County of Grande Prairie No.1 Committee of the Whole Meeting Agenda

Thursday, May 27, 2021 10:00 AM County of Grande Prairie No. 1 Administration Building and Microsoft Teams and Microsoft Teams

Page

1. CALL TO ORDER

2. ADOPTION OF AGENDA

2.1. Adoption of Agenda

3. UNFINISHED BUSINESS

3.1. 1:00 p.m. - 1:45 p.m. Update from SaskTel International – Nick 3 - 11 Lapp, Director of Planning Update from SaskTel International 3.1.1 - Business Model Thinking Workshop

3.2. 2:00 p.m. - 2:30 p.m. Bezanson Biological Electrochemical 12 - 13 Anerobic Sewage Treatment (BEAST) Update – Dale Van Volkingburgh, Director of Public Works Bezanson Biological Electrochemical Anerobic Sewage Treatment (BEAST) Update

4. NEW BUSINESS

4.1. 10:10 a.m. - 10:30 a.m. Ross Adam, Old Bezanson Townsite – Dan 14 - 17 Lemieux, Director of Community Services Ross Adam, Old Bezanson Townsite 4.1.1 - Old Bezanson Townsite gate locations 4.1.2 - Old Bezanson Townsite ownership names 4.1.3 Old Bezanson Townsite parcel lots

4.2. 10:30 a.m. Designated Industrial Assessment Presentation by 18 - 32 Municipal Affairs – Mark Schonken, Director of Financial Services Designated Industrial Assessment Presentation by Municipal Affairs 4.2.1 - Municipal Affairs Power Point Presentation

4.3. Campground Strategic Plan – Dan Lemieux, Director of Community 33 - 57 Services Campground Strategic Plan 4.3.1 - County Campground Strategic Plan 2021-2022 Page 1 of 93 4.3.2 - Campground Analysis for 2021 Interim Budget

4.4. 2021 1st Quarter Financial Summary Report – Mark Schonken, 58 - 70 Director of Financial Services 2021 1st Quarter Financial Summary Report 4.4.1 - 2021 Q1 Financial Summary - Variance Analysis

4.5. Capital Expenditure to Budget Report April 30, 2021 – Mark 71 - 88 Schonken, Director of Financial Services Capital Expenditure to Budget Report April 30, 2021 4.5.1 - Capital Expenditure Report to Budget Report up to April 30, 2021

4.6. Residential Satisfaction Survey – Carol Gabriel, Director of 89 - 93 Corporate Services Residential Satisfaction Survey

5. TOPICS FOR NEXT AGENDA DISCUSSION

5.1. Committee of the Whole Meeting Agenda Items – Joulia Whittleton, Chief Administrative Officer

6. CLOSED SESSION

6.1. 3:30 p.m. - 4:15 p.m. Canadian Fiber Optics Verbal Update (s. 16 Freedom of Information and Protection of Privacy Act) – Nick Lapp, Director of Planning

6.2. Hythe Transition Update (s. 16 Freedom of Information and Protection of Privacy Act) – Joulia Whittleton, Chief Administrative Officer

7. ADJOURNMENT

7.1. Adjournment

Page 2 of 93

Request for Descision Report Title – Presenter, Position Item 3.1 1:00 p.m. - 1:45 p.m. Update from SaskTel International – Nick Lapp, Director of Planning Supported By: Hetti Huls, Economic Development Coordinator Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: Unfinished Business

Background Mike Stephaniuk, Director of Business Development, Scott Argue, Vice President Customer Service/ Business Development and Richard Redekop, Account Executive/ Business Development with SaskTel International will provide an update on the Fibre Optics strategy with recommendations moving forward.

Internet access is becoming more important for institutional, commercial and industrial operations, as well as being a key component for a competitive advantage for investment attraction.

The latest recommendation from Industry Canada is that service providers are required to supply speeds of 50 megabites per second (Mbps) for download and 10 Mbps for upload speeds.Institutional, commercial and industrial operations may have requirements that range from 100 Mbps and upward of 100 gigabites (Gpbs) in more densely populated areas. These areas are usually served along major routes or special builds, but there is a gap of medium sized business and residents throughout the County that still need more than fixed wireless or a digital subscriber line (DSL) to obtain 5 - 50 Mpbs or whatever is available.

There are many areas within the County that are included in this gap and do not have access to the 50 Mpbs/10 Mpbs service. Other communities do have access to those speeds only by way of fixed wireless, often from a single provider, that does not pass the affordability test, nor represent sustainable speeds in peak periods.

Larger centres through the County have a combination of wireless and wired access, and other communities are unable to meet the service objectives at peak hours.

Recommendations 1. That a recommendation be made to Council to authorize Administration to work with SaskTel International to organize a Business Model Thinking Workshop for Council. 2. That the Committee of the Whole accept the presentation by SaskTel International for information.

Attachments 1. Business Model Thinking Workshop Power Point Presentation

☒ Approved by Director

☒ Approved by Chief Administrative Officer

Page 3 of 93 Business Model Thinking

From Start-up to Strategic Planning Page 4 of 93 Holistic view of the business model

Business Strategic Model Thinking Gets everyone on the same page Generate “Ah-ha” moments Page 5 of 93 What is a Business Model?

What do we How do we do to deliver keep Who do we the value customers? need to proposition? Jobs to be Products: partner with Done: -Pain relievers to deliver the -Pains What assets -Gain Creators value -Gains do we need to How do we proposition? deliver the get value customers? proposition?

What does it cost to deliver our value

Page 6 of 93 How do we make money? proposition? Example: Generic ISP

NOC / Service Sales and Contact Web, app, ITS Partner Service Desk (installation Marketing Centre social Partner and repair) Internet Consumer, Service SOHO Network Network Design and BSS/OSS monitoring Technology Deployment Partner (IT and Partner (H/W and systems) management plant)

Backhaul and last Network mile partner Business (backhaul Retail SMB/ Fleet Internet Digital and last outlets Enterprise mile) Features

Fleet partner Other Direct NOC / BSS/OSS (contact Service Desk platform centre, door to door etc.)

Sales, marketing, admin. Other Network Technology Fleet costs Network Monthly (usage, Costs (ITS, Costs (h/w (labour, One-time management subscription speed

Page 7 of 93 backhaul, and vehicles, set up fees costs revenue boost, pro. last mile) licensing) supplies) BSS/OSS Svcs) costs Hypothesis Validation “Do they want this?” The risk is that the market a business is targeting is too small; that too few customers want the “Should we do this?” value proposition; or that the The risk is that a business cannot company can’t reach, acquire, and Desirability generate more revenue than costs retain targeted customers. (revenue stream and cost stream). Feasibility Desirability

Viability Feasibility Viability OBJECTIVE: -Learning as quickly and cheaply as possible

“CanPage 8 of 93 we do this?” The risk is that a business can’t manage, scale, or get access to key resources (technology, IP, brand, etc.), key activities, or key partners Document Business Model Assumptions Page 9 of 93 Testing Hypotheses – Validating Assumptions

• Experiment = Answering a question associated with your Business Model Hypothesis. • Goals: • Convert assumptions to facts • If evidence suggests it, modify your hypothesis • Persevere/Pivot/Kill

Fall in love with the PROBLEM, not the solution. Page 10 of 93 Current State: • Enviro scan, assets/capabilities on Where are we hand, constraints, policy today? objectives, success criteria etc.

Business Construct the • Based on the information we Business Model know today, what do we think the Model Hypothesis business model looks like?

Create the • Identifying the key questions that Thinking Assumptions need to be answered to validate Workshop Map the business model hypothesis. Evidence • What actions/experiments need

Page 11 of 93 gathering plan to take place to get answers?

Request for Decision Report Title – Presenter, Position Item 3.2 2:00 p.m. - 2:30 p.m. Bezanson Biological Electrochemical Anerobic Sewage Treatment (BEAST) Update – Dale Van Volkingburgh, Director of Public Works Supported By: Jennifer Besinger, Technical Service Manager, Denielle Biendarra, Temporary Project and Regulatory Technologist, Rhonda Hewko, P.Eng, Elkan Environmental Engineering. Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: Unfinished Business

Background Elkan Environmental will be in attendance virtually to provide an update on the Biological Electrochemical Anerobic Sewage Treatment (BEAST) pilot project that has been ongoing in Bezanson since 2017. The first two phases were 250 L and 2500 L pilot tests respectively that were tied into the Bezanson sewage infrastructure at no cost to the County. Results obtained from both Phases 1 and 2 showed the ability of the BEAST to treat sewage far more effectively than a lagoon (95% reduction of biological oxygen demand and total suspended solids). The County then entered into a contract with Elkan Environmental to increase the size of the pilot to a 24 m3 (Phase 3) system that will treat a portion of the wastewater flows from the hamlet. Alberta Environment and Parks (AEP) has been working with the County on an interim approval during commissioning, testing, including a second annual release of the lagoon which effectively doubles the capacity of the wastewater system in Bezanson. Upon successful testing, AEP would grant an approval for the wastewater technology.

Construction for Phase 3 of the project was completed in November of 2020 and the system was commissioned on April 26, 2021 allowing for the treatment of sewage coming from the lift station. Setbacks for the commissioning of the system included repairs on the pumbing in the system and carbon delivery setbacks due to COVID-19.

The system is comprised of an undergound collection tank system and the reactor itself which is inside the building. The raw sewage flows from the lift station to the collection tank system where settling occurs as it is pumped from each tank and into the building and the reactor. The reactor is 24 m3 with a working capacity of approximately 20 m3 to achieve a minimum treatment volume of 10 m3/ day of waste water. This will meet AEP’s requirement to test at a scale of approximately 25% of the current capacity. The reactor contains a low voltage electrical system comprised of 4 alternating cathode and anode cells filled with carbon and an aeration system. This system aids in electron transfer helping anaerobic digestion and increasing biodegradation, ultimately reducing the amount of solids. Once the sewage has passed through the reactor, it will be discharged into the lagoon.

The system will take a few weeks for the carbon to inoculate with bacteria and reach a steady state before it will preform to its full capability. Two samples are taken from the system three times a week during interim approval with AEP. The samples are being collected before the sewage enters the reactor to

Page 12 of 93 determine the quality after settlement in the collection tanks and another after it has been through the reactor.

The lagoon itself will be discharged twice a year rather than once and will follow the code of practice for wastewater systems using a wastewater lagoon. The reactor will be required to meet the standards for AEP’s part 3 wastewater systems standards for performance and design based on a monthly average of the weekly samples collected. Due to the aforementioned setbacks, The County has requested an extension with AEP to the interim approval period to allow for more time to collect the data for an application for a permanent (10 year) approval. The extension request is in progress / pending.

The BEAST commissioning started on April 26, 2021 and the pilot testing will continue until May 2022.

Recommendations That the Committee of the Whole accept the Biological Electrochemical Anerobic Sewage Treatment (BEAST) system update as information.

Attachments N/A

☒ Approved by Director

☒ Approved by Chief Administrative Officer

Page 13 of 93

Request for Decision Report Title – Presenter, Position Item 4.1 10:10 a.m. - 10:30 a.m. Ross Adam, Old Bezanson Townsite – Dan Lemieux, Director of Community Services Supported By: Christine Rawlins, Manager of Parks and Recreation Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: New Business

Background Mr. Ross Adam of Adam Ranch, Bezanson will be in attendance virtually to share his perspective on County operations at the Old Bezanson Townsite.

Mr. Adam will address:

• Preferred location of the park gate and safety issues; • Days of the week that the park should be open; and • Questions from the Committee of the Whole.

Notes on the History of Gate Location:

• 2014 – A gate was installed at the corner on Range Road 25 and Township Road 714 by the County without consulting landowner Murray Thompson. • 2015/2016 – Landowner Murray Thompson’s concerns regarding the location of the gate resulted in the gate being relocated by the County to it’s current position on Range Road 25, on the border of the park property.

This information is relevant to the 2021-2022 Campground Strategic Plan listed further in this meeting agenda.

Recommendations That the Committee of the Whole accept the Old Bezanson Townsite for information as presented.

Attachments 1. Old Bezanson Townsite gate locations 2. Old Bezanson Townsite ownership names 3. Old Bezanson Townsite parcel lots

☒ Approved by Director

☒ Approved by Chief Administrative Officer

Page 14 of 93 County of Grande Prairie Web Map County of Grande Prairie

2014 Gate Location

Current Gate Location

Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS , NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, E sri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community Scale 1:36,112 Page 15 of 93 ¯

The County of Grande Prairie No. 1 m akes no representation or w arranties regarding the information contained in this document, including, w ithout lim itation, whether the said information is accurate or complete. Persons using this document do so solely at their ow n risk, and the County of Grande Prairie No. 1 shall have no liablilty to such persons for any loss or damage w hatsoever. Names may appear different than how they are registered w ith Alberta Land Titles. This document m ay not be copied or distributed to any other person without the express written consent of the County of Grande Prairie N o. 1 10001 84 Avenue, Clairmont, AB. T8X 5B2 County of Grande Prairie No. 1 Enterprise Web Map NOT RESPONSIBLE FOR ERRORS OR OMISSIONS. Phone: 780-532-9722 email: [email protected] County of Grande Prairie Web Map County of Grande Prairie

2014 Gate Location

Current Gate Location

County of Grande Prairie, Business Solutions, Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS , NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community Scale 1:36,112 Page 16 of 93 Legend ¯ Owner Name The County of Grande Prairie No. 1 m akes no representation or w arranties regarding the information contained in this document, including, w ithout lim itation, whether the said information is accurate or complete. Persons using this document do so solely at their ow n risk, and the County of Grande Prairie No. 1 shall have no liablilty to such persons for any loss or damage w hatsoever. Names may appear different than how they are registered w ith Alberta Land Titles. This document m ay not be copied or distributed to any other person without the express written consent of the County of Grande Prairie N o. 1 10001 84 Avenue, Clairmont, AB. T8X 5B2 County of Grande Prairie No. 1 Enterprise Web Map NOT RESPONSIBLE FOR ERRORS OR OMISSIONS. Phone: 780-532-9722 email: [email protected] County of Grande Prairie Web Map County of Grande Prairie

2014 Gate Location

Current Gate Location

County of Grande Prairie No. 1, County of Grande P rairie, Business Solutions, Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS , NRCAN, GeoBase, IGN, Kadaster NL, Ordnance S urvey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community Scale 1:36,112 Page 17 of 93 Legend Owner Name County Parcel Lots - Trailer Condominium County Crown (Non Crown (Titled) Private Railway ¯ Outline Patent) The County of Grande Prairie No. 1 m akes no representation or w arranties regarding the information contained in this document, including, w ithout lim itation, whether the said information is accurate or complete. Persons using this document do so solely at their ow n risk, and the County of Grande Prairie No. 1 shall have no liablilty to such persons for any loss or damage w hatsoever. Names may appear different than how they are registered w ith Alberta Land Titles. This document m ay not be copied or distributed to any other person without the express written consent of the County of Grande Prairie N o. 1 10001 84 Avenue, Clairmont, AB. T8X 5B2 County of Grande Prairie No. 1 Enterprise Web Map NOT RESPONSIBLE FOR ERRORS OR OMISSIONS. Phone: 780-532-9722 email: [email protected]

Request for Decision Report Title – Presenter, Position Item 4.2 10:30 a.m. Designated Industrial Assessment Presentation by Municipal Affairs – Mark Schonken, Director of Financial Services Supported By: Mary Kukulski, Legislative Services Officer Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: New Business

Background David Imrie, Linear Property Manager, Janet Yaes, Senior Linear Advisor (Wells and Pipeline), Chris Risling, Director Linear, Data Management, Finance and Administration from Municipal Affairs will be in attendance via conference call and will present the Committee of the Whole with information regarding linear assessment.

Recommendations That the Committee of the Whole accept the Designated Industrial Assessment Presentation by Municipal Affairs for information.

Attachments 1. Municipal Affairs Power Point Presentation

☒ Approved by Director

☒ Approved by Chief Administrative Officer

Page 18 of 93 Designated Industrial Property Assessment

2020 Assessment Year County of Grande Prairie

Page 19 of 93 Office of the Provincial Assessor May 27, 2021

Classification: Protected A Agenda

Who we are

Overview of 2020 assessment year (AY)

Questions Page 20 of 93

Classification: Protected A Assessment Services Branch (ASB) Senior Management Organization

Janice Romanyshyn Executive Director, ASB

Provincial Assessor

Delegated Assessors

Aaron Slotsve Chris Risling Michael Tautchin

Page 21 of 93 A/Director Director Director

Centralized Industrial Property Linear Assessment Projects Assessment & Data Management

Classification: Protected A Linear Property Industrial Property

• Pipelines/Gas Distribution • Facilities regulated by AER, AUC • Wells and CER (excluding linear), such as well sites, batteries, gas plants, • Telecommunications & compressor stations, and SAGD Cable Distribution • Properties on the Major Plants • Electric Power Systems List in the Machinery & • Electric Power Generation Equipment Minister’s Guidelines. This includes properties such as • Railway saw mills, steel plants, oil sands,

Page 22 of 93 petrochemicals and refineries

Classification: Protected A 2020 AY DI Property Assessment Change Summary ($ in millions)

Property Type 2020 AY 2019 AY $ Difference % Change Residential 0.00 0.00 0.00 0.00 Farm land 0.11 0.11 -0.004 -3.97 Non-residential (Buildings, Structures & Land) *312.26 290.08 22.18 7.65 Machinery and equipment *1,626.24 1,333.86 292.38 21.92 DI - Industrial property total $1,938.61 $ 1,624.05 $ 314.56 19.37% Pipeline *655.01 616.21 38.80 6.30 Wells *651.01 633.51 17.50 2.76 Electric power generation 105.76 108.23 -2.47 -2.28 Electric power systems 73.04 70.86 2.18 3.08 Telecommunication 13.86 13.47 0.38 2.84 Railway 11.10 11.02 0.08 0.75 Page 23 of 93 Cable distribution 0.67 0.66 0.01 1.39 DI - Linear property total $ 1,510.44 $ 1,453.96 $ 56.48 3.88%

Total designated industrial assessment $ 3,449.05 $ 3,078.01 $ 371.04 12.05%

* Values represent the 2020 AY A1 – amended assessments April 9, 2021 (Linear) and May 14, 2020 (Industrial) Classification: Protected A 2020 AY Designated Industrial Ratepayers

Owner Name 2020 DI Total 2019 DI Total DI Change

Ovintiv Canada UlC 638,399,900 353,768,220 284,631,680

International Paper Canada Pulp Holdings 499,130,350 503,000,840 -3,870,490

Canadian Natural Resources Limited 378,686,060 378,177,920 508,140

Cenovus Energy Inc. 319,340,230 331,794,580 -12,454,350 Top 10 combined Tidewater Midstream And Infrastructure Ltd. 185,241,240 191,953,850 -6,712,610 designated industrial Nova Gas Transmission Ltd. 156,558,750 145,718,570 10,840,180 ratepayers Nuvista Energy Ltd 151,255,080 145,437,320 5,817,760

Weyerhaeuser Company Limited 118,726,350 81,841,820 36,884,530

Pembina Pipeline Corporation 86,391,500 61,073,900 25,317,600

Veresen Midstream General Partner Inc. 78,475,980 78,354,890 121,090 Page 24 of 93

Total $ 2,612,205,440 $ 2,271,121,910 $ 341,083,530

Classification: Protected A 2018 AY to 2020 AY Industrial Growth Rate

$2.0

$1.8 $1.94 Billions $1.6 $1.63 $1.62 $1.4 $1.42 $1.2 $1.33 $1.16 $1.0

$0.8

$0.6

$0.4

$0.2 $0.27 $0.29 $0.31 Page 25 of 93 $0.0 Buildings, Structures & Land Machinery & Equipment Linear 2018 AY 2019 AY 2020 AY

Classification: Protected A 2020 AY MGB Complaint Summary

CNRL filed a complaint on 724 properties in 38 municipalities, including 86 properties in the County of Grande Prairie • CNRL is requesting a 50% reduction on the Machinery & Equipment, from $17,338,650 to $8,669,330

International Paper filed a complaint again this year. This major plant is asking for 20% additional depreciation • This is a repeat of the 2019 AY appeal which is currently waiting for Page 26 of 93 a hearing

Classification: Protected A 2017 AY - 2018 AY MGB Complaint Update

The County of Grande Prairies was part of the 2017 AY - 2018 AY mass complaint from CNRL • The hearing took place in November 2020 and we are waiting for the MGB decision • The 16 properties involved in these complaints also form part of the 86 properties identified in the 2020 AY MGB Complaint Page 27 of 93

Classification: Protected A Known New Projects Name Schedule Sector Type Stage Detail Nauticol Grande Prairie 2022 - 2025 Industrial Chemical Proposed The proposed site is 10 kilometres south of Grande Prairie, Methanol Plant near the IP Pulp Mill.

Huallen Grain Elevator 2021 - 2021 Industrial Agriculture Under Construction Located west of Grande Prairie, near the hamlet of Huallen. The facility will have a 45,000 tonne capacity elevator, along with a new 150 rail car loop track. 2021 NGTL System Expansion 2021 - 2022 Oil and Gas Gas Under Construction Work on associated infrastructure began in late 2020, and Project construction activities began early 2021.

Key Access Pipeline System 2021 - 2023 Pipelines Proposed The pipeline will collect condensate and other petroleum (KAPS) liquids produced with natural gas in the Montney and Duvernay regions. Teric Power Ltd 2021 Power AUC Approved Electric Power Generation

Prairie Lights Power GP Inc 2022 Power AUC Approved Electric Power Generation

Northstone Power Corp. 2022 Power AUC Approved Electric Power Generation Page 28 of 93 Heartland Generation Ltd 2025 Power AUC Approved Electric Power Generation

Note: The 2020 GoA policy decision will apply should these properties become operational in the next three years

Classification: Protected A GOA Policy Decision – August 2020

The following measures are intended to support the Province’s economic recovery and provide much-needed certainty to industry, investors, municipalities, and other property taxpayers for the next three years. We understand these policy decisions have an impact on municipalities and their budgeting. As you are aware some of these policies will impact tax revenues in 2021 and some will not impact revenues until the 2022 tax year. • New wells and pipelines will be assessed at zero for 3 years starting in 2022; • New depreciation for marginal wells based on low production, started in 2021; • Shallow Gas wells receive a 35% reduction to assessment which started in the 2019 Page 29 of 93 tax year; it will continue until new well models approved; • The well drilling equipment tax rates set to zero effective January 1, 2021.

Classification: Protected A Tracking Properties From Policy Decisions

• New wells and pipelines will be on the assessment notice;

• The municipality will receive a listing of the well drilling on a quarterly basis;

• The impact of the policy decision will be reported on the linear growth, inflation and policy report Page 30 of 93

Classification: Protected A Contact Us • David Imrie, AMAA, SETP – Manager, Linear Property [email protected] (780) 427-1688

• Chris Gardner, AMAA – Chief County & Delegated Assessor [email protected] (780) 532-9722 ext 1246 The Assessment Services Branch

Page 31 of 93 Contact List is on the Municipal Affairs website Link

Classification: Protected A Questions? Page 32 of 93

Classification: Protected A

Request for Decision Report Title – Presenter, Position Item 4.3 Campground Strategic Plan – Dan Lemieux, Director of Community Services Supported By: Christine Rawlins, Manager of Parks and Recreation Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: New Business

Background At the December 2, 2021 Interim Budget meeting, Councillor Harris requested that Administration bring back a Strategic Plan for County Campgrounds.

The Parks and Recreation department has summarized strategic plans for the 2021 season and anticipated directions for 2022 in County campgrounds. The proposed Strategic Plan is supported by the more detailed Campground Analysis (Appendix A) that was shared at Interim Budget.

Recommendations As stated in section 8 of the County Campground Strategic Plan Presentation (Conclusions & Recommendations - slide 19), Administration is seeking direction on the following items:

• Bear Lake: Proceed with developments as presented ? • Bear Hill: Prepare a business case to open up existing individual sites? • Demmitt: Continue operating as a County campground or divest and cancel recreation lease with AB Parks ?  Note: Late 2020, the Province has decided not to delist Demmitt Recreation Area as part of their Parks Optimization plan: Working with Albertans to protect the province’s parks | alberta.ca • Old Bezanson Townsite: Keep operating? Proceed with opening on Friday, Saturday and Sundays only during the summer season (May 15 – Oct 15)

The status of Brainard Lake day use park is also subject to review and will be brought to a future Committee of the Whole meeting as a separate item.

Administration is open to any feedback from the Committee on items included in the proposed Strategic Plan. If any topic requires further exploration, Administration is willing to follow up as directed.

The Committee of the Whole may: • Receive the report for information. • Refer matters to Administration for further research for presenting to Council for a decision. • Make recommendations to Council.

Attachments 1. County Campground Strategic Plan: 2021 - 2022 2. Appendix A – Campground Analysis for 2021 Interim Budget

☒ Approved by Director

☒ Approved by Chief Administrative Officer Page 33 of 93

County Campground Strategic Plan: 2021-2022 Parks and Recreation, Community Services Division Page 34 of 93 Table of Contents:

1. Alignment with County Vision, Mission, Values & Strategic Plan 2. Parks & Recreation Vision, Brand Promise and Guiding Principles 3. 2021-2022 Guiding Principles 4. Marketing Opportunities 2021-2022 5. Overview of Campgrounds and Parks (tiers) 6. Campground Strategic Direction for 2021-2022: a) Pipestone Creek b) Hommy Park c) Bear Lake d) Kleskun Hills e) Demmitt f) OBT (group only) g) Bear Hill (group only)

7. Future Considerations Page 35 of 93 8. Conclusions & Recommendations

Appendix A: 2021 Campground Analysis for Interim Budget 1: Alignment with County Vision, Mission, Values & Strategic Plan

VISION: First in building sustainable, prosperous and safe communities. We strive to ensure that County campgrounds are safe and sustainable environments

MISSION: The County of Grande Prairie builds on its natural environment and the entrepreneurial spirit of its citizens to provide an unmatched quality of life and opportunity for all. Parks and Recreation are stewards of the natural environments found in County campgrounds and provide accessible recreation opportunities that enhance quality of life.

VALUES: • Trustworthy: Park Hosts are entrusted to be County Ambassadors at all times • Transparent: Park guidelines and fee structures are posted in parks & the County website • Respectful: We advocate respect for the environment, visitors and staff in all parks • Collaboration: Park Hosts work with guests and visitors to ensure positive outcomes

Alignment with County 2020-2025 Strategic Plan:

Page 36 of 93 Theme #6: Safe Communities: Encourage community development by supporting partners in the development and delivery of programs and activities. 2: Parks and Recreation & Campground Mission Statements

Parks and Recreation Department Mission Statement: Provides enticing opportunities to explore and enhance an active lifestyle

Campground Mission Statement (“Brand Promise”):

* Is currently under development following the Disney Business Excellence training for all Park Hosts - April 2021 Page 37 of 93 3: Guiding Principles for 2021-2022:

• Provide safe camping and day use environments • Ongoing education on acceptable behaviours – 3 R’s • Better orient visitors to our parks and the unique attributes available • Create a consistent customer service experience across all County parks • Solicit feedback from guests and visitors and use it strategically • Continue to enhance camping and day use visitor experience with improved amenities Page 38 of 93 4: Marketing Opportunities 2021-2022:

• Foundational work for continuous facility improvement > 2017-2020 (minus 2019) • Majority of campgrounds now operating to a solid basic standard + good amenities • Use new site maps on County website to better illustrate amenities available • Next Step 2021-2022 > strategic marketing to increase occupancy & utilization

2021  $6,000 DMF marketing allocation  Ideas: (1) vehicle wrap for Parks Supervisor (2) development of Park logo to identify & promote County campgrounds & parks  Targeted social media posts to boost utilization

Page 39 of 93  Some programming in campgrounds

2022  Evaluate 2021 and build on it 5: Overview of all Campgrounds & Parks (Tiers)

Tier 1: Pipestone Creek

Tier 2: Hommy Tier 2: Bear Lake Tier 2: Kleskun Hill

Tier 3: Demmitt Tier 3: Old Bezanson Townsite Tier 3: Bear Hill

Tier 4: Tier 4: Tier 4: Tier 4: Tier 4: Tier 4: Red Evergreen Dunes Brainard Valhalla Tamarack Willow Ridge Trails Lake Rec Area?

Page 40 of 93 Tier 1: Full service campground & park with resident Park Host Tier 2: Mid level campground & park with resident Park Host Tier 3: Basic campground or Group camping + day use – no resident Park Host Tier 4: Day Use Only Parks or Recreation Areas 6: Campground Strategic Direction for 2021-2022 Page 41 of 93 6(a): Strategic Direction – Pipestone Creek Park (Tier 1)

S: Flagship County campground; popular destination with river access W: One road in/out is a vulnerability; ratio of staff to guests & day users O: Trail expansion, future footprint expansion, programming & events T: Road slumping, fire or natural disaster, aging forest & hazardous trees

Recommendations: ENHANCE > EXPAND

Capital Available for 2021: $95,000 (MR) + $50,000 (AEP grant)

Action Items for 2021: • Site map + information kiosk installation (complete) • Large gazebo added to main greenspace (complete - funded by water royalties) • Third phase power expansion = 78 sites total (completion date June 25th) • Old trails re-opened + new trails added + interpretative signs = 7km total (by Fall 2021) • Public Works Technical Services assume maintenance of sani-dump contract (May 2021)

Page 42 of 93 Action Items for 2022: • Renovate shower house (use carry over funds from 2021 if sufficient) • Seek Capital funding for second road access? Pipestone: New Site Map & Information Kiosk

Pipestone: New large gazebo in greenspace beside playground.

Page 43 of 93 Can be used as a venue for future programming and events 6(b): Strategic Direction – Hommy Park (Tier 2)

S: All sites powered; good reputation; “hidden gem”; Hommy heritage W: Low public awareness; non campers using sani dump O: Increase awareness & occupancy; increase day use rental revenue T: Potential flooding, slumping & beaver damage – sits on flood plain

Recommendations: MAINTAIN

Capital Available for 2021: $44,270 (MR) + $1,000 for memorial design

Action Items for 2021: • Need to fix playground structure (pilings have heaved & twisted structure) • Replace playground surface • Design for Hommy memorial

Action Items for 2022:

Page 44 of 93 • Evaluate building a small toilet / shower house (use carry over funds from 2021) • Build & install Hommy memorial (need to request Capital for this) 6(c): Strategic Direction – Bear Lake (Tier 2)

S: Lake access & water sport destination; central location & proximity to City W: Consistently overlooked as no amenities or services; fluctuating lake levels; mayflies & wind O: Blank slate for development; water sport & day use tourism potential T: Overlooked by public if no amenities; variable water levels impacts beach

Recommendations: ENHANCE

Capital Available for 2021: $152,780 (MR: $50,000 x 3 years 2019, 2020, 2021) + $18,022 for Boat Launch (c/o from 2018)

Action Items for 2021: • Work with professional engineer to develop a site plan • Work with GP Regional Tourism to identify experiential visitor attractions to incorporate • Install weather station and webcam to encourage watersport activities • Identify boat launch and dock solutions

Action Items for 2022:

Page 45 of 93 • Commence construction: shower/toilet block + pull through sites + power + day use/dock • Keep park open or close for 2022 season during construction? • Develop a MOU with a community group to operate a water sport rental kiosk • Add bird watching tower Bear Lake: Site Map for website

Page 46 of 93 Bear Lake: Water Sport Rental Kiosk idea 6(d): Strategic Direction – Kleskun Hills (Tier 2)

S: Historical significance; quiet location; presence provides security for museum W: Large volume of day use; small sites; limited camping revenue; relationships O: Increase cultural awareness through programming, partnerships & signage T: Require AEP approval for improvements; County is gatekeeper to AB Parks land

Recommendations: MAINTAIN

Capital Available for 2021: $10,157 (MR) – carried over for pending improvements

Action Items for 2021: • Delineate day use parking • Install pedestal grills • Consider converting some campsites to day use picnic sites? • Work with AEP & stakeholders to develop interpretative signage

Page 47 of 93 Action Items for 2022: • Indigenous programming with stakeholders + Museum Society 6(e): Strategic Direction – Demmitt (Tier 3)

S: Located on popular Alaska highway; popular with locals and BC residents W: Transient one night guests; is all revenue captured; outhouses see high volumes O: Status quo; limited future opportunities T: Status pending under AB Parks Optimization program

Recommendations: MAINTAIN or DIVEST? Note: 2020 operating expense to County was $16,595 (* compensation pending review)

Capital Available for 2021: N/A

Action Items for 2021: • No site improvements planned pending Council decision on status

Action Items for 2022: • Pending Council status decision Page 48 of 93 6(f): Strategic Direction – Old Bezanson Townsite (Tier 3)

S: Historical significance; County owns; existing trails; potential for group events W: Remote location / staff safety concerns; low awareness; no cell service O: Market as a wedding or equestrian destination; improve existing 7km trail network T: Staff safety & ability to contract; public willingness to travel that far

Recommendations: MAINTAIN > ENHANCE with weekend opening only (Fri/Sat/Sun)

Capital Available for 2021: $17,855 (MR) carried forward from 2019

Action Items for 2021: • Pending Council decision on status … • Delineate day use and group use areas better + install more picnic tables + grills • Open up trails using professional arborist + add directional signage

Action Items for 2022: Page 49 of 93 • Pending Council status decision • Promote as a wedding destination and / or equestrian venue? • Enhanced marketing and promotion of venue 6(g): Strategic Direction – Bear Hill (Tier 3)

S: County own land; formalized in 2020 for group camping & day use W: Low profile & public awareness; few amenities on site O: Existing 15 individual sites could be opened up + use online registration T: Remote location / risk of vandalism; objection from neighbours; industry

Recommendations: MAINTAIN or EXPAND

Capital Available for 2021: $2,290 remaining from 2017 (was $24,000)

Action Items for 2021: • Additional day use & group site improvements • If Council directs, develop a business case for individual sites opened up – Q3 2021

Action Items for 2022: • Seek Capital funding to support business case – Interim Budget 2022 Page 50 of 93 • Review contract for Park Host to reflect additional duties 7: Future Considerations

Firewood in County Campgrounds:  Move to a flat permit fee to help offset cost?  Move to “pay as you go” pre-bagged firewood for sale at set times of the day?  2021 = final year of 3 year contract with vendor  2020 firewood expense = $67,700  Represents 23% of net operating expense to County ($296,364) at campgrounds that provide firewood

Park Host Status & Compensation:  Currently “Contract Employees”

Page 51 of 93  Equity with other County employees?  Compensation relative to duties?  HR has commenced review Q2 2021 8: Conclusions & Recommendations:

Enhance / Expand Maintain Divest? Pipestone Creek Hommy Park Demmitt Bear Lake Kleskun Hills Bear Hill Old Bezanson Townsite

• Status – Bear Lake: Proceed with development? • Status – Bear Hill: Consider developing individual sites in 2022+? • Status – Demmitt: Continue to operate or divest? • Status – OBT: Continue to operate on Friday, Saturday, Sundays only

Page 52 of 93 Other 2021 Notables: • Red Willow and Valhalla maintenance contracts were merged with Bear Hill contract to reduce risk with volunteers and ensure OH&S requirements THANK YOU Page 53 of 93

for continuing to support our County campgrounds and parks! 2021 Budget - Campground Analysis (expanding larger campgrounds verses investing in smaller campgrounds). Possible scenarios (a) Maintain, (b) Divest of small campgrounds or (c) Expand large campgrounds

Campground / Park: Pipestone Hommy Bear Lake Kleskun Classification: Tier 1 Tier 2 Tier 2 Tier 2

Functions: Campground Campground Campground Campground Group Camping Group Camping Day Use Day Use Day Use Day Use Historical / Cultural significance Cultural - Canuck school Historical / Cultural Wapiti River access Bear Lake access Provincial Natural Area access

Ownership: Leased - Public Land Leased - Public Land (Hommy County owned Leased - Public Land family transfering to County)

Area Size: 358 acres 17.5 acres 29 acres 22 acres (including museum land)

Management Model: Onsite Park Host Onsite Park Host Onsite Park Host Onsite Park Host

Operating Hours: Summer: May 15 - Oct 15 Summer: May 15 - Oct 15 Summer: May 15 - Oct 15 Summer: May 15 - Oct 15 Winter: weekends 8:30-4:30 Winter: weekends 8:30-4:30 Winter: weekends 8:30-4:30 Winter: daily 8:30 - 4:30

Number of Sites: Individual = 99 Individual = 23 Individual = 17 Individual = 9 Group = 2 Group = 0 Group = 1 Group = 0

Powered Sites: 60 (75 in June 2021) 23 (all sites) 0 0 10 (in Group 1)

Fixed Buildings: Mobile Home = 1 House = 1 Mobile Home = 1 Mobile Home = 1 Maintenance Shop = 1 Maintenance Shop = 1 Garage / Workshop = 1 Water Treatment Shed = 1 Well Pumphouse = 1 Group Use Shelter = 1 Day Use Shelter = 1 Day Use Shelter = 1 Shower House = 1 Toilet Block = 1 Toilet / Shower Block = 1 Museum = 1 Outhouses = 6 Outhouses = 4 Outhouses = 2 Outhouses = 2

Non Fixed Buildings: Gazebos = 2 Maintenance Shed = 1 Firewood Shelter = 3 Firewood Shelter = 1 Firewood Shelter = 1 Electrical Shed = 1 Storage Shed = 1 Storage Shed = 1 Sani Dump Shed = 1 Solar Shed = 1 + 6 solar panels

Playground: 2 1 1 1

Sani dump: Waste management system Holding tank N/A N/A

Firewood: Supplied Supplied Supplied Supplied

Trails (kms) 1 Km to bone bed 1km 0 km Unmarked trails in Natural Area

continued … Page 54 of 93

Parks and Recreation Department - November 2020 2021 Budget - Campground Analysis (expanding larger campgrounds verses investing in smaller campgrounds). Possible scenarios (a) Maintain, (b) Divest of small campgrounds or (c) Expand large campgrounds

Campground / Park: Pipestone Hommy Bear Lake Kleskun SWOT Analysis:

Strengths: County's flagship campground Good reputation / Hommy heritage Proximity to City for day visitors Historical significance, quiet Popular destination + river access River access for kayaking Lake access & water sport destination Provides security for musesum

Weaknesses: One road in / out for emergency Low awareness / hidden gem Fluctuating lake levels, windy & flies Large volume of day use Ratio of staff to guests on weekends Non campers using sani dump No services / amenities Limited camping revenue

Opportunities: Footprint & trail expansion, food Increase awareness & occupancy Blank slate for redevelopment Programming, cultural vendors, programs & events Increase day use rental revenue Water sport day use & tourism potential awareness, interpretative signs

Threats: Road sliding, fire or natural disaster, Flooding, sits on flood plain Variable lake levels + wind & exposure AEP can veto improvements Aging forest, hazrdous trees ?? Overlooked by public with no amentities County is gatekeeper to AB Park

Other Considerations Need to add second access road before Currently securing and renewing Have $154,000 Capital pre-approved for Re-evaluate focus of this park - increasing camper capacity rec lease with AEP Bear Lake improvements (inc 2021 Cap) is it day use or camping?

Trail expansion (2021) & programming Planned addition of toilet & Add strategic amenities to attract day Increase Host compensation would increase destination appeal shower block in 2021 @ $45,000 use and overnight stays based on day use not site #s

Park Ranger could assist with guest Include addition of trees / shelter belt Nuture relationship with AEP education & support Park Host (safety) to meet operational needs

Potential Firewood Savings: $ 53,900.00 $ 7,600.00 $ 3,150.00 $ 2,700.00 (if cost recovery program based on 2020 expense)

2020 Net Operating Cost: -$ 160,216.00 -$ 31,917.00 -$ 49,303.00 -$ 38,333.00 to County

Recommendations EXPAND (Enhance) MAINTAIN EXPAND (Enhance) MAINTAIN Action Items: 1: Add second access road 1: Some infrastructure improvements 1: Professional site plan 1: Convert some campsites to day use 2: New boat launch access to river 2: Waterfront enhancements 2: Delineate day use parking 3: Add additional loops & camp sites 3: Marketing intiatives with GP Tourism 3: Work with AEP on their signage

Financial Impact: $1M+ As approved by Council 2022 forward $ 154,000 Capital pre-approved (inc 2021) $ 12,000 Capital (carry over fr 2019)

Funding Source: Municipal Reserve Municipal Reserve Municipal Reserve Municipal Reserve Grants? Grants? Grants? Grants? Page 55 of 93

Parks and Recreation Department - November 2020 2021 Budget - Campground Analysis (expanding larger campgrounds verses investing in smaller campgrounds). Possible scenarios (a) Maintain, (b) Divest of small campgrounds or (c) Expand large campgrounds

Campground / Park: Demmitt Bear Hill Bezanson Townsite Red Willow Valhalla Brainard Lake Classification: Tier 3 Tier 3 Tier 3 Tier 4 Tier 4 Tier 4

Functions: Campground Group Camping Group Camping Day Use Day Use Day Use Day Use Day Use Day Use Historical / Cultural Rest Stop

Ownership: Leased - Public Land County owned County owned County owned County owned Leased - Public Land

Area Size: 4.8 acres 40 acres 80 acres 6.3 acres 2.7 acres 36 acres

Management Model: Offsite Park Host Offsite Park Host (OBT)* Offsite Park Host Contract to BL High School* Contract to resident* Not maintained

Operating Hours: Summer: May 15 - Oct 15 Summer: May 15 - Oct 15 Summer: May 15 - Oct 15 Summer: 7:00am - 11:00pm Summer: 7:00am - 11:00pm Summer: 7:00am - 11:00pm Winter Day Use: 8:30am - 4:30pm Winter Day Use: 8:30am - 4:30pm Winter - CLOSED Winter Day Use: 8:30am - 4:30pm Winter Day Use: 8:30am - 4:30p Winter Day Use: 8:30am - 4:30p

Number of Sites: Individual = 15 Individual = 0 Individual = 0 N/A N/A N/ Group = 1 Group = 1 N/A N/A N/A

Powered Sites: 0 0 0 N/A N/A N/A

Fixed Buildings: Day Use Shelter = 1 (County's) Hall = 1 Day Use Shelter = 1 Day Use Shelter = 1 Outhouses = 2 Outhouses = 0 Outhouses = 4 Outhouses = 2 Outhouses = 1 Outhouses = 0

Non Fixed Buildings: Portapotty = 1

Playground: 0 0 1 (Ag Society owns) 0 1 0

Sani dump: N/A N/a N/A N/A N/A N/A

Firewood: On demand Bring your own Bring your own N/A N/A N/A

Trails (kms) 0km 2kms 7kms (maintained by volunteers) N/A N/A N/A

Continued … Page 56 of 93

Parks and Recreation Department - November 2020 2021 Budget - Campground Analysis (expanding larger campgrounds verses investing in smaller campgrounds). Possible scenarios (a) Maintain, (b) Divest of small campgrounds or (c) Expand large campgrounds

Campground / Park: Demmitt Bear Hill Bezanson Townsite Red Willow Valhalla Brainard Lake

SWOT Analysis: Strengths: Located on Alaska Highway County owns land; 15 former sites County owns land + history County owns land County owns land Located off Highway 43 Popular with locals Potential for enhancement Potential for group events & trails Low maintenance park Low maintenance park Natural ecosystem

Weaknesses: Transient one night guests Low profile & awareness Remote location / staff safety Remote location / staff safety Low public use Subject to illegal tree harvesting Do we capture all revenue? Few amenities on site Low awareness / hidden gem High cost of contract w BL School Small area Remote & hard to patrol / enforce

Opportunities: ?? Open up 15 individual sites Market as an wedding destination Save on maintenance contract Officially change to day use Could formalize into a day use area Online registration > viable option? Partner w group to open up trails Maintain park service level Discontinue camping Community environmental project?

Threats: AEP rec lease under review: Optimization Objection from neighbours Employee safety re: crime + wildlife Safety of school kids re: OH&S Limited future potential Illegal activities & enforcement effort Limited future potential at this location Vandalism if amenities installed? Public willingness to travel that far? Limited future potential Public willingness to travel that far?

Considerations: Location is considerable distance Have $4,300 Capital c/o from 2017 Have $19,900 Capital c/o from 2019 Switch maintenance contract Officially downgrade to No current operating budget for from Parks & Rec office for OBT improvements & merge it into OBT contract day use status maintenance of this park

Requires a local Park Host willing Merge maintenance contract into Need to delineate parking & day use Save $5,000 approx. by change No way to collect Remote location / low County to travel with low compensation OBT & Red Willow contracts areas + add basic amentities to contract revenue from camping involvement in this park to date

Outcome of Parks Optimization Plan winter 2020 programming Approach trail groups to create a Reduce OH&S liability risk by Establish service level Additional maintenance would tax is still pending … to increase awareness maintenance MOU using County employee expectations Parks resources & capacity

Potential Firewood Savings: $ 350.00 N/A N/A N/A N/A N/A (if cost recovery program based on 2020 expense)

2020 Net Operating Cost: -$16,595 $739.00 -$ 11,402.00 -$ 10,527.99 -$ 1,284.75 $0.00 ($500 signage in 2020) to County * restricted revenue in 2020 re: closure

Recommendations: DIVEST EXPAND (Enhance) MAINTAIN MAINTAIN MAINTAIN DIVEST Action Items 1: Save $16,596 or more / year 1: Public enagagement 1: Public engagement / survey 1: Notify High School ($10K) of change 1: Reclassify to day use 1: Does not bring any value 2: Focus admin resources on others 2: Evaluate opening up sites 2: Additional safety measures 2: Merge into OBT contract 2: Focus admin resources on other pks 3: Relocate assets to other parks 3: Create strategy for this park 3: Create strategy for this park 3: Remove Enforcement needs

Financial Impact: Savings of $16,596 or more / year $ 4,300 Capital c/o from 2017 $ 19,00 Capital c/o from 2019 Save $5,000+ N/A Save on Enforcement time to patrol

Funding Source: N/A Municipal Reserve (if other Municipal Reserve (if other N/A enhancements approved) enhancements approved) Page 57 of 93

Parks and Recreation Department - November 2020

Request for Decision Report Title – Presenter, Position Item 4.4 2021 1st Quarter Financial Summary Report – Mark Schonken, Director of Financial Services Supported By: Michelle Rieger, Acting Manager of Finance Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: New Business

Executive Summary The 2021 1st Quarter Financial Summary Report provides the information of year-to-date actual revenues and expenditures compared to respective budget figures as well as the year-end projections by revenue and expenditure category and by County departments.

Background / Proposal In addition to Financial Services compiling and reporting annual financial statements, as per Municipal Government Act (MGA) Section 276, frequent financial reporting to Council and County Senior Management during the fiscal year provides the information of how the actual revenues and expenditures compare against the approved operating and capital budgets and whether corrective actions are needed based on the variances. The overall guidelines for interim financial reporting are MGA Section 268.1(b) – ‘Financial Records and Receipts’ and County financial policy ‘C20 - Financial Reports’.

Options & Benefits Option 1: That the Finance Committee of the Whole accept as information the 2021 1st Quarter Financial Summary Report provided on May 27th, 2021.

Option 2: As the Committee of the Whole directs.

Costs & Source of Funding Not applicable.

Municipal Plans

1. Strategic Plan: The reporting initiative supports “Providing Quality Municipal Services and Infrastructure” strategic pilar. 2. Other Municipal Plans: Not applicable

Communication / Public Participation

☐Inform (one way communication) Goal: to provide balanced, objective information to citizens. Tools: ☐Public Notice ☐Article ☒Other

Page 58 of 93 ☐Consult (two way communication) Goal: To obtain feedback, listen and respond to public concerns. Tools: ☐Survey ☐Open House ☐Public Hearing ☐Other

☐Involve (involve the public to ensure their concerns and aspirations are considered in decision) Goal: to work with the public through the process Tools: ☐Public Notice ☐Open House ☐Community Workshop ☐Other

☐Not Applicable

Administrative Recommended Action Option 1: That the Committee of the Whole accept as information the 2021 1st Quarter Financial Summary Report provided on May 27th, 2021.

Attachments 1. 2021 Q1 Financial Summary – Variance Analysis Report

☒ Approved by Director

☒ Approved by Chief Administrative Officer

Page 59 of 93 2021 Q1 Financial Summary by Object Type Year-to-Date

OPERATING BUDGET TOTAL ACTUAL APROVED VARIANCE APPROVED ACTUAL Q1 BUDGET Q1 Q1 BUDGET 2020 2021 2021 2021 2021 OPERATING REVENUE Taxes and Grants-in-lieu 110,701,398 - 114,346,556 (114,346,556) 114,346,556 Note 1 Adjust for excess/(under) levy 115,706 (504,523) (502,970) 1,553 502,970 Note 2 Less: Requisition payments 24,285,824 6,331,548 23,821,119 17,489,571 23,821,119 Note 2 Net Taxes for Municipal 86,531,280 (6,836,071) 90,022,467 (96,855,432) 90,022,467

Loc.Imp levy/ CAP levy 601,312 54,614 253,739 (199,125) 478,739 Note 3 Sales of Goods & Services 7,126,858 1,779,095 1,973,529 (194,434) 7,510,367 Note 4 Permits, Licenses, Fines, Penalties 4,810,296 408,424 1,021,688 (613,264) 2,100,300 Note 5 Return on Investment 4,473,019 (886,705) 149,461 (1,036,166) 2,881,862 Note 6 Other Revenue 1,320,012 80,450 201,576 (121,126) 593,170 Note 7 Conditional Grants 5,819,496 249,783 690,082 (440,299) 2,685,539 Note 8 TOTAL OPERATING REVENUE 110,682,273 (5,150,410) 94,312,542 (99,459,846) 106,272,444 OPERATING EXPENSES Salary and benefits 36,347,883 8,302,330 10,220,291 1,917,961 38,780,838 Note 9 Contracted/general services 18,358,598 2,245,779 5,030,285 2,784,506 21,318,211 Note 10 Supplies and utilities 9,870,095 2,161,473 2,543,448 381,975 9,968,466 Note 11 Purchase Service fr other gov't 556,024 (505,867) - 505,867 674,960 Note 12 Grants to other gov't 1,292,789 - 1,272,900 1,272,900 1,292,900 Note 13 Grants to organizations 6,545,377 1,897,277 7,157,654 5,260,377 8,339,700 Note 14 Bank charges and short-term interest 221,943 16,087 28,873 12,786 132,704 Note 15 Interest on long-term debt 1,692,177 (67,909) (23,848) 44,061 1,490,644 Note 16 Tax rebates; uncollectables 795,740 - 3,200 3,200 35,920 Note 17 TOTAL OPERATING EXPENDITURES 75,680,626 14,049,170 26,232,803 12,183,633 82,034,343

OPERATING SURPLUS/(DEFICIT) Carry Forward 35,001,647 (19,199,580) 68,079,739 (87,279,319) 24,238,101

Page 60 of 93 CAPITAL BUDGET ACTUAL APROVED VARIANCE APPROVED ACTUAL Q1 BUDGET Q1 Q1 BUDGET 2020 2021 2021 2021 38780838

OPERATING SURPLUS/(DEFICIT), Brought Forward 35,001,647 (19,199,580) 68,079,739 (87,279,319) 24,238,101

CAPITAL REVENUES 21,795,849 83,337 19,259,147 19,175,810 (34,122,971) Debenture proceeds - - 8,171,853 8,171,853 (8,171,853) Note 18 Other Revenue 30,216 147 - (147) - Disposals 9,202,284 - 408,000 408,000 (408,000) Note 19 Grants 11,504,819 15,378 10,651,982 10,636,604 (25,515,806) Note 20 Transfer from other - - - - - Development levies/CIL 1,058,530 67,812 27,312 (40,500) (27,312) Note 21

CAPITAL EXPENDITURES 46,910,380 3,845,789 87,988,417 (18,309,880) 94,642,429 Debenture principal payments 6,216,572 193,338 330,434 137,096 6,434,446 Note 22 Local Improvement Levy (711,869) - (596,310) (596,310) (596,310) Note 23 Capital Additions 41,405,677 2,152,451 83,420,960 (14,517,333) 83,470,960 Note 24 Engineering Structures 26,104,310 1,530,652 49,423,573 (47,892,921) 49,423,573 Buildings 224,348 - 240,000 240,000 240,000 Machinery & Equipment 6,342,580 405,682 7,418,429 7,012,747 7,418,429 Land & Development 2,063,729 21,782 47,734 25,952 47,734 Vehicles 2,886,475 128,517 3,177,661 3,049,144 3,177,661 Site Improvements 308,108 65,818 13,813,563 13,747,745 13,863,563 Investment in Aquatera - - 9,300,000 9,300,000 9,300,000 Note 25 Grants to Other Governments 3,476,127 1,500,000 4,833,333 (3,333,333) 5,333,333 Note 26

DEPRECIATION - - - - - Depreciation Expense 26,514,777 - 6,809,307 6,809,307 27,237,228 Note 27 Transfer from Equity in TCA (26,514,777) - (6,809,307) (6,809,307) (27,237,228) Note 27

RESERVE TRANSFERS (9,873,807) 710,388 14,882,038 14,171,650 36,281,357 Total transfers to reserves (per policy.motion) 38,248,327 201,280 8,875,228 8,673,948 29,906,966 Note 28 Total transfers from reserves 28,374,520 911,668 23,757,266 22,845,598 66,188,323 Note 29

NET SURPLUS (DEFICIT) 13,309 (22,251,644) 14,232,507 (35,621,979) (68,245,942)

Page 61 of 93 (F) + Favourable variance, (UF) - Unfavourable variance

Variance Analysis

Note: Overall themes - similar to 2020 Covid-19 restrictions have shown us savings in expenses such as travel/training, supplies, and delays in project starts. We are also seeing variances due to budget vs actual timing differences but we expect these to smooth out through the year.

1 (UF) Tax notices to be generated first week of May - timing difference.

(F) Actuals include Q1 payment for ASFF $5.9M while budget includes full annual payment & Grande Spirit Foundation payment $423K. Note: changes made to requistion amounts subsequent to final budget therefore approved amounts do not reflect the 2 approved property tax bylaw. Amounts will be updated to reflect the bylaw in the revised budget numbers when presented. Over under Levies have been accounted for in 2021 property tax bylaw.

(UF) $20K less community aggregate Levy (CAP fees) collected than budgeted, $178K budgeted in local improvement levy interest - 3 timing difference as tax notices generated in May.

(UF) $48K less in FCSS project revenue, $52K in Peace Wapiti revenue still outstanding, $245K less in landfill fees, $67K less in

4 Curbside recyling & garbage pickup, $50K less in pound keeper revenue due to billing timing, $51K less in UT franchise fee revenue, $269K under budget in Sportsplex revenue netted against $724K of additional unbudgeted Heavy load agreement revenue.

5 (UF) $500K budgeted for tax penalties - timing difference penalties on generated until Q3 after June 30 deadline.

(UF) timing difference reversal of 2020 interest accrual recorded but 2021 Q1 investment interest not recorded to date, $60K operating interest budgeted actual for Q1 $7K & $88K Evergreen Park loan interest budgeted - JE not recorded until YE. As of 6 March 31, 2021 - we have $103M invested will RBC and have realized $347K in investment income for Q1. Average interest rate for is 2.59%.

(UF) $100K cash in lieu budgeted in Parks for municipal reserve actuals in Q1 are zero, $16K lower in FCSS revenue due to projects 7 not started, $8K less commerical vehicle course revenue than expected, $12K less in weed notice recovery, $9K Laglace Cap charge budget in Q1 but not billed until Q2 netted against $24K additional revenue from 2020 summer games & 9.5K in business retention project unbudgeted.

(UF) $20K budgeted for Risk pro grant for non-profit organizations assessment not received in Q1, $304K of MOST grant received in 8 2020 still needs to be transferred from Fin. Stab. Reserve & applied to 2021 expenses - timing, $35K firesmart grant not recieved in Q1, $60K in IDP funding not received, $16K ESA grant not recieved.

9 (F) $1.9M salary variance due to vacant postions in several departments (many filled now), $726K variance in PW which will even out as construction starts includes $77K of Evergreen Park salaried not repaid.

(F) Large variances include $27K mileage, $242K Travel/accomdations, $25K promotional, $180K training/membership, $182K advertising, $18K commuincations, $32K postage, $21K publications, $49K legal fees, $107K audit fee not recorded with 2020 10 reversal, $86K investment management fees not recorded with 2020 reversal, $32K insurance, $795K hired consultants ($661K planning projects), $118K lease/rentals, $772K contracted services, $49K marketing. In general budget in Q1 but actual expenses expected to occur later.

11 (F) Large variances include $62K Utilities, $30K computer supplies, $149K supplies, $37K vehicle parts, $148K fuel, $72 general. Expected to be used as season gets busier.

(UF) This is the reversal of the 2020 enhanced policing accrual that goes April to March. Invoice for $692K was received in April 12 which includes the 2021 portion as well.

13 (F) $1.27M was budgeted for tax sharing agreement with City of Grande Prairie in Q1. We generally pay this out in September.

Page 62 of 93 (F) $208K budgered for Town of Beaverlodge Health Complex partnership, $1.5M in community assistance grants, $3.1M is capital 14 assistance grants not paid includes 2020 c/o's, $320K various rec board grants not paid, $75K senior/disability grant, $83K Ec dev grants not paid.

15 (F) $2.8K landfill charges less than budget, $3.9K less bank/mechant fees, $3.1K less Nustadia bank fees, $5.8K less than budgeted gain/loss transactions. Generally, based on activity.

(F) Reversal of 2020 long term debt inerest accrual. Currently working with Serenic as the debenture payment batch did not 16 generate 06-01 - will fix.

17 (F) Dunes Local Improvement tax rebate - timing difference taxes generated in Q2.

18 (UF) No borrowing utilitzed to date. Will likely borrow in the fall when projects are completed.

19 (UF) Disposals occur throughout year.

(UF) Timing of grants received. Includes $2.6M provincial Municipal Stimulus grant for 5 Mile school site, $750K 20 AMWWP grant for Laglace pump station, $8.5K Bezanson well, $180K Bezanson water treatment, $6.2M for Regional Lift station currently in deferred revenue, $450K for Bezanson lagoon Expansion & 412K MSI in deferred revenue for Planning software project.

21 (F) $8.6K cash in lieu for municipal reserves/parks not budgeted, $12K other road revenue from Ovintiv not budgeted, $10K developer agreement not budgeted, $36K Tyconn Electric - $9.5K higher than budgeted.

22 (F) Currently working with Serenic as the debenture payment batch did not generate 06-01 - will fix.

23 (UF) Tax notices to be generated first week of May - timing difference.

24 (F) Capital projects budgeted annual basis on quarterly causing timing difference.

25 Includes grants to be paid to Aquatera - $6.3M Regional Lift & $3M Investment in Mercer Hill Reservior.

Includes $1.5M payment to province for Base Paving HWY 724 Contribution, budget also includes $3.3M for HWY 26 40 Twinning (1/3 over 3 years) not paid yet.

27 Amortization expense record as part of year end.

28 Funding Entries done as part of year end.

29 Funding Entries done as part of year end.

Page 63 of 93 2021 Q1 Summary of Net Costs by Function Year-to-Date (Net operating surplus by function) TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 Net Taxes for Municipal Taxes and Grants-in-lieu 110,701,398 - 114,346,556 (114,346,556) 114,346,556 Note 1 Adjust for excess/(under) levy 115,706 (504,523) (502,970) (1,553) (502,970) Less: Requisition payments 24,285,824 6,331,548 23,821,119 17,489,571 23,821,119 Note 2 Net Taxes for Municipal 86,531,280 (6,836,071) 90,022,467 (96,858,538) 90,022,467

General Revenues and Expenses General Revenue 6,700,092 77,341 1,297,180 (1,219,839) 2,724,370 Note 3 General Expenses 2,872,971 207,179 1,619,599 1,412,420 2,048,100 Note 4 Net General 3,827,121 129,838 322,419 192,581 676,270

Long term debt funding - - - - - Long term debt servicing 1,692,177 (67,909) (23,848) 44,061 1,490,644 Note 5 Net Long term debt 1,692,177 67,909 23,848 44,061 1,490,644

Investment Revenue 3,572,246 (894,196) - (894,196) 1,800,000 Note 6 Investment Expenses 160,962 (41,612) 45,000 86,612 180,000 Note 7 Net Investment 3,411,284 (852,584) 45,000 (807,584) 1,620,000

Societies Revenue - - - - - Societies Expenses 0 (77,777) - 77,777 - Note 8 Net Societies 0 77,777 - 77,777 -

Net General Revenues and Expenses 5,546,228 (836,737) (343,571) (493,166) 805,626

Council County Council Revenues - - - - - County Council Expenditures 963,911 204,220 337,947 133,727 1,293,027 Note 9 Net Council 963,911 204,220 337,947 133,727 1,293,027 Administrative Services CAO Office Revenue - - - - - CAO Office Expenses 560,054 114,189 162,937 48,748 552,561 Note 10 Net CAO Office 560,054 114,189 162,937 48,748 552,561

Human Resources/Safety Revenue 128,684 93 - 93 30,000 Note 11 Human Resources/Safety Expenses 1,685,764 387,143 419,003 31,860 1,607,159 Note 12 Net Human Resources/Safety 1,557,080 387,050 419,003 31,953 1,577,159

Net Administrative Services 2,117,134 501,239 581,940 80,701 2,129,720

Community Services

Agriculture Revenue 185,980 (570) 38,951 (39,521) 268,900 Note 13 Agriculture Expenses 2,266,072 285,911 479,960 194,050 2,594,508 Note 14 Net Agriculture 2,080,092 286,481 441,009 154,529 2,325,608

Community Services Office Revenue - - 34,995 (34,995) 34,995 Note 15 Community Services Office Expenses 403,278 101,859 154,085 52,226 487,723 Note 16 Net Community Services Office 403,278 101,859 119,090 17,231 452,728

Enforcement Services Revenue 656,397 80,909 213,903 (132,994) 872,420 Note 17 Enforcement Services Expenses 3,267,324 89,200 842,736 753,536 3,611,799 Note 18 Net Enforcement Services 2,610,927 8,291 628,833 620,542 2,739,379

Page 64 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 F.C.S.S. Revenue 952,644 171,687 301,277 (129,590) 977,701 Note 19 F.C.S.S. Expenses 2,809,287 1,050,071 1,204,812 154,741 3,182,332 Note 20 Net F.C.S.S. 1,856,643 878,384 903,535 25,151 2,204,631

Fire & Disaster Services Revenue 1,361,514 35,280 46,189 (10,909) 457,452 Note 21 Fire & Disaster Services Expenses 8,614,975 2,151,524 2,464,332 312,808 8,721,235 Note 22 Net Fire & Disaster Services 7,253,461 2,116,244 2,418,143 301,899 8,263,783

Library Services Revenue 112,926 - - - 112,926 Library Services Expenses 998,132 690,040 701,289 11,249 1,079,592 Net Library Services 885,206 690,040 701,289 11,249 966,666

Park Operations Revenue 255,639 44,103 154,917 (110,814) 350,525 Note 23 Park Operations Expenses 1,582,004 204,092 301,094 97,002 1,775,751 Note 24 Net Park Operations 1,326,365 159,989 146,177 (13,812) 1,425,226

Rec/Commun./Culture Revenue 1,075,326 141,421 406,494 (265,073) 1,627,014 Note 25 Rec/Commun./Culture Expenses 7,263,223 1,343,639 6,552,032 5,208,393 9,584,492 Note 26 Net Rec/Commun./Culture 6,187,897 1,202,218 6,145,538 4,943,320 7,957,478 Net Community Services 22,603,869 5,443,506 11,503,614 6,060,109 26,335,499

Corporate Services Communications Revenue 424 - 249 (249) 1,000 Note 27 Communications Expenses 954,117 179,442 302,145 122,703 1,121,533 Note 28 Net Communications 953,693 179,442 301,896 122,454 1,120,533

Corporate Director Office Revenue - - - - - Corporate Director Office Expenses - 45,461 139,683 94,222 525,692 Note 29 Net Corporate Director Office - 45,461 139,683 94,222 525,692

Facilities Maintenance Revenue 34,647 1,742 12,750 (11,008) 12,750 Note 30 Facilities Maintenance Expenses 1,815,879 387,327 491,015 103,688 1,300,420 Note 31 Net Facilities Maintenance 1,781,232 385,585 478,265 92,680 1,287,670

Legislative Revenue 74,086 10,871 33,522 (22,651) 81,850 Note 32 Legislative Expenses 764,175 143,181 125,912 (17,269) 615,734 Note 33 Net Legislative 690,089 132,310 92,390 (39,920) 533,884

Systems Revenue 27,919 13,078 15,015 (1,937) 24,015 Note 34 Systems Expenses 2,522,191 588,704 712,717 124,013 2,513,307 Note 35 Net Systems 2,494,272 575,626 697,702 122,076 2,489,292 Net Corporate Services 5,919,286 1,318,424 1,709,936 391,512 5,957,071 Financial Administrative Services Assessment Revenue 209,022 63,087 72,316 (9,229) 288,074 Note 36 Assessment Expenses 1,218,362 338,988 392,347 53,359 1,375,648 Note 37 Net Assessment 1,009,340 275,901 320,031 44,130 1,087,574

Finance Administration Revenue - 504 20,000 (19,496) 20,000 Note 38 Finance Administration Expenses - 47,223 249,613 202,390 762,680 Note 39 Net Finance Administration - 46,719 229,613 182,894 742,680

Finance Revenue 78,298 639 17,900 (17,261) 17,900 Note 40 Finance Expenses 2,066,965 556,935 572,562 15,627 1,993,345 Note 41 Net Finance 1,988,667 556,296 554,662 (1,634) 1,975,445 Net Financial Administrative Services 2,998,007 878,916 1,104,306 225,390 3,805,699 Planning & Economic Develop

Page 65 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 Economic Development Revenue 386,185 147,517 147,450 67 296,450 Note 42 Economic Development Expenses 622,122 202,542 643,665 441,123 1,021,087 Note 43 Net Economic Development 235,937 55,025 496,215 441,190 724,637

Planning and Devel. Revenue 925,183 137,805 218,273 (80,468) 773,998 Note 44 Planning and Devel. Expenses 2,780,765 556,182 1,709,751 1,153,569 3,645,305 Note 45 Net Planning and Devel. 1,855,582 418,377 1,491,478 1,073,101 2,871,307 Net Planning & Economic Develop 2,091,519 473,402 1,987,693 1,514,291 3,595,944 Public Works & Technical Services Public Works Construction Revenue 271,449 17,884 17,500 384 235,000 Note 46 Public Works Construction Expenses 602,119 1,996 2,100 104 670,088 Note 47 Net Public Works Construction 330,670 15,888 15,400 488 435,088

Water Revenue 82,651 16,562 21,432 (4,870) 75,480 Note 48 Water Expenses 244,071 44,558 57,279 12,721 258,851 Note 49 Net Water 161,421 27,996 35,847 7,851 183,371

Sewer Revenue 53,226 9,008 22,710 (13,702) 63,849 Note 50 Sewer Expenses 205,458 22,478 36,383 13,905 214,155 Note 51 Net Sewer 152,231 13,470 13,673 203 150,306

Waste Management Revenue 2,936,474 432,047 749,303 (317,256) 2,997,229 Note 52 Waste Management Expenses 2,597,175 353,705 624,102 270,397 2,532,832 Note 53 Net Waste Management 339,299 78,342 125,201 (46,859) 464,397

Public Works Administration Revenue 275,012 - - - 53,803 Public Works Administration Expenses 3,889,200 810,535 975,369 164,834 4,488,443 Note 54 Net Public Works Administration 3,614,188 810,535 975,369 164,834 4,434,640

Public Works Operations Revenue 4,548,391 1,178,848 686,048 492,800 3,005,476 Note 55 Public Works Operations Expenses 21,011,315 3,128,144 4,175,481 1,047,337 21,739,500 Note 56 Net Public Works Operations 16,462,924 1,949,296 3,489,433 1,540,137 18,734,024 Net Public Works & Tech. Services 20,382,136 2,707,067 4,373,721 1,666,654 23,473,032

OPERATING SURPLUS (DEFICIT) 35,001,647 (19,199,580) 68,079,739 (87,279,319) 24,238,101

Page 66 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 (F) + Favourable variance, (UF) - Unfavourable variance

Variance Analysis 1 (UF) Tax notices to be generated first week of May - timing difference.

2 (F) Actuals include Q1 payment for ASFF $5,908,153M while budget includes 4 quarters & Grande Spirit Foundation payment $423K.

3 (UF) $178K Local improvement Levy budgeted in Q1 but not generated until Q2 when tax notices issued, $524K budgeted for penalties on taxes not applied to June 30, $20K less CAP levy revenue generated, $51K less than budget on utilties revenue, $52K less in operating interest, $88K Evergreen park loan interest revenue not recorded till year end.

4 (F) $1.27m budgeted in Q1 for City of GP tax share agreement not paid until September, $208K budgeted in Q1 for Beaverlodge Health complex not paid to date.

5 (UF) Actuals include reversal of 2020 yearend interest accrual - this is a timing difference.

6 (UF) Actuals include reversal of 2020 yearend interest accrual - this is a timing difference. Investment income has not been

7 (UF) Actuals include reversal of 2020 Q4 RBC management fees accrual - this is a timining difference. Q1 management

8 (UF) This section related to ANI insurance expense should net to zero when rebilled each quarter. Also include Evergreen park salaries yet to be rebilled $77K for 2021.

9 (F) $31K convention per diems budgeted with actuals at zero, $98K savings in travel/training, $3K catering, $4K council initiatives, $3K(UF) Council Strategic Plan.

10 (F) $18.5K variance in ICF consultant temp salary, $11.9K variance in benefits and salaries, $5.3K variance in travel/training, $7.8K in consultant & general, $6.8K in furniture, $1.3k supplies.

11 (F) unbudgeted social committee revenue.

12 (F) wages are on target $5K variance, $13K variance in travel/training, $4K legal, $3K software, $5K HR.LEARN project & $3K HR.SURV project, $15K savings on supplies.

13 (UF) $10.5K budgeted for predator control revenue likely to see actuals in Q2, $13K budgeted for recooping costs for weed notices - revenue is dependant on current state, $16K ESA grant not received yet.

14

(F) $37K savings in salaries, $36K savings in training/travel, $6K for farm family not used yet likely July, $9K in advertising, spraying lands & communications, $22K savings in supplies, $17K R&M, $8K fuel, $11K dynamite all likely to be used once seasonal staff are working, $19K in Ag Partnerships not paid as of yet.

15 (UF) $34K in Fire grant funding not received.

16 (F) $10K savings in salaries, $4.5K savings in training/travel, plus no firesmart invoices received in Q1 but expected through

17 (UF) $12K under on municipal service revenue, timing difference on Q1 pound billing of $45K, first quarter fines revenue is significantly less than budgeted.

Page 67 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 18 (F) $28K savings in salaries from vacancy at the pound (now filled), $61K savings in salaries due to bylaw vacancy and $27K savings in training/travel at this time, $50K for lightcatch crime prevention not paid out, $15K savings in computer supplies, $15K savings in uniforms, $6K savings in fuel, plus includes $505K accrual reversal for enchanced policing with invoice offset recorded in April Q2.

19 (UF) $48K in unbilled revenue due to projects that havent started to date, playschool fees $11K lower than budgeted, $43K in revenue from Peace Wapiti still outstanding.

20 (F) $11K savings admin expense, $13K savings in playschool salaries, $10K savings in home support, $23K savings in school liason, $32K travel/training, $5K savings in advertising, $25K savings in contracted servicves for projects not started, $54K savings in supplies for projects not started and United Way.

21 (UF) $6K under on rebillings compared to budget, no training or miscellaneous revenue billed in Q1.

22 (F) $120K savings in salaries for permanent and volunteer fire fighters, $27 savings in training to date, $86K in fire agreements paid in April, $80K for Masterplan on started yet, $10K for Teepee ground works plus EOC savings as it has not been activated this year.

23 (UF) Campsite revenue actuals $38.K compared to budget plus other revenue of $4.5K received from Pipestone and only collected $11K in cash in lieu.

24 (F) $29K savings in salaries due to vacant position (now filled), $14K savings in contracted services, $4K savings due to delay of tree removal, $19K savings on firewood to date but expected to increase with camping season, $4K savings on destination marketing fees which is based on usage which is expected to increase with nicer weather.

25 (UF) Campsite revenue actuals $38.K compared to budget plus other revenue of $4.5K received from Pipestone and only collected $11K in cash in lieu. Sportsplex has seen $111K in revenue vs. $380K budgeted for Q1 & $6K in other revenue due to closure & restrictions from Covid, cost share for GP rec program for Q1 was invoiced in April, we did receive Summer games legacy money that will be used to repay CAP reserve, build a pad for legacy statue and remainder will go to grant reserve.

26 (F) $29K savings in salaries due to vacant position (now filled), $14K savings in contracted services, $4K savings due to delay of tree removal, $19K savings on firewood to date but expected to increase with camping season, $4K savings on destination marketing fees which is based on usage which is expected to increase with nicer weather, savings of $158K in the sportsplex budget mainly due to less repairs and maintenance required in Q1 and $94K savings in contract wages due to covid/facility not open, lounge savings of $42K savings in general area $28K mainly due to projects not started yet, no training taken, contracted services were not required in Q1, majority of grants have not been paid out yet, usually wait until we start collecting tax revenue for most and release the ones that are emergent, there were quite a few c/o grants last year due to covid.

27 (UF) No revenue from merchandise sales (external/front desk).

28 (F) overall - (UF) salaries variance $9.3K due to planning staff billed here but budgeted in planning net with savings in $6.7K travel/training, $20K savings no spring news letter, $15.4K Consultants, $14.5K software maintenance, $11.4K tradeshows, $8.4K advertising, $40.8K in communications projects, $7.4K supplies, $2.6K recognition program, $1.3K computer supplies.

29 (F) $69K savings im salaries, $15K travel/training, $5K hired consultants, $7K in supplies.

30 (UF) $11K variance from 5 Mile lease revenue full years budget hitting Q1.

Page 68 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021

31 (F) overall - (UF) salaries as $116K due to coding changes due to structure area changes netted with $2K travel/training, $5K insurance, $3K software, $138K contract & $88K in general maintenance which is spent as required.

32 (UF) $14.4k variance from budget for surface lease rehab, $3.5K variance from budget for land road rent - Leg services bills for lease properties - Oil & Gas on behalf of PW, $3.8K variance in other general revenue not received.

33 (UF) $25K (UF) salaries due to coding of EDRM netted with savings in other salaries, $7.3K travel/training savings, $9.7K legal/consultants, $7K (UF) software, $4.5K (UF) supplies due to budget allocation.

34 (UF) $1.8K variance $600 per month billing to Saddle Hills for enforcement occurrence reportings not billed yet.

35 (F) $65K savings in salaries, $35K training/travel, $24K software, contracted services, $11K budgeted - likely to be used throughout year budget allocation/timing difference.

36 (UF) $7K under in other revenue, $2.3K tax notification revenue.

37 (F) $54K savings in salaries due mat leave coverage leaving earlier, additional 10% revenue for delegate industrial assessor position.

38 (F) RMA revenue not budgeted for.

39 (F) $146K savings in salaries, $3K travel/training, $8.8K in computer supplies, $6K in general contract, $41K in FN.ANICO project - timing, $2.8K in computer replacement.

40 (UF) $10.4K regional landfill admin fee billing all budget in Q1 but recorded at YE, $6.5K budgeted for online payment convenience fee's budgeted all in Q1

41 (F) $63K saving in salaries due to 2 vacant positions in Q1, $10.7K travel/training savings, $59K audit fees budgeted but not invoiced in Q1, $140K (UF) computer maintenance budget allocation incorrect to billings, $27.9K (UF) contract services used in place of vacant positions salaries, $2.4K savings in supplies, $2.9K savings in bank/merchant fees.

42 (F) While multi modal base rent $2K lower than budget we received $9.5K in unbudgted revenue for ED.BREIC project (bus. Rentention), $138K in grant funding was received for Blue pin project ($7.5K less than budgeted).

43 (F) $30K savings in salaries, $17K savings in travel/training, $5K paid in sponsorship not budgeted, $11K general contract not budgeted, $175K in commerial investment and attraction and $146K for the Blue pin program unspent as of Q1, plus $70K in grants not paid out but budgeted in Q1.

44 (UF) $2.3K less than budget in subdivision fees, $19.3K less in safety code permits, $5.2K less in LUB/STAT Plan, with $5.4K higher in Subdivision Endorsement fees, $4.2K higher in Development Permits, as well as less IDP provincial grant funding recieved.

45 (F) $315K less than budget in salaries as staff loaned out to other departments but still budgeted in planning, $661K in project costs not incurred to date, $26K savings in travel/training, $5.3K savings in promotional, $35K savings in legal fees, $95K savings in consultant fees, $15K savings in supplies with advertising $24K higher than budget.

46 (F) Slightly higher road improvement fee levies than budget.

Page 69 of 93 TOTAL APPROVED APPROVED ACTUAL ACTUAL Q1 BUDGET Q1 VARIANCE Q1 BUDGET OPERATING NET BY DEPARTMENT 2020 2021 2021 2021 2021 47 (F) Slightly under in bridge repair expense thatn budget, Work to be completed in May to August & late fall for new contracts.

48 (UF) revenue slightly less than budgeted.

49 (F) $10K savings in salaries, $4.5K savings in training.

50 (UF) Laglace Cap charges to be billed in Q2.

51 (F) Savings in salaries budget higher than actuals.

52 (UF) Q1 budgeted $595K but only collected $379K in landfill fees, other revenue lower than budgeted as well.

53 (F) $52K savings in salaries due to vacant position (now filled), $179K savings in contracted services - projects not started, $20K savings in advertising/training, $12K savings in fuel/vehicle R&M.

54 (F) $83K savings due to mat leave, $27K savings in travel/training, $16K savings in street light maintenance, $8K savings in engineering services.

55 (F) $725K excess in heavy load agreement revenue, $15K higher dust control revenue in Q1 although we are anticipating lower dust control revenue overall, $238K internal shop labour recovery budgeted but actuals $0.

56 (F) $726K savings in salaries with less OT/mild winter and other minor savings throughout.

Page 70 of 93

Request for Decision Report Title – Presenter, Position Item 4.5 Capital Expenditure to Budget Report April 30, 2021 – Mark Schonken, Director of Financial Services Supported By: Colleen Wessels, Senior Financial Analyst Meeting: Committee of the Whole Meeting Date: May 27, 2021 Agenda Category: New Business

Executive Summary The April 30, 2021 Capital Expenditure to Budget Report provides the information of year-to-date actual expenditures compared to respective budget figures for capital projects by County department.

Background / Proposal In addition to Financial Services compiling and reporting annual financial statements, as per Municipal Government Act (MGA) Section 276, frequent financial reporting to Council and County Senior Management during the fiscal year provides the information of how the actual revenues and expenditures compare against the approved operating and capital budgets and whether corrective actions are needed based on the variances. The overall guidelines for interim financial reporting are listed in the Municipal Government Act (MGA) Section 368.1(b) ‘Financial Records and Receipts’ and County financial policy ‘C20 – Financial Reports’.

Options & Benefits Option 1: That the Committee of the Whole accept as information the April 2021 Capital Expenditure to Budget Report provided on May 27, 2021.

Option 2: As per the Committee of the Whole direction.

Costs & Source of Funding Not applicable

Municipal Plans

1. Strategic Plan: This initiative supports the County’s strategic theme of Fiscal Sustainability. 2. Other Municipal Plans: Not Applicable

Communication / Public Participation

☐Inform (one way communication) Goal: to provide balanced, objective information to citizens. Tools: ☐Public Notice ☐Article ☒Other

Page 71 of 93 ☐Consult (two way communication) Goal: To obtain feedback, listen and respond to public concerns. Tools: ☐Survey ☐Open House ☐Public Hearing ☐Other

☐Involve (involve the public to ensure their concerns and aspirations are considered in decision) Goal: to work with the public through the process Tools: ☐Public Notice ☐Open House ☐Community Workshop ☐Other

☒Not Applicable

Administrative Recommended Action Option 1: That the Committee of the Whole accept as information the April 2021 Capital Expenditure to Budget Report provided on May 27, 2021.

Attachments 1. Capital Expenditure to Budget Report April 30, 2021

☒ Approved By Director

☒ Approved by Chief Administrative Officer

Page 72 of 93 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Carry Over Projects Communications 2018 c/o Intranet Site 65,000 15,000 15,000 - 100% Complete 5-May-19 26-Feb-21 (Replace Buddie) Total Communications 65,000 15,000 15,000 - Const-Bridge Replacement 2019 c/o Bridge Replacement 28,969 153,321 - 153,321 3% Program 31-Dec-21 2021 2020 c/o Kleskun Creek 3,618 1,725,000 3,618 1,721,383 0% Project delayed by gas line relocation/STIP 31-Dec-21 Bridge Culvert Replacement 30-Nov-15 Funed 2020 c/o Bridge Replacement 1,065,753 186,019 56,250 129,769 95% minor deficiencies NW 27-74-8 Mulligan Creek 31-Dec-21 5-Dec-18 2020 c/o Bridge Replacement 2,736,511 2,896,824 1,416,422 1,480,402 47% SW 2-71-7 Spring Creek 31-Dec-21 3-Mar-07 Total Const-Bridge 3,834,850 4,961,164 1,476,290 3,484,874 * Managed as overall program not by Replacement individual project Const-Divisional Projects 2020 c/o Div 3 - RR 53 fr 793,547 1,983,263 3,720 1,979,543 28% To be completed 2021 TWP RD 712 North to City 31-Dec-21 Limits (g) 19-Dec-19 2018 c/o Div 4 - RR 74 - fm 178,005 1,063,882 12,223 1,051,659 0% removed from current plan TR 712 North to Hwy 43 (g) 26-Apr-18 2020 c/o Div 1 - TR 730 from 783,247 197,448 16,830 180,618 98% final details RR 35 East to HWY 733 (g) 31-Dec-21

Page 73 of 93 19-Dec-19

Printed: Page 1 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS 2019 c/o Div 2 - TWP 724 628,090 763,224 - 763,224 25% To be completed 2021 31-Dec-21 from Perigrine to RR66 (g) 31-Oct-18 2020 c/o Div 5 - TWP RD 955,465 85,250 16,049 69,201 98% final details 724 from HWY 723 West to 31-Dec-21 RR 102 (g) 19-Dec-19 2019 c/o Div 2 - TWP RD 730 689,539 114,668 707 113,961 98% final details 31-Dec-21 - RR 63 to RR 70 (g) 19-Jun-19 2020 c/o RR 44 Erosion 29-Nov-19 53,050 1,732,435 33,350 1,699,085 0% 31-Dec-21 To be completed 2021 Total Const-Divisional 4,080,943 5,940,170 82,879 5,857,291 * Managed as overall program not by Projects individual project Const-New Surfacing 2020 c/o Hwy 43x / 162 Ave 515,353 1,869,602 - 1,869,602 35% To be completed 2021 31-Dec-21 Days Inn (b/p) 2-Jul-20 Total Const-New Surfacing 515,353 1,869,602 - 1,869,602 Const-Other Road Construction 2020 Pre-Eng c/o RR 62 Hwy 4,949 395,051 - 395,051 31-Dec-21 43 Flyover (g/b/p) 29-May-19 2016 c/o Pipestone - 250,000 - 250,000 0% RFP for Eng. Emergency 2nd Access Study 31-Dec-21 1-Mar-21 2020 c/o 2020 Chip Seal - 200,000 - 200,000 31-Dec-21 Road Projects 2021 2019 c/o Upgrade RR73 for 163,482 174,000 163,482 10,518 98% final details 31-Dec-21 the Truck fill Road 24-Jan-21 2019 c/o RR 72 Spring Creek 559,431 4,443,040 2,471 4,440,569 45% To be completed 2021 31-Dec-21 Slope Failure Repair 6-Nov-19 2017 c/o Upgrades to the - 144,549 - 144,549 0% To be completed 2021 31-Dec-21

Page 74 of 93 Crossroads Ponds Road 2021

Printed: Page 2 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Total Const-Other Road 727,862 5,606,640 165,953 5,440,687 Const-Rural Residential Sub'd Projects 2019 c/o Sprucewood Estates 35,695 1,441,362 7,057 1,434,305 0% To be completed 2021 31-Dec-21 (b/p) 29-May-19 2019 c/o JD Willis (Overlay) 232,547 40,880 - 40,880 98% final details 31-Dec-21 29-May-19 Total Const-Rural 268,241 1,482,242 7,057 1,475,185 Const-Surfaced Road Rehabilitation 2020 c/o Wynngate -108 ave, 1,034,694 207,025 36,000 171,025 98% final details 108A ave, 109 ave, 96 st 31-Dec-21 (paving c&g) 31-Dec-19 2020 c/o Willowdale Ph 4 710,451 180,764 47,285 133,479 98% final details Rebuild 95st, 103ave, 101ave 31-Dec-21 (paving c&g) 31-Dec-19 Total Const-Surfaced Road 1,745,145 387,789 83,285 304,504 Financial Services 2019 c/o ERP/Accounting 411,754 1,335,333 411,754 923,579 10% Project has started and working on GL 31-Dec-21 Software 23-Oct-20 restructure Total Financial Services 411,754 1,335,333 411,754 923,579 Park Services 2016 c/o Lawra Estates Fall - 7,000 - 7,000 0% Planning to action late summer 31-Oct-21 Protection 1-Aug-21 2019 c/o Red Willow - 10,000 - 10,000 0% Planning to action late summer 31-Oct-21 Playground Surfacing 1-Aug-21 2017 c/o Bear Hill Day Use 22,585 3,290 1,000 2,290 95% Info kiosk installation invoice for $784.10 31-May-21 Improvements 31-Jul-17 pending May 10 Page 75 of 93

Printed: Page 3 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS 2017 c/o Carriage Lane 1,742 28,258 - 28,258 0% Need to connect with commuity group once we Westminster Playground TBD have capacity to do so, started collect donations 16-Feb-17 in 2017 2019 c/o Old Bezanson Town 7,144 18,855 1,000 17,855 29% Action is pending feedback from Council at May 31-Dec-21 Site Improvements 5-Jun-20 27 COW meeting 2019 c/o Riverview Pines 3,130 11,870 - 11,870 21% Invoices pending for playground equipment & 31-Dec-21 Playground Equipment 31-Dec-20 contractor install fees 2018 c/o Bear Lake Boat 6,978 18,022 - 18,022 28% Action is pending feedback from Council at May 31-Dec-21 Launch 17-Sep-18 27 COW meeting 2019 c/o Bear Lake 12,220 53,780 1,000 52,780 22% Info kiosk installation invoice for $1,533.50 31-Dec-21 Campground Improvements 1-Feb-19 pending May 10 2020 c/o Hommy 10,730 44,270 - 44,270 23% Info kiosk installation invoice for $784.10 31-Dec-21 Campground Improvements 28-Aug-20 pending May 10 2019 c/o Kleskun Hill 4,842 11,157 1,000 10,157 35% Info kiosk installation invoice for $1,019.00 31-Dec-21 Campground Improvements 4-Aug-20 pending May 10 2019 c/o Pipestone Creek 59,848 3,177 3,026 151 100% Campground Improvements 23-Mar-21 Ph 1 4-Oct-19 Project complete 2020 c/o Bear Lake - 50,000 - 50,000 0% Action is pending feedback from Council at May Campground Pull Through 31-Dec-21 27 COW meeting Sites 2021 2020 c/o Bear Lake - 50,000 - 50,000 0% Action is pending feedback from Council at May 31-Dec-21 Improvements 2021 27 COW meeting 2020 c/o Pipestone Creek 7,640 95,000 7,640 87,360 0% Campground Improvements 31-Dec-21 Phase 2 & 3 29-Jan-21 Total Park Services 136,859 404,679 14,666 390,013

Page 76 of 93 Planning & Development

Printed: Page 4 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS 2020 c/o Planning 6-Sep-18 826,744 430,262 17,006 413,256 85% 31-Dec-21 Though some progress have been made, there Software/Enhancements is no significant status change since last report. The system has been locked for upgrade and when that is complete, the fees configuration will continue. The fee configuration is about the last major obstacle to be overcome that will pave way for the project to get into the acceptance phase.

Total Planning & 826,744 430,262 17,006 413,256 Public Works 2016 c/o - 10 Grader Fuel 60,826 4,552 - 4,552 93% need to purchase 1 more closer to year end 31-Dec-21 Tanks 31-Mar-16 2018 c/o Ferguson Lake 40,357 134,503 1,360 133,143 80% Final engineering to come in for this site can 31-Aug-21 Snow Storage Site 30-Nov-18 reduce budget to $5000. 2020 c/o Crossroads Snow 33,481 135,115 97 135,018 80% Final engineering to come in for this site can 31-Aug-21 Storage Site 30-Oct-20 reduce budget to $5000. 2018 c/o Evergreen Park 13,913 36,087 - 36,087 28% Looking for new location. West Snow Storage Site - 31-Dec-21 Soil testing 30-Nov-18 2019 c/o Septic System for - 20,000 - 20,000 0% Herb to work with PW to find a solution 31-Dec-21 Beaverlodge Shop 2021 Total Public Works 148,577 330,257 1,457 328,800 Recreation-Culture-Community 2019 c/o Sportsplex Pond 2nd 31,274 4,743 4,517 226 100% Gazebo being delivered to pond week of May 10 10-May-21 Dock 16-May-19 2019 c/o Lighting Conduit for - 30,000 - 30,000 0% Not actioned yet pending facility closed due to Ball Diamonds TBD TBD COVID-19 Page 77 of 93

Printed: Page 5 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS 2019 c/o Resurfacing - 25,000 - 25,000 0% Insufficient funds to complete project - refer to Westlake Trail TBD TBD Asset Management 2019 c/o Sportsplex - 15,000 - 15,000 0% Planning to action late summer Wayfinding Signage 1-Aug-21 31-Oct-21 2020 c/o Replace 2 Bouncy - 12,000 - 12,000 0% Not actioned yet pending facility closed due to Castles for Sportsplex TBD TBD COVID-19 Total Recreation-Culture- 31,274 86,743 4,517 82,226 Recycling & Landfills 2012 c/o Leachate Pond 6,081 990,500 5,176 985,324 ready for tender (prev. known as Evaporation Pond) 31-Dec-20 2021-2022 2017 c/o - SCADA Expansion 49,662 81,365 11,028 70,338 45% progressing with teepee creek . Bezanson with Leachate Monitor 31-Dec-21 nearing completion. La Glace and Valhalla still to 28-Aug-20 address 2019 c/o Recycle Road - 40,000 - 40,000 Expansion to Soils & 31-Dec-21 Concrete Area Total Recycling & Landfills 55,743 1,111,865 16,203 1,095,662 Regional Fire Services 2019 c/o Replace 2316 (2003 642,586 71,673 64,259 7,414 100% In service, La Glace Fire Truck) w/ same 16-Mar-21 Class/New 1-Jan-20 2016 c/o Fire Department 45,472 7,334 3,272 4,062 100% Current project complete - waiting on ICF and 11-Feb-21 Management Software 18-May-16 City agreement to see if more scope required 2020 c/o EMTRAC Pre- - 75,000 - 75,000 0% Pending approval in ICF's emption System 2021-2022 2020 c/o Training Center 23,237 376,764 - 376,764 5% Committee struck, support from MD, working

Page 78 of 93 19-Nov-20 2022 with Procurement on RFP

Printed: Page 6 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Total Regional Fire Services 711,295 530,771 67,531 463,240 Sewage 2016 c/o - Restoration of 497,462 3,224 1,044 2,180 97% sampling program left to be completed 31-Dec-21 LaGlace Lagoon 30-May-16 2019 c/o Road Rehab for 863 39,000 - 39,000 2% waiting for completion of BEAST construction 31-Dec-21 Bezanson Sewer 31-May-19 2019 c/o Road Rehab for 10,424 29,576 - 29,576 50% waiting to see if repairs from last year held up 31-Dec-21 LaGlace Sewer 30-Oct-20 2019 c/o - Sewer Line 148 534,024 43,087 5,155 37,932 Ave from Clairmont to 94 31-Dec-21 Street 25-Sep-19 2020 c/o Storm Drainage - - 1,000,000 - 1,000,000 31-Dec-21 156 Ave 2020 c/o Land for Storm Pond 181,732 18,268 - 18,268 31-Dec-21 in Wedgewood 25-May-20 2015 c/o Investment in - 6,300,000 - 6,300,000 31-Dec-21 Regional Lift Station 2018 c/o - Bezanson Lagoon 352,800 181,221 - 181,221 60% BEAST is in commissioning phase for 24m3 pilot 31-Dec-21 Expansion 31-Aug-19 Total Sewage 1,577,305 7,614,376 6,199 7,608,177 Water Supply 2012-2015 c/o - Bezanson 339,213 - 368 (368) 100% complete 20-Apr-21 Water Station (Truck Fill) 31-May-12 2016 c/o - Investment in - 3,000,000 - 3,000,000 0% 2021-2022 Mercer Hill Reservoir 2016 c/o Bezanson Water 391,536 - (18,061) 18,061 98% A few outstanding items to complete Treatment Plant (Pumphouse) 31-Dec-21

Page 79 of 93 30-Jun-16

Printed: Page 7 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS 2017 c/o Bezanson New 137,113 - 9,420 (9,420) 98% waiting for Final Completion 30-Sep-21 Water Well 26-Jul-17 2019 c/o La Glace Water 72,982 1,404,904 17,886 1,387,018 6% design at 60% 31-Dec-21 Pump Station Phase 1&2 8-Jun-20 2019 c/o 5 Mile School 166,058 6,830,530 96,588 6,733,942 0% Line work awarded liftstation tender end of May Municipal Servicing (water, 2021-2022 sewer, power & gas) 31-Dec-19 Total Water Supply 1,106,901.52 11,235,434 106,199.81 11,129,234 Corporate Services Administration 2015 c/o Electronic Document 428,416 58,997 - 58,997 82% Doing testing Records Management System 31-Dec-21 31-Mar-15 Total Corporate Services 428,416.23 58,997 - 58,997 Administration Legislative - General 2019 c/o Bezanson Ag 534 29,466 - 29,466 2% Land purchase to likely not happen till 2022. 2022 Society Land Purchase 21-Oct-20 request was submitted to the GoA. Total Legislative - General 534.00 29,466 - 29,466 Regional Enforcement Services 2019 c/o Dog Pound - 240,000 - 240,000 0% In progress finally! City has approved to move Expansion 30-Nov-21 ahead. Est. project conclusion for November 30-Jun-21 2021. Total Regional Enforcement - 240,000 - 240,000 0% Total Carry Over Projects 16,672,797 43,670,790 2,475,997 41,194,793 Community Services Regional Fire Services New Bobcat S250 Skid Steer - 50,532.27 45,000 50,532.27 (5,532) 100% in service 29-Jan-21

Page 80 of 93 Training Center 29-Jan-21

Printed: Page 8 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Renewal & Replacement of - 30,000 - 30,000 75% Ordered awaiting reciept of product 31-Dec-21 hose 26-Feb-21 Clairmont/Dunes PPE 32,203.22 40,000 32,203.22 7,797 100% Complete in service 23-Apr-21 Washers & Dryers 26-Feb-21 New Sexsmith Squad to - 60,000 - 60,000 50% Ordered awaiting delivery replace (2334) previously 30-Jun-21 disposed 31-Jan-21 Total Regional Fire Services 82,735.49 175,000 82,735.49 92,265 Park Services c/o Pipestone Power 119,161.00 30,839 - 30,839 31-Dec-21 Expansion (2020-2021) 10-Sep-20 Total Park Services 119,161.00 30,839 - 30,839 Recreation-Culture-Community Sportsplex Power Correction - 10,000 - 10,000 100% Invoice for $4,800 approved for payment May 10 31-May-21 Box 10-May-21 = underbudget Total Recreation-Culture- - 10,000 - 10,000 Regional Enforcement Services - E-ticketing System - 21,650 - 21,650 0% 31-Aug-21 This will be purchased in May Body Cameras - 19,977 - 19,977 0% This has not been purchased Total Regional Enforcement - 41,627 - 41,627 Total Community Services 201,896.49 257,466 82,735.49 174,731 Corporate Services Information Systems - IT Unit Server Upgrade Project 25-Jan-21 262,883 397,000 262,883 134,117 31-Dec-21 Total Information Systems - 262,883 397,000 178,793 218,207 Total Corporate Services 262,883 397,000 178,793 218,207 Public Works - Construction Page 81 of 93

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2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS To be Allocated 2021 Pre-Eng/RW/Other - 300,000 - 300,000 0% construction season to start Initial Road Construction 31-Dec-21 Costs Total To be Allocated - 300,000 - 300,000 Const-Spot Construction 2021 Spot Construction - 1,966,909 - 1,966,909 0% 31-Dec-21 construction season is starting RR 64 - 1 Mile South of Hwy 80,118 - 11,371 (11,371) 0% construction season is starting 31-Dec-21 672 RR 65 fm Twp 710 to Park 468,614 - (19,967) 19,967 0% construction season is starting 31-Dec-21 Meadows 20-Jul-20 RR 100 fm Twp 704 for 1 km 459,299 - (41) 41 0% construction season is starting 31-Dec-21 North 28-Aug-20 PC210677 - RR 82 1 mile 8,616 - 4,716 (4,716) 0% construction season is starting 31-Dec-21 South fm Twp 724 Total Const-Spot 1,016,647 1,966,909 (3,920) 1,970,829 * Managed as overall program not by Construction individual project Const-Bridge Replacement - Pre Eng 2021 Pre-Eng/RW/Other - 200,000 - 200,000 0% Initial Bridge Replacement 31-Dec-21 Program Costs PC210076 - Bridge 8,005 8,005 (8,005) Replacement SW 26-70-7 31-Dec-21 Wapiti Ski Trail 22-Apr-21 PC210064 - Bridge 16,823 - - - 100% Complete Replacement SW 7-74-6 GP Creek

Page 82 of 93 Total Const-Bridge 24,828 200,000 8,005 191,995

Printed: Page 10 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Const-Bridge Replacement Rio Grande Bridge 225,450 6,707,121 31,876 6,675,245 0% 31-Dec-21 Replacement 29-Jan-21 Bridge Replacement SW 4-72- - 390,000 - 390,000 0% 31-Dec-21 4 Bear River Total Const-Bridge 225,450 7,097,121 31,876 7,065,245 Const-Divisional Projects - Pre Eng 2021 Pre-Eng/RW/Other - 432,000 - 432,000 0% Initial Divisional Projects 31-Dec-21 Program Costs CR16018 - Div 3 - RR 52 fr 127,953 - - - TW RD 712 to TWP RD 714 31-Dec-21 (g) Total Const-Divisional 127,953 432,000 - 432,000 Const-Divisional Projects Div 2 - RR 63 between HWY 17,517 2,796,000 17,517 2,778,483 0% Out for tender 31-Dec-21 672 and TWP 734 (g/b/p) Div 7 - RR 123 between TWP 5,085 2,796,000 5,085 2,790,916 0% Out for tender 31-Dec-21 732 and HWY 671 (g) Div 9 - RR 63 between TWP 17,235 1,398,000 17,235 1,380,765 0% Out for tender 31-Dec-21 734 and HWY 59 (g) Div 9 - TWP 744 between RR 17,699 1,398,000 17,699 1,380,301 0% Out for tender 31-Dec-21 54 and RR 60 (g) Total Const-Divisional 57,535.75 8,388,000 57,536 8,330,464 Const-Surfaced Road Rehabilitation HWY 724 Cost Share 1,500,000 2,000,000 1,500,000 500,000 N/A Agreement (repay from 2023 31-Dec-21

Page 83 of 93 Div)

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2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS HWY 40 Twinning & Bridge - 3,333,333 - 3,333,333 N/A 31-Dec-21 Contribution 156 Ave between 98 St and - 1,185,000 - 1,185,000 0% July 1 start RR 55 & RR 55 between 156 31-Dec-21 Ave and Bauman Road (overlay) RR 51 between Twp 714A - 1,383,000 - 1,383,000 0% July 1 start 31-Dec-21 and HWY 43 (overlay) Windwood Lane Rehab - 168,000 - 168,000 0% July 1 start 31-Dec-21 (overlay) Bezanson Road South - 100st - 245,000 - 245,000 0% July 1 start 31-Dec-21 (b/p) Clairmont North 107A Ave & - 213,000 - 213,000 0% July 1 start 31-Dec-21 99 St (overlay) River Road Estates (overlay) - 81,000 - 81,000 0% July 1 start 31-Dec-21 Wynngate Ph4 Rehab 96 st, - 2,593,000 - 2,593,000 0% Detail design 96A st, 112 ave (paving c&g) 31-Dec-21

Total Const-Surfaced Road 1,500,000.00 11,201,333 1,500,000 9,701,333 Const-Other Road Construction 31-Dec-21 2021 Chip Seal Road Projects - 200,000 - 200,000 0% TBD 31-Dec-21 Grande Spirit Connector - 506,000 - 506,000 0% To be completed 2021 31-Dec-21 5 Mile Hall g/b/p & 1,076 1,500,000 1,076 1,498,924 0% Out for Eng RFP 31-Dec-21 Intersection Improvements 12-Apr-21

Page 84 of 93 Total Const-Other Road 1,076 2,206,000 1,076 2,204,924

Printed: Page 12 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Total Public Works - 2,953,490 31,791,363 1,594,573 30,196,790 Public Works, Water, Sewer, Waste Mgmt Recycling & Landfills Clairmont Landfill Cell 4 10,640 4,700,362 10,640 4,689,722 2% initiating tender process 31-Dec-21 Construction 15-Jan-21 Total Recycling & Landfills 10,640 4,700,362 10,640 4,689,722 Public Works New Excavator for Spot (New - 649,924 - 649,924 95% Excavator is here working at landfill. Position) 31-Jan-21 Total Public Works - 649,924 - 649,924 Total Public Works, Water, 10,640 5,350,286 10,640 5,339,646 Replacement Units Recycling & Landfills Replace CP20 (2015 Al-Jong - 1,200,000 - 1,200,000 50% pending delivery 31-Dec-21 Packer) 29-Jan-21 Replace 5030 (2010 Kubota 66,258 72,000 66,258 5,742 100% purchased and in use 31-Dec-21 L4740) -With NEW ToolCat 26-Feb-21 Total Recycling & Landfills 66,258 1,272,000 66,258 1,205,742 Regional Fire Services Replace 2317 (2004 Sterling 64,259 - 64,259 (64,259) 100% Holdback payment Complete in service, recode LT9500 LaGlace Tanker) w/ 29-Jan-21 to actuals to 2383, purchased 2379 and received same Class/New 6-Feb-20 in 2019/2020 2019 c/o Replace 2316 (2003 642,586 71,673 64,259 7,414 100% In service, La Glace Fire Truck) w/ same 16-Mar-21 Class/New 6-Feb-20 Replace 2319 (2006 Hythe - 450,000 - 450,000 10% Ordered, downpayment posted for payment. 31-Dec-21 Freightliner Tender) Ordered Anticipate completion in Q3 2022 Page 85 of 93

Printed: Page 13 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Replace 2320 (2007 - 450,000 - 450,000 10% Ordered, downpayment posted for payment. Wembley Freight liner Tender) 31-Dec-21 Anticipate completion in Q3 2022 Ordered Total Regional Fire Services 706,844 971,673 128,517 843,156 Agriculture Services Replace 2155 (2009 Ford - 64,000 - 64,000 100% Truck has been purchased and delivered, 31-Dec-21 F450 S/C) Ordered actuals not showing do to timing Replace 9044 (Degelman Rev - 65,000 - 65,000 0% In progress. 31-Dec-21 1500 Mower) Ordered Total Agriculture Services - 129,000 - 129,000 Park Services Replace 5039 (2011 John - 53,000 - 53,000 0% Ordering equipment week of May 10 31-Dec-21 Deere Mower) 10-May-21 Replace 5046 (2014 Tractor - 79,000 - 79,000 0% Ordering equipment week of May 10 31-Dec-21 JD 5085E) 10-May-21 Replace 9034 (2013 JD Zero - 24,000 - 24,000 0% Ordering equipment week of May 10 31-Dec-21 Turn Mower) 10-May-21 Total Park Services - 156,000 - 156,000 Planning & Development Replace 2231 (2014 Dodge - 41,000 - 41,000 31-Dec-21 Ram 1500) Ordered Total Planning & - 41,000 - 41,000 Public Works 2020 c/o Final costs for 294,362 105,638 - 105,638 31-Dec-21 replacement Unit Ordered 2020 c/o Final costs for 329,746 95,254 - 95,254 31-Dec-21 replacement Unit Ordered Page 86 of 93

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2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Replace 2216 (2013 Ford - 45,000 - 45,000 31-Dec-21 F150 XL) Ordered Replace CP11 (2003 IR - 100,000 - 100,000 31-Dec-21 PT240R Compactor) Ordered Replace 2228 (2014 Dodge - 68,000 - 68,000 31-Dec-21 Ram 250) Ordered Replace TU9 (2014 Cat with - 520,869 - 520,869 31-Dec-21 Rock Truck) Ordered Replace TU10 (2014 Cat with - 520,869 - 520,869 31-Dec-21 Rock Truck) Ordered Replace 2225 (2014 Ram - 46,000 - 46,000 31-Dec-21 1500 Crew Cab S) Ordered Replace 2215 (2014 - 316,485 - 316,485 Kenworth T800 Tandem Cab) 31-Dec-21 Ordered Replace 5053 (2016 John 400,181 568,000 400,181 167,819 31-Dec-21 Deere 824K Loader) Ordered Replace 4085 (2015 Cat - 513,600 - 513,600 31-Dec-21 160M Motor Grader) Ordered Replace 4086 (2015 Cat - 513,600 - 513,600 31-Dec-21 160M Grader CH812) Ordered Replace 4087 (2015 Cat - 513,600 - 513,600 31-Dec-21 160M Motor Grader) Ordered Replace 4088 (2015 Cat - 513,600 - 513,600 31-Dec-21 160M Grader CH812) Ordered Total Public Works 1,024,288.67 4,440,515 400,181 4,040,334 Recreation-Culture-Community 31-Dec-21 Page 87 of 93

Printed: Page 15 of 16 Capital Projects 2021 ACTUAL VERSUS APPROVED BUDGET YTD to the end of April 2021

2021 ANTICIPATED START TOTAL COST 2021 2021 REMAINING % PROJECT COMPLETION Division/Department DATE TO DATE BUDGET ACTUALS BUDGET COMPLETE DATE COMMENTS Replace EQ08003 - 10,000 - 10,000 0% Status to be confirmed at May 10th FMRT (Sportsplex Floor Scrubber 31-Dec-21 meeting Walk Behind) Ordered Replace (Sportsplex 2012 - 174,000 - 174,000 0% Action is pending feedback from Council at May 31-Dec-21 Olympia Zamboni) Ordered 27 COW meeting Total Recreation-Culture- - 184,000 - 184,000 Regional Enforcement Services Replace 1110 (2014 CAN AM - 30,000 - 30,000 10% in progress. 31-Dec-21 MAX XT Side x Side) Ordered Replace 1105 (2011 - 17,000 - 17,000 10% in progress. 31-Dec-21 Bombardier Max XTP 800) Ordered Replace 2250 (2017 chev - 79,200 - 79,200 0% not started. 31-Dec-21 Tahoe) Ordered Replace 1106 (2011 - 17,000 - 17,000 10% in progress. Bombardier Max XTP 800 EFI) 31-Dec-21 Ordered Total Regional Enforcement - 143,200 - 143,200 Total Replacement Units 1,797,391.33 7,337,388 130,516.81 7,206,871 GRAND TOTAL 2021 21,899,098 88,804,293 4,473,256 84,331,037 Page 88 of 93

Printed: Page 16 of 16 Request for Decision

Report Title – Presenter, Position Item 4.6 Residential Satisfaction Survey – Carol Gabriel, Director of Corporate Services Supported By: Lesley Nielsen Bjerke, Communications Manager Meeting: Committee of the Whole Meeting Meeting Date: May 27, 2021 Agenda Category: New Business

Background Administration is seeking Council’s direction regarding the timing in which the Residential Satisfaction Survey will be conducted, and the topics of the questions to include in the upcoming survey.

Conducting a Residential Satisfaction Survey aligns with the 2020-2025 Strategic Plan Theme 7: Governance & Leadership, corresponding directly with Key Outcome 7 c: Review citizen demographics and use data as ongoing planning input.

The County of Grande Prairie conducted Residential Satisfaction Surveys in 2011 and the most recent in 2014. While a survey was considered in 2018, it was not carried out due to capacity. Both of the completed surveys were developed and implemented by Ipsos Public Affairs, a marketing and research firm. Surveys are carried out to measure performance in several different municipal service areas and can provide valuable insights for the municipality. Regular measurement using the same/similar questions and methodology creates benchmarks for performance. Benchmarks provide a measure for continuous improvement and identifying gaps in service levels.

The past two surveys were completed by telephone only and included 300 and 350 telephone interviews, respectively, with residents of the County of Grande Prairie. For the 2014 survey, it was completed between October 23 and November 19, 2014 with a survey length of approximately 18 minutes. The questions remained the same in both surveys.

Upcoming survey:  Council has approved a budget of $35,000.  Council has asked to consider the addition of an online survey.  Telephone survey should be kept to approximately 15 minutes as per best practices.  Telephone survey to include 350-400 telephone interviews with at least 30 per cent to be cell phone interviews. Number of respondents will be determined by cost and statistical accuracy.  Survey questions to include a combination of mainly closed-ended questions and a few open- ended questions.  A Request for Quotation (RFQ) will be developed to hire a marketing and research firm to conduct the County of Grande Prairie’s Satisfaction Survey. While Ipsos Public Affairs completed the last two surveys, it is not necessary to continue with them as other companies can create comparisons to past results.

Page 89 of 93 See below the findings regarding the timing and question development process for the upcoming Residential Satisfaction Survey:

Survey question development A number of survey questions should be repeated from the 2011 and 2014 surveys to ensure continued measurement against a benchmark. Additional questions should measure the Strategic Plan and other priority areas. Survey timing matters in question identification and development, as some things may be critical to measure this year but not in 2022. For example, Strategic Themes within the Strategic Plan will change in priority as they are developed and implemented. As a Strategic Theme is completed, the urgency for change and priority decreases. Questions should reflect this priority level and the priorities in 2021 might look different than the priorities in 2022.

The Strategic Plan, however, could be measured in each Resident Satisfaction Survey. This can include general questions that can be used as a benchmark for future measurement of the Strategic Plan. Depending on the frequency of measurement, specific questions on the Strategic Plan, Strategic Themes may only be included once.

This survey is meant to measure overall residential satisfaction. It is used as a catch-all or a replacement for other surveys. For example, a residential satisfaction survey could touch on how the County is doing on economic development, however, more detailed analysis of specific processes and programs belong in another survey. A residential satisfaction survey is not meant to be an opportunity to educate respondents; it is meant as an opportunity to measure knowledge and opinion.

Potential survey question categories:  Methodology  Demographics  Top of Mind Issues  Quality of Life  Strategic Plan  Satisfaction and importance of programs and services  Levels of Services and Taxation  Growth and Development  Safe Communities  Communications: Evaluating County information and customer service

The following chart shows how the Strategic Plan Strategic Themes are included in the survey questions (see appendix for draft survey questions to be used for benchmarking: Strategic Theme Corresponding Notes questions Overall measurement Q8 Q9 1: Effective Transportation Included in Q8 and Q9 2. Fiscal Sustainability Q13 Q14 3. Economic Development Included in Q8 and Q9 4. Technology Infrastructure Included in Q9 5. Density and Servicing Q15 Standards 6. Safe Communities Q16 Q17 Q18

Page 90 of 93 Q19 Q20 7. Governance and Q22 The whole survey is in service to this Strategic Leadership Q23 Theme. The specific questions are in relation Q24 to customer service. Q25 Q26

Regardless of the alternative chosen, the County would determine which questions would go forward to the actual survey, including eliminating unnecessary repeated questions from past surveys.

Alternatives:

1. County develops survey questions – The County, Administration and Council, reviews the attached draft new questions and finalizes them prior to hiring a market research firm. Pros  Everyone feels connected to the questions as they developed them.  Question development can start immediately. Cons  Following the hiring of the market research firm, questions may need to be deleted for timing or cost reasons.  Following the hiring of the market research form, questions may need to be revised due to unintentional bias.  Disconnect from the survey may happen as they are changed or edited by the market research firm.  Paying the market research company to develop questions that they are not developing.

2. County Administration reviews the attached draft questions and finalizes them prior to hiring a market research firm – Council does not see questions until after the market research firm makes changes, revisions, and adjustments.

Pros  Administration has the opportunity to ensure questions reflect what we would like to measure.  Question development can start immediately.  Council does not get attached to the questions prior to the changes being made by the market research company. Cons  Following the hiring of the market research firm, questions may need to be deleted for timing or cost reasons.  Following the hiring of the market research firm, questions may need to be revised due to unintentional bias.

3. Marketing research firm develops questions based on the categories of questions the County develops - The County develops question categories and what outcomes would like to be measured. Pros  Questions are professionally developed before County review meaning less revision of questions due to cost and timing.

Page 91 of 93  Questions will be free of unintentional bias.  Survey will be developed, from the start, to ensure correct survey timing.  Question development is always part of a contract with a market research company. Cons  Question development must wait for the hiring of the market research firm. Survey timing

Considerations:

The last survey was completed in the fall 2014; however, with the municipal election taking place in October of this year, the timing of the survey needs to be considered strategically.

Implementing a standard time of year to complete this survey, if the intent is to repeat again, ensures that measures can truly be compared to the past measures on fairly equal footing. For example, measuring snow removal satisfaction in January would likely create a different result than in July. While timing should not be chosen to create false positive results, it should be fair to services across the organization. This means that the spring or fall are typically the best options for municipal satisfaction surveys.

Similarly, completing a satisfaction survey right before a municipal election can influence responses. It is advisable to not survey just before municipal, provincial and/or federal elections.

Data collection typically takes two weeks with detailed results typically made available to the municipality two months after data collection begins.

Alternatives:

1. Survey in September 2021 Pros  Provides measurement data by November or December of this year providing opportunities for adjusting services. Cons  The municipal election is on October 18 with nomination day on September 20.  Survey respondents may be influenced by the election campaign.  County staff capacity is limited during this time.  By the time results are received, there may be a very different Council who could change priorities.

2. Survey in November 2021 Pros  Results will be available in early 2022 for the Strategic Planning session with the new Council.  The election is complete.  This generally aligns with the timing of the past surveys so the benchmarking is more true. Cons  Potential for a change in priorities due to the municipal election results,  Weather changes and unpredictability at this time of year could result in false negative results for some departments.

Page 92 of 93 3. Survey in September 2022 Pros  This timing aligns with the 2011 and 2014 surveys creating opportunities for true benchmarking and comparison.  Allows more time for question development and for understanding the new Council priorities. Cons  Results will not be available for another year and a half, which is halfway through the 2020-2025 Strategic Plan period.

Online delivery

Council has asked for the addition of an online survey, which can be completed as a non-random online survey. The marketing and research firm develops an open-link to a survey that mirrors the telephone survey. This survey is posted on the County’s website and promoted by the County. These results are analyzed separate from the telephone survey results. This does not provide statistically accurate results but provides an opportunity for greater input and data on the views of County residents.

Typically, telephone surveys reach an older population while an online survey will reach younger, middle-aged and older populations. In many cases, residents are more likely to complete the survey online as they can complete it on their own time and they have time to read content and prepare their responses.

Recommendations Survey question development (Alternative 3) Survey timing (Alternative 2)

That the Committee of the Whole forward a recommendation to Council to proceed with the 2021 Residential Satisfaction Survey in November 2021 using a marketing research firm to develop questions based on County categories as well as some questions from the 2011 and 2014 surveys for benchmarking purposes.

Attachments N/A

☒ Approved by Director

☒ Approved by Chief Administrative Officer

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