Budget Agenda - Nov 27 2013 by Fort Sask

CITY OF FORT SASKATCHEWAN AGENDA Regular Council Meeting Wednesday, November 27, 2013 – 1:00 P.M. Council Chambers – City Hall

1:00 P.M.

/sae

Call to Order

Mayor Katchur

2014 Budget

M. Brett (attachment)

Adjournment

City of Fort Saskatchewan

2014 Budget

Forthright and Transparent … Realistic and Attainable …

What's Inside ... Page Readerâ&#x20AC;&#x2122;s Guide ....................................................................................1 Governance ..........................................................................................2 Organization Structure ..........................................................................3 Message from the Mayor ......................................................................5 Message from the City Manager ..........................................................6 Budget Discussion and Financial Summaries

Budget In Brief .............................................................................................. 8 Revenue Summary ..................................................................................... 11 Expenditure Summary ................................................................................ 12 Debt and Debt Management .................................................................. 13

2014 Division and Department Information: Highlights, Overviews and Budgeted Income Statements Overall City Budget ............................................................................... 16 Mayor and Councillors .......................................................................... 18 City Manager ........................................................................................ 20

City Manager....................................................................................... 21 People Services ................................................................................. 22 Communications and Marketing ........................................................................ 27

Corporate and Protective Services ........................................................ 34

General Manager ............................................................................... 35 Legislative Services ............................................................................ 36 Information Technology ...................................................................... 41 Budget and Long Term Planning ........................................................... 46 Financial Services .............................................................................. 51 Fire Services ..................................................................................... 57 Protective Services ............................................................................ 68

Infrastructure and Community Services .............................................. 76

General Manager ............................................................................... 77 Infrastructure Management ................................................................. 78 Project Management .......................................................................... 85 Planning and Development ................................................................. 90 Economic Development ...................................................................... 95 Recreation Services ......................................................................................... 101 Culture Services ...............................................................................108 Family and Community Support Services ..............................................114

What's Inside ... Page Capital Plan

2014 Capital Plan Overview ................................................................ 121 2014 Capital Plan.................................................................................. 123 Capital Project Ranking Criteria ............................................................ 124 Capital Detail Project Sheets ..............................................................126

10 Year Capital Plan - By Asset Category............................................. 166

2014 Utilities Budget

Municipal Utility Bill Comparison ........................................................... 171 Proposed 2014 User Rates ................................................................ 172 Utilities Budget Income Statement ..................................................... 175

2014 Fort Saskatchewan Public Library Budget................................ 178 Appendices

2014 Budget Adjustments ................................................................. 183

2014 Budget Request Detail Sheets .............................................................. 186

Reserves Summary ............................................................................ 287 2014 Fees and Charges Schedule A ................................................... 294

Due to the time required to read and understand the entire budget document, this Readers' Guide provides a summary of the City's 2014 Budget document. The budget process is a planning effort directly related to the delivery of municipal services and programs. It is the single most comprehensive analysis of available resources and how they are allocated to the City's services and programs. In 2012, Council adopted a three year budget strategy. This budget document presents the final year of that strategy which Council will be asked to approve on December 10, 2013. The budget document is organized to provide summary level information with detailed and supplementary information near the end. The major sections of the document are: Governance and Organization Structure Budget in Brief Revenue and Expenditure Summaries Debt and Debt Management Summaries Division and Department Information: Budgeted Income Statements, Highlights and Overviews  Capital Plan  2014 Utility Budget  Appendices: 2014 Budget Adjustments, Reserve Summaries, 2014 Fees and Charges Bylaw

    

The Governance and Organization Structures provides the framework of the City's elected officials and administrative staff. The Budget in Brief provides a high level overview 2014 Budget including major factors, key issues, challenges and opportunities.

Reader's Guide

debt status and the impact of future proposed debenture funding. The Division and Department Information: Budgeted Income Statements Highlights and Overviews provides detailed information about each Division and Department. Here you will find the Division Budgeted Income Statement with explanatory notes of what is contained within the 2014 Budgets, followed by a snapshot/highlight sheet for each Department, with detailed Department information and service levels provided in the Overviews. The Capital Plan section presents the 2014 Capital Plan and 10 Year Capital Plan. A summary of the 2014 proposed capital projects is provided and supported by detailed project sheets. Also provided is a report of the projects planned for the next 10 years. Capital projects are summarized per Tangible Capital Asset categories. A funding summary is also provided. The 2014 Utility Budget section provides information about the proposed 2014 utility user rates for water, sewer and solid waste. This section includes rate comparisons to municipalities within the region and an analysis of the changes in user rates between 2013 and 2014. The Appendices section provides support and supplementary information. Included in this section is the proposed 2014 Budget Adjustments summary supported by detailed budget request sheets. This section also includes a Reserve Summary which provides information about each reserve and amounts available, and the 2014 Fees and Charges which have been incorporated into the budgets.

The Revenue and Expenditure Summaries provide a brief explanation about the various categories making up the City’s budgeted income statements. The Debt and Debt Management Summaries section provides some information about the City’s current

Governance

The City of Fort Saskatchewan is located 25 km northeast of Edmonton, Alberta along the North Saskatchewan River. In 1875, under the command of Inspector W.D. Jarvis, the North West Mounted Police established Fort Saskatchewan as a Fort on the North Saskatchewan River. The community was later incorporated as a Village in 1888, a Town in 1904 and a City in 1985. Our Cityâ&#x20AC;&#x2122;s 2013 municipal census has our population at 21,795. Governed by a City Council consisting of 1 Mayor and 6 Councillors. Elections are held every 4 years. The last election was October 21, 2013. The Mayor and Councillors are elected at-large as opposed to the ward system.

Councillor Birgit Blizzard

Mayor Gale Katchur

Councillor Sheldon Bossert

Councillor Birgit Blizzard

Councillor Edward Sperling

Councillor Sheldon Bossert

Councillor Frank Garritsen

Councillor Arjun Randhawa

Councillor Stew Hennig

Councillor Arjun Randhawa 2

Organization Structure Council

City Manager

People Services

Communications and Marketing Executive Assistant

Corporate Strategy

Corporate and Protective Services

Infrastructure and Community Services

Information Technology

Infrastructure Management

Project Management Legislative Services

Planning and Development

Budget and Long Term Planning Economic Development

Services Financial Recreation Services

Fire Services

Protective Services

Culture Services

Family and Community Support Services 3

A Message from the Mayor

This is an exciting time as we, the newly elected Council, come together to contemplate and approve our first budget. This budget is somewhat unique as it is the completion our first multi-year budgeting strategy. Although there are a few new initiatives that Council is being asked to consider, such as a Transit Pilot and an Interpretive Centre, this budget’s focus is to maintain current services levels within the budget strategy. With our high growth, maintaining services levels has been a challenge and will form a large portion of our budget deliberations.

Moving beyond this budget, we will begin developing strategies as part of our Strategic Planning process, to again break new trails as we move to a four year financial plan.

We have our work cut out for us, but in a community as dynamic and forward thinking as Fort Saskatchewan, the future looks bright as we work together to achieve our vision of “Engaged People, Vibrant Community’.

Mayor Gale Katchur City of Fort Saskatchewan

A Message from the City Manager I am pleased to present the City of Fort Saskatchewan’s 2014 Operating and Capital Budget. This budget continues to build toward our vision of “Engaged People, Thriving Community” and our strategic goals of “Thriving Downtown”, “Strong, Diverse Economy”, “Vibrant Community”, and “Excellence in Government”.

Looking Back

In 2012, the City transitioned to a multi-year budget. This process provided Administration with a framework for the years 2012, 2013 and 2014 as we annually bring the budget forward to Council for approval. With Fort Saskatchewan continuing to experience strong growth and undertaking a new approach to budgeting, projecting two and three years out was challenging. As a result, adjustments to the 2013 Budget were required, and approved by Council, while staying within the three year budget strategy.

Opportunities Although the focus of the 2014 Budget is to maintain the services citizens expect, we have also looked for opportunities to introduce new initiatives all the while staying within the three year budget increase strategy. Revenue from unanticipated residential, commercial and industrial growth in 2013, as well as anticipated growth into 2014 have greatly assisted to address challenges in key areas such as fire services, parks, facilities, financial systems, transit, policing, technology, culture, planning, and remuneration. During the budget presentations, Directors will elaborate on each of these challenges.

Impact Administration constantly reflects on what we do, how we do it, what should we stop/start doing and how can we do it better. From taking advantage of technology, to trying new initiatives like artificial turf in certain boulevards, we strive to get the most for each tax dollar received. This attitude has served Fort Saskatchewan well as our residents and businesses experience some of the lowest municipal property taxes in the region. Although the 2014 budget does reflect an increase in municipal property taxes in accordance with the three year budget strategy, we anticipate Fort Saskatchewan to retain its place amongst our comparators. In 2014, we project that the average $300,000 single family home will experience approximately a 3.2% ($45/year) municipal tax increase. We project that the industry/business sector will see a 6% to 7% increase.

Looking Forward The budget is the foundation to building a strong and attractive community. The process of developing the budget and providing relevant information to Council and the community continues to be a work-in-progress. We strive to improve, especially in the areas of defining service levels and the expected results, developing a longer term financial plan including impact on capital projects and preparing for continued community growth.

As Henry Ford said “Coming together is a beginning; keeping together is progress; working together is success” Welcome to Team Fort Sask! Kelly Kloss, City Manager

Budget In Brief Maintaining Service Levels with One of the Lowest Tax Rates in Alberta

The budget document is one of the most important documents municipalities prepare. It identifies the services to be provided and how the services are to be financed.

Where We Have Been Our community has traditionally had one of the lowest tax rates in the province while providing the quality of life our residents expect. In 2012, the City of Fort Saskatchewan had the third lowest residential and the second lowest non-residential municipal tax rate of Alberta cities. We also had one of the lowest residential to nonresidential tax assessment ratios of Alberta cities. We are an attractive destination as is indicated in the growth rates experienced over the past years.

City of Wetaskiwin City of Grande Prairie City of Lethbridge City of Edmonton City of Medicine Hat City of Camrose City of Red Deer City of Cold Lake City of Calgary City of St. Albert Mackenzie County City of Brooks City of Leduc City of Spruce Grove City of Lacombe Strathcona County City of Fort Saskatchewan City of Airdrie ‐

Non‐Residential

Residential

To ensure we are planning for our future sustainability, Council adopted a three year budget strategy in April, 2012. The strategy provided for municipal tax revenue increases of 6.47% for 2012, 5.54% for 2013 and 3.39% for 2014. The 2014 Budget is the last year of the strategy and maintains the 3.39% commitment made in 2012.

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Budget In Brief Maintaining Service Levels with One of the Lowest Tax Rates in Alberta

Where We Are Now The proposed 2014 Budget is a budget which maintains service levels and provides for a few new initiatives. Specifically, the budget has provided support for a transit pilot program, an interpretive centre, exploring opportunities for expanding the Dow Centennial Centre, enhancements to our technologies and financial support systems, updates to various master plans and resource support for departments including policing and parks. Council will have an opportunity to deliberate the budget on November 27 and 28, 2013 with adopting the budget on December 10, 2013.

Where We Go From Here Although, the majority of this document relates to the 2014 budget year. Our multi-year budget approach continues as part of our focus on sustainability. As we finalize the three year budget strategy this year, we move into a four year budget. This four year approach aligns with the new four year Council term and offers the flexibility and opportunities to focus on sustainability. Next year's budget document will present budgets for the years 2015, 2016, 2017 and 2018. Projected tax rates will be provided for the first two years, based on anticipated property assessments. Each new budget year an additional year will be added to ensure a four year approach is maintained. Early in 2014, we will review the process of future budget development as we move into the four year budget approach. Our objective is to continue to be forthright, transparent and responsible with our community's tax dollars.

Revenue Summary Where Does the Funding Come From? The City's total budgeted revenue is made up of seven major revenue sources: Property Taxes; Sales, Rentals and User Charges; Fines, Licences and Permits; Investment Income; Government Transfers and Other Revenue. The proposed 2014 Budget is spread amongst the revenue sources as shown in the follow excerpt:

Property Taxes

Municipal revenue generated from the tax base is categorized here. Property Taxes not only includes municipal tax revenue received from taxpayers, but also tax revenue received from the province as Grants in Lieu. The education and senior’s foundation requisitions are also recorded here with their corresponding offset and have no impact on the budget.

Revenues Property Taxes Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income Government Transfers Other Revenues Total Revenues

Proposed Budget 2014

Sales, Rentals and User Charges This revenue source is comprised of the City's service fees, sale of goods, development agreements revenue and utility revenues (water, sewer and solid waste).

34,068,320 17,740,801 223,900 3,683,300 436,000 1,499,383 2,750,602 60,402,306

Penalties and Interest The majority of budgeted penalties and interest is generated from charges applied to outstanding tax and accounts receivable accounts.

Fines, Licenses and Permits Sales, Rentals and User Charges 29%

The main revenue sources in this category are municipal enforcement fines and planning and development permits with a contribution from business license revenue.

Penalties and Interest 0.4% Fines, Licenses and Permits 6.1%

Investment Income

Investment Income 0.7%

The main source of investment income is generated from interest earned on Guaranteed Investment Certificates (GICs).

Government Transfers 2.5%

Government Transfers

Other Revenues 4.6% Property Taxes 56.4%

Operating grants received from the provincial and federal governments are budgeted in this revenue category. We receive various operating grants including those that support community culture, the Library, highway maintenance and family and social programs.

Other Revenue The majority of this revenue is comprised of internal funding from reserves to support budgeted expenditures.

Expenditure Summary Where Does the Funding Go?

The City has 8 main expenditures: Salaries, Wages and Benefits; Contracted and General Services; Purchases from Other Governments; Materials, Supplies and Utilities; Grants to Organizations; Debentures; Bank Charges and Interest; Other Expenses. The proposed 2014 Budget spread amongst the expenditures as shown in the follow excerpt:

Salaries, Wages and Benefits The employee remuneration and benefits are budgeted in the category.

Contracted and General Services The major elements of this category are comprised of expenditures relating to roadway, traffic control and facility maintenance, utility operations, inspections, contracts for various recreation and wellness programs and support of the City information technology systems.

Proposed Budget 2014 Expenses Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations Debentures Bank Charges and Interest Other Expenses Total Expenses

Contracted and General Services 19.2%

21,603,040 11,619,338 10,292,901 5,165,541 1,285,732 3,949,763 63,000 6,422,991 60,402,306

Purchases from Other Governments 17.0%

Purchases from Other Governments There are three main Purchases from Other Governments; the police contract, the property assessor contract, and the contracts relating to utility operations.

Materials, Supplies and Utilities The major elements of this category are comprised of materials and supplies for facilities, roadway maintenance and fuel, electricity, natural gas and water.

Grants to Organizations There are various community organizations supported by the City's annual budget. The majority of grants in this category are provided to the Fort Saskatchewan Public Library. Grants are also provided to; Senior's Transportation Support Services, Families First, Boy and Girls Club, Volunteer Program Association, Minor Sports Association, Athabasca Landing Trail Steering Committee, Urban Forest.

Materials, Supplies and Utilities 8.6% Grants to Organzations 2.1%

Debentures 6.5%

Salaries, Wages and Benefits 35.8%

Debentures

Bank Charges and Interest 0.1% Other Expenses 10.6%

The principal and Interest debenture payments are categorized within this category.

Bank Charges and Other Expenses All charges relating to bank charges and interest are captured in the category.

Other Expenses The majority of this category is comprised of internal transfers to reserves to support future expenditures including replacement of equipment.

Debt and Debt Management City Makes Great Use of Debt ... Well Below Regulated Limits

The City makes use of provincial and federal grants, reserve funds and capital financing to support the Capital Plan. Grant funding changes occur frequently and reserve balances are not sufficient to fund the 10 Year Capital Plan. Capital financing is an effective tool used to fund large tangible capital assets that have long term benefit to the City. Debt provides the City with a funding option that helps support substantial growth pressures and aging infrastructure.

Investing in tangible capital assets is critical and failure to do so can be more costly to the City in the long run. Deferring work can result in deteriorating service levels if facilities and other infrastructure are not maintained. Putting off maintenance increases the overall project costs as it often leads to more work in the future and rising cost due to inflation.

Debt Limit The City is granted authority through the Alberta Municipal Government Act (MGA) to incur debt and must adhere to the provincial debt limit. The City matches long term debt to capital improvements that have a long term benefit to the community. Thereby, the future generations contribute to the service they receive. In order to understand long term debt, there are two terms: actual debt and debt limit. "Actual debt" refers to the amount of debt the City has borrowed and is now paying. The "debt

$110,000

The 2014 debt includes an increase of $8.5 million from 2013. This increase is due to the following approved capital projects currently in progress:   

RCMP Building City Hall Building Sewer Reline Project

Actual Debt vs Allowable Limit ($000's)

limit" is the legislated maximum that the City can borrow.

$95,000 $80,000 $65,000 $50,000 $35,000 $20,000 $5,000 2008

2009

2010

2011

2012

2013 Est 2014 Est 2015 Est 2016 Est

Actual Debt

Debt Limit

Debt Limit %

2008

$ 13,650,402

$ 58,810,120

23%

2009 2010 2011

12,906,449 15,521,757 25,267,873

61,238,280 73,969,182 74,241,110

21% 21% 34%

2012 2013* 2014* 2015*

29,691,467 38,283,867 46,443,924 51,236,896

82,297,871 85,550,170 88,916,300 92,400,245

36% 45% 52% 55%

2016*

49,622,778

96,006,128

52%

*Estimated Actual Debt

Allowable Limit

Debt and Debt Management City Makes Great Use of Debt ... Well Below Regulated Limits

Debt & Debt Service Change Debt servicing is the cash that is required annually to cover the repayment of principal and interest. Another legislated limit placed on debt is the level of principal and interest payments. The City’s debt service level is below the legislated limits.

Actual Annual Debt Payments vs Allowable Limit ($000's)

$20,000

2008 2009 2010

$15,000

2011 2012

$10,000

2013* 2014* 2015* 2016*

$5,000

Allowable Limit

$1,533,663 1,435,913 1,646,830 2,371,080 2,832,073 3,638,923 4,255,711 4,826,843 4,954,034

$9,801,687 10,206,380 12,328,197 12,373,518 13,716,312 14,258,362 14,819,383 15,400,041 16,001,021

16% 14% 13% 19% 21% 26% 29% 31% 31%

*Estimated

$‐

Actual Annual Debt Payments

2008

2009

2010

2011

2012

Actual Annual Debt Payments

2013 Est

2014 Est

2015 Est

2016 Est

Allowable Limit

In both limits, debt amount and debt service, the City has been significantly lower than legislated limits. The debt the City has incurred has all been invested in tangible capital assets.

Debt Burden Debt requires annual payments of principal and interest. Debt service funding is levied through municipal property taxes. The debt per resident is a ratio of debt to total population. 2010 onwards debt per resident increased due to the City’s substantial growth and aging infrastructure. Note: 2011 municipal census not conducted.

Debt Per Resident $2,010

$1,912

$1,757 $1,450

$2,092

$813

2008

$739

2009

$832

2010

2012

2013 Est

2014 Est

2015 Est

2016 Est

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Overall City Budget

City of Fort Saskatchewan Approved

Proposed

Actual

Budget

2011

2012

2013

2014

13,422,369

14,145,777

15,279,627

17,740,801

Revenues Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income Government Transfers

263,079

301,927

205,500

223,900

3,133,692

3,659,883

3,310,400

3,683,300

483,659

546,504

434,000

436,000

1,552,828

1,578,759

1,504,515

1,499,383

Other Revenues

875,314

1,208,393

1,176,902

2,750,602

Total Revenues

19,730,941

21,441,243

21,910,944

26,333,986

Expenses Salaries, Wages and Benefits

16,379,130

17,344,472

18,729,383

21,603,040

Contracted and General Services

8,626,457

9,252,426

10,015,384

11,619,338

Purchases from Other Governments

7,048,656

8,537,578

9,370,730

10,292,901

Materials, Supplies and Utilities

4,181,141

4,478,957

5,236,668

5,165,541

Grants to Organzations

1,055,464

1,201,732

1,226,533

1,285,732

Debentures

1,734,318

2,447,486

3,632,702

3,949,763

Bank Charges and Interest

71,692

66,648

61,100

63,000

Other Expenses

6,173,924

6,299,008

5,773,286

6,422,991

Total Expenses

45,270,782

49,628,307

54,045,786

60,402,306

Property Tax Support Requirement

25,539,841

28,187,064

32,134,842

34,068,320

Budget by Division

Infrastructure and Community Services 53.8%

Elected Officials 1.2% City Manager 10.7%

Corporate and Protective Services 34.5%

BUDGET

2014 Budget Mayor and Councillors

2014

_______________________________________

Engaged People Thriving Community

Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

Penalties and Interest

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

Total Revenues

Salaries, Wages and Benefits

348,920

323,959

289,400

298,500

Contracted and General Services

118,363

97,901

101,500

93,300

Expenses

Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations

4,485

3,939

4,700

2,800

500

Debentures

Bank Charges and Interest

Other Expenses

500

Total Expenses

472,768

425,879

395,600

394,600

Property Tax Support Requirement

472,768

425,879

395,600

394,600

2014 Budget Overview The majority of expenditures is comprised of Council remuneration. This budget also provides allocations of the following: - Travel budget of $12,700 for the Mayor and $4,300 for each Councillor - Per Diem budget of $4,000 for each Councillor and $1,800 for the Deputy Mayor. The Mayor has no allocation - Corporate promotion budget of $15,000 - Councillor promotion budget of $1,000 for the Mayor and each Councillor - Education, Development and Learning budget of $4,100 for the Mayor and $2,400 for each Councillor

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: City Manager

Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

99,979

2,925

4,000

2,500

Penalties and Interest

Fines, Licenses and Permits

Investment Income

36,368

3,930

Government Transfers Other Revenues

14,830

14,317

21,400

16,400

Total Revenues

151,177

21,172

25,400

18,900

Expenses Salaries, Wages and Benefits

1,491,912

1,515,853

1,691,400

1,782,200

Remuneration Policy Compliance

970,500

Contracted and General Services

516,465

495,528

645,213

589,521

Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations

32,954

29,741

62,650

122,250

Debentures

Bank Charges and Interest

Other Expenses

200,519

117,840

188,150

190,750

Total Expenses

2,241,850

2,158,962

2,587,413

3,655,221

Property Tax Support Requirement

2,090,673

2,137,790

2,562,013

3,636,321

Divisional Departments

Communications and Marketing 15%

People Services 55%

City Manager Adminstration 30%

2014 Division Budget Note The budget increase in this Division is primarily due to complying with the staff remuneration policy HUM-004-C. 20

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: City Manager Department: City Manager Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges Penalties and Interest

2,450

2,791

4,000

2,500

Fines, Licenses and Permits

Investment Income

6,366

Government Transfers Other Revenues

Total Revenues

8,816

2,791

4,000

2,500

Salaries, Wages and Benefits

644,076

559,934

722,800

740,100

Contracted and General Services

108,938

87,317

192,900

169,300

80,200

Expenses

Purchases from Other Governments

13,561

17,333

25,300

Grants to Organzations

Materials, Supplies and Utilities

Debentures

Other Expenses

Bank Charges and Interest

57,614

41,680

117,250

Total Expenses

824,189

706,264

1,058,250

1,106,850

Property Tax Support Requirement

815,373

703,473

1,054,250

1,104,350

2014 Budget Overview With the recent re-alignment of the corporate structure, the former Corporate and Protective Services Administration Department has been incorporated into the City Manager’s Administration Department. Revenues in this Department relate to photocopying services offered to local user groups. The majority of the City Manager’s Central Services expenditures are comprised of department staff remuneration, an allowance for learning opportunities, costs related to the City’s Annual General Meeting held in January, costs associated with corporate strategic planning initiatives and printing, duplicating, and office supplies.

2014 Budget

BUDGET 2014

_______________________________________

Division: City Manager

Engaged People Thriving Community

Department: People Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges Penalties and Interest

97,123

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

14,830

14,317

16,400

Total Revenues

111,953

14,317

16,400

Expenses Salaries, Wages and Benefits

658,767

728,296

650,900

716,600

Remuneration Policy Compliance

970,500

Contracted and General Services

121,085

152,316

211,400

209,100

42,050

Purchases from Other Governments Materials, Supplies and Utilities

19,244

11,923

32,350

Grants to Organzations

Debentures

Bank Charges and Interest

Other Expenses

142,905

76,160

70,900

73,500

Total Expenses

942,001

968,695

965,550

2,011,750

Property Tax Support Requirement

830,048

954,378

949,150

1,995,350

2014 Budget Overview The department’s revenue is a transfer from the Health and Safety Reserve to offset the costs related to employee health and wellness programs. Expenditures are mainly comprised of department staff remuneration including annual premiums paid to the Worker’s Compensation Board. An allocation is included to align with Council's policy HUM-004-C on remuneration. Also included in this department’s budget are expenditures for recruitment advertising, learning opportunities, office supplies and an allowance for corporate wide ergonomic furniture and equipment replacements. Other expenses provide for employee health and wellness programs and the costs of setting up a first aid room.

Snapshot

People Services (City Manager)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

1) For each competition posted, screened and interviewed in 2013, we successfully recruited a qualified individual 78% of the time as compared to 84% in 2012, 85% in 2011 and 88% in 2010.

3 key facts about us

2) Workplace accidents have increased at a cost of $300,000 since 2012, resulting in potential spike in WCB premiums. 3) Exploring employee wellness best practices to ensure staff have the tools to thrive at work and in their personal lives.

Portfolio 1) Human Resources 2) Payroll and Benefits 3) Health and Safety

Key Responsibilities      

Compensation planning and management Recruitment, attraction and retention of our workforce Payroll and benefits administration Ensure City wide compliance with OH&S Act, Regulation and Code Training, professional development and performance management Labour relations

Opportunities and Challenges 1) Increasingly difficult to recruit qualified applicants which put additional pressure on existing staff. 2) Ensure our human resources plan meets the needs of the community today and in the future. 3) Investigate non-monetary benefits to enhance our employment offers.

Looking Ahead to 2015 and 2016  New Payroll software implementation January 2014  Reviewing our utilization of social media and career websites for effective recruitment  Continue to build our Health and Safety Program to a point where we successfully achieve our Certificate of Recognition (COR)

Department Overview

BUDGET

People Services

_______________________________________

(City Manager)

2014

Engaged People Thriving Community

_______________________________________

We are a positive team committed to providing excellence in customer service to all prospective, current and past employees and to treating each with respect, understanding and individual attention from their first inquiries about position vacancies, services and programs, through to retirement. By making this commitment to our community, our office maintains its high level of mutual trust and respect. Portfolio We Offer You Human Resources  Fully supported and facilitated recruitment process  Employee and Supervisor Orientations  Classification and Compensation Review and Analysis  Training, professional development and performance Management support  Collective agreement, policy and procedure negotiation, creation and support Payroll and Benefits  Payroll processing and financial reconciliation and reporting  Benefits and pension administration  Grant applications and liaise with service providers Health and Safety  Healthy and safe work environment for staff, residents and visitors  Ensuring City wide compliance with OH&S Act, Regulation and Code  Workers Compensation Board regulatory and legislation requirements  Modified/early return to work programs and disability management What You May Have Noticed (2013)  Completed improvements to the employee orientation program which includes additional department input, committee messages and focus on electronic completion of forms and documents  Reviewed and updated all non-union classifications  Conducted a wage and salary survey of 31 benchmarked positions with 11 comparable municipalities with full analysis and recommended outcomes  Maintained excellent relationship with CUPE  Full preparation and set up for January 1st implementation of the new payroll software system allowing employees to electronically access their information at their convenience while reducing the requirement to print bi weekly paystubs  A successfully negotiated collective agreement that is fiscally responsible to the citizens and fair and equitable for employees  Distributed a safety perception survey to employees as a measure of the safety management system's strengths, weaknesses, opportunities and threats  Investigate options and review efficiencies of "Total Rewards"  Review and revise the Job Hazard Analysis process  Continue to develop a safety management system providing employees with the resources to conduct work safely

Department Overview

BUDGET

People Services

_______________________________________

(City Manager)

2014

Engaged People Thriving Community

_______________________________________

Things that Keep Us Awake at Night (2014, 2015, 2016)  The work involved in obtaining our Certificate of Recognition (COR) certification and further increase workplace health and safety culture  Understanding and analyzing the reasons for increase in work place incidents/accidents experienced since 2012 (2 incidents/accidents in 2012 and 7 in July 2013). Potential increase in WCB premiums  Developing a system that can identify and prioritize the organizational pressures relating to staff resources  The lack of qualified applicants applying for opportunities in our organization and the increased workload on those left to backfill in addition to their regular duties  Succession planning to replace aging workforce  Increased number of staff accessing assistance for issues that impact their work but that are not often a result of their employment  Ensuring the City's occupational health and safety obligations are met  Align non-monetary and monetary opportunities for staff as a retention tool Beliefs Translate to Services We provide services that reflect our commitment to our staff while ensuring our organizational needs are meet. Services we provide: 1) Fully supported and facilitated recruitment process 2) Employee and Supervisor Orientations 3) Classification and Compensation Review and Analysis 4) Training, professional development and performance management support 5) Collective agreement, policy and procedure negotiation, creation and support 6) Payroll processing and financial reconciliation and reporting 7) Benefits and pension administration 8) Grant applications and liaise with service providers 9) Healthy and safe work environment for staff, residents and visitors 10) Ensuring City wide compliance with OH&S Act, Regulation and Code and Workers Compensation Board regulatory and legislation requirements 11) Modified/early return to work programs and disability management How You Know We’re Doing It Right 1) Timely recruitment of qualified individuals for vacant positions 2) Staff and supervisors are aware of the rights and responsibilities of being a City employee and know where to go when they need support 3) Comprehensive compensation surveys conducted every 3 years, and on a smaller scale as required to stay informed and ensure our salaries are not why staff choose to leave for similar work in other organizations 4) Up to date position descriptions and classification reviews that reflect the true nature of each position 5) Staff are appropriately trained and accountable for their tasks and responsibilities 6) Employees know the organization supports and encourages ongoing learning and personal/professional improvement.

Department Overview

BUDGET

People Services

_______________________________________

(City Manager) 7) 8) 9) 10) 11) 12) 13)

2014

Engaged People Â Thriving Community

_______________________________________

A successfully negotiated collective agreement that is fiscally responsible to the citizens and fair and equitable for employees Policies and procedures that provides clarity of intent and application for staff and supervisors Timely and accurate pay deposits Current and future employment benefits that meet the needs of our employees and their families Cooperative working relationships with all levels of government and third party providers to ensure we are able to get and in turn provide outstanding services Reduction in workplace/worksite incidents and severity to ensure a healthy and safe community Ensuring that all City staff understand and take seriously their responsibilities as it relates to workplace safety so that we are a cooperative and compliant organization

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: City Manager

Department: Communications and Marketing Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

406

134

Penalties and Interest

Fines, Licenses and Permits

Investment Income

Government Transfers

30,000

3,930

Other Revenues

5,000

Total Revenues

30,406

4,064

5,000

Salaries, Wages and Benefits

189,069

227,623

317,700

325,500

Contracted and General Services

286,442

255,895

240,913

211,121

149

485

5,000

Grants to Organzations

Debentures

Bank Charges and Interest

Expenses

Purchases from Other Governments Materials, Supplies and Utilities

Other Expenses

Total Expenses

475,660

484,003

563,613

536,621

Property Tax Support Requirement

445,254

479,939

558,613

536,621

2014 Budget Overview The majority of expenditures is comprised of department staff remuneration and contracted services for corporate advertising and promotion. Advertising expenditures include costs for radio and print spots, display materials, publication and signage. Additional promotion costs relate to special events, tradeshows and open houses. The 2014 budget also includes an allowance for an update to the marketing strategy.

Snapshot

Communications and Marketing

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

(City Manager) 1) Twitter is rapidly growing as a method for citizens to stay informed; we gain 1000

new followers in one year (September 2012 to 2013)

key facts about us

2) Our new website will adapt to any screen size it is opened on; this is key as over one third of our website visitors are using a mobile device

3) The Gotta Luv It billboard in North Edmonton is passed by more than 65,000 vehicles per day

Portfolio 1) Corporate Communications 2) Marketing

Key Responsibilities    

Manage City's website and social media presence Provide internal and external communications and marketing support and education Marketing our community regionally as a thriving urban centre Marketing programs and services to our residents

Opportunities and Challenges 1) Continue to use the popularity of social media to build a connection with our residents 2) Community and organizational growth will stretch our resources and impact our ability to keep up with demand for our services (3 person team) 3) Advertising dollars are currently stretched and limit the options we have for building awareness

Looking Ahead to 2015 and 2016    

Develop new three year marketing strategy (2015) Develop a Corporate Communications Plan to align with Council’s Strategic Plan Refresh website (2016) Conduct a Community Satisfaction Survey (2016)

Department Overview

Communications and Marketing

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(City Manager) We believe you Gotta Luv It!! We reach out to engage citizens in issues that affect their lives by communicating clearly and openly. An engaged community means Council receives valuable feedback to aid in their decision making. Our community offers an exceptional quality of life; we brand ourselves through images and messages that represent a thriving, urban environment with small town friendliness.

Portfolio We Offer You

Corporate Communications • Keep Council, Leadership Team and department staff informed of issues, concerns and trends • Event planning and speech writing • Crisis communications • Inform residents of all programs, services, special events and public engagement opportunities • Provide information to the media and monitor news stories • Inform and engage residents through our website, Facebook, Twitter, YouTube, newsletters, community relations and media relations • Internal communications Corporate Marketing • Manage and maintain the City's corporate image • Market civic facilities and events • Project the City’s brand through multi-media campaigns • Produce marketing materials for City programs and services

What You May Have Noticed (2013)

• City's reach in the community and region has been enhanced through dedicated digital media resource as follows; a) Developed a new website b) Launched City’s Facebook page • The Red Couch; strategic initiative launched at the Chamber of Commerce Tradeshow as a fun way to connect our residents with our Twitter and Facebook accounts • 102.3 NOW radio doing spots and a video about our Sheep Grazing program • CTV News doing a story on our sheep: outreach was done via Twitter to entertainment host Graham Neil • Developed a strategy for online engagement to increase opportunities for conversations between the City and our residents • Gotta Luv It television and billboard advertising to capital region audience to position our community as a vibrant, urban centre with a wealth of lifestyle experiences and economic opportunities • Included questions on internal communications in staff survey to improve our process • Internal survey of City departments to determine how marketing and communication can partner with them

Department Overview

Communications and Marketing

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(City Manager) • Conducted a review of the Ambassador program to keep it fresh and relevant • New FM station Mix 107.9 has been a valuable partner through earned media exposure (news and features) and through paid advertising to increase awareness for many City events and services • Weekly information updates on new television monitors in City Hall • Fort Report newsletter delivered to households • Merged Harbour Pool calendar with Leisure Guide to streamline information for our residents

Things that Keep Us Awake at Night (2014, 2015, 2016)

• Market research to evaluate the Gotta Luv It campaign • Maintain the City's website, ensure it remains current, accurate and engaging through analyzing who is visiting which areas of the website; where are they coming from, what tools are being used to find us online • Maintain regional awareness to ensure our City is 'top of mind' and the 'Heart of Alberta’s Industrial Heartland; the economic engine in the region • Conduct analysis and assess feedback through news stories, tradeshows visitor and residential comments, on our website, via social media and through customer services outlets • Engage public using different tools and keep on top of most current tools including digital media • Growth is increasing the volume of work for shared services and stretching our ability to manage and maintain service levels with current staff resources • Effective branding initiatives require additional financial resources including paid media campaigns to showcase our City as; a) An attractive community within the region with a unique lifestyle and many amenities b) A community that effectively manages resources c) A community with a rich heritage: full of cultural experiences d) A community with a beautiful river valley • Monitoring the Facebook and Twitter audience: can be the first place for the public to learn about what's happening • Keeping up on technology and trends Beliefs Translate to Services We believe that building awareness through branding, consistent messaging and various media programs, will highlight our City as an urban community with an exceptional, vibrant quality of life for residents. Services we provide: 1) Corporate Image and Branding 2) Internal and External Communications 3) Marketing 4) Community Relations 5) Media Relations

Department Overview

Communications and Marketing

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(City Manager) How You Know We’ve Done It Right

1) Corporate Image and Branding • The City’s brand resonates with the community and is unique in the region • Residents are proud of their community • Business and residential growth is healthy 2) Internal and External Communications • Ensure that Council, Leadership Team and City departments have adequate support for communications and marketing services • Public consultation processes allow residents and stakeholders to understand the initiatives presented and their impacts so they can make decisions or form opinions on solid, complete, accurate information • We are proactive and identify initiatives and issues that require a communication plan, news release, media relations or advertising • Internal communication channels flow critical information to all staff so they can better assist our residents • The City’s website and social media sites are up-to-date with important public notices, announcements and new initiatives and special events • Communications efforts have enhanced opportunities for public input; a) Community is well informed and participates in public engagement opportunities b) We use very specific and sometimes direct communication with stakeholders when it makes sense to do so • Ensure residents receive accurate and timely information through; a) Emails, letters and social media reflects that we are sharing timely, accurate information b) Weekly ads in the Fort Record notify residents of upcoming events or provide education on initiatives c) Fort Report newsletter is delivered to each household three times per year to keep residents informed d) Multiple information channels to give the widest exposure to our audience on information that impacts them • Ensure that participation and registration volumes in events and programs meets our targets • We monitor satisfaction ratings on community surveys, public meetings. social media sites, website, etc. and adjust our communications where necessary 3) Marketing • Ensure our multi-year marketing strategy is aligned with Council's Strategic Plan goals and objectives • Ensure our community is 'top of mind' as the City to live, work, play and invest in Alberta’s Industrial Heartland • We maintain a library of professional quality photos that tell the story of our community • Our advertising is recognizable through consistent use of our brand

Department Overview

Communications and Marketing

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(City Manager) • Ensure the City’s promotional strategy is consistent with the corporate image quality, use of key messages, brand recognition, distribution channels and target audiences 4) Community Relations • The City is represented on regional groups and associations with communication and marketing related issues and activities such as: • • • • • • • •

Alberta's Industrial Heartland Association Communications Group Alberta Capital Region Alliance Communications Subcommittee Alberta Municipal Communications Group International Association of Business Communicators: Edmonton Chapter Alberta Municipal Website Committee Northeast Region Community Awareness Emergency Response Work with industry on community involvement initiatives including Habitat for Humanity Partner with industry on emergency preparedness issues (participate in mock disasters, communications point of contact for emergencies, etc) • City liaison for the Community Networking Committee (Ambassador program) • Participate in tradeshows, career and bridal fairs (Fort Saskatchewan, Sherwood Park, Edmonton, Fort McMurray) • Connect with the community at local events such as Legacy Park Family Festival, Canada Day and Neighbour Day

5) Media Relations • News releases are issued in a timely manner to allow the local media the opportunity to share our news stories • Department staff receive media relations training to be equipped to deliver our key messages in a confident and professional manner that is consistent with our corporate image

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits

95,519

100,605

74,200

81,200

263,079

301,927

205,500

223,900

1,706,796

2,232,728

2,134,200

2,165,200

Investment Income

483,659

546,504

434,000

436,000

Government Transfers

597,933

571,261

558,352

570,120

Other Revenues

6,661

352,120

122,250

132,250

Total Revenues

3,153,647

4,105,145

3,528,502

3,608,670

Expenses Salaries, Wages and Benefits

4,264,413

4,401,010

4,912,775

5,426,625

Contracted and General Services

1,208,200

1,501,219

1,857,468

1,944,211

Purchases from Other Governments

1,896,671

3,122,978

3,363,713

3,909,928

Materials, Supplies and Utilities

184,814

169,955

257,229

183,352

Grants to Organzations

Debentures

Bank Charges and Interest

71,692

66,648

61,100

63,000

Other Expenses

3,532,212

3,900,712

3,827,789

3,842,289

Total Expenses

11,158,002

13,162,522

14,280,074

15,369,405

8,004,355

9,057,377

10,751,572

11,760,735

Property Tax Support Requirement

Divisional Departments

Protective Servcies 26.7%

General Manager 5.6% Legislative Services 3.4% Information Technology 15.5%

Fire Services 14.8%

Financial Services 25.5%

Budget and Long Term Planning 8.5%

2014 Budget

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services Department: General Manager Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

Penalties and Interest

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

Total Revenues

Salaries, Wages and Benefits

345,708

354,605

388,800

400,100

Contracted and General Services

194,309

237,579

253,503

251,336

30,534

31,367

43,579

2,152

Grants to Organzations

Debentures

Bank Charges and Interest

Expenses

Purchases from Other Governments Materials, Supplies and Utilities

Other Expenses

Total Expenses

570,551

623,551

685,882

653,588

Property Tax Support Requirement

570,551

623,551

685,882

653,588

2014 Budget Overview The majority of expenditures is comprised of department staff remuneration, postage and courier costs for all departments in City Hall and corporate wide insurance coverage.

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services

Department: Legislative Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

1,500

Penalties and Interest

Fines, Licenses and Permits

Investment Income

30,538

8,963

Government Transfers Other Revenues

Total Revenues

32,038

8,963

191,717

215,834

306,300

312,200

59,265

67,953

120,450

86,550

Materials, Supplies and Utilities

112

4,600

Grants to Organzations

Expenses Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments

Debentures

Bank Charges and Interest

Other Expenses

Total Expenses

250,982

283,899

431,350

398,750

Property Tax Support Requirement

218,944

274,936

431,350

398,750

2014 Budget Overview The majority of expenditures is comprised of department staff remuneration, annual municipal census costs and an allocation for corporate legal advice required during the year.

Snapshot

BUDGET

Legislative Services

_______________________________________

(Corporate and Protective Services)

3 key facts about us

2014

Engaged People Thriving Community _______________________________________

1) Support Council’s governance process. 2) Ensure the safety of and access to municipal information. 3) Oversee provision of legal services.

Portfolio 1) 2) 3) 4) 5)

Legislative and Legal Support Elections and Census Records Management Insurance and Risk Management Subdivision and Development Appeals

Key Responsibilities     

Managing the legislative process in accordance with Provincial Legislation Conduct and administer municipal elections and census Manage and maintain all corporate records Provide support, guidance and advice to Council, Leadership Team and department staff Insurance and risk management

Opportunities and Challenges 1) Creating an accessible City government where information is transparent, clear and easy to find 2) Implement an organization wide electronic document management system 3) Public expectations about government, service, and access to information are changing. The public expects more, accurate, and immediate information, available through multiple channels.

Looking Ahead to 2015 and 2016  Continue to implement an organizational wide electronic document management system.  Investigate options for automated elections results for future municipal elections, by-elections and plebiscites.  Enhance risk management policies and procedures. 37

Department Overview

BUDGET

Legislative Services

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

We believe that every person that lives in our community can rely on a transparent government. We promote accountability and protect our community's assets, employees and citizens from litigation, loss, damage or injury. Portfolio We Offer You Legislative and Legal Support • Coordinated legislative and legal support to Council, the City Manager and all City departments • Maintain an official and impartial record of City Council decisions • Facilitate public access to the legislative process • Provide legal services including the development and review of contracts, agreements, bylaws and policies Elections and Census • Plan and conduct municipal census • Plan and conduct municipal elections every four years in accordance with the Local Authorities Election Act • Plan and conduct by-elections and plebiscites as required in accordance with the Local Authorities Election Act Records Management • Electronic storage of corporate records • Secure retention of all corporate documents Insurance and Risk Management • Administer insurance and risk management portfolio Subdivision and Development Appeals • Provide administrative support to the Subdivision and Development Appeal Board What You May Have Noticed (2013) • Conducted: a) Municipal election in accordance with the Local Authorities Election Act b) Municipal census in accordance with Municipal Government Act and the Determination of Population Regulation • Implemented and automated a solution to streamline the preparation of Council agendas and minutes as well as video streaming and voting using SIRE software system • Reviewed and reduced the voting areas and voting stations for 2013 Municipal Election • Completed upgrades to the City Council chambers and boardroom • Manage and maintain the process of posting Council expenses on the City’s website Things that Keep Us Awake at Night (2014, 2015, 2016) • Implement Enterprise Document Management System which provides for: a) Access of files from anywhere, anytime, reducing paper usage b) Efficiencies in searching for records c) Ability to scan all documents creating an electronic copy of original document

Department Overview

BUDGET

Legislative Services

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

d) Reduction for the need for physical document storage space e) Added document security • Creating an accessible City government where information is transparent, clear and easy to find • Constant changes to the legislation creates significant process changes which at times are difficult to manage Beliefs Translate to Services We believe that the process used to manage, maintain, process and coordinate our City's corporate records, contributes to ensuring our organization meets all regulatory, legislative and organizational requirements. Services we provide: 1) Contracts, Agreements, Bylaws, Policies, Insurance, Risk Management, Legislative Changes 2) Legal Support, Advice and Guidance 3) Freedom of Information and Protection of Privacy (FOIP) support 4) Conduct Elections, Plebiscites and Census 5) Records Management Coordination 6) Subdivision and Development Appeal Administration 7) Support Council and City Department Staff How You Know We’ve Done It Right 1) Contracts, Agreements, Bylaws, Policies, Insurance, Risk Management, Legislative Changes • Provide technical assistance and advice in developing and drafting bylaws and policies • Review contracts, agreements and bylaws prior to execution to ensure legal documents and bylaws are prepared in accordance with legislation and regulations • Administer the City's insurance function including claims management, risk assessment and risk mitigation recommendations • Implement processes to reduce overall organizational risk and liability • Provide analysis of the impact of new or proposed changes to provincial legislation: a) Current revisions to the Municipal Government Act b) Assist department staff in understanding the impact of proposed changes to provincial legislation 2) Legal Support, Advice and Guidance • Coordinate corporate and legal affairs including liaison with external legal counsel • Coordinate City legal file administration to ensure that departments have access to timely legal advice and maintain a centralized legal opinion file as an internal resource 3) Freedom of Information and Protection of Privacy (FOIP) Support • Comply with access to information requests, while still respecting privacy issues • Meet legislative deadlines and requirements 4) Conduct Election, Census and Plebiscites • Conduct elections and by-elections • Complete and file the annual municipal census by September 1st • Conduct plebiscites that are not contested on legislative grounds

Department Overview

BUDGET

Legislative Services

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

• Ensure petition sufficiency in accordance with the Municipal Government Act 5) Records Management Coordination • Coordinate records management policy and practices • Ensure the security of all records and information within our custody 6) Subdivision and Development Administration • Provide administrative support to the Subdivision and Development Appeal Board • Provide a transparent appeal process through the Subdivision and Development Board • Appeals processed: 5 (2013) - 3 (2012) 7) Council and City Department Support • Ensure Council has the mechanisms and tools to fulfill its governance role • Provide advice and support to Council with respect to appropriate meeting procedures and protocols • Technical assistance and advice to Council, Leadership Team and department staff • Draft, develop and administer contracts, agreements and proposals • Mail processing functions at City Hall

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services

Department: Information Technology Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

Penalties and Interest

Fines, Licenses and Permits

Investment Income

6,938

1,156

Government Transfers Other Revenues

773

2,258

Total Revenues

7,711

3,414

Salaries, Wages and Benefits

702,672

729,844

802,775

932,975

Contracted and General Services

305,108

441,088

492,230

599,440

Expenses

Purchases from Other Governments Materials, Supplies and Utilities

2,451

1,646

900

Grants to Organzations

Debentures

Bank Charges and Interest

Other Expenses

264,500

422,700

292,200

Total Expenses

1,274,731

1,595,278

1,588,105

1,824,615

Property Tax Support Requirement

1,267,020

1,591,864

1,588,105

1,824,615

2014 Budget Overview The majority of expenditures is comprised of department staff remuneration, staff training and development and costs relating to the various information system networks and software maintenance contracts which includes the cost of the VOIP phone system at City Hall. Other Expenses provides for the annual reserve transfer for the future replacement of the City’s computers and networks.

Snapshot

Information Technology (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

3 key facts about us

1) Mobile access for facility and utility department staff: ability to access their office applications and files from their trucks without the need to return to the office

2) Helpdesk receives over 300 support requests per month with 70% being resolved within 4 hours

3) Virtualization of servers has resulted in an annual savings of $47,000 in 2012 and savings in 2013 are estimated to be more

Portfolio 1) Desktop and System Support 2) Network Services 3) Geographical Information Systems

Key Responsibilities  Technical support for department staff  Manage and maintain organization's computer equipment and network infrastructure  Policy governance to ensure network security and data integrity  Strategic plans for future successes and sustainability

Opportunities and Challenges 1) Maintaining current services levels given available resources 2) Installation of fibre optic connections to all facilities to improve network response times and prepare for future technologies requiring high bandwidth 3) Frequent technological changes makes it difficult to accurately budget and plan future projects

Looking Ahead to 2015 and 2016    

Explore opportunities to expand mobility network and integrate with corporate applications Continue to take advantage of virtualization in the network place and consider desktop virtualization Expand the Voice Over Internet (VOIP) phone system to other City buildings connected to the network Regional collaboration with neighboring municipalities to identify areas to share service delivery

Department Overview

BUDGET

Information Technology

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

We believe we are the driving force behind the City’s successes, empowering staff in all levels of municipal government with the technological tools and enterprise solutions to do their job effectively and more efficiently. Portfolio We Offer You Desktop and System Support  Provide hardware and software support  Manage lifecycle replacement of computer equipment Network Services  Manage network infrastructure and design  Maintain network security and data integrity Geographical Information Systems (GIS)  Maintain and optimize the GIS environment  Custom map creation and generation What You May Have Noticed (2013)  Implemented : a) CityView software enabling more efficient permitting, licensing, processes and new modules for Municipal Enforcement and cemetery plot management b) Voice Over Internet phone system (VOIP) at City Hall  Developing an Information Technology master plan  Enhanced wireless mobility to field staff to improve their ability to work in the field more efficiently  Expanded local area wireless (WiFi) into City facilities  Upgraded the corporate email system to MS Exchange  Partnered with Legislative Services department to begin implementation of an electronic content management system  Installed a fibre link from City Hall to the Museum and also from the transfer station to the JEG building  Launched a new internet mapping application available to internal staff and the public  Expanded the server virtual environment by 50% Things that Keep Us Awake at Night (2014, 2015, 2016)  Slow network links between sites are impeding staff's ability to work efficiently therefore the 2014 Capital Plan includes a project for fiber optics installation to major facilities. Total project: $850,000 spread over 4 years.  Resource limitation that results in difficulty in implementing many initiatives and requests from department staff  Information technology is a fast paced industry which makes it difficult to keep pace with the rapid changes to maintain systems  Although we implement several network security measures, there is an ever increasing number of security threats that may leave the network vulnerable to potential risk  High volumes of data are exponentially increasing which constantly challenges us to ensure our disaster recovery plans are up to date and effective

Department Overview

BUDGET

Information Technology

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

Beliefs Translate to Services We believe that information technology enhances the organization's ability to deliver accurate, timely information which is conveniently available for effective decision making. We provide staff with operational efficiencies through data management and improved data sharing capabilities. Services we provide: 1) Strategic Planning 2) Technology Replacement 3) Information Technology Security Management 4) Information Technology Disaster Recovery Planning 5) Administration of Networks, Applications and Databases How You Know We’ve Done It Right 1) Strategic Planning  Focus on proven technologies while keeping leading edge in sight  Collaboration with departments to discover immediate and future needs  Evaluate the City’s strategic priorities to determine where technology can be used to further the City’s success and sustainability  Conduct business needs analysis to determine the value of changing technologies prior to implementing  Continually explore, invest in and support technologies that allow departments to deliver their services effectively and efficiently 2) Technology Replacement  Maintain reserve funds to sustain lifecyle replacement of hardware, software and network equipment  Every 5 years: printers, scanners, ipads and other peripherals  Every 4 years: desktop computers and network servers (recommended standard: every 3 years)  Planning replacement of existing software and hardware as needs change and efficiencies need to be improved 3) Information Technology Security Management  Ensure policy and procedures are in place and updated regularly  Restricted access to server rooms  Administer secure encrypted authority certificates in areas where data is exposed externally  Maintain data integrity by protecting the confidentiality of information stored on the City’s network  Proactively apply software security patches 4) Information Technology Disaster Recovery Planning  Ensure plans are in place to return to normal business operations in the shortest possible time, should an incident occur causing systems to go down  Review disaster recovery plans frequently and adjust as necessary to accommodate technical trends  Manage data backups in conjunction with security policies to ensure data integrity should there be a disaster

Department Overview

BUDGET

Information Technology

_______________________________________

(Corporate and Protective Services)

2014

Engaged People Thriving Community

5) Administration of Networks, Applications and Databases  Provide technical support for 300+ staff, 220 computers, 50 printers and 30 software applications across a Wide Area Network encompassing 8 directly connected sites and 3 remote sites  Custom map generation and data analysis functions for City staff and customers of the City from the GIS spatial data  Expand the use of technology to provide the public with responsive and flexible alternatives for obtaining information and services at their convenience  Support and maintain back end SQL databases housing critical data relative to major corporate software applications  End user software automation support and training

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services

Department: Budget and Long Term Planning Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

Penalties and Interest

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

10,000

Total Revenues

10,000

270,000

303,700 30,100

Expenses Salaries, Wages and Benefits Contracted and General Services

21,650

Purchases from Other Governments

Materials, Supplies and Utilities

21,000

2,000

Grants to Organzations

Debentures

Bank Charges and Interest

Other Expenses

139,000

669,000

Total Expenses

451,650

1,004,800

Property Tax Support Requirement

451,650

994,800

2014 Budget Overview Prior to 2014, the Budget and Long Term Planning (BLTP) Department budget had been incorporated into the Financial Services Department budget making it difficult to monitor individual budgets. As this is a stand-alone department, the BLTP 2014 budget has been separated. Prior year actuals have been closed and rolled over. We are unable to separate these amounts and therefore, they remain in the Financial Services Department 2011 and 2012 actual amounts. Revenue is comprised of reserve funding to support enhancements to the budget software. The majority of expenditures is comprised of department staff remuneration, staff training and development and costs related to the budget software system. Other Expenses provides for the annual Pay As You Go (PAYG) transfer to support the 2014 Capital Plan. Annual PAYG amounts are based on the annual capital plan requirements.

Snapshot

Budget and Long Term Planning

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

(Corporate and Protective Services)

1) Opportunity to impact the lives of all citizens by assisting in establishing reasonable taxation strategies while preparing for future financial sustainability.

key facts about us

2) Nature of our work allows the budget team the opportunity to work with and collaborate with all City staff. 3) Research, monitor and manage all provincial and federal grant opportunities thereby minimizing the tax burden on our community.

Portfolio 1) Process Development, Monitoring and Reporting 2) Long Term Financial Planning 3) Grant Administration 4) Tangible Capital Asset Administration

Key Responsibilities  Produce budget document that clearly communicates how the City provides sufficient funding to adequately meet the goals and priorities of the Community Sustainability Plan and Strategic Plan

 Support planning for long term initiatives through the budget process  Grant administration and reporting

Opportunities and Challenges 1) Opportunity to create just-in-time processes and reporting allowing decision makers to access financial health information upon request. 2) Create more efficient processes to eliminate the requirement for excessive overtime hours by department staff. 3) Implement and incorporate the Long Term Financial Sustainability Plan and Model into the budget process.

Looking Ahead to 2015 and 2016  Opportunity to create further efficiencies in the budget software to enhance department staff usability.  Incorporate the Long Term Financial Sustainability Plan and Model as an essential tool to assist in long term (10 to 20 year) planning and predicting the budgetary impacts.

Department Overview

Budget and Long Term Planning

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Manage the City’s long term financial viability through a budget process that is based on effective short and long term planning and built around the goals of Council and the community. Portfolio We Offer You Budget Process Development, Monitoring and Reporting  Develop, coordinate, monitor and report budget information Long Term Financial Planning  Support planning for long term initiatives through the budget process Grant Administration  Administer grant applications and reporting Tangible Capital Asset Administration  Track and depreciate assets received through developers or purchased directly What You May Have Noticed (2013)  Worked with departments to maintain the 2014 tax commitment as per the 3 year budget strategy. Department staff analyzed their requirements, adjusted plans and found efficiencies  Continued to provide a more robust budget document that is clear and concise  Continue to finalize the Long Term Financial Sustainability Plan  Streamlined the budget process through the implementation of the Plan Request Things that Keep Us Awake at Night (2014, 2015, 2016)  Commence preparation of a multi-year financial strategy built around a 4 year outlook which aligns with new 4 year Council terms and the strategic planning process and is designed to provide better planning for the future to maintain reasonable tax changes year over year  Explore the additional budget software modules to create process efficiencies  Increase efficiency and service delivery by reducing some manual components of the budget process  Work with department staff to enhance their current long term planning processes  Explore opportunities to acquire a tool to better manage our tax and utility rates process to provide for a more stable, efficient platform to produce tax rates and utility rates  Assist staff with the preparation of their budget presentations to Council during the year  Create increased budget process efficiencies allowing staff to focus on providing their services and programs in the most efficient, effective, proactive and innovative ways  Produce a budget document that captures all components of industry best practice and continue to align our budget process with the GFOA Canada and the United States recommended best practice  Produce a budget document that is an effective communication tool for the public and other stakeholders  Attend learning and training opportunities and requirements to ensure professional development requirements are met and current best practice efficiencies are explored and, where applicable, implemented

Department Overview

Budget and Long Term Planning

BUDGET 2014

_______________________________________

Engaged People Thriving Community

 Implement the Long Term Financial Sustainability Plan and model in 2014 including; a) Train users on how to best apply the principles and best practices of long term financial sustainability to our organization b) Begin incorporating the model into the budget process by using the model to; i) Determine the financial impact of current and future plans and decisions ii) Develop fiscally prudent approaches to plan for achieving short and long term goals and priorities  Begin to develop guidelines and policies around the budget process  Review current reserve structure and consolidate similar reserves Services we provide: 1) Budget Process and Budget Document 2) Long Term Financial Planning 3) Capital Planning 4) Grant Administration How You Know We’ve Done It Right 1) Budget Process and Budget Document  Ensure our budget process results in a budget document that: a) Is transparent, understandable, clear and concise; b) Communicates how our organization will provide for sufficient funding to adequately meet the goals and priorities as outlined in the Community Sustainability Plan and Strategic Plan; c) Can be used as a tool to measure results, goals and outcomes; and d) Presents Council with relevant information to allow for informed decision making  Monitor and continuously review the budget process to ensure it is timely and aligns with our industry's best practices  Ensure the budget provides for a sustainable future, flexibility and protects against exposure to risk and vulnerability  Collaborative approach to budget preparation by; a) Ensuring department staff prepare their budgets with an understanding of the impact of services and programs; and b) Assisting department staff with budget impact as a result of their business plans  Ensure the City Manager and Leadership Team are informed throughout the budget process  Provide Council with information so budget development parameters can be established  Provide department staff and Leadership Team with relevant information for budget development such as prior year budgets and actuals  Analyze each department's budget submission and the overall total budget  Prepare budget document for presentation  Prepare City staff for budget presentations  Provide summarized results of budget decisions for communication to the public and stakeholders  Prepare information to meet legislated requirements such as for tax bylaw preparation

Department Overview

Budget and Long Term Planning

BUDGET 2014

_______________________________________

Engaged People Thriving Community

2) Long Term Financial Planning  Identify current and foreseeable risks and trends  Ensure that all staff incorporate their short and long term plans, as defined by the Strategic Plan, into their multi-year budgets  Monitor reserve balances and ensure sufficient annual transfers are maintained to fund long term plans  Use a Long Term Financial Sustainability Model to determine the long term impact of growth, property assessment base changes, capital operating impacts, etc. on taxation  Assist all staff with projecting the fiscal impact of short and long term plans 3) Capital Planning  Coordinate the preparation of the fully funded annual capital plan and the 10 Year Capital Plan  Ensure the Capital Budget Review Committee (CBRC) reviews the capital plan requests and 10 year capital plan  Ensure the CBRC links capital project priorities to established service levels, prioritizes all capital budget requests, applies available funding sources and discusses debt capacity  Track and record tangible capital asset acquisitions and disposals  Prepare tangible capital asset year end working papers for inclusion in the year end financial statements  Monitor and track actual approved capital projects expenditures and allocate approved funding  Maintain and manage all capital budgets through the FMW budget software  Prepare capital reports for all staff and budget preparation  Maintain the Tangible Capital Asset Policy 4) Grant Administration  Complete and submit annual grant applications as required by federal and provincial agencies  Complete and submit annual final grant reporting submissions as required by federal and provincial agencies  Assist all staff in completing grant applications  Continuously research new opportunities for potential grant funding  Assist all staff in assessing grant criteria

2014 Budget

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services Department: Financial Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income Government Transfers

53,042

64,207

40,300

47,300

263,079

301,927

205,500

223,900

483,659

546,504

434,000

436,000

Other Revenues

208

37,718

122,250

Total Revenues

799,988

950,356

802,050

829,450

Salaries, Wages and Benefits

864,160

873,451

677,400

830,550

Contracted and General Services

146,716

140,313

157,785

144,035

Purchases from Other Governments

227,740

234,819

226,620

241,620

8,102

8,493

10,250

5,500

Grants to Organzations

Debentures

Expenses

Materials, Supplies and Utilities

71,692

66,648

61,100

63,000

Other Expenses

Bank Charges and Interest

2,589,726

2,897,412

3,065,033

2,549,533

Total Expenses

3,908,136

4,221,136

4,198,188

3,834,238

Property Tax Support Requirement

3,108,148

3,270,780

3,396,138

3,004,788

2014 Budget Overview Prior to 2014, the Budget and Long Term Planning (BLTP) Department budget had been incorporated into the Financial Services Department budget making it difficult to monitor individual budgets. As this is a stand-alone department, the BLTP 2014 budget has been separated. Prior year actuals have been closed and rolled over. We are unable to separate these amounts from the 2011 and 2012 actuals, which in some cases will be higher than the 2013 and 2014 budgets. The majority of revenues are comprised of outstanding balances, penalties for property taxes, investment interest income and a transfer from the Utility Fund to support overall City operations. Expenditures are mainly comprised of department staff remuneration, staff training and development, annual audit service and an allowance for postage for utility bills and assessment/tax notices. The 2014 budget includes additional staff resources to maintain service levels. Purchases from Other Governments is comprised of the contracted assessment services provided by the Capital Region Assessment Services Commission. The majority of Other Expenses provides for the transfer of retired debentures and the matured Strathcona County payment.

Snapshot

Financial Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

3 key facts about us

1) Responsible for the municipal financial statements and annual audit. 2) Ensure the collection of revenues and payment of vendor invoices. 3) Provide financial information and services in a timely manner to internal and external customers to make informed decisions.

Portfolio 1) 2) 3) 4) 5)

Full Cycle Accounting Tax and Assessment Utility Billing and Collection Cash and Debt Management Financial Asset Safeguard

Key Responsibilities  Ensure all financial transactions are processed in accordance with the Canadian Institute of Chartered Accounts (CICA) , Public Sector Accounting Board (PSAB) accounting principles and City policies  Manage and maintain property assessment, tax system, and utility accounts (including billing and collection)  Provide full cycle accounting to the City and Fort Saskatchewan Public Library  Manage and process all supplier and customer invoices

Opportunities and Challenges 1) Upgrade financial processes and technology to provide superior customer service 2) Insufficient resources to promote opportune implementation of efficiencies 3) Review and update all financial policies and procedures in a timely manner to provide consistency and guidance

Looking Ahead to 2015 and 2016  Continue to implement processes and practices to create efficiencies and enhance customer service  Reduce year end audit timeline  Increase frequency of reporting to stakeholders

Department Overview

Financial Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

We believe that customer service to our internal and external customers is paramount. We provide timely, accurate and relevant information to all stakeholders while promoting transparency. We value efficiency and choose methods, develop policies and engage in practices that minimize the use of resources and maximize results while safeguarding the assets of the City. Portfolio We Offer You Full Cycle Accounting • Financial transaction processing; accounts payable, accounts receivable, and cash receipting • Annual financial statements for the City and Fort Saskatchewan Public Library Tax and Assessment • Property tax roll maintenance and collections • Annual and supplementary combined property assessment and tax notice preparation and distribution • Property assessment database maintenance Utility Billing and Collection • Utility customer account maintenance and collection • Bi-monthly utility billing Cash and Debt Management • Investments secured as per investment policy • Debenture funding application and payment tracking Financial Asset Safeguard • Financial policies and procedures created and updated • Internal controls developed, reviewed and maintained What You May Have Noticed (2013) • Successful 2012 yearend audit • Met Alberta Municipal Affairs reporting requirements and filing deadlines • Streamlined processes in accounts payable gaining efficiencies, increased security and ability to handle increased volumes. Including the following: a) Implemented Electronic Fund Transfers (EFT) for accounts payable payments b) Developed project timeline to transition from traditional credit cards to procurement cards • Continuing to create, review and update financial bylaws, policies, procedures and processes: a) Amend the Utility Bylaw to create operating efficiencies: owners only for utility accounts b) Creating a procurement policy to provide consistency and risk management for purchasing • Implemented changes to utility maintenance and billing best practices to achieve efficient, effective service levels • Collaborated with Information Technology staff to create new custom forms for utility bills, combined assessment and property tax notices, accounts receivable invoices and statements

Department Overview

Financial Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Things that Keep Us Awake at Night (2014, 2015, 2016) • Difficulty recruiting knowledgeable and experienced staff due to a tight recruitment market in the region and with City compensation below the median for most of the capital region • Difficulty retaining staff due to stress of workload and frequent overtime requirements • Steady growth has increased utility, collections and taxation/assessment volumes, impacting the ability to continue to provide our services at the same level given the current staffing resources • Service level compromises due to workload capacity constraints include: a) Development and updating of financial policies b) Procedure documentation and development c) Training and support to departments d) Ability to support City initiatives including records management upgrade and additional Worktech job costing implementation e) Timeliness of financial information to and from Council, Leadership Team and City departments f) Corporate financial planning including a long term debt management strategy g) Upgrade technology and processes to create efficiencies and provide superior customer service through: i) Upgrade to online access for utility and tax customers ii) Implementation of on-line tax certificate generation service for law firms and the public iii) Electronic purchase order implementation iv) E-billing for utility customers v) Electronic bank reconciliation vi) Procurement card integration into financial software Beliefs Translate to Services We cultivate trust and confidence with accurate and timely financial reporting. We believe that with sufficient resources and optimization of financial software that we can meet growing expectations and provide exceptional customer service. Services we provide: 1) Accounting and Finance 2) Utility Administration 3) Property Assessment and Taxation 4) Investment and Cashflow Management 5) External Financial Statement Audit 6) Debt Management 7) Financial Polices 8) Internal and External Department Support and Guidance 9) Internal Controls and Safeguarding of Assets How You Know We’ve Done It Right 1) Accounting and Finance • Maintain reliable and timely financial information on property tax rolls, assessment rolls, utilities and other financial services • Financial processes and reporting comply with Generally Accepted Accounting Principles (GAAP), City policies and procedures, best practices, and governing legislation and regulations

Department Overview

Financial Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

• Timely processing and collection of all cash receipts, accounts payable and general accounts receivable transactions. Volumes include: a) 8,362 (August 2013) Accounts payable invoices processed 11,424 (2012) b) 1,680 (August 2013) Accounts receivable invoices processed 2,381 (2012) • Train business units on financial systems, processes and policies • Review outstanding balances on accounts monthly for collection status • Reconcile incoming deposits and funds weekly to ensure recording accuracy 2) Utility Administration • Administer bi-monthly billing and collection for water, sewer and solid waste customer accounts including account initiation, maintenance and termination. Volumes are as follow: a) 1,152 (2013) Utility accounts on Fort Electronic Payment Plan (FEPP) 1,089 (2012) b) 7,201 (2013) active utility accounts 6,980 (2012) c) 597 (August 2013) Interim final utility bills generated 855 (2012) • Creation of daily work orders to initiate action by the utility operators 3) Property Assessment and Taxation • Administer and maintain the property assessment database provided by the City's assessor contracted through the Capital Region Assessment Services Commission • Maintain bi-monthly property tax account changes provided by Alberta Land Titles • Prepare and distribute annual property assessment and tax notices including supplementary notices • Manage all taxpayer accounts for property owner changes and outstanding balances • Manage the tax sale recovery process as per Municipal Government Act, Part 10, Division 8 • Maintain accounts for taxpayers on the monthly preauthorized FEPP • 10,063 (2013) Combined assessment and property tax notices issued 9,629 (2012) • 1,327 (August 2013) Tax certificates issued 1,724 (2012) • 1,936 (2013) Taxpayers on FEPP 1,801 (2012) • 22 (2013) Tax accounts in the tax sale recovery process 44 (2012) 4) Investment and Cashflow Management • Follow conservative investment strategies to ensure principal amounts invested are at minimal risk as per Investment Policy FIN-010-C • Maintain accurate cashflow forecasts to allow for maximum dollars to be available for investments. • Ensure adequate cash balances are available for operating and debt repayment • Manage banking relationship 5) External Financial Statement Audit • Coordinate the City's yearend audit process with auditors • Ensure all financial processes and reporting complies with GAAP, City policies and procedures, best practices, and governing legislation and regulations • Prepare consolidated (City and Library) financial information for the annual audit

Department Overview

Financial Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

• Complete financial statements and supporting working papers in accordance with GAAP and public sector accounting principles • Complete Financial Information Return (FIR) in accordance with provincially legislated mandate • Implement audit recommendations • Complete statistical returns for the provincial and federal government 6) Debt Management • Track and update debentures as payments are made • Include future debt funding requirements in multi-year budgets • Process debenture applications and requests in time to support cash requirements • Prepare associated debenture bylaws, supporting documents and advertising for Council and Alberta Capital Finance Authority (ACFA) approval • Manage debt limits and debt service as per provincial legislated regulation • Ensure debt levels do not exceed the City's ability to pay or the legislated debit limits 7) Financial Polices • Develop, implement and maintain the City's financial policies in accordance with City strategies and financial stewardship of the City's resources • Ensure financial policies are implemented on a department level • Create policies to be created in 2014 including procurement and debt management 8) Internal and External Department Support and Guidance • Invest in intellectual capital; ongoing training and mentoring of staff on financial standards, software and best practices • Provide financial support to City staff by participating in cost analysis and providing financial analysis for decision making • Work with Information Technology staff to utilize technology to streamline and automate processes, creating efficiencies • Advise and guide City department staff on accounting and financial issues and concerns • Receive input on process improvements from City staff impacted by changes • Provide guidance and support on improving the job costing processes and systems • Provide ticket management and control for transit including: a) Monthly sales reconciliation, collection for internal and external ticket outlets b) Maintain, reconcile and replenish transit ticket inventory 9) Internal Controls and Safeguarding of Assets • Secure compliance with organizational policies and procedures to appropriately safeguard all financial assets • Review and implement strong internal controls while ensuring effectiveness and efficiency of financial processes

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services

Department: Fire Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

12,485

8,993

4,900

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

Total Revenues

12,485

8,993

4,900

Salaries, Wages and Benefits

856,115

812,457

960,400

1,078,000

Contracted and General Services

159,662

129,604

167,750

163,450

46,293

54,840

58,593

73,508

116,006

102,635

139,000

135,200

Grants to Organzations

Debentures

Bank Charges and Interest

Other Expenses

440,750

300,000

Total Expenses

1,618,826

1,399,536

1,625,743

1,750,158

Property Tax Support Requirement

1,606,341

1,390,543

1,620,843

1,745,258

Penalties and Interest

Expenses

Purchases from Other Governments Materials, Supplies and Utilities

2014 Budget Overview The majority of expenditures is comprised of department staff remuneration, staff training and development and costs relating to annual memberships, printing of the Emergency Action Guide and repairs and maintenance of equipment and vehicles. Also budgeted in this department is the 911 Emergency Dispatch Service contract with Strathcona County and an allocation for supplies, uniforms, helmets, bunker gear, equipment and fuel. Other Expenses allows for the annual transfer to reserve to offset the costs of future replacement of equipment and vehicles.

Snapshot

BUDGET

Fire Services

_______________________________________

2014

Engaged People Thriving Community

(Corporate and Protective Services)

_______________________________________

1) Meeting the Service Level Policy in the areas of response, training, equipment and fire code requirements.

2) Work with developers to ensure they build fire safe communities that focus on fire prevention, fire equipment accessibility and hydrant placement.

key facts about us

3) Fire Underwriters Survey requirements are met to ensure commercial and residential property insurance rates remain the lowest possible.

Portfolio 1) Fire Service 2) Emergency Preparedness

Key Responsibilities     

Fire rescue operations, prevention, inspections, equipment, inventory and public education Manage emergency response, training and investigation Administer the Alberta Fire Code Maintain the organization's communication system Maintain the Municipal Emergency Preparedness Plan, public notification systems and mutual aid plans

Opportunities and Challenges 1) Increased challenge of maintaining current service levels with growth and increasing call volumes 2) Opportunity to educate and work with developers and builders on the requirements of the Alberta Building Code 3) Opportunity to develop a formal proactive Building Inspection Program

Planning for the Future: 2015 and 2016  Completing response optimization analysis and the requirement for an additional fire station (2015)  Review and update the Service Level Policy and Quality Management Plan (2015)  Update the five year fire department planning document (2016)

Department Overview

Fire Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

We believe that the every person who lives in and visits our City instantly feels protected and safe. Our exemplary fire service ensures the protection and preservation of life, property and the environment. We provide timely and effective fire response to emergency situations that threaten life, health, property and the environment. Portfolio We Offer You Fire Service  Fire Rescue Operations  Prevention and Inspections  Equipment and Inventory Emergency Preparedness  Maintain the Municipal Emergency Plan What You May Have Noticed (2013)  Completed: a) Fire underwriters survey to validate insurance grading for the community b) Naming of the fire station to “Walter Thomas Fire Station” c) Replacement of rescue tools (jaws of life) d) Replacement of firefighters’ helmets e) Siren testing and maintenance Things that Keep Us Awake at Night (2014, 2015, 2016)  With new building construction, busier roadways, and increased call volumes the risk of an injury or fatality to one of our members is a very real possibility. Everyone who goes out comes back.  Ability to maintain response staffing levels as per the Service Level Policy to ensure Fire Fighter safety  Ability to retain staff as call volume increases placing more demand on the member’s time  Training fire fighters to maintain standards and required skills  Keeping pace with new technology and best practices (electric vehicles as an example)  Ensure developers meet the Alberta Fire Code and zoning requirements such as: a) Fire hydrants located at the correct sites; b) Getting in and out of a neighbourhood and large commercial projects with our trucks; c) Easy to navigate to street names; d) Build neighbourhoods that allow for a fire safe community that meets the current response time requirements  Meeting deadline for incident reporting; too many incidents, not enough resources Beliefs Translate to Services We believe in a proactive approach to reducing the risk to life and property for the residents and visitors of our City. We provide effective service delivery to reduce risk and promote community well being, confidence and safety through education, fire code compliance, and fire rescue response. Services we provide: 1) Fire Rescue Operations 2) Fire Prevention and Inspections

Department Overview

Fire Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

3) Equipment and Inventory 4) Emergency Preparedness How You Know We’ve Done It Right 1) Fire Rescue Operations  Fire rescue response as per Service Level Policy (see attached policy)  Fire investigation  Fire rescue training and recruitment  All emergency calls are responded to in accordance with Service Level Policy  One 12 member crew call at all times  All fires are investigated and reported to the Province  Training is delivered to the Service Level Policy  92.9% (August, 2013) total calls meeting the Service Level Policy 93.7% (August 2012)  205 (August, 2013) total emergency response calls an increase of 18% 174 (August 2012)  10 (August 2013) fire investigations completed 5 (August 2012) 2) Fire Prevention and Inspections  Managing the Alberta Fire Code and Safety Codes Act under the fire discipline as defined by the City’s Quality Management Plan  Educational programs, public relations events, pre-planning, alarm call follow up, permitting  Inspections and occupancy loads  Engaging with the Planning and Development department on new development in the community  Quality Management Plan is audited by the Safety Codes Council every two years  Commercial and industrial buildings and multi-family occupancies inspection requests are met within the requested timelines  Permits issued for residential fire pit new installations and inspection of fire pits  Attend Planning and Development meetings as required  Reduction in repeat alarm calls by following up with property owners  Host the Prevent Alcohol and Risk Related Trauma in Youth (PARTY) program; eight programs per year  Participate in the following community programs: a) Canada Day, Legacy Park Festival, McHappy Days, Tim Hortons Camp Days, Chamber Trade Show, Santa Claus Parade, Rivercrest and Turner Lodge BBQ for seniors, Remembrance Day, Baptist Church Picnic and a number of block parties.  175 (August 2013) total completed inspections 105 (August 2012)  42 (August 2013) total public programs 39 (August 2012) 3) Equipment and Inventory  Maintain fire apparatus and equipment to legislated requirements and industry standards  Manage all fire department inventory  Manage and maintain City wide radio system and inventory  Equipment is fully functional and tested in accordance with legislation and standards  Capital and operational maintenance budgets are met

Department Overview

Fire Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

4) Emergency Preparedness  Enact legislative requirements for emergency preparedness as per the Emergency Management Act  Maintain the City’s Municipal Emergency Plan, Emergency Operations Center, siren system and staff training  Municipal Emergency Plan reviewed with the Alberta Emergency Management Agency  Annual testing of the Municipal Emergency Plan though a table top exercise  Annual City staff training: Incident Command System and Emergency Operations Center  Ensure effective emergency communications and public warning by maintaining appropriate systems and equipment such as: a) Early Warning Outdoor Siren System b) Annual public warning siren system testing and maintenance c) Having approved and trained users of the Alberta Emergency Alert Public Warning System d) Maintain the City’s usage of the Northeast Regional Community Awareness Emergency Response (NRCAER) community notification system: i) Post all unusual emergency related activities on the call-in line ii) Activate the call-out line as per adopted protocols iii) Annual testing of entire community notification system

COUNCIL POLICY

SAF-015-C

Fire Department Service Level Date Issued: 01.Nov.11

Mandated by: Council

Current Revision:

Cross-reference:

Next Review Diarized: 01.Jan.14

Responsibility: Fire Chief

POLICY

City Council believes the services provided by the Fort Saskatchewan Fire Department are essential in responding to fire, rescue, life threatening emergency situations, fire prevention and public education. DEFINITIONS



Pump - An Underwriters Laboratories of Canada listed Fire Truck as defined by the National Fire Protection Association (NFPA)

GUIDELINES

This policy is required to meet the intent of the Alberta Occupational Health & Safety of Practice for Fire Fighters and to ensure industry standards and benchmarks are met. These standards are set by the NFPA, are based on research and balance the needs of the public, the safety of fire rescue personnel and the protection of lives, property and the environment.

The Fire Department service level will strive to meet or exceed NFPA standards as outlined in Appendix ‘A’; subject to budget approval.

The City of Fort Saskatchewan shall ensure that a Fire Services Quality Management Plan as required by the Alberta Safety Codes Act, establishing responsibilities and minimum performance criteria, and a Fire Quality Management Plan approved by Alberta Safety Codes Council are in place.

Subject to Guideline two (2), Fire Administration shall ensure that the level of service identified is adhered to and that employees providing services are competent and qualified to meet the service level standards.

CITY OF FORT SASKATCHEWAN COUNCIL POLICY

SAF-015-C

The City of Fort Saskatchewan recognizes that the Fire Department is authorized to provide services within the Community’s municipal boundary area as outlined in the Fire Department Bylaw and as listed in Appendix ‘A’.

This policy shall be reviewed every two (2) years.

______________________________ City Manager (Original Signed by CC Interim)

Page 2

CITY OF FORT SASKATCHEWAN COUNCIL POLICY

SAF-015-C APPENDIX ‘A’

City of Fort Saskatchewan Fire Department STANDARDS AND SERVICE LEVELS SERVICE PROVIDED

Standard

LEVEL of SERVICE

Insurance Grading

Fire Underwriters Survey

Maintain grading classification of Dwelling Protection Grade 3A and Public Fire Protection Grade 5.

NFPA 1901 Standard for Automotive Fire Apparatus

Fire Apparatus shall be maintained as per NFPA Standard and Life Cycled out every Twenty Years.

Equipment Replacement Fire Apparatus

NFPA 1911 Standard for the Inspection, Maintenance, Testing, and Retirement of InService Automotive Fire Apparatus NFPA 1914 Standard for Testing Fire Department Aerial Device

Personal Protective Equipment

NFPA 1915 Standard for Fire Apparatus Preventive Maintenance Program NFPA 1500 Standard on Fire Department Occupational Safety and Health Program

All Personal Protective Equipment shall be purchased, maintained and life cycled as per NFPA Standards.

NFPA 1851 Standard on Selection, Care, and Maintenance of Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting NFPA 1852 Standard on Selection, Care, and Maintenance of Open-Circuit Self-Contained Breathing Apparatus (SCBA)

General Equipment

NFPA 1971 Standard on Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting NFPA 1931 Standard for Manufacturer's Design of Fire Department Ground Ladders

All Fire Department Equipment shall be purchased, maintained and tested as per the applicable NFPA Standard.

Page 3

CITY OF FORT SASKATCHEWAN COUNCIL POLICY

General Equipment Cont.

SAF-015-C

NFPA 1932 Standard on Use, Maintenance, and Service Testing of In-Service Fire Department Ground Ladders NFPA 1936 Standard on Powered Rescue Tools NFPA 1961 Standard on Fire Hose NFPA 1962 Standard for the Inspection, Care, and Use of Fire Hose, Couplings, and Nozzles and the Service Testing of Fire Hose NFPA 1963 Standard for Fire Hose Connections NFPA 1964 Standard for Spray Nozzles NFPA 1965 Standard for Fire Hose Appliances

Emergency Dispatch Services 911 Service

Emergency Fire Dispatch

Incident Command Services Incident Command

NAED (North American emergency dispatch) EFD (emergency fire dispatch) NAED (North American emergency dispatch) EFD (emergency fire dispatch)

24/7 911 call answer and dispatch service.

NFPA 1021 Level 1 Standard for Fire Officer Professional Qualifications

All emergency response incidents shall have an Incident Commander as per NFPA Standards.

One Dispatcher available on call per platoon.

NFPA 1561 Standard on Emergency Services Incident Management System NFPA 1720 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments

Page 4

CITY OF FORT SASKATCHEWAN COUNCIL POLICY

Incident Safety Officer

Rapid Intervention Team

Fire Fighting Services Structural

NFPA 1500 Standard on Fire Department Occupational Safety and Health Program

All emergency response incidents shall have an Incident Safety Officer as per NFPA Standards.

NFPA 1521 Standard for Fire Department Safety Officer NFPA 1407 Standard for Fire Service Rapid Intervention Crews

All emergency response incidents shall have a Rapid Intervention Team as defined in NFPA Standards.

NFPA 1001 Level II Standard for Fire Fighter Professional Qualifications NFPA 1002 Standard for Fire Apparatus Driver/Operator Professional Qualifications

Industrial

Vehicle

NFPA 1081 Standard for Industrial Fire Brigade Member Professional Qualifications Advanced Exterior As per Structural

Wildland /Urban Interface

As per Structural

Emergency Medical Services Medical Co-Response (MCR)

Rescue Services

SAF-015-C

Basic Plus First Aid / Health Care Provider CPR

Two Pumps, Rescue Response 15 staff plus Incident Command Services. Meet full deployment of above resources within 6 (Six) minutes of initial arriving apparatus 90% of the time. Meet the initial response time requirements as defined in the Fire Department Response time map as approved by council 90% of the time. Appendix â&#x20AC;&#x2DC;Bâ&#x20AC;&#x2122;. Two Pump response 10 staff plus Incident Command Services.

Two Pump response 10 staff plus Incident Command Services. Brush Truck, Pump response 10 staff plus Incident Command Services.

Rescue Response 4 staff plus Incident Command Services.

NFPA 1006 Standard for Technical Rescuer Professional Qualifications

Motor Vehicle , Machinery

NFPA 1670 Standard on Operations and Training for Technical Search and Rescue Incidents Operations Level

Ice Rescue

Operations Level

Surface Water Rescue

Operations Level

Trench Rescue

Operations Level

Confined Space Rescue

Operations Level

Rescue, Pump response 10 staff plus Incident Command Services. Rescue, Pump response 10 staff plus Incident Command Services. Boat, Rescue response 10 staff plus Incident Command Services. Rescue, Pump response 10 staff plus Incident Command Services. Rescue, Pump response 10 staff plus Incident Command Services. Page 5

CITY OF FORT SASKATCHEWAN COUNCIL POLICY

Rope Rescue

Operations Level

Elevator Rescue

Operations Level

Power Lines Down/Electrical Hazards Building Collapse

Operations Level

Dangerous Goods Services Hazardous Materials Response

Operations Level

NFPA 471 Recommended Practice for Responding to Hazardous Materials Incidents Operations Level

SAF-015-C

Rescue, Pump response 10 staff plus Incident Command Services. Rescue, Pump response 10 staff plus Incident Command Services. Rescue, Pump response 10 staff plus Incident Command Services. Two Pump Rescue Response 15 staff plus Incident Command Services.

Rescue, Pump Response 10 staff plus Incident Command Services.

NFPA 472 Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents Operations Level Inspection Services

Safety Codes Officer Fire Inspection discipline

As per Quality Management Plan Appendix ‘C’.

Safety Codes Officer Fire Investigation discipline

As per Quality Management Plan Appendix ‘C’.

Alberta Fire Code Compliance Construction Fire safety plan reviews Occupancy loads Evacuation plan reviews New development reviews Building Pre-Plans Investigation Services

All Fires are Investigated for Cause and origin. Public education programs are delivered on request.

Public Education Services

Training Services

NFPA 1041 Standard for Fire Service Instructor Professional Qualifications

Staff are appropriately trained as per NFPA Standards.

NFPA 1403 Standard on Live Fire Training Evolutions

Page 6

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Corporate and Protective Services

Department: Protective Services Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income Government Transfers

28,492

27,405

29,000

1,706,796

2,232,728

2,134,200

2,165,200

560,457

561,142

558,352

570,120

Other Revenues

5,680

312,144

Total Revenues

2,301,425

3,133,419

2,721,552

2,764,320

1,304,041

1,414,819

1,507,100

1,569,100

343,140

484,682

644,100

669,300

1,622,638

2,833,319

3,078,500

3,594,800

27,721

25,702

37,900

38,500

Expenses Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations Debentures

Bank Charges and Interest

Other Expenses

237,236

280,600

31,556

Total Expenses

3,534,776

5,039,122

5,299,156

5,903,256

Property Tax Support Requirement

1,233,351

1,905,703

2,577,604

3,138,936

2014 Budget Overview Revenues are primarily comprised of various service fees relating to criminal record checks and motor vehicle collision reports. Fines, licenses and permits relating to photo laser operations and intersection safety device camera infractions is budgeted in this department. Revenues also include the Municipal Policing Grant and the Premier’s Initiative Grant; transfers from the Province which support police enforcement in our community. Expenditures consist of department staff remuneration, staff training and development, and photo operations processing costs. Purchases from Other Governments provides for the annual contracted policing costs and in 2014 includes the cost of one additional police resource. Other Expenses includes an allocation to transfer funds to reserve for the future replacement of equipment.

Snapshot

Protective Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

1) Although traffic volumes have increased, the number of collisions, trauma and injuries has

not due to successful road and traffic signal design, education and consistent traffic enforcement.

key facts about us

2) RCMP and Municipal Enforcement response to all calls for service contribute to maintaining a high quality of life in Fort Saskatchewan.

3) Staff retention is challenged due to higher regional pay grades and better career

opportunities in the region making recruitment difficult and increasing training costs.

Portfolio 1) Policing 2) Municipal Enforcement 3) Animal Control

Key Responsibilities     

Enforcement and education of all laws Traffic safety for all road users Maintaining quality of life through tracking of local trends and issues Maintaining consistent enforcement of drug activities in the community Civilian oversight to maintain police accountability and transparency

Opportunities and Challenges 1) 2) 3) 4)

Maintaining police service levels and standards in a growing community, within the resourcing budget Moving towards an RCMP and Municipal Enforcement integrated traffic unit Improving quality of investigative work and follow-up communication with complainants Enhance Community Peace Officer performance and safety with the rollout of the City wide radio system and the installation of in car computers in 2014

Looking Ahead to 2015 and 2016    

Reviving some form of neighbourhood watch crime prevention program Maintaining quality service in all areas in a quickly growing community Providing front line service without losing dedicated resources in special sections Full time Integrated Traffic Unit (2015)

Overview Department

Protective Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

We believe that the every person who lives and visits our City instantly feels cared for and protected. We provide a balance of enforcement and education which contributes to the quality of life in our City. Law enforcement is the framework of what we do and humanity and caring are why we do it the way we do. Portfolio We Offer You Policing  Emergency response to all calls for service  Proactive patrols  Enforce Federal, Provincial and Municipal legislation  Family, neighbor and motorists dispute resolution  Serious crime and drug enforcement  Traffic education and enforcement  Community policing  Education initiatives and media communications Municipal Enforcement  Response to all calls for service  Traffic and parking enforcement  Automated Traffic Enforcement (four intersection safety cameras and manned photo enforcement)  Enforce Provincial legislation: traffic, tobacco, weeds, animals and pests  Enforce Municipal legislation: traffic, community standards, animal control  Neighbor and motorists dispute resolution,  Educational initiatives and media communications Animal Control  Response to all calls for service  Proactive patrols  Education initiatives, media communications and portable signs  Enforcement of the Animal Control Bylaw  Partner with RCMP on dangerous dogs or protection of animals What You May Have Noticed (2013)  Commenced construction of the new municipal services RCMP building  Council approved the attached Policing Priorities for April 1, 2013 to March 31, 2014  Collaborated with Building Bridges in the creation of a Community Safety Strategy  Community based business model including: a) Community input, priority setting and collaboration with Building Bridges b) Established partnerships with Health Services, Mental Health and all schools c) Partnered with Family and Community Support Services (FCSS) in seniors and youth relationship building activities  Developed a plan for an integrated traffic unit comprised of Municipal Enforcement and the RCMP

Overview Department

Protective Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

 Began education and enforcement of the Community Standards Bylaw with new processes for unsightly premises, long grass and appropriate use of trash disposal containers at construction sites  Updated the animal control fine schedule  Continue to address excessive traffic noise concern by meeting with concerned citizens and continuing to enforce offences Things that Keep Us Awake at Night (2014, 2015, 2016)  RCMP and Municipal Enforcement's ability to meet all requests for service  Prioritization is necessary, and at times, complainants are not satisfied with the level of attention  Theft and vandalism in the business community  Prevention activities and ways of bringing the business community together have begun by meeting with Eastgate Business Park business owners and residential developers. Plans are to continue the partnership and address issues in innovative ways.  Pay grades and career opportunities within the region affect our ability to be an employer of choice  RCMP security clearance process delays have become unreasonably lengthy and impacts our ability to hire staff and get them working quickly; RCMP are addressing the situation through their channels Beliefs Translate to Services We strive to provide caring and equitable protective services to all residents and visitors at all times. We evaluate our service regularly to ensure we meet our commitment. Services we provide: 1) Contracted RCMP Service 2) Traffic: Joint RCMP and Municipal Enforcement 3) Municipal Enforcement 4) Animal Control How You Know We’ve Done It Right 1) Contracted RCMP Service  Uphold the law and provide police services at the highest possible level  All calls for service to the RCMP are responded to, investigated and complainants are provided follow-up information  Calls for service: 7,059 (at August 2013) - 7,184 (as at August, 2012)  Workload volumes: Criminal Code (CC) Crime Rate per 1,000 population volumes are as follows (volumes as of January to August for each year): a) CC Persons: 46 (2013) 42 (2012) 22 (2011 Provincial Average) b) CC Property: 124 (2013) 120 (2012) 48 (2011 Provincial Average) c) CC Other: 78 (2013) 87 (2012) 28 (2011 Provincial Average) d) Total: 248 (2013) 250 (2012) 98 (2011 Provincial Average)  Goal of increasing solve rates for reported crimes  Focus on drugs and violence in the community  Police conduct proactive patrols in all areas of the community

Overview Department

Protective Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

 Emergency Dispatch services provided: a) Onsite: 8:00am to 2:00am, 365 days a year b) Through Edmonton Telecoms services: 2:00am to 8:00am  Front counter services include motor vehicle collisions, security clearances and other services  Serious, high risk and organized crime is consistently investigated, tracked and enforced and includes proactive work ensures RCMP keep abreast of any negative activities in our City  Community policing; a) Provides education, presentations and Drug Awareness Resistance Education (DARE) training in the schools b) Provides presentations on anti-bullying, seniors education for safety and fraud prevention  Joint RCMP and Municipal Enforcement bike patrols during summer months which enhances service to the community and focuses on negative activities in public places, including vandalism, intoxication, unruly behavior and disturbing the peace  Industry partnerships include Northeast Region Community Awareness Emergency Response (NRCAER) and Dow Community Advisory Panel (CAP)  Emergency preparedness planning in conjunction with other City departments, community organizations and industry  Participate in monthly meetings of the Emergency Preparedness Committee and annual exercises, both locally and regionally  Police and Municipal Enforcement maintain a strong partnership with the media for educational and communication purposes  All complaints against RCMP Officers or our service are investigated  Federal, provincial and regional partnerships and association memberships are maintained to benefit local protective services operations with current issues, initiatives and opportunities for shared programs or funding  Consult with the Policing Committee on policing strategies  Public Complaints Director appointed by the Policing Committee to receive complaints against RCMP Officers 2) Traffic: Joint RCMP and Municipal Enforcement  Proactive and reactive enforcement is focused on local issues and provided at levels sufficient to encourage good driving behaviors in the community  Automated enforcement compliments the manned traffic work and all activities fit within the mandate of the current Traffic Safety Plan  Goal of all traffic activities is to reduce injury and trauma for all users of the road  Working towards a full time Integrated Traffic Unit for 2015 3) Municipal Enforcement  All calls for service are responded to, investigated and complainants provided with follow-up information  Follow all guidelines set out by the Alberta Solicitor General and Public Security for Community Peace Officers and Automated Traffic Enforcement (ATE) activities  Province conducts annual audits in all areas of operation

Overview Department

Protective Services (Corporate and Protective Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

 ATE activities include the operation of four Intersection Safety Device cameras and manned photo laser operations in all areas of the City  ATE ticket processing includes internal by staff and final reviews by the contractor  Ticket are issued and mailed by a contractor  Traffic, parking, community standards, animal control and other legislation is created to serve our community and enforced as required  Educational efforts ensure that the community is aware of local standards  Provincial legislation is enforced in all required areas: weeds, youth smoking, pests and others  Participate in educational initiatives, media partnerships, attendance at special events, Prevent Alcohol Related Trauma in Youth (PARTY) program and the Bike Rodeo  Comply with all Occupational Health and Safety, and Solicitor General standards for Community Peace Officers  Complaints against Community Peace Officers are investigated according to City policy and Solicitor General guidelines 4) Animal Control  Calls for service are responded to, investigated and complainants provided with follow up information  Ensure legislation remains current and effective  Education and media partnership to raise awareness of all requirements of pet owners  Promote cooperation of all pet owners in maintaining our trails, parks and green spaces  Conduct proactive patrols in all areas of the City to ensure compliance with all bylaw requirements  Patrol and monitor problems with urban pests, beavers, coyotes, skunks and other animals  Meet our provincial obligation for pest control  Liaise with provincial Fish and Wildlife on all wildlife issues  Provide accurate recordkeeping an all activities  Complaints against Animal Control Officers are investigated according to established service levels and customer service standards

Policing Priorities April 1, 2013 to March 31, 2014 Approved by Council April 23, 2013 Police priorities are determined through analysis of statistical information, gathered intelligence as well as Council and community consultation. Specific initiatives are developed to support each priority and are tracked and reported on quarterly. Approved priorities are: 1. Traffic Safety – Improve road safety through implementation of the Traffic Safety Plan for 2013 which focuses on four initiatives: intersections, alcohol, distracted driving and speed. Include enforcement of excessive traffic noise and equipment violations in all traffic operations, as this has been identified as a community concern. 2. Substance Abuse – Many thefts within the community can be related to substance abuse. Initiatives for this priority focus on enforcement of drug trafficking through intelligence gathering and development of sources. In addition, the D.A.R.E and P.A.R.T.Y programs will continue as a means of bringing awareness to students about the dangers of substance abuse. 3. Violence and Bullying – schools and seniors: Violence and bullying are a concern in our community as well as across the province and country. A recent request from both local high schools for a Schools Resource Officer reflects this concern. A multi-faceted approach is required to reach all ages and demographics with education, awareness and action. In light of this, RCMP initiatives focus on building partnerships with local social agencies to provide bullying awareness presentations to youth and senior groups. The RCMP also works closely with the Families First Violence Prevention Coordinator to address domestic violence issues throughout the community. 4. Visibility of Police – This was also a policing priority in 2012 / 2013. Police engagement and visibility was identified by the community as important for both crime reduction and prevention. Initiatives will continue to focus on foot patrols, traffic operations and police participation in community special events. Community partnerships such as Building Bridges provide opportunities for police to work together on the common goals outlined in the Community Safety Strategy. There is also increasing concern about break, enter and thefts in the light industrial and commercial areas of the City and this creates an opportunity for police to work together with business owners to develop a community approach to increased security.

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Approved

Proposed

Actual

Budget

2011

2012

2013

2014

Revenues Sales, Rentals and User Charges

13,226,871

14,042,247

15,201,427

1,426,896

1,427,155

1,176,200

1,518,100

Penalties and Interest Fines, Licenses and Permits Investment Income

17,657,101

Government Transfers

918,527

1,003,568

946,163

929,263

Other Revenues

853,823

841,956

1,033,252

2,601,952

Total Revenues

16,426,117

17,314,926

18,357,042

22,706,416

Expenses 10,273,885

11,103,650

11,835,808

13,125,215

Contracted and General Services

Salaries, Wages and Benefits

6,783,429

7,157,778

7,411,203

8,992,306

Purchases from Other Governments

5,151,985

5,414,600

6,007,017

6,382,973

Materials, Supplies and Utilities

3,958,888

4,275,322

4,912,089

4,857,139

Grants to Organzations

1,054,964

1,201,732

1,226,533

1,285,732

Debentures

1,734,318

2,447,486

3,632,702

3,949,763

Other Expenses

2,440,693

2,280,376

1,757,347

2,389,952

Total Expenses

31,398,162

33,880,944

36,782,699

40,983,080

Property Tax Support Requirement

14,972,045

16,566,018

18,425,657

18,276,664

Bank Charges and Interest

Divisional Departments

Project Management 2.7%

Infrastructure Management 60.2%

Planning and Development 1.4%

Economic Development 2.9%

Recreation Services 17.6% Culture Services 9.6% Family and Community Support Services 3.6% General Manager 2.0%

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Department: General Manager Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges

Penalties and Interest

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

T ot al Reven u es

367,951

466,096

255,975

268,579

33,065

39,470

44,395

83,340

E xpen s es Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations

25,411

21,640

28,440

2,890

9,327

9,607

10,952

Debentures

Bank Charges and Interest

Other Expenses

8,550

T ot al E xpen s es

435,754

545,083

338,417

365,761

P ropert y Tax Su pport Requ irem en t

435,754

545,083

338,417

365,761

2014 Budget Overview The budget primarily consists of department staff remuneration and expenditures related to strategic planning initiatives. The Grants to Organization budget provides for an allowance for the annual per capita amount provided to the North Saskatchewan Watershed.

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Department: Infrastructure Management Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income

10,965,751

11,703,498

12,852,609

15,284,833 -

171,500

278,125

91,200

238,800

Government Transfers

114,422

118,959

113,300

111,300

Other Revenues

363,439

619,627

721,752

2,170,452

11,615,112

12,720,209

13,778,861

17,805,385

Tot al Reven u es

E xpen s es Salaries, Wages and Benefits

5,219,683

5,520,502

6,045,475

6,905,725

Contracted and General Services

4,732,097

5,188,968

4,969,525

6,210,145

Purchases from Other Governments

5,151,985

5,414,600

6,007,017

6,382,973

Materials, Supplies and Utilities

3,555,852

3,874,448

4,214,299

4,415,699

Grants to Organzations Debentures Bank Charges and Interest Other Expenses Tot al E xpen s es P ropert y Tax Su pport Requ irem en t

25,015

2,969

28,000

553,681

1,267,477

2,441,102

2,758,163

1,948,748

1,871,390

1,506,737

2,105,971

21,187,061

23,140,354

25,212,155

28,806,676

9,571,949

10,420,145

11,433,294

11,001,291

2014 Budget Overview Revenues are primarily from utility user fees (as specified in the Utility Budget section of the budget document), public transit, facility rentals and an anticipated increase in high load light turnings. Government Transfers provide for the provincial unconditional grant which supports maintenance of the province’s highway running through our municipal boundary. Other Revenue consists of the reserve transfers to support debenture payments for City Hall, the new RCMP building and the pilot public transit project. Expenditures consist of department staff remuneration, staff training and development, maintenance of City buildings, parks and open spaces. Contracted Services and Materials/Supplies expenditures allows for the cost of operating the municipal utility fund operations, public transit, maintenance of City buildings, parks and open spaces, power, gas, water, sewer and solid waste. Grants to Organizations provides for a grant to the Fort Saskatchewan Prairie group and a matching grant to the Urban Forest group. Debenture payments for City Hall and the RCMP building (both offset by revenue), roadway maintenance and utilities (offset by user fees) are included in this department’s budget. Other Expenses mainly consist of a transfer to reserve to support replacement of future equipment and vehicles and reserve transfers to support future utility infrastructure replacements.

Snapshot Infrastructure Management (Infrastructure and Community Services)

3 key facts about us

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

1) Maintain 460 hectares of manicured park space (compared to 320 in 2006) 2) Our city has a unique reputation and is envied by other communities in the Capital Region for our City's beauty and service levels 3) Unpredictable climate has direct impact on the successful delivery of our service levels

Portfolio 1) General Administration 2) Parks, Arenas and Facilities 3) Roads, Utilities and Equipment

Key Responsibilities    

Maintain manicured parks and open spaces Snow and ice removal control Maintain roadway networks that sufficiently support movement of people and goods Maintain utility operations which provides safe potable water at all times

Opportunities and Challenges 1) Investigate innovative approach to snow clearing in neighbourhoods with narrow streets 2) Facilitate post secondary students with low cost transit options that are more flexible to their school schedules 3) Utilize current software program to gain process efficiencies and enhance operations reporting 4) Enhance our solid waste management program resulting in lower operational costs and achieving high diversion rates

Planning for the Future: 2015 and 2016  Improve sustainability of transit system services, solid waste management, snow and ice control, weed management plan, and parks management plan

Department Overview Infrastructure Management (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

We believe that every person who lives in and visits our City instantly experiences our contribution to our beautiful and safe community. We want it to be obvious that we do this better than any other community in the region. We use systematically designed operations and maintenance programs to ensure our trees, shrubs, grasses, trails and roadways look their best, our snow and ice removal program is second to none, our utility operations are uninterrupted, and our transit system provides optimized mobility. Portfolio We Offer You General Administration  Commuter Transit Service  Asset Management Parks, Arenas and Facilities  Maintain parks, green spaces, trails, playgrounds and sportsfields  Maintain trees, boulevards, shrubs and flower beds  Manage City cemetery and memorials  Maintain and clean all City owned facilities and buildings  Make and maintain ice at City arenas  Maintain trails, sidewalks, pedestrian bridges and tunnels Roads, Utilities and Equipment  Maintain road surfaces, sidewalks, traffic lights, signs, bridges and medians  Maintain water, sanitary sewer, storm water systems and pumping stations  Maintain boat launch and docks  Maintain all City owned mobile equipment  Maintain water distribution and sewage collection systems (in collaboration with regional commissions)  Manage residential and commercial solid waste and recycle collection contracts  Maintain and manage the City’s Transfer Station  Manage the City vehicles and equipment fleet  Provide local commuter transit services (in collaboration with the Edmonton Transit System) What are We Up To Now (2013)  Evaluate and trial of new solid waste collection options to increase our diversion rates. Study the options for innovative waste management disposal programs.  Incorporate new residential and commercial development into existing operations  Refine lifecycle strategies for the maintenance of all City assets including facilities  Install additional trails, benches, trees, and a floating dock on the Lion’s Club Fish Pond at West River’s Edge Park  Complete and utilize the Asset Management System for operational planning

Department Overview Infrastructure Management (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

 Provide recommendations to improve the City’s commuter and local transit service: a) Develop a direct commuter route promoting a 45 minute service to downtown Edmonton b) New Park N Ride at the Dow Centennial Centre c) Implement a Student U-Pass bridging program called the Loonie Ride which facilitates reduced costs for students and parents alike Things that Keep Us Awake at Night (2014, 2015, 2016)  Snow & Ice Control: reviewing program to determine if efficiencies can be captured through innovations, techniques and process changes  Unclear what our solid waste program will be at this time. Researching best options for our community.  The City's growth has impacted our ability to maintain our community's pristine appearance. Since 2006 the: a) Population has grown by 45% (15,000 to 21,795) b) Manicured park space has increased by 44% (320 to 460 hectares) c) Roadways have increased by 13% (148km to 167km) d) Full time equivalent staff compliment for parks and open spaces has increased 2% and our roads and utility staff by 10% e) Existing staff are unable to maintain the current service level f) 2014 budget includes additional FTEs to accommodate maintaining the service levels  Review the Transfer Station hours of operation to expand current hours of operation and explore if an additional full time position required  New approach to defining service levels to align with our belief. Uncontrollable, unpredictable climate impacts our department's success in spite of the best laid plans. All the aerating in the world will not result in beautiful green grass in drought conditions; additional watering will be required, but may not be within current service level allowances. Wet weather combined with high temperatures create aggressive tree and grass growth which requires more turf maintenance and tree pruning then allowed in the current service level allowances. Considering options that allow more flexibility in meeting current service levels.  Westpark water pumping station expansion and the additional Capital Region Water Services Commission supply line will reduce the City’s risk of potable water delivery failure.  Establishing an effective weed control program with little impact on the environment is difficult to balance with unpredictable weather patterns and budget pressures. Beliefs Translate to Services We believe that a beautiful, safe, passable community creates a comfort level and a sense of pride for our residents. We create community pride through our exemplary programs and service levels. We are proud that our City's reputation for being a clean, beautiful community is spoken of well beyond our municipal borders. Services we provide: 1) Snow Removal 2) Sidewalk and Trail System Clearing

Department Overview Infrastructure Management (Infrastructure and Community Services)

3) 4) 5) 6)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

Turf and Tree Maintenance Utility Maintenance Roadway Sweeping and Maintenance Solid Waste Collection and Management

How You Know We’ve Done It Right 1) Snow and Ice Removal  Completed within 4 to 18 hours of an event (priorities attached)  Highways and arterials roads are cleared first, collector (main) roads are next  Residential streets are cleared at 75 mm thick compacted snow, industrial and central business district are cleared as needed, lanes are cleared to maintain traffic and emergency vehicle movement and residential districts are cleared as the last priority 2) Sidewalks and Trail System Clearing  Completed within 48 to 72 hours of an event  S1 and S2 sidewalks are completed within 48 to 72 hours of an event  Priority 1 to 3 trails are completed within 48 to 72 hours of an event  Cemetery route is completed within 48 hours of event as required 3) Turf Maintenance  Cuttings: 2 to 11 per season  High profile areas: 11 cuttings per season  Park turf: 7 cuttings per season  Highway buffer turf: 5 cuttings per season  Highway ditches: 3 cuttings per season  Rural roads and reserves: 2 cuttings per season  Rodent control on reserves, highway ditches, buffer and parks: as required  Broad leaf and noxious weeds control: as required Tree Maintenance  Boulevards and Parks: 7 year rotational cycle  Pest Control and mulching bases: annually  Storm damage response and dangerous trees: respond within 24 hours  Tree replacement: as needed annually 4) Utility Maintenance  Water audit for safe and reliable potable water: pass annually  New water meter installation and meter replacement: as required  Water reservoir and pump house inspection and water quality control testing: daily  Water meter reading for utility billing: 3,300 homes every billing cycle  Water meter installation for new homes: 250 new homes per year  Sewer lift station inspected: every month  Sewer mainline jet rodding (cleaning): every 4 years

Department Overview Infrastructure Management (Infrastructure and Community Services)         

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

Solid waste and recycling: curbside collection: once per week Utility bill enforcement Assist home owners with sanitary backups, root intrusion, and absence of water Maintain 119 km of water main Maintain 107km of sanitary main Water main break repair Maintain and operate 3 water reservoir/pumping stations Maintain and operate 2 sanitary pumping stations Maintain fire hydrants, water valves, and home service valves

5) Roadway Sweeping  1 full City sweep each April  1 leaf pick up sometime in October to freeze up  Collectors, paved highway and urban roadways: 2 sweepings per year  Paved residential roadways, lanes and City owned parking lots: 1 sweeping per year  Central business district: 1 complete sweeping per month  Spot sweeping: throughout the spring, summer and fall, as required  Gravel lanes: dust control and grade as required  Residential districts: completed after other areas Roadway Maintenance  Paved highways: 2 times per week (Monday to Friday)  Paved urban and collector roadways: 1 time per week (Monday to Friday)  Rural roadways: as required  City owned parking lots: as required 6) Solid Waste Collection and Management  Waste Transfer Station collects household and construction waste, chemicals, oil and household item exchange  Open Wednesday to Sunday, closed Mondays, Tuesdays and statutory holidays  Sorted recycling is open 24 hours a day, 7 days a week  Annual toxic round up, beginning of June  Annual large household item curbside pickup, mid-April  Higher waste diversion through our recycling program. Currently diversion rates are 20% versus the regional average of 24%. The Capital Region Integrated Waste Management Plan targets a regional average of 41% by 2018 and 80% by 2032. We believe by introducing an organic collection stream in our current collection system, complemented by an education program, we will achieve the 41% diversion rate. A mechanical system such as the City of Edmonton Biofuels Facility will be required to achieve 80% .

2013 SERVICE LEVELS SNOW REMOVAL & ICE CONTROL – ROADWAYS, CITY BUILDINGS & TRAILS

The following approved snow removal and ice control measures are to provide safe and efficient vehicle roadways for drivers, emergency vehicles and pedestrians. ROADWAYS

Paved Highway:  1st priority - Plow and sand, begins at 25mm accumulated snowfall and completed within 4-6 hours Paved Arterials:  2nd priority - Plow and sand, begins at 25mm accumulated snowfall and completed within 4-6 hours  Windrow hauling, as required. Paved Collectors:  3rd priority - Plow and sand, begins at 75mm accumulated snowfall and completed within 12-18 hours  Windrow hauling, as required. Rural Roads:  4th priority - Plow and sand, begins at 75mm accumulated snowfall and completed within 12-18 hours Central Business District:  5th priority - Plow and sand as required to maintain traffic movement  Snow removed and hauled when it reaches curb level or causes unacceptable driving conditions  (5 times per year). Paved Residential:  6th priority - Plow and sand as required to maintain traffic and emergency vehicle movement  Complete grading being at 75mm of packed snowfall, as required  Windrow hauling, as required. Gravel Lanes:  7th priority - Plow and sand as required to maintain traffic and emergency vehicle movement City Owned Parking Lots:  8th priority - Plow and sand as required to maintain traffic and emergency vehicle movement Paved Lanes: :  9th priority - Plow and sand as required to maintain traffic and emergency vehicle movement

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Department: Project Management Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges

1,000

Penalties and Interest

Fines, Licenses and Permits

Investment Income Government Transfers Other Revenues Tot al Reven u es

4,200

25,500

24,500

50,128

54,328

25,500

302,038

297,404

326,600

446,900

94,673

66,518

61,100

67,500

E xpen s es Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments

708

219

Grants to Organzations

Debentures

Materials, Supplies and Utilities

Bank Charges and Interest

50,128

Tot al E xpen s es

447,547

364,141

387,700

514,400

P ropert y T ax Su pport Requ i rem en t

393,219

338,641

362,200

488,900

Other Expenses

2014 Budget Overview The majority of revenues consists of operational provincial grant funding relating to management of capital projects. There is also an allowance for service fees for work done for outside sources. The majority of expenditures consists of department staff remuneration, staff training and development, municipal pavement analysis and general contracting.

Snapshot Project Management

BUDGET

(Infrastructure and Community Services)

3 key facts about us

2014

_______________________________________

Engaged People Thriving Community

1) Focus on lot grading review and provide utility inspections allowing field review lot grading where required and in-house inspection services forunderground servicing of residential construction. 2) Complete construction of the new municipal services RCMP building 3) Assuming funding agreements are in place during the winter of 2013/2014, we will complete the River Valley Trail project.

Portfolio 1) Capital Project Management 2) New Development Management

Key Responsibilities     

Road, utility, facility and park project management Fleet and mobile equipment procurement New development construction Maintain and update developer levies and bylaws Maintain and update development standards

Opportunities and Challenges 1) Resourcing capacity to meet lot grading compliance and utility inspection service levels 2) Investigating opportunity for centralized purchasing and procurement 3) Developing a capital budget process to mitigate additional funding requests at tender

Planning for the Future: 2015 and 2016    

Concept development for an ultimate Dow Centennial Centre Evaluation and tweaking of lot grading and utility inspection programs Concept development for a reworked Harbour Pool Maintain review turn-around times for subdivision and commercial/industrial development

Department Overview Project Management (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

We believe our community deserves and is demanding sustainable infrastructure. We therefore provide the best value in the purchase, construction and lifecycle costing of the City’s infrastructure, facilities, fleet and equipment assets. We further ensure that all purchases and construction projects meet the leading edge of best practices for environmental stewardship. The result is our infrastructure and assets are sustainable and innovative and provide a safe, livable community. Portfolio We Offer You Capital Project Management  Roads, Utilities, Facilities and Parks  Fleet and Mobile Equipment procurement New Development Management  New developments constructed to the City’s development standards  Maintain and update the City’s development standards to continuously incorporate new technologies, innovations and sustainable practices  Maintain and update levy bylaws for new development areas What You May Have Noticed (2013)  Implemented a Lot Grading Certificate process for residential development designed to ensure new residential homes and lots are constructed to approved grades  Extensive pavement rehabilitation project  Construction of new municipal services building (RCMP) is underway  Construction of Old Fort Phase III is underway and nearing completion  Finalizing the new City Hall construction  Residential development continuing in all development neighbourhoods  Construction and opening of Southridge Boulevard highway intersection  Commercial and industrial development continuing Things that Keep Us Awake at Night (2014, 2015, 2016)  Staff resources to support the new lot grading compliance process and utility service inspections  Expansion of Westpark Reservoir  Redeveloping the levy system  Completing the River Valley Trail project  Renovate and expand one recreation facility: Dow Centennial Centre or Jubilee Recreation Centre  Developing standard practices to streamline and tighten our budget development process  Working with contractors to tighten up schedules Beliefs Translate to Services We believe the quality and function of the City projects and facilities must create a sense of pride in the community. We strive to ensure our services augment community neighbourhoods and that projects are managed to create the least possible interruption to our residents and businesses.

Department Overview Project Management (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Services we provide: 1) Community Infrastructure Planning and Asset Management 2) Capital Project Design and Construction 3) Engineering Servicing Standards, Records and Data 4) Development Control 5) Engineering Support 6) Procurement Services and Support How You Know We’re Doing It Right 1) Community Infrastructure Planning and Asset Management  Developer built neighbourhoods are built to City engineering standards  Community satisfaction with infrastructure that supports quality of life  Constructed infrastructure is built to meet life cycle needs  As constructed information is entered into the infrastructure models and the Tangible Capital Asset database 2) Capital Project Design and Construction  Manage capital infrastructure projects, fleet and mobile equipment purchases and construction of new developments  Ensure stakeholder requirements are met  Lifecycle operating costs are minimized  Environmental sustainability is at the forefront  Lead and oversee approved capital projects for quality, function, budget, and schedule of the finished product  2013 - 25 projects $27 million  2014 - 25 projects $15 million  2015 - 18 projects $17 million  2016 - 23 projects $92 million 3) Engineering Servicing Standards, Records and Data  Maintain and develop standards for all infrastructure construction  Maintain records and as-built information for all City infrastructure including rehabilitation and replacement, extensions, additions and development projects  Produce drawings and information for presentation and engineering design  Ongoing review of development standards, adjusting as required 4) Development Control  Review and approve all engineering designs within permitting timelines  Ensure quality control during construction  Verify construction to current development standards and issue appropriate acceptance  All development servicing projects as required  6 to 8 engineering subdivision design approvals  Review and approve annually 200+ lot grading certificates

Department Overview Project Management (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

5) Engineering Support  Provide technical expertise to City departments  Assist department staff with understanding technical documents and provide review comments 6) Procurement Services and Support  Assist City departments with understanding of procurement rules and contract administration  Provide procurement services where expertise is required  Provide standard procurement templates as required  Post Requests for Proposals and procurement services on Alberta Purchasing Connection as per regulatory requirements

2014 Budget

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services Department: Planning and Development Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges Penalties and Interest

228,836

290,080

147,650

215,550

1,060,658

944,667

895,000

1,080,000

29,950

63,577

43,000

55,852

60,000

75,000

1,319,444

1,354,176

1,102,650

1,413,550

Salaries, Wages and Benefits

489,883

615,874

726,778

832,131

Contracted and General Services

695,305

700,259

635,738

821,890

Fines, Licenses and Permits Investment Income Government Transfers Other Revenues Tot al Reven u es E xpen s es

Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations Debentures Bank Charges and Interest Other Expenses Tot al E xpen s es P ropert y Tax Su pport Requ i rem en t

10,000

157,113

45,229

1,352,301

1,371,362

1,372,516

1,664,021

32,857

17,186

269,866

250,471

2014 Budget Overview The majority of revenue consists of service fees for compliance certificates, endorsements, development agreements, redistricting and subdivision applications. The Cityâ&#x20AC;&#x2122;s building and development permits and lot grading compliance revenue is budgeted in Fines, Licenses and Permits. The 2014 budget includes reserve funding to offset the costs related to neighbourhood wayfinding signage. The majority of expenditures consists of department staff remuneration and contracted services for the creation of a growth study, strategic planning initiatives and neighbourhood wayfinding signage. Also included in this budget is an allowance for contracted services safety code inspections. Grants to Organizations consists of the annual contribution to the River Valley Alliance.

Snapshot Planning and Development (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

1) Maintain and implement long range planning documents: Municipal Development Plan, Land Use Bylaw, and Area Structure Plans which establish the framework of our smart growth strategy.

key facts about us

2) Anticipate surpassing 2012 volumes for number of development and building permits issued: 2012: 739 development permits and 693 building permits issued. 159% increase in amount of annual permits issued since 2003. 3) In 2012, the total amount of estimated construction value being invested in our City was over $100 million.

Portfolio 1) Planning & Development 2) Long Range Planning

Key Responsibilities  Guide community development through the Municipal Development Plan, the Land Use Bylaw, and the Area Structure Plans  Enforce and maintain the Land Use Bylaw  Issue development permits, letters of compliance, encroachment agreements, and subdivision applications  Participate in regional planning as a member of the Capital Region Board

Opportunities and Challenges 1) Opportunity to design an ongoing community awareness campaign directed at explaining the benefits of smart growth and the consequences of urban sprawl. 2) Challenge of maintaining current service levels due to increased permit volumes given current staff resources

Looking Ahead to 2015 and 2016  Update the Municipal Development Plan; re-engage residents to ensure our vision and principles are reflective of our community  Affordable Housing Strategy Plan

Department Overview Planning and Development (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

We believe that a community built on a smart growth foundation creates a healthy, vibrant, attractive, thriving community. We use the Municipal Development Plan, Community Sustainability Plan and Area Structure Plans to define the vision and principles for our community, based on extensive public engagement. Various regulatory frameworks help us achieve these visions and principles and works towards our vision: Engaged People, Thriving Community. Portfolio We Offer You Planning and Development  Issue development applications, development permits, subdivision applications, development agreements and letters respecting compliance  Safety Codes permit management  Maintain and enforce the Land Use Bylaw (LUB)  Build relationships with development stakeholders Long Range Planning  Maintain and implement long range planning documents such as the Municipal Development Plan (MDP) and the Area Structure Plans (ASP)  Engage the public to ensure our vision and principles are reflective of the community  Represent the City as a Capital Region Board member  Build relationships with regional interest groups including the River Valley Alliance and the Capital Region Municipal Sustainability Group What You May Have Noticed (2013)  Completed: a) LUB Update b) Southfort and Westpark ASPs Updates c) Old Health Care Centre Area Redevelopment Plan d) LUB amendment applications  Projects started: a) LUB Update Phase 2 Downtown b) Josephburg Road North Industrial ASP Update Things that Keep Us Awake at Night (2014, 2015, 2016)  Ability to manage the increased volume of development permits, secondary permits (electrical, plumbing, and gas), letters respecting compliance, subdivision applications, LUB amendment applications, and other related development applications  Implementation of the newly adopted LUB while maintaining relationships with developers and builders  Ability to respond to increased LUB enforcement issues  Improve the enforcement process to decrease staff time commitment and provide faster results  Update the MDP in 2015; re-engage our residents and ensure our vision and principles are reflective of the community  Completing planning projects including: a) LUB Phase 2; reflecting the Downtown Area Redevelopment Plan b) Josephburg Road North Industrial ASP; encouraging light and medium industrial development within municipal standards

Department Overview Planning and Development (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

c) Alberta Industrial Heartland ASP; maintaining the City and region’s industrial attractiveness  Design an ongoing community awareness campaign that explains the benefits of smart growth and the consequences of urban sprawl  Communicate why a mix of housing types is key for the community’s economical, environmental and social sustainability Beliefs Translate to Services We believe that a well planned and built community enhances our residents' lifestyle, quality of life and attracts new businesses and residents to call our City their home. We engage our residents, builders, developers and business community in the creation and amendment process through extensive public engagements and various other communication tools. Services we provide: 1) Statutory Plan Implementation 2) Development & Building Approvals 3) Regional Engagement How You Know We’ve Done It Right 1) Statutory Plan Implementation  Ensure the policies and principles of the Community Sustainability Plan, MDP, LUB and ASP are considered with every Council recommendation  Ensure residents and community stakeholders are engaged and provide input into the future of their community  Ensure residents are involved in the discussions around inefficient development and urban sprawl  Encourage industrial development of the Josephburg Road North Industrial ASP Update while maintaining an acceptable servicing standard  Ensure a mix of housing types is provided throughout the community, allowing all residents to have a place to call home  Ensure a harmonious transportation network supports all modes of transportation  Neighbourhoods that allow automobile independence are encouraged to better serve residents unable to drive, such as seniors and youth 2) Development & Building Approvals  Under Section 684 of the Municipal Government Act, an application is deemed refused within 40 days of receipt, unless a time extension agreement is signed  All processing times are dependent upon receiving a complete application  Current service levels are being maintained by staff working overtime  Market conditions, staff retention and administrative growth to match development growth will greatly impact maintaining service levels  Review development approvals in an efficient and consistent manner  Statutory plan, bylaw amendments and subdivision applications are dependent on Council's schedule. Processing times are: 4 to 6 weeks  Subdivision applications have increased 40% since 2009, 14 (August 2013) applications issued 10 (August 2009)  Residential development permit processing times: 3 to 5 weeks

Department Overview Planning and Development (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

 Commercial and Industrial applications issued have increased 19% since 2009, 586 (August 2013) applications issued 493 (August 2009), processing times: 4 to 6 weeks  Letters Respecting Compliance applications have increased 25% since 2009, 377 (August 2013) applications issued 302 (August 2009)  Manage Safety Code Inspectors contract to ensure quality customer service  Coordinate annual Safety Codes audit  Ensure inspections are conducted in accordance with the Quality Management Plan  Building Permit applications have increased 34% since 2009, 518 (August 2013) applications issued 386 (August 2009) 3) Regional Engagement  Represent our community’s interests by participating in regional planning committee  Involved with the Alberta Industrial Heartland ASP review  Represent our community with the Capital Region Board by participating on the Planning Advisory Group, the Land Use Committee and reviewing Regional Evaluation Framework submissions  Monitor our community's progress towards the Capital Region Growth Plan density targets of 25 to 30 dwelling units (du) per net developable residential hectare (ndrha)  Currently achieving approximately 19 du/ndrha across the City and 22 du/ndrha in the developing subdivisions  Partner with the River Valley Alliance to achieve the shared vision with seven municipalities to create an 88 kilometer continuous river valley trail

Â Â

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services Department: Economic Development Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits Investment Income Government Transfers

97,365

48,683

194,738

204,363

190,000

199,300

299,475

32,804

46,000

52,800

494,213

334,532

284,683

300,783

Salaries, Wages and Benefits

219,632

233,607

238,800

245,100

Contracted and General Services

Other Revenues Tot al Reven u es

E xpen s es

244,410

157,079

360,220

375,456

Purchases from Other Governments

Materials, Supplies and Utilities

122,213

4,902

246

Debentures

Grants to Organzations

Bank Charges and Interest

180,600

275,889

206,010

211,381

Tot al E xpen s es

Other Expenses

766,855

671,477

805,050

832,183

P ropert y Tax S u pport Requ i rem en t

272,642

336,945

520,367

531,400

2014 Budget Overview Revenues consist of an annual dividend from the Alberta Industrial Heartland Association, business licenses and a transfer from reserve to support commercial beautification initiatives. Expenditures consist of department staff remuneration, contracted services related to advertising and promoting economic development initiatives, and the continued implementation of wayfinding signage. Other Expenses mainly consists of a membership fee to the Alberta Industrial Heartland Association.

Snapshot

BUDGET

Economic Development

_______________________________________

(Infrastructure and Community Services)

3 key facts about us

2014

Engaged People Thriving Community _______________________________________

1) Municipal census provides critical information about whether family demographics can support business community.

2) Business prospects review a community's index for livability, which includes growth, incomes, crime rates, housing prices and compares us to other communities.

3) Exceeded Community Sustainability Plan target for new business in downtown precinct. 20%

43%

2013 41% 2012 61% 2011

Portfolio 1) Business and Residential Growth and Development 2) Regional Economic Development 3) Affordable Housing 4) Business Licensing

Key Responsibilities  Assist local businesses to be successful  Manage growth by collaborating with provincial and regional partners  Help business prospects determine whether Fort Saskatchewan meets their goals and vision

Opportunities and Challenges 1) Opportunity for more collaborative projects with Fort Saskatchewan businesses and organizations to promote the community 2) Challenge managing expectations with many business decisions and factors that are out of our community's control 3) Challenge the availability of serviced land/available property when the business is in the development cycle

Planning for the Future: 2015 and 2016  Continue main priority of attracting light and medium businesses  Keep Fort Saskatchewan forefront and top of mind as the place to live, work and do business

Department Overview

BUDGET

Economic Development

_______________________________________

(Infrastructure and Community Services)

2014

Engaged People Thriving Community _______________________________________

We believe that businesses are the heart and soul of a community. A thriving business community creates a healthy, prosperous community that will attract people to live, work, play and invest. We are strategic by design and systematically create an economic environment that supports and fosters business attraction, retention and growth. Enhancing the overall quality of life for Fort Saskatchewan residents by maintaining a vibrant and economically viable business community is the focus. Portfolio We Offer You Industrial, Commercial and Residential Growth and Development  Retention and attraction Regional Economic Development  Promote and attract opportunities within Alberta’s Industrial Heartland Affordable Housing Business Licensing What You May Have Noticed (2013)  Recipient of Economic Development Alberta's 2013 Marketing Alberta award for Branding Destination Marketing  Focus on our core business of working with local businesses to assist with their needs  Act as a facilitator to new businesses by assisting them through the City's planning process  Attract industrial businesses to Fort Saskatchewan and to the Heartland area  Inter-department collaboration to make our medium industrial land more attractive by reviewing serviced land inventories and updating the Josephburg Road North Industrial Area Structure Plan  Completed: a) First and second year installation of the Downtown Wayfinding Signage Program b) Third year of the Downtown Public Art Program c) Expansion of the Storefront Improvement and Retail Curbside Enhancement Programs to other commercial areas within the community d) Planning for the redesign of the business section of the City’s website to focus further efforts on business attraction e) Development of a targeted business retention/expansion program f) Redesign of a comprehensive Economic Development industrial and commercial attraction package called "Seizing Opportunity" which includes a variety of tools and marketing materials to provide to potential prospects  Continue business attraction initiatives including: a) Shop Fort First Program and the Women in Business Seminars b) Joint marketing campaigns and trade shows c) Promote business opportunities in selected North American markets d) Promote and market the City and Fort Industrial Estates opportunities including the TransAmerica Group partnership e) Local business relationships and partnership building  Partnered with the Fort Saskatchewan Chamber of Commerce, Alberta Works and Careers Under Construction on projects such as the Employee Attraction and Retention Network (EARN)

Department Overview

BUDGET

Economic Development

_______________________________________

(Infrastructure and Community Services)

2014

Engaged People Thriving Community _______________________________________

 45% of new businesses located downtown  Launch of the Move Up affordable housing program in partnership with Habitat for Humanity Edmonton  Partnership with The Home Program, an education program to assist first time home buyers Things that Keep Us Awake at Night (2014, 2015, 2016)  Managing community expectations for business growth and retention; what the community wants does not always match what the marketplace can support  Ability to have a good cross section of suitable locations for businesses to choose from rental to purchase and from buildings to land  Our business is largely driven by major economic factors, some of which are out of our control  Resource capacity to do more cross departmental initiatives around marketing nationally and globally  Resource capacity to capture information and work more effectively and efficiently; how we catalogue and acquire data that helps us promote the opportunities, including creating a comprehensive analysis of what the community currently does not offer and identifying the potential we could be tapping into  Ensuring the City's livability index remains a non-issue for business prospects; affordability and availability of housing, availability of workforce, crime stats, etc. Beliefs Translate to Services We believe that the investment we make in our community attracts businesses and residents to consider Fort Saskatchewan as their place to call home. We create an environment that makes it easy for businesses to collaborate with us to determine whether our business opportunities match their goals and visions. Services we provide: 1) Business Retention, Attraction, Growth and Development 2) Regional Economic Development 3) Affordable Housing 4) Business Licensing How You Know We’ve Done It Right 1) Business Retention, Attraction, Growth and Development  Communicate new business opportunities with land and building owners to attract business  Assist local business owners with business retention opportunities and issues  Liaison with local business community to enhance opportunities for existing business  5 formal business visits in 2013 (end of August)  31 meetings with existing businesses (end of August)  7 business liaison carryovers from 2012  Assist prospective businesses and developers in evaluating opportunities  17 prospects (as of end of August)  Team approach to fostering major development prospects; initial meeting coordinated by Economic Development and includes Planning and Development, Infrastructure Management, Project Management and Protective Services department staff

Department Overview

BUDGET

Economic Development

_______________________________________

(Infrastructure and Community Services)

2014

Engaged People Thriving Community _______________________________________

 Heighten community’s profile in local, provincial, national and North American networks and publications including City's website, twitter, facebook, Fort Advantage & Explore Downtown enewletters  Fort Saskatchewan featured via articles and ads in Media Planet, Oil Week, Heavy Oil and Oilsands Guide, Oilsands Review, Sun Media Alberta’s Industrial Heartland profile, Business in Focus, June Warren Nichol web site (banner ads)  Monthly distribution of economic development newsletters to 1,350+ subscribers  Annual print and web information updates to commercial and industrial realtors  Host the City's annual local builders and developers realtors forum  Special information requests are handled upon request  Response times: simple inquiries - within 24 hours (weekdays), complex inquiries - within 5 to 10 working days  New Fort Saskatchewan based business licenses (end of August 2013) volumes: a) 30 commercial b) 10 industrial (light, medium, heavy) c) 39 home based businesses  Since 2010, 30 participants have received total grant funds of $137,500 through the Storefront Improvement Program ($640,000 invested by local businesses). There have been 6 participants as of August. Past years statistics are: a) 2013: $25,000 grant funding, b) 2012: $30,000 grant funding, 7 participants c) 2011: $45,000 grant funding, 10 participants d) 2010: $37,500 grant funding, 7 participants  Downtown Wayfinding Signage Program volumes are: a) 79 street blades b) 2 gateway signs c) 2 public parking regulation signs d) 4 directional public parking signs  Downtown Public Art Program includes: a) Installation of a bronze sheep on 102 Street to celebrate 20 years of the Sheep Grazing Program b) Installation of 5 youth art benches painted by local high school students c) Commissioning of a bronze lamb and border collie to be installed on 104 Street and 99 Avenue and unveiled 2014  Since 2010, 33 participants have received total grant funds of $6,500 through the Retail Curbside Enhancement Program ($24,500 invested by local businesses). Past years statistics are: a) 2013: $1,000 grant funding, 10 participants b) 2012: $2,500 grant funding, 13 participants c) 2011: $2,000 grant funding, 10 participants  Ensure sufficient and suitable land base to accommodate growth needs by working with builders, developers and internal departments to ensure mix of residential, commercial and industrial opportunities are available in the community  Position downtown as catalyst and focal point for potential businesses and developers  Create a pedestrian friendly mixed use downtown with retail, office, housing, tourism and civic use areas

Department Overview

BUDGET

Economic Development

_______________________________________

(Infrastructure and Community Services)

2014

Engaged People Thriving Community _______________________________________

 Ensure downtown development is viable, functional, attractive and people oriented; achieved through infrastructure roadway improvement with street lighting, through downtown for community events  Grow population base to support existing business and attract new business. Past year growth is: a) 2013: 6.5% growth rate b) 2012: 9.8% growth rate c) 2011: no census taken d) 2010: 6.8% growth rate 2) Regional Economic Development  Support Heartland and regional marketing initiatives  Member of Alberta's Industrial Heartland and Greater Edmonton Economic Development Team  Partner with the Province and Alberta's Industrial Heartland to mitigate potential impacts associated with rapid industrial expansion in the area surrounding Fort Saskatchewan's boundaries  Ensuring growth is well planned and sustainable 3) Affordable Housing  Move Up affordable housing program in partnership with Habitat for Humanity Edmonton has the ability to assist 65 families  19 participants this spring in the Home Program; an education program to assist first time homebuyers 4) Business Licensing  Manage business licenses process  New business license data as at August, 2013: a) Business license revenue: 37% from Fort based businesses, 63% from non-Fort based businesses b) 40 new business licenses for commercial and industrial businesses c) 39 new homebased businesses d) 2013: 12% growth; $201,700 revenue e) 2012: 13% growth; $204,300 revenue f) 2011: 11% growth; $194,700 revenue  Total business licenses issued: a) 521 licensed commercial and industrial businesses b) 305 homebased businesses c) 100 (approximate) new commercial and industrial businesses over the last three years  Exceeded Community Sustainability Plan target of 20% for new businesses in downtown precinct; Actual: 45% (August 2013) 41% (2012), 61% (2011)

100

2014 Budget

BUDGET 2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services Department: Recreation Services Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges

1,731,926

1,643,030

1,789,785

1,721,635

Penalties and Interest

Fines, Licenses and Permits

Investment Income

6,563

11,558

11,800

Government Transfers Other Revenues Tot al Reven u es

26,094

22,953

24,900

26,900

1,764,583

1,677,541

1,826,485

1,760,335

2,371,871

2,548,800

2,648,500

2,724,700

624,817

635,454

796,600

713,950

E xpen s es Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations Debentures Bank Charges and Interest Other Expenses

275,295

278,802

290,900

317,000

11,500

25,000

1,180,637

1,180,009

1,191,600

21,405

21,566

17,000

19,300

Tot al E xpen s es

4,485,525

4,676,131

4,969,600

4,991,550

P ropert y Tax Su pport Requ i rem en t

2,720,942

2,998,590

3,143,115

3,231,215

2014 Budget Overview Revenues relating to various recreational programs, registrations, admissions, lessons, rentals and leases within recreation facilities are budgeted in this department. Provincial grant funding is received to support the summer program. Other Revenue mainly consists of revenue generated by advertising placed in the Leisure Guide and board advertising. Expenditures mainly consist of department staff remuneration, advertising, annual pool repairs and maintenance, fitness trainer contract costs and an update of the recreation master plan. The majority of Materials/Supplies relates to the supplies, chemicals, furnishings and equipment for the pool. Grants to Organizations includes funding provided to the Minor Sports Association to support the Ice Allocator function and funding to the Athabasca Landing Trail Steering Committee. Debenture payments for the Dow Centennial Center (DCC) are included in this budget. Other Expenses consist of an allowance for staff discounts and a transfer to reserve to support future replacement of the DCC electronic sign and fitness equipment. 101

Snapshot

BUDGET

Recreation Services

_______________________________________

(Infrastructure and Community Services)

3 key facts about us

2014

Engaged People Thriving Community

_______________________________________

1) As citizens place increased value on their health and wellness, governments have inherited the obligation to provide such opportunities. 2) Assist and support user groups and community stakeholders with their endeavors to improve the community services they offer. 3) The new chlorine system in our pool promotes our customers' health and safety, is environmental friendly, is odour free, causes less wear and tear on our equipment and reduces our carbon footprint.

Portfolio 1) Community recreational development, lifestyle and wellness 2) Publicly accessible fitness, sport and aquatics programs and facilities 3) Special projects

Key Responsibilities    

Update and implement the Recreation, Culture and Parks Master Plan Assess community and local user group needs Offer recreation programs and services that meet community and local organizations needs Provide assistance, advice and liaison with local organizations hosting events and tournaments

Opportunities and Challenges 1) Opportunity to expand the Dow Centennial Centre and create experiences which are unique from other recreation facilities in the region 2) To be recognized as one of the top 5 recreation facilities in the province 3) To host revenue generating national tradeshows, events, conferences and meetings 4) Increasing challenge to keep up with recreation trends with our current facilities capacities

Looking Ahead to 2015 and 2016  DCC expansion – engagement, concept and design (2015)  Harbour Pool pumps, equipment and furniture lifecycle replacement (2015)  DCC expansion continues (2017 completion)

102

Department Overview

Recreation Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

We believe that every citizen in our community deserves an enhanced quality of life. Our health and wellness programs provide the tools to enable healthy lifestyles. We also plan services within our facilities in consultation with our user groups and community stakeholders. Portfolio We Offer You Community Recreational Development, Lifestyle and Wellness • Assess community and local user groups' needs • Consult, plan, facilitate and evaluate services • Leadership and skill development through recreation programs for all ages • Liaison with regional, provincial and federal governments and agencies • Program and implement registered, drop-in and spontaneous programs • Provide access to services such as fitness assessments and program design • Access grants and building partnerships with community stakeholders Accessible Fitness, Sport and Aquatics and Recreation Facilities • Facilitate bookings and rental of facilities • Meet regularly with City facility user groups to access needs and prepare adequately for each season • Assist with tournaments and special events • Offer public swimming, lessons, rentals, school programs and community organization programs • Liaison with schools, user groups and parent advocates to link special services for those with special needs • Special needs accessible facility featuring a sauna, whirlpool, warm pool, spray toys and zero depth bay area Special Projects • Provide advice and assistance to community organizations hosting recreational special events • Support City led initiatives • Provide liaison services for local user groups, events and tournaments • Special projects management What You May Have Noticed (2013) • Completed: a) New Trail Agreement with the Nordic Ski Club b) Salt Water Chlorination System conversion at Harbour Pool c) External renovations of Harbour Pool d) Facilitated the management of ice inventory and the move back to the Sportsplex for all users e) Secured exclusive caterer for Dow Centennial Centre (DCC) f) Facilitated the Green Gym Project with the Kinettes g) Converted the ATB leisure ice surface to a Youth Zone to encourage youth activities h) Pool information now in the City Leisure Guide which provides residents with one document to showcase all City programs

103

Department Overview

Recreation Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

Things that Keep Us Awake at Night (2014, 2015, and 2016) • Developing: a) Recreation Access Program to allow vulnerable populations access to recreation opportunities b) Three major events planned for 2014 are: i) Dow Centennial Centre 10th Anniversary ii) Meeting of the Minds Conference iii) Stuff YOUth conference • Implementing Social Media management for facilities • Community and user engagement for the design phase of the DCC expansion concept and design • Explore revenue generating opportunities that maximize use of current space at various facilities • Marketing our facilities regionally to attract bigger events, conferences and meetings and promote our community as an attractive destination for these vendors • Opportunities for children and youth activities at the DCC; spontaneous use, preschool programs • Create 100% sponsored programming and activities for youth • Limited program space • Relocating existing programs to accommodate bookings • Current pool not large enough to facilitate fitness programs, lessons and non-scheduled swim option demands. Need to determine the need for an additional pool by reviewing utilization of current pool to ensure optimization of capacity and to validate the need for a dedicated lesson pool. Currently: a) Unable to accommodate user preference for drop-in lane swim, which is currently only scheduled b) Unable to accommodate spontaneous use of pool, which is more popular and offered by most regional competitors c) Programs resulted in a loss of potential revenue from a dedicated lesson and fitness/leisure pool • Conduct games feasibility assessment to determine the potential of hosting large outdoor events in our community • Provide more opportunities for local businesses to sponsor special events • Update cost recovery targets by reviewing all costs, fees and charges and set appropriate, justifiable recovery targets • Minimize taxation support for programs and services by establishing appropriate recovery targets • Lifecycle replacement of Harbour Pool pumps, equipment and furniture • Update Recreation, Culture and Parks Master Plan as growth has shifted community demographics to more young families than in the past resulting in increased demand for different programming and facilities. Review will: a) Determine future strategic direction and integrate into long term plans b) Identify demographic trends and projections c) Identify long term funding implications d) Assess non-residential use of all facilities

104

Department Overview

Recreation Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

Beliefs Translate to Services We believe that our programs and services are designed to improve the overall quality of life, health and wellness of our children, youth, families, seniors, community groups and others. Services we provide: 1) Community Recreational Development 2) Publicly Accessible Fitness, Sport and Recreation Facilities 3) Community Recreation, Lifestyle and Wellness Programs 4) Special Projects Support How You Know We’ve Done It Right 1) Community Recreational Development • Community development is inherent in all recreation programs • Promote greater awareness of our communities ability to support citizens looking to develop a healthier lifestyle through more physical activity • Continually assess needs through community surveys, social media and program evaluations • Monitor community demographics and adjust programs and services accordingly throughout the year • Identify and plan for capacity constraints • Leaders In Training Program: a) Designed to provide youth 14 to 17 years old with valuable work and leadership experience in a safe and caring environment b) Participants have a chance to learn and practice skills that will give them a competitive advantage when job searching c) Program designed to build confidence in youth d) 20 participants annually 2) Publicly Accessible Fitness, Sport and Recreation Facilities • Facilities include: a) Normandy and Ortona Room (Legion): catering service, available based on bookings generally 6:00am to 2:00am daily b) CN Station: available for meeting rooms based on bookings generally 6:00am to 2:00am daily c) West River’s Edge Pavilion: Available for bookings generally 6:00am to 2:00am daily d) Sports fields: 19 outdoor sports fields, hours booked: 6,830 (2013) 7,319 (2012) e) Harbour Pool: Public and special events, facility rentals for meetings and birthday parties, free and discounted public swims, aquatics programming, open swim, adult lane and family swim. Lessons include Red Cross, Life Saving Society, Scuba Adaptive, Aquatics. Open 7 days a week, 85 hours per week, 49 weeks per year. Volumes are: i) Structured programs: 791 (2013) 698 (2012), programs hours: 4334 (2013) 3990 (2012) ii) Public swim participants: 29,826 (2013) 39,290 (2012) iii) Swim club, family swim, early bird, adult swim, rentals, lessons and aqua fitness size users 51,774 (2013) 54,810 (2012) Note: volumes are for January to August 2013 and January to December 2012

105

Department Overview

Recreation Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

• Sportsplex, Jubilee Recreation Centre and Dow Centennial Ice Surfaces data: a) Ice bookings September to April annually, 7:00am to 11:30pm daily b) Ice bookings: 4453 (2013) hours - 4077 hours (2012) c) Dry surface bookings May to August based on booking requests d) Dry surface bookings: 568 hours (2013) - 681 (2012) e) DCC Soccer pitch bookings: 1429 hours (2013) - 1504 (2012) • Dow Centennial Centre data: a) Open 7 days a week, 112 hours per week, 52 weeks per year b) Recreational programs, facility rentals, arena ice and indoor leisure zone, indoor soccer field c) Designated youth space d) Gymnasium and multi-purpose room e) Banquet rooms for meetings, parties, conferences, weddings f) Fitness, wellness, recreation and leisure events g) Childminding services, birthday parties and children's functions h) Space conversion for special events, tradeshows, conventions, meetings i) Sponsorship advertising programs, Ticket Pro ticket sales j) Leased space: catering and banquets services, concession services, physiotherapy and therapeutic massage, pottery guild • Legacy Park Bandshell bookings are available mid April to September, bookings: 90 hours (2013) 113 (2012) 3) Community Recreation, Lifestyle and Wellness Programs • Services and programs contribute to a positive quality of life • Effective, efficient and economical program offerings • Registered programs are offered outside of membership passes enabling cost recovery and tracking of available space requirements • Summer registered programs offered July and August • Drop-in programs are included in membership passes and offered at scheduled times • Spontaneous public use of gym included in membership passes includes basketball, floor hockey, badminton, after school drop-in, pickleball, floor hockey, volleyball. Offered Monday to Sunday, 52 weeks per year at scheduled times • Maintain equipment inventory for specified gym and fitness programs • Offer fitness appraisals, exercise programs, personal training, body composition testing on a fee for services basis • Monthly bulletin boards offering educational information on various health, wellness and nutritional topics • Trained first aid and CPR/AED staff available • Program data: a) Registered programs: 379 (2013) 398 (2012), participants: 3,866 (2013) 4,284 (2012) b) Drop-in programs: 179 (2013) 148 (2012), participants: 9575 (2013) 14,418 (2012) c) Summer day camps: 26 (2013) 30 (2012), participants: 392 (2013) 477 (2012) d) Spontaneous use participants: 7986 (2013) 8248 ( 2012),

106

Department Overview

Recreation Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

_______________________________________

e) Before and after care programs (summer only): 14 (2013) 14 (2012), participants: 115 (2013) 105 (2012) Note: volumes are for January to August 2013 and January to December 2012 4) Special Projects Support â&#x20AC;˘ Provide support to volunteers, local user groups and to special event organizers on a staff availability basis â&#x20AC;˘ 2013 special events support provided for Neighbour Day, local tournaments, Tour of Alberta, Legacy Park Family Fun Run/Walk, 5 Peaks Night Race and River Valley Alliance Day

107

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Department: Culture Services Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges

249,448

248,677

301,500

325,200

Penalties and Interest

Fines, Licenses and Permits

Investment Income

338,651

350,448

337,263

253,863

20,809

32,053

118,200

258,700

608,908

631,178

756,963

837,763

Salaries, Wages and Benefits

678,923

768,843

870,380

959,680

Contracted and General Services

266,633

275,469

408,000

587,400

Government Transfers Other Revenues T ot al Reven u es

E xpen s es

Purchases from Other Governments Materials, Supplies and Utilities Grants to Organzations Debentures Bank Charges and Interest

87,256

87,439

361,700

105,800

675,865

866,738

857,106

911,534

44,910

30,083

21,900

22,500

T ot al E xpen s es

1,753,587

2,028,572

2,519,086

2,586,914

P ropert y Tax Su pport Requ i rem en t

1,144,679

1,397,394

1,762,123

1,749,151

Other Expenses

2014 Budget Overview

The majority of revenues consists of registrations for the History Centre, Old Fort Phase III programs and Shell Theatre ticket sales and rentals. Government Transfers represents various grants received from the Province including the Municipal Sustainability Initiative operating grant allocated to Library operations and various cultural grants to support the Shell Theatre and museum costs. Other Revenues consists of various donations received for special events, the Shell Theatre and the museum. Also included is a one-time reserve transfer to support the design and build the Old Fort stables exhibit. Expenditures consists of department staff remuneration, theatre production costs, advertising, the one-time cost of the Old Fort stables exhibit and the costs of celebrating the 100th anniversary of the Gaol. Grants to Organizations consists of the annual support to the Library’s operations. Other Expenses consists of reserve transfers to support future replacement of Shell Theatre equipment.

108

Snapshot

Culture Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

3 key facts about us

1) The delivery of our programs and events relies on the support from a team of volunteers 2) Offer new interpretative programs at the NWMP Fort 3) Assist community cultural groups with special event coordination, grant applications and contract negotiations

Portfolio 1) Performing and Visual Arts 2) Historic Precinct, Special Events and Tourism 3) Cultural Development - Library

Key Responsibilities  Implementation of the 10 Year Guiding Document for the Development of Fort Saskatchewan's Historic Precinct  Program and operate the Fort Saskatchewan Museum & Historic Sites  Program and operate the Shell Theatre and Alberta Lottery Fund Art Gallery  Support and collaborate local, regional, provincial and national cultural initiatives, trends, festivals and events

Opportunities and Challenges 1) 2) 3) 4)

Support DCC Team to host high profile special events such as national tradeshows and conferences Implementation of the 10 Year Guiding Document challenging due to complexity and timing of projects Capitalize on grant and fundraising opportunities to support Capital projects Bring our Heritage into the community and “on line”

Planning for the Future: 2015 and 2016     

Build an Interpretative Centre Review Shell Theatre staff structure to ensure additional demand created by new special events can be met Operate a new Interpretative Centre Develop a summer dig program Create live programming opportunities downtown through the Shell Theatre 109

Department Overview

Culture Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

We believe that to connect with one’s identity and history is to foster a deep sense of pride, ownership and belonging. Fort Saskatchewan is uniquely able to offer something not many communities can; a rich history of law and order. We strive to offer cultural experiences that create an unbreakable sense of pride at the core our community. Portfolio We Offer You Performing and Visual Arts  Programming and operation of the Shell Theatre  Programming of the Alberta Lottery Fund Art Gallery  Support to capital projects  Public arts  Support community development in the arts Historic Precinct, Special Events and Tourism  Program and operate the Fort Saskatchewan Museum and Historic Sites  Implement the 10 Year Guiding Document for the Development of Fort Saskatchewan's Historic Precinct (10 Year Guiding Document) recommendations  Coordinate established City events  Support community event planning  Provide information to visitors Cultural Development  Support community cultural groups, festivals and events  Collaborate with provincial, regional and national cultural agencies  Liaison with the Fort Saskatchewan Public Library Board What You May Have Noticed (2013)  Completed: a) Transition from Ticketmaster to Ticketpro at the Dow Centennial Centre Shell Theatre b) The William Jarvis bronze statue c) Installation of new projector at Shell Theatre d) Enhancement of City Hall with public art e) Implemented the 10 Year Guiding Document f) Public input on the delivery of the old jail history g) Recommendations regarding the old jail Facility Shop building h) Start the process of designating the Warden’s House as a Municipal Historic Resource i) Design and construction of Fort Phase III: Stables and Guardroom/Divisional Kitchen j) Budget allocated for a Historic Precinct Site Master Plan k) Hire new Museum and Historic Sites Program Coordinator l) Start discussion on a new interpretative centre m) Updated the 10 Year Capital Plan to reflect projects from the historic precinct guiding document  Developed/developing a) Historic Precinct Site Master Plan b) New processes and guidelines for hosting events on public property

110

Department Overview

Culture Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________



  

c) Plan for the preservation of the Courthouse and Guardhouse: collaborating with Infrastructure Management department d) A design/concept for a new Interpretative Centre e) Web application showcasing our historical sites Delivery of on-going programs and events including: a) Shell Theatre Series and rentals b) Alberta Lottery Fund Art Gallery monthly exhibits c) History Centre Program d) Museum tours e) Legacy Park Family Festival, Canada Day, Movie under the Stars, and sheep and mascot programs Continue monitoring the Visitor Information Centre at the Dow Centennial Centre Continue to liaison/collaborate with the Fort Saskatchewan Historical Society and Fort Saskatchewan Public Library Board Collaborate with the Communications and Marketing and Economic Development departments to review the tourism, public art and events portfolio; implement changes as determined necessary

The Things that Keep Us Awake at Night (2014, 2015, 2016)  10 Year Guiding Document such as: a) Site master plan and marketing strategy to be developed b) Resourcing (staff and funding) implementation c) Construction of new Interpretative Centre (2015) d) Development of new operating and programming plan for the historic precinct (2015) e) Design and construction of aboriginal sites (2016)  NWMP Fort: creating and facilitating new programs and exhibits  Initiate Shell Theatre stage repairs and replace mascot costume  Create new program opportunities for the public at the museum  Complete design and construction of the new Interpretative Centre, implement a fundraising campaign (2015) and facility and program start up (2016)  Enhance capacity to host/deliver current and additional special events including service delivery model  Review demands at the Dow Centennial Centre in relation to how the Events Supervisor can meet the demand  Develop a summer dig program at the NWMP Fort Site  Review the potential of live programming opportunities downtown through the Shell Theatre Beliefs Translate to Services We cultivate our community’s spirit, create a welcoming environment, build trust and compassion through meaningful and inspiring family multi-cultural events and gatherings. We build a strong social fabric by preserving our rich, unique stories. We deliver them by sharing unique educational, informative and fun experiences. We bring life to our community through cultural experiences. We believe in addressing community cultural needs and desire through the most cost effective, efficient programs and services.

111

Department Overview

Culture Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

Services we provide: 1) Live Performances and Cultural Experiences 2) Fort Saskatchewan Museum, Historic Site, History Centre Programs 3) Special Events Coordination 4) Cultural Community Development 5) Tourism How You Know We’re Doing It Right 1) Live Performances and Cultural Experiences  Performing and Visual Arts offered at: a) Shell Theatre; program and market local and family live professional performance series, showcase 10 to 15 professional artists and 3 to 4 local artists. Ticket sales; 4,000 to 5,000 tickets per year. Gauge satisfaction through audience surveys. Performing arts development attracts youth to the theatre through the intermission stage program. b) Facility rentals: i) 30 to 35 rental customers per year; schools, professional presentations/presenters, community groups and weddings ii) An additional 30 dance recitals/festivals/competitions per year iii) Coordinate 60 volunteers (estimated 3,000 volunteer hours per year) iv) 80,000 people attend events annually c) Alberta Lottery Fund Art Gallery Exhibit; program display of local and regional artists; curate and host various exhibits including the Alberta Traveling Exhibit. 10 local and regional artists per year, 1 provincial exhibit per year, estimated 6,000 attend exhibits per year, operates: September to July, Thursday and Fridays, 11:00am to 2:00pm, also open 1 hour prior to Shell Theatre performances and intermissions  Lead and coordinate the design and construction of new cultural programs, facilities and amenities 2) Fort Saskatchewan Museum, Historic Site and History Centre Programs  Coordinate, operate and manage the artifacts, collection and programs  3,000 students per year attend the Historic Centre programs  1,000 to 1,300 visitors per year  Operates September to May, 5 days per week, May to September, 6 days per week, 10:00am 4:00pm  Curate and manage 35,000 artifacts, 35 to 40 requests for research per year  Receive, analyse and accept artifacts in the collection  Maintain legislated museum status  Provide support to the Historical Society for their festivals  Coordinate the operation of the Warden's Tea House  gauge satisfaction through teacher and public surveys  Cultural capital projects in the 10 Year Guiding Document are included in the 10 Year Capital Plan

112

Department Overview

Culture Services (Infrastructure and Community Services)

BUDGET 2014

_______________________________________

Engaged People Thriving Community _______________________________________

3) Special Events Coordination  Annual, emerging and one-time events including Legacy Park Family Festival, Canada Day, Sheep Arrival and Leaving, Movie under the Stars, and Wild Pink Yonder,  Advice and assistance to community groups hosting special events including Neighbor Day, Tour of Alberta, People of the North Saskatchewan Festival and Downtown Fall Festival  15,000 to 20,000 people attend these events annually  Explore opportunities to host high profile special events such as national tradeshows and conferences 4) Cultural Community Development  Assessment of community needs and consultation, facilitation, evaluation and planning services  Support local cultural organizations  Customer satisfaction/needs surveys and public engagement  Partnership opportunities via sponsorship programs  Liaison with the Fort Saskatchewan Public Library Board  Liaison with regional, provincial and federal governments and agencies including Canadian Art Presenting Association Canadienne des Organismes Artistiques (CAPACOA), Alberta Foundation for the Arts, Heritage Canada, Museum Alberta, Arts Touring Alliance of Alberta Alberta Showcase 5) Tourism  Manage tourism publications and advertising campaigns to promote Fort Saskatchewan programs, activities, and events through regional publications  Monitor the Visitor Information Centre  Support regional tourism initiatives via the Edmonton Regional Tourism Group  10 regional tourism meetings and provincial conferences attended per year  Manage the City's mascot and sheep grazing programs  12 to 15 mascot outings per year  Advertising through tourism regional publications, social media, Sheep Week with CTV News live on site for new program segment, Radio 102.9 Crash and Mars show live on radio during sheep arrival, sheep make public appearances at various events such as Canada Day and Legacy Park Festival  Publish the Guide to Fort Saskatchewan; print and distribute 25,000 copies per year

113

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Division: Infrastructure and Community Services

Department: Family and Community Support Services Approved

P ropos ed

Ac t u al

Bu dget

2011

2012

2013

2014

Reven u es Sales, Rentals and User Charges

50,910

59,597

60,200

Penalties and Interest

Fines, Licenses and Permits

Investment Income Government Transfers Other Revenues T ot al Reven u es

424,741

433,526

459,300

484,800

93,878

78,667

62,400

18,100

569,529

571,790

581,900

563,100

623,904

652,524

723,300

742,400

92,429

94,561

135,625

132,625

E xpen s es Salaries, Wages and Benefits Contracted and General Services Purchases from Other Governments Materials, Supplies and Utilities

14,366

12,774

16,750

15,750

201,044

296,296

296,800

300,000

Debentures

Bank Charges and Interest

Grants to Organzations

Other Expenses

37,789

27,669

5,700

30,800

Tot al E xpen s es

969,532

1,083,824

1,178,175

1,221,575

P ropert y T ax Su pport Requ i rem en t

400,003

512,034

596,275

658,475

2014 Budget Overview Revenues consist of home support and counselling services user fees. Provincial grants received support various services and programs offered by this department. Other Revenues mainly consist of Youth and Family Services fundraising activities associated with the Humane Society, the Much Music Youth Dance and other youth fundraising initiatives. The majority of expenditures are for department staff remuneration. Grants to Organizations include funding to the Special Transportation Services Society, the Volunteer Programs Association, the Boys and Girls Club and to Families First. Other Expenses includes support for the 2014 STUFF YOUth Conference.

114

Snapshot

Family and Community Support Services (FCSS)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(Infrastructure and Community Services)

3 key facts about us

1) We partner with the Province to provide locally driven preventive social initiatives to enhance the well being of individuals, families and our community. 2) Outcomes are achieved through direct programming, by grant funding local agencies and by working collaboratively with local agencies such as Families First, the Boys and Girls Club, schools, the Pioneer House and the Multicultural Association. 3) Provide emergency social services in the event of a local emergency or disaster.

Portfolio 1) 2) 3) 4)

Community Development Youth and Family Services Home Support Senior Services

Key Responsibilities  Develop strategies for stronger communities  Promote public participation in planning, delivering and governing the program and services provided under the program  Promote and facilitate volunteer involvement and cooperation/coordination with allied service agencies operating within our municipality

Opportunities and Challenges 1) Increased challenge of accessing sufficient funds to provide social services 2) Opportunity to provide leadership and engagement for youth through the Stuff YOUth conference 3) Opportunity to provide increased outreach to seniors through the friendly visitor program, snow angels and the Whipper Snippers program to reduce social isolation

Looking Ahead to 2015 and 2016  Opportunity to repurpose the old Dr. Turner Lodge (2015)  Continue to advocate for sustainable funding for preventative social programs (2016)  Opportunity to provide increased home support services to meet demand for service (2016)

115

Department Overview Family and Community Support Services (FCSS)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(Infrastructure and Community Services) We believe that a community's most valuable resources are its people. We endeavor to enhance the quality of life for children, youth, families, seniors and others by providing programs and services that are empowering, build resiliency and strengthen our community. Portfolio We Offer You Community Development (as per the FCSS Act)  Promote and facilitate the development of stronger communities  Promote and facilitate co-operation and co-ordination with allied service agencies operating within our municipality  Promote and facilitate the involvement of volunteers  Promote efficient and effective use of resources  Promote public participation in planning, delivering, and governing the program and services provided under the program Youth and Family Services  Encourage and empower children and youth to develop healthy lifestyles, leadership skills, life skills, and a sense of social responsibility  Provide short term counselling and referral services Home Support and Senior Services  Assist seniors to stay in their homes longer and to encourage their participation as active community members  Assist seniors to maintain their independence by strengthening coping skills, building relationships and support networks What You May Have Noticed (2013)  Implemented : a) Quality Assurance Program for Home Support clients b) Building Bridges Community Safety Strategy c) Early Years project d) Senior's Friendly Visitor Program and Whipper Snippers Program e) Bridging Generations Program at Dr Turner Lodge f) Rainbow's Program g) Grief Support  Supported the second annual Cultural Explosion Block Party  Continuing partnerships with allied agencies; Families First, Boys and Girls Club, Children Services, local schools and Multicultural Association  Advocated for sustainable funding to assist local community not-for-profit groups and programs  Implemented the Prevent Alcohol and Risk-Related Trauma in Youth (PARTY) program for Grade 12 students  Hosted the Seniors Active Living Expo  Increased Emergency Social Services training  Deadwood; Youth Action Club Halloween initiative

116

Department Overview Family and Community Support Services (FCSS)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(Infrastructure and Community Services)  Six block parties; 4 were recurring events from last year, 2 recurring block parties did not require City funding Things that Keep Us Awake at Night (2014, 2015, 2016)  Greater demand on services and programs due to growth and increased awareness of FCSS programs including: a) Increased complex family concerns requiring multiple agency coordination b) Increased requests for services and programs to help families c) Increased number of requests for emergency assistance and intervention  Future funding of programs and services including: a) Provincial funding for FCSS programs has not increased since 2009 b) No dedicated funding for Family Violence Prevention Programs c) Advocating for a full spectrum of housing options available to Fort Saskatchewan residents d) Advocating for accessible and affordable transportation services for all Fort Saskatchewan residents  Volunteer recruitment and retention  Stuff YOUth Conference in 2014 Beliefs Translate to Services We foster a compassionate community. Our services are preventative in nature to enhance the social wellbeing of individuals and families. We strive to build a community that is resilient to crisis. Our philosophy is based on a belief that self-help contributes to a sense of integrity, self-worth and independence. Programs are developed to help individuals adopt healthy lifestyles, improve their quality of life. Our programs build the capacity to prevent and/or deal with crisis situations should they arise. Services we provide: 1) Community Development 2) Youth and Family Support 3) Senior Support 4) Building Resilient Communities How You Know We Are Doing it Right? 1) Community Development  FCSS receives its mandate from the Family and Community Support Services Act and Regulation  Help people to develop an awareness of social needs  Promote, encourage and support volunteer community work  Promote, resource, co-ordinate and recruit volunteers  Support Meals on Wheels program  Administrative, advisory and clerical support to the FCSS Board and at monthly meetings including: a) Prepare letters, reports, agenda packages and Council reports

117

Department Overview

Family and Community Support Services (FCSS)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(Infrastructure and Community Services)

              

b) Organize and coordinate registration, travel and accommodations for attendance at provincial and regional meetings c) Research and investigate requests and requirements d) Prepare annual board report for Council e) Provide input on emerging social issue Raise public awareness around community issues Develop strategies for community advocacy and comprehensive social community plans, initiatives, strategic planning and services reviews Provide local and regional consultation, facilitation, evaluation and planning of services Support community groups, non-profit groups and agencies with assessment of community needs, program evaluation and service plans Collaborate with agencies, such as the Boys and Girls Club, Families First, Children Services, Victim Services and Local Schools to assess, plan and program to build resiliency Family Day Unplugged, Family Violence Prevention Committee and the Community Adult Learning and Literacy Society are examples of regional collaborations Assist residents in the development of new community groups such as the Multicultural Association Inter-agency facilitation and co-ordination Inform the public of available services Information and referral services provided to children, youth, adults, families and senior Community information directories Facilitate the Building Bridges group Help people and communities to assume responsibility for decisions and actions which affect them Liaise with FCSS Board regularly Response to current and emerging social issues, such as bullying and increased complex family issues which require multiple agencies to partner to provide the best services

2) Youth and Family Support  Help people to develop interpersonal and group skills which enhance constructive relationships among people  Education, awareness, self awareness, personal growth and asset building and development programs for youth, parents, families, schools, professionals and the public  60 people attended the Rick Millar presentation during pink shirt day  School programs and courses designed to enhance self-awareness and personal growth  Positive Parenting program  Through provincial grant funding, raise awareness of and support early childhood and parentchild development activities  Mentoring programs which support the Boys and Girls Club ‘Be a Buddy’ program  Resource and liaison for new and existing children, youth, young adults and parents  Occasionally being the key point contact for local programs developed through stakeholder partnerships  Intervention, support and advocacy in an outreach capacity  Youth development and leadership services through the annual Stuff YOUth Conference

118

Department Overview

Family and Community Support Services (FCSS)

BUDGET 2014

_______________________________________

Engaged People Thriving Community

(Infrastructure and Community Services)  Youth Council members: 25 (2013) - 20 (2012)  Roots of Empathy: 15 classrooms participated  Family School Liaison Worker services: 100 (August 2013) Students and their families 121 (2012)  15 (2013) Positive Parenting Programs offered 3) Senior Support  Provide support that helps sustain seniors as active participants in the community  Facilitate outreach for seniors not connected to existing programs and services  Support and assist seniors groups development and social activities through workshops and the Active Living Expo  Coordinate senior services and programs  Home support clients: 94 (August 2013) 109 (2012)  Home support hours provided: 3164 (August 2013), 4117 (2012) 3131 (2011) 5000 4000 3000 # visits 2000

Support hrs

1000 0 2008 2009 2010 2011 2012

 427 seniors participated in the 2013 Senior's Lunch (290 seniors in 2012)  247 (August 2013) information and referral calls from seniors, their families and community agencies 348 (2012)  Assistance to the Special Transportation Service Society (STSS) including: a) Administrative, clerical and liaison support for volunteer board b) Handivan ticket intake for subsidized contracted seniors transportation service c) 498 (2012) Subsidized handivan trips within the City d) 162 (2012) Subsidized handivan trips outside of the City e) 5,749 (2012) Subsidized Driving Miss Daisy trips within the City f) 1,194 (2012) Subsidized Driving Miss Daisy trips outside of the City g) 547 (2012) Registered taxi users h) 118 (2012) Registered handivan users 4) Building a Resilient Community  Help people to develop independence, strengthen coping skills and become resistant to crisis  Provide short term preventative counseling. Service agreements also with Gibbons, Redwater and Lamont County. 377 Clients (August 2013) 248 (2012), 408.5 Counselling hours (August 2013), 746.5 (2012), 302 Clients: local residents (August 2013) 172 (2012)

119

120

Capital Plan Realistic and Attainable Capital Plans for the Future 2014 Capital Plan Overview

The City of Fort Saskatchewan’s capital plan provides for the maintenance and replacement of aging tangible capital assets and construction of new public facilities and infrastructure. Backed by the Community Sustainability Plan (CSP) and the City’s Strategic Plan (SP), 10 years of proposed capital expenditures are captured. A well scheduled, adequately funded 10 Year Capital Plan provides for timely replacement and is critical to sustainability. Although the 10 year Capital Plan is included in the budget document, Council must approve the first year of the plan annually. The major tangible capital asset categories are:  Buildings  Engineering Structures  Furnishing  Land  Machinery  Vehicles  Water/Waste Water/Storm Systems The 2014 capital plan is $14,659,759 as categorized below:

Capital Budget Asset Categories Buildings

2014 $

Engineering Structure

7,200,000

Furnishings

Land

1,030,384

Machinery & Equipment

1,650,375

Vehicles

329,000

Water/Waste Water/Storm Systems Total

Land 7%

3,250,000

1,200,000 $

14,659,759

Machinery & Equipment 12% Vehicles 2%

Engineering Structure 49%

Water/Waste Water/Storm Systems 8%

Buildings 22%

As shown above, most of the 2014 capital plan is being invested in Engineering Structures (49%), Buildings (22%) and Machinery and Equipment (12%). This includes projects such as the Local Road and Neighbourhood Rehabilitation ($4.2mil), Interpretive Centre ($3mil), Transit Park and Ride ($3mil) and Computer Network Infrastructure ($455,000).

121

Capital Plan Realistic and Attainable Capital Plans for the Future

The 2014 capital budget is fully funded as shown below.

Capital Budget Funding Sources Grants

2014 $

Reserves

2,350,943

Debentures

1,200,000

Pay-As-You-Go (PAYG)

662,750

Trade In Value Total

98,350 $

Reserves 16%

10,347,716

14,659,759

Debentures 8% Grants 71%

Pay-As-You-G (PAYG) 5% Trade In Value 1%

We are fortunate to have provincial and federal support which will fund 71% of the Cityâ&#x20AC;&#x2122;s 2014 capital plan. The remaining budget will be funded through a reserves (16%), debentures (8%), PAYG (5%) and trade-in values (1%). Following is the 2014 Capital Plan summary, Capital Project Ranking Criteria, detailed project sheets and the 10 Year Capital Plan.

122

Capital Plan Realistic and Attainable Capital Plans for the Future

2014 Capital Plan

12025 River Valley Trail System

Capital

Trade-In

Project

Value

Net

Operating Impact

1,030,384

125,000

14002 Replace Bobcat Skidsteer

45,000

38,000

7,000

14003 Computer Equipment Replacement

93,000

14004 Replace 2002 1/2 Ton Ford Truck

30,000

5,000

25,000

14005 Replace 2002 1/2 Ton Ford Truck

30,000

5,000

25,000

14006 Replace 2002 3/4 Ton Truck

38,000

3,000

35,000

14007 Replace 2002 3/4 Ton Chevy Crew Cab Truck

38,000

3,000

35,000

14008 Replace 2002 3/4 Ton GMC Truck

38,000

3,000

35,000

14009 Replace Flail Attachment

58,000

5,000

53,000

14010 Addition of New Roads Truck

35,000

6,000

14011 Black & White Copier Replacement - JEG

40,000

455,000

14014 Installation of new ISD site

50,000

(30,000)

14015 Replace (3) JD 455 Tractor Mowers

48,000

20,000

28,000

14016 Unit 2 Fire & Rescue Replacement

85,000

1,350

83,650

14017 Replace JD 6420 Tractor

100,000

10,000

90,000

14018 Replace JD Tractor 5400

85,000

5,000

80,000

14019 Local Road Rehabilitation

2,500,000

130,000

14021 Neighbourhood Rehabilitation

1,700,000

14022 Sewer Service Relines

1,200,000

14023 Addition of New Utility Truck

35,000

6,000

14024 Computer Software/Hardware Acquisitions

51,375

3,000,000

14026 Toro ProCore 1298 Aerator

50,000

3,600

14027 Purchase Bobcat

40,000

6,000

14028 Copier Replacements for City Hall

30,000

14029 Recreation Expansion

250,000

14030 DCC Sign Replacement

250,000

3,000,000

98,350

$ 14,561,409

$ (8,400)

14001 New Overhead Crane - Mechanics Shop

14013 Computer Network Infrastructure

14020 Play Area Lifecycle Program -Carscadden Park

14025 Interpretative Centre

14031 Transit Park & Ride Total

$ 14,659,759

123

Capital Project Ranking Criteria

Ranking

Criteria

Details

Required by legislation or regulation.

Project is primarily intended to meet an established legislative or regulatory requirement. Eg. Building safety code, Occupational Health and Safety. Distinguish from #5 in that City will face sanction if the standard is not met.

Reduce hazards; maintain or improve emergency response; reduce liabilities; protect property or environment

Project is intended primarily to eliminate or almost eliminate a threat to life, or improve health and safety; maintain or enhance the City’s ability to respond to public safety threats; reduce the chance of insurance claims or litigation against the City.

Project required by commitment to another party.

Project is intended primarily to discharge a contractual obligation to a third party.

Replace or refurbish asset to provide existing level of service.

Project is intended primarily to replace an asset with a new one of essentially the same characteristics (some updating of technologies or functions will likely occur); rehabilitate an existing asset to its original condition (or to current standard), in terms of its capacity or function; or delay the time when an asset will need to be replaced or rehabilitated. The level of service to the public should not change as a result of this project, as it is intended to maintain existing service levels.

Project directly referenced by Council’s strategic plans or supported by a plan adopted by Council.

Project is a result of directions established in Council’s strategic plans; or the project is a result of a plan adopted by Council. Reference plan in History portion of template.

Reduce or avoid future costs, paying back investment cost in less than 8 years.

Project is intended primarily to reduce or avoid future costs. Projects within this criteria must be supported by a cost-benefit analysis.

Address deficiencies in staff working conditions.

Project is intended primarily to improve staff productivity and increase employee health or safety (non-regulated requirement).

Support new growth; respond to growth; providing existing levels of service.

Project is intended primarily to provide increased infrastructure capacity that will facilitate or support growth and development; or to extend existing City services to new neighbourhoods.

Demonstrated and sustained public support for project.

Project is initiated or justified by the level of public support, as evidenced by some formal means.

high

124

Capital Project Ranking Criteria

Meet adopted standard that maintains an existing level of service.

Project is intended primarily to meet non-regulatory standard that has been adopted by the City – either formally or implicitly – with respect to capacity, level of service or function, etc. This may involve replacement, renovation or rehabilitation of an existing asset. Distinguish from #1 in that the standard is being met voluntarily – City could choose a different standard. Eg. National Fire Protection Association standards for firefighting equipment, Canadian Standards Association standards, American Public Works Association standards, etc.

Reduce or avoid future costs, paying back investment cost in 8 to 15 years.

Project is intended primarily to reduce or avoid future costs with an estimated payback of 8 to 15 years. Projects within this criteria must be supported by a cost-benefit analysis.

Provide new / enhanced communitywide facilities or services.

Project is intended primarily to provide the community at large with new or improved facilities to improve the quality of life. Distinguish from #8 in that these projects are not intended to support growth by extending existing services to a larger population.

Remove infrastructure constraint or add capacity for new land development.

Project is intended primarily to support new land development. Distinguish from #8 in that these projects support a single area of the City.

Improve efficiency or effectiveness of internal processes.

Project is intended primarily to improve the efficiency or effectiveness of service delivery and does not have a demonstrable cost saving component.

Upgrade or replace assets to meet new service level.

Project is intended primarily to replace or upgrade an asset, increasing capacity or function to increase the level of service to the public. This criteria would only be utilized if the new service level had not been previously approved by Council with all asset costs included.

Support plan of community group.

Project is intended primarily to meet the needs of a community group representing a fraction of the overall public.

125

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

12025 River Valley Trail System Parks & Recreation Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY This project will construct a trail network and link existing trails along the river valley from the south corporate limit to the north corporate limit. It will also complete the trail system around the fishing pond. These trails are identified in the Fort Saskatchewan River Valley Study. This project is listed as one of the River Valley Alliance's priorities. As a result of the October 11, 2011 Regular Council Meeting, multi-year funding (2012 - 2014) was approved for this project

PROJECT BREAKDOWN & DESCRIPTION The total cost of this project is $3,100,000 to be completed over three years. The City's financial obligation for this project is $343,461 a year for three years for a total of $1,030,383 (one third of the project cost). The remaining two thirds of the project funding is provided by the River Valley Alliance. These are new multi-use trails within the river valley that run the full length of the City's waterfront connecting with the County of Strathcona. JUSTIFICATION

ADDITIONAL COMMENTS/NOTES The proposed trail system is identified in the 1997 Rivers Edge Recreation Study and its 2007 update the Fort Saskatchewan River Valley Study. This is also listed as one of the River Valley Alliance's (RVA) priorities. The project is waiting for final funding approval from the RVA.

Project Time Frame

Project is continuing

Primary Ranking Criteria

3 - Project required by commitment to another party

Secondary Ranking Criteria

5 - Project referenced by Council

Budget Total

2014

Expenditures

1,030,384

Funding

1,030,384

2015

2016

2017

2018 Future Yrs.

126

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14001 New Overhead Crane - Mechanics Shop Common Services & Equipment Pool Capital Budget 2014 Year Director, Project Management Description

COUNCIL HISTORY This is a new project

PROJECT BREAKDOWN & DESCRIPTION This product will install a new 4 ton, overhead crane in the Equipment Services Shop.

JUSTIFICATION The overhead crane will allow the mechanics to safely move large pieces and parts around the shop and onto equipment. Currently, large parts and equipment are rigged onto a loader, backhoe or skid steer to be moved and maneuvered into place. This is a difficult and potentially hazardous way of moving these items.

ADDITIONAL COMMENTS/NOTES The new Equipment Services Shop was designed and constructed to handle this equipment.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

2 - Reduce hazards or liabilities

Secondary Ranking Criteria

7 - Address deficiencies in staff working conditions

Budget Total

2014

Expenditures

125,000

Funding

125,000

2015

2016

2017

2018 Future Yrs.

127

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14002 Replace Bobcat Skidsteer Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to fund the replacement of the Mobile Equipment Fleet. Replacement of the skid steer is scheduled for every 400 hours.

PROJECT BREAKDOWN & DESCRIPTION This project will replace the skid steer loader.

JUSTIFICATION The skid steer is replaced every 400 hours. This time frame used to take us from one year to the next. As workloads have increased we have been buying hours at the end of the term. We have found that replacing the unit at 400 hours works out to about $9.00 per hour versus $15.00 per hour for overage charges and outright leasing. Trading in this machine at 400 hours is the best use of public funds as it keeps the machine on warranty, and gives us the highest reliability. ADDITIONAL COMMENTS/NOTES The dealer can give us this deal because of manufacturer to government discounts.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

45,000

Funding

45,000

2015

2016

2017

2018 Future Yrs.

128

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14003 Computer Equipment Replacement General Administration Capital Budget Year Director, Information and Technology

2014

Description COUNCIL HISTORY Annual project brought forward to Council funded from the Computer Equipment Reserve. In accordance with the current computer life cycle replacement program in place since 2000, workstations are on a 4 year replacement cycle.

PROJECT BREAKDOWN & DESCRIPTION Replacement of 40 workstations and 10 printers. 25% of computers in active inventory replaced each year. Printers are on a 5 year replacement cycle with an average of 10 units replaced each year.

JUSTIFICATION Industry standard for replacement is 2-3 years. Standard warranty period for computer equipment is 3 years. In year 4, risk of paying for repairs not covered by warranty is low. This is deemed to be the best time to replace equipment before escalating costs occur.

ADDITIONAL COMMENTS/NOTES We are exploring other options including desktop virtualization that may extend the life of the desktop past the 4 yr replacement term. Beginning in 2015, we will include tablets in the rotation cycle as well.

Project Time Frame

Project is continuing

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

2015

2016

2017

2018 Future Yrs.

Expenditures

1,116,127

93,000

101,875

104,638

107,825

110,588

598,201

Funding

1,116,127

93,000

101,875

104,638

107,825

110,588

598,201

129

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14004 Replace 2002 1/2 Ton FordTruck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of light duty trucks is scheduled for every 10 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace 2002 half ton truck.

JUSTIFICATION Unit 11 is a 2002 1/2 ton truck. This truck has reached the end of its life-cycle. It's use has been extended an additional two years beyond the normal service life. The truck is beginning to rust and has reached the end of its useful life.

ADDITIONAL COMMENTS/NOTES An assessment will be completed, as part of this project, to ensure the right type and size of equipment will be purchased as a replacement.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

30,000

Funding

30,000

2015

2016

2017

2018 Future Yrs.

130

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14005 Replace 2002 1/2 Ton Ford Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

PROJECT BREAKDOWN & DESCRIPTION To replace Unit 19, a 2002 half ton truck.

JUSTIFICATION Unit 19 has been used for two years beyond its normal service life. The unit is rusting and is experiencing some mechanical difficulties.

ADDITIONAL COMMENTS/NOTES An assessment will be completed, as part of this project, to ensure the right type and size of equipment will be purchased.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

30,000

Funding

30,000

2015

2016

2017

2018 Future Yrs.

131

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14006 Replace 2002 3/4 Ton Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of light duty trucks is scheduled for every 10 years. Equipment is assessed at the end of its life cycle, to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace the 2002 3/4 ton truck.

JUSTIFICATION Unit 27 has been used two years beyond its normal service life. It has served us well but is showing its age and wear. The chassis is rusting and the truck is becoming less reliable.

ADDITIONAL COMMENTS/NOTES An assessment will be completed, as part of this project, to ensure the right type and size of equipment will be purchased.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

38,000

Funding

38,000

2015

2016

2017

2018 Future Yrs.

132

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14007 Replace 2002 3/4 Ton Chevy Crew Cab Truck Common Services & Equipment Pool Capital Budget 2014 Year Director, Project Management Description

COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of light duty trucks is scheduled for every 10 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace the 2002 3/4 ton truck Unit 27.

JUSTIFICATION This truck has been used two years beyond its normal life cycle. The chassis is rusting and is need of replacement.

ADDITIONAL COMMENTS/NOTES An assessment will be completed, as part of this project, to ensure the right type and size of equipment will be purchased.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

38,000

Funding

38,000

2015

2016

2017

2018 Future Yrs.

133

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14008 Replace 2002 3/4 Ton GMC Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

PROJECT BREAKDOWN & DESCRIPTION Replace the 2002 3/4 ton truck Unit 28 .

JUSTIFICATION This truck has been used beyond its normal life cycle by two years. This truck has served us well, but the chassis is rusting and the truck is in need of replacement.

ADDITIONAL COMMENTS/NOTES An assessment will be completed, as part of this project, to ensure the right type and size of equipment will be purchased.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

38,000

Funding

38,000

2015

2016

2017

2018 Future Yrs.

134

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14009 Replace Flail Attachment Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of this mower is scheduled for every 10 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace the flail mower attachment.

JUSTIFICATION This mower has reached the end of its useful life. It has a lot of moving parts, which wear over time, causing the need to replace this mower.

ADDITIONAL COMMENTS/NOTES Alternatives will be researched, to ensure the best piece of equipment is purchased to replace this unit.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

58,000

Funding

58,000

2015

2016

2017

2018 Future Yrs.

135

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14010 Addition of New Roads Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY This is a new project.

PROJECT BREAKDOWN & DESCRIPTION Purchase of a new, light duty truck for the roads department.

JUSTIFICATION As the City has grown in population, it has also grown in size. With more roads, signs and other infrastructure to maintain, additional staff have been added. The new staff require a truck that will allow them to be able to travel from job site to job site, with the tools and equipment necessary to perform maintenance tasks.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Secondary Ranking Criteria

14 - Improve efficiency or effectiveness of internal processes

Budget Total

2014

Expenditures

35,000

Funding

35,000

2015

2016

2017

2018 Future Yrs.

136

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14010 Addition of New Roads Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Operating Impact Total

2014

2015

Expenditures

8,900

6,000

2,900

Total

8,900

6,000

2,900

2016

2017

2018

2019

2020

137

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14011 Black & White Copier Replacement - PWE Common Services & Equipment Pool Capital Budget 2014 Year Director, Infrastructure Management Description

COUNCIL HISTORY This project has been included in the long term capital budget for replacement every five years.

PROJECT BREAKDOWN & DESCRIPTION Replace the black and white copier in the JEG building, for use by Public Works staff.

JUSTIFICATION Planning and Public Works purchased the existing black and white photocopier in 2009. The assessment completed at that time, concluded that purchasing was a better financial option than leasing. With the copier being five years old and having produced approximately 1,000,000 copies, the machine is starting to wear and become less reliable. As the main printer and fax machine for the building, it must be reliable in order to ensure effective and efficient production for the department. ADDITIONAL COMMENTS/NOTES The purchase / lease options will be evaluated again in 2014 to determine the best overall value. With Planning and Economic Development moving to City Centre Square, the volume will be evaluated to help determine the best size and type of equipment required to service the Infrastructure Management and Project Management departments.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

7 - Address deficiencies in staff working conditions

Budget Total

2014

Expenditures

40,000

Funding

40,000

2015

2016

2017

2018 Future Yrs.

138

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14013 Computer Network Infrastructure General Administration Capital Budget Year Director, Information and Technology

2014

Description COUNCIL HISTORY Project is brought forward annually for network infrastructure upgrades funded from the Computer Equipment Reserve. In accordance with the current Computer Replacement Program (in place since 2000), servers & network components are on a 3-5 year replacement cycle.

PROJECT BREAKDOWN & DESCRIPTION In 2014 we will begin an initiative to replace wireless links to JEG, Fire Hall and DCC with Fibre optics. We will also be replacing 2 servers and firewalls at remote sites along with backup and security appliances.

JUSTIFICATION Applications require more bandwidth than in the past. Our current wireless speeds between sites are not sufficient enough for staff to use the corporate applications efficiently. Fibre optic cabling will provide adequate bandwidth now and well into the future as we continue to grow and allow for realistic disaster recovery and redundant backup strategies.

ADDITIONAL COMMENTS/NOTES Down time for equipment repair/replacement can halt critical operations, resulting in productivity loss and increased wait time for service delivery responses. Inability to load or run software applications results in efficiency loss, due to staff not having appropriate tools or information to carry out their work. Network link upgrades to fibre optic and server virtualization will save money and increase productivity while we continue to explore other options.

Project Time Frame

Project is continuing

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Budget Total

2014

2015

2016

2017

2018 Future Yrs.

Expenditures

1,977,500

455,000

250,000

265,000

245,000

155,000

607,500

Funding

1,977,500

455,000

250,000

265,000

245,000

155,000

607,500

139

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14014 Installation of new ISD site (site install only, no new equipment) Bylaw Enforcement Capital Budget 2014 Year Director, Protective Services Description

COUNCIL HISTORY City Council approved the use of Automated Traffic Enforcement Technology in 2002. Since that time Fort Saskatchewan Municipal Enforcement has used a combination of portable photo laser enforcement and Intersection Safety Device (ISD) cameras to meet the goals of the joint RCMP and Municipal Enforcement Traffic Safety Plan.

PROJECT BREAKDOWN & DESCRIPTION Municipal Enforcement operates four ISD cameras at six locations within the City. These locations are selected based on a combination of Provincial government criteria and analysis of local traffic needs. In 2012 all intersections within the City were analyzed for potential suitability of an ISD placement. The results were a short list of four suitable sites for ISD installations. Two were installed in 2012 and this project would allow a third site to be created in 2013. JUSTIFICATION The purpose of ISD operation is to train the motoring public to slow down and drive safely, especially at intersections. This project would be funded from the Police Equipment Reserve account, as there are funds available in 2014 to be used for this project.

ADDITIONAL COMMENTS/NOTES Traffic volumes at many locations within the City continue to climb and ISD operation is an important tool in our Traffic Safety Plan. Traffic violations are generally high for the first year of operation at a new site and these revenues are expected to pay for the site installation. No new equipment would be purchased, this project would allow our existing equipment to be operated at a new location.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

5 - Project referenced by Council

Secondary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Budget Total

2014

Expenditures

50,000

Funding

50,000

2015

2016

2017

2018 Future Yrs.

140

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14014 Installation of new ISD site (site install only, no new equipment) Bylaw Enforcement Capital Budget 2014 Year Director, Protective Services Operating Impact

Revenues Expenditures Total

Total

2014

2015

2016

90,000

30,000

7,150 (22,850)

135,850 45,850

(30,000)

2017

2018

2019

2020

7,150

(22,850)

7,150

141

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14015 Replace (3) JD 455 Tractor Mowers Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of small boulevard mowers is scheduled for every 3 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace three (3) JD 455 tractor mowers.

JUSTIFICATION These mowers have reached the end of their service life and are in need of replacement. These are large garden tractors which each have about 1500 hours on them. Warranties on these tractors expire at 800 hours. Reliability and trade-in value drops significantly when we extend these mowers beyond three years.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

48,000

Funding

48,000

2015

2016

2017

2018 Future Yrs.

142

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14016 Unit 2 Fire & Rescue Replacement Fire Capital Budget Year Director, Fire Services

2014

Description COUNCIL HISTORY The replacement of the Fire Department's Unit 2 was identified in the Long Term Fire Department Equipment Replacement Program and associated capital reserve funding.

PROJECT BREAKDOWN & DESCRIPTION Unit 2 is a 1999 1 ton 4x4 chassis that is set up with the required equipment for brush truck operations on the city's park trail system and has a 15 year lifecycle replacement.

JUSTIFICATION Unit 2 fills several Fire Department functions, bush truck operations, incident command vehicle, and as a tow vehicle for the river boat.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

85,000

Funding

85,000

2015

2016

2017

2018 Future Yrs.

143

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14017 Replace JD 6420 Tractor Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of this tractors is scheduled for every 10 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace the 2004 JD6420 tractor.

JUSTIFICATION This tractor has reached the end of its life-cycle and is showing its age. This unit is currently only used in the summer months to run the flail mower. An assessment will be conducted, as part of this project, to determine if a more multifunctional piece of equipment could be used to perform mowing and other duties in the off-season.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

100,000

Funding

100,000

2015

2016

2017

2018 Future Yrs.

144

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14018 Replace JD Tractor 5400 Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY In 1978, Council established the Mobile Equipment Reserve, in order to support the Mobile Equipment Fleet. Replacement of tractors is scheduled for every 15 years. Equipment is assessed at the end of its life cycle to determine if it is due for replacement or if it can provide further service.

PROJECT BREAKDOWN & DESCRIPTION Replace the 1997 John Deere tractor.

JUSTIFICATION This tractor has been extended well beyond its normal service and has served us well. It is undersized for work beyond running the leaf vacuums and small turf equipment. A needs assessment will be conducted, to ensure that the right type and size of equipment will be purchased to replace this unit.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

85,000

Funding

85,000

2015

2016

2017

2018 Future Yrs.

145

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14019 Local Road Rehabilitation Roads, Streets, Lighting Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY This is an ongoing project that will improve and rehabilitate the road system within the City of Fort Saskatchewan. Projects are identified using the Municipal Pavement Management Application (MPMA) and verified by Engineering and Public Works staff. MPMA and other infrastructure asset management initiatives are used to apply best management practices and assist in developing short and long range rehabilitation programs.

PROJECT BREAKDOWN & DESCRIPTION At this funding level, the roadway maintenance operation budget in 2013 forward has been reduced by $180,000 year. The Highway 15/21 overlay program is also now part of this program, saving $1,000,000 every 2 years.

JUSTIFICATION In order to keep our road system functioning at an acceptable level, we must continually replace and rehabilitate our roadways. The MPMA results identify a rehabilitation backlog. The budget reflects a balanced approach to the road rehabilitation program by providing sustainable funding for the required maintenance program.

ADDITIONAL COMMENTS/NOTES At the proposed spending level, MPMA results Indicate that the overall Pavement Quality Index can be maintained without any gains or losses.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

2,500,000

Funding

2,500,000

2015

2016

2017

2018 Future Yrs.

146

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14020 Play Area Lifecycle Program -Carscadden by SPX Parks & Recreation Capital Budget 2014 Year Director, Infrastructure Management Description

COUNCIL HISTORY In 2011 the Parks department updated the audit of the City's playground structures. This audit identified items that could be repaired and prioritized the replacement of play structures based on their condition, deficiencies and hazards when compared to current codes.

PROJECT BREAKDOWN & DESCRIPTION This project will replace the play structure in Carscadden Park near the Sportsplex.

JUSTIFICATION The audit identified this park as the next park to be replaced. The existing structure no longer meets current CSA requirements and the specific deficiencies cannot be addressed without replacing the structure. The wooden suspension bridge causes a pinch point between the boards, which cannot be addressed without replacing the entire component. Many of the structural members are beginning to rust, which could result in failure, over time. ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

130,000

Funding

130,000

2015

2016

2017

2018 Future Yrs.

147

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14021 Neighbourhood Rehabilitation Water Supply & Distribution Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY

As part of an ongoing effort to replace and rehabilitate substandard water mains, sewers and roads, this project will upgrade a neighborhood to new standards.

PROJECT BREAKDOWN & DESCRIPTION

This project will design and replace all water, sewer, and storm services to property, curbs and roadways within a neighborhood, prioritized using fire flow capacity, pipe conditions and road conditions.

JUSTIFICATION

Replacing the water line will provide the required fire protection for the neighborhood and upgrade the "older" areas to current standards.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project is continuing

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

1,700,000

Funding

1,700,000

2015

2016

2017

2018 Future Yrs.

148

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14022 Sewer Service Relines Wastewater Treatment & Disposal Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY This is an ongoing project, removing properties from the sewer root intrusion preventative maintenance program within the City. This years project scope will be focussed in the south corner of the Pineview Neighbourhood .

PROJECT BREAKDOWN & DESCRIPTION Liners will be installed in all sewers within a selected area each year. The liner acts like a new pipe that is installed within the old pipe. The liner material is plastic and is resistant to tree root intrusion and other pipe failure. The liner is expected to last 50 years, with minimal maintenance. Liners are installed in private service laterals and main lines. A structural seal is installed at the connection point between the lateral and main, creating a root resistant barrier. JUSTIFICATION Installing a liner will reduce maintenance, back-ups and other issues. Removing homes from the sewer root program will reduce our operating costs, associated with servicing these homes on a regular basis. It will increase the level of service to customers and reduce the risk of sewer back ups within their homes. A full rehabilitation of mains, laterals and connections is necessary to prevent weak spots where new root intrusion can occur. ADDITIONAL COMMENTS/NOTES This project is a multi-year project. It is expected to be completed by 2017. This program w ill evolve into a w ater and storm sew er main relining program beyond 2017, in the same area as part of a complete utility rehabilitation program to address other know n conditions that can be corrected w ith relining. This project is different from the Neighbourhood Rehabilitation project 13028 in that it is relining sanitary infrastructure that protects against tree root intrusion and extends the life of sufficient infrastructure. The Neighbourhood Rehabilitation program is replacing substandard infrastructure.

Project Time Frame

Project is continuing

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

10 - Meet adopted standard; maintain existing service level

Budget Total

2014

Expenditures

1,200,000

Funding

1,200,000

2015

2016

2017

2018 Future Yrs.

149

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14022 Sewer Service Relines Wastewater Treatment & Disposal Capital Budget Director, Project Management

Year

2014

Operating Impact Total

2014

2015

Expenditures

140,400

Total

140,400

2016

2017

2018

2019

2020

150

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14023 Addition of New Utility Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Description COUNCIL HISTORY This is a new project

PROJECT BREAKDOWN & DESCRIPTION Purchase of a new 1/2 ton truck for the Utilities department.

JUSTIFICATION As the City has grown in population and physical size, infrastructure has grown with it. This new vehicle is required for the additional Utility staff required to service and maintain the Utility Infrastructure. The vehicle will be used to carry personnel and equipment from site to site within the City.

ADDITIONAL COMMENTS/NOTES

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Secondary Ranking Criteria

14 - Improve efficiency or effectiveness of internal processes

Budget Total

2014

Expenditures

35,000

Funding

35,000

2015

2016

2017

2018 Future Yrs.

151

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14023 Addition of New Utility Truck Common Services & Equipment Pool Capital Budget Year Director, Project Management

2014

Operating Impact Total

2014

2015

Expenditures

8,900

6,000

2,900

Total

8,900

6,000

2,900

2016

2017

2018

2019

2020

152

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14024 Computer Software/Hardware Acquisitions General Administration Capital Budget 2014 Year Director, Information and Technology Description

COUNCIL HISTORY Project brought forward to Council annually and is funded from the Computer Equipment Reserve and PAYG. This project includes new software applications and new hardware based on department staffing requests and City wide initiatives. Each department is responsible for providing a business case to support their requests.

PROJECT BREAKDOWN & DESCRIPTION Included in this project is computer equipment and software licensing for new positions as well as a high quality color printer for Municipal Enforcement to print traffic violation tickets for court purposes. Phase 1 of the Electronic Content Management System (ECMS) formerly known as "Records Management" is funded from reserve under the original CWIS project and will begin in 2014. Phase 2 of the project will begin in 2015. JUSTIFICATION The ECMS was originally defined in the City Wide Information Systems (CWIS) project in 2000. It is the final application to be funded from CWIS reserve. This will complete Phase 1 and address the needs for critical areas that can greatly benefit from ECMS. Phase 2 requires additional funding in 2015/2016 to complete the project in it's entirety.

ADDITIONAL COMMENTS/NOTES Municipal Enforcement is constantly being challenged by the Crown Prosecutor's office to produce better photos for court purposes. A high quality color printer will produce the results they need. Contracting the printing service is an option that is being considered. Systems and applications have become much more sophisticated and complexed since the need for "Records Management" was identified in 2000 and included in the CWIS project. Implementation of an "Electronic Content Management System" that will integrate with the City's major applications today and into the future requires additional funding for Phase 2.

Project Time Frame

Project is continuing

Primary Ranking Criteria

14 - Improve efficiency or effectiveness of internal processes

Secondary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Budget Total

2014

2015

2016

2017

2018 Future Yrs.

Expenditures

1,409,400

51,375

175,775

188,375

89,775

142,875

761,225

Funding

1,409,400

51,375

175,775

188,375

89,775

142,875

761,225

153

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14025 Interpretative Centre Cultural, Library, Museums, Halls Capital Budget Director, Culture

Year

2014

Description COUNCIL HISTORY This project was brought forward in the 2006 Strategic Plan for the Stewartship of Fort Saskatchewan's Historic Resources and in the 10 Year Guiding Document for the Development of Fort Saskatchewan's Historic Precinct presented to City Council in 2012. The recent public engagement on the delivery of our old jail history shows a need to provide new space to current museum operation currently located in the Warden's House. The Warden's House building is in the process of being designated as a Municipal Historic Resource and is too small to host jail exhibits, services and operation to meet the 10 Year guidelines for the development of the Historic Precinct. PROJECT BREAKDOWN & DESCRIPTION Project budgeted at estimated at $5M. Location to be determined. Budget adjustment are expected to reflect scope of the project. On time costs in 2014 estimated at $350,000 for the purchase of Furniture, & Equipment, development of exhibit spaces, building start up and and development of new operating plan. JUSTIFICATION The Warden;'s House is too small to host museum operation. This has been identified by the Historical Society and the City in many plans (1998, 2006, 2012) and recent public consultation. The Interpretative Centre will provide new exhibit spaces for the Museum collection, as well as office / work spaces for Museum staff. and current tenants The Interpretative Centre could also host City archives currently located at City Hall and take advantage combining archive services with the Museum. ADDITIONAL COMMENTS/NOTES Project over 2 years: Design and Engineering: 2014 - $500,000 Construction: 2015 - $5,000,000

Project Time Frame

Project will start in budget year and continue into next two years

Primary Ranking Criteria

12 - Provide new / enhanced community wide facility or services

Secondary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Budget Total

2014

2015

Expenditures

5,500,000

3,000,000

2,500,000

Funding

5,500,000

3,000,000

2,500,000

2016

2017

2018 Future Yrs.

154

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14025 Interpretative Centre Cultural, Library, Museums, Halls Capital Budget Director, Culture

Year

2014

Operating Impact Total

2014

2015

2016

Expenditures

454,400

650,000

(195,600)

Total

454,400

650,000

(195,600)

2017

2018

2019

2020

155

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14026 Toro ProCore 1298 Aerator Parks & Recreation Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY The City receives many service requests regarding dandelions.

PROJECT BREAKDOWN & DESCRIPTION Purchase a tow behind Toro ProCore 1298 aerator for use in the Parks summer program.

JUSTIFICATION Aerating is proven to promote a healthier turf surface by allowing for reduction of compaction and allowing the proper flow of nutrients and water through the soil. The ProCore has a 98" (2.49 m) aeration swath, allowing for a much faster completion of sports fields and high profile areas in the spring. The user groups are wanting to use the fields as quickly as possible in the season. By accomplishing this task in a timely manner the fields will be healthier, with many less weeds and dandelions. ADDITIONAL COMMENTS/NOTES The City chooses to be proactive in the care and maintenance of our parks and green spaces, reducing our impact on the environment with pesticides. As such we are actively seeking alternative solutions to the use of pesticides, working more in harmony with the environment. By using our IPM (integrated pest management) program, we have a viable solution with a favorable outcome for both the community and the environment.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Secondary Ranking Criteria

13 - Remove infrastructure constraint

Budget Total

2014

Expenditures

50,000

Funding

50,000

2015

2016

2017

2018 Future Yrs.

156

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14026 Toro ProCore 1298 Aerator Parks & Recreation Capital Budget Director, Project Management

Year

2014

Operating Impact Total

2014

2015

Expenditures

8,600

3,600

5,000

Total

8,600

3,600

5,000

2016

2017

2018

2019

2020

157

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14027 Purchase Bobcat Parks & Recreation Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY The City currently has one backhoe, one bobcat and one loader. One piece of equipment is required by workload to remain in the yard at all times to load compost for customers and perform other required tasks. This leaves two pieces, which are required for excavating,cleaning up sweeper dumps throughout the City, snow hauling, grave digging, managing our parks and green spaces, etc. These are shared and due to the demand jobs are sometimes postponed or we must contract out to get the work done on time. PROJECT BREAKDOWN & DESCRIPTION Purchase a second bobcat to become part of our equipment pool.

JUSTIFICATION With the increased volume and priorities existing with the Public Works department the City is requiring an additional Bobcat to maintain service requests and service levels.

ADDITIONAL COMMENTS/NOTES The additional bobcat would impact Public Works in a very positive way, allowing all departments the ability to plan more jobs in house instead of contracting out and to accomplish needed tasks in a timely manner.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

8 - Support or respond to new growth; maintain existing service level

Secondary Ranking Criteria

13 - Remove infrastructure constraint

Budget Total

2014

Expenditures

40,000

Funding

40,000

2015

2016

2017

2018 Future Yrs.

158

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14027 Purchase Bobcat Parks & Recreation Capital Budget Director, Project Management

Year

2014

Operating Impact Total

2014

2015

Expenditures

14,000

6,000

8,000

Total

14,000

6,000

8,000

2016

2017

2018

2019

2020

159

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14028 Copier Replacements for City Hall Common Services & Equipment Pool Capital Budget Year City Manager

2014

Description COUNCIL HISTORY This project has not been identified previously.

PROJECT BREAKDOWN & DESCRIPTION Replace one black and white, and one colour printer / copier in City Hall.

JUSTIFICATION The current City Hall copier located on the 3rd floor is 12 years old and is in need of repair weekly or more frequently since moving it from the old City Hall. Replacement parts are no longer available. Also, the Planning Department currently shares a copier with other CST staff at the JEG. This copier will remain at the JEG when Planning staff move to City Hall in to fall. Their is no colour printer / copier available on the 3rd floor. ADDITIONAL COMMENTS/NOTES In mid June an expert from Toshiba is scheduled to visit City Hall to view current equipment, review samples and volume of job requirements and recommend appropriate equipment. This project is being entered as a purchase, but will also be evaluated for lease. Further information will be forthcoming prior to the end of June.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

7 - Address deficiencies in staff working conditions

Budget Total

2014

Expenditures

30,000

Funding

30,000

2015

2016

2017

2018 Future Yrs.

160

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14029 Recreation Expansion Parks & Recreation Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY Public consultation and design of the potential of our community's recreation expansion opportunities included in the capital plan in 2014 and 2015.

PROJECT BREAKDOWN & DESCRIPTION This is a multi-year project to plan. The 2014 funding will be used for public engagement, to ensure that residents have input on future planning. Funding in 2015 will be used for concept and design drawings. Upon completion of consultation process, information will be shared with Council which will provide information about the design. JUSTIFICATION As the community continues to grow the need for recreation spaces grow with it. This project will develop a concept, design, and ultimately lead to construction.

ADDITIONAL COMMENTS/NOTES This is a multi-year project with stakeholder input and concept development in 2014 moving into detailed design 2015 and construction starting in 2016.

Project Time Frame

Project will start in budget year and continue into next two years

Primary Ranking Criteria

9 - Demonstrated and sustained high public support

Secondary Ranking Criteria

12 - Provide new / enhanced community wide facility or service

Budget Total

2014

2015

Expenditures

6,250,000

250,000

6,000,000

Funding

6,250,000

250,000

6,000,000

2016

2017

2018 Future Yrs.

161

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14029 Recreation Expansion Parks & Recreation Capital Budget Director, Project Management

Year

2014

Operating Impact Total

2014

2015

2016

Expenditures

433,500

Total

433,500

2017

2018

2019

2020

162

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14030 DCC Sign Replacement Parks & Recreation Capital Budget Director, Recreation

Year

2014

Description COUNCIL HISTORY This is a new project.

PROJECT BREAKDOWN & DESCRIPTION Replace electronic component on current DCC sign located on Highway 21. Total costs includes screen, software, installation and staff training.

JUSTIFICATION End of life cycle as clarity and intensity of sign has decreased. Possibility of complete sign failure is possible. The sign is used for promotion of City programs and by community groups.

ADDITIONAL COMMENTS/NOTES The current signage guidelines will be reviewed to assess if the sign should include advertising revenue to help offset the cost of replacing and operating the sign. New signage will be compliant with Land Use Bylaw. Operating impact will be $30,000 put into the DCC Equipment Reserve starting in 2015.

Project Time Frame

Project will start and end in budget year

Primary Ranking Criteria

4 - Replace or refurbish asset; maintain existing service level

Secondary Ranking Criteria

14 - Improve efficiency or effectiveness of internal processes

Budget Total

2014

Expenditures

250,000

Funding

250,000

2015

2016

2017

2018 Future Yrs.

163

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14030 DCC Sign Replacement Parks & Recreation Capital Budget Director, Recreation

Year

2014

Operating Impact Total

2014

2015

Expenditures

30,000

Total

30,000

2016

2017

2018

2019

2020

164

City of Fort Saskatchewan Capital Projects Project Department Version Project Manager

14031 Transit Park & Ride Other Transportation Capital Budget Director, Project Management

Year

2014

Description COUNCIL HISTORY On August 24, 2010 Council approved the submission of two Expressions of Interest for a Green Transit Incentive Program (GreenTRIP ). One of the EOI includes a regional Park & Ride and Transit Facility in Sturgeon County. This project scope has been revised relocating the facility within the corporate limits of the City. The 2012 Transit Study confirms the requirement of a regional park and ride facility in our area and recommends that it be located within the City.

PROJECT BREAKDOWN & DESCRIPTION Establish a regional Park & Ride & Transit Facility to accommodate up to 1,000 cars. Total project cost is estimated atÂ $3.5 million. City's total contribution is estimated at $1,166,667, 1/3 of the total cost of this project.

Â JUSTIFICATION The need for a Park & Ride & Transit Facility, in the area of Fort Saskatchewan, is recognized by the Capital Region Intermunicipal Transit Network Plan and is articulated in municipal transportation studies as well as high level Sustainability & Municipal Development Plans. Traffic challenges in the area have been identified in the Alberta Industrial Heartland Transportation Study. The Park & Ride should reduce traffic on highways & the bridge and contribute to reduced greenhouse gas emissions in the area. ADDITIONAL COMMENTS/NOTES The Regional Transit Committee has created a prioritized project list, to be endorsed by the CRB. The CRB will forward a letter of endorsement to the Minister of Transportation, including the list of prioritized projects. Regional Park & Ride & Transit Facility is listed at #14. GreenTRIP Program will fund up to 2/3 of the capital costs of the project. Remaining 1/3 will be City of Fort Saskatchewan but can be reduce through partnerships.

Project Time Frame

Project will start in budget year and continue into next two years

Primary Ranking Criteria

3 - Project required by commitment to another party

Secondary Ranking Criteria

12 - Provide new / enhanced community wide facility or service

Budget Total

2014

2015

Expenditures

3,400,000

3,000,000

400,000

Funding

3,400,000

3,000,000

400,000

2016

2017

2018 Future Yrs.

165

10 Year Capital Plan - By Asset Categories

2014

2015

3,000,000

2,500,000

250,000

6,000,000

2016

2017

2018

2019

2020

2021

2022

2023

Total

Buildings 14025 Interpretative Centre 14029 Recreation Expansion 15021 Fort Phase 4 - Small amenities

50,000

5,500,000 6,250,000 40,000

40,000

130,000

16003 Design/Construction of Fire Station

150,000

2,000,000

2,150,000

16012 Court House Preservation

100,000

200,000

16021 Phase II - City Centre Square

750,000

16030 Aboriginal Sites

450,000

17011 Harbour Pool - Recapitalization

750,000 450,000 4,500,000

18002 CN Station Preservation

4,500,000 100,000

19000 JRC Retrofit and Expansion - Design/Const

100,000

200,000

9,000,000

20003 ReplaceYellow Tent with Metal Shed

500,000

21010 Museum Building Acquisition Total Buildings

3,250,000

8,550,000

1,490,000

6,640,000

100,000

9,100,000

500,000

500,000 100,000

100,000

29,730,000

Engineering Structure 14019 Local Road Rehabilitation

2,500,000

14021 Neighbourhood Rehabilitation

1,700,000

14031 Transit Park & Ride

3,000,000

2,500,000 1,700,000 400,000

3,400,000

15025 86 Avenue Phase II (101 to 94St)

1,300,000

15030 Local Road Rehabilitation

2,500,000

15031 Neighbourhood Rehabilitation

1,800,000

16014 119 Street Highway Intersection

1,800,000

16017 Local Road Rehabilitation

2,600,000

16019 Neighbourhood Rehabilitation

1,900,000

16024 Southfort Dr Widening Ph 3 (94 St - Allard)

1,000,000

16025 Traffic Signals (Southfort Dr and Allard Way

500,000

16026 94 St Widening Ph 1 (Southfort - Sienna Ga

1,600,000

17016 87 Avenue

2,900,000

17019 Local Road Rehabilitation

2,600,000

17020 Neighbourhood Rehabilitation

2,000,000

17022 Clover Park Secondary Access

200,000

17025 Southfort Dr Widening Ph 4 (Allard - Greenf

1,600,000

17026 94 St Widening Ph 2 (Sienna Gate - 87 St)

1,000,000

18004 112 Street Widening

2,500,000

18017 119 Street Highway Intersection

2,500,000

18021 Entrance Signs - Highway Urbanization

600,000

18024 Local Road Rehabilitation

2,600,000

18025 Neighbourhood Rehabilitation

2,100,000

18029 94 St Widening Ph 3 87th Ave - +800m

1,200,000

18035 Southfort Dr Widening Ph 5 (Greenfield to 8

1,600,000

18036 84th St Widening (Galloway Wynd - Southfo

1,200,000

18037 Traffic Signals (84 St and Southfort Dr Int)

500,000

19004 Histoirc Precinct Parking Redevelopment

500,000 175,000

175,000

350,000

19007 Local Road Rehabilitation

2,700,000

19008 Neighbourhood Rehabilitation

2,200,000

19013 Southfort Dr Widening Ph 6 (84 St - Southfo

1,600,000

19014 Southfort Blvd Widening (Towncrest Rd - So

1,600,000

19015 Traffic Signals (Southfort Blvd and Southfor

500,000

19016 94 St Widening Ph 4 (87 Ave+800m - South

1,600,000

20013 Replace 100 Ave Ross Creek Bridge / Culve

1,500,000

20015 Southfort Dr Widening Ph 7 (Southfort Blvd

1,600,000

20016 Traffic Sigals (Southridge and Southfort Dr

500,000

20018 Southridge Blvd Widening (Hwy 21 - Southf

1,600,000

20019 Local Road Rehabilitation

2,700,000

20020 Neighbourhood Rehabilitation

2,300,000

21011 Local Road Rehabilitation

2,700,000

21012 Neighbourbood Rehabilitation

2,400,000

2,700,000 2,400,000

22007 Local Road Rehabilitation

2,700,000

22008 Neighbourhood Rehabilitation

2,500,000

5,200,000

78,750,000

Total Engineering Structure

7,200,000

6,000,000

9,400,000

10,300,000

14,800,000

10,375,000

5,100,000

2,700,000

Furnishings 16027 Theatre Stage Risers

30,000

23004 Theatre Seats Replacement Total Furnishings

30,000

30,000 206,300

206,300

236,300

166

10 Year Capital Plan - By Asset Categories

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Total

Land 12025 River Valley Trail System

1,030,384

16005 Historic Precinct Connectivity Total Land

1,030,384

100,000

300,000

100,000

1,330,384

Machinery & Equipment 14001 New Overhead Crane - Mechanics Shop

125,000

14002 Replace Bobcat Skidsteer

45,000

14003 Computer Equipment Replacement

93,000

14009 Replace Flail Attachment

58,000

14011 Black & White Copier Replacement - PWE

40,000

14013 Computer Network Infrastructure

455,000

125,000 45,000 101,875

104,638

107,825

110,588

113,775

116,538

119,725

122,488

125,675

1,116,127 58,000 40,000

250,000

265,000

245,000

155,000

75,000

82,500

117,500

65,000

85,000

1,795,000

14014 Installation of new ISD site (site install only,

50,000

14015 Replace (3) JD 455 Tractor Mowers

48,000

100,000

14017 Replace JD 6420 Tractor 14018 Replace JD Tractor 5400 14020 Play Area Lifecycle Program -Carscadden b

50,000

85,000

130,000

14024 Computer Software/Hardware Acquisitions

51,375

14026 Toro ProCore 1298 Aerator

50,000

14027 Purchase Bobcat

40,000

14028 Copier Replacements for City Hall

30,000

250,000

14030 DCC Sign Replacement

175,775

188,375

89,775

142,875

140,775

143,375

60,775

128,375

84,775

1,206,250

15004 Replace (2) Front Mount Mowers

90,000

15005 Replace Bobcat Skidsteer

45,000

15007 Replace JD 455 Mower

17,000

15008 Replace Street Sweeper

195,000

15009 Postage Machine Replacement

27,000

15015 Replace 1987 Brouer Vacuum

45,000

15016 Replace Mobile Air Compressor

30,000

15018 Play Area Life Cycle Program - Marion Rog

130,000

15020 Replace Underground Fuel Tanks and Site

325,000

15027 Replace Snow Blower 16001 Replace Loader

6,000

6,000 175,000

175,000

16002 Replace Angle Blade - 1996 Snow Plow Att

18,000

16006 Replace Chipper

40,000

16007 Replace Bobcat Skidsteer

45,000

16008 DCC Zamboni Replacement

115,000

16009 JRC Zamboni Replacement

115,000

16013 Play Area Lifecycle Program - JD McLean P

130,000

16028 Speed Display signs for education and prev

12,000

16029 Additional site installation for ISD (site insta

50,000

17006 Replace (2) Front Mount Mowers

90,000

17008 Replace 455 Tractor Mowers

51,000

150,000

17010 Replace Shop Washer

12,000

17012 Breathing Air Compresser

75,000

17013 Play Area Lifecycle Program - Kinsmen Par

130,000

17014 Historic Precinct Transportation Vehicle

100,000

17009 Replace Backhoe

17015 Replace Bobcat Skidsteer

90,000

45,000

17017 House Speakers Replacement

120,000

17027 Replace Freightliner & Attachments

199,000

18001 Play Area Lifecycle Program -Turner Park S

199,000 130,000

130,000

18005 Replace 455 Lawn Mower

17,000

18006 Replace Smooth Drum Roller

90,000

209,000

18009 Replace 2006 1 Ton Dump Truck

65,000

18010 Replace Parks Gator

18,000

18012 Replacement Vic. Camerera System

50,000

18013 Replace Telephone Recording system

25,000

18014 Photo Laser replacement

40,000

18015 Replace JD Lawn Mower

18,000

18016 Jungle Gym in Fitness Area

20,000

13,200,000

18007 Replace 5-ton and Attachments

18018 7500 Cubic Meter Reservoir and Pump Hou 18019 Replace Bobcat Skidsteer 19003 Replace Front Mount Mowers

45,000

45,000 90,000

90,000

167

10 Year Capital Plan - By Asset Categories

2014

2015

2016

2017

2018

19005 Replace Bobcat Skidsteer 19006 Play Area Life Cycle Program - RCMP Park

2019

2020

2021

2022

2023

Total

50,000

130,000

130,000 204,000

204,000

20006 Replace Aerator

20001 Replace Intersection Safety Camera System

10,000

20007 Replace Three (3) High Profile Mowers

54,000

180,000

20008 Replace Street Sweeper 20009 Replace Vacuum

20,000

130,000

20017 Replace Bobcat Skidsteer

65,000

20021 Projector replacement

15,900

20011 Play Area Life Cycle Program - Elks Park (A

15,900

21001 Replace Bobcat Skidsteer

65,000

21002 Replace Front Mount Mowers (2)

90,000

21003 Replace Steam Trailer

20,000

21004 Replace Wheel Loader

180,000

21005 Replace Wide Area Mowers (3)

180,000

21006 Replace Wide Area Water Cannon

16,000

21009 Replace Boulevard Mower

21,000

22001 Sound Mixing Console Replacement

95,000

22003 Replace Bobcat Skidsteer

50,000

22004 Light Mixing Console Replacement

17,500

23003 Rescue Boat Replacement 1,437,650

1,258,013

1,414,600

14,335,463

599,550

1,021,313

870,000

478,363

17,500 50,000

50,000

345,450

23,410,777

Total Machinery & Equipment

1,650,375

14004 Replace 2002 1/2 Ton Ford Truck

30,000

14005 Replace 2002 1/2 Ton Ford Truck

30,000

14006 Replace 2002 3/4 Ton Truck

38,000

14007 Replace 2002 3/4 Ton Chevy Crew Cab Tru

38,000

14008 Replace 2002 3/4 Ton GMC Truck

38,000

14010 Addition of New Roads Truck

35,000

14016 Unit 2 Fire & Rescue Replacement

85,000

14023 Addition of New Utility Truck

35,000

Vehicles

15011 Unit 1 Replacement

35,000 50,000

50,000

17004 Replace 2005 3/4 Ton Chevy Truck

35,000

17005 Replace Car - Planning

25,000

17007 Replace 1/4 ton truck

25,000

18003 Replace 1-Ton Utility

25,000 105,000

18008 Replace Escape Hybrid 18011 Pump 8 Replacement

105,000

32,000

700,000

19002 Replace 2007 Chev 1/2 Ton

35,000

20004 Replace 1Ton Utilities Truck

35,000 105,000

20005 Replace Dodge Dakota Utilities Truck

105,000

33,000

21007 Replace 2009 3/4 Ton

35,000

21008 Replace Water Truck

75,000

22002 Pump 9 Replacement

75,000 750,000

22005 Replace By-law Half Ton Crew Cab Total Vehicles

35,000

329,000

50,000

85,000

837,000

35,000

138,000

110,000

750,000

55,000

805,000

2,389,000

Water/Wastewater/Storm Systems 14022 Sewer Service Relines 15032 Sewer Service Relines

1,200,000

1,200,000 1,200,000

1,200,000

16004 900mm Sanitary Trunk Medium Industrial

1,200,000

16015 Southfort Drainage Parkway 1 Yorkville Ditc

3,200,000

16020 Sewer Service Relines

1,200,000

4,800,000 3,200,000 1,200,000

17001 1200mm Storm Trunk Outfall MH7 to MH5 M

2,700,000

17002 675mm Storm Trunk Outfall MH9 to MH7 M

3,300,000

17021 Sewer Service Relines

1,200,000

18022 450mm Water Feeder to Upper Triangle-Me

1,600,000

18023 Ross Creek Sanitary Trunk Twining - Mediu

1,500,000

18026 Water and Sewer Main Relining

1,500,000

18027 1350mm Storm Trunk Outfall - Medium Indu

2,500,000

18028 750 mm Sanitary Trunk - Medium Industrial

1,200,000

19009 Water Main Reline Program 20002 Water Main Reline Program 21013 Water Main Reline Program 22006 Water Main Reline Program

1,200,000 1,500,000

1,500,000 1,500,000

1,500,000 1,600,000

1,600,000 1,600,000

1,600,000

168

10 Year Capital Plan - By Asset Categories

2014

2015

2016

2017

2018

2019

2020

2021

2022

23005 Water Main Reline Program Total Water/Wastewater/Storm Systems Total

2023

Total

1,700,000

1,200,000

5,600,000

8,400,000

9,500,000

2,700,000

1,500,000

1,600,000

1,700,000

35,000,000

14,659,759

17,237,650

17,878,013

26,939,600

39,672,463

22,809,550

13,534,313

7,780,000

8,083,363

2,251,750

170,846,461

169

170

2014 Utilities Budget

Municipal Utility Bill Comparison The comparison below shows that our City’s average 2013 utility bill is the lowest within the region. We anticipate the 2014 average utility bill to be comparable. As part of the annual process, the City’s proposed Utility user rates are compared with municipalities in the Edmonton Capital Region. The comparison is based on information provided by the other municipalities and reflects single family dwellings with an average consumption of 18 cubic meters (m3) per month. 120

2013 Utility Rate Comparison

115 110 105 100 95

$112.82

90 85

$99.53

$115.58

$118.65

$102.24

$90.81

80 75

$99.93

$115.16

$83.37

Average Monthly Residential Utility Bill

Approved Rates 2013

Proposed Rates 2014

Water

$38.78

$45.23

Sewer

28.34

30.44

Solid Waste

17.83

22.79

$84.95

$98.46

Total Monthly Bill

*Based on an Average Monthly Water Consumption of 18 cubic meters.

171

2014 Utilities Budget

The 2014 Utility budget is $13,935,474 and consists of four main areas: Administration, Transmission Distribution, Treatment and Disposal and Waste Collection.

Administration The City maintains and coordinates all the utility functions including billing and collections. The cost to provide this service is $2,454,871. Transmission Distribution Water is supplied by the Capital Region Northeast Water Services Commission. The City’s infrastructure comprises 119km of water mains and 3 reservoirs. The costs to supply safe drinking water is $4,622,699.

Treatment and Disposal Sewage treatment is provided by the Capital Region Wastewater Services Commission. The City’s infrastructure comprises 107km of sanitary mains and 2 lift stations. The cost to provide safe treatment if sewage is $4,518,784. Waste Collection The City’s solid waste and recycling program is a weekly curbside service. Waste Collection also includes services provided by the City’s Transfer Station. The cost to provide safe waste disposal is $2,339,120.

2014 Revenue Requirement $13.9 Million Waste Collection 17%

Treatment & Disposal 32%

Administations 18%

Transmission Distribution 33%

The City uses a comprehensive Utility Model to determine the water, sewer and solid waste user rates. The model allows for the depreciating cost of assets and for a defensible return on equity thereby supporting future utility infrastructure capital requirements. This provides an opportunity for user rate stability as contributions should fund future utility requirements. It also creates a self-sustaining utility fund not depending on provincial and federal infrastructure funding. We are working to create a self-sustainable utility fund. The utility model determines both fixed and variable user rates for water and sewer services. Waste collection user rates is a fixed user rate with no variable component.

172

2014 Utilities Budget

Water Utility Water Rates Fixed Monthly Cost Variable Cost per m

Approved Rates 2013

Proposed Rates 2014

$3.27

$3.11

$1.97

$2.34

Fixed Monthly Cost The decrease in the fixed monthly cost is due to a 6% increase in utility meters and depreciation on water utility assets.

Variable Cost $2.34/m3 Capital Replacement Program $0.31

Water Commission $1.22 Operating Expenditures $0.81

Variable Cost per m3 Increase in the variable cost per cubic meter is due to an increase of $0.04 in the cost of water from the Capital Region Northeast Water Services Commission, $0.10 increase for the capital replacement program and $0.23 in operational cost.

Sewer Utility

Sewer Rates Fixed Monthly Cost 3

Variable Cost per m

Approved Rates 2013

Proposed Rates 2014

$1.88

$1.84

$1.47

$1.59

Fixed Monthly Cost The decrease in the fixed monthly cost is due to a 5% increase in utility meters and depreciation on water utility assets.

Variable Cost per m3 Increase in the variable cost per cubic meter is due to an increase of $0.03 in the cost of water from the Alberta Capital Region Wastewater Services Commission, $0.02 increase in the capital replacement program and $0.07 increase in operational cost.

Variable Cost $1.59/m3 Operating Expenditures $0.46

Sewer Commission $0.90

Capital Replacement Program $0.23

173

2014 Utilities Budget

Waste Collection Waste Collections and Recycling Rate Fixed Monthly Cost

Approved Rates Proposed Rates 2013

2014

$17.83

$22.79

Fixed Monthly Cost $22.79

Fixed Monthly Cost The increase in the fixed monthly cost is mainly a result of the increase in the City’s contracted waste collection and recycling contract costs.

Capital Replacement Program $6.40 Collection Contracts $14.57 Operating Expenditures $1.82

174

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Utilities

Water, Sewer and Solid Waste (Infrastructure and Community Services)

Approved

Proposed

Actual

Budget

2011

2012

2013

2014

9,584,615

10,438,870

11,555,009

13,912,374

25,176

25,565

20,300

23,100

Revenues Sales, Rentals and User Charges Penalties and Interest Fines, Licenses and Permits

3,150

3,632

2,000

Other Revenues

159,750

383,297

Total Revenues

9,772,691

10,851,364

11,577,309

13,935,474

Salaries, Wages and Benefits

1,139,940

1,278,187

1,405,600

1,644,550

Contracted and General Services

1,754,397

2,131,056

1,817,650

2,777,670

Purchases from Other Governments

5,151,985

5,414,600

6,007,017

6,382,973

Materials, Supplies and Utilities

520,670

575,904

670,899

779,199

248,871

333,412

620,706

670,911

Other Expenses

956,828

1,118,205

1,055,437

1,680,171

Total Expenses

9,772,691

10,851,364

11,577,309

13,935,474

Investment Income Government Transfers

Expenses

Grants to Organizations

Debentures Bank Charges and Interest

Net (Revenues)/Expenditures

2014 Budget Overview Revenues in this department are mainly from water, sewer and solid waste service fees; details of user fees can be found in the 2014 Utility Rates section of the budget document. Expenditures consist of department staff remuneration and contracted services related to the solid waste collection contract, water transmission contract and sewage treatment contract. Other Expenses mainly consists of a transfer to reserve to support replacement of future utility infrastructure.

175

BUDGET

2014 Budget

2014

_______________________________________

Engaged People Thriving Community

Utilities

Water, Sewer and Solid Waste

(Infrastructure and Community Services)

Proposed

Water

Sewer

Solid Waste

Budget

2014

Revenues Sales, Rentals and User Charges Penalties and Interest

5,911,335

5,451,298

2,549,741

13,912,374 23,100

13,500

5,200

4,400

Fines, Licenses and Permits

Investment Income

Government Transfers

Other Revenues

Total Revenues

5,924,835

5,456,498

2,554,141

13,935,474

Salaries, Wages and Benefits

874,250

491,650

278,650

1,644,550

Contracted and General Services

272,600

407,450

2,097,620

2,777,670

2,823,600

3,559,373

6,382,973

719,399

48,000

11,800

779,199

256,750

414,161

670,911

Expenses

Purchases from Other Governments Materials, Supplies and Utilities Grants to Organizations Debentures

Other Expenses

Bank Charges and Interest

978,236

535,864

166,071

1,680,171

Total Expenses

5,924,835

5,456,498

2,554,141

13,935,474

Net (Revenues)/Expenditures

176

177

Fort Saskatchewan Public Library Budget

As part of the requirements of the Library Act, City Council shall approve the annual budget of the Fort Saskatchewan Public Library (Library). Attached hereto is the Library Board's detailed budget information. Although budget years 2015 and 2016 are provided, Council is only required to approve the 2014 Budget year on December 10, 2013 which in total including operating and capital, is $1,429,198.15. The City provides annual funding to support Library operations. The Library's request of $902,120.94 has been included in the Culture Services Department's 2014 budget. This amount is offset by the provincial Municipal Sustainability Initiative Operating Grant received by the City. As a result, the net impact on the City's 2014 Budget is $718,671.

178

20142016 Operating Budget – Highlights Fort Saskatchewan Public Library Board

The Library Board’s 2014‐2016 budget and grant requests from the City are as follows: Request 2013 2014 2015 2016 Operating Budget Capital Budget

Total Budget

949,710.89

1,373,673.15

1,141,444.23

1,182,053.04

62,525.00

55,525.00

56,500.00

$1,012,235.89 $1,429,198.15 $1,197,944.23 $1,238,553.04

Grant Request

$847,884.30

$902,120.94 $1,019,000.47 $1,057,686.74

2014 Highlights 



The Library Board is launching its “Enrich the Experience” Campaign in 2013. The board has set a goal of raising a total of $400,000, but is waiting to allocate the funds more specifically until they see how much has been raised. The funds generated from these efforts will be allocated by the Board to library collections, new technologies, and signature pieces of furniture and artwork. Examples of potential projects include: purchasing interactive early learning computers for the preschool area, furnishings for the program room, expanding the adult nonfiction collection, expanding the Library’s eBook collection, purchasing a smart board. The Library Board has budgeted $10,000 to create a new Plan of Service in 2014. The process includes extensive community engagement and a thorough needs assessment. While several new initiatives have been identified for 2015/2016, it is likely that this process will identify new needs and initiatives that will be brought forward to council as part of future budget processes. As part of the 2013 budget process, an additional $102,900.00 was approved by Council for the Library’s 2014 budget, to address the following issues: o Adequate custodial services are required to meet growth in demand for the current facility and for the expansion. o

The Library Board is transitioning to a budgeting process that includes a furniture and equipment replacement reserve based on life cycle replacement estimates.

The Library Board has committed to participating in the regional writer in residence program, in partnership with the Metro Edmonton Federation of Libraries (Strathcona County, St. Albert, and Edmonton).

1 179



Meeting customer needs for services and resources involving new technologies that become available outside of budget cycle has become increasingly difficult, and the Emerging Technologies and eCollections fund is designed to help meet this challenge.

A new Plan of Service needs to be developed in 2014, to assist the Library Board in planning Library services in 2015 beyond and to meet legislated provincial requirements. The proposed Plan of Service Development Project includes funds to complete a needs assessment and community survey and hire a facilitator/consultant to assist with the process.

As part of the current budget process, the 2014 budget has been fine‐tuned, and several line items have changed, resulting in an increase of $2,886.94 in the Library Board’s request from City Council, over what was presented as part of the 2013 budget process. Items that changed include: o

An increase in membership fees and fines revenue is expected when the Library expansion opens.

The STEP grant was discontinued by the provincial government.

The Library Director’s contract was renegotiated.

Telephone expenses are expected to decrease significantly due to the Library moving to a VOIP system.

Internet expenses are expected to increase as the Library requires more bandwidth.

The cost of cleaning supplies is expected to increase – this item had not been budgeted for adequately in the past and the Library is increasing in size by 50%.

2015/16 Highlights 



The Library Board is required to create a new Plan of Service in 2014, to be implemented beginning in 2015. The process includes extensive community engagement and a thorough needs assessment. While several new initiatives have been identified for 2015/2016, it is likely that the plan of service process will identify new needs and initiatives that will be brought forward to council as part of future budget processes. Increase Children’s Programmer position to full‐time to meet demand for early literacy programming. Extra part time staffing to increase eReader training and computer training programs.

2 180



 

Annual funding for web development to ensure Library has a fully functional website that provides easy access to online resources. New collections: graphic novels and blu‐rays. Also an increase to the DVD budget. An increase in adult programming, to include regular public interest programming (gardening, wills and estates, bicycle maintenance), evening resume/job seeking help sessions, funding for a writing club to produce an annual chapbook. An increase in the children’s programming line to support increased teen programming. An increase in the ongoing PC and monitor replacement line to ensure that the Library can continue to support a 5 year replacement rotation of all PCs in the expansion.

3 181

182

2014 Budget Adjustments

Following are the recommended adjustments to the 2014 Budget. In most cases, the adjustments reflect the City's ability to maintain its service levels.

Revenue 2014 Base Revenue Budget

32,608,829

Residential and Non-residential Growth

1,000,000

3 Year Strategy Commitment (3.39%)

1,140,000

Adjust ed 2014 Revenue

$ 34,748,829

Expenses 2014 Base Expenditure Budget

2014 Requests: Adjustments to Budget Adjust ed 2014 Expendit ures

2 0 1 4 Estim a te d Annual Incre a se to Re side ntial Tax Bill

32,354,787 2,394,042

$ 34,748,829

3 .2 %

$300,000 Assessement Property

$45

$400,000 Assessement Property

$60

$500,000 Assessement Property

$75

2 0 1 4 Estim ate d Annual Incre ase to N o n-re side ntial Tax B ill

6 % to 7 %

183

2014 Budget Adjustments

2014 Requests: Adjustments to Budget The following summarizes each 2014 budget adjustment request. Attached, are the individual detailed budget request sheets, in numerical order.

Re quest ID #

Re que st N am e

Requested $ Am o unt

12-0002

Cost of Living and Benefits

48,200

12-0003

Software Maintenance Cost

12-0004

Information Systems Support

12-0009

FMW Software Enhancements ($10,000 Reserve Funded) *

12-0013

Finance Services Support

12-0017

Legal and Election Cost

12-0020

Financial Services Support

69,375

12-0021

Budget to Actual Adjustment

33,900

12-0022

Assessment Services Contract Increase

15,000

12-0026

Staff Remuneration Policy Compliance

970,500

12-0030

Budget to Actual Adjustment

(27,120)

21-0002

Police Administrative Support

15,000

21-0005

Policing Contract

21-0011

Provincial Policing Grant

21-0013

Police Services

23-0002

911 Dispatch Contract

23-0005

Fire Prevention

96,423

26-0003

Animal Control

3,100

26-0006

Municipal Enforcement

7,000

32-0004

Additional Traffic Light Turnings

32-0005

Lot Grading Compliance

(7,452)

34-0002

Budget to Actual Adjustment

10,000

34-0004

Transit Pilot Project ($400,000 Reserve funded) *

51-0001

VPA City Grant Increase

51-0007

STSS City Grant Increase to 100%

58,607 115,748 72,425 (10,100)

308,400 (8,600) 139,300 8,300

(34,200)

1,200 45,600

continued on next page

184

2014 Budget Adjustments

Re que st ID #

Re que st N am e

Reque ste d $ Am o unt

61-0001

Intern Planning Position

26,939

61-0004

Maintain Planning Dept Service Levels

13,915

61-0005

Business Licence Increase

(8,175)

61-0008

Increase Permit Revenue

61-0014

Neighbourhood Wayfinding Signs ($75,000 Reserve Funded) *

61-0015

Growth Study

200,000

72-0003

Annual Building Maintenance Projects

(82,000)

72-0009

Budget to Actual Adjustment

72-0011

Maintain Park Service Level

72-0012

Maintain Facilities Service Level

29,764

72-0013

Budget to Actual Adjustment

47,800

72-0017

Budget to Actual Adjustment

(13,800)

72-0019

Budget to Actual Adjustment

31,800

72-0021

Budget to Actual Adjustment

14,700

72-0025

Energy Contract Cost Savings

(151,300)

72-0029

Budget to Actual Adjustment

6,542

72-0031

Budget to Actual Adjustment

(19,700)

74-0002

Library City Grant Funding

74-0003

100th Anniversary of Gaol ($25,000 Grant Funded)

74-0005

MSI Operating Library Grant Reduction/Elimination

74-0006

Special Events Coordinator

74-0014

Public Art in City Hall ($50,000 Reserve Funded) *

74-0015

Museum Grant Reduction

74-0016

Budget to Actual Adjustment

74-0020

Stables Exhibit Design & Buildings ($187,500 Reserve Funded) *

(72,635) -

25,600 213,290

29,200 104,600 13,820 10,300 1,285 -

2014 Capital Operating Impact - 2013 Approved Capital Plan

49,891

2014 Capital Operating Impact - 2014 Proposed Capital Plan

* To tal One Tim e Re se rve F unded

(8,400) $

2 ,3 9 4 ,0 4 2

7 2 2 ,5 0 0

185

City of Fort Saskatchewan Budget Request

Request

12-0002 Cost of Living and Benefits

Responsibility Director People Services

Division

City Manager

Budget Year

2014

Department

People Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To align with previous union negotiated contract, specifically related to salary, wages and benefit contributions.

Background In late 2011, negotiations were completed between the City and CUPE Local 30. A settlement was reached with a wage increase of 3% for 2012 and 3.5% in 2013. Council approved the same cost of living increase for all non-union staff. A contingency amount has been included in the 2014 budget should any increase be negotiated.

Benefit

Impact of Not Approving this Budget Item

20 November 2013

186

City of Fort Saskatchewan Budget Request

Request

12-0002 Cost of Living and Benefits

Responsibility Director People Services

Division

City Manager

Budget Year

2014

Department

People Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

1,116,300

48,200

521,500

546,600

Total

1,116,300

48,200

521,500

546,600

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

187

City of Fort Saskatchewan Budget Request

Request

12-0003 Software Maintenance

Responsibility Director Information Technology

Division

Corporate & Protective Services

Budget Year

2014

Department

Information Technology

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Softwa re ma i ntena nce requi rements for new a ppl i ca ti ons a nd future growth for a ddi ti ona l l i cens i ng.

Background When software applications are purchased, budgets typically include the annual maintenance costs. In 2013 the City added three major application suites; Cityview, Sire and MIcrosoft Exchange. The first year (2013) of maintenance costs were included within the project budget but future years were not known at that time and/or exceeded actual budget for future years.

Benefit Software maintenance provides premium support, patches, enhancements and upgrades. The software applications will continue to be maintained at current revision levels preventing downtime for troubleshooting and fixing technical issues. Licensing costs to support future growth are lower when the applications are under maintenance contracts.

Impact of Not Approving this Budget Item Without software maintenance, high costs are incurred for support, customizations, enhancements and additional licenses. Applications will not get patched and upgraded on a regular schedule increasing downtime which in turn negatively affects internal processes and service levels. This also leads to increased security vulnerabilities within the applications putting the City's data at risk.

20 November 2013

188

City of Fort Saskatchewan Budget Request

Request

12-0003 Software Maintenance

Responsibility Director Information Technology

Division

Corporate & Protective Services

Budget Year

2014

Department

Information Technology

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

213,707

58,607

85,800

49,150

20,150

Total

213,707

58,607

85,800

49,150

20,150

2017 Onetime

20 November 2013

189

City of Fort Saskatchewan Budget Request

Request

12-0004 Information Systems Support

Responsibility Director Information Technology

Division

Corporate & Protective Services

Budget Year

2014

Department

Information Technology

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose The demand for support of corporate mainstream applications has grown much more quickly than was anticipated and Information Technology (IT) staff are currently working beyond their capacity. As a result, the IT department will not be able to maintain service levels and support future growth with the current staffing in place. In order to align with the IT master plan, maintain service levels and pave the way for technological advancement, one additional FTE is required.

Background Technology is rapidly changing , making it very difficult to create a strategy beyond 2 years. The complexity and diversity of software applications has evolved from simple spreadsheets to large data sets, each requiring a specific skill set to support. The specificity of these critical business applications requires more support than in the past. Contracted services are being used where it adds value and this provides efficiency, but the mainstream corporate applications must be managed in-house to ensure a high level of accountability in our business processes. Since 2010, the City has been phasing in 2 major software applications, Worktech and CityView. In addition, implementation of an electronic content management system will begin in 2014. IT staff supporting the applications do not have enough time to provide support to existing software and complete other City projects such as Sire, payroll and Virtual City Hall. As a result they are having to resort to providing "band-aid" type fixes to keep processes running smoothly (it is estimated that 350 - 500 hours per year are needed to adequately support each major application, not including enhancements and upgrades). Additionally, support requests have increased by 30% since May 2012 and are projected to more than double in 2014. An estimated 1217 additional hours are needed in 2014 just to maintain current service levels. In addition, the Finance department relies heavily on IT for support of Great Plains/Diamond. Their needs are rapidly changing, necessitating upgrades and more specific processes, all of which require support and user training. Again, this is using alot of IT resources and leaving a time deficit for the department to meet project deadlines. Clearly, demands on the IT department are exceeding the resources that are available. Benefit An additional FTE in the IT department would allow us to maintain current service levels and potentially increase service levels in certain areas, preparing the City for future growth and putting us in a position to become a technological leader of innovation in Municipal Government. Software applications will be efficiently managed and supported. Manpower will be available to allow IT projects to be completed within budget and on time, and we will be able to provide training on new systems. City staff will benefit from computer systems that are working well, with staff that has been instructed on proper use, and this in turn will enable us to serve our residents to a higher level with more efficiency. An increased presence in the IT department will allow us to liaise better with all City departments as well as to decrease wait times for service. Our goal is not to settle for good service. We want to take it to the next level. With the addition of one full time employee, GREAT service would be achievable. Impact of Not Approving this Budget Item Without adequate support from the IT department, current service levels will decline, the integrity of the data will suffer and critical business processes will be threatened. We will not be able to support future growth of the City and consequently put the City in a poor position for technological advancement. Projects will be delayed or even cancelled resulting in additional costs to contract work that cannot possibly be completed with the shortage of man-hours within the IT department. Staff will become frustrated with the lack of support and training and this frustration will be equally shared by residents doing business with the City. Technology and its support are paramount to the functioning of all systems in the present business infrastructure. Technology is the driving force of service levels across all City departments and it is imperative that we ensure it is kept up to date. Service levels in every City department are negatively impacted and suffer if IT projects cannot be completed; this includes booking facilities and activities, paying utilities and taxes, obtaining business licenses and permits, providing support services and recreational activities, ensuring the safety of the residents and promoting the economic development of the City.

20 November 2013

190

City of Fort Saskatchewan Budget Request

Request

12-0004 Information Systems Support

Responsibility Director Information Technology

Division

Corporate & Protective Services

Budget Year

2014

Department

Information Technology

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

115,748

Total

115,748

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

191

City of Fort Saskatchewan Budget Request

Request

12-0009 FMW Software Efficiency Enhancements

Responsibility Director Budget & Long Term

Division

Corporate & Protective Services

Budget Year

2014

Department

Budget & Long Term Planning

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Enhance the FMW budget software system resulting in new efficiencies for the budget process.

Background Our current FMW budget software has the capability for users to view the source documents of their financial data. This information is currently retrieved from the accounting system (Diamond) rather than being accessed from a system they are familiar with. In addition, we have experienced problems with the current manual, excel based process of preparing the Fees and Charges Schedule and Bylaw. Our first option is to approach our budget software provider to research if they are a viable alternative for automating our process and integrating into our budgets. As this is not part of the regular functionality of our budget software, our provider will research the possibility.

Benefit Department staff's ability to access financial source document information in an environment they are familiar with provides a 'one-stop' shop environment and creates efficiencies for forecasting and business planning processes. In addition, staff will not be required to learn the accounting software. Entering the fees and charges data directly into the FMW budget software streamlines the process by eliminating data entry duplication, the risk of spreadsheets crashing and transposition errors. Integrating the fees and charges into our revenue budgets automates the process creating enhanced efficiencies. Impact of Not Approving this Budget Item All staff must become more acquainted with the accounting system, which can be challenging for most non-accountants and the current inefficient method of entering the fees and charges data will continue.

20 November 2013

192

City of Fort Saskatchewan Budget Request

Request

12-0009 FMW Software Efficiency Enhancements

Responsibility Director Budget & Long Term

Division

Corporate & Protective Services

Budget Year

2014

Department

Budget & Long Term Planning

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Revenues

10,000

Expenditures

10,000

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

Total

20 November 2013

193

City of Fort Saskatchewan Budget Request

Request

12-0013 Financial Services Support

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Due to emerging issues in the ability to maintain the integrity of our financial systems, this position was filled in 2013 to assist the Finance department with workloads, to help retain staff and provide excellent customer service.

Background The Cityâ&#x20AC;&#x2122;s strong growth continues to have a direct correlation on the increase in workloads for the the Finance department. For example, in the past five years the tax/assessment notices generated have increased almost 20% while the number of utility bills processed have increased over 32%. The increasing workloads continue to be a major challenge for the Finance department. To maintain service levels casual relief staff have been utilized and overtime has been frequently required. The high demands on the Finance staff have been linked to staff morale and retention issues. The time it takes to bring new staff up to speed on the requirements of their position, the efficiency of the department decreases temporarily.

Benefit An additional staff resource will help to reduce overtime and stress levels within the Finance department which will help to reduce staff turnover. Retaining well trained, motivated staff helps to provide increasingly efficient and effective service delivery for residents.

Impact of Not Approving this Budget Item Staff turnover will potentially continue and the efficiency of the department will be diminished which could result in reduced service levels.

21 November 2013

194

City of Fort Saskatchewan Budget Request

Request

12-0013 Financial Services Support

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

73,425

72,425

1,000

Total

73,425

72,425

1,000

2016 Onetime

2017 Ongoing

2017 Onetime

21 November 2013

195

City of Fort Saskatchewan Budget Request

Request

12-0017 Legal and Election Cost Reductions

Responsibility Director Legislative Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Legislative Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose 2014, 2015 and 2016 operational adjustments

Background Increase in Staff Development due to changes in staff responsibilities. Adjusted General Contracted Services budget to better reflect actuals based on 2010, 2011, 2012 expenses. Deleted Council Professional Photographs/Council Chamber Name Plates expenses for 2014. These expenses should only be budgeted in an election year.

Benefit Provides for staff development. Budget figures will better reflect actual expenses for General Contracted Services. No expenses will be budgeted for Elections in 2014.

Impact of Not Approving this Budget Item Reduces ability to maintain qualified employees. General Contracted Services will be over budgeted. Election related costs will be over budgeted.

20 November 2013

196

City of Fort Saskatchewan Budget Request

Request

12-0017 Legal and Election Cost Reductions

Responsibility Director Legislative Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Legislative Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

(10,100)

Total

(10,100)

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

197

City of Fort Saskatchewan Budget Request

Request

12-0020 Financial Services Support

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To maintain excellent customer service, update and develop policies and standards for the City to apply in order to safeguard assets and to reengineer financial processes to create efficiencies using technology and best practices. To implement aspects of the recommendations from the Finance Department review.

Background With the current staffing level, the majority of time is spent processing transactions; leaving staff with little time to be proactive in our approach. The City is growing and evolving and with it expectations for increased financial planning and analysis, improvement in internal controls, operating efficiencies and system enhancements. With support from the City's IT Department, Finance can implement new technologies that will increase efficiencies and enhance services to internal and external customers. A successful implementation requires proper preparation, testing and training or it will fail. Currently the financial software is not being used to its full potential. Many of the City's financial policies and procedures are out of date or nonexistent. A strong focus on creating and updating these policies and procedures is imperative in order to increase internal controls while providing staff with consistent guidelines using best practices. Providing effective internal controls aid in safeguarding the assets of the organization.

Benefit Provide additional financial expertise that will allow the department to be more proactive in their approach to managing financial responsibilities and customer needs. By having adequate resources to review and streamline processes we will be better able to manage future growth in an efficient and effective manner.

Impact of Not Approving this Budget Item Increa s ed workl oa ds a nd s ta ff retenti on conti nue to be a ma jor cha l l enge for the Fi na nce depa rtment. Overti me i s frequentl y neces s a ry to meet required dea dl i nes . Wi thout a n a ddi ti ona l res ource we run the ri s k of not bei ng a bl e to keep up wi th i ncrea s i ng s ta nda rds a nd expecta ti ons . Conti nua l overti me wi l l burn out s ta ff whi ch reduces producti vi ty a nd coul d potenti a l l y res ul t in the l os s of ha rd worki ng, dedi ca ted a nd ta l ented i ndi vi dua l s . Wi thout the a ddi ti on of thi s s ta ff res ource, new fi na nci a l i ni tia ti ves ca n not be i mpl emented i n a timel y ma nner.

21 November 2013

198

City of Fort Saskatchewan Budget Request

Request

12-0020 Financial Services Support

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

91,500

Total

91,500

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

21 November 2013

199

City of Fort Saskatchewan Budget Request

Request

12-0021 Budget to Actual Adjustment

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To adjust budget amounts to better reflect actual revenues and expenditures for the period.

Background Budget amounts are to reflect actual, new projections or inflation as part of the yearly budget process. The number of tax certificates continue to increase. The amount charged for penalties on outstanding property tax rolls continue to increase. An increasing number of customers choose credit cards as their payment option which increases merchant fees from our credit card provider. The standard practice of the City is to annually transfer any retired debenture amounts to reserve for future projects.

Benefit By adjusting the budget line items the budget amounts will better reflect actual amounts.

Impact of Not Approving this Budget Item If budget amounts are not adjusted, large variances may occur.

21 November 2013

200

City of Fort Saskatchewan Budget Request

Request

12-0021 Budget to Actual Adjustment

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Revenues

26,600

23,000

1,200

Expenditures

61,400

56,900

1,500

Total

34,800

33,900

300

2017 Onetime

21 November 2013

201

City of Fort Saskatchewan Budget Request

Request

12-0022 Assessment Services Contract Increase

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To adjust budget amounts to reflect the estimated increase in charges for contract assessment services.

Background The City contracts assessment service needs through the Capital Region Assessment Services Commission (CRASC). The annual fees are based on a core per parcel fee plus a per permit fee cost as well as a flat fee for heavy industrial assessment. CRASC is also contracted to provide Assessment Review Board services at a per parcel fee plus hearing costs, if required. Based on previous actual annual per parcel increases and discussions with CRASC, the budget increase reflects an annual projected increase of approximately 3% in the number of parcels assessed and an estimated $.20 per parcel rate increase per year. Part 9 of the Municipal Government Act provides the guidelines for assessment services. The Planning and Development department notifies the assessor of any new and renovated properties in the City so the property can be assessed at the appropriate value.

Benefit Considering expected growth in parcel numbers and an expected increase in contract fees, the adjustment provides a more accurate cost which will reduce variance reporting. Budgeting for inflation increases, where required, ensures budget dollars keep pace with actual expenses.

Impact of Not Approving this Budget Item Not adjusting amounts for expected increases skews the budget and increases variance reporting. Budget amounts will fail to keep pace with actual expenditures.

20 November 2013

202

City of Fort Saskatchewan Budget Request

Request

12-0022 Assessment Services Contract Increase

Responsibility Director Finance

Division

Corporate & Protective Services

Budget Year

2014

Department

Financial Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

49,000

15,000

10,000

12,000

Total

49,000

15,000

10,000

12,000

2017 Onetime

20 November 2013

203

City of Fort Saskatchewan Budget Request

Request

12-0026 Staff Remuneration Policy Compliance

Responsibility Director People Services

Division

Corporate & Protective Services

Budget Year

2014

Department

People Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Phase one of adjustments to salary and wage paybands to meet criteria contained in policy HUM-004-C

Background In 2013 a comprehensive salary and wage survey was conducted on the criteria contained within our current compensation policy based on the 50th percentile of our comparators. Although in mid 2013 Council did amend the policy to reflect the 55th percentile, it is recommended that for 2014 funding be allocated based on the 50th percentile. The additional 5 percent would be considered by Council during the 2015 budget deliberations.

Benefit To both meet the criteria as defined within our compensation policy but almost more importantly to ensure that our salaries and wages can compete with our comparators and other large employers in the region. Vacancies have a significant cost to organizations, both financially by way of recruitment and training and through higher levels of employee dissatisfaction and reduced services due to reduced resources. Meeting our policy defined criteria will allow us to be a contender as qualified job seekers look at employment options. At the 50 percentile, the City will never be able to compete with those organizations in our region that compare between the 60 and 80 percentile however if we can achieve at a minimum our pre-defined criteria, it is our intention wages and salaries are only one factor of considering the City as an employer and not being so behind other employers that we are not considered at all.

Impact of Not Approving this Budget Item Increased risk to our ability of successfully recruiting fully qualified incumbents at all levels of our organization which in turn potentially affects our ability to achieve service levels and implement our strategic direction.

20 November 2013

204

City of Fort Saskatchewan Budget Request

Request

12-0026 Staff Remuneration Policy Compliance

Responsibility Director People Services

Division

Corporate & Protective Services

Budget Year

2014

Department

People Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

970,500

Total

970,500

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

205

City of Fort Saskatchewan Budget Request

Request

12-0030 Budget to Actual Adjustment

Responsibility GM Corporate & Protective

Division

Corporate & Protective Services

Budget Year

2014

Department

CPS - Central Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Adjust current budgets to reflect actuals and consider the inflationary adjustments as required.

Background Current budgets for Corporate Services Administration and Central Services were to reflect actual, new projections or inflation as part of the yearly budget process.

Benefit Considering previous years history and adjusting accordingly keeps budgets as accurate as possible and reduces variance reporting. Budgeting for inflation increases where required ensures budget dollars keep pace with expenses.

Impact of Not Approving this Budget Item Not considering previous years history and making appropriate adjustments skews the budget and increases variance reporting. Budget accounts may fail to keep pace with expenses without the inflation increase.

20 November 2013

206

City of Fort Saskatchewan Budget Request

Request

12-0030 Budget to Actual Adjustment

Responsibility GM Corporate & Protective

Division

Corporate & Protective Services

Budget Year

2014

Department

CPS - Central Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

(6,880)

(27,120)

9,915

10,325

Total

(6,880)

(27,120)

9,915

10,325

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

207

City of Fort Saskatchewan Budget Request

Request

21-0002 Police Administrative Support

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose To transition employees within the Police Administrative support group from casual relief to permanent to increase retention and maintain customer service.

Background Although a flexible approach has allowed us to continue to maintain Detachment needs over time, it has been a challenge to retain staff. It is beneficial to move towards more full time staff to maintain a competent and motivated work group. Staff turn over creates a significant increase in staff training costs for new employees. Moving from casual to permanent positions increases the bottom line costs in staffing and reduces the funds available to cover all scheduled and unscheduled leaves.

Benefit Police support positions require coverage for all shifts. This increase will ensure sufficient funds to cover all scheduled and unscheduled leaves.

Impact of Not Approving this Budget Item Should this request not be approved the budget will be insufficient to cover scheduled and unscheduled leaves.

20 November 2013

208

City of Fort Saskatchewan Budget Request

Request

21-0002 Police Administrative Support

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

15,000

Total

15,000

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

209

City of Fort Saskatchewan Budget Request

Request

21-0005 Police Contract

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose To increase the police contract costs for 2014 and 2015 to ensure contract costs are covered and allow for Federal Government contract increases due to pension alignment costs.

Background The Federal Government amends the Municipal Policing Agreement contract costs from time to time. The projected per member rate has increased by 6.3% for 2014 and 3% for 2015. The police contract costs include three annual amounts: per member contract rate; PROS (data management) per member cost ($566/member) and police overtime (billed at 100%).

Benefit Budgeting appropriately for police contract costs allows us to maintain service levels within our planned spending amounts.

Impact of Not Approving this Budget Item Failing to adjust the budget for projected contract costs will result in variances over and above the planned spending.

20 November 2013

210

City of Fort Saskatchewan Budget Request

Request

21-0005 Police Contract

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

512,400

308,400

100,800

103,200

Total

512,400

308,400

100,800

103,200

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

211

City of Fort Saskatchewan Budget Request

Request

21-0011 Provincial Police Grant

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose Municipal Police Assistance Grant (MPAG) increase to reflect per capita amount.

Background The MPAG is provided to assist municipalities with policing costs and is intended to fulfill a community policing and civilian oversight responsibility. This grant increases along with population. The use of these funds is reported on annually.

Benefit These provincial funds assist the City of Fort Saskatchewan in providing many important services that fall under community policing, education and Building Bridges partnerships.

Impact of Not Approving this Budget Item Budget will not reflect increase in MPAG.

20 November 2013

212

City of Fort Saskatchewan Budget Request

Request

21-0011 Provincial Police Grant

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

35,900

2014 Ongoing

2014 Onetime

2015 Ongoing

8,600

8,800

2015 Onetime

2016 Ongoing 9,100

2016 Onetime

2017 Ongoing

2017 Onetime

9,400

20 November 2013

213

City of Fort Saskatchewan Budget Request

Request

21-0013 Police Services

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose To request an increase of two RCMP officers to the Detachment strength beginning July 1, 2014. The budget impact for 2014 will be based on one member only with the full costs being felt in 2015. The result is a commitment in 2014 for the 2015 budget.

Background Current Fort Saskatchewan Detachment strength is 24 officers and the last police resource increase was one Officer in 2010. Our City has experienced significant and steady population growth in the three years since this increase. Crime trends reflect steady increases in persons crime, other Criminal Code incidents and drug related activities. The Police to Population (POP) ratio in 2013 is 1/908. Historically police services in Fort Saskatchewan have maintained a POP ratio in the 1/850 range. The Criminal Code caseload for each Fort Saskatchewan officer and the Federally calculated Crime Severity Index are both on the high end of the range of our neighbouring municipalities. These factors speak to the need to maintain sufficient police resources to address all policing needs and maintain the service levels and community expectations established in our City. Fort Saskatchewan Detachment has analyzed and implemented efficiency measures to maximize the current police resources. In 2012 the special sections of Traffic, Community Policing and General Investigation Services were collapsed for a time and all resources were assigned to front line duties to ensure all calls for service were responded to appropriately and in a timely manner. Service levels in the community were affected negatively by this reassignment of officers. Overtime costs are billed 100% to the CIty and are over and above the per member contract rate. In 2013 Fort Saskatchewan School Boards brought forward a request to City Council for a School Resource Officer (SRO). The Detachment is not currently resourced to satisfy this request, however the requested increase of two officers will allow the Detachment to improve upon existing School Liaison service levels. Benefit Fort Saskatchewan Detachment structure includes front line policing and special sections to address local community needs. This balance in service levels is maintained through appropriate police resourcing. The challenges in law enforcement investigations and prosecutions continue to become more complex. Sufficient police resources are required to satisfy all the policing needs and expectations of our City. Identifying overtime costs will allow the CIty to track actual costs and budget appropriately. This increase of two officers in 2014 will allow the four watches providing front line general duty to be appropriately staffed. This protects our service level, meets officer safety standards and reduces overall overtime costs. Although current police resource levels do not support a full time SRO position, the Detachment will continue discussions and planning with all schools to increase police activities and participation within the schools. Impact of Not Approving this Budget Item Allowing population increases to outpace police resourcing will result in reduced police service levels in all areas over time. Enforcement will continue at current levels, however the gap between law enforcement and criminal activities will widen, resulting in a negative effect on the quality of life in our community. Without police resource increases it may be necessary to collapse special sections from time to time to meet the front line demand of calls for service. Overtime costs would increase resulting in a negative impact on officers and morale. Over time police services would become more reactive and less proactive, reducing overall effectiveness.

20 November 2013

214

City of Fort Saskatchewan Budget Request

Request

21-0013 Police Services

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

332,800

139,300

143,500

50,000

Total

332,800

139,300

143,500

50,000

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

215

City of Fort Saskatchewan Budget Request

Request

23-0002 911 Dispatch Contract

Responsibility Fire Chief

Division

Corporate & Protective Services

Budget Year

2014

Department

Fire Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose Contract services for the 911 dispatch service.

Background The City of Fort Saskatchewan has contracted Strathcona County to provide 24/7 911 call answer and dispatching services. The cost is based on a set fee per capita.

Benefit Having a full service 911 dispatch system ensures a timely activation of emergency services for the residents, businesses and visitors to our City.

Impact of Not Approving this Budget Item Not having 911 dispatch in place could lead to delayed activation and response times which may result in undue risk to life and property within the community.

20 November 2013

216

City of Fort Saskatchewan Budget Request

Request

23-0002 911 Dispatch Contract

Responsibility Fire Chief

Division

Corporate & Protective Services

Budget Year

2014

Department

Fire Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

22,400

8,300

6,300

7,800

Total

22,400

8,300

6,300

7,800

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

217

City of Fort Saskatchewan Budget Request

Request

23-0005 Fire Prevention

Responsibility Fire Chief

Division

Corporate & Protective Services

Budget Year

2014

Department

Fire Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose To meet the required training of Fire Department members as outlined in the Service Level Policy and NFPA (National Fire Protection Association) standards, and to provide support to the Fire Prevention Branch.

Background The development and delivery of training for the members of the Fire Department is in the area of responsibility of the Deputy Chief of Operations. This area also includes emergency response, investigations and reporting. The Department has experienced a 20% increase in call volume within the past year. As a direct result of this, the focus of the Deputy Chief has been to address the increase in emergency calls and the associated work that goes with each call. The end result is that the training of the staff has been reduced to a minimum and is not meeting the Service Level Policy and the requirements of NFPA. The Fire Service Officer's role includes emergency response, fire equipment, support for inspections and public education. With the increase in emergency response and equipment usage the focus of the Fire Service Officer has been emergency response and ensuring the equipment is in a state of readiness. Increasing call volumes has resulted in request for field inspections and public education activities being delayed.

Benefit There is significant benefit to having a position specifically established to training our fire fighters and to assist with inspections. Training insures that the requirements of the Fire Department's Service Level Policy and NFPA standards are met. Having this position would allow for the development of an officers training program. The program will be geared towards training senior fire fighters to become officers to ensure safe on scene operations and assist with succession planning as a number of Fire Department officers are nearing retirement.

Impact of Not Approving this Budget Item The Fire Department will continue to see a drop in training of the members. Training is essential in equipping fire fighters to safely address all areas of response, mitigate personal injury and reduce fire loss. Delay in inspections creates risk for fire losses and impacts the permitting and building occupancy processes.

20 November 2013

218

City of Fort Saskatchewan Budget Request

Request

23-0005 Fire Prevention

Responsibility Fire Chief

Division

Corporate & Protective Services

Budget Year

2014

Department

Fire Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

Expenditures

96,623

89,423

7,000

200

Total

96,623

89,423

7,000

200

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

219

City of Fort Saskatchewan Budget Request

Request

26-0003 Animal Control

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose Contract services for Animal Control.

Background Two areas of Animal Control require annual inflation and cost of living increases, namely Service Contracts and Supplies & Materials.

Benefit Budgeting for inflation increases, where required, ensures the budget keeps pace with expenses.

Impact of Not Approving this Budget Item Budget accounts may fail to keep pace with expenses without the inflation increase.

20 November 2013

220

City of Fort Saskatchewan Budget Request

Request

26-0003 Animal Control

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

12,800

3,100

3,200

3,300

Total

12,800

3,100

3,200

3,300

2017 Onetime

20 November 2013

221

City of Fort Saskatchewan Budget Request

Request

26-0006 Municpal Enforcement

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Description

Purpose To fund two new membership fees that are essential to the functioning of Municipal Enforcement Services. Firstly, Alberta Justice and the RCMP have implemented a new system for Community Peace Officers to access the Canadian Police Information Centre (CPIC) for all traffic related duties. Secondly, Municipal Enforcement is a member of the Capital Region Intersection Safety Partnership (CRISP). This is a partnership with the Office of Traffic Safety, academic and professional groups with a focus on best practices in all aspects of traffic safety.

Background Alberta Justice and the RCMP have created a secure access to CPIC for all Community Peace Officers. Each municipality will be charged an annual fee of $1,000 per officer. This service is essential to enforcement operations. CRISP membership is $2,000 annually and includes one complementary Edmonton conference attendance and extensive access to University research; local projects and programs; and best practices related to traffic safety in our community and province. Automated Traffic Enforcement is included and considered an important tool to achieve traffic safety goals.

Benefit The Alberta Justice membership is essential for the Municipal Enforcement Section to access CPIC information which supports investigations and enforcement activities. The CRISP partnership supports our RCMP and Municipal Enforcement integrated approach to traffic safety based on education, engineering, enforcement and evaluation.

Impact of Not Approving this Budget Item Without access to the Alberta Justice CPIC information Community Peace Officers would be unable to safely conduct traffic enforcement. Without a CRISP membership both RCMP and Municipal Enforcement would be less able to stay current with best practices and knowledge related to traffic safety.

20 November 2013

222

City of Fort Saskatchewan Budget Request

Request

26-0006 Municpal Enforcement

Responsibility Director Protective Services

Division

Corporate & Protective Services

Budget Year

2014

Department

Protective Services

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

8,000

7,000

1,000

Total

8,000

7,000

1,000

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

223

City of Fort Saskatchewan Budget Request

Request

32-0004 Additional Taffic Light Turnings

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To accurately reflect the historical increase in revenue generated by high-load light turn request permits. The additional revenue was utilized to fund two new FTE Roads Operators. The Roads staff workloads have increased due to the increase in high-load light turn request permits.

Background Revenue from the high-load light turn request permits has been steadily increasing in past years. The increase in light turn requests has had a direct impact on the staff that must complete this work in addition to their regularly scheduled duties and work hours. With the increase in revenue generated by the increase in high-load light turn requests, two new FTE Roads Operators have been added to our existing complement of staff. The wages and benefits will be covered by the additional anticipated revenue. The addition of the two new Roads Operators has provided the opportunity to plan a future, new shift schedule, aimed at reducing the overtime previously associated with completing the increased of high-load light turn requests. From a health and safety perspective, reducing the hours of overtime that Operators must work would help reduce Operator fatigue and improve morale.

Benefit Ensure business unit is able to operate at current, approved service levels and meet future needs. Enhanced management of the hours spent working overtime, as well as improved morale, coupled with reduction in heath and safety concerns.

Impact of Not Approving this Budget Item Impact for not approving would result in overages in wages in the Roads & Equipment functions, increased overtime hours/pay, decreased morale and increased health and safety concerns.

20 November 2013

224

City of Fort Saskatchewan Budget Request

Request

32-0004 Additional Taffic Light Turnings

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Revenues

147,600

Expenditures

113,400

Total

(34,200)

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

225

City of Fort Saskatchewan Budget Request

Request

32-0005 Lot Grading Compliance

Responsibility Director Project Management

Division

Infrastructure & Community Services

Budget Year

2014

Department

Project Management

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To manage the lot grading program on a cost recovery basis.

Background The Lot grading program initiated in 2013 has brought forward a number of other grading issues within new development areas. It was anticipated that the program could be administrated by reviewing survey plans. While this has generally been the case, many of the plans are needing to be field verified to understand the true extent as to what the grade on the property truly is. As well, all new developments now require a connection to the Storm Sewer. This is to help alleviate issues being raised with fluctuating water tables and sumps being discharged onto property. In order to ensure that these connections are being completed properly each service connection must be inspected. Currently this is being completed by the Safety Codes inspection contractor for the one subdivision that requires a storm sewer connection. Now that all subdivisions require an inspection the backlog of inspections is growing. This position will be funded through an increase in permit fees. As well service contractors will be required to provide a $2500 deposit at the time they take out a permit to ensure that they perform the service connections to City Standards. This deposit will be returned once the service has passed inspection. While the homeowner will ultimately be responsible for these fees, the programs will help ensure that the property they are purchasing will be graded properly, complying with the grading plan, and that their services are installed correctly.

Benefit We anticipate fewer complaints regarding drainage and lot grading as we move forward with this program. This program will help to ensure that properties are graded according to the approved lot grading plans. The service inspections will ensure that connections are completed correctly, to the correct pipe, and help to reduce the potential for sewer backups into the home.

Impact of Not Approving this Budget Item If the position is not approved the programs will remain as they are now. We will continue to receive drainage and lot grading complaints, we will continue to see sub-standard servicing and the time it takes to process these inspections will increase to levels beyond our expected service levels.

20 November 2013

226

City of Fort Saskatchewan Budget Request

Request

32-0005 Lot Grading Compliance

Responsibility Director Project Management

Division

Infrastructure & Community Services

Budget Year

2014

Department

Project Management

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Revenues

125,000

Expenditures

117,548

(7,452)

Total

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

227

City of Fort Saskatchewan Budget Request

Request

34-0002 Budget to Actual Adjustment

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To increase Advertising and Promotions for inflation. To increase Contracted Services, for Transit, by 5%, based on historical data and annual contract renewal in the fall.

Background Advertising and Promotions will be increased for inflation. Contracted Services for Transit increased by 5% annually, based on historical trends. Since the contract is renewed in the fall, budget will be adjusted accordingly, based on actual contract costs. Transit: Advertising and Promotions will increase $300 2015-2017 Contracted Services will increase $23,000 in 2015, $24,000 in 2016 and $25,000 in 2017

Benefit Ensure business unit is able to operate at current approved service levels and meet future needs.

Impact of Not Approving this Budget Item Impact for not approving inflation would result in overages in annual budget.

20 November 2013

228

City of Fort Saskatchewan Budget Request

Request

34-0002 Budget to Actual Adjustment

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

88,900

10,000

25,300

26,300

27,300

Total

88,900

10,000

25,300

26,300

27,300

2017 Onetime

20 November 2013

229

City of Fort Saskatchewan Budget Request

Request

34-0004 Transit Pilot Project

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose To provide an improved local and commuter transit service, aimed at increasing ridership and providing greater service hours. Our current transit system is a morning and evening commuter service. It circulates through approximately 80% of the city's neighborhoods and starts and ends at the Clareview Station in Edmonton. The current system does not service the new hospital.

Background The new service will provide a local route which will service approximately 90% of the City's neighborhoods, including service to the new hospital. A separate commuter service would be provided with a direct route from the DCC to Clareview Station, reducing the travel time to downtown Edmonton from 75 minutes to 45 minutes. Augmented operating hours would also be part of the improvements. Midday and later evening trips would be added to the commuter service. The additional hours would better match the needs of commuters, increase ridership and attract more post secondary student riders. We currently have residents traveling to Clareview station in their own vehicles and then using ETS service. The Clareview park and ride is over its capacity, making it difficult for our residents to use public transit. A U-Pass companion program will be offered to those students registered in the ETS U-Pass program. This companion program would allow students to ride on our commuter service to their school for only $1 per ride rather than paying the $3.50 per ride. With the added operating hours, our system should realize an increase in ridership. We will operate an aggressive advertising and promotion campaign to bring awareness to the improvements and convenience of our public transit. This is a pilot project for 2014 with funding from reserves. If the pilot proves to be successful and is provided as a regular service, we anticipate the impact to our operating budget to be approximately $420,000.

Benefit The goal of these improvements is greater access to public transit and increased ridership. By offering a mid day service we would allow people to travel to Edmonton in the in the morning and return to work or home in the afternoon. This would provide a valuable option for those who cannot provide their own transportation to Edmonton for various reasons. Our current system can not accommodate these types of needs.. Students move into residences in Edmonton at a cost of $7,000 per year because our current system does not provide convenient hours of operation. They can realize significant savings with the improved hours. Every rider our transit system attracts results in one less vehicle on the road, reduced green house gas emissions, reduced accident potential and reduced traffic congestion. Impact of Not Approving this Budget Item Our current service was introduced in 2004 and has not changed since that time. If our system does not improve, we will lose riders. The number of complaints for lack of service will increase as our community grows. A good transit service is one of the deciding factors a family considers in moving to a community. We have a growing population that depends on public transit.

20 November 2013

230

City of Fort Saskatchewan Budget Request

Request

34-0004 Transit Pilot Project

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

Revenues Expenditures Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

812,000

400,000

412,000

1,249,200

400,000

412,000

437,200

2016 Ongoing

2016 Onetime

2017 Ongoing

424,400

12,800

424,400

12,800

2017 Onetime

20 November 2013

231

City of Fort Saskatchewan Budget Request

Request

51-0001 VPA City Grant Increase

Responsibility Director Family & Community

Division

Infrastructure & Community Services

Budget Year

2014

Department

Family & Community Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose Grant increase for the Volunteer Center to ensure that current service levels are maintained.

Background The Volunteer Centre was founded in 1983 and was initially an FCSS program. In 1989 the administration of the Volunteer Center, along with an FCSS grant, was transferred to the Volunteer Program Association. The Volunteer Centre assists agencies and community organizations through volunteer recruitment, referrals and training. The services that the Volunteer Centre provides directly aligns with the Family and Community Support Services Act and Regulation to promote, encourage, and support volunteer work in the community. Fort Saskatchewan is a community that encourages volunteerism, active participation in the arts, culture and recreation, and a strong social fabric. The Volunteer Centre is a valuable community resource in achieving this vision.

Benefit As the Volunteer Centre is an established agency and able to promote, encourage and support volunteers, it is reasonable for Family and Community Support Services to continue to provide inflationary adjustments to their grant funding for their operating budget.

Impact of Not Approving this Budget Item The Volunteer Centre budget would not increase with respect to inflation which may result in an impact to service levels. If the Volunteer Centre did not provide services for volunteers this responsibility would rest with Family and Community Support Services.

20 November 2013

232

City of Fort Saskatchewan Budget Request

Request

51-0001 VPA City Grant Increase

Responsibility Director Family & Community

Division

Infrastructure & Community Services

Budget Year

2014

Department

Family & Community Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

5,100

1,200

1,300

Total

5,100

1,200

1,300

2017 Onetime

20 November 2013

233

City of Fort Saskatchewan Budget Request

Request

51-0007 STSS City Grant Increase to 100%

Responsibility Director Family & Community

Division

Infrastructure & Community Services

Budget Year

2014

Department

Family & Community Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose To provide the Special Transportation Services Society with operational budget funding.

Background The Special Transportation Services Society provides transportation services to seniors and residents with medical conditions who are unable to drive themselves. The Special Transportation Services Society has operated under the the City of Fort Saskatchewan Bylaw 1941 since 1982. The Society manages the operation of the service and the City of Fort Saskatchewan owns the vehicles. The Society fundraises for the purchase of the vehicles.

Benefit The Special Transportation Services Society assist seniors, those with chronic illnesses and persons with permanent or temporary disabilities to maintain active lifestyles, attend to medical needs, remain independent in their own homes and travel within and outside the community in a safe, timely manner.

Impact of Not Approving this Budget Item Special Transportation Services Society clients would not be able to access local services and programs or travel outside the community for important medical and specialist appointments.

20 November 2013

234

City of Fort Saskatchewan Budget Request

Request

51-0007 STSS City Grant Increase to 100%

Responsibility Director Family & Community

Division

Infrastructure & Community Services

Budget Year

2014

Department

Family & Community Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

Revenues

(45,600)

Expenditures

12,800

Total

58,400

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

(45,600)

45,600

4,100

4,300

4,400

4,100

4,300

4,400

20 November 2013

235

City of Fort Saskatchewan Budget Request

Request

61-0001 Intern Planning Position

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose

To increase Planning Department capacity for a two year term to respond to growth pressures, regional and inter-municipal planning initiatives while taking advantage of Provincial funding to train junior planning professionals.

Background

Fort Saskatchewan continues to be one of the fastest growing municipalities in the region with a growth rate of 6.45%. In addition to the growth pressures within our borders, a number of regional initiatives planned for the next few years will require significant staff resources. Namely, updates to the Capital Region Growth Plan and Alberta Industrial Heartland ASP, and the need for more in-depth inter-municipal planning with Strathcona County as a result of their proposed Bremner growth node and our own growth pressures. The Municipal Development Plan (MDP) is scheduled for review in 2015, which will require significant staff time to ensure the review is comprehensive and well representative of the community. The Capital Region Growth Plan review will also require a great deal of attention to ensure Fort Saskatchewan is well represented. This is in addition to typical planning tasks including Regional Evaluation Framework (REF) reviews, inter-municipal reviews and relations, developer negotiations and special planning tasks, which will together encompass more work than existing staff can manage. Municipal Affairs has offered a Planning Intern Program for a number of years, placing young planning professionals in municipalities within the Capital Region for two year work terms. The program offers a successful municipality $60,000 over two years to pay a portion of salary and benefits, and provide professional development opportunities for the Intern. Benefit

Hiring a junior planning professional in 2014 will provide staff sufficient time to train the Intern in advance of the demands of 2015. The Intern will assist with the MDP review, primarily focussing on public engagement, and will help complete day-today planning tasks, including managing consultants, answering inquiries about future development and promoting planning education and awareness. It is the municipality's responsibility to ensure the Intern receives diverse planning experience, so the Intern will also assist with development approvals, including Letters of Compliance, minor Development Permits, subdivision applications and design forums. Additional benefits include the professional development of a young planner who will potentially join the professionals providing key planning services for municipalities in our region, including Fort Saskatchewan. This is a two year program so there is no funding commitment from the City beyond 2015. Impact of Not Approving this Budget Item

Regional initiatives are not always optional projects, and it is in Fort Saskatchewan's best interest to ensure our vision and priorities are conveyed and protected. Locally, the MDP is our highest planning document, and establishes the foundation for all subsequent statutory plans. The MDP review provides an opportunity to re-engage our residents and ensure Fort Saskatchewan's vision is reflective of the community, and development is planned in a smart and sustainable manner. Existing staff will need to focus on these larger projects, and without additional staff capacity, internal initiatives and service levels could be negatively impacted. High workloads may also have impacts on staff morale and work-life balance.

20 November 2013

236

City of Fort Saskatchewan Budget Request

Request

61-0001 Intern Planning Position

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Innovation

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

2014 Onetime

62,000

Expenditures Total

2014 Ongoing

2015 Ongoing

43,000

2015 Onetime

69,939

2016 Onetime

2017 Ongoing

2017 Onetime

19,000

69,939 (62,000)

2016 Ongoing (69,939)

(43,000)

(19,000)

(69,939)

20 November 2013

237

City of Fort Saskatchewan Budget Request

Request

61-0004 Maintain Planning Dept Service Levels

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose

To gain efficiencies and maintain service levels by sharing the workload between three Development Officers within the current Planning section.

Background

Fort Saskatchewan continues to be one of the fastest growing municipalities in the region with a growth rate of 6.45%. This is reflected in the 1,602 Safety Codes Permits and 359 Development Permits issued by the end of June, 2013. Currently, two FTE Development Officer 1's are responsible for evaluating, processing and issuing permits for low density residential development, including accessory structures such as decks, sheds, garages and additions, in addition to other job duties. One FTE Development Officer 2 is currently responsible for evaluating, processing and issuing permits for multifamily residential, commercial, industrial and institutional development. Each new house constructed within the City actually represents five permits processed by our Development Officers (Development, Building, Plumbing, Gas and Electrical Permits) and applicants often require significant amounts of staff time and assistance in properly filling out application forms and providing the necessary information. Commercial, industrial and institutional permits require circulation to other Departments and external stakeholders for comments, and coordination with the Project Management, Infrastructure Management and Fire Services departments for associated approvals. Again, significant amounts of staff time and assistance are often required in working with applicants to provide the information needed to process these permits. Benefit

By aligning all three Development Officers within the department, permits for all types of development can be processed more efficiently and gaps in service due to vacations, training requirements and sick time can be avoided. As well, the change in work responsibilities will provide for growth and career progression. Staff workload and stress may also be reduced.

Impact of Not Approving this Budget Item

Shared workloads and the associated efficiencies and maintenance of service levels will not be possible if the job classifications of the Development Officers are not aligned, as it is not reasonable to expect that staff will perform the same duties for different rates of pay and job classification. This may result in reduced service levels, longer processing times for permits and increased staff stress. This reclassification was implemented in Q2 of 2013 and is in effect as per the City Manager. Not approving the increase to Planning and Development wages will result in a variance over the budgeted funds in 2014 and in future years.

20 November 2013

238

City of Fort Saskatchewan Budget Request

Request

61-0004 Maintain Planning Dept Service Levels

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

13,915

Total

13,915

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

239

City of Fort Saskatchewan Budget Request

Request

61-0005 Business Licence Increase

Responsibility Director Economic Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Economic Development

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Supporting Businesses

Corporate Strategic Plan

Strong Diverse Economy Description

Purpose Business License revenues have been increasing year over year. The budget is reflecting this growth as well as the transfer to the commercial beautification reserve of 25% of all fees collected. This 25% is then reflected in the maintenance and operations budget.

Background Starting in 2006, 25% of the fees collected through business licensing was allocated to a commercial beautification reserve for beautifying public lands in business areas. This came about as a request to Council from the downtown businesses. To date monies have been spent on additional benches, garbage cans, Christmas street lighting and hanging flower pots. In addition the redevelopment of the 102 Street pocket park was funded through this reserve. Development of a detailed, longer term plan is being worked on by Economic Development, Facilities and Parks. In particular projects being looked at to fund are: - tree lights for downtown and other business areas of the community - Christmas lights in the new commercial areas - additional hanging flower baskets for new commercial areas - street furniture along pathways in new commercial areas

Benefit Currently about 65% of business license fees collected are from businesses that do not have a business location in Fort Saskatchewan. Therefore they do not pay taxes. By putting 25% of the fees collected into a reserve to help pay for improvements as outlined above, it allows the City to fulfill beautification projects that perhaps would never be considered otherwise.

Impact of Not Approving this Budget Item This rationale for this reserve speaks directly to a welcoming community, a pedestrian friendly community and the community pride that our residents feel to well maintained amenities. With the year over year increase in business license fees it allows for continued revenue generation to fund commercial beautification projects without having to increase an unfunded opearting budget.

20 November 2013

240

City of Fort Saskatchewan Budget Request

Request

61-0005 Business Licence Increase

Responsibility Director Economic Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Economic Development

Classification

Growth

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Supporting Businesses

Corporate Strategic Plan

Strong Diverse Economy Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Revenues

28,575

13,825

7,250

7,500

Expenditures

11,550

5,650

2,900

3,000

(17,025)

(8,175)

(4,350)

(4,500)

Total

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

241

City of Fort Saskatchewan Budget Request

Request

61-0008 Increase Permit Revenue

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose

To adjust the current and future budgets according to actual revenues and expenditures from previous years and expectations for the upcoming years.

Background

Strategic initiative planning funds have been reduced to $15,000 per year and $50,000 for the Community Sustainability Plan have been moved to Infrastructure and Community Services Central Services department for use by the General Manager. The increase to Contracted Services is directly correlated to the year to year permit revenue increase as the contract for The Inspections Group Inc is set at 52% of safety code permit revenue.

Benefit

The proposed operational adjustments reflect a reduction in expenditures and an increase in revenues based on re-evaluating past trends and future projections. Through an improved budget planning process, adjustments that created efficiencies and savings were possible for the Planning and Development Department 2014 Budget.

Impact of Not Approving this Budget Item

These operational adjustments result in more revenue and less expenditure for 2014 and beyond.

20 November 2013

242

City of Fort Saskatchewan Budget Request

Request

61-0008 Increase Permit Revenue

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

Revenues Expenditures Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

247,800

81,300

86,500

80,000

61,665

8,665

26,500

(186,135)

(72,635)

(60,000)

(53,500)

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

243

City of Fort Saskatchewan Budget Request

Request

61-0014 Neighbourhood Wayfinding Signs

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Innovation

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Supporting Businesses

Corporate Strategic Plan

Vibrant Community Description

Purpose

To develop a neighborhood-level way finding sign program in partnership with local residential land developers to provide a coordinated and consistent visual identity in the community, directing citizens to new and existing neighborhoods.

Background

Developer's neighbourhood signs are currently regulated by the Land Use Bylaw with regard to their location, size and configuration. However, a proliferation of developer and builder signage still remains along City streets and within neighbourhoods. In the fall of 2011, Planning and Development staff initiated discussions with developers about a revised sign program that included a common theme for all signs with the City's brand. This program was intended to reduce the number of these signs within the community, while providing attractive, branded way-finding to direct community members and potential home buyers to neighbourhoods and show homes. Please note that this is is a separate project from the way finding sign project being implemented in the Downtown. The Neighbourhood Way-Finding Sign program will be supportive of and complementary to the Downtown initiative, but will not necessarily share the same regulations, intent or design.

Benefit

The Neighbourhood Way-Finding Sign program will reduce the number of signs along ity streets and reduce the visual "clutter" that results from a wide variety of sign sizes, colours and designs. By incorporating City branding, this project could evolve to include future community way-finding projects to direct community members and visitors to City landmarks and facilities. Reducing the number of signs along City road right-of-ways will also help in simplifying landscaping and turf maintenance as there will be fewer obstacles for City mowers to manoeuvre around. Impact of Not Approving this Budget Item

If the Neighbourhood Way-Finding Sign Program is not implemented, there will be a continued proliferation of builder and developer signage throughout the community, with continued impacts on visual aesthetics and City right-of-way maintenance. As well, the City will be unable to expand the program in the future to include signage promoting community landmarks and facilities.

20 November 2013

244

City of Fort Saskatchewan Budget Request

Request

61-0014 Neighbourhood Wayfinding Signs

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Innovation

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Supporting Businesses

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

Revenues

75,000

Expenditures

75,000

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

Total

20 November 2013

245

City of Fort Saskatchewan Budget Request

Request

61-0015 Growth Study

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To ensure that the City of Fort Saskatchewan has the proper financial resources available to help plan for our future land use needs.

Background Currently the City of Fort Saskatchewan has an estimated land supply that will last 5 - 10 years for residential growth. Given the tremendous rate of growth currently being experienced by the City, there is a need to start discussions on plans to secure a supply of land that will last us well into the future. Annexation processes can often last several years and can cost up to a million dollars or more. This allocation of funding is the first step to ensuring that funding is available to cover the costs of legal and technical expertise.

Benefit The funding will ensure that we have the resources to hire experts in the areas of land-use planning, intergovernmental affairs, legal, annexation, and technical infrastructure planning. An adequate supply of land will ensure that the growth of the City is not delayed or inhibited and will help us plan for the long term future of the community.

Impact of Not Approving this Budget Item If we don't have an adequate supply of land for our future development, we will send negative signals to our commercial and industrial partners about the future of the community. In addition, the supply of housing will not be able to keep up to demand which will inflate the price of housing in the community. Our low-income housing problems will be intensified and we will have trouble retaining our younger and older segments of the population and attracting an adequate supply of labor for many local businesses.

20 November 2013

246

City of Fort Saskatchewan Budget Request

Request

61-0015 Growth Study

Responsibility Director Planning & Development

Division

Infrastructure & Community Services

Budget Year

2014

Department

Planning & Development

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

200,000

Total

200,000

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

247

City of Fort Saskatchewan Budget Request

Request

72-0003 Annual Building Maintenance Projects

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose In order to preserve and maintain our City facilities, annual projects are scheduled. Facilities Management personnel plan projects that will provide the most cost effective way to maintain our buildings. The City of Fort Saskatchewan is often commended on the condition of our buildings and this is due to the care and attention all staff provide to them.

Background Various projects are planned at different facilities every year. These projects are required to maintain the existing building and are scheduled with the assistance of life cycle assessments (we currently have a budget to complete these on two buildings per year). The recommendations received from these reports tell us what is required to be done and a priority/year is attached to them. We have reassessed our projects in 2014 and have created some efficiencies that have reduced the budget

Benefit Maintenance of our City facilities not only preserves the life span of the buildings, but also provides comfortable enjoyment of them by staff and the public.

Impact of Not Approving this Budget Item The impact of not approving preventative maintenance items or deferring them may lead to unnecessary, costly repairs/replacements that are not budgeted for.

20 November 2013

248

City of Fort Saskatchewan Budget Request

Request

72-0003 Annual Building Maintenance Projects

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

Expenditures

1,918,000

(82,000)

773,000

614,000

613,000

Total

1,918,000

(82,000)

773,000

614,000

613,000

20 November 2013

249

City of Fort Saskatchewan Budget Request

Request

72-0009 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Reduction adjustments for the Recreation and Wellness budget to reflect actuals for 2014 and an inflation increase for 2015 and 2016.

Background The 2014 budget will require a reduction to reflect actuals based on previous trends. An inflation adjustment is required to maintain service levels for 2015 and 2016. As part of a department review, an analysis of fitness programs regarding cost recovery and space utilization will take place in 2014.

Benefit By proper forecasting, it insures that the business unit will maintain service levels.

Impact of Not Approving this Budget Item Impact of not approving the reduction for 2014 would result in actuals not meeting budget. The impact of not approving the 2015 and 2016 inflation increase would result in overages in the annual budget.

20 November 2013

250

City of Fort Saskatchewan Budget Request

Request

72-0009 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

(37,600)

Expenditures

(8,800)

(12,000)

1,600

Total

28,800

25,600

1,600

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

251

City of Fort Saskatchewan Budget Request

Request

72-0011 Maintain Park Service Level

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose The purpose of this request to address the Parks department's inability to maintain current service levels due to a large increase in parks and open space inventory and tree inventory in recent years. Additional staffing is required to maintain the current service level in this department. This request also addresses an initiative by the Kinette's to joint-venture on outdoor exercise equipment in City parks.

Background In 2005 the Parks department managed 310 ha of parks and open spaces and 30 km of trails. In 2012 Parks maintained 463 ha of parks and opens space and 50 km of trails. The staffing level was the same in 2012 as it was in 2005. In order to properly manage the increased inventory in parks and open spaces, the Parks department requires additional labour. This request also includes temporary wages mistakenly removed during the process. Parks will be trialing additional shifts as opposed to purchasing new equipment at this time. In 2014 Parks will address the parks and open spaces labour issue and in 2015 an additional Arborist is required to maintain our growing tree inventory and the service request increases associated with our aging trees that have experienced dramatic growth in the past couple of years due to an increase in rainfall from previous years. The Kinette's Club is currently fundraising for a joint-venture purchase with the City of outdoor exercise equipment. This equipment is a one time purchase as opposed to on-going. The normal life-cycle replacement of this equipment will be budgeted going forward as recommended by the manufacturer. Accounts were analyzed based on use and inflation was added where required. An increase of water use in the Parks function due to all the additional trees being added in the new parks and subdivisions.

Benefit Our parks, playgrounds and open spaces in the City are like a premier trademark of the City. They are one of the first things people notice in our community and the City of Fort Saskatchewan takes pride in contributing to the great quality of life here by keeping them looking their best in all seasons. Approval of this proposal will allow the department to maintain levels of service of these spaces as expected by our citizens.

Impact of Not Approving this Budget Item Impact for not approving inflation would result in overages in annual budget or would require a substantial drop in the level of service.

20 November 2013

252

City of Fort Saskatchewan Budget Request

Request

72-0011 Maintain Park Service Level

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

(8,000)

Expenditures

418,553

175,290

30,000

181,963

15,400

15,900

Total

426,553

183,290

30,000

181,963

15,400

15,900

2017 Onetime

20 November 2013

253

City of Fort Saskatchewan Budget Request

Request

72-0012 Maintain Facility Mgmt Service Level

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose This request is to address requirements in Facilities Management for the purpose of adding full time Foremen positions for both the Custodians (currently a working Foreman position) and for the Building Operators. The City has been expanding our building inventory and square footage quite extensively in the past few years and due to safety obligations, reporting requirements and to maintain the current service levels these positions are required.

Background As additional facilities have been added, additional resources are required to maintain the current level of service and manage booking requirements. In 2014 an additional position for a Custodian (to replace the current working Foreman's workload) will be added. As well, a Labourer would be hired to assist with some duties in order to free up our Building Operators' time for the jobs requiring more skills and experience. This Labourer could be taught and mentored by the Building Operators and would allow us to succession plan for the future. Challenges are being experienced as a result of the lack of resources in day-to-day managing of workloads, facility bookings, reporting requirements and ensuring the City's safety obligations are met. The City has an opportunity for saving from Roads Contracted Services, allowing us to fill these much needed voids.

Benefit By implementing these changes and adding the new positions the Facilities Management business unit will be better able to handle the additional inventory, increased bookings, contracted services, reporting requirements and safety obligations.

Impact of Not Approving this Budget Item Not approving these requests will impact our ability to maintain current levels of service, as well as addressing safety and bookings requirements.

20 November 2013

254

City of Fort Saskatchewan Budget Request

Request

72-0012 Maintain Facility Mgmt Service Level

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Revenues

(4,100)

Expenditures

25,664

Total

29,764

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

255

City of Fort Saskatchewan Budget Request

Request

72-0013 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Increase in the Dow Centennial Centre's fees and charges to account for inflation. To ensure values were rounded to the nearest 5 or 0, minor adjustments were required to each fee resulting in a minor range of percentage increases.

Background Inflation adjustment is required to maintain service levels for 2014. This budget process has identified the need to complete a thorough review of all DCC revenues and expenditures. Actual targets need to be set with matching goals to meet those targets. A review of trends in programming, space utilization, facility capacities and community demographics needs to occur for future budget planning.

Benefit The budget will become more accurate and reflect the true cost of operating the DCC and keep us current with industry standard.

Impact of Not Approving this Budget Item The budget will continue to be a best guess. This could result in excess funds being requested or conversely insufficient funds being requested to operate the DCC.

20 November 2013

256

City of Fort Saskatchewan Budget Request

Request

72-0013 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues Expenditures Total

(28,100)

2014 Ongoing

2014 Onetime

(47,400)

2015 Ongoing

(400)

3,400 31,500

47,400

400

2015 Onetime

2016 Ongoing

10,200

9,500

2,000

1,400

(8,200)

(8,100)

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

257

City of Fort Saskatchewan Budget Request

Request

72-0017 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose The purpose of this request is to adjust the budget as close as possible to actual revenues and expenditures.

Background This budget process has identified the need to complete a thorough review of all DCC revenues and expenditures. Actual targets need to be set with matching goals to meet those targets. A review of trends in programming, space utilization, facility capacities and community demographics needs to occur for future budget planning. The 2014 budget has been adjusted using the average of actuals over the past four years. The 2015 and 2016 requests are based on realistic projections versus a standard percentage increase.

Benefit The budget will become more accurate and reflect the true cost of operating the DCC.

20 November 2013

258

City of Fort Saskatchewan Budget Request

Request

72-0017 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

3,300

(13,800)

8,300

8,800

Total

3,300

(13,800)

8,300

8,800

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

259

City of Fort Saskatchewan Budget Request

Request

72-0019 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Revenue adjustment to the Harbour Pool business unit budget.

Background A review of the past 4 year trend in revenue was completed and revenue projections were adjusted accordingly. The recreation department will be reviewing projected revenue amounts and cost recovery for the various business units. This review will provide a more accurate revenue projection by assessing trends, setting targets, and assessing facility capacities and usage.

Benefit The adjustments accurately reflect the revenue generated from Harbour Pool.

Impact of Not Approving this Budget Item Revenue will not reflect actual amounts collected and result in a budget variance.

20 November 2013

260

City of Fort Saskatchewan Budget Request

Request

72-0019 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

(4,600)

2014 Ongoing

2014 Onetime

2015 Ongoing

(31,800)

10,700

2015 Onetime

2016 Ongoing 11,100

2016 Onetime

2017 Ongoing

2017 Onetime

5,400

20 November 2013

261

City of Fort Saskatchewan Budget Request

Request

72-0021 Budget to Actual Adjustment

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Add inflation to various facilities when required, reduce an existing 2014 one time project amount for replacement of the James E. Graham roof, add additional contracted services funding to City Centre Square, add additional funding going forward due to insurance for City Hall actually being much higher than the estimate we had received during construction.

Background Large inflation increases are not anticipated in the next year or so. As such we have added minimal inflation going forward. Should the economy change abruptly as it has in the past the inflation would need to be adjusted as an anomaly.

Benefit Adding inflation will assist us in maintaining the facilities within the budgets requested.

Impact of Not Approving this Budget Item The impact of not approving the inflation as outlined would result in overages in budget.

20 November 2013

262

City of Fort Saskatchewan Budget Request

Request

72-0021 Budget to Actual Adjustment

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

Expenditures

264,900

14,700

81,500

84,000

84,700

Total

264,900

14,700

81,500

84,000

84,700

2017 Onetime

20 November 2013

263

City of Fort Saskatchewan Budget Request

Request

72-0025 Energy Contract Cost Savings

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Due to efficiencies made in buildings and utility contracts negotiated in 2012 the City is realizing a substantial savings on both natural gas and electricity. These contracts are in place until 2015 (December, 2015 - Electricity; October, 2015 - Natural Gas).

Background In 2012 Administration researched and entered into an agreement with a company who purchases large units of energy for a much lower price by pooling many consumers together. The Facilities Management department is constantly seeking and implementing innovative ways to improve energy efficiency throughout our buildings.

Benefit The City has realized a substantial savings in energy costs.

Impact of Not Approving this Budget Item

20 November 2013

264

City of Fort Saskatchewan Budget Request

Request

72-0025 Energy Contract Cost Savings

Responsibility Director Infrastructure

Division

Infrastructure & Community Services

Budget Year

2014

Department

Infrastructure Management

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

Expenditures

(151,300)

Total

(151,300)

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

265

City of Fort Saskatchewan Budget Request

Request

72-0029 Budget to Actual Adjustment

Responsibility City Manager

Division

City Manager

Budget Year

2014

Department

Central Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose To adjust current budgets to reflect actuals and to include inflationary adjustments as required.

Background Adjustment to reflect pervious years history for Service Fees. Costs in some areas will experience inflationary increases annually.

Benefit Considering previous years history and adjusting accordingly keeps budgets as accurate as possible and reduces variance reporting. Budgeting for inflation increases, where required, ensures budget dollars keep pace with expenses.

20 November 2013

266

City of Fort Saskatchewan Budget Request

Request

72-0029 Budget to Actual Adjustment

Responsibility City Manager

Division

City Manager

Budget Year

2014

Department

Central Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Revenues

(1,500)

Expenditures

21,042

5,042

7,800

8,200

Total

22,542

6,542

7,800

8,200

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

267

City of Fort Saskatchewan Budget Request

Request

72-0031 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose Inflationary adjustments added to facility rentals to bring the City's Arena User fees in line with the region. In addition, operational adjustment to provide education that will support strong leadership development in the department.

Background Analysis of department revenue showed that some arena rates are lower than those of comparators. As the 2014 rates were set with a 3% increase, a 5% increase was made for 2015 and a 7.5% increase for 2016. This will align us with comparators. There is an inflationary increase for facility rentals, as well as some arena fees. Some changes to lease revenue were made to reflect actuals. Developing strong leaders is important to the City, and this adjustment supports that initiative.

Benefit By aligning the user fees, we can increase revenue without negatively impacting revenues and usage. Proper forecasting and budget allocations ensures that the department can maintain service levels. By supporting leadership training , it will build a foundation of knowledge and strength to be able to enhance our department and in turn improve our community.

Impact of Not Approving this Budget Item If we are not taking the opportunities to maximize potential revenue, then there is an impact on residents. Lack of leadership can result in poor employee performance, low morale, and lack of development of future leaders.

20 November 2013

268

City of Fort Saskatchewan Budget Request

Request

72-0031 Budget to Actual Adjustment

Responsibility Director Recreation

Division

Infrastructure & Community Services

Budget Year

2014

Department

Recreation

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues Expenditures Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

112,100

19,800

37,000

55,300

2,400

100

1,100

100

(109,700)

(19,700)

(35,900)

(54,200)

100

2017 Onetime

20 November 2013

269

City of Fort Saskatchewan Budget Request

Request

74-0002 Library City Grant Funding

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose

Adjustment to Fort Saskatchewan Public Library (FSPL) operating grant for 2014 to 2016.

Background

2014 - In the Fall of 2012, Council was made aware of the need for adjustments to the Library grant for the fiscal years 2013 and 2014. In 2013, the library grant was adjusted to $847,900. In 2014, the Library Board requests additional funding: $10,000 as a one time allocation for the development of the Plan of Service. On-going funding of $29,200 includes further adjustment to custodial services to new library space, furniture & equipment reserve, regional writer residency program, and new technologies. 2015 - An increase of $126,900 of on-going funding is required to start the implementation of the Plan for Service with specific allocations to increase staffing resources for children's early literacy program, eReader training, computer training, and teen programs. The amount will also cover the cost for website re-development and increase capital reserve for computer equipment. 2016 - An increase of $38,700 is required for inflation. It is anticipated that the Plan of Service will identify new needs and initiatives for 2015-2016 . Â

Â Benefit

Properly maintained Library spaces. The FSPL Board will develop reserves for the timely replacement of furniture and equipment, which will help smooth out grant requests to City Council from the FSPL Board. The Plan of Service provides an opportunity for residents and stakeholders to engage in defining directions and service levels for the Library.

Impact of Not Approving this Budget Item

The 2014 base amount was submitted during the last budget process. Not approving the extra funding will reduce the Library's capacity to operate. The Library Board will review budget and adjust library services and reserves accordingly. Not approving the 2015 request will result in an inability for the Library to expand programming to meet community needs. Not approving the 2016 request will result in greater variance or will negatively impact service level.

20 November 2013

270

City of Fort Saskatchewan Budget Request

Request

74-0002 Library City Grant Funding

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

Expenditures

194,800

29,200

126,900

38,700

Total

194,800

29,200

126,900

38,700

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

271

City of Fort Saskatchewan Budget Request

Request

74-0003 100th Anniversary of Gaol

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose th

Celebrating the 100 Anniversary of the Provincial Gaol (Jail).

Background

2014 commemorates the 100th anniversary of the Provincial Gaol. To celebrate and preserve the stories of the Provincial Gaol, Culture Services proposes creating a video project recording the stories of the Guards, prisoners and families at the Provincial Gaol. The finished project will be a 15 minute documentary that captures and preserves these stories and memories. Also Culture Services proposes to digitally re-create the old administrative/cell block building from photographs and blueprints so that the building is remembered through the use of current and new electronic media. Culture Services will submit grant applications to provincial and federal grant programs to fund the entire project through the Building Communities Through Arts and Heritage Grant â&#x20AC;&#x201C; Anniversaries program.

This budget request is conditional to grant approval and may be reduced or cancelled if funding is unavailable.

Benefit

Preserve memories of our rich history through video recording of stories and digital re-creation. Showcase Old Gaol history through the use of new education media and the Internet. Enhance visitor experience at the Fort Saskatchewan Museum & Historic Site. Project cost to be offset by grant revenue.

Impact of Not Approving this Budget Item

The memories and stories from those who have been impacted by the Provincial Gaol may not be recorded and therefore lost.

21 November 2013

272

City of Fort Saskatchewan Budget Request

Request

74-0003 100th Anniversary of Gaol

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

Revenues

25,000

Expenditures

25,000

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

Total

21 November 2013

273

City of Fort Saskatchewan Budget Request

Request

74-0005 MSI Operating Grant Elimination

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose

Use other source of funding to offset the gradual elimination of the MSI Operating Grant.

Background

The City of Fort Saskatchewan received MSI Operation Grant funding on a yearly basis. The MSI Operating Grant was used as a source of funding to cover a portion of the Public Library Grant, instead of multiple smaller operating City projects. The 2013 MSI operating grant allocation is $308,400. Recently, the Government of Alberta announced MSI operating grant will be transferred to a Regional Collaboration Grant Program and 911 call centres. The current MSI operating grant will be reduced as follows: 40% decrease in 2014 based on the 2013 allocation; 50% decrease in 2015 based on the 2014 grant allocation; and complete elimination in 2016. If the City absorbs the MSI operating grant elimination though the property tax, the projected impact will be $104,600 in 2014, $91,700 in 2015 and $91,700 2016. Opportunity: The City has now increased potential for additional funding through the Regional Collaboration and the Support to 911 Call Centres funding programs.

Benefit

N/A.

Impact of Not Approving this Budget Item

Not adjusting our sources of funding means a reduction of service levels in line with the elimination of the MSI operating grant.

20 November 2013

274

City of Fort Saskatchewan Budget Request

Request

74-0005 MSI Operating Grant Elimination

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

(288,000)

2014 Ongoing

2014 Onetime

2015 Ongoing

(104,600)

(91,700)

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

(91,700)

20 November 2013

275

City of Fort Saskatchewan Budget Request

Request

74-0006 Special Event Coordinator

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Thriving Downtown Description

Purpose

Change part time Contracted Special Event Coordinator to a part time City employee position.

Background

The 2009 Culture services review recommended the creation of a part time Special Event Coordinator position. This position was created as a contract and awarded to Vitalize Initiatives. A recent departmental review of the Infrastructure and Community Services Division identifies the need for this part time Special Event Coordinator to move from Contracted Services to City employee in 2014.

Benefit

The position will be an employee of the City and report directly to City Administration. A large portion of the cost impact in 2014 is offset by a reduction in contracted services ($31,900).

Impact of Not Approving this Budget Item

The service capacity to offer and manage events will remain as is.

20 November 2013

276

City of Fort Saskatchewan Budget Request

Request

74-0006 Special Event Coordinator

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Thriving Downtown Request Total

2014 Ongoing

2014 Onetime

Expenditures

13,820

Total

13,820

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

277

City of Fort Saskatchewan Budget Request

Request

74-0014 Public Art in City Hall

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Innovation

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Description

Purpose

The purchase and installation of public art in City Hall.

Background

City Hall is completed and staff occupancy started in April 2013. The Leadership Team discussed with Culture Services the need to enhance the esthetics and attractiveness of the facility via public art. As a result $10,000 was allocated in 2013 to showcase public art at City Hall. A phased in approach over the next 3 years is proposed to ensure a consistent supply of art with low impact on budget.

Benefit

This phased project supports our commitment to model the way and support the Public Art Program initiative for new public or private developments in the Downtown.

Impact of Not Approving this Budget Item

Not approving this item will reduce our capacity to showcase public art at City Hall.

20 November 2013

278

City of Fort Saskatchewan Budget Request

Request

74-0014 Public Art in City Hall

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Innovation

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

Revenues

100,000

50,000

25,000

Expenditures

100,000

50,000

25,000

2017 Ongoing

2017 Onetime

Total

20 November 2013

279

City of Fort Saskatchewan Budget Request

Request

74-0015 Museum Grant Reduction

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Description

Purpose

Decrease Summer Student Grants allocation to Museum Function.

Background

With the elimination of the Summer Temporary Employment Program (STEP) by the Province of Alberta, Culture Services expect a reduction of 50% to its summer student grant revenue at the museum. The museum is still eligible for the Federal Summer Works grant.

Benefit

The change in the budget will more accurately reflect the dollars expected for the summer employment grants.

Impact of Not Approving this Budget Item

There will be a negative effect on variance for this function.

20 November 2013

280

City of Fort Saskatchewan Budget Request

Request

74-0015 Museum Grant Reduction

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Beneficial

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Excellence in Government Request Total

Revenues

(10,300)

2014 Ongoing

2014 Onetime

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

(10,300)

20 November 2013

281

City of Fort Saskatchewan Budget Request

Request

74-0016 Budget to Actual Adjustment

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Vibrant Community Description

Purpose

Allocate current museum funding under contracted services expenses to wages to compensate part time History Centre Program Instructors.

Background

During the 2012/2013 school year, Culture Services accommodated the Edmonton & District Historical Societyâ&#x20AC;&#x2122;s (EDHS) History Centre program at the Fort Saskatchewan Museum & Historic Site. EDHS program leaders received an honorarium per day through an arrangement with EDHS. The City of Fort Saskatchewan took over the History Centre programming in June 2013. As a result, contracted Program Leaders will be classified under our collective agreement as Part Time Museum Program Assistants. This change started in the 3rd quarter of 2013 to accommodate the 2nd year of the History Centre program.

Benefit

This reallocation of funds brings consistency in delivering programs through the use of Program Assistants at the Museum. Program Assistants will have a greater sense of belonging as part of Team Fort Saskatchewan. There is very minimal impact on the budget ($1,285).

Impact of Not Approving this Budget Item

Volunteer Program Leaders will require payment through an honorarium. This practice is not recommended.

20 November 2013

282

City of Fort Saskatchewan Budget Request

Request

74-0016 Budget to Actual Adjustment

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Maintain

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Governance

Corporate Strategic Plan

Vibrant Community Request Total

2014 Ongoing

2014 Onetime

Expenditures

1,285

Total

1,285

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

20 November 2013

283

City of Fort Saskatchewan Budget Request

Request

74-0020 Stables Exhibit Design & Build

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Thriving Downtown Description

Purpose

Design and build a new NWMP exhibit in the Old Fort Stables.

Background

This project is proposed under the 10 year guiding document for the Development of Fort Saskatchewan's Historic Precinct. Phase 3 of the NWMP Fort development was scheduled to be completed in 2014. Currently the completion of Phase 3 is scheduled for the end of 2013. Therefore the design and development of the NWMP exhibit should be re-scheduled into 2014. Professionally designed exhibit displays are required to properly showcase the NWMP Fort artifacts and stories. The 2012 Interpretative Plan for the NWMP Fort proposes six themes for interpretation in the exhibit space: 1. Arrival and building of the Fort. 2. Hard work and daily routine of the men. 3. Maintaining law and order. 4. The Fort as the centre of the community. 5. Characters at Fort Saskatchewan. 6. The 1885 North West Rebellion. This project can be phased in over 2 years to reduce cost impact, but it will result in reducing and delaying visitors' access to exhibits.

Benefit

The NWMP themes will be presented in a concise and professional manner, encouraging and stimulating learning and discovery using different media such as story panels, interactive stations, sound, video, and other interactive tools. The NWMP Fort will host a wide variety of visitors, from children to seniors, who expect quality experiences comparable to other museum and learning centers. Culture Services will submit grant applications to provincial and federal grant programs to fund a portion of eligible project costs. Canada Cultural Spaces Fund Program through Heritage Canada may provide up to 50% of the cost of specialized equipment. Impact of Not Approving this Budget Item

The Stables exhibits will be limited to the current small display located at the Court House and will not meet proposed themes of the 2012 Interpretative Plan as well as professional exhibit and presentation standards.

20 November 2013

284

City of Fort Saskatchewan Budget Request

Request

74-0020 Stables Exhibit Design & Build

Responsibility Director Culture

Division

Infrastructure & Community Services

Budget Year

2014

Department

Culture Services

Classification

Growth

Version

3 Sr Mgmt

Type

Critical

Communitiy Sustainability Plan

Compassionate Community & Sense of Community

Corporate Strategic Plan

Thriving Downtown Request Total

2014 Ongoing

2014 Onetime

Revenues

187,500

Expenditures

187,500

2015 Ongoing

2015 Onetime

2016 Ongoing

2016 Onetime

2017 Ongoing

2017 Onetime

Total

20 November 2013

285

286

Reserves Summary Planning Our Future Today

The City continues to move forward to ensure reserve funds balance between debt and pay-as-you-go, as well

as providing acceptable contingencies in the case of an emergency. The general practice of municipalities is to have a reasonable level of financial resources unallocated in the reserves. This protects the City against

temporary revenue shortfalls and unpredicted one-time expenditures. As part of our long term financial

sustainability plan, we will be defining an appropriate amount of funds for our City to have unallocated. Contributions to reserves maintain balances to provide funding for anticipated future asset expenditures and

to avoid the need to incur debt. All reserve fund balances are committed with the exception of the Financial Stabilization Reserve and the Self Financing Infrastructure Reserve.

These two reserve balances have an

unallocated portion of $2.2 million and $3.6 million respectively.

Off-Site Levy Reserves Fort Centre Off-Site Reserve This provides funds for future expansion of the City’s water, sanitary sewer and storm sewer facilities as well as arterial roadways. Contributions are from Developer Levies which vary from year to year based on the community’s development demand.

Medium Industrial Off-Site Reserve This provides funds for future expansion of the City’s water, sanitary sewer and storm sewer facilities as well as arterial roadways. Contributions are from Developer Levies which vary from year to year based on the community’s development demand.

Southfort Off-Site Reserve This provides funds for future expansion of the City’s water, sanitary sewer and storm sewer facilities as well as arterial roadways. Contributions are from Developer Levies which vary from year to year based on the community’s development demand. Westpark Estates Off-Site Reserve This provides funds for future expansion of the City’s water, sanitary sewer and storm sewer facilities as well as arterial roadways. Contributions are from Developer Levies which vary from year to year based on the community’s development demand.

Other

D.A.R.E. Reserve This fund was established to manage funds for

the D.A.R.E program. Contributions are from community donations and annual surplus of

the D.A.R.E program. Parks Reserve

Perpetual Care Reserve This reserve provides funding for cemetery maintenance and capital costs as required. The reserve contributions are from 25% of the Regular Plot revenue, 100% Monument Foundation fees and 100% of the Columbarium Niche fees.

The Parks Reserve is made up of restricted and unrestricted balances. The purpose of this reserve is to provide funds for future public parks or public green spaces. The restricted balance receives contributions through payments for development in lieu of providing park space in accordance with the Municipal Government Act Section 661.

287

Reserves Summary

General Art in Public Places Reserve

The purpose of this reserve is to purchase art from a local artist. This reserve is funded with the unused portion of the annual art purchasing operating budget. Contingency Reserve

The purpose for this reserve is to fund one-time staffing issues related to human resources.

Annual contributions are at Council’s discretion.

Health & Safety Reserve This reserve funds employee program discounts and the Health and Safety Committee expenses. Annual contribution is from the Federal Employment Insurance rebate program. Land Purchases Reserve This reserve funds future purchases or improvements of lands for development and sale of city land. Contributions are at Council’s discretion.

Major Capital/Operating Projects Debt Reduction Reserve This reserve was established prior to 1979 for the

purpose of repaying three debentures (Calgary Power Road, Police Building and Library Centre).

The last debenture was paid off in 2004. Additional

revenues

from

TBG

licensing

agreement have been contributed here. Fire Waterline Reserve

This reserve was established to set aside funds for the future replacement of the Dow fire waterline.

Police Reserve (Building Replacement) This reserve was established to set aside funds for replacement of the RCMP station.

Self Financing Infrastructure Reserve This reserve was established for the purpose of self financing capital projects as well as stabilizing pay-as-you-go funding from year to year. 50% of annual operating surpluses is contributed to this reserve. Future Capital Reserve The original intent of this reserve was to provide a source of funding for pay-as-you-go projects through contributions made annually as commitments to projects as they are planned. Annual contributions are made at Council’s discretion with the subsequent expenditures requiring final approval from Council before proceeding. Any unused reserve funds resulting from finished or cancelled projects will be transferred to operations.

288

Reserves Summary

Major Capital/Operating Projects continued

GST Savings Reserve This fund was established in 2004, as a result of the Federal Government rebating Municipalities 100% of the GST paid. This fund was established to contribute 50% of this reserve towards River Valley projects and the balance of the reserve be used to fund other capital projects. $178,000 is contributed annually, which is based on the 2004 GST savings.

Westpark Community Enhancement Reserve This provides funds for future expansion of the City’s water, sanitary sewer and storm sewer facilities as well as arterial roadways. Contributions are from Developer Levies which vary from year to year.

Work in Progress (Pay-As-You-Go) Reserve Recognizes operating funds committed to projects not completed within a fiscal year. This reserve was established for Pay-As-You-Go capital or operating projects. The remaining yearend balance is for committed or approved carryforward capital or operating projects.

Community Enhancement

Commercial Beautification Reserve This reserve provides funds for improvement of

commercial areas of the City. 25% of the annual

business license fee collected is contributed to

this reserve.

Downtown Redevelopment Reserve

This reserve was established in keeping with

Council’s Strategic Priority to ensure that

downtown development is viable, functional, attractive and people-oriented. Initial funding was allocated to potential downtown redevelopment initiatives. It was anticipated that with the unveiling of the vision for downtown developed by Dr. Avi Friedman in conjunction with the City and the Downtown Redevelopment Advisory Committee, that a number of projects would be identified for City Council to consider.

289

Reserves Summary

Equipment Management Computer Replacement Reserve This reserve is used for the annual replacement of Information Technologies based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the Information Technology budget.

DCC Equipment Replacement Reserve This reserve is used for the annual replacement of theatre and fitness equipment based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the Shell Theatre and fitness budgets.

Ice Resurfacing Reserve This reserve is used for the replacement of the Zambonis based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the department budgets. Police Reserve (Equipment Replacement) This reserve is used for the annual replacement of police equipment based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the Protective Services budget.

Fire Equipment Reserve

This reserve is used for the annual replacement of fire equipment based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the Fire Services budget.

Contingency

Fleet Management

Financial Stabilization Reserve

Mobile Equipment Replacement Reserve This reserve is used for the annual replacement of vehicles, machinery and equipment based on the long term capital plan. The annual contribution is based on the estimated replacement cost from the mobile equipment budget.

This reserve was established to protect the City against any unforeseen operating costs that will cause the City to incur an operating deficit. 50% of annual operating surpluses is contributed to this reserve.

290

Reserves Summary

Other FCSS Canada Assistant Plan Reserve This fund was established to help offset the cost of homecare for senior citizens, the disabled, handicapped, etc. from the Federal Canada Assistance Plan grant. Funding can be used for any social project.

Seniors’ Requisition Stabilization Reserve The purpose of this reserve was to establish and maintain homes for the City’s elderly residents. This fund was originally funded by residual land sales. Contributions are at Council’s discretion.

Transportation Assistance Reserve The fund was established to provide funding for operating and capital needs of the Special Transportation Services Society (STSS). Contributions are made annually from STSS’s operating surplus and donations. Utilities Infrastructure Reserve This reserve is used for the annual replacement of the City’s utility infrastructure based on the long term capital plan. The annual contribution is based on the equity return from the utility rates.

291

Reserves Summary

Offsite Levies Fort Centre Off-Site Medium Industrial Southfort Off-Site Westpark Estates Off-Site Other D.A.R.E. Parks Perpetual Care

General Art in Public Places Contingency Reserve Health & Safety Major Capital/Operating Projects Debt Reduction Fire Waterline Future Capital Reserve GST Land Purchases Police Reserve (Building Replacement) Self Financing Infrastructure Reserve Work in Progress (Pay-As-You-Go) Community Enhancement Commercial Beautification Downtown Redevelopment Westpark Estates Community Enhancement Equipment Management Computer Replacement DCC Equipment Replacement Fire Equipment Replacement Ice Resurfacers Police Reserve (Equipment Replacement) Contingency Financial Stabilization Reserve Fleet Management Mobile Equipment Replacement Other FCSS Canada Assistance Plan Seniors' Requisition Stabilization Transportation Assistance Utilities Infrastructure

Total

Dec 31, 2012

Projected

Balance

2013

2014

227,600 2,159,400 2,143,100 1,341,800 5,871,900

227,600 1,552,200 (1,064,000) (548,700) 167,100

227,600 1,552,200 1,718,700 147,300 3,645,800

23,200 751,900 350,100 1,125,200

23,200 420,800 361,900 805,900

23,200 312,500 352,800 688,500

1,900 248,900 235,200 486,000

1,900 243,900 195,500 441,300

1,900 238,900 195,800 436,600

94,600 882,900 500 852,600 1,047,119 153,550 4,195,900 738,700 7,965,869

94,600 882,900 500 614,000 1,047,119 7,459,700 55,700 10,154,519

94,600 882,900 500 583,800 1,047,119 7,909,500 61,900 10,580,319

215,700 28,700 285,900 530,300

213,900 28,700 210,900 453,500

210,600 28,700 210,900 450,200

834,100 73,200 795,000 246,200 154,350 2,102,850

58,700 75,500 688,800 191,200 145,900 1,160,100

24,600 93,300 905,200 231,200 127,500 1,381,800

3,469,500 3,469,500

4,748,400 4,748,400

4,000,900 4,000,900

251,900 251,900

396,900 396,900

293,800 293,800

130,400 29,600 85,100 2,068,800 2,313,900

130,400 29,600 26,000 1,567,500 1,753,500

130,400 29,600 26,500 2,160,800 2,347,300

24,117,419

20,081,219

23,825,219

292

293

Â Â

Fees and ChargesÂ

Fees and charges are reviewed annually, form part of the operating budget, and are provided in Schedule A. The schedule identifies the 2014 proposed fees and charges. Any changes between 2013 and 2014 are highlighted.

294

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

CORPORATE AND PROTECTIVE SERVICES Census Report City Pins

$10.00 $0.95

Photocopying charges - per copy, single sided Photocopying charges - per double-sided copy 8.5 x 14 - Single Sided - cost per sheet 8.5 x 14 - Double Sided - cost per sheet 11 x 17 - Single Sided - cost per sheet 11 x 17 - Double Sided - cost per sheet 24 x 36 - Single Sided - cost per sheet

$0.14 $0.24 $0.19 $0.33 $0.24 $0.38 $7.62

Assessment Appeal - residential and farmland - per property under appeal, refundable to successful complainant

$25.00 all values

Assessment Appeal - non-residential (includes Machinery & Equipment), apartments and multi-family developments (more than 3 dwelling units) - per property under appeal, refundable to successful complainant Under $500,000 $500,000- $1,000,000 $1,000,001 - $5,000,000 Over $5,000,000

$100.00 $250.00 $450.00 $650.00

Tax Certificates Returned Items - including NSF cheques, stop payments, closed or frozen accounts and electronic payments (Fort Electronic Payment Plan)

$35.00 $40.00

Tax Penalties The following penalties shall be added to and form part of the unpaid current taxes: July 1 August 1 September 1

3.00% 6.00% 9.00%

The following penalties shall be added to and form part of the unpaid supplementary taxes: December 1

3.00%

Page 1 of 52

295

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

The following penalties shall be added to and form part of the unpaid tax arrears (unpaid after December 31st in any year): January 1 February 1 NEW - Accounts Receivable Penalty

9.00% 9.00% n/a

1.5% on invoices over 30 days

Fire Services Emergency Responses: Whenever the Dept. responds to a Fire, Rescue, Dangerous Goods or other incident on any property a fee or any portion thereof, exclusive of command cars, the dept. may implement this fee for service with the following guidelines:

$500.00/hr./unit or any portion thereof

a) An unregulated release of dangerous goods. b) A fire for which a person is convicted of arson under the Criminal Code of Canada. c) An open air fire which is intentionally set, with or without permit, and becomes out of control, or some other emergency d) Any request forresults. emergency response service made willfully, in any manner, with reasonable cause. e) Response to a motor vehicle accident, and/or a similar incident within, or outside the City of Fort Sask. Plus the cost for replacement of equipment and/or materials used, lost or damaged as a result of the response.

Emergency Responses (excluding ambulance calls) to other Municipalities: Plus the cost for replacement of equipment and/or materials used, lost or damaged as a result of the response.

Fire Pit Permits False Alarm Responses

$500.00/hr./unit or any portion thereof

$10.00 $500.00/incident

If the owner has demonstrated responsibility in investigating or initiating repair to the malfunctioning safety installation, no fee will be assessed.

Fire Department Site Inspections Fire Investigations (requested or required)

$25.00 $40.00 for the first hour or portion thereof $30.00 for each additional hour or portion thereof

Page 2 of 52

296

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Business Inspections First and second inspection

FREE $25.00

Third and each subsequent re-inspection to confirm deficiencies have been corrected

File Search/Report Copies - per 1/4 hour Duplicate of Photograph - per photograph 4" x 6" 5" x 7" 8" x 10" 11" x 14" 16" x 20" Photocopy of Photograph

$6.25 $3.05 $5.95 $10.00 $20.00 $30.00 $4.38

Permit to sell fireworks (low level) or shop goods Permit to discharge fireworks (high level)

$50.00 annually $25.00

Public Education/Safety Programs

Cost recovery of consumable

Police Services Criminal Record Checks Fort Saskatchewan Residents Family Rate Security Guard Clearance Fort Saskatchewan Residents NEW - Check required for school or volunteer purposes

$30.00 $40.00

n/a

$30.00 FREE

Motor Vehicle Accident Reports Copy of initial report given to driver on first instance, copy of report to lawyers or insurance companies upon request along with copy of consent of driver.

Copy or statement (consent provided) - First five pages - Each additional five pages

$20.00

$25.00 $20.00 Page 3 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

- Digital camera photo per disc - Photos (per photo) - Pardon Applications

$20.00 $0.40 $30.00

INFRASTRUCTURE AND COMMUNITY SERVICES Small address map - per map Large address map - per map Land Use Bylaw map - per map Monthly Business Report - per report Labels - Residential, Commercial & Home Business - per set Municipal Development Plan - per book Land Use Bylaw & Map - per book Area Structure Plans - per book River's Edge Recreation Study - per book

$9.00 $21.00 $21.00 $11.00 $21.00 $42.00 $58.00 $42.00 $42.00

Photocopying Charges 8.5 x 11 - Single Sided - cost per sheet 8.5 x 11 - Double Sided - cost per sheet 8.5 x 14 - Single Sided - cost per sheet 8.5 x 14 - Double Sided - cost per sheet 11 x 17 - Single Sided - cost per sheet 11 x 17 - Double Sided - cost per sheet 24 x 36 - Single Sided - cost per sheet

$0.14 $0.24 $0.19 $0.33 $0.24 $0.38 $7.62

Custom Mapping Fees: Drafting Technician - per hour

$50.00 (minimum charge of $20.00)

Computer - per hour

$5.00

Line Drawing - Premium Bond - any drawing where there is significant white space on the paper where no ink was used i.e. Blueprints, street maps, Land Use Zoning 11" x 17"

$2.00 Page 4 of 52

298

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

17" x 22" 22" x 34" 34" x 44" 36" x 48" Full Colour with Fills - Premium Bond - any drawing which most, or all of the area is saturated with ink i.e. aerial photos, line work with full colour thematic fills 11" x 17" 17" x 22" 22" x 34" 34" x 44" 36" x 48" Full Colour with Fills - Semi-Gloss Paper - any drawing which most, or all of the area is saturated with ink i.e. aerial photos, line work with full colour thematic fills 11" x 17" 17" x 22" 22" x 34" 34" x 44" 36" x 48"

$4.00 $8.00 $15.00 $18.00

n/a $8.00 $16.00 $30.00 $36.00

n/a $10.00 $20.00 $38.00 $45.00

Development Permits: Sign Re-submission and re-examination of plans (after approval but prior to construction)

$100.00 $150.00

Development involving a variance to any measurable standard of the Land Use Bylaw, less than 10% Development involving a variance to any measurable standard of the Land Use Bylaw, in excess of 10%

$75.00 $75.00 plus the regular fee

Impound fee for illegal signs

Fee for copy of document(s) requested from property files per request (Residential file search) Archived request for document(s)

$10.00 for up to 2 sq. ft. $25.00 for 2 sq. ft. to 4 sq. ft. $50.00 for greater than 4 sq. ft.

$25.00

$25.00 + Photocopy fee $50.00 plus photocopy fee Page 5 of 52

299

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Residential: Show Home Show Home Time Extension Single Family Dwelling/Semi-Detached/Duplex(per unit) Secondary Suite Multi-Family Dwelling (3 units or more) NEW - Residential Lot Grading Program Development involving a variance to any measurable standard of the Land Use Bylaw, less than 10% Development involving a variance to any measurable standard of the Land Use Bylaw, in excess of 10% Accessory Building - between 10 sq.m. (107.6 sq.ft.) and 33.5 sq.m. (360 sq.ft.) Accessory Building - greater than 33.5 sq.m. (360 sq.ft.) Raised Deck - higher than 0.60 m. (2 ft.) Covered Deck/Pergolas Addition - not increasing the number of dwelling units Accessory Home Occupation Demolition NEW - Second Access NEW - Stripping and Grading

n/a

$75.00 plus the regular fee

n/a n/a

Commercial, Light Industrial and Institutional: New building, addition, renovation or development not involving building

NEW - Occupancy

Demolition Change of use New Occupancy Accessory Building

$125.00 $50.00 $150.00 $150.00 $300.00 $250.00 $75.00 plus the regular fee

$25.00 $50.00 $25.00 $25.00 $100.00 $100.00 $50.00 $125.00 $150.00

$300.00 plus $0.05 per sq.ft. (gross floor area) of building

n/a $100.00

OR $300.00 plus $0.10 per $1,000.00 of project value, whichever is greater $150.00 $200.00 $50.00 $100.00 $200.00

Page 6 of 52

300

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Medium and Heavy Industrial: New building, addition, renovation or development not involving building

NEW - Stripping and Grading

Demolition Change of use New Occupancy Accessory Building

Other Development Related Fees: Letter respecting compliance - residential Letter respecting compliance - commercial /industrial

Encroachment Agreement (on City property or easement)

Caveat and other legal instrument review/update File Search/Report - Industrial/Commercial/Institutional (e.g. environmental investigations) per hour (2 hour minimum) Development Agreement (major) - subdivision of lands and large scale developments

$400.00 plus $0.05 per sq.ft. (gross floor area) of building

n/a

$50.00 $50.00

OR $400.00 plus $0.10 per $1,000.00 of project value, whichever is greater $150.00 $300.00 $100.00 $100.00 $200.00

$100.00 (regular service) $300.00 (rush service) $150.00 (regular service) $400.00 (rush service) no charge (updated within 60 days to original issuance of LRC) $200.00 - Up to 50 sq. ft. $400.00 - 50 sq. ft. to 100 sq. ft. 100 sq. ft. $600.00 - over $50.00 (re-submission for revisions prior to registration at Land Titles) $50.00 $50.00 $2,500.00

Page 7 of 52

301

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Development Agreement (minor) - minor improvements generally as a condition of development permit approval Development Agreement - addendum to existing agreement Outline Plan Review

$500.00 $1,500.00 $2,000.00

Penalties related to contravention of Land Use Bylaw: Development commencing prior to issuance of a Development Permit

Double the regular fee

Individual: Per offence Maximum penalty Corporation: Per offence Maximum penalty

$100.00 $500.00 $1,000.00 $10,000.00

Bylaw & Statutory Plan Amendment Fees: Land Use Bylaw, Area Structure Plan and Municipal Development Plan Road Closure

$2,500.00 $2,000.00

Subdivision Fees: Application (including Bareland)

$500.00 plus $200.00/lot (excluding reserve parcels or public utility lots)

Endorsement of plan of subdivision (including Bareland)

$100.00 plus $150.00/lot (excluding reserve parcels or public utility lots)

Endorsement of conventional condominium plan (excluding Bareland) Condominium conversion Subdivision time extension

$200.00

$50.00/condominium unit $50.00/condominium unit $500.00

Subdivision & Development Appeal Board Fees:

Page 8 of 52

302

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Filing an Appeal respecting a subdivision or development application at the Subdivision & Development Appeal Board, per appeal, refundable to the successful appellant

Commercial/Industrial

$150.00

Residential

$50.00

Business License Fees: Resident - per calendar year Non-resident - per calendar year Accessory Home Occupation - per calendar year Transient Trader/Hawker, Peddler - per day

Transient Trader/Hawker, Peddler - per year Transfer of license

$90.00 $300.00 $90.00 $100.00 per day to a maximum of $300.00 per year $300.00 $25.00

First Time Business License Fees: Business license issued between January 1 and March 31 in any year Business license issued between April 1 and June 30 in any year Business license issued between July 1 and September 30 in any year Business license issued between October 1 and December 31 in any year Revoked or surrendered license refund

full fee as above 75% of fee as above 50% of fee as above 25% of fee as above $1.00

Building Permit Fee Schedule

Residential Dwelling Units: New Construction - Building Permit Fee Additions/Renovations

$0.55 per sq. ft. Calculated at the same rate as new construction, $85.00 minimum fee Page 9 of 52

303

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

n/a

$400.00 $130.00 $175.00 $100.00 $50.00 $100.00 $150.00 $85.00 $85.00 $75.00 $85.00

GST, where applicable, will be charged at the prevailing rate.

NEW - Modular Home Building Basement Development (up to 1,000 sq. ft.) Basement Development (over 1,000 sq. ft.) Private Garages attached - (flat rate) Accessory Building - between 10 sq. m. (107.6 sq. ft.) and 33.5 sq. m. (360 sq. ft.) Accessory Building between 33.5 sq. m. (360 sq. ft.) and 54.9 sq. m. (591 sq. ft.) Accessory Building greater than 55 sq. m. (592 sq. ft.) Decks over 2.0' (0.6 m.) in height above grade Covered Deck/Pergolas Relocations & Mobile Homes (flat set up fee) Fireplace and other woodstove installations (if not included in new construction) (flat rate). Demolitions (flat rate) Re-Inspection Fee Constructing a structure without a permit

$85.00 $85.00 Fee will be calculated at twice the regular fee $150.00 Fee will be calculated at twice the regular fee Retain $25.00 or 25% of fee whichever is greater

Re-submission and re-examination of plans Constructing a structure without a permit Cancelling permit after processing No refund if an inspection(s) has been completed by the Building Inspector Safety Codes Council Fee

Commercial/Industrial/Institutional: Up to $15,000 construction value Over $15,000 construction value NEW - Sea Container (as accessory building) NEW - Accessory Building between 10 sq.m. (107.6 sq.ft.) and 33.5 sq.m, (360 sq.ft.) NEW - Assessory Building between 33.5 sq.m. (361 sq.ft.) and 54.9 sq.m. (591 sq.ft.) NEW - Accessory Building greater than 55 sq.m. (592 sq.ft.) Demolitions (flat rate) Re-submission and re-examination of plans Constructing a structure without a permit Cancelling permits after processing

As established by the Alberta Safety Codes Council

n/a n/a n/a n/a

$300.00 $300.00 + $7.00 per $1,000 construction $100.00value $100.00 $150.00 $300.00 $200.00 $150.00 Fee will be calculated at twice the regular fee Retain $25.00 or 25% of fee whichever is greater Page 10 of 52

304

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

NEW - Re-Inspection Fee No refund if an inspection(s) has been completed by the Building Inspector Safety Codes Council Fee

n/a

$85.00

NEW - Re-Inspection Fee (any discipline)

n/a

$85.00

n/a

$75.00 $95.00 $115.00 $130.00 $140.00 $155.00 $170.00 $185.00 $195.00 $205.00 $215.00 $225.00 $230.00 $240.00 $245.00 $250.00 $255.00 $260.00 $265.00 Add $7.00 for each outlet over 20 $85.00

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Gas Permits: Number of outlets 1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Over 20 NEW - Re-Inspection Safety Codes Council Fee Installation without a permit Cancelling permits after processing

As established by the Alberta Safety Codes Council

As established by the Alberta Safety Codes Council Fee will be calculated at twice the regular fee Retain $25.00 or 25% of fee whichever is greater

Gas - Non-Residential Installations: BTU fees include one meter

Page 11 of 52

305

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Additional Gas Meters (per meter) BTU Input Under 100,000 110,000 120,000 130,000 140,000 150,000 170,000 190,000 210,000 230,000 250,000 300,000 350,000 400,000 450,000 500,000 550,000 600,000 650,000 700,000 750,000 800,000 850,000 900,000 950,000 1,000,000 over 1,000,000 BTU NEW - Re-Inspection Safety Codes Council Fee

$20.00

n/a

$75.00 $85.00 $95.00 $100.00 $105.00 $110.00 $115.00 $120.00 $125.00 $130.00 $135.00 $140.00 $145.00 $150.00 $155.00 $160.00 $165.00 $170.00 $175.00 $180.00 $185.00 $190.00 $195.00 $200.00 $225.00 $250.00 Add $7.00 for each 100,000 BTU over$85.00 1,000,000 BTU As established by the Alberta Safety Codes Council

Cancelling permit after processing

Retain $25.00 or 25% of fee whichever is greater

Installation without a permit

Fee will be calculated at twice the regular fee Page 12 of 52

306

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

No refund if an inspection(s) has been completed by the Building Inspector

Gas Permit - Propane and Small Installations: Propane Tank Sets (New or Replacements) Temporary Propane/Natural Gas Heating (Includes Tank Set) Gas/Propane Cylinder Refill Centers Replacement Commercial or Industrial Appliances Per Unit as Follows: 0-400,000 BTU Input 400,000 - 5,000,000 BTU Input Over 5,000,000 BTU Input NEW - Modular Home - New Construction NEW - Re-Inspection Fee Safety Codes Council Fee Installation without a permit Cancelling permit after processing

$85.00 $85.00 $275.00

n/a n/a

$140.00 $150.00 $250.00 $75.00 $85.00 As established by the Alberta Safety Codes Council Fee will be calculated at twice the regular fee Retain $25.00 of 25% of fee whichever is greater

No refund if an inspection(s) has been completed by the Building Inspector Plumbing Permits: Number of Fixtures 1 2 3 4 5 6 7 8 9 10 11 12

$75.00 $80.00 $85.00 $90.00 $95.00 $100.00 $105.00 $110.00 $115.00 $120.00 $125.00 $130.00 Page 13 of 52

307

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40+ Each fixture over 100 Safety Codes Council Fee NEW - Re-Inspection Fee Cancelling permit after processing Installation without a permit No refund if an inspection(s) has been completed by the Building Inspector

$135.00 $140.00 $145.00 $150.00 $155.00 $160.00 $165.00 $170.00 $175.00 $180.00 $185.00 $190.00 $195.00 $200.00 $205.00 $210.00 $215.00 $220.00 $225.00 $230.00 $235.00 $240.00 $245.00 $250.00 $255.00 $260.00 $265.00 $275.00 + $5.00/fixture $580.00 + $1.00/fixture As established by the Alberta Safety Codes Council n/a

$85.00 Retain $25.00 or 25% of fee whichever is greater Fee will be calculated at twice

Private Sewage Disposal Systems: Page 14 of 52

308

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Permit Fee Re-Inspection Fee Safety Codes Council Fee

$265.00 $85.00 As established by the Alberta Safety Codes Council

Cancelling Permit after processing

retain $25.00 or 25% of fee whichever is greater

Installation without a permit

Fee will be calculated at twice the regular fee

No refund if an inspection(s) has been completed by the Building Inspector Underground Water & Sewer Services Permit Fee - per service (commercial, industrial, institution and high density multiple residential)

$125.00

Electrical Permit Fee: New Single Family Residential: Up to 1,200 square feet 1,201 to 1,500 square feet 1,501 to 2,000 square feet 2,001 to 2,500 square feet Over 2,500 square feet NEW - Modular Home New Construction Safety Codes Council Fee Attached garage Detached garages electrical for new homes

Re-Inspection Fee Installation without a permit

n/a

$150.00 $175.00 $200.00 $225.00 $250.00 $75.00 As established by the Alberta Safety Codes Council Included with square footage of new dwelling $0.10 per sq. ft. minimum $85.00 $85.00 Fee will be calculated at twice the regular fee

Page 15 of 52

309

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Cancelling permit after processing

Retain $25.00 or 25% of original fee - whichever is greater

No refund if an inspection(s) has been completed by the Building Inspector

Heavy Industrial annual permit fees (includes detailed reports) 1.00 - 2,000 2,001 - 5,000 5,001 - 50,000 50,001 - 1,000,000

1,000,001 - 3,000,000

3,000,001 and over

$265.00 $265.00 plus $3.00/$100 in value to a maximum of $355.00 plus $1.50/$100 in value to a maximum of $1,030.00 plus $1.00/$100 in value to a maximum of $10,530.00 $10,530.00 plus $0.75/$100 in value to a maximum of $25,530.00 $25,530.00 plus $0.25/$100 in value

Re-Inspection Fee Safety Codes Council Fees

$85.00 As established by the Alberta Safety Codes Council

Installation without a permit

Fee will be calculated at twice the regular fee retain $25.00 or 25% of original fee - whichever is greater

Cancelling permit after processing

No refund if an inspection(s) has been completed by the Building Inspector Electrical Permit Fee - Other than New Single Family Residential and Heavy Installation Cost 1.00 -500 500.01-1,000

$75.00 $85.00

Page 16 of 52

310

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

1,000.01-1,500 1,500.01-2,000 2,000.01-2,500 2,500.01-3,000 3,000.01-3,500 3,500.01-4,000 4,000.01-4,500 4,500.01-5,000 5,000.01-5,500 5,500.01-6,000 6,000.01-6,500 6,500.01-7,000 7,000.01-7,500 7,500.01-8,000 8,000.01-8,500 8,500.01-9,000 9,000.01-9,500 9,500.01-10,000 10,000.01-11,000 11,000.01-12,000 12,000.01-13,000 13,000.01-14,000 14,000.01-15,000 15,000.01-16,000 16,000.01-17,000 17,000.01-18,000 18,000.01-19,000 19,000.01-20,000 20,000.01-21,000 21,000.01-22,000 22,000.01-23,000 23,000.01-24,000 24,000.01-25,000 25,000.01-26,000 26,000.01-27,000 27,000.01-28,000 28,000.01-29,000 29,000.01-30,000

$95.00 $100.00 $110.00 $120.00 $130.00 $140.00 $150.00 $160.00 $165.00 $170.00 $175.00 $180.00 $185.00 $190.00 $195.00 $200.00 $205.00 $210.00 $215.00 $220.00 $225.00 $230.00 $235.00 $240.00 $245.00 $250.00 $255.00 $260.00 $265.00 $270.00 $275.00 $280.00 $285.00 $290.00 $295.00 $300.00 $305.00 $310.00 Page 17 of 52

311

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

30,000.01-31,000 31,000.01-32,000 32,000.01-33,000 33,000.01-34,000 34,000.01-35,000 35,000.01-36,000 36,000.01-37,000 37,000.01-38,000 38,000.01-39,000 39,000.01-40,000 40,000.01-41,000 41,000.01-42,000 42,000.01-43,000 43,000.01-44,000 44,000.01-45,000 45,000.01-46,000 46,000.01-47,000 47,000.01-48,000 48,000.01-49,000 49,000.01-50,000 50,000.01-60,000 60,000.01-70,000 70,000.01-80,000 80,000.01-90,000 90,000.01-100,000 100,000.01-110,000 110,000.01-120,000 120,000.01-130,000 130,000.01-140,000 140,000.01-150,000 150,000.01-160,000 160,000.01-170,000 170,000.01-180,000 180,000.01-190,000 190,000.01-200,000 200,000.01-210,000 210,000.01-220,000 220,000.01-230,000

$315.00 $320.00 $325.00 $330.00 $335.00 $340.00 $345.00 $350.00 $355.00 $360.00 $365.00 $370.00 $375.00 $380.00 $385.00 $390.00 $395.00 $400.00 $425.00 $450.00 $475.00 $500.00 $550.00 $600.00 $650.00 $700.00 $750.00 $800.00 $850.00 $900.00 $950.00 $1,000.00 $1,050.00 $1,100.00 $1,150.00 $1,200.00 $1,250.00 $1,300.00 Page 18 of 52

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

230,000.01-240,000 240,000.01-250,000 250,000.01-300,000 300,000.01-350,000 350,000.01-400,000 400,000.01-450,000 450,000.01-500,000 500,000.01-550,000 550,000.01-600,000 600,000.01-650,000 650,000.01-700,000 700,000.01-750,000 750,000.01-800,000 800,000.01-850,000 850,000.01-900,000 900,000.01-950,000 950,000.01-1,000,000

$1,400.00 $1,500.00 $1,600.00 $1,700.00 $1,800.00 $1,900.00 $2,000.00 $2,100.00 $2,200.00 $2,300.00 $2,400.00 $2,500.00 $2,600.00 $2,700.00 $2,800.00 $2,900.00 $3,000.00

Re-Inspection Fee Safety Code Council Fee

$85.00 As established by the Alberta Safety Codes Council

Installation without a permit

Fee will be calculated at twice the regular fee

Cancelling permit after processing

Retain $25.00 or 25% of fee whichever is greater

No refund if an inspection(s) has been completed by the Building Inspector Installation Costs: Total value of electrical materials, fixtures and supplies plus labour (in case of a homeowner - double the value of materials, fixtures & supplies to get installation cost)

Temporary and Underground Electrical Services: Residential - per service Commercial/Industrial/Institutional/High Density Multiple Residential

$75.00 $125.00 Page 19 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Safety Codes Council Fee

As established by the Alberta Safety Codes Council

Installation without a permit

Fee will be calculated at twice the regular fee Retain $25.00 or 25% of fee whichever is greater

Cancelling permit after processing No refund if an inspection(s) has been completed by the Building Inspector Public Works and Engineering: Engineering Standards Manual - per book

$53.00

Damage Deposits Barricade Cones/Pylons Hard Hats Sandwich Boards Tripods Vests NEW - Picnic Tables Benches Road Crossing Agreement Wood Chips: 1/2 Ton Load Tandem Load Delivery - within City limits Delivery - outside City limits

n/a

$50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00

$315.00

$350.00 $10.00 $50.00 $47.62 $100.00 (up to 25 km - one way) $2.00 (per km over 25 km)

Screened Organic Topsoil: per cubic meter Delivery - within City limits Delivery - outside City limits

Picnic Tables/Park Benches Rental - table/bench per day Delivery - within City limits - per truckload (8 picnic tables or 20 benches)

$10.00 $47.62 $100.00 (up to 25 km - one way) $2.00 (per km over 25 km)

$5.00 $71.43

$6.67 $79.33 Page 20 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Turner Park Picnic Shelter Rental - per hour

$9.52

Permit Fees: Traffic Light Turn Request - per traffic light Excavation Permits Curb Cut Permits

$125.00 $50.00 $50.00

$165.00 $350.00 $350.00

Cemetery Fees: Plot Purchase - Full Size Lot (120 cm x 275 cm) - includes 25% contribution to Perpetual Care Plot Purchase - Cremation Lot - (120 cm x 120 cm) - includes 25% contribution to Perpetual Care Plot Purchase - Infant Lot (120 cm x 120 cm) - includes 25% contribution to Perpetual Care Plot Purchase - Legion/RCMP (120 cm x 120 cm) Member/spouse only Plot Purchase - Legion/RCMP (120 cm x 275 cm) Member/spouse only Full Interment/Disinterment - Open/Close 6' - regular hours Full Interment/Disinterment - Open/Close 9' - regular hours Full Interment - Infant Section - Open/Close - regular hours Cremation Remains - Open/Close - augered excavation - regular hours Overtime Surcharge Monument Foundation Register a transfer of deed Repurchase of Plot - Administrative Fee Monument Permit Fees which includes: Monument Compliance authorization New site locating and marking, and follow-up inspection Fee is date and time specific and is non-refundable Columbarium - Niche Level 1 and 2 - includes $65.00 contribution to Perpetual Care Columbarium - Niche Level 3 and 4 - includes $65.00 contribution to Perpetual Care Columbarium - Niche - Cremation Remains - Open/Close - regular hours

$400.00 $265.00 $200.00 No Charge No Charge $595.24 $738.10

$30.00

$400.00 $278.10 $210.00 $157.14 $25.00 $25.00 $35.00

$1,065.00 $1,265.00 $85.71

Page 21 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

All Open/Close fees may be pre-paid. Overtime Surcharges will be applied at the time of open/close if the open/close occurs outside of regular hours.

Campground Fees: Overflow Camping (Harbour Pool parking lot, Jubilee Recreation Centre parking lot - no services) Water & Sewer Service Fees: Application fee for permit to construct water/sewer service connection NEW - Deposit for Permit Fee (above) - per residential service

$9.52

$50.00 n/a

$350.00 $2,500.00

Bulk Water Truck Fill - after hours call out

$300.00

Waterworks, Sewers and Plumbing Fees: Special Service fee - Remote reading meters

$35.00

Meter damaged by frost or otherwise - per meter

$250.00

Special appointment for water turn on - after regular business hours

$150.00

Meter Bench Test Deposit

$75.00

Application for Sewer connection permit

$50.00

Water Service deposit

$75.00

Installation Fee for 3/4" Meter

$150.00

NEW - Utility Application Fee Residential Sanitary Sewer Service Line Root Intrusion: Service Call Video Tape - new, emergency or irregular service Auger Chemical Treatment After Hours Emergency Call Out Missed Appointments

n/a

$25.00

$180.00 $123.81 $123.81 $123.81 $653.33 $180.00

$185.40 $127.52 $127.52 $127.52 $672.93 $185.40 Page 22 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Sewer Rates: All Types of Service

$1.88 per month, plus $1.47 per cubic meter applied to 100% of water consumption

Water Rates: Meter Type 62 (5/8") (Residential)

Multi-Family Residential (Per Unit)

75 (3/4")

100 (1")

200 (2")

$3.27 per month, plus $1.97 per cubic meter applied to 100% water consumption $3.27 per month, plus $1.97 per cubic meter applied to 100% water consumption $4.41 per month, plus $1.97 per cubic meter applied to 100% water consumption $8.52 per month, plus $1.97 per cubic meter applied to 100% water consumption $34.06 per month, plus $1.97 per cubic meter applied to 100% water consumption

300 (3")

$76.64 per month, plus $1.97 per cubic meter applied to 100% water consumption

400 (4")

$136.25 per month, plus $1.97 per cubic meter applied to 100% water consumption

600 (6")

$306.57 per month, plus $1.97 per cubic meter applied to 100% water consumption

Page 23 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Bulk Water - Residential Bulk Water - Commercial Service reconnection fee, plus all outstanding rates or charges on account Construction Water - Residential - Single Family Dwelling

$2.85 per cubic meter $3.07 per cubic meter $40.00

$100.00 $75.00

Construction Water - Residential - Multi-Family Dwelling

$100.00 plus $0.50 per $1,000 in construction value to a maximum of $2,000

Construction Water - Commercial

$100.00 plus $0.50 per $1,000 in construction value to a maximum of $2,000

Construction Water - Light Industrial

$100.00 plus $0.50 per $1,000 in construction value of a maximum of $2,000

Solid Waste Rates: Solid Waste with Weekly Co-mingled Recycling Single Family Dwelling - per month, Residential Premises Multi-Family Residential - per unit, per month, no container charge Penalties: In the event that any utility bill remains unpaid on the 15th day of the month following which the account was rendered (20 days after the mailing date plus a grace period of 5 days for receipt of the bill), a penalty will be assessed on the outstanding balance.

$17.83 $17.83

2.50%

Transfer Station - Waste Disposal Charges Batteries - Residential Box spring/mattress - per set

no charge Commercial - $1.00 per $14.00

Furniture Page 24 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Hide-a-Bed Sofa Love Seat Chair

$15.00 $15.00 $12.00 $10.00

Propane Bottles - Residential Residential Household Waste - per bag - up to 4 bags Residential Household Waste - truck box - half full Residential Household Waste - truck box - level full Residential Household Waste - truck box - heaping full

$2.00 $10.00 $20.00 $40.00

Construction Waste - general construction waste inclusive of items such as concrete, shingles, bricks, rocks, lumber, drywall, etc.

no charge Commercial - $2.00 per bottle $2.50 $15.00 $30.00 $45.00 1/2 or 3/4 ton truck - 8 foot box - half full - $85.00 1/2 or 3/4 ton truck - 8 foot box - level - $170.00 1/2 or 3/4 ton truck - 8 foot box - heaping - $255.00

Commercial Waste (non-construction)

Tree Branches and Christmas Trees

No charge for items included in the e waste recycling program. Other e waste such as microwaves, stereos, VCRs, electronic toys and calculators, etc. charges apply.

1/2 or 3/4 ton truck - 8 foot box - half full - $16.00

1/2 or 3/4 ton truck - 8 foot box - half full - $21.00

1/2 or 3/4 ton truck - 8 foot box - level $32.00

1/2 or 3/4 ton truck - 8 foot box - level - $42.00

1/2 or 3/4 ton truck - 8 foot box heaping - $48.00

1/2 or 3/4 ton truck - 8 foot box - heaping - $58.00 Residential - no charge Commercial--per $23.00 per load 1/2 Commercial 1/2 ton - $23.00 No charge

Page 25 of 52

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$410.00 $495.00 $495.00 $655.00 $980.00 $1,145.00 $1,040.00 $1,300.00

$430.00 $520.00 $520.00 $688.00 $1,030.00 $1,202.00 $1,092.00 $1,365.00

GST, where applicable, will be charged at the prevailing rate.

Gravel Truck Construction Waste: Single Axle Truck - level box - wood Single Axle Truck - heaping box - wood Single Axle Truck - level box - shingles Single Axle Truck - heaping box - shingles Tandem Axle Truck - level box - wood Tandem Axle Truck - heaping box - wood Tandem Axle Truck - level box - shingles Tandem Axle Truck - heaping box - shingles

Transportation Snow Dump Fees

$476.19 for each key issued for the snow dump

Transit Fees: Transit Fees provide service to Edmonton (Clareview Station) Monthly Pass: Adult Post Secondary Student

$96.00 $90.00

Monthly pass is part of an integrated pass to be used in conjunction with an Edmonton Transit Pass Ticket Book (10 tickets)

$33.50

Cash (one way)

$3.50

Within Fort Saskatchewan

$1.00

Community Services:

Page 26 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

A day rental is equivalent to 10 hours. Any additional hours will be charged at the applicable hourly rate. Definitions Non-Profit - Must be a registered charity or society. May be asked to provide a registration number. Local Youth - Whether individual or group, must be under 18 and have a City of Fort Saskatchewan mailing address. Local Adult - Whether individual or group, 18+ and have a City of Fort Saskatchewan address. Damage Deposit Weddings/banquets/Christmas parties/larger functions/special events i.e. trade shows, antique shows, sports camps, etc. (refundable, if no damage) *Damage Deposit refers to either damages or extra cleaning (more cleaning than normally required)

$350.00

Museum

$500.00

Cancellation Fee Weddings/banquets/Christmas parties/larger functions/special events i.e. trade shows, antique shows, theatre rentals, sports camps, etc. and Museum

Meetings/hockey/birthday parties/all other rentals

more than 90 days - $30.00 less than 90 days - half the cost of the rental less than 30 days - full cost of the rental more than 72 hours - no charge less than 72 hours - full cost of the rental

NEW - Cancellation policy for shows via Ticketpro is regulated under Ticketed Event License Agreement

Page 27 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

NEW - Cancellation without 24 hours notice to Fitness Trainer results in forfeit of full Fitness Service fee as per our cancellation policy. FCSS Counselling and Home Support Fees Counselling - Small Family 1 - 3 (per hour) Gross Family Monthly Income $0 - 799 $800 - 999 $1,000 - 1,299 $1,300 - 1,699 $1,700 - 1,999 $2,000 - 2,399 $2,400 - 2,599 $2,600 - 2,799 $2,800 - 3,099 $3,100 - 3,499 $3,500 - 3,999 $4,000 - 4,299 $4,300 + Employee Assistance Programs who are billed directly

$5.00 $7.00 $10.00 $15.00 $18.00 $22.00 $26.00 $32.00 $38.00 $43.00 $50.00 $55.00 $60.00 $75.00

Counselling - Large Family 4+ (per hour) Gross Family Monthly Income $0 - 799 $800 - 999 $1,000 - 1,299 $1,300 - 1,699 $1,700 - 1,999 $2,000 - 2,399 $2,400 - 2,599 $2,600 - 2,799 $2,800 - 3,099 $3,100 - 3,499 $3,500 - 3,999 $4,000 - 4,299 $4,300 + Employee Assistance Programs who are billed directly

$5.00 $6.00 $8.00 $12.00 $16.00 $18.00 $22.00 $30.00 $36.00 $40.00 $47.00 $50.00 $60.00 $75.00 Page 28 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Home Support (per hour) Net Family Monthly Income $0 - 1,500 $1,501 - 1,750 $1,751 - 2,000 $2,001 - 2,250 $2,251 - 2,500 $2,501 - 2,750 $2,751 - 3,000 $3,001 - 3,250 $3,251 - 3,500 $3,501 - 3,750 $3,751 + Veteran Affairs Workers Compensation Board

$7.50 $9.00 $10.00 $11.00 $12.00 $13.00 $14.00 $15.00 $16.00 $17.00 $20.00 $20.00 $23.00

Harbour Pool: General Admission Tots under 2 Child (2 - 12 Yrs.) Youth (13 - 17)/Senior (65+) Adult (18 - 64) Family Aquasize Sr./Youth Aquasize Adult Aquasize Surcharge (This fee applies to Monthly and Annual Pass Holders only) Punch Passes (10 visits) Tots under 2 Child (2 - 12 Yrs) Youth (13 - 17)/Senior (65+) Adult (18 - 64) Family Aquasize Sr./Youth Aquasize Adult

$2.95 $4.00 $5.52 $11.52 $4.90 $6.19

$26.57 $36.00 $49.71 $103.71 $44.14 $55.71

FREE $3.05 $4.14 $5.71 $11.85 $5.04 $6.38 $0.95

FREE $27.38 $37.14 $51.38 $106.66 $45.43 $57.42

Page 29 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$14.71 $27.95 $35.90 $35.57 $43.86

FREE $15.23 $28.81 $37.14 $36.67 $45.24

$35.90 $28.86 $10.76 $27.95 $23.71

$37.14 $29.76 $11.09 $28.81 $24.42

$147.14 $279.52 $359.05 $355.71 $438.57

FREE $152.28 $288.09 $371.43 $366.71 $452.38

$359.05 $288.57 $107.62 $279.52 $238.14

$371.43 $297.62 $110.86 $288.09 $244.28

$49.00 $53.00 $58.57

$50.50 $54.50 $60.47 $126.00 $126.00 $228.57 $214.29 $190.48 $204.77

GST, where applicable, will be charged at the prevailing rate.

1 Month Passes Tots under 2 Child (2 - 12 Yrs) Youth (13-17)/Senior (65+) Adult (18 - 64) Aquasize Sr./Youth Aquasize Adult Family: First Adult Second Adult Each Youth First Senior Second Senior Annual Passes Tots under 2 Child (2 - 12 Yrs) Youth (13 - 17)/Senior (65+) Adult (18 - 64) Aquasize Sr./Youth Aquasize Adult Family: First Adult Second Adult Each Youth First Senior Second Senior Lessons Red Cross Level Pre-RC 4 (8 Lessons) Red Cross Level 5 - 10 (8 Lessons) Adult (8 Lessons) Bronze Cross - under age 16 Bronze Cross - over age 16 National Lifeguard Service (fee includes books) Assistant Water Safety Instructor (fee includes books) Water Safety Instructor (fee includes books) Aquatic Emergency Care with O2

$210.00 $190.48

Page 30 of 52

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Bronze Star - ages 8 - 13

$69.00

$70.00

Harbour Pool Rental 1 - 74 people - per hour 75 - 124 people - per hour 125 - 199 people - per hour 200 - 300 people - per hour

$101.90 $125.10 $170.10 $203.05

$105.04 $128.86 $175.24 $209.53

Multi-Purpose Room Adult, Youth/Non Profit and Business - per hour

$20.95

$21.90

Swim Club Local Main Pool only Local Swim Meet Non-local Main Pool only

$67.29 $102.00 $102.00

$69.53 $105.24 $105.24

Private Lessons Youth (under age 16) - 1/2 hour Youth (under age 16) - 1 hour Additional Youth (under age 16) - 1/2 hour Additional Youth (under age 16) - 1 hour Adult - 1/2 hour Adult - 1 hour Additional Adult - 1/2 hour Additional Adult - 1 hour

$23.50 $47.00 $7.00 $13.00 $23.52 $47.00 $7.00 $13.00

$24.25 $48.50 $7.25 $14.50 $24.28 $48.57 $7.24 $14.48

Other Preschool Plunge and Play (Per Lesson) Baby Size (8 Lessons) Adaptive Aquatics (8 Lessons) Home School Lessons (8 Lessons)

$82.50 $49.05 $53.50 $53.50

$14.15 $50.48 $55.15 $55.15

Pool Party Packages Pool Party Package Pool Group Package

$147.62 $63.81

$152.05 $65.95

Schools Lessons per student

$41.50

$42.75

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Page 31 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Local School Pool Rentals 0-19 bathers 20-74 bathers per hour 75-124 bathers per hour 125-199 bathers per hour 200-300 bathers per hour

$20.81 $41.57 $62.38 $83.10

FREE $21.48 $42.86 $64.28 $85.62

Non-Local Schools Pool Rentals 0-19 bathers 20-74 bathers per hour 75-124 bathers per hour 125-199 bathers per hour 200-300 bathers per hour

$102.00 $125.00 $170.00 $203.00

FREE $105.05 $128.76 $175.14 $209.10

Youth/Non Profit Rooms 1 & 2 - per hour, supervised Rooms 1 & 2 - per day, supervised Room 9 - per hour, supervised Room 9 - per day, supervised

$20.57 $164.57 $10.29 $82.29

$21.19 $169.52 $10.62 $84.96

Adult Rooms 1 & 2 - per hour, supervised Rooms 1 & 2 - per day, supervised Room 9 - per hour, supervised Room 9 - per day, supervised

$35.86 $286.86 $15.29 $122.29

$37.00 $296.00 $15.77 $126.10

$11.14 $89.14 $6.86 $54.86 $8.14 $65.14

$11.47 $91.81 $7.05 $56.38 $8.38 $67.04

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Library

CN Station Annual Block Booking Kinsmen Room - per hour Kinsmen Room - per day Bougher Room - per hour Bougher Room - per day Proctor Room - per hour Proctor Room - per day

Page 32 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$19.71 $157.71 $14.48 $115.81 $16.19 $129.52

$20.28 $162.28 $14.91 $119.24 $16.67 $133.33

Normandy Room Local Youth/Non Profit Group - per day Local Adult Group - per day Private Function, commercial or non local - per day Self clean-up/set-up - per day (any user) Local Youth/Non Profit Group - per hour Local Adult Group - per hour Private Function, commercial or non local - per hour Self clean-up/set-up - per hour (any user)

$426.29 $511.62 $613.71 $274.67 $53.29 $63.95 $76.71 $34.33

$438.86 $525.79 $632.38 $281.91 $54.86 $65.71 $79.04 $35.23

Ortona Room Local Youth Group/Non Profit - per day Local Adult Group - per day Private Function, commercial, non local - per day Self clean-up/set-up - per day (any user) Local Youth/Non Profit Group - per hour Local Adult Group - per hour Private Function, commercial, non local - per hour Self clean-up/set-up - per hour (any user)

$178.29 $261.33 $349.33 $60.95 $22.29 $32.67 $43.67 $7.62

$182.86 $269.33 $360.00 $62.85 $22.86 $33.67 $45.00 $7.86

$103.00 $176.57 $103.00

$106.10 $181.90 $106.10

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Casual Booking Kinsmen Room - per hour Kinsmen Room - per day Bougher Room - per hour Bougher Room - per day Proctor Room - per hour Proctor Room - per day Legion Building

Jubilee Recreation Complex (JRC) & Sportsplex Arenas (January 1 - April 14) Annual Ice rates are adjusted April 15th each year to accommodate the ice season. Hourly Rate - Youth (M-F 3pm+; All Day Sat & Sun) Hourly Rate - Adult Jr. "A" Rep Team - per hour

Page 33 of 52

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Chiefs 125% Youth Rate - per hour Summer Non-Ice, with supervision - Youth, per hour Summer Non-Ice, with supervision - Adult, per hour Special Events - per day Non-contracted School Rate - per hour Non Prime Ice Hourly rate - Youth (6am-3pm M-F & 6-7:45am Sat & Sun) (JRC only) Non Prime Ice Hourly rate - Adult (6am-3pm M-F & 6-7:45am Sat & Sun) (JRC only)

$128.57 $53.00 $77.00 $882.86 $120.67 $61.81 $105.95

$132.43 $54.57 $79.33 $909.33 $124.29 $63.67 $109.14

Jubilee Recreation Complex (JRC) & Sportsplex Arena (April 15 - December 31) Hourly Rate - Youth (M-F 3pm+; All Day Sat & Sun) Hourly Rate - Adult Jr. "A" Rep Team - per hour Chiefs 125% Youth Rate - per hour Summer Ice (April 15 - August 21) - per hour Summer Non-Ice, with supervision - Youth, per hour Summer Non-Ice, with supervision - Adult, per hour Special Events - per day Non-contracted School Rate - per hour Non Prime Ice Hourly rate - Youth (6am-3pm M-F & 6am-7:45am Sat & Sun) (JRC only)

$106.10 $181.90 $106.10 $132.43 $176.57 $54.57 $79.33 $909.33 $124.29 $63.67

$109.29 $187.38 $109.29 $136.43 $181.86 $56.24 $81.71 $936.62 $128.05 $65.62

Non Prime Ice Hourly rate - Adult (6am-3pm M-F & 6am-7:45am Sat & Sun) (JRC only)

$109.14

$112.43

Single Facility Card - Single Admission Tots under 2 yrs. Child (2 - 12 yrs.) Youth (13 - 17 yrs.) Adult (18 - 64 yrs.) Senior (65+) Family

$3.62 $5.86 $7.05 $5.86 $16.43

FREE $3.76 $6.05 $7.24 $6.05 $16.91

Single Facility Card - 10 Punch Tots under 2 yrs. Child (2 - 12 yrs.) Youth (13 - 17 yrs.) Adult (18 - 64 yrs.)

$32.67 $52.57 $63.52

FREE $33.72 $54.57 $65.42

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Dow Centennial Centre (DCC)

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$52.57 $147.86

$54.57 $152.38

$16.43 $29.43 $35.33 $29.43

FREE $16.91 $30.29 $36.38 $30.24

$35.33 $29.95 $11.71 $29.43 $24.90

$36.38 $30.85 $12.04 $30.29 $25.61

$181.48 $322.86 $388.57 $322.86

FREE $186.91 $332.53 $400.24 $332.53

$388.57 $330.00 $129.14 $322.86 $273.43

$400.24 $339.90 $133.00 $332.53 $281.62

Multi Facility Card - Individual - Monthly Child (2 - 12 yrs.) Youth (13 - 17)/Senior (65+) Adult (18 - 64 yrs) Aqua Youth (13 - 17)/Senior (65+) Aqua Adult (18 - 64 yrs)

$19.57 $33.00 $39.33 $40.38 $46.95

$20.14 $34.00 $40.52 $41.62 $48.38

Multi Facility Card - Individual - Annual Child (2 - 12 yrs.)

$215.90

$222.38

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Senior (65+) Family Single Facility Card - Monthly Tots under 2 yrs. Child (2 - 12 yrs.) Youth (13 - 17 yrs.) Adult (18 - 64 yrs) Senior (65+) Family: First Adult Second Adult Each Youth First Senior Second Senior Single Facility Card - Annual Tots under 2 yrs. Child (2 - 12 yrs.) Youth (13 - 17 yrs.) Adult (18 - 64 yrs) Senior (65+) Family: First Adult Second Adult Each Youth First Senior Second Senior

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Youth (13 - 17)/Senior (65+) Adult (18 - 64 yrs) Aqua Youth (13 - 17)/Senior (65+) Aqua Adult (18 - 64 yrs)

$361.33 $432.38 $436.95 $507.48

$372.10 $445.33 $450.09 $522.72

Multi Facility Card - Family - Monthly First Adult Second Adult Each Youth First Senior Second Senior Aqua Youth/Senior Aqua Adult

$39.33 $33.57 $14.00 $33.00 $28.14 $40.38 $46.95

$40.52 $34.57 $14.43 $34.00 $29.00 $41.62 $48.38

$432.38 $368.29 $154.38 $361.24 $309.81 $436.95 $507.48

$445.33 $379.34 $159.00 $372.10 $319.10 $450.00 $522.72

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Multi Facility Card - Family - Annual First Adult Second Adult Each Youth First Senior Second Senior Aqua Youth/Senior Aqua Adult *Child/Youth rate on family passes only applicable if purchased in conjunction with at least one adult card. Corporate Offered to companies with 5 or more employees. Company must sign an agreement and must pay a portion of the remaining 85% as a contribution to the health and well being of its staff.

15% off full price monthly memberships

Banquet/Meeting Rooms A day rental is equivalent to 10 hours. Any additional hours will be charged at the applicable hourly rate. Will be booked out utilizing the Youth Rate for special events/occasions where additional area is required to compliment youth related activities in the theatre, soccer field, arena, gymnasium, flex hall or fitness facilities. Page 36 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$496.76 $62.10

$511.67 $63.96

$615.24

$633.91

$153.81 $76.90

$158.43 $79.23

$737.90

$760.07

$184.48 $92.24

$190.00 $95.00

$345.14 $43.14

$355.43 $44.43

$448.76

$462.09

$112.19 $56.10

$115.57 $57.77

$535.24

$551.24

$133.81 $66.90

$137.81 $68.90

$167.24 $20.90

$172.19 $21.52

GST, where applicable, will be charged at the prevailing rate.

Lions Mane and Pride - Local Youth/Non Profit Per day Per hour Lions Mane and Pride - Local Adult Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Lions Mane and Pride - Non-Local/Private Function Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Lions Mane - Local Youth/Non Profit Per day Per hour Lions Mane - Local Adult Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Lions Mane - Non-Local/Private Function Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour

Lions Pride - Local Youth/Non Profit Per day Per hour

Page 37 of 52

331

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$224.38

$231.24

$56.10 $28.05

$57.77 $28.91

$269.33

$277.33

$67.33 $33.67

$69.38 $34.67

$376.76 $47.10

$388.19 $48.53

$450.29

$463.62

$112.57 $56.29

$115.90 $57.96

$535.24

$551.24

$133.81 $66.90

$137.81 $68.90

Green Room - Local Youth/Non Profit Per day Per hour

$155.43 $19.43

$160.00 $20.00

Green Room - Local Adult Per day Per hour

$205.71 $25.71

$211.81 $26.49

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Lions Pride - Local Adult Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Lions Pride - Non-Local Private Function Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Theatre Foyer - Local Youth/Non Profit Per day Per hour Theatre Foyer - Local Adult Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour Theatre Foyer - Non-Local/Private Function Per day Banquet set-up: Minimum charge for banquet set-up/clean-up (2 hours) Per hour

Green Room - Non-Local/Private Function Page 38 of 52

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BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Per day Per hour

$256.76 $32.10

$264.38 $33.05

Scotiabank Studio - Local Youth/Non Profit Per day Per hour

$139.05 $17.38

$143.24 $17.90

Scotiabank Studio - Local Adult Per day Per hour

$192.38 $24.05

$198.09 $24.76

Scotiabank Studio - Non-Local/Private Function Per day Per hour

$233.14 $29.14

$240.00 $30.00

Children's Party Room - Local Youth/Non Profit Per day Per hour

$99.81 $12.48

$102.86 $12.86

Children's Party Room - Local Adult Per day Per hour

$128.00 $16.00

$131.81 $16.48

Children's Party Room - Non-Local/Private Function Per day Per hour

$167.24 $20.90

$172.19 $21.52

Theatre Dressing Room - Local Youth/Non Profit Per day Per hour

$108.19 $13.52

$111.92 $13.95

Theatre Dressing Room - Local Adult Per day Per hour

$154.67 $19.33

$159.24 $19.90

Theatre Dressing Room - Non-Local/Private Function Per day Per hour

$182.10 $22.76

$187.43 $23.43

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

Leisure Zone - Local Youth/Non Profit Per day Per hour

$129.52 $16.19

$133.33 $16.67

Leisure Zone - Local Adult Per day Per hour

$176.00 $22.00

$181.33 $22.67

Leisure Zone - Non-Local Private Function Per day Per hour

$219.05 $27.38

$225.53 $28.19

Pacesetter Homes Multipurpose Room - Local Youth/Non Profit Per day Per hour

$167.24 $20.90

$172.19 $21.52

Pacesetter Homes Multipurpose Room - Local Adult Per day Per hour

$222.10 $27.76

$228.96 $28.62

Pacesetter Homes Multipurpose Room - Non-Local/Private Function Per day Per hour

$270.86 $33.86

$278.86 $34.86

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Services Use DCC bars and mix (1 - 100 guests) Use DCC bars and mix (101 - 450 guests)

$326.66 $544.43

DCC Arena *The fee applicable to major functions and/or events for which admissions are charged will be the greater of 10% of the gross ticket sales/proceeds (net of GST) or the rate as stated above. Annual Ice rates are adjusted April 15th each year to accommodate the ice season.

Page 40 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$103.00 $176.57 $53.00 $77.00 $1,236.19

$106.10 $181.90 $54.57 $79.33 $1,271.52

$120.67 $61.81 $105.95

$124.29 $63.67 $109.14

$106.10 $181.90 $176.57 $54.57 $79.33 $1,271.52

$109.29 $187.38 $181.86 $56.24 $81.71 $1,309.66

$124.29 $63.67 $109.14

$128.05 $65.62 $112.43

$57.14 $87.86

$58.86 $90.48

Games - Prime-time soccer season - Sept. 1 - March 15 (Mon-Fri 5pm-10 pm.Sat & Sun all day

$128.57

$132.43

Off Season Rental (March 16 - August 31 anytime) per hour

$57.14

$58.86

Local Adult Practice - Non-prime soccer season - Sept. 1 -March 15 (Mon-Fri 8am-5pm) per hour Practice - Prime-time soccer season - Sept. 1 - March 15 (Mon-Fri 5pm-10pm/Sat & Sun all day) per hour

$66.67 $94.29

$68.67 $97.15

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

January 1 - April 14 Hourly Rate - Youth (M-F 3pm+; All Day Sat & Sun) Hourly Rate - Adult Summer (non-ice) - with supervision - Youth per hour Summer (non-ice) - with supervision - Adult per hour Special Events (non-ice) per day - includes trade shows, fairs, concerts, ceremonies and similar events Non-contracted School Rate - per hour Non Prime Ice Hourly rate - Youth (6am-3pm M-F & 6-7:45am Sat & Sun) Non Prime Ice Hourly rate - Adult (6am-3pm M-F & 6-7:45am Sat & Sun) April 15 - December 31 Hourly - Youth (M-F 3pm+; All Day Sat & Sun) Hourly - Adult Summer Ice (April 15 - August 21) - per hour Summer (non-ice) - with supervision - Youth Summer (non-ice) - with supervision - Adult Special Events (non-ice) per day - includes trade shows, fairs, concerts, ceremonies and similar events Non-contracted School Rate - per hour Non Prime Ice Hourly rate - Youth (6am - 3pm M-F & 6am -7:45am Sat & Sun) Non Prime Ice Hourly rate - Adult (6am - 3pm M-F & 6am - 7:45am Sat & Sun) Soccer Field Local Youth Practice - Non-prime soccer season - Sept. 1 - March 15 (Mon-Fri 8am-5pm) per hour Practice - Prime-time soccer season - Sept. 1- March 15 (Mon-Fri 5pm-10pm/Sat & Sun all day) per hour

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$128.57

$132.43

$66.67 $1,165.71 $1,165.71

$68.67 $1,200.71 $1,200.71

$76.19 $102.86

$78.48 $106.00

$138.10

$142.34

$66.67 $1,165.71 $1,165.71

$68.67 $1,200.71 $1,200.71

$202.29 $25.29

$208.46 $26.04

$101.33 $12.67

$104.38 $13.05

GST, where applicable, will be charged at the prevailing rate.

Games - Prime-time soccer season - Sept. 1 - March 15 (Mon-Fri 5pm-10 pm/Sat & Sun all day) per hour Off Season Rental (March 16 - August 31 anytime) per hour Major Events/Special Event/Trade Show (any time) per day Soccer Field Conversion Half of soccer field, with curtain down (50% of the cost of the rent of the entire soccer field) Non Local/Private Function Practice - Non-prime soccer season - Sept. 1 - March 15 (Mon-Fri 8am-5pm) per hour Practice - Prime time soccer season - Sept. 1 - March 15 (Mon-Fri 5pm-10pm/Sat & Sun all day) per hour Games - Prime-time soccer season - Sept. 1 - March 15 (Mon-Fri 5pm - 10pm/Sat & Sun all day) per hour Off Season Rental (March 16 - August 31 anytime) per hour Major Events/Special Event/Trade Show (any time) per day Soccer Field Conversion Half of soccer field, with curtain down (50% of the cost of the rent of the entire soccer field) Gymnasium Inclusive of supervision shared with other components of the DCC, therefore no unsupervised rates are offered. The fee applicable to major functions and/or events for which admissions are charged will be the greater of 10% of the gross ticket sales/proceeds (net of GST) or the rate as stated. Local Youth/Non Profit Full gymnasium: per day per hour Half gymnasium: per day per hour

Page 42 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$381.71 $47.71

$393.14 $49.15

$191.62 $23.95

$197.33 $24.67

Non-Local/Private Function Full gymnasium: per day per hour

$452.19 $56.52

$465.90 $58.23

Half gymnasium: per day per hour

$226.29 $28.29

$233.10 $29.15

Local Youth/Non Profit Per day Per hour

$105.52 $13.19

$108.95 $13.62

Local Adult Per day Per hour

$193.90 $24.24

$199.76 $25.00

Non-Local/Private Function Per day

$227.81

$234.67

DESCRIPTION OF FEE GST, where applicable, will be charged at the prevailing rate.

Local Adult Rate Full gymnasium: per day per hour Half gymnasium: per day per hour

Flex Hall Inclusive of supervision shared with other components of the DCC therefore no unsupervised rates are offered. Due to the specialized equipment and flooring located within the Flex Hall it is reserved for gymnastics, judo and City supervised activities. The fee applicable to major functions and/or events for which admissions are charged will be the greater of 10% of the gross ticket sales/proceeds (net of GST) or the rate as stated.

Page 43 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$28.48

$29.33

$2.14 $33.67

$2.19 $34.67

$3.10 $53.86

$3.19 $55.43

$62.71 $97.00 $20.57

$64.61 $75.43 $99.90 $21.19

$47.62 $211.43 $400.00

$49.05 $217.76 $412.00

GST, where applicable, will be charged at the prevailing rate.

Per hour Child Minding Individual Child: Per half hour 20 pass (half hour per pass) Family (no limit on number of children under 8 years of age): Per half hour 20 pass (half hour per pass) Specialized Fitness Services Personal Training Service: Personal Program (1.5 hour) Personal Fitness Assessment (1.5 hour) Combined Program (2.5 - 3 hours) Body Composition Test (.5 hour) Personal Training Packages: 1 Single Season (1 hour total) 5 hour package 10 hour package Group Training Packages: 2 people Cancellation Fee

$60.76 less than 24 hours - full cost of service

Nutrition Services: Nutrition Assessment (2 sessions - 3 hours total) Nutrition Assessment Follow-up (1 session - 45 min.) NEW - Cancellation Fee

less than 24 hours - full cost of service and pro-rated per session for personal training package

$142.86 $52.38 n/a

less than 24 hours - full cost of service

Page 44 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

A person must have a Personal Program completed prior to commencing any personal training sessions or packages. Theatre All performance rental rates include one technician. A day rental is equivalent to 10 hours. Any additional rental/technician hours will be charged at the applicable hourly rate. The fee applicable to major functions and/or events for which admissions are charged will be the greater of 10% of the gross ticket sales/proceeds (net of GST) or the rate as stated. Admission includes ticket sales, silver collection, suggested donation or similar charges. Cancellation Fee Shows sold via Ticketpro Local Youth/Non Profit Performances: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Rehearsals: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Assemblies/ceremonies (front of curtain): Minimum booking (5 hour block) Per hour (after minimum booking) Per day Grand Piano: Minimum charge per use Tuning of piano Upright Piano: Minimum charge per use Tuning of piano

as per ticketed Event License Agreement

$340.95 $68.19 $545.52

$347.85 $69.57 $556.57

$283.57 $56.71 $453.71

$289.28 $57.85 $462.85

$283.33 $56.67 $453.33

$289.04 $57.81 $462.47 $87.43 at cost $43.71 at cost

Page 45 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

As per contract with Ticketmaster and applicable processing costs As per contract with Ticketmaster and applicable processing costs

$47.62

n/a

5% of show sales charged to debit/credit cards

$0.71/ticket $10.00 & over $0.48/ticket under $10.00

$0.95/ticket $10.00 & over $0.72/ticket under $10.00

1.5 x regular wage

$40.24 at cost at cost at cost at cost 15% 20% $190.48 $60.36

$567.38 $113.48 $907.81

$578.81 $115.77 $926.10

$487.62 $97.52 $780.10

$497.38 $99.47 $795.81

$369.29 $73.86 $590.86

$376.67 $75.34 $602.67

GST, where applicable, will be charged at the prevailing rate.

Box Office Services (Ticketpro): Event setup Box Office sales/ticket

NEW - Credit/Debit Charges

Facility fees Services: Technician/Stagehand (4 hr. min.) per hour per person Security/parking personnel - per hour per person Specialized Labour (4 hr. min.) Heavy equipment Special request lighting and audio equipment Royalty on merchandizing - Performing Arts Royalty on merchandizing - Visual Arts Royalty - Dance and Music Festivals - per merchant Overtime

Local Adult Performances: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Rehearsals: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Assemblies/ceremonies (front of curtain): Minimum booking (5 hour block) Per hour (after minimum booking) Per day Grand Piano: Minimum charge per use

$0.19

$87.43 Page 46 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Tuning of piano Upright Piano: Minimum charge per use Tuning of piano Box Office Services (Ticketpro): Event setup Box Office sales/ticket

NEW - Credit/Debit Charges Facility fees Services: Technician/Stagehand (4 hr. min.) per hour per person Security/parking personnel - per hour per person Specialized Labour (4 hr. min.) Heavy equipment Special request lighting and audio equipment Royalty on merchandizing - Performing Arts Royalty on merchandizing - Visual Arts Royalty - Dance and Music Festivals - per merchant Overtime

Non-Local/Private Function Performances: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Rehearsals: Minimum booking (5 hour block) Per hour (after minimum booking) Per day Assemblies/ceremonies (front of curtain): Minimum booking (5 hour block) Per hour (after minimum booking)

at cost $43.71 at cost As per contract with Ticketmaster and applicable processing costs As per contract with Ticketmaster and applicable processing costs

$47.62

n/a $1.43/ticket $20.00 & over $0.95/ticket under $20.00

5% of show sales charged to debit/credit cards $1.43/ticket $10.00 & over $0.95/ticket under $10.00

1.5 x regular wage

$40.24 at cost at cost at cost at cost 15% 20% $190.48 $60.36

$794.76 $158.95 $1,271.62

$810.71 $162.14 $1,297.14

$652.86 $130.57 $1,044.57

$665.95 $133.19 $1,065.52

$482.62 $96.52

$492.38 $98.47

$0.19

Page 47 of 52

341

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$772.19

$787.81

GST, where applicable, will be charged at the prevailing rate.

Per day Grand Piano: Minimum charge per use Tuning of piano Upright Piano: Minimum charge per use Tuning of piano Box Office Services (Ticketpro) Event setup Box Office sales/ticket NEW - Credit/Debit Charges Facility fees Services: Technician/Stagehand (4 hr. min) per hour per person Security/parking personnel - per hour per person Specialized Labour (4 hr. min.) Heavy equipment Special request lighting and audio equipment Royalty on merchandizing - Performing Arts Royalty on merchandizing - Visual Arts Royalty - Dance and Music Festivals - per merchant Overtime NEW - Fort Saskatchewan 50/50 Local Youth/Non Profit Performances Minimum booking (5 hour block) Per hour (after minimum booking) Per day Local Adult Performances Minimum booking (5 hour block) Per hour (after minimum booking) Per day

$87.43 at cost $43.71 at cost As per contract with Ticketmaster and $47.62 applicable processing costs As per contract with Ticketmaster and $0.19 applicable processing costs n/a 5% of show sales charged to debit/credit cards $1.43/ticket $1.67/ticket

1.5 x regular wage

$40.24 at cost at cost at cost at cost 15% 20% $190.48 $60.36

n/a n/a n/a

50% of performance rates $173.93 $34.79 $278.29

n/a n/a n/a

50% of performance rates $289.41 $57.89 $463.05

Page 48 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

GST, where applicable, will be charged at the prevailing rate.

Cat & Dog Licenses: Neutered or Spayed Cat or Dog - per animal Unaltered Cat or Dog - per animal Tag Replacement - per animal Vicious Dog License - per animal Senior Rates Neutered or Spayed Cat or Dog - per animal Unaltered Cat or Dog - per animal Tag Replacement - per animal Vicious Dog License - per animal

$12.00 $24.00 $2.00 $100.00 $6.00 $12.00 $1.00 $50.00

Bandshell Adult per hour Youth/Non Profit per hour

$28.57 $11.53

Museum Admission: Adult (18 - 64) Youth/Senior (13 - 17, 65+) Child (2 - 12) Child (under 2) Family School Programs - per participant Museum Outreach Fee - per 1.5 hour session Rental: (Museum will be open to the public during regular hours of operations, but no programs or events will be scheduled during rental time.) Museum grounds and buildings - per hour (2 hour min) One building only - per hour (2 hour min) Museum grounds only - per hour (2 hour min) Props for photos - per day

$4.76 $3.81 $2.86 FREE $12.38 $4.76 $95.24

$88.29 $65.71 $65.71 $22.00

$90.96 $67.66 $67.66 $22.67 Page 49 of 52

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CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$14.29 $39.24

$14.72 $40.43 $500.00

$166.86 $20.86

$171.81 $21.48

$223.62 $27.95

$230.48 $28.81

$268.95 33.62

$276.95 $34.62

$28.57 $228.57

$29.43 $235.43

$38.10 $304.76

$39.24 $313.90

$42.86 $342.86

$44.15 $353.15

$19.05 $152.38

$19.62 $156.95

$24.76

$25.52

GST, where applicable, will be charged at the prevailing rate.

Photo reproductions Research Fee - per hour Damage Deposit (refundable, if no damage) 1875-1885 North West Mounted Police Fort NWMP - Program Space: (Meetings - 2 hour min) Local Youth/Non Profit Per day (10 hour booking) Per Hour Local Adult Per day (10 hour booking) Per hour Non Local/Private Function Per day (10 hour booking) Per hour

West River's Edge Building Facility Rental: Main Floor Multipurpose Room Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day Basement Multipurpose Room Local Youth/Non Profit Per hour Per day Local Adult Per hour

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344

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$198.10

$204.27

$27.62 $220.95

$28.48 $227.81

$9.52 $76.19

$9.81 $78.48

$12.38 $99.05

$12.76 $102.10

$14.29 $114.29

$14.72 $117.72

$33.33 $266.67

$34.33 $274.67

$42.86 $342.86

$44.19 $353.53

$48.57 $388.57

$50.09 $400.76

$42.86 $342.86

$44.19 $353.53

$51.43 $411.43

$53.00 $424.31

$57.14 $457.14

$58.90 $471.16

$47.62 $380.95

$49.05 $392.38

GST, where applicable, will be charged at the prevailing rate.

Per day Non Local/Private Function Per hour Per day Main Floor Dressing Room

Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day Main Floor (includes multipurpose room and dressing room)

Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day Main Floor and Basement Multipurpose Room(s)

Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day Entire Building

Local Youth/Non Profit Per hour Per day

Page 51 of 52

345

CITY OF FORT SASKATCHEWAN 2014 FEES AND CHARGES MANUAL DESCRIPTION OF FEE

BYLAW C26-13 SCHEDULE "A" 2013 FEE

2014 PROPOSED FEE

$57.14 $457.14

$58.90 $471.16

$62.86 $502.86

$64.76 $518.10

n/a n/a

FREE At cost

GST, where applicable, will be charged at the prevailing rate.

Local Adult Per hour Per day Non Local/Private Function Per hour Per day NEW - City Centre Square Use of the Square Special Services

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346

DESCRIPTION OF FEE

2013 FEE

2014 PROPOSED FEE

$48.57 $388.57

$50.09 $400.76

$42.86 $342.86

$44.19 $353.53

$51.43 $411.43

$53.00 $424.31

$57.14 $457.14

$58.90 $471.16

$47.62 $380.95

$49.05 $392.38

$57.14 $457.14

$58.90 $471.16

$62.86 $502.86

$64.76 $518.10

n/a n/a

FREE At cost

GST, where applicable, will be charged at the prevailing rate.

Per hour Per day Main Floor and Basement Multipurpose Room(s)

Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day Entire Building

Local Youth/Non Profit Per hour Per day Local Adult Per hour Per day Non Local/Private Function Per hour Per day NEW - City Centre Square Use of the Square Special Services

347