final budget - 2013

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2013 BUDGET

TOWN OF STONY PLAIN

LETTER FROM THE MAYOR

LETTER FROM THE TOWN MANAGER

OPERATING BUDGET OVERVIEW…………………………………………… 5

HUMAN RESOURCES PLAN……………………………………………………. 33

OPERATING BUDGET General Government ................................................................................. 63 Council ....................................................................................................... 67 Office of the CAO ...................................................................................... 69 Corporate Services .................................................................................... 84 Protective Services Policing Services ............................................................. ………… 115 Fire Services…………………………………………………………. 118 Municipal Enforcement……………………………………………… 120 Planning & Infrastructure........................................................................... 126 Environmental Treatment Services .......................................................... 140 Community Services ................................................................................. 147 Community Services - Golf Course .......................................................... 163

FEES AND CHARGES…………………………………………………………. 174

CAPITAL BUDGET Capital Budget Overview........................................................................... 215 2013 Capital Plan…………………………………………………………… 216 2013 Capital Projects ................................................................................ 218 2012 Carry Forwards (projects approved not completed)………………. 257

APPENDICES Transfers to Capital Reserves 2012 ......................................................... 260 Reserve Analysis ....................................................................................... 262 Debenture Summary ................................................................................. 268

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Letter from the Mayor

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Letter from the Town Manager

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BUDGET

OVERVIEW

2013

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TOWN OF STONY PLAIN 2013 OPERATING BUDGET

OVERVIEW

2013 Budget Process Overview

Budget Guidelines:

Once again this year, Council will review and approve in principle a three-year operating and capital budget proposal. This will provide Council with a longer-term view of the Town’s service levels, their related costs and their impact on the taxpayer.

Current Status:

Administration met and reviewed the first draft of the budget for three and a half days on

September 13, 14, 21st, and October 12th. Council and Administration met in public

budget meetings on November 5th, 6th, and 7th. Administration made further changes to

the budget resulting in an additional increase to the proposed tax rate due to new

information related to costs. The result is a 4.18% increase to the Municipal Tax Levy.

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2013 Operating Budget Summary:

The following charts summarize Operating Budget Revenues, Expenditures and Surplus/Deficit by Major Department/Function:

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Comments:

The foregoing budget is a balanced budget containing no surplus or deficit. This budget

will result in a 4.18 % Municipal Tax Levy increase. This tax rate increase can be

broken down as follows:

2.32% Increase in net Protective services costs

1.86% Increase in net General Municipal costs

Administration recommends that the Protective services costs continue to be identified

separately on the tax notice in 2013.

2013 Major Operating Budget Highlights:

1. New Tax Revenue achieved by estimated growth in assessment included in this budget is estimated to be $370,000. The following analysis provides background information on this estimate:

Total Permit Values

The following chart outlines the total construction value of permits issued:

Comments:

The total projected permit value of $52 M for 2012 has been estimated based on actual permits to September 30, 2012.

-

50,000,000

100,000,000

150,000,000

Total Permit Value

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Total Assessment Value The following chart shows the Town’s total Assessment Values from 2003 to a projected value at year-end 2012 for 2013 taxes.

Comments:

The assessment projection is calculated by projecting the permits at a construction value of $52 Million. In the last couple of years, assessment values have been coming in close to 1.5 times the construction permit values. For this reason, an estimate of $78M has been used as the potential increase in assessment values for 2013. This would result in approximately $370,000 of new income from growth. This would result in a total estimated assessment value of $2,189,227,200. Municipal Tax Levy: The Municipal Tax Levy Provides over 50% of the revenue required to operate the

Town. The Municipal Tax Levy has grown from $4.3M in 2001 to a projected

requirement of over $11M in 2013. For comparison the Town’s total taxable

assessment has increased from $438M in 2001 to a projected value of $2.1Billion in

2012, this represents a 382% increase in assessment value.

0

2,000,000,000

4,000,000,000

Total Assessment

0

5,000,000

10,000,000

15,000,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Municipal Levy

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Comments:

The projected Municipal Tax Levy for 2013 is $11.370 M. This includes $431,077 in revenue resulting from a 4.18% increase in taxes. A 4.18% increase in the Municipal Tax Levy for 2013 would result in a Levy of $11,370,513 including Grants in Lieu. Municipal Tax Rate: The following chart illustrates the changes in the Municipal Tax Rate over the past several years.

Comments:

The Municipal Tax Rate has risen slightly since 2008. This is primarily due to the drop in value of assessment and the downturn of the economy overall. The projected 2013 tax rate includes the impact of a proposed 4.18% increase in the tax levy. If a 4.18% tax levy increase is approved It is likely that the tax rate (compared to 2012) will increase slightly. The tax rate is also affected by down shifts in the market so if a downward market shift occurs, the tax rate will increase to offset the market downturn.

1. This budget currently contains step movements for employees that would be entitled to a merit increase. The estimated costs associated with this are $41,422. There is also a 1.4% Cost of Living Allowance for non-union employees included in this budget at an approximate cost of $47,600.

2. The Water and Wastewater budgets are contributing $380,000 to General Government to offset common costs shared by the utility in this budget. This amount has increased by $20,000 over the 2012 contribution.

3. Waste Management Fees will decrease in 2013 as a result of a change in the waste management contract in 2012. The three rates will see an overall average decrease of 7.39%.

0

0.002

0.004

0.006

0.008

0.01

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Municipal Tax Rate

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4. The Utility Rate Model is used to set rates in this budget resulting in a $5.21 increase in water rates and a $2.72 increase in sewer rates for a net overall increase of $7.93 per month (billing) ($95.16 per year) to all users. The Utilities have contributed $380,000 to common cost recoveries in the general taxation budget.

5. This budget contains Grants for Community Groups in the amount of $539,319. Certain of the contributions are funded from the general tax base and others are funded from the Policing and Public Safety Reserve.

The increased requests funded from the General Tax Base added to this

budget result in a tax increase of .24%.

The 2013 budget currently has a transfer from the Policing and Public

Safety Reserve for the amount of $55,000 to fund Community Groups

requests related to Public Safety.

6. This budget includes an additional amount of $25,852 for FCSS.

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7. There are 7.55 proposed FTE positions for 2013 included in this budget at a combined cost of $511,327, including benefits. The FTE positions are as follows:

Cultural Development Officer

Accounts Supervisor

Legislative Clerk (.5)

Corporate Recording Secretary (.3)

Human Resources Clerk (.5)

Manager of Technology Services (.5)

Peace Officer (.25)

Planning and Development Clerk (.5)

2 Fire fighters (midyear start)

Horticulturist

.5 RCMP Clerk

RCMP Member (.5)

8. This budget draft contains $300,000 to supplement the increase in the RCMP contract that was a result of the last census showing a population of over 15,000. This is the second year of the phased in approach to ease the impact to the tax base.

9. An increase of $114,596 for the Tri-Municipal Leisure Facility has been included in this budget. The increase is to cover the capital and operating request.

10. This budget contains $5,572,910 of transfers to reserves for future capital, and life cycle requirements. $27,000 is for repayment by the golf course for the purchase of golf carts. There is also a repayment to the general purpose reserve for the original purchase of organic carts in the amount of $68,925, representing the final payment. The transfer to reserves includes a $2,701,913 transfer to the General Purpose Reserve that is dependent on land sales.

11. The $208,806 of 2013 Municipal Sustainability Initiative operating dollars will be used to fund several initiatives; Report Web Module, Computer lease, equipment maintenance, supplies and software maintenance and professional fees.

12. The Fortis Franchise Fees are increased by 10% in the 2013 budget, resulting in a projected increase of $670,000 in revenues. The Atco

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Franchise fees are increased by 4%, raising an additional $120,000 in projected revenue. The proposed increase to franchise fees is discussed further in the General Government section of the budget.

13. The 2013 Budget does not include a $100,000 transfer from the Tax Levy Stabilization Reserve. In previous years the Golf Course made a transfer to the Tax Levy Stabilization Reserve which was then brought into revenue in the general tax base the following year. In 2012 the Golf Course has not been able to make this payment for the second year.

Potential Impact of this Budget Draft on the Taxpayer:

Comments:

The tax rate used is theoretical only at this time. The 4.18% increase is calculated as a

percentage increase in the overall 2013 Municipal Tax Levy and represents a $431,077

increase in the 2013 levy compared to the 2012 levy. The final tax rate will be set in the

spring once the final assessment figures and requisitions are established. School and

other taxes are assumed at this time to be the same as the previous year. The overall

increase in the tax bill is therefore projected to be 4.18%.

The chart shown above does not take into account changes in value of property. As

discussed in the past, municipalities determine amounts required from taxation. This

total amount is then divided by total assessment to come up with a tax rate. If municipal

requirements remain the same and total assessment decreases, the municipal tax rate

will have to increase. For example if a Town needs to raise $5,000,000 from taxes and

the assessment values are $25,000,000 then the tax rate will be .2000. If that same

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Town still needs to raise $5,000,000 and assessment values drop to $20,000,000 then

the tax rate will be .2500. If on the other hand that Town needs to raise $5,098,514 and

property values have dropped to $20,000,000 the tax rate will be .2549. What can we

learn from this example? A rate payer’s house may go down in value but if the

municipality needs to raise the same amount of income or more, their taxes will either

stay the same or increase. The determinant of taxes therefore is not the value of their

home but rather the amount of revenue required by the municipality.

Human Resources Plan:

The following chart summarizes the new positions proposed for 2013.

Position 2013 FTE

Office of the Chief Administrative Officer

Cultural Development Officer 1

Corporate Services

Accounts Supervisor 1

Legislative Clerk .5

Corporate Recording Secretary .3

Manager of Technology Services .5

Human Resources Admin Assistant .5

RCMP

RCMP Member .5

Municipal Clerk .5

Fire Services

Fire Fighter 1

Municipal Enforcement

Community Peace Officer .25

Planning and Infrastructure

Planning Clerk .5

Operations

Horticulturalist 1

TOTAL FTE ADDITIONS

7.55

This plan is outlined in detail in the HR Plan as well as the individual department budget documents.

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Utilities Overview:

In 2005 a Water and Wastewater Utilities Rate Review was performed for the Town. The report was presented to Council and accepted as information with the recommendations in the report being referred for review and implementation in the budget process. The 2013 budget moves the Town closer to the full rate model. Currently all commodity costs, cash operating expenses and non-cash costs are being recovered. In 2013, $380,000 in common costs have been recovered from the utility budget and transferred to the general budget in order to reflect the cost of Council, Administration and General Government associated with running the utility. This is an increase of $20,000 over previous years. The 2013 budget contains a return of $300,010 in the Water utility and $397,165 in the Wastewater utility to continue the move toward a full utility method of billing.

The proposed budget results in an overall billing increase of $7.93 (9.99%) in 2013. These increases would be based on usage of 20 cubic meters of water per month. These rate increases are within the 10% allowable by the Energy and Utilities Board (EUB). The proposed budget will enable the Town to move fully to a utility method of billing. The chart illustrates the impact of the rates contained in this budget proposal:

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Waste Management Overview:

The 2013 budget contemplates a decrease in rates for the Waste Management service provided to the residents of Stony Plain. The overall average decrease to all three rates is 7.39%. The decrease to the rates is passed on to the users as a result of the waste management changes that were made in 2012. The 2013 budget currently contains a decrease in rates for the Waste Management service from $22.10 to $20.60. This decrease amounts to $1.50 per unit per month. The apartment and senior’s complex rates will decrease to $12.64 and $8.24 in 2013.

IMPACT OF THIS BUDGET ON THE AVERAGE RATEPAYER:

The property tax, utility and waste management rate increases built into this budget will

have an impact on the taxpayers of the Town of Stony Plain. In analyzing this impact

we have considered property taxes on a $400,000 property and water usage of 20 cubic

meters per month. The following chart shows the annual increases the average

ratepayer in 2013:

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Major Financial Budget Highlights by Function:

The following highlights are intended to provide a Financial Executive Summary of the

budget.

General Government:

Comments:

The following highlights are noted:

o The current draft contains an increase in tax revenue of $431,077 in 2013,. The increase is based on a tax increase of 4.18% in 2013. There is also new tax revenue from growth of $370,000.

o There is a 1.4% Cost of Living Increase included in the budget for 2013, o In 2013, the Franchise revenues increase by $790,000 based on an increase of

10% to the Fortis Franchise Fee rate and 4% to the Atco Franchise Fee rate. o Common cost recoveries from the Utility budget are contained in this budget for

2013 at $380,000. o This budget contains $208,806 of Municipal Sustainability Initiative operating

dollars. o The following transfers to reserves are included in this budget; Legacy Reserve -

$50,000, Town Administration Life Cycle Reserve - $40,000, and the General Government Reserve - $45,000.

o A review of the growth needs of the Town office is included in this budget for the cost of $15,000. A transfer of $15,000 from the Town Office Life Cycle reserve offsets the cost of the review.

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Council:

Comments:

o The amount of $10,000 for potential Capital Region Board costs has been removed from this budget.

o The Training and Development budget has been increased by $5,500. o Daily meeting fees have been increased by $1,800 per Councilor and by $3,500

for the Mayor. o A $1,700 increase has been added for Special Meetings. The Mayor’s expense

line has also been increased by $5,100 due to increased expenses travelling to additional meetings.

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Office of the CAO:

Comments:

o This budget includes a Cultural Development Officer position in 2013. o $3,000,000 is included in this budget as a conservative estimate for the land

sales surrounding 28th St. The amount is proposed to be transferred to the General Purpose Reserve less the amount borrowed from the Legacy Reserve and the expense of the land sales. Future Debenture payments will be made from the General Purpose Reserve.

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Corporate Services:

Comments:


o Financial software is proposed in 2013 for a Reporting Module for the amount of $17,000.

o An Accounting position is proposed to be added in 2013. o The Human Resources Assistant is proposed to increase from .5 to 1FTE in

2013. o The Legislative Clerk is proposed to be increase from .5 to 1FTE in 2013. o A .3 Corporate Recording Secretary is proposed in 2013. o A Manager of Technology Services is proposed for a midyear start in 2013. o A Compensation Review has been included in the 2013 budget for

implementation in 2014. The cost of this item is projected to be $25,000. o $15,750 has been added to financial software maintenance due to an increase in

the contract for the population increase to over 15,000. o $6,000 is included in this budget for air quality assessment testing at Public

Works, this is funded from the Safety Reserve.

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Protective Services:

Comments:

Police:


o RCMP Fine revenues have been lowered by $15,000 to reflect actual levels achieved.

o A transfer of $300,000 from the Policing and Public Safety Reserve has been added to this budget as a phased in approach to offset the increase of cost in the RCMP contract.

o A .5 Municipal clerk position has been added to 2013. o An RCMP member has been added in 2013 with a mid-year start.

Fire Services:


o 2 Firefighter positions are in the 2013 budget with a mid-year start.

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Municipal Enforcement:


o A fourth officer is proposed for late in the 2013 budget, this would have the impact of a .25 FTE.

o The Animal Shelter fees budget is increased by $30,000 in 2013. o Dispatch fees have been added to the 2013 budget for the amount of $22,251.

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Transportation

Comments:


o Continued pay back of the Tax Levy Stabilization reserve for the concrete crushing reclamation project has been included in this budget at a cost of $30,000 in 2013.

o Contract snow hauling has increased by $20,000 o Electricity for Traffic lights has increased by $20,000 o Contribution to the Capital Equipment Reserve increases by $5,000. o The budget for the 28th St debenture is under this budget area, it is proposed to

be paid for by the General Purpose Reserve and the Legacy Reserve until the land is sold.

o A transfer of $30,000 is included in the 2013 budget to fund the cost of an operations review in the Public Works area.

o $37,420 is budgeted for roof anchors; this expense is funded through transfers from reserves.

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Environment Treatment Services:

Comments:

Significant changes in this area of the budget have been discussed in other areas of the

overview.

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Recreation Parks & Facilities:

Comments:


o A Horticulturist position is proposed in the 2013 Budget. o The amount for the seasonal staff has been increased by $20,000 to

accommodate the increased maintenance required with expanding green space. o A new transfer in the amount of $10,000 has been added to this area to build a

life cycle for outdoor recreational facilities. This new reserve will cover facilities such as outdoor rinks, ball diamonds, and playgrounds.

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Planning & Development:

Comments:


o Revenues for building permits have been increased by $53,000 in this budget. o In 2013 a .5 Clerk Position is added. o In 2013 $40,000 is added to complete the MDP o In 2013 $15,000 is budgeted to develop Landscape Standards

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Community Services:

Comments:


o An increase to the Tri Leisure Center contribution in the amount of $114,596 is included in the 2013 budget.

o A new section has been included in this budget to reflect the costs of the Rotary Water Spray Park. Additional costs of $15,000 have been added to the budget to cover utilities and maintenance costs.

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Cultural Services:

Comments:

The following highlights have been noted:

o The Heritage Park costs in the 2013 budget are increased by $42,657 and revenue is increased by $10,000.

o Amounts granted to Yellowhead Regional Library show an increase of $3,758. o The annual grant to the Library has been increased by $15,000. o The annual grant to the Multicultural Centre has increased by $3,417 in the 2013

Budget. o The annual grant to the Pioneer Museum has increased by $6,000 in 2013.

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Golf Course:

Comments:


o The Golf Course has a conservative budget which reflects decreases in revenues that are a closer reflection of actuals. Green Fees are reduced by $76,440, and power cart rentals are reduced by $10,000.

o The repayment to the General Purpose Reserve is in the 2013 budget for $27,000.

o This budget contains funds to make a payment on the maintenance shop debenture.

o The Golf Course Transfer to the Tax Levy Stabilization Reserve for the amount of $100,000 is not included in the 2013 budget.

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Budget Analysis by Object

The following analysis gives another view of the budget by object (Type of Revenue or

Expenditure) instead of function. Object categories are explained below with detailed

analysis and illustrative graphs to follow.

Object Code Explanations:

Categorization Of Revenues:

Taxes: Taxes levied on an annual basis, frontage fees, utility right of ways.

Grants in Lieu of Taxes: Federal and Provincial grants to the Town in lieu of taxes.

Sales of Goods and Services: Sales of planning documents, tax certificates, zoning

compliance certificates, water, sewer and garbage billings, and revenues from the

arena, pool, golf course and community services programs.

Other Revenues Own Source: Penalties on Tax, Water, Sewer and Garbage, License

and Permit fees, Fines, Franchise Agreements, Interest Income and Lease Revenues.

Conditional Grants: Grants from Federal and Provincial governments that are

conditional in nature.

Other Revenues: Transfers and donations.

Categorization of Expenses:

Salaries Wages and Benefits: Full time, over time and seasonal salaries, honorariums,

daily meeting fees and all related benefits.

Contracted and General Services: Travel, Council expenses, Training and

registrations, Postage, Telephone, Garbage Collection Contract, Advertising,

Memberships, Professional Fees, Assessment Fees, Janitorial and Maintenance

contracts, Repairs and Maintenance, Computer and Equipment Leases, Licenses and

Insurance.

Purchases from other governments: Purchase of water from the Capital Region

Parkland Water Services Commission.

Materials, Goods, Supplies and Utilities: Computer and photocopier supplies, safety

supplies, janitorial supplies, uniforms, gas and oil, consumable tools, chemicals and

fertilizer, signage, Christmas decorations, water/sewer, gas, electricity and other utilities.

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Transfers to Other Governments: School requisitions, Meridian Foundation.

Internal Transfers: Transfers to life cycle reserves, grants to Pioneer Museum,

Multicultural Center, Library and Yellowhead Regional Library, Shikaoi Twinning and

FCSS Funding Grant.

Debenture Debt and Service Charges: Debenture principal and interest payments,

Bank Service Charges.

Other Transactions: Contingencies, tax adjustments and uncollectable accounts

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Salaries Wages and

Benefits28%

Contracted and General

Services27%

Purchases from other

governments5%

Materials, Goods,

Supplies, Utilities

10%

Transfers to Other

Governments1%

Internal Transfers

24%

Debenture Debt and Service Charges

4%

Other Transactions

1%

2013 Expenditure by Object

Salaries Wages andBenefits

Contracted and GeneralServices

Purchases from othergovernments

Materials, Goods,Supplies, Utilities

Transfers to OtherGovernments

Internal Transfers

Debenture Debt andService Charges

Other Transactions

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Taxes37%

Grants in Lieu of Taxes

0%

Sales of Goods and Services

41%

Other Revenues -Own Source

10%

Conditional Grants2%

Other Revenues 10%

2013 Revenue by Object

Taxes

Grants in Lieu of Taxes

Sales of Goods and Services

Other Revenues - Own Source

Conditional Grants

Other Revenues

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HUMAN

RESOURCES PLAN

2013

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Overview

During the 2007 budget process a Human Resources Strategy was approved. It is

provided within this document for your information.

The Town of Stony Plain recognizes the ever changing dynamic concerning Human

Resources, specifically concerning compensation, recruitment, and retention throughout

the entire organization. A Human Resource Strategy has been put in place in an effort

to address challenges posed by the changing demographics of the workforce, a

competitive recruiting environment and maintenance of positive, productive

employer/employee relations.

Ensuring quality organizational management is a main priority for the Town of Stony

Plain. Moreover, the positive impacts gained through effective and efficient Human

Resource management will resonate throughout the entire organization, and ultimately

throughout the community.

The three priorities are listed below; along with action strategies and an action plan to

carry out the objectives.

HR Strategy: Priority 1: Compensation Objective

The Town strives to provide fair, reasonable and sustainable compensation to all of its

employees. Appropriate compensation is necessary to allow the Town to Recruit and

retain good employees. Compensation will be based on a regular analysis of the

employment market in this region and in other similar municipalities across the Province.

TOWN OF STONY PLAIN

HUMAN RESOURCES STRATEGY

AND NEW POSITIONS PLAN

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Strategies

1.1 The Town will initiate a review of all compensation at a minimum of every three years or as needed according to market conditions. A review was completed in 2011 and implemented that same year. A review is planned for 2013 for implementation in 2014.

1.2 On an annual basis, the Town will ensure that all positions and position descriptions are reviewed and positions classified appropriately.

1.3 There will be consistency with job qualifications as they relate to remuneration.

1.4 New positions will be classified and placed on the established Salary Grid based on the Town’s Job Evaluation Plan.

Salaries and wages established for each position in the organization will be managed

through the Town’s Salary and Wage Administration Policy.

Priority 2: Recruitment

Objective

The Town will use current, fair and innovative recruitment processes and techniques to

ensure that top quality; qualified employees are hired and retained. The organization will

provide an invigorating working environment that will be attractive to prospective

employees and assist in retaining existing employees.

Strategies

2.1 The Town will offer a positive and safe workplace environment that

is viewed as a progressive, respectable, and enjoyable place to build a career. 2.2 The Town will continually look into new and innovative recruitment

practices such as career fairs, advertising, website features, and other current recruitment practices.

2.3 The Town will provide sufficient training, orientation, and personal safety measures for all positions.

2.4 All Jobs will be posted through the Human Resources Manager to maintain consistency throughout the organization

2.5 The Town will annually review the Organizational Structure and Employee base and develop a three year Human Resources Plan.

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Priority 3: Retention

Objective

The Town will strive to retain good qualified employees. The organization will provide

an invigorating working environment that will be attractive to prospective employees and

assist in retaining existing employees.

Strategies 3.1 Staff will be encouraged to expand their skills and knowledge through

professional development opportunities. 3.1.1 The Town will allow for succession planning through

these training and development goals. 3.2 Staff will be provided with resources, support, and tools to carry out

their roles effectively. 3.3 Review of the Town’s Personnel Policy will generate a flexible,

understanding, and fair atmosphere for all Staff. 3.4 Clarification and effective utilization of roles will increase job

satisfaction and employee morale. 3.5 The Town will support transparency with its employees concerning the

organization, as well as ensure good communication between Senior Administration and Staff.

3.6 The Town will continue to encourage out of office activities such as leisure interests, holiday celebrations, conferences, and other events to increase worker morale.

3.7 The Town fully supports Achievement Recognition among its employees.

3.8 The Town will continue to investigate innovative concepts to retain employees and enhance employee performance.

Fundamentally, the Human Resource Strategy will increase the Town of Stony Plain’s

organizational effectiveness through proper management, compensation, recruitment,

and retention. This Strategy will ensure sustainable growth and progress within the

organization to better carry out the functions of the municipality

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C. Human Resources Strategy Action Plan

COMPENSATION:

Strategy Action Required Expected Time Frame

Department

1.1 The Town will initiate a

review of all

compensation at a

minimum of every three

years or as needed

according to market

conditions.

Compensation Review is completed every three years, with latter 2013 being the next year for a review with implementation in early 2014.

Last

quarter of

2013,

Implement

early 2014

Corporate Services

1.2 On an annual basis, the

Town will ensure that

all positions and

position descriptions

are reviewed and

positions classified

appropriately.

Job descriptions are reviewed annually as part of the Performance Management System process.

Ongoing

Annually

Human Resource

Services Lead

1.3 There will be consistency with job qualifications and compensation as they relate to the requirements of the position

Annual review of Job requirements will determine qualifications required and Compensation consultant will determine the appropriate pay range

Ongoing Compensation

Consultant and

Management Team

1.4 New positions will be

classified and placed on the

established Salary Grid

based on the Town’s Job

Evaluation Plan.

This is an ongoing process established by the Town’s Classification and Salary and Wage Policy.

Ongoing

Town Manager and

Corporate Services

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RECRUITMENT:

Strategy Action Required Expected

Time Frame

Department

2.1 The Town will offer a positive and safe workplace environment that is viewed as a progressive, respectable, and enjoyable place to build a career.

The Town’s Social Committee will sponsor events that will include all town employees

The Town will provide a clothing allowance to employees

Policies, Procedures, and Bylaws protect employees from harassment, violence, or discrimination of any kind

Ongoing

Ongoing

Ongoing

All

2.2 The Town will continually look into new and innovative recruitment practices

A committee will review all alternatives:

Post-Secondary Career Fairs

High School Career Fairs Town Office Open

House/Career Information Different Advertising

Mechanisms Progressive Website

Features Recruitment across

Canada and Internationally

Partnering with Non-Profit organizations to employ individuals from minority groups

Looking to

continue

implementing

HR Anywhere

Competition

Management

in 2013

All

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2.3 The Town will

provide sufficient

training, orientation,

and personal safety

measures for all

positions.

Safety Manuals will be provided to every employee and will be accompanied by a comprehensive safety orientation

Annual Safety Audits will be completed with staff

The Safety Committee will ensure all safety concerns are dealt with

Beginning of

Employment

Fall/Winter

Ongoing

Employment

of the

Occupational

Health &

Safety

Coordinator

has enhanced

training and

orientation for

all staff.

Corporate

Services

Senior

Management

Safety

Committee

Occupational

Health &

Safety

Committee

2.4 All Jobs will be

posted through the

Human Resources

Manager to maintain

consistency

throughout the

organization

The Human Resources Manager will work with the department directors and managers during the recruitment process

Ongoing

Human

Resource

Services

All

2.5 The Town will

annually review the

Organizational

Structure and

Employee base and

develop a three-year

Position Plan.

Organization structure will be reviewed annually.

Three year Positions Plan will be developed annually

Ongoing

Ongoing

All

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RETENTION

Strategy Action Required Expected Time

Frame

Department

3.1 Staff will be encouraged to expand their skills and knowledge through professional development opportunities.

The Town will allow for succession planning through these training and development goals

Employees will be financially supported for courses taken, according to the discretion of the Department Director or Manager and according to Town Policy.

Lunch and Learn sessions will be available for all staff concerning issues going on in the Town

Ongoing

Ongoing

Ongoing as items

of interest arise.

All

3.2 Staff will be provided with resources, support, and tools to carry out their roles effectively.

Directors and Managers will provide necessary resources for employees

Ongoing

All

3.3 Review of the Town’s Personnel Policy will generate a flexible, understanding, and fair atmosphere for all Staff.

This will be reviewed by the HR Manager and the Director of Finance and Administration

Review complete,

new policy April

2008 with minor

revisions in 2012

Corporate

Services

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3.4 Clarification and effective utilization of roles will increase job satisfaction and employee morale.

Review of Job Grid and Salaries

Review was

completed during

compensation

review of 2011 and

will be reviewed in

2013 review as

well.

All

3.5 The Town will support transparency with its employees concerning the organization, as well as ensure good communication between Senior Administration and Staff.

Meetings will be open to all staff members concerned

All employees will have access to email accounts for messages

Announcements will be mailed out with Employee Pay Stubs or through e-mail and postings on Town bulletin boards.

Ongoing

All

3.6 The Town will continue to encourage out of office activities such as leisure interests, holiday celebrations, conferences, and other events to increase worker morale.

The Social Club will organize events for all staff employees

Various committees will organize events

Ongoing

Ongoing

All

3.7 The Town fully supports Achievement Recognition among its employees.

Employees will be recognized for an achievement through inter-office announcements or at Council Meetings, according to the discretion of the Department Director

Ongoing

Recognition of

education pursuits

is now formalized

through the annual

Christmas Party

and emails to all

staff

All

3.8 The Town will continue to investigate innovative

Some potential options may

be as follows:

(A committee will look into

Appropriate items

Implemented

All

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concepts to retain employees and enhance employee performance.

other potential retention

strategies)

10 punch driving range passes

10 pass Tri-Leisure Passes

Wellness Packages Office Ergonomics

information fitness programs first aid training healthy snacking

training financial education savings programs child care options

Research Regarding Staffing Levels

In addition to the Human Resource Strategy, the Corporate Services area did some

research regarding Stony Plain staffing levels in relation to other municipalities

throughout the province. This information was shared with the leadership team and the

decision was made to share this information with Council as well.

The Town of Stony Plain has increased an average of 4.9 equivalents each year over

the last ten years. This growth pattern has been very conservative in comparison with

the balance of municipalities throughout the province. Using the 2010 Municipal Profi le

information from the Municipal Affairs Website, it was determined that Stony Plain has

the lowest number of employees per population of the 23 municipalities researched. In

2010, every employee in our organization potentially served 177 residents (171 in 2012).

Or, put another way, the Town had 5.64 employees for every 1,000 residents. (5.85 in

2012) The average population per employee for the other twenty two municipalities was

122 and the average employees per 1,000 population was 8.83. This shows that the

Town of Stony Plain has been very frugal when adding full time equivalent positions to

the organizational chart. If the Town were to add employees to reach the averages, 35

additional full time equivalents would be added to today’s staffing pool. The following

chart shows the details of this research based on the 2010 Municipal Profiles on the

Alberta Municipal Affairs website:

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It is evident that the growth in human resources at the Town has not been keeping pace

with other municipalities and will likely need to grow at a more rapid rate in subsequent

years.

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Organizational Charts -

2013

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Town Council

Town Manager

Director of Planning & Infrastructure

Director of

Corporate Services

Director of Community Services

Cultural Development Officer

Economic Development Officer

Communications Coordinator

Executive Assistant

RCMP

Constables (14.5)

Office support (6)

Criminal Analyst (.5)

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Manager of Planning

Development Officer

Planning & Development Coordinator

Administrative Assistant

Manager of Engineering

Engineering Technician

Building Inspector

Engineering Services

(Contracted)

Manager of Operations

Operations Supervisor

Operator II (5)

Operator 1 (13)

Util Techs (6)

Auto Mechanic (2)

Recycle Ctr Labor (1.4)

Operations Coordinator


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Director of Corporate Services

Manager of Financial

Services

Accountant

Accounts

Supervisor

Tax Clerk

Utilities Clerk

Accounts Payable Clerk

Customer Service Clerk (2)

Assessment Services (Contracted)

Meter Read Service (Contracted)

Manager of Legislative Services

Legislative Services Coordinator

Legislative Services Clerk

Corporate Recording Secretary (.3)

Manager of Human Resource Services

Safety Coordinator (.7)

Payroll Benefits Clerk (.5)


Manager of Technology Services

Technology Services Coordinator

IT Technician

Peace Officer Supervisor

Community Peace Officers (3)

Municipal Enforcement Clerk

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Fire Chief

Deputy Fire Chiefs (2)

Fire Fighter (2)

Volunteers (40)

Clubhouse Manager

Food Services (Contracted)

Head Professional Golf Course

Superintendant

Assistant Superintendant

Shop Foreman/

Mechanic

Handi Bus Coordinator

Drivers (3)

Community Services

Coordinator


Faciliities Coordinator

Janitorial (Contracted)

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E. New Positions Plan 2013 The following chart summarizes the new positions proposed for 2013. The detailed explanations are found in each department’s section in this report.

Position 2013 FTE



Corporate Services

Accounts Supervisor 1

Legislative Clerk .5



Human Resources Admin Assistant .5

RCMP

RCMP Member .5

Municipal Clerk .5

Fire Services

Fire Fighter 1


Community Peace Officer .25

Planning and Infrastructure

Planning Clerk .5

Operations

Horticulturalist 1

TOTAL FTE ADDITIONS

7.55

Department Staffing Levels (FTE is full time equivalent)

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Position

2012

FTE

2013

FTE

Town Manager 1 1

Communications Coordinator 1 1

Executive Assistant 1 1

Economic Development Officer 1 1


Communications Assistant

TOTAL FTE 4 5

Comments on Staffing Levels: A Cultural Development Officer is in the proposed budget for the year 2013 as per the recommendations of the Cultural Master Plan.

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Corporate Services

Position

2012

FTE

2013

FTE

A. Financial Services

Director of Finance & Administration .25 .25

Manager of Finance 1 1

Accountant 1 1

Tax Roll Clerk 1 1

Utilities Clerk 1 1

Accounts Payable Clerk 1 1

Cashier/Accounts Clerk – Renamed Customer Service Clerk in 2013 1 2

Accounts Supervisor 0 1

B. Legislative Services


Manager of Legislative Services 1 1

Legislative Services Coordinator 1 1

Procurement and Assurance Coordinator

Council Recording Secretary .5

Legislative Clerk 1


Receptionist – Became Customer Service Clerk in 2013 1

C. Human Resources


Manager of Human Resources 1 1

Payroll/Benefits Clerk .50 .50

Health & Safety Coordinator .70 .70

Administrative Assistant .5 1

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D. Technology Services



Information Technology/GIS Coordinator 1 1

IT Technician 1 1

TOTAL FTE 15.2 18

Comments on Staffing Levels: The Financial Services budget adds an Accounts Supervisor in 2013. The position will

help to deal with the growth of the community which translates into increased accounts

as well as providing support to the Manager of Financial Services. The Corporate

Services Business Plan contemplates the possibility of restructuring service at the front

counter and creating two identical positions thereby renaming the Cashier/Accounts

Clerk and replacing the Receptionist/Clerical Assistant. There is no cost implication to

doing this.

The Legislative Services budget restructures the recording process. The organization

requires corporate recording services for all meetings. For this reason a .3 position is

added to the budget to record and transcribe minutes for all meetings of the

organization. The previous Council Recording Secretary (.5) has been renamed

Legislative Clerk and expanded to a full time role. This role still includes the functions of

agenda preparation and meeting follow up but also includes some records management

functionality.

The Human Resource Services budget has one slight adjustment in 2013 and then

looks to remain the same going forward. The Human Resources Clerk role will expand

to full time in order to better support the Manager and the Coordinator in their roles as

well as providing back up coverage for the Payroll Clerk. The Corporate Services

Business Plan also mentions the need to explore whether adequate support of the

payroll budget and audit functions is being provided with the current number of FTEs.

The Technology Services budget involves a promotion of the existing Coordinator to a

Manager role and advancing the existing technician to a Systems Coordinator role. The

Service Technician role would be re-hired to round out the service to three individuals.

This change is contemplated for half way through 2013 so the impact is shouldered

equally by 2013 and 2014.

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PROTECTIVE SERVICES RCMP

Position

2012

FTE

2013

FTE

RCMP

Supervisor / Investigator (Corporal) 1 1

Investigator (Constable) 11 11.5

Investigator – Drug (Constable) 1 1

Community Policing Officer (Constable) 1 1

Support Staff – Municipal Employee 5.5 6

Criminal Analyst .5 .5

Total FTE 20 21

Comments on Staffing Levels: A .5 Clerk position has been added in the 2013 budget. An RCMP member has been added to the 2013 budget with a mid-year start.

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FIRE SERVICES

Position

2012

FTE

2013

FTE

Fire Chief 1 1

Deputy Fire Chief 2 2

Fire Fighters 1

40 Volunteers

Total FTE 3 4

Comments on Staffing Levels: There are some significant changes proposed within the Fire Department operating

structure over the next three years. The plan is to add two fire fighters in mid-2013.

These additional positions will allow the Town to provide full-time daytime response in

addition to increased level of service for inspections/ prevention initiatives.

MUNICIPAL ENFORCEMENT

Position

2012

FTE

2013

FTE

Peace Officer Supervisor

1

1

Peace Officer

2

2.25

Municipal Enforcement Clerk

1

1

Total FTE

4

4.25

Comments on Staff Levels: The Municipal Enforcement Service is transitioning to four officers late in 2013 due to the end of a parental leave in October 2013. The service is then expected to remain at four officers (one supervisory) following the completion of the parental leave.

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Community Services

Position

2012

FTE

2013

FTE

Administration

Director of Community Services 1 1

Manager of Protective Services

Community Services Coordinator 1 1

Facilities Coordinator 1 1

Administrative Assistant 1 1

Handi-Bus

Handi-Bus Coordinator 0.5 .33

Drivers (3 regular, 2 casual) 1.5 1.5

TOTAL FTE 6 5.83

Comments on Staffing Levels:

No changes at this time.

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Planning and Infrastructure - Planning:

Position

2012

FTE

2013

FTE

Planning

Director Planning & Infrastructure 1 1

Manager of Engineering 1 1

Manager of Planning 1 1

Development Officer 1 1

Planning & Development Coordinator 1 1

Administrative Assistant 1 1

Building Inspector Level II 1 1

Sustainability Planner 0 0

Engineering Technician 1 1

Planning Clerk .5

TOTAL FTE 8 8.5

Comments on Staffing Levels: A part time Planning Clerk position is proposed in the 2013 budget. Currently the

Planning department is enjoying the services of a Municipal Planning Intern.

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Comments on Staffing Levels: It is proposed that a horticulturist, Operator II be recruited for 2013. This position will

maintain flower/shrub beds throughout town, construct and maintain outdoor ice and ice

rinks, and assist in snow removal of streets and facilities. The position may also assist

with tree maintenance.

Operations and Utilities

2012

FTE

2013

FTE

Operator 2 5 5

Operator 1 18 13

Utility Tech (Utility Operators renamed in contract) 6

Recycle Centre Operator 1 1

Lead Heavy Duty Mechanic 1 1

Heavy Duty Mechanic (Licensed) 1 1

Administrative Support 1 1

Operations Coordinator 1 1

Operations Project/Technologist

Operations Supervisor 1 1

Operations Manager 1 1

TOTAL FTE 30 31

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Golf Course

Position

2012 FTE

2013 FTE

Administration

Head Golf Pro 1 1

Clubhouse Manager 1 1

Maintenance

Head Superintendent 1 1

Assistant Superintendent 1 1

Golf Course Mechanic 1 1

TOTAL FTE

5

5

Comments on Staffing Levels: No changes to staffing levels anticipated.

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2013

OPERATING

BUDGETS

2013

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GENERAL GOVERNMENT

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Executive Summary Department Overview

The General Government section contains revenues and expenditures relating to

the collection of Property Taxes, General Municipal revenues, General

Administration and the requisitions from the Alberta School Foundation, Separate

School and the Meridian Foundation. This section of the budget does not contain

any staffing costs. The Corporate Services Department is responsible for

monitoring the progress of this budget.

Major Challenges and Budget Highlights – 2013

Taxes Property Taxes are calculated using the assessed value of all property in the

Town of Stony Plain. The Town’s Assessor calculates the assessed values

based on the market value for the property. Property taxes are collected from

residential, commercial, linear and industrial ratepayers. Federal and Provincial

Grants in lieu (taxes paid by way of a grant) are collected from the other orders of

government in each budget year. The 2013 Preliminary Budget reflects the

actual taxes levied in 2012 with the addition of projected growth revenue of

$370,000. The total taxable development permits at September 30 were valued at

$50,452,573 and are projected to reach $52,000,000 by the end of 2012.

The total projected permit value of $52M for 2012 has been estimated based on the experience and the trends in place now. To date the Town has issued over 140 permits with a value in excess of $50 M

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

Total Permit Value

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Total Assessment Value The following chart shows the Town’s total Assessment Values from 2003 to a projected value at year end 2012 for 2013 taxes.

The assessment projection is calculated by projecting the permits at a construction value of $52 Million. A reasonable estimate of actual assessment values is approximately 1.5 times the construction permit values. For this reason, an estimate of $78 M has been used as the potential increase in assessment values for 2013. This could potentially result in approximately $370,000 in new income from growth. Other An increase in franchise fees is proposed in this budget as well. The Fortis Electrical Franchise fee is currently set at 10%. The Cap on this fee is 20% as per the Agreement with Fortis signed by the Town. An amendment to the agreement would have to be arranged in order to modify this percentage. Without a modification there is still 10% room which could be accessed by the town. There are currently 138 municipalities participating in the Electrical Franchise Fee in Alberta. Their fees range from 0% - 20%. The average fee being charged is 6.28%. Twenty four communities have a rate greater than 10%. (Nine of them are at 20%) The city of Spruce Grove currently has a rate of 14.25%. In light of recent large projects in the community and the need for additional revenues, the Town is pursuing an increase to the franchise fee from 10% to 20% in 2013. Using calculator spreadsheet provided by Fortis, the indication is that the impact on the ratepayers would be an increase of $4.81 per billing or $57.72 per year. This would generate an additional $670,000 in revenue. To achieve that amount of revenue from the property tax base would result in a tax increase of 6.49% and would impact the taxpayer by approximately $125 for the year so the franchise fee increase impacts the ratepayer to a lesser extent than a tax increase to achieve the same level of revenue.

0

500,000,000

1,000,000,000

1,500,000,000

2,000,000,000

2,500,000,000

Total Assessment

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This is true because the Franchise Fee is charged to a broader band of users than the property tax. The Atco Gas franchise fee for the Town of Stony Plain is currently set at 17%. The cap on this fee is 35% so there is 18% room for movement in this rate. Moving this rate 1% currently yields $30,315. A move of 4% would therefore yield $120,000 to the tax base. This increase has been added to the proposed budget in 2013. The annual impact to the rate payer of this increase is $17.88. The increase is the equivalent of a 1.26% tax increase. If the same amount of revenue was collected through the tax base, the annual impact to the ratepayer would be $24.27. The interest generated on the legacy reserve will be brought into operating for the support of community groups as per policy. The interest at this time is estimated at $5,629.00. A contingency of $47,600 has been included in the budget to acknowledge a 1.4% COLA (September 2011 – 2012 Provincial increase). Financial Summary:

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COUNCIL

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Executive Summary

This budget represents all of the costs related to Council Operations. The honorariums and expenses of individual Councillors are included as well as the cost of memberships, promotions, etc. for all of Council.

Major Challenges and Budget Highlights – 2013 Estimated costs for the Capital Region Board in the amount of $10,000 have been removed for 2013 and beyond. This amount has been a part of the budget in the past and has not been spent. Originally this was included to fund any specific amounts required for CRB related work, since this has not occurred in the past 4 years it was removed. The Training & Development budget estimates have been increased $5,500 to $17,500 to reflect the amount required in the Honourariums, Allowances and Expenses for Mayor and Councillors Policy. This indicates that $2,500 per year be available to Mayor and Council to attend training, workshops, seminars and other educational and professional development classes. The addition of Stony Plain to the mid-size city group will require further travel expenditures within the mayor’s position accounts. This is reflected in increases in the Special Meetings account and the specific expense account. The daily meeting fee budgets have been increased by $1,800 to $5,000 per Council member. Expense budget estimates remain unchanged for Councillors. The Promotion and Development budget estimate has been further delineated to provide further clarity with a Facility Waiver account being added and budgeted for. The combined amount remains the same as previous budgets.

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Financial Summary:

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OFFICE OF THE CAO

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Executive Summary

Department Overview

The Office of the Chief Administrative Officer is the Town Manager’s budget area. The Town Manager has the following direct reports:

Director of Finance & Administration



Economic Development Coordinator

Communications Coordinator

Executive Assistant

The Town Management area performs the following major functions:

Overall administration of the Town organization

CAO has statutory responsibility for advising and informing Town Council on the operations of the municipality

Responsible to ensure policies and programs for the municipality are implemented

Responsible for sustaining the Town’s strategic plan

Responsible for the provision of advice, information and recommendations of Council

Responsible for providing advice, direction and coordination of the Town’s organizational resources

Interacts directly with the Management Group to coordinate major policy decisions and initiatives, agendas and the annual operating and capital budget.

Interacts with the Mayor and Council on a regular basis and provides them with advice, recommendations, and assists them in coordinating their activities.

Interacts with local/provincial government representatives to ensure that the Town is kept abreast of what is taking place in the local and provincial environment that may impact the Town of Stony Plain.

1.1 Major Challenges and Budget Highlights – 2013

The budget area for the Town Manager and Executive Assistant is largely unchanged from the 2012 Budget. This budget area does include the increase in salary costs to reflect the creation of the full-time Cultural Development Officer position.

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This budget year includes an amount for professional services that allows the Town Manager some flexibility to engage consulting services on a case by case basis for items that may not be directly related to specific ongoing projects. This budget area contains an amount of $10,000 for any further Council retreat and/or Strategic Planning that will be required

2. Corporate Communications

2.1 Service Description

The purpose of the Town’s Corporate Communications function is ensure

that communications across the Municipality is well-coordinated, effectively

managed and responsive to the diverse information needs of the Town’s

key audiences. Corporate Communications is a senior leadership function

that is central to the work of government.

The Town of Stony Plain has a legal responsibility to communicate with its residents, since it makes decisions for, and acts on behalf of, the public. The Town relies on quality internal and external communications to function effectively and maintain residents’ support. Honest, coherent and well-structured communications facilitate residents’ confidence in their local government and community support of government decisions.

Simply put, the mandate is to enhance and maintain the Town’s positive image by facilitating information exchange in a timely, accurate and complete manner, in order to help internal and external clients understand what their local government is doing and why; to nurture two-way dialogue between the Town and its multiple stakeholders – within, and outside of, the organization; and to encourage them to become engaged in municipal matters. As a high-level strategic function that motivates, persuades and informs, Corporate Communications helps the Town meet its corporate objectives, ensuring all communications initiatives align with the organization’s mission, vision and core values. This is accomplished by determining dynamic strategies, identifying issues requiring communications support and working closely with the Town Manager, the senior leadership team, Council and other departments/staff as needed to create unified, centralized communications that highlight and promote Town services, programs and initiatives.

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The core components of the function are:

Corporate Communications: responsible for the development and execution of effective communication processes, advising the Town Manager, senior leadership team and Town Council with communications and issues management strategies and managing all aspects of the Town’s internal and external corporate communications initiatives; and

Strategic Services: responsible for the development of planning direction and processes for significant corporate initiatives.

Reporting to the Chief Administrative Officer, the Corporate Communications Office provides a broad spectrum of services to all departments of the Town.

Areas of Service Delivery

providing communications counsel to Council / senior administration; establishing / administering communications policies and procedures; strategic planning; developing / implementing communications policies and procedures; developing key messaging communications campaigns corporate identity, branding and reputation management; external communications and public relations; issues management and crises communications; internal communications; change communications; online communications (website; Social Media; etc.); citizen consultation and engagement; media relations; advertising and marketing; design and production of corporate publications; preparing executive reports, presentations, speeches and

correspondence; Mayor/Council communiqués; stakeholder and governmental relations; creative services (video, audio, photography, graphic design); research and development; promotions, event-planning and community relations; Town signage (directional, facility, messaging) strategy development,

implementation, messaging and design; and public information and communications services during Regional

Emergency Operations Centre activations.

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2.2 Major Budget Highlights for 2013

The budget area reflective of Corporate Communications is largely unchanged from the 2012 Budget. Three new proposed initiatives with budget implications are noted below:

Strategic Planning: Citizen Consultation and Public Engagement

Strategy

It is proposed that $15,000 be allotted for professional fees to develop a

formal Citizen Consultation and Public Engagement Strategy in 2013.

Included in this amount is an implementation phase for the first year.

Working closely with the senior leadership team and other departments,

Corporate Communications will complete a review of best practices in

community engagement and public notification practices. A policy defining

key principles and protocols for community engagement, as well as

enhanced methods for public notification, will be prepared and brought to

Council for review.

Creative Services

Funding for outsourcing some creative services is included in this year’s

budget ($20,000). Multimedia will be incorporated into the Town’s online

communications (website, Social Media and e-newsletter) to expand and

enhance the Town’s external communications efforts. The cost covers

videography (including digital display in Town Office), photography,

multimedia and graphic design services.

Mobile App

Included in this year’s proposed communications budget is $3,000 for the

cost of an annual subscription to YouTown – an affordable mobile app

designed specifically for local governments. This user-friendly, web-based

program is substantially less than developing a custom-made app from

scratch. There is no need to build our own expensive application.

YouTown provides the platform, the Town provides the data -- and the

community reaps the benefits. Residents can download the app for free.

2.4 Core Strategies and Strategic Action Items

The strategic action item of the Town’s Community Sustainability Plan

(CSP) that directly involves the Corporate Communications function is:

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Core Strategy – Social Equity: To develop and maintain a community focused on creatively meeting the needs of residents through the promotion of equality, wellbeing, safety, citizen participation and involvement.

Strategic Action Items – Social Equity

1.8 Create a corporate communications strategy to promote municipal initiatives, services and programs.

Core Strategy – Cultural Vitality:

To preserve our culture and heritage while strengthening our sense of connectedness by fostering community support, hospitality and harmony. Strategic Action Items – Cultural Vitality 3.6 Review the need for a community information and volunteer centre

3.7 Establish plan to promote community health and wellness Core Strategy – Environmental Responsibility

To protect our natural resources and promote responsible consumption patterns that encourages living within our ecological limits.

Strategic Action Items – Environmental Responsibility 4.2 Create communications campaign to promote environmental

initiatives as per the Environmental Stewardship Strategy 4.3 Devise communication tools to facilitate the exchange of key

messages associated with environmental initiatives

3. Economic Development Department Overview:

In 2012, Community Sustainability was re-allocated to the Planning and Infrastructure

Department. Sustainable Development was renamed Economic Development, and the

current staff position retitled to Economic Development Officer.

Millier Dickinson Blais was retained in 2011 to provide a clear picture of the Town’s

current economic environment, identify opportunities and challenges and build an action

plan to achieve further economic growth in a progressive sustainable manner. The

Economic Development Strategy and Action Plan was adopted by Council in March,

2012. The plan includes six recommended actions:

1. Business Engagement Program

2. Improve investment readiness

3. Marketing Strategies

4. Downtown Improvement

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5. Enhance Regional Partnerships

6. Building on Cultural Assets

In May of 2012, Council adopted the Cultural Master Plan, which creates a definitive

vision for the Town with regard to cultural planning and development. The Cultural

Master Plan recommends the creation of a Cultural Development Officer position and

requires a budgetary allocation in order to continue 2012 initial objectives and begin the

second phase of implementation in 2013. The Cultural Master Plan provides a cohesive

ten year vision for culture in Stony Plain and will allow for further streamlining of the

Economic Development Department.

As there is functional overlap with Communications, Cultural Development, Community

Services and Planning & Infrastructure, Economic Development must work closely, and

collaborate well, with these departments. Through this collaboration, goals for

downtown revitalization through the Main Street Streetscape Plan, licensing and

development statistics, the creation of new initiatives, strengthening of community

through events, publication of new marketing tools to attract new business, residents

and tourists to the Town of Stony Plain, and the objectives of the Economic

Development Strategy and Action Plan can be effectively implemented.

3.1 MAJOR CHALLENGES AND BUDGET HIGHLIGHTS:

Improving Stony Plain’s investment readiness is a priority for 2013. The Economic

Development Strategy and Action Plan is a framework document intended to

formulate direction to further the Town’s economic growth in a progressive and

sustainable manner. Specific objectives will be undertaken in 2013 through the six

recommended actions:

1. Business Engagement Program:

Improve relationships and communications in order to understand local

business’s needs and concern.

Facilitation of the Commerce and Wealth Task Force that will serve as a

resource in the business community. It will provide advice on how the

Town further develop economic development initiatives through the

Economic Development Strategy and Action Plan.

Continue to strengthen the relationship between town officials and the

local business community by continuing to create a supportive and

nurturing environment.

Support and promote local business networking events, marketing and

training events.

Partner with business and associations to promote sustainable business

development.

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Investigate a format for an Economic Development Summit.

Continue the Business Recognition program.

Continue to strengthen the Town’s partnership with the Stony Plain and

District Chamber of Commerce, including attendance at meetings and

events.

Participation in the Tri-Municipal Trade Show.

Host the annual Realtors’ Reception and assist with the Developer’s

Reception.

2. Improving Investment Readiness:

Business sector analysis to strategically market Stony Plain to targeted

business sectors.

Complete the comprehensive review of current land inventory and

anticipated demand.

Identify the best candidate sites for servicing including potential

partnerships with neighboring municipalities.

Streamline regulation information and procedures for new business

(licensing, statistical information, assessment).

Create and maintain accurate community data and make available through

on-line sources.

3. Generate awareness of Stony Plain as a destination for residents, tourism and

business:

Continue to develop key marketing materials that create awareness of

Stony Plain and assist with business attraction (includes social media and

e-newsletter).

Marketing plan development for Heritage Pavilion as a destination for

regional conferences, meetings and trade shows.

4. Downtown Revitalization:

Main Street Streetscape Plan – work with the Planning and Infrastructure

Department to progress the redevelopment designated for implementation

in 2013.

Retail Gap Analysis – identify potential candidates for business attraction

and potential expansion of existing businesses.

Support the development of downtown Stony Plain as a destination.

5. Enhancing regional partnerships:

Identify new areas for collaboration and understanding of local skills base.

Support the development of regional marketing and tourism opportunities.

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6. Build on Cultural Assets:

Through the development of a Cultural Development Department, liaise to

determine opportunities to integrate culture into existing systems and

strategies.

The Economic Development Department will assist in the development of the Municipal

Development Plan.

Major Functions:

Economic Development:

The Town endeavors to promote economic security and equity through the efficient and

innovative use of resources that considers the needs of current and future generations.

Aspirations are to retain and build the small town, family friendly atmosphere of Stony

Plain while building a strong, unique identity for the town that recognizes and celebrates

its quality characteristics. This will translate into generating awareness of Stony Plain as

a destination for residents, tourists and businesses – support and promote local

business events, marketing and training.

The department takes a lead role in the attraction and retention of business and will

work toward developing a strong tourism industry in Stony Plain. The Economic

Development Department assists with the planning and revitalization of the Historic

Downtown Core.

Core Strategies and Strategic Action Items:

Develop strategies and implement activities to support the growth of businesses

Responds to internal and external inquiries for information on business start-ups,

business retention, land, relocation, site selection and statistics

Develop and present promotional and statistical information on the Town of Stony

Plain

Assist in the retention of existing business

Support the growth of the light industrial sector by identifying potential

commercial and industrial opportunities

Promote a sustainable community and economic base through marketing, public

relations, promotions and special projects initiatives

Development of effective marketing tools that will support and promote business

development and tourism

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Develop and foster key business relationships with federal, provincial and

municipal government representatives

Participate in regional economic development and tourism strategies

Provide assistance to investment delegations, site selectors and those exploring

investment opportunities in Stony Plain

Investigate future Affordable Housing initiatives

CULTURAL DEVELOPMENT

EXECUTIVE SUMMARY:

Department Overview:

Culture is widely understood as essential to the Town of Stony Plain’s identity and

quality of place. It is one of the key components of a healthy and sustainable

community. Cultural planning was first highlighted as a priority in the 2007 Community

Sustainability Plan. It was determined that the development of a Cultural Master Plan

would be an important step in establishing a clear vision to identify municipal and

community priorities for strengthening the arts, culture and heritage sector and

prospects for economic growth.

The Cultural Master Plan was adopted by Town Council in June, 2012. It is a 10 year

framework document that establishes realistic goals and recommendations based on

extensive community feedback and engagement. It has established strategic

recommendations that will assist the Town of Stony Plain in diversifying its cultural

assets and define a clear role in Economic Development initiatives. Stony Plain has the

opportunity to become a leader among Albertan municipalities through advancing an

integrated approach to cultural development. The Town also has the potential to

become one of the top cultural tourism destinations in the province.

There is a close link in the Town of Stony Plain between cultural planning and its role in

economic development and tourism. The vision for a Cultural Development Department

will be forward thinking in its model, as it will not only be program and service delivery

based, but take a facilitative and collaborative role in the community to work with many

existing organizations and businesses.

MAJOR CHALLENGES AND BUDGET HIGHLIGHTS:

1. Integrate culture into town planning and decision-making:

Through the Interdepartmental Staff Team and the Senior Leadership Team,

determine ways to integrate culture into town planning and decision-making. This

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can include the creation of a municipal cultural policy statement, providing advice

on the effective use of cultural resources to achieve town-wide cultural and

strategic objectives and supporting the integration of cultural visioning by all town

departments.

Determine how cultural resources contribute to addressing Town plans and

priorities, discuss how local planning decisions impact cultural resources and

establish how those resources enhance quality of place, form and function of the

built environment and the public realm.

2. Formation of the Cultural Roundtable:

Work with the Cultural Roundtable to establish the roles indicated in the Terms of

Reference. The Roundtable will provide consultation on the planning of the

following events identified in the Cultural Master Plan. Cultural Development will

then ensure the facilitation of:

Annual Cultural Summit – March, 2013

Initial research into development of a Mayors Award for Culture

Issue Based Cultural Leadership Community Forums

Establishing a Stony Plain Cultural Network which includes Peer to Peer Learning

Groups & Information Sessions

Creative Minds Event

Creation of the Annual Cultural Report Card – presented at the Cultural Summit

Youth engagement

3. Coordinated Cultural Marketing Initiative:

Further the branding initiative begun in 2012.

Develop a comprehensive marketing strategy. This will include:

o Street banner –Year 2 allocation using new branding

o Design of a dedicated website

o Newsletter, print, social media and brochure design

o Collaboration with organizations to create another shared publication for

citizens and tourists.

o Design and implementation of a community driven calendar of events

4. Establish a Regional Cultural Managers Network:

An invitation will be extended to area municipalities to attend an initial networking

meeting hosted by Stony Plain.

5. Cultural Mapping Development:

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Initial research will be conducted into examining the leading practices used in

Canadian municipalities to identify an ongoing cultural mapping system best

suited to the needs of Stony Plain

Initial development of a comprehensive artist database.

6. Comprehensive inventory of cultural spaces and facilities

Identification of indoor and outdoor spaces that could be used for art and cultural

expression.

Create an accessible inventory of cultural spaces in order to raise awareness of

potential spaces that may not be known to cultural groups

7. Provide spaces for artists and creative enterprises in the Historic Downtown Core.

Inventory potential spaces in downtown and begin to establishment partnerships

between local artists and business.

8. Profile local success stories:

This will include partnering with the Multicultural Heritage Centre with their local

storytelling program.

Individual artists, creative cultural businesses, supporters of arts initiatives,

service groups and many others can be profiled through social media, the local

newspaper and other creative methods of information sharing. This will create

overall awareness and assist in the development of the Mayors Award for Culture

as the community recognizes the many individuals who reside in the community.

9. Develop a Festivals Strategy:

Pursue grant support through the Festivals and Events Tourism Growth Program

in order to complete a full review of community festivals

10. Develop an integrated Public Art Policy and Program

Examine leading practices in public art policies in Canada

Develop a public art policy and mural art commission policy with support from the

Cultural Roundtable.

11. Mural Art Collection Strategic Vision and Development:

With the assistance of the Mural Art Committee of the Cultural Roundtable,

determine a strategic vision for the Mural Art Collection, potential sponsorship

opportunities and promotion to residents and tourists for the spring/summer of

2013.

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12. Development of Cultural Tourism:

Cultural Tourism is an essential component that will elevate the Town of Stony

Plain to a leading destination in Alberta. Continuing investigations into how to

access the Asia Pacific market and accessing the local tourism market will be a

focus in 2013. There are many opportunities through the development of culture

to position the Town of Stony Plain as a leading cultural destination in Alberta.

Strategies to become more aggressive in its marketing efforts to visitors and

tourists will be developed.

Major Functions:

Cultural Development is responsible for developing strategies that would achieve a

number of objectives such as cultural enrichment, ensuring the development of

innovative cultural experiences, audience building, arts and heritage education,

accessible opportunities for citizen participation in the arts and planning for new cultural

investment. This will develop a thriving artistic community that attracts new residents

and businesses and ultimately reaches Stony Plain’s full potential for attracting cultural

visitors. This will be achieved by working collaboratively and creatively with a wide

variety of community partners and businesses.

Core Strategies and Strategic Action Items:

Implement the objectives developed through the Cultural Master Plan and ensure

the document resonates with the broadest community interests.

Work with the Cultural Roundtable to effectively mobilize stakeholders, develop

strong community partnerships and ensure the many roles of the group are

achieved.

Collaborate with, and support, Town of Stony Plain community organizations in

their endeavors through the Cultural Roundtable.

Liaise with all town departments to ensure effective integration through the

Interdepartmental Staff Team.

Organize the resources, knowledge and experience of the community to build

cultural vitality and achieve town-wide cultural and strategic objectives.

Market the Town of Stony Plain’s cultural opportunities to residents, businesses

and visitors.

Engage in research and planning regarding cultural development and planning.

Support and research grant funding for local cultural organizations and new

initiatives.

Foster regional partnerships and liaise with all levels of government for the

benefit of the cultural sector.

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Heighten awareness of the cultural sector and advocate the importance of culture

within the Town, regionally, provincially and federally.

Provide advice and support to individuals and organizations engaged in cultural

development.

Support the development and delivery of community programs, projects, events

and festivals.

Develop municipal policies and plans related to public art collections and overall

cultural development. (examples include: grants policy, public art policy, civic

collections management policy, mural commissioning, tourism, and cultural

heritage)

Develop actions and strategies that will ensure positive economic impact.

Assist with information exchange between cultural organizations.

Create mechanisms to support ongoing collaboration between the Town and its

important cultural, business and community partners.

Determine actions to grow the range of creative cultural industries and

occupations.

Serves as an initial point of contact for inquiries related to culture and heritage in

Stony Plain.

Address and fill gaps in cultural programming and assist groups in audience

development.

Ensure cultural preservation and sustainability.

Strategic planning and management of the Town’s Mural Art Program.

Development of policies and procedures for public art collection.

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Financial Summary:

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CORPORATE SERVICES

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Executive Summary

Department Overview

The department currently has five functional areas:

Finance

Administration

Human Resources

Information Technology/Geographical Information Services


The existing name of the department (Finance & Administration) does not reflect the full nature of the services provided by the team. Over the last decade, the department has evolved to include other services. In 2002, our department contained nine full time equivalents as follows:

Director of Finance & Administration

Manager of Finance

Tax/Systems Clerk

Utilities/GL Clerk

Accounts Receivable/Payroll Clerk

Accounts Payable Clerk


Receptionist/Cashier

Bylaw Officer The naming of the department was appropriate for the functions being undertaken at the time. This is no longer true. The Town Manager’s area of the organization had been named Corporate Services a number of years ago. In most municipalities, this nomenclature is reserved for departments providing services to the rest of the organization and often contains finance, legal, human resources, information technology etc. With the Town Manager’s approval, this document will therefore give official notice of a name change for the Finance & Administration department and the Town Manager’s department. Going forward, the Finance & Administration department will become the Corporate Services department and the Town Manager’s department will be referred to as the office of the Chief Administrative Officer. The Administration function within the Finance & Administration department will now be known as Legislative Services which more closely reflects the work that is performed by that group.

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The functional areas within the department will now be known as:

Financial Services

Legislative Services

Human Resource Services

Technology Services

Municipal Enforcement Services Over the last number of years, the department has been exploring ways to involve all members in the annual budget process. This enabled staff to have input, but also to be able to perceive some of the challenges of making the dollars stretch to cover all of the needs in the organization. In the past, we held a half day session with the entire department to brainstorm what should be included in the budget. This year the process also involved establishing a mission statement and business plan for Corporate Services. Prior to business planning meetings with each functional area, a questionnaire was distributed for anonymous input into the process. Combining the information from the questionnaires and the business planning meetings, the management team of the department formulated a business plan for 2013 – 2015. This business plan has been shared with the department and with the Town Manager and is the guiding document for the preparation of the department budget. The department mission statement for Corporate Services has been determined to be as follows:

Corporate Services exists to provide excellence in internal and

external customer service through the delivery of:

accurate, timely, confidential, information;

responsible data and records management;

reliable, innovative technology; and

continuous client education and support.

All service is delivered with a focus on best practises, legislative

compliance, integrity and financial responsibility. Excellent

service is made possible by development of each individual in the

department through strong team relationships and future

capacity building.

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From this mission statement, three solid objectives can be determined which will guide the work of the department:

Sound Management Excellence in Customer Service Strong People Development

The following functional budget discussions will include tables highlighting the strategies of each functional area in fulfilling the three objectives. As in the past, budget information concerning the Municipal Enforcement function can be found in the Protective Services section of the budget document.

1. Major Challenges and Budget Highlights

Key challenges for the department continue to center around growth of the community and the resulting need for professional advancement of the corporate organization in response to that growth. Moves toward enterprise wide thinking and longer term planning result in needed changes in service for the department. It is important to have adequate time for:

researching best practices and solutions keeping up with changes in legislation to ensure corporate compliance cross training and capacity building within staff embracing new systems already in place and using them to full capacity system maintenance checking work performed to ensure accuracy and integrity reviewing current systems and processes for possible improvement etc.

As a department, it is understood that the organization depends on Corporate Services for these things and therefore it is incumbent upon us to make changes to facilitate this work. Staff expressed concerns during the business planning process that adequate time to be performing some of these important functions is rarely available. In order to be able to handle current growth as well as unforeseen circumstances, there needs to be some elasticity of capacity within the department. Any past elasticity of capacity has been absorbed by daily workload. Budget changes within this three year cycle will therefore revolve around:

Ensuring adequate human resources are in place to fulfill the department’s mission and therefore support the Town’s strategic plans

Moving the Town toward enterprise wide processes for procurement and technology decisions

Reviewing processes and systems in place within the department and the organization to ensure best practices and efficiencies are captured.

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Improving internal and external customer service

A. Major Functions: 1. Financial Services

1.1 Service description

The Financial Services function provides the corporate financial services for the Town of Stony Plain including the Stony Plain Golf Course. Daily activities such as processing of utility, tax and accounts receivable billings, payment of accounts payable invoices, banking, recording of transactions and preparation of business papers are performed by these staff members. Long-term activities such as capital and operating budgets, financial reporting, financial planning, maintenance of the tangible capital asset data and cash flow management are also provided by this function. Compliance with other levels of government regarding grant reporting is the responsibility of the Financial Services area. The work of this group is governed by the Public Sector Accounting Board through the Canadian Institute of Chartered Accountants and is subject to annual audit. The department objectives for the Financial Services area are outlined as follows:

Objective Strategies Sound Financial Management

Good Policy

Good Planning

Business Planning

Budgeting

Long Term Capital Planning

Good Asset Management

Cash & Investment Management

Tangible Capital Asset Management

Daily Process Management

Responsible Data Management

Reliable Reporting

Quarterly reporting to Council

Award winning Annual Report

Award winning Budget Report

Adequate Resourcing

Human Resources

Tools

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As the town has grown, the total customer accounts have grown as well. The Financial Services team is very affected by growth and economic conditions. The following tables outline the change in utility and property tax account volumes over the last few years and using established growth patterns present a projection of possible future account numbers: Utility Accounts

2006 2012 2015 (Projected)

2017 (Projected)

2022 (Projected)

Number of Utility Accounts

3,833

5,163

5,486

5,934

7,220

Tax Parcels

2005 2012 2015 (Projected)

2017 (Projected)

2022 (Projected)

Number of Property Tax Parcels

5,119

7,506

7,698

8,326

10,130

The change between 2005/06 and 2012 has been an increase of 35% in utility accounts and 47% in property tax parcels. The staffing component for these two tasks has not changed during that time period. Increases in accounts also affect the number of phone calls and counter traffic for bill paying and inquiries to this functional area. In 2011, a decision was made to move forward with monthly utility billing vs. bi-monthly billing. This has doubled the frequency of counter traffic and bill payments. The change benefitted the customer base with the opportunity for better cash flow and consistency of billing however the change impacted employee work loads and contributes to

Excellence in Customer Service

Client education Client support Timely response Use of Technology to enhance the customer experience

Strong People Development

Respect for the Individual Strong Team Relationships Capacity Building Opportunities Succession Planning Growth in Personal Leadership

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the need for additional human resources. As shown in the above charts, utility accounts and property tax parcels are projected to continue increasing in the next ten year window. This functional group will be the first to say they no longer experience a lull in workload at any time of the year. The disadvantage of this reality is that there is no longer a time period when clerks are able to catch up on workload or do quality assurance checking of past work. When crisis comes, there is no elasticity in the function group workload to take up the increase in demand. This functional area is beginning to express concern about missing things or making costly errors. This impacts their ability to have excellence in customer service and to produce accurate, timely records. All of this has the potential to compromise the trust that residents place in our financial systems. As a result Financial Services is proposing the addition of an accounting staff member in 2013 to accommodate growth and maintain customer service levels. Consideration of existing staff potential and workloads will determine the level of placement of this individual in the organizational chart. The maximum cost of the proposed position will be $57,000 including $14,000 in benefits. This position will provide assistance to the utility, taxation and cash areas primarily. This position will also help to preserve data integrity and to ensure that the standard of customer service is maintained. In 2013, a reporting module for the Bellamy Financial Software suite is also proposed in the amount of $17,000. The reporting module will provide additional opportunities to develop better reporting from the financial system.


The strategic action items directly involving the Financial Services function for the years 2013 – 2015 are under the Economic Viability Strategy as follows: Core Strategy – Economic Viability: To promote economic security and equity through the efficient and innovative use of resources that considers the needs of current and future generations. Strategic Action Items that Finance will be involved in for this Core Strategy: 2.2 Maintain and enhance a 10 year capital plan to address facility, physical infrastructure and trail system requirements. 2.3 Maintain and enhance a financial management plan that identifies and accommodates present and future operational resources. 2.4 Ensure the appropriate policies and practices are in place for effective management of financial operations.

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2.6 Continue to actively pursue government and alternative funding sources.

1.5 Current Levels of Service Provided by this Function

Description of Services Provided

Level of Service

Cashier

Daily cash management and provision of back up to

Reception desk as required.

Process an average of 100 to

150 cash receipts daily.

Provide additional coverage for

reception which handles

approximately 100 phone calls

per day. Assist walk in

customers.

Accounts Receivable

Maintain and manage the accounts receivable function

including collections.

Approximately 1,450 invoices

are generated annually and

approximately 850 business

licenses are invoiced each year.

Business License

Maintain and provide the Business License directory There are approximately 807

businesses in the Business

License directory. The directory

is maintained through Bellamy

which updates the web page on

an ongoing basis.

Accounts Payable

Maintain and manage the accounts payable function.

Prepare and submit quarterly GST submissions.

Approximately 3,600 cheques

are processed annually for the

Town and the Golf Course.

Insurance Assist with the process of

claims and contact with

insurance company.

Utilities

Manage and maintain the water, sewer and waste Six billings are done annually.

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management utility program service Approximately 25,473 invoices

were mailed in 2011.

Utility installations (Families moving in & out) and

producing final billings.

Approximately 369 meter

installations and 335 move outs

in 2011.

Meter installation arrangements 369 meters were installed in

2011.

Collection of utilities A collection process follows

every billing

(12 times per year). The initial

set of collection letters number

on average 565. Average hand

delivered shut off tags – 160.

At shut off stage there are

usually about 15 customers on

the list.

Utilities monthly payment plan There are currently 703

customers administered on the

monthly payment plan. A

16.97% increase over last year.

Taxes

Maintain Tax and Assessment Roll There were approximately 779

land title changes done in 2011

and 57 roll numbers added to

the assessment role in 2011,

bringing the total number of

parcels to 7,457.

Tax Notices There were 7,787 tax notices

sent in 2011 and 54

supplementary tax notices sent

at the end of 2011.

Administer Tax Recovery Process There were 29 properties

involved in various stages of the

tax recovery process in 2011.

Tax Searches and Tax Certificates There were 745 tax searches

performed and 548 tax

certificates issued in 2011.

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Assessment Review Board Process Two assessment appeals were

received and handled by the

assessor resulting in no

Assessment Review Board

hearings.

Tax Monthly Payment Plan There are currently 2,045

customers on the monthly

payment plan, a 4.6% increase

over 2010.

General Ledger

Financial accounting for each function area Approximately 20 functional

areas

Financial Reporting Monthly statement to Council Annual statements to Municipal Affairs Continuous reporting to Directors and Managers Statistical Information Return Financial Information Return and other legislatively required reporting An Annual Trend Report is completed with budget. Annual Financial Report is prepared for submission to the Government Finance Officers Association for review and possible award.

Management of the Debenture Register New debentures filed with

name, bylaw number, date, etc.

and deletion of matured

debentures in register.

Management of the Tangible Capital Assets register Maintain information on the

Town’s tangible capital assets.

Management of Investments There are approximately 25

investments to make annually.

These include deposits and

reserves.

Corporate Financial Banking and Contracts Town has 27 corporate charge

cards and maintains and

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reconciles six bank accounts.

Audited Financial Statements An interim audit is performed in

November with final audit in

March and completion and

presentation to Council in April.

Budget Preparation and compiling of a

three year operating budget and

annual capital budget are

carried out during the year.

Preparation of a 10 year capital

plan is also undertaken and

maintained.

Grants Grant applications and

statements of funding and

expenditures. Additional grant

reporting as required.

E-Services Customers have the ability to

view their accounts online, and

to print tax certificates and tax

searches.

Comments: Going forward, demands on this functional area will result from growth. Required Human Resources and advancements in the use of technology will ensure that service levels are maintained or enhanced.

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2. Legislative Services


Prior to 2013, Legislative Services was referred to as Administration. This area provides customer service and general knowledge externally to the public, boards, business and commercial entities and internally offers support and specific expertise to Council and staff. The Legislative Services area handles the following major services:

Reception

Council Recording Secretary

Legislative functions

Records Management

Procurement and Special Projects

The Reception area is the primary link that connects the Town and its customers through the telephone system and walk in services. These staff members also maintain the office supplies, assist with newspaper advertising, provide telephone training and system maintenance and provide backup cashier functions. The Council Recording Secretary is currently a .5 full time equivalent. This person’s responsibilities include producing Council agendas, recording and transcribing Council and Budget meeting minutes and conducting follow up from these Council driven meetings. Legislative functions include legislative responsibilities such as privacy matters, bylaws, policies, procedures, elections and census. Records Management functions involve managing corporate wide records, training, education and support on the SIRE records management software and general trouble shooting of the transition from paper records to digital records. The hardcopy records for the organization are maintained by this area which includes the Archive repository at Forest Green Plaza. All retention and disposition of Town records follow Bylaw 2354/G/08 and are carried out by the Coordinator and Manager. Procurement and special projects are undertaken as the need arises. Staff are often consulted and conscripted for projects such as workstation reconfiguration and building needs. Through the Director, legal concerns, insurance and risk management are tied to Legislative Services. The Corporate Services Business Plan indicates shifting of more responsibilities to the Legislative Services area in the future.

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The department objectives for the Legislative Services area are outlined as follows:

Objective Strategies Sound Legislative Management

Good support of the Council Process:

Agenda Preparation & Dissemination by electronic means

Accurate Council Recording

Completion of minutes and bylaws

Good Records Management:

Complete library of organizational records; minutes, bylaws, policies, correspondence, etc.

Security of Records

Public Access to appropriate records through libraries for bylaws, policies etc.

Good Election Process:

Compliant with legislation

Accurate and Expedient

Timely processing of results

Good Census Process:

High response rate to a thorough process

Communication of Results to appropriate authorities

Legislative Compliance with records, Freedom of Information and Protection of Privacy, Elections, Census and Purchasing.

Thorough contemplation of Risk and appropriate mitigation through process and insurance

Efficient and Compliant Corporate purchasing

Adequate Resourcing

Human Resources

Tools


Client education Client support Timely response Use of Technology to enhance the customer experience



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The overall challenge for 2013 will be making the most of the available human resources and technology to accomplish the department’s goals and follow the business plan. Focus will be on improving equipment, advancing records and information management, creating electronic agendas, educating staff and Council in the use of these tools and reviewing the bylaws suite for consistency and relevance. The Records Management (RM) business plan was reviewed in 2012, and the long term management of hard copy and electronic documents will continue in 2013. The town has a solid RM hardware and software foundation, and the RM business process requires man hours to facilitate all components. There needs to be a greater focus on scanning and indexing paper records in order to get the Town Corporation in full compliance with records management strategies. Staff time is needed in determining parameters and processes around the treatment of the General drive, protected drives, personal drives and email. Throughout the Corporate Services department there is a need for greater focus on scanning and indexing of records, to get the department to a place of full compliance with records management strategies. It is becoming clear that efforts to “catch up” in this area are still not being effective as resource time continues to be used by daily work. The whole department is experiencing some of the lack of elasticity referred to in the Financial Services area. The organization also has an expressed need for support in the area of meeting records and transcription of minutes. Several meetings including Council, Municipal Planning Commission, Subdivision Development and Appeal Board, Cultural Round Table, FCSS etc. require a recording secretary and someone to transcribe minutes after the meeting. For these reasons it is proposed that the current Council Recording Secretary position be replaced by a full time Legislative Clerk to provide for increased support of the records management process and legislative functions. This person will still prepare the Council agenda package and do the follow up work with bylaws etc. The budget increase is $19,730.74 (Level 2, Step 3) plus benefits. It is also proposed that a .3 Corporate Recording Secretary be added to the Legislative Services area to provide minute taking and transcription services to several corporate meetings. The Manager of Legislative Services polled the various departments to find out the approximate time requirement for this function and it was determined that .3 FTE will provide coverage of this requirement. This will free up other employees throughout the organization who were providing this service in their various areas. Each departmental

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area will still prepare their own meeting agenda but the Corporate Recording Secretary will provide the service of minute taking and transcription for all town meetings. The cost for adding this functional service is $10,000. The general election in October 2013 will once again be conducted using tabulators. The intent is to have the voting stations at locations such as the Pavilion and Seniors’ Drop In Center in order to improve handicap access and parking for voters. The town conducts the general elections on behalf of the two school boards and the expenses are cost shared accordingly. The operating costs show only the Town’s portion of $30,500.


The Legislative Services area plays a support role in helping the Town of Stony Plain achieve its strategic objectives through the four cogs of Economic Viability, Cultural Vitality, Social Equity and Environmental Responsibility.



Level of Service

Reception Services

Receptionist

- provide main reception services for the

corporate offices

- backup support for Operations

- assist walk-in customers

- coordinate couriers and deliveries

- assist with promotional sales

- field and refer bylaw-related inquiries

- average 90/day external phone calls…this

is under review with implementation of the

automated phone system.

- average 15/day internal phone calls

- 60 walk-in customers/day

- 300 deliveries/year

- average 21/day other requests

- peak times May, bi-monthly, January

- Reception receipting 20/day

Cashier Coverage

- daily cash management as needed

- disburse petty cash

- balance petty cash monthly

- assist with business licensing

- process Telpays in absence of Cashier

- balanced accounting

- refer to Finance function for levels of

service

Tax Searches

- produce printed tax searches to

external customers

- provide verbal tax information

- 745 tax searches in 2011

Advertising

-- assist Communications Coordinator

- 520 ads submitted/year

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Level of Service

- maintain electronic advertising file

Supply Management

- order office supplies weekly

- order paper supplies as needed

- distribute and code supplies

- recycle used supplies

- 78 orders placed/year

- 100 items pro-cycling program

Mail

- open and distribute incoming mail

- process outgoing mail and deliver to

post office

- registered mail

- assist with bulk mail-outs

- maintain, troubleshoot and upgrade

mailing equipment

- 50 pieces of incoming mail/day

- 25,600 pieces of outgoing mail

- $24,000 postage/year

Safety

- maintain in/out staff schedule

- conduct roll call in emergencies

- maintain clean and hazard-free

reception area

- accurate, up-to-date manual schedule

- 2 fire drills/year

- secure access to office

Clerical Support

- Word and Excel functions


Recording Council Secretary - record and transcribe minutes - coordinate and compile agendas - follow-up of Council actions

- 22-24 council meetings/year - 4 council budget meetings/year - 3+ special council meetings - prepare original paper and electronic council agendas for each meeting - follow up from Council Meeting - Bylaws, Minutes, Policies and Procedures in G:Drive, SIRE and website

Records Management (RIM) - maintain existing filing classification system - implement RIM strategies, policies and procedures - manage records retention and disposition - maintain inventory at all records sites - implement and maintain phases of RIM and SIRE EDMS - scan/digitalize records - further develop Library Archives - respond to staff and public re Town records

- SIRE training to all staff (8 new staff in 2012) - Test/troubleshoot SIRE upgrade - maintain retention schedule - scan/index to SIRE (36,000+ folders) - 160 boxes/year records destroyed - 78 trees/year saved by regular shredding

Legislative Services - 8 policies/procedures approved to July

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Level of Service

- policy and procedure research and development - bylaw research and development - maintain registers for bylaws, policies, procedures, minutes - respond to legislative inquiries by staff and public - maintain AMCA connection - Commissioner for Oaths

2012 - 32 bylaws in 2011 - 160+ Commissioner for Oaths customers/year

FOIP - handle general inquiries - process formal FOIP requests - coordinate staff training and knowledge

- 19 formal requests 2011/12

Procurement - coordinate with IT the purchase of software, hardware, printers - review office equipment usage and performance - manage Alberta Purchasing (APC) site - advise re procurement process - facilitate purchase and repair office furniture

- efficient, dependable, cost-effective equipment - 3 copiers produce approx 70,000 images/month - fold/stuff + 500,000 items/year - timely web posting of purchasing opportunities

Budget - provide annual budget for area - monthly review of expenditures - coding of transactions

- timely provision of electronic documents in SIRE and website

Administrative - supervise Legislative Services staff, Rehoboth and casual staff

Clerical Support - provide Word and Excel support - backup for mail - backup for advertising - equipment troubleshooting

- 6 times per year - 4 times per year - service calls

Comments: Going forward, demands on this functional area will result from the continued professionalization of processes and the enhanced use of technology. Citizen demands for information will also drive the need for ease of access to information. Required Human Resources and the continued exploration of efficiencies with technology will ensure that service levels are maintained or enhanced.

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3. Human Resource Services


The Human Resource Services area provides development, implementation and consultation on a wide variety of services:

Recruitment and selection

Compensation, benefits, human rights

Job classifications, labor relations and negotiations

Staff development

Maintenance of all personnel records for the Town of Stony Plain

Coordination of Town Safety Program

Bi-weekly payroll

Casual Administrative support

The department objectives for the Human Resource Services area are outlined as follows:

Objective Strategies Sound Human Resource Management

Good policy

Payroll Preparation

Accurate timely payroll

Timely payment of benefits

T4 preparation and reporting

Good Recruitment Practises

Organization wide consistency

Protection of corporate image and management of first impressions

Success in appropriate candidate selection

Thorough employee orientation for personnel and safety purposes

Good Employee Benefit Management

Monitor benefit provider for costs and coverage levels

Interact with and educate employees re. benefit plan

Compensation Review Processes

Independent review every third year for implementation following year

Participate in surveys with other organizations to gather additional information

Effective Labor Negotiation

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Compliance

Payroll legislation

Pension legislation

Occupational Health & Safety legislation

Support of termination and retirement processes

Creation and Security of employee records

Facilitate corporate wide professional development opportunities

Succession Planning Program

Strong Health & Safety Program


Employee Education Employee Support Timely Response Use of Technology to enhance the Employee Experience

Strong People Development Respect for the Individual Strong Team Relationships Capacity Building Opportunities Succession Planning Growth in Personal Leadership


As the Town grows, the employee pool also continues to advance. Human Resource Services as a functional area has the desire to care for the employee from the time of recruitment right through to retirement. Providing adequate human resources to this functional area will support all employees of the Town and help to ensure their overall wellness. Support provided to this functional area in the form of a .5 full time equivalent Human Resources administrative assistant in 2011 has been helpful but greater assistance is required by the Manager and the Health & Safety Coordinator to advance digital processes and stay on top of work with the safety program. The new candidate in this role is also able to handle payroll functions so could provide support there when required. The 2013 budget for this functional area proposes increasing the Human Resources Administrative Assistant from .5 to 1.0 full time equivalent. The cost of this increase is approximately $25,000. To keep consistent with the Town’s Performance Management Policy and Human Resources Strategy, a Compensation Review will be conducted in late 2013 for implementation in 2014. The previous Compensation Review took effect January 1, 2011.

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The Human Resource Services function is not charged with a leadership role for any of the strategic action items found in the Town’s Sustainability plan. Ensuring a vital workforce by promoting, safety, health and wellness of all employees as well as ensuring that appropriate policies are in place, Human Resource Services fosters support for the four cogs of Social Equity, Economic Viability, Cultural Vitality and Environmental Stewardship.



Level of Service

HUMAN RESOURCES

Responsible to take lead role in providing advice and assistance to all departments by coordinating all recruitment: preparing & posting all advertising, updating job descriptions, developing questions, screening applicants, scheduling and preparing interview packages, participating in interviews, selection process and preparing “letter of offer”

2011 - 28 recruitment processes




Note: # of recruitments are based on the position name not the # of employees (i.e. 1 recruitment process could = 25 employees)

Provides for consistent interpretation and administration of the Town’s benefit plans, (includes: LAPP, EAP, Extended Health, Dental, Life, Short & Long Term Disability, Workers Compensation, Personnel Policies, Legislation and Payroll.

Performs new hire orientations for Town Permanent Employees.

2011 actual payroll & benefits –

$7.8 million

100 Full-time & Part-time

Plus the town hires approximately 120 Seasonal employees each year

Responsible for all payroll year-end balancing, processing & submission

T4, T4A, LAPP, WCB

# of T4’s issued in 2011 = 284

# of T4’s issued in 2010 = 276

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Administer Canada Savings Bond Program

Participation varies per year

PAYROLL

Administer set up of all new and rehired Employees and terminated Employees in Payroll Master system. (Includes: Full-time, Part-time, Seasonal & Temporary & Casual).

Set-up hires: approx. 145 employees per year.

Terminate: issue ROE’s for approx. 125 employees per year

Responsible for reconciling all payroll (salary and benefit) accounts to G/L

Reconcile: Group Benefits, LAPP, Receiver General Accts

Responsible for the tracking and monitoring of all employee Accrual Banks (i.e. Overtime, Vacation, Sick, Alternate Work Schedule)

Provides employees and direct supervisors information regarding banked status

HEALTH & SAFETY

Responsible for coordinating and enhancing the Town of Stony Plain Occupational Health and Safety (OH&S) Program.

Promotion and Administration of the Town OH&S Program

Responsible for all aspects (monitoring, training, compliance and reporting) of the Safety program

Oversee Safety Training Conduct Safety Audits and Investigations

Coordinate all new staff Safety Orientations. Acts as the Town’s liaison with AMSHA, PIR Program, RUSA, ASC & WCB

Maintain current records in all areas of responsibility under the Health & Safety Program

Comments: Going forward, demands on this functional area will result from increasingly professional approaches to staff processes. Growth in the employee pool due to growth of the community places demands on the service levels of this department. Required Human Resources and advancements in the use of technology will ensure that service levels are maintained or enhanced.

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4. Technology Services


The Technology Services area provides customer service and general technology and geographical information system knowledge to all members of the Town of Stony Plain (including but not limited to Staff, Council and members of the public). Technology Services handles the following services:

Information Technology Services including System Support Management (Bellamy, SIRE, Lotus)

Procurement of computer equipment and supplies

Geographic Information System Services

Special Projects

Technology Services provides day to day hardware/software support for all systems used by the Town of Stony Plain including but not limited to; Bellamy, SIRE, Lotus, Microsoft Server 2008 R2, Office 2010 and the new virtualized environment (Citrix Virtual Desktop Infrastructure). Technology Services is also responsible for maintaining a secure and safe environment for all computer access into and away from our main building, but also with our other remote sites (Firehall, Arena, Public Works, Public Works Annex and Golf Course). Support is also provided to all Town operated computer equipment and devices (Workstations, Servers, Personal Device Assistants, etc.) Technology Services may also serve in either a lead or support role for any special IT Projects or Initiatives from Council or Senior Administration. The Technology Services Coordinator serves on the Web Advisory Group for the Town, Municipal Information Systems Association (MISA) and also participates in the Municipal Web Users Group. Geographic Information System Services (GIS) are also provided by the Technology Services function. Currently all GIS are maintained for Town Staff on an ad-hoc basis providing either digital (in the form of image files) or as hard copy (letter to poster size). The GIS is currently being developed to be used as an internet based application. The Technology Services Coordinator is a participant with the Capital Region Board serving on the Technical Sub-Committee, Edmonton Region Joint Ortho Photo Initiative (ERJOI) and also serves as lead for the GIS Working Group.

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The department objectives for the Technology Services area are outlined as follows:

Objectives Strategies Sound Technology Services Management

Good policy

Data Security

Effective Network Management

Leading the Organization in Technology Advancement

Consistent access to technology for all network users

Scheduled reviews of enterprise software

Complete data capture for Town Mapping systems

Enterprise wide use of Geographical Information Systems

Input to all Technology Purchases in the Organization


Employee Education Employee Support Timely Response Use of Technology to enhance the Employee and Customer Experience




The challenge with managing technology is always staying ahead of the wave of change and determining appropriate technological solutions for the enterprise as a whole. Technology is the prevalent tool of all facets of the organization. In the past year and a half, the Technology Services area has implemented new equipment through the three year lease program and moved the organization to a new virtualization platform. This change was more challenging than originally expected and resulted in a drain on the time and service potential of the Technology Services Coordinator and the Information Technology Technician. Any specific focus on Geographic Information Systems was greatly minimized during that time. Moving forward the Technology Services Coordinator continues to be focused on change in technology, A/V systems, the Fibre Optic project, Enterprise wide software support, etc. The Coordinator and Technician work closely on supporting the network and ensuring data security leaving very little time for GIS or the higher level functions of future planning and policy creation around systems.

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These are concerns for the functional area as they realize the importance of spending time on future planning but they also realize that GIS is a tool meant to serve the business need and requirements of the organization and as such should be accessible and usable by the Town as a whole. With technology change, troubleshooting of systems also takes more time. When a new problem arises, time must be spent to research the problem and work out how to implement a fix in our unique environment. Sometimes this requires a couple of days to research and wade through hundreds of potential solutions, to find or develop the one that applies to the Town’s system. This then provides a challenge for leading the organization in technological change. If the staff does not have the time for proper research and planning and time to create policies and processes, the management of the area will be ad hoc at best. Part of leading the organization in technological change is the need for involvement of the Coordinator in software decisions being made by various groups within the organization as well as having time to review all software systems used by the organization thereby making recommendations regarding changes that will be required in the future. To facilitate greater focus on future planning, policy creation, research and renewed focus on enterprise wide GIS, this functional area will need to add human resources. The current employees have a long background in systems with various platforms and user group requirements. This type of expertise in systems can only be achieved through experiential knowledge. The Town is fortunate to have two individuals with 10+ years of experience each in the field. The challenge with that strength is the need to pass that on to future employees to ensure continuity of systems. Hiring a network analyst may be cost prohibitive. The Team favors the option of hiring the right person for the right opportunity and training them to be an expert in the Town’s systems. For that reason, Technology Services will make the following changes beginning in 2013. An entry level technician will be added to Technology Services midway through 2013. The appropriate candidate for this function would be a graduate of a tech program like NAIT. They will have systems knowledge but will need a growth opportunity. This person will take over the help desk support function while learning the systems from the other two employees in the functional area. This will also facilitate succession planning. This change will transition the current technician to a Systems Coordinator role taking responsibility for systems maintenance, data security etc. This person will then have enhanced time for researching challenges and determining appropriate solutions while providing learning and expertise to the technician. The current IT/GIS Coordinator will transition to a Manager role to facilitate enterprise wide leadership for information systems. The Manager will be involved in hardware and software decisions throughout the organization, review software being used by all departments and determine strategic direction for the use of Technology going forward. This person will

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continue to provide leadership to the GIS function while training the technician to provide GIS data entry services. The natural progression of this position to a leadership role will allow the Manager more time and flexibility to be involved with the leadership team of the department and provide for increased communication and workflow between all functional areas. As these positions are changing midway through 2013, the full cost increase is spread over two budget years. The cost of these three personnel changes taking effect July 1 will be $25,000 in 2013. The regional aerial photo project is slated for 2013, with the project to be flown in late spring with data being provided to the Town by mid-October. A budget of $5,000 has been included for this. 2013 will also see the addition of a second D2D (Disk to Disk) device within the computer lease budget. This will improve the current method of backup by using a data de-duplication strategy (data is copied almost instantaneously upon creation) to an offsite location (Public Works).


The Technology Services area is not specifically charged with any of the strategies of the Town’s Sustainability Plan although all of the work performed by this functional area supports the four cogs of Economic Viability, Cutural Vitality, Social Equity and Environmental Stewardship.



Level of Service

Information Technology Services

Maintain the computer network and all associated devices (workstations, laptops, servers, switches, etc.)

Maintain an inventory of all leased and non-leased equipment

Maintain a secure work environment

Develop policies and procedures for IT initiatives and guidelines

Limit downtime for all devices

Create and maintain user accounts for the network and Lotus

Recommend and install any software and its associated patches

Currently the Town has the following computer equipment:

20 Workstations

35 Laptops

6 Physical Servers (13 Virtual)

10 Switches o 6 internal o 4 external

2 SAN (Storage Area Network) devices

3 Security Systems (door access, 2 X video systems)

1 D2D (Disk to disk solution)

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1 VPN Device

Fortigate firewall o VPN o Firewall o Wireless

controller Software currently used:

Lotus Notes 8.5.3

Manage 6 remote sites.

Office 2007 and Office 2010

Bellamy

Server 2008 R2

SIRE 95% up time Limit the amount of disconnections Recommend or train staff on new systems. Deliver help desk support via email/phone system, elevate as required (2011 saw 800 help desk related calls– all were resolved either internally an on occasion less than 5% required an external resource). Multiple challenges occurred during the changeover to the new computer systems which were resolved in late spring 2012.

Geographic Information System Services

Maintain all spatial data (roads, parcels, sidewalks, etc)

Develop databases for general use

Upload data to the new CityWorks system

Create hardcopy product for client needs

Membership with URISA Advisory capacity for the new Capital Region Board

Enterprise access to GIS Spatial accuracy of <1 meter Training of staff on new ArcGIS Server system. Currency of data is <1 month (Parcel, addressing, and road names) AltaLIS download each month dependent on land title registrations.

System Support Management

Maintain the current software environment

Recommend any new changes to the enterprise software environment

Validate all software currency

Install any software patches related to Microsoft, Bellamy system, SIRE. (Microsoft – biweekly, Bellamy – bimonthly, SIRE – twice per year)

Procurement of Computer equipment and supplies Replacement of faulty

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Identify and address current computer needs and issues

Replace outdated or expired warranty equipment

equipment (either under warranty or post warranty items) Replacement of existing PDA (personal device assistant) – late 2013 Involvement in at least one major IT project (Council Chambers Upgrade, Fibre optic network)

Special Projects Assist in the completion of any special projects identified by administration or council

Upon the identification of an IT initiative assist the party (Council or administration) in achieving the completion of the project

Comments: Going forward, demands on this functional area will result from increased dependency on technology for organizational processes. External technological change such as virtualization of systems will continue to change the way we do business. The community at large will also be interested in greater online access to information. Required Human Resources and the organizational support for changes in technology will ensure that service levels are maintained or enhanced.

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Financial Summary:

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PROTECTIVE SERVICES

POLICING

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Executive Summary

Department Overview

The Policing budget contains costs for provision of officers to the RCMP contract as well as the cost of municipal support employees. Costs for grants to various safety related community groups are also considered in this budget. The grant amounts have been discussed in the budget overview section of the binder.


Municipalities approve a strength number for the RCMP contract. The current strength number for the Town of Stony Plain is 14. This includes the School Resource Officer and the Premier’s Initiative (Grant funded) officer. In recent years the Town has been basing their budget on the full strength component. This tends to result in a budget surplus however due to the actual strength reconciliation at year end. The Town usually ends up being down at least one officer when the final strength reconciliation is calculated. For this reason, the Town is employing a new strategy in the 2013 budget. A budget assumption or estimate is being employed which requires us to budget for one less officer than our approved strength. This amount is $129,209 and results in a saving to the budget over 2012 if no new officers are hired in 2013. The RCMP Inspector has requested an increase of one officer and one support clerk for the 2013 year. This will increase the current actual strength from 14 (13 FTE and one Premier’s initiative) to 15 (14 FTE and one Premier’s initiative) and the current budgeted strength from 13 to 14. The additional member has been added to the budget, with a mid-year start, the cost would be an additional $64,605. A .5 support clerk is included in the 2013 budget; the cost is an additional $24,455 including $4,961 in benefits. Stony Plain’s population of 15,051 requires the Town to pay 90% of actual policing costs versus the 70% of average costs paid prior to the population change. Beginning in 2012 this cost increase is being phased in over a four year period using the Policing and Public Safety Reserve. The reserve subsidy in the 2013 budget is $300,000.

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Financial Summary

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PROTECTIVE SERVICES

FIRE SERVICES

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The Town of Stony Plain operates an on-call 24-hours/day fire suppression and rescue service with 40 volunteer firefighters and three Full-Time Staff (Fire Chief & two Deputy Fire Chiefs). The department has a cost share agreement with Parkland County and as such provides the same services to the residents of Parkland County in fire district 3, which surrounds Stony Plain. The department can be broken down into the following major functions:

a. Emergency Response b. Inspections/Investigations c. Building Code Reviews d. Back-up Medical Aid Responder e. Fire Prevention Program f. Disaster Services g. Volunteer Training h. Administration i. Building and Equipment Maintenance

The fire department calls have been on the increase for the last number of years and projections for 2012 should see the department responding to close to 450 calls.


The 2013 Budget sees some significant changes. These changes are identified below: An increase of 3.5% in rates charged to Parkland County in the areas of emergency calls administration, administrative grant, and firefighter remuneration rates as per the fire services agreement. The 2013 Budget contains funding for one additional FTE which represents a fire fighter. Administration is recommending that two firefighters be hired in 2013 staggered as to only use one FTE salary with the second FTE added to the 2014 Budget. These additions provide two additional responders for day time coverage and will allow the department to increase the level of service to the community in regards to inspections and fire prevention initiatives. There is an increase to all other volunteer firefighter costs of 3.5%. These fees include the various honorariums for the officers, stand-by, casual hours to cover for the FTE positions when they may be away from work as a result of being out of Town for meetings, conferences, vacation, or on scheduled days off. The 2013 Budget anticipates that the level of transfers to Capital reserves remain at the 2012 levels. The 2013 Budget reflects a total of $275,574 in transfers to reserves which are allocated as $225,000 for apparatus, $25,574 towards the firefighting equipment

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reserve as per the fire services agreement with the County and $25,000 to the life-cycle reserve fund for the fire hall facility. It is anticipated that a total of $23,100 of the equipment reserve will be spent on firefighting equipment in 2013 as per the equipment replacement plan. The Principal and interest payments as a result of the construction of the fire hall for 2013 are approximately $153,657. Core Strategies and Strategic Action Items

1. Community Sustainability Plan Reference: Social Equity 1.4 Foster a safe community through the provision of preventative and response services. Environmental Responsibility 4.1 Implement the Environmental Stewardship Strategy


No.


Level of Service

1 Provide coverage for fire suppression, rescue service

and back up medical aid.

24 hour coverage

Respond on average to

350 emergency calls

annually

2 Provide Safety Code Fire Inspections. On request

3 Promote Fire Prevention Week activities and programs to the schools, service clubs, etc.

On request

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Financial Summary

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PROTECTIVE SERVICES

MUNICIPAL ENFORCEMENT

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Executive Summary

Department Overview

The Municipal Enforcement service of the Town of Stony Plain is made up of

three officers; one of whom executes a supervisory role. The Town added a

Municipal Enforcement Clerk to the mix in 2012. This addition helped the officers

to recapture time spent on the telephone allowing more time for the purposes of

enforcement. The officers currently work from the Stony Plain RCMP detachment

and as such report operationally to the Commander and his designated staff.

The Director of Corporate Services acts as liaison to the RCMP detachment to

oversee the fulfillment of the Town’s priorities for the service. In 2012, Council

requested that a Management Review of the Municipal Enforcement Service be

undertaken. The review was completed and presented to Council for their

acceptance in June. Council passed the following resolution at the June 25, 2012

regular meeting of Council:

“Moved by Councillor Pat Hansard that Town Council:

(a) accept the Municipal Enforcement Management Review for information and;

(b) instruct Administration to proceed with the recommendations and timeline as

outlined in the Review report.

The recommendations outlined in that report affect the service going forward and

are therefore relevant to the budget for this three year window. They are as

follows:

Have Administration bring the Municipal Enforcement 2011 – 2013 Business Plan back to Council for revision sooner than the originally planned 2013 date to ensure that all Council priorities are being reflected in the plan.

Heighten the profile of the Municipal Enforcement Business Plan with the RCMP by providing them new copies and holding a meeting with the Staff Sergeants, the Peace Officer Supervisor and the Director of Finance & Administration (now Corporate Services) to review the Business Plan.

Through the review of the Municipal Enforcement Business Plan, obtain clear direction from council on the Town’s Enforcement Philosophy for specific types of bylaw complaints and ensure this clarification is written into the new business plan.

Review the procedure used for enforcement of snow removal from sidewalks and investigate creating a separate bylaw for snow removal, thus deleting it from the current Nuisance bylaw.

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Review and recommend increases to the Traffic fines and the relevant Municipal Bylaw fines.

Maintain the current location of the Municipal Enforcement Service at the RCMP detachment leading up to the construction of the new facility to continue building networking and joint training opportunities for the future.

During construction of the new RCMP facility, explore options for a dedicated business location for the Peace Officers within the community which would possibly provide a Town of Stony Plain animal shelter facility.

After exploring options, prior to the completion of the RCMP detachment building program, have Council make a decision whether to move the service to the new detachment or to an alternate dedicated facility.

Watch the growth patterns of the community and the changing needs within the Municipal Enforcement Service. Consider adding a fourth Community Peace Officer between 2014 and 2018, the latest time being when a population of approximately 18,000 has been reached.

Begin formulating a Protective Services division within the Community Services department of the Town of Stony Plain by creating a Manager of Protective Services role. Placement of the Municipal Enforcement function within this division would be optimal as the Town continues to grow. The division could also encompass Fire Services and could act as RCMP liaison.

The accepted timeline for implementation of these recommendations was between July 2012 and June 2014.

Major Challenges and Budget Highlights – 2013 As outlined in the Municipal Enforcement Staffing Plan – June 2012 as approved by the Town Manager, a parental leave for the Municipal Enforcement Supervisor will begin near the close of 2012 and finish in the latter quarter of 2013. The goal of that staffing plan was to endeavor to keep three Community Peace Officers operational in the community as much as possible. The logistics of hiring a replacement officer and securing an appointment for a one year term are less feasible than hiring a one year term replacement for other positions in the organization. The Town Manager has agreed to a plan which builds capacity in current employees by proceeding as follows:

The current Municipal Enforcement Clerk has the two year diploma required for an officer candidate. The only remaining requirement is a six week rotation at the Solicitor General Staff College. The plan is to send the employee for this training late in 2012 with the intention of securing a fully appointed CPO I by November 30, 2012.

The supervisory role will be shared during the one year absence to facilitate growth and challenge opportunities for the remaining two officers.

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Each officer will be appointed in an Acting capacity for six months of the leave period.

Once the clerk has succeeded in achieving officer status, the intention is to have four officers once the Supervisor has returned to active duty. The recruitment of a new Municipal Enforcement Clerk to replace the clerk being sent for officer training was required.

The result of these changes is the addition of a fourth officer slightly earlier than anticipated. (October 2013) However, the candidates in place at this time work well as a strong team and achieving full coverage of 2013 in spite of a parental leave is a good accomplishment. This therefore strengthens the force a little sooner than planned but would also help to mitigate the effect of illness, training leaves, vacation etc. going forward. The other major challenge to the 2013 budget is the continuing increases to the cost of sheltering animals detained under the Animal Control bylaw. The Parkland County contract increased in 2011 with delayed impact of the increase to 2012. The contract indicated that future increases were to be based on actual volumes of animals dropped off at the Animal Shelter. Recent reporting from Parkland County indicates that the Town of Stony Plain animal volumes increased from 19% of intakes in 2009 to 37% of intakes in 2011. The total intake of animal units for 2011 is shown in the following chart:

Municipality Total Animals

Parkland County 231

Stony Plain 192

Spruce Grove 78

Wabamun 11

Spring Lake 8

Alberta Beach 3

Total 523

Of the 192 animals taken in from Stony Plain, 122 were cats. The rest of the communities combined only brought in 16 cats. The fact that Stony Plain has a cat bylaw has created an expectation that enforcement of cats will take place in the community. The cats therefore represent 64% of the costs being incurred for Stony Plain. This increase in animal units results in the Town bearing a greater portion of the administrative cost of running the shelter. The Town’s monthly administrative fee will therefore increase from $1,963 per month to $4,349 per month. The cost per animal per day is also increasing from $20 to $22.50. The overall budget for this area is therefore increasing from $52,000 to $82,000 in the 2013 budget.

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In addition to these costs, the 2013 budget also contains costs for new radios and radio dispatch through Parkland County. This has been an outstanding project for some time to insure the improved radio contact between officers and a 24/7 manned call center. This issue has been raised repeatedly in safety discussions and meetings with the officers. It had become evident that the radios currently being used were not always reliable for quality communication. Also the night time hours produced situations where officers were working alone and not able to rely on anyone for backup support. This will eliminate the work alone concerns and allow officers to provide better back up for each other when they are on shift together. Beginning January 1, this budget proposes purchasing new equipment, leasing a dedicated repeater and tying in to Parkland County’s Emergency Call Center. This will provide our officers with the ability to be in constant contact with one another and to have the back up of a call center where someone is on the other end of the phone twenty four hours a day, seven days a week. The three existing radios owned by the town could revert to use by the golf course and therefore not be wasted. The one-time cost of the equipment is $9,729. This cost would be funded from the Municipal Enforcement budget with partial funding ($7,729) from the Policing and Public Safety Reserve. The annual costs for the lease of the repeater and the dispatching service from Parkland County are $22,251. This amount has been added to the budget in 2013.

Financial Summary:

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PLANNING AND INFRASTRUCTURE

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The Planning and Infrastructure Department handles three areas: Planning and

Development, Municipal Engineering and Public Works. Lines of business have

been identified as follows.

Departmental Administration

Departmental planning: develop a three year strategic plan

Business planning: develop annual operational plan and budget

Human resources: develop human resource strategy to include retention and succession planning

Communications: ensure inter-departmental communications

Planning and Development is responsible for all land use planning and

development activity, including the following:

Long Range Planning and Policy

Strategic Planning: Strategic land use and transportation research initiatives

Statutory Plans: The Municipal Development Plan, Area Structure and Area Redevelopment Plans, Intermunicipal Plans and the Land Use Bylaw. An unfolding role is to conform to the Capital Regional Plan and to participate in regional initiatives both from the Capital Region and from the Tri-cities

Policy Analysis: Research land use policy issues and related analysis such as socio-economic data and housing data

Engagement: Undertake meaningful community engagement on questions of land use and sustainability

Sustainable development

Policy Analysis: Ensure that land use planning is being eyed through the lens of sustainability and identify opportunities to incorporate new initiatives through research into innovative, applicable and appropriate sustainability methods

Programming: Develop and assist in administering programs related to sustainability including environmental stewardship, climate change and Arbour Day

Regional Co-operation: Work with Regional and Tri Municipal partners to exchange ideas and joint planning

Current Planning

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Permits: Undertake the administration of all Development permits

Subdivisions: Manage the subdivision approval process for the Town as well as commenting on applications from neighbouring jurisdictions of the City of Spruce Grove and Parkland County.

Development Agreements: Handle the negotiation of all Development Agreements that look at the contribution of development to municipal infrastructure.

Planning is involved in the preparation of background materials and reports for the Municipal Planning Commission as well as the Subdivision and Development Appeal Board.

The primarily roles on the Municipal Engineering side include:

Development

Provide general engineering services to the Town and the community on an as needed basis

Comment on new developments

Review and approve the design and construction of developer sponsored infrastructure (roads, underground services and storm ponds) to ensure compliance with Engineering Servicing Standards

Update and maintain Engineering Servicing Standards and Developer Charge Reports

Assist in preparation of Development Agreements

Monitor and manage the servicing of new subdivisions by the development and construction industry

Enforce / correct deficiencies

Consult with stakeholders, including the community as needed

Capital Infrastructure

Ensure Master Plans (water, sewer, transportation) are current

Plan for capital projects

Manage the design and construction of Capital Infrastructure projects

Contract administration

Safety Codes

Undertake the administration of Building, Electrical, Gas and Plumbing permits

Manage inspections with regards to buildings and also contract for provision of services for gas and electric

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The Public Works role constitutes the biggest manpower and budget allocation

and includes the following:

Operations

Responsible for all activities in the areas of common services (roads, streets, sidewalks),

Responsible for all activities in areas of environmental services (sanitary, water, solid waste)

Responsible for activities in the areas of recreation, parks and facilities. Major Challenges and Budget Highlights – 2013

The Albertan economy remains strong. As expected, subdivision applications made in 2011 translated into building permit applications in 2012 although a strict linear correlation is not possible. It is anticipated that subdivision and building projects will remain strong in 2013. On the negative side, there remains the possibility of inflationary pressures and interest rate increases. This may result in increases in capital project costs as tenders come in higher than in previous years and costs of maintaining municipal infrastructure will rise. Planning and Infrastructure staff will be stretched to handle the volume of applications, in particular to assure that the quality of development can be attained and that sustainability principles can be assured. To assist in combating this issue and also to support succession planning which is necessary as existing staff near retirement, the Planning and Infrastructure Coordinator is being trained as Development Officer. A part time administrative clerk position is proposed in the 2013 budget. This will replace the summer casual staff but will provide more coverage throughout the year. In recent past, development has become less seasonal in nature. The administrative clerk will assist with answering telephone calls, receiving permits, dealing with customers and other clerical functions such as scanning documents. The cost of the additional part time position is $27,937 including benefits. Currently, the Planning and Infrastructure Coordinator serves as the Recording Secretary for MPC and SDAB. This job, which takes about 10 to 15 hours per meeting, should not be undertaken by a regular member of Planning Department as it compromises the neutrality of reporting. A Corporate Recording Secretary position that is included in the Corporate Services Budget area will help by providing support for these meetings. Thus, the major changes to revenue include a per annum increase of 4% in most areas related to building activity based on the historical rate of population growth in Stony Plain and include the following:

o Increase in revenue due to development permit fees o Increase in revenue due to subdivision fees o Increase in revenue due to rezoning fees

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o Increase in revenue due to gas/electrical/plumbing/septic fees The strong growth in building permit fees has been reflected in an increase 25.12% to that revenue stream.

Expenditures remain based on a ‘hold the line’ budget. Changes to expenditures include the following:

o Monies for the Implementation of the combined Municipal Development Plan / Sustainability Plan. It is anticipated that actions relating to some of the plan may require technical study. For example, low impact development (LID) standards may be suggested as an action and would require technical advice.

o Monies for Landscape details to be included in the Municipal Engineering standards.

o Monies for an Urban Forestry Program in 2014. o Monies for Area Redevelopment Plan (ARP) for Main Street in 2014 and

2015. This project will complement the Downtown Revitalization program. The lion’s share of the work will be done in-house but funds are slated for technical planning input, including urban design and graphics.

Major Functions

1. Planning and Engineering

The Department is taking on more policy planning or Long Range Planning - a role historically given to Consultants. This approach leads to policy that is more in tune with the requirements of the Community. Another demand being placed on the Department is more public education and engagement. Although expensive, the inclusion of public in the planning process leads to more robust and inclusionary policies and future development that continues to meet the vision of Council and the community. Some funds are therefore included to provide expertise and assistance in both policy development and public education. Funds have been included for site examination and preliminary work for capital projects. This means design and tender process can proceed rapidly after approval of the budget with the anticipated result that tenders will come in lower than if contracts are let later in the season. Future work includes the Main Street capital improvements as well as the infrastructure replacement program.

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Levels of Service Provided by Planning and Engineering

No.


Level of Service

1 Preparation of master plans for municipal infrastructure systems, including transportation network

Updated in 2007 except for Transportation Plan, which was updated in 2011

2 Selection of consultants and preparation of contracts 5 to 10 per year

3 Managing the tendering process for Town projects and supervising the resulting work

6 projects each year

4 Drafting of Council reports, policies and correspondence dealing with engineering, planning and development matters

Many items, twice monthly

5 Ensuring that the Town’s Municipal Engineering Standards remain current and cost effective

Updated in 2006, with amendments in 2008 and 2012

6 Ensuring the Town’s fees and levies remain at appropriate level

Will re-look this budget period

7 Manage the design and construction of developer sponsored infrastructure (roads, underground services and storm ponds) to ensure compliance with Engineering Servicing Standards

On-going

8 Managing the processing of development, building, electrical, gas and plumbing permits, compliance certificates and subdivision applications

On-going

8 Managing the Quality Management Plan for the Building, Electrical, Gas and Plumbing disciplines

Ongoing

9 Managing the updating of the Town’s Municipal Development Plan

Every five years; review in 2011 / 2012

10 Coordinating for Council approval for all new Area Structure Plans

5 to 10 per year plus numerous amendments

11 Managing special projects, including ARP 1 per year

12 Managing amendments to the Land Use Bylaw and other regulatory bylaws and statutory documents

10 to 15 per year

13 Negotiating and coordinating the preparation of development agreements for all new subdivisions and significant construction projects and

10 to 15 per year including addendums

14 Ensuring compliance with Development agreements, including management of development charges

On-going

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15 Completing various planning studies and reports 10 to 20 per year

16 Provision of reports to the Municipal Planning Commission and Subdivision and Development Appeal Board

12 MPC meetings, 3 to 8 SDAB Hearings

17 Managing the Subdivision Approval Authority process 15 to 20 per year

18 Providing planning and development information to developers, landowners and the general public

Ongoing

19 Managing the Quality Management Plan for the Building, Electrical, Gas and Plumbing disciplines

Ongoing

20 Managing the e-site system for processing of development and building permits

Ongoing

2. Public Works The Operations function provides services in the area of Common Services, Roads, Water Distribution, Wastewater Collection, Solid Waste Collection, Recycle Centre, Arena, Projects/Special Events, Outdoor Rinks, Parks, Sports fields, Rotary Park, and Joint Uses with Evergreen and Parkland School Divisions.


As the municipality continues to grow, meeting current service level expectation will be a challenge with current resources. Additional financial resources are needed in all areas to accommodate inflationary costs of material, hired equipment and energy consumed. Additional human resources will be required in 2013 in the area of Parks to address the rapid increase of inventory in green spaces and horticulture. A fulltime Operator II position (with horticulture experience/background) is being requested in the 2013 budget for the Parks area. Four additional seasonal staff has been added to the Parks area and will likely increase each year as inventory increases. The major equipment replacement scheduled for 2013 is a grader. The 2013 budget also sees the introduction of an Outdoor Recreational Life Cycle Reserves being added to the areas of Outdoor Rinks, Sports fields, and Parks. The contributions from all three areas to the new reserve total $30,000. Major Functions 2.1 Transportation 2.2.1 Common Services Provide administrative support for Public Works. Common Services also provides mechanical support to the Town’s fleet of vehicles and equipment.

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2.2.2 Roads Provide gravel road grading, snow removal of roadways, roadway patching, line painting, street/traffic control sign replacements and/or installations, drainage, dust abatement, road gravelling, crack sealing, and street sweeping. 2.2. Environmental Services Utility staff provide for the safe delivery of potable water to the residents and for the safe collection of wastewater for treatment in the City of Edmonton. The delivery of such services must be in compliance with legislated standards as described in the provincially issued license to operate a public utility system. To deliver the required services staff must also operate and maintain reservoirs, sanitary and storm lift stations. Other services provided in the Environmental area are operations and maintenance of storm sewer system, a dewatering system, solid waste collection, and the operation of the Recycling Centre which is manned seven days a week except Christmas and New Year day. Solid waste collection is provided by an independent contractor. The management of the contract is provided by administration. 2.3 Recreation, Parks, Facilities Parks staff mows and trims approximately 350 acres of turf. In addition, staff performs weed inspections of private and public properties in accordance to the Weed Act, prunes trees, undertakes landscaping, maintains over 200 flower/shrub beds, picks up litter and empties waste receptacles throughout the Town, removes snow from public sidewalks and the trail system, constructs and maintains outdoor rink ice, and installs and waters the hanging flower baskets. The Town has joint use agreements with the Parkland and Evergreen School Divisions. As part of these agreements the Town will provide for specific maintenance tasks on school grounds. 2.4 Arena There are four fulltime staff members operating the arena in the winter and spring to accommodate usage by minor hockey and lacrosse. Fulltime staff members are complemented with assistance from seasonal workers on the weekends as the arena operates from 0600 am to 0100 am. During the summer, the arena staff maintains the numerous sports fields such as soccer, football, and baseball and their respective appurtenances.

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2.5 Projects/Special Events Staff in this area performs the set up and take down for the many annual events that occur in Town. They also carry out renovation and repair work on Town owned buildings and inspect/install/repair playground and equipment.

Current Levels of Service

No.


Level of Service

1 Roads

Snow removal, asphalt patching, street sweeping, line painting, crack sealing, drainage, gravelling and sign replacements/erections

2 Water & Sewer

Maintain water distribution system and sewage collection system in accordance to Code of Practice

3 Solid Waste

Daily operations of Recycling Centre, collection of residential waste in the form of organics, waste, and blue bags

4 Arena and Sports fields

Daily operations of arena during hockey and lacrosse season, maintain fields and respective appurtenances for football, baseball, and soccer during summer months

5 Projects/Special Events

Set up and take down for various annual events, maintenance repair work or renovation work of Town owned facilities, and erection and take down of event signs, playground inspections and repairs

6 Parks Snow removal of trail system & public sidewalks, emptying litter receptacles,

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grass mowing of green space including dog park, weed inspection & control, construction and maintenance of outdoor ice for rinks and ponds, maintenance of flower/shrub beds/baskets, and maintenance of trees

7 Joint Use Agreements

Grass cutting and trimming, weed control, playground inspections/repairs,

Comments:

In 2013 an additional fulltime position is added in the parks area.

Common Services

An “All Data” program is proposed; it is an on line program that is an “owner’s manual” for every conceivable vehicle or equipment both current and non-current models. As the Town’s fleet of equipment is comprised of new and old this on-line information will aid staff in mechanical repairs. Roads

To maintain current levels of snow removal, additional equipment is required to be hired to complete the work in a reasonable time given the increase in roadway inventory. Also the hourly paid for trucking has not increased for three years even though the rates paid are still 20% below the rates established by the Alberta Roadbuilders & Heavy Construction Association. Contracted snow hauling has therefore been increased in this budget. Equipment and vehicle parts have steadily risen in cost over the years and there is no indication that costs for parts will decrease in the future. Demand for dust control has increased significantly as more dust control is being requested for gravel back lanes. Calcium chloride is the most economical product used; however it is not as effective as oil thus some areas may require a second application in the fall. With increased development, more street lights are being added and therefore more electricity is needed.

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Arena

With a longer operating season due to both hockey and lacrosse being played in the arena, more resources are required. This necessitates increases in electricity, natural gas, janitorial supplies, and seasonal salaries.

Parks, Rotary Park, Evergreen Joint Use, Parkland Joint Use, Rotary Park

Several increases are proposed in this area. A fulltime horticulturist is being requested in the 2013 budget; responsibilities could include: Summer activities: Maintenance of shrub/flower beds, hanging flower program and watering program, pest control

Winter activities: Construct and maintain outdoor rink ice and ice at Rotary Park, assist in snow removal at Town facilities and with street snow removal. To supplement the horticulturist position four summer seasonal staff has been added to the budget.

Financial Summary:

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ENVIRONMENTAL TREATMENT

SERVICES

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Department Overview

The major functions within this department are as follows:

Water Utility Wastewater Utility (Includes Storm Sewer and Dewatering) Solid Waste Management

The overall objective of this department is to provide water and wastewater utility services and waste management services to the Town of Stony Plain residents in a cost efficient and effective manner. The utilities and waste management services are self-funding and independent from taxation. The department also contributes to Capital Reserves for future sustainability of these services. In 2005 a Water and Wastewater Utilities Rate Review was performed for the Town. This report contained the following recommendations:

Adopt the utility method for determining water and wastewater revenue requirements.

Move to the postage stamp (common to all or uniform) fixed charges and commodity rates for all water and wastewater customers.

Recover the input commodity costs for water purchased for resale and for wastewater treatment service charges payable to ACRWC as a flow through component of the commodity (variable) rates maintained for the respective utilities.

Immediately examine the costs and recoveries for commodity portions of the wastewater revenue requirement and revise the existing rates bylaw as necessary to ensure the utility is kept whole with respect to costs for wastewater treatment.

Apply a fixed monthly charge to each of the utility systems as may be deemed appropriate to recover all, or a significant portion of the cash expenses within revenue requirements of the respective utilities.

Review the allocation of Cash Operating Expenses to ensure the utility systems are bearing an appropriate portion of Town General and Administrative expenses as required for their operations.

Examine moving to a monthly billing for its utilities to reduce the working capital requirements and risk associated with credit, collections and bad debts.

Maintain and review the utility rate models on an annual basis and smooth changes required to the respective utility rates over one or more years to mitigate potential rate shock (gradualism)

Upon further study of the model, a presentation was made to Council regarding implementation. Direction was given to administration to explore the recommendations of this model in the preparation of the 2006 – 2008 budgets. This

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laid the groundwork for a gradual implementation of the rate model. The budgets since have been prepared using the rate model and the proposed 2013 – 2015 budget continues to move the Town toward full implementation of the rate model.

Each of the rate models proposed by the consultant included provision for recovery of commodity costs, cash operating expenses, non-cash costs such as depreciation and amortization and a return on the assets of the utility. The proposed model also contained recovery for common costs such as administrative and council salaries as well as overhead. Currently all commodity costs, cash operating expenses and non-cash costs are being recovered in all three years. In the budgets for 2013 - 2015 common costs have been recovered from the utility budget and transferred to the general budget in order to reflect the cost of Council, Administration and General Government costs associated with running the utility. The 2013 budgets for each utility contain a return of $300,010 in water and $410,899 in sewer to move closer towards a full utility method of billing. This represents a strong move toward the fully allowable return for each utility.

The proposed budget results in an overall billing increase of $7.93 (9.99%) in 2013. These increases would be based on usage of 20 cubic meters of water. These rate increases are within the 10% allowable by the Energy and Utilities Board (EUB). The proposed budget will enable the Town to move closer to a utility method of billing. Further challenges exist to build a fully allowable return on investment into future rates. This will affect the amount of funds available for fleet replacement and the level of infrastructure reserves. Continued analysis of long term capital needs will yield the information necessary to determine future cost inclusions and rate of return levels for rate setting.

In 2013 the utilities clerk position has been fully expensed under water, wastewater, and waste management. This change is a reflection of the change to monthly billing. The monthly billing has also increased the common services charge for water and wastewater by $10,000 each as a reflection of the change to monthly billing. The feedback from the customers has been positive to the change in the billing cycle. In 2013 it is proposed that the water meters are read month. The cost has been split between water at 54% and sewer at 46%, this is based on the volume of water used as the utilities are charged. The split of the cost of the meter contract is new in 2013; it has historically been expensed all under water.

The outsourcing of the printing of the utilities bills is included in this budget at a price of $1,560 for each water, sewer and garbage. The reduced time that the utility clerk spends printing the bills will be result in increased customer service.

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Major Functions: 1. Water Utility


The water utility provides water to the residents and commercial users of the Town of Stony Plain. Water is purchased from the Capital Region Parkland Water Services Commission (CRPWSC) and delivered to each user. The water utility function ensures the quality of the water provided to users. Infrastructure for service delivery is maintained and installed by this function. Meter reading is provided through a contract meter reading service throughout the Town. Billing functions are also provided.


Throughout the budget period it is projected that the cost of water per cubic meter purchased will increase to .98 per cubic meter, an increase of .10 over last year. Prior to the rate model, residential and commercial customers were treated differently in the water rate setting process based on meter size. Subsequent to the development of the rate model, all users of the system pay the same fixed rate per month and the same rates for each cubic meter of water used. The 2013 Water rate contains a provision for recovery of $190,000 in common costs allowable under the rate model. In 2013 the water portion of the bill is proposed to increase by $5.21 for the average user of 20 cubic meters of water. The proposed water rates for 2013 are a fixed rate of $14.80 per month and 1.44 cents per cubic meter commodity charge.


There are no specific core strategies or specific action items assigned to the utilities function.

2. Wastewater Utility


The Wastewater utility provides Wastewater services to the residents and commercial users of the Town of Stony Plain. This service is purchased from the Alberta Capital Region Wastewater Commission (ACRWC). Service billings are based on cubic meters of water purchased from the

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Capital Region Parkland Water Services Commission. (CRPWSC). The Wastewater utility also includes the cost of storm sewer management and dewatering in this budget. Infrastructure for service delivery is maintained and installed by this function. Billing functions are also provided.


This budget contains increases in rates payable to the Wastewater commission. This budget includes a rate of .86 cents in 2013, an increase of .04 cents over 2012. As mentioned earlier, the Wastewater budget for 2013 includes a provision for recovery of $190,000 of common costs that are transferred to the general budget. Prior to the rate model, residential and commercial customers were treated differently in the Wastewater rate setting process. Residential customers paid for Wastewater based on 70% of water usage. Commercial customers paid for Wastewater based on 100% of water usage. Subsequent to the development of the rate model, all users pay the same fixed rate per month and the same rate for Wastewater based on the number of cubic meters of water purchased. In 2013 the Wastewater portion of the bill is proposed to increase by $2.72 for the average user of 20 cubic meters of water. The proposed Wastewater rates for 2013 are a fixed rate of $14.30 per month and a rate of 1.4699 per cubic meter commodity charge.


There are no specific core strategies or specific action items assigned to the utilities function. The following table shows the effect of proposed rate changes from actual levels in 2012 compared to the 2013 rates.

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Town of Stony Plain

Utility Rate Analysis

Water Wastewater Annualized

2012 Billing

20cm3 at 1.1959 $23.92

20cm3 at 1.3515 $27.03

Fixed charge $14.47 per month $14.47


Total Billing $38.39 $40.98 $79.37

New Billing - 2013

20cm3 at 1.44 $28.80

20cm3 at 1.4699 $29.40



Total Billing $43.60 $43.70 $87.30

Difference 2012-2013 $5.21 $2.72 $7.93 $95.16 9.99%

3. Solid Waste Management

3.1 Service description Solid Waste Management involves the following functions:

Garbage Pick-Up and Disposal Organicart Pick-Up and Disposal Blue Bag Recycling Program Operation of a Recycling Center Participation in the Solid Waste Authority with Parkland County

Solid waste management service was contracted out for a five year period beginning in 2011 to Evergreen Ecological Services. Evergreen Ecological Services provides garbage pickup, disposal, Blue Bag Recycling Program and Organic cart pick up and disposal. Users of the service are billed on a cost recovery basis. The Town operates a Recycling Center that opened in August of 2006. The Recycling Center accepts organic waste, blue bags, cardboard and newspaper as well as the implementation of e-waste pickup in 2007. The Town is a joint member of the Parkland County/Town of Stony Plain Regional Waste Authority. The Authority oversees the operations of a transfer station and the Town of Stony Plain Recycling Center. The

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Authority has delegated operational responsibility for the transfer station to Parkland County and operational responsibility for the recycling center is delegated to the Town of Stony Plain.


In 2013 it is proposed that the garbage rates decrease. In 2012 the scheduled pick up went from once a week to every two weeks. Each home was provided with an organic cart and a waste cart. The cost effectiveness of this change to the waste management program is passed on to the users in this budget. It is proposed that the 2013 rate for waste management is $20.60 a decrease of $1.50 monthly. Repayments for the original order of organic carts ($68,925) and the subsequent order ($1,920) are included in this budget. Replacement organic carts have been added to the budget annually for $25,000. The 2013 user rate is $20.60 reduced from $22.10. The apartment and senior’s complex rates will also be reduced to $12.64 from $13.57, and $8.24 from $8.86 respectively.

Billing Summary

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Financial Summary:

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COMMUNITY SERVICES

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The Department works with community members to develop programs and/or events; develops workshops to enhance the skills of organizations; assists organizations in soliciting grants and/or fundraising. The Department staff act as initiators, resource people, facilitators, and ‘sounding boards’ with the community organizations.

Programs/Special Events - The Town offers summer children and youth programs and some direct adult/children programs in the winter/fall/spring. These include Dance Classes, First Aid, etc. The Town either partners or as a standalone entity manage numerous annual special events such as Farmers Days, Outdoor Movie, Christmas Light-up, Family Fest to name a few.

Facilities - The Department directly manages the Parkland Building, the Community Centre, Pavilion at Heritage Park, Old Fire-hall, as well as, the Library portion of the Forest Green Plaza, the outdoor swimming pool, in addition to the outdoor recreational fields and rinks. The Department provides assistance in the operation of the Arena, particularly with the Parkland County cost-sharing agreement, and manages all bookings. The Department manages the bookings of Community programs and facilities, as well as the community use of the schools. The Joint Use Agreement with the Parkland School Division, Evergreen Separate School Division and St. Matthew Lutheran School provides the extended opportunity of booking the use of the facilities and grounds to the community.

Handi-Bus service is an on-call transportation program, for seniors and handicapped individuals, managed by this department.

The department acts as the liaison between the Stony Plain Public Library Board, Community Groups, Regional Partners, the Town of Shikaoi, and the School Boards on behalf of the Town of Stony Plain.

The Director oversees the operation of the Stony Plain Golf Course and works in conjunction with the Leadership Team to ensure an efficient and effective operation.

The Director oversees the operation of the Stony Plain Fire Department in conjunction with the Chief and Deputy Chiefs.


The Japanese Twinning Program Budget in 2013 will see a significant decrease in

its budget as a result of it being an odd year and the Town of Shikaoi’s turn to fund

the cost of sending students to Shikaoi in July. The 2013 Budget assumes that

the Town of Shikaoi will provide funding as they have in the past nine years to

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contract a Japanese Exchange program coordinator. To date there has been no

confirmation from the Town of Shikaoi that these funds will be available in 2013

but the 2013 Operating Budget reflects revenue from Shikaoi in the amount of

$6,000 to assist with the costs of administering the large group delegation from

Shikaoi.

2012 saw another successful year for the Stony Plain Outdoor Pool. Budgeted

revenue levels were exceeded as a result of the above average weather. 2013

Budget levels reflect revenue levels based on average weather combined with

small fee increases. The pool continues to be an excellent resource and not

significantly impacted by weather in regards to lessons, rentals for birthday

parties, and swim club use. The pool is home to the Stony Plain Sharks Swim

Club who operates one of the largest summer swim clubs in Alberta. The Town

has an understanding with the TLC in terms of being consistent in lesson types

offered and salaries and it is assumed that this understanding will continue in

place for 2013. This understanding will cause an increase to the salaries budget

of the pool of approximately 3% over the 2012 Budgeted amount due to the

annual increases built into the TLC collective agreement.

This budget reflects an Operating grant to the MCC in the amount of $88,418

which is an increase of 4% ($3,016) over the amount provided in 2012. Of this

amount $10,000 is to be allocated to assist with Canada Day activities.

The contribution to the TLC is anticipated to increase by $146,083 in 2013 for a

total contribution of $439,792. This amount is made up of an operating

contribution of $346,798 and a capital contribution of 92,993. The reason for the

increase is to meet the Town of Stony Plain share of the operating and capital

contribution as approved by the TLC Board of Directors. This increase represents

a 50% ($146,083) increase in the contribution over 2012 levels.

This 2013 Budget reflects the estimated costs of operating the newly constructed

Spray Park. It is estimated that the costs of water, chemicals and power will be

$15,000.00.

Yellowhead Regional Library membership fees have been budgeted to reflect an

increase ($3,758) as a result of an increase in our population of 874 with the 2011

Federal Census. The per capita rate charged by YRL is proposed to remain the

same as previous levels ($4.30/capita) for the 2013 year.

Transfers to various Life Cycle Reserve funds have been increased by a total of

$25,000. This is reflected with the increase of $5,000 to the Outdoor Pool and

Library reserves and $15,000 to the Heritage Park Reserve.

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A. Major Functions:

1. Administration The Administration function of the Community Services Department is budgeted in

this category. This function provides administrative support and direction to all

areas of the Community Services Department. This area of the budget in addition

to administrative functions provides funding through the following programs:

Facility Subsidy Program provides assistance to community groups and organizations to host provincial and or national level competitions or events.

The Japanese Twinning Program is administered from and funding is allocated in this area of the budget.

Achievement Recognition Program which recognizes individuals or teams who have made great achievements and meet the criteria established by policy.


This budget includes funding and training dollars for the Director, Community

Services Coordinator, Facilities Coordinator and Administrative Assistant.

The Japanese Twinning Program Budget in 2013 will see a significant decrease in

its budget as a result of it being an odd year and the Town of Shikaoi’s turn to fund

the cost of sending students to Shikaoi in July. The 2013 Budget assumes that

the Town of Shikaoi will provide funding as they have in the past nine years to

contract a Japanese Exchange program coordinator. To date there has been no

confirmation from the Town of Shikaoi that these funds will be available in 2013

but the 2013 Operating Budget reflects revenue from Shikaoi in the amount of

$6,000 to assist with the costs of administering the large group delegation from

Shikaoi.

Community Sustainability Plan Reference:

Economic Viability

Continue to pursue government and alternative funding sources.

Cultural Vitality

Continue to pursue cultural exchange programs.

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LEVELS OF SERVICE PROVIDED BY THIS FUNCTION

Services Provided

Level of Service

1 Administer Facility Subsidy Program As requested

2 Administer Achievement Recognition Program As requested

3 Coordinate Shikaoi Twinning Program Coordinate all arrangements for students from Shikaoi and students going to Shikaoi.

4 Assist Community Groups/Individuals Develop programs Develop workshops Solicit grants Act as sounding boards/resource for community groups

5 Recreation cost share agreements Negotiate new and

monitor existing

agreements

6 Booking/Billing Agent Community use of

schools

Ball diamonds

Soccer fields

Arena

Community Centre

Heritage Park

2. Programs

2.1 Service Description

The Town of Stony Plain operates three main functions in the program area.

These three functions are listed below:

Summer Programs – The Town operates day programs for youth aged 3-12.

Workshops and spring/fall programs – Basic programs are offered that are requested for by the residents and are not already offered by other community businesses or organizations.

Special Events – Examples include New Year’s Eve Festival, Farmers Days, Winter Carnival, Alberta Arts Days, Sweet Sounds, Outdoor Movie, Christmas Light Up, etc.

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Programming/Special Event levels will continue to be a priority in 2013 with staff

resources required to assist with the events that are planned through the Cultural

Round Table. The Town will continue to participate and be involved with special

events such as the New Year’s Eve Festival, Farmers Days, Winter Carnival,

Christmas Light-up, Outdoor Movie, Alberta Culture Days, etc.

Regional Special Events and Programming initiatives are planned to increase as a

result of the determination of the regional programming group to work closer

together on programs and initiatives. The 2013 budget anticipates funds to

recognize the funding commitments required to participate and partner in the

regional events.

Advertising costs have been increased to represent increased costs and the need

to provide additional advertising and program supplies.

The prices established for the programs are established to represent break-even

costs less the costs of the full-time salaries and benefits. The prices established in

preparing this budget indicate an increase in the fees and charges for the summer

programs.


Cultural Vitality

j. Establish plans to promote community health and wellness.

LEVELS OF SERVICE PROVIDED BY THIS FUNCTION

Services Provided

Level of Service

1 Play Daze Summer Program Day program for 8 weeks

(ages 3-12 years)

2 Variety of Fall & Spring Programs Offered as requested by

residents and not being

offered by private

business or other

organizations.

3 Special Events As required – i.e. New

Year’s Eve Festival,

Farmers Days, etc.

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4 Regional Program Initiatives Community Info Fair

(Spring and Fall), Little

Monsters Bash, Volunteer

Appreciation, Recreation

& Parks Month, Positive

ticketing

Comments

Based on increase demands and expectations it is anticipated that the Town will

become more involved in programming and facilitation and direct operations of special

events as a result of expectations of the public and our residents.

3. Handi Bus:

Service Description

The Town of Stony Plain operates an on-call transportation service for seniors and

handicapped individuals. The service operates regular hours of 8:00 a.m. to 4:00

p.m. Monday to Friday.

The service is also available for charter service at other times. An increased fee is

charged for after hour’s service.

The Handi-Bus Dispatcher is available on Monday, Wednesday and Friday, from

9:00 to 11:30 a.m.

Major Budget Highlights for 2013

The 2013 Budget will remain status quo for the most part.

The user fees are proposed to increase slightly as they have been held at the

same level for the past five years.

The 2013 budget anticipates a 3% increase to salaries in the anticipation of Step

movements on the grid.

The 2013 fuel component of this budget has been increased 15% from the 2012

Budget amount in anticipation of increased fuel prices.

The 2012 budget reflects a transfer of $15,000 to the Handi-Bus Reserve which

remains at the 2012 transfer level and meets the long-term funding plan for the

replacement of the vehicles as required.

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LEVELS OF SERVICE

Daily on-call appointment Monday-Friday Door to door pick-up

Special events/day trips 6-8 times per month

Available after hours/weekends As called upon


Social Equity

1.6 Cultivate improved service delivery for persons’ with disabilities.

1.7 Facilitate enhanced service delivery for seniors.

4. Community Group – Operating Grants

Service Description

The Town of Stony Plain provides operating grants to many not for profit

organizations on an annual basis. These organizations are required to submit the

necessary forms and make a brief presentation before Council (typically on the

Community Groups Budget Meeting in September).


Below please find the organizations amount of funding provided in 2012, their 2013

request and 2013 approved amount.

Community Groups 2012 2013 2013

Amount Request Approved

Stony Plain BMX Club $10,000 $10,000 $10,000

Pioneer Museum $44,000 $85,000 $50,000

MCC $85,402 $88,819 $88,819

Turning Points Society $30,000 $30,000 $30,000

Search & Rescue Society $12,000 $10,000 $10,000

Victim Services Society $10,000 $10,000 $10,000

Allied Arts Council $ 2,000 $ 2,000 $ 2,000

Drug Strategy Team $ 5,000 $ 5,000 $ 5,000

Y.I.E.L.D. New Request $20,000 $ 0.00

Parkland Food Bank New Request $15,000 $ 0.00

PAYES $5,000 No Request $ 0.00

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FACILITIES

5. Arena Boards:

Service Description

The Community Services Department has a program in place whereby the Town

solicits businesses and organizations to advertise on the Glenn Hall Centennial

Arena rink boards.

Net profits from the Arena Board Program are contributed to the Recreation

Reserve – Arena. The purpose of this reserve is to assist with the funding of on-

going capital projects in the Centennial Arena. The program has been in existence

for thirteen seasons and approximately $170,000 has been contributed to the

reserve in that time.


This is a status quo budget.

The rates charged for the arena board ads are greater than market rates in most

cases and revenues under this budget reflect full board sales.


Economic Viability

2.5 Continue to actively pursue government and alternative funding sources.

6. Swimming Pool:

Service Description

The Town of Stony Plain operates an outdoor swimming pool from approximately

mid-May to the end of August, depending on the first scheduled day of school.

The swimming pool offers the following services:

School lessons during the months of May and June

Public lessons during the months of July and August

Public swim times

Adult lane swim

Aqua-fit training

Private rentals – i.e. birthday parties, family gatherings

Special Events – i.e. Midnight swim, Friday Frenzies, etc.

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The Stony Plain Sharks Swim Club operates a very successful summer swim club

and uses the Stony Plain swimming pool as its base of operations.


2012 was another successful year in terms of revenue for the Stony Plain Outdoor

Pool. Record levels were attained with the above average weather. 2013 Budget

levels reflect revenue levels based on average weather and normal usage together

with a small increase in fees. The pool continues to be an excellent resource and

not significantly impacted by weather in regards to lessons, rentals for birthday

parties, and the swim club use. The pool is home to the Stony Plain Sharks Swim

Club, one of the largest summer swim clubs in Alberta. The Town has had an

understanding with the TLC for the past number of years in terms of being

consistent in lesson types offered and salaries and it is assumed that this

understanding will continue in place for 2013. This understanding will cause an

increase to the salaries budget of the pool of approximately 3% over the 2012

Budgeted amount due to the annual increases built into the TLC collective

agreement.

Even though usage and revenues were very good in 2012, revenue projections for

the 2013 swimming pool revenue budget have been increased slightly (7% overall)

over the 2012 Budget projections.

For the tenth consecutive year there is no cost share agreement in place with

Parkland County for the operation of the Outdoor Pool even though approximately

25% of our lesson registrations are from County residents. The County’s position

on this issue has been and continues to be that they will not cost share the outdoor

pool with the opening of the aquatic centre in the Tri-Municipal Family Leisure

Centre. Prior to the end of this cost share agreement the Town of Stony Plain used

to receive approximately $13,000 annually towards the operating deficit of the pool.

Utilities should remain consistent based on the contract with Nexen which

guarantees the rates through 2013.

The 2013 Budget sees the contribution to the Life Cycle Reserve increasing by

$5,000 from the 2012 contribution for a total contribution of $35,000.00.

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Social Equity

1.4 Foster a safe community through the provision of preventative and response

services.

Cultural Vitality

3.7 Establish plans to promote community health and wellness.

Environmental Responsibility

4.1 Implement the Environmental Stewardship Strategy.

LEVELS OF SERVICE

Services Provided

Level of Service

1 Public Swimming Lessons Red Cross Lesson

program.

2 School Swimming Lessons Four weeks of lessons.

Limit most schools to 2

classes/school.

3 Public swim times 18.5 hours/week –

May/June

28.5 hours/week -

July/Aug.

4 Adult lane swim 11 hours/week – May/June

5.75 hours/week –

July/Aug.

5 Aqua-fit training 2 hours/week

6 Private rentals 7 hours/week

7 Special events As determined

8 Shark Swim Club rental 2 hours/day – May/June

3 hours/day – July/Aug.

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7. Youth Centre 8.

Service Description

The Town owns and operates the facility that the Youth Centre. FCSS provides all of

the programming and supervision of the users of the facility.


Status Quo.


Social Equity

1.1 Create a downtown redevelopment plan including the pursuit of cultural amenities and the promotion of mixed use development.

9. The Stony Plain Rotary Spray Park 10.

Service Description

The Town of Stony Plain owns and operates the Stony Plain Rotary Spray Park. The

facility will be open primarily from Mid-May to the end of August similar to the hours of

operation of the Stony Plain Outdoor Pool.

2013 will be the first full season of operation and it is anticipated the operating

costs for this facility will be approximately $15,000 for power, water and chemical

costs.


2013 will be a status quo budget.


No strategic action items associated with this function.

LEVELS OF SERVICE

Services Provided

Level of Service

1 Operate a spray park from Mid-May to the end of

August.

Required to supervise and

maintain water chemistry,

cleanup of surrounding

grounds.

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11. Parkland Building:

Service Description

The Town of Stony Plain owns and operates the Parkland Building. The Parkland Building

has been leased to the following groups since 2004 and both organizations have current

leases through to December 31, 2012.

Parkland Potters Guild

Turning Points Society


This budget reflects revenue from the Parkland Potters Guild and Turning Points Society

in the amount of $17,500.00 which administration anticipates will offset the annual

operating expenses of the building.

This budget does see a transfer of to the Life Cycle Reserve in the amount of

$15,000.00 annually which will continue the investment in the Life Cycle

Replacement plan for the facility which started in 2005 and is intended to address

basic future capital upgrades.



LEVELS OF SERVICE

Services Provided

Level of Service

1 Leased space for the Turning Points Society Town pays for all

utilities and repairs and

maintenance to the

common area and

mechanical equipment.

2 Leased space for Parkland Potters Guild PPG take care of their

own utilities, janitorial,

and repairs in their

leased space.

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12. Community Centre:

Service Description

The Town of Stony Plain operates and maintains the Stony Plain Community Centre.

The Community Centre is the home to the Parkland Ukrainian Dancers, New Life Church

and the Royal Canadian Sea Cadets.

The facility is booked regularly every Saturday from Mid-March to Mid-December for the

Stony Plain Farmers Market and every Sunday morning by the New Life Church. The

facility is also available for regular bookings i.e. meetings, weddings, banquets, dances

etc. and is used to host many Town of Stony Plain recreation and FCSS programs.

The Town of Stony Plain leases office space to both the Parkland ATA Local and the

Royal Canadian Sea Cadets.


The Community Centre Budget for 2013 sees rental contributions increasing by 5%

based on actual bookings in 2012 and fees remaining at the 2012 levels.


Social Equity

1.1 Create a downtown redevelopment plan including the pursuit of cultural

amenities and the promotion of mixed use development.

LEVELS OF SERVICE

1 Facility that is available for rental from small meetings to

large dinners/banquets.

Town will provide care

taking, cleaning and

maintenance of the

facility.

13. Library:

Service Description

The Stony Plain Public Library Board operates a full service library for the Town of Stony

Plain. The Library Board manages the operation and relies on the Town of Stony Plain

for financial support. The Town directly manages and budgets for annual operating

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funds for the operation of the facility the library is housed in (utilities, insurance, and

repairs/maintenance). In addition the Town covers the annual YRL membership fee and

provides an operating grant to the Library Board to assist with their direct costs (primarily

salaries and benefits).

The library is currently housed in seven and ½ bays or approximately 10,000 square feet

in the Forest Green Plaza (strip mall).


This budget reflects an increase of 5% ($15,000) for a total operating grant of $315,000

which equals the request from the Stony Plain Public Library Board through the 2013

Community Budget Process.

Yellowhead Regional Library membership fees have been budgeted to reflect an

increase ($3,758) as a result of an increase in our population of 874 with the 2011

Federal Census. The per capita rate charged by YRL is proposed to remain the same

as previous levels ($4.30/capita) for the 2013 year.

This budget includes all of the operating costs involved in the operation of the expanded

space and reflects the Towns ownership of 50% of the building. These additional costs

include the costs of snow removal, garbage pick-up, insurance, canopy cleaning and

lighting, parking lot and general building maintenance.

2013 will see an increase of $5,000 to the Life Cycle Reserve component of this budget

for a total of $45,000 transferred to the reserve in 2013.



14. Heritage Park:

FUNCTION OVERVIEW

The Town of Stony Plain operates and maintains the Heritage Park which in this budget

assumes a year round operation.

Heritage Park including the pavilion is the host for weekly events such as the Heritage

Market, as well as annual special events such as Blueberry Bluegrass Festival, Farmers

Days & Kinsmen Rodeo, Cowboy Poetry, City Slickers, Rotary Run for Life among other

special events.

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The 2013 Budget reflects actual operating costs based on a full year of operation of the

new year-round pavilion. Based on this operating costs have been increased by roughly

$30,000 as a result of utilities due to its year-round operation and cost of heating the

facility.

The 2013 Budget does also reflect increased revenues ($10,000) as a result of increased

usage of the facility.

There is a proposed increase of $15,000 to the Heritage Park Capital Reserve to assist

with Life-cycle repairs or improvements to bring this contribution to $25,000.


Economic Viability

2.5 Create a business development plan focused on business attraction, tourism and

marketing to promote economic diversity.

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Financial Summary

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GOLF COURSE

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The Town of Stony Plain owns and operates a public 18 – hole championship golf

course. The property includes a 4 hole junior loop and state of the art practice facility. It

is a full service golf establishment with user fees, equipment, merchandise, and cart

rentals being offered. Green fees in the form of unlimited season playing pass and

single use passes are offered. There are no members. The course operations include

the following amenities:

● Driving range ● Clubhouse

● Pro shop ● Restaurant/lounge ● Banquet facility ● Locker room

● Course Maintenance facility

The food and beverage service is provided by a service contractor with a rental fee paid

to the Town on a monthly basis determined by a percentage of the contractor’s gross

revenue.

Division Mission Statement

The Town of Stony Plain Golf Course is dedicated to providing high quality

golfing experiences and enhancing our customer’s enjoyment of the game.

Operational goals of the 2013 budget

● Continue to be recognized as a premier value golf operation by all customers. ● Receive increased recognition from the golfing public as an operation with high

standards, integrity and high quality customer service. ● Deliver competitively priced golf to residents and visitors of Stony Plain. ● Offer resident discounts ● Develop initiatives for introductory level golfers and cost conscious beginners. ● Expand the offerings for recognized growth sectors, i.e. ladies and seniors ● Continue to enhance junior golf and develop a beginner golf program.

The Stony Plain Golf Course is not all things golf to all levels of customer. It can define

itself by recognizing its mission statement and vision. It is a high value golf facility

catering to those who desire such. There are other levels of golf venues within the

primary market that cater to different golf market segments.

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In comparison with competing regional golf courses, Stony Plain Golf Course offers

excellent course conditions at lower than market value rates. The golf course proper is

currently considered a regional leader in course conditioning. This market position is

considered to be the key competitive advantage that the course maintains.

The golf course will continue to focus on providing an affordable fee structure while

offering advanced service levels. The customer service component will continue to make

enhancements each year with focus on front line contact with each customer whether

within the facility or on the course. The goal of the management team is to be

recognized for excellence in customer service as it is for excellence of playing

conditions.

2013 user fee strategies were developed with local competition as a guideline for setting

rates and fees. The structure was derived from a 2012 market analysis of competitive

courses within the primary market. By consistently focusing on our market position, and

trying to remain cost conscious within that market, the golf course will continue to be

recognized as a premier value golf operation.

Play, or usage, can be divided into 3 main market sectors. Pass holder play, green fee

play and tournament play. Each sector contributes significantly to the overall revenue

structure although some areas may seem more lucrative during given times of the year.

As with any business it must focus on its core customer by identifying their predictable

needs and spending habits.

The budget presented is compiled from historic averages as a baseline. 30,000 rounds

annually are anticipated in an average year. This number is split for usage as 46% pass

holders and 54% green fee, tournaments included. These percentages were verified as

‘average’ using the current POS system data as of December 2011.

The 2013 Budget reflects a significant change to the budget that being the removal of

the transfer to the Town of Stony Plain of $100,000 (profit). This is a result of it being

unrealistic for the operation to make this profit with the added cost of the debenture

payment ($128,000) for the maintenance building. The 2013 budget also sees a

reduction in expenses in all departments in efforts to be as cost effective as possible to

afford maintenance compound repayment and tax stabilization transfer. This budget

sees capital improvement projects and equipment purchases as extremely lean for the

next number of years in order to ensure those debenture payments can be covered

through golf course revenues.

Substantial cuts were made to all areas of the operation to be able to propose a realistic

balanced budget. These cuts include a 40% reduction to advertising and promotions.

The maintenance equipment lease payment has been removed from the operational

budget with purchases of equipment to be purchased outright opposed to leased. Power

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cart turnover practice of 5 years has been pushed to 6 years and beyond with the intent

to try to extend the life of existing power cart fleet. Pesticide and fertilizer budget is

reduced by 15% as a result of advanced purchases at pre-set pricing. Course

improvement projects have been reduced by 30% in this budget as well.

The 2013 budget indicates a continuation with the triumvirate leadership model initiated

in 2010. The leadership team is comprised of the Golf Course Superintendent,

Clubhouse Manager, and Head Golf Professional. The team will continue to assist each

other in the core duties associated with the operation. The team lead is charged with

implementation of the tasks associated with each duty. They are the ‘go to’ person as it

relates to finer questions of the position and facilitating of the tasks. The lead reports

back to the team with any items required for broader understanding and details

necessary for communication.

2013 Core Duty Team Leads

1. Develops safety / security procedures long / short-term plans, annual operating and capital budgets for the golf course operations including the Pro Shop, Maintenance, Administration and Food and Beverage Departments. All

2. Develops user rates and service fees for the Golf Course for the Approval of Town Council. All

3. Oversee capital planning projects. Golf Course Superintendent

4. Ensure management, staff and members/users enforce and adhere to rules and regulations.

Head Professional

5. Develops and implements all marketing and advertising strategies for the Golf Course including the maintenance of the Golf Course Website. Golf Course Superintendent

6. Promotes and make reservations for golf tournaments and assists corporate clients and facility users with pro shop, golf course and banquet services. Clubhouse Manager

7. Develop a customer service program including service paths staff training and user satisfaction measurement. Clubhouse Manager

8. Develop and maintain departmental operational procedures and guidelines.

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All

Communication meetings with the Director of Community Services shall continue to take

place regularly and once per month at minimum. This time is used to make the Director

aware of the operation to date and gain feedback for future considerations.

2013 Operational Philosophies:

The pricing strategies utilized with the pass holder component of the operation will

continue to see a user based fee structure developed in 2010 as opposed to the former

private course structure (2009 and prior). The pass holder fee structure is based on

contributing to the tax base of the Town of Stony Plain (residence) and fair share of use.

Season passes will continue to be offered up to 270. These are available for sale during

2013 with roughly 150 passes being 5 day (Monday-Friday) and 120 being 7 day

(Monday-Sunday). These levels allow the golf course to be able to reasonably allocate

tee times and access for pass holders, green fee, and tournament players.

Available passes (those not renewed by current pass holders) will first be filled by

customers who have added their names to a waiting list. Priority for passes is given to

Town of Stony Plain residents first with those living outside Stony Plain boundaries

being contacted once all Town residents are offered available passes.

The budgeting mode will continue to see a capital reserve fund being utilized as a

funding source. This method allows a reserve bank comprised of actual profits from

previous years and savings to dictate funds. This allows for years where less than ideal

conditions can average out with years where above average weather and profits is

realized. Monies not used during the current capital plan will be saved and remain in the

fund to help fund future projects.

Revenues have been adjusted to be more realistic and to acknowledge the operation’s

dependency on suitable weather for revenue generation. This reduces the burden on the

operation to consistently exceed expectations to be able to meet budget projections.

The strength of this strategy is that it depends less on the need of “perfect” weather,

early opening coupled with a late close to meet revenue goals. This is not to say that

the operation will no longer be weather dependant, simply, the impact of poor weather

on budgeted revenues and expenses are lessened when revenues are derived from

average historical values.

Play percentages were averaged over the last 5 years and are approximately 30,000

rounds.

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The 2013 Budget satisfies anticipated departmental requests for appropriate funding. It

has taken into account inflationary measures and industry related issues presented

through suppliers.

The budget also examines the needs and expected performance levels of the pro shop.

This budget will allow inside and outside services to meet the customer service levels

that are being set forth as a standard.

The course operations budget meets current needs combined with historic expectations

and strategies.

The 2013 budget includes the long term debenture repayment of ($128,000) on the

operations centre relocation.

The 2013-2015 golf course budgets reflect any surpluses being transferred to the golf

course reserve to assist with funding future capital projects and equipment purchases.

A yearly report entitled Trend Analysis shall outline operational improvements and

business transitions along with current operational analysis will be presented to Council

prior to the end of the 2012 calendar year.

Stony Plain Residents

The Golf Course has implemented many strategies to try and offer Stony Plain residents

special discounted access to the golf course. Although anyone can capitalize on some

of the offerings these are targeted at residents and marketed locally.

Some of these opportunities are

1. A cart and 9 holes for $29.00, two afternoons per week. 2. Friday night mixed golf, which includes 9 holes of golf and a meal for $35.00 3. Passholder discounts include a 5% discount to Town residents 4. Seniors get an additional 5% off of passholder rate. 5. Juniors get access to the course for $8.00 on junior night, which includes lessons,

local business supported snacks for each player every week, and 9 holes of golf. 6.

Although most of the above is not limited to town residents it is the local customer they

are targeted to.

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Fees and Charges

Green Fee

The golf course is currently positioned with Cougar Creek to the west, the Links and the

Ranch to our east. We must be priced competitively but not undersold. Under-pricing

creates lack of capital and in such, not being able to offer the customer service and

amenities that this market expects.

Pricing strategies will continue to see the course in a follower position to ensure the

customer better value. Every year the pricing points will be examined and positioned to

reflect the rates of competitors previous year’s offerings at most, and will always try to

be less.

Local Area 2012 Green Fees

Golf Course Type Notes Weekend Green Fee

Stony Plain Public CURRENT 2012 and PROPOSED 2013 $65

Cougar Creek Public Incl. Water Range $70

The Ranch Public Incl. Cart and Range $86

The Links Public $63

Season Pass

Local Area 2013 Memberships and Seasonal Passes

Golf Course Type Membership notes yearly pass

Stony Plain Public Resident 2013 pricing [others 2012] $2138

Stony Plain Public Non-Resident 2013 pricing [others 2012] $2250

Cougar Creek Public 15 passes available $2362

The Ranch Public Shared cart ($800 value) $4095

The Links Public 50 passes available $2625

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* Note: Stony Plain 2013 rates are less than competitors 2012 rates. This has been

transitioned closer to area averages in 2013. All pricing includes gst.

** Note: Stony Plain is the only course to offer a resident and senior discount.

Tournaments

Tournament offerings are also a result of a market study. They continue to mirror the

pricing policies of pass holders and green fees by offering competitive venues but

remain cost sensitive and therefore have an increased value in the customers’ eyes.

2013 goals:

● Continue triumvirate management style ● Continue junior and 9 hole access times that improve the course of business ● Realize average course usage ● Attract experienced, motivated and dedicated employees on a seasonal basis

and full-time basis. ● Ensure the food and beverage contractor provides adequate service delivery. ● Ensure the maintenance building debenture payment is covered through golf

course revenues.

Major Functions:

1. Golf Course Administration


Administration is responsible to ensure accurate organization of the golf course

financial records, files, deposits, accounts payable/receivable, payroll and cash

out reconciliation.


Budget highlights are as follows:

● Realize average course usage ● Offer green fee structure slightly below competitive offerings ● Continue to offer competitive tournament fees and service ● Maintain maximum pass holder roster levels to 150 – 5 day (Monday-Friday) and

120 – 7 day (Monday-Sunday) passes sold. Senior categories are in their transition to a 5% discount from previous 10% discounts. The number of pass holders in the senior category continues to rise to unprecedented levels.

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● Build Capital Reserves to aid in meeting the Capital Projects & Purchases Plan by allotting unbudgeted surpluses to the course capital reserves.

● 1st payment of the maintenance construction project of $128,000 ● Continue to promote employee-training opportunities with golf management

specific programs (University of Guelph and Selkirk College) and conference attendance for lead team including National Golf Course Owners Association (Canadian and American chapters) and Canadian Society of Club Managers as deemed appropriate.

2. Golf Course Pro Shop


The pro shop function of the golf course provides starting season pass holders,

green fee players, public and corporate tournaments on the course via a

computerized tee time booking program.

The pro shop department is responsible for revenue sources including daily

green fees, power carts, driving range and retail sales. In addition, this

department provides support for management in promotion of golf functions,

junior development, golf club league play, public relations and etiquette.

A Head Golf Professional is contracted to provide supervision of this area, the

instructional program development and expansions thereof.


Budget highlights are:

● Enhance customer service levels within the areas of consideration ● Continue to promote employee-training opportunities and empower

front line staff to excel at customer service ● Repayment to the general purpose reserve through 2013 at $27,000 for

costs incurred for power cart storage compound construction and the 2008 purchase of electric power carts

3. Golf Course Maintenance


The maintenance department implements course improvement projects and

provides daily conditioning and upkeep of the golf course property.

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● Relocation of the operations centre ● Continue to promote employee training opportunities including turf grass

management programs and conference attendance for Golf Superintendents Associations including Alberta, Canadian, and American chapters as deemed appropriate

Comments:

The maintenance practices and course standards continue to be to private course levels

without the high costs associated traditionally associated with private courses. There are

many aspects of the preparation and presentation that are leading edge in the Alberta

market and compare to some of the top courses nationally. Revenues have been

budgeted at achievable and realistic levels while providing adequate funds to maintain

the current operations. The benefit of the course conditions are increased exposure

and superior product offering. This benefit is the single most important marketing

strategy in place.

4. Golf Course Food and Beverage


Food and Beverage services are provided by a service contractor. Quality and

service levels are supervised by the course management.


The Town receives commission on gross sales. The Food and Beverage Budget

includes the expenditures to purchase kitchen supplies, repair/maintenance of kitchen

equipment, janitorial and utility costs. The contract with Mr. Toye (Greenside Lounge)

sees the Town realizing 14% of gross sales. This is an increase of 4% over the

previous food contract. 2013 marks year final year of a 3 year contract with Greenside

Lounge. Mr. Toye has expressed interest in extending his contract term.

The provision of management and service levels for the food services department is

contracted into the operating agreement with the current contractor. The need for a

specialized food and beverage manager has been achieved within this food contract.

The operation continues to make improvements and is anticipated to have a

successful winter season in 2012/2013.

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The current contractor provides reputable food service and has extensive experience

in food preparation. The golf course will continue to work to make improvements to

food services and will assist the contractor where necessary to ensure customer

satisfaction levels are met.

Financial Summary:

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FEES &

CHARGES

2013

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FEES AND CHARGES OVERVIEW

LEGISLATIVE SERVICES

Commissioner for Oaths services are provided to customers at no charge. Fees and charges

under the Legislative Services umbrella will remain the same and are usually in accordance with

provincial legislation, such as Freedom of Information and Protection of Privacy Act fee

schedules and the Local Authorities Election Act.

UTILITY SERVICE FEES

Commodity and fixed charges have been changed in this budget to reflect ongoing compliance

with the Utility Rate Model of 2005. Waste Management charges are decreased to reflect the

cost of service. There are no changes to fees and charges in the Utility Service fees area of this

budget.

DEVELOPMENT PERMITS AND MISCELLANEOUS FEES

A few changes to fees and charges are noted throughout the Planning and Development

Charges area. The increased fees are planned to offset costs of providing service.

ARENA FEES AND CHARGES SUMMARY

Supporting Bylaw or Policy: Policy 073/02/02/SP Facility Rental

Arena rates during the ice season and off season for minor groups and local adult users are

proposed to increase slightly as compared to the rates charged in 2012. The overall operating

cost of the facility has increased by 2.0% primarily as the result of ice plant maintenance costs,

increased R & M costs and utility increases.

The goal of the facility rental policy is to achieve a recovery rate target of 80% for minor groups.

In 2007 the recovery rate was decreased from 75% to 70% for minor groups as a result of

significant increases in operating costs. In 2010 with operating costs increasing significantly the

recovery rate charged to minor groups was lowered to 65% from 70%. In 2011 the recovery rate

% was once again decreased to 60% from 65%. 2013 fees see the recovery rate remaining at

60% which will allow our fees to remain close to those charged by the TLC and the City of

Spruce Grove. It is proposed to leave that recovery rate target the same for the next three years

based on the proposed operating costs of the facility.

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OUTDOOR RINKS

The rates were last increased in 2010. Administration is recommending these rates remain at

2012 rates. City of Spruce Grove does not charge for their outdoor rinks but they also do not

rent them out for exclusive functions.

SPORTS FIELDS

The Sports field rates are proposed to see a slight increase in each of the three years the rates

charged are similar to the rates charged by the City of Spruce Grove. The 2013 rates will see on

average a 6.7% increase in most categories.

Supporting Bylaw or Policy: Policy 073/02/02/SP Facility Rental Policy

CONCESSIONS

The lease rates for the skate sharpening room were agreed upon ($75/mth. based on seven

months/year) in a three-year agreement that runs through to the end of the 2012/13 ice season.

The lease rates for the concession are in negotiations for another three-year agreement with

minor hockey that will run through the 2012/13 ice season. This agreement allows the parties to

renegotiate a rate satisfactory to both parties annually. Administration is recommending that the

concession rates increase by $50.00/month for each of the years 2013 to 2015.


HANDI-BUS

Administration is recommending that the rates be increased by 12.5% over the 2011 rates which

have not been changed since 2009

Supporting Bylaw or Policy: Policy 685/11/00/SP Handi-Bus Service Levels

SWIMMING POOL

Swimming Pool rates will increase slightly (between 4.8% - 6.7% depending on the category) in

2013 for all daily admissions, passes, lessons and rentals as a result of minor increases in

operating costs. These operating cost increases of 2.9% are primarily as a result of increases in

salary costs. The salary costs are to be equitable with the TLC aquatic staff salaries.

User fees are also similar compared to the rates charged at similar facilities in the metro

Edmonton area. The rates charged at the Stony Plain Pool strive to be less than those charged

by the TLC.

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Administration is recommending that the swim club rental rate remain the same as 2012 rates

which provides a recovery rate of 50%. By adopting these rates, the Sharks Swim Club will pay

90.00/hr. for six lanes (equivalent to $15.00/lane/hr.) whereas the swim clubs operating out of

the TLC will pay $15.50/lane/hr. or the equivalent of $93.00/hr. Currently the rate the Sharks are

charged is significantly more than what most other outdoor pools charge their swim clubs.

COMMUNITY CENTRE

Administration has proposed that the rates for 2013 remain at the 2012 level as a result of the

facility being able to be a break even facility at these rates.

HERITAGE PARK

With a year of operation to use as a base mark and in comparison with other similar facilities

administration is proposing increases of 4.2% to all rates across the board over the 2012 rates.

Administration is recommending that minor rates continue to be established at 80% of adult

rates and Commercial/alcohol/non-local functions are charged 125% of adult rates through

2013.

GOLF COURSE HIGHLIGHTS

Increases to 2013 fees have been kept as modest as possible and in comparison to golf course

competition in the area. The course will continue to focus on value added offerings opposed to

discounting and have been based on competitive analysis, market segmentation, and an

equitable user fee structure as opposed to traditional percentage based increases.

GREEN FEES

After a market assessment of competitive courses in the region administration is proposing that

green fee rates be left at 2012 prices.

SEASON PASSES

The 2013 year reflects the fee structure transition completed so the 2013 fees reflect the fee

structure plan which bases the fees being categorized according to usage and residence as

opposed to marital status and the ability to pay early. The key transition in 2013 is the seniors

discount dropping to 5% discount of adult fees. No other golf course has been found that offers

a senior discount on a season pass.

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A market study of Edmonton area golf courses was undertaken and cost positioning was

determined. This positioning would see the fee structure offer a better value than our

competitors while remaining financially sound for the long term viability of the course.

Current Stony Plain Golf Course Pass holder Rates were established ensuring;

1). Fair share approach to all passes is applied, e.g. being a weekday pass must represent

5/7ths of a full pass.

2). Senior offerings are discounted 5% less than the adult rate.

3). Residents of the Town of Stony Plain will be discounted 5% from non-resident rates

All season pass categories will see modest increases of 4.3% or less with the exception of the

senior categories which will see an increase of 10.1% as a result of the final phase of the

transition to only a 5% discount.

Administration is continuing to monitor the pass holder levels and is intending to continue to cap

levels of pass holders at 270 which is made up of 120 seven day pass holders and 150 five day

pass holders. This balance has been used for the past three years and appears to be a good

balance which satisfies the demand for annual passes while providing adequate access to the

course by green fee players.

CORPORATE PASSES

The Corporate pass structure will reflect the same offerings as the past two seasons which is a

number of green fee and cart passes being offered regardless of the names associated with

each pass. A typical corporate pass will be 72 rounds @ $65.00/round. Each pass will be valid

for a green fee and powercart. This system will have a value added offering of 27% off rates

associated with normal golf and power cart purchase during peak times. Offerings outside of the

72 game scenarios will be considered on an individual basis.

Administration is recommending that the prices for the corporate packages remain at the 2012

rates.

GAME PASSES

Game passes shall be offered according to their intended use, either weekday or prime time

weekend. Their costs shall reflect the green fee rate but offer 13% to 15% value added offering.

This value added will see range balls provided for each green fee pass purchased. Another

advantage to the purchaser is the ability to utilize booking procedures similar to pass holder

offerings.

Administration is recommending that the prices for the game packages remain at the 2012 rates.

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CART RENTALS

All cart rental fees are proposed to remain the same as 2012 rates with the exception of the 10

pass – 18hole cart pass which will increase by $5 for a total of $160, and the 9 hole cart rate

which will increase by $2 to a total of $20.00.

DRIVING RANGE

Driving range pass rates will see a significant change with the removal of annual driving range

passes. The annual passes will be replaced with the opportunity to purchase restricted passes

on large buckets. Daily rates for driving range will remain the same as 2012 levels for all sizes

of buckets.

CLUB STORAGE

Locker storage in 2013 is proposed to remain at 2012 rates.

LEGISLATIVE SERVICES

Supporting Bylaw or Policy:

Photocopies Policy 042/01/07/SP

FOIP Policy 420/07/99/SP, FOIP Regulation, Schedule 2

Commissioner for Oaths Alberta Solicitor General

Fee Schedule 2012 2013 Changes/Comments

Photocopies - Public, Black & White .25 .25

Photocopies - Public, Color .50 .50

FOIP - Initial Request 25.00 25.00

TAXES & ASSESSMENT


Tax and Related Services Bylaw 2433/TAX/11

NSF Cheques Policy 493/07/00/SP

Fee Schedule 2012 2013

Tax Certificate (Electronic) 30.00 30.00

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Tax Certificate (Manual) 35.00 35.00

Tax Certificate with Detailed Tax Statement 35.00 35.00

Certificate of Assessment 10.00 10.00

Certificate of Assessment (each additional year) 5.00 5.00

Tax Search (per property) (Electronic) 10.00 10.00

Tax Search (per property) (Manual) 15.00 15.00

Administration Fee for registration of Tax Notification

15.00 15.00

Cost Recovery of Alberta Land Titles Charges on each Property

NSF Charges 30.00 30.00

Assessment Review Board:

Residential 3 or fewer and farmland 50.00 50.00 Rates consistent with CRASC

Residential 4 or more dwellings Variable Variable

Assessed Value of up to $249,999 200.00

200.00

Assessed Value of between $250,000 to $499,999

400.00 400.00

Assessed Value that exceeds $500,000 650.00 650.00

Non-Residential Variable Variable

Assessed Value of up to $249,999 200.00 200.00

Assessed Value of between $250,000 to $499,999

400.00 400.00

Assessed Value that exceeds $500,000 650.00 650.00

If the Assessment Review Board makes a decision in favor of the appellant, the fees paid by the appellant shall be refunded. Appeals that are withdrawn 14 days prior to the sitting of the Assessment Review Board will be refunded. In cases of non-appearance by the appellant, the Board may proceed to hear the case.

MUNICIPAL ENFORCEMENT Supporting Bylaw or Policy: Bylaw 2409/AC/10

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Fee Schedule 2012 2013 Changes/Comments Animal Licenses Male Dog/Cat 30.00 30.00 Female Dog/Cat 30.00 30.00 Neutered Male Dog/Cat 10.00 10.00 Spayed Female Dog/Cat 10.00 10.00 Restricted License Male or Female Dog/Cat (whether neutered or spayed)

70.00 70.00

Licensable after October 1st Male Dog/Cat 15.00 15.00 Female Dog/Cat 15.00 15.00 Neutered Male Dog/Cat 5.00 5.00 Spayed Female Dog/Cat 5.00 5.00 Replacement of Lost Tag 3.00 3.00 Cat Trap Deposit 100.00 100.00

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WATER SUPPLY AND DISTRIBUTION

Supporting Bylaw or Policy: Bylaw 2473/UTIL/12

Fee Schedule

2012 2013 Changes/Comments

Consumption Rate (per 1000m3) – Water 1,195.90 1,440.00

Fixed Fee – Water

All meter sizes 14.47 14.80

Unmetered Flat Rates

Individual Residential Dwelling Units 52.00/unit 52.00/unit

Others

52.00 52.00

Miscellaneous Rates

a) Requested service call and Town employee able to enter premises during normal business hours (min charge 1 hr)

61.75 61.75

b) Requested service call and Town employee unable to enter premises during normal business hours (min charge 1 hr)

71.75 71.75

c) Requested service call during normal business hours when power snake is required

i) – First Hour

ii) – Second Hour (minimum 0.5 hr)

146.75

102.70

146.75

102.70

d) Requested service call after normal business hours when power snake is required

i) – First Hour

ii) – Second Hour (minimum 0.5 hr)

220.00

110.50

220.00

110.50

e) Special Meter Reading (other than terminal)

45.00 45.00

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Fee Schedule

2012 2013 Changes/Comments

f) Meter Test - 5/8” and

3/4”

Meter Test - 1” or larger

191.00

248.50

191.00

248.50

g) Reconnection of water service that has been disconnected for non-payment of account

61.75 61.75

h) Water disconnection and reconnection requested by consumer for a period time

61.75 61.75

Application Fees

a) Single family residential or duplex up to 5/8” meter size

55.00 55.00

b) Single family residential or duplex larger than 5/8” meter size

75.00 75.00

c) Industrial-Commercial-Institutional up to 5/8” meter size

97.50 97.50

d) Industrial-Commercial-Institutional larger than 5/8” meter size

105.50 105.50

Contractors Water

a) Residential (per single family) 55.00 55.00 Monthly fee

b) Multi-Family: - first unit

- each additional unit

55.00

27.50

55.00

27.50

Monthly fee

Monthly fee

c) Commercial, Construction or Institutional (each new building constructed)

82.50 82.50 Monthly fee

d) Bulk Water (per 1000 gallons) 5.50 5.50

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SANITARY SEWAGE SERVICE & TREATMENT Supporting Bylaw or Policy: Bylaw 2473/UTIL/12


Sewer Charge

Residential and commercial metered water consumption per 1000m

3

1,351.5 1,469.0090

Waste water fixed fee per month – all meters

13.95 14.30

SOLID WASTE (Garbage Collection & Disposal) Supporting Bylaw or Policy: Bylaw 2474/S/12


Garbage Billing

(monthly rates for weekly pickup)

Residential

22.10 20.60

Senior Citizen Apartment Houses (per unit charge)

8.86 8.24

Apartment Complexes (per unit charge) 13.57 12.64

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ARENA FEES AND CHARGES SUMMARY Supporting Bylaw or Policy: Policy 073/02/02/SP Facility Rental Arena rates during the ice season and off season for minor groups and local adult users are proposed to increase slightly as compared to the rates charged in 2012. The overall operating cost of the facility has increased by 2.0% primarily as the result of ice plant maintenance costs, increased R & M costs and utility increases. The goal of the facility rental policy is to achieve a recovery rate target of 80% for minor groups. In 2007 the recovery rate was decreased from 75% to 70% for minor groups as a result of significant increases in operating costs. In 2010 with operating costs increasing significantly the recovery rate charged to minor groups was lowered to 65% from 70%. In 2011 the recovery rate % was once again decreased to 60% from 65%. 2013 fees see the recovery rate remaining at 60% which will allow our fees to remain close to those charged by the TLC and the City of Spruce Grove. It is proposed to leave that recovery rate target the same for the next three years based on the proposed operating costs of the facility.

Definitions: Minor Groups - Local: The majority of members must be 18 years of age under and residing within the Town

of Stony Plain, Parkland County and the City of Spruce Grove. Adult Groups - Local: The majority of members must be over the age of 18 and residing in the Town of Stony

Plain, Parkland County and the City of Spruce Grove. Other Groups: Regardless of age, the majority of the members are residing outside of the Town of Stony

Plain, Parkland County and the City of Spruce Grove.

Changes/

Fee Schedule

2012 2013 Comments

Operating Cost/hour 202.00 206.00 2.0%

Off Season use of full facility - minor 70.00/hr 75.00/hr 7.2%

Off Season use of full facility - junior 80.00/hr. 85.00/hr. 6.3%

Off Season use of full facility - adult 95.00/hr. 100.00/hr. 5.3%

Concession/Lobby (per event) 250.00 250.00 N/C

Lobby/Washrooms only (per 4 hour block)

no facility subsidy available on concession, lobby, washroom area

65.00 65.00 N/C

Arena Board Rentals - Large sign 600.00 600.00 N/C

- Small sign 200.00 200.00 N/C

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Changes/

Fee Schedule

2012 2013 Comments

User Groups

Minor Groups - Local 121.00 124.00 2.5%

Junior - Local 145.00 150.00 3.5%

Adult Groups - Local 202.00 206.000 2.0%

Other Groups 253.00 258.00 2.0%

Public Skating

Sponsorship 4000.00 4,000.00 6.7%

Note: Due to sponsorship of public skating all users skate at no charge.

FACILITY RECOVERY PERCENTAGE

ARENA YEAR EXPENSE REVENUE Recovery %

1. 2007 $319,485.57 $202,707.03 63.4%

2. 2008 $343,688.92 $225,207.36 65.5%

3. 2009 $391,806.19 $221,502.33 56.5%

4. 2010 $404,771.23 $228,608.30 56.5%

5. 2011 $454.755.55 $225,552.44 49.6%

POOL YEAR EXPENSE REVENUE Recovery %

1. 2007 $170,288.67 $111,238.85 65.3%

2. 2008 $194,673.20 $122,847.82 63.1%

3. 2009 $220,205.81 $138,476.35 62.8%

4. 2010 $230,081.47 $144,790.70 62.9%

5. 2011 $254,421.85 $145,668.45 57.3%

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COMMUNITY

CENTRE

YEAR EXPENSE REVENUE Recovery %

1. 2007 $64,427.19 $45,476.91 70.5%

2. 2008 $61,174.25 $49.161.68 80.4%

3. 2009 $52,608.66 $51,904.19 98.6%

4. 2010 $48,967.16 $53,901.04 110.0%

5. 2011 $55,831.00 $65,476.71 117.3%

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OUTDOOR RINKS

The rates were last increased in 2010. Administration is recommending these rates remain at 2012 rates. City of Spruce Grove does not charge for their outdoor rinks but they also do not rent them out for exclusive functions.


Changes

Fee Schedule 2012 2013 Comments

Forest Green 30.00 30.00 N/C

Meridian Heights 30.00 30.00 N/C

John Paul II 30.00 30.00 N/C

Centennial Memorial 30.00 30.00 N/C

SPORTS FIELDS

The Sports field rates are proposed to see a slight increase in each of the three years the rates charged are similar to the rates charged by the City of Spruce Grove. The 2013 rates will see on average a 6.7% increase in most categories.


Ball Diamonds Changes/


Adult - local (price per Class II diamond)

37.50

40.00

6.7%

Adult - local (price per Class III diamond) 30.00 32.00 6.7%

Minor - local (price per Class II diamond) 30.00 32.00 6.7%

Minor - local (price per Class III diamond) 22.50 24.00 6.7%

Mini Diamonds (T-ball) 11.00 12.00 9.1%

Tournaments (per day/per diamond) 100.00 100.00 N/C

Tournaments (per weekend/per diamond) 125.00 125.00 N/C

Class II Diamonds - Shale, dugouts, fencing all around.

Class III Diamonds – Shale, dugouts, partial fencing.

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Mini Diamonds – Backstops, benches only.

Soccer/Football Fields

Fee Schedule

2012

2013

Changes/

Comments

Adult - local (price per field/per evening) 37.50 40.00 6.7%

Minor - local (price per field/per evening) 30.00 32.00 6.7%

Mini Fields 15.00 16.00 6.7%

Premier Field #1 - Soccer 60.00 60.00 N/C

Premier Field #1 - Football 50.00 50.00 N/C

Tournaments (per day/per field all fields except Premier #1)

125.00 125.00 N/C

Tournaments - Premier #1 - Soccer 150.00 150.00 N/C

Tournaments - Premier #1 - Football 140.00 140.00 N/C

CONCESSIONS The lease rates for the skate sharpening room were agreed upon ($75/mth based on seven

months/year) in a three-year agreement that runs through to the end of the 2012/13 ice season.

The lease rates for the concession are in negotiations for another three-year agreement with minor

hockey that will run through the 2012/13 ice season. This agreement allows the parties to

renegotiate a rate satisfactory to both parties annually. Administration is recommending that the

concession rates increase by $50.00/month for each of the years 2013 to 2015.


Fee Schedule

2012

2013

Changes/

Comments

Skate Sharpening Room (annually) 525.00 525.00 N/C

Arena - Minor Hockey (per month) 950.00 1,000.00 5.3%

Summer Rentals (per event) 250.00 250.00 N/C

Meridian Heights negotiable negotiable N/C

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PLANNING & DEVELOPMENT

Planning & Development undertook a thorough review of fees and charges in 2009. A few minor adjustments to the 2013 budget are included.

1. Development Permit Extensions – Development permits are valid for one year. If a project does

not start within that one year period, they become void. Applicants do have the opportunity to request an extension, which often times requires a review by the Development Officer. Administration proposed a fee for these extension requests which would be equivalent to the original development permit fee in 2012. This year administration is proposing to change the format of the fee to have a maximum fee for development permit extensions of $5,000.

2. Subdivision Endorsement Extensions – Under the Municipal Government Act, developers are required to endorse their approved subdivisions within a year of receiving approval. Due to various constraints, whether it be finances, weather, economic downturn, unfavorable market conditions, or lack of trades, many subdivisions are not endorsed and registered at Land Titles within the one-year timeframe. An application for extension is required and goes before the Municipal Planning Commission for decision. Endorsement extensions require considerable administrative work and Administration is proposing a new format to the fee of $200.00 per lot to a maximum of $1,000.00.

3. The maximum Safety Codes Levy of $560, related to Building permits, has been removed based on direction from the Safety Codes Council.

4. Development permit fees, bylaw amendment fees, subdivision and endorsement fees have been increased to bring them more in line with what other municipalities are charging. The Town’s fees were significantly lower.


Land Use Bylaw 2355/LUO/08, Development Charges Bylaw 2303/D&P/07, and Policy 135/04/10/SP Capital and Operating Reserves Policy

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Legal Fees Deposit - Drafting of Development Agreements, encroachment agreements, etc

2,000.00 2,500.00 Increase $500

Subdivision and Bareland Condominium Fees

Per Application 250.00 300.00 Increase of $50

Per Lot 200.00 225.00 Increase of $25

Endorsement Fee Per Lot 200.00 225.00 Increase of $25

Endorsement Extension 1,000.00 $200/lot max. $1000

New Fee

Condominium Endorsement Fee Per Unit/Lot

40.00/unit 40.00/unit

Endorsement Extension 1,000.00 1,000

Subdivision appeal to SDAB 50.00 200.00 Increase of $150

Bylaw Application/Amendments

Land Use Bylaw, Municipal Development Plan, Area Structure Plan, Road Closures

800.00

Plus advertising & signage

costs

1,000.00


costs

Increase of $200

Adoption of Area Structure Plan or Concept Plan

800.00

Plus advertising

1,000.00


costs

Increase of $200

Land Use Compliance/Zoning Certificate

Residential

Commercial/Industrial/Institutional

100.00

200.00

100.00

200.00

Rush Compliance/Zoning Certificate

(less than 2 working days)

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Residential

Commercial/Industrial/Institutional

150.00

230.00

150.00

230.00

Revised Compliance/Zoning Certificate

25.00 25.00

Building Code Compliance Letter 50.00 50.00

Caveats – Discharges/Postponements

single request 50.00 50.00

multiple documents under the same registration number under a development agreement

30.00

each

30.00

each

Environment/Parcel Assessment Correspondence/Parcel Information Research

100.00/per parcel

100.00/per parcel

Development Permits - New Construction

Permitted Uses

- Single Family Dwelling 75.00 100.00 Increase of $25

- Semi-Detached Dwelling 75.00/unit 100.00/unit Increase of $25

- Multi or High Density Dwelling 50.00/unit 75.00/unit Increase of $25

- Commercial, Institutional or Industrial

200.00 400.00 Increase of $200

Discretionary Uses, Relaxations or Variances (in addition to Dev. Permit fee)

- Single Family Dwelling 50.00 100.00 Increase of $50

- Semi-Detached Dwelling 50.00/unit 100.00/unit Increase of $50

- Multi or High Density Dwelling 100.00

flat rate

125.00/unit Change to per unit rate

- Commercial, Institutional or Industrial

100.00 100.00

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Development Permits - Others

Residential Permitted Uses: Decks, Additions, Home Occupations, Renovations, Hot Tubs, etc.

75.00

75.00

- Discretionary Uses or Relaxations

100.00 100.00

Commercial, Industrial, Institutional Permitted Uses: Decks, Accessory Buildings, Additions, etc.

100.00 125.00 Increase of $25

- Discretionary Uses, Relaxations, Change of Use

200.00 225.00 Increase of $25

Signs 100.00 100.00

- Billboard Signs > 10 m2 200.00 New Fee

- Signs, Variance 100.00 100.00

Development Appeal 50.00 50.00 non- applicant

$200 applicant

Fee increase for applicant appeals

Development Permit Extensions & Revisions

100% of DP

Fee

100% of DP fee to max.

$5000

New fee

Relocation/Moving Permit/Demolition

Up to 30 sq metres

Over 30 sq.m.

75.00

200.00

Residential

Commercial

100.00

200.00

New format/Increase

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Planning Documents (listed cost incl.GST)

Land Use Bylaw 100.00 100.00

Municipal Development Plan 30.00 30.00

Municipal Development Standards 40.00 40.00

Area Structure Plan 20.00 20.00

Street Map or Land Use Map 10.00 10.00

Street Map Book Colored (NOT AVAILABLE) o colored replacement page

$0.00

$0.00

$0.00

$0.00

Street Map Book, Black & White (NOT AVAILABLE) o black & white replacement page

$0.00

$0.00

$0.00

$0.00

Postage & Handling (for mail outs) 5.00 5.00

Digital Map Administration Fee 20.00 20.00

Digital Map Fee (Note: A licensing agreement must be signed by recipient)

5.00/parcel 5.00/parcel

Trail Master Plan 40.00 40.00

Blueprint/large copy 1.00/sq.ft 1.00/sq.ft

Development Charges (Offsite Levies)

Bylaw 2303/D&P/07 (per catchment area)

See Bylaw See Bylaw

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Building Permits

1. The fee for each permit shall be payable upon issue of the permit.

2. The building permit fees shall be outlined in the following Schedule:

Changes/


Safety Code Fee – Building Permits 4% of building

permit

$4.50 min. $560 max

4% of building permit

$4.50 min.

Safety Codes Council has

removed the maximum levy

Building Permit Extensions 50% of BP Fee

50% of BP Fee

Penalty for beginning construction without permit

double permit fee

100% of Building Permit

Fees in addition to

regular Permit Fees

Clarification on wording

Re-Inspection for Alberta Building Code Compliance Monitoring

100.00 100.00

Single Family Dwellings and Semi-Detached

All residential building permits a minimum fee per permit of:

75.00

75.00

Above Grade Developed Areas

(including walk-out basements)

4.00/sq.m. 4.00/sq.m.

Basement & Other Finished Areas 2.00/sq m

75.00 min

2.00/sq m

75.00 min

Additions - same as new construction 4.00/sq.m. 4.00/sq.m.

Foundations or footings only 2.50/sq.m. 2.50/sq.m.

Attached Garages & Carports 2.00/sq.m. 2.00/sq.m.

Detached Accessory Buildings 2.00/sq.m 2.00/sq.m

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75.00 min 75.00 min

Decks 75.00 75.00

Renovations 2.00/sq m

75.00 min

2.00/sq m

75.00 min

Multi-Family Dwellings

Above Grade Developed Areas

(including walk-out basements)

4.00/sq.m. 4.00/sq.m.

Basement & Other Finished Areas 2.00/sq m

75.00 min

2.00/sq m

75.00 min



Accessory Buildings 2.00/sq.m.

75.00 min.

2.00/sq.m.

75.00 min.

Decks 75.00 75.00

Renovations 2.00/sq m

75.00 min

2.00/sq m

75.00 min

Commercial & Institutional

All commercial & institutional building permits a minimum fee per permit of:

100.00

100.00

Above Grade Developed Areas 4.00/sq.m. 4.00/sq.m.




100.00 min.

2.00/sq.m.

100.00 min.

Basement & Other Finished Areas (Parkades)

2.00/sq m

100.00 min.

2.00/sq m

100.00 min.

Renovations, Tenant Improvements 2.00/sq.m.

100.00 min.

2.00/sq.m.

100.00 min.

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Industrial

All industrial building permits a minimum fee per permit of:

100.00

100.00

Above Grade Developed Areas 4.00/sq.m. 4.00/sq.m.




100 min.

2.00/sq.m.

100 min.

Basement & Other Finished Areas (Parkades)

2.00/sq m

100.00 min.

2.00/sq m

100.00 min.

Renovations, Tenant Improvements 2.00/sq.m.

100.00 min.

2.00/sq.m.

100.00 min.

Development Security Deposit

Commercial, Industrial Institutional & High Density Developments

- charged at development permit stage

- (will refund when Development Officer satisfied all conditions/deficiencies have been complete/corrected

10,000 per site

10,000 per site Renamed

Capital Recreation Contribution

Per Single Family Dwelling Unit 875.00/unit 875.00/unit

Per Duplex Dwelling Unit 875.00/unit 875.00/unit

Per Unit for Multiple Dwelling of Three or more units

525.00/unit 525.00/unit

Per Unit for Affordable or Seniors Housing 300.00/unit 300.00/unit

Swimming Pools (in ground) 100.00 100.00

Hot Tubs/Portable Pools 75.00 75.00

Miscellaneous

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The fee for a permit issued for the installation, repair or alteration of any heating, ventilating or air conditioning system and including fireplaces, hot tubs.

75.00 75.00

Manufactured Homes Foundation Inspection 125.00 125.00

Safety Codes Consultations, Inspections, Investigations (permits may not be required)

75.00/hour 75.00/hour

Sign Impound & Storage

Pick up & impoundment of portable signs (or signs similar or larger in size)

100.00 100.00

Pick up, impoundment, & storage of A-Frame signs (or signs similar in size)

30.00 30.00

Per day storage fees for portable signs (or signs similar or larger in size)

20.00 20.00

Water/Sewer Installation Report (PW) 50.00 50.00

Lot Grading Inspections

Low Density Residential (per lot) 120.00 120.00

Re-Inspections 120.00 120.00

Medium & High Density Residential 200.00

+ $50.00 for each unit on the first level

200.00


Re-Inspection 200.00


200.00


Commercial, Industrial, & Institutional (per hectare)

200.00/ha

Min. 200.00

200.00/ha

Min. 200.00

Re-Inspection (per hectare) 200.00/ha

Min. 200.00

200.00/ha

Min. 200.00

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Town of Stony Plain - Superior Safety Codes – Fees approved by Council in 2008

Penalty: 100% of the permit fee in addition to the regular permit fees for permits where work is completed prior to permits being obtained in all disciplines.

ELECTRICAL PERMIT FEE SCHEDULE – CONTRACTOR FEES

FOR NEW RESIDENTIAL INSTALLATIONS

SQUARE FOOTAGE PERMIT FEE

up to 1200 sq.ft. $ 125.00

1201 to 1500 sq.ft. $ 150.00

1501 to 2000 sq.ft. $ 190.00

2001 to 2500 sq.ft. $ 210.00

2501 to 5000 sq.ft. $ 250.00

Over 5000 square feet See Note 2 below.

Notes:

1. Add 4.0% Safety Codes Council fee for each permit issued - $4.50 min. to $560 max.

2. Permit fee is $250.00 plus $0.10 per square foot over 5000 square feet.

ELECTRICAL PERMIT FEE SCHEDULE – HOMEOWNER FEES

FOR NEW RESIDENTIAL INSTALLATIONS FOR OTHER THAN NEW (HOT TUBS, GARAGE, ADD’NS,

RENOS,ETC)


Installation Cost

Permit Fee

up to 1200 sq.ft. $ 200.00 $0 - $500 $100.00

1201 to 1500 sq.ft. $ 225.00 $501 - $1000 $125.00

1501 to 2000 sq.ft. $ 250.00 $1001 - $2000 $150.00

2001 to 2500 sq.ft. $ 275.00 $2001 - $3000 $175.00

2501 to 5000 sq.ft. $ 300.00

Temporary Service & Underground (125 amps or less)

$50.00


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Notes:



ELECTRICAL PERMIT FEE SCHEDULE - FOR OTHER THAN NEW RESIDENTIAL INSTALLATIONS – CONTRACTORS ONLY

Temporary Service & Underground (125 amps or less) $50.00 Note: Add $4.50 Safety Codes Council Fee for each permit issued.


Installation Cost

Permit Fee

up to 1200 sq.ft. $ 200.00 $0 - $500 $100.00

1201 to 1500 sq.ft. $ 225.00 $501 - $1000 $125.00

1501 to 2000 sq.ft. $ 250.00 $1001 - $2000 $150.00

2001 to 2500 sq.ft. $ 275.00 $2001 - $3000 $175.00

2501 to 5000 sq.ft. $ 300.00

Temporary Service & Underground (125 amps or less)

$50.00


Notes:



ELECTRICAL PERMIT FEE SCHEDULE - FOR OTHER THAN NEW RESIDENTIAL INSTALLATIONS – CONTRACTORS ONLY

Temporary Service & Underground (125 amps or less) $50.00 Note: Add $4.50 Safety Codes Council Fee for each permit issued.

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INSTALLATION COST PERMIT FEE INSTALLATION COST PERMIT FEE

0 - 500 $ 70.00 35000.01 - 36000 $ 374.00

500.01 - 1,000 $ 80.00 36000.01 -37000 $ 379.00

1000.01 - 1500 $ 90.00 37000.01 -38000 $ 384.00

1500.01 -2000 $ 100.00 38000.01 - 39000 $ 390.00

2000.01 - 2500 $ 110.00 39000.01 - 40000 $ 395.00

2500.01 -3000 $ 120.00 40000.01 - 41000 $ 400.00

3000.01 - 3500 $ 130.00 41000.01 - 42000 $ 406.00

3500.01 - 4000 $ 140.00 42000.01 - 43000 $ 411.00

4000.01 - 4500 $ 145.00 43000.01 - 44000 $ 416.00

4500.01 - 5000 $ 150.00 44000.01 - 45000 $ 422.00

5000.01 -5500 $ 155.00 45000.01 - 46000 $ 427.00

5500.01 -6000 $ 160.00 46000.01 - 47000 $ 432.00

6000.01 - 6500 $ 165.00 47000.01 - 48000 $ 438.00

6500.01 - 7000 $ 170.00 48000.01 - 49000 $ 443.00

7000.01 - 7500 $ 176.00 49000.01 - 50000 $ 496.00

7500.01 - 8000 $ 183.00 50000.01 - 60000 $ 550.00

8000.01-8500 $ 190.00 60000.01 -70000 $ 603.00

8500.01 - 9000 $ 196.00 70000.01 - 80000 $ 656.00

9000.01 - 9500 $ 203.00 80000.01 - 90000 $ 710.00

9500.01 - 10000 $ 210.00 90000.01 - 100000 $ 750.00

10000.01 - 11000 $ 216.00 100000.01 - 110000 $ 790.00

11000.01 - 12000 $ 223.00 110000.01 - 120000 $ 830.00

12000.01 - 13000 $ 230.00 120000.01 - 130000 $ 870.00

13000.01 - 14000 $ 236.00 130000.01 - 140000 $ 910.00

14000.01 - 15000 $ 243.00 140000.01 - 150000 $ 950.00

15000.01 - 16000 $ 250.00 150000.01 - 160000 $ 990.00

16000.01 - 17000 $ 256.00 160000.01 - 170000 $ 1,030.00

17000.01 - 18000 $ 263.00 170000.01 - 180000 $ 1,070.00

18000.01- 19000 $ 270.00 180000.01 - 190000 $ 1,110.00

19000.01 - 20000 $ 276.00 190000.01 - 200000 $ 1,143.00

20000.01 - 21000 $ 283.00 200000.01 - 210000 $ 1,176.00

21000.01 - 22000 $ 290.00 210000.01 -220000 $ 1,210.00

22000.01 - 23000 $ 296.00 220000.01 - 230000 $ 1,243.00

23000.01 - 24000 $ 303.00 230000.01 - 240000 $ 1,276.00

24000.01 - 25000 $ 310.00 240000.01 - 250000 $ 1,410.00

25000.01 - 26000 $ 316.00 250000.01 - 300000 $ 1,543.00

26000.01 - 27000 $ 323.00 300000.01 - 350000 $ 1,676.00

27000.01 - 28000 $ 330.00 350000.01 - 400000 $ 1,810.00

28000.01 - 29000 $ 336.00 400000.01 - 450000 $ 1,943.00

29000.01 - 30000 $ 342.00 450000.01 - 500000 $ 2,076.00

30000.01 - 31000 $ 347.00 500000.01 - 550000 $ 2,210.00

31000.01 - 32000 $ 352.00 550000.01 - 600000 $ 2,343.00

32000.01 - 33000 $ 358.00 600000.01 - 650000 $ 2,476.00

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33000.01 - 34000 $ 363.00 650000.01 - 700000 $ 2,610.00

34000.01 - 35000 $ 368.00 700000.01 - 750000 $ 2,743.00

750000.01 -800000 $ 2,876.00

800000.01 - 850000 $ 3,010.00

850000.01 - 900000 $ 3,143.00

900000.01 - 950000 $ 3,276.00

950000.01 - 1000000 $ 3,410.00

GAS PERMIT FEE SCHEDULE - FOR RESIDENTIAL INSTALLATIONS

NUMBER OF OUTLETS PERMIT FEE NUMBER OF OUTLETS PERMIT FEE

1 $ 70.00 11 $ 247.00

2 $ 80.00 12 $ 260.00

3 $ 100.00 13 $ 273.00

4 $ 120.00 14 $ 287.00

5 $ 140.00 15 $ 300.00

6 $ 160.00 16 $ 313.00

7 $ 180.00 17 $ 327.00

8 $ 200.00 18 $ 340.00

9 $ 220.00 19 $ 353.00

10 $ 233.00 20 $ 367.00 Notes: 1. Add $8.00 to permit fee for each outlet over 20. 2. Add 4.0% Safety Codes Council fee for each permit issued - $4.50 min. to $560 max. GAS PERMIT FEE SCHEDULE - FOR NON-RESIDENTIAL INSTALLATIONS

BTU INPUT PERMIT FEE BTU INPUT PERMIT FEE

10,000 $ 70.00 210,000 $ 113.00

20,000 $ 70.00 230,000 $ 113.00

30,000 $ 70.00 250,000 $ 127.00

40,000 $ 70.00 300,000 $ 127.00

50,000 $ 70.00 350,000 $ 140.00

60,000 $ 80.00 400,000 $ 153.00

70,000 $ 80.00 450,000 $ 233.00

80,000 $ 80.00 500,000 $ 247.00

90,000 $ 80.00 550,000 $ 260.00

100,000 $ 80.00 600,000 $ 273.00

110,000 $ 90.00 650,000 $ 287.00

120,000 $ 90.00 700,000 $ 300.00

130,000 $ 90.00 750,000 $ 313.00

140,000 $ 90.00 800,000 $ 327.00

150,000 $ 90.00 850,000 $ 340.00

170,000 $ 100.00 900,000 $ 353.00

190,000 $ 100.00 1,000,000 $ 367.00

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Notes: 1. Add $10.00 to permit fee for each 100,000 BTU over 1,000,000 BTU. 2. Add 4.0% Safety Codes Council fee for each permit issued - $4.50 min. to $560 max GAS PERMIT FEE SCHEDULE FOR PROPANE, TEMPORARY HEAT AND REPLACEMENT INSTALLATIONS

TYPE OF INSTALLATION PERMIT FEE

Propane Tank Sets (New or Replacement) $ 80.00

Temporary Propane/Natural Gas Heating (includes tank set) $ 80.00

Gas/Propane Cylinder Refill Centres $ 200.00 REPLACEMENT OF NON-RESIDENTIAL APPLIANCES (PER UNIT):

BTU INPUT PERMIT FEE

0-400,000 $ 80.00

400,001 - 5,000,000 $ 110.00

Over 5,000,000 BTU's $ 350.00 PRIVATE SEWAGE DISPOSAL SYSTEMS:

TYPE PERMIT FEE

Field, Mound, Holding Tank $ 250.00 Note: 1. Add 4.0% Safety Codes Council fee for each permit issued - $4.50 min. to $560 max. PLUMBING PERMIT FEE SCHEDULE - FOR RESIDENTIAL & NON-RESIDENTIAL INSTALLATIONS CONTRACTOR FEES:

NUMBER OF FIXTURES PERMIT FEE NUMBER OF FIXTURES PERMIT FEE

1 $

70.00 51 $ 427.00

2 $

70.00 52 $ 433.00

3 $

70.00 53 $ 440.00

4 $

80.00 54 $ 447.00

5 $

90.00 55 $ 453.00

6 $

100.00 56 $ 460.00

7 $

110.00 57 $ 467.00

8 $

120.00 58 $ 473.00

9 $

130.00 59 $ 480.00

10 $

140.00 60 $ 487.00

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11 $

150.00 61 $ 493.00

12 $

160.00 62 $ 500.00

13 $

170.00 63 $ 507.00

14 $

175.00 64 $ 513.00

15 $

183.00 65 $ 520.00

16 $

191.00 66 $ 527.00

17 $

199.00 67 $ 533.00

18 $

207.00 68 $ 540.00

19 $

213.00 69 $ 547.00

20 $

220.00 70 $ 553.00

21 $

227.00 71 $ 560.00

22 $

233.00 72 $ 567.00

23 $

240.00 73 $ 573.00

24 $

247.00 74 $ 580.00

25 $

253.00 75 $ 587.00

26 $

260.00 76 $ 592.00

27 $

267.00 77 $ 597.00

28 $

273.00 78 $ 603.00

29 $

280.00 79 $ 608.00

30 $

287.00 80 $ 613.00

31 $

293.00 81 $ 619.00

32 $

300.00 82 $ 624.00

33 $

307.00 83 $ 629.00

34 $

313.00 84 $ 635.00

35 $

320.00 85 $ 640.00

36 $

327.00 86 $ 645.00

37 $

333.00 87 $ 651.00

38 $

340.00 88 $ 656.00

39 $

347.00 89 $ 661.00

40 $

353.00 90 $ 667.00

41 $

360.00 91 $ 672.00

42 $

367.00 92 $ 677.00

43 $

373.00 93 $ 683.00

44 $

380.00 94 $ 688.00

45 $

387.00 95 $ 693.00

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46 $

393.00 96 $ 699.00

47 $

400.00 97 $ 704.00

48 $

407.00 98 $ 709.00

49 $

413.00 99 $ 715.00

50 $

420.00 100 $ 720.00

HOMEOWNER PERMIT FEES:

NUMBER OF FIXTURES PERMIT FEE NUMBER OF FIXTURES PERMIT FEE

1 $

70.00 26 $ 310.00

2 $

70.00 27 $ 317.00

3 $

70.00 28 $ 323.00

4 $

80.00 29 $ 330.00

5 $

90.00 30 $ 337.00

6 $

150.00 31 $ 343.00

7 $

160.00 32 $ 350.00

8 $

170.00 33 $ 357.00

9 $

180.00 34 $ 363.00

10 $

190.00 35 $ 370.00

11 $

200.00 36 $ 377.00

12 $

210.00 37 $ 383.00

13 $

220.00 38 $ 390.00

14 $

225.00 39 $ 397.00

15 $

233.00 40 $ 403.00

16 $

241.00 41 $ 410.00

17 $

249.00 42 $ 417.00

18 $

257.00 43 $ 423.00

19 $

263.00 44 $ 430.00

20 $

270.00 45 $ 437.00

21 $

277.00 46 $ 443.00

22 $

283.00 47 $ 450.00

23 $

290.00 48 $ 457.00

24 $

297.00 49 $ 463.00

25 $

303.00 50 $ 470.00

Notes:

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1. Add $1.00 to permit fee for each fixture over 100. 2. Add 4.0% Safety Codes Council fee for each permit issued - $4.50 min. to $560 max. HANDI-BUS

Administration is recommending that the rates be increased between 10.8 – 12.5% for 2013. There has been no increase in the rates since 2009.

Supporting Bylaw or Policy: Policy 685/11/00/SP Handi-Bus Service Levels

Changes/


One Way Trips

Stony Plain 4.00 4.50 12.5%

Spruce Grove 8.00 9.00 12.5%

Edmonton - West 28.00 31.00 10.8%

Edmonton - South, Devon 32.00 36.00 12.5%

Waiting Time (after 2 hours) 20.00/hr. 20.00/hr. N/C

Passes

Passes - 5 trip pass 18.00 20.00 11.2%

Passes – 10 trip pass 36.00 40.00 11.2%

Passes - 10 trip pass – Spruce Grove 72.00 80.00 11.2%

Passes – 25 trip pass 90.00 100.00 11.2%

Group Trips

Stony Plain (min. $4.50 return/person) 40.00 45.00 12.5%

Spruce Grove (min. $9.00 return/person) 80.00 90.00 12.5%

Edmonton (min. $22.00 return/person) 200.00 220.00 10.0%

After Hours Rates - Groups– Individual-

Based on drivers time plus km. charge as

As per Town Policy.

Negotiable Negotiable Negotiable

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SWIMMING POOL

Swimming Pool rates will increase slightly (between 4.8% - 6.7% depending on the category) in 2013 for all daily admissions, passes, lessons and rentals as a result of minor increases in operating costs. These operating cost increases of 2.9% are primarily as a result of increases in salary costs. The salary costs are to be equitable with the TLC aquatic staff salaries.

User fees are also similar compared to the rates charged at similar facilities in the metro Edmonton area. The rates charged at the Stony Plain Pool strive to be less than those charged by the TLC.

Administration is recommending that the swim club rental rate remain the same as 2012 rates which provides a recovery rate of 50%. By adopting these rates, the Sharks Swim Club will pay 90.00/hr. for six lanes (equivalent to $15.00/lane/hr.) whereas the swim clubs operating out of the TLC will pay $15.50/lane/hr. or the equivalent of $93.00/hr. Currently the rate the Sharks are charged is significantly more than what most other outdoor pools charge their swim clubs.

Supporting Bylaw or Policy: Policy 073/02/02/SP Facility Rental

Changes


Operating Cost/hour 175.00 180.00 2.9%

Swim Club 90.00 90.00 N/C

Birthday Parties 105.00 110.00 4.8%

Daily Admissions

Child under 7 (wading tank) Free Free N/C

Child between 7 - 12 4.25 4.50 5.9%

Student 13 - 17 4.75 5.00 5.3%

Senior 55 and over 4.75 5.00 5.3%

Adult 5.25 5.50 4.8%

Family 15.00 16.00 6.7%

Passes

Child under 13 80.00 85.00 6.3%

Student 13 - 17 90.00 95.00 5.6%

Senior 55 and over 90.00 95.00 5.6%

Adult 95.00 100.00 5.3%

Family 230.00 240.00 4.4%

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Changes


Punch Pass (12 swims for the price of 10)

Child 42.50 45.00 5.9%

Student

Senior (55 and over)

47.50

47.50

50.00

50.00

5.3%

5.3%

Adult 52.50 55.00 4.8%

Family 150.00 160.00 6.7%

Lessons

Pre School 48.00 50.00 4.2%

Swimmer 58.00 60.00 3.5%

Bronze Star

Bronze Cross

Bronze Medallion

110.00

145.00

170.00

115.00

150.00

175.00

4.6%

3.5%

3.0%

Adult/Specialty 80.00 85.00 6.3%

School Admin. Fee 42.50 45.00 5.9%

COMMUNITY CENTRE

Administration has proposed that the rates for 2013 remain at the 2012 level as a result of the facility being able to break even at these rates.

Definitions:

Local Minor Group: Any group having 51% of its members residing within the Town of Stony Plain corporate limits and is under 18 years of age.

Local Adult Group: Any group having 51% of its members residing within the Town of Stony Plain corporate limits and is over 18 years of age.

Non Local Group: Regardless of age, any group having less than 51% of its membership residing outside the Town of Stony Plain corporate limits.

Commercial/Alcohol Group: Any group/individual regardless of residence utilizing a facility as a business and holding a business license and/or any function which involves the consumption of Alcohol.

Supporting Bylaw or Policy: 073/02/02/SP Facility Rental Policy

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Changes/


Commercial/Alcohol Functions Non Local Group– per day

Total Building – including kitchen 1,000.000 1,000.000 N/C

Main Hall - upstairs 687.50 687.50 N/C

Basement 312.50 312.50 N/C

Kitchen 156.25 156.25 N/C

Local Minor – per day

Total Building – including kitchen 640.00 640.00 N/C

Main Hall – upstairs 440.00 440.00 N/C

Basement 200.00 200.00 N/C

Kitchen 100.00 100.00 N/C

Local Adult – per day

Total Building – including kitchen 800.00 800.00 N/C


Basement 250.00 250.00 N/C

Kitchen 125.00 125.00 N/C

Commercial/Alcohol Functions/Non Local - Hourly Rate

Total Building 100.00 100.00 N/C


Basement 31.25 31.25 N/C

Local Minor - Hourly Rate




Local Adult – Hourly Rate




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Changes/


Storage (per locker/year) 250.00 250.00 N/C

HERITAGE PARK PAVILION

With a year of operation to use as a base mark and in comparison with other similar facilities administration is proposing increases of 4.2% to all rates across the board over the 2012 rates. Administration is recommending that minor rates continue to be established at 80% of adult rates and Commercial/alcohol/non-local functions are charged 125% of adult rates through 2013-2015.

Definitions:

Local Minor Group: Any group having 51% of its members residing within the Town of Stony Plain corporate limits and is under 18 years of age.

Local Adult Group: Any group having 51% of its members residing within the Town of Stony Plain corporate limits and is over 18 years of age.

Non Local Group: Regardless of age, any group having less than 51% of its membership residing outside the Town of Stony Plain corporate limits.

Commercial/Alcohol Group: Any group/individual regardless of residence utilizing a facility as a business and holding a business license and/or any function, which involves the consumption of Alcohol.

Supporting Bylaw or Policy: 073/02/02/SP Facility Rental Policy

Changes/


Commercial/Alcohol Functions/Non Local Group– per day

Total Building – including grounds 1,500.00 1,562.50 4.2%

Local Minor – per day

Total Building – including grounds 960.00 1,000.00 4.2%

Local Adult – per day

Total Building – including grounds 1,200.00 1,250.00 4.2%

Commercial/Alcohol Functions/Non Local - Hourly Rate

Total Building-including grounds 150.00 156.25 4.2%

Local Minor - Hourly Rate

Total Building – including grounds 96.00 100.00 4.2%

Local Adult – Hourly Rate

Total Building – including grounds 120.00 125.00 4.2%

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GOLF COURSE:

GREEN FEES

# HOLES 2012 2013 % Change

18 Mon - Thurs $55.00 $55.00 N/C

18 Fri- Sun & Holidays $65.00 $65.00 N/C

9 Mon - Thurs. $32.00 $32.00 N/C

9 Fri - Sun & Holidays $35.00 $35.00 N/C

18 Hole Senior Mon. - Fri. $48.00 $48.00 N/C

18 Hole Junior Mon- Thurs. $31.00 $31.00 N/C

18 Hole Junior Fri-Sun & Holidays. $34.00 $34.00 N/C

Twilight Mon - Thurs. $44.00 $44.00 N/C

Twilight Fri - Sun & Holidays $50.00 $50.00 N/C

GAME PASSES 2012 2013 %

Change

10*18 hole games WEEKDAY $550 $550 N/C

10*18 hole games WEEKEND $650 $650 N/C

STORAGE 2012 2013 % Change

LOCKER $55 $55.00 N/C

ADULT CLUB STORAGE $200 $200 N/C

POWER CADDY STORAGE $220 $220 N/C

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DRIVING RANGE FEES 2012 2013 % Change

Adult Season Pass $400 N/A N/A

Junior Season Pass $250 N/A N/A

20 Bucket Punch Pass (Large) N/A $198 Savings

10%

40 Bucket Punch pass (Large) N/A

$352 Savings

20%

60 Bucket Punch pass (Large) N/A $462

Savings 30%

80 Bucket Punch pass (Large) N/A $528

Savings 40%

Small Bucket $6 $6 N/C

Medium Bucket $9 $9 N/C

Large Bucket $11 $11 N/C

2012 RATES 2013 RATES

SEASON PASSES Resident Non-

Resident Resident Non-

Resident %

Change

ADULT FULL/7day week $2050 $2153 $2138 $2250 4.3

ADULT WEEKDAY/5day week $1464 $1537 $1527 $1607 4.3

SENIOR Full/7day week $1845 $1937 $2031 $2138 10.1

SENIOR WEEKDAY/5day week $1318 $1384 $1451 $1527 10.1

INTERMEDIATE $850 $850 $876 $876 3.1

JUNIOR $398 $398 $410 $410 3.0

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CART PASSES 2012 2013 %

Change

FULL YEAR CART PASS (7 DAY) SINGLE RIDER $800 $800 N/C

FULL YEAR CART PASS (WEEKDAY) SINGLE RIDER $700 $700 N/C

10 * 18 HOLE SINGLE RIDER RENTAL $155 $160 3.2%

SINGLE USE PULL CART $7 $7 N/C

18 HOLE CART $34 N/A

9 HOLE CART $18 N/A

18 HOLE SINGLE USE CART $17

9 HOLE SINGLE USE CART $10 10%

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CAPITAL

2013

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TOWN OF STONY PLAIN 2013 CAPITAL BUDGET

OVERVIEW

Capital Overview:

The Capital Budget is made up of proposed capital asset acquisitions. An asset can be a road,

building, vehicles, equipment, computer hardware, etc. A capital asset is something that is used

in the supply of services but is not consumable and has an extended useful life usually beyond

three years. Under the Town’s capital definition, a capital asset will have a value in excess of

$5,000. Capital assets do not include routine repair and maintenance costs. Attached to this

document are summaries of the proposed capital projects for 2013. The proposed expenditures

for 2013 are $13,667,562.

To highlight a few of the larger projects in the 2013 capital budget are the following: New

Community Centre for $9,400,000, North Park Drive (Hwy 16A to Boulder Blvd) for $1,936,000,

the 2013 Street Improvement Program for $587,340, and Drainage Culverts for $530,000 and

Capital Equipment for the amount of $419,222.

The Community Centre funding has not been determined at this time, there is $1,384,000 from

the Major Facilities Grant Program committed to the project. Additional projects are funded

through the following annual grants: Basic Municipal Transportation Grant $963,264, Municipal

Sustainability Capital Grant $2,659,182 and the Federal Gas Tax Fund $688,991. In 2013 the

other main funding source proposed is use of the reserves for the amount of $1,280,450 at this

time.

Golf Course Projects have historically been funded through the Golf Course operating budget,

debentures, the Golf Course Reserve or through borrowing from the General Purpose Reserve.

In 2013 the Golf Course Driving Range Protective Netting is proposed to be funded through the

Golf Course Reserve and the Policing and Public Safety Reserve.

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2013 Capital Projects

Prio

rit

y

DescriptionCapital

CostsTaxes

Reserves

&

Surplus

Grants

Provincial

Grants

Federal

Equipment

&

Manpower

Other Comments

H Community Centre 9,400,000 1,384,000

MCFP

H Recycling Centre Building 60,000 60,000

Waste

Mgmt

Reserve

H Heritage Park Pavillion Additional Power 8,000 8,000

Heritage

Park Life

Cycle

Machinery and Equipment

H Workspaces 14,722 14,722

General

Government

H Arena Condenser Platform 20,000 13,000

7,000 Parkland

County

Arena Life

Cycle

H Arena Upgrades 15,000 9,750

5,250 Parkland

County

Arena Life

Cycle

H Flail Mower Attachment 7,500 7,500

Capital

Equipment

H Grader 225,000 225,000

Capital

Equipment

H Plasma Cutter 6,000 6,000

Capital

Equipment

H Tractor 75,000 75,000

Capital

Equipment

M Packer 40,000 40,000

Capital

Equipment

H Power Tailgate 16,000 16,000

Capital

Equipment

Buildings

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Transportation

M 2013 Sidewalk Rehabilitation Plan 587,340 587,340

- BMTG

M North Park Drive (Hwy 16A to Boulder Blvd) 1,936,000 125,000 375,900 155,200

Roads

Reserve BMTG FGTF

1,279,900

MSI

H Streetlights 140,000 140,000

Golf Course Rd to 79th Ave to Memorial High School

Policing and

Public Safety

Reserve

Environmental Services

M Drainage Culverts 530,000 530,000

FGTF

Land Improvements

H Trail Additions 100,000 100,000

Trails

Reserve

-

H

John Paul 11 Joint Use Grounds 75,000

37,500 37,500 John Paul

School

Public

Reserve

H Driving Range Protective Netting 87,000 87,000

Policing and

Public Safety

Reserve

Vehicles

H Fire Utility Vehicle 50,000 50,000

Fire Truck

Reserve

H Rescue 3 275,000 275,000

Fire Truck

Reserve

TOTAL 13,667,562 - 1,149,472 3,767,140 685,200 - 49,750 -

LEGEND: PRIORITY:

AMIP - Albert Municipal Infrastructure Program H = High

FIP - Federal Infrastructure Program (Gas Tax) M = Medium

BMTG - Basic Municipal Transportation Grant L = Low

CIP - Community Initiatives Program

NDCC - New Deals for Communities and Cities

MSI - Municipal Sustainability Initative

BCF-Building Canada Fund

MCFP-Major Communities Facility

Enhancement Program

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2013 CAPITAL PROJECTS

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BUILDINGS

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DEPARTMENT: Community Services

FUNCTION: Facilities

PROJECT NAME: Construction of a new Community Centre

PRIORITY:

H

PROJECT DESCRIPTION:

With the completion of the first two phases of Heritage Park including the renovation of the grounds and the construction of the new year round pavilion the next step Phase III is the construction of a new two story community centre.

PROJECT CAPITAL COSTS:

Architectural Estimate based on schematic design - $9.4 Million

SOURCES OF FUNDING:

Major Community Facility Enhancement Program $1.384 Million. Remaining funds undetermined.

JUSTIFICATION:

The Regional Recreation and Culture Indoor Facility Study found that the need for a large scale social banquet facility is a priority for the tri-region. This in combination with the need to replace the aging existing town owned and operated community centre makes this a high priority project. The plans at Heritage Park include this facility and the pavilion has been constructed with this addition in mind. This facility will serve to be a catalyst for tourism and economic development as a result of a multitude of events being hosted in this facility that may otherwise be held outside the region.

FUTURE OPERATING BUDGET IMPLICATIONS:

It is anticipated that this facility will be well utilized and could be very easily a break even or profit centre.

Comment [L1]: click and type in the priority level

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IMPLICATIONS OF NON APPROVAL:

Continue to not have an adequate social banquet facility in the region and having to operate an aging and outdated community centre.

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DEPARTMENT: PLANNING & INFRASTRUCTURE

FUNCTION: Operations

PROJECT NAME: RECYCLE CENTRE BUILDING

PRIORITY:

H


Purchase prefabricated structure and install plumbing & heating


Recycle Centre Building and Utility Services $60,000

SOURCES OF FUNDING:

Waste Management Reserve $60,000

JUSTIFICATION:

The existing “office” structure at the Recycle Centre is inadequate to house any individuals working on site. Currently there are several space heaters used to heat the interior during winter, no air conditioning, no sanitary facility and the structure is not insulated. The current structure is occupied by two staff members who ensure the center is properly used, The recycle center is manned seven days a week, eight hours a day with the exception of Christmas and New Year days. The current structure is not conducive to the health of the workers.


Water and sewer charges would be included in the center’s operating budget along with natural gas and power.


Non approval could expose health risk to the workers.

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FUNCTION: Facilities

PROJECT NAME: Heritage Park Pavilion Additional Power

PRIORITY:

H


To add additional power outlets that could drop power down from the roof to be used at floor level for trade show functions and special events.


Installation of power $6,500.00

Rental of man lift $1,500.00 $8,000.00

SOURCES OF FUNDING:

Heritage Park Life Cycle Reserve

JUSTIFICATION:

During the first year of operation we have had requests to provide power in the middle of the floor area which could be arranged by having power cords installed in the roof with the ability to be brought down to floor level when required.


None.


Will need to run cables and power panels across the floor to reach these areas in the middle of the floor. Cables across the floor can become a risk management issue.


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MACHINERY AND EQUIPMENT

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DEPARTMENT: Corporate Services

FUNCTION: Legislative Services

PROJECT NAME: Additional Workspaces

PRIORITY:

H


Creation of two workspaces in the Corporate Services area and the addition of one set of furniture to office space


2 modular desks $9,415 1 set of office furniture $4,107 2 task chairs $1,200 Total $14,722

SOURCES OF FUNDING: General Government Reserve

JUSTIFICATION:

The Corporate Services Business Plan indicates an increase in the staffing complement and, therefore, two additional workstations are required in the Corporate Services area of the Town Administration Building. A workstation consists of wall panels for sound buffering and space separation, cabinets, desk surface and seating. These workstations will be added to the existing cubicles and will coordinate in color and design. The Office of the Chief Administrative Officer is also adding a person requiring the use of a meeting room for the Corporate Services Director office. This will require the addition of one set of Office Furniture.

FUTURE OPERATING BUDGET IMPLICATIONS: None


Non-ergonomic seating and desk setup resulting in health issues Crowded and inefficient workspaces Lack of privacy and sound barriers


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PROJECT NAME: ARENA CONDENSER PLATFORM

PRIORITY:

H


Modify platform for arena condenser


Platform modification $20,000.00

SOURCES OF FUNDING:

Arena Life Cycle Reserve $13,000 Parkland County $ 7,000

JUSTIFICATION:

On a weekly basis staff must access the condenser to grease all the bearings. Also about once every winter season staff must access the condenser via a hatch opening to clean out any snow accumulation in the condenser. However access for both activities is on the opposite side of the existing platform which means staff is access the unit and performing work from a ladder which is unsafe. To mitigate health and safety risk to staff options were examined and they are:

1) Engineer and modify existing platform so that it can be utilized as proper access.

2) Reconfigure the condenser so that hatch access is on the same side as existing platform

3) Relocate the condenser so that it is situated only a few feet above existing ground as oppose to current setup where the condenser is situated 10 to 12 feet above the ground.

No contractor has responded to our questions relative options 2 & 3 and as such the budget reflects Option 1.



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Periodic inspection is required to determine structural integrity for use.


Non approval would expose a safety risk to staff when servicing the condenser.

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PROJECT NAME: ARENA

PRIORITY:

H


Replace exhaust fans, concession flooring and counter tops.


Exhaust Fans $ 5,000.00 Concession Flooring and Counter Tops $10,000.00 Total $15,000.00

SOURCES OF FUNDING:

Arena Life Cycle Reserve $ 9,750.00 Parkland County $ 5,250.00 Total $15,000.00

JUSTIFICATION:

The exhaust fans for the hallways, dressing rooms and concession required replacements. These fans are rattling and vibrating when they are in operations and could malfunction at any given time. Much of the current conditions of the fans are the result of vandalism of having pucks and balls being thrown and shot at. A contractor while replacing a malfunctioned fan recommended that other fans be replaced. The concession flooring was replaced at least ten years ago. The current flooring consists of tiles and the tiles have begun to separate and crack. The recommendation to replace the flooring is from individuals working the concession during minor hockey season and which our arena staff concurs with. The counter top and cabinets were replacement over ten years ago. Because of the extensive usage ad by various people during the course of various event at the arena the counter tops and cabinets have become worn out.

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Fans required normal annual maintenance by both staff and contractor. Estimated cost of contractor cost is $800 annually.


Non approval could result in exhaust fans malfunctioning during hockey games or other activities which could also impact spectators.

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PROJECT NAME: FLAIL MOWER ATTACHMENT

PRIORITY:

H


Purchase new flail mower attachment to replace existing Unit 48A flail mower


New Flail Mower Attachment $7,500.00

SOURCES OF FUNDING:

Capital Equipment Reserve $7,500.00

JUSTIFICATION:

The existing flail mower attachment, mounted on a Trackless Machine, was purchased in 1988 at a cost of $4,600. The flail mower attachment has since had several repairs made every year. The lift frame is bent and welded several times, the housing for the mandrel has been welded several times, the mandrel has been bent and machined straighten several times, the gear box is worn and has been replaced, bearings have been replaced several times. The unit is so worn and repaired so often that there are no places on the unit where there is sufficient steel to perform further welding for repairs.


Like any equipment there is the normal maintenance cost associated with the new unit.

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Non approval would mean continual increasing maintenance costs and more importantly the equipment will be out of service for repairs more frequently.

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PROJECT NAME: GRADER

PRIORITY:

H


Purchase new grader


New Grader $225,000.00

SOURCES OF FUNDING:


JUSTIFICATION:

The existing Unit 39 is a 1993 John Deere 770BH grader. This unit has 7,783 hours registered on the hour meter; however it is not certain that the hour meter has functioned on a consistent basis therefore the actual hours on the grader could be much higher. A total of $37,450 has been spent on maintenance and repairs. Some of the major repairs have been the replacements of front steering, transfer case, both blade tilt cylinders, and transmission input shaft. Aside from these major repairs to keep the unit running, other repairs such as bearing and bushing replacements are on the horizon as many of the connections are loose and require some long awaited attention which means long down time for unit. The intent is to keep this unit and use it on a very minimal basis such as a substitute for when other grader(s) are down for maintenance or when the demand requires a third grader as in the case of winter of 2010/11.

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Like any equipment there is the normal operating and maintenance costs.



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PROJECT NAME: PLASMA CUTTER

PRIORITY:

H

PROJECT DESCRIPTION: Purchase of a plasma metal cutter


Plasma Cutter $6,000.00

SOURCES OF FUNDING:


JUSTIFICATION:

Currently the cutting of metal of various thicknesses is performed by using a cutting torch or a zip disc, both of which requires a considerable amount of time and producing harmful fumes. A cutting torch requires the use of oxyacetylene which could be explosive and when cutting generates harmful fumes. A zip disc when used generates fine metal particles which could also be harmful. A plasma cutter uses electrical power for the cutting and produces much less fumes. It also cuts much quicker than the two previous mentioned methods and also can be transported to a job site easily.

FUTURE OPERATING BUDGET IMPLICATIONS: NIL


Non approval would mean metal cutting would be status quo.

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PROJECT NAME: TRACTOR

PRIORITY:

H


Purchase a used four wheel drive tractor for Parks


Used four wheel drive tractor $75,000.00

SOURCES OF FUNDING:


JUSTIFICATION:

The existing Unit 53 is a 1982 Jacobsen Interstator tractor. The unit is used in conjunction with a flail mower mounted on the side of the tractor. Because of its age, staff can no longer find parts for the unit. In addition the unit is much under powered for the purpose that it serves. The side mounted Alamo flail mower requires 80 hp to operate. The tractor from what staff can determine only has an output of 50 hp. The flail mower outweighs the tractor by a substantial amount and therefore between the weight difference and the lack of horsepower, the unit is put under a tremendous amount of stress during operation resulting in continuous breakdowns. At the time of the purchase of the flail mower, the flail mower supplier had indicated the Town would have to expend a large amount of money to invest into a mounting kit and major retrofit fitting of hydraulic system to make the unit work and this does not guarantee it will work efficiently which is what we are experiencing now. It is anticipated that with a suitable tractor of weight and horsepower that there would be significantly less breakdown time thus allow work to be completed in a timely manner. It is also anticipated that the existing mounting kit can be salvaged for use on the more “modern” unit.

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PROJECT NAME: PACKER

PRIORITY:

M


Purchase used steel drum/rubber tire combination packer


Used Packer $40,000.00

SOURCES OF FUNDING:


JUSTIFICATION:

A packer is needed for asphalt repairs annually and for walking trail construction. The Town did have an old packer; however the old packer had a high center of gravity which made it very prone to tipping resulting in a high risk to staff safety. The old unit also had several mechanical problems and upon consulting with in-house mechanics it was determined that it was not feasible to make the required repairs; therefore the old unit was auctioned off a few years ago. In recent years a packer was rented on an as needed basis. However renting a packer is subject to availability. In most cases when the Town needs a packer everyone else in the industry also need a packer at the same time. As the Town is involved in more construction of trails it is estimated that the investment of a new packer would be recovered in approximately ten years as opposed to renting a unit on an annual basis. It is anticipated that the used packer would not have more than 600 to 750 hours registered at the time of purchase. As such this unit would be in the fleet for several years before replacement is considered.

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Non approval would mean continual renting of a packer which is subject to availability and could delay the completion of some work activities.

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PROJECT NAME: 2 POWER TAILGATES

PRIORITY:

H


Purchase of 2 slip in tool box for the 1 ton trucks


2 Power Tailgates $16,000.00

SOURCES OF FUNDING:


JUSTIFICATION:

The Utility staff has requested power lift tailgates for the 1 ton trucks. This is to accommodate the lifting of heavy objects into the truck box.


NIL


Non approval would mean the use of other equipment to assist in the lifting or multiple persons lifting one object.

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TRANSPORTATION AND

ENVIRONMENTAL TREATMENT

SERVICES

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DEPARTMENT: PLANNING AND INFRASTRUCTURE

FUNCTION: ENGINEERING

PROJECT NAME: 2013 STREET IMPROVEMENT PROGRAM

PRIORITY:

H

PROJECT DESCRIPTION: The Planning and Infrastructure Department has prepared a ten year plan for the rehabilitation of the municipal infrastructure systems. This plan is an assessment of the condition of the existing roadways, sidewalks, sanitary sewers, storm sewers and water mains in the community and prioritizes the need for repair and replacement. Each year, using the Ten Year Infrastructure Rehabilitation Plan, administration identifies the existing sidewalks in Town that are in poor condition or a safety concern and a priority for replacement. For 2013 administration is recommending repairs to the road, sidewalks, water mains and sanitary sewers on 51st Ave and 43rd Street south of Oatway Drive

PROJECT CAPITAL COSTS: $587,340.00

SOURCES OF FUNDING: $587,340.00 BMTG

JUSTIFICATION:

This work is necessary to protect the investment the Town has in the underground utilities and transportation system and to meet the demands of growth in the community.


The normal costs associated with the annual maintenance of sewer and water mains and roadways.

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The roads, sewer and water mains will continue to deteriorate to an unsafe condition and ultimately will provide an unacceptable level of service.

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PROJECT NAME: NORTH PARK DRIVE (HWY16A TO BOULDER BOULEVARD)

PRIORITY:

M


The 2010 Transportation Study, Highway 16a Access Management Plan and recent traffic impact assessment all identify a need for upgrading of North Park Drive when further development occurs in the North Business Park. The current development of the Quance subdivision and other general development in the area have necessitated that these improvements should be scheduled for construction. The recommended improvements include:

a) Installation of a center median to limit private access and egress to right in and right out only

b) Widening the road to include dedicated turn lanes at the Highway 16A intersection

c) Construction of an additional dedicated left turn lane from the highway onto North Park Drive.

d) Rehabilitation of the intersection of North Park Drive and Boulder Boulevard and the installation of traffic signals.


$1,936,000

SOURCES OF FUNDING:

$125,000 Roads Reserve $375,900 BMTG $155,200 FGTF $1,279,900 MSI

JUSTIFICATION:

The proposed improvements will allow the traffic movement on North Park Drive and circulation in the North Business Park to operate at an acceptable level of service.

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Typical annual costs associated with operating and maintaining the roadway.


Traffic volumes and the congestion will continue to increase until an unacceptable level of service is reached and becomes a safety issue.

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PROJECT NAME: STREET LIGHTS ON GOLF COURSE ROAD (79TH Avenue to Memorial High School).

PRIORITY:

H


The relocation of the Memorial Composite High School to the Westerra Campus on Golf Course Road south of 79th Avenue as seen a significant increase in both vehicular and pedestrian traffic. Administration is recommending that street lights are installed to improve safety of students and the public in the area.


$140,000.00

SOURCES OF FUNDING:

Policing and Public Safety Reserve

JUSTIFICATION:

The installation of the street lights on Golf Course Road would improve safety for both pedestrians and vehicular traffic.


Energy costs only.


The area would remain dark and a potential safety risks for users.

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FUNCTION: OPERATIONS

PROJECT NAME: DRAINAGE CULVERTS

PRIORITY:

M


Culvert repairs and replacements


Replace 1300mm x 130m culvert $500,000.00 Install struts in 2110mm x 450mm x 50 m culvert $ 30,000.00 Total $530,000.00

SOURCES OF FUNDING:

Federal Gas Tax Fund $530,000

JUSTIFICATION:

The north/south “stream course” that runs from approximately John Paul II school to Hwy 16A is actually a manmade drainage channel. The drainage channel crosses the school parking lot, 57th Ave, 55th Ave, 52nd Ave, 50th Ave/Brown St, 49th Ave, and 44th Ave. As the drainage channel crosses some significant roads, culvert failure could cause some major damages, access issues for the public, and emergency vehicle response time. In discussing with current long term staff and previously retired staff and no previous inspection was found, it was determined that the pipes have never been examined since the date of installation. Therefore in 2009 a consulting engineering firm was hired to inspect the culverts using Alberta Transportation inspection guidelines for bridge inspections. The inspection guideline states that culverts having 1200mm or greater are considered bridge structures thus the rationale for using the provincial inspection guideline.

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A report was submitted upon inspection completion that also prioritized repairs/replacements and their respective costs. There are two high priority repair/replacement identified in the report, that being the crossing in the John Paul II parking lot and the 57th Ave crossing. The John Paul II structure was recommended to be replaced in 2010 as the 1300mm pipe has excessive deflections with sections of reverse curvature in the roof of the culvert along with pitting rust in the lower portion of the pipe. However it was decided that the work be postponed indefinitely. The pipe crossing 57th Ave has deflections to 24% and pitting rust on the floor of the culvert. This pipe also has a dewater pipe attached to the inside of the pipe. Therefore culvert failure could also affect the dewater system in the Forest Green, Woodlands subdivisions. The recommendation is to install struts to maximized the remaining life of the culvert (i.e. prevent further deflection).


There would be inspection cost of the structures once every five years.


Continual as status quo.

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LAND IMPROVEMENTS

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FUNCTION: Parks

PROJECT NAME: Trail Additions

PRIORITY:

H


This project involves the addition of one trail extension.

1. Boundary Road – Graybriar Drive to Fairway Drive – 525 metres


Boundary Road – Graybriar Drive to Fairway Drive – 525 metres $100,000

SOURCES OF FUNDING:

Trails Reserve $100,000

JUSTIFICATION:

As per the 2005 Trails Master Plan the intent is to create a comprehensive, interconnected trail system. The area identified above has been rated as one of the highest priority connectors by administration. This link will assist in providing pedestrian connectivity to the Graybriar subdivision area.


The trails will need to be maintained and will add additional metres to the snow clearing requirements.


The areas identified above are lacking in some pedestrian connectivity and if the additions are not completed these areas will still be lacking that connectivity.


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PROJECT NAME: JOHN PAUL II JOINT USE GROUNDS

PRIORITY:

H


Reconstruct a joint use area at the John Paul II school site


Reconstruct Joint Use Area $75,000.00

SOURCES OF FUNDING:

John Paul 11 cost share $37,500.00 Public Reserve $37,500.00

JUSTIFICATION:

The area in question is an area in which is hosts part of the Town’s trail system while at the same time it is also an area for outdoor basketball. The area is cracked and heaved and has several large depressions which retains water after a rain storm or during with spring thaw. These issues have caused the school division to restrict some activities until the water is gone.


NIL

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FUNCTION: Golf Course

PROJECT NAME: Driving Range Protective Netting

PRIORITY:

H


To replace the driving range protective netting alongside Fairway Drive with new netting that is 75 feet high. Currently the netting height is only 25 feet high and the range is susceptible to errant golf balls which have the potential to damage vehicles or injure pedestrians. In addition to the netting the tee boxes would be configured to a U shape configuration which directs the play to the middle of the driving range and away from sides.


Installation of protective netting $150,500.00

Tee Box Configuration $ 25,000.00 $174,500.00

SOURCES OF FUNDING:

Golf Course Capital Reserve $ 87,500.00 previously approved Police and Public Safety reserve $ 87,000.00

$174,500.00

JUSTIFICATION:

Administration has been advocating this project as a risk management issue since 2008. In 2009 Council approved a budget of $87,500 but upon review and discussion with different netting companies it was determined that this amount would not provide the system that the Town would require and would not include a Canadian engineers stamp for liability purposes. The Golf Course currently and in the near future does not anticipate having the funds required to complete the project satisfactorily and is requesting the additional funds required to come from the Police and Public Safety reserve.


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None.


Continue to run the risk of property damage and personal injury to vehicles and pedestrians along Fairway Drive and Golf Course road.

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VEHICLES

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FUNCTION: Fire Department

PROJECT NAME: Utility Vehicle

PRIORITY:

H


The purchase of a utility vehicle for the transportation of fire department personnel on a daily basis.


Estimated cost of $50,000.

SOURCES OF FUNDING:

Fire Department Vehicle Reserve.

JUSTIFICATION:

Presently there is 1 utility vehicle (1/2 Ton) available for the three FTE positions to utilize on a daily basis. This often becomes a challenge in scheduling and results in the rescue vehicle or their own personal vehicle being used to accommodate daily usage. Plus with the potential addition of two full-time firefighters and an increase in inspections, prevention initiatives this will become impossible to manage. The reason for an SUV is that this vehicle would be able to be used as a command centre for a major incident and used as a means to transport firefighters to an emergency scene as required. This purchase will also reduce the wear and tear on the current utility vehicle ensuring that it will full-fill its lifecycle expectation of replacement in 2016.


Increased operating costs as you will have two vehicles on the road so there is additional fuel, insurance, R & M, etc.


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The Fire fighters will need to share the vehicle and be more effective and efficient in their planning of the vehicle. May have mileage costs for the use of their personal vehicles for Town business. Does not provide the staff with a professional image when doing inspection, fire business and using a personal vehicle.

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DEPARTMENT: COMMUNITY SERVICES

FUNCTION: FIRE

PROJECT NAME: Rescue 3 Replacement

PRIORITY:

H


Replace existing 1994 Rescue Truck.


Total Project Cost $550,000.00

SOURCES OF FUNDING:

Fire Truck Reserve $275,000.00 Parkland County $275,000.00 $550,000.00

JUSTIFICATION:

Rescue 3 was the first apparatus that was cost shared between the Town of Stony Plain and Parkland County. The joint purchase of this truck was completed in 1994. Rescue 3 is coming to the end of its 20 year age life and following the Equipment Replacement Plan is due for replacement in 2014. Parkland County has requested approval from the Town to proceed with building the specifications and tendering for this truck in 2013 with a delivery date in early 2014. There would be no financial payments required by the Town in 2013. Parkland County will invoice the Town after delivery of the new rescue truck in 2014.

FUTURE OPERATING BUDGET IMPLICATIONS: No Change.


Existing truck has served its lifespan and is due for replacement. Not moving forward would delay the delivery. This delay in delivery has the potential to increase the operating costs as a result of increased maintenance costs.


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2012 CARRY FORWARD PROJECTS

Description Capital Costs Taxes Reserves & Surplus Grants Provincial Grants FederalEquipment &

ManpowerOther Comments

Buildings

009.BG010 Parkland Bldg Lighting Upgrades 11,700 11,700

Parkland Bldg Reserve

10.BG007 Golf Course Maintenance Compound 650,058 650,058 Debenture

11.BG001 Pool Life Cycle Upgrades 910,430 42,000 250,430 250,000

Pool Life Cycle MSI FGCIMF

Recreation Reserve

368,000

12.BG001 Parkland Bldg Electrical Upgrades 15,000 15,000

Parkland Life Cycle

Machinery and Equipment

11.ME007 Municipal Area Connectivity 122,750 21,750

Technology Reserve

101,000

General Purpose Reserve

12.ME013 TLC Air Handling Unit 338,250 238,250

General Purpose Reserve

100,000

Tax Levy Stabilization Reserve

12.RS001 28th ST Construction 1,123,767 1,123,767 Debenture

12.RS002 Boulder Blvd RD 2,765,245 128,000 847,038 528,767

Roads Reserve BMTG FGTF

285,000

Water Reserve

750,000

Sewer Reserve

226,440

General Purpose

Road Systems

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08.LM002 Rotary Trail Phase 1 72,350

72,350

Rotary Club Donation

09.LM002 GC Driving Rge Enclosure 85,000 85,000

Golf Course Reserve

09.LM006 Wellness Park 51,400 31,400

20,000 Rotary Club

contribution

Recreation Reserve

10.LM005 Burial of Overhead Powerlines Hwy 779 827,101 827,101

-

BMTG

12.LM001 Trail Park Lighting 22,500 22,500


12.LM002 GC Path Improvements 8,070 8,070

Golf Course Reserve

VEHICLES

11.VE002 Aerial Fire Truck 1,152,372 248,551 451,911 Parkland County

Fire Truck Reserve 451,910 Spruce Grove

12.VE001 3 Ton Sewer Flusher Truck 189,487 189,487

Capital Equipment Reserve

TOTAL 8,345,480 - 2,872,148 1,924,569 778,767 - 2,769,996 -

Land Improvements

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APPENDICES

2013

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TRANSFERS TO RESERVES

CAPITAL RESERVE TRANSFERS 2009 2010 2011 2012 2013From General Govt. to Gen. Gov't Capital Reserve $40,000 $25,000 $30,000 $45,000 $45,000

From General Govt. to Gen. Purpose Capital Reserve $41,200 $36,902 $38,276 $38,374 $38,374

From IT/GIS to Technology Capital Reserve $20,000 $10,000 $30,000 $30,000 $30,000

From Fire to Fire Truck Reserve $35,000 $85,000 $138,000 $225,000 $138,633

From Fire to Fire Equipment Reserve $47,006 $47,006 $51,148 $51,148 $51,148

From Roads to Roads Reserve $100,000 $100,000 $100,000 $125,000 $125,000

From Water Supply and Distribution to Water Reserve $201,362 $143,459 $299,397 $314,521 $531,207

From Sewer Trans & Distrib to Sewer Reserve $166,306 $210,792 $363,683 $514,306 $557,823

From Solid Waste to Waste Mgmt Reserve $1,920 $1,920 $1,920 $1,920 $1,920

From Solid Waste to Waste Mgmt Reserve $10,080 $10,080 $0

From Arena Board Rental to Arena Reserve $13,400 $13,400 $13,400 $13,400 $13,400

From Handi - Bus to Handibus reserve $15,000 $15,000 $15,000 $15,000 $15,000

From Golf Course to Golf Course Reserve $0 $40,857 $116,713 $42,889

From Arena to General Purpose $3,600 $3,600 $3,600 $3,600 $3,600

From Subdiv and Land Sales to General Purpose $2,701,913

From Parks to Trails Reserve $50,000 $50,000

TOTAL $684,794 $732,936 $1,211,217 $1,480,238 $4,303,018

CAPITAL EQUIP REPLACE TRANSFERSFrom Rds/Strs/Walks/Lights $32,000 $50,000 $40,000 $65,000 $70,000

From Water Transmission and Distribution $29,290 $64,293 $62,020 $80,000 $80,000

From Sewer Transmission and Distribution $94,080 $92,610 $110,060 $80,000 $80,000

From Projects $5,000 $0 $5,000 $5,000 $6,000

From Parks $5,000 $0 $5,000 $5,000 $10,000

Evergreen Joint Use $2,600 $0 $1,000 $1,000 $1,000

From Parkland School Joint Use $5,000 $0 $2,500 $2,500 $3,000

From Common Services $125,000 $0 $75,000 $75,000 $75,000

From Waste Mgmt

TOTAL $297,970 $206,903 $300,580 $313,500 $325,000

Repay to General Purpose Reserve - Golf CourseYear Five Year Six Year Seven Year Eight Year Nine

Golf Course Expansion debt repayment $40,443 $0 $0 $0

Golf Course Golf Cart repayment $27,000 $27,000 $27,000 $27,000 $27,000

Golf Course Building Expansion $0 $0

TOTAL $67,443 $27,000 $27,000 $27,000 $27,000

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Repay to General Purpose Reserve - Waste Management UtilityYear Three Year Four Year Five Year Six Year Seven

Repay Organicart Program $34,125 $35,000 $35,000 $35,000 $68,925

TOTAL $34,125 $35,000 $35,000 $35,000 $68,925

Repayment to Tax Levy Stabilization Reserve - Roads

Year One Year Two Year Three

Repayment of Gravel Crushing $30,000 $30,000 $30,000

TOTAL $30,000 $30,000 $30,000

Repayment to Policing and Public Safety Reserve - Fire Services

Year One

Repayment of Grant to Spruce Grove Fire Services $86,367

TOTAL $86,367

Year One

Repayment to Legacy Reserve from Land Sales $288,087

TOTAL $288,087

LIFE CYCLE TRANSFERSFrom General Government $35,000 $35,000 $40,000 $40,000 $40,000

From Arena $32,500 $32,500 $35,000 $35,000 $35,000

From Pool $25,000 $25,000 $30,000 $30,000 $35,000

From Community Center $25,000 $20,000 $0 $0 $0

From Library $25,000 $35,000 $40,000 $40,000 $45,000

From Common Services $20,000 $20,000 $20,000 $45,000 $45,000

From Parkland Building $15,000 $15,000 $15,000 $15,000 $15,000

From Heritage Park $30,000 $10,000 $10,000 $10,000 $25,000

From Firehall $25,000 $25,000 $25,000 $25,000 $25,000

Youth Centre $20,000 $20,000

From Outdoor Rinks, Parks, and Sportsfiled to Outdoor Rec $30,000

Tri-leisure Centre $0

TOTAL $232,500 $217,500 $215,000 $260,000 $315,000

TRANSFER TO OPERATING RESERVEMurals $10,000 $10,000 $10,000 $10,000 $10,000

Public Arts Reserve $0 $0 $0

From Golf Course to Tax Levy Stabilization Reserve $100,000 $100,000 $100,000 $100,000 $0

From Police to Policing Reserve $0 $0 $0

From Photo Radar to Policing Reserve $193,809 $144,076 $282,000 $157,000 $357,600

From Waste Mgmt to Utility Rate Stabilization Reserve

From Fire to Expendable Equipment Reserve $0 $0 $0

Legacy Reserve $350,000 $50,000 $50,000 $50,000


TOTAL $653,809 $304,076 $392,000 $317,000 $417,600

TOTAL TRANSFER TO RESERVES $1,970,641 $1,523,415 $2,180,797 $2,432,738 $5,572,910

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RESERVE ANALYSIS

CAPITAL RESERVES Reserve

Balances from

October 31,

2012

2012

Transfers to

Reserve

Approved

Projects

Planned Not

Yet Funded

Projected Total

Add/Subtract

Commitments

Proposed

2013

Transfers to

Reserve

Proposed

2013 Projects

and

Operational

Transfers

Projected Total

Add/Subtract

Commitments

OFFSITE and DEVELOPER

CONTRIBUTION RESERVES:

***Offsite Roads 4,262,103.54$ -$ 4,262,103.54$ -$ -$ 4,262,103.54$

***Storm Sew er 532,825.98$ -$ 532,825.98$ -$ 10,000.00$ 522,825.98$

***Water 746,371.45$ -$ 746,371.45$ -$ -$ 746,371.45$

***Sew er 1,287,838.78$ -$ 1,287,838.78$ -$ -$ 1,287,838.78$

***Developer Cont - Recreation 640,670.54$ 399,400.00$ 241,270.54$ -$ -$ 241,270.54$

LIFE CYCLE RESERVES: -$

Common Services 18,389.04$ -$ 18,389.04$ 45,000.00$ -$ 63,389.04$

Arena 233,633.18$ -$ 233,633.18$ 48,400.00$ 34,416.00$ 247,617.18$

Pool 141,052.86$ 42,000.00$ 99,052.86$ 35,000.00$ 4,200.00$ 129,852.86$

Community Center 172,559.40$ -$ 172,559.40$ 420.00$ 172,139.40$

Heritage Park 35,646.70$ -$ 35,646.70$ 25,000.00$ 10,000.00$ 50,646.70$

Parkland Building 91,865.76$ 26,700.00$ 65,165.76$ 15,000.00$ 420.00$ 79,745.76$

Library 70,931.87$ -$ 70,931.87$ 45,000.00$ 420.00$ 115,511.87$

Tow n Office 265,115.79$ -$ 265,115.79$ 40,000.00$ 15,000.00$ 290,115.79$

Firehall Building 108,420.99$ -$ 108,420.99$ 25,000.00$ 2,256.00$ 131,164.99$

Youth Centre 20,448.05$ 20,448.05$ 20,000.00$ 420.00$ 40,028.05$

Tri-Leisure Centre -$ -$ -$

Outdoor Recreational Reserve -$ 30,000.00$ 30,000.00$

CAPITAL EQUIPMENT -$

REPLACEMENT RESERVES: -$

Fire Truck Replacement 389,052.36$ 248,551.00$ 140,501.36$ 138,633.00$ 325,000.00$ (45,865.64)$

Fire Equip Repalcement 82,358.05$ 29,548.00$ 52,810.05$ 51,148.00$ 23,100.00$ 80,858.05$

Handi Bus Replacement 67,540.19$ -$ 67,540.19$ 15,000.00$ -$ 82,540.19$

Capital Equipment Replacement 444,934.61$ 189,487.00$ 255,447.61$ 325,000.00$ 375,100.00$ 205,347.61$

GENERAL CAPITAL RESERVES: -$

General Government 96,707.44$ -$ 96,707.44$ 45,000.00$ 14,722.00$ 126,985.44$

Roads 129,563.44$ 128,000.00$ 1,563.44$ 125,000.00$ 125,000.00$ 1,563.44$

Water 279,326.66$ 285,000.00$ (5,673.34)$ 531,207.00$ -$ 525,533.66$

Sew er 466,765.59$ 750,000.00$ (283,234.41)$ 557,823.00$ -$ 274,588.59$

Waste Management 85,379.01$ -$ 85,379.01$ 1,920.00$ 60,000.00$ 27,299.01$

OTHER RESERVES: -$

Arena Ice Slab Overborrow Resv 81,791.49$ -$ 81,791.49$ -$ 81,791.49$

Trails Reserve 113,735.85$ 28,582.00$ 85,153.85$ 50,000.00$ 100,000.00$ 35,153.85$

Technology Capital 30,410.32$ 21,750.00$ 8,660.32$ 30,000.00$ -$ 38,660.32$

Highw ay 16A Safe Crossing 42,690.08$ -$ 42,690.08$ -$ 42,690.08$

Public 221,861.61$ 19,611.00$ 202,250.61$ 37,500.00$ 164,750.61$

***General Purpose 963,472.40$ 21,002.00$ 769,950.00$ 214,524.40$ 2,839,812.00$ 212,252.00$ 2,842,084.40$

Golf Course 120,717.49$ 35,530.00$ 95,570.00$ 60,677.49$ -$ - 60,677.49$

Subtotal 12,244,180.52$ 395,890.00$ 3,034,149.00$ 9,266,563.52$ 5,038,943.00$ 1,350,226.00$ 12,955,280.52$

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OPERATING RESERVES

Mural Preservation 34,630.45$ -$ 34,630.45$ 10,000.00$ -$ 44,630.45$

Tax Levy Stabilization 318,489.65$ 100,000.00$ 293,915.00$ 124,574.65$ 30,000.00$ 30,000.00$ 124,574.65$

UT Rate Stabilization 503,230.81$ 15,000.00$ 488,230.81$ 131,748.00$ 356,482.81$

Family Fest 1,267.53$ -$ 1,267.53$ -$ 1,267.53$

Snow Removal 37,909.44$ -$ 37,909.44$ -$ 37,909.44$

Japanese Tw inning 4,940.69$ -$ 4,940.69$ -$ 4,940.69$

Safety Rebate Program 74,876.55$ 8,925.00$ 65,951.55$ 22,200.00$ 43,751.55$

Public Art Reserve 21,477.39$ -$ -$ 21,477.39$ -$ 21,477.39$

Policing and Public saftey Reserve 624,683.93$ 157,000.00$ 472,476.00$ 309,207.93$ 443,967.00$ 644,000.00$ 109,174.93$

Legislative Reserve 516,440.26$

Legacy Reserve 516,440.26$ -$ 516,440.26$ 50,000.00$ 288,087.00$ 278,353.26$

Subtotal 2,137,946.70$ 696,080.00$ 790,316.00$ 2,121,070.96$ 533,967.00$ 1,116,035.00$ 744,209.44$

TOTAL 14,382,127.22$ 1,091,970.00$ 3,824,465.00$ 11,387,634.48$ 5,572,910.00$ 2,466,261.00$ 13,699,489.96$

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COMMITTED FUNDS FOR OPERATING AND CAPITAL 2012

Town of Stony Plain

Captial Projects and Operational transfers approved but not yet funded

10/31/2012

Offsite and Developer Contribution Reserves

Developer Contribution - Recreation Reserve

Pool Upgrades $368,000.00

Wellness Park $31,400.00 $399,400.00

Life Cycle Reserves

Pool Reserve Pool Upgrades $42,000.00

Parkland Bldg Lifecycle

Parkland Roof Replacement $15,000.00

Parkland Lighting Upgrade $11,700.00 $26,700.00

Capital Equipment Replacement Reserves

Fire Truck Reserve Aerial Fire Truck $248,551.00

Fire Equipment Replacement Fire Equipment Replacement $29,548.00

Capital Equipment Replacement Sewer Flush Truck $189,487.00

General Capital Reserves

Capital Reserve - Roads Boulder Blvd Rd $128,000.00

Capital Reserve - Water Boulder Blvd Rd $285,000.00

Capital Reserve- Sewer Boulder Blvd Rd $750,000.00

Other Capital Reserves

Technology Capital Improved MAN (Municipal Area Connectivity) $21,750.00

Public Reserve Trail Additions $19,611.00

General Purpose Reserve Storm Pond $201,262.00

TLC Air Handling Unit $238,250.00

Boulder Blvd Rd $229,438.00

Improved MAN (Municipal Area Connectivity)$101,000.00 $769,950.00

Golf Course Reserve Golf Course Driving Range $87,500.00

Cart Path Improvements $8,070.00 $95,570.00

Trails Reserve

Walking Trails Paving $28,582.00

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Operating Reserves

Tax Levy Stabilization Reserve Downtown StreetScape $158,915.00

TLC Air Handling Unit $100,000.00

Professional Services Engineering $35,000.00 $293,915.00

Utility Rate Stabilization Reserve Climate Change Program $15,000.00

Safety Reserve Safety Event $3,500.00

Training $3,344.00

Safety Lunches $2,081.00 $8,925.00

Policing and Public Safety RCMP Building Study $50,000.00

Increase in RCMP contract $400,000.00

Trail/Park Lighting $22,476.00 $472,476.00

Total Reserve Commitments $3,824,465.00

of 268

Proposed 2013 Projects Capital and Operating Proposed Commitments

Offsite Storm Reserve I/I Study 10,000.00$

Life Cycle Reserves

Life Cycle- Arena Arena Condenser Platform 13,000.00$

Roof Anchors 4,516.00$

Ice Plant Maintenance 7,150.00$

Arena Upgrades 9,750.00$ 34,416.00$

Life Cycle-Heritage Park Heritage Park Pavillion Additional Power8,000.00$

Roof Anchors 2,000.00$ 10,000.00$

Life Cycle-Pool Roof Anchors 4,200.00$

Life Cycle- Community Centre Roof Anchors 420.00$

Life Cycle- Parkland Building Roof Anchors 420.00$

Life Cycle-Library Roof Anchors 420.00$

Life Cycle-Firehall Roof Anchors 2,256.00$

Life Cycle-Youth Centre Roof Anchors 420.00$

Life Cycle Town Administration Bldg Conceptual Design for Expansion 15,000.00$

Capital Equipment Replacement Reserves

Fire Equipment Replacement Fire Equipment 23,100.00$

Capital Equipment Reserve Flail Mower Attachment 7,500.00$

Grader 225,000.00$

Roof Anchors 5,600.00$

Plasma Cutter 6,000.00$

Tractor 75,000.00$

Packer 40,000.00$

Power Tailgate 16,000.00$ 375,100.00$

Fire Truck Reserve Fire Utility Vehicle 50,000.00$

Fire Engine 3 275,000.00$ 325,000.00$

of 268

General Capital Reserves

General Government Workspaces 14,722.00$

General Purpose 28th St Debenture 211,832.00$

Roof Anchors for Recycle Motorcycle 420.00$ 212,252.00$

Capital Roads Reserve North Park Drive 125,000.00$

Waste Management Reserve Recycle Admin Bldg 60,000.00$

Other Reserves

Trails Reserve Trail Additions 100,000.00$

Public Reserve John Paul 11 Joint Use Grounds 37,500.00$

Legacy Reserve 28th Street Debenture 288,087.00$

Operating Reserves

Tax Levy Stabilization Reserve Public Works Operations Review 30,000.00$

Safety Reserve Proffesional Services 5,000.00$

Safety Event 7,000.00$

Air Quality testing PW 6,000.00$

Safety Lunches 4,200.00$ 22,200.00$


RCMP Building 50,000.00$

Community Groups 57,000.00$

Driving Range Protective Netting 87,000.00$

Streetlights 140,000.00$

Cross walk Lighting 10,000.00$

Operating phased in Contract increase300,000.00$ 644,000.00$

Utility Rate Stabilization Reserve Climate Change Program 15,000.00$

Roof Anchor Program 16,748.00$

Leak Detection and Meter Change out program100,000.00$ 131,748.00$

2,466,261.00$

of 268

2013 DEBENTURE SUMMARY

DEB LOAN CURRENT MATURITY YEARLY OPENING Closing

# # INT.RATE DATE PROJECT PAYMENT BALANCE Jan. 1 2013 Balance Dec 31, 2013

58 1173459 10.00% 16/12/2016 E.T.S.S. Phase III 40,846.24$ 129,477.40$ 101,578.90$

67 4001382 1.66% 17/09/2017 28th Street 499,919.16$ 2,389,113.40$ 1,926,966.29$

59.1 1185345 6.25% 01/11/2021 Tri Facility 45,281.79$ 304,669.41$ 278,429.46$

59.2 1185378 5.88% 03/12/2021 Tri Facility 172,603.86$ 1,180,411.85$ 1,077,157.19$

60 1185346 6.25% 01/11/2021 Local Imp - 50 St. Sewer 4,955.47$ 33,341.77$ 30,470.16$

59.3 1185456 6.25% 03/06/2022 Tri Facility 35,584.91$ 258,833.57$ 239,425.76$

61 1185563 5.88% 03/02/2023 Town Office Building 129,452.90$ 1,027,537.69$ 958,452.63$

62 4.57% 15/12/2025 New Firehall 153,616.42$ 1,493,353.11$ 1,406,992.68$

64 4000028 4.96% 15/06/2026 Arena Ice - Slab 55,130.76$ 537,713.88$ 508,922.31$

65 4001191 3.29% 15/09/2031

G C Maintenance

Compound 48,054.50$ 687,494.75$ 662,278.41$

66 4001383 2.95% 17/09/2032

G C Maintenance

Compound 49,100.06$ 738,000.00$ 710,447.29$

67 4001459 2.94% 17/12/2032

G C Maintenance

Compound 30,665.70 461,132.50$ 443,907.55$

TOTAL 1,265,211.77$ 9,241,079.33$ 8,345,028.63$

final budget - 2013

Documents

balanced budget

foregoing budget

operating budget summary

operating budget revenues

capital budget proposal

public budget meetings

mayor page

corporate services