December 18, 2017 Final

2018 Operating Budget

2015 - 2018Council’s Strategic Plan

www.cityofgp.com

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Mayor’s MessageCity Council fulfils many important roles. We connect residents to the services provided by their government. We bring the priorities of citizens to day-to-day decision making. We are stewards of the public purse, ensuring that tax dollars are spent wisely.

We act as sounding boards and, from time to time, serve as the voice of the community on important provincial, national or international issues. We work to engage residents and highlight the key role they can play in building a better community.

As vital as all these roles are in our democratic system, I believe there is something that is even more fundamental. As elected officials, we are charged with trying to improve our community so that our children and grandchildren might inherit a place better than it is today.

To do that, Council must develop and express a collective vision of what we want our community to be in the future. We also have to identify the key actions that have to be taken in order to move our community forward.

City Council does all that through its Strategic Plan.

This document is the starting point in an interdependent set of processes that enable a municipality to function: Council’s plan sets the direction for our organization. Administration responds by developing business plans aligned with the direction Council has provided. Those business plans are, in turn, used to build the budget that Council will review and approve in the fall of 2014. And, that budget will fund the work that happens between 2015 and 2018.

Grande Prairie is a community of pioneers, builders, innovators and risk-takers. In this Strategic Plan, Council has expressed a desire to take bold steps toward the future of our community by focusing on: Exploring New Directions, Capitalizing on Growth, Strengthening Our Core, and Optimizing Existing Services. In all these, I believe Council is reflecting the spirit of our community.

The directions set out in this plan are meant to be both practical and visionary. At first those two descriptors may seem at odds, but I believe that any great journey has to start with the practicality of first gathering one’s courage and then, simply, taking one step forward.

Our Guiding PrinciplesAdvocacyWe are proactive and advocate on behalf of our citizens to the other orders of government.

Diverse EconomyWe are focused on improving the vitality and diversity of our economy.

Engaged CitizensWe strive to be transparent, clear, accurate, and timely. We encourage residents to take an active role in their community.

Exceptional ServiceWe are citizen-centered and use a customer-focused approach to provide services.

Family FocusedWe are a family-friendly community and our services reflect our demographics.

Fiscally ResponsibleWe are accountable and strive to be sustainable.

Healthy EnvironmentWe consider the impact of our actions on the environment and lead by example.

InformedWe make informed decisions based on reliable evidence.

InnovativeWe are an incubator of excellence and encourage entrepreneurial thinking in an innovative culture.

Partnerships We encourage partnerships to get things done. We are effective in utilizing collaboration and co-ordination.

Winter CityWe are flexible and adapt our policies and guidelines to be reflective of our northern climate.

Photo by JKP Images

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The Strategic Planning ProcessAt the strategic business planning session held January 22-24, City Council began with identifying trends and issues that influence our city. They then established a list of strategic directions and consolidated them into the four focus areas described in the next few pages.

City Council concluded the strategic business planning session with the development of guidelines that will assist staff in formulating comprehensive business plans and budgets for 2015 - 2018.

Council held a service level workshop subsequent to the business planning session in order to examine organizational capacity and service delivery. Council identified areas of success as well as areas that could be enhanced.

Top Row: Councillor Kevin O’Toole, Councillor Rory Tarant, Mayor Bill Given, Councillor Kevin McLean, Councillor Dwight Logan Bottom Row: Councillor Jackie Clayton, Councillor Lorne Radbourne, Councillor Chris Thiessen, Councillor Helen Rice

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Focus Area: Optimizing Existing ServicesPreferred FutureThe City of Grande Prairie meets community needs by providing well-integrated services that efficiently and effectively maximize the use of our resources. We have undertaken a community needs assessment to better understand those community needs. We continually refine how we provide services and strive for best practices. We leverage performance through the use of a well-educated and informed staff.

City Council’s Strategic Directions - Explore opportunities to partner in municipal service delivery - Partner with community groups - Explore issues around affordability - Enhance tourism

Focus Area: Strengthening Our CorePreferred FutureGrande Prairie has a vibrant urban core that meets the needs of residents and visitors. As an all-season, multi-purpose neighbourhood, our downtown is a defining element of the city. It is a pedestrian friendly, accessible gathering place, well served by transit. Downtown is an active, attractive and inclusive focal point for the community. Our city centre is a place where people live, work and play.

City Council’s Strategic Directions - Develop a vision and plan for an energetic downtown - Enhance community mobility - Promote residential development - Explore alternative models of land development

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Focus Area: Exploring New DirectionsPreferred FutureWe are an innovative centre of excellence and a hub for business incubation. We continually seek out best practices. We understand the evolution of our region and are willing to take risks in order to find solutions that will benefit the residents of our communities. We maximize the use of land through creative design strategies.

City Council’s Strategic Directions - Explore alternate governance models - Explore best practices and models - Balance residential and non-residential development - Develop residential infill strategies

Focus Area: Capitalizing on GrowthPreferred FutureWe are adaptable to growth and change. We take advantage of trends and build on the current momentum to attract development. We have a well-developed small business and retail base. Residents realize value for their taxes. We have a young diverse community that is engaged in creating the city that people choose to live in. Infrastructure is well maintained and meets the needs of the community. Opportunities for education allow students to remain in the city. Growth maximizes infrastructure and reduces the impact on the environment.

City Council’s Strategic Directions - Ensure planning considers full spectrum of services provided by the City - Use best practice models to take advantage of industry trends - Invest in infrastructure to meet burgeoning demand and future needs - Increase the length and depth of our planning documents in order to better prepare for the future

Photo by Crystal Sorken

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Photo by Rhonda Figel

City Manager

Department/Program2017 Annual

Budget

2018 Annual

Budget

Percentage

Change

Total : Council /City Manager 6,501,672 6,266,459 -3.62%

Department/Program2017 Annual

Budget

2018 Annual

Budget

Percentage

Change Community Living

Director's Office 873,473 526,645 -39.71%

Service Centre 1,007,989 979,834 -2.79%

Transit Operations 5,440,088 5,540,264 1.84%

Custodial Services 773,801 861,387 11.32%

Recreation & Sports Development 1,260,856 1,093,561 -13.27%

Peace Library 464,270 521,427 12.31%

Montrose Cultural Centre 2,509,197 2,555,657 1.85%

Heritage Resources (Museum) 1,510,708 1,471,359 -2.60%

Second Street Theatre 56,008 56,458 0.80%Creative Arts Centre 116,290 116,679 0.33%

Recreation & Parks

Parks 6,801,760 6,548,647 -3.72%

The Leisure Centre 323,114 203,765 -36.94%

The Beach at Bear Creek Pool 27,315 28,069 2.76%

Dave Barr Arena 1,057,371 973,925 -7.89%

Coca Cola Centre 879,123 1,034,838 17.71%

Eastlink Centre 4,319,071 5,684,026 31.60%

Gymniks 295,776 295,412 -0.12%

Revolution Place 1,632,272 1,638,414 0.38%Muskoseepi Park 1,384,191 1,371,147 -0.94%

Community Social Development

CSD 1,911,901 1,901,778 -0.53%

Total : Community Living 32,644,574 33,403,292 2.32%

2018 Operating Budget

Community Living

2018 Operating Budget

Department/Program2017 Annual

Budget

2018 Annual

Budget

Percentage

Change Corporate Services

Accounting Services 1,725,457 1,820,814 5.53%

IT Services 3,441,882 3,449,392 0.22%

Procurement 372,761 378,000 1.41%

Assessment 1,179,829 1,111,561 -5.79%Facilities 4,194,184 4,436,310 5.77%

Fiscal Services

Fiscal Services -107,509,784 -107,777,767 0.25%

Total : Corporate Services -96,595,671 -96,581,690 -0.01%

Department/Program2017 Annual

Budget

2018 Annual

Budget

Percentage

Change Environmental Stewardship 470,523 547,136 16.28%

Geographic Information Systems 1,349,421 1,353,570 0.31%

RCMP Detachment 18,455,894 19,940,966 8.05%

Crime Prevention 1,030,316 975,240 -5.35%

Fire Department 15,594,801 15,521,162 -0.47%

Community Safety 792,689 896,205 13.06%

GPREP 153,392 175,228 14.24%

By-Law Enforcement -1,665,409 -1,777,614 6.74%

Engineering 3,687,946 3,841,833 4.17%

Transportation 15,492,407 15,607,979 0.75%

Safety Codes 343,698 391,588 13.93%

Planning & Development 1,743,747 1,803,714 3.44%

Total : Infrastructure & Protective Services 57,449,425 59,277,007 3.18%

Total Tax Increase 0 2,365,068 2.00%

Infrastructure & Protective Services

Corporate Services

City Council

1City Manager

1Org. Design

5

Legislative Services

8.6

Communications/ Gov’t Relations 

2CM Office

6

HR/ Health & Safety

3

Community Living

1

Corporate Services/CFO

1

Administrative Services Manager

29

Enforcement Services

53RCMP

7Crime Prevention

2GPREP

58.5Transportation

16

Inspection Services

3

Environmental Stewardship

9.5GIS

12

Community Social Development

16

Culture & Heritage

25.7

Sports & Recreation

79.5Eastlink Centre

14.5Revolution Place

34Transit

30Fleet

10

Assessment & Taxation

12Finance

1Budget & Planning

14.25

Information Technology

3Procurement

23.5Facilities

1

Infrastructure & Protective Services Deputy Director

Total FTE = 313

Total FTE = 244 Total FTE = 65 Total FTE = 29

2018 Total FTE = 651

0

Infrastructure & Protective Services Deputy Director

29Parks

90Fire Department

26Engineering

16

Planning & Development

5

Economic Development

1

Infrastructure & Protective Services