OPERATING THE MID-SIZED CITY City of Airdrie Alberta, Canada www.airdrie.ca
Table of Contents Introduction.................................................................................................................................................... 4 Community Profile ......................................................................................................................................... 6 Mayor’s Message ........................................................................................................................................ 16 Council’s Strategic Priorities 2014 .............................................................................................................. 17 City Manager’s Message ............................................................................................................................. 19 City Treasurer’s Message ........................................................................................................................... 20 Corporate Priorities 2014-2016 ................................................................................................................... 22 Strategic Goals and Strategies ................................................................................................................... 23 Current Issues Facing the City of Airdrie .................................................................................................... 25 City Administration ...................................................................................................................................... 29 The Budget Process .................................................................................................................................... 33 Budget Assumptions and Trends ................................................................................................................ 34 Conclusion................................................................................................................................................... 39 Budget Overview ......................................................................................................................................... 40 2014 Operating Fund Budget Overview ...................................................................................................... 43 Summary of Major Revenues and Expenditures ........................................................................................ 49 2014 Operating Budget Highlights .............................................................................................................. 58 2014 - 2023 Capital Planning and Capital Improvement Program Overview ............................................. 62 2014-2023 Reserve Fund Overview ........................................................................................................... 70 2014 Capital Project Summary ................................................................................................................... 77 APPENDIX I - FISCAL GUIDELINES and POLICIES ............................................................................... 84 APPENDIX II - GLOSSARY ....................................................................................................................... 91 APPENDIX III - ACRONYMS ..................................................................................................................... 94 APPENDIX IV - 2013 STRATEGIC PLANNING CALENDAR ................................................................... 97 APPENDIX V - BUSINESS PLANS AND OPERATING BUDGETS .......................................................... 99 Property Taxes and General Revenue ........................................................................................ 102 City Council .................................................................................................................................. 112 City Manager ................................................................................................................................ 117 People and Organizational Effectiveness .................................................................................... 150 Corporate Services ...................................................................................................................... 169 Community Safety ........................................................................................................................ 212 Community Infrastructure ............................................................................................................. 256 Community Services .................................................................................................................... 308 Environmental Services ............................................................................................................... 390 APPENDIX VI - OPERATING BUDGET SCHEDULES ........................................................................... 417 APPENDIX VII - CAPITAL PLAN ............................................................................................................. 443
© City of Airdrie, All rights reserved For additional copies, contact Finance at finance@airdrie.ca, tel 403.948.8800 City of Airdrie, 400 Main Street SE, Airdrie, AB T4B 3C3 tel 403.948.8800 fax 403.948.6567 www.airdrie.ca City of Airdrie 2014 Budget 2
The Government Finance Officers Association (GFOA) of the United States and Canada established the Distinguished Budget Presentation Awards Program to encourage local governments to produce budget documents of the highest quality. The City of Airdrie was presented the Distinguished Budget Presentation Award for the fiscal year beginning January 1, 2013. In order to receive this award, a government must publish a budget document that meets established program criteria as a policy document, operations guide, financial plan, and communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
City of Airdrie 2014 Budget 3
Introduction The City of Airdrie is a vibrant and rapidly growing city. With the exception of one year, population growth for the past sixteen years has exceeded 5.5%. The average growth for the same period is 7.5%, doubling the benchmark of sustainable growth. Over the next three years, growth is expected to increase by rates at or above 6.5%. Planning for the newly annexed lands (79 quarter sections) is underway. Development activity is projected to be 220 acres in 2014 and 205 acres in 2015 and 2016. This is about 50-70 acres more than the 150 acre historical trend. Airdrie’s location just north of Calgary, close to the international airport and on the major north-south provincial highway, the QEII makes it an attractive community for residents and businesses. The large influx of people into the community, while allowing for future prosperity for the community, puts added pressure on City service providers, infrastructure needs and community facilities. The growth is predominantly in residential development which results in the individual taxpayer bearing the majority of the costs of running the community. Council’s 2014 economic prosperity and well-managed growth strategic priority works to increase emphasis on business investment and attraction. Gaining movement in the assessment split between residential and non-residential is critical for the sustainability of the community. The most recent Citizen Satisfaction Survey (2013) indicated that 96 per cent of Airdrie’s residents rated overall quality of life as good or very good. The City of Airdrie plans and budgets annually to provide Municipal services to the residents and businesses that contribute to and maintain this high quality of life. Annual planning includes focus on the current year as well as the next two years for operations and a ten-year horizon for capital planning. Potential sources of revenue are identified and impacts to future operating budgets are determined. These are essential to the long-term sustainability of the community. The 2014 budget presented another challenging year as the City faced the costs of high growth and continuing increases in the cost of Protective Services. City staff worked diligently to develop plans that would manage costs associated with an additional 3,849 residents and to maintain service levels. All this, while continuing to remain innovative, incorporate strategic priorities and keep tax increases reasonable. The initial budget was presented to Council on November 4, 2013 and recommended a 6.9 per cent tax increase. The recommended budget aimed to maintain current levels of service, resource strategic priorities and deal with a few new initiatives. Revenue growth includes fee increases for permits, as well as some user fees increases. Utility rates were increased to keep pace with the cost of acquiring water and returning waste water to Calgary and to incorporate residential curbside organics. The 2014 proposed capital budget of $43.3MM focuses primarily on upgrading and maintaining roads, the construction of a reservoir pump house and fire station, cross connection of the water line as well as land and construction of a park and ride facility for transit. The final budget approved by City Council on December 16, 2013 reduced the tax increase to 3.44%. Costs for new positions were lowered by $335,700. The RCMP request for four additional officers was reduced by two positions which saves $213,300. Building inspection and planning fees were increased and amount to $213,000 over the course of the year.
City of Airdrie 2014 Budget 4
City of Airdrie 2013 Budget Book 5
Community Profile
Location, Location, Location Airdrie is located just off of Alberta’s busiest highway, the Queen Elizabeth Highway II, and lies just north of Calgary. The benefits of Airdrie’s location include:
15 minutes to Calgary International Airport
30 minutes to downtown Calgary
24-hour delivery time to major world markets
Quick Facts about Airdrie
Population – 49,560 (2013 Civic Census)
History – incorporated as a village in 1909, as a town in 1974, and as a city in 1985
Lifestyle - young, family-oriented community with a focus on a high standard of living and on building a sustainable city
Local economy - local and regional retail, construction, manufacturing and professional services
Easy access to local, regional, national and international markets
City of Airdrie 2014 Budget 6
Airdrie’s Demographics The City of Airdrie continues to be one of the fastest growing communities in Canada, with a population exceeding 49,000 in a 56 square kilometer area. Airdrie grew 8.42 per cent last year to 49,560 residents. The population has almost doubled in the last 10 years! Airdrie Population 2004-2013
60000 50000 40000 30000 20000 10000 0 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Source: City of Airdrie Civic Census, 2013
Airdrie is one of Canada's fastest-growing communities. On average, ten people moved here per day during 2012. Airdrie’s population growth in the past decade has far surpassed many other Alberta communities.
Population Growth Comparisons, 2006-2011 Canada Red Deer
5.9% 9.0%
Alberta
10.8%
Calgary
10.9%
% Population Change
11.3%
Edmonton
47.1%
Airdrie 0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Source: Statistics Canada 2011 Federal Census, Community Profiles
Young and Vibrant Community Airdrie is a young and dynamic community. The youthfulness of our population is reflected in our community spirit and progressive approach to growing and developing our community. Our friendly neighbourhoods, safe environment and caring nature have attracted many families to our growing city.
Median age group is 30-34 years
Males outnumber females in 9 out of 17 age groups
Females outnumber males in all age groups 25-29, 30-34, 50-54, 55-59, 65-69 and from 70+
82.8% of Airdrie's population is under 65 years old
63.6% is under 45 years old
31.7% is under 25 years old City of Airdrie 2014 Budget 7
Airdrie’s Population by Age Group and Gender
75+ 65-69 55-59 45-49 35-39 25-29 17-19 10-14 0-4 -
500
1,000
1,500
2,000
2,500
Male
Female
3,000
3,500
4,000
4,500
Source: City of Airdrie Civic Census, 2012 *Gender and/or ages were unknown for 3,369 residents and are not included in chart above.
Airdrie’s Workforce With Airdrie's close proximity to Calgary, the majority of residents commute to Calgary. However, as more quality employment opportunities become available in Airdrie, more residents are taking advantage of working closer to home. Airdrie Residents Employment Location
Own home 4%
Within Alberta 7%
Airdrie 28%
Calgary Region 9% Another Province / Outside Canada 2% Calgary 50% Source: City of Airdrie Civic Census, 2013
City of Airdrie 2014 Budget 8
Airdrie Residents Type of Occupation 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 -
Source: City of Airdrie Civic Census, 2013
Income Comparisons In addition to diverse employment sectors, Airdrie continues to have a median income that is higher than the Alberta average and higher than many communities in the region.
Strong Local Economy Year-over-year, Airdrie posts strong economic results. With a growing population, increasing employment opportunities, close proximity to Calgary, and a strong provincial economy, Airdrie is poised to continue to grow.
City of Airdrie 2014 Budget 9
Airdrie Economic Indicators, 2009 to 2012 Indicator
2009
Population
2010
2011
2012
38,091
39,822
43,155
45,711
Population Growth
11.65%
4.54%
8.37%
5.92%
Housing Starts (#)
816
993
1,070
1,520
Residential Sales (#)
968
880
768
962
$348,971
$362,978
$360,836
$370,277
$227,362
$216,761
$210,303
$218,897
$151,217,157 132
$188,661,501 280
$187,056,526 171
$257,669,711 180
$38,305,547
$56,300,838
$71,998,710
$45,538,962
2,383
2,564
2,695
2,841
Residential Average Sale Price – Single Family ($) Residential Average Sale Price – Condominium ($) Residential Building Construction Value ($) Commercial / Industrial Starts (#) Commercial / Industrial Construction Value ($) Business Licenses (#)
Sources: City of Airdrie Planning, Building Inspections and Civic Census 2012; RE/MAX Rocky View-Alan Tennant Team
The City of Airdrie is proactive about business growth. To ensure economic sustainability and long-term employment for residents, the following sectors are being targeted:
Advanced manufacturing
Professional, scientific and technical services
Transportation and logistics
Environmental industries
City of Airdrie 2014 Budget 10
Major Employers in Airdrie
Airdrie is building a diverse economic base with lead employers in manufacturing, transportation and logistics, professional services and retail
The city’s top 20 taxpayers (all businesses) made up 11.6 per cent of the annual property tax levy in 2013, generating $4,065,005 in tax revenue
Employers over 100 employees (includes full-time, part-time and casual) Company Name
Description (NAICS Classification)
Employees
Propak Systems
Mining and oil and gas field machinery manufacturing
City of Airdrie
Municipal Government
555
Rocky View Schools
Elementary and Secondary Schools (Includes Board Administration)
462
Walmart Canada
Warehouse Clubs and Superstores
400
Real Canadian Superstore
Supermarkets and Other Grocery Stores
300
Fortis Alberta
Power and Communication Line and Related Structures Construction
254
McDonald’s Restaurant
Fast food restaurant
210
Canada Safeway
Supermarkets and Other Grocery Stores
200
Techmation Electric and Controls Ltd.
Electrical Contractors
200
First Student Canada
Urban Transit Systems
190
ADESA Calgary
New and used automobile /light-duty truck wholesalerdistributor
160
Eaton
Low Voltage Control Assemblies
158
Calgary Catholic School District
Elementary and Secondary Schools (Includes Board Administration)
149
Condillo Foods (Division of Old Dutch)
Snack Food Manufacturing
136
Costco Distribution Centre
Distribution Centre
135
Bethany Care Centre
Nursing Care Facilities
131
Co-op Airdrie Centre
Supermarkets and Other Grocery Stores
130
Cam Clark Ford
Automobile Dealers
127
The Home Depot
Home Centers
101
Sobeys
Supermarkets and Other Grocery Stores
100
Canadian Tire
Department Stores
100
1,050
Source: City of Airdrie, Economic Development
City of Airdrie 2014 Budget 11
Financial and Business Services
Airdrie has all major professional services to support business development
Airdrie has representation from seven banks, including national institutions, as well as a number of private and public alternative lending companies
Included in this sector is the thriving real estate industry, which offers residential, commercial and industrial services
Entrepreneurial Spirit Alberta is known for its entrepreneurial spirit and Airdrie is no exception. The competitive economic environment and superb quality of life our city offers has resulted in a five per cent annual increase in business licenses. Almost twothirds of Airdrie businesses are classified as self-employed, and a further 1,053 residents run home-based businesses. Every new venture is supported with community services, resources and associations to help ensure success.
Education Airdrie has an excellent education system with more than a dozen public, private and separate schools in the city catering to more than 7,000 students. As well, post-secondary education is available in the community, and students can also access Calgary's world-class universities and colleges in just a short commute. Institution
Accessibility
Elementary
Public/Separate/Private/Francophone
Junior High
Public/Separate/Private/Francophone
Senior High
Public/Separate/Private/Francophone
Post-Secondary
Public/Private
Health Care Airdrie has a full range of medical services including:
Urgent care facility – operated by Alberta Health Services from 8 am to 10 pm daily; the centre provides care to those with urgent, but non-life-threatening health concerns requiring same-day treatment. Hospital care is available 20 - 30 minutes from Airdrie at any one of Calgary's hospitals
Medical clinics and medical laboratories
Dentists, chiropractors, optometrists, physiotherapists
Home-based health services
Health clinics
Emergency Services The City of Airdrie strives to provide many services for a safe community, including: Department
Staff
Primary Function
Fire Department
60 full-time firefighters
Provides high quality timely emergency support services to enhance the safety of the community
Police Services
41 RCMP officers, 12 administrative staff
RCMP is contracted to provide police services for citizens, City provides civilian administration support
Municipal Enforcement 9 peace officers, 4 administrative Enforces local legislation, animal control, some staff provincial legislation and minor criminal code offenses City of Airdrie 2014 Budget 12
Culture and Recreation Airdrie is an active community, and there's no shortage of things to do. Airdrie has a very active performing arts theatre shared with the public school division, which provides a variety of cultural opportunities. Amenities in the City include:
Bert Church Theatre
18-hole golf course
Genesis Place Recreation and Wellness Centre
Five indoor and nine outdoor ice surfaces
38 soccer and football fields
25 baseball diamonds
90 kilometers of pathways
1,080 acres of groomed parkland
65 playgrounds
Spray park
Skate park
Transportation Airdrie’s pathway network has been making excellent headway over the last few years, which encourages walking and connectivity among neighbourhoods and throughout the city. The primary form of employment transportation – people getting to work – is the private vehicle, which is especially significant as a majority of the employed residents of Airdrie work in Calgary. Private or corporate vehicles move the majority of goods. Alternative methods of transportation, offering socially and environmentally sound options to driving, are becoming more prevalent in Airdrie. In October 2010, Airdrie became the Calgary Region’s first regional transit service with the launch of the InterCity Express (ICE), offering accessible, affordable and convenient service to and from Calgary. ICE is an investment in the region that will create jobs, boost the regional economy and improve the environment, helping Council build a sustainable community. A local routed public transit service has been offered to residents for a number of years and Access Airdrie provides paratransit services for those with special needs. As the city grows, diversifies and intensifies, these alternatives will become more entrenched into the daily lives of Airdrie’s residents.
Utilities The City of Airdrie operates the water, sewer and waste management utilities. Power and gas are supplied by private companies under a deregulated system.
Telecommunications Airdrie is wired. High speed and wireless internet services are widely available through a number of providers. Airdrie is also connected to the Alberta Super Net. Residential telephone service is provided by TELUS Communications Inc. and Shaw, with a number of competitors for long-distance services.
City of Airdrie 2014 Budget 13
Taxation Airdrie boasts some of the lowest property taxes in the Province. When 2012 taxes were compared to six other Alberta cities (in similar population range), Airdrie reported the lowest net Municipal property taxes in the grouping, at 33 per cent below the median value.
Net Municipal Property Taxes Per Capita
City of Airdrie 2014 Budget 14
City of Airdrie 2014 Budget 15
Mayor’s Message With a projected 7.6 per cent population increase for 2014, our city continues to experience a strong growth rate. The 2014 budget reflects investments in projects that benefit our city today and in the future, and ensures that we provide the level of service our citizens have come to expect. Following the direction set through our 2014 Strategic Priorities, Council approved the City of Airdrie’s 2014 operating and capital budgets on December 16, 2013. The overall budget results in a property tax increase of 3.44 per cent or an increase of $4.23 per month for the average home in Airdrie, generating an additional $1,255,600 in tax revenue for the City. We continue to put an emphasis on building the amenities that Airdrie residents need, including a new fire station in Williamstown, land and construction for a Transit Park and Ride, 40th Avenue to 8th Street to Reynolds Gate and a west Airdrie Reservoir Pumphouse. We are also investing in programs designed to divert material from our landfills through curbside organic recycling, being introduced this year. We are pleased to provide support to the Airdrie and District Health Foundation in their efforts to ensure Airdrie’s health care needs are addressed and remain a priority, working towards the goal of a new medical facility for Airdrie and 24-hour access to urgent care. With an eye to continued commercial growth, the City is focused on attracting investment from across North America, as well as supporting local entrepreneurs. To this end, the City has partnered with local business support organizations to create the SMARTstart program, designed to increase the chance of a new business surviving those first crucial years. I have enjoyed hearing from residents about the issues that matter to them, and appreciate the active interest that residents take in their local government. Please continue to provide your viewpoint on your city – your thoughts and opinions are important to Council, and guide our decisions for the future.
Peter Brown Mayor
City of Airdrie 2014 Budget 16
Council’s Strategic Priorities 2014 Well-Managed Growth With the recent annexation, the City has a unique opportunity to be the architects of Airdrie’s future development. Guided by AirdrieONE, the City will proactively design and plan annexed lands to ensure a well-planned community that will be sustainable, healthy and inclusive.
S1: Sequence provision of infrastructure to annexed lands to support commercial and industrial development as a priority.
Customer Service Provide focused customer service, meeting the customer’s needs in the most effective ways possible.
S2: Increase web-based options to enable our citizens and businesses to conduct their business needs with the City, saving our customers the time and expense of in-person transactions.
S3: Ensure that staff responds to all types of customer concerns and requests within two business days, recognizing that they may not be resolved in that time but initiating contact.
Fiscal Balance Ensure the fiscal sustainability of the City through responsible investments and good governance.
S4: Consistent with the City’s focus on fiscal responsibility; continue to educate residents regarding the fiscal impacts and true costs of services, infrastructure and programs.
S5: Maximize operational efficiencies within the City to ensure that property taxes are fair relative to the services provided.
S6: Develop and implement an asset management strategy to maximize the cost-effective life of the City’s assets.
Social Sustainability Access to health care options and issues related to schooling continue to be top concerns of Airdrie residents. The City will continue to be a strong advocate for the health, well-being and social needs of the community.
S7: Develop an advocacy strategy directed toward senior levels of government for community issues that fall outside local government’s mandate to ensure ongoing quality of life for Airdrie citizens.
S8: Continue to explore opportunities with stakeholders and potential business partners for increasing access to post-secondary and specialized learning options in Airdrie.
Economic Prosperity Enhance the economic resiliency of Airdrie by attracting a broad range of employment opportunities.
S9: Increase the proportion of non-residential assessment through strategic investment attraction, investigation of incentives for attracting business, and through marketing opportunities.
Arts and Culture in Motion The unique arts, cultural and recreational aspects of Airdrie contribute to its overall identity, sense of place and quality of life.
S10: Continue to support community-grown-and-led arts and cultural events to enhance our citizens’ quality of life. City of Airdrie 2014 Budget 17
Environmental Stewardship Using water more efficiently will support the long-term security of our water supply. Reducing the amount of waste in municipal landfills is also important for sustainability. 
S11: As part of an overall communication plan, continue to educate residents and businesses regarding the importance of water conservation, and promote and encourage water conservation.

S12: Reduce the amount of waste per household that goes to landfill in 2013 versus 2012 levels.
Note: Icons indicate alignment with an AirdrieONE Sustainability Plan goal
City of Airdrie 2014 Budget 18
City Manager’s Message Providing exceptional municipal service in one of the fastest growing cities in Canada is no small feat. With a projected 7.6 per cent population increase for 2014, Airdrie faces a tough challenge in meeting community expectations. The 2014 Budget is aimed at protecting past investments as well as positioning the community on a sustainable path for the future. This year the operating budget is set at $98 million, with an approved 3.44 per cent tax investment by citizens. I am very proud of our staff here at the City - they continue to deliver great value for the tax dollar. Airdrie is the lowest per capita in expenditures and municipal property taxes, as measured against the other mid-sized Alberta cities. Staff continuously seek improvements to our customer service model with the introduction of more online services, as well as continue to review processes aimed at maximizing efficiencies. This year, Airdrie’s budget reflects our ongoing commitment to environmental sustainability with the introduction of curbside organics collection, a move welcomed by residents and applauded by the larger community. Our capital plan will see improvements to our road, water and wastewater infrastructure for our expanding community. My deepest thanks go to the members of our Financial Services team, who not only put together the enclosed detailed information, but work with dedication throughout the year to provide the services and implement the projects that are so diligently planned. Thank you especially to the Finance Advisory Committee and Council for putting in long hours to make important decisions on behalf of our great community. As we wrapped up an election year, the timeline for vetting the budget and making decisions were tighter than usual, and their dedication is much appreciated. While these are truly exciting times, our organization will remain focused on our business entering the New Year. We will persist in examining our policies and long-term strategies in order for the City of Airdrie to remain in the enviable position of being a fiscal leader among cities well into the future.
Paul Schulz Chief Administrative Officer
City of Airdrie 2014 Budget 19
City Treasurer’s Message The 2014 budget sets out to deliver on Council’s Strategic Priorities, resource the City’s Corporate Priorities and facilitate a number of new initiatives. The approved budget ensures that Airdrie residents continue to receive the same level of services they expect and appreciate. It is imperative that financial planning looks not only to the upcoming year but gives full consideration to future sustainability. The budget planning is prepared under the umbrella of AirdrieONE and includes the 2014-2016 operating budget and the 2014-2023 capital budget. City census resulted in growth of 8.42 per cent bringing the 2013 population to 49,560. The City is quickly moving to a full-service mid-sized city. Continuous high growth patterns result in constant pressure put on city services, escalating costs and increasing demands. With the City’s residential base out-pacing that of non-residential, revenues have difficulty keeping up, making the preparation of the budget difficult. In keeping within fiscal responsibility and focusing on maintaining efficient services, a balanced budget was determined by Finance Advisory Committee and approved by Council. A combination of increased user fees and taxes was required in order to close the gap between increased expenditures and insufficient revenues. Emphasis continues to be placed on economic prosperity in moving towards greater diversification of the City’s tax base. Any added commercial business within the City has great positive impact, specifically in additional job opportunities and increasing the portion of the non-residential assessment base. Also, well-managed growth is a major focus with this budget, resourcing a number of plans aimed to prepare the necessary foundation to move prospective commercial and industrial applications forward in a timelier manner. The 2014 capital budget includes building the necessary infrastructure to help alleviate traffic pressures through the roadways leading to the future addition of an interchange. Community safety needs are addressed through the construction of a new fire hall in the northwest corner of the city. The 2014 budget is based on sound fiscal practice and ensures that adequate balance is maintained between providing necessary services in addition to protecting and maintaining a high quality of life for ourselves, our families, and our community.
Lucy Wiwcharuk, BMgmt, CMA City Treasurer
City of Airdrie 2014 Budget 20
Corporate Priorities 2014-2016 City Manager’s Corporate Priorities It is important to ensure there is strategic direction and alignment throughout the organization so departments are clear on the current priorities; can identify their own business plan goals to further those priorities; and to guide the organization in making resource allocation decisions. Those decisions might include budget decisions, or focusing staffing resources, or simply prioritizing day-to-day decisions. Each broad goal has more detailed objectives and strategies within it to support it, which are operationalized within individual departmental business plans and further in individual employees’ accountability agreements to create a nesting effect.
Provide Responsive Customer Service It is a corporate expectation in alignment with our Mission that all employees maintain a committed focus on customer service.
C1: Ensure that customer enquiries and concerns are acknowledged within two business days, and followed up on with the customer in a timely manner.
Create Strong Corporate Alignment With an incoming Council, it is important to ensure that expectations between Council and Administration are clearly aligned.
C2: Explore Council’s goals for their term and move toward a longer-term time horizon for strategic priorities.
C3: Seek clarity on service level expectations, and enhance understanding of services and associated resource requirements through joint Administration/Council service capacity reviews.
Demonstrate Value Value can be defined as satisfaction with services and outcomes provided relative to the cost of those services. Focusing on how to provide services more efficiently and effectively adds value for our customers, both internal and external.
C4: Use the data collected in benchmarking to investigate efficiencies to our processes in order to improve service delivery.
C5: Focus on organizational priorities to ensure resources are allocated to items of strategic importance, completing them in a timely manner and managing the impact on the organization.
City of Airdrie 2014 Budget 22
Strategic Goals and Strategies The 2014 budget, as recommended by administration, is built using Council’s strategic priorities as the foundation. That alignment cascades downward throughout the entire organization to ensure focus and unity of purpose in evolving the vision. Vision For ideal community Mission The organization’s philosophy on the way we do business Values The foundation of our corporate culture that guides everything we do in service of the vision and mission
Strategic Priorities Council’s long-term focus in service of the vision Corporate Priorities Administration’s organizational focus in service of the whole Business Plans Each department’s contribution to the whole Accountability Agreements Each individual employee’s contribution to the whole
The Planning Cycle The City conducts its annual Citizen Satisfaction Survey and biennial Employee Satisfaction Surveys in January. This information, along with an environmental scan with Team Leaders held in early March of each year, provides a strong foundation for City Council’s Strategic Planning sessions, which are conducted annually in late March. Council continued to include broader public input this year, inviting members from Council’s advisory boards, representatives from other key stakeholder groups in the city, and the City’s Corporate Planning Team.
Annual Strategic Planning Process for the City of Airdrie Council’s Strategic Priorities
Master Plans (Parks, I.T., Fire, Recreation) AirdrieONE (MDP/ICSP)
Strategies
City Manager’s Corporate Priorities
Employee Survey Citizen Survey S.W.O.T.
Goals Departmental Business Planning
Feedback Tools
Accountability Agreements
Community Focus Groups
Action Plans Implementation
Budget Process (Resource Allocation)
City of Airdrie 2014 Budget 23
Non-Financial Goals This budget provides financial resources for strategies and initiatives designed to enhance each of the various strategic and corporate priorities, which will ultimately move the community forward towards its vision.
Departmental Business Plans Individual departmental business plans are developed in May with clearly-defined short-term goals identified; ensuring Council’s initiatives are addressed and resourced in the budget. Each business plan identifies its ‘strategic link’, providing a clear sight-line to the City’s vision, mission, Council’s strategic goals or the Corporate Priorities. In conjunction with the business plans, departments are required to determine their staffing for the next three years. These plans are incorporated in the budget document. The relationship between a department’s business plan and its operating budget is reinforced in the budget notes, and in the funding of business plan goals and core services. Where possible and relevant, costs for various services have been assigned so that Council can have better information on the cost implications when making service level decisions, or identifying potential areas to reduce costs.
Financial Goals The City continues to focus on two primary financial goals. The first is to establish a long-range financial plan for operations. A ten-year capital improvement plan is developed annually as part of the capital budgeting process. A similar process needs to be established for the operating plan which would incorporate the impacts of the capital plan on operations over the same time period. The intent of the plan is to identify where funding challenges or cost pressures could arise and establish strategies to mitigate those risks. Dealing with demands of a growing organization coupled with staff shortages has left little time to make progress on this goal. With the establishment of a new council, financial policy and strategy will be realigned and will be key to progressing over this Council’s four-year term. The second goal relates to establishing improved and new revenue sources. Difficulty experienced in balancing budgets and revenue shortfall projected to future years points to a need to increase existing revenue streams as well as establish more elastic forms of revenue. Budget pressures have limited the ability to increase the annual contributions to reserves from various departments to ensure resources are available to finance capital projects and ongoing maintenance of existing facilities and infrastructure.
City of Airdrie 2014 Budget 24
Current Issues Facing the City of Airdrie City Council has a number of issues that have been and will continue to be their focus over the next four years, as outlined below. Several of these issues and initiatives are identified in Council’s Strategic Priorities. Affecting virtually every aspect of the City’s business is the continued, compounding effects of extraordinarily high growth. For all but one year of the previous thirteen years, population growth has been above five per cent per year and above four per cent per year since 1992. This places significant pressure on the City’s finances, infrastructure and land use planning, as well as on staff resources.
Advocacy Issues Schools The City’s continued high residential growth translates into a requirement for schools. The City and the school boards must work together to improve the allocation of limited reserve lands for municipal and school purposes.
Continue to explore opportunities with stakeholders and potential business partners for increasing access to post-secondary and specialized learning options in Airdrie.
Develop an advocacy strategy directed toward senior levels of government for community issues that fall outside local government’s mandate to ensure ongoing quality of life for Airdrie citizens.
Health Care Urgent Care Airdrie does not have a hospital. The closest hospital is located in Calgary. Several years ago the City, after much lobbying with the Province, was successful in securing an Urgent Care Centre. The Centre is open from 8 a.m. to 10 p.m. seven days a week. The Citizen Satisfaction Survey continues to identify that residents want the facility accessible 24 hours a day.
Initiative: To lobby the Provincial Government to increase the Urgent Care Centre hours of operation to 24 hours per day.
Develop an advocacy strategy directed toward senior levels of government for community issues that fall outside local government’s mandate to ensure ongoing quality of life for Airdrie citizens.
Ambulance Services In April of 2009 the Provincial Government assumed responsibility for ambulance services. A priority for the community is to ensure the level of service previously provided by the City of Airdrie will be maintained by Alberta Health Services.
Initiative: To receive regular updates from Alberta Health Services on response times and provide regular feedback to the Province on the City’s satisfaction with the level of service provided.
Policy Issues Well-Managed Growth With the recent annexation, the City has a unique opportunity to be the architects of Airdrie’s future development. Guided by AirdrieONE, the City will proactively design and plan annexed lands to ensure a well-planned community that will be sustainable, healthy and inclusive.
Initiative: Sequence provision of infrastructure to annexed lands to support commercial and industrial development as a priority.
Initiative: Ensure that the City’s bylaws and internal processes are in place to support the principles of AirdrieONE. City of Airdrie 2014 Budget 25
Economic/Financial Issues Economic Outlook According to the BMO North America Outlook of October 11, 2013, Canada’s economy is expected to grow 2.2 per cent in 2014. Energy-rich Alberta will lead the expansion, benefitting from elevated oil prices and improved pipeline/rail capacity to Gulf Coast refineries. Consumers will likely spend at a moderate 2¼ per cent rate next year due to elevated household debt. The return to above-par growth should reduce the jobless rate to 6.6 per cent in late 2014, close to full employment for the first time in six years. Home sales have pulled up sharply from last year’s steep dive. September resales rose 19 per cent in Calgary. Calgary has regained its mantle as one of the nations’ hottest markets, with prices climbing eight per cent. Canada’s housing market remains buoyant and balanced. There will be relatively steady, if slower, sales, starts and prices in 2014 in response to elevated household debt, expected higher interest rates and a lack of pent-up demand. Because of sub-par growth and the U.S. fiscal fog, the Bank of Canada is in no hurry to raise interest rates, especially not with inflation hugging the low end of the one per cent to three per cent control range. It is expected that the Bank will stand pat for another year, awaiting the coveted “rotation” from domestic-led growth to exportdriven gains. Growth projections for all areas of Canada are expected to be steady in 2014 which will likely moderate growth for Airdrie. However, the City of Airdrie continues to outpace the national, provincial and even local trends. Population growth for 2013 was 8.42 per cent. The city has consistently outpaced all projections and residential building activity is outperforming many other communities in the region. Airdrie’s location on the QEII highway, proximity to the airport and the City of Calgary continue to make it an attractive community for both residents and businesses. While Airdrie has been less impacted than other communities in the region, it is critical that Administration continues to monitor the local economy to avoid any surprises. Shortage of Non-Residential Development The City’s growth continues to be predominantly residential and the ratio of residential to non-residential assessment increased marginally to 83.7 per cent/16.3 per cent in 2013 and little movement from those percentages is expected for the next three years. Long-range planning and fiscal impact analysis with the newly annexed lands is currently in process. This modeling will be used to determine what the required mix of future residential/non-residential development is to reverse the trend and move towards a 70/30 assessment split. Increased non-residential development is essential to alleviate some of the tax burden that has been placed on the homeowner. Council’s 2014 Economic Prosperity priority is intended to invest dollars into attracting new business to the community. Marketing and attraction strategies will be implemented through 2014 with advertising campaigns targeted for trade and adventure magazines, radio ads and attendance at a variety of trade shows. Competition is intense from Calgary and neighbouring communities of Crossfield and Rocky View County. It is recognized that the City of Airdrie’s strategies must be more aggressive in attracting new businesses.
Initiative: Increase the proportion of non-residential assessment through strategic investment attraction, investigation of incentives for attracting business, and through marketing opportunities.
City of Airdrie 2014 Budget 26
10,000,000,000
10
8,000,000,000
8
6,000,000,000
6
4,000,000,000
4
2,000,000,000
2
0
0
Tax Rate (%)
Assessed Value ($)
Assessment/Tax Rate Comparison
Non-residential Assessment Residential Assessment Residential Tax Rate Asset Management The City’s investment in non-financial assets is significant and valued at $525MM. Establishing long-term plans to manage these assets is critical to the City’s future success. The requirement for municipalities to begin depreciating their assets was the catalyst to initiate establishing formal asset management strategies. With the inventory of assets complete, the next phases of asset management must be undertaken. These include condition assessments, useful life predictions, residual life predictions, replacement cost valuations, intervention and investment plans. Staff has kept involved in provincial groups aimed at sharing models and ideas. As well, internal processes have been refined to better track additions, deletions and changes to infrastructure. The asset management initiative was put in place two years ago. An asset management coordinator was hired in 2013 and has made good progress to determining the existing processes. Initiative: Develop and implement an asset management strategy to maximize the cost-effective life of the City’s assets Sustainability Issues Arts, Culture, Recreation and Social Service Facilities Demands and expectations are increasing in the community regarding arts, culture, recreation and social service facilities and pressure is being placed on the City to provide these services. However, not all these services are necessarily core services of the City. The City employs community developers who are facilitators and their role is to provide assistance to grass roots movements to raise funds, establish these services and become selfsufficient in the long-term.
Initiative: Continue to support community-grown and -led arts and cultural events to enhance our citizens’ quality of life
Regional Issues Regional Planning The City is a member of the Calgary Regional Partnership which is working on land use management, regional transportation, water and sewer issues to ensure the long-term sustainability of the region.
Initiative: To integrate policies and recommendations from the Calgary Regional Plan with the AirdrieONE plan and other City long-range planning documents. City of Airdrie 2014 Budget 27
City of Airdrie 2014 Budget 28
City Administration City of Airdrie Organizational Structure City Council
City Manager (CAO) Paul Schulz
Director of People & Organizational Effectiveness Judy Molnar
Human Resources
Business Strategy
Director of Corporate Services Lucy Wiwcharuk
Financial Services IT Data Services IT Technical Services Procurement & Accounts Payable Assessment, Taxation & Utilities
Legislative Services
Director of Community Infrastructure Lorne Stevens
Director of Community Safety Mark Locking
Building Inspections
RCMP Administration
Disaster Services
Municipal Enforcement
Corporate Properties
Director of Community Services Michelle Lock
Public Works
Building Operations
Fleet Services
Transit
Environmental Services Planning and Sustainability
Fire Department
Corporate Communications
Parks
Equipment Training
Economic Developement
Genesis Place & Arena Operations Community Development & Social Planning, Arts & Culture
Engineering Services
The Chief Administrative Officer (CAO) or City Manager reports to Council and is responsible for providing Council with information and advice on policy matters and ensures Council’s decisions, policies and programs are implemented. The city manager also ensures the City maintains strategic partnerships and alliances. The Corporate Planning Team consisting of the city manager, five directors and three employees-at-large is responsible for overall leadership to the organization and creating the corporate culture. They administer the City’s operating and capital budgets and are accountable for long-range and corporate plans for the organization.
City Services The organization reporting to the City Manager is structured into five directorates:
People and Organizational Effectiveness – Page 150
Corporate Services – Page 169
Community Safety – Page 212
Community Infrastructure – Page 256 and Page 390
Community Services – Page 308
City of Airdrie 2014 Budget 29
The departments that report to the City Manager are responsible for insurance and risk management programs, records management, legislative services to Council and Council boards, external legal services and corporate communications. People and Organizational Effectiveness facilitate the development and implementation of Council’s strategic plan. It provides support to departments in the development of business plans and performance measures and analysis of business processes. Payroll, call centre functions, all activities related to recruitment, compensation, corporate training and development, employee relations, wellness, and health and safety of all staff are housed here. Corporate Services provides financial and information services to the City including administering and coordinating City budgets, long-term borrowing, investing activities, accounting and financial reporting, procurement, accounts payable and receivable, information technology systems and support, property assessment and taxation and utility billing administration. Community Safety includes Building Inspections, Police, Emergency Management, Fire Services, Municipal Enforcement and Corporate Properties. Services include inspections for new and existing buildings, police protection contracted through the RCMP, emergency management in the event of a community-wide crisis, emergency fire and rescue services, bylaw enforcement, project management for construction of new facilities and property management for Airdrie Mainstreet Square (a controlled corporation of the City). Community Infrastructure includes the departments of Public Works Roads, Fleet Services, Waste and Recycling Services, Planning, Parks, Sustainability, and Engineering Services. Services include infrastructure repair and maintenance, fleet maintenance, operation of water, wastewater and waste and recycling services facilities, development and maintenance of the city’s parks and open spaces, playground and rink maintenance, operation of the cemetery, the sustainability initiative and engineering services. Community Services includes the departments of Building Operations, Transit, Economic Development, Genesis Place, Arena Operations, Community Development, Social Planning, Bert Church Theatre and the Airdrie Public Library. Services include maintenance and operation of all City facilities, special transportation, marketing of Airdrie to prospective businesses and business development in the community, operation of a wide variety of recreation and cultural activities and facilities, and leasing of City facilities to not-for-profit groups. Transit offers a fixed route in the city and an after-hours Dial-A-Bus system as well as the InterCity Express to Calgary. Social Planning supports community human services, volunteerism and long-range social planning. Library services are provided on Council’s behalf through the Airdrie Public Library, a controlled corporation of the City.
City of Airdrie 2014 Budget 30
Budget Funds The City of Airdrie operates one General fund and one Utility fund. As at December 31, 2013 the fund balances are as follows:
Department
Function
General Fund
Utility Fund
Property Taxes and General Revenue
General Government
X
City Council
Council
X
City Manager
General Government
X
Corporate Communications
General Government
X
Legislative Services
General Government
X
Records, Insurance and Risk Management
General Government
X
Human Resources
General Government
X
Business Strategy
General Government
X
Technical Services
General Government
X
Data Services
General Government
X
Financial Services
General Government
X
Taxation and Assessment
General Government
X
Procurement and Accounts Payable
General Government
X
Police Administration
Protective Services
X
Emergency Management
Protective Services
X
Fire Department
Protective Services
X
Municipal Enforcement
Protective Services
X
Building Inspections
Protective Services
X
Corporate Properties
Planning and Development
X
Fleet
Transportation services
X
Public Works Roads
Transportation services
X
Planning and Development
Planning and Development
X
Engineering
Transportation services
X
Parks Operations
Recreation and Cultural
X
Parks Development
Recreation and Cultural
X
Building Operations
Planning and Development
X
Transit
Transportation services
X
Social Planning
Public Health and Welfare
X
Airdrie Housing Limited
Recreation and Cultural
X
Economic Development
Planning and Development
X
Genesis Place
Recreation and Cultural
X
Arenas
Recreation and Cultural
X
Community Development
Recreation and Cultural
X
Bert Church Theatre
Recreation and Cultural
X
Culture
Recreation and Cultural
X
Water Services
Environmental Services
X
Sewer Services
Environmental Services
X
Waste and Recycling
Environmental Services
X City of Airdrie 2014 Budget 31
The Budget Process A corporate Strategic Planning Calendar with key dates and budget deadlines assists the organization in this process - see Appendix III. Capital The preparation of the capital budget commences in April and is finalized in late fall. A rolling ten-year capital plan is updated annually, and the first three years of that plan are incorporated into the operating budget. Only the first year is adopted and approved by Council with the remaining two years accepted for information. It is expected all master plans are reviewed and related capital needs resourced in the ten-year plan. Detailed capital request justifications are prepared for all projects for the first year. The subsequent years’ projects are reviewed to ensure that future community needs identified through various processes, life cycle of assets and strategic land acquisitions are included. Operating The three-year operating plan is prepared at the departmental level in July/August, driven by the business plan goals and departmental initiatives. It is reviewed by each department’s director, and modified as necessary. Each program manager presents their business plan and accompanying budget to the Corporate Planning Team, who then globally reviews the entire City budget and collaboratively determines any necessary changes. The first year is reviewed in detail, with the subsequent two years reviewed for possible new services, implications of new facilities or other pressures on the horizon.
Budget Amendments Unfunded budget items are approved through Finance Advisory Committee and City Council, in accordance with the Unbudgeted Expenditure Policy. A modest corporate contingency is budgeted annually, which can be reallocated as a funding source for unanticipated expenses. The policy outlines the process of approval for: compensating expenditures exclusive of the corporate contingency; compensating expenses using the corporate contingency and non-compensating expenses. This policy gives some flexibility and discretion to the City Manager and Director of Corporate Services for compensating expenses within the budget or using the corporate contingency. All capital expense budget adjustments over $10,000 and all non-compensating expenses that require a draw from reserves must be approved by Finance Advisory Committee and Council.
Long-Term Implications of Other Planning Processes The City has a number of master planning documents that have been developed, and these are routinely taken into consideration in the three-year budget process. These include the Airdrie City Plan, Transportation Master Plan, Emergency Services Master Plan, Recreation Master Plan, Community Needs Assessment, Great Places Master Plan, and Information Technology Strategic Plan. The Airdrie One Sustainability Plan was adopted by City Council in early 2012. This plan is a high-level overarching document that guides the community into the future and identifies sustainability goals, objectives, actions and measures.
City of Airdrie 2014 Budget 33
Budget Assumptions and Trends Economy Alberta The BMO Provincial Monitor of October 2013 noted that Alberta’s economy, boosted by high energy prices remains on pace to post the country’s highest growth rates this year and will largely carry over into 2014. Flooding in southern Alberta was a major disruption this summer. While the initial impact was clearly negative for the provincial economy, the Province estimates that repair and rebuilding activity will add to the real Gross Domestic Product (GDP) growth in 2013. This is not necessarily good news as much of the growth boost simply reflects the replacement of destroyed capital. Real GDP is expected to expand 2.5 per cent this year before picking up to 3.3 per cent in 2014 amid post-flood spending and continued growth in the energy sector. The energy sector remains the key driver of economic activity in the province. The 4.6 per cent jobless rate is the second lowest in Canada after Saskatchewan. Housing markets continue to outperform national trends with sales posting double-digit year-over-year gains, and average prices storming back to levels seen at the market peak in 2007. There has been minimal change to provincial finances since the budget season. Most notably, Alberta estimated a deficit in the $1.2 to $2.0 billion range, of which the midpoint is improved from the $2 billion budget forecast. The Province was cautious with its oil price assumptions given recent volatility and flood-related spending remains a major uncertainty. The Calgary and Region Economic Outlook 2013-2018 projects Alberta’s economic activity is expected to level off in 2013, and grow above the national average for the rest of the forecast period. Oil and gas production should remain relatively strong supported by the elevated energy prices; consequently, residential and nonresidential construction should continue to drive economic growth. This summer, Southern Alberta experienced flooding which has not been seen in decades. This should cut into the GDP growth rate in 2013, but spending to rebuild the restidnetial and non-residential structures should boost the GDP growth rate in 2014 above what was previously forecast (3.2 per cent) in the spring of 2013.
percent
Economic Growth – Alberta
6.0 4.0 2.0 0.0 -2.0 -4.0 -6.0
5.2
4.3
3.3
3.5
2.7
3.4
2.9
2.7
2012
2013
2014
2015
2016
1.0
2007
2008
-4.4 2009
2010
2011
City of Airdrie 2014 Budget 34
Calgary Economic Region (CER) The Calgary and Region Economic Outlook 2013-2018 states that the CER grew by 4.9 per cent in 2012, up from 4.6 per cent in 2011 as the economy benefited from growth in both the goods and service sectors. The pace of economic growth should quicken in 2014 and 2015, in response to faster growth in the world outside Calgary and increased investment activity arising from the need to repair the residential and non-residential structures damaged by the recent flood. The Outlook projects the CER’s GDP to expand by 2.7 per cent in 2014 and 2.5 per cent in 2015. Economic growth would decline to 2.3 per cent by 2018, as a relatively tight labour market restricts increased production and consumer spending. Total employment is also expected to increase by 87,000 jobs over the 2013-2018 period. The unemployment rate for the 12 months ending August 2013 was estimated at 4.6 per cent and should average 4.5 per cent for 2014 and 4.4 per cent in 2016. The inflation rate for 2013 should increase to 1.8 per cent from 1.0 per cent in 2012.
percent
Economic Growth – Calgary Economic Region
8.0 6.0 4.0 2.0 0.0 -2.0 -4.0 -6.0
6.3 3.6
4.6
4.9
1.5
2007
2008
-4.0 2009
2010
2011
2012
2.3
2.7
2.5
2.3
2013
2014
2015
2016
Inflation The Calgary and Region Economic Outlook predicts the inflation rate for 2013 to increase to 1.8 per cent up from 1.0 per cent in 2012. The increase in the overall price level mainly reflects higher shelter costs, as accommodation costs accounts for roughly 27 per cent of the consumer spending. Above average population growth resulted in an increased need for residential space, which drive the cost of housing higher. Residential vacancy rates are forecast to remain low in 2014, which should again push up accommodation costs and consumer prices higher. The average weekly wage rate in Alberta is expected to increase by 5.5 per cent in 2012. With average wage growth outpacing inflation this year, Albertans would continue to see gains in real wages. The unemployment rate should average 4.9 per cent in 2012 and decline steadily over time as employment growth exceeds labour force growth. Calgary Region Inflation Rates
8.0
6.3
7.0
6.2
Percent
6.0 4.0
3.2
3.3
2007
2008
4.8
4.9
4.6
4.5
4.4
2012
2013
2014
2015
2016
2.0 0.0 2009
2010
2011
City of Airdrie 2014 Budget 35
Interest rates The Bank of Canada is unlikely to raise interest rates until late 2013 due to the soft economy and uncertain global outlook. The low interest rate environment is beneficial for the City’s capital borrowing requirements. The 90-day treasury bills are projected to end 2012 at 0.94 per cent and increase to 1.06 per cent by the end of 2013. Ten-year government bonds are anticipated to end 2012 at 1.89 per cent and increase slightly to 1.95 per cent in 2013. Projected Interest Rates
10-year Government Bonds Year
2014 90-day Treasury Bills
2013 0.00%
1.00%
2.00%
3.00%
4.00%
Yield (%)
Population Airdrie’s population has increased from 17,490 in 1998 to 49,560 in mid-2013, a staggering increase of 183 per cent in 15 years. The current population represents increased growth of 8.4 per cent compared to 5.9 per cent the previous year. Population increases are expected to increase over the next three years. Based on the current and forecast activity, the population will reach 53,326 in 2014; 57,219 in 2015; and 60,938 in 2016. These reflect growth rates of 7.6 per cent, 7.3 per cent and 6.5 per cent respectively. Given that three percent growth annually is considered manageable/sustainable, this places continued pressure on city infrastructure and resources.
100 90 80 70 60 50 40 30 20 10 0
14.0% 12.0% 10.0% 8.0% 6.0% 4.0%
Percentage Growth
Population in '000's
Airdrie’s Population Growth
2.0% 0.0%
Population (000's)
Year % Growth
City of Airdrie 2014 Budget 36
Growth Development activity is projected to be 220 acres for 2014 and 205 acres for 2015 and 2016. As annexed lands become available, it is expected that development will remain at 200 acres for the remaining seven year period, 2016-2022. This is an increase to the historical levels of 150 acres of annual development activity. This projection is used to determine the revenue for Planning and Engineering and the receipt of offsite levies from developers for construction of future infrastructure driven by growth. The City annexed 79 quarter sections of land from Rocky View County on December 31, 2011. Capital and operating resources were acquired and services were adjusted to accommodate the new areas. Regarding building activity, the number of single family dwellings built has declined dramatically from the record levels of 2006 but has begun to return to normal. Construction has steadily improved over the past two years with 2014 projecting a total of 1,410 new homes being built. Total permit numbers are projected to come close to the record year of 2012 while construction values are projected to come close to 2012 levels.
5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 -
$500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0
`
2005
2006
2007
# Residential Units
Permits
2008
2009
2010
2011
Total Building Permits
2012
2013 2014 budget forecast
Total Construction Value
2013 Budget
2013 Projections
2014 Budget
750
780
800
74
96
80
R3 and 4 (Multi-family and townhouses)
276
613
530
Commercial / Industrial
200
200
220
$293MM
$389MM
$339MM
R1 (Houses) R2 (Duplexes)
Total Construction value
City of Airdrie 2014 Budget 37
Building Value
No. of units/permits
Building Statistics
Property Assessment For 2014 taxation, non-residential parcels are expected to remain stable. Non-residential property values may increase slightly and it is expected that the industrial property type may experience the greatest increase. Residential parcels are expected to increase by 10.32 per cent and will increase from 18,801 parcels to 20,741 parcels. The median assessment value will increase by 2.95 per cent from $329,400 in 2013 to $339,100 in 2014. Assessment parcel growth is projected at 5.5 per cent for both 2015 and 2016. Projected Parcel Growth
Year
2016 2015 2014 0.0%
1.0%
2.0% 3.0% 4.0% Percentage Growth
5.0%
6.0%
Grants The FCSS grant, while population based, is not expected to increase from 2013 levels. The Police grant will increase from $939,950 in 2013 to an estimated $986,200 in 2014. The grant calculation consists of a base amount of $100,000 plus $14 per capita based on the previous year’s census. In 2011 two additional new officer grants of $100,000 were provided by the Province. This additional grant is expected to continue through to 2016. The Municipal Sustainability Initiative grant program was introduced by the Province in 2007 which includes both capital and operating allocations. The 2013 operating allocation was estimated at $601,000 with the actual amount received at $597,964. The 2014 projection for this grant calls for a sixty per cent decrease over 2013 amounts. Provincial dollars allocated for distribution of this grant are expected to disappear by 2016. It is expected that these provincial grant dollars will be redirected in the Regional Collaboration Grant.
Salaries and wages The City has both unionized and non-unionized staff. Salary increases for unionized staff are projected based on the union contract and estimated future increases. Non-unionized salaries and wages have been adjusted by a factor that considers cost of living and contemplated increases anticipated by comparative municipalities. A tightening of labour markets is beginning to be felt by many industries in the province. Future projections are trending to a shortage of labour as a result of the continued retirement of baby boomers. Much of the city’s services are provided by human resources (personnel) and maintaining talented, trained staff is essential to providing excellence in service and innovation. The 2014 budget includes some increases to employee benefits.
Benefits The Local Authorities Pension Plan contribution rates will increase by 10.2 per cent for employees and 9.2 per cent for the employer.
City of Airdrie 2014 Budget 38
Power and natural gas costs The City has entered into long-term agreements for the supply of natural gas and electricity to act as a safeguard from large fluctuations in energy prices. The natural gas contract extends from January 1, 2014 to December 31, 2016 and the power agreement extends from January 1, 2014 to December 31, 2016. The natural gas and electricity consumption costs will decrease in 2014 due to a new contract being negotiated for both commodities at a lower rate. Power distribution costs are estimated to increase six per cent. Gas distribution costs are estimated to increase five per cent.
Water and Sewer Purchase Costs The City of Calgary is proposing rate increases of 7.6 per cent for water and 13.5 per cent for sewer and will increase the utility rates paid by Airdrie’s residents.
Conclusion The City continues to be very dedicated and disciplined in its strategic, business and financial planning processes to ensure that the Airdrie taxpayers receive excellent value for their tax dollar. The 2014-2016 business plans facilitate a link between the corporation’s mission, vision and strategic priorities to capital and operating budgets and outcomes, and strive to identify key trends and future opportunities. As a result, the 2014 Operating Budget has been structured to clearly depict current year budget issues and the future projections identify potential financial opportunities and challenges.
City of Airdrie 2014 Budget 39
Budget Overview Balanced Budget The City of Airdrie is mandated under the Municipal Government Act to adopt an operating and capital budget for each year. Revenues must equal or exceed expenditures. If a deficit does occur, it must be recovered in future years. Any shortfall in anticipated revenues would result in offsetting cuts to expenditures. The City of Airdrie takes a fiscally responsible approach to budgeting. Programs are budgeted using a zero-based budgeting approach, and year-over-year increases or decreases in activity budgets must be explained in the budget notes. It is the City’s philosophy to try to minimize tax increases while maintaining or improving service levels, while also being fiscally prudent with respect to current and future infrastructure needs.
Basis of Budgeting The City’s operating budget is prepared on a basis other than Generally Accepted Accounting Principles (GAAP). The City uses a cash basis for budgeting which reports income when received and expenses when paid and the accrual basis for accounting which reports income when earned and expenses when incurred. Upon completion of the yearend financial statements, the unexpended funds or incomplete projects are carried forward to the following year. The following year’s budget is then amended to include the expenditures for these projects. The budget is prepared only for the City of Airdrie operations and is not consolidated with Airdrie Main Street Square or Airdrie Housing Corporation, the City’s wholly owned subsidiaries, or the Airdrie Public Library which is a controlled corporation. These entities are consolidated for financial statement purposes.
Definition of Fund A fund is a fiscal and accounting entity with a self-balancing set of accounts recording assets and all related liabilities, residual equity balances and resulting changes. Funds are segregated for the purposes of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.
Fund Structure The City of Airdrie has established three funds: the Operating fund, the Capital Fund and the Reserve Fund. The intent of this structure is to separate major operations financially so they are self-sustaining. Revenues collected for general operations can only be used to finance general operations. Activities and revenues received for capital projects can only be used to finance those projects. Transfers between funds are recorded as adjustments to the appropriate equity account. The Operating Fund represents amounts available to offset future operational revenue requirements (or shortfall, which will be financed from future operational revenue). The Capital Fund represents amounts available (or the shortfall) for financing capital projects. The Reserve Fund represents amounts or proceeds of specific revenue sources set aside to finance future operating and capital expenditures. Reserves are established at the discretion of Council. Transfers to and/or from the reserve fund are reflected as an adjustment to the respective operating or capital fund.
City of Airdrie 2014 Budget 40
Fund Balance The fund balance is defined as the difference between the fund assets and liabilities, also referred to as fund equity. The individual projected fund balances as at December 31, 2014 are: Operating Fund
Capital Fund
Reserve Fund
$0
$0
$57,361,623
Revenues or additions
$97,790,740
$42,738,910
$18,995,198
Expenditures or withdrawals
$97,790,422
$42,738,910
$26,345,873
$0
$0
$50,010,948
Balance, beginning of year
Balance, end of year
The City is required to have a balanced budget by Provincial legislation and as a result, the balance of the Operating and Capital Fund will remain unchanged by this budget. To see more detailed information regarding changes in the funds, please refer to Appendix IV, the Operating Budget Summary, Appendix VI, the Capital Plan Summary and the Reserve Fund Summary.
Fund Reporting With the onset of full Public Sector Accounting Board (PSAB) compliance coming into effect for the 2009 audited financial statements, fund balances within prepared budgets will no longer align with the reporting requirements governing audited financial statements. PSAB requirements allow for flexibility in the creation of municipal budgets. A note to the financial statements, however, is required in order to reconcile Council approved budget to budget figures reflected within the audited statements. It is likely fund accounting will continue to be the basis when developing City budgets. Funds are a means of maintaining control over resources segregated for specific activities and are also a means of demonstrating compliance to financial requirements. Some changes to budgeting may be made in the coming years, however only as a result of determining beneficial results for budgeting on a PSAB basis.
Comparative Data The City’s budget document includes: 2013 budget, 2013 third quarter projected budget variance, 2014 budget, 2015 plan and 2016 plan. The inclusion of the projected budget variance is deemed to be of greater value to the City’s budget process than the actual results two years previously. The operations of adjacent years will be more similar than those which are two years apart, particularly in a community such as Airdrie which is experiencing very high growth.
City of Airdrie 2014 Budget 41
City of Airdrie 2014 Budget 42
2014 Operating Fund Budget Overview Description The City’s operating fund consists of tax and user fee supported activities needed to provide essential municipal services for the city and its residents. This fund is used to carry out general operational activities occurring in the course of everyday business. The three-year plan budgets an additional $1,255,600 investment through a 3.44 per cent tax increase for 2014. Projections for 2014 and 2015 indicate revenue sources are not sufficient to cover cost of operations. Budget processes for the subsequent two years will need to address the viability of increasing taxes or user fees or aligning services in order to address the gap. The impact on the average residential taxpayer is $51 per year or $4 per month. The impact on the average commercial property is $443 per year or $36 per month. Assessment values are anticipated to stay flat for residential and experience a slight increase for commercial. When General Revenues and the contribution from the Utility Fund are applied to City net expenditures, the remainder of costs must be funded from taxation. As a result, 31 per cent of the tax dollar is spent on Community Safety, 25 per cent on City Administration combining Council, City Manager, `People and Organizational Effectiveness and Corporate Service functions, 24 per cent on Community Infrastructure and 17 per cent on Community Services. The remaining three per cent is allocated to Fiscal Services.
2014 Allocation of Property Tax Dollars
People and Organizational Effectiveness 6%
Corporate Services 11% Community Safety 31%
City Council/City Manager 8% Fiscal Services 3%
Community Services 17%
Community Infrastructure 24%
City of Airdrie 2014 Budget 43
The following graph demonstrates the combined impact of inflation plus population growth compared to tax increases for the current budget year and past four years. Tax increases have been less than the combined percentage increases of inflation and population in each year. For 2014, the estimated impact of inflation and growth is 9.7 per cent compared to the tax increase of 3.44 per cent. The average combined increase of inflation plus population over the last five years (2009-2013) has been 8.92 per cent. The average of the tax increases across the same period is 3.54 per cent. Comparison of Population + Inflation % Increases to % Tax Increases
12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% 2010
2011
2012
2013
% Population & Inflation Increase
2014
% Tax Increase
The graph below demonstrates that while the strong economic climate has caused the assessed value of homes to climb hugely until 2008 when it started to decline coming off the peak, the City actually continually reduced the tax rate to offset those increases until the values started to decline. When assessed values declined or leveled off in 2009 through 2011, the tax rate did increase slightly. Municipal Tax Rates
10.0000 9.0000 8.0000 7.0000 6.0000 5.0000 4.0000 3.0000 2.0000 1.0000 0.0000 2007
2008 Residential
2009
2010
2011
2012
2013
Non-Residential
2014 est.
2015 est.
2016 est.
City of Airdrie 2014 Budget 44
Typical Municipal Property Taxes vs. Purchasing Power of Tax $$
Actual Municipal Taxes Purchasing Power of Taxes $1,500 $1,450 $1,400 $1,350 $1,300 $1,250 $1,200 $1,150 $1,100 $1,050 $1,000 $950 $900 $850 $800
Taxes on the average Airdrie home have increased $481 or 46 per cent since 2004, while the purchasing power of $100 has increased only 18 per cent during that time. In other terms, it now costs the City $128.80 to provide the same $100 'basket of services' that it could provide to its citizens in 2002. This gap between actual tax revenues and purchasing power is becoming increasingly significant. Gap in What Taxes will Buy
$350.00 $300.00 $250.00 $200.00 $150.00 $100.00 $50.00 $2005
2006
2007
2008
2009
2010
2011
2012
2013
The current plan continues to provide to our residents the same services and service levels as 2013. The 2014 budget also includes resources to move forward on Council’s priorities, corporate priorities and limited new initiatives. Planning is a very important component to the health of an organization. Implementation of plans is vital to addressing opportunity and maximizing efficiency. Council and corporate priorities are detailed elsewhere in the document. The City will require a budget of $98.3MM to provide services in 2014. Based on an estimated population of 53,326 in 2014, this equates to $1,844 per resident – an increase of $54 from 2013. General Operations revenue is budgeted at $70.5MM – an increase of $6.1MM from 2013. Utility Operations reflects gross revenue of $27.8MM, an increase of 25.6 per cent from 2013. City of Airdrie 2014 Budget 45
Revenue Sources 2014 Operating Revenues by Activity
Sales to Other Governments 0.5%
Net Property Taxes 40.8%
Drawn from Reserves/Allowances 5.3% Conditional Grants 2.1% Unconditional Grants 0.4%
Other Revenues 18.8%
Sales & User Charges 32.1%
Property Tax revenue, based on taxable assessment, contributes approximately 40.8 per cent of the municipal revenue, increasing by 9.5 per cent from 2013. Sales and User charges are derived from almost all areas of the City’s operations and include revenue from utility operations (water, sewer and waste management fees), recreation fees, tax certificates and property search fees, transit fares, etc. These fees account for 32.1 per cent of all revenue sources, an increase of 18.8 per cent from 2013. Other Revenue from Own Sources includes building permits, planning, engineering and subdivision development fees, land sale revenue, police and municipal enforcement licenses and fines, franchise fees and penalties on unpaid taxes and contributes 18.8 per cent of total revenue, an increase of 13.7 per cent from 2013. Sales to Other Governments includes revenue earned from the provision of assessment services to the Town of Cochrane, receipt of transfer site fees from the County of Rocky View, census revenues and is a small percentage of total revenue at 0.52 per cent. Government Grants consists of both federal and provincial per capita and one-time grants and contributes only 2.5 per cent to the City’s operating revenue, with a decrease of 47 per cent from 2013. Drawn from Reserves/allowances contribute the remaining 5.3 per cent.
City of Airdrie 2014 Budget 46
2014 Gross Expenditures by Activity
Grant to Groups & Other Transactions Other Organizations 0.4% 2.5% Internal Charges 2.8% Long-Term Debt 6.4% Bank Charges & Short Term Interest 0.2% Added to Reserves/Allowances 5.2%
Salaries, Wages, & Benefits 44%
Materials, Goods, Supplies, & Utilities 8.2%
Purchases from Other Governments 15.5%
Contracted & General Services 14.8%
General Operations or tax-supported gross expenditures in 2014 are budgeted at $73.9MM or $6.2MM more than 2013, an increase of nine per cent. Utility Operations expenditures are $23.9MM, an increase of 26.6 per cent or $5.0MM from 2012, resulting in a contribution to General Operations of $3.84MM.
City of Airdrie 2014 Budget 47
City of Airdrie 2014 Budget 48
Summary of Major Revenues and Expenditures Revenues User Fees: Non-utility User fees will increase by $505,500 primarily due to:
Registered youth swim $39,400
Mortgage process and tax certificate fees $42,800
Transit fares $110,500
Pass sales at Genesis Place $317,900
User fees: Water and Sewer Utility income will increase by $3.1MM and is primarily due to the increased number of customers and their consumption. The City has both a base rate and a variable rate for water and sewer services. The base rate is established to cover all the costs of the infrastructure. The variable rate is a consumption cost and covers the costs from the City of Calgary for water delivered and sewage shipped. The bi-monthly rates for the following three years are as follows: 2013 Actual
2014 Budget
2015 Projected
2016 Projected
Monthly water base rate
$14.05
$15.28
$16.44
$17.07
Monthly sewer base rate
$13.43
$17.46
$19.40
$23.19
Water variable rate per cubic meter
$1.0532
$1.1211
$1.3215
$1.4303
Sewer variable rate per cubic meter
$1.6592
$1.7339
$1.9294
$1.9782
$ per bi-monthly billing
City of Airdrie Non-Variable Utility Rates
20.00 18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 0.00
Water Base rate Sewer Base rate Garbage - environmental services Garbage - residential collection 2010
2011
2012
2013
2014
City of Airdrie 2014 Budget 49
City of Airdrie Variable Utility Rates
rate per m3
2.00 1.50
Water consumption rate
1.00
Sewer consumption rate
0.50 0.00 2010
2011
2012
2013
2014
User fees: Waste and Recycling Waste and Recycling user fees will increase by $1.2MM and this is due to the increased number of customers and a result of incorporating the curbside organics service. 2013 actual Monthly residential garbage collection fee
$11.89
$17.25
$18.46
$19.70
$6.40
$6.83
$6.83
$6.83
$18.29
$24.08
$25.29
$26.53
Monthly waste and recycling fee Total fees
2014 budget 2015 estimated 2016 estimated
Impact to the Customer 3
In 2013 a household that used 15m of water paid $86.45 monthly for water, sewer and waste and recycling. In 2014, the same user will pay $99.63, an increase of $13.18. This is an increase of 15.25 per cent over the previous year. The total costs for 2015 and 2016 are estimated at $109.88 and $117.91 respectively. 3
Monthly Cost for Average Resident (15m consumption)
$100 $80 $60 $40 $20
$11.89 $6.40
$17.25 $6.83
$9.85 $6.72
$10.17 $6.40
$31.67
$31.67
$33.56
$26.74
$26.74
$28.50
$29.84
$32.09
2010
2011
2012
2013
2014
$10.24 $6.89
$38.31
Garbage - residential collection Garbage - environmental services
$43.46
Total sewer charges Total water charges
$-
City of Airdrie 2014 Budget 50
Grant Revenue Grant revenue will decrease by approximately $375,000 for 2014. The reduction is driven primarily by the decrease in the operating portion of the Municipal Sustainability grant of $242,200. Engineering studies decrease by $71,600 and the Rocky View County grant goes down by $101,200. The police grant from the federal government will increase $46,300. Other Revenue Other revenue increases by approximately $2.2MM as detailed below:
$842,000 in building permits and inspection fees
$416,000 in ice rentals due mostly to the new twin arenas at Genesis Place
$256,000 in natural gas franchise fees
$201,000 in electrical franchise fees
$114,000 in local municipal enforcement bylaw fines
$93,000 in Planning and Engineering fees
Draws from Reserves The draws from reserves have increased from 2013 by $1,057,000 and represent the removal of carry forward funds and the increase of transfers from water, sewer and waste and recycling. At the end of 2012, funding for projects not completed was transferred to reserves. These funds were then drawn out of the reserve to offset the costs of the expenditures charged to the current year. Increased draws are budgeted in the following areas:
Waste and Recycling
$682,000
Water
$588,000
General Revenue
$250,000
Sewer
$137,000
Engineering
$ 80,000
Decreased draws are budgeted in the following areas:
Carry forward
$402,000
Public Works Roads
$242,000
Fleet
$ 35,000
City of Airdrie 2014 Budget 51
Expenditures Contracted and General Services Contracted and general services expenditures increased by $1,831,000. This is a large category and includes expenditures such as consulting services, travel, training, postage, advertising, memberships, audit and legal services, repairs and maintenance done by external contractors, rental and lease costs and insurance. Some of the largest increases are for:
Curbside organics collection and disposal contracts $822,000
Engineering Water/waste water utility master plan $450,000
Facility Plan Review $150,000
Water supply mains inspection, maintenance and repair $110,000
Community Planning $100,000
Inter City Express (ICE) contract $82,000
A more comprehensive list of these costs is identified in the 2014 Operating Budget Highlights schedule starting on page 58. Purchases from Other Governments This category of expenditures increases approximately $2.82MM or 23 per cent. The City purchases water from the City of Calgary and returns sewage for treatment. Airdrie will experience rate increases from the City of Calgary in 2014 for water and sewer of 7.6 per cent and 13.5 per cent. Total cost increases are $924,000 for water purchases and $1,220,000 for sewer purchases. RCMP costs have increased significantly and are projected to rise by $657,000 for 2014. Municipalities contract with the federal government for RCMP services and actual costs are shared per a prescribed formula. Two new officers have been included in the 2014 budget. Two additional officers are proposed in each year in 2015 and 2016. Materials, Goods, Supplies and Utilities Materials, goods, supplies and utilities are estimated to cost the city $8.0MM in 2013, reflecting a 7.1 per cent increase of $535,000. These costs include items such as stationery, janitorial supplies, equipment, machines and vehicles supplies, construction and maintenance materials and utilities. The majority of the increase is attributed to purchasing the curbside carts for $818,000 and is offset by lower utility costs of $299,000 due to new negotiated contracts for power and natural gas. Other expenses Other expenses will decrease by $33,000 due primarily to the deletion of funds in the IT operating pool and the corporate contingency. Funds in these pools are distributed to individual areas in the budget as use is approved by the IT Steering Committee and Corporate Planning Team. Grants to Groups and Other Organizations This category of expenditures increases by $287,000 and is reflected by:
An increase of $142,000 or 13 per cent to the Airdrie Public Library grant
FCSS grants provided to external groups increasing by $108,500
City of Airdrie 2014 Budget 52
Added to Reserves/Allowances Transfers to reserves increased by $750,000 and consist of a net increase to capital reserves and decrease to operating reserves. Increases to capital reserves are necessary to fund the capital budget and to meet asset replacement and needs. Increased transfers were established for the following capital reserves:
Fleet
$300,000
Parks Operations
$103,000
Information Technology
$ 61,000
Snow reserve
$ 50,000
Arena Operations
$ 25,000
Building Operations
$ 15,000
Bert Church Theatre
$ 4,000
These increases were offset by a decrease to the General Operating Reserve (-$177,000). Transfers for utility operations increased by $190,000 and include:
$180,000 more for water
$175,000 more for sewer
$15,000 more for waste and recycling
Increases to transfers for utility reserves will work to building these reserves to optimal levels necessary to provide funding for utility capital projects not funded by offsite levies.
Personnel Costs Personnel cost increases are the most significant increase of all costs in the 2014 budget. Costs are estimated to increase by $5.0MM, or 13 per cent. Cost increases include:
new 2014 staff positions including salaries, wages and benefits of $1.59MM
band/step movements and salary survey adjustments $1.4MM
benefit costs on existing 2013 positions of $835,000
cost of living on existing 2013 positions of $476,000
union escalations of $353,000
incremental cost of 2013 employees $323,000
New full-time positions commence in April of the following year, so the full impact of the new positions is felt in the following year. The full-time equivalents (FTE) will increase by 20.58 FTE positions from 2013 actual or 5.2 per cent from 410.98 to 431.56 and are required to support new initiatives, Council’s Strategic Priorities, Corporate Priorities and keep pace with the city’s high growth. Population growth year-over-year from 2012 to 2013 was 8.42 per cent. The majority of the new positions are required to maintain services. Some of the additional staffing in the utility is focused on delivering monthly utility billing and implementing industrial monitoring.
City of Airdrie 2014 Budget 53
Staffing additions (or deletions) per department are: City Council / City Manager People and Organizational Effectiveness Corporate Services Community Safety Community Infrastructure Community Services Environmental Services
2.13 1.25 0.51 4.55 4.28 4.03 3.83
The 2015 budget proposes an additional 27.93 FTEs. In the 2016 budget 16.93 FTEs are projected of which four are fire fighters. Comparison of Population Growth to Personnel Growth
14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2009
2010
2011
% Population Growth
2012
2013
% Personnel Growth
The graph above shows the comparison of annual population growth to the addition of staff in the year. The addition of staff was on a downward trend from 2009 to 2011, but in 2012 and 2013 personnel growth increased slightly. Average population growth over the past five years has been 7.8 per cent. Average personnel growth over the same period has been 5.27 per cent. In 2005, the total resident per full-time equivalent was 120.53 based on a population of 27,069. For 2014, based on an estimated population of 53,326 the ratio is 122.19. Over the past ten years the City moved from a volunteer fire department to a full-time emergency services department of 60 response personnel, an expanded recreation facility and assumption of arena operations, as well as the expanded city area due to two annexations and a population that is 0.97 times greater than 2005. Staff Comparisons
1000
60,000
800
50,000 40,000
600
20,000
200
10,000
0
0 2005
2006
Total FTE's
2007
2008
2009
Residents/FTE
2010
2011
2012
Salary cost /capita
Population
30,000
400
2013
2014 budget Population City of Airdrie 2014 Budget 54
Community Safety includes Building Inspections, Police, Emergency Management, Fire Protection, Municipal Enforcement and Corporate Properties and consists of 27 per cent of the City’s staff. Community Services, which includes Building Operations, Transit, Economic Development, Genesis Place, Arena Operations, Community Development, Social Planning, Bert Church Theatre, and Culture comprises 24 per cent of the City’s staff. 19 per cent of the City’s staff is part of Community Infrastructure which is comprised of Public Works, Fleet and Equipment Training, Planning and Sustainability, Engineering and Parks. Corporate Services includes Financial Services, Information Technology, Procurement and Accounts Payable, and Assessment and Taxation, 11 per cent of total manpower. The remaining 19 per cent of staff are distributed between Environmental Services, People and Organizational Effectiveness and City Manager/Council which includes Legislative Services, Records, Insurance and Risk Management and Corporate Communications.
2014 Allocation of Manpower
Environmental Services 10% Community Services 24%
Council / City People & Manager Organizational 5% Effectiveness 4% Corporate Services 11%
Community Infrastructure 19%
Community Safety 27%
City of Airdrie 2014 Budget 55
2010 Actual
2011 Actual
2012 Actual
2013 Budget
2013 Actual
2014 Budget
City Manager
1.00
1.00
1.00
1.00
2.00
3.00
Corporate Communications
3.33
3.83
5.48
5.56
5.56
5.56
Legislative Services
5.49
5.99
5.98
5.98
5.98
5.04
Records/Insurance/Risk Management
4.83
4.83
5.34
5.84
5.87
7.94
HR
5.56
6.06
6.06
6.12
6.12
6.62
Business Strategy
7.05
8.00
8.15
9.65
9.65
10.40
15.00
15.00
17.00
7.00
7.00
8.00
7.00
7.00
7.00
11.00 8.02
11.00 8.02
10.00 8.06
Assessment and Taxation
10.46
11.86
13.06
13.39
13.39
13.39
Procurement and Accounts Payable Police Protection
6.25
7.03
7.23
7.36
7.36
7.83
10.10
11.10
12.10
12.10
12.10
12.10
Fire Protection
65.85
65.85
68.85
67.85
67.85
67.90
0.30
0.30
0.35
0.35
0.35
0.50
Municipal Enforcement
10.75
11.75
13.75
13.75
13.75
15.80
Building Inspections
14.65
15.15
15.65
16.15
16.65
18.95
Corporate Properties
2.00
2.35
2.50
3.00
3.00
3.00
Fleet (included with Public Works Roads 2010 and 2011) Public Works Roads
17.82
21.32
4.83 17.42
4.83 17.61
4.83 17.61
5.30 20.29
Planning and Sustainability
15.05
14.05
14.05
14.05
14.05
15.05
2.90
2.90
2.90
2.90
2.90
3.03
Department
Information Technology – Technical Services Information Technology – Data Services (included with Technical Services 2010-2012) Financial Services
Emergency Management
Engineering Parks
34.17
36.67
37.17
37.52
37.52
37.52
Building Operations
8.35
8.00
8.35
8.35
9.35
9.75
Transit
2.50
2.50
2.80
3.00
3.00
3.00
Social Planning
3.00
3.00
2.65
2.65
2.65
3.00
Economic Development
3.00
3.50
4.60
4.60
4.60
4.60
54.69
55.69
55.69
62.04
62.04
64.77
Arena Operations
8.25
8.25
8.25
11.64
11.64
11.30
Community Development
4.30
4.30
4.15
4.45
4.45
5.50
Bert Church Theatre Utilities Administration
3.00 8.20
3.00 8.52
3.15 9.37
3.65 9.23
3.65 9.23
3.50 11.56
Water Services
9.32
9.80
10.40
10.73
10.73
10.25
Sewer
7.85
8.35
8.60
9.73
9.73
10.45
Waste and Recycling
7.05
7.05
7.10
7.35
7.35
8.60
359.07
374.00
390.98
408.45
410.98
431.56
Genesis Place
Total
City of Airdrie 2014 Budget 56
City of Airdrie 2014 Budget 57
2014 Operating Budget Highlights Revenue changes from prior year’s budget Net Municipal Property Taxes New tax revenue from growth Supplementary tax revenue
$2,099,700 14,000
$2,113,700
Sales to Other Governments Assessment contract to Town of Cochrane
12,600
Census contracts to various municipalities
(2,700)
9,900
User Fees User fees – utilities
4,312,600
Genesis Place
332,300
Transit fares
108,600
User fees – non-utility
63,600
4,817,100
Other Revenues License, permit and fee revenue
1,056,500
Genesis Place and Arena rental revenue
542,600
Franchise fees
456,900
Fine revenue
147,400
RCMP building Lease Revenue and Common cost recoveries
42,000
Investment income
39,000
Engineering levies
25,000
Street light rebate
17,500
Golf Course revenue
(6,500)
Recycle depot
(6,800)
Miscellaneous revenues
(12,100)
Election – Rocky View and Catholic School Divisions (every four years)
(16,000)
WCB – PIR rebate
(16,000)
Lease revenues
(29,200)
Tax penalties
(80,000)
2,160,300
Unconditional Government Grants Municipal Sustainability Initiative grant
(242,200)
Conditional Government Grants Police
46,300
Provincial Infrastructure grant
24,600
CREST grant
18,800
Emergency Management exercise grant
15,000
Municipal recreation/tourism areas grant
(3,600)
STEP grant
(21,000)
Bert Church Theatre presenter’s grant
(40,000)
Engineering project grants
(71,600)
County of Rocky View for recreation
(101,200)
(132,700)
Drawn from Reserves/Allowances Draws from reserves TOTAL REVENUE CHANGES FROM PRIOR YEAR’S BUDGET
1,057,400 $9,783,500 City of Airdrie 2014 Budget 58
Expenditure changes from prior year’s budget Personnel costs Personnel costs including market adjustments Contracted and General Services Curbside organics collection/disposal contracts
$5,035,400 822,000
Facility plan review
150,000
Transfer site waste disposal fees and bin hauling
106,600
Community planning
100,000
Water supply mains inspection, maintenance and repair
100,000
New satellite recycle depot hauling costs
90,300
Two Highland Park second floor janitorial expenses
60,000
Library Marigold service
58,600
I.T. infrastructure, software, security and repairs and maintenance
55,000
Insurance
52,700
City hall rent
52,100
Review of utility revenue model
50,000
Residential garbage collection/disposal contracts
49,400
Road maintenance program
39,000
General/training travel
35,900
Transit contract costs
35,700
Anti-bully initiative
34,000
General Building Operations purchased services
32,700
Fire contracted services
27,300
Technology services
27,000
Outside recruiter
25,000
South reservoir roof repair
24,000
Postage
20,800
Dispatch fees
20,200
Street sweeping landfill/hired equipment charges
20,000
Cellular phone
16,700
General/compulsory training costs
16,400
Census
15,600
Economic Development and Census Promotions
14,500
Janitorial services
12,100
Genesis Place repairs and maintenance
10,500
Professional membership fees
9,400
Audit fees
6,600
Miscellaneous contracted and general services
4,500
City Hall main door replacement
(15,000)
15 East Lake Hill roof repairs
(24,000)
Legal Fees
(25,000)
Engineering studies
(26,500)
Fire – fix roll up door on truck
(28,000)
City Hall lighting
(28,800)
Municipal Election (every four years starting in 2013)
(42,500)
Transfer site master development plan
(45,000)
Waste Management Strategy
(55,000)
RCMP janitorial services
(73,500)
1,831,300
City of Airdrie 2014 Budget 59
Purchases from Other Governments Water/sewer purchases – City of Calgary RCMP CREST grant purchases Land title charges Materials, Supplies and Utilities Carts for curbside organics recycling
2,143,900 657,400 18,800 2,800 817,500
Parks goods (materials, clothing, flowers etc.)
37,000
Computer goods
36,700
Fuel
30,900
Computer software and hardware
29,300
Road maintenance materials
20,000
Fire parts
15,000
Fire uniforms Miscellaneous goods and supplies
9,600 (7,400)
Transit parts
(20,000)
Tires
(21,900)
Curbside cart assembly tools
(27,200)
Fleet fall arrest system
(35,000)
Water meters
(49,900)
Utility costs (electricity/natural gas/water) Grants to Groups Library grant FCSS
(299,500)
108,500 28,300
Miscellaneous grants
(2,600)
Bank Charges Bank charges
Bad debts Toilet replacement program Property tax adjustments
535,100
152,600
Community Investment Funds grant
Other ITSC pool and corporate contingency
2,822,900
286,800 11,700
16,100 2,000 (5,000) (46,000)
(32,900)
Contributed to capital
(41,000)
Added to reserves/allowances
750,300
Debt servicing TOTAL EXPENDITURE CHANGES FROM PRIOR YEAR’S BUDGET
(160,500) $11,039,100
DIFFERENCE Amount required to be funded from taxes Required tax increase
$1,255,600 3.44%
City of Airdrie 2014 Budget 60
City of Airdrie 2014 Budget 61
2014 - 2023 Capital Planning and Capital Improvement Program Overview Capital Program Description The City’s capital budget provides for major maintenance expenditures and building new infrastructure and facilities. The threshold for capital items varies by category pursuant to the Tangible Capital Assets Policy. It balances needs such as infrastructure rehabilitation, growth and environmental protection with available financial resources. The plan helps identify longer-term implications to the City’s operating budget and potential gaps in infrastructure funding. Comprehensive Capital Planning and Funding The City annually prepares a ten-year capital plan for consideration. The current year is adopted by City Council, as part of the City’s budget process. Annually, the capital program identifies revenue sources and expenditures for the coming year and the next nine fiscal years. Priority is given to those projects enabling the achievement of Council’s Strategic Priorities and implementation of approved City plans. The City is committed to maintaining current levels of services before adding additional assets. For the current year, project reports are prepared for each capital request. Through the information provided on the reports, projects are described and justified. Although, the current year (2014) capital budget is the only year adopted by Council, the projects for the next two years (2015 and 2016) are reviewed in detail. Projects over the longer term are identified and reviewed with an eye to ensure all infrastructure needs are captured. Projected revenues are assigned to projects within the ten year plan. Whenever possible, the City will first attempt to fund capital projects with grants, developers contributions, or other sources such as community fundraising where applicable, as part of its broad capital improvement plan. When such funds are insufficient, the City will use debenture financing and/or draws on other reserves. As part of the ten year capital planning process, affordability is tested. City reserves are not overdrawn, grant dollars are not committed forward and provincial and self-imposed debt limits are maintained. Key debt factors and other pertinent information are presented in the ten-year capital planning. Asset Management The focused attention applied to Tangible Capital Asset information over the last four years has provided a valuable starting point for the Asset Management strategy. The detailed data collected regarding the assets the City owns facilitates year-end financial reporting needs. Additional data related to condition assessment and replacement costs will be collected over the coming years. The additional attributes will be critical in forecasting future resources necessary to maintain infrastructure sustainability. Capital Expenditures Approval Capital projects for the current year may commence once City Council has approved the budgets. Contracts and purchase orders are awarded/issued pursuant to the Procurement Policy. If contract or project costs exceed the original budget, approval is required from City Council in accordance with the Unbudgeted Expenditure Policy.
City of Airdrie 2014 Budget 62
2014-2023 City of Airdrie Capital Plan
50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 2014
2015
2016
2017
2018
2019
2020
2021
Engineering Structures
Buildings & Major Renovations
Machinery & Equipment
Motor Vehicles
Land & Improvements to Land
Total All Projects
2022
2023
The 2014 capital budget requires $42.7MM in resources. Capital needs have increased from 2013 and are expected to increase again to $46.1MM in 2015 and then decrease to $28.8MM in 2016. The long-range forecast shows projected capital needs dipping down in 2019 to $25.8MM. Costs escalate again in 2023 to $46.5MM. The plan results indicate that the plan is fundable and meets debt limit requirements. Four factors are specifically tested in determining whether the plan is fiscally sound. These factors are listed below along with the results. Test
Result
Considering the various funding methods, are there available resources to fund the planned projects?
Yes
Reserve balances – over the ten year period, do reserve balances remain in a positive balance at the end of any given fiscal year?
Yes. Reserve funds have not been overdrawn.
Debt Limits - have provincial and self-imposed debt limits been maintained?
Yes. All debt limits have been met throughout the ten years.
Grant sources – Are year end balances of grant streams within acceptable levels?
Yes. Although 2015 year end balances for MSI grant stream is overdrawn, the condition is a result of cash flow.
While the reserves are not overdrawn, a concern surfaces regarding the general capital reserve. The City’s reserve policy targets transfers to the capital reserve on an annual basis at two per cent of the capital asset value for the prior year. Planned transfers to capital reserves are not meeting this target. Capital asset value at December 31, 2012 was $650.8MM. A two per cent transfer to reserves would amount to approximately $13MM. The 2014 planned transfer to the capital reserves is $5MM. Specific reserves exist to meet the capital needs for areas such as Information Technology, Fleet, Parks and Buildings. The plan results are indicating that these designated funds are not sufficient to fully provide for the specific capital needs. Hence, capital dollars are being pulled from the general operating and general capital reserves. The purpose of the general operating reserve is to provide ongoing funding to ensure that a practical level of available financial resources is maintained to protect against fluctuating revenues and expenditures. The City of Airdrie 2014 Budget 63
intended application was to cover emergency expenditures when needed. The reserve policy targets a balance in this fund at seven per cent of the City’s annual operating budget. The 2014 operating budget is projected to be $97.8MM; seven per cent of this amount is $6.8MM. The ten-year plan sees the balance remaining slightly above this target. A council strategic priority for sound fiscal stewardship includes the development of an asset management strategy. Continued progress on this strategy along with continued collection and refinement of asset data, will provide necessary information to further the information needs associated with ensuring future sustainability. The effort within this area, plus planning that includes systematic increases to reserves will work towards alleviating the noted plan concern. Capital Plan – Environment, Influences and Defined Assumptions The current environmental conditions are considered in developing assumptions incorporated into the ten-year plan. The following details the major factors driving assumptions used. City of Airdrie growth The City continues to experience exceptional growth. The large influx of people into the community puts added pressure on city service providers, infrastructure needs and community facilities. Community demographics will put pressure on specific service areas more so than others. Development forecast Airdrie’s low taxes, no business tax and reasonable offsite levy environment fuel developer interest. High growth numbers translate into potential increased housing sales. Assumptions made regarding development activity determine projected levy revenue. The following lists the assumptions used for projecting expected levies generated from developers.
Development activity is projected to be 220 acres in 2014, 205 acres in 2015 and 2016 and then 200 acres a year for 2017 through to 2023
Levy revenue is collected over a three-year period. Beginning in 2015, a change is expected to the payment schedule; this revenue will be collected over a two year period.
Annexation Planning of the new lands will be conducted over a two year period. Future development of the 2011 annexed lands will be predicated with more detailed analysis of growth and economic needs, servicing feasibility and fiscal cost analysis. Other influencing factors Council’s Strategic Priorities Council’s strategic priorities guide the development of the ten-year plan. Council’s priority of sound fiscal stewardship is the underlying principal supporting the plan. Capital needs for the City are mapped out over the short and long term. Fiscal health is measured and debt limits are tested. Council priorities to ‘design a whole community’ and ‘creating vibrant urban life’, are considered when determining capital projects to include within the plan as well as the priority assigned. The City of Airdrie transit expansion plan continues to evolve within this ten-year plan. The implementation of the Intercity Express (ICE) service and expansion of local service which took place during 2010 to 2012 is beginning to show excellent ridership growth. The 2014-2023 plan includes projects to build north and south terminals as well as planning for a future busing facility.
City of Airdrie 2014 Budget 64
Community Needs Assessment A community needs assessment is conducted every three years. This survey is an important driver to understanding our community’s wants and needs. The survey was conducted in 2012 in conjunction with the annual census. Twenty-three percent of people surveyed responded yes when asked if they would like to see additional services in Airdrie. The services specifically mentioned include improvements to recreation/facilities, more parks and better transit. When asked what new facilities should be developed, 14 per cent indicated arenas/skating facilities. The ten-year capital plan balances the primary need for protective services and infrastructure with the desire to provide recreational, cultural and public transit services. The results of the needs assessment indicate high usage of the City’s walking/trail system, playgrounds, Nose Creek Park and Genesis Place. Approximately thirty percent of those surveyed use the arenas and rinks and approximately twenty-five percent use soccer facilities. Inflation factors Department submission of capital projects are estimated at 2013 values. Inflationary factors are applied to the original cost submission as detailed in the following table. The Calgary and Region Economic Outlook report is used to determine non-residential CPI.
Non-residential CPI - (construction, buildings and roads) CPI – (vehicles, IT, machinery, equipment) CPI – (land)
2014
2015
2016
1.05 1.02 1.02
1.12 1.05 1.05
1.15 1.08 1.08
Grant Revenue There are three primary grant sources used for capital funding. The following describes each program as well as indicates other grant assumptions made when developing the plan. Basic Municipal Transportation Grant
This provincial grant is per capita based and remains consistently applied over the ten year period at $60 per capita.
Federal Gas Tax (NDCC)
Current agreement provides approximately $2MM annually through 2013. Considering the Federal Government’s commitment to continuing this grant, the assumption has been made that the grant will continue at $2.2MM per year for the years 2014-2017, representing an additional four year contract period.
Municipal Sustainability Initiative (MSI)
Original MSI grant announcements detailed grant dollars for a tenyear period 2007-2016. However, recent economic conditions have created uncertainty for this grant program. The assumption made within the 2014-2023 ten-year capital plan is that the original grant amount committed by the Province will be received over a longer period of time. Grant funds are expected at $9MM for 2014 to 2016 plus $7.5MM per year for the years 2017 and 2018, and $3.5MM in 2019.
Other Grants
The plan calls for a grant to assist with the preliminary design of a Regional Recreational Centre in 2022 and 2023 of $12.9MM. Availability of this grant is unknown at this time.
City of Airdrie 2014 Budget 65
Long-Term Debt The Capital Ten-Year Planning Summary indicates that the proposed plan remains within provincially imposed and self-imposed debt limits. The self-imposed debt limit is carefully monitored. This indicator rises to a high of 5.5 per cent in 2014 and then proceeds to fall over the next six years as a number of debentures come due. The selfimposed debt limit is 10 per cent of general revenue. Self-Imposed Debt Limit
6.00%
5.47%
5.30%
5.06% 4.49%
5.00% 4.00%
3.23% 2.54%
3.00%
2.08%
2.37%
2.15%
2.27%
2019
2020
2021
2022
2023
2019
2020
2.00% 1.00% 0.00% 2014
2015
2016
2017
2018
Debt Payments by Type
12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 2014
2015
2016
Tax Supported
2017
Utility Supported
2018
Offsite Suppported
2021
2022
2023
Total Debt Payments
Debt is categorized into three distinct types, dependent on where payment resources are generated. Tax supported debt is recovered through the generation of tax dollars while utility supported debt is generated through utility user fees. A substantial portion of these debt payments are related to offsite funded projects. Resources for this type of debt are drawn from the offsite capital reserves, thus having no impact to the tax base. For example, of the $6.2MM debt payments expected for 2014, $2.4MM is related to offsite projects. Offsite supported debt rises steadily reaching the $7.3MM mark in 2022. Offsite reserves are capable of managing the current ten-year capital plan. Utility supported debt payments will continue to remain well within the targets established.
City of Airdrie 2014 Budget 66
Debt payments grow over the ten-year period to a high of just over $10.2MM in 2022. In the short-term, debt payments will rise by approximately $41,500 in 2014, $1,028,300 in 2015 and $328,900 in 2016 (year-over-year increases). Note the total effect on the operating budget for 2014 is a $748,500 increase which includes the transfers to reserves for capital. Year-over-Year Impact on Operating fund
1,000,000 500,000 0 -500,000 -1,000,000 -1,500,000 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
The capital planning process strives to level out the year-over-year effect on the operating fund. Efforts are aimed at avoiding large spikes and to achieve gradual increases only. This long-range forecasting has revealed a significant impact on the 2021 operating fund. In the next three years, the City’s annual debt payments will increase from $6.2MM in 2014 to $7.6MM in 2016. Debt payments will increase to $7.9MM in 2020 and then to $10MM at the end of the ten-year planning period. Operating revenue is projected to grow at a rate of 10 per cent per year and helps to maintain debt ratios within established levels. Projected Annual Debenture Payments
$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2014
2015
2016
2017
Principal Pmt
2018
2019
2020
2021
2022
Interest Pmt
City of Airdrie 2014 Budget 67
City of Airdrie Outstanding Debt
90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0
1,200 1,150 1,100 1,050 1,000 950 900 2014
2015
2016
2017
2018
Projected Total Debt
2019
2020
2021
2022
2023
Projected per Capita Debt
Per capita debt is estimated to decrease from $1,134 to $1,066 by the end of 2023. Adjusting for the offsite project portion of the debt, the total tax supported debt ranges from $543 per capita to $298 per capita which is quite manageable. Debt per Capita
1,400 1,200 1,000 800 600 400 200 0
Debt per Capita - gross
Debt per Capita - tax supported
Debt per Capita - offsite supported
.
City of Airdrie 2014 Budget 68
2014-2023 Reserve Fund Overview Reserves are established at the discretion of Council to set aside funds for future operating and capital expenditures. Reserves are made up of three types: operating, capital and offsite. Certain reserves have restrictions on use depending on the source of funds. Offsite reserves make up the largest portion of restricted reserves. This type of reserve consistently makes up the majority of reserve balances over the long-term. The portion of restricted funds is shown in the graph below. Restricted vs. Unrestricted
Restricted
Unrestricted
100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Reserves Types
70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 2014
2015
2016
Operating Reserves
2017
2018
2019
Capital Reserves
2020
2021
2022
2023
Offsite Reserves
City of Airdrie 2014 Budget 70
At the end of December 2012, the City’s reserve balance as reported in the 2012 Annual Financial Report was just over $64MM. Adjusting for current commitments to reserves, the ten year capital plan begins with approximately $50MM. The General Operating Reserve consistently retains balances in and around the $7.0MM - $9.2MM mark. The General Capital reserve is projected to fluctuate over the ten year horizon ranging between $40,000 and $3.3MM. This fund balance is low and has been used to fund projects that other reserves are not able to accommodate. The projected balance in this fund as at the end of 2023 is $169,600. General Capital General Operating Reserves
14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 2014
2015
2016
2017
2018
General Operating Reserve
2019
2020
2021
2022
2023
General Capital Reserve
Optimal Level Operating Reserve Summary of Major Revenues and Expenditures For 2014, reserve contributions are estimated at $19MM of which $14MM is from offsite levy payments. Additions to reserves in 2015 amount to $24.7MM with approximately $18.6MM coming from offsite payments. Additions to reserves increase in 2016 to $28.4MM of which approximately 75 per cent of the contributions are from offsite levies. Additions to Reserves
25,000,000 20,000,000 Operating
15,000,000
Capital 10,000,000
Offsite
5,000,000 0 2014
2015
2016 City of Airdrie 2014 Budget 71
An estimated $26.3MM will be drawn from reserves in 2014 of which $6.6MM is from capital reserves and $18.5MM is from offsite reserves for capital projects. Approximately $1.2MM is drawn from operating reserves for 2014. Draws for 2015 and 2016 are estimated at $21.3MM and $15.1MM respectively of which 53 per cent are from offsite levy reserves for capital projects.
Draws from Reserves
30,000,000 25,000,000 20,000,000
Offsite
15,000,000
Capital
10,000,000
Operating
5,000,000 0 2014
2015
2016
Reserve transfers increase only gradually over the ten-year period. 2014-2023 Transfers to Reserve
8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000
Total Transfers
Environmental Services
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
0
Tax supported
City of Airdrie 2014 Budget 72
Asset depreciation can act as another test to determine the level of transfers to fund future capital needs. The depreciation figure for 2012 was approximately $15.2MM. Transfers to reserves were $4.1MM in 2013 and $5.0MM in 2014. A council strategic priority for sound fiscal stewardship includes the development of an asset management strategy. Continued progress on this strategy along with continued collection and refinement of asset data, will provide necessary information to further the financial needs associated with ensuring future sustainability. Short-term capital planning Funding from reserves and debentures will be required over the next three years. Debt financing is required due to continuing road work projects, and a reservoir pump house in west Airdrie totaling $9.5MM. In 2015 continuing road work and civic spaces have lower debt financing requirements and drop down to $7.9MM. Sources of Funding 2011-2016
25,000,000 20,000,000 2011 2012 2013 2014 2015 2016
15,000,000 10,000,000 5,000,000 0 Grants
Debentures
Reserves
Operations/Other
The major areas of spending fluctuate from year to year depending on the priorities and growth pressures and are depicted in the following graph.
City of Airdrie 2014 Budget 73
Capital Spending by Type
35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
2013 Budget
2014 Projections
2015 Projections
2016 Projections
2014 Sources and Uses of Funds Total spending for 2014 is estimated at $42.7MM. Engineering structures total costs are estimated at $30MM. The largest project is the reservoir pump house at a cost th th th th of $12.6MM, followed by 40 Avenue – 8 Street to Reynolds Gate for $6.6MM and 40 Avenue – 8 Street to Windsong Drive at $3.9MM. Arterial, collector and local road work projects for 2014 are projected at $2.5MM. Construction of the relocation of the Main Street Fire Hall is scheduled for 2014, at a cost of $3.6MM, along with a salt storage facility and a parks operations building making up the majority of the buildings and major renovations budget of $5.3MM. 2014 Use of Funds
Land & Improvements to Land Motor Vehicles Machinery & Equipment Buildings & Major Renovations Engineering Structures 0
10,000,000 20,000,000 30,000,000 40,000,000
Machinery, equipment and furniture costs are estimated at $2.7MM. Expenses are budgeted for land management software $306,600 and the IT capital budget pool is $383,300. The balance is made up of replacement costs of various pieces of equipment, and $100,000 for preliminary work related to the 2015 electronic document management initiative. City of Airdrie 2014 Budget 74
Vehicle costs are projected at $1.3MM. This major items making up this cost are the replacement of a water/sewer truck of $421,000, and a sander/plow of $241,200. Land and improvements to land are at $3.3MM. This includes a land acquisition related to road works of $746,100, as well as land for a park and ride facility related to transit for $1.1MM. Sources of funding for this year’s projects are $11.7MM in grants, $21.5MM from reserves, $9.5MM from debenture. 2014 Sources of Funds
Other Operations Reserves Debentures Grants 0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
City of Airdrie 2014 Budget 75
City of Airdrie 2014 Budget 76
2014 Capital Project Summary The capital budget schedules clearly identify the lead department for each project, and restricted reserve funds are identified as such. Following is an overview of approved 2014 projects by program area.
Expense
Funding Source
$35,770
Reserves
100,000
Reserves
73,500
Reserves
2014 Impact on Operating
CITY MANAGER Legislative Services Complete card access Electronic document management Civic spaces – 2
nd
floor renovation
CITY MANAGER TOTAL
$209,270
$57,700 $57,700
CORPORATE SERVICES Information Technology IT capital budget pool
$383,250
Reserves
Replacement PC’s
45,710
Reserves
Land management
306,600
Reserves
Life cycle replacement switches
74,610
Reserves
Life cycle server replacement
39,860
Reserves
6,000
Procurement Copiers CORPORATE SERVICES TOTAL
56,000
(5,000)
$906,030
$1,000
COMMUNITY SAFETY Fire Protection Relocation of Main Street fire station Chief Officer vehicle Replacement bush buggies COMMUNITY SAFETY TOTAL
$3,649,300
Grants
45,990
Reserves
$2,000
102,200
Reserves
4,000
$3,797,490
$6,000
COMMUNITY INFRASTRUCTURE Fleet and Equipment Training Replace skid steer (unit 105)
45,990
Reserves
(8,700)
Replace utilities van (unit 258)
41,700
Reserves
(5,290)
Replace parks mower (unit 324)
66,430
Reserves
(5,750)
Replace utilities van (unit 262)
41,700
Reserves
(4,340)
Replace Public Works (PW) truck (unit 263)
51,700
Reserves
Replace PW sander/plow (unit 266)
241,190
Reserves
(12,000)
Replace water/sewer truck (unit 267)
421,060
Reserves
(27,800)
Replace parks 11’ mower (unit 327)
95,050
Reserves
(1,980)
Replace parks mower (unit 329)
66,430
Reserves
(1,140)
276,420
Reserves
(21,000)
28,110
Reserves
1,570
Replace sweeper (unit 281) Replace utility vehicle (unit 306)
City of Airdrie 2014 Budget 77
Public Works Truck 1 1/4 ton Salt storage facility Engineering Reservoir pump house
76,650
Reserves
1,200
603,750
Reserves
800
12,600,000
Debenture/Offsite
th
th
6,577,060
Debenture/Offsite
th
th
40 Ave – 8 Street to Windsong Drive
3,885,000
Offsite
Cross connection of water supply line
1,365,000
Grant
Arterial roadway rehabilitation
1,459,500
Grants
833,700
Grants
40 Ave – 8 Street to Reynolds Gate
2
nd
Avenue water main replacement
Land acquisition
746,060
Offsite
Local roadway rehabilitation
582,750
Grants
Collector roadway rehabilitation
414,750
Water Offsite
Traffic signals
405,800
Grants
36,750
Grants
Pedestrian signals Parks Playground lifecycle replacement
166,590
Reserves
Pathway program
164,850
Reserves
Irrigation
157,500
Reserves
Replacement of sound fence
133,880
Reserves
Deep tine aerator
35,770
Reserves
Utility vehicle
22,480
Reserves
1,068,000
Reserves
Chinook Winds
436,910
Reserves
Pedestrian bridge - Nose Creek
236,250
Grants
Parks Development Parks operations building
Pedestrian bridge lifecycle
99,750
Reserves
Arterial landscaping
78,750
Roads Offsite
Waterway enhancements
52,500
Reserves
Phase II spray park
25,360
Grants
Community Infrastructure Total
$33,631,140
$1,200
($83,230)
COMMUNITY SERVICES Transit Construction park and ride
$1,184,820
Grants
1,149,750
Grants
84,000
Reserves
Life cycle fitness equipment
70,520
Reserves
Pool mechanical
51,750
Reserves
194,180
Reserves
62,100
Reserves
$42,000
Reserves
Land for park and ride Genesis Place East Lake athletic park
$20,000
Arena Lifecycle Plainsmen ice re-surfacer Twin building access Building Operations 15 East Lake Hill roof replacement Community Services Total
$2,839,120
$20,000 City of Airdrie 2014 Budget 78
Environmental Services Utility-supported projects South reservoir generator/electrical
$194,250
Reserves
Repair and replace sewer main
189,000
Grants
Channel screen and grinder
179,550
Grants
Tandem dump truck
178,850
Reserves
Cross connect sewer force main
150,780
Sewer Offsite
Unmanned recycling facility
$2,100
108,715
Reserves
Hydraulic breaker
81,760
Reserves
Potable water trailer
61,320
Reserves
6,000
Work van (sewer)
44,970
Reserves
2,000
New utility van
41,700
Reserves
4X4 truck
30,660
Reserves
Lab equipment industrial monitoring
26,570
Reserves
All purpose vehicle
22,995
Reserves
Upgrade hydraulic drive
21,460
Reserves
Rugged laptops and GPS units
13,280
(4,800) 1,200
Environmental Services Total
$1,345,860
$6,500
Total Capital Program for 2014
$42,738,910
$7,970
City of Airdrie 2014 Budget 79
2015 Sources and Uses of Funds Total spending for 2015 is estimated at $46.1MM. The focus in 2015 is on infrastructure-type projects totaling $16.5MM (36 per cent), and buildings and major renovations of $18.3MM (40 per cent). Machinery, equipment and vehicles remain fairly constant at $5MM (11 per cent) and land and land improvements amount to $6.2MM (13 per cent). 2015 Use of Funds
Land & Improvements to Land Motor Vehicles Machinery & Equipment Buildings & Major Renovations Engineering Structures 0
5,000,000 10,000,000 15,000,000 20,000,000
The building and major renovation projects amount to $18.3MM and include the following projects:
Library expansion $11.3MM
Civic spaces $2.7MM
Plainsmen arena change rooms $2.0MM
Engineering structures amount to over $16.5MM in project costs and include the following projects:
40 Ave – 8 Street to Reynolds Gate $10.5MM
Arterial, collector and road works projects plus traffic signals $2.1MM
South reservoir generator and electrical $1.8MM
th
th
Machinery and equipment is estimated at $3.1MM and includes numerous projects from many different departments. The major expenditures in this category include:
Asset management software $0.4MM
IT capital budget pool $0.4MM
Asphalt hot box/mini recycler $0.3MM
Sweeper $0.3MM
Electronic data management $0.3MM
Vehicle expenditures are estimated at $1.9MM. The planned capital costs include:
Fire truck $0.9MM
Sander/plow truck $0.3MM
Mainline sewer camera truck $0.3MM
Land and improvements to land amounts to $6.2MM and includes the following: City of Airdrie 2014 Budget 80
Land for a transit facility $2.1MM
Phase II spray park construction $0.9MM
Design for a fourth fire hall $0.6MM
Chinook Winds site development $0.6MM
Parkland development $0.5MM
Sources of funding for this year’s projects are $17.6MM from reserves, $20.5MM in grants and $7.9MM from debentures.
City of Airdrie 2014 Budget 81
2016 Sources and Uses of Funds Overall spending is projected to drop as compared to 2015 levels.
Land & Improvements to Land Motor Vehicles Machinery & Equipment Buildings & Major Renovations Engineering Structures 0
5,000,000
10,000,000
15,000,000
Spending on engineering structures is estimated at $11.0MM. Major projects in this category include:
8 Street – 4 lane Yankee Valley Boulevard to 40 Avenue $5.7MM
Arterial, collector and local roadway rehabilitation $1.9MM
Permanent snow dump/melt site $0.8MM
th
th
Building and major renovations are predicted to cost approximately $6.3MM. Major projects include:
Construction of transit facility $4.9MM
Reunion lift station build out $0.8MM
Machinery and equipment is estimated at $2.2MM and includes the cost of playground lifecycle replacement and the replacement of a loader. The IT capital budget pool is $0.4MM. Vehicles are estimated to cost $2.5MM in 2016. The larger vehicles include:
Local transit fleet replacement $0.6MM
Sewer flushing truck $0.4MM
Tandem plow truck $0.4MM
Land and improvements to land are slightly higher in 2016, amounting to $6.8MM. Major projects include:
Parkland acquisition $3.2MM
Nose Creek regional Park enhancement $1.4MM
Land acquisition $0.9MM
Sources of funding for this year’s projects are $14.1MM in grants, $11.0MM from reserves and $2.9MM from debentures.
City of Airdrie 2014 Budget 82
City of Airdrie 2014 Budget 83
APPENDIX I -
FISCAL GUIDELINES and POLICIES Fiscal Guidelines and Practices Operating Fund Assessment and Taxation The Municipal Government Act requires the City to prepare a number of documents in the assessment and taxation process which include:
Annual assessments for all property in the municipality, other than linear property. The Assessment Roll must be prepared no later than January 31.
Supplementary assessments for improvements and passing a Supplementary Assessment Bylaw annually prior to May 1.
Annual tax roll
An annual Property Tax and Supplementary Tax Bylaw. The Municipal Government Act also provides City Council with the discretion to implement other processes and procedures regarding assessment and taxation. o
The City adopted a Tax Installment Bylaw to permit taxes to be paid by installments, at the option of the taxpayer.
o
The City adopted a Tax Penalty Bylaw for non-payment of current and arrears taxes.
One-time Revenue One-time or windfall revenues are not used to fund ongoing operating expenditures. These revenues may be transferred to reserves for future use, or may be used to reduce the requirement for debt financing in the capital program. Other Revenue
Supplementary Assessment and Tax Revenue Amounts generated from annual supplementary assessment and taxation notices are transferred to the General Operating Reserve.
Land Sale Revenue Any revenue generated from the sale of land inventory or small parcels of land not suitable for government use is transferred to the General Operating Reserve.
Investment Policy The City approved an Investment Policy on January 20, 1992 with the latest revision being December 15, 2008. The City’s investment portfolio is segregated between operating and non-operating funds. The operating portfolio represents funds used to meet the projected cash flow requirements of operating expenses and capital purchases for up to one year. Interest earned on these funds is contributed to the General Operating fund and forms part of the annual operating budget. The non-operating portfolio represents funds from reserves, is longer-term in nature and may be subject to requests for additional funds to meet the cash flow of capital expenditure requirements of the City of Airdrie. Interest earned on these funds is credited to the reserves and/or grants where required by agreement. City of Airdrie 2014 Budget 84
Corporate Contingency The operating budget includes a corporate contingency for unknown or non-recurring expenditures arising throughout the year. It represents less than 0.13 per cent of the operating budget. Signing Authorities Approved by City Council October 29, 2001; latest revision July 2, 2013 Cheques over $100,000 are hand signed by the Mayor, Deputy-Mayor or Alderman working in the City of Airdrie and by the Chief Administrative Officer (CAO) or his delegate. Purchasing by Quotation Approved by City Council July 18, 2011 A minimum of two written quotations shall be obtained and documented from qualified suppliers for purchases of goods or services having an estimated yearly aggregate acquisition cost between $5,000 - $25,000; a minimum of three written quotes from qualified suppliers must be received and reviewed for purchases of goods or services having an estimated yearly aggregate acquisition cost between $25,001 - $75,000. Purchasing by Tender Approved by City Council July 18, 2011 Purchases for goods and services over $75,000 require a publicly tendered Request for Proposal (RFP) by Procurement Services. Purchases over $200,000 for construction or maintenance call for public tenders by Procurement Services. Public tendering may involve a public invitation to pre-qualify followed by invited tenders to qualified contractors. Capitalization of Assets The City follows a practice of capitalizing physical assets at cost. Tangible capital assets are capitalized according to the following thresholds:
all land purchases are recorded at cost regardless of value;
land improvements with a unit cost of $15,000 or greater;
all buildings with a unit cost of $50,000 or greater;
all machinery and equipment with a unit cost of $15,000 or greater;
all computer hardware and software items are pooled and therefore capitalized;
civil infrastructure systems (roads, bridges, sewer, water structures, transit, parks, etc.) with a unit cost of $100,000 or greater;
vehicles with a unit cost of $15,000 or greater; and
all other items with a unit cost of $15,000 or greater.
Short-Term Debt The City may use short-term debt to provide for current expenditures. The maximum amount permitted under Bylaw 1/93 is $1,500,000. The amount borrowed must not exceed the amount of taxes levied or estimated to be levied for the current year. The City has used this credit facility for many years. Reserve Funds The City of Airdrie has various operating and capital reserves. These reserves maintain a prudent level of available financial resources to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Reserve funds also provide resources for repairs/replacement/upgrading or construction of new capital assets/infrastructure, balancing the use of longterm debt with pay-as-you-go financing.
City of Airdrie 2014 Budget 85
Reserves can be funded from either internal or external sources such as: approved budget contributions; carryover of current year’s budget funds which were approved for a specific purpose, but were not expended during the year; annual surplus contributions; government grants; donations; and development levies. All reserve transactions, re-designations, revisions and new reserve requests must be approved by Council. Interest will be paid to those reserves where funding has come from external sources, unless otherwise recommended by the CAO and approved by Council. Interest may be also paid to those reserves where the future cost (future expenditure of funds) to undertake an initiative or project might be subject to inflation. Interest will be based on the reserve balance at the beginning of the month and calculated at a rate equal to the City’s annualized rate of return on short-term investments.
Financial Policies Formal Council-approved policies include: a Debt Management Policy, an Investment Policy, a Corporate Reimbursement Policy, a Procurement Policy, an Unbudgeted Expenditures Policy and Tangible Capital Asset Guidelines. All financial policies, both Council-approved and administrative, are posted on the City’s intranet for ready access by staff. The City of Airdrie overall corporate philosophy is one of minimizing rules and regulations and is a cornerstone of the corporate culture. This is consciously done to provide an environment where creativity and entrepreneurship thrive. Debt Management Policy The City of Airdrie adopted a formal Debt Management Policy on May 22, 2001 over and above the debt limits required by the Province. The policy sets forth the parameters for issuing and managing outstanding debt, and managing the outstanding debt and provides guidance to decision-makers regarding the timing and purposes for which debt may be issued and the types, and amounts of permissible debt. The City of Airdrie will only use debt financing for capital projects and will not use it for operational needs, unless approved by City Council. Debt Limitations
Total tax supported debt payments in the operating budget will not exceed ten per cent of the total General Fund operating revenue, net of requisitions.
Total Utility fund supported debt payments will not exceed 25 per cent of revenues generated through a rate structure.
Total outstanding tax supported debt shall not exceed 0.75 per cent of the city’s taxable assessment.
The City of Airdrie will ensure any debt financing will adhere to sections 251(1) through 263(1) and the Debt Limit Regulation of the Municipal Government Act.
Structural Features of Debt
Unless more advantageous interest rates can be obtained elsewhere, the City will obtain capital financing funds through the sale of debentures to the Alberta Capital Finance Authority.
The City will only fund through long-term debt, capital projects having a life expectancy greater than three years.
The City will not fund the purchase of vehicles and small equipment, computer hardware and software through long-term debt even though their life expectancy is greater than three years. This excludes heavy equipment such as graders and emergency equipment such as fire trucks and ambulances. The City will adhere to the term for loans for various types of capital expenditures as outlined in the Alberta Capital Finance Authority Bylaw No. 204.
City of Airdrie 2014 Budget 86
Where the useful life of a capital project is less than three years and where the City’s reserves and/or contributions directly from operations are insufficient to fund these capital projects the City may obtain financing from a bank, treasury branch or credit union, for a term no greater than three years, upon Council approval.
Where possible, the term of a long-term debt issuance will not exceed 75 per cent of the useful life of the asset acquired. Furthermore, the repayment of principal on tax supported debt should generally not extend beyond twenty years unless there are compelling factors which make it necessary to extend the term beyond this point. By financing over the shortest term possible, lower interest rates and reduced future costs of financing result. This also allows for a debt-free period for the asset in which other financial policies such as capital reserve allocations can be initiated.
Investment Policy The City of Airdrie adopted a formal Investment Policy on January 20, 1992 and the latest revision was December 15, 2008. The policy states its funds will be invested in a prudent manner, provide optimum investment returns within the prescribed limits while ensuring the safety of capital; meeting the City’s cash flow requirements; and conform to all appropriate City policies, Provincial statutes and regulations. A prime objective is to mitigate credit risk and interest rate risk. The policy outlines the objectives of safety and structures the portfolio into operating and non-operating portfolios. The policy covers Standards of Care including prudence, ethics and conflict of interest and delegation of authority. It defines eligible investments, asset mix, diversification, competitive bids, payment, safekeeping and reporting. Unbudgeted Expenditure Policy The City of Airdrie adopted a formal Unbudgeted Expenditure Policy on February 20, 2001. Pursuant to the Municipal Government Act, an expense may only be made if it is included in the operating or capital budgets or otherwise authorized by City Council, for an emergency, or legally required to be paid. An alderman expensing something that is not authorized under section 248 is liable to the municipality for the expenditure or amount spent. The City of Airdrie recognizes circumstances arise resulting in changes to programs and services planned for in the annual operating and capital budgets. The policy limits an alderman’s liability for potentially making expenditures not authorized and provides guidelines and proper authorization for council and administration to implement budget changes in a responsible, timely manner. This policy covers issues dealing with: budget administration, compensating expenditures exclusive of the corporate contingency, compensating expenditures using the corporate contingency and non-compensating expenditures. Corporate Reimbursement Policy The City of Airdrie adopted a formal Corporate Reimbursement Policy on August 4, 1998 with the last revision bind April 3, 2006. City of Airdrie reimburses for reasonable, legitimate and necessary expenditures incurred by individuals while representing the City, engaging in official City business, attending meetings, conferences, seminars or other training opportunities. The policy provides guidelines to staff for consistency, accountability and clearly defining authority to attend, funding source, permitted expenses, payment limits and reporting requirements. It is assumed and expected expenses will be consistent with the best interests of the City and its desire to minimize costs.
City of Airdrie 2014 Budget 87
This policy covers issues dealing with: administration; claims from petty cash fund; issuance and use of corporate credit cards; issuance of funds in advance of expenditures; qualified reimbursable expenses; qualified traveling expenses and limits; reimbursement for training and education purposes; and professional and individual memberships. Procurement Policy The City of Airdrie adopted a formal Procurement Policy July 18, 2011. The policy establishes the parameters for the acquisition of goods and services by the City of Airdrie. The policy establishes the basic direction, philosophies, climate and values upon which the purchasing function must operate. The objective of the City’s Procurement Policy is to ensure that goods and services are acquired through a fair, open, transparent and competitive process that uniformly balances the interests of taxpayers with the fair and equitable treatment of suppliers. Procurement Services uses competitive purchasing as the primary strategy in the procurement of goods and general services. The scope of the policy governs the acquisition of goods and services, by purchase or lease, with City funds from all sources including both operating and capital expenditures. Procurement Services has overall responsibility for administering this policy under the general direction of the Director of Corporate Services. Reserve Policy In 2006, a reserve policy was formally adopted by Council. The policy defines capital, operating and developer/offsite levy reserves. The policy establishes reserve limits and includes a schedule of all reserves which identifies their purpose, sources of funding, ceilings, application of funds, duration, whether it is interest bearing and whether separate bank accounts are required. The guidelines identify how reserve transactions, re-designations, revisions and new reserve requests are approved and funded. All approvals for expenditures from reserves; redefinition of reserve funds or inter-reserve transfers must be obtained prior to the transaction occurring. All reserve accounts must be represented in the City’s annual financial statements and budget documents. All reserves must be reviewed annually by the Chief Administrative Officer, Director of Corporate Services, Finance Advisory Committee and Council to determine if the reserves are still required. Annual contributions to reserves have been established over the past few years from specific operating departments and include Information Technology, Fleet, Buildings and Grounds, Water and Sewer, Emergency Services, Parks, Arena Operations, and Genesis Place. Supplementary Tax Revenue is transferred to the General Operating Reserve. In 2005, a 2.5 per cent tax increase was included specifically to increase transfers to the General Operating reserve for future projects and has been maintained in future year’s budgets. Amounts may vary from year to year, depending on budget pressures, and are included in Fiscal Services. Tangible Capital Asset Guidelines The objective of this policy is to establish the accounting treatment for tangible capital assets so users of the financial statements can discern information about the investment in property, plant and equipment and the changes in such investment. The principle issues in accounting for tangible capital assets are the recognition of assets, the determination of their carrying amounts and amortization charges, and the recognition of any related impairment losses. The policy provides accountability over tangible capital assets including gathering and maintaining information needed to prepare the financial statements. The policy outlines the definitions of tangible capital assets, betterments, expected useful life, fair value, capital lease and the asset register.
City of Airdrie 2014 Budget 88
Policy statements include the capitalization thresholds, categories of assets, valuation methods, ownership for tracking and maintaining assets, requirement for annual review, componentization, amortization, disposal, what is to be maintained in the asset register and reporting. A schedule of the recommended maximum useful life is included in the policy.
Accounting, Auditing and Financial Reporting Annual Financial Statements The City of Airdrie is required by provincial legislation to prepare annual financial statements by May 1 for the immediately preceding year, in accordance with generally accepted accounting principles for municipal governments established by the Public Sector Accounting Board of the Canadian Institute of Chartered Accountants, and any modification of the principles or any supplementary accounting standards or principles established by the minister by regulation. Auditors and Audit Report Pursuant to the Municipal Government Act, City Council must appoint one or more auditors for the municipality. The City’s auditors must report to City Council on the annual financial statements and financial information return of the municipality. Interim Financial Reporting The City prepares comprehensive quarterly Business Planning and Budget updates that are presented to the Corporate Planning Team, Finance Advisory Committee and Council. This document reports on progress towards completion of City Council’s Strategic Priorities, Department Business Plans and Goals, and projects. A projected variance for revenue and expenditures compared to budget is prepared indicating whether a surplus or deficit is anticipated. If it appears a deficit is projected, the City takes action necessary to eliminate this possibility.
City of Airdrie 2014 Budget 89
City of Airdrie 2014 Budget 90
APPENDIX II -
GLOSSARY Accrual
Council’s Strategic Priorities
The accounting practice of recording revenue or an expense in the period in which it is incurred, as opposed to when funds are actually received or paid.
They are also known as Council’s Strategic Focus Areas. These are the broad areas City Council has identified as key to creating the City’s vision. Specific initiatives are identified annually within each of these areas.
Annexation The legislated process for acquiring land from a surrounding rural municipality for the purpose of future urban development. Assessment Split The ratio of residential assessment to nonresidential assessment.
Curbside Recycling A service whereby recyclable waste is picked up from outside residences, rather than being dropped off centrally by the ratepayer, with the goal being to divert tonnage from the landfill through increased participation. Debenture
Balanced Budget A budget where revenues equal expenditures, with no surplus or deficit, as required by the Municipal Government Act.
Loans repayable to the Alberta Municipal Financing Corporation or bank, treasury branch or credit union (approved by the Province). Debenture debt is issued on the credit and security of the City of Airdrie at large.
Budget The City of Airdrie’s plan for resourcing its business activities for the upcoming year(s), including estimated expenditures and anticipated revenues to offset those expenditures.
Debt Limit A maximum amount of debt that can be borrowed based on a pre-determined set of criteria established by the Province of Alberta and/or self-imposed by the City.
Business Plan Outlines each department’s mission statement, strategic link, core services, goals for three years, and performance measures. Capital Expenditure A capital expenditure is incurred when funds are spent to either buy fixed assets (property, plant or equipment) or to add to the value of an existing fixed asset with a useful life extending beyond one year.
Deficit A shortfall in revenues versus expenditures. Pursuant to the Municipal Government Act, if a deficit does occur, it must be recovered in future years. Depreciate To reduce the value of an asset annually over its useful life in accordance with accounting principles.
Capital Plan
Dial-a-bus
Identifies the City of Airdrie’s major maintenance expenditures and proposed new infrastructure and facilities, and the plan for financing those items.
Part of the City’s non-routed transit service, where a resident places a call and the bus picks up at a designated location nearby.
City of Airdrie 2014 Budget 91
Finance Advisory Committee (FAC)
Operating Fund
A Council-appointed committee consisting of the Mayor, two aldermen, and four members of the public who recommend direction on specific financial matters to Council.
The City’s operating fund consists of tax and ratesupported activities needed to provide essential municipal services for the city and its residents occurring in the course of everyday business.
Full Time Equivalent (FTE)
Over-Levy
Ratio of total number of paid hours during a period (part-time or full-time) by the number of working hours in that year.
An amount of money collected for provincial school requisitions that exceeds the final requisition amount, due to changes in assessed values. The over-levy reduces the next year’s requisition amount.
Fund A self-balancing entity recording revenues and expenditures and other financial resources, together with all related liabilities and residual equities or balances. Changes in the activity of the fund are included in the financial reporting. A fund is generally established for the purpose of carrying out specific activities or attaining certain objectives pursuant to special regulations, restrictions or limitations.
R-1’s, R-2’s, R-4’s Single-family dwellings, duplexes, and multifamily dwellings, respectively. Regionalization Inter-municipal co-operation regarding issues involving stakeholders throughout the Calgary region.
Green Municipal Fund (GMF)
Reserves
GMF is a Government of Canada program administered through the Federation of Canadian Municipalities providing loans and grants, builds capacity, and shares knowledge to support municipal governments and their partners in developing communities that are more environmentally, socially and economically sustainable.
Monies set aside for future needs, some restricted in use and some unrestricted.
Infrastructure Deficit The gap between identified projects required to maintain and construct the City’s infrastructure, and the available funding for those projects.
Revenue Funds the City receives and records as income. Revenue is segregated into taxes, user fees, government transfers, sales to other governments, investment income, penalties and costs on taxes, franchise and concession contracts and other income (fines, permits, development fees, dividends). School Requisitions
A combined Emergency Medical and Fire Service, with employees cross-trained in both areas of expertise.
Alberta municipalities collect taxes, based on property assessment. These taxes are collected on behalf of the Province which funds the education system and are remitted to the Province quarterly.
County of Rocky View
Service Level
The rural County of Rocky View, which surrounds the City of Airdrie. Offsite Levy
The frequency, amount or type of service provided by a specific City department (e.g. sports fields mowed twice weekly; plans approved within six weeks).
Funds levied on new developments restricted for projects required due to growth
Supplementary Tax Revenue
Integrated Emergency Service Operations
Taxes on new properties that are completed and occupied during the budget year. City of Airdrie 2014 Budget 92
Tangible Capital Assets Non-financial assets having physical substance that are: held for use in the production or supply of goods or services, for rental to others, for administrative purposes, or for the development, construction, maintenance, or repair of other tangible capital assets; have useful economic lives extending beyond one year; are to be used on a continuing basis; and are not held for re-sale in the ordinary course of operations. Taxable assessment That portion of the municipality’s assessment subject to a property tax levy (some properties are classified as exempt, such as churches and schools). The Province Refers to the Provincial Government of Alberta. Triple Bottom Line Consideration of environment, economic and social factors. Utilities City-operated utilities include water, sewer and waste management. Vision Council’s long-term ideal to strive for, for the community of Airdrie. Created with input from the community, City staff and Council.
City of Airdrie 2014 Budget 93
APPENDIX II -
ACRONYMS Term
What it Stands for
DARP
Downtown Area Redevelopment Plan, the City’s plan for revitalizing Airdrie’s downtown core.
FCM
Federation of Canadian Municipalities: The national voice of municipal government since 1901. With more than 1,750 members, FCM represents the interests of municipalities on policy and program matters that fall within federal jurisdiction. Members include Canada's largest cities, small urban and rural communities, and 18 provincial and territorial municipal associations.
FCSS
Family and Community Support Services: A partnership between the Province, municipalities and Métis Settlements that develops locally-driven preventive social initiatives to enhance the well-being of individuals, families and communities.
FTE
Full Time Equivalent. Ratio of total number of paid hours during a period (part-time or full-time) by the number of working hours in that year.
GDP
Gross Domestic Product
ICSP
Integrated Community Sustainability Plan: A plan developed through public engagement to determine what the community would look like if it were sustainable and then identify and implement steps to enable it to realize that future
I.T.
Information Technology
MDP
Municipal Development Plan, the City’s primary planning document.
MGA
Municipal Government Act, the provincial act regulating municipalities.
NDCC
New Deal for Cities and Communities: A program of the federal government allocating federal gas (petrol) tax revenues toward maintenance and development of municipal infrastructures.
RCMP
Royal Canadian Mounted Police
City of Airdrie 2014 Budget 94
2013 Business Plan Goals
Status (as at September 30, 2013)
Sequence provision of infrastructure to annexed lands to support commercial and industrial development as a priority
The Request for Proposals (RFP) has been issued for the infrastructure review. Award and commencement of the is work is scheduled for Q4.
Ensure that the City’s bylaws and internal processes are in place to support the principles of AirdrieONE
The new City Plan will align with the goals and objectives of AirdrieONE. The Land Use Bylaw rewrite is well underway. The draft is being completed for discussion. Several stakeholder input sessions have been held.
Increase web-based options to enable our citizens and businesses to conduct their business needs with the City, saving our customers the time and expense of in-person transactions
Two projects currently in process work towards facilitating online services for our citizens and businesses. The first project being data clean up - this project focuses on ensuring the current state of data is accurate and ready to import to new systems and/or online applications. The second project is the Municipal Enforcement CityView software. The project is currently in the validation stage and is expected to go live on December 2, 2013.
Consistent with the City’s focus on fiscal responsibility, continue to educate residents regarding the fiscal impacts and true costs of services, infrastructure and programs
The City culture of innovation promotes an environment that is always looking for efficiencies. Initiatives that involve new technology and process changes are reviewed for bettering efficiencies. To date, reviews have been conducted and efficiencies have been gained within the following processes: cheque signing process, paper records management, centralizing safety training records and uploading information from Land Titles, Building Inspections combination of permits, taxation automating reporting, arena bookings process, IT service desk software and processes, and addressing being transferred to GIS.
Develop and implement an asset management strategy to maximize the cost-effective life of the City’s assets
The focus is on asset management from the perspective of corporate overview. The ability to identify assets; determine life span; determine condition and replacement costs; project, track and manage operating costs; sustain service and existing operating costs. Identification of needs to establish a Council endorsed asset management policy is in process. This policy will guide the organization through asset management progression and ensures consistency and alignment throughout departments. To date, an asset management strategy has been developed and presented to the Corporate Planning Team (CPT). A policy has been drafted and will be presented to CPT for endorsement in the coming weeks. The review of the current landscape is being wrapped up with staff moving on to needs analysis.
City of Airdrie 2014 Budget 95
2013 Business Plan Goals
Status (as at September 30, 2013)
Develop an advocacy strategy directed toward senior levels of government for community issues that fall outside local government’s mandate to ensure ongoing quality of life for Airdrie citizens
Discussions have been held with Corporate Communications, the Directors and the Intergovernmental Affairs Department with the City of Calgary. A preliminary template has been developed with five key issues identified. Strategies to advocate those issues have also been developed. A strategy document is now being prepared to reflect these discussions.
Continue to explore opportunities with stakeholders and potential business partners for increasing access to post-secondary and specialized learning options in Airdrie
Due to recent transition of staff with both Rocky View Schools and Bow Valley College, this initiative will continue in the fourth quarter.
Increase the proportion of non-residential assessment through strategic investment attraction, investigation of incentives for attracting business, and through marketing opportunities
Continue to investigate for opportunities to connect with industry and new business opportunities through our Investment Attraction program. Working with federal and provincial government liaisons, industry groups and leaders and individual business leaders to ensure they all know about investment opportunities in Airdrie.
Continue to support community-grown-and-led arts and cultural events to enhance our citizens’ quality of life
Canada Day Parade and Fireworks, Airdrie Regional Air show, ARTember and AirdrieFest were all successful 2013 events. Community Development provided assistance with appropriate resources and will continue to support these groups with feedback that has been collected and provided to the organizers to ensure continued sustainability of future events. The inaugural Community Investment Fund recipients, ARTember and Creative Airdrie will follow up with the appropriate documentation in Q4 to account for the funds received by the City of Airdrie in accordance with the CIF policy approved by Council. The department continues to provide support to the planning of the 2014 Alberta Summer Games through the Facilities portfolio.
As part of an overall communication plan, continue to educate residents and businesses regarding the importance of water conservation, and promote and encourage water conservation
Ongoing initiatives include the Toilet Rebate Program, selling of rain barrels and providing residents with indoor and outdoor water conservation tips. In June, the Sustainability Coordinator made a presentation regarding sustainability in Airdrie to classes at both Ralph McCall and Herons Crossing Schools (approximately 85 students). This presentation included water conservation messages, providing students with the toilet leak handout and showing them the geophone equipment that Public Works staff use to find and fix leaks in the pipes of the City’s water system.
Reduce the amount of waste per household that goes to landfill in 2013 versus 2012 levels
At the end of September, the Curb Side Organic pilot project was completed. Staff is analyzing the results and will be making recommendations to the Environmental Advisory Board in November. The pilot project was successful in reducing household waste to landfill, 349 homes reduced their waste by an average of 47 per cent per month. City of Airdrie 2014 Budget 96
APPENDIX IV -
2013 STRATEGIC PLANNING CALENDAR JANUARY
FEBRUARY Feb. 4
MARCH
th
4 quarter Variance narratives and explanations due
Mar. 10/14
Council’s Strategic Priorities (evenings)
Mar. 19
Establish Corporate Priorities with CPT (Council’s Strategic Priories)
Mar. 26
Budget Approach and Assumptions Establish 10-year capital plan
APRIL Apr. 16
1st quarter Variance narratives and explanations due
Apr. 24
Capital Requests due to Directors
* Key departments prepare growth projections for 2014
MAY May 8
Business Plans due to Directors
May 10
Capital Requests due to Finance
May 23
Business Plan Review by CPT
May 31
Staffing Requests due to Directors
JULY July 9
All administrative fees and charges due to Legislative Services
July 15
2nd quarter Variance narratives and explanations due
July 25
Review proposed fees and charges at CPT Draft Operating Budgets (including summaries) due to Directors
July 31
Aug. 16
Aug. 19
3rd quarter Variance narratives and explanations due
Operating Budgets (including summaries) due to Finance
June 20
Finalize Capital Budget
June 24
Staffing Review
* Ensure draft budget update goes to various Council boards and committees * Any Fees and Charges Bylaws to be presented to Council in June
SEPTEMBER Sept. 9
Operating Budget presentations (Community Safety)
Sept. 11
Operating Budget presentations (Community Infrastructure)
Sept. 16
Operating Budget presentations (Community Services)
Sept. 18
Operating Budget presentations (People and Organizational Effectiveness, Corporate Services)
Sept. 20/25/27
CPT Review of Operating Budgets
Fees and charges to Council
* Library and AHL draft budgets presented to Council and FAC
NOVEMBER Nov. 4
Budget presentation to Council with FAC in attendance
Staffing due to Finance
June 11 and 12 Capital Budget Review
AUGUST
OCTOBER Oct. 15
JUNE June 7
DECEMBER Dec. 2
Budgets to Council
Dec. 16
Alternate date for Budgets to Council
Nov. 12/13 FAC Review of Budget Oct. 29
Capital budget to FAC
Nov. 16
Tentative FAC review of Budget
Nov. 19/25 FAC Review of Budget
City of Airdrie 2014 Budget 97
98
APPENDIX V -
BUSINESS PLANS AND OPERATING BUDGETS
99
City of Airdrie 2014 Budget Highlights Operating Budget Summary Finanical Summary Summary By Fund
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues General Operations
(60,246,398)
(65,368,884)
(64,666,806)
(70,035,390)
8%
(69,926,960)
(73,408,460)
Utility Operations
(20,074,440)
(22,796,760)
(22,329,910)
(27,755,350)
24%
(30,490,580)
(33,863,730)
Total Revenues
(80,320,838)
(88,165,644)
(86,996,716)
(97,790,740)
12%
(100,417,540)
(107,272,190)
General Operations
63,107,387
67,232,889
67,926,226
73,871,060
9%
79,076,880
82,398,700
Utility Operations
17,213,451
19,537,340
19,070,490
23,919,680
25%
26,506,030
29,258,020
Total Expenditures
80,320,838
86,770,229
86,996,716
97,790,740
12%
105,582,910
111,656,720
5,165,370
4,384,530
Expenditures
Total Summarized by Fund
(1,395,415)
Council Approved Budget
100
City of Airdrie 2014 Budget Highlights Operating Budget Summary Financial Summary By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
(41,594,670)
Revenues Net Property Taxes
(32,740,979)
(35,375,776)
(35,375,776)
(38,745,060)
10%
(39,390,110)
(358,649)
(504,036)
(480,221)
(490,120)
2%
(149,120)
(149,120)
Sales & User Charges
(23,589,278)
(26,468,115)
(25,627,800)
(30,444,910)
19%
(34,375,790)
(37,974,490)
Other Revenues
(14,641,732)
(16,395,579)
(15,735,917)
(17,896,510)
14%
(17,897,330)
(18,650,940)
(577,782)
(597,965)
(601,000)
(358,780)
Conditional Grants
(2,163,973)
(2,194,695)
(2,135,985)
Drawn from Reserves
(3,448,744)
(4,047,368)
(4,326,007)
Sales to Other Governments
Unconditional Grants
Internal Recoveries
(40%)
(179,400)
(2,003,310)
(6%)
(1,918,830)
(1,988,770)
(5,067,250)
17%
(3,708,150)
(4,020,430)
(2,354,230)
(2,582,110)
(2,582,090)
(2,784,800)
8%
(2,798,810)
(2,893,770)
(79,875,367)
(88,165,644)
(86,864,796)
(97,790,740)
13%
(100,417,540)
(107,272,190)
Salaries, Wages & Benefits
35,452,247
37,767,082
37,986,880
43,022,410
13%
47,042,880
49,020,760
Contracted & General Services
10,426,692
12,868,695
12,894,057
14,427,180
12%
14,243,010
14,731,110
Purchases from Other Governments
11,666,805
13,054,100
12,349,690
15,172,630
23%
17,050,250
18,976,090
6,460,016
7,555,444
7,494,031
8,022,460
7%
7,321,880
7,578,960
33,568
29,631
41,001
5,594,354
4,029,236
4,308,966
5,059,230
17%
6,486,570
7,351,250
171,689
177,400
163,600
175,300
7%
178,540
181,850
Long-Term Debt
5,518,678
6,245,800
6,420,670
6,260,220
(2%)
7,275,970
7,604,860
Internal Charges
2,354,231
2,582,116
2,582,120
2,784,770
8%
2,798,810
2,893,760
121,799
267,005
430,061
386,000
659,000
706,000
Total Revenues Expenditures
Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
Other Transacations Grants to Groups & Other Organizations Total Expenditures
(100%)
(10%)
2,075,288
2,193,720
2,193,720
2,480,540
13%
2,526,000
2,612,080
79,875,367
86,770,229
86,864,796
97,790,740
13%
105,582,910
111,656,720
5,165,370
4,384,530
360.51
374.51
NET COST/(GAIN)
(1,395,415)
Personnel - Year Equivalents Year Equivalent: Full - Time Year Equivalent: Part - Time Total Personnel - Year Equivalents
308.00
317.51
337.50
6.30%
82.98
90.94
94.06
3.43%
98.98
101.91
390.98
408.45
431.56
5.66%
459.49
476.42
45,711
48,360
53,326
10%
57,219
60,938
Forecast Population Forecast Population Total Forecast Population Cost per Capita
45,711
48,360
53,326
10%
57,219
60,938
1,747.40
1,796.21
1,833.83
1.30%
1,845.24
1,832.30
Council Approved Budget
101
CITY OF AIRDRIE 2014 BUSINESS PLAN
PROPERTY TAXES & GENERAL REVENUE BUSINESS FOCUS STATEMENT
To tax all assessed properties in accordance with all applicable bylaws and City policies to maximize revenues and income from other sources for residents and businesses in Airdrie.
CORE SERVICES
Taxation: Taxation of all assessable properties; fair application of the property tax penalty, prepayment, and discount bylaws; submission of applications for grant-in-lieu of taxes on provincial and federal properties. General Revenue: Administer the provisions of the City’s franchise agreements with Fortis and ATCO Gas. Fiscal Services: Cash management and investment of surplus cash pursuant to the City’s Investment Policy; ensure receipt of all unconditional grant funds due to the City; plan and secure debt financing ensuring all legislative requirements are met.
KEY SUCCESS INDICATORS Indicator Customer satisfaction re: value for tax dollar
Measure % increase in rating
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
+5%
65%
N/A
70%
72%
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S5: City operations are efficient and effective
C2: Explore the possibility of moving to a four year short-term planning period to coincide with Council four-year term 2015 and 2016 Desired Outcome Explore other potential revenue sources
Initiative/Strategy Ensure operations are efficient, provide good value for money and work towards limiting tax increases. Continue with Provincial Benchmarking Initiative and explore Service Level review model. Operating budgeting which plans for revenue generation over a four year period and includes modeling for expenditures. Capital budgeting which is aligned with asset management strategy. Align budgeting with a four year Council and corporate strategy
Target Benchmarking Initiative data analyzed and potential opportunity identified. Council alignment with services and service levels. Short-term budget planning strategy defined and approved by council. Council approved asset management strategy. 2015 budget cycle prepared 2016-2019
Initiative/Strategy Additional revenue streams established
One
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Total municipal property tax revenue Total operating investment earnings Total utility revenue
2014 2013 Forecast Projected
102
2012 Actual $31,898,293 $1,223,564 $20,074,440
2011 Actual $29,290,064 $2,012,743 $18,077,751
Target
2010 Actual $26,719,693 $1,323,743 $16,939,268
2009 Actual $24,142,175 $3,270,867 $15,267,108
Customer Benefits (Key efficiency measures) Activity Description Taxes as a % of total municipal operating revenue Utility revenue as a % of total municipal revenue Net municipal property taxes per capita Operating cost per capita Long-term debt per capita Reserves per capita Long-term liquidity per capita % of debt limit used % of debt service limit used Debt service as % of operating expense Short-term investment ROR Bond investments >1 yr. ROR Managed funds ROR BENCHMARKS (Other municipalities, industry standards, private sector) 2010 Municipal Indicators Net Municipal Property Taxes per capita Total expenses per capita Sales and User Charges per capita Salaries Wages and Benefits per capita Contracted services per capita Material, goods, supplies per capita Long-Term Debt/capita
2012 Actual 44.20%
2011 Actual 44.20%
2010 Actual 41.41% 24.46% $671 $1,404 $1,089 $1,538 $569 37.0% 27.7% 9.4% 0.73% 3.95% 5.20%
2009 Actual 37.84% 22.53% $634 $1,458 $938 $1,475 $654 34.2% 23.0% 8.1% 3.20% 6.20% 4.10%
$716 $1,493 $1,127 $1,408 $395 40.6% 27.9% 8.7%
$687 $1,407 $1,008 $1,562 $669 37.2% 28.2% 9.1% N/A 3.49% 4.54%
Airdrie Lethbridge Medicine Hat 49,560 90,417 61,180 $671 $987 $728 $1,669 $2,855 $2,793 $551 $1,651 $664 $736 $1,398 $1,329 $239 $473 $330 $4,139 $599 $201 $1,089 $509 $1,967
Red Deer 97,109 $1,006 $2,847 $1,502 $1,172 $376 $452 $2,142
Provincial and federal grants per capita Accumulated Surplus – unrestricted per capita Accumulated Surplus – restricted per capita Percent of Debt Limit Used Percent of Debt Service Limit Used Number of Designated Accounts
103
$429 $430 $1,243
$377 $27 $1,019
$298 $229 $1,514
$485 $268 $1,535
38% 28% 4
10.75% 12.74% 8
32% 13% 4
49% 32% 8
SERVICE LEVELS Core Service Taxation
Major Functions Preparation of tax revenue projections Set tax rate Manage school requisitions
General Revenue
Franchise agreement Investment income
Fiscal Services
Corporate Contingency Reserves
Description of Current Level
(eg: frequency; standard; response time)
Annual preparation for a three year period as required for the operating budget. Annually, by the first week of May. Submitted for Council approval. Ensure requisitioned school taxes are raised through taxes. Make quarterly remittances and tax under/over levy amounts.
Proposed Service Level Changes
Estimated Cost of Program
Total
$(38,745,060)
Total
$(6,786,590)
Administer franchise agreements with both Fortis and Atco Gas. These rates are set annually. Project interest revenue – three year projection for operating revenue and a ten year projection for capital. Set contingency amount annually through budget process and administer this fund throughout the year. Plan for transfers to and from reserves through budget process. Administer the fund balances. Total Total Cost
104
$1,027,810 $(44,503,840)
City of Airdrie 2014 Budget Highlights Financial Summary Property Taxes and General Revenue By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Property Taxes and General Revenue Property Taxes and General Revenue
(36,466,950)
(36,696,864)
(40,506,400)
10%
(44,503,840)
(44,472,960)
(46,645,270)
Total Property Taxes and General Revenue
(36,466,950)
(36,696,864)
(40,506,400)
10%
(44,503,840)
(44,472,960)
(46,645,270)
(36,466,950)
(36,696,864)
(40,506,400)
10%
(44,503,840)
(44,472,960)
(46,645,270)
Total Property Taxes and General Revenue
Council Approved Budget
105
City of Airdrie 2014 Budget Highlights Financial Summary Property Taxes & General Revenue By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Net Property Taxes Other Revenues Unconditional Grants
(32,740,979)
(35,375,776)
(35,375,776)
(38,745,060)
10%
(39,390,110)
(41,594,670)
(4,948,179)
(5,836,615)
(6,044,590)
(6,454,230)
7%
(6,589,000)
(6,916,490)
(577,782)
(597,965)
(601,000)
(358,780)
(38,266,940)
(41,810,356)
(42,021,366)
(45,808,070)
(40%)
(179,400)
Conditional Grants Drawn from Reserves Total
(250,000) 9%
(46,158,510)
(48,511,160)
(15%)
1,184,150
1,313,060
Expenditures
Contracted & General Services Contributed to Capital Added to Reserves/Allowances
1,650,937
1,157,466
1,157,466
980,230
Bank Charges & Short Term Interest
69,605
70,000
70,000
70,000
Other Transacations
79,448
166,000
287,500
254,000
(12%)
Total NET COST/(GAIN)
71,400
72,830
430,000
480,000
1,799,990
1,393,466
1,514,966
1,304,230
(14%)
1,685,550
1,865,890
(36,466,950)
(40,416,890)
(40,506,400)
(44,503,840)
10%
(44,472,960)
(46,645,270)
Council Approved Budget
106
City of Airdrie 2014 Budget Highlights Financial Summary Property Taxes & General Revenue By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Property Taxes & General Revenue Property Taxes & General Revenue 1-01-000 GENERAL REVENUES 1-10-000 TAXES REVENUES 1-12-192 FISCAL SERVICES Total Property Taxes & General Revenue Total Property Taxes & General Revenue
(5,919,356)
(5,619,122)
(6,733,963)
1%
(6,786,590)
(6,744,400)
(6,895,000)
(32,312,313)
(32,659,592)
(35,254,443)
10%
(38,745,060)
(39,390,110)
(41,594,670)
1,764,719
1,581,850
1,482,006
(31%)
1,027,810
1,661,550
1,844,400
(36,466,950)
(36,696,864)
(40,506,400)
10%
(44,503,840)
(44,472,960)
(46,645,270)
(36,466,950)
(36,696,864)
(40,506,400)
10%
(44,503,840)
(44,472,960)
(46,645,270)
Council Approved Budget
107
City of Airdrie 2014 Budget Highlights Financial Summary Property Taxes & General Revenue By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Net Property Taxes Other Revenues Unconditional Grants
(32,740,979)
(35,375,776)
(35,375,776)
(38,745,060)
(39,390,110)
(41,594,670)
(4,948,180)
(5,836,615)
(6,044,590)
(6,454,230)
(6,589,000)
(6,916,490)
(577,782)
(597,965)
(601,000)
(358,780)
(179,400)
(38,266,941)
(41,810,356)
(42,021,366)
(45,808,070)
(38,266,941)
(41,810,356)
(42,021,366)
(45,808,070)
Conditional Grants Drawn from Reserves Total Revenues Total Revenues
(250,000) 9%
(46,158,510)
(48,511,160)
(46,158,510)
(48,511,160)
1,313,060
Expenditures Contracted & General Services Contributed to Capital Added to Reserves/Allowances
1,650,937
1,157,466
1,157,466
980,230
1,184,150
Bank Charges & Short Term Interest
69,605
70,000
70,000
70,000
71,400
72,830
Other Transacations
79,448
166,000
287,500
254,000
430,000
480,000
Total Expenditures
1,799,990
1,393,466
1,514,966
1,304,230
1,685,550
1,865,890
Total Expenditures
1,799,990
1,393,466
1,514,966
1,304,230
(14%)
1,685,550
1,865,890
NET COST/(GAIN)
(36,466,951)
(40,416,890)
(40,506,400)
(44,503,840)
10%
(44,472,960)
(46,645,270)
Total Personnel Forecast Population Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
($798)
($838)
($835)
($777)
($765)
Cost Per FTE Cost Per Capita
Council Approved Budget
108
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Property Taxes, Requisitions, Fiscal, & General Revenues BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Tax revenue from growth is estimated at $1,800,000 plus an increase of $13,690 in supplementary tax revenue. Typical growth revenue has moved from the long time average of $1,500,000. Projections for the following two years are estimated to remain the same at $1,800,000. A 1% tax increase generates an additional $365,000 in 2014. Council approved a 3.44% tax increase amounting to $1,255,600. No franchise fee increases have been included. A 1% increase on Fortis fees would generate an additional $166,000 in revenue. Franchise fee revenue has proven to be a valuable elastic source of revenue. Franchise fee increases year-over-year as related to growth is more than $356,000. The City of Airdrie will cease to receive the provincial Municipal Sustainability Initiative Operating grant as the last provincial budget announced plans to phase out the grant by 2016. Investment revenue will increase and this is mainly due to the significant increase in school requisitions. About half of these requisition dollars are collected by June month end and payments are made quarterly. The added dollars available to assist with cash flow results in higher investment interest.
Council Approved Budget
109
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Property Taxes & General Revenue Revenues Net Property Taxes
Other Revenues
Unconditional Grants
(3,369,284) Represents tax revenue from growth (-$2,100,000) plus small increase in supplementary taxes (-$14,000); remainder of increase is due to higher than projected growth in 2013 (-$196,000). 3.44% tax increase (-$1,256,000). (409,640) Growth in franchise fees (-$457,000); Increase in interest revenue (-$40,000); decrease in penalties in unpaid taxes (+$80,000); decrease in golf course fees (+$7,000) 242,220 MSI operating grant expected to be phased out over two years.
Conditional Grants Drawn from Reserves
Total Revenues
(250,000) Use half of 2013 surplus that was transferred to General Operating Reserve to fund 2014 budget (-$200,000). Additional transfer from surplus to offset contribtution to snow reserve (-$50,000). (3,786,704) ($3,786,704)
Expenditures Contracted & General Services Contributed to Capital Added to Reserves/Allowances
(177,236) Additiional supplementary tax transfer to reserve.
Bank Charges & Short Term Interest Other Transacations Total Expenditures
(33,500) Change in corporate contingency year-over-year. (210,736) ($210,736)
Net Increase (Decrease)
($3,997,440)
Council Approved Budget
110
NOVEMBER 2013
City Council
City Manager (CAO)
Director of People and Organizational Effectiveness
Director of Corporate Services
Director of Community Safety
Director of Community Infrastructure
Director of Community Services
Page 1
111
City of Airdrie 2014 Budget Highlights Financial Summary City Council By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Council City Council
348,781
343,330
393,740
6%
418,100
467,440
480,850
Total City Council
348,781
343,330
393,740
6%
418,100
467,440
480,850
348,781
343,330
393,740
6%
418,100
467,440
480,850
Total City Council
Council Approved Budget
112
City of Airdrie 2014 Budget Highlights Financial Summary City Council By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Drawn from Reserves Total Expenditures
Salaries, Wages & Benefits
269,086
289,795
277,960
300,870
8%
353,930
360,070
Contracted & General Services
58,456
74,210
85,100
84,200
(1%)
86,080
87,750
Materials, Goods, Supplies, & Utilities
21,239
30,680
30,680
33,030
8%
27,430
33,030
348,781
394,685
393,740
418,100
6%
467,440
480,850
348,781
394,685
393,740
418,100
6%
467,440
480,850
Added to Reserves/Allowances Total NET COST/(GAIN) Personnel - Year Equivalents Year Equivalent: Full - Time Year Equivalent: Part - Time Total Personnel - Year Equivalents
Council Approved Budget
113
City of Airdrie 2014 Budget Highlights Financial Summary Council By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Council Council 1-11-010 COUNCIL
348,781
343,330
393,740
6%
418,100
467,440
480,850
Total Council
348,781
343,330
393,740
6%
418,100
467,440
480,850
348,781
343,330
393,740
6%
418,100
467,440
480,850
Total Council
Council Approved Budget
114
City of Airdrie 2014 Budget Highlights Financial Summary Council By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Drawn from Reserves Total Revenues Total Revenues Expenditures Salaries, Wages & Benefits
269,086
289,795
277,960
300,870
353,930
360,070
Contracted & General Services
58,456
74,210
85,100
84,200
86,080
87,750
Materials, Goods, Supplies, & Utilities
21,239
30,680
30,680
33,030
27,430
33,030
Added to Reserves/Allowances Total Expenditures
348,781
394,685
393,740
418,100
467,440
480,850
Total Expenditures
348,781
394,685
393,740
418,100
6%
467,440
480,850
NET COST/(GAIN)
348,781
394,685
393,740
418,100
6%
467,440
480,850
Personnel - Year Equivalents Year Equivalent: Full - Time Year Equivalent: Part - Time Total Personnel - Year Equivalents Total Personnel Forecast Population Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
$8
$8
$8
$8
$8
Cost Per FTE Cost Per Capita
Council Approved Budget
115
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET City Council BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget primarily include maintaining the status quo with increases to professional memberships based on projected population growth. The Mayor's account has been increased to offset a reduction made in the 2013 budget. The current Mayor typically spends this account. Council remuneration was reviewed and approved for the 2013-2017 term. Council remuneration is set by the outgoing Council to ensure a current sitting Council does not set its own remuneration. The Mayor's remuneration increased by $15,000 with a fuel allowance of $400 per month being provided ($4,800 per year). Both the Mayor and Aldermen are eligible to receive the COLA approved for staff, if any. A proposed 2% COLA has been included for 2013.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Council Revenues Drawn from Reserves Total Revenues
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
22,910 Council approved increases for Mayor and Aldermen (+$18,000), fuel allowance for Mayor (+$5,000) (900) Increase to Mayor's Account (+$1,000) and Professional Memberships which are population based (+$3,000). 2,350 Increase to staff Christmas Party.
Added to Reserves/Allowances Total Expenditures
24,360 $24,360
Net Increase (Decrease)
$24,360
Council Approved Budget
116
City Manager (CAO)
Manager of Legislative Services and Corporate Communications
Legislative Services Team Leader
Recording Secretary
Insurance/Risk Management Advisor
Corporate Communications Team Leader
Security Advisor Communications Advisors Claims Administrator
Executive Assistant Graphic Designer Council Technician
Records & Information Administrator
Legislative Officer
Records Management Technician
Legislative Services Technician
Record Clerks
Directors Administrative Assistant
117
Corporate Administrative/Security Generalist
City of Airdrie 2014 Budget Highlights Financial Summary City Manager By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Manager City Manager
256,002
261,270
272,200
86%
505,940
517,710
Corporate Communications
593,259
601,873
690,220
9%
752,080
820,390
938,630
Legislative Services
849,053
811,223
936,170
(3%)
911,160
1,019,040
1,023,110
Records/Insurance/Risk Management Total City Manager Total City Manager
522,940
851,777
853,000
1,023,750
26%
1,284,880
1,397,320
1,481,320
2,550,091
2,527,366
2,922,340
18%
3,454,060
3,754,460
3,966,000
2,550,091
2,527,366
2,922,340
18%
3,454,060
3,754,460
3,966,000
Council Approved Budget
118
City of Airdrie 2014 Budget Highlights Financial Summary City Manager By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales & User Charges Other Revenues
(19,594)
(14,275)
(12,200)
(970)
(16,250)
(17,500)
Drawn from Reserves
(13,350)
9%
(13,350)
(13,350)
(13,350)
(13,350)
(100%)
(32,300)
(38,930)
(20,564)
(62,825)
(68,630)
(13,350)
1,654,624
1,843,520
1,843,520
2,291,280
24%
2,532,980
2,714,240
855,439
975,180
1,047,290
1,096,600
5%
1,155,300
1,186,180
Materials, Goods, Supplies, & Utilities
28,292
93,140
100,160
79,530
79,530
78,930
Added to Reserves/Allowances
32,300 2,570,655
2,911,840
2,990,970
3,467,410
16%
3,767,810
3,979,350
2,550,091
2,849,015
2,922,340
3,454,060
18%
3,754,460
3,966,000
18.00
Total
(100%) (81%)
Expenditures
Salaries, Wages & Benefits Contracted & General Services
Total NET COST/(GAIN)
(21%)
Personnel - Year Equivalents Year Equivalent: Full - Time
14.00
14.00
16.99
21%
19.00
Year Equivalent: Part - Time
3.80
4.38
4.55
4%
4.72
7.22
17.80
18.38
21.54
17%
23.72
25.22
Total Personnel - Year Equivalents
Council Approved Budget
119
CITY OF AIRDRIE 2014 BUSINESS PLAN
CITY MANAGER
BUSINESS FOCUS STATEMENT
To provide City Council and stakeholders of the City of Airdrie (ratepayers, service users, business partners, and taxpayers) with an engaged administration that will “create, serve, care” in order to ensure that their needs and expectations are being met and that resources are being applied in the most effective and efficient manner possible.
CORE SERVICES
Overall leadership and direction to City staff in providing municipal services that are in alignment with City Council’s vision and strategic priorities Collaborative and effective working relationship with City Council Advocacy regarding strategic issues and participation with other partners at the local, regional level and provincial levels
KEY SUCCESS INDICATORS Indicator Value for tax dollars
Value for tax dollars Citizen Satisfaction Survey Based on the mean ratings regarding: Managing the affairs of the community Managing community growth and development Overall quality of services provided Efficiency of services provided Value for tax dollars
Measure Operating cost per capita
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Maintain lowest quartile cost/capita in AMA benchmarking group
1,854
$1,715
$1,404
$1,458
3.75
3.70
N/A
3.72
3.73
4.0
3.76
N/A
3.83
3.81
Citizen Satisfaction Index out of 5.0 Citizen Satisfaction Index out of 5.0
120
DESIRED OUTCOMES
2014-2016 Desired Outcomes Provide Responsive Customer Service
Create Strong Corporate Alignment
Demonstrate Value
Initiative/Strategy Ensure that customer inquiries and concerns are acknowledged within two business days, and followed up on with the customer in a timely manner • C2: Explore Council’s goals for their term and move toward a longer-term time horizon for strategic priorities. • C3: Seek clarity on service level expectations, and enhance understanding of services and associated resource requirements through joint Administration/ Council service capacity reviews. C4: Use the data collected in benchmarking to investigate efficiencies to our processes in order to improve service delivery. C5: Focus on organizational priorities to ensure resources are allocated to items of strategic importance, completing them in a timely manner and managing the impact on the organization. • C1:
121
Target Response to Website Enquiries (90%)
Finalize Spring 2014
June 2014
December 2014
Completion of identified priorities per Directorate
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description
2014 Forecast 8.09
FTEs:1,000 residents* *Full-time equivalents from budget 2013 budget = 408.45 up from 391.95 in 2012 2014 budget = 438.68 up from 408.45 in 2013 2012 45,711; 2013 48,360; 2014 51,000
2013 Projected 8.60
2012 Actual 8.57
2011 Actual 9.19
2010 Actual 8.99
2009 Actual 8.96
Customer Benefits (Key efficiency measures) Activity Description % of customers that rate the delivery of services as being efficient (good and very good) – Customer Satisfaction Survey % of customers who felt that the services provided met or exceeded their expectations – Customer Satisfaction Survey Rating of customers who are satisfied with the quality of service provided by the City (Customer Satisfaction Survey) % of employees that feel the City is a good employer (would recommend to others) % of employees that understand the expected deliverables/outcomes of their business plan – Employee Satisfaction Survey % employees satisfied with CAO leadership – Employee Satisfaction Survey
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 49,560* Quality of Life (good or very good) 2012* 95% *Population figures shown are for most recent year available *** 2011 Survey Results
2012 Actual
2011 Actual
2010 Actual
2009 Actual
No Survey
78%
78%
92%
No Survey
92%
88%
79%
No Survey
83%
82%
96%
No Survey
93%
No Survey
85%
No Survey
82%
No Survey
74%
No Survey
83%
No survey
Grande Prairie 55,032 92%***
EMERGING TRENDS AND ISSUES
Lethbridge 90,417 98%***
Medicine Red Hat Deer 61,180 97,109 N/A 97%***
St. Albert 60,994 99%
The biggest impact on the City Manager’s Business Plan is the increased activity and participation by the Mayor and City Council in local, regional and provincial initiatives. One of the trends is the greater expectation from Council for citizen engagement and participation. A second trend is the need to place a greater focus on advocacy through the establishment and cultivation of strong intergovernmental relationships. The collaborative relationship with Rocky View County and the Rocky View School Division bodes well for future endeavors. Key challenges include the changing political scene at the provincial and federal level, increased focus on fiscal responsibility, the potential economic instability and continued pressures to provide viable municipal services. A new Council will be elected October 2013; it is integral to understand their goals and to align expectations regarding the delivery of services to the community.
122
SERVICE LEVELS Core Service Overall leadership and direction to City staff
Major Functions
Collaborative and effective working relationship with City Council Participation with other partners at the local, regional and provincial levels
Bring the Mission, Vision, Strategic Priorities, Corporate Priorities and Values to life and ensure alignment Ensure Council’s strategic priorities are met Ensure CPT’s corporate priorities are met Ensure City staff are engaged Liaise between City Council and staff Ensure Council direction is carried out Ensure Council receives appropriate information to make informed decisions Foster collaborative and trusting relationships with Council members Recognize importance and value of positive and collaborative relationships with other levels of governments and external agencies Encourage participation in initiatives that could achieve greater efficiency and effectiveness in municipal services Advocate for health care, schools and emerging local needs
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$505,940
Director meetings on Council Mondays Weekly CPT meetings Three Great Big Meetings per year Employee engagement through wandering around, department visits, blogs, suggestion box, fireside chats, community cafes
Daily meetings with the Mayor Regular individual meetings with Council members Regular Council meetings Monthly informal sessions Bi-annual jam sessions
Locally Regular meetings with business and the development community Meetings with school divisions Participate in Rotary Club Regionally Participate in Calgary Regional Partnership and its subcommittees Participate in Inter-municipal Committee with Rocky View County Provincially/Federally Participate in mid-sized City Managers network meetings Participate in AUMA and CAMA
123
City of Airdrie 2014 Budget Highlights Financial Summary City Manager By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Manager City Manager 1-12-010 CITY MANAGER
256,002
261,270
272,200
86%
505,940
517,710
522,940
Total City Manager
256,002
261,270
272,200
86%
505,940
517,710
522,940
256,002
261,270
272,200
86%
505,940
517,710
522,940
Total City Manager
Council Approved Budget
124
City of Airdrie 2014 Budget Highlights Financial Summary City Manager By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Drawn from Reserves Total Revenues Total Revenues Expenditures Salaries, Wages & Benefits
243,861
252,930
252,930
479,450
492,720
497,150
Contracted & General Services
8,253
13,280
13,920
19,690
18,190
18,990
Materials, Goods, Supplies, & Utilities
3,888
5,350
5,350
6,800
6,800
6,800
256,002
271,560
272,200
505,940
517,710
522,940
Total Expenditures
256,002
271,560
272,200
505,940
86%
517,710
522,940
NET COST/(GAIN)
256,002
271,560
272,200
505,940
86%
517,710
522,940
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
1.00
1.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
1.00
1.00
3.00
3.00
3.00
1.00
1.00
3.00
3.00
3.00
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
256,002
272,200
168,647
172,570
174,313
$6
$6
$9
$9
$9
Total Personnel
200%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
125
$9
CITY OF AIRDRIE - 2014 OPERATING BUDGET City Manager BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget primarily include maintaining the status quo with inflationary increases on identified accounts. Administrative support for the Mayor and City Manager have been moved from Legislative Services and Council into this budget. With the two positions being moved into this budget, protection for the release of information on individual salaries is achieved. Associated costs for training have also been moved over.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
City Manager Revenues Sales & User Charges Drawn from Reserves Total Revenues
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities Total Expenditures
226,520 Reflective of COLA, band, step and benefit increases. In addition, administrative support for the City Manager and Mayor has been moved here from Legislative Services. The administrative support for the Mayor will show as 1.0 FTE. The position was approved by Council mid-year 2013 and funded through a vacancy in Records Management. 5,770 Purchased Services increased for speaker added for GBM (+$1,500 - cut in 2013), Corporate Development (+$1,000 - cut in 2013), AUMA moved into General Travel from Training (+$1,500), Training Travel as conference costs increased due to location (+$1,000), General Training as training for administrative support moved from Legislative Services to City Manager (+$1,600). 1,450 Increase in the Goods account for the Great Big Meetings and textbooks. 233,740 $233,740
Net Increase (Decrease)
$233,740
Council Approved Budget
126
CITY OF AIRDRIE 2014 BUSINESS PLAN
CORPORATE COMMUNICATIONS BUSINESS FOCUS STATEMENT
Corporate Communications creates an engaged and informed public, staff and Council by providing communications strategy and support to all City of Airdrie departments, while strengthening the reputation of the City of Airdrie.
CORE SERVICES Reputation management: Proactively identify and manage issues to maintain the reputation of the City of Airdrie Establish the overall direction for the Corporate Communications department Ensure City Council’s strategic priorities relating to communications and advocacy are met Strategic communications planning: Provide communications support to City Council and Departments Ensure Department accountabilities are met in terms of strategic communications, publications, media relations, marketing communications, City website, corporate events, visual identity and branding, internal communications, public safety communications Create and present reports to senior management and City Council Build strong collaborative relationships with City departments Graphic design services: Conceptualize, plan, design and produce a wide range of printed and electronic communication materials for assigned projects and as outlined in the specific strategic communications plan Prepare print specifications, working closely with clients, communication advisors and printing/design/production vendors through all stages of the print/design project Develop and maintain the inventory of all corporate photography, stock photography and stock illustration Crisis communications: Lead crisis communications efforts including staffing the Emergency Operations Centre and managing the EOC Communications team Customer service: Provide public information and receptionist services in City Hall and provide the first point of contact for building security including access, reporting and troubleshooting
KEY SUCCESS INDICATORS Indicator
Measure
Level of satisfaction for City website/online services
2013 Citizen Satisfaction Survey
Number of residents using website as a method of contact Employee satisfaction with GBM In the City Guide is easy to use Twitter Subscribers E-newsletter Subscribers
2013 Citizen Satisfaction Survey Great Big Meeting Survey In the City Guide satisfaction survey Number of followers Number of subscribers
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
63%
N/A
66%
80%
71% *this survey predates the launch of the City’s new website in February 2013
20%
12%
7%
N/A
8%
60%
N/A
N/A
N/A
N/A
80%
70%
N/A
N/A
N/A
4,500
3,000
1,000
400
N/A
2,200
1,700
1,500
900
N/A
127
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome
Initiative/Strategy
Target
Three policies and/or standards developed and implemented
Reputation Management Actively manage the City’s reputation by creating policies, procedures and corporate standards for communications.
Visual Identity Standards Develop a Council approved policy that establishes visual identity standards Social Media Strategy Develop a Council approved policy that establishes social media standards Media Relations Strategy Develop a Council approved policy that establishes media relations standards
S7: Advocacy Strategy Build on the strategy that provides leadership and direction on advocacy with other levels of government.
Refine the advocacy strategy
Meet the success measurements set out in the strategy
Crisis Communications
Complete training for all team members
Participate in one tabletop exercise
2015 and 2016 Desired Outcome
Initiative/Strategy
Target
Policies and/or standards developed and implemented, as needed
Reputation Management Actively manage the City’s reputation by creating policies, procedures and corporate standards for communications.
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of strategic communications plans Number of designed collateral pieces that adhere to visual identity standards Number of press releases/media advisories Number of web page approvals Number of sub-brand marketing strategies and designs i.e. AirdrieONE, BCT, 2014 Summer Games, Website, e-billing Number of tweets from City of Airdrie account Number of departments using social media
2014 Forecast 60
2013 Projected 40
2012 Actual 20
2011 Actual 5
2010 Actual N/A
2009 Actual N/A
250
225
197
75
65
40
110
100
88
80
78
60
550
480
N/A
N/A
N/A
N/A
10
11
7
N/A
N/A
N/A
500 7
400 5
250 4
N/A 3
N/A 2
N/A 0
Customer Benefits (Key efficiency measures) Activity Description Internal business unit satisfaction survey
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Determine baseline
N/A
N/A
N/A
128
2012 BENCHMARKS (Other municipalities, industry standards, private sector) Population ratio/Communications FTE Corporate Communications Budgets City staff ratio/Communications FTE
Airdrie 49,560*
1 FTE per 10,000 FTE/110
Grande Prairie 55,032 1 FTE per 25,000
FTE/350
St. Albert 60,994 1 FTE per 8,537 $916,100 FTE/115
*Note: Population figures shown are for most recent year available *Grande Prairie: Communications and Marketing is decentralized, with additional Communications/Marketing staff supporting various City facilities. **St. Albert: Director of Communications, three FTE Communications Advisors, two FTE Graphic Designers, 1.2 FTE administrative and receptionist staff
EMERGING TRENDS AND ISSUES
2013 PR Trend Forecast: Corporate By Paul Holmes January 27, 2013 The blurring of the line between consumer branding and corporate reputation, the importance of leadership from the very top of the organization, and the need to engage via digital and social media are among the key challenges facing corporate communicators in the year ahead. 1. Starting at the top: One important lesson of recent years is that a great corporate reputation depends of corporate behavior, not corporate communication. And the way a corporation behaves is almost always a reflection of its CEO’s character (and the way he or she communicates that character within the organization). 2. The convergence of communications functions: The past few years have seen an increasing convergence of communications functions. In areas such as corporate social responsibility, it is no longer clear where consumer marketing ends and corporate reputation building begins. The traditional dividing line between corporate reputation and public affairs is similarly blurry: companies are coming to realize that they can’t hope to influence public policy if they have not previously done a good job of establishing public trust. 3. Make a connection: A recent study by Northwestern University’s Kellogg School of Management found that consumers are more likely to defend a brand with which they have a personal connection, even amidst scandal. “Engagement is key to brand loyalty and to building and sustaining market share, awareness and reputation,” says Rachel Spielman, executive vice president of the corporate and public trust practice at Ruder Finn. “In a world where people can customize where, how, and what they read and consume, we need to create more targeted and customized content for different stakeholders.” That content need to be placed in the context of corporate storytelling, Spielman says. “In communications, it is our responsibility to maximize these investments in innovation by making storytelling an integral part of execution,” she adds. “With a more fragmented media environment, we need to do even more as strategic communications counselors help our clients bring to life the value they bring to customers—it’s still about the story.” 4. Embrace digital and social media for corporate reputation building: Companies are coming to realize that engaging with a wide range of stakeholders—employees, shareholders, opinion leaders and others—can help sustain a positive corporate reputation. 5. The supply chain: Companies like Apple have already discovered that problems with suppliers—from labor practices to health and safety issues—resonate with consumers. “Companies are under more scrutiny than ever before on all aspects of supply chain from environment to human rights,” says Geoff Beattie, who heads Cohn & Wolfe’s global corporate practice from the firm’s London office. “Recent cases have shown that even the biggest brands can be vulnerable on these issues.”
129
SERVICE LEVELS Core Program Internal Communications
Intranet strategy development to facilitate communication among staff Employee newsletter (quarterly)
External communications
Description of Current Level
Major Services
(e.g.: frequency; standard; response time)
Daily monitoring Weekly updates Annual review Periodic revamping in response to customer feedback N/A
Graphic design and production support for internal communications initiatives
One FTE provides all internal and external graphic design services for the City
Great Big Meeting
Coordinate logistics and work with CPT to develop agenda
Internal Communications Strategy
N/A
Media relations Coaching & advising Council & staff Building positive relationships with local media Using media relations strategies to communicate with the public
Requests completed on an as required basis
Corporate events and publications strategy, design, writing and editing Web site strategy and content management in collaboration with City departments
Requests completed on an as required basis Web pages and community event submissions being approved on a daily basis Many website requests still being sent to IT Services for support
130
Proposed Service Level Changes Work with IT to develop a project plan and timeline to overhaul MyNet in order to improve internal communications Quarterly production (or an alternative method) to communicate with staff who do not have daily access to a PC Use contracted services to provide additional support necessary to support corporate graphic design requests Restructure format in response to feedback received at spring 2013 GBM Enhance internal communications through implementation of an internal communications strategy endorsed by CPT Focus greater attention on fostering collaborative relationships with the media Increase the number of media releases distributed and expand the current distribution list to include Calgary and area media
Communications to act as the first point of contact for all website requests, including web page approvals, web page creations, form review, new page requests, landing page image requests and design, content advisor
Estimated Cost of Program
Social media strategy development
None to date Twitter is managed on a daily basis Requests to manage Facebook cannot be accommodated
Creating and maintaining brand and visual identity standards
Identity and consistency is well managed
Marketing & advertising
Awareness and knowledge of departmental marketing and advertising plans
Develop strategic communication plans to support departments with their marketing and advertising needs
Public Information Officer for Disaster Services
Fulfill PIO role in the event of a disaster
PIO plan and team in place
Reception
Assist customers with information, guidance and Commissioner for Oath services Assist with logistics for Great Big Meetings Corporate support with outgoing mail, courier, stationery, access, security and City Connection
Service provided on demand
training and support, community event calendar approvals and ongoing support Any new website development requests will be considered and implemented on a quarterly basis in collaboration with IT Develop a social media strategy that provides leadership and direction on a social media philosophy Investigate the expansion of current social media tools to look at the addition of new social media for the City Develop a new visual identity for the City of Airdrie that more accurately represents our corporate brand
Expand PIO team to include all three Communications Advisors Communications PIO’s to attend required training Communications to develop standardized emergency social media & online communications protocol
Two times per year Daily
Total Cost
131
$752,080
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Communications By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Manager Corporate Communications 1-12-014 CORPORATE COMMUNICATIONS
593,259
601,873
690,220
9%
752,080
820,390
938,630
Total Corporate Communications
593,259
601,873
690,220
9%
752,080
820,390
938,630
593,259
601,873
690,220
9%
752,080
820,390
938,630
Total Corporate Communications
Council Approved Budget
132
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Communications By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(950)
(250)
(1,500)
(11,000)
(11,000)
(950)
(11,250)
(12,500)
(950)
(11,250)
(12,500)
Salaries, Wages & Benefits
463,617
519,950
519,950
565,900
651,150
766,390
Contracted & General Services
117,068
149,570
178,620
180,200
163,260
166,260
2,523
5,000
4,150
5,980
5,980
5,980
Drawn from Reserves Total Revenues Total Revenues
(100%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures
11,000 594,208
674,520
702,720
752,080
820,390
938,630
Total Expenditures
594,208
674,520
702,720
752,080
7%
820,390
938,630
NET COST/(GAIN)
593,258
663,270
690,220
752,080
9%
820,390
938,630
Personnel - Year Equivalents Year Equivalent: Full - Time
3.33
4.33
5.33
6.33
5.33
Year Equivalent: Part - Time
2.15
1.23
0.23
0.23
2.23
Total Personnel - Year Equivalents
5.48
5.56
5.56
6.56
7.56
5.48
5.56
5.56
6.56
7.56
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
108,259
124,140
135,266
125,059
124,157
$13
$14
$14
$14
$15
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
133
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Corporate Communications BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget primarily include the move to a more strategic focus in accordance with the Communications Audit completed in 2010. Strategic communications support has been assigned to each portfolio. To complement the new website, more emphasis has been placed on video production and social media.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Corporate Communications Revenues Other Revenues Drawn from Reserves Total Revenues
1,500 Reflects actuals, no resources to sell advertising. 11,000 12,500 $12,500
Expenditures Salaries, Wages & Benefits
45,950 Reflective of COLA, band and step increases and associated benefit increases (+$46,000).
Contracted & General Services
1,580 2012 carry forward for display unit (-$11,000); increase videos to four (+$6,000); decrease to annual community report printing (-$14,000); increase for City Connection (+$9,000); advertising related to Anti-bullying campaign (+$12,000).
Materials, Goods, Supplies, & Utilities
1,830 Increase for iStock photos.
Added to Reserves/Allowances Total Expenditures
49,360 $49,360
Net Increase (Decrease)
$61,860
Council Approved Budget
134
CITY OF AIRDRIE 2014 BUSINESS PLAN
LEGISLATIVE SERVICES
BUSINESS FOCUS STATEMENT
Legislative Services provides: Advice and assistance in the areas of local, provincial, and federal legislation to protect the interests and assets of the organization and public and to ensure that the City operates within a democratic framework Census, elections, privacy and access to information Administrative support
CORE SERVICES
Legislative Services: City Council including their Boards and Committees and Associated Volunteer Program, Administrative Support to City Council, CAO and Directors, Legal Services, Contract Management, Census, Elections, Quasi-judicial Boards, Freedom of Information and Protection of Privacy, Recording Technician Services, Agenda Management
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S5: Review 1 process each year to ensure a Business Continuity Plan is in place (Agenda.Net) S5: Maximize operational efficiencies (General Appeal Board process) Internet voting for 2017 Participate in MGA review from City perspective and Clerk’s Association perspective 2015 and 2016 Outcome Review 1 process each year to ensure a business continuity plan is in place Maximize operational efficiencies
Initiative/Strategy Picked one process to review
Target One process completed
Review for effectiveness and efficiencies Participate in Minister’s task Force on internet voting Complete stakeholder input in MGA review
One process completed
Initiative/Strategy Picked one process to review
Target One process completed
Review current processes
One process completed
135
Internet voting for 2017 Spring/Summer
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Census: number of households requiring door to door collection number of dwellings Increase in dwellings Number of agreements reviewed - Legal Number of bylaws reviewed Number of appeals Subdivision and development Assessment review Received Heard General appeal board CAO Extraordinary meeting requests (recording secretaries) Difficult vs. easy Commissioner for Oaths Resident/non-resident Commissioner for Oaths services Number of events/functions hosted by Mayor/Council City Manager/Directors Mayor meetings/events/appearances School programs (primarily grade 6) *increase due to voting station tours
2014 2013 Forecast Projected
2012 Actual
2011 Actual
2010 Actual
2009 Actual
45.00%
55.00%
45.66%
48.67%
48.26%
48.31%
19,246 5% 45 40
18,330 6.4% 45 40
17,174 6.82% 46 56
16,180 6.15% 49 35
15,243 5.22% N/A
14,487 8.31% N/A N/A
8
15
8
11
11
8
20 10 6 1
19 10 6 1
22 7 0 2
81 35 1 1
10 8 1 N/A
89 19 1 N/A
15
14
14
8
5
17
74/690
11/500
56/522
45/255
43/67
702/62
470/41
552/26
262/46
110/5
60
48
24
42
33
12
700
750
711
12
16*
30
N/A
N/A
N/A
N/A
N/A
N/A
Customer Benefits Activity Description Census - higher online response decreases the cost of enumeration Number of committees, boards and commissions processing agendas through Agenda.Net (out of 8 committees, 5 will use Agenda.Net) BENCHMARKS (Other Airdrie municipalities, industry 49,560* standards, private sector) Census - number of households responding 56% online (2012) *Population figures shown are for most recent year available
2011 Actual 56%
2010 Actual 57.33%
2009 Actual 51.69%
2/8
N/A
N/A
N/A
Grande Medicine Red Deer Prairie Lethbridge Hat 90,417 97,109 55,032 61,180 N/A 32.1% N/A N/A
EMERGING TRENDS AND ISSUES
2012 Actual 54.34%
St. Albert 60,994 43%
Increase in requests for support regarding census administration Experiencing increased legal activity due to growth More active Council is resulting in increased workload for administrative staff Increased activity, both internal and external, being experienced by all frontline staff (walk-in, phone, email) due to growth Results of the 2013 municipal election Council’s decision to withdraw communication support from not-for-profits/external groups has resulted in work being downloaded to front line administrative staff whose skill levels with respect to graphic design are lower than those housed in Corporate Communications
136
SERVICE LEVELS Core Services
Major Functions
Legislative Services City Council Council boards and committees
Administrative Support Legal Services Contract Management Census Elections Quasi-judicial Boards
Freedom of Information and Protection of Privacy
Description of Current Level
(eg: frequency; standard; response time)
Prepare agendas, attend meetings, follow up (within one week) for a minimum of 36 scheduled meetings Prepare agenda, attend and follow up for Organizational Meeting Administer volunteer program including filling vacancies (as required) and annual recognition banquet; provide recording secretary services and agenda preparation for some boards City Council, Mayor, City Manager, 5 Directors
Proposed Service Level Changes
Estimated Cost of Program
Additional 1.0 FTE to provide additional administrative support to CAO
Liaison between City Council, staff and solicitor Coordinate formal legal reviews (as required) Maintain/monitor contract log Review of contracts/ agreements to decide which require formal legal review Conduct census annually in accordance with legislation Conduct election every three years in accordance with legislation Administer the appeal process in accordance with legislation (as required) Prepare agendas, attend meetings, complete follow up, and provide Recording Secretary services Administer FOIP requests in accordance with legislation Initiate and train staff on the requirements of the legislation Total Legislative Services
137
$911,160
City of Airdrie 2014 Budget Highlights Financial Summary Legislative Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Manager Legislative Services 1-12-101 LEGISLATIVE SERVICES
849,053
811,223
936,170
(3%)
911,160
1,019,040
1,023,110
Total Legislative Services
849,053
811,223
936,170
(3%)
911,160
1,019,040
1,023,110
849,053
811,223
936,170
(3%)
911,160
1,019,040
1,023,110
Total Legislative Services
Council Approved Budget
138
City of Airdrie 2014 Budget Highlights Financial Summary Legislative Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(17,713)
(12,275)
(11,200)
(20)
(16,000)
(16,000)
(7,500)
(14,130)
(17,733)
(35,775)
(41,330)
(11,600)
(17,733)
(35,775)
(41,330)
(11,600)
Salaries, Wages & Benefits
515,121
543,340
543,340
Contracted & General Services
336,054
357,210
403,950
Materials, Goods, Supplies, & Utilities
8,113
22,340
Added to Reserves/Allowances
7,500
Other Revenues Drawn from Reserves Total Revenues Total Revenues
(11,600)
(11,600)
(11,600)
(11,600)
(11,600)
(11,600)
(11,600)
524,560
550,870
551,130
385,400
466,970
471,380
30,210
12,800
12,800
12,200
(72%)
Expenditures
Total Expenditures
866,788
922,890
977,500
922,760
1,030,640
1,034,710
Total Expenditures
866,788
922,890
977,500
922,760
(6%)
1,030,640
1,034,710
NET COST/(GAIN)
849,055
887,115
936,170
911,160
(3%)
1,019,040
1,023,110
Personnel - Year Equivalents Year Equivalent: Full - Time
4.83
4.33
3.33
3.33
3.33
Year Equivalent: Part - Time
1.15
1.65
1.71
1.89
1.89
Total Personnel - Year Equivalents
5.98
5.98
5.04
5.22
5.22
5.98
5.98
5.04
5.22
5.22
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
141,982
156,550
180,786
195,218
195,998
$19
$19
$17
$18
$17
Total Personnel
(16%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
139
CITY OF AIRDRIE - 2014 OPERATING BUDGET Legislative Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget primarily include maintaining status quo with inflationary increases on identified accounts. Increases have been included in the census account to provide for greater marketing/advertising efforts. Online response was down significantly in 2013 and residents appeared reluctant to complete the census overall. Special requirements legislated by the Province have resulted in increased complexity of the census process and an increase in the census worker honourarium is planned to attract and retain census workers. It should be noted that census workers have not seen an increase in the honourarium for three years and due to rotating questions, are being expected to ask more questions than in the past. Increases in staffing represent the increased workload for conducting the census as a result of requirements set out by the Province in 2012 (one such requirement is the need to contact 1,000 households to double check population information) and an existing part time staff member becoming trained in and required to conduct safety audits for and on behalf of the City of Airdrie.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Legislative Services Revenues Sales & User Charges
(400)
Other Revenues
16,000 As 2014 is not an election year, no revenue will be realized from the Rocky View Schools.
Drawn from Reserves
14,130 No carry forward in 2014.
Total Revenues
29,730 $29,730
Expenditures Salaries, Wages & Benefits
(18,780) Reflective of COLA, band and step increases and associated benefit increases (+$36,000). Addition of 0.06 FTE Recording Secretary to assist with safety auditing (+$9,000). Moved City Manager administrative support to City Manager cost centre.
Contracted & General Services
(18,550) Increase primarily reflected in increased costs for conducting the annual census; postage and legal fees.
Materials, Goods, Supplies, & Utilities
(17,410) Increase in volunteer banquet offset by a decrease for one time cost of Council chairs.
Added to Reserves/Allowances Total Expenditures
(54,740) ($54,740)
Net Increase (Decrease)
($25,010)
Council Approved Budget
140
CITY OF AIRDRIE 2014 BUSINESS PLAN
RECORDS & INFORMATION MANAGEMENT RISK MANAGEMENT BUSINESS FOCUS STATEMENT
Records Management: To provide leadership, specialized knowledge and strategic direction to the City’s Records Management Program, ensuring information is managed throughout its life cycle as corporate assets, for the benefit of staff and the citizens of Airdrie. Risk Management: To minimize the cost of risk to the City and protect its people and assets from loss through the process of: 1. Risk Identification, 2. Risk Control, and 3. Risk Financing, which includes administration of the City’s insurance and claims program.
CORE SERVICES
Records Management: Ensures the systematic lifecycle management of records and information from creation through to disposition, regardless of form, facilitates access and disclosure, and determines short and long term space requirements for Corporate Records. Risk Management: Manage the corporate insurance policy. Administer incident investigation and process claims (insured and retained). Oversee corporate risk management program including review of contracts and new City initiatives. Control building access and manage security issues
KEY SUCCESS INDICATORS Indicator
Measure
Insurance Loss Ratio
Claims / Premiums
Insurance Risk Control Modifiers
Insurer’s perception City’s risk
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
20%
TBA
23.2%
33.7%
15.9%
Property=0.64 Liability=0.60 Auto=0.76
141
Property=0.64 Liability=0.60 Auto=1.00
N/A
Property=0.64 Liability=TBA Auto=0.88
Property=0.64 Liability=TBA Auto=0.88
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S5: Records management software extended throughout the organization
Initiative/Strategy Number of Business Units using system
S6: Manage the life cycle of electronic documents throughout the organization
Increased independence from Insurers
Phase 1: Reduce frequency of low severity claims submitted to insurers
Phase 2: Handle low severity claims internally
S4: Blanket Special Event Liability Coverage supported by user fees Risk Management Software implemented to improve data integrity, tracking, and analysis
Needs assessment Scanning potential marketplace for possible vendor solutions Educate departments on claims and their role in the process Formalizing/standardizing City’s claims handling processes (i.e.: website forms, IRM business cards, IRM email intake, IRM staff claims education) Increase self-insured retention/funding level Needs assessment Product research (AMSC) Secure funding and support through ITSC Vendor selection and implementation Plan and budget for completion of ancillary buildings
All City facilities secured and monitored exclusively by card access
2015 and 2016 Outcome Electronic Document Management Software
Initiative/Strategy RFP process Vendor selection Pilot initiated Implementation initiated Continue to build on Phase 1 and 2
Increased independence from Insurers
Target 100% Q4
Phase 1: Reduce number of claimed losses under $2,500 by 20% Phase 2: $5,000 deductible
Q4
Q2
Q4
Target Q1 2015 Q2 2015 Q1 2016 Q4 2016 2015: Phase 1 reduce losses under $5,000 by 10% 2015: Phase 2: $7,500 deductible 2016: Phase 1 reduce losses under $7,500 by 10% 2016: Phase 2: $10,000 deductible
142
PERFORMANCE MEASURES Work Process Outputs (Key volume measures)
2013 Projected
Activity Description Number of new property files created Year-over-year growth Total number of current subject files Year-over-year-growth Number of files held in Inactive Records Centre (at year end) Number of records retrieval requests
2,503 4% 6,085 2% 358 12% 122 17% 16 115
2012 Actual 1,449 7.2% 2,417 4.4% 4,281 -26.8% 749 161.9% 108 21.3% 20 89
2011 Actual 954 -37% 2,315 4% 5,849 1.4% 286 12% 89 -3.3% 21 74
136.6M 10.9M 99
$126.1M $ 12.6M 117
$121.8M $ 12.9M 94
160 165 new 100 repl.
144 275 new 50 repl.
N/A 130 new 100 repl.
N/A
2012 Actual
2011 Actual
2010 Actual
2009 Actual
N/A
N/A
N/A
N/A
89
N/A
N/A
N/A
Number of boxes destroyed in annual destruction Number of claims (Insurer) Number of incidents Total Insured values (as of Jan 1) Property (excl Main Street Square) Equipment Fleet Automobile Count Number of Risk Management inquiries Number of security cards issued
2010 Actual
2009 Actual
1,513
489
2,234
2,135
5,767
4,110
256
146
92
92
14 53
25 53
$116.3M $ 12.0M 87
N/A N/A
220
N/A
Customer Benefits Activity Description Hours saved by City departments by having records staff conduct and manage daily filing Incident investigations/processing on behalf of other departments BENCHMARKS (Other municipalities, industry standards, private sector) Records Management:
Grande Medicine Airdrie Lethbridge Red Deer St. Albert Prairie Hat 49,560* 90,417 97,109 60,994 55,032 61,180 0.0656 0 0.0337 0.0653 0.0328
Risk Management:
5 Year Loss Ratio (Insurer)
Core Insurance Premium
Limit of Liability
18.9% $543,327 $16M
Insured Values – Buildings $136.6M $10.9M Insured Values - Equipment 99 Fleet Count Deductibles $1,000 o Property $500-2,500 o Automobile $2,500 o Liability *Population figures shown are for most recent year available
143
EMERGING TRENDS AND ISSUES
Records Management: Increasing awareness and use of Records Management Services has resulted in increased volume, inquiries, retrievals and consultations (for example: Records has assumed filing responsibilities for Building Inspections, Payroll, HR, and Health & Safety). It is expected that implementation of TABFusion will revolutionize records management of physical records (paper) throughout the organization. Increasing and compounding need for electronic document management as the organization pushes towards electronic processes, increased online services, and social media. Risk Management: Increasing awareness of Risk Management Services has resulted in increased volume of inquiries for advice and input. Efficient electronic document management software needed to improve data integrity and reduce operational redundancies with incident reporting, claims handling, certificate management, etc. Increased facility users within the community suggest the need for an efficient and effective insurance solution to reduce the amount of time various departments currently spend seeking/securing proper insurance. Currently there is a high dependency on traditional insurance to manage incidents around the City. As a result, the City is incurring significant claims handling expenses from the insurer with relatively low indemnity payouts. Premium savings could be realized with increased focus on an enhanced “self-insurance” plan.
144
SERVICE LEVELS Core Services Records Management
Major Functions Systematic Lifecycle Management
Access and Disclosure Filing
Description of Current Level
(eg: frequency; standard; response time)
Manage the life cycle of all city records including bylaws (amendments/rescission) and contracts (renewals/expiry). Manage and maintain an active file room, inactive file room, drawing room. Project/management/implementation of records management software throughout organization, finishing off paper, commencing with electronic. Process requests as required (initial contact back to customer within 24 hours) Receive department filing as required (collection at City Hall occurs once per week) Filing is done on a daily basis
Insurance and Risk Management
Systematic Tracking
Tracking of all centrally-managed physical records
Corporate Insurance Policy
Manage the renewal, midterm changes, and continually analyze City asset schedules in conjunction with capital projects plan. Annual allocation of premiums to City departments and mutual aid municipalities. Administer individual facility user group policies. Investigate/settle incidents reported (internal or external). Work with insurers/adjusters where necessary.
Claims Management
Recover City costs arising from third- party property damage where possible.
Proposed Service Level Changes
Daily filing now includes department-specific filing for Building Inspections, Payroll, Human Resources, and Health & Safety Barcoding of high-use records collection to enable more accurate tracking of record use and location Enhanced insurance program management (including certificates of insurance, etc.) with software. Blanket Facility User Group Policy. Maintain claims register to allocate related costs to responsible department. Track data for risk management trending/analysis Enhanced claims documentation and journaling with software Attendance at various City department meetings to learn from previous incidents/improve processes
Corporate Risk Management
In the process of establishing a Corporate Risk Management Program Review and provide advice with respect to corporate risk Ensure a consistent approach to risk control throughout the organization
145
More concise risk identification/ risk mapping with software Continual staff interaction to push message of “consistency� and documentation
Estimated Cost of Program
Security
Building Access and Security
Administer access and security program for all City facilities (including video surveillance)
0.5 FTE
Review, provide advice and liaise during construction and renovations Orientate new employees with respect to both the security system and incident response buttons Total
146
$1,284,880
City of Airdrie 2014 Budget Highlights Financial Summary Records/Insurance/Risk Mgmt By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
City Manager Records/Insurance/Risk Mgmt 1-12-102 RECORDS/INSURANCE/RISK MGMT
851,777
853,000
1,023,750
26%
1,284,880
1,397,320
1,481,320
Total Records/Insurance/Risk Mgmt
851,777
853,000
1,023,750
26%
1,284,880
1,397,320
1,481,320
851,777
853,000
1,023,750
26%
1,284,880
1,397,320
1,481,320
Total Records/Insurance/Risk Mgmt
Council Approved Budget
147
City of Airdrie 2014 Budget Highlights Financial Summary Records/Insurance/Risk Mgmt By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(1,881)
(2,000)
(1,000)
(1,750)
(1,750)
(1,750)
(1,750)
(1,750)
(1,750)
(1,750)
Other Revenues Drawn from Reserves
(13,800)
(13,800)
(1,881)
(15,800)
(14,800)
(1,750)
(1,881)
(15,800)
(14,800)
(1,750)
Salaries, Wages & Benefits
432,023
527,300
527,300
721,370
838,240
899,570
Contracted & General Services
394,065
455,120
450,800
511,310
506,880
529,550
Materials, Goods, Supplies, & Utilities
13,769
60,450
60,450
53,950
53,950
53,950
Added to Reserves/Allowances
13,800
Total Revenues Total Revenues
(88%)
Expenditures
Total Expenditures
853,657
1,042,870
1,038,550
1,286,630
1,399,070
1,483,070
Total Expenditures
853,657
1,042,870
1,038,550
1,286,630
24%
1,399,070
1,483,070
NET COST/(GAIN)
851,776
1,027,070
1,023,750
1,284,880
26%
1,397,320
1,481,320
Personnel - Year Equivalents Year Equivalent: Full - Time
4.84
4.34
5.33
6.34
6.34
Year Equivalent: Part - Time
0.50
1.50
2.61
2.60
3.10
Total Personnel - Year Equivalents
5.34
5.84
7.94
8.94
9.44
5.34
5.84
7.94
8.94
9.44
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
159,509
175,300
161,824
1%
156,300
156,919
$19
$21
$24
$3
$24
$24
Total Personnel
36%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
148
CITY OF AIRDRIE - 2014 OPERATING BUDGET Records/Insurance/Risk Management BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget primarily include maintaining status quo with inflationary increases on identified accounts. The major change is reflective of increasing insurance premiums. As the security advisor position has been formalized, required training in the Lenel security system is included in the budget. Training will minimize the need to rely on external consulting and bring the incumbent to a level in line with employees who previously looked after security. A line item has been added for increased security patrols in City Parks and for special events to primarily combat vandalism. Over time, the cost of these patrols will result in reduced vandalism and its associated costs. In 2013, increased vandalism was experienced immediately after security patrols in the parks was stopped.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Records/Insurance/Risk Mgmt Revenues Sales & User Charges
(750)
Other Revenues Drawn from Reserves
13,800 No carry forward from 2013.
Total Revenues
13,050 $13,050
Expenditures Salaries, Wages & Benefits
194,070 Reflective of COLA, band and step increases and associated benefit increases (+$45,000); additional 1.0 FTE records management technician, 0.6 FTE records clerk and 0.47 FTE security advisor (+$149,000).
Contracted & General Services
60,510 Increases are primarily due to insurance premiums (+$34,000), security patrols (+$5,000); security/Lenel training (+$12,000); and replacement of obsolete hardware (+$3,000).
Materials, Goods, Supplies, & Utilities
(6,500) Increase in both Records and Insurance Risk Management supplies offset by carry forward in 2013 for supplies as a result of the do-not-spend.
Added to Reserves/Allowances Total Expenditures
248,080 $248,080
Net Increase (Decrease)
$261,130
Council Approved Budget
149
Director of People & Organizational Effectiveness
Business Strategy Team Leader
Human Resources Generalists
Payroll/Benefits Administrators
Administrative Assistants
On Call Clerical
Payroll Administrator
Business Analysts
Health & Safety Coordinator
Call Centre/Administrative Assistant
150
WCB/Safety Administrative Support
City of Airdrie 2014 Budget Highlights Financial Summary People and Organizational Effectiveness By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
People and Organizational Effectiveness Human Resources
1,773,613
1,531,557
1,305,620
27%
1,655,950
1,954,950
2,019,240
Business Strategy
947,871
933,590
1,051,270
17%
1,226,610
1,493,960
1,554,630
2,721,484
2,465,147
2,356,890
22%
2,882,560
3,448,910
3,573,870
2,721,484
2,465,147
2,356,890
22%
2,882,560
3,448,910
3,573,870
Total People and Organizational Effectiveness Total People and Organizational Effectiveness
Council Approved Budget
151
City of Airdrie 2014 Budget Highlights Financial Summary People & Organizational Effectiveness By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Other Revenues
(48,183)
Conditional Grants
(18,000)
Drawn from Reserves
(35,775)
(36,000)
(20,000)
(21,000)
(44%)
(21,000)
(22,050)
(21,000)
(22,050)
(100%)
(52,000)
(52,000)
(66,183)
(87,775)
(109,000)
(20,000)
2,348,672
2,416,380
1,925,480
2,321,250
21%
2,924,570
3,052,450
263,536
451,735
435,270
467,140
7%
431,340
429,370
Materials, Goods, Supplies, & Utilities
12,394
11,640
13,640
12,670
(7%)
12,400
12,400
Added to Reserves/Allowances
52,000
Total
(100%) (82%)
Expenditures
Salaries, Wages & Benefits Contracted & General Services
Bank Charges & Short Term Interest Internal Charges Total NET COST/(GAIN)
2,638
1,500
1,500
1,500
1,600
1,700
108,427
90,000
90,000
100,000
11%
100,000
100,000
2,787,667
2,971,255
2,465,890
2,902,560
18%
3,469,910
3,595,920
2,721,484
2,883,480
2,356,890
2,882,560
22%
3,448,910
3,573,870
16.00
Personnel - Year Equivalents Year Equivalent: Full - Time
12.00
13.00
14.00
8%
16.00
Year Equivalent: Part - Time
2.21
2.77
3.02
9%
4.02
4.02
14.21
15.77
17.02
8%
20.02
20.02
Total Personnel - Year Equivalents
Council Approved Budget
152
CITY OF AIRDRIE 2014 BUSINESS PLAN
HUMAN RESOURCES
BUSINESS FOCUS STATEMENT
As business partners Human Resources provides expertise for City employees in order to remain a competitive employer and foster a culture that attracts and retains high-caliber staff for Airdrie.
CORE SERVICES
Employee and Labour Relations Recruitment and Selection Organizational Development and Training Compensation and Benefits Wellness and Acknowledgement Personnel Administration Human Resources for Emergency Management
KEY SUCCESS INDICATORS Indicator Employee Opinion Survey HR Survey*
(Stretch) Target 94%
Measure Employee Satisfaction Satisfaction with service provided
N/A
2012 Actual
2011 Actual
N/A
N/A
97%
N/A
2010 Actual 93%
2009 Actual N/A
N/A
N/A
*New Process for 2012
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S5: Reduce time and administration in HR processes
Initiative/Strategy
Leadership development program
Review current compensation practices to ensure integrity of the system. Staff training program development*
orange sheet automated for all changes direct to Avanti orange sheet linked to Avanti directly Combined orange sheet/new employee checklist automated delivery to appropriate areas implementation of new formals situational leadership for team leaders & coordinators review internal equity system including bands and steps HRIS training module development of gov’t 101 modules and report writing
*only possible with addition of Training Coordinator role
153
Target
By end of Q3
formals in Q1 done situational leadership starts Q1-Q2 Quarter 2
starting Q3 and into 2015
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of employees hired: permanent full-time (PFT) and permanent part-time (PPT) /part-time (PT) Number of employees voluntary departure: FT and PPT/PT Number of job competitions /average # of applicants per competition Number of exit interviews annually (FT only) Turnover *** *includes 1 retirement ** includes 2 retirements Number of Employees Hired
2014 2013 Forecast Forecast
2011 Actual
2010 Actual
2009 Actual
90/48
90/48
83/42
87/43
85/45
80 /40
25/50
25/50
22/44
23/94
25/85
20/80
70/23
70/23
113/23
114/34
73/46
66/47
15** 14%*
10 22%*
9* 26%**
12* 12* 12* 12% 12% 13%* ***summer contract employees removed Job Competitions
100
120
80
100 80
60
PPT/FT
40
PT
# COMPETITIONS
60
#APPLICANTS
40
20 0
2012 Actual
20 0
2012 2011 2010
2012 2011 2010
Customer Benefits (Key efficiency measures) Activity Description
2012 Actual
2011 Actual
2010 Actual
2009 Actual
65
58
38
34
47
21
27
24
359
195
225
225
Number of employees reaching Long Service milestones of five years and more Number of corporate training days offered per year (excluding orientation and personal training) Number of employees participating in corporate training offered
BENCHMARKS (Other municipalities, industry standards, private sector) Number of City staff City staff: generalist
Airdrie 49,560* 498 166:1
City staff: HR staff 100:1 *Population figures shown are for most recent year available
Grande Medicine Prairie Lethbridge Hat Red Deer 55,032 90,417 61,180 97,109 715 1,393 981 1,376
St. Albert 60,994 821
143:1
100:1
75:1
153:1
75:1
119:1
93:1
65:1
106:1
68:1
154
EMERGING TRENDS AND ISSUES
Generalists have changed their roles to partner with specific directorates. The goal is to be more directly involved with the business units so that we can provide more proactive HR support. This has allowed us to better understand the key business needs in each area and to start to develop relationships, including implementing progression planning and succession discussions with leaders throughout the organization. This will help us in long term planning as well as management of current issues by ensuring messages are consistently provided throughout each of the areas. While this has increased the amount of coaching conversations HR has been involved in, we are committed to continuing to provide this much more proactive level of service to our customers going forward. Progression planning will continue going forward to assist us with the long term needs of our business units. Partnering with other municipalities has continued to increase in both the compensation and labour relations areas. Labour relations, in particular Fire Services, continues to be a concern across the province as municipalities try to find the balance between the escalating cost of the service and the needs in the rest of the City. This will continue to be a challenge going forward as the current trend challenges both the costing of the service and the internal equity for all other employees. This coordination, while time consuming is critical if municipalities are to get a handle on the global impact of balancing a budget in a province where arbitration seems to favor the union positions. Also in labour relations we are seeing more municipalities going to arbitration on larger numbers of items. The approach seems to be shifting with unions that they would rather arbitrate than settle in mediation. In addition, we are seeing arbitrators who are discounting the information from cities and indicating that increasing taxes is always an option. This causes a ripple effect when municipalities try to balance the budget after receiving rulings from arbitrators. HR has evolved the recruitment process this year to include team leader access and training to our online system. This has significantly reduced the amount of resumes team leaders need to review and also assists in the ranking of candidates. While the process has increased the workload at the front end with preparation, it has improved the interview and selection process for candidate quality. Nationally, the HR profession is seeing increased focus on being a strategic business partner and moving away from the traditional HR functions. This supports the role of HR in the field as necessary to understand and support each unit. It will mean an evolution for teams as well as HR to ensure that we can effectively partner going forward. This is also a balancing act as the transactions of HR don’t go away while the strategy side builds. As well, the Certified Human Resources Professional (CHRP) designation became nationally coordinated in 2012 and the HR Association and Institute in Calgary merged into one governing body. This will ensure consistency of the designation and allow employers to clearly understand what someone with the designation should be able to provide in terms of skills. It is anticipated that this will result in better coordination at the provincial and national level and allow professionals better access to information and tools. This transition will continue in 2013. The labour market has heated up in Alberta and Airdrie is feeling the crunch. The number of resumes for positions, especially professional and leadership roles has dropped off significantly and the quality of the candidates is not at the same level that we have enjoyed in the past. This will be reflected in our recruitment for the coming years as the labour shortage is estimated to continue for at least the next five years. This will put additional strain on our financial resources as it may mean we will need to pay above band for key positions or adjust our bands in order to remain competitive in this challenge of the market. A balance of competitive wages, reasonable workloads and proper resourcing for the job will be needed to ensure Airdrie remains a great community to work in. We have had more employees request flexible working arrangements, ability to either work at home or work compressed work weeks. This will impact both the type of candidates that we attract (we are seeing many more people asking about this) and may limit our ability to attract people. We will also need to review our department coverage to ensure that we have customer service needs covered prior to entering any agreements with employees. As a result, we will need to look at how we can build flexibility into our work life. This also creates access challenges from an IT and confidentiality of information perspective. EAP usage continues to be increasing slightly. We are starting to see more requests for mental health, and stress/ anxiety issues related to work and/or workload. This is a trend we started to see in 2012.
155
SERVICE LEVELS Core Service Recruitment & Selection
Organizational Development and Training
Compensation & Benefits
Wellness & Acknowledgements
Employee & Labour Relations (LR)
Personnel Administrative
Major Functions
Description of Current Level
(eg: frequency; standard; response time)
Posting, advertising, collection of resumes, answering queries, interviewing and awarding position Implementation of training strategy for organization
2012 moved to automate this process to streamline and prescreen candidates for team leaders.
Design, source and delivery of internally provided training programs
Continue to offer Insights, Crucial to teams and open sessions, Performance Management and Personal Leadership programs;
Benefits direction
Orientation every two weeks; monthly for culture.
Reviewing leadership training needs for 2013-2015. Salary survey bi-annually (2013 next)
Compensation
Compensation review in 2012 and individual position reviews as required
LTD/STD and return to work Long Service and Recognition
Reconciliation of benefits
Lunch and Learn programs
Strong usage by staff of our Recognition program
Labour relations (LR) with fire union. Coach, mentor and train team leaders and teams to deal effectively with employee relations issues as they arise Employee file management
Proposed Service Level Changes
Estimated Cost of Program
New Team Leader (TL) orientation Crucial Accountability for leadership
Internal equity review
All staff provided long service recognition starting at 5 years.
Offer two to three lunch and learn topics per year LR issues are currently dealt with informally as they come up HR discusses issues as they arise with employees or leaders For 2012, LR is bridging between two systems until the first contract is finalized. Filing, data entry of changes, answering customer calls, creating reports to help TL make decisions
156
HRIS – orange sheet electronic and linked to Avanti Total Cost
$1,655,950
City of Airdrie 2014 Budget Highlights Financial Summary Human Resources By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
People & Organizational Effectiveness Human Resources 1-12-080 HR - GENERAL
820,927
823,210
818,770
22%
998,810
1,066,610
1,069,750
1-12-082 HR - EMPLOYEE RELATIONS
768,628
539,030
486,850
35%
657,140
888,340
949,490
1-12-084 HR - BENEFITS
184,058
169,317
Total Human Resources
1,773,613
1,531,557
1,305,620
27%
1,655,950
1,954,950
2,019,240
1,773,613
1,531,557
1,305,620
27%
1,655,950
1,954,950
2,019,240
Total Human Resources
Council Approved Budget
157
City of Airdrie 2014 Budget Highlights Financial Summary Human Resources By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(48,183)
Conditional Grants
(18,000)
Drawn from Reserves Total Revenues Total Revenues
(35,775)
(36,000)
(20,000)
(21,000)
(22,050)
(21,000)
(22,050)
(21,000)
(22,050)
(21,000) (50,000)
(50,000)
(66,183)
(85,775)
(107,000)
(20,000)
(66,183)
(85,775)
(107,000)
(20,000)
1,472,925
1,458,240
964,240
1,196,520
1,532,050
1,601,400
204,679
374,815
355,230
377,330
341,900
337,890
3,764
1,150
3,150
2,100
2,000
2,000
(81%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Internal Charges
50,000 108,427
90,000
90,000
100,000
100,000
100,000
1,839,795
1,924,205
1,412,620
1,675,950
1,975,950
2,041,290
Total Expenditures
1,839,795
1,924,205
1,412,620
1,675,950
19%
1,975,950
2,041,290
NET COST/(GAIN)
1,773,612
1,838,430
1,305,620
1,655,950
27%
1,954,950
2,019,240
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
6.00
6.00
6.00
6.00
6.00
Year Equivalent: Part - Time
0.06
0.12
0.62
1.12
1.12
Total Personnel - Year Equivalents
6.06
6.12
6.62
7.12
7.12
6.06
6.12
6.62
7.12
7.12
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
292,675
213,337
250,144
3%
274,572
283,601
$39
$27
$31
$3
$34
$33
Total Personnel
8%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
158
CITY OF AIRDRIE - 2014 OPERATING BUDGET Human Resources BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates... HR is seeing continued increased usage for Genesis place and EAP programs. Nature of EAP visits for the first time has seen an increase in work related workload issues being reasons to seek help. In past work was not mentioned. Recruitment in 2012 remained at very high levels - surpassing past years. As well we are starting to see issues with the quality of recruits and finding the right people for the salaries we are offering. This is especially true in the professional roles and leadership roles. This is expected to escalate over the next three years. Addition of a recruiter fund ($25,000) has been added to try to mitigate these issues. Training underwent a complete review staring in late 2010. Based on this our plan is to continue with the programs we offered in 2012 and add in additional programs to continue to build the skill of our leaders and staff. New for 2014 are programs in Crucial Accountability for Leaders and more informal webinar learning opportunities. Wait lists for existing programs are filling for all of the new programs and feedback on the changed direction is very good. In compensation 2013 is a salary survey year of comparable municipalities. Results from the survey indicate that while entry level staff are being paid close to the 55th percentile, the more technical roles and leadership roles are being paid below the 55th percentile. This will result in a correction being required to maintain our compensation philosophies going forward. Benefit costs continue to escalate due to increased usage by a number of staff as well as overall costs from the carrier (expecting about 10% increase this year). In addition, we have adjusted our renewal dates for our benefits to try to align more closely with our budget year. Vision coverage has been added into the program. The implementation of the first Fire contract has been completed. We are now moving into negotiation of the second contract ( expired in December, 2012). HR has focused more time in support of people in the field. This has increased the coaching levels and conversations that are happening. It has assisted Team Leaders in managing more closely their performance plans and has helped HR increase our global perspective of our business units.
Council Approved Budget
159
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Human Resources Revenues Other Revenues
16,000 PIR rebate has been estimated by WCB to be lower by this amount in 2014. This is based on experience as well as industry impacts.
Conditional Grants
21,000 STEP Grant cancelled by government.
Drawn from Reserves
50,000 Remove one-time 2013 carry forward for training.
Total Revenues
87,000 $87,000
Expenditures Salaries, Wages & Benefits
232,280 Reflective of COLA, band and step increases and associated benefit increases (+$79,000). Addition of 0.5 FTE Human Resources Training Coordinator (+$37,000). WCB contingency (+$25,000), severance contingency added (+$100,000). Health care spending account increase (+$26,000). Increase to 1% personnel cost reduction based on total personnel costs (-$105,000) and vacation accrual increase (+$65,000).
Contracted & General Services
22,100 Internal equity review added (+$10,000). Amount added for recruiter expenses (+$25,000). Decrease in overall HR general training (-$16,000).
Materials, Goods, Supplies, & Utilities
(1,050) Removed dollars from goods budget based on history.
Added to Reserves/Allowances Internal Charges Total Expenditures
10,000 Increased use of Genesis Place employee passes. 263,330 $263,330
Net Increase (Decrease)
$350,330
Council Approved Budget
160
CITY OF AIRDRIE 2014 BUSINESS PLAN
BUSINESS STRATEGY
BUSINESS FOCUS STATEMENT
Business Strategy provides a unique mix of internal support services to the entire organization, helping to ensure corporate alignment and the health and well-being of employees.
CORE SERVICES
Strategic planning and alignment: Coordinating/executing the process for Council’s and corporate priorities; leadership scan, business plans; budget process; citizen and employee surveys; benchmarking Front-line telephone contact for internal and external customers: Fielding, responding to or directing callers; providing administrative support to various departments Business analysis: Analyzing opportunities for coordinated organizational improvements to processes in order to improve operational efficiency and effectiveness Payroll and benefits services for the organization: Biweekly payroll; benefits administration Health and safety: Development, education and implementation of a Health and Safety program for the City WCB claims management: Manage employee claims and return-to-work program; track and compile statistics for safety incidents
KEY SUCCESS INDICATORS Indicator % of employees rating department as ‘good’ or ‘very good’ service “Able to refer you to correct department or person” Employees paid accurately and on time Progress on each Directorate’s identified top priorities Reduction in incidents occurring (not including near misses) Reduction in percentage of losttime hours Safety effectiveness rating
Measure Internal survey result Citizen Satisfaction Survey rating ‘good/very good’ Calls where an error by Payroll occurred on an employee’s pay Number addressed and solution in place % reduction Hours worked per one lost-time hour % reduction Internal/external audit (*denotes external)
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
95%
N/A
94%
Started in 2011
N/A
95%
78%
N/A*
87%
82%
0
3
0
Started in 2011
N/A
Started in 2013
N/A
N/A
N/A
-14%
-40%
24%
20%
532:1 -24%
699:1 -67%
2132:1 -32%
3137:1 26%
84%
83%
88%
80%
One per Directorate annually 10% reduction annually 20% improvement annually 5% increase
*Survey not conducted in 2011
161
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome C5: Strong corporate alignment
Initiative/Strategy Ensure resources are allocated to items of strategic importance
S3: Increase the public’s perception of our customer service through the Call Centre
Increase the number of nontransferred calls now that the new website has been implemented Develop a mechanism for improved training tracking and recertification requirements Report on improvements to service delivery resulting from benchmarking initiative Move all departments who work irregular work schedules to the new hourly-paid pay group
Build the safety culture in the organization through a strong focus on completion of training S4: Determine new methods to effectively demonstrate value for services to the public and Council S5: Reduce common time entry hours
2015 and 2016 Desired Outcome Ensure employees are aware of the hazards related to their employment Meet legislative compliance with Workplace Hazardous Materials Information System
Number of T-slips Average number of calls/day to Call Centre (all) % of calls handled by Call Centre operator vs. selfdirected Number of safety incidents (n/incl. near miss) / no. near misses Number of WCB claims filed Number of disabling incidents (lost-time claims + no-
3% improvement on Element 5 audit scores Report to Council by December 31, 2014 20% reduction in errors
Initiative/Strategy Develop safe work procedures for all tasks Centralized inventory of chemicals and Material Safety Data Sheets for organization
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description
Target Project plan for Customer Service Initiative (CSI) substantively complete by year-end 5% decrease in transferred calls
Target 90% of organization completed 50% centralized and current by year-end
2012 Actual 698 225
2011 Actual 652 234
2010 Actual 640 248*
2009 Actual 645 272
54.5%
53.0%
53.6%*
57.7%
173/29
152/35
108/32
142/28
50 17
32 14
19 7
20 12
lost-time-with-modified-work) *Note: 2010 stats for Call Centre were March-Dec. Jan/Feb are slower months, so averages would likely have been lower.
162
Customer Benefits (Key efficiency measures) Activity Description Number of T4’s: payroll staff % of PMO projects completed on budget, on time WCB Experience Rating Plan (Airdrie vs. industry) Discount WCB claim compensation costs Safety incidents/ hours worked (n/incl. near misses) Hours worked/lost-time hours
2012 Actual 279:1 100% on budget; 0% on original end date 0.82/1.33
2011 Actual 261:1
2010 Actual 320:1
2009 Actual 323:1
76.5%
0
N/A
0.78/1.26
0.91/1.31
0.92/1.26
38% $44,200
38% $22,756
31% $8,695
27% $2,957
1:4,133
1:4,313
1:5,963
1:4,507
715,051/1,345
655,562/938
643,964/302
640,013/204
2,132:1 5 19%
3,137:1 11 12%
532:1 699:1 1 Number of Tuesday payroll transmissions* 4 20% % of 1-stop non-transferred calls 20% *To date in 2013, 6 of the first 10 pays have been transmitted on Tuesdays, so gains are being realized.
Grande Medicine Red Airdrie Prairie Lethbridge BENCHMARKS (Other municipalities, Hat Deer St. Albert 49,5601 55,032 industry standards, private sector) 90,417 60,994 61,180 97,109 2 4 City staff/Safety staff (2012 data) 490:1 0/900 592:1 433:1 467:1 1,100:1 Number of T-slips/payroll administrator (2012 279:1 N/A 280:1 694:1 591:17 477:16 data) WCB Frequency Rate (2012 data) 5.65 2.26 2.49 3.07 1.81 1.43 WCB Severity Rate (2012 data) 11.3 5.21 7.0 13.67 10.8 13.16 Employer Experience Ratio (% below industry 68.63% 19.63% 22.32% 1.37% 75% 48.78% avg.) 1 Population figures shown are for most recent year available 2 Have no designated safety employees; rather a safety advisory committee 3 Payroll administrators don’t enter any time. Each dept. has a designated person to do it. 4 1300 employees to 4 corporate personnel (consists of 1 OHS manager, 1 claims admin, 2 OHS nurses). Also have 2 dedicated safety personnel for gas and utilities and other departments have staff assigned in part-time roles to safety. 5 WCB Frequency = (Total LTC x 100)/person-years. Person-years = Total Ins. Earn. / (avg. hourly wage x 2000 hrs.) 6 Payroll is outsourced. 7 34 decentralized time entry clerks throughout the City
163
EMERGING TRENDS AND ISSUES
Strategically, organizational demands are continuing to escalate and it is becoming increasingly important to ensure that the organization is focused on programs and services that are aligned with Council’s and the organization’s priorities to ensure that the ‘right’ things are being done. There is also increased need to effectively demonstrate good value for services. In a number of areas, business practices and processes that have served us well in the past are becoming unsustainable or outdated. The organization has the opportunity now to look at how its systems (people resources, financial, and technology) can be structured to serve us well for the next 10-15 years. The impacts of the City’s first Collective Bargaining Agreement on the Payroll area are substantial. While some progress was made in 2013 in automating some items, consultation revealed that there are components of retro calculations that cannot be automated, and this remains a labour intensive manual process. Time spent by Payroll on the most recent round of retro pay was tracked at approximately 100 hours. Further, the existing payroll system was configured a number of years ago, and situations that used to be manual one-off’s are becoming more commonplace. Our setup needs to be updated to handle them. This will be ongoing into 2014. While much efficiency have been realized over the past year in the Payroll area, staff cautions that the addition of future collective bargaining units would have a direct impact on Payroll staffing needs to effectively administer. Information from the most recent Alberta Cities Safety Conference indicates that Alberta Occupation Health and Safety (OH&S) will be moving to an on-the-spot ticketing process for employees and employers found in violation of OH&S regulations. There is also expected to be an increased focus on meeting requirements for current Material Safety Data Sheets (MSDS) as well as Hazard Assessments and training requirements, which will mean an increased emphasis in-house to ensure that those are kept up-to-date.
164
SERVICE LEVELS Core Service Strategic planning and alignment
Front-line telephone contact for City
Major Functions Coordinating / executing the process for Council’s and corporate priorities; leadership scan, business plans; budget process; citizen and employee surveys Fielding, responding to or directing callers; providing administrative support to various departments
Assistance in optimizing business processes
Identifying business need and determining solutions; business process reengineering
Payroll and benefits
Payroll; benefits administration
Health and safety program
Development, education and implementation of a Health and Safety program for the City Manage employee claims and return-to-work program; track and compile statistics for safety incidents
WCB claims management
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Strategic planning process is annual for each event; employee survey presently done bi-annually, and Citizen survey annually.
The Call Centre operator currently fields 30,700 calls annually. Administrative support and web redevelopment support is provided to a multitude of departments on both a regular and ad hoc basis The 2.5 business analysts (1 term) are working with two Directorates each. Approximately three major projects or reviews are handled by each annually, as well as some smaller items. Payroll processes a bi-weekly payroll for approximately 450 employees, and administers benefits for same on an as-needed basis. Orientations are conducted bi-weekly. Program development, training, incident investigation, and related safety duties as needed This is on an as-occurs basis. In 2011 there were 32 claims filed, and 14 lost-time incidents. Statistics are compiled monthly and reported quarterly. Total Cost
165
$1,226,610
City of Airdrie 2014 Budget Highlights Financial Summary Business Strategy By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
People & Organizational Effectiveness Business Strategy 1-12-075 PAYROLL
250,464
254,090
302,480
(4%)
291,010
298,320
21,560
23,790
24,810
36%
33,710
34,350
35,980
1-12-120 BUSINESS STRATEGY
675,847
655,710
723,980
25%
901,890
1,161,290
1,218,910
Total Business Strategy
947,871
933,590
1,051,270
17%
1,226,610
1,493,960
1,554,630
947,871
933,590
1,051,270
17%
1,226,610
1,493,960
1,554,630
1-12-085 HR - SAFETY
Total Business Strategy
Council Approved Budget
166
299,740
City of Airdrie 2014 Budget Highlights Financial Summary Business Strategy By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues Conditional Grants Drawn from Reserves
(2,000)
(2,000)
Total Revenues
(2,000)
(2,000)
(2,000)
(2,000)
875,747
958,140
961,240
1,124,730
1,392,520
1,451,050
58,856
76,920
80,040
89,810
89,440
91,480
Materials, Goods, Supplies, & Utilities
8,630
10,490
10,490
10,570
10,400
10,400
Added to Reserves/Allowances
2,000
Total Revenues
(100%)
Expenditures Salaries, Wages & Benefits Contracted & General Services
Bank Charges & Short Term Interest
2,638
1,500
1,500
1,500
1,600
1,700
947,871
1,047,050
1,053,270
1,226,610
1,493,960
1,554,630
Total Expenditures
947,871
1,047,050
1,053,270
1,226,610
16%
1,493,960
1,554,630
NET COST/(GAIN)
947,871
1,045,050
1,051,270
1,226,610
17%
1,493,960
1,554,630
10.00
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
6.00
7.00
8.00
10.00
Year Equivalent: Part - Time
2.15
2.65
2.40
2.90
2.90
Total Personnel - Year Equivalents
8.15
9.65
10.40
12.90
12.90
8.15
9.65
10.40
12.90
12.90
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
116,303
108,940
117,943
2%
115,811
120,514
$21
$22
$23
$2
$26
$26
Total Personnel
8%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
167
CITY OF AIRDRIE - 2014 OPERATING BUDGET Business Strategy BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) In general, this is a status quo budget. An additional business analyst is being requested to support existing demand. A payroll position that was moved to full-time for one year from half-time to create capacity to accomplish some initiatives in Payroll is being returned to 0.75 FTE. One-time costs for consulting with the Payroll/HR software vendor will be removed in 2014 ($8,000). Safety is requesting the addition of an MSDS database to assist with hazardous material identification ($5,000).
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Business Strategy Revenues Other Revenues Conditional Grants Drawn from Reserves Total Revenues
2,000 Removal of one-time carry-forward for employee survey. 2,000 $2,000
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
163,490 Reflective of COLA, band and step increases and associated benefit increases (+$92,000). Addition of 1.0 Business Analyst; one-year full-time payroll position dropping down to 0.75 FTE (+$71,000) 9,770 Additional staff complement training (+$1,000); one higher-learning request (+$2,000); MSDS database (+$5,000); one-time payroll consulting removed (-$8,000); increased training and travel costs due to conference locations (+$4,000). Increase to citizen satisfaction survey costs (+$3,000) and benchmarking initiative (+$5,000). 80
Added to Reserves/Allowances Bank Charges & Short Term Interest Total Expenditures
173,340 $173,340
Net Increase (Decrease)
$175,340
Council Approved Budget
168
Director of Corporate Services
Finance Services Team Leader
Data Services Team Leader
Technical Services Team Leader
Manager of Procurement AP/Waste and Recycle and Fleet Services
Accounting Technician Level 111
Website Developer
Network Engineer
Procurement Team Leader
Accounting Technician Level 1
Assessment/Taxation/ Utilities Manager
Utility Administration Team Leader GIS Specialist
Systems Administrator
Assessment Team Leader
Buyers Assessors
Desktop Support Technicians
Budget Officer
Accounts Payable Administrators
Database Administrators
Utility Customer Service Representatives Assessment Technician
Chief Licensing Officer / AR
Service Desk Analyst
Courier
Utilities Technicians
GIS Technicians Tax Clerks Financial Analyst
Cash Receipts Clerks
Telecomm Technician
GIS Coordinator IT Project Leader Application Support Specialists
169
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Technical Services
1,279,894
1,334,241
1,231,555
13%
1,388,760
1,649,610
1,658,040
Data Services
637,952
625,900
1,048,720
11%
1,164,240
1,521,430
1,615,320
Financial Services
705,514
757,870
976,705
10%
1,079,130
1,283,580
1,421,950
Procurement/Accounts Payable
669,403
699,126
784,660
15%
903,600
934,430
950,200
Assessment and Taxation
692,125
719,585
924,540
11%
1,028,030
1,400,670
1,415,140
3,984,888
4,136,722
4,966,180
12%
5,563,760
6,789,720
7,060,650
3,984,888
4,136,722
4,966,180
12%
5,563,760
6,789,720
7,060,650
Total Corporate Services Total Corporate Services
Council Approved Budget
170
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales to Other Governments
(311,531)
(456,916)
(433,101)
(443,000)
2%
(102,000)
(102,000)
Sales & User Charges
(371,433)
(262,410)
(235,930)
(266,730)
13%
(249,000)
(263,100)
(54,660)
(47,215)
(42,200)
(43,700)
4%
(45,700)
(47,700)
(118,553)
(18,300)
(73,823)
Other Revenues Drawn from Reserves Internal Recoveries Total
(100%)
(413,428)
(448,730)
(448,730)
(499,900)
11%
(571,250)
(619,850)
(1,269,605)
(1,233,571)
(1,233,784)
(1,253,330)
2%
(967,950)
(1,032,650)
3,800,920
4,380,569
4,663,610
5,162,060
11%
5,736,880
6,069,250
746,097
845,321
796,103
854,480
7%
942,970
877,210
11,923
16,900
19,650
22,500
15%
19,600
20,400
114,073
221,400
176,809
210,050
19%
214,720
224,940
693,500
Expenditures
Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest Other Transacations Total NET COST/(GAIN)
23,807
29,631
29,631
530,515
400,000
400,000
461,000
(100%) 15%
636,000
27,227
27,600
26,600
27,000
2%
27,500
28,000
(69)
56,005
87,561
80,000
(9%)
180,000
180,000
5,254,493
5,977,426
6,199,964
6,817,090
10%
7,757,670
8,093,300
3,984,888
4,743,855
4,966,180
5,563,760
12%
6,789,720
7,060,650
47.76
Personnel - Year Equivalents Year Equivalent: Full - Time
36.36
38.56
40.76
6%
44.76
Year Equivalent: Part - Time
7.93
8.21
6.52
(21%)
7.52
7.85
44.29
46.77
47.28
1%
52.28
55.61
Total Personnel - Year Equivalents
Council Approved Budget
171
CITY OF AIRDRIE 2014 BUSINESS PLAN
TECHNICAL SERVICES
BUSINESS FOCUS STATEMENT
To be creative enablers of technology solutions and implementation resulting in improved efficiency and effectiveness of our customers. Train and support our customers in optimizing technology resulting in a highly-trained workforce.
CORE SERVICES
Desktop Support: Service Desk, end user and corporate hardware, application support Network and Server support: Fibre optics, switches, firewall, wireless, servers, storage, backups Radio and Telecommunications support: Two-way radios, telecom, audio, security IT Project Management: Works with the Portfolio Management Office (PMO) and leads major IT projects
KEY SUCCESS INDICATORS Indicator IT Customer Satisfaction Survey
Measure Survey Results
DESIRED OUTCOMES FOR 2014-2016
(Stretch) Target 92%
2012 Actual 90%
2011 Actual 90%
2014 Desired Outcome Bring Your Own Device” Strategy. BYOD provides the flexibility to staff that choose to bring their personal devices to the workplace to use as their primary workplace computer. Virtual Desktop Infrastructure (VDI) Testing. Desktop centric service hosting user desktop environments on remote servers which are accessed through the network.
Initiative/Strategy Strategy completed
2015 and 2016 Desired Outcome Feasibility study and testing to support Cloud Web based services for Email Virtual Desktop Infrastructure roll out. Desktop centric service hosting user desktop environments on remote servers which are accessed through the network. Outsource corporate email service to the cloud
Initiative/Strategy Study and testing completed
Feasibility study and testing to support Cloud based services for Office Documents Outsource Office documents to the cloud
2010 Actual 87%
2009 Actual 90%
Target Supported by ITSC
Testing completed and in production
Roll out to 75% of staff who use standard desktop services All corporate email services are implemented Study and testing completed Roll out to 75% of the staff who use standard office documents
172
Supported by ITSC
Target 2015 2015 2015 2015 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description
2014 2013 Forecast Projected 1,400, 1,375 5,000 5,200 50% 60%
# of IT assets with barcodes Total # of IT support requests % of desktop related support requests % of network/systems related support 6% 7% requests % of telecom related support requests 6% 5% *Note: Total Service Desk statistic percentages are shared with Data Services
2012 Actual 1480 4,862 68%
2011 Actual 1,359 4,372 57%
2010 Actual 1,339 4,986 19%
2009 Actual 1,233 4,688 N/A
4%
8%
28%
N/A
3%
3%
10%
N/A
Customer Benefits (Key efficiency measures) Activity Description
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Percentage of IT support requests resolved at first point of contact or within one hour
43%
41%
44%
58%
Lethbridge 90,417
Red Deer 97,109
BENCHMARKS (Other municipalities, industry standards, private sector)
Grande Prairie 55,032
Airdrie 49,560*
St. Albert 60,994
Population (2012)
45,711
55,032
89,074
91,877
61,466
IT Budget as a % of Total Operating Budget
2.66%
4.43%
1.76%
2.89%
2.74%
IT Budget as a % of Total Capital Budget
2.79%
3.06%
2.39%
3.03%
0.60%
IT Budget as a % of Total Budget
2.69%
3.97%
1.75%
2.93%
2.42%
Population to City Staff Ratio
117:1
110:1
75:1
71:1
102:1
2,540:1
4,892:1
2,969:1
1,914:1
3,842:1
22:1
44:1
39:1
27:1
38:1
IT Operating Cost Per Capita
$49.90
$65.96
$61.24
$90.82
$39.22
IT Capital Cost Per Capita
$19.96
$23.71
$4.54
$34.44
$1.49
IT Operating Cost Per Employee
$5,820
$7,274
$4,615
$6,434
$4,018
IT Capital Cost Per Employee
$1,745
$2,615
$342
$2,439
$153
Population to IT Staff Ratio IT to City Staff Ratio
*Note: Population figures shown are for most recent year available Benchmark Notes: 1) Benchmark values form Grande Prairie are from 2012 as no response to benchmark data requests were received. 2) The I.T. services that each municipality provides vary and the details of these variations are noted below. a. All benchmarked municipalities offer, service/help desk, PC/desktop support, network and server administration, Geographic Information Systems (GIS), database administration, application development, and telecommunications services b. Airdrie and Red Deer have Project Managers within IT c. Airdrie, St. Albert, Lethbridge and Red Deer provide enterprise application support from within IT d. Medicine Hat and Red Deer have Business Analysts within IT e. Medicine Hat and Red Deer have administrative support within IT f. Red Deer provides records management and mail room support within IT 3) Population values are based on Alberta Municipal Affairs Official Population List for 2012. All other benchmark values are based on 2013 data
173
EMERGING TRENDS AND ISSUES
BYOD (Bring Your Own Device): This trend is primarily a request from staff just entering the workforce. They have been using their devices of choice throughout their post-secondary education and are looking to continue using them when they enter into the workforce. These workers know how their devices work and do not want to train and learn or carry another device. Social Media: The communication methods known as social media are becoming widely adopted in society and determining when to use these methods for corporate use is difficult to define. Mobility: Staff continues to extend their expectations to be able to have desktop type operations available in the field. Identifying the best of breed methodologies and practices is difficult considering the rapid pace of technological changes being experienced in the area of mobility. One only has to look at the impact the IPAD has had in a short period of time to see the impacts mobility can really have on a society. Leveraging that type of solution for corporate use in a timely manner is difficult considering budget restraints and the readiness of business for these solutions. 24x7x365 Support: Corporate operations are no longer an 8-5, Monday to Friday operation therefore additional pressure is being felt to provide around the clock support for City services from an IT perspective. Starting in 2012, IT staff is on call evenings and weekends. Multi-Platform Support: The times where one brand of computer or type of technology being available organization wide has gone. Technology is changing the focus to be one of options and personalized selection. From a support perspective this presents a number of challenges ranging from procurement to training. Regardless of its preparedness, IT is expected to support everything new and be ready to support it immediately upon release into the retail market. Staff wants to have network connectivity from anywhere. 64-bit Operating Systems have become the new standard. Enterprise applications need to change as well. IPV6 which is 64 bit IP addresses. The trend is migrating away from desktop computers to laptop computers or smart devices. Residents want fully functional Online Business Services to complete transactions. Cloud Computing: Web based data storage and applications for corporate and personal use. Dedicated Project Staff Resources: Increasing infrastructure and application support for existing services is limiting the availability of IT resources to be available for new projects
174
SERVICE LEVELS Core Service Desktop Support
IT General
Network and Systems Support
Major Functions Service Desk, user and corporate hardware, application support.
Team Leader, Project Leader
Infrastructure, switches, wireless, servers, storage, backups
Description of Current Level
(eg: frequency; standard; response time)
Service Desk is available Monday through Friday from 7:30 am until 5:00 pm and is the first level of support to address any issues being experienced by city staff. Desktop Support Technicians Level 1 support all desktop computers, mobile computers, stand alone and multifunction printers, scanners, fax machines, audio/visual equipment and all desktop applications. Desktop Support Technician Level 2 will receive Level 1 escalations; perform some Network /Server maintenance tasks and support VDI and Applications.
Proposed Service Level Changes
Total
3.0 FTE $437,230
Total
2.5 FTE $301,920
The Team Leader provides leadership to Technical Service teams and budget. They also are involved in leading the Portfolio Management Office and providing direction and recommendations to the IT Steering Committee. The Project Leaders work with the Portfolio Management Office and lead all new IT projects. The Network Engineer provides management, administration and lifecycle replacement of network switching equipment; mobile wireless network management and implementation of new mobile radio equipment. The Systems Administrator provides management, administration of virtualized and physical servers, administration of backup and restore process management of active directory; monitoring, adjusting server services resources and SAN disk storage. Total
Radio and Telecom Support
2 way radios, telecom, audio
Estimated Cost of Program
2.0 FTE $379,020
The Telecom Technician provides all installation, upgrading, maintenance, troubleshooting and repair of: the two-way voice radios and repeaters include cables, microphones, antenna and hardware in all city vehicles and base stations and tower sites (also testing and maintaining filtering equipment for repeaters). Total Total Cost
175
1.0 FTE $270,590 $1,388,760
City of Airdrie 2014 Budget Highlights Financial Summary Technical Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Technical Services 1-12-042 TELECOMMUNICATIONS
220,495
221,896
237,820
14%
270,590
274,510
274,260
1-12-061 INFORMATION TECHNOLOGY - GENERAL
416,137
420,770
266,706
13%
301,920
547,990
537,720
1-12-062 NETWORK
318,045
333,333
328,190
15%
379,020
374,730
373,730
1-12-063 P.C. SUPPORT
325,217
358,242
398,839
10%
437,230
452,380
472,330
1,279,894
1,334,241
1,231,555
13%
1,388,760
1,649,610
1,658,040
1,279,894
1,334,241
1,231,555
13%
1,388,760
1,649,610
1,658,040
Total Technical Services Total Technical Services
Council Approved Budget
176
City of Airdrie 2014 Budget Highlights Financial Summary Technical Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(13,200)
Drawn from Reserves
(42,910)
(21,725)
(10,480)
(10,430)
(10,765)
Internal Recoveries
(413,428)
(448,730)
(448,730)
(499,900)
(571,250)
(619,850)
Total Revenues
(469,538)
(470,455)
(469,975)
(510,330)
(571,250)
(619,850)
(469,538)
(470,455)
(469,975)
(510,330)
(571,250)
(619,850)
Salaries, Wages & Benefits
857,195
819,880
819,880
881,530
944,030
958,090
Contracted & General Services
283,765
305,180
291,040
350,590
332,740
341,540
Materials, Goods, Supplies, & Utilities
64,988
146,370
103,049
125,970
128,090
137,260
Contributed to Capital
21,720 400,000
400,000
461,000
636,000
661,000
56,005
87,561
80,000
180,000
180,000
1,749,433
1,727,435
1,701,530
1,899,090
2,220,860
2,277,890
Total Expenditures
1,749,433
1,727,435
1,701,530
1,899,090
12%
2,220,860
2,277,890
NET COST/(GAIN)
1,279,895
1,256,980
1,231,555
1,388,760
13%
1,649,610
1,658,040
8.00
8.00
8.00
8.00
0.50
0.50
Total Revenues
9%
Expenditures
Added to Reserves/Allowances
521,765
Other Transacations Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
17.00
Year Equivalent: Part - Time Total Personnel - Year Equivalents
17.00
8.00
8.00
8.50
8.50
17.00
8.00
8.00
8.50
8.50
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
75,288
153,944
173,595
194,072
195,064
$28
$25
$26
$29
$27
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
177
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Technical Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) The major focus for Technical Services in 2014 is to resource staffing efforts to develop existing infrastructure/servers, improve mobility and capture IT assets. As the organization grows in size, it places additional strain on the infrastructure/servers that provide the services. As the number of staff increases, moving from small business services to enterprise levels services increases the support cost to the applications that provide connectivity and security. In addition Technical Services will continue to work on developing Virtual Desktop Infrastructure (VDI) to enhance 3G and wireless mesh connectivity to internal drive space and applications for ease of use supporting staff in the field. Also, VDI will provide service side computing eliminating need to life cycle desktop computers saving money. Staff will be enhancing the Support Desk application adding an Asset Management module to better capture and manage hardware and software assets which will improve lifecycle management and device maintenance as well as ensuring software is up to date and accurately licensed. Overall, the IT department is really focusing on customer service managing growth and reducing risk helping the organization as whole better connect and service customers regardless of who they are or what they represent. The IT department is excited for what it can offer to the organization and the community. A lot of these groups will definitely feel the impact of the outcomes and objectives to be delivered in 2014.
Council Approved Budget
178
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Technical Services Revenues Sales to Other Governments Sales & User Charges
50
Drawn from Reserves
10,765
Internal Recoveries
(51,170) Increase in IT charges recovered.
Total Revenues
(40,355) ($40,355)
Expenditures Salaries, Wages & Benefits
61,650 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
59,550 Phone lines/support (+$8,000); internet usage (+$5,000); training for 0.5 FTE Project Leader and Telecom Tech every second year (+$4,000); network/server and security suport costs (+$43,000).
Materials, Goods, Supplies, & Utilities
22,921 Repeater for radio tower (+$5,000); utility power for radio towers (+$4,000); unlimited power supply (+$5,000); Microsoft OS/Office/Mobile true ups (+$36,000); service desk Asset Core (+$4,000); server software (+$1,000).
Contributed to Capital Added to Reserves/Allowances
61,000 Increases to reserves required in order to fund IT infrastructure needs. Increase is associated with amounts cut from 2013 budget as well as an identified increase to fund capital projects.
Other Transacations
(7,561) Starting budget figure for 2013 was $130,000; difference has been allocated out to departments. Anticipated need for IT operating pool of funds is $180,000 based on upcoming projects.
Total Expenditures
197,560 $197,560
Net Increase (Decrease)
$157,205
Council Approved Budget
179
CITY OF AIRDRIE 2014 BUSINESS PLAN
INFORMATION TECHNOLOGY – DATA SERVICES BUSINESS FOCUS STATEMENT
To be creative enablers of technology solutions and implementation resulting in improved efficiency and effectiveness of our customers. Train and support our customers in optimizing technology resulting in a highly trained workforce.
CORE SERVICES
Web Application Development Services: Development support for external and internal facing web-based applications and system integrations Database Support Systems: Database support for all corporate applications Geographic Information Systems (GIS) support: Desktop, server, web and mobile mapping platform services for internal and external customers Business Support services: Corporate application support for business running enterprise level systems External census hosting and support: Census hosting services for Airdrie and other Alberta municipalities
KEY SUCCESS INDICATORS
(Stretch) 2012 2011 Target Actual Actual Internal IT Customer Satisfaction Survey Overall Customer Satisfaction Survey Results 90% 90% 90% Intranet Satisfaction Survey Results 90% 90% 86% GIS Satisfaction Survey Results 90% 90% 84% Website Satisfaction Survey Results 90% 85% 82% Database Satisfaction Survey Results 90% 80% 79% Internal Web Map Satisfaction Survey Results 90% 75% 72% Application Support Survey Results 90% 90% N/A Citizen Satisfaction Survey Website Satisfaction2 Survey Results 80% 71% 63% 1 Application Support was a new role in 2013. 2 Citizen Satisfaction survey was not conducted in 2011 Indicator
Measure
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of Census Host Municipalities
2014 Forecast 11
2013 Actual 9
2012 Actual 10
2010 Actual
2009 Actual
90% 86% 63% 59% 62% 56% N/A
87% 78% 57% 67% 62% 44% N/A
N/A
66%
2011 Actual 7
2010 Actual 1
Customer Benefits (Key efficiency measures) Activity Description Internal Web Map Outages and Uptime (min / %) External Web Map Outages and Uptime (min / %) Database Outages and Uptime (min / %) Website Outages and Uptime (min / %) Intranet Outages and Uptime (min / %)
2014 Forecast
2013 Projected
2012 Actual
2011 Actual
<480 / 99.90%
<480 / 99.90%
6 / 99.99%4
480 / 99.91%
519 / 99.90%
N/A
100 / 99.98% 519 / 99.90% 105 / 99.98%
N/A 150 / 99.97% 238 / 99.95%
<480 /99.90% <480 / 99.90% <480 / 99.90% <480 / 99.90%
180
<480 / 99.90% <480 / 99.90% <480 / 99.90% <480 / 99.90%
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome
S2: Revise the E-Government Strategic Plan to provide direction for online services for 2014 - 2018 S2: The delivery of online service solutions targeted at making services more accessible, convenient, efficient and effective. Enhancing the intranet to support greater staff interaction, communication and fostering the corporate culture. S2: Enable City staff and Citizens to use self-serve web mapping services to achieve functional outcomes without the direct support of the GIS team. S5: Develop a plan to outline how to support and deliver data queries, report generation and publication of dash board metrics for continuous business improvement and monitoring
Initiative/Strategy Engaging the organization and the community as a whole in reviewing and identifying the current and future needs for the delivery of online services Implementation of purchased or developed solutions or enhancements Implementation of developed solutions or enhancements Implement existing solutions to enable self-serve web mapping services Review the organizational needs for corporate reporting, data queries and operational dash boards Implementation of developed solutions to enhance Online Census data collection and system usability
Release enhancements to the Online Census that make the process easier, more effective and more efficient and reduces system management requirements
2015 and 2016 Desired Outcome Implement systems that support the delivery of self-serve data queries and reports as well as corporate dashboards The delivery of advanced E-government and online service solutions targeted at making services more accessible, convenient, efficient and effective.
Initiative/Strategy Implement the required hardware and software and provide staff access to generate data queries and reports Implementation of purchased or developed solutions or enhancements
Enhancing the intranet to support greater staff interaction, communication and fostering the corporate culture.
Implementation of developed solutions or enhancements
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description % of GIS related support requests % of website related support requests % of software and application related support requests
Target Establishing new goals and objectives for the future delivery of online services Release of two major enhancements to the online service portal for citizens and businesses Release of one major enhancement that supports communication and culture Release of a solution that enables self-serve mapping Establish goals and objectives and timelines for the implementation of future solutions. Release of enhancements that expand the functionality and ease of use of the Online Census Target Staff access to data queries and report generation from the intranet. Release of two major enhancements to the online service portal for citizens and businesses Release of one major enhancement that supports communication and culture
2014 Forecast 8% 15%
2013 Projected 8% 10%
2012 Actual 6%1 11%1
2011 Actual 8%1 16%1
2010 Actual 3%1 12%1
15%
10%
12%1
8%1
27%1
1
System statistics from TrackIt. Statistics not available as they were not specifically being monitored in 2009 *Statistics for 2013 are being calculated
2
181
Customer Benefits (Key efficiency measures) Activity Description
2014 Forecast
2013 Projected
2012 Actual
2011 Actual
Percentage of data service support requests responded to within the established IT SLA
90%
90%
90%
65%
BENCHMARKS (Other municipalities, industry standards, private sector) Population (2012)
Grande Medicine Red Airdrie Prairie Lethbridge Hat Deer St. Albert 49,560* 55,032 90,417 61,180 97,109 60,994 45,711 55,032 89,074 61,180 91,877 61,466
IT Budget as a % of Total Operating Budget
2.66%
4.43%
1.76%
1.17%
2.89%
2.74%
IT Budget as a % of Total Capital Budget
2.79%
3.06%
2.39%
0%
3.03%
0.60%
IT Budget as a % of Total Budget
2.69%
3.97%
1.75%
1.18%
2.93%
2.42%
117:1
110:1
75:1
66:1
71:1
102:1
2,540:1
4,892:1
2,969:1
3,599:1
1,914:1
3,842:1
22:1
44:1
39:1
55:1
27:1
38:1
IT Operating Cost Per Capita
$49.90
$65.96
$61.24
$48.50
$90.82
$39.22
IT Capital Cost Per Capita
$19.96
$23.71
$4.54
$0.49
$34.44
$1.49
IT Operating Cost Per Employee
$5,820
$7,274
$4,615
$3,183
$6,434
$4,018
IT Capital Cost Per Employee $1,745 *Note: Population figures shown are for most recent year available
$2,615
$342
$32
$2,439
$153
Population to City Staff Ratio Population to IT Staff Ratio IT to City Staff Ratio
Benchmark Notes: 1) Benchmark values form Grande Prairie are from 2012 as no response to benchmark data requests were received. 2) The I.T. services that each municipality provides vary and the details of these variations are noted below. a. All benchmarked municipalities offer, service/help desk, PC/desktop support, network and server administration, Geographic Information Systems (GIS), database administration, application development, and telecommunications services b. Airdrie and Red Deer have Project Managers within IT c. Airdrie, St. Albert, Lethbridge and Red Deer provide enterprise application support from within IT d. Medicine Hat and Red Deer have Business Analysts within IT e. Medicine Hat and Red Deer have administrative support within IT f. Red Deer provides records management and mail room support within IT 3) Population values are based on Alberta Municipal Affairs Official Population List for 2012. All other benchmark values are based on 2013 data
182
EMERGING TRENDS AND ISSUES
Worker Mobility – City staff continue to seek out opportunities to complete their work in the field at the point of data collection. The City is currently struggling to identify and provide solutions to adequately support the needs of worker mobility because of the differing needs of each business use. Citizen Mobility - City staff continue to be faced with challenges relating to citizen mobility and being able to meet their expectations of interacting and engaging with City staff and services from the convenience of their mobile devices. Customer Service – The City continues to be challenged by its customers to provide services in a manner that aligns with customer expectations and perceptions of value delivery. This is a major challenge the City has to develop a strategy around in order to proceed in a manner that not only meets customers’ needs but is also rolled out in a manner that aligns with the corporate culture and the ability of staff to adjust to the needed changes. Open Data / Open Government - The City has the opportunity to present itself as an accountable and transparent organization and one means to capitalize on this opportunity is through open data. The principle of open data is that data that is used by the City would be made available to the public for their consumption and analysis with exception of where freedom of information policies prevents the data from being made public. Many governments are moving to open data and it is only a matter of time before the City is able to capitalize on this opportunity and engage our citizens in a manner we have never done before.
183
SERVICE LEVELS Core Service
Major Functions
Description of Current Level
(eg: frequency; standard; response time)
Business Support Services
Enterprise Application Support
Application support staff support enterprise applications so the City maximizes its current and future software investments. Currently supported by 1 permanent full time and one full-time term position to end at the end of 2014
Database and Web support, Application Development
Databases, Intranet, Website, Web Development
The database administrators provide database support for all corporate applications web content management system; monitors website content for currency and identifies trends in website usage patterns; manages, designs, and supports all functionality and content for the corporate intranet and assists in application development processes when applicable. Currently supported by 1 website developer and 2 database administration staff.
GIS Support
Desktop and Web Mapping, Data Management, Field and Mobile GIS Census Hosting and Support
The GIS team provides support for the acquisition, creation, management, and distribution of all corporate GIS information;
Census Hosting and Support Services
Proposed Service Level Changes No proposed changes
Estimated Cost of Program
Total Proposing the addition of 1.0 FTE in the role of Jr. Web Developer to keep up with corporate demands for website and intranet services, applications and integrations
$339,560
Total
$372,950
Total $515,970
IT staff provide census support for the City of Airdrie census and for the hosted services offered to other municipalities. Total Total Cost
184
$(64,240) $1,164,240
City of Airdrie 2014 Budget Highlights Financial Summary Data Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Data Services 1-12-064 G.I.S.
389,364
414,336
465,840
11%
515,970
618,770
633,870
1-12-065 SYSTEMS
348,007
311,801
317,260
18%
372,950
424,720
442,000
1-12-066 CENSUS
(99,419)
(100,237)
(47,770)
34%
(64,240)
(59,030)
(57,200)
313,390
8%
339,560
536,970
596,650
1-12-067 NON-TECHNICAL IT SUPPORT Total Data Services Total Data Services
637,952
625,900
1,048,720
11%
1,164,240
1,521,430
1,615,320
637,952
625,900
1,048,720
11%
1,164,240
1,521,430
1,615,320
Council Approved Budget
185
City of Airdrie 2014 Budget Highlights Financial Summary Data Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales to Other Governments Sales & User Charges Drawn from Reserves
(122,916) (122,312)
(102,701)
(100,000)
(100,000)
(100,000)
(100,000)
(100,000)
(100,000)
(100,000)
(3,150)
(71,180)
(15,000)
(40,718)
(193,492)
(141,066)
(143,419)
(100,000)
(193,492)
(141,066)
(143,419)
(100,000)
Salaries, Wages & Benefits
660,652
977,190
999,870
1,102,600
1,341,090
1,488,780
Contracted & General Services
158,748
133,380
155,438
155,140
273,840
187,540
Materials, Goods, Supplies, & Utilities
4,506
8,900
7,200
6,500
6,500
6,500
Contributed to Capital
2,087
29,631
29,631
831,443
1,149,101
1,192,139
1,264,240
1,621,430
1,715,320
Total Expenditures
831,443
1,149,101
1,192,139
1,264,240
6%
1,621,430
1,715,320
NET COST/(GAIN)
637,951
1,008,035
1,048,720
1,164,240
11%
1,521,430
1,615,320
Year Equivalent: Full - Time
9.00
9.00
11.00
12.00
Year Equivalent: Part - Time
1.00
1.00
1.50
1.50
10.00
10.00
12.50
13.50
10.00
10.00
12.50
13.50
60,938
Total Revenues Total Revenues
(30%)
Expenditures
Added to Reserves/Allowances Total Expenditures
5,450
32,500
Personnel - Year Equivalents
Total Personnel - Year Equivalents Total Personnel Forecast Population Forecast Population
45,711
53,326
57,219
Total Forecast Population
45,711
53,326
57,219
60,938
116,424
121,714
119,653
$22
$27
$27
Cost Per FTE Cost Per Capita
104,872 $14
Council Approved Budget
186
CITY OF AIRDRIE - 2014 OPERATING BUDGET Data Services BUDGET NOTES Data Services consists of five primary business activities: GIS, Web Development and Support, Database Administration, Online Census and Enterprise Application Support. The foundational objective for all of these areas is to support the organization in operating more effectively and efficiently in its daily operations. The following details outline what each of these support areas are planning for 2014. GIS (Geographic Information Systems, a.k.a. Mapping) The GIS team is working to transform the City's web map services into a series of services that can be more effectively consumed by internal and external customers. This will entail moving from one consolidated map service to many map services, each serving a focused and specific purpose. This change will provide users with a simplified user interface and targeted information to satisfy the needs of all customers. Changes will be delivered with the intent of increasing use and customer satisfaction of the web map services authored by GIS. Web Development The Web Development team is looking to build off of the successful launch of the City website in 2013 and continue to transform the City website into a portal that simplifies and makes interactions with the City more convenient. This will include numerous enhancements targeted at making our online customer service more effective. Database Administration (DBA) The Database Administration team does not have any major projects of their own planned for 2014 but they are a key support in the implementation of all enterprise software applications. As the implementation of these applications are planned, the DBA team will be seconded to ensure the database components of the software are installed and configured in alignment with corporate policies and best practices. When not involved with software implementations, the DBA's will be busy testing software upgrades and conducting system maintenance to ensure all of the City's enterprise software applications maintain 99.99% uptime. Online Census In 2014 the Web Development team will launch the next version of the Online Census which will enable customers to collect census data without full-time wireless connectivity. This will open up the Online Census to new markets as until now the solution required 100% connectivity to a wireless network. With the launch of a new version are plans for additional marketing materials and attendance at key trade shows in Alberta. Enterprise Application Support (EAS) In late 2012, IT introduced a level of service to those that use enterprise applications. This was done with the intention of helping the users of these software solutions maximize the value embedded within existing solutions and supporting them with upgrades or implementations of new solutions. In 2013, the EAS team began to support CityView for Building Inspections (Permit and Inspection Management) and Municipal Enforcement (Traffic and Bylaw Enforcement Management) as well as the Fire Data Management (FDM) solution for the Fire Department. In 2014, the EAS team will begin to support the solutions of Avanti for Payroll and CLASS for Genesis Place. If capacity is available, EAS support for Dynamics may begin at the end of 2014. E-Government Strategic Plan The E-Government Strategic Plan is due to be updated and this will take place early in 2014. The process of updating this plan will include engaging internal and external stakeholders. Internal stakeholders will consist of City staff and departments while external stakeholders will consist of City Council, citizens, and business. The objective of this plan is to develop objectives that meet the needs and demands of the community. Council Approved Budget
187
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Data Services Revenues Sales to Other Governments
2,701 Reasonable estimation for the expected census revenue for 2014
Sales & User Charges Drawn from Reserves
40,718 No carry-forwards are planned for GIS in 2014
Total Revenues
43,419 $43,419
Expenditures Salaries, Wages & Benefits
102,730 COLA increases
Contracted & General Services
(298) Addition of contracted services for GIS system maintenance and enhancements
Materials, Goods, Supplies, & Utilities
(700) No adobe upgrades planned for 2014
Contributed to Capital
(29,631) No planned contributions to capital in 2014
Added to Reserves/Allowances Total Expenditures
72,101 $72,101
Net Increase (Decrease)
$115,520
Council Approved Budget
188
CITY OF AIRDRIE 2014 BUSINESS PLAN
FINANCIAL SERVICES
BUSINESS FOCUS STATEMENT
Provision of financial services to ensure accuracy and integrity of financial transactions and reporting systems and to safeguard the assets of the City for the citizens of Airdrie, our internal customers, and regulatory bodies. Optimize the use of financial resources through effective financial planning.
CORE SERVICES
External reporting compliance: Financial statement preparation, Statistics Canada reports, annual report Internal budgeting and reporting: Annual budgets and quarterly reporting Financial management of subsidiary operations: Annual budgets, monthly reporting and financial statement preparation Ensure the integrity of financial information and safeguard assets: Establish and review internal controls, reconciliation process Licensing: Licensing and enforcement, license renewals Accounts receivable: Process and manage collection of City receivables Grant management: Research, make application and administer grants through lifecycle Tangible capital assets: Inventory and maintain Debt, investment and cash management: Monitor and project cash requirements, optimize investments Banking relationship: Manage banking requirements Administer Finance Advisory Committee agenda
KEY SUCCESS INDICATORS Indicator
Measure
Audit results
# of audit adjustments Status of audit findings - financial
Audit results
GFOA award for budgeting
GFOA award for financial reporting
Received / not received # of categories graded as acceptable: # of comments for improvement Received / not received # of categories graded as acceptable: # of comments for improvement
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
0
0
0
0
0
Unqualified audit Unqualified opinion – no or opinion minor management points
Unqualified opinion; four management points
Unqualified opinion; one management point
Unqualified opinion; no management points
Received annually
Received
Received
Received
Received
Received annually
Applied for
Received: 10/4
Received: 10/3
Received: 10/3
189
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S2: Improve customer service through the development and implementation of Egovernment solutions
Initiative/Strategy Implementation of E-Government Phase II software
S4: Residents have a better understanding of fiscal impacts and true costs of services, infrastructure and programs S3: Internal and External customer inquiries are acknowledged within two business days and addressed in a timely manner
Implement communication plan developed in prior year
S6: Improve ten year capital needs projections and financing
Develop a departmental strategy to meet this customer service standard. Includes the following types: telephone, in person, website and email Accurate asset management data available for use through data mining software
Improvements in website metrics and survey results.
Initiative/Strategy Continue to explore best practices, align methods with FAC and council, and make appropriate improvements to FMW budget software
Target Improved short term budget information made available for decision making. Gained efficiencies in budget process.
C3: Service capacity review for Financial Services 2015 and 2016 Desired Outcome Short-term operating budget spans four years and includes council approved matrix for planned revenue generation and expenditure modeling
Target Software successfully implemented and payment solution operational for all incoming payments except those originating with Genesis Place. 30% customer usage through e-government licensing solution. 30% customer usage through e-government payment solution re: areas other than licensing. Citizen communications material prepared and distributed
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of Business Licenses processed Number of Dog Licenses processed City of Airdrie Operating Budget City of Airdrie Capital Budget Number of Subsidiary Operations
Asset replacement determined through asset management strategy and associated data. Replacement needs accurately reflected into 2015 ten year capital plan Service Level defined and documented
2014 2013 2012 Forecast Projected Actual 3,200 3,000 2,870 6,700 6,500 6,061 $98MM $85.6MM $80MM $43MM $24.5MM $43MM 3 3 3
2011 Actual 2,695 6,202 $73MM $28MM 3
2010 2009 Actual Actual 2,564 2,383 5,827 4,989 $70MM $68MM $37MM $46MM 3 3
Customer Benefits (Key efficiency measures) Activity Description % of operating grant revenue/total operating revenue Number of new grant streams realized Third quarter variance projection to fourth quarter actual Budget to actual fourth quarter results Accounts receivable write-offs as a % of invoiced value
2012 Actual
2011 Actual
2010 Actual
2009 Actual
6.5%
6.2%
8.57%
2 -169%
-72%
-27%
7 N/A
+2.48%
+2.56%
+2.87%
+4.27%
3.77%
1.86%
190
EMERGING TRENDS AND ISSUES
The demand to automate process and provide online capabilities for customers to submit application for services is a significant pressure. Airdrie’s relatively young community expects 24 hour access and electronic avenues to doing business with the City of Airdrie. Increases in the volumes of transactions and applications becomes challenging. As the City grows, there is a greater need to improve process and develop systems which allow for information sharing across departments. Legacy systems are loaded down with historical data and in need of data cleansing prior to moving into and tying to new software. The extent of this cleanup is currently unknown and may prove to require significant resources to complete. Pressures exist from citizens and Council to keep taxes and fees at a minimum. Balancing budget becomes quite challenging as the City struggles with growth pressures, the rising costs associated with union agreements and increases in utility costs. Revenue increases over the last three years have not keep up with cost increases associated with personnel, utilities, growth needs and the cost of capital. Difficult budgets over the last five years has left little wiggle room remaining in operating budget and budget manager struggle to hold the line year over year on budget as well as maintaining services within existing FTEs. Growth for the City of Airdrie is proving to continue and potentially balloon over levels not previously seen. Developer attention to annexed lands is significant. The situation presents an opportunity for the City in that properly placed resources can potentially effectively manage this interest and translate into great success and sustainability for the community. One of the greatest opportunities lies in improving the residential to non-residential mix with the success of this initiative dependent on assigned resources across the front line operations of planning, engineering, building inspections and economic development. External accounting has now moved to a Public Sector Accounting Board (PSAB) basis as well as consolidated results. PSAB accounting does not segregate by fund. The City’s budgeting process is based on segregation by funds. There is a requirement to begin tying the budget process to PSAB and research will be required in order to explore these methods.
191
SERVICE LEVELS Core Service External Reporting Compliance
Major Functions Financial statements Statistics Canada reporting Annual report Other
Internal Budgeting and Reporting
Annual budgets
Quarterly reporting
Financial Management of Subsidiaries
Annual budgets Accounting and monthly reporting Financial statements
Ensure integrity of financial information and safe guard assets
Description of Current Level
(e.g.: frequency; standard; response time)
Audited year-end financial statements for the City of Airdrie. Prepared in accordance with CICA and PSAB accounting standards. Annual preparation of required reporting Prepare and publish annual report Any other reports mandated through government legislation and the policies and bylaws of the City of Airdrie Plan and facilitate annual process, prepare tax and general revenue figures, maintain and operate budget software, prepared published document, manage necessary budget adjustments throughout the year Plan and facilitate quarterly reporting process. Review accuracy of results, prepare and present to CPT, Finance Advisory Committee and Council. Maintain software solution, facilitate the preparation, provide support and advice, ensure the financial well-being is maintained Process accounting transactions on a daily basis including cheque runs for AMSQ and AHL. Create monthly statements required by subsidiary boards. Annual financial statements prepared in accordance with CICA and PSAB, results reported to subsidiary boards
Internal control
Ensure effective internal control exist over cash and non cash assets
Reconciliations
Preparation of monthly reconciliation of control account and quarterly reconciliation of other balance sheet accounts
192
Proposed Service Level Changes
Estimated Cost of Program
Core Service Licensing
Major Functions Licensing and enforcement License renewals
Accounts Receivable and Collections Grant Management
Process invoices
Tangible Capital Assets
Research and application Administration and reporting Inventory of City assets
Debt Management
Manage City debt
Investments and cash management
Manage cash needs Manage Investments
Banking relationship
Manage banking services
Finance Advisory Committee Agenda
Administration of monthly agenda
Description of Current Level
(e.g.: frequency; standard; response time)
Review licensing application for compliance to bylaws, grant business, dog, taxi and massage licenses to qualifying citizens, communicate bylaw infractions to Municipal Enforcement Manage various types of renew dates, process billings and manage the collection thereof
Proposed Service Level Changes
Estimated Cost of Program
Process those invoices stemming from various City departments; manage the collection thereof Find new grant revenue stream and prepare applications Manage grants through life cycle to ensure requirements are met Prepare valuations, maintain and verify inventory; prepare TCA data required for financial statement purposes Project future City debt requirements; facilitate debenture process and maintain debt records Maintain records or cash balances; project future cash needs Optimize ROI by directing available investment dollars to optimal investment vehicles; maintain investment records; calculate bond amortization; calculate ROI Ensure required banking facilities (EFT, credit and debt machines) are available and that cost of service is in line with tender Determine requests that need to be routed through this committee as well as administering any reports that need to also go to Council for approval Total Cost
193
$1,079,130
City of Airdrie 2014 Budget Highlights Financial Summary Financial Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Financial Services 1-12-071 FINANCIAL SERVICES
705,514
757,870
976,705
10%
1,079,130
1,283,580
1,421,950
Total Financial Services
705,514
757,870
976,705
10%
1,079,130
1,283,580
1,421,950
705,514
757,870
976,705
10%
1,079,130
1,283,580
1,421,950
Total Financial Services
Council Approved Budget
194
City of Airdrie 2014 Budget Highlights Financial Summary Financial Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(5)
Drawn from Reserves Total Revenues Total Revenues
(3,920) (5)
(3,920)
(5)
(3,920)
(100%)
Expenditures Salaries, Wages & Benefits
547,235
711,309
799,880
883,660
1,087,950
1,219,960
Contracted & General Services
140,760
160,541
161,995
176,270
176,380
182,690
246
750
750
1,200
1,250
1,300
17,345
18,000
18,000
18,000
18,000
18,000
Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest Other Transacations
(69)
Total Expenditures
705,517
890,600
980,625
1,079,130
1,283,580
1,421,950
Total Expenditures
705,517
890,600
980,625
1,079,130
10%
1,283,580
1,421,950
NET COST/(GAIN)
705,512
890,600
976,705
1,079,130
10%
1,283,580
1,421,950
11.50
Personnel - Year Equivalents Year Equivalent: Full - Time
4.10
5.30
7.50
9.50
Year Equivalent: Part - Time
2.90
2.72
0.56
0.56
0.56
Total Personnel - Year Equivalents
7.00
8.02
8.06
10.06
12.06
7.00
8.02
8.06
10.06
12.06
Forecast Population
45,711
48,360
Total Forecast Population
45,711
48,360
100,787
121,784
133,887
127,592
117,906
$15
$20
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
195
CITY OF AIRDRIE - 2014 OPERATING BUDGET Financial Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Salaries, Wages and Benefits will increase in 2014 which is reflective of COLA, band & step increase with associated benefit increases. Financial Services is expected to be fully-staffed in 2014 with a number of employees working towards getting an accounting designation and or higher learning. This justifies the increase in training, travel and professional membership costs for 2014. Audit services will go out to tender in early 2014. The 2014 budget for audit fees is based on 2012 actual plus 5% increase. This reflects a typical increase of 3% as related to the current tender for 2013 and an additional increase for 2014.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Financial Services Revenues Sales & User Charges Drawn from Reserves Total Revenues
3,920 3,920 $3,920
Expenditures Salaries, Wages & Benefits
83,780 Reflective of COLA, band and step increases and associated benefit increases; Financial Analyst position budgeted for the full year in 2014.
Contracted & General Services
14,275 Increased training, travel (+$11,000) and professional memberships (+$2,000) as the Financial department will be fully staffed with a number of employees working towards getting an accounting designation/higher learning; increased audit fees (based on 2012 actual plus 5%) (+$7,000) as the tender will go out in 2013. One time technology cost for audit software (-$9,000); increase to Diamond annual enhancement plan (+$3,000); additional Diamond support hours (+$2,000).
Materials, Goods, Supplies, & Utilities
450
Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest Other Transacations Total Expenditures
98,505 $98,505
Net Increase (Decrease)
$102,425
Council Approved Budget
196
CITY OF AIRDRIE 2014 BUSINESS PLAN
PROCUREMENT AND ACCOUNTS PAYABLE BUSINESS FOCUS STATEMENT
Provide strategy and support to City staff to optimize the use of public funds and to ensure the integrity and efficiency of the procurement and accounts payable processes.
CORE SERVICES
Procurement of goods and services: Fiscal stewardship, training, guidance, compliance with policy and legislation Payment for goods and services: Accounts payable function, fiscal stewardship, training, guidance, compliance with policy and legislation Courier service: Inter-departmental and intra-city courier services
KEY SUCCESS INDICATORS Indicator Audit results specific to AP and Procurement Overall satisfaction with quality of services
Measure Number of management letter points Annual survey
DESIRED OUTCOMES FOR 2014-2016
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
0
0
0
N/A
98%
95.2%
95.2%
98.3%
2014 Desired Outcome Implementation and training on procurement policies and processes S5: Initiate standing offer agreements to reduce time in tendering and make it easier for Business units to get work awarded efficiently. S5: Maximize P-card rebate
Initiative/Strategy Communication to Business units
Increase in P-card use
5% increase in p-card use
S5: Continue to streamline the Procurement process to reduce staff time spent and improve internal controls
Increase training and use of erequisition and P-cards by staff
75% of organization using automated system
2015 and 2016 Desired Outcome Develop a supplier registration process
Initiative/Strategy Research defined criteria
Target Criteria defined 4th Quarter 2013
Advance on green/sustainable/ethical City procurement initiatives
Number of initiatives defined
Number of cheques issued Number of invoices processed Number of RF-X tenders issued Number of purchase orders issued Number of P-Card transactions
4 Quarter
Reduce turn around time 3rd Quarter
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description
Target th
2014 2013 Forecast Projected 3500 3400 10,000 10,000 100 80 600 575 8500 7,000
197
2012 Actual 3,320 9891 62 523 5970
2
2011 Actual 3,698 10,616 58 545 5,644
2010 Actual 3,781 10,658 33 516 5,407
Customer Benefits (Key efficiency measures) Activity Description Staff/department training sessions P-card transaction spending
BENCHMARKS (Other municipalities, industry standards, private sector) Invoices processed P-Cards issued RFP’s and RFQ’s issued
2012 Actual 6 3.5MM
2011 Actual 8 3.74MM
Airdrie Grande Prairie 49,560* 55,032 10,616 7,052 125 N/A
2010 Actual 8 4.43MM
2009 Actual 7 $2.74MM
Lethbridge 90,417 35,197 156
St. Albert 60,994 Not available 215
62
97
147
122
523
1,280
17,618
33,766
$31,146,800
$26,934,399
$110,717,000
$55,681,900
Annual Operating Spend $78,314,320 *Note: Population figures shown are for most recent year available
145,234,526
$299,436,000
$150,151,700
PO’s issued Annual Capital Spend
EMERGING TRENDS AND ISSUES
Increasing level of expectation for environmental/sustainable/ethical considerations on procurements Increased focus on determining life cycle costs (total cost of ownership and disposal) for procurements Increased legislation on requirements and process of procurements Increase in legal expertise for procurement and contractual activity All of our business activities will Increase with the City’s personnel growth and diversification
198
SERVICE LEVELS Core Service Procurement of goods and services
Major Functions
Ensure best value through a competitive bid process (es). Reconciliation of payments to purchase order commitments)
Tracking asset expenditures
All commodities over $1,000 tracked on spreadsheet Provide targeted applicable training seminars; day-to-day instruction and guidance
Fiscal Stewardship
Strategic Training and guidance for staff Administrative
Courier Service
(eg: frequency; standard; response time)
Fiscal stewardship
Training and guidance so users are familiar with Procurement policy, procedures Compliance to policy/ legislation
Accounts Payable
Description of Current Level
Provide inter-departmental and intra-city courier services
Proposed Service Level Changes
Estimated Cost of Program
Monthly reports to be run to ensure POâ&#x20AC;&#x2122;s receiving entry matches invoice received thereby minimizing the risk of duplication and overdue POâ&#x20AC;&#x2122;s 3 sessions per year Initial and follow up through the year
Ensure all procurement transactions are completed within thresholds and policies outlined in all trade agreements. Overthreshold buys are advertised on the Alberta Purchasing Connection. Total Procurement
$671,990
Total Accounts Payable
$198,570
Total Courier Service Total Cost
$33,040 $903,600
Ensure accurate and timely processing of disbursements. Compliance with policy, legislation, and financial controls. Regional partnerships. Weekly strategic planning of AP / P-Card accountabilities. BMO online processing, AP processes, travel and mileage expenses, cheque requisitions and contact for budget managers. Audit, process, cheque runs, filing, vendor maintenance, reconciliations ( for City and Library) At minimum one (often 2) pickups and drop-off deliveries daily
199
City of Airdrie 2014 Budget Highlights Financial Summary Procurement & Accounts Payable By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Procurement & Accounts Payable 1-12-073 PROCUREMENT
507,494
533,748
612,290
15%
705,030
734,710
748,080
1-12-074 ACCOUNTS PAYABLE
161,909
165,378
172,370
15%
198,570
199,720
202,120
Total Procurement & Accounts Payable
669,403
699,126
784,660
15%
903,600
934,430
950,200
669,403
699,126
784,660
15%
903,600
934,430
950,200
Total Procurement & Accounts Payable
Council Approved Budget
200
City of Airdrie 2014 Budget Highlights Financial Summary Procurement & Accounts Payable By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(54,660)
(47,215)
(42,200)
(4,463)
(3,300)
(18,420)
(59,123)
(50,515)
(60,620)
(43,700)
(59,123)
(50,515)
(60,620)
(43,700)
Salaries, Wages & Benefits
585,955
651,790
699,790
Contracted & General Services
103,694
128,280
86,040
35,577
60,280
Drawn from Reserves Total Revenues Total Revenues
(43,700)
(45,700)
(47,700)
(45,700)
(47,700)
(45,700)
(47,700)
815,120
846,940
860,810
62,300
62,810
66,710
59,450
69,880
70,380
70,380
(28%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures
3,300 728,526
840,350
845,280
947,300
980,130
997,900
Total Expenditures
728,526
840,350
845,280
947,300
12%
980,130
997,900
NET COST/(GAIN)
669,403
789,835
784,660
903,600
15%
934,430
950,200
Personnel - Year Equivalents Year Equivalent: Full - Time
5.40
5.40
5.40
5.40
5.40
Year Equivalent: Part - Time
1.83
1.96
2.43
2.56
2.69
Total Personnel - Year Equivalents
7.23
7.36
7.83
7.96
8.09
7.23
7.36
7.83
7.96
8.09
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
92,587
106,611
115,402
3%
117,391
117,454
$15
$16
$17
$2
$16
$16
Total Personnel
6%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
201
CITY OF AIRDRIE - 2013 OPERATING BUDGET Procurement & Accounts Payable BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates)... Procurement's policies and procedures developed in 2013 have provided standardization that will improve documentation, process and efficiencies. Tenders and RFQ/RFP requests continue to increase year-over-year as the City grows and the dollars spent meet the thresholds and requirements for a formal process to competition. Increased expenses and processes increase spend value and mitigates risk, but does require additional staff. Budget is based on the addition of 0.47 for Buyer and is associated with growth. Efficiencies gained in Accounts Payable (AP) in 2013 allow for the same level of service to be provided without additional staffing even though transactions have increased significantly. Revenues from Pcard rebates should continue to increase year-over-year as AP pushes staff to use this method of payment.
FORECAST ACTIVITY DRIVERS Activity Description Number of cheques issued Number of invoices processed Number of RF-X Tenders issued Number of Purchase Orders issued Number of Pcard Transactions
Activity
2014 Forecast 3,500 10,000 100 600 8,500
$$+(-)
2013 Projected 3,400 10,200 80 575 7,000
EXPLANATION FOR INCREASE (DECREASE)
Procurement & Accounts Payable Revenues Other Revenues
(1,500) Reduced concrete/ashalt fees (+500), increased BMO MC rebate (-$2,000).
Drawn from Reserves
18,420 Relates to carry foward from prior year.
Total Revenues
16,920 $16,920
Expenditures Salaries, Wages & Benefits
115,330 Reflective of COLA, band and step increases and associated benefit increases (+$63,000). Addition of 0.47 FTE buyer position (+$52,000).
Contracted & General Services
(23,740) Reduced copying costs.
Materials, Goods, Supplies, & Utilities
10,430 Power and gas budgets for 15 East Lake Hill now housed in this budget (+$13,000). Carry forward from prior year (-$3,000); increase required for chair replacements (+$2,000).
Added to Reserves/Allowances Total Expenditures
102,020 $102,020
Net Increase (Decrease)
$118,940
Council Approved Budget
202
CITY OF AIRDRIE 2014 BUSINESS PLAN
ASSESSMENT & TAXATION BUSINESS FOCUS STATEMENT
To provide fair and equitable assessment and taxation services, resulting in each property contributing their fair share to the municipal and school board tax base.
CORE SERVICES
Assessment Services: Preparation and maintenance of equitable and accurate annual and supplementary assessment rolls, and defense of assessment values at the Assessment Review Boards for both Airdrie & Cochrane. Cochrane assessment services contract expires the end of 2014. Taxation Services: Preparation and maintenance of accurate annual and supplementary taxation rolls and collection of taxes Ensuring compliance with regulatory bodies: Ensure compliance in the provision of assessment and taxation information to the general public, internal service providers and legislative bodies
KEY SUCCESS INDICATORS Indicator Appeal ratios
Yearly and five year detailed audits
% of appeals and % of appeals heard by Assessment Review Board (ARB) Meet provincial assessment standards
Tax collection rate
Meet or exceed target
Number of properties going to public auction
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Local and Composite ARB’s of = or < 0.5%
0.10%
0.46%
0.05%
0.14%
0.04%
0.19%
0.02%
0.06%
0.982 to 0.980
1.005 to 1.007
0.992 to 0.985
0.981 to 0.989
97.76%
97.04%
96.13%
98.20%
0
0
Measure
Median Level of 0.95 to 1.05 (res and non-res) Minimum Collection rate of 97%
Meet or exceed target
DESIRED OUTCOMES FOR 2014-2016
None
1
0
2014 Desired Outcome S2: Provide on-line non-residential assessment info on website; allows property owners to view and compare assessment info S2: Provide on-line farmland assessment information on website S5: MGA stakeholder involvement in the assessment and taxation sections of the Act that lead to efficient legislative change S2: More online services for customers: interactive online forms, 24/7 access, credit card payments, municipal/school tax information
Initiative/Strategy Provision of e-governance services and web-based options
Target 2nd Quarter Reduce phone inquiries
Provision of e-governance services and web-based options Provision of stakeholder input to AMA prior to and during MGA review Provision of e-governance services and web-based options E-governance Phase II
3rd Quarter Reduce phone inquiries
2015 and 2016 Desired Outcome Service capacity review of the assessment and taxation business units Additional online services: verified sales information
Initiative/Strategy Maximize operational efficiencies and improve services Provision of e-government services and web-based options
Target
203
2014 to 2016 4th Quarter
3rd Quarter 2015 2015 to 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description # of properties (% increase from previous year) # of taxable properties (% of total properties) # of title changes (% of total properties) # of supplementary (% of total properties) # of tax certificates (% of taxable properties) # of property caveats registered (% of taxable properties) # of properties with final warning letters for public auction (January) Dollar value of penalties generated Total Monthly Tax Payment Plan Payments (MTPP) for the year
2014 2013 2012 2011 2010 2009 Forecast Projected Actual Actual Actual Actual 22,260 21,100 20,136 18,601 17,722 16,157 (5.5%) (4.79%) (8.25%) (4.96%) (9.68%) (4.06%) 21,590 20,511 19,548 18,098 17,247 15,707 (97%) (97%) (97%) (97%) (97%) (97%) 5,120 4,855 4,349 4,325 4,029 5,925 (23%) (23%) (22%) (23%) (23%) (35%) 890 845 811 748 773 845 (4%) (4%) (4.0%) (4.2%) (4.4%) (5.2%) 5,340 5,060 4,861 4,176 4,550 3,930 (24%) (24%) (23.6%) (23%) (26%) (25%) 115 98 114 109 121 53 (0.55%) (0.50%) (0.57%) (0.60%) (0.70%) (0.34%) 2 mobiles 1 mobile 2 mobiles 2 mobiles 1 mobile 1 mobile 50 properties 34 properties 47 properties 69 properties 24 properties 8 properties $550,000 $575,000 $600,010 $636,087 $560,807 $510,250 $26,500,000 $25,250,000 $23,961,998 $22,858,753 $20,433,985 $17,630,010
Parcel Growth 25000 20000 15000 10000 5000 0
Number of Supplementary Parcel Growth
900 800 700 600
Yearly Tax Penalties $800,000 $600,000 $400,000
Yearly Tax Penalties
$200,000
2013
2012
2011
2010
2009
$-
204
Number of Supplementar y
Customer Benefits (Key efficiency measures) Activity Description Number of corrected notices (% of total properties) Assessment to sales ratio (legislated benchmark is +/- 5%) residential & non-residential % of Requests for Information (RFI’s) returned (based on number requested) Tax collection rate: equal or > than 97%
BENCHMARKS – (Other municipalities, industry standards, private sector) Total parcel count Number of parcels per assessor Number of parcels per tax clerk Percentage of LARB & CARB complaints Percentage of LARB & CARB complaints heard by the boards Median assessment to sales ratio residential and non-residential
Airdrie 49,560*
2012 Actual 464 (2.2%) 100.1% 99.0%
2011 Actual 522 (2.8%) 98.2% 98.0%
2010 Actual 92 (0.52%) 100.5% 100.6%
2009 Actual 125 (0.77%) 99.2% 98.4%
66%
78%
67%
60%
97.76%
97.1%
96.13%
96.5%
Red Deer 97,109
St. Albert 60,994
Grande Medicine Prairie Lethbridge Hat 55,032 90,417 61,180
21,100
24,158
38,960
28,438
38,827
25,961
4,220
4,026
4,329
3,160
3,530
3,709
6,205**
12,079
9,740
N/A
11,093***
6,832
0.10%
0.025%
0.76%
0.40%
0.08%
0.04%
0.40%
0.05%
0.02%
99.2% 96.5%
97.9% 98.8%
98.3% 99.7%
36.85%
60.89%
0.04% 1.001% 99.0%
97.2% 96.8%
98.8% 99.2%
Number of customers on MTPP 50.90% 36.27% 37.2% 30.00% (% of taxable properties) Number of supplementary assessments 294 166 811 (4.0%) 540 (0.6%) per year (0.1%) (0.6%) Parcel growth rate per year 4.79% 0.46% 1.5% 3.0% *Note: Population figures shown are for most recent year available **Note: Airdrie Tax Clerks handle the entire arrears process ***Note: Red Deer Tax Clerks handle the entire arrears process & provide reception for assessment staff
449
(0.1%) 170
3.06%
(0.7%) 1.29%
Benchmark numbers are still being verified and have not been finalized EMERGING TRENDS AND ISSUES
More demand for e-government services Customers are more educated about current market values Tax agents are branching into Airdrie and filing complaints without engaging in discussion with Assessors Increased costs for services e.g. land titles Retiring senior assessors Stakeholders in the MGA review Experiencing more foreclosures in the market place which may impact the number of arms-length transactions that are usable within the valuation process Airdrie continues to experience a higher percentage of parcel growth than the other cities within the province
205
SERVICE LEVELS Core Program Assessment Services
Taxation Services
Major Functions
Description of Current Level
(e.g.: frequency; standard; response time)
Preparation / maintenance of an equitable and accurate annual assessment roll. Based on typical market value assessments for Airdrie and Cochrane through analysis and application of the appropriate approach to valuation.
Every parcel within the Cityâ&#x20AC;&#x2122;s boundaries is assessed on an annual basis. Service levels for the Town of Cochrane are identical to those provided to the City of Airdrie with one exception. The Cochrane contract expires at the end of 2014 with an optional two year renewal.
Re-inspection services
20% of all parcels are re-inspected on an annual basis
Mailing of assessment notices
Assessment notices are mailed in January and a 60 day review period is conducted
Preparation of supplementary assessment values for all new improvements
Supplementary assessments are inspected on a monthly basis and assessment values are calculated
Sales verification and validation
All sales that occur within the City are verified and validated on a monthly basis and are a major component of determining typical market values
Defense of assessment values before Assessment Review Boards (ARB) involving preparation of detailed packages for presentation before the ARB
Residential appeals are presented to the Local Assessment Review Board and nonresidential appeals are presented to the Composite Assessment Review Board. The appeal process must follow legislated requirement
Assessment values are audited on a yearly basis
Assessments are audited by Alberta Municipal Affairs on an annual basis and a detailed audit is conducted once every five years. Values must meet all legislated requirements.
Ensure the City of Airdrieâ&#x20AC;&#x2122;s opinions are considered in the provincial legislation reviews
Participate in stakeholder review and provide feedback from the City of Airdrie when required.
Preparation & maintenance of an accurate taxation roll Applicable property tax rates are applied to all parcels and taxation notices are mailed to property owners at the end of May and taxes are due by the end of June.
Every parcel within the City must receive an annual taxation notice.
206
Proposed Service Level Changes Addition of assessments for all of the annexation parcels
Total Assessment Addition of all of the annexation parcels
Estimated Cost of Program
$953,630
Core Program
Major Functions
Collection of taxes All property taxes are due by the date listed on the annual taxation notice. If not paid by due date, penalties will be applied and the City will follow the arrears process as set out in legislation.
Description of Current Level
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Taxation Total Cost
$74,390 $1,028,030
Application of penalties on total outstanding balance in January and April of 9%. On current outstanding levy a 5% penalty in July & 9% penalty in August. In October 9% is applied on outstanding supplementary taxes. Arrears letters are sent out quarterly to assist with tax collection. Tax notifications are placed on properties that are 2 years in arrears and offered at public auction after being in arrears for 3 years. MTPP is promoted on website, newspaper & by mailing of brochure with school support notices. Land Titles updates are processed twice per month to ensure ownership information is correct and updated.
Ensuring compliance with regulatory bodies
Mailing of the supplementary and taxation notices Provision of assessment and taxation information to Alberta Municipal Affairs
Supplementary assessment and taxation notices are mailed in July and October. Meet the benchmark standard of an assessment to sales ratio of 0.95 to1.05 Declare the roll by February 28th of every year
Information to general public
Website is updated on a quarterly basis, reports are prepared for Council, articles are prepared for newspapers, information is published in various formats including News Releases, In the City, Annual Report, Radio, and Community Resource Book
Information shared with other internal departments
Assessment and taxation statistics provided to various departments including Economic Development, Corporate Communications, GIS, etc
207
City of Airdrie 2014 Budget Highlights Financial Summary Assessment & Taxation By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Corporate Services Assessment & Taxation 48,476
36,885
80,200
(7%)
74,390
117,360
125,460
1-12-076 ASSESSMENT
1-12-072 TAXATION
643,649
682,700
844,340
13%
953,640
1,283,310
1,289,680
Total Assessment & Taxation
692,125
719,585
924,540
11%
1,028,030
1,400,670
1,415,140
692,125
719,585
924,540
11%
1,028,030
1,400,670
1,415,140
Total Assessment & Taxation
Council Approved Budget
208
City of Airdrie 2014 Budget Highlights Financial Summary Assessment & Taxation By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales to Other Governments
(311,531)
(334,000)
(330,400)
(343,000)
(2,000)
(2,000)
Sales & User Charges
(235,916)
(237,535)
(225,450)
(256,300)
(249,000)
(263,100)
(547,447)
(571,535)
(555,850)
(599,300)
(251,000)
(265,100)
(547,447)
(571,535)
(555,850)
(599,300)
(251,000)
(265,100)
Drawn from Reserves Total Revenues Total Revenues
8%
Expenditures Salaries, Wages & Benefits
1,149,882
1,220,400
1,344,190
1,479,150
1,516,870
1,541,610
Contracted & General Services
59,125
117,940
101,590
110,180
97,200
98,730
Purchases from Other Governments
11,922
16,900
19,650
22,500
19,600
20,400
8,758
5,100
6,360
6,500
8,500
9,500
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Bank Charges & Short Term Interest Total Expenditures Total Expenditures NET COST/(GAIN)
9,882
9,600
8,600
9,000
9,500
10,000
1,239,569
1,369,940
1,480,390
1,627,330
1,651,670
1,680,240
1,239,569
1,369,940
1,480,390
1,627,330
10%
1,651,670
1,680,240
692,122
798,405
924,540
1,028,030
11%
1,400,670
1,415,140
10.86
Personnel - Year Equivalents Year Equivalent: Full - Time
9.86
10.86
10.86
10.86
Year Equivalent: Part - Time
3.20
2.53
2.53
2.40
2.60
13.06
13.39
13.39
13.26
13.46
13.06
13.39
13.39
13.26
13.46
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
52,996
69,047
76,776
105,631
105,137
$15
$19
$19
$24
$23
Total Personnel - Year Equivalents Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
209
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Assessment & Taxation BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Parcel growth is expected to increase by 5.5% per year from 2014 to 2016. From 2010 to 2013 the assessment parcels have increased by 19.07%. Preliminary numbers indicate the median assessment level of residential single and duplex properties will increase between 3% and 4%, while condominiums are expected to see an increase also. Non-residential properties will remain relatively stable with a slight increase in vacant parcel values. Revenues for the assessment services contract will end after 2014 as the contract will expire at year-end. The expiration of the assessment services contract will allow the department to focus on the core assessment services of the City of Airdrie. Taxation general revenues are expected to increase slightly in 2014 due to continued parcel growth. The Monthly Tax Payment Plan continues to have over a 50% participation rate and approximately 14% of the remaining parcels pay their property taxes through their mortgage companies. Personnel costs will increase in both areas due to cost of living adjustments and new staff hired in 2013 working for the entire year in 2014. Assessment plans on employing a summer student again in 2014 to assist with the re-inspection cycle. The summer student will delay the requirement of additional assessors. The department is currently under-staffed, but plans on maintaining the existing staffing levels into 2015 after the assessment services contract has expired. Contracted and general services have increased due to parcel growth & outsourcing the preparation and processing of the assessment and taxation notices and brochures. Slight increases in travel and training costs are anticipated due to staff becoming accredited and the requirement for recertification through ongoing training. Purchases from other governments and bank charges have increased due to growth and a slight increase in the number of Monthly Tax Payment Plan participants.
Council Approved Budget
210
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Assessment & Taxation Revenues Sales to Other Governments
(12,600) Assessment contract increases yearly. 2014 will be the last year of the contract.
Sales & User Charges
(30,850) Increase in mortgage process and tax certificate fees due to growth.
Drawn from Reserves Total Revenues
(43,450) ($43,450)
Expenditures Salaries, Wages & Benefits
134,960 Reflective of COLA, band and step increases and associated benefit increases. Also recognizes a full year of staff added last year.
Contracted & General Services
8,590 Change in cost of mail out of notices and brochures (+$6,000); increased training costs (+$4,000) and professional memberships (+$1,000) due to additions to assessment team and levels of accredidations; increase in technology costs (+$3,000) based on assessment growth; and costs for SIM cards (+$1,000).
Purchases from Other Governments
2,850 Increase in land title charges due to growth.
Materials, Goods, Supplies, & Utilities
140 Reduced goods due to outsourced brochure service (-$3,000); added back dollars for clothing and technical material (+$3,000) reduced in 2013 budget.
Added to Reserves/Allowances Bank Charges & Short Term Interest Total Expenditures
400 146,940 $146,940
Net Increase (Decrease)
$103,490
Council Approved Budget
211
Director of Community Safety
Fire Chief
Deputy Chief â&#x20AC;&#x201C; Training and Community Safety
Corporate Properties
RCMP Contracted Services
Deputy Chief / Business Services and Public Relations
Property and Project Management
RCMP Administration Team Leader
Administrative Assistants
Property Administrator
Emergency Management
Deputy Chief Operations
Manager of Building Inspections & Municipal Enforcement
Building Inspections Team Leader
Safety Codes Officers Electrical
Community Safety Officer Police Administrators
Land Administrator
Safety Codes Officers Plumbing/Gas
Safety Codes Officers Buildings I/II
A PLATOON
B Platoon
C Platoon
D Platoon Plan Reviewer
Administrative Assistants
212
Community Peace Officers
Administrative Assistants
City of Airdrie 2014 Budget Highlights Financial Summary Community Safety By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety RCMP Fire Protection Emergency Management Municipal Enforcement Building Inspections Corporate Properties Total Community Safety Total Community Safety
4,506,336
4,384,877
4,508,910
11%
5,004,840
5,409,910
5,578,320
10,710,202
10,579,417
11,022,870
6%
11,727,530
12,255,050
12,764,700
68,600
74,790
72,090
126%
451,050
535,370
559,040
60,397
58,440
68,390
215,597
120,562
199,960
(1,869,517)
(1,445,286)
(1,118,860)
54%
(1,722,640)
(1,259,100)
(618,982)
(620,930)
(244,930)
(72%)
(69,780)
(260,690)
(48,550)
13,004,033
13,077,080
14,436,340
7%
15,459,600
16,755,330
17,560,550
13,004,033
13,077,080
14,436,340
7%
15,459,600
16,755,330
17,560,550
Council Approved Budget
213
(1,365,050)
City of Airdrie 2014 Budget Highlights Financial Summary Community Safety By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales & User Charges
(175,371)
(225,270)
(228,490)
(233,370)
2%
(227,450)
(236,610)
(6,282,368)
(6,825,089)
(6,232,777)
(7,344,960)
18%
(7,242,910)
(7,535,070)
Conditional Grants
(925,851)
(1,027,155)
(939,950)
(1,020,040)
9%
(1,046,560)
(1,101,070)
Drawn from Reserves
(463,000)
(5,000)
(11,486)
(7,846,590)
(8,082,514)
(7,412,703)
(8,598,370)
16%
(8,516,920)
(8,872,750)
12,451,179
12,444,919
12,683,290
14,041,620
11%
15,012,650
15,767,430
644,976
748,321
780,676
952,120
22%
744,140
789,330
5,078,237
5,037,200
5,045,310
5,721,530
13%
6,052,350
6,200,890
439,078
434,984
489,847
462,320
(6%)
425,920
449,550
155,000
100,000
100,000
150,000
50%
250,000
275,000
584
1,300
1,300
2,100
62%
2,300
2,500
Long-Term Debt
846,272
1,247,560
1,422,430
1,336,100
(6%)
1,424,610
1,552,560
Internal Charges
1,229,300
1,322,190
1,322,190
1,388,680
5%
1,356,280
1,392,040
4,000
4,000
3,500
4,000
4,000
20,850,623
21,340,474
21,849,043
24,057,970
10%
25,272,250
26,433,300
13,004,033
13,257,960
14,436,340
15,459,600
7%
16,755,330
17,560,550
130.50
Other Revenues
Total
(100%)
Expenditures
Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
5,997
Other Transacations Grants to Groups & Other Organizations Total NET COST/(GAIN)
(13%)
Personnel - Year Equivalents Year Equivalent: Full - Time
112.05
112.05
116.50
4%
122.50
Year Equivalent: Part - Time
1.15
1.15
1.75
52%
1.10
1.10
113.20
113.20
118.25
4%
123.60
131.60
Total Personnel - Year Equivalents
Council Approved Budget
214
City of Airdrie 2014 Budget Highlights Financial Summary Police Protection By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Police Protection 1-21-010 POLICING
4,506,336
4,384,877
4,508,910
11%
5,004,840
5,409,910
5,578,320
Total Police Protection
4,506,336
4,384,877
4,508,910
11%
5,004,840
5,409,910
5,578,320
4,506,336
4,384,877
4,508,910
11%
5,004,840
5,409,910
5,578,320
Total Police Protection
Council Approved Budget
215
City of Airdrie 2014 Budget Highlights Financial Summary Police Protection By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues Conditional Grants Total Revenues Total Revenues
(47,081)
(102,900)
(82,050)
(96,700)
(100,000)
(103,300)
(890,562)
(1,057,170)
(982,200)
(1,067,640)
(1,046,380)
(1,054,720)
(904,170)
(989,955)
(939,950)
(986,240)
(1,046,560)
(1,101,070)
(1,841,813)
(2,150,025)
(2,004,200)
(2,150,580)
(2,192,940)
(2,259,090)
(1,841,813)
(2,150,025)
(2,004,200)
(2,150,580)
(2,192,940)
(2,259,090)
1,194,400
7%
Expenditures Salaries, Wages & Benefits
808,881
869,000
944,480
1,015,450
1,111,290
Contracted & General Services
129,594
119,760
146,700
73,250
71,460
70,940
5,039,756
5,000,000
5,045,310
5,702,730
6,052,350
6,200,890
Purchases from Other Governments Materials, Goods, Supplies, & Utilities
90,920
92,000
92,070
79,940
83,210
86,630
278,999
280,550
280,550
280,550
280,540
280,550
4,000
4,000
3,500
4,000
4,000
6,348,150
6,365,310
6,513,110
7,155,420
7,602,850
7,837,410
Total Expenditures
6,348,150
6,365,310
6,513,110
7,155,420
10%
7,602,850
7,837,410
NET COST/(GAIN)
4,506,337
4,215,285
4,508,910
5,004,840
11%
5,409,910
5,578,320
Long-Term Debt Grants to Groups & Other Organizations Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
12.10
12.10
12.10
13.10
14.10
Total Personnel - Year Equivalents
12.10
12.10
12.10
13.10
14.10
12.10
12.10
12.10
13.10
14.10
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
372,425
372,637
413,623
412,970
395,626
$99
$93
$94
$95
$92
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
216
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Policing BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Two new RCMP members are requested as part of the 2014 Operating Budget. Twenty thousand dollars for on-call administrative support has been included in budget as per previous years. Staff working within the Municipal Police building are required to be RCMP security cleared. This clearance can take up to six months to obtain. As a result of the security clearance, on-call staff from the City's pool cannot be used at the Police building. On-call staff is used to cover holidays, training and to fill in at high volume times of the year and shared between RCMP and Municipal Enforcement. On-call staff is typically used to cover the front counter. Five thousand dollars for staff overtime has been included in the budget. The overtime is used to support RCMP events that require staff support. These roles are technical in nature and cannot be covered by on-call staff. These events could include preparing court packages as a result of deadlines or to cover off an emergency event. Second floor occupied in 2014 - 18,000 square feet Purchased Services costs have increased as a result of second floor costs and as a result of contracting out snow clearing and landscape maintenance. These services were previously performed by Public Works and Parks. New Member Justification Police Resource Methodology study was done by RCMP in June 2013 1. Data showed uniform first-responder resource levels only have capacity for reactive calls. Staffing levels should reflect the ability to have 25% unallocated time for pro-active efforts such as directed patrols, and self generated work such as check stops and high risk premise checks. Current Standard Operating Procedures (SOP) call for a minimum of four uniformed members on at any given time. Due to sickness, training, vacation, maternity/paternity and other special leaves, these minimums are consistently taxed requiring call-out of members for overtime coverage or re-deployment of members from other units to support front-line operations. Staffing levels have not kept pace with the rapid growth of the City. There is a 96% correlation between population growth and rise in criminal activity. The Airdrie Police to Population Ratio (PPR) in 2011 was 1:1,106 and Criminal Code cases per 1,000 people was 84. The Alberta average PPR for detachments is 1:715. Provincially, the Criminal Code cases per 1,000 people was 137. Criminal Code cases per member in Airdrie is 93 compared to a provincial average of 97. Crime data shows a 93% increase in criminal activity from 20012010. Person crimes have risen 246% over the same period, notably in domestic violence cases which are resource intensive both operationally and administratively. The data concluded that two additional resources were required at that time. No additional resources were requested for 2012/13 due to budget constraints however they are critical for next year and subsequent years to match the City's growth and the impact of crime influence from the proximity to Calgary. If resources are approved, they will realistically not be operational until after April 2014. Near future (1+ years): If no new resources are approved, two school resource officers and one municipal traffic position will need to be re-deployed to the municipal watches to meet core policing demands. These positions have a tremendous proactive presence in Airdrie. Removal of the positions from these dedicated roles will have a negative impact on community satisfaction with the police service.
Council Approved Budget
217
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Police Protection Revenues Sales & User Charges
(14,650) Increased revenues for criminal records checks (-$21,000) and certifying true copies (-$4,000). Decreased revenues in fingerprinting (+$5,000) and insurance letters and criminal reports (+$6,000).
Other Revenues
(85,440) Increased fines and costs (-$48,000) and building rental (-$42,000).
Conditional Grants Total Revenues
(46,290) Police grant based on population. Grant Renewed on March 31, 2014. (146,380) ($146,380)
Expenditures Salaries, Wages & Benefits
70,970 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
(73,450) Reduced janitorial costs.
Purchases from Other Governments
657,420 Increase in RCMP contract which includes two new members.
Materials, Goods, Supplies, & Utilities
(12,130) Decrease in natural gas costs.
Long-Term Debt Grants to Groups & Other Organizations Total Expenditures
(500) 642,310 $642,310
Net Increase (Decrease)
$495,930
Council Approved Budget
218
CITY OF AIRDRIE 2014 BUSINESS PLAN
FIRE DEPARTMENT
BUSINESS FOCUS STATEMENT
To provide high quality, timely, fire services and medical co-response program to enhance the safety and quality of life for our community.
CORE SERVICES
Emergency response: Fire suppression, rescue, hazardous materials incidents, medical co-response, fire investigation Preparedness: Training, staff development, leadership development, emergency preparedness Community safety: Inspections, public education, planning and development
KEY SUCCESS INDICATORS Indicator Fire response times within Airdrie (response time is chute time plus travel time) Citizen Satisfaction Survey
Measure First engine on scene at fire/rescue incidents within 5.5 minutes % good/very good responses re: satisfaction with Fire Services
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome Implement Fire Master Plan recommendations
Enhance community safety
Provide services for protection of the urban interface
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Maintain 90%
90%
44%
38%
38%
95%
N/A No Citizen Survey this year
87%
95%
93%
Initiative/Strategy
Target
Ensure strategic location of fire station to maximize response times reducing fire loss.
Relocation of Main Street Station
Maximize response capabilities and efficiency through appropriate level of service deployment.
Implementation of adopted level of service document
Maximize internal resources to support pre (inspection) and post (investigation) emergency incidents to meet outcomes of Quality Management Plan
Expand station officer training to NFPA 1033 standard
Strengthen relationships with corporate and regional partners through the Regional Fire Safety Education Coalition Develop plan to manage fire protection in annexation area
219
Increase fire and injury prevention program delivered to the community Procure equipment and train resources to mitigate risk in annexation area.
2015 and 2016 Desired Outcome Enhance public safety through Quality Management Plan Ensure strategic location of fire stations to maximize response times reducing fire loss. Research best practice and opportunities in offering cost effective training.
Initiative/Strategy Implement five year plan to achieve recommendation outlined in Fire Master Plan Implement Master Plan recommendations regarding station location Feasibility Study for Fire Training Facility
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Total responses (2010 lost hwy response in Rocky View area) Motor Vehicle Collisions (MVC) Alarm investigations Hazmat – oil/fuel spill Gas leak – NG/propane Structure fires Vehicle/grass/container fires Other – (odor complaint, public hazard, flood, burn complaint, rescue)
2014 2013 Forecast Projected
Medical co-responses 45- 47% Fire inspections completed Training hours total - On shift competency training - Certification training
2012 Actual
Target Pre-fire planning on all assembly occupancies Secure land for fourth fire station in north east quadrant of the City Identify desired land/facility location and development plan.
2011 Actual
2010 Actual
1,400
1,249
1,057
938
175 205 140 38 38 40 114
151 185 124 28 33 36 134
192 255 51 29 36 32 118
338 328 56 47 38 28 103
558 606 11,039 6,299 4,740
331 393 7,097 4,082 3,015
2009 Actual 168
650 900
600 800
12,200
12,000
N/A
N/A
330 6,679 2,962 3,717
123 5,815 3,048 2,767
Customer Benefits (Key efficiency measures) Activity Description Fire response chutes time compliance (80 seconds or less) New NFPA standard 2012 is (80 seconds or less) Customer contacts in a non-emergent event
2012 Actual
2011 Actual
2010 Actual
2009 Actual
90%
53%
41%
40%
197
103
884
486
760
650
2011 Changed reporting Public Education (PE) and Public Relations (PR) events (does not include Fire Prevention Week) Man Hours sent on PE/PR
220
BENCHMARKS (Other municipalities, industry standards, private sector) National Fire Protection Association (NFPA) standards and qualifications are recognized as international standards in the fire industry # of Full Time NFPA 1001 qualified firefighters Fire fighters per 1,000 residents Maximum fire fighters per shift Minimum fire fighters per shift
Airdrie 49,560*
Medicine Grande Hat Prairie Lethbridge 61,180 55,032 90,417
Red Deer 97,109
St. Albert 60,994
152 38
80 1.33 18
60 1.39 15
68 1.33 15
127 25
72 1.18 19
12
13
23
16
27
15
9 1/5,666
7 1/12,286
4 1/15,250
8 1/11,485
6 1/10,023
# of NFPA 1031/1033 qualified fire inspector 1 Inspectors per resident 1/43,155 *Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES
Annexation of more than 70 quarters of mainly rural land that lacks water supplies requires the replacement of suppression equipment and changes to fire protection services Continued development of new land areas and continual increase in big box retail and commercial buildings Continued increase to multifamily and high rise development, and movement toward high density occupancy Increasing population adds to the risk of coinciding major emergencies requiring multi apparatus response Reliance on mutual aid response both within and outside city boundaries Increase reliance on medical co-response and challenge to maintain qualifications and certification of staff Ability to meet customer expectation on permit requirements due to business growth Need to address response capabilities to airport related incidents
221
SERVICE LEVELS Core Service Emergency Response (Fire General)
Major Functions Fire suppression, rescue, hazardous materials incidents and medical coresponse
Specialty rescue such as dive recover, heavy rescue, trench rescue and high angle rescue
Preparedness (Fire Training)
Fire and Medical competency training Fire and Medical Certification Training Leadership Development
Community Safety (Fire Prevention)
Description of Current Level
Proposed Service Level Changes
(e.g.: frequency; standard; response time)
Fire response chutes times 80 seconds or less 90% of the time
First engine on scene in 5.5 minutes 38 % of the time Currently can provide a maximum of 12 crew on scene if one incident is taking place No capabilities at this time, not anticipating providing these services in the near future due to the high cost of maintaining skill competencies and the limited requirement for the service
Crews participate in this training daily while on shift. Where possible over time has been reduced through flex scheduling to accommodate training Ongoing development in training staff according to promotional policy
Emergency Preparedness
Anticipate 24 operational staff trained to ICS Level 100 and twelve (12) Senior Officers trained to Level 2 or higher by year end.
Inspections
Platoons are conducting basic inspection to meet current QMP.
Improve chute to meet new NFPA standards
First engine on scene in 5.5 minutes 70% of the time
Specialty rescue response options will be addressed in the Level of Service document
Total Fire General Reduced need for operational staff to do training on overtime, thus reducing overtime budgets
$11,621,280
Continue with officer training to the NFPA1021 Level I certification. Develop Chief Officer succession plan Ongoing training of operations staff to ICS Level I00 standard, Command Officers to ICS Level 3 and Executive Officers (who would be working in the EOC) to ICS Level 400. Total Fire Training Implemented updated Quality Management Plan Add one Inspector/Investigator position due to community growth and recommendation from Fire Master Plan. This will be one FTE working jointly in both areas. AFD is currently providing a medical accommodation for one response staff member who is trained in this capacity.
222
Estimated Cost of Program
$102,250
Fire Investigation
Currently one certified Fire investigator required to be continuously on call.
Public Education
Public Education
Wellness/Fitness Initiative
Promote healthy work place
Committee established and working on development of wellness/fitness program.
Labour Relations
Promote positive employee/ Management relationship
Maintain a successful LR/ Management Committee
Add additional Inspector/ Investigator. This position was originally budgeted for 2014, moved forward in 2013 due to growth and accommodation situation but was deferred to 2013 during budge deliberation Total Fire Prevention Implement a public education plan with focus on key messages. Focus on education to residents in new annexation area. Total Fire Public Education Utilizing CFD to provide bi-annual medical assessments and internal WFI instructors to complete annual fitness evaluations 2013 Contract Negotiation initiated
Total Cost
223
$(4,500)
$8,500
$11,727,530
City of Airdrie 2014 Budget Highlights Financial Summary Fire Protection By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Fire Protection 1-23-010 FIRE - GENERAL
10,589,488
10,439,627
10,876,470
11,621,280
12,119,270
12,609,680
1-23-012 FIRE - TRAINING
91,742
108,854
108,190
(5%)
102,250
103,480
127,400
1-23-013 FIRE - PREVENTION
28,972
30,746
29,210
(115%)
(4,500)
24,700
19,720
9,000
(6%)
8,500
7,600
7,900
1-23-014 FIRE PUBLIC EDUCATION 1-25-010 PARAMEDIC SERVICES Total Fire Protection Total Fire Protection
7%
190 10,710,202
10,579,417
11,022,870
6%
11,727,530
12,255,050
12,764,700
10,710,202
10,579,417
11,022,870
6%
11,727,530
12,255,050
12,764,700
Council Approved Budget
224
City of Airdrie 2014 Budget Highlights Financial Summary Fire Protection By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(38,998)
(32,900)
(57,000)
(44,000)
(32,000)
(35,000)
Other Revenues
(71,169)
(67,274)
(70,837)
(72,300)
(49,300)
(55,200)
Conditional Grants
(21,681)
(37,200)
(81,300)
(90,200)
(81,300)
(90,200)
(18,800)
Drawn from Reserves
(460,000)
Total Revenues
(591,848)
(137,374)
(127,837)
(135,100)
(591,848)
(137,374)
(127,837)
(135,100)
8,635,777
8,411,890
8,411,890
8,978,310
9,456,960
9,915,580
402,787
450,360
445,170
459,230
438,020
482,290
38,481
37,200
275,461
291,054
299,647
295,800
263,290
281,490
275,000
Total Revenues
6%
Expenditures Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital
18,800
2,968
Added to Reserves/Allowances
150,000
100,000
100,000
150,000
250,000
Long-Term Debt
567,273
571,810
571,810
571,810
571,800
508,500
Internal Charges
1,229,300
1,322,190
1,322,190
1,388,680
1,356,280
1,392,040
Other Transacations Total Expenditures
11,302,047
11,184,504
11,150,707
11,862,630
12,336,350
12,854,900
Total Expenditures
11,302,047
11,184,504
11,150,707
11,862,630
6%
12,336,350
12,854,900
NET COST/(GAIN)
10,710,199
11,047,130
11,022,870
11,727,530
6%
12,255,050
12,764,700
70.25
75.25
Personnel - Year Equivalents Year Equivalent: Full - Time
68.20
67.20
67.25
Year Equivalent: Part - Time
0.65
0.65
0.65
68.85
67.85
67.90
70.25
75.25
68.85
67.85
67.90
70.25
75.25
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
155,558
162,459
172,718
174,449
169,631
$234
$228
$220
$214
$209
Total Personnel - Year Equivalents Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
225
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Fire Protection BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Airdrie Fire Department (AFD) provides fire protection and community safety services 24 hours per day, seven days a week from three halls with 60 response staff, 3.6 FTE administration staff, one Community Safety Officer and four Chief Officers. The Fire Services Master Plan was endorsed by Council in 2013 and 2014 will focus on implementing the recommendations of that plan. AFD has requested an additional Community Safety Codes Officer in-line with the Master Plan's recommendation for a stronger prevention program. Training in 2014 will focus on the growth and development of internal fire officers. The public education program will continue to be developed and implemented in the Community with the addition of seniors and school programs. Call Volume 2012 call volume: 1,249 2013 call volume January to end of July: 747 (3% increase over the first seven months). There has been very limited assistance requested by the County of Rocky View. AFD continues to provide medical co-response services to the community in conjunction with Alberta Health Services. Medical co-response calls make up 45% of the total call volume and fire is first service on scene 35% of the time. The current Collective Bargaining Agreement with IAFF Local 4778 expired as Jan 1, 2013 and negotiations are underway for a new agreement. Wage increases are expected to impact 2014 operating budget. Fees and charges were reviewed and have been increased to reflect the increase anticipated in wages costs.
Council Approved Budget
226
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Fire Protection Revenues Sales & User Charges Other Revenues Conditional Grants
13,000 Decrease in Rocky View County response fees revenue. (1,463) Decrease in incidental call revenue (+$16,500); increased plan review revenue. (18,800) CREST grant.
Drawn from Reserves Total Revenues
(7,263) ($7,263)
Expenditures Salaries, Wages & Benefits
566,420 Reflective of union contract increases, band and step increases and associated benefit increases.
Contracted & General Services
14,060 Increase due to: dispatch fees (+$20,000); annual ladder testing (+$5,000); extrication tool testing (+$5,000); Airport risk assessment and strategy (+$8,000); Chinook Winds landscaping (+$10,000). Decreases due to: overall travel and training (-$6,000) and one-time 2013 costs to fix roll-up doors (-$28,000).
Purchases from Other Governments
18,800 CREST grant.
Materials, Goods, Supplies, & Utilities
(3,847) Increase for uniforms.
Contributed to Capital Added to Reserves/Allowances
50,000 Increased contribution to fleet reserve to pay for future capital costs.
Long-Term Debt Internal Charges
66,490 Increase in IT chargeback (+$20,000) and building chargeback (+$42,000).
Other Transacations Total Expenditures
711,923 $711,923
Net Increase (Decrease)
$704,660
Council Approved Budget
227
CITY OF AIRDRIE 2014 BUSINESS PLAN
EMERGENCY MANAGEMENT BUSINESS FOCUS STATEMENT
Airdrie Emergency Management ensures an effective and coordinated approach is taken to manage emergencies and disasters that may impact the community by ensuring adequate planning, resources and supports are in place to mitigate a situation should it occur.
CORE SERVICES
Emergency Planning & Preparedness: Ensure regular training opportunities and exercises are provided to key emergency management personnel, regular meetings of the Emergency Advisory Committee (EAC) and the Emergency Management Agency (EMA) are held in accordance to the Emergency Management Bylaw, and staff is available to respond 24/7 in the event of an emergency threatening the community. Municipal Emergency Management Plan/Program: Ensure the Municipal Emergency Management Plan (MEMP) and supporting documents are reviewed and updated annually; Emergency Operations Centre (EOC) staff is knowledgeable in their positions and available to respond to emergencies and disasters threatening the community. Public Notification: Ensure Alberta Emergency Alert (AEA) authorized users are in place to provide timely public notification, and communications staff is available to provide timely public information via appropriate media outlets, should it be required. Public Education: Emergency Preparedness information is made available to the public through the City’s website, in the form of pamphlets and other literature, and open house opportunities.
KEY SUCCESS INDICATORS Indicator Successful audit/review
Measure Alberta Emergency Management Agency (AEMA) conducts regular review of Municipal Emergency Management Plan/Program
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome Emergency Operations Centre (EOC) course (ICS format) is available for ongoing education of key EOC personnel ICS 200 course is available for ongoing education of key EOC personnel 2015 and 2016 Desired Outcome Provide an assessment of municipalities who have taken a regionalized approach to emergency management and determine any benefits Determine the need/desire to establish a local search and rescue organization
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Pass
Pass
No review
Pass
Pass
Initiative/Strategy If not introduced by AEMA by Q2, undertake research to develop inhouse EOC course Ensure training schedule provides a minimum of two scheduled courses in Airdrie or local area. Initiative/Strategy Conduct research on pros/cons of regionalization Conduct research on the availability of resources and local interest to establish as a not-for-profit organization
228
Target 2nd Quarter 4th Quarter Target 3rd Quarter 2015
3rd Quarter 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Municipal Emergency Management Plan and supporting documents are updated annually (complete/not complete) Emergency Management Agency meets quarterly (re: EM Bylaw) Emergency Advisory Committee meets bi-annually (re: EM Bylaw) Training opportunities provided/attended (inhouse)
2014 2013 Forecast Projected
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Complete
Complete (April)
Complete Complete Complete Complete (January) (November) (July) (November)
Complete
Complete
Complete
Complete
Complete
Incomplete
Complete
Complete
Complete
Complete
Complete
Incomplete
6
5
5
6
3
1
Customer Benefits (Key efficiency measures) Activity Description MEMP is tested through an activation or municipal exercise annually
2012 Actual exercise conducted
BENCHMARKS (Other municipalities, industry standards, private sector) Emergency Management staff resources vs. 1,000 population
2011 Actual exercise conducted
2010 Actual
2009 Actual
plan activation
incomplete
Airdrie 49,560*
Grande Prairie 55,032
Red Deer 97,109
0.004/1000
0.02/1000
0.01/1000
0.2 FTE
1 FTE
1 FTE
*Population figures shown are for most recent year available **Note: Grand Prairie Emergency Management is a partnership of 6 municipalities (including the City of Grand Prairie, County of Grand Prairie, and small surrounding communities); they are allocated one full-time Emergency Management Coordinator who is responsible for one joint MEMP and regular joint meetings and training.
EMERGING TRENDS AND ISSUES
An ever increasing environment of both human-induced (intentional and non-intentional) and natural disaster events occurring, requires municipalities to be prepared and knowledgeable in emergency management planning and risk assessment. The use of a coordinated all-hazards approach to effectively managing large scale incidents is crucial to the success of these programs. The most functional and recognized model to manage major incidents in North America is the Incident Command System (ICS). Although not formally endorsed, there are indications that Alberta will begin to provide more resources to support municipalities in transitioning to this model. These resources (training, templates, etc.) may be limited and municipalities will need to ensure they have adequate resources available to proceed in this desired direction. Emergency Management staff must not only plan locally, but also participate in regional activities to both familiarize themselves with key partners/stakeholders and better determine available mutual aid resources. Some municipalities in the province have taken a regional approach to providing emergency management, further research is planned to better determine efficiencies of such relationships. The Emergency Management Act allows municipalities to form commissions or coalitions to oversee such structures.
229
SERVICE LEVELS Core Program Emergency Planning & Preparedness
Municipal Emergency Management Plan/ Program
Public Notification
Public Education
Major Functions Ensures regular training opportunities and exercises are conducted, regular meetings of the EAC and EMA are held in accordance to Bylaw, and staff is available to respond 24/7 in the event of an emergency. Ensure the MEMP and supporting documents are reviewed and updated annually; EOC staff is knowledgeable in their positions and available to respond. Ensure AEA authorized users are in place to provide timely public notification, and communications staff is available to provide timely public information via appropriate media outlets, should it be required. Emergency preparedness information is made available to the public through the Cityâ&#x20AC;&#x2122;s website, in the form of pamphlets and other literature, and open house opportunities.
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
24/7 response in the event of a large scale emergency or disaster impacting the community.
Plan is reviewed and updated annually, EOC staff attends required training to perform their duties, and 5-6 training opportunities are provided annually. City has ten trained AEA authorized users
Website is reviewed and updated annually; brochures are stocked regularly; larger inventory of brochures are available upon public request; open houses can be independent or in partnership with other response agencies. Total Cost
230
$68,600
City of Airdrie 2014 Budget Highlights Financial Summary Emergency Management By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Emergency Management 1-24-010 EMERGENCY MANAGEMENT
60,397
58,440
68,390
68,600
74,790
72,090
Total Emergency Management
60,397
58,440
68,390
68,600
74,790
72,090
60,397
58,440
68,390
68,600
74,790
72,090
Total Emergency Management
Council Approved Budget
231
City of Airdrie 2014 Budget Highlights Financial Summary Emergency Management By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(93,345)
Conditional Grants
(15,000)
Drawn from Reserves
(3,000)
(5,000)
(5,000)
Total Revenues
(3,000)
(98,345)
(5,000)
(15,000)
(3,000)
(98,345)
(5,000)
(15,000)
Total Revenues
200%
Expenditures Salaries, Wages & Benefits
51,263
127,224
52,730
55,940
56,930
56,930
Contracted & General Services
1,495
28,516
15,660
25,160
15,360
12,660
Materials, Goods, Supplies, & Utilities
5,638
5,000
5,000
2,500
2,500
2,500
Added to Reserves/Allowances
5,000 74,790
72,090
74,790
72,090
Total Expenditures
63,396
160,740
73,390
83,600
Total Expenditures
63,396
160,740
73,390
83,600
NET COST/(GAIN)
60,396
62,395
68,390
68,600
74,790
72,090
14%
Personnel - Year Equivalents Year Equivalent: Full - Time
0.35
0.35 0.50
0.50
0.50
0.35
0.35
0.50
0.50
0.50
0.35
0.35
0.50
0.50
0.50
Forecast Population
48,360
53,326
57,219
60,938
Total Forecast Population
48,360
53,326
57,219
60,938
195,400
137,200
149,580
144,180
$1
$1
$1
$1
Year Equivalent: Part - Time Total Personnel - Year Equivalents Total Personnel
43%
Forecast Population
Cost Per FTE
172,560
Cost Per Capita
Council Approved Budget
232
CITY OF AIRDRIE - 2014 OPERATING BUDGET Emergency Management BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Year-over-year changes within the contracted and general services area of this budget are associated with training requirements. The Alberta Emergency Management Agency requires that municipalities conduct annual training to ensure their plans and programs are relevant, practiced and able to be easily implemented by required staff. The City of Airdrie ensures regular training is available to all agency personnel, as well as exercises designed to test its programs and plans. In lieu of an actual incident occurrence and full testing and implementation of the City's Plan, a major exercise will be conducted every three years. A major exercise involves both Emergency Operations Centre (EOC) personnel as well as a multi-agency Emergency Responders. A major exercise is scheduled to occur in 2014. A decrease in the materials, goods and supplies area of this budget reflects the initial set up completion of the EOC at Chinook Winds Headquarters. Other requirements for the EOC such as dedicated technology i.e. plotter for mapping, printer(s)/fax machines, and laptops, will be requested from the IT pool funds. The position of Emergency Management Coordinator (0.5 FTE) is currently being covered by existing City staff. After 2015, this position will re-appear within the salaries, wages and benefits areas of this budget. Overall this business unit will focus on providing existing service levels in 2014 with an emphasis on training and preparedness.
Council Approved Budget
233
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Emergency Management Revenues Other Revenues Conditional Grants Drawn from Reserves Total Revenues
(15,000) Grant for Emergency Operations Centre (EOC) exercise. 5,000 Related to 2013 carry forward project. (10,000) ($10,000)
Expenditures Salaries, Wages & Benefits
3,210 The Emergency Management Coordinator (0.5 FTE) posiiton is currently being covered by existing City staff.
Contracted & General Services
9,500 The increase represents the requirement for a major exercise to be conducted in 2014 (major exercises are held every three years in the absence of a large scale incident).
Materials, Goods, Supplies, & Utilities
(2,500) The decrease is due to the completion of general set up of the Emergency Operations Centre.
Added to Reserves/Allowances Total Expenditures
10,210 $10,210
Net Increase (Decrease)
$210
Council Approved Budget
234
CITY OF AIRDRIE 2014 BUSINESS PLAN
MUNICIPAL ENFORCEMENT BUSINESS FOCUS STATEMENT
Municipal Enforcement provides the citizens of Airdrie with enforcement services designed to enhance quality of life and a safe community.
CORE SERVICES
Bylaw Enforcement: Traffic enforcement, traffic control for events, taxi, street sweeping program enforcement, unsightly premises, snow removal from sidewalks enforcement and all other City of Airdrie bylaws. Business and Taxi Licensing: Licensing of businesses operating in Airdrie and licensing of taxi cabs Animal Control: Dog impounds, dog licensing, dog fines
KEY SUCCESS INDICATORS Indicator External Citizen Satisfaction Survey
Measure Contact complainant back to advise outcome
(Stretch) Target 60% of customers
DESIRED OUTCOMES FOR 2014-2016
2012 Actual
2011 Actual
2010 Actual
2009 Actual
56%
50%
51%
N/A
2014 Desired Outcome E Government (Phase 2) Integration of the new enforcement software. The first year of using the software will require staff to spend time working through the glitches and recommending process changes. (Software is used to record and track information related to traffic and bylaw enforcement). S2: E Government (Phase 2) Portal implementation of new Enforcement software to allow for tickets, taxi licenses, dog licenses and all related reporting to be recorded in one program along with the ability to allow residences to pay for bylaw tickets online.
Initiative/Strategy To allow AME staff the ability to track enforcement related to department process flow. Provide staff with a historic record of warnings, tickets and all other related processes.
*Development of a new Dog Control Bylaw. The current bylaw was developed in 2008 and is out dated and a new bylaw is needed.
To give AME and RCMP Officers a bylaw that meets the current issues officers are experiencing within the community.
2015 and 2016 Desired Outcome *Development of a new Traffic Control Bylaw. The current bylaw was developed in 1982 and is out dated and a new bylaw is needed.
Initiative/Strategy To give staff, AME and RCMP Officers a bylaw that meets the current issues officers are experiencing within the community. To give staff, AME and RCMP Officers a bylaw that meets the current issues officers are experiencing within the community.
*Development of a new Streets Bylaw. The current bylaw was developed in 2006 and is out dated and a new bylaw is needed.
Target
4th Quarter
To allow residences to pay for bylaw tickets online. 3th Quarter
235
4th Quarter Target 4th Quarter
4th Quarter
Expansion of AME’s enforcement of Commercial Vehicles. To reduce the number of overweight Currently the department only has one officer performing and unsafe commercial vehicles On Going this function. To allow for full enforcement scales for operating on City streets. This will weighing commercial vehicles will need to be purchased. prolong the life of our city streets. *Existing resources will be applied to these goals as available; however greater success on these goals will be achieved with the addition of staffing resources requested.
PERFORMANCE MEASURES Work Process Outputs
2014 2013 2012 Forecast Projected Actual 3,800 3,600 3,357 5,200 5,100 4,580
Activity Description Warnings issued (provincial & bylaw) Tickets written (provincial & bylaw) Animal control: dog licenses issued Business licenses
6,700 3,200
6,500 3,000
2011 Actual 3,391 4,682
2010 Actual 2,188 3,415
2009 Actual 1,524 2,397
6,202 2,695
5,827 2,564
4,989 2,383
6,061 2,870
Customer Benefits 2012 Actual
Activity Description
2011 Actual
2010 Actual
2009 Actual
Number of interagency enforcement initiatives per year within 16 16 15 14 the community Public relation functions to improve public perception of 6 6 4 8 department within the community Street Sweeping, Dog Amnesty Program, Rotary Race, Tour de Airdrie, Women’s Triathlon, Flash Mobs, Doggie Do Day, Santa Claus Parade, Airshow, Canada Day Fire Works Event, Extreme FX, Mayor's Run, Railway Safety Week, Triathlons, Dog Bylaw Enforcement on Pathways, Child Car Seat Check Stop, McHappy Days, Tim Horton's Day, Home & Lifestyles Show, Pet Expo, Car Show, Bike Festival, etc. Benchmarks (Other municipalities, industry standards, private sector) Number of Community Peace Officers Population per Peace Officer Number of traffic tickets issued
Airdrie 49,560*
Grande Medicine Prairie Lethbridge Hat 55,032 90,417 61,180
9*
17*
13
5,394:1
3,237:1
4,769:1
3,137
Red Deer St. Albert 97,109 60,994 19* Includes 2 in 8.5 other depts. 4,767:1
7294:1
6,824 8,007 Both ** 405 Number of bylaw tickets issued 6,719 Plus 5,500 1,443 metered Above ** 2,315 parking tickets Number of dog Licenses 12,500 7,200 3,255 7,183 6,954 7,465 *Note: Population figures shown are for most recent year available *City of Red Deer – Officers not included in total # of officers are contracted dog control officers and parking meter officers **City of Red Deer – Ticket information not available, tickets combined together with RCMP officer tickets. *Grande Prairie – Two animal control officers, three bylaw enforcement officers, two business licensing, two photo radar officers, seven traffic control. *Airdrie – three bylaw officers (one officer performs enforcement for Planning), 6 traffic officers.
Emerging Trends and Issues
Increased licensing compliance. Keeping up with Growth
236
SERVICE LEVELS Core Program Bylaw Enforcement
Major Function Traffic and bylaw enforcement Traffic control for events Taxi enforcement Street sweeping program enforcement Unsightly premises enforcement Snow removal from sidewalks enforcement
Description of Current Level
(e.g.: frequency; standard; response time)
Vehicle & bike patrols in communities for enforcement of traffic & bylawrelated enforcement Approximately 10 per year. As required per request from community for traffic control of events and high or wide load moves. Perform yearly taxi meter checks for all taxis. Perform daily enforcement of taxi bylaw to ensure compliance with bylaw. Once a year for a four to five week period. Tag and tow vehicles as part of Public Street Sweeping Program. Spring, summer and fall enforcement. Respond to complaints and provide proactive enforcement of properties not being maintained. Performed in winter months. Frequency depends on snowfall. Officers respond to complaints and property owner must remove snow within 24 hours.
Proposed Service Level Changes Increase both areas of enforcement by adding more level 2 Officers
Increase enforcement of taxi bylaw by increasing patrols
Increase enforcement by adding more Level 2 Officers
Total Bylaw Enforcement Business and Taxi Licensing Animal Control
Licensing for taxis and business licenses
Ongoing throughout year. Collection of fees and issuing licenses.
Dog impounds
146 impounds in 2010. 118 trips back and forth to kennel and 17 trips to Calgary Humane Society. City maintains a contract to house strays when unable to find owner. City holds dog for five days after which dogs are taken to Calgary Humane Society for sale. 5,500 dog licenses expected in 2011; 7,100 expected in 2012.
Estimated Cost of Program
$438,190 $(165,750)
Dog licensing
237
Provide dogs back to dog owners at no cost if dog are licensed.
Increase enforcement by adding more Level 2 Officers Total Animal control Total Cost
$178,610 $451,050
City of Airdrie 2014 Budget Highlights Financial Summary Municipal Enforcement By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Municipal Enforcement 1-26-061 BUSINESS LICENSING
(203,586)
(211,810)
(188,079)
(12%)
(165,750)
(139,490)
(132,160)
1-26-062 BYLAW ENFORCEMENT
247,335
202,650
316,569
38%
438,190
453,300
450,750
1-26-063 ANIMAL CONTROL
171,848
129,722
71,470
150%
178,610
221,560
240,450
Total Municipal Enforcement
215,597
120,562
199,960
126%
451,050
535,370
559,040
215,597
120,562
199,960
126%
451,050
535,370
559,040
Total Municipal Enforcement
Council Approved Budget
238
City of Airdrie 2014 Budget Highlights Financial Summary Municipal Enforcement By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(1,046,257)
(1,099,450)
(1,215,470)
(1,250,330)
(1,316,580)
(1,382,820)
Total Revenues
(1,046,257)
(1,099,450)
(1,215,470)
(1,250,330)
(1,316,580)
(1,382,820)
(1,046,257)
(1,099,450)
(1,215,470)
(1,250,330)
(1,316,580)
(1,382,820)
Total Revenues
3%
Expenditures Salaries, Wages & Benefits
1,174,107
1,117,000
1,302,060
1,586,540
1,751,210
1,838,380
Contracted & General Services
52,995
60,185
83,710
81,760
74,560
76,900
Materials, Goods, Supplies, & Utilities
31,141
28,660
28,660
31,880
24,880
25,180
Contributed to Capital Bank Charges & Short Term Interest Total Expenditures Total Expenditures NET COST/(GAIN)
3,029 584
1,000
1,000
1,200
1,300
1,400
1,261,856
1,206,845
1,415,430
1,701,380
1,851,950
1,941,860
1,261,856
1,206,845
1,415,430
1,701,380
20%
1,851,950
1,941,860
215,599
107,395
199,960
451,050
126%
535,370
559,040
Personnel - Year Equivalents Year Equivalent: Full - Time
13.75
13.75
15.80
16.80
17.80
Total Personnel - Year Equivalents
13.75
13.75
15.80
16.80
17.80
13.75
13.75
15.80
16.80
17.80
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
15,680
14,543
28,547
8%
31,867
31,407
$5
$4
$8
$13
$9
$9
Total Personnel
15%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
239
CITY OF AIRDRIE - 2014 OPERATING BUDGET Municipal Enforcement BUDGET NOTES A Team Leader and a Bylaw Officer have been included in the 2014 Operating Budget. The Team Leader position has been filled for the last three years (from 2010) by the Manager of Municipal Enforcement (ME). The main function of this position is to provide supervision and to ensure the department is meeting the needs of the community regarding enforcement. This position is also required to ensure the process and procedures in the department are being reviewed and updated as needed. If time allows, this position will be available to perform enforcement, however this will be limited. Currently these functions are not being completed as no full-time supervisor is in place. The Bylaw Officer position will serve the Bylaw function of the department and will not perform traffic enforcement. ME will not be required to purchase a vehicle for this officer as existing vehicles are sufficient. Bylaw Officers average $3,800 fine revenue per month and $45,600 in fine revenue per year. If this position is not approved community events and programs may not be able to operated without ME officer presents to provide traffic enforcement. Officer availability may prevent ME to respond to some bylaw complaints. With the addition of the new Land Use Bylaw there will be additional enforcement requirement for ME Bylaw Officers starting in 2014. Twenty thousand dollars for on-call administrative support has been included in the budget as per previous years. Staff working within the Airdrie Police building is required to be RCMP security cleared. This clearance can take up to six months to obtain. As a result of the security clearance on-call staff from the City's pool cannot be used at the Police building. On-call staff is used to cover holidays, training and to fill in at high volume times of the year. On-call staff is shared between the RCMP and the Municipal Enforcement Departments. Oncall staff is typically used to cover the front counter. Twenty thousand dollars for officer and administrative overtime has been included in the budget. The overtime is used to support community events on stats holidays and on weekends that required staff support. Officers paid overtime for these events are used specially for these events and are in addition to staff currently working to support the day-to-day activities. Implementation of a new reporting software (City View) happened in 2013. This software will allow ME staff the ability to track enforcement related to department process flow. It provides staff with a historic record of warnings, tickets and all other related processes. Staff will be spending large amounts of time in 2014 fine tuning the software and working out the hiccups. Implementation of a portal was done as part of the implementation of City View. This portal will allow residents to pay for bylaw tickets online. Funding has been included in the 2014 operating budget to help pay for data plans to allow officers to access the new City View software in the field. Other funding will come from the Information Technology pool of funds. This access prior to 2014 was provided through another program which is being discontinued in 2014. The development of a new Dog Control Bylaw will be undertaken in 2014. The current bylaw was developed in 2008 and is outdated and a new bylaw is needed. This will be affected by staff resources. The dog amnesty program was not operated in 2013 as a result of staff shortages. This did affect operating budget revenues in 2013 and will continue to in 2014. Staffing has been included in the 2014 operating budget however the RCMP security clearance will prevent staffing from being hired until mid-year. As a result this program will not operate in 2014.
Council Approved Budget
240
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Municipal Enforcement Revenues Other Revenues
(34,860) Addition of new Team Leader and Bylaw Officer will increase bylaw revenues (-$115,000); increased business license revenues (-$21,000); decrease in dog license fees and fines (+$101,000).
Total Revenues
(34,860) ($34,860)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
284,480 Reflective of COLA, band and step increases and associated benefit increases (+$120,000). New Team Leader and Bylaw Enforcement Officer (+$164,000). (1,950) Increase in cell phone costs (+$6,000) and City View operating costs (+$9,000). Lower training and travel costs (-$12,000); and advertising and printing costs (-$2,000). 3,220 Clothing cost for new positions.
Contributed to Capital Bank Charges & Short Term Interest Total Expenditures
200 285,950 $285,950
Net Increase (Decrease)
$251,090
Council Approved Budget
241
CITY OF AIRDRIE 2014 BUSINESS PLAN
BUILDING INSPECTIONS
BUSINESS FOCUS STATEMENT
To provide quality and timely inspection services to permit applicants, owners and occupants of buildings, and internal customers to ensure new and existing buildings are constructed in a safe manner.
CORE SERVICES
Provide technical advice to contractors, engineers, consultants, the public and external customers Ensure compliance of buildings in regards to the Alberta Building Code, Plumbing, Gas, and Electrical codes, Provincial Permit Regulations, Safety Codes Act and Quality Management Plan Ensure that all builders constructing new houses and duplexes conform to the lot grading bylaw Ensure that all permit records are kept and maintained Ensure that the Cross Connection Control Program records and regulates licensed devices
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S2: E-Government (phase 2) Increasing contractor ability for immediate access to notices and reduce delays for correction of deficiencies and redistribution of information to sub-trades minimizing re-inspection times for Inspection department. S2: E-Government (phase 2) Permitting software for portal will allow for online permit applications, reducing applicant travel and review delays when issuing permits.
Initiative/Strategy Integrate permitting software portal in conjunction with IT department to create on-line access for building inspection reports and ability to request inspections by the contractor and/or applicants through a portal using City View software Integration of permitting software for online access to apply for building permits by major contractors, through a portal using CityView software
To streamline the permit issuing process for applicants and administration staff
2015 and 2016 Desired Outcome Provide a forum for discussion and education to contractors and inspectors for reducing code related deficiencies. Also promote five objectives (safety, health, accessibility for persons with disabilities, fire and structural protection of buildings and energy
Initiative/Strategy Educate contractors by hosting builder forums where discussions between contractors and inspectors will nurture a collaborative understanding for reducing code related deficiencies and solutions for achieving a positive outcomes on the solutions. Continue enhancement of the City View Portal into City Building Inspection Software for all customer on-line applications and viewing of inspection notices to be processed
Target 2015/2016 - Reduce the number of erroneous inspection calls resulting in time savings to inspectors and cost savings to contractors 2015 – to provide a venue for all permit applicants to apply and review their permit status
Further increases speed of issuance and smoother processing of requested field inspections
242
Target To have a minimum of eight largest Building contractors move to a paperless application process
PERFORMANCE MEASURES Work Process Outputs
2014 2013 2012 2011 2010 2009 Forecast Projected Actual Actual Actual Actual # of building permits and HVAC permits issued 3,800* 3,557* 4,158 3,210 3,640 2,816 # of gas permits issued 2,500* 2,400* 2,306 1,865 1,833 1,586 # of plumbing permits issued 2,700* 2,600* 2,506 1,967 2,086 1,715 # of electrical permits issued 3,200* 3,100* 2,970 1,844 2,116 1,927 TOTAL PERMITS 12,200* 11,657* 11,940 8,886 9,675 7,425 *Permit numbers are less than prior years based on the way permits are now tracked in City View. In 2013, 423 accessory permits were eliminated and combined in other permits to create department efficiency. Inspector Work Load Average number of inspections completed per 10.6 10.2 10 7.5 8.1 7.8 electrical inspector each work day Average number of inspections completed per 13.2 12.7 12.3 11.4 12.9 10.1 plumbing and gas inspector each work day Average number of inspections completed per 12.5* 12* 13.4 10.4 12.2 7.3** building inspector each work day Average number of building permit plan reviews 3.8 3.6 4.2 3.2 3.6 2.8 completed each work day per building inspector *3.5 inspectors (remaining years was based on 3 inspectors) **Based on four inspectors Plan reviews are based on four inspectors (this does not include plan reviews for larger projects for electrical, plumbing and gas). These numbers do not take in account holidays, training, sick days and any other absences. In these events this work load is given to the inspectors working. Activity Description
Permit Activity Activity Description Houses # of building permits Duplexes # of building permits Multi-family and townhouses # of units Accessory (garages, basements, decks, etc.) # of building permits Commercial/industrial # of building permits Lot grading permits
2014 2013 Forecast Projected 800 780 80 96 530 613
2012 Actual 750 126 644
2011 Actual 629 50 391
2010 Actual 814 18 161
2009 Actual 650 0 166
1,950
1,800
1,705
1,131
1,246
1,074
220 880
200 824
180 872
191 674
381 822
214 653
Customer Benefits Activity Description Average number of days to process a house permit (registration/plan review) % of building inspections passed or passed with deficiencies % of electrical inspections passed or passed with deficiencies % of plumbing & gas inspections passed or passed with deficiencies
2012 Actual
2011 Actual
2010 Actual
2009 Actual
26*
26*
15
15
80.8%* 88.8%* 85.7%*
82.4% 76.1% 73.6%
N/A N/A N/A
N/A N/A N/A
* Based on new data from new permitting software. % 2013 from January 1 to April 30, 2013. Re-inspections required for all inspections not passed
243
BENCHMARKS (Other municipalities, industry standards, private sector) % of growth in last 5 years
Airdrie 49,560* 45%
Grande Prairie 55,032 9.6%
Medicine Hat 61,180 7.4%
Red Deer 97,109 7.2%
St. Albert 60,994 6.5%
876
157
168
415
198
4158
1405
1734
958
1496
742
$365.3MM
$256MM
$197.4MM
$216.7MM
$268MM
$136.5MM
4
5
6.5
6
7
2
# of electrical inspectors
2
2
3
2
2
1
# of gas inspectors
1.5
0.5
2.5
1
1.5
1
# of plumbing inspectors
1.5
0.5
2.5
1
1.5
1
# of building permits – “houses and semidetached dwellings” # of Building Permits Total all construction value # of building inspectors
Lethbridge 90,417 9% 547
# of Administration Support
6 6 6 8 2 5 *Note: Population figures shown are for most recent year available *Note: Total number of permits is a subjective number based on many different variations of how municipalities issue permits. Commonality would be number of dwelling units created. Note: Permit and construction values are based on 2012 with the inspector total being current numbers.
EMERGING TRENDS AND ISSUES
What are you noticing that may impact the way you do business in the future? Growth and increasing pressure to meet the time lines set out in the Airdrie QMP. Increased requests and installation of alternative energy sources and technologically advanced equipment. This has and will continue to increase the inspection level, and expertise required. Maintain and coordinate with Utilities the “backwater” Cross Connection Control program which is regulating and assuring we have a protected water supply. Codes are changing at more frequent intervals which increases the pressure on the industry to change faster. What are some key challenges that you are addressing in this plan/budget? Overall department workloads have increased along with the trend of increased permit growth. This has created a problem in meeting our Quality Management Plan. We are not currently meeting the QMP. CityView software has been designed to assist in managing procedural changes to ensure efficiencies. With the implementing of CityView permitting software, Building Inspections will be looking to expand the software. The expansion will include an external portal which will allow the customers to apply for permits, book inspections and check the status of their permits online. The Building Inspections counter will be accepting payment of all permits and licensing.
244
SERVICE LEVELS Core Program Provide Technical Advice
Major Functions Front counter
Professional meetings On site reviews
Ensure Code Compliance
Website & brochure educational info. Verbal on phone Plans reviews
Technical advice
QMP (Quality Management Program) Ensure all Permit Records are Maintained
Inspection services
Close by finals Front counter Contractors Entering Permit Applications Cross Conn. Control Devices Enter Permit Services Reports
Lot Grading Bylaw
Ensure Compliance to Lot Grading Bylaw Entering Applications
Description of Current Level
Proposed Service Level Changes
Dependant on number of permits being issued. Dependent on public knowledge of permit plan. Home owner issues â&#x20AC;&#x201C; no permits. Meet 75% of all applicants. 50% of plumbing, gas, electrical and house permits. 100% of comm. permits. Per commercial permit Est. 100% of permit issuance
Increases with customer awareness
(e.g.: frequency; standard; response time)
Estimated Cost of Program
Website educational information increase technical data. Assisted by portal development.
Maintain safety code Estimated at 100% of per permit issuance minimum. Maintain customer Maintain customer Done per new construction project requirements. See year end statistics. Inspect. per min. # of QMP Brochures and website Increased technical content equates to decreased phone call service. Done per permit issuance 24,150 inspections were done in 2012 Inspections/Re-inspections â&#x20AC;&#x201C; deficiencies and re-inspection fees Done per permit issuance All permits, all disciplines are entered 12,812 permits issued in 2012 Ensure all backwater devices are recorded and maintained All permits are issued a permit services report to the Provincial regulators Issue a Grading Permit
Move cost of program to utilities
Total Building Inspections
245
$(1,722,640)
City of Airdrie 2014 Budget Highlights Financial Summary Building Inspections By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Building Inspections 1-29-070 BUILDING INSPECTIONS
(1,869,517)
(1,445,286)
(1,118,860)
54%
(1,722,640)
(1,259,100)
(1,365,050)
Total Building Inspections
(1,869,517)
(1,445,286)
(1,118,860)
54%
(1,722,640)
(1,259,100)
(1,365,050)
(1,869,517)
(1,445,286)
(1,118,860)
54%
(1,722,640)
(1,259,100)
(1,365,050)
Total Building Inspections
Council Approved Budget
246
City of Airdrie 2014 Budget Highlights Financial Summary Building Inspections By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(30)
Other Revenues
(3,492,624)
(3,734,000)
(2,873,650)
(3,908,800)
(3,644,000)
(3,873,000)
Total Revenues
(3,492,624)
(3,734,030)
(2,873,650)
(3,908,800)
(3,644,000)
(3,873,000)
(3,492,624)
(3,734,030)
(2,873,650)
(3,908,800)
(3,644,000)
(3,873,000)
1,576,625
1,678,690
1,678,690
2,095,730
2,313,850
2,435,000
39,509
66,690
60,930
73,850
56,170
57,970
6,974
14,870
14,870
15,680
13,880
13,880
300
300
900
1,000
1,100
1,623,108
1,760,550
1,754,790
2,186,160
2,384,900
2,507,950
Total Expenditures
1,623,108
1,760,550
1,754,790
2,186,160
25%
2,384,900
2,507,950
NET COST/(GAIN)
(1,869,516)
(1,973,480)
(1,118,860)
(1,722,640)
54%
(1,259,100)
(1,365,050)
Total Revenues
36%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Bank Charges & Short Term Interest Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
15.65
15.65
18.35
19.35
0.50
0.60
0.60
0.60
15.65
16.15
18.95
19.95
20.95
15.65
16.15
18.95
19.95
20.95
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
(119,458)
(69,279)
(90,904)
3%
(63,113)
(65,158)
($41)
($23)
($32)
$5
($22)
($22)
Year Equivalent: Part - Time Total Personnel - Year Equivalents Total Personnel
17%
20.35
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
247
CITY OF AIRDRIE - 2014 OPERATING BUDGET Building Inspections BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) No new school construction expected in 2014. Apartment construction will be down from 2013 slightly. Growth including permits volume is expected to be similar as 2013. New Building and Electrical Inspector requested in the budget. In 2013 the Building Inspections Department is falling behind with completing inspections and is not able to keep up with current workloads. As of July 2, 2013 the department is behind on 152 inspections dating back to 2009. The majority of these inspections are accessory permits within all the disciplines (building, plumbing, gas and electrical). The Airdrie QMP requires accessory permits to be inspected within 180 days of permit issuance. The new building inspector will help in ensuring the department is keeping up with workload. The 2014 operating budget addresses this need by adding additional inspectors. Current review of workload for the electrical exceeds the capacity of the existing two electrical inspectors. This becomes a bigger issues around holidays, trainings and sick days. If the new inspectors are not approved, permit applicants will need to wait until an inspector is available to inspect.The 2014 operating budget addresses this need by adding additional inspectors. New administrative support is required to accept payments at the front counter. Building inspections will start accepting payment of permits and licensing. This will allow the new permitting software to used as designed and provide an approved level of customer services to our residents/contractors by giving them a one stop process. The 2014 operating budget addresses this need by adding one additional administration person. Twenty thousand dollars for on-call administrative support has been provided in the budget to support holidays, sick days and training. This on-call support will ensure that Building Inspections has sufficient front counter coverage to accept permits and license applications. Five thousand dollars for inspector overtime has been included in the budget to support drug house inspections after hours and to support holidays, sick days and training. This support will help to ensure Building Inspections is meeting the QMP service levels legislated by the province. New Building Code expected in 2014 will increase training time and book costs for inspectors. Additional cost with CityView with implementation of Portal for booking inspections and for allowing larger contractors to apply for permits on line. Addition of remote inspector module to allow inspectors to perform electronic inspections in the field. Additional funds have be added to the budget to cover some of this cost, additional costs will be paid from the IT pool of funds.
Council Approved Budget
248
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Building Inspections Revenues Sales & User Charges Other Revenues Total Revenues
(1,035,150) Revenue expected to be similar as actual growth in 2013. (1,035,150) ($1,035,150)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
417,040 Reflective of COLA, band and step increases and associated benefit increases (+$208,000). One inspector, one plans reviewer and one administrative assistant added (+$209,000). 12,920 Electrical inspection agency not needed in 2014 (-$10,000); New Building Code in 2014 results in an increase in compulsory training (+$6,000). Increases in other training and travel (+$7,000). New phone existing plans expire (+$6,000). Increase in maintenance cost for City View (+$2,000).
Materials, Goods, Supplies, & Utilities
810
Bank Charges & Short Term Interest
600
Total Expenditures
431,370 $431,370
Net Increase (Decrease)
($603,780)
Council Approved Budget
249
CITY OF AIRDRIE 2014 BUSINESS PLAN
CORPORATE PROPERTIES
BUSINESS FOCUS STATEMENT
Corporate Properties facilitates the process of appropriately planning for future civic developments and provides property and project management services for the City of Airdrie to maximize the value of City owned real estate assets.
CORE SERVICES
Project Management: Lead and support services for construction and renovation projects Strategic land and facility acquisitions and disposition: Facilitate acquisitions and dispositions in accordance with Council and Corporate requirements Airdrie Main Street Square: Management of operations and maintenance, timely reporting to the Board of Directors, lease negotiations and tenant relations Administration of corporate leases
KEY SUCCESS INDICATORS Indicator Completion of facility construction projects
Measure
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
100%
100%
100%
95%
N/A
Within anticipated budget and time frame
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome Parks and Public works operations facility at Chinook Winds park Create new facility plan for space allocation and building life cycle New Fire and EMS house in the North West
Strategic long range planning for growth/annexation
2015 and 2016 Desired Outcome City Hall facility expansion design and construction Construction/renovations as a result of facilities plan. Some projects may include: Plainsmen Arena Town & Country Secure land for Public Library renovation
Site Development plan for the Fletcher land
Initiative/Strategy Complete design and purchase of pre-fabricated steel building. Plan deep services and concrete pad Provide clear vision of current and potential future facility needs Secure land for Houses Identify Architect/Engineers Identify needs with key stakeholders Completion of project in 4th quarter Identify potential requirements for land and facilities related to growth Initiative/Strategy Work with stakeholders utilizing PMO process to facilitate expansion of City Hall Once the facility and building life cycle plan have been agreed on and accepted by staff, then an action plan will be formulated to determine the parameters of each project Once the needs assessment for the library have been released, a proper response will be formulated and put into action Work with planning, school boards, and all other key stakeholders.
250
Target 2nd Quarter 3rd Quarter 4th Quarter 4th Quarter Target 2015
2015
2015 2016
PERFORMANCE MEASURES Work Process Outputs for Airdrie Main Street Square (Key volume measures) Activity Description Vacancy rate (vacant space/rentable space) Number of lease renewals Return on investment (ROI)
2014 Projected 0% 4
2013 Actual 0% 1 12
2012 Actual 0% 0 12
2011 Actual 2% 4 12
2010 Actual 4% 2 13
Work Process Outputs for Not-For-Profits and Other City Facilities (Key efficiency measures) Activity Description Number of new tenants Number of lease renewals
2014 Projected 2
2013 Actual 3 4
2012 Actual 0 1
2011 Actual 0 4
2010 Actual 2 3
Work Process Outputs for City-Owned Property & Facilities (Key efficiency measures) Activity Description Number of facility designs coordinated Number of facility designs completed Number of new construction projects Number of construction projects completed Number of land sales Number of land purchases
2014 Projected 4 3 2 2 0 1 (estimated)
2013 Actual 2 2 2 3 0 1 (estimated)
2012 Actual 2 1 2 1 2 2
2011 Actual 7 6 6 6 1 2
2010 Actual 8 1 7 1 2 1
Customer Benefits (Key efficiency measures) Activity Description Project delivery schedule vs. actual Approved budget vs. actual cost
2014 Projected 100% 100%
2013 Actual 90% 100%
2012 Actual 90% 95%
EMERGING TRENDS AND ISSUES
This year will continue to be busy for the department, based on the number of ongoing projects. As the City of Airdrie continues to grow and the economic forecast brightens, labour costs could start increasing, even
though the oil/gas industry has slowed down it has not stopped. Alberta is still spending money both privately and commercially and projects are still being constructed. Some of the industry has indicated that the quality of the onsite craftsmanship should be on an increase due the unemployment rate being at approximately 4.7% rate determined by the Alberta Treasury Board and Finance.
251
SERVICE LEVELS Core Program
Major Functions
Project Management
Design, construction and occupancy (where applicable)
Strategic land and facility acquisitions and dispositions Airdrie Main Street Square
Locate and negotiate land and facilities Operations and maintenance Reporting to Board of Directors Lease negotiations
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Completion of four projects design/construction; Genesis Place Phase III, 23 ELH, Bert Church Theater and Athletic Park As required based on community needs assessments and civic requirements identified through the budget process Facility assessments, preventive and reactive maintenance Attend meetings and report conditions, financial status and vacancy/occupancy rate Work with current lease holders for renewals, advertise for new lease opportunities when required Total
252
$(69,780)
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Properties By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Safety Corporate Properties 1-69-010 CORPORATE PROPERTIES 1-69-011 LEASED PROPERTIES Total Corporate Properties Total Corporate Properties
(621,341)
(633,930)
(117,400)
62,230
(61,670)
148,760
13,000
(127,530)
4%
(132,010)
(199,020)
(197,310)
(618,982)
(620,930)
(244,930)
(72%)
(69,780)
(260,690)
(48,550)
(618,982)
(620,930)
(244,930)
(72%)
(69,780)
(260,690)
(48,550)
2,359
Council Approved Budget
253
(153%)
City of Airdrie 2014 Budget Highlights Financial Summary Corporate Properties By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues
(89,292)
(89,440)
(89,440)
(92,670)
(95,450)
(98,310)
(781,754)
(773,850)
(1,090,620)
(1,045,890)
(1,186,650)
(1,169,330)
(871,046)
(863,290)
(1,186,546)
(1,138,560)
(1,282,100)
(1,267,640)
(871,046)
(863,290)
(1,186,546)
(1,138,560)
(1,282,100)
(1,267,640)
Drawn from Reserves Total Revenues Total Revenues
(6,486) (4%)
Expenditures Salaries, Wages & Benefits
204,527
241,115
293,440
309,650
322,410
327,140
Contracted & General Services
18,591
22,810
28,506
238,870
88,570
88,570
Materials, Goods, Supplies, & Utilities
28,946
3,400
49,600
36,520
38,160
39,870
Added to Reserves/Allowances Long-Term Debt
395,200
570,070
483,740
572,270
763,510
252,064
662,525
941,616
1,068,780
1,021,410
1,219,090
Total Expenditures
252,064
662,525
941,616
1,068,780
1,021,410
1,219,090
NET COST/(GAIN)
(618,982)
(200,765)
(244,930)
(260,690)
(48,550)
Total Expenditures
(69,780)
14% (72%)
Personnel - Year Equivalents Year Equivalent: Full - Time
2.00
Year Equivalent: Part - Time
0.50
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
2.50
3.00
3.00
3.00
3.00
2.50
3.00
3.00
3.00
3.00
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
(247,593)
(81,643)
(23,260)
(86,897)
(16,183)
($14)
($5)
($1)
($5)
($1)
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
254
($7)
Corporate Properties BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) The department is involved with the design and construction of several corporate facilities for various departments within the City. The department will undertake the following administrative projects: Corporate strategic land and facility plan Maintenance work order process for Airdrie Mainstreet Square The department also provides day to day consultation on real estate and project matters for civic departments and agencies. Corporate Properties has made some assumptions with regards to the length of the temporary leases. Whyte Communications Inc. (WCI) - fixed lease of six months with month-to-month extensions afterwards. Tactical Assault Vehicle (TAV) storage six months to one year, depending on permanent space availability. Furniture storage on second floor six months, or duration of construction. Training facility on first floor month-to month as long as space is available estimate six months. Alberta Health Services (AHS) will be a new temporary lease at the Chinook Winds fire hall for one year.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Corporate Properties Revenues Sales & User Charges
(3,230)
Other Revenues
44,730 Lower interest received from Airdrie Main Street Square (+$16,000); no common cost recovery on 2nd floor (+$34,000).
Drawn from Reserves Total Revenues
6,486 47,986 $47,986
Expenditures Salaries, Wages & Benefits
16,210 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
210,364 Facility plan review (+$150,000); janitorial services for 2nd floor lease (+$60,000).
Materials, Goods, Supplies, & Utilities
(13,080) Lower natural gas and power costs due to new contracts.
Added to Reserves/Allowances Long-Term Debt Total Expenditures
(86,330) Debenture not pulled in 2013 but will be taken in June 2014. 127,164 $127,164
Net Increase (Decrease)
$175,150
Council Approved Budget
255
Director of Community Infrastructure
Manager of Procurement, AP, Waste and Recycle and Fleet Services
Manager of Planning and Sustainable Development
Asset Management Coordinator
Sustainability Coordinator
Waste and Recycling Team Leader
Operations Coordinator
Municipal Engineering Technologists
Automotive Mechanic Subdivision Planner
Planners Operators
Heavy Duty Mechanics / Fleet and Transit
Planning/ Development Technicians Administrative Assistant
Administrative Assistants Administrative Assistant
Engineering Services Team Leader
Planning Team Leader
Fleet Services Coordinator
Fleet Administration/ Parts
Waste and Recycling Education Coordinator
256
Director of Community Infrastructure
Operations Manager Parks and Public Works
Equipment Training Coordinator
Water Services Team Leader
Roads Team Leader
Administrative Assistants
Water Services Coordinator
Parks Development Coordinator
Parks Coordinator
Parks Development Technicians Administrative Assistant
Asset Management Specialist
Parks Operations Team Leader
Parks Operators / Crew Leaders
Tree Technician Public Works Coordinator
Roads Coordinator Facility Maintenance Operators
Summer Parks Attendants Integrated Pest Management
Irrigation Technician Equipment Operators Infrastructure Construction / Repair
Agricultural Services Technician
Roads Coordinator
257
City of Airdrie 2014 Budget Highlights Financial Summary Community Infrastructure By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Fleet
742,429
750,060
754,720
37%
1,033,420
1,138,790
1,190,710
4,716,279
4,850,245
4,879,310
9%
5,299,730
5,566,380
5,858,700
Planning & Sustainability
560,092
716,128
798,980
31%
1,047,340
1,091,880
1,077,240
Engineering Services
195,338
194,424
203,710
22%
247,610
587,730
676,910
3,315,254
3,345,350
3,588,470
11%
3,993,580
4,187,990
4,148,310
Public Works
Parks Operations Parks Development Total Community Infrastructure Total Community Infrastructure
275,686
303,361
446,350
(24%)
339,590
343,940
343,940
9,805,078
10,159,568
10,671,540
12%
11,961,270
12,916,710
13,295,810
9,805,078
10,159,568
10,671,540
12%
11,961,270
12,916,710
13,295,810
Council Approved Budget
258
City of Airdrie 2014 Budget Highlights Financial Summary Community Infrastructure By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales to Other Governments Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Internal Recoveries
(285,438)
(321,940)
(290,070)
(303,560)
5%
(310,300)
(311,770)
(1,292,494)
(1,235,810)
(1,102,690)
(1,236,000)
12%
(1,136,300)
(1,156,300)
(319,284)
(246,985)
(246,985)
(190,790)
(23%)
(89,750)
(88,680)
(1,440,598)
(2,195,931)
(2,215,931)
(1,877,010)
(15%)
(1,923,700)
(2,235,980)
(956,610)
(958,340)
(958,320)
(1,046,020)
9%
(967,910)
(997,290)
(4,294,424)
(4,959,006)
(4,813,996)
(4,653,380)
(3%)
(4,427,960)
(4,790,020)
Salaries, Wages & Benefits
5,794,839
6,341,345
6,391,480
7,160,980
12%
7,652,800
7,901,240
Contracted & General Services
1,393,462
2,106,861
2,085,856
2,207,810
6%
1,828,610
1,924,330
Materials, Goods, Supplies, & Utilities
3,039,035
3,473,160
3,472,400
3,520,970
1%
3,617,590
3,721,320
Total Expenditures
Contributed to Capital
11,370
(100%)
Added to Reserves/Allowances
1,126,794
856,000
856,000
1,259,000
47%
1,384,000
1,434,000
Long-Term Debt
2,743,252
2,666,310
2,666,310
2,465,890
(8%)
2,861,670
3,104,940
2,120
2,120
2,120
14,099,502
15,445,796
15,485,536
16,614,650
7%
17,344,670
18,085,830
9,805,078
10,486,790
10,671,540
11,961,270
12%
12,916,710
13,295,810
Grants to Groups & Other Organizations Total NET COST/(GAIN)
(100%)
Personnel - Year Equivalents Year Equivalent: Full - Time
58.53
59.01
60.20
2%
63.20
65.20
Year Equivalent: Part - Time
17.90
17.90
20.99
17%
21.24
21.24
Total Personnel - Year Equivalents
76.43
76.91
81.19
6%
84.44
86.44
Council Approved Budget
259
CITY OF AIRDRIE 2014 BUSINESS PLAN
FLEET SERVICES
BUSINESS FOCUS STATEMENT
Maintain and repair City fleet and equipment, ensuring safety, integrity, cost effectiveness, and protection of City assets.
CORE SERVICES
Preventative maintenance: Scheduled maintenance on City vehicles, heavy equipment, transit vehicles, machinery and equipment Repairs: All repairs to above on an as-needed and priority basis Life cycle management: Assessment, evaluation, disposition and replacement of vehicles and equipment; set-up and certification of new and replacement vehicles and equipment Critical services support: On-call support for lift station diesel engines and backup water and sewer generators. Preventative maintenance and repairs of emergency backup generators
KEY SUCCESS INDICATORS
Indicator Customer satisfaction
Measure Fleet Customer Survey Results
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S5:Workflow and Process review (Pro fuel and CFA – Computerized Fleet Analysis) S6: Identify evaluation/analysis/rating process for replacement of heavy duty equipment 2015 and 2016 Desired Outcome Ensure Airdrie is using industry best practices for fleet services Research potential ‘green’ initiatives
Initiative/Strategy Full integration of the two software applications – change this description Research sufficient to draft proposed analysis procedure Initiative/Strategy Audit current inventory practices against industry best management practices and make adjustments accordingly Research sufficient to draft proposed initiative(s)
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of vehicles and equipment Kilometers driven for all vehicles Actual hours of use for all equipment Vehicles/equipment per mechanic
2014 Target 90%
2014 2013 Forecast Projected 390 375 825,500 810,500 24,500 23,500 97.5 94
260
2012 Actual 362 786,311 21,329 90.5
2011 Actual 340 692,536 23,281 85
Target 2nd Quarter 3rd Quarter
Target 2015 2015-2016
2010 Actual
310 710,000 39,000 77.5
2009 Actual 305 632,000 34,765 76
Customer Benefits (Key efficiency measures) Activity Description
2014 Forecast
2013 Projected
Percentage of Vehicles/Equipment receiving Annual Maintenance Number of non-scheduled Breakdowns (Mechanical) Number of non-scheduled Breakdowns (Operator)
100%
80%
BENCHMARKS (Other municipalities, industry standards, private sector) Pieces of equipment supported Fleet Services FTE’s
Grande Medicine Prairie Lethbridge Hat 55,032 90,417 61,180 1000+ 300 600-700 4 Auto 1 Auto 9 HD 10 -HD 6 HD 2 HD 2 Admin 2-Auto 2 Admin 1 Transit 3 Parts 2-parts 1 Admin 1 Courier 4-Service 1 Labor 1 Service men man 3-welders 2 admin 1 fuel person
Airdrie 49,560* 362
6 total
16 total
24 total
12 total
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES
Impact of cost and extensive inventory requirements with expanded vehicles and equipment Fluctuating fuel costs Increase in cost of repairs as equipment becomes more complex
261
Red Deer St. Albert 97,109 60,994 600 2 Service Each 2 Welders department 1 Body has its own 5 HD fleet 3 HD/Auto department 2.5 Parts 5 Admin
20.5 total
SERVICE LEVELS Core Service Preventative Maintenance
Major Functions
Description of Current Level
(eg: frequency; standard; response time)
Regular maintenance for all City vehicles, trucks, heavy equipment, Kubotas, mowers, hand-operated Parks equipment, Waste & Recycling balers, transfer site compactor
Regularly scheduled maintenance based on odometer readings where applicable and hours-in-service readings
Commercial Vehicle Inspection Program for heavy-duty equipment
Ensure mandatory provincial standard is maintained annually for 30 major pieces of equipment
Proposed Service Level Changes
Estimated Cost of Program
Total
$1,033,420
Parks equipment maintained annually
Note: Transit vehicles maintained by Transit mechanic Repairs
All necessary repairs to above equipment
Note: Ongoing training is required to learn how to service new types of vehicles and equipment Lifecycle Management
Critical Service Support
As required. Priority ranking based on intended use (e.g. Fire vehicles are highest priority; rest based on assessed importance of need)
Assess and evaluate replacement needs
Driven by Fleet Replacement Policy and assessment criteria
Purchase of replacement vehicles/equipment
Install radios, Airdrie decals, light bars and other modifications and certifications required to put vehicles into service
Set-up and certification of new/replacement equipment On-call for lift station diesel engines and backup water and sewer generators Preventative maintenance and repairs of emergency backup generators
Ten lift stations in city
Three backup generators in various City buildings
262
City of Airdrie 2014 Budget Highlights Financial Summary Fleet By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Fleet 1-31-015 FLEET
742,429
750,060
754,720
37%
1,033,420
1,138,790
1,190,710
Total Fleet
742,429
750,060
754,720
37%
1,033,420
1,138,790
1,190,710
742,429
750,060
754,720
37%
1,033,420
1,138,790
1,190,710
Total Fleet
Council Approved Budget
263
City of Airdrie 2014 Budget Highlights Financial Summary Fleet By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(5,780)
(500)
(500)
(500)
Other Revenues
(1,620)
(400)
(400)
(400)
Drawn from Reserves
(35,000)
(35,000)
Internal Recoveries
(956,610)
(958,340)
(958,320)
(1,046,020)
(967,910)
(997,290)
Total Revenues
(956,610)
(1,000,740)
(993,320)
(1,046,920)
(968,810)
(998,190)
(956,610)
(1,000,740)
(993,320)
(1,046,920)
(968,810)
(998,190)
Total Revenues
5%
Expenditures Salaries, Wages & Benefits
396,508
445,670
445,670
509,240
526,320
595,280
Contracted & General Services
141,833
185,815
164,130
149,230
149,830
146,880
Materials, Goods, Supplies, & Utilities
633,769
719,520
735,990
769,620
781,450
796,740
500,000
375,000
375,000
625,000
650,000
650,000
26,928
27,250
27,250
27,250
1,699,038
1,753,255
1,748,040
2,080,340
2,107,600
2,188,900
1,699,038
1,753,255
1,748,040
2,080,340
19%
2,107,600
2,188,900
742,428
752,515
754,720
1,033,420
37%
1,138,790
1,190,710
Contributed to Capital Added to Reserves/Allowances Long-Term Debt Total Expenditures Total Expenditures NET COST/(GAIN) Personnel - Year Equivalents Year Equivalent: Full - Time
4.30
4.30
4.30
4.30
5.30
Year Equivalent: Part - Time
0.53
0.53
1.00
1.00
1.00
Total Personnel - Year Equivalents
4.83
4.83
5.30
5.30
6.30
4.83
4.83
5.30
5.30
6.30
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
153,712
156,257
194,985
4%
214,866
189,002
$16
$16
$19
$4
$20
$20
Total Personnel
10%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
264
CITY OF AIRDRIE - 2014 OPERATING BUDGET Fleet BUDGET NOTES Purchased service dollars are dependent on a full complement of staff and typical maintenance and repairs. Extended periods of ice and snow increase the overall expenses dramatically as heavy equipment operations the highest percentage of spending. The fleet budget has been broken down into six categories: heavy duty, medium duty (trucks, cars), stationary equipment (generators, compactors, etc.), light duty (gators, mowers, forklifts, etc.) and hand held (weed whackers, push mowers, etc.) and fire equipment.This enhanced level of detail will assist in a focused effort on improvements to process and expenses.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Fleet Revenues Sales & User Charges
(500)
Other Revenues
(400)
Drawn from Reserves
35,000 Covered cost of safety hoist from reserve in 2013.
Internal Recoveries
(87,700) Increase in fleet charges recovered.
Total Revenues
(53,600) ($53,600)
Expenditures Salaries, Wages & Benefits
Contracted & General Services Materials, Goods, Supplies, & Utilities
63,570 Reflective of COLA, band and step increases and associated benefit increases (+$29,000). Addition of 0.47 FTE Fleet Administrator (+$35,000). (14,900) More repairs being done in-house. 33,630 More repairs being done in-house requires more supplies.
Contributed to Capital Added to Reserves/Allowances
250,000 Increase in transfer to reserves to cover future capital costs.
Long-Term Debt Total Expenditures
332,300 $332,300
Net Increase (Decrease)
$278,700
Council Approved Budget
265
CITY OF AIRDRIE 2014 BUSINESS PLAN
PUBLIC WORKS ROADS
BUSINESS FOCUS STATEMENT
The Roads Department serves the general public to maintain the integrity and safety of Airdrie’s roadways and sidewalks to provide safe and unimpeded movement in and around Airdrie, twenty-four hours a day, seven days a week. Coordinate safety orientation and equipment training through effective learning initiatives and field inspections.
CORE SERVICES
Roadway Operational Maintenance: Snow/ice control, road sweeping, preventative asphalt maintenance, gravel road/lane maintenance, guardrail/bridge repairs, ditch cleaning and culvert maintenance. Roadway Infrastructure Maintenance: Concrete sidewalk, curb and gutter repair replacement, asphalt repair/resurfacing, asset inspections. Roadway Traffic Control: Road/weather monitoring, traffic sign repair/installations, line marking/painting, traffic signal maintenance. Vehicle/Equipment Safety and Training: Providing training and safety programs for staff to facilitate their ability to work more effectively and safely.
KEY SUCCESS INDICATORS Indicator Customer Satisfaction Summer Maintenance Customer Satisfaction Winter Maintenance Annual maintenance programs completed Total staff training hours
Measure
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
% Good or Very Good
75%
69%
62%
N/A
60%
% Good or Very Good
60%
52%
55%
N/A
38%
95%
90%
90%
90%
100%
100% 2,300
100% *2,800
100% 2,241
100% 2,742
N/A
% meeting or exceeding service level Total training hours per year *Additional training required (Fall Arrest training certification)
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome Manage environmental effects of growth on Snow and Ice storage
Initiative/Strategy Functional plan for snow dump facility Secure land for facility
Conceptual plan completed and land requirements identified
S6: Improve asset collection and condition assessment information
Continue to collect additional assets and conduct condition assessments
Complete: Guard rail inventory, signage inventory
S5: Improve work order management and unit cost tracking (joint initiative with Water Services)
Implement work order management program
Software chosen and installed 2014
Enhanced safety and equipment training program
Increased number of field visits/evaluations
200 annual site visits
266
Target
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2014 Forecast Twice Three week rotation 450 18,000 Lm 6 weeks 746 ***3332 ***907 ***1543 350 72 12
Activity Description Alley grading/year Perimeter road grading
2013 Projected Twice Three week rotation 450 17,000Lm 6weeks 726 **2,713 **895 **1,648 332 64 15
2012 Actual Twice
2011 Actual Twice
2010 Actual Twice
2009 Actual Twice
Monthly
Monthly
Monthly
Monthly
Linear meters of concrete sidewalk repair 447 450 450 450 Crack Sealing (linear meters) 15,000Lm 13,000Lm N/A N/A Spring Street Sweeping 7 weeks 8 weeks N/A N/A Road network maintained (lane kms) *706 436 418 397 Road Salt Usage (Kg/lane km) 3,491 3,808 2,223 1,399 Anti-icing liquid usage (L/lane km) 949 875 519 1,326 Sanding Chip usage (Kg/lane km) 1,528 1,406 1,766 2,062 Number of vehicles and equipment 310 310 310 305 Coordinate external training 52 52 40 NA Fall protection training 70 70 N/A N/A New and seasonal staff orientation and 104 95 90 90 80 74 training Defensive Driver Training participants 90 70 90 90 63 30 Staff trained on new equipment 120 108 86 86 62 43 Field Inspections 200 200 80 80 NA NA *2012 increase in road network lane kms (absorbed annexation) has reflected in overall increased material use values. **2013 material projections based on 4 year average from 2009 -2012 plus 5% for road network growth. Note: 2011 Road Salt values higher due to abnormal winter. ***2014 forecasted material use based on annual average amounts (2011-2013) plus 5% for road network growth.
Snow and Ice Materials Usage/Lane KM 4000
3,808
3,492
3500
Coarse Salt Used 98.8%
3,332
Road Guard 8 31.8% chloride
3000 2,713 2500 2,062 2000 1500
Total Gravel
2,291
2,223
1,826
1,766 1,406
1,399 1,326
1,528 949
1000
875
1,648
895
1,543
907
803
519
500 0 2009
*Notes:
2010
2011
2012
2013 projected 2014 Forecast
Average
1. material usage highly dependent upon climatic conditions resulting in spikes and dips in usage based on these variables. 2. Average values exclude 2011 data due to unusually high usage resulting from extreme weather events
267
Customer Benefits (Key efficiency measures) Activity Description Number of service requests completed % of winter snow events where the response level met or exceeded adopted service levels % of summer maintenance programs meeting or exceeding adopted service levels BENCHMARKS (Other municipalities, industry standards, private sector) Full time equivalent (FTE): Lane kms of road maintained Population served per FTE
2012 Actual 482
2011 Actual 527
2010 Actual 720
2009 Actual 1,174
95%
95%
100%
100%
88%
N/A
N/A
N/A
Medicine Hat 61,180
Red Deer 97,109
St. Albert
1:33
1:40
1:29
2,927
2,296
2,871
2,404
500
750
N/A
N/A
N/A
N/A
Airdrie Lethbridge 49,560* 90,417 1:42 summer 1:19 1:34 winter 3,670 summer 2,981 winter
Pieces of equipment supported
310 1 Training Coordinator 4 Mentors *Note: Population figures shown are for most recent year available
Equipment training staff support
2 Safety 2 Safety Coordinators Coordinators
EMERGING TRENDS AND ISSUES
60,994
Roads Rising commodity prices will affect both delivery costs for road maintenance materials (gravel, salt, concrete, etc.) and the roadway materials themselves (i.e. asphalt and oil based surfaces). Annexation will continue to have a significant impact on nearly all aspects of the Roads Department operations. The recent additional roads have brought our road network to 315 kms. Efforts to incorporate future roads into the existing maintenance programs and schedules will have to be strategically resourced to ensure funding and staffing are available with minimal hurdles. Gravel and chip seal driving surfaces could require significant effort and financial resources to maintain in the coming years. These chip sealed roadways are at the end of their effective lifecycle and will need to be resurfaced before structural damage occurs (and thereby increasing the cost of repairs). Manufactured sanding chips currently used in winter operations are becoming more difficult to source due to competition with larger users of these products. There is a significant year to year increase in the amount of line markings requiring replacement and repair due to lifecycle maintenance, growth, and damage due to winter plowing operations. In-laid pavement markings will be looked at to replace durables. Engineering will need to incorporate this more expensive (but valuable) payback into all future road works projects. Each year, an increasing number of roadway failures are occurring in some of our older roadways. These failures will need to be monitored closely and preserved in a timely fashion to mitigate the need for larger scale rehabilitation projects. Those roads already past service life and requiring extensive rehabilitation should be addressed soon to avoid base structural damage. Vehicle/Equipment Safety and Training Increased scrutiny of safe work procedures by the Province and OH&S Financial liability in the event of an accident (both personal and municipal) More complex equipment procedures
268
SERVICE LEVELS Core Program Roadway Operations
Major Functions
Description of Current Level
(e.g.: frequency; standard; response time)
Snow/Ice Control:
When storms are continuous, or follow closely one after the other, operations will be repeated or continued on the highest priority roads until completed, before moving on to the next priority.
Priority 1: Arterial roads, AES facilities, school zones on school days, areas reported by the R.C.M.P.
Priority 1: Plowed and have Ice Control operations concluded 24 hours after the end of the storm event
Priority 2: Collector roads, roads with steep grades and during the spring melt areas with potential drainage issues.
Priority 2: Plowed and have Ice Control operations concluded 48 hours after the end of the storm event
Priority 3: Plowed and have Ice Control operations concluded 48 hours after the end of the storm event.
Priority 4: Plowed and have Ice Control operations concluded when the road is rendered impassable, extenuating circumstances exist, or as required by the Team Leader of Public Works.
Priority 1: Swept first during spring cleanup and then on a weekly basis if needed, throughout the sweeping season.
Priority 2: Swept second during spring cleanup and then on a monthly basis if needed throughout the sweeping season. Priority 3: Swept third during spring cleanup and then as needed or as required by the Team Leader of Public Works, throughout the sweeping season.
Priority 3: Prioritized City owned parking lots.
Priority 4: Local Roads
Street Sweeping: Priority 1: Arterial roads and roads adjacent to areas with concerns of impact relating to water quality and the environment Priority 2: Collector roads
Priority 3: Local Roads
Priority 4: prioritized City owned parking lots and lanes Crack Sealing Gravel Road grading
Priority 4: Swept as required throughout the sweeping season.
Annually Three week rotation
269
Proposed Service Level Changes
Estimated Cost of Program
Roadway Infrastructure
Alley grading Guardrail/Bridge repair Ditch Cleaning Culvert maintenance Pot hole repairs Concrete repairs Asphalt maintenance Asset inspections
Roadway Traffic control
Road and Weather information monitoring Traffic sign repair Traffic sign installation Durable line marking Temporary line painting Railway crossing signal maintenance Seasonal Decorations Asset inspections (signs signals, etc.) Traffic control
Twice annually As required As required As required As required Annually (determined through asset inspections) Annually Annually
Total Operations
$1,763,300
Total Infrastructure
$1,307,830
Total Traffic Control
$1,761,330
Total Cost
$467,250 $5,299,710
Monthly As required (24 hr response) As requested/required - some costs recovered for new installations As required As required Monthly Annual program Annual program As requested; some costs recovered
Common Services/Safety Training
270
City of Airdrie 2014 Budget Highlights Financial Summary Public Works Roads By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Public Works Roads 1-31-011 COMMON SERVICES / SAFETY TRAINING
979,513
976,535
514,690
467,260
431,090
577,500
1-32-011 ROADWAY INFRASTRUCTURE
1,062,038
1,101,860
1,248,930
5%
1,307,830
1,336,510
1,345,220
1-32-012 ROADWAY OPERATIONS
1,245,053
1,260,290
1,426,720
24%
1,763,300
1,902,910
1,952,000
1-32-014 TRAFFIC CONTROL
1,429,675
1,511,560
1,688,970
4%
1,761,340
1,895,870
1,983,980
Total Public Works Roads
4,716,279
4,850,245
4,879,310
9%
5,299,730
5,566,380
5,858,700
4,716,279
4,850,245
4,879,310
9%
5,299,730
5,566,380
5,858,700
Total Public Works Roads
Council Approved Budget
271
(9%)
City of Airdrie 2014 Budget Highlights Financial Summary Public Works Roads By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues Conditional Grants
(36,024)
(55,055)
(26,000)
(25,000)
(25,000)
(25,000)
(249,433)
(232,540)
(232,540)
(250,000)
(200,000)
(200,000)
(40,101)
(40,100)
(40,100)
(64,740)
(65,000)
(65,000)
Drawn from Reserves
(1,386,665)
(1,672,550)
(1,672,550)
(1,425,230)
(1,922,780)
(2,235,980)
Total Revenues
(1,712,223)
(2,000,245)
(1,971,190)
(1,764,970)
(2,212,780)
(2,525,980)
(1,712,223)
(2,000,245)
(1,971,190)
(1,764,970)
(2,212,780)
(2,525,980)
1,479,127
1,557,805
1,607,940
1,937,580
2,176,790
2,346,340
516,995
720,680
703,850
808,090
775,720
814,720
1,952,422
2,165,580
2,155,570
2,097,680
2,182,260
2,265,700
Total Revenues
(10%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances
11,370 29,993
50,000
50,000
100,000
Long-Term Debt
2,449,966
2,371,770
2,371,770
2,171,350
2,594,390
2,857,920
Total Expenditures
6,428,503
6,815,835
6,850,500
7,064,700
7,779,160
8,384,680
Total Expenditures
6,428,503
6,815,835
6,850,500
7,064,700
3%
7,779,160
8,384,680
NET COST/(GAIN)
4,716,280
4,815,590
4,879,310
5,299,730
9%
5,566,380
5,858,700
19.29
Personnel - Year Equivalents Year Equivalent: Full - Time
15.92
16.11
16.29
18.29
Year Equivalent: Part - Time
1.50
1.50
4.00
4.25
4.25
17.42
17.61
20.29
22.54
23.54
17.42
17.61
20.29
22.54
23.54
Forecast Population
45,711
96,720
53,326
57,219
60,938
Total Forecast Population
45,711
96,720
53,326
57,219
60,938
270,739
277,076
261,199
246,956
248,883
$103
$50
$99
$97
$96
Total Personnel - Year Equivalents Total Personnel
15%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
272
1%
CITY OF AIRDRIE - 2014 OPERATING BUDGET Public Works Roads BUDGET NOTES The biggest impact to budget in 2014 is expected to come from annexation roadways. The additional road network has brought our lane kilometers to 726. In 2013 we experienced many surface failures during spring breakup on some of these newly acquired roads. This resulted in the need for immediate attention. These repairs were neither forecasted nor funded. This impacted some of the inner city maintenance as existing funds were redirected to complete these repairs. Three rural subdivisions scheduled for road rehabilitation in 2013 (deferred) will be back in the program for 2014. These projects will need to be completed to avoid additional failures as already seen this year. 2014 budget for these subdivisions has increased as original funding did not consider base and surface failures. All roadway programs; snow and ice, gravel road, sweeping, traffic control, road maintenance (pot holing, crack sealing), guard rail repair and line marking will continue to grow as people continue to move to Airdrie. This increased inventory will result in additional personnel required to continue a quality level of service. This will ensure service levels are met and customer satisfaction remains high. Additional term personnel for the upcoming year has been recognized and requested through the budget process. We can expect a general increase in materials related to our programs based on growth and price. Spring cleanup materials have to go to Calgary landfill for disposal as the realization to store for washing and re-use is years away . Depreciation of older infrastructure is apparent, increased maintenance will be needed to bring it back up the curve. Battery back -up at some of our major intersections has been considered and much needed as many of the major intersections see over 10 thousand cars daily. With only three traffic lights with back-up power, this area needs some attention. In-house programs such as crack sealing and some smaller scale concrete repairs are expected to continue as this gives us flexibility to deliver a service, showing diversity as well as being competitive with the contractor. Although these programs are still relatively new results thus far show significant efficiencies in completing this type of work with City forces. 2013 will see a slight decline in cost recovery as sweeping for Rocky View County was not done by Airdrie. High load moves will continue to be the driver in this area and anticipated growth if Propak manufactures equipment at their new location. Although difficult to forecast, the potential for increased revenue could be expected.
Council Approved Budget
273
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Public Works Roads Revenues Sales & User Charges
1,000 Decrease in contract street sweeping (+$5,000); high load moves increase (-$4,000).
Other Revenues
(17,460) Increased street light rebate.
Conditional Grants
(24,640) Basic Municipal Transportation Grant has been increased for the additional lane kilometer on HWY 567.
Drawn from Reserves
247,320 Less funds required due to projects being postponed and debentures not required.
Total Revenues
206,220 $206,220
Expenditures Salaries, Wages & Benefits
329,640 Reflective of COLA, band and step increases and associated benefit increases as well as reallocations between Roads and Water/Sewer (+$235,000). Addition of 0.5 FTE Seasonal Trainer and 1.0 FTE summer labourers (+$95,000).
Contracted & General Services
104,240 Increased insurance premiums (+$16,000); T&C parking lot repairs one-time cost in 2013 (-$35,000); increase in annual asphalt and concrete repairs (+$74,000); hired equipment and landfill charges for street sweeping (+$19,000); less dust control (-$15,000); battery backup for traffic signals (+$40,000).
Materials, Goods, Supplies, & Utilities
(57,890) Natural gas and power costs moved to specific buildings (-$121,000); power for streetlights increasing (+$41,000) additional funds for repalceable wear parts for equipmnet (+$10,000); increase in gravel for annexed roads (+$20,000).
Contributed to Capital
(11,370)
Added to Reserves/Allowances Long-Term Debt Total Expenditures
50,000 (200,420) Paid off debt for 2003 roadworks projects. 214,200 $214,200
Net Increase (Decrease)
$420,420
Council Approved Budget
274
CITY OF AIRDRIE 2014 BUSINESS PLAN
PLANNING AND DEVELOPMENT MISSION STATEMENT
The Planning and Development Department evaluates development proposals, manages growth, and proactively explores new planning and design initiatives and processes that move Airdrie towards a more healthy and sustainable future.
CORE SERVICES
Policy Development & Master Planning: Oversees the preparation and implementation of statutory land use plans and policies, including the municipal development plan and area structure plans. Plan Implementation and Regulations: Update and aligns Land Use Bylaw and related regulations & guidelines. Enforces the land use bylaw and ensures that development is completed according to city standards to maintain a safe and attractive community. Corporate & Community Sustainability: The sustainability office is responsible for coordinating and implementation of AirdrieONE, corporate initiatives, hosting events and education programs, building awareness and providing input into plans, policies and corporate practices. Development Review: Evaluates development proposals for consistency with Council approved policy, bylaws and regulations, to ensure development contribute to the achievement of the City’s vision and to ensure community well-being and sustainability. Development review includes the processing of plot plans, certificates of compliance, tenancy permits, development permits, subdivision applications, Land Use Bylaw amendments (zoning), and amendments to the City Plan, Community Area Structure Plans and Neighbourhood Structure Plans. The planning group is also responsible for administering the civic addressing function for the City with regards to new development. Community & Stakeholder Engagement: Educates, informs, and involves the public and stakeholders in planning matters; continually seeks feedback from stakeholders in order to provide decision-makers with informed advice. Educates Council, Municipal Planning Commission and other advisory bodies with regards to planning practice and process and legislative requirements. Inter-Municipal Planning: Active partner in joint planning with Rocky View County and the Calgary Regional Partnership; promotes co-operation on inter-municipal and regional planning matters.
KEY SUCCESS INDICATORS (From customer’s view, how do we know we’re doing a good job?) Indicator Fiscal Sustainability Movement towards a more reasonable balance of land uses to allow employment & revenue generation Streamlined Development Review Process
Measure Residential/ non-residential assessment split Processing time from complete application
Satisfaction of Department Services
Citizen Satisfaction Survey
Housing Choice Ensure a range of housing types throughout the city
Diversity of unit types
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
80/20
86/14
86/14
87/13
86/14
Processing times on complete applications reduced 15%
N/A
N/A
N/A
Above 70%
54%
59%
59%
80% of housing is detached product
86%
N/A
N/A
275
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S5: Land Use Bylaw Enforcement
Complete Land Use Bylaw Rewrite
S1: Develop integrated planning and servicing strategy for the annexation lands. Update Comprehensive Growth Strategy to reflect increased annexation land base. Develop sequencing strategy in coordination with engineering. S5: Implement strategy for clarifying and streamlining the development process and requirements for planning proposals. Continue to refine and implement.
Initiative/Strategy Improve outcomes and predictability of response, improved timeliness of response, improve enforcement section within new Land Use Bylaw to include a logical and effective fine structure New Land Use Bylaw containing clear, defensible development requirements geared to implement Airdrieâ&#x20AC;&#x2122;s vision presented to Council for adoption Policy framework in place to deal with requests for new development in annexed lands.
Process Guidelines complete and to Council for approval
S5: Development Review: Maintain effective, responsive review process for NSPs, land use bylaw amendments, development permits and subdivision applications Sustainability Program
Timing, effectiveness and consistency of decision process
2015 and 2016 Desired Outcomes Enhance fiscal modeling capabilities to use existing resources more efficiently
Measure/Strategy System that allows staff to easily undertake fiscal impact modeling in accordance with City Plan requirements Policy framework in place to deal with current market and planning challenges existing in the downtown Organized meetings with the community association and other stakeholder groups to identify areas where plan can be improved
Update and review the Downtown Area Redevelopment Plan to ensure continued activity and evolution of the downtown Start review and update of the Village Plan in conjunction with the Village Community Association
# of events # of attendees
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Development Permits Statutory Plans Land Use Bylaw Applications Lots Subdivided Inter-municipal referrals Total Volumes
2014 Forecast 1000 4 14 850 15 1,883
2013 2011 Actual Projected 950 850 4 4 12 10 800 950 20 25 1,786 1,839 276
Target
1st Quarter A bylaw which implements the vision, and facilitates the achievement of certain goals 4th Quarter Be prepared for new development to increase sustainability, be more deliberate in land use decisions to create a better community (better balance, less conflicting land uses) 2nd Quarter Better customer service and more timely decisions and feedback for the public and developers on process and policy On-going Be clear with developers and applicants what is expected of them and why early in the process. On-going Raise overall awareness of sustainability, AirdrieONE and conservation initiatives. Target Q1 2014
Q2 2015
Q3 2016
2010 Actual 563 2 8 895 20 1,488
2009 Actual 1,553 3 15 525 65 2,165
Customer Benefits (Key efficiency measures) 2011 Actual
Activity Description # of community public meetings held # of Joint Planning meetings/working sessions Processing time: subdivisions (days) Processing time: development (days) Processing time: compliance (days) BENCHMARKS (Other municipalities, industry standards, private sector) Annual Growth Rate
2010 Actual 8 15 40 40 2
Airdrie 49,560*
Grande Prairie 55,032
4.5%
3.36%
8 20 40 40 2
Medicine Lethbridge Hat 90,417 61,180 2.16%
2009 Actual
1.99%
Red Deer 97,109 3.5% (estimated)
4 2 40 57 2 St. Albert 60,994 1.14%
*Note: Population figures shown are for most recent year available **Note: Grande Prairie and Medicine Hat require development permits for single detached dwellings; Airdrie, Lethbridge and Red Deer do not.
EMERGING TRENDS AND ISSUES
The planning and development department expects that 2014 will be an active year, with activity levels expected to be slightly higher than 2013. The department will also be completing and implementing several long range projects. Development Permit Activity: It is expected that overall development permit numbers will reflect 2013 levels, based on economic forecasts and indications from businesses and developers. Structure Planning/NSP Review: In addition to development permits, the department is seeing continued activity with Neighbourhood Structure Plans and Land Use Bylaw amendments. These initiatives require significant staff time to evaluate and process and often require inter-departmental resources (particularly Engineering and Parks). The increasing complexity of development plans, including storm water management, environmental management, transportation planning, etc. may necessitate additional staff time and consulting resources to assess NSPs. Growth Management: Given the level of activity in both long-range and current planning, as well as inquiries from the development community regarding longer-term development, activity in 2014 is projected to increase. This is resulting from: ď&#x201A;ˇ Large land base taken through annexation and the development expectation associated with that; ď&#x201A;ˇ Development industry concerns in the City of Calgary are putting pressure on surrounding communities to accommodate increased suburban development; ď&#x201A;ˇ Market conditions in Alberta are projected to stay strong and interest rates are staying relatively low. AirdrieONE Implementation: The implementation of AirdrieONE will involve a corporate and community sustainability program. Implementation initiatives will continue to raise awareness, provide education opportunities, and develop print materials to highlight new initiatives to increase sustainable operations. In 2014, the department will be examining the need and scope of the planned interim update to AirdrieONE. Enhanced Community Engagement: Several projects that will be underway in 2014 will require ongoing public consultation and engagement: continued growth management work will require engagement with the development industry as will the AirdrieONE initiatives. As an outcome of the Land use Bylaw, the department will be clarifying the process for development notification and open houses. There are increasing expectations from Council and community with regards to consultation. This requires a full range of engagement and communication channels, including social media and other options. Expanding Scope of Department: The department is moving towards increasing involvement and oversight in the development of Community Area Structure Plans and Neighbourhood Structure Plans. This will require increased resources that will include staffing implications and increased purchased service /consulting demands.
277
SERVICE LEVELS Core Program
Major Services
Description of Current Level
Proposed Service Level Changes Review development agreement to ensure industry standards are being met and legal compliance is upheld.
Estimated Cost of Program One time consulting/legal review for agreement.
Developer and industry driven Legislated timeframes identified in MGA.
Enhanced tracking system for endeavors-to-assist. Review subdivision servicing agreement to ensure industry standards are being met and legal compliance is upheld.
One time consulting/legal review for Agreement. Tracking software & IT costs tracking endeavours.
Developer-driven staff evaluate submissions.
Increase City involvement and oversight. Goal is to have municipality staff responsible for developing Area Structure Plans within 2 years
One additional FTE in 2015
Major revision underway. Undertake periodic amendments, usually at request of development proponents.
Develop a schedule to regularly review, evaluate and update the LUB to ensure alignment with emerging trends and Council policy.
Budget a comprehensive update every four years utilizing external consultants. $60,000.
(e.g.: frequency; standard; response time)
Development Review
Development Permit Review Tenancy Permit Review Process Tracking Proposal Evaluation Approval Process
Subdivision
Subdivision Review Creating & tracking Subdivision Servicing Agreements
Policy Development Structure Plans and Master Planning NSP Review
Level of service aligned with industry/ customer demands. Some timelines driven by MGA
Annexation will increase demands for CASPs and NSPs. Land Use Regulation
Land Use Bylaw Implementation LUB Amendments
Development Related Enforcement
LUB Enforcement Maintain Community Standards
Respond to complaints from the public, communicate with land owners, administer stop orders and requirements for development appeal board process
Level of service is largely complaint driven.
Growth Management
Tracking Trending Forecasting
Growth strategies usually tied to annexation activity.
Undertake regular updates to growth strategy, assumptions and vacant land inventory. Conduct updates every 2 years when growth rates remain above 5%/year.
Inter-municipal Planning
Coordination Collaboration Joint Planning
Joint planning required to develop new IDP post annexation
Work with RV to develop scope of work for new IDP.
278
Or increased consulting assistance.
Need update to 2011 Dillon growth study & vacant land analysis.
Community and Stakeholder Engagement
Sustainability
Engagement Public meetings & hearings Collaboration Negotiation
Awareness Education Projects
Public hearings for LUB amendments Conduct annual industryplanning forum Respond to feedback Develop/clarify community engagement process requirements as part of process guidelines Conduct open houses, community meetings as required Engagement & events Presentations & workshops Partnerships Projects & research Development review Nose Creek Partnership Urban agriculture
Increased level of effort to support annexation, growth management, plan implementation and Sustainability program. Develop engagement guidelines. Increase in CASPs and NSPs – will require public engagement. Most of the cost will be borne by the developer – but will require some staff resources. Enhanced activity associated with strategic priorities – S11 and S12 – water conservation & energy efficiency. Increased involvement with partnerships including CRAZ, Nose Creek and Bow River Basin Total Cost
279
May require consulting assistance & corporate communication assistance to develop public engagement guidelines.
Partnerships fees $5,000 CRAZ $2,000 NCWP $2,000 BRBC
$1,047,340
City of Airdrie 2014 Budget Highlights Financial Summary Planning By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Planning 1-12-130 SUSTAINABILITY 1-61-011 MUNICIPAL PLANNING
560,092
716,128
798,980
31%
1,047,340
1,091,880
1,077,240
Total Planning
560,092
716,128
798,980
31%
1,047,340
1,091,880
1,077,240
560,092
716,128
798,980
31%
1,047,340
1,091,880
1,077,240
Total Planning
Council Approved Budget
280
City of Airdrie 2014 Budget Highlights Financial Summary Planning By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales to Other Governments Sales & User Charges
(8,570)
(10,000)
(5,000)
(6,500)
(8,000)
(8,000)
(737,469)
(764,250)
(612,750)
(703,200)
(678,500)
(698,500)
Conditional Grants
(30,000)
(30,000)
(30,000)
Drawn from Reserves
(45,415)
(65,415)
(746,039)
(849,665)
(713,165)
(739,700)
(686,500)
(706,500)
(746,039)
(849,665)
(713,165)
(739,700)
(686,500)
(706,500)
1,210,719
1,359,850
1,359,850
1,591,610
1,660,840
1,670,650
44,909
125,220
144,545
189,080
111,440
106,990
5,087
7,750
7,750
6,350
6,100
6,100
1,306,130
1,492,820
1,512,145
1,787,040
1,778,380
1,783,740
1,306,130
1,492,820
1,512,145
1,787,040
18%
1,778,380
1,783,740
560,091
643,155
798,980
1,047,340
31%
1,091,880
1,077,240
Other Revenues
Total Revenues Total Revenues
4%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures Total Expenditures NET COST/(GAIN)
45,415
Personnel - Year Equivalents Year Equivalent: Full - Time
14.05
14.05
15.05
15.05
15.05
Total Personnel - Year Equivalents
14.05
14.05
15.05
15.05
15.05
14.05
14.05
15.05
15.05
15.05
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
39,864
56,867
69,591
4%
72,550
71,577
$12
$17
$20
$3
$19
$18
Total Personnel
7%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
281
CITY OF AIRDRIE - 2014 OPERATING BUDGET Planning BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) In 2013, the Planning department experienced a very active construction season with regard to subdivision, development permit and compliance activity. These areas should experience similar levels of activity in 2014, with some moderate increases. Activity in the commercial/industrial and residential sectors was also strong in 2013. Many revenue projections have been increased to reflect current trends. For 2014, it is expected that all staff resources will be required to meet the goals as stated in the department business plan with regards to current development. In 2014, the Planning Department will focus on implementation of the new Land Use Bylaw and City Plan (MDP). Both of these documents are expected to be adopted by Council in late 2013. The sustainability program will continue in 2014 with increased public awareness and engagement activities planned. In the newly annexed lands, planning staff and required consultants will be developing a strategy that will outline the staging of development within the new lands. Additional funds have been added to the community planning budget to allow the City to initiate Community Area Structure Plan (CASP) development to support nonresidential development in the newly annexed areas. In the short-term, it is expected that the City will have sufficient land to meet demand within the pre-annexation boundary until the population approaches 80,000. Development in the annexed area is not expected for five years, with some exceptions for non-residential development if the demand is warranted. The department will require the full staff complement and additional consulting resources in 2014 to complete the long range planning projects identified in the business plan.
Council Approved Budget
282
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Planning Revenues Sales to Other Governments Sales & User Charges Other Revenues
(1,500) (90,450) Anticipating increase in permit and application fees due to growth.
Conditional Grants Drawn from Reserves Total Revenues
65,415 Relates to 2012 carry forward. (26,535) ($26,535)
Expenditures Salaries, Wages & Benefits
231,760 Reflective of COLA, band and step increases and associated benefit increases (+$158,000). Addition of 1.0 FTE development officer (+$74,000).
Contracted & General Services
44,535 Increase due to change in scope of work. Department to undertake area structure plan work on non-residential areas within annexation lands.
Materials, Goods, Supplies, & Utilities
(1,400)
Added to Reserves/Allowances Total Expenditures
274,895 $274,895
Net Increase (Decrease)
$248,360
Council Approved Budget
283
CITY OF AIRDRIE 2014 BUSINESS PLAN
ENGINEERING SERVICES
BUSINESS FOCUS STATEMENT
The Engineering Services department evaluates development and manages municipal projects to ensure the orderly development of a high quality road, water, wastewater and stormwater infrastructure for the citizens of the City of Airdrie. Our purpose is to ensure that new development and future infrastructure is appropriate, safe, and sustainable.
CORE SERVICES
Municipal infrastructure planning: Initiate and direct infrastructure master plan development including Master Drainage Plan, Transportation Master Plan, and Water/Wastewater Master Plan. Develop infrastructure funding solutions via Offsite Levy Review and grant funding opportunities. Engineering standards: Develop, apply and enforce the application of infrastructure standards for the City to ensure safe, reliable and efficient servicing. Ensure QA/QC of developer donated infrastructure assets. Development & subdivision review: Provide technical advice and conduct inspections of new developments and subdivisions in order to ensure operational integrity of infrastructure and compliance with appropriate specifications. Municipal infrastructure management: Oversee capital projects delivery of major road, water and sewer infrastructure by following procurement protocols and managing external consultants. Ensure a logical, connected, infrastructure network with regional service provider (Calgary) and ensure major road network in place to support goods movement, inter-regional commuting and local travel patterns. Undertake comprehensive road rehabilitation program based on established pavement quality index parameters.
KEY SUCCESS INDICATORS Indicator
Measure
(Stretch) Target
2011 Actual
2010 Actual
2009 Actual
Customer Satisfaction Survey
2012 Actual (High/Low)
% Good and Very Good
98%
N/A
92%
95%
93%
Street Connectivity Index
1.6
Access Density (per km)
1.5
N/A
N/A
N/A
Active Modes Index
1.7
1.50 (1.26-1.71) 1.40 (0.7-2.7) 1.65 (1.41-1.92)
Project Delivery ** % Projects on time 90% 90% 72% Project Delivery % Projects on budget 100% 100% 100% *quantifies how well a roadway network connects destinations for motorized and non-motorized travel **measured by % of total budget year over year carryover
93% 100%
92% 100%
Connectivity Indices*
284
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S1:To facilitate non-residential growth
Initiative/Strategy Water/wastewater servicing study: complete study to focus on identifying servicing requirements and costs associated with non-residential development opportunities for annexed lands (study initiated in
Target 4th Quarter
3rd quarter 2013) S1: To meet minimum water storage requirements for growth and facilitate system reliability S1: To provide transportation solutions required for annexed lands.
South Windsong reservoir construction Transportation Master Plan implementation: update standards and cross-sections. Coordinate with Ministry of Transportation and County to determine feasibility and timing of 40th Avenue intersections and/or alternative highway crossings. Master Drainage Plan implementation: update standards and requirements. May require consulting assistance to apply and review new LID measures and Nose Creek volume targets Master Drainage Plan implementation: update standards and requirements. May require consulting assistance to apply and review new water quality requirements Water/wastewater Utility Master Plan: complete study to identify servicing requirements and costs growth opportunities for recently annexed lands
S6: To implement a new drainage bylaw to enforce the new Master Drainage Plan and facilitate low impact development. S6: To update the sewer bylaw to enforce water quality requirements Master Drainage Plan and Nose Creek Watershed Management Plan. S1: To provide water/wastewater solutions required for annexed lands. 2015 and 2016 Desired Outcome To provide acreage assessment required for recently annexed lands To facilitate residential growth to the 90K horizon
Initiative/Strategy Comprehensive offsite levy study to address requirements to 90,000 population Servicing study: study to focus on identifying servicing requirements and costs associated for residential development opportunities for annexed lands. Inter-Municipal Development Plan: contribute to development of revised IDP – following annexation approval
To address inter-regional transportation needs
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description New Development (acres) New Infrastructure Installed (km) Water mains Sanitary Sewer mains Storm Sewer mains New Paved Roads (center line lengths) * Value includes new supply line from Calgary **value includes paved annex road only (15 km)
4th Quarter
4th Quarter
4th Quarter
4th Quarter
2nd Quarter 2015 Target th
4 Quarter 2015 4th Quarter 2015
4th Quarter 2015
2014 Forecast 215
2013 Actual 200
2012 Actual 233
2011 Actual 150
2010 Actual 192
Current Totals 6,500 of 20,000
8 7 7 7
9.6 9.5 9.1 6.1
17.3* 7.5 6.6 22.1**
6.4 4.9 5.2 6.8
10.1 8.6 10.8 12.6
251.5 227.2 193.3 262
285
Customer Benefit - Existing Infrastructure (as of December, 2013)
$ per $ per laneEstimated Estimated lane-km $ per lane- Replacement Centerline- Lanekm to Book Description Pavement to km to Value km km maintain Value Life maintain construct $ (over life) $ per year Total Length $934,500 15% rural / 262 548 N/A N/A N/A $500MM $110MM average 85% urban Arterial 55* 133 15 $13,000 $25.6MM $2MM $262MM N/A Collector
55
111
20
$5,000
$11MM
$1MM
$110MM
N/A
114**
228
30
$1,600
$10.5MM
$500,000
$109MM
N/A
38*** 76 15 $1,500 $1.7MM $250,000 * Arterialâ&#x20AC;&#x201C; includes annexed Hwy 567(5.6 km) and RR13 (3.2 km) ** Localâ&#x20AC;&#x201C; includes annexed paved roads (13 km) in country residential subdivisions ***Annex Roads - includes gravel (25 km), oiled (2 km), chip seal (9 km) surfacing, and paved (2 km)
$19MM
N/A
Local Annex Roads
BENCHMARKS (Alberta municipalities vs. Airdrie) Tactical Overall pavement quality index**
Airdrie 49,560* LanePQI km 77 548
Arterial Roads Trigger
60
Arterial Roads Actual
79
Collector Roads Target
55
Collector Roads Actual
74
Local Roads Target
50
Local Roads Actual****
77
Grande Prairie 55,032 Lane-km PQI 733 55
133
163 50
111
120 45
228
450
Strategic % investment per year compared to Less than 1% Less than 1% estimated book value of system*** *Note: Population figures shown are for most recent year available ** Overall PQI values are greater than target due to 20% of roads inventory added in 2008-2011 ***City of Airdrie average expenditure on rehabilitation is about $1.3 million per year ****Includes paved lanes since 2010
286
Lethbridge 90,417
Red Deer 97,109
PQI
PQI
53
58
65
64
79
66
60
64
71
66
55
64
72
60
Less than 1%
Less than 1%
EMERGING TRENDS AND ISSUES
ď&#x201A;ˇ
Road construction costs will increase over the next few years. This is primarily due to increasing costs of labour, asphalt, steel, construction machinery and concrete Development activity: Growth is expected to be high in 2014, based on provincial and regional forecasts. High growth in Airdrie from residential, commercial and industrial growth will place increasing demands on current resources and may require additional reliance on external consultants. Servicing strategies: The department will initiate water and wastewater servicing study. The focus of the servicing strategy will be to prioritize east-side infrastructure potential for non-residential development. This will assist in understanding locations for major infrastructure and servicing corridors. The study would establish staging and sequencing strategies so that non-residential development proceeds in an orderly manner. Costing and financing requirements would be part of the project scope. Transportation planning: The implementation of Transportation Master Plan and the update to the City Plan will require a realignment of the current transportation strategy affecting local roadways. Connectivity rather than capacity will be emphasized. Councilâ&#x20AC;&#x2122;s direction to support industrial development emphasizes the need to develop strong goods and services routes so growth in this area can be accommodated. Project implementation: The implementation of Transportation Master Plan and Master Drainage Plan will require additional demands on department and external consultant resources to facilitate anticipated changes and additions to regulations, standards, development guidelines, etc. Change of this magnitude will require extensive public consultation including the development industry. Area specific studies may be required as well. Paying for growth: The department will work to ensure that new development contributes fairly to the costs of growth. The acreage assessment strategy must be continually updated to ensure accuracy and effectiveness as the City continues to grow. Several anticipated challenges remain for Airdrie. The Okotokâ&#x20AC;&#x2122;s legal decision has clarified the scope of levies that municipalities may impose under the off-site levy regulations. Airdrie will need to address the recreation fees through alternative processes. In addition, Airdrie development charges will need to be adjusted to acknowledge costs associated with the demands of the regional service provider (Calgary) for water and sewer infrastructure.
287
SERVICE LEVELS
Core Program Municipal Infrastructure Planning & Management Asset Management / Life cycle Planning Engineering Standards
Major Functions Transportation Master Plan, Master Drainage Plan, Pavement Management Strategy Pavement Management Strategy Quality assurance and control of new infrastructure
Description of Current Level (e.g.: frequency; standard; response time) Updates required every five years
Updates required every three years CCC- Construction Completion Certificate: FAC â&#x20AC;&#x201C; Final Acceptance Certificate Every two years, and annually respectively
Proposed Service Level Changes Increase scope due to annexation area Improve integration of land use, transportation and sustainability objectives Increase certainty of future cost and liability of road network Add rural standards and specifications to manage existing roads and country residential development Enhance rigor to reflect industry request for fiscal discipline. Has placed additional demands on staff with need for timely response.
Costs of Growth
Off-site levy review, Grant applications
Customer Service
Infrastructure, Safety, Noise, Traffic, Utilities, Residents, technical info and general inquires. Technical review and inspect/accept
Call backs within 24 hours of receiving call
Storm water management review
Engineering review on NSP, DP, and subdivision application is between 2-4 week
-Additional review at CASP stage where regional facility affects multiple landowners
Review time: 4-5 weeks (relies on consultant turnaround time)
None
Development & Subdivision Review
Traffic Impact Assessment associated with development proposals
Emails responses within 2-3 day of receipt Level of service is responsive to application activity generated through Planning.
Increase % of applications that meet Planning approval time target:
Total Cost
288
Estimated Cost of Program
$247,610
City of Airdrie 2014 Budget Highlights Financial Summary Engineering Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Engineering Services 1-61-020 ENGINEERING
195,338
194,424
203,710
22%
247,610
587,730
676,910
Total Engineering Services
195,338
194,424
203,710
22%
247,610
587,730
676,910
195,338
194,424
203,710
22%
247,610
587,730
676,910
Total Engineering Services
Council Approved Budget
289
City of Airdrie 2014 Budget Highlights Financial Summary Engineering Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues
(290,868)
(235,000)
(255,000)
(280,000)
Conditional Grants
(226,031)
(141,605)
(141,605)
(70,000)
Drawn from Reserves
(255,000)
(255,000)
(255,000)
(255,000)
(255,000)
(255,000)
(50,593)
(440,386)
(440,386)
(450,000)
(567,492)
(816,991)
(836,991)
(800,000)
(567,492)
(816,991)
(836,991)
(800,000)
Salaries, Wages & Benefits
304,654
314,460
314,460
353,800
433,710
458,770
Contracted & General Services
385,646
718,301
722,841
691,310
406,520
470,640
2,144
3,400
3,400
2,500
2,500
2,500
Total Revenues Total Revenues
(4%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures
70,386 762,830
1,036,161
1,040,701
1,047,610
842,730
931,910
Total Expenditures
762,830
1,036,161
1,040,701
1,047,610
1%
842,730
931,910
NET COST/(GAIN)
195,338
219,170
203,710
247,610
22%
587,730
676,910
Personnel - Year Equivalents Year Equivalent: Full - Time
2.65
2.65
2.65
3.65
3.65
Year Equivalent: Part - Time
0.25
0.25
0.38
0.38
0.38
Total Personnel - Year Equivalents
2.90
2.90
3.03
4.03
4.03
2.90
2.90
3.03
4.03
4.03
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
67,358
70,245
81,719
6%
145,839
167,968
$4
$4
$5
$2
$10
$11
Total Personnel
4%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
290
CITY OF AIRDRIE - 2014 OPERATING BUDGET Engineering BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) 2014 development activity within the City of Airdrie is projected to be similar to 2013. Housing starts for single family residential and multi-family development will likely maintain current levels. Canada Mortgage and Housing Corporation (CMHC) and Calgary Real Estate Board (CREB) are projecting moderation in demand for entry level product to accommodate first time home buyers. Economic activity in Alberta will generate employment growth of under 2% in 2013 and 2014 and keep the unemployment rate below five per cent. As fundamentals, including employment, economic growth and net migration are expected to gain momentum later in 2013 and in 2014, housing starts are expected to trend slightly higher. In 2014, improving economic conditions may be partially offset by a slight moderation in the number of first-time homebuyers, and potential small and steady increases in mortgage interest rates.â&#x20AC;?. External engineering revenues will generally keep pace with development activity levels. Engineering services is projecting 2014 land development activity to be similar to 2013 - to about 200 developed acres (175 residential and 25 industrial/commercial).
Council Approved Budget
291
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Engineering Services Revenues Other Revenues
(25,000) Increase in developable acres.
Conditional Grants
71,605 Decrease due to one-off 2013 studies (risk management, bridge inspections and 2012 carry overs).
Drawn from Reserves
(9,614) Moderate net increase due to completion of projects and addition of new projects. Alternate funding sources from last year.
Total Revenues
36,991 $36,991
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
39,340 Reflective of COLA, band and step increases and associated benefit increases (+$27,000). Addition of 0.25 FTE admnistrative assistant (+$12,000). (31,531) Decrease due to completion/addition of projects and additonal consulting requirement for new Calgary Infrastrucure agreements. Completed transportation study (-$200,000), master drainage plan (-$38,000), annexation roads assessment (-$10,000), north east servicing study (-$150,000). Addition of water/wastewater utility master plan (+$450,000); arterial functional planning reduced (-$60,000); reduction in consulting dollars (-$15,000). (900)
Added to Reserves/Allowances Total Expenditures
6,909 $6,909
Net Increase (Decrease)
$43,900
Council Approved Budget
292
CITY OF AIRDRIE 2014 BUSINESS PLAN
PARKS OPERATIONS
BUSINESS FOCUS STATEMENT
To maintain public green spaces and outdoor recreational facilities to ensure that a diverse parks system is maintained to the highest possible standard, ensuring opportunities for active and passive leisure that will enhance quality of life for individuals and the community.
CORE SERVICES
Maintenance of all City greenspace: Parks, boulevards, public utility lots, environmental reserves, school board joint use site maintenance Design, review, and inspection of parks areas: With private and public sector Pest management: Utilize environmentally sound practices Expansion and maintenance of the urban forest Irrigation of greenspace: Utilize sound management and water conservation practices Sportsfield and amenity maintenance: Ensuring amenities meet the users needs Provision and maintenance of landscape infrastructure around public facilities Direction and assistance: To public and non-profit groups accessing funding through grants and fundraisers
KEY SUCCESS INDICATORS Indicator
Measure
External City Customer Satisfaction Survey (developers, residents, park users)
DESIRED OUTCOMES FOR 2014-2016
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
83%
84%
84%
84%
2013 Desired Outcome S6: Track inventory growth and lifecycle replacement of amenities S6: Reduce liability exposure and enhance park amenities S4: Track costs associated with various maintenance functions
Initiative/Strategy Complete a Park Asset Management Plan Update Playground/ Pathway Life Cycle Program Complete initial data for task-specific unit rates
2015 and 2016 Desired Outcome Reduce non-productive time
Initiative/Strategy Develop Parks satellite office on west side Complete data for task-specific unit rates Develop inspection, tracking system for all pathways and pedestrian bridges Complete inventory and establish successional interplanting plan Inventory and develop riparian plans and maintenance standards
Track costs associated with various maintenance functions Lessen liability exposure on our pathway system Create downtown tree plan Manage environmentally sensitive areas
293
Target 2nd Quarter 2nd Quarter 2nd Quarter Target nd
2 Quarter 2014 4th Quarter 2014 & 2015 2nd Quarter 2014 3rd Quarter 2014 3rd quarter 2015
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Kilometers of pathway maintained Acres of park maintained Numbers of City trees planted Number of playgrounds provided Customer service requests addressed Parks facility booking agreements
2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual 98 94 80 80 71 1,030 1,010 988 897 773 450 516 270 260 210 65 62 59 57 55 650 650 624 810 874 200 170 132 149 105
Customer Benefits (Key efficiency measures)
2012 Actual
Activity Description Km of pathway cleared within 48 hours Number of residents per acre of parkland Number of residents per playing field Number of residents per tot lot / playground Assumptions: 2013- 2014 = 5% annual population growth
2011 Actual 80 46 725 774
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 49,560* Total groomed parkland acres 560 No. of residents per one acre of groomed 71 parkland Length of all paved pathways 94 Playfields (ball diamonds) 25
2010 Actual 80 48 685 731
2009 Actual
67 620 241 37 1,007 70
2009 Actual 71 50 632 724
67 45 669 922
Grande Medicine Red Prairie Lethbridge Hat Deer St. Albert 55,032 90,417 61,180 97,109 60,994 600 1,305 630 1,636 1,000 92
67
115
56
60
80
182
110
100
70
17
95
46
93
28
38
32
78
44
86
47
59
98
109
81
145
76
Spray parks
1
1
1
6
4
1
Skate parks
1
1
1
1
1
1
10
3
12
64
17
Playfields (soccer/football) Playgrounds
Outdoor skating rinks 7 *Note: Population figures shown are for most recent year available
294
EMERGING TRENDS AND ISSUES
There is a significant impact on the integrated pest management and perimeter/roadside mowing programs. During the past few years the province has increased the number of weeds on the noxious weed list; therefore, vegetation control in rural areas ( pastureland, roadsides) and residential areas will increase. Sports fields are nearing 100% booked, some leagues have capped the number of players. There are emerging user groups that require facilities (i.e. beach volleyball, extreme frisbee, dog owners, mountain biking, etc.) Aging demographics will come into play when initially designing and when redeveloping parks in existing neighbourhoods. Pathway development and continuity will be an important issue. More people are using our pathways for recreation, dog walking and commuting. Environmental parks maintenance standards in environmental reserve areas (ER) are being scrutinized to a higher level. Levels of maintenance and restoration will be an issue in coming years in riparian and environmentally sensitive areas within the existing city limits, the annexation area and most importantly within the Nose Creek watershed. Over the past few years there has been an initiatve by many developers to increase base amenities (playgrounds, shrub beds, etc.) to enhance their ability to sell homes. If this continues it will result in increased operational costs for the maintenance that would not be originally be anticipated. Increased awareness regarding efficient water usage will elevate the importance of irrigation control initiatives resulting in a more cost effective and efficient use of potable water in parks. Trees, both in parks and on boulevards are increasingly valued by park users. As a result more funding will be required for tree maintenance and planting projects. Sport amenities will require upgrading and development to meet the requirements of The 2014 Alberta Summer Games Establishing benchmarks for Parks in cooperation with other municipalities for effficiency measures.
295
SERVICE LEVELS Core Program Maintenance of greenspace
Major Functions Turf Maintenance General park & sports turf maintenance Priority 1: Level S – Sports fields Priority 2: Level A – High use parks Priority 3: Level B – Passive use parks Priority 4: Level C - Low maintenance Parks General Park Maintenance
Pest management
Weeds, mosquito and animal control
Description of Current Level (e.g.: frequency; standard; response time)
Sportsfield and amenity maintenance
Playground inspection and repair Fence, bench, picnic table, furniture repair Signage Pathway maintenance Ball diamond, soccer field, tennis court, outdoor rink maintenance Transit stop winter maintenance
Aeration: A – 1 or 2x annually; S – 2x seasonally Topdressing and over-seeding: A&S - as required Mowing: A – 7 days; B – 10 days; C – 14 days; S – 2 or 3x per week Trimming, fertilizing turf Garbage and litter control: summer 3x/week; winter 1x/week Fall/spring clean up Off leash park maintenance Park rehabilitation Park access agreements Washroom maintenance 1ce/day Cemetery burials Cemetery maintenance Weed control: A – below 10% coverage; B – below 20%; C – below 30%; S – below 10% Mosquito control Animal control (beaver, badger, gopher, etc.)
Inspected once/month
Repairs and installations
Patching, sweeping, snow and ice control
296
Proposed Service Level Changes
Estimated Costs of Program
Core Program Expansion/ maintenance of urban forest
Major Functions Tree maintenance Flowerbed/shrub bed maintenance
Irrigation of greenspace
Park administration
Maintain computer controls, service back flow devices, start-ups and blow-outs, system design, Field and event bookings Reception Cemetery sales and family liaison Administrative support
Description of Current Level (e.g.: frequency; standard; response time)
Tree pruning, watering, removal, replacement as required, a/c Urban Forest Policy Shrub pruning, bed cultivation, soil amendments, fertilization, deadheading, mulching, edging, watering – as required
Proposed Service Level Changes
Estimated Costs of Program
Levels A&S - 1” per week; repairs as needed
As required
Total Cost Assumptions: Management costs disbursed throughout all budget categories. Vehicle and equipment costs in Fleet budget. Building costs in Building Operations budget. General support costs (I.T., G.I.S., Accounting, etc.) in separate budgets.
297
$3,993,580
City of Airdrie 2014 Budget Highlights Financial Summary Parks Operations By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Parks Operations 1-29-100 MOSQUITO CONTROL 1-56-010 CEMETERIES 1-72-081 PARKS - JOINT USE 1-72-085 PARKS - GENERAL 1-72-086 PARKS - CATHOLIC SCHOOL SITE 1-72-991 PARKS - GROUNDS, IRRIGATION & SNOW 1-73-012 SPRAY PARK
(461)
(32,186)
20,401
(69%)
6,260
7,400
7,520
45,486
(16,640)
61,134
(1%)
60,230
61,060
60,130
3,277,346
3,399,442
3,500,197
12%
3,921,750
4,115,250
4,076,470
5,399
3,154
13,879
(10%)
12,560
10,920
10,780
(20,489)
(19,820)
(19,001)
6%
(20,080)
(19,500)
(19,450)
7,973
11,400
11,860
8%
12,860
12,860
12,860
3,315,254
3,345,350
3,588,470
11%
3,993,580
4,187,990
4,148,310
3,315,254
3,345,350
3,588,470
11%
3,993,580
4,187,990
4,148,310
1-73-014 COMMUNITY DEVELOPMENT - SKATEBOARD PARK Total Parks Operations Total Parks Operations
Council Approved Budget
298
City of Airdrie 2014 Budget Highlights Financial Summary Parks Operations By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(240,843)
(251,105)
(259,070)
(271,560)
(276,800)
Other Revenues
(14,725)
(2,400)
(2,400)
(2,400)
(2,400)
(2,400)
Conditional Grants
(53,152)
(35,280)
(35,280)
(26,050)
(24,750)
(23,680)
Drawn from Reserves Total Revenues Total Revenues
(278,270)
(3,340)
(2,580)
(2,580)
(1,780)
(920)
(312,060)
(291,365)
(299,330)
(301,790)
(304,870)
(304,350)
(312,060)
(291,365)
(299,330)
(301,790)
(304,870)
(304,350)
1%
Expenditures Salaries, Wages & Benefits
2,158,555
2,266,660
2,266,660
2,481,110
2,561,150
2,536,210
Contracted & General Services
274,296
308,465
302,040
321,150
336,150
336,150
Materials, Goods, Supplies, & Utilities
444,986
575,910
568,690
641,820
644,280
649,280
Added to Reserves/Allowances
481,000
481,000
481,000
584,000
684,000
684,000
Long-Term Debt
266,358
267,290
267,290
267,290
267,280
247,020
2,120
2,120
2,120
Grants to Groups & Other Organizations Total Expenditures
3,627,315
3,901,445
3,887,800
4,295,370
4,492,860
4,452,660
Total Expenditures
3,627,315
3,901,445
3,887,800
4,295,370
10%
4,492,860
4,452,660
NET COST/(GAIN)
3,315,255
3,610,080
3,588,470
3,993,580
11%
4,187,990
4,148,310
Personnel - Year Equivalents Year Equivalent: Full - Time
17.61
17.90
18.91
18.91
18.91
Year Equivalent: Part - Time
15.62
15.62
15.61
15.61
15.61
Total Personnel - Year Equivalents
33.23
33.52
34.52
34.52
34.52
33.23
33.52
34.52
34.52
34.52
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
99,767
107,055
115,689
4%
121,321
120,171
$73
$74
$75
$1
$73
$68
Total Personnel
3%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
299
CITY OF AIRDRIE - 2014 OPERATING BUDGET Parks Operations BUDGET NOTES Given the timing of new development being turned over to the City by developers (2-3 years after development), it is expected that the 2012/2013 development activity will impact parks operations in 2014. With current growth predictions approximately 30 additional acres of parkland, 4 kms of associated pathways and one to two playgrounds will be turned over to the City annually. This will result in modest increases in staffing, equipment, materials/goods and contracted services to enable Parks to maintain current service levels. Given present recreational trends and the continued population growth Parks anticipates a modest increase in overall revenues.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Parks Operations Revenues Sales & User Charges
(12,490) Expected increase in cemetery revenues (-$4,000) and Catholic school revenues (-$7,000).
Other Revenues Conditional Grants Drawn from Reserves Total Revenues
9,230 Lower MRTA grant (+$4,000) and Rocky View County grant (+$6,000). 800 (2,460) ($2,460)
Expenditures Salaries, Wages & Benefits
214,450 Reflective of COLA, band and step increases and associated benefit increases (+$154,000). Addition of 1.0 FTE Gardener (+$60,000).
Contracted & General Services
19,110 Lower insurance premiums (-$10,000); increase in short-term leased vehicles (+$10,000); beaver control added (+$8,000); increase in garbage containers (+$5,000); security (+$6,000).
Materials, Goods, Supplies, & Utilities
73,130 Lowering devices one-time 2013 cost (-$15,000); increase in aggregate materials inventory (+$12,000); parks PPE (+$10,000); flowers (+$7,000); garbage bags (+$10,000); equipment (+$6,000); natural gas (+$8,000); power (+$37,000).
Added to Reserves/Allowances
103,000 Increase in transfers to reserves to cover future capital costs.
Long-Term Debt Grants to Groups & Other Organizations Total Expenditures
(2,120) 407,570 $407,570
Net Increase (Decrease)
$405,110
Council Approved Budget
300
CITY OF AIRDRIE 2014 BUSINESS PLAN
PARKS DEVELOPMENT SERVICES BUSINESS FOCUS STATEMENT
Parks Development Services creates open spaces to support outdoor recreation and enhance Airdrie’s existing natural, historic and cultural resources in order to develop and support a sense of place for Airdrie residents.
CORE SERVICES
Collaborating with the community to establish and redevelop civic parks and open spaces. Manage external consultants/contractors as related to private development and capital projects. Liaise with private and public stakeholders to provide outdoor community activities/opportunities. Provide development and technical information/advice to internal departments, external clients and advisory/regulatory boards. Review and inspect new developments in order to ensure operational integrity and compliance with appropriate specifications. Respond to residents’ inquiries and concerns regarding new park development. Maintain a current record drawing inventory and park development files.
KEY SUCCESS INDICATORS Indicator External City Customer Satisfaction Survey (Development Community, External Consultants, Community Groups, Park users) On-Time, On-Budget Project Delivery
Measure Approval rating (develop external feedback process)
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
90%
88%
83%
N/A
84%
100%
95%
95%
N/A
N/A
Projects substantially complete within budget year
DESIRED OUTCOMES FOR 2014 - 2016 2014 Desired Outcome Nose Creek Park enhancement planning
Pedestrian bridge lifecycle Arterial landscaping Waterway enhancements
Initiative/Strategy Design concept and open house CSAB Council Master plan, open house and Council. Review Upgrading Complete landscaping associated with 2013 construction projects Ongoing riparian redevelopments
Target 1st Quarter 2014 2nd Quarter 2014 3rd Quarter 2014 4th Quarter 2014 1st Quarter 2014 2 /3rd Quarter 2014 nd
2nd/3rd Quarter 2014 2nd/3rd Quarter 2014
Chinook Winds Regional Park – Initial construction of Parks compound, landscaping, trees, extension of trail system Chinook Winds site development
Completion of 2013 construction and 2014 projects Update Council Planning
3rd Quarter 2014 4th Quarter 2014
Nose Creek pedestrian bridge - construction
Installation Update Council Ongoing
3rd Quarter 2014 4th Quarter 2014
Sign program
301
1st Quarter 2014
4th Quarter 2014
2015 and 2016 Desired Outcome
Initiative/Strategy Parks building construction Update Council
Target 2nd Quarter 2015 4th Quarter 2015
Chinook Winds site development
Waterway enhancements
Ongoing riparian redevelopments
2nd Quarter 2015
RFP Construction Update Council Planning 2015 Construction Ongoing Working with planning and corporate properties to acquire new recreational and passive land Planning 2016 Completion of 2015 construction Construction
1st Quarter 2015 2nd Quarter 2015 4th Quarter 2015
Nose Creek Park enhancement construction Arterial landscaping Pedestrian bridge lifecycles Parkland acquisition Arterial landscaping
1st Quarter 2015 3rd Quarter 2015 2nd Quarter 2015 1st Quarter 2016 1st Quarter 2016 2nd Quarter 2016 3rd Quarter 2016
Sign program
Finalize construction Update Council Working with planning on location and funding for the project, initial planning stage On going
Waterway enhancements
Ongoing riparian redevelopments
2nd Quarter 2016
Pedestrian bridge lifecycles
Ongoing
2nd Quarter 2016
Nose Creek Regional Park enhancement Quad ball diamond
4th Quarter 2016 1st Quarter 2016 4th Quarter 2016
PERFORMANCE MEASURES
Work Process Outputs (Key volume measures) 2014 Activity Description Forecast Kilometers of Roadway Landscaping 3.5 (Collectors/Arterials)
2013 Projected
2012 Actual
2011 Actual
2010 Actual
2009 Actual
3.0
2.5
3.3
6.3
0.9
30
27
23
21
20
15
$1.7MM
$1.4 MM
$6.6 MM (includes 23 ELH reno)
$1.1 MM
N/A
N/A
Acres of Parkland Development (MR, ER, PUL & MSR) Capital Project Management Dollars
Customer Benefits (Key efficiency measures) Activity Description Percentage of parks plans reviewed and finalized within eight weeks (time in PDS department only) Percentage of site inspections completed within 2 working days of request Parks Satisfaction Rating
302
2012 Actual
2011 Actual
2010 Actual
100%
100%
90%
100%
95%
N/A
88%
N/A
N/A
BENCHMARKS (Other municipalities, industry standards, private sector) Developed Parkland Acres (2011)
Airdrie 49,560* 560
Grande Medicine Prairie Lethbridge Hat Red Deer St. Albert 55,032 90,417 61,180 97,109 60,944 600 1,305 580 2,298 1,000
Developed Parkland Acres (2012)
583
N/A
1865
605
4,100
1,100
Developed Parkland Acres (2013)
610
N/A
1915
627
N/A
1,120
New Development Acres (2012)
23
N/A
37
25
55
18
New Development Acres (2013)
27
N/A
45
27
N/A
20
Parks Development Staff (2011-2013)
3
3
4
3
3
3
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES
With the approval of Airdrie’s annexation boundaries and the adoption of AirdrieONE (municipal sustainability plan) combined with an updated Municipal Development Plan, the PDS team will need to prepare for an increased amount of parks planning commitment. There may be the potential of some rural park inspection requirements. Depending on the process of development approvals and the development industry’s demands, there remains to be noted a need to increase staff resources to meet associated departments’ outcomes, specifically Planning and Engineering Services. Acquisition of park space, cemetery land and ecologically significant areas will also need to be a consideration with the new annexation. PDS staff will be key stakeholders in this strategic planning process in collaboration with various internal departments, community and development stakeholders. Redevelopment of existing parks to meet the changing demographics of a growing population. There are emerging user groups that require facilities (i.e. beach volleyball, extreme frisbee, dog owners, mountain biking, etc.). This will affect how parks are designed and what amenities are offered in future parks.
303
SERVICE LEVELS Core Service New Parks Planning
Major Functions
Existing Park Redevelopment
Park Development Plan Review and Inspections
Road Works Landscaping
Development Permit/Plan Review
Park concept review Liaise with developers and consultants Interdepartmental liaison Redevelopment inspections Planning Development of RFP and tender documentation Quality assurance of contractors and consultants Construction Completion Certification Final Acceptance Certificates Ongoing site supervision Accounts payable approval Development Construction inspections Liaison with Engineering Quality assurance of contractors and consultants Liaise with internal departments Liaise with developers
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Involved in early stages of subdivision planning
Plan, budget and implement major park renovation and upgrade projects
PDS will budget and implement a new pedestrian bridge inspection program ($5,000)
Ensure quality and compliance of green space development with COC & COA standards for landscape development
Plan, budget and implement road works landscape projects
Review submission from Parks perspective Total Cost
304
$339,590
City of Airdrie 2014 Budget Highlights Financial Summary Parks Development By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Infrastructure Parks Development 1-72-100 PARKS DEVELOPMENT
275,686
303,361
446,350
(24%)
339,590
343,940
343,940
Total Parks Development
275,686
303,361
446,350
(24%)
339,590
343,940
343,940
275,686
303,361
446,350
(24%)
339,590
343,940
343,940
Total Parks Development
Council Approved Budget
305
City of Airdrie 2014 Budget Highlights Financial Summary Parks Development By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Total Revenues Expenditures Salaries, Wages & Benefits
245,274
396,900
396,900
287,640
293,990
293,990
29,783
48,380
48,450
48,950
48,950
48,950
628
1,000
1,000
3,000
1,000
1,000
275,685
446,280
446,350
339,590
343,940
343,940
Total Expenditures
275,685
446,280
446,350
339,590
(24%)
343,940
343,940
NET COST/(GAIN)
275,685
446,280
446,350
339,590
(24%)
343,940
343,940
Contracted & General Services Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
4.00
4.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
4.00
4.00
3.00
3.00
3.00
4.00
4.00
3.00
3.00
3.00
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
68,921
111,588
113,197
114,647
114,647
$6
$9
$6
$6
$6
Total Personnel
(25%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
306
1% ($2)
CITY OF AIRDRIE - 2014 OPERATING BUDGET Parks Development BUDGET NOTES There has been a salary reduction based on the elimination of a Team Leader position and the elevation of one Parks Inspector position to a Parks Development Coordinator. A one-time increase in goods for the purchase of a construction laser level to confirm drainage on park sites during the development stages and during rehabilitation of existing parks and pathways. Generally, although there has been an increase in the demand for the services of Parks Development, the division seems to be able to handle the workload; however, to assist in the day-to-day coordination of Parks projects a Coordinator position is required. This elevation of an existing position was approved as a pilot project in 2012 and although the incumbent has since left the city, the position did assist the Parks Manager in coordinating the daily operation.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Parks Development
Expenditures Salaries, Wages & Benefits
Contracted & General Services Materials, Goods, Supplies, & Utilities Total Expenditures
(109,260) Reflective of COLA, band and step increases and associated benefit increases. Removal of team leader position. 500 2,000 (106,760) ($106,760)
Net Increase (Decrease)
($106,760)
Council Approved Budget
307
Director of Community Services
Building Operations Team Leader
Economic Development Team Leader
Facility Maintenance
Economic Development Officers
Recreation and Wellness Centre Manager
Community Development Team Leader
Transit Coordinator
Administrative Assistant (Transit) Electrician
Administrative Assistant
Janitorial/Labourers Community Development
Social Planning
Theatre Team Leader
Community Developers
FCSS Coordinator
Program Coordinator
Community Developer For Youth
Theatre Publicist
HVAC Technician
Administrative Assistant
Part Time Theatre Staff
Administrative Assistants
308
City of Airdrie 2014 Budget Highlights Financial Summary Community Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Building Operations
868,024
1,006,796
900,910
915,590
953,930
975,380
1,130,118
1,232,573
1,288,910
(1%)
1,273,180
1,298,740
1,305,010
Social Planning
236,139
238,046
241,420
80%
433,470
548,010
585,210
Airdrie Housing
150,000
150,000
150,000
150,000
150,000
150,000
Economic Development
538,248
541,905
672,770
12%
751,870
780,960
779,250
1,380,933
1,421,452
1,763,970
(10%)
1,581,860
1,990,610
1,980,310
Arenas
459,587
437,966
604,060
(1%)
600,990
658,740
671,520
Community Development
506,586
513,023
649,830
38%
898,130
927,350
955,070
Bert Church
194,166
213,481
217,490
17%
254,390
271,710
272,900
Culture
1,449,783
1,454,665
1,529,430
14%
1,740,680
1,910,260
2,023,130
Total Community Services
6,913,584
7,209,907
8,018,790
7%
8,600,160
9,490,310
9,697,780
6,913,584
7,209,907
8,018,790
7%
8,600,160
9,490,310
9,697,780
Transit
Genesis Place
Total Community Services
Council Approved Budget
309
2%
City of Airdrie 2014 Budget Highlights Financial Summary Community Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales & User Charges
(4,118,360)
(4,617,220)
(4,418,200)
(4,872,390)
10%
(5,036,760)
(5,250,440)
Other Revenues
(1,765,952)
(2,127,655)
(2,021,750)
(2,565,970)
27%
(2,627,340)
(2,735,390)
Conditional Grants
(900,838)
(920,555)
(928,050)
(792,480)
(15%)
(782,520)
(799,020)
Drawn from Reserves
(353,900)
(417,367)
(457,367)
(350,000)
(23%)
(255,000)
(255,000)
Contributed from Operating Capital Internal Recoveries
(897,571)
(1,050,040)
(1,050,040)
(1,108,050)
6%
(1,119,650)
(1,126,630)
(8,036,621)
(9,132,837)
(8,875,407)
(9,688,890)
9%
(9,821,270)
(10,166,480)
Salaries, Wages & Benefits
6,254,201
6,837,644
6,909,820
7,891,770
14%
8,602,400
8,850,770
Contracted & General Services
3,232,772
3,791,242
3,896,922
4,059,310
4%
4,028,800
4,105,670
1,444,107
1,877,955
1,803,575
1,555,820
(14%)
1,545,780
1,598,270
523,068
510,000
510,770
554,000
8%
829,000
904,000
50,792
52,000
44,000
54,000
23%
54,000
54,000
Long-Term Debt
1,067,188
1,258,650
1,258,650
1,384,960
10%
1,384,970
1,384,970
Internal Charges
301,218
282,856
282,860
312,150
10%
344,630
358,500
Total Expenditures
Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
Other Transacations Grants to Groups & Other Organizations Total NET COST/(GAIN)
3,764
(73) 2,073,168
2,187,600
2,187,600
2,477,040
13%
2,522,000
2,608,080
14,950,205
16,797,947
16,894,197
18,289,050
8%
19,311,580
19,864,260
6,913,584
7,665,110
8,018,790
8,600,160
7%
9,490,310
9,697,780
61.00
Personnel - Year Equivalents Year Equivalent: Full - Time
45.69
48.75
55.00
13%
60.00
Year Equivalent: Part - Time
43.89
51.64
50.42
(2%)
51.92
52.02
Total Personnel - Year Equivalents
89.58
100.39
105.42
5%
111.92
113.02
Council Approved Budget
310
CITY OF AIRDRIE 2014 BUSINESS PLAN
BUILDING OPERATIONS
BUSINESS FOCUS STATEMENT
Building Operations provides preventive maintenance, general repairs and projects to support 43 civic facilities as outlined within the departments core services. Building Operations janitorial services provide cost effective and efficient industry standard cleaning practices to support a healthy work environment.
CORE SERVICES
Building systems: monitor, test and repair building systems in City facilities (electrical, plumbing and HVAC systems). Preventive and predictive maintenance plans for 43 City buildings including rooftop equipment, roofing and structural systems (not including recreation or arena facilities). Life safety systems: monitor and facilitate testing, repair and replacement of fire suppression/extinguishers, CO/NO gas monitoring and calibration, emergency lighting testing/repair/replacement, fire panel testing and respond to facility alarm conditions, including after-hours 24/7/365. Waste & Recycle management: manage contract administration for collection of waste bins for five City facilities (819 East Lake Blvd., T&C and Kings Heights, Main Street and Chinook Winds fire halls). Manage recycle collection contracted services for eight civic facilities. Janitorial services: Plan, manage and implement industry standard cleaning schedules and techniques to ensure a clean, healthy environment in seven occupied City facilities. Contract administration of floor mats at six facilities. Procurement of consumables (hand soap and sanitizer, garbage bags, toilet and tissue paper, hand towels, cleaning supplies, gloves). General repairs: general repairs to facilities completed and processed in a timely manner by priority and staff availability. Coordinate contractors for sump clean-outs. Overhead door repairs and maintenance at nine facilities (see core services for types of general repairs). Emergency repairs: secondary response to secure facilities when damages are incurred during security breaches and equipment failure at City facilities including after hours. Pest Control: Manage contract administration for pest control at sixteen facilities
KEY SUCCESS INDICATORS Indicator Cost effectiveness
Measure Maintenance costs per square foot
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S11: Investigate energy-saving measures for civic buildings and report back on measurable savings
2015 and 2016 Desired Outcome S11: Investigate energy-saving measures for civic buildings and report back on measurable savings
(Stretch) Target $6.34 (301,050 sq. ft.)
2012 Actual $5.62 (295,113 sq. ft.)
2011 Actual $6.05 (265,113 sq. ft.)
Initiative/Strategy Engage the services of an expert energy audit consultant for three facilities based on priority with consideration to the age, square footage, number of employees, public access and total operating costs of facilities Initiative/Strategy Utilize recommendations from 2014 audit reports to implement solutions for reduction carbon footprint and operating costs. Select next three facilities based on criteria set from previous year
311
2010 Actual $6.62 (240,113 sq. ft.)
2009 Actual $6.94 (230,113 sq. ft.)
Target
Q2 completion
Target 10% decrease in operating costs
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Square footage cleaned by janitorial staff Square footage cleaned/ FTE Maintenance cost/square foot # of work orders received/FTE # of work orders received
2014 2013 Forecast Projected 61,802 61,802 16,480 18,448 $6.00 $6.34 369 369 1200 1200
2012 Actual 61,802 18,448 $5.62 431 1402
2011 Actual 52,802 16,042 $6.05 398 994
2010 Actual 48,171 16,403 $6.62 119 485
2009 Actual 48,171 16,403 $6.94
*2014 square footage cleaned/FTE based on additional staffing hours *2012 work orders includes preventive maintenance work orders, additional support for new RCMP and fire hall, with 3.25 FTE’s *2012 23 East Lake Hill expansion – 5,000 square feet to 14,000 square feet *2011 work orders includes added support calls for new fire hall requests with 2.5 FTE’s *2011 Chinook Winds fire hall added
Priority completion times: Immediate = ASAP High = within 24 hours Normal = within 48 hours Low = when available Note: High, medium and low priority work orders are planned repairs (94.67%) Immediate work orders are unplanned failures requiring immediate repairs to protect assets (5.33%) Total work orders = 1402
406 Work Orders – 436 Hours
312
Preventive Maintenance program includes electrical, rooftop units, unit heaters, furnaces, air conditioning units, lighting, life safety systems, vehicle gates, overhead doors, inspections (water tower and roof)
Customer Benefits (Key efficiency measures) Activity Description % of unplanned repairs compared to total work orders
2012 Actual
2011 Actual
2010 Actual
2009 Actual
5.33%
5.34%
3.74%
N/A
EMERGING TRENDS AND ISSUES
Utilities decreased in 2014 (natural gas 35%, power 27%, water 9% as per Utilities calculations) Wages, salaries, benefits, building rent, utilities and reserves are budget items outside the control of the department and account for approximately 70% of the total budget. This trend will likely continue to increase. Maintenance on sustainable facilities is becoming an issue. New control systems and equipment require more training and greater cost to repair with specialized contractors/installers (solar collection systems as an example). Benchmarking against other communities has proven to be a challenge. All of our benchmark municipalities have been contacted with one response to the questions asked. The consensus is that each municipality works differently in the type of work completed in-house or outsourced. Service levels vary and even the type of work completed by operational units very with grounds being included in some municipalities. On-call for staff will result in an increase in the budget but relieve workload of team leader covering for the past five years. Increased work order volume for Chinook Winds splash park washroom facility due to construction materials utilized and vandalism. General repairs should continue to fall due to increased preventive maintenance and no new facilities for 2014. Introduction of locking waste bins in 2012 has reduced the number of bins and frequency of tips. New initiative for recycling and organics collection should result in fewer bins and reduced frequency of tips. Building Operations will continue to seek grants and programs, with the assistance of a grant administrator to support projects where energy savings and sustainable building practices are applicable especially for lighting retrofits and boiler replacements.
313
Core Program Building Systems
Major Services Electrical
Plumbing
Heating Ventilation and Air Conditioning (HVAC)
Roof Maintenance
24/7 Emergency response
Emergency lighting Life Safety Systems Fire suppression/fire extinguisher, CO/NO gas detection, fire panel testing Fire panel trouble alarms in facilities
Waste management
Manage waste and facility recycle services contract and verify proper invoicing.
Audit
Description of Current Level
(e.g.: frequency; standard; response time)
Support for all City facilities and departments with majority of requests completed by trained staff (16% of total work orders) based on established priorities. Some large projects completed by contractor. Basic plumbing repairs including blocked lines completed by staff (12% of total work orders) based on established priorities. Major repairs and difficult blockages are completed by contractors. Advanced HVAC troubleshooting and repairs completed by staff (new service in late 2011, previously completed by contractors) based on established priorities. Preventive maintenance completed by staff on schedules associated with proper duty cycles. Scheduled semi-annual inspections and maintenance as required. Assist with RFP process for major repairs according to procurement policy. Failures of equipment and facilities outside of normal business hours. Test, repair or replace emergency lights in City facilities during annual inspections Coordinate and assist contractors with annual inspections and required repairs scheduled throughout the year. Respond to alarms upon call out from monitoring companies. Troubleshoot causes and repair or coordinate repairs with contractors. Coordinate number of waste bins for facilities under Building Operations responsibilities, frequency of pickups and additional pickups (when required). Semi-annual audits to ensure value and prevent unnecessary dumping of less than full bins â&#x20AC;&#x201C; change frequency of pickups or size of bin (completed in-house)
314
Proposed Service Level Changes
Estimated Cost of Program
Core Program Janitorial services
Major Services Daily, weekly, monthly, annual cleaning
Preventive maintenance of janitorial equipment General repairs
Emergency repairs
General repairs to facilities ((light carpentry, drywall repairs, painting, picture hanging, door sweeps and closer adjustments, lock replacements, vandalism repairs, winterizing seasonal facilities, man door repairs, mounting equipment, replacing ceiling tiles, repairing cash drawers, install/remove keyboard trays, install retractable barriers, desk repairs, small office furniture moves, install dispensers [paper towel, toilet paper, hand soap and sanitizer], repairs to security gate, repair and adjust hinges and handles, hanging banners and replacing flags, install wall corner guards, replace dispenser batteries, replace appliances, etc.) Secondary response to secure facilities when damages are incurred during security breaches at City facilities
Description of Current Level
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Comprehensive schedule for vacuuming, dusting, hard floor cleaning and maintenance (including cleaning, stripping and waxing), washroom sanitization, kitchen facility cleaning, window cleaning (where accessible), trash removal on daily, weekly, monthly, annual cleaning schedules. Ensuring equipment is cleaned and serviced extends the life of required equipment Tasks scheduled and completed as per established priorities (36.3% of total work orders)
Required to repair or coordinate necessary repairs to secure facilities and restore to full functionality â&#x20AC;&#x201C; call-out by security company Total
315
$915,590
City of Airdrie 2014 Budget Highlights Financial Summary Building Operations By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Building Operations 1-31-013 BUILDING OPERATIONS
868,024
1,006,796
900,910
2%
915,590
953,930
975,380
Total Building Operations
868,024
1,006,796
900,910
2%
915,590
953,930
975,380
868,024
1,006,796
900,910
2%
915,590
953,930
975,380
Total Building Operations
Council Approved Budget
316
City of Airdrie 2014 Budget Highlights Financial Summary Building Operations By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues Drawn from Reserves
(46,752)
(70,752)
Internal Recoveries
(789,144)
(960,040)
(960,040)
(1,008,050)
(1,019,650)
(1,026,630)
Total Revenues
(789,144)
(1,006,792)
(1,030,792)
(1,008,050)
(1,019,650)
(1,026,630)
(789,144)
(1,006,792)
(1,030,792)
(1,008,050)
(1,019,650)
(1,026,630)
Total Revenues
(2%)
Expenditures Salaries, Wages & Benefits
649,928
678,944
669,000
755,750
845,540
872,110
Contracted & General Services
732,366
922,048
994,992
920,070
870,380
869,520
99,119
132,010
157,710
122,820
107,660
110,380
175,752
110,000
110,000
125,000
150,000
150,000
1,657,165
1,843,002
1,931,702
1,923,640
1,973,580
2,002,010
1,657,165
1,843,002
1,931,702
1,923,640
1,973,580
2,002,010
868,021
836,210
900,910
915,590
953,930
975,380
10.00
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures Total Expenditures NET COST/(GAIN)
2%
Personnel - Year Equivalents Year Equivalent: Full - Time
7.00
7.00
9.00
10.00
Year Equivalent: Part - Time
1.35
1.35
0.75
0.75
0.75
Total Personnel - Year Equivalents
8.35
8.35
9.75
10.75
10.75
8.35
8.35
9.75
10.75
10.75
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
103,955
107,893
93,907
88,738
90,733
$19
$19
$17
$17
$16
Total Personnel
17%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
317
CITY OF AIRDRIE - 2014 OPERATING BUDGET Building Operations The primary focus for Building Operations in 2014 is to continue to provide preventive maintenance, general repairs, projects, and janitorial services to 43 civic facilities that are cost effective and conform to industry best practices. To achieve Council's Strategic Priorities for energy saving in civic buildings, funding is requested to engage experts to provide information for three facilities determined by the age, square footage, number of employees, public access and total operating costs. A goal for the following year, would be to implement solutions based on audit reports for reduction of operating costs and the City of Airdrie's carbon footprint. Building Operations will also incur additional facility operating costs for solar panel systems inspections and maintenance for the new technology installed at the two fire halls. A new recycling and organics plan, that was implemented in 2013, by the Waste and Recycling department has been moved into the Building Operations department resulting in an increase to the budget. When Building Operations brought HVAC (Heating, Ventilation and Air Conditioning) support in-house, exhaust fan maintenance for two facilities was identified as being a challenge to accomplish and required equipment that the department would need to rent. A cost analysis was completed and determined that outsourcing was a more cost effective means of support resulting in an increase of $7,200 for purchased services. Salaries, Wages and Benefits increase of $86,751 is the result of the requested staffing increase of 0.4 FTE for janitorial support, on-call support (previously completed by the Team Leader), and vacation coverage for janitorial staff.
Council Approved Budget
318
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Building Operations Revenues Other Revenues Drawn from Reserves Internal Recoveries Total Revenues
70,752 Related to 2012 carry forwards. (48,010) Increase in chargebacks to other departments. 22,742 $22,742
Expenditures Salaries, Wages & Benefits
86,750 Reflective of COLA, band and step movements and associated benefit increases (+$31,000). Addition of 0.4 FTE janitorial staff (+$23,000), vacation coverage (+$10,000) and on-call (+$23,000).
Contracted & General Services
(74,922) Recycle pick up taken out (-$12,000); increase in consulting services (+$20,000); elevator maintenance (+$10,000); lift station exhaust fain maintenance (+$7,000); lower general maintenance (-$20,000); City Hall lighting and door replacement one-time costs (-$45,000).
Materials, Goods, Supplies, & Utilities
(34,890) Reduction in natural gas (-$12,000) and power (-$24,000).
Added to Reserves/Allowances Total Expenditures
15,000 Increase in contribution to reserves to pay for future capital projects. (8,062) ($8,062)
Net Increase (Decrease)
$14,680
Council Approved Budget
319
CITY OF AIRDRIE 2014 BUSINESS PLAN
TRANSIT
BUSINESS FOCUS STATEMENT
To provide a safe, reliable, affordable, accessible, and environmentally friendly public transit system for Airdrie residents which will reduce traffic volumes, parking demand and offer cost-effective, environmentally sound alternatives to private vehicular trips.
CORE SERVICES
Provision and management of public transportation for all residents of Airdrie: Intercity Express (ICE) regional transportation between Airdrie and Calgary, fixed-route conventional local transit and ACCESS Airdrie Para transit service within Airdrie and to Calgary. Administration of contracts: Transit Contracted Operations Agreements, Transit Advertising Agreement with Pattison Outdoor Advertising, Fare Media Vendor Agreements, and Bus Bench Agreement with Calgary Outdoor Advertising. Infrastructure management: Procure capital infrastructure including fleet, customer and maintenance facilities, and bus zone improvements through the grant programs. Airdrie Transit is also responsible for the maintenance of the ICE fleet. Planning and development: Provide comments on internal circulation of development permits, neighbourhood structure plans, and subdivision memorandums to ensure requirements for future public transit usage are considered during the design and approval process. Regional Initiatives: Participation in the Calgary Regional Partnership’s Transportation and Complete Mobility Steering Committee. This includes regional public transit priorities such as governance, fare integration, branding & marketing, strategic planning and public engagement.
KEY SUCCESS INDICATORS Indicator Ridership
Measure Total trips (not including transfers)
2012 Actual ACCESS = 6,301 Local = 47,556 ICE = 82,422
2011 Actual ACCESS = 6,879 Local = 30,788 ICE = 48,166
2010 Actual ACCESS = 5,837 Local = 26,980 ICE = 3,271
2009 Actual ACCESS = 7,553 Local = 26,987 ICE = N/A
10% on ACCESS
4%
4%
4%
2%
40% on Local/ICE
38%
20%
10%
16%
(Stretch) Target 0% Increase on ACCESS 10% Increase on Local 10% Increase on ICE
System Cost Recovery
Total Operating Revenues / Total Operating Expenditures
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome Continue to invest in strategic Transit infrastructure to achieve key success indicators and build a local and regional transit culture. Infrastructure may include transit terminals (park & ride), dedicated transit storage and maintenance facility and continued investment in growth fleet. S2: Enable Transit customers to track the exact location of a desired bus and obtain an estimated arrival time. Enable Transit staff to track on-time performance of contracted service provider. S5: Optimize the investment in local transit services within the City.
Initiative/Strategy Work with regional, provincial and national partners to leverage grant funding opportunities for identified infrastructure needs.
Target As funding becomes available
Implement GPS application onboard transit fleet to provide tracking and monitoring of the fleet.
2nd Quarter
As requested by Council, transit staff will present alternative transit service models for long-term implementation.
2nd Quarter
320
2015 and 2016 Desired Outcome Remove barriers to using public transit by exploring a more seamless transit system requiring only one payment by regional transit users. Continue to align Transit operations with long-term strategic documents such as the AirdrieOne plan and the Cityâ&#x20AC;&#x2122;s Transportation Master Plan. Continue to invest in strategic Transit infrastructure to achieve key success indicators and build a local and regional transit culture. Infrastructure may include transit terminals (park & ride), dedicated transit storage and maintenance facility and continued investment in growth fleet.
Initiative/Strategy Work with regional partners including Calgary Transit on a longterm strategy for electronic fare payment. Create a long-term transit strategic plan or a Transit Master Plan aligning with other strategic documents in the organization. Work with regional, provincial and national partners to leverage grant funding opportunities for identified infrastructure needs.
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description ACCESS Airdrie Total Trips Operating Cost Revenue Service Hours Local Transit Total Trips Operating Cost Revenue Service Hours Intercity Express Total Trips Operating Cost Revenue Service Hours
2014 Forecast
2013 Projected
2012 Actuals
2011 Actual
Target End of 2016
End of 2015 As funding becomes available
2010 Actual
2009 Actual
6,000 $209,124 $7,000 2,650
7,150 $199,490 $8,000 3,345
6,301 $188,159 $8,192 2,924
6,812 $212,899 $8,961 3,365
6,344 $142,919 $5,272 3,341
7,553 $142,284 N/A 3,600
53,240 $1,169,415 $230,169 19,535
46,640 $1,104,570 $100,650 16,793
43,131 $978,949 $107,804 16,902
30,788 $1,212,748 $82,924 18,040
26,980 $576,558 $74,564 12,651
26,987 $435,292 $76,308 12,200
118,750 $0 $710,000 8,785
95,000 $0 $564,950 7,028
82,422 -$34,476 $481,967 5,092
48,166 $453,003 $255,539 4,900
3,271 $92,499 $13,093 1,208
N/A N/A N/A N/A
Customer Benefits (Key efficiency measures) Activity Description Increase Number of Ticket/Pass Vendors Bus Shelters
2012 Actual 5 0
2011 Actual 5 0
321
2010 Actual 3 0
2009 Actual 1 0
BENCHMARKS (Canadian Transit Fact Book- 2011 Operating Data Conventional) Transit) Municipal Population Trips
Airdrie 49,560* 45,711
Grande Prairie 55,032 55,000
Lethbridge 97,417 89,074
Red Deer 97,109 91,877
St. Albert 60,994 61,040
125,553
585,926
1,831,090
3,674,976
1,266,685
Operating Expenditures
$1,572,818
$2,421,829
$9,753,910
$17,746,161
$9,087,558
Revenues
$589,770
$669,894
$2,685,035
$4,486,479
$3,358,425
21,994
42,176
115,414
152,101
92,686
38%
29%
28%
34%
37%
$21.51
$31.85
$71.50
$111.67
$93.86
Total Direct Operating Expenses / Reg Serv Pass $12.53 *Note: Population figures shown are for most recent year available *Note: Population figures shown are for 2011
$3.93
$5.30
$3.56
$7.17
Airdrie* 43,155* 45,711
Grande Prairie 55,032 55,000
Lethbridge 87,882 89,074
Red Deer 90,564 91,877
St. Albert 61,466 61,040
6,812
27,455
118,178
80,407
7,831
$218,807
$695,921
$1,844,827
$2,066,398
$221,258
Revenues
$8,961
$67,832
$364,693
$399,146
$35,709
Service Hour
3,366
37,098
24,350
3,333
10%
20%
19%
16%
$11.96
$17.04
$18.15
$3.04
$25.35
$15.61
$25.70
$28.25
Service Hours Total Operating Revenues / Total Direct Operating Expenses (R/C Ratio) Municipal Operating Contribution / Capita
BENCHMARKS (Canadian Transit Fact Book- 2011 Operating Data Paratransit) Municipal Population Trips Operating Expenditures
Total Operating Revenues / Total Direct Operating Expenses (R/C Ratio) Municipal Operating Contribution / Capita
4%
$4.86 Total Direct Operating Expenses / Reg Serv Pass $32.12 *Note: Data for Airdrie reflects 2012 Paratransit Operating Data *Note: Population figures shown are for 2011
322
EMERGING TRENDS AND ISSUES
Customer Expectations/Growth: The success of the regional ICE service has fostered a growing transit culture for regional transit services. Pressures such as the cost of parking in downtown Calgary, the cost of operating a private vehicle (fuel) and the added stress from commuting in a private vehicle are resulting in increased demand for regional transit service. Further investment in new fleet, facilities, and operating service hours are requested to satisfy both the demand and customer’s expectations for a reliable, safe and convenient regional transit service. Delays in making such investments will impact customer satisfaction and ultimately move residents away from sustainable transportation alternatives. Growth is an ever-present issue for transit as new communities and developments outside of the current transit coverage area create new demand in low-ridership areas. In addition to the growth of the potential coverage area, transit is limited in resources (both physical and financial) to provide an appropriate level of service to these new areas without making adjustments to the entire system. Transit staff will be presenting alternative service delivery models to Council to address these ongoing concerns. Internal Capacity: In 2014, storage of regional transit buses at the bus barn at 15 East Lake Hill will reach maximum capacity. Storage of these vehicles is critical during the winter months as the extreme temperatures can render vehicles outside inoperable. Short and longer-term solutions will be explored and proposed to Council to address this emerging issue, as the City continues to invest in regional transit services. Calgary Regional Partnership: The Calgary Regional Partnership (CRP) is positioning itself to become a regional transit service provider in the future. Long-term strategic documents and reports were completed in 2012 and 2013 providing the CRP with a service and governance framework for this new regional transit entity. The impact of this potential new regional transit entity on Airdrie Transit’s regional transit services is unknown at this time. Seamless Regional Transit: In previous discussions, the term “regional fare integration” was used to describe the ability to use Airdrie Transit and Calgary Transit services by only paying one fare. The scope of this initiative is expanding to become a seamless transit trip on regional transit services. This seamless trip to the user will include service integration with routes and schedules and use of one fare media to board multiple transit service types – local bus, LRT, regional bus. This seamless transit trip is contingent on electronic fare collection technology for payment. This project is projected to be implemented by the end of 2016.
323
SERVICE LEVELS Core Service Provision and management of public transportation for all residents of Airdrie
Major Services
Description of Current Level
Proposed Service Level Changes
Intercity Express (ICE) regional transportation between Airdrie and Calgary
Three morning and three afternoon trips on two routes. Route 901 circulates East Airdrie along East Lake Blvd connecting with a shared transit park-and-ride facility at the Ron Ebbesen Arena. Route 902 circulates West Airdrie along Main Street and 8th Street.
Growth in ridership on the ICE service has filled current capacity. As per the capital plan, Transit is proposing one additional morning and afternoon trip.
Fixed route conventional local transit within Airdrie
3 fixed routes with 30-minute frequency during peak morning and afternoon times and 1-hour frequency during the mid-day.
(e.g.: frequency; standard; response time)
Estimated Cost of Program
ACCESS Airdrie Within Airdrie Monday â&#x20AC;&#x201C; Friday from paratransit service 8am to 6pm. within Airdrie and to Calgary Dial-a-bus Contract Administration
Infrastructure Management
Planning and Development
Administration of contracts for provision of transit service, fare media sales, and lease of media space for advertising purposes. Procure capital infrastructure through the provincial Green TRIP Fund.
Responsible for storage and maintenance of the ICE fleet Ensure requirements for future public transit usage are considered during the design & approval process.
Weeknights from 6pm-9pm and on Saturdays from 9amâ&#x20AC;&#x201C;9pm. Three agreements for contracted transit operations and one on-board advertising agreement were negotiated in 2013. Vendor agreements for fare media sales will remain in place with existing providers. Advertising agreement for bus benches will expire in 2016. Green TRIP provides 2/3 funding for eligible capital infrastructure initiatives that support building a sustainable transit culture. Transit leverages this funding to procure fleet, customer and maintenance facilities and bus zone improvements. Perform all routine and scheduled maintenance of the fleet using city facilities. Transit provides comments on internal circulation to ensure the requirements and/or considerations of existing and future public transit uses are met.
324
.
Regional Initiatives
Participation in the Calgary Regional Partnershipâ&#x20AC;&#x2122;s Transportation and Complete Mobility Steering Committee.
Participation on sub-committees such as fare integration and regional governance. Both sub-committees meet on a monthly basis.
Total Cost
325
$1,273,180
City of Airdrie 2014 Budget Highlights Financial Summary Transit By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Transit 1-34-010 ACCESS AIRDRIE 1-34-011 TRANSIT SERVICES 1-34-012 INTERCITY EXPRESS (ICE) Total Transit Total Transit
148,839
157,000
200,490
(3%)
194,310
195,390
199,530
1,193,071
1,227,343
1,088,820
(9%)
990,920
1,005,130
1,015,150
(211,792)
(151,770)
87,950
98,220
90,330
1,130,118
1,232,573
1,288,910
(1%)
1,273,180
1,298,740
1,305,010
1,130,118
1,232,573
1,288,910
(1%)
1,273,180
1,298,740
1,305,010
Council Approved Budget
326
(400) (22,088%)
City of Airdrie 2014 Budget Highlights Financial Summary Transit By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(597,962)
(709,965)
(671,400)
(781,000)
(783,500)
(818,000)
(783,500)
(818,000)
(783,500)
(818,000)
Other Revenues Conditional Grants
(21,770)
Drawn from Reserves Total Revenues Total Revenues
(20,000)
(20,000)
(619,732)
(729,965)
(691,400)
(781,000)
(619,732)
(729,965)
(691,400)
(781,000)
13%
Expenditures Salaries, Wages & Benefits
246,520
279,050
279,050
301,670
307,370
307,370
1,382,274
1,535,270
1,561,710
1,612,460
1,642,200
1,675,800
Materials, Goods, Supplies, & Utilities
32,963
40,250
66,250
60,430
60,430
65,430
Added to Reserves/Allowances
20,000
Contracted & General Services
Internal Charges
68,092
73,300
73,300
79,620
72,240
74,410
1,749,849
1,927,870
1,980,310
2,054,180
2,082,240
2,123,010
Total Expenditures
1,749,849
1,927,870
1,980,310
2,054,180
4%
2,082,240
2,123,010
NET COST/(GAIN)
1,130,117
1,197,905
1,288,910
1,273,180
(1%)
1,298,740
1,305,010
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
2.80
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
2.80
3.00
3.00
3.00
3.00
2.80
3.00
3.00
3.00
3.00
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
403,613
429,637
424,393
432,913
435,003
$25
$27
$24
$23
$21
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
327
CITY OF AIRDRIE - 2014 OPERATING BUDGET Transit BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Revenues Revenues from user fees will continue to increase by $109,600 in 2014 to reflect the addition of a fifth regional Inter City Express (ICE) trip effective Q2, forecasted ridership growth within the local service and new revenue streams from Cross Iron Mills (ICE and local services). Revenues from advertising contracts are budgeted at minimum guaranteed levels from service provider as per the revenue agreements. These contracts have outperformed the minimum guarantee the previous two years and are anticipated to do so again in 2014 based on historic trending. Total revenues are projected to be $89,600 higher than those budgeted in 2013. Expenditures Internal salaries and wages and contracted services comprise the two largest increases in 2014 expenditures. The increase in salaries and wages of $22,627 is strictly related to COLA, band and step increases and associated benefit adjustments as there are no budgeted changes to Transit staffing levels in 2014. Contracted services are the costs of service provision with the City's contracted operator for ICE, local and ACCESS Airdrie transit services. The contract costs include operators, fuel, maintenance (local & ACCESS only), insurance and other operational expenses. Contracted services is budgeted to increase by $36,000 to reflect the addition of a fifth ICE trip effective Q2 2014. A new expenditure in 2014 is $6,000 for snow removal associated with the Chinook Winds Park & Ride for the regional ICE service. Total expenditures are projected to be $73,872 higher than those budgeted in 2013. Net Cost The net cost of public transit services is budgeted to decrease by $15,728 in 2014. The increase in revenues (user fees) is the largest factor contributing to this net decrease in cost.
Council Approved Budget
328
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Transit Revenues Sales & User Charges
(109,600) Implementation of fifth ICE trip effective Q2 2014 (-$87,000) and service agreement with CrossIron Mills Mall (-$22,000).
Conditional Grants Drawn from Reserves Total Revenues
20,000 Reflective of 2012 carry forward. (89,600) ($89,600)
Expenditures Salaries, Wages & Benefits
22,620 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
50,750 Largest impact to the variance is the implementation of fifth ICE trip effective Q2 2014 (+$82,000). Savings in new contract for ACCESS and Local transit (-$46,000). Also includes increases in training (+$4,000), advertising (+$2,000), insurance premiums (+$1,000), technology (+$2,000) and snow removal (+$6,000).
Materials, Goods, Supplies, & Utilities
(5,820) Savings due to less transit parts (-$20,000). Increases to Local goods (+$2,000) and new allocation of utilities (+$13,000).
Added to Reserves/Allowances Internal Charges Total Expenditures
6,320 Increase in builiding chargeback. 73,870 $73,870
Net Increase (Decrease)
($15,730)
Council Approved Budget
329
CITY OF AIRDRIE 2014 BUSINESS PLAN
SOCIAL PLANNING
BUSINESS FOCUS STATEMENT
As part of Community Services, Social Planning enhances the quality of life of residents by facilitating community partnerships to provide opportunities that contribute to an economically strong, socially connected, culturally vibrant, and sustainable community.
CORE SERVICES
Prevention: Supported by the Airdrie FCSS Policy P-04-2007, Social Planning facilitates community partnerships that result in stronger social connections, advocates on behalf of vulnerable populations and conditions, reviews funding applications, and develops funding recommendations to support the Community Services Advisory Board (CSAB) and Council in effectively allocating Family and Community Support Services (FCSS) funds to local social agencies. Social Planning ensures programs being recommended to Council for funding comply with the FCSS Act and Regulation, solicits and reviews reporting, evaluations and financial statements from funded agencies, and prepares and completes annual reporting and auditing processes.
Youth Strategy: Endorsed by Council, the Youth Strategy is considered in all relevant community planning and decision making processes, is shared with local youth serving agencies, utilized to advocate on behalf of youth, and is reviewed regularly to ensure it is up to date and serves community needs. To ensure the voices of the youth are heard, Social Planning facilitates Hyjinx Youth Council meetings and assists its members in providing advice to City departments, Community Services Advisory Board (CSAB), and Council on issues that affect youth. Youth Strategy also advocates on behalf of Airdrie youth and seeks opportunities to empower them to participate in their community.
Community Leadership: To honour and encourage individual and group civic participation and volunteerism, Social Planning coordinates the Volunteer of the Year Awards through program marketing, intake and review, staff reports to Community Services Advisory Board (CSAB) for review and selection process, and coordinates the formal award presentations ceremony and banquet. To engage youth in shaping City plans and policies, Social Planning coordinates the Mayor for a Day through program marketing, intake/criteria review with staff, Hyjinx and Council, final report to Council for selection, and coordination of itinerary for “day” activities and presentation.
Social Research and Advocacy: In order to assist Council’s strategic priority of developing an advocacy strategy directed toward senior levels of government for community issues that fall outside local government’s mandate to ensure ongoing quality of life for Airdrie citizens, Social Planning researches best practices for effective social action by consulting with community partners. In order to gauge community needs and ensure they align with current City policies and practices, Social Planning coordinates the implementation of the Community Needs Assessment. Conducted every three years, the Needs Assessment assists administration and Council with long range arts, culture, recreation and social planning, as well as identifies trends/issues and service gaps to assist with resource allocation. To encourage community collaboration, Social Planning coordinates the Airdrie Resource Council and attends the Inter-City Forum on Social Policy.
Emergency Management: Social Planning provides support to the Emergency Social Services (ESS) Team as per the requirements of the Municipal Emergency Management Plan and Emergency Social Services Plan.
330
KEY SUCCESS INDICATORS Indicator
Measure
% of people who can recognize their neighbours People’s sense of belonging*
Neighbourhood perceptions (Community Needs Assessment) Social Capital (FCSS Programs)
Pass/fail
Annual Provincial FCSS Audit
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
65%
No survey
62%
No survey
*73%
Survey complete year end
75%
73%
pass
Complete year end
pass
pass
2009 Actual No survey Not surveyed pass
Community volunteers are # of nomination submissions for being recognized for (Volunteer of the Year Awards) 21 21 21 18 21 significant efforts Airdrie youth are consulted # of Mayor for a Day Challenge on their ideas for the entries (Youth Strategy) 30 30 27 N/A N/A community *Note – Sense of Belonging is a measure of resiliency. FCSS Program participants were asked, “How much do you feel you belong in your community?” The national average of sense of belonging in community is 70%. The provincial average is 63% (Source: Statistics Canada. 2003 General Social Survey on Social Engagement, Cycle 17: An Overview of Findings. Ottawa, Statistics Canada, 2004 (Cat. No.89-598-XIE)).
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome Ensure the Youth Strategy remains a relevant and purposeful document to guide decision making.
Increased opportunities for Hyjinx Youth Council to interact with City Council.
Initiative/Strategy Review of second phase of Youth Strategy completed; third phase in alignment with AirdrieONE and endorsed by Council. Hyjinx Youth Council review Council’s strategic priorities and offer ways they can assist in an advisory capacity.
Target Endorsement of third phase of Youth Strategy by 2nd Quarter 2014 Review and proposal completed by 2nd Quarter 2014
Assessment of community needs and preferences as they relate to arts and culture, recreation and social environments in Airdrie.
Plan/conduct/present community needs assessment survey.
Trend 2011, 2012 and 2013 FCSS social indicators.
Compare yearly data to see changes year-over-year.
Present data trends to CSAB and Council to use as filters in their 2015 funding allocations
2015 and 2016 Desired Outcome Connection to local schools (Leadership, Students for Change, Social Studies classes, etc.) for the purpose of regular youth engagement initiatives
Initiative/Strategy Youth engagement initiatives established as part of curricular activities within one or more schools. Students able to receive credits for participation in Hyjinx Youth Council.
Target
Integration of Hyjinx Youth Council into local school curriculum and/or classes
331
All complete by end of 3rd Quarter 2014
To be implemented into curriculum by 2nd Quarter 2015 To be implemented into curriculum by 4th Quarter 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of approved FCSS funding applications Tax contribution to the FCSS Partnership (Minimum required 20%)
2014 Forecast
2013 Projected
2012 Actual
2011 Actual
2010 Actual
2009 Actual
11
11
11
11
10
13
26%
26%
26%
23%
29%
21%
Customer Benefits (Key efficiency measures) Activity Description Social investment per capita (external grants) Number of youth strategy related action items completed Number of collaborations with schools and youth serving agencies BENCHMARKS (Other municipalities, industry standards, private sector) Social investment (external) per capita
2012 Actual $13.75 3
2011 Actual 13.92 5
2010 Actual $16.69 4
2009 Actual $14.55 4
8
9
8
8
Airdrie 49,560*
Grande Prairie 55,032
Lethbridge 90,417
$13.92 **43,155
$15.96 **50,227
$20.71 **87,882
Medicine Red Deer St. Albert Hat 97,109 60,994 61,180 $5.73 **61,097
$27 **91,877
$12.73 **60,138
*Population figures shown are for most recent year available **2011 Population figures are used for social investment calculation Note: The figures shown for social investment per capita are calculated based on the amounts funded by FCSS in each municipality (not including municipal grant transfers) to community groups in 2011 divided by population as reported to the Government of Alberta.
EMERGING TRENDS AND ISSUES
FCSS is a population based grant program of the Province. The Province has indicated that there will be no increase in funding for 2014. As Airdrie’s population continues to grow, demands for not only prevention based funding, but for additional funding outside of prevention will increase in order for community programs to address the needs of our residents. The types of requests that fall outside of FCSS include basic needs for shelter (range of housing), sustenance (food/nourishment), and safety (in response to domestic violence). Reviews of government programs by the Government of Alberta have been accelerated from a year-long process to a 6month process. Provincially, the FCSS Program review will be completed in spring 2013. The purpose of these results based budgeting reviews is to ensure that government is providing the correct programs to meet the needs of Albertans and that programs are effective, efficient, relevant, not operating in silos, and align with the Social Policy Framework. The reviews are forcing government departments to see how programs interconnect and must be collaboratively provided. The challenge FCSS is facing at the reviews is that only 50% of FCSS programs in Alberta are reporting outcomes. As a result, FCSS may have challenges getting any kind of funding increases in future years. A mandate letter has been sent by the Government requiring all FCSS to submit at least one outcome report. Airdrie FCSS is ahead of most other FCSS programs because we have been collecting Pre and Post test data for the last two years. The Airdrie Youth Strategy reached its two-year mark in February 2011, and the second phase of the Strategy was presented to Council in May, 2012. In the three years since the Youth Strategy was approved, advances have been made in ensuring that Airdrie is a youth friendly community. Particular successes were found within Community Development, Genesis Place, Planning, and Social Planning. The second phase of the strategy builds upon previous initiatives. It sets forth a vision that will allow the City of Airdrie to partner with the young people of this community to engage in a dialogue that will result in lasting relationships and ensure a child and youth-friendly city. This strategy will be aligned with strategies and outcomes proposed in the AirdrieONE plan.
332
SERVICE LEVELS Core Service Family and Community Support Services (FCSS)
Youth Strategy
Mayor for a Day
Hyjinx Youth Council
Volunteer of the Year Award Community Needs Assessment Emergency Management
Description of Current Level
Major Function Facilitate community partnerships that result in stronger social connections, advocate on behalf of vulnerable populations and conditions, review funding applications and develop funding recommendations to support the Community Services Advisory Board (CSAB) and Council in effectively allocating FCSS funds to local social agencies. Ensure programs being recommended to Council for funding comply with the FCSS Act and Regulation. Solicit and review reporting, evaluations and financial statements from funded agencies; prepare and complete annual reporting and auditing processes. Ensure Strategy is considered in all relevant community planning and decision making processes, share plan with local youth serving agencies, utilize document to advocate on behalf of youth, review and conduct regular consultation to ensure strategy is current and serves community needs. Program marketing, intake/criteria review with staff, Hyjinx and Council, final report to Council for selection, coordination of â&#x20AC;&#x153;day ofâ&#x20AC;? activities and presentation. Facilitate Hyjinx Youth Council meetings and assist its members in providing advice to City departments, CSAB, and City Council on issues that affect youth; advocate on behalf of Airdrie youth and seek opportunities to empower them to participate in their community. Program marketing, intake/criteria review, staff reports to CSAB for review and selection process, coordination of formal award presentations ceremony and banquet. The Community Needs Assessment is facilitated to assist with long range social planning. Provide support to the Emergency Social Services (ESS) Team as per the requirements of the Municipal Emergency Plan and ESS Plan.
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
FCSS funding is received annually by agreement with municipality Annual report audit conducted
Youth Strategy review every 2-3 years implementation ongoing Annually
Hyjinx Youth Council meets weekly during the school year
Annually
Conducted every three years Respond to needs of evacuees in large scale emergencies affecting Airdrie as required Total Cost
333
Estimated Cost of Program
$433,470
City of Airdrie 2014 Budget Highlights Financial Summary Social Planning By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Social Planning 1-51-021 SOCIAL PLANNING - GENERAL 1-51-022 SOCIAL PLANNING - FCSS 1-51-023 SOCIAL PLANNING - YOUTH COUNCIL 1-51-024 SOCIAL PLANNING - VOLUNTEERISM Total Social Planning Total Social Planning
(402,935)
(402,456)
(422,380)
(148%)
204,700
315,150
351,900
628,707
628,707
650,500
(65%)
228,770
232,860
233,310
2,765
4,750
4,500
(100%) (100%)
7,602
7,045
8,800
236,139
238,046
241,420
80%
433,470
548,010
585,210
236,139
238,046
241,420
80%
433,470
548,010
585,210
Council Approved Budget
334
City of Airdrie 2014 Budget Highlights Financial Summary Social Planning By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(200)
(200)
(200)
(688,600)
(688,600)
(688,600)
(689,215)
(688,800)
(688,800)
(688,800)
(689,440)
(689,215)
(688,800)
(688,800)
(688,800)
241,243
248,530
248,530
310,570
421,680
456,510
14,803
18,735
17,920
38,710
41,460
43,460
Materials, Goods, Supplies, & Utilities
4,982
7,315
7,315
6,800
6,800
6,800
Added to Reserves/Allowances
2,316
Conditional Grants
(1,701)
(225)
(688,602)
(688,600) (615)
(615)
(690,303)
(689,440)
(690,303)
Drawn from Reserves Total Revenues Total Revenues
(688,600)
Expenditures Salaries, Wages & Benefits Contracted & General Services
Internal Charges
34,392
6,370
6,370
7,180
7,860
8,230
Grants to Groups & Other Organizations
628,707
650,500
650,500
759,010
759,010
759,010
Total Expenditures
926,443
931,450
930,635
1,122,270
1,236,810
1,274,010
Total Expenditures
926,443
931,450
930,635
1,122,270
21%
1,236,810
1,274,010
NET COST/(GAIN)
236,140
242,010
241,420
433,470
80%
548,010
585,210
Personnel - Year Equivalents Year Equivalent: Full - Time
2.65
2.65
3.00
4.00
4.00
Total Personnel - Year Equivalents
2.65
2.65
3.00
4.00
4.00
2.65
2.65
3.00
4.00
4.00
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
89,109
91,102
144,490
6%
137,003
146,303
$5
$5
$8
$8
$10
$10
Total Personnel
13%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
335
CITY OF AIRDRIE - 2014 OPERATING BUDGET Social Planning BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) In 2014, this department has condensed and split its budget into Social Planning General and Social Planning FCSS to better align and reflect services the business unit provides. Only resources (staff and associated costs) dedicated to the delivery of FCSS will be captured in Social Planning FCSS budget, other services provided by Social Planning will be budgeted as General accordingly i.e. Youth Strategy, Volunteer of the Year, social advocacy and research. These budget structure changes are proactive and will likely preempt changes needing to occur post Provincial FCSS program review which is scheduled for Q4, 2013. The last Provincial program review of Airdrie took place in 2005. For the 2014, the Family and Community Support Services (FCSS) grant funding from the Province remains unchanged from previous years. With the above budget realignment, the City will need to ensure it meets the minimum requirement of 20% match as per its agreement with the Province. The contracted and general services section of the budget also includes associated expenses for hosting the Inter-City Forum in 2014 and conducting the Community Needs Assessment. An amount has also been included for Inclusive Communities Initiatives, but only required if Bullying Bylaw is endorsed by Council. Overall this business unit will be focusing on providing existing service levels in 2014.
Council Approved Budget
336
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Social Planning Revenues Other Revenues
(200) Volunteer of the Year Awards (suplementary ticket sales if required).
Conditional Grants
No year over year increase in Provincial FCSS funding.
Drawn from Reserves
615 Related to 2012 carry forwards.
Total Revenues
415 $415
Expenditures Salaries, Wages & Benefits
62,040 Reflective of COLA, band and step increases and associated benefit increases. Reallocations of staff within this budget (Social Planning/FCSS).
Contracted & General Services
20,790 Budget increases reflect Inter-City Forum being hosted in Airdrie in 2014 (+$2,000); 2014 Community Needs Assessment (+$5,000); Inclusive Communities Initiatives (+$12,000) re:Anti-Bullying Bylaw.
Materials, Goods, Supplies, & Utilities
(515)
Added to Reserves/Allowances Internal Charges Grants to Groups & Other Organizations Total Expenditures
810 108,510 Increase in FCSS grant application. 191,635 $191,635
Net Increase (Decrease)
$192,050
Council Approved Budget
337
City of Airdrie 2014 Budget Highlights Financial Summary Airdrie Housing Limited By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Airdrie Housing Limited 1-67-010 AIRDRIE HOUSING
150,000
150,000
150,000
150,000
150,000
150,000
Total Airdrie Housing Limited
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
Total Airdrie Housing Limited
Council Approved Budget
338
City of Airdrie 2014 Budget Highlights Financial Summary Airdrie Housing Limited By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues Conditional Grants Total Revenues Total Revenues Expenditures Purchases from Other Governments Grants to Groups & Other Organizations
150,000
150,000
150,000
150,000
150,000
150,000
Total Expenditures
150,000
150,000
150,000
150,000
150,000
150,000
Total Expenditures
150,000
150,000
150,000
150,000
150,000
150,000
NET COST/(GAIN)
150,000
150,000
150,000
150,000
150,000
150,000
Total Personnel Forecast Population Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
$3
$3
$3
$3
$2
Cost Per FTE Cost Per Capita
Council Approved Budget
339
CITY OF AIRDRIE - 2014 OPERATING BUDGET Airdrie Housing Limited BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Airdrie Housing Limited is a whole owned subsidiary of the City of Airdrie. This corporation was established in 2008 to facilitate and manage affordable housing to meet the diverse needs of the community. City of Airdrie contributes grant dollars to the corporation in order to assist with administrative costs of providing the service.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Airdrie Housing Limited Revenues Other Revenues Conditional Grants Total Revenues
Expenditures Purchases from Other Governments Grants to Groups & Other Organizations Total Expenditures
Net Increase (Decrease)
Council Approved Budget
340
CITY OF AIRDRIE 2014 BUSINESS PLAN
ECONOMIC DEVELOPMENT BUSINESS FOCUS STATEMENT
To market Airdrie, attract investment to the City, and support business development to meet the needs of businesses and residents and facilitate the creation of local employment opportunities.
CORE SERVICES
Business Development: Through collaboration and communication, we strive to foster a positive business environment. We will: Connect - Capitalize on opportunities to connect business with partners, resources and networks Promote - Showcase Airdrie’s dynamic and diverse business community Support - Create and deliver programs and services to help businesses grow and thrive Investment Attraction: Proactively attract new businesses and investors to Airdrie with a focus on marketing to our target sectors of transportation, logistics, manufacturing and professional services. Marketing: Market Airdrie as a place to live, visit, work and operate a business. Information Services: Provide current research and information to new and existing businesses, investors and partners.
KEY SUCCESS INDICATORS Indicator *Business Environment *Business Satisfaction with City services *Business growth *Economic Resiliency *Assessment Balance *Residents who live and work in Airdrie
Measure Satisfaction with operating a business in Airdrie Percentage of satisfied business Total number of Business Licenses Number of businesses in existence for more than 5 years Ratio of assessment from non-residential Percentage of commuters/local
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
92% satisfaction
n/a
89% satisfaction
89%
n/a
85%
n/a
81.6
n/a
n/a
3,500
2,800
2,564
3,221
3,018
410
374
333
305
18/32
15.7/84.3
15.7/84.3
n/a
52%
Last data 2008 Will be asked every two years now in census
n/a
n/a
*Align with AirdrieONE
341
NA
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S1: Sequence provision of infrastructure to annexed lands and support commercial and Industrial development as a priority (Aligns with AirdrieONE Plan) S2: Increase web-based options to enable our residents and businesses to conduct their business needs with the City online, saving our customers the time and expense of in-person transactions S8: Continue to explore opportunities with stakeholders and potential business partners for increasing access to postsecondary and specialized learning options in Airdrie. (Aligns with AirdrieONE Plan)
Initiative/Strategy To work with planning to ensure that commercial and industrial lands remain a priority in sequencing and timing Implement an online business license renewal and investigate option for new licenses to apply online
2015 and 2016 Desired Outcome Develop a strong online business directory Use online tools to enhance local customerand business-to-business interactions and networking, as per the Business Satisfaction Survey. Work with local developers and new developers to encourage sustainable building practices.
Confirm a minimum of one quarter section designated and zoned for future industrial lands Have 60% of all 2014 business license renewals done online
Continue to work with Bow Valley College (BVC) on local programming. Identify potential local business post-secondary partnerships Identify the best location for a database of all training and learning opportunities in Airdrie
S9: Increase the proportion of non residential assessment through strategic investment attraction, investigations of incentives for attracting new business, and through marketing opportunities. (Aligns with AirdrieONE Plan)
To foster the growth and development of small and home-based businesses. (Aligns with AirdrieONE Plan) Implement programs to support entrepreneur development (Aligns with AirdrieONE Plan)
Target
Continue to implement the investment attraction strategy and refine opportunities to bring new investment to Airdrie. Investigate options for incentive type of programs to attract new business to Airdrie. Implement a Supply Chain Opportunity Analysis Continue to investigate options for Business Incubator concept (Private or Public) During Q3 in 2103 will initiate an Entrepreneur pilot program that will run through 2014 Looking at P2 initiative for Entrepreneurs Initiative/Strategy To improve data source and implement a new more user friendly online business directory The City’s offers an online business directory that meets the needs of residents and businesses. Promote opportunities to the development community.
342
Educate BVC on the programs and educational opportunities that Airdrie could support. Work with three local business that can tie into post-secondary programs Have a training board set up inhouse or with partner for September 2014 Identify 4 opportunities to showcase Airdrie and attract Investment into Airdrie. Review incentive programs to see if there is a model for Airdrie (e.g. processing times, tax, etc.) Implement the action plan identified in 2013
Set solid direction for future incubator
Have successfully completed pilot project for entrepreneurs TBD / Ongoing Target 2015 2015 – Upgrade and launch new business directory 2016 – Directory usage increased by 15%
Implement new Land Use Bylaw plan
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Manage information www.airdrienow.ca)
2014 Forecast
Local Business Community Engagement (Number of participants in Business Visitation Program, workshops and events) New Business Start Up & Local Expansion Inquiries Investment Attraction Outreach (meetings, presentations, cold calls)
2013 Projected
2,100 / month
2012 Actual 1,905 / month
2011 Actual 1,108 / month
2010 Actual 1,115 / month
2009 Actual 1027 / month
3,000
2,900
2,700
2,025
N/A
N/A
540
315
300
179
N/A
N/A
150
25 (6 months)
N/A
N/A
N/A
N/A
Customer Benefits (Key efficiency measures) Activity Description Satisfaction with Airdrie Economic Development customer service Satisfaction with operating a business in Airdrie
2012 Actual
2011 Actual
2010 Actual
2009 Actual
86.8%
N/A
81.6%
N/A
89%
N/A
89%
N/A
2012 BENCHMARKS (Other municipalities, industry standards, Airdrie private sector) 49,560* Population ratio/Economic Development FTE FTE /12,000 Economic Development Budgets $651,860 Investment Dollars/Resident * $14.26 Economic Development FTE / Business license FTE/617 growth *Note: Population figures shown are for most recent year available
343
Grande Prairie 55,032 FTE/9,600 TBD TBD FTE/590
Lethbridge 90,417 FTE/8,181 $1.7MM $19.34
Medicine Hat 61,180 FTE/8,253 $1.3MM $21.60
St. Albert 60,994 FTE/ 8,591 $1.185MM $19.20
FTE/345
FTE/523
FTE/345
EMERGING TRENDS AND ISSUES
Strong business growth continues The number of inquiries from start-ups and companies looking to expand/relocate are above what they were up again this year. Airdrie remains attractive because of its location on Hwy II, one of the busiest economic corridors in North America and its constant residential growth. Competitive business attraction environment Current lack of Industrial lands in IB-2 and IB-3 zoning (less than 15 acres available) Approximately 150 acres remaining in IB-1 Some businesses finding it more difficult to find / retain workers due to increased completion from Balzac and North Calgary Commercial/Industrial land supply between north Calgary and Airdrie totals almost 4,000 acres This number does not include commercial/industrial lands in our proposed annexation area. Lack of a business tax for the near term provides us with a competitive advantage over Calgary Calgary is proposing to gradually eliminate their business tax over a 10 year period, beginning in 2013. All business taxes will be rolled into a non-residential property tax. Airdrie land prices remain competitive with Calgary but the Rocky View County’s are significantly lower Companies are choosing Balzac properties because of different competitive advantage (land costs, processes, taxes, etc). Lack of employee transportation and supporting services are major issue facing these businesses. Comparative costs for opening and operating a business in Airdrie High lease rates and cost of buildings/land continue to be a major deterrent to businesses expanding in Airdrie (bench mark communities) Commercial vacancy rate is at 2% Industrial vacancy rate is at 1% Residential vacancy rate is approximately 1% Lack of small, affordable office space Hampers home-based businesses moving from their homes to commercial/office/industrial space Supports the need to continue to investigate the feasibility of a business incubator concept for Airdrie Tourism / Events Increase of local special events such as local charity runs, tournaments, sporting competitions, art based events High profile events such as Rodeo, Air Show, and the most recent bid for the 2014 Summer Games has also As the City continues to be more known as for event based tourism and sport tourism there is conversation if the City should tale a stronger role in tourism and tourism marketing.
344
SERVICE LEVELS
Labour force development
Description of Current Level (e.g.: frequency; standard; response time) Continue to listen to the needs of the local business community and tailor programs and services to meet their needs (training, referrals, etc.) Meet with local business in an ongoing basis to listen to concerns, gain import replacement knowledge and stay connected. Includes Business Satisfaction survey biannually. Work with local agencies and businesses to assist with potential employment needs.
Investment Attraction Strategy
Build upon Investment Attraction strategy to increase new industry to airdrie
Industrial community engagement
Meet on an ongoing basis with Airdrie key sectors industrial companies and other local industry to enhance relationships and determine needs/concerns Continue maintenance of www.airdrienow.ca Continue to ensure business community is getting relevant and timely information that will assist their business Implement communications plan for Business Development Strategy.
Core Program
Major Functions
Business Development
Business Retention and Expansion (BR&E) Strategy Business Outreach Program / Business Visitation Program
Investment Attraction
Marketing
Information Services
Website & social media and Airdrie@WORK e-newsletter Business development â&#x20AC;&#x201C; communications Airdrie Now marketing campaign Update statistics list and websites Map projects (Tourist Map) CRP GIS asset mapping Publications and presentations
Proposed Service Level Changes
Estimated Cost of Program
Will continue but new realistic targets will be established. Manage more expectations with resources Increasing level of service through new partnership/services With FT position being more proactive in investment leads On-going
Implement marketing strategy Continue to ensure that clients have the most up to date statistic information Published map and distribute to hotels, gas stations, City facilities, etc. This year review adding transit map to the back of tourist map Work with local realtors to upload properties on Invest in Calgary region website. Promote that advantage of site. Continue to ensure marketing materials are being used effectively and meeting the needs of the clients
345
$751,870
City of Airdrie 2014 Budget Highlights Financial Summary Economic Development By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Economic Development 1-66-011 ECONOMIC DEVELOPMENT - GENERAL 1-66-012 ECONOMIC DEVELOPMENT - LAND SALES
517,603
520,995
651,860
20,645
20,910
20,910
538,248
541,905
672,770
538,248
541,905
672,770
12%
730,960
760,040
758,340
20,910
20,920
20,910
12%
751,870
780,960
779,250
12%
751,870
780,960
779,250
1-66-013 ECONOMIC DEVELOPMENT - TOURISM Total Economic Development Total Economic Development
Council Approved Budget
346
City of Airdrie 2014 Budget Highlights Financial Summary Economic Development By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(8,111)
(2,500)
(2,500)
(6,000)
(4,000)
(4,000)
(13,625)
(10,000)
(10,000)
(10,000)
(10,000)
(10,000)
(21,736)
(12,500)
(17,500)
(16,000)
(14,000)
(14,000)
(21,736)
(12,500)
(17,500)
(16,000)
(14,000)
(14,000)
Salaries, Wages & Benefits
411,956
476,320
476,320
540,210
556,990
556,990
Contracted & General Services
124,771
180,120
189,270
203,750
214,050
212,350
2,612
3,000
3,000
3,000
3,000
3,000
Conditional Grants Drawn from Reserves Total Revenues Total Revenues
(5,000) (9%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Long-Term Debt
770 20,645
20,910
20,910
20,910
20,920
20,910
559,984
680,350
690,270
767,870
794,960
793,250
Total Expenditures
559,984
680,350
690,270
767,870
11%
794,960
793,250
NET COST/(GAIN)
538,248
667,850
672,770
751,870
12%
780,960
779,250
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
2.00
4.00
4.00
4.00
4.00
Year Equivalent: Part - Time
2.60
0.60
0.60
0.60
0.60
Total Personnel - Year Equivalents
4.60
4.60
4.60
4.60
4.60
4.60
4.60
4.60
4.60
4.60
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
117,010
146,254
163,450
169,774
169,402
$12
$14
$14
$14
$13
Total Personnel Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
347
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Economic Development BUDGET NOTES Economic Developmentâ&#x20AC;&#x2122;s 2014 budget will see an increase of 11.8% ($79,095). With the success of the Investment Attraction program in 2013 and the learnings and momentum gained, additional funds are being invested to support marketing, sales and the development of key contact. This includes an additional $7,500 to ensure the continuation of building the framework to increase non-residential assessment by meeting and attracting business from new markets. $7,800 has been allocated to build an Ambassador program that will engage and leverage local business leaders and provide them with motivation and tools to assist the department in promoting Airdrie provincially, nationally and internationally. The city will continue on the success of AirdrieNOW airport business attraction advertising campaign and extend the reach to business travelers at the Fort McMurray airport and potentially one other airport that sees a high volume of business travelers in our target sectors ($10,000). Twenty thousand dollars has been dedicated to design and implementation of a business client-serviced focused "Open for Business" concept at the City of Airdrie. This initiative, lead through the City Manager's Office, would include a full-scale process review, implementing suggested recommendations, and developing a marketing campaign to ensure that all staff are knowledgeable and supportive of the program. Based on the 2011 and 2013 business satisfaction survey feedback, there was a lack of confidence expressed in the development process (application processing time, clarity, inconsistencies, and information sharing). The intent of the program is to ensure Airdrie upholds a reasonable, efficient and timely development process that acts as an incentive to attract new and expanding business. This is one of the most valuable incentives Airdrie can provide in a very competitive economy and real estate market. With the 2014 Alberta Summer Games being held in Airdrie, $5,000 has been allocated to sponsorship, while another $10,000 has been allocated to complete an economic impact assessment of the games. This assessment will be key in helping Airdrie secure future events and infrastructure to support such events. To ensure the continued growth and prosperity of the existing business community, Economic Development has identified a business-to-business (B2B) match-making program as being critical to the sustainability of our industrial sector. Staff will work with partners to organize a B2B Industrial Trade Show ($3,000), which will highlight the products and services that Airdrie industrial businesses can offer each other. The 2014 budget saw a decrease by $10,000 due to the Business Satisfaction Survey happening every two years. The next survey is scheduled for 2015. All other program and services around Business Development and Marketing will continue in the 2014 budget year. It should be noted that Economic Development has assembled a very complementary, highly-skilled team with a wide variety of talents. This allows staff to complete the majority of our projects in-house, which is not the norm in economic development where hiring consultants is considered standard.
Council Approved Budget
348
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Economic Development Revenues Other Revenues
(3,500) Ticket sales from new event in October.
Conditional Grants
ICCI funding.
Drawn from Reserves
5,000
Total Revenues
1,500 $1,500
Expenditures Salaries, Wages & Benefits
63,890 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
14,480 New programs such as local ambassador program, business to business trade show, increase in investment attraction and external marketing programs and a "open for business" customer service program.
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances
(770)
Long-Term Debt Total Expenditures
77,600 $77,600
Net Increase (Decrease)
$79,100
Council Approved Budget
349
Director of Community Services
Recreation and Wellness Centre Manager
Aquatic Services Team Leader
Aquatic Programmer
Aquatic Training Coordinator
Head Guard
Administration Assistant
Facility Operations Team Leader
Arena Operations Team Leader
Facility Operators
Arena Operators
Facilities Resource Coordinator
Guest Services Team Leader
Facility Bookings/ Special Events Programmer
Janitorial
Part time Facility Attendants
Chinook Winds Spray Park
System and Finance Administrator
Wellness & Leisure Programmer
Weight Room Representatives
Arena Programmer
Fitness and Leisure Team Leader
Fitness and Community Programmer Fitness/Leisure Instructors
Pre-School/Children/ Youth Programmer
Recreation Instructors (Kids Connection)
Aquacize Instructors Personal Trainers
Aquatic Shift Leaders
Child Care Providers Guest Services Representatives
Lifeguards/Instructors Part Time Guest Services Representatives
Learn to Swim/ Advanced Aquatic Program Instructors Red Cross Instructors Advanced Aquatics First Aid Instructors Specialty Instructors
Fitness Shift Leaders
Birthday Party Representative Recreation Leaders/ Birthday Party Hosts/ Leaders Day Camp/Summer Staff
350
CITY OF AIRDRIE 2014 BUSINESS PLAN
GENESIS PLACE
BUSINESS FOCUS STATEMENT
The 500,000 plus square foot Genesis Place provides a variety of leisure/recreation/wellness services, opportunities, programs, events and activities that enhance the quality of life for residents in and around the City of Airdrie. Program delivery is accomplished through a wide variety of operational activities including: facility planning, aquatic programs, general programs and camps, facilitation of community events, fitness activities, ice, meeting rooms and sport field bookings, customer service and day to day maintenance of the entire associated infrastructure.
CORE SERVICES
Aquatics: Is responsible to manage and operate Genesis Place Aquatic Centre, including the day to day operation, maintenance and scheduling using prudent management practices. Provide all supervision, lifeguarding and swim instruction. The Aquatic Centre which includes a 25 meter, six-lane lap pool, a leisure pool, hot tub, steam room, is open 5,610 hours per year over 360 days. The Aquatic Centre budgets for 18,075 hours of guarding time and has just under 360,000 user visits per year including public swimming, lane swimming, public swim lessons, school swim lessons, rentals, aqua fitness classes, swim club rentals.
Fitness and Leisure: Is responsible to manage and operate Genesis Place fitness and leisure areas by carrying out the planning and delivery of Recreation Programs to meet the demands of the public and provide the public with a variety of opportunities to constructively use their leisure time in. Recreation Services offers over 1,000 programs per year ensuring that opportunities are available for preschoolers, youth, teens, adults and seniors, people of all income levels and people with disabilities to participate. The fitness area currently has 200,000 visits per year.
Arena Operations: Is responsible for the management and operation of the arenas including the day to day operation, maintenance, staffing and scheduling using prudent management practices. Arena Operations oversees the Plainsmen Arena, Ron Ebbesen Twin Arena and the Genesis Place Twin Arena. The Ron Ebbesen Twin Arena is open 6,480 hours over 360 days per year. The Plainsmen Arena is open 4,716 hours for 220 days per year. The new Twin Arena at Genesis Place is expected to be open 6, 480 hours over 360 days per year.
Facility Operations: Is responsible for the management and operation of Genesis Place including the day to day operation, maintenance, staffing and scheduling using prudent management practices. Genesis Place ‘facilities’ include the entire 500,000 plus square foot building for all HVAC’s, life safety support systems, janitorial, consumable product ordering and dispensing, life cycling of all assets, East Lake Athletic track and grandstand maintenance, parking lots and surrounding building grounds.
Customer Service: Customer Service representatives are the front line contact with the public and handle all program registrations using the CLASS registration system, collect all registration fees and admission fees to programs, handle public inquiries, in person on the phone and through email. Customer Service Staff deal with all facility bookings, including Birthday Parties, facility rentals, leagues and Drop-In users. The Customer Service Staff has contact with 95% of the 1.3 million people who use Genesis Place.
Administration: Administration includes the Manager, Aquatic Team Leader, Fitness and Leisure Team Leader, Operations Team Leader, Customer Service Team Leader and Arena Team Leader as well as Finance and System Administration person, Facility Resource Coordinator who provides leadership, supervision, and direction to the facilities approximately 170 employees. Develops departmental policies and procedures, liaises with CAO and Council for City of Airdrie as well as Director of Community Services for the City of Airdrie. Plans and oversees department budget, marketing, deals with accounts payable, facility bookings, capital projects, annual pass administration, participant support program and any complaints or concerns by users.
351
KEY SUCCESS INDICATORS Indicator Operating cost recovery Number of annual pass holders in Family and Individual category
Measure Percentage of operational costs recovered % growth in annual pass holders in Family and Individual category
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S10: Provide staff support to ensure the planning, coordination and appropriate facility operations to deliver all requirements for successful hosting of the 2014 Alberta Summer Games
S6: Implement strategy for life cycle shut down of leisure pool in aquatic area
Monitor aquatic pools during peak times for operating capacity. Develop strategies to limit or close admissions during these times.
Work with Business Analysts to determine best solutions for scheduling software for Genesis Place and Arena Operations
S11: Energy consumption audit, collect data for baseline starting point and comparisons to other facilities.
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
100%
85%
87%
85%
80%
7,700 5%
7,350 5%
7,000 7%
6,564 20%
5,463 17%
Initiative/Strategy Genesis Place, East Lake Athletic Park and surrounding park facilities will be used to deliver: Opening and closing ceremonies Food Service Centre 3100 people 2x/day for 4 days Competition venue for 6 sports Support space for 14 of the 19 games administrative functions Various meeting room and multipurpose bookings Develop and implement strategy in regard to customer service and communications with annual pass holders and drop-in users, regarding partial rotating shutdown of aquatic area over a 6 to 8 week time period. Significant growth in annual and monthly passes as well as drop-in admissions during December through March has caused the aquatic pools to reach operating capacity on five occasions in 2013. Administration to develop strategies to close or limit admissions to aquatic pools. Develop and implement a communications plan Develop and implement a Customer Service Strategy Analyze and determine best solutions for scheduling staff in all areas of Genesis Place and Arena Operations. With over 170 staff working 18 hour days / seven days a week / 360 days a year Monthly data collection for energy consumption and baseline starting point. Compare data to other like facilities for further exploration of energy savings initiatives to achieve greater operating efficiencies
352
Target
Staff trained and understanding their role in supporting the Summer games.
Report to CPT, Community Advisory Board and Council strategies to accommodate lifecycle closures within the aquatic area.
Strategy developed for managing over-capacity situations
3rd quarter
Have a strategy outlined for potential cost savings within facility.
2015 and 2016 Desired Outcome Implement a strategy to use data collected from Energy consumption audit.
Initiative/Strategy Through like facility comparisons and energy audit implement a strategy for energy savings initiatives to achieve greater operating efficiencies.
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description # Drop-in admission # of 10x passes sold # of monthly passes sold # of annual passes sold # of corporate passes sold * #â&#x20AC;&#x2122;s for pass sales do not record frequency of visits Operating cost recovery % # of community groups/services that rent space more than 10 rentals/per year # of groups that rent the pool # of community events held at Genesis Place # of participants recorded thru ck/points: - Aquatic CSR (scans) - Fitness CSR (scans) - Field house bookings (hours) - Gymnasium bookings (hours) - Meeting room bookings (hours) - Rocky View Schools bookings (hours) - Outdoor athletic park (hours)
2014 2013 Forecast Projected 62,000 60,200 2,400 2,300 3,450 3,300 2,500 2,400 830 790
Target 2rd Quarter 2015
2012 2011 Actual Actual 58,447 56,537 2,196 2,143 3,276 3,369 2,293 2,123 753 613
85%
87%
87%
85%
30
25
25
15
34 40
19 35
30
12
120,000 165,000 6,200 3,800 4,000 1,200 410
116,741 163,000 5,850 3,664 3,852 1,200 390
112,328 161,672 5,519 3,120 3,480 934 168
97,613 134,777 1,695 438 2,379 897 28h
2010 2009 Actual Actual 61,615 62,234 1,630 2,494 3,939 4,143 1,739 1,029 495 225 80% N/A
72% N/A
6
N/A
6
N/A
Customer Benefits (Key efficiency measures) Activity Description # of drop in programs offered /week in facility (Fitness / Aquatic) # of Public and Family open swim hours, lane pool hot tub, steam room and tot pool are open all the time. # of complimentary passes as part of annual Pass (two per renewal) # Redeemed @ Genesis Place # of registrations during 48 hour pre-registration (marketing strategy/member appreciation) # of drop in activities offered per week # of annual passes put on hold for longer than a two month period (60 days)- retention initiative for annual members # of participants using the participant support program Memberships purchased Total amount of people participating in program
353
2012 Actual
2011 Actual
2010 Actual
2009 Actual
42
41
38
36
3,200 hours
3,100 hours
2,800 hours
2,800 hours
5,718
5,376
N/A not offered
N/A
651
N/A
N/A
13
13
10
274
191
60
N/A
32 Families 14 A.I.S.H. 14 Adult
45 Families
39 Families
N/A
N/A
354
Market Comparisons 2013 Council Requested:
Type of Pass (2013 values) Admissions: Adult drop-in Family drop-in Adult annual Family annual Aquatic: Parented Preschool Swim Kids 1-4
Ice: Adult Prime Rate (Per Hour) Youth Prime Rate (Per Hour)
Airdrie Genesis Place
Grande Prairie East Link
$10.25 $21.75 $495.00 $942.00
$10.75 $22.00 $670.80 $1,372.80
$45.007 – ½ Hour $45.65 Classes $49.007 – ½ Hour $45.65 Classes $49.00 $45.65
Medicine Hat Family Leisure Center
Red Deer
St. Albert Servus Credit Union Place
$8.15 $19.75 $469.40 $1,137.60
$8.50 $19.00 4510.00 $1,140.00
$10.00 $23.00 $496.00 $1,235.00
$42.50 $42.50 $42.50
$36.25 $36.25 $36.25
$52.50 $52.50 $52.50
$49.00 $49.00 $68.00
Lethbridge
$197.00
$179.55
$138.33
$156.40
$150.50
$216.30
$155.00
$132.30
$96.07
$90.40
$90.30
$115.50
** Lethbridge- Fees include access to 3 Pools and University of Lethbridge Fitness Center ***Medicine Hat – Aquatic center only
BENCHMARKS (Other St. Albert Spruce Grove municipalities, Calgary Servus Transalta industry Airdrie Cardel Place Leduc Credit Union Tri-Leisure standards, private Genesis (includes Twin (includes (includes (includes twin sector) Place arena) 3 arenas) 3 arenas) arena) Gross Revenues $4,388,307 $8,680,000 $4,313,779 $7,675,069 $5,266,599 Gross Expenditures $4,998,129 $7,774,000 $5,888,987 $8,706,439 $6,737,237 Net Operating Surplus $(609,822) $906,000 $(1,575,208) $(1,031,370) $(1,470,638) (Deficit) Recovery rate 87% 111% note 1 73% note 2 88% note 3 78% note 4 FTE’s 58 60 75 89 Note 1: Included in revenues is $189,000 in sponsorship, interest & other of $405,000 and $507,000 in grants and donations. Note 2: Included in revenues is $218,750 in corporate sponsorship and $130,786 in funding from the county. Note 3: Included in revenues is $494,649 in advertising and sponsorship Note 4: Included in revenues is $357,000 in advertising and sponsorship
355
EMERGING TRENDS AND ISSUES
Facility usage numbers continue to grow in regard to annual pass holder sales. Fees and charges for Genesis Place are set to achieve cost recovery rates with a 100% stretch target. Averaging 85% recovery over the past five years. A philosophy that one price allows the patron to use the entire facility and facility amenities cannot be purchased for individual usage only supports the cost recovery and sustainability business model of the facility. The operating philosophy regarding drop-in times or facility rentals continues to be challenged by annual pass holders. Genesis Place continues to try to have drop-in times available for annual pass holders and at the same time fill spaces through community rentals and bookings. Increased usage has put pressure on the facility in regard to the parking lot as well as increased theft within the locker rooms. The increase in thefts and hits and runs has increased the amount of time spent viewing surveillance cameras to assist RCMP. There were over 100 incidents of this nature in 2013. Genesis Place has seen an increase in requests for facility rental fees to be waived. In 2013 Genesis Place received 40 requests for fees to be waived or discounted. These requests are coming from not-for-profit groups or charities that are looking to raise money for their individual causes. Aquatic change rooms reached maximum capacity on five separate occasions. With over 400 people in the aquatic area there were no lockers available for patrons in any of the change rooms. Rocky View Schools continues to use, as per the Reciprocal use Agreement, scheduled field house and gym bookings of over 1,200 hours a year.
356
SERVICE LEVELS Core Service Customer Service Representatives and Administration
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Customer service stations x 2: Pool and Fitness
5,800 hours of facility open for operation.
Recreation and admission pass sales, program registration, facility payments, tours, monitoring area usage, customer service in person and over the phone, opening and closing the facility, drop-in supplies, selling, transit passes, garbage tags and administration duties.
CSRâ&#x20AC;&#x2122;s total hours are 17,748
Facility Attendants: Set-up and take down of rooms within the facility, meetings, special events, long term rentals, reciprocal use, community events, track, janitorial concerns. Monitor proper use of areas. Monitor Genesis Place field house, change rooms, gymnasium. Special events and community events. Provide firstaid/CPR as needed.
Proposed Service Level Changes
Estimated Cost of Program
Average calls per day 300 per day Average 5,200 transactions per month
Total hours= 3640 $(401,030)
Aquatic Programs
Fitness/Lane/Hot/Tot pool: In order to have the aquatic area open at any time a minimum of two guards are mandated by regulations. Facility open 360 days per year
5,610 hours of facility operation per year.
Public Swim/Family Swim: Lifeguards maintain a safe environment for patrons. Based on facility open 360 days per year. Cleaning the pool deck and first aid, prevention and customer service.
18,075 total guarding hours
Aquatic Lessons: Lifeguards offer a variety of lessons for different age groups throughout the year
6,984 hours of lessons per year $607,480
357
SERVICE LEVELS Core Service
Major Functions
Fitness Programs
Weight Room Staff: Staffing and supervision of the weight room. Staff monitors proper equipment usage & guidelines, safety & cleanliness of equipment, gives tours, provides cardio & fitness profiles & offers spotting on equipment when needed. Program Instructors: Instruct a variety of fitness, yoga, pilates, dance classes and active living days.
Leisure Programs
Personal Trainers: Provide expertise to clients on specific personal & group training programs, sport specific team training, group circuit classes, youth strength training, body compositions, fitness challenges. Program Instructors: Instruct a variety of preschool, and children recreation programs, home school, day camps, special events, birthday theme parties and teen nights.
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
5,800 hours of facility open for operation 8,000 hours of weight room monitoring per year
2,140 hours for fitness instructors of programs per year 917 hours for aqua/fitness instructors of programs per year 1,250 hours of personal training per year
$499,420 2,754 hours for instructors of preschool (Kids Connection) programs per year 5,828 hours for instructors of recreation programs & day camps per year 113 hours for instructors of specialty recreation programs per (yoga/zumba)
Birthday Party Booking Rep: Books parties and/or rooms and schedules leaders for all theme parties requiring a recreation leader and/or hostess. Summer Programmer Assistants: Support staff for programmer, 16 leaders and 16 volunteers for 8 camps/week for 9 weeks (72 camps), potential of 164 kids/week (1,476 kids)
1,494 hours for instructors/hosts of Birthday Parties per year 1,040 hours Birthday Party Rep per year
1,280 hours for programmer assistants (summer 2 staff) per year $(15,070) 358
SERVICE LEVELS Core Service Facility Operations
Major Functions Operations Staff: The Operations role is to support the success of the other departments through maintaining a clean, safe and well functioning building.
Special Events: The Operations department works with the event organizer to meet their requirements for floor coverings, nets up, board removal, electrical requirements etc. Repair and Maintenance: Repair and maintain a 210,000 sq. ft. building
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
5,800 hours of facility open for operation. Operations provide 6,400 hours of scheduled coverage which includes building checks on the days the building is closed, night work, and extra coverage for special events
120 hours on special events
The Operations department completes 3,724 maintenance requests a year. Maintains Alberta Health Regulations in aquatic area (water quality) Includes 5 pools, 2 indoor pitches, 200 meter running track, 15,000 sq ft of meeting space, 18 rooftop units, 12 exhaust fans, 50 reheat coils, and over 100 control valves.
Inventory / Stock: Manages stock of all consumables in the facility including aquatic chemicals
Janitorial : Operations manages resources and equipment for janitorial needs throughout the facility
Includes all consumables for 200 bathroom fixtures, light bulbs for 500+ lights, 100 doors, replacement parts for electrical, plumbing, cleaning supplies 18 hours/day, 7 days/week with 1.5 FTE day porters. Major cleaning by janitorial contract done in the evenings. Hosts work experience students.
359
$953,530
SERVICE LEVELS Core Service East Lake Sports field
Major Functions
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
The Operational team is responsible to prep and clean the field for all events
Estimated Cost of Program
$11,900
Genesis Field House Gymnastics Centre Twin Arenas
$(63,410)
Total Cost
360
$(78,650) $67,690 $1,581,860
City of Airdrie 2014 Budget Highlights Financial Summary Genesis Place By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Genesis Place 1-72-040 AQUATICS
528,950
512,530
606,720
607,480
646,740
1-72-041 LEISURE & DRYLAND
(58,905)
(50,086)
(61,490)
(75%)
(15,070)
(18,900)
(31,000)
1-72-042 WEIGHT & FITNESS
398,915
390,530
446,890
12%
499,420
508,950
497,750
(83,629)
(84,700)
(79,200)
(133,257)
(63,952)
34,880
1-72-043 GYMNASTICS CENTRE 1-72-044 ADMINISTRATION
645,290
(1%)
(78,650)
(77,990)
(77,470)
(1,250%)
(401,030)
(138,960)
(198,670)
1-72-045 GENESIS FIELD HOUSE
(74,652)
(62,870)
(36,110)
76%
(63,410)
(37,780)
(37,440)
1-72-046 OPERATIONS
801,856
775,550
851,050
12%
953,530
1,044,900
1,141,770
67,690
50,450
25,780
1,655
4,450
8,000
49%
11,900
13,200
14,300
1,380,933
1,421,452
1,763,970
(10%)
1,581,860
1,990,610
1,980,310
1,380,933
1,421,452
1,763,970
(10%)
1,581,860
1,990,610
1,980,310
1-72-047 GP - TWIN ARENAS 1-72-051 EAST LAKE SPORTS FIELD Total Genesis Place Total Genesis Place
(6,770) (1,100%)
Council Approved Budget
361
City of Airdrie 2014 Budget Highlights Financial Summary Genesis Place By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Internal Recoveries Total Revenues Total Revenues
(3,438,349)
(3,820,245)
(3,632,850)
(3,965,160)
(4,126,070)
(4,305,050)
(748,418)
(1,091,200)
(987,450)
(1,503,520)
(1,518,060)
(1,572,530)
(93,112)
(156,120)
(143,660)
(57,840)
(50,780)
(69,570)
(243,000)
(325,000)
(336,000)
(325,000)
(230,000)
(230,000)
(108,427)
(90,000)
(90,000)
(100,000)
(100,000)
(100,000)
(4,631,306)
(5,482,565)
(5,189,960)
(5,951,520)
(6,024,910)
(6,277,150)
(4,631,306)
(5,482,565)
(5,189,960)
(5,951,520)
(6,024,910)
(6,277,150)
4,620,820
15%
Expenditures Salaries, Wages & Benefits
3,354,501
3,744,110
3,751,500
4,245,530
4,484,530
Contracted & General Services
475,906
547,630
540,180
595,030
557,350
568,760
Materials, Goods, Supplies, & Utilities
964,193
1,330,510
1,183,030
1,057,470
1,090,240
1,125,050
125,000
175,000
175,000
175,000
400,000
450,000
47,089
50,000
40,000
50,000
50,000
50,000
Long-Term Debt
889,109
1,109,010
1,109,010
1,235,320
1,235,330
1,235,330
Internal Charges
152,750
155,210
155,210
175,030
198,070
207,500
Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
3,764
Other Transacations
(73)
Total Expenditures
6,012,239
7,111,470
6,953,930
7,533,380
8,015,520
8,257,460
Total Expenditures
6,012,239
7,111,470
6,953,930
7,533,380
8%
8,015,520
8,257,460
NET COST/(GAIN)
1,380,933
1,628,905
1,763,970
1,581,860
(10%)
1,990,610
1,980,310
Personnel - Year Equivalents Year Equivalent: Full - Time
20.44
21.08
22.74
23.74
24.74
Year Equivalent: Part - Time
35.19
40.97
42.03
43.03
43.13
Total Personnel - Year Equivalents
55.63
62.05
64.77
66.77
67.87
55.63
62.05
64.77
66.77
67.87
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
24,824
28,428
24,423
(3%)
29,813
29,178
$30
$36
$30
($1)
$35
$32
Total Personnel
4%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
362
CITY OF AIRDRIE - 2014 OPERATING BUDGET Genesis Place BUDGET NOTES Trends that have been identified in 2013 and anticipated for 2014 budget: Increased usage continues to be the trend in all departments. A 5% fee increase across the board is included in the 2014 budget. With phase three opening up last summer, 2014 will be the first full year of operations as reflected in this year's budget. Annual pass and admission pass sales continue to see strong growth and accounts for the increase in this year's revenues overall. Increased personnel costs can be attributed to Genesis Place twin arena first full year of operations in addition to 1.0 FTE Customer Service Representatives, one Customer Service Coordinator and 0.7 FTE Facility Attendants added for 2014. Genesis Place continues to partner with not-for-profit agencies by supplying space for meetings and gatherings. Genesis Place hosts the Remembrance Day Celebration, Home and Garden Show as well as the Convocation Ceremonies for George McDougall High School and Bert Church High School in 2013. Customer Service The Customer Service department provides front-line quality service and strives to create a great experience for both internal and external City customers by processing registrations, memberships and payments for all services within Genesis Place. The Customer Service staff needs to be informed about all programs and services within Genesis Place and activities within the City of Airdrie in order to provide exceptional customer service to all patrons and focus on consistent communication. Trends also show an increase in one-stop shopping at Genesis Place with increased sales of transit passes and garbage tags continued in 2013. Aquatics Department The Aquatics department offers approximately 1,500 Learn to Swim programs to all ages. Other certification courses offered include: Red Cross Babysitting course, Standard First-aid and CPR levels, as well as training to become a certified lifeguard and swim instructor. Over the years, relationships have been built with Nose Creek Swim Association (hosting first swim meet in February 2011), Special Olympics, Swim Alberta, Airdrie Kayak Club, Pentathlon Club, Boys and Girls Club and with all schools in the Rocky View Schools agreement. Swimming lessons are offered to all three Catholic schools in Airdrie as well as the Francophone school. Fitness and Leisure Genesis Place offers 90 recreation programs per year for ages 18 months to 12 years of age and averages 540 participants per year. Programs range from dance classes, arts and crafts to sport classes. The Kids Connection preschool runs five days a week, 10 months out of the year. Day camps are offered during the summer allowing over 1,300 kids fun and safe care.The Fitness department offers 45 drop-in classes a week averaging 2,500 classes per year. There is on average 1,000 participants per month that enjoy the drop-in fitness programs. Classes are offered to participants from 12 years of age to seniors. These classes are mostly attended by our current members. Over 50 specialty classes run throughout the year (registration only) which registers approximately 700 participants with an emphasis on new or popular trends such as TRX, Yoga, Cycling, Strollercize. These classes appeal to mostly non-members. The goal and main outcome is to provide courses and programs that enhance the quality of life and promote an active healthy lifestyle. Facility Operations The Genesis Place operations team offers a service to all departments as an internal service provider. Maintenance requests are tracked through Maintenance Connection and has shown an average of 10,000 requests completed per year. In addition, this department does preventive maintenance on 372,000 square feet and is responsible for all life cycling of building mechanical equipment (16 roof top units, 12 exhaust fans etc.). The Operations department works closely with all departments organizing and monitoring the outcome of all capital projects at Genesis Place. They are also responsible for janitorial services and work closely with the aquatics team on pool maintenance and water quality. At the present time this team also completes all special Council Approved Budget
363
events set-ups within Genesis Place (floor coverings, netting removal - approximately 20 events). Arena Operations This department is new to Genesis Place in 2013 with the twin arenas scheduled to open in July. This new team will consist of a team leader, operators, assistant operators and a booking person. The business plan will model the existing plan for the Ron Ebbesen Twin Arena. At present time a marketing plan is being developed as well as an ice allocation plan for the three main user groups including Airdrie Minor Hockey Association, Airdrie Ringette Association and the Airdrie Skate Club.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Genesis Place Revenues Sales & User Charges
(332,310) Increases in annual pass sales (-$183,000); admission pass sales (-$135,000); child care (-$10,000) and program fees (-$2,000).
Other Revenues
(516,070) First full year of twin arena operations results in increases in ice rentals (-$392,000); field house rentals (-$64,000); room/space rentals (-$44,000); birthday parties (-$9,000) and pool rentals (-$6,000).
Conditional Grants
85,820 Decrease in Rocky View County grant.
Drawn from Reserves
11,000
Internal Recoveries Total Revenues
(10,000) Annual staff passes. (761,560) ($761,560)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
494,030 Reflective of COLA, band and step increases and associated benefit increases and full year's cost for phase III positions (+366,000). Addition of 1.0 FTE customer service representative (CSR) coordinator, 1.0 FTE CSR's, and 0.7 FTE facility attendant (+$128,000). 54,850 Increases in leisure for the addition of sportball (+$14,000); operations (+$21,000) as the building is aging/addition of phase III; insurance for phase III (+$16,000). Increase in insurance premiums for Phase 1 & 2 (+$12,000). (125,560) Decreases in natural gas (-$155,000) and power (-$41,000); increases due to phase III addition - goods (+$10,000) and utilities (+$66,000). Outdoor field increase (+$6,000).
Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest Long-Term Debt Internal Charges
10,000 Increased bank transactions from year to year. 126,310 Increase due to debenture for phase three. 19,820 Increase in information technology chargeback.
Other Transacations Total Expenditures
579,450 $579,450
Net Increase (Decrease)
($182,110)
Council Approved Budget
364
CITY OF AIRDRIE 2014 BUSINESS PLAN
ARENA OPERATIONS
BUSINESS FOCUS STATEMENT
To provide quality indoor ice surfaces and multi-use spaces in a clean and safe environment that facilitates recreation, wellness and skill development for the citizens of Airdrie.
CORE SERVICES
Arena Operations is responsible for the management and operation of the arenas including the day-to-day operation, maintenance, staffing and scheduling using prudent management practices. Arena Operations oversees the Plainsmen Arena, Ron Ebbesen Arena and the Genesis Place Twin Arena. The Ron Ebbesen Arena is open 6,480 hours over 360 days per year. The Plainsmen Arena is open 4,716 hours for 220 days per year. The new Twin Arena at Genesis Place is expected to be open 6,480 hours over 360 days per year. Facility rental opportunities: Provide venues for community-based programs, service groups, schools and individuals Facility operations is responsible for the management and operation of all three City-owned and operated arenas including the day-to-day operation, maintenance, staffing and scheduling using prudent management practices. Arena Operations ‘facilities’ include the entire 350,000 plus square foot building for all HVAC (heating, ventilation and air conditioning) systems, life safety support systems, janitorial, consumable product ordering and dispensing, life cycling of all assets, parking lots and surrounding building grounds.
KEY SUCCESS INDICATORS Indicator
Measure
Users have a high level of overall Response on internal satisfaction with quality of survey service provided Operating cost recovery % of operational costs recovered
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S10: Provide staff support to ensure the planning, coordination and appropriate facility operations to deliver all requirements for successful hosting of the 2014 Alberta Summer Games
Increase public skating opportunities
S11: Energy consumption audit, collect data for baseline starting point and comparisons to other facilities
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
100%
85%
N/A
N/A
N/A
100%
87%
83%
87%
91%
Initiative/Strategy Various meeting room and multipurpose bookings Competition venue Support Summer Games Committee with any needs pertaining to the Summer Games The addition of two ice surfaces will provide increased recreation services for the public Monthly data collection for energy consumption and baseline starting point. Compare data to other like facilities for further exploration of energy savings initiatives to achieve greater operating efficiencies.
365
Target Staff fully trained and understanding their role in 2014 summer games
New arena ice user group, schedule completed including 12 additional hours public skating per week
End of 4th quarter 2014
2015 and 2016 Desired Outcome Implement a strategy to use data collected from Energy consumption audit
Initiative/Strategy New Team Leader will have growth and better understanding of Arena Operations Use data collected for energy saving initiatives to achieve greater operating efficiencies.
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of participants and user groups registered in programs Operating Cost Recovery
Target
3rd Quarter 2015
2014 Forecast Youth: 1,800 Other: 42 Adult: 460 Total: 2,302
2013 Projected Youth: 1,780 Other: 42 Adult: 370 Total: 2,192
2012 Actual Youth: 1,750 Other: 42 Adult: 370 Total: 2,162
2011 Actual Youth: 1,730 Other: 42 Adult: 360 Total: 2,142
2010 Actual Youth: 1,700 Other: 42 Adult: 360 Total: 2,102
2009 Actual Youth: 1,485 Other: 42 Adult: 360 Total: 1,887
85%
85%
87%
83%
87%
91%
Customer Benefits (Key efficiency measures) 2012 Actual
Activity Description Percentage of available ice time booked Prime time Non-prime time Percentage of user groups satisfied with service levels provided
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 49,560* Adult Prime Rate (Per Hour)
$197.00
Youth Prime Rate (Per Hour)
$155.00
100% 91% 85%
2011 Actual 100% 91% N/A
Grande Prairie 55,032
Lethbridge 90,417
$179.55
$138.33
$132.30
$96.07
366
2010 Actual
2009 Actual
100% 91%
98% 86%
N/A
N/A
Medicine Red Hat Deer 61,180 97,109
St. Albert 60,994
$156.40
$150.50
$216.30
$90.40
$90.30
$115.50
EMERGING TRENDS AND ISSUES
The new arenas opened in August 2013. The new facilities allow the ice users to grow their individual programs in accordance with their business plans. Scheduling of ice will occurred in June 2013 with each user group submitting their requests. Prime time is in demand from all three groups. Once this schedule has been formed adult groups will fall into any open ice times that are available. Rocky View Schools currently has three schools running hockey programs during non-prime time hours. George McDougall High School and E’cole Airdrie Middle School run at the Plainsmen Arena, with the Meadowbrook Middle School hockey program running on the Gold Ice at the Ron Ebbesen Arena. As part of the City of Airdrie and Rocky View Schools Reciprocal Use Agreement, each school is entitled to 25 hours of ice use at the arena facility at no charge. Any additional hours used are charged out at the non-prime time rate of $85.68 per hour. Trends indicate that there are some schools that do not normally use up their individual allotment of hours and these hours are being transferred to the school hockey programs. This increases demand on the facility, since an Arena Operator must be in the building when the ice is being used. However, only nominal revenues are being generated during this time. There has been increased demand from citizens regarding public skating times. These demands also include specific user groups such as seniors and families. Also included in these demands is the usage of skate aids, strollers and parents on the ice surface. Increased demand for shinny times for youth with sticks and pucks has continued to grow.
367
SERVICE LEVELS Core Program Ice Surface Opportunities
Major Functions Provide safe ice for the user groups for ice rental and public skating 360 days a year
Description of Current Level
(e.g.: frequency; standard; response time)
The Rob Ebbesen Arena is open for operation 6,480 hours per year.
Proposed Service Level Changes
Estimated Cost of Program
The Plainsmen Arena is open for operation 4,716 hours per year. Open 5 am-12 am, 7 days a week
Rocky View Reciprocal Agreement
Facility Staff
Provide a clean, safe and 250 hours – 25 hours per school at no well functioning building charge for public, staff, lease holders and all users within the facility Weekdays: Level II Operator on site 100% Attendants - 42% Weekends: Level II Operator on site 100% Attendants - 100% Tournaments: Level II Operator on site 100% Attendants - 100% Industry standard states that a Level II attendant must be present when the facility is in use: These hours include maintenance on the following: Ice (industry standard) Ice plant Ice re-surfacer 9 furnaces 6 hot water heaters 12 exhaust fans Fire pump and controls Dasher boards Life safety components Total
368
$600,990
City of Airdrie 2014 Budget Highlights Financial Summary Arena Operations By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Arena Operations 1-72-064 RON EBBESEN ARENA
480,166
459,533
342,860
(9%)
311,000
365,490
382,710
1-72-065 PLAINSMEN ARENA
(20,579)
(21,567)
261,200
11%
289,990
293,250
288,810
Total Arena Operations
459,587
437,966
604,060
(1%)
600,990
658,740
671,520
459,587
437,966
604,060
(1%)
600,990
658,740
671,520
Total Arena Operations
Council Approved Budget
369
City of Airdrie 2014 Budget Highlights Financial Summary Arena Operations By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges Other Revenues Conditional Grants
(3,096)
(3,600)
(3,600)
(3,780)
(3,970)
(4,170)
(946,115)
(952,065)
(945,050)
(971,590)
(1,019,810)
(1,070,440)
(11,758)
(19,900)
(19,900)
(12,940)
(10,820)
(9,660)
(25,000)
(25,000)
(25,000)
(25,000)
(25,000)
(960,969)
(1,000,565)
(993,550)
(1,013,310)
(1,059,600)
(1,109,270)
(960,969)
(1,000,565)
(993,550)
(1,013,310)
(1,059,600)
(1,109,270)
Drawn from Reserves Total Revenues Total Revenues
2%
Expenditures Salaries, Wages & Benefits
630,059
621,000
695,730
735,940
842,480
864,380
Contracted & General Services
127,761
167,220
162,770
186,780
170,800
174,980
Materials, Goods, Supplies, & Utilities
322,453
346,370
367,020
292,150
264,500
273,960
Added to Reserves/Allowances
200,000
225,000
225,000
250,000
275,000
300,000
Long-Term Debt
123,915
128,730
128,730
128,730
128,720
128,730
Internal Charges
16,368
18,360
18,360
20,700
36,840
38,740
1,420,556
1,506,680
1,597,610
1,614,300
1,718,340
1,780,790
1,420,556
1,506,680
1,597,610
1,614,300
1%
1,718,340
1,780,790
459,587
506,115
604,060
600,990
(1%)
658,740
671,520
6.26
Total Expenditures Total Expenditures NET COST/(GAIN) Personnel - Year Equivalents Year Equivalent: Full - Time
4.50
4.92
5.26
6.26
Year Equivalent: Part - Time
3.75
6.72
6.04
6.54
6.54
Total Personnel - Year Equivalents
8.25
11.64
11.30
12.80
12.80
8.25
11.64
11.30
12.80
12.80
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
55,708
51,895
53,185
51,464
52,463
$10
$12
$11
$12
$11
Total Personnel
(3%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
370
CITY OF AIRDRIE - 2014 OPERATING BUDGET Arena Operations BUDGET NOTES A 5% fee increase is anticipated and was used in the preparation of the 2014 budget. The roof was upgraded at the Ron Ebbesen twin arena and fiber optics was installed for future information technology projects. In 2014 the capital projects will include new sliding doors and badge access at the Ron Ebbesen twin arena. Phase two of the Plainsmen upgrade is scheduled for 2014 as well. The arenas will be a host venue for the 2014 summer games. The arena operations team will be working with the new team leader to help operate phase three at Genesis Place in its first full year of operations.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Arena Operations Revenues Sales & User Charges Other Revenues Conditional Grants
(180) (26,540) 5% increase in ice rental rates. 6,960 Decrease in grant from Rocky View County.
Drawn from Reserves Total Revenues
(19,760) ($19,760)
Expenditures Salaries, Wages & Benefits
40,210 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
24,010 Increases in Insurance (+$9,000); snow removal (+$4,000); and propane for ice resurfacer (+$5,000).
Materials, Goods, Supplies, & Utilities
Added to Reserves/Allowances
(74,870) Decrease in utilities (-$69,000) and goods (-$7,000) due to one-time ice painting equipment budgeted in 2013. 25,000 Increase in contribution to reserves to fund future capital projects.
Long-Term Debt Internal Charges Total Expenditures
2,340 Increased IT chargeback. 16,690 $16,690
Net Increase (Decrease)
($3,070)
Council Approved Budget
371
CITY OF AIRDRIE 2014 BUSINESS PLAN
COMMUNITY DEVELOPMENT BUSINESS FOCUS STATEMENT
As part of Community Services, Community Development enhances the quality of life of residents by facilitating community partnerships to provide opportunities that contribute to an economically strong, socially connected, culturally vibrant, and sustainable community.
CORE SERVICES
AirdrieFEST: Provide overall project and event management; coordination of related activities; internal/external event
marketing; registration of community groups; recruitment and management of volunteers; and post event evaluation. Community Capacity Building: Provide general information and support to local not-for-profit community groups; assist with the establishment of societies; grant, funding applications, sponsorship, or other partnership support; facilitate and support community event planning processes; ensure not-for-profit organizations utilizing public lands or facilities abide by the guidelines set out in the Public Use Policy, attend regular meetings, as required, and annual general meetings, ensure annual reviews are conducted in conjunction with Corporate Properties department who ensure corresponding lease documents are in place for such approved use and ensure compliance thereof. Public land and facility partnerships exist with the following organizations: Airdrie Festival of Lights, Airdrie Food Bank, Airdrie Scouts, Horticultural Society, Nose Creek Valley Museum, Airdrie BMX, Airdrie Columbus Society (T & C Centre), Airdrie Curling Club, Airdrie Edge Gymnastics, Airdrie Judo Club, Airdrie Rodeo Ranch Association, Alberta Model Engineering Society, Fuzzy Pickles Playschool, Over 50 Club, Boys & Girls Club of Airdrie, Airdrie Public Library, and Woodside Golf Course. Policy Administration: General policy marketing and communications plan implementation; policy intake and review; preparation of subsequent staff reports for Corporate Planning Team, Community Services Advisory Board and Council for review and decision making; project or event management specific to policy; final reporting and evaluation, as required. Policies housed within this department include: Airdrie Elite Athlete Recognition Policy Public Art Policy Public Use Policy Recreation Facility Naming Policy Twinning/Sister City Policy Community Investment Funds (CIF) Policy (Neighborhood Matching Fund, Small Scale Festivals & Events Fund, and Large Scale Festivals & Events Fund) Community Needs Assessment: Conducted every three years, the Community Needs Assessment assists administration and Council with long range arts, culture, recreation and social planning, as well as identifies trends/issues and service gaps to assist with resource allocation. Emergency Management: Provide support to the Emergency Social Services (ESS) team as per the requirements of the Municipal Emergency Management Plan and Emergency Social Services Plan.
372
KEY SUCCESS INDICATORS Indicator
Measure
Citizens have a high level of overall satisfaction with quality of life in Airdrie Citizens indicate that Airdrie is a safe place to live Citizens indicate that they are involved and volunteer in the community
Citizen Survey Results
Community Partners indicate Community Developers understand the needs of their groups Community Partners indicate Community Developers help connect them to resources
Community Development Survey (not-for-profit groups using public lands) Community Development Survey (not-for-profit groups using public lands) Community Development Survey (not-for-profit groups using public lands)
Community Partners indicate that the resources they were provided helped them become successful
Citizen Survey Results Community Needs Assessment
DESIRED OUTCOMES FOR 2014-2016
2014 Desired Outcome S10: Airdrie successfully hosts the 2014 Alberta Summer Games through use and access of City facilities S10: CIF policy achieves desired AirdrieONE outcomes S10: Assessment of community needs and preferences as they relate to arts and culture, recreation and social environments in Airdrie S10: The Public Use Policy is aligned with, and reflects desired outcomes of AirdrieONE
2015 and 2016 Desired Outcome S10: Public Use Policy achieves desired AirdrieONE outcomes Meet legislative compliance with Workplace Hazardous Materials Information System
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
98%
95%
No survey
98%
97%
97%
94%
No survey
92%
No survey
31%
No survey
75%
72%
N/A
N/A
75%
70%
N/A
N/A
80%
74%
N/A
N/A
96%
47% (2010 Canada Survey of Giving, Volunteering & Participating
Initiative/Strategy Ensure resources are in place (financial and in-kind) including staff resources required to support the facilities portfolio Conduct review of policy and guidelines, as well as evaluation of approved 2014 applications Plan/conduct/present community needs assessment survey Conduct a review of the current policy, research and develop revisions to align policy to AirdrieONE, present revised policy to CSAB and Council for endorsement Initiative/Strategy Conduct annual reviews and evaluations of not-for-profit organizations utilizing public lands and facilities Centralized inventory of chemicals and Material Safety Data Sheets for organization
373
No survey
N/A
N/A N/A
Target 3rd Quarter
4th Quarter 3rd Quarter 2014
4th Quarter 2014
Target 4th Quarter 2015 50% centralized and current by year-end
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of Airdrie Elite Athlete Recognition nominations processed Number of not-for-profit organizations supported by Community Developers (includes those utilizing public lands/facilities) Number of community events held in Airdrie on an annual basis (only approved CIF policy investments (Neighborhood Matching Fund, Small and Large Scale Festivals & Events Fund) will be indicated in these numbers).
2014 Forecast
2013 Projected
2
2
1
4
N/A
N/A
41
38
38
32
30
23
9
6 (Artember & Neighbourhood)
N/A
N/A
N/A
Customer Benefits (Key efficiency measures) Activity Description Value of approved CIF applications (policy endorsed in Q1 of 2013 for the commencement of 2014 budget - $117,270). All other figures shown represent Council approved community financial requests pre-policy. These figures do not include value of approved gift-in-kind. Figures also do not include that which may be budgeted from other departments i.e. for tourism).
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 49,560* Citizens have a high level of overall satisfaction *95% with quality of life *Population figures shown are for most recent year available
N/A
2012 2011 2010 2009 Actual Actual Actual Actual $116,601
$27,270
$13,942 $106,424
Grande Medicine Prairie Lethbridge Hat Red Deer St. Albert 55,032 90,417 61,180 97,109 60,994 **92%
EMERGING TRENDS AND ISSUES
2012 2011 2010 2009 Actual Actual Actual Actual
**98%
N/A
**98%
*98%
Adequate lands and facilities to provide services and programing continue to be a challenge in a fast growing community. Airdrie has been able to maintain lower levels of staff resources by utilizing a community development model for program delivery. Examples include providing public lands and facilities (through leases) to not-for-profit organizations to operate programs i.e. Nose Creek Valley Museum, Alberta Model Engineering Society, Curling Club, rather than the City operating and staffing these services. Other examples include working with community groups such as the ARTS Society, SLAM, or Creative Airdrie Society who exist to promote and provide community arts and culture opportunities. In communities like Lethbridge, this type of approach, over time, has built significant community capacity and has proven to be both an effective and efficient means of service delivery. The City of Calgary has recently recognized community development as a best practice and preferred method of service delivery for recreation and neighborhood opportunities. Prior to this Calgary had primarily provided direct services and programming, staffing this type of service delivery accordingly. Demands for staff resources to assist with facilitation, planning, and delivery of community driven initiatives, continue to grow. In order to manage requests with current staff resources it is imperative that support continues to be provided in conjunction with community development models and best practices. Staff also encourages partnerships between groups to maximize volunteers and build further community capacity. In future years, staffing resources will need to be monitored and balanced proportional to population growth and subsequent community requests vs. built community capacity to manage and deliver opportunities. Up until the recent endorsement of the Community Initiative Funding policy, access to municipal-level funding for everincreasing festival and event-type activities was a challenge. The policy, which has integrated the AirdrieONE Sustainability Plan into its proposed outcomes, will guide the City in future investments for greater sustainability as population and subsequent community requests grow. Ongoing reductions and restrictions to provincial and federal-level grant programs continue to be an issue and put increasing pressure on local government and private business in the form of funding and donation requests in order to offset.
374
SERVICE LEVELS
Core Services AirdrieFEST
Building Community Capacity
Policy Administration
Community Needs Assessment
Emergency Management
Description of Current Level
Major Functions
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Project and event management; coordination of related activities; internal and external event marketing; registration of community groups; recruitment and management of volunteers; post event evaluation.
Annual event
Information and support to local not-forprofit community groups; assist establishment of societies; grant and funding applications, sponsorship and partnership support; support community event planning processes; ensure organizations utilizing public lands or facilities abide by the guidelines set out in the Public Use Policy, attend regular meetings and annual general meetings, ensure annual reviews are conducted in conjunction with Corporate Properties. Implement marketing and communications plans; policy intake and review; preparation of staff reports for CPT, CSAB and Council for review and decision making; project or event management specific to policy; final reporting and evaluation, as required.
There are currently 17 public land/facility partnerships in the City.
The department administers six City policies, three to four of which are regularly utilized on an annual basis.
25%
Facilitated to assist with long range recreation, leisure, arts and culture planning, as well as identify trends/issues and service gaps to assist with resource allocation. Support to the Emergency Social Services (ESS) team as per the requirements of the Municipal Emergency Management Plan.
Conducted every three years. Next assessment to be conducted in 2014.
5%
5%
Community developers work regularly with approximately 15 additional not-for-profit organizations outside of formal partnerships.
60%
Respond to needs of evacuees in large scale emergencies affecting Airdrie as required.
5% Total Cost
375
$898,130
City of Airdrie 2014 Budget Highlights Financial Summary Community Development By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Community Development 1-71-010 COMMUNITY SERVICES ADVISORY 1-73-013 COMMUNITY DEVELOPMENT - GENERAL 1-73-016 WESTERN CANADA SUMMER GAMES 1-73-017 COMMUNITY DEVELOPMENT - CENTENNIAL PROJECT
14,887
14,887
14,730
15%
16,970
17,330
17,520
488,493
495,338
635,320
39%
881,380
910,240
937,770
3,748
3,748
(542)
(950)
(220)
(220)
(220)
(220)
506,586
513,023
649,830
38%
898,130
927,350
955,070
506,586
513,023
649,830
38%
898,130
927,350
955,070
1-73-018 COMMUNITY DEVELOPMENT - E.L.S. TOUR 1-73-019 COMMUNITY DEVELOPMENT - TWINNING Total Community Development Total Community Development
Council Approved Budget
376
City of Airdrie 2014 Budget Highlights Financial Summary Community Development By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(522)
(710)
(220)
(220)
(220)
(220)
Other Revenues
(636)
(1,665)
(1,000)
(700)
(700)
(750)
(104,158)
(2,375)
(1,220)
(920)
(920)
(970)
(104,158)
(2,375)
(1,220)
(920)
(920)
(970)
465,407
500,270
500,270
705,090
836,110
861,930
20,305
24,200
24,010
37,810
33,110
34,060
8,430
9,500
9,500
10,550
10,550
11,050
Grants to Groups & Other Organizations
116,601
117,270
117,270
145,600
48,500
49,000
Total Expenditures
610,743
651,240
651,050
899,050
928,270
956,040
Total Expenditures
610,743
651,240
651,050
899,050
38%
928,270
956,040
NET COST/(GAIN)
506,585
648,865
649,830
898,130
38%
927,350
955,070
3.95
5.00
6.00
6.00
0.50
0.50
0.50
0.50
4.15
4.45
5.50
6.50
6.50
4.15
4.45
5.50
6.50
6.50
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
122,069
146,029
163,296
2%
142,669
146,934
$11
$13
$17
$4
$16
$16
Conditional Grants Drawn from Reserves
(103,000)
Contributed from Operating Capital Total Revenues Total Revenues
(25%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances
Personnel - Year Equivalents Year Equivalent: Full - Time
4.15
Year Equivalent: Part - Time Total Personnel - Year Equivalents Total Personnel
24%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
377
CITY OF AIRDRIE - 2014 OPERATING BUDGET Community Development BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Community Development generates a small amount of revenue from Cenntennial books/DVD's sales and notfor-profit booth registrations for AirdrieFEST. All revenue generated from business registrations is collected by Economic Development. Projected revenues are slightly down with overall registration breakdown anticipated at 40% not-for-profit, 60% business. On the expenditure side, contracted and general services show an increase which includes the 2014 Community Needs Assessment as well as increases to both the training and travel budgets for 2.0 FTE staffing requests going forward in 2014. Another slight increase in goods and supplies covers expenses associated with additional community meetings. The newly endorsed Community Investment Funds (CIF) Policy was launched in 2013, providing funding to eligible, local not-for-profit organizations and neighborhood associations to support sustainable festivals, events and/or neighborhood projects within Airdrie that enhance the quality of life of residents. The following Community and Large Scale applications were approved for funding in 2014: Creative Airdrie $13,688 + $6,700 gift in kind; Airdrie Food Bank $5,464 + $850 gift in kind; Airdrie Rotary Performing Arts $10,807 + $1,680 gift in kind; Airdrie Festival of Lights $12,638. The total Council endorsed CIF funds were $42,597. There is no yearover-year increase for neighbourhood level grants since the implementation of CIF. In addition, a $100,000 grant was approved for the 2014 Alberta Summer Games Society in relation to this event. There continues to be increasing numbers of requests coming forward by civic partners and other organizers for assistance in facility booking and planning of community events and festivals, some of which will be offset by the additional 1.0 FTE request, allowing the business unit to maintain existing service levels going into 2014.
Council Approved Budget
378
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Community Development Revenues Sales & User Charges Other Revenues
Projected Centennial Book Sales. 300 AirdrieFEST not-for-profit booth registrations at approximately 40%, businesses at 60%.
Conditional Grants Drawn from Reserves Contributed from Operating Capital Total Revenues
300 $300
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
204,820 Reflective of COLA, band and step increases and associated benefit increases (+$67,000). Addition of 1.0 FTE community services manager (+$138,000). 13,800 Increase is in relation to additional staffing requests for 2014 and 2014 Community Needs Assessment. 1,050 Slight increase to offset additional community facilitations/meetings.
Added to Reserves/Allowances Grants to Groups & Other Organizations
Total Expenditures
28,330 Community Investment Funds (CIF) Policy - Community & Large Scale approved applications (Creative Airdrie $13,688 + $6,700 GIK; Airdrie Food Bank $5,464 + 850 GIK; Airdrie Rotary Performing Arts $10,807 + $1,680 GIK; Airdrie Festival of Lights $12,638) = $42,597 total 2014 CIF; $100,000 total grant to 2014 AB Summer Games Society. 248,000 $248,000
Net Increase (Decrease)
$248,300
Council Approved Budget
379
CITY OF AIRDRIE 2014 BUSINESS PLAN
BERT CHURCH THEATRE & CULTURE BUSINESS FOCUS STATEMENT
As part of Community Services, the Bert Church Theatre enhances the quality of life of residents by facilitating community partnerships to provide opportunities that contribute to an economically strong, socially connected, culturally vibrant, and sustainable community.
CORE SERVICES
Facility management and operations: The Bert Church Theatre is managed and operates as a professional performing arts centre in the community. The facility is well maintained to provide a safe and well functioning space for general public, participants, clients, and all users of the facility. Maintenance and upgrades: Provide facilitation, resources and support for annual facility maintenance and periodic upgrades to the theatre as part of the City of Airdrie/Rocky View Schools Theatre Joint Use Agreement. Facility rentals: Provide accessible and well supported facility rental services to the public. Programming: Offer educational and instructional programming, i.e. music, visual and performing arts camps and classes, as well as other opportunities such as public art display. Community Access: Provide facility meeting/gathering space and display space made available for public art (AirdrieONE Plan).
KEY SUCCESS INDICATORS Indicator Average number of tickets sold per show (Professional & Family Series) Positive feedback from theatre patrons and public
Measure Annual paid attendance statistics Results of ongoing, public satisfaction survey available at all theatre events and online
DESIRED OUTCOMES
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
240
200
220
216
240
95%
94%
93%
92%
92%
2014 Desired Outcome S5: Secure additional corporate sponsorship revenues to assist in offsetting operating costs and capital improvements
Initiative/Strategy Implement new and ongoing sponsorship opportunities for all aspects of facility programming; acquire theatre naming sponsor
S10: Further increase educational and instructional programming and enrollment accordingly
A formal schedule in place to provide expanded instructional classes and workshops year round
S10: Airdrie successfully hosts the 2014 Alberta Summer Games through use and access of City facilities
Ensure adequate staff resources are in place for cultural activities and events
380
Target Primary Facility Naming Sponsor & Two to three Presented Show sponsors for each series (Professional & Family) One fully subscribed additional class per week and one additional summer camp week per year. Support and facilitate the cultural and social elements and aspects of the Games.
2015 and 2016 Desired Outcome Increase overall utilization of theatre
Initiative/Strategy Promote new facility community spaces
PERFORMANCE MEASURES Work Process Outputs (Key volume measures)
2014 2013 2012 Forecast Projected Actual Presentations (# days – professional & family series) 20 14* 20 Facility rentals (# days – rental contracts) 110 90 70 Classes and camps (# days – programming ) 75 50* 45 Box Office (# of days open to public) 208 208 156 *construction year – shortened presenting season & no summer classes **significant reduction in number of seasonal instructional camps/classes offered – loss of instructor
Target 10% revenue increase by 2nd Quarter 2015; 80% utilization rate by 3rd Quarter 2016
2011 Actual 22 70 35 110
2010 2009 Actual Actual 25 25 75 70 17** 45 110 N/A
2011 Actual
2010 Actual
2009 Actual
5%
0%*
N/A
100%
100%
100%
Activity Description
Customer Benefits (Key efficiency measures) 2012 Actual
Activity Description
Increase (%) of active/event days at theatre over 23% previous year % of program registration for Summer Camps and 100% Performing Arts Classes offered *Note: No overall increase in activity due to loss of instructional camps/classes BENCHMARKS (Other municipalities, industry standards, private sector) Theatre presentations
Airdrie 49,560* 14
Grande Medicine St. Lethbridge Red Deer Prairie Hat Albert 90,417 97,109 55,032 61,180 60,994 11 N/A 36 n/a 34
Rentals (days)
90
15
N/A
100+
80
120+
FTEs
3.5
2.5
N/A
6.0
5.0
6.0
$10.27
$9.15
N/A
$33.15
N/A
$14.06
Per capita cost = Gross operating budget/pop.
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES
The most significant increase in patronage can be seen in our Performing Arts Classes for Kids (P.A.C.K.) program. Registration and demand for the seasonal and summer classes continue to grow each season and staff now feels that there is enough demand to expand the program yet again and move from two days per week to three and offer semester-style programming year round. The theatre continues to receive more requests from both local and non-local, not-for-profit agencies to rent the facility for their own programming and fundraising events. It is anticipated that the new multi-purpose room and lobby opening in fall 2013 will be utilized quite effectively. One key issue that will need to be monitored is ensuring adequate resources are in place to effectively deliver any increase in service provided by the theatre. The expansion will allow greater opportunities for community use, and therefore the department will need to balance this increased use with available resources to ensure adequate staffing is in place if service levels change.
381
SERVICE LEVELS Core Service Manage and Operate the Bert Church Theatre
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Presents a variety of live entertainment acts and various cultural events; works with Arts Touring Alliance of Alberta and Alberta Foundation for the Arts to access resources and grants; provide community volunteer opportunities
Present up to 16 professional concerts and performances for the public per season; four to six active theatre volunteers
Maintenance and Upgrades
Consult with Rocky View Schools (RVS) Maintenance department and provide advice and expertise on the specific maintenance and upgrades required; project lifecycle needs; provide budgetary support as per the Theatre Agreement
Meet quarterly with RVS to review facility needs
Facility Rentals
Solicit and host a variety of both recurring and one-time facility rentals (rental groups consist of both local and non-local businesses and non-profit groups)
Host approximately 70-80 rental events per year
Proposed Service Level Changes
Total Bert Church Theatre
Estimated Cost of Program
$254,390
Increase by 20-30 events/year starting 2014.
Cost recovered Programming
Community Access
Promote and support community not-for-profit arts and culture organizations to allow greater opportunities for community programming
Currently 45 days of camps and classes are offered, this is expected to be increased due to demand
Expand current program to year round availability.
Provide facility meeting/gathering space; display space made available for public art (Airdrie ONE Plan).
This space is currently not available but will be on the completion of the theatre expansion
It is anticipated that space will coincide with existing staff hours
382
Program is cost recovered
Cost recovered
Total Cultural Grants
$1,740,680
Total Arts & Culture
$1,995,070
City of Airdrie 2014 Budget Highlights Financial Summary Bert Church Theatre By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Bert Church Theatre 1-75-030 BERT CHURCH THEATRE
194,166
213,481
217,490
17%
254,390
271,710
272,900
Total Bert Church Theatre
194,166
213,481
217,490
17%
254,390
271,710
272,900
194,166
213,481
217,490
17%
254,390
271,710
272,900
Total Bert Church Theatre
Council Approved Budget
383
City of Airdrie 2014 Budget Highlights Financial Summary Bert Church Theatre By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales & User Charges
(78,430)
(82,700)
(110,130)
(122,230)
(123,000)
(123,000)
Other Revenues
(60,971)
(60,000)
(75,750)
(73,960)
(74,570)
(77,470)
Conditional Grants
(69,298)
(45,935)
(65,890)
(23,100)
(22,320)
(21,190)
(216,599)
(188,635)
(251,770)
(219,290)
(219,890)
(221,660)
(216,599)
(188,635)
(251,770)
(219,290)
(219,890)
(221,660)
Salaries, Wages & Benefits
254,586
289,420
289,420
297,010
307,700
310,660
Contracted & General Services
143,122
156,035
166,090
166,070
173,300
173,300
9,355
9,000
9,750
2,600
2,600
2,600
4,000
4,000
4,000
Drawn from Reserves Total Revenues Total Revenues
(7,900) (13%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Bank Charges & Short Term Interest
3,703
2,000
4,000
4,000
4,000
4,000
410,766
456,455
469,260
473,680
491,600
494,560
Total Expenditures
410,766
456,455
469,260
473,680
1%
491,600
494,560
NET COST/(GAIN)
194,167
267,820
217,490
254,390
17%
271,710
272,900
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
2.15
2.15
3.00
3.00
3.00
Year Equivalent: Part - Time
1.00
1.50
0.50
0.50
0.50
Total Personnel - Year Equivalents
3.15
3.65
3.50
3.50
3.50
3.15
3.65
3.50
3.50
3.50
Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
61,640
59,586
72,683
(4%)
77,631
77,971
$4
$4
$5
$2
$5
$4
Total Personnel
(4%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
384
CITY OF AIRDRIE - 2014 OPERATING BUDGET Bert Church Theatre BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Notable decreases in revenue are the result of the current sponsorship/donations program failure to yield any results since its launch, and also the loss of future Alberta Foundation for the Arts (AFA) grant funding. Naming rights for the new theatre addition are still being investigated and may yet yield significant results in 2014 if successful. The AFA has put new restrictions on the Presenters Grant stream that will now formally disqualify the City from receiving grant dollars from this particular stream. Other new grant opportunities are being investigated with the hope of replenishing grant dollars once again in the next operating budget. The Performing Arts Classes for Kids program continues to exceed expectations with demand for registration. This program has been expanded for the third straight season and will set a record level of revenue for the program if all classes in 2014 sell out. Expenditures in 2014 for the theatre are not expected to increase significantly, even with the new addition to the facility. Rocky View Schools will continue to pay all utility costs of the new facility. There will however, be a few new expenditures such as an additional facility insurance premium and third party contracted, post-event janitorial services. The janitorial services consist primarily of large, post-event cleaning services and include some weekly and monthly facility cleaning as well. This is not a daily service. A reduction in the cost of the theatre's new online ticketing system and the absence of a couple of one-time, non-capital goods items in the 2014 budget will help offset those increases.
Council Approved Budget
385
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Bert Church Theatre Revenues Sales & User Charges
Other Revenues
Conditional Grants
(12,100) Anticipated increase in drama classes revenue due to expanded program registration. 1,790 Loss/lack of sponsorship revenue (+$18,000); increase in facility rental fees (-$18,000). 42,790 City of Airdrie no longer eligible to receive Alberta Foundation for the Arts Presenters Grant.
Drawn from Reserves Total Revenues
32,480 $32,480
Expenditures Salaries, Wages & Benefits
Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances
7,590 Reflective of COLA, band and step increases and associated benefit increases. Also includes a distribution change for Community Development Team Leader. (20) (7,150) One-time, non-capital equipment purchase made in 2013 not required in 2014. 4,000 New item venue fee revenue from ticket sales transferred to reserves.
Bank Charges & Short Term Interest Total Expenditures
4,420 $4,420
Net Increase (Decrease)
$36,900
Council Approved Budget
386
City of Airdrie 2014 Budget Highlights Financial Summary Culture By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Community Services Culture 1-75-040 CULTURAL GRANTS
1,418,936
1,418,940
1,539,430
1-75-050 T&C MAINTENANCE
30,847
35,725
(10,000)
1,449,783
1,454,665
1,529,430
1,449,783
1,454,665
1,529,430
Total Culture Total Culture
Council Approved Budget
387
14%
1,750,680
1,920,260
(10,000)
(10,000)
2,033,130 (10,000)
14%
1,740,680
1,910,260
2,023,130
14%
1,740,680
1,910,260
2,023,130
City of Airdrie 2014 Budget Highlights Financial Summary Culture By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Other Revenues
(20,000)
(10,000)
(10,000)
(10,000)
(10,000)
(2,673)
(20,000)
(10,000)
(10,000)
(10,000)
(10,000)
(2,673)
(20,000)
(10,000)
(10,000)
(10,000)
(10,000)
211,460
239,984
239,980
298,630
326,150
353,440
Conditional Grants
(2,673)
Total Revenues Total Revenues Expenditures Contracted & General Services Long-Term Debt Internal Charges
33,519 29,616
29,616
29,620
29,620
29,620
29,620
Grants to Groups & Other Organizations
1,177,860
1,269,830
1,269,830
1,422,430
1,564,490
1,650,070
Total Expenditures
1,452,455
1,539,430
1,539,430
1,750,680
1,920,260
2,033,130
Total Expenditures
1,452,455
1,539,430
1,539,430
1,750,680
14%
1,920,260
2,033,130
NET COST/(GAIN)
1,449,782
1,519,430
1,529,430
1,740,680
14%
1,910,260
2,023,130
Total Personnel Forecast Population Forecast Population
45,711
48,360
53,326
57,219
60,938
Total Forecast Population
45,711
48,360
53,326
57,219
60,938
$32
$32
$33
$33
$33
Cost Per FTE Cost Per Capita
Council Approved Budget
388
$1
CITY OF AIRDRIE - 2014 OPERATING BUDGET Culture BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Airdrie Public Library submitted 2014 budget requests and grant figures are reflective of that request which is equal to a 13% increase. The grant is increased in future years by 11% and 6.2%. Increased common costs needs by $1,000 each year in 2015 and 2016. The Marigold service fee increases by $0.35 per capita in 2014, $0.10 per capita in 2015 and 2016.
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Culture Revenues Other Revenues Conditional Grants Total Revenues
Expenditures Contracted & General Services
58,650 Increase in Marigold fees due to population increase.
Long-Term Debt Internal Charges Grants to Groups & Other Organizations Total Expenditures
152,600 Increase in Library grant application. 211,250 $211,250
Net Increase (Decrease)
$211,250
Council Approved Budget
389
City of Airdrie 2014 Budget Highlights Financial Summary Environmental Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Environmental Services Water Utility
(1,305,652)
(1,305,650)
(1,428,670)
15%
(1,645,330)
(1,781,410)
(2,018,370)
Sewer Utility
(1,536,430)
(1,536,430)
(1,830,740)
20%
(2,190,350)
(2,458,740)
(2,826,140)
(18,907)
(18,910)
(10)
(2,860,989)
(2,860,990)
(3,259,420)
18%
(3,835,670)
(3,984,550)
(4,605,710)
(2,860,989)
(2,860,990)
(3,259,420)
18%
(3,835,670)
(3,984,550)
(4,605,710)
Waste & Recycling Services Total Environmental Services Total Environmental Services
Council Approved Budget
390
(200%)
10
255,600
238,800
City of Airdrie 2014 Budget Highlights Financial Summary Environmental Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues
Sales to Other Governments
(47,118)
(47,120)
(47,120)
(47,120)
(47,120)
(47,120)
(18,619,082)
(21,027,000)
(20,442,910)
(24,755,510)
21%
(28,538,930)
(31,899,220)
(248,926)
(271,170)
(238,410)
(231,650)
(3%)
(235,080)
(237,940)
(1,072,693)
(1,326,470)
(1,476,470)
(2,590,240)
75%
(1,529,450)
(1,529,450)
(86,621)
(125,000)
(125,000)
(130,830)
5%
(140,000)
(150,000)
(20,074,440)
(22,796,760)
(22,329,910)
(27,755,350)
24%
(30,490,580)
(33,863,730)
Salaries, Wages & Benefits
2,878,726
3,212,910
3,291,720
3,852,580
17%
4,226,670
4,305,310
Contracted & General Services
3,231,954
3,875,825
3,766,840
4,705,520
25%
5,025,770
5,331,270
Purchases from Other Governments
6,576,645
8,000,000
7,284,730
9,428,600
29%
10,978,300
12,754,800
Materials, Goods, Supplies, & Utilities
1,361,798
1,412,485
1,406,920
2,148,070
53%
1,398,510
1,460,520
1,523,740
1,005,770
1,284,730
1,655,000
29%
2,203,420
2,731,690
20,843
25,000
20,200
20,700
2%
21,740
22,820
Long-Term Debt
861,966
1,073,280
1,073,280
1,073,270
1,604,720
1,562,390
Internal Charges
715,286
887,070
887,070
983,940
11%
997,900
1,043,220
42,493
45,000
55,000
52,000
(5%)
49,000
46,000
17,213,451
19,537,340
19,070,490
23,919,680
25%
26,506,030
29,258,020
(2,860,989)
(3,259,420)
(3,259,420)
(3,835,670)
18%
(3,984,550)
(4,605,710)
Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Internal Recoveries Total Expenditures
Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
Other Transacations Total NET COST/(GAIN) Personnel - Year Equivalents Year Equivalent: Full - Time
29.37
32.14
34.05
6%
35.05
Year Equivalent: Part - Time
6.10
4.89
6.81
39%
8.46
8.46
35.47
37.03
40.86
10%
43.51
44.51
Total Personnel - Year Equivalents
Council Approved Budget
391
36.05
CITY OF AIRDRIE 2014 BUSINESS PLAN
UTILITY ADMINISTRATION
BUSINESS FOCUS STATEMENT
To provide the citizens and businesses of Airdrie with excellent customer service in the areas of cash receipts, meter reading, and utility account billing. To manage the water and sewer utility ensuring sustainability for the operation through adequate rate setting and future planning. To administrate the power, gas and franchise fee agreements for the City of Airdrie.
CORE SERVICES
Billing and collection: Administer billing and collection of charges for water and sewer consumption and environmental services. Water meters: Prompt installation of water meters and replacement of faulty meters for residences and businesses. Reading meters on a timely basis to track consumption for billing purposes. Cash receipts: Handle front counter customer enquiries and receipt of payments for all City departments. Contract administration: Administration of electricity and natural gas contracts for City facilities. Utility administration for City facilities: Includes budgeting and quarterly reporting of consumption. Franchise agreements: Manage agreements with Fortis Alberta Inc. and ATCO Gas. Management of water/sewer purchases: Determine costs from the City of Calgary and monitor consumption and billings.
KEY SUCCESS INDICATORS Indicator Utility account – Overdue amounts Front counter cash balancing Length of time to Read Water Meters
Measure Value of overdue accounts/Total Accounts Receivable Dollar value of cash over or short
(Stretch) Target
2011 Actual
2010 Actual
2009 Actual
<10% overdue accounts
9.87%
10.3%
11.4%
11.7%
Balance of cash over or short less than $260/year
$66.12
$21.82
$3.91
$19.50
5
4
20
20
25
# of days to read meters
DESIRED OUTCOMES FOR 2014-2016
2012 Actual
2014 Desired Outcome S4: Monthly billing – provides customers with more frequent and timely information about their water usage, making it easier to manage finances, adjust water habits, and assists with detecting leaks sooner. Provides the City with a more consistent cash flow and will decrease the amount of delinquent accounts. S2: Significantly increase on-line customer service options for residents including 24/7 access to customer account information and payment options. Reduce the amount of time it takes to physically turn off the water for overdue accounts and when a water leak is discovered.
Initiative/Strategy Implement Monthly Billing with the addition of 1.5 Customer Service Reps and 1 Utility Technician
2015 and 2016 Desired Outcome Enhance on-line services for customers.
Initiative/Strategy Investigate further E-government solutions (watch trends with other municipalities).
Target 1st Quarter
Phase II of E-Government Strategy 2nd Quarter Use GPS to locate all the remaining curb stops so that they can be added to the GIS maps for each residence. Addition of 1 Summer Student to complete project.
392
3rd Quarter – complete last 50% of Airdrie
Target 4th Quarter 2015 and 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of new meters installed Number of cash receipt line items Number of new utility accounts created Number of utility customer accounts (% increase from previous year) Number of customers on E-Billing (% of total utility accounts)
2014 2013 Forecast Projected 1,172 1,096 320,514 296,772 3,040 2,763 19,075 17,827 (+7.0%) (+7.0%) 9,538 7,131 (50%) (40%)
2012 Actual 1,024 274,789 2,512 16,661 (+6.5%)
2011 Actual 843 248,761 2,115 15,648 (+7.7%)
2010 Actual 1,095 232,776 2,109 14,524 (+6.9%)
2009 Actual 894 215,492 1,820 13,583 (+9.6%)
0
0
0
0
Since 2009 the number of Utility accounts is projected to grow by 40% and the number of cash receipts by 49% based on the historical growth trend.
Customer Benefits (Key efficiency measures) Activity Description Number of Final Notice cards hung (% of total utility accounts) Number of services turned off due to non-payment (% of total utility accounts) Number of utility accounts in arrears (% of total utility accounts) Number of customers on pre-authorized payment plan (% of total utility accounts) BENCHMARKS (Other municipalities, industry standards, private sector) # of Utility Accounts
2012 Actual 4,482 (26.9%) 366 (2.2%) 1,348 (8.1%) 2,918 (17.5%)
2011 Actual 3,988 (25.5%) 347 (2.2%) 1,347 (8.6%) 2,765 (17.7%)
Grande Airdrie Prairie** Lethbridge 49,560* 55,032 90,417 16,661 N/A 38,000
# of Utility Customer Service Reps (FTEs)
2.8 N/A FTE/1,000 Accounts 1:5.9 N/A # of Customers on Utility payment plan 2,918 N/A 17.5% *Note: Population figures shown are for most recent year available *Note: Population figures shown are for 2012 from Alberta Municipal Affairs **Grande Prairie outsources utility functions
393
8.5 1:4.5 6,545 17.2%
2010 Actual 4,131 (28.4%) 382 (2.6%) 1,377 (9.5%) 2,786 (19.2%)
2009 Actual 3,598 (26.5%) 127 (0.9%) 2,493 (18.4%) 1,979 (14.6%)
Medicine Red Hat Deer St. Albert 61,180 97,109 60,994 32,000 33,131 20,260 9 1:3.6 7,547 23.6%
8 1:4.1 9,503 28.6%
4 1:5.0 3,897 19.2%
EMERGING TRENDS AND ISSUES
Largest complaint from residents is that we do not offer monthly billing. Bi-monthly billing makes it difficult for residents to budget or quickly detect water leaks. The number of E-government requests is increasing for 24/7 online options. The level of knowledge required to handle customer inquiries on a day to day basis is increasing.
394
SERVICE LEVELS
Core Service
Major Functions
Billing and Collections
Production of bills, collection of cash for utility accounts
Water Meters
Installation and maintenance
Cash Receipts (or Cash Collection)
Acceptance and processing of payments for all City services
Utility Administration for City Facilities
Administration of contracts Opening/closing of accounts for city facilities
Franchise Agreements
Management of water/sewer purchases from City of Calgary
Management of agreements with Fortis Alberta and ATCO Gas
Payment of bills, budgeting and monitoring consumption
Proposed Service (eg: frequency; standard; response Level time) Changes Billing is bi-monthly. Half the city is Move to billed one month, the other half billed Monthly billing the next month. cycle Jan 1, 2014 Meters are read by the 20th of the month, invoices are mailed by the 30th and payment is due on the 30th of the following month. Utilities are shut-off due to nonpayment 3.5 months past end of billing period. Establish annual utility rates for water, sewer, and waste management. Water meters are installed upon final building inspection. New meters are installed with an ERT (electronic radio reader). A three year program is in place to locate curb stops. Advise customers concerned about usage. Offer to test meter. If within 2% accuracy, customer pays testing fee. Daily processing of payments received over the counter, by phone, by mail and electronically. Almost 39,000 cash receipts were issued in 2011. Administration of the contracts for natural gas and electricity. Description of Current Level
Estimated Cost of Program Awaiting results of the project to determine what is required to move to monthly billing.
On an as-required basis as facilities are constructed or added. Budgeting for all city facilities for natural gas and electricity. Monthly monitoring of consumption and quarterly financial reporting. Franchise fee rates: Fortis â&#x20AC;&#x201C; 10% of distribution revenue; ATCO Gas â&#x20AC;&#x201C; 29.6% of distribution revenue. Fees established annually during the budget process including updating bylaws as required. Budgets established annually for citywide consumption. Statistics are tracked monthly. Consumption monitored monthly and variances reported quarterly. Total Cost
395
$(3,943,080)
CITY OF AIRDRIE 2014 BUSINESS PLAN
PUBLIC WORKS - WATER SERVICES BUSINESS FOCUS STATEMENT
Provide planning and project management for Water Distribution and Wastewater Collection and Storm Water Retention systems; encompassing the operation, repair and maintenance activities associated with these systems. Provide leadership in sustainability and environmental stewardship. Provide the citizens of Airdrie with safe and cost effective service commensurate with service level commitments.
CORE SERVICES
Water – Reliable, safe drinking water supply and Fire Protection. Testing and monitoring as required by Code of Practice. Reservoir/Pump station maintenance, water supply line maintenance, hydrant inspections/serviceability repairs, distribution network monitoring and general repair/maintenance. Wastewater – Safe, reliable, sewage removal and pre-treatment. Testing and monitoring as required by Code of Practice and City of Calgary Bylaw. Sanitary sewage pumping stations maintenance, Airdrie-Calgary sewer force main maintenance, sewer pre-treatment, sanitary sewage collection systems inspection/maintenance, storm water collection systems inspections/maintenance. Monitoring, testing, education and enforcement for customers to meet City of Airdrie Bylaws for sewerage and drainage. Asset Management – Condition assessment, data collection, Best Practices, and Reliability Centered Maintenance (RCM) Construction - Installation of new water and wastewater services, emergency repairs and replacements of all infrastructure, as required. Snow and Ice Control – Provide personnel in winter season to support Road Maintenance.
KEY SUCCESS INDICATORS Indicator
Measure
Alberta Environment and Water Code of Practice standards Alberta Environment and Water Code of Practice standards Meeting City of Calgary sewer standards Water main breaks (emergencies) Main line valve replacements/repairs
Failed sample
Annual maintenance program completed - Facilities Annual maintenance program completed - Infrastructure Sewer cleaned/flushed
% meeting or exceeding service level % meeting or exceeding service level 1/3 of City + as needed
Storm cleaned/flushed
Failed on re-sample Failed samples # repaired Number replace/repaired
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
2009 Actual
2
2
2
4
4
0
0
0
0
0
6
4
1
0
0
4
2
2
4
1
2
2
2
4 95%
N/A
N/A
N/A
---
50%
N/A
N/A
N/A
---
35%
36.4
12
7.4
1/3 of City + as needed
10%
0
0
0
Water service repair/replace
# Leaks stopped
25
22
3
9
Curb stop repair/replace
# valves
25
34
24
11
Cathodic protection installations
# Anodes
150
396
100
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome Improve quality of water in SWMF’s (storm ponds)
Initiative/Strategy Treat two ponds (Sagewood and East Lake) with liquid live micro organisms (LLMO) and assess Research and develop operational and maintenance strategies in cooperation with Parks initiatives Find and repair distribution system leaks – support Utility and Sustainability initiatives Priority for Water Services Infrastructure resources Priority for Water Services Infrastructure resources Priority for Water Services Infrastructure resources
Target Overall improvement in water quality within storm ponds
2015 and 2016 Desired Outcome Enterprise Solution for Asset Management
Initiative/Strategy Coordinate with IT, Finance, Parks, Building Operations
Design and Incorporate Preventive Maintenance Program for Facilities and Infrastructure Design and Incorporate Operating Procedures and Emergency Response Plans
Increase MTBF, schedule and plan for downtime Coordinate with Alberta Water Works Association (AWWA), Alberta Water and Wastewater Operators Assocation (AWWOA), and Calgary Regional Partnership (CRP)
Target Reduce mean time between failures (MTBF) of infrastructure Improve efficiency, reduce costs Increase Safety, Reduce risk
Improve appearance of SWMF’s Reduce water usage in the city Implement Closed Circuit Television (CCTV) Inspection Program Clean and/or Flush 35% of sewer/storm per year, plus preventive maintenance Implement Industrial Monitoring Program
Two facilities in 2012 Overall reduction in average water consumption Reduce cost and risk of damage due to blockages Reduce cost and risk of damage due to blockages Reduce cost and risk of damage due to blockages
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description (City Crews– not contracted services) Scheduled force main maintenance (#) Installation of cathodic protection devices Water service valve replace/servicing (c/c) Hydrant paint / repair or replace Sanitary/storm lines flushed (km) Complete water service replacements Main line repair and/or valve replacement
2014 2013 2012 2011 2010 2009 Forecast Projected Actual Actual Actual Actual 8 6 4 6 2 4 200 150 58 0 0 150 150 135 33 24 10 185/100 185/96 281 210 21 --80/50
100/20
97.7/0
66.6/0
13.0/9.2
11.5/6.4
35
25
25
22
2
13
2
2 5
2 3
0 1
4
1
Outfall repair/SWMF dredging/creek dredging
397
---
Customer Benefits (Key efficiency measures) Activity Description
2012 Actual
2011 Actual
2010 Actual
2009 Actual
Service requests completed (TOTAL)
1105
1013
539
Service requests completed – Water
734
593
214
Service requests completed – Sanitary
77
80
62
Service requests completed – Storm
65
180
95
Service requests completed - Locates
229
160
168
BENCHMARKS (Other municipalities, industry standards, private sector) 2011 population Km of buried pipe per Full time equivalent (FTE) water, sewer (KM:FTE) Distribution and collection field staff including P/S and Metering Population served per FTE (2011) Population growth 2006-2011 Infrastructure growth 2000-2011 (Km water/sewer - totals)
493
Airdrie 49,560* 52.48 8.6
Red Deer 97,109 46.49 22
5,018
2533
32.7
8.4
19.4%
---
Liters/capita/day of water distributed (2011)
327
382
Sewer Annual Average Flow (AAF) M3 /d (2011)
13.1
39.9
87.5
88.9
Ratio of return (BMP 80% or more) *Note: Population figures shown are for most recent year available
398
EMERGING TRENDS AND ISSUES
Water conservation initiatives through the Calgary Regional Partnership could offer an opportunity to implement innovative ways of capture, treatment and reuse of storm water; utilizing it as a resource as opposed to treating it as wastewater. Continued growth and increase in km of mains maintained will require that the department continues to look for efficiencies and develop innovative approaches to meet service level requirements. Age of infrastructure after period of explosive growth will require the commencement of a formal inspection program to control critical failures in infrastructure. Operation and Procedure Manuals will need to be created to deal with new personnel dealing with increasingly complex facilities, and expanding infrastructure. Incorporating Emergency response plans is also seen as a huge benefit for security of water supply and sanitary/storm containment. A commitment to Asset Management will drive this business to require much better documentation and reporting of maintenance tasks completed. Proactive scheduling and planning, instead of reactive response, will improve efficiency of resources and morale of employees.
399
SERVICE LEVELS - WATER Core Program Water Facilities Water samples
Major Functions General Maintenance Equipment servicing and repairs Water quality testing
Training
Infrastructure
Asset repairs Hydrant repairs Valve exercising Cathodic protection rehabilitation Supply main maintenance
Description of Current Level
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Daily As needed
One sample/thousand population/month (50/month) 2% per employee - mandatory per Alberta Environment and Sustainable Resource Development (AESRD) and other As needed As needed 25% per year As per anode replacement program approx 75/year Every two Months
+125 Total Water
$2,297,750
SERVICE LEVELS â&#x20AC;&#x201C; SANITARY Core Program Sewer General
Sewer Pretreatment Sewer Facilities Maintenance
Infrastructure
Major Functions
(e.g.: frequency; standard; response time)
Proposed Service Level Changes
FOG (Fat, oil, grease control measures program) Customer sewer quality monitoring Hydrogen sulfide suppression Research and Development Monitoring to meet bylaw General maintenance
monthly
New initiative
To meet bylaw
New initiative
Continuous
Two trials in 2013
Equipment servicing and repairs Asset repairs Force Main maintenance Main Line camera inspection
As required
Main line flushing Training
Description of Current Level
Competence and safety
Continuous Continuous Daily
Estimated Cost of Program
New initiative Documented service requests new in 2013
As required Bi-monthly 20%/year + under contemplated new road construction 200 days per year to meet commitments 2% per employee - mandatory per AESRD and other Total Sewer Utility
400
$(2,412,690)
SERVICE LEVELS â&#x20AC;&#x201C; STORM Core Program Infrastructure
Major Functions Asset repairs SWMF maintenance Inflow and outfall channel and structure maintenance Main line flushing Water quality research and development
Description of Current Level (e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
As required Spring/fall 5 year program
25%/year Summer dry season
Defined treatment 2013 Total Storm Water
401
$222,340
City of Airdrie 2014 Budget Highlights Financial Summary Water Utility By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Environmental Services Water Utility 3-41-011 WATER - GENERAL
927,130
(38%)
576,110
3-41-012 WATER METERS
247,672
290,310
64,940
(89%)
7,040
3-41-013 WATER - FACILITIES
318,945
310,250
405,610
(2%)
396,980
3-41-014 WATER- BULK WATER 3-41-015 WATER -UNDERGROUND MTCE 3-41-016 WATER - METER READING AND BILLING
(3,166,819)
(3,233,960)
1,366,500
1,634,030
396,740
408,600
2,810
(234,916)
(240,400)
(237,800)
(8%)
(218,420)
(228,420)
(238,420)
1,074,784
1,085,480
1,144,930
16%
1,324,660
1,389,850
1,349,370
454,682
482,670
(3,731,700)
(4,706,080)
(5,174,760)
(3,733,480)
3-41-017 WATER - HYDROCREW Total Water Utility Total Water Utility
(1,305,652)
(1,305,650)
(1,428,670)
15%
(1,645,330)
(1,781,410)
(2,018,370)
(1,305,652)
(1,305,650)
(1,428,670)
15%
(1,645,330)
(1,781,410)
(2,018,370)
Council Approved Budget
402
City of Airdrie 2014 Budget Highlights Financial Summary Water Utility By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
(11,707,100)
Revenues Sales & User Charges
(7,590,065)
(8,199,215)
(7,824,160)
(9,057,280)
(10,601,310)
Other Revenues
(103,890)
(150,000)
(90,000)
(90,000)
(90,000)
(90,000)
Drawn from Reserves
(250,000)
(429,200)
(579,200)
(914,000)
(857,460)
(857,460)
Internal Recoveries Total Revenues Total Revenues
(86,621)
(125,000)
(125,000)
(130,830)
(140,000)
(150,000)
(8,030,576)
(8,903,415)
(8,618,360)
(10,192,110)
(11,688,770)
(12,804,560)
(8,030,576)
(8,903,415)
(8,618,360)
(10,192,110)
(11,688,770)
(12,804,560)
1,634,261
1,779,990
1,737,310
1,978,160
2,211,070
2,278,830
634,751
681,980
679,980
701,520
546,770
500,970
2,783,461
3,200,000
2,745,060
3,669,300
4,183,700
4,752,000
735,732
762,220
737,970
702,690
713,270
738,080
1,250,000
18%
Expenditures Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances
467,684
366,385
600,000
780,000
1,000,000
Bank Charges & Short Term Interest
20,843
25,000
20,200
20,700
21,740
22,820
Long-Term Debt
64,628
326,010
326,010
326,000
857,450
857,460
Internal Charges
340,030
341,072
288,160
288,160
316,410
324,360
Other Transacations
42,493
45,000
55,000
52,000
49,000
46,000
Total Expenditures
6,724,925
7,474,745
7,189,690
8,546,780
9,907,360
10,786,190
Total Expenditures
6,724,925
7,474,745
7,189,690
8,546,780
19%
9,907,360
10,786,190
NET COST/(GAIN)
(1,305,651)
(1,428,670)
(1,428,670)
(1,645,330)
15%
(1,781,410)
(2,018,370)
Personnel - Year Equivalents Year Equivalent: Full - Time
23.92
17.56
17.00
18.50
Year Equivalent: Part - Time
4.10
2.39
4.26
4.79
4.79
28.02
19.95
21.26
23.29
24.29
28.02
19.95
21.26
7%
23.29
24.29
(46,597)
(71,613)
(77,391)
2%
(76,488)
(83,095)
Total Personnel - Year Equivalents Total Personnel
19.50
Forecast Population Forecast Population Total Forecast Population Cost Per FTE Cost Per Capita
Council Approved Budget
403
CITY OF AIRDRIE - 2014 OPERATING BUDGET Water Utility BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Due to City of Calgary 7.6% rate increase for water to the City of Airdrie along with a 7% growth estimate ($1.25 MM), increased repair and capital project requirements ($380,000) and increased personnel costs ($277,000); the monthly rates for Airdrie residents in 2014 will increase from $14.05 to $15.28 for the fixed rate and from $1.0532 to $1.12109 per cubic meter for water consumption. The water, sewer, waste and environmental bill for a customer that uses an average of 15 cubic meters of water will increase by $13.19/month in 2014, the breakdown is: $ 5.79 Waste and Recycling ($3.95 relates to curbside organics) $ 2.25 Water (7.5% increase) $ 5.15 Sewer (13.4% increase) $13.19 Total monthly increase Due to expected rate increases from Calgary in future years the average residential utility bill is anticipated to increase by 10% in 2015 and 7% in 2016.
Council Approved Budget
404
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Water Utility Revenues Sales & User Charges
(1,233,120) Mainly due to the City of Calgary 7.6% rate increase plus 7% growth estimate and funding requirments for repairs and capital projects.
Other Revenues Drawn from Reserves
Internal Recoveries Total Revenues
(334,800) Using $608,000 from the Rate Stabilization Reserve; $60,000 related to 2012 carry forwards. (5,830) Increased billing charges recovery. (1,573,750) ($1,573,750)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
240,850 Reflective of COLA, band and step increases and associated benefit increases as well as reallocations between Roads, Water and Sewer (+$103,000). Addition of 1.4 FTE Utility Customer Service Representative, 0.8 FTE Utility Technician, 0.12 FTE Asset management technicinan and 0.07 FTE Engineering Administrative Assistant (+$138,000). 21,540 Consulting regarding Calgary agreements (+$20,000); water supply mains inspection, maintenance & repair (+$100,000) which was funded from reserves in 2013; utility revenue model review (+$50,000); increased postage costs (+16,000).
Purchases from Other Governments
924,240 City of Calgary 7.6% rate increase plus 7% growth estimate.
Materials, Goods, Supplies, & Utilities
(35,280) Decrease in water meter purchases due to ERT install project completed in 2013 (-$50,000); anode install parts (+$20,000).
Contributed to Capital Added to Reserves/Allowances
180,000 Increased contribution due to future capital requirements.
Bank Charges & Short Term Interest
500
Long-Term Debt
(10)
Internal Charges
28,250 Increased IT chargeback (+$9,000) and Fleet chargeback (+$22,000).
Other Transacations
(3,000)
Total Expenditures
1,357,090 $1,357,090
Net Increase (Decrease)
($216,660)
Council Approved Budget
405
City of Airdrie 2014 Budget Highlights Financial Summary Sewer Utility By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Environmental Services Sewer Utility 3-37-010 STORM WATER 3-42-011 SEWER- GENERAL
123,935 (3,220,878)
115,220 (3,199,239)
135,000 (3,854,030)
65% 15%
222,340 (4,420,190)
223,500 (4,813,540)
233,500 (5,260,610)
3-42-012 SEWER - PRE-TREATMENT
386,674
369,500
431,920
(17%)
358,340
358,500
379,500
3-42-013 SEWER - FACILITIES
413,063
426,800
503,890
(16%)
423,180
451,690
461,400
3-42-014 SEWER - TREATMENT AND R&D
10,792
10,792
11,000
11,000
11,000
11,000
3-42-015 SEWER - UNDERGROUND MTCE
749,984
740,497
941,480
29%
1,214,980
1,310,110
1,349,070
Total Sewer Utility Total Sewer Utility
(1,536,430)
(1,536,430)
(1,830,740)
20%
(2,190,350)
(2,458,740)
(2,826,140)
(1,536,430)
(1,536,430)
(1,830,740)
20%
(2,190,350)
(2,458,740)
(2,826,140)
Council Approved Budget
406
City of Airdrie 2014 Budget Highlights Financial Summary Sewer Utility By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
(12,746,440)
(14,566,880)
Revenues Sales & User Charges
(7,754,501)
(9,217,300)
(9,064,670)
(10,914,960)
Other Revenues Conditional Grants Drawn from Reserves Total Revenues Total Revenues
(799,493)
(761,990)
(761,990)
(858,740)
(671,990)
(671,990)
(8,553,994)
(9,979,290)
(9,826,660)
(11,773,700)
(13,418,430)
(15,238,870)
(8,553,994)
(9,979,290)
(9,826,660)
(11,773,700)
(13,418,430)
(15,238,870)
1,208,010
20%
Expenditures Salaries, Wages & Benefits
726,542
790,700
912,190
1,106,850
1,203,650
Contracted & General Services
484,872
656,960
633,810
571,400
575,650
615,450
3,793,184
4,800,000
4,539,670
5,759,300
6,794,600
8,002,800
592,244
593,375
598,100
585,490
599,150
634,660
Added to Reserves/Allowances
513,938
395,365
400,000
575,000
800,000
1,000,000
Long-Term Debt
788,273
747,270
747,270
747,270
747,270
704,930
Internal Charges
118,512
164,880
164,880
238,040
239,370
246,880
7,017,565
8,148,550
7,995,920
9,583,350
10,959,690
12,412,730
Total Expenditures
7,017,565
8,148,550
7,995,920
9,583,350
20%
10,959,690
12,412,730
NET COST/(GAIN)
(1,536,429)
(1,830,740)
(1,830,740)
(2,190,350)
20%
(2,458,740)
(2,826,140)
Purchases from Other Governments Materials, Goods, Supplies, & Utilities Contributed to Capital
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
9.13
10.60
11.10
Year Equivalent: Part - Time
0.35
0.60
0.40
0.52
0.52
Total Personnel - Year Equivalents
0.35
9.73
11.00
11.62
11.62
0.35
9.73
11.00
11.62
11.62
Total Personnel
13%
11.10
Forecast Population Forecast Population Total Forecast Population Cost Per FTE
(4,389,797)
Cost Per Capita
Council Approved Budget
407
(188,154)
(199,123)
2%
(211,596)
(243,213)
CITY OF AIRDRIE - 2014 OPERATING BUDGET Sewer Utility BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Due to the City of Calgary 13.5% rate increase for sewer to the City of Airdrie along with a 7% growth estimate ($1.2MM), capital project requirements ($175,000), increased wages ($207,000) and decreased repairs and goods (-$75,000); the monthly rates for Airdrie residents in 2014 will increase from $13.43 to $17.46 for the base rate and from $1.6592 to $1.73393 per cubic meter of water consumption. The water, sewer, waste and environmental bill for a customer that uses an average of 15 cubic meters of water will increase by $13.19/month in 2014, the breakdown is: $ 5.79 Waste and Recycling ($3.95 relates to curbside organics) $ 2.25 Water (7.5% increase) $ 5.15 Sewer (13.4% increase) $13.19 Total monthly increase Due to expected rate increases from Calgary in future years the average residential utility bill is anticipated to increase by 10% in 2015 and 7% in 2016.
Council Approved Budget
408
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Sewer Utility Revenues Sales & User Charges
(1,850,290) Mainly due to City of Calgary 13.5% rate increase plus 7% growth estimate and funding requirments for repairs and capital projects.
Conditional Grants Drawn from Reserves Total Revenues
(96,750) (1,947,040) ($1,947,040)
Expenditures Salaries, Wages & Benefits
194,660 Reflective of COLA, band and step increases and associated benefit increases as well as reallocations between Roads, Water and Sewer (+$119,000). Addition of 0.13 FTE Asset Management Technician, 0.07 FTE Engineering Administrative Assistant, 1.0 Industrial Monitoring Technician (+$88,000).
Contracted & General Services
(62,410) Storm water repairs & maintenance (-$10,000); purchased services for sampling & testing building one-time 2013 cost (-$55,000).
Purchases from Other Governments Materials, Goods, Supplies, & Utilities
1,219,630 City of Calgary 13.5% rate increase plus 7% growth estimate. (12,610) Increase in liquid oxygen (+$6,000) and underground repair parts (+10,000); decreased natural gas costs (-$27,000).
Contributed to Capital Added to Reserves/Allowances
175,000 Increased contribution due to future capital requirements.
Long-Term Debt Internal Charges Total Expenditures
73,160 Increased fleet chargeback. 1,587,430 $1,587,430
Net Increase (Decrease)
($359,610)
Council Approved Budget
409
CITY OF AIRDRIE 2014 BUSINESS PLAN
WASTE AND RECYCLING SERVICES BUSINESS FOCUS STATEMENT
Provide residents with options for managing their residential/household waste through services and education, considering environmental, social and economic impacts. Waste and Recycling Services endeavors to position Airdrie as a municipal leader in environmental stewardship.
CORE SERVICES
Waste collection: Facilitate waste collection services for residents, via residential collection and the transfer site Recycling and composting: Provision of a sustainable alternative to land filling waste, through the operation of a comprehensive recycling, compost, and hazardous waste collection program for both internal and external customers Education: Guidance and education relating to waste diversion and recycling
KEY SUCCESS INDICATORS Indicator Rating of City Services Recycle Depot Rating of City Services – Residential Waste Collection
Measure Annual Citizen Satisfaction Survey Annual Citizen Satisfaction Survey
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome S12: Reduce the amount of waste generated
(Stretch) Target
2012 Actual
2011 Actual
2010 Actual
65%
62%
63%
N/A
90%
87%
89%
N/A
S12: Apply additional best practices in Waste Management
Initiative/Strategy Implement City wide curbside organics collection program Improved collection of HHW through new structure and process
2015 and 2016 Desired Outcome Establish more aggressive waste minimization initiatives
Review opportunities that arise from the 2013 Waste Management Strategy report Initiative/Strategy Increase cost for excess waste tags
Adopt a reduced waste philosophy
2014 2013 Forecast Projected Total tonnage residential waste collected annually 9,102 8,564 Total number of garbage tags purchased annually 17,500 17,500 Total tonnage residential waste disposed of at the 2,244 2,176 transfer site annually Total tonnage recycle material collected at 2,856 2,708 Recycle Depots Total tonnage compost material collected at 400 450 Recycle Depots annually Activity Description
410
62% 81%
Target 2
nd
Quarter
2nd Quarter
Update the current Waste Bylaw with consideration of a separate Recycling Bylaw
PERFORMANCE MEASURES Work Process Outputs (Key volume measures)
2009 Actual
3rd Quater Target 2015 2016
2012 Actual 8,228 17,642
2011 Actual 7,516 29,605
2010 Actual 6,985 24,446
2009 Actual 6,138 25,183
2,046
1,613
1,174
1,141
2,553
2,746
1,755
1,754
434
444
334
381
Customer Benefits (Key efficiency measures) Activity Description Residential waste collection (kilograms per household per year) Residential waste (# garbage tags purchased per avg. # dwellings per year) Residential waste collected at transfer site (kilograms per capita per year) Residential recycling material processed through Recycle Depots, excluding compost (kilograms per capita per year) Waste diverted from landfill (# metric tonnes of recycling material collected divided by MT residential waste collected per year)
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 49,560* Residential Diversion Rate (% of material collected for recycling vs. residential garbage) 25% $/dwelling recycling (monthly) $6.40
Grande Prairie 55,032 27.4% $9.32 + Res. Solid Waste Franchise Recovery Fee $1.38
$/dwelling waste collection (monthly)
$11.89
Residential waste unit limit
2 units Over-allowances for waste $3/unit up to 3 units *Note: Population figures shown are for most recent year available
$17.85
1 cart N/A
2012 Actual 500
2011 Actual 610
2010 Actual 600
2009 Actual 562
1.3
2.3
2.1
2.3
45
37
28
30
56
63
48
46
21
22
21.5
24
Medicine Red Lethbridge Hat Deer 90,417 61,180 97,109 15%
$3.60 $13.60/5 bag cart $11.85/3 bag cart $3.50 landfill fee $2.20 waste program fee 1 cart
32%
25%
St. Albert 60,994 65.9% (with organics program)
N/A
$5.58 + $5.86 (organics)
$15.80 per each 240L cart
N/A
Flat fee $6.67 + $1.12/60L $4.47/120L $9.14/240L
1 cart
5 units
2 units
N/A
$1/unit
$2.18/unit
3.50
EMERGING TRENDS AND ISSUES
The Waste and Recycling Services Team is continuing to work with residents to maximize waste diversion through existing programs. Challenges continue as nearby municipalities participate in different program options such as curbside pick-up and organics programs. Other challenges include the stability of the market for recycling commodities. The unpredicatability can lead to increased costs and/or decreased revenues for the department. Contamination is a realistic possibility at the unmanned Satellite recycling facility. Contamination can negatively affect the market price of product. Waste collection statistics are based on single family dwellings only, while recycled material statistics are based on what we collect at all of our facilities (which are open to all City of Airdrie and Rocky View County residents), statistics at recycling facilities are pro-rated based on estimates Departmental costs are impacted by the annual increase in landfill costs, hauling rates and contamination.
411
SERVICE LEVELS Core Service Waste collection
Recycling and composting
Major Functions
Description of Current Level
(eg: frequency; standard; response time)
Proposed Service Level Changes
Residential Waste Collection Weekly curbside collection of residential waste Transfer Site Operations Facilitate the operation of the Transfer Site. Open 48 hours/week East Side Recycle Depot Fully manned recycling facility Summer hours = 57/week Winter hours = 43/week West Side Recycle Depot
Estimated Cost of Program $(880,810) $210,220
$(370,680)
Unmanned satellite depot. Two checks per day x 7 days/week
$134,470
Composting
$26,000
Curbside Organics
$880,810 Total Cost
412
$10
City of Airdrie 2014 Budget Highlights Financial Summary Waste & Recycling Services By Activity
2012
2013
2013
%
2014
2015
2016
Actual
Projected
Budget
+(-)
Budget
Projected
Projected
Environmental Services Waste & Recycling Services 3-43-011 WASTE & RECYCLING - TRANSFER SITE 3-43-012 WASTE & RECYCLING - RESIDENTIAL COLLECTION
64,278
122,612
185,694
(17,155)
132,160
59%
81,979
58,810
58,300
131%
(364,331)
(211,677)
(218,990)
20 (4,404,150
3-43-015 WASTE & RECYCLING - RECYCLING DEPOT 3-43-018 WASTE & RECYCLING - COMPOST Total Waste & Recycling Services Total Waste & Recycling Services
243,840
252,720
(1,283,730)
(1,405,150)
880,810
1,270,090
1,390,820
134,470
154,040
190,360
69%
(370,680)
(150,640)
(208,950)
3-43-013 WASTE & RECYCLING - CURBSIDE ORGANICS 3-43-014 WASTE & RECYCLING - WESTSIDE RECYCLING DEPOT
210,220 (880,810)
13,473
28,500
28,500
(9%)
26,000
22,000
19,000
(18,907)
(18,910)
(10)
(200%)
10
255,600
238,800
(18,907)
(18,910)
(10)
(200%)
10
255,600
238,800
Council Approved Budget
413
City of Airdrie 2014 Budget Highlights Financial Summary Waste & Recycling Services By Activity
2012
2013
2013
2014
%
2015
2016
Actual
Projected
Budget
Budget
+(-)
Projected
Projected
Revenues Sales to Other Governments Sales & User Charges Other Revenues Drawn from Reserves Total Revenues Total Revenues
(47,118)
(47,120)
(47,120)
(47,120)
(47,120)
(47,120)
(3,274,515)
(3,610,485)
(3,554,080)
(4,783,270)
(5,191,180)
(5,625,240)
(145,034)
(121,170)
(148,410)
(141,650)
(145,080)
(147,940)
(23,200)
(135,280)
(135,280)
(817,500)
(3,489,867)
(3,914,055)
(3,884,890)
(5,789,540)
(5,383,380)
(5,820,300)
(3,489,867)
(3,914,055)
(3,884,890)
(5,789,540)
(5,383,380)
(5,820,300)
49%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances
517,921
642,220
642,220
767,570
811,950
818,470
2,112,329
2,536,885
2,453,050
3,432,600
3,903,350
4,214,850
33,823
56,890
70,850
859,890
86,090
87,780
542,118
244,020
284,730
300,000
403,420
481,690
Long-Term Debt
9,066
Internal Charges
255,701
434,030
434,030
429,490
434,170
456,310
3,470,958
3,914,045
3,884,880
5,789,550
5,638,980
6,059,100
3,470,958
3,914,045
3,884,880
5,789,550
5,638,980
6,059,100
(18,909)
(10)
(10)
10
255,600
238,800
Total Expenditures Total Expenditures NET COST/(GAIN)
49% (200%)
Personnel - Year Equivalents Year Equivalent: Full - Time
5.45
5.45
6.45
5.45
5.45
Year Equivalent: Part - Time
1.65
1.90
2.15
3.15
3.15
Total Personnel - Year Equivalents
7.10
7.35
8.60
8.60
8.60
7.10
7.35
8.60
17%
8.60
8.60
(1)
1
(12%)
29,721
27,767
Total Personnel Forecast Population Forecast Population Total Forecast Population Cost Per FTE
(2,663)
Cost Per Capita
Council Approved Budget
414
CITY OF AIRDRIE - 2014 OPERATING BUDGET Waste and Recycling Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Waste and Recycling Services operates on a break even basis. In the past, two rate structures have been established. One for residential collection and one for environmental services. Residential collection rates apply only to single family dwellings. The environmental services fee is also applied to multi-residential developments as occupants can use the recycle facilities as well. Estimates based on current market for recyclables being maintained, resident numbers (growth) as provided in estimates and the addition of curbside organics collection in 2014. Residential collection rates will increase from $11.89 to $17.25 per month in 2014. Environmental service rates will increase from $6.40 to $6.83 per month. The net increase in 2014 would be $5.79/month ($3.95 relates to curbside organics). In 2015 and 2016 we are expecting the residential collection rate to increase while the environmental service rate should remain steady. The net increase is estimated to be $1.21 in 2015 and $1.24 in 2016.
Council Approved Budget
415
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Waste & Recycling Services Revenues Sales to Other Governments Sales & User Charges
Other Revenues Drawn from Reserves Total Revenues
(1,229,190) Increased patronage at transfer site (-$45,000); residential waste management fees (-$1,046,000); environmental services fee (-$141,000). 6,760 Decrease in sales of recyclables. (682,220) To fund organics cart purchase. (1,904,650) ($1,904,650)
Expenditures Salaries, Wages & Benefits
125,350 Reflective of COLA, band and step increases and associated benefit increases (+$52,000). Addition of 1.0 FTE Operator and 0.25 FTE Administrative Assistant (+$73,000).
Contracted & General Services
979,550 Increased fees for waste disposal from transfer site (+$103,000); residental collection contract increased (+$74,000) offset by small decrease in disposal contract (-$25,000); added curbside organics (+$823,000); new satellite depot contracts (+$90,000) and 2013 one-time waste management strategy (-$50,000).
Materials, Goods, Supplies, & Utilities
789,040 Organics cart purchase (+$818,000); cart assembly tools one-time 2013 costs (-$25,000).
Added to Reserves/Allowances
15,270 Increased transfer to reserves.
Long-Term Debt Internal Charges Total Expenditures
(4,540) 1,904,670 $1,904,670
Net Increase (Decrease)
$20
Council Approved Budget
416
APPENDIX VI -
OPERATING BUDGET SCHEDULES
417
CITY OF AIRDRIE 2014 OPERATING BUDGET REVENUES BY SOURCE
DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
Property Taxes & General Revenue Net Property Taxes
(35,375,776)
(38,745,060)
(3,369,284)
(6,044,590)
(6,454,230)
(409,640)
(601,000)
(358,780) (250,000)
(250,000)
(42,021,366)
(45,808,070)
(3,786,704)
Sales & User Charges
(12,200)
(13,350)
Other Revenues
(17,500)
Drawn from Reserves
(38,930)
Total City Manager
(68,630)
(13,350)
Other Revenues
(36,000)
(20,000)
16,000
(44.44%)
Conditional Grants
(21,000)
21,000
(100.00%)
52,000
(100.00%)
89,000
(81.65%)
Other Revenues Unconditional Grants Drawn from Reserves Total Property Taxes & General Revenue
242,220
9.52% 6.78% (40.30%)
9.01%
City Manager (1,150)
9.43%
17,500
(100.00%)
38,930
(100.00%)
55,280
(80.55%)
People & Organizational Effectiveness
Drawn from Reserves
(52,000)
Total People & Organizational Effectiveness
(109,000)
(20,000)
Sales to Other Governments
(433,101)
(443,000)
(9,899)
2.29%
Sales & User Charges
(235,930)
(266,730)
(30,800)
13.05%
Other Revenues
(42,200)
(43,700)
Drawn from Reserves
(73,823)
Corporate Services
Internal Recoveries Total Corporate Services
(1,500)
3.55%
73,823
(100.00%)
(448,730)
(499,900)
(51,170)
11.40%
(1,233,784)
(1,253,330)
(19,546)
1.58%
Community Safety Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves
(228,490)
(233,370)
(4,880)
2.14%
(6,232,777)
(7,344,960)
(1,112,183)
17.84%
(939,950)
(1,020,040)
(80,090)
(11,486)
Total Community Safety
(7,412,703)
11,486 (8,598,370)
(1,185,667)
8.52% (100.00%) 16.00%
Community Infrastructure Sales & User Charges Other Revenues Conditional Grants
(290,070)
(303,560)
(13,490)
4.65%
(1,102,690)
(1,236,000)
(133,310)
12.09%
(246,985)
(190,790)
56,195
(22.75%)
(2,215,931)
(1,877,010)
338,921
(15.29%)
(958,320)
(1,046,020)
(87,700)
9.15%
(4,813,996)
(4,653,380)
160,616
(3.34%)
Sales & User Charges
(4,418,200)
(4,872,390)
(454,190)
10.28%
Other Revenues
(2,021,750)
(2,565,970)
(544,220)
26.92%
(928,050)
(792,480)
135,570
(14.61%) (23.48%)
Drawn from Reserves Internal Recoveries Total Community Infrastructure Community Services
Conditional Grants Drawn from Reserves
(457,367)
(350,000)
107,367
Internal Recoveries
(1,050,040)
(1,108,050)
(58,010)
5.52%
Total Community Services
(8,875,407)
(9,688,890)
(813,483)
9.17%
(4,312,600)
21.10%
Environmental Services Sales to Other Governments Sales & User Charges Other Revenues Drawn from Reserves Internal Recoveries Total Environmental Services Total City of Airdrie
418
(47,120)
(47,120)
(20,442,910)
(24,755,510)
(238,410)
(231,650)
(1,476,470)
(2,590,240)
6,760 (1,113,770)
(2.84%) 75.43%
(125,000)
(130,830)
(5,830)
4.66%
(22,329,910)
(27,755,350)
(5,425,440)
24.30%
(86,864,796)
(97,790,740)
(10,925,944)
12.58%
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARTIVE PURCHASED SERVICES COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Council Council
32,000
33,000
1,000
3.13%
Total City Council
32,000
33,000
1,000
3.13%
2,500
2,500
45,580
43,000
(2,580)
315,750
287,140
(28,610)
1,830
7,500
363,160
340,140
(23,020)
(6.34%)
117,820
147,820
30,000
25.46%
City Manager City Manager Corporate Communications Legislative Services Records/Insurance/Risk Mgmt Total City Manager
5,670
(5.66%) (9.06%) 309.84%
People & Organizational Effectiveness Human Resources Business Strategy
40,200
43,450
3,250
8.08%
158,020
191,270
33,250
21.04%
143,700
159,150
15,450
10.75%
Data Services
35,980
36,100
120
0.33%
Financial Services
78,280
86,500
8,220
10.50%
Assessment & Taxation
12,400
18,680
6,280
50.65%
Procurement & Accounts Payable
10,500
10,500
280,860
310,930
30,070
10.71%
Police Protection
134,250
60,750
(73,500)
(54.75%)
Fire Protection
222,270
269,770
47,500
21.37%
7,500
17,500
10,000
133.33%
32,260
32,500
240
0.74%
Total People & Organizational Effectiveness Corporate Services Technical Services
Total Corporate Services Community Safety
Emergency Management Municipal Enforcement Building Inspections
9,600
(9,600)
(100.00%)
Corporate Properties
15,300
231,250
215,950
1,411.44%
421,180
611,770
190,590
45.25%
2,000
1,600
(400)
Public Works Roads
217,140
254,590
37,450
17.25%
Engineering Services
685,941
665,450
(20,491)
(2.99%)
94,615
167,500
72,885
77.03%
231,550
260,900
29,350
12.68%
36,000
36,000
1,267,246
1,386,040
118,794
9.37%
109,940
142,700
32,760
29.80%
1,543,320
1,585,010
41,690
2.70%
Total Community Safety Community Infrastructure Fleet
Planning Parks Operations Parks Development Total Community Infrastructure
(20.00%)
Community Services Building Operations Transit
City of Airdrie
419
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARTIVE PURCHASED SERVICES COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
Social Planning
8,000
Economic Development
25,750
% $ CHANGE
CHANGE
17,750
221.88%
49,800
56,400
6,600
13.25%
Genesis Place
155,330
182,790
27,460
17.68%
Arena Operations
102,890
115,510
12,620
12.27%
9,400
13,900
4,500
47.87%
107,900
106,230
(1,670)
(1.55%)
Community Development Bert Church Theatre Culture
239,980
298,630
58,650
24.44%
2,326,560
2,526,920
200,360
8.61%
Water Utility
223,800
265,300
41,500
18.54%
Sewer Utility
279,800
226,800
(53,000)
(18.94%)
Waste & Recycling Services
2,309,470
3,336,370
1,026,900
44.46%
Total Environmental Services
2,813,070
3,828,470
1,015,400
36.10%
7,662,096
9,228,540
1,566,444
20.44%
Total Community Services Environmental Services
Total City of Airdrie
City of Airdrie
420
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE GENERAL TRAVEL COSTS DEPARTMENT/PROGRAM
2013
2014
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Manager City Manager Corporate Communications Legislative Services Records/Insurance/Risk Mgmt
3,900
5,250
700
700
1,230
3,650
1,350
34.62%
2,420
196.75%
250
500
250
100.00%
6,080
10,100
4,020
66.12%
Human Resources
2,800
2,800
Business Strategy
2,480
3,330
850
34.27%
Total People & Organizational Effectiveness
5,280
6,130
850
16.10%
Technical Services
3,500
3,100
(400)
(11.43%)
Data Services
1,600
2,000
400
25.00%
Financial Services
1,000
1,300
300
30.00%
Assessment & Taxation
2,000
2,000
300
2.88%
7,100
144.90%
Total City Manager People & Organizational Effectiveness
Corporate Services
Procurement & Accounts Payable Total Corporate Services
2,300
2,300
10,400
10,700
Community Safety Police Protection Fire Protection Emergency Management Municipal Enforcement Building Inspections Corporate Properties Total Community Safety
400
400
4,900
12,000
500
500
2,500
2,100
(400)
(16.00%)
10,300
10,800
500
4.85%
7,200
36.27%
3.03%
1,250
1,250
19,850
27,050
Community Infrastructure Fleet
700
700
Public Works Roads
3,800
3,800
Engineering Services
1,650
1,700
50
500
500
2,150
60
2.87%
610
6.67%
(150)
(16.67%)
300
25.00%
Planning Parks Operations
2,090
Parks Development Total Community Infrastructure
900
900
9,140
9,750
3,280
3,280
Community Services Building Operations Transit Social Planning Economic Development
900
750
1,200
1,500
13,500
12,800
(700)
(5.19%)
Genesis Place
5,200
4,200
(1,000)
(19.23%)
Arena Operations
1,000
1,000
Community Development
3,600
5,850
2,250
62.50%
Bert Church Theatre
1,300
1,200
(100)
(7.69%)
29,980
30,580
600
2.00%
Total Community Services
Council Approved Budget
421
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE GENERAL TRAVEL COSTS DEPARTMENT/PROGRAM
2013
2014
%
BUDGET
BUDGET
$ CHANGE
CHANGE
Environmental Services Water Utility
1,480
1,500
Sewer Utility
1,500
1,500
Waste & Recycling Services
1,000
1,500
Total Environmental Services Total City of Airdrie
Council Approved Budget
422
20
1.35%
500
50.00%
3,980
4,500
520
13.07%
84,710
98,810
14,100
16.65%
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE TRAINING COSTS DEPARTMENT/PROGRAM
2013
% OF 2013
2014
% OF 2014
BUDGET
PERSONNEL
BUDGET
SALARY & WAGE
COSTS
% $ CHANGE
CHANGE
COSTS
City Council Council Total City Council City Manager City Manager
7,940
4.09%
10,100
2.68%
2,160
27.20%
Corporate Communications
16,120
3.84%
11,880
2.63%
(4,240)
(26.30%)
Legislative Services
16,710
3.85%
17,920
4.33%
1,210
7.24%
Records/Insurance/Risk Mgmt
14,800
3.54%
26,840
4.69%
12,040
81.35%
Total City Manager
55,570
3.79%
66,740
3.68%
11,170
20.10%
Human Resources
178,700
32.50%
167,600
26.16%
(11,100)
Business Strategy
16,480
2.14%
22,420
2.48%
5,940
36.04%
195,180
14.79%
190,020
12.30%
(5,160)
(2.64%)
Technical Services
18,700
2.80%
21,700
3.04%
3,000
16.04%
Data Services
31,500
3.89%
31,600
3.55%
100
0.32%
Financial Services
11,660
1.80%
22,600
3.17%
10,940
93.83%
Assessment & Taxation
28,200
2.59%
31,850
2.67%
3,650
12.94%
Procurement & Accounts Payable
12,300
2.17%
13,000
1.96%
700
5.69%
102,360
2.71%
120,750
2.90%
18,390
17.97%
People & Organizational Effectiveness
Total People & Organizational Effectiveness
(6.21%)
Corporate Services
Total Corporate Services Community Safety Police Protection
3,490
0.46%
6,740
0.82%
3,250
93.12%
80,050
1.15%
78,470
1.07%
(1,580)
(1.97%)
7,000
16.20%
6,500
15.00%
(500)
(7.14%)
Municipal Enforcement
23,750
2.32%
12,000
0.95%
(11,750)
(49.47%)
Building Inspections
16,580
1.23%
28,660
1.71%
12,080
72.86%
Corporate Properties
2,200
0.92%
4,700
1.88%
2,500
113.64%
133,070
1.28%
137,070
1.21%
4,000
3.01%
700
8.86%
Fire Protection Emergency Management
Total Community Safety Community Infrastructure Fleet
7,900
2.16%
8,600
2.09%
Public Works Roads
21,950
1.68%
21,950
1.40%
Engineering Services
15,120
5.95%
13,780
4.89%
(1,340)
(8.86%)
Planning
22,200
2.00%
11,750
0.92%
(10,450)
(47.07%)
Parks Operations
19,460
1.00%
19,760
0.95%
8,620
2.67%
8,620
3.63%
95,250
1.80%
84,460
1.44%
(10,790)
Building Operations
4,100
0.76%
2,200
0.37%
(1,900)
(46.34%)
Transit
4,330
1.94%
8,660
3.60%
4,330
100.00%
Parks Development Total Community Infrastructure
300
1.54%
(11.33%)
Community Services
Social Planning
3,010
1.49%
4,110
1.64%
Economic Development
31,800
8.23%
13,950
3.23%
(17,850)
1,100
(56.13%)
36.54%
Genesis Place
(200)
(0.79%)
49.83%
25,400
0.79%
25,200
0.70%
Arena Operations
5,100
0.85%
5,100
0.81%
Community Development
8,850
2.18%
13,260
2.32%
4,410
Bert Church Theatre
4,430
1.88%
4,480
1.87%
50
87,020
1.50%
76,960
1.17%
Water Utility
33,070
2.34%
38,850
2.45%
5,780
17.48%
Sewer Utility
6,000
0.81%
7,750
0.88%
1,750
29.17%
Waste & Recycling Services
9,800
1.87%
10,050
1.59%
250
2.55%
48,870
1.82%
56,650
1.83%
7,780
15.92%
717,320
2.34%
732,650
2.13%
15,330
2.14%
Total Community Services
(10,060)
1.13% (11.56%)
Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
423
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE TRAINING TRAVEL COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager Corporate Communications
3,980
4,600
10,050
6,380
(3,670)
620
(36.52%)
15.58%
Legislative Services
6,110
7,420
1,310
21.44%
Records/Insurance/Risk Mgmt
7,150
12,050
4,900
68.53%
27,290
30,450
3,160
11.58%
Human Resources
500
500
Business Strategy
2,730
6,240
3,510
128.57%
Total People & Organizational Effectiveness
3,230
6,740
3,510
108.67%
4,000
7,600
3,600
90.00%
14,100
16,600
2,500
17.73%
Total City Manager People & Organizational Effectiveness
Corporate Services Technical Services Data Services Financial Services Assessment & Taxation Procurement & Accounts Payable Total Corporate Services
3,660
4,600
940
25.68%
11,400
12,600
1,200
10.53%
5,000
5,000
38,160
46,400
8,240
21.59%
Community Safety Police Protection Fire Protection Emergency Management
600
1,720
1,120
186.67%
12,530
18,530
6,000
47.89%
(5,400)
(51.92%)
3,500
3,500
10,400
5,000
8,940
9,510
570
6.38%
35,970
38,260
2,290
6.37%
Fleet
2,000
1,800
(200)
(10.00%)
Public Works Roads
9,200
9,200
Engineering Services
3,750
3,750
Planning
6,700
7,000
300
4.48%
Parks Operations
7,550
7,730
180
2.38%
Parks Development
3,120
3,120
32,320
32,600
280
0.87%
Municipal Enforcement Building Inspections Total Community Safety Community Infrastructure
Total Community Infrastructure Community Services Building Operations
1,900
Transit
2,450
Social Planning
(1,900) 2,900
(100.00%)
450
18.37%
1,500
2,400
900
60.00%
23,400
25,600
2,200
9.40%
Genesis Place
5,400
5,600
200
3.70%
Arena Operations
2,000
2,000
Economic Development
Council Approved Budget
424
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE TRAINING TRAVEL COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
Community Development
5,750
Bert Church Theatre
%
7,100
$ CHANGE
CHANGE
1,350
23.48%
3,030
3,030
45,430
48,630
3,200
7.04%
Water Utility
10,170
10,670
500
4.92%
Sewer Utility
1,850
2,000
150
8.11%
Total Community Services Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
425
3,000
3,500
500
16.67%
15,020
16,170
1,150
7.66%
197,420
219,250
21,830
11.06%
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE POSTAGE COSTS DEPARTMENT/POSITION
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Corporate Communications Legislative Services
63,310
69,000
5,690
8.99%
Total City Manager
63,310
69,000
5,690
8.99%
60,480
75,600
15,120
25.00%
60,480
75,600
15,120
25.00%
123,790
144,600
20,810
16.81%
Environmental Services Water Utility Total Environmental Services Total City of Airdrie
Council Approved Budget
426
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE CELL PHONE COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager
660
660
Corporate Communications
2,520
2,160
(360)
(14.29%)
Legislative Services
1,200
1,840
640
53.33%
660
660
4,380
5,320
940
21.46%
Human Resources
1,320
1,320
Business Strategy
1,320
1,620
300
22.73%
Total People & Organizational Effectiveness
2,640
2,940
300
11.36%
Technical Services
4,890
4,890
Data Services
3,970
3,970
Financial Services
1,320
1,320
Assessment & Taxation
2,100
3,250
1,150
54.76%
Procurement & Accounts Payable
1,330
1,330
13,610
14,760
1,150
8.45%
1,100
18.64%
Records/Insurance/Risk Mgmt Total City Manager People & Organizational Effectiveness
Corporate Services
Total Corporate Services Community Safety Police Protection
660
660
5,900
7,000
660
660
Municipal Enforcement
4,620
9,000
4,380
94.81%
Building Inspections
3,700
9,000
5,300
143.24%
10,780
63.94%
6.76%
Fire Protection Emergency Management
Corporate Properties Total Community Safety
1,320
1,320
16,860
27,640
Community Infrastructure Fleet
660
660
Public Works Roads
6,210
6,630
420
Engineering Services
2,510
2,550
40
Planning
3,570
2,910
(660)
(18.49%)
Parks Operations
3,830
5,050
1,220
31.85%
Parks Development
1,980
1,980
18,760
19,780
1,020
5.44%
Total Community Infrastructure
1.59%
Community Services Building Operations
1,990
1,990
Transit
660
700
40
6.06%
Social Planning
660
950
290
43.94%
Economic Development
6,700
5,400
Genesis Place
1,850
1,910
600
600
Arena Operations Community Development
(1,300)
(19.40%)
60
3.24%
660
2,000
1,340
203.03%
1,980
2,640
660
33.33%
15,100
16,190
1,090
7.22%
Water Utility
8,270
9,020
750
9.07%
Waste & Recycling Services
1,090
1,750
660
60.55%
9,360
10,770
1,410
15.06%
80,710
97,400
16,690
20.68%
Bert Church Theatre Total Community Services Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
427
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE ADVERTISING COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Corporate Communications 2-221-00 ADVERTISING/PRINTING
111,000
118,000
7,000
6.31%
Total Corporate Communications
111,000
118,000
7,000
6.31%
111,000
118,000
7,000
6.31%
2-221-00 ADVERTISING/PRINTING
18,000
20,500
2,500
13.89%
Total Human Resources
18,000
20,500
2,500
13.89%
18,000
20,500
2,500
13.89%
Total City Manager People & Organizational Effectiveness Human Resources
Total People & Organizational Effectiveness Corporate Services Procurement & Accounts Payable 2-221-00 ADVERTISING/PRINTING
12,000
(12,000)
(100.00%)
Total Procurement & Accounts Payable
12,000
(12,000)
(100.00%)
12,000
(12,000)
(100.00%)
Total Corporate Services Community Safety Fire Protection 2-221-00 ADVERTISING/PRINTING
8,150
8,150
Total Fire Protection
8,150
8,150
2-221-00 ADVERTISING/PRINTING
6,500
1,700
(4,800)
(73.85%)
Total Municipal Enforcement
6,500
1,700
(4,800)
(73.85%)
Municipal Enforcement
Corporate Properties 2-221-00 ADVERTISING/PRINTING
7,486
(7,486)
(100.00%)
Total Corporate Properties
7,486
(7,486)
(100.00%)
Total Community Safety
22,136
9,850
(12,286)
(55.50%)
2-221-00 ADVERTISING/PRINTING
9,000
8,000
(1,000)
(11.11%)
Total Public Works Roads
9,000
8,000
(1,000)
(11.11%)
2-221-00 ADVERTISING/PRINTING
500
250
(250)
(50.00%)
Total Engineering Services
500
250
(250)
(50.00%)
2-221-00 ADVERTISING/PRINTING
3,560
2,050
(1,510)
(42.42%)
Total Parks Operations
3,560
2,050
(1,510)
(42.42%)
13,060
10,300
(2,760)
(21.13%)
Community Infrastructure Public Works Roads
Engineering Services
Parks Operations
Total Community Infrastructure Community Services Transit
Council Approved Budget
428
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE ADVERTISING COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
2-221-00 ADVERTISING/PRINTING
10,000
11,500
1,500
15.00%
Total Transit
10,000
11,500
1,500
15.00%
2-221-00 ADVERTISING/PRINTING
3,400
4,750
1,350
39.71%
Total Social Planning
3,400
4,750
1,350
39.71%
2-221-00 ADVERTISING/PRINTING
75,000
77,500
2,500
3.33%
Total Economic Development
75,000
77,500
2,500
3.33%
2-221-00 ADVERTISING/PRINTING
25,900
23,100
(2,800)
(10.81%)
Total Genesis Place
25,900
23,100
(2,800)
(10.81%)
2-221-00 ADVERTISING/PRINTING
500
500
Total Arena Operations
500
500
2-221-00 ADVERTISING/PRINTING
1,500
1,500
Total Community Development
1,500
1,500
32,000
32,000
2,550
1.72%
Social Planning
Economic Development
Genesis Place
Arena Operations
Community Development
Bert Church Theatre 2-221-00 ADVERTISING/PRINTING Total Bert Church Theatre
32,000
32,000
148,300
150,850
2-221-00 ADVERTISING/PRINTING
14,800
9,200
(5,600)
(37.84%)
Total Water Utility
14,800
9,200
(5,600)
(37.84%)
2-221-00 ADVERTISING/PRINTING
66,500
63,500
(3,000)
(4.51%)
Total Waste & Recycling Services
66,500
63,500
(3,000)
(4.51%)
Total Community Services Environmental Services Water Utility
Waste & Recycling Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
429
81,300
72,700
(8,600)
(10.58%)
405,796
382,200
(23,596)
(5.81%)
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE MEMBERSHIP COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Council Council
48,100
51,200
3,100
6.44%
Total City Council
48,100
51,200
3,100
6.44%
City Manager
1,420
1,180
(240)
(16.90%)
Corporate Communications
1,500
1,600
100
6.67%
Legislative Services
1,950
1,550
(400)
(20.51%)
Records/Insurance/Risk Mgmt
1,420
1,770
350
24.65%
Total City Manager
6,290
6,100
(190)
(3.02%)
Human Resources
4,310
6,410
2,100
48.72%
Business Strategy
3,650
3,690
40
1.10%
Total People & Organizational Effectiveness
7,960
10,100
2,140
26.88%
Technical Services
900
700
(200)
(22.22%)
Data Services
470
750
280
59.57%
Financial Services
3,010
5,250
2,240
74.42%
Assessment & Taxation
5,100
6,100
1,000
19.61%
Procurement & Accounts Payable
1,890
2,080
190
10.05%
11,370
14,880
3,510
30.87%
30,320
30,190
(130)
(0.43%)
540
600
60
11.11%
1,950
2,080
City Manager
People & Organizational Effectiveness
Corporate Services
Total Corporate Services Community Safety Fire Protection Municipal Enforcement Building Inspections Corporate Properties
950
Total Community Safety
33,760
32,870
130
6.67%
(950)
(100.00%)
(890)
(2.64%)
Community Infrastructure Fleet
220
220
Public Works Roads
3,280
3,280
Engineering Services
2,920
2,880
(40)
(1.37%)
Planning
3,910
4,220
310
7.93%
Parks Operations
2,500
2,500
750
750
13,360
13,850
490
3.67%
Transit
1,600
2,440
840
52.50%
Social Planning
1,650
1,650
Economic Development
6,100
6,100
Genesis Place
1,150
950
(200)
(17.39%)
Parks Development Total Community Infrastructure Community Services
Council Approved Budget
430
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE MEMBERSHIP COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
Arena Operations
2,600
Community Development
% $ CHANGE
1,700 900
Bert Church Theatre Total Community Services
(900)
CHANGE (34.62%)
900
500
500
13,600
14,240
640
4.71%
1,350
2,300
950
70.37%
(270)
(27.00%)
Environmental Services Water Utility Sewer Utility
400
400
Waste & Recycling Services
1,000
730
Total Environmental Services
2,750
3,430
680
24.73%
137,190
146,670
9,480
6.91%
Total City of Airdrie
Council Approved Budget
431
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE AUDIT & LEGAL COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager Legislative Services
225,000
200,000
(25,000)
(11.11%)
Total City Manager
225,000
200,000
(25,000)
(11.11%)
73,880
80,500
6,620
8.96%
Corporate Services Financial Services Total Corporate Services Total City of Airdrie
Council Approved Budget
432
73,880
80,500
6,620
8.96%
298,880
280,500
(18,380)
(6.15%)
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE REPAIRS & MAINTENANCE COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Legislative Services
800
800
Records/Insurance/Risk Mgmt
10,000
15,000
5,000
50.00%
Total City Manager
10,800
15,800
5,000
46.30%
119,350
161,050
41,700
34.94%
53,850
68,720
14,870
27.61%
5,900
5,900
179,100
235,670
56,570
31.59%
4,700
4,700
Fire Protection
42,400
11,000
(31,400)
(74.06%)
Total Community Safety
47,100
15,700
(31,400)
(66.67%)
Fleet
125,840
126,300
460
0.37%
Public Works Roads
401,630
447,000
45,370
11.30%
Corporate Services Technical Services Data Services Procurement & Accounts Payable Total Corporate Services Community Safety Police Protection
Community Infrastructure
Parks Operations
3,150
3,150
530,620
576,450
45,830
8.64%
Building Operations
302,252
140,500
(161,752)
(53.52%)
Genesis Place
275,420
277,350
1,930
0.70%
37,320
40,550
3,230
8.65%
4,000
13,400
9,400
235.00%
618,992
471,800
(147,192)
(23.78%)
Water Utility
297,300
259,000
(38,300)
(12.88%)
Sewer Utility
338,700
328,700
(10,000)
(2.95%)
14,500
14,500
Total Community Infrastructure Community Services
Arena Operations Bert Church Theatre Total Community Services Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
433
650,500
602,200
(48,300)
(7.43%)
2,037,112
1,917,620
(119,492)
(5.87%)
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE BUILDING RENT COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
Community Safety Police Protection Total Community Safety Community Services Building Operations
570,430
622,540
52,110
9.14%
570,430
622,540
52,110
9.14%
570,430
622,540
52,110
9.14%
Bert Church Theatre Total Community Services Total City of Airdrie
Council Approved Budget
434
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE EQUIPMENT LEASE COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Procurement & Accounts Payable
1,700
1,200
(500)
(29.41%)
Total Corporate Services
1,700
1,200
(500)
(29.41%)
1,700
1,200
(500)
(29.41%)
Total City of Airdrie
Council Approved Budget
435
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE INSURANCE COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Records/Insurance/Risk Mgmt
410,500
444,040
33,540
8.17%
Total City Manager
410,500
444,040
33,540
8.17%
Community Safety Police Protection
3,050
Fire Protection
33,050
Municipal Enforcement
30,520
(3,050)
(100.00%)
(2,530)
(7.66%)
6,890
7,400
42,990
37,920
(5,070)
(11.79%)
Fleet
20,130
2,250
(17,880)
(88.82%)
Public Works Roads
38,920
55,190
16,270
41.80%
Parks Operations
35,100
24,790
(10,310)
(29.37%)
Total Community Infrastructure
94,150
82,230
(11,920)
(12.66%)
2,760
2,760
900
1,850
950
105.56%
Genesis Place
27,430
54,030
26,600
96.97%
Arena Operations
12,760
21,820
9,060
71.00%
2,800
2,370
(430)
43,890
82,830
38,940
88.72%
Water Utility
7,410
6,250
(1,160)
(15.65%)
Sewer Utility
7,410
6,250
(1,160)
(15.65%)
Total Community Safety
510
7.40%
Community Infrastructure
Community Services Building Operations Transit
Bert Church Theatre Total Community Services
(15.36%)
Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
436
4,690
4,200
(490)
(10.45%)
19,510
16,700
(2,810)
(14.40%)
611,040
663,720
52,680
8.62%
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE TECHNOLOGY COSTS DEPARTMENT/PROGRAM
2013
2014
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Manager Corporate Communications
1,200
2,860
1,660
138.33%
Legislative Services
3,000
3,500
500
16.67%
Records/Insurance/Risk Mgmt
12,000
15,000
3,000
25.00%
Total City Manager
16,200
21,360
5,160
31.85%
Human Resources
32,280
30,880
(1,400)
(4.34%)
Business Strategy
15,910
15,300
(610)
(3.83%)
Total People & Organizational Effectiveness
48,190
46,180
(2,010)
(4.17%)
Financial Services
66,725
59,300
(7,425)
(11.13%)
Assessment & Taxation
40,100
48,300
8,200
20.45%
People & Organizational Effectiveness
Corporate Services
Procurement & Accounts Payable
15,120
(15,120)
(100.00%)
107,600
(14,345)
(11.76%)
(150)
(100.00%)
18,130
12,130
(6,000)
(33.09%)
6,650
15,460
8,810
132.48%
18,800
23,310
4,510
23.99%
350
350
43,730
51,250
7,520
17.20%
6,900
8,900
2,000
28.99%
Public Works Roads
1,920
7,650
5,730
298.44%
Engineering Services
10,700
4,700
(6,000)
Planning
250
700
Parks Operations
800
800
Parks Development
200
Total Corporate Services
121,945
Community Safety Police Protection
150
Fire Protection Municipal Enforcement Building Inspections Corporate Properties Total Community Safety Community Infrastructure Fleet
Total Community Infrastructure
(56.07%)
450
180.00%
700
500
250.00%
20,770
23,450
2,680
12.90%
3,000
4,100
1,100
36.67%
Community Services Building Operations Transit Economic Development Genesis Place
1,550
1,550
3,870
5,200
1,330
34.37%
21,000
24,000
3,000
14.29%
400
400
Community Development Bert Church Theatre Total Community Services
680
680
28,550
35,930
7,380
25.85%
32,020
34,000
1,980
6.18%
32,020
34,000
1,980
6.18%
311,405
319,770
8,365
2.69%
Environmental Services Water Utility Total Environmental Services Total City of Airdrie
Council Approved Budget
437
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE OTHER GOVERNMENT COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Assessment & Taxation
19,650
22,500
2,850
14.50%
Total Corporate Services
19,650
22,500
2,850
14.50%
5,045,310
5,702,730
657,420
13.03%
18,800
18,800
5,045,310
5,721,530
676,220
13.40%
Water Utility
2,745,060
3,669,300
924,240
33.67%
Sewer Utility
4,539,670
5,759,300
1,219,630
26.87%
Total Environmental Services
7,284,730
9,428,600
2,143,870
29.43%
12,349,690
15,172,630
2,822,940
22.86%
Community Safety Police Protection Fire Protection Total Community Safety Environmental Services
Total City of Airdrie
Council Approved Budget
438
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE GOODS COSTS DEPARTMENT/PROGRAM
2013
2014
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Council Council
30,680
33,030
2,350
7.66%
Total City Council
30,680
33,030
2,350
7.66%
City Manager
5,350
6,800
1,450
27.10%
Corporate Communications
4,150
5,980
1,830
44.10%
30,210
12,800
(17,410)
(57.63%)
60,450
53,950
(6,500)
(10.75%)
100,160
79,530
(20,630)
(20.60%)
(1,050)
(33.33%)
City Manager
Legislative Services Records/Insurance/Risk Mgmt Total City Manager People & Organizational Effectiveness Human Resources
3,150
2,100
Business Strategy
10,490
10,570
Total People & Organizational Effectiveness
13,640
12,670
(970)
(7.11%)
97,549
115,970
18,421
18.88%
7,200
6,500
(700)
(9.72%)
750
1,200
450
60.00%
6,360
6,500
140
2.20%
80
0.76%
Corporate Services Technical Services Data Services Financial Services Assessment & Taxation Procurement & Accounts Payable Total Corporate Services
59,450
57,200
(2,250)
(3.78%)
171,309
187,370
16,061
9.38%
Community Safety Police Protection Fire Protection Emergency Management
5,000
3,000
(2,000)
(40.00%)
161,157
184,820
23,663
14.68%
5,000
2,500
(2,500)
(50.00%)
Municipal Enforcement
28,660
31,880
3,220
11.24%
Building Inspections
14,870
15,680
810
5.45%
Corporate Properties
500
500
215,187
238,380
23,193
10.78%
Fleet
366,080
330,750
(35,330)
(9.65%)
Public Works Roads
165,560
167,500
1,940
1.17%
Engineering Services
3,400
2,500
(900)
(26.47%)
Planning
7,750
6,350
(1,400)
(18.06%)
460,890
487,290
26,400
5.73%
2,000
200.00%
Total Community Safety Community Infrastructure
Parks Operations Parks Development
1,000
3,000
1,004,680
997,390
Building Operations
36,000
36,750
Transit
66,250
47,750
(18,500)
(27.92%)
Social Planning
7,315
6,800
(515)
(7.04%)
Economic Development
3,000
3,000
268,050
280,500
12,450
4.64%
68,650
62,800
(5,850)
(8.52%)
Total Community Infrastructure
(7,290)
(0.73%)
Community Services
Genesis Place Arena Operations
Council Approved Budget
439
750
2.08%
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE GOODS COSTS DEPARTMENT/PROGRAM Community Development
2013
2014
BUDGET
BUDGET
9,500
Bert Church Theatre
%
10,550
$ CHANGE
CHANGE
1,050
11.05%
9,750
2,600
(7,150)
(73.33%)
468,515
450,750
(17,765)
(3.79%)
Water Utility
483,160
454,520
(28,640)
(5.93%)
Sewer Utility
347,400
363,900
16,500
4.75%
47,830
842,000
794,170
1,660.40%
878,390
1,660,420
782,030
89.03%
2,882,561
3,659,540
776,979
26.95%
Total Community Services Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
440
CITY OF AIRDRIE 2014 OPERATING BUDGET
COMPARATIVE UTILITIES COSTS DEPARTMENT/PROGRAM
2013
2014
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Technical Services
5,500
10,000
4,500
12,680
12,680
5,500
22,680
17,180
312.36%
81,370
71,940
(9,430)
(11.59%)
137,790
110,180
(27,610)
(20.04%)
49,100
36,020
(13,080)
(26.64%)
268,260
218,140
(50,120)
(18.68%)
38,030
38,030
Procurement & Accounts Payable Total Corporate Services
81.82%
Community Safety Police Protection Fire Protection Corporate Properties Total Community Safety Community Infrastructure Fleet Public Works Roads
1,640,010
1,560,180
(79,830)
(4.87%)
57,850
103,530
45,680
78.96%
1,697,860
1,701,740
3,880
0.23%
121,050
85,470
(35,580)
(29.39%)
12,680
12,680
Genesis Place
899,820
757,970
(141,850)
(15.76%)
Arena Operations
290,940
221,350
(69,590)
(23.92%)
1,311,810
1,077,470
(234,340)
(17.86%)
Water Utility
199,810
193,170
(6,640)
(3.32%)
Sewer Utility
230,700
201,590
(29,110)
(12.62%)
Parks Operations Total Community Infrastructure Community Services Building Operations Transit
Total Community Services Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
441
22,990
17,860
(5,130)
(22.31%)
453,500
412,620
(40,880)
(9.01%)
3,736,930
3,432,650
(304,280)
(8.14%)
442
APPENDIX VII -
CAPITAL PLAN
443
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2014-2023 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
30,012,650 5,348,850 2,708,425 1,341,365 3,327,620 42,738,910
16,539,580 18,349,650 3,109,706 1,864,200 6,245,674 46,108,810
11,020,880 6,341,230 2,166,470 2,509,160 6,750,950 28,788,690
21,522,190 2,480,900 2,434,680 1,486,520 7,951,550 35,875,840
20,285,680 71,820 3,275,580 1,696,550 4,226,860 29,556,490
17,910,600 608,500 2,633,320 1,541,990 3,093,550 25,787,960
25,399,710 494,800 1,966,030 2,215,550 3,963,660 34,039,750
28,381,200 4,676,040 2,463,030 1,891,950 5,973,310 43,385,530
23,556,820 1,810,150 4,117,550 3,650,850 1,507,460 34,642,830
39,692,100 389,100 2,628,880 1,537,350 2,231,470 46,478,900
1,398,200 3,797,490 0 3,896,660 17,623,640 16,022,920
4,538,710 1,525,400 0 19,026,590 16,968,790 4,049,320
940,060 604,110 0 7,595,160 16,993,740 2,655,620
1,080,350 1,165,500 0 9,750,600 18,681,090 5,198,300
1,056,340 1,148,850 0 4,960,610 17,223,260 5,167,430
1,140,420 1,431,200 0 4,128,220 18,390,650 697,470
1,333,220 2,144,490 0 4,262,480 26,065,520 234,040
1,241,460 5,578,660 0 18,166,340 17,392,850 1,006,220
3,251,770 67,210 0 14,966,220 16,309,240 48,390
1,315,950 0 0 16,817,580 27,235,380 1,109,990
Total Project Costs
42,738,910
46,108,810
28,788,690
35,875,840
29,556,490
25,787,960
34,039,750
43,385,530
34,642,830
46,478,900
Total Project Costs
11,712,280 21,528,630 9,455,900 0 42,100 42,738,910
20,539,180 17,618,980 7,926,650 0 24,000 46,108,810
14,105,340 11,046,060 2,861,920 0 775,370 28,788,690
11,515,100 17,706,235 6,638,005 0 16,500 35,875,840
7,304,330 16,139,325 6,090,335 0 22,500 29,556,490
2,865,240 15,616,905 7,285,815 0 20,000 25,787,960
9,395,735 11,736,635 12,891,880 0 15,500 34,039,750
11,182,340 20,108,775 12,071,915 0 22,500 43,385,530
11,392,630 15,146,790 8,083,410 0 20,000 34,642,830
13,947,360 14,532,525 17,979,015 0 20,000 46,478,900
Projects Summarized by Type Engineering Structures Building and Major Renovations Machinery and Equipment Motor Vehicles Land and Improvements Total Project Costs
Projects Summarized by Service Area General Government Services Protective Services Planning and Development Community Development Transportation and Public Works Environmental Services
Sources of Funding Grants Reserves Debentures Operations Other
444
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2014-2023 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Estimated Debt Limit Calculations Provincial Debt Limit Calculation in comparison on our projected revenues -- how much room do we have after we remove our projected debt? Total Revenue - capital and operating (no grants) 103,907,911 112,432,540 121,747,315 126,568,898 Grossed up by 1.5 for calculation 155,861,866 168,648,809 182,620,973 189,853,347 Projected outstanding debt 59,270,111 62,122,452 59,853,505 60,980,738 Total debt under debt limit 96,591,755 106,526,357 122,767,467 128,872,609
137,967,263 206,950,895 61,958,031 144,992,864
150,860,130 226,290,195 64,043,922 162,246,273
165,045,747 247,568,620 71,435,669 176,132,951
180,456,960 270,685,441 77,174,050 193,511,391
197,561,236 296,341,854 71,729,863 224,611,991
197,561,236 296,341,854 76,283,617 220,058,237
Calculation in comparison on our required payments -- how much room do we have after we make our annual payments? Total Service on debt at .25 of revenue 25,976,978 28,108,135 30,436,829 31,642,225 Projected debt payments 6,247,711 7,275,981 7,604,864 7,637,071 Total service on debt under limit 19,729,267 20,832,154 22,831,965 24,005,153
34,491,816 7,302,944 27,188,871
37,715,032 7,459,711 30,255,321
41,261,437 7,885,888 33,375,549
45,114,240 9,077,081 36,037,159
49,390,309 10,230,616 39,159,693
49,390,309 10,010,303 39,380,006
City of Airdrie Self Imposed Debt Limits Condition - that tax supported debt payments are less than or equal to 10% Net tax supported debt payments 3,749,211 Net General fund operating revenue 68,481,832 Debt payments as a percentage of above 5.475% Has the condition been meet (> or equal to 10%) Yes
Condition - that utility supported debt payments are less than or equal to 25% Net utility supported debt payments 75,285 Net Utility fund operating revenue 18,906,896 Debt payments as a percentage of above 0.398% Has the condition been meet (< or equal to 25%) Yes
3,748,469 70,693,695 5.302% Yes
3,806,489 75,217,659 5.061% Yes
3,785,578 84,257,819 4.493% Yes
3,003,738 92,943,481 3.232% Yes
2,597,766 102,424,473 2.536% Yes
2,350,743 112,852,848 2.083% Yes
2,944,430 124,363,907 2.368% Yes
2,944,430 136,994,698 2.149% Yes
3,106,722 136,994,698 2.268% Yes
75,285 21,456,550 0.351% Yes
32,949 23,216,851 0.142% Yes
32,949 25,140,313 0.131% Yes
0 26,135,950 0.000% Yes
0 28,489,665 0.000% Yes
0 31,151,988 0.000% Yes
0 34,081,259 0.000% Yes
0 40,795,572 0.000% Yes
0 40,795,572 0.000% Yes
Developer funded debt Information Developer funded - roads Developer funded - utility Total developer funded payments
1,425,227 997,988 2,423,215
1,922,784 1,529,443 3,452,227
2,235,983 1,529,443 3,765,426
2,289,101 1,529,443 3,818,544
2,769,763 1,529,443 4,299,206
3,332,502 1,529,443 4,861,945
4,005,701 1,529,443 5,535,145
4,603,207 1,529,443 6,132,650
5,756,742 1,529,443 7,286,186
5,592,954 1,310,627 6,903,581
Debt Payment Affect on Operating Budget Debt payments on the basis of current debt Add: New payments added Total Debt Payments year over year change
6,159,174 88,537 6,247,711 41,549
6,069,895 1,206,086 7,275,981 1,028,270
5,760,238 1,844,626 7,604,864 328,883
5,547,521 2,089,551 7,637,071 32,207
4,600,051 2,702,894 7,302,944 -334,127
4,194,079 3,265,632 7,459,711 156,767
3,947,056 3,938,832 7,885,888 426,177
3,947,056 5,130,025 9,077,081 1,191,193
3,947,056 6,283,560 10,230,616 1,153,535
3,564,451 6,445,852 10,010,303 -220,313
501,000 2,423,215
875,000 3,452,227
575,000 3,818,544
150,000 7,286,186
125,000 6,903,581
4,393,527
2,597,766
150,000 5,535,145 0 2,500,743
125,000 6,132,650
4,698,754
675,000 4,299,206 0 3,678,738
0 4,861,945
4,325,496
250,000 3,765,426 0 4,089,438
3,069,430
3,094,430
3,231,722
748,549 748,549
1,121,807 373,258
512,491 -609,316
816,580 304,089
101,791 -714,789
-979,181 -1,080,972
-1,076,204 -97,023
-507,517 568,687
-482,517 25,000
-345,225 137,292
Add increase to transfers to reserve for capital Less: Developer supported repayment of debt Add: Contributions directly from operating Total Impact on Operating Budget Difference over (under) 2013 Operating Budget Difference year over year
445
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2014-2023 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Debt per Capita Calculation Population projections Outstanding Debt Developer funded debt Roads Utility Total developer funded debt Utility Rate payer funded debt Tax payer supported debt Total Outstanding Debt Per Capita Developer funded Debt Utility Rate payer funded debt Tax payer supported debt Debt per capita
52,286
55,162
58,196
59,941
61,740
63,592
65,500
67,465
69,489
71,573
14,803,771 16,072,798 30,876,570
18,629,160 15,111,416 33,740,576
19,897,775 14,112,777 34,010,552
24,925,874 13,075,391 38,001,265
29,162,037 11,997,705 41,159,742
34,230,968 10,878,099 45,109,067
38,044,595 9,714,891 47,759,486
47,047,301 8,506,325 55,553,626
43,296,520 7,250,574 50,547,094
43,821,910 6,188,615 50,010,526
129,857
60,728
31,195
0
0
0
0
0
0
0
28,263,684
28,321,148
25,811,758
22,979,473
20,798,289
18,934,855
23,676,184
21,620,424
21,182,769
26,273,091
59,270,111
62,122,452
59,853,505
60,980,738
61,958,031
64,043,922
71,435,669
77,174,050
71,729,863
76,283,617
591 2 541 1,134
612 1 513 1,126
584 1 444 1,028
634 0 383 1,017
667 0 337 1,004
709 0 298 1,007
729 0 361 1,091
823 0 320 1,144
727 0 305 1,032
699 0 367 1,066
446
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014 - 2023 BUDGET YEAR 2014
Total
2014
2014
2014
2014
2014
Total
Project
Expense
Grants
Debentures
Reserves
Other
Revenue
Cost TOTAL ALL PROJECTS TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
1,459,500
(1,459,500)
(1,459,500)
000021 Collector Roadway Rehabilitation
414,750
(414,750)
(414,750)
000022 Local Roadway Rehabilitation
582,750
(582,750)
(582,750)
000023 Traffic Signals
405,800
(405,800)
(405,800)
36,750
(36,750)
(36,750)
3,649,300
(3,649,300)
(3,649,300)
000536 Pedestrian Bridge Nose Creek at Yankee Valley Blvd.
236,250
(236,250)
(236,250)
000537 Channel screen and grinder Main Street Lift Station
179,550
(179,550)
(179,550)
000597 Cross Connection of Water Supply Line
1,365,000
(1,365,000)
(1,365,000)
000598 Land for Park & Ride
1,149,750
(1,149,750)
(1,149,750)
000608 Construction - Park & Ride
1,184,820
(1,184,820)
(1,184,820)
833,700
(833,700)
(833,700)
25,360
(25,360)
(25,360)
000665 Repair and replace sewer main 10B-46 to 10B-49 (Eastlake Blvd)
189,000
(189,000)
(189,000)
Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUN
11,712,280
(11,712,280)
(11,712,280)
000024 Pedestrian Signals 000193 Relocation of Main Street Fire Station
000624 2nd Ave Watermain Replacement/Rehab 000663 Phase II Spray Park
OFFSITE LEVY FUNDED PROJECTS 000212 40th Ave - 8th St to Reynolds Gate
6,577,060
(3,331,160)
(6,577,060)
000436 40th Avenue - 8th to Windsong Dr
3,885,000
(3,885,000)
(3,885,000)
78,750
(78,750)
(78,750)
(7,294,910)
(10,540,810)
000548 Arterial Landscaping Total OFFSITE LEVY FUNDED PROJECTS
10,540,810
(3,245,900)
(3,245,900)
VEHICLES & MOBILE EQUIPMENT 000185 Additional One and One Quarter Ton Truck
76,650
(76,650)
(76,650)
000205 4X4 Truck
30,660
(30,660)
(30,660)
000272 Fleet Unit 105 (Skid Steer)
45,990
(45,990)
000297 Replace Fleet Unit 324 (Parks Mower)
66,430
(62,930)
000301 Fleet Unit 263 (PW Truck)
51,700
(51,700)
000302 Fleet Unit 266 (PW sander/plow)
241,190
000303 Fleet Unit 267 (Water/sewer truck)
(45,990) (3,500)
(66,430)
(238,690)
(2,500)
(241,190)
(51,700)
421,060
(418,560)
(2,500)
(421,060)
000306 Fleet Unit 327 (Parks 11' mower)
95,050
(88,050)
(7,000)
(95,050)
000307 Fleet Unit 329 (Parks mower)
66,430
(63,430)
(3,000)
(66,430)
276,420
(266,420)
(10,000)
(276,420)
000385 Parks operations utility vehicle
22,480
(22,480)
(22,480)
000529 Chief Officer Vehicle
45,990
(45,990)
(45,990)
000547 All purpose vehicle (Gator)
22,995
(22,995)
(22,995)
000639 Work van for Sewer - Commercial and Industrial Monitoring Progr
44,970
(44,970)
(44,970)
000641 Hydraulic Breaker for track excavator
81,760
(81,760)
(81,760)
000642 Lab equipment Industrial monitoring
26,570
(26,570)
(26,570)
000643 Upgrade Hydraulic Drive and controls unit # 25
21,460
(21,460)
000645 Replace Parks Utility Vehicle (unit 306)
28,110
(27,110)
000649 Potable Water Trailer - Emergency Service
61,320
(61,320)
(61,320)
102,200
(102,200)
(102,200)
000320 Fleet Unit 281 (Sweeper)
000651 Replacement Bush Buggies 000655 New Utility Van for new FTE position
(21,460) (1,000)
(28,110)
41,700
(41,700)
1,871,135
(1,841,635)
746,060
(746,060)
84,000
(84,000)
(84,000)
000051 Chinook Winds Site Development
436,910
(436,910)
(436,910)
000085 Irrigation
Total VEHICLES & MOBILE EQUIPMENT
(41,700) (29,500)
(1,871,135)
PROJECTS FUNDED FROM OTHER SOURCES 000026 Land Acquisition 000046 East Lake Athletic Park Completion
(746,060)
157,500
(157,500)
(157,500)
000109 Replacement PC's
45,710
(45,710)
(45,710)
000112 Life Cycle Server Replacement
39,860
(39,860)
(39,860)
447
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014 - 2023 BUDGET YEAR 2014
Total
2014
2014
2014
2014
2014
Total
Project
Expense
Grants
Debentures
Reserves
Other
Revenue
Cost 000239 IT Capital Budget Pool
383,250
(383,250)
74,610
(74,610)
(74,610)
000246 Parks - Pathways Program
164,850
(164,850)
(164,850)
000261 Playground Lifecycle Replacement
(166,590)
000240 Life Cycle Replacement Switches
(383,250)
166,590
(166,590)
000449 Waterway Enhancements
52,500
(52,500)
000491 Life Cycle Fitness Equipment
70,520
(63,420)
000499 Pool Mechanical
51,750
(51,750)
(51,750)
000507 Copiers
56,000
(56,000)
(56,000)
000510 15 East Lake Hill Roof Replacement
42,000
(42,000)
(42,000)
000557 Deep Tine Aerator
35,770
(35,770)
(35,770)
603,750
(603,750)
(603,750)
000574 Pedestrian Bridge Lifecycle
99,750
(99,750)
(99,750)
000578 Ron Ebbesen Arena Access(Lenel)
62,100
(62,100)
(62,100)
000579 Lifecycle Plainsmen Ice Resurfacer
194,180
(194,180)
(194,180)
000612 Land Management
306,600
(306,600)
(306,600)
000621 Replacement of Sound Fence
133,880
(133,880)
(133,880)
000640 2 GPS Units for Condition Assessment
13,280
(13,280)
(13,280)
000652 Complete card access and basic security at ancillary buildings
35,770
(35,770)
(35,770)
100,000
(100,000)
(100,000)
000567 Salt Storage Facility upgrades
000654 Electronic Document Management System 000662 Civic Spaces - 2nd Floor Lobby Renovations 000666 Parks Operations Building - Chinook Winds Total PROJECTS FUNDED FROM OTHER SOURCES
(70,520)
73,500
(73,500)
(73,500)
1,068,000
(1,068,000)
(1,068,000)
5,298,690
Total TOTAL TAX SUPPORTED PROJECTS
(52,500) (7,100)
29,422,915
(11,712,280)
(3,245,900)
(5,291,590)
(7,100)
(5,298,690)
(14,428,135)
(36,600)
(29,422,915)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000150 Unmanned Recycling Facility
108,715
(108,715)
000294 Fleet Unit 258 (Utilities Van)
41,700
(39,200)
(2,500)
(108,715)
000300 Fleet Unit 262 (Utilities Van)
41,700
(38,700)
(3,000)
000538 South Reservoir Generator and Electrical Upgrade
194,250
(194,250)
000554 Infrastructure Crew Tandem Dump Truck
178,850
(178,850)
Total GENERAL UTILITY-SUPPORTED PROJECTS
565,215
(559,715)
(41,700) (41,700) (194,250) (178,850)
(5,500)
(565,215)
UT OFFSITE LEVY FUNDED PROJECTS 000213 Reservoir Pumphouse - West Airdrie
12,600,000
000573 Cross connect 24" sewer forcemains
150,780
Total UT OFFSITE LEVY FUNDED PROJECTS
(6,210,000)
12,750,780
Total TOTAL UTILITY SUPPORTED PROJECTS
(6,210,000)
13,315,995
Total TOTAL ALL PROJECTS Total All Projects
448
(6,390,000)
(12,600,000)
(150,780)
(150,780)
(6,540,780)
(12,750,780)
(6,210,000)
(7,100,495)
(5,500)
(13,315,995)
42,738,910
(11,712,280)
(9,455,900)
(21,528,630)
(42,100)
(42,738,910)
42,738,910
(11,712,280)
(9,455,900)
(21,528,630)
(42,100)
(42,738,910)
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014-2023 BUDGET YEAR 2015
2015
2015
2015
2015
2015
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
TOTAL ALL PROJECTS TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
818,380
(818,380)
(818,380)
000021 Collector Roadway Rehabilitation
545,580
(545,580)
(545,580)
000022 Local Roadway Rehabilitation
409,190
(409,190)
(409,190)
000023 Traffic Signals
329,810
(329,810)
(329,810)
000258 Nose Creek Regional Park Enhancement
184,100
(184,100)
(184,100)
11,262,610
(11,262,610)
(11,262,610)
000400 Permanent Snow Dump/Melt Site
111,800
(111,800)
(111,800)
000489 Rehabilitation of Annexation Roads
167,700
(167,700)
000389 Library Expansion
(167,700)
000494 Civic Spaces
2,700,000
000498 Plainsmen Change Rooms
2,012,400
(2,012,400)
631,200
(631,200)
(631,200)
2,104,000
(2,104,000)
(2,104,000)
000607 Transit Zone Improvements
205,710
(205,710)
(205,710)
000663 Phase II Spray Park
862,500
(862,500)
22,344,980
(19,644,980)
000505 Design & Construction - 4th Fire Hall 000605 Land - Transit Facility
Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUN
(2,700,000)
(2,700,000) (2,012,400)
(862,500) (2,700,000)
(22,344,980)
OFFSITE LEVY FUNDED PROJECTS 000211 YVB - Upgrade ELB to KHG 000212 40th Ave - 8th St to Reynolds Gate 000548 Arterial Landscaping Total OFFSITE LEVY FUNDED PROJECTS
593,780 10,453,300
(5,226,650)
83,850 11,130,930
(5,226,650)
(593,780)
(593,780)
(5,226,650)
(10,453,300)
(83,850)
(83,850)
(5,904,280)
(11,130,930)
VEHICLES & MOBILE EQUIPMENT 000142 Replace Fleet Unit 208 (PW Truck)
41,490
(38,990)
000181 Additional Pickup Truck
42,080
(42,080)
(42,080)
000182 Sweeper - Large
290,790
(290,790)
(290,790)
000266 Loader
115,720
(115,720)
(115,720)
40,060
(40,060)
(40,060)
290,790
(290,790)
(290,790)
000292 Fleet Unit 253 (Comm)
57,860
(57,860)
(57,860)
000299 Fleet Unit 260 (Parks Truck)
45,580
(45,580)
(45,580)
000309 Fleet Unit 269 (PW Truck)
29,250
(29,250)
(29,250)
000310 Fleet Unit 270 (Parks Truck)
29,250
(29,250)
(29,250)
315,600
(315,600)
(315,600)
000313 Fleet Unit 330 (Parks mower 48000)
56,810
(56,810)
(56,810)
000314 Fleet Unit 337 (Parks mower)
56,810
(56,810)
000280 Fleet Unit 226 (BOPS Van) 000285 Fleet Unit 265 (Sweeper)
000311 Fleet Unit 274 (PW Sander/plow)
000315 Fleet Unit 2302 (Fire Truck) 000382 New parks truck Total VEHICLES & MOBILE EQUIPMENT
894,200
(894,200) (46,920)
(894,200)
(41,490)
(56,810)
(894,200)
46,920 2,353,210
(2,500)
(1,456,510)
(46,920) (2,500)
(2,353,210)
PROJECTS FUNDED FROM OTHER SOURCES 000017 Wireless Mobile Computing
105,200
(105,200)
67,080
(67,080)
(67,080)
000051 Chinook Winds Site Development
625,940
(625,940)
(625,940)
000085 Irrigation
000037 Sign Program
(105,200)
167,700
(167,700)
(167,700)
000109 Replacement PC's
50,000
(50,000)
(50,000)
000112 Life Cycle Server Replacement
62,070
(62,070)
(62,070)
000229 Twin Arena Lobby Flooring Replacement
55,900
(55,900)
(55,900)
449
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014-2023 BUDGET YEAR 2015
000230 Front Door Upgrade
2015
2015
2015
2015
2015
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
78,260
(78,260)
(78,260)
000232 Leisure Pool Lifecycle
559,000
(559,000)
(559,000)
000239 IT Capital Budget Pool
394,500
(394,500)
(394,500)
000240 Life Cycle Replacement Switches
21,040
(21,040)
(21,040)
000244 Scanners/Plotter
28,400
(28,400)
(28,400)
000245 Parks - Landscaping Programs
126,330
(126,330)
(126,330)
000246 Parks - Pathways Program
165,164
(165,164)
(165,164)
19,990
(19,990)
(19,990)
124,136
(124,136)
(124,136)
000248 UPS for DRP Site Repl 000261 Playground Lifecycle Replacement 000267 New Mower
63,120
(63,120)
(63,120)
000270 Parkland Development
526,000
(526,000)
(526,000)
000338 Replacement Compressor Twin Arena
152,540
(152,540)
(152,540)
000339 Twin Arena Siding Upgrade
237,020
(237,020)
(237,020)
000344 Twin Arena Flooring Upgrade
72,670
(72,670)
(72,670)
000375 Colour Printer/Copier
15,390
(15,390)
(15,390)
000410 Traffic Signal Backup Power
52,600
(52,600)
(52,600)
167,700
(167,700)
(167,700)
000491 Life Cycle Fitness Equipment
94,680
(73,180)
000556 File Shelf
15,780
(15,780)
(15,780)
315,600
(315,600)
(315,600)
000485 City Hall - New Carpeting
000568 Asphalt Hot Box/Mini Recycler 000570 Liquid calcium storage expansion
(21,500)
(94,680)
52,600
(52,600)
(52,600)
106,210
(106,210)
(106,210)
000575 Lifecycle Main Pool Filter
47,340
(47,340)
(47,340)
000580 Twin Security Cameras
72,670
(72,670)
(72,670)
000584 Lifecycle Twin front door replacement
78,260
(78,260)
(78,260)
000586 Leisure Pool Spray Features Lifecycle
111,800
(111,800)
(111,800)
000587 Grouting Lifecycle in all Changing Rooms
55,900
(55,900)
(55,900)
000588 Grouting Lifecycle Deck and Steam Room
22,360
(22,360)
(22,360)
111,800
(111,800)
(111,800)
000574 Pedestrian Bridge Lifecycle
000589 Tot Pool Spray Features Lifecycle 000593 Restructure of Main Customer Service Desk
89,440
(89,440)
(89,440)
420,800
(420,800)
(420,800)
000622 New Sign Shop
86,090
(86,090)
(86,090)
000623 Wash Bay Enhancements
72,670
(72,670)
(72,670)
263,000
(263,000)
(263,000)
000613 Asset Management
000654 Electronic Document Management System Total PROJECTS FUNDED FROM OTHER SOURCES Total TOTAL TAX SUPPORTED PROJECTS
5,954,750 41,783,870
(20,539,180)
(7,926,650)
(5,933,250)
(21,500)
(5,954,750)
(13,294,040)
(24,000)
(41,783,870)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000418 Additional Pickup Trucks
46,290
(46,290)
(46,290)
000420 Mainline Sewer Camera Truck
275,620
(275,620)
(275,620)
000504 Construct hydrovac dump site
178,880
(178,880)
(178,880)
000518 Replace two non functional 24" Force main line valves
129,690
(129,690)
(129,690)
000534 Design and build Bulk Water Retail Station
302,130
(302,130)
(302,130)
1,844,700
(1,844,700)
(1,844,700)
000539 Bypass line for Syphon Break Tower
245,960
(245,960)
(245,960)
000541 RV Sanitary Station second location
420,800
(420,800)
(420,800)
3,444,070
(3,444,070)
(3,444,070)
000538 South Reservoir Generator and Electrical Upgrade
Total GENERAL UTILITY-SUPPORTED PROJECTS UT OFFSITE LEVY FUNDED PROJECTS
450
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014-2023 BUDGET YEAR 2015
2015
2015
2015
2015
2015
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
000064 Water Main Oversize
154,170
(154,170)
(154,170)
000210 Sewer Main Oversize
223,600
(223,600)
(223,600)
000411 West Lift Station Buildout
503,100
(503,100)
(503,100)
Total UT OFFSITE LEVY FUNDED PROJECTS Total TOTAL UTILITY SUPPORTED PROJECTS Total TOTAL ALL PROJECTS Total All Projects
880,870
(880,870)
(880,870)
4,324,940
(4,324,940)
(4,324,940)
46,108,810
(20,539,180)
(7,926,650)
(17,618,980)
(24,000)
(46,108,810)
46,108,810
(20,539,180)
(7,926,650)
(17,618,980)
(24,000)
(46,108,810)
451
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014-2023 BUDGET YEAR 2016
2016
2016
2016
2016
2016
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
TOTAL ALL PROJECTS TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
893,200
(893,200)
(893,200)
000021 Collector Roadway Rehabilitation
595,460
(595,460)
(595,460)
000022 Local Roadway Rehabilitation
446,600
(446,600)
(446,600)
000023 Traffic Signals
351,970
(351,970)
(351,970)
000024 Pedestrian Signals
42,410
(42,410)
(42,410)
000195 Training Feasibility Study and Land Acquisition
57,700
(57,700)
(57,700)
000258 Nose Creek Regional Park Enhancement
1,379,550
(1,379,550)
(1,379,550)
000269 Parkland Acquisition
3,246,000
(3,246,000)
(3,246,000)
000392 Traffic Calming - Centre Avenue
339,510
(339,510)
(339,510)
000393 Traffic Calming - 1st Avenue
339,510
(339,510)
(339,510)
000400 Permanent Snow Dump/Melt Site
750,100
(750,100)
(750,100)
000540 Main Street Lift Station Life cycle upgrade
138,480
(138,480)
(138,480)
000603 Local Fleet Replacement
649,200
(649,200)
(649,200)
4,875,650
(4,875,650)
(4,875,650)
14,105,340
(14,105,340)
(14,105,340)
000609 Construction - Transit Facility Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUN OFFSITE LEVY FUNDED PROJECTS 000211 YVB - Upgrade ELB to KHG 000224 8th St - 4 lane YVB to 40th Ave 000548 Arterial Landscaping Total OFFSITE LEVY FUNDED PROJECTS
415,440 5,723,840
(2,861,920)
86,550 6,225,830
(2,861,920)
(415,440)
(415,440)
(2,861,920)
(5,723,840)
(86,550)
(86,550)
(3,363,910)
(6,225,830)
VEHICLES & MOBILE EQUIPMENT 000144 Fleet Unit 216 (Fleet Truck)
129,840
(129,840)
(129,840)
000186 Additional Tandem Plow Truck
351,650
(351,650)
(351,650)
000189 Extrication Tools Replacement
102,790
(102,790)
(102,790)
000283 Fleet Unit 255 (Parks flat deck)
37,870
(37,870)
(37,870)
000286 Fleet Unit 312 (Parks Tractor)
29,210
(29,210)
(29,210)
000293 Fleet Unit 257 (Parks Flat Deck)
37,870
(37,870)
(37,870)
000304 Fleet Unit 268 (PW One ton dump)
139,580
(139,580)
(139,580)
000316 Fleet Unit 109 (Shared Loader)
216,400
(216,400)
(216,400)
000317 Fleet Unit 110 (Skid Steere)
37,870
(37,870)
(37,870)
000318 Fleet Unit 275 (Parks Truck)
36,790
(36,790)
(36,790)
000319 Fleet Unit 276 (AES Truck)
59,510
(59,510)
(59,510)
000321 Fleet Unit 284 (AME Car)
59,510
(59,510)
(59,510)
000322 Fleet Unit 332 (Parks Utility Vehicle)
28,130
(28,130)
(28,130)
000323 Fleet Unit 333 (Parks Utility Vehicle)
28,130
(28,130)
(28,130)
000383 New mower
91,970
(91,970)
(91,970)
000437 New Municipal Enforcement Vehicle
54,100
(54,100)
(54,100)
000463 Replace 343 16' Three Wing Mower
129,840
(129,840)
(129,840)
000561 New Shared Vehicle for Technicians
29,210
(29,210)
(29,210)
000569 Sander Controller upgrades
23,590
(23,590)
(23,590)
200,170
(200,170)
(200,170)
000649 Potable Water Trailer - Emergency Service
64,920
(64,920)
(64,920)
000650 3 Ton Dump Truck
81,150
(81,150)
(81,150)
108,200
(108,200)
(108,200)
2,078,300
(2,078,300)
(2,078,300)
000638 Roller packer 80" pad foot
000651 Replacement Bush Buggies Total VEHICLES & MOBILE EQUIPMENT
452
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2014-2023 BUDGET YEAR 2016
2016
2016
2016
2016
2016
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
PROJECTS FUNDED FROM OTHER SOURCES 000026 Land Acquisition
865,600
(865,600)
(865,600)
000085 Irrigation
185,790
(185,790)
(185,790)
000109 Replacement PC's
50,000
(50,000)
(50,000)
000112 Life Cycle Server Replacement
53,020
(53,020)
(53,020)
000179 Parking Lot Resurfacing
124,430
(124,430)
(124,430)
000203 Fire Training/Pump Testing Equipment
162,300
(162,300)
(162,300)
000233 Phase 1 Roof System Lifecycle
346,200
(346,200)
(346,200)
000239 IT Capital Budget Pool
432,800
(432,800)
(432,800)
000240 Life Cycle Replacement Switches
159,050
(159,050)
(159,050)
000242 Life Cycle Replacement Storage
16,230
(16,230)
(16,230)
000244 Scanners/Plotter
24,890
(24,890)
(24,890)
000245 Parks - Landscaping Programs
75,010
(75,010)
(75,010)
194,760
(194,760)
(194,760)
000246 Parks - Pathways Program 000260 Columbarium - Cemetary 000261 Playground Lifecycle Replacement 000343 HVAC Units Twin Arena 000424 Reunion Lift Station Buildout
92,320
(92,320)
(92,320)
146,070
(146,070)
(146,070)
75,740
(75,740)
755,870
(75,740) (755,870)
(755,870)
000449 Waterway Enhancements
54,100
(54,100)
000491 Life Cycle Fitness Equipment
86,560
(67,060)
000507 Copiers
18,280
(18,280)
(18,280)
000546 Quad Ball Diamond
324,600
(324,600)
(324,600)
000560 Construction RV sanitary station
132,710
(132,710)
(132,710)
000577 Lifecycle Dive Tank Filter
48,690
(48,690)
(48,690)
000591 Main Pool Lifecycle
17,310
(17,310)
(17,310)
000592 Waterslide Addition
346,200
(346,200)
(346,200)
000621 Replacement of Sound Fence Total PROJECTS FUNDED FROM OTHER SOURCES Total TOTAL TAX SUPPORTED PROJECTS
(54,100) (19,500)
(86,560)
108,200
(108,200)
4,896,730
(4,121,360)
(775,370)
(4,896,730)
(9,563,570)
(775,370)
(27,306,200)
27,306,200
(14,105,340)
(2,861,920)
(108,200)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000150 Unmanned Recycling Facility
115,100
(115,100)
(115,100)
000208 Water Repair Truck
180,700
(180,700)
(180,700)
000422 Sewer Flushing Truck
378,700
(378,700)
(378,700)
69,240
(69,240)
(69,240)
000534 Design and build Bulk Water Retail Station
360,050
(360,050)
(360,050)
000541 RV Sanitary Station second location
378,700
(378,700)
(378,700)
1,482,490
(1,482,490)
(1,482,490)
1,482,490
(1,482,490)
000503 Install pipe inspection gauge launcher (4) and retriever(4) for 24" f
Total GENERAL UTILITY-SUPPORTED PROJECTS Total TOTAL UTILITY SUPPORTED PROJECTS Total TOTAL ALL PROJECTS Total All Projects
(1,482,490)
28,788,690
(14,105,340)
(2,861,920)
(11,046,060)
(775,370)
(28,788,690)
28,788,690
(14,105,340)
(2,861,920)
(11,046,060)
(775,370)
(28,788,690)
453
CITY OF AIRDRIE RESERVE FUND SUMMARY RESERVE PURPOSE
Operating Reserve - General Operating Reserve - Utility Stabilization
Opening
Budgeted
Estimated
Budgeted
Estimated
Budgeted
Balance
Draws
Adds
Year End
Draws
Adds
Year End
Draws
Adds
Year End
2014
2014
2014
Balance 2014
2015
2015
Balance 2015
2016
2016
Balance 2016
(8,583,413)
403,000
(774,748)
774,748
(400,730)
(8,581,143)
15,000
(554,650)
(9,120,793)
942,700
Estimated
(658,560)
(8,836,653)
Operating Reserve - MRTA
(3,827)
(3,827)
(3,827)
(3,827)
Operating Reserve - Employee Recognition Fund
(3,000)
(3,000)
(3,000)
(3,000)
Operating Reserve - Future Development Engineering
(47,000)
47,000
Operating Reserve - T and C Centre
(7,598)
(7,598)
(7,598)
(7,598)
Operating Reserve - Snow Removal
(100,000)
(100,000)
(100,000)
(100,000)
Operating Reserve Social - Planning
(51,495)
(51,495)
(51,495)
(51,495)
Operating Reserve - Assessment
(53,599)
(53,599)
(53,599)
(53,599)
Operating Reserve - Twinning
(72,934)
(72,934)
(72,934)
(72,934)
Operating Reserve - Skateboard Park
(30,000)
(30,000)
(30,000)
Operating Reserve - Cemetary
(30,800)
Capital Reserve - Waste Management
(2,501,824)
(9,000)
(39,800)
(9,000)
(48,800)
926,215
(300,000)
(1,875,609)
(150,000)
(2,025,609)
(30,000) (9,000)
(57,800)
115,100
(250,000)
(2,160,509)
Capital Reserve - Parks
(207,138)
675,820
(575,000)
(106,318)
572,630
(675,000)
(208,688)
716,630
(675,000)
(167,058)
Capital Reserve - Fleet Asset Management
(804,878)
1,289,540
(775,000)
(290,338)
803,200
(900,000)
(387,138)
1,042,830
(925,000)
(269,308)
Capital Reserve - Information Technology
(123,448)
531,430
(461,000)
(53,018)
576,000
(636,000)
(113,018)
735,990
(661,000)
(38,028)
(3,051,144)
831,470
(880,000)
(3,099,674)
2,193,120
(1,100,000)
(2,006,554)
956,230
(1,350,000)
(2,400,324)
Capital Reserve - General Water Capital Reserve - General
(4,476,869)
1,530,970
(400,000)
(3,345,899)
3,230,190
(450,000)
(565,709)
999,270
(475,000)
(41,439)
(15,780,850)
9,466,197
(8,054,710)
(14,369,363)
7,827,064
(11,043,172)
(17,585,471)
6,465,493
(12,741,259)
(23,861,238)
Capital Reserve - Developers Contribution Recreation
(965,863)
1,504,910
(1,651,439)
(1,112,392)
1,151,940
(2,003,509)
(1,963,961)
(2,352,147)
(4,316,109)
Capital Reserve - Roads
(296,465)
(296,465)
52,600
Capital Reserve - Transit
(53,734)
(53,734)
Capital Reserve - Roads Offsite
Capital Reserve - General Sewer
(1,698,490)
Capital Reserve - Sewer Offsite Capital Reserve - Water Offsite Capital Reserve - General Recreation
(243,865)
(243,865)
(53,734)
(53,734)
368,605
(658,500)
(1,988,385)
1,250,950
(883,500)
(1,620,935)
890,110
(1,083,500)
(1,814,325)
(6,768,456)
822,765
(1,721,330)
(7,667,021)
1,398,685
(2,077,650)
(8,345,985)
671,985
(2,376,314)
(10,050,315)
(6,028,707)
6,716,003
(2,558,489)
(1,871,193)
1,011,628
(3,436,172)
(4,295,737)
857,458
(3,991,771)
(7,430,050)
(309,971)
415,200
(175,000)
(69,771)
329,100
(400,000)
(140,671)
548,260
(450,000)
(42,411)
Capital Reserve - Cash in Lieu
(1,104,761)
(1,104,761)
(1,104,761)
(1,104,761)
Capital Reserve - Recreation Centre
(2,136,976)
(2,136,976)
(2,136,976)
(2,136,976)
Capital Reserve - Carry Forward
(718,170)
(718,170)
(718,170)
Capital Reserve - Building
(575,465)
42,000
(375,000)
(908,465)
915,020
(425,000)
(418,445)
124,430
(450,000)
(744,015)
(57,361,623)
26,345,873
(18,995,198)
(50,010,948)
21,327,127
(24,743,653)
(53,427,473)
15,066,486
(28,448,551)
(66,809,541)
Total All Projects
454
(718,170)