Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer

 
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
Towards the 2019
   Capital & Operating Budgets

Craig Curtis, City Manager
Mid-year Budget Review September 5, 2018
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
“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
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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
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Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
2018 – 2019 Budget Process

5
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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.
Towards the 2019 Capital & Operating Budgets - Craig Curtis, City Manager Mid-year Budget Review September 5, 2018 - The City of Red Deer
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.

                                                        10
Corporate 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.                                                            11
Culture 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.

13
Parks
 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.

                                                         14
Parks: 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.
15
Parks: 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”.

16
Intermunicipal 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

17
Intermunicipal 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.

                                                             18
Strategic Direction 2012 – 2014
     Healthy Community

19
Strategic 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

20
Strategic 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

21
Strategic 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

22
Economy: 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.

                                                                  23
Economy: 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.

24
Economy: 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.

25
Design
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.
                                                             26
Movement
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.

                                                              27
Movement: 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.
 28
Identity
                      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.

 29
Safety
     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.

30
Safety: 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.

31
Safety: 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.

                                                            32
Strategic 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.

34
Dialogue
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.

                                                               35
Dialogue: 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.
36
2017/18 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.                                37
2017/18 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.

 38
Financial 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

39
Financial 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.

40
Community 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.

 41
Community 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.

 42
Community 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.

 43
Community 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.

 44
Community 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.

 45
Enterprise 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.

                                                                   46
Housing
                     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.

 47
Housing: 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.

49
Diversity
     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.

50
Diversity
                    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.

51
Indigenous 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.
52
City 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

53
2018 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)

                                                                                                                                                                    55
QUALITY 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)

                                                                                                56
SATISFACTION 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)

                                                                                                                                                                      57
Municipal 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)

                                                                                                                                                              58
SATISFACTION 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)

                                                                                                                                                                      59
TAXATION
  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)

                                                                                                                                                           60
TAXATION
  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)

                                                                                                                                                61
CITIZEN 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)

                                                                                                                   62
CITIZEN 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)

                                                                                                                                         63
Budget 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.

64
Budget Public Engagement Combined Survey
     Results Value for Taxes

                        Ipsos Results
                        85% Very Good/Good

65
Budget Public Engagement Combined Survey
     Results:
     Balancing Taxation with Service Delivery

                                Ipsos Results
                                    24%

                                              51%
                        59%         25%    Increase
                     Increase                taxes
                       taxes
                                    27%

                                    15%

66
Budget 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%)
67
Budget 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).

 68
Budget 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.

69
Mid 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.
70
City 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.

75
Budget 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

76
Budget 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

77
Budget 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

78
Budget 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

79
Budget 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

80
Budget 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

82
Budget 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.

84
Budget Timing - Operating Budget

              Operating Budget: January 8th through 18th, 2019

     Council will consider:

      Operating Budget 2019 Approval (including future year
       impacts).

85
Capital Budget

86
Operating Budget

87
88
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