2018 Budget and Five Year Financial Plan - Council Copy by Beaumont-Alberta

2018 Proposed Budget – Budget Workshop Recommendations

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Town of Beaumont – 2018 Proposed Budget Contents MESSAGE FROM THE MAYOR ....................................................................................................................... 3 MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER............................................................................... 4 BUDGET GUIDELINES .................................................................................................................................... 5 PROPOSED 2018 BUDGET ............................................................................................................................. 6 PROPOSED 2018 OPERATING BUDGET ......................................................................................................... 7 2018 OPERATING BUDGET – Revenues ........................................................................................................ 7 2018 OPERATING BUDGET – Expenses ....................................................................................................... 14 COUNCIL .................................................................................................................................................. 15 CHIEF ADMINSTRATIVE OFFICER............................................................................................................. 16 CORPORATE SERVICES ............................................................................................................................ 18 COMMUNITY AND PROTECTIVE SERVICES.............................................................................................. 20 INTEGRATED GROWTH AND INFRASTRUCTURE ..................................................................................... 26 LIBRARY ................................................................................................................................................... 32 PRIORITY BASED BUDGETING INITIATIVES.................................................................................................. 34 PROPOSED 2018 CAPITAL BUDGET ............................................................................................................. 37 CAPITAL PROJECT CARRY-FORWARDS ........................................................................................................ 42 MULTI-YEAR CAPITAL PLAN ........................................................................................................................ 43 RESERVES .................................................................................................................................................... 44 CAPITAL GRANTS ......................................................................................................................................... 46 DEBENTURE FINANCING ............................................................................................................................. 47 Appendix 1: 2018 Proposed Operating Budget Summary .......................................................................... 49 Appendix 2: Service Level Maps.................................................................................................................. 57 Appendix 3: Organization Chart .................................................................................................................. 66 Appendix 4: Pros and Cons of Aqua-Fit Phase 2 ......................................................................................... 70 Appendix 5: 2017 Multi-Year Capital Plan .................................................................................................. 72

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

MESSAGE FROM THE MAYOR

TO BE INSERTED FOLLOWING APPROVAL OF THE BUDGET

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2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER

TO BE INSERTED FOLLOWING APPROVAL OF THE BUDGET

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2018 Proposed Budget – Budget Workshop Recommendations

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BUDGET GUIDELINES Basis of Accounting A budget is a comprehensive guide for making financial and operating decisions throughout the fiscal year. The budget also assists in meeting the strategic priorities of Council. Departmental budgets are developed using a baseline budget, which includes inflationary increase and expenditures where the Town has made legal and/or budgetary commitment, and service enhancements to allow the Town to maintain the services levels its residents have come to expect. Service Enhancements have been budgeted based on Council’s Strategic Objectives as well as departmental goals and objectives. The year over year November 2017 Consumer Price Index per Stats Canada was 2.7%. The following guidelines play a vital role in preparing the budget: • alignment with Council’s Strategic Plan; • maintain existing service level standards; • mitigate future budget impacts; and, • implement proactive funding into the baseline budget for infrastructure. Budget Review Process The operating and capital budgets are done on an annual basis, with the capital plan being based on a 10 year capital plan that is updated on a yearly basis. In September of each year the Town’s operational service maps are updated (Appendix 2). Baseline operating budgets are prepared by each Division with each Director reviewing the budget with their respective General Manager looking at past and current expenses. Any changes (service enhancements) to the baseline budget are presented to the Executive Team for review. The Executive Team debates individually each service enhancement to establish the proposed operating budget for the upcoming year. During Council’s Budget Workshop, all members of Council review and deliberate the recommended operating and capital budgets presented. Council may amend the budgets prior to approval. Fund Accounting The Budget organizes revenue and expense reporting into three funds (operating, capital and reserves) using the modified accrual method. Each fund has specific restrictions on the uses, as funds raised by one source cannot be used for another purpose. These funds are further allocated between Municipal Purposes and Utilities. Municipal purposes are all those operating and capital expenditures, excluding water, wastewater and solid waste. Any shortfall between revenue and expenditures is funded by general municipal taxes by adjusting the municipal tax rate. Utilities are self-funded by user rates charged to customers and not funded by general municipal taxes. Utility rates are structured to maintain cost recovery for operations and capital projects. In addition to specific reserves to fund capital projects, the Town collects offsite levies from developers for the construction of road, water, and wastewater infrastructure based on the impact that new development has on this infrastructure. Balanced Budget Section 242(3.1) of the Municipal Government Act requires that the Town’s annual budget must be balanced, budget revenues equalling budgeted expenditures.

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PROPOSED 2018 BUDGET TOWN OF BEAUMONT 2018 Proposed Budget

Operating REVENUES Municipal taxes Library taxes User fees and sales of goods Government transfers for operating Government transfers for capital Investment income Penalties and costs of taxes Franchise fees Rental Income Licenses, permits and fines Contributions from other groups

EXPENSES Council CAO Office Corporate Services Community and Protective Services Protective Services Family Services Recreation and Parks Integrated Growth and Infrastructure Transportation, Roads and Streets Utilities Planning and Development Environmental Services Library

EXCESS (SHORTFALL) OF REVENUE OVER EXPENSES - BEFORE ADJUSTMENTS ADD: Debenture Borrowing Amortization Transfer 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

Capital

18,135,400 $ 682,500 10,716,900 2,126,200 496,400 290,000 1,501,000 1,015,200 1,827,100 35,600 36,826,300

Total

- $ 2,601,300 2,601,300

18,135,400 682,500 10,716,900 2,126,200 2,601,300 496,400 290,000 1,501,000 1,015,200 1,827,100 35,600 39,427,600

452,300 1,261,800 2,702,100

5,708,000 3,145,400 8,948,900

57,400 30,257,600

5,765,400 3,145,400 39,206,500

10,068,300 6,379,900 3,520,100 128,900 885,600 43,201,300

1,860,000 331,300 30,000 32,536,300

11,928,300 6,711,200 3,550,100 128,900 885,600 75,737,600

(6,375,000)

(29,935,000)

(36,310,000)

8,248,000 1,348,600 977,500 10,574,100

29,500,000 435,000 29,935,000

29,500,000 8,248,000 1,783,600 977,500 40,509,100

1,280,700 228,300 2,690,100 4,199,100

- $

In accordance with Sections 242(1) and 246 of the Municipal Government Act, the Town is required to prepare both an annual operating and capital budget, respectively, based on a calendar year. Section 243(1) identifies which expenditures and transfers must be included in an operating budget. Section 243(2) identifies which sources of revenue and transfers must be included in an operating budget. Section 246 identifies what a capital budget must include.

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PROPOSED 2018 OPERATING BUDGET TOWN OF BEAUMONT 2018 Proposed Operating Budget / 2017 Budget

2017 REVENUES Municipal taxes Library taxes User fees and sales of goods Government transfers for operating Government transfers for capital Investment income Penalties and costs of taxes Franchise fees Rental Income Licenses, permits and fines Contributions from other groups

EXPENSES Council CAO Office Corporate Services Community and Protective Services Protective Services Family services Recreation and Parks Integrated Growth and Infrastructure Transportation, Roads and Streets Utilities Planning and Development Environmental Services Library

EXCESS (SHORTFALL) OF REVENUE OVER EXPENSES

2018

17,326,600 666,000 10,683,100 1,952,300 250,000 270,000 1,330,300 1,154,900 1,643,600 23,100 35,299,900

Change

18,135,400 682,500 10,716,900 2,126,200 496,400 290,000 1,501,000 1,015,200 1,827,100 35,600 36,826,300

Percentage

808,800 16,500 33,800 173,900 246,400 20,000 170,700 (139,700) 183,500 12,500 1,526,400

4.67% 2.48% 0.32% 8.91% 98.56% 7.41% 12.83% -12.10% 11.16% 54.11%

-8.20% -15.09% 4.29%

492,700 1,486,100 2,591,000

452,300 1,261,800 2,702,100

(40,400) (224,300) 111,100

5,272,700 3,081,900 8,597,900

5,708,000 3,145,400 8,948,900

435,300 63,500 351,000

10,330,100 7,322,800 2,735,600 113,800 860,000 42,884,600

10,068,300 6,379,900 3,520,100 128,900 885,600 43,201,300

(261,800) (942,900) 784,500 15,100 25,600 316,700

(7,584,700)

(6,375,000)

8,208,200 1,714,100 764,500 10,686,800

8,248,000 1,348,600 977,500 10,574,100

1,113,800 217,800 1,770,500 3,102,100

1,280,700 228,300 2,690,100 4,199,100

8.26% 2.06% 4.08% -2.53% -12.88% 28.68% 13.27% 2.98%

1,209,700

39,800 (365,500) 213,000 (112,700) 166,900 10,500 919,600 1,097,000 $

0.48% -21.32% 27.86%

14.98% 4.82% 51.94%

2018 OPERATING BUDGET – Revenues In accordance with Section 243(2) of the Municipal Government Act an operating budget must include the estimated amount for each of the following sources of revenue and transfers: • • • • • • • • • • •

Property tax; Business tax; Business improvement are tax; Community revitalization levy; Special tax; Well drilling equipment tax; Local Improvement tax; Community aggregate payment levy; Grants; Transfers from the municipality’s accumulated surplus funds or reserves; and, Any other source.

Like other municipalities in Canada, Beaumont provides a broad range of services which are funded from a limited revenue stream with only three main sources: property taxes, utility fees and user fees –

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including such items as: licenses (pet and business), permits (building, etc.), childcare, transit fees, and recreation facilities and programs. More than half of the Townâ&#x20AC;&#x2122;s budgeted operating revenues (51.2%) come from property taxes paid by residents and businesses. Approximately one-fifth from utility fees (20.1%); and from fees and other revenues (22.9%), with six percent (5.8%) from transfers from other governments. Property Taxes In addition to the property taxes the Town collects for operations, the Town collects taxes for three separate organizations, Black Gold and St. Thomas Aquinas School Districts, and the Leduc Senior Housing Foundation). Requisition taxes make up approximately 30% of a property owners total property tax bill. The 2018 Budget also reflects an estimate for supplemental taxes issued in November of each year. The proposed 2018 Budget reflects a two percent (2.0%) increase or $350,300 after factoring in a 2.06% increase in assessment growth in 2017. This increase has been transferred to reserves to help fund future infrastructure. Based on 2017 Permits and Value of Construction, we anticipate that the project growth net of 2017 assessment adjustments will be as follows: (New Growth Net of 2017 Reassessments) Value Percentage Tax generated(1) Residential $54,063,917 2.14% $336,100 Non-Residential $1,204,166 0.80% $10,600 Total Projected $55,268,083 2.06% $346,700 (1) The tax generated is based on applying the 2017 Mill Rate to the projected 2017 new assessment growth. Final growth numbers will be received at the end of February. Based on the projected growth for 2017, net of 2017 assessment adjustments, the average single family residential assessment is estimated to increase from $426,299 to $428,176 for 2018, excluding any market adjustment impact. We estimate the impact of potential tax increases in increments of one percent as follows: Residential Properties (Average Assessment - $428,176) Per Per Total Budget Household Household Increase Impact Yearly Monthly 1% $175,200 $26.63 $2.22 2% $350,300 $53.22 $4.44 3% $525,500 $79.81 $6.65 4% $700,700 $106.44 $8.87 5% $875,900 $133.08 $11.09 6% $1,051,000 $159.67 $13.31 7% $1,266,200 $186.30 $15.52

Non-Residential Properties Per $1,000 Assessment Yearly $8.84 $8.93 $9.01 $9.10 $9.19 $9.28 $9.36

Looking back, the Town has approved the following tax increases: Year Average Tax Increase

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

3.1%

2.0%

5.0%

4.0%

3.5%

4.0%

4.75%

2.34% 2.55%

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The following table highlights the tax/mill rates for 2018 based on a proposed 2% municipal tax increase, noting that the School Tax/Mill Rate is estimated based on the 2017 School Tax Requisition.

Town of Beaumont Financial Summary 2018 Budget Workshop 2013

2014

2015

2016

2017

2018 Projected

Population (Projected)

14,916

15,828

16,768

17,764

18,320

18,876

Historical Tax Increases

3.50%

4.00%

4.75%

2.340%

2.551%

2.000%

Tax Rates (Mills) Municipal Residential Non Residential Library Requisition Other Requisitions Residential Non Residential Assessments (for tax year) Residential Non Residential Average Single Family

Based on a 2.00% Increase 5.7534 8.0901 0.2352

5.7219 8.0468 0.2250

5.8633 8.2466 0.2271

5.8052 8.1655 0.2173

6.2453 8.7820 0.2454

6.3684 8.9555 0.2483

2.4997 3.2793

2.3349 3.2094

2.4047 3.3058

2.2895 3.3721

2.5953 3.5453

2.6210 3.4393

$ 2,000,540,100 $ 2,215,664,300 $ 2,311,556,094 $ 2,589,876,970 $ 2,528,063,000 $ 2,582,126,917 $ 120,042,930 $ 136,181,060 $ 140,266,696 $ 155,563,360 $ 166,178,100 $ 167,573,046 $ 403,888 $ 423,382 $ 436,892 $ 448,773 $ 426,299 $ 428,176

As a result of changes to Section 354(3.1) of the Municipal Government Act property taxes on farm property have increased as the tax rate of vacant farm land has to be the same as non-residential taxes. In prior years, the Town had taxed vacant farm land at the same rate as residential properties. Utility Fees The Town’s utility services (water, waste water, and solid waste – curbside collection) are fully funded by user fees, which includes a base rate plus a consumption rate for water and wastewater). The water consumption rate (per m3) increased by $0.14 based on the 2018 Water Commission rate increase in the same amount. Based on an average consumption of 218m3/year the annual increase is estimated to be $28.57 for the average property owner. The wastewater consumption rate (per m3) increased by $0.05 based on the 2018 Wastewater Commission rate increase in the same amount. Based on an average consumption of 218m3/year the annual increase is estimated to be $10.20 for the average property owner. The curbside collection fee has been decreased by $4.83 based on entering into a new contract for the service in September 2017, a $57.96 for the year.

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2017

2018

Monthly Increase

Yearly Increase

Percentage Increase

Water1,2

510.23 $

538.80

2.38

5.60%

Sewer1,2 Solid Waste3

$ $

404.98 $ 348.84 $

415.18 290.88

$ $

10.20 $ (57.96) $

0.85 (4.83)

2.52% -16.62%

1,264.05 $

1,244.86

(19.19) $

(1.60)

-1.52%

28.57

1. Based on a yearly water consumption of 218 m3. 2. Rate increases are the result of increases from the respective Water and Wastewater Commissions 3. Rate decrease includes a reduction in collection fees resulting from a new curbside collection contract net, of anticipated landfill rate increases

User Fees With the exception of user fees for the Aqua-Fit facility, user fees for 2018 were adopted December 12, 2017, and have been factored into the respective departmental/divisional budgets for 2018. Transfers from other Governments The Town receives grants for various services it provides to the residents and businesses of the town. These services include: Police, FCSS, Childcare, Planning Grants, Recreation and the Library. Included in the transfers is the Town’s transfer to the Library, which includes the Library Tax collected by the Town on behalf of the Library.

Government Transfers/Grants 2017 Intern - Admin $ - $ Intern - Planning 43,000 CAREs Grant 150,000 Policing - New Member 100,000 Policing - Base Grant 341,800 MSI - Operating 127,300 FCSS 405,700 Childcare Staff Incentive allowance 263,000 Recreation - County Cost Share 351,600 Library - County Cost Share 64,300 Aqua-Fit Phase 2 Library Grants 105,600 1,952,300 Library - Town Contribution 758,100 Total $ 2,710,400 $

2018 28,700 8,000 150,000 100,000 263,400 127,300 405,700 273,200 301,800 64,300 291,800 112,000 2,126,200 779,800 2,906,000

Investment Income The 2018 Budget reflects estimated interest on reserve account balances in addition to interest earned on net operations for the year. In prior years, this interest was transferred directly to the Mill Rate Stabilization Fund. Penalties and Cost of Taxes Included as part of the budget are penalty and interest charges on outstanding tax and utility accounts, which have increased steadily over the past few years. Currently, property owners are assessed the following penalties if their property taxes are not paid by: • July 1 – 6% (on current year tax balance); • September 1 – 3% (on current year tax balance); • November 1 – 3% (on current year tax balance);

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January 1 – 12% (on total outstanding taxes); April 1 – 5% (on total outstanding taxes); and December 1 – 5% (on outstanding supplemental taxes).

Utility bills not paid by the due date are assessed an additional 2.6% charge, and if not paid within 120 days are transferred to taxes. Franchise Fees The Town has entered into two franchise agreements with FortisAlberta and AltaGas 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. A review of the basis on which franchise fee are calculated, 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 Administration’s recommendation. Electric Gas 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 5.0% $296,469 21.2% $918,006 5.0% $320,716 21.2% $1,040,228(1) 2017 5.0% $336,722 21.2% $1,164,280 2018 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. (1) Month of December estimated. Year

If the franchise fee for electricity is increase to 6% the amount generated is estimated at $83,350 and if increased to the maximum 20% allowable, the addition amount generated is estimated at $1,026,172. Whereas a 1% increase in the Town’s gas franchise fee would generate an estimated $54,954, with an estimated $757,830 being generated if the Town was to increase the fee to the 35% maximum allowable. Should the Town wish to increase these fees there is a specific process that needs to be followed and the increases would affect immediately. Rental Income Rental rates for 2018 were adopted December 12, 2017 and have been factored in the 2018 Budget as highlighted in the various Departmental/Divisional Budgets. The majority of the rental income is

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generated through the Ken Nichol Regional Recreation Centre ($546,500) and the Community Centre ($206,200). Included in the rental income is the Town’s lease with the Library in the amount of $158,600 for 2018, which is offset by a corresponding rental charge to the Library, and $47,000 charged to ELCC for the space it utilizes in the Ken Nichol Regional Recreation Centre. Also included within the Economic Development budget for rental income is potential sponsorship income in the amount of $115,000 (a $5,000 increase over 2017), which is offset by a corresponding amount under contract services. Licenses, Permits & Fines Licenses, Permits and Fines include business licenses and pet fees, pet and unsightly premises fines, including fines for uncontrolled weeds, and traffic fines. Traffic fines include photo radar fines, which reduce the cost of providing municipal enforcement in the amount of $202,500 to the Town. In addition to the regular operations of both the RCMP and Municipal Enforcement Budget, an additional $110,000 in traffic fines is budgeted to assist in targeted enforcement by the RCMP ($60,000) and for traffic calming measures ($50,000). Community Contributions Included in the Community Contributions for the 2018 budget is an additional $12,500 to be raised by the Library for new and improved study space. In 2017 the Library budgeted $10,000. Transfers from Reserves Transfers from reserves represent reserve funding for one-time projects which include the following: Town Office - Planning/Development Stations Aqua-Fit CO Upgrades Web Page Phasing in of RCMP increase from 70-90% Fire Training Centre Fire Prevention Props Phasing in of Transit Operations Painting Outside of School Age Site Building Hydrovac Disposal Station Traffic Signal Box Wrapping Pilot Land Use Bylaw - 2017 Electronic Permitting Software Recreation & Facilities Master Plan Squat Rack for Aqua-Fit Tree Planting $120,000 allocated for 2018 and 2019 Interior Window Replacement – RCMP Total

Reserve Fund Mill Rate Stabilization Fund Mill Rate Stabilization Fund Communications – Web Page RCMP – Phase In Mill Rate Stabilization Fund Mill Rate Stabilization Fund Transit – Phase In Mill Rate Stabilization Fund Mill Rate Stabilization Fund Mill Rate Stabilization Fund Mill Rate Stabilization Fund /Planning Mill Rate Stabilization Fund Mill Rate Stabilization Fund Mill Rate Stabilization Fund Mill Rate Stabilization Fund Police Building

Amount $ 50,000 52,200 5,000 219,200 9,000 8,700 293,000 10,000 7,000 4,500 210,000 120,000 220,000 15,000 120,000 5,000 $1,348,600

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Transfer from Surplus Transfers from surplus represent projects approved in the 2017 Budget which were not completed within the year. Carry-forward of Prior Year Operating Projects not Completed in 2017 Corporate Redesign Economic Consulting and Attraction Activities – part of 2017 CARES Grant application Savings from 2017 election carry-forward to fund 2018 By-election Council Chamber Upgrades Contract Data Collection - GIS RCMP Building Maintenance – Painting and Stucco Fire Master Plan and Fire Excellence Review Fuel Cardlock – Operations Building Downtown Urban Design Concept Plan Implementation –Design of Water and Sanitary Sewer Utility Master Plan Pumphouse #2 Operational Study Social Master Plan Cemetery Improvements Central Area Redevelopment Plan Review & Update – forms part of CARES Grant application French Village Guidelines and Land Use Bylaw Amendments – forms part of 2017 CARES Grant application Safety Codes Contract Services – New Schools Trail System Brochure and Trail Signage Four Seasons Park Expansion Study Urban Forestry Campground Feasibility Study Outdoor Furniture - Parks Furniture and Fixtures - CCBCC Library Surplus Water Offsite Levy Debt Payments Total

25,000 37,000 2,900 50,000 19,600 9,000 35,000 26,000 25,000 8,200 20,000 35,000 30,000 150,000 50,000

21,100 2,500 26,500 12,600 20,000 20,000 86,500 19,000 246,600 $ 977,500

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2018 OPERATING BUDGET – Expenses In accordance with Section 243(1) of the Municipal Government Act an operating budget must include the estimated amount for each of the following expenditures and transfers: • • • • • • •

The amount needed to provide for the council’s policies and programs. The amount needed to pay the debt obligations in respect of borrowings made to acquire, construct, remove or improve capital property. The amount of expenditures and transfers needed to meet the municipality’s obligations as a member of a growth management board. The amount needed to meet the requisitions or other amounts that the municipality is required to pay under an enactment. The amount to be transferred to reserves. The amount to be transferred to the capital budget. The amount need to recover any shortfall as required under section 244.

Operating budget expenses have been classified based on the following program groupings: • • • •

•

Council. CAO Office (CAO, Communications, Safety and Human Resources). Corporate Services (Office Services, Accounting, Finance, Geographic Information Systems and Information Technology). Integrated Growth and Infrastructure:  Planning and Development (Current and Long Range Planning, Safety Codes, and Economic Development);  Transportation, Roads, and Streets, including Transit and Storm;  Utilities (Water, Wastewater, and Waste Management); and,  Environmental Services. Community and Protective Services:  Protective Services (Fire, Police, Community Peace Officers, and Disaster);  Family Services (FCSS, Childcare, Youth Centre, Cemetery);  Recreation and Parks (Aqua-Fit, Ken Nichol Regional Recreation Centre, Parks, Recreation and Recreation Programming, and the Community Centre). Library.

The budgeted program expenditures include the following: • • • • • • • • • • • • • •

Salaries and Wages Benefits Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Expense Utilities (garbage, natural gas, power, water and data communications) Amortization Community Grants Program Expenses and Supplies Bad Debt Reserve Expense Interest on Debenture Debt Debenture Principal Payments

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COUNCIL In accordance with the Municipal Government Act and other Provincial Legislation, Council is responsible for setting the strategic and policy direction for the Town. Through the development of its Strategic Plan, Council has set a series of priorities for its term, 2018 through 2022. Budget Highlights Expenses: • Council’s Budget compared to 2017 reflects the full year impact of the change in Council Remuneration for the year. • Decrease in one-time grants and subsidies in the amount of $50,000, representing two $25,000 grants to both Black Gold and St. Thomas Aquinas towards the construction of playgrounds at the two new schools. • Reduction in janitorial costs of $4,100, which were reallocated to building costs under Corporate Services. Service Enhancements n/a Council 2017 Revenues User Fees &Sale of Goods Transfers from Equity in Capital Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Utilities Amortization Community Grants Program Expenses and Supplies Recoverable Work (Expense) Surplus(Deficit)

1,000 $ 6,800 7,800

2018 1,000 $ 6,800 7,800

208,500 245,000 12,700 16,200 56,700 47,200 8,200 7,900 43,700 36,600 69,700 77,100 2,400 2,500 6,800 6,800 63,000 13,000 21,000 492,700 452,300 546,500 1,327,700 1,039,200 1,780,000 $ (1,031,400) $ (1,772,200) $

Change

% -

36,500 3,500 (9,500) (300) (7,100) 7,400 100 (50,000) (21,000) (40,400) 781,200 740,800 (740,800)

0.00% 0.00% 0.00% 17.51% 27.56% -16.75% -3.66% -16.25% 10.62% 4.17% 0.00% -79.37% -100.00% -8.20% 142.95% 71.29% 71.82%

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CHIEF ADMINSTRATIVE OFFICER The Chief Administrative Officer (CAO) informs and advises Council on strategic and policy direction, while aligning the overall operations of the Town with this direction. Appointed by Council, the CAO is responsible for the day to day operations of the Town. Communications, Health & Safety, and Human Resources report directly to the CAO. Budget Highlights Expenses: • The increase in Salaries and Wages reflects the recently completed compensation review, which included a 1.5% Cost of Living Adjustment and annual eligible step increases. • Decrease in Benefit Expense of $57,200 represents both a decrease in benefit costs and the redistribution of benefits accounted for as corporate benefits to the different service areas. • Overall decrease in Travel and Training costs of $58,200 as a result of evaluating how training was being utilized within the organization. • Post annexation costs in 2018 have been reflected in the different services areas. • Increase in web services cost of $5,000 funded from the Communication Web Reserves. • Increase in allocation to reserves based on the net impact from the proposed 2% tax increase, cost savings, and interest being credited to reserve accounts directly. • Employee satisfaction survey to assist in identifying areas of improving employee engagement and satisfaction. Estimated cost $10,000 funded through current operations. Service Enhancements • With the increased growth of the Town, occupational health and safety has become critical in ensuring that the Town manages its risks to employees and the public. As a result, Administration has proposed that a full-time health and safety officer be hired in place of utilizing a full-time firefighter, half the time, to oversee the health and safety program. Estimated 2018 tax funded cost $92,800. • Introduction of information kiosks at the Ken Nichol Regional Recreation Centre and Aqua-Fit Facility. The estimated 2018 tax funded cost is $5,000.

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CAO Office 2017 Revenues Net Municipal Taxes User Fees & Sales of Goods Investment Income Penalties & Costs of Taxes Franchise Fees Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Utilities Amortization Program Expenses and Supplies Reserve Expense Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

2018

Change

$ 17,326,600 $ 18,135,400 $ 40,300 40,300 250,000 496,400 245,000 265,000 1,330,300 1,501,000 24,400 25,100 639,300 5,000 44,600 25,000 19,900,500 20,493,200

808,800 246,400 20,000 170,700 700 (634,300) (19,600) 592,700

4.67% 0.00% 98.56% 8.16% 12.83% 2.87% -99.22% -44% 2.98%

657,200 728,100 238,000 180,800 107,800 49,600 13,700 8,800 86,000 60,300 198,300 40,600 8,700 8,200 24,400 25,100 84,100 92,400 1,486,100 1,261,800 255,900 912,300 234,300 441,300 (643,700) (1,618,400) 1,332,600 997,000 $ 18,567,900 $ 19,496,200 $

70,900 (57,200) (58,200) (4,900) (25,700) (157,700) (500) 700 8,300 (224,300) 656,400 207,000 (974,700) (335,600) 928,300

10.79% -24.03% -53.99% -35.77% -29.88% -79.53% -5.75% 2.87% 9.87% -15.09% 256.51% 88.35% 151.42% -25.18% 5.00%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

19,852,100

20,448,600

596,500

3.00%

25,500

38,700

13,200

51.76%

% Change

Revenue 010 - GEN ADM 020 - COMM 140 - HUMAN

22,900

5,900

(17,000)

-74.24%

19,900,500

20,493,200

592,700

2.98%

1,013,900

952,400

(61,500)

-6.07%

116,900

38,700

(78,200)

-66.89%

Expenditures 010 - GEN ADM 020 - COMM 040 - SAFETY

75,100

(75,100)

-100.00%

140 - HUMAN

126,700

5,900

(120,800)

-95.34%

1,332,600

997,000

(335,600)

-25.18%

18,567,900

19,496,200

928,300

5.00%

Total

2018 Proposed Budget – Budget Workshop Recommendations

Page 18 of 78

CORPORATE SERVICES Corporate Services is a future oriented department which provides legislative support, financial management, information technology, and internal corporate service support to the organization. Service areas include legislative services; accounting and payroll services; financial management; information technology; and geographical information services. Budget Highlights Expenses: • As highlighted in the CAO Budget, the Corporate Services Budget reflects two organizational changes from 2017, the transfer of Legislative Services to Corporate Services from the CAO Office, while Human Resources moves from Corporate Services to the CAO Office. • The increase in Salaries and Benefits reflects the recently completed compensation review, which included a 1.5% Cost of Living Adjustment and annual eligible step increases. • Overall decrease in Travel and Training costs of $9,600 as a result of evaluating how training was being utilized within the organization. • The increase in Licenses, Permits and Fees relates to increased annual software maintenance costs, plus the costs of maintenance for additional software acquired in 2017, including Agenda Management Software, Asset Management Software, Priority Based Budgeting, and eSend, which will allow utility and tax notices to be sent to property owners by way of email. The initial cost of implementing a new software system is funded through the service acquiring the system, with IT funding the annual maintenance costs. Service Enhancements • Reorganization of planning and development staff within Town Office to maximize the use of the space available by improving workstations, creating a more efficient workspace for staff within the building. Estimated one-time cost of $50,000 to be funded out of Mill Rate Stabilization Fund.

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Corporate Services 2017 Revenues User Fees & Goods Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Utilities Amortization Program Expenses and Supplies Interest on Debt Debenture Principal Payments Reserve Expense Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

2018

Change

200 $ 73,600 86,900 160,700

200 $ 62,700 50,000 72,500 185,400

(10,900) (36,900) 72,500 24,700

0.00% -14.81% -42.46% 100.00% 15.37%

1,256,300 334,300 41,500 137,500 50,200 473,000 80,000 73,600 141,500 3,100 2,591,000 22,600 59,300 190,100 (1,340,300) 1,522,700 (1,362,000) $

1,307,900 310,900 31,900 183,800 48,600 589,900 67,800 62,700 96,600 2,000 2,702,100 23,700 82,600 480,700 (2,843,600) 445,500 (260,100) $

51,600 (23,400) (9,600) 46,300 (1,600) 116,900 (12,200) (10,900) (44,900) (1,100) 111,100 1,100 23,300 290,600 (1,503,300) (1,077,200) 1,101,900

4.11% -7.00% -23.13% 33.67% -3.19% 24.71% -15.25% -14.81% -31.73% -35.48% 4.29% 4.87% 39.29% 152.87% 112.16% -70.74% -80.90%

Change

% Change

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Revenue 100 - ADM MGR

200

0.00%

110 - OFFICE

15,000

2,900

(12,100)

-80.67%

119 - TOWNBDG

56,200

150,500

94,300

167.79%

9,200

0.00%

80,100

3,000

(77,100)

-96.25%

19,600

100.00%

160,700

185,400

24,700

15.37%

181,600

200

(181,400)

-99.89%

96,400

2,900

(93,500)

-96.99%

119 - TOWNBDG

331,600

410,600

79,000

23.82%

120 - ACCTING

335,700

(335,700)

-100.00%

130 - FINANCE

36,900

9,200

(27,700)

-75.07%

150 - TECH

416,300

3,000

(413,300)

-99.28%

160 - GIS

124,200

19,600

(104,600)

-84.22%

1,522,700

445,500

(1,077,200)

-70.74%

(1,362,000)

(260,100)

1,101,900

-80.90%

130 - FINANCE 150 - TECH 160 - GIS

Expenditures 100 - ADM MGR 110 - OFFICE

Total

2018 Proposed Budget – Budget Workshop Recommendations

Page 20 of 78

COMMUNITY AND PROTECTIVE SERVICES The Community and Protective Services Department ensures that the residents of Beaumont have access to excellent recreation and social programs, parks, facilities and a variety of development and support opportunities to enhance quality of life, while being committed to providing an effective emergency and enforcement service through professional response and education. Programs include Fire Services, Police Services, Municipal Enforcement, Disaster Services, FCSS Programing, Youth Support, Childcare Services, Recreation Programming, Events, Recreation Facilities (Aqua-Fit, Ken Nichol Regional Recreation Centre), Parks and Community Centre. The CCBCC budget was developed by staff in association with the CCBCC Advisory Committee in accordance with the policy establishing the Committee. Budget Highlights Revenue: • Fire Services is proactively pursuing the recovery of non-fire response calls and third party cost for cleanup of unsightly premises. • With the Town reaching a population in excess of 16,666, the police grant is calculated based on a new formula that resulted in the base grant received by the Town being decreased by $100,000, while the per capita portion of the grant increases by $8/capita. • Reduction in childcare revenues based on a change in registration between the different programs offered, and 2018 fees were frozen at 2017 amounts. • Increase in rental income from the Ken Nichol Regional Recreation Centre base on the approved 1.5% (3% annualized) fee increase, net of a projected additional decrease in room rentals • CCBCC rental income and concession sales reduced by from $472,200 to $206,200, a $266,000 reduction based on the use of the CCBCC. • Decrease in Aqua-Fit memberships during 2017 (~15%), budget reduced from $670,000 to $613,000. • Projected cost-recovery for Ken Nichol is 33.76% of direct expenses, net of rental income for 2018 (2017 – 32.30%) • Projected cost-recovery for the Aqua-Fit is 42.67% of direct expenses, net of user fees and rentals for 2018 (2017 – 45.56%) • Projected cost-recovery for the Childcare is 77.02% of direct expenses, net of fees and grant funding for 2018 (2017 – 79.70%). Expenses: • Salaries and Wages, and Benefits Expense reflect the recently completed compensation review, 1.5% Cost of Living Adjustment and annual eligible step increases. • Municipal Intern Program. In prior years, the municipal intern has worked within the CAO’s Office and Integrated Growth divisions. For the 2018/19 Program, the Intern will be working with the Community and Protective Services Department. The estimated 2018 tax funded cost is $42,900. • With the rapid growth of the Community, the Recreation and Facilities Division has been split into two separate service areas so as to provide more effective and efficient service. The net estimated tax cost for 2017 is $25,600 with introduction of a Manager of Facilities. • Overall decrease in Travel and Training costs as a result of evaluating how training was being utilized within the organization. • Increase in consulting fees to allow the General Manager of the Department to address items that come up each year. The estimated 2018 tax funded cost is $20,000. • Painting the outside of School Aged Site Building. Estimated one-time cost of $10,000 to be funded out of the Mill Rate Stabilization Fund. • Full year impact of RCMP Contract costs at 90% of actual versus 70% of a fixed average cost. • Requirement for new window at the RCMP service counter. Estimated one-time cost of $5,000 to be funded of the RCMP Facility Management Fund.

2018 Proposed Budget – Budget Workshop Recommendations

•

• • • • • •

Page 21 of 78

Fire Prevention – Educational and training props to assist with the delivery of Fire Prevention programs, including a portable Hazard House (Fire House Simulator), Powerline and energy awareness and other visual aids. Estimated one-time cost of $8,700 to be funded out of the Mill Rate Stabilization Fund. Additional funding to support Promotion Committee annual events, increased graphic design costs and public relation costs. The estimated 2018 tax funded cost is $9,500. Additional interim funding for integrated turf management to bring existing turf within the Town to a level to ensure an effective yearly management plan. The estimated 2018 tax funded cost is $30,000. Soccer Net Replacement Program. Introduction of a soccer net replacement program where two nets are replaced on a yearly basis. The estimated 2018 tax funded cost is $10,000. Reduction in anticipated $20,000 annual skating loop costs to $5,000 based on inaugural costs. Upgrade of Aqua-Fit facility to improve carbon monoxide prevention and monitoring. Estimated one-time cost of $52,200 to be funded out of Mill Rate Stabilization Fund. CCBCC Supervisor, increase to a full-time position. The CCBCC has become a focal point within the community, requiring increased supervision. The estimated 2018 tax funded cost is $31,400.

Service Enhancements • Fire Training Structure to improve the training opportunities for the Town’s full-time and volunteer firefighters. Estimated one-time cost of $9,000 to be funded out of the Mill Rate Stabilization Fund. • Low Income Recreation Subsidy increase of $20,000 from $10,000 to $30,000 based on the increased demands on the program. • Recreation and Facilities Master Plan (RFMP). The Recreation & Facilities Master Plan is meant to guide Beaumont in recreation and facility service provision from a public perspective. It will provide a framework for decision making for the next 10 to 15 years. It reflects on community values, operational needs, financial realities, and sustainability issues. By undertaking this project, Beaumont will demonstrate both effective and engaged governance, as well as, continued support of the quality of life for which Beaumont is known. The Plan will be developed to work in collaboration with the Open Space and Trails Master Plan and the Municipal Development Plan. Estimated one-time cost of $220,000 to be funded out of the Mill Rate Stabilization Fund. • Additional funding for tree planting within boulevards and park space, which have been requested by residents, and staff have identified as deficient. Estimated one-time cost of $240,000 to be funded out of the Mill Rate Stabilization fund, $120,000 in 2018 and 2019, respectively. • The Fitness Centre in the Aqua-Fit has one squat rack, which is the busiest section of the weight room. To meet this demand, a power rack and platform is being requested. The power rack that is being requested will include equipment storage, a platform, barbells and bumper plates. A platform and bumper plates need to be added because they will preserve the life of the barbells, and floors. This will also reduce the risk of lights shattering on the floor below. The safety of the patron lifting is also increased with a platform, due to the steady and flat surface, without sinking into the ground. The platform and bumper plate combination will reduce the noise for the floor below, allowing the employees to work better with less distractions. Estimated one-time cost of $15,000 to be funded from the Mill Rate Stabilization Fund. Workshop – Budget Recommendations • The Beaumont Arts Society receive $45,000 for yearly event funding. • Subject to the approval of Aqua-Fit Phase 2, the 2018 Debenture Costs for the Project funded from the Federal Gas Tax Fund.

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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GM Community and Protective Services 2018 2017 Revenues Gov't Transfers for Operating

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Expense Utilities Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

Change

28,700 $ 28,700

28,700 28,700

100.00% 100.00%

194,500 55,500 27,800 3,600 3,200 1,500 2,100 288,200 11,900 (178,900) 121,200 (121,200) $

274,500 51,300 6,000 2,300 23,000 600 2,200 359,900 45,100 (385,000) 20,000 8,700 $

80,000 (4,200) (21,800) (1,300) 19,800 (900) 100 71,700 33,200 (206,100) (101,200) 129,900

41.13% -7.57% -78.42% -36.11% 618.75% -60.00% 4.76% 24.88% 278.99% 115.20% -83.50% -107.18%

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Protective Services 2017 Revenues User Fees & Sale of Goods Gov't Transfers for Operating Rental Income Licenses, Permits & Fines Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

2018

Change

- $ 569,100 43,800 1,090,900 204,300 239,200 9,000 2,156,300

14,500 $ 490,700 43,800 1,090,100 206,400 241,900 44,000 2,131,400

14,500 (78,400) (800) 2,100 2,700 35,000 (24,900)

100.00% -13.78% 0.00% -0.07% 1.03% 1.13% 388.89% -1.15%

1,062,100 237,300 54,100 195,500 83,200 2,904,500 86,600 204,300 27,800 129,100 4,984,500 197,900 115,000 198,200 (74,500) 5,421,100 (3,264,800) $

1,148,500 231,100 60,900 188,000 81,300 3,196,300 87,500 206,400 28,500 119,600 5,348,100 207,400 115,000 379,600 (65,500) 5,984,600 (3,853,200) $

86,400 (6,200) 6,800 (7,500) (1,900) 291,800 900 2,100 700 (9,500) 363,600 9,500 181,400 9,000 563,500 (588,400)

8.13% -2.61% 12.57% -3.84% -2.28% 10.05% 1.04% 1.03% 2.52% -7.36% 7.29% 4.80% 0.00% 91.52% -12.08% 10.39% 18.02%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change

1,013,000

939,600

(73,400)

-7.25%

112,100

0.00%

230 - FIRE

63,500

115,200

51,700

81.42%

239 - FIREHAL

80,000

0.00%

Revenue 210 - POLICE 219 - POLBLDG

260 - BYLAW

887,700

884,500

(3,200)

-0.36%

2,156,300

2,131,400

(24,900)

-1.15%

2,661,100

3,022,900

361,800

13.60%

Expenditures 210 - POLICE 219 - POLBLDG

553,100

567,800

14,700

2.66%

230 - FIRE

987,800

1,160,400

172,600

17.47%

239 - FIREHAL

105,300

96,400

(8,900)

-8.45%

240 - DISASTE

8,000

6,500

(1,500)

-18.75%

1,105,800

1,130,600

24,800

2.24%

260 - BYLAW

Total

5,421,100

5,984,600

563,500

10.39%

(3,264,800)

(3,853,200)

(588,400)

18.02%

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

Page 24 of 78

Family Services 2017 Revenues User Fees & Sale of Goods Gov't Transfers for Operating Rental Income Community Contributions Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Utilities Amortization Community Grants Program Expenses and Supplies Reserve Expense Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

2018

Change

1,279,800 $ 668,700 13,200 10,600 39,600 82,600 2,094,500

1,317,800 $ 678,900 16,200 10,600 39,600 10,000 65,000 2,138,100

38,000 10,200 3,000 10,000 (17,600) 43,600

2.97% 1.53% 22.73% 0.00% 0.00% 100.00% -21.31% 2.08%

1,966,400 447,300 20,300 92,400 53,100 231,500 49,800 39,600 34,000 147,500 3,081,900 1,000 304,500 (98,900) 3,288,500 (1,194,000) $

1,987,600 460,200 20,900 91,400 85,200 226,800 51,800 39,600 34,000 147,900 3,145,400 1,000 946,100 (482,900) 3,609,600 (1,471,500) $

21,200 12,900 600 (1,000) 32,100 (4,700) 2,000 400 63,500 641,600 (384,000) 321,100 (277,500)

1.08% 2.88% 2.96% -1.08% 60.45% -2.03% 4.02% 0.00% 0.00% 0.27% 2.06% 0.00% 210.71% 388.27% 9.76% 23.24%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change -10.00%

Revenue 510 - FCSS

490,200

441,200

(49,000)

519 - FCSSBDG

20,200

0.00%

520 - YOUTH

16,500

18,300

1,800

10.91% 0.00%

529 - YOUTHBD 530 - ASC 539 - ASCBLDG 540 - ELCC

18,000

496,400

513,200

16,800

3.38%

11,800

21,800

10,000

84.75% 3.28%

1,036,700

1,070,700

34,000

549 - ELCCBDG

400

0.00%

550 - CEMETER

4,300

34,300

30,000

697.67%

2,094,500

2,138,100

43,600

2.08%

662,700

725,100

62,400

9.42%

43,800

32,700

(11,100)

-25.34%

331,400

357,200

25,800

7.79%

66,300

61,200

(5,100)

-7.69%

507,100

561,200

54,100

10.67%

56,100

69,500

13,400

23.89%

1,546,600

1,729,200

182,600

11.81%

549 - ELCCBDG

35,100

34,100

(1,000)

-2.85%

550 - CEMETER

39,400

0.00%

3,288,500

3,609,600

321,100

9.76%

(1,194,000)

(1,471,500)

(277,500)

23.24%

Expenditures 510 - FCSS 519 - FCSSBDG 520 - YOUTH 529 - YOUTHBD 530 - ASC 539 - ASCBLDG 540 - ELCC

Total

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Recreation and Parks 2017 Revenues User Fees & Sale of Goods Gov't Transfers for Operating Rental Income Licenses, Permits & Fines Community Contributions Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses, Permits & Fees Utilities Amortization Community Grants Program Expenses and Supplies Bad Debt Interest on Debt Debenture Principal Payments Reserve Expense Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

2018

Change

1,559,300 $ 351,600 987,400 2,000 2,500 1,217,800 159,400 4,280,000

1,392,900 $ 593,600 839,200 2,000 2,500 1,250,900 407,200 168,100 4,656,400

(166,400) 242,000 (148,200) 33,100 407,200 8,700 376,400

-10.67% 68.83% -15.01% 0.00% 0.00% 2.72% 100.00% 5.46% 8.79%

3,306,900 584,200 60,100 1,198,000 353,400 900,600 692,700 1,217,800 123,200 109,500 2,500 49,000 8,597,900 175,300 142,100 440,400 (139,500) 9,216,200 (4,936,200) $

3,310,100 552,800 56,900 1,083,100 519,700 1,037,600 679,500 1,250,900 161,600 99,300 197,400 8,948,900 318,700 142,100 1,276,000 (617,700) 10,068,000 (5,411,600) $

3,200 (31,400) (3,200) (114,900) 166,300 137,000 (13,200) 33,100 38,400 (10,200) (2,500) 148,400 351,000 143,400 835,600 (478,200) 851,800 (475,400)

0.10% -5.37% -5.32% -9.59% 47.06% 15.21% -1.91% 2.72% 31.17% -9.32% -100.00% 302.86% 4.08% 81.80% 0.00% 189.74% 342.80% 9.24% 9.63%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change

52,400

268,300

215,900

412.02%

6,400

7,500

1,100

17.19%

203,800

204,800

1,000

0.49%

1,363,000

1,323,000

(40,000)

-2.93%

749 - AQUABDG

303,900

358,600

54,700

18.00%

750 - PARKS

500,900

639,800

138,900

27.73%

11,900

7,000

(4,900)

-41.18%

769 - KNRRC 1 BUILDING

598,100

569,100

(29,000)

-4.85%

779 - KN2BLDG

349,600

357,200

7,600

2.17%

799 - CCBCC BUILDING

890,000

629,300

(260,700)

-29.29%

Revenue 710 - RECREAT 720 - EVENTS 730 - PROGRAM 740 - AQUATIC

759 - PARKBDG

809 - PHASE 2 ARENA/INDOOR FIELDHOUSE

291,800

#DIV/0!

4,280,000

4,656,400

376,400

8.79%

710 - RECREAT

392,900

313,300

(79,600)

-20.26%

720 - EVENTS

326,100

347,300

21,200

6.50%

730 - PROGRAM

402,600

411,000

8,400

2.09%

740 - AQUATIC

1,916,500

2,260,100

343,600

17.93%

749 - AQUABDG

1,206,500

1,253,800

47,300

3.92%

750 - PARKS

1,958,800

2,196,300

237,500

12.12%

Expenditures

759 - PARKBDG 769 - KNRRC 1 BUILDING 779 - KN2BLDG 799 - CCBCC BUILDING 809 - PHASE 2 ARENA/INDOOR FIELDHOUSE

Total

51,900

45,500

(6,400)

-12.33%

1,042,800

1,035,200

(7,600)

-0.73%

904,300

956,400

52,100

5.76%

1,013,800

957,300

(56,500)

-5.57% #DIV/0!

291,800

9,216,200

10,068,000

851,800

9.24%

(4,936,200)

(5,411,600)

(475,400)

9.63%

2018 Proposed Budget – Budget Workshop Recommendations

Page 26 of 78

INTEGRATED GROWTH AND INFRASTRUCTURE Formally, Planning and Infrastructure, Integrated Growth and Infrastructure, ensures that the road network is safe and sustainable; ensures that utility infrastructure meets current standards and responding to emergencies and customer concerns; implementing Council approved land use policies and priorities through an integrated framework, guiding development to reflect Beaumont’s Vision. Programs include: Infrastructure, Project Management, Roads, Storm, Fleet Maintenance, Transit, Utilities, Environment, Current Planning, Long Range Planning, Safety Codes, Engineering, and Economic Development. Budget Highlights Revenues: •

• •

Net increase in Utility income based on increased water consumption resulting from growth and fee increases of $0.14/m3 and $0.05/m3 implemented by the Water and Waste Water Commissions, respectively, offset by a reduction of monthly curbside collection fees from $29.07 to $24.24 as a result of costs savings resulting from entering into a new curbside collection contract in September 2017. Increased Planning, Development, Building and Lot Grading Fee revenue based on increased fees and anticipated development activity for 2018. Bi-annual rain barrel and composter sale.

Expenses: • Salaries and Wages, and Benefits Expense reflect the recently completed compensation review, 1.5% Cost of Living Adjustment and annual eligible step increases. • Overall decrease in Travel and Training costs as a result of evaluating how training was being utilized within the organization. • In 2017, the Town was awarded a CARES Grant to undertake community planning and economic development reviews for the Town. The $187,000 budgeted in 2017 ($337,000 in consulting fees, net of the $150,000 grant) has been carried forward into 2018. • Increase in consulting fees to allow the General Manager of the Department to address items that come up each year. The estimated 2018 tax funded cost is $20,000. • Reduction in snow removal costs based on prior year costs to half of revised 2017 Budget cost. Snow Removal Reserve to be set at $462,000. • Reduction of sidewalk maintenance costs to $50,000 from $235,000 as major sidewalk repairs are included in Neighbourhood Renewal Program. In addition, there is a projected Sidewalk Replacement Reserve of $174,800 at the end of 2017. • Reduction of trail maintenance costs to $50,000 from $175,000 as all new trails form part of the development permit process. Should any major repairs be required, the Town would consider applying for any available grants or the Town funding the costs over 2-3 years. • Increase in transit contract costs based on full year of operations (September 2017 start date). • With annexation and the rapid growth of the Town, the cost of maintaining the Town’s equipment has increased. As part of the Planning and Engineering Review in 2015, it was recommended that maintenance of Town equipment should be operated as a separate division/service. To alleviate work load issues, and provide a centralized department for the repair and life cycle maintenance, the Town will be hiring a fleet maintenance technician. The estimated 2018 tax funded cost is $84,900. • Construct a hydrovac disposal station at the Operations Facility to dewater and retain hydrovac material. Public Works uses hydrovac services for various tasks, such as cc repairs, sign installation and valve replacement, and the construction of a disposal site will reduce the rates charged by service providers. The estimated one-time cost is $7,000 to be funded under the Mill Rate Stabilization Fund.

2018 Proposed Budget – Budget Workshop Recommendations

•

• • • • •

•

Page 27 of 78

With the rapid growth of the Town, the cost of maintaining the Town’s utility infrastructure has increased. As part of the Planning and Engineering Review in 2015, it was recommended that a Utility Technician be hired. The estimated 2018 cost of $79,100 is being funded through the Town’s utility services, which are funded by user fees. Installation of air conditioning within water pump houses to improve the efficiency and effectiveness of pumps. Estimated one-time cost of $10,000 is being funded as part of the Town’s water utility, which is funded by user fees. Traffic Signal Box Wrapping Pilot Project. The estimated cost of $4,500 is being funded from the Mill Rate Stabilization Fund. Increased safety code contract costs for gas, electrical and plumbing inspections, which is offset by increased revenues. Increased focus on Economic Development, which Council has identified as a key strategic priority. An additional tax funded cost of $100,000 has been added to the budget moving forward. With the Town’s successful annexation and introduction of Our Beaumont Municipal Development Plan, the Town needs to update its Land Use Bylaw. The Land Use Bylaw (LUB) is the primary guiding document for the orderly development of a municipality. It is a living document and does not remain static, as development and changes in development are not static. The current Bylaw was implemented in January 2013. As one of the fastest growing communities in Canada, it is good planning and development practice to regularly conduct a full review of the Bylaw to ensure it is current with industry changes, and that it is progressive in the matters it addresses. The estimated one-time cost of $275,000 is being funded through the Mill Rate Stabilization Fund ($147,600); the Planning Reserve Fund ($62,400); and general taxation ($65,000). With the addition of the annexed lands in 2017, and the time required to manage the third party contracts to complete the work under the CARES Grant the Planning Intern, whose placement is complete at the end of April 2018, has been hired full-time as a Long Range Planner for the Town. The estimated 2018 tax funded cost is $66,700.

Service Enhancements • Industrial, Commercial and Institutional Multi-Unit Pilot Project. Recycling and organics diversion from Industrial, Commercial, Institutional (ICI) and Multi-Unit (MU) buildings is quickly becoming a priority throughout the Capital Region. The ICI sector includes, but is not limited to: schools, restaurants, businesses and office spaces. The goal is to mandate three-stream waste collection for all ICI and MU buildings by the end of 2018. A pilot project and extensive public engagement with representatives from the impacted sectors will be vital to the success and acceptance of this bylaw. The estimated 2018 cost of $18,000 is being funded through the Town’s solid waste service, which is funded by user fees. • Increased focus on Inter-municipal Collaboration, which Council has identified as a key strategic priority and is a key focus of the Modernized Municipal Government Act. Proposed $250,000/year for 2018 and 2019 to address Inter-municipal Collaboration Initiatives in accordance with new requirements of the new modernized Municipal Government Act, which includes working with the City of Edmonton with regards to the development of the lands within Beaumont North of Township Road 510. • Implementation of an electronic permitting system to provide residents, builders and developers the ability to apply and pay on-line, thereby increasing the efficiency and effectiveness of the development division. Estimated one-time cost of $120,000 to be funded out of the Mill Rate Stabilization Fund. Workshop – Budget Recommendations • An additional $85,800 has been allocated for snow removal and blading to provide enhance service levels.

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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GM Integrated Growth and Infrastructure 2017 2018 Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses Permits & Fees Expense Utilities Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

202,100 55,400 35,200 8,500 300 2,400 1,300 305,200 9,800 (167,500) 147,500 (147,500) $

Environmental Services 2017 Revenues User Fees & Goods Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses Permits & Fees Expense Program Expenses and Supplies Recoverable Work (Expense) Surplus(Deficit)

215,400 50,000 5,900 6,000 23,000 2,000 1,400 303,700 60,500 (344,200) 20,000 (20,000) $

2018

Change 13,300 (5,400) (29,300) (2,500) 22,700 (400) 100 (1,500) 50,700 (176,700) (127,500) 127,500

Change

% 6.58% -9.75% -83.24% -29.41% 7566.67% -16.67% 7.69% -0.49% 517.35% 105.49% -86.44% -86.44%

- $ 10,000 10,000

15,000 $ 15,000

15,000 (10,000) 5,000

100.00% -100.00% 50.00%

45,900 12,300 1,500 2,100 8,500 39,000 4,500 113,800 5,800 119,600 (109,600) $

57,300 13,800 2,700 2,100 8,500 25,000 19,500 128,900 30,300 159,200 (144,200) $

11,400 1,500 1,200 (14,000) 15,000 15,100 24,500 39,600 (34,600)

24.84% 12.20% 80.00% 0.00% 0.00% -35.90% 333.33% 13.27% 422.41% 33.11% 31.57%

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Transportation and Infrastructure 2018 2017 Revenues User Fees & Goods Licenses, Permits & Fines Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses Permits & Fees Utilities Amortization Program Expenses and Supplies Interest on Debt Debenture Principal Payments Reserve Expense Recoverable Work (Expense) Recoverable Work (Revenue) Surplus(Deficit)

Change

139,700 $ 5,989,200 76,000 6,204,900

190,500 $ 20,000 6,002,500 300,000 34,200 6,547,200

50,800 20,000 13,300 300,000 (41,800) 342,300

36.36% 100.00% 0.22% 100.00% -55.00% 5.52%

807,500 209,200 12,200 635,000 266,800 1,363,600 565,200 5,989,200 176,200 10,024,900 300,800 280,600 316,900 (171,600) 10,751,600 (4,546,700) $

959,100 203,900 11,400 571,700 88,100 1,162,100 594,500 6,002,500 7,000 164,300 9,764,600 297,900 406,600 847,500 (583,400) 10,733,200 (4,186,000) $

151,600 (5,300) (800) (63,300) (178,700) (201,500) 29,300 13,300 7,000 (11,900) (260,300) (2,900) 126,000 530,600 (411,800) (18,400) 360,700

18.77% -2.53% -6.56% -9.97% -66.98% -14.78% 5.18% 0.22% 100.00% -6.75% -2.60% -0.96% 44.90% 167.43% 239.98% -0.17% -7.93%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change

Revenue 305 - INFRAST

26,000

0.00%

309 - OPERBDG

185,100

184,700

(400)

-0.22%

5,477,700

5,481,500

3,800

0.07%

8,200

100.00%

370 - TRANSIT

20,400

365,500

345,100

1691.67%

380 - STORM

495,700

481,300

(14,400)

-2.90%

6,204,900

6,547,200

342,300

5.52%

104,800

26,000

(78,800)

-75.19% -1.33%

320 - ROADS 340 - PROJ MGR

Expenditures 305 - INFRAST

519,700

512,800

(6,900)

8,599,700

8,277,100

(322,600)

-3.75%

340 - PROJ MGR

415,100

344,900

(70,200)

-16.91%

370 - TRANSIT

305,400

698,700

393,300

128.78%

309 - OPERBDG 320 - ROADS

380 - STORM

Total

806,900

873,700

66,800

8.28%

10,751,600

10,733,200

(18,400)

-0.17%

(4,546,700)

(4,186,000)

360,700

-7.93%

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Utilities 2017 Revenues User Fees & Goods Penalties & Costs of Taxes Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

2018

Change

7,368,300 $ 25,000 611,800 622,100 252,700 8,879,900

7,378,000 $ 25,000 615,700 266,600 8,285,300

9,700 3,900 (622,100) 13,900 (594,600)

0.13% 0.00% 0.64% -100.00% 5.50% -6.70%

340,300 77,900 11,400 4,050,500 118,700 1,889,900 96,100 611,800 1,000 125,200 7,322,800 376,400 874,700 306,000 8,879,900 $

411,800 71,700 8,700 3,698,700 111,500 1,245,500 96,200 615,700 19,000 101,100 6,379,900 394,600 954,800 556,000 8,285,300 $

71,500 (6,200) (2,700) (351,800) (7,200) (644,400) 100 3,900 18,000 (24,100) (942,900) 18,200 80,100 250,000 (594,600) -

21.01% -7.96% -23.68% -8.69% -6.07% -34.10% 0.10% 0.64% 1800.00% -19.25% -12.88% 4.84% 9.16% 81.70% -6.70% 0.00%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change

410 - WATER

3,862,700

4,029,300

166,600

4.31%

420 - WASTEWW

2,572,200

2,617,000

44,800

1.74%

430 - SOLIDW

2,445,000

1,639,000

(806,000)

-32.97%

8,879,900

8,285,300

(594,600)

-6.70%

410 - WATER

3,862,700

4,029,300

166,600

4.31%

420 - WASTEWW

2,572,200

2,617,000

44,800

1.74%

430 - SOLIDW

2,445,000

1,639,000

(806,000)

-32.97%

8,879,900

8,285,300

(594,600)

-6.70%

0.00%

Revenue

Expenditures

Total

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Integrated Growth 2017 Revenues User Fees & Goods Gov't Transfers for Operating Rental Income Licenses, Permits & Fines Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

2018

Change

269,000 $ 193,000 110,000 539,700 9,000 126,600 100,200 1,347,500

336,400 $ 158,000 115,000 703,500 6,600 334,500 283,100 1,937,100

67,400 (35,000) 5,000 163,800 (2,400) 207,900 182,900 589,600

25.06% -18.13% 4.55% 30.35% -26.67% 164.22% 182.53% 43.76%

1,302,500 343,900 22,800 40,500 665,400 308,500 15,700 9,000 3,000 24,300 2,735,600 195,100 39,900 336,400 (111,400) 3,195,600 (1,848,100) $

1,389,900 312,500 35,600 27,100 775,600 813,400 16,500 6,600 123,000 19,900 3,520,100 199,500 73,700 872,900 (343,000) 4,323,200 (2,386,100) $

87,400 (31,400) 12,800 (13,400) 110,200 504,900 800 (2,400) 120,000 (4,400) 784,500 4,400 33,800 536,500 (231,600) 1,127,600 (538,000)

6.71% -9.13% 56.14% -33.09% 16.56% 163.66% 5.10% -26.67% 4000.00% -18.11% 28.68% 2.26% 84.71% 159.48% 207.90% 35.29% 29.11%

Budget Forecast by Sub-department Budget Year 2018 Budget Division

2017 Budget

2018 Budget

Change

% Change

605 - PLAN & ENG

154,600

8,000

(146,600)

-94.83%

030 - ECONDEV

147,000

152,000

5,000

3.40%

330 - ENG SVC

84,700

82,700

(2,000)

-2.36%

610 - PLANNER

270,500

516,300

245,800

90.87%

620 - DEVELOP

202,000

534,900

332,900

164.80%

488,700

643,200

154,500

31.61%

1,347,500

1,937,100

589,600

43.76%

Revenue

630 - BDGINSP

Expenditures 605 - PLAN & ENG

273,600

(273,600)

-100.00%

030 - ECONDEV

310,900

449,700

138,800

44.64%

330 - ENG SVC

746,100

849,800

103,700

13.90%

610 - PLANNER

767,700

1,265,000

497,300

64.78%

620 - DEVELOP

559,300

961,200

401,900

71.86%

630 - BDGINSP

538,000

797,500

259,500

48.23%

Total

3,195,600

4,323,200

1,127,600

35.29%

(1,848,100)

(2,386,100)

(538,000)

29.11%

2018 Proposed Budget – Budget Workshop Recommendations

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LIBRARY The Library is operated by a Board established by bylaw pursuant to the Library Act and the Municipal Government Act. Budget Highlights • The Town provides funding to the Library on a yearly basis. The funding has increased from $758,100 in 2017 to $799,800 in 2018, an increase of $41,700. • The Library Tax for 2018 has increased to $702,500 from $666,000, an increase of $36,500 or 5.48%. • The Library Budget includes the operations of the Library Board and the maintenance of the library building by the Town. • The Library Board leases the library building from the Town under a formal lease agreement. • The Library Board has contracted Manasc Isaac Inc. to conduct a $20,000 feasibility study to launch the Board’s new facility expansion project. Service Enhancements • An additional $12,500 has been budgeted for a new and improved study space, which will be funded by community contributions. • Staffing levels have been increased to 9.1 FTEs from 8.5 FTE. Provincial standards for exemplary public library staffing levels are 0.7+FTE per 1,000 populations or 12.8 FTE for a municipality the size of Beaumont. Workshop – Budget Recommendations • That the $20,000 allocated for the Library Board’s feasibility study not be funded as a separate project but be included in the Recreation and Facility Study being undertaken by the Town. Library Budget - Consolidated 2017 2018 Revenues Library Taxes User Fees & Goods Gov't Transfers for Operating Rentals Licenses, Permits & Fines Community Contributions Transfers from Equity in Capital Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses Permits & Fees Expense Utilities Amortization Community Grants Program Expenses and Supplies Interest on Debt Debenture Principal Payments Reserve Expense Recoverable Work (Expense) Surplus(Deficit)

Change

666,000 $ 25,500 169,900 500 11,000 10,000 31,700 30,000 944,600

682,500 $ 30,300 176,300 1,000 11,500 22,500 31,700 19,000 974,800

16,500 4,800 6,400 500 500 12,500 (11,000) 30,200

2.48% 18.82% 3.77% 100.00% 4.55% 125.00% 0.00% -36.67% 3.20%

404,300 100,900 19,800 37,700 29,500 129,300 24,300 31,700 52,200 30,300 860,000 63,500 2,000 25,500 951,000 (6,400) $

443,300 99,700 23,100 36,400 9,700 133,300 27,100 31,700 54,700 26,600 885,600 67,200 2,000 20,000 974,800 $

39,000 (1,200) 3,300 (1,300) (19,800) 4,000 2,800 2,500 (3,700) 25,600 3,700 (5,500) 23,800 6,400

9.65% -1.19% 16.67% -3.45% -67.12% 3.09% 11.52% 0.00% 0.00% 4.79% -12.21% 2.98% 5.83% 0.00% -21.57% 2.50% -100.00%

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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PROPOSED 2018-2022 FINANCIAL PLAN Under Section 283.1(2) of the Municipal Government Act and pursuant to Regulation 192/2017 municipalities in Alberta are required to prepare a three year financial plan. The first financial year required in both the financial plan and capital plan is 2020. The following five year financial plan is provided to Elected Officials for information purposes ONLY at this time.

Operating GL Account Summary - 5 Years Budget Year: 2018 & From Stage: <All> To Stage: <All> GL Account Revenues 11900 - Net Municipal Taxes 11910 - Requisition Taxes 12789 - Library Taxes 13800 - User Fees & Sales of Goods 14950 - Govt Transfers for Operating

2018

2019

2020

2021

2022

18,135,400

18,849,900

20,099,600

22,108,000

23,119,900

7,283,700

7,429,100

7,577,500

7,728,700

7,883,000

702,500

690,200

696,800

701,800

704,800

10,655,400

10,560,800

10,813,700

10,997,700

11,298,200

2,918,000

3,360,200

3,957,600

3,724,800

3,481,900

15990 - Investment Income

496,400

16999 - Penalties & Costs of Taxes

290,000

17813 - Franchise & Concession C t - tRentals 18860

1,501,000

1,531,000

1,561,600

1,592,900

1,624,800

1,173,800

1,206,900

1,229,300

1,252,100

1,275,700

19820 - Licenses, Permits & Fines

1,827,100

1,857,300

1,887,400

1,918,800

1,950,600

19980 - Contributions from Other G 19996 - Transfer from Equity in Capital

35,600

15,600

8,248,000

19997 - Transfer from Reserve

1,348,600

524,600

1,561,200

111,000

19998 - Transfers from Surplus

987,500

237,400

3,614,400

55,603,000

55,297,400

62,049,100

59,185,800

60,388,900

10,565,800

10,824,000

15,560,000

11,184,700

11,288,400

Expenditures 00 - Legislative 10 - Finance, IT & GIS 20 - Protective Services 30 - Transportation/Infrastructure

451,400

644,700

512,000

497,800

496,800

6,004,600

6,182,600

6,424,800

6,612,400

6,835,500

11,517,200

11,459,200

11,671,700

11,653,200

11,745,500

40 - Utilities

8,454,500

8,286,500

8,535,500

8,508,800

8,757,100

50 - Family Services

3,609,600

3,503,800

3,560,500

3,636,300

3,727,700

60 - Planning/Development

3,023,700

2,638,400

2,784,800

2,853,100

2,856,300

11,976,200

12,203,800

13,299,700

14,419,300

14,583,200

55,603,000

55,743,000

62,349,000

59,365,600

60,290,500

(445,600)

(299,900)

(179,800)

98,400

70 - Recreation/Parks

Net Total

The above summary has not been adjusted to reflect the change in reporting structure for Economic Development and Human Resources; and breaking out Environment Services and the Library separately.

2018 Proposed Budget – Budget Workshop Recommendations

Page 34 of 78

PRIORITY BASED BUDGETING INITIATIVES As part of the 2017 Budget Process, eight items were identified by Administration using Priority Based Budgeting for review in 2018. Below is a summary of the items identified and reviewed as part of the 2018 Budget Process. •

CAO Office (Economic Development): Business Attraction and Marketing, and Community Marketing - review the process involved in community marketing to identify potential efficiencies and options. OUTCOME: Economic Development Strategies will be reviewed as part of the CARES Grant awarded to the Town in 2017. The Economic Development Budget was transferred from the CAO’s Office to Integrated Growth to better align economic development with land use planning. Viewed through the lens of sustainable development, strategies for municipal land-use planning and design are being developed and implemented in ways that directly link the built environment to economic wellbeing. Communities are becoming “destinations” or “places of choice” for people and businesses.

•

Planning & Infrastructure (Field Operations): Snow & Ice Control – Roadways - review alternative service delivery models, including partnering with Leduc County. OUTCOME: Infrastructure continues to work with the County to identify alternative service delivery models to benefit both the Town and the County.

•

CAO Office (Legislative Services): Cash Receipting - review the cash receipting process to identify potential efficiencies. OUTCOME: The responsibility for Legislative Services has been transferred to Corporate Services late in 2017 and this review will be combined with the review of cash processing (below).

•

Corporate Services (Accounting): Cash Processing; Property Tax Processing; and, Utility Processing - review process in conjunction with the review of cash receipting performed by Legislative Services noted above. OUTCOME: With Legislative Services having been transferred to Corporate Services late in the year this review is being combined with the alternative payment methods review. These reviews are ongoing.

•

CAO Office (Legislative Services): Special Permissions Coordination - review the special permission coordination process to identify potential efficiencies. OUTCOME: The process of coordinating special permission was reviewed with processing changes put in place to more efficiently coordinating the process.

•

Planning & Infrastructure (Environmental Services): Environmental Outreach and Education review for program efficiencies, including coordination with Communications to allow for the reallocation of staff hours to other high priority programs. OUTCOME: With the departure of the Town’s Environmental Coordinator early in 2017 and the hiring of a new Coordinator late in 2017 the program review was put on hold to provide the new Coordinator time to familiarize them self with the environmental program of the Town.

2018 Proposed Budget – Budget Workshop Recommendations

•

Page 35 of 78

Community & Protective Services (Community Programs): Facility Rental Management - review current facility reciprocal use arrangements between the Town and Schools within Beaumont. OUTCOME: The following depicts the cost and rental allocation between the Town and the Schools for the calendar year 2016:  Town use of School facilities: o The Town booked 1,158 hours at local Schools free of charge. o If we assigned a cost of $25 per hour for each rental (common community facility rental costs for activity space), the rentals would hold a value of $28,950 (Schools Contributions)  Schools use of Ken Nichol Regional Recreation Centre: o The Town provides 512 hours of free ice rentals for local Schools and Hockey Academy. o The value of ice as per our fees and charges is at a cost of $116.20 per hour, the rental would hold a value of $59,494.40 (Town contribution).  Schools use of the Aqua-Fit (School Lessons / Rentals): o The Town provides 375 hours of rental space to local Schools for lessons and rentals, and holds a value of $97,944. o The Schools pays $77,707 for the rentals / lessons = $20,237 (Town contribution) Allocation between uses: Town contributes $50,781 in excess of what the School contributes, $79,731 compared to $28,950. As part of the review of each of these programs / services consider the following three (3) questions: A. Can the program be contracted with either a public or private organizations? No, this is not an option; there are no other providers in Beaumont. B. What fees and charges are being charged to ensure that cost recovery rates are being maximized? Currently, the Aqua-Fit is not part of the Joint Use Agreement with the Schools, and they are to pay the costs of use. The Town contributes $20,237 of the total costs of School Lessons and Rentals. C. Are program staff resources allocated effectively and efficiently? As for all programs, Town Staff strive to offer its services as efficiently and effectively as possible. In the case of the Joint Use Agreement, the Town provides its ice to the Schools at no cost recovery, and this includes the hockey academy program. FINANCIAL IMPACT: Budget Impact to the Town for the use of School facilities is approximately $51,000.

•

Community & Protective Services (Municipal Enforcement): Community Involvement, Special Event Support - review potential cost recovery options for supports currently provided to independent community events. OUTCOME: The current practice is that the Town provides event support and supplies to local third (3rd) party events at no costs. This includes the delivery of tables, garbage receptacles and barricades, and in some cases, RCMP and Municipal support (if event requires traffic control and road closures). Further, the Town collects no money for damage to Town property. In some cases, the Town can spend up to two (2) hours delivering and an additional two (2) hours collecting Town equipment / supplies at a cost of $500.00 per event. Further, the Town may commit RCMP,

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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Municipal Enforcement and/or Fire Services at no costs at up to an additional $160 per hour per officer or attendant. For example: In 2016, we had contributed to five (5) community events by providing support to third (3rd) party events at no cost to the provider. Given the nature of the events, this bore a direct cost to Beaumont of approximately $4,000 in staff and supply costs. In 2017 (to-date), the Town contributed to six (6) events at a cost of approximately $5,000. For events, such as Tour de l'Alberta and the Edmonton Triathlon, these costs are significantly higher because of Municipal Enforcement costs (RCMP and Peace Officer attendance to coordinate traffic control). A. Can the program be contracted with either a public or private organizations? Yes, these support services can be contracted by the event hosts to third (3rd) party vendors. B. What fees and charges are being charged to ensure that cost recovery rates are being maximized? Currently, the Town does not charge fees for these services, so cost recovery in not met. For cost recovery to be met, the event hosts would be required to pay actual costs for Staff time and rental of equipment or would be required to seek grant assistance from the Town to be paid to the effected service area. C. Are program staff recourse allocated effectively and efficiently? Yes and no. Town Staff offer these services efficiently as possible; however, they are pulled away from their other duties to provide the service as a one-off request. FINANCIAL IMPACT: Budget impacts to the Town of approximately $5,000 per year, pending events. For 2018 Council approved staff setup and takedown charges and miscellaneous equipment costs, which should assist in elevating the corresponding cost impact of these services.

2018 Proposed Budget – Budget Workshop Recommendations

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PROPOSED 2018 CAPITAL BUDGET TOWN OF BEAUMONT 2018 PROPOSED CAPITAL BUDGET Funding Utility Reserves

Other

Costs

Grants/ Cost Share

Offsite Levies

Reserves

Debenture Debt

Corporate Services $ Integrated Growth and Infrastructure Planning and Development Safety Codes Vehicle Replacement

30,000 30,000

1,810,000 50,000 1,860,000

1,810,000 1,810,000

50,000 50,000

331,300 331,300 2,221,300

331,300 331,300 2,141,300

80,000

57,400 57,400

Four Seasons Park Upgrade

460,000

CCBCC - Audio Visual

132,800

Parks - Skid Steer

55,000

Parks - Enclosed Riding Mower

50,000

Parks - Kubota RTV 1100 with attachments

47,000

Parks - New Gator

12,800

29,500,000

30,257,600

460,000

297,600

29,500,000

30,315,000

460,000

355,000

29,500,000

$ 2,601,300

$ 29,500,000

Transportation, Roads and Streets Neighbourhood Renewal Program Security Upgrade Operations Building Utilities Reservoir #1 Upgrade

Community and Protective Services Protective Services Fire - Replace Unit 102 Fire Utility Vehicle Recrection and Parks

Aqua-Fit Phase 2

TOTAL COST

$ 32,536,300

435,000

In accordance with Section 246 of the Municipal Government Act a capital budget must include the estimated amount for the following: • • •

The amount needed to acquire, construct, remove or improve capital property. The anticipated sources and amounts of money to pay the costs of acquiring, constructing, removing or improving capital property. The amount to be transferred from the operating budget.

Safety Code Officer - Truck Replacement - $30,000 The Building Safety Codes Officer truck was purchased in 2006. The multi-year capital plan amortizes fleet vehicles over a 10 year life span, and the truck has been in service for 11 years and is due for replacement. The truck had new tires and a windshield installed in 2017, but there is an outstanding recall on air bags, and it has substantial rust that needs repair. The truck could be re-purposed to another department for summer use. A four-wheel drive vehicle with canopy is required by Safety Codes to be able to access construction areas that are unplowed in the winter, and to carry boots, ladder, and miscellaneous equipment to adequately perform their job duties on site. Neighbourhood Renewal Program (NRP) - $1,810,000 •

Rehabilitation of Roadways, Sidewalks and Trails - $1,400,000 The NRP enables us to enhance and extend the life of Beaumont’s assets. In 2018, five areas of Beaumont will be completed. Priority is given to neighbourhoods based on asphalt surface quality, sidewalk surface quality, and drainage issues. The 2018 Neighbourhood Renewal Program includes:

2018 Proposed Budget – Budget Workshop Recommendations

• • • • • • •

Page 38 of 78

Area 1 - Coloniale Estates Area 2 – Beauridge Coloniale Close, Coloniale Way to End • 54 Avenue, 55 Street to 56 Street Coloniale Way, Bouchard Street to • 55 Avenue, 50 Street to 56A Street Coloniale Court • 55 Street, 55 Avenue to 54 Avenue Coloniale Court, Coloniale Way to End • 56 Street, 55 Avenue to 54 Avenue Area 3 - Beau Meadow Area 4 - Glenbrae Meadows 45 Avenue, 47 Street to 48 Street • 42 Street, 46 Avenue to 47 Avenue 45 Street, 41 Avenue to 44 Avenue • 46 Avenue, 42 Street to 43 Street 47 Street, 45 Avenue to End • 47 Avenue, 42 Street to 43 Street Area 5 – Asphalt Trail at Lions RV Park

Township Road 510 Overlay – S155,000 This project will involve milling the existing asphalt and paving Township Road 510, between Range Road 243 and the Beaumont boundary. The current road surface has multiple potholes, and is very rough and uneven. With the increase in traffic using this segment of road to connect to the Nisku Spine Road, the road is degrading faster than projected. Due to the road’s current surface condition, our snow and ice control equipment cannot completely remove the snow from the surface, leaving slippery sections where the potholes exist, which becomes a safety concerns for motorists.

•

Early Learning Child Care(ELCC) Parking Lot - $255,000 This project involves the rehabilitation of the Early Learning Childcare Centre Parking Lot. This project is required to accommodate the Beaumont Transit buses. The existing entrance to 55 Avenue is too steep for the buses, which can cause the buses to rub the asphalt with the bumper due to the slope. The existing asphalt surface is also not designed to accommodate heavy vehicle traffic. The entire ELCC parking lot needs to be regraded to rectify the entrance slope and to reduce the safety hazard of the ELCC child drop off area. The rehabilitation includes the following:  Reconstructing the drive lanes to accommodate heavy vehicle loads.  Re-grading and reconstructing the parking lot with light duty pavement structure.  Removal and disposal of asphalt, excavation and disposal of base structure, and installation of geotextile, granular base course and asphalt.  Sidewalk replacement along 55 Avenue and the ELCC building.

Security Upgrade Operations Building - $50,000 •

Safety Fence - $30,000 The Operations Facility needs to increase its security to prevent safety concerns and illegal dumping. Since the Operations Facility open in 2010, individuals not permitted have been trespassing into the yard without authorization. During business hours, the main gate stays open to facilitate business. Unfortunately, there is not a fence to separate the yard (working area) and the parking lot (public access). This has led to safety concerns with individuals driving next to heavy equipment, and extra work due to illegal dumping in our dumpsters. Administration is proposing adding one more fence line with a gate and sensor that will only open for town employees and authorized contractors.

•

Building Improvements - $20,000 The Operations Building needs to increase its security to prevent safety concerns. The current layout of the entrance of the building does not adequately provide for the safety of employees within the building. In order to address these concerns, renovations are required to the front reception area.

2018 Proposed Budget – Budget Workshop Recommendations

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Reservoir #1 – Main Pump House (4803-57 Street) Upgrades - $331,000 •

Reservoir #1 Roof Structure - $314,000 The roof structure has an asphalt basketball court on top of it without adequate cover causing undue strain. Administration is recommending to remove and relocate the basketball court and replace with topsoil and seed. The roof also requires a membrane to seal the reservoir to today’s standard. While this work is taking place, AECOM recommended, through a 2011 Operational Review, that we should perform a structural review of the reservoir to confirm future capabilities.

•

Reservoir #1 Site Security - $17,000 Site security has been an issue over the years including doors to the pump house being tampered with, graffiti on building, and empty beers cans found on site. To ensure a safe and secure water supply for the town, Administration is recommending to secure the site with a fence and gate once the basketball court and playground equipment have been relocated.

Fire - Replace Unit 102 Fire Utility Vehicle - $57,400 The Fire Department’s Utility Vehicle (Unit 102) was originally scheduled for replacement in 2017. This unit has served in many roles including administrative functions, as a command post, and a conveyance vehicle. The unit’s smaller size limits its capabilities and with the unit’s age, maintenance costs are expected to rise. A replacement vehicle would be larger and able to provide additional services to residences. As a highlight, and to meet the needs of the newly annexed lands, a new unit may be equipped to function as a brush unit during fire season. It could transport water and forestry equipment to fires as well, and be able to support other fire operations year round. Fire Service Administration believes that Unit 102 does still have value in an Administrative capacity only. Unit 102 may be used for tasks such as issuing fire permits, occupancy loads, building inspections and fire education activities. Four Seasons Park Upgrade - $460,000 •

Four Seasons Pedestrian Bridge Replacement - $200,000 The Pedestrian Bridge Replacement involves the complete removal and replacement of the existing bridge next to the Lions RV overnight camping and the Town’s outdoor skating loop and Frisbee Golf Course. The new bridge will also allow staff to cross the canal when clearing snow and cutting grass as the current bridge is not structurally sturdy enough to accomplish these tasks.

•

Self-Cleaning Washroom - $100,000 Self-Cleaning Automatic Washroom is a public prefabricated toilet system. Self-Cleaning Automatic Washroom amenities are intended for all public places such as parks, motorways, city centers, commercial areas, sports complexes, bicycle paths, tourist information centers, rest areas, bus stop or terminals, golf courses, etc. Administration is recommending the installation in Four Season's Park. The intent is to offer hygienic and low maintenance public washroom options to our residents in high use areas. The system has been successfully installed in Leduc and other Alberta markets – saving time and money on the installation of traditional washrooms that require high operational support.

•

Stage - $160,000 Traditionally, a stage is built on site. It’s an assembly of structures and materials that has to be loaded on a trailer, then unloaded on the site and moved to the spot where the stage will be constructed. All these operations require machinery, they’re labor-intensive, and they take time.

2018 Proposed Budget – Budget Workshop Recommendations

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Currently, Facilities has to set-up stages for our various community events, and for some of the external events. A mobile stage not only has the advantage of being mobile, it’s also preassembled. The structure consists of floor and roof panels that deploy hydraulically into a stage that’s easy to install in a short time frame (usually under 30 minutes). The system is a hydraulic set-up that includes stage, sound, light, wind walls and banners. These stages have been successfully used in a number of municipalities across Canada (both large and small), and to-date the communities are pleased with the product and have had no issues with the respective product since purchasing. These products have been in use for over 25 years. A mobile stage would not only benefit our internal events and uses, it would benefit multiple community organizations in the hosting of their events (i.e. Blues and Roots, Ag Society, etc.). Administration is asking Budget Committee to consider the following:      

24’ x 20’ that can be expanded an additional 16’ (40’ x 24’); 9,800 lb. (can be towed using our existing inventory); Hydraulic set-up, and takes as little as 30 minutes to set-up; Includes sound, lights, stairs, skirts, windfalls and generator; Pre and post purchase training and support; and, Meets safety requirements for stage set-up from a safety perspective.

CCBCC – Audio Visual - $132,800 In 2016, the Town of Beaumont assumed responsibility of the operation and maintenance of the Centre Communautaire Beaumont Community Centre (CCBCC). The operations of the facility include the rental of rooms, and additional products available. At this time, the CCBCC does not have the necessary audio visual equipment to offer full service packages to guests renting the facility. Based on the discussion with facility user stakeholders, staff and the CCBCC Advisory Committee of the Centre, Administration is recommending a capital expenditure for Audio Visual Equipment. Audio Visual Equipment is needed throughout the facility for events that may require this equipment such as weddings, training conferences, tradeshows, etc., and to improve internal communications within the facility. Parks - Skid Steer - $55,000 A Skid Steer will be able to turn and rotate in tight space, allowing it to reach into compact spaces or driving it through narrow passageways. The Skid Steer is normally used for landscaping, site development, final grading, and to provide final soil layers over patios, sidewalks, and other areas. A Skid Steer will allow us to do minor landscape projects, material moving (shale and top soil), and snow removal in the parks and parking lots that could recognize cost savings for the Town with additional capacity to do work more efficiently in-house. The Skid Steer would also have the ability to load materials onto all the trucks and tandems in our fleet. The Skid Steer is a versatile piece of equipment that could also be utilized by Public Works. Parks - Enclosed Riding Mower Replacement of Unit 755 - $50,000 To replace the John Deere riding lawn mower that has been in service since 2002. The current unit was used mainly for mowing grass in the summer, and in the last two years has been put to use with snow clearing. The new unit will be used in the summer for mowing, and, in the winter for snow removal around facilities and tight spaces given its smaller size and manoeuvrability. The current mower has a trade-in value between $4,000 and $7,000.

2018 Proposed Budget – Budget Workshop Recommendations

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The updated costs of the riding mower are $50,000, and will maintain year round use (both grass cutting and winter pathway snow sweeping). Attachments include a 60-inch rear discharge deck, 54-inch snow blade, and 60-inch broom. Parks - Kubota RTV 1100 with attachments - $47,000 The Kubota RTV 1100 model’s specifications were reviewed by staff to meet the varying needs of the Parks and Facilities, and can utilize the following attachments: cab, snow blade and broom. The RTV 1100 is a versatile machine that can be utilized in all seasons for a wide range of duties and tasks as follows but not limited to: • • • • •

Ball diamond maintenance; Soccer pitch painting and general maintenance; Tree, shrub, and planter maintenance; Crew transportation; and, Snow removal.

The Kubota is a smaller and shorter unit compared to the Toolcat that would allow staff to follow paths and trail systems in most circumstances. The Kubota will be able to replace the need for a Toolcat that would have an additional $30,000 cost for the town. There is also a regional dealership in Leduc for all warranty and servicing required for the equipment. Parks - New Gator - $12,800 This equipment unit is for the increased efficiency of our Parks and Facilities team. It will be used in maintenance tasks such as ball diamond maintenance, shrub bed maintenance, soccer field painting, and general crew transportation. This unit will limit the staff’s use of roadways, as they will be able to follow paths between locations in most circumstances, thus allowing for higher efficiency. Aqua-Fit Phase 2 - $29,500,000 (Recommended Subject to Grant Funding from other levels of government.) The Aqua-Fit was opened to the public in 2008, and was constructed to be a phased project. The 2010 Recreation Needs Assessment, 2012 Arena Analysis, and 2015 Aqua-Fit Feasibility Study as supported the addition of ice and multi-purpose recreation facilities in Beaumont. At Budget Spring Planning on April 9, 2016, Council (Budget Committee) directed staff to begin planning (conceptual plan and detailed design) for a rink and field house to be built onto the Aqua-Fit site Project Name: Aqua-Fit Phase 2. The project design was awarded $2.4M. Council further recommended that the next Council would make the decision on funding and moving forward with the Project. At the August 23, 2016 Council Meeting, Council approved the Project Charter for the Aqua-Fit Phase 2. In late October, and after a competitive Request for Proposal process, Administration selected and awarded BR2 Architects to complete the project design work at a cost of under $800,000. Project costs were re-adjusted to $1M and the remaining 1.4M went back into Municipality Sustainability Initiative. Over the past year (2017) Administration and BR2 Architects have been working with the users and community groups on the proposed project (winter / spring). The meetings generated the following comments: • • • • •

NHL sized ice with seating and viewing areas; Fieldhouse that can accommodate indoor soccer, lacrosse, and host events with seating; High School gymnasium that can accommodate multi court play; Climbing wall and suspended running / walking track; and, Concession, multi-purpose rooms, tuck shops and offices.

2018 Proposed Budget – Budget Workshop Recommendations

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At its June 27, 2017 Meeting, Council approved the conceptual plan for a cost of $29.5M. Prior to Budget Committee presentations, the Aqua-Fit Phase 2 Project has been shared with the public and users at information meetings recently held on January 11, 2018. BR2 is completing the detailed design and working on operation models for Council / Budget Committee consideration. Further, for Budget Committee consideration: • The Town presently has approximately $25M without Provincial consent and $39M with Provincial consent in its borrowing capacity to fund a future project; • The impact to general taxation for an average household ($426M) would be:  $405 / yr. at $50M  $243 / yr. at $30M  $162 / yr. at $20M  $81 / yr. at $10M • In its current configuration, the Aqua-Fit Phase 2 would have a negative net operational impact of $2M per year or a proposed 50 percent cost recovery. • The current configuration would support the community build-out to a population of 30,000 or into the 2030’s. • Administration will continue to leverage approved funding for grant or sponsorship opportunities. Other options are being investigated at a high level, and the cost may be subsequently higher (both from a capital and operation perspective), and the construction timing could drive the project to at least the year 2025.

CAPITAL PROJECT CARRY-FORWARDS The following summary highlights capital projects approved in prior years which were not completed by the end of 2017. TOWN OF BEAUMONT Carry Forward Capital Projects as of December 31, 2017 Projected Cost

Projects Particulars Community and Protective Services Land Improvements (Downtown Property) SkatePark Improvements $ Planning and Infrastructure 50 Street - Zone 4 (Tie-in 41 Ave) 60 Street Improvements Park & Ride / Bus Stops Lift Station Upgrade

Subject to year end audit

200,000 100,000 300,000 $

1,000,000 113,000 100,000 18,900 1,018,900

$ $

Corporate Services Asset Management Priority System

Carry Forward

69,229 100,000 169,229

Funding Grants/ Cost Share

Taxes/ Utilities

Other

Reserves / Offsite Levies

Debt

69,229 $

69,229

100,000 100,000

1,000,000 113,000 100,000 18,900 1,231,900

1,000,000 113,000 75,000 $

1,188,000

25,000 18,900 43,900

250,000 250,000

207,500 207,500

1,568,900

1,608,629

1,257,229

351,400

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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MULTI-YEAR CAPITAL PLAN Under Section 283.1(2) of the Municipal Government Act and pursuant to Regulation 192/2017 municipalities in Alberta are required to prepare a five year capital plan. The first financial year required in both the financial plan and capital plan is 2020. Enclosed for the Budget Work Shop is the 2017 Multi-Year Capital Budget, Appendix 5. The 2018 MultiYear Capital Plan will be updated based on the decisions made during the Workshop and Councilâ&#x20AC;&#x2122;s approval of both the Utility Master Plan and Master Transportation Plan.

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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RESERVES The Town utilizes reserves with tax revenue, operating revenue, grants and debt financing to fund both operating and capital expenditures. Reserves have been separated into operating reserves, capital reserves, and offsite levies. Operating Reserves Operating reserves are used to fund non-recurring, one-time expenditures, helping to stabilize tax rates and manage cash flows. The Government Finance Officers Association recommends that a generalpurpose government maintain unrestricted budgetary fund balances in their general fund of no less than two months of regular general fund operating expenditures, or 16.67%. The following is a summary of projected operating reserves held by the Town: OPERATING RESERVES OPERATING Tax Allowance Mill Rate Stabilization Transit Contingency Communications - Citizen Survey Communications - Website Office - 2017 Election Costs Policing Snow Removal Planning and Development Reserve 50 Avenue Land Debt Payment Reserve Technology Equipment

FACILITY MANAGEMENT RESERVES Town Office Police Building Protective Services Building Operations Facility Youth Centre Building Aqua-Fit Centre KNRRC Building Library Building Community Centre

TOTAL OPERATING RESERVES

2016

2017 Projected

2018 Projected

93,262 3,121,040

190,287 15,000 25,000 15,000 438,442 54,730 157,794 209,183

93,262 3,192,527 683,800 190,287 7,000 15,500 219,200 462,000 62,394 1,173,438 176,983

4,319,738

6,276,391

5,149,691

50,500 16,431 55,778 28,000 31,367 43,826 218,000 138,540 -

55,500 21,431 58,778 32,000 32,367 56,826 237,000 140,540 -

61,400 21,731 62,778 36,500 33,867 70,826 259,900 144,840 -

582,442 4,902,181

634,442 6,910,834

94,762 2,467,127 397,100 193,287 16,200 10,700 8,100 469,400 65,494 1,192,238 235,283

691,842 5,841,533

Capital Reserves Capital Reserves are used to fund the purchase or replacement of capital assets. With increasing demand for increased infrastructure and aging of current infrastructure, contributions to capital reserves should increase to meet these requirements. The Town is currently in the process of implementing an Asset Management System to assist in identifying these requirements. Based on the amortization of existing capital assets, net of current debenture payments, $6,871,300 should be allocated to capital reserves. The following is a summary of projected capital reserves held by the Town:

2018 Proposed Budget – Budget Workshop Recommendations

CAPITAL RESERVES ASSET REPLACEMENT RESERVES Equipment Replacement Community Events Aqua-Fit Equipment Parks Equipment KNRRC Equipment Asset Management Priority System Recreation Equipment Corporate Services - Equipment Police Equipment Fire Equipment Bylaw Equipment Roads Equipment Planning Equipment Development Equipment Safety Codes Inspection Equipment

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INFRASTRUCTURE MAINTENANCE Sidewalk Replacement Infrastructure

138,203 10,100 192,333 46,011 58,500 250,000 1,000 88,000 21,200 237,800 5,632 266,984 9,000 6,500 24,800 1,356,062

117,203 11,400 167,333 38,911 70,400 207,500 1,000 108,500 26,500 325,300 19,832 513,584 10,800 7,800 30,400 1,656,462

2018 Projected $

71,303 12,900 195,233 101,411 83,500 1,000 130,900 32,300 360,400 34,432 836,884 12,800 9,200 6,100 1,888,362

174,800 630,807 805,607

177,600 1,097,007 1,274,607

889,942 250,106 52,500 270,656 30,000 1,493,205 3,695,444

592,125 250,106 63,000 30,000 30,000 965,232 3,427,302

296,225 254,106 74,600 121,200 30,500 776,632 3,939,602

917,168 917,168

931,868 931,868

2,224,218 3,817,443 80,375 6,122,036 $ 10,734,648

2,859,135 4,411,031 7,270,166 11,614,636

3,164,035 5,182,131 8,346,166 13,217,636

TOTAL GENERAL CAPITAL RESERVES MUNICIPAL RESERVE (MGA) Municipal Reserve

TOTAL CAPITAL RESERVES

2017 Projected

174,800 671,376 846,176

FUTURE PROJECTS - CAPITAL General Capital Growth Downtown Redevelopment Reserve Four Seasons Reserve Transit Heritage House

UTILITY INFRASTRUCTURE MAINTENANCE Utilities - Water Utilities - Wastewater Utilities - Solid Waste

2016

Offsite Levy Accounts The Town has established offsite levies to be charged to developers for the future cost of roads, water and wastewater infrastructure. These amounts can only be used for those projects identified within the Offsite Levy Bylaw, which is currently being updated. The following is a summary of projected operating reserves held by the Town: OFFSITE LEVIES Roads Offsite Reserve Water Offsite Reserve Wastewater Offsite Reserve TOTAL OFFSITE LEVIES

2016 4,195,401 (2,867,547) 845,930 2,173,784

2017 Projected $ 3,395,401 (2,902,447) 845,930 1,338,884

2018 Projected $ 3,449,701 (2,948,847) 859,430 1,360,284

The debit balance in the Water Offsite Reserve account represents the front ending of the Town’s St. Vital water reservoir. The Offsite Levy Model has been structured to recover these outstanding amounts.

2018 Proposed Budget â&#x20AC;&#x201C; Budget Workshop Recommendations

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CAPITAL GRANTS Capital grants are funds typically received from senior levels of government designated for specific projects and are a key form of funding. Capital projects include major road, water, wastewater, and storm infrastructure, and facilities. As grants are applicable to specific projects, they must be used for that project. If after a grant has been awarded a project is cancelled, the grant monies must be returned. The following schedule reflects projected expenditures to the end of 2017, projects being carry-forward to 2018, and anticipated capital grant revenues based on 2017 amounts received. In 2017, Beaumont received $3,776,636 from Municipal Sustainability Initiative for Capital ($2,830,030 MSI Capital Component and $1,063,200 BMTG Component) and $958,458 from Federal Gas Tax Funding. Municipalities can apply for prefunding of capital projects noting that they will be responsible for any debt charges. TOWN OF BEAUMONT CAPITAL GRANT RECEIVABLE / (DEFERRED REVENUE) PROJECTED BALANCES - SUBJECT TO YEAR END ADJUSTMENTS AND BUDGET WORKSHOP CONSIDERATIONS 2018

BMTG Grant (SIP)

DESCRIPTION Projected Balance at January 1 Additions: 2018 Allocations Receipts Interest Total Contributions Total Available Funding Drawings: Previous Commitments 50 Street and 41 Avenue Tie In 60 Street Upgrade Downtown Park (behind mall)

Current Projects Street Paving Reservoir #1 Upgrade Four Seasons Park Upgrade

Projected Balance, December 31 MSI Project minimum - 10%

$ 256,751

MSI Grant $

256,751

CFWD CFWD CFWD

1,000,000 113,000 69,229

(171,548)

Federal Gas Tax

50 St Agreement

(99,408)

$ (758,266)

$ 828,452

3,893,230

958,458

3,893,230 3,793,822

958,458 200,192

(113,000) (69,229)

(171,548) 85,203

(182,229) 3,611,593

1,810,000 331,300 460,000

(1,810,000) (460,000)

227,529

828,452

4,851,688 4,851,688 5,079,217

(828,452)

(1,000,000) (69,229)

200,192

(828,452) -

(2,270,000)

(331,300)

85,203

$ 1,341,593

$ (131,108)

(1,069,229) 4,009,988 (1,810,000) (331,300) (460,000)

(331,300)

Total

(2,601,300)

$ 1,408,688

389,323

Since 2011 / 2012 there has not been any federal / provincial funding available for the construction of major recreation centres projects. Instead the Governments have focused on smaller renewal projects (i.e. Canada 150 Funding, the Town received $500,000 matching funds for the Ken Nichol renovations). The purpose was to increase the lifespan of existing facilities. In 2018, the Federal Government is proposing a Social Fund that will focus on the construction of new and / or renewal recreation and cultural facilities. The total Alberta contribution, if the Province signs on, is $140M each of the next 10 years. With the Federal Government committing up to 40% and 33% from the Province. Since $140M is not a lot of money in terms of the costs of recreation facilities, and governments do like to maximize their investments and the highly competitive nature of funding requests â&#x20AC;&#x201C; it is highly unlikely that a project would receive a maximum contribution.

2018 Proposed Budget – Budget Workshop Recommendations

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DEBENTURE FINANCING Debenture financing is utilized for projects where other capital funding sources are not available, or financially where it does not make sense to use other sources. Careful consideration is given when considering debt financing for funding a capital project or purchase. The following highlights the current debt held by the Town: TOWN OF BEAUMONT Projected Outstanding Debenture Balances - Subject to Year End Audit

DEBENTURE

ORIGINAL BALANCE

2020

RATE 4.654 1.479

PYMT DATES Dec/Jun 15 Interest Only

2027

4.726

Dec/Jun 15

2029

2031

4.590 3.145

Mar/Sep 15 Jun 15/Dec 15

4.493 4.012 4.189 4.3975 3.497 3.310

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

PYMTS

Expires

275,000

2019

Land - Purchase of land in annexed area

4,587,925

Police Building

4,200,000

Operations Facility

2,090,000 900,000

Tow n Office 2nd Floor

Operations Facility (Draw #2) 2007 Street & Sidew alk

119,200

2017

2008 Street & Sidew alk

375,000

2018

2010 Land Acquisition Draw 1

1,000,000

2040

2010 Land Acquisition Draw 2

500,000

2040

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)

29,300

2022

2009 Roads Program

2011 50 Street Construction (Draw #1)

800,000

2021

2011 50 Street Construction (Draw #2)

1,051,600

2022

2.306 2.177 2.306 2.177

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

15 17 15 17

2011 Street Improvement Program

290,200

2021

2010 Street Program

107,800

2021

2.306 3.564

Jun 15/Dec 15 Mar/Sep 15

2003 49th Ave Storm Imp

254,900

2018

5.375

15-Dec

4.395 4.000

Dec/Jun 15 Interest only Mar/Sep 15 Dec/Jun 15 Mar/Sep 15

500,000

2029

2008 Reservoir Expansion (Credit Union)

2009 Water Programs Draw 1

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

South Sanitary Sew er

775,000

2020

6.125

15-Dec

New Arena Oct 16

1,000,000

2020

New Arena Dec 1

1,300,000

2020

New Arena Dec 15

200,000

2020

6.375 6.375 6.125

16-Oct 1-Dec 15-Dec

2003 Library Nov 17

900,000

2023

2003 Library Dec 15

200,000

2023

5.750 5.625

17-Nov 15-Dec

2017 Outstanding Balance 48,496.88 4,587,925.00 4,636,421.88 2,581,730.68 2,581,730.68 1,471,228.79 686,151.41 2,157,380.20 44,549.19 863,602.41 433,780.56 19,297.86 435,106.82 1,796,336.84 32,077.12 15,442.29 342,155.74 554,234.29 943,909.44 124,117.01 42,127.17 166,244.18 23,899.43 5,087,770.09 349,914.68 684,866.72 732,452.83 553,493.06 146,752.16 2,467,479.45 182,026.18 182,026.18 2,649,505.63 238,532.70 310,092.79 46,974.46 595,599.95 381,037.32 84,139.99 465,177.31 1,060,777.26 16,016,205.54

2018 Principal 23,690.75 23,690.75 207,358.72 207,358.72 94,359.27 39,698.27 134,057.54

Interest 1,984.57 67,855.44 69,840.01 119,591.26 119,591.26 66,458.91 21,269.77 87,728.68

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 22,701.69 228,288.91

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 18,263.00

44,381.35 32,941.71 9,099.18 337,412.84 57,106.19 57,106.19 394,519.03 74,650.84 97,046.06 14,737.08 186,433.98 54,971.50 12,176.99 67,148.49 253,582.47 1,376,327.26

27,738.81 22,489.89 6,178.88 89,802.61 11,149.10 11,149.10 100,951.71 15,206.46 19,768.42 2,877.19 37,852.07 21,909.65 4,732.87 26,642.52 64,494.59 539,053.66

The Municipal Government Act has defined debt limits for municipalities under the Municipal Government Debt Limit Regulation 255/2000. Debt limits are as follows: • Total debt may not exceed 1.5 times the revenue of the municipality. • Debt servicing may not exceed 0.25 times the revenue of the municipality. The following schedule highlights the Town’s current debt limits, which will be updated following the Town’s 2017 Financial Audit:

2018 Proposed Budget

Page 48 of 78

Town of Beaumont Projected Debentures and Debt Limits 2018 Date of Calculation

8-Jan-18

Debt Room Calculation Based on 2016 Audited Financial Services Debt Limit Revenue 40,684,788 Debt Limit Regulation 1.5 Debt Limit 61,027,182 Provincially Recognized Limit 75% 45,770,387 Servicing Limit Estimated Debt Servicing Costs DEBT

BYLAW

PROJECT

TOTAL DEBENTURE

DRAWS TO DATE

TERM

Total Debt and Limits at January 1 (Projected) Ongoing Projects 2012 Nuisance Ground Remediation N/A

2,600,000

short term (3-5 years)

40,684,788 0.25

10,171,197 11.96%

DEBT SERVICE

TOTAL DEBT

DEBT ROOM

75% Threshold

TOTAL SERVICE

SERVICE ROOM

16,016,206

45,010,976

29,754,181

1,915,381

8,255,816

18,616,206

42,410,976

27,154,181

2,226,315

7,944,882

42,410,976

27,154,181

7,944,882

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Appendix 1: 2018 Proposed Operating Budget Summary Proposed 2018 Budget - Object Code 2018 2017 Revenues Net Municipal Taxes Library Taxes User Fees & Goods Gov't Transfers for Operating Investment Income Penalties & Costs of Taxes Franchise Fees Rental Income Licenses, Permits & Fines Community Contributions Transfers from Equity in Capital Transfer from Reserve Transfer from Surplus

Expenditures Salaries and Wages Benefits Expense Travel and Training Materials and Supplies Professional and Consulting Services Licenses Permits & Fees Utilities Amortization Community Grants Program Expenses and Supplies Bad Debt Interest on Debt Debenture Principal Payments Reserve Expense Surplus(Deficit)

Change

17,326,600 $ 666,000 10,683,100 2,710,400 250,000 270,000 1,330,300 1,309,100 1,643,600 23,100 8,208,200 1,714,100 764,500 46,899,000

18,135,400 $ 682,500 10,716,900 2,906,000 496,400 290,000 1,501,000 1,173,800 1,827,100 35,600 8,248,000 1,348,600 977,500 48,338,800

808,800 16,500 33,800 195,600 246,400 20,000 170,700 (135,300) 183,500 12,500 39,800 (365,500) 213,000 1,439,800

4.67% 2.48% 0.32% 7.22% 98.56% 7.41% 12.83% -10.34% 11.16% 54.11% 0.48% -21.32% 27.86% 3.07%

11,754,500 2,708,900 471,200 6,423,200 1,762,000 8,666,000 1,624,900 8,208,200 978,300 592,100 2,500 605,100 43,796,900 1,331,600 1,770,500 46,899,000 $

12,478,500 2,554,900 360,800 5,907,300 1,871,100 8,708,800 1,635,200 8,248,000 988,400 687,900 698,800 44,139,700 1,509,000 2,690,100 48,338,800 $

724,000 (154,000) (110,400) (515,900) 109,100 42,800 10,300 39,800 10,100 95,800 (2,500) 93,700 342,800 177,400 919,600 1,439,800 -

6.16% -5.68% -23.43% -8.03% 6.19% 0.49% 0.63% 0.48% 1.03% 16.18% -100.00% 15.49% 0.78% 13.32% 51.94% 3.07% 0.00%

2018 Proposed Budget – Workshop Recommendations

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OPERATING BUDGET – Revenue - Summary of Changes The proposed operating budget for 2018 represents a $1,420,500 or 3.03% increase over 2017. The following table highlights the change in Operating Revenues for 2018: REVENUES Net Municipal Taxes Taxes generated from 2017 Growth (1) Proposed tax increase – 2% Increase in Farm Tax (2) Supplemental taxes (3) Library Tax (4) User Fees & Sales of Goods Transit (5) Utilities (6) Environment (7) Fire and Municipal Enforcement (8) FCSS Youth Childcare (9) Planning, Engineering and Development (10) Programming Aqua-Fit (11) CCBCC (12) Library Government Transfers for Operating Intern Grant (13) Police Grant (14) Childcare Grants Events Town Grant to Library Library (15) CCBCC (16) Aqua-Fit Phase 2 (17) Investment Income (18) Interest and Penalties (19) Franchise Fees - Projected income as calculated by Service Providers (20) Rentals Economic Development (21) Youth Centre and Aqua-Fit KNNRC (22) CCBCC (23) Library room rentals Library lease Licenses, Permits & Fines Building permits and inspection fees Water inspection fees Library, Pet and Unsightly premises fines Contributions from Other Group (24) Transfer from Equity in Capital (25) Transfer from Reserves - Reduction in reserve allocation for 2017 Operating Costs (26) Transfers from Surplus

Amount $346,700 350,300 2,100 109,700 16,500 50,800 9,700 15,000 14,500 (1,400) (1,200) 40,600 67,400 1,000 (55,500) (111,900) 4,800 (6,300) (78,400) 10,200 200 21,700 6,400 (50,000) 291,800 246,400 20,000 170,700 5,000 3,500 5,400 (154,100) 500 4,400 161,500 20,000 2,000 12,500 39,800 (365,500)

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Increase relating to cost of uncompleted 2017 projects compared to 2016 projects carried forward from 2015 (27) 199,100 Increase relating to outstanding debt relating to front ending the offsite levy costs of Water Reservoir 2 13,900 Total Proposed Change in Revenue (2017-2018) $1,439,800 (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)

Taxes generated from growth based on 2017 Tax Rates. Change is result in change in Section 354(3.1) of the Municipal Government Act Previously budgeted at $7,300/year to allow for any negative reassessments. Net tax increase 5.46%, resulting in no net tax cost to general taxation rates. Full year operations (Service Started September 2017) plus $10,000 in projected advertising revenues. Net decrease resulting from new curbside collection contract commencing September 2017. Bi-annual rain barrel and composter sale. Recovery of costs re non-fire response calls and third party costs for cleanup of unsightly premises. Increase relates to change in program mix and fee increase to achieve an 80/20 funding split. Planning fees in annexed lands and increase in lot grading fees. Decrease in membership fees during the year (15%). Reduced budget from $670,000 to $613,500. Based on current use of CCBCC retail and concession sales not anticipated. Reduction in intern grant as 2018 intern will be a generalist. With the Town reaching a population in excess of 16,666, the police grant calculated based on a new formula, which results in the base grant being decreased by $100,000, while the per capita portion of the grant increases by $8/capita. Grants received not directly from the Town â&#x20AC;&#x201C; federal, provincial, and county. The 2017 Budget included both the 2016 and 2017 Grant from the County for CCBCC. Federal Gas Tax Grant to cover construction interest based on phased borrowing for the construction of the facility starting in the fall of 2018. Interest on reserve accounts not previously reflected in the budget as transferred to MRSF directly. Increase relates to increase in outstanding taxes. No proposed change in Fees: Electrical Franchise Fee 22.1% / Gas Franchise Fee 5% (Increase is factor of growth and market commodity price). Increase in projected sponsorship revenue from $110,000, to $115,000, which is offset against an increase in related fees for service. Net increase based on the approved 1.5% (3% annualized) fee increase, net of a projected additional decrease in room rentals. Projected decrease based on actual rentals during 2017 and adjusted rental fees. Sponsorship for new and improved study space in the Library. Amortization Expense offset as not taxed - see amortization expense adjustment in Expenses Table. See 2018 Schedule of Detailed Project Reserve Allocations. See 2018 Schedule of Operational Project Carry-forwards

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OPERATING BUDGET – Expenditures – Summary of Changes The following table highlights changes in Operating Expenditures by Object for 2018: EXPENDITURES - by object Salaries and Wages Net reduction in casual wages and honorariums STEP increases Cost of Living increase – 1.5% (1) Health and Safety Officer – April 1, 2018 Fleet Maintenance Technician – April 1, 2018 Utility Engineering Technician – April 1, 2018 Long Range Planner – April 1, 2018 CCBCC Supervisor – part-time to full-time Intern – May 2018 Net cost of position reorganization within Recreation and Facilities Division (2) Net proposed cost impact of Compensation Review (3) Increase in overtime payouts (4) Benefit Costs Travel and Training (5) Reduction in travel costs Reduction in courses and training (6) Reduction in membership fees Materials and Supplies Purchase of curbside collection carts (7) Technology hardware upgrades (8) Net reduction in maintenance and repair costs CCBCC furniture and equipment (9) Reclassification of road line painting and street light repair costs (10) Net reduction in fuel costs, excluding fuel for transit buses Public events furniture – Parks (11) Net reduction in stationery, photocopy, postage, publication and supply costs Skating loop (12) Storage lego bin blocks – Parks (13) Net reduction in program materials Projected increase in Water Commission costs (14) Transit Fuel Costs (15) Projected increase in Wastewater Commission costs (16) Water program costs – meters/hydrants Replacement of soccer nets Professional and Consulting Services Utility Master Plan (17) Blackmud/Whitemud Drainage Study (18) Decrease in annual insurance costs Aqua-Fit Center building studies (19) Municipal Development Plan (20) Transportation Master Plan (21) Decrease in Library Consulting Fees re new facility General Design Standards (22) Decrease in advertising costs Citizen Satisfaction Survey (23) Compensation Review (24)

Amount (89,300) 202,100 173,300 92,800 84,900 79,100 66,700 31,400 29,400 25,600 12,000 16,000 (154,000) (12,600) (93,200) (4,600) (597,000) (40,500) (30,800) (25,300) (25,000) (19,900) (19,000) (17,600) (15,000) (13,000) (10,300) 160,800 54,000 49,400 23,300 10,000 (131,800) (50,000) (24,000) (22,200) (60,000) (49,100) (20,000) (19,900) (18,900) (17,200) (17,000)

2018 Proposed Budget – Workshop Recommendations (25)

Traffic signal timing New Council training (26) Reduction in legal and audit fees Inter-municipal Collaboration (27) Recreation and Facilities Master Plan (28) Community and Social Master Plan (29) Miscellaneous Consulting Fees – GM, Integrated Growth and Infrastructure Miscellaneous Consulting Fees – GM, Community and Protective Services Employee Satisfaction Survey (30) Miscellaneous Consulting Fees – Manager, Long Range Planning Licenses, Permits and Fees Waste collection costs (31) Snow removal costs (32) Sidewalk maintenance costs (33) Annexation costs (34) Trail maintenance costs (35) Net change in annual licenses, permits and fees Pesticide Report completed internally Janitorial costs (36) RCMP contract costs Land Use Bylaw (37) Transit contract (38) Parks – additional tree planting (39) Safety Codes – electrical, plumbing, gas (40) Annual software costs (41) Economic development (42) Increased road maintenance costs (43) Parks – integrated turf maintenance program (44) Traffic signal box wrapping pilot project Utilities (45) Amortization Community Grants 2017 Playground Grants to new schools (46) 2017 Beaumont Society of the Arts grant (47) Increase in low income recreational subsidies Increase in annual recreation scholarships and miscellaneous recreation grants Town Grant to Library Grant to Art Society for 2018 events Program Expenses and Supplies Net change in annual technology costs (48) Bi-annual citizen satisfaction survey (49) Net election costs Agenda management software maintenance (50) Permitting software – Development (51) Curbside Collection Carts (52) Bi-annual rain barrel and composter sale - Environment Bad Debt Reserve Expense Increased yearly allocation (53) Interest Communication (54)

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(8,200) (7,000) (5,400) 250,000 220,000 35,000 20,000 20,000 10,000 4,800 (658,200) (253,100) (185,000) (83,000) (125,000) (23,400) (10,000) 3,300 286,900 275,000 267,400 120,000 104,400 97,200 107,000 84,800 30,000 4,500 10,300 39,800 (50,000) (30,000) 20,000 3,300 21,800 45,000 (19,200) (15,000) (14,000) (9,000) 120,000 18,000 15,000 (2,500) 350,300 297,100 9,000

2018 Proposed Budget â&#x20AC;&#x201C; Workshop Recommendations (55)

Legislative Services Technology Transportation Transit (56) Utilities (57) Planning, Development and Engineering (58) Interest on Debenture Debt Debentures paid off in 2017 Reduced interest payments on existing debt Projected reduced interest on offsite levy debt Aqua-Fit Phase 2 Debenture Principal Payments Debentures paid off in 2017 Aqua-Fit Phase 2 Increase principal payments on existing debt Projected increase in principal payment on offsite levy debt Total Proposed Change in Expenditures (2017-2018) (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)

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8,000 15,300 66,000 60,000 80,100 33,800 (500) (48,700) (16,600) 159,500 (14,400) 132,300 49,000 10,500 $1,439,800

Year over year November CPI for Edmonton per Stats Canada 2.7%. New Manager Position for Parks and Facilities funded through reorganization of Division. Net proposed impact of implementing recently completed Compensation Review. Net impact of recent change in Overtime Employment Standard Rules, overtime no longer eligible to be banked hour for hour if taken as time in lieu. Travel and training costs reduced based on review of prior year expense claims. Net impact includes a $9,000 one-time cost for a fire training station. Initial purchase of Curbside Collection Carts in 2017. 2017 technology hardware upgrades, next hardware upgrades scheduled for 2019. 2017 Budget included $111,800 of equipment upgrades carry-forward from 2016 but only $25,300 completed in 2017. Road line painting costs ($15,000) were reclassified to licenses, permits and fees and street light repairs ($10,000) were moved to repairs and maintenance. Carry-forward of $20,000 as only $19,000 of the $39,000 budgeted in 2017 was spent. Reduction in anticipated $20,000 annual skating loop costs to $5,000 based on inaugural costs. 2017 Budgeted costs. Increased costs based growth and $0.14/m3 increase implemented by Water Commission. Transit fuel costs budgeted separately as costs based on actual consumption. Increased costs based growth and $0.05/m3 increase implemented by Wastewater Commission. 2018 Budget includes $8,200 of the remaining $140,000 budgeted in 2017 for the Utility Master Plan. Carry-forward of project from 2016 and completed in 2017. 2017 Budgeted cost. 2017 Budgeted cost. 2017 Budgeted cost. Carry-forward of $5,100 as only $19,900 of the $25,000 budgeted for in 2017 was spent. 2017 Budgeted cost. 2017 Budgeted cost. Carry-forward of $1,900 as only $8,200 of the $10,000 budgeted for in 2017 was spent. 2017 Budgeted cost. Proposed $250,000/year for 2018 and 2019 to address Inter-municipal Collaboration Initiatives in accordance with new requirements of the new modernized Municipal Government Act, which includes working with the City of Edmonton with regards to the development of the lands within Beaumont North of Township Road 510.

2018 Proposed Budget – Workshop Recommendations (28)

(29) (30)

(31)

(32)

(33)

(34)

(35)

(36) (37) (38) (39)

(40) (41)

(42)

(43) (44) (45)

(46) (47) (48)

(49) (50)

(51) (52) (53)

(54) (55) (56)

(57)

(58)

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Proposed Recreation and Facilities Master Plan to address recreation/facilities needs in the future and to complete the Open Space and Trails Master Plan. Proposed Community and Social Master Plan to address the needs of the community. Proposed employee satisfaction survey to assist in identifying areas of improving employee engagement and satisfaction. The Town entered into a new curbside collection contract which resulted in a cost savings and reduction in monthly curbside collection fees from $29.07 to $24.24. Reduction snow removal costs based on prior year costs to half of revised 2017 Budget Cost. Snow Removal reserve to be set at $462,000. Reduction of sidewalk maintenance costs to $50,000 from $235,000 as major sidewalk repairs are included in neighbourhood renewal program. In addition, there is a projected Sidewalk Replacement Reserve of $174,800 at the end of 2017. 2017 estimated annexation costs. For 2018, costs related to annexation have been allocated to the respective accounts within each departmental budget. Reduction of trail maintenance costs to $50,000 from $175,000 as all new trails form part of development permit process. Should any major repairs be required the Town would consider applying for any available grants or funding the costs over 2-3 years. New janitorial contract as of February 2018 resulting in reduced costs. New Land Use Bylaw to encompass annexed lands to allow for structured development. Increase in transit contract costs based on full year of operations. September 2017 start date. Proposed additional tree planting in the amount of $120,000/year for 2018 and 2019 to address long outstanding neighbourhood concerns. Increase in safety code contract costs based on project growth in 2018. Increased software maintenance costs (Accounting Software Upgrades – eSend, EFT; Agenda Management; Asset Management, Priority Based Budget Software). The increase relates to an increase in Beaumont’s cost share for the Edmonton Metropolitan Region Economic Development Company $7,000 and a $100,000 to fund economic development initiatives based on Council’s Strategic Priorities. Increased road maintenance costs separate from neighbourhood renewal initiatives. Proposed additional funds to address turf management issues, i.e. dandelions. Natural gas and power costs determined by energy consultant. Water based on projected usage for the year. 2017 Budgeted one-time cost. 2017 Budgeted one-time cost. Includes decrease re ever greening of technology of $23,200 net of a $4,000 of increase in other programming expenses and supplies. 2017 Budgeted cost. Reallocation of annual software costs to IT. The initial cost of implementing a new software system is funded through the service acquiring the system, with IT funding the annual maintenance costs. Proposed implementation of new permitting software for development. Costs of curbside collection costs, which are recovered as part of the residential construction. Increase relates to 2018 Tax Increase (2%) and net budget savings identified as part of the 2018 budget process. Reserve allocation re bi-annual citizen satisfaction survey. Reserve allocation re-election costs for 2021. Increase relates to operation agreement with City of Edmonton of allocating $30,000/bus a year full year of service. Net increase in reserve allocation relates to repayment to wastewater reserve, which was used to finance the purchase of the curbside carts. Net reserve allocation to update existing plans in 5 years.

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2018 Proposed Budget â&#x20AC;&#x201C; Workshop Recommendations

Appendix 2: Service Level Maps

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Appendix 3: Organization Chart

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2018 Proposed Budget – Workshop Recommendations

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Appendix 4: Pros and Cons of Aqua-Fit Phase 2 Project Aqua-Fit Phase 2

Positives • Designed and Shovel Ready. • Serviced Area (can immediately build). • Centrally located. • Within our borrowing power ($29.5 M). • Serves to a population of 30,000 (2030’s). • Meets Community Demand. • Can apply for grants upon project approval.

Annexed Area

• Can be designed to be whatever the community imagines. • Can serve multi purposes, both from an indoor and outdoor perspective (i.e. outdoor sport amenities onsite).

Privately Built

• Construction and Project Management risk is on the builder.

Constraints • Cannot be expanded to include other facilities or build-out. • Cannot provide outdoor amenities on site. • Impacts to General Taxation from construction and operating costs. • Serves to a population of 30,000 (2030’s). • Must consider future facilities as community grows. • Construction risk (i.e. keeping project on time and on budget) • Above our current population need and borrowing capacity ($40 M to $50 M to meet what the Aqua-Fit Phase 2 and KNNRC provide – without the pool). • Must consider timing, and required studies: geotechnical, environmental assessment, surveys, transportation impact, agriculture assessment, hydraulic network analysis, utilities planning, etc.). • Must consider servicing the land and road networks to support the intended use (i.e. right-of-way size, land ownership, sewer, water, roads). These may take 5, 7 to 10 years to complete and build, and could cost upwards of $10 M. This could be sped up with dedicated staff resources. • Leaping other area development projects, puts servicing of land and cost burden on the Town. • Cannot apply for grants until project is shovel ready. • Facility design process may need to start from beginning. • Impacts to General Taxation for studies, servicing, design, construction and operations. • Construction risk (i.e. keeping project on time and on budget). • Complicated building and ownership process from a local government perspective: o Procurement o Private / Public Partnership o Municipal Government Act regulations o Experience of builder and architect • Complicated funding process. • Cannot apply for Government grants, as we are not the owner. • Impacts to General Taxation from leasing and operations. • May not have control on what the facility includes (i.e. must be negotiated). • All above noted studies, servicing and timing would need to be considered, as part of the process.

Required Planning Process • Development Permit Issued. • Final French Village Design Committee Review and signoff.

• Amendments may be required to the Elan Area Structure Plan • Neighbourhood Structure Plan must be created. • Redistricting (a district may need to be amended or created based on the needs of the facility (zoning)). • Subdivision (planning detailed design and lot configuration). • Development Permit (which will include a review by the French Village Guidelines Committee). Note: This approach was taken with the assumption that the facility will take place in west Beaumont (Elan area). If the facility is developed in the north or south annexation lands an Area Structure Plan will need to be developed. Furthermore, if it is in the north this will not begin until an annexation decision is made and the Municipal Development Plan: Our Complete Community is approved. • An Area Structure Plan may need to be created or amended depending on the context. • Neighbourhood Structure Plan may need to be created or amended depending on the context. • Redistricting (a district may need to be amended or created based on the needs of the facility (zoning)). • Subdivision (planning detailed design and lot configuration). • Development Permit (which will include a review by the French Village Guidelines Committee). See above note on requirements, if built in Annexed area.

2018 Proposed Budget – Workshop Recommendations

Project Sprung Structure

Positives • Convenient. • Perception of money saved. • Faster build time.

Process for Building a New Recreation Centre:

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Constraints • Fieldhouse use may offer better options for Sprung use, than an ice rink. • Costs slightly more than an insulated pre-engineered building (120’ x 240’ / $1.4 M vs. $1.12 M). Sprung may offer no real savings verses a conventional building, and in cases may cost slightly more. BR2 Quote from 2014 for Sprung arena structure. • Difficult to join together with other conventional facilities. • 20 yr. life span (Sprung) vs. 40 yr. (Preengineered) life span. • Potential higher operating costs as not as energy efficient as insulated Preengineered. • Must consider long-term facility viability, as the oldest arena in KNRRC was built in 1978 (40 yrs.), and will require future lifespan replacement. • Design planning and detailed design would be required as the Sprung has different energy requirements. • More detailed research would be required as Sprung is not widely used for arenas in Canada.

Required Planning Process Development Permit process and permit issued. • Final French Village Design Committee Review and signoff. •

Note: There may be issues getting an approved permit for a sprung structure.

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Appendix 5: 2017 Multi-Year Capital Plan

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