September 30, Quarterly Report

Transcription

1 September 30, 2018 Quarterly Report

2 As reported on November 19, 2018 Table of Contents OPERATING HIGHLIGHTS... 2 OPERATING BUDGET... 2 CAPITAL PROJECTS... 2 FINANCIAL POSITION... 2 OPERATIONS... 3 FINANCIAL RESULTS FROM OPERATIONS... 4 ANALYSIS OF SIGNIFICANT VARIANCES... 5 CAPITAL BUDGET HIGHLIGHTS... 8 FINANCIAL POSITION HIGHLIGHTS... 9 NET FINANCIAL ASSETS (DEBT)... 9 CASH AND INVESTMENTS LONG-TERM DEBT SUPPLEMENTARY FINANCIAL INFORMATION STATEMENT OF FINANCIAL POSITION STATEMENT OF OPERATIONS NET OPERATING BUDGET VARIANCES BY DEPARTMENT STRATEGIC PLAN UPDATE POSITIONED FOR GROWTH EXCELLENCE IN GOVERNMENT A VIBRANT AND THRIVING COMMUNITY WELL PLANNED AND MAINTAINED MUNICIPAL INFRASTRUCTURE CAPITAL PROJECTS THE CITY AT A GLANCE... 28

3 As reported on November 19, 2018 OPERATING HIGHLIGHTS OPERATING BUDGET CAPITAL PROJECTS FINANCIAL POSITION

4 As reported on November 19, 2018 OPERATIONS

5 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated FINANCIAL RESULTS FROM OPERATIONS Operating Revenue Nine months ended September 30, 2018 Year ended December 31, 2018 Expressed in Budget Actual Variance Budget Forecast Variance Total Operating Revenue 68,487 66,955 (1,532) 76,307 74,152 (2,155) Operating Expenses Total Operating Expenses 48,359 46,142 (2,217) 64,853 62,950 (1,903) Operating Budget Surplus (Deficit) before Other Items Other Items 20,128 20, ,454 11,202 (252) Net Other Items (10,307) (10,585) (278) (11,454) (12,156) (702) Operating Budget Surplus (Deficit) 9,821 10, (954) (954)

6 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated ANALYSIS OF SIGNIFICANT VARIANCES SURPLUS VARIANCES Contracted Services Utilities Salaries, wages, and benefits Nine months ended September 30, 2018 Year ended December 31, 2018 Expressed in Budget Actual Variance Budget Forecast Variance Staff Surplus before allowance 21,389 20,691 (698) 28,494 27,595 (899) Budgeted vacancy / rate allowance (577) (769) (192) 577 Net Staff Surplus 20,812 20,691 (121) 27,725 27,403 (322) Other Surplus Variances

7 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated DEFICIT VARIANCES Traffic fines Results for the nine months ended Forecast for the year ended September 30, 2018 December 31, 2018 Expressed in Budget Actual Variance Budget Forecast Variance Traffic fines 3,102 1,270 (1,832) 4,302 1,748 (2,554) Fine Processing Costs (461) (161) 300 (751) (291) 460 Net loss in revenue from traffic fines 2,641 1,109 (1,532) 3,551 1,457 (2,094) Other significant deficit variances

8 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated UTILITY OPERATIONS

9 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated CAPITAL BUDGET HIGHLIGHTS Carried forward from Capital Budget Authorized in 2018 Authorized Capital Expenditure 2018 Expenditure Forecast remaining expenditure Forecast Surplus (Deficit) General Administration ,710 (613) (1,273) (176) Protective Services (13) (311) 87 Fire Services - 2,000-2,000 (35) (1,965) - Common Services & Equipment Pool 575 1,160-1,735 (590) (1,174) (29) Roads & Transportation 3,834 5, ,417 (3,884) (5,429) 104 Recreation Services 5, ,930 (3,950) (2,987) (8) Culture Facilities & Programs (93) (121) 46 Utility Rate Funded Projects 1,934 1, ,363 (1,868) (1,390) 105 Levy Funded Projects 1,993 1,500-3,493 (465) (2,375) 653 Total 15,559 13, ,319 (11,511) (17,025) 782 HARBOUR POOL HIGHWAY 15 BRIDGE TWINNING INTELLILEISURE SOFTWARE WATER METER RADIO UPGRADES FIRE ENGINE REPLACEMENTS

10 Millions Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated FINANCIAL POSITION HIGHLIGHTS NET FINANCIAL ASSETS (DEBT) Net Financial Assets ( Net Debt) $35 $30 $25 $20 $15 $10 $5 $0 ($5) ($10) ($15) ($20) Mar 31 Jun 30 Sep 30 Dec

11 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated CASH AND INVESTMENTS September 30, 2018 December 31, 2017 Return % Return % Cash and Cash Equivalents Operating Accounts 3, % 3, % High Interest Notice of Demand Accounts 48, % 25, % Total Cash and Cash Equivalents 52, % 29, % Investments Guaranteed Investment Certificates 15, % 25, % Total Investments 15, % 25, % Total 67, % 54, %

12 Financial Report for the nine months ended September 30, 2018 (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated LONG-TERM DEBT Projects Weighted Average Interest Rate % September December Fully Repaid Westpark Reservoir 6.375% October 2020 Dow Centennial Centre 5.705% 5,486 5,914 December 2023 Sewer Service Reline 2.371% 3,628 3,998 December 2026 City Hall 3.308% 12,398 12,953 December Avenue Rehab 3.571% 5,572 5,857 September 2035 Protective Services Building 3.136% 10,400 10,639 December 2036 Total Long Term Debt 37,971 39,849

13 Appendix 1 SUPPLEMENTARY FINANCIAL INFORMATION STATEMENT OF FINANCIAL POSITION Cash & Short Term Deposits 52,020 29,336 47,304 Investments 15,000 25,374 25,186 Net Taxes Receivable 3, ,979 Trade and Other Receivables 3,153 4,110 1,820 Due from Other Governments 1,537 3,169 2,856 Sponsorship Receivable Inventory Held for Resale 1,303 1,303 1,300 Accounts Payable & Accrued Liabilities (13,079) (9,627) (15,368) Deposits on Account (2,618) (2,847) (2,873) Deferred Revenue (2,192) (4,256) (9,540) Vested Sick Leave (111) (111) (128) Liability for Contaminated Sites (1,499) (1,499) (1,499) Long-Term Debt (37,971) (39,849) (40,916) Capital Assets 499, , ,382 Inventories of Supplies Prepaid Expenses

14 Supplementary Financial Information (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated STATEMENT OF OPERATIONS Operating Revenue Nine months ended September Expressed in Budget Actuals Actuals Property Taxes 44,674 44,689 43,106 Utility User Rates 13,191 13,175 10,974 User Fees & Charges 5,124 5,064 4,866 Fines and Penalties 3,422 1,699 1,191 Government Transfers - Operating 1,356 1,338 1,320 Investment Income Other Revenue Total Operating Revenue 68,487 66,955 62,431 Operating Expenses Salaries, Wages, and Benefits (20,812) (20,691) (19,393) Purchases from other Governments (9,630) (9,991) (10,817) Contracted Services (7,342) (5,436) (5,318) Utilities (2,409) (2,144) (2,001) Materials and Supplies (2,227) (2,205) (1,996) Transfers to Individuals and Organizations (1,557) (1,582) (1,573) Interest on Long Term Debt (951) (939) (1,005) Service Maintenance Contracts (675) (642) (630) Advertising & Printing (711) (709) (607) Training and Development (564) (447) (435) Insurance (576) (552) (528) Phones and Postage (345) (366) (321) Memberships (259) (286) (110) Amortization of Tangible Capital Assets (10,819) (10,194) (9,826) Loss (Gain) on Disposal of Tangible Capital Assets 260 (17) (105) Other Expenses (301) (152) (299) Total Operating Expenses (58,918) (56,353) (54,964) Surplus (Deficit) before Other Items 9,569 10,602 7,467 Other Items Contributed Tangible Capital Assets 12,000 23,161 9,162 Government Transfers - Capital 4,638 3,281 8,187 Developer Levies Net Other Items 16,638 27,391 17,631 Operating Surplus (Deficit) 26,207 37,993 25,098

15 Supplementary Financial Information (UNAUDITED) Rounded to the nearest thousand dollars, except where otherwise stated NET OPERATING BUDGET VARIANCES BY DEPARTMENT Nine months ended September 30, 2018 Year ended December 31, 2018 Expressed in Budget Actual Variance Budget Forecast Variance Elected Officials (334) (310) 24 (446) (409) 37 Office of the City Manager (1,510) (1,340) 170 (2,083) (1,870) 213 Corporate Services Division Corporate Communications (628) (646) (18) (809) (828) (19) Financial Services 43,293 43,246 (47) 43,287 43, People Services (1,110) (1,037) 73 (1,467) (1,413) 54 Information Technology (2,004) (1,919) 85 (2,535) (2,513) 22 Legislative Services (805) (1,130) (325) (1,069) (1,481) (412) Total Corporate Services Division 38,746 38,514 (232) 37,407 37,189 (218) Community & Protective Services Division Culture Services (2,300) (2,185) 115 (2,599) (2,576) 23 Family & Community Support Services (539) (458) 81 (740) (674) 66 Fire Services (2,225) (1,840) 385 (2,903) (2,461) 442 Protective Services (2,748) (3,857) (1,109) (3,742) (5,555) (1,813) Recreation (5,411) (5,607) (196) (7,088) (7,440) (352) Total Community & Protective Services Division (13,223) (13,947) (724) (17,072) (18,706) (1,634) Infrastructure & Planning Division Economic Development (460) (295) 165 (613) (598) 15 Infrastructure Management (6,453) (6,460) (7) (8,122) (8,122) - Planning & Development (418) (286) 132 (970) (799) 171 Project Management (6,068) (5,585) 483 (8,101) (8,097) 4 Total Infrastructure & Planning Division (13,399) (12,626) 773 (17,806) (17,616) 190 Utilities Water (167) (98) Sewer (192) (126) Solid Waste (100) Total Utilities (459) (63) Operating Budget Surplus (Deficit) 9,821 10, (954) (954)

16 Appendix 2 Strategic Plan Update STRATEGIC PLAN UPDATE POSITIONED FOR GROWTH Goal Outcome Strategically plan, prepare and manage responsible and sustainable growth for our residents and businesses Excellence in planning and smart land use has balanced quality of life, sustainability, and economic development that has shaped how our community has grown to maintain its small-town feeling at heart and where a strong sense of community thrives. Strategic Initiatives Facilitate greater understanding with Council and the general public on how our city can grow and how our neighbourhoods can be designed Develop and implement a strategy to prepare for growth based on results of the Fort Saskatchewan Growth Study (2015) and negotiations with Strathcona County Review of Municipal Development Plan and subsequent planning and engineering documents Development of land management strategy for corporate property acquisition and dispensation Ongoing assessment of Edmonton Metropolitan Regional Board growth objectives Update the approach to downtown redevelopment Actively participate in the initiatives of Alberta Industrial Heartland Association, Edmonton Global and other regional economic initiatives Progress The City has procured consultants to start the My fort Stage 2 public engagement in the first quarter of 2019 to discuss "How we Grow" with residents and stakeholders. This public engagement will inform the Municipal Development Plan ("MDP"), Housing Strategy, and the next steps for the Downtown. The City gave notice of its intent to annex a negotiated area of expansion from Strathcona County after the City and the County agreed to the area of expansion and entered into an Alliance Exploration Agreement. Open houses and land owners meetings were held in October. Administration is developing strategy guidelines, cost estimates, and resourcing needs to update the MDP. The City is working to standardize and modernize its leasing arrangements with commercial businesses. The Planning team has been taking a closer look at the densities being developed in the new neighbourhoods as well as in established neighbourhoods including the Downtown. We are also be undertaking data analysis to understand the housing requirements in the city. A Regional Context Statement, an Edmonton Metropolitan Growth Region Plan requirement, was drafted in the period and presented to Council in October. An initial review was conducted of the City's revitalization activities previously undertaken with regards to downtown. Participated in AIHA activities to promote the region to international companies. City representatives are sitting on advisory groups with Edmonton Global to guide formation of policies and procedures around lead generation and information sharing.

17 Appendix 2 Strategic Plan Update Strategic Initiatives Ensure strong business retention, support and attraction strategies and programs are in place to retain and grow business and industry Progress Development of an investor specific website has begun, which will provide detailed information targeted to attracting industrial and commercial development.

18 Appendix 2 Strategic Plan Update EXCELLENCE IN GOVERNMENT Goal Outcome Continuous improvement; constantly looking for ways to improve our services through planning, innovation, collaboration and consultation Problem solving, collaboration and leadership has fostered ongoing improvements focusing on our customers needs enabling positive change to ensure service delivery is efficient and effective and can be delivered on a sustainable basis Strategic Initiatives Ensure four year department business plans are in place aligned with strategic priorities and operating and capital budget processes Continue refinement of budget processes and supporting priority-based budget tools; including preparation of 3 Year Operating Plans and 10 Year Capital Plans in compliance with legislative requirements. Progress Departments completed four year business plans aligned with strategic priorities set by Council within the Strategic Plan. Improvements to the City's chart of accounts have allowed for a deeper analysis of the City's actual and budgeted expenditures. Departments prepared three Year Operating Plans and identified capital projects for inclusion in the 10 Year Capital Plan. Departments developed program inventories as part of transitioning to priority-based budgeting. Ongoing program and service level reviews utilizing the approved review framework Continue implementation of health and safety program and procedures in alignment with new provincial regulations and leading practices Continue ongoing policy and bylaw review to guide actions and minimize risk Continue enhancements to water billing and transmission programs Ensure programs are in place to support corporate culture and values, staff retention/attraction, leadership, and subject matter learning The Program and Service Level Review of the Recreation department has started and is scheduled to be completed by the end of 2018 and will be presented to council in early All new contracts are required to comply with a new vendor safety management policy. Work is ongoing to develop or update policies and procedures related to grants to non-profit organizations, investments, vendor safety management, asset disposal, fees and charges, use of city land, temporary signage, debt management, and financial reserves. The water meter replacement program is approximately 1 month ahead of schedule with 23% of the required replacements completed by the end of September. 258 employees participated in one of nine workshops conducted on Conflict Resolution and Respectful Workplace.

19 Appendix 2 Strategic Plan Update Strategic Initiatives Continue to develop and maintain strong relationships with our neighbouring municipalities and civic organizations Progress City entered into an Alliance Exploration Agreement with Strathcona County to enhance their respective interests in the region. Worked with neighbouring municipalities to develop successful bids to host the 2019 Economic Developers Association of Canada s annual conference, as well as the Canadian Foreign Direct Investment Forum, in Edmonton. Started preliminary discussions regarding the costs and services for our Commuter Bus service. Existing ETS contract expires at end of 2019.

20 Appendix 2 Strategic Plan Update A VIBRANT AND THRIVING COMMUNITY Goal Outcome Support diverse community needs to create a complete community where everyone, regardless of circumstance is able to experience all the City has to offer Residents live in vibrant, inclusive, and livable neighbourhoods where they are able to participate fully in all aspects of the community. Strategic Initiatives Undertake a collaborative approach to addressing community needs through coordinated partnerships with local agencies and organizations Follow the Strong Community Strategy as a guiding document to address the priorities of the community as identified through the Building Bridges Coalition Develop strategies and advocate for a variety of housing options integrated throughout the community to serve the needs of residents Facilitate neighbourhood and community building programs and remove barriers to community initiatives to encourage connections to neighbours and further develop community Develop volunteer engagement strategies to assist with enhancing capacity, recruitment and retention Promote awareness and involvement in community and cultural events that help to create a sense of place for our city and enhance community interaction and connectedness Promote City programming of public spaces to celebrate the City s history and culture Promote a range of accessible cultural and recreational programming that meets the changing needs of residents Progress The City is working with senior serving agencies to create a document that outlines our community s coordinated response to elder abuse. The City is assisting the Special Transportation Services Society in its transition away from providing a subsidized taxi program. Council approved the implementation of a low-income transit fare program, and low cost initiatives to increase transit access for youth and seniors. The City is currently analyzing statistical data to understand the housing requirements, housing stock, and affordability for various income groups, needs of different age groups in order to inform updates to the Municipal Development Plan. Interest in block parties has increased in Typically there are only two or three inquiries each year. The City received six inquiries, with three block parties being held. More public education is needed on what is required to host a block party. Ongoing research of volunteer management and recruitment best practices and software. Revamping the City's website to centralize all city volunteer opportunities. City events held in the third quarter included the 2018 Canada Day celebration, Riverfest, Movie Under the Stars, the Sheep Leaving Parade, and Registration Day. All events had strong and growing attendance or interest. The City hosted the RCMP Sunset Retreat Ceremony at the NWMP. The event included police dog demonstrations, the RCMP's Regimental Pipes and Drums, indigenous dancing, and more. New programming is being offered to introduce people to different heritage skills and stories. New cultural programming, including a glee club, is being offered. The programming provides opportunities for people to learn and explore different skills and express their creativity in different ways.

21 Appendix 2 Strategic Plan Update WELL PLANNED AND MAINTAINED MUNICIPAL INFRASTRUCTURE Goal Outcome Strategically manage, invest, and plan for sustainable municipal infrastructure Critical infrastructure is in place, maintained, optimized and strategically planned to meet the future needs of the community Strategic Initiatives Ongoing development and refinement of asset management program Inclusion of planned capital funding sources, cost estimates and supporting master plans / strategies within 10 year capital plan Pursue grant opportunities and other synergies with regional initiatives for infrastructure projects, including readiness with shovel ready projects for emergent grants Updates of master plans/strategies including: Recreation, Facility and Parks Master Plan (Dow Centennial Center site plan, Aquatics, Ice) in relation to community needs and demographics Continue advocacy and input for regional transportation projects (bridge twinning/pedestrian bridge) and exploration of any synergies with planned City capital projects (i.e.) Fort Centre Park, road improvements Continue to implement Transportation Master Plan to guide the City s transportation infrastructure Progress The City reviewed various sewer defects and prioritized repair plans. The City was successful in its application for a Municipal Asset Management grant from the Federation of Canadian Municipalities. This grant will be used to develop a corporate asset management strategy and policy, and to conduct an asset management gap analysis. The 2019 budget was drafted in the quarter and includes planned capital funding sources, cost estimates and supporting master plans and strategies. Investigating solar power grants to determine viability for power system retrofits combined with other projects. TD Tree Days resulted in 303 small trees and shrubs being planted in the West River s Edge Recreation area. TD provides the initial funding and the City maintains the inventory. Transportation Master Plan is being finalized. The Addendum required as a result of the cancellation of NERC will be complete in Q4. The City is continuing to work with Alberta Transportation and their consultant on the design of the bridge twining and pedestrian bridge. Detailed design is scheduled to be completed by the end of We are exploring options with the consultant to make improvement to Fort Center Park with the construction of the new bridge. The widening of the bridge will require removal of trees within the corridor. To reduce environmental impacts, it is expected the Province will begin removing trees this winter. The City is implementing the Transportation Master Plan to the Engineering Standards.

22 Appendix 3 Capital Projects CAPITAL PROJECTS Complete Jun Jun (4) Complete Dec (282) Dec Complete Dec Dec Dec ,413 1,316 1,273 (176)

23 Appendix 3 Capital Projects Protective Services Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date Protective Services Building 12,000 11, Complete Comments Pending final invoice from the RCMP (Towers) Animal Control Kennel Building Cancelled To be considered with the 2019 capital budget Alberta's First Responders Radio Communications System (AFRRCS Radio) Dec RCMP Fume Hood Dec 2018 Total Protective Services 12,243 11, Fire Services Breathing Air Compressor Cancelled Ongoing. Field testing of samples have been conducted Detailed design work underway Modular Dorms Mar 2019 Construction in progress Fire Engine Replacement 1,800-1,800 - Sep Fire Dept. Supervisor Vehicle Mar 2019 Total Fire Services 2, ,965 - Delivery expected in the Fall of 2019

24 Appendix 3 Capital Projects Common Services & Equipment Pool Equipment Replace Backhoe Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date Nov Replace Case Loader (43) Complete Comments Delivered subsequent to period Over-run offset by higher than budgeted disposal proceeds and surpluses in Replace Freightliner & Attachments Jan 2019 Delivery expected in early Q New 3/4 Ton Truck Flat Deck Jan 2019 Delivery expected in early Q New Asphalt Hot Box Mar 2019 Specifications finalized. Procurement ongoing New Mower Purchase (2) Complete Equipment Major Equipment and Mar 2019 Replacement Vehicles are ordered New Knuckle Boom Remote Control Complete Playground Sand Raking Equipment Complete New Tandem Flat Deck Attachment Mar 2019 Procurement ongoing Total Common Services & Equipment Pool 1, ,174 (29)

25 Appendix 3 Capital Projects Roads & Transportation Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date Comments Transit Park & Ride 3,400 3, Complete Ave/ Southfort Dr. Widening Access Road & Parking West River's Edge 2,400 2, Jun Complete Boulevard landscaping repairs will be completed in Spring Northern Transfer Station (13) Complete Bus Stops (40) Complete Local Road Rehabilitation 4,264 1,427 2,837 - Sep 2019 Work Underway Neighbourhood Rehabilitation Point Aux Pins Road Enhancement 3,799 1,983 1,816 - Sep 2019 Contractor to complete Ross Drive before moving to Jubilee Sep 2019 Design underway River Road Realignment Delayed Clover Park Secondary Dec 2018 Access Total Roads & Transportation 15,064 9,531 5, Consultant has been selected Bridge rehabilitation underway

26 Appendix 3 Capital Projects Recreation Services Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date River Valley Trail System 4,201 3,130 1,071 - Delayed Skateboard/BMX Park Sep Curling Rink Revitalization 5,000 4, Complete Taurus Field 9,653 9, (155) Complete Harbour Pool Universal Change Room DCC Ice Compressor Replacement Viewing Deck and Interpretive Signage Original Fort 1, , Mar Complete Delayed Turner Park Structure Nov Westpark Elementary School Land Purchase Additional Columbaria in Cemetery Columbarium Legion Field of Honor Complete (9) Complete Complete Total Recreation Services 21,437 18,458 2,987 (8) Cultural Facilities & Programs River Valley Enhancements Delayed Canada 150 Grant Fort Heritage Precinct Access Complete Art Gallery Display Cases Complete Total Cultural Facilities & Programs Total General Operations 55,515 42,231 13, Comments Trail and bridge on hold due to Hwy-15 twinning project Construction is slated to begin in Spring Additional funding of $21,500 expected to be raised from community contributions. Curling rink is in use. Minor touch-ups remain to be completed Taurus Field is in use. Minor touch-ups remain to be completed Construction ongoing. Exterior works are close to completion Community built and funded. Waiting on Historical Society to provide update. Surplus will be used to pay for project Project on hold as a result of work being done on highway alignment

27 Appendix 3 Capital Projects Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date Comments Utility Operations Water Meters - Radio Remaining funds will be Complete Upgrades & Lifecycle Replace used for Water Meters - Lifecycle Replacement Dec Bulk Water Station Modernization Mar 2019 Design underway Water Reservoir Lifecycle Renewal Mar 2019 Design underway Water Reservoir Fiber Optic Dec Sewer Service Relines 1,495 1, Dec 2018 Work substantively complete. Reviewing sewer system to identify any remaining areas within scope Sump Pump Retrofit Program Sump Pump Retrofit Program Transfer Station - Office Replacement (118) Complete Dec Delayed Solid Waste Cart Purchase (23) Dec 2018 Total Utility Operations 4,941 3,447 1, City Funded Capital Projects 60,456 45,678 14, Overage funded from Utility reserves On hold pending completion of Transfer Station study Pending construction of cart storage shelter

28 Appendix 3 Capital Projects Levy Funded Capital Projects Southfort Meadows - Park Amenity Intersection Upgrades Street & Hwy 15 Southfort Drive Widening - Allard Way to South Greenfield Project Budget Expenditure To Date Forecast Expenditure Forecast Surplus (Deficit) Estimated Completion Date Delayed 1, , Delayed 4,250 3, Complete Traffic Lights on 94 Street Sep 2019 Total Levy Funded Capital Projects 6,950 3,922 2, City and Developer Capital Projects 67,406 49,600 17, Comments Developer is working in area in Project expected to commence in 2019 Project expected to commence in 2019 Road is in use. Minor landscaping are being completed Turning Lane construction will commence in 2019

29 Appendix 4 The City at a Glance THE CITY AT A GLANCE