represents a 12% increase. Based on the increased workload in 2016 and the projected growth in 2017, it is proposed that an additional 120 hours are added to each Coordinators hours for an additional 240 hours per year for the shared position. The cost would be $10,800. PLANS I STANDARDS: â&#x20AC;˘ 2016-2021 Strategic Plan LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve additional funds for the Event Staff in the amount of $10,800 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve additional funds for the Event Staff in the amount of $10,800 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATION: Oct 22, 2016 03:41 PM

Change Request Summaiy

14-109

Change Request Summary 1. That the Budget Committee recommends the Council approve additional funds for the Event Staff in the amount of 10,800 annually starting in 2017. Operating Budget Details Sub-department

GL Account

Description

720- EVENTS

210- PART TIME WAGES

720

250- EMPLOYEE BENEFITS

OBA (2017) EVENT STAFF ADDITIONAL HOURS OBA (2017) EVENT STAFF ADDITIONAL HOURS

2017 Budget

Expense

EVENTS

8,200

2,600

Total Expense

10,800

Ranking Project

Ranking

720-04 EVENT HOURS 720-04 EVENT HOURS 720-04 EVENT HOURS 720-04 EVENT HOURS 720-04 EVENT HOURS Total Ranking

STAFF ADDITIONAL STAFF STAFF STAFF

ADDITIONAL

STAFF ADDITIONAL -

Category: Funding Type

2017 Budget

1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 2.1 Community Identity Beaumont is destination of choice: French Flair, Centre yule, & programs. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.1 People Services Beaumont has an engaged workforce that strive to make Beaumont better. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

General:

Funding Source

General:

Oct 22. 2016 03:41 PM

Change Request Summaiy

14-110

Change Request Summary Change Request: 610-04 DUDCP & CARP IMPLEMENTATION HISTORICAL IMPACT ASSESSMENT -

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 OBA 02-60-610-00-441 Kendra Raymond

Change Request Stage: Publish Date: Department: Amount:

Final OBA 610 PLANNER -

$75,000

Project Scope:

PURPOSE: To request funding for a Historical Impact Assessment to be prepared for the lands in Centreville. BACKGROUND: During the consultation for the Downtown Urban Design Concept Plan (DUDCP) two houses in the plan area were identified as having potential historical significance. Section 26 of the Provincial Historical Resources Act empowers municipal governments to designate buildings based on historic, cultural, natural, scientific or aesthetic interest or value. At this time it is unclear what the heritage value is for any properties in the Centreville Area; including the St. Vital Roman Catholic Church. In order to properly implement the DUDCP and in preparation for the review of the Central Area Redevelopment Plan (CARP) in 2018, it is recommended that a Historic Resources Impact Assessment be conducted in 2017. If the two houses (or other houses not the church) are identified as having historic significance, the DUDCP recommends that the Town work with the property owners to determine the next steps to implement the acquisition of the houses and/or relocation of them to further the implementation of the DUDCP. If other buildings, such as the church, are identified as having historic value, Council may wish to designate these buildings as a Historic Resource. -

This assessment will help determine and confirm where redevelopment should be occurring, without losing buildings or lands of historical significance to Beaumont. The information from the assessment can also be used for future tourism, walkability, and downtown art installation initiatives. FINANCIAL CONSIDERATIONS: There may be a grant available from Alberta Culture and Tourism. Applications must be made in February, and then funding decisions are made in June or July. The maximum grant available is $25,000. Attached is an example from the City of Leducs Downtown Heritage Inventory. The cost for their report was around $42,000 in 2011-12, and was smaller in scope. PLANS I STANDARDS: • Strategic Plan: 2016 2021 • Municipal Development Plan: Applicable • Central Area Redevelopment Plan: Applicable • Downtown Urban Design and Concept Plan: Applicable -

LEGISLATIVE AUTHORITY: Municipal Government Act Section 632(vi), 634(a) Historical Resources Act Section 37 -

ATTACHMENTS: 1. City of Leduc Downtown Heritage Inventory example example of historical summary for one property. Oct 22, 2016 03:13 PM

includes table of contents, introduction, map and

Change Request Summary

14-111

Change Request Summary ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Historical Impact Assessment in Centrevitle in the amount of $75,000 in 2017. 2. That the Budget Committee recommends the Council not approve the Historical Impact Assessment in Centreville in the amount of $75,000 in 2017. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council to approve the Historical Impact Assessment in Centreville in the amount of $75,000 in 2017. Operating Budget Details Sub-department

GL Account

Description

Expense 610 PLANNER

441

OBA (2017) DUDCP & CARP IMPLEMENTATION HISTORICAL IMPACT ASSESSMENT

CONSULTING FEES

2017 Budget

75,000

Total Expense

75,000

Ranking Project 610-04 DUDCP & CARP IMPLEMENTATION HISTORICAL IMPACT ASSESSMENT 610-04 DUDCP & CARP IMPLEMENTATION HISTORICAL IMPACT ASSESSMENT Total Ranking

Ranking 2.1 Community Identity Beaumont is destination of choice: French Flair, Centreville, & programs.

2017 Budget 1

4.2 Economic Development Beaumont redevelops Centre-ville/French heritage.

Category:

Funding Type General: -

Funding Source General: -

Oct 22, 2016 03:13 PM

Change Request Summary

14-112

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Leduc

TABLE OF CONTENTS

Introduction

Building Location Map

Ill

Waldorf Hotel

121

Federal Building

131

Anderson Block

141

HerbReedButcher

I SI

Temperance House

16I

Grain Elevator

171

Temple Baptist Church

181

Dr. Woods House

M.D. of Leduc Administration Building

lOl

GaietyTheatre

Ill

Maple LeafCafé

1121

C.W. Carroll Building

SafewayStores

14)

Leduc Hardware & Munros Drug Store

Appendix A

—

Building Documentation

ii 14-113

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Leduc

INTRODUCTION The City of Leduc has a rich history deeply rooted in the pioneering lifestyle common to early settlements on the prairies. The memories of these times are often long forgotten, though, as the years pass. Uncovering and preserving information about Leduc’s history is key in order to help protect these memories for future generations. The Downtown Heritage Inventory found in the following pages adds to that collection of historical information so precious to the community. The following records have been created for select buildings in the downtown core that have an evident historical character or presence still apparent today. After intensive research and an inspection of each property, the records were compiled to provide the City, the property owners, and the public a glimpse into each building’s past. Included in this document is a both a formal Statement of Significance outlining the heritage value the building holds, and a Statement of Integrity noting the existing features of the property that still relay the historical significance. A narrative History Report has also been completed to touch on the anecdotal history of the building, a document easily added to as additional information may surface through the coming years. The community identified the documentation of historically significant buildings in the city’s downtown area as one of twelve priority tasks within the Downtown Master Plan, completed in 2012. The Downtown Heritage Inventory is the fulfillment of this goal. This document will help guide future development in the downtown core and augment other objectives and undertakings identified in the Plan. The Downtown Heritage Inventory will help the City better understand the historical significance evident within the downtown core. This will help manage growth in the City’s downtown and ensure future redevelopment is well informed and sensitive to the heritage significance of each building and its character-defining elements. Moreover, these records will also allow an opportunity for the community to see, experience, and come to understand the value that is Leduc.

—-.-———.—-

14-114

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Cl,, cIt

Leduc

‘4 “I

1’

0 —

-1

C’

Ii I—--

-.—;

21 14-115

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Leduc

Ill Waldorf Hotel 4820

50 Avenue

31 14-116

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Leduc

â&#x20AC;&#x201D;

History Report WALDORF HOTEL The Waldorf Hotel has a long and colourful history in Leduc. It started as R.T. Telfordâ&#x20AC;&#x2122;s hotel at a location across the street which was later expanded and became a grand hotel for the time and place. In 1940 the hotel burned and it was reconstructed in its present location as a two storey structure. The moderne style of the original building has undergone exterior finish changes. The Waldorf Hotel is the oldest continuous hotel in the downtown and it is this history that gives this building cultural significance to Leduc. The hotel grew with Leduc from the oil strike of 1947.

41 14-117

ATTACHMENT 1

City of Leduc! Downtown Heritage Inventory WALDORF HOTEL

Leduc

(1949)

4820 So Avenue Leduc, Alberta —

June, 2012

c. 1950’s

Other Names • • •

1910 Original Waldorf Hotel 1940 Original Waldorf Hotel destroyed by fire 1949 New Waldorf Hotel built in new location (northeast corner of SO Avenue & 49 Street)

First Owner • R.T. Telford (1910) Construction Date • 1949

Owners and Tenants • Jerry Boyce (enlarged and named the “Hotel Waldorf” in the early 19 DO’s) • Adam “Dad” Aicher and sons Fred R. and Leo F.

14-118

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

Leduc

Statement of Significance Description of Historic Place The two storey wood framed hotel in the Commercial modern style is in stable condition. The original architectural style has been changed with new vertical wood siding and a fieldstone wainscot. A decorative mansard roof has also been added.

Heritage Value The Waldorf Hotel has a long and colourful history in Leduc. It started as R.T. Telford’s hotel at a location down Main Street which was later expanded and became a grand hotel for the time and place. In 1940 the original 3 storey building with later addition was destroyed by fire and it was reconstructed in its present location as a two storey structure. The Moderne style of the original building has undergone exterior finish changes. The Waldorf Hotel is the oldest continuous hotel in the downtown and it is this history that gives this building cultural significance to Leduc. The hotel grew with Leduc from the oil strike of 1947 bringing in an influx of oil workers to the town. The heritage value of this building lies in its historical connection to the original hotel through name and its continuity as the Waldorf Hotel throughout the early years of Leduc. The bowling lanes in the basement would have been frequented by many of Leduc’s residents. The

restaurant/coffee shop was a favorite eating establishment for the workers arriving with the oil boom. The hotel provided early accommodation for many of these workers.

Character Defining Elements

The character defining elements of the Waldorf Hotel include such features as: • form and mass

• some original window and door openings

61 14-119

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

is’

Leduc

Statement of Integrity I. 2.

Location Design

The building remains in its 1949 relocation site on Main Street. The 1949 hotel was designed in the Moderne Deco style but has undergone significant alterations concealing the original modernist look. 3. Environment The Hotel’s corner location and size provide a landmark function for downtown. This is reinforced by the adjacent parking areas and lots allowing view to the building. The Hotel reflects the cultural history of a commercial downtown and the growth of industry in the area. 4. Materials painted vertical siding, wood trim and stone wainscot 5. Workmanship Traditional construction techniques were used on the basic alterations. It is not known the extent of craftsmanship applied to the original finishes and their current condition. The building is in stable condition. 6. Feeling The alterations prevent the hotel from conveying its historic aesthetic connection to the 195 0’s. 7. Association As Leduc’s oldest and continuous operating Hotel in the Downtown area there are strong associations to the growth and development of Leduc and surrounding areas. This site has direct association with the time and many events in Leduc beginning with the oil strike of 1947. Significant Alterations • •

addition of a mansard roof, stone wainscot, vertical siding finish and wood trim interior renovations

71 14-120

ATTACHMENT 1

City of Leduc Downtown Heritage Inventory

r,,rr

Leduc

Historical Information Significant Dates The Waldorf hotel has a long and significant history within Leduc and despite its present location since 1949 the cultural value of this last downtown hotel. Significance Criteria A. B. C. D. E.

Theme / Activity / Cultural Practice Institution / Person Design / Style / Construction Information Potential Landmark / Symbolic Value

/ Event

The Waldorf Hotel has historic significance through: A. Its history and standing as the longest remaining hotel in downtown Leduc. The original hotel was built across the street from the present site by one of Leduc’s principal founders and historic figures, R.T. Telford. It burned down in 1940 and was rebuilt in the current location. B. The direct connection of the Hotel to Telford gives the Hotel significant heritage value. C. Built as a two storey structure in moderne style, unique to the downtown area of Leduc. The original façade is concealed by the present façade treatment. D. Research to explore the relationships to other areas, people and events from the association with Telford may reveal further historic information about the site. The current hotel’s presence through the 1947 oil strike era may reveal further heritage criteria for the site. E. This is a landmark hotel in the downtown. Function Historic Function: Current Function:

Hotel Hotel

Architect/Designer Unknown

Builder / Construction Date(s) IJnknown

Photo Credits Glenbow Museum Archives RKH Architecture

81 14-121

Change Request Summary Change Request: 750-25 OUTDOOR SKATING LOOP PILOT PROJECT Budget Year: Change Request Type: GL Code: Supervisor:

2017 OBA 02-70-750-00-621 Brian Brown

Change Request Stage: Publish Date: Department:

750

Ongoing:

Yes

Amount:

$20,000

Final OBA

PARKS

Project Scope:

PURPOSE: To increase the outdoor amenities for the citizens of Beaumont. BACKGROUND: It has been requested that we look into building and maintaining a skating loop. The plan would be to install and maintain the Outdoor Skating Loop around Four Seasons Park. The City of Edmontonâ&#x20AC;&#x2122;s Outdoor Skating Loop through Victoria Park costs $29,000. This includes the installation and maintenance from January through March in 2016. Their Skating Loop measures 39,000 square metres. We will not have a Zamboni to maintain the skating loop, instead, we will have to use our Toolcat with the blade on and the Water Truck. The pilot project will be evaluated at the end of the 2017 skating outdoor skating season to review operational efficiencies, issues and recommendations moving forward. We have 6 outdoor rinks, including Don Sparrow. Current estimated maintenance: Labour: 2 ice clearing per week over 4 months for 6 rinks using one staff member. [6 rinks * 2 times/wk * 16 weeks * 8hrs * $50/hr $76,800] $76,800/6 rinks

$12,800/rink

PLANS / STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Picture of the proposed Outdoor Skating Loop Site A. 2. Picture of the proposed Outdoor Skating Loop Site B. 3. Picture of residents enjoying the Outdoor Skating Loop ALTERNATIVES: 1. That the Budget Committee recommends the Council approve an Outdoor Skating Loop in the amount of $20,000 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve an Outdoor Skating Loop in the amount of $20,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve an Outdoor Skating Loop in the amount of $20,000 annually starting in 2017. Oct 22, 2016 03:16 PM

Change Request Summary

14-122

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

621 PROGRAM MATERIALS, GOODS & SUP

OBA (2017) OUTDOOR SKATING LOOP

2017 Budget

Expense 750

PARKS

20,000

Total Expense

20,000

Ranking Project

Ranking

750-25 OUTDOOR SKATING LOOP PILOT PROJECT 750-25 OUTDOOR SKATING LOOP PILOT PROJECT Total Ranking

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre yule, & programs. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

Category:

2017 Budget -

Funding Type General: -

Funding Source

General:

Oct 22, 2016 03:16 PM

Change Request Summary

14-123

Outdoor Skating Loop Attachment 1: Proposed Outdoor Skating Loop

â&#x20AC;&#x201D;

Site A

14-124

Outdoor Skating Loop Attachment 2: Proposed Outdoor Skating Loop

â&#x20AC;&#x201D;

Site B

14-125

Outdoor Skating Loop Attachment 3: People enjoying an outdoor skating loop

14-126

Change Request Summary Change Request: 010-01 CREDIT CARD FEES

Budget Year: Change Request Type: GL Code: Supervisor:

Ongoing:

2017 OBA 02-00-010-00-410 Alan Harris

Change Request Stage: Publish Date: Department:

Yes

Amount:

Final OBA 010 GENERAL ADMINISTRATION $326,800 -

Project Scope: PURPOSE: To consider acceptance of credit card payments for all services and programs offered by the Town. BACKGROUND: In 2009, Beaumont implemented the option of credit card payments for recreation services and programs offered through the Aqua-Fit Centre at no additional charge. The current charge for processing credit card payments is 1.8% of the transaction amount, which is charged directly against the operations of the Aqua-Fit. Over the past few years, property owners and developers have requested the ability to pay for development fees, utility fees, business taxes, pet licenses, and property taxes with credit cards. Development services reviewed what other municipalities and counties charged within the Capital Region District. Based on their analysis, credit card payments are accepted from no transaction limit to $5,000 limit at no charge to the customer. Should the Town accept credit card payments for Planning, Development and Building fees, based on current budgeted revenues, the maximum cost to the Town could be approximately $17,700. Should credit card payments be accepted for utility payments, the maximum cost to the Town would be approximately $107,000 assuming that those residents currently on the utility prepayment plan remain on the plan, otherwise the maximum cost could be $130,100. Should credit card payments be accepted for tax payments, the maximum cost to the Town would be approximately $157,800 assuming that those residents currently on the tax payment plan and those paying through their mortgage company continue with these payment methods. Should credit card payments be accepted for all fees, the maximum cost to the Town for accepting Childcare fees by credit card could be approximately $21 000. Based on the 80/20 cost recovery model for childcare, cost savings in the amount of $21,000 would have to be identified. In order for the Town to charge a credit card processing fee it would have to approach the different credit card companies for approval. When reviewing the possibility of accepting on-line credit card payments and how to address the transaction fee charged to the Town, two potential options were identified: 1. Overall Fee Increase in fees to cover the transaction fee; and, 2. Third Party Provider. 1. Overall Fee Increase: If the Town accepts credit card payments for utility (water, sewer and solid waste) and property tax payments, the Town may be required to increase utility and tax rates to cover the extra transaction costs accordingly. In addition, residents who currently take advantage of the Townâ&#x20AC;&#x2122;s TIP Oct 22, 2016 06:33 PM

Change Request Summaiy

14-127

Change Request Summary (prepayment of taxes) and PAP (Pre-authorized payment for utilities) programs or are making on-line payments through their financial institution for both utilities and taxes may wish to switch to credit card payments to take advantage of their credit card reward program. 2. Third Party Provider: The Town could use a third party provider to process credit card payments on behalf of the Town. These third party service providers charge a fee that is generally higher than the credit card fee charged to the Town, which covers their costs (2.5% versus 1.8%). Software program updates would be required, which could be associated with additional costs. In discussions with the City of Lethbridge, who use a third party provider for both tax and utility payments, they indicated that they only had 55 tax payment transactions in both 2014 and 2015. Lethbridge also found that if a customer required a refund, it required a lot of hard work and a long time to process. FINANCIAL CONSIDERATIONS: Should the Town accept credit card payments and not increase fees the cost to the Town would be: $157,800 Potential Credit Card $130,100 Potential Credit Card $ 17,900 Potential Credit Card $ 21,000 Potential Credit Card -

Fees for Tax payments Fees for Utility payments Fees for Building/Development/Planning payments Fees for Childcare payments

$326,800 Potential Credit Card Fees -

Should the Town accept credit card payments for all fees and charges, including taxes, fees would have to be increased by 1.8%, with the exception of water and wastewater fees, where Administration would recommend that the anticipated cost increase be recovered through a one time charge to the flat water meter charge and flat wastewater fee. With regards to taxes a 1% increase in the tax rate, which based on growth is estimated to generate $165,500, would be required. Should the Town contract with a third party credit card processing company the costs would be assumed by the payee. PLANS / STANDARDS: 2016-2021 Strategic Plan LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Comparable Municipality Credit Card Information ALTERNATIVES: 1. That the Budget Committee recommend the Council approve credit card payments be accepted for all payments to the Town, with the exception of tax and childcare payments; and, that fees be increased by 1.8% to recover the anticipated processing costs. 2. That the Budget Committee recommend the Council approve that credit card payments be accepted for all payments to the Town, with the exception of tax, childcare, and utility payments; and, that fees be increased by 1.8% to recover the anticipated processing costs. 3. That the Budget Committee recommend the Council approve that credit card payments only be accepted for recreation programs. 4. That the Budget Committee recommend the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommend the Council approve credit card payments be accepted for all Oct 22, 2016 06:33 PM

Change Request Summaiy

14-128

Change Request Summary payments to the Town, with the exception of tax and childcare payments; and, that fees be increased by 1.8% to recover the anticipated processing costs. Operating Budget Details Sub-department

GL Account

Description

801 801 800800800800-

OBA OBA OBA OBA OBA OBA

2017 Budget

Revenue 410420430610 620630 -

WATER WASTEWiN SOLIDW PLANNER DEVELOP BDGINSP

FLAT SALES FLAT SALES SALES & USER SALES & USER SALES & USER SALES & USER

CHARGES CHARGES CHARGES CHARGES

(2017) (2017) (2017) (2017) (2017) (2017)

CREDIT CREDIT CREDIT CREDIT CREDIT CREDIT

CARD CARD CARD CARD CARD CARD

FEES FEES FEES FEES FEES FEES

54,600 42,800 32,700 3,300 4,300 10,100

Total Revenue

147,800

Expense 010- GEN ADM 410- WATER 420- WASTEWN 430 SOLIOW 540- ELCC 610- PLANNER 620 DEVELOP 630- BDGINSP

650650650650 650650650650-

INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE INTEREST EXPENSE

OBA OBA OBA OBA OBA OBA OBA OBA

(2017) (2017) (2017) (2017) (2017) (2017) (2017) (2017)

CREDIT CARD CREDIT CARD CREDIT CARD CREDIT CARD CREDIT CARD CREDIT CARD CREDIT CARD CREDIT CARD

FEES FEES FEES FEES FEES FEES FEES FEES

157,800 54,600 42,800 32,700 21,000 3,300 4,300 10,100

Total Expense

326,600

Net Total

178,800

Ranking Project

Ranking

010-01 CREDIT CARD FEES

2017 Budget

5.1 Fiscal & Assest Management Beaumont receives revenue from all available sources. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role -

010-01 CREDIT CARD FEES

Total Ranking

1 2

Category: Funding Type

General:

Funding Source General: -

Oct 22, 2016 06:33 PM

Change Request Summary

14-129

ATTACHMENT 1

Comparable Municipality Credit Card Information CITY OF LEDUC Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

$5000 No Currently under review Not answered Gino Damo, Manager Revenue Services 24000

STRATHCONA COUNTY Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

$2500 No budgeted into the overall operating budget Not all departments accept credit card. P&D does but not for security Marian Sperling, Accountant P&D 65000 (excludes rural county)

FT. SASKATCH E WAN Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

None No Viewed as the cost of doing business Do not accept credit cards for property taxes Jeremy Emann, Chief Financial Officer 19000

STONY PLAIN Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

None No Viewed as the cost of doing business. Preferred over cheques No American Express. Canâ&#x20AC;&#x2122;t use for taxes or accounts receivable Adele Lapointe, Development Officer 15000

SPRUCE GROVE Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

None No Viewed as the cost of doing business Canâ&#x20AC;&#x2122;t use for taxes or utility payments Charlene Lang, Finance Representative 26000

LEDUC COUNTY Chose not to participate or answer any questions Continued on Next Page

14-130

ATTACHMENT 1

TOWN OF DEVON Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

$150 No Minimal Permit Volume &Used Seldom Up to the personal consideration of the Development Officer Marylyn McMartin, Development Officer 6500

CITY OF ST.ALBERT Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

None No Cost of doing business None indicated Brian Boddez, Senior Building Official 63000

Quote from Br(an Boddez: “The credit card charges for us were initially a concern for the finance group, but now that we have been accepting card payment for about 10 years now, it was the best idea we ever had. Super easy for us and customers, no limit. Some permits as high as $30,000 were paid by card already. Customers want their air miles too” SUMMARY

Upon review of the comparable Municipalities within the greater Edmonton region, the Town of Beaumont is the only Municipality which does not accept credit cards for payments. In terms of comparison, Beaumont is at the bottom 1% of 100. Stony Plain is the closest demographic to Beaumont in terms of population, size and permit activity. Stony Plain accepts credit card for all permits and does not have a financial limit. They do NOT accept credit card for taxes or utilities. The Town of Beaumont could create a credit card model similar to that of Stony Plain in support of a modern accounting system while still remaining financially responsible. A non-measurable contributing factor in favor of credit card use in justification for offsetting the additional costs would be staffing. Reduced staff hours spent processing cheques, following up on NSF charges and manual depositing along with waiting time for clearances would aid in reducing the negative financial consideration. In addition, by allowing payments via credit card, less staff interaction is required within the office as customers could pay by phone, email or fax thus reducing in person communications. This would also lead the way for the Town investing in an “e-permit” system or online permitting program which many Municipalities already have. Below is an example of how the Town of Beaumont’s model could look: TOWN OF BEAUMONT Maximum Limit per transaction: Implement a surcharge: Loss in revenue consideration: Any type of charge limitations: Response From: Rounded Population:

$2500 No Cost of doing business Not for taxes, utilities, deposits, security NA 17000

14-131

Change Request Summary Change Request: 440-01 ENVIRONMENTAL MARKETING

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017

OBA 02-40-440-00-432 Kathy Lewin Yes

Change Request Stage: Publish Date: Department: Amount:

Final OBA 440 ENVIRONMENT $10,000 -

Project Scope: PURPOSE: The purpose of this memo is to request that Budget Committee recommend an operating budget adjustment for environmental marketing to Council for approval in the 2017 Budget. BACKGROUND: In 2016, $4,000 was allocated towards Environmental Marketing but staff resources were focused on Solid Waste Communications which consisted of going to schools and educating grade 4â&#x20AC;&#x2122;s within the science curriculum. Now that these programs are in place, the staff intend to focus on Water Conservation in 2017. The Environmental Master Plan (EMP) outlines numerous goals that are designed to make our community more sustainable. Success of environmental programs is largely dependent on how informed our residents are, and therefore, we are requesting a $10,000 increase to our current budget to help give environmental initiatives a public face in Beaumont. FINANCIAL CONSIDERATIONS: The requested $10,000 will go towards: 1. Creation of distinguishable icons to represent key areas from our EMP (water, waste, energy, land, air). This will help the community immediately identify with programs related to these initiatives. 2. Promotional materials for events, such as interactive water conservation activity boards for children or water bottle refilling stations for events to help market Beaumont Tap Water. 3. Educational signage around storm water management facilities to help showcase the benefits of the species that reside in them. 4. Miscellaneous environmental marketing that will promote and encourage local action on items outlined in the EMP. PLANS / STANDARDS: â&#x20AC;˘ Strategic Plan 2016-202 1 LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Environmental Marketing in the amount of $1 0,000 annually starting in 2017. 2. That the Budget Committee recommends the Council not approve the Environmental Marketing in the amount of $10,000 annually starting in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: Oct 22, 2016 03:11 PM

Change Request Summary

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Change Request Summary 1. That the Budget Committee recommends the Council approve the Environment al Marketing in the amount of

$10,000

annually starting

in 2017.

Operating Budget Details Sub-department

GL Account

Description

432- MARKETING & PROMOTIONS

OBA (2017) ENVIRONMENTAL MARKETING

2017 Budget

Expense 440- ENVIRON

10,000

Total Expense

10,000

Ranking Project

Ranking

440-01 ENVIRONMENTAL MARKETING 440-01 ENVIRONMENTAL MARKETING 440-01 ENVIRONMENTAL MARKETING 440-01 ENVIRONMENTAL MARKETING 440-01 ENVIRONMENTAL MARKETING

2017 Budget

1.1 Communication/Citizen Engagement Feel fully aware & understand community’s direction. 1.2 Communication/Citizen Engagement Have opportunity lobe engaged and informed. 5.1 Fiscal & Assest Management Beaumont receives revenue from all available sources. 5.2 Fiscal & Asset Management Beaumont’s infrastructure is sale and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role -

Total Ranking

Category: Funding Type

2 Ahgns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

Taxes

General:

Oct22, 2016 03:11 PM

Change Request Summary

14-133

Change Request Summary Change Request: 550-01 CEMETERY IMPROVEMENTS Budget Year: Change Request Type: GL Code:

2017 OBA 02-50-550-00-520

Supervisor: Ongoing:

Change Request Stage: Publish Date:

Final OBA

Brian Brown

Department:

550 CEMETERY

Amount:

$30,000

Project Scope:

PURPOSE: To improve the overall appearance of the Clearwater Cemetery. BACKGROUND: The Clearwater Cemetery Committee has been very active with improving the cemetery. They are very pleased with the work that has been completed in 2016, and they are looking forward to finishing off the project in 2017. A dedicated group of Citizens have volunteered to work with the Director of Recreation, Parks and Culture to further access the upgrade needs in the Cemetery, and to form a plan to carry out the upgrades. They have made contact with the Department of National Defense to request assistance with the military headstones. Plus, an additional $11,500 was approved during Spring Planning 2016 for: • Head stone standing and straightening, • Tree, shrub and bush control along the west, north and south perimeters, • Military fence refurbishment, • Curbing removal where required, and • East tree, shrub and bush control. $5,000 of funding was approved by Council for Cemetery Upgrades in the 2016 budget. That amount is to be allocated to repair the military fence located in the Cemetery and to re-cement some fallen headstones. For 2017, the • $ 3,000 • $ 7,500 • $12,500 • $ 4,000 • $32,000

Citizen Volunteer Group is requesting: Tree and shrub removal Tree and shrub planting Pathway and garden construction Soil filling and leveling Perimeter fencing.

This is the matching portion for the Community Family Enhancement Program (CFEP) Provincial grant application that totals $60,000. PLANS? STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: Work completed in 2016: 1. Cemetery after Caragana removal 2. Cemetery after Caragana removal 3. Cemetery after Caragana removal Oct 22, 2016 03:09 PM

Change Request Summary

14-134

Change Request Summary 4. Bush line cleaned up 5. Military Fence straightened ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Cemetery Improvements in the amount of $30,000 in 2017 based on an approved CFEP Grant. 2. That the Budget Committee recommends the Council not approve the Cemetery Improvements in the amount of $30,000 in 2017 based on an approved CFEP Grant. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Cemetery Improvements in the amount of $30,000 in 2017 based on an approved CFEP Grant. Operating Budget Details Sub-department

GL Account

Description

440- CONTRACTED SERVICES

OBA (2017) CEMETERY IMPROVEMENTS

2017 Budget

Expense 750

PARKS

30,000

Total Expense

30,000

Ranking Project

Ranking

550-01 CEMETERY IMPROVEMENTS

2017 Budget

1.2 Communication/Citizen Engagement Have opportunity to be engaged and informed. 2.1 Community Identity Beaumont is destination of choice French Flair, Centreyule, & programs. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure us safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role -

550-01 CEMETERY IMPROVEMENTS

Total RankIng

1 1 1 4

category: Funding Type

3 Aligns with Strategic Plan AND provides opprtunity to access matching or partnership funding OR is required as part of a partnership agreement. -

General:

Funding Source

General:

Oct 22. 2016 03:09 PM

Change Request Summary

14-135

ATTACHMENT I

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14-136

ATTACHMENT 2

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14-137

ATTACHMENT 3

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14-138

ATTACHMENT 4

14-139

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14-140

Change Request Summary Change Request: 000-01 DONATION -2 PLA YGROUNDS (ECOLE CHAMPS VALLEE SCHOOL) Budget Year: Change Request Type: GL Code:

Supervisor: Ongoing:

2017 OBA 02-00-000-00-600 Marc Landry

Change Request Stage: Publish Date: Department:

Amount:

Final OBA 000 COUNCIL $50,000 -

Project Scope:

PURPOSE To support the construction of two playgrounds for École les Champs Vallée and Mother d’Youville School site. BACKGROUND: The new schools are being built in the Chaleureuse and Four Seasons area in Beaumont and are part of the Black Gold and St. Thomas Aquinas School System. The playgrounds will also serve Beaumont residents after school hours and on weekends/holidays. The Town has been asked to donate $250,000 towards a play structure I hard surface court area at the new school. Staff recommends a contribution of $25,000 for each school. The amount of the contribution is consistent with the past funding of school playgrounds, and most recently for the joint school in Dansereau Meadows and St. Andres School site (2013 Budget) where we provided $25,000 for each school for playground equipment. PLANS/STANDARDS: N/A LEGISLATIVE AUTHORITY: Municipal Government Act ATTACHMENTS: 1. Playground Donation Request École es Champs Vallée School. -

ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Ecole les Champs Vallée School donation request for $25,000 and the Mother d’Youville donation request for $25,000 towards the playgrounds at Ecole les Champs Vallée and Mother dYouville Schools. 2. That the Budget Committee recommends the Council not approve the Ecole les Champs Vallée School donation request for $25,000 and the Mother d’Youville donation request for $25,000 towards the playgrounds at Ecole les Champs Vallée and Mother d’Youville Schools. 3. That the Budget Committee recommends the Council to direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the École les Champs Vallée School donation request for $25,000 and the Mother d’Youville donation request for $25,000 towards the playgrounds at Ecole es Champs Vallée and Mother d’Youville Schools.

Oct 22, 2016 02:34 PM

Change Request Summary

—

14-141

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

600- GRANTS & SUBSIDIES

OBA (2017) DONATION -2 PLAYGROUNDS (ECOLE CHAMPS VALLEE SCHOOL)

2017 Budget

Expense 000

COUNCIL

50,000

Total Expense

50,000

Ranking Project

Ranking

000-01 DONATION -2 PLAYGROUNDS (ECOLE CHAMPS VALLEE SCHOOL) 000-01 DONATION -2 PLAYGROUNDS (ECOLE CHAMPS VALLEE SCHOOL) 000-01 DONATION -2 PLAYGROUNDS (ECOLE CHAMPS VALLEE SCHOOL) Total Ranking

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre ville, & programs. 5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role

Category: Funding Type

2017 Budget -

3 Aligns with Strategic Plan AND provides opprtunily to access matching or partnership funding OR is required as part of a partnership agreement. -

General:

Funding Source

General:

Oct 22, 2016 02:34 PM

Change Request Summaiy

14-142

ATTACHMENT 1

École Bellevue School 5103 50 Avenue, Beaumont, Alberta, Canada, T4X 11<4 Phone 780.929.8663 Fax 780.929.2168 —

www.blackgold.ca

Principal: Patrick Gamache Hutchison

Assistant Principal: Christine Ivanc

Budget Proposal Item June 27, 2016 To Whom It May Concern: Please accept this 2017 budget proposal item for financial support from the Town of Beaumont for the new play area set to be built at Ecole Champs Vallée School site in 2017. We would like to request full/partial funding ($250,000) of the playground equipment and a hard surface court area. As you are aware, this section of the town currently lacks adequate playground areas. With the demand for outdoor play spaces from the area residences and local childcare businesses, the Champs Vallée site is well situated to address the needs of the community. There would be several benefits to the town supporting the building of a community playground on this site. As with all playgrounds on our sites, Black Gold Regional Schools assumes the maintenance and repair of all playground equipment. In addition, we have the potential to have the school builder complete the playground install at a lesser cost than hiring a new contractor to install. Thank you for your consideration of this request. Should you require further information, please do not hesitate to contact me. Sincerely,

Patrick Gamache Hutchison Principal Elect Ecole Champs Vallée School patrick.gamache@blackeold.ca

14-143

Change Request Summary Change Request: 410-01 PUMPHOUSE #2 OPERATIONAL STUDY- UTILITY

Budget Year: Change Request Type: GLCode: Supervisor: Ongoing:

2017

OBA 02-40-410-00-441 Gilbert Morin No

Change Request Stage: Publish Date: Department: Amount:

Final OBA 410 WATER $20,000 -

Project Scope: PURPOSE: The purpose of this memo is to request that Budget Committee recommend an operating budget adjustment for an Operational Study on Pumphouse #2 located on 50 Avenue East to Council for approval in the 2017 Budget. BACKGROUND: This study is required to determine the operational efficiency of the two existing 30 horsepower pumps. This study will assist administration in determining how to provide better water circulation throughout the distribution system, especially during dry conditions to ensure high-quality service delivery. The current pumps cannot accommodate more than 50 LIs which makes it impossible to keep up with the current water demands when dry conditions occur. FINANCIAL CONSIDERATIONS: The study is estimated to cost approximately $20,000. This will include consulting fees and a final report on pump efficiencies. PLANS / STANDARDS: Strategic Plan 2016-2021

Key Focus Area: Fiscal and Asset Management

LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve an Operational Study on Pumphouse #2 in the amount of $20,000 in 2017. 2. That the Budget Committee recommends the Council not approve an Operational Study on Pumphouse #2 in the amount of $20,000 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve an Operational Study on Pumphouse #2 in the amount of $20,000 in 2017.

Oct 22, 2016 03:11 PM

Change Request Summary

14-144

Change Request Summary Operating Budget Details Sub-department

GL Account

Description

441 -CONSULTING FEES

OBA (2017) PUMPHOUSE#2 OPERATIONAL

2017 Budget

Expense 410-WATER

20000

STUDY Total Expense

20,000

Ranking Project

Ranking 410-01 PUMPHOUSE #2 OPERATIONAL 5.2 Fiscal & Asset Management STUDY UTILITY maintained. Total Ranking

2017 Budget -

Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well

Category: Funding Type

2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Funding Source

Taxes

General:

Oct 22, 2016 03:11 PM

Change Request Summary

14-145

BUDGET COMMITTEE ADMINISTRATIVE REPORT TO:

Chief Administrative Officer

FROM:

Supervisor, Legislative Services

File: 0I24-COi

Presenter: Jesse Sopko (Supervisor, Legislative Services)

DATE:

November 4, 2016

SUBJECT:

Elected Officials Remuneration

PURPOSE The purpose of this memo is to present the Budget Committee with options for the implementation of the recommendations resulting from the Elected Officials Remuneration Review completed by Lim HR Compensation Consulting Ltd. in early 2016 and presented at the 2016 Spring Planning session. BACKGROUND On an annual basis, the Budget Committee reviews regional and other comparable communities’ Council honorariums. The following communities’ Council honorariums were compiled by Administration and compared for the 2016 Budget: City of Leduc, City of Fort Saskatchewan, Town of Stony Plain, City of Spruce Grove, City of Chestermere, Town of Devon, City of Lacombe, Town of Cochrane, Town of Strathmore, Town of Sylvan Lake, Town of High River, and City of Wetaskiwin. Council approved a 2.0% cost of living adjustment in the 2016 Budget, consistent with the adjustment for employees. At the 2016 Budget Workshop, the Budget Committee advised that they would like an independent review done of Elected Officials’ remuneration. A number of communities have hired independent Consultants to do research and provide information and recommendations based on comparable communities. This approach was chosen for the Town of Beaumont. The Governance and Priorities Committee (GPC) confirmed the Terms of Reference for the Elected Officials Remuneration Review at the December 15, 2015 Governance and Priorities Committee (GPC) meeting, which is attached as Schedule C. In accordance with Council Purchasing Policy C14, the project was sent out for Requests for Quotation. AdminisLration received several submissions, and an evaluation team assessed the submissions based on established criteria. The project was awarded to Lim HR Compensation Consulting Inc., who had experience completing similar reviews with elected officials in Thorhild County, Big Lakes County, Yellowhead County, as well as staff compensation reviews at the Towns of Beaumont, Morinville, and Devon. The Supervisor, Legislative Services has been the Project Lead on this initiative, facilitating the flow of information from the comparator communities (City of Leduc, Spruce Grove, Fort Saskatchewan, Cochrane, Chestermere, Stony Plain, and Wetaskiwin), scheduling interviews with Beaumont elected officials, and providing comments and feedback on the draft report. Those communities that participated in the survey have been provided a Participants’ Report in exchange for their cooperation and assistance.

15-1

Attached as Schedule B is the Executive Summary of the Elected Officials Remuneration Review. At the June 14, 2016 Council meeting, Council received this Executive Summary as information, and referred discussions of Elected Officials remuneration to the 2017 Budget Workshop for Administration to provide options for implementation. The remainder of this report will identify each of the elements noted in the Consultants’ Report, and provide options for the implementation of each element. Administration will request that the Budget Committee make a recommendation for each element. RECOMMENDATIONS ON THE CONSULTANTS’ REPORT: 1. Per Diems: The Consultants recommend the removal of the per diem rates in order to simplify the payment model with a higher market-based annual remuneration rate that covers all committee work and public appearances.

Option A: That the Budget Committee recommend the removal of the per diem payment model, to be replaced with a salary-based model, and implement remuneration increases inclusive of per diems.

Option B: That, in order to appropriately compensate those elected officials who choose to attend meetings, conferences, or workshops where per diems are provided, the Budget Committee recommend the continuance of per diems, and implement remuneration increases exclusive of per diems. 2. Annual Remuneration: Based on the comparable communities, the Consultants recomniend that the annual remuneration rates be adjusted to the following rates: • Mayor from $43,300 to $58,500 (An increase of $15,200) • Deputy Mayor from $21,500 to $29,000 (An increase of $7,500) • Councillor from S21,500 to $26,000 (An increase of $4,500) —

—

The recommendation is that the cost of living adjustments continue to be applied to ensure the rates do not fall behind the industry standard. Options: •

• •

Option A: The recommended increases for the Mayor and Councillors could be applied effective January 1, 2017. Option B: The recommended increases for the Mayor and Councillors could be phased in over 2 years (January 2017 and January 2018). Option C: The recommended increases for the Mayor and Councillors could be phased in over 3 years (January 2017, January 2018, and January 2019).

15-2

• •

Option D: The recommended increases for the Mayor and Councillors could be phased in over 4 years (January 2017, January 2018, January 2019, and January 2020). Option E: The Budget Committee could decide not to implement the recommended remuneration rates outlined in the Consultants’ Report, or recommend an alternative timeframe for phasing in the increases (such as beginning the implementation of the adjustments in January 2018 following the 2017 municipal election).

With each of the 5 options listed above, Administration recommends that, as each Councillor is to serve as Deputy Mayor for a period of 8 consecutive months (2/3 of the calendar year), the Budget Committee recommend that each Councillor receive a lump sum payment of $5,000 (2/3 of the $7,500 recommended adjustment) at the completion of their 8-month term as Deputy Mayor, to take effect at the 2017 Organizational Meeting. This model would ensure that Councillors who serve as Deputy Mayor earlier in the Council term are not penalized, and would make the administration of the adjustment easier as Deputy Mayors rotate every 8 months. Further, Administration recommends that cost of living adjustments continue to be applied to elected officials’ remuneration to ensure the rates do not fall behind the industry standard, consistent with the Consultants’ recommendation. Tables showing the above-noted options are attached as Schedule A. Options have been presented separately for the positions of Mayor, Deputy Mayor, and Councillor, with each showing what the rates would be depending on whether or not the Budget Committee recommends the removal or continuance of per diems. 3. Expense Allowance: The Consultants find that municipal elected officials in the comparator group receive a variety of accountable expense allowances, and that Beaumont’s current expense allowances of 510,000 for the Mayor and $6,000 for Councillors are reasonable. Expense Allowances for the Mayor and Councillors Option A That the Budget Committee recommend no adjustment to the Mayor or Councillor expense allowances. Option B fhat the Budget Committee recommend an adjustment to the Mayor and Councillor expense allowance and identify what the recommended expense allowances should be. Expense Allowance for the Deputy Mayor Position As the Consultants and elected officials have identified an additional commitment involved when Councillors serve their eight-month term as Deputy Mayor, Administration recommends an additional expense allocation to the Deputy Mayor to be used during his or her time in that role, recognizing that some expenses incurred by the Deputy Mayor are the result of attending meetings and functions on behalf of the Mayor and all of Council, and not necessarily specific to the business of the Committees on which he or she serves or his or her professional development interests.

15-3

Option A That the Budget Committee recommend an additional $2,000 expense allowance ($250 per month) [or the Deputy lVlayor to use during his or her term in that position), effective the 2017 Organizational Meeting.

Option B That no change be recommended to the current expense allowance for the Deputy Mayor position. Option C That the Budget Committee make an alternative recommendation with respect to the Deputy Mayor’s expense allowance allocation. 4. Kilometer Rates and Meal Allowance: The Consultants find that Beaumont’s policy of reimbursing $0.54 per kilometer and reimbursing meal allowances while travelling upon submission of receipts, is in line with policies for other elected officials in the comparator group, and therefore recommend no change. Option A That no change be recommended with respect to the reimbursement of elected officials’ kilometer rates and meal allowance. Option B That the Budget Committee make an alternative recommendation with respect to the reimbursement of elected officials’ kilometer rates and meal allowance. Technology Allowance and Support: 5. The Consultants note that technology allowances and support provided to elected officials vary between the comparator municipalities. They find that Beaumont’s approach of providing monthly amounts to partially fund the cost of private cell phones or laptops is the most pragmatic technology support, along with assistance in the insta1ation and technical support to ensure access to emails and other relevant documents as well as systems compatibility and security. The Town currently provides 526.50 per month to each Councillor for private cell phone and $40.23 per month for private Internet subscription (566.73 total). The Town currently provides support to the Mayor’s town-issued cell phone, and installation of software for computers purchased on Councillor expense accounts. The Consultants recommended that the Town’s Information Technology staff and Legislative Office conduct a cost-benefit review of providing Town-owned devices versus financial subsidies to elected officials for their private purchase plans. Below is a cost/benefit analysis: Allocation to Elected Officials

Advantages -Simplifies administrative duties. -Elected officials can use the

Disadvantages -Elected officials may have residents contacting them on their personal phone number,

15-4

Town-issued Technology

technology they prefer. —Administration does not have to purchase new technology each Council term. -Elected officials do not have to carry around two cell phones or two computers, or be concerned with conducting private business on Townowned technology. -Elected officials do not have to be concerned with mixing private and personal business, -The Town would be responsible if an issue happens with the device,

even after they are not on Council.

-All elected officials would be required to use Town-issued technology. -Elected officials would be required to return the technology at the end of their time on Council. -Elected officials would need to have awareness with doing private business on publiclyowned devices.

The current amount of $66.73 provided to elected officials is significantly less than that provided to elected officials in comparable communities. For example, the City of Leduc provides a cell phone allowance of $125/month to the Mayor and $100/month to Councillors, as well as a computer allowance of $3,000 per Council term. The Town of Cochrane provides Councillors with a cell phone allowance of $65/month, as well as a Town-issued laptop. Administration therefore recommends that Councillors’ cell phone allowance be increased to $50/month, that the monthly computer allowance for the Mayor and Councillors be increased to $50/month, that the Town continue support to the Mayor’s town-issued cell phone, and that Administration continue to provide installation of software for computers purchased on Councillor expense accounts. Option A That the Budget Committee recommend that Councillors’ cell phone allowance be increased to $50/month, that the monthly computer allowance for the Mayor and Councillors be increased to $50/month ($100 total), that the Town continue support to the Mayor’s town-issued cell phone, and that Administration continue to provide installation of software for computers purchased on Councillor expense accounts. Option B That the Budget Committee recommend an alternative technology allowance. Option C That the Budget Committee recommend no change to the technology allowance.

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6. Health Benefits Coverage: Health Care Premiums The Consultants find that Beaumont requires Council members to pay l0031o of the benefit premiums if they choose to participate in the Town’s health benefits plan, while the majority of comparator communities require elected officials to pay either no premiums or a much lower percentage of premiums for health benefits plan participation. For example, Spruce Grove, Stony Plain, and Cochrane elected officials pay 0% of the premiums, Wetaskiwin and Fort Saskatchewan elected officials pay 10% of the premiums, and Leduc elected officials pay 20% of the premiums. Chestermere is the only comparable community that requires elected officials to pay 100% of the premiums.

The Alberta Municipal Services Corporation (AMSC) has the following benefits available to elected officials: • • • • •

Basic Life and Accidental Death & Dismemberment (Town of Beaumont currently has this set at $30,000) Dependent Life Extended Health Dental Optional Life

The monthly premiums for elected officials who choose to participate in the program are: • Group Life $9.03/month • Accidental Death & Dismemberment $0.88/month • Health Single $54.29/month • Health Family $218.82/month • Dental Single $55.18/month • Dental Family $156.83/month —

—

Elected officials wishing to participate must contribute to Group Life and Accidental Death & Dismemberment, and must choose either Single or Family Health and Dental coverage. Elected officials who wish to have their spouse added to the program are required to enroll as a Family. Elected officials must enroll in benefits within 60 days of being elected to office, and once enrolled, they must maintain their coverage for the current term of office. Therefore, if health benefits are provided to elected officials, this must take effect immediately following the next municipal election, and elected officials must enroll within 60 days of being elected to office.

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If the Budget Committee recommends that the Town pay 80% of the premiums, consistent with the Consultants’ recommendation, the Financial implication would be:

Benefit

Cost to the Town (Per Month)

Cost to the Elected Official (Per Month)

Group Life Accidental Death & Dismemberment Health Single Health Family Dental Single Dental Family Total Maximum Cost

$7.22 $0.70

$1.81 $0.18

$43.43 $175.06 $44.14 $125.46

$10.86 $43.76 $10.42 $31.37

—

Maximum Annual Cost to the Town (7 Elected Officials) $606.48 $58.80 -

$14,705.04 -

$10,538.64 $25,908.96

Option A

That the Budget Committee recommend that the Town pay 80% of the premiums for elected official health care benefits, effective November 1, 2017, which would be consistent with comparable communities and the Consultants’ recommendation. Option B

That the Budget Committee recommend that the Town pay a different rate of premiums for elected official health care benefits, effective November 1, 2017. Option C That the Budget Committee recommend no change to the premiums paid by the Town for elected officials’ health benefits (elected officials continue to pay 100% of the premiums). Aqua-Fit Centre Discount Currently, elected officials receive a 50°/p discount on their personal membership at the Aqua-Fit Centre, consistent with the discount rate available to employees. The 2016 adult annual membership rate is $521.50, meaning that elected officials may receive a benefit of up to $260.75 annually on an adult annual membership. Option A That the 50% discount to the Aqua-Fit Centre that is currently available to Council members be formalized in the Remuneration Policy, which would be consistent with the Consultants’ recommendation. Option B That the Budget Committee recommend that elected officials receive a different rate of discount at the Aqua-Fit Centre and that this rate be formalized in the Remuneration Policy.

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7. RRSP Provisions: The Consultants find that 4 of the 7 comparable communities provide RRSP provisions for elected olficials, where the municipalityâ&#x20AC;&#x2122;s maximum contribution ranges from 3.5% to 5.0% of salary. Beaumont currently does not have an RRSP plan for elected officials.

The Alberta Communities Pension Plan (ACPP) provides a program where the Town would match the contributions made by the elected official. At retirement, the elected official and Town contributions with investment earnings would provide retirement benefit options. The Town may choose a contribution rate ranging from 3.0 to 9.0% of the elected officialâ&#x20AC;&#x2122;s base salary. Contributions made by the elected official would be matched by the Town. Elected officials could also make additional voluntary contributions which would not be matched by the Town. Member contributions are tax deductible. The Town may also offer variable contribution rates enabling each elected official to choose to make contributions ranging from 3.0 to 9.0%. The Town would have to match the rate chosen by the elected official. Based on 2016 remuneration rates for elected officials, if all elected officials choose to participate in a fixed plan, the annual financial impact of this program would be approximately: Rate

Average Annual Cost Per Elected Official

Total Maximum Annual Cost to the Town

$840

$5,880

51,120

$7,840

$1,400

$9,800

$1,680

$11,760

$1,960

$13,720

$2,240

$15,680

$2,520

$17,640

There is a waiting period for this plan, which is the first day of the month following the swearing in of the elected official. Therefore, the program would begin November 1, 2017. Option A That the Budget Committee recommend the establishment of an RRSP plan effective November 1, 2017, whereby the municipality will contribute 4% of monthly remuneration, to be reflected in the Remuneration Policy.

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Option B That the Budget Committee recommend the establishment of an RRSP plan effective November 1, 2017, whereby the municipality will offer variable contribution rates enabling each elected official to choose to make contributions ranging from 3.0 to 9.0%, to be matched by the Town, to a maximum recommended by the Budget Committee and to be reflected in the Remuneration [â&#x20AC;&#x2DC;olicy. Option C That the Budget Committee recommend the establishment of an RRSP plan effective November 1, 2017, whereby the municipality will contribute a different rate of monthly remuneration, to he reflected in the Remuneration Policy. Option D That the Budget Committee recommend than an RRSP plan for elected officials not be established. 8. Council Remuneration Review Process: The Consultants find that periodic market reviews of Council remuneration coincide with the election year for the most part, while some conclude this review either during the second or third year of the Council term of office. Further, the Consultants find that all of the comparable communities adjust their remuneration levels annually by some measure of Consumer Price Index (CPI) change on Alberta to reflect cost of living adjustments. Option A That the Budget Committee recommend that a mandatory independent review of the Remuneration Policy be undertaken in 2021, for recommendation to the Budget Committee for the 2022 Budget, and continue to review cost of living increases on an annual basis through the budget process. This would not prevent review of, or amendment to, the Remuneration Policy prior to the mandatory review date, as the Policy will need to be monitored routinely to ensure relevance and clarity. Option B That the Budget Committee recommend that a mandatory independent review of the Remuneration Policy be undertaken in 2019, for recommendation to the Budget Committee for the 2020 Budget, and continue to review cost of living increases on an annual basis through the budget process. This would not prevent review of, or amendment to, the Remuneration Policy prior to the mandatory review date, as the Policy will need to be monitored routinely to ensure relevance and clarity. Option C That the Budget Committee recommend a mandatory review on a schedule different than that proposed in Options A or B. Option D That the Budget Committee not recommend a mandatory review of elected officials remuneration, but instead review all aspects of remuneration on an annual basis in conjunction with the budget process.

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9. Full-Time or Part-Time Status of Mayor: ‘[he Consultants find that 5 of the 7 comparable communities have designated full-time Mayors, including Leduc, Wetaskiwin, Fort Saskatchewan, Chestermere, and Cochrane. The Consultants recommend that the Beaumont Mayor continue to be designated as a part-time position based on the feedback from elected officials and the practice in the comparator group where two Mayors in the geographically-relevant municipalities are still designated as part-time positions, namely Spruce Grove and Stony Plain.

Option A That the Budget Committee recommend that the position of Mayor continue to be designated as a part-time position. Option B That the Budget Committee recommend that the position of Mayor be designated as a full-time position, recognizing that this will not impact remuneration or the specific duties or expectations of the position. Next Steps Once the Budget Committee identifies its recommendations for each of the above-noted items, Administration will present an amendment to the Remuneration, Travel and Subsistence Policy, and present the proposed revised policy at the November 22, 2016 Council meeting for information, and at the December 13, 2016 Council meeting for approval. Any financial implications will be addressed in the 2017 Budget.

FINANCIAL CONSIDERATIONS $15,000 was included in the 2016 Budget for a review of Elected Officials remuneration. The final cost of the project was S14,763. The financial implication of the Budget Committee’s decision will be dependent on the options they choose to recommend to Council to implement. PLANS/STANDARDS 2016—2021 Strategic Plan Services

Key Focus Area: Communication/Citizen Engagement; People

LEGISLATIVE AUTHORITY • Council Policy C19-R4 Remuneration, Travel, and Subsistence Policy • Council Policy C-14 Purchasing Policy —

—

ATTACHMENTS 1. Schedule A: Remuneration Increase Implementation Options 2. Schedule B: Executive Summary of Beaumont Elected Officials Remuneration Review 3. Schedule C: Elected Officials Remuneration Review Terms of Reference (approved at the December 15, 2015 GPC Meeting) 4. Schedule D: Council Policy C19-R4 Remuneration, Travel, and Subsistence Policy —

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ALTERNATIVES The various alternatives for each of the nine elements of Elected Official Remuneration are outlined in the memo and in Schedule A. Administration is seeking the Budget Committeeâ&#x20AC;&#x2122;s recommendations on each element mdiv Id ually. A revised Elected Officials Remuneration Policy will be presented at the November 22, 2016 Council meeting for information, and at the December 13, 2016 Council meeting for approval. This Policy will outline the timeframe for the implementation of each element of the revised Policy. The budget implication of each recommendation will be included in the 2017 Budget for Councilâ&#x20AC;&#x2122;s approval. RECOMMENDATION That the Budget Committee provide recommendations to Council on each of the elements of remuneration identified in this memo.

jgs MElected Officials

Remuneration

Budget Committee

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Schedule A: Remuneration Increase Implementation Options

Mayor

The Mayorâ&#x20AC;&#x2122;s per diem is currently $6,000 annually, which the Consultant is recommending be removed and replaced by an increased annual salary. The table below assumes that the full amount of the existing per diem is used every year. Implementation Mayor Salary Inclusive of Per Diems Implement all_in_2017 Implement over 2_years Implement over 3_years Implement over 4 years

Annual Additional Budget Implication

2016

2017

2018

2019

2020

2017

2018

2019

2020

$49,300

$64,500

N/A

$15,200

N/A

$49,300

$56,900

$64,500

N/A

$7,600

N/A

$49,300

$54,300

$59,400

$64,500

N/A

$5,000

$5,100

N/A

$49,300

$53,100

$56,900

$60,700

$64,500

$3,800

The table below would be used if the Budget Committee recommends that per diems continue to be paid ($6,000). Implementation

Annual Additional Budget

Implication Mayor Salary Exclusive of Per Diems Implement all_in_2017 Implement over 2_years Implement over 3_years Implement over 4_years

2016

2017

2018

2019

2020

2017

2018

2019

2020

$43,300

$58,500

N/A

$15,200

N/A

$43,300

$50,900

$58,500

N/A

$7,600

N/A

$43,300

$48,300

$53,400

$58,500

N/A

$5,000

$5,100

N/A

$43,300

$47,100

$50,900

$54,700

$58,500

$3,800

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Schedule A: Remuneration Increase Implementation Options

Councillor The Councillorsâ&#x20AC;&#x2122; per diem is currently $3,000 annually, which the Consultant is recommending be removed and replaced by an increased annual salary. The table below assumes that the full amount of the existing per diem is used every year. The annual additional budget implication is based on 5 Councillors (excluding the Deputy Mayor position). Implementation Councillor Salary Inclusive of Per Diems Implement all_in_2017 Implement over 2 years Implement over 3 years Implement over 4 years

Annual Additional Budget Implication (Based on 5 Councillors)

2016

2017

2018

2019

2020

2017

2018

2019

2020

$24,500

$29,000

N/A

$22,500

N/A

$24,500

$26,750

$29,000

N/A

$11,500

N/A

$24,500

$26,000

$27,500

$29,000

N/A

$7,500

N/A

$24,500

$25,600

$26,700

$27,800

$29,000

$5,500

$6,000

The table below would be used if the Budget Committee recommends that per diems continue to be paid ($3,000). Implementation

Annual Additional Budget Implication (Based on 5 Councillors)

Councillor Salary Exclusive of Per Diems

2016

2017

2018

2019

2020

2017

2018

2019

2020

Implement all in 2017

$21,500

$26,000

N/A

$22,500

N/A

$21,500

$23,760

$26,000

N/A

$11,250

N/A

$21,500

$23,000

$24,500

$26,000

N/A

$7,500

N/A

$21,500

$22,600

$23,700

$24,800

$26,000

$5,500

$6,000

Implement over 2 years Implement over 3 years Implement over 4 years

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Schedule B

Executive Summary of Beaumont’s Elected Officials Remuneration Review In January 2016, the Town of Beaumont approved the proposal by Lim HR Compensation Consulting to conduct an independent review of the Town’s Elected Ollicials compensation levels and make recommendations on the annual remuneration or salary rates, per diem rates, travel and subsistence levels, and some benefit provisions for the Town’s elected officials. More specifically, the review included two key processes, namely, to conduct interviews with all Council members to understand their roles and perspectives on Council remuneration, and to conduct a market comparison of the Town’s elected officials compensation levels to those ofa peer comparator group of seven like-sized and geographically relevant Alberta towns and cities, which included Spruce Grove, Wetaskiwin, Fort Saskatchewan, Stony Plain, Chestermere, Cochrane and Leduc. This peer comparator group was selected and approved by the Town’s Governance & Priorities Committee (GPC), and the survey was conducted over a two-week period between February and March 2016 Based on the analysis of the Council Remuneration policies from the peer comparator group of similar and geographically relevant towns and cities as approved by GPC, as well as the interview feedback from Council Members, we submit our survey findings and recommendations for your consideration.

1. Annual Remuneration Survey Findings The 2016 survey summary shows that the annual salaries (excluding per diems) paid to Beaumont’s Mayor and Councillors are behind the market by minus 73.2% and minus 42.0% respectively. When the per diems are taken into account, the market disparities for these two positions narrow somewhat to minus 52.1% for the Mayor and minus 24.6% for the Councillor.

lBeaumontTMarket Mayor

$43,300

Deputy Mayor

Median Ratel

“°°“f

$75,000

-73.2%

$21,500

$33,998

-58.1%

Councillor

$21,500

$30,530

Mayor

$49,300

$75,000

Deputy Mayor

$24,500

$33,998

-38.8%

Councillor

$24,500

$30,530

-24.6%

-42.0% Median is the 50th percentile rate, where one-half of the survey observations are above this amount, and the other half are below.

,t Median Rate -52.1%

* Includes Beaumont’s maximum per diems for Mayor ($6,000) and Councillors ($3,000), but excludes per diems for the 3 comparators where the actual annual per diem payment data were not available.

Recommendation Generally, the market P50 (Median) rate is used as the starting point in setting an organization’s market competitive pay position, which is the standard practice used in the majority of public and private sector organizations in Canada. The market P50 rate shown in Chart 2 of this report, however, may not make sense I Page

15-14

since the market rates for the Mayor. Deputy Mayor and Cotincillor are derived from a very small survey sample of7 organizations. For example, fC’ouncil adopts the Mayor’s market P50 salary of$75,000 (as shown in (‘hart 2 of the report) for Beaumont’s Mayor, then the Town would be paying its Mayor the same as Spruce Grove. which has a population twice the size of Beaumont. It would make sense to ensure thai remuneration levels for Beaumont’s elected oliciaIs bear some semblance to its population size relative to the peer comparator group as shown Chart I I We therefore recommend the following remuneration rates which will place Beaumont at a level that is closer to Stony Plain and Chestermere which have similar population sizes. Chart II also incorporates the current annual maximum per diem rates and the removal of the per diem rates on a go forward basis, as explained in the next section. .

Current Annual Rates

$43,300

$21,500

Population Regression Formula Annual Rates

$64,487

$31,898

$28,993

Recommended Rounded Annual Rates Inclusive of Per Diem

$64,500

$32,000

$29,000

$6,000

$3,000

$58,500

$29,000

$26,000

35.1%

34.9%

20.9%

$43,000

$21,334

$19,334

Current Per

Diem Policy Maximum

Net Rounded Annual Rates Withour Per Diems Effective % Increase Over Current Rates Taxable Amount Non-Taxa ble*

$21,500 $10,666 $9,666 Municipal elected officials can claim one-third oftheirmunicipal income as non-accountable expense allowances which are non-taxable underthe Income TaxAct.

The formula rates for the Mayor, Deputy Mayor. and Councillor are based on a regression line analysis which plots the salaries of the Mayors, Deputy Mayors and Councillors in the seven comparator towns and cities against their population numbers. The regression lines represent the overall salary trend lines or the “best fit” lines through the scattered pay data points for the three elected official positions. The three regression charts in the report demonstrate the use of the regression analysis in arriving at the recommended remunerations (rounded) rates that correJate with the population variable in the survey universe.

2. Per Diems Survey Findings The 2016 survey shows that only 3 out of the 7 comparators have per diem rates which are generally comparable to Beaumont’s half-day and full-day rates. However, the actual amount of per diem paid in each municipality is unknown since the annual per diems would vary depending on how they are administered and the number of Council approved meetings that are associated with per diem payments. it is therefore difficult to make meaningful per diem comparisons between jurisdictions. The other four municipalities in the 2016 survey do not have per diem payments. Recommendation We recommend the removal of the per diem rates and simplify the payment model with a higher market-based annual remuneration rate that covers all committee work and public appearances. ‘l’his

2 P age

15-15

will remove the confusion of what items can or cannot he claimed, and will make future remuneration and increases more transparent.

3. Expense Allowance Survey Findings The municipal elected officials in the peer comparator group receive a variety of accountable expense allowances, either as a budget or reimbursement for expenses. While difficult to make direct comparisons, it would appear that Beaumont’s current expense allowances of$10,000 for the Mayor and $6,000 for Councillors are reasonable. Recommendation We recommend no change.

4. Kilometer Rates and Meal Allowance Survey Findings Beaumont’s policy of reimbursing elected officials in

$0.54 cents per km and meal allowances is in line with policies for other the peer comparator group.

Recommendation We recommend no change.

5. Technology Allowance and Support Survey Findings

The technology allowance and support provided to Council members vary between the peer comparator municipalities. Beaumont’s approach of providing monthly amounts to partially fund the cost of private cell phones or laptops is probably the most pragmatic technology support, along with assistance in the installation and technical support to ensure access to emails and relevant documents as well as systems compatibility and security. Recommendation Since this is an area that requires technical knowledge of hardware, software and support systems Ibr email and document access and security, we recommend that the Town’s lntbrmation Technology staff and the Legislative Office provide assistance by conducting a cost-benefit review of providing Townowned devices versus financial subsidies to Council Members for their private purchase plans.

6. Health Benefits Coverage Survey Findings The survey shows that the majority of comparators require elected officials to pay either no premiums or a much lower percentage of premiums for plan participation. while Beaumont requires Council members to pay 100% of the benefit premiums if they choose to participate in the plan.

3 IPage

15-16

Recommendation \Ve recommend consideration of the lown paying 80% of the premnims which would be consistent with external practices. We also recommend that the 50% discount to the Aqua—Fit Centre that is currently available to Council members he formalized in the Remuneration policy for Elected Officials.

7. RRSP Provisions Survey

Findings

The survey shows that 4 out of the 7 peer comparators provide RRSP participation for elected officials where the municipality’s maximum contribution ranges from 3.5% to 5.0% ofsalaiy. Beaumont currently does not have an RRSP plan for elected officials. Recommendations We recommend consideration of RRSP coverage for Council Members.

8. Council Remuneration Review Process Survey Findings The survey shows the following: •

The periodic market reviews of Council remuneration coincide with the election year for the most part, t1 while a couple conclude this review either during the 2’ or 3 year of the Council Term of Office before election year.

•

Once Council remuneration rates are in place. all the municipalities in the survey adjust their remuneration levels annually by some measure ofCPl change on Alberta to reflect cost of living adjustments.

Recommendation • •

Continue to adjust the Remuneration rate annually by a Cost of Living Allowance approved during the annual budget process. Conduct a market review early in the 31 year of Council’s term to ensure that Beaumont keep pace with the Council Remuneration Policies of the same peer comparator group of seven towns and cities.

9. Full-Time or Part-Time Status of Mayor Survey Findings The survey shows that 5 of the 7 Mayors in the survey (Leduc, Wetaskiwin, Fort Saskatchewan, Chcstermere. and Cochrane) are designated as full-time positions. Recommendation We recommend no change to the cuirent Part-Time status of the Mayor position based on feedback from Council Members and the practice in the peer comparator group where two Mayors in the geographically-relevant municipalities are still designated as part-time positions, namely, Spruce Grove and Stony Plain.

4Page

15-17

Schedule C

Terms of Reference Town of Beaumont Elected Officials Remuneration Review Purpose: To undertake a review of the Town of Beaumont Elected Officials compensation levels and make recommendations for consideration. Objectives of the Review: 1. Review current compensation levels as established in Council Policy C-19-R4 (Remuneration, Travel & Subsistence) to determine if the Policy expectations are in line with the expectations of the Mayor and Council roles and responsibilities, and the number and types of meetings attended or expected to attend. Provide a review of: o Compensation for responsibilities o Per diems o Mileage o Courses/conferences o Board/Committee attendance o Pension o Health benefits o Technology allowances (cell phone, computer) o Reimbursement for expenses o Other allowances 2.

Compare the Town of Beaumont’s Elected Official compensation levels to that of the defined comparison group. The municipalities listed below shall be used as the comparator organizations. The population of each community in included (Town of Beaumont population is 16,768). • City of Spruce Grove (32,036) • City of Leduc (29,304) • City of Fort Saskatchewan (24,040) • Town of Cochrane (23,084) • City of Chestermere (18,496) • Town of Stony Plain (16,127) • City of Wetaskiwin (12,626)

Interview the Mayor and Councillors individually by telephone to understand their roles, responsibilities, commitment level, and provide them an opportunity to provide comments and feedback on what is required of being a Town of Beaumont Elected Official. This may lead to specific recommendations for the roles of Mayor and Deputy Mayor.

4. •

Recommend Elected Official compensation levels Based on a review of the current compensation levels and comparisons to the selected comparator organizations, provide recommendations on compensation levels. Provide recommended amendments to Council Policy C-19-R4 (Remuneration, Travel & Subsistence)

•

Methodology: Develop a Workplan and detailed schedule of activities and timelines, to be finalized with the Project Lead (Supervisor, Legislative Services).

15-18

Deliverables: At the conclusion of the review, the following deliverables are required: • An executive summary of how each compensation criteria for the Town of Beaumont currently compares with the comparable organizations • Recommended amendments to Council Policy C-19-R4 (Remuneration, Travel & Subsistence) • The report is to include identification of assumptions made, data collected, and process used to determine recommendations • The Consultant will be required to present the draft findings and recommendations to the Town of Beaumont Administration no later than March 15, 2016 • The Consultant will attend the 2016 Spring Planning Workshop to present the final report to Elected Officials

jgs Terms of Reference- council Remuneration Review

15-19

Schedule D

The Town of

B eauniont

Council Policy #19

REMUNERATION, TRAVEL, AND SUBSISTENCE

Approved this 8th day of December, 2015

Council Resolution Number 15/12/09 PURPOSE This Policy provides clarity of the benefits available to members of Council, as well as provides details on compensation for travel and subsistence costs while carrying out their official duties, while on Town business. POLICY STATEMENT The Town of Beaumont has a duly elected Council who represent the interests of the Town. This Policy sets out compensation and benefits for all the work involved in holding public office in the Town of Beaumont.

SCOPE This Policy applies to all members of Council. 1. REMUNERATION: a) Council membersâ&#x20AC;&#x2122; standard monthly remuneration will be reviewed annually (see Schedule A for current remuneration). b) The standard monthly remuneration will be adjusted annually by the same Cost of Living Allowance (COLA) provided for the staff. This practice can be modified from time to time, as Council makes the final decision on COLA adjustments. 2. BENEFITS: a) Members of Council may participate in the Town of Beaumont offered benefit program. Members must register within 60 days of being elected, and would be responsible for 100% of the costs. Benefits include, but are not limited to: i. ii. iii.

Extended Health benefits Dental benefits Group Life Insurance

3. PER DIEMS: a) Members of Council may receive a standard per diem for attending conferences, workshops, meetings, or sessions that are above and beyond normal Board/Committee assignments (see Schedule A for current remuneration). b) After discussion and approval by the Mayor, members of Council will exercise their discretion in selecting and attending conferences, workshops, meetings, or sessions that would benefit the municipality. Approval History (To be filled in by Legislative Clerk) Approval Date: June 25, 2013 Revision Date: Jan 28, 2014 Revision Date: December 9, 2014 Revision Date: December 8, 2015

Inguirie/Contact Person ChiefAdministrative Officer or General Manager, Corporate Services

15-20

The Town of

Beaurnont

Council Policy #19

c) Per diems will be paid on either a full day or half day basis (see Schedule A for per diem rates). A half day is defined as a minimum of two (2) hours and a maximum of four (4) hours, and full day is defined as in excess of four (4) hours. d) Per diems will not be paid for attendance at such activities as: i. Regular Council Meetings and Special Meetings of Council ii. Regular meetings of related boards, committees, or commissions as designated at the annual Organizational Meeting of Council iii. Golf tournaments iv. Openings General public appearances V. Vi. Community events, such as Canada Day, Remembrance Day, etc. Vii. Other purely social events VIII. Attendance at political party functions ix. Educational training, unless relevant to elected official duties e) Members of Council will be paid for attendance at events, to a maximum number of full days annually (see Schedule A). f)

A separate budget will be established annually for this purpose, over and above the current Council remuneration.

g) Council may elect to permit members of Council to attend additional conferences, meetings, or sessions, providing there are some members of Council who have not used their full allowance under this budget, and as long as the total Council budget is not exceeded. Council approval must be granted for these requests. h) Members of Council will receive out-of-pocket expenses (travel, meals, hotels, etc.) in accordance with Schedule A. 4. EXPENSE ACCOUNTS: Each member of Council will be provided with an individual expense account to provide necessary funding for travel, conferences, training and development, and event registration. The Mayor shall approve all Council member expense accounts. 5. TRAVEL & SUBSISTENCE: When Council members are required to travel on official Town business, the municipality will pay the following: a) Council members who use their personal vehicles for Town business will be reimbursed at a rate equal to the rate established by the Department of Finance Canada that is published annually in a news release before the end of the calendar year (see Schedule A for current rates). When a Council member elects to take their own vehicle when other vehicles are available for car-pooling, they will be paid mileage at the reduced rate of 50% of the normal approved rate. -

Approval History (To be filled in by Legislative Clerk) Approval Date: June 25, 2013 Revision Date: Jan 28, 2014 Revision Date: December 9, 2014 Revision Date: December 8, 2015

InguirieContact Person ChiefAdministrative Officer or General Manager, Corporate Services

15-21

The Town of

B eaurnont

Council Policy #19

b) Council members will be reimbursed for taxi fares upon submission of receipts. c) When tickets are required for transportation services, the most reasonable, economical fare will be purchased, and the cost reimbursed upon submission of receipts. d) Council members will be reimbursed for fair and reasonable meal expenses incurred while travelling upon submission of receipts. e) When lodging is required, Council members will be expected to utilize standard, mediumpriced hotels whenever possible. if a Council member is attending a formal, organized meeting or convention, they may stay at the host hotel if accommodations are available. In all cases, the Town will pay no more than the regular single-room rate. 6. SPOUSES/PARTNERS: a) if a spouse or partner accompanies a member of Council to a conference, convention, social or fundraising function, the expenses of the spouse or partner for travel and meals will be considered a personal expense, except as noted in sections 6.b). b) Where the spouse or partner is invited to a conference accompanying the member of Council to banquets or receptions, their tickets for these events may be charged to the Council memberâ&#x20AC;&#x2122;s expense account. 7. SCHEDULE A: Schedule A will be revised and approved on an annual basis through the budget approval process.

Approval History (To be filled in by Legislative Clerk) Approval Date: June 25, 2013 Revision Date: Jan 28, 2014 Revision Date: December 9, 2014 Revision Date: December 8, 2015

Inquiries/Contact Person ChiefAdministrative Officer or General Manager, Corporate Services

15-22

The Town of

â&#x20AC;˘

B eauniont

Council Policy #19

Schedule A Remuneration, Travel & Subsistence Policy Effective January 1, 2016

ANNUAL REMUNERATION Mayor Councilor

$43,000 $21,500

ANNUAL EXPENSE ACCOUNT Mayor Councillor

$ 10,000 $ 6,000

PER DIEMS Half Day (2 to 4 hours) Full Day (5 to 8 hours)

$ $

Mayor to a maximum of: Councillor to a maximum of:

$ 3,000 (15 days at 8 hours each)

VEHICLE ALLOWANCE In Town Trip Rate (in lieu of mileage) Mileage Rate (first 5,000 kin)

$2.50 per trip $0.54 per km*

100 200

$ 6,000 (30 days at 8 hours each)

When a Council member elects to take their own vehicle when other vehicles are available for carpooling, they will be paid mileage at the reduced rate of 50% of the normal approved rate. *

Note: Schedule A will be reviewed and updated annually in conjunction with budget approval.

Approval History (To be filled in by Legislative Clerk) Approval Date: June 25, 2013 Revision Date: Jan 28, 2014 Revision Date: December 9, 2014 Revision Date: December 8, 2015

Inquiries/Contact Person ChiefAdministrative Officer or General Manager, Corporate Services

15-23

TOWN OF BEAUMONT CARRY FORWARD CAPITAL PROJECTS as of DECEMBER 31, 2016 Schedule D Projects Particulars

Projected Cost

Year

Community and Protective Services Land Improvements (Downtown Property) 2011 Dansereau Community Park Project - Phase I 2013/14 Dansereau Community Park Project - Phase II 2014 2014 Replace/Upgrade Playground Equipment Town Office Mechanical - Phase 2 2015 Recreation Software Upgrades 2015 KNRRC Condenser and Dehumidifiers 2015 2015 Cold Storage Building for Parks Equipment Landscape Rake & Sweeper Attachments 2015 KNRRC Canada 150 Upgrades (2017) 2015 Fire Suppression Four Seasons 2016 Long Slide Park additional funds 2016 2016 Cold Storage Additional Funds Pickle Ball Lines 2016 Firetruck Unit 108 (Replace Pumper 4 - Unit 104) 2016 Peace Officer Vehicle Unit 204 (Replacement of Un 2016 2016 CCBCC - Additional capital funding Parade Float 2016 2016 AquaFit Phase 2 - Rink and Indoor Field Water Spray Park Modifications 2016 Mother d'Youville Fields 2016

Planning and Infrastructure 50 Street - Zone 4 (Tie-in 41 Ave) Retaining Wall and Swale 30 Ave Construction West 50 Avenue Street Scape RR243 Lights (50 Avenue to TWP510) 60 Street Improvements Cairns Pond Street Improvement Program Portable Electronic Message Board Transit Buses and Facilities (Town's Share) Cairns Pond

Corporate Services Asset Management Priority System Council Chamber Upgrades Electronic Entrance Sign

200,000 866,400 309,000 48,400 120,000 100,000 493,000 210,000 13,000 1,000,000 11,000 15,000 85,400 12,000 570,000 64,800 1,446,000 35,000 2,400,000 242,000 659,000 8,900,000

1,000,000 302,900 2,904,000 260,000 800,000 113,000 172,000 1,446,900 30,000 583,356 1,666,000 9,278,156

250,000 65,400 95,000 410,400

2010 2011 2011 2015 2015 2015 2016 2016 2016 2016 2016

2013 2015 2015

$ 18,588,556

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop)

Actual Spent to Date

Carry Forward

130,800 775,962 175,645 48,400 120,000 100,000 493,000 210,000 13,000 11,000 15,000 85,400 12,000 64,800 1,300,000 659,000 4,214,007

5,433 2,904,000 260,000 800,000 172,000 1,446,900 30,000 172,000 5,790,333

65,400 95,000 160,400

$ 10,164,740

69,200 90,438 133,355 1,000,000 570,000 146,000 35,000 2,400,000 242,000 4,685,993 1,000,000 297,467 113,000 583,356 1,494,000 3,487,823 250,000 250,000 8,423,816 -

Funding Grants/ Cost Share

Taxes/ Utilities

Other

Reserves / Offsite Levies

Debt

69,200 90,438 133,355

1,000,000

570,000 146,000 35,000 2,400,000 242,000 $

4,408,993

277,000

1,000,000 297,467

113,000

312,700 1,494,000 3,217,167

270,656 $

270,656

250,000

$ $

250,000

7,626,160

797,656

16-1

Page 1 of 5

Town of Beaumont DRAFT 2017 Multi‐Year Capital Plan

Project Name/Description Inflation EQUIPMENT REPLACEMENT Corporate Services Council Chamber Upgrades Asset Management Priority System Electronic Sign Community & Protective Services Culture ‐ Parks ‐ Recreation Recreation Software Landscape Rack Parade Float NEW ‐ Gator ‐ New Unit 772 NEW ‐ Ditch Mower NEW ‐ Gator ‐ New Unit Replace Unit 701 1996 Ford 150 1/2 Ton ‐ 2006 Replace Unit 702 2006 Dodge 1/2 ton (FP) ‐ 2016 Replace Unit 705 2004 Ford F350 (FP) ‐ 2014 Replace Unit 706 2000 Ford 150 1/2 Ton ‐ 2010 Replace Unit 707 2007 Kenworth Water Truck ‐ 2017 Replace Unit 708 2009 Dodge Quad Crew Cab ‐ 2019 Replace Unit 709 2012 Ford Super Duty XL ‐ 2022 Replace Unit 710 2012 Ford Super Duty XL ‐ 2022 Replace Unit 711 2013 Chev Silverado ‐ 2023 Replace Unit 712 2013 Ford F150 XL ‐ 2023 Replace Unit 751 2000 Zamboni 520 Ice Resurfacer ‐ 2010 Replace Unit 755 2002 JD 1445 Mower (FP) ‐ 2012 Replace Unit 757 2006 JD Tractor w/ attachments ‐ 2016 Replace Unit 758 2009 Toolcat Utility ‐ 2039 Replace Unit 759 2009 12' Mower ‐ 2019 Replace Unit 761 2011 Zamboni 525 ‐ 2021 Replace Unit 763 2011 Kubota ZD331LP Zero Turn ‐ 2021 Replace Unit 764 2012 R‐311T 11' Rotary Mower ‐ 2022 Replace Unit 765 2012 PJ Trailer T8222 ‐ 2022 Replace Unit 766 2014 Bobcat 5600G Toolcat + attachments 2034 Replace Unit 767 2014 Mower ‐ 2024 Replace Unit 768 2014 John Deere Tx Gator with Tektite ROPS ‐ 2014 Replace Unit 769 2014 John Deere 648 Quick Track ‐ 2024 Replace 2007 Lawn Vacuum ‐ 2017 Protective Services Replace Unit 101 2005 Volvo/White Spartan Metro Star ‐ 2030 Replace Unit 102 2007 Dodge Dakota (Fire) ‐ 2017 Replace Unit 201 2005 Dodge Ram 1500 (CPO) ‐ 2015 Replace Unit 203 2012 Dodge Charger RWD (CPO) ‐ 2022 New CPO Vehicle Planning & Infrastructure Portable Electronic Message Board Sign (1) Replace Unit 301 1998 Ford 800 Gravel Truck (PW) ‐ 2023 Replace Unit 302 2005 Peterbilt Tandem (PW) ‐ 2030

Year of Acquisition / Construction / Replacement

Current Year Cost

2017

2018 2.50%

2019 2.50%

2020 2.50%

2021 2.50%

2022 2.50%

2023 2.50%

2024 2.50%

2025 2.50%

2026 2.50%

TOTAL

CFWD CFWD CFWD

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 250,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

CFWD CFWD CFWD 2017 2017 2018 2019 2019 2019 2019 2019 2019 2022 2022 2023 2023 2019 2019 2019 2039 2019 2021 2021 2022 2022 2034 2024 2024 2024 2019

‐ ‐ 35,000 12,500 13,000 12,500 38,000 38,000 47,300 38,000 120,000 50,000 50,000 50,000 50,000 50,000 76,600 70,000 85,000 70,000 50,000 76,600 15,000 8,000 8,000 75,000 89,000 11,000 8,000 20,000

‐ ‐ 35,000 12,500 25,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ 12,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ 39,900 39,900 49,700 39,900 126,100 52,500 ‐ ‐ ‐ ‐ 80,500 73,500 89,300 ‐ 52,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 21,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 84,600 16,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 56,600 56,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,100 9,100 ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 58,000 58,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 105,800 13,100 9,500 ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 87,400 ‐ ‐ ‐ ‐ ‐ 93,700 ‐ ‐ ‐ ‐

‐ ‐ 35,000 12,500 25,000 12,800 39,900 39,900 49,700 39,900 126,100 52,500 56,600 56,600 58,000 58,000 80,500 73,500 89,300 87,400 52,500 84,600 16,600 9,100 9,100 93,700 105,800 13,100 9,500 21,000

2030 2019 2016 2022 2019

50,000 50,000 64,800 62,000 62,000

‐ ‐ ‐ ‐ ‐

‐ 52,500 ‐ ‐ 65,100

‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 70,100 ‐

‐ ‐ ‐ ‐ ‐

62,400 ‐ ‐ ‐ ‐

62,400 52,500 ‐ 70,100 65,100

2016

30,000 210,000 210,000 60,000 35,000 30,000 40,000 30,000 30,000 30,000 131,900 300,000 175,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 61,500 35,900 30,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ 42,000 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ 33,100 33,100 ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 33,900 ‐ ‐ ‐

‐ 243,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ 262,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 164,700 374,700 218,600

‐ 243,500 262,300 61,500 35,900 30,800 42,000 33,100 33,100 33,900 164,700 374,700 218,600

Replace Unit 303 2008 GMC Sierra C3500 ‐ 2018 Replace Unit 304 2008 GMC 3/4 Ton ‐ 2018

2023 2030 2018 2018

Replace Unit 305 2008 GMC Sierra 1/2 Ton ‐ 2018 Replace Unit 306 2005 GMC 2500 (PW) ‐ 2015

2018 2019

Replace Unit 307 2011 Chev Silverado 1/2 Ton ‐ 2021

2021

Replace Unit 308 2011 Chev Express Cargo Van ‐ 2021

2021

Replace Unit 309 2012 GMC 1500 ‐ 2022 Replace Unit 310 2014 Gravel Truck (PW) ‐ 2039 Replace Unit 351 2007 JD 772D Grader ‐ 2027

2022 2039 2027

Replace Unit 355 2006 Brandt 544J Loader ‐ 2026

2026

M:\Confidential\Finance\Budget\Capital\2017\2017 multi year capital plan (Draft - Includes Proposed Capital Projects for 2017) Ten Years10/28/2016 1:36 PM

17-1

Page 2 of 5

Town of Beaumont DRAFT 2017 Multi‐Year Capital Plan

Project Name/Description Inflation Replace Unit 356 2008 New Holland Tractor/Snow blower ‐ 2028 Replace Unit 2011 Brandt JS 772G Grader ‐ 2031 Replace Unit 2012 John Deere 710K w/ Compactor ‐ 2032 Replace Unit 358 2011 Trackless (PW) ‐ 2031 Replace Unit 360 2014 Street Sweeper ‐ 2034 Replace Unit 3xx ‐ 2015 Toolcat ‐2035 Replace Unit 3xx ‐ 2015 Toolcat ‐2035 Replace Unit 601 2007 GMC C1500 ‐ 2017 Replace Unit 602 2013 GMC 1500 ‐ 2023 Replace 2005 Genie Lift (Aerial Boom) Front End Loader Attachments ‐ 2015 New Crawler/Dozer (PW)

Year of Acquisition / Construction / Replacement 2028 2031 2032 2031 2034 2035 2035 2019 2023 2018 2035 2018

TOTAL EQUIPMENT REPLACEMENT FACILITY REPLACEMENT Corporate Services Town Office Mechanical Community & Protective Services Culture ‐ Parks ‐ Recreation Community Pathways Replace/Upgrade Playground Equipment KNRRC Condenser and Dehumidifiers Cold Storage Building for Parks Equipment Land Improvements Downtown Property Dansereau Community Park Project ‐ Phase I Dansereau Community Park Project ‐ Phase II Water Spray Park Modifications CCBCC Grass Crete Parking Replace/Upgrade Playground Equipment ‐ Long Slide Park Four Seasons Park Concession ‐ Fire Suppression Pickle Ball Lines Mother d'Youville Fields Park‐n‐Ride / Bus Stops Skateboard Park 2017/2018 Parks Storage Building ‐ Site Pallet Storage System Central Park Landscape Design ELCC Parking Lot RCMP ‐ Front Desk Reconstruction Aqua‐Fit Landscaping Don Sparrow Lights RCMP ‐ Storage Shed Columbarium Protective Services Planning & Infrastructure Retaining Wall and Swale 60 Street Improvements RR243 Street Lights Storm Pond Lift Station Upgrade Operations Facility ‐ Security Upgrade Solar Power Retrofit (Operations) Solar Power Retrofit (S&D or KNRRC) Storm Water Pond Aeration

2017

150,000 260,000 169,000 160,000 150,000 92,300 92,300 30,000 30,000 37,000 57,200 250,000 3,718,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 322,500

2018 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 37,900 ‐ 256,300 $ 435,200

2019 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ 31,500 ‐ ‐ ‐ ‐ $ 855,900

2020 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ ‐

2021 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 167,400

2022 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 235,400

2023 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 34,800 ‐ ‐ ‐ $ 394,300

2024 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 128,400

2025 2.50% ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ ‐

2026 2.50% 187,300 324,700 211,100 199,800 187,300 115,300 115,300 ‐ ‐ ‐ 71,400 ‐ $ 2,676,000

TOTAL 187,300 324,700 211,100 199,800 187,300 115,300 115,300 31,500 34,800 37,900 71,400 256,300 $ 5,215,100

CFWD

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

yearly yearly CFWD CFWD CFWD CFWD CFWD CFWD CFWD 2016 2016 2016 2016 2017 2017 2017 2018 2018 2019 2018 2019 2019 2026

50,000 50,000 ‐ ‐ 69,200 90,438 133,355 242,000 146,000 ‐ ‐ ‐ ‐ 100,000 100,000 35,000 75,000 236,300 100,000 30,000 26,000 15,000 40,000

‐ ‐ ‐ ‐ 69,200 90,438 133,355 242,000 146,000 ‐ ‐ ‐ ‐ 100,000 100,000 35,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐

51,300 51,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 76,900 242,200 ‐ 30,800 ‐ ‐ ‐

52,500 52,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 105,100 ‐ 27,300 15,800 ‐

53,800 53,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

55,200 55,200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

56,600 56,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

58,000 58,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

59,400 59,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

60,900 60,900 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

62,400 62,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50,000

510,100 510,100 ‐ ‐ 69,200 90,438 133,355 242,000 146,000 ‐ ‐ ‐ ‐ 100,000 100,000 35,000 76,900 242,200 105,100 30,800 27,300 15,800 50,000

CFWD CFWD CFWD 2017 2018 2018 2019 2026

297,467 113,000 ‐ 18,900 25,000 240,000 480,000 25,000 2,737,660

297,467 113,000 ‐ 18,900 ‐ ‐ ‐ ‐ $ 1,345,360

‐ ‐ ‐ ‐ 25,600 246,000 ‐ ‐ $ 724,100

‐ ‐ ‐ ‐ ‐ ‐ 504,300 ‐ $ 757,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 107,600

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 110,400

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 113,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 116,000

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 118,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 121,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ 31,200 $ 206,000

297,467 113,000 ‐ 18,900 25,600 246,000 504,300 31,200 $ 3,720,760

2018 2026 2020

512,500 ‐ 525,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 525,300 512,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 640,000 640,000 3,000,000 ‐ ‐ ‐ 3,230,700 ‐ ‐ ‐ ‐ ‐ ‐ 3,230,700

TOTAL FACILITY CAPITAL PROJECTS > $500,000 and SPECIAL PROJECTS Protective Services Land for Fire hall Expansion RCMP Auxiliary Building Fire hall Expansion

Current Year Cost

M:\Confidential\Finance\Budget\Capital\2017\2017 multi year capital plan (Draft - Includes Proposed Capital Projects for 2017) Ten Years10/28/2016 1:36 PM

17-2

Page 3 of 5

Town of Beaumont DRAFT 2017 Multi‐Year Capital Plan

Project Name/Description Inflation Planning & Infrastructure 50 Street Tie‐In at 41 Ave (Edmonton) Cairn's Pond Upgrade Transit Buses and Bus Stops (Town's Share) Roads Program 50 Avenue Streetscape Design & Construction Waste & Organics Roll Cart Purchase Centre‐Ville Storm Servicing ‐ Additional Funding required DUDCP ‐ Landscape and underground items Traffic Signal Upgrades Public Works Shop Expansion Corporate Services Town Office Expansion Town Office Parking Lot Upgrades Community & Protective Services Culture ‐ Parks ‐ Recreation KNRRC ‐ Upgrades, Canada 150 Grant = $500,000 AquaFit Phase 2 ‐ Rink and Indoor Field House Replace Unit 103 1987 Rescue Command Unit (Reserve) ‐ 2012 Replace Unit 104 1983 Ford Pumper 4 (Reserve) 2008 AquaFit Phase 2 ‐ Indoor Recreation Facility and Practice Ice Rink Cenotaph Joint School/Danseaure Outdoor Rink Baseball Diamonds ‐ 2 (2004 10 yr Capital Plan ‐ #2 / 2010 CSNA ‐ #4 Outdoor) Replace Unit 107 2000 Superior / HP70 Aerial Firetruck ‐ 2025 Amphitheatre (2010 CSNA ‐ #2 Outdoor) Outdoor Gym Equipment ‐ Special Project Request 2015 Outdoor Swimming Pool ‐ Special Project Request 2015 Soccer Fields (2004 10yr Capital Plan ‐ #3 / 2010 CSNA ‐ #2 / 2010 CSNA ‐ #1 Outdoor) Gym/Meeting Room ‐ Youth Centre (2004 10yr Capital Plan ‐ #4 / 2010 CSNA ‐ #3 Indoor) Squash/Racquetball Courts (2004 10 yr Capital Plan ‐ #5) Performing Arts Centre (2004 10 yr Capital Plan ‐ #6 / 2010 CSNA #1 Indoor) Indoor Soccer Field (2004 10yr Capital Plan ‐ #7 / 2010 CSNA ‐ #2) Track & Field Spaces (2010 CSNA ‐ #3 Outdoor) Picnic Areas (2010 CSNA ‐ #5 Outdoor) Campground (CSNA ‐ #6 Outdoor) Football Field (2004 10yr Capital Plan ‐ #1 / 2010 CSNA ‐ #1 Outdoor) Beaumont Ag Society ‐ Grant Request for Capital Improvements

Year of Acquisition / Construction / Replacement

TS4 – 50 Avenue and Range Road 243 I8 – 50 St and 625 I8 – 50 St and 625 AR9 – 50 Avenue, east side of Cairns Pond (59 Street) to 50 Street AR10 – 50 Avenue, 50 Street to Homestead Close I3 – 50 Avenue and Range Road 241 TS3 – 50 Avenue and Range Road 241 AR12 – Range Road 241, Township Road 510 to Country Club Drive (Westside of road) AR12 – Range Road 241, Township Road 510 to Country Club Drive (Eastside of Road) AR13 – Range Road 241, Country Club Drive to 50 Avenue (Westside of road) AR13 – Range Road 241, Country Club Drive to 50 Avenue (Eastside of Road) I6 – Township Road 510 and Range Road 241 TS6 – Township Road 510 and Range Road 241

2017

2019 2.50%

2020 2.50%

2021 2.50%

2022 2.50%

2023 2.50%

2024 2.50%

2025 2.50%

2026 2.50%

TOTAL

‐ ‐ ‐ 1,433,000 ‐ 820,000 ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,468,800 ‐ ‐ 719,700 271,900 525,300 ‐

‐ ‐ ‐ 1,505,500 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,543,100 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,581,700 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,621,300 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,661,800 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,703,300 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 1,745,900 ‐ ‐ ‐ ‐ ‐ 5,542,700

1,000,000 1,494,000 583,356 15,662,400 5,480,000 820,000 719,700 271,900 525,300 5,542,700

1,000,000 1,494,000 583,356 1,398,000 5,480,000 800,000 685,000 258,800 500,000 4,438,200

2026 2026

6,000,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,493,200 7,493,200 312,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 389,600 389,600

CFWD CFWD

1,000,000 2,400,000 ‐ 570,000 30,000,000 50,000 800,000 288,000 1,000,000 1,200,000 65,000 5,000,000 486,400 1,313,400 940,900 2,249,100 4,548,100 1,000,000 50,000 1,500,000 352,000 1,000,000 $ 82,787,256 $ 1,000,000 ‐ 2,400,000 ‐ 570,000 ‐ ‐ 30,750,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13,925,356 $ 33,528,300

CFWD 2018 2019 2023 2023 2025 2026 2026 2026 2026 2026 2026 2026 2026 2026 2026 2026 2026 2026

1,000,000 1,494,000 583,356 1,398,000 5,480,000 ‐ ‐ ‐ ‐ ‐

2018 2.50%

CFWD CFWD CFWD yearly 2017 2018 2019 2019 2019 2026

TOTAL CAPITAL PROJECTS > $500,000 and SPECIAL PROJECTS OFFSITE LEVY PROJECTS I1 – 50 St and 510 I4 – 50 Avenue and Range Road 243 (Westside of Intersection)

Current Year Cost

‐ ‐ ‐ ‐ ‐ 52,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 3,038,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 4,736,200

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 1,543,100

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 1,581,700

‐ ‐ ‐ ‐ ‐ ‐ 927,800 334,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 2,883,100

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 1,661,800

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,218,400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 2,921,700

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,498,600 81,200 6,244,300 607,400 1,640,300 1,175,100 2,808,800 5,680,000 1,248,900 62,400 1,873,300 439,600 1,248,900 $ 40,420,200

1,000,000 2,400,000 570,000 30,750,000 52,500 927,800 334,000 1,218,400 1,498,600 81,200 6,244,300 607,400 1,640,300 1,175,100 2,808,800 5,680,000 1,248,900 62,400 1,873,300 439,600 1,248,900 $ 106,239,656

2020

864,400 ‐ ‐ ‐ 930,900 ‐ ‐ ‐ ‐ ‐ ‐ 930,900

2021 2021 2019 2023 2020 2021 2018 2018 2019 2050 2019 2050 2020 2021

432,200 330,600 500,000 364,400 1,869,000 1,869,000 864,400 330,600 2,318,000 2,318,000 2,318,000 2,318,000 864,400 330,600

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ 886,000 338,900 ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ 525,300 ‐ ‐ ‐ ‐ ‐ 2,435,300 ‐ 2,435,300 ‐ ‐ ‐

‐ ‐ ‐ ‐ 2,012,700 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 930,900 ‐

477,100 364,900 ‐ ‐ ‐ 2,063,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 364,900

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ 422,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,894,900 ‐ 2,894,900 ‐ ‐

477,100 364,900 525,300 422,600 2,012,700 2,063,000 886,000 338,900 2,435,300 2,894,900 2,435,300 2,894,900 930,900 364,900

M:\Confidential\Finance\Budget\Capital\2017\2017 multi year capital plan (Draft - Includes Proposed Capital Projects for 2017) Ten Years10/28/2016 1:36 PM

17-3

Page 4 of 5

Town of Beaumont DRAFT 2017 Multi‐Year Capital Plan

Project Name/Description

Year of Acquisition / Construction / Replacement

Current Year Cost

2017

2018 2.50%

2019 2.50%

2020 2.50%

2021 2.50%

2022 2.50%

2023 2.50%

2024 2.50%

2025 2.50%

2026 2.50%

TOTAL

Inflation AR14 – Range Road 241, 50 Avenue to south side of Triomphe Estates subdivision (39 Avenue) (Westside of road)

2018

2,318,000 ‐ 2,376,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,376,000

AR14 – Range Road 241, 50 Avenue to south side of Triomphe Estates subdivision (39 Avenue) (Eastside of Road)

2050

2,318,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,894,900 2,894,900

AR15 – Range Road 241, south side of Triomphe Estates subdivision (39 Avenue) to Highway 625 (Westside of road)

2018

2,318,000 ‐ 2,376,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,376,000

2050 2020 2021

2,318,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,894,900 2,894,900 864,400 ‐ ‐ ‐ 930,900 ‐ ‐ ‐ ‐ ‐ ‐ 930,900 330,600 ‐ ‐ ‐ ‐ 364,900 ‐ ‐ ‐ ‐ ‐ 364,900

2021 2021 2020 2022 2022 2022 2024 2023 2024 2025 2026

2,387,800 2,387,800 864,400 330,600 2,376,000 2,376,000 330,625 4,636,100 4,636,100 4,636,100 4,636,100 $ 57,956,225 $ 147,199,141

AR15 – Range Road 241, south side of Triomphe Estates subdivision (39 Avenue) to Highway 625 (Eastside of Road) I9 – Highway 625 and Range Road 241 TS9 – Highway 625 and Range Road 241 AR16 – Range Road 243, Township Road 510 to north side of Eaglemont Heights subdivision (57 Avenue) AR17 – Range Road 243, north side of Eaglemont Heights subdivision (57 Avenue) to 50 Avenue I5 – Township Road 510 and Range Road 243 TS5 – Township Road 510 and Range Road 243 AR18 – Range Road 243, 50 Avenue to north side of Montrose Estates subdivision (39 Avenue) AR19 – Range Road 243, North side of Montrose Estates subdivision (39 Avenue) to Highway 625 TS7 – Highway 625 and Range Road 243 AR20 – Township Road 510, Range Road 243 to west side of Montalet subdivision (59 Street) AR21 – Township Road 510, west side of Montalet subdivision (59 Street) to 50 Street AR22 – Township Road 510, 50 Street to Richelieu Crescent / 42 Street AR23 – Township Road 510, Richelieu Crescent / 42 Street to Range Road 241 TOTAL \ OFFSITE LEVY PROGRAM TOTAL MULTI-YEAR CAPITAL - GENERAL FUNDING - OPERATIONS Capital Reserves Grants 50 Street Agreement Offsite Levies Roads Province - Roads County - Roads Debt Funding Source to be determined AVAILABLE FUNDING Asset Replacement Reserves Capital Reserves Grants

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ ‐ $ 15,593,216 ‐

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 5,976,900 $ 40,664,500

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 5,395,900 $ 10,047,500

‐ ‐ 930,900 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 5,736,300 $ 10,580,100

2,635,700 2,635,700 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ 8,906,200 $ 10,727,100

‐ ‐ ‐ 374,000 2,688,200 2,688,200 ‐ ‐ ‐ ‐ ‐ $ 5,750,400 $ 7,680,700

‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,376,500 ‐ ‐ ‐ $ 5,799,100 $ 9,192,500

‐ ‐ ‐ ‐ ‐ ‐ 393,000 ‐ 5,510,900 ‐ ‐ $ 5,903,900 $ 7,812,900

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,648,600 ‐ $ 5,648,600 $ 8,692,100

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,789,900 $ 17,369,500 $ 60,671,700

$ 1,089,056 8,274,160 750,000 ‐ ‐ ‐ 5,480,000 $ 15,593,216 $ ‐

$ ‐ ‐ ‐ 2,988,450 ‐ 2,988,450 30,750,000 $ 36,726,900 $ (3,937,600)

$ ‐ ‐ ‐ 4,870,600 ‐ 262,650 ‐ $ 5,133,250 $ (4,914,250)

$ ‐ ‐ ‐ 1,434,075 698,175 1,047,263 ‐ $ 3,179,513 $ (7,400,587)

$ ‐ ‐ ‐ 1,119,200 273,675 5,920,463 ‐ $ 7,313,338 $ (3,413,762)

$ ‐ ‐ ‐ 1,344,100 ‐ 5,563,400 ‐ $ 6,907,500 $ (773,200)

$ ‐ ‐ ‐ 2,688,250 ‐ 2,688,250 ‐ $ 5,376,500 $ (3,816,000)

$ ‐ ‐ ‐ 2,755,450 294,750 2,804,575 ‐ $ 5,854,775 $ (1,958,125)

$ ‐ ‐ ‐ 2,824,300 ‐ 2,824,300 ‐ $ 5,648,600 $ (3,043,500)

$ ‐ ‐ ‐ 2,894,950 ‐ 8,684,750 ‐ $ 11,579,700 $ (49,092,000)

$ 734,442 3,172,617 (6,901,487) (2,994,428)

$ 886,442 3,571,717 (5,997,474) (1,539,315) ‐ (1,539,315) (1,356,974) $ (2,896,289) $ (6,833,889)

$ 1,038,442 3,970,817 (5,093,461) (84,202) (3,937,600) (4,021,802) 7,864,055 $ 3,842,253 $ (1,071,997)

$ 1,190,442 4,369,917 (4,189,448) 1,370,911 (8,851,850) (7,480,939) 9,492,042 $ 2,011,103 $ (5,389,484)

$ 1,342,442 4,769,017 (3,285,435) 2,826,024 (16,252,437) (13,426,413) 10,718,602 $ (2,707,811) $ (6,121,573)

$ 1,494,442 5,168,117 (2,381,422) 4,281,137 (19,666,199) (15,385,062) 11,833,016 $ (3,552,046) $ (4,325,246)

$ 1,646,442 5,567,217 (1,477,409) 5,736,250 (20,439,399) (14,703,149) 12,850,459 $ (1,852,690) $ (5,668,690)

$ 1,798,442 5,966,317 (573,396) 7,191,363 (24,255,399) (17,064,036) 13,862,909 $ (3,201,127) $ (5,159,252)

$ 1,950,442 6,365,417 330,617 8,646,476 (26,213,524) (17,567,048) 14,772,979 $ (2,794,069) $ (5,837,569)

$ 2,102,442 6,764,517 1,234,630 10,101,589 (29,257,024) (19,155,435) 15,860,860 $ (3,294,575) $ (52,386,575)

Previous Year Projects - funding source to be determined Debt - 85% Limit Net Shortfall

(2,994,428) 26,599,373 $ 23,604,945 $ 23,604,945

2,635,700 2,635,700 930,900 374,000 2,688,200 2,688,200 393,000 5,376,500 5,510,900 5,648,600 5,789,900 $ 66,486,800 $ 181,662,316 ‐

M:\Confidential\Finance\Budget\Capital\2017\2017 multi year capital plan (Draft - Includes Proposed Capital Projects for 2017) Ten Years10/28/2016 1:36 PM

17-4

Page 5 of 5

Town of Beaumont DRAFT 2017 Multi‐Year Capital Plan

Project Name/Description

Year of Acquisition / Construction / Replacement

Current Year Cost

2017

Inflation

2018 2.50%

2019 2.50%

2020 2.50%

2021 2.50%

2022 2.50%

2023 2.50%

2024 2.50%

2025 2.50%

2026 2.50%

TOTAL

$ 110,700 339,583 ‐ ‐ ‐ ‐ 330,255 225,295 330,255 ‐ 325,335 ‐ ‐ ‐ 1,661,423

$ 113,468 ‐ ‐ 324,748 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 438,216

$ 116,304 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 116,304

$ 119,212 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 119,212

$ 122,192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 122,192

$ 125,247 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 125,247

$ 128,378 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 128,378

$ 131,588 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 131,588

$ 134,877 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 134,877

$ 1,101,966 $ 339,583 ‐ 324,748 ‐ ‐ 330,255 225,295 330,255 ‐ 325,335 ‐ ‐ ‐ 2,977,437

UTILITIES WATER Water Line Replacements ‐ asset management plan (TBD)

yearly

Reservoir 1 Upgrades

2018

W1 350mm – 50 Street, Coloniale Way / Rue Montalet to 510

2017 2019 2014

W2 300mm – Coloniale Way, Country Club Drive to 50 Avenue W3 350mm ‐ 50 Ave, Homestead Close to ORR (Coloniale Way) W4 350 mm – 50 Ave, Outer RR (Coloniale Way) to RR 241 W5 300mm – Through Forest Heights and Triomphe Estates W6 300mm – Through the southeast quarter section of Town W7 300mm – 30 Avenue through Beau Val and Beaumont Lakes

2018 2018 2018

W8 350mm – 50 Street, 30 Avenue to Highway 625 W9 300mm – Through Ruisseau subdivision

2018

W10 350mm – 50 Avenue, Outer Ring Road (66 Street) to RR 243 W11 300mm W12 300mm – Through Dansereau subdivision

Total Water

108,000 331,300 ‐ 309,100 322,300 ‐ 322,200 219,800 322,200 ‐ 317,400 ‐ ‐ ‐ 2,252,300

$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

SEWER Sanitary Storage ‐ 65% Developers; 35% Town Total Sewer TOTAL UTILITIES FUNDING - OPERATIONS Water Utility Reserve Water Offsite Levies Water Debt Sewer Utility Reserve Sewer Offsite Levies Sewer Debt Shortfall

2019

435,600 ‐ ‐ 457,652 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 457,652 ‐ ‐ 457,652 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 457,652 $ ‐ $ 1,661,423 $ 895,868 $ 116,304 $ 119,212 $ 122,192 $ 125,247 $ 128,378 $ 131,588 $ 134,877 $ 3,435,089 ‐ ‐ ‐ ‐ ‐ ‐ ‐ $ ‐

110,700 1,211,140 339,583 ‐ ‐ ‐ 1,661,423 $ ‐

113,468 324,748 ‐ 160,178 297,474 ‐ 895,868 $ ‐

116,304 ‐ ‐ ‐ ‐ ‐ 116,304 $ ‐

119,212 ‐ ‐ ‐ ‐ ‐ 119,212 $ ‐

122,192 ‐ ‐ ‐ ‐ ‐ 122,192 $ ‐

125,247 ‐ ‐ ‐ ‐ ‐ 125,247 $ ‐

128,378 ‐ ‐ ‐ ‐ ‐ 128,378 $ ‐

131,588 ‐ ‐ ‐ ‐ ‐ 131,588 $ ‐

134,877 ‐ ‐ ‐ ‐ ‐ 134,877 $ ‐

M:\Confidential\Finance\Budget\Capital\2017\2017 multi year capital plan (Draft - Includes Proposed Capital Projects for 2017) Ten Years10/28/2016 1:36 PM

17-5

MEMORANDUM

TO:

Members of Council

FROM:

Chief Administrative Officer

DATE:

November 4, 5 & 6, 2016

SUBJECT:

Capital Projects for Future Consideration

File: 0148-B01

PURPOSE The purpose of this memo is to provide Council members with information on projects that were discussed during the 2017 process, but are not presented in this budget for approval. Instead they will be brought forward in 2018 and will be added to the Multi Year Capital Plan.

cm/ M_2017 Deferred Capital Projects

TOWN OF BEAUMONT 2017 PROPOSED CAPITAL PROJECTS

Page #

Number

Dept

Type

Over All Rank

In Strategic Plan

18-2

70-340-17-001

Project Manager

Capital

NEIGHBORHOOD RENEWAL PROGRAM

18-8

76-380-17-001

Storm

Capital

18-11

65-750-17-003

Parks

Capital

18-14

62-759-17-001

Parks Storage Building

18-17

65-750-17-002

18-20

PBB Quartile

TOTAL

Category

Strategic Outcomes

1,441,600

5.2

LIFT STATION UPGRADE

18,900

5.2

DITCH MOWER

25,000

5.2

Capital

PALLET STORAGE SYSTEM

35,000

5.2

Parks

Capital

GATOR PURCHASE UNIT 772

12,500

5.2

70-330-17-002

Engineering

Capital

50 AVENUE STREETSCAPE CONSTRUCTION

5,480,000

4.2 / 5.2

18-29

62-370-17-001

Transit

Capital

PARK AND RIDE/BUS STOPS

25,000

5.2

18-31

61-750-17-004

Parks

Capital

SKATEPARK IMPROVEMENTS

100,000

5.2 / 6.2

Project

Total General Capital Costs

Number

Code

Type

Rank

Project

Cost

7,138,000

Justificatio Category

Cost

Key Focus Areas

(Surplus) / Deficit

Total Utility Capital Costs

Total Capital Costs (ALL)

7,138,000

M:\Confidential\Finance\Budget\2017\2017 Budget (Workshop)

18-1

(UPDATED)

Change Request Summary Change Request: 70-340-17-001 NEIGHBOURHOOD RENEWAL PROGRAM Budget Year: Change Request Type: GL Code: Supervisor:

2017 Capital Project

Ongoing:

Keaton Seaby

Change Request Stage: Publish Date: Department:

340 PROJECT MANAGER

Amount:

$1,441,600

Final CP

Project Scope:

PURPOSE: The purpose of this memo is to request that Budget Committee recommend a capital budget item for the Neighbourhood Renewal Program to Council for approval in the 2017 Budget. BACKGROUND: This project will involve the rehabilitation of sections of the Beauridge neighbourhood, the Beau Meadow neighbourhood, and 49 Ave in Centre-Ville, including new sidewalks and an asphalt overlay. These locations were chosen based on the conditional assessment that was completed in 2007 to follow our yearly plan. The project includes: Area Area Area Area

I Centre-Ville 49 Ave (50 St to dead end at Bellevue School) 2 Beau Meadow 47 St Cul-de-sac (North of 43 Aye) 3 Beauridge 56 Aye, 57 Aye, 53 St, 55 St, and 56 St (North of 55 Ave and East of 56A Aye) 4 Asphalt Trail at Lions RV Park -

FINANCIAL CONSIDERATIONS: $118,900-Area 1 $ 96,500-Area2 $902,900 Area 3 $ 35,000-Area4 -

Construction $173,000 Engineering (15%) $115,300- Contingency (10%) -

PLANS I STANDARDS: Strategic Plan 2016-2021 LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: 1. Photos 2. Map ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Neighbourhood Renewal Program in the amount of $1,441 ,600 in 2017. 2. That the Budget Committee recommends the Council not approve the Neighbourhood Renewal Program in the amount of $1,441,600 in 2017. 3. That the Budget Committee recommends the Council direct Administration how to proceed. Oct 22, 2016 02:16 PM

Change Request Summary

18-2

Change Request Summary RECOMMENDATIONS 1. That the Budget Committee recommends the Council approve the Neighbourhood Renewal Program in the amount of $1,441,600 in 2017.

Ranking Project

Ranking

70-340-17-001 NEIGHBOURHOOD RENEWAL PROGRAM 70-340-17-001 NEIGHBOURHOOD RENEWAL PROGRAM Total Ranking

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role

Category: Funding Type

2017 Budget -

2 2 Aligns with Strategic Plan AND is required to maintain or refurbish existing infrastructure OR is required to maintain current service levels OR is required as part of an approved municipal plan. -

General:

Grants

Funding Source General: -

Oct 22. 2016 02:16 PM

Change Request Summary

18-3

ATTACHMENT 1 49 Avenue and 51 Street

V I,ç I

1:j’

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•

-;•

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18-4

ATTACHMENT 1 43 Avenue and 47 Street

18-5

ATTACHMENT 1

57 Avenue and 56 Street

Lions RV Park Trail

18-6

dii iE IAR A I

FR.IuridcJ

017 Neighbourhood Renewal Program JL iJ MI1

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—

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ARFA3 Beau Meaduw

18-7

Change Request Summary Change Request: 76-380-17-001 LIFT STATION UPGRADE

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017

Capital Project Gilbert Morin

Change Request Stage: Publish Date: Department: Amount:

Final CP 380 STORM $18,900 -

Project Scope: PURPOSE: The purpose of this memo is to request that Budget Committee recommend a capital budget item for a Storm Water Lift Station Valve to Council for approval in the 2017 Budget. BACKGROUND: This project is required to add a valve in the storm water lift station at the North Place Chaleureuse Storm Water Management Facility (SWMF) to eliminate the need to pump down the SWMF to do any maintenance on the lift station. The lift station is visually inspected once per week between May and November. In winter, the lift station is powered off, therefore not requiring an inspection. FINANCIAL CONSIDERATIONS: $17,135- Cost $ 1,714- 10% Contingency $18,900 Total -

PLANS I STANDARDS: â&#x20AC;¢ Strategic Plan 2016-202 1 LEGISLATIVE AUTHORITY: Municipal Government Act, Section 3(b) ATTACHMENTS: 1. Aerial View of Location ALTERNATIVES: 1. That the Budget Committee recommends the Council approve a Storm Water Lift Station Valve in the amount of $18,900 in 2017. 2. That the Budget Committee recommends the Council not approve a Storm Water Lift Station Valve in the amount of $18,900 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS 1 That the Budget Committee recommends the Council approve a Storm Water Lift Station Valve in the amount of $18,900 in 2017.

Oct 22, 2016 02:16 PM

Change Request Summary

18-8

Change Request Summary Ranking Project

Ranking 76-380-17-001 LIFT STATION UPGRADE 5.2 Fiscal & Asset Management Beaumonts infrastructure is safe and well maintained. 76-380-17-001 LIFT STATION UPGRADE 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role. Total Ranking -

2017 Budget 1

Category: Funding Type

General:

Funding Source

General:

Oct 22, 2016 02:16 PM

Change Request Summary

18-9

18-10

October 4, 2016

Place Chaleureuse North Storm Lift Station

0.015 0.0275

o 0

0.055

0.03

1:2,000 I

0.11 km

Town of Beaurooot

0.06 mi

ATTACHMENT I

Change Request Summary Change Request: 62-759-17-001 PARKS S TORAGE BUILDING OPERA TIONS SITE PALLET STORAGE SYSTEM -

Budget Year:

2017

Change Request Type: GL Code:

Capital Project

Change Request Stage: Publish Date:

Supervisor:

Brian Brown

Department:

759 PARKS BUILDING

Ongoing:

Amount:

$35,000

Final CP -

Project Scope:

PURPOSE: For the purchase of a Pallet Storage System for our miscellaneous supplies inside the new Parks Operations Yard Building. BACKGROUND: This storage system will keep our miscellaneous material safe and orderly. A $20,000 commitment for 2017 would allow us the ability to evaluate the total need and expand in the future if required. The storage pallets will allow for the operational effectiveness & expandability as we move forward. 2017 is the first phase of the pallet storage system installation and in 2018, we would continue to add storage pallets as required. PLANS & STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Picture of Pallet Storage System ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Pallet Storage System for the Operations Site for Parks in the amount of $20,000 in 2017 and $15,000 in 2018. 2. That the Budget Committee recommends the Council not approve the Pallet Storage System for the Operations Site for Parks in the amount of $20,000 in 2017 and $15,000 in 2018. 3. That the Budget Committee recommends the Council direct the administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the Pallet Storage System for the Operations Site for Parks in the amount of $20,000 in 2017 and $15000 in 2018.

Ranking Project

Ranking

62-759-1 7-001 PARKS STORAGE BUILDING OPERATIONS SITE PALLET STORAGE SYSTEM 62-759-17-001 PARKS STORAGE BUILDING OPERATIONS SITE PALLET STORAGE SYSTEM Total Ranking

5.2 Fiscal & Asset Management maintained.

Oct 22, 2016 02:16 PM

2017 Budget

6.2 People Services an important role.

Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well

Beaumont makes available a range of programs Safety plays

Change Request Summaiy

18-11

Change Request Summary Category: Funding Type

General:

Funding Source

General:

Oct 22, 2016 02:16 PM

Change Request Summary

18-12

l’aUct Kucks in Stock

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All Products

ShelvIng. Bins and Storage

(cilalog

Pallet Racks

Abc

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Maximize warehouse space 1 High-capacity storage for your heaviest pallet cods

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Starter Units • Provide easy torkilfi access to palletized bases, crates and containers. Bottless assembly Beams lock mb adjust in 2’ increments

• Welded 13-gauge steel frame. 15-gouge stool beams.

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place and

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•

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Row Spacers lnsraIlotlon KIt

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2 SHELF STARTEE IJNIIS MODEL NO.

±Zi !±Zi4 H-5717

DIMENSIONS WsDxH 96x42x9o” 96x48x96’ 96x42x 120’ 96x48x120”

NO.OF LEVELS

BEAM 1-IEIGI-Il’

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4’

5000

4”

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452

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DIMENSIONS WxDXN

1-4-5715-ADD H-571ö-ADD

96 x 42 x 96° 96 x 48 x 96’

44-5717-ADD

96x42x 120

H-5718-ADD

96 x 45 x 120°

NO. OF LEVELS ‘

BEAM HEIGHT

BEAM CAP.

4”

5000

4”

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PRICE EACH 2+

$301

$289

314

301

146

326

314

154

339

326

157

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ADD TO CART

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725.2016

18-13

Change Request Summary Change Request: 65-750-17-002 GATOR PURCHASE

Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

NEW UNIT 772

2017

Capital Project

Change Request Stage: Publish Date: Department: Amount:

Brian Brown No

Final CP 750 PARKS $12,500 -

Project Scope: PURPOSE: Purchase of one Gator to support our Machine Trimming Program. BACKGROUND: This is for the increased efficiency of our trimming program. Current practice has three to four staff with a one ton truck trimming, and a lot of walking back and forth to the vehicle. Two staff and a Gator will allow staff to stay off of the main roads, and follow paths between locations instead of having to drive around on the roadways. This allows for the leap frogging plan with high efficiency. Currently, we have one gator in our equipment inventory. The purchase of one Gator in 2017 and we will propose a purchase of another in 2018 to continue efficiency. PLANS & STANDARDS: N/A LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Picture of a Gator ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the addition of one new Gator in the amount of $12,500 in 2017. 2. That the Budget Committee recommends the Council not approve the addition of one new Gator in the amount of $12,500 in 2017. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the addition of one new Gator in the amount of $12,500 in 2017.

Ranking Project 65-750-17-002 GATOR PURCHASE NEW UNIT 772 65-750-17-002 GATOR PURCHASE NEW UNIT 772

Ranking -

2017 Budget

5.2 Fiscal & Asset Management Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs Safety plays an important rote. -

Total Ranking Oct 22, 2016 02:16 PM

1 1

2 Change Request Summary

18-14

Change Request Summary Category: Funding Type

General:

Funding Source

General:

Oct 22. 2016 02.16 PM

Change Request Summa,y

18-15

Gator Purchase: Attachment 1

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Change Request Summary Change Request: 70-330-17-002 DUDCP 50 AVENUE STREETSCAPE CONSTRUCTION Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 Capital Project

Change Request Stage:

Tyler Tymchyshyn

Publish Date: Department:

Yes

Amount:

Final CP 330 ENGINEERING SERVICES -

$5,480,000

Project Scope:

PURPOSE: The streetscaping of 50 Avenue will further provide a unique sense of place; be welcoming, safe and usable by a wide variety of the traveling public while accommodating activities all seasons both during the day and night. The improvements will create a cultural space, attract and support business opportunities, celebrate history while supporting redevelopment, and reinforcing the vision of the Downtown Urban Concept Plan (DUDCP). BACKGROUND: The detail design of 50 Avenue Streetscape was completed in 2016. The plan was prepared by ISL Engineering with extensive consultation with the property owners. The investment in streetscape will help support redevelopment activities and show commitment to the Downtown Urban Design Concept Plan (DUDCP). The design will foster a unique space, attract and support business opportunities, celebrate history, and reinforce the image and sense of place that 50 Avenue has for residents. The Streetscape Design will align with planning documents such as the Town’s French Village Design Guidelines, DUDCP, and the Central Area Redevelopment Plan (CARP). Scope of work will include enhanced sidewalks, new streetlights, increased planting areas, wider sidewalks, a brighter and safe pedestrian zone, access management (both vehicular and pedestrian), and increased parking. Underground utility work will include the installation of catch basins. pre site servicing, and any relocations required of the remaining shallow utilities (Fortis, Telus, Altagas). Preliminary Construction Staging for Full Limits (will be a two-year construction project as attached Schedule 6): 2017 construction • • • •

Complete utility relocations: 55 Street to 50 Street (Mar to Jun); 50 Street to 49 Street (Jul to Oct) Streetscape construction from Alley to 55 Street (in front of school, CCBCC) (Jul-Aug) Streetscape construction from 51 Street to Alley (Sep-Oct) Landscaping (Sept-Oct)

2018 construction • Streetscape construction from 49 Street to 50 Street (May-Jun) • Streetscape construction from 51 Street to 50 Street (Jul-Aug) • Intersection tie-ins, Landscaping (Sept-Oct) Based on Elected Officials comments, cost savings have been incorporated into the proposed budget and will be considered at the Nov 22, 2016 Council meeting. The cost savings = $400,000. Oct 22, 2016 02:16 PM

Change Request Summary

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Change Request Summary FINANCIAL CONSIDERATIONS: Complete the project over two years (Construction Staging Plan) Estimated project budget expenditure by year • $3.14M 2017 (subject to Council approval of plan) • $2.34M 2018 $5.48M Total cost This project will only proceed once the detailed design of 50 Avenue Streetscape is complete and approved by council. The streetscape design project was approved in the 2015 budget. The design will be finalized in the fall of 2016 and presented to Council for their approval on November 22, 2016. PLANS I STANDARDS: • 2016-202 1 Strategic Plan o Key Focus Areas: Community Identity; Complete Community; Economic Development • Municipal Development Plan: In Progress • Transportation Master Plan: In Progress • Open Space and Trails Master Plan • Central Area Redevelopment Plan • Downtown Urban Design Concept Plan LEGISLATIVE AUTHORITY: Municipal Government Act, Section 655 ATTACHMENTS: 1. Schedule 1 50 Avenue Overhead Powerlines 2. Schedule 2 50 Avenue Overhead Powerlines (Overview) 3. Schedule 3 50 Street No Overhead Powerlines 4. Schedule 4 50 Avenue Streetscape Fact Sheet 5. Schedule 5 Proposed Concept Plan 6. Schedule 6- Construction Staging Plan -

ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the DUDCP 50 Avenue Streetscape Construction in the amount of $3,140,000 in 2017 and $2,340,000 in 2018 for a project total of $5,480,000. 2. That the Budget Committee recommends the Council not approve the DUDCP 50 Avenue Streetscape Construction in the amount of $3,140,000 in 2017 and $2,340,000 in 2018 for a project total of $5,480,000. 3. That the Budget Committee recommends the Council defer the DUDCP 50 Avenue Streetscape Construction in the amount of $3,140,000 to 2018 and $2,340,000 in 2019 fora project total of $5,480,000. 4. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends the Council approve the DUDCP 50 Avenue Streetscape Construction in the amount of $3,140,000 in 2017 and $2,340,000 in 2018 for a project total of $5,480,000.

Oct 22, 2016 02:16 PM

Change Request Summa,y

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Change Request Summary Ranking Project

Ranking

70-330-1 7-002 DUDCP 50 AVENUE STREETSCAPE CONSTRUCTION 70-330-17-002 DUDCP 50 AVENUE STREETSCAPE CONSTRUCTION 70-330-17-002 DUDCP 50 AVENUE STREETSCAPE CONSTRUCTION 70-330-17-002 DUDCP 50 AVENUE STREETSCAPE CONSTRUCTION Total Ranking

2.1 Community Identity Beaumont is destination of choice: French Flair, Centre yule, & programs. 3.2 Complete Community Beaumont utilizes smart growth principles in its planning activities. 4.2 Economic Development Beaumont redevelops Centre-ville/French heritage.

Category: Funding Type

2017 Budget -

5.2 Fiscal & Asset Management maintained.

Beaumontâ&#x20AC;&#x2122;s infrastructure is safe and well 4

General:

Funding Source General: -

Oct 22, 2016 02:16 PM

Change Request Summa,y

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Page 1 oF I SCHEDULE 2

50 Avenue Overhead Powerline Print Date: 10/27/2015 Image Date:05121/2014 Level:Community

http://poI.pictornetry.com/en-us/app/print.php?titIe50%20Avenue%20Overhcad%20Po...

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10/27/2015

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SCHEDULE 3

ISCHEDULE4

Engineering and Land Services

TH 50

AVENUE STREETSCAPE DESIGN

—

FACT SHEET

Introduction The Town of Beaumont is in the early stages of design for the streetscaping of 50th Avenue from 49 Street to 55 Street. The project is the first phase of the implementation of the Downtown Urban Design Concept Plan (DUDCP) and it involves the development of a pedestrian-oriented and aesthetically enhanced street, in line with the types of active frontages planned in the DUDCP and Central Area Redevelopment Plan (CARP). The design will integrate the public realm with future development zoning and built form while supporting current use.

Design Principles Pedestrians First Design • • • • • •

Wide sidewalks Minimize access and other conflict points across sidewalks Good pedestrian connections to recreational areas and walking trails Safe and frequent crossing locations Traffic calming measures Intuitive wayfinding

Future Adjacent Land Use/Built Form • • • •

On street parking Encourage active frontages to promote vibrancy Provide space for cafes and patios Primary entry doors face the street

Carry Forward Design Features From 50 Street Project •

Include street furniture, trees, materials, and lighting.

Enhance the Aesthetics of the Street •

Increasing the greenery including placement of trees and other landscape features.

Create a Sense of Place • • •

Gateway features Use consistent furnishing Incorporate wayfinding

Project Timelines • • • • • • •

Stakeholder engagement: June, 2016 Public engagement (In conjunction with MDP and TMP): June 22, 2016 Develop design concepts: June/July, 2016 Develop design concepts and a recommendation for Council endorsement: Jul/Aug 2016 Complete preliminary design: Aug/Sept, 2016 Complete detailed design: Oct/Nov, 2016 Bring project forward for consideration to Town Council for 2017 capital budget: Dec, 2016

For further information on this project, please visit the following web page: www.beaumont.ab.ca

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50 AVENUE STREETSCAPE DESIGN PRELIMINARY CONSTRUCTION STAGiNG PLAN

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Change Request Summary Change Request: 62-370-17-001 PARK & RIDE SHELTER/BUS STOPS PUBLIC TRANSIT INFRASTRUCTURE FUND Budget Year: 2017 Change Request Type: Capital Project Change Request Stage: Final CP GL Code: Publish Date: Supervisor: Kathy Lewin Department: 370 TRANSIT Ongoing: No Amount: $25,000 -

Project Scope:

PURPOSE: The purpose is to request funds for the construction of a Park & Ride Shelter and/or Transit Bus Stops in Beaumont. BACKGROUND: Canadian cities have been growing at a rapid rate, but investment in public transit has not kept pace. This has led to more traffic congestion, and long commutes that make it harder for people to get to work and for families to spend time together. The gridlock that results has a serious financial impact—costing Canada’s economy billions of dollars in lost productivity each year—and is damaging to the environment. To improve and expand public transit systems across Canada, Federal Budget 2016 proposes to invest up to $3.4 billion in public transit, starting in 2016—17. Funding will be provided through a new Public Transit Infrastructure Fund. These investments will help to shorten commute times, cut air pollution, strengthen communities and grow Canada’s economy. Canadians need immediate investments in their communities’ public transit systems, so that they can get to work on time, and back home at the end of a long day. The Public Transit Infrastructure Fund will make these long overdue investments. Funding will be provided to support the rehabilitation of public transit systems; the planning of future system improvements and expansions; enhanced asset management; and system optimization and modernization. To get projects moving quickly, the Government will fund up to 50 per cent of eligible costs for projects. The funding will be utilized for transit stops, or a park & ride shelter, and have 50% cost sharing from Infrastructure Canada, and 25% cost sharing from Alberta Transportation. FINANCIAL CONSIDERATIONS: $50,000 Infrastructure Canada $50,000 $25,000 Alberta Transportation $25,000 Beaumont -

TOTAL -$100,000 PLANS / STANDARDS: • Strategic Plan 2016-2021 LEGISLATIVE AUTHORITY: Oct 22, 2016 02:16 PM

Change Request Summary

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Change Request Summary Municipal Government Act, Section 3(b) ATTACHMENTS: N/A ALTERNATIVES: 1. That the Budget Committee recommends the Council approve Beaumont’s share of the Public Transit Infrastructure Fund for construction of Park & Ride Shelter/Transit Bus Stops in the amount of $25,000 in 2017. 2. That the Budget Committee recommends the Council not approve Beaumont’s share of the Public Transit Infrastructure Fund for construction of Park & Ride Shelter/Transit Bus Stops in the amount of $25,000 in 2017. 3. That the Budget Committee recommends the Council direct administration on how to proceed. RECOMMENDATIONS 1. That the Budget Committee recommends the Council approve Beaumont’s share of the Public Transit Infrastructure Fund for construction of Park & Ride Shelter/Transit Bus Stops in the amount of $25,000 in 2017.

Ranking Project

Ranking

62-370-17-001 PARK & RIDE SHELTER/BUS STOPS PUBLIC TRANSIT INFRASTRUCTURE FUND 62-370-17-001 PARK & RIDE SHELTER/BUS STOPS PUBLIC TRANSIT INFRASTRUCTURE FUND 62-370-17-001 PARK & RIDE SHELTER/BUS STOPS PUBLIC TRANSIT INFRASTRUCTURE FUND 62-370-17-001 PARK & RIDE SHELTER/BUS STOPS PUBLIC TRANSIT INFRASTRUCTURE FUND

2.1 Community Identity yule, & programs.

2017 Budget Beaumont is destination of choice: French Flair, Centre-

5.1 Fiscal &Assest Management- Beaumont receives revenue from all available sources.

5.2 Fiscal & Asset Management maintained.

6.2 People Serv:ces an important role.

Beaumont’s infrastructure is safe and well

Beaumont makes available a range of programs. Safety plays

Total Ranking

Category: Funding Type

3 Aligns with Strategic Plan AND provides opprtunity to access matching or partnership funding OR is required as part of a partnership agreement. -

General:

Funding Source General: -

Oct 22, 2016 02:16 PM

Change Request Summary

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Change Request Summary Change Request: 61-750-17-004 SKA TEPARK IMPROVEMENTS Budget Year: Change Request Type: GL Code: Supervisor: Ongoing:

2017 Capital Project Brian Brown Yes

Change Request Stage: Publish Date: Department: Amount:

Final CP 750 PARKS -

$100,000

Project Scope:

PURPOSE: To upgrade the existing skatepark beginning in 2018, with the goal of a new park being built in the future. BACKGROUND: Current Skatepark In 2004, the Lions Beaumont Skatepark located in its current location was completed. While this met the needs of the youth and town as a whole, we now have an opportunity to improve the facility and to remedy some items based on user feedback. Upgraded Skatepark An upgraded skatepark would be designed in partnership with our Parks and Facilities Services, the youth and skatepark users and an outside organization with experience designing and building skateparks (in preliminary discussions we have identified New Line Skateparks). This would ensure a great park that is optimal for its purpose and will last for years to come. Maintenance and landscaping will be planned and implemented with more input from the skatepark users to ensure quality while keeping the site safe and visually appealing. Preliminary discussions have also brought about the idea of a graffiti wall in which art would have to be pre-approved. This would keep the rest of the site graffiti free, as well as reduce the desire to graffiti buildings around town. Other municipalities such as Taber, Lacombe and Olds have recently implemented skateparks of considerable size and quality that will grow and last with their respective towns. New Line Skateparks have built new projects in the $300,000 -$500,000 range in places such as Legal, as well as Bathurst and Fall River on the East Coast to name a few examples. As Beaumont is growing rapidly, we will need to keep up with the needs of our youth. Staff are proposing to add street element improvements to the current skatepark. These improvement will enhance the lifespan of the skatepark by five (5) to ten (10) years, and will be attached to the current park. The rejuvenation of park will include: patching the concrete, and replacing and adding elements (curbing, rails, and transitions that represent urban street features). The works would be completed by a professional in the skatepark design field and consulted through Beaumont youth. We are proposing $50,000 in 2017 and $50,000 in 2018. Work to be completed in 2018. Note: At the time of this budget request, the Town has not heard back from the TKB Memorial Fund for consideration and donation to this project. Conclusion Skateboarding provides physical activity, a chance to go outdoors, as well as creativity and artistic expression. It is often misunderstood; therefore it is a perfect avenue to tap into in regards to engaging youth in our community. A new or upgraded skatepark would provide youth the opportunity to sit onacommittee,_go Oct 22, 2016 02:16 PM

Change Request Summary

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Change Request Summary through the process of getting approval, have direct input into the design of the park and take stewardship of the park once it is complete. The independent nature of skateboarding as well as the skatepark site itself presents youth with a certain kind of autonomy they do not experience anywhere else in their lives. If we engage them in the whole process, ownership of the park would be taken over by them and a higher level of respect would be shown at the site. This higher level of stewardship, combined with the physical obstacles that make the park more appealing to serious skateboarders and beginners alike, will decrease the amount of drug use and crime at the park. A chance to have a town-sanctioned graffiti wall will also decrease vandalism around town. Once the park is built, a committee of youth could continue to meet bi-annually with community stakeholders to ensure the skatepark is still a safe and optimal space for our youth. A new or upgraded skatepark ties into the 40 Developmental Assets, a community development philosophy that the town has adopted as a way to make Beaumont a place where young people grow healthy, caring and responsible. Assets #4 (Caring Neighbourhood), #7 (Community Values Youth), #8 (Youth as Resources), #13 (Neighbourhood Boundaries) and #17 (Creative Activities) are some of the 40 Assets that would be directly exemplified by this project. Projects from New Line Skateparks New Line Skateparks has a package of products they have worked on in the past and modest budget products can be found and are attached under schedule 4. You can also view the products under their website found here: www.newlineskateparks.com/ftp/newlineinfopackaboct14.pdf -

PLANS & STANDARDS: Strategic Plan (2016 2021) -

LEGISLATIVE AUTHORITY: N/A ATTACHMENTS: 1. Current Skatepark Aerial View Aerial view of park in current location (5OSt and 55th aye). 2. 2002 Skatepark Design Deviations from final design include no â&#x20AC;&#x2DC;transitionâ&#x20AC;&#x2122; on south bank, additions of stairs, elimination of stairs/rails/banks on north side (where skating rink is sometimes held in winter). 3. Examples of Deficiencies. 4. Examples of Skateparks from New Line. -

ALTERNATIVES: 1. That the Budget Committee recommends the Council approve the Skatepark Improvements in the amount of $50,000 in 2017 and $50,000 in 2018, to implement the project in 2018. 2. That the Budget Committee recommends the Council not approve the Skatepark Improvements in the amount of $50,000 in 2017 and $50,000 in 2018, to implement the project in 2018. 3. That the Budget Committee recommends the Council direct administration how to proceed. RECOMMENDATIONS: 1. That the Budget Committee recommends to Council approve the Skatepark Improvements at $100,000 to be allocated as $50,000 in 2017 and $50,000 in 2018, and that the project move forward in 2018.

Oct 22, 2016 02:16 PM

Change Request Summa,y

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Change Request Summary Ranking Project

Ranking

61-750-17-004 SKATEPARK IMPROVEMENTS 61-750-17-004 SKATEPARK IMPROVEMENTS 61-750-17-004 SKATEPARK IMPROVEMENTS 61-750-17-004 SKATEPARK IMPROVEMENTS Total Ranking

2.1 Community Identity Beaumont is destination of choice: French Flair, Centreyule, & programs. 4.2 Economic Development Beaumont redevelops Centre-yule/French heritage.

5.2 Fiscal & Asset Management- Beaumonts infrastructure is safe and well maintained. 6.2 People Services Beaumont makes available a range of programs. Safety plays an important role.

Category: Funding Type

2017 Budget -

1 4

General:

Funding Source

General:

Oct 22, 2016 02:16 PM

Change Request Summa,y

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SKATEPARK AERIAL VIEW CURRENT ATTACHMENT 1

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SKATEPARK DEFIC1ENCES

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Examples of deficiencies as of 2016:

Warped and uneven bank/ramp (has been this way since beginning)

Wear and tear on various ledges! improper coping

No â&#x20AC;&#x2DC;run upâ&#x20AC;&#x2122; to ledge, dirt/rocks come right onto park

I Pieces missing from led ge/ improper coping

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ATTACHMENT 4

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ATTACHMENT 4

NEW LINE SKATEPABKS INC.

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Team Responsibilities: SiI€ nrmlysis Ijubhic process -

conceptual and final desiqa full construction services

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ATTACHMENT 4

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ATTACHMENT 4

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ATTACHMENT 4

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