2015 COUNCIL APPROVED BUDGET Building blocks to Airdrie's future
2015 City of Airdrie Budget
2
TABLE OF CONTENTS Introduction ................................................................................................................................................... 4 Community Profile ......................................................................................................................................... 7 Mayor’s Message ........................................................................................................................................ 16 Core Values ................................................................................................................................................ 17 2015-2017 Strategic Priorities Summary .................................................................................................... 18 City Manager’s Message............................................................................................................................. 20 City Treasurer’s Message ........................................................................................................................... 21 Corporate Priorities 2015 ............................................................................................................................ 23 Strategic Goals and Strategies ................................................................................................................... 24 Current Issues Facing the City of Airdrie .................................................................................................... 27 City Administration ...................................................................................................................................... 31 Budget Funds .............................................................................................................................................. 33 The Budget Process.................................................................................................................................... 34 Budget Assumptions & Trends ................................................................................................................... 35 Conclusion .................................................................................................................................................. 39 Budget Overview ......................................................................................................................................... 41 2015 Operating Fund Budget Overview...................................................................................................... 43 Summary of Major Revenues and Expenditures ........................................................................................ 49 2015 Operating Budget Highlights .............................................................................................................. 59 2015 - 2024 Capital Planning and Capital Improvement Program Overview ............................................. 62 2015 - 2024 Reserve Fund Overview ......................................................................................................... 69 2015 Capital Project Summary ................................................................................................................... 74 APPENDIX I - FISCAL GUIDELINES & POLICIES .................................................................................... 80 APPENDIX II - GLOSSARY ........................................................................................................................ 86 APPENDIX III - ACRONYMS ...................................................................................................................... 89 APPENDIX IV - 2014 STRATEGIC PLANNING CALENDAR .................................................................... 95 APPENDIX IV - BUSINESS PLANS AND OPERATING BUDGETS .......................................................... 97 Property Taxes and General Revenue ........................................................................................... 100 City Council ..................................................................................................................................... 109 City Manager ................................................................................................................................... 115 People and Organizational Effectiveness ....................................................................................... 156 Corporate Services ......................................................................................................................... 175 Community Safety ........................................................................................................................... 228 Community Infrastructure ................................................................................................................ 283 Community Services ....................................................................................................................... 339 Environmental Services .................................................................................................................. 425 APPENDIX V - OPERATING BUDGET SCHEDULES ............................................................................. 451 APPENDIX VI - CAPITAL PLAN ............................................................................................................... 475 _____________________________________________________________________________________________ © City of Airdrie, All rights reserved For additional copies, contact Finance Services at finance@airdrie.ca City of Airdrie, 400 Main Street SE, Airdrie, AB, T4B 3C3 Tel: 403.948.8800; Fax 403.948.6567; www.airdrie.ca
2015 City of Airdrie Budget
3
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, 2014. 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.
2015 City of Airdrie Budget
4
INTRODUCTION
Approximately 3,800 people are expected to move to Airdrie in 2015 – or about ten new people each day. This annual population growth of seven per cent is directly related to a strong economy and a high quality of life. With the exception of one year, population growth for the past fourteen years has exceeded 5.7 per cent. The average growth for the same period is 7.8 per cent, more than doubling the benchmark of sustainable growth. Over the next three years, growth is expected to increase by seven per cent each year. Planning for the annexed lands (79 quarter sections) is underway. Development activity is projected to be 210 acres in 2015, 215 acres in 2016 and 200 acres in 2017. This is about 50-65 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. Rapid population growth, economic strength and cost inflation can create challenges for the City. Airdrians have come to expect a very high standard of living, where the City supports a wide range of amenities, civic services, convenience, accessibility, mobility, and vibrant leisure opportunities. Meeting these expectations in a growth environment requires good planning and continuing investment in core services and programs. 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 nonresidential is critical for the sustainability of the community. The most recent Citizen Satisfaction Survey (2014) indicated that 97 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
2015 City of Airdrie Budget
5
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 2015 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 5,331 residents and maintain service levels. All this, while continuing to remain innovative, incorporate strategic priorities and keep tax increases reasonable. Council Budget Committees’ deliberations on the 2015 Operating Budget included an approval of 4.77 per cent general tax increase for all civic operations, boards and commissions. Personnel costs account for just over 42 per cent of the operating expenditures of the City – a percentage that has remained relatively constant over past years. Personnel cost increases are included in the approved 2015 budget to cover new personnel related to maintaining services. In the development of this budget, all department submissions were subject to enhanced scrutiny. Administration evaluated opportunities for additional revenue, productivity enhancements and alternative service delivery. The approved 2015 budget continues to advance Council’s priorities for Airdrians while keeping taxes affordable and user fees reasonable. The 2015 approved operating budget recommends a 4.77 per cent tax increase. The recommended budget aims to maintain current levels of service and 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 the residential curbside organics program. A separate Capital Budget determines the investment in Airdrie’s infrastructure; the construction/enhancement of buildings like recreation centres, fire stations and libraries; transportation assets like roads and bridges; and neighbourhood parks and playgrounds. The 2015 proposed capital budget of $45.3MM focuses primarily on upgrading and maintaining roads, the 40th Avenue – Reynolds Gate to Main Street project, the design for the library expansion, construction related to civic spaces, land for a permanent snow dump/melt site, upgrades to the south reservoir, and construction of a park and ride facility for transit. The budgeting for operations and capital is separate because they are delivered in different ways – daily operations, compared to long-term projects – and because there are revenue sources available for capital programs that do not apply to operation programs.
2015 City of Airdrie Budget
7
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 – 54,891 (2014 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
2015 City of Airdrie Budget
8
Airdrie’s Demographics The City of Airdrie continues to be one of the fastest growing communities in Canada, with a population just under 55,000 in a 56 square kilometer area. Airdrie grew 10.76 per cent last year to 54,891 residents. The population has more than doubled in the last ten years!
Airdrie Population 2005-2014 60,000 40,000 20,000 -
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: City of Airdrie Civic Census, 2014
Airdrie is one of Canada's fastest-growing communities. On average, fourteen people moved here per day during 2013. 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% 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 50-54 years
•
Females outnumber males in 9 out of 17 age groups
•
93.9 per cent of Airdrie's population is under 65 years old
•
72.2 per cent is under 45 years old
•
36.0 per cent is under 25 years old
2015 City of Airdrie Budget
9
Airdrie’s Population by Age Group and Gender
75+ 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 17-19 15-16 10-14 5-9 0-4 -
1,000
2,000
3,000 Male
4,000
5,000
6,000
Female
Source: City of Airdrie Civic Census, 2014 *Gender and/or ages were unknown for 4,418 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 Within Alberta Own home 7% 4% Calgary Region 9%
Airdrie 28%
Another Province / Outside Canada 2% Calgary 50% Source: City of Airdrie Civic Census, 2013
2015 City of Airdrie Budget
10
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.
2015 City of Airdrie Budget
11
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.
Airdrie Economic Indicators, 2010 to 2014 Indicator
2010
2011
2012
2013
2014
Population
39,822
43,155
45,711
49,560
54,891
Population Growth
4.54%
8.37%
5.92%
8.42%
10.76%
Housing Permits (# of units R-1 to R-5)
993
1,070
1,520
1,772
1,500
Residential Sales (# of units R-1 to R-5)
880
768
962
1,323
1,697
Residential Average Sale Price – Single Family ($)
$362,978
$360,836
$370,277
$388,625
$427,881
Residential Average Sale Price – Condominium ($)
$216,761
$210,303
$218,897
$239,713
$257,195
Residential Building Construction Value ($)
$188,661,501
$187,056,526
$257,669,711
$297,824,842
$289,641,529
280
171
180
271
279
$56,300,838
$71,998,710
$45,538,962
$73,465,953
$75,946,031
2,564
2,695
2,841
3,180
3,325
Commercial / Industrial Permits (#) Commercial / Industrial Construction Value ($) Total Business Licenses (#)
Sources: City of Airdrie Planning, Building Inspections and Civic Census; RE/MAX Rocky View (2007-2010), the Carre Group
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
2015 City of Airdrie Budget
12
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 7.29 per cent of the annual property tax levy in 2014, generating $4,279,435 in tax revenue
Employers over 100 Employees (includes full-time, part-time and casual) Business Name
Description (NAICS Classification)
Propak Systems Ltd.
Mining, oil and gas field machinery manufacturing
Rocky View Schools
Elementary and secondary schools (includes board administration)
462
City of Airdrie
Municipal Government
445
Walmart Canada Corp.
Warehouse clubs and superstores
400
Real Canadian Superstore
Supermarkets and other grocery stores
300
Fortis Alberta Inc.
Power and communication line and related structures construction
254
Canada Safeway
Supermarkets and other grocery stores
200
First Student Canada
Urban transit systems
175
ADESA Calgary
New and used automobile /light-duty truck wholesalerdistributor
160
McDonald’s Restaurant
Fast food restaurant
160
Eaton Industries Canada Co.
Low voltage control assemblies
158
Catholic School Board
Elementary and secondary schools (includes board administration)
149
Techmation Electric & Controls Ltd.
Electrical contractors
143
Costco Wholesale
Distribution Centre
135
Bethany Care Centre
Nursing Care Facilities
131
Co-op Airdrie Centre
Supermarkets and Other Grocery Stores
130
Condillo Foods Ltd.
Snack Food Manufacturing
123
Cam Clark Ford Sales Ltd.
Automobile Dealers
104
The Home Depot
Home Centers
101
Sobeys
Supermarkets and Other Grocery Stores
100
Canadian Tire
Department Stores
100
Source: City of Airdrie, Economic Development
Employees 1,049
2015 City of Airdrie Budget
13
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 4.6 per cent annual increase in business licenses. Airdrie has a thriving home-based business sector. More than one third of Airdrie’s businesses are established in the home. 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 a.m. to 10 p.m. daily; the center 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
2015 City of Airdrie Budget
14
Emergency Services The City of Airdrie strives to provide many services for a safe community, including: Department
Staff
Primary Function
Fire Department
64 Firefighters
Provides high quality timely emergency support services to enhance the safety of the community
Police Services
49 RCMP Officers,
RCMP is contracted to provide police services for citizens, City provides civilian administration support
13.50 Administrative Staff Municipal
10 Peace Officers,
Enforcement
3.50 Administrative Staff
Enforces local legislation, animal control, some Provincial legislation and minor criminal code offenses
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
•
Splash park
•
Skate park
Transportation Airdrie’s pathway network has been significantly expanded 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 the majority of 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.
2015 City of Airdrie Budget
15
Utilities The City of Airdrie operates the water, sewer and waste management utilities. Electricity and natural 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.
Taxation Airdrie boasts some of the lowest property taxes in the province. When 2013 taxes were compared to six other Alberta cities (in similar population range), Airdrie reported the lowest net municipal property taxes in the grouping, at 55 per cent below the median value.
Net Municipal Property Taxes Per Capita
2015 City of Airdrie Budget
16
MAYOR’S MESSAGE Our city’s growth continues to be a significant influence on our budget – Airdrie’s population grew 10.76 per cent last year, compared to 8.42 per cent the year prior. People are choosing Airdrie because of our friendly community and our excellent recreational and arts choices. Our challenge is to continue to develop our community in a way that makes sense today and tomorrow, and to maintain our infrastructure and services through rapid growth. Following the direction set through our 2015 Strategic Priorities, Council approved the City of Airdrie’s 2015 operating and capital budgets in December 2014. We are investing a significant amount of funds into maintaining and, where appropriate, upgrading our existing water and sewer utility infrastructure. For instance, there will be a major upgrade to the main water reservoir that has served the City for over thirty years. While previously funded from development charges, 2015 will also see the opening of a new water reservoir in the Windsong area. A major capacity expansion (also funded by development charges) is planned for one of our main sanitary lift stations while detailed design work will commence to upgrade another lift station that is nearing the end of its life-cycle. A major transportation investment that the City is making consists of the construction of an arterial roadway link on 40th Avenue between Main Street and Reynolds Gate, including a grade-separated crossing at the CP Rail tracks. Once completed, this will also allow for connection to a future Highway 2 partial interchange (subject to provincial funding). As you may have heard, we are closing the pools at Genesis Place in the fall for three months in order to retile the entire aquatic centre. It will be a significant interruption to Genesis Place users, but a necessary inconvenience to ensure we are properly maintaining this facility. We’ll also be improving the infrastructure at the Chinook Winds Splash Park and there are plans to add additional features to the splash park. Residents have always told us that feeling safe day or night in our community is important, and we have proven our commitment to community safety by budgeting for the addition of eight new RCMP officers. I appreciate the active interest that our residents take in their local government and have enjoyed hearing from residents about the issues that matter to them. The 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. I hope you’ll take the time to stay informed about the budget and continue to help us shape our city.
Peter Brown Mayor
We commit to the following values in support of our vision, mission and corporate culture: CORE VALUES Open dialogue We commit to: •
Exchange ideas through respectful open dialogue at all levels between and within departments
•
Seek and actively listen to feedback from customers and each other, regardless of position
•
Declare our breakdowns and resolve them with each other directly
•
Listen respectfully to all ideas and ways of thinking
•
Acknowledge all key feelings and be authentic
Ownership We commit to: •
Question whether our actions and core services align with the mission and vision
•
Negotiate clear outcomes for work to be done and for the use of resources
•
Hold each other accountable to make decisions and take action in alignment with the vision
•
Take responsibility for our individual roles in the organization’s successes/failures
•
Minimize rules and regulations in favour of guidelines
•
Make decisions at the point of service
Collaborative relationships Innovation and Entrepreneurial Spirit We commit to: • • • •
We commit to:
Work as a team to produce the best outcome for the customer
•
Consider all those affected by a decision in the process
Seek new and improved ways to deliver service to internal and external customers
•
Use roadblocks to stimulate new thinking
•
Turn over the rocks and confront the facts
•
Take responsible risks to achieve our vision/outcomes
Build relationships beyond our borders to create opportunities Embrace our uniqueness, knowing it contributes to a greater whole
Encourage the Heart Learning We commit to:
We commit to: •
Encourage healthy life styles and flexible work/life alignment
•
Engage in learning activities that enhance our core values and competencies
•
Support each other and our families
•
Take ownership for our personal and career development
•
Work safely
•
Have fun in the workplace
•
Encourage each other in fulfilling our potential
•
Celebrate successes
•
Learn from our mistakes
2015-2017 STRATEGIC PRIORITIES SUMMARY Key factors influencing decision-making: •
Ensuring goals align with AirdrieONE
•
Impacts of sustained extraordinary population growth
•
The need for more non-residential development
•
High commuter population
•
Maintenance and replacement of current infrastructure and assets
•
Securing an agreement for long-term water supply
•
The need and demand for 24-hour health care
•
Planning for an aging population
•
Engaging youth in decision-making
•
Creating and strengthening a sense of community through public events
Well-Managed Growth Desired Outcome:
A healthy economy is essential to support the quality of life in our community. The City can contribute to this goal by ensuring an adequate land base and maximizing the use of existing infrastructure to support additional industrial/commercial growth.
Goal:
To give Council options to best ready lands for industrial/commercial development, including investing in infrastructure and additional planning methods.
Actions:
Complete the northeast servicing study. Complete the northeast Community Area Structure Plan.
Sustainable Transportation Desired Outcome:
The sustainable transportation focus is on how we can move people, goods and vehicles in a way that improves sustainability, safety and convenience. In addition to adequate capacity for City roadways and regional linkages, improved Highway 2 access is essential for economic competitiveness, and for the safe and efficient movement of people and goods.
Goal:
Improve Highway 2 access through construction of another interchange.
Actions:
Increase Airdrie’s presence at the legislature to advocate for improvements. Engage developers in lobbying efforts. Determine whether engaging a professional lobbyist could assist efforts.
2015 City of Airdrie Budget
19
Economic Prosperity Desired Outcome:
For Economic Prosperity, the focus is on how we can create strong, resilient, adaptive businesses that support the community in moving towards sustainability.
Goal:
Aggressively pursue means to advance industrial business development in order to more equitably distribute the tax base and to create local employment opportunities.
Actions:
Explore the use of strategies and/or incentives to attract targeted businesses and institutions. Market the plan for the annexed lands, conveying that industrial business development is high priority for Council and Administration.
Fiscal Responsibility Desired Outcome:
Sustainability requires us to look at short and long-term implications of our decisionmaking. To achieve success, the City can ensure ongoing fiscal stewardship through longrange financial planning, responsible asset management and budgeting practices.
Goal:
Establish a fiscal sustainability framework.
Actions:
Determine key principles and approach to risk mitigation. Review and update existing financial policies. Identify and create any new policies required (e.g. tax stabilization policy).
Note: These priorities are not Council’s only goals for the community. They are deemed to be the areas of highest priority today that will best position Airdrie for the future.
2015 City of Airdrie Budget
20
CITY MANAGER’S MESSAGE Providing exceptional municipal service is a challenge in a city experiencing rapid population growth; Airdrie experienced a 10.76 per cent growth rate in 2014. The 2015 budget is designed to build a strong foundation of fiscal sustainability and ensure we maintain our enviable financial position. This year the operating budget is set at $110 million, with an approved 4.77% tax investment by citizens. One initiative important to our city’s future is our asset management project. Public infrastructure is important to our quality of life in Airdrie, and a sound asset management program ensures that investments are made at the right time to reduce the need for future repair and rehabilitation costs and maintain our City’s assets in excellent condition. The staff at the City continues to deliver great value for the tax dollar – Airdrie is amongst the lowest per capita in expenditures and municipal property taxes, as measured against the other mid-sized Alberta cities. Our continued dedication to providing good customer service is reflected in the recent implementation of MyAirdrie, a service that allows residents and business owners to manage a number of transactions with the City online at airdrie.ca. This initiative brought together Council’s Strategic Priority of increasing the City’s web-based options to enable our citizens and businesses to conduct their business needs with the City with the Corporate Priority of providing responsive customer service. We aim to transform the citizen, business and employee experience with the technology we have available, to save our customers the time and expense of in-person transactions. My sincerest thanks go to the members of our finance team, who compiled the enclosed information and continuously seek to educate, inform and engage residents on budgetary matters. Thank you especially to our Council for putting in long hours to make important decisions on behalf of our great community. As we prepare for a year of continued population growth and an uncertain economy, we encourage our residents to get involved in the dialogue with the City, and thank those who have been part of the ongoing conversation about City resources and services. We value the feedback we receive from our residents and business owners. This feedback is what helps us shape Airdrie into one of the best places – maybe the best place – to live in Canada.
Paul Schulz Chief Administrative Officer
2015 City of Airdrie Budget
21
CITY TREASURER’S MESSAGE The City’s operating budget and capital plan demonstrates strong fiscal management. The plans are developed under the umbrella of AirdrieONE and facilitate various City master plans. Administration continues to adhere to stringent budgeting processes which promote diligent cost controls and full transparency. Financial plans aim to continue to deliver services that our community has grown to rely on and enjoy. The three year operating budget not only looks to balance cost and revenue sources for 2015 but also lends an eye to the future years as well. This is very important considering the rapid growth the City experiences. Community needs in areas such as safety, transportation and recreation increase quickly, making long-term financial planning critical in such an environment. The approved plan looks to level out the need for additional revenues by anticipating future year needs and costs. The ten-year capital plan is key to the long-term sustainability of the City. City assets are required to deliver essential service to the community. Capital needs over the full ten years are identified, funding is determined, and financial stability factors are tested. Financial plans require adequate resources for the maintenance, operation and life cycling of these assets. The launch of the Asset Management Program will continue to frame necessary processes and practices required to protect the City’s high investment placed in assets such as fleet, roadways, city buildings, and water & sewer infrastructure. Budget processes evolved over 2014 in order to meet the demands of a larger organization and reflect the added complexities to City operations. Changes have been made to Council methods used to deliberate budget and the Council Budget Committee (CBC) was created. Council members now actively take part in all aspects of the budget deliberation process. Starting in 2015, additional steps will be put in place to foster more citizen engagement into the budget process. The Council approved 2015 financial plan demonstrates strong stewardship over financial health. Council has endorsed the 2015 Strategic Priority for Fiscal Responsibility. It is through this priority that a fiscal framework will be established, the current financial policies will be renewed and additional policies will be developed, thus allowing for stronger stability for the community.
Lucy Wiwcharuk, BMgmt., CMA City Treasurer
2015 City of Airdrie Budget
23
CORPORATE PRIORITIES 2015 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.
Known For Our Good Customer Service Pursue options to facilitate commercial and industrial growth by reviewing the complete development cycle and approval process through the lens of the customer. •
C1/15: 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.
2015 City of Airdrie Budget
24
STRATEGIC GOALS AND STRATEGIES The 2015 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.
2015 City of Airdrie Budget
25
The Planning Cycle The City conducts its annual Citizen Satisfaction 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 Senior Leadership Team.
Annual Strategic Planning Process for the City of Airdrie
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 April 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 and/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.
2015 City of Airdrie Budget
26
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.
2015 City of Airdrie Budget
27
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 three 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 fourteen years, population growth has exceeded 5.7 per cent and has been more than 4.3 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.
Policy Issues Well-Managed Growth Goal: To give Council options to best ready lands for industrial/commercial development, including investing in infrastructure and additional planning methods. •
Initiative: Complete the northeast servicing study as well as the northeast Community Area Structure Plan (CASP).
Economic / Financial Issues Economic Outlook Alberta’s economy is thriving. Population, employment and economic growth within the Airdrie region are outpacing municipalities across the country. While this creates many exciting opportunities for the City to capitalize on its strengths and step boldly into the future, it also poses significant challenges. Growth and inflation are two primary factors that affect the City’s budgets. Both provide related opportunities and challenges. According to the BMO North America Outlook of October 2014, Canada’s economy is expected to grow 2.4 per cent in 2015. Alberta remains at the top of the provincial growth table, but momentum has faded somewhat in recent months alongside the slide in oil prices. It would probably take sustained sub-$80 oil to really slow activity in the province.
2015 City of Airdrie Budget
28
Shortage of Non-Residential Development Airdrie continues to be a destination of choice – for new homes, businesses and industry, but the City’s growth continues to be predominantly residential. The ratio of residential to non-residential assessment increased marginally to 84.6 per cent/15.4 per cent in 2014 and little movement from those percentages is expected for the next three years. Long-range planning and fiscal impact analysis with the newly annexed lands is currently in process. This modeling will be used to determine what the required mix of future residential/non-residential development is to reverse the trend and move towards a 70/30 assessment split. Increased non-residential development is essential to alleviate some of the tax burden that has been placed on the homeowner. Council’s 2015 Economic Prosperity priority is intended to invest dollars into attracting new industrial business to the community. Economic Development will explore the use of strategies and/or incentives to attract targeted businesses and institutions as well as market the plan for the annexed lands, conveying that industrial business development is high priority for Council and Administration. Marketing and attraction strategies will be implemented through 2015 with advertising campaigns targeted for trade and adventure magazines, radio advertisements and attendance at a variety of trade shows. Competition is intense from Calgary and neighbouring communities of Crossfield and Rocky View County. It is recognized that the City of Airdrie’s strategies must be more aggressive in attracting new businesses. •
Initiative: Aggressively pursue means to advance industrial business development in order to more equitably distribute the tax base and to create local employment opportunities.
12,000,000,000
10
9,000,000,000
8 6
6,000,000,000
4
3,000,000,000
2 0
0
Tax Rate (%)
Assessed Value ($)
Assessment/Tax Rate Comparison
Non-residential Assessment Residential Assessment Residential Municipal Tax Rate Non-Residential Municipal Tax Rate
Asset Management The City’s investment in non-financial assets is significant and valued at $577MM. 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 documentation of the current landscape and the needs assessment completed, concentrated efforts in Water Services, Roads and Parks is required. Inventory of assets is complete so the next phases of asset management must be undertaken. These include condition
2015 City of Airdrie Budget
29
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. Included in the 2015 budget is a two-year term Asset Management Maintenance Technician and two-year term Asset Management Administrator which will help move the project forward. 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.
2015 City of Airdrie Budget
31
CITY ADMINISTRATION City of Airdrie Organizational Structure
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 Senior Leadership Team consists of the City Manager and five Directors who are 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.
2015 City of Airdrie Budget
32
City Services The organization reporting to the City Manager is structured into five directorates: •
People and Organizational Effectiveness
•
Corporate Services
•
Community Safety
•
Community Infrastructure
•
Community Services
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-center 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 Main Street 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, water services and engineering services. Services include infrastructure repair and maintenance, fleet maintenance, operation of water, wastewater, waste and recycling services facilities, development and maintenance of the city’s parks and open spaces, playground and rink maintenance, operation of the city’s cemetery, the City’s 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 library services. 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.
2015 City of Airdrie Budget
33
BUDGET FUNDS The City of Airdrie operates one General Fund and one Utility Fund. As at December 31, 2014 the fund balances are as follows:
Department
Function
General 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
Utility Fund
Water Services
Environmental Services
X
Sewer Services
Environmental Services
X
Waste and Recycling
Environmental Services
X
2015 City of Airdrie Budget
34
THE BUDGET PROCESS 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 Senior Leadership Team (SLT) 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 Council Budget 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 expenditures. The policy outlines the process of approval for: compensating expenditures exclusive of the corporate contingency; compensating expenditures using the corporate contingency and non-compensating expenditures. This policy gives some flexibility and discretion to the City Manager and Director of Corporate Services for compensating expenditures within the budget or using the corporate contingency. All capital expenditure budget adjustments over $10,000 and all non-compensating expenditures that require a draw from reserves must be approved by Council Budget 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.
2015 City of Airdrie Budget
35
BUDGET ASSUMPTIONS & TRENDS Economy Alberta The BMO Provincial Monitor of October 2014 noted that Alberta’s economy remains the leader among Canada’s provinces, thanks to strength in the energy sector, a surging population and strong labour market. While activity appears to be cooling slightly alongside the slide in oil prices, real Gross Domestic Product (GDP) is expected to grow 3.5 per cent in 2014, much higher than the national average. Growth is expected to moderate again in 2015, as the gap versus the rest of Canada gradually narrows. The energy sector remains the key driver of Alberta’s economy and its prior strength spilled over into a wide range of industries. Employment growth is running at a firm 2.4 per cent year-over-year and is still ahead of the national rate (less than one per cent yearover-year). The province’s labour market continues to draw a significant number of migrants from other parts of the country – the population surged nearly three per cent year-over-year in the third quarter, similar to rates seen at the height of the pre-recession boom. The 4.4 per cent jobless rate is much lower than the national average. Alberta’s housing market has tightened significantly. Benchmark prices in Calgary are up a strong ten per cent year-over-year, and recently topped levels seen in 2007. With strong population inflows and supply mostly absorbed, rents are also on the rise again – but as always, the outlook hinges almost entirely on oil prices.
percent
Economic Growth – Alberta
6.0 4.0 2.0 0.0 -2.0 -4.0 -6.0
4.8
5.5
2010
2011
3.7
3.9
3.9
3.3
3.2
3.1
2012
2013
2014
2015
2016
2017
1.0
2008
-4.2 2009
Calgary Economic Region (CER) The Calgary Economic Region grew by 4.4 per cent annually over the 2009 - 2013 period. Outlook 2014 - 2019 projects the CER’s GDP to expand by four per cent in 2014 and 3.8 per cent in 2015. The pace of economic growth is high, in reaction to faster world growth and increased investment needed to repair residential and nonresidential structures damaged by the flood. Also, the combination of strong job creation and relatively low unemployment rates in Alberta is attracting migrants to the province’s large urban centres, including Calgary. Total employment is expected to increase by 115,000 jobs over the 2014 - 2019 period or by about 2.67 per cent annually, up from 1.59 per cent for the 2009 - 2013 period. The unemployment rate for the 12 months ending August 2014 was estimated at 5.1 per cent and should average 5.1 per cent in 2015 and 4.9 per cent in 2016, as employment growth exceeds labour force growth. The inflation rate for 2014 should increase to 2.9 per cent from 1.7 per cent in 2013. Economic growth over the forecast period in Alberta and Calgary will be driven by an expanding world economy, along with increased business spending and firm consumer demand.
2015 City of Airdrie Budget
36
Economic Growth – Calgary Economic Region
Per cent
6.0 4.0 2.0 0.0 -2.0 -4.0 -6.0
4.4
5.4
3.9
3.8
4.0
3.8
3.6
3.5
2012
2013
2014
2015
2016
2017
1.5
-4.0 2008
2009
2010
2011
Inflation The Calgary and Region Economic Outlook predicts the inflation rate for 2014 to increase to 2.9 per cent from 2.1 per cent in the spring 2014 forecast. After the earlier forecast, the demand for natural gas rose sharply in response to an unusually cold winter causing a spike in prices resulting in higher heating costs for businesses and home owners. Also, extremely low vacancy rates in the residential sector, stemming from strong population growth, drove accommodation costs higher. As a result of the relative strength of the Calgary economy and depreciation of the Canadian dollar, the local inflation rate will remain above the mid-point of the Bank of Canada’s inflation target range of one to three per cent from 2015 to 2018.
Calgary Region Inflation Rates 4.0
3.2
2.9
Per cent
3.0
2.2
2.0
2.3
2.3
2.2
2015
2016
2017
1.0
0.8
1.0
1.7
0.0 -0.1
-1.0 2008
2009
2010
2011
2012
2013
2014
Interest rates The Bank of Canada expects that the economy will have returned to full capacity by mid-2016. The prime lending rate is expected to increase from three per cent in 2013 to 6.7 per cent in 2019. The low interest rate environment is beneficial for the City’s capital borrowing requirements. The 90-day treasury bills are projected to end 2014 at 1.27 per cent and increase to 1.29 per cent by the end of 2015. Ten-year government bonds are anticipated to end 2014 at 2.23 per cent and decrease to 1.85 per cent in 2015.
Projected Interest Rates 10-year Government Bonds
Year
2015
90-day Treasury Bills
2014 0.00%
0.50%
1.00%
1.50%
Yield ( per cent)
2.00%
2.50%
2015 City of Airdrie Budget
37
Population Airdrie’s population has increased from 19,165 in 2000 to 54,891 in mid-2014, a staggering increase of 186 per cent in 15 years. The current population represents increased growth of 10.76 per cent compared to 8.42 per cent the previous year. Based on the current and forecast activity, the population will reach 58,733 in 2015; 62,845 in 2016; and 67,243 in 2017. These reflect growth rates of seven per cent annually. Given that three per cent growth annually is considered manageable/sustainable, this places continued pressure on city infrastructure and resources.
Airdrie’s Population Growth 100
14.0%
90
Population in '000's
70
10.0%
60
8.0%
50 40
6.0%
30
4.0%
20
2.0%
10 0
Percentage Growth
12.0%
80
0.0%
Year Population
Percentage Growth
Growth Development activity is projected to be 210 acres for 2015, 215 acres for 2016 and 200 acres for 2017. As annexed lands become available, it is expected that development will remain within the 200 acre range for the remaining seven year period, 2018 – 2024. 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 is slowly moving up and is now in the 1,100 range. Construction steadily increased from 2008 and reached a high point in 2013 but is now leveling off with 2015 projecting a total of 1,200 new homes being built. Total permit numbers for 2015 are projected to come close to the record year of 2012 while construction values are projected to come close to 2014 levels.
2015 City of Airdrie Budget
38
$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
4,500 No. of units/permits
4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 2006
2007
2008
2009
# Residential Units R1-R5
2010
2011
2012
Total Building Permits
Permits
2013
2014
2015 budget
Total Construction Value
2014 Budget
2014 Actuals
2015 Budget
R1 (Houses)
800
793
820
R2 (Duplexes)
80
38
50
R3&4 (Multi-family)
530
303
330
Non-residential
220
405
185
$339MM
$384MM
$345MM
Total Construction value
Building Value
Building Statistics
Property Assessment For 2015 taxation, both residential and non-residential assessments increased a great deal due to a strong year in 2014. Residential parcels are expected to increase by 7.02 per cent: from 22,819 parcels to 24,420 parcels. Assessment parcel growth is projected at 7.0 per cent for both 2016 and 2017.
Projected Parcel Growth 2017
Year
2016 2015 0.0%
1.0%
2.0%
3.0%
4.0%
Percentage Growth
5.0%
6.0%
7.0%
2015 City of Airdrie Budget
39
Grants The FCSS grant, while population based, is not expected to increase from 2014 levels. The Police grant will increase from $986,240 in 2014 to an estimated $1,078,260 in 2015. The grant calculation consists of a base amount of $200,000 plus $16 per capita based on the previous year’s census. The Municipal Sustainability Initiative (MSI) grant program was introduced by the Province in 2007 which includes both capital and operating allocations. The 2014 operating allocation was estimated at $358,780 with the actual amount received at $365,391. The 2015 projection for this grant calls for a 50 per cent decrease over 2014 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.
Benefits The Local Authorities Pension Plan contribution rates will remain the same as 2014 rates. Other benefit costs are also projected to remain stable.
Electricity 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 are expected to increase due to the addition of new facilities in 2015. Power distribution costs are estimated to increase 15 per cent. Gas distribution costs are estimated to increase 12 per cent.
Water and Sewer Purchase Costs The City of Calgary has made a change to its rate structure model in 2015 and is proposing a seven per cent growth estimate which will increase the cost of water by $2.39MM. The water, sewer, waste and environmental bill for an average Airdrie customer will increase 8.7 per cent in 2015.
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 2015 - 2017 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 2015 Operating Budget has been structured to clearly depict current year budget issues and the future projections identify potential financial opportunities and challenges.
2015 City of Airdrie Budget
41
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 Limited, the City’s wholly owned subsidiaries, or the Airdrie Public Library which is a controlled corporation. These entities are consolidated for financial statement purposes only.
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.
2015 City of Airdrie Budget
42
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, 2015 are: Operating Fund
Capital Fund
Reserve Fund
$0
$0
$52,421,191
Revenues or additions
109,882,320
45,314,045
24,983,162
Expenditures or withdrawals
109,882,320
45,314,045
27,340,796
$0
$0
$50,063,555
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 at the end of the year of the Operating and Capital Funds will remain unchanged. To see more detailed information regarding changes in the funds, please refer to the Operating Budget Summary, 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 Actuals; 2014 Third Quarter Projections; 2014 Budget; 2015 Budget; 2016 Plan and 2017 Plan. The inclusion of the projected budget variance is deemed to be a 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.
2015 City of Airdrie Budget
43
2015 OPERATING FUND BUDGET OVERVIEW Description The approved 2015 Budget for the City of Airdrie is $109.9MM. In order to maintain the existing level of services, account for changes in personnel costs and for impacts of Council decisions, the approved general tax increase is 4.77 per cent. Based on a Statistics Canada survey in 2011, municipal property taxes accounted for 2.1 per cent of average monthly household spending. By comparison, provincial and federal taxes combined accounted for 19.6 per cent of the average monthly household expenditures. Airdrie households receive demonstrated value for their municipal property taxes. For 2015, an average monthly municipal property tax payment of $142 delivers services and amenities such as police, transit, parks, sports fields, community recreation centre, the library, fire protection, roads and much, much more. The approved 2015 Budget increases municipal property taxes for the typical homeowner by $74.28 per year or $6.19 per month. 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 $1,974,780 investment through a 4.77 per cent tax increase for 2015. Projections for 2016 and 2017 indicate revenue sources are not sufficient to cover the 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 $74.28 per year or $6.19 per month. The impact on the average commercial property is $728.76 per year or $60.73 per month. Assessment values are anticipated to increase substantially for both residential and 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, 30 per cent of the tax dollar is spent on Community Safety, 24 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 five per cent is allocated to Fiscal Services.
2015 Allocation of Property Tax Dollars
People and Organizational Effectiveness 5% City Council/City Manager 8%
Corporate Services 11% Community Safety 30%
Fiscal Services 5% Community Services 17%
Community Infrastructure 24%
2015 City of Airdrie Budget
44
The following graph demonstrates the combined impact of inflation plus population growth compared to tax increases for the 2015 budget and the past four years. Tax increases have been less than the combined percentage increases of inflation and population in each year. For 2015, the estimated impact of inflation and growth is 9.3 per cent compared to the tax increase of 4.77 per cent. The actual average combined increase of inflation plus population over the last five years (2010 - 2014) has been 9.32 per cent. The average of the tax increases across the same period is 3.36 per cent.
Comparison of Population + Inflation per cent Increases to per cent Tax Increases 15.00% 10.00% 5.00% 0.00% 2011
2012
2013
2014
% Population & Inflation Increase
2015 budget
% Tax Increase
Municipal Tax Rates 10.0000 8.0000 6.0000 4.0000 2.0000 0.0000 2008
2009
2010
2011
2012
Residential Municipal Tax Rate
2013
2014
2015 budget
2016 2017 projected projected
Non-Residential Municipal Tax Rate
The current plan continues to provide to our residents the same services and service levels as 2014. The 2015 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.
Revenue Sources The approved 2015 operating budget revenue total represents a 10.7 per cent increase over the 2014 approved budget. Net property tax revenue is projected to grow by 11.8 per cent. This growth in operating revenue is driven by increases in volume as the City’s population grows. The City will require a budget of $109.9MM to provide services in 2015. Based on an estimated population of 58,733 in 2015, this equates to $1,871 per resident – an increase of $63 from 2014. General Operations revenue is budgeted
2015 City of Airdrie Budget
45
at $77.8MM – an increase of $6.6MM from 2014. Utility Operations reflects gross revenue of $32.1MM, an increase of 14.6 per cent from 2014. The City of Airdrie has six major sources of revenue: property taxes, sales to other governments, sales and user charges, other revenues from own sources, conditional/unconditional grants and draws from reserves/allowances.
50,000,000 45,000,000
$44,036,210
40,000,000
$35,164,480
35,000,000 30,000,000 25,000,000
$19,820,330
20,000,000 15,000,000
Budget
10,000,000 5,000,000 0
$190,120
$2,423,300
$5,298,130
The Operating Budget determines the total cost for operations. The city is not allowed to budget for a deficit and it does not plan surpluses. Taxes collected from residential and commercial properties make up slightly more than 41 per cent of the total revenue needed for the operating budget. Once Council sets the budget, the total needed from property taxes is determined. Each homeowner pays a share of the total tax required based on the value of his/her home, relative to all other homes; as does each business. At close to 33 per cent of the total revenue, user fees form the next significant portion of revenue collected by the City. This revenue is generated primarily from utility operations (water, sewer and waste & recycling fees), recreation fees, tax certificates, property search fees and transit fares, etc.
2015 City of Airdrie Budget
46
Where the Money Comes From 2015 Operating Revenue Net Property Taxes 41.2% Sales to Other Governments 0.2%
Drawn from Reserves/Allowances 4.9% Conditional Grants 2.1% Unconditional Grants 0.2%
Other Revenues 18.5%
Sales & User Charges 32.9%
Property Taxes are projected to account for 41.2 per cent of total revenue in 2015. The approved net property tax revenue is $44MM, increasing by 11.8 per cent from 2014. The projected increase in property taxes consists of new assessment growth and a 4.77 per cent tax increase. 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 32.9 per cent of all revenue sources, an increase of 15.5 per cent from 2014. 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 18.5 per cent of total revenue, an increase of 10.7 per cent from 2014. 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, as well as census revenues, and is a small percentage of total revenue at 0.5 per cent. Conditional/Unconditional Grants are amounts received from other levels of government; federal and provincial, to support operating programs and contributes only 0.2 per cent to the City’s operating revenue, with a decrease of 62.2 per cent from 2014. Drawn from Reserves/Allowances contribute the remaining 4.9 per cent.
2015 City of Airdrie Budget
47
Where the Money Is Spent 2015 Gross Expenditures by Activity Grant to Groups & Other Transactions Other Organizations 0.4% 2.3% Internal Charges 2.7% Long-Term Debt Bank Charges & Short 6.5% Term Interest 0.2% Added to Reserves/Allowances 6.0%
Salaries, Wages, & Benefits 42.3%
Materials, Goods, Supplies, & Utilities 7.5% Purchases from Other Governments 16.9%
Contracted & General Services 15.2%
The approved 2015 operation expenses total represents a 10.7 per cent growth over the 2014 approved operating budget. The budget-to-budget growth is a result of many factors which are explained on the next few pages. The City of Airdrie has ten expense categories: •
Salaries, Wages and Benefits
•
Contracted and General Services
•
Purchases from Other Governments
•
Materials, Goods, Supplies and Utilities
•
Added to Reserves and Allowances
•
Bank Charges and Short-term Interest
•
Long-term Debt
•
Internal Charges
•
Other Transactions
•
Grants to Groups and Other Organizations
The 2015 operating budget expenses total $109.9MM, consisting of $82.24MM for the operating fund and $27.64MM for the utility fund. General Operations or tax-supported gross expenditures in 2015 are budgeted at $82.2MM or $7.1MM more than 2014, an increase of 9.5 per cent. Utility Operations expenditures are $27.6MM, an increase of 14.6 per cent or $3.5MM from 2014, resulting in a contribution to General Operations of $4.4MM.
2015 City of Airdrie Budget
48
The total tax-supported and utility-supported expenditures for the major categories are shown in the chart below. TaxSupported
UtilitySupported
Total
$45,150,270
$4,281,180
$46,431,450
11,176,470
5,519,450
16,695,920
Purchases from other Governments
6,626,340
11,983,710
18,610,050
Materials, Goods, Supplies and Utilities
6,624,100
1,583,980
8,208,080
Long-term Debt
5,600,530
1,604,720
7,205,250
Grants to Groups
2,515,460
0
2,515,460
Added to Reserves
5,133,600
1,500,000
6,633,600
567,750
65,000
632,750
$82,239,210
$27,643,110
$109,882,320
Expense Category Salaries, Wages and Benefits Contracted and General Services
Other Total Expenses
2015 City of Airdrie Budget
49
SUMMARY OF MAJOR REVENUES AND EXPENDITURES Revenues User Fees: Non-utility User fees will increase by $235,700 primarily due to: •
Transit cash fares $171,900
•
Transit advertising $37,000
•
Program fees at Genesis Place $27,600
User fees: Water and Sewer Utility income will increase by $3.89MM 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 daily rates for the following three years are as follows: 2014 Actual
2015 Budget
2016 Projected
2017 Projected
Daily water base rate
$0.51
$0.63
$0.70
$0.72
Daily sewer base rate
$0.62
$0.67
$0.72
$0.74
Water variable rate per cubic meter
$1.1211
$1.4841
$1.5510
$1.5510
Sewer variable rate per cubic meter
$1.6592
$1.3993
$1.4324
$1.4324
City of Airdrie Non-Variable Utility Rates 25
$ per bi-monthly billing
20 Water Base rate
15
Sewer Base rate
10 5
Garbage - environmental services
0
Garbage - residential collection 2011
2012
2013
2014
2015
2015 City of Airdrie Budget
50
City of Airdrie Variable Utility Rates
rate per m3
1.80 1.60 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00
Water consumption rate Sewer consumption rate
2011
2012
2013
2014
2015
User fees: Waste & Recycling Waste & Recycling user fees will increase by $594,610 and this is due to the increased number of customers and as a result of incorporating the curbside organics service for the entire year. 2014 Actual
2015 Budget
2016 Projected
2017 Projected
Daily residential garbage and organics collection fee
$0.58
$0.60
$0.71
$0.76
Daily environmental fee
$0.23
$0.24
$0.29
$0.32
Total fees
$0.81
$0.84
$1.00
$1.08
Impact to the Customer 3 In 2014, a household that used 15m of water paid $100.71 monthly for water, sewer, waste and recycling. In 2015, the same user will pay $108.34, an increase of $7.62. This is an increase of 7.57 per cent over the previous year. The total monthly fees for 2016 and 2017 are estimated at $118.36 and $122.01 respectively.
Monthly Cost for Average Resident (15m3 consumption)
$120 $100 $80 $60 $40 $20 $-
$11.89 $6.40
$17.64 $7.00
$9.85 $6.72
$10.17 $6.40
$31.67
$33.56
$38.31
$26.74
$28.50
$29.84
$32.33
2011
2012
2013
2014
$43.75
$18.25 $7.30 $41.37
Garbage - residential collection Garbage - environmental services Total sewer charges Total water charges
$41.42
2015
2015 City of Airdrie Budget
51
Grant Revenue Grant revenue will decrease by approximately $59,000 in 2015. The reduction is driven primarily by the decrease in the operating portion of the Municipal Sustainability Initiative (MSI) grant of $178,800 and a number of miscellaneous provincial grants of $48,000, offset by increases to the Rocky View County grant of $76,000 and the Police grant from the Federal government of $92,000. Other Revenue Other revenues increase by approximately $1.9MM as detailed below: •
$800,000 in electrical franchise fees
•
$400,000 in natural gas franchise fees
•
$302,000 in lease revenues due mostly to the second floor at the Municipal Policing Building now being occupied
•
$166,000 in planning and engineering fees
•
$162,000 in building permits and inspection fees
•
$92,000 in local municipal enforcement fees and bylaw fines
Draws from Reserves The draws from reserves have increased from 2014 by $433,000 and represent the removal of carry forward funds and the increase of transfers from water, sewer and waste and recycling. At the end of 2013, 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: •
Roads
$ 705,000
•
Water
$ 377,100
•
Sewer
$ 206,700
•
Assessment
$
53,600
•
Human Resources
$
3,000
•
Parks
$
3,000
Decreased draws are budgeted in the following areas: •
Carry forward
$ 350,300
•
Engineering
$ 252,400
•
Fiscal Services
$ 250,000
•
Fleet
$
31,500
Expenditures Contracted and General Services The 2015 contracted and general services budget is $16.7MM. This is an increase of $1.57MM over the 2014 approved budget. This is a large category and comprises expenses such as consulting services, travel, training, telephones, internet, professional services, contracts, postage, advertising, memberships, audit and legal services, repairs and maintenance done by external contractors, rental and lease costs and insurance as well as a plethora of minor expenses.
2015 City of Airdrie Budget
52
The 2015 budget for Contracted and General Services is driven by the following major changes: •
Curbside organics collection and disposal contracts $389,900
•
Residential garbage collection and disposal contracts $225,200
•
Transit contracts $176,700
•
Overall insurance costs $170,800
•
Woodside fence painting and repairs $110,000
•
Orthophoto $100,000
•
Transit Master Plan $85,000
A more comprehensive list of these costs is identified in the 2014 Operating Budget Highlights schedule starting on page 59. Purchases from Other Governments This category of expenditures comprises transactions between the Municipality and other public agencies with an increase of approximately $3.4MM or 22.75 per cent. A significant portion of these costs, 74.3 per cent, relate to purchases from the City of Calgary for water as well as returning sewage for treatment. Airdrie will experience rate increases from the City of Calgary in 2015 for water and sewer. Total cost increases are $2.39MM for water purchases and $167,200 for sewer purchases. The RCMP contract has increased significantly and is projected to rise by $911,100 for 2015. Municipalities contract with the federal government for RCMP services and actual costs are shared per a prescribed formula. Eight new officers have been included in the 2015 budget. Nine additional officers are proposed in 2016 and ten in 2017. Materials, Goods, Supplies and Utilities The materials, goods, supplies and utilities category consists of items required to operate and maintain the Municipality on a daily basis. The major items include stationery, janitorial supplies, equipment, machine and vehicle supplies, maintenance materials and electricity and natural gas. The 2015 budget shows an increase of 1.1 per cent from the 2014 approved budget. This is in keeping with ongoing review of actual needs and tying that to budget requests. Other expenses Other expenses will increase by $39,900 due primarily to increases in the corporate contingency of $63,000 and property tax adjustments of $46,000. These increases are offset by decreases in the information technology pool of funds of $42,000 and lower bad debts expense by $17,000. Grants to Groups and Other Organizations This category of expenditures increases by $14,900 and is reflected by: •
An increase of $131,100 or 9.2 per cent to the Airdrie Public Library grant
•
Removal of Alberta Summer Games grant (-$100,000)
•
Removal of Airdrie Health Foundation funding (-$20,000)
Added to Reserves/Allowances Transfers to reserves increased by $931,300. Increases to capital reserves are necessary to fund the capital budget and to meet asset replacement and needs.
2015 City of Airdrie Budget
53
Increased transfers were established for the following capital reserves: •
Roads
$ 200,000
•
Information Technology
$ 185,000
•
Genesis Place
$ 100,000
•
Fire
$ 100,000
•
Arena Operations
$
25,000
•
Fleet
$
25,000
•
Building Operations
$
25,000
•
Bert Church Theatre
$
2,000
These increases were offset by a decrease to the Parks Reserve (-$200,000). Transfers for utility operations increased by $155,000 and include: •
$ 20,000 more for water
•
$ 25,000 more for sewer
•
$200,000 less 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 The City of Airdrie’s corporate values declare the organization’s commitment and investment in human resources. At the heart of the corporate values are such statements: •
Open Dialogue
•
Collaborative Relationships
•
Learning
•
Ownership
•
Innovation and Entrepreneurial Spirit
•
Encourage the Heart
The 2015 personnel budget is $46.4MM. This represents a 7.9 per cent increase over the 2014 approved budget. The City has experienced challenges regarding its personnel budget that have resulted in persistent positive variances in recent budget years. Steps were taken to address contributing factors to these positive variances in the past two budgets that have been somewhat successful. Personnel cost increases are the most significant increase of all costs in the 2015 budget. Costs are estimated to increase by $3.4MM, or 7.9 per cent. Cost increases include: •
union escalations of $123,300
•
benefit costs on existing 2014 positions of $127,900
•
cost of living adjustment on existing 2014 positions of $717,600
•
new 2015 staff positions including salaries and wages $2.4MM
The City of Airdrie has 456.59 approved staff positions. The full-time equivalents (FTE) will increase by 23.50 FTE positions from the 2014 actual or 5.43 per cent from 433.09 to 456.59 and are required to support new initiatives; Council’s Strategic Priorities, Corporate Priorities and keep pace with the city’s high growth. Population growth yearover-year from 2013 to 2014 was 10.76 per cent. The majority of the new positions are required to maintain services.
2015 City of Airdrie Budget
54
Staffing additions or adjustments per department are: Department
Staffing addition (Full-time equivalent)
City Council / City Manager
1.49
People & Organizational Effectiveness
2.90
Corporate Services
2.00
Community Safety
7.35
Community Infrastructure
12.45
Community Services
(2.01)
Community Services
(4.85)
(Extraordinary reduction due to aquatics area threemonth closure)
Environmental Services
4.17
Total
23.50
The 2016 budget proposes an additional 28.40 FTEs. In the 2017 budget, 26.92 FTEs are projected.
Comparison of Population Growth to Personnel Growth 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 2010
2011 % Population Growth
2012
2013
2014
% 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 2010 to 2011, but in 2012, 2013 and 2014, personnel growth increased slightly. Average population growth over the past five years has been 7.6 per cent. Average personnel growth over the same period has been 4.92 per cent. In 2006, total residents per full-time equivalent were 111.82 based on a population of 29,035. For 2015, based on an estimated population of 58,733 the ratio is 128.92 residents/FTE. Over the past number of years the City moved from a volunteer to a full-time fire department of 64 response personnel, an expanded recreation facility and arena operations, as well as the expanded city area due to two annexations and a population that is 102 times greater than 2006.
2015 City of Airdrie Budget
55
Staff Comparisons
900
70,000
800
60,000
700 500
40,000
400
30,000
300
20,000
200
10,000
100
0
0 2006
2007 Total FTE's
2008
2009
2010
Residents/FTE
2011
2012
2013
Salary cost /capita
2014
2015 budget
Population
Population
50,000
600
2015 City of Airdrie Budget
56
Community Safety includes Building Inspections, Police, Emergency Management, Fire Protection, Municipal Enforcement and Corporate Properties and consists of 28 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 22 per cent of the City’s staff. Community Infrastructure which is includes Public Works, Fleet & Equipment Training, Planning, Engineering and Parks comprises 21 per cent of the City’s staff. Corporate Services includes Financial Services, Information Technology, Procurement, Accounts Payable, Assessment and Taxation, 11 per cent of total manpower. The remaining 18 per cent of staff are distributed between Environmental Services, People & Organizational Effectiveness and City Manager/Council which includes Legislative Services, Records, Insurance / Risk Management and Corporate Communications.
2015 Allocation of Manpower
Environmental Services 9%
Community Services 22%
Community Infrastructure 21%
Council / City Manager 5% People & Organizational Effectiveness 4% Corporate Services 11%
Community Safety 28%
2015 City of Airdrie Budget
57
2011 Actual
2012 Actual
2013 Actual
2014 Budget
2014 Actual
2015 Budget
City Manager
1.00
1.00
2.00
3.00
3.00
3.00
Corporate Communications
3.83
5.48
5.56
5.56
5.56
5.56
Legislative Services
5.99
5.98
5.98
5.04
5.07
6.06
Records/Insurance/Risk Management
4.83
5.34
5.87
7.94
7.94
8.44
Human Resources
6.06
6.06
6.12
6.62
6.62
7.12
Business Strategy
8.00
8.15
9.65
10.40
9.40
11.80
15.00
17.00
7.00
8.00
9.00
10.00
11.00
10.00
10.00
10.33
Department
Information Technology – Technical Services Information Technology – Data Services Financial Services
7.00
7.00
8.02
8.06
8.06
9.36
11.86
13.06
13.39
13.39
13.39
12.20
7.03
7.23
7.36
7.83
7.83
8.33
Police Protection
11.10
12.10
12.10
12.10
12.10
13.75
Fire Protection
65.85
68.85
67.85
67.90
67.90
73.25
0.30
0.35
0.35
0.50
1.00
0.50
Municipal Enforcement
11.75
13.75
13.75
15.80
15.80
16.50
Building Inspections
15.15
15.65
16.65
18.95
18.95
19.20
Corporate Properties
2.35
2.50
3.00
3.00
3.00
3.00
4.83
4.83
5.30
5.30
6.30
Assessment and Taxation Procurement and Accounts Payable
Emergency Management
Fleet (included with Public Works Roads in 2011) Common Services and Public Works Roads
21.32
17.42
17.61
20.29
21.29
29.83
Planning and Sustainability
14.05
14.05
14.05
15.05
15.05
16.05
2.90
2.90
2.90
3.03
3.03
3.38
36.67
37.17
37.52
37.52
37.52
39.62
Building Operations
8.00
8.35
9.35
9.75
9.75
8.75
Transit
2.50
2.80
3.00
3.00
3.00
3.00
Social Planning
3.00
2.65
2.65
3.00
3.00
3.00
Economic Development
3.50
4.60
4.60
4.60
4.60
4.60
55.69
55.69
62.04
64.77
64.77
61.48
Arena Operations
8.25
8.25
11.64
11.30
11.30
8.06
Community Development
4.30
4.15
4.45
5.50
5.50
6.34
Bert Church Theatre
3.00
3.15
3.65
3.50
3.50
3.83
Utilities Administration
8.52
9.37
9.23
11.56
11.56
12.16
Water Services
9.80
10.40
10.73
10.25
10.25
10.38
Sewer Services
8.35
8.60
9.73
10.45
10.45
12.31
Waste and Recycling
7.05
7.10
7.35
8.60
8.60
9.10
374.00
390.98
410.98
431.56
433.09
456.59
Engineering Parks
Genesis Place
Total
2015 City of Airdrie Budget
2015 OPERATING BUDGET HIGHLIGHTS Revenue changes from prior year’s budget Net Municipal Property Taxes New tax revenue from growth Supplementary tax revenue
$2,500,000 173,300
$2,673,300
Sales to Other Governments Census contracts to various municipalities Assessment contract to Town of Cochrane
27,600 (340,000)
(312,400)
User Fees User fees – utilities Transit fares
4,483,900 171,900
User fees – non-utility
70,700
Bert Church Theatre
56,000
RCMP services
41,600
Transit advertising
37,000
Genesis Place
(141,600)
4,719,500
Other Revenues Franchise fees
1,200,500
Lease revenues
308,500
License, permit and fee revenue
301,900
Fine revenue
194,600
Engineering levies
81,500
Tax penalties
35,000
Interest income
33,200
Utility penalties
24,000
WCB – PIR rebate
15,000
Miscellaneous revenues
(5,800)
Recycle depot Genesis Place and Arena rental revenue
(11,700) (256,000)
1,920,700
Unconditional Government Grants Municipal Sustainability Initiative grant
(178,800)
Conditional Government Grants Police
92,000
County of Rocky View for recreation
76,400
Municipal recreation/tourism areas grant
(3,600)
Planning intern grant
(6,000)
Emergency Management exercise grant
(10,000)
Engineering project grants
(10,000)
CREST grant
(18,800)
120,000
Drawn from Reserves/Allowances Draws from reserves TOTAL REVENUE CHANGES FROM PRIOR YEAR’S BUDGET
(432,800) $8,509,500
59
2015 City of Airdrie Budget
60
Expenditure changes from prior year’s budget Personnel costs Personnel costs including market adjustments
$3,409,000
Contracted and General Services Curbside organics collection/disposal contracts
$389,900
Residential garbage collection/disposal contracts
225,200
Transit contract costs
176,700
Insurance
170,800
Woodside fence repairs
110,000
Orthophoto
100,000
Transit master plan
85,000
Miscellaneous repairs and maintenance
69,800
Transfer site waste disposal fees and bin hauling
69,100
Postage
60,400
Fiscal framework/contaminated sites audit
51,000
Storm water repairs and maintenance
47,500
General/compulsory training costs
45,300
Security patrols
42,000
Genesis Place janitorial services
40,000
Road line marking
40,000
Road maintenance program
40,000
Traffic signal maintenance contract
30,000
General training/travel
29,700
Cellular phone
29,000
Repair lift station floor coatings
29,000
Telephone line rentals
28,100
Sound fence lifecycle
28,000
Overall information technology repairs and maintenance
24,300
City hall rent
22,200
Municipal Policing Building snow removal
22,000
Sewer grinder repairs
17,000
Professional membership fees
16,300
City-owned building repairs and maintenance
12,600
Audit fees
9,500
Census
8,400
Overall technology services
7,600
Economic development and census promotions
6,500
Advertising and printing Miscellaneous contracted services Curbside organics advertising/education
(2,600) (27,400) (67,300)
Engineering studies
(123,400)
Community planning
(139,600)
Facility plan review
(150,000)
1,572,600
2015 City of Airdrie Budget
61
Purchases from Other Governments Water/sewer purchases – City of Calgary
2,555,100
RCMP contracted services
911,100
Land title charges
(10,000)
CREST grant purchases
(18,800)
3,437,400
Materials, Supplies & Utilities Utility costs (electricity/natural gas/water)
522,900
Installation of water meters at all park sites
105,000
Water meters
73,800
Miscellaneous goods
55,500
Liquid chemical/oxygen
35,000
Fuel
34,200
Parks goods (materials, clothing, flowers)
29,400
Parks site storage
24,000
Road maintenance materials
20,000
Parks garbage bags
18,000
Transit parts
13,300
Fire uniforms
10,600
Overall fleet parts
(15,800)
Computer goods
(27,500)
Carts for curbside organics recycling
(812,500)
85,900
Grants to Groups Library grant Family and Community Support Services (FCSS) Airdrie Health Foundation Alberta Summer Games
131,100 3,800 (20,000) (100,000)
14,900
Bank Charges Bank charges and short-term interest
62,500
Other Property tax adjustments Information technology pool of funds and corporate contingency
46,000 20,900
Toilet replacement program
(10,000)
Bad debts
(17,000)
39,900
Contributed to capital
(14,200)
Added to reserves/allowances
931,300
Debt servicing
945,000
TOTAL EXPENDITURE CHANGES FROM PRIOR YEAR’S BUDGET DIFFERENCE Amount required to be funded from taxes Required tax increase
$10,484,300 $1,974,800 4.77%
2015 City of Airdrie Budget
62
2015 - 2024 CAPITAL PLANNING AND CAPITAL IMPROVEMENT PROGRAM OVERVIEW Description The City’s capital budget provides for major maintenance expenditures as well as 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 (2015) capital budget is the only year adopted by Council, the projects for the next two years (2016 and 2017) 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 summary. Asset Management The focused attention applied to Tangible Capital Asset information over the last five 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.
2015 City of Airdrie Budget
63
2015 - 2024 City of Airdrie Capital Plan 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 2015
2016
2017
2018
2019
2020
2021
2022
2023
Engineering Structures
Buildings & Major Renovations
Machinery & Equipment
Motor Vehicles
Land & Improvements to Land
Total All Projects
2024
The 2015 capital budget requires $45.3MM in resources. Capital needs have increased from 2014 and are expected to increase again to $66.9MM in 2016 and then decrease in 2017. The long-range forecast shows projected capital needs dipping down in 2020 to $23.3MM. Costs escalate again in 2022 to $35.2MM. 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 2016 year-end balances for the 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, 2013 was $682.8MM. A two per cent transfer to reserves would amount to approximately $13.7MM. The 2015 planned transfer to the capital reserves is $5.2MM. Specific reserves exist to meet the capital needs for areas such as information technology, fleet, parks and buildings. The plan results are indicating that some of these designated funds are not sufficient to fully provide for the specific capital needs. Hence, capital dollars are being pulled from the general capital reserves.
2015 City of Airdrie Budget
64
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 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 2015 operating budget is projected to be $109.9MM; seven per cent of this amount is $7.69MM. 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 205 acres in 2015 and 2016 and then 200 acres a year for 2017 through to 2024.
•
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 2012 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 2015 – 2024 plan includes projects to build north and south terminals as well as planning for a future busing facility.
2015 City of Airdrie Budget
65
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 per cent 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 30 per cent of those surveyed use the arenas and rinks and approximately 25 per cent use soccer facilities. Inflation factors Department submission of capital projects are estimated at 2014 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 Consumer Price Index (CPI). 2015
2016
2017
Non-residential CPI – (construction, buildings and roads)
1.007
1.031
1.059
CPI – (vehicles, information technology, machinery and equipment)
1.021
1.042
1.063
CPI – (land)
1.021
1.042
1.063
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 (BMTG)
This provincial grant is per capita based and remains consistently applied over the ten-year period at $60 per capita.
Federal Gas Tax
A ten-year agreement for the federal Gas Tax Fund was confirmed in the 2014 federal budget and will run from 2014 to 2024. This agreement provides approximately $2.7MM annually with a two per cent inflation rate through 2024.
Municipal Sustainability Initiative (MSI)
Original MSI grant announcements detailed grant dollars for a ten-year period 2007 – 2016. However, recent economic conditions have created uncertainty for this grant program. The assumption made within the 2015 – 2024 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 2015 to 2017 plus $7.5MM per year for the years 2018 to 2024.
GreenTRIP
This incorporates phase II of the GreenTRIP Incentives Program. An application was submitted, and includes ICE fleet expansion, local fleet replacement, transit zone improvements and construction of both a park & ride and a transit facility. This funding model is for 66.6 per cent of the costs, with the balance to be funded through other reserves.
2015 City of Airdrie Budget
66
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 4.88 per cent in 2015 and then proceeds to fall over the next seven years as a number of debentures come due. The selfimposed debt limit is ten per cent of general revenue.
Self-Imposed Debt Limit 6.00% 4.88%
5.00%
4.26%
4.00%
4.44%
3.00%
2.37%
3.04%
1.99%
1.76%
2.00% 1.94%
1.00%
1.99%
1.75%
0.00% 2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2023
2024
Debt Payments by Type 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2015
2016
Tax Supported
2017
2018
Utility Supported
2019
2020
Offsite Suppported
2021
2022
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 reserve, thus having no impact to the tax base. For example, of the $7.2MM debt payments expected for 2015, $3.7MM is related to offsite projects. Offsite-supported debt rises steadily reaching the $5.0MM mark in 2022. Offsite reserves are capable of managing the current ten-year capital plan. Utilitysupported debt payments will continue to remain well within the targets established. Debt payments grow over the ten-year period to a high of just over $7.6MM in 2023. In the short-term, debt payments will rise by approximately $202,425 in 2015, be reduced by $219,400 in 2016 and increase again by $218,120 in
2015 City of Airdrie Budget
67
2017 (year-over-year increases). Note the total effect on the operating budget for 2015 is a $913,825 increase which includes the transfers to reserves for capital.
Year-over-Year Impact on Operating Fund 1,500,000 1,000,000 500,000 0 -500,000
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
-1,000,000 -1,500,000 -2,000,000
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. In the next three years, the City’s annual debt payments will decrease from $7.2MM in 2015 to $7.0MM in 2016. Debt payments will increase to a high of $7.6MM in 2023. Operating revenue is projected to grow at a rate of ten per cent per year and helps to maintain debt ratios within established levels.
Projected Annual Debenture Payments $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0
2015
2016
2017
2018
2019
Principal Pmt
2020
2021
Interest Pmt
2022
2023
2024
2015 City of Airdrie Budget
68
City of Airdrie Outstanding Debt 1,000 900 800 700 600 500 400 300 200 100 0
54,000,000 53,000,000 52,000,000 51,000,000 50,000,000 49,000,000 48,000,000 47,000,000 46,000,000 45,000,000 44,000,000 43,000,000 2015
2016
2017
2018
2019
Projected Total Debt
2020
2021
2022
2023
2024
Projected per Capita Debt
Per capita debt is estimated to decrease from $887 to $595 by the end of 2024. Adjusting for the offsite project portion of the debt, the total tax-supported debt ranges from $430 per capita to $241 per capita which is quite manageable.
Debt per Capita 1,000 900 800 700 600 500 400 300 200 100 0
Debt per Capita - gross
.
Debt per Capita - tax supported
Debt per Capita - offsite supported
2015 City of Airdrie Budget
69
2015 - 2024 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
140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 Restricted
20,000,000
Unrestricted
0 2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Reserves Types
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 2015
2016
2017
2018
Operating Reserves
2019
2020
Capital Reserves
2021
2022
2023
2024
Offsite Reserves
At the end of December 2013, the City’s reserve balance as reported in the 2013 Annual Financial Report was just over $73MM. Adjusting for current commitments to reserves, the ten-year capital plan begins with approximately $52MM. The general operating reserve is projected to steadily increase with balances in and around the $10.2MM – $17.2MM mark.
2015 City of Airdrie Budget
70
The general capital reserve is projected to remain fairly consistent ranging between $2.2MM and $3.9MM. 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 at the end of 2019 is $2.2MM.
General Capital and General Operating Reserves 40,000,000 30,000,000 20,000,000 10,000,000 0 2015
2016
2017
General Operating Reserve
2018
2019
2020
General Capital Reserve
2021
2022
2023
2024
Optimal 3 months of operations
Summary of Major Revenues and Expenditures For 2015, reserve contributions are estimated at $24.9MM of which $18.3MM is from offsite levy payments. Additions to reserves in 2016 amount to $27.4MM with approximately $21.3MM coming from offsite payments. Additions to reserves decrease in 2017 to $22.7MM of which approximately 70 per cent of the contributions are from offsite levies.
Additions to Reserves 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 2015 Additions Operating
2016 Additions Capital
2017 Additions Offsite
An estimated $27.3MM will be drawn from reserves in 2015 of which $8.9MM is from capital reserves and $18.4MM is from offsite reserves for capital projects. Approximately $0.1MM is drawn from operating reserves for 2014. Draws for 2016 and 2017 are estimated at $28.4MM and $15.3MM respectively of which 74 per cent and 57 per cent are from offsite levy reserves for capital projects.
2015 City of Airdrie Budget
71
Draws from Reserves 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 2015
2016 Operating
Capital
2017 Offsite
Reserve transfers increase only gradually over the ten-year period.
2015-2024 Transfers to Reserve
Total Transfers
Environmental Services
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0
Tax supported
Asset depreciation can act as another test to determine the level of transfers to fund future capital needs. The depreciation figure for 2013 was approximately $17.5MM. Transfers to reserves were budgeted at $5.0MM in 2014 and $6.6MM in 2015. 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 civic spaces projects, road works, and a main lift station upgrade and totaling $10MM.
2015 City of Airdrie Budget
72
Sources of Funding 2012-2017
2012
40,000,000
2013
35,000,000
2014
30,000,000
2015
25,000,000
2016
20,000,000
2017
15,000,000 10,000,000 5,000,000 0 Grants
Debentures
Reserves
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.
Capital Spending by Type
40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
2015 Budget
2016 Projections
2017 Projections
2015 City of Airdrie Budget
73
2015 Sources and Uses of Funds Total spending for 2015 is estimated at $45.3MM. Engineering structures total costs are estimated at $22.6MM. The largest project is the 40th Avenue project at a cost of $10.3MM, followed by the construction of the park and ride at $3.5MM. Arterial, collector and local road works projects for 2015 are projected at $3.0MM. Land purchases for a permanent snow dump/melt site and a transit facility make up the majority of the land and land improvements budget of $8.6MM. Design for the new library at a cost of $1.6MM, the build out of the west lift station for $1.6MM, leisure pool upgrade of $1.4MM and civic spaces construction at $1.4MM majority of the buildings and major renovations budget of $7.7MM.
2015 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
Machinery, equipment and furniture costs are estimated at $4.1MM. Expenses are budgeted for a wheel loader with scale $0.3MM, asset management software $0.4MM, electronic document management $0.5MM and the information technology capital budget pool $0.5MM. The balance is made up of replacement costs of various pieces of equipment. Vehicle costs are projected at $2.2MM. This major items making up this cost are the purchase of a tandem plow truck of $0.4MM, and a fire truck at $0.8MM. Sources of funding for this year’s projects are $20.7MM in grants, $23.2MM from reserves, $1.4MM from debentures.
2015 Sources of Funds
Other Operations Reserves Debentures Grants 0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2015 City of Airdrie Budget
74
2015 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 2015 projects by program area.
Expense
Funding Source
$107,205 510,500 25,530
Reserves Reserves Reserves
2015 Impact on Operating
CITY MANAGER Legislative Services Security system Electronic document management Lifecycle security infrastructure CITY MANAGER TOTAL
$643,235
$114,500 $114,500
CORPORATE SERVICES Information Technology Lifecycle projects Wireless mobile computing
$353,690
Reserves
25,015
Reserves
IT capital budget pool
485,000
Reserves
Asset management software
408,400
Grants
$20,350
Procurement Lifecycle copiers CORPORATE SERVICES TOTAL
49,900 $1,322,005
$20,350
COMMUNITY SAFETY Building Inspections Building inspector vehicles (4) Corporate Properties RCMP building Library expansion Civic spaces Emergency Management Genesis Place backup generator Emergency coordination centre plotter Community Safety Total
$102,640
Reserves
$390,450 1,611,200 1,350,000
Reserves Grants Debenture
204,200 10,210
Reserve Reserve
$3,668,700
$4,800
3,000 $7,800
COMMUNITY INFRASTRUCTURE Fleet & Equipment Training Lifecycle projects Fleet services truck Heavy duty engine lathe
$1,743,350
Reserves/Grants
($52,100)
152,640
Reserves
2,000
28,500
Reserves
347,140 398,190 2,348,300 76,575
Reserves Reserves Grants Reserves
Public Works Wheel loader with scale Tandem plow truck Permanent snow dump/melt site Traffic signal backup power
2015 City of Airdrie Budget
Expense
Funding Source
51,050 80,560
Reserves Reserves
1,691,760
Grants
Collector roadway rehabilitation
674,690
Grants
Local roadway rehabilitation Traffic signals Water main oversize Sewer main oversize YVB – upgrade ELB to KHG
644,480 450,840 138,870 211,470 254,770
Grants Grants Offsite Offsite Offsite
Liquid calcium expansion T&C rear parking lot
2015 Impact on Operating
Engineering Services Arterial roadway rehabilitation
West lift station build out 2nd AV water main replacement NE servicing extension 40th Ave – Reynolds GT to Main ST
1,605,000
Offsite
991,900
Grants
1,510,500
Offsite
10,271,400
Offsite
13,000
498,880 112,310
Grants Reserves
7,800
61,260 46,560 30,210
Reserves Reserves Reserves
Parks Lifecycle projects Parks loader Parks mower Parks truck Chemical storage building
5,550 2,000
Parks Development Lifecycle projects
95,670
Grants
Parks enhancement program
95,670
Reserves
Nose Creek Regional Park enhancement
176,230
Grants
East Lake storm water irrigation pump
687,980
Grants
Arterial landscaping Splash park phase II
75,530 868,540
Offsite Reserves/Grant
COMMUNITY INFRASTRUCTURE TOTAL
$26,420,825
(23,800) 17,800 ($27,750)
COMMUNITY SERVICES Building Operations Building operations van Backup power generator at 15 East Lake HL Transit Transit zone improvements Construction – park and ride Construction – transit facility Genesis Place Front door upgrade Leisure pool lifecycle Life cycle fitness equipment Arenas Ron Ebbesen arena compressor overhaul Ron Ebbesen arena lobby flooring Ron Ebbesen arena washroom flooring
$38,800 151,755
Reserves Reserves
$336,340 3,500,000 3,568,020
Grants Grants Grants
$70,490 1,409,800 97,000
Reserves Grants Reserves
$20,420 75,530 65,460
Reserves Reserves Reserves
$2,000
20,000
75
2015 City of Airdrie Budget
Ron Ebbesen front door replacement COMMUNITY SERVICES TOTAL
2015 Impact on Operating
Expense
Funding Source
70,490 $9,404,105
Reserves
$47,990 2,235,540 40,840 26,550 153,150
Reserves Reserves Reserves Reserves Reserves
$2,000
301,200 196,365 250,000 75,530 120,840 135,950 246,720 24,500 $3,855,175
Reserves Reserves Reserves Reserves Reserves Reserves Reserves Reserves
7,500
$22,000
ENVIRONMENTAL SERVICES Water Utility Water services pickup truck South reservoir generator Leak detection instrument Trench shoring Mini bulk water stations Sewer Utility Mainline sewer camera truck Hydrovac dump site construction Main lift station upgrade Ozone generator and contact chamber Pretreatment system for H2S control Dry well corrosion protection Drainage swale pathway replacement All purpose vehicle (inspection) ENVIRONMENTAL SERVICES TOTAL Total Capital Program for 2015
$45,314,045
1,500 $11,000 $147,900
76
2015 City of Airdrie Budget
77
2016 Sources and Uses of Funds Total spending for 2016 is estimated at $66.9MM. The focus in 2016 is on buildings and major renovations at $33.9MM (51 per cent) and infrastructure-type projects totaling $19.1MM (29 per cent). Machinery, equipment and vehicles remain fairly consistent at $6.7MM (10 per cent) and land and land improvements amount to $7.2MM (10 per cent).
2016 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
The building and major renovation projects amount to $33.9MM and include the following projects: •
Library expansion $16.5MM
•
Civic spaces $5.2MM
•
Transit facility $8.4MM
Engineering structures amount to over $19.1MM in project costs and include the following projects: •
th th Yankee Valley BV – 8 ST to 24 ST - $7.9MM
•
th 24 ST - $3.7MM
•
Arterial, collector and road works projects plus traffic signals $2.1MM
Machinery and equipment is estimated at $3.2MM and includes numerous projects from many different departments. The major expenditures in this category include: •
Information Technology capital budget pool $0.4MM
•
Shared loader $0.2MM
•
Asphalt hot box/mini recycler $0.3MM
•
Tandem axle flusher $0.2MM
Vehicle expenditures are estimated at $3.5MM. The planned capital costs include: •
Water repair truck $0.2MM
•
Sander/plow truck $0.4MM
•
Transit fleet expansion/replacement $1.5MM
Land and improvements to land amount to $7.2MM and include the following: •
Land acquisition $0.8MM
•
Chinook Winds site development $0.5MM
•
Nose Creek Regional Park enhancement $1.8MM
•
Parkland acquisition $3.1MM
2015 City of Airdrie Budget
78
Sources of funding for this year’s projects are $36.9MM from grants, $23.9MM in reserves and $6.1MM from debentures.
2017 Sources and Uses of Funds Overall spending is projected to drop as compared to 2016 levels.
2017 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
Spending on engineering structures is estimated at $15.3MM. Major projects in this category include: •
8th ST 4 lane Yankee Valley BV to 40th AV $5.3MM
•
CPR grade separation $2.8MM
•
Arterial, collector and local roadway rehabilitation as well as traffic signals $2.1MM
Building and major renovations are predicted to cost approximately $2.7MM. Major projects include: •
Construction of transit park and ride $2.1MM
Machinery and equipment is estimated at $3.1MM and includes the cost of Genesis Place rooftop unit lifecycle, playground lifecycle replacement and replacement of a track hoe and a grader. The information technology capital budget pool is $0.4MM. Vehicles are estimated to cost $3.4MM in 2017. The larger vehicles include: •
Tandem plow truck $0.4MM
•
Transit fleet expansion/replacement $2.3MM
Land and improvements to land are lower in 2017, amounting to $5.8MM. Major projects include: •
Parks development $2.3MM
•
Quad ball diamond $3.2MM
Sources of funding for this year’s projects are $16.9MM in grants, $10.8MM from reserves and $2.6MM from debentures.
2015 City of Airdrie Budget
80
APPENDIX I - FISCAL GUIDELINES & 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: •
Preparing annual assessments for all property in the municipality, other than linear property. The Assessment Roll must be prepared no later than January 31.
•
Preparing supplementary assessments for improvements and passing a Supplementary Assessment Bylaw annually prior to May 1.
•
Preparing a tax roll annually.
•
Preparing a Property Tax and Supplementary Tax Bylaw annually. The Municipal Government Act also provides City Council with the discretion to implement other processes and procedures regarding assessment and taxation.
•
The City adopted a Tax Installment Bylaw to permit taxes to be paid by installments, at the option of the taxpayer.
•
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 is 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.
•
Interest/Return on Investment 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 (1) 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.
Corporate Contingency The operating budget includes a corporate contingency for unknown or non-recurring expenditures arising throughout the year. It represents less than 0.15 per cent of the operating budget.
2015 City of Airdrie Budget
81
Signing Authorities 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 Office (CAO) or his delegate. Purchasing by Quotation A minimum of two verbal bids shall be obtained for purchases having an estimated yearly aggregate acquisition cost between $1,000 and $5,000; a minimum of two written quotations shall be obtained and documented from qualified suppliers for purchases of goods and services between $5,000 and $25,000. Purchasing by Tender Purchases over $25,000 will be required to follow the formal tender process with a minimum of three written quotations from qualified suppliers; purchases over $75,000 ($200,000 for construction or maintenance) require a publicly tendered Request for Proposal (RFP) by Procurement Services. A purchase order is required. 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. 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.
2015 City of Airdrie Budget
82
Financial Policies Formal Council-approved policies include: a debt management policy, an investment policy, a corporate reimbursement policy, a procurement policy, an unbudgeted expenditure policy and a tangible capital assets policy. All financial policies, both Council-approved and administrative, are posted on the City’s internet 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 has adopted a formal Debt Management Policy over and above the debt limits required by the Province. The policy sets forth the parameters for issuing and managing outstanding debt, and provides guidance regarding the timing and purpose 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 Municipal Financing Corporation.
•
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 Municipal Financing Corporation Bylaw No. 204.
•
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 20 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’s investment 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
2015 City of Airdrie Budget
83
requirements; and conforming 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 Pursuant to Section 248 of the Municipal Government Act, a municipality may only make an expenditure that is included in the operating budget, interim operating budget, capital budget, for an emergency, legally required to be paid, or otherwise authorized by City Council. A councilor that makes an expenditure 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 that result in changes to programs and services planned for in the annual operating and capital budgets. Council may by bylaw delegate any of its power, duties or functions under the Municipal Government Act to a council committee, chief administrative officer or a designated officer, unless the MGA or bylaw provides otherwise. 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 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. 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; traveling expenses and limits; reimbursement for training and education purposes; and professional and individual memberships. Procurement Policy The procurement 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.
2015 City of Airdrie Budget
84
Reserves 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, Council Budget 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 Policy 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. 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.
2015 City of Airdrie Budget
85
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 Senior Leadership Team, Council Budget 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.
2015 City of Airdrie Budget
86
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.
Curbside Recycling
The ratio of residential assessment to non-residential assessment.
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.
Balanced Budget
Debenture
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.
Assessment Split
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. 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.
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. 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.
Council Budget Committee (CBC)
Full Time Equivalent (FTE)
A committee comprised of council members who recommend direction on specific financial matters.
Ratio of total number of paid hours during a period (part-time or full-time) by the number of working hours in that year.
2015 City of Airdrie Budget
87
Fund
R-1’s, R-2’s, R-4’s
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.
Single-family dwellings, duplexes, and multi-family dwellings, respectively.
Green Municipal Fund (GMF) 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. Infrastructure Deficit
Regionalization Inter-municipal co-operation regarding issues involving stakeholders throughout the Calgary region. Reserves Monies set aside for future needs, some restricted in use and some unrestricted. 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).
The gap between identified projects required to maintain and construct the City’s infrastructure, and the available funding for those projects.
Rocky View County
Integrated Emergency Service Operations
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.
Offsite Levy Funds levied on new developments restricted for projects required due to growth. Operating Fund 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.
The rural County of Rocky View, which surrounds the City of Airdrie.
Service Level 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). Supplementary Tax Revenue Taxes on new properties that are completed and occupied during the budget year.
Over-Levy
Tangible Capital Assets
An amount of money collected for provincial school requisitions that exceed the final requisition amount, due to changes in assessed values. The over-levy reduces the next year’s requisition amount.
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.
2015 City of Airdrie Budget
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.
88
2015 City of Airdrie Budget
APPENDIX III - 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 20 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.
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
89
2015 City of Airdrie Budget
91
2014 Business Plan Goals Status (as at September 30, 2014) Sequence provision of infrastructure to annexed lands to support commercial and industrial development.
An infrastructure analysis commenced in Q2 and a report will be forthcoming early in 2015.
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.
With foundational pieces in place, staff is now able to move to implementing online services. Deliverables for this priority have been included within the scope of the City Managerendorsed Customer Service Initiative (CSI). It is within this initiative that service delivery to Airdrie customers will be enhanced, whether it is an in-person experience or through electronic means. This project includes 12 sub-projects. It is great to see a number of the sub-projects coming to a close. Transformation of the in-person service model is expected to be complete mid-November with workstation and service counter renovations happening in October. Development work (both in-house and from software providers) is expected to be completed by the end of October. November will be spent testing MyAirdrie and online services. December 1st is the expected soft launch date.
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.
The two-day business response has been declared administratively. Monitoring is possible for online inquiries and metrics are being reviewed on an ongoing basis. Additional follow-up occurs through customer complaints. The plan for the fourth quarter of the year is to work with the Corporate Communications team to promote/campaign the two-day turnaround to keep encouraging staff towards excellent customer service.
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.
Three key messages have currently been developed (the City is in good financial health; is investing in infrastructure and services; and spends public dollars wisely by delivering services efficiently and effectively). A communication plan will be built around these messages. As well, this strategy will incorporate actions, where possible, related to Council’s wish to enhance public engagement in the budget process.
Maximize operational efficiencies within the City to ensure that property taxes are fair relative to the services provided.
The City continues to be involved in the Provincial Benchmarking Initiative. Delegates from participating communities attended a meeting to debrief the results of the initial data collection exercise. The direction for 2014 is to study only one area more fully and use it as a pilot. Banff has taken the lead on this project and hosted a meeting in October to discuss measurable requirements.
Develop and implement an asset management strategy to maximize the cost-effective life of the City’s assets, incorporating energy conservation and water management strategies.
An asset management strategy includes the ability to identify assets; determine life span; determine condition and replacement costs; project, track and manage operating costs; sustain service; and existing operating cost. Identification of needs to establish a Council endorsed asset management policy is progressing well. To date, the current landscape has been prepared and departmental needs
2015 City of Airdrie Budget
92
2014 Business Plan Goals Status (as at September 30, 2014) analysis is being finalized. This information will be used to determine the roadmap to bring asset management practices across the organization to best practice levels. The component of Asset Management dealing with Current Landscape was completed in Q1. The Needs Analysis is substantially complete and scheduled for presentation to Council in Q4. 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.
A draft advocacy strategy has been prepared and is in the stage of director review. Areas of focus have been identified and are being refined.
Continue to explore opportunities with stakeholders and potential business partners for increasing access to post-secondary and specialized learning options in Airdrie.
A number of departments have been working on this Council priority. They include Transit, Community Services and Economic Development. A complete follow-up report on the recommendations that were outlined in the Post-Secondary Feasibility Study will be presented to Council in Q4 2014.
Increase the proportion of non-residential assessment through strategic investment attraction, investigation of incentives for attracting business and through marketing opportunities.
Continue to work with investors, developers and new businesses to move into Airdrie. Absorption rate of lots that have been vacant or speculative are being bought and developed. Highland Park continues to fill the spec buildings they are currently putting up and conversations with new development continue to happen. To date, Economic Development has participated in 15 trade shows including the Manufacturing and Technology show, Banff Venture Forum, Oil Sands show, Clean Renewable Energy, Geoconvention Environmental Expo, Metal Work and Manufacturing Expo and the Canadian Communication & Technology Show. Economic Development won a National Marketing Award from the Economic Development Association of Canada (EDAC) for the ‘Take Your Business to New Heights’ Marketing Campaign.
Continue to support community-grown-and-led arts and cultural events to enhance our citizens’ quality of life.
Community Development provided support to the facilities portfolio of the 2014 Alberta Summer Games Society. Support included the provision of a facilities director, venue management chair people, warehousing, and signage. The department also facilitated other requests with regards to the Games administrative office. Two Community Investment Funds (CIF) funded events were held in the Spring. Airdrie Rotary Music Festival hosted their event in March. Held at Bert Church Theatre, families and friends of the performers enjoyed listening to piano, strings, vocal, choral and theatrical music. Additionally, the Empty Bowls Festival was held in June as an event to support the Airdrie Food Bank. There was an outpour of volunteers that came and helped from serving soup to clean-up. Empty Bowls partnered with the organization SLAM to bring local
2015 City of Airdrie Budget
93
2014 Business Plan Goals Status (as at September 30, 2014) musicians to the event. Artists who sold their paintings and crafts commented about their higher successes in selling their products compared to previous years. The Culture at the Creek occurred September 26-28 at Nose Creek Park. Families and visitors attended the event. Some of the highlights included performances by various ethno-cultural dance and music groups; face painting for kids, and artistic activities. The Airdrie 2014 Alberta Summer Games was very well received by the community. It was an opportunity for Airdrie to host one of the largest events in its history. City staff played a big part of the success of the Games by providing assistance with the facilities team. Spectators, coaches, provincial sporting associations, athletes, City Council and the Alberta Sport Connection commended the courteous and helpful demeanor of staff and City facilities. Facility comments included: Facilities are in close proximity to each other, accessible and well clustered which enhanced the sports viewing experience for spectators. The newly installed beach volleyball courts at Chinook Winds are now being considered as a model for future development of outdoor courts by Volleyball Alberta. The provincial sporting body for canoe/kayak noted that the Nose Creek location was perfect and could see more events being held here. Staff supported the Games by providing assistance in managing their budget and working with Friends of the Games to obtain gifts in kind. The proceeds from the Airdrie 2014 Alberta Summer Games will be reinvested back to the community. The Games’ Board of Directors is working on a plan to distribute funding through an application process. Approximately 2,600 volunteers participate in the Games. Airdrie hosted 2,900 athletes, coaches and officials, and numerous spectators. The Neighbourhood Matching Funds of the CIF policy achieves desired AirdrieONE outcomes. Over the summer, the City funded up to a maximum of $500 for each neighbourhood event. Each event provided an opportunity for residents to strengthen their sense of community through community connections:
o
Baywater's Crescent Block Party - 150
2015 City of Airdrie Budget
94
2014 Business Plan Goals Status (as at September 30, 2014) residents participated
o
Stonegate Block Party - 80 residents participated
o
Sunridge Block participated
Party
-
90
residents
Investigate energy-saving measures for civic buildings, and report back on measurable savings.
The contract for conducting the energy audit for the 15 and 23 East Lake Hill locations and Chinook Winds fire hall has been awarded. Utility information was supplied to the company and site visits have occurred. There has been a delay in the ability to provide electrical drawings to the contractor as approval from three different architectural companies is required to scan the mechanical and electrical drawing for 15 East Lake Hill and forward to the consultant. Confirmation has come back from one company. A report to the Senior Leadership Team will be available in Q4.
Reduce the amount of waste per household that goes to landfill in 2014 versus 2013 levels.
Waste per household collected January to September 2013 versus January to September 2014 was reduced by 15%.
2015 City of Airdrie Budget
95
APPENDIX IV - 2014 STRATEGIC PLANNING CALENDAR JANUARY
FEBRUARY Feb. 3
2013 - 4th quarter variance narratives and explanations due
MARCH Mar. 18, 26 & 31 Council’s Strategic Priorities Mar. 31 Visioning session for directors
APRIL Apr. 1
CPT establish ten-year capital plan
Apr. 15 1st quarter variance narratives and explanations due
MAY
JUNE
May 16 Capital Requests due to Finance
Jun. 6
May 30 Business plan and staffing review by directors
Apr. 25 Business Plans, Capital requests and Staffing requests due to directors JULY nd
Jul. 15 2 quarter Variance narratives and explanations due Jul. 16 Capital budget review
Jun. 12, 13 & 26 Capital budget review Jun. 27 Business plans completed, incorporating any changes from director’s review
AUGUST
SEPTEMBER
Aug. 17 Complete operating budget packages due to Finance – include summary (increase/decrease sheet)
Sep. 8
Jul. 18 Finalize draft capital budget Jul. 25 Draft operating budgets and summaries due to directors, along with administrative and bylaw change fees
Staffing due to Finance
*Any Fees and Charges Bylaws to be presented to Council in late August or early September
Operating Budget presentations (Community Safety); finalize capital budget
Sep. 10 Operating Budget presentations (Community Infrastructure) Sep. 12 Operating Budget presentations (Community Services) Sep. 19 Operating Budget presentations (People & Organizational Effectiveness; Corporate Services) Sep. 22 & 23 CPT Review of Operating Budgets
OCTOBER
NOVEMBER
DECEMBER
Oct. 6
Nov. 3
Dec. 8
CPT Review of operating budget
Oct. 15 3rd quarter variance narratives and explanations due
Budget presentation to Council with Council Budget Committee (CBC) in attendance
Nov. 14, 15, 19 & 24 CBC Review of Budget
Budgets to Council
Dec. 22 Alternate date for budgets to Council
96
APPENDIX V – BUSINESS PLANS AND OPERATING BUDGETS
97
City of Airdrie 2015 Budget Highlights Operating Budget Summary Finanical Summary
Summary By Fund
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues General Operations
(65,782,853)
(71,830,641)
(71,905,624)
(77,825,930)
8%
(80,910,984)
(86,280,695)
Utility Operations
(24,913,991)
(28,083,736)
(27,965,458)
(32,056,390)
15%
(35,487,405)
(38,368,094)
Total Revenues
(90,696,844)
(99,914,377)
(99,871,082)
(109,882,320)
10%
(116,398,389)
(124,648,789)
General Operations
69,042,283
74,069,884
75,741,294
82,239,210
9%
87,140,178
93,588,571
Utility Operations
21,654,572
24,248,066
24,129,788
27,643,110
15%
30,506,962
33,144,946
Total Expenditures
90,696,855
98,317,950
99,871,082
109,882,320
10%
117,647,140
126,733,517
11
(1,596,427)
1,248,751
2,084,728
Expenditures
Total Summarized by Fund
Council Approved Budget
98
City of Airdrie 2015 Budget Highlights Operating Budget Summary Financial Summary By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Net Property Taxes
(35,588,387)
(39,388,160)
(39,388,160)
(44,036,210)
(508,854)
(546,941)
(502,496)
(190,120)
Sales & User Charges
(26,934,955)
(30,709,310)
(30,444,910)
(35,164,480)
Other Revenues
(18,015,331)
(18,229,557)
(17,899,610)
(19,820,330)
(597,964)
(358,780)
(358,780)
(180,000)
Conditional Grants
(1,955,473)
(2,125,910)
(2,123,310)
(2,243,300)
Drawn from Reserves
(4,325,714)
(5,730,919)
(5,730,919)
(5,298,130)
Sales to Other Governments
Unconditional Grants
Internal Recoveries
12% (62%)
(46,600,000)
(50,630,000)
(180,120)
(180,120)
16%
(39,849,479)
(42,885,533)
11%
(20,626,336)
(21,571,833)
6%
(2,160,237)
(2,224,345)
(8%)
(3,917,120)
(3,827,450)
(50%)
(2,638,246)
(2,824,800)
(2,784,800)
(2,949,750)
6%
(3,065,097)
(3,329,508)
(90,564,924)
(99,914,377)
(99,232,985)
(109,882,320)
11%
(116,398,389)
(124,648,789)
Salaries, Wages & Benefits
37,429,548
42,024,159
43,022,410
46,431,450
8%
50,666,959
54,277,210
Contracted & General Services
13,439,490
15,410,145
15,121,772
16,695,920
10%
16,920,481
17,894,695
Purchases from Other Governments
13,015,511
15,170,530
15,172,630
18,610,050
23%
21,038,716
23,725,266
7,208,424
8,072,638
8,122,145
8,208,080
1%
8,273,077
8,481,561
41,770
14,182
15,778
8,201,960
5,571,437
5,702,330
6,633,600
16%
7,352,000
8,315,500
188,617
186,028
175,300
237,750
36%
248,350
260,950
Long-Term Debt
6,223,568
6,264,431
6,260,220
7,205,250
15%
6,956,190
7,174,310
Internal Charges
2,638,246
2,824,770
2,784,770
2,949,760
6%
3,065,097
3,329,508
(9,072)
279,090
355,090
395,000
11%
354,000
353,000
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
NET COST/(GAIN)
(100%)
2,186,873
2,500,540
2,500,540
2,515,460
1%
2,772,270
2,921,517
90,564,935
98,317,950
99,232,985
109,882,320
11%
117,647,140
126,733,517
11
(1,596,427)
1,248,751
2,084,728
387.51
413.51
Personnel - Year Equivalents Year Equivalent: Full - Time Year Equivalent: Part - Time Total Personnel - Year Equivalents
320.16
337.50
364.01
7.85%
88.79
94.06
92.58
(1.57%)
97.48
98.40
408.95
431.56
456.59
5.80%
484.99
511.91
49,560
53,326
58,733
10%
62,845
67,243
Forecast Population Forecast Population Total Forecast Population Cost per Capita
49,560
53,326
58,733
10%
62,845
67,243
1,827.38
1,860.87
1,870.88
1.10%
1,872.02
1,884.71
Council Approved Budget
99
CITY OF AIRDRIE 2015 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 regarding value for tax dollar
Measure Percent increase in rating
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
+5%
77%
74%
N/A
74%
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Total municipal property tax revenue Total operating investment earnings Total utility revenue
2015 Forecast
2014 Projected
2013 Actual
2012 Actual
2011 Actual
2010 Actual
$42,061,430
$38,745,060 $34,699,008
$31,898,293 $29,290,064 $26,719,693
$2,200,000 $30,544,171
$2,100,000 $2,053,230 $27,958,308 $24,913,991
$1,223,564 $2,012,743 $1,323,743 $20,074,440 $18,077,751 $16,939,268
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 Percentage of debt limit used Percentage of debt service limit used Debt service as percentage of operating expense Short-term investment ROR Bond investments >1 year ROR Managed funds ROR
2013 Actual 42.57% 27.47% $718 $1,523 $1,032 $1,483 $ 34.8% 25.3% 6.6% % % %
2012 Actual 44.20% 24.99% $716 $1,493 $1,127 $1,408 $395 40.6% 27.9% 7.0% % % %
2011 Actual 44.20% 24.84% $687 $1,407 #1,008 $1,562 $669 37.0% 28.2% 9.1% N/A 3.49% 4.54%
2010 Actual 41.41% 24.46% $671 $1,404 $1,089 $1,538 $569 34.2% 27.7% 9.4% 0.73% 3.95% 5.20%
*Note: Population figures shown are for most recent year available Medicine Hat operates a separate utility for gas and electricity that is wholly owned subsidiary of the City of Medicine Hat.
100
SERVICE LEVELS Core Service
Major Functions
Taxation
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)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$(49,252,700)
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. 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.
101
City of Airdrie 2015 Budget Highlights Financial Summary Property Taxes and General Revenue By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Property Taxes and General Revenue Property Taxes and General Revenue
(37,671,356)
(40,416,890)
(44,536,840)
11%
(49,252,700)
(51,911,682)
(56,254,211)
Total Property Taxes and General Revenue
(37,671,356)
(40,416,890)
(44,536,840)
11%
(49,252,700)
(51,911,682)
(56,254,211)
(37,671,356)
(40,416,890)
(44,536,840)
11%
(49,252,700)
(51,911,682)
(56,254,211)
Total Property Taxes and General Revenue
Council Approved Budget
102
City of Airdrie 2015 Budget Highlights Financial Summary Property Taxes & General Revenue
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Net Property Taxes Other Revenues Unconditional Grants
(35,588,387)
(39,388,160)
(39,388,160)
(44,036,210)
12%
(46,600,000)
(50,630,000)
(5,873,158)
(6,853,743)
(6,454,230)
(7,724,090)
20%
(8,250,182)
(8,872,711)
(597,964)
(358,780)
(358,780)
(180,000)
(250,000)
(250,000)
(42,059,509)
(46,850,683)
(46,451,170)
(51,940,300)
12%
(54,850,182)
(59,502,711)
4,365,544
1,623,330
1,623,330
2,247,600
38%
2,533,500
2,838,500
74,812
70,000
70,000
80,000
14%
85,000
90,000
(52,203)
105,000
221,000
360,000
63%
320,000
320,000
Drawn from Reserves Total
(50%) (100%)
Expenditures
Added to Reserves/Allowances Bank Charges & Short Term Interest Other Transacations Total NET COST/(GAIN)
4,388,153
1,798,330
1,914,330
2,687,600
40%
2,938,500
3,248,500
(37,671,356)
(45,052,353)
(44,536,840)
(49,252,700)
11%
(51,911,682)
(56,254,211)
Council Approved Budget
103
City of Airdrie 2015 Budget Highlights Financial Summary Property Taxes & General Revenue By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
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
(6,352,437)
(6,407,170)
(7,473,621)
5%
(7,876,520)
(8,225,000)
(8,850,000)
(35,467,054)
(35,375,776)
(38,701,129)
14%
(44,036,210)
(46,600,000)
(50,630,000)
4,148,135
1,366,056
1,637,910
62%
2,660,030
2,913,318
3,225,789
(37,671,356)
(40,416,890)
(44,536,840)
11%
(49,252,700)
(51,911,682)
(56,254,211)
(37,671,356)
(40,416,890)
(44,536,840)
11%
(49,252,700)
(51,911,682)
(56,254,211)
Council Approved Budget
104
City of Airdrie 2015 Budget Highlights Financial Summary Property Taxes & General Revenue By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Net Property Taxes
(35,588,387)
(39,388,160)
(39,388,160)
(44,036,210)
(46,600,000)
(50,630,000)
(5,873,158)
(6,853,743)
(6,454,230)
(7,724,090)
(8,250,182)
(8,872,711)
(597,964)
(358,780)
(358,780)
(180,000)
(250,000)
(250,000)
(42,059,509)
(46,850,683)
(46,451,170)
(51,940,300)
(54,850,182)
(59,502,711)
(42,059,509)
(46,850,683)
(46,451,170)
(51,940,300)
(54,850,182)
(59,502,711)
4,365,544
1,623,330
1,623,330
2,247,600
2,533,500
2,838,500
74,812
70,000
70,000
80,000
85,000
90,000
Other Transacations
(52,203)
105,000
221,000
360,000
320,000
320,000
Total Expenditures
Other Revenues Unconditional Grants Drawn from Reserves Total Revenues Total Revenues
12%
Expenditures Added to Reserves/Allowances Bank Charges & Short Term Interest
4,388,153
1,798,330
1,914,330
2,687,600
2,938,500
3,248,500
Total Expenditures
4,388,153
1,798,330
1,914,330
2,687,600
40%
2,938,500
3,248,500
NET COST/(GAIN)
(37,671,356)
(45,052,353)
(44,536,840)
(49,252,700)
11%
(51,911,682)
(56,254,211)
Total Personnel
Forecast Population Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
($760)
($835)
($839)
($826)
($837)
Cost Per FTE Cost Per Capita
Council Approved Budget
105
$1
CITY OF AIRDRIE - 2015 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 $2,500,000 plus an increase of $170,000 in supplementary tax revenue. Typical growth revenue has moved from the long-time average of $1,800,000. Projections for the following two years are estimated to remain the same at $2,500,000. A tax increase of 4.77%, equating to $1,974,780 has been included in the 2015 budget. A 1% tax increase generates and additional $414,000 for 2015. No tax increases have been included in 2016 or 2017. A 2% increase on Fortis fees will generate just under $500,000 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 are more than $700,000. 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 result in higher investment interest. Transfers to reserves have been increased $500,000 for the general capital fund. As well, contributions to the general operating fund will begin again in order to meet reserve policy and unrestricted operating fund best practices.
Council Approved Budget
106
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Property Taxes & General Revenue Revenues Net Property Taxes
(4,648,050) Represents estimated growth (-$2,500,000) and additional supplementary taxes (-$170,000). A 4.77% tax increase has been included (-$1,975,000).
Other Revenues
(1,269,860) Increased ATCO Gas franchise fees (-$400,000) and Fortis franchise fees (-$300,000) both attributed to growth, 2% increase to Fortis franchise fees (-$500,000). Higher penalties on upaid taxes (-$35,000) amd interest (-$33,000).
Unconditional Grants
178,780 MSI grant will be phased out in 2016.
Drawn from Reserves
250,000 Half of 2013 surplus was transferred to the General Operating Reserve. This is not a best practice and was used to mitigate increased taxes for 2014.
Total Revenues
(5,489,130) ($5,489,130)
Expenditures Added to Reserves/Allowances
Bank Charges & Short Term Interest Other Transacations
Total Expenditures
624,270 Decreased supplementary revenue transferred to reserves (-$470,000); increased transfer to general operating reserve (+$594,000); increased transfer to capital (+$500,000). 10,000 Increase due to growth of online transactions. 139,000 Increase in corporate contingency (+$53,000); moved Information Technology pool of funds here (+$40,000); higher property tax adjustments (+$46,000). 773,270 $773,270
Net Increase (Decrease)
($4,715,860)
Council Approved Budget
107
2014
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
108
City of Airdrie 2015 Budget Highlights Financial Summary City Council By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Council City Council
376,742
394,685
430,890
5%
453,030
454,685
509,750
Total City Council
376,742
394,685
430,890
5%
453,030
454,685
509,750
376,742
394,685
430,890
5%
453,030
454,685
509,750
Total City Council
Council Approved Budget
109
City of Airdrie 2015 Budget Highlights Financial Summary City Council
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Expenditures
Salaries, Wages & Benefits
273,862
294,840
300,870
307,080
2%
312,260
360,725
Contracted & General Services
75,106
72,791
84,200
91,000
8%
91,400
98,000
Materials, Goods, Supplies, & Utilities
27,774
40,243
45,820
54,950
20%
51,025
51,025
376,742
407,874
430,890
453,030
5%
454,685
509,750
376,742
407,874
430,890
453,030
5%
454,685
509,750
Total NET COST/(GAIN)
Council Approved Budget
110
City of Airdrie 2015 Budget Highlights Financial Summary Council By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Council Council 1-11-010 COUNCIL
376,742
394,685
430,890
5%
453,030
454,685
509,750
Total Council
376,742
394,685
430,890
5%
453,030
454,685
509,750
376,742
394,685
430,890
5%
453,030
454,685
509,750
Total Council
Council Approved Budget
111
City of Airdrie 2015 Budget Highlights Financial Summary Council By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Total Revenues
Expenditures Salaries, Wages & Benefits
273,862
294,840
300,870
307,080
312,260
360,725
Contracted & General Services
75,104
72,791
84,200
91,000
91,400
98,000
Materials, Goods, Supplies, & Utilities
27,774
40,243
45,820
54,950
51,025
51,025
376,740
407,874
430,890
453,030
454,685
509,750
Total Expenditures
376,740
407,874
430,890
453,030
5%
454,685
509,750
NET COST/(GAIN)
376,740
407,874
430,890
453,030
5%
454,685
509,750
Total Expenditures
Total Personnel
Forecast Population Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
$8
$8
$8
$7
$8
Cost Per FTE Cost Per Capita
Council Approved Budget
112
$1
CITY OF AIRDRIE - 2015 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. Council remuneration was reviewed and approved in 2013 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. A 2.5% COLA has been projected for 2015 with 2.0% in 2016 and 2017. Due to time pressures with Council members who work full-time, Council meals have been reinstated for 2015.
Council Approved Budget
113
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Council
Expenditures Salaries, Wages & Benefits
6,210 Increased council member fees.
Contracted & General Services
6,800 Increase in Mayor's travel allowance (+$3,000) and professional membership fees (+$4,000).
Materials, Goods, Supplies, & Utilities
9,130 Council volunteer recognition banquet increased due to increased costs (+$2,000). Re-introduction of Council meals (+$7,000).
Total Expenditures
22,140 $22,140
Net Increase (Decrease)
$22,140
Council Approved Budget
114
City Manager (CAO)
Manager of Legislative Services and Corporate Communications
Legislative Services Team Leader
Insurance/Risk Management Advisor
Corporate Communications Team Leader
Recording Secretary
Security Advisor
Communications Advisors
Executive Assistant
Claims Administrator
Graphic Designer
Council Technician
Records & Information Management Coordinator
Corporate Administrative/Security Generalist
Legislative Officer
Records & Information Management Technician
Legislative Services Technician Record Clerks Directors Administrative Assistant
115
City of Airdrie 2015 Budget Highlights Financial Summary City Manager By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Manager City Manager
269,090
271,560
505,940
8%
546,300
577,289
Corporate Communications
684,483
663,270
740,080
4%
768,420
870,227
959,806
Legislative Services
936,596
887,115
903,370
13%
1,020,450
1,049,385
1,166,093
Records/Insurance/Risk Management Total City Manager Total City Manager
597,752
998,839
1,027,070
1,284,880
17%
1,499,430
1,517,475
1,560,068
2,889,008
2,849,015
3,434,270
12%
3,834,600
4,014,376
4,283,719
2,889,008
2,849,015
3,434,270
12%
3,834,600
4,014,376
4,283,719
Council Approved Budget
116
City of Airdrie 2015 Budget Highlights Financial Summary City Manager
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales & User Charges
(14,383)
(10,700)
Other Revenues
(11,202)
(100)
(13,350)
(13,800)
Drawn from Reserves
(13,800)
(30,130)
(30,130)
Total
(39,385)
(40,930)
(43,480)
(23,800)
1,871,324
2,236,970
2,291,280
2,509,720
981,867
1,140,695
1,095,600
1,272,060
70,202
90,685
90,870
76,620
2,928,393
3,468,350
3,477,750
3,858,400
2,889,008
3,427,420
3,434,270
3,834,600
3%
(9,500)
(9,300)
(10,000)
(10,000)
(19,500)
(19,300)
10%
2,676,200
2,885,478
16%
1,281,296
1,341,161
76,380
76,380
11%
4,033,876
4,303,019
12%
4,014,376
4,283,719
22.00
(10,000) (100%) (45%)
Expenditures
Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total NET COST/(GAIN)
(16%)
5,000
Personnel - Year Equivalents Year Equivalent: Full - Time
14.00
16.99
20.00
18%
20.00
Year Equivalent: Part - Time
4.38
4.55
3.06
(33%)
4.06
4.06
18.38
21.54
23.06
7%
24.06
26.06
Total Personnel - Year Equivalents
Council Approved Budget
117
CITY OF AIRDRIE 2015 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
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
Operating cost per capita
Maintain lowest quartile cost/capita in AMA benchmarking group
$1,546
1,854
$1,715
$1,404
3.75
3.85
3.70
N/A
3.72
4.0
3.91
3.76
N/A
3.81
Citizen Satisfaction Index out of 5.0 Citizen Satisfaction Index out of 5.0
118
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome C1/15 The City is known for its good customer service: Pursue options to facilitate commercial and industrial growth by reviewing the complete development cycle and approval process through the lens of the customer. C2/15 Strong financial foundation: Develop a fiscal sustainability framework
C3/15 Strong people culture: Develop criteria for consistent training requirements for staff across the organization.
S7/14 Build on the strategy that provides leadership and direction on advocacy with other levels of government.
Initiative/Strategy • Streamline communication and coordination among departments. • Ensure web content provides the necessary information for the customer. • Develop a method to solicit feedback from customers. • Refresh and develop policies, determine risk tolerance and desired financial position. Key pieces include reserve policy, establishing a tax stabilization fund, and revisiting the governance model (e.g. Finance Advisory Committee structure) • Review the budget process • Determine what courses are required. • Brand the training program as part of our culture. • Identify key milestones and determine a recognition strategy. • Audit learning plans and training taken. • Conduct ‘stay’ interviews with staff.
Implement advocacy strategies/tactics identified in the draft Advocacy Strategy.
Target • Improved review and processing times • Favourable feedback from customers
• Framework is in place • Policies are established and approved by Council • The framework provides a level of certainty that future needs will be addressed • Budget process has been streamlined • Course catalogue has been reviewed and core courses identified. • Staff is embracing internal training by acquiring and applying the knowledge. • Key training milestones achieved by staff are acknowledged. • There is a strong link between learning plans and training taken. At least two strategies/tactics completed by Q4.
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Total Number of Employees (at highest point – summer) Total Number of FTE’s (as per budget)
2015 2014 2013 Forecast Projected Actual 465.79 431.56 408.45 465.79
119
431.56
410.98
2012 Actual
2011 Actual
2010 Actual
391.95
374.42
359.07
Customer Benefits (Key efficiency measures) 2013 Actual
Activity Description
% of customers that rate the delivery of services as being efficient (good 79% and very good) – Customer Satisfaction Survey % of customers who felt that the services provided met or exceeded their 92% expectations – Customer Satisfaction Survey Rating of customers who are satisfied with the quality of service 86% provided by the City (Customer Satisfaction Survey) % of employees that feel the City is a good employer (would No Survey recommend to others) – Employee Satisfaction Survey % of employees that understand the expected deliverables/outcomes of No Survey their business plan – Employee Satisfaction Survey % employees satisfied with CAO leadership – Employee Satisfaction No Survey Survey FTEs:1,000 residents* 8.29
2012 Actual
2011 Actual
2010 Actual
72%
No Survey
78%
92%
No Survey
92%
79%
No Survey
83%
96%
No Survey
93%
85%
No Survey
82%
74%
No Survey
83%
8.57
9.19
8.99
*Full-time equivalents from budget 2013 budget = 410.98 up from 391.95 in 2012 2014 budget = 431.56 up from 410.98 in 2013 2012 45,711; 2013 49,560;
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Quality of Life (good or very good) 2013* 97%
Grande Prairie 55,032 95%
Lethbridge 93,004 98%**
Medicine Red Hat Deer 61,180 98,585 N/A 97%
St. Albert 63,255 N/A
*Note: Population figures shown are for most recent year available **2014 Statistic
EMERGING TRENDS AND ISSUES •
• • •
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 Rocky View Schools bodes well for future endeavors. Key challenges include the changing political scene at the provincial and federal level, challenges being faced with the Calgary Regional Partnership, increased focus on fiscal responsibility, the potential economic instability and continued pressures to provide viable municipal services.
120
SERVICE LEVELS Core Service Overall leadership and direction to City staff
Collaborative and effective working relationship with City Council
Participation with other partners at the local, regional and provincial levels
Description of Current Level
Major Functions • 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
(eg: frequency; standard; response time)
• • • • •
• • • • • • •
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$546,300
Director meetings following Council Mondays Bi-weekly CPT meetings Two Great Big Meetings per year One Great Big Safety Meeting per year Employee engagement through wandering around, and department visits
Daily meetings with the Mayor Regular individual meetings with Council members Regular Council meetings Session to set strategic priorities Informal sessions (8 per year) Formal City Council/CAO check-in meetings (3 per year) 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 sub-committees • Participate in Inter-municipal Committee with Rocky View County Provincially/Federally • Participate in mid-sized City Managers network meetings • Participate in AUMA and CAMA • Participate in province-wide benchmarking initiative
121
City of Airdrie 2015 Budget Highlights Financial Summary City Manager By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Manager City Manager 1-12-010 CITY MANAGER
269,090
271,560
505,940
8%
546,300
577,289
597,752
Total City Manager
269,090
271,560
505,940
8%
546,300
577,289
597,752
269,090
271,560
505,940
8%
546,300
577,289
597,752
Total City Manager
Council Approved Budget
122
City of Airdrie 2015 Budget Highlights Financial Summary City Manager By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(350)
Total Revenues
(350)
Total Revenues
(350)
Expenditures Salaries, Wages & Benefits
251,546
470,000
479,450
522,790
555,544
576,302
13,268
45,290
19,690
22,460
20,695
20,400
4,276
7,615
6,800
1,050
1,050
1,050
269,090
522,905
505,940
546,300
577,289
597,752
Total Expenditures
269,090
522,905
505,940
546,300
8%
577,289
597,752
NET COST/(GAIN)
269,090
522,555
505,940
546,300
8%
577,289
597,752
Contracted & General Services Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
1.00
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
1.00
3.00
3.00
3.00
3.00
1.00
3.00
3.00
3.00
3.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
269,090
168,647
182,100
192,430
199,251
$5
$9
$9
$9
$9
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
123
$1
CITY OF AIRDRIE - 2015 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. Staffing increases by 1.0 FTE in support of a strategic Intergovernmental Affairs Liaison.
Council Approved Budget
124
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
City Manager
Expenditures Salaries, Wages & Benefits
Contracted & General Services Materials, Goods, Supplies, & Utilities
Total Expenditures
43,340 Reflective of COLA, band and step increases and associated benefit increases (+$56,000). Part of the benefit increase is for the CAO supplementary pension which has increased greatly due to salary increase. Addition of 1.0 FTE intergovernmental liasion (+$69,000), vacation coverage (+$7,000); move 1.0 FTE position to Legislative Services (-$89,000). 2,770 Additional costs for Federation of Canadian Municipalities (FCM) conference. (5,750) Expenses for Great Big Meetings have been moved to Corporate Communications. 40,360 $40,360
Net Increase (Decrease)
$40,360
Council Approved Budget
125
CITY OF AIRDRIE 2015 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 Level of satisfaction for City website/online services Percentage of residents using website as main source of information In the City Guide is easy to use Twitter Subscribers E-newsletter Subscribers
Measure 2013 Citizen Satisfaction Survey 2013 Citizen Satisfaction Survey In the City Guide satisfaction survey Number of followers Number of subscribers
126
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
80%
71%
63%
N/A
66%
20%
80%
74%
N/A
73%
80%
N/A
70%
N/A
N/A
7,000 2,000
4,900 1,454
3,000 1,700
1,000 1,500
400 900
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Reputation Management Actively manage the City’s reputation by creating policies, procedures and corporate standards for communications S7/14 Advocacy Strategy: Build on the strategy that provides leadership and direction on advocacy with other levels of government
Initiative/Strategy Research and establish a public engagement strategy for the Corporation
2016 and 2017 Desired Outcome Reputation Management
Initiative/Strategy Actively manage the City’s reputation by creating policies, procedures and corporate standards for communications
Target
Implement the administrative Meet the success functions of the advocacy strategy measurements set out in the strategy
Target Policies and/or standards developed and implemented, as needed
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
2015 2014 Forecast Projected 60 60
2013 Actual 40
2012 2011 2010 Actual Actual Actual 20 5 N/A
300
250
225
197
75
65
150 700
110 550
100 480
88 N/A
80 N/A
78 N/A
12
10
11
7
N/A
N/A
650 7
500 7
400 5
250 4
N/A 3
N/A 2
Grande Medicine Red BENCHMARKS (Other municipalities, Airdrie Prairie Lethbridge Hat Deer St. Albert industry standards, private sector) 54,891* 93,004 63,255 55,032 61,180 98,585 1 FTE per 0.4 FTE 0.8 FTA 1.3 FTE per Population ratio/Communications FTE N/A N/A 10,000 per 10,000 per 10,000 10,000 Corporate Communications Budget N/A N/A N/A $556,000 N/A $918,000 City staff ratio/Communications FTE
1 FTE/110
FTE/350
*Note: Population figures shown are for most recent year available
127
N/A
1 FTE/343
N/A
1 FTE/73
EMERGING TRENDS AND ISSUES 2014 PR Trend Forecast: Corporate Paul Holmes The growing importance of social media had an immediate impact on consumer public relations, where companies sought to seize a new opportunity to connect with their customers. Corporate communicators—as is their wont— responded in a more conservative manner, perhaps more concerned about defending their reputations against social media critics than in using new channels to play offense. But 2014 is shaping up to be the year in which savvy and sophisticated corporate communicators come to understand that digital and social media provide them with an opportunity to tell their corporate stories more proactively, to realize competitive advantage by walking the walk rather than just talking the talk. •
•
• •
Actions speak louder…: “A growing trend over recent years that will hopefully accelerate in 2014 is that of corporate communications supporting not only ‘downstream’ engagement—once business decisions have been taken—but rather informing those decisions in the first place and the actions that stem from them,” says Rod Cartwright, who leads the global corporate practice at Ketchum. “We view the communications function and our role as counselors as helping leaders at all levels to ‘decide, act and engage.’” Communicating leadership: “The critical role of communication in underpinning high-quality leadership will remain firmly in the spotlight during 2014,” says Cartwright. He points out that the World Economic Forum’s Outlook on the Global Agenda 2014 included “a lack of values in leadership” in its top 10 trends for the coming year, “with credible, effective leadership implicit in pretty much all of the other nine.” Ketchum’s own Leadership Communication Monitor, meanwhile, found that open communication was the single most important attribute of effective leaders for the second year in a row – with a 29 point gap between expectation and delivery. Says Cartwright, “It is clear that the inherent link between leadership and communication represents a major opportunity and responsibility for our industry and the communications function.” Corporate content: “Communicators will increasingly become technologists,” says Jen Prosek or US corporate firm Prosek Partners. “Communicators will need to understand social platforms (old news), amplification techniques, measurement systems, and online reputation management including Google’s algorithms and SEO.” Measurement: Inevitably, there is still a focus on measuring the impact of all this work—with digital and social tools providing new tools for evaluation. “There's a chance someone will ‘crack’ measurement,” says Prosek. “We have finally moved beyond the impression. Again technology is giving us more sophisticated ways to measure ‘return on engagement’ or ‘cost per action.” It’s not perfected yet, but communicators are obsessed.”
128
SERVICE LEVELS
Core Service
Major Functions
Intranet strategy Internal Communications development to facilitate communication among staff
Employee newsletter Graphic design and production support for internal communications initiatives Great Big Meeting
Description of Current Level (eg: frequency; standard; response time)
• Daily monitoring • Weekly updates • Annual review Periodic revamping in response to customer feedback Bi-monthly One FTE provides all internal and external graphic design services for the City
Media relations • Coaching & advising Council & staff • Building positive relationships with local media Using media relations strategies to communicate with the public Corporate events and publications strategy, design, writing and editing Web site strategy and content management in collaboration with City departments
Use contracted services to provide additional support necessary to support corporate graphic design requests
Coordinate logistics and work with CPT to develop agenda
Internal Communications Strategy
External communications
Proposed Service Level Changes Work with IT to develop a project plan and timeline to overhaul MyNet in order to improve internal communications
Requests completed on an as required basis
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
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
129
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 training and support, community event calendar approvals and
Estimated Cost of Program
Core Service
Marketing & advertising
Public Information Officer for Disaster Services
Reception
Major Functions
Description of Current Level (eg: frequency; standard; response time)
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 Awareness and knowledge of departmental marketing and advertising plans Fulfill PIO role in the event of a disaster
Identity and consistency is well managed
Develop strategic communication plans to support departments with their marketing and advertising needs PIO plan and team in place
Proposed Service Level Changes 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
Estimated Cost of Program
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
• Assist customers • Service provided on with information, demand guidance and Commissioner for Oath services • Assist with logistics • Two times per year for Great Big Meetings • Corporate support with outgoing mail, • Daily courier, stationery, access, security and City Connection Total Cost
130
$768,420
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Communications By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Manager Corporate Communications 1-12-014 CORPORATE COMMUNICATIONS
684,483
663,270
740,080
4%
768,420
870,227
959,806
Total Corporate Communications
684,483
663,270
740,080
4%
768,420
870,227
959,806
684,483
663,270
740,080
4%
768,420
870,227
959,806
Total Corporate Communications
Council Approved Budget
131
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Communications By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(250)
Drawn from Reserves
(11,000)
(11,000)
(250)
(11,000)
(11,000)
(250)
(11,000)
(11,000)
Salaries, Wages & Benefits
532,938
565,900
565,900
584,310
688,122
777,701
Contracted & General Services
146,108
173,805
179,200
167,080
165,080
165,080
5,685
5,980
5,980
17,030
17,025
17,025
684,731
745,685
751,080
768,420
870,227
959,806
Total Expenditures
684,731
745,685
751,080
768,420
2%
870,227
959,806
NET COST/(GAIN)
684,481
734,685
740,080
768,420
4%
870,227
959,806
Total Revenues Total Revenues
(100%)
Expenditures
Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
4.33
5.33
5.33
5.33
6.33
Year Equivalent: Part - Time
1.23
0.23
0.23
1.23
1.23
Total Personnel - Year Equivalents
5.56
5.56
5.56
6.56
7.56
5.56
5.56
5.56
6.56
7.56
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
123,108
133,108
138,205
132,657
126,958
$14
$14
$13
$14
$14
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
132
CITY OF AIRDRIE - 2014 OPERATING BUDGET Corporate Communications BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Assumptions made for this budget are primarily status quo. It includes the continuation of a more strategic focus and emphasis on video production and social media. Strategic communications support has been assigned to each portfolio. Additional staff includes a 1.0 FTE Communications Advisor in response to growth, the need for an increased social media presence, and the many strategic projects being undertaken over the coming years.
Council Approved Budget
133
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Corporate Communications Revenues Drawn from Reserves Total Revenues
11,000 Removal of 2013 one-time carry forward for booths, panels and banners. 11,000 $11,000
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities
Total Expenditures
18,410 Reflective of COLA, band and step increases and associated benefit increases. (12,120) Savings due to booths, panels and banners purchased in 2014 (-$11,000). 11,050 Reflects transfer from Legislative Services of (+$6,000) and an additional (+$4,000) for Great Big Meetings. Corporate Municipal Information Network subscription (+$1,000). 17,340 $17,340
Net Increase (Decrease)
$28,340
Council Approved Budget
134
CITY OF AIRDRIE 2015 BUSINESS PLAN
LEGISLATIVE SERVICES BUSINESS FOCUS STATEMENT • • • • •
Provides advice and assistance in the areas of local, provincial, and federal legislation to protect the organization and the public Ensures the City operates within a democratic framework Conducts census and elections Manages privacy and access to information Provides administrative support
CORE SERVICES • • • • • • • •
Democratic process for City Council, its Boards, Committees and Commissions Council’s Volunteer Program Administrative Support to CAO and Directors Legal Services including contract, bylaw and policy management Census and Elections Quasi-judicial Boards Freedom of Information and Protection of Privacy Documentation Unit for Emergency Operations Centre
KEY SUCCESS INDICATORS Indicator Satisfaction Level Timelines met, knowledge, professional / respectful / values Number of actual or potential legal challenges
Measure Annual Survey (Internal Customers) City found to be at fault
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
90%
N/A
N/A
N/A
N/A
0
0
0
0
0
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S5/14 Review one process each year to ensure a Business Continuity Plan is in place S5/14 Maximize operational efficiencies and effectiveness Secure Internet voting for 2017
Initiative/Strategy Electronic Agenda Process
Target One process completed
Review General Appeal Board process
One process completed
Participate in Minister’s Task Force on internet voting
Internet voting for 2017
135
2016 and 2017 Desired Outcome Review one 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 current process
One process completed
Effective Council Remuneration review process
Investigate options for the review of Council remuneration Election
Q4 2016
Participate in Province wide lobbying to attain Internet voting
Internet voting for 2017
Uncontested 2017 Election Internet Voting
No judicial or procedural challenges
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Census: number of households requiring door-to-door collection Increase in dwellings Number of agreements reviewed – legal Number of appeals • Subdivision and Development Board • Assessment Review Board o Received o Heard • General appeals • CAO Extraordinary meeting requests (Recording Technicians) Number of events/functions hosted by City Manager/Directors Number of external events/functions scheduled for City Manager/Directors School programs (primarily grade six) Difficult vs. easy Commissioner for Oaths Resident/non-resident and business Commissioner for Oaths services Mayor meetings/events/appearances
2015 2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual Actual 45.00% 45.00% 53.46% 45.66% 48.67% 48.25% 20,098 19,141 18,230 17,174 16,180 15,243 5% 5% 6.4% 6.82% 6.15% 5.22% 50 45 41 46 49 N/A 11
9
6
8
11
11
25 10 3 1 27
23 10 3 1 27
19 10 1 1 21
22 7 0 2 14
81 35 1 1 8
10 8 1 N/A 5
25
25
24
24
42
33
30
25
N/A
N/A
N/A
N/A
14 45/850
14 30/825
13 15/791
N/A 11/500
N/A 56/522
N/A 45/255
840/55
780/75
740/66
470/41
552/26
262/46
N/A
N/A
617
711
N/A
N/A
136
Customer Benefits (Key efficiency measures) Activity Description Census – higher online response decreases the cost of enumeration Number of Council committees, boards and commissions (including subsidiaries) processing agendas through electronic agenda package (six are eligible) Number of internal committees processing agendas through the electronic agenda solution (five are eligible Number of commissions
BENCHMARKS (Other municipalities, industry standards, private sector) Census – Number of households responding online (2013, *2012) Census – cost per capita (2013)
2013 Actual 46.5%
2012 Actual 54.3%
2011 Actual 56.0%
2010 Actual 57.33%
4
N/A
N/A
N/A
2
N/A
N/A
N/A
806
511
578
308
Airdrie 54,891
Grande Prairie 55,032*
Lethbridge 93,004
Medicine Red Hat Deer 61,180 98,585
46.54%
N/A
32.6%
N/A
30%
43%*
$0.68*
N/A
1.71
N/A
1.65
N/A
St. Albert 63,255*
(Medicine Hat: 2012 Grande Prairie: 2011 * Does not include City of Airdrie staffing costs)
EMERGING TRENDS AND ISSUES •
•
Emerging Trends: Increase in requests from residents, enumerators and hosted communities for support regarding census administration. Increased activity, both internal and external, being experienced by all frontline staff (walkin, phone, email) due to growth. Issues: Quality assurance requirements for census by Municipal Affairs result in increased demand for manpower. Repeated changing of Ministers of Municipal Affairs together with the Municipal Government Act review is impacting Municipal Affairs’ appetite to pursue Internet voting.
137
SERVICE LEVELS Core Service Legislative Services
Major Functions City Council
Council boards and committees
Administrative Support Legal Services
Contract Management
Census Elections Freedom of Information and Protection of Privacy
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
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 Manager, 5 Directors Liaison between City Council, staff and solicitor Coordinate formal legal review (as required) Maintain/monitor contract log Review of contracts/agreements to decide which require formal review Conduct census annually in accordance with legislation Conduct election every four years in accordance with legislation (2017) Administer FOIP requests in accordance with legislation Initiate and train staff on the requirements of the legislation Total Cost
138
1,020,450
City of Airdrie 2015 Budget Highlights Financial Summary Legislative Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Manager Legislative Services 1-12-101 LEGISLATIVE SERVICES
936,596
887,115
903,370
13%
1,020,450
1,049,385
1,166,093
Total Legislative Services
936,596
887,115
903,370
13%
1,020,450
1,049,385
1,166,093
936,596
887,115
903,370
13%
1,020,450
1,049,385
1,166,093
Total Legislative Services
Council Approved Budget
139
City of Airdrie 2015 Budget Highlights Financial Summary Legislative Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(12,333)
(7,350)
Other Revenues
(10,952)
(100)
Drawn from Reserves
(11,600)
(11,800)
(12,000)
(12,050)
(12,000)
(12,050)
(12,000)
(12,050)
(19,130)
(19,130)
(23,285)
(26,580)
(30,730)
(11,800)
(23,285)
(26,580)
(30,730)
(11,800)
Salaries, Wages & Benefits
577,500
505,070
524,560
622,810
635,585
692,183
Contracted & General Services
366,990
363,820
385,400
404,080
420,440
480,600
10,389
23,140
24,140
5,360
5,360
5,360
Total Revenues Total Revenues
(62%)
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures
5,000 959,879
892,030
934,100
1,032,250
1,061,385
1,178,143
Total Expenditures
959,879
892,030
934,100
1,032,250
11%
1,061,385
1,178,143
NET COST/(GAIN)
936,594
865,450
903,370
1,020,450
13%
1,049,385
1,166,093
Personnel - Year Equivalents Year Equivalent: Full - Time
4.33
3.33
4.33
4.33
4.33
Year Equivalent: Part - Time
1.65
1.71
1.73
1.73
1.73
Total Personnel - Year Equivalents
5.98
5.04
6.06
6.06
6.06
5.98
5.04
6.06
6.06
6.06
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
156,621
179,240
168,391
1%
173,166
192,425
$19
$17
$17
$1
$17
$17
Total Personnel
20%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
140
CITY OF AIRDRIE - 2015 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. Canada Post announced 2014 rate increases of 35% late in 2013 which were not budgeted for due to the timing of the announcement. This increase together with the increase in growth is reflected in the 2015 budget. Online census response was up in 2014 but growth dictates an increased number of workers and costs for 2015. The effect of unionization on legal costs will continue.
Council Approved Budget
141
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Legislative Services Revenues Sales & User Charges Drawn from Reserves
Total Revenues
(200) 19,130 Removal of 2013 one-time carry forward for shelving (+$7,000) and Council Chamber chairs (+$13,000). 18,930 $18,930
Expenditures Salaries, Wages & Benefits
98,250 Reflective of COLA, band and step increases and associated benefit increases (+$9,000). Reallocation of 1.0 FTE from City Manager (+$89,000).
Contracted & General Services
18,680 Increase reflects greater number of Assessment Review Board hearings (+$2,000); population growth affecting annual census (+$8,000), postage (+$10,000), new meeting management software maintenance fee (+$5,000); and offsetting reductions in therapeutic counselling under the anti-bullying bylaw (-$12,000).
Materials, Goods, Supplies, & Utilities
Total Expenditures
(18,780) Reduction due to 2013 one-time carry forward for shelving (-$7,000) and Council Chamber chairs (-$13,000). 98,150 $98,150
Net Increase (Decrease)
$117,080
Council Approved Budget
142
CITY OF AIRDRIE 2015 BUSINESS PLAN
RECORDS MANAGEMENT BUSINESS FOCUS STATEMENT 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.
CORE SERVICES • • • •
Ensures the systematic lifecycle management of records and information from creation through to disposition, regardless of form Consult and provides advice to various departments on records management best practices Facilitates access and disclosure Determines short and long term space requirements for Corporate Records.
KEY SUCCESS INDICATORS Indicator Satisfaction Level Timelines met, knowledge, professional / respectful / values Departments using records management services on a regular basis
Measure Annual Survey (Internal Customers) Percentage of departments
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
90%
N/A
N/A
N/A
N/A
N/A
N/A
N/A
90%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S5/14 Maximize operational efficiencies and effectiveness S5/14 Records management software extended throughout the organization (TABFusion) C1/15Manage the life cycle of electronic documents throughout the organization (EDRMS)
Initiative/Strategy Electronic Data Records Management System (EDRMS) Continue roll out to individual departments • • • • • •
Evaluate Needs Assessment Report Prepare RFP for software solution Tender RFP Select solution and Vendor Pilot Roll out to RM Unit
143
Target Underway 100% of Business Units using system
Q4
2016 and 2017 Desired Outcome Maximize operational efficiencies
Initiative/Strategy EDRMS
Manage the life cycle of electronic documents throughout the organization (EDRMS)
• • •
Target Continuation from 2015 Continue throughout 2017
Develop change management strategy Develop training strategy Roll out to organization
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 2014 2013 Forecast Projected Actual
Activity Description Number of new property files created (includes new volumes, development permits, etc.) Year-over-year growth Total number of current subject files Year-over-year-growth Total number of volunteer, personnel, payroll, and health and safety files created Number of files held in Inactive Records Centre (at year end) Number of records retrieval requests Year-over-year growth Number of boxes destroyed in annual destruction Year-over-year growth Filing received (based on file touches not individual pieces)
6,158 53% 5,944 30% 848 52% 10,201 20% 1,632 25.5% 92 -4.2% 20,000 -17%
4,025 53% 4,572 30% 558 52% 8,501 30% 1,300 25.5% 96 -22% 24,000
2,620* 81% 3,517*** 46% 368
2012 Actual
2011 2010 Actual Actual
1,449 7.2% 2,417 4.4%
954 -37% 2,315 4%
1,513
N/A
N/A
N/A
5,849 1.4% 286 12% 89 -3.3% N/A
5,767
2013 2012 2011 Actual Actual Actual
2010 Actual
6,539 4,281 53% -26.8% 1,036 749 189% 161.9% 123 108 14%F 21.3% 24,000** N/A
2,234
256 92 N/A
*Includes creation of outstanding volumes and backlog in addressing **Extrapolated (Actual data August to December 11,934) ***Includes new file creation for AP, Finance, Procurement, Utilities not captured in past
Customer Benefits (Key efficiency measures) Activity Description Hours saved by City departments by having records staff conduct and manage daily filing BENCHMARKS (Other municipalities, industry standards, private sector) Records Management staff per 1,000 residents
Airdrie 54,891 0.07 (3.6 staff)
173.3
N/A
N/A
Grande Medicine Red Prairie Lethbridge Hat Deer 93,004 55,032* 61,180 98,585 Do not have 0.02 0.05 0.07 dedicated (2 staff) 3 staff 7 staff RM staff
144
N/A
St. Albert 63,255 0.03 2 staff
EMERGING TRENDS AND ISSUES •
• •
Increasing awareness and use of Records Management Services has resulted in increased volume, inquiries, retrievals and consultations. Demand for services is increasing with the Records Management department housing six different collections looking for support. It is expected that implementation of TABFusion will revolutionize records management of physical records (paper) throughout the organization in terms of being able to not only locate records but also know what we have. Increasing and compounding need for electronic document and records management as the organization pushes towards electronic processes, increased online services, and social media.
145
SERVICE LEVELS Core Service Records Management (RM)
Major Functions
Description of Current Level (e.g.: frequency; standard; response time)
Systematic lifecycle management of records and information: • Creation: records are created or received • Use: active records that are needed frequently in the course of business • Maintenance: semi active records not needed for day to day business (kept for legal, financial or reference reasons. These are also called inactive records. • Disposition: takes place when records no longer have value to the organization. This includes physical destruction of records or transfer to an archives if the organization has one or there is a requirement provincially or federally
Manage a large part of all City paper records as per the Records Retention and Disposition Bylaw 32/99 and Schedule in accordance with business, legal, governmental and historical requirements. Records are received from business units on a regular basis throughout the year and entered into the RM database for retrieval and retention management. Destruction of records occurs on an annual basis in concurrence with this Schedule
Advise departments on RM best practices
Meet with departments upon request to assist with RM needs Respond to customer requests for records or information within 48 hours (or less) and ensure that any release of information complies with FOIP Annually assess space requirements, identify any shortfalls and work with Corporate Properties to attain onsite or offsite space as required and/or available
Facilitate access and disclosure
Determine space requirements for corporate records housed centrally
Proposed Service Level Changes As TABFusion is rolled out to the organization, RM will have a better understanding of the volume of paper records and information held by the City. This tool enables more effective management of each phase of the lifecycle with enhancements such as tracking of barcoded records. Further, employees will be able to search and request records and information managed by the organization directly through the system. RM has undertaken a project to manage electronic records and information within the organization. A Needs Assessment will be completed in 2014 with potential solutions and costs outlined in a 2015 capital request.
146
Increasing awareness of the importance of well managed records has resulted in increased use of RM services. There has been a deficiency in space for active records for one year, which has resulted in
Estimated Cost of Program
Core Service
Major Functions
Description of Current Level (e.g.: frequency; standard; response time)
147
Proposed Service Estimated Level Cost of Changes Program inactive space being appropriated. This has created a shortage in inactive records space. This has been identified as a component of the 2014 Facilities Plan. Total Cost $1,499,430
CITY OF AIRDRIE 2015 BUSINESS PLAN
RISK MANAGEMENT AND SECURITY BUSINESS FOCUS STATEMENT •
To minimize the impact and cost of risk to the City’s people and assets through three key functional areas: Risk Management/Security, Risk Financing and Claims Administration.
CORE SERVICES •
• • • • •
Administer corporate Risk Management Program o Includes administration of corporate insurance program, claims administration Administer corporate Security Program o Includes building access, physical security, security awareness training Provide advice and assist with corporate direction and policy development Administer and/or conduct incident investigations and process claims (insured and retained) Review and provide advice/direction on contracts and corporate programs/projects Liaise with external stakeholders on special events and projects partnered with the City
KEY SUCCESS INDICATORS (Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
Annual Survey (Internal Customers)
90%
N/A
N/A
N/A
N/A
Claims / Premiums
20%
23.2%
33.7%
Indicator Satisfaction Level Timelines met, knowledge, professional / respectful / values Insurance Loss Ratio
Measure
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Standardized incident management
Consistency between policy, practice and budget from a liability perspective Security Program framework that has been endorsed by CPT Major risks identified at the department level (risk register)
Initiative/Strategy • Implement a software solution • Develop an online Incident Notification Form for the public • Collaborate with City departments or a Special Events Coordinator to standardize processes and requirements • Assist with development of corporate policy reflecting standard processes and requirements Collaborate with one business unit/program to complete a review to ensure consistency Develop a framework to take forward to Senior Leadership Team (SLT) for endorsement Collaborate with one business unit/program to complete a review to ensure consistency
2016 and 2017 Desired Outcome Consistency between policy, practice and budget from a liability perspective Major risks identified at the department level (risk register) Higher self-insured retention level to manage insurance premiums
Initiative/Strategy Target Collaborate with one business unit/program to complete a Ongoing review to ensure consistency Collaborate with one business unit/program to complete a Ongoing review to ensure consistency Q1, • Initiate discussion with Finance in preparation of 2016 moving to higher self-insured retention levels
Consistent special event management
148
Target Q1
Q4
Q4 Q2 Q4
Provide adequate response levels and maximize effectiveness and efficiency of facility and alarm monitoring
• Evaluate and plan how to appropriately fund department GL’s to accurately fund losses
Q1, 2017
Evaluate and plan for internal security monitoring of City facilities and alarm systems
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of claims (Insurer) Number of incidents Total Insured values (as of January 1) • Property (excluding Main Street Square) • Equipment/Fleet • Automobile Count Number of Risk Management inquiries Number of security cards issued
2012 Actual 20 89
2011 Actual 21 74
2010 Actual 21 74
$126.1MM $ 12.6MM 117 144 275 new 50 replaced
$121.8MM $ 12.9MM 94 N/A 130 new 100 replaced
$116.3MM $ 12.0MM 87 N/A 220
Customer Benefits (Key efficiency measures) 2013 2012 2011 2010 Actual Actual Actual Actual
Activity Description Risk Management: Incident investigations/processing on behalf of other departments
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891 $136.6MM • Insured Values – Buildings $10.9MM • Insured Values - Equipment 99 • Fleet Count $16MM Limit of Liability $707,000 Core Insurance Premium Deductibles • Property • Automobile • Liability
89
N/A
N/A
Grande Prairie 55,032*
Lethbridge 93,004
Medicine Hat 61,180
Red Deer 98,585
St. Albert 63,255
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$1,000 $500-$2,500 $2,500
EMERGING TRENDS AND ISSUES Recent catastrophic events (Calgary and area floods, Quebec ice storm, Alberta hail storms, Slave Lake fire and international) together with the relatively young AMSC insurance reciprocal have resulted in unprecedented increases to insurance premiums (40%) and deductibles (e.g., flood coverage went from $25,000 - $1MM.)
149
SERVICE LEVELS Core Service Risk Management
Security
Major Functions Risk Management
Description of Current Level (e.g.: frequency; standard; response time)
Risk management occurs as incidents/issues/concerns arise. A large portion of the Advisor’s time is spent providing advice to City departments. Advice and inquiries occur on both a proactive and reactive level.
Risk Financing
Risk financing is managed through participation in the AMSC insurance reciprocal and an inhouse self-imposed limit of $2,500.
Claims Administration
Claims administration occurs on an as required basis as claims come in to the City. Depending on the amount and type of the claim, it is either handled in-house or by AMSC. Third party damage is now being aggressively pursued for recovery. A framework for Security activities will be designed and proposed for corporate adoption. The security ‘program’ will seek endorsement from the Senior Leadership Team A framework is in place for the organization. Building access is routinely managed on a daily basis. Advice is provided for new and unprotected facilities. Security works closely with Corporate Properties. 2014 will see the City’s
Program Development
Building Access
150
Proposed Service Level Changes A 0.5 FTE is anticipated in the 2014 budget.
Estimated Cost of Program
It is proposed to have risk management evaluations increased to protect the City’s assets and more solidly secure the City’s defense should an incident occur. It is anticipated that this evaluation will be conducted based on a severity/frequency matrix. Those areas deemed to be the most vulnerable will be addressed first. It is proposed to raise this self-insured limited consistently over the next several years. The 0.5 FTE will pick up the management of the higher retention levels and more complex claims administration, providing time for the Advisor to complete proactive risk management work.
Will be conducted by Security to identify service levels required going forward Audit of access system to be completed in 2015, with changes implemented to enhance efficiencies, and to correct outstanding configuration issues.
Internal resource may need to be developed for service of security systems, or budget for external resource may need
Core Service
Major Functions
Physical Security
Security Awareness Training
Description of Current Level (e.g.: frequency; standard; response time)
unprotected ancillary buildings outfitted with both building access and intrusion systems. Physical security is the protection of personnel, hardware, programs, networks, and data from physical circumstances and events that could cause serious losses or damage. This includes protection from fire, natural disasters, burglary, theft, vandalism, and terrorism. As the Security position was new to the organization in 2014, progress is being made in this area. Physical security is being addressed on a proactive basis through general awareness and specific training and on a reactive basis to incidents/issues /concerns as they arise. A general awareness training program has been developed and is presently being rolled out to all City departments.
151
Proposed Service Level Changes
With the implementation of the incident database in 2015, a more precise evaluation of loss exposures can be conducted and new priorities for physical security enhancements can be determined.
General Security Awareness Training will be delivered to all new hires on an ongoing basis, and risk specific training programs will be developed to address high risk/high priority issues as they arises
Estimated Cost of Program to be enhanced
A few items in capital budget, and operational (maintenance and lifecyling of some system components)
City of Airdrie 2015 Budget Highlights Financial Summary Records/Insurance/Risk Mgmt By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
City Manager Records/Insurance/Risk Mgmt 1-12-102 RECORDS/INSURANCE/RISK MGMT
998,839
1,027,070
1,284,880
17%
1,499,430
1,517,475
1,560,068
Total Records/Insurance/Risk Mgmt
998,839
1,027,070
1,284,880
17%
1,499,430
1,517,475
1,560,068
998,839
1,027,070
1,284,880
17%
1,499,430
1,517,475
1,560,068
Total Records/Insurance/Risk Mgmt
Council Approved Budget
152
City of Airdrie 2015 Budget Highlights Financial Summary Records/Insurance/Risk Mgmt By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(2,050)
(3,000)
(1,750)
Other Revenues
(2,000)
2,500
2,750
(10,000)
(10,000)
(10,000)
(7,500)
(7,250)
(7,500)
(7,250)
Drawn from Reserves
(13,800)
Total Revenues
(15,850)
(3,000)
(1,750)
(12,000)
(15,850)
(3,000)
(1,750)
(12,000)
Salaries, Wages & Benefits
509,339
696,000
721,370
779,810
796,949
839,292
Contracted & General Services
455,499
557,780
511,310
678,440
675,081
675,081
49,852
53,950
53,950
53,180
52,945
52,945
1,014,690
1,307,730
1,286,630
1,511,430
1,524,975
1,567,318
1,014,690
1,307,730
1,286,630
1,511,430
17%
1,524,975
1,567,318
998,840
1,304,730
1,284,880
1,499,430
17%
1,517,475
1,560,068
Total Revenues
586%
Expenditures
Materials, Goods, Supplies, & Utilities Total Expenditures Total Expenditures
NET COST/(GAIN)
Personnel - Year Equivalents Year Equivalent: Full - Time
4.34
5.33
7.34
7.34
8.34
Year Equivalent: Part - Time
1.50
2.61
1.10
1.10
1.10
Total Personnel - Year Equivalents
5.84
7.94
8.44
8.44
9.44
5.84
7.94
8.44
8.44
9.44
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
171,034
161,824
177,658
3%
179,796
165,261
$20
$24
$26
$2
$24
$23
Total Personnel
6%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
153
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. One major change is reflective of increasing insurance premiums. Renewal information is often not available until the first quarter of the budget year. This budget supports a slight increase to the threshold for claims/incidents being managed in-house. 2014 insurance premiums at January 1 were $708,000, growth through 2014 resulted in a premium to date of $750,000. Due to a number of factors, one of which was the Airdrie hailstorm, insurance premiums for 2015 are budgeted at $828,000. Approximately half of these premiums are allocated out to other departments. Focus on the risk management side for 2015 will involve ensuring corporate policy and practices in the field are in alignment. The plan is to review one service at a time. It is anticipated two services will be able to be fully reviewed in 2015. To ensure this goal is accomplished, a half-time senior claims administrator will be added to the team to deal with more complex insurance claims, thereby freeing up time to allow progress on the risk management side. The security advisor position and a security presence within the organization has been formalized. Required training in the security system is included in the budget to ensure appropriate backup is in place. Training will minimize the need to rely on external consulting. Increases reflect a number of existing programs being centralized within the Security budget.
Council Approved Budget
154
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Records/Insurance/Risk Mgmt Revenues Sales & User Charges Other Revenues Total Revenues
(250) (10,000) Fire scene protection cost recoveries. (10,250) ($10,250)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities Total Expenditures
58,440 Reflective of COLA, band and step increases and associated benefit increases (+$13,000); addition of 0.5 FTE senior claims administrator (+$45,000). 167,130 Increases related to Security include patrols (+$73,000) including regular patrols, alarm monitoring, alarm responses, fire scene protection, safe walk program and static guards; insurance premiums (+$80,000); and licensing requirements for security - CCTV and Footprints; risk management software maintenance fee (+$14,000) (770) 224,800 $224,800
Net Increase (Decrease)
$214,550
Council Approved Budget
155
Director of People & Organizational Effectiveness
Business Strategy Team Leader
Human Resources Generalists
Administrative Assistants Payroll/Benefits Administrators
Training Coordinator Payroll Administrator
On Call Clerical Business Analysts
Health & Safety Coordinator WCB/Safety Administrative Support Call Centre/Administrative Assistant
156
City of Airdrie 2015 Budget Highlights Financial Summary People and Organizational Effectiveness By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
People and Organizational Effectiveness Human Resources
1,670,280
1,838,430
1,655,950
6%
1,750,690
2,029,505
2,109,355
Business Strategy
1,024,533
1,045,050
1,132,339
21%
1,374,740
1,719,949
2,041,417
Total People and Organizational Effectiveness
2,694,813
2,883,480
2,788,289
12%
3,125,430
3,749,454
4,150,772
2,694,813
2,883,480
2,788,289
12%
3,125,430
3,749,454
4,150,772
Total People and Organizational Effectiveness
Council Approved Budget
157
City of Airdrie 2015 Budget Highlights Financial Summary People & Organizational Effectiveness
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Other Revenues
(35,775)
(196,983)
(20,000)
(35,000)
75%
Drawn from Reserves
(52,000)
(7,500)
(7,500)
(3,000)
(60%)
(25,000)
(25,000)
Total
(87,775)
(204,483)
(27,500)
(38,000)
38%
(25,000)
(25,000)
2,232,566
2,808,384
2,226,979
389,174
473,725
474,640
2,521,780
13%
3,120,810
3,513,962
483,800
2%
501,694
Materials, Goods, Supplies, & Utilities
5,587
8,975
12,670
509,760
16,350
29%
10,350
Added to Reserves/Allowances
7,500
10,350
Expenditures
Salaries, Wages & Benefits Contracted & General Services
Bank Charges & Short Term Interest Internal Charges Total NET COST/(GAIN)
1,627
1,500
1,500
1,500
1,600
1,700
146,134
140,000
100,000
140,000
40%
140,000
140,000
2,782,588
3,432,584
2,815,789
3,163,430
12%
3,774,454
4,175,772
2,694,813
3,228,101
2,788,289
3,125,430
12%
3,749,454
4,150,772
21.00
Personnel - Year Equivalents Year Equivalent: Full - Time
13.00
14.00
16.00
14%
19.00
Year Equivalent: Part - Time
2.77
3.02
2.92
(3%)
3.42
3.92
15.77
17.02
18.92
11%
22.42
24.92
Total Personnel - Year Equivalents
Council Approved Budget
158
CITY OF AIRDRIE 2015 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 Recognition Personnel Administration Logistics for Emergency Management Change Management
KEY SUCCESS INDICATORS Indicator Employee Opinion Survey HR Survey
2015 Target
Measure Employee Satisfaction Satisfaction with service provided
98%
2014 Actual N/A N/A
2013 Actual 94% N/A
2012 Actual N/A 97%
2011 Actual N/A N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Reduce time and administration in HR processes
• • • •
Initiative/Strategy orange sheet automated for all changes direct to Avanti orange sheet linked to Avanti directly from recruitment software Combined orange sheet/new employee checklist automated delivery to appropriate areas Meet with Avanti to discuss position management and vacancy reporting. Team Leader toolkit launch Launch corporate branding of training program/certification Conduct salary survey with like municipalities Launch internal equity results
C4/15 Organizational Development and Training
• •
Ensure fair compensation for Employees
• •
Progression Planning
• Review career goals and needs with Team Leaders to plan for succession and development needs • Includes Change Management discussions for areas impacted by projects • Launch new employee orientation program • Review and recommend changes to recognition program
Orientation and recognition
159
Target
By end of Q4
Q3 – tool kit Q4 – brand • Done by June 2015 (survey) • Equity – by end Q1 Succession done by Q2 2015 Change – ongoing starting Q1 Orientation launch Q1 Recognition done by Q2
2016 and 2017 Desired Outcome Improved Information to Team Leaders
Initiative/Strategy
Target
• Set up system to report absence, vacancy, turnover, and training information to Team Leaders • Review set up of Avanti and reports
2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 2014 Forecast Projected
Activity Description Number of employees: 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 Turnover *** Headcount: FTE/# EEs ( as Oct. 31 annually)
2013 Actual
2012 2011 2010 Actual Actual Actual
90/48
90/48
90/48
83/42
87/43
85/45
25/50
25/50
25/50
22/44
23/94
25/85
70/23
70/23
110/35
113/23
114/34
73/46
11% 592
12% 568
12% N/A
13%* N/A
14%* N/A
22%** N/A
2013 2012 2011 Actual Actual Actual 60 65 58
2010 Actual 38
* includes 1 retirement ** includes 2 retirements *** summer contract employees removed
Customer Benefits (Key efficiency measures) Activity Description 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 Recognition Level 2 Recognition Level 3
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Number of City staff 568 Number of HR Generalists 189:1 Number of HR staff
103:1
Grande Prairie 55,032 500 125:1
Lethbridge 93,004 1300 186:1
100:1
52:1
*Note: Population figures shown are for most recent year available
160
21
47
21
27
255 17 8
359 16 4
195 8 5
225
Medicine Red Hat Deer 61,180 98,585 997 1118 181:1 279.5:1 50:1
51:1
St. Albert 63,255 585 97.5:1 51:1
EMERGING TRENDS AND ISSUES •
•
•
•
•
•
• •
HR Business Partnering Model has moved into the second year. In 2013 HR Generalists were involved directly in team meetings, in progression planning meetings and started to get involved in discussions around structure. This has assisted HR in becoming more proactive in managing performance and has provided additional support to leaders in the planning and managing of their people. For 2014-15 the goal is to work on career and succession planning as well as ensuring the right mix of positions to provide coverage and get the necessary jobs accomplished. This year Human Resources has seen more involvement in coaching to improve relationships between individuals, mediation of conversations between groups as well as change management in project implementation for the Customer Service Initiative and other organizational changes. This has allowed the HR team to build stronger partnerships with our customers and has resolved issues that otherwise may have escalated beyond repair. As we partner more with Leaders there are increasing requests for information to help them understand their workforce and compare their teams to others. We are looking at both the functions of our current system, how we can better utilize it to assist us in providing information, and how we can automate some of our processes to help Team Leaders streamline information. 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. Working together with other municipalities will continue to be important. The labour market continues to be a challenge in Alberta. For the City this has meant longer time to recruit the right candidate. 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. As we are not always able to compete on financial means with local markets (Calgary in particular), we focus our recruiting on marketing both the competitive wages/benefits as well as the intangibles such as flexibility or reduction in commute headaches. This is becoming increasingly challenging in the professional, technical and leadership roles as we are starting to see people leave not for the role but for the significant perks that are part of the job market in Calgary. As the market heats up, this will continue to challenge us and we may need to begin looking at wage comparisons with Calgary for some of the hot jobs so we don’t end up training ground for the big city. We have had more employees request flexible working arrangements, ability to either work at home or work compressed work weeks. To address this, our IT team has put in better access to work from home. This has made this transition easier for some. While not all roles have this ability, we are allowing it to happen in areas where it is possible. EAP usage continues to be increasing slightly. Issues are spread across reasons that include family stresses and work stresses. National recognition of the Canadian Human Resources Professional (CHRP) designation is moving forward in 2014-15. A result of this change in both how the certification is administered and what the requirements will be to achieve the designation will result in a stronger foundation of skills for the HR professional. As a profession, HR is moving away from the transactional focus on supporting business and towards a strong business focus that includes understanding the needs of a business in order to partner to achieve results. This is something The City of Airdrie has been moving towards in the last two years as well.
161
SERVICE LEVELS
Core Service
Major Functions
Posting, advertising, collection of resumes, answering queries, interviewing and awarding position Organizational Implementation of training strategy for organization Development and Training Design, source and delivery of internally provided training programs Recruitment & Selection
Compensation & Benefits
Benefits direction
Description of Current Level (eg: frequency; standard; response time)
The City has an automated process to streamline and prescreen candidates for team leaders. Orientation every two weeks; monthly for culture.
Continue to offer Insights, Crucial Conversations and Accountability to teams and open sessions, Performance Management and Personal Leadership programs; Webinars for personal and team leadership; Situational Leadership & Insights Salary survey bi-annually
Compensation LTD/STD and return to work Wellness & Acknowledgements
Long Service and Recognition Lunch and Learn programs
Proposed Service Level Changes
Estimated Cost of Program
New Team Leader (TL) Tool Kit
Implementation of Internal equity review Conduct Salary survey
All staff provided long service recognition starting at five years. Strong usage by staff of our Recognition program
Employee & Labour Relations (LR)
Personnel Administrative
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
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 Filing, data entry of changes, answering customer calls, creating reports to help TL make decisions
162
Continue to build succession/career planning into discussions with leaders
HRIS electronically linked orange sheet Research ways to provide stronger trend reports to Leaders Total Cost
$1,750,690
City of Airdrie 2015 Budget Highlights Financial Summary Human Resources By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
People & Organizational Effectiveness Human Resources 1-12-080 HR - GENERAL
914,477
871,175
998,810
10%
1,100,780
1,182,319
1,251,440
1-12-082 HR - EMPLOYEE RELATIONS
755,803
967,255
657,140
(1%)
649,910
847,186
857,915
1,670,280
1,838,430
1,655,950
6%
1,750,690
2,029,505
2,109,355
1,670,280
1,838,430
1,655,950
6%
1,750,690
2,029,505
2,109,355
1-12-084 HR - BENEFITS Total Human Resources Total Human Resources
Council Approved Budget
163
City of Airdrie 2015 Budget Highlights Financial Summary Human Resources By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(35,775)
(196,983)
(20,000)
(35,000)
Drawn from Reserves
(50,000)
(7,500)
(7,500)
(3,000)
Total Revenues
(85,775)
(204,483)
(27,500)
(38,000)
(85,775)
(204,483)
(27,500)
(38,000)
1,289,970
1,788,460
1,196,520
312,106
375,430
384,830
348
2,100
2,100
Total Revenues
(25,000)
(25,000)
(25,000)
(25,000)
(25,000)
(25,000)
1,259,570
1,504,156
1,598,655
387,020
408,249
393,600
2,100
2,100
2,100
38%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Internal Charges
7,500 146,134
140,000
100,000
140,000
140,000
140,000
1,756,058
2,305,990
1,683,450
1,788,690
2,054,505
2,134,355
Total Expenditures
1,756,058
2,305,990
1,683,450
1,788,690
6%
2,054,505
2,134,355
NET COST/(GAIN)
1,670,283
2,101,507
1,655,950
1,750,690
6%
2,029,505
2,109,355
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
6.00
6.00
7.00
7.00
7.00
Year Equivalent: Part - Time
0.12
0.62
0.12
0.62
1.12
Total Personnel - Year Equivalents
6.12
6.62
7.12
7.62
8.12
6.12
6.62
7.12
7.62
8.12
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
272,922
250,144
245,883
1%
266,339
259,773
$34
$31
$30
$1
$32
$31
Total Personnel
8%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
164
CITY OF AIRDRIE - 2015 OPERATING BUDGET Human Resources BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Human Resources (HR) is seeing continued increased usage for Genesis place and the Employee Assistance Programs (EAP). Recruitment for 2014 remains high. A large number of candidates are applying for roles; however, the match between candidate skills and job needs is increasingly challenging. This is especially true for leadership and professional roles. People in professional roles are starting leave the City for positions in the Calgary market where they can do the same work and be paid more money or have more perks. The job market has become tighter, and as a result, more working options, wage options and time off are being considered to meet the demands of qualified people. There continues to be a strong commitment to corporate training. There are waiting lists for many of the programs and feedback continues to be positive. 2015 will see the introduction of targeted training for coordinators to help develop leadership and succession skills. As well, 2015 will see the addition of a program in helping leaders manage change in their departments. There will be a group of 20 people this year and the program will be continued in future years. In compensation, 2015 is a salary survey year of comparable municipalities. Results of this survey will be combined with any changes to the internal equity system which was reviewed in 2014. Benefits costs continue to escalate due to increased usage by a number of staff as well as overall costs from the carrier (expecting about 1% increase this year). The HR business partnering model has continued to be accepted in the organization. It has allowed for better understanding and follow up on issues related to employee concerns and has allowed HR to assist leaders in preparing for issues as they arise. This will continue in 2015 with an increased focus on succession planning and managing people both to be engaged in their current role and to own their future career path.
Council Approved Budget
165
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Human Resources Revenues Other Revenues Drawn from Reserves
Total Revenues
(15,000) WCB rebate - decrease in budget based on experience. 4,500 Removal of 2013 one-time carry forward for Safety Training project (+$8,000); employee recognition reserve used to offset increased costs (-$3,000). (10,500) ($10,500)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
63,050 Reflective of COLA, band and step increases and associated benefit increases (+$30,000). Addition of 0.5 FTE administrative assistant (+$37,000). Higher personnel cost decrease (-$76,000). Lower Compensation Review contingency (-$10,000); higher Health Care Spending (+$38,000) and WCB premiums (+$27,000). Increase in vacation accrual due to more staff (+$10,000) as well as employee recognition (+$7,000). 2,190 Additional training including Respectful Workplace (+$19,000), Change Management (+$20,000), Leadership IQ virtual training (+$27,000) and Personal Leadership Through Emotional Intelligence (+$10,000). Removed part of Crucial Conversations and Accountability training (-$33,000). Additions reflect both continued program needs as well as additional training for coordinators. An overall training adjustment was done to bring training costs down to 2014 levels (-$40,000).
Materials, Goods, Supplies, & Utilities Internal Charges Total Expenditures
40,000 Staff usage of Genesis Place has increased. 105,240 $105,240
Net Increase (Decrease)
$94,740
Council Approved Budget
166
CITY OF AIRDRIE 2015 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 “Able to refer you to correct department or person” Stakeholder satisfaction with business analysis Reduction in incidents per population (not including near misses) Reduction in percentage of losttime hours Safety effectiveness rating
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
90%
85%
78%
N/A*
87%
80%
N/A
N/A
N/A
N/A
5% reduction annually
-4%
-14%
-40%
24%
5% improvement annually
640:1 20%
532:1 -24%
699:1 -67%
2,132:1 -32%
5% increase
88%
84%
83%
88%
Measure Citizen Satisfaction Survey rating ‘good/very good’ Percentage of business objectives that were achieved % reduction
Hours worked per one lost-time hour % reduction Internal/external audit (*denotes external)
*Active staff paid taken from Safety CPT report for each quarter, and then averaged. 202:480 in 2012; 237:515 in 2013
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome C1/15 Improve review and processing times for development cycle Determine next steps for Call Centre growth
Initiative/Strategy Allocate 25-30% of each Business Analyst’s time to organizational process reviews Review of options for next evolution of Call Centre
Target Achieve the objectives that are established for this process review Recommendations finalized by year-end
Build the safety culture in the organization through a strong focus on completion of training
Establish training requirements by position. Input status of current training for all staff
3% improvement on Element five audit scores
167
S4/14 Determine new methods to effectively demonstrate value for services to the public and Council Reduce common time entry hours
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
Report to Council by December 31, 2015
2016 and 2017 Desired Outcome Business Analysts heavily engaged in non-technology strategic initiatives
Initiative/Strategy Allocate more of each Business Analyst’s time to organizational process reviews, research Update inventory and training of safety data sheets for organization to reflect new legislation. Meet with managers and team leaders on their goals and challenges Get directors involved in doing inspections
Target 50% of their time
Meet legislative compliance with changing Workplace Hazardous Materials Information System Business analysts are viewed as strategic partners by business units Demonstrate safety commitment of management
20% reduction in errors
Be in compliance by end of 2016 Each meet with two areas Each director does two inspections annually
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of T-slips Average number of calls/day to Call Centre (all) % of calls handled by Call Centre operator vs. self-directed Number of safety incidents (not including near miss) and number of near misses Number of WCB claims filed Number of disabling incidents (lost-time claims + no-lost-time-withmodified-work)
2013 Actual 763 227 56%
2012 Actual 698 225 54.5%
2011 Actual 652 234 53.0%
2010 Actual 640 248* 53.6%*
237/18
173/29
152/35
108/32
53 20
50 17
32 14
19 7
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 – employer costs Safety incidents/ hours worked (n/incl. near misses) Hours worked/lost-time hours Occupational Injury Service Clinic utilization - % of total claims % of one-stop non-transferred calls
2013 2012 Actual Actual 277:1 279:1 100% under 100% on budget; all budget; 0% on legacy projects original end closed out date 0.79/1.20 0.82/1.33 34% 38% $42,000
$44,200
1:2,889 1:4,133 736,703/1,151 715,051/1,345 640:1 532:1
2011 Actual 261:1
2010 Actual 320:1
76.5%
N/A
0.78/1.26 38%
0.91/1.31 31%
$22,756
$8,695
1:4,313 655,562/938 699:1
1:5,963 643,964/302 2,132:1
68%
25%
N/A
N/A
21.25%
20%
20%
19%
*2.75Payroll admin. from October to December
168
Grande Prairie 55,032 0/9002
Lethbridge 93,004 592:1
N/A
280:1
694:1
591:177
477:16
2.26
2.49
3.07
1.81
1.16
5.0
5.21
7.0
13.67
10.8
2.9
40.86%
19.63%
22.32%
1.37%
75%
21.24%
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* City staff/Safety staff (2013 data) 515:1 Number of T-slips/payroll administrator 277:1 (2013 data) WCB Frequency Rate (2013 data) 1.45 WCB Severity Rate (2013 data) Employer Experience Ratio (% below industry average – 2014 data)
Medicine Red Hat Deer 61,180 98,585 433:144 467:1
St. Albert 63,255 1,099:1
*Note: Population figures shown are for most recent year available City staff number calc – average of quarterly number used in Safety’s CPT report, which is provided by Payroll WCB Frequency Rate = Total Lost Time Claims X100/person years. Person years = Total Insurable Earnings/Average Hourly Wage x 2,000 hours.
EMERGING TRENDS AND ISSUES •
•
•
•
•
•
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. Demand for technology far exceeds the organization’s capacity to deliver solutions. Process reviews can be important in identifying efficiencies or broken processes before moving to technology solutions; however, this is another high-demand service. Value could be realized by spending time on the smaller ‘asks’. These typically don’t require major investments of time or dollars to review, but are often overlooked in favour of the bigger projects and processes. 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. The impacts of the City’s first Collective Bargaining Agreement on the Payroll area are substantial. While some progress has been made 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. Staff cautions that the addition of future collective bargaining units would have a direct impact on Payroll staffing needs to effectively administer. The existing payroll system was configured a number of years ago, and situations that used to be manual one-offs are becoming more commonplace. Our setup needs to be updated to handle them to avoid workarounds that the system cannot accommodate. Progress has been made in 2014, but the need to revisit our GL distribution and position setup remains. Information from the most recent Alberta Cities Safety Conference indicates that Alberta Occupation Health and Safety (OH&S) has moved 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. It is anticipated that the City will start to see a shift in chemical data sheets from products purchased outside Canada, as countries start to align with the new global harmonized system.
169
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-towork program; track and compile statistics for safety incidents
WCB claims management
Description of Current Level (e.g.: 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 three business analysts 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 530 employees, and administers benefits for same on an asneeded basis. Orientations are conducted bi-weekly. Program development, training, incident investigation, and related safety duties as needed
A safety officer is being requested to assist with hazard assessments and incident investigation follow-up.
This is on an as-occurs basis. In 2013 there were 53 claims filed, and 20 lost-time incidents. Statistics are compiled monthly and reported quarterly. Total Cost
170
$1,374,740
City of Airdrie 2015 Budget Highlights Financial Summary Business Strategy By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
People & Organizational Effectiveness Business Strategy 1-12-075 PAYROLL 1-12-085 HR - SAFETY 1-12-120 BUSINESS STRATEGY Total Business Strategy Total Business Strategy
283,591
294,625
291,010
14%
330,610
510,822
16,565
24,915
33,710
692%
267,060
292,083
315,959
724,377
725,510
807,619
(4%)
777,070
917,044
1,074,228
1,024,533
1,045,050
1,132,339
21%
1,374,740
1,719,949
2,041,417
1,024,533
1,045,050
1,132,339
21%
1,374,740
1,719,949
2,041,417
Council Approved Budget
171
651,230
City of Airdrie 2015 Budget Highlights Financial Summary Business Strategy By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Drawn from Reserves
(2,000)
Total Revenues
(2,000)
Total Revenues
(2,000)
Expenditures Salaries, Wages & Benefits
942,596
1,019,924
1,030,459
1,262,210
1,616,654
1,915,307
77,069
98,295
89,810
96,780
93,445
116,160
Materials, Goods, Supplies, & Utilities
5,239
6,875
10,570
14,250
8,250
8,250
Bank Charges & Short Term Interest
1,627
1,500
1,500
1,500
1,600
1,700
1,026,531
1,126,594
1,132,339
1,374,740
1,719,949
2,041,417
Total Expenditures
1,026,531
1,126,594
1,132,339
1,374,740
21%
1,719,949
2,041,417
NET COST/(GAIN)
1,024,531
1,126,594
1,132,339
1,374,740
21%
1,719,949
2,041,417
14.00
Contracted & General Services
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
7.00
8.00
9.00
12.00
Year Equivalent: Part - Time
2.65
2.40
2.80
2.80
2.80
Total Personnel - Year Equivalents
9.65
10.40
11.80
14.80
16.80
9.65
10.40
11.80
14.80
16.80
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
106,169
108,879
116,503
2%
116,213
121,513
$21
$21
$23
$2
$27
$30
Total Personnel
13%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
172
CITY OF AIRDRIE - 2015 OPERATING BUDGET Business Strategy BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) In general, this remains a status quo budget. An additional safety officer is being requested to address workload and audit gaps, as well as additional hours for WCB/safety admin and payroll. Avanti support reflects a vendor increase and additional software and licensing support costs. This line item was previously shared with Human Resources (HR) but is now being centralized in this budget. The cost of defibrillators for main civic buildings is also included to help ensure employee safety. Demand for business analysts continues to exceed capacity; however, no additional positions are included for 2015 based on anticipated changes to the depth of their involvement in technology projects.
Council Approved Budget
173
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Business Strategy
Expenditures Salaries, Wages & Benefits
231,751 Reflective of COLA, band and step increases and associated benefit increases (+$29,000). Additional hours for payroll 0.25 FTE (+$20,000) and WCB admin 0.15 FTE (+$13,000). New 1.0 FTE safety officer position (+$73,000). New 1.0 Asset Management Business Analyst (+$97,000).
Contracted & General Services
6,970 Increase to support and absorbing Human Resources portion of Avanti support.
Materials, Goods, Supplies, & Utilities
3,680 Defibrillators (+$6,000); moved recognition to Human Resources budget (-$2,000); reduced NAOSH (North America Occupational Safety and Health) goods (-$2,000).
Bank Charges & Short Term Interest Total Expenditures
242,401 $242,401
Net Increase (Decrease)
$242,401
Council Approved Budget
174
Director of Corporate Services
Finance Services Team
Data Services Team Leader
Technical Services Team Leader
Accounting Technician Level 3
Website Developer
Network Engineer
Manager of Procurement AP/Waste and Recycle/ Fleet Services
GIS System Administrator
Manager of Assessment and Taxation
Utility Customer Service Representatives Procurement Team Leader
Accounting Technicians Level 1
Utility Administration Team Leader
Accounts Payable Administrators
Assessment Team Leader
Systems Administrator Utilities Technicians Buyers
Budget Officer
Database Administrators
Desktop Support Technicians
Financial Analyst
GIS Technicians
Service Desk Analyst
Assessors Utility Customer Service Representatives
Courier
Administrative Assistant Utility Analyst Tax Clerks
GIS Coordinator
IT Project Leaders
Application Support Specialists
175
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Technical Services
1,222,193
1,256,980
1,427,523
17%
1,665,220
1,672,357
1,700,664
Data Services
977,053
1,008,035
1,214,240
11%
1,343,010
1,513,429
1,615,277
Financial Services
897,418
890,600
1,076,379
20%
1,294,990
1,614,621
1,915,067
44,036
58,955
74,390
105%
152,380
176,731
172,507
744,059
789,835
901,860
7%
969,160
1,175,524
1,239,916
Taxation Procurement/Accounts Payable Assessment Total Corporate Services Total Corporate Services
744,732
739,450
953,640
8%
1,026,690
1,087,200
1,105,400
4,629,491
4,743,855
5,648,032
14%
6,451,450
7,239,862
7,748,831
4,629,491
4,743,855
5,648,032
14%
6,451,450
7,239,862
7,748,831
Council Approved Budget
176
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Services
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales to Other Governments
(461,736)
(499,821)
(455,376)
(143,000)
(69%)
(133,000)
(133,000)
Sales & User Charges
(266,030)
(334,360)
(266,730)
(296,290)
11%
(316,388)
(337,088)
Other Revenues
(46,733)
(49,081)
(43,700)
(46,500)
6%
(46,500)
(46,500)
Drawn from Reserves
(36,135)
(99,231)
(99,231)
(53,600)
(46%)
Internal Recoveries Total
(448,732)
(499,900)
(499,900)
(578,980)
(1,259,366)
(1,482,393)
(1,364,937)
(1,118,370)
(661,830)
(743,295)
(18%)
16%
(1,157,718)
(1,259,883)
4,378,078
4,786,675
5,245,580
781,009
1,005,529
928,136
5,543,500
6%
6,403,557
6,931,191
1,125,900
21%
1,032,215
14,442
12,200
22,500
12,500
(44%)
12,500
1,136,070 12,500
169,710
238,509
234,287
212,420
(9%)
215,808
135,453
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)
30,401
12,380
12,376
487,561
461,000
461,000
646,000
(100%) 40%
703,500
761,000
27,641
27,500
27,000
29,500
9%
30,000
32,500
15
132,090
82,090
5,888,857
6,675,883
7,012,969
7,569,820
8%
8,397,580
9,008,714
4,629,491
5,193,490
5,648,032
6,451,450
14%
7,239,862
7,748,831
50.70
(100%)
Personnel - Year Equivalents Year Equivalent: Full - Time
40.56
40.76
42.70
5%
47.70
Year Equivalent: Part - Time
6.21
6.52
7.52
15%
8.92
8.84
46.77
47.28
50.22
6%
56.62
59.54
Total Personnel - Year Equivalents
Council Approved Budget
177
CITY OF AIRDRIE 2015 BUSINESS PLAN
IT 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 support: Two-way radios IT Project Management: Works with the Portfolio Management Office (PMO) and leads major IT projects
KEY SUCCESS INDICATORS Indicator IT Satisfaction Survey
(Stretch) Target 92%
Measure Survey Results
2013 Actual 92%
2012 Actual 90%
2011 Actual 90%
2010 Actual 87%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Virtual Desktop Infrastructure rollout. Desktop centric services hosting user desktop environments on City remote servers which are accessed through the network/Internet. Bring Your Own Device” roll out. BYOD provides the flexibility to staff that choose to bring their personal devices to the workplace for business use. Transition three buildings to VoIP phones
Initiative/Strategy Mobility
C3/15 - Project Leaders will provide support to ensure the success of the Asset Management project
Asset Management
2016 and 2017 Desired Outcome Study, testing and transition plan to support Cloud based services for Office Documents Transition from desktop computers to thin or zero client appliances Transition from Operating Systems to Web-based workspaces
Initiative/Strategy Mobility
Mobility
Upgrade/replacement
Reduce cost Reduce cost
Target Rollout to 80% of the staff that use standard desktop services Rollout to the staff that choose to use their own devices Utilize a single network infrastructure Assist with the successful delivery of Asset Management Target Reduce SAN storage, high availability Reduce costs, centralize management and support Reduce costs, centralize management and support
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description # of IT assets with barcodes Total # of IT support requests % of desktop related support requests % of network/systems related support requests % of radio related support requests
2015 2014 2013 Forecast Projected Actual 1,450 1,400 1,375 5,400 5,338 5,200 70% 67% 60% 10% 11% 7% 5% 7% 5%
*15% of requests are supported by Data Services
178
2012 Actual 1,480 4,862 68% 4% 3%
2011 Actual 1,359 4,372 57% 8% 3%
2010 Actual 1,339 4,986 19% 28% 10%
Customer Benefits (Key efficiency measures) Activity Description Percentage of IT support requests resolved at first point of contact or within one hour Percentage of support requests that achieve the Service Level Agreement Percentage of support requests that breach the Service Level Agreement
2013 Actual
2012 Actual
2011 Actual
2010 Actual
N/A
43%
41%
44%
76%
N/A
N/A
N/A
24%
N/A
N/A
N/A
*Goal 80% – To consistently increase percentage of support requests that achieve the Service Level Agreement. Goal 15% – To consistently decrease the percentage of support requests that breach the Service Level Agreement
Grande Prairie 55,032 2.92%
Lethbridge 93,004 1.81%
$8,633
$9,373
$4,117
$3,635
$8,154
$7,404
IT Cost per Citizen
$75
$84
$63
$60
$113
$70
Citizens per IT Staff
2,753
4,992
3,014
3,599
1,982
3,256
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* IT Budget as a % of Corporate Budget 2.6% IT Cost per Employee
Medicine Red Hat Deer 61,180 98,585 1.3% 2.28%
St. Albert 63,255 1.41%
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES •
• •
• • •
•
Consumerization and the Tablet: Tablets can be used in many ways by businesses to augment office space and tedious processes. Companies also often receive pressure from staff to accommodate for whatever devices they are using. To prepare properly for implementing tablet operations, companies need to determine security guidelines and use profiles, build integration timelines and shop around for critical vendor support if needed. Resource Management: Organizations must have an increased awareness surrounding energy usage, compute-toconsumption ratios and key performance indicator consumption. Energy management will become an enterpriselevel discipline by 2017, which will be enabled by energy management information systems. Mobility: A mobile focus requires a change in mindset, the "seamless shift between computing and communicating." Mobile devices are not PCs, and though security remains a challenge, the variety of devices users demand platforms on makes building portals more difficult, personal clouds and shrinking data centers are making it easier to meet the needs of consumers. Hybrid Clouds: While, through 2013, more than 60 percent of IT adoption of the cloud will be to redeploy current applications, a shift will take place beyond that to exploit private and hybrid cloud techniques. IT Complexity: Pointing to Glass' Law which states that "for every 25 percent increase in functionality of a system, there is a 100 percent increase in the complexity of that system. Enterprise systems should be used to get the most out of IT money spent. Big Data Stores / Big Problems: Organizations have struggled dealing with big data stores on both fronts: IT needs to manage it effectively and the business side needs to know how to use it. This tends to leave big data stores static. However, big data sores are a problem that only gets worse the longer you ignore it. Companies should virtualize storage and eliminate duplication and evaluate all data inputs to get rid of what isn't necessary, and then segment and prioritize what's left. The End of Service Desk: As users expect service in real time and support is becoming more prevalent, the effectiveness of reactive processes of service desks is dwindling. Staff should build transition strategies that enable a proactive business productivity team.
179
SERVICE LEVELS
Core Service
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Desktop Support and Telephony
Service Desk, user and corporate hardware, application support
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 multi-function printers, scanners, fax machines, audio/visual equipment, desktop applications, desk and cell phones, fibre optics locates. Desktop Support Technician Level 2 will receive Level 1 escalations; perform some Network /Server maintenance tasks and support VDI and Applications.
4.0 FTE $715,900
IT General
Team Leader and Project Leaders
The Team Leader provides leadership to Technical Service teams and budget and also is 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.
3.0 FTE $541,200
Network and Systems Support
Infrastructure, switches, wireless, servers, storage, backups
2.0 FTE $393,120
Radio Support
Two-way radios
The Network Engineer supports network switching equipment; wireless network management and implementation of radio equipment. The Systems Administrator supports virtualized and physical servers, administration of backup and restore processes, management of active directory; monitoring, adjusting server services resources, firewall and SAN disk storage. The two-way voice radios and repeaters include cables, microphones, antenna and hardware in all city vehicles, base stations and tower sites.
180
Consulted to a service provider
$15,000
Total Cost
$1,665,220
City of Airdrie 2015 Budget Highlights Financial Summary Technical Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Technical Services 1-12-042 TELECOMMUNICATIONS
241,180
232,545
270,590
(34%)
177,950
176,864
172,701
1-12-061 INFORMATION TECHNOLOGY - GENERAL
282,232
266,165
310,720
74%
541,200
524,100
539,418
1-12-062 NETWORK
304,436
340,235
408,983
(4%)
393,120
394,964
391,103
1-12-063 P.C. SUPPORT
394,345
418,035
437,230
26%
552,950
576,429
597,442
1,222,193
1,256,980
1,427,523
17%
1,665,220
1,672,357
1,700,664
1,222,193
1,256,980
1,427,523
17%
1,665,220
1,672,357
1,700,664
Total Technical Services Total Technical Services
Council Approved Budget
181
City of Airdrie 2015 Budget Highlights Financial Summary Technical Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(9,625)
(19,000)
(10,430)
Drawn from Reserves
(10,765)
(87,561)
(87,561)
(19,790)
(19,788)
(19,788)
Internal Recoveries
(448,732)
(499,900)
Total Revenues
(469,122)
(606,461)
(499,900)
(578,980)
(661,830)
(743,295)
(597,891)
(598,770)
(681,618)
(469,122)
(763,083)
(606,461)
(597,891)
(598,770)
(681,618)
(763,083)
Salaries, Wages & Benefits Contracted & General Services
804,874
893,361
975,801
1,093,940
1,147,228
1,169,833
290,886
374,750
356,316
401,620
417,065
492,965
Materials, Goods, Supplies, & Utilities
107,994
149,134
150,207
122,430
118,682
39,949
Added to Reserves/Allowances
487,561
461,000
461,000
646,000
671,000
761,000
132,090
82,090
1,691,315
2,010,335
2,025,414
2,263,990
2,353,975
2,463,747
Total Expenditures
1,691,315
2,010,335
2,025,414
2,263,990
12%
2,353,975
2,463,747
NET COST/(GAIN)
1,222,193
1,403,874
1,427,523
1,665,220
17%
1,672,357
1,700,664
Total Revenues
Expenditures
Other Transacations Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
8.00
8.00
10.00
10.00
10.00
Total Personnel - Year Equivalents
8.00
8.00
10.00
10.00
10.00
8.00
8.00
10.00
10.00
10.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
152,774
178,440
166,522
1%
167,236
170,066
$25
$27
$28
$2
$27
$25
Total Personnel
25%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
182
CITY OF AIRDRIE - 2015 OPERATING BUDGET Technical Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) The major focus for Technical Services in 2015 is to resource staff efforts to expand the VDI (virtual desktop) while improving mobility to users in the field and remote access for users at home. Additionally, efforts will be focused on changes and improvements to the two-way radio system. Service desk will add one module that focuses on end user customer service. The Project Leaders/Systems Analyst will continue successful project roll-outs. The primary focus in 2015 will be to complete the Customer Service Initiative (CSI) in Q1, Land Management, Electronic Document and Records Management, CSI Phase 2 and Asset Management. IT staff will continue to work on expanding the Virtual Desktop Infrastructure (VDI) to departmental staff using Thin Client or Zero Client appliances which both offer faster computing with less IT support. The VDI roll-out began with a limited numbers of selected users for testing in early 2014. With the success at the workstation, staff expanded the roll-out to include remote access using tablets with 3/4G wireless connectivity accessing internal applications. Fire for inspections, Municipal Enforcement for Business and Dog licences, Assessment to provide information updates in the field. In Q3 and Q4, IT will roll-out to additional workstations and field workers hoping to have 30% of city staff using VDI by the end of 2014 and up to 80% using VDI by the end of 2015. The primary purpose of moving to VDI was to reduce computer life cycle costs and IT support times while improving remote access and application speeds through server side computing. The city has a leading edge two-way radio system and efforts will be focused on initializing the man-down feature and the AVL (Automatic Vehicle Locator) feature. Man-down will add a layer of safety for Fire and Municipal Enforcement plus Public Works/Parks while working alone. The AVL service will provide another level of safety for all workers operating City vehicles with a two-way radio located in the field allowing leaders to pinpoint location using their computers. Staff will be enhancing the Footprints Support Desk application adding a catalogue module which offers endusers alternative options to self serve. This module automates adding printers, enterprise application client services, shared hardware, etc., reducing staff having to call the Service Desk for assistance and reduce wait times and for service calls. Additional Information: Internet costs have remained the same with added throughput and speed as a result of negotiating a midcontract change. Overall, the IT department is once again focusing on delivering customer service and improving existing services capitalizing on applications and hardware infrastructure currently available to enhance services. The IT department is excited to remain in the current state and improve the services we offer today.
Council Approved Budget
183
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Technical Services Revenues Sales & User Charges Drawn from Reserves Internal Recoveries Total Revenues
(9,360) Increase in dark fibre lease revenue. 87,561 Removal of one-time 2013 carry forward for the IT pool of funds. (79,080) Higher cost recoveries. (879) ($879)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
118,139 Reflective of COLA, band and step increases and associated benefit increases ($40,000); addition of 1.0 FTE Systems Analyst (+$78,000). 45,304 Increase in two-way radio support (+$25,000); increase to LAN line telephone costs as a result of additional buildings (+$13,000). Lower phone system support (-$4,000). Increase for SAN warranty, three-year renewal (+$20,000). Cost for FootPrints license annual support moved from goods (+$14,000); decrease in software support costs (-$18,000) and annual firewall support (-$4,000).
Materials, Goods, Supplies, & Utilities
(27,777) Removed costs for server hardware ITSC approved purchase.
Added to Reserves/Allowances
185,000 Additional contribution to reserves to cover cost of IT capital infrastructure.
Other Transacations
(82,090) Moved IT pool of funds to fiscal services.
Total Expenditures
238,576 $238,576
Net Increase (Decrease)
$237,697
Council Approved Budget
184
CITY OF AIRDRIE 2015 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 Indicator Overall IT Customer Satisfaction GIS Satisfaction Website Satisfaction Database Satisfaction Application Support Satisfaction Citizen Satisfaction Survey Website Satisfaction
Survey Results Survey Results Survey Results Survey Results Survey Results
(Stretch) Target 90% 90% 90% 90% 90%
2013 Actual 92% 79% 87% 92% 53%
2012 Actual 90% 90% 85% 80% N/A
2011 Actual 90% 84% 82% 79% N/A
2010 Actual 90% 63% 59% 62% N/A
Survey Results
80%
60%
71%
63%
N/A
Measure
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S2/14 Implement technology solutions to further enhance the delivery of online and inperson customer service Implement GIS infrastructure and configuration changes as recommended from the 2014 GIS system assessment
Initiative/Strategy Customer Service
Enhancing the intranet to support greater staff interaction, communication and fostering the corporate culture
Intranet update/replacement
C3/15 Implement technology solutions to facilitate the management and coordination of the corporate asset management program
Asset Management
GIS sustainability and capacity building
185
Target Increase in citizen satisfaction ratings pertaining to in-person and online customer service interactions Reduce organizational risk through the implementation of controls, increase access and availability of GIS services, and support the Asset Management Strategy/Reporting Increase access and availability of community and corporate information to contribute to a more vibrant and successful corporate culture Facilitate the integration of a variety of existing and new technology systems to best manage corporate assets and asset life cycle
2016 and 2017 Desired Outcome Implement technology solutions to further enhance the delivery of online and in-person customer service Implement technology solutions for the management of recreation classes, registrations, memberships
Initiative/Strategy Customer Service
Implement technology solutions for the management of staff scheduling
Human Resource Management
Target Increase in citizen satisfaction ratings pertaining to in-person and online customer service interactions The provision of systems to make recreation management more effective and efficient while addressing customer needs Facilitate the ability to more effectively manage and deploy human capital required to deliver municipal services
Recreation Management System Migration
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of census host municipalities % of Data Services service request calls received
2015 2014 2013 Forecast Projected Actual 15 20 9 15% 15% 15%
2012 Actual 10 29%
2011 Actual 7 32%
2010 Actual 1 42%
Customer Benefits (Key efficiency measures) Activity Description Internal Web Map - Minutes of Service Outage External Web Map – Minutes of Service Outage Database Services – Minutes of Service Outage Website – Minutes of Service Outage Intranet – Minute of Service Outage Base line metrics for 99.9% service uptime Percentage of Data Services support requests responded to within the established IT Service Level Agreement
2013 Actual < 480 – 2015 < 480 < 480 < 480
2012 Actual 600 – 2014 24 480 600
2011 2010 Actual Actual 492 - 2013 6 – 2012 0 519 240 100 482 519
< 480
160
32
105
< 480
< 480
< 480
< 480
90%
90%
90%
90%
Grande Prairie 55,032 2.92%
Lethbridge 93,004 1.81%
$8,633
$9,373
$4,117
$3,635
$8,154
$7,404
IT Cost per Citizen
$75
$84
$63
$60
$113
$70
Citizens per IT Staff
2,753
4,892
3,014
3,599
1,982
3,256
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* IT Budget as a % of Corporate Budget 2.6% IT Cost per Employee
*Note: Population figures shown are for most recent year available
186
Medicine Red Hat Deer 61,180 98,585 1.3% 2.28%
St. Albert 63,255 1.41%
EMERGING TRENDS AND ISSUES •
• •
•
•
Mobility: Mobility is and will continue to be one of the most significant drivers for enhancing the delivery of customer services and for businesses to maximize efficiencies using mobile technologies. Cloud Solutions: Cloud solutions are those that are available on a subscription basis where the delivery of the services comes from the internet. Cloud solutions are increasing in their availability and some software solutions that were previously available as locally installed solutions are moving to cloud only solutions. Social Media and Social Networks: Social networks continue to expand and evolve and it is though these networks that new and untapped methods of engagement with citizens exist. Ignoring social media and social networks is not an option. Big Data, Data Analytics and Corporate Dashboards: An immense amount of data, transactional and operational, is being collected on a daily basis but the expectation is developing whereby something needs to be done with the data to communicate corporate performance. This requires the capacity to manage big data, analyzing this data and delivering the information through dashboards that can be internally or externally published for monitoring and managing specific performance metrics. Open Data: This is a movement that is taking place in governments at all levels around the world as citizens and businesses demand accountable and transparent delivery of services by government agencies. Beyond the expectation that data is made available, there is untapped potential just sitting there in data that a citizen may be able to unlock.
187
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
Data and Web Support, Application Development
Databases, Intranet, Website, Web Development
GIS Support
Desktop and Web Mapping, Data Management, Desktop and Mobile GIS
Census Hosting and Support Services
Census Hosting
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. The GIS team provides support for the acquisition, creation, management, and distribution of all corporate GIS information IT staff provide census support for the City of Airdrie census and for the hosted services offered to other municipalities.
188
Proposed Service Level Changes Proposing to move the term role scheduled to end at the end of 2014 into a permanent role. This is required to maintain current service levels. Proposing the addition of 1.0 FTE in the role of Application Support Specialist to support the demands of Asset and Land Management Solutions 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
Estimated Cost of Program $349,410
368,080
654,830
Proposing the addition of a 0.6 FTE census administrator to manage the delivery of the hosted census services. This position would be funded by the revenue generated from the hosted services. Total Cost
(29,310)
$1,343,010
City of Airdrie 2015 Budget Highlights Financial Summary Data Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Data Services 1-12-064 G.I.S.
423,664
444,975
515,970
27%
654,830
680,165
685,153
1-12-065 SYSTEMS
314,802
321,020
422,950
(13%)
368,080
371,699
458,508
1-12-066 CENSUS
(55,725)
(56,440)
(64,240)
(54%)
(29,310)
(21,269)
(19,872)
1-12-067 NON-TECHNICAL IT SUPPORT
294,312
298,480
339,560
3%
349,410
482,834
491,488
Total Data Services
977,053
1,008,035
1,214,240
11%
1,343,010
1,513,429
1,615,277
977,053
1,008,035
1,214,240
11%
1,343,010
1,513,429
1,615,277
Total Data Services
Council Approved Budget
189
City of Airdrie 2015 Budget Highlights Financial Summary Data Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
(130,000)
(130,000)
(130,000)
(130,000)
(130,000)
(130,000)
Revenues Sales to Other Governments Sales & User Charges Drawn from Reserves Total Revenues
(122,915)
(155,251)
(2,971)
(2,500)
(112,376)
(140,000)
(18,620) (144,506)
(157,751)
(112,376)
(140,000)
(144,506)
(157,751)
(112,376)
(140,000)
Salaries, Wages & Benefits
961,380
1,056,754
1,102,600
1,147,650
1,362,374
1,498,672
Contracted & General Services
124,428
177,998
205,140
323,860
236,555
234,605
5,351
6,500
6,500
11,500
12,000
12,000
30,401
12,380
12,376
1,121,560
1,253,632
1,326,616
1,483,010
1,643,429
1,745,277
1,121,560
1,253,632
1,326,616
1,483,010
12%
1,643,429
1,745,277
977,054
1,095,881
1,214,240
1,343,010
11%
1,513,429
1,615,277
10.50
Total Revenues
25%
Expenditures
Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances Total Expenditures Total Expenditures
NET COST/(GAIN)
32,500
Personnel - Year Equivalents Year Equivalent: Full - Time
9.00
9.00
8.50
9.50
Year Equivalent: Part - Time
1.00
1.00
1.83
1.83
1.75
10.00
10.00
10.33
11.33
12.25
10.00
10.00
10.33
3%
11.33
12.25
Forecast Population
49,560
53,326
Total Forecast Population
49,560
53,326
97,705
121,424
130,011
4%
133,577
131,859
$20
$23
Total Personnel - Year Equivalents Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
190
CITY OF AIRDRIE - 2015 OPERATING BUDGET Data Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) 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 is planning for 2015. GIS (Geographic Information Systems, a.k.a. Mapping) The GIS team continues working to transform the City's digital and electronic/interactive map services into a series of services that can be more effectively consumed by internal and external customers. Based on the outcome of a GIS system review assessment, the primary activities planned for 2015 include system architecture and configuration changes to improve the speed of web services. In 2014 the GIS team transformed mapping services from single service with multi-functions to multiple services with focused application. This delivered positive customer feedback and expanding this approach in the delivery of web and interactive mapping solutions will continue in 2015. Additionally, 2015 marks the end of a three-year cycle in the aerial data and imagery data collection program and this means in 2015 the GIS team is scheduling the acquisition of LiDAR. LiDAR is a highly accurate method of determining elevation and can be used to deliver multiple data set such as 3-D elevation surfaces, building footprints and elevation contours. LiDAR was last captured in 2012 and with the development growth the City has experienced since that time, the updated LiDAR and related products are required to update existing land base information. Web Development The Web Development team has been working diligently in 2014 to develop a system to enable citizens to sign into a web portal where they will be able to apply, renew and view details of services offered to them from the City. In 2015, as part of the Customer Service Initiative (CSI) project, this team is looking forward to launching the fully functioning web portal. This will have a significant positive impact on the community but in recognition of the community demands for online services, this team is sure to be working hard in delivering additional web and online service enhancements throughout 2015. In addition to the City's public web and online service presence, the Web Development team is also responsible for developing and supporting the internal web communication system or intranet known as MyNet. In 2015, the team plans on working to enhance MyNet and anticipates working closely with Communications and other key stakeholders to ensure the most significant needs of the system are addressed. The intent of this effort is to enhance the search capabilities of this system to make searching for internal documents, information, departments and staff more effective and efficient. The demand for web development resources continues to increase and as a result of this demand a minor structure change is planned in 2015 at address this demand. Resources from the Database Administration function will be transitioned into the web development function to address this demand. Database Administration (DBA) The Database Administration team does not have any major projects of their own planned for 2015 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. Council Approved Budget
191
In response to the above mentioned structure changed planned for 2015, rather than seeking additional staffing resources, the Database Administration function will leverage the use of consultants to meet the needs and demands of this critical role at a cost much lower than needing to add FTE. Online Census Building on a tremendously successful year in 2014, the census team aims to exceed the 2014 results in 2015. The foundational redevelopment efforts that occurred for the 2014 will be leveraged and enhanced for the 2015 census but no major changes or redevelopments are schedules. The Online Census continues to deliver a healthy return on investment, is resulting is high customer satisfaction and customer return rates and the City of Airdrie is perceived as a leader in the delivery of municipal census operations as a result of the provincewide presence of the Online Census. Enterprise Application Support (EAS) The enterprise application support team consists of Technical Systems Analysts and the primary goal of the individuals on this team is to maximize the value and potential of software and technology systems which serves to benefit business operations. These resources continue to empower business operations to leverage their software solutions beyond any level previously experienced in the organization. The tangible results this team of skilled technical professionals is delivering is putting them in high demand. For 2014 the primary systems supported were CityView for Building Inspections (Permit and Inspection Management) and Municipal Enforcement (Traffic and Bylaw Enforcement Management) and Fire Data Management (FDM) solution for the Fire Department. In 2014, the softwares of CLASS for recreation at Genesis Place and Avanti for Payroll were introduced to support from these resources and they will likely begin experiencing the true benefit of the support from this team in 2015. The organization continues to move forward with Asset Management and Electronic Document and Records Management and additional resources will be added to this team to support the implementation and ongoing support of these initiatives Emerging Trends -The pace of technology change continues to change the nature of municipal operations and the culture of society and the community as a whole. With these changes there are a number of key trends that the Data Service team feels are significant and worth highlighting and these are mobility, cloud solutions, social media / social networks, big data / data analytics / dashbording, and Open Data. The following provides more context for each of these items. Mobility – Mobility is and will continue to be one of the most significant drivers for enhancing the delivery of customer services and for businesses to maximize efficiencies using mobile technologies. Cloud Solutions – Cloud solutions are those that are available on a subscription basis where the delivery of the services comes from the internet. These cane be Software as a Service (Saas), Infrastructure as a Service (IaaS) and Platforms as a Service (PaaS). Cloud solutions are increasing in their availability and some software solutions and services previously available as locally installed solutions are moving to cloud only solutions. Social Media and Social Networks – Social networks continue to expand and evolve and it is though these networks that new and untapped methods of engagement with citizens exist. Ignoring social media and social networks is not an option. Big Data, Data Analytics and Corporate Dashboards – An immense amount of data, transactional and operational, is being collected on a daily basis but the expectation is developing whereby something needs to be done with the data to communicate corporate performance. This requires the capacity to manage big data, analyzing this data and delivering the information through dashboards that can be internally or externally Council Approved Budget
192
published for monitoring and managing specific performance metrics. Open Data â&#x20AC;&#x201C; This is a movement that is taking place in governments at all levels around the world as citizens and businesses demand accountable and transparent delivery of services by government agencies. Beyond the expectation that data is made available, there is untapped potential just sitting there in data that a citizen may be able to unlock.
Council Approved Budget
193
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Data Services Revenues Sales to Other Governments Total Revenues
(27,624) Increase in census contracts to match 2014 metrics. (27,624) ($27,624)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities
45,050 Reflective of COLA, band and step increases and associated benefit increases (+$29,000); addition of 0.5 FTE census administrator (+$36,000). Decreased hours for website developer (-$20,000). 118,720 GIS Budget: LiDAR project (+$100,000) and GIS infrastructure enhancements (+$20,000). Systems Budget: Web/database consulting support (+$20,000) and web security penetration testing (+$5,000); one-time 2014 backfill of database administrator (-$50,000). Census Budget: Leased ipad data plan charges (+$5,000), web security penetration testing (+$5,000), servers to segregate census operations from corporate web services (+$4,000), Census tradeshow booth/marketing (+$4,000), leased ipad shipping (+$3,000) and customer training travel (-$3,000). 5,000 Additional software licensing and additional plotter supplies.
Contributed to Capital
(12,376) Purchase of Census iPads a one-time cost in 2014.
Total Expenditures
156,394 $156,394
Net Increase (Decrease)
$128,770
Council Approved Budget
194
CITY OF AIRDRIE 2015 BUSINESS PLAN
FINANCIAL SERVICES BUSINESS FOCUS STATEMENT Provision of financial services is to ensure accuracy and integrity of financial transactions and reporting systems and to safeguard the assets of the city for the citizens of Airdrie, 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 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 Management: Monitor and project cash requirements and pull debts as and when necessary Banking relationship: Manage banking requirements Administer Finance Advisory Committee agenda
KEY SUCCESS INDICATORS Indicator
Measure
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
0
0
0
0
0
Audit results Audit results
# of audit adjustments Status of audit findings – financial
Unqualified opinion; four management points
Unqualified opinion; one management point
Unqualified opinion; no management points
GFOA award for budgeting
•
• Received
• Received
• Received
• 7/7
• 7/7
• 7/7
•3
•0
•3
• Received
• Received
• Received
• 10/10
• 10/10
• 10/10
•5
•7
•6
• •
GFOA award for financial reporting
• • •
Unqualified Unqualified audit opinion opinion; – no or minor three management management points points Received/not • Received • Received received annually # of categories graded • 7/7 as Acceptable # of comments for •1 improvement Received/not • Received • Applied for received annually # of categories graded as acceptable # of comments for improvement
195
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S4/15 - Streamline budget process by developing a fiscal sustainability framework
Initiative/Strategy Develop reserve policy and revisit the governance model; review the budget process
Fiscal Responsibility S4/14 - Continually educate citizens on fiscal impacts and implement public engagement at the onset of the budgeting process Fiscal Responsibility Improve ten-year capital needs projections and financing
Review and update existing financial strategies and policies
Enhance financial decision-making support, improving customer service 2016 and 2017 Desired Outcome Streamline two lines of business units within the Financial Services department
Focus short-term operating budget spans, including council approved matrix for planned revenues and expenditure modeling
Provide project managers with financial and accounting support/analysis, aligning with asset management strategy to maximize the cost-effective life/replacement of the Cityâ&#x20AC;&#x2122;s assets Improve FMW reporting of financial information and dedicate one financial services staff to each director
Target Document framework; policies to be established and approved by Council thereby improving the budget process Citizen communication plans to be prepared
Ensure the completion and accuracy of services/projects costing
Service level to be defined and documented
Initiative/Strategy
Target
Develop and implement two branches: Financial Planning Accounting
Financial Planning is responsible for budget, variances, grants, operation monitoring, financial ratio analyzing, and capital projects facilitating Accounting is responsible for account transactions, reconciliations, billing services and subsidiary reports Improve short-term budget information available for decision making, gaining efficiency and effectiveness during budget process
Continue to explore best practices, aligning methods with Council
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description City of Airdrie Operating Budget City of Airdrie Capital Budget Number of Subsidiary Operations
2015 Forecast $110MM $42MM 3
2014 Projected $99.5MM $43MM 3
2013 Actual $91MM $22MM 3
2012 Actual $80MM $43MM 3
2011 Actual $73MM $28MM 3
2010 Actual $70MM $37MM 3
Customer Benefits (Key efficiency measures)
Percentage of grant revenue/total revenue - operating Number of new grant streams realized â&#x20AC;&#x201C; operating Third quarter variance projection to fourth quarter actual - operating Budget to fourth quarter actual - operating
2013 Actual 2.8% 0 -53% -3.94%
2012 Actual 3.4% 0 -188% -1.92%
2011 Actual 6.5% 0 -72% +2.56%
2010 Actual 6.2% 2 -27% +2.87%
Accounts receivable write-offs as a percentage of invoiced value
0.08%
0.13%
0.47%
3.77%
Activity Description
196
Grande Prairie 55,032 1,684
Lethbridge 93,004 1,142
1,904
2,437
3,204
6,955
3,098
2,379
Sales and user charges per capita
546
408
1,791
4,541
2,109
811
Salaries, wages & benefits per capita
781
1,258
1,538
1,979
1,211
1,076
Contracted services per capita
287
639
498
1,009
395
391
Long-term debt per capita Provincial and federal grants per capita (included both operating & capital) Accumulated surplus-unrestricted per capita
1,032
2,469
846
3,451
2,147
867
267
608
628
221
385
613
704
479
71
82
-4
-36
Percent of debt limit used
35%
60%
16%
25%
40%
22%
Percent of debt service limit used Number of designated accounts (assumed to mean # of reserve accounts)
25%
35%
15%
20%
28%
15%
32
13
14
12
25
8
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Net municipal property taxes per capital 718 Total expenses per capital
Medicine Red Hat Deer 61,180 98,585 837 1,102
St. Albert 63,255 1,339
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES •
•
•
As the City expands in population, union agreements and utility costs have risen. Although revenues are higher, they cannot keep pace with the increasing costs associated with personnel, utilities, growth needs, and the cost of capital. This is reflected in the last five years’ budgets, where there has been very little flexibility in operating budget and the budget managers struggle to hold the line year over year on budget while maintaining services for existing FTEs. City of Airdrie’s rapid growth has attracted significant developer interest. This presents an opportunity to translate developer interest into community success and sustainability. One of the greatest opportunities lies in improving the residential to non-residential mix with the success of this strategy relying on assigned resources across the front line operations of planning, engineering, economic development, and building inspection departments. External accounting must align with the Public Sector Accounting Board (PSAB) as well as consolidated results. PSAB accounting does not segregate by fund. However, the City’s budgeting process is based on segregation by funds. Research must be undertaken to find out how to best align City’s budgeting with PSAB.
197
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 safeguard assets
Internal control
Reconciliations
Accounts Receivable and Collections Grant Management
Process invoices
Research and application Administration and reporting
Description of Current Level (eg: frequency; standard; response time)
Audited year-end financial statements for the City of Airdrie. Prepared in accordance with the Canadian Institute of Chartered Accountants (CICA) and Public Sector Accounting Board (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 Maintain software solution, facilitate the preparation, provide support and advice, ensure the financial well-being is maintained Plan and facilitate quarterly reporting process. Review accuracy of results, prepare and present to Senior Management Team, Finance Advisory Committee and Council. Maintain software solution, facilitate the preparation, provide support and advice, and ensure the financial well-being is maintained. Process accounting transactions on a daily basis including cheque runs for Airdrie Mainstreet Square (AMSQ), Airdrie Public Library (APL) and Airdrie Housing Limited (AHL). Create monthly statements required by subsidiary boards. Annual financial statements prepared in accordance with CICA and PSAB, results reported to subsidiary boards. Ensure effective internal controls exist over cash and non-cash assets.
Preparation of monthly reconciliation of control account and quarterly reconciliation of other balance sheet accounts. Process those invoices stemming from various City departments; manage the collection thereof.
Find new grant revenue streams and prepare applications. Manage grants through lifecycle to ensure requirements are met.
198
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Major Functions
Tangible Capital Assets
Inventory of City assets
Debt Management Council Budget Committee Agenda
Manage City debt Administration of agenda as needed
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
1,294,990
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. 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.
199
City of Airdrie 2015 Budget Highlights Financial Summary Financial Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Financial Services 1-12-071 FINANCIAL SERVICES
897,418
890,600
1,076,379
20%
1,294,990
1,614,621
1,915,067
Total Financial Services
897,418
890,600
1,076,379
20%
1,294,990
1,614,621
1,915,067
897,418
890,600
1,076,379
20%
1,294,990
1,614,621
1,915,067
Total Financial Services
Council Approved Budget
200
City of Airdrie 2015 Budget Highlights Financial Summary Financial Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Total Revenues
Expenditures Salaries, Wages & Benefits
722,266
876,000
872,909
1,026,590
1,384,041
1,657,382
Contracted & General Services
156,732
178,970
184,270
247,100
209,080
234,185
Materials, Goods, Supplies, & Utilities
1,042
1,200
1,200
1,300
1,500
1,500
Bank Charges & Short Term Interest
17,364
18,000
18,000
20,000
20,000
22,000
Other Transacations
15
Total Expenditures
897,419
1,074,170
1,076,379
1,294,990
1,614,621
1,915,067
Total Expenditures
897,419
1,074,170
1,076,379
1,294,990
20%
1,614,621
1,915,067
NET COST/(GAIN)
897,419
1,074,170
1,076,379
1,294,990
20%
1,614,621
1,915,067
13.80
Personnel - Year Equivalents Year Equivalent: Full - Time
7.30
7.50
8.80
11.80
Year Equivalent: Part - Time
0.72
0.56
0.56
0.56
0.56
Total Personnel - Year Equivalents
8.02
8.06
9.36
12.36
14.36
8.02
8.06
9.36
12.36
14.36
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
111,898
133,546
138,354
1%
130,633
133,361
$18
$20
$22
$2
$26
$28
Total Personnel
16%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
201
CITY OF AIRDRIE - 2015 OPERATING BUDGET Financial Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Financial Services is proposing to add 1.5 FTE in 2015 (Financial Analyst and Corporate Services Administrative Assistant). A number of employees will be getting an accounting designation/higher learning in 2015 and some will be working towards it. This justifies the increase in training, travel and professional membership costs for 2015. Audit services had been tendered in Q2 of 2014. The proposals have been reviewed, scored and the 3-year contract for audit services was awarded to PricewaterhouseCoopers. The 2015 budget for audit fees is based on the actual costs that were submitted in the PwC proposal. An additional $50,000 has been budgeted in 2015 to engage in consulting work to build a fiscal framework for the City which ties to the 2015 Council Strategy. This is required to gain some expertise to ensure all areas have been considered in the framework and the necessary risk analysis has been completed. There is also some extra work that may be required to comply with the new PSAB audit requirement of liabilities for contaminated sites.
Council Approved Budget
202
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Financial Services
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities Bank Charges & Short Term Interest Total Expenditures
153,681 Reflective of COLA, band and step increases and associated benefit increases (+$38,000); addition of 0.5 FTE corporate services administrative assistant (+$36,000) and 1.0 FTE financial analyst (+$80,000). 62,830 A portion of this increase is reflective of the anticipated audit fee increase (+$10,000); fiscal framework and contaminated sites audit (+$50,000). 100 2,000 218,611 $218,611
Net Increase (Decrease)
$218,611
Council Approved Budget
203
CITY OF AIRDRIE 2015 BUSINESS PLAN
TAXATION BUSINESS FOCUS STATEMENT To provide fair and equitable property taxation services, resulting in each property contributing their fair share to the municipal and school board tax base. This area is also responsible for providing taxation education to the general public.
CORE SERVICES • •
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 taxation information to the general public, internal service providers and legislative bodies
KEY SUCCESS INDICATORS Indicator S4 & C2 Tax Collection Rate
S4 & C2 Number of Properties Going to Public Auction S4, S5, C1 & C2 Monthly Tax Payment Plan Participation Rate (at year end)
Measure Meet or exceed
(Stretch) Target Minimum collection rate of 97%
Meet or exceed Meet or exceed
2013 Actual
2012 Actual
97.89%
97.76% 97.04% 96.13%
Zero
Four parking stalls*
Minimum of 50%
51.89%
0
2011 Actual
2010 Actual
0
0
50.89% 50.85% 50.07%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Continued MGA stakeholder involvement in the taxation sections of the Act that lead to efficient legislative change Enhance the level of public education regarding taxation through review of the existing website S4/15 Participate in the development of financial polices with regards to establishing a tax stabilization fund Participation in production of video that will explain the assessment and taxation process to the general public 2016 and 2017 Desired Outcome Service capacity review of the taxation business unit C1 Electronic notification of Taxation Notices
Initiative/Strategy Provision of stakeholder input to AMA prior to implementation of MGA changes Maximize operational efficiencies, improve services & enhance customer education Fiscal balance and strong financial foundation Enhance customer education and awareness of assessment and taxation
Initiative/Strategy Maximize operational efficiencies and improve services Connection through MyAccount. Subject to legislative change to allow for electronic notices
Target 2015 By end of 3rd quarter By end of 4th quarter By end of 1st quarter
Target 3rd quarter of 2016 2016 to 2017
2015 Council’s Strategic Goals; S3: Economic Prosperity; S4: Fiscal Balance; 2015 Corporate Priorities; C1: Known for our good customer service; C2: Strong financial foundation
204
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 Forecast Number of properties 24,420 (percentage increase from previous year) (7.02%) Number of taxable properties 23,690 (percentage of total properties) (97%) Number of title changes 6,105 (percentage of total properties) (25%) Number of supplementary taxation notices 1,220 (percentage of total properties) (5.0%) Number of tax certificates 5,860 (percentage of taxable properties) (24%) Number of property caveats registered 110 (percentage of taxable properties) (0.45%) Number of properties with final warning Three letters of public auction mobiles 118 parcels Dollar value of penalties generated $535,000 Total Monthly Tax Payment Plan $38.2MM Payments (MTPP) (+13%) Total taxes for the year $67.4MM
2014 Projected 22,819 (8.14%) 22,180 (97%) 5,705 (25%) 1,140 (5.0%) 5,475 (24%) 103 (0.45%) Three mobiles 111 parcels $525,000 $33.8MM (+13.12%) $61.9MM
Activity Description
2013 2012 Actual Actual 21,102 20,136 (4.79%) (8.25%) 20,505 19,548 (97%) (97%) 5,797 4,349 (27.5%) (21.6%) 1,046 810 (5.0%) (4.0%) 4,848 4,167 (24%) (21%) 96 111 (0.45%) (0.55%) Two Three mobiles mobiles 96parcels 111 parcels $524,355 $600,100 $29.8MM $25.8MM (+15.66%) (+12.89%) $55.5MM $49.7MM
2011 Actual 18,601 (4.96%) 18,098 (97%) 4,325 (23%) 748 (4.2%) 4,176 (23%) 106 (0.60%) Three mobiles 106 parcels $636,085 $22.9MM (+11.87%) $44.1MM
2010 Actual 17,722 (9.68%) 17,247 (97%) 4,029 (23%) 773 (4.4%) 4,550 (26%) 121 (0.70%) Five mobiles 121 parcels $554,904 $20.4MM (+15.91%) $39.8MM
Customer Benefits (Key efficiency measures) Activity Description Tax collection rate Equal or greater than 97% Number of properties offered for public auction Target of zero Monthly Tax Payment Plan Greater than 50% participation rate
2013 Actual
2012 Actual
2011 Actual
2010 Actual
97.89%
97.76%
97.04%
96.13%
Four* Parking stalls
0
0
0
51.89%
50.89%
50.85%
50.07%
*Four parking stalls arrears paid in 2014
Grande Prairie 55,032 24,405
Lethbridge 93,004 39,073
3.4**
2.0
4.0
2.0
5.5
3.8
6,711**
12,203
9,768
14,153
7,199
6,904
1,046
369
564
215
512
158
8.99%
1.61%
2.28%
0.26%
2.52%
1.47%
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Total parcel count 2014 22,817 Total number of Taxation Clerks Parcels per Taxation Clerk Number of Supplementary Taxation Notices - 2013 Parcel growth rate/ year from 2013 to 2014
Medicine Red Hat Deer 61,180 98,585 28,307 39,592
St. Albert 63,255 26,237
*Note: Population figures shown are for most recent year available **Note: City of Airdrie Taxation Clerks complete all functions of the Tax Recovery Process; this is usually done by Finance
205
EMERGING TRENDS AND ISSUES • •
•
• •
•
Greater demand for e-government services from customers who are requesting more information on the website Airdrie staff has participated in the Municipal Government Act stakeholder review process and anticipate legislative changes to be implemented starting in 2016. Potential changes that will impact the Taxation Department may include the ability to send taxation notices through EBilling and a greater reliance on egovernance initiatives. It is also anticipated that there will be greater transparency requirements legislated for all property types. Customers are more educated about municipal government and are asking more questions of municipal staff. The Taxation & Assessment Departments are working towards providing educational opportunities for the public through the development of educational and promotional material. An assessment & taxation video would provide a greater understanding for Airdrie residents and businesses regarding their assessed values and the amount of property taxes that they pay. The taxation arrears statistics are decreasing even while the City is experiencing high growth numbers. This trend is likely due to more stable economic conditions, high employment rates and quarterly arrears letters being sent to property owners with outstanding taxes. Airdrie continues to experience a higher percentage of parcel growth than the other cities within the province. This is fueled by high energy markets, continued demand for more growth in Airdrie, and proximity to Calgary. Existing and future residents & businesses are choosing to live in a smaller city that is potentially safer; community focused, has lower housing prices and still has access to big city amenities. Receiving more email inquiries than telephone inquiries as a result of Airdrie’s population embracing technology and on-line opportunities to communicate with the City of Airdrie.
206
SERVICE LEVELS Core Service Taxation Services
Ensuring compliance with regulatory bodies
Major Functions 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. 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
Mailing of the supplementary and taxation notices Provision of taxation information to Alberta Municipal Affairs
Information to general public
Information shared with other internal departments
Description of Current Level (e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$152,380
Every parcel within the City must receive an annual taxation notice
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 three 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. Supplementary assessment and taxation notices are mailed in July and October. Taxation must meet all legislated requirements as covered under Part 10 of the Municipal Government Act
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 Taxation statistics provided to various departments including Economic Development, Corporate Communications, GIS, etc.
207
City of Airdrie 2015 Budget Highlights Financial Summary Taxation By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Taxation 1-12-072 TAXATION
44,036
58,955
74,390
105%
152,380
176,731
172,507
Total Taxation
44,036
58,955
74,390
105%
152,380
176,731
172,507
44,036
58,955
74,390
105%
152,380
176,731
172,507
Total Taxation
Council Approved Budget
208
City of Airdrie 2015 Budget Highlights Financial Summary Taxation By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(253,434)
(312,860)
(256,300)
(276,500)
(296,600)
(317,300)
Total Revenues
(253,434)
(312,860)
(256,300)
(276,500)
(296,600)
(317,300)
(253,434)
(312,860)
(256,300)
(276,500)
(296,600)
(317,300)
Total Revenues
8%
Expenditures Salaries, Wages & Benefits
274,616
301,890
296,240
398,980
442,331
457,607
Contracted & General Services
9,066
12,900
13,750
14,400
15,000
15,700
Purchases from Other Governments
3,511
3,700
8,700
5,000
5,000
5,000
1,800
3,000
1,000
1,000
1,000
10,277
9,500
9,000
9,500
10,000
10,500
Materials, Goods, Supplies, & Utilities Bank Charges & Short Term Interest Total Expenditures
297,470
329,790
330,690
428,880
473,331
489,807
Total Expenditures
297,470
329,790
330,690
428,880
30%
473,331
489,807
NET COST/(GAIN)
44,036
16,930
74,390
152,380
105%
176,731
172,507
Personnel - Year Equivalents Year Equivalent: Full - Time
2.00
2.00
1.50
1.50
1.50
Year Equivalent: Part - Time
1.40
1.40
2.40
2.80
2.80
Total Personnel - Year Equivalents
3.40
3.40
3.90
4.30
4.30
3.40
3.40
3.90
4.30
4.30
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
12,952
21,879
39,072
7%
41,100
40,118
$1
$1
$3
$11
$3
$3
Total Personnel
15%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
209
CITY OF AIRDRIE - 2015 OPERATING BUDGET Taxation BUDGET NOTES Parcel growth is expected to increase by 7% per year between 2015 and 2017. This exceptional growth in parcel numbers will lead to increased workloads for all Taxation staff, including a higher volume of taxes being paid through mortgage companies and the Monthly Tax Payment Plan (MTPP). Maintenance of these two programs will take more time. The MTPP is expected to maintain a participation rate of 51% and taxes paid through mortgage companies is expected to increase slightly up to a 15% participation rate. These two programs provide the City with over 65% of the taxation revenue. The mortgage reports are now completed through an electronic process rather than the former manual process and this has lead to some time savings. The remaining 35% of taxes is paid through on-line banking, cheques through the mail system, or in person. The MTPP will generate over $2.5MM per month. Parcel growth will also result in volume increases for tax certificates, and the number of taxation notices and supplementary assessment and taxation notices that will be processed on an annual basis. The unit has been outsourcing the processing, printing, and mailing of taxation notices and brochures for the past several years which has provided some time savings. The Taxation unit is requesting a 0.20 FTE increase in staffing resources which will be used by existing parttime staff to work more hours during the peak periods of the taxation season and for vacation coverage. This slight increase will also provide the required time to deal with the increased workloads due to parcel growth. The last FTE increase of 0.60 FTE was in 2012 and the City has experienced a 21.28% increase in parcel growth since then. Customer account information will be made available to property owners through further on-line enhancements and interactive processes in 2015 through the Customer Service Initiative with the hopes of cutting down on customers calling in for information. The Taxation and Assessment departments are working towards the development of a video that will help to educate the citizens and businesses of Airdrie about both departments function within municipal government.
Council Approved Budget
210
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Taxation Revenues Sales & User Charges
(20,200) Increased mortgage process fees and tax certificate fees due to parcel growth and projected increases in volume.
Total Revenues
(20,200) ($20,200)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
102,740 Reflective of COLA, band/step increases & associated benefit increases (+$8,000) and reallocation of manager (+$95,000). 650
Purchases from Other Governments
(3,700)
Materials, Goods, Supplies, & Utilities
(2,000)
Bank Charges & Short Term Interest Total Expenditures
500 98,190 $98,190
Net Increase (Decrease)
$77,990
Council Approved Budget
211
CITY OF AIRDRIE 2015 BUSINESS PLAN
ACCOUNTS PAYABLE AND PROCUREMENT 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
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
0
0
0
N/A
N/A
100
N/A
95.2%
95.2%
98.3%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Develop a low dollar supplier registration process, achieves desired AirdrieONE outcomes. Identify opportunities for green/sustainable/ethical City procurement initiatives, meets the City’s Procurement Environmental Policy and Sustainable Building Policy to accomplish AirdrieONE goals Develop Procurement Website, achieves desired AirdrieONE outcomes
Initiative/Strategy Research defined criteria for Source List. AirdrieONE goals • Economic Prosperity Develop and research user departments for Environmental and sustainable projects that will align with AirdrieONE goals. • Build Development • Socially Sustainable Communities • Water • Sustainable Natural Environment To provide supplier access to City procurement processes and documents.
Target Q2
Q3
Develop and implement template on how to do business with the City. Post documents for vendor information. a. Conditions of contract b. Consulting agreement c. Construction Lump Sum Agreement d. RFX documents Aligns with AirdrieONE goals. • Economic Prosperity
212
Q3
Initiate standing offer agreements to reduce time in tendering and make it easier for Business units to get work awarded efficiently. Aligns with AirdrieONE goals
Reduce turn- around time. Establish long term contracts tied to standing purchase orders to stream line the procurement process for users.
Q3
Develop preferred vendor list for Corporate use. Accomplishes AirdrieONE initiatives • Economic Prosperity 2016 and 2017 Desired Outcome Identify green procurement initiatives
Initiative/Strategy Research and define
Target 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 2014 2013 Forecast Projected Actual 3,700 3,650 3,618 9,500 9,450 9,424 110 100 93 600 575 512 7,550 7,500 7,468
Activity Description Number of cheques issued Number of invoices processed Number of RF-X tenders issued Number of purchase orders issued Number of P-Card transactions
2012 Actual 3,320 9,891 62 523 5,970
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) 2013 Actual 4 $3.6MM 7,872
Activity Description Staff/department training sessions P-card transaction spending P-Card Transactions BENCHMARKS (Other municipalities, industry standards, private sector) Invoices processed P-Cards issued
2012 Actual 6 $3.5MM 7,077
2011 Actual 8 $3.74MM 6,189
2010 Actual 8 $4.43MM N/A
Airdrie 54,891* 9,424 150
Grande Prairie 55,032 16,524 0
Lethbridge 93,004 34,714 158
Medicine Hat 61,180 65,262 351
Red Deer 98,585 44,598 281
St. Albert 63,255 27,620 213
RFP’s and RFQ’s issued
93
140
170
133
154
131
PO’s issued
512
2290
16,872
7388
21149
14,865
$21,8MM $75.5MM
$339.7MM $209.7MM
$99.3M $176.1MM
$123.3MM $425.5MM
N/A N/A
$26.8MM $130.9MM
Annual Capital Spend, 2013 Annual Operating Spend, 2013
*Note: Population figures shown are for most recent year available
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
213
SERVICE LEVELS Core Service Procurement of goods and services
Major Functions Fiscal stewardship
Tracking asset expenditures Training and guidance so users are familiar with Procurement policy, procedures Compliance to policy/ legislation
Accounts Payable
Fiscal Stewardship
Strategic
Training and guidance for staff
Administrative
Courier Service
Provide inter-departmental and intra-city courier services
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$969,160
Ensure best value through a competitive bid process(es). Reconciliation of payments to purchase order commitments. All commodities over $1,000 tracked on spreadsheet. Provide targeted applicable training seminars; day-to-day instruction and guidance. Ensure all procurement transactions are completed within thresholds and policies outlined in all trade agreements. Overthreshold buys are advertised on the Alberta Purchasing Connection. 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 two) pick-ups and drop-off deliveries daily.
214
City of Airdrie 2015 Budget Highlights Financial Summary Procurement & Accounts Payable By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Procurement & Accounts Payable 1-12-073 PROCUREMENT
561,814
616,595
703,290
8%
760,040
927,129
1-12-074 ACCOUNTS PAYABLE
182,245
173,240
198,570
5%
209,120
248,395
265,300
Total Procurement & Accounts Payable
744,059
789,835
901,860
7%
969,160
1,175,524
1,239,916
744,059
789,835
901,860
7%
969,160
1,175,524
1,239,916
Total Procurement & Accounts Payable
Council Approved Budget
215
974,616
City of Airdrie 2015 Budget Highlights Financial Summary Procurement & Accounts Payable By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(46,734)
(49,081)
(43,700)
(6,750)
(11,670)
(11,670)
(53,484)
(60,751)
(55,370)
(46,500)
(53,484)
(60,751)
(55,370)
(46,500)
Salaries, Wages & Benefits
642,019
674,670
815,120
Contracted & General Services
102,222
150,766
72,230
53,302
72,125
797,543
Total Expenditures
NET COST/(GAIN)
Drawn from Reserves Total Revenues Total Revenues
(46,500)
(46,500)
(46,500)
(46,500)
(46,500)
(46,500)
(46,500)
882,950
1,080,133
1,143,247
62,420
68,265
68,665
69,880
70,290
73,626
74,504
897,561
957,230
1,015,660
1,222,024
1,286,416
797,543
897,561
957,230
1,015,660
6%
1,222,024
1,286,416
744,059
836,810
901,860
969,160
7%
1,175,524
1,239,916
7.40
(16%)
Expenditures
Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
5.40
5.40
6.40
7.40
Year Equivalent: Part - Time
1.96
2.43
1.93
2.93
2.93
Total Personnel - Year Equivalents
7.36
7.83
8.33
10.33
10.33
7.36
7.83
8.33
10.33
10.33
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
101,095
115,180
116,346
1%
113,797
120,031
$15
$17
$17
$1
$19
$18
Total Personnel
6%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
216
CITY OF AIRDRIE - 2015 OPERATING BUDGET Procurement & Accounts Payable BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates... Procurement's policies and procedures have been standardized to improve documentation, process, efficiencies and file management. The bid process is increasing as the City grows year after year through population growth and the demand for services. Increased spend and process development increases spend values and mitigates risk, but does require additional staff. The budget is based on the addition of a 0.50 FTE Contract Administrator and is associated with the increase in the contract process and risk management. Efficiencies gained in accounts payable (AP) in 2014 allow for the same level of service to be provided without additional staff being added, even though transactions are increasing year-over-year. Revenues from the Pcard rebate continue to grow and AP is continuing to develop 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 P-Card Transactions
2015 Forecast 3,700 9,500 110 600 7,550
Council Approved Budget
217
2014 Projected 3,650 9,450 100 575 7,500
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Procurement & Accounts Payable Revenues Other Revenues
(2,800) Increase in BMO rebate.
Drawn from Reserves
11,670 Removal of 2013 one-time carry forward for purchasing module e-requisiition.
Total Revenues
8,870 $8,870
Expenditures Salaries, Wages & Benefits
67,830 Reflective of COLA, band and step increases and associated benefit increases (+$12,000); addition of 0.5 FTE administrative assistant (+$36,000) and procurement vacation coverage (+$20,000).
Contracted & General Services
(9,810) Removal of 2013 one-time carry forward for purchasing module e-requisition.
Materials, Goods, Supplies, & Utilities Total Expenditures
410 58,430 $58,430
Net Increase (Decrease)
$67,300
Council Approved Budget
218
CITY OF AIRDRIE 2015 BUSINESS PLAN
ASSESSMENT BUSINESS FOCUS STATEMENT To provide fair and equitable property assessment services, resulting in each property contributing their fair share to the municipal and school board tax base. This area is also responsible for providing assessment education to the general public
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. Ensuring compliance with regulatory bodies: Ensure compliance in the provision of assessment information to the general public, internal service providers and legislative bodies
KEY SUCCESS INDICATORS Indicator Number of assessment revisions Appeals heard by CARB, LARB
Yearly and five year detailed audits
Measure % of revisions to assessment base % of appeals of the taxable assessment base Meet provincial assessment standards
(Stretch) Target < 200 or < 1.0% Local and Composite ARB’s of = or < 0.5% Median Level of 0.95 to 1.05 (res and nonres)
2013 Actual 128 0.61%
2012 Actual 178 0.88%
2011 Actual 462 2.48%
2010 Actual 522 2.95%
0.009%
0.10%
0.46%
0.05%
0.0018%
0.04%
0.19%
0.02%
1.001 to 0.990
0.982 to 0.980
1.005 to 1.007
0.992 to 0.985
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Produce non-residential assessments by using CAMAlot income tab, rather than spreadsheets Mail assessment notices January 2, 2015 instead of the end of January
S4/14 - Enhance communication to Airdrie property owners, though educational and informational means initiatives. Continued MGA stakeholder involvement in the assessment sections of the Act that lead to efficient legislative change
Initiative/Strategy All property types of assessment valuations produced within one system Allows for re-inspection cycle to begin earlier; matches Calgary’s mail out date which will reduce phone calls. Enhance customer education and awareness of assessment and its relation to the budget process Provide input to AMA prior to and during MGA review
Target 1st Quarter
1st Quarter
4th Quarter
2015
2015 Council’s Strategic Priorities: C4 Fiscal Balance 2015 Corporate Priorities: S1- Known for good customer service, S2- Strong financial foundation, S3-Strong people culture
219
2016 and 2017 Desired Outcome Service capacity review of the assessment business unit Additional online services: verified sales information
Initiative/Strategy Maximize operational efficiencies and improve services Provision of Open Data to citizens; e-government services and web-based options Connection through MyAirdrie. Subject to legislative change to allow for electronic notices
Electronic Notification of Assessment Notices
Target 3rd Quarter 2016 2016
2016 to 2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of properties - 2014 actual (% increase from previous year) Number of taxable properties â&#x20AC;&#x201C; 2014 actual (% of total properties) Number of supplementary (% of total properties)
2015 2014 2013 2012 Forecast Projected Actual Actual 24,420 22,819 21,102 20,136 (7.02%) (8.14%) (4.79%) (8.25%) 23,690 22,180 20,505 19,548 (97%) (97%) (97%) (97%) 1,220 1,140 1,046 810 (5%) (5%) (5%) (4.0%)
2011 Actual 18,601 (4.96%) 18,098 (97%) 748 (4.2%)
2010 Actual 17,722 (9.68%) 17,247 (97%) 773 (4.4%)
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 returned Requests for Information (RFIâ&#x20AC;&#x2122;s) (based on number requested)
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* 49,560 Population and year of census 2013 Total parcel count for 2014 22.819 Number of parcels per assessor for 2014 3,934 Median assessment to sales ratio for 2014 0.995 residential and non-residential (Must be 0.989 within 0.95 to 1.05) Number of supplementary assessments per 1,046 year for 2013 Parcel growth rate per year for 2014 8.14%
2013 Actual 178 (0.84%) 99.5% 98.9%
2012 Actual 464 (2.2%) 98.2% 98.0%
2011 Actual 522 (2.8%) 100.5% 100.6%
2010 Actual 92 (0.52%) 99.2% 98.5%
76%
66%
78%
67%
Grande Prairie 55,032 55,032 2011 24,406 4,881
Lethbridge 93,004 90,417 2013 39,073 4,341
0.978 0.983
0.993 100.1
0.982 0.973
0.987 0.991
0.984 100.7
369
564
215
512
158
1.03%
0.3%
-0.4%
1.64%
1.06%
Note: Population figures shown are for most recent year available
220
Medicine Red Hat Deer 61,180 98,585 61,180 97,109 2012 2013 28,296 39,464 2,830 3,946
St. Albert 63,255 60,994 2012 26,236 4,373
EMERGING TRENDS AND ISSUES • • • •
• • •
More demand for e-government services. Looking at greater access to website to include non-residential assessment so that residents can obtain more detailed information on their own property. Depending on legislative changes proposed; the ability to send electronic property assessment notices. Customers are more educated about current market values. Provide clarification though use of educational and promotional material such as an assessment video to add clarity for residents. Tax agents are branching into Airdrie and filing complaints without engaging in discussion with Assessors. Move mailing dates forward to mimic Calgary’s mail out date and advertising campaign. Place non-residential information on the website to minimize information requests. Emerging from the recession. Demand in the Calgary metropolitan area had placed pressures on home prices. Extensive advertising campaign by Airdrie developers is promoting Airdrie as the affordable alternative; however this will also place pressures on the home prices if building cannot keep pace. Also the spread between a house in Calgary and a house in Airdrie is growing rapidly, which is likely to push additional demand to Airdrie. Retiring senior assessors. This is an Alberta wide (national) issue that places pressure on existing assessors to recruit and train replacement staff. Stakeholders in the MGA review. Continue to participate in the MGA review and anticipate potential legislative changes to assessment operations. Airdrie continues to experience a higher percentage of parcel growth than the other cities within the province. Fueled by energy markets, demand continues to grow in Airdrie. Airdrie’s proximity to Calgary will continue to impress new home owners who want to live in a safe, affordable community, but still have access to big city amenities.
221
SERVICE LEVELS
Core Service Assessment Services
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Preparation / maintenance of an equitable and accurate annual assessment roll. Based on typical market value assessments 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.
Re-inspection services
20% of all parcels are reinspected 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
Defense of assessment values before Assessment Review Boards (ARB) involving preparation of detailed packages for presentation before the ARB Assessment values
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
Residential appeals are presented to the Local Assessment Review Board and non-residential appeals are presented to the Composite Assessment Review Board. The appeal process must follow
222
Proposed Service Level Changes Assessment Services Contract with the Town of Cochrane ends on July 15, 2014.
In 2015 assessment notices will be mailed on January 2nd, rather than the end of January
Estimated Cost of Program
Core Service
Major Functions are audited on a yearly basis
Ensuring compliance with regulatory bodies
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
legislated requirement
Ensure the City of Airdrieâ&#x20AC;&#x2122;s opinions are considered in the provincial legislation reviews
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.
Provision of assessment and taxation information to Alberta Municipal Affairs
Participate in stakeholder review and provide feedback from the City of Airdrie when required. 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 Total Cost
223
$1,026,690
City of Airdrie 2015 Budget Highlights Financial Summary Assessment By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Corporate Services Assessment 1-12-076 ASSESSMENT
744,732
739,450
953,640
8%
1,026,690
1,087,200
1,105,400
Total Assessment
744,732
739,450
953,640
8%
1,026,690
1,087,200
1,105,400
744,732
739,450
953,640
8%
1,026,690
1,087,200
1,105,400
Total Assessment
Council Approved Budget
224
City of Airdrie 2015 Budget Highlights Financial Summary Assessment By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales to Other Governments
(338,821)
(344,570)
(343,000)
Drawn from Reserves Total Revenues Total Revenues
(3,000)
(3,000)
(3,000)
(3,000)
(3,000)
(3,000)
(3,000)
(53,600) (338,821)
(344,570)
(343,000)
(56,600)
(338,821)
(344,570)
(343,000)
(56,600)
(83%)
Expenditures Salaries, Wages & Benefits
972,923
984,000
1,182,910
993,390
987,450
1,004,450
Contracted & General Services
97,681
110,145
96,430
76,500
86,250
89,950
Purchases from Other Governments
10,930
8,500
13,800
7,500
7,500
7,500
2,019
7,750
3,500
5,900
9,000
6,500
1,083,553
1,110,395
1,296,640
1,083,290
1,090,200
1,108,400
1,083,553
1,110,395
1,296,640
1,083,290
(16%)
1,090,200
1,108,400
744,732
765,825
953,640
1,026,690
8%
1,087,200
1,105,400
Materials, Goods, Supplies, & Utilities Total Expenditures Total Expenditures
NET COST/(GAIN)
Personnel - Year Equivalents Year Equivalent: Full - Time
8.86
8.86
7.50
7.50
7.50
Year Equivalent: Part - Time
1.13
1.13
0.80
0.80
0.80
Total Personnel - Year Equivalents
9.99
9.99
8.30
8.30
8.30
9.99
9.99
8.30
8.30
8.30
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
74,548
95,459
123,698
130,988
133,181
$15
$18
$17
$17
$16
Total Personnel
(17%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
225
$1
CITY OF AIRDRIE - 2015 OPERATING BUDGET Assessment BUDGET NOTES Parcel growth is expected to increase by 7% per year between 2015 to 2017. This increases the parcel count per assessor and also contributes to the supplementary growth capture. This means more inspections and higher work volumes. The major difference in the Assessment budget between 2014 and 2015 is the expiration of the assessment services contract with the Town of Cochrane. Revenues have decreased by $340,000 as a result. Assessment reserve transferred to revenues to offset the decrease in revenues. Staff allocated to Cochrane are re-assigned to Airdrie to equalize workflows due to expansive growth in Airdrie. Increased reliance in technology such as mobile devices, enhanced website access and open data principles are initiatives that are underway to reduce workloads. These innovations allow for a deferral of filling one vacant position until 2016 and eliminates the need for a summer student for the foreseeable future. Assessment notices will be mailed on January 2, 2015 instead of the end of January. This will ensure that the complaint period will be completed a month earlier than previously, and assessment staff can start and complete the re-inspection cycle a month earlier.
Council Approved Budget
226
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Assessment Revenues Sales to Other Governments
340,000 Cochrane contract ended in 2014.
Drawn from Reserves
(53,600) Assessment reserve transferred to revenue to offset loss of revenue.
Total Revenues
286,400 $286,400
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Purchases from Other Governments Materials, Goods, Supplies, & Utilities Total Expenditures
(189,520) Reflective of COLA, band/step increases & associated benefit increases (+$25,000); removal of summer student (-$29,000); removed vacant assessor level 2 (-$91,000); and reallocation of manager (-$95,000) (19,930) Alberta Assessor's Association (AAA) conference is local, reducing travel (-$5,000). Assessment software technology costs decrease due to the end of the Cochrane contract (-$12,000). (6,300) Reduction in land title charges due to provincial policy change. 2,400 Non-residential information database obtained to support market value defense. (213,350) ($213,350)
Net Increase (Decrease)
$73,050
Council Approved Budget
227
Director of Community Safety
Fire Chief
Deputy Chief â&#x20AC;&#x201C; Training and Community Safety
Emergency Management
Deputy Chief Operations
Corporate Properties
Deputy Chief / Business Services and Public Relations
Corporate Properties Coordinator
Property Administrator Community Safety Officer
RCMP Contracted Services
Manager of Building Inspections & Municipal Enforcement
RCMP Administration Team Leader
Building Inspections Team Leader
Municipal Enforcement Team Leader
Police Administrators
Safety Codes Officers Electrical
Community Peace Officers
Safety Codes Officers Plumbing/Gas
Administrative Assistants
Safety Codes Officers Buildings I/II
Chief Licensing Officer
Administrative Assistants
Land Administrator
A Platoon
B Platoon
C Platoon
D Platoon Plan Reviewers
Administrative Assistants
228
City of Airdrie 2015 Budget Highlights Financial Summary Community Safety By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety RCMP Fire Protection Emergency Management Municipal Enforcement Building Inspections Corporate Properties Total Community Safety Total Community Safety
4,182,419
4,215,285
5,004,840
18%
5,903,110
7,257,849
8,656,451
10,825,665
11,047,130
11,733,038
7%
12,601,430
13,165,700
14,194,355
54,527
62,395
68,600
9%
75,070
82,617
83,706
191,440
107,395
461,801
7%
493,500
651,917
762,450
(2,388,768)
(1,973,480)
(1,722,640)
5%
(1,813,710)
(2,061,718)
(177,217)
(200,765)
(51,840)
670%
(399,070)
(365,587)
8,778
12,688,066
13,257,960
15,493,799
9%
16,860,330
18,730,778
21,513,971
12,688,066
13,257,960
15,493,799
9%
16,860,330
18,730,778
21,513,971
Council Approved Budget
229
(2,191,769)
City of Airdrie 2015 Budget Highlights Financial Summary Community Safety
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales & User Charges
(236,872)
(240,995)
(233,370)
(274,110)
17%
(252,643)
(270,060)
Other Revenues
(7,306,921)
(7,163,143)
(7,344,960)
(8,047,670)
10%
(8,214,591)
(8,431,847)
Conditional Grants
(1,023,955)
(1,017,640)
(1,020,040)
(1,083,260)
6%
(1,144,728)
(1,210,520)
(5,000)
(6,486)
(6,486)
(8,572,748)
(8,428,264)
(8,604,856)
(9,405,040)
9%
(9,611,962)
(9,912,427)
12,445,068
13,855,977
14,052,371
15,105,190
7%
15,938,661
17,065,454
715,847
893,558
964,114
943,680
(2%)
922,402
930,914
5,025,644
5,418,800
5,721,530
6,613,840
16%
7,870,451
9,260,210
Materials, Goods, Supplies, & Utilities
389,517
485,506
480,260
517,330
8%
510,392
552,730
Added to Reserves/Allowances
100,000
150,000
150,000
250,000
67%
275,000
300,000
1,614
2,230
2,100
32,250
1,436%
32,250
32,250
Long-Term Debt
1,256,932
1,336,100
1,336,100
1,424,610
7%
1,421,912
1,766,545
Internal Charges
1,322,192
1,388,680
1,388,680
1,374,970
(1%)
1,368,172
1,514,795
4,000
3,500
3,500
3,500
21,260,814
23,534,351
24,098,655
26,265,370
12,688,066
15,106,087
15,493,799
16,860,330
Drawn from Reserves Total
(100%)
Expenditures
Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments
Bank Charges & Short Term Interest
Grants to Groups & Other Organizations Total NET COST/(GAIN)
3,500
3,500
9%
28,342,740
31,426,398
9%
18,730,778
21,513,971
141.70
Personnel - Year Equivalents Year Equivalent: Full - Time
112.70
116.50
124.20
7%
131.70
Year Equivalent: Part - Time
1.00
1.75
2.00
14%
2.00
2.00
113.70
118.25
126.20
7%
133.70
143.70
Total Personnel - Year Equivalents
Council Approved Budget
230
CITY OF AIRDRIE 2015 BUSINESS PLAN
POLICE PROTECTION BUSINESS FOCUS STATEMENT In partnership with the Community, the City of Airdrie RCMP is committed to providing a safe place to live, work and visit while optimizing quality of life. This is done through education and enforcing municipal and provincial laws in a fair, just and professional manner.
CORE SERVICES •
• • • •
• • •
General Duty Police Officers: General Duty members of the RCMP are the first responders to all calls for service from the public. Members investigate crimes, lay charges when appropriate, investigate motor vehicle collisions, do preventative patrols, and enforce municipal bylaws, provincial statutes, Criminal Code offences, and the Controlled Drug and Substances Act. Traffic Services: Members work closely with Airdrie Municipal Enforcement and the Watches for planned operations and targeting problem areas. Members also work with RCMP members from around the Calgary area who take shifts on overtime as part of the Safety City Streets initiative. Community Policing / Victim Services: The Community Policing unit focuses on a balanced approach to crime prevention through relationships, education and enforcement. Members offer crime prevention education to businesses, the public, schools and interest groups. Community Response Unit (CRU): Constables that work primarily in the schools, conduct investigations, and providing lectures on various topics. These officers also perform red serge duties as various public events. Domestic Violence Unit: The Domestic Violence Unit is made up of two RCMP members. The Victim Services Unit provides many supports for victims of domestic violence. The Domestic Violence Unit is committed to working in partnership with federal, provincial and local agencies to promote awareness and prevention of family violence. Domestic violence can include mental, physical, sexual and/or emotional abuse by one partner toward his or her partner, their children, or the elderly and disabled. General Investigation Section (GIS): Airdrie’s GIS teams are responsible for all serious and long term “person crime” investigations such as homicide, sexual assaults, child abuse, robberies, etc. solving crime in Airdrie. Crime Reduction Unit: These members conduct primarily drug investigations, but can focus on break and enter, auto theft, or another crime “trend” of concern. Administration Support Staff: Support staff is responsible to provide administrative support to the members and Detachment as required as part of the Municipal Police Services Agreement.
KEY SUCCESS INDICATORS Indicator
Measure
Criminal Record Check Processing Times Citizen Satisfaction Survey Citizen Satisfaction Survey False Alarms
Increased Customer Service Levels Level of Public Satisfaction Safety in the City of Airdrie Monthly Reporting to City of Airdrie
231
(Stretch) Target Pick up within two weeks 90% 95%
2013 Actual
2012 Actual
2011 Actual
2010 Actual
3,673
2,477
N/A
N/A
88% 97%
82% 94%
N/A N/A
86% 92%
291
469
N/A
N/A
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Officers - Move to a 4th watch
Working collaboratively with the City of Airdrie to ensure the RCMP is meeting the requirements of the Municipal Policing Service Agreement Monitor the volume of rural duties the Municipal Members and Administration are performing New Police Officers Working in Airdrie
Admin – Data Quality – Officer Safety
Monitoring municipal/rural workloads of members and administrative staff
Admin – Customer Service – Asking appropriate questions when taking incoming phone calls to ensure calls are forwarded to the proper 2016 and 2017 Desired Outcome New Police Officers Working in Airdrie
Promote Community Policing
Initiative/Strategy Filling in existing gaps to provide for more effective policing coverage within the community Meeting the objectives, priorities and goals set out by the Policing Advisory Board. To ensure that municipal tax dollars are not being used for rural needs. Meeting budget expectations by insuring new officers are hired and in place. Task individuals that are making errors and provide feedback and guidance in regards to the database system. Create a directional guide to assist new employees on how to enter operational files into the database. To ensure workloads are being performed by area of responsibility/ Managements ongoing communicating with members and admin staff to ensure that work is being performed by assigned areas Provide ongoing training to Administrators on what kinds of questions are to be asked. Initiative/Strategy Meeting budget expectations by insuring new officers are hired and in place. Perform additional media events
Target June 1
December 31 Quarterly Reviews June 1, 2015 – 4 Officers Sept. 1, 2015 – 4 Officers Reduce number of errors on error report by 10% by the end of fourth quarter
Review daily/monthly with staff at informal meetings and at management and staff meetings 2nd quarter Target Officers in 2016 and 2017 hired by September of each year 4th quarter
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Enhanced Traffic Safety Program – Charges Laid Total Criminal Code Charges Criminal Record Checks Calls for Service – Operational Files Created
2015 2014 2013 Forecast Projected Actual 2,400 2,200 1,472 3,600 3,500 3,435 5,673 4,673 3,673 15,500 14,000 12,942
232
2012 Actual 2,164 3,418 2,477 11,108
2011 Actual 1,059 N/A N/A N/A
2010 Actual 212 N/A N/A N/A
Customer Benefits (Key efficiency measures) 2013 2012 2011 2010 Actual Actual Actual Actual
Activity Description Offering after hours pick up for criminal record checks – on occasion staff are advised that a citizen can’t make it in during officer hours. Staff facilitate after hours pick up when a watch clerk is working evenings. BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Number of Police Officers 41 RCMP Calls for Service
11,922
4
3
N/A
N/A
Grande Medicine Red Deer St. Albert Prairie Lethbridge Hat 93,004 98,585 63,255 55,032 61,180 85 163 114 141 56 28,846
30,323
31,093
46,687
22,091
$357
$389
$285
*$202
Municipal Operating Cost per Capital
$129
Crime Severity Index
82.87
156.89
77.02
78.04
156.79
48.9
Police to Population Ratio
1208
647
555
537
689
1089
Number of Administrative Support
12
38
34
21
78.5
27
Number of Calls Per Administrator
993
759
1434**
1480**
594
818
*Note: Population figures shown are for most recent year available – 2013 Numbers Alberta2013 crime severity index was 83.68 (Canada 68.7) The Crime Severity Index (CSI), measures the severity of police-reported crime. St Albert expenditures and revenues combined with Municipal Enforcement. ** Medicine Hat and Lethbridge Police Service use a private company called Accident Support Services for all their minor collisions – this company collects stats and no Administrative or Police Services staff required
EMERGING TRENDS AND ISSUES •
• •
•
•
Growth: Keeping up with population growth and demand for Police Officers keeping up with work load. The Police population ratio’s in Alberta is averaging at 1 police officer for every 701 citizens. The commanding officer would like to see a ratio of 1:1000 to keep up with growth. Police Officers: Officer vacancy as a result of leave. Airdrie detachment historically has never been able to keep all positions filled due to authorized sick leave. Administrative Work Load: Request for Airdrie Admin Personnel to answer/screen dispatch calls: RCMP has notified Detachment Commander that there is an expectation that all calls forwarded to Dispatch Center will be answered and screened by Airdrie Detachment personnel during the hours of 8:00 – 16:00 Monday – Friday. Currently, our unit’s phone system is not compatible to turn the system on and off and have a help desk ticket created for RCMP Shared Services to rectify. RCMP Admin does not have an appropriate level of staffing to add this additional workload. Dispatchers with the RCMP are provided with an extensive 6-month training course on how to handle calls. We would require additional training and equipment prior to commencing answering of these calls. Criminal Record Checks: Increased volume of Criminal Record Checks: Unit has experienced a significant increase in the quantity of Criminal Record Check applications. RCMP policy changed in December 2013, resulting in additional time to decipher policy, implement changes and explain changes to citizens. In addition, Rocky View School Division implemented new policies making it mandatory for staff and volunteers to complete a Check. Due to this increase, pick-up times were extended. New RCMP Positions: Once new positions are approved by Council under contract the RCMP has 12 months to fill the position. It is requested that this approval process occurs by January 2015, so the staffing process will get completed by the end of the calendar year. It is forecasted that 75% of the requests in 2015 will get filled by June 2015.
233
â&#x20AC;˘
â&#x20AC;˘
RCMP Watches: Airdrie municipal detachment has a 3 watch schedule which stretches a 7 day period. This schedule creates some significant gaps during peak calls for service times. The increasing criminality to Airdrie has widened these gaps and risks. Clearance Rates: Clearance rates show the percentage of investigations that get solved. In Airdrie, the clearance rates have been dropping since 2011. Generally, these rates should remain flat or show a gentle increase. The main reason for declining clearance rates is an indicator of more sophisticated criminals, or lack of time that a police officer can spend on an investigation. It is believed that Airdrie is facing both these issues. Not only is Airdrie facing more organized crime, but the members have minimal time to investigate as they are responding to the next call for service. This leaves a soluble crime to the unsolvable category. An increase of manpower will increase the clearance rates. (See Graph #2)
Calls for Service (Graph #1)
234
Proactive Calls
Detachment Comparable
235
SERVICE LEVELS Core Service
Major Functions
Criminal Record Checks Data Entry
Front Counter Service then processing File creation on Data Base
Front Counter
Assist Citizens of Airdrie Jurisdiction
Criminal Court
Assist RCMP Members by following court process until disposition in court
Database Database Coordinator management, file lifecycle, data quality Watch Clerks/Unit Clerk
Assist Watch Unit with Operational Files
Description of Current Level (eg: frequency; standard; response time)
Three week processing time
Create/link files within 24 hours. Add articles, persons, conditions, to CPIC – coordinator looks after database, purging files, completing validations Airdrie RCMP Front Counter personnel respond to citizens requests such as reporting criminal and non-criminal incidents, criminal record check applications including payments for service, civil fingerprint requests includes completing documentation and taking payments for federal and City, signing in reportees over the phone and in person, all personnel answer incoming phone calls from the public
Proposed Service Level Changes Two week processing time
Estimated Cost of Program
RCMP is requesting Airdrie Detachment Administrators to answer and screen dispatch calls during the hours of 08:00 – 16:00. We would require a telephone upgrade capable of recording calls, extensive training period and additional personnel to handle the workload of these calls
Prepare disclosure for Crown, prepare court docket weekly, follow-up on any files appearing in court, updating data base with next court date – trial date or disposition. Submit fingerprints to reflect on citizen’s criminal record, an administrator is assigned monitoring and completing transcriptions for court files. Ratio if good quality audio is 15 min of audio is 1 hour typing Review hard copy files at conclusion of file, complete error reports, pull statistical information, destroy records upon purge date, training and development of new staff Data Entry, work shift work following RCMP Members, monitor radio, using several different databases including a Provincial Court program to create files with active court dates, process insurance letters Total Cost
236
$5,903,110
City of Airdrie 2015 Budget Highlights Financial Summary Police Protection By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Police Protection 1-21-010 POLICING
4,182,419
4,215,285
5,004,840
18%
5,903,110
7,257,849
8,656,451
Total Police Protection
4,182,419
4,215,285
5,004,840
18%
5,903,110
7,257,849
8,656,451
4,182,419
4,215,285
5,004,840
18%
5,903,110
7,257,849
8,656,451
Total Police Protection
Council Approved Budget
237
City of Airdrie 2015 Budget Highlights Financial Summary Police Protection By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Conditional Grants Total Revenues Total Revenues
(108,791)
(114,525)
(96,700)
(137,300)
(149,820)
(165,180)
(1,101,952)
(905,570)
(1,067,640)
(1,226,400)
(1,157,004)
(1,179,004)
(989,954)
(993,840)
(986,240)
(1,078,260)
(1,139,728)
(1,205,520)
(2,200,697)
(2,013,935)
(2,150,580)
(2,441,960)
(2,446,552)
(2,549,704)
(2,200,697)
(2,013,935)
(2,150,580)
(2,441,960)
(2,446,552)
(2,549,704)
1,470,828
14%
Expenditures Salaries, Wages & Benefits
868,970
1,025,500
1,015,450
1,238,450
1,364,096
Contracted & General Services
140,222
78,115
73,250
116,400
99,550
99,700
4,997,644
5,400,000
5,702,730
6,613,840
7,870,451
9,260,210
Purchases from Other Governments Materials, Goods, Supplies, & Utilities Long-Term Debt Grants to Groups & Other Organizations
93,341
80,695
79,940
92,340
86,257
91,370
278,939
280,550
280,550
280,540
280,547
280,547
4,000
3,500
3,500
3,500
3,500
3,500
6,383,116
6,868,360
7,155,420
8,345,070
9,704,401
11,206,155
Total Expenditures
6,383,116
6,868,360
7,155,420
8,345,070
17%
9,704,401
11,206,155
NET COST/(GAIN)
4,182,419
4,854,425
5,004,840
5,903,110
18%
7,257,849
8,656,451
12.10
13.25
14.25
15.25
0.50
0.50
0.50
14.75
15.75
14.75
15.75
67,243
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
12.10
Year Equivalent: Part - Time Total Personnel - Year Equivalents
12.10
12.10
13.75
12.10
12.10
13.75
Forecast Population
49,560
53,326
58,733
62,845
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
345,654
413,623
429,317
1%
492,058
549,616
$84
$94
$101
$2
$115
$129
Total Personnel
14%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
238
CITY OF AIRDRIE - 2015 OPERATING BUDGET Police Protection BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Eight new members are requested as part of the 2015 Operating Budget. Note: RCMP staffing is indicating that 75% of the 8 requested members in 2015 can be staffed by mid-year with the remaining staff coming around September. The Operating Budget numbers have been adjusted to reflect six officers starting June 1 and two officers starting September 1. With the addition of the eight members the detachment commander will implement a fourth shift mid-year in 2015. This fourth watch will fill in existing gaps to provide for more effective policing coverage within the community. Overall member cost in the operating budget has been reduced by 5% as a result of members on leave, typically each year the detachment sees vacancies in the 5% range. In 2015 this works out to $320,000. The overall cost of members has been based on figures received from an RCMP Financial Advisor. The cost is as follows (note: Airdrie's cost is based on 90% of the following): January to December 2015 PROS (Police Reporting Occurrence System) - $ per officer $566 Jan to Mar 2015 – Officer Cost (100%) = $152,700 Apr to Dec 2015 – Officer Cost (100%) = $155,600 January to December 2016 PROS - $ per officer $566 Jan to Mar 2015 – Officer Cost (100%) = $155,600 Apr to Dec 2015 – Officer Cost (100%) = $158,400 January to December 2017 PROS - $ per officer $566 Jan to Mar 2015 – Officer Cost (100%) = $158,400 Apr to Dec 2015 – Officer Cost (100%) = 163,100 Fine revenue has increased as a result of the additional eight officers being added to the 2015 budget. This fine revenue increase has been based on prior history fines amounts. This fine revenue is heavily support by the Traffic Safety Program which has been in place for the last three years. This program is dependent on the number of officers working overtime. Detachment Commanders Basis for Hiring Eight New Members Police Resource Methodology study was done by RCMP in June 2011. 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. It has been calculated that Airdrie can only respond proactively 17% of the time and this number is dropping drastically. Staffing levels have not kept pace with the rapid growth of the City. There is a 96% co-relation between population growth and rise in criminal activity. The Airdrie Police to Population Ration (PPR) in 2011 was 1:1,106. Presently, it is 1:1,339, and in 2015, it is expected to be 1:1,433 Council Approved Budget
239
without any increases. The Alberta average PPR for detachments is 1:701. If eight resources are added, our PPR will be 1:1,200. Clearance rates of solving Criminal Code offences is falling, which is contrary to past years. This suggests that police officers do not have the time to adequately solve these crimes. The detachment commander is suggesting a three year plan to get Airdrie back on track. No additional resources were requested for 20123due to budget constraints, and two of the four requested were approved in 2014. The Crime Severity Index shows Airdrie has more serious crime that comparable cities such as St. Albert and Sherwood Park, yet these communities have much fewer police officers. (Airdrie 82.87 CSI with 41 members, St. Albert 48.9 CSI with 61 members, Sherwood Park 58.01 CSI with 83 members). Since 2011, clearance rates are dropping in Airdrie which indicates criminality is growing and crimes are not getting solved. A review of the present schedule has identified clear gaps where only two members are providing policing services to Airdrie, during the busiest times. Adding additional members will be build a fourth watch which will eliminate these gaps and create overlap during the busiest times. Consequences of not Hiring Additional Members Community safety and expectations of police, quality of service, and quality of investigations will be negatively impacted. Significant gaps will be created where police will not have the ability to respond to priority one calls for service (domestics in progress, violent crimes). Health, wellness, and morale of current staff will be impacted by shortages and consistent need for overtime coverage. This will create wider holes with coverage. Clearance rates will continue to drop. Overtime will be increased significantly, putting additional strains on members. Mandatory training (firearm qualifications, Use of Force, Officer Safety training) will need to occur on an overtime basis. Presently, overtime is used for instructors but this will need to broaden to all candidates. Public satisfaction with the police will certainly drop. A change in the delivery of services will need to happen. Some calls for service will not be attended to. Presently, all calls are eventually answered; if resources were not added, certain calls would be reported for information, but a police response may not result. Present proactive units (Traffic/Community Resource Officers) may need to collapse to meet front line policing needs. RCMP Administration Two new RCMP administration staff members have been requested as part of the 2015 Operating Budget. Administration Coordinator - assist Team Leader with management of operations. RCMP Administrator - required as part of the Policing Agreement to keep up with growth to support administrative functions. Team Leader is requesting an additional on-call budget of $40,000 to the amount requested previously. Information report was presented and accepted by the Senior Leadership Team (SLT) to justify need for on-call support to be scheduled for Watch Clerk coverage including days not normally scheduled. Criminal Record Check volume continues to surpass that of previously projected numbers in part due to growth of the City. In addition, in 2014 there was an influx of requests due to Alberta Summer Games volunteers.
Council Approved Budget
240
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Police Protection Revenues Sales & User Charges
Other Revenues
Conditional Grants Total Revenues
(40,600) Increased revenues for criminal record checks (-$36,000) and fingerprinting fees (-$5,000). (158,760) Increased fines and costs (-$174,000) and false alarm fines (-$5,000) offset by a decrease of Alberta justice disbursement fees (+$20,000). (92,020) Municipal policing grants increase due to anticipated growth. (291,380) ($291,380)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Purchases from Other Governments Materials, Goods, Supplies, & Utilities Long-Term Debt
223,000 Reflective of COLA, band and step increases and associated benefit increases (+$74,000); addition of 0.5 FTE RCMP administrator (+$28,000) 1.0 FTE coordinator (+$80,000); and additional vacation coverage (+$41,000). 43,150 Increases in snow removal, irrigation, parking lot cleaning and landscape costs (+$31,000) and techology services fee (+$5,000); addition of training and travel costs (+$7,000). 911,110 Increase in RCMP contract which includes eight new members starting in April. 12,400 Increase in office furniture and supplies for new members and replacement. (10)
Grants to Groups & Other Organizations Total Expenditures
1,189,650 $1,189,650
Net Increase (Decrease)
$898,270
Council Approved Budget
241
CITY OF AIRDRIE 2015 BUSINESS PLAN
FIRE DEPARTMENT BUSINESS FOCUS STATEMENT As fire service guardians for the City of Airdrie, Airdrie Fire Department strives to deliver services that focus on public education, prevention and the provision of high quality, timely fire services and medical co-response to enhance the safety and quality of life of 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
Measure
Fire response times within Airdrie (response time is chute time plus travel time)
First engine on scene at fire/rescue incidents within NFPA 1710 Standard (time of notification to first engine on scene)
Citizen Satisfaction Survey
% Good/very good responses re: Satisfaction with Fire Services
(Stretch) Target
5 minutes, 20 seconds
2013 Actual Average 5:38sec Meeting Benchmark 86.3% 94%
2012 Actual
2011 Actual
2010 Actual
90%
44%
38%
93%
95%
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 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 on both a local and regional level. Successfully negotiated collective agreement with IAFF Local #4778 C3/15 - Fire Data Management Software System that supports asset management and inventory control.
Initiative/Strategy Implement five-year plan to achieve recommendations outlined in Fire Master Plan and support Council’s Strategic Priority Implement Master Plan recommendations regarding station location Feasibility Study for fire training facility
Collaborative and transparent negotiation
Work collaboratively with IT Program Support Specialist to develop and implement software
242
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 Ratified effective and fiscally responsible collective agreement Effective system that provides quality information on assets and inventory
2016 and 2017 Desired Outcome Fire response and training facility
Initiative/Strategy Determine schedule for hiring of staff and construction of fourth station aligning with AirdrieONE plan
Review of service levels – Specialty teams
Analyze pre-plan information to determine potential risk and compare to operational capabilities
Target Development plan strategically aligned with growth in north east area quadrant Develop a strategic plan to address evolving risk and response requirements
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/Carbon Monoxide Gas Leak – Natural gas/Propane Structure Fires Vehicle/Grass/Container Fires Other – (Odour complaint, public hazard, flood, burn complaint, rescue) Medical Co-Responses 42% Fire Inspections Completed Training Hours Total • On shift Competency Training • Certification Training Public Education Events Man Hours conducting Public Education (Statistics do not include Fire Prevention Week)
2015 2014 2013 Forecast Projected Actual 1,475 1,400 1,328
650 630 14,000
600 600 13,400
350 1,000
300 800
2012 2011 2010 Actual Actual Actual 1,249 1,057 938
170 303 124 34 33 35 69
151 185 124 28 33 36 134
192 255 51 29 36 32 118
338 328 56 47 38 28 103
560 450 12,193 7684 4509 166 740
558 606 11,039 6,299 4,740 197 760
331 393 7,097 4,082 3,015 103 650
N/A 330 6,679 2,962 3,717
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 2011 Changed reporting Public Education (PE) and Public Relations (PR) events (does not include Fire Prevention Week) Man Hours spent on PE/PR
243
2013 2012 2011 2010 Actual Actual Actual Actual 86.3% Average 90% 53% 41% 55.5 sec
166
197
103
884
BENCHMARKS (Other municipalities, industry standards, private sector)** # of Full Time NFPA 1001 qualified firefighters Fire fighters per 1,000 residents Maximum Fire Fighters per shift Minimum Fire Fighters per shift # of NFPA 1031/1033 Qualified Fire Inspector/Investigator Inspector per Resident
Grande Medicine Red Airdrie Prairie Lethbridge Hat Deer St. Albert 54,891* 55,032 93,004 61,180 98,58 63,255 60 68 72 80 127 152 1.21 1.33 1.18 1.33 15 15 25 19 38 18 12 13 23 16 27 15 8 1 9 7 4 6 1/54,891 1/5,666
1/12,286
1/15,250
1/11,4 85
1/10,023
*Note: Population figures shown are for most recent year available
**National Fire Protection Association (NFPA) standards and qualifications are recognized as international standards in the fire industry
EMERGING TRENDS AND ISSUES •
• • • • • • • •
Annexation of more than 70 quarters of mainly rural land that lack 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 multi-family 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 Challenge to maintain qualifications and certification of staff with limited budget Continued to be challenged to meet customer expectation on permit requirements due to business growth and lack of resources Need to address response capabilities to airport related incidents Traffic flow increases are creating challenges to meeting NFPA target for response
244
SERVICE LEVELS Core Service Emergency Response (Fire General)
Major Functions Fire suppression, rescue, hazardous materials incidents and medical coresponse
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Fire response chutes times 80 seconds or less 90% of the time First engine on scene in 5 minutes 20 seconds 86.3 % of the time
First engine on scene in 5 minutes 20 seconds
Currently can provide a maximum of 12 crew on scene if one incident is taking place Specialty rescue such as dive recover, heavy rescue, trench rescue and high angle rescue
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
Specialty rescue response options will be addressed in the future Level of Service review
Fire and Medical competency training
Crews participate in this training daily while on shift
Fire and Medical Certification Training
Where possible over time has been reduced through flex scheduling to accommodate training
Leadership Development
Ongoing development in training staff according to promotional policy
Continue with officer training to the NFPA1021 Level I certification. Develop Chief Officer succession plan
Emergency Preparedness
Anticipate 24 operational staff trained to ICS Level 200 and twelve (12) Senior Officers trained to Level 3 or higher by year end
Ongoing training of operations staff to ICS Level 200 standard, Command Officers to ICS Level 3 and Executive Officers (who would be working in the EOC) to ICS Level 400 Total Fire Training Add one Inspector/Investigator position due to community
Total Fire General Preparednes s (Fire Training)
Community Safety (Fire Prevention)
Inspections
Platoons are conducting basic inspection to meet current QMP.
245
$12,483,750
102,210
Core Service
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Fire Investigation
Currently one certified Fire investigator required to be continuously on call.
Public Education
Public Education
Public Education
Wellness / Fitness Initiative
Promote healthy work place
Committee working on development of wellness/fitness program.
Labour Relations
Promote positive employee/ Management relationship
Maintain a successful LR/ Management Committee
246
Proposed Service Level Changes 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. Add additional Inspector/ Investigator. This position was originally budgeted for 2014, moved forward in 2013 due to growth and accommodation situation but was deferred in 2013 and 2014 during budget deliberation. Total Fire - Prevention
Estimated Cost of Program
Total Fire Public Education In collaboration with Corporate Health & Safety, investigate contracting local Physician to support wellness requirements, reducing reliance on external service providers. 2014/15 Contract Negotiation initiated
9,850
Total Cost
$12,601,430
5,620
City of Airdrie 2015 Budget Highlights Financial Summary Fire Protection By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Fire Protection 1-23-010 FIRE - GENERAL
10,710,246
10,868,095
11,626,788
1-23-012 FIRE - TRAINING
71,229
100,773
102,250
1-23-013 FIRE - PREVENTION
34,799
39,280
(4,500)
9,391
38,982
10,825,665 10,825,665
1-23-014 FIRE PUBLIC EDUCATION
7%
12,483,750
12,957,868
13,919,013
102,210
107,255
133,720
(225%)
5,620
42,491
65,896
8,500
16%
9,850
58,086
75,726
11,047,130
11,733,038
7%
12,601,430
13,165,700
14,194,355
11,047,130
11,733,038
7%
12,601,430
13,165,700
14,194,355
1-25-010 PARAMEDIC SERVICES Total Fire Protection Total Fire Protection
Council Approved Budget
247
City of Airdrie 2015 Budget Highlights Financial Summary Fire Protection By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(38,723)
(33,800)
(44,000)
(36,000)
Other Revenues
(72,370)
(83,135)
(72,300)
(76,400)
Conditional Grants
(28,000)
(18,800)
(18,800)
(139,093)
(135,735)
(135,100)
(112,400)
(139,093)
(135,735)
(135,100)
(112,400)
8,275,072
8,978,310
8,978,310
416,181
433,416
464,738
28,000
18,800
18,800
Materials, Goods, Supplies, & Utilities
256,269
303,291
Added to Reserves/Allowances
100,000
150,000
Long-Term Debt
567,042
Internal Charges
Total Revenues Total Revenues
(70,100)
(67,600)
(70,100)
(67,600)
(70,100)
(67,600)
9,652,970
10,175,947
10,992,459
540,040
584,182
590,815
295,800
324,050
323,996
355,383
150,000
250,000
275,000
300,000
571,810
571,810
571,800
508,503
508,503
1,322,192
1,388,680
1,388,680
1,374,970
1,368,172
1,514,795
(17%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments
Total Expenditures
10,964,756
11,844,307
11,868,138
12,713,830
13,235,800
14,261,955
Total Expenditures
10,964,756
11,844,307
11,868,138
12,713,830
7%
13,235,800
14,261,955
NET COST/(GAIN)
10,825,663
11,708,572
11,733,038
12,601,430
7%
13,165,700
14,194,355
73.25
79.25
87.25
79.25
87.25
79.25
87.25
67,243
Personnel - Year Equivalents Year Equivalent: Full - Time
67.20
67.25
Year Equivalent: Part - Time
0.65
0.65
67.85
67.90
73.25
67.85
67.90
73.25
Forecast Population
49,560
53,326
58,733
62,845
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
159,553
172,799
172,033
1%
166,129
162,686
$218
$220
$215
$1
$209
$211
Total Personnel - Year Equivalents Total Personnel
8%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
248
CITY OF AIRDRIE - 2015 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, 3.65 FTE administration staff, one Community Safety Officer and four Chief Officers. The Fire Services Master Plan was endorsed by Council in 2014. Focus will be 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. The public education division continues to grow and provide the Community with the Home Safety Program, After the Emergency program, Play Safe Be Safe Program for young children and support seniors and school programs. Call Volume 2012 call volume -1,249 2013 call volume - 1,333 6% increase over 2012 2014 call volume to end of Q3 - 1,061 AFD continues to provide medical co-response services to the community in conjunction with Alberta Health Services. Medical co-response calls make up 40% of the total call volume and fire is first service on scene 30% of the time. The current Collective Bargaining Agreement with IAFF Local 4778 expires as Jan 1, 2015 and negotiations for a new agreement are expected to begin in September 2014. Fees and charges were reviewed and increased in 2014 and remain comparable to other departments in surrounding areas. A strategic plan has been developed to ensure the department is prepared for the activation of the north east station in October of 2018. Activation of this hall will require the addition of 20 staff. A competition process for hiring requires three months with an additional orientation period of eight weeks. Along with additional fire fighters, Lieutenant positions will be required to maintain appropriate leadership and span of control. Strategic Hiring Plan 2015 - hire four (4) staff to complete the manning requirement at Head Quarters as per the Fire Master Plan. Retain minimum manning at 12, which will assist in maintaining overtime requirements for additional staff vacation coverage. 2017 - April competition - establishing an eligibility list by June October hiring of ten (10) staff - minimum manning changes to 13 Fall - Lt. Competition required to ensure Officers are prepared to manage a station within the year 2018 - February competition - establishing eligibility list by April June hiring of ten (10) staff - allows sufficient time to complete hiring and orientation Minimum manning changes to 17 on activation of north east hall Council Approved Budget
249
Total 20 staff ready for active duty by October 2018 Impacts - Minimal operational overtime from October 2017 to October 2018 Only three month wage impact for ten staff in 2017 Six month wage impact for additional ten staff in 2018
Council Approved Budget
250
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Fire Protection Revenues Sales & User Charges
8,000 Reduced response fees from Rocky View County.
Other Revenues
(4,100) Increase in incidental call revenue.
Conditional Grants
18,800 The CREST grant doesn't apply in 2015.
Total Revenues
22,700 $22,700
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Purchases from Other Governments
Materials, Goods, Supplies, & Utilities
Added to Reserves/Allowances Long-Term Debt Internal Charges Total Expenditures
674,660 Reflective of COLA, band and step increases and associated benefit increases (+$200,000); addition of 1.0 FTE community safety officer (+$92,000), 4.0 fire fighters (+$306,000) and 0.35 FTE administrative assistant (+$26,000). Additional overtime for the airshow required (+$24,000); on-call for Community Safety Officers not budgeted in previous years (+$16,000). 75,302 Increases due to dispatch fees (+$23,000) and SCBA testing costs (+$4,000); increased insurance premiums (+$28,000), overall training and travel (+$20,000), web reporting license (+$6,000), and other one-time costs such as radio speakers and cases (+$7,000); offset by a decrease in contract assistance with investigations (-$13,000) (18,800) The conditional grant (CREST) doesn't apply so the associated expenses will decrease. 28,250 Increase in one-time purchase of goods (+$3,000); increase in natural gas and power (+$15,000); addition of uniform costs for new staff (+$10,000). 100,000 Increase in contribution to reserves to fund future capital projects. (10) (13,710) Decrease in Fleet depreciation chargeback. 845,692 $845,692
Net Increase (Decrease)
$868,392
Council Approved Budget
251
CITY OF AIRDRIE 2015 BUSINESS PLAN
EMERGENCY MANAGEMENT BUSINESS FOCUS STATEMENT Emergency Management is responsible for ensuring the City of Airdrie is prepared for, can respond to, and recover from all hazards including natural disasters, technological incidents and human-caused incidents. Preparedness includes regular training and exercises with city staff and stakeholders. This preparedness is extended to the community through the education of individuals, families and businesses on personal planning in the form of emergency plans and business continuity plans.
CORE SERVICES The process of emergency management involves four phases: mitigation, preparedness, response, and recovery. This department works in coordination with many other City departments as well as other external agencies and organizations to achieve its outcomes. The following describes the four phases of emergency management, noting core services performed specifically by this business unit. • Mitigation: Mitigation efforts attempt to prevent hazards from developing into disasters altogether, or to reduce the effects of disasters when they occur. The mitigation phase differs from the other phases because it focuses on long-term measures for reducing or eliminating risk. A hazard analysis is conducted annually to assess overall risk and plan mitigation measures. This analysis forms part of the City’s Municipal Emergency Management Plan. • Preparedness: In the preparedness phase, emergency managers develop plans of action for when the disaster strikes. Regular updates and revisions to the City’s Municipal Emergency Management Plan (MEMP) and supporting plans and documents are conducted to ensure effectiveness. Regular meetings of the Emergency Advisory Committee (EAC) and the Emergency Management Agency (EMA) in accordance with the Emergency Management Bylaw are held to ensure the City’s plan remains relevant. Regular training opportunities and exercises are provided for designated Emergency Coordination Centre (ECC) personnel so that they are both knowledgeable and capable of performing assigned tasks. This phase prepares the City of Airdrie to be available and respond 24/7 to emergencies and disasters that may threaten the community. • Response: The response phase includes the mobilization of the necessary emergency services and first responders to a major incident site. This is likely to include a first wave of core emergency services, such as firefighters, police and medical crews. Emergency Management realizes the benefits of coordination and encourages the utilization of incident command system in the overall management of response to major incidents. When an Emergency Coordination Centre (ECC) is required in support of site operations, the incident command system will be utilized for such support. • Recovery: The aim of the recovery phase is to restore the affected area to its previous state. It differs from the response phase in its focus; recovery efforts are concerned with issues and decisions that must be made after immediate needs are addressed. Recovery efforts are primarily concerned with actions that involve rebuilding destroyed property, re-employment, and the repair of other essential infrastructure. Coordination is required by many City departments as well as other external agencies and organizations in order to achieve these sometimes long-term outcomes.
252
KEY SUCCESS INDICATORS Indicator Provincial review/audit Achievement of designated objectives
Post-incident debrief
Measure Municipal Emergency Management Plan/Program Municipal Emergency Management Plan/Program Major exercise *Major Emergency or Disaster Event or Exercise
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
Pass
Pass
Pass
No review
Pass
Success
Success
No major exercise
No major exercise
2010 Airdrie Train Derailment
Complete
Complete - exercise
Event work plan
Event work plan
Complete event
*Following the conclusion of any significant emergency or disaster event or exercise, the Director of Emergency Management, or designate, shall conduct a post incident or exercise debrief. Information gathered from debriefs may be compiled into a work plan for future procedural or plan improvements and training purposes (City of Airdrie MEMP).
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Emergency Coordination Centre (ECC) course is held in Airdrie for training of key personnel Established network of regional emergency managers who meet regularly to discuss regional issues and collaborate Business Continuity Plan is in place for City of Airdrie services
Initiative/Strategy Make application to AEMA for training to be held in Airdrie Determine and contact regional emergency management resources
2016 and 2017 Desired Outcome Established network of regional emergency managers who meet regularly to discuss regional issues and collaborate Business Continuity Plan is in place for City of Airdrie services Determined need/abilities for local search and rescue organization
Initiative/Strategy Regular schedule is set for quarterly meetings
Target Q1 Q3
Review existing Business Continuity Plan to determine need for update or re-write
Q4 Target Q1- 2016
Commence update or re-write of plan and set target for completion Conduct research on the availability of resources and determine local interest
Q2 - 2016 Q2 - 2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Municipal Emergency Management Plan (MEMP) and supporting documents are reviewed and updated prior to annual audit Emergency Management Agency meets quarterly as per Bylaw requirements Emergency Advisory Committee meets bi-annually as per Bylaw requirements Number of Emergency Management training opportunities provided
2015 2014 2013 Forecast Projected Actual
2012 Actual
2011 Actual
2010 Actual
complete
complete complete complete complete complete
complete
complete complete complete complete complete
complete
complete complete complete complete complete
6
253
6
5
5
6
3
Customer Benefits (Key efficiency measures) 2013 Actual MEMP is tested annually through either activation or major exercise municipal exercise conducted Activity Description
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891*
Emergency Management FTE resources
0.5 FTE
2012 Actual exercise conducted
2011 Actual exercise conducted
2010 Actual plan activation
Grande Red Prairie Lethbridge Medicine Hat Deer St. Albert 93,004 61,180 55,032 98,585 63,255 2 FTE (1 coordinator and 1 **1 FTE *** 1 FTE *** dedicated administrative assistant
*Note: Population figures shown are for most recent year available. **Grand Prairie Emergency Management is a partnership of 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. ***From conversations with Lethbridge and St. Albert, emergency management coordination is done under the Fire department by fire personnel and not a comparable to Airdries service delivery model.
EMERGING TRENDS AND ISSUES •
•
•
•
An 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 municipal programs. The most functional and recognized model to manage major emergency and disaster incidents in North America is the Incident Command System (ICS). The Province has begun to utilize this model when deployed at a provincial level and through its training, now encourages municipalities to do the same. Recent training surveys indicate that the Province will continue to provide an emphasis on ICS training and may even provide Emergency Coordination Centre (ECC) training in the same format targeted individually by section. If ECC training is not incorporated as part of the Provinces’ training, Airdrie will need to explore other methods to ensure adequate training at a local level is put in place for key personnel. Emerging trends related to the mitigation of emergencies through land use planning include developing local strategies. Most recently this business unit has been added to development circulations as a means of being part of preliminary discussions; be able to better identify risks; and be able to require an emergency response plan and or review any plan submitted as part of the application process. 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.
254
SERVICE LEVELS
Core Service Mitigation: Mitigation efforts attempt to prevent hazards from developing into disasters altogether, or to reduce the effects of disasters when they occur. The mitigation phase differs from the other phases because it focuses on longterm measures for reducing or eliminating risk. Preparedness: In the preparedness phase, emergency managers develop plans of action for when the disaster strikes. This phase prepares the City of Airdrie to be available and respond 24/7 to emergencies and disasters that may threaten the community.
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Prepare a Hazard Analysis to assess overall risk and plan mitigation measures; the analysis forms part of the Cityâ&#x20AC;&#x2122;s Municipal Emergency Management Plan
Annually
Update and revise the Cityâ&#x20AC;&#x2122;s Municipal Emergency Management Plan (MEMP) and supporting plans and documents
Annually
Bi-annually Prepare regular meetings of the Emergency Advisory Committee (EAC) in accordance with the Emergency Management Bylaw
Quarterly
Prepare regular meeting of the Emergency Management Agency (EMA) in accordance with the Emergency Management Bylaw
Regular training opportunities and exercises are provided for key Emergency Management personnel. Response: The response phase includes the mobilization of the necessary emergency services and first responders to a major incident site. This is likely to include a first wave of core emergency services, such as firefighters, police and medical crews. Emergency Management realizes the benefits of coordination and encourages the utilization of
Ensure regular ICS training is made available to key emergency services and management personnel
255
Approximately five times a year in Airdrie, and other regional opportunities Airdrie hosts two -three per year
Proposed Service Level Changes
Estimated Cost of Program
Core Service incident command system (ICS) in the overall management of response to major incidents. When an Emergency Coordination Centre (ECC) is required in support of site operations, ICS shall be utilized. Recovery: The aim of the recovery phase is to restore the affected area to its previous state. It differs from the response phase in its focus; recovery efforts are concerned with issues and decisions that must be made after immediate needs are addressed. Recovery efforts are primarily concerned with actions that involve rebuilding destroyed property, reemployment, and the repair of other essential infrastructure. Coordination is required by many City departments as well as other external agencies and organizations in order to achieve these sometimes long-term outcomes.
Major Functions
Emergency Management ensures overall coordination of efforts which will often include internal departments and external agencies and stakeholders
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
As required by incident
Total Cost
256
Estimated Cost of Program
$75,070
City of Airdrie 2015 Budget Highlights Financial Summary Emergency Management By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Emergency Management 1-24-010 EMERGENCY MANAGEMENT
54,527
62,395
68,600
9%
75,070
82,617
83,706
Total Emergency Management
54,527
62,395
68,600
9%
75,070
82,617
83,706
54,527
62,395
68,600
9%
75,070
82,617
83,706
Total Emergency Management
Council Approved Budget
257
City of Airdrie 2015 Budget Highlights Financial Summary Emergency Management By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(93,342)
Conditional Grants
(6,001)
Drawn from Reserves
(5,000)
(5,000)
(15,000)
(5,000)
(104,343)
(5,000)
(15,000)
(5,000)
(104,343)
(5,000)
(15,000)
(5,000)
131,661
75,000
55,940
23,572
15,250
25,160
3,636
2,500
158,869
Total Expenditures
NET COST/(GAIN)
Total Revenues Total Revenues
(5,000)
(5,000)
(5,000)
(5,000)
(5,000)
(5,000)
54,270
67,292
68,631
23,300
17,575
17,275
2,500
2,500
2,750
2,800
92,750
83,600
80,070
87,617
88,706
158,869
92,750
83,600
80,070
(4%)
87,617
88,706
54,526
87,750
68,600
75,070
9%
82,617
83,706
(67%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
0.50
Year Equivalent: Part - Time
0.35
0.50
0.50
0.50
Total Personnel - Year Equivalents
0.35
0.50
0.50
0.50
0.50
0.35
0.50
0.50
0.50
0.50
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
155,789
137,200
150,140
165,234
167,412
$1
$1
$1
$1
$1
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
258
$1
CITY OF AIRDRIE - 2015 OPERATING BUDGET Emergency Management BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Primary services in this department continue to be the coordination of the City's Municipal Emergency Management Plan (MEMP) and subsequent plans and programs. In addition, services also include the coordination of training for individuals responsible for managing areas within the Plan. These services are very consistent in municipal government and must follow requirements of the Emergency Management Act. Airdrie's Plan is closely monitored by the Province's Alberta Emergency Management Agency (AEMA), who review it on an annual basis. Budget changes in this area are offset with an associated entry under conditional grant revenues for an application under the Fire Services and Emergency Preparedness Program (FSEPP). In consultation with the City's Alberta Emergency Management Agency (AEMA) Field Officer, an application will be made to the program for 2015/16 funding for training workshops as was funded under the 2014/15 program. Final year over year changes include printing of emergency preparedness materials/publications. Overall this business unit will focus on providing existing service levels in 2015, with an emphasis placed on training and community education and preparedness.
Council Approved Budget
259
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Emergency Management Revenues Conditional Grants
10,000 A funding request to the 2015/2016 Fire Services and Emergency Preparedness Program will be reduced to the amount that was approved in 2013/2014.
Total Revenues
10,000 $10,000
Expenditures Salaries, Wages & Benefits
(1,670)
Contracted & General Services
(1,860)
Materials, Goods, Supplies, & Utilities Total Expenditures
(3,530) ($3,530)
Net Increase (Decrease)
$6,470
Council Approved Budget
260
CITY OF AIRDRIE 2015 BUSINESS PLAN
MUNICIPAL ENFORCEMENT DEPARTMENT BUSINESS FOCUS STATEMENT In partnership with the Community, the City of Airdrie Municipal Enforcement (AME) Team is committed to providing a safe place to live, work and play while optimizing quality of life. This is done through educating and enforcing municipal and Provincial laws in a fair, just and professional manner.
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
2013 Actual
2012 Actual
2011 Actual
2010 Actual
56%
56%
50%
51%
DESIRED OUTCOMES FOR 2015-2017 2015 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. Expansion of AME’s enforcement of commercial vehicles. Currently the department only has one officer performing this function. To allow for full enforcement, scales for weighing commercial vehicles will need to be purchased. Community Education campaigns created to educate the citizens of Airdrie of specific bylaws (Community Standards By Law, Dog Control By Law) Be on lookout (BOLO’s) are monitored
Initiative/Strategy To give staff, AME and RCMP Officers a bylaw that meets the current issues officers are experiencing within the community. To reduce the number of overweight and unsafe commercial vehicles operating on City streets. This will prolong the life of our city streets.
Target 4th quarter
4th quarter
To educate the community to assist in ensuring compliance and knowledge of certain key bylaws
4th quarter
BOLO system created and 80% are attended
4th quarter
Taxi licensing is complete
To educate Taxi cab companies that all business will be done at the Municipal Police Building
4th quarter
2016 and 2017 Desired Outcome *Development of a new Streets Bylaw. The current bylaw was developed in 2006 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.
Target
261
4th quarter
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Warnings issued (provincial & bylaw) Tickets written (provincial & bylaw) Animal control: dog licenses issued Business licenses
2015 Forecast 4,200 5,400 7,000 3,400
2014 Projected 4,000 5,200 6,700 3,200
2013 Actual 4,647 4,278 5,945 3,182
2012 Actual 3,357 4,580 6,061 2,870
2011 Actual 3,391 4,682 6,202 2,695
2010 Actual 2,188 3,415 5,827 2,564
Customer Benefits (Key efficiency measures) Activity Description Number of interagency enforcement initiatives per year within the community Public relation functions to improve public perception of department within the community
2013 2012 2011 2010 Actual Actual Actual Actual 16 16 16 15 6
6
6
4
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, Airdrie industry standards, private sector) 54,891* Number of Community Peace Officers 10
Grande Prairie 55,032 16
Lethbridge 93,004
Medicine Red Hat Deer 61,180 98,585 9
St. Albert 63,255 9
Population per Peace Officer
4,956
3,440
6,798
6,892
Number of traffic tickets issued
3,344
*5,600
1,000
5,380
Number of bylaw tickets issued Number of dog Licenses
934 5,945
8,500 3,500
8,200 6,011
3,547 7600
*Note: Population figures shown are for most recent year available Grand Prairie totals do not include 5,000 photo radar and 6,000 red light camera tickets.
EMERGING TRENDS AND ISSUES • •
•
Keeping up with population growth and the demand for Peace Officers keeping up with workload. Officer vacancies and rehiring staff within the RCMP Building. The RCMP security clearance process can take 4 to 6 months before a person is approved to work from the Police Building. This process time leaves the department short-staffed for extended periods of time. Sometimes by the time the person is approved they have obtained another position elsewhere. Taking fingerprints at the front counter. Currently this is performed by RCMP Officers; however, the detachment commander would like to transfer this responsibility to Bylaw Officers, as it is becoming difficult to have RCMP Officers available to take prints.
262
SERVICE LEVELS Core Service Bylaw Enforcement
Business and Taxi Licensing
Animal Control
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Traffic and bylaw enforcement
Vehicle and bike patrols in communities for enforcement of traffic and bylawrelated enforcement Traffic control for Approximately ten/year. As required per events request from community for traffic control of events and high or wide load moves. Taxi enforcement Perform yearly taxi meter checks for all taxis. Perform daily enforcement of taxi bylaw to ensure compliance with bylaw. Street sweeping Once a year for a four to five week program period. Tag and tow vehicles as part of enforcement Public Street Sweeping Program. Unsightly premises Spring, summer and fall enforcement. enforcement Respond to complaints and provide proactive enforcement of properties not being maintained. Snow removal from Performed in winter months. Frequency sidewalks depends on snowfall. Officers respond to enforcement complaints and property owner must remove snow within 24 hours.
Licensing for taxis and business licenses
Dog impounds
Dog licensing
Total Bylaw Enforcement
$317,260
Total Business and Taxi Licensing
(106,470)
Ongoing throughout year. Collection of fees and issuing licenses.
137 impounds in 2013. 159 hours spent transporting dogs from Airdrie to Kennel and back. 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 (14 dogs taken to Humane Society in 2013. 5,945 dog licenses in 2013. This number should increase each year by a few hundred.
282,710
Total Cost
263
$493,500
City of Airdrie 2015 Budget Highlights Financial Summary Municipal Enforcement By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Municipal Enforcement 1-26-061 BUSINESS LICENSING
(182,045)
(226,750)
(154,999)
(31%)
(106,470)
(118,218)
(125,515)
1-26-062 BYLAW ENFORCEMENT
185,776
209,245
438,190
(28%)
317,260
425,759
533,501
1-26-063 ANIMAL CONTROL
187,709
124,900
178,610
58%
282,710
344,376
354,464
Total Municipal Enforcement
191,440
107,395
461,801
7%
493,500
651,917
762,450
191,440
107,395
461,801
7%
493,500
651,917
762,450
Total Municipal Enforcement
Council Approved Budget
264
City of Airdrie 2015 Budget Highlights Financial Summary Municipal Enforcement By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(1,086,391)
(1,151,200)
(1,250,330)
(1,341,900)
(1,329,020)
(1,361,700)
Total Revenues
(1,086,391)
(1,151,200)
(1,250,330)
(1,341,900)
(1,329,020)
(1,361,700)
(1,086,391)
(1,151,200)
(1,250,330)
(1,341,900)
(1,329,020)
(1,361,700)
Total Revenues
7%
Expenditures Salaries, Wages & Benefits
1,199,197
1,457,831
1,597,291
1,684,840
1,832,773
1,972,816
Contracted & General Services
56,590
81,745
81,760
110,140
111,464
113,334
Materials, Goods, Supplies, & Utilities
20,430
30,280
31,880
39,170
35,450
36,750
Bank Charges & Short Term Interest
1,614
1,330
1,200
1,250
1,250
1,250
1,277,831
1,571,186
1,712,131
1,835,400
1,980,937
2,124,150
1,277,831
1,571,186
1,712,131
1,835,400
7%
1,980,937
2,124,150
191,440
419,986
461,801
493,500
7%
651,917
762,450
15.80
16.00
17.00
18.00
0.50
1.00
1.00
18.00
19.00
18.00
19.00
Total Expenditures Total Expenditures
NET COST/(GAIN)
Personnel - Year Equivalents Year Equivalent: Full - Time
13.75
Year Equivalent: Part - Time Total Personnel - Year Equivalents
13.75
15.80
16.50
13.75
15.80
16.50
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
13,923
29,228
29,909
2%
36,218
40,129
$4
$9
$8
$1
$10
$11
Total Personnel
4%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
265
CITY OF AIRDRIE - 2015 OPERATING BUDGET Municipal Enforcement BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) The Municipal Enforcement (ME) Team has a complete complement of staff for the 2015 operating budget of ten Municipal Enforcement Officers, six level one officers, four bylaw officers one Team Leader, the chief licensing officer, as well as three full-time administration support. Emerging trends are an increased volume of calls in the evenings and on the weekends. Currently, all calls/emails go to a messaging system that the officers can access on their phones on evenings and weekends. This system has been working; however, population growth has coincided with an increased demand for officers to attend more complaints. The addition of the on-call part time administrative support will be used to assist the officers in the evenings and on the weekends. The increased demand for ME to participate in community events such as fireworks, parades, bike festivals and sporting events has meant that staff has evolved to working statutory holidays and having to pay officers overtime in order to support the community. ME will be working with Community Services to develop strategies to ensure all events in the community are successful for all areas. The Chief Licensing Officer has been moved entirely over to the Municipal Enforcement Team and will be located the majority of the time at the Police Building. A trend that continues to cause issues is that all staff that work in the Police Building are required to be RCMP security cleared. This clearance can take six to eight months to obtain. As a result of the security clearance, on-call staff from the City's pool of on-call staff cannot be used at the Police Building. On-call staff are used to cover holidays, training and to fill in at high volume times of the year. On-call staff in 2014 was shared between the RCMP and the Municipal Enforcement departments. On-call staff are typically used to cover the front counter. In 2015 Municipal Enforcement has budgeted for a permanent part-time on-call admin to work primarily for the department. The dog amnesty program did not operate in 2014 as a result of staff shortages. However, with a full team of officers this program will operate 2015 and is included in operating revenues. Implementation of the portable notebooks for Municipal Enforcement will allow officers to perform several tasks more efficiently and effectively. This is the final step in implementing City View and will allow officers to outcome assigned activities update case file narratives and most importantly proactively update case files in the field. The data plan to support this initiative is included in the 2015 budget. ME will continue to work with Planning on developing enforcement strategies with regards to the Land Used Bylaw. Another department that ME may be working with closely with in 2015, is Waste and Recycling as some concerns have emerged with the organics program and placement of green bins.
Council Approved Budget
266
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Municipal Enforcement Revenues Other Revenues
(91,570) Addition of two officers will increase local fines revenues (-$28,000); increased business license revenues (-$21,000) and dog license fees (-$50,000) offset by a decrease in AB justice disbursement (+$7,000).
Total Revenues
(91,570) ($91,570)
Expenditures Salaries, Wages & Benefits
87,549 Reflective of COLA, band and step increases and associated benefit increases (+$46,000); addition of 0.5 on-call administrative assistant (+$42,000).
Contracted & General Services
28,380 Higher insurance premiums (+$13,000); increases in training conferences (+$3,000), wireless service fees (+$6,000), City View system maintenance (+$3,000), and kennel cost (+$3,000).
Materials, Goods, Supplies, & Utilities Bank Charges & Short Term Interest Total Expenditures
7,290 Purchasing new uniforms (+$5,000) and repairing lasers (+$2,000). 50 123,269 $123,269
Net Increase (Decrease)
$31,699
Council Approved Budget
267
CITY OF AIRDRIE 2015 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 Provide Customer Service levels that will create access to more payment and information service options including permits, licenses and M.E. related payments Support electronic processing of Permits, Licenses and M.E. related pay4ments
KEY SUCCESS INDICATORS Indicator Currently meeting QMP levels at 85%
Customer Satisfaction Survey results Customers using EGovernment Portal
Measure Positive Quality Management Plan Audit by Alberta Safety Codes Council Contractor Customer Feedback Survey Reduced visits to City hall for permits, Licenses
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
85%
N/A
N/A
N/A
N/A
100%
N/A
N/A
N/A
N/A
60%
N/A
N/A
N/A
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S2/14 E-Government (phase 2) Increase all contractors’ abilities for immediate access to notices and reduce delays for correction of deficiencies and redistribution of information to sub-trades S2/14 E-Government (phase 2) To allow all customers to apply for permits, pay for licenses on line Reduce the number of re-inspection calls due to code related deficiencies which are at approximately 75% of framing inspections, 25% final inspections and 10% foundation inspections
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. Integration of permitting software for online access to apply for building permits and submit payments by all customers through a portal. 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 outcome on the solutions
268
Target To have 80% of Building contractors move to a paperless application process by Q4 2015
To have 60% of all transactions move to online by Q4 2015 Reduce the number of reinspection calls by 50% resulting in time savings to inspectors and cost savings to contractors Q3 2015
2016 and 2017 Desired Outcome To reduce the re-inspections levels on contractor buildings therefore minimizing the need to hire additional staff.
Initiative/Strategy Host contractor forum with an established guideline that will provide information to assist in developing standards by contractors that will help in reduced levels of re-inspections further
Target To reduce the reinspections levels on contractor buildings by an additional 30%
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description # of building permits and HVAC permits issued # of gas permits issued # of plumbing permits issued # of electrical permits issued
2015 2014 2013 2012 Forecast Projected Actual Actual 3,876 3,800* 3,557* 4,158 2,550 2,500* 2,400* 2,306 2,754 2,700* 2,600* 2,506 2,764 3,200* 3,100* 2,970 12,944* 12,200* 11,657* 11,940
2011 Actual 3,210 1,865 1,967 1,844 8,886
2010 Actual 3,640 1,833 2,086 2,116 9,675
TOTAL PERMITS *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.
Customer Benefits (Key efficiency measures) 2013 Actual Average number of days to process a house permit 26 (registration/plan review) 25 business days allotted calendar days % of building inspections passed or passed with deficiencies 80% % of electrical inspections passed or passed with deficiencies 89% % of plumbing & gas inspections passed or passed with 83% deficiencies Average number of days to process an accessory permit 3 (registration/plan review) Activity Description
2012 Actual
2011 Actual
2010 Actual
26
26
15
80.8% 88.8%
82.4% 76.1%
N/A N/A
85.7%
73.6%
N/A
N/A
N/A
N/A
* Based on data from new permitting software. % 2013 from January 1 to December 31, 2013. Re-inspections required for all inspections not passed.
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* % of growth in last five years 45% # of building permits – “houses and semi876 detached dwellings”** # of Building Permits 4,158 Total all construction value
Grande Prairie 55,032 9.6%
Lethbridge 93,004 9%
157
547
168
415
198
1,405
1,734
958
1,496
742
$365.3MM $256MM
Medicine Red Hat Deer 61,180 98,585 7.4% 7.2%
St. Albert 63,255 6.5%
$197.4MM $216.7MM $268MM $136.5MM
*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.
269
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 timelines 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 increase the pressure on the industry to change more quickly. 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. One of the trends is the frequency of re-inspections called, which increase the number of inspections conducted. 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.
270
SERVICE LEVELS Core Service Provide Technical Advice
Ensure Code Compliance
QMP (Quality Management Program)
Lot Grading Bylaw
Major Functions Front counter
Description of Current Level (eg: frequency; standard; response time)
Dependent 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.
Professional meetings
Per commercial permit Est. 100% of permit issuance
On site reviews
Maintain safety code Estimated at 100% of per permit issuance minimum.
Website & brochure educational info.
Maintain customer
Verbal on phone Plans reviews
Maintain customer Done per new construction project requirements. See year end statistics. Inspect. per min. # of QMP
Technical advice
Brochures and website
Front counter Contractors Entering Permit Applications
All permits, all disciplines are entered 12,103 permits issued in 2013
Cross Connection Control Devices
Ensure all backwater devices are recorded and maintained
Enter Permit Services Reports
All permits are issued a permit services report to the Provincial regulators Issue a Grading Permit
Ensure Compliance to Lot Grading Bylaw
Proposed Service Level Changes Increases with customer awareness
Estimated Cost of Program
Website educational information increase technical data. Assisted by portal development.
Increased technical content equates to decreased phone call service.
Move % cost of program to utilities
Entering Applications Total Cost $(1,813,710)
271
City of Airdrie 2015 Budget Highlights Financial Summary Building Inspections By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Building Inspections 1-29-070 BUILDING INSPECTIONS
(2,388,768)
(1,973,480)
(1,722,640)
5%
(1,813,710)
(2,061,718)
(2,191,769)
Total Building Inspections
(2,388,768)
(1,973,480)
(1,722,640)
5%
(1,813,710)
(2,061,718)
(2,191,769)
(2,388,768)
(1,973,480)
(1,722,640)
5%
(1,813,710)
(2,061,718)
(2,191,769)
Total Building Inspections
Council Approved Budget
272
City of Airdrie 2015 Budget Highlights Financial Summary Building Inspections By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(29)
Other Revenues
(4,183,392)
(3,918,200)
(3,908,800)
(4,071,020)
(4,355,987)
(4,543,836)
Total Revenues
(4,183,421)
(3,918,200)
(3,908,800)
(4,071,020)
(4,355,987)
(4,543,836)
(4,183,421)
(3,918,200)
(3,908,800)
(4,071,020)
(4,355,987)
(4,543,836)
Total Revenues
4%
Expenditures Salaries, Wages & Benefits
1,719,385
2,009,686
2,095,730
2,147,430
2,163,190
2,218,988
Contracted & General Services
62,153
74,631
73,850
67,190
88,389
88,389
Materials, Goods, Supplies, & Utilities
13,114
14,180
15,680
11,690
11,690
13,690
900
900
31,000
31,000
31,000
1,794,652
2,099,397
2,186,160
2,257,310
2,294,269
2,352,067
Total Expenditures
1,794,652
2,099,397
2,186,160
2,257,310
3%
2,294,269
2,352,067
NET COST/(GAIN)
(2,388,769)
(1,818,803)
(1,722,640)
(1,813,710)
5%
(2,061,718)
(2,191,769)
Bank Charges & Short Term Interest Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
16.65
18.35
18.20
0.60
1.00
16.65
18.95
19.20
16.65
18.95
19.20
Forecast Population
49,560
53,326
Total Forecast Population
49,560
53,326
(143,470)
(90,904)
(94,464)
($48)
($32)
($31)
Year Equivalent: Part - Time Total Personnel - Year Equivalents Total Personnel
18.20
18.20
18.20
18.20
18.20
18.20
58,733
62,845
67,243
58,733
62,845
67,243
5%
(113,281)
(120,427)
$1
($33)
($33)
1%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
273
CITY OF AIRDRIE - 2015 OPERATING BUDGET Building Inspections BUDGET NOTES New hires in mid 2014 should help alleviate some of the pressure of inspection levels but the department continues to be stretched to capacity for inspections until these inspectors have been fully trained and certified. The growth from 2013 has affected inspection levels and with an average of 40% re-inspections on the building department side, the work loads will continue to stretch department resources. As of July 2014, reinspection fees are at $70,000, This number will only increase as the construction volumes increase. Building permits are slightly down in the first half of 2014 as some builders re-align the amount of work they are bringing in for the second half of the year. This will affect the inspection resources in 2015 as permits are applied for later in the year. The expectation is that targets will be met for revenue in 2014 and increase slightly in 2015. In 2014, Building Inspections, with the assistance of the business analysts have changed the backflow process to be monitored more carefully and recorded more accurately to protect the City's water sources. As of July 2014, the department is are midway through the process of automating expired permit notices and follow ups. These permits have been in arrears for closing dating back to 2010 and the inspection department expects that all past expired permits will be notified by the end of September 2014. Going forward, expired permits will be dealt with on a monthly basis to avoid future build up and meeting our Quality Management Plan (QMP) requirements which has not been the case in the past several years. A part-time on call electrical inspector is maintained to assist in managing work loads when staff is on vacation or away. Building Inspections Administration will start accepting payments for permits and licensing in October/November 2014. This will allow the new permitting software to be used as designed and provide an approved level of customer services to residents and contractors by giving them more options. The 2014 operating budget addressed this need by adding one additional administration person (term). A budget for on-call administrative support and electrical backup has been provided to support holidays, sick days and training. These are on-call support staff to ensure that Building Inspections has sufficient support where it is required the most. Overtime for the inspectors has been included in the budget to support drug house inspections after hours as well as 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 late 2014 will increase training time and book costs for inspectors. Safety Codes Council has also implemented mandatory training for all inspectors and requirements to maintain the new professional designation coming into effect in 2015. Addition of remote inspector module to allow inspectors to perform electronic inspections in the field should be added in late 2014 and costs have been included in the 2015 budget to sustain the system on a wireless network.
Council Approved Budget
274
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Building Inspections Revenues Other Revenues
(162,220) Revenue increase due to higher projected growth, increases in single family construction and several large multifamily projects are upcoming.
Total Revenues
(162,220) ($162,220)
Expenditures Salaries, Wages & Benefits
51,700 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
(6,660) Increases in additional training requirements for Safety Code Officers and compulsory training (+$3,000); addition of wireless service for portable inspection devices (+$5,000) offset by decreases in general travel (-$9,000) and techonology services (-$5,000).
Materials, Goods, Supplies, & Utilities
(3,990) Reduction due to inspection reports replaced with wireless techology.
Bank Charges & Short Term Interest
30,100 Anticipating an increase in bank charges due to removing the cap on credit card payments.
Total Expenditures
71,150 $71,150
Net Increase (Decrease)
($91,070)
Council Approved Budget
275
CITY OF AIRDRIE 2015 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 Measure
(Stretch ) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
Within anticipated budget and time frame
100%
95%
100%
95%
N/A
Indicator Completion of facility construction projects
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Parks and Public works operations facility at Chinook Winds park Important recommendations of the new facility plan for space allocation and building life cycle New Fire and EMS hall in the North West
Initiative/Strategy Complete the construction of the Parks and Public works operations facility for the spring of 2015 Formulate a direction with all concerned parties for future projects by early 2015 Complete the construction of the facility 2015
Secure land for public Library renovation
Once the needs assessment for the library have been released, a game plan will be formulated and put into action Identify design requirements through the needs assessment process Complete the construction of the Parks and Public works operations facility for the spring of 2015
Design of Public Library facility Parks and Public works operations facility at Chinook Winds park 2016 and 2017 Desired Outcome City Hall facility expansion or other civic location design and construction Construction/renovations as a result of facilities plan
Site Development plan for the Fletcher land
Initiative/Strategy Work with stakeholders utilizing PMP 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 Work with planning, school boards, and all other key stakeholders
276
Target 2nd Quarter 1st Quarter 4th Quarter 1st Quarter 2015 2015 2nd Quarter Target 2016
2016
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)
2015 Forecast 0% 2
2014 Projected 0% 5
2013 Actual 0% 1 12
2012 Actual 2% 0 12
2011 Actual 4% 4 12
Work Process Outputs for Not-For-Profits and Other City Facilities (Key volume measures) Activity Description Number of new tenants Number of lease renewals
2015 Forecast 0 5
2014 Projected 5 1
2013 Actual 5 0
2012 Actual 0 1
2011 Actual 0 4
Work Process Outputs for City-Owned Property & Facilities (Key volume 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
2015 Forecast 5 3 4 2 1 4
2014 Projected 6 4 5 4 5 4
2013 Actual 2 2 2 3 0 0
2012 Actual 2 1 2 1 2 2
2011 Actual 7 6 6 6 1 2
Customer Benefits (Key efficiency measures) Activity Description Percentage % of projects on time Percentage % of projects on budget
2013 Actual 90% 100%
2012 Actual N/A N/A
2011 Actual N/A N/A
2010 Actual N/A N/A
EMERGING TRENDS AND ISSUES • This year will continue to be busy for the department, based on the number of ongoing projects, and land purchases. • Alberta Government projects including several schools, and major road construction initiatives are going forward,
these could start to show a strain on the labor forces. • Competition within the construction industry is still very strong locally, which should keep prices reasonable. • General Contractors in the west are continually fighting off the higher salary rates from the northern outlying areas
in the oil/gas industry. Enrollment into the trades did increase with current government initiatives in place. We should start to see some benefits within the next five to ten years.
277
SERVICE LEVELS
Core Service
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
Total Cost
$(399,070)
Completion of four projects design/construction; Athletic Park, design and construct NW Fire Hall, design and construct Parks and PW Operations Facility Chinook Winds 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
278
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Properties By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Safety Corporate Properties 1-69-010 CORPORATE PROPERTIES 1-69-011 LEASED PROPERTIES Total Corporate Properties Total Corporate Properties
(158,226)
(177,785)
62,230
(203%)
(64,170)
20,740
388,117
(18,991)
(22,980)
(114,070)
194%
(334,900)
(386,327)
(379,339)
(177,217)
(200,765)
(51,840)
670%
(399,070)
(365,587)
8,778
(177,217)
(200,765)
(51,840)
670%
(399,070)
(365,587)
8,778
Council Approved Budget
279
City of Airdrie 2015 Budget Highlights Financial Summary Corporate Properties By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues
(89,328)
(92,670)
(92,670)
(100,810)
(102,823)
(104,880)
(769,474)
(1,105,038)
(1,045,890)
(1,331,950)
(1,302,480)
(1,279,707)
(6,486)
(6,486)
(858,802)
(1,204,194)
(1,145,046)
(1,432,760)
(1,405,303)
(1,384,587)
(858,802)
(1,204,194)
(1,145,046)
(1,432,760)
(1,405,303)
(1,384,587)
Drawn from Reserves Total Revenues Total Revenues
25%
Expenditures Salaries, Wages & Benefits
250,784
309,650
309,650
327,230
335,363
341,732
17,125
210,401
245,356
86,610
21,242
21,401
2,725
54,560
54,460
47,580
50,249
52,737
Long-Term Debt
410,951
483,740
483,740
572,270
632,862
977,495
Total Expenditures
Contracted & General Services Materials, Goods, Supplies, & Utilities
681,585
1,058,351
1,093,206
1,033,690
1,039,716
1,393,365
Total Expenditures
681,585
1,058,351
1,093,206
1,033,690
(5%)
1,039,716
1,393,365
NET COST/(GAIN)
(177,217)
(145,843)
(51,840)
(399,070)
670%
(365,587)
8,778
Personnel - Year Equivalents Year Equivalent: Full - Time
3.00
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
(59,072)
(17,280)
(133,023)
(121,862)
2,926
($4)
($1)
($7)
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
280
$67
($6)
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 The department also provides day-to-day consultation on real estate and project matters for civic departments and agencies.
Council Approved Budget
281
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Corporate Properties Revenues Sales & User Charges
Other Revenues
Drawn from Reserves
Total Revenues
(8,140) Anticipated increase in cost allocations to Airdrie Mainstreet Square; reflective of COLA, band and step increases and associated benefit increases. (286,060) Lower interest received from Airdrie Mainstreet Square (+$16,000); increase due to the RCMP 2nd floor leased out for the entire year (-$235,000); addition of tower rental (-$11,000); increase to other lease revenues (-$15,000); increase to Alberta Health Services lease (-$41,000). 6,486 Removal of 2013 one-time carry forward costs for data collection costs for strategic land and facility review. (287,714) ($287,714)
Expenditures Salaries, Wages & Benefits Contracted & General Services
17,580 Reflective of COLA, band and step increases and associated benefit increases. (158,746) One-time cost for the facility plan review completed in 2014 (-$150,000).
Materials, Goods, Supplies, & Utilities
(6,880) Decreases in natural gas and power at 905 Edmonton Trail as the building will be decommissioned in 2015.
Long-Term Debt
88,530 Debenture was taken for only six months in 2014.
Total Expenditures
(59,516) ($59,516)
Net Increase (Decrease)
($347,230)
Council Approved Budget
282
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
Fleet Services Coordinator
Operations Coordinator
Heavy Duty Mechanics / Fleet and Transit
Engineering Services Team Leader
Planning Team Leader
Municipal Engineering Technologists Subdivision Planner
Planners Operators
Planning/Development Technicians Administrative Assistant
Automotive Mechanic Apprentice Administrative Assistants Administrative Assistant Fleet Administration/ Parts Waste and Recycling Education Coordinator
283
Director of Community Infrastructure
Operations Manager Parks and Public Works
Equipment Training Coordinator
Water Services Team Leader
Water Services Coordinator
Facility Maintenance Operators
Parks Operations Team Leader
Roads Team Leader
Administrative Assistant
Asset Management Specialist
Administrative Assistants
Public Works Coordinator
Roads Coordinator
Industrial Monitoring Technician Equipment Operators
Parks/Development Coordinator
Parks Coordinator
Parks Development Technicians
Tree Technician
Parks Operators / Crew Leaders
Integrated Pest Management
Summer Parks Attendants
Infrastructure Construction/Repair Irrigation Technician Utility Locator Agricultural Services Technician
284
City of Airdrie 2015 Budget Highlights Financial Summary Community Infrastructure By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Fleet
689,541
752,515
1,033,420
15%
1,189,830
1,286,961
1,485,140
4,945,349
4,815,590
5,301,470
18%
6,263,730
6,672,940
7,350,138
Planning & Sustainability
454,357
643,155
1,047,340
(6%)
985,980
1,064,236
1,100,438
Engineering Services
211,997
219,170
247,610
32%
327,800
282,483
431,352
3,560,054
3,610,080
3,993,580
9%
4,359,360
4,295,366
4,387,578
Public Works
Parks Operations Parks Development Total Community Infrastructure Total Community Infrastructure
399,296
446,280
339,590
2%
347,900
364,584
372,245
10,260,594
10,486,790
11,963,010
13%
13,474,600
13,966,570
15,126,891
10,260,594
10,486,790
11,963,010
13%
13,474,600
13,966,570
15,126,891
Council Approved Budget
285
City of Airdrie 2015 Budget Highlights Financial Summary Community Infrastructure
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Internal Recoveries
(346,333)
(350,140)
(303,560)
(345,200)
14%
(338,700)
(338,700)
(1,334,704)
(1,402,224)
(1,239,100)
(1,401,900)
13%
(1,418,500)
(1,419,850)
(107,167)
(310,790)
(310,790)
(315,670)
2%
(169,045)
(168,413)
(1,867,561)
(2,142,874)
(2,142,874)
(2,534,960)
18%
(2,037,677)
(1,948,007)
(958,340)
(1,046,020)
(1,046,020)
(1,045,680)
(1,081,509)
(1,121,663)
(4,614,105)
(5,252,048)
(5,042,344)
(5,643,410)
12%
(5,045,431)
(4,996,633)
Salaries, Wages & Benefits
6,328,486
6,866,005
7,160,980
8,315,970
16%
9,242,042
10,185,675
Contracted & General Services
1,695,534
2,667,486
2,557,159
2,669,420
4%
1,925,082
2,025,927
Materials, Goods, Supplies, & Utilities
3,328,930
3,566,151
3,562,325
4,057,670
14%
4,023,957
4,131,809
884,005
1,259,000
1,259,000
1,284,000
2%
1,234,000
1,385,000
2,628,495
2,470,101
2,465,890
2,790,950
13%
2,586,920
2,395,113
14,874,699
16,828,743
17,005,354
19,118,010
12%
19,012,001
20,123,524
10,260,594
11,576,695
11,963,010
13,474,600
13%
13,966,570
15,126,891
83.44
Total
Expenditures
Contributed to Capital Added to Reserves/Allowances Long-Term Debt Grants to Groups & Other Organizations Total NET COST/(GAIN)
11,369
(2,120)
Personnel - Year Equivalents Year Equivalent: Full - Time
59.01
60.20
71.44
19%
76.44
Year Equivalent: Part - Time
17.90
20.99
23.74
13%
24.24
24.24
Total Personnel - Year Equivalents
76.91
81.19
95.18
17%
100.68
107.68
Council Approved Budget
286
CITY OF AIRDRIE 2015 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 repair of emergency backup generators
KEY SUCCESS INDICATORS Indicator Customer Satisfaction
Measure Customer Survey Results
(Stretch) Target 90%
2013 Actual N/A
2012 Actual N/A
2011 Actual N/A
2010 Actual N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Review of processes and structure
Initiative/Strategy
Target
TBD
TBD
C3/15 - Develop procedure to identify evaluation/analysis/rating process for replacement of heavy duty equipment
Procedure in place for 2016 Capital Budget
2016 and 2017 Desired Outcome Ensure Airdrie is using industry best practices for fleet services
Initiative/Strategy Audit current inventory practices against industry best management practices and make adjustments accordingly Research sufficient to draft proposed initiative(s)
Research potential green initiatives
2nd Quarter Target 2016 2016-2017
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
2015 2014 Forecast Projected 444 434 866,131 825,500 23,634 24,500 89 86
287
2013 Actual 387 947,518 36,982 97
2012 Actual 362 786,311 21,329 91
2011 Actual 340 692,536 23,281 85
2010 Actual 310 710,000 39,000 78
Customer Benefits (Key efficiency measures) Activity Description Percentage of vehicles receiving annual maintenance Number of non-scheduled breakdowns (mechanical) Number of non-scheduled breakdowns (operator) BENCHMARKS (Other municipalities, industry standards, private sector) Pieces of equipment supported Fleet Services FTE’s
2013 Actual 31 776 26
2012 Actual N/A N/A N/A
2011 Actual N/A N/A N/A
Airdrie 54,891* 362
Grande Prairie 55,032 300
Lethbridge 93,004 600-700
Medicine Hat 61,180 1,000+
Red Deer 98,585 600
6
16
24
12
20.5
*Note: Population figures shown are for most recent year available
EMERGING TRENDS AND ISSUES • • • •
2010 Actual N/A N/A N/A
Impact of costs of inventory requirements with expanded vehicles and equipment Fluctuating fuel costs Increase in cost of repairs as equipment becomes more complex Increase in cost for training (and time away to take training) as equipment becomes more complex
288
SERVICE LEVELS
Core Service Preventative Maintenance
Repairs
Lifecycle Management
Critical Service Support
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Regular maintenance for all City vehicles, trucks, Kubotaâ&#x20AC;&#x2122;s, mowers, handoperated equipment, Waste & Recycling balers, transfer site compactor
Regularly scheduled maintenance based on odometer readings where applicable and hours-in-service readings Parks equipment maintained annually
Commercial Vehicle Inspection Program for heavy-duty equipment Note: Transit vehicles maintained by transit mechanic All necessary repairs to above equipment Note: Ongoing training is required to learn how to service new types of vehicles and equipment Assess and evaluate replacement needs
Ensure mandatory provincial standard is maintained annually for 30 major pieces of equipment
Purchase of replacement vehicles/equipment
Install radios, Airdrie decals, light bars, and other modifications and certifications required to 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
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$1,189,830
As required. Priority ranking based on intended use (e.g. Fire vehicles are highest priority; rest based on assessed importance of need)
Driven by Fleet Replacement Policy and assessment criteria
Ten lift stations in the city
Three backup generators in various City buildings
289
City of Airdrie 2015 Budget Highlights Financial Summary Fleet By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Fleet 1-31-015 FLEET
689,541
752,515
1,033,420
15%
1,189,830
1,286,961
1,485,140
Total Fleet
689,541
752,515
1,033,420
15%
1,189,830
1,286,961
1,485,140
689,541
752,515
1,033,420
15%
1,189,830
1,286,961
1,485,140
Total Fleet
Council Approved Budget
290
City of Airdrie 2015 Budget Highlights Financial Summary Fleet By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(5,780)
(500)
(200)
(200)
(200)
Other Revenues
(1,621)
(22)
(400)
(50)
(50)
(50)
Drawn from Reserves
(3,500)
(31,500)
(31,500)
Internal Recoveries
(958,340)
(1,046,020)
(1,046,020)
(1,045,680)
(1,081,509)
(1,121,663)
Total Revenues
(969,241)
(1,077,542)
(1,078,420)
(1,045,930)
(1,081,759)
(1,121,913)
(969,241)
(1,077,542)
(1,078,420)
(1,045,930)
(1,081,759)
(1,121,913)
Total Revenues
(3%)
Expenditures Salaries, Wages & Benefits
409,211
474,730
509,240
606,180
714,964
822,164
Contracted & General Services
147,630
172,076
149,230
183,530
180,383
184,183
Materials, Goods, Supplies, & Utilities
700,020
804,110
801,120
796,050
823,373
825,706
Added to Reserves/Allowances
375,000
625,000
625,000
650,000
650,000
775,000
26,920
27,250
27,250
1,658,781
2,103,166
2,111,840
2,235,760
2,368,720
2,607,053
1,658,781
2,103,166
2,111,840
2,235,760
6%
2,368,720
2,607,053
689,540
1,025,624
1,033,420
1,189,830
15%
1,286,961
1,485,140
6.30
7.30
8.30
7.30
8.30
7.30
8.30
67,243
Long-Term Debt Total Expenditures Total Expenditures
NET COST/(GAIN)
Personnel - Year Equivalents Year Equivalent: Full - Time
4.30
4.30
Year Equivalent: Part - Time
0.53
1.00
Total Personnel - Year Equivalents
4.83
5.30
6.30
4.83
5.30
6.30
Forecast Population
49,560
53,326
58,733
62,845
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
142,762
194,985
188,862
1%
176,296
178,933
$14
$19
$20
$2
$20
$22
Total Personnel
19%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
291
CITY OF AIRDRIE - 2015 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 make up the highest percentage of spending. The fleet budget has been broken down into six categories: heavy duty, medium duty (trucks and cars), stationary equipment (generators, compactors, etc.), light duty (gators, mowers, forklifts, etc.), 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.
Council Approved Budget
292
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Fleet Revenues Sales & User Charges Other Revenues Drawn from Reserves Internal Recoveries Total Revenues
300 350 31,500 Removal of 2013 one-time carry forward for fall arrest system. 340 32,490 $32,490
Expenditures Salaries, Wages & Benefits
96,940 Reflective of COLA, band and step increases and associated benefit increases (+$4,000); addition of 1.0 FTE team leader (+$94,000).
Contracted & General Services
34,300 Increases in truck and car repairs and maintenance (+$14,000), wash bay expenses (+$10,000), and other equipment repairs and maintenance (+$4,000); addition of training and travel (+$2,000) and increased insurance premiums (+$3,000).
Materials, Goods, Supplies, & Utilities
(5,070) Increases in fuel (+$34,000) and utilities costs (+$7,000) offset by 2013 one-time carry forward of fall arrest system (-$30,000) and a decrease in overall equipment parts (-$16,000).
Added to Reserves/Allowances
25,000 Increase in transfer to reserves to cover future capital costs.
Long-Term Debt
(27,250) Decrease due to the debenture for the street sweeper paid off in 2014.
Total Expenditures
123,920 $123,920
Net Increase (Decrease)
$156,410
Council Approved Budget
293
CITY OF AIRDRIE 2015 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. In addition the Common Services component of Roads coordinates safety orientation and equipment training through effective learning initiatives and field inspections for all municipal staff.
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 Field and Job Site Assessments: Higher demand for onsite and personal field evaluation with the increase of OH&S and Alberta Transportation requirements for a safer work environment
KEY SUCCESS INDICATORS (Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
% Good or Very Good
70%
69%
62%
60%
N/A
% Good or Very Good
56%
52%
55%
55%
N/A
95%
91%
90%
90%
90%
100% 3,000
100% 2,800
100% 2,800
100% 2,241
100% 2,742
Indicator Customer Satisfaction Summer Maintenance Customer Satisfaction Winter Maintenance Annual maintenance programs completed Total staff training hours
Measure
% meeting or exceeding service level Total training hours per year
DESIRED OUTCOMES FOR 2014-2016 2014 Desired Outcome Manage environmental effects of growth on snow and ice storage
Initiative/Strategy Secure land for snow and ice dump
S6/14 - Improve asset collection and condition assessment information
Identify and collect all infrastructure assets into data base
S6/14 - Improve work order management and unit cost tracking (joint initiative with Water Services) Enhanced safety and equipment training program
Prepare business case for CPT for Maintenance Management system software Increased number of field visits/evaluations
Choose and implement software in 2015; organization roll-out in 2016
Develop a trenching and digging training site
Select a small portion of municipal land for excavation training
4th quarter
294
Target Completed detail and design environmental approved snow dump as per Salt Management Plan Ensure annual inspections are conducted on all existing assets
200 annual site visits
2015 and 2016 Desired Outcome Restructure existing priority 1 and 2 routes to include an additional route to = 5
Initiative/Strategy To increase service level efficiencies by making route length shorter and more manageable for the operator
Target Winter of 2015/2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Alley grading/year Perimeter road grading
Linear meters of concrete sidewalk repair Crack Sealing (linear meters) Spring Street Sweeping Road network maintained (lane km) Road Salt Usage (Kg/lane km) Anti-icing liquid usage (L/lane km) Sanding Chip usage (Kg/lane km) Number of vehicles and equipment Coordinate external training Fall protection training New and seasonal staff orientation and training Defensive Driver Training participants Staff trained on new equipment Field Inspections
2015 2014 2013 Forecast Projected Actual Twice Twice Twice Three Three week week Monthly rotation rotation 450 450 450 23,147 24,000 Lm 24,000Lm Lm 7 weeks 7 weeks 6 weeks 746 717 706 ***3,600 ***3,542 3,335 ***800 ***792 895 ***1,543 ***1,847 2,581 350 332 72 64 75 12 15 150 104 95 60 90 70 150 120 108 200 200 200
2012 Actual Twice
2011 Actual Twice
2010 Actual Twice
Monthly Monthly
Monthly
447 15,000 Lm 7 weeks *706 3,491 949 1,528 310 52 70 90 90 86 80
450 13,000 Lm 8 weeks 436 3,808 875 1,406 310 40 70 90 90 86 80
*F2012 increase in road network lane km (absorbed annexation) has reflected in overall increased material use values. 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. ***2015 forecasted staff trained on new equipment will exceed 150
295
450 N/A N/A 418 2,223 519 1,766 310 40 N/A 80 63 62 N/A
Snow and Ice Materials Usage/Lane KM 4000
3,808
3500
Coarse Salt Used 98.8%
3,542
3,492 3,335
Road Guard 8 31.8% chloride
3000
Total Gravel
2,581 2500 2,062 2000 1500
2,552
2,223 1,847
1,766 1,406
1,399 1,326
1000
875
1,528 949 573
519
500
1,906
792
764
2014 Forecast
Average
0 2009
2010
2011
2012
2013
Notes1. 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
Customer Benefits (Key efficiency measures) Activity Description Number of total 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 Number of service requests completed summer Number of service requests winter
2013 2012 2011 2010 Actual Actual Actual Actual 898 482 527 720 95%
95%
95%
100%
88% 579 319
88% N/A N/A
N/A N/A N/A
N/A N/A N/A
Grande Medicine Red BENCHMARKS (Other municipalities, Airdrie Prairie Lethbridge Hat Deer St. Albert industry standards, private sector) 54,891* 93,004 55,032 61,180 98,585 63,255 Full time equivalent (FTE): Lane kmâ&#x20AC;&#x2122;s of 1:42 summer N/A 1:19 1:33 1:40 1:29 road maintained 1:34 Winter Population served per FTE 3,670 summer N/A 2,957 2,296 2,871 2,404 2,981 winter Pieces of equipment supported 310 N/A 500 750 N/A N/A Equipment training staff support One training coordinator, Two safety Two safety N/A N/A N/A one 6-month coordinators coordinators term trainer *Note: Population figures shown are for most recent year available Note::Grande Prairie Population 56,233
296
EMERGING TRENDS AND ISSUES â&#x20AC;˘
â&#x20AC;˘
Roads: Future roads added into the existing maintenance programs will have to be strategically resourced to ensure quality of service is not impacted. 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. 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. Proactive scheduling and planning, instead of reactive response, will improve efficiency of resources and ensures we are constantly improving the end result. MMS will be an added benefit to the organization as real time work order system will ensure true costing for field work keeps us competitive with the contractor. Residents are becoming much more demanding when it comes to what they perceive as expected level of service and where their tax dollars are focused. Service levels will continue to be exploited during winter operations from residents and efforts will have to be made to ensuring procedures, trigger points and contingency plans are in place for extreme weather events during winter months. Staffing models will have to be in forefront to stay ahead of the curve and ensure we meet expectant service level values. 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 Maintaining equipment and operators updated to transportation legislation requirements Increased field inspections due to increase in staffing and in field maintenance programs Higher demand for external safety and staff development training
297
SERVICE LEVELS
Core Service Roadway Operations
Major Functions
Description of Current Level (eg: 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: Prioritized City owned parking lots.
Priority 3: Plowed and have Ice Control operations concluded 48 hours after the end of the storm event.
Priority 4: Local Roads
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.
Street Sweeping: Priority 1: Arterial roads and roads adjacent to areas with concerns of impact relating to water quality and the environment
Priority 1: Swept first during spring cleanup and then on a weekly basis if needed, throughout the sweeping season.
Priority 2: Collector roads
Priority 2: Swept second during spring cleanup and then on a monthly basis if needed throughout the sweeping season.
Priority 3: Local Roads
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.
298
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Major Functions Priority 4: prioritized City owned parking lots and lanes Crack Sealing Gravel Road Grading Alley grading Guardrail/bridge repair Culvert maintenance Pot hole repairs Ditch cleaning
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Priority 4: Swept as required throughout the sweeping season. Annually Three week rotation Twice annually As required As required As required As required Total Operations
Roadway Infrastructure
Concrete repairs Asphalt maintenance Asset inspections
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
$2,280,710
Annually (determined through asset inspections) Annually Annually Total Infrastructure
Roadway Traffic Control
Estimated Cost of Program
1,193,780
Monthly As requested/required (24 hour response- some costs recovered for new installations As required Monthly Annual program Annual program As requested; some costs recovered Total Traffic Control
2,116,380 672,860
Common Services/Safety Training Total Cost
299
$6,263,730
City of Airdrie 2015 Budget Highlights Financial Summary Public Works Roads By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Public Works Roads 1-31-011 COMMON SERVICES / SAFETY TRAINING
538,812
544,995
469,000
43%
672,860
831,014
1,025,061
1-32-011 ROADWAY INFRASTRUCTURE
1,116,398
1,150,630
1,307,830
(9%)
1,193,780
1,189,690
1,219,865
1-32-012 ROADWAY OPERATIONS
1,710,266
1,576,905
1,763,300
29%
2,280,710
2,362,839
2,623,745
1-32-014 TRAFFIC CONTROL
1,579,873
1,543,060
1,761,340
20%
2,116,380
2,289,397
2,481,467
Total Public Works Roads
4,945,349
4,815,590
5,301,470
18%
6,263,730
6,672,940
7,350,138
4,945,349
4,815,590
5,301,470
18%
6,263,730
6,672,940
7,350,138
Total Public Works Roads
Council Approved Budget
300
City of Airdrie 2015 Budget Highlights Financial Summary Public Works Roads By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Conditional Grants
(70,583)
(60,000)
(25,000)
(50,000)
(50,000)
(50,000)
(218,322)
(253,100)
(253,100)
(250,000)
(250,000)
(250,000)
(40,101)
(64,740)
(64,740)
(64,740)
(64,740)
(64,740)
Drawn from Reserves
(1,671,843)
(1,435,085)
(1,435,085)
(2,130,210)
(2,037,677)
(1,873,007)
Total Revenues
(2,000,849)
(1,812,925)
(1,777,925)
(2,494,950)
(2,402,417)
(2,237,747)
(2,000,849)
(1,812,925)
(1,777,925)
(2,494,950)
(2,402,417)
(2,237,747)
1,618,397
1,872,510
1,937,580
2,605,850
3,163,123
3,765,875
871,543
830,590
812,930
962,190
965,183
970,183
2,099,765
2,098,112
2,107,535
2,416,970
2,507,154
2,603,737
Total Revenues
40%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Contributed to Capital Added to Reserves/Allowances
11,369 9,855
50,000
50,000
250,000
100,000
100,000
Long-Term Debt
2,335,269
2,175,561
2,171,350
2,523,670
2,339,897
2,148,090
Total Expenditures
6,946,198
7,026,773
7,079,395
8,758,680
9,075,357
9,587,885
Total Expenditures
6,946,198
7,026,773
7,079,395
8,758,680
24%
9,075,357
9,587,885
NET COST/(GAIN)
4,945,349
5,213,848
5,301,470
6,263,730
18%
6,672,940
7,350,138
32.53
Personnel - Year Equivalents Year Equivalent: Full - Time
16.11
16.29
24.53
27.53
Year Equivalent: Part - Time
1.50
4.00
5.30
5.80
5.80
17.61
20.29
29.83
33.33
38.33
17.61
20.29
29.83
33.33
38.33
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
280,826
261,285
209,981
200,208
191,759
$100
$99
$107
$106
$109
Total Personnel - Year Equivalents Total Personnel
47%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
301
$2
CITY OF AIRDRIE - 2015 OPERATING BUDGET Public Works Roads BUDGET NOTES Key budget assumptions are based on an expanding road network with some older infrastructure showing end of life cycle being subjected to increased maintenance. Depreciation of this infrastructure is apparent and increased dollars are required to rehabilitate or replace to bring it back to new service life . One budget impact to note is expected to come from line markings and replacing old signs/poles and community tabs. These older signs are more than 20 years old, with reflectivity non-existent and poles made of old steel requiring paint. Most of our priority roads have been marked with Durable system 3000, these markings are not holding up as expected, resulting in outstanding quantities requiring attention. Change in strategy with any new FAC'd or rehabilitated roads on priority routes is to build in the cost of an inlaid product. These products although more costly are far superior to durables. They have a ten year life cycle and are not exposed to the winter plowing activities. The durable material on many roads have pieces missing (resulting from winter operations) leaving the markings in unkept condition. Piecing new to old is more time consuming to apply, therefore more costly. Plan for 2015 is to paint over the worst areas and replace with inlaid product over a ten years. This plan will require increased funding if committed to. In 2014 many surface failures on rural roads were experienced during spring breakup. This resulted in the need for immediate attention. Some repairs were anticipated based on 2013 repairs but not to the extent experienced. Some funding was budgeted; however, additional funds required were redirected from inner city work to complete these repairs. The Engineering department has budgeted for some gravel road rehabilitation on Twp 274 in 2015 which will begin a proactive approach to these areas resulting in long-term savings overall. All roadway programs - snow and ice, gravel roads, sweeping, traffic control, road maintenance (pot holing, crack sealing), guard rail repair and line marking will continue to increase as our growth rate continues to skyrocket. This increased inventory will result in additional personnel required to ensure service levels are met and customer satisfaction remains high. Additional staffing for the upcoming year has been recognized and requested through the budget process. A general increase in materials related to our programs can be expected in 2015 based on growth and price. Battery back-up will be installed on all signals located on Priority routes. To start, three major intersections have been scheduled for this upgrade in 2015. This will bring the number of signals installed with battery back-up to eleven. Traffic signal maintenance is another area that the 2015 budget has generated increases, this is due to the City of Calgary ending the 15 year agreement. A new contractor is in place and based on price structure, increases have been forecasted. High load moves and residential sign installs (for developers) will bring in some revenue as these areas have showed consistent growth.
Council Approved Budget
302
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Public Works Roads Revenues Sales & User Charges
Other Revenues
(25,000) Projected increase in high load moves (-$12,000) and sign installations for outside parties (-$15,000). 3,100
Conditional Grants Drawn from Reserves
(695,125) More funds required due to projects and debenture payments.
Total Revenues
(717,025) ($717,025)
Expenditures Salaries, Wages & Benefits
668,270 Reflective of COLA, band and step increases, associated benefit increases and reallocations (+$225,000); addition of 1.0 FTE receptionist (+$52,000); 1.0 FTE administrative support (+$59,000); 1.0 FTE asset management maintenance technician (+$59,000); 2.0 FTE equipment operators (+$131,000); a portion of the operations engineer (+$30,000); 1.0 FTE sign technician (+$65,000); a portion of the asset management administrative assistant (+$21,000) and 1.0 FTE term equpiment operator (+$26,000).
Contracted & General Services
149,260 Increases in residential lane paving and coring program to address historical drainage concerns (+$40,000) and specialized equipment training (+$6,000); addition of equipment rentals for spring and winter operations (+$20,000); insurance premiums (+$5,000); increases in rural paint program, expired life cycles and inlaid line markings (+$40,000), adding another weather station in SW quadrant (+$12,000) and projected annual amount for a traffic signal contract to consolidate services (+$30,000).
Materials, Goods, Supplies, & Utilities
309,435 Increase to replace aging street signs/tabs (+$12,000) and repair rural road springs (+$20,000) plus an increase of power costs to reflect new street light inventory and rising energy rates (+$270,000) and addition of Traffic Advisory Committee (TAC) items (+$5,000).
Added to Reserves/Allowances
200,000 Increase to snow and ice contingency.
Long-Term Debt
352,320 Increased debenture payments for new projects.
Total Expenditures
1,679,285 $1,679,285
Net Increase (Decrease)
$962,260
Council Approved Budget
303
CITY OF AIRDRIE 2015 BUSINESS PLAN
PLANNING AND DEVELOPMENT BUSINESS FOCUS 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 •
• • • • •
Development Review: Evaluation and processing of development applications, including residential, commercial and industrial development permits (DPs), tenancy permits and plot plan review. D.P. compliance assessment, inspections and DCC process. Subdivision: Processing applications, coordinating inter-departmental review, activity tracking, servicing agreements and tracking servicing financing. Plan Development & Review: Development, evaluation, review and monitoring of statutory and strategic plans, including Inter-Municipal Development plans (IDP), City Plan, AirdrieOne, Area Structure Plans and Area Redevelopment Plans. Land Use Bylaw: Bylaw review, rezoning amendments and enforcement. Processing of certificates of compliance. Corporate & Community Sustainability: AirdrieOne implementation, sustainability events and initiatives. Community & Stakeholder Consultation: Development notification, public events, public hearings, surveys, planning education and citizen engagement initiatives.
KEY SUCCESS INDICATORS Indicator •
Environmental Sustainability
•
Fiscal Sustainability: Movement towards a more reasonable balance of land uses to allow employment & revenue generation Social Sustainability: Housing choice and diversity
• • •
Balanced Growth: Responsible growth management Satisfaction of Department Services: Stakeholder satisfaction with planning & development services
Measure % of designated ESAs protected Residential/ non-residential assessment split % housing stock in detached or multi-unit. # non-residential development permits processed Above 70%
304
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
80%
N/A
N/A
N/A
N/A
75/25
86/14
86/14
86/14
87/13
30%
20%
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
54%
59%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome • S1/15 Enhance Non-Residential Development: Area Structure Plan (ASP) o Enhance the opportunities to develop a greater proportion of industrial and commercial development • C1/15 Enhance Non-Residential Development: Development Permit (DP) o Remove red tape and unnecessary regulatory hurdles in order to facilitate more industrial development • Responsible Growth Management: o Reassess population projections, land supply and demand requirements, priority growth areas • Responsible Growth Management: ASP o Refinement, review and reporting of the Community Area Structure Plan (CASP) justification process. Implementation of City Plan growth management criteria • Effective Plan Implementation: ASP o Improve implementation of City Plan, esp. neighbourhood design policies
Initiative/Strategy Develop and implement the North East Industrial ASP
Target Increase # acres industrial land
Develop a plan and development permit process for industrial development that is streamlined, transparent and logical
Reduce average DP processing time from 40 days to 28 days
Undertake a Comprehensive Growth Study (need to revise the projections from 2011 Dillon Study)
Approved plan by Q3
Evaluate proposals for residential land development in the annexation area
Q1 Timing will depend on developer requests
Revise CASP/NSP Guidelines
• Effective Plan Implementation: Guidelines o Promote complete, sustainable and liveable communities • Land Use Bylaw Implementation o Enhance alignment with City Plan policies o Ensure effective enforcement o Ensure responsiveness to non-residential development needs
Develop sustainable development guidelines. Develop residential design guidelines Review and refine districts and regulations Review and refine Neighbourhood Design Plan requirements Review and refine sign permitting processes and enforcement Revise/clarify circulation process Develop checklist for DP review to ensure consistency Develop report template Develop tracking system Develop guidelines which address continuum of engagement, development/amendment notification requirements, public hearing procedures and community input tools and tactics.
Q2 Guideline report to Municipal Planning Commission (MPC) 2015 Guidelines report to MPC 2015-2016
• C1/15 Development Review Process: o Refine and review processes for tracking, circulating, reviewing and reporting on DPs and plan amendments and development activity • Community & Stakeholder Engagement o Develop and implement guidelines to ensure meaningful and transparent process for public participation and community engagement
305
Q1
Guideline report to Senior Leadership Team
2016 and 2017 Desired Outcome Inter-municipal Planning: • Development of draft IDP with Rocky View County
Downtown Planning & Development • Undertake a comprehensive plan for the Downtown • Address commercial supply and demand, vacancy, lease rates, parking supply & demand, redevelopment opportunities and constraints, policy development and refinement and design guidelines. Development/Design Guidelines • Enhance neighbourhood and streetscape design quality • Develop/refine design guidelines for multi-unit and mixed use development
Initiative/Strategy Jointly develop terms of reference/scope of work, principles, vision, goals, objectives and policy. Completion of draft document to be circulated and brought before IMC for initial review Develop terms of reference/scope of work. Undertake best practices research Undertake market research Conduct engagement strategy Develop policy framework
Target Q4 2015 Timing will depend on grant/resource availability.
Review existing guidelines Develop draft guidelines Conduct Stakeholder review
2016 Guidelines report to MPC
2016-2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Development Permits Lots Subdivided (approved) Statutory Plans Land Use Bylaw Applications Intermunicipal Referrals
2015 2014 2013 Forecast Projected Actual 1,200 N/A 1,200 1,200 N/A 6 6 N/A 18 15 N/A 20 15 N/A
2012 Actual N/A N/A N/A N/A N/A
2011 Actual 850 950 4 10 25
2010 Actual 563 895 2 8 20
Customer Benefits (Key efficiency measures) Activity Description # of community public meetings held # of Joint Planning meetings/working sessions Processing time: subdivisions (days) Processing time: development permits (days) Processing Time: development permits (industrial)
2013 Actual 6 4 60 40 N/A
2012 Actual 4 3 60 40 N/A
2011 Actual 3 4 60 40 N/A
2010 Actual
2
2
2
2
Processing time: compliance (days)
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Annual Growth Rate 8.42%
Grande Prairie 55,032 3.36%
*Note: Population figures shown are for most recent year available
306
Lethbridge 93,004 1.15%
Medicine Red Hat Deer 61,180 98,585 0.05% 2.85%)
60 40 N/A
St. Albert 63,255 1.14%
EMERGING TRENDS AND ISSUES •
• •
•
•
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 2015 is projected to increase. There is significant developer interest in the recently annexed lands, and it is critical that staff evaluate proposals effectively to ensure that they meet the strategic goals of Council before proceeding. This is resulting from: Large land base taken through annexation and the development expectation associated with that; Development industry concerns in the City of Calgary are putting pressure on surrounding communities to accommodate increased suburban development; Market conditions in Alberta are projected to stay strong and interest rates are staying relatively low. Growth rates, population growth and development activity continue to exceed projections. Development Permit Activity: It is expected that overall development permit numbers will reflect 2014 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. Land Use Bylaw Implementation: Adoption of the new land use bylaw should provide more predictability in the development process. As with any new regulatory document, there will be a need to update and refine the regulations. Also, as population increases, the number of bylaw enforcement issues, complaints, inspections and appeals increase – which will require resources from Planning, Legislative Services, Municipal Enforcement and SDAB. Enhanced Community Engagement: Several projects that will be underway in 2015 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 City Plan and Land Use Bylaw, the department will be clarifying the process for development notification, open houses, and public hearings. 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.
307
SERVICE LEVELS
Core Service Growth Management
City Plan Implementation
Land Use Bylaw Implementation
Description of Current Level
Proposed Service Level (eg: frequency; standard; response Changes time) Tracking Growth management strategies Undertake regular Trending have been implemented through updates to growth Forecasting the new City Plan to be adopted strategy, assumptions by Council in 2014. and vacant land inventory. Conduct updates every 2 years when growth rates remain above 5%/year. Structure Plans Developer-driven process Staff develops the staff evaluates submissions. New CASP justification NSP Review growth areas will need to report for Council provide justification and be consideration. given permission to proceed with Enhanced planning by Council. CASP/NSP requirements for City Plan alignment and growth criteria. Bylaw refinement New LUB adopted by Council in Develop a schedule and Land Use Bylaw 2014. to regularly review, (LUB) Amendments Undertake periodic amendments, evaluate and update usually at request of the LUB to ensure development proponents. alignment with emerging trends and Council policy. Major Functions
Estimated Cost of Program Need regular updates to growth study & vacant land analysis.
One additional FTE in 2015
Budget a comprehensive update every four years utilizing external consultants. $60,000 Addition of 1 FTE (Development Officer) will improve follow up and tracking of enforcement items
Land Use Bylaw Implementation
LUB Enforcement Maintain Community Standards
Respond to complaints from the public, communicate with land owners, and administer stop orders and requirements for development appeal board process.
Level of service is largely complaint driven.
Intermunicipal Planning
Collaboration Joint Planning Plan Development
Joint planning required to develop new IDP post annexation
Work with RV to develop scope of work for new IDP.
Will be seeking Regional Cooperation Grant
Development Review
Development Permit Review Tenancy Permit Review Process Tracking Proposal Eval. Approval Process
Level of service aligned with industry/ customer demands.
Review Development Agreement to ensure industry standards are being met and legal compliance is upheld.
One time consulting/legal review for agreement.
Some timelines driven by MGA
308
Core Service
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Subdivision
Subdivision Review Creating & tracking Subdivision Servicing Agreements
Developer and industry driven Legislated timeframes identified in MGA.
Community and Stakeholder Engagement
Engagement Public meetings & hearings Collaboration Negotiation
Conduct annual industryplanning forum.
Sustainability
City Plan Implementation
AirdrieOne Implementation
Design NSP Review
Develop/clarify community engagement process requirements as part of process guidelines.
Proposed Service Level Changes Review Subdivision Servicing Agreement to ensure industry standards are being met and legal compliance is upheld. Increased level of effort to support growth management, plan implementation and Sustainability program. Develop engagement guidelines.
Conduct open houses, community meetings as required. 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. Engagement & events AirdrieOne Interim Presentations & workshops Update Partnerships Enhanced activity Projects & research associated with Urban agriculture strategic priorities – S11 and S12 – water conservation & energy efficiency initiatives. Increased involvement with partnerships including CRAZ, Nose Creek and Bow River Basin. Developer-driven process. Staff Development and review submissions implementation of ASP, sustainability and design guidelines Total Cost
309
Estimated Cost of Program One time consulting/legal review for Agreement.
May require Corporate Communication assistance to develop public engagement guidelines.
Sustainability program $10,000 Partnerships fees $15,000 BRBC AirdrieOne Interim Update $25,000 (facilitation, speaker series and surveys) May require more review time on CASP and NSP $985,980
City of Airdrie 2015 Budget Highlights Financial Summary Planning By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Planning 1-12-130 SUSTAINABILITY 1-61-011 MUNICIPAL PLANNING
454,357
643,155
1,047,340
(6%)
985,980
1,064,236
1,100,438
Total Planning
454,357
643,155
1,047,340
(6%)
985,980
1,064,236
1,100,438
454,357
643,155
1,047,340
(6%)
985,980
1,064,236
1,100,438
Total Planning
Council Approved Budget
310
City of Airdrie 2015 Budget Highlights Financial Summary Planning By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
(798,200)
(818,200)
(798,200)
(818,200)
(798,200)
(818,200)
Revenues Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Total Revenues Total Revenues
(9,586)
(6,500)
(6,500)
(6,500)
(824,432)
(818,097)
(703,200)
(787,200)
(13,237)
(30,000)
(30,000)
(24,000)
(13,408)
(22,088)
(22,088)
(860,663)
(876,685)
(761,788)
(817,700)
(860,663)
(876,685)
(761,788)
(817,700)
1,276,781
1,375,000
1,591,610
1,738,730
1,819,386
1,862,688
20,688
211,168
211,168
58,600
43,050
55,950
2,552
6,350
6,350
6,350
1,315,021
1,592,518
1,809,128
1,803,680
1,862,436
1,918,638
1,315,021
1,592,518
1,809,128
1,803,680
1,862,436
1,918,638
454,358
715,833
1,047,340
985,980
1,064,236
1,100,438
7%
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Total Expenditures Total Expenditures
NET COST/(GAIN)
15,000
(6%)
Personnel - Year Equivalents Year Equivalent: Full - Time
14.05
15.05
16.05
16.05
16.05
Total Personnel - Year Equivalents
14.05
15.05
16.05
16.05
16.05
14.05
15.05
16.05
16.05
16.05
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
32,339
69,591
61,432
(1%)
66,308
68,563
$9
$20
$17
($1)
$17
$16
Total Personnel
7%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
311
CITY OF AIRDRIE - 2015 OPERATING BUDGET Planning BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) In 2014, the Planning department experienced a very active construction season with regard to subdivision and development permit activity. Multi-unit development was particularly strong in 2014, with significant projects underway in many new neighbourhoods. These areas should experience similar levels of activity in 2015, with some moderate increases. Activity in the commercial/industrial sectors was also strong in 2014. Some revenue projections have been increased to reflect current trends. For 2015, 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 2015, Planning 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 Q3 or Q4 of 2014. In addition, the department will be undertaking the preparation of a new Intermunicipal Development Plan in partnership with Rocky View County, and updating the Comprehensive Growth Study due to rapid growth that has occurred in the past several years. The sustainability program will continue in 2015 with ongoing 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, specifically in the north east section of the City. Funds will be carried over 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 two to three years, with some exceptions for nonresidential development if the demand is warranted. The department will require the full staff complement and additional consulting resources in 2015 to complete the long-range planning projects identified in the business plan.
Council Approved Budget
312
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Planning Revenues Sales & User Charges Other Revenues
Conditional Grants Drawn from Reserves
Total Revenues
(84,000) Anticipating increase due to growth including development permits (-$20,000), subdivision applications (-$30,000), plot plan review and statutory documents (-$30,000). 6,000 Grant amount for year two of planning intern is reduced. 22,088 Removal of 2013 carry forwards for land use bylaw (+$5,000), city plan (+$10,000) and fiscal impact (+$7,000). (55,912) ($55,912)
Expenditures Salaries, Wages & Benefits
Contracted & General Services
147,120 Reflective of COLA, band and step increases and associated benefit increases (+$51,000); addition of 1.0 FTE senior planner (+$96,000). (152,568) Anticipated decrease due to one-time plans including Community Planning, the review and update of downtown area redevelopment plan (-$20,000), development of fiscal impact modeling (-$10,000), and development of CASP and NSP for NE industrial lands (-$90,000); as well, a decrease in growth strategy consultation (-$15,000). Removal of 2013 carry forwards for land use bylaw (-$5,000), city plan (-$10,000) and fiscal impact (-$7,000).
Materials, Goods, Supplies, & Utilities Total Expenditures
(5,448) ($5,448)
Net Increase (Decrease)
($61,360)
Council Approved Budget
313
CITY OF AIRDRIE 2015 BUSINESS PLAN
ENGINEERING SERVICES BUSINESS FOCUS STATEMENT The Engineering Services department evaluates development proposals 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. Land Development: Review of Development applications. Develop, apply and enforce the application of infrastructure standards for the City to ensure safe, reliable and efficient servicing. Ensure QA/QC of developerdonated 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
Customer Satisfaction Survey
% Good and Very Good
Street Connectivity Index
Connectivity Indices*
Active Modes Index
Connectivity Indices**
% Projects on time/ budget
Project Delivery
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
98%
NA
NA
92%
95%
1.6
NA
Started in 2012
NA
1.7
NA
95%
92%
1.50 (1.261.71) 1.65 1.41-192 72%
Started in 2012 93%
NA 92%
*According to the City of Calgary Connectivity Handbook, a minimum Street Connectivity Index of 1.4 or higher is suggested for Future Greenfield Residential Communities. For the purpose of classifying existing standards in Airdrie, the following thresholds are proposed: Low Street Connectivity – less than 1.4 Medium Street Connectivity – between 1.4 and 1.6 High Street Connectivity – greater than 1.6 **For Active Modes, the Calgary guidelines suggest a minimum Active Modes Connectivity Index of 1.6 for future Greenfield Residential Communities. On this basis, the selected Low and High thresholds for the Airdrie review were selected at 1.6 and 1.8
314
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S1/15 To facilitate non-residential growth
S1/15 To provide acreage assessment required for recently annexed lands S1/15 To provide water/wastewater solutions required for annexed lands
2016 and 2017 Desired Outcome To address inter-regional transportation needs To facilitate residential growth to the 90K horizon
Initiative/Strategy Water/wastewater extension of infrastructure based on the recommendations of the 2014 North East Servicing Study Comprehensive offsite levy study to address requirements to 90,000 population Water/wastewater Utility Master Plan: complete study to identify servicing requirements and costs growth opportunities for recently annexed lands
Target 4th Quarter 4th Quarter 4th Quarter
Initiative/Strategy Inter-Municipal Development Plan: contribute to development of revised IDP â&#x20AC;&#x201C; following annexation approval Servicing study: study to focus on identifying servicing requirements and costs associated for residential development opportunities for annexed lands
Target 4th Quarter 4th Quarter
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 2014 2013 Forecast Projected Actual 230 220 174
Activity Description New Development (acres)
New Infrastructure Installed (km) Water mains (km) Sanitary Sewer mains (km) Storm Sewer mains (km) New Paved Roads (center line lengths -km)
9 8 8 8
8 7 7 7
9.6 9.5 9.1 11.7
2012 Actual 233
2011 Actual 149
2010 Actual Total developed land = 6,500 acres
17.3* 7.5 6.6 22.1*
6.4 4.9 5.2 6.8
251.5 227.2 193.3 262.0
*Length includes new water supply line from Calgary
Customer Benefits (Key efficiency measures) 2013 Actual 77 18 85
2012 Actual 6.0 11 90
2011 Actual 6.0 15 90
2010 Actual 6.0 16 92
# of Traffic signal warrants
10
18
12
14
# of Traffic volume counts
40 101 88
35 85 85
30 86 71
35 122 71
Activity Description Overall pavement quality index* # of new development phases under CCC maintenance Percentage of engineering plans reviewed and finalized within six weeks**
# of utility line assignments % of development in ESC compliance
* Overall PQI values are greater than target due to 20% of roads inventory added in 2008-2011 ** Preliminary review 4 weeks â&#x20AC;&#x201C; Final review 2 weeks
315
EMERGING TRENDS AND ISSUES 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 2015, 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 master planning. The focus of the master plan strategy will be to provide logical servicing to the annexation land base. This will assist in understanding locations of major infrastructure and servicing corridors. The study would establish staging and sequencing strategies so that growth 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. Council’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: In 2015 implementation of both the 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 initiate an update in 2015 to the Offsite levy and acreage assessment 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 Okotoks 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. The new Calgary costof-service methodology will require revisiting of levels of service, cost of service provision, review of benefiting utility infrastructure and Airdrie to pay a regional growth charge.
316
SERVICE LEVELS
Core Service
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Transportation Master Plan, Master Drainage Plan, Utility Master Plan, Sound Attenuation Study
Updates required every five years
Pavement Asset Management/Life Management Strategy cycle Planning
Updates required every three years
Municipal Infrastructure Planning & Management
Engineering Standards
Quality assurance and control of new infrastructure
Costs of Growth
Off-site levy review, Grant applications
Customer Service
Development & Subdivision Review
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
For every phase of new development: CCC- Construction Completion Certificate: FAC â&#x20AC;&#x201C; Final Acceptance Certificate Every two years, and annually respectively
Add rural standards and specifications to manage existing roads and country residential development
Infrastructure, Safety, Noise, Traffic, Utilities, Residents, technical info and general inquires. Technical review and inspect/accept
Call backs within 24 hours of receiving call
Has placed additional demands on staff with need for timely response
Emails responses within 23 day of receipt Level of service is responsive to application activity generated through Planning.
Increase % of applications that meet Planning approval time target:
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
Traffic Impact Assessment associated with development proposals
Review time: 4-5 weeks (relies on consultant turnaround time)
None
Enhance rigor to reflect industry request for fiscal discipline
Total Cost
317
Estimated Cost of Program $840,000* offset by Provincial Grants and Reserves
$50,000* offset by Provincial Grants Engineering salary based
$100,000* funded through offsite levies acreage assessment Engineering salary based
$180,000
$327,800
City of Airdrie 2015 Budget Highlights Financial Summary Engineering Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(288,238)
(325,000)
(280,000)
(361,500)
(367,750)
(349,000)
(12,605)
(190,000)
(190,000)
(180,000)
(60,000)
(60,000)
Drawn from Reserves
(176,230)
(652,421)
(652,421)
(400,000)
Total Revenues
(477,073)
(1,167,421)
(1,122,421)
(941,500)
(427,750)
(484,000)
(477,073)
(1,167,421)
(1,122,421)
(941,500)
(427,750)
(484,000)
Conditional Grants
Total Revenues
(75,000)
(16%)
Expenditures Salaries, Wages & Benefits
307,339
348,250
353,800
379,430
454,068
584,082
Contracted & General Services
379,476
1,011,967
1,013,731
886,820
253,115
328,220
2,256
2,500
2,500
3,050
3,050
3,050
689,071
1,362,717
1,370,031
1,269,300
710,233
915,352
Total Expenditures
689,071
1,362,717
1,370,031
1,269,300
(7%)
710,233
915,352
NET COST/(GAIN)
211,998
195,296
247,610
327,800
32%
282,483
431,352
Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
2.65
2.65
2.65
3.65
4.65
Year Equivalent: Part - Time
0.25
0.38
0.73
0.73
0.73
Total Personnel - Year Equivalents
2.90
3.03
3.38
4.38
5.38
2.90
3.03
3.38
4.38
5.38
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
73,103
81,719
96,982
3%
64,494
80,177
$4
$5
$6
$3
$4
$6
Total Personnel
12%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
318
City of Airdrie 2015 Budget Highlights Financial Summary Engineering Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Engineering Services 1-61-020 ENGINEERING
211,997
219,170
247,610
32%
327,800
282,483
431,352
Total Engineering Services
211,997
219,170
247,610
32%
327,800
282,483
431,352
211,997
219,170
247,610
32%
327,800
282,483
431,352
Total Engineering Services
Council Approved Budget
319
CITY OF AIRDRIE - 2015 OPERATING BUDGET Engineering BUDGET NOTES Growth is expected to be high in 2015, based on provincial and regional forecasts. High growth in Airdrie from residential, commercial and industrial growth will place increasing demands on current resources and require additional reliance on external consultants. Engineering will initiate water and wastewater master planning. The focus of the master plan strategy will be to provide logical servicing to the annexation land base. This will assist in understanding locations of major infrastructure and servicing corridors. The study would establish staging and sequencing strategies so that growth proceeds in an orderly manner. Costing and financing requirements will feed into acreage assessment and levy fees. 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. In 2015 implementation of both the 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 emphasizing the downtown and Highway 2 corridor are forthcoming. The department will initiate an update in 2015 to the Offsite levy and acreage assessment to ensure that new development contributes fairly to the costs of growth. 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. The new Calgary cost of service methodology will require re-visiting of levels of service, cost of service provision, review of benefiting utility infrastructure and Airdrie to pay a regional growth charge .
Council Approved Budget
320
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Engineering Services Revenues Other Revenues Conditional Grants
(81,500) Increase due to anticipated growth and revenue from shallow utility approvals. 10,000 Provincial grants increased for signal timing study (-$50,000), and pavement management study (-$70,000) offset by a decrease of intersection safety audits (+$10,000) and arterial functional study (+$120,000).
Drawn from Reserves
252,421 Decrease due to change in scope of studies.
Total Revenues
180,921 $180,921
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities Total Expenditures
25,630 Reflective of COLA, band and step increases and associated benefit increases (+$11,000); addition of 0.35 FTE field inspector (+$15,000). (126,911) Increases in external consulting to accommodate downtown parking study and servicing capacity analysis (+$150,000), two corridor and other consulting studies (+$232,000), signal timing study (+$47,000), pavement management system (+$70,000), and infrastructure off-site levy review (+$150,000) offset by removal of the transportation study (-$53,000), NE servicing study (-$150,000) and the water/utility master plan (-$450,000). Reduction in arterial functional planning study (-$120,000). 550 (100,731) ($100,731)
Net Increase (Decrease)
$80,190
Council Approved Budget
321
CITY OF AIRDRIE 2015 BUSINESS PLAN
PARKS OPERATIONS BUSINESS FOCUS STATEMENT To maintain public green spaces, outdoor recreational facilities and to ensure that a diverse parks system is maintained to the highest possible standard while ensuring opportunities for active and passive leisure that will enhance quality of life for individuals and the community.
CORE SERVICES •
• • • • • • •
Maintenance of all City green space: 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 green space: Utilize sound management and water conservation practices Sports field and amenity maintenance: Ensuring amenities meet the user needs Provision and maintenance of landscape infrastructure around public facilities Parks administration: Provide direction and assistance to public and non-profit groups accessing funding through grants and fundraisers
KEY SUCCESS INDICATORS Measure
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
Ensure needs are met or addressed in an acceptable time frame
92%
88%
83%
84%
84%
Indicator Citizen Satisfaction Survey
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Complete Standards Review
Initiative/Strategy Take it to Senior Leadership Team, Council
Ensure the preservation and maintenance quality of natural public land Manage environmentally sensitive areas
Natural Areas Standard
2016 and 2017 Desired Outcome Reduce liability exposure on our pathway system
Initiative/Strategy Develop inspection, tracking system for all pathways and pedestrian bridges Complete inventory and establish successional inter-planting plan
Create downtown tree plan
Inventory and develop riparian plans and maintenance standards
322
Target Endorsed by Council; to be implemented in summer of 2015 2015 2015 Target Reduce % 2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Kilometers of pathway maintained Acres of parkland maintained Number of City trees planted Number of playgrounds provided Customer service requests addressed Parks facility booking agreements
2015 2014 Forecast Projected 102 98 1,060 1,030 500 481 67 65 650 650 200 200
2013 Actual 94 1,010 516 59 645 151
2012 Actual 80 988 270 59 624 132
2011 Actual 80 897 260 57 810 149
2010 Actual 71 773 210 55 874 105
Customer Benefits (Key efficiency measures) 2013 Actual 94 48 793 769
Activity Description Km of pathway cleared within 24 hours Number of residents per acre of parkland Number of residents per playing field Number of residents per tot lot/playground
2012 Actual 80 46 725 774
2011 Actual 80 48 685 731
2010 Actual 71 50 632 724
*Assumptions: 2014-2015 = 5% annual population growth
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Total groomed parkland acres 580 Number of residents per one acre of 85 groomed parkland Length of all paved pathways 98
Grande Prairie 55,032 600
Lethbridge 93,004 1,370
Medicine Red Hat Deer 61,180 98,585 617 2,159
92
66
99
46
63
80
152
92
72
101
St. Albert 63,255 1,052
Playfields (ball diamonds)
25
17
65
44
86
25
Playfields (soccer/football) Playgrounds
38 59
32 98
72 110
38 87
78 142
43 81
Spray parks
1
1
2
4
3
1
Skate parks
1
1
2
1
2
1
Outdoor skating rinks
8
10
3
70
27
Off leash dog parks/ areas
5
1
3
24 Interconnecting large natural area
2
3
*Note: Population figures shown are for most recent year available
323
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% capacity; 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, rugby etc.) Aging demographics will come into play when initially designing and when redeveloping parks in existing neighborhoods. 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 initiative 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 initially 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. Land acquisition Hosting major events will require a need for more amenities Establishing benchmarks for Parks in cooperation with other municipalities for efficiency measures.
324
SERVICE LEVELS
Core Service Maintenance of green space
Major Functions Turf Maintenance – General park and 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 wildlife control
Sports field 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 Tree maintenance
Expansion / maintenance of urban forest
Description of Current Level (e.g.: frequency; standard; response time)
• Aeration: o A – 1 or 2 times annually o S – 2 times seasonally • Topdressing and over seeding: o A & S – as required • Mowing: o A – 7 days o B – 10 days o C – 14 days o S – 2 or 3 times per week • Trimming, fertilizing turf • Garbage and litter control: o Summer – 3times per week o Winter - 1 time per week • Fall/Spring clean up • Off leash area maintenance • Park rehabilitation • Park access agreements • Washroom maintenance 1 time per day • Cemetery burials • Cemetery maintenance • Weed control coverage: o A – below 10% o B – below 20% o C - below 10% • Mosquito control • Wildlife control (beaver, badger, gopher etc.) Inspected 1 time/ month Repairs and installations Patching, sweeping, snow and ice control
Tree pruning, watering, removal, replacement as required, Urban Forest Policy
325
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Major Functions Flowerbed, shrub bed maintenance
Irrigation of green space
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)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
4,359,360
Shrub pruning, bed cultivation, soil amendments, fertilization, deadheading, mulching edging, watering etc. as required Level A & S – 1” per week; repairs as needed
As required
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
326
City of Airdrie 2015 Budget Highlights Financial Summary Parks Operations By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Parks Operations 1-29-100 MOSQUITO CONTROL 1-56-010 CEMETERIES
25,328
27,401
6,260
118%
13,650
10,080
1-72-081 PARKS - JOINT USE
47,591
68,134
60,230
7%
64,690
69,425
71,884
3,513,981
3,523,812
3,921,750
9%
4,279,120
4,212,454
4,299,263
1-72-085 PARKS - GENERAL 1-72-086 PARKS - CATHOLIC SCHOOL SITE 1-72-991 PARKS - GROUNDS, IRRIGATION & SNOW 1-73-012 SPRAY PARK
12,211
7,837
7,464
12,560
(8%)
11,510
12,222
12,585
(36,896)
(19,001)
(20,080)
39%
(27,870)
(27,158)
(26,795)
2,213
2,270
12,860
42%
18,260
18,343
18,430
3,560,054
3,610,080
3,993,580
9%
4,359,360
4,295,366
4,387,578
3,560,054
3,610,080
3,993,580
9%
4,359,360
4,295,366
4,387,578
1-73-014 COMMUNITY DEVELOPMENT - SKATEBOARD PARK Total Parks Operations Total Parks Operations
Council Approved Budget
327
City of Airdrie 2015 Budget Highlights Financial Summary Parks Operations By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
(288,500)
Revenues Sales & User Charges Other Revenues Conditional Grants Drawn from Reserves Total Revenues Total Revenues
(260,384)
(283,640)
(271,560)
(288,500)
(288,500)
(2,091)
(6,005)
(2,400)
(3,150)
(2,500)
(2,600)
(41,224)
(26,050)
(26,050)
(46,930)
(44,305)
(43,673)
(335,305)
(334,773)
(335,305)
(334,773)
(2,580)
(1,780)
(1,780)
(4,750)
(306,279)
(317,475)
(301,790)
(343,330)
(306,279)
(317,475)
(301,790)
(343,330)
14%
Expenditures Salaries, Wages & Benefits
2,362,180
2,507,875
2,481,110
2,690,240
2,789,277
2,842,021
Contracted & General Services
232,476
391,965
321,150
526,920
420,991
424,991
Materials, Goods, Supplies, & Utilities
523,339
652,079
641,820
834,250
689,380
698,316
Added to Reserves/Allowances
484,150
584,000
584,000
384,000
484,000
510,000
Long-Term Debt
266,307
267,290
267,290
267,280
247,023
247,023
Grants to Groups & Other Organizations Total Expenditures
(2,120) 3,866,332
4,403,209
4,295,370
4,702,690
4,630,671
4,722,351
Total Expenditures
3,866,332
4,403,209
4,295,370
4,702,690
9%
4,630,671
4,722,351
NET COST/(GAIN)
3,560,053
4,085,734
3,993,580
4,359,360
9%
4,295,366
4,387,578
Personnel - Year Equivalents Year Equivalent: Full - Time
17.90
18.91
18.91
18.91
18.91
Year Equivalent: Part - Time
15.62
15.61
17.71
17.71
17.71
Total Personnel - Year Equivalents
33.52
34.52
36.62
36.62
36.62
33.52
34.52
36.62
36.62
36.62
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
106,207
115,689
119,043
2%
117,296
119,814
$72
$75
$74
$1
$68
$65
Total Personnel
6%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
328
CITY OF AIRDRIE - 2015 OPERATING BUDGET Parks Operations BUDGET NOTES Given the timing of new development being turned over to the City by developers (two to three years after development), it is expected that the 2013/2014 development activity will impact parks operations in 2015. With current growth predictions, approximately 22 additional acres of parkland, four kilometers 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.
Council Approved Budget
329
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Parks Operations Revenues Sales & User Charges
Other Revenues Conditional Grants Drawn from Reserves Total Revenues
(16,940) Increases in Rocky View Schools joint use charges (-$7,000) and school contract revenue (-$9.000). (750) (20,880) Increase in Rocky View County grant. (2,970) (41,540) ($41,540)
Expenditures Salaries, Wages & Benefits
209,130 Reflective of COLA, band and step increases and associated benefit increases (+$113,000); addition of 2.1 FTE seasonal gardeners (+$83,000); increase in overtime (+$13,000).
Contracted & General Services
205,770 Increases in Woodside fence repairs and painting (+$140,000 which includes a one-time cost of $110,000), outsourced contracting for valves testing (+$17,000), general parkland development (+$24,000) and irrigation repairs (+$10,000); also includes increases in training cost (+$7,000) and insurance premiums (+$9,000).
Materials, Goods, Supplies, & Utilities
192,430 Increase due to addition of parks non-capital equipment purchase (+$25,000); increase in goods such as storage boxes (+$25,000) and various garbage bags (+$20,000); addition of installing meters at all park sites (+$110,000), and utilities cost (+$8,000).
Added to Reserves/Allowances
Long-Term Debt Total Expenditures
(200,000) Decrease in transfer to reserves due to funding model change with Federal Gas Tax funds. (10) 407,320 $407,320
Net Increase (Decrease)
$365,780
Council Approved Budget
330
CITY OF AIRDRIE 2015 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 •
•
• •
Parks planning and redevelopment: o Collaborating with the community to establish and redevelop civic parks and open spaces o Liaise with private and public stakeholders to provide outdoor community activities/opportunities o Respond to residents’ inquiries and concerns regarding new park development Park development plan review and inspections: o Review and inspect new developments in order to ensure operational integrity and compliance with appropriate specifications o Maintain a current record drawing inventory and park development files Roadwork’s Landscaping: Manage external consultants/contractors as related to private development and capital projects Development permit/plan review: Provide development and technical information/advice to internal departments, external clients and advisory/regulatory boards
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) Projects substantially complete within budget year
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
90%
88%
88%
83%
N/A
100%
90%
95%
95%
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Nose Creek Park enhancement planning Pedestrian bridge lifecycle – Nose Creek Park Arterial landscaping Waterway enhancements Chinook Winds Regional Park – Landscaping, trees, extension of trail system & park furniture, ties to new pond to the NW Parkland Development
• • • • • • • • • • •
Initiative/Strategy Design concept and open house(fall 2014) CSAB, Council Master plan, open house and Council Review Upgrading/RFP/Construction Complete landscaping associated with 2014 development of new communities Riparian redevelopments Order plant material/Installation Completion of 2014 construction and 2015 projects Update Council
• New off-leash area planning & construction
331
Target 1st quarter 2nd quarter 3rd quarter 1st quarter nd rd 2 /3 quarter 2nd/3rd quarter 2nd/3rd quarter 3rd quarter 4th quarter 3rd quarter
Sign program
Landscaping Programs
• • • • • •
Park identity signs installation Park sign inventory keep up to date Way Finding signs installation Boulevard & parkland improvements Plan ting introductions to ER’s Planning & construction
2016 and 2017 Desired Outcome Waterway enhancements
Initiative/Strategy • Riparian redevelopments
Nose Creek Park enhancement and construction
• • • •
Park Landscaping Programs
Quad Ball Diamond Parkland acquisition Arterial landscaping
Nose Creek Regional Park enhancement Quad ball diamond
Sign program
Waterway enhancements Pedestrian bridge lifecycles – Nose Creek Park
RFP Construction Finish Update Council Working with Parks on areas of improvement of landscaping on boulevards and parkland • Planning and construction • Planning/Design/RFP
• Working with planning and corporate properties to acquire new recreational and passive land • Work with Planning and Engineering on new communities requiring landscaping and pathway treatments • Finalize construction • Update Council • Working with planning on location and funding for the project, initial planning stage and construction • Construction • Update the Nose Creek Park Identity signs, Fletcher Park, • Way finding signs Installed • Riparian redevelopments • Bridge Replacement and Repair • Construction
332
4th quarter
3rd quarter
Target nd
2 quarter 2016 1st quarter 2016 2nd quarter 2016 4th quarter 2016 2nd quarter 2016 3rd quarter 2017 1st quarter 2016 1st quarter 2016 2nd quarter 2016-2017 3rd quarter 2016-2017 4th quarter 2017 1st quarter 2017 3rd quarter 2017 1st quarter 2016 3rd quarter 2017 2nd quarter 2017 2nd quarter 2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 2014 2013 Forecast Projected Actual 3.6 4.2 3.8
Activity Description
Kilometers of Roadway Landscaping (Collectors/Arterials) Acres of Parkland Development (MR, 24 20 ER, PUL & MSR) Capital Project Management Dollars $3.03 MM $2.46MM
2012 Actual 2.5
2011 Actual 3.3
2010 Actual 6.3
23
21
20
22 $2.74 MM
$6.6 MM (includes 23 $1.1 MM ELH reno)
N/A
Customer Benefits (Key efficiency measures) Activity Description
2013 Actual
2012 Actual
2011 Actual
100%
100%
100%
100% 88%
100% 83%
95% N/A
Percentage of parks plans reviewed and finalized within eight weeks (time in PDS department only) Percentage of site inspections completed within two working days of request Parks Satisfaction Rating Grande Prairie 55,032 600
Lethbridge 93,004 1,305
1,010
N/A
1,865
605
4,100
1,100
1,030
N/A
1,915
630
N/A
1,120
22
N/A
37
25
55
18
New Development Acres (2014) Estimated
20
N/A
45
27
N/A
20
Parks Development Staff (2011-2013)
3
3
4
3
4
3
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Developed Parkland Acres (2012) 988 Developed Parkland Acres (2013) Developed Parkland Acres (2014) Estimated New Development Acres (2013)
Medicine Red Hat Deer 61,180 98,585 580 2,298
St. Albert 63,255 1,000
*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.
333
SERVICE LEVELS
Core Service
Major Functions
• Park concept review • Liaise with developers and consultants • Interdepartmental liaison Existing Park • Redevelopment inspections Redevelopment • Planning • Development of RFP and tender documentation • Quality assurance of contractors and consultants New Parks Planning
Park Development Plan Review and Inspections Roadwork’s Landscaping
Development Permit/Plan Review
• 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
*
334
$347,900
City of Airdrie 2015 Budget Highlights Financial Summary Parks Development By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Infrastructure Parks Development 1-72-100 PARKS DEVELOPMENT
399,296
446,280
339,590
2%
347,900
364,584
372,245
Total Parks Development
399,296
446,280
339,590
2%
347,900
364,584
372,245
399,296
446,280
339,590
2%
347,900
364,584
372,245
Total Parks Development
Council Approved Budget
335
City of Airdrie 2015 Budget Highlights Financial Summary Parks Development By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Total Revenues
Expenditures Salaries, Wages & Benefits
354,576
287,640
287,640
295,540
301,224
308,845
43,724
49,720
48,950
51,360
62,360
62,400
997
3,000
3,000
1,000
1,000
1,000
399,297
340,360
339,590
347,900
364,584
372,245
Total Expenditures
399,297
340,360
339,590
347,900
2%
364,584
372,245
NET COST/(GAIN)
399,297
340,360
339,590
347,900
2%
364,584
372,245
Contracted & General Services Materials, Goods, Supplies, & Utilities Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
4.00
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
4.00
3.00
3.00
3.00
3.00
4.00
3.00
3.00
3.00
3.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
99,824
113,197
115,967
121,528
124,082
$8
$6
$6
$6
$6
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
336
CITY OF AIRDRIE - 2015 OPERATING BUDGET Parks Development BUDGET NOTES There is a small increase in this year's budget as with the growth of the city there has been a need for more consulting.
Council Approved Budget
337
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Parks Development
Expenditures Salaries, Wages & Benefits
7,900 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
2,410
Materials, Goods, Supplies, & Utilities Total Expenditures
(2,000) 8,310 $8,310
Net Increase (Decrease)
$8,310
Council Approved Budget
338
Director of Community Services
Building Operations Team Leader
Economic Development Team Leader
Transit Coordinator
Facility Maintenance General
Economic Development Officers
Administrative Assistant
Facility Maintenance Electrical
Administrative Assistant
Janitorial/Labourers
Facility Maintenance HVAC Scott DeMott
Administrative Assistant Jennifer Sugden
339
Director of Community Services
Manager of Genesis Place
Aquatic Services Team Leader
Aquatic Programmer
Aquatic Training Programmer
Head Guard
Administration Assistant
Facility Operations Team Leader
Facility Operators
Facilities Resource Coordinator
Customer Services Team Leader
Fitness and Leisure Team Leader
Facility Bookings/Special Events Programmer Wellness & Leisure Programmer
Fitness and Community Programmer
Pre-School/Children/ Youth Programmer
Weight Room Representatives
Fitness/Leisure Instructors
Recreation Instructors (Kids Connection)
Personal Trainers
Aquacize Instructors
Child Care Leaders
Customer Service Programmers
Janitorial
Chinook Winds Spray Park
System and Finance Administrator
Customer Service Shift Lead
Aquatic Shift Leader Customer Service Representatives
Fitness Shift Leaders
Birthday Party Representative
Lifeguards/Instructors
Learn to Swim/ Advanced Aquatic Program Instructors Red Cross Instructors Advanced Aquatics First Aid Instructors Specialty Instructors
340
Part Time Customer Service Representatives
Recreation Leaders/ Birthday Party Hosts/ Leaders
Part Time Facility Attendants
Day Camp/Summer Staff
Director of Community Services
Manager of Recreation/ Culture & Social Sustainability
Theatre Team Leader
Arena Operations Team Leader
Program Coordinator
Arena Programmer
Theatre Publicist
Theatre Technician
Centralized Facility Bookings and Special Events
Community Development / Social Planning Team Leader
Community Development
Social Planning
Community Developers
Social Planning Coordinator
Arena Operations Coordinator
Arena Operators Social Planner
Part Time Theatre Staff
Part Time Operators
Administrative Assistant Part Time Rink Attendants
341
City of Airdrie 2015 Budget Highlights Financial Summary Community Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Building Operations
782,189
836,210
897,650
9%
978,630
1,020,380
987,002
1,028,686
1,197,905
1,273,180
5%
1,338,650
1,351,234
1,383,442
Social Planning
238,002
242,010
445,470
423,990
437,315
454,807
Airdrie Housing
150,000
150,000
150,000
150,000
150,000
150,000
Economic Development
663,929
667,850
751,870
9%
816,080
887,816
817,679
1,663,934
1,628,905
1,660,810
29%
2,148,890
2,233,624
2,298,243
Arenas
482,067
506,115
522,040
14%
594,510
583,141
600,386
Community Development
629,705
648,865
918,130
(7%)
851,990
880,355
900,788
Bert Church
234,066
267,820
254,390
9%
277,260
289,987
303,745
Culture
1,519,494
1,519,430
1,740,680
8%
1,886,540
2,151,299
2,332,061
Total Community Services
7,392,072
7,665,110
8,614,220
10%
9,466,540
9,985,151
10,228,153
7,392,072
7,665,110
8,614,220
10%
9,466,540
9,985,151
10,228,153
Transit
Genesis Place
Total Community Services
Council Approved Budget
342
(5%)
City of Airdrie 2015 Budget Highlights Financial Summary Community Services
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales & User Charges
(4,684,937)
(4,923,430)
(4,872,390)
(4,995,670)
3%
(5,475,656)
(5,642,404)
Other Revenues
(2,044,310)
(2,308,530)
(2,565,970)
(2,311,220)
(10%)
(2,407,313)
(2,502,375)
Conditional Grants
(824,351)
(797,480)
(792,480)
(844,370)
7%
(846,464)
(845,412)
Drawn from Reserves
(358,273)
(394,350)
(394,350)
(350,000)
(11%)
(350,000)
(350,000)
Internal Recoveries
(1,106,174)
(1,148,050)
(1,108,050)
(1,155,750)
4%
(1,121,758)
(1,224,550)
Total
(9,018,045)
(9,571,840)
(9,733,240)
(9,657,010)
(1%)
(10,201,191)
(10,564,741)
Salaries, Wages & Benefits
6,781,581
7,511,876
7,891,770
7,847,030
(1%)
8,359,451
8,562,391
Contracted & General Services
3,510,207
4,073,495
4,102,295
4,590,610
12%
4,665,877
4,754,280
Materials, Goods, Supplies, & Utilities
1,808,975
1,527,446
1,547,843
1,688,760
9%
1,683,284
1,753,963
1,802
3,402
518,597
554,500
554,000
706,000
27%
906,000
981,000
55,417
60,500
54,000
64,500
19%
67,500
70,500
Long-Term Debt
1,267,678
1,384,960
1,384,960
1,384,970
1,384,966
1,364,055
Internal Charges
282,848
312,150
312,150
329,720
6%
350,494
388,688
Expenditures
Contributed to Capital Added to Reserves/Allowances Bank Charges & Short Term Interest
Other Transacations Grants to Groups & Other Organizations Total NET COST/(GAIN)
(100%)
(179) 2,184,993
2,497,040
2,497,040
2,511,960
1%
2,768,770
2,918,017
16,410,117
17,923,769
18,347,460
19,123,550
4%
20,186,342
20,792,894
7,392,072
8,351,929
8,614,220
9,466,540
10%
9,985,151
10,228,153
53.50
Personnel - Year Equivalents Year Equivalent: Full - Time
48.75
55.00
52.50
(5%)
53.50
Year Equivalent: Part - Time
51.64
50.42
46.56
(8%)
46.56
46.56
100.39
105.42
99.06
(6%)
100.06
100.06
Total Personnel - Year Equivalents
Council Approved Budget
343
CITY OF AIRDRIE 2015 BUSINESS PLAN
BUILDING OPERATIONS BUSINESS FOCUS STATEMENT Building Operations provides preventive maintenance, general repairs, waste and recycle management, 24 hour emergency repairs, pest control management, life safety systems and project 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 and City Hall). Life safety systems: monitor and facilitate testing, repair and replacement of fire suppression/extinguishers, Carbon Monoxide (CO)/Nitrogen Oxide (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 seven City facilities (819 East Lake Blvd., 15 East Lake Hill, Town & Country Centre and the Kings Heights, Main Street and Chinook Winds fire halls). Manage recycle collection contracted services for ten civic facilities. Janitorial services: Plan, manage and implement industry standard cleaning schedules and techniques to ensure a clean, healthy environment in nine occupied City facilities. Contract administration of floor mats at eight facilities. Procurement of consumables (hand soap and sanitizer, garbage bags, toilet and tissue paper, hand towels, cleaning supplies, gloves). Manage contracted services for the Municipal Police building (RCMP, Sheriffs, and Municipal Enforcement). 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 eleven 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 24/7/365. Pest Control: Manage contract administration for pest control at 21 facilities
KEY SUCCESS INDICATORS Indicator
Measure
Cost Effectiveness – Operations*
Maintenance costs per square foot Janitorial costs per square foot
Cost Effectiveness – Janitorial**
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
$3.60
$3.14
$2.82
$3.15
$3.54
$4.61
$4.05
$3.59
$3.72
$4.01
* Costs for operations made up of salaries, wages, benefits, purchased services, travel, training, cell phones, repairs & maintenance, technology services, goods and shop supplies. ** Costs for janitorial made up of salaries, wages, benefits and janitorial supplies/equipment. Includes contracted services for vacation and extended sick time (implemented for 2014 budget). In the last 2 years equipment was purchased for staff efficiency and to reduce repetitive strain injuries and lost time.
344
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S11/14 - Reduced energy costs in facilities identified in the energy audit Work towards a streamline process between 2 databases for more accurate budget/reporting of expenditures by cost centers 2016 and 2017 Desired Outcome Implement capital & operating recommendations based on 2014 energy audit report S11/14 - Potential for energy savings through automation (HVAC)
Initiative/Strategy Utilize recommendations from 2014 audit reports to implement solutions for reduction carbon footprint and operating costs Work with Business Strategy and IT to review processes and database integration
Target 10% decrease in utility costs
Initiative/Strategy Utilize recommendations from 2014 audit reports to implement solutions for reduction carbon footprint and operating costs Research and identify building automation for existing major facilities
Target 10% decrease in utility costs
Move from a manual to automated process
To have an estimated cost and ROI for automation
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description # of work orders received # of hours worked compared to available hours Total Square footage cleaned by all janitorial staff Square footage cleaned per janitorial FTE
2015 2014 2013 Forecast Projected Actual 1,700 1,600 1,404 97% 95% n/a 61,802 61,802 61,802 16,480 16,480 18,448
2012 Actual 1,402 n/a 61,802 18,448
2011 Actual 994 n/a 52,802 16,042
2010 Actual 485 n/a 48,171 16,403
*2014 projected work orders anticipate additional door hardware work orders and 2nd floor at Municipal Policing building *2015 forecasted work orders to include additional facilities for Chinook Winds Parks/PW Ops facility and Williamstown fire hall *2014 FTE based on 3.75 and doesnâ&#x20AC;&#x2122;t include contracted services for janitorial *2015 doesnâ&#x20AC;&#x2122;t include additional square footage for Chinook Winds Parks/PW Ops facility and Williamstown fire hall for janitorial/contracted services
345
346
Customer Benefits (Key efficiency measures) Activity Description % of unplanned repairs compared to total work orders
2013 Actual 4%
347
2012 Actual 5.33%
2011 Actual 5.34%
2010 Actual 3.74%
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* IFMA (International Facility Management Association) 2007 Benchmarking for $8.21 Canada was $7.40 USD
Grande Prairie 55,032
Lethbridge 93,004
N/A
N/A
Medicine Red Hat Deer 61,180 98,585 N/A
N/A
St. Albert 63,255 N/A
*Note: Population figures shown are for most recent year available * Information from IFMA Operations and Maintenance Benchmarks Report
EMERGING TRENDS AND ISSUES The organics and recycle program has lost some momentum. Vendor has started to provide weekly reports on usage indicating that the program isnâ&#x20AC;&#x2122;t being utilized fully for waste diversion. Looking at ways to communicate lack of usage and increase awareness to city staff. In the first four months of 2014 there has only been one extra trip for waste collection. Continue to have ongoing vandalism in all parks. Through the TAME program our department has been able to secure grant funding for an outside LED lighting project at RCMP detachment. Building Operations will continue to explore other opportunities for grant funding. Benchmarking continues to be a challenge as each municipality does operationally different functions (some include grounds maintenance or outsource services). Even comparing with the private sector, many operational costs include utility costs and taxes, making accurate comparisons extremely difficult.
348
SERVICE LEVELS Core Service Building Systems
Major Functions Electrical
Plumbing
Heating Ventilation and Air Conditioning (HVAC)
Roof Maintenance
24/7 Emergency response Life Safety Systems
Emergency lighting
Fire suppression/fire extinguisher, CO/NO gas detection, fire panel testing Fire panel trouble alarms in facilities
Waste & Recycle management
Manage waste and facility recycle services contract and verify proper invoicing.
Audit
Description of Current Level (eg: frequency; standard; response time)
Support for all City facilities and departments with majority of requests completed by trained staff (13.7% of total work orders) based on established priorities. Some large projects completed by contractor. Basic plumbing repairs including blocked lines completed by staff (8.5% 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 (33.7% of total work orders) 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 and recycle 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)
349
Proposed Service Level Changes
Estimated Cost of Program
Core Service Janitorial services
Major Functions Daily, weekly, monthly, annual cleaning
Preventive maintenance of janitorial equipment General repairs
Emergency repairs
Pest Control
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 Manage contract for pest control
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$978,630
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 (37.2% 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 Review monthly reports for pest activity, coordinate installation for new facilities and verify proper invoicing
350
City of Airdrie 2015 Budget Highlights Financial Summary Building Operations By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Building Operations 1-31-013 BUILDING OPERATIONS - ADMINISTRATION
782,189
836,210
26,222
314%
108,540
125,210
68,230
742,420
2%
755,090
776,674
800,210
1-31-017 BUILDING OPERATIONS - RCMP
26,002
(37%)
16,350
16,350
16,350
1-31-018 BUILDING OPERATIONS - FIRE HALLS
55,713
1%
56,250
59,301
59,271
1-31-019 BUILDING OPERATIONS - 15/21/23 EAST LAKE HILL
47,293
(10%)
42,400
42,845
42,941
1-31-016 BUILDING OPERATIONS - CITY HALL
Total Building Operations Total Building Operations
782,189
836,210
897,650
9%
978,630
1,020,380
987,002
782,189
836,210
897,650
9%
978,630
1,020,380
987,002
Council Approved Budget
351
City of Airdrie 2015 Budget Highlights Financial Summary Building Operations By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Drawn from Reserves
(7,624)
(22,000)
(22,000)
Internal Recoveries
(960,040)
(1,008,050)
(1,008,050)
(1,015,750)
(981,758)
(1,084,550)
Total Revenues
(967,664)
(1,030,050)
(1,030,050)
(1,015,750)
(981,758)
(1,084,550)
(967,664)
(1,030,050)
(1,030,050)
(1,015,750)
(981,758)
(1,084,550)
Total Revenues
(1%)
Expenditures Salaries, Wages & Benefits
680,235
740,030
755,750
780,850
800,356
816,634
Contracted & General Services
840,414
932,226
941,655
935,810
933,978
957,778
Materials, Goods, Supplies, & Utilities
112,202
101,724
103,493
127,720
117,804
122,140
1,802
1,802
Contributed to Capital Added to Reserves/Allowances Total Expenditures Total Expenditures
NET COST/(GAIN)
117,000
125,000
125,000
150,000
150,000
175,000
1,749,851
1,900,782
1,927,700
1,994,380
2,002,138
2,071,552
1,749,851
1,900,782
1,927,700
1,994,380
3%
2,002,138
2,071,552
782,187
870,732
897,650
978,630
9%
1,020,380
987,002
Personnel - Year Equivalents Year Equivalent: Full - Time
7.00
9.00
8.00
8.00
8.00
Year Equivalent: Part - Time
1.35
0.75
0.75
0.75
0.75
Total Personnel - Year Equivalents
8.35
9.75
8.75
8.75
8.75
8.35
9.75
8.75
8.75
8.75
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
93,675
92,067
111,843
(1%)
116,615
112,800
$16
$17
$17
$1
$16
$15
Total Personnel
(10%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
352
CITY OF AIRDRIE - 2015 OPERATING BUDGET Building Operations BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) For 2015, Building Operations will be responsible for providing core services with varying degrees of support for 45 city-owned structures from cemetery sheds and parks washrooms to City Hall and fire halls. In early 2014, Building Operations staff met with Finance staff to completely overhaul the structure of the budget into five cost centers (instead of one previously) to reduce the number of general ledger accounts. These changes will facilitate better accuracy in departmental chargebacks. As a continuation of Council's previous strategic priority for energy savings in civic buildings, Building Operations is requesting additional funding for an energy audit of City Hall. Building on the recommendations from the 2014 energy audit report, Building Operations will implement process related changes to reduce energy costs, while preparing for operating and capital expenditures for the 2016 budget. Expanded use of the Maintenance Connection application has resulted in an increase in assets which has improved the accuracy in time, costs and inventory tracking. Additional data collection and input will be completed as new facilities come online. Building Operations has better access to facility history and emerging trends based on work orders submitted. Due to the Chinook Winds workshop completion scheduled for the latter part of 2015, some basic costs were projected based on previous facilities; however, janitorial requirements haven't been determined and a portion of an FTE for staffing may need to be considered once the facility is operational. The Veterans Boulevard fire hall lease agreement for AHS (Alberta Health services - ambulance services) hasn't been completed, therefore, janitorial requirements are not known and may also require a staffing review once the agreement is defined.
Council Approved Budget
353
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Building Operations Revenues Drawn from Reserves
22,000 Removal of one-time 2013 carry forward costs for City Hall main door replacement (+$15,000) and building inspections/planning front counter renovations (+$7,000).
Internal Recoveries
(7,700) Increase in chargebacks to other departments.
Total Revenues
14,300 $14,300
Expenditures Salaries, Wages & Benefits
25,100 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
(5,845) Savings in purchased services for overall facilities (-$20,000); additional savings in repairs and maintenance (-$7,000) offset by increased building common costs for City Hall lease (+$22,000).
Materials, Goods, Supplies, & Utilities
24,227 Increase in overall goods for facilities (+$12,000) and higher utilities costs (+$12,000).
Contributed to Capital
(1,802)
Added to Reserves/Allowances
25,000 Increase in contribution to reserves to fund futue capital projects.
Total Expenditures
66,680 $66,680
Net Increase (Decrease)
$80,980
Council Approved Budget
354
City of Airdrie 2015 Budget Highlights Financial Summary Transit By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Transit 1-34-010 ACCESS AIRDRIE
161,943
175,550
194,310
3%
200,910
205,129
211,124
1-34-011 TRANSIT SERVICES
960,646
1,020,755
990,920
12%
1,110,030
1,124,899
1,148,377
(68%)
1-34-012 INTERCITY EXPRESS (ICE) Total Transit Total Transit
(93,903)
1,600
87,950
27,710
21,206
23,941
1,028,686
1,197,905
1,273,180
5%
1,338,650
1,351,234
1,383,442
1,028,686
1,197,905
1,273,180
5%
1,338,650
1,351,234
1,383,442
Council Approved Budget
355
City of Airdrie 2015 Budget Highlights Financial Summary Transit By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Drawn from Reserves Total Revenues Total Revenues
(761,769)
(837,450)
(781,000)
(989,890)
(968,578)
(1,004,285)
(968,578)
(1,004,285)
(968,578)
(1,004,285)
(139) (34)
(8,850)
(8,850)
(761,942)
(846,300)
(789,850)
(989,890)
(761,942)
(846,300)
(789,850)
(989,890)
25%
Expenditures Salaries, Wages & Benefits
279,935
313,260
301,670
308,960
314,767
321,610
1,419,928
1,591,833
1,612,460
1,870,690
1,866,437
1,930,136
Materials, Goods, Supplies, & Utilities
17,468
77,775
69,280
77,120
70,061
66,339
Internal Charges
73,296
79,620
79,620
71,770
68,547
69,642
1,790,627
2,062,488
2,063,030
2,328,540
2,319,812
2,387,727
Total Expenditures
1,790,627
2,062,488
2,063,030
2,328,540
13%
2,319,812
2,387,727
NET COST/(GAIN)
1,028,685
1,216,188
1,273,180
1,338,650
5%
1,351,234
1,383,442
Contracted & General Services
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
3.00
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
342,895
424,393
446,217
450,411
461,147
$21
$24
$23
$22
$21
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
356
$1
CITY OF AIRDRIE - 2015 OPERATING BUDGET Transit BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Overall Transit is budgeting an increase of (+$105,364) in costs in 2015. These increases are based on the following assumptions: User Fees Ridership on ICE, Local and ACCESS Airdrie are anticipated to increase in 2015. The majority of this increase will come from the ICE service where an additional $45,000 is budgeted in 2015. Advertising Airdrie Transit's advertising contractors have exceeded the contract minimum guarantees the previous two years. Transit staff is budgeting an additional $37,000 in revenues from advertising sales in 2015. Route 900 Operating Contribution & User Fees Airdrie Transit operates the Route 900 service as a net zero service through an agreement with Cross Iron Mills Mall. The $120,000 operating contribution is based on 2014 service levels continuing throughout 2015. Expenditures Local & ACCESS Airdrie Contract Services Transit's largest expenditure, Contracted Services, will experience the largest year-over-year increase. This increase is in relation to a new service agreement with the private provider experiencing a budgeted $3.00 per hour increase from the previous agreement. This is budgeted to result in an increase of (+$75,000) in ACCESS and Local Contracted Services costs. ICE Contract Services The ICE service enters year two of a three year agreement in 2015. The agreement includes an annual increase to service hour rates to reflect items such as inflation and cost of living adjustments. The largest increase to ICE Contract Services is the allocation of the Route 900 service into the ICE budget. Transit administration is budgeting the continuation of the Route 900 service for calendar 2015. Overall, ICE contracted services are budgeted to increase by $103,555 with the inclusion of the Route 900 service being the largest component of this increase. As per the revenues above, these costs are budgeted to be recovered via private contributions and user fee revenue streams. Transit Master Plan Transit administration is recommending the completion of a Transit Master Plan to provide a strategic framework for future transit service delivery. The timing will allow the Transit Master Plan to align with other Council approved strategic and master plans including the AirdrieONE Sustainability Plan, the City Plan and the Transportation Master Plan. The Transit Master Plan will replace the 2013 Transit Investment Strategy document.
Council Approved Budget
357
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Transit Revenues Sales & User Charges
Drawn from Reserves Total Revenues
(208,890) Increase due to forecasted ridership growth in ACCESS and Local (-$6,000); also increases in CrossIron Mills subsidy (-$165,000) and advertising contractors minimum guarantees (-$37,000). 8,850 Removal of one-time 2013 carry forward for transit parts. (200,040) ($200,040)
Expenditures Salaries, Wages & Benefits Contracted & General Services
Materials, Goods, Supplies, & Utilities
Internal Charges Total Expenditures
7,290 Reflective of COLA, band and step increases and associated benefit increases. 258,230 The largest increase to the budget is the service level increase to Route 900 (+$100,000); increased ACCESS contract costs (+$12,000), Transit Master Plan (+$85,000), and local transit service (+$61,000). 7,840 Increases in I.C.E. vehicle parts (+$13,000) and allocation of utilities (+$2.000). Removal of one-time 2013 carry forward for transit parts (-$9,000). (7,850) Decrease in building chargeback. 265,510 $265,510
Net Increase (Decrease)
$65,470
Council Approved Budget
358
CITY OF AIRDRIE 2015 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: The City has a formal agreement with the Province to provide a Family and Community Support Services (FCSS) program in Airdrie. Airdrie ensures funds invested in community programs are effective by reviewing and comparing yearly data for trends. Youth Strategy: The Youth Strategy acts as a purposeful document to guide local decision making. The Strategy assures there are opportunities for youth to interact with local government through advocacy, consultation and decision making. Community Leadership: Individuals and community organizations are honored and recognized for significant involvement and volunteerism in Airdrie. Youth have an opportunity to share their vision and ideas with municipal leaders. Youth have an opportunity to share and gain knowledge from municipal staff. Social Research and Advocacy & Community Needs Assessment: Community residents are supported by a variety of relevant social programs and supports. The Community Needs Assessment ensures that the challenges, strengths and areas of need in the community have been identified and are being used as tools for community planning and direction. Emergency Management: Individuals displaced by a disaster or emergency event are provided with a safe place to gather and access required resources.
KEY SUCCESS INDICATORS Indicator % of people who can recognize their neighbours
Measure
Pass/fail
Neighbourhood perceptions (Community Needs Assessment) Social Capital (FCSS Programs) Annual Provincial FCSS Audit
Community volunteers are being recognized for significant efforts Airdrie youth are consulted on their ideas for the community
# of nomination submissions for (Volunteer of the Year Awards) # of Mayor for a Day Challenge entries (Youth Strategy)
*People’s sense of belonging
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
65%
No survey
No survey
62%
No survey
*65%
60%
66%
75%
73%
pass
Pending results
pass
pass
pass
21
20
21
21
18
30
30
27
N/A
N/A
*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).
359
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Trend 2011, 2012 and 2013 FCSS social indicators.
Initiative/Strategy Compare yearly data to see changes year-over-year.
Connection to local schools (Leadership, Students for Change, Social Studies classes, etc.) for the purpose of regular youth engagement initiatives
Youth engagement initiatives established as part of curricular activities within one or more
2016 and 2017 Desired Outcome Integration of Airdrie Board of Youth Affairs into local school curriculum and/or classes
Initiative/Strategy Students able to receive credits for participation in Airdrie Board of Youth Affairs. Work with consultants to plan, conduct, and present survey.
S10/14 - Assessment of community desires and needs as they relate to arts and culture, recreation and social environments in Airdrie
Target Present data trends to CSAB and Council to use as filters in their 2015 funding allocations To be implemented into curriculum by Q2 Target To be implemented into curriculum by Q4 2016 Q3 2017
Work with Airdrie Housing on developing a Social Housing Assessment 2015 or 2016 â&#x20AC;&#x201C; to be confirmed by Director
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of FCSS funding applications processed Number of Volunteer of the Year Award nominations processed Number of Mayor of the Day applications processed Number of events requiring Emergency Social Services Plan activations (include requests for Provincial support)
2015 2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual Actual 14 14 12 11 11 11 22 23 20 21 21 18 32
30
30
27
N/A
N/A
1
1
3
0
0
0
2013 Actual $13.13 4 9
2012 Actual $13.75 3 8
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
2011 Actual $13.92 5 9
2010 Actual $16.69 4 8
Note: Social investment per capita is calculated on most recent data available.
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Social investment (external) per capita $13.75
Grande Prairie 55,032 $18.07
Lethbridge 93,004 $20.60
Medicine Red Hat Deer 61,180 98,585 * $22.44
St. Albert 63,255 *
Note: 2012 Population figures are used for social investment calculation. Social investment per capita is calculated based on the amounts funded by FCSS in each municipality (not including municipal grant transfers) to community groups in 2012, divided by population as reported to the Government of Alberta. *It is important to note that some municipalities such as St. Albert and Medicine Hat provide direct services in addition to external funding and are therefore not a comparable benchmark for Airdrie.
360
EMERGING TRENDS AND ISSUES With a projected growth of 7.6 per cent this year, we are welcoming newcomers both regional and international to call Airdrie their home. The City is investing in our local economy to attract commercial business that will in turn create job opportunities for residents. One of the challenges however with this strong growth rate is the strain it puts on the social infrastructure. Currently, the City funds 13 preventive social programs through 7 agencies using FCSS funds. Because the grant that the City receives from Government for FCSS has flat lined for the last 8 years, it has been very challenging to keep up with demands for many of the Cityâ&#x20AC;&#x2122;s funded preventive social programs. As outlined in the graph below our Provincial FCSS funding is inversely related to our population growth.
Airdrieâ&#x20AC;&#x2122;s provincial funding for FCSS has not been adjusted for population growth. Although Social Planning tries to maximize efficiencies and ensure communities work collaboratively, the reality is there is a need for more resources invested in these programs to be able to maintain their prevention work. To keep up with demand, the City invests additional dollars, also known as FCSS Plus, apart from our minimum 20% tax contribution. In fact, for the 2014 budget the City had to fund a large percentage of social planning staff through general taxes to ensure more FCSS funds are allocated to community preventive social programs.
361
With the FCSS Plus that the City contributes into the 80/20 partnership the City can only fund so much of what is needed in community. As shown in the graph below, the requests for FCSS funds overwhelm the amount available for allocation.
Note: The data shown on the above graph for 2014 includes a change in budgeting process which moved some prior FCSS management costs into Social Planning general, thus narrowing the gap related to internal charges and funds available for allocation.
362
SERVICE LEVELS
Core Service Prevention
Youth Strategy
Community Leadership
Social Research and Advocacy & Community Needs Assessment
Emergency Management
Description of Current Level
Major Functions
(eg: frequency; standard; response time)
• Facilitate community partnerships that result in stronger social connections • Advocate on behalf of vulnerable populations and conditions • Review FCSS funding applications and develop recommendations based on outcome results • Deliver the FCSS program in accordance with the FCSS Act and Regulation • Solicit and review all reports, evaluations, and financial statements from funded agencies • Review social indicator data • Compile and submit annual provincial reporting • Review of Youth Strategy phases and analysis of findings • Establish outcomes for Youth Strategy in consultation with community stakeholders and youth council • Ensure alignment with the AirdrieONE Sustainability Plan, and other relevant documents • Review Council’s strategic priorities for opportunities for collaboration Planning and coordination of the following programs: •Volunteer of the Year Awards •Mayor for a Day •City Mentorship Program • Research best practices for effective social action in consultation with community social agencies. • Encourage community collaboration through the coordination of the Airdrie Resource Council • Attend Inter-City Forum on Social Policy • Attend PEACE Committee, and other agency meetings, as required • Work with consultants to plan, conduct, and present community needs assessment survey • Train adequate numbers of personnel for designated emergency reception and/or evacuation centre(s) roles. • Maintain an Emergency Social Services personnel roster for deployment.
363
Ongoing; annual reporting requirements.
Reviewed every three years; analysis and outcomes occur within this timeframe.
Annual programs
Social Research and Advocacy is part of regular annual program; Community Needs Assessment is conducted every three years.
Response available 24/7
Proposed Estimated Service Cost of Level Program Changes
Core Service
Description of Current Level
Major Functions
(eg: frequency; standard; response time)
Proposed Estimated Service Cost of Level Program Changes
â&#x20AC;˘ Manage designated emergency reception and/or evacuation centre(s). â&#x20AC;˘ Ensure the Emergency Social Services Plan is revised annually and utilized for guidance of required actions. Total Cost
364
$423,990
City of Airdrie 2015 Budget Highlights Financial Summary Social Planning By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
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
(423,357)
(422,155)
216,700
(13%)
187,660
191,252
201,690
650,500
650,500
228,770
3%
236,330
246,063
253,117
2,969
4,500
7,890
9,165
238,002
242,010
445,470
(5%)
423,990
437,315
454,807
238,002
242,010
445,470
(5%)
423,990
437,315
454,807
Council Approved Budget
365
City of Airdrie 2015 Budget Highlights Financial Summary Social Planning By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(1,822)
(25)
(200)
(100)
(688,602)
(688,600)
(688,600)
(688,600)
(688,600)
(688,600)
(691,039)
(688,625)
(688,800)
(688,700)
(688,500)
(688,500)
(691,039)
(688,625)
(688,800)
(688,700)
(688,500)
(688,500)
247,482
299,650
310,570
290,330
307,784
317,572
17,995
50,005
50,710
44,540
43,780
42,630
Materials, Goods, Supplies, & Utilities
5,095
5,050
6,800
7,100
6,250
6,250
Added to Reserves/Allowances
1,597
Conditional Grants Drawn from Reserves Total Revenues Total Revenues
100
100
(615)
Expenditures Salaries, Wages & Benefits Contracted & General Services
Internal Charges
6,372
7,180
7,180
8,170
9,001
17,855
Grants to Groups & Other Organizations
650,500
759,010
759,010
762,550
759,000
759,000
Total Expenditures
929,041
1,120,895
1,134,270
1,112,690
1,125,815
1,143,307
Total Expenditures
929,041
1,120,895
1,134,270
1,112,690
(2%)
1,125,815
1,143,307
NET COST/(GAIN)
238,002
432,270
445,470
423,990
(5%)
437,315
454,807
Personnel - Year Equivalents Year Equivalent: Full - Time
2.65
3.00
3.00
3.00
3.00
Total Personnel - Year Equivalents
2.65
3.00
3.00
3.00
3.00
2.65
3.00
3.00
3.00
3.00
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
89,812
148,490
141,330
145,772
151,602
$5
$8
$7
$7
$7
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
366
($1)
CITY OF AIRDRIE - 2015 OPERATING BUDGET Social Planning BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) This budget maintains current service levels in Social Planning for 2015. As a result of the reorganization of Community Services in 2014, the Social Planning business unit created two budget accounts for Social Planning: 1) FCSS and 2) Social Planning General. Doing this allowed Social Planning to accurately demonstrate to the province what FCSS funding supports and what the City augments through its FCSS Plus Program. Family and Community Support Services (FCSS) Since 2010, the provincial grant for FCSS has remained stagnant. For 2015, the grant from the province will remain at $688,600 of which the City has to match 25% ($172,150). Combined, these funds support the allocation of FCSS grants to preventive social programs and internal management costs necessary in administering the FCSS Program.The per capita value of the provincial grant decreases as the City’s population increases. To fund components of social programs that do not comply with the FCSS Act, the City contributes more than the minimum 20% requirement through the FCSS Plus Program. For 2015, the FCSS Plus is 5% which allows the City to continue to maintain the FCSS funds it allocated in 2014 of $759,000. As per Council’s resolution to discontinue funding for Volunteer Airdrie in 2015, $44,000 of this total amount will be reallocated to other preventive social programs. Social Planning General For 2015, the educational component of the Bullying Prevention Funds increases by $10,000 as per the threeyear funding cycle approved by Council. However the year-over-year net increase in purchased services is only $4,000. This is because the Community Needs Assessment is only done every three years. Overall, Social Planning is maintaining current service levels. It will focus on the next phase of the Youth Strategy which ties quite nicely with Council’s strategic direction to engage youth in decision-making processes.
Council Approved Budget
367
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Social Planning Revenues Other Revenues
100
Conditional Grants Total Revenues
100 $100
Expenditures Salaries, Wages & Benefits
Contracted & General Services Materials, Goods, Supplies, & Utilities Internal Charges Grants to Groups & Other Organizations Total Expenditures
(20,240) Reflective of COLA, band and step increases and associated benefit increase (+$10,000). Also reflects new employees at lower bands (-$30,000). (6,170) Community needs assessment a one-time cost in 2014 (-$5,000). 300 990 3,540 FCSS allocations increased by Council. (21,580) ($21,580)
Net Increase (Decrease)
($21,480)
Council Approved Budget
368
City of Airdrie 2015 Budget Highlights Financial Summary Airdrie Housing Limited By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
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
369
City of Airdrie 2015 Budget Highlights Financial Summary Airdrie Housing Limited By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Total Revenues
Expenditures 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
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
$3
$3
$3
$2
$2
Cost Per FTE Cost Per Capita
Council Approved Budget
370
CITY OF AIRDRIE - 2015 OPERATING BUDGET Airdrie Housing Limited BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Airdrie Housing Limited is a wholly-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.
Council Approved Budget
371
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Airdrie Housing Limited
Expenditures Grants to Groups & Other Organizations Total Expenditures
Net Increase (Decrease)
Council Approved Budget
372
CITY OF AIRDRIE 2015 BUSINESS PLAN
ECONOMIC DEVELOPMENT BUSINESS FOCUS STATEMENT
Airdrie Economic Development, a department of the City of Airdrie, takes a strategic approach to attracting investment and supporting local businesses to foster a sustainable economy. (NEW)
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 and Information Services are key components of Business Development and Investment Attraction
KEY SUCCESS INDICATORS Indicator
Measure
*Business Environment Business Satisfaction with City services Business growth Strong Local Economy
Satisfaction with operating a business in Airdrie Percentage of satisfied business
(Stretch) Target 92% satisfaction
2013 Actual
2012 Actual
89%
N/A
85%
*81.9
Total number of Business Licenses 3,500 # of businesses in existence for >5 years 400 HB (Home-based 500 C/I Commercial & Industrial) Strong Local Economy Ratio of assessment from non-residential 25% Strong Local Economy # Ceased business licenses 75 HBE (Home-based 20 C/I Commercial & Industrial) *based on customer service ratings from the 2013 Business Satisfaction Survey
373
2011 Actual 89% satisfaction
2010 Actual
N/A
81.6
N/A
3,180
2,800
2,564
N/A
379 HB 444 C/I
323 HB 387 C/I
291 HB 382 C/I
251 HB 333 C/I
16.3%
15.8%
89 HBE 26 C/I
N/A
15.7% N/A
N/A
N/A N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S1: Airdrie has the appropriate land inventory and infrastructure to aggressively pursue non-residential assessment base. (Aligns with AirdrieONE Plan) S9: Aggressively pursue non-residential assessment through strategic investment attraction, investigations of incentives for attracting new business, and through marketing opportunities. (Aligns with AirdrieONE Plan)
Initiative/Strategy Work with internal COA departments, investors, developers and land owners to facilitate a process that can assist in expediting future non-residential lands Expand market reach new markets and identify new businesses that will increase non-residential assessment, have expansion/ growth potential and that are within in our target sector industries
Target To have a min. of one quarter section of non-residential lands marketable by the 4 Q of 2015.
Research and investigate options for incentive type of programs and services
Report to council by end of 2nd Q findings and options for consideration Completed by 3nd Q and present to development industry. Develop strategies that will address the top challenges identified in the BSS that will assist businesses to move through City processes efficiently and effectively.
S9: Work with the Planning Department on a To obtain unbiased, 3rd party assessment of retail market / office space analysis report. office and retail demands/need for Airdrie. S1: Airdrie has the appropriate space, Execute Business Satisfaction Survey (BSS) programs and services that support the and expand Business Visitation program to retention and expansion of high value identify the specific needs of the business entrepreneurs and businesses. community.
2016 and 2017 Desired Outcome Investigate business case to establish a Business Incubator to facilitate the growth of small business in Airdrie. Use online tools to enhance local customerand business-to-business interactions and networking, as per the Business Satisfaction Survey.
Increase number of new businesses / investment within our identified sectors by 10%
Initiative/Strategy Build on feedback collected from Business Satisfaction Surveys to determine need/feasibility of business incubator model. The City’s offers an online business directory that meets the needs of residents and businesses.
Target Determine need and develop action plan (if necessary). 2015 – Upgrade and launch new business directory 2016 – Directory usage increased by 15%
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Manage information www.airdrienow.ca) 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)
2015 2014 2013 Forecast Projected Actual 2,300 / 2,100 / month month
2012 2011 2010 Actual Actual Actual 1,905 / 1,108 / 1,115 / month month month
3,000
3,000
2,900
2,700
2,025
N/A
350*
325
300
179
N/A
200
150
315 25 (6 months)
N/A
N/A
N/A
2012 Actual 86.8% 89%
2011 Actual 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
374
2013 Actual 86.8% 89%
2010 Actual 81.6% 89%
Grande Medicine Prairie Lethbridge Hat 90,417 55,032 61,180 1 / 9,600 1/8,181 1 / 8,253
Red Deer 97,109 *
St. Albert 60,994 1 / 8,591
$1.3MM
*
$1.185MM
$19.34
$21.60
*
$19.20
FTE/345
FTE/523
*
FTE/345
BENCHMARKS (Other municipalities, industry standards, private sector) Economic Development FTE/Population ratio
Airdrie 49,560* 1 /12,000
Economic Development Budgets
$651,860
TBD
$1.7MM
$14.26
TBD FTE/590
Investment Dollars/Resident *
Economic Development FTE / Business license growth FTE/617 *Note: Population figures shown are for most recent year available * Red Deer Has a different business model
EMERGING TRENDS AND ISSUES
Strong business growth continues • We continue to see an upward trend in new start-ups and companies looking to expand/relocate there businesses. With the launch of the SMARTstart Program and a new Business incubator in the City we expect this trend to continue. Competitive business attraction environment • Due to the political atmosphere in Calgary we are seeing a number of businesses across all sectors considering the Airdrie market for relocation/expansion. • Airdrie currently has a lack of IB-2 and IB-3 land for development or lease. It is expected that the some new lands will be coming on in the next few years to alleviate these concerns. While there is some IB-1 lands available in Highland Park and Gateway, there is also a need to plan for more IB-1 lands so it is available when clients require it. • A number of local companies have had to look outside our community for appropriate lands and new companies have not been able to be accommodated. • Some businesses are finding it more difficult to find / retain workers due to increased competition from Balzac, North Calgary and the oil & gas sector. • Lack of a business tax continues to 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 slightly lower • Companies are choosing Balzac properties because of different competitive advantage. Mainly due to shovel ready land and transportation linkages. Other advantages include slightly lower land costs, processes, taxes, etc. • Some Rocky View companies have stated that lack of employee transportation and supporting services are issues facing their businesses. • The weigh scale on Highway #2 has proven to be a bit of a big barrier when attracting some transportation & logistics and manufacturing companies. 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% • Lack of supply of appropriately sized buildings and land has contributed to high lease rates. Making it challenging for growing small businesses to expand. • Residential vacancy rate is approximately 1% - it is hoped that with the increase of multifamily units being built that this will help with obtainable housing options. Lack of small, affordable office space • Hampers home-based businesses moving from their homes to commercial/office/industrial space. 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, Airdriefest and the most recent bid for the 2014 Summer Games has also • As the City continues to be more known for event based tourism and sport tourism there is conversation if the City should tale a stronger role in tourism and tourism marketing. • Currently there are no resources allocated to tourism / event services which has caused confusion and missed opportunities.
375
SERVICE LEVELS Core Service
Major Functions
Business Business Retention and Development Expansion (BR&E) Strategy Business Outreach Program / Business Visitation Program Labour force development Investment Attraction
Investment Attraction Strategy Industrial community engagement
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 Publications and presentations
Description of Current Level (eg: 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 bi-annually. Work with local agencies and businesses to assist with potential employment needs. Build upon Investment Attraction strategy to increase new industry to Airdrie 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. Implement marketing strategy Continue to ensure that clients have the most up to date statistic information Continue to ensure marketing materials are being used effectively and meeting the needs of the clients
376
Proposed Service Level Changes (blank if none contemplated)
Estimated Cost of Program
Decrease service with homebased walk in. Tools will be developed so that clients can get information to start a business on their own Will continue but new realistic targets will be established. Manage more expectations with resources Increasing level of service through new partnership/services Focus on growth industries and businesses in target sectors On-going
Total Cost
$816,080
City of Airdrie 2015 Budget Highlights Financial Summary Economic Development By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Economic Development 1-66-011 ECONOMIC DEVELOPMENT - GENERAL 1-66-012 ECONOMIC DEVELOPMENT - LAND SALES
643,299
646,940
730,960
20,630
20,910
20,910
663,929
667,850
751,870
663,929
667,850
751,870
9%
795,160
866,906
20,920
20,910
817,679
9%
816,080
887,816
817,679
9%
816,080
887,816
817,679
1-66-013 ECONOMIC DEVELOPMENT - TOURISM Total Economic Development Total Economic Development
Council Approved Budget
377
City of Airdrie 2015 Budget Highlights Financial Summary Economic Development By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(6,074)
(4,000)
(6,000)
(3,000)
Conditional Grants
(9,911)
(15,000)
(10,000)
(10,000)
(15,985)
(19,000)
(16,000)
(13,000)
(15,985)
(19,000)
(16,000)
(13,000)
Salaries, Wages & Benefits
489,814
539,660
540,210
560,060
570,606
581,379
Contracted & General Services
167,164
185,650
202,150
245,100
293,300
233,300
2,306
3,000
3,000
3,000
3,000
3,000
Total Revenues Total Revenues
(19%)
Expenditures
Materials, Goods, Supplies, & Utilities Contributed to Capital Long-Term Debt
1,600 20,630
20,910
20,910
20,920
20,910
679,914
749,220
767,870
829,080
887,816
817,679
Total Expenditures
679,914
749,220
767,870
829,080
8%
887,816
817,679
NET COST/(GAIN)
663,929
730,220
751,870
816,080
9%
887,816
817,679
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
4.00
4.00
4.00
4.00
4.00
Year Equivalent: Part - Time
0.60
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
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
144,332
163,450
177,409
193,003
177,756
$13
$14
$14
$14
$12
Total Personnel
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
378
$1
CITY OF AIRDRIE - 2015 OPERATING BUDGET Economic Development BUDGET NOTES Economic Developmentâ&#x20AC;&#x2122;s (ED) 2015 budget will increase by 8.5% (or $64,197) With two out of four of Council' strategic priorities focusing on increasing the assessment base of nonresidential lands, this budget and the Economic Development strategy will reflect those priorities in 2015. The main priority that economic development will be working directly on is "Economic Prosperity". That includes: 1. Explore the use of strategies and/or incentives to attract targeted businesses and institutions. 2. Market the plan for the annexed lands, conveying that industrial business development is high priority for Council and Administration. ED will work with Planning to market the new City Plan once it is approved. This will include working with potential investors, developers and land owners to ensure that the development community knows that Airdrie is open for business for non-residential development. In 2015, Planning and ED is proposing to do a Retail Market/Office Space Analysis ($20,000)to identify the needs and opportunities to increase the commercial and office space in the City. By having a non-biased study completed, it will allow Planning to identify the appropriate lands in the new growth areas for non-residential zoning and will give Economic Development the tools to build a business case and to potential investors and developers to build an additional retail and more importantly office space in Airdrie. In 2014 ED launched the "Take your Business to new Heights" campaign at the Calgary Airport and with two billboards along Highway 2. This 12-16 week campaign saw over 128,000 daily impressions between six billboards strategically located to focus on business travelers. Ideally the 2015 campaign will be strategically expanded to other regions outside of the Calgary region to attract future investors and businesses ($25,000). With the continued momentum of the Investment Attraction Strategy, ED will continue to look at target sector trade shows to continue to meet with growth industries and expanding business in the identified target sectors. in 2014 ED attended shows that were specific to our target sectors. These included shows such as Cargo Logistics Canada Expo (Vancouver), MODEX Supply Chain (Atlanta), Global Petroleum Show (Calgary) and one trade mission to Beijing, China with Nexen/CNOOC. As a number of our local businesses are in or entering the national and global markets, we will continue to identify and leverage opportunities through the Provincial Province, Calgary Economic Development and other partners to ensure that they are able to grow and expand their national and international presence ($5,000.) The Business Satisfaction Survey is conducted every two years. Its main focuses are 1. To survey local businesses about the current economic environment in Airdrie 2. Measure the current business operating environment in Airdrie and 3. Give the ED team the data and a feedback that allows them to measure and develop business-related services, policies and programs in the City. The information collected is also shared with other departments so that they can continually improve their programs and services for the Airdrie Business community ($15,000). The Airdrie Ambassador program will allow the City to expand its promotional reach by engaging local businesses to assist in promoting the business community and the benefits of having a business in Airdrie to other business within their industry. The power of Business to Business (B2B) selling has been proven quite successful for Airdrie through the AirdrieNow TV series and there is a need to expand and formalize the program so there is consistent messaging. It also develops strong community pride within the business community ($5,000). Council Approved Budget
379
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Economic Development Revenues Other Revenues
3,000 Decreased revenues for small business week and speical events due to less events.
Conditional Grants Total Revenues
3,000 $3,000
Expenditures Salaries, Wages & Benefits
19,850 Reflective of COLA, band and step increases and associated benefit increases.
Contracted & General Services
42,950 Increases in new programs including the business satisfaction survey and retail market/office space analysis offset by a decrease of summer games impact study (+$11,000); addition of attending industry events and trade shows to focus on investment attractions (+$18,000), and advertising campaigns (+$12,000).
Materials, Goods, Supplies, & Utilities Contributed to Capital Long-Term Debt Total Expenditures
(1,600) 10 61,210 $61,210
Net Increase (Decrease)
$64,210
Council Approved Budget
380
CITY OF AIRDRIE 2015 BUSINESS PLAN
GENESIS PLACE BUSINESS FOCUS STATEMENT The recreation facility provides clean, safe multi-purpose spaces for a variety of leisure/recreation/wellness services, opportunities, programs, skill development, events and activities that enhance the quality of life for residents in and around the City of Airdrie.
CORE SERVICES •
• • • • •
Aquatics: Provides quality recreation through programming, family swim, public and lane swim opportunities to citizens in and around Airdrie. This area also meets or exceeds operational guidelines established under the Alberta Pool Standards and the Public Health Act. Fitness and Leisure: Provides 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. Arena Operations: Provide clean, safe multi-purpose spaces along with quality indoor ice surfaces to citizens in and around Airdrie, for the purposes of recreation, wellness, and skill development. Facility Operations: Is an internal support team offering services including the day to day operation, maintenance, HVAC’s, life safety support systems, janitorial, life cycling of all assets, operational contract management, water quality for Aquatic Center, Ed Egger Athletic park, parking lots and exterior grounds. Customer Service: Is an internal support team for front line contact with the public, program registration and fee collection, all pass sales, including managing annual pass account information. Administration: Is an internal support team including 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 200 employees.
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
381
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
100%
88%
87%
85%
80%
7,700 5%
7,350 5%
7,000 7%
6,564 20%
5,463 17%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome C3/15 - Close Aquatic center for three months for life cycle renovation of decking, pool basins and change room flooring
Develop a strategy for the Aquatic center to address the increased demand from long term user groups that addresses their needs as well as balances the needs of the community
Work with Business Analysts to determine best solutions for registration software for Genesis Place and Arena Operations as Class software will be unsupported in 2017. S11/14 - Explore possible energy savings and efficiencies for Genesis Place
Work with Business Analysts to determine best solutions for scheduling software for Genesis Place and Arena Operations 2016 and 2017 Desired Outcome Monitor cost saving and collect appropriate data to report back on efficiencies and effectiveness of energy saving strategy.
Initiative/Strategy Communication strategy for Genesis Place users is developed and rolled out to the community. Contractors established well in advance to minimize impact to customers Strategy to ensure that Airdrie youth have priority in booking the Aquatic Center
Analyze and determine best solutions for registration software to meet customer and business outcomes. Through benchmarking like facility and engaging a consultant to perform an energy audit to determine potential energy savings to achieve greater operating efficiencies. E.g. cogeneration plants, re-lamping alternate energy sources Reduce time spent on this process. Better meet payroll requirements and employee labor standards. Initiative/Strategy Through like facility comparisons and energy audit strategy, measure outcomes and report on efficiencies and effectiveness of desired outcomes.
382
Target Immediately after budget approval and until project completion.
Policy developed and presented to Senior Leadership Team, Community Services Advisory Board (CSAB) and Council 4th quarter Have a strategy developed for cost savings within the facility. 3rd quarter
4th quarter Target 3rd quarter 2016
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
2015 2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual Actual 50,000 62,000 60,200 58,447 56,537 61,615 2,200 2,400 2,300 2,196 2,143 1,630 3,000 3,450 3,300 3,276 3,369 3,939 2,000 2,500 2,400 2,293 2,123 1,739 660 830 790 753 613 495
* #’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 – long term # of community events held at Genesis Place # of participants recorded thru check/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)
87%
90%
88%
87%
85%
80%
36
36
38
25
15
N/A
4 40
34 40
19 35
30
12
6
100,000 240,000 6250 3,800 4,250 1,200 450
120,000 116,741 112,328 97,613 N/A 220,000 191,012 167,408 160,849 134,777 6,200 5,850 5,519 1,695 3,800 3,664 3,120 438 4,000 3,852 3,480 2,379 1,200 1,200 934 897 410 390 168 28h
Customer Benefits (Key efficiency measures) 2013 Actual 48
Activity Description
2012 Actual 42
2011 Actual 41
2010 Actual 38
# of drop in programs offered /week in facility (Fitness/Aquatic) # of Public and Family open swim hours, lane pool hot tub, steam 3,200 hours 3,200 hours 3,100 hours 2,800 hours room and tot pool are open all the time Number of Lessons Offered 1,524 1,844 2,025 • Preschool and Youth 111 N/A 95 82 • Certifications 7,314 8,083 8,758 Total Number of Participants in lessons # of complimentary passes as part of annual pass (two per renewal) 7,770 5,718 5,376 N/A # Redeemed @ Genesis Place 667 # of registrations during 48 hour pre-registration (marketing NA N/A 651 N/A strategy/member appreciation) # of drop in activities offered per week 9 9 13 13 # of annual passes put on hold for longer than a two month period 299 274 191 60 (60 days)- retention initiative for annual members # of participants using the participant support program 35 Families 32 Families Memberships purchased 2 A.I.S.H 14 A.I.S.H 45 Families 39 Families Total amount of people participating in program 8 Adult 14 Adult
383
Market Comparisons 2014 Council Requested: Type of Pass (2014 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
Lethbridge
Medicine Hat Family Leisure Center
Red Deer
St. Albert Servus Credit Union Place
$10.75 $22.85 $520.80 $989.10
$11.25 $22.50 $702 $1,404
$7.75 $16.50 $518.70 $1,274.25
$8.25 $20.25 $478.80 $1,160.35
$8.50 $19 $510 $1,140
$10.25 $25 $405 $1,275
$6.75 $7.35 $7.35
$8.71 $8.71 $8.71
$5.55 $5.56 $5.56
$5.17 $5.17 $5.17
$7.50 $7.00 $7.50
$6.56 $6.56 $7.50
$216.70
$190.05
$137
$163.10
$150.50
$212
$170.50
$136.50
$95.25
$91.90
$90.30
$125
** Lethbridge â&#x20AC;&#x201C; Fees include access to 3 Pools and University of Lethbridge Fitness Center ***Medicine Hat â&#x20AC;&#x201C; Aquatic Center only
BENCHMARKS (Other municipalities, industry standards, private sector) Note: Exception made for Genesis Place to reflect more relevant comparisons
Gross Revenues Gross Expenditures Net operating Surplus (deficit) Recovery rate
St. Albert Calgary Cardel Servus Credit Airdrie Genesis Place (includes Union (includes 3 Place twin arenas) arenas) $5,079,700 $9,518,000 $8,358,300
Spruce Grove Transalta Tri-Leisure (includes twin arenas)
$5,533,800
$5,770,100 $(690,400)
$8,583,000 $935,000
$9,100,700 $(742,400
$6,681,400 $(1,147,600)
88%
111%
92%
83%
*Note: Population figures shown are for most recent year available Based on 2013 unaudited reports Transalta Tri leisure Centre received a $1,795,600 contribution from the three municipality not included in the above. Cardel Place revenues include $1,439,000 of Sponsorship, interest, grants and donations and other
384
EMERGING TRENDS AND ISSUES •
•
•
• • • • •
•
•
Facility usage numbers continue to grow in regard to annual pass holder using their passes more than in previous years. 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. Second quarter variance report in 2014 for the first time Genesis Place is reporting not reaching or exceeded budgeted numbers for annual pass sales. Budgeting in 2014 was assumed on 2014 second quarter variance in annual pass sales. 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. Challenges will continue as Genesis Place tries to balance bookings, programs and drop in space for annual pass holders, as demands continue for peak time requests. Themed Birthday Parties are getting to capacity on the weekends, continuing to offer weekly times and on the long weekends due to statutory holidays when most of our regular programs are cancelled these rooms can be used for themed birthday parties.. 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 60 incidents of this nature in 2014. Genesis Place continues to accept requests for facility rental fees to be waived. In 2014 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. Will continue to be challenged for space as their growth and expectations for more time will not be able to always be accommodated. Continued programming and engagement for youth through Active Living Days (did start to do in-house satellite programs for some schools as space was not available at Genesis Place) and Youth Strength Training Programs (200 kids in 2014) in partnerships with schools (2014 - 6 schools includes 2 new schools). Teen Nights (160-200 kids) and the new sponsored drop in program – Free for All Fridays offered twice a month from 2-5pm (averaging 60 kids) continue to be popular. Annual youth Special Events in partnerships with other community agencies and sports groups are continuing to have successful numbers Go Girl (120-140 kids) and Extreme FX (80-100 kids) as well as a strong turnout of youth volunteers (10-15) getting leadership hours. Continued growth of participants working out in the fitness center as well as growth in the drop in fitness programs has resulted in maximum capacity in some classes and higher than normal equipment usage for industry standards. The Youth Strength Training program continues to be popular averaging 100 kids per year (in addition to the kids that receive it with the schools). Developing closer relationships with the Catholic School Board in 2014, to provide better parent awareness for Professional Development day camps and school holidays to accommodate their students. For 2015 planning more PD day camps for this group.
385
SERVICE LEVELS Core Service Aquatics
Major Functions 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 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. Aquatic Rentals: Long Term User Groups rent the pool these include Nose Creek Swim Association, Canadian Badlands, Airdrie Synchro Club, Airdrie Triathlon Club, Airdrie Kayaking Club and Rocky View Schools and Special Olympics
Leisure and Preschool
Aquatic Lessons: Lifeguards offer a variety of lessons for different age groups throughout the year 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)
5,610 hours of facility operation per year
25,252 total guarding hours
Prime time usage of the lane pool is currently at capacity (Monday to Friday from 4pm-8:30pm)
6,984 hours of lessons per year 2,754 hours for instructors of preschool (Kids Connection) programs per year 5,828 hours for instructors of recreation programs and 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.
1,494 hours for instructors/hosts of Birthday Parties per year 1,040 hours Birthday Party Rep per year
386
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Weight and Fitness
Major Functions 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) 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.
Customer Service
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. Customer service stations x 2: Pool and Fitness 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.
Description of Current Level (eg: frequency; standard; response time)
1,280 hours for programmer assistants (summer 2 staff) per year
5,800 hours of facility open for operation 8,008 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
5,800 hours of facility open for operation CSRâ&#x20AC;&#x2122;s total hours are 16,900/year Average calls = 100/day Average 6,000 transactions/month
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 first-aid/CPR as needed.
Total hours = 5,000/year
387
Proposed Service Level Changes
Estimated Cost of Program
Core Service 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
Total Cost
2,148,890
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 five pools, two 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.
388
City of Airdrie 2015 Budget Highlights Financial Summary Genesis Place By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Genesis Place 1-72-040 AQUATICS
546,878
559,170
607,480
(5%)
579,920
597,430
1-72-041 LEISURE & DRYLAND
(68,887)
(54,335)
(15,070)
(289%)
28,410
21,352
16,257
1-72-042 WEIGHT & FITNESS
436,845
422,530
499,420
2%
507,440
512,363
523,424
(87,701)
(79,200)
(78,650)
(1%)
(78,150)
(77,800)
(77,475)
(198,992)
26,040
(401,030)
(5%)
(382,750)
(404,449)
(394,702)
1-72-043 GYMNASTICS CENTRE 1-72-044 ADMINISTRATION 1-72-045 GENESIS FIELD HOUSE 1-72-046 OPERATIONS 1-72-047 GP - TWIN ARENAS 1-72-051 ED EGGERER SPORTS FIELD Total Genesis Place Total Genesis Place
605,074
21,168
(20,420)
(63,410)
(286%)
117,870
128,226
136,735
939,108
888,390
953,530
11%
1,059,740
1,146,571
1,194,430
74,665
(121,270)
281,475
146,640
104%
299,410
297,281
850
8,000
11,900
43%
17,000
12,650
13,025
1,663,934
1,628,905
1,660,810
29%
2,148,890
2,233,624
2,298,243
1,663,934
1,628,905
1,660,810
29%
2,148,890
2,233,624
2,298,243
Council Approved Budget
389
City of Airdrie 2015 Budget Highlights Financial Summary Genesis Place By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(3,816,622)
(3,956,670)
(3,965,160)
(3,823,580)
(4,323,848)
(4,454,389)
Other Revenues
(1,043,934)
(1,314,435)
(1,503,520)
(1,329,530)
(1,386,513)
(1,437,275)
(73,002)
(57,840)
(57,840)
(96,650)
(106,223)
(106,284)
Drawn from Reserves
(325,000)
(336,000)
(336,000)
(325,000)
(325,000)
(325,000)
Internal Recoveries
(146,134)
(140,000)
(100,000)
(140,000)
(140,000)
(140,000)
(5,404,692)
(5,804,945)
(5,962,520)
(5,714,760)
(6,281,584)
(6,462,948)
(5,404,692)
(5,804,945)
(5,962,520)
(5,714,760)
(6,281,584)
(6,462,948)
3,714,535
4,100,876
4,324,480
4,202,400
4,625,840
4,743,751
538,044
666,180
606,030
757,120
772,272
790,331
1,310,308
1,030,130
1,057,470
1,127,770
1,141,820
1,196,294
175,000
175,000
175,000
275,000
450,000
475,000
52,114
55,000
50,000
60,000
63,000
66,000
Long-Term Debt
1,123,598
1,235,320
1,235,320
1,235,330
1,235,331
1,235,330
Internal Charges
155,208
175,030
175,030
206,030
226,945
254,485
Conditional Grants
Total Revenues Total Revenues
(4%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Bank Charges & Short Term Interest
Other Transacations
(179)
Total Expenditures
7,068,628
7,437,536
7,623,330
7,863,650
8,515,208
8,761,191
Total Expenditures
7,068,628
7,437,536
7,623,330
7,863,650
3%
8,515,208
8,761,191
NET COST/(GAIN)
1,663,936
1,632,591
1,660,810
2,148,890
29%
2,233,624
2,298,243
Personnel - Year Equivalents Year Equivalent: Full - Time
21.08
22.74
22.20
23.20
23.20
Year Equivalent: Part - Time
40.97
42.03
39.28
39.28
39.28
Total Personnel - Year Equivalents
62.05
64.77
61.48
62.48
62.48
62.05
64.77
61.48
62.48
62.48
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
26,816
25,642
34,953
(6%)
35,749
36,784
$34
$31
$37
$3
$36
$34
Total Personnel
(5%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
390
CITY OF AIRDRIE - 2015 OPERATING BUDGET Genesis Place BUDGET NOTES State Key Budget Assumptions Trends that have been identified in 2014 and anticipated for 2015 budget: Increased usage continues to be the trend in all departments. A 3% fee increase in all Admissions and Programing fees and a 5% increase in annual pass sales was approved by Council and was used for 2015 budget preparation. The 2015 budget also anticipates a 3% increase in growth offset by a 3% decrease due to the Council approved Aquatics closure for three months. Administration is unsure regarding the number of annual passes that potentially could be given up for a one-year period while the Aquatics closure occurs. Service level changes for Genesis Place is a decrease as the Aquatic area will be closed from August through October in 2015 for a life cycle change out of the entire pool deck and basins as well as all three change rooms. The Aquatics area is also looking for a half-time position to assist with managing large growth in this area in usage and programing. Trends monitored over the past two years show annual pass holders are using their passes more frequently than previous years. Administration Anticipated increase of 3% in growth in admissions and annual pass sales. Anticipated decrease of 3% in sales in admissions and pass sales due to Aquatics closure. Trends also show an increase in one-stop shopping at Genesis Place with increased sales of transit passes and garbage tags continuing in 2014. Aquatics Department Anticipated shortfall of $143,000 in program registration due to closure. Anticipated $180,000 saving in wages during closure (guarding and instruction). 3% increase on all fees and programs. Requested one part-time position (0.5 FTE) increase to Aquatics Training Programmer. Trends have shown continual growth in this department in usage averaging 45,000 people per month during the winter season. Over the years, relationships have been built with Nose Creek Swim Association, Special Olympics, Swim Alberta, Airdrie Kayak Club, Pentathlon Club, Boys and Girls Club and all schools in the Rocky View School agreement. Swimming lessons are offered to all three Catholic schools in Airdrie as well as the Francophone school. Fitness and Leisure 3% increase on all fees and programs. Increase in personal training. Increase in day camps offered. Anticipated increase in sport ball partnership program of ten sessions. Increase in birthday party rentals (60 additional party bookings). Anticipated decrease in preschool programs. Decrease in registered fitness classes. The goal and main outcome is to provide courses and programs that enhance the quality of life and promote an active healthy lifestyle.
Council Approved Budget
391
Building Operations 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. Anticipated increase in snow contract (removal from site). Increase in janitorial costs to include additional support on weekends and high volume times and areas. Anticipated increase in life cycle costs such as painting and high cleaning. One-time fee for consulting for an energy audit $15,000. Twin Arena Decrease in revenues of $100,000. Decrease in staff wages. Anticipated increase in dry pad rentals of $20,000. Increase in contract for snow removal, including one removal of snow offsite $10,000. Field House Rentals Anticipated decrease in rentals with two long-term bookings leaving (Francophone school and Fusion soccer). Both non-prime time rentals $50,000. Indoor soccer registration continues to fluctuate up and down, affecting time booked for field house usage.
Council Approved Budget
392
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Genesis Place Revenues Sales & User Charges
141,580 Decreases in overall program registrations mainly due to the aquatics area shut-down (+$152,000); increase in admissions and goods sales (+$105,000) offset by increases in day camps (-$26,000) and annual passes (-$90,000).
Other Revenues
173,990 Budget adjustment from 2014 in ice rentals (+$90,000), field house rentals (+$54,000) and multi-purpose rentals (+$30,000).
Conditional Grants
(38,810) Increase in Rocky View County grant.
Drawn from Reserves
11,000 Removal of one-time 2013 carry forward for pool filter repair/replacement.
Internal Recoveries
(40,000) Increased annual staff passes.
Total Revenues
247,760 $247,760
Expenditures Salaries, Wages & Benefits
Contracted & General Services
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Bank Charges & Short Term Interest Long-Term Debt Internal Charges Total Expenditures
(122,080) Reflective of COLA, band and step increases and associated benefit increases (+$90,000). Addition of 0.5 FTE Aquatic Services Programmer (+$38,000). Decrease in number of hours in aquatics due to aquatics area three-month closure (-$217,000). Decrease in customer service staff hours due to aquatics closure (-$45,000). Reallocations amongst arenas has increased twin arena costs (+$38,000). Customer service staff restructure (-$26,000). 151,090 Increases due to overall building maintenance (+$30,000) and consulting fees for energy audit (+$15,000); increased twin arenas repairs and maintenance (+$28,000); addition of fees to sportball partnership (+$13,000), janitorial (+$40,000) and insurance premiums (+$36,000). Removal of one-time 2013 carry forward for pool filter repair/replacement (-$11,000). 70,300 Increases in natural gas (+$49,000) and power (+$19,000). 100,000 Increase in fund transfer to reserves for future capital requirements. 10,000 Increased bank transactions from year to year. 10 31,000 Increase in information technology chargeback. 240,320 $240,320
Net Increase (Decrease)
$488,080
Council Approved Budget
393
CITY OF AIRDRIE 2015 BUSINESS PLAN
ARENA OPERATIONS BUSINESS FOCUS STATEMENT To provide clean, safe multi-purpose spaces along with quality indoor ice surfaces to Airdrie citizens, for the purposes of recreation, wellness, and skill development.
CORE SERVICES â&#x20AC;˘ Arena Operations: Are responsible for the management and operation of all the indoor ice facilities within the City of Airdrie. Financial responsibilities include generating revenues or cost recovery initiatives through ice, hall, meeting rooms, vendor leases, advertising, sponsorships, and dry-floor rentals.
KEY SUCCESS INDICATORS Indicator Users have a high level of overall satisfaction with quality of service provided Operating cost recovery
Measure Response by Banister Research survey 2013 % of operational costs recovered
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
100%
86%
79%
83%
N/A
100%
89%
87%
83%
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S11/14: Explore possible energy savings and efficiencies for Genesis Place
Consult with facility users to determine their satisfaction levels with Arena Operations, through collected survey data. 2016 and 2017 Desired Outcome Implement a strategy for cost saving and collect appropriate data to report back on efficiencies and effectiveness of energy saving audit.
Initiative/Strategy Through benchmarking likefacilities and engaging a consultant to perform an energy audit to determine potential energy savings to achieve greater operating efficiencies (e.g. cogeneration plants, re-lamping alternate energy sources) Initiate and develop a feedback survey targeting arena users to ascertain how well we are doing
Target Have a strategy developed for cost savings within the facility
Initiative/Strategy Through like-facility comparisons and energy audit strategy, measure outcomes and report on efficiencies and effectiveness of desired outcomes
Target
394
3rd Quarter
3rd Quarter
2nd Quarter
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) 2015 Forecast Number of participants Youth: 1,875 and user groups Other: 54 registered in programs Adult: 480
2014 Projected Youth: 1,800 Other: 48 Adult: 470
2013 Actual Youth: 1,776 Other: 42 Adult: 460
2012 Actual Youth: 1,750 Other: 42 Adult: 370
2011 Actual Youth: 1,730 Other: 42 Adult: 370
2010 Actual Youth: 1,700 Other: 42 Adult: 360
Total: 2,409 90%
Total: 2,318 89%
Total: 2,278 89%
Total: 2,162 83%
Total: 2,142 87%
Total: 2,102 91%
Activity Description
Operating Cost Recovery
*Improved cost recovery in 2015 due to labour efficiencies and increased ice rentals.
Customer Benefits (Key efficiency measures) Activity Description Percentage of available ice time booked • Prime time* • Non-prime time
2013 Actual
2012 Actual
2011 Actual
2010 Actual
85% 35%
100% 91%
100% 91%
N/A
*A comparison between 2012 ice revenues versus 2013 ice revenues provides a benchmark to determine net gain or (loss) .With the addition of 2 ice sheets in August 2013, an 11% lateral transfer of ice revenue occurred from the original 3 sheets spread over 5 sheets with a net gain of 62% of new revenue overall for 5 sheets.
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Youth Prime Rate (Per Hour) $170.51
Grande Prairie 55,032 $136.50
Lethbridge 93,004 $100.01
Adult Prime Rate (Per Hour)
$190.05
$143.85
$216.70
Medicine Red Hat Deer 61,180 98,585 $96.50 $90.30 $171.26
$150.50
St. Albert 63,255 $115.50 $216.30
*Note: Population figures shown are for most recent year available; All rates include GST
EMERGING TRENDS AND ISSUES •
•
•
Rocky View Schools currently has three schools running hockey programs during non-prime time hours. George McDougall High School and Ecole 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 an 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. During the 2013/2014 ice season Arena Operations realized positive growth in patrons attending public skating, parent & tot, and youth/adult shinny times. Staff reported hundreds of citizens skating per week per ice sheet regularly. Increasing public skating times to meet demand has received positive remarks from Airdrie’s citizens, and as such we will continue to offer sixteen (16) hours per week in 2015. These levels include specific senior and family user groups. Also included in these demands is the usage of skate aids, strollers and parents on the ice surface. Shinny times for adults and youth with sticks/ pucks has continued to grow. Assess the current days and times in order to better serve a city wide service to Airdrie’s citizens. Safe work practices as well as emergency response training is increasing costs to labour and training. Attention to increased regular training to staff becomes mandatory. Enhanced safety training must reach out to all staff
395
â&#x20AC;˘
particularly part-timers that make up 80% of our workforce. Coordinating training sessions for staff operating at different days and times creates timing as well as cost challenges. The elevator located front and centre within Genesis Place Twin Arena lobby has generated very positive feedback from mature and stroller-pushing patrons. However unsupervised children view the elevator as a source of entertainment, sometimes causing it to shut down rendering it inoperable. During the months of September, October and November 2013 we experienced long periods without access. In order to provide consistent service delivery, it will be necessary to educate our patrons on elevator safety through all means possible, as well as assist staff by supervising children while visiting our facilities. Going forward it is our goal to continue with recent initiatives and successes.
396
SERVICE LEVELS
Core Service Ice Surface Opportunities
Rocky View Reciprocal Ice Agreement Service Level Standard
Major Functions Provide safe ice for the user groups for ice rental and public skating, 360 days a year
Provide a clean, safe ice surface and well-functioning building for school children and, staff. Provide a clean, safe and Well-functioning building for public, staff, lease holders and all users within the facility.
Description of Current Level (eg: frequency; standard; response time)
The Rob Ebbesen Arena is open for operation 4,860 hours per year.
Proposed Service Level Changes 810 hours reduced as needed for repairs. Will move service level to Genesis Place Twin
Estimated Cost of Program $91.31/hour/ ice sheet based on 19 hour day
The Genesis Place Twin Arena is open for operation 6,480 hours per year.
$61.24/hour/ ice sheet based on 19 hour day
The Plainsmen Arena is open for operation 3,236 hours per year, October 1 to March 31.
$77.72/hour/ ice sheet based on 19 hour day
Open 5 am-12 am, 7 days a week 250 hours – 25 hours per school at no charge
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: 5 Ice sheets (85’ X 200’ each) 3 Ice plants 3 Electric Ice re-surfacers
397
$25,000 in kind
Core Service
Dry Floor Opportunities
Building systems:
Life systems:
Janitorial services:
Major Functions
Provide a clean, safe drypad floor for groups to play lacrosse, ball hockey, in-line etc.
Description of Current Level (eg: frequency; standard; response time)
20 furnaces 8 hot water heaters 12 exhaust fans Fire pump and controls 149,606 sq. ft. of buildings Life safety components The Plainsmen Arena is open for operation 3,236 hours per year. Arena attendant on-site 100 % weekdays or weekends upon demand. Tournaments arena attendant 100% and rink attendant 50%.
Monitor, test and repair building systems in the Plainsmen and Ron Ebbesen arenas (electrical, plumbing and HVAC systems). Preventive and predictive maintenance plans for the Plainsmen and Ron Ebbesen arenas including rooftop equipment, roofing and structural systems. safety 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 at Plainsmen, Ron Ebbesen and Genesis Place arenas. Plan, manage and implement industry standard cleaning schedules and techniques to ensure a clean, healthy environment in the Plainsmen, Ron Ebbesen and Genesis Place Twin arenas. Contract administration of floor mats within the facility. Procurement of consumables (hand soap and sanitizer, garbage bags, toilet and tissue
398
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Major Functions
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
paper, hand towels, cleaning supplies, gloves). General Repairs Repairs to facilities completed and processed in a timely manner by either staff or assigned Contractor. First response to secure Emergency facilities when damages are Repairs incurred during security breaches and equipment failure at the Plainsmen and Ron Ebbesen arenas including after hours. Waste & Recycle Manage contract for collection of waste bins for the management Plainsmen and Ron Ebbesen arenas. Manage recycle collection contracted services. Control on site waste. Total Cost
399
$594,510
City of Airdrie 2015 Budget Highlights Financial Summary Arena Operations By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Arena Operations 1-72-064 RON EBBESEN ARENA 1-72-065 PLAINSMEN ARENA Total Arena Operations Total Arena Operations
463,581
408,570
343,400
59%
545,270
540,520
18,486
97,545
178,640
(72%)
49,240
42,621
41,281
482,067
506,115
522,040
14%
594,510
583,141
600,386
482,067
506,115
522,040
14%
594,510
583,141
600,386
Council Approved Budget
400
559,105
City of Airdrie 2015 Budget Highlights Financial Summary Arena Operations By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Conditional Grants
(3,563)
(3,780)
(3,780)
(3,600)
(3,600)
(3,600)
(915,136)
(904,470)
(971,590)
(886,190)
(926,500)
(969,500) (12,316)
(9,151)
(12,940)
(12,940)
(11,340)
(13,660)
(25,000)
(25,000)
(25,000)
(25,000)
(25,000)
(25,000)
(952,850)
(946,190)
(1,013,310)
(926,130)
(968,760)
(1,010,416)
(952,850)
(946,190)
(1,013,310)
(926,130)
(968,760)
(1,010,416)
Salaries, Wages & Benefits
572,183
609,330
656,990
568,400
585,050
598,305
Contracted & General Services
150,900
171,770
186,780
204,840
193,192
198,242
Materials, Goods, Supplies, & Utilities
345,025
298,067
292,150
329,550
328,549
343,440
Added to Reserves/Allowances
225,000
250,000
250,000
275,000
300,000
325,000
Long-Term Debt
123,449
128,730
128,730
128,720
128,725
128,725
Internal Charges
18,356
20,700
20,700
14,130
16,385
17,090
1,434,913
1,478,597
1,535,350
1,520,640
1,551,901
1,610,802
1,434,913
1,478,597
1,535,350
1,520,640
(1%)
1,551,901
1,610,802
482,063
532,407
522,040
594,510
14%
583,141
600,386
Drawn from Reserves Total Revenues Total Revenues
(9%)
Expenditures
Total Expenditures Total Expenditures
NET COST/(GAIN)
Personnel - Year Equivalents Year Equivalent: Full - Time
4.92
5.26
3.13
3.13
3.13
Year Equivalent: Part - Time
6.72
6.04
4.93
4.93
4.93
11.64
11.30
8.06
8.06
8.06
11.64
11.30
8.06
8.06
8.06
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
41,414
46,198
73,761
72,350
74,490
$10
$10
$10
$9
$9
Total Personnel - Year Equivalents Total Personnel
(29%)
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
401
$1
CITY OF AIRDRIE - 2015 OPERATING BUDGET Arena Operations BUDGET NOTES The arena operations team is experiencing a very busy 2014 season as the department grew by two ice surfaces with the opening of the twin sheets at Genesis Place, being completed and open in August of 2013. The arena operations team worked closely with the three main user groups as well as the adult teams to establish a new schedule for 2014. Ice times were scheduled as per Council's approved ice allocation policy. Minor hockey having the largest number of registrations within their program more than doubled their scheduled ice times from the previous year. The new twin surfaces at Genesis Place were well accepted throughout the community. These two new ice surfaces allowed administration to offer 16 hours of public skating time per week compared to four hours per week in previous years. The arena operations team is working on a strategy to improve off-season rentals for 2015, working closely with community groups that use these facilities during spring and summer times. All the user groups were notified of the 3% increase in ice rentals effective January 1, 2015.
Council Approved Budget
402
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Arena Operations Revenues Sales & User Charges Other Revenues
Conditional Grants
180 85,400 Decrease due to Ron Ebbesen Arena ice out for July and August (+$97,000) offset by an increase of Plainsmen dry floor rentals (-$14,000). 1,600
Drawn from Reserves Total Revenues
87,180 $87,180
Expenditures Salaries, Wages & Benefits
(88,590) Reflective of COLA, band and step increases and associated benefit increases (+$21,000). Addition of a portion of the new Community Services manager (+$54,000). Removal of 1.0 full-time position as well as over 2,000 arena operator hours (-$125,000). Reallocations amongst Ron Ebbesen, Plainsmen and Genesis Place arenas (-$39,000).
Contracted & General Services
18,060 Increases in Ron Ebbesen arena repairs and non-capital equipment (+$17,000) and insurance premiums (+$21,000); decreases in Plainsmen arena repairs and equipment rentals (-$11,000) and insurance premiums (-$11,000).
Materials, Goods, Supplies, & Utilities
37,400 Increases in utilities (+$27,000) and goods (+$10,000) due to purchase of one-time ice painting equipment budgeted in 2015.
Added to Reserves/Allowances
25,000 Increase in contribution to reserves to fund future capital projects.
Long-Term Debt Internal Charges Total Expenditures
(10) (6,570) Decrease in IT chargebacks. (14,710) ($14,710)
Net Increase (Decrease)
$72,470
Council Approved Budget
403
CITY OF AIRDRIE 2015 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: provides residents with information on local not-for-profit organizations, and helps connect people to community opportunities. AirdrieFEST encourages relationship building and strong partnerships. Community Capacity Building: Is modeled on not-for-profit community organizations having resources to create opportunities that enhance the quality of life of residents. Policy Administration: Council has endorsed policies which act to enhance and celebrate Airdrie as a vibrant, caring community rich in urban amenities and opportunities. Policies in include: Airdrie Elite Athlete Recognition Policy; Community Investment Funds (CIF) Policy; Public Art Policy; Public Use Policy; Recreation Facility Naming Policy; Twinning/Sister City Policy Community Needs Assessment: Ensures that the challenges, strengths and areas of need in the community have been identified and are being used as tools for community planning and direction. Emergency Management: Individuals displaced by a disaster or emergency event are provided with a safe place to gather and access required resources.
KEY SUCCESS INDICATORS Indicator
Measure
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
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
< 95%
96%
95%
No survey
98%
< 95%
97%
94%
No survey
92%
No survey
No survey
31%
No survey
< 75%
Data is not available until Q3 2014
72%
No data
No data
< 75%
Data is not available until Q3 2014
70%
No data
No data
Citizen Survey Results Community Needs Assessment
Community Partners indicate Community Developers understand the needs of their groups
Community Development Survey (notfor-profit groups using public lands)
Community Partners indicate Community Developers help connect them to resources
Community Development Survey (notfor-profit groups using public lands)
47% (2010 Canada Survey of Giving, Volunteering & Participating. Next survey data release in 2015
404
Community Partners indicate that the resources they were provided helped them become successful
Community Development Survey (notfor-profit groups using public lands)
Data is not available until Q3 2014
<75%
74%
No data
No data
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S10/14 - The Community Investment Fund (CIF) Policy achieves desired AirdrieONE outcomes through funding of community-led initiatives. S10/14 - A new process is in place to guide organizers wishing to host special/community events in Airdrie. A collaboration charter is in place to provide better clarity on process, resource commitments and targeted activities between the City of Airdrie, Creative Airdrie Society (CAS), and the Alberta College of Art and Design (ACAD). The results of the 2014 Community Needs Assessment are utilized by the Corporation to prioritize future investments in services/facilities (10 year plan). 2016 and 2017 Desired Outcome Assessment of community needs and preferences as they relate to arts and culture, recreation and social environments in Airdrie.
Initiative/Strategy A review of the first full year (2014) of the CIF policy is conducted and presented to Council. A policy, application, and guideline are endorsed to better manage incoming requests. Key individuals/champions from the City of Airdrie/CAS/ACAD work collectively to develop the new charter.
Target 2nd Quarter 1st Quarter
2nd Quarter
2014 Community Needs Assessment data and findings are presented to key departments to incorporate as future planning.
1st Quarter
Initiative/Strategy Work with consultants to plan, conduct, and present survey.
Target rd
3 Quarter 2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description
2015 2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual Actual
Number of Airdrie Elite Athlete Recognition Policy nominations processed Number of Community Investment Fund Policy applications processed (festival and events small and large scale) Number of Community Investment Fund Policy applications processed (neighborhood matching funds Number of annual reviews processed for Not For Profit Organizations utilizing City owned lands or facilities through the Public Use Policy Number public art installations processed through the Public Art Policy
1
1
0
5
4
1
8
8
15 5
*Applications processed under the previous Neighborhood Initiatives Program.
405
1
4
7
5*
6*
5*
15
15
15
15
15
6
4
5
4
1
Customer Benefits (Key efficiency measures) 2013 Actual
Activity Description
2012 Actual
2011 2010 Actual Actual
Value of approved CIF applications (policy endorsed in Q1 of 2013 for commencement in 2014. All other figures shown represent Council approved community financial requests pre-policy. These figures do not include value $117,270 $116,601 $27,270 $13,942 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) 54,891* Citizens have a high level of overall 96% satisfaction with quality of life
Grande Prairie 55,032
Lethbridge 93,004
95%
94%*
Medicine Red Hat Deer 61,180 98,585 97%
St. Albert 63,255 99%**
Note: Population figures shown are for most recent year available * 2011 ** 2012
EMERGING TRENDS AND ISSUES •
•
•
•
•
Adequate lands and facilities to provide services and programing to the public will 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. This model includes the provision of public lands and facilities (through leases and licenses of occupation) to not-for-profit organizations to operate community programs. Examples of existing program delivery through this model include the City’s leases to Nose Creek Valley Museum, Alberta Model Engineering Society, and the Curling Club. By continuing to build community capacity as a core service, this departments work through its support to groups such as the ARTS Society, SLAM, and Creative Airdrie Society allow the community to benefit from community driven and implemented arts and culture opportunities. Continued support by Council of policies such as the Community Investment Funds will be imperative to continued success. Request for staff resources to assist with facilitation, planning, and delivery of community driven initiatives, continue. These requests are currently addressed through 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 requests. 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 to manage in the form of funding and donation requests.
406
SERVICE LEVELS
Core Service AirdrieFEST
Community Capacity Building
Policy Administration (Airdrie Elite Athlete Recognition Policy; Community Investment Funds (CIF) Policy; Public Art Policy; Public Use Policy; Recreation Facility Naming Policy; Twinning/Sister City Policy
Community Needs Assessment
Description of Current Level
Major Functions
(eg: frequency; standard; response time)
• Oversee project and event management • Coordination of activities/volunteers • Invite other City departments in planning activities that support their business plans • Ensure event communication and marketing plan is in place • Oversee registration and set up/take down • Conduct post event evaluation and recognition of community volunteers • Provide general information and support • Assistance with the establishment of societies • Provide information on grants and other partnership/sponsorship opportunities • Guidance with facility bookings for community events • Liaison between not-for-profits and other City departments • Provide information, support, and assistance to individuals and groups for application and policy processes • Comprehensive communication plans are developed, and public engagement sessions and processes are undertaken for policies requiring such • Policies are periodically reviewed to determine alignment to sustainability principles of AirdrieONE, and other relevant documents • Plan, implement, and report findings of the community needs assessment survey. Key areas of the survey include: • Community services • Community volunteerism • My neighborhood
407
Annual Event
Timely response to all community not-forprofit requests
Timely response to all Policy requests
Survey is conducted every three years.
Proposed Service Level Changes
Estimated Cost of Program
Core Service
Emergency Management
Description of Current Level
Major Functions
(eg: frequency; standard; response time)
• Arts, culture, recreation and sport facilities • Opportunities in Airdrie • Development or improvement funding • Respond to designated emergency reception and/or evacuation centre(s), and provide assistance to affected populations in Airdrie. • Utilize the Emergency Social Services Plan for the guidance of required actions.
408
Proposed Service Level Changes
Estimated Cost of Program
Total Cost
$851,990
As required; two activations in 2013. Support was provided at the request of the Province to High River during the 2013 Alberta Flood.
City of Airdrie 2015 Budget Highlights Financial Summary Community Development By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Community Development 1-71-010 COMMUNITY SERVICES ADVISORY 1-73-013 COMMUNITY DEVELOPMENT - GENERAL
13,805
14,730
16,970
(100%)
616,795
634,835
901,380
(5%)
852,390
(895)
(700)
(220)
82%
(400)
629,705
648,865
918,130
(7%)
629,705
648,865
918,130
(7%)
880,355
900,788
851,990
880,355
900,788
851,990
880,355
900,788
1-73-016 WESTERN CANADA SUMMER GAMES 1-73-017 COMMUNITY DEVELOPMENT - CENTENNIAL PROJECT 1-73-018 COMMUNITY DEVELOPMENT - E.L.S. TOUR 1-73-019 COMMUNITY DEVELOPMENT - TWINNING Total Community Development Total Community Development
Council Approved Budget
409
City of Airdrie 2015 Budget Highlights Financial Summary Community Development By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Conditional Grants
(902)
(905)
(220)
(400)
(2,442)
(1,000)
(700)
(700)
(700)
(700)
(700)
(700)
(700)
(700)
(48)
Drawn from Reserves
(2,500)
(2,500)
(3,392)
(4,405)
(3,420)
(1,100)
(3,392)
(4,405)
(3,420)
(1,100)
501,338
605,970
705,090
767,020
770,010
785,443
10,729
31,210
37,810
30,150
30,445
35,445
6,366
7,300
13,050
10,000
10,100
10,100
Grants to Groups & Other Organizations
114,665
165,600
165,600
45,920
70,500
70,500
Total Expenditures
633,098
810,080
921,550
853,090
881,055
901,488
Total Expenditures
633,098
810,080
921,550
853,090
(7%)
881,055
901,488
NET COST/(GAIN)
629,706
805,675
918,130
851,990
(7%)
880,355
900,788
Total Revenues Total Revenues
(68%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities
Personnel - Year Equivalents Year Equivalent: Full - Time
3.95
5.00
5.84
5.84
5.84
Year Equivalent: Part - Time
0.50
0.50
0.50
0.50
0.50
Total Personnel - Year Equivalents
4.45
5.50
6.34
6.34
6.34
4.45
5.50
6.34
6.34
6.34
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
141,507
166,933
134,383
138,857
142,080
$13
$17
$15
$14
$13
Total Personnel
15%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
410
($1)
CITY OF AIRDRIE - 2015 OPERATING BUDGET Community Development BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Community Development generates a small amount of revenue from Centennial books/DVD's sales and notfor-profit booth registrations for AirdrieFEST. All revenue generated from business registrations are collected by Economic Development. On the expenditure side, the largest variance in the 2015 Community Development budget is the addition of the new FTE Manager under salaries and wages. Purchased services has decreased due to the Community Needs Assessment only being done every three years. General travel, training travel and general training have decreased due to the restructure of Community Services. On the grant side, the final installment for the Alberta Summer Games was paid out in 2014 ($100,000) decreasing the grant amount in 2015, lowering the grants going out to the community. The Community Investment Fund (CIF) has increased because the City received seven applications for small and large scale festivals and events compared to four in 2014. 2015 GRANT APPLICATIONS: Airdrie Food bank â&#x20AC;&#x201C; Empty Bowls $15,000 Airdrie Rotary Music Festival $9,000 Senior's Week $5,000 Community Links - Roll to the Hole $2,500 Creative Airdrie Culture in the Creek $15,000 SLAM Mayor's Night for the Arts $5,000 Airdrie Festival of Lights $15,000 The total of all funding requests is $66,500. The actual allocation will be determined at Community Services Advisory Board in October 2014 for the 2015 funding year. This growth in CIF applications speaks to Councilâ&#x20AC;&#x2122;s strategic direction to create and strengthen a sense of community through public events. The increase in the number and variety of festivals and events are indicators of success in achieving cultural sustainability as outlined in AirdrieOne. For example, 80% of visitors of the Culture at the Creek indicated an increased sense of belonging in Airdrie and 95% of visitors indicated having good or very good quality of life. 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 staffing request, allowing the business unit to maintain existing service levels going into 2015.
Council Approved Budget
411
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Community Development Revenues Sales & User Charges
(180)
Other Revenues Drawn from Reserves
2,500
Total Revenues
2,320 $2,320
Expenditures Salaries, Wages & Benefits
61,930 Reflective of COLA, band and step increases and associated benefit increases (+$27,000); addition of the centralized facility and bookings team leader (+$94,000); reallocated a portion of the community services manager to other departments (-$59,000)
Contracted & General Services
(7,660) Decreases in Community Needs Assessment and AirdrieFest events (no need to perform) in 2015 (-$5,000) and savings in training and travel (-$4,000) offset by increases in cell phone and memberships fees (+$2,000).
Materials, Goods, Supplies, & Utilities
(3,050) Decrease in goods due to one-time 2014 purchase of gift for Gwacheon Mayor.
Grants to Groups & Other Organizations
Total Expenditures
(119,680) Grants decrease mainly due to removal of Alberta Summer Games (-$100,000) and Airdrie Health Foundation (-$20,000) grants. (68,460) ($68,460)
Net Increase (Decrease)
($66,140)
Council Approved Budget
412
CITY OF AIRDRIE 2015 BUSINESS PLAN
BERT CHURCH THEATRE BUSINESS FOCUS STATEMENT As part of Community Services, the Bert Church Theatre enhances the quality of life of residents by presenting professional entertainment acts, youth educational programming, and other public cultural events and spaces to facilitate community partnerships and 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 the general public, program participants, commercial and not-for-profit clients, and all other 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 for public art (AirdrieONE Plan).
KEY SUCCESS INDICATORS Indicator Average number of tickets sold per show during each performance season* (Professional & Family Series) Number of sold out shows per season* (capacity 350) Number of shows with 300+ attendance per season* (capacity 350) Number of shows with less than ½ capacity (175) per season* Positive feedback from theatre patrons and public
(Stretch) Target 2014-15 Season*
2013 Actual 2013-14 Season*
290
270
Paid attendance statistics per show
7 (of 17)
Paid attendance statistics per show
Measure Paid attendance statistics per season*
Paid attendance statistics per show Results of ongoing, public satisfaction survey available at all theatre events and online
2012 Actual
2011 Actual
2010 Actual
200
220
216
5 (of 17)
**
**
**
12 (of 17)
9 (of 17)
**
**
**
0
3 (of 17)
**
**
**
95%
92%
94%
93%
92%
*Performance season runs from early October to early May – new measure **Seasonal statistics not available
413
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome Increase educational programming enrollment to the maximum levels that can be supported by facility and staff resources
Initiative/Strategy Utilize existing network of communications with current patrons to publicize extended program and determine other effective means of reaching this specific demographic for additional marketing purposes
Increase existing theatre facility and new community spaces utilization rates during nonprime time periods
Identify the barriers and/or conditions contributing to the community’s lack of awareness of the BCT’s community facility rental opportunities through internal assessments, research and various public surveys
Utilize the City’s centralized booking program for all facility rentals and community space bookings at the Theatre
Participate in the consulting and design aspects of the program and ensure that the new program can fully accommodate the Theatre’s needs in addition to other venues
2nd half 2015
2016 and 2017 Desired Outcome Multi-year sponsorship deals in place for Theatre Performance Series and Performing Arts Classes for Kids
Initiative/Strategy
Target
Research and consult with other cultural venues and presenters regarding established sponsorship programs and determine best practice strategies to apply to BCT program
Target Three full semesters of performing arts classes for the 2015-2016 Season and four summer camp program registrations for the summer of 2015 A staff report by the end of 2015 identifying the issues and challenges facing the theatre’s local marketing plan and recommendations for the implementation of an effective new publicity campaign strategy
Confirmed multi-year sponsorship deals in place for 2016-2017 Season
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Presentations (# days – professional & family series) Facility rentals (# days – rental contracts) Classes and camps (# days – programming ) Prime time facility utilization
2015 2014 2013 Forecast Projected Actual 17 17 9 95 110 80%
90 80 70%
2012 Actual 20
2011 Actual 22
2010 Actual 25
70 45 **
70 35 **
75 17 **
90 70 **
*Prime time demand for facility is March 1 – June 30 **Not available
Customer Benefits (Key efficiency measures) Activity Description Online ticket transactions – Theatre programming and registration % of program registration for Summer Camps and Performing Arts Classes offered % of venue capacity utilized for Performance Series programming
2013 Actual 2013-2014 Season 75%
2012 Actual
2011 Actual
2010 Actual
N/A
N/A
N/A
100%
100%
100%
100%
2013-2014 Season 72%
N/A
N/A
N/A
414
Grande Prairie 55,032 10 15
Lethbridge 93,004 none 262
3.5
2.5
3.5
6.0
5.0
6.0
9.47
$9.11
N/A
$32.72
N/A
$14.15
BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* Theatre presentations 9** Rentals (days) 90 FTEs Per capita cost = Gross operating budget/pop.
Medicine Red Hat Deer 61,180 98,585 37 N/A 100+ 76
St. Albert 63,255 35 100+
*Note: Population figures shown are for most recent year available **2013 construction year â&#x20AC;&#x201C; shortened presenting season & no summer classes
EMERGING TRENDS AND ISSUES The Performing Arts Classes for Kids (P.A.C.K.) program continues to grow in demand. Every class offered to the public is fully registered and nearly always has a waiting list. The current instructor contracted by the City to teach these classes does so in addition to a full time job already and has no more time available. If the demand for the program continues to grow, additional resources will have to be made available to contract another instructor. Modifications are being implemented to facility rental operations. These modifications are necessary to properly and effectively manage the workload and number of hours being logged each week by the salaried employees of the theatre. Box office hours are being scaled back to three days per week from four, and weekend rental events during high season (March through June) are being limited to 8 hours in duration. Without these changes, the salaried employees who manage the rental program will continue to accrue an inordinate number of banked hours each season, which when combined with their regular vacation allotment, results in liabilities to the City that cannot be reconciled within the space of one budget year.
415
SERVICE LEVELS Core Service
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 to access resources and grants; provide community volunteer opportunities Consult with Rocky View Schools (RVS) maintenance department and provide advice and expertise on the specific maintenance and upgrades required; project life-cycle needs; provide budgetary support as per the Theatre Agreement
Present up to 18 professional concerts and performances for the public per season; four to six active theatre volunteers
Facility Rentals
Solicit and host a variety of both recurring and one-time facility rentals (rental groups consist of both local and nonlocal businesses and non-profit groups)
Host approximately 7080 rental events per year
Programming
Promote and support community not-for-profit arts and culture organizations to allow greater opportunities for community programming
Community Access
Provide facility meeting/gathering space; display space made available for public art (AirdrieONE Plan)
Currently 72 days of camps and classes are offered, this is expected to be increased due to demand Space is now available and ready for utilization
Manage and Operate the Bert Church Theatre
Maintenance and Upgrades
Meet quarterly with RVS to review facility needs
Proposed Service Level Changes Implementation of formalized volunteer program to manage increasing service requirements at performances.
Estimated Cost of Program Marketing; Training; ID/Uniforms
Under new Theatre Agreement, theatre amenity upgrades cost remain the same, but maintenance costs for the City are now limited to the expansion spaces and no longer include the high school building itself. Increased lobby and multi-purpose room rentals.
Cost absorbed into Building Operations budget.
Expand current program to year round availability
It is anticipated that space will coincide with existing staff hours Total Cost
416
Cost TBD.
Staff resources cost recovered; New marketing strategy costs covered in 2015 Op. budget. Cost recovered
Cost recovered
$277,260
City of Airdrie 2015 Budget Highlights Financial Summary Bert Church Theatre By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Community Services Bert Church Theatre 1-75-030 BERT CHURCH THEATRE
234,066
267,820
254,390
9%
277,260
289,987
303,745
Total Bert Church Theatre
234,066
267,820
254,390
9%
277,260
289,987
303,745
234,066
267,820
254,390
9%
277,260
289,987
303,745
Total Bert Church Theatre
Council Approved Budget
417
City of Airdrie 2015 Budget Highlights Financial Summary Bert Church Theatre By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(102,081)
(124,625)
(122,230)
(178,200)
(179,630)
(180,130)
Other Revenues
(54,764)
(74,600)
(73,960)
(81,700)
(83,700)
(85,000)
Conditional Grants
(43,704)
(23,100)
(23,100)
(37,780)
(37,981)
(38,212)
(200,549)
(222,325)
(219,290)
(297,680)
(301,311)
(303,342)
(200,549)
(222,325)
(219,290)
(297,680)
(301,311)
(303,342)
Salaries, Wages & Benefits
296,057
303,100
297,010
369,010
385,038
397,697
Contracted & General Services
125,047
167,085
166,070
188,930
190,060
192,490
10,208
4,400
2,600
6,500
5,700
6,400
4,500
4,000
6,000
6,000
6,000
3,303
5,500
4,000
4,500
4,500
4,500
434,615
484,585
473,680
574,940
591,298
607,087
Total Expenditures
434,615
484,585
473,680
574,940
21%
591,298
607,087
NET COST/(GAIN)
234,066
262,260
254,390
277,260
9%
289,987
303,745
Total Revenues Total Revenues
36%
Expenditures
Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Bank Charges & Short Term Interest Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
2.15
3.00
3.33
3.33
3.33
Year Equivalent: Part - Time
1.50
0.50
0.50
0.50
0.50
Total Personnel - Year Equivalents
3.65
3.50
3.83
3.83
3.83
3.65
3.50
3.83
3.83
3.83
Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
64,128
72,683
72,392
1%
75,715
79,307
$5
$5
$5
$1
$5
$5
Total Personnel
9%
Forecast Population
Cost Per FTE Cost Per Capita
Council Approved Budget
418
CITY OF AIRDRIE - 2015 OPERATING BUDGET Bert Church Theatre BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Service level increases for the Bert Church Theatre in 2015 will include an expanded Performing Arts Classes for Kids program (P.A.C.K.) and more accessible community spaces for rental. The new community spaces created by the 2013 Theatre Expansion project are expected to generate approximately 20% of the overall facility revenue and will also contribute to the success of other programs such as the Professional and Family Performance Series. Registration revenue from the P.A.C.K. program has risen 57% since 2011 and will account for the largest increase in revenue again in 2015. These are the two primary drivers of the Theatre's Business Plan and 2015 budget. Increased revenue from these two community programs, along with projected increases in ticket sales and the addition of a very successful bar service will see the Theatre generate sufficient revenue to offset any increases in expenditures required to support these services. New expenditures in 2015 such as bar supplies, additional advertising for new facility rental services, and increased resources for the P.A.C.K. program instructor are all completely offset by the revenue generated by each of the corresponding programs supported. Any other notable increases to the expenditure budget are rounded out by the addition of a new snow removal budget for the facility. The new service levels being offered to the public, and the balance of projected revenues and expenditures in support of those services, will essentially allow for the recently expanded areas of the Theatre facility to pay for themselves operationally, as they are the key to the generation of revenue not previously possible.
Council Approved Budget
419
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Bert Church Theatre Revenues Sales & User Charges
Other Revenues
Conditional Grants Total Revenues
(55,970) Anticipated revenue increases in kids summer camp (-$15,000), seasonal kids art classes (-$7,000), P.A.C.K. program (-$28,000), and new bar services (-$5,000). (7,740) Anticipated increases in new facility rentals (-$5,000) and venue ticket fees (-$2,000). (14,680) Increase in Rocky View County grant. (78,390) ($78,390)
Expenditures Salaries, Wages & Benefits
72,000 Reflective of COLA, band and step increases and associated benefit increases (+$18,000). Allocation of 0.33 FTE new manager (+$54,000).
Contracted & General Services
22,860 Increases in contracted services fees for P.A.C.K. instructors and performance series technicians (+$12,000); addition of general theater marketing and advertising (+$3,000). Increase due to new snow removal initiative (+$7,000).
Materials, Goods, Supplies, & Utilities
3,900 New addition of bar supplies.
Added to Reserves/Allowances
2,000 Increase in venue ticket fees transferred to reserves.
Bank Charges & Short Term Interest Total Expenditures
500 101,260 $101,260
Net Increase (Decrease)
$22,870
Council Approved Budget
420
City of Airdrie 2015 Budget Highlights Financial Summary Culture By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
1,896,540
2,161,299
2,342,061
(10,000)
(10,000)
(10,000)
Community Services Culture 1-75-040 CULTURAL GRANTS
1,539,427
1,539,430
1,750,680
1-75-050 T&C MAINTENANCE
(19,933)
(20,000)
(10,000)
1,519,494
1,519,430
1,740,680
8%
1,886,540
2,151,299
2,332,061
1,519,494
1,519,430
1,740,680
8%
1,886,540
2,151,299
2,332,061
Total Culture Total Culture
Council Approved Budget
421
8%
City of Airdrie 2015 Budget Highlights Financial Summary Culture By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Other Revenues
(10,000)
(10,000)
(10,000)
(10,000)
(10,000)
(19,933)
(10,000)
(10,000)
(10,000)
(10,000)
(10,000)
(19,933)
(10,000)
(10,000)
(10,000)
(10,000)
(10,000)
239,983
277,536
298,630
313,430
342,413
373,928
29,616
29,620
29,620
29,620
29,616
29,616
Grants to Groups & Other Organizations
1,269,828
1,422,430
1,422,430
1,553,490
1,789,270
1,938,517
Total Expenditures
Conditional Grants Total Revenues Total Revenues
(20,000) 67
Expenditures Contracted & General Services Internal Charges
1,539,427
1,729,586
1,750,680
1,896,540
2,161,299
2,342,061
Total Expenditures
1,539,427
1,729,586
1,750,680
1,896,540
8%
2,161,299
2,342,061
NET COST/(GAIN)
1,519,494
1,719,586
1,740,680
1,886,540
8%
2,151,299
2,332,061
Total Personnel
Forecast Population Forecast Population
49,560
53,326
58,733
62,845
67,243
Total Forecast Population
49,560
53,326
58,733
62,845
67,243
$31
$33
$32
$34
$35
Cost Per FTE Cost Per Capita
Council Approved Budget
422
$1
CITY OF AIRDRIE - 2012 OPERATING BUDGET Culture BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Airdrie Public Library submitted 2015 budget requests and grant figures are reflective of that request. The Increase to the grant in 2015 is 9.8% and common costs is 5.7%. Marigold service fee remains constant. Fee increases due to population increase.
Council Approved Budget
423
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Culture Revenues Other Revenues Total Revenues
Expenditures Contracted & General Services
14,800 Increase in Marigold fees due to population increase.
Internal Charges Grants to Groups & Other Organizations Total Expenditures
131,060 Increase in Library grant application. 145,860 $145,860
Net Increase (Decrease)
$145,860
Council Approved Budget
424
City of Airdrie 2015 Budget Highlights Financial Summary Environmental Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Environmental Services Water Utility
(1,428,670)
(1,428,670)
(1,645,330)
36%
(2,242,810)
(2,610,808)
(2,780,874)
Sewer Utility
(1,830,741)
(1,830,740)
(2,190,350)
(1%)
(2,170,470)
(2,411,212)
(2,499,384)
(8)
(10)
(3,259,419)
(3,259,420)
(3,835,670)
15%
(4,413,280)
(4,980,443)
(5,223,148)
(3,259,419)
(3,259,420)
(3,835,670)
15%
(4,413,280)
(4,980,443)
(5,223,148)
Waste & Recycling Services Total Environmental Services Total Environmental Services
Council Approved Budget
425
10
(100%)
41,577
57,110
City of Airdrie 2015 Budget Highlights Financial Summary Environmental Services
By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues
Sales to Other Governments Sales & User Charges
(47,118)
(47,120)
(47,120)
(47,120)
(21,386,400)
(24,849,685)
(24,755,510)
(29,239,410)
Other Revenues
(1,362,528)
(255,753)
(231,650)
(243,950)
Drawn from Reserves
(1,992,945)
(2,800,348)
(2,800,348)
(2,356,570)
Internal Recoveries
18% 5% (16%)
(47,120)
(47,120)
(33,456,592)
(36,287,981)
(254,250)
(263,550)
(1,529,443)
(1,529,443)
(125,000)
(130,830)
(130,830)
(169,340)
29%
(200,000)
(240,000)
(24,913,991)
(28,083,736)
(27,965,458)
(32,056,390)
15%
(35,487,405)
(38,368,094)
Salaries, Wages & Benefits
3,118,583
3,663,432
3,852,580
4,281,180
11%
4,613,978
4,772,334
Contracted & General Services
5,290,746
5,082,866
4,915,628
5,519,450
12%
6,500,515
7,098,583
Purchases from Other Governments
7,975,425
9,739,530
9,428,600
11,983,710
27%
13,155,765
14,452,556
Materials, Goods, Supplies, & Utilities
1,407,729
2,115,123
2,148,070
1,583,980
(26%)
1,701,881
1,769,851
Added to Reserves/Allowances
1,833,753
1,523,607
1,655,000
1,500,000
(9%)
1,700,000
2,050,000
27,506
24,298
20,700
30,000
45%
32,000
34,000
Long-Term Debt
1,070,463
1,073,270
1,073,270
1,604,720
50%
1,562,392
1,648,597
Internal Charges
887,072
983,940
983,940
1,105,070
12%
1,206,431
1,286,025
43,295
42,000
52,000
35,000
21,654,572
24,248,066
24,129,788
27,643,110
(3,259,419)
(3,835,670)
(3,835,670)
(4,413,280)
Total
Expenditures
Bank Charges & Short Term Interest
Other Transacations Total NET COST/(GAIN)
(33%)
34,000
33,000
15%
30,506,962
33,144,946
15%
(4,980,443)
(5,223,148)
Personnel - Year Equivalents Year Equivalent: Full - Time
32.14
34.05
37.17
Year Equivalent: Part - Time
4.89
6.81
6.78
37.03
40.86
43.95
Total Personnel - Year Equivalents
Council Approved Budget
426
9%
8%
39.17
41.17
8.28
8.78
47.45
49.95
CITY OF AIRDRIE 2015 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 plans. To administer 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 utilities, taxes and accounts receivable. Contract administration: Administration of electricity and gas contracts for City facilities. Utility administration for City facilities: Includes budgeting and quarterly variance reporting of electricity and gas expenses. Franchise agreements: Manage agreements with Fortis Alberta Inc. and ATCO Gas, including annual rate reviews. Management of water/sewer purchases: Record costs from the City of Calgary and monitor consumption and billings.
KEY SUCCESS INDICATORS Indicator Utility account – Overdue amounts Front counter cash balancing Customer satisfaction
Measure Value of overdue accounts/Total Accounts Receivable Dollar value of cash over or short 2015 Citizen Survey
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
< 12% overdue accounts
10.53%
9.87%
10.3%
11.4%
Balance of cash over or short less than $260/year
$14.87
$66.12
$21.82
$3.91
Good or Very Good
N/A
N/A
N/A
N/A
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S2/14 Increase participation in eBilling and My Account services S4/15 Update investment policy Implement Cash Management tool Enhanced web content
Initiative/Strategy Advertise and offer sign up incentives to increase participation Review comparable municipal policies and recommend updates to our current policy Research municipal cash management options and implement a tool to assist with cash forecasting Update web content to further educate residents about utilities
427
Target Run a promotional campaign each quarter 2nd quarter 4th quarter 3rd quarter
2016 and 2017 Desired Outcome Enhance online interactive services for customers. Utility Operations Fiscal Sustainability Framework
Initiative/Strategy Next stage of e-government
Target 2016 and 2017
Implement a framework and policy to ensure the long term sustainability of the utility system
2016
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Number of new meters installed Number of cash receipts issued by cashiers Number of new utility accounts created* Number of utility customer accounts (% increase from previous year)
2015 2014 2013 2012 2011 Forecast Projected Actual Actual Actual 1,200 1,200 1,261 1,024 843 42,000 50,000 50,530 43,656 38,566 3,034 2,844 2,772 2,512 2,115 20,230 18,960 17,772 16,661 15,648 (+6.7%) (+6.7%) (+6.7%) (+6.5%) (+7.7%)
2010 Actual 1,095 38,962 1,820 14,524 (+6.9%)
*These include new construction and change of ownership on existing accounts.
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) Number of customers receiving an e-bill (% of total utility accounts) BENCHMARKS (Other municipalities, Airdrie industry standards, private sector) 54,891* # of utility accounts 17,772 2,050 # of customers on e-Billing program (11.5%) # of customers on pre-authorized payment 3,248 plans (18.3%)
Grande Prairie 55,032 N/A N/A N/A
2013 Actual 4,120 (23.2%) 265 (1.5%) 1,317 (7.4%) 3,248 (18.3%) 2050 (12%
Lethbridge 93,004 37,000 2,850 (7.7%) 7,000 (18.9%)
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%)
2010 Actual 4,131 (28.4%) 382 (2.6%) 1,377 (9.5%) 2,786 (19.2%)
0
0
0
Medicine Red Hat Deer St. Albert 63,255 61,180 98,585 32,000 31,730 20,474 1,017 1,451 1,781 (3.2%) (4.6%) (8.7%) 7,753 7,693 6,487 (24.2%) (24.2%) (31.7%)
*Note: Population figures shown are for most recent year available **Grande Prairie outsources utility functions
EMERGING TRENDS AND ISSUES The number of e-governance requests are increasing for 24/7 online options. Airdrie continues to grow faster than other mid-sized cities.
428
SERVICE LEVELS
Core Service
Major Functions
Billing and Collections
Production of bills, collection of cash for utility accounts
Water Meters
Installation and maintenance
Acceptance and processing of payments for utilities, taxes and accounts receivable Administration of Utility Administration contracts for City Opening/closing of Facilities accounts for city facilities Cash Receipts (or Cash Collection)
Franchise Agreements
Management of agreements with Fortis Alberta and ATCO Gas
Management of water/sewer purchases from City of Calgary
Payment of bills, budgeting and monitoring consumption
Description of Current Level (e.g.: frequency; standard; response time)
Proposed Service Level Changes
Estimated Cost of Program
Billing is completed monthly. The City is divided into four quadrants with 25% being read and billed each week of the month. Utilities are shut-off due to non-payment 1.5 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 program is in place to locate curb stops and complete inspections on all commercial meters. Daily processing of payments received over the counter, by phone, by mail and electronically. Over 50,000 cash receipts were issued in 2013. Administration of the contracts for natural gas and electricity. 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 city-wide consumption. Statistics are tracked monthly. Consumption monitored monthly and variances reported quarterly. Total Cost $(4,633,260)
429
CITY OF AIRDRIE 2015 BUSINESS PLAN
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. Sanitary Sewer – 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 Sewer - – Safe, reliable, transfer, storing and discharge: Monitoring, testing, education and enforcement for customers to meet City of Airdrie Bylaws for sewerage and drainage for storm water collection systems inspections/maintenance. 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 and equipment in winter season to support Road Maintenance.
KEY SUCCESS INDICATORS Indicator Alberta Environment and Water Code of Practice Standards Alberta Environment and Water Code of Practice Standards City of Calgary sewer bylaw Zero lost time Certification & Training *this will be filled in when training system is online
Measure Failed sample Failed on re-sample Failed sample # of incidents/Hours of work lost % of training requirements completed as per COR and AESRD
430
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
0
0
2
2
4
0
0
0
0
0
0
9
2
-
-
0/0
1/8
0/0
0/0
0/0
100
TBD
TBD
TBD
TBD
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome C3/15 Levels of service for underground infrastructure
C3/15 Support corporate initiative for enterprise solution of Asset Management in 2015
Reduction of over-strength effluent
C3/15 Condition assessment of underground infrastructure that contributes to the fiscal sustainability of system upgrades in the most costeffective manner possible. (AirdrieONE, pg. 19)
Innovative ways of using water efficiently and effectively, and ensuring that all wastewater contributes only benign emissions to the natural ecosystems and protects Nose Creek (AirdrieONE, pg. 2, 19) Leak detection to contribute to fiscal responsibility of managing the water supply effectively (AirdrieONE, pg.19) 2016 and 2017 Desired Outcome Field staff to be connected to the network ability to receive and close work orders, access to electronic documents, working towards paper-free
Initiative/Strategy Develop documentation that clearly states levels of service for Water, Sanitary and Storm infrastructure Coordinate with IT, Finance, Roads, Parks & Building Ops
Target Reduction in liability and risk and the prioritize maintenance and repairs. Prioritize maintenance and repairs, Benchmarking, capital and operating budgeting Compliance with City of Calgary sewer bylaw
Industrial monitoring program began in mid-2014. Continued education of commercial customers. CCTV Inspection program to video inspect condition of pipes
Pilot project for implementing new technologies for storm water quality improvement through the installation of a floating constructed wetland island Reduction of the ratio of return. % of sewer to Calgary/ Water from Calgary Initiative/Strategy Part of AM strategy to improve workflow between field and office staff
1/3 of the City to be completed annually. After period of explosive growth, the backlog will continue to increase. Ties in with AM strategy. Reduction of algae and foul odours in SWMF by utilizing environmentally friendly technology Maintain 90% ratio
Target Equip staff with mobile technology (such as an iPad)
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Treatment of SWMF water with LLMOs Installation of cathodic protection (anodes) Sanitary/Storm sewer mainline kms flushed Hydrant paint/repair Water Service complete replacements Curb stop repairs/replacements
2015 2014 2013 Forecast Projected Actual 9 6 3 200 200 192 79.7/68.0 78.1/66.7 33.3/.8 250 200 414 20 25 20 30 35 26
431
2012 Actual N/A 100 97.7/0 281 11 29
2011 Actual N/A N/A 66.6/0 210 19 34
2010 Actual N/A N/A 13.0/9.2 21 2 24
Customer Benefits (Key efficiency measures) 2013 Actual 5,866 1,298 163 160 3,812 433
Activity Description Service requests completed (TOTAL) Service requests completed – Water Service requests completed – Sanitary Service requests completed – Storm Service requests completed – Locates Service request completed – Facilities
2012 Actual 1,105 734 77 65 229 N/A
2011 Actual 1,013 593 80 180 160 N/A
2010 Actual 539 214 62 95 168 N/A
Airdrie 54,891* 110,039
Grande Prairie 55,032 125,194
Lethbridge 93,004 193,355
Breaks per 100 km of pipe water mains
0.8
0
6.75
1.89
N/A
N/A
% of sanitary sewer flushed Ratio of return (BMP 80% or more)
43 90%
25 90%
8 64%
17 67%
N/A N/A
N/A N/A
BENCHMARKS (Other municipalities, industry standards, private sector) Annual water usage of Liters per capita (2012)
Medicine Red Hat Deer St. Albert 61,180 98,585 63,255 212,630 N/A N/A
*Note: Population figures shown are for most recent year available
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. Workers being connected in the field: Ability to receive and close work orders, access to electronic documents, working towards paper-free Residents are increasingly concerned about the water quality and appearance of storm water maintenance facilities. Education only goes so far, there is an expectation that these facilities are amenities.
432
SERVICE LEVELS Core Service Water
Sanitary Sewer
Storm Sewer
Asset Management Construction
Snow & Ice Control
Major Functions 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. 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 Monitoring, testing, education and enforcement for customers to meet City of Airdrie Bylaws for sewerage and drainage for storm water collection systems inspections/maintenance. Condition assessment, data collection, Best Practices, and Reliability Centered Maintenance Installation of new water and wastewater services, emergency repairs and replacements of all infrastructure, as required. Provide personnel and equipment in winter season to support Road Maintenance
Description of Current Level
Proposed Service Level Changes Move towards preventative maintenance BMPs
Estimated Cost of Program $2,390,450
Repairs assets as needed, plan for future growth , upgrade pumping stations
Move towards preventative maintenance BMPs
$(2,576,780)
Repair assets as needed, treat 6 storm ponds with LLMOs
Move towards preventative maintenance and formalized inspections; treat additional ponds Meet BMPs
(eg: frequency; standard; response time)
Repairs assets as needed, plan for future growth , upgrade pumping stations
Done as resources are available Completed as approved through capital budget funding As required
433
Reduction of support as Roads Dept expands Total Cost
$406,310
$219,983
434
City of Airdrie 2015 Budget Highlights Financial Summary Water Utility By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Environmental Services Water Utility 3-41-011 WATER - GENERAL
1,266,306
716,670
576,110
39%
802,310
1,358,600
1,477,110
3-41-012 WATER METERS
(92,918)
26,490
7,040
858%
67,470
106,693
125,638
3-41-013 WATER - FACILITIES
413,669
364,015
396,980
29%
511,590
547,296
568,805
(170,215)
(178,015)
(218,420)
27%
(276,760)
(316,200)
(341,150)
3-41-014 WATER- BULK WATER 3-41-015 WATER -UNDERGROUND MTCE 3-41-016 WATER - METER READING AND BILLING
1,144,868
1,387,580
1,324,660
2%
1,353,310
1,422,580
1,467,931
(3,990,380)
(3,745,410)
(3,731,700)
26%
(4,700,730)
(5,729,777)
(6,079,208)
(1,428,670)
(1,428,670)
(1,645,330)
36%
(2,242,810)
(2,610,808)
(2,780,874)
(1,428,670)
(1,428,670)
(1,645,330)
36%
(2,242,810)
(2,610,808)
(2,780,874)
3-41-017 WATER - HYDROCREW Total Water Utility Total Water Utility
Council Approved Budget
435
City of Airdrie 2015 Budget Highlights Financial Summary Water Utility By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges
(8,305,525)
(9,071,520)
(9,057,280)
(12,644,000)
(14,331,826)
(15,396,581)
Other Revenues
(254,017)
(120,120)
(90,000)
(114,000)
(125,000)
(135,000)
Drawn from Reserves
(626,254)
(977,200)
(977,200)
(1,291,130)
(857,458)
(857,458)
Internal Recoveries
(125,000)
(130,830)
(130,830)
(169,340)
(200,000)
(240,000)
(9,310,796)
(10,299,670)
(10,255,310)
(14,218,470)
(15,514,284)
(16,629,039)
(9,310,796)
(10,299,670)
(10,255,310)
(14,218,470)
(15,514,284)
(16,629,039)
1,766,212
1,938,607
1,978,160
2,193,480
2,305,777
2,395,405
716,388
803,920
764,720
747,570
799,762
848,512
2,976,591
3,450,000
3,669,300
6,057,170
6,631,906
7,265,259
Total Revenues Total Revenues
39%
Expenditures Salaries, Wages & Benefits Contracted & General Services Purchases from Other Governments Materials, Goods, Supplies, & Utilities
760,114
705,655
702,690
871,460
935,185
988,833
Added to Reserves/Allowances
979,409
1,047,450
780,000
800,000
900,000
1,000,000
Bank Charges & Short Term Interest
27,506
24,298
20,700
30,000
32,000
34,000
Long-Term Debt
324,452
326,000
326,000
857,450
857,458
857,458
Internal Charges
425,698
288,160
316,410
316,410
383,530
407,388
Other Transacations
43,295
42,000
52,000
35,000
34,000
33,000
Total Expenditures
7,882,127
8,654,340
8,609,980
11,975,660
12,903,476
13,848,165
Total Expenditures
7,882,127
8,654,340
8,609,980
11,975,660
39%
12,903,476
13,848,165
NET COST/(GAIN)
(1,428,669)
(1,645,330)
(1,645,330)
(2,242,810)
36%
(2,610,808)
(2,780,874)
Personnel - Year Equivalents Year Equivalent: Full - Time
17.56
17.00
18.26
19.26
Year Equivalent: Part - Time
2.39
4.26
4.28
5.28
5.78
19.95
21.26
22.54
24.54
27.04
19.95
21.26
22.54
6%
24.54
27.04
(71,612)
(77,391)
(99,504)
6%
Total Personnel - Year Equivalents Total Personnel
Cost Per FTE Cost Per Capita
Council Approved Budget
436
(106,390)
21.26
(102,843)
CITY OF AIRDRIE - 2015OPERATING BUDGET Water Utility BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Due to the City of Calgary change to the rate structure model in 2015, along with a 7% growth estimate, the cost of water is estimated to increase by $2.39MM which will also boost revenue by $3.59MM in 2015. Debt payments increase in 2015 due to the new pumphouse. Fixed daily rates for Airdrie residents in 2015 will increase from $0.507 to $0.634 and the variable rate will increase from $1.1211 to $1.4841 per cubic meter for water consumption. The average monthly bill will increase by $9.28 for water only. The water, sewer, waste and environmental bill for a customer that uses an average of 15 cubic meters of water will increase from $99.46 to $108.10 per month (8.7%).
Council Approved Budget
437
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Water Utility Revenues Sales & User Charges
Other Revenues Drawn from Reserves
Internal Recoveries Total Revenues
(3,586,720) City of Calgary's new rate model for 2015 is the major reason for the large increase along with 7% estimated growth for Airdrie. (24,000) Increased late payment penalty charges. (313,930) Removal of one-time 2013 carry forwards for water meter relocations (+$20,000), the utility rate review (+$25,000) and purchsaes for monthly billing (+$13,000). Increase to draw from the rate stabilization reserve to pay debenture for reservoir pumphouse (-$377,000). (38,510) Increased billing charges recovery. (3,963,160) ($3,963,160)
Expenditures Salaries, Wages & Benefits
215,320 Reflective of COLA, band and step increases, associated benefit increases and reallocations (+$50,000). Reallocations amongst sewer services and public works roads (-$25,000). Addition of 1.0 FTE utilities coordinator (+$97,000); a portion of the certified level 3 operator (+$30,000); a portion of the operations coordinator (+$26,000); a portion of the operations engineer (+$29,000); a portion of the condition assessment technician (+$10,000).
Contracted & General Services
(17,150) Removal of consulting (-$20,000), 2013 one-time carry forward cost for relocation of water meters (-$26,000) and 2013 one-time carry forward cost for utility rate review (-$25,000). Added expense for bulk water station entrance widening (+$11,000) and truck and trailer rentals (+$6,000). Postage increase for monthly billing (+$50,000). Remove 2014 one-time cost of south reservoir roof repair (-$25,000). Addition of repairs and maintenance for the new Windsong reservoir (+$10,000).
Purchases from Other Governments
Materials, Goods, Supplies, & Utilities
Added to Reserves/Allowances Bank Charges & Short Term Interest Long-Term Debt Internal Charges Other Transacations Total Expenditures
2,387,870 City of Calgary's new rate model for 2015 is the major reason for the large increase along with 7% estimated growth for Airdrie. 168,770 Increases in number of new meter installations (+$15,000), water meters being sold due to higher growth (+$74,000), bulk water supplies (+$9,000) and goods for water facilities (+$7,000); addition of utilities costs (+$65,000). 20,000 Increased contribution due to future capital requirements. 9,300 Increased transactions. 531,450 Increase to pay pumphouse debenture. 67,120 Increased fleet and depreciation chargebacks. (17,000) Decrease in the toilet rebate program (-$10,000) and bad debts (-$7,000). 3,365,680 $3,365,680
Net Increase (Decrease)
($597,480)
Council Approved Budget
438
City of Airdrie 2015 Budget Highlights Financial Summary Sewer Utility By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Environmental Services Sewer Utility 3-37-010 STORM WATER 3-42-011 SEWER- GENERAL
120,796 (3,705,912)
150,125 (3,719,245)
222,340 (4,420,190)
83% 7%
406,310 (4,726,740)
379,953 (5,027,499)
364,781 (5,135,819)
3-42-012 SEWER - PRE-TREATMENT
399,240
382,035
358,340
12%
400,680
444,514
446,069
3-42-013 SEWER - FACILITIES
406,095
413,870
423,180
32%
558,610
564,496
581,147
3-42-014 SEWER - TREATMENT AND R&D
6,699
11,000
11,000
11,000
11,000
11,000
3-42-015 SEWER - UNDERGROUND MTCE
942,341
931,475
1,214,980
(3%)
1,179,670
1,216,324
1,233,438
Total Sewer Utility Total Sewer Utility
(1,830,741)
(1,830,740)
(2,190,350)
(1%)
(2,170,470)
(2,411,212)
(2,499,384)
(1,830,741)
(1,830,740)
(2,190,350)
(1%)
(2,170,470)
(2,411,212)
(2,499,384)
Council Approved Budget
439
City of Airdrie 2015 Budget Highlights Financial Summary Sewer Utility By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
Revenues Sales & User Charges Other Revenues Drawn from Reserves Total Revenues Total Revenues
(9,290,867)
(10,920,260)
(10,914,960)
(11,217,530)
(12,608,991)
(13,576,315)
(956,239) (1,315,746)
(878,740)
(878,740)
(1,065,440)
(671,985)
(671,985)
(11,562,852)
(11,799,000)
(11,793,700)
(12,282,970)
(13,280,976)
(14,248,300)
(11,562,852)
(11,799,000)
(11,793,700)
(12,282,970)
(13,280,976)
(14,248,300)
1,343,210
4%
Expenditures Salaries, Wages & Benefits
792,619
1,105,460
1,106,850
1,238,030
1,316,602
Contracted & General Services
2,145,386
630,765
591,400
698,210
627,664
608,464
Purchases from Other Governments
4,998,834
6,289,530
5,759,300
5,926,540
6,523,859
7,187,297
Materials, Goods, Supplies, & Utilities
596,274
536,560
585,490
663,240
716,185
729,725
Added to Reserves/Allowances
288,109
61,025
575,000
600,000
700,000
800,000
Long-Term Debt
746,010
747,270
747,270
747,270
704,934
791,139
Internal Charges
164,880
238,040
238,040
239,210
280,520
289,081
9,732,112
9,608,650
9,603,350
10,112,500
10,869,764
11,748,916
Total Expenditures
9,732,112
9,608,650
9,603,350
10,112,500
5%
10,869,764
11,748,916
NET COST/(GAIN)
(1,830,740)
(2,190,350)
(2,190,350)
(2,170,470)
(1%)
(2,411,212)
(2,499,384)
Total Expenditures
Personnel - Year Equivalents Year Equivalent: Full - Time
9.13
10.60
11.46
11.46
Year Equivalent: Part - Time
0.60
0.40
0.85
0.85
0.85
Total Personnel - Year Equivalents
9.73
11.00
12.31
12.31
12.31
9.73
11.00
12.31
12.31
12.31
Total Personnel
Cost Per FTE
(188,154)
Cost Per Capita
Council Approved Budget
440
(199,123)
(176,318)
12%
(195,874)
11.46
(203,037)
CITY OF AIRDRIE - 2015 OPERATING BUDGET Sewer Utility BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) The fixed daily rate for Airdrie residents in 2015 will increase from $0.616 to $0.672 and the variable rate will decrease from $1.6592 to $1.3993 per cubic meter of water consumption. The average monthly bill will decrease by $2.22 per month for sewer only. The water, sewer, waste and environmental bill for a customer that uses an average of 15 cubic meters of water will increase from $99.46 to $108.10 per month (8.7%).
Council Approved Budget
441
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Sewer Utility Revenues Sales & User Charges
(302,570) Increased revenue due to rate increases from the City of Calgary and Airdrie's population growth.
Drawn from Reserves
(186,700) Removal of 2013 one-time carry forward for creek dredging (+$20,000). Increased draw from the rate stabilization reserve to offset increased costs (-$207,000).
Total Revenues
(489,270) ($489,270)
Expenditures Salaries, Wages & Benefits
131,180 Reflective of COLA, band and step increases and associated benefit increases (+$30,000). Reallocations amongst water services and public works roads (-$50,000). Addition of a portion of the certified level 3 operator (+$38,000); a portion of operations engineer (+$29,000); a portion of the condition assessment technician (+$10,000) and 1.0 FTE CCTV inspections technician (+$73,000).
Contracted & General Services
106,810 Increases in sewer grinder repairs (+$17,000) and preventative maintenance of buildings (+$31,000); additional costs for storm water repairs (+$35,000) and floating island installation (+$25,000).
Purchases from Other Governments
167,240 City of Calgary new 2015 rate model results in overall increase in cost of sewer.
Materials, Goods, Supplies, & Utilities
77,750 Increase in treatment chemicals to meet standards (+$35,000) and higher utilities rates and consumptions (+$40,000).
Added to Reserves/Allowances
25,000 Increased contribution due to future capital requirements.
Long-Term Debt Internal Charges Total Expenditures
1,170 509,150 $509,150
Net Increase (Decrease)
$19,880
Council Approved Budget
442
CITY OF AIRDRIE 2015 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
Measure
Rating of City Services • Recycle Depot Rating of City Services • Residential Waste Collection
Annual Citizen Satisfaction Survey Annual Citizen Satisfaction Survey
(Stretch) Target
2013 Actual
2012 Actual
2011 Actual
2010 Actual
65%
62%
63%
N/A
62%
90%
87%
89%
N/A
81%
DESIRED OUTCOMES FOR 2015-2017 2015 Desired Outcome S12/14 Reduce the amount of waste generated
Initiative/Strategy Reduce Bag Limit to 1 (or Pay-as-you-throw)
Target
S12/14 Apply additional best practices in Waste Management
Review opportunities that arise from the 2014 Waste Management Strategy report
2016 and 2017 Desired Outcome Establish more aggressive waste minimization initiatives Adopt a reduced waste philosophy
Initiative/Strategy Increase cost for excess waste tags
2015 2015 Target 2016
Update the current Waste Bylaw with consideration of a separate Recycling Bylaw
2017
PERFORMANCE MEASURES Work Process Outputs (Key volume measures) Activity Description Total tonnage residential waste collected annually Total number of garbage tags purchased annually Total tonnage residential waste disposed of at the transfer site annually Total tonnage recycle material collected at Recycle Depots Total tonnage compost material collected at Recycle Depots annually
2015 2014 2013 2012 2011 2010 Forecast Projected Actual Actual Actual Actual 6,833 9,102 8,847 8,228 7,516 6,986 22,041 21,995 27,494 22,897 29,605 27,746
443
2,403
2,281
2,074
2,046
1,613
1,566
2,861
2,856
2,436
2,553
2,746
2,168
280
400
419
434
444
335
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, industry standards, private sector) Residential Diversion Rate (% of material collected for recycling versus residential garbage)
56
63
54
22
25
30
30
Grande Prairie 55,032
Lethbridge 93,004
25%
27.4%
15%
$6.40
$9.32 + Residential Solid Waste Franchise Recovery Fee $1.38
$3.60
$17.85
$13.60/five bag cart $11.85/three bag cart $3.50 landfill fee $2.20 waste program fee
$15.80 per each 240L cart
One cart
One cart
One cart
Five units
Choice of cart size
N/A
$1/unit
$2.25/unit
$/dwelling waste collection (monthly)
$11.89
Over-allowances for waste
49
Airdrie 54,891*
$/dwelling recycling (monthly)
Residential waste unit limit
2013 2012 2011 2010 Actual Actual Actual Actual 624 612 610 600 1.9 1.3 2.3 2.4 42 45 37 39
Two units $3/unit up to three units
N/A
*Note: Population figures shown are for most recent year available
444
Medicine Red Hat Deer St. Albert 61,180 98,585 63,255 65.9% (with 32% 25% organics program)
3.50
$5.80
$5.80 + $6.10 (organics)
Flat fee $6.75 + $11.85 $1.06/60L $4.50/120L $9.27/240L
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 unpredictability 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.
SERVICE LEVELS Core Service Waste Collection
Recycling and Composting
Major Functions Residential Waste Collection Transfer Site Operations Eastside Recycle Depot
Westside Recycle Depot
Description of Current Level (eg: frequency; standard; response time)
Proposed Service Level Changes
Weekly curbside collection of residential waste Facilitate the operation of the Transfer Site Open 48 hour/week Fully manned recycling facility Sumer hours = 57/week Winter hours = 43/week Unmanned satellite depot. Two checks per day x seven days/week
$(1,246,670) 203,860 (354,860)
139,000
Composting Curbside Organics Total Cost
445
Estimated Cost of Program
12,000 1,246,670 $0
City of Airdrie 2015 Budget Highlights Financial Summary Waste & Recycling Services By Activity
2013
2014
2014
%
2015
2016
2017
Actual
Q3 Projection
Budget
+(-)
Budget
Plan
Plan
Environmental Services Waste & Recycling Services 3-43-011 WASTE & RECYCLING - TRANSFER SITE 3-43-012 WASTE & RECYCLING - RESIDENTIAL COLLECTION 3-43-013 WASTE & RECYCLING - CURBSIDE ORGANICS 3-43-014 WASTE & RECYCLING - WESTSIDE RECYCLING DEPOT 3-43-015 WASTE & RECYCLING - RECYCLING DEPOT 3-43-018 WASTE & RECYCLING - COMPOST Total Waste & Recycling Services Total Waste & Recycling Services
96,671
151,735
210,220
(3%)
350,314
35,725
(880,810)
42%
(1,246,670)
203,860
(1,427,540)
445,999
(1,651,447)
525,331
1,653,264
1
(10,870)
880,810
42%
1,246,670
1,427,540
102,964
103,000
134,470
3%
139,000
149,500
159,800
(567,326)
(307,100)
(370,680)
(4%)
(354,860)
(565,922)
(641,838)
17,368
27,500
26,000
(54%)
12,000
12,000
12,000
(8)
(10)
10
(100%)
41,577
57,110
(8)
(10)
10
(100%)
41,577
57,110
Council Approved Budget
446
City of Airdrie 2015 Budget Highlights Financial Summary Waste & Recycling Services By Activity
2013
2014
2014
2015
%
2016
2017
Actual
Q3 Projection
Budget
Budget
+(-)
Plan
Plan
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)
(3,790,007)
(4,857,905)
(4,783,270)
(5,377,880)
(6,515,775)
(7,315,085)
(152,272)
(135,633)
(141,650)
(129,950)
(129,250)
(128,550)
(50,945)
(944,408)
(944,408)
(4,040,342)
(5,985,066)
(5,916,448)
(5,554,950)
(6,692,145)
(7,490,755)
(4,040,342)
(5,985,066)
(5,916,448)
(5,554,950)
(6,692,145)
(7,490,755)
(6%)
Expenditures Salaries, Wages & Benefits Contracted & General Services Materials, Goods, Supplies, & Utilities Added to Reserves/Allowances Internal Charges Total Expenditures Total Expenditures
NET COST/(GAIN)
559,754
619,365
767,570
849,670
991,599
1,033,719
2,428,972
3,648,181
3,559,508
4,073,670
5,073,089
5,641,607
51,339
872,908
859,890
49,280
50,511
51,293
566,235
415,132
300,000
100,000
100,000
250,000
434,032
429,490
429,490
482,330
518,523
571,246
4,040,332
5,985,076
5,916,458
5,554,950
6,733,722
7,547,865
4,040,332
5,985,076
5,916,458
5,554,950
(6%)
6,733,722
7,547,865
(10)
10
10
(100%)
41,577
57,110
8.45
Personnel - Year Equivalents Year Equivalent: Full - Time
5.45
6.45
7.45
8.45
Year Equivalent: Part - Time
1.90
2.15
1.65
2.15
2.15
Total Personnel - Year Equivalents
7.35
8.60
9.10
10.60
10.60
7.35
8.60
9.10
6%
10.60
10.60
(1)
1
(17%)
3,922
5,388
Total Personnel
Cost Per FTE Cost Per Capita
Council Approved Budget
447
CITY OF AIRDRIE - 2015 OPERATING BUDGET Waste and Recycling Services BUDGET NOTES State Key Budget Assumptions (trends, basis for estimates...) Waste and Recycling services operate 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. The residential collection daily fixed rate will increase from $0.288 to $0.300 in 2015. Environmental services daily fixed rate will also increase from $0.114 to $0.127 in 2015. The net increase in 2015 would be $1.58 per month.
Council Approved Budget
448
Activity
$$+(-)
EXPLANATION FOR INCREASE (DECREASE)
Waste & Recycling Services Revenues Sales to Other Governments Sales & User Charges
Other Revenues Drawn from Reserves
Total Revenues
(594,610) Increased patronage at transfer site (-$10,000), residential waste management fees (-$350,000) and environmental service fees (-$260,000) offset by decreases in over-limit tag sales due to organics program and cardboard recycling revenue (+$25,000). 11,700 Decrease in sales of recyclables. 944,408 Less funds required due to organics carts/bins purchase for the first-year of operations in 2014 (+$818,000); removal of one-time 2013 carry forwards for the waste management strategy (+$79,000) and curbside organcis advertising (+$41,000). 361,498 $361,498
Expenditures Salaries, Wages & Benefits
Contracted & General Services
82,100 Reflective of COLA, band and step increases and associated benefit increases (+$33,000); addition of 0.5 FTE contract administrator (+$47,000). 514,162 Increased fees for waste disposal from transfer site (+$40,000), residential collection contract (+$95,000), and residential disposal contract (+$275,000); addition of curbside organics collection (+$130,000), organics disposal (+$150,000); offset by decreases in curbside organics advertising/printing fees (-$70,000), household hazardous waste (-$13,000), hauling & tipping fees for Compost (-$14,000) and savings in various contracted services (-$25,000). Removal of one-time 2013 carry forward for the waste management strategy (-$50,000).
Materials, Goods, Supplies, & Utilities
(810,610) Organics carts/bins purchase for the first-year of operations in 2014 (-$818,000).
Added to Reserves/Allowances
(200,000) Decreased transfer to reserves.
Internal Charges
Total Expenditures
52,840 Increases in information technology chargeback (+$11,000), fleet chargeback (+$14,000) and billing chargebacks (+$39,000) offset by a small decrease in building chargeback (-$11,000). (361,508) ($361,508)
Net Increase (Decrease)
($10)
Council Approved Budget
449
450
APPENDIX VI – OPERATING BUDGET SCHEDULES
451
CITY OF AIRDRIE 2015 OPERATING BUDGET REVENUES BY SOURCE DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
Property Taxes & General Revenue Net Property Taxes Other Revenues Unconditional Grants Drawn from Reserves
(39,388,160)
(44,036,210)
(4,648,050)
(6,454,230)
(7,724,090)
(1,269,860)
(358,780)
(180,000)
(250,000)
Total Property Taxes & General Revenue
(46,451,170)
(51,940,300)
(13,350)
11.80% 19.67%
178,780
(49.83%)
250,000
(100.00%)
(5,489,130)
11.82%
(13,800)
(450)
3.37%
(10,000)
(10,000)
City Manager Sales & User Charges Other Revenues Drawn from Reserves
(30,130)
30,130
(100.00%)
Total City Manager
(43,480)
(23,800)
19,680
(45.26%)
(20,000)
(35,000)
(15,000)
75.00%
(7,500)
(3,000)
4,500
(60.00%)
(27,500)
(38,000)
(10,500)
38.18%
Sales to Other Governments
(455,376)
(143,000)
312,376
(68.60%)
Sales & User Charges
(266,730)
(296,290)
(29,560)
11.08%
Other Revenues
(43,700)
(46,500)
(2,800)
Drawn from Reserves
(99,231)
(53,600)
45,631
People & Organizational Effectiveness Other Revenues Drawn from Reserves Total People & Organizational Effectiveness Corporate Services
Internal Recoveries Total Corporate Services
6.41% (45.98%)
(499,900)
(578,980)
(79,080)
15.82%
(1,364,937)
(1,118,370)
246,567
(18.06%)
Community Safety Sales & User Charges
(233,370)
(274,110)
(40,740)
17.46%
Other Revenues
(7,344,960)
(8,047,670)
(702,710)
9.57%
Conditional Grants
(1,020,040)
(1,083,260)
(63,220)
Drawn from Reserves
(6,486)
Total Community Safety
(8,604,856)
6,486 (9,405,040)
6.20% (100.00%)
(800,184)
9.30%
Community Infrastructure Sales & User Charges
(303,560)
(345,200)
(41,640)
13.72%
(1,239,100)
(1,401,900)
(162,800)
13.14%
(310,790)
(315,670)
(4,880)
1.57%
Drawn from Reserves
(2,142,874)
(2,534,960)
(392,086)
18.30%
Internal Recoveries
(1,046,020)
(1,045,680)
Total Community Infrastructure
(5,042,344)
(5,643,410)
(601,066)
Sales & User Charges
(4,872,390)
(4,995,670)
(123,280)
2.53%
Other Revenues
(2,565,970)
(2,311,220)
254,750
(9.93%)
Conditional Grants
(792,480)
(844,370)
(51,890)
Drawn from Reserves
(394,350)
(350,000)
44,350
Internal Recoveries
(1,108,050)
(1,155,750)
(47,700)
4.30%
Total Community Services
(9,733,240)
(9,657,010)
76,230
(0.78%)
Other Revenues Conditional Grants
340
(0.03%) 11.92%
Community Services
6.55% (11.25%)
Environmental Services Sales to Other Governments Sales & User Charges Other Revenues Drawn from Reserves Internal Recoveries Total Environmental Services Total City of Airdrie
452
(47,120)
(47,120)
(24,755,510)
(29,239,410)
(4,483,900)
(231,650)
(243,950)
(12,300)
(2,800,348)
(2,356,570)
443,778
(15.85%)
18.11% 5.31%
(130,830)
(169,340)
(38,510)
29.44%
(27,965,458)
(32,056,390)
(4,090,932)
14.63%
(99,232,985)
(109,882,320)
(10,649,335)
10.73%
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE ADVERTISING COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Corporate Communications
106,000
106,000
Total City Manager
106,000
106,000
Human Resources
20,500
20,500
Total People & Organizational Effectiveness
20,500
20,500
8,150
7,200
(950)
People & Organizational Effectiveness
Community Safety Fire Protection Emergency Management
10,000
10,000
Municipal Enforcement
1,700
2,200
500
Corporate Properties
6,486
600
16,336
(11.66%)
29.41%
(5,886)
(90.75%)
20,000
3,664
22.43%
9,740
8,000
(1,740)
(17.86%)
250
250
2,050
1,500
(550)
(26.83%)
12,040
9,750
(2,290)
(19.02%)
11,500
4,500
(7,000)
(60.87%)
4,750
6,900
2,150
45.26%
Economic Development
77,500
89,500
12,000
15.48%
Genesis Place
23,100
22,480
(620)
(2.68%)
(500)
(100.00%)
Total Community Safety Community Infrastructure Public Works Roads Engineering Services Parks Operations Total Community Infrastructure Community Services Transit Social Planning
Arena Operations
500
Community Development
1,500
1,500
32,000
35,000
3,000
9.38%
150,850
159,880
9,030
5.99%
14,400
9,200
(5,200)
(36.11%)
Waste & Recycling Services
104,264
30,500
(73,764)
(70.75%)
Total Environmental Services
118,664
39,700
(78,964)
(66.54%)
424,390
355,830
(68,560)
(16.15%)
Bert Church Theatre Total Community Services Environmental Services Water Utility
Total City of Airdrie
Council Approved Budget
453
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE AUDIT & LEGAL COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager Legislative Services
200,000
200,000
Total City Manager
200,000
200,000
80,500
90,000
9,500
11.80%
80,500
90,000
9,500
11.80%
280,500
290,000
9,500
3.39%
Corporate Services Financial Services Total Corporate Services Total City of Airdrie
Council Approved Budget
454
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE BUILDING RENT COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
Community Safety Police Protection Total Community Safety Community Services Building Operations
622,540
644,720
22,180
3.56%
Total Community Services
622,540
644,720
22,180
3.56%
622,540
644,720
22,180
3.56%
Total City of Airdrie
Council Approved Budget
455
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE CELL PHONE COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager
660
750
Corporate Communications
2,160
1,980
(180)
(8.33%)
Legislative Services
1,840
1,450
(390)
(21.20%)
Records/Insurance/Risk Mgmt
660
750
5,320
4,930
Human Resources
1,320
1,320
Business Strategy
1,620
Total People & Organizational Effectiveness
Total City Manager
90
90
13.64%
13.64%
(390)
(7.33%)
1,950
330
20.37%
2,940
3,270
330
11.22%
Technical Services
4,890
5,550
660
13.50%
Data Services
3,970
9,560
5,590
140.81%
Financial Services
1,320
1,320
Procurement & Accounts Payable
1,330
1,350
20
1.50%
Assessment
3,250
6,200
2,950
90.77%
14,760
23,980
9,220
62.47%
(2,440)
(19.68%)
People & Organizational Effectiveness
Corporate Services
Total Corporate Services Community Safety Police Protection
660
660
12,400
9,960
660
900
240
36.36%
Municipal Enforcement
9,000
15,000
6,000
66.67%
Building Inspections
9,000
13,800
4,800
53.33%
Corporate Properties
1,320
2,300
980
74.24%
33,040
42,620
9,580
29.00%
Fire Protection Emergency Management
Total Community Safety Community Infrastructure Fleet
660
660
Public Works Roads
6,630
7,140
510
7.69%
Engineering Services
2,550
3,460
910
35.69%
Planning
2,910
2,910
Parks Operations
5,050
5,770
720
14.26%
Parks Development
1,980
2,160
180
9.09%
19,780
22,100
2,320
11.73%
1,990
2,760
770
38.69%
700
700 (230)
(24.21%)
Total Community Infrastructure Community Services Building Operations Transit Social Planning
950
720
Economic Development
5,400
5,400
Genesis Place
1,910
2,250
340
17.80%
600
1,200
600
100.00%
Community Development
2,000
2,800
800
40.00%
Bert Church Theatre
2,640
2,930
290
10.98%
16,190
18,760
2,570
15.87%
Water Utility
9,020
14,230
5,210
57.76%
Waste & Recycling Services
1,750
1,950
200
11.43%
10,770
16,180
5,410
50.23%
102,800
131,840
29,040
28.25%
Arena Operations
Total Community Services Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
456
CITY OF AIRDRIE 2016 OPERATING BUDGET COMPARATIVE EQUIPMENT LEASE COSTS
DEPARTMENT/PROGRAM
2015
2016
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Procurement & Accounts Payable
1,400
(1,400)
(100.00%)
Total Corporate Services
1,400
(1,400)
(100.00%)
1,400
(1,400)
(100.00%)
Total City of Airdrie
Council Approved Budget
457
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE GENERAL TRAVEL COSTS DEPARTMENT/PROGRAM
2014
2015
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Council Council
2,500
2,500
Total City Council
2,500
2,500
5,250
8,300
3,050
58.10%
700
700
3,650
1,450
(2,200)
(60.27%)
City Manager City Manager Corporate Communications Legislative Services Records/Insurance/Risk Mgmt
500
1,500
1,000
200.00%
10,100
11,950
1,850
18.32%
Human Resources
2,800
1,000
(1,800)
(64.29%)
Business Strategy
3,330
2,500
(830)
(24.92%)
Total People & Organizational Effectiveness
6,130
3,500
(2,630)
(42.90%)
Technical Services
3,100
3,400
300
9.68%
Data Services
2,000
2,300
300
15.00%
Financial Services
1,300
1,300
Procurement & Accounts Payable
2,300
2,400
100
4.35%
700
6.54%
(100)
(25.00%)
750
6.25%
(100)
(20.00%)
(9,300)
(86.11%)
Total City Manager People & Organizational Effectiveness
Corporate Services
Assessment Total Corporate Services
2,000
2,000
10,700
11,400
Community Safety Police Protection Fire Protection Emergency Management Municipal Enforcement Building Inspections Corporate Properties Total Community Safety
400
300
12,000
12,750
500
400
2,100
2,100
10,800
1,500
1,250
1,500
27,050
18,550
250 (8,500)
20.00% (31.42%)
Community Infrastructure Fleet
700
800
100
14.29%
Public Works Roads
3,800
4,170
370
9.74%
Engineering Services
1,700
1,550
(150)
(8.82%)
500
500
2,150
2,150
Planning Parks Operations Parks Development Total Community Infrastructure
900
900
9,750
10,070
320
3.28%
3,280
2,550
(730)
(22.26%)
750
750
Community Services Building Operations Transit Social Planning
1,500
2,050
550
36.67%
12,800
12,500
(300)
(2.34%)
Genesis Place
4,200
3,950
(250)
(5.95%)
Arena Operations
1,000
1,000
Economic Development
Council Approved Budget
458
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE GENERAL TRAVEL COSTS DEPARTMENT/PROGRAM
Community Development
2014
2015
BUDGET
BUDGET
5,850
Bert Church Theatre
%
3,850
$ CHANGE
CHANGE
(2,000)
(34.19%)
1,200
1,000
(200)
(16.67%)
30,580
27,650
(2,930)
(9.58%)
Water Utility
1,500
1,600
Sewer Utility
1,500
1,500
Waste & Recycling Services
1,500
1,500
Total Community Services Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
459
4,500
4,600
98,810
90,220
100
100 (8,590)
6.67%
2.22% (8.69%)
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE GOODS COSTS
DEPARTMENT/PROGRAM
2014
2015
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Council Council
45,820
54,950
9,130
19.93%
Total City Council
45,820
54,950
9,130
19.93%
City Manager City Manager
6,800
1,050
(5,750)
(84.56%)
Corporate Communications
5,980
17,030
11,050
184.78%
Legislative Services
24,140
5,360
(18,780)
(77.80%)
Records/Insurance/Risk Mgmt
53,950
53,180
(770)
(1.43%)
Total City Manager
90,870
76,620
(14,250)
(15.68%)
People & Organizational Effectiveness Human Resources
2,100
2,100
Business Strategy
10,570
14,250
3,680
34.82%
Total People & Organizational Effectiveness
12,670
16,350
3,680
29.04%
140,207
112,190
(28,017)
(19.98%)
Data Services
6,500
11,500
5,000
76.92%
Financial Services
1,200
1,300
100
Taxation
3,000
1,000
(2,000)
57,200
55,470
(1,730)
(3.02%)
3,500
5,900
2,400
68.57%
211,607
187,360
(24,247)
(11.46%)
3,000
14,000
11,000
366.67%
184,820
198,140
13,320
7.21%
2,500
2,500
Municipal Enforcement
31,880
39,170
7,290
22.87%
Building Inspections
15,680
11,690
(3,990)
(25.45%)
500
500
238,380
266,000
27,620
11.59%
Fleet
362,250
316,600
(45,650)
(12.60%)
Public Works Roads
Corporate Services Technical Services
Procurement & Accounts Payable Assessment Total Corporate Services
8.33% (66.67%)
Community Safety Police Protection Fire Protection Emergency Management
Corporate Properties Total Community Safety Community Infrastructure
177,355
187,300
9,945
5.61%
Engineering Services
2,500
3,050
550
22.00%
Planning
6,350
6,350
487,290
671,680
184,390
3,000
1,000
(2,000)
1,038,745
1,185,980
147,235
14.17%
Building Operations
35,363
47,050
11,687
33.05%
Transit
Parks Operations Parks Development Total Community Infrastructure
37.84% (66.67%)
Community Services
56,600
62,300
5,700
10.07%
Social Planning
6,800
7,100
300
4.41%
Economic Development
3,000
3,000
280,500
285,550
5,050
1.80%
Genesis Place
Council Approved Budget
460
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE GOODS COSTS
DEPARTMENT/PROGRAM
2014
2015
%
BUDGET
BUDGET
$ CHANGE
CHANGE
Arena Operations
62,800
72,600
9,800
Community Development
13,050
10,000
(3,050)
(23.37%)
2,600
6,500
3,900
150.00%
460,713
494,100
33,387
7.25%
Water Utility
454,520
557,490
102,970
22.65%
Sewer Utility
363,900
404,400
40,500
11.13%
Bert Church Theatre Total Community Services
15.61%
Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
461
842,000
24,850
(817,150)
(97.05%)
1,660,420
986,740
(673,680)
(40.57%)
3,759,225
3,268,100
(491,125)
(13.06%)
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE INSURANCE COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Records/Insurance/Risk Mgmt
444,040
526,520
82,480
18.57%
Total City Manager
444,040
526,520
82,480
18.57%
30,520
58,740
28,220
92.46%
7,400
20,860
13,460
181.89%
37,920
79,600
41,680
109.92%
Community Safety Fire Protection Municipal Enforcement Total Community Safety Community Infrastructure Fleet
2,250
4,850
2,600
115.56%
Public Works Roads
55,190
59,750
4,560
8.26%
Parks Operations
24,790
33,970
9,180
37.03%
Total Community Infrastructure
82,230
98,570
16,340
19.87%
Building Operations
2,760
2,580
Transit
1,850
Community Services (180)
(6.52%)
(1,850)
(100.00%)
Genesis Place
54,030
74,040
20,010
37.03%
Arena Operations
21,820
33,940
12,120
55.55%
2,370
2,640
270
11.39%
82,830
113,200
30,370
36.67%
Water Utility
6,250
6,760
510
8.16%
Sewer Utility
6,250
6,310
60
0.96%
Waste & Recycling Services
4,200
3,520
(680)
(16.19%)
Bert Church Theatre Total Community Services Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
462
16,700
16,590
(110)
(0.66%)
663,720
834,480
170,760
25.73%
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE MEMBERSHIP COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Council Council
51,200
55,500
4,300
8.40%
Total City Council
51,200
55,500
4,300
8.40%
City Manager
1,180
1,180
Corporate Communications
1,600
1,600
Legislative Services
1,550
2,060
510
32.90%
Records/Insurance/Risk Mgmt
1,770
1,990
220
12.43%
Total City Manager
6,100
6,830
730
11.97%
6,410
7,010
600
9.36%
City Manager
People & Organizational Effectiveness Human Resources Business Strategy
3,690
4,070
380
10.30%
10,100
11,080
980
9.70%
Technical Services
700
520
(180)
(25.71%)
Data Services
750
850
100
13.33%
Financial Services
5,250
7,960
2,710
51.62%
Procurement & Accounts Payable
2,080
2,370
290
13.94%
Assessment
6,100
6,100
14,880
17,800
2,920
19.62%
30,190
32,840
2,650
8.78%
600
600
2,080
2,280
200
9.62%
400
400
32,870
36,120
3,250
9.89%
220
1,070
850
386.36%
Public Works Roads
3,280
3,400
120
3.66%
Engineering Services
2,880
3,000
120
4.17%
Planning
4,220
4,240
20
0.47%
Parks Operations
2,500
2,500
750
800
50
6.67%
13,850
15,010
1,160
8.38%
Transit
2,440
2,500
60
2.46%
Social Planning
1,650
1,700
50
3.03%
Economic Development
6,100
4,850
(1,250)
(20.49%)
950
5,750
4,800
505.26%
Total People & Organizational Effectiveness Corporate Services
Total Corporate Services Community Safety Fire Protection Municipal Enforcement Building Inspections Corporate Properties Total Community Safety Community Infrastructure Fleet
Parks Development Total Community Infrastructure Community Services
Genesis Place
Council Approved Budget
463
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE MEMBERSHIP COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
Arena Operations
% $ CHANGE
1,700
400
Community Development
900
1,500
Bert Church Theatre
500
500
14,240
17,200
Water Utility
2,300
2,300
Sewer Utility
400
400
Waste & Recycling Services
730
730
3,430
3,430
146,670
162,970
Total Community Services
(1,300)
CHANGE
(76.47%)
600
66.67%
2,960
20.79%
16,300
11.11%
Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
464
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE OTHER GOVERNMENT COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Taxation
8,700
5,000
(3,700)
(42.53%)
Assessment
13,800
7,500
(6,300)
(45.65%)
Total Corporate Services
22,500
12,500
(10,000)
(44.44%)
5,702,730
6,613,840
911,110
15.98%
(18,800)
(100.00%)
5,721,530
6,613,840
892,310
15.60%
Water Utility
3,669,300
6,057,170
2,387,870
65.08%
Sewer Utility
5,759,300
5,926,540
167,240
2.90%
9,428,600
11,983,710
2,555,110
27.10%
15,172,630
18,610,050
3,437,420
22.66%
Community Safety Police Protection Fire Protection
18,800
Total Community Safety Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
465
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE POSTAGE COSTS DEPARTMENT/POSITION
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Corporate Communications Legislative Services
69,000
79,000
10,000
14.49%
Total City Manager
69,000
79,000
10,000
14.49%
75,600
126,000
50,400
66.67%
75,600
126,000
50,400
66.67%
144,600
205,000
60,400
41.77%
Environmental Services Water Utility Total Environmental Services Total City of Airdrie
Council Approved Budget
466
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARTIVE PURCHASED SERVICES COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Council Council
33,000
33,000
Total City Council
33,000
33,000
2,500
1,500
(1,000)
(40.00%)
43,000
40,000
(3,000)
(6.98%)
287,140
288,870
1,730
0.60%
7,500
73,400
65,900
878.67%
340,140
403,770
63,630
18.71%
147,820
149,620
1,800
1.22%
City Manager City Manager Corporate Communications Legislative Services Records/Insurance/Risk Mgmt Total City Manager People & Organizational Effectiveness Human Resources Business Strategy
43,450
44,250
800
1.84%
191,270
193,870
2,600
1.36%
159,150
154,000
(5,150)
(3.24%)
Data Services
36,100
190,100
154,000
426.59%
Financial Services
86,500
147,000
60,500
69.94%
9,150
11,400
2,250
24.59%
10,500
12,000
1,500
14.29%
9,530
10,800
1,270
13.33%
310,930
525,300
214,370
68.94%
60,750
92,050
31,300
51.52%
Total People & Organizational Effectiveness Corporate Services Technical Services
Taxation Procurement & Accounts Payable Assessment Total Corporate Services Community Safety Police Protection Fire Protection
269,770
270,060
Emergency Management
17,500
5,500
(12,000)
290
(68.57%)
0.11%
Municipal Enforcement
32,500
35,000
2,500
7.69%
Corporate Properties
231,250
76,250
(155,000)
(67.03%)
Total Community Safety
611,770
478,860
(132,910)
(21.73%)
Building Inspections
Community Infrastructure Fleet
1,600
2,200
600
37.50%
Public Works Roads
254,590
332,310
77,720
30.53%
Engineering Services
867,871
862,450
(5,421)
(0.62%)
Planning
167,500
35,000
(132,500)
(79.10%)
Parks Operations
260,900
450,000
189,100
72.48%
36,000
41,000
5,000
13.89%
1,588,461
1,722,960
134,499
8.47%
142,700
123,190
(19,510)
(13.67%)
Parks Development Total Community Infrastructure Community Services Building Operations
City of Airdrie
467
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARTIVE PURCHASED SERVICES COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
Transit
%
1,585,010
1,845,730
Social Planning
25,750
Economic Development
56,400
Genesis Place Arena Operations
$ CHANGE
CHANGE
260,720
16.45%
29,150
3,400
13.20%
69,150
12,750
22.61%
182,790
278,330
95,540
52.27%
115,510
116,200
690
0.60%
13,900
9,100
(4,800)
(34.53%)
Bert Church Theatre
106,230
116,900
10,670
10.04%
Culture
298,630
313,430
14,800
4.96%
2,526,920
2,901,180
374,260
14.81%
265,300
252,700
(12,600)
(4.75%)
Community Development
Total Community Services Environmental Services Water Utility Sewer Utility
226,800
230,800
4,000
1.76%
Waste & Recycling Services
3,365,364
4,006,920
641,556
19.06%
Total Environmental Services
3,857,464
4,490,420
632,956
16.41%
9,459,955
10,749,360
1,289,405
13.63%
Total City of Airdrie
City of Airdrie
468
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE REPAIRS & MAINTENANCE COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager Legislative Services
800
1,400
600
75.00%
Records/Insurance/Risk Mgmt
15,000
20,000
5,000
33.33%
Total City Manager
15,800
21,400
5,600
35.44%
166,776
214,850
48,074
28.83%
68,720
73,050
4,330
6.30%
5,900
6,400
500
8.47%
241,396
294,300
52,904
21.92%
4,700
5,000
300
6.38%
Fire Protection
11,000
10,650
(350)
(3.18%)
Total Community Safety
15,700
15,650
(50)
(0.32%)
Fleet
126,300
154,000
27,700
21.93%
Public Works Roads
450,100
517,000
66,900
14.86%
Corporate Services Technical Services Data Services Procurement & Accounts Payable Total Corporate Services Community Safety Police Protection
Community Infrastructure
Parks Operations
3,150
4,000
850
26.98%
579,550
675,000
95,450
16.47%
Building Operations
162,500
151,990
(10,510)
(6.47%)
Genesis Place
Total Community Infrastructure Community Services
288,350
322,370
34,020
11.80%
Arena Operations
40,550
47,500
6,950
17.14%
Bert Church Theatre
13,400
13,260
(140)
(1.04%)
504,800
535,120
30,320
Water Utility
259,000
248,000
(11,000)
(4.25%)
Sewer Utility
348,700
450,200
101,500
29.11%
14,500
14,000
(500)
(3.45%)
Total Community Services
6.01%
Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
469
622,200
712,200
90,000
14.46%
1,979,446
2,253,670
274,224
13.85%
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE TECHNOLOGY COSTS
DEPARTMENT/PROGRAM
2014
2015
%
BUDGET
BUDGET
$ CHANGE
CHANGE
City Manager Corporate Communications
2,860
1,000
(1,860)
(65.03%)
Legislative Services
3,500
8,500
5,000
142.86%
Records/Insurance/Risk Mgmt
15,000
28,600
13,600
90.67%
Total City Manager
21,360
38,100
16,740
78.37%
Human Resources
38,380
27,370
(11,010)
(28.69%)
Business Strategy
15,300
22,730
7,430
48.56%
Total People & Organizational Effectiveness
53,680
50,100
(3,580)
(6.67%)
Financial Services
67,300
64,920
Procurement & Accounts Payable
11,670
People & Organizational Effectiveness
Corporate Services
Assessment
(2,380)
(3.54%)
(11,670)
(100.00%)
48,300
32,100
(16,200)
(33.54%)
127,270
97,020
(30,250)
(23.77%)
4,800
4,800
Fire Protection
12,238
29,250
17,012
139.01%
Municipal Enforcement
15,460
18,530
3,070
19.86%
Building Inspections
23,310
18,530
(4,780)
(20.51%)
350
350
51,358
71,460
20,102
39.14%
Fleet
8,900
9,150
250
2.81%
Public Works Roads
7,650
7,650
Engineering Services
4,700
4,600
(100)
(2.13%)
Planning
700
700
Parks Operations
800
900
100
12.50%
Parks Development
700
800
100
14.29%
23,450
23,800
350
1.49%
Building Operations
3,685
1,180
(2,505)
(67.98%)
Transit
1,550
9,710
8,160
526.45%
Economic Development
3,600
5,200
1,600
44.44%
24,000
22,000
(2,000)
(8.33%)
(400)
(100.00%)
Total Corporate Services Community Safety Police Protection
Corporate Properties Total Community Safety Community Infrastructure
Total Community Infrastructure Community Services
Genesis Place Community Development
400
Bert Church Theatre
680
680
33,915
38,770
4,855
14.32%
47,000
43,500
(3,500)
(7.45%)
4,500
4,500
47,000
48,000
1,000
2.13%
358,033
367,250
9,217
2.57%
Total Community Services Environmental Services Water Utility Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
470
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE TRAINING COSTS DEPARTMENT/PROGRAM
2014
% OF 2014
2015
% OF 2015
BUDGET
PERSONNEL
BUDGET
SALARY & WAGE
COSTS
% $ CHANGE
CHANGE
COSTS
City Council Council Total City Council City Manager City Manager
10,100
2.68%
10,730
2.87%
630
6.24%
Corporate Communications
11,880
2.63%
15,800
3.38%
3,920
33.00%
Legislative Services
17,920
4.33%
21,350
4.28%
3,430
19.14%
Records/Insurance/Risk Mgmt
26,840
4.69%
25,680
4.01%
(1,160)
(4.32%)
Total City Manager
66,740
3.68%
73,560
3.72%
6,820
10.22%
Human Resources
167,600
26.16%
220,200
31.42%
52,600
31.38%
Business Strategy
22,420
2.70%
21,280
2.11%
(1,140)
(5.08%)
190,020
12.92%
241,480
14.11%
51,460
27.08%
Technical Services
21,700
2.75%
23,300
2.63%
1,600
7.37%
Data Services
31,600
3.55%
32,000
3.46%
400
1.27%
Financial Services
22,600
3.21%
24,600
2.97%
2,000
4,600
1.98%
3,000
0.95%
(1,600)
Procurement & Accounts Payable
13,000
1.96%
14,250
1.98%
1,250
Assessment
27,250
2.84%
19,300
2.38%
(7,950)
(29.17%)
120,750
2.85%
116,450
2.60%
(4,300)
(3.56%)
People & Organizational Effectiveness
Total People & Organizational Effectiveness Corporate Services
Taxation
Total Corporate Services
8.85% (34.78%) 9.62%
Community Safety Police Protection
6,740
0.82%
13,590
1.35%
6,850
101.63%
78,470
1.07%
108,590
1.38%
30,120
38.38%
6,500
15.00%
6,500
12.17%
Municipal Enforcement
12,000
0.94%
14,650
1.09%
2,650
22.08%
Building Inspections
28,660
1.71%
31,080
1.81%
2,420
8.44%
Corporate Properties
4,700
1.88%
5,210
1.97%
510
10.85%
137,070
1.21%
179,620
1.46%
42,550
31.04%
25.58%
Fire Protection Emergency Management
Total Community Safety Community Infrastructure Fleet
8,600
2.09%
10,800
2.18%
2,200
Public Works Roads
21,950
1.40%
22,770
1.09%
820
Engineering Services
13,780
4.89%
11,510
3.79%
Planning
13,000
1.02%
13,750
0.98%
750
5.77%
Parks Operations
19,760
0.95%
26,130
1.15%
6,370
32.24% (33.87%)
Parks Development
(2,270)
3.74% (16.47%)
8,620
3.63%
5,700
2.34%
(2,920)
85,710
1.46%
90,660
1.33%
4,950
5.78%
Building Operations
2,200
0.37%
6,840
1.10%
4,640
210.91%
Transit
8,660
3.60%
6,800
2.76%
(1,860)
(21.48%)
Social Planning
4,110
1.64%
4,020
1.73%
(90)
(2.19%)
Economic Development
35,350
8.18%
16,100
3.59%
(19,250)
(54.46%)
Genesis Place
25,200
0.68%
23,950
0.67%
(1,250)
(4.96%)
5,100
0.93%
4,600
0.94%
(500)
(9.80%)
13,260
2.32%
11,400
1.80%
(1,860)
(14.03%)
Total Community Infrastructure Community Services
Arena Operations Community Development Bert Church Theatre
4,480
1.87%
5,370
1.80%
98,360
1.49%
79,080
1.21%
Water Utility
38,850
2.45%
42,780
2.42%
3,930
10.12%
Sewer Utility
7,750
0.88%
9,000
0.90%
1,250
16.13%
10,050
1.59%
10,050
1.45%
56,650
1.83%
61,830
1.79%
5,180
9.14%
755,300
2.19%
842,680
2.26%
87,380
11.57%
Total Community Services
890 (19,280)
19.87% (19.60%)
Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
471
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE TRAINING TRAVEL COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
City Manager City Manager
4,600
4,580
(20)
(0.43%)
Corporate Communications
6,380
7,000
620
9.72%
Legislative Services
7,420
5,210
(2,210)
(29.78%)
Records/Insurance/Risk Mgmt
12,050
13,730
1,680
13.94%
Total City Manager
30,450
30,520
70
0.23%
Human Resources
500
1,000
500
100.00%
Business Strategy
6,240
1,800
(4,440)
(71.15%)
Total People & Organizational Effectiveness
6,740
2,800
(3,940)
(58.46%)
(1,600)
(21.05%)
People & Organizational Effectiveness
Corporate Services Technical Services
7,600
6,000
16,600
17,500
Financial Services
4,600
4,600
Taxation
1,000
Procurement & Accounts Payable
5,000
Data Services
900
5.42%
500
(500)
(50.00%)
6,100
1,100
22.00%
Assessment
11,600
7,100
(4,500)
(38.79%)
Total Corporate Services
46,400
41,800
(4,600)
(9.91%)
1,720
6,660
4,940
287.21%
12,000
64.76%
3,100
62.00%
Community Safety Police Protection Fire Protection
18,530
30,530
Emergency Management
3,500
3,500
Municipal Enforcement
5,000
8,100
Building Inspections
9,510
10,560
1,050
11.04%
38,260
59,350
21,090
55.12%
Fleet
1,800
3,000
1,200
66.67%
Public Works Roads
9,200
9,570
370
4.02%
Engineering Services
3,750
3,750
Planning
7,000
7,000
Parks Operations
7,730
14,100
6,370
82.41%
Parks Development
3,120
3,200
80
2.56%
32,600
40,620
8,020
24.60%
3,040
3,040
Total Community Safety Community Infrastructure
Total Community Infrastructure Community Services Building Operations Transit
2,900
2,600
(300)
(10.34%)
Social Planning
2,400
2,000
(400)
(16.67%)
25,600
41,100
15,500
5,600
4,900
(700)
Economic Development Genesis Place
Council Approved Budget
472
60.55% (12.50%)
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE TRAINING TRAVEL COSTS DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
Arena Operations
2,000
1,500
(500)
(25.00%)
Community Development
7,100
6,050
(1,050)
(14.79%)
Bert Church Theatre
3,030
3,650
620
20.46%
48,630
64,840
16,210
33.33%
Water Utility
10,670
11,570
900
8.43%
Sewer Utility
2,000
2,500
500
25.00%
Waste & Recycling Services
3,500
3,500
16,170
17,570
1,400
8.66%
219,250
257,500
38,250
17.45%
Total Community Services Environmental Services
Total Environmental Services Total City of Airdrie
Council Approved Budget
473
CITY OF AIRDRIE 2015 OPERATING BUDGET COMPARATIVE UTILITIES COSTS
DEPARTMENT/PROGRAM
2014
2015
BUDGET
BUDGET
% $ CHANGE
CHANGE
Corporate Services Technical Services
10,000
10,240
240
2.40%
Procurement & Accounts Payable
12,680
14,820
2,140
16.88%
Total Corporate Services
22,680
25,060
2,380
10.49%
71,940
77,960
6,020
8.37%
110,180
124,900
14,720
13.36%
42,460
46,780
4,320
10.17%
224,580
249,640
25,060
11.16%
38,030
44,450
6,420
16.88%
1,560,180
1,839,670
279,490
17.91%
103,530
122,900
19,370
18.71%
1,701,740
2,007,020
305,280
17.94%
67,530
77,870
10,340
15.31%
Community Safety Police Protection Fire Protection Corporate Properties Total Community Safety Community Infrastructure Fleet Public Works Roads Parks Operations Total Community Infrastructure Community Services Building Operations Transit
12,680
14,820
2,140
16.88%
Genesis Place
757,970
826,220
68,250
9.00%
Arena Operations
221,350
248,840
27,490
12.42%
1,059,530
1,167,750
108,220
10.21%
Water Utility
193,170
258,970
65,800
34.06%
Sewer Utility
201,590
238,840
37,250
18.48%
Total Community Services Environmental Services
Waste & Recycling Services Total Environmental Services Total City of Airdrie
Council Approved Budget
474
17,860
24,400
6,540
36.62%
412,620
522,210
109,590
26.56%
3,421,150
3,971,680
550,530
16.09%
APPENDIX VII – CAPITAL PLAN
475
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2015-2024 2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
22,613,765 7,700,740 4,143,070 2,237,650 8,618,820 45,314,045
19,129,150 33,899,280 3,169,950 3,506,160 7,219,855 66,924,395
15,362,750 2,716,340 3,114,140 3,386,105 5,756,510 30,335,845
17,143,730 5,918,640 3,001,600 2,418,845 4,073,500 32,556,315
15,517,690 6,397,400 3,103,230 2,531,690 2,909,500 30,459,510
13,919,320 786,780 2,595,458 2,294,210 3,684,070 23,279,838
18,076,790 248,820 2,786,760 1,126,820 5,638,070 27,877,260
26,337,410 1,625,870 5,319,020 561,750 1,348,510 35,192,560
29,567,120 350,100 2,062,060 1,045,240 3,444,750 36,469,270
19,581,160 524,040 2,849,340 1,294,300 201,040 24,449,880
3,529,590 1,368,090 0 7,180,725 26,758,925 6,476,715
6,542,970 407,590 0 25,858,865 27,768,200 6,346,770
1,069,970 377,190 0 7,565,105 19,683,270 1,640,310
1,108,940 2,770,700 0 6,895,765 20,068,620 1,712,290
1,027,020 6,784,100 0 3,944,220 17,564,840 1,139,330
1,241,140 1,688,810 0 4,177,320 11,512,860 4,659,708
1,144,090 35,460 0 6,886,530 18,951,640 859,540
2,930,050 58,200 0 13,949,740 17,392,570 862,000
1,074,710 0 0 16,304,270 18,094,910 995,380
1,544,440 229,840 0 5,277,850 16,730,710 667,040
Total Project Costs
45,314,045
66,924,395
30,335,845
32,556,315
30,459,510
23,279,838
27,877,260
35,192,560
36,469,270
24,449,880
Total Project Costs
20,722,745 23,194,300 1,350,000 0 47,000 45,314,045
36,936,715 23,911,055 6,057,125 0 19,500 66,924,395
16,932,120 10,760,905 2,626,320 0 16,500 30,335,845
14,647,970 11,710,080 6,175,765 0 22,500 32,556,315
16,117,850 10,991,150 3,330,510 0 20,000 30,459,510
8,042,420 10,962,423 3,528,515 0 746,480 23,279,838
16,369,870 6,862,490 4,622,400 0 22,500 27,877,260
20,014,485 9,828,425 5,329,650 0 20,000 35,192,560
20,121,660 12,542,445 3,785,165 0 20,000 36,469,270
5,171,715 11,583,810 7,674,355 0 20,000 24,449,880
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
476
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2015-2024 2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
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) 120,150,538 131,765,664 134,324,631 146,840,711 Grossed up by 1.5 for calculation 180,225,807 197,648,496 201,486,947 220,261,066 Projected outstanding debt 52,086,940 53,362,061 50,755,776 52,301,825 Total debt under debt limit 128,138,867 144,286,434 150,731,171 167,959,240
160,365,142 240,547,713 50,931,662 189,616,052
175,549,136 263,323,704 49,669,521 213,654,183
192,258,223 288,387,334 49,146,773 239,240,561
210,562,435 315,843,652 48,917,606 266,926,046
210,562,435 315,843,652 47,063,943 268,779,708
140,669,911 211,004,866 49,195,600 161,809,266
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 30,037,635 32,941,416 33,581,158 36,710,178 Projected debt payments 7,205,256 6,985,853 7,203,971 6,499,170 Total service on debt under limit 22,832,379 25,955,563 26,377,186 30,211,008
40,091,286 6,663,830 33,427,455
43,887,284 6,724,542 37,162,742
48,064,556 7,050,572 41,013,983
52,640,609 7,492,267 45,148,342
52,640,609 7,618,938 45,021,670
35,167,478 7,494,491 27,672,986
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 3,470,320 3,385,782 Net General fund operating revenue 71,152,875 76,200,943 Debt payments as a percentage of above 4.877% 4.443% Has the condition been meet (> or equal to 10%) Yes Yes
3,682,367 86,505,416 4.257% Yes
2,900,528 95,370,740 3.041% Yes
2,494,556 105,179,610 2.372% Yes
2,247,533 115,897,384 1.939% Yes
2,247,533 127,685,367 1.760% Yes
2,467,678 140,669,911 1.754% Yes
2,803,049 140,669,911 1.993% Yes
2,803,049 140,669,911 1.993% Yes
Condition - that utility supported debt payments are less than or equal to 25% Net utility supported debt payments 75,285 32,949 Net Utility fund operating revenue 27,958,308 30,490,580 Debt payments as a percentage of above 0.269% 0.108% Has the condition been meet (< or equal to 25%) Yes Yes
32,949 33,863,730 0.097% Yes
0 31,482,980 0.000% Yes
0 34,416,496 0.000% Yes
0 37,586,350 0.000% Yes
0 41,145,171 0.000% Yes
0 49,351,581 0.000% Yes
0 49,351,581 0.000% Yes
0 49,351,581 0.000% Yes
Developer funded debt Information Developer funded - roads Developer funded - utility Total developer funded payments
2,130,208 1,529,443 3,659,651
2,037,678 1,529,443 3,567,121
1,873,009 1,615,646 3,488,655
1,982,996 1,615,646 3,598,642
2,553,628 1,615,646 4,169,275
2,861,363 1,615,646 4,477,009
3,187,393 1,615,646 4,803,039
3,408,943 1,615,646 5,024,589
3,419,060 1,396,830 4,815,889
3,294,613 1,396,830 4,691,442
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
6,340,151 865,105 7,205,256 202,425
6,030,494 955,359 6,985,853 -219,403
5,817,777 1,386,195 7,203,971 218,119
4,870,307 1,628,863 6,499,170 -704,801
4,464,334 2,199,496 6,663,830 164,660
4,217,312 2,507,231 6,724,542 60,712
4,217,312 2,833,261 7,050,572 326,030
4,217,312 3,274,956 7,492,267 441,695
3,834,707 3,784,232 7,618,938 126,671
3,348,567 4,145,924 7,494,491 -124,447
1,554,104 3,659,651
-69,104 3,567,121
615,000 3,488,655
25,000 3,598,642
0 4,169,275
150,000 4,477,009
125,000 4,803,039
100,000 5,024,589
125,000 4,815,889
100,000 4,691,442
5,099,709
3,349,627
4,330,317
2,925,528
2,494,556
2,397,533
2,372,533
2,567,678
2,928,049
2,903,049
913,825 913,825
-836,257 -1,750,082
144,432 980,689
-1,260,356 -1,404,789
-1,691,328 -430,972
-1,788,351 -97,023
-1,813,351 -25,000
-1,618,206 195,145
-1,257,835 360,371
-1,282,835 -25,000
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) 2014 Operating Budget Difference year over year
477
City of Airdrie Ten-Year Capital Budget & Planning Summary For the Planning Period 2015-2024 2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
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
58,733
62,845
67,244
69,261
71,339
73,479
75,684
77,954
80,293
82,701
15,433,772 12,446,574 27,880,346
13,933,634 12,350,061 26,283,694
15,167,934 11,271,064 26,438,998
19,906,632 10,151,767 30,058,399
21,449,157 8,988,445 30,437,602
22,959,497 7,779,307 30,738,804
23,010,045 6,522,485 29,532,531
22,363,317 5,216,037 27,579,354
23,660,685 4,079,276 27,739,961
25,191,564 2,899,079 28,090,643
60,728
31,195
0
0
0
0
0
0
0
0
24,145,867
27,047,173
24,316,777
22,243,426
20,494,060
18,930,717
19,614,242
21,338,251
19,323,983
21,104,956
52,086,940
53,362,061
50,755,776
52,301,825
50,931,662
49,669,521
49,146,773
48,917,606
47,063,943
49,195,600
475 1 411 887
418 0 430 849
393 0 362 755
434 0 321 755
427 0 287 714
418 0 258 676
390 0 259 649
354 0 274 628
345 0 241 586
340 0 255 595
478
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015 - 2024 BUDGET YEAR 2015 2015
2015
2015
2015
2015
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
1,691,760
(1,574,060)
000021 Collector Roadway Rehabilitation
674,690
(674,690)
000022 Local Roadway Rehabilitation
644,480
(644,480)
000023 Traffic Signals
450,840
(120,840)
000085 Irrigation
151,050
(151,050)
(151,050)
1,409,800
(1,409,800)
(1,409,800)
000246 Parks Pathways Program
169,180
(169,180)
(169,180)
000258 Nose Creek Regional Park Enhancement
176,230
(176,230)
(176,230)
000232 Leisure Pool Lifecycle
000261 Playground Lifecycle Replacement
(117,700)
(1,691,760) (674,690) (644,480)
(330,000)
(450,840)
178,650
(178,650)
(178,650)
000389 Library Expansion
1,611,200
(1,611,200)
(1,611,200)
000400 Permanent Snow Dump/Melt Site
2,348,300
(2,348,300)
(2,348,300)
687,980
(687,980)
000473 East Lake Storm Water Irrigation Pump 000494 Civic Spaces
1,350,000
(687,980) (1,350,000)
(1,350,000)
000574 Lifecycle Pedestrian Bridge
95,670
(95,670)
(95,670)
000607 Transit Zone Improvements
336,340
(336,340)
(336,340)
000608 Construction - Park & Ride
3,500,000
(3,500,000)
(3,500,000)
000609 Construction - Transit Facility
3,568,020
(3,568,020)
(3,568,020)
000624 2nd Ave Watermain Replacement
991,900
(991,900)
000663 Spray Park Phase II
868,540
(838,540)
20,904,630
(19,076,930)
Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDE
(991,900) (30,000)
(868,540)
(477,700)
(20,904,630)
254,770
(254,770)
(254,770)
75,530
(75,530)
(75,530)
(1,132,875)
(1,510,500)
(10,271,400)
(10,271,400)
(11,734,575)
(12,112,200)
(1,350,000)
OFFSITE LEVY FUNDED PROJECTS 000211 YVB - Upgrade ELB to KHG 000548 Arterial Landscaping 000723 NE Servicing Extension
1,510,500
000763 40th Ave - Reynolds Gate to Main Street
10,271,400
Total OFFSITE LEVY FUNDED PROJECTS
12,112,200
(377,625)
(377,625)
VEHICLES & MOBILE EQUIPMENT 000132 Wheel Loader with Scale
347,140
(347,140)
000142 Replace Unit 208 (PW Truck)
42,360
(40,860)
(347,140)
000154 Building Inspector Vehicles (4)
102,640
(102,640)
(102,640)
000186 Tandem Plow Truck
398,190
(398,190)
(398,190)
000266 Parks Loader
112,310
(112,310)
(112,310)
000267 Parks Mower
61,260
(61,260)
000280 Replace Unit 226 (BOPS Van)
38,800
(37,800)
(1,000)
(38,800)
000285 Replace Unit 265 (Sweeper)
285,880
(277,880)
(8,000)
(285,880)
000311 Replace Unit 274 (PW Sander/plow)
(1,500)
(42,360)
(61,260)
398,190
(393,190)
(5,000)
(398,190)
000313 Replace Unit 330 (Parks mower 48000)
61,260
(58,760)
(2,500)
(61,260)
000314 Replace Unit 331 (Parks mower)
61,260
(58,760)
(2,500)
(61,260)
(5,000)
(864,790)
000315 Replace Unit 2302 (Fire Truck) 000382 Parks Truck 000720 Fleet Service Truck 000722 Replace Unit 770, Snow Blade for Loaders Total VEHICLES & MOBILE EQUIPMENT
864,790
(859,790)
46,560
(46,560)
(46,560)
152,640
(152,640)
(152,640)
29,610
(29,610)
(29,610)
3,002,890
(859,790)
(2,117,600)
(25,500)
(3,002,890)
PROJECTS FUNDED FROM OTHER SOURCES 000017 Wireless Mobile Computing
25,015
(25,015)
(25,015)
000019 Security System
107,205
(107,205)
(107,205)
000031 RCMP Building
390,450
(390,450)
(390,450)
000101 Ron Ebbesen Arena Compressor Overhaul
20,420
(20,420)
(20,420)
000109 Replacement PC's
68,080
(68,080)
(68,080)
479
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015 - 2024 BUDGET YEAR 2015 2015
2015
2015
2015
2015
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
000112 Life Cycle Server
47,970
(47,970)
(47,970)
000229 Ron Ebbesen Arena Lobby Flooring
75,530
(75,530)
(75,530)
000230 Genesis Place Front Door Upgrade
70,490
(70,490)
(70,490)
485,000
(485,000)
(485,000)
000240 Life Cycle Switches
12,250
(12,250)
(12,250)
000244 Replace Scanners/Plotter
10,210
(10,210)
(10,210)
000245 Parks Enhancement Program
95,670
(95,670)
(95,670)
000344 Ron Ebbesen Twin Arena Washroom Flooring Upgrade
65,460
(65,460)
(65,460)
000410 Traffic Signal Backup Power
76,575
(76,575)
000491 Life Cycle Fitness Equipment
97,000
(75,500)
000515 Telecommunications Network
000239 IT Capital Budget Pool
(76,575) (21,500)
(97,000)
215,180
(215,180)
(215,180)
000570 Liquid Calcium Storage Expansion
51,050
(51,050)
(51,050)
000584 Ron Ebbesen Front Door Replacement
70,490
(70,490)
(70,490)
000613 Asset Management Software
408,400
000654 Electronic Document Management System
510,500
(510,500)
(510,500)
000735 Drainage Swale Pathway Replacement
246,720
(246,720)
(246,720)
000739 Genesis Place Backup Generator
204,200
(204,200)
(204,200)
000745 Chemical Storage Building
30,210
(30,210)
(30,210)
000747 Life Cycle Security Infrastructure
25,530
(25,530)
(25,530)
000759 T&C Rear Parking Lot
80,560
(80,560)
(80,560)
000760 Emergency Coordination Centre Plotter
10,210
(10,210)
(10,210)
000762 Lifecycle Copier
49,900
(49,900)
(49,900)
151,755
(151,755)
(151,755)
28,500
(28,500)
(28,500)
000764 Replace Backup Power Generator at 15 ELH 000765 Heavy Duty Engine Lathe Total PROJECTS FUNDED FROM OTHER SOURCES Total TOTAL TAX SUPPORTED PROJECTS
(408,400)
3,730,530
(408,400)
39,750,250
(20,722,745)
(408,400)
(1,350,000)
(3,300,630)
(21,500)
(3,730,530)
(17,630,505)
(47,000)
(39,750,250)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000418 Water/Sewer Pickup Truck 000420 Mainline Sewer Camera Truck 000504 Hydrovac Dump Site Construction 000538 South Reservoir Generator and Electrical Upgrade 000540 Main Lift Station Upgrade
47,990
(47,990)
(47,990)
301,200
(301,200)
(301,200)
196,365
(196,365)
(196,365)
2,235,540
(2,235,540)
(2,235,540)
250,000
(250,000)
(250,000)
000725 Leak Detection Instrument - Correlator
40,840
(40,840)
(40,840)
000728 Ozone Generator & Contact Chamber 3 Lift Stations
75,530
(75,530)
(75,530)
120,840
(120,840)
(120,840)
000729 Pretreatment System for H2S Control 000731 Trench Shoring 000733 Dry Well Corrosion Protection & Ventilate 000737 All Purpose Vehicle (Inspection)
26,550
(26,550)
(26,550)
135,950
(135,950)
(135,950)
24,500
(24,500)
(24,500)
153,150
(153,150)
(153,150)
3,608,455
(3,608,455)
(3,608,455)
000064 Water Main Oversize
138,870
(138,870)
(138,870)
000210 Sewer Main Oversize
211,470
(211,470)
(211,470)
000411 West Lift Station Buildout
1,605,000
(1,605,000)
(1,605,000)
Total UT OFFSITE LEVY FUNDED PROJECTS
1,955,340
(1,955,340)
(1,955,340)
5,563,795
(5,563,795)
000761 Mini Bulk Water Stations Total GENERAL UTILITY-SUPPORTED PROJECTS UT OFFSITE LEVY FUNDED PROJECTS
Total TOTAL UTILITY SUPPORTED PROJECTS Total All Projects
45,314,045
480
(20,722,745)
(1,350,000)
(23,194,300)
(5,563,795) (47,000)
(45,314,045)
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015-2024 BUDGET YEAR 2015
2016
2016
2016
2016
2016
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
797,990
(797,990)
(797,990)
000021 Collector Roadway Rehabilitation
532,000
(532,000)
(532,000)
000022 Local Roadway Rehabilitation
399,000
(399,000)
(399,000)
000023 Traffic Signals
314,460
(314,460)
(314,460)
000024 Pedestrian Signals
37,890
(37,890)
(37,890)
000026 Land Acquisition
781,600
(781,600)
(781,600)
000085 Irrigation
165,990
(165,990)
(165,990)
000246 Parks Pathways Program
174,030
(174,030)
(174,030)
1,830,025
(1,830,025)
(1,830,025)
000258 Nose Creek Regional Park Enhancement 000260 Columbarium - Cemetary 000261 Playground Lifecycle Replacement 000269 Parkland Acquisition 000389 Library Expansion 000400 Permanent Snow Dump/Melt Site 000494 Civic Spaces
82,480
(82,480)
(82,480)
140,670
(140,670)
(140,670)
3,126,000
(3,126,000)
(3,126,000)
16,496,000
(16,496,000)
(16,496,000)
773,250
(773,250)
5,155,000
(773,250) (5,155,000)
(5,155,000)
000546 Quad Ball Diamond
309,300
(309,300)
(309,300)
000592 Waterslide Addition
309,300
(309,300)
(309,300)
000599 ICE Fleet Expansion
937,800
(937,800)
(937,800)
000603 Local Fleet Replacement
625,200
(625,200)
(625,200)
000607 Transit Zone Improvements
257,750
(257,750)
(257,750)
8,351,100
(8,351,100)
(8,351,100)
41,596,835
(36,441,835)
000609 Construction - Transit Facility Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDE
(5,155,000)
(41,596,835)
OFFSITE LEVY FUNDED PROJECTS 000211 YVB - Upgrade ELB to KHG
702,320
(702,320)
(702,320)
000217 YVB - 8th St to 24th St
7,938,700
(7,938,700)
(7,938,700)
000475 24th Street - 2 lane Yankee Valley Blvd to 40th Ave
3,730,160
(3,730,160)
(3,730,160)
77,330
(77,330)
(77,330)
12,448,510
(12,448,510)
(12,448,510)
000548 Arterial Landscaping Total OFFSITE LEVY FUNDED PROJECTS VEHICLES & MOBILE EQUIPMENT 000129 Replace Parks Truck (unit 239)
46,470
(46,470)
(46,470)
125,040
(125,040)
(125,040)
000189 Extrication Tools Replacement
98,990
(98,990)
(98,990)
000205 4X4 Truck
46,890
(46,890)
(46,890)
000283 Replace Unit 255 (Parks flat deck)
36,470
(36,470)
(36,470)
000286 Replace Unit 312 (Parks Tractor)
28,130
(28,130)
(28,130)
000293 Replace Unit 257 (Parks Flat Deck)
37,510
(37,510)
(37,510)
000299 Replace Unit 260 (Parks Truck)
47,520
(47,520)
(47,520)
134,420
(134,420)
(134,420)
000305 Replace Unit 273 (Pool Van)
33,340
(33,340)
(33,340)
000309 Replace Unit 269 (PW Truck)
43,230
(43,230)
(43,230)
208,400
(208,400)
(208,400)
000317 Replace Unit 110 (Skid Steere)
36,470
(36,470)
(36,470)
000318 Replace Unit 275 (Parks Truck)
35,430
(35,430)
(35,430)
000319 Replace Unit 276 (AES Truck)
55,310
(55,310)
(55,310)
000321 Replace Unit 284 (AME Car)
55,310
(55,310)
(55,310)
000322 Replace Unit 332 (Parks Utility Vehicle)
27,090
(27,090)
(27,090)
000144 Fleet Unit 216 (Fleet Truck)
000304 Replace Unit 268 (PW One ton dump)
000316 Replace Unit 109 (Shared Loader)
481
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015-2024 BUDGET YEAR 2015
2016
2016
2016
2016
2016
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
000323 Replace Unit 333 (Parks Utility Vehicle)
27,090
(27,090)
(27,090)
000383 New Mower
88,570
(88,570)
(88,570)
000437 New Municipal Enforcement Vehicle
52,100
(52,100)
(52,100)
000463 Replace 343 16' Three Wing Mower
125,040
(125,040)
(125,040)
000561 New Shared Vehicle for Technicians
28,130
(28,130)
(28,130)
192,770
(192,770)
(192,770)
000649 Potable Water Trailer - Emergency Service
62,520
(62,520)
(62,520)
000650 3 Ton Dump Truck
78,150
(78,150)
(78,150)
145,880
(145,880)
(145,880)
000638 Roller packer 80" pad foot
000651 Replacement Bush Buggies 000744 Super Duty One Ton
93,780
(93,780)
(93,780)
1,990,050
(1,990,050)
(1,990,050)
000019 Security System
52,100
(52,100)
(52,100)
000037 Sign Program
61,860
(61,860)
(61,860)
577,230
(577,230)
(577,230)
000109 Replacement PC's
52,100
(52,100)
(52,100)
000112 Life Cycle Server
53,140
(53,140)
(53,140)
000118 LED Lighting Replacement Ron Ebbesen Arena
110,450
(110,450)
(110,450)
000233 Phase 1 Roof System Lifecycle
309,300
(309,300)
(309,300)
000239 IT Capital Budget Pool
416,800
(416,800)
(416,800)
000240 Life Cycle Switches
110,970
(110,970)
(110,970)
000242 Life Cycle Storage
15,630
(15,630)
(15,630)
000245 Parks Enhancement Program
67,020
(67,020)
(67,020)
Total VEHICLES & MOBILE EQUIPMENT PROJECTS FUNDED FROM OTHER SOURCES
000051 Chinook Winds Site Development
000248 UPS for DRP Site Repl
20,840
(20,840)
(20,840)
000270 Parkland Development
200,000
(200,000)
(200,000)
000327 Replace Unit 278 (PW Sander/plow truck)
406,380
(406,380)
(406,380)
000339 Twin Arena Siding Upgrade
257,750
(257,750)
(257,750)
000343 HVAC Units Twin Arena
140,670
(140,670)
(140,670)
51,550
(51,550)
(51,550)
154,650
(154,650)
(154,650)
000449 Waterway Enhancements 000485 City Hall Carpet Replacement 000491 Life Cycle Fitness Equipment
88,050
(68,550)
000515 Telecommunications Network
182,350
(182,350)
(19,500)
(182,350)
(88,050)
000568 Asphalt Hot Box/Mini Recycler
312,600
(312,600)
(312,600)
000577 Lifecycle Dive Tank Filter
46,890
(46,890)
(46,890)
000593 Restructure of Main Customer Service Desk
82,480
(82,480)
(82,480)
000621 Replacement of Sound Fence
103,100
(103,100)
(103,100)
000726 Soundwall - New and Replacement Program
494,880
000734 Tandem Axle Flusher
218,820
(218,820)
46,890
(46,890)
(46,890)
104,200
(104,200)
(104,200)
000747 Life Cycle Security Infrastructure
26,050
(26,050)
(26,050)
000762 Lifecycle Copier
28,600
(28,600)
000741 15 ELH HVAC 000746 Automated Salt Brine Maker
Total PROJECTS FUNDED FROM OTHER SOURCES Total TOTAL TAX SUPPORTED PROJECTS
(494,880)
4,793,350
(494,880)
60,828,745
(36,936,715)
(494,880)
(5,155,000)
(218,820)
(28,600)
(4,278,970)
(19,500)
(4,793,350)
(18,717,530)
(19,500)
(60,828,745)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000150 Unmanned Recycling Facility
103,930
(103,930)
(103,930)
000208 Water Repair Truck
174,010
(174,010)
(174,010)
482
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015-2024 BUDGET YEAR 2015
2016
2016
2016
2016
2016
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
000534 Design and build Bulk Water Retail Station
201,050
(201,050)
000539 Bypass line for Syphon Break Tower
288,680
(288,680)
(288,680)
(902,125)
(1,804,250)
000540 Main Lift Station Upgrade
1,804,250
(902,125)
(201,050)
000550 Storm Water Main cleaning "Bucket Machines"
140,670
(140,670)
(140,670)
000728 Ozone Generator & Contact Chamber 3 Lift Stations
283,530
(283,530)
(283,530)
62,520
(62,520)
(62,520)
000730 Pony Trailer 21 000 KG GVW 000732 Reservoir water recirculation system Total GENERAL UTILITY-SUPPORTED PROJECTS
185,580
(185,580)
(185,580)
(2,342,095)
(3,244,220)
2,783,700
(2,783,700)
(2,783,700)
67,730
(67,730)
(67,730)
2,851,430
(2,851,430)
(2,851,430)
3,244,220
(902,125)
UT OFFSITE LEVY FUNDED PROJECTS 000413 NE Res Buildout 000740 Main Street Lift Station HVAC and roofing Total UT OFFSITE LEVY FUNDED PROJECTS Total TOTAL UTILITY SUPPORTED PROJECTS Total All Projects
6,095,650 66,924,395
483
(36,936,715)
(902,125)
(5,193,525)
(6,057,125)
(23,911,055)
(6,095,650) (19,500)
(66,924,395)
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015-2024 BUDGET YEAR 2017
2017
2017
2017
2017
2017
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
TOTAL TAX SUPPORTED PROJECTS GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDED 000020 Arterial Roadway Rehabilitation
832,370
(832,370)
(832,370)
000021 Collector Roadway Rehabilitation
554,920
(554,920)
(554,920)
000022 Local Roadway Rehabilitation
416,190
(416,190)
(416,190)
000023 Traffic Signals
329,350
(329,350)
(329,350)
000085 Irrigation
170,500
(170,500)
(170,500)
2,816,940
(2,816,940)
(2,816,940)
000246 Parks Pathways Program
178,760
(178,760)
(178,760)
000261 Playground Lifecycle Replacement
143,510
(143,510)
(143,510)
000512 Cobblestone Blvd Oversize
211,800
(211,800)
(211,800)
3,177,000
(3,177,000)
(3,177,000)
000220 Design & Construct CPR Grade Separation
000546 Quad Ball Diamond 000574 Lifecycle Pedestrian Bridge
100,610
(100,610)
(100,610)
1,855,570
(1,855,570)
(1,855,570)
000603 Local Fleet Replacement
637,800
(637,800)
(637,800)
000607 Transit Zone Improvements
211,800
(211,800)
(211,800)
2,118,000
(2,118,000)
(2,118,000)
000599 ICE Fleet Expansion
000608 Construction - Park & Ride 000646 40th Ave Interchange to Hwy 2 Total GENERAL PROJECTS TO BE DEBENTURED AND GRANT FUNDE
3,177,000
(3,177,000)
(3,177,000)
16,932,120
(16,932,120)
(16,932,120)
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
326,000 5,252,640
(2,626,320)
79,430 5,658,070
(2,626,320)
(326,000)
(326,000)
(2,626,320)
(5,252,640)
(79,430)
(79,430)
(3,031,750)
(5,658,070)
VEHICLES & MOBILE EQUIPMENT 000013 New Utility Equipment Vehicle
63,780
(63,780)
(63,780)
000181 Additional Pickup Truck
47,840
(47,840)
(47,840)
000185 One and One Quarter Ton Truck
79,725
(79,725)
(79,725)
414,570
(414,570)
(414,570)
000186 Tandem Plow Truck 000292 Replace Unit 253 (Comm)
58,470
(58,470)
(58,470)
000324 Replace Unit 111 (Track Hoe)
318,900
(318,900)
(318,900)
000325 Replace Unit 112 (P/W Grader)
276,380
(276,380)
(276,380)
000326 Replace Unit 277 (Assessment car)
23,390
(23,390)
(23,390)
000328 Replace Unit 285 (Utilities Van)
26,580
(26,580)
(26,580)
000329 Replace Unit 287 (AME Truck)
48,900
(48,900)
(48,900)
000330 Replace Unit 321 (Parks Ditch Mower)
63,780
(63,780)
(63,780)
000382 Parks Truck
34,870
(34,870)
(34,870)
000385 Parks Operations Utility Vehicle
23,390
(23,390)
(23,390)
186,025
(186,025)
(186,025)
000456 Replace 341 Parks Utility Vehicle
62,720
(62,720)
(62,720)
000465 Replace 233 M.E Car
61,650
(61,650)
(61,650)
000647 Articulated trench packer
58,470
(58,470)
(58,470)
196,660
(196,660)
(196,660)
2,046,100
(2,046,100)
(2,046,100)
000019 Security System
26,575
(26,575)
(26,575)
000037 Sign Program
52,950
(52,950)
(52,950)
000109 Replacement PC's
53,150
(53,150)
(53,150)
000406 5 Ton Picker Truck
000648 Wheel loader Total VEHICLES & MOBILE EQUIPMENT PROJECTS FUNDED FROM OTHER SOURCES
484
CITY OF AIRDRIE CAPITAL EXPENSE & REVENUE SUMMARY CAPITAL PLAN 2015-2024 BUDGET YEAR 2017
000112 Life Cycle Server
2017
2017
2017
2017
2017
Total
Expense
Grants
Debentures
Reserves
Other
Revenue
27,110
(27,110)
(27,110)
000135 Building Alarm System Twin Arena
149,880
(149,880)
(149,880)
000234 Genesis Place Roof Top Unit Lifecycle
302,320
(302,320)
(302,320)
000239 IT Capital Budget Pool
425,200
(425,200)
(425,200)
000240 Life Cycle Switches
45,710
(45,710)
(45,710)
000242 Life Cycle Storage
212,600
(212,600)
(212,600)
000245 Parks Enhancement Program 000270 Parkland Development 000345 High Reflective Ceiling Upgrade
70,950
(70,950)
(70,950)
2,329,800
(2,329,800)
(2,329,800) (158,850)
158,850
(158,850)
000410 Traffic Signal Backup Power
53,150
(53,150)
000491 Life Cycle Fitness Equipment
56,870
(40,370)
000575 Lifecycle Main Pool Filter
44,970
(44,970)
(44,970)
105,900
(105,900)
(105,900)
000591 Main Pool Lifecycle
15,890
(15,890)
(15,890)
000668 Main Stage Curtain Replacement
53,150
(53,150)
(53,150)
000669 Water treatment Non-chemical system (Ron Ebbesen)
26,575
(26,575)
(26,575)
000736 Snow Hog 4-way for Loader
21,260
(21,260)
(21,260)
000742 23 ELH Unit Heater
15,950
(15,950)
(15,950)
000747 Life Cycle Security Infrastructure
26,575
(26,575)
(26,575)
000762 Lifecycle Copier
29,600
(29,600)
(29,600)
000586 Leisure Pool Spray Features Lifecycle
Total PROJECTS FUNDED FROM OTHER SOURCES Total TOTAL TAX SUPPORTED PROJECTS
4,304,985 28,941,275
(16,932,120)
(2,626,320)
(53,150) (16,500)
(56,870)
(4,288,485)
(16,500)
(4,304,985)
(9,366,335)
(16,500)
(28,941,275)
TOTAL UTILITY SUPPORTED PROJECTS GENERAL UTILITY-SUPPORTED PROJECTS 000418 Water/Sewer Pickup Truck
49,960
(49,960)
(49,960)
000422 Sewer Flushing Truck
196,660
(196,660)
(196,660)
000518 Replace two non functional 24" Force main line valves
122,840
(122,840)
(122,840)
000727 Design and install 4 DAF Pumps
328,290
(328,290)
(328,290)
Total GENERAL UTILITY-SUPPORTED PROJECTS
697,750
(697,750)
(697,750)
000064 Water Main Oversize
156,730
(156,730)
(156,730)
000210 Sewer Main Oversize
222,390
(222,390)
(222,390)
000411 West Lift Station Buildout
317,700
(317,700)
(317,700)
Total UT OFFSITE LEVY FUNDED PROJECTS
696,820
(696,820)
(696,820)
1,394,570
(1,394,570)
(1,394,570)
UT OFFSITE LEVY FUNDED PROJECTS
Total TOTAL UTILITY SUPPORTED PROJECTS Total All Projects
30,335,845
485
(16,932,120)
(2,626,320)
(10,760,905)
(16,500)
(30,335,845)
CITY OF AIRDRIE RESERVE FUND SUMMARY RESERVE PURPOSE
Operating Reserve - General
Opening
Budgeted
Estimated
Budgeted
Estimated
Budgeted
Balance
Draws
Adds
Year End
Draws
Adds
Year End
Draws
Adds
Year End
2015
2015
2015
Balance 2015
2016
2016
Balance 2016
2017
2017
Balance 2017
(9,062,268)
(1,164,104)
(10,226,372)
(250,000)
(400,000)
(654,560)
(10,880,932)
(100,000)
(500,000)
Estimated
(700,000)
(11,580,932)
(100,000)
(600,000)
Operating Reserve - MRTA
(3,827)
3,827
Operating Reserve - Employee Recognition Fund
(3,000)
3,000
Operating Reserve - T and C Centre
(7,598)
Operating Reserve - Snow Removal
(150,000)
Operating Reserve Social - Planning
(53,092)
(53,092)
(53,092)
(53,092)
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)
Operating Reserve - Cemetary
(42,950)
(9,000)
(51,950)
(9,000)
(60,950)
(10,000)
(70,950)
Capital Reserve - Land Offsite
(41,100)
(59,366)
(100,466)
(97,640)
(198,106)
(75,448)
(273,554)
Capital Reserve - Waste Management Capital Reserve - Parks Capital Reserve - Fleet Asset Management Capital Reserve - Information Technology Capital Reserve - General Water Capital Reserve - General Capital Reserve - Roads Offsite Capital Reserve - Developers Contribution Recreation
(7,598)
(100,000)
(2,253,972)
103,930
(100,000)
(2,250,042)
(250,000)
(2,500,042)
(92,568)
315,800
(375,000)
(151,768)
497,140
(475,000)
(129,628)
182,160
(500,000)
(447,468)
(399,819)
1,078,000
(900,000)
(221,819)
1,112,690
(925,000)
(34,129)
935,460
(1,075,000)
(173,669)
(79,129)
608,330
(646,000)
(116,799)
724,130
(671,000)
(63,669)
819,945
(761,000)
(4,724)
(3,611,039)
2,504,070
(900,000)
(2,006,969)
956,600
(1,000,000)
(2,050,369)
305,090
(1,100,000)
(2,845,279)
(5,008,916)
1,958,025
(900,000)
(3,950,891)
1,554,660
(475,000)
(2,871,231)
871,660
(500,000)
(2,499,571)
(13,483,772)
13,620,427
(10,856,785)
(10,720,129)
14,988,899
(12,503,872)
(8,235,102)
5,906,784
(9,488,223)
(11,816,541)
(2,015,129)
(3,392,090)
777,230
(2,377,897)
(4,992,758)
2,329,800
(1,555,515)
(4,218,473)
(1,376,961) (296,465)
Capital Reserve - Transit
(53,734)
Capital Reserve - Sewer
(7,598)
30,000
(2,153,972)
Capital Reserve - Roads
Capital Reserve - General Sewer
(7,598)
(1,651,695)
51,050
790,015
(245,415)
(245,415)
(53,734)
(53,734)
(245,415) (53,734)
(683,500)
(1,545,180)
780,610
(783,500)
(1,548,070)
647,790
(883,500)
(1,783,780)
(561,090)
561,090
Capital Reserve - Sewer Offsite
(7,647,691)
3,232,904
(2,008,935)
(6,423,722)
1,898,598
(2,342,984)
(6,868,108)
1,344,756
(1,784,685)
(7,308,037)
Capital Reserve - Water Offsite
(1,848,716)
1,373,953
(3,409,343)
(3,884,105)
3,775,803
(3,947,089)
(4,055,392)
1,052,996
(3,012,494)
(6,014,890)
(51,330)
145,990
(275,000)
(180,340)
507,220
(450,000)
(123,120)
509,450
(475,000)
Capital Reserve - Cash in Lieu
(1,104,761)
50,000
Capital Reserve - Recreation Centre
Capital Reserve - General Recreation
(88,670)
(1,054,761)
(1,054,761)
(1,054,761) (2,191,946)
(2,191,946)
(2,191,946)
(2,191,946)
Capital Reserve - Carry Forward
(350,340)
(350,340)
(350,340)
Capital Reserve - Building
(936,879)
1,014,315
(431,000)
(353,564)
762,510
(456,000)
(47,054)
430,980
(506,000)
(122,074)
(52,421,191)
27,340,796
(24,983,162)
(50,063,555)
28,440,020
(27,368,542)
(48,992,079)
15,336,871
(22,776,865)
(56,432,073)
Total All Projects
486
(350,340)
487