TO: Mayor and Councillors FROM: Administration

TO: Mayor and Councillors

FROM: Administration

NOTICE OF

COMMITTEE OF THE WHOLE COUNCIL MEETING C-9

LOCATION: Via Webex

DATE: Monday, June 7, 2021

TIME: 2:00 PM Page

A. ADOPTION OF AGENDA: 1. Adoption of Agenda.

B. AGENDA ITEMS: 1. Drive-in Airshow Proposal - Camrose Flying Club and Iron Creek

Flying Club.

3 - 7

2. Berm Naturalization Letter of Concern.

8 - 11

3. Financial Status Update - April 30, 2021.

12 - 35

4. Request for Support - Town of High River - Proposed Coal Policy.

36 - 38

5. Treaty 6 Acknowledgement - Wording Update.

39 - 40

6. Council Committee Updates from Council Members (Verbal).

of 40

Committee of the Whole - Monday June 7, 2021

C. CLOSED SESSION: 1. Land Matter - Sale Price of Lot 24A, Block 1, Plan 1722574 - FOIP

25(1) - Economic Interests of a Public Body.

2. Sale of Designated Manufactured Home - FOIP 25(1) - Economic

Interests of a Public Body.

3. Land Matter - Sale Price of Lots 1, 2, and 3, Block 2, Plan RN 28 -

FOIP 25(1) - Economic Interests of a Public Body.

4. Camrose Police Service Negotiations Update - FOIP 17(1) -

Personnel.

D. ADJOURNMENT: 1. Adjournment of Committee of the Whole C-9 held June 7, 2021.

of 40

City of Camrose

Administrative Report

To: Committee of the Whole Council Date: June 7, 2021 From: Legislative Services Coordinator Re: Drive-in Airshow Proposal – Camrose Flying Club and Iron Creek Flying Club RECOMMENDATION:

That Council accept the report as information and, if desired, provide further direction to Administration.

BACKGROUND: Jadene Mah will be making a presentation to the Committee of the Whole Council on a proposed Drive-in Airshow to be hosted by the Camrose Flying Club and Iron Creek Flying Club. As part of the presentation, a letter requesting to collaborate with the City on this proposal, as well as an outline of the event and how it would comply with any COVID-19 guidelines that may be in place, has been provided for Council’s review. ATTACHMENTS:

1. Correspondence – RE: Proposed Drive-in Airshow 2. Outline of Proposed Event and COVID-19 Safety Plan

SUBMITTED BY:

Ben Cowan Legislative Services Coordinator

AGENDA ITEM B.1.

Drive-in Airshow Proposal - Camrose Flying Club and Iron Creek Flying Cl... of 40

Camrose Flying Club PO Box 1584 Camrose, AB T4V 1X4

2 June 2021 City of Camrose Attn: Mayor Norm Mayer and City Council Re: Drive-In Airshow Dear Mayor Mayer: The cancellation of Big Valley Jamboree in Camrose this summer, along with the postponement of many other festivals across Canada has created an exciting opportunity for Camrose as we begin to emerge from the global pandemic. Local Flying Clubs (Camrose Flying Club and Iron Creek Flying Club) have partnered to investigate options for hosting the Royal Canadian Air Force, including the Canadian Forces Snowbirds and CF-18 Hornet Demonstration, for a Drive-In Airshow this July 24 & 25, 2021. Following a detailed COVID-19 Safety Plan, a Drive-In Airshow is proposed to:

provide the Community with a safe and fun COVID-19 compliant, family-friendly, educational (STEM) entertainment option

celebrate the re-opening or future re-opening of Camrose from the many COVID-19 global pandemic closures

thank the community and especially our local front line heroes for their perseverance over the past 15 months

mid-afternoon performances (subject to approval) would be intended to encourage restaurant support and/or local shopping before/after the Airshow

Having hosted the Canadian Forces Snowbirds many times since 2007, the Camrose Flying Club is now one of the most experienced Airshow Organizing Committees in the country. Given the facilities available in Camrose to host in a Drive-In format, the group is interested in pursuing the opportunity to provide the Community with a COVID-19 compliant, family-friendly, educational (STEM) entertainment option, following all safety recommendations, as an uplifting occasion in what has otherwise been a challenging time for all Camrosians. Camrose presents an ideal location for a Drive-In Airshow due to the proximity of Aerobatic Display Area (Flying Stage) near appropriate Drive-In spectator options, which has been a significant challenge in other communities across Canada. There are ideal options for suitable Drive-In spectator areas, adjacent an appropriate Aerobatic Display Area (Flying Stage) of varying acreage at Camrose to allow significant vehicle spacing, allowing enjoyment of a COVID-19 safe Airshow experience right next to the family vehicle. With no other Airshows currently scheduled in Alberta or Saskatchewan in 2021, Camrose can become one of the only places to see the Snowbirds and CF-18 in Western Canada this year. The Camrose Flying Club remains dedicated to encouraging youth interest in science, technology, engineering and math – Alberta’s future generations of aviators and technologists.

- Although cancelled due to COVID-19 for 2020 and 2021, the Camrose Flying Club’s Annual Fly-In Breakfast has been a treasured community event for more than 60 years. The Fly-In Breakfast brings an average of 125 Aircraft and over 3000 Spectators to the Camrose Airport each May for a unique Sunday morning experience. To our knowledge, this is one of the longest running, annual events in our community.

AGENDA ITEM B.1.


Camrose Flying Club PO Box 1584 Camrose, AB T4V 1X4

- Since 2009, Club members have donated their time and fuel to continue to inspire young aviators through the COPA for Kids Program. To date, this program has provided over 350 local Kids (aged 7-17 years old) with their first flying experience.

- As a result of generous small business support for Snowbirds Over Camrose back in 2009, the Camrose Flying Club was able to endow a $10,000 Aviation Scholarship to the Battle River Community Foundation.

Confirmed municipal services are required in order to proceed with planning. Organizers are asking for City of Camrose approval, pending:

Final approval from impacted landowners Final approval by Alberta Health Services of the COVID-19 Plan; based on restrictions at the time

of the event Final approval by 1 Canadian Air Division

We look forward to working collaboratively with the City and welcome your feedback and that of City staff with suggestions. Sincerely, Jadene Mah on behalf of Camrose Flying Club & Iron Creek Flying Club

AGENDA ITEM B.1.


Drive-In Airshow - Proposed 2021 Proposed Event Scope As Alberta looks forward to emerging from the COVID-19 pandemic, the Camrose Flying Club and Iron Creek Flying Club are excited to explore the opportunity to host a Drive-In Airshow from July 23-25, 2021; practice on Friday, one show each on Saturday & Sunday. Following a detailed and approved COVID-19 Safety Plan, a Camrose Drive-In Airshow is proposed to:

provide the Community with a safe and fun COVID-19 compliant, family-friendly, educational (STEM) entertainment option

celebrate the re-opening or future re-opening of Camrose and region from the many COVID-19 global pandemic business and service closures

thank the community and especially our local front line heroes for their perseverance over the past 15 months

Timings

July 23 - Practice (limited - 60 minutes); July 24 - One Show (60 minutes); July 25 - One Show (60 minutes)

mid-afternoon performances (subject to approval) would be intended to encourage restaurant support and/or local shopping before/after the Airshow

Performers This year’s opportunity is proposed to be a weekend, aerobatic performance, including:

CF-18 Hornet Demonstration Canadian Forces Snowbirds Tactical Helicopter Demonstration/Search and Rescue Helicopter Demonstration *pending

availability COVID-19 Plan

The Airshow will be compliant with the Province of Alberta Drive-In Events Guidelines. Organizers have been working with a Stakeholder Relations Manager assigned by the Alberta

Health EOC, to evaluate and develop Airshow planning in accordance with the Province’s evolving COVID-19 status and Open for Summer Plan.

As per Alberta Health advice, scaleable site options are available, pending COVID-19 guidelines and capacities. Available Drive-In acreage at Camrose adjacent an Aerobatic Display Area ranges from 20 to 200 acres, over separate sites, and offers significant social/physical distancing and contact tracing options.

There are many American Airshows conducting Drive-In Airshow spectator operations (both 2020 & 2021) and 3 large Canadian Airshows planning for 2021. Industry best practices have been developed and are available for adaptation by organizers at Camrose.

Camrose presents an ideal location for a Drive-In Airshow due to the proximity of Aerobatic Display Area (Flying Stage) near appropriate Drive-In spectator options, which has been a significant challenge in other communities across Canada. Many Airshows have cancelled due to the inability to place a suitable Drive-In spectator area in a suitable place to watch the flying.

There are ideal options for suitable Drive-In spectator areas, adjacent an appropriate Aerobatic Display Area (Flying Stage) of varying acreage at Camrose to allow significant vehicle spacing, allowing enjoyment of a COVID-19 safe Airshow experience right next to the family vehicle.

AGENDA ITEM B.1.


Request 1. No Cash In 2009, the Camrose Flying Club was successful in utilizing they City’s cash investment of $12,000 & In-kind support to leverage a CIP Grant. In 2011, The Camrose Flying Club requested and received only $6500 due to the availability of Canadian Forces Op-Connect Funding. This $6500 from Council for the 2011 event was leveraged for CIP Grant, which allowed for the purchase of safety fencing for the Airport; folding chairs and storage for the Fly-In Breakfast equipment. Our request was $12,000 for the 2014 event, due to the cancellation of the Op-Connect Funding program and the Camrose Flying Club’s interest in continuing to collaborate with the City of Camrose to obtain CIP funding for capital/safety improvement projects at the Airport - more fencing. The City approved $6000 to the event in 2014. Furniture was also purchased for the Terminal Building as a legacy of the event. In 2018, the $7500 cash investment from the City was utilized to purchase a FOD Boss Airport Sweeper and additional safety fencing. 2. Letter of Support from the Mayor Welcoming the RCAF Authorizing the Canadian Forces to fly over the City throughout their stay in Camrose. 3. Support from City Departments *scope is dependent upon the location of the Sterile Aerobatic Display Area

Fire Department standby services as described in the 1 Canadian Air Division Support Manual for each of the

Airshow shows/practices attendance by a CFD representative at Edmonton International Airport for the initial aircraft

arrivals (Thursday) and extraction briefing Engineering Department edits of the City’s current SADA maps on file *optional Public Works pylons for use at the Airport, possible road closure support Police support to secure SADA, road closure support, possible ingress/egress support

Respectfully submitted: Camrose Flying Club Iron Creek Flying Club

AGENDA ITEM B.1.


City of Camrose


To: Committee of the Whole Council Date: June 7, 2021 From: General Manager Community Services Re: Berm Naturalization Letter of Concern RECOMMENDATION: That council accept the following information for discussion. BACKGROUND: On March 30, 2021, a concerned resident, Rebecca Carter, sent a letter to Councillor PJ Stasko regarding the naturalization of the berm along the Valleyview subdivision. The resident expressed the following concerns:

1) The buffer between Valleyview West residents and the naturalization was not mowed until September of 2020.

2) Ms. Carter’s lawn was destroyed by rodents in 2019. 3) There is no fire break between the naturalization and the properties. 4) The naturalization is a mess and an eyesore. 5) City of Camrose taxes are high.

The following is the response to the concerns regarding the naturalization expressed in the letter:

1) Yes, in 2020 parks staff accidentally reverted back to not mowing the top buffer but eventually caught the mistake and corrected it. The plan going forward is to continue to mow the buffer as per Council motion #208/17. Processes have been updated to ensure that this buffer is maintained.

2) On the topic of rodents, the City of Camrose has relied on input from the City of Edmonton and from professors at the University of Alberta. Long grasses and treed areas have a chance of increasing some rodent populations while decreasing others. A wide buffer area has helped reduce any impacts of this in Edmonton. Also, in 2019, many City of Camrose parks and properties that are not near a naturalized area also experienced high rodent damage to grass and turf with far less damage being noticed in 2020 and 2021.

3) The City of Camrose does recognize the potential for increased fire hazard where additional fuel is present. Again, the wide buffer has been found to decrease this risk in Edmonton and has been reinstituted in this case.

4) Both the City of Edmonton and Stratchcona County’s research concludes that naturalizing an area requires many years of allowing the grasses and trees to strongly establish themselves and become more “natural” looking. As well, the appearance of long grass and plants is subjective to each onlooker. Administration recognises that residents will have many opinions on the appearance of either naturalized or manicured green spaces.

AGENDA ITEM B.2.

Berm Naturalization Letter of Concern. of 40

5) The concern regarding high taxes will not be addressed in this report. However it is fair to say that increasing the amount of manicured green space in a community will result in increased costs.

The naturalization of the berms has been addressed by council in the following order of Council motions: 2016/10/17 - #482/16: Moved by Sears - seconded by Lindstrand that Council support keeping the naturalization process on the Camrose Drive berms, and that Community Services continues with the phased approach to maturing the naturalized areas, including the planting of some more trees in the future and continued efforts on weed control.

2016/10/17 - #483/16: Moved by Lindstrand - seconded by Hycha that Motion #482/16 be amended to read as follows: "That Council support keeping the naturalization process on the Camrose Drive berms, and that Community Services continues with the phased approach to maturing the naturalized areas, including the planting of some more trees in the future and continued efforts on weed control pending further community consultation".

2017/06/12 - #208/17: Moved by Hycha - seconded by Throndson that Council approve of proceeding with the following options for Camrose Drive: (1) Camrose Drive - 50 Street to Bridge - North Side: Mow the area from the fence down to the tree line and mow 2 swaths (12 feet) from the sidewalk up. - South Side: Leave the south side of the road naturalized, and plant trees on the undeveloped area as budget permits. (2) Camrose Drive - From Bridge to Valleyview Drive - North Side: Cut two swaths (12 feet) from the sidewalk up and leave the remainder as is. Continue to mow the north slope of the berm. - South Side: Mow from the fence line down to the sidewalk. The area from the sidewalk to the curb is to remain as is. - Plant trees as budget permits. (3) Camrose Drive/68 Street - From Parkview Drive to Enevold - North Side: Berm to be cut on both sides. Replace any dead trees as budget permits. - South Side: West of Parkview Drive to 62 Street - To be mowed. - South Side: West of 62 Street to 68 Street - Leave the undeveloped areas as naturalized and plant trees in the future as budget permits. - 68 Street, West Side, Adjacent to Enevold Quarter - Leave the undeveloped areas as naturalized and plant trees in the future as budget permits.

Conclusion The amount and locations of any naturalized spaces remains at the discretion of Council. Based on the modeling of the City of Edmonton, the City of Camrose berm naturalization if far from being mature. Any increases in service levels to green space maintenance may result in the need to re-evaluate the staffing requirements in the Parks Department. Should this space be returned to being mowed, Administration would request to need to re-evaluate staffing requirements after at least one full summer of maintenance. MUNICIPAL DIRECTIVES: ATTACHMENTS:

Letter of concern

SUBMITTED BY: Ryan Poole, General Manager of Community Services

AGENDA ITEM B.2.


March 30, 2021

Rebecca Carter

A letter to ,

The general consensus around town is that you’re a considerate guy who genuinely listens to the

concerns of fellow Camrosians.

With that being said, I’m taking the time to write to you to address my

concerns with Camrose’s Naturalization Project. I understand why the Project was passed and the logic

behind it, however, it’s clear that it has become neglected, mistreated, and its purpose defeated.

The City of Camrose website contains a brief and optimistically worded write-up about the

Project, which I’d argue is utterly farce. Below I’ve broken down the write-up to illustrate the falsehoods

presented:

“The small section of grass that divides the residential areas and the main road has had many seedlings

planted and is no longer being mowed with the exception of buffer areas that will be mowed along

residential lots. “ Did you know that along Valley View West, this “buffer area” was not mowed until

September in 2020? We had 4 whole summer months where there was no buffer area between the

Project and the fence. Weeds, grass, and shrubbery began growing through the city fence and onto our

property. This had become such an issue to our lawns that we were forced to mow our own buffer area

for our neighbors and us.

“Another benefit of this process is that the City is using taxpayer dollars more effectively by reallocating

staff and money to other projects. Naturalization of certain areas also means that the City will not need

to buy another mower (approximately $110,000) and will continue to use the same number of units

therefore saving money in operators, equipment, and maintenance costs.” I’ve done my research, and

the property tax rate for the City of Camrose is 1.10378% (2019). To put this into perspective,

Edmonton’s tax rate (2019) is 0.90806%. Red Deer’s 2019 rate was 0.96947%. Let’s throw a smaller city

into the mix so that we aren’t biased: Cochrane’s 2019 tax rate was 0.72562% while Leduc’s taxes in 2019

were 1.0133%. In case someone reading this letter is curious, Camrose increased residential property

taxes by an additional 0.8% in 2020. Camrosians pay some of the highest taxes in the province, yet we

can’t afford to have residential areas mowed. It forces me to ask the question, ‘where is our money

going?’ I’m assuming that this letter is being read and dispersed within our “generously built”

(canadianarchitect.com) City Hall, for one.

AGENDA ITEM B.2.


“There is no evidence of an increase of rodents or snakes in these areas. Plus the area is not large enough

to harbor deer or coyotes. The plantings were specifically picked to not include berries so that they would

not attract deer (and mostly likely deer will not stick around due to the high volume of pedestrian and

vehicle traffic).” In 2019 my husband and I paid $5,145 in sod alone. We have already had to reseed,

replant, and repair our yard from rodents such as moles, gophers, and voles. I check my window wells

weekly to remove mice that are trapped. Our fellow neighbors have had to rip out their entire yards due

to rodent destruction. The city bans poison and doesn’t provide traps for these animals. Valley View

residents pay some of the highest taxes in the city (upwards of $6,000 per year) which does NOT

correlate with market value. I can write another letter about that another day, but I’ll let you look at

Realtor.ca for yourself and do the math. Ask anyone in our neighborhood if they have issues with

rodents—the answer is always yes. The part of the city that pays the highest annual taxes are also the

ones fronting the bill for the effects of the Project.

“Also, the area is too small to be a fire hazard plus and has a fire break on the other side.” This is the

most frustrating part for me. There is no fire break. As I mentioned previously, there wasn’t even a buffer

area until recent. Between Valley View and Valley View West, there are two entrances. If someone drives

along Highway 13A and decides to throw a cigarette butt onto the ‘beautiful’ Naturalization Project,

there are little options for residents to get out and Fire Services to get in.

“The City will continue to maintain the area by spot mowing and spraying weeds where necessary and

maintaining walking paths. Eventually the long grass will choke out the weeds and the final effect will be

a beautiful and natural landscape with very minimal upkeep.” This is nice in theory, but let’s be honest. It

looks terrible. Our lawns look terrible. It is not maintained. It’s an eyesore.

The above letter outlines some of my concerns in regards to Camrose’s Naturalization Project.

However, I’m almost certain that a measly write-up will not be sufficient to eradicate such a Project.

Nevertheless, I’m determined to start a petition that addresses the concerns not only of the residents of

Valley View West and Valley View, but the general Camrose population. I’d argue that the Naturalization

Project directly affects those who live in the Valley View area, but also indirectly affect the remainder of

the city. I’m hoping that you can provide some guidance to me; how many signatures are required to

pass such a petition, do you require the address of each signee, are digital signatures sufficient, etc. I

hope that you understand that this letter is not negatively directed towards you or your policies. As a

taxpayer, I’m simply looking for a simple solution to a straightforward problem.

Thank you,

Rebecca

AGENDA ITEM B.2.


City of Camrose


To: Committee of the Whole Council Date: June 7, 2021 From: GM, Financial Services / Manager, Financial Planning and Reporting Re: Financial Status Update – April 30, 2021 RECOMMENDATION: THAT the April 30, 2021 financial report be received as information. BACKGROUND: The COVID-19 pandemic continues to have a significant impact in 2021 on the day to day operations of the City of Camrose. Throughout the first four months of the year, many facilities have been closed for the majority of time, or when open, have had limited patrons based on restrictions. The City continues to ensure that critical services are being delivered safely and effectively, while adjusting operational plans across the City in an attempt to offset the anticipated lost revenues and increased costs. Managing vacancies and redeploying existing staff from closed facilities where possible has allowed the City to minimize temporary layoffs, while ensuring that facilities can be re-opened effectively when allowed. In 2020, the City received $1,902k of Municipal Operating Support Transfer (MOST) funding from the Government of Alberta as part of the Safe Restart Agreement between Alberta and the Government of Canada. The funds were to be used to support additional costs or revenue shortfalls associated with the COVID-19 pandemic and actions taken in response to it. The City claimed $1,671k of the funding in 2020, with the remaining $231k claimed in February, 2021. Most recently, the Government of Alberta released a three-step reopening plan that could see almost all public health restrictions lifted by July. The following information is a summary of the financial results for the period ended April 30, 2021. Attachments A and B provide additional details to the summary below. The summary provided in attachments A and B highlight year to date actuals versus budget. It should be noted that this information is provided as guidance only. A significant number of variances are the result of temporary timing differences due to the distribution of the annual budget and are expected to reverse by the end of the year. Some transfers between funds cannot be determined before year end, and as a result, more significant variances may appear in some departments throughout the report.

AGENDA ITEM B.3.

Financial Status Update - April 30, 2021. of 40

OPERATING SURPLUS / (DEFICIT) (PROPERTY TAX LEVY): The first four months of the year have been reviewed and discussed with management. The significant operating variances highlighted below are estimates allowing administration to provide a forecast of year end results. The forecast is based upon the most recent government direction which would have all pandemic restrictions removed by early July for the remainder of the year. Investment Income (- $25): The general operating budget for 2021 included $275k for investment income. The budget was conservative as interest rates had been reduced significantly in 2020 due to the pandemic. The average interest rate for the first four months was 1.02% with the City recording $84k investment income. Current month interest rates are 0.94%, and as a result, administration is forecasting a small deficit of $25k in this area. Employment Vacancies (+ $650k): The budget has been prepared based upon full employment. The City of Camrose has historically experienced a number of vacancies and leaves throughout the year. To account for this savings and reduce the property tax levy, a vacancy allowance of $200k was approved in the 2021 Budget. As at April 30, a number of positions have been vacant for all or a portion of the period. These positions include, but are not limited to: General Manager Infrastructure, Records Management Coordinator, Facilities Labourer, Public Works Labourer, Safety Codes Officer, Senior Manager of Public Works and others. The COVID-19 pandemic has increased operational costs, and required the temporary closure of many facilities. This, unfortunately, did result in some temporary layoffs to find some additional savings. This was kept to a minimum by effectively redeploying resources across the organization and dedicating efforts to sanitization of facilities to keep staff and residents safe. Within the police division, an estimated $100k of salary related savings has been realized. Due to COVID-19, there is currently reduced court time for sworn members, and a reduction in holding facility monitor hours. A Patrol Constable position was vacant for four months and the Information Technology Support Position vacant for three months. There are additional savings as a result of employees taking extended leaves for various reasons, some of which are health related due to COVID. The $650k noted above includes the salaries and benefits of the positions identified ($750k), estimated police savings ($100k), offset by the budgeted negative vacancy allowance of $200k. Training / Conferences (+ $50k): As the City incurs vacancies and leaves, there are additional savings as a result of delayed projects and the inability to attend training and/or conferences each year. Many conferences and training events have been postponed, or have gone virtual, due to COVID. If restrictions are removed in early July, more in person training opportunities may be available for the remainder of the year. The 2021 training budget was reduced from $415k in the 2020 Budget to $300k with COVID restrictions in mind. The estimated savings is $50k.

AGENDA ITEM B.3.


Fine Revenues (- $100k): The general operating budget for 2021 included $800k for Police fine revenues. Fine revenues include member issued violations, photo radar enforcement, and new revenue from the Intersection Safety Device (ISD). Fine revenue is forecast to be $100k lower than budget. Due to the COVID-19 pandemic, the City continues to experience lighter traffic volumes than normal, resulting in less photo radar and ISD violations. Due to safety concerns, officers have proactively reduced traffic enforcement and contact with the public resulting in less member issued violations. Another contributor to the forecasted deficit in fine revenue is that major events such as Big Valley Jamboree have been cancelled. Facility Closures – lost revenues (- $450k): The pandemic forced facility closures throughout the first four months, and restricted the number of patrons that could use the facilities at times they were open. The City lost significant user fee revenues from hockey, indoor soccer, curling and miscellaneous room rental revenues (~$200k). The Aquatic Centre was closed for periods of time, and limited to very few patrons when open. The estimated lost user fee revenue is $150k for general usage plus an additional $100k for lost instructor program revenue. Recreational facilities are subsidized by the City. Savings in staffing, maintenance, contracted services, materials and general operations are in excess of the lost revenues. A summary of the material variances are provided below.

Operating Highlights – Surplus (Deficit) Prior to MOST Funding:

Operational Uncertainty There is still a level of concern and uncertainty for the future given the economic environment in Alberta combined with the COVID-19 pandemic. However, given the guidance from the Government and the three-step plan for reopening early July, hopefully there are only minor changes to operational protocols mandated by the province going forward, therefore minimizing the impact on the operating results of the City.

Investment income (25)

Vacancy savings 650

Training / travel / conferences 50

Franchise fees (75)

Police – fine revenues (100)

Decreased revenues from facilities (hockey, soccer, curling, swimming) (450)

Penalties for property taxes – penalties waived (60)

Contracted services / materials savings due to closures 200

Savings on utilities – power, heat, and water 80

MOST Grant 168

TOTAL 438

AGENDA ITEM B.3.


UTILITY OPERATIONS: Utility operations include general water, wastewater treatment and disposal, waste management, landfill, recycling, and concrete recycling. The water, wastewater, landfill, and concrete recycling utilities were budgeted to generate $4,768k in surplus to be transferred to capital. In 2021, the Waste Management and Recycling utilities were utilizing $51 of reserves to subsidize the annual operating budgets.

The budget for the above utilities includes $382k for investment income. The reduction in interest rates to date has resulted in $109k of investment income transferred to the utilities. Due to the lower rates, a deficit of $39k for investment income is forecast. Due to project delays and deferrals, the water and wastewater utilities have higher reserve balances than budgeted which helps to offset the impact of the lower rates. Vacancy savings in the utility operations are estimated to be $75k to date. Until the vacant General Manager Infrastructure and Senior Manager of Public Works positions are filled, the savings will continue to increase. The Recycling facility and operations are being reviewed as the Province is trying to implement new guidelines. Revenues from the sales of cardboard and paper recycling are higher than budget due to more favorable commodity pricing. The Landfill is governed by the Regional Solid Waste Authority, which the City controls with 60% representation on the Board. The Landfill is budgeted to generate $285k surplus to be transferred to reserve. Environmental monitoring expenses incurred to date are $56k versus the annual budget of $120k. The City is forecasting an overage for this activity. The long-term capital plan identifies the need for the funding to meet the requirements of large capital projects in the future such as the wastewater treatment plant and providing options for the City with respect to water security as identified within the strategic plan.

Budgeted

Surplus

Budgeted

Deficit

General Water 2,105 -

Wastewater Treatment and Disposal 2,325 -

Landfill 285 -

Waste Management - (38)

Recycling - (13)

Concrete Recycling 53 -

4,768 (51)

AGENDA ITEM B.3.


RESERVES / OFFSITE LEVIES / DEFERRED REVENUE: Reserves are comprised of both operating and capital reserves and relate to (a) general operations of the City which are funded by the municipal tax levy; or (b) utility operations of the City which are funded by the fees paid for the services provided. Reserves set aside to fund the City’s general operations are forecast to increase from a total of $21.6 million at the end of 2020 to $22.9 million at the end of 2021. This does not reflect any impact of the current year projected operating results. This increase is primarily due to the budgeted transfer to the General Infrastructure Reserve of $2.5 million. Reserves set aside to fund the Utility operations were forecasted to decrease from a total of $34.1 million at the end of 2020 to $32.8 million at the end of 2021. Included in the 2021 budget was $2.6 million of reserve funding for the Wastewater Treatment Plant Upgrade and $0.6 million reserve funding for the Public Works Building. Also included in the budget is a $1.2 million transfer from the General Water Infrastructure Reserve to the General Infrastructure Reserve for reimbursement of grant funding applied to utility projects. Offsite levies are funds that are charged by the City to pay for a portion of the improvements or expansions that are necessary due to current and future growth. The improvements or expansions are often undertaken in the future. As such, these funds are held until the projects are undertaken. Offsite levy amounts (including unutilized developer contributions) available to fund future projects are $7.8 million at the end of 2020. Capital projects to be funded with offsite levy amounts are not scheduled until 2022 in the current capital plan. No new development in scheduled in 2021 whereby significant additional offsite levy amounts will be collected. As such, the forecasted balance increases by investment income only to $7.9 million at the end of 2021. In the past, the City completed a storm project requiring the City to front end the Storm Offsite Levy funding as insufficient levies had been collected at that time. The Storm Offsite Levy Negative Reserve balance is -$0.8 million to be repaid as storm offsite levies are collected in the future. Deferred revenues include provincial and federal grants received by the City but not yet utilized to fund projects. The Municipal Sustainability Initiative (“MSI”) is a provincial grant that will provide the City with about $3.8 million in 2021 to fund capital initiatives. The Gas Tax Fund (“GTF”) and the Basic Municipal Transportation Grant (“BMTG”) provides the City with about $2.4 million per year currently to fund capital initiatives. Funds received from these grants may be carried forward and utilized for qualifying projects in the future. The amount of grant funds from Municipal Sustainability Initiative (MSI), Basic Municipal Transportation Grant (BMTG) and Gas Tax Funding (GTF) that are available for future qualifying projects is $4.9 million at the end of 2020 and are forecast to increase to $9.7 million at the end of 2021. Current year funding includes $2.5 million of BMTG and GTF funds for qualified road projects. The Government of Alberta has provided additional capital infrastructure funding to municipalities with the primary objective to sustain and create local jobs, enhance provincial competitiveness and productivity, position communities to participate in future economic growth, and reduce municipal red-tape to promote job-creating private sector investment through the Municipal Stimulus Program (MSP). The program is providing municipalities with $500 million of funding.

AGENDA ITEM B.3.


The City will receive $2.2 million of Municipal Stimulus Program Allocation funding (MSP) in 2021 to provide funding in the year for previously approved road and utility projects. CAPITAL PROJECTS AND HIGHLIGHTS: The 2021 Capital Program includes a total of 90 projects with a number of new projects and multi-year projects that were carried forward from prior years. As at April 30, 2021, 6 projects have been reduced, deferred, or are scheduled in 2022, and two projects completed. The capital projects are summarized in Attachment C, with additional project level details and highlights. MUNICIPAL DIRECTIVES:

Municipal Government Act

IMPLICATIONS OF RECOMMENDATION:

N/A

ATTACHMENTS:

Attachment A – Financial Results

Attachment B – Financial Reserve & Deferred Revenue Summary

Attachment C – Financial Capital Highlights & Summary

SUBMITTED BY: Travis Bouck, Jason McDonald, General Manager, Financial Services Manager, Financial Planning & Reporting

AGENDA ITEM B.3.


Attachment A - Financial Results

Department 2021 Full Year

Budget April 30, 2021

YTD Actual Variance (Over)

Under % of Budget $

Spent

$000s $000s $000s

General Government Fiscal Services 3,335 1,364 (1,971) 41%Mayor and Council (374) (105) 269 28%Local Governance (1,210) (594) 616 49%COVID-19 Expenses - (35) (35) N/ACommon Services (1,042) (639) 403 61%Office of the City Manager (433) (168) 265 39%Corporate & Protective Services (1,150) (403) 747 35%Financial Services & Assessment (1,569) (573) 996 37%Other General Government (15) 53 68 -353%Community & Economic Development (344) 9 353 -3%Public Housing - - - N/APublic Transit (368) (130) 238 35%Property Management 49 23 (26) 47%

Total General Government (3,121) (1,198) 1,923 38%

Protective & Other ServicesPolice Protection (5,389) (1,903) 3,486 35%By-law Enforcement (179) (72) 107 40%Fire Protection (1,556) (507) 1,049 33%IT Services (1,029) (414) 615 40%Computer Replacement Program - - - N/A

Total Protective & Other Services (8,153) (2,896) 5,257 36%

Engineering ServicesEngineering Office (536) (216) 320 40%Building Inspection (90) (50) 40 56%Planning & Development (570) (138) 432 24%

Total Engineering Services (1,196) (404) 792 34%

Engineering - Public Works Public Works Office (783) (285) 498 36%Equipment Pool 3 (97) (100) -3233%Storm Sewers (246) (26) 220 11%Roads (1,918) (471) 1,447 25%Walks (78) (1) 77 1%Signals & Lights (1,173) (381) 792 32%Airport (120) 2 122 -2%Public Washrooms (15) (2) 13 13%

Total Engineering -Public Works (4,330) (1,261) 3,069 29%

CITY OF CAMROSE OPERATING ANALYSIS2021 BUDGET UPDATE AS AT APRIL 30, 2021

Net Levy (+ surplus / - deficit)

AG

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A ITEM B

.3.

Financial Status Update - April 30, 2021.

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Department 2021 Full Year

Budget April 30, 2021

YTD Actual Variance (Over)

Under % of Budget $

Spent

$000s $000s $000s


Net Levy (+ surplus / - deficit)

Community ServicesAdministration (350) (132) 218 38%Cemeteries (83) 3 86 -4%Aquatic Centre (1,247) (283) 964 23%Community Centre (137) (30) 107 22%Max McLean Arena (266) (95) 171 36%Recreation Centre (955) (338) 617 35%Other Facilities (509) (137) 372 27%Golf Course (359) 83 442 -23%Parks (1,631) (369) 1,262 23%Cultural (319) (125) 194 39%

Total Community Services (5,856) (1,423) 4,433 24%

Transfer to Capital (3,398) (1,133) 2,265 33%

Grand Total-General Operating (Excludes Municipal Taxes) (26,054) (8,315) 17,739 32%

UtilitiesGeneral Water - 691 691 N/AWastewater Treatment and Disposal - 774 774 N/AWaste Management - 63 63 N/ALandfill - 21 21 N/ARecycling - 44 44 N/AConcrete Recycling - - - N/A

Total Utilities - 1,593 1,593 N/A

Total-General Operating + Utilities (Excludes Municipal Taxes) (26,054) (6,722) 19,332 26%

Taxes

Municipal Tax Revenue - - - N/A

Education Requisition - (1,939) (1,939) N/A

Net taxes for Municipal Purposes - (1,939) (1,939) N/A

Total Deficit / (Surplus) Net of Municipal Taxes (26,054) (8,661) 17,393 33%

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Department 2021 Full

Year Budget

April 30, 2021 YTD

Actual

Variance (Over) Under

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual

Variance Over

(Under)

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent General Government $000s $000s $000s $000s $000s $000s $000s $000s $000s

Fiscal Services 5,057 1,876 (3,181) 37% 1,722 512 (1,210) 30% 3,335 1,364 (1,971) 41%

City Council Legislative 251 - (251) 0% 625 105 (520) 17% (374) (105) 269 28%

Local Governance 274 91 (183) 33% 1,484 685 (799) 46% (1,210) (594) 616 49%

COVID-19 Expenses - - - N/A - 35 35 N/A - (35) (35) N/A

Common Services - 9 9 N/A 1,042 648 (394) 62% (1,042) (639) 403 61%

Office of the City Manager - - - N/A 433 168 (265) 39% (433) (168) 265 39%

Corporate & Protective Services 75 - (75) 0% 1,225 403 (822) 33% (1,150) (403) 747 35%

Financial Services & Assessment 48 21 (27) 44% 1,617 594 (1,023) 37% (1,569) (573) 996 37%

Other General Government 84 80 (4) 95% 99 27 (72) 27% (15) 53 68 -353%

Community & Economic Development 248 199 (49) 80% 592 190 (402) 32% (344) 9 353 -3%

Public Transit 102 76 (26) 75% 470 206 (264) 44% (368) (130) 238 35%

Property Management 82 36 (46) 44% 33 13 (20) 39% 49 23 (26) 47%

Total General Government 6,221 2,388 (3,833) 38% 9,342 3,586 (5,756) 38% (3,121) (1,198) 1,923 38%

Variances

City Council Legislative

COVID-19 Expenses

Office of the City Manager

Financial Services & Assessment

Other General Government

Public Transit

Property Management

Common Services

Fiscal Services

Local Governance

Corporate & Protective Services

Community & Economic Development

City of Camrose Business Improvement Area (BIA) tax. $80 levy, $27 disbursed.

Expenses: No significant variances. Significant advertising deferred to Q3/Q4 due to current COVID restrictions.Revenues: Budget includes $218 for business licenses and $30 transfer from reserve funding. Business license revenues collected $199.

Expenses: No significant variances. Expecting savings in staff training, and conferences budget due to COVID-19 restrictions.

Camrose Community Bus Service continued throughout COVID. Camrose Connector in operation to end of March funded with government grants.

Includes CREDCO, old Fire Hall and general revenue from property leases, parking rentals and encroachment agreements.


Revenue Expenditures Net Levy

The City has been tracking expenses related to activities driven by the COVID pandemic, those of which would not be needed in the normal course of operations. Expenses include salaries for staff designated for facility sanitization, additional PPE, facility signage providing COVID direction, and IT related expenditures to set up employees with the ability to work from home. The $35 identified in a special cost center captures some specific costs coded directly to it, but additional expenses are recorded throughout the various departments.

No significant variances.

Revenues: Recorded $6 contractor holdback not claimed on City Hall.

Revenues: No significant variances.

Expenses: Expecting staff savings related to travel/conferences and training. Health & Safety did incur an unbudgeted $35 for WCB claim cost recovery.

Expenses: Savings in janitorial budget due to closure of facility due to COVID $23. Have expensed larger items such as insurance $378, and licensing $147.

Revenues: Budgeted $275 for annual investment income as current rate is less than 1%. Year to date net investment income is $84. Forecasting a $25 deficit for the year (investment income of $135 reduced by $51 for income transferred to reserves). Due to COVID-19, penalties for current property taxes have been waived or deferred resulting in an anticipated deficit of $60. On April 6, Atco Gas provided the City with a revised estimate of natural gas franchise fees resulting in a deficit of $75. Recorded $231 balance of MOST grant funding provided by the government to assist with lost revenues and increased expenses compared to budget of $63, a surplus of $168.

Expenses: Budget includes a $200 vacancy allowance offset by $73 contingency due to uncertainty around COVID-19. Recorded $51 transfer to reserve for interest income earned on Financial Stabilization Reserve and General Capital Reserve.

Revenues and expenses include $274 to identify the City's contribution to various groups through the subsidy of property rentals at less than market rates.

Current funding to community groups has not been reduced.

Budgeted includes $250 reserve revenue and $250 contracted services expenses for Intermunicipal mediation / arbitration which is not required.

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Year Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual

Variance Over

(Under)

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent Protective Services $000s $000s $000s $000s $000s $000s $000s $000s $000s

Police Protection 1,993 520 (1,473) 26% 7,382 2,423 (4,959) 33% (5,389) (1,903) 3,486 35%

By-law Enforcement 37 9 (28) 24% 216 81 (135) 38% (179) (72) 107 40%

Fire Protection 191 35 (156) 18% 1,747 542 (1,205) 31% (1,556) (507) 1,049 33%

Other

IT Services 35 25 (10) 71% 1,064 439 (625) 41% (1,029) (414) 615 40%

Computer Replacement Program 513 143 (370) 28% 513 143 (370) 28% - - - N/A

Total Protective Services & Other 2,769 732 (2,037) 26% 10,922 3,628 (7,294) 33% (8,153) (2,896) 5,257 36%

Variances - Protective Services

Variances - Other

IT Services - Computer Replacement Computer replacement program transactions. No significant variances.

Revenues: Fine revenue at the end of April is $217 compared to $800 annual budget. Continue to have less violation tickets being issued due to COVID-19 and having less traffic on the road. This remains an area of concern and currently forecasting a deficit of $100.

Expenses: Have realized $100+ savings in staff salaries due to extended sick leaves (COVID related and other), vacancies (5th Class Constable and IT support position), savings in court time paid to sworn members, and salaries paid to holding facility monitors. Further savings are forecast in training and conventions budgets due to limited in person offerings.

Revenues: Annual budget includes custom revenue $10 and animal licenses of $22. Year to date animal license revenue collected $9.

Revenues: Total fire claims were $35 compared to annual budget of $80. Received $55 County contribution in May (annual budget $108).

Expenses: Current firefighting pay is at $60 compared to the annual budget of $226 ($27%)

Expenses: Offsetting custom contract expenses $15 budget (actuals $0 to date).

Revenues: Budget includes $35 transfer from reserves for organization wide system improvements (ESRI Initiatives in 2021)

Expenses: Incurred $25 for organization wide improvements (ESRI). No significant variances to date. Expecting savings in training and conferences budgets.

Police Protection

By-law Enforcement

Fire Protection

IT Services



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Year Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual

Variance Over

(Under)

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent Engineering Services $000s $000s $000s $000s $000s $000s $000s $000s $000s

Engineering Office 53 18 (35) 34% 589 234 (355) 40% (536) (216) 320 40%

Safety Code Inspections 377 75 (302) 20% 467 125 (342) 27% (90) (50) 40 56%

Planning & Development 71 31 (40) 44% 641 169 (472) 26% (570) (138) 432 24%

Total Engineering Services 501 124 (377) 25% 1,697 528 (1,169) 31% (1,196) (404) 792 34%

Engineering - Public Works

Public Works Office 22 8 (14) 36% 805 293 (512) 36% (783) (285) 498 36%

Equipment Pool 2,185 544 (1,641) 25% 2,182 641 (1,541) 29% 3 (97) (100) -3233%

Storm Sewers - - - N/A 246 26 (220) 11% (246) (26) 220 11%

Roads 152 - (152) 0% 2,070 471 (1,599) 23% (1,918) (471) 1,447 25%

Walks 20 - (20) 0% 98 1 (97) 1% (78) (1) 77 1%

Signals & Lights - - - N/A 1,173 381 (792) 32% (1,173) (381) 792 32%

Airport 114 58 (56) 51% 234 56 (178) 24% (120) 2 122 -2%

Public Washrooms - - - N/A 15 2 (13) 13% (15) (2) 13 13%

Total Engineering -Public Works 2,493 610 (1,883) 24% 6,823 1,871 (4,952) 27% (4,330) (1,261) 3,069 29%

Variances -Engineering Services

Variances -Public Works

Storm Sewers

Walks

Signals & Lights

Public Washrooms

Engineering Office

Safety Code Inspections

Roads

Airport

Equipment Pool

Public Works - Office

Planning & Development

Expenses: Sidewalk maintenance activity largely dependent on contractor availability.

Expenses: Savings related to timing of aviation fuel purchases. Have recorded higher maintenance expenses related to airside lighting system and new door locking system.

Expenses: Cleaning drainage ditches and catch basins. Largely dependent upon contractor availability.

Expenses: Snow removal is well below budget to start the year. Year to date expenses are $226 compared to annual budget of $860. 2020 April YTD was $501. Realizing savings in contracted services, and salaries due to management of resources.

Revenues: Primarily transportation grant for road maintenance $137.

Revenues: Budget includes $5 revenue related to custom work being done on sidewalks, and $15 transfer from reserves

Revenues: Recorded 100% of airport lease revenue. Aviation fuel sales lower due to seasonal airport traffic.

Expense: Budget for electricity for street lights is $925. No significant variances to date.

No significant variances



Revenues: Shop custom work revenue Expenses: Salary savings due to vacant Senior Manager of Public Works positon.

Expenses include labor, fuel, parts, and repairs and maintenance for the majority of the City's fleet. Budget of $925 transfer to reserve for fleet replacement. Estimated net savings of $50 YTD in maintenance due to lower fleet usage to begin the year offset by increased maintenance/lease expenses due to increasing the number of trucks for summer fleet due to COVID and ensuring safety of staff. Six more trucks have been leased than budgeted.

Revenues: Budget $50 utility funding for asset management initiatives.

Expenses: Salary savings due to vacancy of GM Infrastructure (~$65) and Municipal Survey Technician (~$7). Off Site levy model update ongoing and will be funded with reserves (expenses to date $29 compared to budget of $65). Received final report from Parsons for Phase 1 Environmental Site Assessment ($6). Asset Management initiatives include completion of DARP which will be funded with MAMP grant revenue (successful grant application in 2020 $50), $65 for sidewalk inspection project (scheduled for later in the summer), and $71 for other initiatives as required. With the vacant GM role, this area will be under budget as resources are not available to take on additional asset management initiatives.

Revenues: Inspection revenue to date is on par with 2020 actuals. More seasonal in nature, with more activity starting in the summer.Expenses: Recognized staff savings resulting from inspection vacancy offset by contracted services.

Revenues: Planning revenues for permits, licenses and applications are at 44% of annual budget. Expenses: Savings of $45 have been realized in the operating budget due to an employee on leave. 2021 projects include completing the Heritage Management Plan, Augustana ARP update, East Gateway ASP and Mirror Lake Resurvey, all of which have funds set aside for funding from prior years. The Crossroads Intermunicipal ASP will be completed this year and will be funded with deferred grant revenue. The Land Use Bylaw update is a new project for 2021 ($50).

Revenues generated based on usage (hourly rates), offset by costs in departments. Both are low at this point due to minimal snow removal required YTD.

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Year Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual

Variance Over

(Under)

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent Community Services $000s $000s $000s $000s $000s $000s $000s $000s $000s

Administration - - - N/A 350 132 (218) 38% (350) (132) 218 38%

Cemeteries 170 41 (129) 24% 253 38 (215) 15% (83) 3 86 -4%

Aquatic Centre 635 5 (630) 1% 1,882 288 (1,594) 15% (1,247) (283) 964 23%

Community Centre 94 2 (92) 2% 231 32 (199) 14% (137) (30) 107 22%

Max McLean Arena 315 4 (311) 1% 581 99 (482) 17% (266) (95) 171 36%

Recreation Centre 722 115 (607) 16% 1,677 453 (1,224) 27% (955) (338) 617 35%

Other Facilities 189 15 (174) 8% 698 152 (546) 22% (509) (137) 372 27%

Golf Course 628 330 (298) 53% 987 247 (740) 25% (359) 83 442 -23%

Parks 52 - (52) 0% 1,683 369 (1,314) 22% (1,631) (369) 1,262 23%

Cultural 145 12 (133) 8% 464 137 (327) 30% (319) (125) 194 39%

Total Community Services 2,950 524 (2,426) 18% 8,806 1,947 (6,859) 22% (5,856) (1,423) 4,433 24%

Variances -Community Services

General Comments

Administration

Cemeteries

Community Centre

Max McLean Arena

Recreation Centre

Other Facilities

Golf Course

Cultural

Parks

Chuck MacLean Arts Centre was closed periodically due to COVID. Current rental revenues and operating expenses are under budget. Budget revenues includes $35 from the County and $15 transfer from reserves for flooring replacements. Realized some savings due to a vacancy in programming position.

Aquatic Centre

The majority of City owned and operated facilities have been closed for a period of time due to COVID-19. Due to these closures, recreational facilities have realized reduced user fee revenues, and lower rental revenues. To offset these losses, the City has focused on reducing operating expenses throughout the facilities, while trying to minimize the number of staff negatively impacted by this pandemic. Where possible, facility staff were redeployed to provide support to other areas within the City, but unfortunately, some staff have been subject to reduced hours or temporary layoffs.

Due to COVID, the Aquatic Centre has been open periodically in 2021, with restrictions limiting the number of patrons allowed in the facility. To ensure the facility is ready to open full time when restrictions are removed, a decision has been made to close the pool and empty it, to address maintenance concerns, and remediate various items from construction that will be covered under warranty. Due to the level of subsidization of the pool by tax levy, the City will realize savings compared to budget with the facility being closed. The Spray Park was opened in May and will not be impacted by the closure.

No significant variances.

Cemetery plot revenue and expenditures based on usage. Budget includes $30 of reserve funding and associated expenses for continuous runners.

Community Centre has been closed since December due to COVID and the Drill Hall demolition. Due to the closure, staffing has been reduced to minimize operating expenses. The Drill Hall demolition is targeting completion in early fall of 2021.

The Max McLean has been closed due to COVID. Realized reduced revenues and operating expenses as facility staff were redeployed to provide support to other areas within the City.

Due to COVID, the Recreation Centre has been periodically closed, recording lower user fees and room rental revenues. Where possible, facility staff were redeployed to provide support to other areas within the City and operating procedures were reviewed and managed to help find savings to offset the loss in revenues.

Includes Bill Fowler, Stoney Creek Centre, Mirror Lake, Rudy Swanson, Kin Park, Playfields, and general equipment budget for facilities. The majority of these facilities are negatively impacted by COVID. Operating expenses have been reviewed as the City attempts to minimize costs during the pandemic. Impacts on the larger revenue streams such as ball and soccer will not be realized until summer.

Expenses: More heavily weighted to summer activities. No significant variances to date.

The Golf course opened to the public April 9th. Operations are revised to account for COVID guidelines. Larger tournaments most likely will not be allowed this golf season. To date, the proshop revenues for season passes are $13 over budget. The golf course subsidy at year end is difficult to forecast as the facility is so dependent upon weather conditions and still subject to COVID restrictions. The budgeted subsidy is $360.

Revenues: No significant variances.



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Year Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual

Variance Over (Under)

% of Budget $

Spent

2021 Full Year

Budget

April 30, 2021 YTD

Actual


% of Budget $

Spent Utilities $000s $000s $000s $000s $000s $000s $000s $000s $000s

General Water 6,914 2,221 (4,693) 32% 6,914 1,530 (5,384) 22% - 691 691 N/A

Wastewater Treatment and Disposal 3,899 1,282 (2,617) 33% 3,899 508 (3,391) 13% - 774 774 N/A

Waste Management 1,408 450 (958) 32% 1,408 387 (1,021) 27% - 63 63 N/A

Landfill 1,395 296 (1,099) 21% 1,395 275 (1,120) 20% - 21 21 N/A

Recycling 725 247 (478) 34% 725 203 (522) 28% - 44 44 N/A

Concrete Recycling 64 1 (63) 2% 64 1 (63) 2% - - - N/A

Total Utilities 14,405 4,497 (9,908) 31% 14,405 2,904 (11,501) 20% - 1,593 1,593 N/A

Variances - Utilities

Concrete Recycling

General Water

Wastewater Treatment & Disposal

Waste Management

Landfill

Recycling

Revenues: No significant variances. Includes a $38 transfer from reserves subsidy for current year operations

Revenues: Investment income on reserves is at $3 compared to annual $19 budget due to the reduction in reserves recorded at year end as funding for the closure liability and the decline in interest rates.

Revenues: Investment income on reserves is at $46 or 29% compared to annual budget $159, due to the decline in interest rates, expect $21 deficit for year.

Revenues: Investment income on reserves is at $55 or 30% vs annual budget $184, due to decline in interest rates, expect $18 deficit for year.

Revenues: Paper commodity revenues at $23 (budget $30) due to stronger commodity prices. Budget includes $13 transfer from reserves subsidy for operations.

Expenses: Operating surplus is transferred to reserves at year end. Budgeted surplus is $2,105 in total with $486 designated to fund current year capital projects.

Expenses: Operating surplus is transferred to reserves at year end. Budgeted surplus is $2,325 in total with $175 designated to fund current year capital projects.

Expenses: Operating surplus is transferred to reserves at year end. Budget is $285 in total with $120 designated to fund current year capital projects. Forecasting an overage in environmental monitoring expenses (Budget $120, YTD $56).

Expenses: No significant variances.

Expenses: No significant variances.

Expenses: Operating surplus is transferred to reserves at year end. Budget is $53.


Revenue Expenditures Net

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Comments

$000s $000s $000s $000s $000s

241 267 218 (49) 801 27% Police fines forecast to be $100 lower than budget

1,134 1,478 1,247 (231) 3,684 34% Budget Natural gas $1,597 (revised lower by Atco - $75 deficit), Electricity $2,087

8 71 18 (53) 500 4% Cost sharing revenues from the County $436, School Division $64

199 292 476 184 1,114 43% On budget with the exception of MOST grant. Actuals $231 vs budget $63

769 820 635 (185) 2,484 26% Equipment charges, computer replacement program, internal grants

296 364 295 (69) 644 46% Inspection revenues, and business licenses (YTD $199 vs budget $218)

0 0 0 0 38 0% WCB Rebate Budget $20, Donations $18

40 74 71 (3) 275 26% Penalties on late payment of taxes (fcst deficit $60 due to waiver/deferral)

606 657 474 (183) 1,834 26% Decreased facility room rentals

472 220 245 25 706 35%Offset by $51 transferred to reserves. Net return on investments $193 with general operating $84, materially on budget, and utilities $109, fcst $39 under budget.

4,296 4,947 4,664 (283) 15,139 31%Lost user fee revenues from hockey, soccer, curling, and swimming estimated at $450. Estimate is to the end of April, and is subject to restrictions going forward.

186 151 158 7 545 29% Annual budget for fire claims, police dispatch, cellphone levy fees

1 0 80 80 84 95% Business Revitalization Tax - City Centre Camrose

330 570 294 (276) 1,491 20% Transfers from utilities / reserves.

8,578 9,911 8,875 (1,036) 29,339 30%

0 0 0 0 0 N/A

(1,948) 0 (1,939) (1,939) 0 N/A

Net Municipal Taxes (1,948) 0 (1,939) (1,939) 0 N/A

6,630 9,911 6,936 (2,975) 29,339 24%

2,649 3,501 2,839 (662) 8,603 33%Training, contractors, audit, legal, advertising, R&M, licensing, insurance, phones. Due to COVID, anticipate savings in training and travel budgets.

280 381 280 (101) 991 28% Plans, Reports & studies, major operating projects, computer equipment

912 1,009 729 (280) 3,032 24%Includes internal equipment charges offset by revenues, and actual equipment charges incurred to maintain fleet. Lower than budget with lower fleet usage due to minimal snowfall to start the year.

215 190 194 4 533 36% Primarily debenture interest payments

596 902 663 (239) 3,086 21% Supplies and materials savings will be realized due to facility closures.

1,007 1,078 989 (89) 3,027 33% Will realize small savings due to facility closures

285 299 299 0 1,688 18% On budget

7,051 7,336 6,918 (418) 22,267 31% Currently estimating $800 savings due to management of leaves and vacancies

115 115 29 (86) 115 25% Grant - CDSS

2,196 1,921 1,955 34 10,578 18% Primarily done at year end. Utility transfer to reserves budget $4,768

495 472 472 0 1,002 47% On budget

248 255 230 (25) 471 49% On budget

16,049 17,459 15,597 (1,862) 55,393 28%

(9,419) (7,548) (8,661) (1,113) (26,054) 33%

Rentals

Revenue:Fines

Franchise & Concession Contracts

Gov't Transfers

Grants

Internal Items

Licenses & Permits

Other Revenue

Penalties

CITY OF CAMROSE OPERATING ANALYSIS - BY GL OBJECT2021 BUDGET UPDATE AS AT APRIL 30, 2021

GENERAL OPERATING + UTILITY FUNDS

April 30, 2021 YTD Actual

Variance to Annual

Budget %April 30, 2020 YTD Actual

April 30, 2021 YTD Budget

April 30 YTD Budget

Variance2021 Full

Year Budget

Contracted Services

Return on Investments

Sales & User Charges

Sales To Other Governments

Taxation

Transfers From

Revenue (Excluding Taxes)

Municipal Taxes

Municipal Taxes (Education Requisition)

Total Revenue

Expense:

Trfs to Organizations

Total Expense

Net Total

Principal on Long Term Debt

Salary, Wages, & Benefits

Transfer to Other Gov'ts

Transfers To Various Reserves

Trfs To Local Boards & Agencies

Power Heat & Water

Equipment < $10,000

Equipment Charges

Interest & Bank Charges

Materials & Miscellaneous

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Attachment B - Reserve Summary

General Reserves December 31, 2020

2021 Funds Received

2021 Project Funding

December 31, 2021 Forecast

2022 Funds

Received


December 31, 2022 Forecast Highlights

$000s $000s $000s $000s $000s $000s $000s

Stabilization & ContingencyMin $5.5M Max $8.0M

6,491 61 (800) 5,752 58 - 5,810 Estimated interest income received. Budgeted funding for Drill Hall demolition $1,000 (reduced for estimated savings of $200)

General InfrastructureMin $1.0M + Deficit OSL Storm

5,653 2,526 (150) 8,029 1,392 (566) 8,855

Budgeted transfers to reserve + estimated interest income. 2021 funding the Aquatic Centre completion costs. 2022 funding Airport runway overlay $116 + Rec Ctr Ice Plant Upgrades $450

Storm Offsite Levy Negative Reserve (837) (8) - (845) (8) - (853) Interest expense paid to General Infrastructure reserve for front ending storm offsite levy project funding.

Transportation Infrastructure 1,439 766 (508) 1,697 768 (636) 1,829 $750 budgeted transfer to reserve + estimated interest income. Funding for road projects.

Regional Recreation Facilities Min $1.0M 1,000 236 - 1,236 269 - 1,505 Budgeted transfers to reserve + estimated interest income.

Year End Carryforwards Municipal Reserve

3,580 - (1,100) 2,480 - (1,400) 1,080 Ongoing committed capital & operating projects

Public Transit 244 30 - 274 30 - 304 Community Bus replacement & transit initiatives

Fire Vehicle Replacement 772 225 - 997 225 - 1,222 Budgeted transfer offset by fleet purchases

Equipment Replacement 2,203 1,034 (858) 2,379 1,034 (1,239) 2,174 Budgeted transfer offset by fleet purchases

Airport - Fuel Facility 48 3 (50) 1 3 4 Replacement of fuel facility

Cemetery & Columbarium 83 4 (30) 57 4 (20) 41 Budgeted transfer offset by continuous runner funding

Municipal Land Reserve 274 3 277 3 280 Estimated interest income

Computer Replacement 487 273 (357) 403 273 (235) 441 Budgeted transfers to reserve

Gravel Pit Maintenance 152 - 152 - 152

Total General Reserves 21,589 5,153 (3,853) 22,889 4,051 (4,096) 22,844

CITY OF CAMROSERESERVES FORECAST

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Attachment B - Reserve Summary CITY OF CAMROSERESERVES FORECAST

Utility Reserves December 31, 2020

2021 Funds Received



2022 Funds

Received



$000s $000s $000s $000s $000s $000s $000s

General Water Infrastructure Min $2.0M 12,592 844 (1,111) 12,325 2,109 (4,329) 10,105 2021 estimated surplus less $1,227 transfer to general infrastructure reserve for grant reimbursements. Project funding includes $4,843 for Public Works Project

Water Rate Stabilization and ContingencyMin $1.0M Max $2.0M

1,000 10 1,010 10 1,020 Estimated interest income

Water Year End Carryforward Reserves 349 - 349 - (100) 249 Ongoing committed capital & operating projects

Total Water Reserves 13,941 854 (1,111) 13,684 2,119 (4,429) 11,374

Wastewater Infrastructure ReserveMin $1.0M + Deficit OSL Sanitary

1,036 139 (175) 1,000 543 (230) 1,313 Estimated surplus + estimated interest income less surplus transferred to major project reserve for WWTP.

Wastewater Utility Rate Stabilization and Contingency

Min $0.4M Max $1.0M

400 4 404 4 408 Estimated interest income

Wastewater Year End Carryforward Reserves

965 20 (765) 220 20 240 Ongoing committed capital & operating projects

Wastewater Offsite Levy Negative Reserve

- - - (2) (321) (323) Funding Wastewater Treatment Plant Project

Total Wastewater Reserves 2,401 163 (940) 1,624 565 (551) 1,638

Major Utility Projects Reserve 14,825 2,159 (2,629) 14,355 1,755 (4,315) 11,795 Wastewater Treatment Plant Project

Landfill Construction Projects Min $0.5M 932 247 (120) 1,059 569 (1,009) 619 Estimated surplus + interest income. Cell Construction 2022 $750 budgeted

Landfill Replacement - - - - - - No funds currently designated for landfill replacement

Total Landfill Reserves 932 247 (120) 1,059 569 (1,009) 619

Solid Waste Management Infrastructure 269 3 272 3 275 Estimated interest income

Waste Management Rate Stabilization and Contingency

Min $0.2M Max $0.5M

200 (36) 164 77 241 Estimated (deficit)/surplus + interest income.

Total Waste Management Reserves 469 (33) - 436 80 - 516

Recycling Infrastructure 373 4 377 4 (35) 346 Estimated interest income

Recycling Rate Stabilization and Contingency

Min $0.2M Max $0.5M

500 (8) 492 (28) 464 Estimated (deficit)/surplus + interest income. Projects and overall recycling operations under review

Total Recycling Reserves 873 (4) - 869 (24) (35) 810

Concrete Recycling 305 53 358 54 412 Estimated surplus + estimated interest income

Other Year End Utility Carryforward Reserves

387 - 387 - 387 Ongoing committed capital & operating projects under review

Total Utility Reserves 34,133 3,439 (4,800) 32,772 5,118 (10,339) 27,551

Total Municipal Reserves 55,722 8,592 (8,653) 55,661 9,169 (14,435) 50,395

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Attachment B - Deferred Revenues Summary

Grant Programs Dec. 31, 2020

2021 Funds Received



2022 Funds Received



Municipal Sustainability Initiative (MSI)

2,295 3,797 - 6,092 816 (2,844) 4,064

The provincial budget noted an increase for infrastructure funding in order to stimulate growth in the provincial economy. This has resulted in an increase to the amount of funding that we will receive in 2021 with respect to MSI. The MSI program will be reduced in 2022 and 2023. Total MSI budgeted for 2021-2023 is $6.5M, and current forecast is that we will receive a total of $5.3M, a reduction of $1.2M. 2022 Funding is for the Public Works Project.

Basic Municipal Transportation Grant (BMTG)

2,574 1,299 (1,659) 2,214 1,295 (1,791) 1,718 Funds received ($1,275) + interest income. Project funding for road projects + Public Works Project (funding $0.6M in 2021 and $1.4M in 2022).

Gas Tax Funds (GTF) 24 2,201 (845) 1,380 2,261 (1,660) 1,981

Funds received in 2021 include estimated interest income + late payment of 2020 contributions ($1,072) + 2021 contributions ($1,122). Project funding for road projects. On March 25, 2021, the government announced that they would be doubling next year’s federal Gas Tax Fund transfer to municipalities, growing it by $2.2 billion. The federal government is also proposing to rename this tool—as the Canada Community Building Fund. The 2022 funds received are forecast at twice the 2021 allocation although allocations have not yet been announced.

Municipal Stimulus Program (MSP)

- 2,228 (2,228) - - - - Municipal Stimulus Program Allocations, must be spent by end of 2021.

Total Deferred Revenues - Grants 4,893 9,525 (4,732) 9,686 4,372 (6,295) 7,763

Offsite Levies

$000s $000s $000s $000s $000s $000s $000s

Offsite Levies - Transportation 2,334 23 - 2,357 24 - 2,381 Interest Income

Offsite Levies - Water 4,364 44 - 4,408 44 - 4,452 Interest Income

Offsite Levies - Sanitary 822 8 - 830 4 (825) 9 Interest Income. Funding of Wastewater Treatment Plant

Offsite Levies - Storm - - - - - - - General Capital reserve has currently front ended the offsite levy storm project funding ($837)

Utility - Developer Contributions 328 3 - 331 3 - 334 Interest Income

Total Offsite Levies 7,848 78 - 7,926 75 (825) 7,176

Total Grants and Offsite Levies 12,741 9,603 (4,732) 17,612 4,447 (7,120) 14,939

CITY OF CAMROSEDEFERRED REVENUES - GRANTS & OFFSITE LEVIES

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Attachment C - 2021 Capital Highlights & Summary - April YTD Report

Community Services - Parks & Golf Course Budgeted in prior years

2021 Capital Budget

Additional Authorization

in 2021

Authorized Capital

ExpenditureExpenditures

to date

Forecast Surplus (Deficit)

Estimated Completion

Date Comments

$000s $000s $000s $000s $000s $000s

Parks-Trails

70-00194 North Trail Extension 583 95 - 659 0 - 2022

Timing is dependent upon negotiations with CP. 2021 Budget for fence installation funded primarily with grants ($76K) and the remainder with carryforward reserves. Project to be completed in 2022. Designated reserve funding of $583 at the end of 2020.

70-00217 Trail System Upgrades - 150 - 150 - - 2021 Ongoing maintenance and resurfacing of trails

70-00898 Walking bridge - Mirror Lake 72 - - 72 - - 2022 Approved in 2022 Budget

70-00219 Stoney Creek Daypark 30 - - 30 - - 2021Funds designated for support of the Camrose Rotary Club construction of picnic shelter in park that will include Nordic Heritage commemorative plaques.

70-00234 Playground Equipment Rehabilitation - 120 - 120 49 - 2021 Reserve funded

70-00360 Parks - Out Front Mower - Add New Unit - 28 - 28 - - 2021 Levy funded

70-00363 Parks - Out Front Mower - Replace Unit 801 - 50 - 50 44 - 2021 Funded with Equipment Replacement Reserve

70-00698 Parks - Kubota Mower - Replace Unit 825 - 25 - 25 - - 2021 Funded with Equipment Replacement Reserve

70-00699 Parks - 1/2 Ton Truck - Replace Unit 834 - 35 - 35 - - 2021Funded with Equipment Replacement Reserve. Unit was replaced by surplus fleet unit, a replacement will not be purchased.

70-00723 Parks - 1 Ton Truck - Replace Unit 890 - 50 - 50 - - 2021 Funded with Equipment Replacement Reserve

70-00805 Parks - Walk Behind Mower - Replace Unit 805 - 10 - 10 - - 2021 Funded with Equipment Replacement Reserve

50-00842 Columbarium 35 - - 35 34 - COMPLETE Funding from reserve. Completed in April.

70-00737 Golf Course - Toro Sandpro (Unit 615) - 27 - 27 - - 2021 Funded with Equipment Replacement Reserve

Total Community Services - Parks & Golf Course 720 590 - 1,291 128 -

Golf Course-Vehicles & Equipment

CAPITAL PROJECTS

Golf Course

Parks-Play Areas

Community Services-Parks - Capital

Parks-Vehicles & Equipment

Cemeteries

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Community Services - Facilities Budgeted in prior years

2021 Capital Budget


in 2021

Authorized Capital


to date



Date Comments

$000s $000s $000s $000s $000s $000s

70-01028 City Hall - Atrium Lighting Upgrade - 20 - 20 14 - 2021

70-01029 City Hall - Artic Hill Compressor Replacement - 50 - 50 - - 2021

70-01030 Stoney Creek Lodge - Replace Roof - 40 - 40 - - 2021 Designated Project funding in reserve $10

70-00216 Community Service Shop Expansion Plan 300 - 50 300 - - 2022

Approved as part of 2022 Budget subject to further review and design. Due to recent pricing received for utility work, $50 has been advanced to 2021 to tie in the sewer line.

70-00987 Recreation Centre - Boiler Replacements 197 - - 197 160 - 2021Successful grant application in 2020. Project requiring $60 of reserve funding (with the remaining $137 funded with grants)

70-00991 Curling Rink Roof Crickets - 156 - 156 - - 2021

Recently completed roof inspection on the curling rink, Max Arena, and rotunda. Concerns with curling rink roof are less than anticipated, and requires minor repairs, with remaining budget required to address issues with Max Arena and rotunda. $156 designated project funding in reserve.

70-00984 Library Ramp and Sidewalk Repairs 185 - - 185 - - TBDWill do a needs assessment before finalizing project plan.

70-00666 Aquatic Centre Complete Replacement 24,030 - - 24,030 22,835 1,000 2021Project complete other than minor expenditures for 2021. Savings estimated to be $1.0M

70-00989 Drill Hall Demolition 500 1,000 - 1,500 160 200 2021

Approved $1.5M via motion in 2019. Due to COVID and concerns with asbestos, project has experienced delays and will be completed in early fall 2021. Estimated savings of $200K+ on project completion.

Total Community Services - Facilities 25,212 1,266 50 26,478 23,169 1,200

Community Services-Facilities - Capital

Facilities-Buildings/Improvements

CAPITAL PROJECTS

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Corporate & Protective Services Budgeted in prior years

2021 Capital Budget


in 2021

Authorized Capital


to date



Date Comments

$000s $000s $000s $000s $000s $000s

20-00939 Replace Unit 105 - Health & Safety 1/2 Ton 35 - 35 - - 2021Due to economic concerns and COVID, replacement was deferred to 2021. Unit was replaced by surplus fleet unit, a replacement will not be purchased.

20-00996 SCBA Replacement (6 units per year) - 60 - 60 58 - Annual Complete

10-00098 Network Fibre Installation - 45 - 45 2 - Annual Annual - ongoing program

10-00101 Server Upgrades - 25 - 25 14 - AnnualAnnual - ongoing program. Funded from Computer Replacement Reserve

10-00495 Firewall - Datacenter - 65 - 65 - - 2021

10-00500 SCADA NSP Replacement - 30 - 30 - - 2021

10-00658 City Wireless Upgrades - 20 - 20 1 - 2021

10-00995 Exchange Server (Email) Upgrade - 75 - 75 - - 2021 Funded from Computer Replacement Reserve - $50K

10-01023 SQL Infrastructure Upgrade - 35 - 35 - - 2021

10-00936 Storage Network Fibre and Switching Upgrades 10 - - 10 - - 2021 Carried forward from 2020 to complete project

10-00657 Organizational System Improvements/Initiatives 380 - - 380 - - AnnualOngoing - no priorities identified for 2021. $140 project approved as part of 2022 Budget. Funded with reserves.

Total Corporate & Protective Services 390 390 - 780 76 -

Fire Services

Information Technology Services

Hardware & Software

CAPITAL PROJECTS

General Administration

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Police Protection Budgeted in prior years

2021 Capital Budget


in 2021

Authorized Capital


to date



Date Comments

$000s $000s $000s $000s $000s $000s

21-00922 Backup Dispatch/E-911 Centre - City Hall 135 - - 135 - 2022Deferred due to review of entire NextGen & 911 Dispatch service and requirements.

21-00998 Oracle Server Replacement 50 - - 50 - 2021$50K reserves funding for replacement in 2022. Anticipating savings from original $50K budget.

21-00997 Next Generation 911 100 300 - 300 - - 2021-2022$300 in 2021 Budget and $300 in 2022. $100 designated project reserve funding.

21-01001 Juniper Switches - Switching Hardware 10 - - 10 - - 2021 Carried forward from 2020 to complete project.

21-01000 McAfee IPS - 50 - 50 - - 2021

21-00653 Vehicle Replacements - 126 - 126 63 - 2021

21-00655 Unmarked Vehicle Replacement - 15 - 15 15 - Annual Annual - Levy funding required net of proceeds

Total Police Protection 295 491 0 686 78 0

CAPITAL PROJECTS

Technical

Vehicles

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Engineering & Public Works Budgeted in prior years

2021 Capital Budget

Additional Authorization in

2021

Authorized Capital

ExpenditureExpenditures to

dateForecast

Surplus (Deficit)


Date Comments

$000s $000s $000s $000s $000s $000s

30-00795 Replace / Upgrade Survey Equipment - 42 - 42 41 - 2021 Funded with Computer Replacement Reserve

30-01052 Public Works Building - 1,250 - 1,250 18 - 2023New Public Works Building project. $11.25M with construction complete in 2023.

30-00946 PW - Newsome Building Demolition & Cleanup 100 - - 100 63 - 2021

30-00116 Storm Structure Upgrades 170 75 - 75 - - Annual Ongoing maintenance of storm infrastructure

30-00019 Airport Runway Overlay 20 20 - 20 - - 2022City was successful in receiving provincial grant funding of $1.658M. Focus on design in 2021 (carry forward funding) with construction in 2022 ($2.191M)

30-01006 Airport Terminal Building Roof Replacement 30 - - 30 - - 2021 Carry forward funding to 2021 for completion.

30-01050 Airport Replace Underground AvGas Fuel Tanks - 150 - 150 - - 2021 Funded with $100 levy, and $50 airport fuel reserve

30-00756 Tandem Sander - Replace Unit 330 240 - - 240 133 - 2021 Purchased in 2020, outfitting in 2021 (Est $104)

30-00428 Street Sweeper - Replace Unit 358 - 345 - 345 - - 2021 Funded with Equipment Replacement Reserve

30-00754 Dodge 1/2 Ton Truck Ext Cab - Replace Unit 325 - 35 - 35 37 - COMPLETE Funded with Equipment Replacement Reserve

30-00757 Case 560SN Loader Backhoe - Replace Unit 334 - 185 - 185 - - 2021 Funded with Equipment Replacement Reserve

30-00758 Ford 550 2 Ton Truck - Replace Unit 337 - 62 - 62 49 - COMPLETE Funded with Equipment Replacement Reserve

30-00948 Dodge 1/2 Ton Truck Ext Cab - Replace Unit 307 - 35 - 35 37 - COMPLETE Funded with Equipment Replacement Reserve

Total Engineering & Public Works 560 2,199 - 2,569 379 -

Common & Equipment Pool

CAPITAL PROJECTS

General Administration

Other

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Roads, Lights & Signals Budgeted in prior years

2021 Capital Budget


2021

Authorized Capital


date



Date Comments

$000s $000s $000s $000s $000s $000s

30-00028 Traffic Signal Upgrades - 50 - 50 - - 2021 Ongoing signal light replacements

30-01038Signal Upgrades(48 Av/66St,68 St/Marler Dr/45 Av/SafewayEnt)

- 470 - 470 29 - 2021 Primary funding - MSP grant ($440)

30-00954 48 Ave North Service Road reconstruction (Grand Drive to 66 St) 10 - - 10 - - 2021 Construction complete in 2020 - landscaping remaining

30-0095348 Ave Overlay & South Service Road Rehab (Mt Pleasant -56 St)

- 10 - 10 - - Design Design for 2022 construction

30-0095548 Ave South Service Rd Rehab(65 St-CompRd)/48 Ave EB Lanes(66 St-GrandDr)

- 505 - 505 - - 2021 Funding includes GTF ($195) and MSP ($260) grants

30-00904 Arterial Road Intersection Rehab (various locations) - 80 - 80 - - Annual Improvements made in various spot locations

10-00324 Cascades Cleanup 20 - - 20 11 - 2021 Minor cleanup and landscaping work required to complete

30-01004 52A St Sidewalk Reconstruction (50 Ave to 51 Ave) - 85 - 85 - - 2021

30-01005 61 St Sidewalk Reconstruction (45 Ave to 47A Ave) - 5 - 5 - - Design Design for 2022 construction

30-01032 48 Ave South Service Road (39 St to Hwy 26) - 490 - 490 - - 2021

30-01033Grandview Crescent Overlay, Curb & Gutter, Separate Walk

- 460 - 460 - - 2021

30-01037 50A Ave, 65 St, 65A St North of 50 Ave Mono & Overlay - 290 - 290 - - DELAYED Approved as a 2021 Project, delayed to 2022

30-00968 Comp Road Overlay (45 Ave to 48 Ave) - - 155 155 - - ADVANCED Approved as a 2022 Project, advanced to 2021

30-00072Westmount Area Road Renewal (67 Street from Marler Drive to 43 Ave & 42 Ave Cul-de-sac)

- 10 - 10 - - Design Design for 2022 construction

30-00969 Cul-De-Sac Entrance Signage - 12 - 12 - - Annual Ongoing Project

30-00913 Local Roadway Intersection Rehab (various locations) 8 80 - 80 - - Annual Improvements made in various spot locations

30-0096666 St Overlay and Sidewalk Construction (48 Ave to 50 Ave)

17 - - 17 - - 2021 Construction complete in 2020 - landscaping remaining

30-00967 49 Street Sidewalk Reconstruction (46 Ave to 47 Ave) 10 - - 10 - - 2021 Construction complete in 2020 - landscaping remaining

15-00863 Camrose East Business Park Cleanup 140 - - 140 - - 2021 35 St stub road will be completed in 2021

30-00535 Mohler Subdivision - Phase 2 - 210 - 210 - - 2021

Total Roads, Lights & Signals 205 2,757 155 3,109 39 -

CAPITAL PROJECTS

Lights & Signals

Arterial Roads

Local Roads

Land Development

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Utilities Budgeted in prior years

2021 Capital Budget


2021

Authorized Capital


date



Date Comments

$000s $000s $000s $000s $000s $000s

40-00975 51 Avenue Watermain Looping (42 St to 47 St) - 848 - 848 - - 2021 Funding includes $738 MSP grant

40-01012 HLPS #3 Pump Replacements - 105 - 105 54 - 2021 & 2022Additional $105 approved for pump replacements in 2022

40-01031 Relocate Bulk Water Station - 200 - 200 - - 2021Funding includes $100 MSP grant. Project under review as original cost estimates are well above budget.

40-01011 WTP - Rehabilitate Lime Silo - 75 - 75 10 - 2021

40-01013 WTP - Flat Roof Resealing - 40 - 40 1 - 2021

40-0097646 Street Water & Sewer main and service replacement and surface rehab

1,405 880 - 2,285 1,088 - 2021 Utilities 2020 & surface works 2021

40-00978Roof Repair - HLPS #3 reservoirs (north and south) & finishing of court surface at St. Pat's

- 746 - 746 - - 2021Funded with MSP grant ($690) and water revenue ($56). Project is at risk with limited engineering consultants available for the project.

11-00090 Wastewater Treatment Plant Construction 12,550 - 12,550 217 - 2023Total project approved at $42.2M to be completed in 2023. Reserve currently at $14.825M. Successful in receiving AMWWP grant funding of $9.9M

40-00981 Sanitary Repairs - various locations - 175 - 175 - - 2021Designed in 2020. Completion targeted for September 2021

40-00916 Camrose Creek Sanitary Trunk cleanup 540 - - 540 2 - 2021Designed in 2020. Completion targeted for September 2021

.

40-01021 Landfill - Access / Drainage Improvements - 50 - 50 - - 2021

40-01022 Landfill - Litter Fencing - 20 - 20 - - 2021

40-01041 Landfill - Cell 23 Development - 50 - 50 - - 2021 Design for 2022 Construction

40-00643 Site Paving 140 - - 140 - - DELAYED Delayed with review of entire recycling operations

40-00645 Cardboard Bailer Replacement 248 - - 248 - - 2021Will be refurbishing rather than replacing (savings as yet to be determined)

40-00432 Replace Unit #341 - 1/2 Ton Truck Ext Cab - 35 - 35 37 - 2021 Funded with Equipment Replacement Reserve

40-00773 Replace Unit #393 - Chevrolet 1/2 Ton Truck - 35 - 35 37 - 2021 Funded with Equipment Replacement Reserve

Total Utilities 2,333 15,809 - 18,142 1,445 -

CAPITAL PROJECTS

Water Operating

Vehicles & Equipment

Sanitary Operating

Recycling Operating

Landfill

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City of Camrose


To: Committee of the Whole Council Date: June 7, 2021 From: Legislative Services Coordinator Re: Request for Support – Town of High River – Proposed Coal Policy

RECOMMENDATION:

That the Committee of the Whole Council receive this report and, if desired, provide direction to Administration.

BACKGROUND: On May 19, 2021, Administration received a Request for Support from the Town of High River regarding their proposed Alberta Coal Restriction Policy. The Town of High River has met with the provincial Coal Policy Committee and has agreed to prepare a framework for their consideration that would ban coal exploration and development along the Eastern Slopes. High River is requesting support from all Alberta municipalities, and will be reporting back to the Coal Policy Committee in July with the feedback they collect. MUNICIPAL DIRECTIVES:

None, although Council has previously sent a letter to Minister Savage expressing concerns raised by residents over proposed coal development in the Easter Slopes. IMPLICATIONS OF RECOMMENDATION

If Council elects to provide support and/or any other feedback to the Town of High River on this issue, it is likely that this will be registered in the feedback presented to the Coal Policy Committee by the Town of High River in July.

ATTACHMENTS:

1. Correspondence from Town of High River – RE: Proposed Alberta Coal Restriction Policy

SUBMITTED BY:

Ben Cowan Legislative Services Coordinator

AGENDA ITEM B.4.

Request for Support - Town of High River - Proposed Coal Policy. of 40

May 19, 2021 ACTION REQUIRED VIA E-MAIL City of Camrose Mr. Norman Mayer 5204-50 Avenue Camrose, AB T4V 0S8 Email: [email protected] Attention: Mayor Norman Mayer & Members of Council RE: Proposed Alberta Coal Restriction Policy Dear Your Worship & Members of Council: Your input on the future of the Eastern Slopes of the Rockies is important to the long-term health of our water resources and their ability to provide clean drinking water to all communities in the Province. The Town of High River remains concerned about the negative impacts coal mining will have on our communities, landscapes, water resources, and future generations. We are requesting your support for our version of a new policy that reflects our desire to protect the Eastern Slopes and our water resources in perpetuity. The Town of High River has met with the Coal Policy Committee and agreed to prepare a framework that would see coal exploration and development banned along the Eastern Slopes. At our May 10, 2021 Regular Meeting, Council unanimously supported the wording outlined below and we are requesting all Alberta Municipalities join us in supporting the proposed policy. Specifically, the Town’s proposed Alberta Coal Restriction Policy would be effective November 15, 2021 and has three key principles:

1. No further coal exploration or development will be permitted on the Eastern Slopes of Alberta. There will no longer be categories within this area and, instead, there would only be one area defined today as the Eastern Slopes.

2. Existing coal mining operations in the Hinton/Grande Cache areas will be permitted to retire

gracefully.

3. Reclamation of lands disturbed by coal exploration activities with coal exploration permits issued prior to February 8, 2021 must be reclaimed no later than December 31, 2025.

OFFICE OF THE MAYOR

AGENDA ITEM B.4.


Our rationale for the three principles of the Alberta Coal Restriction Policy are as follows:

1. The inherent value of the Eastern Slopes only exists with the landscape remaining intact.

2. The headwaters and landscapes of the Eastern Slopes are critical to the future of our province. Our communities, agriculture production, food production, tourism, and recreation all rely on these landscapes existing and their watersheds producing clean water. Water is a limited resource that we all require to exist. The Town is strongly opposed to any activity that increases the likelihood of water contamination. Once a waterway has been contaminated by coal mining, this action cannot be reversed. Our future generations depend on us protecting this resource.

3. The negative impacts on the environment, human health, animal health and existing economies far outweigh the new jobs, taxes, royalties or economics that may be generated as a result of coal development in this area.

The Town will collect all feedback received and report back to the Coal Policy Committee in July 2021. If you are in support of the proposed policy wording, please send a signed letter to myself or acknowledge your support utilizing the endorsement below. Please send all letters and feedback to [email protected], with a copy to [email protected] no later than July 15, 2021. I will then present this policy to the Coal Policy Committee along with the feedback received. If you are interested in participating in the presentation of this policy to the Coal Policy Committee, please contact me at the above noted email address. Thank you for considering supporting this important initiative. If you have any questions, please contact me.

Sincerely,

Craig Snodgrass Mayor Cell: 403.652.9489 CS/cp/kr

Endorsement of Support On behalf of the City/Town/Village of ________________________________________, I ,_______________________________________ ,can advise that the City/Town/Village of ________________________________________ supports the proposed Alberta Coal Restriction Policy as prepared above. ______________________________________

Signature

AGENDA ITEM B.4.


City of Camrose


To: Committee of the Whole Date: June 7, 2021 From: General Manager, Community Development Re: Treaty 6 Acknowledgement – wording update

RECOMMENDATION: THAT Council accepts this report for information and provides direction to Administration.

SUMMARY:

At the April 5, 2021 Regular Meeting of Council, Council directed Administration to draft a recommendation for a statement acknowledging Treaty 6 Territory that could be used by City Staff and Council.

After reviewing other municipalities’ procedures, and the University of Alberta’s formal Acknowledgements, Administration proposed two different options, depending on usage, for formal acknowledgement.

Upon hearing concerns from a resident, Administration suggests seeking confirmation on the Acknowledgement wording from a Maskwacis Elder.

BACKGROUND: Council has adopted, upon Administration’s suggestion, two different statements for use, depending on the method of communications.

For use on the City website, on formal communications, and as part of the email signature for City Staff, the following statement:

“The City of Camrose is a Municipality located in Treaty 6 territory, the traditional lands of the Indigenous and Métis People.”

And for Council Meetings and other formal meetings:

“We recognize that we are meeting in Treaty 6 territory, the traditional lands of the Indigenous and Métis People.”

The correspondence statement was utilized on the Annual report. Administration and Council received correspondence from a resident on the language of the statement. In a follow up conversation with the individual, Administration heard that the brevity of the statement and the use of “the Indigenous and Metis…” was cause for concern for this individual.

Council could direct Administration to seek a formal opinion from a Maskwacis Elder, utilizing traditional knowledge-seeking protocol, including the offering of tobacco in exchange for their

AGENDA ITEM B.5.

Treaty 6 Acknowledgement - Wording Update. of 40

assistance, to either confirm the language in the statements as presented or to suggest more appropriate language that could be used.

SUBMITTED BY: Patricia MacQuarrie General Manager, Community Development

AGENDA ITEM B.5.

Treaty 6 Acknowledgement - Wording Update. of 40

TO: Mayor and Councillors FROM: Administration

Documents

Transcript of TO: Mayor and Councillors FROM: Administration