Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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Towards the 2019 Capital & Operating Budgets Craig Curtis, City Manager Mid-year Budget Review September 5, 2018
“Times and conditions change
so rapidly that we must keep
our aim constantly focused on
the future.”
Walt Disney
“Real vision demands that we
make tough choices. Real
vision is responsible and paid
for.”
Michael F. Easely
2
2018 / 2019 Budget Process
May 2, 2018
July 2018
September 5, 2018
September 2018
October 24, 2018
November 19 / 20, 2018
December 11, 2018
January 8 - 18, 2019
3
Mid-year Budget Purpose
The purpose of the Mid-year Budget is
to provide Council with a financial and
strategic update for the organization as
a whole, as well as to bring forward any
emergent issues that cannot wait to be
heard within the full context of the
Capital and Operating Budgets.
4
2018 – 2019 Budget Process 5
2009 – 2011 Strategic Plan
Primary Themes
Downtown - Greater Downtown Action Plan
- Riverlands Area Redevelopment Plan
- Downtown Investment and
Attraction Plan
Environment - Environmental Master Plan
- Waste Management Master Plan
- Corporate Greenhouse Gas Study
- Greening the Fleet Study
Culture - Culture Vision
Governance - Governance & Policy Committee
Parks - River Valley & Tributaries Concept Plan
6 Growth - Intermunicipal Development Plan
Greater Downtown Action Plan
Progress and Potential
2017/18 Implementation
• The majority of the top 10 initiatives approved by Council in relation to the
Greater Downtown Action Plan (GDAP) have been implemented or are
underway.
• Work on the new Gary W. Harris Celebration Plaza is underway on 48th
Avenue in conjunction with the rehabilitation of the former Central
Elementary School, currently housing the Canada Winter Games Host
Society and the future home of The City’s Culture Section and programs.
Power line burial underway.
• Administration continues to focus efforts on efficient processes and timely
responses in the downtown, in support of the GDAP, with particular
emphasis in the following areas:
o Emerging Issues in our Downtown – Needle Disposal Guide, rough
sleeper strategy, storage of personal belongings strategy, initiatives to
promote pro-social behaviours for all downtown visitors
o A Safe and Clean Downtown – Needle Disposal Guide, DBA
contract, Community Safety Strategy implementation,
increased police presence, promotion of good news stories.
7
Greater Downtown Action Plan Progress and Potential 2017/18 Implementation • An Investment-Ready Downtown – Downtown Investment Attraction Plan, business incubator, Business License Bylaw, Downtown Business Association (DBA) collaboration, Land and Economic Development microsite. • A Year-Round Downtown – Seasonal patio program, Ross Street Patio, Central Middle School site plaza, Winter Market for Red Deer Lights the Night during Canada Winter Games. • Our Downtown Identity – Downtown pageantry (banners, seasonal lights, hanging baskets), downtown streetlight replacement, Capstone at Riverlands, Downtown Residential Attraction Study responses. • A Welcoming and Inclusive Downtown Neighbourhood – Downtown Community Development Committee initiatives, City of Red Deer ‘customer service and ease of use’ process review, social facility location guidelines • Legislation, Governance and Policy – Business Improvement Area (BIA) bylaw and guideline document, MGA revisions, cannabis legislation. 8
GDAP: 2017/18 Implementation Continued
9
• Capstone
o Construction of the underground utilities is
primarily complete, and the surface work along
the new Alexander Way and 45th Street Corridor
is well underway.
o Construction focus for the remainder of 2018 is
to complete the roadwork, and in 2019 the focus
will shift to the new Canada 150 Plaza and the
Riverwalk.
o Marketing and land sale processes are underway.
Environmental Master Plan
2017/18 Implementation
• The Environmental Master Plan was adopted by Council
in 2011 and includes metrics for environmental progress
in a range of areas.
• An update of the Master Plan is nearly complete. As
part of the process, a comprehensive public participation
strategy has been implemented, including a Community
Engagement Group, internal stakeholders, and the
general public.
• All input will be compiled, and a report to Council will
be brought forward in Q4 2018 with recommendations.
10Corporate Greenhouse Gas Study
2017/18 Implementation
• As part of the EMP, we are looking at ways The City and the
Community can reduce Greenhouse Gas Emissions.
• Working with The Canadian Urban Transit Research &
Innovation Consortium (CUTRIC) on a feasibility study to
operate electric buses.
• The City now has 26 Compressed Natural Gas (CNG)
Conventional buses and 6 CNG Action buses in service.
Waste Management Master Plan
2017/18 Implementation
• The green cart program was fully implemented in the
spring of 2018.
• The black and blue carts will be fully implemented in the
spring of 2019. 11Culture Vision Reframing Culture for our Time and Space 2017/18 Implementation • Red Deer’s Community Culture Vision is one of the pillars of our Sustainability Plan and was adopted in 2008 as a framework for City and community initiatives. The definition of culture in the Plan is broad and includes the formal and informal interaction of many forms of creative expression. Direction is outlined under the main themes of Diversity, Green Space, Agora Space, Built Space and Activities. • In 2015, a Diversity & Inclusion Specialist position was established in the Human Resources Department. • A new Agora Space (Canada 150 Square) is being developed along the river as part of the Capstone project. • The Capital Budget included funds for a Cultural Facility Needs Assessment; this study will be complete in Q4. • The Public Art Commission approved a number of public art projects in conjunction with the new community facilities including a “ghost” at Servus Arena. 12
Culture Vision
Reframing Culture for our Time and Space
2017/18 Implementation
• The former “Fee for Service” program was rebranded by
City Council as the “Community Culture Development
Fund”; this included a significant increase in funding.
• A new Aboriginal Culture Centre is proposed as part of
Phase 2 of the Asooahum Crossing Project.
• Consultation is underway with the Province on the
future of the Parsons House on the new Red Deer
Justice Centre site and the J.J. Gaetz House on the
former Michener Centre site.
13Parks
2017/18 Implementation
• Implementation of the River Valley and Tributaries Park
Concept Plan is being achieved in the planning of the new
growth areas.
• The North of 11A MASP was adopted by Council in
January 2016 and includes major park nodes at Hazlett
Lake and in the north east along the Red Deer River. The
plan also incorporates a future link for the TransCanada
Trail.
• A study of Hazlett Lake has been completed to determine
the requirements for Environmental Reserve (ER) to
protect the area. The study was adopted by Council in
July,2017.
14Parks: 2017/18 Implementation
Continued
• Land has been consolidated to provide a proposed trail link
between the McKenzie Recreation Area and River Bend. The
remaining land will be acquired through reserve dedication when
adjacent lands are developed.
• The new Highway 2 interchange south of the city has been
designed to incorporate access for the TransCanada Trail linking
the city and the county.
• The Bower Natural Area south of Red Deer College has now been
consolidated as part of The City’s park system through a
combination of reserve dedication and land acquisition. The
agreement was approved by Council in conjunction with the
Southpointe Junction Neighbourhood Area Structure Plan in 2009
but only recently implemented.
• The Canada 150 Square or Agora Space in Riverlands will provide
the urban interface with the Waskasoo Park Trail System and
connect into Downtown via Alexander Way.
15Parks: 2017/18 Implementation
Continued
• In November 2016, Council approved the Gary W. Harris
Celebration Plaza on 48th Avenue in conjunction with the
renovation of the Central Elementary School as the
temporary home for the Canada Winter Games Host
Society and future home of The City’s Culture Section.
• The major upgrade of Discovery Canyon was partially
funded by the Federal Government’s Western Economic
Diversification Canada 150 Grant and was developed as The
City’s legacy project. The facility was officially opened in July
2017, and current use is far exceeding expectations.
• The amendments to the MGA include new definitions for
Environmental Reserve and the ability to designate
“Conservation Reserve”.
16Intermunicipal Development
Plan / Growth
2017/18 Implementation
• Annual meeting of City and County Councils on September
24th will confirm the current status of growth and land
absorption.
• Administrations for Red Deer County and The City of Red
Deer meet monthly to review the applications in the city’s
growth area.
• Revisions to the Municipal Government Act have a strong
focus on intermunicipal collaboration, which include
mandatory requirements for regional land use planning as well
as the delivery and funding of regional services. All Monitoring Financing
municipalities outside of Edmonton and Calgary that share a
and and
Analysis Funding
Prioritizing Service
common boundary must adopt an Intermunicipal
and Delivery
Sequencing
Collaboration Framework (ICF) by April 1, 2020. Land
Supply
Integrated
Decision Budgeting
Making
17Intermunicipal Development
Plan / Growth
2017/18 Implementation
• ICFs are intended to provide for integrated and strategic
planning, delivery, and funding of intermunicipal
services. ICFs must address transportation, water and
wastewater, solid waste, emergency services, recreation, and
any other services that benefit residents in more than one of
the municipalities that are parties to the framework.
• Both City and County Administrations are in the process of
reviewing our existing agreements and plans. The following
steps will require discussions and negotiations on the
development of the ICF and may require IDP amendments
to bring it in compliance with the ICF.
• We were awarded a grant from AB Municipal Affairs to assist
this work over the next year.
18Strategic Direction 2012 – 2014
Healthy Community
19Strategic Direction 2012 – 2014
Goals: Six Themes
Economy Shift our primary economic development focus and activity to within
Red Deer.
• Economic Development Strategy Prioritization
• Downtown Investment and Attraction Plan
• Downtown Residential Attraction Study
IMPLEMENTATION STAGE
Design Design and plan our community to reflect our character and values.
• Neighbourhood Planning and Design Standards
• Engineering Design Guidelines Revision
• Character Statements
IMPLEMENTATION STAGE
20Strategic Direction 2012 – 2014
Goals: Six Themes
Movement Design for and facilitate integrated movement.
• Mobility Playbook
• Multimodal Transportation Plan
IMPLEMENTATION STAGE
Identity Identify and promote our Red Deer identity.
• Identity Narrative
• Promotional Videos
IMPLEMENTATION STAGE
21Strategic Direction 2012 – 2014
Goals: Six Themes
Safety Enable and promote a safer community.
• Policing Plan & Crime Prevention Structure
• Annual Policing Plan
• Alcohol & Drug Strategy
• Social Policy Framework
• Community Safety Strategy: Toward a Vision for a Safe Red Deer
IMPLEMENTATION STAGE
Dialogue Engage our community and enhance our relationships.
• Public Participation Toolkit
• Committee Structure Review
• Establish Guidelines for Ad Hoc Committees
IMPLEMENTATION STAGE
22Economy: Shift our Primary Economic
Development Focus to Within Red Deer.
2017/18 Implementation
Continued Development on the Top Ten Economic
Development Priorities with special attention to maximizing
the opportunities from the 2019 Canada Winter Games.
Land and Economic Development team has released a new
website. The Investment Opportunity Engine enables
businesses to make informed decisions through access to
current, reliable and accessible data.
• Business Readiness planning in progress with partners
(Catapult and DBA) in anticipation of preparing our
businesses for events like AUMA, CFR and CWG.
• A strategic Business Visitation Program is being implemented.
23Economy: Shift our Primary Economic
Development Focus to Within Red Deer.
2017/18 Implementation
Capstone is on track to becoming a unique high density residential / commercial
neighbourhood linked to the river valley and the city’s trail system.
The 2019 Canada Winter Games has positioned Red Deer as a leader in sports
tourism.
The City’s profile generated through The Games development and other
initiatives has resulted in Red Deer gaining a number of major events including
the Hlinka Gretzky Cup, the 2017-18 WHL Awards, and the Canadian Finals
Rodeo.
The Conference Board of Canada Mid-sized Cities Economic Outlook specifically
notes the impact of Games-related construction projects. It is anticipated that
The Games will have an economic impact of around $130 Million on the local
economy as well as providing a lasting legacy of amenities.
24Economy: Shift our Primary Economic
Development Focus to Within Red Deer.
2017/18 Implementation
Administration is currently reviewing the governance of
Economic Development and Tourism from a strategic
perspective.
The Provincial announcement that Red Deer College
will transition into University status is a major
economic boost.
MoneySense Magazine rated Red Deer as the #12 Best
Place to Live in Canada out of 415 communities. The
City was ranked #9 in 2012 and dropped to #330
during the recession. The primary assets listed are:
wealth of the community, demographics and available
amenities.
25Design
Design and Plan our Community to Reflect our
Character and Values.
2017/18 Implementation
• The new Neighbourhood Planning and Design Standards
(NPDS) are being utilized in all planning and development
decisions. Land Use Bylaw amendments have been drafted and
approved to support aspects of the NPDS and this work
continues.
• Revised Engineering Design Guidelines have been completed
and adopted.
• A new planning tool entitled “Character Statement” was
adopted as part of the Waskasoo Neighbourhood Plan. Work is
underway to determine the appropriate planning tools for older
neighbourhoods.
• The design standards have facilitated the creation of zones for
new housing types which are being used by The City and private
developers.
26Movement
Design for and Facilitate Integrated Movement.
2017/18 Implementation
• The Movement Charter as adopted by Council outlines the
desired outcomes together with 12 key strategies.
• The final “Multimodal Transportation Plan: Moving Red Deer
Forward” was adopted unanimously by Council on July 11, 2017.
• The Plan is underpinned with significant data which provides a
basis for undertaking detailed planning in any portion of the
system.
• The Transit Master Plan will come to Council in Q4 for
consideration and approval.
27Movement: 2017/18 Implementation Continued
• The Charter is in the implementation stage and work has been
undertaken in a number of areas:
o Updated Engineering Guidelines have been completed.
o Solar powered crosswalk lights have been installed throughout
the city.
o Roundabouts have been implemented supported by a
communications plan and a report on future implementation will
be considered by Council in Q4.
o Continuing advocacy for a high speed rail line between Edmonton
and Calgary with a stop in Red Deer.
o Complete Streets principles have been adopted in the design of
the extension of Alexander Way in Riverlands.
o Detailed plans are being developed to incorporate a section of
the TransCanada Trail within the North of 11A Major Area
Structure Plan.
28Identity
Identify and Promote our Red Deer Identity.
2017/18 Implementation
• Consulted with more than 1,600 citizens as part of the uncovering and validation
phase of the project.
• Three narrative pillars were presented to Council in 2016 and publicly launched at
Let’s Talk.
• A series of videos have been prepared based on the themes adopted.
• Identity themes and video material are currently being utilized for the marketing of
the 2019 Canada Winter Games and in our economic and tourism strategies.
• Ongoing work with our partners on a shared photographic and video library.
29Safety
Enable and Promote a Safer Community.
2017/18 Implementation
• Regional Joint Task Force (including ALERT) has been
successful in major seizures of drugs, weapons and stolen
property.
• Call Centre implementation of triage system successfully
diverted 46% of non-emergency calls to the department.
• Alcohol and Drug Strategy completed and adopted as a
planning tool. Stakeholders are involved in ongoing
implementation. Ad hoc implementation of government
initiatives does not support the four pillar approach of
prevention, treatment, harm reduction and community
safety.
30Safety: 2017/18 Implementation
Continued
• The Social Policy Framework was adopted by Council in
September 2016 with policy initiatives outlined to Council
in 2016. This framework is used as a lens in preparing
major planning documents as well as the annual operating
budget.
• In September 2016, Council adopted the Community Safety
Strategy entitled “Toward a Vision for a Safe Red Deer”.
This plan is currently being implemented with the
establishment of a “Core of Responsibility” (COR) to serve
as the steward of community safety in Red Deer.
• Council is playing a more active role in developing the
Annual Policing Plan (APP) with the RCMP. The new plan
adopted in July 2018 has a greater focus on the Downtown.
In addition, City Council approved resource allocation in
support of the plan.
31Safety: 2017/18 Implementation
Continued
• The City has adopted a Needle Disposal Guide with
other agencies and information has been distributed
widely through advertising, brochures and social media.
A decision on Provincial funding for this initiative is
required.
• The RCMP has established Project Pinpoint which
focuses resources on problem locations and high risk
offenders.
• In June 2018, City Council considered the issue of the
governance of police services in Red Deer and directed
a Police Governance Delivery Model Review with Terms
of Reference to be developed and approved by City
Council. In addition, Council authorized a high level
review of service areas and levels.
32Strategic Plan 2015 - 2018 33
Strategic Plan 2015 – 2018
Goals: Three Themes
Dialogue Engage our community and enhance our
relationships.
Financial Leadership Build a sustainable financial foundation
for current services and future
community investment.
Community Amenities Create great spaces and places for all Red
Deerians to experience.
34Dialogue
Engage our Community and Enhance our Relationships.
2017/18 Implementation
• The Dialogue Charter was developed under the former
Strategic Plan (2009-2014) and is continued under the current
Strategic Plan (2015-2018).
• Dialogue has been split into two charters.
• Dialogue 1.0 focused on public participation and Council
committees. It is in implementation and that charter is complete.
• The first Community Engagement Group was developed for the
Environmental Master Plan review. This public participation work
completed in June and is currently being utilized by the
consultant in developing the updated Environmental Master
Plan.
35Dialogue: 2017/18 Implementation Continued
• Dialogue 2.0 focuses on Council’s relationship to the community,
agencies that do work on behalf of The City, and how we advocate to
other orders of government. The three components are to:
– Council community relations – develop a Council community
relations strategy
– Government relations – develop an outcome based government
relations program and strategies for government relations and
advocacy.
– Arm’s length agency and partnership strategy – clarify work with
arm’s length agencies to ensure agreements are consistent and
determine what it means when The City enters into a
partnership.
• Dialogue 2.0 Charter is expected to come forward to GPC for
review before the end of 2018.
• Council community relations and public participation policy to come
to Council in the next month. This is an enhancement to the
requirements of the modernized MGA.
362017/18 Advocacy Initiatives
• Advocacy successes include:
o Provincial funding for the extension of the runway at the Red
Deer Regional Airport.
o Provincial construction of the new interchange on the QE2
south of the city including a link for the future TransCanada
Trail.
o Funding for the Gary W. Harris Canada Games Centre at Red
Deer College which is critical infrastructure for the 2019
Canada Winter Games.
o Final contracts for ongoing delivery of ambulance service and
dispatch by The City.
o Funding for a new Red Deer Justice Centre was awarded as
part of the Province’s 2017/2018 Capital Budget.
o The transition of Red Deer College to University status
formally announced this year. 372017/18 Advocacy Initiatives Continued
• Ongoing advocacy initiatives include:
o The need for a permanent Shelter Facility in Red Deer.
o The need for a Treatment Centre in relation to the current
opioid crisis.
o The development of a new governance structure for
Integrated Housing Delivery.
o The need for new and expanded health infrastructure at the
Red Deer Regional Hospital.
o The planning and development of vacant city lands including
the north site of the Michener Centre which is no longer in
use.
o Discussions regarding the future of the Parsons House on the
Red Deer Justice Centre site and the J.J. Gaetz House on
Michener lands.
38Financial Leadership
Creating a Sustainable Financial Foundation.
2017/18 Implementation
• Council has adopted Budget Guidelines since 2015.
• A multi-year implementation plan has been developed for
the Financial Leadership Framework. The plan addresses:
o 2018 Items
Development of a Grant Accountability Framework
Update emergency financial management procedure
o Future Items
Review of the City’s offsite levies
Implementation of a financial dashboard
Review and implementation of Financial Management
software
Development of a comprehensive Asset Management
Framework
39Financial Leadership:
2017/18 Implementation
Continued
Development of a plan to review Council and
Corporate Financial Policies and Procedures
Long term financial planning
• The Integrated Risk Management Framework was
previously endorsed and a multi-year implementation
plan was developed.
• A Value for Money audit schedule has been adopted
by the Audit Committee with the next VFM audits
proposed to start in 2019.
40Community Amenities
Planning Great Spaces and Places for Community
Living.
2017/18 Implementation
• A major community consultation on community amenities was completed in 2015 to
assist Council’s decision making process regarding the Capital Budget and the 10 Year
Capital Plan.
• Consultation included three phases; development, prioritization and confirmation. Based
on a series of criteria, a prioritized list of community amenities was established.
• The 2018 Capital Budget and 2018-2027 Capital Plan includes 14 of the top 20 ranked
amenities as well as 3 amenity studies. The Capital Budget and Plan was approved in
principle by Council in November 2017.
41Community Amenities:
2017/18 Implementation Continued
• Development of the new Gary W. Harris Celebration Plaza on 48th Avenue in
conjunction with the renovation of the former Central Elementary School as the future
home of the City’s Culture Section is underway and is scheduled to be complete in late
Q4 of 2018.
• The City is currently in the midst of a major capital development program in preparation
for The Canada Winter Games. These are a combination of direct operated facilities as
well as contributions to other partners.
• A new partnership with Parkland Ski Club and receiving a Community Facility
Enhancement Project (CFEP) Grant from the Province has enabled additional work at
River Bend and leveraged Games work already occurring there.
42Community Amenities:
2017/18 Implementation Continued
• Completed projects include:
o Servus Arena;
o Great Chief Park Speed Skating Facility;
o Setters Place at Great Chief Park;
o River Bend Cross Country Ski Trails and Biathlon Range;
o Gary W. Harris Canada Games Centre at Red Deer College;
o Don Campbell School Community Space with the Red Deer Public School
Board;
o St Joseph’s High School Gymnasium Upgrade and Change Rooms with the Red
Deer Catholic School Board;
o Upgrades at Canyon Ski Hill.
43Community Amenities:
2017/18 Implementation Continued
• Projects Underway Include:
o North Red Deer Community Centre;
o Major Agora Space in Riverlands - the Canada 150 Square;
o Pickleball outdoor courts;
o Bower Ponds Pavilion expansion;
o Central Elementary School renovation;
o Gary W. Harris Celebration Plaza;
o West Park School Enhancement;
o City Hall Park entrance;
o Heritage Ranch upgrades.
44Community Amenities:
2017/18 Implementation Continued
• An Ice Needs Assessment was completed which provides direction for the 10 year
Capital Plan.
• An assessment of the Roland Michener Recreation Centre was completed, however,
The Province has not yet determined the future of the building or the adjacent
lands.
• Terms of Reference for a new cultural facility were developed, a consultant selected
and community consultation is underway. This project is not included in the 10 year
Capital Plan.
• An update of the Community Services Master Plan is scheduled for 2020 following
the completion of a VFM Audit for the Division.
45Enterprise Business Applications Project (EBA)
Transforming The City’s Operating Systems to Increase
Efficiency and Improve Customer Service.
2017/18 Implementation
• Implementation of the Hyperion budget software continued
into 2018 and will be used to support the 2019 Enterprise
Business Planning process.
• Scoping of the next EBA project continues including
exploration of options and best practice research with other
municipalities. It is anticipated that a RFP will be released in late
2018 or early 2019 for the next phase of the project.
• Upgrade of the AS400 operating system is underway to
support the financial information and payroll systems.
46Housing
Creating a Vision for Housing Governance.
2017/18 Implementation
• In April 2018 volunteers, specialized teams and various partner organizations
conducted Point In Time counts with persons experiencing homelessness in Red
Deer. The 2018 count was coordinated provincially and federally.
• In June 2018 Red Deer hosted the 7 Cities Conference on Housing and
Homelessness. Over 360 participants joined Red Deer in celebrating 10 years of
housing Albertans, and evolving to the adoption of Housing First Principles.
47Housing: 2017/18 Implementation Continued • Announcement of 30 new Permanent Supportive Housing Units in Red Deer was announced by The Province in April as part of the Provincial budget. • Integrated Housing Model options continue to be explored within our community. • Discussions continue with The Province regarding the need for a Purpose Built Shelter in Red Deer. This is a top advocacy priority which the Province has failed to address. • The lack of adequate shelter facilities is contributing to the issue of rough sleeper encampments. 48
Diversity
Promoting Diversity Within our
Organization and the Community.
2017/18 Implementation
• Following the direction in the People Charter, The City hired a
Human Resources Specialist in Diversity and Inclusion in Q2
2015.
• As a signatory to the Canadian Coalition of Municipalities
Against Racism and Discrimination (CCMARD) since 2013,
the municipality reports annually on its progress towards a
series of diversity goals.
• The City’s diversity priorities as outlined and supported by
Council are:
Increase employee awareness of diversity and inclusion.
Assess City policies and procedures and practices related
to diversity and inclusion.
Be a welcoming and inclusive community.
49Diversity
Promoting Diversity Within our
Organization and the Community.
2017/18 Implementation
• The 2016 Engagement Survey raised “diversity and
inclusion” as one of the most favourable indicators (75%)
in corporate perception of the organization.
• City Administration established an internal Diversity Team
consisting of 16 employees from a variety of departments.
Three Employee Resource Groups have been created for
employees to join together in their workplace based on
shared characteristics or life experiences.
• The Diversity Team works to ensure internal practices,
policies and procedures are in line with The City of Red
Deer’s Diversity and Inclusion Vision.
50Diversity
Promoting Diversity Within our
Organization and the Community.
2017/18 Implementation
• Introduction to Diversity and Inclusion training is
mandatory for all City employees with 8 additional
optional Diversity and Inclusion Training modules that
staff can participate in.
• The Welcoming and Inclusive Communities (WIC)
Network is facilitated by The City and undertakes
work in the community to reduce racism and
discrimination. An Annual Report is presented to City
Council.
• Contracted 211 service is available in 150 languages.
51Indigenous Relations 2017/18
Implementation
• The City continues to support the Red Deer Native
Friendship Society’s Asooahum Crossing project through
the joint City / RDNFS Committee.
• Phase 1 of Assoahum Crossing was officially opened on
October 25, 2017. Phase 2 will include the Cultural
Centre and additional Housing.
• Council endorsed a report outlining the action plan to
honour municipal commitments under the Truth and
Reconciliation Commission’s report.
• In June 2017, City Council adopted a
Protocol Agreement with the Urban
Aboriginal Voices Society followed by an
official ceremony in Coronation Park’s stone circle.
There is a commitment to work together with UAVS on
an ongoing basis.
52City of Red Deer Sustainability Pillars
Sustainability Pillars
Economic Culture
Environmental Governance Social Policy Development Vision
Master Plan Framework Framework Strategy
Current Ongoing Implementation Implementation Implementation
Update Q4 Review
532018 Citizen Satisfaction Survey Final Report June 2018 © 2018 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
QUALITY OF LIFE
Overall Quality of Life
Very Good/Good
93%
Very Poor/Poor
7%*
*Rounding
2006 2008 2011 2012 2013 2014 May 2015 Dec. 2015 July 2016 June 2017 June 2018
(n=300) (n=300) (n=300) (n=300) (n=300) (n=302) (n=300) (n=300) (n=300) (n=300) (n=300)
Very good/good 97% 95% 97% 98% 97% 98% 98% 97% 98% 97% 93%
Very good 49% 38% 47% 49% 46% 48% 35% 40% 39% 38% 30%
Q2. How would you rate the overall quality of life in the City of Red Deer today? Would you say very good, good, poor, or very poor?
Base: All respondents (n=300)
55QUALITY OF LIFE
Words to Describe Red Deer as a Place to Live: Top 20
2017
Multiple Responses Friendly/ courteous 21%
- Top Mentions - Beautiful (incl. natural setting, scenic) 21%
Total mentions less Great/ good/ wonderful/ awesome 10%
than 4% not shown
Good family community/ family oriented 12%
Clean 15%
Small city/ small town feel 8%
Good trails/ parks 11%
Comfortable/ welcoming/ homey feel 8%
Safe/ low crime rate 6%
Good/ accessible location 9%
Nice 12%
Quiet/ peaceful place 5%
The best/ love living here 2%
Green city 6%
Community 4%
Good city (to live in) 9%
Right size city (not too big, not too small) 6%
Prosperous/ developing city 4%
Lots of amenities/ recreation 3%
Convenient 3%
RD1. What three words do you think best describe Red Deer as a place to live overall?
Base: All respondents (n=300)
56SATISFACTION WITH CITY SERVICES
Overall Satisfaction with the Overall Level and Quality of City Services
Satisfied
92%
Not Satisfied
8%
2006 2008 2011 2012 2013 2014 May 2015 Dec. 2015 July 2016 June 2017 June 2018
(n=300) (n=300) (n=300) (n=300) (n=300) (n=302) (n=300) (n=300) (n=300) (n=300) (n=300)
Very/Somewhat 98% 91% 94% 93% 93% 95% 92% 95% 97% 92% 92%
satisfied
Very satisfied 43% 28% 33% 41% 34% 29% 32% 38% 39% 37% 35%
Q7. Please tell me how satisfied you are with each of the following services provided by the City of Red Deer. The first one is the overall level
and quality of services provided by the City of Red Deer. Our scale is very satisfied, somewhat satisfied, not very satisfied, or not at all satisfied.
Base: All respondents (n=300)
57Municipal Government Performance
Very/Somewhat
satisfied
Municipal government, including
Council and Administration as a whole 86%
Council, excluding Administration 79%
2017: 3%
Administration, excluding Council 77%
Very/Somewhat satisfied
2014 May 2015 Dec. 2015 July 2016 June 2017 June 2018
(n=302) (n=300) (n=300) (n=300) (n=300) (n=300)
Municipal government, including Council and
Administration as a whole 84% 87% 91% 90% 87% 86%
Council, excluding Administration 84% 84% 89% 90% 87% 79%
Administration, excluding Council 80% 84% 89% 89% 87% 77%
Q6. Taking everything into account, how satisfied are you with the way the City of Red Deer’s…is going about running the community?
Are you very satisfied, somewhat satisfied, not very satisfied, or not at all satisfied?
Base: All respondents (n=300)
58SATISFACTION WITH CITY SERVICES
Satisfaction with Specific City Services
Satisfied
Recreational and cultural facilities 91%
Police services 82%
Maintenance, cleaning and upgrading of 82%
streets and sidewalks
Traffic management including traffic 74%
calming and improving the flow of traffic
Snow removal 64%
Q7. Please tell me how satisfied you are with each of the following services provided by the City of Red Deer. The first one is the overall level
and quality of services provided by the City of Red Deer. Our scale is very satisfied, somewhat satisfied, not very satisfied, or not at all satisfied.
Base: All respondents (n=300)
59TAXATION
Value for Taxes
Good Value
85%
Poor Value
13%*
*Rounding
2006 2008 2011 2012 2013 2014 May 2015 Dec. 2015 July 2016 June 2017 June 2018
(n=300) (n=300) (n=300) (n=300) (n=300) (n=302) (n=300) (n=300) (n=300) (n=300) (n=300)
Very/fairly good 91% 80% 86% 84% 83% 84% 83% 88% 82% 80% 85%
Very good 27% 19% 20% 20% 18% 24% 16% 28% 18% 19% 24%
Q8. Thinking about all the programs and services you receive from the City of Red Deer, would you say that overall you
get good value or poor value for your tax dollars? (Is that very or fairly good/poor value?)
Base: All respondents (n=300)
60TAXATION
Balancing Taxation and Service Delivery Levels
Increase taxes - to enhance or
expand services Increase Taxes
51%
Increase taxes - to maintain
services at current levels
Cut services - to maintain
current tax level
Cut Services
39%*
Cut services - to reduce taxes
None
Don't know
*Rounding
Q9. Municipal property taxes are the primary way to pay for services provided by the City of Red Deer. Due to the increased cost
of maintaining current service levels and infrastructure, the City of Red Deer must balance taxation and service delivery levels.
To deal with this situation, which one of the following four options would you most like the City of Red Deer to pursue?
Base: All respondents (n=300)
61CITIZEN PRIORITIES AND EXPECTATIONS
Top Three Priorities for The City to Address Over the Next 12 Months: Key Themes
(Unprompted)
Multiple Responses
Note: A “NET” is a
combination of 2 or more
mentions that cover a
specific theme
QE1. Thinking about all of the priorities that exist in the City of Red Deer today, please tell me the top three
priorities that you feel the City should address over the next 12 months.
Base: All respondents (n=300)
62CITIZEN PRIORITIES AND EXPECTATIONS
Top Three Priorities for The City to Address: Specific Issues (Total Mentions) (Unprompted)
Multiple Responses Crime (NET)
Crime (general)
Policing/ law enforcement
Community Safety/ security
Drugs/ drug dealing
Transportation (NET)
Roads/ streets
Traffic Congestion
Traffic lights
Municipal Government Services (NET)
Snow removal
Infrastructure (maintain/upgrade)
Social (NET)
Poverty/ homelessness
Drug/ alcohol abuse
Parks, Recreation, and Cultural Facilities or Programs (NET)
Parks, recreation, and cultural facilities or programs (general)
Maintenance/ cleanliness of park
Healthcare (NET)
Hospitals
Total mentions
Taxation/ Municipal Government Spending (NET) less than 5%
Education (NET) not shown
Economy (NET)
QE1. Thinking about all of the priorities that exist in the City of Red Deer today, please tell me the top three priorities that you
feel the City should address over the next 12 months. Base: All respondents (n=300)
63Budget Public Engagement
Approximately 368 Red Deerians Engaged
Budget Open House
80+ Attendees.
Online Survey
A total of 188 respondents completed the survey.
Let’s Talk:
Staff and Council consulted with over 100 residents during that event.
64Budget Public Engagement Combined Survey
Results Value for Taxes
Ipsos Results
85% Very Good/Good
65Budget Public Engagement Combined Survey
Results:
Balancing Taxation with Service Delivery
Ipsos Results
24%
51%
59% 25% Increase
Increase taxes
taxes
27%
15%
66Budget Public Engagement Combined
Survey Results:
Top Priorities
Twelve Month Priorities
Participants were then asked to state what they felt the top three priorities for the
City of Red Deer should be over the next twelve months.
Parks, Recreation, and Culture
• Policing and Crime
• Roads, Transportation and Transit
• Infrastructure
• Economy and Budget
• City Government
Ipsos Results
• Crime (48%)
• Transportation (35%)
• Municipal Government Services (26%)
• Social (25%)
• Parks, Recreation and Cultural Facilities or Programs (19%)
67Budget Guidelines
Financial Parameters
1. A 1% Capital contribution (amenities and growth) amount in the 2019
Operating Budget.
2. A 1% Capital contribution (amenities and growth) amount in the 2020-
2022 Operating Plan.
3. A property tax revenue requirement of no more than 2.5% for 2019
Operating Budget (including the 1% Capital contribution).
68Budget Guidelines
Financial Parameters Continued
4. A property tax revenue requirement of no more than 2.5% (including
the 1% capital contribution) for 2020-2022 Operating Plan.
5. That the 2018-2027 Capital Budget and Plan not exceed the approved
75% of the Provincial debt limit as per Council policy.
6. Reserves will maintain a positive balance.
69Mid Sized Cities Outlook 2018/19
Recognizing the valuable role that Canada’s mid-sized cities play as regional
hubs and economic engines in their respective areas, Mid-Sized Cities Outlook
2018 provides a snapshot of these cities’ economic situation and performance
over the past decade, as well as a near-term economic growth forecast for eight
select cities.
Document Highlights
• Red Deer’s economy after expanding strongly in 2017, is forecast to grow
more slowly this year. Real GDP should rise by 2.8% in 2018 and by 2.2% in
2019.
• Moderate output growth will slow employment gains to 1.8% in 2018 and to
1.4% in 2019 following 5.0% growth in 2017.
• The original job increases will reduce unemployment rate from 8.0% in 2017
down to 7.3% in 2018 and 6.5% in 2019.
• The construction sector is forecast to continue its modest recovery with
output growing by 3.1% in 2018 and a further 1.6% in 2019.
70City of Red Deer Budget Outlook • The impact of prior Council decisions already have an impact to the 2019 Budget by the equivalent of a 3.15% budget increase. The major increase is a result of the 10 additional RCMP members. • The impact of the Capital Contribution (Amenities and Growth) is an additional 1%. • Fee revenue in Transit and Recreation Parks & Culture has not recovered following the 2016 recession. • The large Provincial deficit may impact Provincial grants to municipalities in the future. 71
City of Red Deer Budget Outlook • The City’s applications to the new Federal Infrastructure Program have not yet been adjudicated. • With slower economic activity, projections for revenue from Water, Wastewater and Electric Light & Power are being affected. • Construction rates continue to be down from projections resulting in major reductions in Offsite Levy and land sales revenue. 72
City Manager’s Observations 1. The economy has improved, but may be severely impacted by the recent decision on the Trans Mountain Pipeline. 1. The local economy has shown signs of improvement in 2018, but the recovery from the recession has been slower than anticipated. 2. It is impossible to predict the outcome of NAFTA talks and its impact on the Canadian economy as a whole. 3. Alberta’s annual operating deficit is so large that future funding cuts are inevitable without a booming economy. 73
City Manager’s Observations 5. Recent electoral changes have derailed Canada’s Climate Change Action Plan and Alberta has withdrawn its support. 6. An election in Alberta will take place in 2019. 7. Administration will bring forward fees and charges increases in accordance with Council Policy. “New” fees and charges will be brought to Council prior to Operating Budget deliberations. 74
Considerations
1. Council has provided direction on the proposed tax increase and the
budget will be prepared to meet that target.
2. Items that may need to be considered are:
• Challenge Departments to operate within existing budgets even as
infrastructure has grown.
• Find cost savings through more efficient operation and utilizing best
practices gleaned through VFM Audits.
• Review the Capital Plan in terms of potential Provincial funding
reductions in the future to ensure it is sustainable.
• Avoid ad hoc budget recommendations and decisions out of context
with the budget as a whole.
• Ensure Council, employees and Unions are aware of the current funding
challenges for The City.
75Budget Outlook for 2019
Total Expenses 2018
$365.3 Million
Utility Component,
$103.7M , 28%
Tax Supported
Component,
Self-Supported Operations, $239.7M , 66%
$21.9M , 6%
Tax Supported Component Self-Supported Operations Utility Component
76Budget Outlook for 2019
Tax Increase 1987 - 2018
14.00
12.00
10.00
Percentage
8.00
13.69
6.00 11.95
11.23
9.76
8.5 8.66
4.00
6.98 1.00
5.3 5.7
5.2 4.9 5.2 1.00
2.00 3.65 3.98 4.32 4.28 3.93
3.5 3.2 3.2 3.31
2.78 1.00
2.2
1.6
2.1 1.9 0.79
0.8 0.73 1.02
0.00 0 0 0
87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
Tax increase excluding amenities Amenities & growth tax increase
77Budget Outlook for 2019
Tax Increase 2009 - 2018
14.00
12.00
10.00
Percentage
8.00
6.00
4.00
6.98 1.00
4.32 1.00
2.00 3.98 4.28 3.93
3.31 2.78 1.00
1.9 0.79
0.73 1.02
0.00
09 10 11 12 13 14 15 16 17 18
Tax increase excluding amenities Amenities & growth tax increase
78Budget Outlook for 2019
City of Calgary 2016 Residential Property Taxes and
Utilities Survey
Net Property Tax and Utility Charges for a Representative
Bungalow House in 2016
7000
$6,268
$5,915
6000 $5,718
$5,349 $5,433
$5,234 $5,300
$5,030
5000 $4,836 $4,840
$4,437
$4,196
$4,076
4000
3000
2000
1000
0
Medicine St. John's Halifax Winnipeg Lethbridge Red Deer Calgary Edmonton Leduc Regina Vancouver Toronto Grande
Hat Prairie
79Budget Outlook for 2019
Non-residential Taxes per $1,000 of Assessed Value in 2016
35
$32.99
30
$26.07
$25.93
25 $24.09
20 $18.26
$18.16
$16.86
$15.93
15
$9.75
10
5
0
Cochrane Calgary Red Deer Medicine Hat Grande Prairie Winnipeg Regina Toronto Halifax
80Budget Outlook for 2019 81
Budget Outlook for 2018
City of Red Deer's Residential to Commerical Tax Rates Ratio
3.00
2.75
2.50
2.25
2.00
1.75
1.50
2010 2011 2012 2013 2014 2015 2016 2017 2018
82Budget Outlook for 2019 83
Budget Timing - Capital Budget
Capital Budget: November 19th & 20th, 2018
Council will consider:
Capital Budget 2019 Approval (including multi-year projects).
Capital Plan 2020-2029 Approval in Principle as a planning tool.
Future consideration for three year Capital Budget and seven year
Capital Plan.
84Budget Timing - Operating Budget
Operating Budget: January 8th through 18th, 2019
Council will consider:
Operating Budget 2019 Approval (including future year
impacts).
85Capital Budget 86
Operating Budget 87
88
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