Report Purpose To seek Council s approval of the Corporate Business Plan and 2015 Consolidated Operating and Capital Budgets.

Transcription

1 Corporate Business Plan and 2015 Consolidated Budget COUNCIL MEETING Meeting Date: December 9, 2014 Agenda Item #: 10.1 Report Purpose To seek Council s approval of the Corporate Business Plan and 2015 Consolidated Operating and Capital Budgets. Recommendation 1. THAT Council approve the Corporate Business Plan (Enclosure II) 2. THAT Council approve the 2015 Consolidated Operating Budget for Municipal, Utility, Library and Pioneer Housing Foundation Operations (Enclosure III) 3. THAT Council approve the 2015 Consolidated Capital Budget for Municipal, Utility and Library Operations (Enclosure IV). Council History April 23, 2013 Council approved Strathcona County 2030: Powering our New Tomorrow. February 25, 2014 Council approved the revised community wide priority areas and prioritized strategic goals within Strathcona County 2030: Powering our New Tomorrow. April 22, 2014 Council was provided with an introduction to the Corporate Business Plan, specifically the goals, outcomes and linkages to the strategic goals. May 6, 2014 Council approved updates within Strathcona County 2030: Powering our New Tomorrow. October 14, 2014 Council was provided with a review of the 2015 Council Budget Requests and an update on the 2015 business plan and budget process. November 24, 27 and December 2, 4, 2014 Council received the recommended Corporate Business Plan and 2015 Consolidated Budget for discussion, comment and consideration. Strategic Plan Priority Areas Economy: The corporate business plan identifies actions, over a four-year period, that contribute to the achievement of the goals identified in the strategic plan Strathcona County 2030: Powering our New Tomorrow. The budget allocates the resources necessary to deliver services to the community and undertake actions identified in the business plan. Governance: The business planning and budget process provides direction for: engaging the public, creating strategic partnerships and being effective and efficient in municipal operations, as well as assisting with Council policy decisions. Social: Business planning identifies goals and outcomes and the budget allocates resources to support social inclusion and community connectedness while promoting livable and inclusive neighborhoods and a healthy and active community. Culture: Business planning identifies goals and outcomes and the budget allocates resources to support a vibrant, creative community. Environment: Business planning identifies goals and outcomes and the budget allocates resources to further environmental sustainability and preserve biodiversity. Document: Page 1 of 2

2 Other Impacts Policy: n/a Legislative/Legal: Sections 242 and 245 of the Municipal Government Act (MGA), RSA 2000, c.m-26, outline the requirements for Council to adopt an operating and capital budget for each calendar year. Interdepartmental: Residents, business, industry, all county departments. Summary The Corporate Business Plan interprets the direction provided in Council s strategic plan (Strathcona 2030: Powering our New Tomorrow) and provides focused direction for the department business plans. The corporate business plan guides department s goals and activities towards Council s top four prioritized strategic goals with efforts being made to maintain and plan for success in all the other eight prioritized strategic goals. The 2015 Consolidated Budget achieves the objectives of delivering balanced and fiscally responsible operating and capital budgets that: align with the Council vision and strategic plan and the corporate business plan; reflect the programs and services required to meet current and emerging resident needs; identify and allocate resources necessary to respond to and meet program and service delivery requirements; continue to invest in community quality of life. The 2015 Consolidated Operating Budget, which includes Municipal, Utility, Library and Pioneer Housing Foundation operations, is presented in the required Public Sector Accounting Standard (PSAS) reporting format (Enclosure III). The 2015 Consolidated Capital Budget is presented by asset category, including funding sources (Enclosure IV). Segmented information for the operating budget is provided as supplementary information in Schedule A, and includes a reconciliation to the cash-based budget (Enclosure V). Communication Plan Other: Website Enclosures I Corporate Business Plan and 2015 Budget Overview (Document: ) II Corporate Business Plan (Document: ) III 2015 Consolidated Operating Budget (Document: ) IV 2015 Consolidated Capital Budget (Document: ) V 2015 Schedule of Segmented Information (Schedule A) (Document: ) VI PowerPoint Presentation (Document: ) (Handout) Author: Tim Duhamel, Financial Services; John Dance, Corporate Planning & Intergovernmental Affairs Director(s): Laura Probst (Acting), Financial Services; Kelly Rudyk, Corporate Planning & Intergovernmental Affairs Associate Commissioner, Division: George Huybregts, Chief Financial Officer; Rob Coon, Chief Commissioner Date: November 25, 2014 Document: Page 2 of 2

3 Enclosure I Becoming Canada s most livable community CORPORATE BUSINESS PLAN AND 2015 BUDGET (RECOMMENDED) Document #:

4 Table of Contents Message from the Chief Commissioner...1 Becoming Canada s most livable community... 3 Enhancing livability...4 Aligning priorities...6 Strategic Plan Corporate Business Plan Budgeting for success and aligning our priorities... 8 Doing the important things well...8 Continually improving and evolving...8 Strengthening the public s voice shifting public engagement focus...8 Measuring our performance...9 Demonstrating excellence Your tax dollars at work Strathcona County in focus Economic outlook The challenges we face Value for your dollar Where your money goes Where the money comes from... 14

5 1 Message from the Chief Commissioner Futurist Joel A. Barker stated that Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world. This message explains perfectly the journey Strathcona County has been on and the mindset with which we step into our future. The proposed Corporate Business Plan and 2015 priority-based process, an approach adopted by the County as a result of re-engineering our business planning and budgeting resources are allocated and the way our organization works. Our business planning and budgeting process is driven by achieving the goals and priorities voiced by the public, as outlined in the strategic and corporate plans. Throughout this document, you will read about linkages, alignment and evolution we are taking calculated action to continually clarify the community s priorities, adhere to them at every level in the organization, and transform Strathcona County into Canada s most livable community. Focusing our resources and attention on the programs and services that matter most to our residents will increase citizen satisfaction, strengthen our abilities to control costs and make us more adaptable as we face pressures from growth and a changing world. Over the next three years, we will continue to build upon the business planning and budget process, creating more diverse and effective tools to engage citizens and enhance the transparency of our progress reporting. We believe that through strategically guiding the direction of our organization and enabling and empowering our residents, we can achieve anything. We can and will create a brighter future for our community. I am pleased to submit to Council this Administration s proposed Corporate Business Plan and 2015 Budget. Rob Coon

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7 3 Becoming Canada s most livable community Our Vision Living in Strathcona County Strathcona County, located in the heart of Alberta, is an energetic and thriving community. A leader in North America s petroleum industry and a champion for advancing diverse agricultural business, we use our energy to power our new tomorrow. We are a specialized municipality, and work cooperatively with our urban and rural residents to govern as a single municipality. Proud of our distinct governance model, we promote and demonstrate our achievements. We are a welcoming place to live and attract people of all ages, cultures and walks of life to join us. Families thrive in our dynamic, caring and safe community. We strive to be a model of ecological integrity, protecting our environment and preserving our agricultural heritage. Investment in infrastructure, quality services, cultural and recreational programs and facilities is a priority and sets us apart. We are Canada s most livable community. STRATHCONA COUNTY high quality of living, built on strongly held values. Set in the centre of Alberta s energy and agricultural heartland, Strathcona County is a thriving, successful and vibrant community of more than 92,000 residents. Strathcona County is made up of the urban area of Sherwood Park and a large rural area of farms, acreages and eight smaller hamlets. Western Canada and a strong partner in Alberta s Industrial Heartland Association a municipality that supports its citizens in reaching their highest aspirations, run programs and services Did you know in 2014 MoneySense magazine ranked Strathcona County the #2 best small-sized city to live in Canada and #3 for best overall place to live in Canada

8 4 Enhancing livability WHAT IS A LIVABLE COMMUNITY? Livable This term is frequently used to describe the standard of living or quality of life of a community. To us, it is the degree to which our residents enjoy calling Strathcona County home. It is the positive interaction of neighbours in thoughtfully designed neighbourhoods. And it is businesses and volunteers that contribute to the community and the availability of programs and services that meet the needs of the most vulnerable members of society children, elders, and those who are economically or socially marginalized. The term speaks to the quality of infrastructure, the resilience of our economy, and the level of public health and safety measures in place. We create opportunities for citizens to attend community events, enjoy our facilities and open spaces, to soak in the beauty of nature, generate healthy lifestyle choices, and stimulate curiosity. It is important to us that citizens have accessible transportation, affordable housing and involved, proud members of the community. of livability. Our goal is to see that each and every resident is happy, successful and healthy. core services, programs and infrastructure that citizens rely on every day, as well as advancing Council s strategic vision. Some highlights of what s coming up for 2015 include: Sustainable municipal infrastructure rehabilitation programs parking lots, rural and residential roads, bridge replacements, schematic design for future Kinsmen Leisure Centre revitalization such as web security monitoring software landscaping $ $ $ $ $ $ $ $ Investment attraction business investors in the petrochemical sector to attract new investment in the County and create economic opportunities looking to invest, grow and stay in Strathcona County industrial development

9 5 Opportunities to engage and inform the public recreation, cultural and social programming provide comparative information on proposed future growth areas today and into the future of business planning and budget process, towards community priorities, strategic planning and performance measurement Strong relationships with our partners network in partnership with industry and Alberta Capital Airshed potential compost cure site Region Board, using the relationship with Fort Saskatchewan as a model 2015 BUDGET HIGHLIGHTS Budget 2015 includes a proposed consolidated budget of $336 million and a proposed capital budget of $6 million. The proposed 2015 Budget calls for a 2.58% tax dollar increase, resulting in an annual increase of $47.49 or $3.96/month for the average homeowner. Utility rates are proposed to increase 3.25%. On average, this translates to an additional $3.89 on monthly bills. Population growth, a strong economy and The projected increase in Strathcona County s population is 1.58% this means we will serve 1,494 more residents in new housing starts, 300,000 square feet of new commercial space and additional industrial projects are coming online in using the Municipal Price Index (MPI), a services purchased by the municipality. The MPI is budgeted at 3.0% or $6 million for 2015.

10 6 WHAT DRIVES STRATHCONA COUNTY? Aligning priorities Our vision to become Canada s most livable community. Strategic Plan 2030 Our vision illustrates the community we see for our future it builds upon our strengths and recognizes that innovation and informed decision making rely on the exchange of thoughts and ideas with citizens and with partners. In 2012, County Council approved its new strategic plan, Strathcona County 2030: Powering our New Tomorrow. Engaged citizens shaped the document by contributing their ideas and desires to numerous long-range plans, strategies and master plans that paved the way to Powering our New Tomorrow. With this input and their own experience, wide priority areas and 12 strategic goals to advance our shared vision of becoming Canada s most liveable community. Public input and an analysis of the opportunities and challenges facing the County guided the ranking of these priorities. The goals serve as the foundation of our corporate planning framework, providing long-term direction for all County activities and guiding us in our continual pursuit of excellence. Created with the community s vision in mind, the following prioritized 1. Strategically manage, invest and plan for sustainable municipal infrastructure 2. Increase and diversify the petrochemical business 3. Increase public involvement and communicate with the community on issues affecting the County s future 4. Advance the community s interests by developing and maintaining strong relationships with our neighbouring municipalities and civic organizations to ensure long-term prosperity 5. Increase and diversify agricultural business 6. Promote Strathcona County locally, nationally and internationally as a place that is open for business and investment 7. Build strong neighbourhoods/ communities to support the diverse needs of our residents 8. Provide a climate of safety for individuals in homes, neighbourhoods and public places usage; minimize the volume of waste and its impact on the economy 10. Conservation of representative ecosystems (Environmental Sustainability Framework) 11. Facilities and activities are available, accessible and used by residents identity and heritage Strategic planning considers or anticipates changes in the environment that lead to valuable shifts away from current practices, or require that they be recrafted.

11 7 By outlining its strategic priorities, County Council has provided high-level direction for the long term until In response, County administration has developed the short- and medium-term goals that will move us toward achieving Council s strategic vision. The CBP establishes six corporate goals, along with a set of corporate outcomes, objectives and performance measures that align with the strategic plan s prioritized goals. Intentionally focusing alignment with the top four goals sets the stage for optimal success we will excel in doing the important things well and ensure that our capacity to provide services is maintained over the long term and in any economic climate. To translate the objectives of the CBP into every day operations, department business department goals and initiatives to advance the corporate goals and strategic plan direction. In this manner, the CBP becomes a critical decision-making tool that both responds to the goals in the strategic plan and informs the and effectiveness across the organization, enhance staff engagement and customer satisfaction, and promote a integrated priority-setting culture. Effective implementation of the CBP goals in alignment with the top four prioritized strategic goals will ensure that: multi-year capital and operating budgets and business plans, and the supporting principles and policies. informed about the community priorities, successes, and challenges. sustainable rates within Strathcona County. our community. operations. engagement and customer satisfaction. Strategic Plan Corporate Business Plan Department Business Plans STRATHCONA COUNTY: Canada s Most Livable Community The strategic plan sets the direction and forms the decisions that help us move forward in the over-arching focus of Strathcona County.

12 8 Budgeting for success and aligning our priorities Doing the important things well The traditional approach to municipal budgeting is incremental in nature the previous year s budget and anticipated revenues act as the starting point for building the budget. While this is an acceptable approach, we believe Strathcona County deserves better. an organization, we ve shifted our budgeting process to follow priority-based budgeting methods. In short: The public speaks up about their concerns, ideas and desires, and what is most highly valued in the community. We listen. We build business plans to deliver on those aspirations. Budget decisions are based on what the community has deemed to be the most important objectives. Then we monitor our progress, report to citizens and repeat. strategic plan provide focus to the corporate and department business plans, and act as on projects that support core service delivery and advance the community s priorities. This will allow us to truly succeed in satisfying our citizens, while becoming more adaptable to sustainability. Continually improving and evolving As the municipality makes this valuable transition to priority-based, multi-year business plans, we will evolve to produce multi-year forecasts and budgets, and determine costing and alignment for programs and services. When complete, these processes will simplify and strengthen business planning and budgeting, providing focus and direction to all of the County s activities. and effectiveness across the organization. For example, using in-house expertise and cross-training staff to share resources will further optimize operations. Strengthening the public s voice shifting public engagement focus Critical to our success is an engaged and empowered public. The County is committed to improving engagement with its citizens and other stakeholders, and enhancing the numerous avenues for input at the strategic planning level and performance measurement stages. From open houses and surveys, to social media networking and casual online chats, the public will continue to have a powerful voice and shape our collective future. understand community goals, and budget in response to changing characteristics and needs of the community.

13 9 Measuring our performance To drive continuous improvement and support evidence-based decision making, we have built in accountability with which to assess our performance into each level of the planning process. At the strategic level: Are we aligned with our vision? At the operational level: Are we meeting the targets of our business plans? At the program level: Are we satisfying residents? We are accountable to the community for our our goals. The key performance indicators and measures being developed within our new business planning framework will strengthen the transparency and effectiveness of our measuring, monitoring and reporting tools. Strategic Plan 2030: Powering our New Tomorrow Corporate Business Plan Corporate Budget 15 year Plan 4 year Plan 1 year budget* 5 pillars of sustainability 12 prioritized strategic goals 6 goals that focus on the top 4 prioritized strategic goals Department business plans and core functions for achieving goals priorities objectives to meet the 6 goals within the Corporate Business Plan Assigns funding to projects that align strongly with priorities Provides indicators for measuring success at the strategic level Outlines framework for reporting operational progress and success Demands integrated approach to performance measurement * Moving to multi-year forecasts (2016) / budgets ( )

14 10 Demonstrating excellence Your tax dollars at work Strathcona County has been and will continue to be a leader in program and service delivery. We are proud to provide excellence in delivering to citizens and businesses some of the highest levels of service anywhere. Five divisions across the organization Infrastructure and Planning Services, Community Services, Corporate Services, the Administration work together every day to deliver cost-effective programs and services that improve citizens quality of life and help them succeed, as we become the most livable community in Canada. directed to maintaining previously approved service levels that citizens have come to expect. A small sampling of what your tax dollars support is provided below: We keep you moving and almost 200 km of trails double-decker buses related capital projects per year (6,000 every weekday) We keep you safe responding to more than 26,600 police occurrences annually We meet your needs through 560 km of water pipes infrastructure

15 11 We generate opportunities for healthy, active lifestyles space of 1,945,725 square feet culture programs annually* facilities annually* open spaces including parks, boulevards, trails and environmental education areas We build a great community on the capital budget to plan, maintain and rehabilitate infrastructure, invest and grow. utility infrastructure and land. We reduce impact Residential Waste Collection and Diversion Program Community Recycle Stations alternative heat energy with the Centre in the Park Community Energy System We support a strong and resilient economy We assess value commercial/industrial valuation inspections annually We plan for the future to lead success in the organization, such as the Corporate Business Plan and department business plans across 19 departments We build relationships stakeholder groups through various public engagement campaigns and social media platforms (Twitter, Facebook, Pinterest and Instagram) on issues affecting the County s future * Numbers are estimates based on 2014 values.

16 12 Strathcona County in focus Economic outlook Alberta s economy is thriving. Population, employment and economic growth within the Capital Region are outpacing municipalities across the country, and even most parts of the world. While this creates many exciting opportunities for the County to capitalize on its strengths and step boldly into the future, it the County s budgets. Both provide related opportunities and challenges. Growth Strathcona County continues to be a destination of choice for new homes, businesses and industry. for program and service delivery. For example, more roads result in the need for extra roadway maintenance and snow removal, more parks result in more grass to cut, and a larger population means more people to serve. Additionally, a heated construction market results in drastically higher prices. This impacts both the County s operating and capital budgets. economy, affecting both the operating and capital budgets. contracted services and utilities are just a few construction, and land continue to rise. factors and has matched this with funding sources to propose a fully-funded capital budget. Strathcona County is a young, successful and vibrant community set in the centre of Alberta s energy and agricultural heartland. Strathcona County is the 4th largest municipality in Alberta. The population, currently at 92,490, increased 6.5% from 2009 to 2013.* The number of residential units added between May 2012 and September 2014 is 1,534, totalling 36,496 residences.** Net business establishments have in 5 years, rising from 7,609 in 2009 to 8,975 in June 2014.*** * Source: 2013 Municipal Affairs Population List ** Source: 2012 Municipal Census and Building Permit Data *** Source: Business Registration Data Statistics Canada The challenges we face Today s market is our opportunity to succeed by strategically planning and investing, Strathcona County can strengthen its capacity to overcome the challenges facing its operating and capital budgets Budget include: changes in demographics and resident needs environment and the increasing complexity of technology In 2014, the Canadian Federation of Independent Business ranked the Edmonton periphery, which highest entrepreneurial city in Canada, and

17 13 Value for your dollar How does Strathcona County compare? According to 2014 tax rates, Strathcona County residents pay some of the lowest municipal property taxes among 13 major Alberta municipalities Municipal Tax Bill Based on $400,000 Home Assessment 2, , , , , , , , , , , , Leduc County Sturgeon County Parkland County Calgary Strathcona County Fort Saskatchewan Stony Plain Spruce Grove (2013) Edmonton Beaumont Red Deer Leduc St. Albert Where your money goes Municipal governments receive only 8% of all government tax revenues. (Source: Federation of Canadian Municipalities (FCM) 2005) The average homeowner in Strathcona County pays taxes annually to all orders of government, including income and education taxes, sales tax and property tax. Of this amount, only 8% or $1,889 goes to the County to provide all municipal services. Federal Government Taxation Municipal Provincial

18 14 Where the money comes from The total tax-supported expenditures for the major categories are shown in the chart below. Transportation infrastructure requires 29% of services require 28% and 20% goes to funding recreation, parks and culture. Fire, Ambulance & Police Family & Community Services $51 Recreation, Parks & Culture $373 Annual Tax Dollars per Average Household Agriculture $57 Economic Development & Tourism $20 Transit $212 Planning & Development $95 Transportation $553 (2015 Average Household Tax based on assessment of $425,000) Taxes collected from residential and nonresidential properties make up slightly more than 76% of Strathcona County s total revenue, but only 27% of the overall cost to provide municipal services is paid for by residential property tax. At just over 14% of the total revenue, user fees and charges collected by the County. This is generated primarily from transit fares and fees collected for the use of recreation facilities Tax Revenue by Source Type Residential Taxes Non-Residential Taxes Total $199.2M/year Non-residential taxes include industrial, commercial and linear taxes. Residential taxes include single family, condominium and residences

19 Becoming Canada s most livable community

20 CORPORATE BUSINESS PLAN November 5, 2014 (proposed) Becoming Canada s most livable community Clothing

21 Strathcona County s vision is to be Canada s most livable community. Our role as an Executive Team is to align County resources to achieving this vision. Guiding and informing us is the Council-approved strategic plan, Powering our New Tomorrow. By articulating its priorities in the strategic plan, Strathcona County Council has provided high-level direction for the long term (to 2030). Council s approved strategic priorities have been ranked to focus organizational effort in the fouryear Corporate Business Plan which maximizes success in the top priorities. This corporate business plan further focuses our priorities, and the metrics by which we will measure our success in the short and medium term (four years). Strathcona County has been and continues to be a leader on many fronts, from people services to infrastructure projects. We provide our citizens and businesses with some of the highest levels of service anywhere. The County has been fortunate. There have been resources available, allowing us to respond to a large number of needs and wants. Over the past several years; however, the community has grown rapidly, and our organization has begun to struggle with issues of capacity. As service demands increase, we have too many projects at any given time. With no mechanism by which to prioritize these projects, other than budget, it would be easy to get caught in the habit of trying to be all at best; certainly, it is not sustainable for our community. Better, we believe, to allocate resources based on agreed-to priorities. The Corporate Business Plan guides department Left to right: George Huybregts, Associate Darlene Bouwsema, Associate Commissioner, Corporate Services Kevin Glebe, Associate Commissioner, Infrastructure and Planning Services Rob Coon, Chief Commissioner Denise Exton, Associate Commissioner, Community Services coming four years that align our activities to meeting Council s top four prioritized strategic goals, outlined below: sustainable municipal infrastructure business with the community on issues affecting the County s future by developing and maintaining strong relationships with our neighbouring municipalities and civic organizations to ensure long-term prosperity The corporate business plan also contains and effectiveness, and for being an employer of choice; targeted to the continued provision of quality customer service, and to creating an excellent work environment. Finally, this plan is a major step toward priority-based business planning and multiyear budgeting. Together, these plans will help us articulate measures of performance against benchmarks, which will be reported back to the community. Executive Team Corporate Business Plan

22 Powering Our New Tomorrow Strathcona County Council created and approved a strategic plan, which outlines their vision for the County in 20 years, and the priorities and strategic goals to achieve that vision. Strathcona County Administration has developed a Corporate Business Plan to create a bridge between the long-term, high-level goals and priorities outlined by Council in its strategic plan, and the short- to medium-term operational goals and priorities of the organization. This plan will also include measures so we can report how we are doing in implementing Council s strategic plan, as well as achieving departmental and corporate goals. Strategy (Council) Operational (Administration) Living in Strathcona County Vision (20 years) County-wide Priorities (Longer Term) Corporate Business Plan Sustainability Platform Corporate Budget (Medium Term) Departmental Business Plans & Budget (4 Year) STRATHCONA COUNTY VISION Strathcona County, located in the heart of Alberta, is an energetic and thriving community. A leader in North America s petroleum industry and a champion for advancing diverse agricultural business, we use our energy to power our new tomorrow. We are a specialized municipality, and work cooperatively with our urban and rural residents to govern as a single municipality. Proud of our distinct governance model, we promote and demonstrate our achievements. We are a welcoming place to live and attract people of all ages, cultures and walks of life to join us. Families thrive in our dynamic, caring and safe community. We strive to be a model of ecological integrity, protecting our environment and preserving our agricultural heritage. Investment in infrastructure, quality services, cultural and recreational programs and facilities is a priority and sets us apart. We are Canada s most livable community.

23 CORPORATE MISSION Strathcona County is creating Canada s most livable community. We are committed to quality service delivery to citizens, business and industry alike, and work collaboratively to Corporate Values Integrity Respect Safety Fairness Cooperation Be honest and transparent Demonstrate ethical standards and behaviours Display courage of convictions Build an environment of trust Value other peoples strengths and ideas Treat others with care and dignity Follow safe standards of practice Maintain our safety conscious workplace for ourselves and each other Ensure a safe community environment for our residents Create opportunities to learn and grow for all employees Demonstrate approachable leadership Strive to communicate with purpose and clarity Encourage collaborative relationships and unique partnerships Freely share information and ideas to contribute to Strathcona County s ongoing excellence Corporate Overview Infrastructure and Planning Services The Infrastructure and Planning Services Division is responsible for managing, designing, planning and building the County s infrastructure above and below ground, as well as supporting a strong and sustainable economy through business development activities. It exercises innovation and continuous improvement in implementing sustainable municipal programs for Strathcona County residents. The division is committed to providing services that of economic prosperity and environmental stewardship. The Infrastructure Planning Services Division is comprised of the following departments: Capital Planning and Construction Economic Development and Tourism Planning and Development Services Transportation and Agriculture Services Utilities Corporate Business Plan

24 Clothing Sherwood Dr Community Services The Community Services Division delivers programs and services in support of Council s vision of being the most livable community in Canada. The division engages and empowers our residents by creating and sustaining a safe and caring community through: planned to meet the changing social needs and priorities of our community a broad range of recreation, culture and leisure activities and spaces for the enjoyment of residents accessible, affordable and environmentally friendly transit services services and emergency management services that make our community one of the safest in Alberta The Community Services Division is comprised of the following departments: Emergency Services Family and Community Services Recreation, Parks and Culture RCMP and Enforcement Services Transit Community Services liaises with the following external agencies: Strathcona County Library Heartland Housing Foundation Information and Volunteer Centre Corporate Services The Corporate Services Division provides customer support to the County s operational divisions. Corporate Services maintains County provides specialized technical and administrative services and advice that enable quality public service to County residents, businesses and industry. The Corporate Services Division has the following departments and branch: Facility Services Fleet Services Human Resources Information Technology Services Legislative and Legal Services Council Support (branch) position, and supporting corporate decision resources. It provides leadership and guidance management and advice, and by implementing best practices. The division is comprised of the following departments and branch: Assessment and Taxation Financial Services Procurement Services (branch) Chief Commissioner Strathcona County s Chief Commissioner to the Mayor and Council. The Executive Team (comprised of the Chief Commissioner and Associate Commissioners) leads the development, implementation, and administration of all policies and programs established and approved by Council; guides and advises Council on legislation and municipal operations, and provides information to support Council in making informed decisions. The Executive Team provides vision, leadership and direction to the organization based on the strategic plan and approved policies. The Chief Commissioner is responsible for delivering the County s business plans within budgets approved by Council. The Chief Commissioner directly oversees the following departments: Communications Corporate Planning and Intergovernmental Affairs

25 Organizational Structure Mayor and Council Chief Commissioner Communications Corporate Planning & Intergovernmental Affairs Associate Commissioner Infrastructure & Planning Services Associate Commissioner Community Services Associate Commissioner Corporate Services Associate Commissioner Economic Development & Tourism Emergency Services Facility Services Assessment & Tax Capital Planning & Construction Family & Community Services Fleet Services Financial Services Planning & Development Services Transit Human Resources Transportation & Agricultural Services Recreation, Parks & Culture Information Technology Services Utilities RCMP & Enforcement Services Legislative & Legal Services Corporate Business Plan

26 Corporate Goals The Corporate Business Plan goals for the coming four years that align our activities to meeting Council s top four prioritized strategic goals, outlined below: Strategically manage, invest and plan for sustainable municipal infrastructure Increase and diversify the petrochemical business Increase public involvement and communicate with the community on issues affecting the County s future Advance the community s interests by developing and maintaining strong relationships with our neighbouring municipalities and civic organizations to ensure long-term prosperity The corporate business plan also contains and effectiveness, and for being an employer of choice; targeted to the continued provision of quality customer service, and to creating an excellent work environment. Intentionally focusing alignment with the top four prioritized strategic goals sets the stage for optimal success we will excel in doing the important things well and also ensure our capacity to provide core services and infrastructure that citizens rely on every day are maintained over the long term.

27 GOAL 1 Strathcona County has planned for long-term delivery and infrastructure asset management. Outcome Stakeholders are aware of and support multi-year capital and operating budgets and business plans, and the supporting principles and policies. Linkages back to: Strategic Plan Prioritized Goals 1. Strategically manage, invest and plan for sustainable municipal infrastructure. Economic Sustainability Framework Objectives decision making on appropriate growth, balance and timing of operating and capital costs. 2) Establish the business planning and budget process to guide priority-based decision making. 3) Identify appropriate service levels for the community and their costs. 4) Ensure current and future infrastructure is planned throughout its lifecycle, constructed and environmental, economic and operational realities, including capacity. Key Performance Indicator and Measures Benchmark Target Ratio of optimal reserve balance to total reserves Committed vs. designated reserves Percentage of debt limit used/percentage of debt service limit Infrastructure rehabilitation/replacement (just-in-time/planned) Annual programs in place/lifecycle replacement and operating program Assessed value non-residential properties/percentage total assessed values Corporate Business Plan

28 GOAL 2 Strathcona County priorities, successes and challenges are known. Outcome Citizens, staff, and other stakeholders are informed about the community priorities, successes, and challenges. Linkages back to: Strategic Plan Prioritized Goals 3. Increase public involvement and communicate with the community on issues affecting the County s future. 4. Advance the community s interests by developing and maintaining strong relationships with our neighbouring municipalities and civic organizations to ensure long-term prosperity. Public Engagement Framework Objectives 1) Provide open, transparent and meaningful stakeholder communication. 2) Use various communications tools to make the provision of municipal services known. 3) Inform stakeholders of the short- and longerterm strategic and corporate priorities. 4) Build support, knowledge and understanding of organizational direction. 5) Provide opportunities for public engagement and participation. Key Performance Indicator and Measures Benchmark Target Citizens feel informed about County services and activities Citizens feel Strathcona County has clearly established and known priorities/strategic Plan awareness Percentage use of different online methods to get information about Strathcona County

29 GOAL 3 Economic opportunities are created through strategic partnerships. Outcome New industrial, commercial and residential developments are occurring Strathcona County. Linkages back to: Strategic Plan Prioritized Goals 2. Increase and diversify the petrochemical business. 4. Advance the community s interests by developing and maintaining strong relationships with our neighbouring municipalities and civic organizations to ensure long-term prosperity. Economic Sustainability Framework Objectives 1) Leverage external and internal partnerships to expand our economic capacity. 2) Strengthen relationships with other orders of government and regional municipalities. 3) Promote and support partnerships with groups, organizations and businesses in the community. 4) Sequence development by collaborative infrastructure investments and evaluate by decision support tools such as the sustainability frameworks. 5) Ensure new development is strategically planned and sustainably funded. 6) Direct focus on development within the Urban Service Area and the Hamlet of Ardrossan. 7) Develop a generally available program to promote and support heavy industrial development. Key Performance Indicator and Measures Benchmark Target Economic Sustainability Framework KPI/measures Participation in Alberta Community Partnership program and other regional collaboration projects Corporate Business Plan

30 GOAL 4 Informed decision making supports quality of life in the community. Outcome Anticipated growth maintains quality of life for our community. Linkages back to: Strategic Plan: overall Economic Sustainability Framework Environmental Sustainability Framework Social Sustainability Framework Objectives 1) Explore and present elements of change, such as the impact of decisions regarding growth. 2) Continue to use evidence-based analysis to inform planning and decision making. 3) Use program and service evaluation and adjustments to facilitate a safe, healthy and thriving community. 4) Provide opportunities for public awareness, engagement, and participation. Key Performance Indicator and Measures Benchmark Target Overall satisfaction with quality of life Overall satisfaction with County infrastructure, services and programs KPI/measures focused on evidence-based analysis (TBD) Clothing Sherwood Dr 11

31 GOAL 5 in daily operations. Outcome Strathcona County demonstrates Linkages back to: Strategic Plan Prioritized Goals 1. Strategically, manage, invest and plan for sustainable municipal infrastructure. Objectives 1) Promote innovation, technology, and best practices appropriately. 2) Ensure policies, procedures and practices support and guide decision making at an appropriate level, and that policies are regularly presented. 3) Continue to support service and program reviews. 4) Examine reallocation, or sharing of resources, and leverage partnerships and revenue opportunities. 5) Support effective County operations and decision making through technology, integrated systems, tools, and performance measurement. Key Performance Indicator and Measures Benchmark Target Operating expenses KPI/measures (TBD) Citizens feel they are getting value for their tax dollar Collaboration and engagement index Zero based/4e service and program reviews Corporate Business Plan

32 GOAL 6 Strathcona County is an employer of choice, attracting and retaining the best people in all aspects of municipal service delivery. Outcome Quality service delivery is evident in staff engagement and customer satisfaction. Linkages back to: Strategic Plan: overall Objectives 1) Promote leadership and collaboration throughout the organization. 2) Support appropriate training and development opportunities for staff. corporate values. 4) Support a comprehensive attraction and retention strategy. Key Performance Indicator and Measures Benchmark Target Overall staff satisfaction with working at Strathcona County Overall citizen satisfaction with quality of service General turnover rate Short-term staff turnover rate Overall staff collaboration index

33 Becoming Canada s most livable community

34 Enclosure III STRATHCONA COUNTY Consolidated Statement of Operations and Accumulated Surplus (in thousands of dollars) 2015 Budget 2014 Budget REVENUE Property Taxes $ 207,930 $ 196,588 Government Transfers 48,721 47,563 Utility User Rates 53,237 51,447 User Fees and Charges 39,257 39,056 Penalties and Fines 5,417 4,956 Investment Income 6,157 4,288 Other Capital Revenues 35,095 26,138 Other 8,187 13,657 TOTAL REVENUE 404, ,693 EXPENSES* Infrastructure and Planning Services Economic Development and Tourism 1,664 1,139 Capital Planning and Construction 3,960 3,254 Planning and Development Services 11,094 10,287 Transportation and Agriculture Services 28,280 28,015 Utilities 55,490 52, ,488 94,899 Community Services Emergency Services 33,063 31,828 Family and Community Services 6,959 7,197 Strathcona Transit 18,674 18,191 RCMP and Enforcement Services 22,258 20,922 Recreation, Parks and Culture 40,318 39, , ,932 Corporate Services 32,449 29,848 Chief Financial Officer 5,721 5,440 Senior Administration 6,584 7,111 Elected Officials 1,234 1,228 Fiscal Services 49,622 43,972 Strathcona County Library 9,758 9,511 Pioneer Housing Foundation 1,682 1, ,050 98,783 TOTAL EXPENSES 328, ,614 ANNUAL SURPLUS 75,191 72,079 ACCUMULATED SURPLUS, BEGINNING OF YEAR 1,685,919 1,613,840 ACCUMULATED SURPLUS, END OF YEAR $ 1,761,110 $ 1,685,919 * Please note that final salary and benefit expense re-allocations will occur after the budget approval in order to finalize the 2015 Strathcona County consolidated budget. Document #:

35 2015 Operating Budget Two Year Budget Comparison Consolidated 2015 Budget 2014 Budget Variance $ Variance % Revenue Total Revenue Expense Total Expense Net Revenues/(Expenses) Non-Operating Items Total Non-Operating Items Non-Cash Adjustment Net Impact For Budget Purposes Tax Percentage

36 Enclosure IV 2015 Capital Funding - Municipal Total Developer User Funding Tax Levy Reserve Grants Levy Rates Other Buildings 11,252,389-3,722,589 4,439, ,090,000 Electronic Hardware / Software 1,340,359-1,340, Land Development 156, , Machinery & Equipment 1,599,994-1,001, ,314 Program Parks & Open Space Development 1,460,550-1,460, Roadway Infrastructure 33,684,456-18,272,108 5,091, ,154-10,182,128 Utilities 8,126, , ,092,000 3,625,000 Vehicles 8,734,756-8,734, GRAND TOTAL 66,354,742-35,097,280 9,530, ,154 4,092,000 17,495,442 Document #:

37 2015 Capital Funding - Municipal Tax Levy - - Committed Funds Capital 23,829,914 23,829,914 Operating 4,028,306 4,028,306 Utilities 1,333,000 1,333,000 Uncommitted Funds Fiscal Annual Allowance , ,376 Capital Projects Reserves ,952,684 4,952,684 Total Developer User Funding Tax Levy Reserve Grants Levy Rates Other Corporate Grants MSI - Capital 4,439,800 4,439,800 Federal Gas Tax Fund (NDCC) 5,091,066 5,091,066 Developer Levy 139, ,154 User Rates 4,092,000 4,092,000 Other 17,495,442 17,495,442 GRAND TOTAL 66,354,742-35,097,280 9,530, ,154 4,092,000 17,495,442 Debenture Financing 4,231, ,154 4,092,000 -

38 2015 Capital Funding Summary Buildings Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Bldgs - A Buildings Annual Program FAC Annual Facility Capital Lifecycle 2,078,475-2,078, FAC Facility Life Cycle (2015) TAS Annual Parking Lot Rehab Program (2015) 353, , TAS Annual Parking Lot Rehab Program Total: Bldgs - A Buildings Annual Program 2,431,563-2,431, Bldgs - G Buildings Growth AUTO SCES - Station 7 - Land Purchase ($18.9M Total) AUTO FAC - 3rd Floor Community Centre - Complete Space to Allow for Expansion (2015) 3,090, ,090, Surplus (thru ) 1,922, ,200 1,729, MSI Capital Capital Projects AUTO FAC County Hall Phase 3 Renovations (2015) 3,015, ,826 2,710, FIS Annual Misc Allowance Capital Projects - Shell Supplementary Tax Revenue MSI Capital Total: Bldgs - G Buildings Growth 8,027, ,026 4,439, ,090,000 Bldgs - R Buildings Rehab/Replacement AUTO RPC - OSRFS - Kinsmen Leisure 93,000-93, FIS Annual Misc Allowance Centre Design (2015) ($6.3M Total) Total: Bldgs - R Buildings Rehab/Replacement 93,000-93, Bldgs - V Buildings Value Added AUTO TAS - Amend 2012 SPSY Salt & Sand Storage Shed (Job ) 700, , Capital Projects - Shell Supplementary Tax Revenue Total: Bldgs - V Buildings Value Added 700, , Total: Buildings 11,252,389-3,722,589 4,439, ,090,000

39 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Electronic Hardware/Software HwdSft - A Electronic Hardware/Software Annual Program LIB IT Infrastructure Replacement 42,528-42, LIB Library Equipment Program (2015) UT IT Infrastructure Replacement Program 42,000-42, UT Future Water Capital - Utilities (2015) IT Corporate Infrastructure Replacement 1,045,831-1,045, IT Corporate Hardware Program - Municipal (2015) Total: HwdSft - A Electronic Hardware/Software Annual Program 1,130,359-1,130, HwdSft - G Electronic Hardware/Software Growth AUTO FAC - Wayfinding Digital Signage 65,000-65, FIS Annual Misc Allowance (2015) Total: HwdSft - G Electronic Hardware/Software Growth 65,000-65, HwdSft - V Hardware/Software Value Added AUTO FAC - Hunter Heights - Conversion 60,000-60, FIS Annual Misc Allowance from Lieder to Dragonwave Wireless Radio Refurbish (2015) AUTO ITS - Web Security Monitoring 85,000-85, Capital Projects Software INIT-68 Total: HwdSft - V Hardware/Software Value Added 145, , Total: Electronic Hardware/Software 1,340,359-1,340,

40 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Land Development Land - G Land Development Growth AUTO PDS - CITP - Lot 4 (Festival Ave) 33,742-33, FIS Annual Misc Allowance Landscape - Design ($497K Total) AUTO PDS - CITP Lot 5 Parking Lot - Design and Construction 100, , Capital Projects - Shell Supplementary Tax Revenue AUTO PDS - CITP - 22,496-22, FIS Annual Misc Allowance Landscaping/Sidewalks - Festival Way and Sherwood Drive (adjacent to Lot 1) (Design) ($328K Total) Total: Land - G Land Development Growth 156, , Total: Land Development 156, ,

41 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Machinery & Equipment ME - A Machinery & Equipment Annual Program LIB Annual - Library Collection 598, ,314 LIB - Contribution to Capital Replacement (2015) UT Annual Water Meter / Radio Frequency 480, , UT Future Water Capital Program (2015) RPC - Annual Recreation Equipment Replacement Program (2015) 234, , RPC Recreation Equipment Replacement SCES - Annual Equipment Replacement 136, , FIS Annual Misc Allowance Program (2015) BPGC - Annual Golf Course Equipment 40,000-40, RPC Broadmoor Golf Course Replacement Program (2015) Total: ME - A Machinery & Equipment Annual Program 1,488, , ,314 ME - G Machinery & Equipment Growth AUTO TAS V & E Addition - Arctic Shark 45,000-45, FIS Annual Misc Allowance for Front End Loader (2015) AUTO RPC - Fleet Addition - Litter 66,000-66, FIS Annual Misc Allowance Vacuum (2015) Total: ME - G Machinery & Equipment Growth 111, , Total: Machinery & Equipment 1,599,994-1,001, ,314

42 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Program Parks & Open Space Development POSD - A Parks & Open Space Development Annual Program RPC - Annual Parks Infrastructure Lifecycle (2015) 670, , RPC Parks Major Maintenance Projects Total: POSD - A Parks & Open Space Development Annual Program 670, , POSD - R Parks & Open Space Development Rehab/Replacement PDS - Annual - OSRFS Outdoor Revitalization Program (2015) 790, , Capital Projects - OSRFS Capital Projects Total: POSD - R Parks & Open Space Development Rehab/Replacement 790, , Total: Program Parks & Open Space Development 1,460,550-1,460,

43 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Roadway Infrastructure RI - A Roadway Infrastructure Annual Program TAS Annual Rural Road Rehab Program (2015) TAS Annual Traffic & Pedestrian Safety Improvements (2015) TAS Annual Traffic Signal / Intersection Replacements (2015) TAS Annual Residential Rehab Program (2015) TAS Annual Asphalt Trail Rehab Program (2015) TAS Annual Arterial Road Rehab Program (2015) 6,355,887-6,355, TAS Rural Road Reconstruction Network 300, , TAS Traffic & Safety/Pedestrian 848, , TAS Annual Traffic Signal & Intersection Replacement Program 4,879,036-4,879, TAS Annual Residential Rehab Program 284, , TAS Annual Trail Rehab Program 4,524,345-2,154,470 2,369, CPC Urban Arterial Road Capital FGTF Total: RI - A Roadway Infrastructure Annual Program 17,191,573-14,821,698 2,369,

44 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments RI - G Roadway Infrastructure Growth AUTO CPC-SHP- Rge Rd 231 and Hwy 16 construction C AUTO CPC-SHP- Clover Bar Rd and Emerald Drive Intersection Improvements_DLU ($6.4M Total) AUTO CPC-ARD- Third Ave from Main Street to Queen Street_CFL AUTO CPC-HLD- Rge Rd 214 & Twp Rd 554 & Rge Rd 213 from Hwy 15 to Twp Rd 560 2A, 2B DLU AUTO CPC-HLD- Twp Rd 554 from Rge Rd 214 to Rge Rd 213 2A-1 C AUTO CPC-HLD- Twp Rd 554 from Rge Rd 220 to Rge Rd 214_8A_DLU ($9.5M Total) AUTO CPC-WYE- Wye Rd from Brentwood Blvd to Estate Dr_DLU ($5.8M Total) AUTO CPC-SHP- Broadway Blvd and Broadview Dr roundabout_dlu ($1.6M Total) 2,675, ,675,000 Developer Contribution 567, , Capital Projects - Shell Supplementary Tax Revenue 1,262, ,270 1,136, Capital Projects - Shell Supplementary Tax Revenue FGTF 1,800, ,800,168 Developer Contribution - CIAC 4,500, ,500,000 Developer Contribution - CIAC 1,206, ,206,960 Developer Contribution - CIAC 535, , , Capital Projects - Shell Supplementary Tax Revenue South of Wye Arterial Urban Upgrade ***Financed by Debt*** 107, , Capital Projects - Shell Supplementary Tax Revenue AUTO CPC-WYE- ATCO Gas Pipeline relocate South of Wye Road from Mitchell St to Hwy 21 C AUTO CPC-SHP- Broadmoor Blvd and Lakeland Dr intersection improvement_dlu ($1.5M Total) 2,286, ,081 1,584, Capital Projects - Shell Supplementary Tax Revenue FGTF 321, , Capital Projects - Shell Supplementary Tax Revenue Total: RI - G Roadway Infrastructure Growth 15,261,770-2,219,297 2,721, ,154-10,182,128

45 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments RI - R Roadway Infrastructure Rehab/Replacement AUTO TAS Wye Road Noise Attenuation Wall Rehab Consultation ($4.3M Total) 75,000-75, FIS Annual Misc Allowance Total: RI - R Roadway Infrastructure Rehab/Replacement 75,000-75, RI - SA Roadway Infrastructure Suggested Annual Program TAS Suggested Annual Bridge Replacement Project (2015) 361, , Capital Projects - Shell Supplementary Tax Revenue AUTO TAS Suggested Annual Sidewalk 795, , Capital Projects Missing Links Program (2015) Total: RI - SA Roadway Infrastructure Suggested Annual Program 1,156,113-1,156, Total: Roadway Infrastructure 33,684,456-18,272,108 5,091, ,154-10,182,128

46 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Utilities UI - A Utilities Infrastructure Annual Program UT Annual Hydrant / Valve Replacement (2015) Total: UI - A Utilities Infrastructure Annual Program 265, , UT Future Water Capital 265, , UI - G Utilities Infrastructure Growth UT Annual Rollout Carts (2015) 144, , UT Refuse Management Capital Total: UI - G Utilities Infrastructure Growth 144, , UI - R Utilities Infrastructure Rehab/Replacement AUTO UT Central Sherwood Park Stormwater Upgrades - Construction 5,250, ,625,000 3,625,000 Financed by Utility DEBT Alberta Community Resilience Program Total: UI - R Utilities Infrastructure Rehab/Replacement 5,250, ,625,000 3,625,000 UT - V Utilties Infrastructure Value Added AUTO UT Compost Cure Site 2,467, ,467,000 - Financed by Utility DEBT Total: UT - V Utilties Infrastructure Value Added 2,467, ,467,000 - Total: Utilities 8,126, , ,092,000 3,625,000

47 2015 Capital Funding Summary Total Tax Levy Reserve Grant Dev. Levy User Rates Other Comments Vehicles Veh - A Vehicles Annual Program UT Annual Utilities Fleet Addition & Replacement Program (2015) 402, , UT Future Water Capital UT Future Wastewater Capital FLT Transit Fleet Replacements (2015) 2,898,900-2,898, Transit Fleet Replacement FLT Annual V & E Fleet Replacements 5,198,350-5,198, FLT Vehicle Fleet & Equipment (2015) Replacement Total: Veh - A Vehicles Annual Program 8,499,250-8,499, Veh - G Vehicles Growth AUTO SCES - Fleet Addition 57,800-57, FIS Annual Misc Allowance AUTO RPC - Fleet Addition - Toolcat 133, , FIS Annual Misc Allowance (2015) Total: Veh - G Vehicles Growth 191, , Veh - V Vehicles Value Added AUTO SCT - Transit 3/4 truck - Fleet 44,000-44, FIS Annual Misc Allowance Addition Total: Veh - V Vehicles Value Added 44,000-44, Total: Vehicles 8,734,756-8,734, GRAND TOTAL 66,354,742-35,097,280 9,530, ,154 4,092,000 17,495,442

48 Enclosure V STRATHCONA COUNTY Consolidated Schedule of Segmented Information (in thousands of dollars) Municipal Operations Utility Operations Library Operations Pioneer Housing Foundation Eliminations 2015 Budget (unaudited) 2014 Budget (unaudited) REVENUE Property Taxes $ 199,221 $ - $ 8,709 $ - $ - $ 207,930 $ 196,588 Government Transfers - Operating 4, ,457 5,634 Government Transfers - Capital 38,834 4, ,264 41,929 Utility User Rates - 53, ,237 51,447 User Fees and Charges 38, ,257 39,056 Penalties and Fines 5, ,417 4,956 Investment Income 4,805 1, ,157 4,288 Other Capital Revenues 28,385 6, ,095 26,138 Other 7, ,255 (691) 8,187 13,657 TOTAL REVENUE 327,376 65,662 10,399 1,255 (691) 404, ,693 EXPENSES Salaries, Wages and Benefits 137,310 10,656 5, , ,716 Contracted and General Services 47,899 11, ,824 56,016 Supplies, Materials and Utilities 28,664 23,868 1, ,698 50,333 Interest on Long-Term Debt 3,625 2, (691) 7,332 8,074 Grants and Requisitions 1, ,960 2,054 Amortization 41,793 6,552 1, ,699 46,770 Other Expenses 1, ,427 2,650 TOTAL EXPENSES 262,572 55,490 9,757 1,682 (691) 328, ,614 ANNUAL SURPLUS (DEFICIT) 64,804 10, (427) - 75,191 72,079 ACCUMULATED SURPLUS (DEFICIT), BEGINNING OF YEAR 1,370, ,843 9,052 16,062 (7,424) 1,685,919 1,613,840 ACCUMULATED SURPLUS (DEFICIT), END OF YEAR $ 1,435,190 $ 308,015 $ 9,694 $ 15,635 $ (7,424) $ 1,761,110 $ 1,685,919 Reconciliation to Tax Levy Based Budget: Surplus (Deficit) from Above 64,804 10, (427) - 75,191 72,079 Eliminate Government Transfers - Capital (38,834) (4,430) (43,264) (41,929) Eliminate Other Capital Revenues (28,385) (6,112) (598) - - (35,095) (26,138) Eliminate Amortization expense 41,793 6,552 1, ,699 46,770 Add Interfund Entries: From Reserve Fund 9,018 2, ,248 7,892 To Capital Fund - - (598) - - (598) (587) To Reserve Fund (41,208) (4,457) (169) - - (45,834) (44,715) Loan Funds Repaid Capital Leases Repaid (141) (141) (601) Long-Term Debt Repaid (7,612) (3,910) (685) (564) - (12,771) (13,301) Balanced Tax Levy Based Budget Document:

49 Corporate Business Plan and 2015 Consolidated Budget Council Meeting December 9, 2014 Document:

50 Corporate Business Plan 12/10/2014 2

51 12/10/2014 3

52 Strathcona County 2030: Powering Our New Tomorrow Strategic plan We are Canada s most livable community Foundational High level direction Long-term plan (15+ years, 2030) Consists of: 12 prioritized strategic goals 8 priority areas 5 pillars of sustainability 12/10/2014 4

53 Moving towards Strathcona County s vision Corporate Business Plan Four year plan Bridge linking the strategic plan and department business plans Moving towards Council s strategic vision Guiding and focusing department business plans 12/10/2014 5

54 Corporate Business Plan Plan components: Strathcona County vision Strategic planning framework Corporate mission Corporate values Corporate overview (divisions) Organizational structure Six corporate goals with outcomes, objectives, and performance measures Four years ( ) 12/10/2014 6

55 Corporate Business Plan 12/10/2014 7

56 2015 Consolidated Budget 8

57 Budget objective Administration s process endeavors to build budgets that: Meet Council s direction and priorities Align budget development to the Council vision and strategic plan and the advancement of corporate business plan goals Utilize operating and capital budget principles to guide responsible decision making Consider all established environmental impacts 9

58 Key recommendations 10

59 Key recommendations 2015 Operating Budget Maintains the services the community expects plus resources goals and initiatives focused on priorities Municipal tax dollar increase of 2.58% $47 per year for the sample single family residential property (assessed at $425,000) where 1% municipal tax dollar increase ~ $1.936 million Utility rate increase of 3.25% $47 per year for the average urban customer where 1% utility rate increase ~ $400 thousand Library tax dollar increase of 1.12% $0.74 per year for the sample single family residential property (assessed at $425,000) where 1% library tax dollar increase ~ $86 thousand 11

60 Key recommendations 2015 Operating Budget Strathcona County delivers a balanced and fiscally responsible budget that identifies the costs and resources required to continue with the provision of quality municipal, utility and library program and service delivery. $Millions Municipal Operations Utility Operations Strathcona County Library 2015 Strathcona County Revenues Expenses Net Revenues (2.8) Non Operating Items* 39.4 (6.2) (1.4) (46.9) Non Cash Adjustment (offset to amortization) Net Impact for Budget (0.0) 0.0 * Non-operating items include transfers to/from reserve, debt repayment, and amortization expense. 12

61 Key recommendations 2015 Capital Budget Recommended capital budget for 2015 is $66.4M municipal operations = $56.7M utility operations = $9.1M library operations = $0.6M The capital budget is fully funded (net of placeholder for the compost cure site) The capital budget was considered in the context of the long-term plan Debt recommendation no new tax supported debt $1.6M in new utility rate supported debt (not including compost cure site placeholder $2.5M) $139K in new developer levy supported debt 13

62 Key recommendations Allocation of 2014 Year-End Operating Surplus ( 000$) The 2015 municipal operations budget assumes the following allocation of projected 2014 operating surplus to: 2015 operating budget one-time items 1, capital budget one-time projects 3,090 contribution to reserves 2,139 (e.g. stabilization reserve, etc.)* Total Year-end 2014 forecast municipal surplus for tax purposes $ 6,300 *to be confirmed through the year-end process. 14

63 Operating Budget highlights 15

64 What municipal services cost 2015 Municipal Operating Budget - $269.2M Economic Development, $2.0 Agriculture $6.0 Transportation $57.2 Fire, Ambulance & Police, $68.4 Family & Community Services $9.3 Fiscal Services $24.6 Recreation, Parks & Culture $59.9 Public Transit $26.8 Planning & Development Services $15 Recommended 2015 Municipal Operating Budget includes expenditures of $220.8M (excluding amortization of $41.8M) and non-operating items of $48.4M; corporate support services and Council costs have been allocated. 16