1
Regular Meeting of Council Tuesday, September 8, 2020 4:00 p.m.
Morinville Community Cultural Centre
Presenter Page(s) 1.0 Call to Order Mayor B. Turner
2.0 Adoption of Agenda Mayor B. Turner
2.1 Additional Items
3.0 Adoption of Minutes Mayor B. Turner 4-10
3.1 August 25, 2020, Regular Meeting of Council
RECOMMENDATION: That Council approve August 25, 2020, Regular Meeting of Council minutes.
4.0 Protocol Items Mayor B. Turner
5.0 Presentations
5.1 Public Presentations Mayor B. Turner
6.0 Business
6.1 Bylaw
6.1.1 Bylaw 17/2020 – Morinville Land Use Bylaw T. McNab 11-23 Amendment for 1st Reading
RECOMMENDATION: That Council approve 1st Reading of proposed Bylaw 17/2020, a bylaw to amend Land Use Bylaw 3/2012
6.2 New Business
6.2.1 COVID 19 Tax & Utility Referral Update S. Jason 24-29
RECOMMENDATION: That Council accept the COVID-19 Property Tax and Utility Referral Program Update report as information. Regular Meeting of Council 2 Tuesday, September 8, 2020 Agenda Page 2
6.2.2 2020 AUMA Resolutions - Administrative S. Labonne 30-105 Recommendations
RECOMMENDATION: That Council accept the 2020 AUMA Resolutions – Administrative Recommendations Report as information.
6.2.3 Town of Morinville Emergent Resolution – S. Labonne 106-110 2020 AUMA Annual Convention
RECOMMENDATION: That Council endorse the “DRAFT” Town of Morinville Emergent AUMA Resolution titled “Provincial Guideline for Mandatory Face Coverings.
RECOMMENTATION: That Mayor Turner be directed to share the “DRAFT” resolution with neighbouring municipalities to seek a seconder prior to the 2020 AUMA Convention.
7.0 Council Correspondence Mayor B. Turner 111-307
7.1 Letter – Sturgeon County re. Recreation Funding Proposal 7.2 Email – Edmonton Global re. August Shareholder Update 7.3 Letter – Northern Lights Library System re. Administrative Staff Change 7.4 Email – Municipal Affairs re. 2019-20 Annual Report 7.5 Letter – Morinville to Sturgeon County re. Villeneuve Landing Network Waterline Extension 7.6 Letter – Morinville to Sturgeon County re. Recreation Funding Proposal
8.0 Notices of Motion Mayor B. Turner
8.1 Mayor B. Turner
9.0 Closed Session As per Section 197(2) of the Municipal Government Act Division 2 of Part 1 of the Freedom of Information and Protection of Privacy Act, RSA 2000, Ch. F.25
9.1 Proposed Land Sale B. White FOIP s. 16 (Disclosure harmful to business interests of a third party), s. 23 (Local public body confidences), s. 24 (Advice from officials), s. 25 (Disclosure harmful to economic and other interests of a public body) and s. 29 (Information that is or will be available to the public) of the Freedom of Information and Protection of Privacy Act, RSA 2000, Ch. F.25
Regular Meeting of Council 3 Tuesday, September 8, 2020 Agenda Page 3
9.2 Regional Economic Development Update B. White FOIP s. 16 (Disclosure harmful to business interests of a third party), s. 23 (Local public body confidences), s. 24 (Advice from officials), and s. 25 (Disclosure harmful to economic and other interests of a public body) of the Freedom of Information and Protection of Privacy Act, RSA 2000, Ch. F.25
9.3 CAO Dialogue S. Labonne FOIP s. 24 (Advice from Officials) of the Freedom of Information and Protection of Privacy Act, RSA 2000, Ch. F.25
9.4 Council Dialogue Mayor B. Turner FOIP s. 24 (Advice from Officials) of the Freedom of Information and Protection of Privacy Act, RSA 2000, Ch. F.25
10.0 Adjournment 4
Regular Meeting of Council Tuesday, August 25, 2020
Morinville Community Cultural Centre
Present: Mayor B. Turner Deputy Mayor S. Richardson Councillor R. Balanko Councillor N. Boutestein Councillor S. Dafoe Councillor L. Giffin Councillor S. Hall
Staff: S. Labonne, CAO S. Jason, Director, Corporate Services I. Bushell, General Manager of Community and Infrastructure Services B. White, Director, Planning & Economic Development T. Dalzell-Heise, Senior Strategist, Communications and Marketing T. Lamanes, Senior Planner D. Craib, Permits & Licencing Officer L. Denchant, LOUDCO-HD (Live Video Feed) M. Steele, Legislative Officer
1.0 Call to Order
Mayor B. Turner called the meeting to order at 4:03 p.m.
2.0 Adoption of Agenda
2.1. Additional Items 263/2020 Councillor R. Balanko moved to approve the agenda as presented.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
3.0 Adoption of Minutes
3.1. July 14, 2020, Regular Meeting of Council 264/2020 Councillor S. Hall moved to approve the July 14, 2020, Regular Meeting of Council minutes.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
4.0 Protocol Items
Following a brief “Welcome Back” video presentation, Council highlighted the re-opening of Morinville facilities in line with Alberta’s Relaunch Strategy Phase 2, and marked the 25th Anniversary of Mr. Don Burnstick’s stand-up comedy career.
______Mayor Legislative Officer Regular Meeting of Council 5 Tuesday, August 25, 2020 Minutes Page 2
5.0 Presentations
5.1. Public Presentations
Nil
6.0 Business
6.1. New Business
6.1.1. Ray McDonald Sports Center Sale Announcement
Administration introduced Mr. Andrew Archer, Mr. Bob Flegg and Mr. Fred Lobay of Alberta Arena Authority as the new owners of the Ray McDonald Sports Center – Arena and Curling Rink.
6.1.2. 2020 Second Quarter Review 265/2020 Councillor R. Balanko moved that Council accept the 2020 Second Quarter Review as information.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.3. Municipal Stimulus Program 266/2020 Councillor L. Giffin moved that Council direct Administration to bring forward a final list of capital projects eligible for funding through the Government of Alberta’s Municipal Stimulus Program, including the Splash Park Replacement, RMSC Outdoor Rink Replacement, RMSC Outdoor Building and Tennis Court Rehabilitation, to the September 22, 2020, Regular Meeting of Council.
267/2020 Councillor S. Hall moved to amend the preceding motion to remove “RMSC Outdoor Rink Replacement” and insert “Intersection Signalization – 100 Avenue & Grandin Drive” For: 3 – S. Dafoe, S. Hall, S. Richardson Against: 4 – B. Turner, R. Balanko, N. Boutestein, L. Giffin Defeated
268/2020 Councillor N. Boutestein moved to amend Motion 266/2020 by adding temporary barricades at the intersection of 100 Avenue and Grandin Drive to the list of projects. Motion Withdrawn
269/2020 Councillor S. Dafoe moved that Council refer the Municipal Stimulus Program report to the September 15, 2020, Committee of the Whole Meeting.
Motion Withdrawn
270/2020 Councillor S. Dafoe moved that Council move into Committee of the Whole to discuss the Municipal Stimulus Program.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
______Mayor Legislative Officer Regular Meeting of Council 6 Tuesday, August 25, 2020 Minutes Page 3
Mayor B. Tuner recessed the meeting at 5:47 p.m.
Deputy Mayor S. Hall called to order the Committee of the Whole meeting at 6:00 p.m.
Mayor B. Turner moved that Council adjourn the Committee of the Whole and return to the Regular Meeting of Council at 6:49 p.m. For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
Mayor B. Turner called the Regular Meeting of Council back to order at 6:49 p.m.
271/2020 Councillor S. Dafoe moved to amend Motion 266/2020 by adding the Missing Shared-use Path Linkages and five high-priority short-term items from the Transportation Master Plan, with all items coming back with a good-better-best options approach.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
As Amended, Motion 266/2020 Councillor L. Giffin moved that Council direct Administration to bring forward a final list of capital projects eligible for funding through the Government of Alberta’s Municipal Stimulus Program, including the Splash Park Replacement, RMSC Outdoor Rink Replacement, RMSC Outdoor Building and Tennis Court Rehabilitation, Missing Shared-use Path Linkages and five high-priority short-term items from the Transportation Master Plan, with all items coming back with a good-better-best options approach to the September 22, 2020, Regular Meeting of Council.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.4. Tax Installment Payment Plan 272/2020 Councillor S. Dafoe moved that Council receive the Tax Installment Payment Plan – Action Plan as information.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.5. Mandatory Masks in Public Spaces
273/2020 Councillor S. Hall moved that Council move into Committee of the Whole to discuss Mandatory Masks in Public Spaces.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
Deputy Mayor S. Hall called to order the Committee of the Whole meeting at 7:17 p.m.
Mayor B. Turner moved that Council adjourn the Committee of the Whole and return to the Regular Meeting of Council at 7:56 p.m.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
______Mayor Legislative Officer Regular Meeting of Council 7 Tuesday, August 25, 2020 Minutes Page 4
Mayor B. Turner called the Regular Meeting of Council back to order at 7:57 p.m.
Mayor B. Turner recessed the meeting at 7:57 p.m.
Mayor B. Turner called the meeting back to order at 8:09 p.m.
Orders of the Day: 274/2020 Councillor S. Dafoe moved to extend the meeting past 8:00 p.m.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
275/2020 Councillor L. Giffin moved that Council direct Administration to bring forward a draft mandatory face covering bylaw for discussion at the September 15, 2020, Committee of the Whole meeting.
276/2020 Councillor S. Dafoe moved amend the preceding motion by inserting the words “including an effective trigger” after “bylaw.”
For: 6 – B. Turner, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Against: 1 – R. Balanko Carried
As amended, Motion 275/2020 For: 6 – B. Turner, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Against: 1 – R. Balanko Carried
277/2020 Councillor S. Hall moved that Council direct Administration to develop a communications plan to educate residents on ways to prevent the spread of COVID- 19, including, how to wear masks properly.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
278/2020 Councillor S. Dafoe moved that Council direct Mayor Turner to write a letter to the Government of Alberta advocating for provincial guidance with respect to face coverings.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
279/2020 Councillo r N. Boutestein moved that Council direct Administration to bring forward to the September 8, 2020, Regular Meeting of Council, an emergent resolution for the AUMA Convention requesting that the province establish a guideline for mandatory face covering bylaws for municipalities.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
______Mayor Legislative Officer Regular Meeting of Council 8 Tuesday, August 25, 2020 Minutes Page 5
6.1.6. South Glens Homes Update 280/2020 Councillor S. Hall moved that Council receive the South Glens Homes Update report as information.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.7. Metropolitan Region Servicing Plan – Solid Waste Collaborative 281/2020 Councillor R. Balanko moved that Council appoint Councillor Stephen Dafoe, and Councillor Lawrence Giffin as the alternate, to the Metropolitan Region Servicing Plan – Solid Waste Collective, with the term ending on October 17, 2021.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.8. Sturgeon River Watershed Management Plan 282/2020 Councillor N. Boutestein moved that Council accept the Sturgeon River Watershed Management Plan as information.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
283/2020 Councillor R. Balanko moved that Council direct Mayor Turner to endorse the Sturgeon River Watershed Management Plan.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
6.1.9. Council Calendar Update 284/2020 Councillor N. Boutestein moved that Council approve the amended 2020 Council Calendar to include the September 22, 2020, Regular Meeting of Council.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
7.0 Council Correspondence
Motion Arising: 285/2020 Councillor S. Hall moved that Council support National Rail Safety Week by resolving the following: Whereas Rail Safety Week is to be held across Canada from September 21 to 27, 2020; Whereas it is in the public’s interest to raise citizens’ awareness of the dangers of ignoring safety warnings at level crossings and trespassing on rail property to reduce avoidable deaths, injuries and damage caused by incidents involving trains and citizens; Whereas Operation Lifesaver is a public/private partnership whose aim is to work with the public, rail industry, governments, police services, media and others to raise rail safety awareness; Whereas CN has requested City Council adopt this resolution in support of its ongoing efforts to raise awareness, save lives and prevent injuries in communities, including our municipality; It is hereby RESOLVED to support national Rail Safety Week to be held from September 21 to 27, 2020. For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
______Mayor Legislative Officer Regular Meeting of Council 9 Tuesday, August 25, 2020 Minutes Page 6
286/2020 Councillor R. Balanko moved that Council accept the correspondence as information.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried
8.0 Notices of Motion
Nil
9.0 Closed Session In accordance with Sections 21 and 24 of the Freedom of Information and Protection of Privacy Act, RSA 2000, CH. F.25 287/2020 Councillor S. Hall moved that Council proceed to a Closed Session at 9:05 p.m. to discuss Items 9.1, 9.2, and 9.3, as per Sections 21 and 24 of the Freedom of Information and Protection of Privacy Act, RSA 2000, CH. F. 25. For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried Unanimously
9.1. Intergovernmental Opportunity FOIP s. 21 (Disclosure harmful to intergovernmental relations), and s. 24 (Advice from officials)
9.2. CAO Dialogue FOIP s. 24 (Advice from Officials)
9.3. Council Dialogue FOIP s. 24 (Advice from Officials)
The following members of Administration were present for the Closed Session items 10.1, 10.2, and 10.3 to provide information and/or administrative assistance: Stephane Labonne, CAO; Shawna Jason, Director, Corporate Services; Iain Bushell, General Manager of Community and Infrastructure Services; Brad White, Director, Planning & Economic Development; Tracy Dalzell-Heise, Senior Strategist, Corporate Communications; Melodie Steele, Legislative Officer.
288/2020 Councillor R. Balanko moved that Council move out of Closed Session at 9:32 p.m.
For: 7 – B. Turner, R. Balanko, N. Boutestein, S. Dafoe, L. Giffin S. Hall, S. Richardson Carried Unanimously
The doors to the Main Hall were opened to allow members of the public to enter at 9:32 p.m.
(This section intentionally left blank.)
______Mayor Legislative Officer 10
10.0 Adjournment
Councillor S. Richardson moved to adjourn the meeting at 9:33 p.m.
Approved by Council TOWN OF MORINVILLE
This 8th day of September, 2020
Barry Turner Mayor
Melodie Steele Legislative Officer
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Report to Council
For Council Decision For Council Direction For Council Information
TOPIC Bylaw 17/2020 – Morinville Land Use Bylaw Amendment September 8, 2020
PRESENTER: Tyler McNab, Development Planner ATTACHMENTS: • Bylaw 17/2020 – Amendments to Land Use Bylaw PREPARED BY: Tyler McNab, Development Planner 3/2012 • Bylaw 17/2020 – Redline Changes to Land Use Bylaw 3/2012 • Bylaw 17/2020 - Application
CLEARANCES: Stephane Labonne, CAO RELEVANT POLICIES/BYLAWS: Brad White, Director, Planning & • Municipal Government Act (MGA) Economic Development • Municipal Development Plan (MDP) • Grandin Heights Area Structure Plan (ASP)
RECOMMENDATION:
That Council approve 1st Reading of proposed Bylaw 17/2020, a bylaw to amend Land Use Bylaw 3/2012.
BACKGROUND SUMMARY:
The purpose of Bylaw 17/2020 is to allow secondary suites within the Ground Oriented Multiple Unit Dwellings within the Grandin Heights & Notre Dame Site Specific (DC-3-9) District. This is a developing area with residential lots designated for Ground Orientated Multiple Unit dwellings and Single-Detached homes.
If approved, the proposed bylaw will allow secondary suites in the DC-3-9 district and will be required to meet the Land Use Bylaw 3/2012 regulations within the Direct Control District 8.4.4.11.3, Secondary Suite regulations in section 4.5 and Parking Regulations in Part 6.
As well, the proposed bylaw amendment is supported by the Municipal Development Plan as well as the Grandin Heights Area Structure Plan.
Municipal Development Plan Policy 8.14 - Morinville shall encourage secondary suites (i.e. basement, garage and garden suites) where appropriate to subtly increase density.
Grandin Heights Area Structure Plan Section 1.4.ii. indicates support for rental unit
______Submitted by: Approved by:
______T. McNab S. Labonne Development Planner Chief Administrative Officer
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developments, and housing types with secondary suites.
LINKAGE TO BUSINESS PLAN/STRATEGIC PRIORITIES: • Municipal Sustainability Plan: o Governance – Efficient Community Planning
• 2019-2021 Strategic Goals o Continue Pursuing opportunities to increase residential development while maintaining a sense of community o Work with developers and builders to increase growth in residential and non-residential development.
FOLLOW-UP ACTION: 1. Administration will advertise for two consecutive weeks, and post on the Town of Morinville website, a notice of a Public Hearing to be held during the September 22nd, 2020, Regular Meeting of Council, or as otherwise directed by Council.
2. Administration will bring forward Bylaw 17/2020 to Council, with revisions if any, for consideration of 2nd and 3rd Readings at the September 22nd, 2020, Regular Meeting of Council, or as otherwise directed by Council.
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TOWN OF MORINVILLE PROVINCE OF ALBERTA MORINVILLE LAND USE BYLAW AMENDMENT BYLAW 17/2020
A BYLAW OF THE TOWN OF MORINVILLE, IN THE PROVINCE OF ALBERTA, TO AMEND THE MORINVILLE LAND USE BYLAW.
WHEREAS, Council at its meeting of April 10th, 2012, gave third reading to Morinville Land Use Bylaw No. 3/2012;
AND WHEREAS, Council considers it desirable to amend the text of the Morinville Land Use Bylaw;
AND WHEREAS, notice of a public hearing for this bylaw held on ______has been given in accordance with Section 692 of the Municipal Government Act, 2000 RSA, ch. M-26, as amended;
NOW THEREFORE, the Municipal Council of the Town of Morinville, Alberta, duly assembled, hereby enacts as follows:
1.0 Morinville Land Use Bylaw No. 3/2012, as amended, is hereby amended by:
1.1 Modifying Section 8.4.3.11.2.1 to read: 1.1.1 Permitted Uses Single detached dwelling, only on lots identified in Appendix “A” Ground-oriented multiple dwelling unit, only on lots identified in Appendix “A” Home occupations – Minor Home offices Public parks Secondary suites Buildings and uses accessory to permitted uses
2.0 The headings and descriptions of Section numbers in this Bylaw are inserted for convenience of reference to the Morinville Land Use Bylaw and in no way whatsoever expand, limit, define or affect this Bylaw.
3.0 That this Bylaw shall come into full force and effect upon the final passing thereof.
4.0 SEVERABILITY
14 TOWN OF MORINVILLE PROVINCE OF ALBERTA MORINVILLE LAND USE BYLAW AMENDMENT Bylaw 17/2020 Page 2
4.1 If any Section or parts of this bylaw are found in any court of law to be illegal or beyond the power of Council to enact, such Section or parts shall be deemed to be severable and all other Sections or parts of this bylaw shall be deemed to be separate and independent there from and to be enacted as such.
READ a first time the ____ day of ______, 2020
READ a second time the ____ day of ______, 2020
READ a third time and finally passed the ____ day of ______, 2020
______Barry Turner Mayor
______Stephane Labonne Chief Administrative Officer
PART EIGHT – LAND USE DISTRICT PROVISIONS 15 Bylaw 13/2018 11.0 Grandin Heights & Notre Dame Site Specific Residential (DC-3-9) District 11.1. Purpose This residential land use district within the Grandin Heights and Notre Dame Neighbourhoods provides for a mixture of smaller single detached homes and fee-simple ground-oriented multiple dwelling options for Grandin Heights Stage 7 to address market needs. This district is tied directly to the Grandin Heights Stage 7 subdivision plan included as Appendix “A”.
11.2. Permitted and Discretionary Uses 1. Permitted Uses Single detached dwelling, only on lots identified in Appendix “A” Ground-oriented multiple dwelling unit, only on lots identified in Appendix “A” Home occupations – Minor Home offices Public parks Secondary suites, only accessory to single detached dwellings Buildings and uses accessory to permitted uses
2. Discretionary Uses Bed and breakfast establishments Child day homes Group homes Home occupation - Major Public utilities (no office or workshop) Show homes Buildings and uses accessory to discretionary uses
11.3. Subdivision Regulations
Minimum site width Single detached dwelling Laneless: 9.71 m (32.0 ft.) for internal sites; or 11.52 m (37.8 ft.) for corner sites.
Ground-oriented multiple dwelling With lane: 5.5m (18.1 ft.) for internal sites; or 6.7m (22.0 ft.) for exterior sites; or 8.5m (28.1 ft.) for corner sites.
Pie-shaped sites shall be measured 9.0 m (29.5 ft.) from the front line, and reverse pie-shaped sites shall be measured 7.5 m (24.6 ft.) from the rear line.
Minimum site depth 30.5m (100.0 ft).
Development Regulations
Morinville Land Use Bylaw 3/2012 ` Office Consolidation PART EIGHT – LAND USE DISTRICT PROVISIONS 16
Maximum site coverage Single detached dwelling 50%, where the dwelling is a maximum of 32% and the garage and other accessory buildings shall not exceed 18%.
Ground-oriented multiple dwelling unit 57%, including attached garage and/ or a detached garage and any other accessory buildings.
Minimum front yard 4.5 m (14.8 ft.) with no front garage; or 6.0 m (19.7 ft.) with a front garage.
1.2 m (3.9 ft.) for internal sites; or 3.05 m (10.0 Minimum side yard ft.) for corner sites.
Minimum rear yard Dwellings with a front attached garage 7.5 m (24.6 ft.) for internal sites; or 4.5 m (14.8 ft.) for corner sites.
Maximum building height Single detached dwelling unit – 10.0 m (32.8 ft.).
Ground-oriented multiple dwelling unit - 12.6 m (41.3 ft.).
1. Secondary Suites shall be in accordance with Part Four, Section 4.5 Secondary Suites. 2. Dwellings with front attached garages with a width of 7.3 m (24 ft.) shall have a maximum access width of 6.1 m (20 ft.). 3. Dwellings with front attached garages with a width of 7.9 m (26 ft.) shall have a maximum access width of 6.7 m (22 ft.).
Morinville Land Use Bylaw 3/2012 ` Office Consolidation PART EIGHT – LAND USE DISTRICT PROVISIONS 17 APPENDIX “A”
Morinville Land Use Bylaw 3/2012 ` Office Consolidation 18 19 20 21 PART EIGHT – LAND USE DISTRICT PROVISIONS 8.4.3._Grandin Heights & Notre Dame Site Specific Residential (DC-3-_) District
1.0 Purpose
This residential land use district within the Grandin Heights and Notre Dame Neighbourhoods provides for a mixture of smaller single detached homes and fee-simple ground-oriented multiple dwelling options for Grandin Heights Stage 7 to address market needs. This district is tied directly to the Grandin Heights Stage 7 subdivision plan included as Appendix “A”.
2.0 Permitted and Discretionary Uses
2.1. Permitted Uses
Single detached dwelling, only on lots identified in Appendix “A” Ground-oriented multiple dwelling unit, only on lots identified in Appendix “A” Home occupations – Minor Home offices Public parks Secondary suites Buildings and uses accessory to permitted uses
2.2. Discretionary Uses – Development Officer
Child day homes Group homes Public utilities (no office or workshop) Show homes Buildings and uses accessory to discretionary uses
2.3. Discretionary Uses – Municipal Planning Commission
Bed and breakfast establishments Home occupation - Major
3.0 Subdivision Regulations
Minimum site width Single detached dwelling
Laneless: 9.71 m (32.0 ft.) for internal sites; or 11.52 m (37.8 ft.) for corner sites.
Ground-oriented multiple dwelling
With lane: 5.5m (18.1 ft.) for internal sites; or 6.7m (22.0 ft.) for exterior sites; or 8.5m (28.1 ft.) for corner sites.
LUB-1-225-18019-8.5-DCDistrict-200824 22 PART EIGHT – LAND USE DISTRICT PROVISIONS
Pie-shaped sites shall be measured 9.0 m (29.5 ft.) from the front line, and reverse pie-shaped sites shall be measured 7.5 m (24.6 ft.) from the rear line.
Minimum site depth 30.5m (100.0 ft). Development Regulations Maximum site coverage Single detached dwelling 50%, where the dwelling is a maximum of 32% and the garage and other accessory buildings shall not exceed 18%.
Ground-oriented multiple dwelling unit 57%, including attached garage and/ or a detached garage and any other accessory buildings. Minimum front yard 4.5 m (14.8 ft.) with no front garage; or 6.0 m (19.7 ft.) with a front garage. Minimum side yard 1.2 m (3.9 ft.) for internal sites; or 3.05 m (10.0 ft.) for corner sites. Minimum rear yard Dwellings with a front attached garage 7.5 m (24.6 ft.) for internal sites; or 4.5 m (14.8 ft.) for corner sites. Maximum building height Single detached dwelling unit – 10.0 m (32.8 ft.).
Ground-oriented multiple dwelling unit - 12.6 m (41.3 ft.).
3.1. Secondary Suites shall be in accordance with Part Four, Section 4.5 Secondary Suites.
3.2 Dwellings with front attached garages with a width of 7.3 m (24 ft.) shall have a maximum access width of 6.1 m (20 ft.).
3.3 Dwellings with front attached garages with a width of 7.9 m (26 ft.) shall have a maximum access width of 6.7 m (22 ft.).
LUB-1-225-18019-8.5-DCDistrict-200824 23
Grandin Heights Stage 7 Fee Schedule
Redistricting Fees
Redistricting/ Land Use Bylaw Amendment $3,000.00 Advertising Fee $100.00
Total Redistricting Fees $3,100.00
8/24/2020 FEES-225-18019-8.1-GHStg7-200824 24
Report to Council
For Council Decision For Council Direction For Council Information
TOPIC COVID-19 Property Tax and Utility Bill Deferral Program Update September 8, 2020
PRESENTER: Shawna Jason, CPA, Director, ATTACHMENTS: Corporate Services • Property Tax and Utility Bill Deferral Program Information PREPARED BY: Shawna Jason, CPA, Director, • Property Taxes - January – August 2020 Corporate Services Pre-Authorized Payment Analysis • Utilities - January – August 2020 Pre-Authorized Payment Analysis
CLEARANCES: Stephane Labonne, CAO RELEVANT LEGISLATION: (copies available by request) • Municipal Government Act, RSA 2000, Ch. M-26 • Special Provision Tax Installments Bylaw Amendment Bylaw 14/2020 • Special Provision Unpaid Property Tax Penalty Bylaw – 12/2020 • Water Rates Bylaw – 13/2019 • Sewer Rates Bylaw – 14/2019 • Waste Management Bylaw – 15/2019 • Stormwater Service Charges Bylaw – 16/2019 • Utility Account Collection Policy – CFS197/2017
RECOMMENDATION:
That Council accept the COVID-19 Property Tax and Utility Deferral Program update report as information.
PREVIOUS COUNCIL ACTION:
At the May 12, 2020, Regular Meeting of Council, Council approved three Readings of Special Provision (COVID-19 Pandemic) Tax Installments Bylaw Amendment 14/2020.
At the April 28, 2020, Regular Meeting of Council, Council approved 2nd and 3rd Reading of Special Provision Unpaid Property Tax Penalty Bylaw 12/2020.
______Submitted by: Approved by:
______S. Jason September 3, 2020 S. Labonne September 3, 2020 Director, Corporate Services CAO
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At the April 14, 2020, Regular Meeting of Council, Council approved 1st Reading of Special Provision Unpaid Property Tax Penalty Bylaw 12/2020.
At the April 3, 2020, Special Meeting of Council, Council passed motion 98/2020 which: • Extended the tax payment deadline from June 30 to August 31, 2020 • Extended the tax penalty date from July 1 to September 1, 2020 • Delayed utility bill penalties, disconnections and arrears transfers to tax rolls from March 1 through August 31, 2020 and directed Administration to bring forward the respective Bylaws to the April 14, 2020, Regular Meeting of Council.
BACKGROUND SUMMARY:
The Town of Morinville has demonstrated its commitment to help its community with financial supports where feasible and have implemented a number of new measures to support immediate financial pressures, specifically in relation to the delay of tax and utility payments and penalties as it relates to the Covid-19 pandemic.
These relief measures are aligned with the current practices implemented with many surrounding municipalities and natural gas and electricity providers and encouraged by the Province.
BUDGET/RESOURCE IMPLICATIONS:
Taxes
The Town of Morinville generates approximately $10.3M per year in net property taxation revenue.
The Town manages approximately 4,254 accounts, of which approximately 1,488 or 35% of our customers pay monthly via our TIPPS program.
Administration will impose a 7.5% penalty on September 1, 2020 to unpaid Property Taxes as of September 1, 2020, and a penalty of 9% will be applied January 1, 2021 to unpaid Property Taxes as of December 31, 2020.
The overall pre-authorized number of accounts and payment totals from January to August 2020 have remained stable with monthly cashflows ranging between $402K to $441K. To date, seventeen accounts have requested deferrals and 260 accounts remain unpaid at tax payment deadline as at August 31, 2020 compared to 319 at tax payment deadline of June 30, 2019.
The financial implication of delaying penalties on utility bills from June 30th to August 31st has been approximately $60K.
Several final tax payments were still being received and accounted for at the time of generating this report and may be subject to change.
Utilities The Town of Morinville generates approximately $6.6M per year in combined utility revenue with approximately 3,522 accounts. Approximately 18% of our customers pay via monthly pre-authorized debit. 26
The overall number of accounts and payment totals from January to August 2020 through this program have also remained stable with monthly cashflows ranging between $94K to $108K. To date, four accounts have requested deferrals and the number of utility accounts in arrears remains consistent with that from the prior year.
The financial implication of delaying penalties on utility bills from March through August 2020 is estimated at $2K per month or $12K.
Excluding increases due to growth year over year, the year end 2020 projected year end Property Tax and Utility Accounts Receivable balances are expected to remain aligned with the prior year.
LINKAGE TO BUSINESS PLAN/STRATEGIC PRIORITIES:
Governance MSP, Strategic Plan Operating Budget
FOLLOW-UP ACTION:
As directed by Council.
27 PROPERTY TAX AND UTILITY BILL DEFERRAL PROGRAM Due to the ongoing COVID-19 pandemic, many Morinville homeowners and businesses may need extra time to pay their bills. On April 3, 2020, Morinville Town Council passed motions to provide options for homeowners and businesses to delay utility bill payments for March through August bills and to extend property tax payments to August 31, 2020. The tax penalty date has been extended from July 1 to September 1, 2020. During this time, there will be no disconnection of services or unpaid amounts transferred to tax accounts. These measures have been put in place to give homeowners and businesses some flexibility to manage their household or business finances.
Utility Bill Deferral Tax Payment Deferral 1. Will I incur interest or penalty charges for delaying bill payment 1. Will I incur interest or penalty charges for deferring property tax until September 30? payment until August 31, 2020? No – should a homeowner or business decide to delay payment, penalties No – should a homeowner or business decide to delay, penalties will not be will not be charged. No penalties would be applied to August bills until charged on property taxes until September 1, 2020. after the September 30 due date. These penalties will appear on the 2. When will I receive my property tax notice? October bills. Property tax notices will be mailed on May 1, 2020. 2. Should I delay paying my utility bill? 3. Should I delay paying my property taxes? As this is a deferral, not forgiveness of utility bills, it is recommended As this is a deferral, not forgiveness of property taxes, it is recommended that bills continue to be paid by the due date each month. The intent is to that this option only be used if needed. The intent is to provide flexibility provide flexibility for those financially impacted by COVID-19. for those financially impacted by COVID-19. Those taxpayers who are able 3. I am set up for automatic withdrawal for utility bills. Will the Town to continue to pay their taxes on schedule are strongly encouraged to do so still be taking these payments? which will support municipal operations during these challenging times. Yes - as delaying payment is only an option, those wishing to discontinue 4. I am on the TIPPS (Tax Incentive Payment Plan Service) program. the program in the short term are required to provide written notice simply Will the Town still be taking these payments? by sending your request to the tax and utility department at: Yes – as deferring payment is only an option. Those wishing to [email protected]. Note: account changes require discontinue the program in the short term are required to provide written 5 days written notice to be guaranteed. notice simply by sending your request to the tax and utility department 4. I am not set up for automatic withdrawal. Do I need to contact the at: [email protected]. Note, account changes require 5 days Town to defer? written notice to be guaranteed. No. Should you choose to delay payment, you simply do not need to pay 5. I typically pay the full amount of my taxes by the due date. Do I your bill by the normal deadline. You have until September 30 to pay utility need to contact the Town to defer? bills from March through August without penalty. No. Should you choose to delay payment, you simply do not need to pay Note: September bills reflect the consumption for the month of August. your property tax by the normal deadline of June 30. You have until 5. I may have trouble paying these bills by September 30. Are there August 31, 2020 to pay this balance. Reminder: The intent of this program is more options available? to provide flexibility for those financially impacted by COVID-19. The Town will work with residents to determine a payment plan to pay this 6. I may have trouble paying my taxes by August 31. How can I deferred balance, if required. Contact [email protected] to manage payment of my taxes during these difficult times? discuss options. Administration recommends taxpayers where possible: 6. Will the Town transfer my outstanding utility bills to my property • Sign up for our TIPPS program via our website. taxes if I choose to delay payment to September 30? • Sign up for E-Services to manage your tax account including viewing The Town will not transfer unpaid utility amounts to tax rolls until 120 days and paying taxes online. from October 1, 2020 as per our Utility Account Collection Policy. • Make affordable monthly payments through the options below to 7. Can I request a utility deferral if I am a tenant? avoid penalties. Utility accounts are the responsibility of the property owner, not the occupant, therefore, any and all account changes must be administered at the direction of the property owner registered on the land title. Landlords are encouraged to be flexible and work together with tenants to develop Methods of payments include: TIPPS, online via E-Services, cohesive payment arrangements as we collectively manage the impacts of online banking, by mail, secure drop box/ Town office. COVID-19. New: Credit card payment will be accepted by phone on utility accounts only. Payment options: Cash, cheque, debit, Visa/Mastercard for utilities only.
Support available by: Email: [email protected] | Phone: 780-939-4361 | Fax: 780-939-5633 28
Town of Morinville 2020 Pre-Authorized Payment Totals DATE TAX TOTAL # OF CITIZENS 16/Jan/20 $396,583.45 1,427 31/Jan/20 $20,273.80 43 total $416,857.25 1,470
16/Feb/20 $403,325.15 1,435 29/Feb/20 $15,574.03 41 total $418,899.18 1,476
16/Mar/20 $402,932.02 1,438 31/Mar/20 $13,760.28 37 total $416,692.30 1,475
COVID 19 Deferrals Initiated 16/Apr/20 $390,044.20 1,422 30/Apr/20 $12,935.91 37 total $402,980.11 1,459
16/May/20 $392,858.54 1,430 May 31-20 $12,218.15 37 total $405,076.69 1,467
16/Jun/20 $411,139.94 1,426 30/Jun/20 $12,687.29 37 total $423,827.23 1,463
July 16/20 $411,237.48 1,425 July 31/20 $12,687.29 37 total $423,924.77 1,462
Aug 16/20 $414,261.68 1,449 Aug 31/20 $26,833.22 40 total $441,094.90 1,489 29
Town of Morinville 2020 Pre-Authorized Payment Totals
DATE UTILITY TOTAL # OF CITIZENS Jan 31/20 $94,094.15 635 total $94,094.15
Feb 29/20 $102,351.84 642 total $102,351.84
Mar 31/20 $95,947.81 644 total $95,947.81
COVID 19 Deferrals Initiated Apr 30/20 $102,023.60 642 total $102,023.60
May 31-20 $107,155.72 650 total $107,155.72
30/Jun/20 $105,556.35 646 total $105,556.35
July 31/20 $108,577.11 644 total $108,577.11
Aug 31/20 $103,467.59 642 total $103,467.59 30
Report to Council
For Council Decision For Council Direction For Council Information
TOPIC 2020 AUMA Resolutions – Administrative Recommendations September 8, 2020
PRESENTER: Stephane Labonne, CAO ATTACHMENTS: • Administrative Recommendations for 2020 AUMA PREPARED BY: Melodie Steele, Legislative Officer Resolutions • AUMA 2020 Resolutions Book
CLEARANCES: Stephane Labonne, CAO RELEVANT BYLAWS / POLICIES / LEGISLATION: • AUMA Resolution Policy
RECOMMENDATION:
That Council accept the 2020 AUMA Resolutions – Administrative Recommendations Report as information.
PREVIOUS COUNCIL ACTION:
N/A
BACKGROUND SUMMARY:
Many issues confronting municipalities require action by other levels of government. Sometimes these issues are, or have the potential to be, common to many municipalities. Resolutions brough forward to the annual Alberta Urban Municipalities Association (“AUMA”) Convention can be an effective vehicle for dealing with these types of issues.
As set out in AUMA’s Resolutions Policy, resolutions should address a topic of concern affecting municipalities on a regional or provincial level, and must be approved by the council of the sponsoring municipality. Resolutions must not direct a municipality to adopt a particular course of action, but must be worded as a request for consideration of the issue seeking action by the AUMA members.
A resolution passed by a respective Council and forwarded to AUMA is one in which a municipal Council is hoping ultimately to have endorsed by a majority of the AUMA member municipalities.
______Submitted by: Approved by:
______M. Steele September 2, 2019 S. Labonne September 2, 2019 Legislative Officer CAO
31
BUDGET/RESOURCE IMPLICATIONS:
N/A
LINKAGE TO BUSINESS PLAN/STRATEGIC PRIORITIES:
Governance
FOLLOW-UP ACTION:
• Members of Council attending the 2020 AUMA Convention may take Administrative recommendations under advisement when voting on Resolutions. 32
Administration Recommendations for the 2020 AUMA Resolutions
Administration Rationale Recommendation 2020. Resolution – Provincial Scope *Enter “Support” or “Not Support” Category B – Issues related to AUMA’s Strategic Initiatives B1 Fiscal Framework Support Provides municipalities updated measures and tools to meet operating and capital budget needs. B2 Provincial Sales Tax for Municipal Capital Support Revenues generated will be dedicated to municipalities Project Support to support capital projects. B3 Continuation of Municipal Bonds in Alberta Support Further encourages investment in Alberta as a stable investment and will provide low cost loans to municipalities. B4 Education Property Tax Collection Support It exposes municipalities to financial risk and blurs the lines of responsibility between the municipality and Government of Alberta. B5 Education Tax Rebate Support If the Government of Alberta does not reimburse municipalities for education taxes that they cannot collect from residents, local taxpayers bear the burden of covering costs. B6 Permanent Transit Funding Support While the Town of Morinville does not currently operate a public transit system, work on building the Regional Transit Services Commission continues. Given our previous work and consideration of a cost-effective seamless system, it only seems logical that Council would support RTSC members to acquire GOA funding. B7 Community Peace Officer/Police Costing Not support The police costing model (PCM) is intended to establish Model equity amongst municipalities. The PCM does not address enhanced services utilized through CPO’s or enhanced positions with police forces. 33
B8 Resolution Against Quebec’s Bill 21 No This resolution seeks to direct the Government of Recommendation another province. B9 Provincial Support for Addressing Affordable Support This resolution seeks to increase the supply of affordable Housing and Homelessness housing and address homelessness, an issue which is prevalent in Morinville. B10 Integration of Nurse Practitioners into the No Administration has no recommendation to support/not Alberta Healthcare System Recommendation support. B11 Providing a Long-Term Source of Financial Support This resolution meets the environmental goals of Relief for Albertans Morinville’s Municipal Sustainability Plan. B12 Sustainable Funding for Water and Support The success of this resolution may lead to reduced costs Wastewater Infrastructure for Morinville, although funding would be directed to the water producer which is EPCOR. Category C – Other issues of potential interest to Alberta municipalities C1 Support for Alberta Film Industry & Economic Support The film industry and economic diversification in Alberta Diversification needs to continue growing and refining these sector opportunities. C2 Increase Provincial Flood Mitigation and Support Flooding in Alberta has become a regular annual event. Mapping Standards More accurate data standards and data modeling will enhance our ability to mitigate flood damage in the future. C3 Alberta Structure Protection Support Although Morinville is not within any GOA Forestry Protection Area, this resolution could lead to the avoidance of costs incurred by providing firefighting assistance to neighbouring municipalities. C4 Blue Lights for Tow Trucks Not support There is no empirical evidence to suggest a blue light improves safety versus the current amber lights. Blue lights are reserved for law enforcement vehicles throughout Canada. C5 Fair Increase for Wireless Device 911 Levy to Support This success of this resolution would lead to increased Modernize 911 Call Centres 911 capability and could have a positive and direct impact on Morinville residents in case of an emergency. C6 Review of Libraries Act Not support • It has been argued in the past that reopening the act would allow for the system boundaries to be revisited and although, the Morinville Community Library is not 34
currently receiving the full array of services in comparison to other neighbouring systems, Administration does not recommend reopening the act solely for that reason. • It is a benefit to libraries within a system to be able to access the support of a professional librarian which is the intent of the act and its MLIS requirements. The possibility of this being changed would drastically affect access to an important knowledge base. • Another risk would be to make changes that would negatively impact the autonomy of libraries and library boards. C7 Current Population Funding for Alberta’s Support The resolution indicates that Municipal Affairs uses the Municipal Public Libraries 2016 population to calculate provincial funding for libraries. As the Town of Morinville is growing, it would be advantageous if the funding was based on more current population information. In December of 2019, Municipal Affairs provided notification to Alberta municipalities that funding decisions from the Province would be made based on a system of provincially developed population estimates.
35 Marketing, Communications & Events Plan | Insurance & Risk Services
2020 RESOLUTIONS BOOK AUMA Annual Convention, Calgary September 23-25, 2020
Version 1 – August 19, 2020 36 2020 Resolutions Book- Version 1 – August 19, 2019
2020 Resolutions Book Version 1 – August 19, 2020
Alberta Urban Municipalities Association
2020 Convention Edmonton, Alberta September 23 - 25
Resolutions Session: September 24, 2020
Resolutions for Discussion at the 2020 Annual AUMA Convention
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Table of Contents AUMA RESOLUTIONS POLICY Page 5
Category B - Issues related to AUMA’s strategic initiatives Page 19
RESOLUTION 2020.B1 Fiscal Framework Page 20 City of Edmonton RESOLUTION 2020.B2 Provincial Sales Tax for Municipal Capital Project Support Page 24 City of Lethbridge RESOLUTION 2020.B3 Continuation of Municipal Bonds in Alberta Page 27 City of Lethbridge RESOLUTION 2020.B4 Education Property Tax Collection Page 30 Town of Drayton Valley RESOLUTION 2020.B5 Education Tax Rebate Page 33 Town of Spirit River RESOLUTION 2020.B6 Permanent Transit Funding Page 35 City of Edmonton RESOLUTION 2020.B7 Community Peace Officer/Police Costing Model Page 37 Town of Raymond RESOLUTION 2020.B8 Resolution Against Quebec’s Bill 21 Page 40 City of Edmonton RESOLUTION 2020.B9 Provincial Support for Addressing Affordable Housing and Page 42 Homelessness City of Edmonton RESOLUTION 2020.B10 Integration of Nurse Practitioners into the Alberta Healthcare Page 45 System AUMA Board of Directors RESOLUTION 2020.B11 Providing a Long-Term Source of Financial Relief for Albertans Page 48 City of Calgary RESOLUTION 2020.B12 Sustainable Funding for Water and Wastewater Infrastructure Page 51 City of Cold Lake Category C – Other issues of potential interest to Alberta municipalities Page 53
RESOLUTION 2020.C1 Support for Alberta Film Industry & Economic Diversification Page 54 Town of Okotoks RESOLUTION 2020.C2 Increase Provincial Flood Mitigation and Mapping Standards Page 58 Town of Okotoks RESOLUTION 2020.C3 Alberta Structure Protection Page 60 Town of Pincher Creek RESOLUTION 2020.C4 Blue Lights for Tow Trucks Page 62 Village of Beiseker RESOLUTION 2020.C5 Fair Increase for Wireless Device 911 Levy to Modernize 911 Page 64 Call Centres
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City of Grande Prairie RESOLUTION 2020.C6 Review of Libraries Act Page 67 Village of Ryley RESOLUTION 2020.C7 Current Population Funding for Alberta’s Municipal Public Page 69 Libraries City of Spruce Grove
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AUMA Resolutions Policy POLICY NO. AP002 – Revised August 2020
PURPOSE
1. AUMA represents over 260 municipalities that face a wide variety of complex issues. AUMA’s vision is to be a change agent that enables municipalities to be a fully engaged order of government with the capacity to build thriving communities. AUMA’s mission is to be the voice of urban municipalities and provide visionary leadership, solutions-based advocacy and service excellence.
2. As part of fulfilling our vision and mission, AUMA conducts a resolutions process that enables Member municipalities to identify and prioritize common issues and solutions that empower AUMA’s Board of Directors to advocate to the federal and provincial governments on Members’ behalf.
3. The purpose of this policy is to establish a clear and consistent process for resolutions that aligns with AUMA’s broader advocacy initiatives.
DEFINITIONS
4. In this policy: a. “Advocacy” refers to the wide variety of actions undertaken by AUMA to address municipal issues. b. “AUMA” refers the Alberta Urban Municipalities Association. c. “AUMA Administration” refers to AUMA employees. d. “Board” refers to the AUMA Board of Directors. e. “Board Member” refers to a Member of the AUMA Board of Directors. f. “CEO” refers to the Chief Executive Officer of AUMA. g. “Committee” refers to a standing Committee of the Board or an ad-hoc Committee established by the Board. h. “Convention” refers to the annual Convention AUMA holds to conduct the business of the Association, consider resolutions, and provide opportunities for education and networking. i. “Elected Representative” refers to an elected representative of a Member. j. “Member” refers to a Regular AUMA Member: any city, town, village, summer village, or specialized municipality located in Alberta.
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k. “Political Capital” refers to the goodwill, trust and influence a political figure/organization has with the public and other political figures/organizations. l. “Resolutions Book” refers to the electronic document that includes resolutions to be considered at Convention.
POLICY Call for Resolutions
5. No later than January 31 of each year, AUMA issues a call for resolutions to be considered at AUMA’s Convention during the Resolutions Session.
6. The call includes information on: a. AUMA’s resolutions policy and process, including a resolution writing guide and template; b. AUMA’s prioritization policy and process, so that Members understand how AUMA identifies the level of engagement it invests in various issues; c. Strategic initiatives approved by the Board, so Members are aware of where AUMA is focusing its attention and resources; and d. The Resolutions Library, so Members are aware of past resolutions and AUMA’s actions on them, as well as resolutions that are due to expire at that year’s Convention as per Section 62 of this policy.
Movers and Seconders
7. Resolutions may be sponsored by: a. A single Member’s council. Resolutions sponsored by a single Member must be seconded by another Member’s council; b. The councils of a group of Members. All group sponsored resolutions are deemed to be seconded; or c. The Board.
8. The sponsor of a resolution is deemed to have moved the resolution and is referred to as the “mover”.
Research and Writing
9. As outlined by the template in Appendix “A”, each resolution shall be written in the following format: a. A concise title, which specifies the issue in the resolution; b. A preamble of “WHEREAS” clauses, which provide a clear, brief, and factual context for the operative clause;
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c. An operative clause, which clearly sets out what the resolution is meant to achieve and the proposal for action; and d. Background information, which provides further context as to why the issue is important to Alberta municipalities.
10. Primary responsibility for researching and drafting resides with the mover.
11. Members are encouraged to seek initial advice from AUMA Administration on resolution topics and sources of information, as well as feedback on the format, accuracy, and clarity of draft resolutions.
Submission
12. Resolutions must be submitted to AUMA Administration no later than May 31 of each year.
13. AUMA’s CEO may grant an extension of the deadline if: a. Convention is scheduled later than Thanksgiving Day in any year; or b. Conditions prevent Members from submitting resolutions by the deadline (e.g. There is an emergency event.)
14. Resolutions must be submitted: a. Electronically, as specified in the call for resolutions; b. In the format specified by the template in Appendix “A”; c. Along with minutes that show proof of the moving and seconding councils’ approvals as required in section 7; and d. In adherence to the guidelines presented in this policy.
Emergent Resolutions
15. A resolution related to a matter of an urgent nature arising after the resolution deadline may be considered as “emergent” on a case-by-case basis.
16. The criteria of an emergent resolution are that it must: a. Deal with an issue of concern to Alberta municipalities which has arisen after the resolution deadline, or just prior to the resolution deadline, such that Members could not submit it as a resolution in time; b. Have a critical aspect that needs to be addressed before the next Convention; and c. Comply with the guidelines for resolutions set out in this policy.
17. Members wishing to move emergent resolutions shall provide notice to AUMA Administration as soon as possible with a deadline of the first day of Convention.
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18. Emergent resolutions must be submitted: a. Electronically, as specified in the call for resolutions; b. In the format specified by the template in Appendix “A”; c. Along with minutes that show proof of the moving council’s approval and d. In adherence to the guidelines presented in this policy.
19. The initial determination whether the proposed resolution meets the criteria of an emergent resolution will be made by: a. AUMA’s Board, if the proposed emergent resolution is submitted before the final Board meeting prior to Convention; or b. AUMA’s Executive Committee, if the proposed emergent resolution is submitted after the final Board meeting prior to Convention.
20. If the Board or Executive Committee determines the resolution meets the criteria of an emergent resolution, the Board or Executive Committee will second the resolution.
21. If the resolution receives initial approval for consideration after the Convention Guide is sent to be published, the mover will provide AUMA with 1,000 printed copies of the resolution.
22. Prior to the merits of any proposed emergent resolution being debated, a 2/3 majority of votes cast at Convention is required to determine whether it meets the criteria in Section 16 and therefore will be considered at the Resolutions Session.
23. Emergent resolutions accepted for consideration by the Resolutions Session shall be presented following debate of the Category C resolutions as defined in Section 25(a).
AUMA Review
24. AUMA Administration will review resolutions as they are submitted and advise movers if a resolution: a. Could trigger any of the criteria set out in Section 28; b. Addresses a topic covered by an already active resolution; c. Contradicts existing AUMA policy; d. Should be combined with a similar resolution being moved by another municipality; or
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e. Has any further deficiencies such as: i. Absence of any indication of the resolution being endorsed by the council of the moving and seconding municipality; ii. Unclear, contradictory, incorrect, or misleading statements; iii. Lack of enough background information to justify the action being proposed; or iv. Incorrect formatting.
25. AUMA Administration will compile resolutions into a draft Resolutions Book that: a. Categorizes resolutions as follows: i. Category A – position papers moved by the Board; ii. Category B – issues that relate to AUMA’s strategic initiatives; or iii. Category C – other issues of potential interest to Alberta municipalities.
Resolutions within these categories may be grouped by theme. (e.g. governance, infrastructure, safe and healthy communities)
b. Proposes AUMA comments on each resolution relating to: i. Whether and how the resolution relates to an existing AUMA position or strategic initiative; and ii. Other considerations that may affect AUMA’s ability to act on the resolution.
c. Identifies resolutions that potentially trigger the criteria set out in Section 28.
26. AUMA’s Municipal Governance Committee will review and recommend any amendments to the draft Resolutions Book as required, including proposed comments and any Section 28 concerns.
27. The draft Resolutions Book will then be forwarded to the Board for consideration.
28. To preserve AUMA’s credibility, the Board reserves the right to ensure issues raised by resolutions to be considered at Convention are related to municipal interests and do not: a. Involve conflicts between individual municipalities; b. Involve conflicts between individual municipalities and citizens, other organizations, etc; c. Involve internal issues of a municipality; d. Promote the interests of individual businesses; e. Direct a municipality to take a course of action; f. Result in the perception that AUMA is partisan and supports a political party or candidate; or g. Lack the clarity required to determine the issue and/or what is being asked of the AUMA.
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29. If Section 29 conditions exist, the Board may reject the proposed resolution and notify the mover with an explanation of why the resolution will not appear in the Resolutions Book.
30. The mover of a rejected resolution may appeal the decision by bringing forward a motion at the Resolutions Session for the resolution to be considered, and the decision can be reversed by 2/3 majority of votes cast.
31. The AUMA will electronically publish and distribute the Resolutions Book to Members at least eight (8) weeks prior to Convention to provide councils enough time to review and discuss the resolutions.
32. Resolutions are also published in the Resolutions Library on AUMA’s website and distributed at Convention.
Resolutions Session
33. All procedures at the Resolutions Session will be governed by Robert’s Rules of Order as modified by this policy.
34. As provided in AUMA’s Bylaws, quorum for all proceedings at a Resolutions Session will be comprised of Elected Representatives of 25% of AUMA’s Regular Members.
35. Prior to the beginning of the Resolutions Session, the Resolutions Session Chair will ask for a motion from the floor to adopt the Resolutions Session Agenda as presented in the Convention Guide, with the addition of any emergent resolutions submitted after the guide was published.
36. Amendments from the floor to the Resolutions Session Agenda will be accepted when duly moved and seconded.
37. The motion to approve the Resolutions Session Agenda will be passed by a simple majority of votes cast. A 2/3 majority of the votes cast will be required to approve amendments to the Resolutions Session Agenda.
38. If there are no amendments to the Resolutions Session Agenda, resolutions will be debated in the order they are presented in the Convention Guide. No further amendments to the approved Agenda will be accepted.
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39. So long as there is quorum (Section 34), the Resolutions Session shall not be closed until all resolutions listed in the agenda are debated and voted upon, or the allotted time for the Resolutions Session has expired, unless the majority of delegates present vote to extend the allotted time.
40. Resolutions which are not debated at a Resolutions Session because of insufficient time or lack of quorum will be considered by the Board following the Convention.
Adoption
41. The Resolutions Session Chair will introduce each proposed resolution by indicating its number, title, the names of the mover and seconder, and the operative clause.
42. A mover may withdraw a proposed resolution when the resolution is introduced. In this event, the Resolutions Session Chair shall declare the resolution withdrawn and no further debate or comments will be allowed.
43. Resolutions that are moved by the Board must be seconded from the floor by an Elected Representative of a Member.
44. A spokesperson from the mover will then have up to two (2) minutes to speak, followed by a spokesperson from seconder, who will also have up to two (2) minutes to speak to the resolution.
45. Next, AUMA comments on member-moved resolutions may be presented by a Board Member.
46. These comments must be approved in advance by the Board.
47. The Resolutions Session Chair will then open debate by calling for a speaker in opposition, seeking clarification or proposing an amendment.
48. Speakers will have a two (2) minute time limit and shall not speak more than once on any one question.
49. If no one rises to speak in opposition, for clarification or to propose an amendment to a resolution, the question will be immediately called.
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50. As provided in the AUMA Bylaws, the persons entitled to speak to a resolution during the Resolutions Session are: a. Elected Representatives in attendance whose municipalities are Regular Members of AUMA in good standing. b. In the event a Regular Member is unable to be represented at the Resolutions Session by an Elected Representative, an official appointed by motion of the Council to represent it, if notice of such appointment is submitted in writing to AUMA’s CEO at least three (3) days prior to the date of the Resolutions Session. c. Upon a motion from the floor, or at the discretion of the Resolution Session Chair, a representative of an Associate Member as defined in AUMA’s bylaws.
51. No debate on accompanying background material and information for resolutions is allowed.
52. When no opposing position speaker is available, the Resolutions Session Chair will declare the end of the debate and the spokesperson from the mover will be allowed one (1) minute for the closing of debate.
53. Amendments, including “minor amendments” should be submitted in writing to the Resolutions Session Chair prior to the amendment being introduced, but verbal amendments will also be accepted from the floor.
54. Amendments must be seconded from the floor or they do not proceed.
55. Debate procedures for an amendment shall be the same as for a resolution as set out in Sections 43 to 49.
56. The conflict of interest guidelines for council votes, as outlined in the Municipal Government Act, shall also apply to Convention resolution votes for all delegates. It is incumbent upon each delegate to adhere to these guidelines.
57. Voting may, at the discretion of the Resolutions Session Chair, be by: a. electronic device; b. a show of hands of eligible voters; or c. paper ballot.
58. The number of votes necessary for any resolution to pass is a simple majority of votes cast for that resolution (50% plus one vote).
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Action on Adopted Resolutions
59. All adopted resolutions will be sent to the relevant provincial and/or federal ministry or organization for response.
60. Further advocacy on resolutions will be recommended to the Board by the relevant Committee based on analysis completed using the Prioritization and Levels of Engagement Frameworks in Appendix “B”.
61. Category A resolutions are considered active until the Board deems them to be complete or inactive.
62. Category B and C resolutions have an active life of up to three (3) years if not completed before then, following which they are deemed inactive.
63. Members or the Board may sponsor renewal of a resolution that is going to expire.
POLICY REVIEW
64. This Policy will be reviewed annually. Any required changes will be presented to the AUMA Board for approval.
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APPENDICES
A. Resolution Template B. Prioritization and Levels of Engagement Frameworks
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APPENDIX A
Resolution Template
Title of resolution: Moved by: Seconded by:
WHEREAS the purpose of the “Whereas “clauses is to clearly and succinctly describe the issue or opportunity that the resolution is bringing forward, and identify why the subject is relevant to Alberta municipalities;
WHEREAS the clauses should identify whether the issue involves the need for information sharing, policy changes, legislative/regulatory change or a combination thereof, and refer to specific documents and sections whenever possible;
WHEREAS depending on the complexity of the issue, including roughly five “Whereas” clauses is ideal;
WHEREAS further information can be included in the background; and
WHEREAS these clauses should lead logically to the operative clause.
IT IS THEREFORE RESOLVED THAT the AUMA advocate for ……This operative clause is the call to action. It usually includes a request for the Government of Alberta, Government of Canada or another organization to act. This is the most important part of the resolution and should be written clearly, so there is no doubt as to what action is being requested.
BACKGROUND: No preamble can be comprehensive enough to give a full account of the situation that gave rise to the resolution. In all cases, supplementary or background information (1 to 2 pages max.) is necessary. The background should answer the following questions: • What is the impact of the issue on Alberta municipalities and how many municipalities are impacted? (Provide examples and/or statistics where possible.) • What priority should the resolution be given? • Does the issue and call to action relate to one of AUMA’s strategic initiatives? • Has the issue been addressed by AUMA in response to a resolution or otherwise in the past and what was the outcome? • Have other associations or groups acted on this issue, or are they considering action? (e.g. Is a similar resolution being considered by the Rural Municipalities of Alberta?) • What other considerations are involved? (e.g. Does the proposed action align with goals of the provincial or federal government, or other organizations?)
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APPENDIX B
Prioritization Framework Questions Sample considerations Analysis Does the issue relate to • Will action on the issue contribute towards AUMA’s strategic realizing the goals of the strategic initiatives? initiative or will it lead to scope creep without adding value?
Is the issue within • Is the issue exclusive to municipalities or municipal jurisdiction? does it also involve federal or provincial government?
What is the impact on • Is this a significant issue to a single Members and how many Member or to many Members? Members are impacted? • If the issue only impacts a few Members today, does it have the potential to impact more Members in the future?
Will engagement in this • Does the issue align with the priorities of issue build or deplete the government of the day? political capital? • Or, will we have to push to get it onto the agenda or actively counter their agenda?
Does the issue involve the • The answer to this question will influence need for: the time, resources and chances for • Information sharing? success. • Funding? • In general, changes to legislation requires • Policy Change? more time and effort than changes to • Legislative/regulatory regulations. change? • Requests for funding must consider that • All of the above? federal and provincial governments face funding constraints.
Is there an opportunity for • Does AUMA have the expertise on staff, on AUMA to add value to this the Board/Committees, among Members issue? to add value? • AUMA is often best positioned to provide input on higher level principles and only
has the capacity to engage at a detailed technical level on a limited number of issues.
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• Are there other organizations that have greater expertise and credibility on the issue? • Is it better for municipalities to respond directly, or is a collective response needed? What are timelines • Is there time to seek input from involved? Members/Committees and seek approval from the Board? • In other words, is there time to determine a collective response, or should AUMA just let Members know about an issue and let them respond individually? What are the chances of Given the answers to the above questions: success? • How likely will AUMA’s advocacy on an issue result in tangible benefits for Members? • Has the relevant decision maker (i.e. provincial or federal government) indicated they are open to making changes? Has a consultation process been initiated? Does AUMA have the Given the answers to the above questions: capacity to respond • Would action on this issue take time and effectively? resources away from key priorities? • Does AUMA have the time and resources to conduct appropriate analysis, engage Members, build partnerships, create meaningful solutions and report back to Members on this issue? Conclusion Based on the analysis above, what should AUMA’s level of engagement* be on this issue?
What action should be taken?
How will the action be reported?
*As outlined in the Levels of Engagement Framework
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Levels of Engagement Framework
Level of Potential Actions Reporting Engagement Low – Inform • Article in AUMA’s newsletter. • Information item for a • Informal email or phone call at the Committee or Board administrative level on issues that can be • Update to AUMA’s quickly resolved. Resolutions Library • Monitoring for potential future impacts. Medium – • Briefing Note or Request for Decision • Updates to the Contribute through a Committee seeking direction or relevant AUMA a recommendation to AUMA’s Board. As a Committee. result, further action may be taken • Updates to Members including: through the AUMA’s o Letters newsletter and o Meetings Resolutions Library. o Presentations to Committees. o Webinars High – Lead • Develop and implement an advocacy • Regular updates at to strategy. Board and relevant AUMA Committee. • Updates to Members through AUMA’s newsletter, website and events.
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2020 Resolutions
Category B - Issues related to AUMA’s strategic initiatives
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AUMA Resolution 2020.B1 CITY OF EDMONTON Fiscal Framework Seconded by: City of Red Deer
WHEREAS the economic crisis stemming from the COVID-19 pandemic and the recent collapse in energy prices provides a real opportunity to rethink the fiscal and economic tools historically used by municipalities;
WHEREAS the role of local governments has evolved significantly over the last couple of decades with municipalities being essential partners in developing and implementing strategies on a range of provincial priorities, including economic, social, and environmental issues;
WHEREAS Alberta municipalities, in the input they provided individually and collectively to the Government of Alberta’s modernization of the Municipal Government Act, proposed changes that included a new fiscal relationship with the province that would establish a sustainable and sufficient funding model for municipalities;
WHEREAS Alberta municipalities have long advocated for long-term, stable, predictable, and appropriate funding in order to play a meaningful role in the provincial strategy to make our economy recover and grow;
WHEREAS principles contained in legislation such as the Local Government Fiscal Framework Act, and the previous City Charters Fiscal Framework Act, are a step in the direction of municipalities being partners with the provincial government - partners that are willing and able to ride the ebbs and flows of the provincial economy;
WHEREAS municipalities are extremely constrained by legislation in their ability to generate revenue to fund their capital and operating expenses, with property taxes being an unsuitable and unsustainable tool for Alberta’s municipalities to support essential services, build robust centres of economic growth, and maintain critical infrastructure; and
WHEREAS the fiscal power and fiscal tools actually reside with other orders of government.
IT IS THEREFORE RESOLVED THAT the AUMA advocate for the Government of Alberta to reshape municipal finance for a new time and provide municipalities with reasonable measures and tools, and the responsibility that goes with them, to enable cities, towns, and villages to sustainably meet their operating and capital budget needs.
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BACKGROUND: This is an issue that impacts all municipalities, small, medium, and large. The largest cities have been at the forefront in attempting to make changes through City Charters, but municipalities of all sizes need a renewed fiscal framework. This has become more apparent in the current COVID-19 pandemic crisis, with municipalities facing huge shortfalls in revenues and not having a diverse revenue tool kit to make up for those shortfalls.
The AUMA has been active on this issue for some time. Recent resolutions and responses to provincial government budgets and legislation have addressed this matter in part (itemized below). However, this new resolution speaks more directly to the issue, and is a strong complement to previous AUMA positioning and public commentary.
• AUMA News Release (Nov 4, 2019): Municipalities need to be full partners - a statement on Bill 20 - joint release with Edmonton, Calgary, RMA o We strongly urge the Government of Alberta to amend Bill 20 to allow future municipal funding growth tied fully to provincial revenues at a one-to-one ratio which would allow municipalities to increase investment in needed infrastructure when revenue is positive, and make necessary adjustments during more challenging times. Without this complete indexing connection, municipalities will be left behind from an inflationary perspective. o “We urge the government to take a longer-term view of the role of municipalities. We encourage them to work with us to determine the appropriate formulas and solutions to help address the fiscal challenges while continuing to make our economy grow.”
• AUMA Member News (Sept 11, 2019): AUMA looks forward to working with provincial government on aspects of MacKinnon Report o AUMA remains committed to working with our partners at the Rural Municipalities Association (RMA) and the provincial government to create a new fiscal framework for municipalities that supports the province’s financial goals. It is imperative that we maintain the critical infrastructure that supports Albertans’ quality of life. This is the only way our province will continue to attract new investment and talent.
• AUMA Member News (March 26, 2019): Why municipalities need equitable infrastructure funding o Alberta municipalities need an equitable, adequate, and predictable infrastructure funding program that is established in legislation and allows municipalities to plan effectively while being flexible to the province’s fiscal realities. AUMA has proposed a new fiscal framework that offers: . Adequate funding that is equitable with the City Charters Fiscal Framework Act . Predictability by calculating the amount of annual funding based on the province’s actual revenues from three years prior . Long-term growth of the funding through a link to provincial revenues . Stability by enshrining the fiscal framework in legislation
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• Adopted-Active Resolution (2018): New funding model to replace the Municipal Sustainability Initiative o The AUMA advocate that the Government of Alberta legislate and index annual funding under the new infrastructure program as a fixed percentage of the province’s total revenue excluding transfers from the federal government and that the annual funding amount be calculated based on the province’s actual revenue from two years prior.
• AUMA News (Nov 2, 2017): Modernized Municipal Government Act proclaimed October 26 o Given the strain that new requirements will put on municipalities on top of an already challenging fiscal environment, one of our main priorities will be pushing for a new fiscal relationship with the province. Establishing a sustainable and sufficient funding model for municipalities is vital to ensuring Albertan communities remain healthy and prosperous into the future.
• Adopted Resolution (2017): Commitment to Formal Municipal Consultations on the Future of Provincial Revenue Sharing o The Alberta Urban Municipalities Association (AUMA) seek a commitment from the Minister of Municipal Affairs to timely, inclusive and comprehensive consultations with municipalities on the future of provincial revenue sharing to occur within the first six month of 2018 to ensure adequate time for feedback to be incorporated prior to expiry of the Municipal Sustainability Initiative (MSI) and that the details of those consultations are shared with municipalities sufficiently in advance.
The Federation of Canadian Municipalities (FCM) has been advocating for some time for an update to Canada’s fiscal framework that addresses the realities of 21st century mandates and responsibilities of municipalities, including the types of direct fiscal tools that can promote economic development and competitiveness at the local level. FCM has been engaging federal ministers and ministries in an ongoing dialogue on how a modernized fiscal framework can empower municipalities with the tools they need to respond to a broad range of local priorities.
AUMA Comments: The resolution aligns with AUMA’s past advocacy on the need for expanded tools for municipalities to address the current and future scope of services that municipalities will be responsible for. The continual change in expectations of local public services along with changes in demand for non-residential property, and the downloading of public services by other levels of government highlight the importance that municipal governments have the appropriate fiscal tools to sustainably serve Alberta communities into the future.
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If this resolution is adopted, given the complexity of this issue and its linkages to other AUMA positions, AUMA would approach this issue with a high level of engagement with members to define priority financial tools, measures, and targeted outcomes and then engage the Government of Alberta on members’ recommendations for a new fiscal framework.
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AUMA Resolution 2020.B2 CITY OF LETHBRIDGE Provincial Sales Tax for Municipal Capital Project Support Seconded by: City of Brooks
WHEREAS it is difficult for Alberta municipalities to build capital projects based on funds generated by property taxes alone;
WHEREAS Alberta municipalities depend upon provincial grants to support capital projects in our communities;
WHEREAS Alberta municipalities understand the Government of Alberta’s desire to reduce provincial spending;
WHEREAS Alberta municipalities understand that part of this reduced spending includes a reduction in funds available for municipal capital grants;
WHEREAS in the absence of provincial grants, Alberta municipalities lack the appropriate tools to generate additional revenues for capital projects;
WHEREAS the Government of Alberta, as outlined in the 2019-2023 Municipal Affairs Business Plan, wants to “work collaboratively with municipalities in continuing to offer and develop tools and programs to support well-managed, accountable, and sustainable municipalities”;
WHEREAS the Government of Alberta desires to help municipalities “meet their strategic long-term infrastructure needs”;
WHEREAS the Government of Alberta could support municipalities by implementing a provincial sales tax of one (1) per cent;
WHEREAS this sales tax would be dedicated solely to generate revenues for municipal capital projects only; and
WHEREAS this sales tax could generate approximately one point one billion dollars ($1,100,000,000) annually for municipal capital projects.
IT IS THEREFORE RESOLVED THAT the AUMA request that the Government of Alberta implement a provincial sales tax of one (1) per cent, with revenues generated from that tax being completely dedicated to Alberta municipalities, solely for the purpose of provincial financial support of capital projects in Alberta’s communities.
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BACKGROUND: Alberta municipalities have two primary sources of direct revenue collection: property taxes and fees. Considering the vast number of capital projects that municipalities are responsible for, these revenue sources are often not enough to subsidize this necessary work. The diversity of capital projects necessary ranges from the improvement of roads to the construction of water treatment plants and recreational facilities. All of this work is necessary to ensure our communities are livable and vibrant. In order to maintain these vital projects, we wish to advocate for the implementation of a one (1) per cent provincial sales tax (PST), with all collected funds to be redirected solely to municipal capital projects.
With the economic downturn of 2020 having dramatic effects on Alberta’s economies, revenues for many Alberta communities have been significantly impacted. The COVID-19 pandemic has been one of many crises that have impacted daily life over the past several years, from floods and fires to the opioid addiction crisis. Managing these crises has impacted the organizational capacity of many municipalities across the province. Along with the compounding effects of the growing urban-rural divide, many communities are struggling to maintain operational funds, let alone securing the funds for large capital projects. While municipalities are receiving nine hundred and ninety-three million dollars ($993,000,000) in funding from the Municipal Sustainability Initiative (MSI) and the Basic Municipal Transportation Grant (BMTG) program in 2020, funding cuts are proposed for 2021 and beyond. With less funding circulating overall, Albertan municipalities will struggle to sustainably and responsibly source the means to maintain current levels of funding for necessary capital projects.
The Province is empowered to implement a PST under sections 92.2 and 92.8 of the Constitution Act 1867. This is exactly the type of injection our communities need in this unprecedented historical moment. This funding will help maintain the high quality of life that people expect from Alberta living. All kinds of capital projects are necessary to keep our communities, safe, accessible, and lively. In order to remain a province that people are proud to call home, municipalities need to be empowered to take control of their own prosperity. This additional revenue source would be one step toward that empowerment.
Other than the 4 per cent taxes on lodging and hotel room fees, Alberta is the only province in Canada without some form of PST. If the Province were to implement a sustainable 1 per cent PST, with all funds being redirected to municipalities for capital projects, that would amount to an additional one point one billion dollars ($1,100,000,000) in annual funding for necessary infrastructure projects across Alberta’s communities. The Province would need to develop an allocation formula to ensure that this additional funding is distributed equitably. Any additional funding to offset the reductions from upcoming cuts will be vital in ensuring our communities can recover from the variety of social, environmental, and economic catastrophes suffered over the past several years.
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AUMA Comments: AUMA does not have a current position on this particular issue. AUMA has advocated for municipal governments to have an expanded set of fiscal tools available to meet the long- term infrastructure needs of Alberta’s communities. Saskatchewan’s Municipal Revenue Sharing program is based on 0.75 of one full point of the PST and the Association of Municipalities of Ontario (AMO) is advocating for Ontario’s provincial sales tax to be increased by one per cent to fund municipal infrastructure.
If this resolution is adopted, given the complexity of this issue and its linkages to other aspects of municipal finance, AUMA would approach this issue with a high level of engagement with members to develop and implement an advocacy strategy that takes into account all related priorities and advocacy positions.
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AUMA Resolution 2020.B3 CITY OF LETHBRIDGE Continuation of Municipal Bonds in Alberta Seconded by: City of Grande Prairie & City of Brooks
WHEREAS it is difficult for Alberta municipalities to build capital projects based on funds generated by property taxes alone;
WHEREAS the Government of Alberta, as outlined in the 2019-2023 Municipal Affairs Business Plan, wants to “work collaboratively with municipalities in continuing to offer and develop tools and programs to support well-managed, accountable, and sustainable municipalities”;
WHEREAS the Government of Alberta desires to help municipalities “meet their strategic long-term infrastructure needs”;
WHEREAS Alberta municipalities depend upon a variety of funding sources to support capital projects in our communities, inclusive of low-cost loans;
WHEREAS Alberta municipalities understand the Government of Alberta’s desire to reduce provincial spending;
WHEREAS Alberta municipalities understand that part of this reduced spending includes alterations to existing structures, programs, and services under the purview of the Province;
WHEREAS in the absence of various Provincial structures, programs, and services, Alberta municipalities lack the appropriate tools to generate additional revenues for capital projects;
WHEREAS the Government of Alberta is dissolving the Alberta Capital Finance Authority (ACFA), with the role of providing low-cost loans to local authorities to be continued by the Province;
WHEREAS maintaining access to low-cost loans is important to allow community projects to proceed as needed while limiting the long-term cost of community infrastructure for taxpayers;
WHEREAS one of the strategies used by ACFA to generate funds was through the issuing of municipal bonds (called “munis”);
WHEREAS the Government of Alberta could support municipalities by continuing to issue munis;
WHEREAS as a further strategy to encourage investment into Alberta and Alberta municipalities would be to make munis an appealing investment tool; and
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IT IS THEREFORE RESOLVED THAT the Alberta Urban Municipalities Association (AUMA) advocate to the Government of Alberta to ensure that there is a sufficient supply of capital for local authorities to continue to access low-cost infrastructure loans as needed through the Government of Alberta; and
FURTHER BE IT RESOLVED THAT the AUMA advocate for the Government of Alberta to provide a regulatory environment where municipal governments can issue bonds to generate capital for local infrastructure needs and offer an opportunity for local, domestic, and international investors to invest in Alberta communities.
FURTHER BE IT RESOLVED THAT the AUMA advocate to the Government of Alberta to ask the Canada Revenue Agency (CRA), through the federal Minister of National Revenue, to consider Alberta municipal bonds as a tax-exempt investment income instrument.
BACKGROUND: The Alberta Capital Finance Authority played a critical role in providing low-cost loans to municipal governments and other local authorities to lower the costs of capital projects for Alberta communities. As of 2019, municipal authorities and regional service commissions have $10.3 billion in ACFA loans, representing 64 per cent of ACFA’s total loan portfolio1. The Province’s 2019-2023 Fiscal Plan states that existing ACFA loans and liability will be taken on by the province, and that “the program of providing low cost loans to local authorities will be continued by the province.” (p. 168) However, the volume, distribution, and conditions of this lending have yet to be outlined.
Municipalities are familiar with the terms, conditions, and processes of the ACFA’s municipal bonds. If the Province is continuing to provide lending to local authorities, it would be effective for both the Province and municipalities for the issuance of ACFA’s municipal bonds to continue in some form. Across all of Alberta’s municipalities, this would ensure continuity in work and anticipated deadlines. Allowing the process to remain despite the change in oversight ensures that our communities can still fund vital projects responsibly without creating additional risk or concern.
While the Province is struggling during this time to balance books just as much as any other governing body, if the supply of low-cost loans for local projects is reduced, it will actively harm our communities, making necessary growth and development less affordable for the communities that need it the most. While budgeting to ensure short terms sustainability for our province is important, investing in our communities and our future is how we develop a provincial economy that is not only stable, but sustainable. As funding for capital projects becomes less and less predictable, services and infrastructure necessary for daily life will have less support, and quality of life overall will fall in our province. Maintaining municipal bonds as a resource for municipalities is a stopgap against the economic hardships our communities are already facing.
1 2019 ACFA Annual Report, page 23. https://acfa.gov.ab.ca/nav/annual-reports.html
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The recommendation that municipal bonds be considered a tax-exempt investment tool is to further encourage investment in Alberta communities as a stable investment with limited tax burden. This practice is common in many regions of the United States to encourage investment in communities.
AUMA Comments: AUMA does not have an existing position on this issue. While the Government of Alberta has messaged that municipalities will not be impacted by the dissolution of the Alberta Capital Finance Authority, it remains to be seen whether the province’s new oversight of the program and its financial capacity today and into the future could potentially change the scope of borrowing that has traditionally been available to local authorities. Providing municipalities the ability to issue bonds offers an additional financial tool and more autonomy for municipalities to manage their financial affairs, which can contribute to long-term viability.
If this resolution is adopted, given the complexity of this issue and its linkages to other aspects of municipal finance, AUMA would approach this issue with a high level of engagement with members to develop and implement an advocacy strategy that takes into account all related priorities and advocacy positions.
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AUMA Resolution 2020.B4 TOWN OF DRAYTON VALLEY Education Property Tax Collection Seconded by: City of St. Albert
WHEREAS currently municipalities are responsible to collect the Education Property Tax on behalf of the Government of Alberta as laid out in the Municipal Government Act and School Act;
WHEREAS the Government of Alberta is the taxing authority that sets the Education Property Tax Rate on an annual basis, which is then collected by municipalities on the Province’s behalf;
WHEREAS education funding is the responsibility of the Government of Alberta and education has an impact on all residents of the Province of Alberta;
WHEREAS the collection of the Education Property Tax can have a significant impact on municipalities as it creates an additional encumbrance and uncertainty in planning a municipality’s budget due to the fluctuating education mill rate;
WHEREAS the collection of many government taxes, fees and charges are completed online and customer service expectations in a post-COVID-19 environment will be that more government services can be delivered electronically moving forward; and
WHEREAS municipalities are required to submit payments of the Education Property Tax before full collection is completed at a local level and a default on Education Property Tax payments might result in municipalities losing their ability to receive grant funding.
IT IS THEREFORE RESOLVED THAT AUMA advocate for relieving Alberta’s municipalities from the task of collecting Education Property Tax, and instead urge the Government of Alberta to take on the responsibility of collecting the Education Property Tax on a provincial level.
BACKGROUND: Over the last few decades, the collection of Educational Property Tax by municipalities on behalf of the Province has been a concern for municipalities and, therefore, has been brought forward previously by the AUMA, as well as the RMA, for consideration. However, as times and governments move forward, it seems timely to draw attention to this concern of so many Alberta municipalities once more.
The Alberta School Foundation Fund (ASFF) which ensures that the Education Property Tax is accounted for separately from other revenue was established by the Government of Alberta in 1994. The Municipal Government Act (MGA) and Education Act provide the legislation for the Education Property Tax.
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Based on equalized assessment value, the province calculates each year what amount a municipality must contribute. Municipalities are responsible to calculate the amount that each resident has to pay based on their assessed property value. Municipalities must collect the tax from each ratepayer and forward it on to the Province by submitting the contribution to ASFF.
However, using municipalities as agents in collecting the tax is an antiquated system with the technology that is available these days. The COVID-19 pandemic has proven that Albertans are adaptable and will expect more automation of government services moving forward. The Province has an excellent opportunity to utilize technology to collect education taxes on their own behalf, which will also provide taxpayers with a direct line of sight where their tax dollars are spent provincially versus municipally.
Furthermore, it is an encumbrance for municipalities in regards to municipal budget planning as the fluctuation in the education mill rate might force municipalities to adjust their yearly budget to keep taxes at an affordable level – taking into consideration what impact the Education Property Tax has on each ratepayer and at the same time seeking to keep up the level of services.
It should also be noted that the current system blurs the lines of accountability and transparency and leads to a misconception amongst taxpayers in regard to municipal government taxation. Often, it is not clear to residents that approximately 30 per cent of their property tax goes to the province and not to the municipality that taxes them. As a result, municipalities are often being unduly criticized for raising taxes.
In case a resident is unable to pay taxes partially or in full, or in arrears of paying taxes, the municipality is still required to make the quarterly payments to the Province. This means that the municipality might be fronting money that could be allocated towards other municipal programs or services.
Finally, with limited revenue options in the first place, it is a concern for municipalities that any default in Education Property Tax payments results in municipalities losing their ability to receive grant funding from the Government of Alberta until such payments are made.
In order to address the above noted concerns, it is recommended to pursue necessary changes to the MGA and Education Act.
AUMA Comments: AUMA has previously advocated for changes to the regulation and administration of education property tax based on member adopted resolutions including: • Provincial Responsibility for Education Property Tax Collection (2014) • Amendments to Educational Requisition Cap (2016) If this resolution is adopted, given the complexity of this issue and its linkages to other aspects of municipal finance, AUMA would approach this issue with a high level of
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engagement with members to develop and implement an advocacy strategy that takes into account all related priorities and advocacy positions.
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AUMA Resolution 2020.B5 TOWN OF SPIRIT RIVER Education Tax Rebate Seconded by: The Town of Sexsmith
WHEREAS the Government of Alberta has the right to requisition education taxes from municipalities;
WHEREAS there is no provision in place for municipalities to get credits back from the provincial government for education property taxes not paid by their residents;
WHEREAS the Government of Alberta continues to requisition school taxes on delinquent accounts from municipalities each year whether or not municipalities have collected any education property taxes on those accounts; and
WHEREAS during an economic recession municipalities not only suffer losses from the inability to collect municipal property taxes but also from the education taxes that are not collected but must be paid to the provincial government. This results in other taxpayers covering the cost of the uncollected education taxes year after year.
IT IS THEREFORE RESOLVED THAT AUMA petition the Government of Alberta to provide tax rebates on uncollected education property taxes to the affected municipalities.
BACKGROUND: An example of a situation where a rebate would be beneficial is when a municipality has a property for which the taxes are in arrears. If taxes levied each year are $5,000 combined for both municipal and education, the municipal portion would be $4,000 and the education tax would be $1,000 per year, equaling 20% of total taxes. Over a period of time, the municipality will get control of the property through tax foreclosure. However, the cumulative total of education property taxes paid to the province can be substantial during the period including the amount of time the property is in arrears, the foreclosure process, and the length of time the property is held by the municipality until it sells . Additionally, if the sale price of the property is not enough to fully recover all property taxes owing, this could result in a substantial loss to the taxpayers of the municipality.
If the provincial government does not reimburse municipalities for education taxes that they cannot collect from residents, the municipalities’ taxpayers that are diligently paying their taxes bear the burden of covering the costs of those not paying education taxes.
The Town of Spirit River respectfully asks for your cooperation in supporting of this resolution.
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AUMA Comments: AUMA has previously advocated for changes to the regulation and administration of education property tax based on member adopted resolutions including: • Provincial Responsibility for Education Property Tax Collection (2014) • Amendments to Educational Requisition Cap (2016)
As part of our advocacy to the Government of Alberta related to COVID-19 and the financial needs of municipalities, AUMA has recently advocated for the province to develop a mechanism to waive the requirement for remittance of the education property tax on credit defaults.
If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Municipal Governance Committee in the context of related priorities and positions.
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AUMA Resolution 2020.B6 CITY OF EDMONTON Permanent Transit Funding Seconded by: City of St. Albert
WHEREAS Public transit is among the most costly of municipal infrastructure and is beyond the capacity and means of municipalities to plan, design and construct on their own;
WHEREAS Efficient public transit means less congestion, faster commutes, more convenience, higher productivity, improved labour mobility, lower emissions and expanded economic development;
WHEREAS Building modern transit takes decades of continuous planning, design and delivery;
WHEREAS Future public transit network expansion projects will require an ongoing funding commitment by both senior orders of government to enable municipalities to successfully move forward;
WHEREAS Public transit projects create jobs for Albertans in planning, design, construction and operations and drive provincial economic outcomes;
WHEREAS Stable and predictable funding facilitates effective long-term planning and enables cities to confidently advance transit infrastructure priorities that meet the needs of residents and businesses and support the growth and economic prosperity of the province;
WHEREAS There are indications that the Government of Canada plans to invest in public transit infrastructure past 2027, which means matching long-term provincial transit funding is essential to deliver service to Albertans; and
WHEREAS The recently repealed City Charters Fiscal Framework Act provided a model for a long-term transit agreement that would have guaranteed Edmonton and Calgary with the predictable funding required for public transit growth and renewal needs for the long term.
IT IS THEREFORE RESOLVED THAT the AUMA advocate for the Government of Alberta to reinstate permanent long-term transit funding that would provide predictable and stable funding so that Alberta municipalities with public transit can maximize the benefits of the strategic investments and contributions from the other orders of government.
BACKGROUND Building and maintaining public transit networks is an issue for the medium and large cities in Alberta with public transit systems. The scale and scope of these projects is beyond the capabilities of municipalities to plan, design and construct on their own.
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The issue of public transit has not been a specific focus for AUMA since it involves only a small number (18) of its members, although those members affected do make up more than two- thirds of Alberta’s population. However, AUMA has advocated for stable and predictable large infrastructure funding, which impacts all Alberta municipalities (example below).
• Expired Resolution (2016): Municipal Participation in Bilateral Funding Agreements The Alberta Urban Municipalities Association advocate to the federal and provincial government to participate in the development of these important bilateral agreements for the federal infrastructure fund.
The Federation of Canadian Municipalities (FCM) has taken strong positions on long term transit funding. FCM has an ongoing advocacy position that the federal government establish a permanent federal funding mechanism to set Canada on a path to 21st century public transit nationwide. By allocating funds directly to transit systems, this mechanism will unlock local expertise—and support the continuous growth of the transit Canadians rely on.
The Canadian Urban Transit Association (CUTA) has also been a strong advocate for stable and predictable infrastructure funding from governments. In a letter to the Government of Alberta earlier this year, CUTA spoke up for the interests of those Alberta communities where dependable transit is integral to the local economies: “ongoing, stable funding is essential to maintaining a strong, efficient and resilient transit system.”
AUMA Comments: As identified in the background, AUMA has consistently called for stable, predictable infrastructure funding to support sound long-term infrastructure planning. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Infrastructure and Energy Committee in the context of related priorities and positions.
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AUMA Resolution 2020.B7 TOWN OF RAYMOND Community Peace Officer/Police Costing Model Seconded By: Town of Cardston
WHEREAS towns and other municipalities employ Community Peace Officers (CPO) under the Peace Officer Act to enforce municipal and local bylaws along with provincial statutes;
WHERAS the RMA has a position statement on rural crime and in specific Community Peace Officers that play an important role in many rural municipalities by enforcing municipal bylaws and some provincial laws;
WHEREAS towns and other municipalities are responsible for ensuring they have bylaws in effect for the safe and orderly operations of their respective town and municipality and that they have people in place to enforce these municipal bylaws;
WHEREAS towns and other municipalities under 5000 population are now required to pay a portion of frontline policing costs; and
WHEREAS the Police Funding Model (PFM) does not consider the cost and levels of law enforcement towns and municipalities are already financially responsible for.
THEREFORE, BE IT RESOLVED that the AUMA lobby the Alberta Government to reconsider the new Police Funding Regulation to take into account the towns and other municipalities that are already financially responsible for Community Peace Officers and other levels of Law enforcement that currently assist in front line policing.
BACKGROUND: In December 2019, the Alberta Government introduced a new PFM (starting in 2020) that requires all Towns and municipalities under 5000 population (that are policed by the RCMP under the Provincial Police Services Agreement) to a pay a percentage of policing cost collected under the model at a rate of 10% in year one, 15% in year two, 20% in year three, and 30% in years four and five. At this point, the increase will occur on April 1 of each year to align with the Government of Alberta’s fiscal calendar. According to the Police Funding Regulation (Alberta Regulation 7/2020), each municipality’s cost requirement is based on a formula that weighs equalized assessment at 50% and population at 50%, and includes modifiers related to shadow populations, crime severity, proximity to detachment, and existing enhanced policing positions. We would like this formula to include a subsidy for municipalities that employ peace officers.
A provincial police advisory board will be formed, which will include one AUMA and RMA representative from each of the four RCMP districts in Alberta. This board will be used to help facilitate more local input into policing, but no details as to the function or scope of the board
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are available yet. While the formation of the provincial police advisory board is positive, there is no indication that the model will include a mechanism for improved local input into policing at the detachment level.
Consultations were initiated over 2019 regarding policing costs and the proposed PFM. However, other levels of law enforcement that were being provided and paid for by the respective towns and municipalities, were not considered and the costs of providing Community Peace Officer services. Currently, 123 municipalities (rural and urban) employ approximately 430 peace officers. The costs associated with employing peace officers varies throughout the province, but the town of Raymond (partnering with three other municipalities) employs three full-time peace officers for a yearly cost of approximately $165,000 per officer.
Community Peace Officer regular duties include, but are not limited to investigating and resolving complaints regarding Municipal and County Bylaw matters, dangerous and unsightly premises, animal and dog control, assisting AHS and their Peace Officers, providing effective municipal traffic enforcement patrol coverage, other provincial offences, while ensuring public education, awareness and safety.
Community Peace Officers are in place to assist local police and provide services that free up the frontline police officers to focus on criminal activities and higher priority crime (as in the rural crime initiative). RCMP can assist with local bylaws that are agreed upon with the local CAO, however, should only be ones that do not take away from the main duties and responsibilities of the police (i.e. bylaw noise complaints, dog attacks, etc.).
The added costs of paying for front line policing does not guarantee more officers will be provided to all local RCMP detachments and the provincial government has indicated that they will be hiring 300 additional officers for front line policing (with the revenue generated from the PFM) to be spread out over the entire province but did not mention how and where they will be deployed.
Some Towns and municipalities may be forced to cut or reduce the number of Community Peace officers they employ (Town of Fort Macleod as an example) as a way of paying for the policing costs, resulting in law enforcement personnel being reduced and taken off from front line law enforcement services and therefore increasing the roles on the already overburdened existing police officers.
Towns and Municipalities are already facing revenue shortfalls from reduced government funding, lower fine revenue collected from the government, unpaid taxed from oil wells, COVID 19 pandemic, etc. and now the added policing costs have increased the financial burden on the towns and municipalities as a result.
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References Alberta Justice and Solicitor General (February 2012) Public Security Peace Officer Program Rural Municipalities of Alberta Position Statement on rural crime and Community Peace Officers Alberta Government Policing Cost Funding Model (and Regulation – Alberta Regulation 7/2020).
AUMA Comments: AUMA does not have currently have a position on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by AUMA’s Safe and Healthy Community’s Committee within the context of related priorities and positions.
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AUMA Resolution 2020.B8 CITY OF EDMONTON Resolution Against Quebec’s Bill 21 Seconded by: City of Calgary
WHEREAS the National Assembly of Quebec passed Bill 21: An Act Respecting the Laicity of the State, a secularism law which bans public servants from wearing religious garb and symbols in the workplace;
WHEREAS the Charter of Rights and Freedoms and Alberta Human Rights Act, which enshrines the freedom of belief and expression, and expressly prohibits discrimination on the basis of religious beliefs, respectively; and
WHEREAS the Alberta Urban Municipalities Association is committed to supporting strong, multicultural, and inclusive communities.
IT IS THEREFORE RESOLVED THAT the Alberta Urban Municipalities Association provides a statement of support condemning and opposing any law that would seek to restrict or limit the religious and cultural freedoms of our citizens and continues to support building and welcoming communities across our province.
BACKGROUND: In the Summer of 2019, Quebec’s National Assembly introduced and passed Bill 21, formally known as An Act Respecting the Laicity of the State. This bill prohibits public servants (teachers, police officers, judges, etc.) from wearing religious garb or symbols while in the workplace, including: turbans, hijabs, crosses, and yarmulkes.
Bill 21 is in direct contravention of Section 2 of the Charter of Rights and Freedoms, which guarantees all persons in Canada the right to freedom of religion and freedom of expression. Upon introducing Bill 21, the governing Coalition Avenir Québec invoked notwithstanding clause, which permits provincial legislatures to override sections 2 of the Charter. Religious groups in Quebec have launched legal challenges to Bill 21, and the decision is making its way through the courts.
While this bill is only in effect in Quebec, the effects of it can be felt by equity-seeking individuals and groups across Canada. Democratic governments are tasked with protecting the rights of marginalized communities; and the enacting of this legislation in Quebec can be viewed as encroaching on a fundamental right that all Canadians are entitled to.
Alberta is not immune to discriminatory, exclusionary, and prejudicial attitudes and it is important that elected leaders set the tone against such sentiments. AUMA and many member municipalities large or small throughout Alberta have welcoming and inclusive communities.
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AUMA’s Welcoming and Inclusive Communities (WIC) initiative is a partnership between the Alberta Urban Municipalities Association (AUMA) and the Government of Alberta to support municipal governments to be leaders in the implementation of policies and practices that create and maintain welcoming and inclusive communities in Alberta. The goal of the WIC initiative is to create communities where all residents and visitors enjoy a sense of belonging and where diversity adds to the social and economic vibrancy of the community and improves the quality of life for all residents. Taking a firm stand on Quebec’s Bill 21 confirms the commitment of Alberta municipalities to continue working towards being more welcoming and inclusive of all. Through this resolution, the City of Edmonton asks that AUMA to issue a public statement of support to acknowledge that Alberta’s municipalities oppose the legislation of discriminatory practices that are being employed in other Canadian jurisdictions.
AUMA Comments: If this resolution is adopted, it would inform AUMA’s Welcoming and Inclusive Communities initiative to encourage dialogue about and implementation of policies and practices to eliminate issues of racism and discrimination in Alberta’s communities.
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AUMA Resolution 2020.B9 CITY OF EDMONTON Provincial Support for Addressing Affordable Housing and Homelessness Seconded by: City of Grande Prairie
WHEREAS the provision of affordable housing and addressing homelessness falls within Federal and Provincial spheres of jurisdiction;
WHEREAS the Government of Canada recognized that adequate housing is a fundamental human right affirmed in international law, and that housing is essential to the inherent dignity and well-being of the person and to building sustainable and inclusive communities;
WHEREAS the Government of Canada renewed their support for affordable housing, and reducing chronic homelessness nationally by 50% by fiscal year 2027 to 2028, through the National Housing Strategy and a commitment to invest $40 billion in capital over 10 years;
WHEREAS the Government of Alberta signaled its commitment to build more affordable housing in Alberta’s Provincial Affordable Housing Strategy, and the 2020-23 Strategic Plan further states that the province will ensure the availability of more affordable housing, and will support affordable and accessible housing for those Albertans most in need;
WHEREAS the Government of Alberta, through the Alberta Social Housing Corporation, signed in April 2018 a bilateral agreement with the Canada Mortgage and Housing Corporation that will provide Alberta with almost $340 million in federal funding for affordable housing from 2019 to 2028.
WHEREAS according to the Government of Alberta’s Economic Multiplier Analysis, every $1 invested in building affordable housing creates $1.74 in total economic output;
WHEREAS the Government of Alberta’s capital investments in affordable housing are projected to significantly decline between 2020 to 2023, while the need for supporting Alberta’s most vulnerable populations is expected to increase throughout the COVID-19 public health crisis;
WHEREAS the purpose of municipalities are to develop and maintain safe and viable communities, and provide services and facilities that are necessary as established through Alberta’s Municipal Government Act; and local residents, businesses, and communities are expressing concerns to their municipalities about the negative impact that homelessness is having on both individuals experiencing homelessness and the broader community;
WHEREAS growing demands for affordable housing cannot be achieved by any single order of government, but municipalities continue to work in partnership with a wide range of private and non-profit providers to help develop, manage and maintain the supply of affordable housing.
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IT IS THEREFORE RESOLVED THAT the Alberta Urban Municipalities Association advocate to the Government of Alberta to: ● Invest immediately in the development of new affordable housing units as a means to create jobs, stimulate the economy, maximize the funding that can be leveraged from the Government of Canada, and support those most vulnerable to the economic and health impacts of the COVID-19 crisis. ● Invest immediately in the cost- effective health and support services needed to help those with complex needs get housed and stay housed, resulting in a visible reduction in homelessness and a drastic savings in health, justice, and law enforcement costs. ● Introduce mandatory operation guidelines for all emergency shelters in order to maximize utilization rates through consideration of design and safety best practices and reduce social disorder related to shelter practices and people sleeping outside. These guidelines should address the challenges and barriers that people sleeping outside face when trying to access shelter services, such as the lack of continuous stay options, storage space for personal belongings, accommodation for pets and couples, inappropriate or insensitive cultural practices, fear of violence and for personal safety, and inconsistent barring practices.
BACKGROUND: The federal, provincial and municipal governments have had traditional roles in the provision of services in their jurisdictions. However, in recent decades, there has been increasing overlap and greater complexity through the transfer or assumption of responsibilities to municipalities without the resources to support them. An example is affordable housing programs that have traditionally been provided and funded by higher-order governments (provincial and federal) but are now seeing greater required involvement by municipalities.
Municipalities are committed to increasing the supply of affordable housing for vulnerable populations and supporting homeless populations with complex needs (which may include shelter options, bridge housing, modular housing and permanent supportive housing), while recognizing that this requires the strategic and coordinated actions of a number of active partners including the federal and provincial governments, municipalities, non-profit developers, contracted social service agencies, and private sector builders.
Municipalities further recognize that increasing the supply of affordable housing and providing all the necessary homelessness supports cannot be sustained by any single order of government or organization, as this requires dedicated, and increased sources of funding, which must be provided by all orders of government.
The Government of Alberta’s 2020-23 Capital Plan Details by Ministry unfortunately shows a declining investment planned across a number of Ministry of Seniors and Housing capital affordable housing portfolios (Planning for Affordable Housing; Family and Community Housing Development and Renewal; Indigenous Housing Capital Program; New Housing Supply; Preservation; and Seniors Housing Development and Renewal). From a total of $215.7M in 2020-21, down to $123.1M in 2021-22, and down further to $77.9M in 2022-23.
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On February 28, 2020, AUMA released its P reliminary Analysis of the Government o f Alberta’s 2020 Budget which included the following comments regarding Affordable Housing: “AUMA is very concerned to see significant cuts to capital investment in affordable housing for both the development of new units, as well as the maintenance and repair of existing units. Addressing Alberta’s lack of affordable housing is a priority for municipalities. In addition to stimulating employment and economic growth, capital investment in affordable housing yields long-term savings for all levels of government due to decreased use of health services, police and justice services, child welfare, and other services such as homeless shelters, income supports, and addictions and mental health supports.”
On June 29, 2016, AUMA advanced the following submission to inform the provincial affordable housing strategy, which stated the following which is as relevant today as it was four years ago: “Action is needed to address the critical shortage in the provincial supply of affordable housing. In addition to direct investment, the province can use its financial and policy levers to develop strategies and incentives that will increase the availability of affordable housing options through renovation, repair, and new construction of market housing, affordable housing, social housing, and permanent supportive housing units”.
AUMA Comments: This resolution aligns with previous AUMA advocacy around affordable housing. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Safe and Healthy Communities Committee within the context of related priorities and positions.
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AUMA Resolution 2020.B10 AUMA BOARD OF DIRECTORS Integration of Nurse Practitioners into the Alberta Healthcare System Seconded by: N/A
WHEREAS Nurse Practitioners are expert clinicians with advanced training, who are able to provide comprehensive primary, acute and specialty health care;
WHEREAS smaller municipalities in Alberta experience challenges accessing essential healthcare services and therefore need access to alternative options to a traditional physician- oriented service delivery model;
WHEREAS the Government of Alberta recognizes the potential of Nurse Practitioners in meeting the healthcare needs of Albertans and saving the healthcare system money;
WHEREAS current provincial grant funding programs for Nurse Practitioners are short term and do not address the broader funding models that create a barrier to greater integration of Nurse Practitioners into the healthcare system; and
WHEREAS provisions in the Mental Health, Vital Statistics and Nursing Home Acts, further prevent Nurse Practitioners from providing services they are qualified to conduct.
IT IS THEREFORE RESOLVED THAT the AUMA advocate for the Government of Alberta to remove the legislative and funding barriers that impede greater integration of nurse practitioners into the healthcare system.
BACKGROUND: The March 2015 Rural Health Services Review Final Report clearly stated that Albertans are struggling to obtain access to essential healthcare services. Feedback provided by Albertans, documented in the report, identified that Albertans support the implementation of Nurse Practitioners as an approach to improving access to essential healthcare services.
In Alberta, Nurse Practitioners are Master’s and PhD prepared autonomous health professionals who provide essential healthcare services grounded in professional, ethical and legal standards. Nurse Practitioners integrate their in-depth knowledge of advanced nursing practice and theory, health management, health promotion, disease/injury prevention, and other relevant biomedical and psychosocial theories to provide comprehensive health services.
From a funding perspective, Nurse Practitioners are labelled as a member of a multi- disciplinary team, as opposed to a primary care provider like a physician. Therefore, while physicians are paid directly by the Alberta Health Care Insurance Program for services they provide, Nurse Practitioners are paid out of the budget for a hospital, clinic, or primary care network. As a result, about 60 percent of Alberta's approximately 500 Nurse Practitioners are employed by Alberta Health Services in hospital settings. In contrast, throughout Canada,
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about 66 percent are employed in community settings and only 24 percent work in hospitals. Municipalities have identified the opportunity to increase the number of Nurse Practitioners in rural/small community settings to improve access to healthcare. Providing a more flexible funding model would support the longer-term integration of nurse practitioners throughout the province.
AUMA’s advocacy on Nurse Practitioners started with a resolution adopted in 2015, Promoting the Use of Nurse Practitioners within the Alberta Healthcare System, which called for the Government of Alberta to allocate funding to models of remuneration that support the integration of nurse practitioners within the Alberta healthcare system.
Since 2015, the province has provided grants and developed programs related to Nurse Practitioners. For example, in 2016, the province launched the $10 million Nurse Practitioner Demonstration Project, which explored the increased use of Nurse Practitioners in primary health care. Based on the success of the four demonstration project sites, the province launched a Primary Care Network Nurse Practitioner Support Program in March 2019 to provide $38.5 million over three years in Primary Care Networks to support Nurse Practitioners currently working within the networks, as well as to hire 50 more Nurse Practitioners over two years.
AUMA staff recently contacted Alberta Health and obtained confirmation that the PCN Nurse Practitioner Support Program continues under the current provincial government with the level of funding maintained for the 2019-2020 fiscal year. However, Alberta Health staff indicated that funding levels for future fiscal years are uncertain at this time, though continued funding is assured for any Nurse Practitioner positions already created under the program.
The programs that the province has implemented related to Nurse Practitioners to-date have primarily benefitted metropolitan areas and have not focused on increasing the use of Nurse Practitioners in smaller and rural communities. In addition, small communities have identified that grant funding has not been sufficient to support deployment of Nurse Practitioners throughout Alberta. Instead, there is a need for an ongoing sustainable funding model that more permanently ensures the integration of Nurse Practitioners into Alberta’s healthcare system, as a whole. e Government of Alberta develop equitable and sustainable funding models supported by the Alberta Health Care Insurance Legislation provides a further barrier to the integration of nurse practitioners, which the province has started taking steps to address In June 2020, Alberta Transportation amended the Operator Licensing and Vehicle Control Regulation to authorize Nurse Practitioners to complete driver medical examinations. Allowing Nurse Practitioners to complete driver medical examinations is not a change in their responsibilities, as the tasks they complete when assessing a driver’s medical fitness are already within their regulated scope of practice under the Health Professions Act. There are more opportunities for the Government of Alberta to remove legislative barriers as part of its ongoing Red Tape Reduction Initiative.
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For more information on Nurse Practitioners, see the Nurse Practitioners Association of Alberta and Alberta Health Services websites.
AUMA Comments: As noted in the background, this issue is related to AUMA’s ongoing initiative to improve access to healthcare in all communities. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Small Communities Committee in the context of related priorities and positions.
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AUMA Resolution 2020.B11 CITY OF CALGARY Providing a long-term source of financial relief for Albertans (Give it Back) Seconded by: City of St. Albert
WHEREAS Alberta faces unprecedented short and medium-term economic challenges caused mainly by blocked access for oil to markets, the volatility of markets for fossil fuels, and the current COVID-19 threat;
WHEREAS without the ability possessed by other levels of government to repay borrowed funds over a long period of time, municipalities face a unique challenge when attempting to provide tax/rate relief without sacrificing services that might prevent further economic hardship, or contribute to economic recovery;
WHEREAS moving forward, fiscal restraint and tax relief will be critical as other levels of government contend with the debt they have incurred to deal with the COVID-19 threat;
WHEREAS extended producer responsibility (EPR) is a policy approach that places the financial and/or physical responsibility for end of life management of products with the companies that produce those products, and would remove the financial burden for recycling programs from ratepayers and/or taxpayers;
WHEREAS under EPR municipalities realize extensive savings due to reduced responsibility for managing paper and packaging products at end of life;
WHEREAS a recent study conducted by the AUMA, the City of Calgary, the City of Edmonton, and industry partners has estimated adoption of Province-wide EPR legislation would result in $105 million in savings to municipalities annually;
WHEREAS these savings would be realized in a way that does not pose a risk to the quality or level of waste management services provided to Albertans, and in some circumstances would perhaps even increase it;
WHEREAS thirty-five Albertan municipalities (including Calgary and Edmonton)— representing the vast majority of Albertans—have individually expressed their support for moving forward with Provincial EPR legislation by way of motion, letter of support, etc.; and
WHEREAS the Alberta Urban Municipalities Association and the Rural Municipalities Association have both endorsed official resolutions calling on the Provincial Government to enact EPR Packaging and Paper Recycling legislation.
IT IS THEREFORE RESOLVED THAT should the Government of Alberta adopt EPR legislation, AUMA will work with and encourage every member municipality to pass any and all savings found from the adoption of province-wide EPR directly back to taxpaying and/or ratepaying Albertans.
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BACKGROUND: Through past AUMA resolutions, municipalities have been calling on the provincial government to enact an Extended Producer Responsibility (EPR) packaging and paper program and expand the existing recycling programs. EPR shifts the cost of managing recyclable materials from municipalities to producers (like Canadian Tire, London Drugs, Shoppers Drug Mart, Proctor and Gamble, and Wal-Mart, for example). Many producers are already responsible for the recycling of packaging and paper products in other provinces with EPR regulations, and they are already incorporating the costs of EPR in their national product pricing as a normal cost of doing business. This means Albertans are paying for recycling twice and paying for recycling elsewhere in Canada. In 2016, producers provided more than $367 million to fund other provincial EPR packaging and paper product recycling, and Alberta received $0.
In late 2018, the AUMA and the City of Calgary worked together on a Notice of Motion advocating EPR legislation for packaging and paper products in Alberta. Thirty-one municipal councils representing more than 70 percent of Alberta residents passed that Notice of Motion supporting for an EPR packaging and paper program.
In 2019, AUMA worked with the Canadian Stewardship Services Alliance (an industry-led organization manages EPR packaging and paper programs in other provinces), Cities of Calgary and Edmonton on the Alberta Collaborative EPR Study. The research shows that EPR would save Alberta municipalities approximately $105 annually – tax saving for residents and saving could be reallocated to other municipal services. Considering implementation time, the cost of continued inaction quickly climbs to $1 billion. The study underlines that Albertans are the financial beneficiary of an EPR program.
This proposed resolution is to highlight an EPR program provides direct financial benefits to all Albertans. Moreover, Alberta municipalities want to pass on the financial saving to their residents while recognizing that each municipal council’s autonomy on determining the best course of its municipal finance. This proposed resolution is also emphasizing to the Government of Alberta as: 1. A clear statement of the forgone benefits and mounting costs of inaction when it comes to implementing EPR for paper and packaging—not only to municipalities, but also to the Albertans who are unnecessarily funding recycling programs across the province. 2. A commitment by municipalities to ensure Albertans are the primary beneficiary of EPR in Alberta
AUMA Comments: AUMA has previously advocated for a made-in-Alberta EPR packaging and paper program based on the following member adopted resolution: • Extended Producer Responsibility (2019)
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If this resolution is adopted and should the Government of Alberta introduce an EPR packaging and paper program, AUMA will provide information to our members on how to transition, and ways to share the financial benefits with Albertans.
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AUMA Resolution 2020.B12 CITY OF COLD LAKE Sustainable Funding for Water and Wastewater Infrastructure Seconded by: Lac La Biche County
WHEREAS the Government of Canada and Government of Alberta draft and implement laws and regulations to protect the environment and public health, including the production and distribution of potable water and the collection, treatment, and release of wastewater;
WHEREAS the production and distribution of potable water and the collection, treatment, and release of wastewater are essential services crucial to safe, healthy communities;
WHEREAS the production and distribution of potable water and the collection, treatment, and release of wastewater are often provided by municipalities, municipal commissions, or municipally owned utility companies;
WHEREAS the laws and regulations governing the production and distribution of potable water and the collection, treatment, and release of wastewater can have both direct and indirect effects on the cost of providing these services; and
WHEREAS many water and wastewater service providers are challenged to fund the infrastructure deficits under the current laws and regulations governing the production and distribution of potable water and the collection, treatment, and release of effluent.
IT IS THEREFORE RESOLVED THAT the AUMA advocate for the Government of Canada and Government Alberta to consider and evaluate the financial impacts that all existing and proposed laws and regulations governing the production and distribution of potable water and the collection, treatment and release of wastewater will have on municipalities, municipal commissions, or municipally-owned utility companies, and share this information with them; and
FURTHER BE IT RESOLVED that the Government of Canada and Government of Alberta establish adequate, stable, long-term funding for all affected water and wastewater service providers which considers the rising costs of providing these services due to federal and provincial laws and regulations.
BACKGROUND: Located in northern Alberta, the Water North Coalition’s membership is comprised of 93 communities, service providers and organizations including cities, towns, counties and municipal districts, hamlets, Metis Settlements, and commissions. The Water North Coalition sent out a survey to its 93 members to gather input on the water and wastewater issues.
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One significant concern which showed itself in the results was the rising cost of water and wastewater service delivery. The average water/wastewater infrastructure deficit reported among the respondents was $36.4 million, with a lack of adequate, consistent, and sustainable funding being cited as the largest challenge. Aging infrastructure and small customer bases in rural areas also add urgency and challenges, as service providers struggle to fund critical projects whose costs will be spread among relatively few customers, which can make the services cost prohibitive.
These challenges are often amplified in small and rural areas throughout Alberta as funding criteria can exclude the water and wastewater service delivery models often found in these communities. These funding programs exclude commissions and water cooperatives from applying for funding as the process does not recognize these organizations as service providers. The commissions and water cooperatives, however, are expected to follow the same regulations. The funding programs often lack a formal application process, and have tight timelines when funding does become available, which often poses a disproportionate challenge for smaller and rural communities that lack the resources required to engineer shovel-ready plans, especially in the face of changing laws and regulations.
AUMA Comments: The resolution aligns with AUMA’s past advocacy on the need for sustainable funding for water and wastewater infrastructure. RMA members endorsed a similar resolution during their Spring 2020 Convention. If this resolution is adopted, AUMA would work with the Rural Municipalities of Alberta (RMA) to advocate for beneficial changes to legislation and funding. A united municipal position would further highlight the importance of this issue and potentially increase the impact when engaging with the Government of Alberta.
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2020 Resolutions
Category C – Other issues of potential interest to Alberta
municipalities
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AUMA Resolution 2020.C1 TOWN OF OKOTOKS Support for Alberta Film Industry & Economic Diversification Seconded by: Town of Didsbury
WHEREAS with the advent of streaming services increasing the distribution of screen content worldwide, the screen industry is a growing global economic driver;
WHEREAS the number of “scripted original series” television shows produced per year worldwide increased from 266 to 496 in the period of 2011-2018 and the number of feature films produced per year increased from 7,455 to 8,204 in the period of 2014-2018 each representing tens of millions in investment where produced;
WHEREAS the screen industry in Alberta is the 4th largest jurisdiction in Canada being a driver of indirect and induced GDP spending of $236 million in 2018;
WHEREAS the screen industry in Alberta employs an estimated 3,357 highly skilled professionals in jobs that are transferable from other sectors;
WHEREAS the screen industry in Alberta has failed to see the explosive growth of its competitor province jurisdictions of British Columbia and Ontario because of a capped tax credit (previously a grant system). British Columbia saw $2.6 billion in motion picture expenditures in the province in 2017/2018 and 60,870 jobs. Ontario saw 2.36 billion in motion picture expenditures in 2017/2018 and roughly 32,000 jobs; and
WHEREAS the screen industry is a proven effective driver of tourism and promotion for the areas that embrace it, attracting fans of the shows to the location productions were made.
IT IS THEREFORE RESOLVED THAT AUMA advocate for the Government of Alberta to further enhance its Film and Television Tax Credit (FTTC) to be more competitive with the jurisdictions of Ontario, British Columbia, and Manitoba in attracting screen industry production to the Province and expand the growing sector into an economic engine for the province.
FURTHER BE IT RESOLVED THAT the Government of Alberta promote and develop the screen industry in rural Alberta as a tool to leverage for tourism by: 1. The addition of a “rural location” incentive towards projects that shoot in rural locations 2. Promotion of towns which feature projects 3. Coordinated marketing and infrastructure projects towards screen-based tourism initiatives
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BACKGROUND: The importance of the screen industry to Canada is obvious, as is the impact to the local, provincial, and federal economies that are well researched and promoted. In Alberta, despite having some of the most naturally beautiful and diverse landscapes available to productions, we have previously lacked a competitive incentive and provincial strategy to take advantage of this opportunity.
• The recognized return on investment for the screen industry is at least $3.50 dollars per $1 dollar spent as per Minister of Culture Leela Aheer’s statement in Alberta Legislature June 20, 2019. • According to an Ontario film study for each dollar of their incentive spent $1.20 is returned to provincial coffers. • According to a study done by the Association of Film Commissioners International, incentives next to infrastructure and labour force are the key deciding factors in where productions choose to shoot, and which jurisdictions are chosen as “hubs”.
The estimated production spend of major screen industry companies is growing exponentially each year
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Given these numbers, the need for Alberta governments to support a strong and vibrant screen industry sector is clear.
Investment in the film and television industry extends beyond the set: • Heavy equipment rentals, location owners, catering companies, taxi services, hotels, airlines, commercial real estate, building supply stores, gas stations, restaurants and pubs, coffee shops. • Clothing stores, vehicle rental, home décor.
Ghostbusters • 14,627 room nights: $2,205,647 hotels in Calgary, Fort Macleod, Drumheller • 225,000 L of gas, rental, and crew vehicles • $395,560 on catering, local grocers, restaurants, distributors • $800,000 rental vehicles • $500,000 lumber for construction of sets
Jumanji • 2800 room nights $445,400 Kananaskis
Togo • 2900 room nights $539,400 Kananaskis and Nordegg hotels • $2,100,000 spent in Cochrane
Let Him Go • Okotoks $196,000 • Fort Macleod $217,000 • Cochrane $353,000 • Lethbridge $52,000 • Didsbury $70,000
Tin Star – season 2 • Okotoks $137,000 • High River $385,000 • Cochrane / Mason $580,000 • Lethbridge $18,000 • Didsbury $94,000
Heartland – seasons 1 to 10
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• $278.5 Million production expenditure • $469.1 Million total economic benefit
The film industry is a great leveraging tool to attract tourists. Every show has some tourism potential - some already have fan bases (Ghostbusters), some build them up over time (Heartland, Wynonna Earp) and some people are fans of a certain genre or actor. By working together as an industry with Municipalities, Direct Marketing Organizations, and agencies like Travel Alberta we can reach new markets and create new experiences for people to take part in throughout the province. This allows places in rural Alberta an especially unique opportunity (examples seen in High River with Heartland, Didsbury with Wynonna Earp).
On January 28, 2020 the Film and Television Tax Credit Act was proclaimed by the Government of Alberta - this tax credit put in place a per project cap of $10 million, allocated only 22 million for the 2020 year, 31 million for 2021, and 45 for 2022 and had no rural incentive. These limits service only a few projects and will cause a loss of crew to other jurisdictions and plateau of the industry if not addressed.
Therefore, we recommend the key elements for a competitive Film and Television Tax Credit include:
1. An open yearly cap depending on the number of applicants and crew capacity 2. No Per Project Cap (Currently GoA policy $10M/Project) 3. A Rural Location Bump Up of up to five per cent for productions shooting outside of Calgary & Edmonton (in line with other jurisdictions)
AUMA Comments: AUMA does not have a current position on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Economic Resiliency and Recovery Task Force in the context of related priorities and positions.
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AUMA Resolution 2020.C2 TOWN OF OKOTOKS Increase Provincial Flood Mitigation and Mapping Standards Seconded by: Town of High River
WHEREAS flooding is the most common cause of large losses impacting municipalities;
WHEREAS these community losses include social, economic, financial and the potential loss of life;
WHEREAS increasing frequencies of events are evident due to deforestation and climate changes;
WHEREAS current and detailed provincial flood mitigation and mapping is a crucial element of risk management to all Alberta municipalities;
WHEREAS the design flood mitigation and mapping is the design that is used to delineate the flood hazard area and is statistically created and based off the 1:100 year return period, 1% chance of occurring in any given year, calculated at the time of the mapping;
WHEREAS current and detailed flood mitigation mapping is required to support proper land use policies, infrastructure, transportation, flood warning, evacuation, and emergency management planning to prepare and respond to flooding;
WHEREAS the Province of Alberta has been promising the release of new flood mapping for the past five years;
WHEREAS it is important that standardized flood rules exist across the Province;
WHEREAS changing the design standards for flood mapping to a 1:200-year level, for new developments will significantly reduce projected losses; and
IT IS THEREFORE RESOLVED THAT the AUMA advocate for the Government of Alberta to revise the provincial standard from 1:100 to 1:200 for flood mitigation measures for all new development.
BACKGROUND: Floods affects both individuals and communities, and have social, economic, and environmental consequences. The consequences of floods, both negative and positive, vary greatly depending on the location and extent of flooding, and the vulnerability and value of the natural and constructed environments they affect.
Floods have large social consequences for communities and individuals. As most people are well aware, the immediate impacts of flooding include loss of human life, damage to
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property, destruction of crops, loss of livestock, and deterioration of health conditions owing to waterborne diseases. As communication links and infrastructure such as power plants, roads, and bridges are damaged and disrupted, some economic activities may come to a standstill, people may be forced to leave their homes, and normal life is disrupted. Flood modelling establishes river elevations for a design flood. The flow rates and corresponding design elevations vary with the frequency of the event that is predicted to occur. More severe flood events (higher flow rates) occur less frequently than less severe events (lower flow rates). Historically the 1:100-year flow rate has been used as the design flood event in Alberta. The term 1:100 year means that there is a 1 in 100 (or 1%) chance of the modelled flow rate being met or exceeded in any given year. The 200-year event therefore has a 0.5% chance of occurring (or being exceeded) in any given year.
Changing the design requirement from a 1:100-year event to a 1:200-year event is more protective because it increases the area and corresponding elevations associated with flood hazard mapping. The amount of increase will depend on the topography and the river being modelled. This increase will result in a larger/higher “floodway” channel where typically no development can occur and a larger/higher flood fringe. Under current design requirements, flood proofing is required for flood fringe development up to the design flood elevation plus a buffer.
Generally speaking, by increasing the design requirement there will be a decrease in the chance of flood-related damage to new construction/communities during a high-water event. This increased standard is also more resistant to climatic shifts in the frequency and/of severity of flood events.
Better and more detailed flood mitigation and mapping is critical to generate data to determine communities’ risk areas, safe evacuation routes, and response planning. Better mapping can also inform municipal planning policies, infrastructure, transportation, and emergency management planning.
As these events have the potential for expanding in frequency and intensity, all municipalities must be provided with proper tools to mitigate impacts where possible.
AUMA Comments: This resolution aligns with AUMA’s past advocacy on flood mitigation, preparedness and emergency management. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Infrastructure and Energy Committee in the context of related priorities and positions.
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AUMA Resolution 2020.C3
TOWN OF PINCHER CREEK Alberta Structure Protection Seconded By: Village of Cowley WHEREAS Alberta has experienced several devastating fires in recent years such as: Slave Lake, Fort MacMurray, Municipal District of Pincher Creek # 9, High Level and Waterton Park;
WHEREAS the relative costs to protect structures both urban and rural within the wildfire pathways in the forest protection area is undetermined and may be delegated to the affected municipal jurisdiction; and
WHEREAS the responsibility for structure protection presently falls within the mandate of Alberta Municipal Affairs who do not have the budget and or operational capability; and who may delegate the financial and operational responsibility to individual municipalities who do not have the capacity for funding structural protection within a wildfire; primarily starting outside of the local jurisdiction;
IT IS THEREFORE RESOLVED THAT AUMA advocate to the Alberta Government for the responsibility of Structure Protection within the Province of Alberta to be delegated to Alberta Agriculture and Forestry. This includes managing the deployment and payment of invoices for any municipal resources utilized and assuming responsibility for provincial structural protection equipment and management of all associated wildfire structure protection response when it occurs within the forest protection area.
BACKGROUND: Given the high rate of wildfires within Alberta over the last several years this resolution is a high priority for most municipalities not having adequate funding to provide structural protection. A similar resolution is being drafted and submitted to RMA by the Municipal District of Pincher Creek # 9 for the 2020 Fall Session.
A position paper was prepared by Pincher Creek Emergency Services Commission (PCESC) members, the MD of Pincher Creek #9 and the Town of Pincher Creek, which is summarized as follows:
In the past few years, values have been lost due to wildfires throughout Alberta. Structure protection has been used to defend values other than forests when wildfires extended into communities with some success. Examples are Slave Lake, Fort McMurray, MD of Pincher Creek, High Level, and Waterton.
The recommendations from the Slave Lake Fire (the Flat Top Complex Report) recommended having structure protection become Municipal Affairs responsibility. This has resulted in mixed success as Municipal Affairs, represented by the Community and Technical Support Branch, does not have operational capability.
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The step taken to overcome this lack of ability was to enter into an agreement with the Alberta Fire Chiefs Association funded through a grant to create guidelines addressing equipment needs, training needs, compensation rates, and deployment processes to utilize municipal resources similar to the model used in British Columbia.
Municipal Affairs still does not have operational capability in either the Community and Technical Support Branch or the Alberta Emergency Management Agency.
This department is not in a position to supply structure protection services. They chose not to follow the structure protection guidelines approved in 2018 during the 2019 fire season. Instead of paying the costs of structure protection, they unloaded this responsibility on the local governments. The process for payment of structure protection costs, if the approved process had been followed, would have had the costs covered by Alberta Agriculture and Forestry. However, Agriculture and Forestry was not given the opportunity to fund this expense since they were not provided with the information needed to cost it to the respective incidents.
Had the approved process been followed, local jurisdictions would not have been put in position to pay for something they had not been responsible for. No local government should be put in a position to pay provincial expenses without prior consultation.
The Community and Technical Support Branch, represented by the Fire Commissioner, has now reviewed and updated the Structure Protection Guidelines which was supposed to be done prior to the 2019 fire season.
Our long-term position is that Structure Protection should become the responsibility of the Wildfire Division of Alberta Agriculture and Forestry who have operational capability to create agreements, review guidelines, and manage expenses.
Understandably, this probably cannot happen for the 2020 wildfire season since the processes that need to occur require time and budget to become adopted. Our immediate position is that, in the interim, the Community and Technical Support Branch, represented by the Fire Commissioner, will follow the 2020 Structure Protection Guidelines regarding deployment and payment of invoices.
The Community and Technical Support Branch in consultation with Agriculture and Forestry should begin the process of handing off the structure protection equipment they have and the responsibility for managing structure protection to Alberta Agriculture and Forestry.
AUMA Comments: AUMA does not have a current policy on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Infrastructure and Energy Committee in the context of related priorities and positions.
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AUMA Resolution 2020.C4 VILLAGE OF BEISEKER Blue Lights For Tow Trucks Seconded By: Village of Carbon
WHEREAS Traffic safety is a significant responsibility for Alberta municipalities;
WHEREAS towing and recovery is a highly dangerous occupation; and
WHEREAS visibility of tow truck operations can be a traffic safety concern on Alberta roadways.
IT IS THEREFORE RESOLVED THAT the AUMA advocate to the Government of Alberta to amend the Vehicle Equipment Regulation of the Traffic Safety Act to allow towing and recovery operators to use blue strobe lights alone or in conjunction with white and/or amber lights when tow trucks are working.
BACKGROUND: Operating a tow truck on busy highways is a dangerous occupation. Towing and recovery is a high-risk industry sector characterized by a unique combination of workplace hazards. The Alberta Motor Association says it sends an operator into a high-risk situation every 14 minutes.
At present, in Alberta, tow trucks are only allowed to have amber flashing lights, which is the same colour used for moving farm equipment, slow moving vehicles, delivery vehicles and on road signs. Amber lights are so commonplace that they are no longer effective in this type of hazardous environment.
On the evening of January 22, 2020, a tow truck from Beiseker Towing was operating on the QEII near Innisfail. The tow truck operator was working as safely as possible with the amber strobe lights flashing and wearing high visibility clothing. A semi hit the tow truck and burst into flames. The semi driver was killed. Fortunately, the tow truck operator was not in his truck at the time. The tow truck was destroyed and parts of it were strewn all over the highway.
In March 2017, a Saskatchewan tow truck operator was killed while assisting a stranded motorist. The incident occurred at night in blizzard conditions. In response to the incident and after hearing the testimonies of 100s operators across the province the Saskatchewan legislature passed Bill 65 – The Traffic Safety Amendment Act 2017 – to allow tow truck operators to display flashing blue lights at the scene in addition to amber. The Bill passed all three readings on April 6th, 2017.
Towing and recovery operators are primary responders to the scene of an accident or
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distressed motorist and they often operate in conditions different from other roadside work zones. Unlike other roadside work zones (e.g. construction, landscaping, etc.) towing and recovery operators are called to assist stranded motorists at all times of the day and night, and in all weather conditions. Long-or-short-term recovery operations that utilize added control measures such as traffic cones or traffic control persons may still place an operator at risk depending upon position of disabled vehicle, visibility, and other road and environmental conditions. (1)
Therefore, we ask the AUMA to urge the Government of Alberta to implement legislation to allow towing and recovery vehicles to be equipped with blue, white, or both, flashing lamps visible from all directions in addition to amber. Allowing tow trucks to display a unique combination of flashing lamps will contribute significantly to operator safety as well as maintain workplace consistency across the country.
(1) Excerpt from ARA (AUTOMOTIVE RETAILERS ASSOCIATION) POSITION PAPER 2018-01- 02)
AUMA Comments: AUMA does not have a current position on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Infrastructure and Energy Committee in the context of related priorities and positions.
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AUMA Resolution 2020.C5 CITY OF GRANDE PRAIRIE Fair Increase to Wireless Device 911 Levy to Modernize 911 Call Centres Seconded by: City of Camrose
WHEREAS twenty Public Safety Answering Points (PSAPs), such as 911 call centres, across Alberta provide a fast-acting, critical link between Albertans and emergency responders who ensure the health and safety of Albertans; and
WHEREAS PSAPs are funded by municipalities and the 911 Levy, which is collected and distributed by the Province from telecommunication providers: and
WHEREAS the Canadian Radio-Television and Telecommunications Commission (CRTC) has directed telecom providers and 911 call centres across Canada to modernize the 911 network, transitioning to IP-based technology, known as Next Generation 911 or NG911 (Telecom Regulatory Policy CRTC 2017-182); and
WHEREAS under new CRTC mandates, Albertans will access 911 services through numerous new points-of-contact (texting, video messaging, photo sharing, and enhanced location services, etc.) that are costly to implement; and
WHEREAS section 4 of the Alberta Emergency 911 Act outlines a levy to fund the day- to-day operations and technology in the 911 call centres across Alberta; and
WHEREAS section 23 of the Alberta Regulation 18/2014 (Emergency 911 Levy Regulation) specifies the regulation is set to expire on March 31, 2021 providing limited time to advocate the Province for a levy increase; and
WHEREAS section 2(1) of Alberta Regulation 18/2014 (Emergency 911 Levy Regulation) sets the Alberta 911 levy at 44 cents per month per wireless device, the second lowest in Canada; and
WHEREAS the current levy rate poses a risk to public safety by limiting Alberta 911 call centres access to adequate funding sources and creating an obstacle for them to adopt new technologies.
IT IS THEREFORE RESOLVED THAT the AUMA advocate the Alberta government for an increase to the levy payable outlined in the Emergency 911 Levy Regulation, from 44 cents to 97 cents per month per wireless device, prior to renewing the Regulation, which expires on March 31, 2021, to ensure the modernization of technology in 911 call centers and enhance public safety across Alberta.
BACKGROUND: Benefits and Risks
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• All Alberta municipalities benefit from the wireless device 911 levy by receiving emergency 911 services that bolster public safety. • The CRTC mandated new technologies in 911 call centres will increase the responsiveness of emergency services and access to 911 services. • An increase in the cellular 911 levy, paid by cellular device users, will assist in offsetting the costs associated with implementing NG911. • Without adequate funding, there is a risk to public safety as 911 call centres will not have the financial means to adopt technologies mandated by the CRTC, leading to a decreased responsiveness in meeting the emergency needs of Albertans. • Time is limited, as the Alberta Regulations expire on March 31, 2021 and the CRTC has directed telecommunications providers to decommission outdated 911 networks by March 30, 2024.
CRTC Directives and Next Generation 911 • On June 1, 2017, the CRTC directed all telephone companies to update their networks in order to be ready to provide next-generation 911 (NG911) services. 911 call centres are required to replace existing equipment and update their operational models to keep pace with public expectations for new technology. According to the CRTC, the current 911 system has reached end of life and will be decommissioned on March 30, 2024. • Alberta 911 centres must transition to the new technology in order to continue taking emergency calls from the public, as mandated by the CRTC in Telecom Regulatory Policy CRTC2017-182. The new Canadian NG911 Transition Timelines (dates subject to update per the April 8, 2020 CRTC letter direction): o March 30, 2021 - NG911 voice services available to 911 call centres o March 30, 2022 - Availability of NG911 real time text messaging (iMessage, WhatsApp, etc.) o March 30, 2024 - Telus to decommission outdated 911 networks • There has been no federal funding offered for this transition, as the Federal Government nor the CRTC do not have a mandate to fund or operate PSAPs. However, the CRTC regulates Telecommunication companies who recover some of their costs through tariffs.
Previous Advocacy and Current Support • In 2011, The Alberta Urban Municipalities Association (AUMA) advocated for a cellular 911 call answer fee through the Wireless Emergency 911 Dispatch resolution leading to a 911 emergency call levy for cellular device subscribers in Alberta. • On November 1, 2019, The Rural Municipalities of Alberta passed Resolution 21- 19F, Cellular 911 Call Answer Fees Increase. • The Province of New Brunswick announced an increase of their 911 levy from 53 cents to 97 cents per month.
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• The Alberta E911 Advisory Association (AEAA) is an independent society comprised of 911 centre managers from across Alberta, RCMP, Alberta Health Services, and other interested stakeholders. The AEAA unanimously supports increasing the wireless cellular device 911 levy. • The AEEA recommends the increase to a 97-cent levy based on results of a survey of the various 911 levies across Canada, which were used to develop projections for a few different scenarios. Given the current economic climate, AEEA determined that 97 cents is a reasonable request in line with what other provinces are seeking, considering the costs incurred to improve public safety. • The Canadian NG911 Coalition, a collection of interested parties, created an informative document titled NG911 Transition Roadmap for Canadian PSAPs (2018).
AUMA Comments: As noted in the resolution background, AUMA advocated for the establishment of a monthly cell phone levy to support 911 services, although we have not had a formal resolution on this topic. We do not currently have a current position on this specific issue; however, it does align with past AUMA advocacy. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Safe and Healthy Communities Committee in the context of related priorities and positions.
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AUMA Resolution 2020.C6 VILLAGE OF RYLEY Review of Libraries Act Seconded by: Village of Boyle
WHEREAS libraries act as cultural and community centres for municipalities and play an important role in providing Albertans with equitable access to information and the arts;
WHEREAS the Libraries Act provides the legal framework for public library services in Alberta;
WHEREAS current provisions in the Libraries Act and associated regulations hinder the ability of municipalities to fund and deliver sustainable library services, especially in rural areas;
IT IS THEREFORE RESOLVED THAT the AUMA request the Government of Alberta review the Libraries Act and Libraries Regulations through a comprehensive public consultation process.
Background: Public libraries are a municipal service as set out in the Libraries Act. Municipalities may choose to provide library services at the local level or at the regional level. At the local level, a municipal council may pass a bylaw under the Libraries Act to establish a municipal library board. Municipalities may also enter into agreements with up to 2 additional municipalities to form an intermunicipal library board to provide public library service to their citizens.
Regional library systems are established under the Libraries Act when municipalities in an area agree to jointly provide library system services. There are seven library system boards in the province. Library system services provide professional and technical support to public libraries within the system area so that even the smallest library has access to advice and assistance, along with the cost effectiveness and synergies made possible by working through a larger unit.
Section 19 of the Libraries Regulation requires a library system board to employ one graduate of a postgraduate library program (i.e. a professional librarian) for every 25,000 people that the library system serves. This calculation excludes the population of any municipality with a population over 10,000 in which a municipal library or intermunicipal library employs a professional librarian. As result, library systems that serve a high total population, but do not serve any municipalities with populations over 10,000, are required to hire more professional librarians than other library systems that serve smaller total populations.
For example, the Northern Lights Library System serves (NLLS) 174,000 people in its geographic area but does not have any urban areas with populations over 10,000 in which a municipal library or intermunicipal library employs a professional librarian. The NLLS must therefore employ seven professional librarians as per the Libraries Regulation. In comparison, the Marigold Library System serves a total population of 300,000 people but contains several municipal and intermunicipal libraries that are required to hire professional librarians.
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Accordingly, these populations are excluded from the calculation under Section 19. As a result, the Marigold Library System is only required to hire four professional librarians, based on an adjusted population of 100,000.
Small, rural municipalities face a number of challenges in recruiting professional librarians, from both a budgetary and human resources perspective. This affects the ability of library systems to deliver quality programs and services to the populations they serve. It is therefore recommended that the Libraries Act and Regulation be reviewed to ensure all Albertans have equitable access to library services, and library services are sustainably funded and delivered.
AUMA Comments: AUMA does not have a current position on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Safe and Healthy Communities Committee in the context of related priorities and positions.
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AUMA Resolution 2020.C7 CITY OF SPRUCE GROVE Current Population Funding for Alberta’s Municipal Public Libraries Seconded by: Town of Stony Plain
WHEREAS provincial operating grants for municipal public libraries serving populations over 3,000 are calculated with a formula using local municipal appropriation and 2016 populations of the municipality and therefore do not provide sufficient financial resources for Alberta’s growing communities;
WHEREAS “Library Board Basics: A Handbook for Library Trustees and Managers”, provided by Alberta Municipal Affairs, explicitly states that libraries do not charge for basic services and therefore have limited in-house revenue -generating opportunities;
WHEREAS “Best Practices for Public Libraries in Alberta”, a provincial document that municipal library boards are encouraged to extensively use in service planning and evaluation, provides unachievable recommended levels of service;
WHEREAS the Libraries Regulation, AR 141/98, Section 13, (2) requires municipal boards to file no less than every five years a copy of its current plan of service with goals and objectives based on growing communities’ input resulting in expressed, recorded, and reported demand for service that is unattainable based on the realities of what libraries are financially able to provide;
WHEREAS the Libraries Act, RSA 2000 cL-11, Section 8 and 9 requires municipal library boards to annually prepare a budget that estimates the amount of money required to operate the forthcoming year and consequently ask municipal councils for ever-increasing funds that boards predict they are not likely to receive due to local multi-sector demands from vast and diverse rapidly increasing populations;
WHEREAS municipal libraries provide Albertans with equal and equitable access to information regardless of economic, social, or geographic circumstance and collaborate with their library system and other municipalities to maximize partnership efficiencies and cost- sharing opportunities;
IT IS THEREFORE RESOLVED THAT the AUMA requests that Alberta’s Department of Municipal Affairs uses current population data in calculating provincial operating grants for municipal public libraries serving populations over 3,000.
BACKGROUND: Public municipal libraries in Alberta are legislated by the Libraries Act and Libraries Regulation that provide mandatory standards for governance and board accountability that are monitored by the provincial government for compliance. The Libraries Act provides for
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the establishment of autonomous municipal library boards that cooperate through the provincial Public Library Network and resource-sharing agreements to provide access to public library resources province-wide. The Libraries Regulation establishes key provincially- regulated standards for the planning and development of public library service at the local and system levels. The Department of Municipal Affairs provides public library service delivery expectations that, although optional and not monitored for compliance, are recommended and promoted in Best Practices for Public Libraries in Alberta as the guide for quality library service. The Public Library Services Branch supports library boards and managers with trainings and the Board Basics Handbook to ensure that the board concentrates on governance and advocacy, while operations and staff supervision are delegated to the library manager.
The impact of calculating provincial operating grants for municipal public libraries serving populations over 3,000 with a formula using local municipal appropriation and 2016 populations of the municipality is vast:
• Alberta libraries are not able to achieve the minimum level of best practices set by the provincial government; • Alberta communities are not receiving the programs, services, and resources they identified as local needs in their libraries’ plans of service; and • Alberta municipal councils are not in the position to fund at the level that meets local demand.
The outcome from these impacts is clear: Albertans are not receiving the free, barrier-free service they need, now more than ever. Therefore, it is fair to state that this issue is common for and would be endorsed by the municipalities serving more than 3,000 people that are included in the 317 out of 351 municipalities that provide access to municipal library service. This resolution should be given high priority because Albertans of all ages across the province are unable to fully benefit from public library resources and exercise their right to access information regardless of economic, social or geographic circumstances due to financial constraints many boards and managers are currently implementing. As both provincial and municipal governments are responsible for maintaining a healthy public library service, it is time for the province to account for increases to populations with which local governments are struggling to keep pace. The unpredictable additional stresses resulting from the COVID-19 pandemic are making libraries more relevant than ever before as Albertans face a future of economic and social uncertainty. It is during times like this that public libraries are at their busiest. The needs of our community—like many across the province—are vastly outgrowing available resources, particularly with the skyrocketing demands put on our libraries before, during, and after Alberta’s COVID-19 pandemic relaunch strategy.
This resolution will enable the Alberta Urban Municipalities Association to request that the funding model for provincial public library grants be updated to use current municipal population data. This important, Alberta-wide issue aligns with the Alberta Urban
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Municipalities Association’s vision and mission because in order to build a thriving community, municipalities need thriving libraries, and this call to action provides visionary leadership and solutions-based advocacy that will result in service excellence.
AUMA Comments: AUMA does not have a current position on this specific issue. If this resolution is passed, it would be forwarded to the Government of Alberta for response and further advocacy would be recommended to AUMA’s Board by the Safe and Healthy Communities Committee in the context of related priorities and positions.
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Report to Council
For Council Decision For Council Direction For Council Information
Town of Morinville Emergent Resolution – 2020 AUMA Annual September 8, 2020 TOPIC Convention
PRESENTER: Stephane Labonne, CAO ATTACHMENTS: • “DRAFT” AUMA Emergent Resolution titled PREPARED BY: Stephane Labonne, CAO “Provincial Guideline for Mandatory Face Coverings”
CLEARANCES: Stephane Labonne, CAO RELEVANT LEGISLATION OR POLICY: • AUMA Resolutions Policy AP002 as revised August 2020
RECOMMENDATION:
1. That Council endorse the “DRAFT” Town of Morinville Emergent AUMA Resolution titled “Provincial Guideline for Mandatory Face Coverings”; and 2. That Mayor Turner be directed to share the “DRAFT” resolution with neighbouring municipalities to seek a seconder prior to the 2020 AUMA Annual Convention.
PREVIOUS COUNCIL ACTION:
At the August 25, 2020, Regular Meeting of Council, Council approved the following motions: 1. That Council direct Administration to bring forward to the September 8, 2020, Regular Meeting of Council, an emergent resolution for the AUMA Convention requesting that the province establish a guideline for mandatory face covering bylaws for municipalities; 2. That Council direct Administration to bring forward a draft mandatory face covering bylaw, including an effective trigger, for discussion at the September 15, 2020, Committee of the Whole meeting; 3. That Council direct Administration to develop a communications plan to educate residents on ways to prevent the spread of COVID-19, including, how to wear masks properly; and 4. That Council direct Mayor Turner to write a letter to the Government of Alberta advocating for provincial guidance with respect to face coverings.
BACKGROUND SUMMARY:
The Alberta Urban Municipalities Association (AUMA) represents over 260 municipalities in Alberta that face a wide variety of complex issues. AUMA’s vision is to be a change agent that enables municipalities to be a fully engaged order of government with the capacity to build thriving communities. AUMA’s
______Submitted by: Approved by:
______S. Labonne, September 3, 2020 S. Labonne, September 3, 2020 Chief Administrative Officer Chief Administrative Officer
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mission is to be the voice of urban municipalities and provide visionary leadership, solutions-based advocacy and service excellence.
As part of fulfilling the vision and mission, AUMA conducts a resolutions process during their Annual Convention that enables Member municipalities to identify and prioritize common issues and solutions that empower AUMA’s Board of Directors to advocate to the applicable order of government, being either the Government of Canada or Government of Alberta, on the Member’s behalf.
Process-wise, the AUMA’s Resolutions Policy sets out a clear process for Member municipalities to bring forward resolutions (see Page 7 in the 2020 AUMA Resolutions Book). In this case, given the initial intake date has passed (May 31, 2020), Council can bring forward an “Emergent Resolution” which must follow the following process:
Emergent Resolutions 15. A resolution related to a matter of an urgent nature arising after the resolution deadline may be considered as "emergent" on a case-by-case basis.
16. The criteria of an emergent resolution are that it must: a. Deal with an issue of concern to Alberta municipalities which has arisen after the resolution deadline, or just prior to the resolution deadline, such that Members could not submit it as a resolution in time; b. Have a critical aspect that needs to be addressed before the next Convention; and c. Comply with the guidelines for resolutions set out in this policy.
17. Members wishing to move emergent resolutions shall provide notice to AUMA Administration as soon as possible with a deadline of the first day of Convention.
18. Emergent resolutions must be submitted: a. Electronically, as specified in the call for resolutions; b. In the format specified by the template in Appendix "A"; c. Along with minutes that show proof of the moving council's approval and d. In adherence to the guidelines presented in this policy.
19. The initial determination whether the proposed resolution meets the criteria of an emergent resolution will be made by: a. AUMA's Board, if the proposed emergent resolution is submitted before the final Board meeting prior to Convention; or b. AUMA's Executive Committee, if the proposed emergent resolution is submitted after the final Board meeting prior to Convention.
20. If the Board or Executive Committee determines the resolution meets the criteria of an emergent resolution, the Board or Executive Committee will second the resolution.
21. If the resolution receives initial approval for consideration after the 108
Convention Guide is sent to be published, the mover will provide AUMA with 1,000 printed copies of the resolution.
22. Prior to the merits of any proposed emergent resolution being debated, a 2/3 majority of votes cast at Convention is required to determine whether it meets the criteria in Section 16 and therefore will be considered at the Resolutions Session.
23. Emergent resolutions accepted for consideration by the Resolutions Session shall be presented following debate of the Category C resolutions as defined in Section 25(a).
Administration reviewed the “DRAFT” Resolution with AUMA staff and have incorporated their feedback into the resolution.
Based on the above, Administration has prepared the “DRAFT” Emergent Resolution titled “Provincial Guideline for Mandatory Face Coverings.”
BUDGET/RESOURCE IMPLICATIONS:
N/A
LINKAGE TO BUSINESS PLAN/STRATEGIC PRIORITIES:
MSP, Strategic Plan, Governance, Operating Budget
FOLLOW-UP ACTION:
As directed by Council.
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Resolution
Title of resolution: Provincial Guideline for Mandatory Face Coverings
Moved by: Town of Morinville
Seconded by:
WHEREAS Public Health is a responsibility of the Government of Alberta; and
WHEREAS the Government of Alberta has the required expertise to provide direction on mask wearing in public; and
WHEREAS in the absence of direction from the Government of Alberta, municipalities throughout Alberta are left to their own devices to determine what the best precautions are that their respective municipalities need to take in order to reduce the spread of COVID-19; and
WHEREAS while the Chief Medical Officer of Health has noted masks as being critically important in helping to reduce the spread of COVID-19, as well, has repeated on numerous occasions, the call for Albertans to wear masks in public; and
WHEREAS while Albertans have done well flattening the curve, especially compared to other jurisdictions, we’re also seeing in some places like New Zealand, masks having a positive effect in preventing or reducing the spread of COVID-19, when combined with physical distancing, self-isolation, regular hand-washing and other measures.
IT IS THEREFORE RESOLVED THAT in the interests of all Albertans’ health and keeping Alberta’s economy open, the AUMA advocate to the Government of Alberta for a province- wide requirement for wearing masks to help prevent the spread of COVID-19 in Alberta.
BACKGROUND:
While we all have an active role to play, Public Health is a provincial responsibility and the Government of Alberta has access to the best and most up-to-date provincial, national and international scientific information, data, and expertise, that is not readily available to municipalities. However, in the absence of provincial
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direction, many Alberta municipalities have been left on their own to determine how to proceed, including adopting mask wearing bylaws, to taking no action.
Dr. Deena Hinshaw, provincial Chief Medical Officer of Health, and Dr. Theresa Tam, Canada’s Chief Public Health Officer, have both noted face coverings are critically important in helping reduce the spread of COVID-19 and have repeatedly urged people to wear them in public. A province-wide approach to face coverings would not only provide more clarity and consistency for Albertans, it would also be more effective and enforceable, as witness to the measures taken during Phase 1 of the Pandemic.
At the same time, some municipalities may not necessarily take the position that a “one size fits all” approach would be reasonable considering the vast differences in infection rates across Alberta. Again, the Government of Alberta has the expertise in place to determine appropriate thresholds for the triggering of mandatory face coverings in a community or region. Barring direct provincial action, the members of the AUMA would ask that your government at least establish guidelines for municipalities to enact.
Alberta has done well flattening the curve, especially compared to most other jurisdictions, and this is in large part to the effective decisions and advice from Provincial officials that municipalities and Albertans have heard and followed. As we're seeing in places where face covering protocols like Spain, France, Vietnam, New Zealand, and many others, have been implemented, they can be effective in preventing the spread of COVID-19 when combined with other measures. In the interests of our citizens' health and keeping Alberta's economy open, please consider the request of the members of the Alberta Urban Municipalities Association.
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July 9, 2020
Mayor Barry Turner Town of Morinville 10125 – 100 Avenue Morinville, AB T8R 1L6
Dear Mayor Turner:
Sturgeon County is committed to paying its fair share for the intermunicipal recreation benefits accessed by our residents. As such, we are pleased to provide the Town of Morinville (the Town) with a proposal for a new recreation and library agreement, in replacement of the one that expires at the end of this calendar year.
Though Municipal Affairs amended the legislation requiring our two communities to form an Intermunicipal Collaboration Framework (ICF), Sturgeon County remains desirous of working collaboratively to finalize a recreation and library agreement. We are hopeful that a fair and equitable funding formula will serve all County recreation partners within the sub-region (five towns plus the City of St. Albert).
While the County knows a segment of our residents benefit from Morinville’s recreational opportunities, there is no comprehensive and/or reliable data regarding County resident usage. As our Administration discussed with your CAO, Stephane Labonne, in June, Sturgeon County looks forward to the Town’s future endeavours to capture an appropriate dataset that presents an accurate representation of our residents’ usage of the Town of Morinville’s recreation services.
After researching and considering a myriad of different funding models across the Province and Country, Sturgeon County respectfully submits for your Council’s consideration a model that, while not perfect, we believe is fair and will serve the sub-region well until concrete data is available reflecting County resident usage (see details in attachment to this letter).
On June 17th, our CAO, Reegan McCullough, presented an overview of the proposed model to the five CAOs in the sub-region, answered questions and offered to meet again before the elected officials meeting on July 3rd. Further, we provided a complete summary of the presentation to the CAOs in full transparency and to assist with their thorough analysis of the proposal.
Our CAO also suggested in response to questions regarding the respective catchment area ratios, that the County would be open to any other model and/or ratio model suggestions within the funding envelope. However, between that time and now, no communications have been registered in this regard, except to say (the day before) that the Town of Morinville would not be participating in the July 3 meeting.
Subsequently, we were disappointed to learn from your CAO that the Town of Morinville Council was not willing to meet with our Council on July 3rd to hear the County’s proposal from elected officials or for the Town to present any alternative considerations, which the County articulated to Mr. Labonne we would be pleased to consider.
To be clear, we find it regretful your Council is unwilling to meet to have an open discussion between elected officials.
You will note in the attached that Sturgeon County is allocating a funding increase of $1.5M to recreation. In a time when all municipalities are facing financial crisis due to the COVID-19 pandemic (which 112
continues to unfold), we trust the Towns will interpret this increase as Sturgeon County following through on paying its fair share. It also bares reminding that the County is the only municipality of the six communities within the sub-region who is providing significant funding increases during a time of economic collapse (i.e. downturn in worldwide energy prices, effects of unpaid non-res property taxes, forthcoming changes to Machinery and Equipment Assessment, reductions in municipal grants, etc.).
In 2020 terms, the County’s allocation of an additional $1.5M to our recreation budget represents a 1.5% tax increase for our residents, who have overwhelmingly shared with us their feedback of non-support in this regard. As a rural municipality, we exist first and foremost to provide a lifestyle to our residential taxpayers that centres around enhanced road network and drainage service levels, agricultural preservation, and low property taxes. As an urban municipality, expectations of your residents differ, and recreational benefits is an identified priority. Until such time that the Town can provide us with concrete numbers around County resident usage of Town services, the funding increase proposal the County has included within this letter remains, in our opinion, the most equitable, generous, and fair step forward.
County Administration has invested a significant amount of time, expertise, and money into progressing this Recreation Funding Model proposal. These senior level policy-making efforts, along with the substantive increase in County funding during a time of an economic depression, promote and respect the well-being of our rural and urban citizens.
Subsequently, Sturgeon County’s Council respectfully invites the Town of Morinville to take up this call to action and requests your willingness to work together to remove impediments that will bring new benefits to our region. We will gladly accept a meeting request to further discuss our proposal or consider any alternatives the Towns wish to raise.
Please call if you have any questions.
Sincerely,
Alanna Hnatiw Mayor, Sturgeon County
Enclosure
Cc: Sturgeon County Council Reegan McCullough, Chief Administrative Officer, Sturgeon County Travis Peter, Director of Development Services, Sturgeon County
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Enclosure: July 9, 2020 Correspondence (Sturgeon County to the Town of Morinville)
Though Municipal Affairs amended the legislation requiring our two communities to form an Intermunicipal Collaboration Framework (ICF), Sturgeon County remains desirous of working collaboratively to finalize a recreation and library agreement. We are hopeful that a fair and equitable funding formula will serve all County recreation partners within the sub-region (five towns plus the City of St. Albert).
In this financially challenging time (due to the COVID-19 pandemic, declining oil prices, decreasing MSI funding, unpaid non-residential property taxes, etc.) the County wishes to progress this recreation and library agreement under an ‘all-in’ evaluation, which provides a clear picture of the overall funding Sturgeon County provide for intermunicipal benefits to the Town of Morinville.
Preamble • Sturgeon County will allocate a substantial funding increase in the amount of $1.5M to cover our combined rural residents accessing intermunicipal recreational benefits (capital and operating).
• Unless the County was actively involved in the planning, design, build and operations of a facility, a funding “cap” of 30% would be in effect in consideration of applicable Towns’ total recreation budget.
• This reflects a 148% increase to our overall external recreation funding and brings the County in line with provincial median spends by rural municipalities ($200/capita).
• The sizable funding increase the County is affording to intermunicipal recreation, which is to be shared between the five towns and the City of St. Albert, results in a significant impact to the County’s fiscal capacity; as such, Sturgeon County would implement a three-year phase in period.
Proposal Details • After researching and considering many different funding models from across the Province and Country, the County presents a simple formula that considers population clusters via a catchment area methodology. While the model is not perfect, it is equitable and fair.
A catchment area population is applied to the Town (urban population plus the number of County residents living within a 15-minute drive time from the Town’s borders) and multiplied by a per capita figure of $54 (this $54 per capita figure is equitably applied to all the six municipalities in the sub- region). With the absence of supporting data on County resident usage by any of the Towns, applying this unbiased funding across the sub-region based on the only data we currently have available (population clusters), ensures each of Sturgeon County’s recreation partners receives their fair share.
• The $54 per capita figure was determined by dividing our total external recreation funding envelope by the total number of urban and rural residents living within the catchment areas. The County included both the urban populations and the rural populations living with the 15-minute drive time catchment areas because: o The urban populations reflect scale of recreational opportunity, and
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o The rural population figures reflect the number of County residents living around each of the applicable municipalities, serving in the absence of any concreate data the Towns have on County residents accessing their services.
• Under this formula, the Town of Morinville would receive a 188% increase over 2020 figures to its recreation funding by Sturgeon County (approx. $769,338). We note that approx. 21% of County residents live within your Town’s catchment area.
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From: Malcolm Bruce Sent: August 24, 2020 1:18 PM To: Shareholders, Edmonton Global; Shareholder Alternates, Edmonton Global; Regional Elected Officials; CAOs; Board of Directors Subject: Edmonton Global - Update on activities
Good day Edmonton Global Shareholders,
We have forgone the virtual shareholder briefings for the months of July and August but Edmonton Global continues to execute on its mandate, delivering added value to business and our region. We are sending out this written update to the shareholders to keep you updated on some of the recent work we have completed between May and mid-August 2020 and currently have underway.
Please SAVE-THE-DATE for our next virtual Shareholders Briefing.
Shareholder Virtual Briefing Friday, September 17 11:00 a.m. – 12:00 p.m.
-Access details for the briefing will be distributed closer to the date.
Should you have any questions, please do not hesitate to contact us.
Sincerely, Malcolm
Malcolm Bruce, MSM, ICD.D Chief Executive Officer
Suite 100, 10020 100 ST NW Edmonton AB T5J 0N5 Connect: Twitter | LinkedIn | www.edmontonglobal.ca
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Edmonton Global – Update on activities
We have forgone the virtual shareholder briefings for the months of July and August but Edmonton Global continues to execute on its mandate, delivering added value to business and our region. We are sending out this written update to the shareholders to keep you updated on some of the recent work we have completed between May and mid-August 2020 and currently have underway.
**SAVE-THE-DATE: next virtual shareholders briefing Friday, September 17 11:00am-12:00pm
POST COVID RECOVERY COLLABORATION
May 15, 2020 - Edmonton Global participated in a number of forums including: • Federal/Provincial WD/EDTT • Chamber Task Force Recovery (ongoing). • A pan-Albertan Economic Development/Tourism ad-hoc group that included both Calgary Economic Development, Wood Buffalo and various tourism organizations; This group created a series of recommendations to the provincial recovery council. Edmonton Global has had the pen for the ad-hoc group. The work compliments the Edmonton Metropolitan work in a number of areas including Broadband/5G. o Letter to Economic Recovery Council o Reply to AB Economic Recovery Council
CONSIDER CANADA CITY ALLIANCE
May 31, 2020 - As the Chair of the Board for the 12 largest metro region/city economics in Canada, Edmonton Global has played a strong advocacy role in post-COVID recovery. This position provides direct access to Federal Ministers and other key Federal decision-making bodies. The initiating letter has led to meetings with Ministers Ng and Minister Joly as well as the FDI intergovernmental committee and ongoing dialogue with the CEO of Invest In Canada. This position ensures our regional outcomes are promoted nationally. • COVID-19 – Proposal to Government of Canada_CCCA • Minister NG Reply to CCCA • Attachment to Minister NG Reply to CCCA
BRAZIL CANADA CHAMBER OF COMMERCE – VIRTUAL FDI MISSION & PROGRAM CITIES SHOWCASE
June 18, 2020 - A side mission to this year’s Collision Toronto, the Brazil Canada Chamber of Commerce (BCCC) and the Trade Commissioner Service (TCS) in Brazil arranged a series of webinars over 3 days to provide information on doing business in Canada and to showcase key cities including: Toronto, Montreal, Waterloo, Winnipeg, Vancouver and Edmonton. Edmonton Global brought together 4 speakers to represent the region and provide first-hand information on lifestyle, AI, agriculture, tech and gaming. A video recording of this
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presentation can be found here with other cities presentations found on the BCCC website here. Out of this webinar, Edmonton Global has strengthened ties with the TCS and BCCC and is already working with one tech firm interested in potential expansion and partnerships with the Edmonton Metropolitan Region.
AIR PASSENGER / AIR CARGO SUMMIT
June 24, 2020 – At the request of the Airport Accord, a Shareholder Summit was held by Edmonton Global to start a conversation around potential regional opportunities for a shared investment/shared benefit conversation about increasing our region’s air connections to key locations around the world. The package that was shared with attendees can be seen here. The outcome was to host a second conversation scheduled for September 3rd where specific scenarios will be presented and discussed.
UPDATES TO EDMONTON GLOBAL TAX BRIEF
July 2, 2020 - The Edmonton Global tax briefing document was updated this summer. The document is available on the Edmonton Global website here. This document includes revisions to the new provincial corporate income tax, international tax comparison, and information on tax incentives at the federal and provincial level. The briefing is used by potential investors to compare cost of location in terms of tax rates. As noted in the briefing, the Edmonton Metropolitan Region is one of the most attractive regions in North America from a taxation perspective. The lowered corporate tax rate sends a clear message to international investors that Alberta is serious about being the most competitive jurisdiction to invest and do business in.
AVENUE MAGAZINE – AN ODE TO YEG
July 10, 2020 – Edmonton Global CEO, Malcolm Bruce, was included in a collection of profiles of prominent Edmontonians who were given the opportunity to share what their favourite things about living in the region with Avenue Magazine. The project was titled Ode to Yeg and you can read the full article here.
TALENT VIDEO
July 20, 2020 – The latest video in our series was launched mid-July with a focus on one of our best regional assets – talent! This video has been shared both regionally and internationally with positive feedback from both. Work is ongoing for the last 2 videos in this series. The first of these videos will tell the story centred around our region’s connectivity and the series will be rounded off with a video about the region as a whole.
WEBINAR – PHARMACEUTICAL INNOVATION & PRODUCTION IN THE EDMONTON METROPOLITAN REGION (EMR)
July 21, 2020 - Edmonton Global, in partnership with the Canadian Trade Commission Service (TCS) in Brussels and The Hague, co-hosted a webinar on the unique opportunities that exist for scalable pharmaceutical innovation and production in the Edmonton Metropolitan Region. Attendees heard from a range of panelists who shared their perspectives on the advantages that exist for international pharmaceutical companies
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looking to invest in North America or use Canada as a launching point for accessing Asia and Europe. More than 75 individuals from various organization in the Benelux countries as well as Alberta and across the globe attended the event. Follow the link here to the video recording, presentation slides, and fact sheets about the panelists as presented during the webinar.
WEST OF CENTRE PODCAST – ROAD TO RECOVERY
July 23, 2020 - The Road to Recovery white paper and Edmonton Global’s competitiveness and advocacy work continue to gain media interest. On July 23, 2020, Edmonton Global’s VP Strategy & Innovation joined the CEO for the Business Council of Alberta on West of Centre, a CBC podcast to discuss Alberta’s economic recovery. You can listen to the podcast here.
SPRING/SUMMER LEGISLATIVE SESSION SUMMARY
July 29, 2020 - The Spring/Summer Provincial Legislative Session wrapped up on July 29, 2020 and a total of 35 Bills were passed in that session. Edmonton Global developed a summary of the bills passed and circulated it to our regional partners on August 12. A copy of the Session Wrap Up document can be found here.
LEDUC COUNTY RURAL WEST ECONOMIC DIVERSIFICATION PLAN
July 31, 2020 – Edmonton Global participated in a stakeholder workshop involving businesses, residents, and subject matter experts to discuss the opportunities for additional diversification efforts in western Leduc County. Prior to the workshop, the attendees were interviewed regarding the area in question and briefed on the intent of the exercise. The workshop consisted of large group discussion and small, sector related, break-out groups. Edmonton Global engaged with the group in relation to energy and agriculture sectors. The intent is to provide Leduc County with a roadmap for focusing their attention for growth and diversification.
SUBMITTED RESPONSE TO REQUEST FOR INFORMATION (RFI) – PHARMACEUTICAL PRODUCTION LOCATION IN THE EMR
July 31, 2020 - In response to a client RFI request on facilities suitable for a pharmaceutical production facility in the EMR, Edmonton Global received a total of 22 potential facility suggestions meeting the client’s requirements. The input from 9 shareholder and partner organization were shared with the client for their review.
FEDERAL PRE-BUDGET SUBMISSIONS
August 7, 2020 - Edmonton Global submitted two documents as part of the federal 2021 pre- budget consultation process recommending: 1) scaling up pharmaceutical manufacturing in the region, 2) supporting SMEs in adopting technology; and 3) investing in broadband in the region. All three topics come from the Road to Recovery white paper, which was released in April. For the broadband submission, Edmonton Global initiated an advocacy coalition with the EMRB and GERCC and the three organizations also made a submission to the provincial 20-year capital plan consultation process. On the other submission, Edmonton Global has been working closely with Applied Pharmaceutical Innovation (API) and industry partners. You can review the submissions here:
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EG-GERC-EMRB Pre-Budget Submission Edmonton Global Pre-Budget Submission
UPDATE ON PROTOCOLS FROM THE REGIONAL ED NETWORK COMPACT
Ongoing - In 2020, the Edmonton Global team worked with the Regional ED Network in finalizing 3 outstanding protocols. A link to the document can be found here. • Protocol #3 Investment Readiness- Outlining our shared objective to attract investments to the Edmonton Metropolitan Region. • Protocol #4 Marketing and Communications - this protocol outlines the principles which members of the Edmonton Metropolitan Region Shareholder Communities have collectively developed to guide our marketing and communications efforts to attract investment to our region. • Protocol #8 Maximizing the Regional Economic Benefits- This Protocol considers a coordinated regional approach that will support timely, informed decision-making by clients of Edmonton Global and our region representatives. Edmonton Global has been the facilitator of this conversation and putting together the document. These Protocols are intended to guide the relationship between Edmonton Global and shareholders with enough detail and scope to frame our collaborative behaviours, but without limiting the shareholders in their opportunity to develop innovative approaches to economic development and investment attraction.
BUILDING PARTNERSHIPS
Ongoing - Aligning with the evolving provincial and regional economic development eco system Two new organizations have been created over the summer. The new and improved Invest Alberta with a mandate on FDI. We are well aligned with this organization and collaboration and lead sharing have begun. Our board chair and the newly appointed Invest Alberta chair are meeting in the near future to discuss aligning efforts and outcomes. Similarly, the appointment of Naseem Bashir as the board chair to the new City of Edmonton innovation entity will help provide much needed leadership in this space. Connecting Naseem and John is in process.
EDMONTON REGION 5G COALITION
Ongoing - The Road to Recovery white paper included a recommendation on implementing 5G technology, which would help existing companies innovate and improve our value proposition for attracting new companies to the region. Our advocacy efforts were successful as Alberta’s Economic Recovery Plan referenced the Government of Alberta will be developing a “comprehensive technology strategy” which will include “enhanced 5G initiatives”. Following our successful advocacy on 5G, Edmonton Global has initiated a regional 5G group to work on a 5G submission from the Edmonton region to help inform the Government of Alberta’s technology strategy. Post-secondary institutions, municipalities, economic development agencies, telecommunications companies and other innovation and tech related organizations are all at the table building this proposal. The proposal will be submitted to the provincial and federal governments in September and distributed broadly thereafter.
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ALBERTA TECHNOLOGY JOB CREATION REBATE PROPOSAL
Ongoing - Edmonton Global initiated a working group consisting of Edmonton Global, Calgary Economic Development, Digital Alberta and the Edmonton Screen Industries Office. The group developed a proposal to the Government of Alberta for a program targeted at incentivizing expansion and attraction of mid- to large-sized tech-based companies. This would be a complement to the recently-announced Innovation Employment Grant, which is targeted at attracting R&D activity and support start-up and scale-up stage companies. The proposal includes letters of support from over 20 companies (domestic and international) and several post-secondary institutions, gathered by Edmonton Global and Calgary Economic Development. The proposal package will be delivered to government in September.
UPDATES TO WEBSITE
Ongoing – The Marketing and Communications team has been busy making updates to the intelligence components and improving usability of our site. We are in the process of adding an events component to our website which will include any virtual events we have planned such as the webinars that we have been hosting. For example, the AI webinar planned for September 22 can be seen here.
EMERGENT STORIES
Ongoing – Edmonton Global has published a number of business profiles and blog posts to the emergent stories section of the website. In case you missed any of them you can read them all here: Token Bitters profile Edmonton’s startup ecosystem in global 100 Showbie profile Startup Genome Edmonton ranking Alberta – Lowest corporate tax rate in Canada Data and Trends with Tomas RJ Maclean profile Granify profile Songistry profile
ALBERTA’S INDUSTRIAL HEARTLAND HYDROGEN TASKFORCE
Ongoing – Participating in the development of a hydrogen strategy that will potentially establish the Edmonton metro region as a node for deployment of hydrogen as an Energy Transition opportunity. The group involves Alberta’s Industrial Heartland Association (AIHA), Canadian Energy Systems Analysis Research (CESAR), Edmonton Global, University of Alberta, University of Calgary, Transition Accelerator, EMRB and Alberta Motor Transport Association (AMTA). The Edmonton Metropolitan Region is the obvious location for the production and distribution hub for development of a Canadian hydrogen supply chain. The intention is to build out a distribution network, develop market demand, bolster supply capacity, and explore export potential.
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EDMONTON GLOBAL - NANOCANADA
Ongoing - Edmonton Global met with the senior management of NanoCanada to assist with the organization of the first global conference on nanotechnology that will be organized by NanoCanada scheduled to take place October 20-22, 2021 in Edmonton. Edmonton Global will be a founding partner of this event and we are pushing for our region to be the permanent home of this annual event. LG has indicated a desire to be a platinum sponsor of this event and are planning to bring a business delegation from South Korea to attend.
OFFICE RE-ENTRY
August-September - This is a 2-phase return to office: - Phase 1 - Office Re-Entry (Team back to the office) has occurred in August; - Phase 2 - Re-Opening to the Public Phase is when we will start to receive clients at the office. This is tentatively planned for September 8, 2020 depending on the COVID 19 conditions.
UPCOMING – PLANNED EVENTS
Edmonton Global update to GERCC Mustafa Sahin, VP, Trade and Investment will provide a 20 minute update on Edmonton Global (including Q&A) at the GERCC virtual board meeting taking place on August 25.
Webinar – AI in the Edmonton Metropolitan Region Edmonton Global will be hosting a webinar on September 22 about Artificial Intelligence in the Edmonton Metropolitan Region. Working with TCS offices in Seattle, San Francisco, LA, New York, Brazil and the UK, we are optimistic this event will allow us to showcase our regional strengths and generate interest within firms looking for both regional talent and solutions for their expansion plans.
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5616 – 48 St, Postal Bag 8, Elk Point, AB, T0A 1A0
Tel 780-724-2596 Fax 780-724-2597
Aug 26, 2020
On behalf of Northern Lights library system executive committee, please be advised that Ms Julie Walker is no longer with our organization.
In the interim please direct any work inquiries to our interim acting director Terri Hampson [email protected] 780-724-2596 ext 2110.
If you need any other assistance, please do not hesitate to contact me at . Or email or . I check my personal email several times a day.
Vick Lefebvre – Board Chair 123
Sent: August 27, 2020 3:28 PM Subject: Alberta Municipal Affairs 2019-20 Annual Report
Good afternoon,
I am pleased to share the Ministry of Municipal Affairs’ 2019-20 Annual Report with you.
This latest report provides a comprehensive review of the programs and initiatives we have undertaken over the past year to build stronger communities and make life better for Albertans. It also outlines the ministry’s extraordinary efforts as it responded, and continues to respond, to the COVID-19 pandemic.
The ability, at both the provincial and municipal levels, to deal with the impacts of a pandemic and continue to meet the needs of Albertans is a testament to the dedication and professionalism of this ministry and municipal officials.
This annual report highlights many of the ministry’s accomplishments, opportunities, and challenges in 2019/20, including: • implementing a red tape reduction plan to ensure the ministry’s current and new regulations are free of unnecessary red tape, as required by the Red Tape Reduction Act, and an ongoing review of programs and services to ensure the best possible outcomes are being achieved for Albertans and businesses; • continuing to work with municipalities to advance greater intermunicipal collaboration in regional planning and service delivery, and greater accountability; • providing Alberta communities with funding through several different programs, including the Municipal Sustainability Initiative; • continuing to implement centralized industrial property assessment, expected to be completed in 2021; • continuing to support the four quasi-judicial boards in their work adjudicating on matters relating to land rights and property ownership; • reducing the regulatory burden in the safety codes system without compromising public safety; • supporting public libraries through investments made in internet access and digital content, such as ebooks and audio books, which have provided Albertans with sources of entertainment, learning, and comfort during the required isolation; and • co-ordinating the government’s non-health-related response to the COVID-19 pandemic, and other emergencies and disasters.
This, and more, is covered in our results analysis, performance measures, and financial information. You will see how actions and decisions connect to goals and key strategies, and how Municipal Affairs is progressing and adopting lessons learned. I invite you to look through our annual report online at: https://open.alberta.ca/publications/1925-9247.
I extend my sincere thanks to you and all our partners. My staff and I look forward to our continued collaboration.
Paul Wynnyk Deputy Minister 18th floor, Commerce Place Municipal Affairs 10155-102 Street Government of Alberta Edmonton, AB T5J 4L4
124
[Ministry Name] | Annual Report 2019–2020 i 125
Ministry of Municipal Affairs, Government of Alberta | Municipal Affairs 2019-2020 Annual Report
©2020 Government of Alberta | Published: August 2020 ISBN: 978-1-4601-4756-6 ISSN: 1925-9247
Note to Readers: Copies of the annual report are available on the Alberta Open Government Portal website www.alberta.ca
ii Municipal Affairs | Annual Report 2019–2020 126
Table of Contents
Preface ...... 3
Minister’s Accountability Statement ...... 4
Message from the Minister ...... 5
Management’s Responsibility for Reporting ...... 7
Results Analysis ...... 9 Ministry Overview ...... 10 Executive Summary ...... 15 Discussion and Analysis of Results ...... 18 Performance Measure and Indicator Methodology ...... 103
Financial Information ...... 115 Reporting Entity and Method of Consolidation ...... 116 Ministry Financial Highlights ...... 117 Supplemental Financial Information ...... 121 Financial Information of Other Reporting Entities ...... 127
Annual Report Extracts and Other Statutory Reports...... 180
Municipal Affairs | Annual Report 2019–2020 1
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Introduction
2 Municipal Affairs | Annual Report 2019–2020
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Introduction
Preface
The Public Accounts of Alberta are prepared in accordance with the Financial Administration Act and the Fiscal Planning and Transparency Act. The Public Accounts consist of the annual report of the Government of Alberta and the annual reports of each of the 21 ministries.
The annual report of the Government of Alberta contains ministers’ accountability statements, the consolidated financial statements of the province and the Measuring Up report, which compares actual performance results to desired results set out in the government’s strategic plan.
This annual report of the Ministry of Municipal Affairs contains the minister’s accountability statement, the financial information of the ministry and a comparison of actual performance results to desired results set out in the ministry business plan. This ministry annual report also includes:
• the financial statements of entities making up the ministry including the Department of Municipal Affairs, and provincial agencies for which the minister is responsible; • other financial information as required by the Financial Administration Act and Fiscal Planning and Transparency Act, as separate reports, to the extent that the ministry has anything to report; and • financial information relating to trust funds.
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Minister’s Accountability Statement
The ministry's annual report for the year ended March 31, 2020, was prepared under my direction in accordance with the Fiscal Planning and Transparency Act and the government’s accounting policies. All of the government's policy decisions as at July 6, 2020 with material economic or fiscal implications of which I am aware have been considered in the preparation of this report.
[Original signed by]
Kaycee Madu, QC
Minister of Municipal Affairs
4 Municipal Affairs | Annual Report 2019–2020
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Introduction
Message from the Minister
It is impossible for me to reflect on the past year without contemplating current events. I am, of course, referring to the COVID-19 pandemic. This has been an unprecedented time for our province, and I am proud of Albertans and the countless ways they and their communities have come together to tackle this emergency head-on. I’m also proud of the way Municipal Affairs has risen to the challenge.
Our ability, at the provincial and municipal level, to deal with the diverse and complex impacts of a pandemic and continue to meet the needs of Albertans is a testament to the excellent work carried out by my ministry over the previous fiscal year.
Over those months, we strengthened the foundation of good local governance, reduced red tape, enhanced public safety, and invested in the infrastructure and systems essential to our daily lives.
This shared commitment to building strong communities, strategic planning, and hard work is covered in detail in the Municipal Affairs 2019-20 Annual Report.
Our ministry has a wide and diverse range of responsibilities, and I am pleased with the progress we have made and the milestones we’ve reached together with our many partners.
While I encourage you to read further to learn more about these shared achievements, I am pleased to highlight some of that work.
Three activities especially stand out in my mind. The ministry revised the Government of Alberta business continuity plan, and conducted an emergency management exercise in 2019 that involved an influenza pandemic with prolonged business disruption. This specific exercise improved our readiness to put that plan into action as we responded to the COVID-19 emergency. Finally, the ministry, in conjunction with Alberta Health and our ministry partners, began early preparation and planning through focused sessions of the Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees. With a quick and efficient response co-ordinated by the Provincial Operations Centre, our government has been able to focus on keeping Albertans safe and essential services running.
Public safety is always important ongoing work for this ministry, with updating of building codes and safety standards, and licensing of homebuilders. Recent work to reduce red tape and regulatory burden improved municipalities’ and industry’s ability to carry out their respective duties. This efficiency has served us well during the provincial state of public health emergency.
The past year has also seen many local governments finalize their intermunicipal collaboration frameworks and advance shared plans to improve regional planning and service delivery. In times like these, we depend on our friends and neighbours even more, and it is a reminder of how meeting common needs together has tremendous value.
Our ministry’s support to public libraries over the past year has also been of particular benefit during the pandemic. Investments made in internet access and the provision of digital content, such
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Introduction
as ebooks and audio books to public libraries, has provided Albertans with sources of entertainment, learning, and comfort during the required isolation.
Building upon the achievements detailed in this report, I am confident we will remain undaunted by the challenges ahead as we draw upon our strength, agility, and resilience.
We know Alberta’s success lies in healthy, sustainable municipalities, and the pandemic has reminded us we are all in this together.
[Original signed by]
Kaycee Madu, QC Minister of Municipal Affairs
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Introduction
Management’s Responsibility for Reporting
The Ministry of Municipal Affairs includes the Department of Municipal Affairs and the Safety Codes Council. The ministry also includes the Special Areas Board and seven improvement districts, which are accountable to the minister. An eighth improvement district, the Kananaskis Improvement District, is administered by the Ministry of Environment and Parks.
The Department of Municipal Affairs consists of the Municipal Assessment and Grants Division, the Municipal Services Division, the Technical and Corporate Services Division, the Alberta Emergency Management Agency, the Municipal Government Board, the New Home Buyer Protection Board, the Surface Rights Board, and the Land Compensation Board.
The executives of the individual entities within the ministry have the primary responsibility and accountability for the respective entities. Collectively, the executives ensure the ministry complies with all relevant legislation, regulations, and policies.
Ministry business plans, annual reports, performance results, and the supporting management information are integral to the government’s fiscal and strategic plan, annual report, quarterly reports, and other financial and performance reporting.
Responsibility for the integrity and objectivity of the accompanying ministry financial information and performance results for the ministry rests with the Minister of Municipal Affairs. Under the direction of the Minister, I oversee the preparation of the ministry’s annual report, including the financial information and performance results. The financial information and the performance results, of necessity, include amounts based on estimates and judgments. The financial information is prepared using the government’s stated accounting policies, which are based on Canadian public sector accounting standards. The performance measures are prepared in accordance with the following criteria:
• Reliability – information used in applying performance measure methodologies agrees with the underlying source data for the current and prior years’ results. • Understandability – the performance measure methodologies and results are presented clearly. • Comparability – the methodologies for performance measure preparation are applied consistently for the current and prior years’ results. • Completeness – outcomes, performance measures and related targets match those included in the ministry’s Budget 2019.
As deputy minister, I am responsible for, in addition to program responsibilities, the ministry’s financial administration and reporting functions. The ministry maintains systems of financial management and internal control that give consideration to costs, benefits, and risks that are designed to:
• provide reasonable assurance that transactions are properly authorized, executed in accordance with prescribed legislation and regulations, and properly recorded so as to maintain accountability of public money; • provide information to manage and report on performance; • safeguard the assets and properties of the province under ministry administration;
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Introduction
• provide Executive Council, the President of Treasury Board and Minister of Finance, and the Minister of Municipal Affairs the information needed to fulfill their responsibilities; and • facilitate preparation of ministry business plans and annual reports required under the Fiscal Planning and Transparency Act.
In fulfilling my responsibilities for the ministry, I have relied, as necessary, on the executives of the individual entities within the ministry.
[Original signed by]
Paul Wynnyk Deputy Minister of Municipal Affairs
July 6, 2020
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Results Analysis
Table of Contents
Ministry Overview ...... 10 Ministry of Municipal Affairs ...... 10 Department of Municipal Affairs ...... 10 Support Services ...... 12 Other Entities ...... 13 Executive Summary ...... 15 Discussion and Analysis of Results...... 18 Outcome One: Albertans live in viable municipalities and communities with fiscally responsible, collaborative, and accountable local governments ...... 18 Outcome Two: Alberta’s economic prosperity is facilitated by local governments ... 48 Outcome Three: Albertans are protected with safe buildings, homes, and communities ...... 54 Outcome Four: Alberta is emergency-ready and resilient ...... 61 Outcome Five: Albertans receive fair, timely, and well-reasoned decisions from the ministry’s quasi-judicial boards ...... 85 Performance Measure and Indicator Methodology ...... 103
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Ministry Overview
Ministry of Municipal Affairs Municipal Affairs assists municipalities in providing well-managed, accountable local government to Albertans. The ministry also fosters stronger and safer communities across the province, and enables local governments to facilitate Alberta’s economic prosperity.
The ministry consists of the Department of Municipal Affairs and the Safety Codes Council. The ministry also includes the Special Areas Board and seven improvement districts, which are accountable to the minister.
The Department of Municipal Affairs consists of the Municipal Assessment and Grants Division, the Municipal Services Division, the Technical and Corporate Services Division, the Alberta Emergency Management Agency, and four quasi-judicial boards – the Municipal Government Board, the New Home Buyer Protection Board, the Surface Rights Board, and the Land Compensation Board.
Department of Municipal Affairs Municipal Assessment and Grants Division The Municipal Assessment and Grants Division administers municipal financial components, such as provincial and federal grant programs directed at Alberta municipalities, the property assessment system, and education property tax requisitions.
This division develops the policies and procedures for property assessment; reviews and audits municipal property assessments; and prepares designated industrial property assessments, comprised of linear and non-linear properties, for municipalities.
The division also administers the Municipal Sustainability Initiative and Federal Gas Tax Fund, along with other grant programs; develops new grant programs such as the Local Government Fiscal Framework; administers property tax programs; prepares equalized assessments for each municipality; and administers the education property tax requisitioning program on behalf of the province.
Municipal Services Division The Municipal Services Division supports municipalities in meeting their mandate to provide accountable and effective local government to the residents of Alberta. The division provides support services and advice to municipalities in line with the ministry’s Municipal Sustainability Strategy; manages the ministry’s primary legislation governing municipalities, including the Municipal Government Act, the Local Authorities Election Act, and the Special Areas Act, and their associated regulations; leads policy initiatives relating to municipal-provincial relations; and co- ordinates the ministry’s stakeholder relations with key municipal associations at major conferences and regional meetings.
The division includes the Public Library Services Branch, which manages the Libraries Act, supports the province-wide Public Library Network in the provision of library services and provides operating funding to municipal and regional library system boards. Funding enables municipal and regional libraries to share physical and electronic library resources across the province, with the goal of equitable library access for all Alberta residents, including print-disabled Albertans and Indigenous populations.
Technical and Corporate Services The Technical and Corporate Services Division oversees a system of safety codes and standards, provides guidance and advice to safety system partners, administers the Residential Protection Program, and provides corporate support to the Department of Municipal Affairs.
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The division administers the Safety Codes Act, which establishes codes, standards, and administrative processes in 10 disciplines: 1) building (including energy efficiency in buildings); 2) fire; 3) plumbing; 4) gas; 5) electrical; 6) elevators; 7) amusement rides; 8) passenger ropeways (e.g. ski lifts); 9) pressure equipment; and 10) barrier-free design.
To support the safety codes system, the division oversees:
• the Safety Codes Council, which accredits municipalities, corporations, and agencies to administer the Safety Codes Act and certifies safety codes officers; • the Alberta Boilers Safety Association; • the Alberta Elevating Devices and Amusement Rides Safety Association; and • the Petroleum Tank Management Association of Alberta.
The division supports safety codes system partners to carry out their responsibilities by providing guidance and advice, including advising municipalities on safety code interpretations, and fire departments on fire services. The division also works with government departments, municipalities, Indigenous communities, and other stakeholders to:
• promote fire and injury prevention; • support effective community risk-management; and • support volunteer search and rescue organizations by offering funding such as training grants.
The Residential Protection Program is responsible for overseeing and enforcing the New Home Buyer Protection Act, which establishes regulatory requirements for mandatory new home warranties and builder licensing.
The Business Planning and Integration area provides corporate support and helps the ministry achieve its outcomes by providing information management; legislative and administrative services; and strategic planning, reporting, and policy services.
Alberta Emergency Management Agency The Alberta Emergency Management Agency works with emergency management partners to provide a province-wide emergency management system that protects Albertans, their property, and the environment against hazards. This includes co-ordinating emergency or disaster response and recovery activities, and providing direct assistance to local authorities when required. The Alberta Emergency Management Agency provides strategic policy direction and leadership through the co-ordination of emergency management programs that include aspects of mitigation, prevention, preparation, response, and recovery.
The Alberta Emergency Management Agency supports the continuous improvement of Alberta’s emergency management system and assists with the development of sustainable emergency management capabilities; emergency social services; emergency 911 support; and amateur emergency radio operators in Alberta. The agency also collaborates with provincial, territorial, federal, and international stakeholders to promote a comprehensive approach to emergency management that enhances the safety of all Albertans.
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Quasi-judicial Boards
Municipal Government Board The Municipal Government Board is an independent and impartial quasi-judicial tribunal that conducts hearings on matters specified under the Municipal Government Act, including, land planning, assessment complaints, and any other matter referred to it by the Minister of Municipal Affairs or Lieutenant Governor in Council. Land-planning issues include subdivision appeals, annexation recommendations, and intermunicipal disputes. Assessment complaints relate to equalized assessment and designated industrial property (e.g., major plants and linear property such as oil and gas wells, pipelines, railways, and power generation plants).
The board also supports assessment review boards across the province by assigning members to hear and make decisions about municipal assessment complaints. Another function of the board is to provide training and certification for assessment review board clerks and board members.
Members of the Municipal Government Board have extensive appraisal, assessment, legal, and land- planning expertise, which ensures all stakeholders receive fair, timely, and well-reasoned decisions.
New Home Buyer Protection Board The New Home Buyer Protection Board – established under the New Home Buyer Protection Act – hears appeals of decisions issued by the Residential Protection Program regarding: owner-builder authorizations; hardship exemptions; status determinations; compliance orders; administrative penalties; and builder licensing.
Surface Rights Board The Surface Rights Board is a quasi-judicial administrative tribunal – established by the Surface Rights Act – that conducts hearings on matters specified under the Act. These matters include right of entry to the owner’s land; determination of compensation payable to the landowner for the entry; and review of annual compensation, damages, and rental recovery in the event that an operator fails to make payment.
The Surface Rights Board has an effective alternative dispute resolution program.
Land Compensation Board The Land Compensation Board is a quasi-judicial board – established by the Expropriation Act – that conducts hearings to determine whether expropriation should proceed when there is an objection and where the expropriating authority is not the province or a municipality. For all expropriations where there is no agreement between the parties, the board fixes compensation payable to landowners and tenants.
Support Services Financial Services Financial Services is responsible for co-ordinating the budget, forecast, and reporting for the ministry. Its responsibilities also include oversight and guidance on the financial internal controls, expenditure officers, and contracting.
Human Resource Services Human Resource Services is a resource provided by the Public Service Commission that plans, develops, and delivers the department’s strategic human resource programs, as well as day-to-day human resource services. Its responsibilities include promoting strategic human resource planning in alignment with business goals and objectives, supporting the attraction and engagement of high- calibre staff, and building employee capacity to achieve business plan goals.
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Legal Services Legal Services is a resource provided by the Ministry of Justice and Solicitor General that provides legal services to the department’s divisions and associated boards. The branch’s responsibilities include participating in special projects, reviewing legislation and regulations, offering legal advice and written opinions, and preparing and reviewing legal documents.
Communications The Communications Branch is a resource provided by Communications and Public Engagement in the Ministry of Treasury Board and Finance. The branch provides strategic communications advice, consulting services, and planning and communications support to the minister, deputy minister, and ministry staff to communicate effectively with stakeholders, the media, and Albertans. The branch also provides issues management, writing and editing, and media relations services.
Other Entities The Safety Codes Council The Safety Codes Council is a corporation established under the Safety Codes Act. The council’s responsibilities include:
• working with industry, municipalities, and other stakeholders through technical sub-councils to review codes and standards and advise the minister on safety codes policy; • accreditation activities, including accrediting municipalities and corporations to administer the Safety Codes Act in their jurisdictions – and accrediting agencies that can provide safety codes officers to municipalities and corporations under contract; • overseeing permits and inspections in unaccredited municipalities through the Alberta Safety Codes Authority; • certification activities, including training and certifying safety codes officers who enforce the Act, and certifying master electricians; and • administering an appeals process for decisions made under the Act.
Special Areas Board The Special Areas Board is appointed by the Lieutenant Governor in Council and is responsible for the administration of 2.5 million acres of public land in southeast Alberta and the provision of municipal services to residents of this rural region. The Special Areas Board applies land- stewardship policies that are particularly suited to the sustainability of public lands in this ecologically fragile part of the province.
Improvement Districts Municipal Affairs provides limited municipal services in seven improvement districts, including: Waterton Lakes National Park; Banff National Park; Jasper National Park; Elk Island National Park; Wood Buffalo National Park; Willmore Wilderness Park; and Improvement District No. 349 (located in northeastern Alberta). The Government of Alberta, through Municipal Affairs, manages all local government functions – including the levy and collection of taxes – for the improvement districts, unless a local council has been elected. An eighth improvement district, the Kananaskis Improvement District, is administered by the Ministry of Environment and Parks.
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Delegated Administrative Organizations
Alberta Boilers Safety Association The Alberta Boilers Safety Association is delegated to administer and deliver safety programs related to boilers, pressure vessels, and pressure piping systems in Alberta. The association’s safety codes officers review and register designs, conduct inspections, and issue permits. The association also certifies pressure welders, inspectors, and power engineers for the operation of power or heating boilers.
Alberta Elevating Devices and Amusement Rides Safety Association The Alberta Elevating Devices and Amusement Rides Safety Association is delegated to administer and deliver safety programs related to elevating devices, amusement rides, and passenger ropeways (such as ski lifts). The association’s safety codes officers review and register designs, conduct inspections, and issue permits.
Petroleum Tank Management Association of Alberta The Petroleum Tank Management Association of Alberta is delegated to administer safety programs related to petroleum storage tanks in Alberta. The association’s safety codes officers administer the fire code for the registration, construction, operation, alteration, and removal of petroleum tanks.
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Executive Summary
In 2019‑20, the Ministry of Municipal Affairs delivered on the commitments in its 2019‑23 business plan, and continued its day‑to‑day operations to support Albertans, Alberta municipalities, and other stakeholders. The work of the ministry progressed as expected through the first three quarters of the 2019-20 fiscal year. In the fourth quarter, a worldwide pandemic of coronavirus disease 2019 (COVID-19) rose to the forefront, impacting Albertans, the economy, and the work of governments at all levels. The response by governments across the world has been unprecedented, and the disruption of ‘business as usual,’ profound.
Municipal Affairs’ efforts to address the COVID-19 pandemic included:
• activating the Provincial Operations Centre to support Alberta Health as it leads the public health emergency response; • establishing Alberta’s Pandemic Response Planning Team to address “whole-of-society” impacts with focus areas on Albertans, industry, and the economy; • amending the Emergency Management Act in spring 2020 to provide greater clarity and improved co-ordination between local and provincial pandemic response efforts and extend the duration of local states of emergency to reduce the number of times a community would be required to declare during a prolonged event; and • finding ways that local governments can continue to effectively govern and operate in a way that adheres to public health guidelines and directives, while also ensuring an appropriate level of transparency and access for the public, and identifying several legislated requirements that can be deferred so local governments can focus on providing critical services to Albertans.
Progress was made on major initiatives and projects identified in the ministry’s 2019‑23 business plan, including:
• continuing to work with municipalities to advance greater intermunicipal collaboration in regional planning and service delivery; • providing predictable, long-term infrastructure funding for municipalities; • continuing to implement centralized industrial property assessment; • an ongoing review of programs and services to ensure the best possible outcomes are being achieved for Albertans and businesses – including reducing red tape, regulatory burdens, and unnecessary processes in order to encourage economic growth and job creation; and • supporting municipalities as they continue to strengthen municipal accountability and transparency through the Municipal Accountability Program, the municipal inspection process, and the introduction of a new annual Alberta Municipalities Measurement Index. Red Tape Reduction
In 2019-20, Municipal Affairs turned its focus to reducing red tape to ensure the ministry and the province’s local governments are well-positioned to help deliver on the Government of Alberta’s plan to reignite the economy, support job creators, and get Albertans working again.
Key work included the following:
• Implementing a red tape reduction plan to ensure the ministry’s current and new regulations are free of unnecessary red tape, as required by the Red Tape Reduction Act.
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• Enabling municipalities to foster economic growth by ensuring they have the tools to do so, including facilitating pre-approved industrial zones and allowing municipalities to offer multi- year property tax incentives. • Streamlining regulatory requirements in municipal legislation and regulation that are hampering administrative efficiencies for municipalities, to allow municipalities to be more responsive to the needs of their residents and businesses. • Streamlining the Municipal Sustainability Initiative’s Operating program. Spending plans are no longer required up front to receive payment of the operating allocations. Instead, municipalities and Metis Settlements only need to report on how they used the funding.
Grant programs and municipal funding continued to be important elements of the ministry’s work. In 2019-20, Municipal Affairs provided Alberta communities with funding through several different programs, including:
• $642 million in capital funding through the Municipal Sustainability Initiative Capital program, including $347 million from the Basic Municipal Transportation Grant component; • $29 million in operational funding through the Municipal Sustainability Initiative Operating program; • $11.9 million in funding through the Alberta Community Partnership program to support municipalities with intermunicipal initiatives and capacity building; • $244 million in Federal Gas Tax Fund core funding, plus an additional $229.5 million in top-up funding for a total of $473.5 million; • $8.7 million through the Small Communities fund; and • $41.7 million to 167 municipalities through the Grants in Place of Taxes program.
The ministry continued to implement centralized industrial property assessment. The transition is in its third year and is expected to be completed in 2021. The benefits of centralized assessment are being realized in incremental steps through improved efficiency, consistency, and fairness in property assessments.
In advance of an assessment model review that is expected to reduce assessed values of shallow gas wells, the ministry supported municipalities to reduce 2019 property taxes on shallow gas wells and related pipelines by 35 per cent, which was offset with an education tax credit. This provided urgently needed short-term relief to this sector, which supports jobs and investment in Alberta communities.
Managing a safety system that ensures all Albertans are safe in their homes and communities is another key element of Municipal Affairs’ business. This year, the ministry focused on reducing the regulatory burden in the safety codes system without compromising public safety. For example, in February 2020, Alberta worked with the National Research Council to develop and issue a province-wide variance to allow for mass-timber building construction up to 12 storeys in height – twice the height allowed by the current national and provincial building codes. This allowed Alberta’s builders to construct taller mass-timber buildings, using upcoming national code provisions, two construction seasons faster than they would under the automatic code adoption process.
Making sure Alberta is ready for emergencies is another of the ministry’s objectives. It does this by:
• working with and supporting communities as they improve emergency preparedness at a community level;
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• continuing to train regionally-based All-Hazard Incident Management Teams; • providing online and in-person emergency management training to municipalities and through public awareness campaigns; • assisting communities and Albertans to recover from disasters by administering disaster financial assistance, providing disaster recovery co-ordination, and co-ordinating Government of Alberta disaster expenditures; • strengthening the current business continuity and consequence management programs and leading in the development of a provincial hazard and risk assessment and disaster resilience strategy; and • ensuring the Provincial Operations Centre monitors the province 24-7 and is ready to facilitate a government-wide response to emergencies and disasters.
The ministry’s four independent and impartial quasi-judicial tribunals (the Municipal Government Board; the Surface Rights Board; the Land Compensation Board; and the New Home Buyer Protection Board) continued to adjudicate on matters relating to land rights and property ownership.
Going forward, it is expected that the government’s response to the COVID-19 pandemic will continue to be at the forefront for at least the first half of the 2020-21 fiscal year.
Municipal Affairs will also continue to make progress on the outcomes identified in its 2020-23 business plan:
• Albertans live in viable municipalities and communities with fiscally responsible, collaborative, and accountable local governments. • Alberta’s economic prosperity is facilitated by local governments. • Albertans are protected with safe buildings, homes, and communities. • Alberta is emergency-ready and resilient. • Albertans receive fair, timely, and well-reasoned decisions from the ministry’s quasi-judicial boards.
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Discussion and Analysis of Results
Outcome One: Albertans live in viable municipalities and communities with fiscally responsible, collaborative, and accountable local governments
Key Objectives
1.1 Work with municipalities to strengthen regional planning and service delivery through a number of regional governance mechanisms, such as intermunicipal collaboration frameworks and growth management boards.
Municipalities are facing many of the same external pressures as the Government of Alberta, including the need to do more with less in the current fiscal climate. Local governments must take a hard look at whether residents are receiving the best value for property tax dollars, and review programs and services to find efficiencies and create financial sustainability.
Municipal Affairs continues to work with municipalities and advocate for greater intermunicipal collaboration in regional planning and service delivery. Through shared regional service delivery and co-operation, municipalities are capable of delivering sustainable and high-quality services to their residents by leveraging economies of scale to improve efficiency. Through regional planning initiatives, growth along municipal boundaries can be co-ordinated and planned in a manner that encourages sustainable communities, protects high-quality agricultural land, and supports orderly growth and development. Regional service delivery and planning ensures neighbouring communities are working together to receive the positive economic and social benefits that come with growth.
To support collaboration, Municipal Affairs continues to support the implementation of intermunicipal collaboration frameworks and the development of growth management boards for Alberta’s two largest regions. Through these initiatives, strong relationships between communities will continue to develop, ensuring efficient planning and use of resources, and helping Alberta’s municipalities remain sustainable.
Growth Management Boards/Edmonton Growth Management Board/Calgary Growth Management Board
Growth Management Board Formation and History Updates to the Municipal Government Act in 2017 made growth management boards mandatory for the Calgary and Edmonton regions. The formation and structure of the regional boards are set out in the Calgary Metropolitan Region Board Regulation and the Edmonton Metropolitan Region Board Regulation, both approved in 2017. The Edmonton Metropolitan Region Board Regulation came into force in October 2017, and the Calgary Metropolitan Region Board Regulation came into force in January 2018. The Municipal Government Act also enables two or more municipalities to voluntarily form a growth management board, although there are no voluntary growth management boards in Alberta at this time.
Prior to the establishment of the boards, there were a significant number of intermunicipal disputes regarding how best to allow development in the regions. Disputes would often result in appeals to the Municipal Government Board, which would create significant delays in development and costs for each municipality involved. Depending on the complexity of the development under appeal, the timeline to resolve a dispute varied from six months to one year, and could cost in excess of $1 million for participating municipalities.
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The boards guide collaborative and strategic planning for ongoing growth in Alberta’s metropolitan regions, and are intended to provide a forum for long-term planning and problem-solving to ensure intermunicipal disputes can be avoided or handled efficiently. The membership of the boards includes the core municipality (Calgary or Edmonton), all adjacent rural municipalities, and all urban municipalities in the region with more than 5,000 residents. This results in 13 voting member municipalities in Edmonton and 10 in Calgary. As outlined in the regulations, two-thirds of member municipalities that represent at least two-thirds of the affected population must support decisions.
The growth management boards’ mandates focus on:
• environmentally responsible land-use planning, growth management, and efficient use of land; • developing policies regarding the co-ordination of regional infrastructure investment and service delivery; • promoting the economic well-being and competitiveness of the region; and • developing policies outlining how the board will engage with the public.
Ongoing Work for the Boards To meet their objectives, each growth management board is required to develop a long-term growth plan and a five-year metropolitan servicing plan, both of which need to be approved by the Minister of Municipal Affairs. The boards are also required to develop a regional evaluation framework as a way to objectively determine whether the proposed land-use plans of municipal members are in alignment with the regional plan.
The Edmonton Metropolitan Region Board received ministerial approval for its growth plan and regional evaluation framework at the same time as government approval of the regulation. Members of this board have taken the opportunity to expand beyond the required growth plan and have begun development of a regional agriculture master plan and an integrated regional transportation master plan, both intended to complement the growth and servicing plans.
The Calgary Metropolitan Region Board is required to have a long-term growth and servicing plan in place by January 2021. Before the Calgary Metropolitan Region Board Regulation came into effect, the board made the decision to prepare an interim growth plan and regional evaluation framework prior to the development and approval of the long-term growth and servicing plans. In December 2018, the interim plans were approved and the board has begun the work to develop a more thorough long-term growth plan and supporting servicing plan.
The Government of Alberta continues to monitor the progress of both boards, to ensure they remain effective vehicles for economic development and growth in both the Edmonton and Calgary regions.
Ministry Support for the Boards (Financial) Under the Alberta Community Partnership, operating funding to the growth management boards is gradually being reduced to allow the boards time to consider and implement other funding mechanisms. The regulations enable each growth management board to requisition operating funding from their members to reduce the reliance on provincial funding. In 2018-19, the province provided $3.75 million funding to each board, reflecting prepayment of two years of operating funding: $2 million for 2019-20, and $1.75 million for 2020-21. This arrangement demonstrates provincial support and provides predictable financial capacity for the growth management boards to plan for growth and deliver on their mandates.
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Ministry Support for the Boards (Operational) In addition to financial support for the boards, the Assistant Deputy Minister of the Technical and Corporate Services Division of Municipal Affairs sits as a non-voting member on each board. The Government of Alberta representative serves as a liaison between the boards and the province.
Intermunicipal Collaboration Frameworks The Municipal Government Act includes specific requirements for municipalities outside of the metropolitan regions to create intermunicipal collaboration frameworks and intermunicipal development plans. This requirement reflects the high priority the government continues to place on co-ordinated approaches to service delivery and planning.
The legislation describes the purpose of intermunicipal collaboration frameworks as:
• providing for the integrated and strategic planning, delivery, and funding of intermunicipal services; • providing stewardship of service resources; and • ensuring municipalities contribute funding to services that benefit their residents.
Changes that simplified the requirements for intermunicipal collaboration frameworks, and streamlined the arbitration process where municipalities cannot agree on a framework were made as part of the Red Tape Reduction Implementation Act and came into effect on December 5, 2019. The changes also provided an option for municipalities to not adopt an intermunicipal development plan as long as both parties agree that one is not required. The intent of these adjustments was to make it easier for municipalities to reach agreement on shared services. The amendments focus intermunicipal collaboration framework negotiations on services benefiting residents in more than one of the municipalities. The intermunicipal collaboration framework must describe these services, identify which municipality is responsible for providing which service, and outline how the services will be delivered and funded.
The ministry continued to provide support to municipalities formalizing their intermunicipal collaboration frameworks and intermunicipal development plans. In most cases, this work was to have been completed by April 1, 2020; however, the completion date was changed to April 1, 2021, in recognition of the challenges municipalities were facing in spring 2020 due to the public health emergency related to the COVID-19 outbreak.
Over the past several years, municipalities have been negotiating their intermunicipal collaboration frameworks and reaching agreements, which will support the co-ordinated and cost-effective delivery of shared services to residents and businesses going forward. As of March 31, 2020, 276 groups of regional municipal neighbours have notified the ministry that they have completed their intermunicipal collaboration frameworks.
Funding has been provided to municipalities through the Alberta Community Partnership program to support the development of intermunicipal collaboration frameworks and intermunicipal development plans in two ways:
• Under the Co-operative Processes stream, funding can be used to support one-half of the costs of a mediator or facilitator to help negotiate service agreements pertaining to intermunicipal collaboration frameworks and/or intermunicipal development plans. • Under the Intermunicipal Collaboration component, funding can be used to support the full cost of laying the groundwork for creating intermunicipal collaboration frameworks and/or intermunicipal development plans.
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Collaborative Governance Initiative The Collaborative Governance Initiative was developed in 2008 based on feedback and inquiries from municipalities. The initiative offers proactive support to local governments to explore ways to build better relationships, and improve communication and conflict management internally – within municipal administrations, between administration and council, between a municipality and the public, or between municipalities. Through this program, municipalities are encouraged to develop new ways to manage issues – both internal and external. If support is needed, the ministry’s intermunicipal relations team will assist municipalities in making funding applications under the Co-operative Processes stream of the Alberta Community Partnership program.
The new requirements for municipalities to negotiate intermunicipal collaboration frameworks and intermunicipal development plans has provided opportunities for local dialogue that in some cases has strengthened intermunicipal relationships. However, where municipalities had limited relationships with their neighbours or those relationships were previously strained, negotiations around intermunicipal collaboration frameworks and intermunicipal development plans have been a challenge. The Collaborative Governance Initiative has helped these municipalities come to terms with some of the factors that have strained their relationship in the past and set the ground rules for their discussions going forward.
Eligible projects include:
• the development of protocols for working more collaboratively; • implementation of previously developed protocols; and • negotiation of service agreements related to an intermunicipal collaboration framework or intermunicipal development plan.
In 2019-20, the ministry provided $50,000 in financial support toward one collaborative governance project involving two municipalities (the Village of Donnelly and the Municipal District of Spirit River). The project involves intermunicipal collaboration framework and intermunicipal development plan negotiations. The funding will help the two municipalities to develop internal and intermunicipal protocols, and to negotiate intermunicipal collaboration frameworks and intermunicipal development plans.
Intermunicipal Dispute Resolution Initiative The dispute resolution service encourages mediation or other dispute resolution alternatives to resolve issues without resorting to an outside authority. Typically, issues resolved through mediation concern annexations, land‑use planning, cost‑sharing, and the need for improved intermunicipal or internal relationships. This approach saves municipalities time and resources, and helps avoid legal proceedings.
The service began over 20 years ago in response to an identified need for proactive and self- directed alternatives to resolving intermunicipal land-use and annexation disputes, which were previously channeled through the Municipal Government Board. At the same time, the Municipal Government Act was amended to require municipalities to attempt mediation for these disputes. The dispute resolution service has been supported by an advisory committee composed of municipal associations, the Alberta Arbitration and Mediation Society, and the Canadian Bar Association. Since the service was introduced, it has supported 133 mediations with an overall success rate of 89 per cent.
With the increased complexity and demands on municipal governance and services, the scope of the dispute resolution initiative has expanded over the years to include supports for:
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• internal conflict resolution between council, staff, or the public; • supports for the local development of proactive protocols; • education and advisory programs to build local dispute resolution capacity; and • supports to build local negotiation capacity on shared services and intermunicipal development.
Recent discussions between municipal neighbours to develop their intermunicipal collaboration frameworks and intermunicipal development plans have in some cases brought long-standing disagreements to a head. In these cases, the dispute resolution initiative has provided advice to the disputing municipalities about processes and mediation supports that can help them move forward.
When in-depth support is needed, the ministry will help municipalities make funding applications through the Mediation Stream of the Mediation and Co-operative Processes component of the Alberta Community Partnership program. Municipalities will hire private-sector mediators and, when appropriate, the ministry may cover one-third of the funding for a mediation. The ministry maintains a roster of private-sector mediators with the assistance of representatives from the municipal associations and the Alberta Arbitration and Mediation Society. This roster gives municipalities access to a list of mediators with relevant training, experience, and an interest in intermunicipal mediation. In 2019-20, the ministry provided $15,000 in mediation funding in support of one request for mediation assistance involving intermunicipal collaboration frameworks.
Regional Services Commissions Regional services commissions are a long-standing and successful form of governance for the delivery of regional services on behalf of the member authorities. Regional services commissions have their own distinct legal status and operate independently from the member municipalities, providing their own administration and operations. The board of directors of each commission provides governance and oversight; these boards are comprised of councillors from the member authorities.
As a commission, municipal authorities work collaboratively with each other to deliver effective and accessible services that are responsive to the needs of their communities. These authorities may include municipalities, First Nations, Metis Settlements, and armed forces bases. Regional services commissions can deliver one or more services. Examples of services provided by regional services commissions include water, wastewater, solid waste management, property assessment, emergency services, land-use planning, and transit.
In many cases, the intermunicipal services identified by municipalities in their intermunicipal collaboration frameworks are delivered through regional services commissions.
Seventy-five regional service commissions operate within Alberta. Two new regional services commissions were established in 2020, both operating in southern Alberta: the Ridge Regional Safety Services Commission, which provides peace and bylaw enforcement services to its four municipal members, and the Chief Mountain Regional Solid Waste Services Commission, which provides waste management to its 11 member municipalities.
Regional services commissions require ministry approval for specific functions, including: passing or revising board of director appointment bylaws, disposals of assets, debt limit extensions, and provision of services outside the members’ boundaries. The ministry approved 15 such requests in 2019-20. As municipalities continue to seek efficiencies in service delivery for their residents, it is expected regional services commissions will continue to be an important regional option.
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Alberta Community Partnership The Alberta Community Partnership grant program continues to support municipal regional collaboration and capacity building initiatives across the province. The budget for the 2019-20 Alberta Community Partnership program was $16.5 million, with grants supporting projects that fall under five component streams:
1. Intermunicipal Collaboration 2. Municipal Restructuring 3. Mediation and Co-operative Processes 4. Municipal Internship 5. Strategic Initiatives
Alberta Community Partnership Component Streams by Percentage of Funding 2019-20
Mediation and Cooperative Municipal Restructuring Processes 27% 1%
Municipal Internship 8%
Intermunicipal Collaboration 62% Strategic Initiatives 2%
Intermunicipal Collaboration The Intermunicipal Collaboration component of the Alberta Community Partnership grant program provides competitive grants to municipal partnerships pursuing regional approaches to service delivery. In order to be eligible, projects must focus on supporting regional land-use and service- delivery planning – specifically, development of intermunicipal collaboration frameworks and intermunicipal development plans.
In 2019-20, the Intermunicipal Collaboration component provided grant funds totaling approximately $714,000 to support 15 municipalities in the development of new or updated intermunicipal development plans and intermunicipal collaboration frameworks. Approximately
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$6.6 million went to support 117 municipalities as they developed regional land-use and service delivery arrangements.
Examples of projects:
• The Town of Whitecourt – in partnership with Woodlands County – received $125,000 to conduct a geothermal development feasibility study. • Lac La Biche County – in partnership with the Heart Lake First Nation – received $200,000 to conduct an access road feasibility study. • The Fishing Lake Metis Settlement – in partnership with the Buffalo Lake Metis Settlement – received $177,800 to develop an emergency services delivery framework and related asset management plan. • Sturgeon County – in partnership with the City of St. Albert – received $125,000 to develop a transportation The Alberta Community network improvement strategy. Partnership supported nearly • The Town of Olds – in partnership with the towns of 140 municipalities across Carstairs, Didsbury and Sundre; the Village of Cremona; Alberta to collaborate on 46 and Mountain View County – received $200,000 to projects of regional significance. develop a parks, recreation, and culture master plan. More than 115 municipalities across Alberta benefited from an • The Summer Village of Silver Sands – in partnership with Alberta Community Partnership the cities of Spruce Grove and St. Albert; the towns of grant in 2019-20, either as grant Gibbons, Morinville, Onoway, and Stony Plain; Alberta recipients or as formal partners Beach; the summer villages of South View, Sunrise Beach, on joint initiatives. West Cove, and Yellowstone; and the counties of Lac Ste. Anne, Parkland, and Sturgeon – received $200,000 to develop a Sturgeon River watershed quality management framework that may include restoration strategies, land-use policy analysis, and water quality assessment tools.
Municipal Restructuring The Municipal Restructuring component* of the Alberta Community Partnership program provides grants to municipalities undertaking viability reviews or restructuring activities, such as dissolution or amalgamation.
In 2019-20, $120,000 was provided to the Town of Manning for an infrastructure study in support of a viability review; approximately $3 million was provided for transitional and infrastructure funding relating to the dissolution of the villages of Ferintosh and Gadsby, and the Town of Granum; and $100,000 was provided for a regional governance study involving the Town of Fairview and the Municipal District of Fairview.
* Further information on this component is provided in the Municipal Sustainability Strategy/Viability Reviews and Regional Governance Studies and Amalgamation sections under Key Strategy 1.4 (pages 33-35).
Mediation and Co-operative Processes The Mediation and Co-operative Processes component provides grants to municipalities to access dispute resolution services, develop pre-emptive co-operation protocols and procedures, or to engage third-party mediators or facilitators to assist with intermunicipal collaborative framework negotiations, or mediations.
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In 2019-20, $65,000 was provided to support intermunicipal collaboration framework and intermunicipal development plan negotiations.
Municipal Internship The Municipal Internship component provides grants to municipalities and planning services agencies to host land-use planner, finance officer, or municipal administrator internships.
The ministry provided $998,290 in grant funding to help host municipalities cover the costs of hosting 12 administrator interns, eight finance officer interns, and five land‑use planner interns in 2019-20.
Strategic Initiatives On occasion, the ministry has an opportunity to support projects of strategic significance that fall outside the scope of the other four funding components, but align with ministry and provincial priorities. Strategic Initiatives provides grants for these special projects that do not fall within the four program components.
One project was approved, which addressed public health and safety through the remediation of an asbestos site in the former Village of Gadsby, and at the Stettler Waste Management Authority – Village of Gadsby Transfer Site Burn Pit.
1.2 Support municipalities in continuing to strengthen municipal accountability and transparency through the Municipal Accountability Program, the municipal inspection process, and the introduction of a new annual Alberta Municipalities Measurement Index.
Municipal Affairs is committed to helping to ensure Albertans live in viable municipalities and communities with fiscally responsible, collaborative, accountable local governments. To achieve this, Municipal Affairs plays an important role in assisting and supporting municipalities in Alberta through various programs to foster capacity building, transparency and accountability, which are essential elements for responsible local government.
The Municipal Government Act, which provides the legislative framework for local government in Alberta, has numerous requirements that may at times seem difficult to manage for municipalities, given the diversity of responsibilities, authorities and requirements. Municipalities are also bound by other statutes and corresponding regulations. Compliance with these statutes and regulations is essential to good governance; the successful operation of a municipality; and the viability, safety, and well-being of a community. Ministry initiatives designed to help municipalities successfully meet the challenges involved in responding to this wide range of legislative needs include the Municipal Accountability Program, and the inspection process.
Straightforward public access to information detailing the performance of municipalities is important to strengthening accountability and transparency for municipal governments and Albertans. Municipal Affairs has developed the Alberta Municipal Measurement Index to support public accountability and transparency, and to provide one-window access to important information regarding Alberta’s municipalities. The index will enable all Albertans to view and compare financial and statistical information about their communities. The development of the index builds upon the Municipal Indicators Program, which is a series of performance measurements developed by Municipal Affairs to monitor governance, finances, and community practices to determine emerging risks for individual municipalities.
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Municipal Accountability Program The objective of the Municipal Accountability Program is to build municipal administrative capacity and help As part of the government’s municipalities in their compliance with mandatory commitment to reducing requirements of legislation. legislative burden, the Municipal Accountability Program was While in‑depth inspections identify significant issues of reviewed. Findings from the concern, the Municipal Accountability Program is designed to review have directly contributed address minor legislative compliance issues, and ensure they to the red tape reduction are dealt with quickly and efficiently. This program aims to initiative, and have resulted in mitigate any issues that, if left unaddressed, could have the amendments to the Municipal potential to put the municipality into an in‑depth inspection Government Act that came into process. force on January 1, 2020.
In 2019, participation in the Municipal Accountability Program was mandatory for municipalities with populations of 5,000 or less, which includes 245 municipalities, or 72 per cent of all municipalities in Alberta. The program is not intended for cities, improvement districts, special areas, or unincorporated communities. The program is cyclical, with eligible municipalities being reviewed once in a four-year period. In 2019, 61 reviews were conducted, as shown in the following graph.
2019 Municipal Accountability Program Reviews by Municipality Type
Municipal Districts 11 Summer Villages 13
Towns 17
Villages 20
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In 2019, there were 13 major requirement categories reviewed, each with a varying number of specific topics that totaled 70 topics as shown in the graph below.
2019 Municipal Accountability Program Sections and Topics
15
12
10 9 8 7 7 6 6 5 5 3 2 2 2 1 0
In total, the 2019 report included a review of over 200 legislative requirements distributed within the 70 topics covered.
Of the 61 reviews completed in 2019, the number of non-compliant gaps identified varied from as low as two out of 70 (97 per cent compliant) to a high of 33 out of 70 (53 per cent compliant), as shown in the following graph.
Number of Gaps Identified
30
21 20 19
10 8 6 Number of Municipalities 4 2 1 0 0-5 6-10 11-15 16-20 21-15 26-30 30+
Number of Gaps
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Beyond achieving the program objectives, the Municipal Accountability Program has helped to:
• highlight the excellent work municipalities are doing; • educate municipalities about recent legislative amendments and responsibilities; • enhance public confidence that municipalities are complying with legislation; • provide chief administrative officers an additional opportunity to receive advisory support from the ministry; and • identify trends and areas where the ministry can offer additional training and support in the future.
Municipal Inspections
Inspections are ordered by the minister when, in the Of the 46 reviews completed in minister’s opinion, significant governance or management 2018, 37 per cent (17) have concerns exist within a municipality. Inspections are undertaken as a result of: addressed all legislative gaps identified and completed the • the minister’s initiative; Municipal Accountability Program process. • a request from council; • a request from a member of a regional services commission; or • a sufficient petition submitted to the minister.
Before initiating a full inspection, the ministry will typically conduct a preliminary review, and if there is indication of significant concerns, the minister will order an inspection. Typically, inspectors are contracted through the Government of Alberta procurement process and must be appointed by ministerial order.
Over the past five years, 40 inspection requests were received, with the lowest number of requests being in 2019, which follows the introduction of the Municipal Accountability Program.
While one inspection request was received, the Minister of Municipal Affairs did not order any in- depth inspections in 2019-20.
Alberta Municipal Measurement Index and Municipal Indicators New in 2019-20, the Municipal Measurement Index is a web-based application that makes it easy for Albertans to look at information about their communities. Albertans will be able to access, explore, and compare financial and statistical information for all of Alberta’s 338 municipalities. The index will include several years of financial information, and will be updated annually with financial and statistical information provided by municipalities through their Financial Information Returns and Statistical Information Returns.
Municipalities will receive an “index value” based on population, tax base, and geographic size that can be used to sort and compare similar municipalities. Examples of a few of the available visualizations within the application include property tax rates, property tax burden, major revenue and expense categories, equalized assessment values, and debt values.
Municipal Affairs is expected to release the interactive Municipal Measurement Index dashboard – which will be available at Alberta.ca – in 2020-21.
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Performance Measure 1.a: Percentage of municipalities deemed to be not at risk based on financial and governance risk indicators
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19 2015-16 2016-17 (2018) (2018) (2016) (2017)
Not Not 91% 93% 90% 94% Available Available
The Municipal Government Act requires that municipalities submit to the ministry a copy of their audited financial statements and financial information return no later than May 1 for the year in which the documents were prepared. At the time of publication of this report, only the 2018 financial reporting would have been submitted into the ministry.
The percentage of municipalities deemed to be not at risk based on financial and governance risk indicators for 2018 is 94 per cent. This result exceeds the 90 per cent target.
Twenty municipalities were deemed to be at risk. Of these 20 municipalities, 11 had at least one legislative ministerial action taken against them, and three had more than two ministerial interventions. No municipality The Minister of Municipal received either a “going concern” or a “denial of opinion” note Affairs has not ordered an from the auditor for their 2018 financial statements, which inspection since the inception means no major concerns were identified with the audits of any of the Municipal Accountability municipalities. The remaining nine municipalities were flagged Program in 2018. This is because they triggered three or four non-critical indicators. significant as in 2016-17, Municipal Affairs spent Overall, municipalities performed slightly better than the 2017 $466,000 on inspections, and reporting year. The number of municipalities that triggered $80,000 in 2017-18. critical indicators or non-critical indicators generally decreased, except for the non-critical indicators regarding tax collection and infrastructure. The current year target was set conservatively, based on historical results, as it is still a relatively new performance measure. Going forward, the difference between target and actual result is expected to narrow as more data becomes available.
1.3 Work collaboratively with municipalities and industry to improve the consistency and efficiency of the property assessment system by completing the transition to the centralized model for designated industrial property assessment and modernizing the assessment models for regulated properties.
Accuracy, Equitability, Predictability, and Transparency in Alberta’s Assessment and Property Tax System Municipal Affairs promotes a provincial assessment and property tax system that is accurate, equitable, predictable, and transparent. The ministry:
• administers and maintains the assessment and property tax system in Alberta that generates approximately $954 billion in equalized property assessment and $9.9 billion in total taxes; • assesses designated industrial property, including linear properties, on a cost-recovery basis;
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• develops and maintains provincial assessment and property tax policy; • collaborates with municipalities and industry to make recommendations for setting assessment standards through legislation; • provides models used to value regulated industrial property; • monitors assessment performance and compliance with policies and legislation, and recommends corrective action; • maintains a database of all property assessments in the province; and • supports the property assessment complaints and appeals system.
A key aspect of improving consistency, efficiency, and fairness in property assessment and taxation is implementing programs needed to support objectives, reviewing current models and processes, and consulting with stakeholders.
Designated Industrial Property Assessment During the review of the Municipal Government Act, stakeholders identified the need for improved consistency, fairness, and transparency in the application of property assessment legislation, as well as the need for operational efficiencies and economies of scale in the assessment of oil and gas sector properties. In January 2018, the modernized Municipal Government Act transferred the responsibility for the assessment of designated industrial properties from municipalities to the provincial assessor within Municipal Affairs. The transition to a fully centralized assessment for these properties is expected to be completed in 2021.
The benefits of centralized assessment are being realized through continued, incremental improvements in consistency, fairness, and transparency in the application of legislation, as well as operational efficiencies and economies of scale that can be achieved under a single provincial assessment jurisdiction. Many property owners provided positive comments to the team about the benefits of contacting a central office rather than multiple municipalities.
As a transitional measure, the province entered into contracts with a number of municipalities to use a hybrid assessment model, which employs municipal and contracted assessors to prepare some assessments on behalf of the province. In addition to this arrangement, ministry staff collaborated with municipalities to transfer large sets of historical data into provincial systems. These steps helped initiate the transfer of duties and functions from municipalities to the province by establishing an inventory of data and ensuring a consistent application of assessment methodology from the beginning of the annual assessment process.
At the end of 2019-20, 168 out of 227 municipalities (74 per cent), representing 51 per cent of the designated industrial assessment base have been integrated. Over the next two years, the remaining municipalities will be integrated into the provincial assessor’s office within Municipal Affairs.
In 2019-20, Municipal Affairs completed 602,651 designated industrial property assessments for 1,382 assessed persons (companies) for a total of approximately $171 billion in assessment value. The assessment decreased by $1.5 billion from the 2018-19 assessment of $172.4 billion, which yielded approximately $2.6 billion in municipal property taxes and $652.8 million in education property tax for the province.
The assessment of designated industrial property is conducted on a full cost-recovery basis. The costs are recovered by the province through a requisition tax rate set by the minister and charged by municipalities to designated industrial property owners on their tax notice. These funds are then submitted to the province to cover program costs, including preparing and defending assessments
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before assessment review boards. Every property owner in Alberta may contact the assessor to discuss their assessment, and if the concerns are not resolved, they may file a complaint with the appropriate assessment review board. To assist municipalities with the new process, the department provided online learning sessions, guiding documents, and ongoing support.
Looking forward, Municipal Affairs will continue to develop and implement processes based on best practices, as well as learned experiences from the collective industrial assessment field in Alberta. As it is fully implemented, the centralized industrial assessment model is expected to promote consistency and equity for industrial taxpayers and lower administrative costs for municipalities. The ministry remains committed to working collaboratively with municipalities and other stakeholders to complete the transition to a centralized model.
Assessment Model Reviews The Minister’s Guidelines – published annually – set the rates, assessment year modifiers, and procedures used in the assessment process for all regulated property in Alberta. Regulated property includes linear property (wells, pipelines, electric power systems, telecommunications, cable, and railway), machinery and equipment (including items such as separators and compressors), and farm land. Assessment year modifiers are factors that bring the rates in the guidelines to the current year. They are similar to a consumer price index.
Periodically, the rates in the Minister’s Guidelines are reviewed using a cost-modelling process where contracted engineering firms survey construction contractors. Stakeholders and staff work with the contracted engineering firms to discuss issues with the existing rules and procedures and develop options for improvement. Continuing in the 2019-20 fiscal year, technical working groups – that included industry and assessment subject matter experts – reviewed the machinery and equipment, pipeline, and well models.
Broader stakeholder engagement with both municipalities and industry began in early 2020 to continue the work of the assessment model review. It is expected this work will result in revised assessment models for the 2021 municipal taxation year for wells, pipelines, and machinery and equipment.
Auditing for Assessment Quality The Assessment Quality Minister’s Guidelines set out the requirements for municipalities to report information to the province for the annual assessment audit and equalization process. In 2019-20, 340 of 342 (99.5 per cent) of municipalities were in compliance with all legislated quality standards, with all municipalities reporting and declaring the required information by the legislated date.
As with previous years, the ministry completed annual audits of all Alberta municipalities by measuring and comparing property assessments against market value to determine assessment levels. These assessment levels are used to complete the equalized assessment, ensuring education property tax requisitions and assessment-based grants are fairly allocated. In addition to annual audits, the ministry conducted detailed audits – a more comprehensive quality review of a municipality’s assessment program – of 11 municipalities.
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Shallow Gas Tax Relief Initiative 2019 In July 2019, in order to support the shallow gas industry, the Government of Alberta announced the Shallow Gas Tax Relief Through the Shallow Gas Tax Initiative – a one-time undertaking to assist the industry Relief Initiative, almost through a challenging period. The industry faced severe $20 million was provided to challenges, partially due to an outdated assessment model 159 shallow gas companies. that did not reflect the value of older, lower-productivity This allowed for significant cost assets. The tax relief provided through the initiative helped savings and enabled numerous shallow gas companies continue to operate and, in turn, companies to continue to sustain jobs in local communities. operate through challenging times. The initiative reduced total property tax on qualifying properties by 35 per cent for the 2019 tax year. Qualifying properties covered approximately 70,000 wells and 58,000 pipelines, providing a total of $19.8 million in savings to energy producers.
The Government of Alberta included a full reimbursement on lost municipal tax revenue as part of the initiative for all participating municipalities. This reimbursement was provided through a credit on the education tax requisition due from impacted municipalities for the 2019 tax year. The credit did not result in any overall reduction in funding for Alberta’s education system.
The wells and pipelines covered were located across 73 municipalities. The majority of shallow gas properties were concentrated in 15 municipalities that provided 95 per cent of the total tax relief provided through the initiative.
Municipal Affairs worked with participating municipalities to administer the tax relief to qualifying companies. Subsequently, the ministry worked with Alberta Education to transfer the education tax credits required so that municipalities were compensated for any lost tax revenue.
For taxation year 2020, the property assessments of 70,000 shallow gas wells and associated pipelines were reduced by 35 per cent as an interim measure while the ongoing review of the property assessment models is completed. Changes to the assessment system as a result of the review are expected to come into effect for the 2021 property tax year.
Updated Regulations Municipal Affairs updated regulations to support the Municipal Government Act, policy changes, and ongoing business. The following regulations were extended or developed in 2019-20:
• The Well Drilling Equipment Tax Regulation was extended until December 31, 2020. • The Matters Relating to Assessment and Taxation Regulation was updated to exclude cannabis from the definition of farming operations, enabling municipalities to tax cannabis production facilities in the same manner as other commercial operations.
1.4 Work collaboratively with municipalities and municipal associations in continuing to offer and develop tools and programs to support well-managed, accountable, and sustainable municipalities.
Floodway Development Regulation Municipalities have the authority under the Municipal Government Act to make local land-use decisions, including in floodways. While the province has the authority under the Municipal Government Act to create regulations to control development within provincially mapped floodways, to date no regulation has been implemented. In the absence of any provincial regulation,
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land-development decisions continue to be governed by each municipality’s land-use bylaw, as outlined in the Municipal Government Act.
Municipal Sustainability Strategy/Viability Reviews The viability review process, enabled through the Municipal Government Act, provides a framework to evaluate the viability of a municipality encountering significant challenges. The process can result in implementing an action plan to address viability issues, or alternatively, a vote of local electors that could lead to a municipal dissolution. Through dissolution, the municipal corporation no longer exists and the community becomes part of a neighbouring municipality.
A viability review is a collaborative process that includes the municipality under review, the municipality that would absorb the dissolved municipality, the municipal associations, and the ministry. These reviews look at a municipality’s governance, finances, infrastructure, and services in order to determine what changes are required for the community to remain viable. The review compares how these factors would change if the municipality were to dissolve. In order to provide an accurate picture of the municipality’s infrastructure status, each viability review is typically preceded by a comprehensive infrastructure study funded through the Municipal Restructuring component of the Alberta Community Partnership.
Viability reviews can be initiated in three ways:
1. At the request of a municipal council. 2. Upon receipt of a sufficient petition from a municipality’s electors. 3. At the discretion of the minister if there is evidence that a municipality is facing significant challenges.
Two viability reviews were completed in 2019-20: for the Town of Granum, and the Village of Gadsby. In both cases, the ministry expedited the reviews in response to losses of council quorum due to councillor resignations. The lack of quorum also resulted in the minister deferring by- elections until the outcome of the viability reviews were known, and appointing an official administrator to act as the municipal councils for the two municipalities in the interim. Elector votes were held in both municipalities in November 2019, and in both cases, the majority of the electors voted to dissolve. The Government of Alberta approved the dissolutions for both communities effective February 1, 2020. Granum is now a hamlet in the Municipal District of Willow Creek, and Gadsby is a hamlet in the County of Stettler.
Following a viability review and vote of the electors in 2018-19, the Government of Alberta approved the dissolution of the Village of Ferintosh to become a hamlet in Camrose County, which came into effect January 1, 2020.
Work on other viability reviews initiated in 2018-19 for the villages of Bawlf, Cereal, and Dewberry continued in 2019-20. Viability review reports, public information sessions, and elector votes (where applicable) are expected to be completed for all three communities later in 2020.
In 2019-20, two new viability reviews were approved, for the Town of Manning and the Village of Wabamun. Infrastructure studies have been initiated for both communities, supported by funding from the Alberta Community Partnership - Restructuring Study Stream. Public information sessions were held in each community in early 2020 to inform residents and business owners about the process and to receive input.
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Outcome of Viability Reviews Initiated from 2010 to 2019
5 In Progress 19% 5 Voted to Remain - Continue as a Municipality 19%
5 Stopped Before Vote - Continue as a Municipality 19%
11 Voted to Dissolve - Became Part of Surrounding Municipality 43%
Regional Governance Studies and Amalgamation The Municipal Government Act provides a process for amalgamation, which occurs when two or more municipalities join together to become one municipality. Municipalities may explore amalgamation if they believe they can operate more effectively or efficiently together rather than separately.
The Alberta Community Partnership Restructuring Study Stream provides funding to municipalities that want to explore options that may lead to some form of municipal restructuring. In 2019-20, $100,000 was provided for one new collaborative project between the town and municipal district of Fairview.
Ongoing Advice, Resources, and Training The 2019-20 fiscal year marked the seventh year of the ministry’s Regional Training Initiative, a partnership with the Local Government Administration Association and the Alberta Rural Municipal Administrators’ Association.
The 2019-20 sessions focused on informing municipalities of recent changes to the Local Authorities Election Act, including new responsibilities of the election commissioner and a number of topics requested by stakeholders. Stakeholder topics included support for effectively preparing for municipal accountability reviews, bylaw and policy development, information on the support provided to municipalities from the ministry’s library services area, and a review of the municipal financial and statistical reporting requirements.
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The ministry is in the process of reviewing and updating the format, delivery methods, and content of the regional training sessions to ensure they continue to meet the needs of stakeholders, while also being consistent with both provincial and municipal efforts to restrain The Regional Training Initiative spending. was piloted in 2013 in response to concerns from small Session content is evolving to focus on a smaller number of communities regarding a lack of topics to allow for more in-depth and technical discussions as training choices. opposed to high-level overviews. Alternative delivery Since the first full year of methods, such as webinars, will be piloted to complement the implementation, the initiative has in-person sessions and increase the initiative’s reach to hosted 38 sessions for over remote communities at a nominal cost. With the exception of 1,800 participants. 2017, where sessions were expanded and dedicated to addressing the Municipal Government Act amendments, An average of 150 municipalities attendance numbers in 2019 were relatively consistent with are represented at sessions previous years. annually.
As demonstrated in the chart below, regional training sessions continue to be viewed by municipal administrative officials as meaningful opportunities to increase knowledge and connect with department staff. Surveys from the participants show consistent demand for continuing the initiative.
Regional Training Participation
750
622
500
280 266 240 250 229
145 153 131
0 2016 2017 2018 2019 Year
Participants Municipalities Additional training provided to municipalities throughout the year included:
• on-site sessions regarding the roles and responsibilities of councils and their administrators;
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• various training sessions for municipal Respondents Interested in Attending administrations; Future Regional Training Sessions 100% • training on election 100% procedures; and • tax and assessment training for 97% 97% 97% administrators in partnership with the Alberta Government Finance Officers 95% Association.
Training sessions are also provided at administrative conferences such as the Society of Local 90% Government Managers 2016 2017 2018 2019 annual conference. In 2019-20, over 190 municipal officials or staff participated in the additional training sessions offered by the ministry.
Advisory Support Advisory support is provided to municipalities on the topics of municipal governance, administration, elections, planning, finance, and tax and assessment. In fall 2018, a new system was developed for tracking advisory support through calls and emails. This system allows for an accurate record to be kept of the volume, nature, and source of the requests for support, and ultimately provides valuable insight about the assistance municipalities request from the ministry. This will inform the development of future training and resource support.
The new system began tracking advisory calls on January 1, 2019, and has logged an average of 445 advisory contacts per quarter, for a total of about 1,700 calls in 2019.
Beginning in the 2020-21 annual report, sufficient information will be available to provide year- over-year data on the volume of advisory support provided to municipalities.
In addition to general support through telephone and email inquiries, the ministry also provides direct support to municipalities with unique needs, such as new chief administrative officers, to ensure they have the support needed to successfully fulfil their duties. In 2019, the ministry visited 14 municipalities with new chief administrative officers.
1.5 Provide funding to municipalities to help them meet their strategic long-term infrastructure needs and review the fiscal framework for municipal capital funding.
Municipal Sustainability Initiative Since the inception of the Municipal Sustainability Initiative program in 2007, it has directly helped municipalities make Thirty-seven per cent of significant investments in local infrastructure that promotes municipalities funded road economic development, creates jobs, and meets the needs of construction and upgrades with the Albertans who depend on it every day. The program Municipal Sustainability Initiative balances accountability and transparency with significant capital funding in 2019. municipal autonomy to determine local priorities. Examples
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of program funded infrastructure include light-rail transit lines and vehicles to support public transit; library buildings to support learning activities; wastewater pumping facilities and lift stations that provide wastewater removal for residents; and storm water retention ponds to protect municipalities from flooding.
In 2019-20, the ministry provided $671 million in funding to municipalities through the program, including $347 million from the Basic Municipal Transportation Grant component, and $29 million under the Municipal Sustainability Initiative Operating component.
Since 2007, Alberta’s municipalities have been allocated over $11.9 billion in Municipal Sustainability Initiative funding (including the Basic Municipal Transportation Grant). Modest reductions to this funding are planned for the next two years in consideration of Alberta’s overall fiscal situation, and the need to be prudent in managing provincial spending. Alberta has traditionally provided more capital funding to municipalities than other provinces, and these reductions bring the province closer to the provincial average, as recommended by the MacKinnon Panel.
Municipal Sustainability Initiative Capital Funding Municipal Sustainability Initiative funding for capital projects was $642 million in 2019-20 (including $347 million from the Basic Municipal Transportation Grant component). This funding supported a range of local infrastructure projects including:
• roads; • bridges; • public transit services, vehicles, and facilities; • recreation, parks, sports, and community facilities; • water, wastewater, and storm water systems; • disaster and emergency services and facilities; and • other municipal infrastructure.
Capital Funding for Local Infrastructure Projects* 2019-20
Recreation, Parks, Sports and Community Water, Wastewater and Stormwater Facilities 8% 27% Public Transit Vehicles and Facilities 10%
Fire, Police and Other Emergency Services 7%
Roads, Bridges and Related Facilities 37% Other Municipal Infrastructure 11%
*This chart includes project funds applied in the 2019-20 fiscal year for completed projects, and accepted projects that are not complete.
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In 2019-20, municipalities committed $582 million of capital funding for 602 accepted projects. Some of the projects were: • constructing a certified LEED Gold transit storage facility capable of housing in excess of 450 compressed natural gas buses in the City of Calgary; • rehabilitating and upgrading the atrium lighting system with a solar photovoltaic system in the Edmonton Convention Centre in the City of Edmonton; • constructing a new water reservoir with a capacity of 8,300 cubic metres in the Town of Sylvan Lake; • building a new fire hall in the Town of Taber that will decrease emergency response time within the community by approximately five minutes; • replacing a wooden bridge in Clearwater County with a new steel substructure and additional guardrails for increased safety; • constructing a new 5,000 square foot recreation centre in the Fishing Lake Metis Settlement to support the numerous social programs and events held in the community; • installing fibre optic infrastructure to provide broadband internet access to businesses and residents throughout the Village of Arrowwood; • upgrading the water treatment plant monitoring hardware and software in the Village of Cremona to remain compliant with Alberta Environment and Parks standards; and • purchasing portable firefighting equipment and structure protection sprinkler systems in the Summer Village of Burnstick Lake to protect the community from wildfires.
Municipal Sustainability Initiative Operating Funding The Municipal Sustainability Initiative provided $29.1 million in operating grant funding to Alberta municipalities and Metis To reduce red tape, the Settlements in 2019-20. This funding supports capacity- Municipal Sustainability Initiative building activities to improve efficiency and effectiveness, Operating program was municipal services, planning activities, and contributions to streamlined in 2019. Front-end non-profit organizations. Of the budgeted $30 million, $0.9 applications including spending million was transferred to capital funding at the request of plans are no longer required to municipalities. receive payment of the operating allocations. Municipalities and Funds are allocated to projects supporting four main government-wide objectives – 1) municipal viability and long- Metis Settlements only need to term sustainability; 2) maintenance of safe, healthy, and report on how they used the vibrant communities; 3) the development and maintenance of funding. core municipal infrastructure; and 4) capacity building.
Local Government Fiscal Framework Beginning in 2022-23, the Municipal Sustainability Initiative will be replaced with the new, long- term funding framework set out in the Local Government Fiscal Framework Act, which was enacted in 2019. This legislation fulfills the government’s commitment to provide predictable, long-term infrastructure funding for all municipalities.
Under the new fiscal framework, funding for municipalities will begin at $860 million in 2022-23, including $455 million in combined funding for Calgary and Edmonton and $405 million in combined funding for all other municipalities, Metis Settlements, and the Townsite of Redwood Meadows. Funding levels in subsequent years will vary in accordance with changes in provincial revenues. Municipal capital funding will grow or decline based on half the rate of change in provincial revenue, with a three-year lag period for greater predictability.
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This framework will enable Alberta communities to share in benefits of the province’s future economic growth, and the risks of future declines in provincial revenue. The Local Government Fiscal Framework Act assures municipalities they will continue to receive stable and predictable infrastructure funding every year, and this framework will be sustainable over the long-term. This will translate into greater certainty in municipal capital planning, and more efficient development of infrastructure to support economic development and employment across the province.
In 2020-21, Municipal Affairs will engage municipalities in developing further details of the new funding framework, including the design of the program and a formula for funding allocation.
One-window Grant Management System To support fiscal accountability, information about the Municipal Sustainability Initiative is available on the Government of Alberta website (https://www.alberta.ca/municipal-sustainability- initiative.aspx). This includes a summary of grant amounts by municipality and program. A list of provincial grants available to municipalities is maintained on the Municipal Grants Web Portal. The portal provides summaries – by municipality and provincial constituency – of grant funding received in the prior fiscal year, as well as a summary report demonstrating how municipalities used provincial funding.
In response to municipal requests for a simplified way to access grant information, the ministry is developing a one-window grant management system for all of its municipal grant programs. This system currently includes the Alberta Community Partnership, Federal Gas Tax Fund, and Small Communities Fund, and will eventually include the Municipal Sustainability Initiative and Grants in Place of Taxes programs. More than 350 users (municipalities, Metis Settlements, and the Townsite of Redwood Meadows) access the system for submitting grant applications, reporting on grants received, and accessing key financial information.
Federal Programs
Federal Gas Tax Fund The Federal Gas Tax Fund is a municipal infrastructure program fully funded by the federal government but administered by third parties. The program provides up-front, predictable long- term funding to help address local infrastructure priorities. In Alberta, Municipal Affairs administers the current program, which is a 10-year extension (2014-2024) to the previous Gas Tax Fund. The program is administered through a bilateral agreement between Alberta and Canada. The province reports financial activities annually and outcomes every five years to the federal government.
In 2019-20, the Federal Gas Tax Fund provided a total of $473.5 million to municipalities to help build and revitalize their local public infrastructure, while creating jobs and long-term prosperity. This included $244 million in core funding, plus an additional $229.5 million in one-time top-up funding. In 2019-20, Alberta municipalities committed $276.7 million of Federal Gas Tax Fund funding for 348 new municipal infrastructure projects.
Eligible project categories include:
• roads and bridges; • public transit; • drinking water; • wastewater; • solid waste;
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• community energy systems; • sport, recreational, cultural, and tourism infrastructure; • capacity building; • disaster mitigation; • brownfield redevelopment; • broadband connectivity; and • local and regional airports.
In 2019-20, Municipal Affairs continued to refine the Federal Gas Tax Fund online application and the Grant Information Management System database, the online tools developed to manage the Federal Gas Tax Fund program. The online system, available through Municipal Affairs MA Connect online portal, provides municipalities a modern interface to create and submit new project applications, manage current projects, and submit annual financial reporting.
Small Communities Fund Under the federal New Building Canada Fund – Small Communities Fund agreement, initiated March 2015, Alberta and Canada each committed $94 million to fund infrastructure projects that benefit communities with populations fewer than 100,000. Approved projects are generally funded on a one-third cost-sharing basis, with the federal, provincial, and municipal governments all providing equal amounts toward eligible project costs. Fifty-six projects were approved under the Small Communities Fund in July 2015, with provincial funding allocated over five years starting in 2015-16 ($8.7 million was allocated to these projects in 2019-20).
Since 2015-16, 21 projects have been completed, including the following three projects completed in 2019-20:
• Municipal District of Greenview (Hamlet of Grande Cache Water Treatment Plant Upgrade) • Village of Consort (Replacement of Water and Wastewater Pipelines along 49 and 52 Avenue) • Village of Marwayne (Underground Infrastructure Renewal)
Investing in Canada Infrastructure Program (ICIP) The Government of Canada introduced the Investing in Canada Infrastructure Program in 2018-19. This program continues Canada’s support for provinces and territories by investing in infrastructure projects that support three key federal goals: 1) create long-term economic growth; 2) support a low-carbon, green economy; and 3) build inclusive communities. The Investing in Canada Infrastructure Program will provide $81 billion nationwide over 11 years; Alberta has been allocated $3.4 billion for distribution through four main funding streams:
1. Public Transit ($2.1 billion) 2. Green Infrastructure ($1.0 billion) 3. Community, Culture, and Recreation Infrastructure ($141 million) 4. Rural and Northern communities ($160 million)
Alberta Infrastructure is responsible for identifying eligible projects for this program’s funding, while several Alberta ministries have been designated as funding partners under the individual funding streams. Municipal Affairs is the partner ministry for municipal projects under the Community, Culture, and Recreation Infrastructure; Rural and Northern Communities; and Green
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Infrastructure funding streams, where Municipal Sustainability Initiative funding is used as the matching funding contribution.
Since the launch of this program in 2018, over 700 project applications were submitted to the province for funding consideration. As one of the partner ministries, Municipal Affairs reviewed 62 municipal project proposals, and projects that met eligibility criteria were recommended to Alberta Infrastructure for prioritization. In January 2020, the province endorsed 74 eligible Investing in Canada Infrastructure Program projects, including 29 projects that Municipal Affairs will administer, including guiding the 29 applicants to complete federal application requirements with the goal of federal approval in 2020. Municipal Affairs will then administer and deliver federal funding to those federally approved projects.
1.6 Enhance Albertans’ access to public library resources by continuing to provide operating grants and invest in the province-wide library network.
Public libraries help support strong and healthy communities in the province by giving Albertans a place to go to connect to the world of information, borrow a novel, learn a second language, access high-speed internet, and so much more.
The Government of Alberta promotes a provincial Public Library Network to provide all Albertans with: Approximately 10 per cent of Albertans have some form of access to library resources, including interlibrary loan • print disability, defined as service and delivery; mobility, cognitive, and visual • SuperNet connections for facilitating library operations and impairments. However, only enabling high-speed internet to patrons; and about five to seven per cent of • electronic resources including ebooks and audiobooks. published materials are available in accessible formats.
Alberta is a founding member Municipal Affairs works to strengthen municipal and regional library systems to provide Albertans with equitable access to of the National Network for public library services. Equitable Library Service (NNELS), which can change Provincial Funding books to accessible formats on In 2019-20, the Government of Alberta provided $30 million in demand for people with print public library operating grant funding to public library boards, disabilities (15,500 books are distributed on a per capita basis. In addition, $700,000 was currently in accessible formats). provided to support on-reserve and on-settlement access to NNELS has been recognized public library programs and services. Funding for public internationally for its work libraries remained stable between 2018-19 and 2019-20. providing library services and working with publishers to The direct result of this funding is public libraries are able to make books accessible. provide more equitable access to public library services for all Albertans. Without provincial funding, some existing libraries would most likely have to reduce their hours of operation and/or scale back programs or materials currently provided to their users.
Response to COVID-19 Pandemic Due to the COVID-19 pandemic, public libraries closed their physical locations to patrons on March 17, 2020, as part of a public health order. Public libraries responded quickly with innovative solutions to providing service. This included promoting and investing more in e-content (including ebooks and audiobooks), creating online programming (such as virtual story time), promoting online learning platforms and offering curbside pick-up of library material. Libraries will be providing new ways of service as the pandemic and recovery continues throughout 2020.
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Electronic Resources One of the ways the ministry partners with public library stakeholders is by enhancing the availability and scope of electronic resources in libraries. These investments help public libraries to better meet local needs; widen the range, quantity, and quality of library resources available to residents of all parts of the province; and help ensure equitable access to resources for all Albertans.
In 2019-20, the ministry, in partnership with the Book Publishers Association of Alberta, continued to support the Read Alberta eBooks initiative, which makes nearly 2,000 Alberta-published ebooks available to readers across the province. This resource includes the Prairie Indigenous eBooks Collection. This is a collection of 237 books written by Indigenous authors and published in Alberta, Saskatchewan, and Manitoba. In partnership with the National Network for Equitable Library Service, these new materials have been converted to accessible formats, which opens up library materials to Albertans with disabilities.
The ministry also continued to fund existing e-resources including:
• Zinio, which makes e-magazines available to Albertans; • audiobooks through Recorded Books; • PressReader, which provides international newspapers and magazines electronically to public libraries; and • Pronunciator, which allows Albertans the opportunity to learn new languages.
These e-resources continue to enhance the diversity of products provided to Albertans through public libraries. Managing SuperNet service and functionality for the Alberta Public Library Network is an increasingly important part of the ministry’s work to extend equitable access and expand available resources. The ministry subsidizes SuperNet use for all libraries in the Public Library Network and continually monitors SuperNet usage. SuperNet usage patterns, and the underpinning technologies, are reviewed and enhanced on an ongoing basis in order to optimize present and future bandwidth needs for libraries.
Public Library Services for the Print-Disabled The ministry supported access for the print-disabled by providing $225,000 in combined funding to the Centre for Equitable Library Access and the National Network for Equitable Library Service to produce more books with accessible formats that benefit Albertans through public library collections. In addition, the ministry provided $50,000 funding to the National Network for Equitable Library Service to hire three University of Alberta library students to help increase its capacity to convert traditionally formatted books to accessible formats.
Public Library Services for Indigenous Communities Indigenous people on First Nations reserves and Metis Settlements have been underserved in terms of public library services. Beginning in 2016-17, the ministry took action to enhance access to library services by providing $700,000 annually to three large urban libraries and six regional library systems to remove financial barriers and improve access to library services for Indigenous communities.
As a result of this funding, and the work of the ministry with key provincial library network stakeholders, there are now a number of new Indigenous outreach services available at locations such as Alexis Nakota Sioux Nation, Cold Lake First Nation, Elizabeth Metis Settlement, Enoch Cree
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Nation, Goodfish Lake First Nation, Heart Lake First Nation, Maskwacîs, Saddle Lake Cree Nation, and Sunchild First Nation School.
Since 2016, more than 6,500 people have signed up for a new library card through this program. In September 2019, Maskwacîs Public Library celebrated its grand opening. This library provides a direct local point of access to library services for residents of the Samson Cree Nation, Ermineskin Cree Nation, Louis Bull Tribe and the Montana First Nation.
People living on reserves and Metis Settlements now have access to public libraries and the public library network throughout Alberta at the same level as municipal residents.
Resource Sharing Alberta’s 322 public libraries share resources in order to benefit all Albertans. The supports to do this are provided Maskwacîs Public Library through electronic software, physical delivery of material by celebrated its grand opening interlibrary loan, and a policy framework to govern these on September 20, 2019. Over services. 6,500 residents of Maskwacîs and other Indigenous In 2019-20, Municipal Affairs staff concluded extensive communities in Alberta have a consultation with library stakeholders on interlibrary loan public library card and can service in Alberta. Municipal Affairs staff then prepared to access all the resources in the implement a new plan for the service, including new software Alberta Public Library Network. and a revised structure for delivery between libraries. This revised structure will improve the efficiency and cost- effectiveness of the Alberta interlibrary loan system.
Enhancing the Governance and Management of Public Library Service To support good governance and management of public library service, the ministry provides library boards with advisory services, training sessions on library planning and policy development, and other support materials used to develop sound management and operational practices.
In 2019-20, the ministry delivered board basics sessions to 127 library board trustees, representing 63 library boards, in nine locations throughout the province. Staff also made presentations to stakeholders on subjects such as the implementation of the Public Library Network, ebooks and e-content in library collections, providing service to patrons with print disabilities, and improving services to Indigenous communities. Provincial library consultants also provided board advice, strategy sessions, and service workshops through in-person visits with local library boards.
Minister’s Awards for Excellence in Public Library Service The Minister’s Awards for Excellence in Public Library Service program was launched in 2010, with the goal of recognizing public libraries with innovative programs, services, or technologies as centres of excellence. This annual awards program is a way to identify, acknowledge, and encourage best practices, and to share ideas that can be replicated by libraries across Alberta. The program is open to all public library boards in the province.
Due to the timing of the provincial election, The Minister’s Awards for Excellence in Public Library Service were not awarded in 2019. Applicants who submitted for 2019 are being considered for the 2020 awards.
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Other Ministry Activities in Support of Outcome One
Grants in Place of Taxes As Government of Alberta property is exempt from municipal taxation, municipalities may be given a grant in place of taxes – not to exceed the value of the property taxes – on eligible properties the Crown has an interest in within the municipality. The payment acknowledges that the Government of Alberta benefits from municipal services such as roads, snow clearing, transit, and emergency services. Examples of eligible properties include provincial buildings, courthouses, correctional institutions, and grazing reserves.
The overall Grants in Place of Taxes program budget was reduced in 2019-20 and following years. For 2019-20, the majority of the applications (tax notices) were paid at 75 per cent of the eligible amount, and it is expected that as of 2020-21, applications will be paid at 50 per cent of the eligible amount. Despite the province’s difficult economic situation, continuing to provide Grants in Place of Taxes payments demonstrates an acknowledgement of the vital services provided by municipalities in communities where Crown properties are located. In 2019-20, $41.7 million was provided for 167 municipalities on behalf of more than 5,000 Crown properties.
Equalized Assessment and Education Property Tax Each year, the ministry, under the authority of the Minister of Municipal Affairs, prepares equalized assessments for each municipality in the province. Equalized assessments are the basis for requisitioning provincial education property tax and other requisitions from municipalities. The equalization of municipal property assessments is determined by adjusting each municipality’s taxable assessment to a common level, as prescribed by regulation.
Equalized assessment is a process that levels the playing field for municipalities, so property tax requisitions and grants can be fairly allocated. Just as property owners pay taxes in proportion to the value of the property they own, municipalities are required to contribute to the provincial education and other requisitions based on the proportion of assessment within their jurisdictions.
Equalized assessments are used to determine the specific contributions to be made by each municipality, and they are also used in formulas for provincial grants to municipalities.
Intermunicipal fairness and equity is important when requisitioning property taxes from municipalities or calculating grants. In this regard, it is usually necessary to make some adjustments in the assessment base figures that each municipality reports to the province before those assessments are used to determine each municipality’s contribution to a regional or provincial program, or its equitable share of grant dollars. These adjustments are made through the equalized assessment process.
Alberta’s Municipal Government Act requires most properties be assessed at market value. Ideally, all properties would be assessed at 100 per cent of market value. However, in practice, assessments may vary from market value. Municipal assessors estimate the market values of both sold and unsold properties by applying a technique called mass appraisal. Using common data and standard methodology, this technique enables an assessor to value a large group of properties in a short period of time. Mass appraisal is a practice used widely in the assessment of property, but it does not necessarily result in a value at 100 per cent of market value. This variation is recognized by legislation, which specifies an acceptable range (95 to 105 per cent) within which a group of properties can be assessed below or above market value.
Because this range may occur, equalization is used to adjust each municipality’s assessments to 100 per cent of market value. The equalization process removes the variations in assessment levels to make the assessment bases more comparable among municipalities. The process produces a set of
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adjusted, or equalized, assessments that can then be used to distribute requisitions, or allocate grants, among municipalities in a fair and equitable manner.
The official 2020 provincial equalized assessment was about $954 billion, which is an increase of about $4.7 billion (0.49 per cent) from 2019. This slight increase was a result of small growth in residential (0.87 per cent), a small decline in non-residential (-1.19 per cent), and growth in machinery and equipment equalized assessment (2.81 per cent). Of particular note was the City of Calgary’s small growth in residential equalized assessment, but a decrease of about 11 per cent in their non-residential equalized assessment. This decline is consistent with known assessment decreases in Calgary’s downtown core. Calgary’s non-residential equalized assessment accounts for almost 24 per cent of the total non-residential equalized assessment in Alberta.
Education property taxes provide a stable source of funding for the kindergarten-to-Grade-12 education system. The Government of Alberta determines the total amount of education property tax to be collected. The ministry supports the provincial education property tax system by calculating the annual education property tax requisition for each municipality. Municipalities collect the education property taxes on behalf of the provincial government and remit the funds to the Alberta School Foundation Fund or the opted-out separate school boards. All education property taxes are then pooled by the provincial government and distributed to public and separate school boards based on an equal, per-student funding formula.
Provincial Education Requisition Credit and Designated Industrial Requisition Credit Programs To support municipalities as they address unpaid property taxes in relation to oil and gas properties, the Government of Alberta launched the Provincial Education Requisition Credit program in November 2017. Municipal Affairs facilitates this program by accepting and reviewing applications from municipalities. Recommendations are then made to Alberta Education to provide successful applicants with an education property tax credit equal to the uncollectable education property taxes on delinquent oil and gas properties. As education property tax requisitions must be paid by the municipality to the province regardless of any tax arrears, this created revenue challenges for some municipalities and an opportunity for the province to provide assistance.
Municipal stakeholders have continued to react positively to the Provincial Education Requisition Credit program. For the 2019-20 year, 36 municipalities applied to the program, for a total claim of $6.16 million. The program was extended for two additional years and is expected to operate until 2021-22.
The government also introduced the Designated Industrial Requisition Credit program to support municipalities as they address unpaid designated industrial property tax requisitions.
As part of the government’s commitment to red tape reduction, the intake processes for both programs were combined in 2019-20, resulting in less administration and duplication of work by municipalities that apply.
Education Property Tax Deferral In response to the significant economic challenges faced due to the COVID-19 pandemic, a six- month deferral of 2020 non-residential education property tax was announced in March 2020. Municipalities were asked to defer the education portion of the tax bill, or provide an equivalent combined municipal and education tax deferral. The intent of the deferral is to keep businesses viable so they can continue to meet payroll obligations and employ as many Albertans as possible. Municipalities were encouraged to develop similar programs to defer the municipal portion of business property taxes to further support local businesses.
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Extending Legislated Timelines for Municipalities Understanding the difficulty to manage and govern while still complying with the recommendations of the Chief Medical Officer of Health, the ministry approved extending specific dates and timelines that are legislated for municipalities, including deadlines for submission of financial information and sending assessment notices. Providing additional time to meet certain legislated requirements assists both taxpayers and municipalities as they address the ongoing challenges of COVID-19.
Community Revitalization Levy The Community Revitalization Levy is a program that allows municipalities to borrow against future property tax revenues to cover infrastructure costs aimed at development in an economically blighted area. The levies are authorized under the Municipal Government Act, and five currently exist in Alberta: Calgary’s Rivers District; Edmonton’s Belvedere, The Quarters, and Capital City Downtown; and Cochrane South-Central area.
Because the Community Revitalization Levy program utilizes education property tax revenue as a catalyst for development, the Government of Alberta has an interest in ensuring the continued success of this program. As such, Community Revitalization Levy regulations expire every 10 years in order to prompt a review of their ongoing relevance and necessity. The regulations related to the establishment of Edmonton’s Belvedere and Quarters Community Revitalization levies expire on December 31, 2020; and information gathered through their review in 2020 will inform recommendations regarding their renewals.
Municipal Cannabis Transition Program Cannabis legalization occurred in Canada on October 17, 2018, and Alberta’s approach to legalization has four policy objectives:
1. Keeping cannabis out of the hands of children. 2. Promoting safety on roads, in workplaces and public spaces. 3. Promoting public health. 4. Limiting the illegal market for cannabis.
Municipalities are playing a role in helping the province achieve these objectives by establishing policing priorities and administrative functions, such as bylaw development and business licensing.
The Government of Alberta’s Municipal Cannabis Transition Program, announced on October 15, 2018, provided $11.15 million to the 52 Alberta municipalities with populations over 5,000 that pay for their own policing. These municipalities were targeted because enforcement costs were expected to be the highest in larger municipalities and, given their size, where cannabis retail stores would most likely be located. The primary objective of the two-year program was to support eligible municipalities in addressing additional enforcement and administrative costs related to the legalization of cannabis in Alberta. This funding supported a range of priorities including:
• incremental staffing; • education and outreach; • studies and research; • advertising and communications; • municipal administration training and capacity building; and • municipal bylaw development and enforcement.
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Of the $11.15 million provided under the program, $7.63 million was disbursed in the first year. Forty-five per cent of that total was used for municipal enforcement (policing), and 55 per cent was applied to municipal administration.
Engagement with municipalities regarding cannabis-related enforcement costs was completed in 2019. Based on the information provided by stakeholders, and the reported use of funding under the Municipal Cannabis Transition Program, most of the costs related to cannabis legalization have been on bylaw development and communication of information about cannabis. Results showed many municipalities do not have significant ongoing costs related to cannabis enforcement, and the Municipal Cannabis Transition Program ended as scheduled on December 31, 2019.
Asset Management Municipal Affairs continues to encourage municipalities to develop and maintain asset management processes that maximize the value and usefulness of infrastructure assets over their whole lifecycle. This proactive approach helps municipalities make informed decisions in the delivery of sustainable services, managing risks, and attaining value for money spent. As part of an annual process, the ministry surveyed municipalities about their experiences with asset management, to monitor progress and to identify potential gaps and areas where more support was needed. Fifty- five per cent of municipalities responded to the 2019-20 survey (140 urban and 51 rural). The results showed that although formal asset management practices are still developing for many municipalities, greater implementation of asset management practices occurred over recent years.
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Outcome Two: Alberta’s economic prosperity is facilitated by local governments
Red Tape Reduction The Ministry of Municipal Affairs is committed to the ongoing review of programs and services to ensure that the best possible outcomes are being achieved for Albertans. As part of this ongoing review, the ministry is committed to reducing red tape to make life easier for hard-working Albertans and businesses. This includes reducing regulatory burden and unnecessary processes to encourage economic growth and job creation; and make Alberta one of the freest and fastest moving economies in the world.
Key Objectives
2.1 Streamline regulatory requirements in municipal legislation and regulation that are hampering administrative efficiencies for municipalities. The proposed amendments will allow municipalities to be more responsive to the needs of their residents and businesses.
Bill 25: the Red Tape Reduction Implementation Act, 2019 In November 2019, the Alberta Legislature passed Bill 25, which provided changes to 11 pieces of legislation including the Municipal Government Act. These changes were intended to streamline overburdened processes that hampered administrative efficiencies for municipalities, and include the following:
• Simplifying and streamlining intermunicipal collaboration framework agreement provisions to provide municipalities with more flexibility for creating mutually beneficial agreements. This included removing a number of process requirements to provide municipalities with more flexibility to include only content that makes sense for their unique circumstances, and aligning with the existing arbitration process in the Arbitration Act. • Removing the requirement for municipalities to complete intermunicipal development plans where there is mutual agreement between municipalities that an intermunicipal development plan is not necessary. • Amending various sections of the Municipal Government Act to allow for use of electronic methods for sending assessment notices, tax notices, and school support declaration forms. • Removing requirements for certain bylaws to be passed annually by a council if the content of those bylaws is standard and remains unchanged from the previous year. This includes supplementary property tax bylaws, business tax bylaws, and supplementary business tax bylaws. • Increasing the maximum number of days for a council to hold a by-election if a vacancy is created from 90 to 120 days, to provide more time to plan and hold the by-election. • Removing 60-day public posting requirements for City Charters Regulation amendments that have no material change, such as minor clarifications or updates to terminology. • General clarification and streamlining of various Municipal Government Act provisions for efficiency, simplicity, and accuracy.
In 2019-20, the ministry made progress toward streamlining processes to reduce the administrative burden on municipalities, including:
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• reducing red tape for the Municipal Sustainability Initiative Operating Program for municipalities and Metis Settlements, which means spending plans are no longer required up front to receive payment of the operating allocations; instead, municipalities and Metis Settlements only need to report on how they used the funding; • streamlining the administrative process for the Designated Industrial Requisition Credit program by combining its application process with the Provincial Education Requisition Credit program; this cuts red tape for municipalities by reducing the amount of paperwork they need to complete; and • promoting the use of ePost for assessment roll delivery within the province, which supports industry and municipalities that want to opt out of traditional mail delivery. Using ePost provides cost-savings to government, and automates and expedites assessment roll delivery.
Future Red Tape Reduction Initiatives Ongoing and future activities for this Key Strategy include the following:
• The ministry continues to review all aspects of its programs and processes to eliminate unnecessary regulatory burden. • The ministry is examining the possibility of streamlining provisions relating to Regional Services Commissions. Legislative and/or regulatory changes relating to these areas could move forward as early as spring 2020. • An upcoming detailed review of the Municipal Government Act and its associated regulations from a red tape reduction perspective. It is anticipated that more legislative and regulatory amendments to further streamline processes for municipalities, businesses, and the general public will be brought forward in fall 2020 and in 2021. • Exploring the idea of an online portal for data exchange for designated industrial property assessment to improve efficiency and support the sharing of information between the government and taxpayers.
2.2 Enable municipalities to foster economic growth by ensuring they have the tools to do so, including facilitating pre-approved industrial zones and allowing municipalities to offer multi-year property tax incentives.
Pre-Approved Industrial Zones Municipal governments play a key role in establishing competitive economic investment environments and attracting and facilitating economic development in Alberta. Pre-approved industrial zones will provide another tool for municipalities to leverage to provide investors and decision-makers with the certainty necessary to make large capital investments in Alberta.
A pre-approved industrial zone is an area designated for industrial development that has received advanced approval by regulators for a variety of interrelated industrial activities. While provincial regulators provide many of the regulatory approvals required for industrial activities, municipal governments are responsible for creating a framework for orderly development through statutory plans, such as area structure plans and land-use bylaws. Pre-approved industrial zones will enable local governments to identify areas that are well-suited for development, and to work efficiently and collaboratively with provincial regulators to support long-term investment and development in that area.
In February 2020, Municipal Affairs convened a working group with various Government of Alberta departments and representatives from the Alberta Industrial Heartland Association and the Northeast Capital Industrial Association. The working group will explore opportunities and barriers
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to pre-approved industrial zones, and will recommend process improvements and potential legislative changes to ensure municipalities and industry have the necessary tools to facilitate industrial development.
Property Tax Incentives On June 28, 2019, Bill 7, the Municipal Government (Property Tax Incentives) Amendment Act received royal assent. Bill 7 amended the Municipal Government Act to provide municipalities with the tools necessary to attract investment and facilitate development by giving them the authority to offer multi-year property tax incentives to business and industry.
In December of 2019, further amendments through Bill 29, the Municipal Government (Machinery and Equipment Tax Incentives) Amendment Act expanded the property tax incentives authorities to include machinery and equipment.
Prior to the introduction of these authorities, municipalities could cancel or refund all or a portion of a property tax, or defer the collection of a tax, in a specific year. Municipalities could also provide multi-year tax incentives to encourage redevelopment of brownfield properties. The legislation expanded the existing authorities to include explicit multi-year incentive powers for broader economic development purposes.
The property tax incentive is only available for the municipally levied property tax, and cannot be applied to the provincial education property tax requisition, a local improvement area, a special tax, or other form of property taxation. The Municipal Government Act limits the maximum length of a property tax incentive to 15 years, with an option for renewal; however, municipalities are provided the ability to tailor the length and scope of their incentives within those bounds.
The legislation provides municipalities with a significant amount of flexibility for implementing a program to meet the unique needs of their community. Should they choose to offer property tax incentives, councils are required to pass a single bylaw that outlines how the program will operate. The bylaw must:
• provide the criteria for a property to qualify; • establish the process for submission and consideration; • provide a period of time in which the incentive may be in place; and • establish who is responsible for reviewing and approving incentive applications.
A property tax incentive bylaw is subject to advertising requirements of the Municipal Government Act, including the requirement for a public hearing.
By expressly enabling property tax incentives for economic development purposes, the province is sending a clear message to municipalities, investors, and Albertans that Alberta is open for business. The ability to offer incentives for a 15-year maximum – and option for renewal – ensures Alberta municipalities have the ability to provide one of the most generous property tax exemptions in Canada. Municipalities in British Columbia have the authority to offer property tax incentives for revitalization purposes for a period of up to 10 years, and Saskatchewan municipalities are provided the authority to offer five-year property tax incentives with an option for renewal.
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2.3 Develop and deliver on a red tape reduction plan to make sure the ministry’s current and new regulations are free of unnecessary red tape, as required by the Red Tape Reduction Act.
Municipal Affairs is cutting unnecessary red tape by one-third over four years to reduce costs, speed up approvals, and make life better for Albertans. The ministry established a 2020 ministry Red Tape Reduction plan with information on the key initiatives targeted for completion in the 2020 calendar year. The plan includes a description of each initiative, its goals, and the projected impacts. Based on this work, the ministry expects to bring forward legislative and regulatory amendments on a consistent basis over the next two to three years.
In addition to completing a baseline count of all the regulatory requirements in the ministry’s statutes, regulations, policies, forms and guidelines, Municipal Affairs also launched several red tape reduction initiatives:
Bill 25, the Red Tape Reduction Implementation Act Bill 25, the Red Tape Reduction Implementation Act, included numerous amendments to the Municipal Government Act, as well as the repeal of the Intermunicipal Collaborative Framework Regulation. Further legislative and/or regulatory amendments are anticipated for spring and fall 2020, and into 2021.
Alberta Public Libraries Municipal Affairs provided several opportunities for Alberta public library stakeholders to provide input on potential red tape strategies, including an online survey and in-person engagement sessions.
911 Grant Program In early 2020, the 911 Grant Program was streamlined so that 911 call centres will have less paperwork and fewer reports when reporting on their program expenditures. The decrease in administrative labour allows the 911 call centres to focus their efforts on providing service to Albertans in need of emergency assistance. For the 911 Grant Program, this will increase the staff capacity to directly support 911 services through initiatives such as the development of the Alberta 911 Standards, enhancements to 911 service across Alberta, and 911 public education.
Jurisdiction-Wide Safety Code Variances Variances provide an alternative option to meeting code requirements while achieving an equivalent or greater level of safety to the code. Variances are especially useful when new technology emerges faster than code cycles can adopt it. As of August 9, 2019, municipalities and corporations accredited to administer the Safety Codes Act can issue code variances covering their entire jurisdiction. This reduces the time and cost associated with requiring common variances to be issued repeatedly.
Oil and Gas Equipment Safety Verification Municipal Affairs issued a variance to the Gas Code Regulation on July 30, 2019, that provided an additional option for oil and gas corporations to meet code requirements. Corporations can now use a professional engineer to verify the safety of their equipment using the professional association’s authentication standard. This change maintained safety standards while reducing considerable time and cost that industry estimates to be up to $20 million initially, and then $2.5 million annually.
Recertification for Alternatively Powered Vehicles Effective August 7, 2019, vehicles altered to be powered by a different fuel (for example, a gasoline-powered vehicle converted to run on propane) are no longer required to be recertified
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every three years. This reduced unnecessary time and cost associated with recertification without compromising safety.
Operational Changes at the Safety Codes Council In 2019-20, the Safety Codes Council was actively involved in reducing red tape, including eliminating unnecessary requirements and streamlining systems impeding industry partners, municipalities, safety codes officers, and its students. For example, the Safety Codes Council: • made student tax receipts available online; • simplified the online exam process; • streamlined the training and certification of fire safety codes officers; • reduced the documentation required for variances registered with the council; and • improved the Alberta Safety Codes Authority agency payment system.
Performance Measure 2.a: Number of regulatory requirements reduced across the ministry
2019-20 2019-20 Target Actual
5% (1,114) 11.1% (2,472)
The 2019-20 5% reduction target was achieved. As of March 30, 2020, Municipal Affairs had eliminated 2,472 of the 22,263 regulatory requirements that make up its baseline total. This meant a regulatory requirement reduction of 11.1% had been achieved.
For 2019-20, Municipal Affairs exceeded its 5% regulatory requirement reduction target by 122% and almost reached its 2020-21 target of reducing the ministry’s baseline count by 12%.
Reaching the 2020-21 target early will enable the ministry to focus on opportunities to reduce red tape – including at an administrative level – that may not result in a significant reduction to the number of regulatory requirements but may still allow for programs and services to be accessed more efficiently and effectively.
The Government of Alberta is committed to reducing regulatory burden by one-third. A reduction in the number of regulatory requirements demonstrates a reduction in the overall regulatory burden imposed on Albertans.
Municipal Affairs has reviewed all statutes; regulations; and associated policies, forms, and guides to establish a baseline count of the number of regulatory requirements needed for citizens, businesses, and/or government to comply with statutes and regulations, or access government services. Establishing this baseline will allow the ministry to track the percentage of regulatory requirements it reduces.
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Regulatory requirements are found in regulatory instruments, such as legislation, regulations, policies, and forms. Regulatory requirements are defined as an obligation for stakeholders to complete an action or provide information to access government services or programs, carry out business, or pursue legislated privileges. The number of regulatory requirements with which citizens, business, and government must comply is one way to measure the overall regulatory burden imposed by government.
Reduction in Regulatory Burden by Fiscal Year
40%
33%
30%
20% 20%
12% 11% 10%
5%
0% 2019-20 2020-21 2021-22 2022-23
Target Actual
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Outcome Three: Albertans are protected with safe buildings, homes, and communities
Key Objectives
3.1 Align the safety codes system to a quality assurance framework that enables partners to act autonomously while holding them accountable.
Implementing the quality assurance framework In 2019-20, Municipal Affairs continued implementing the quality assurance framework, providing clearer direction and stronger oversight while shifting service delivery to safety codes system partners. The quality assurance framework enables the ministry to monitor the performance of the safety codes system and identify continuous improvement opportunities, including red tape reduction.
In March 2019, Municipal Affairs completed one foundational component of the quality assurance framework – a comprehensive profile of the safety codes system, including an evaluation of efficiency, effectiveness, and sustainable service delivery. The profile identified opportunities to strengthen the system, and the ministry has worked with the Safety Codes Council to prioritize and initiate this work by:
• working with the Safety Codes Council to increase communication with stakeholders about system outcomes, expectations, and roles to ensure a common understanding of roles and responsibilities; • developing a plan for regular systematic performance reviews of the Safety Codes Council; • working with the Safety Codes Council to begin development of tools to evaluate the council’s accreditation activities, including new metrics to monitor the performance of the accredited partners to ensure they are meeting organizational and system outcomes; and • supporting the Safety Codes Council as it considered opportunities to facilitate risk-based permitting and inspection. This initiative is reducing red tape in the construction permitting process, while maintaining safety by recognizing different activities pose different levels of risk.
New performance metrics To get a more complete understanding of where Alberta’s safety system is succeeding and where it can be improved, Municipal Affairs developed three new performance metrics to illustrate the overall safety of buildings and associated systems. Buildings and associated systems include all safety disciplines under the Safety Codes Act: building, fire, electrical, gas, plumbing, private sewage, pressure equipment, elevating devices, amusement rides, and passenger ropeways. The metrics report on what is directly within the department’s control, as well as what the department may indirectly influence.
These new metrics have already resulted in a better understanding of the ministry’s available data; however, a primary limitation is the timeliness of fire reports, which affects the ministry’s ability to draw conclusions from the results. The 2019 statistics are expected to be more complete when the next annual report is issued and will be updated at that time. The ministry is considering how to address data limitations so results can better inform its work without unnecessarily burdening system partners with cumbersome reporting requirements.
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Performance Measure 3.a: Number of injuries and fatalities caused by structural or mechanical failure of buildings and associated systems per 100,000 population in Alberta
Prior Years’ Results 2019-20 2019-20 Target Actual 2015-16 2016-17 2017-18 2018-19
Not Not Not Not 0.91 0.80 Available Available Available Available
In 2019-20, there were fewer injuries and fatalities than the ministry’s target. There were 34 injury and fatality incidents reported in 2019 with a total population of 4,271,759, which translates to 0.8 combined injuries and fatalities per 100,000 population in Alberta.
This figure directly measures the ministry’s performance in its mandate of risk mitigation by reporting on incidents in which risk was not mitigated. Injuries and fatalities resulting from structural or mechanical failure of buildings and associated systems most likely result from a gap in a safety code.
The number of incidents has been relatively stable year-over-year, with 35 incidents in 2018 and 34 in 2019. This stability, along with the low absolute number of incidents, reflects the minimal amount of injuries and fatalities within the department’s control to reduce. The majority of injuries and fatalities captured in this measure are a result of fires, representing 19 of the 34 total incidents across all disciplines in 2019.
Performance Indicator 3.b: Number of injuries and fatalities involving buildings or associated systems not caused by structural or mechanical failure per 100,000 population in Alberta
Prior Years’ Results 2019
2015 2016 2017 2018
6.03 6.20 7.11 5.12 4.05
In 2019, there were 173 injuries or fatalities identified that were not caused by structural or mechanical failures. This is down considerably from the 215 incidents in 2018 and the 296 incidents in 2017. While the majority of injuries and fatalities recorded are the result of fire, the low numbers from the fire discipline could be due to underreporting.
This figure provides a more complete illustration of safety in the system, as it includes injuries and fatalities. These injuries and fatalities are in most cases the result of human behaviour, including tripping on an escalator, falling off a ski-hill T-bar, or burns caused by an accidental fire attributed to inattentiveness.
When reviewed in combination with performance measure 3.a., the ministry can conclude that the vast majority of injuries and fatalities in the safety system are due to human error. These results
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point to opportunities to engage with cross-ministry and system stakeholders to influence safety. For example, the numbers reflect 12 hospitalizations related to carbon monoxide poisoning. By examining the causes further, the ministry can plan the focus of future carbon monoxide awareness campaigns.
Performance Indicator 3.c: Number of fire reports not caused by structural or mechanical failure of buildings and associated systems, per 100,000 population in Alberta
Prior Years’ Results 2019
2015 2016 2017 2018
124.09 404.51* 104.04 116.63 87.83 *The 2016 fire number includes the Wood Buffalo wildfire. When these wildfires are excluded, the number of fire reports per 100,000 population is 103.11.
The 2019 result, which represents a 26 per cent reduction in fire reports over the previous year, is the lowest value reported in the last five years.
Overall, the per-capita number of fires not related to structural or mechanical failure (excluding fires related to the Wood Buffalo wildfire) has decreased every year since 2015, except for an increase in 2018. As noted above, this is likely due to underreporting, and the department expects fires to continue to be reported throughout the year.
Together, performance indicators 3.b and 3.c capture incidents outside of the ministry’s control but that staff can influence by working with cross-ministry and system stakeholders to mitigate emerging issues. As fire report numbers are finalized, the ministry can analyze trends in all performance metrics, and use the results to better inform ministry decisions. For example, the ministry may identify changes to propose at the national code development tables, work with partners to clarify enforcement policy, or target the focus or audience of fire prevention and safety awareness campaigns.
Accountability of safety system partners In line with Government of Alberta direction to review all programs, services, and spending in order to reduce red tape – and MacKinnon Report recommendations to review agencies, boards, and commissions – the ministry has begun reviewing all four organizations with responsibilities under the Safety Codes Act.
In 2019-20, the ministry initiated a transfer of authority for the safe management of petroleum storage tanks from the Petroleum Tank Management Association of Alberta to the Alberta Safety Codes Authority, a branch of the Safety Codes Council. This move will consolidate service delivery for unaccredited municipalities into one organization to reduce red tape by decreasing wait times, and improve the quality of inspections. The Safety Codes Council and the ministry are also using the transition as an opportunity to review administration of storage tank safety. For example, as an early result of the review, the council will eliminate the tank registry, as this duplicates the tracking function already served by permits. The transition of responsibility will be completed in the 2020- 21 fiscal year.
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A review of the Alberta Elevating Devices and Amusement Rides Safety Association is also underway, and reviews of the Safety Codes Council and Alberta Boilers Safety Association will follow.
3.2 Represent Alberta and its interests during the development of national and international codes for potential adoption in Alberta.
New focus on broader code development With the introduction of timely code adoption, Municipal Affairs and its partners (including the Safety Codes Council) are no longer spending time reviewing each new code after publication by national or international development bodies. As a result, the ministry’s technical experts have shifted to participating more actively in influencing code development at a national and international level to ensure safety codes better reflect Alberta’s needs. This encourages labour mobility and the reduction of trade barriers through more uniform code standards, as Alberta will not require as many province-specific variations from the national codes.
Alberta chairs the Provincial and Territorial Policy Advisory Committee on Codes, which was established to promote Alberta has already made harmonized codes and provide provincial and territorial input progress on several items in on the development of the national codes from the National the Reconciliation Agreement Research Council (building, fire, energy efficiency, plumbing, on Construction Codes: farm buildings). This year, the committee drafted a Reconciliation Agreement on Construction Codes to support Alberta’s building, fire, and the Canadian Free Trade Agreement. Once ratified, the energy efficiency safety codes reconciliation agreement will reduce trade barriers and have been available online for strengthen Alberta’s influence in code development by: free since April 2019. • providing safety codes to the public for free online (now in effect); Under timely code adoption, Alberta’s building, fire, energy • bringing national codes into force in each province and efficiency, and plumbing codes territory within a specific period of time; automatically come into force • reducing or eliminating province- or territory-specific within one year of being variations to the national codes; and published. • transforming the existing national code system so provinces and territories approve code updates at the Alberta is exploring ways to national development tables, rather than making reduce or eliminate province- recommendations through the policy committee. specific variations to national codes to further reduce red The agreement has been endorsed by the Regulatory tape and trade barriers. Reconciliation and Cooperation Table, which is the working group for the Canadian Free Trade Agreement. Provincial and territorial governments are seeking review and signature in 2020.
Alberta participates in a similar forum – the National Public Safety Advisory Committee – established to advise the Standards Council of Canada, which publishes codes in other safety disciplines. Much like Provincial and Territorial Policy Advisory Committee on Codes, this forum aims to ensure codes are satisfying provincial and territorial concerns; codes are being successfully harmonized; barriers are reduced for trade, investment, and labour; and best practices are shared amongst provinces and territories.
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Finally, Alberta participates on the Provincial Territorial Advisory Committee, which sets overarching policy for the two codes committees above, and builds consensus in the safety codes systems. It currently serves as the working group for the Regulatory Reconciliation and Cooperation Table under the Canadian Free Trade Agreement.
This year, the ministry has addressed costs associated with representing Alberta at these national meetings by only having staff attend a select number of events in person, while most other meetings are attended via teleconference.
New codes adopted in multiple disciplines As part of Municipal Affairs’ ongoing work to release comprehensive, modern safety codes that reflect the standards developed through national committee participation, several new codes were adopted and declared in force on April 1, 2019:
• National Building Code – 2019 Alberta Edition • National Fire Code – 2019 Alberta Edition • National Energy Code for Buildings – 2017 Edition
Alberta’s emphasis on contributing to codes at the national level reduces the process of making any Alberta-specific modifications to the codes. This makes the process of publishing Alberta editions of the codes faster, more efficient and in some disciplines free of charge.
3.3 Reduce provincial trade barriers in safety codes.
Reduction of barriers through the Canadian Free Trade Agreement As mentioned in 3.2, the Provincial and Territorial Policy Advisory Committee on Codes has reached consensus on a draft agreement on construction codes (building, fire, plumbing, and energy), including making codes freely available, introducing timely code adoption, and harmonizing codes (i.e. reducing province-specific code variations). The Regulatory Reconciliation and Cooperation Table has endorsed the draft agreement, which is now under review by each provincial and territorial government for signature in 2020. As not all codes are produced through the National Research Council, Municipal Affairs will work to reduce red tape by harmonizing as many other code requirements as possible in other safety disciplines, such as elevating devices and pressure equipment.
Reduction of trade barriers for mass-timber construction As part of its red-tape reduction initiatives, Alberta repealed a section of the Safety Codes Act that restricted the construction of wood buildings to a maximum of six storeys and duplicated a provision of the current building code. This section of the Act was introduced to allow six-storey wood construction before it was introduced in the code, and to prevent municipalities from prohibiting it once it was allowed. As the next editions of the national building and fire codes will allow for wood building construction taller than six storeys, this section would have unintentionally limited Alberta’s builders to six storeys.
With the legislative change complete, Alberta issued a variance that allows builders to make early use of the national mass-timber construction standards that will be included in the next national building and fire codes. This allows Alberta’s builders to construct mass-timber buildings of up to 12 storeys two construction seasons faster than under the automatic code adoption process of upcoming national code provisions. This supports the mandates of several government departments by reducing red tape and helping industry create jobs in both the forestry and construction sectors.
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3.4 Hold residential builders accountable to construction standards for quality and code compliance.
Organizational changes and a new name Following the New Home Buyer Protection Office’s introduction of builder licensing, the ministry reorganized the area to more efficiently administer the New Home Buyer Protection Act and associated regulations. As part of these changes, the new home warranty program and the builder licensing program were combined and renamed the Residential Protection Program.
Residential Protection Program review Mandatory new home warranty was introduced in Alberta Advances in fire protection and under the New Home Buyer Protection Act in 2014. To evaluate the Residential Protection Program’s effectiveness in wood-product technology are enhancing consumer protection and residential builder leading to taller, larger wood performance, Municipal Affairs initiated a strategic review of buildings, while maintaining an the program in 2019. The review process has been informed equivalent or greater level of through feedback from homeowners, the Government of safety to other building Alberta’s Cut Red Tape website (https://www.alberta.ca/cut- materials. Mass-timber red-tape.aspx), and consultation with industry and system construction is safe both partners through the Residential Protection Program Advisory because of the materials used, Group. Ministry staff are working with Treasury Board and and the safety requirements Finance and Service Alberta to ensure awareness and introduced into the building and alignment across departments involved in oversight of new fire codes. home warranty and consumer protection.
The program began to implement operational changes in 2019- For example: structures built 20, including improving turnaround times for builder licence with mass-timber – a proven applications and owner-builder authorizations. Policy, construction technique that legislative, and regulatory changes will occur in 2020-21. supports Alberta’s forestry industry – are heavily The changing nature of home warranty and engineered and must meet residential builder compliance stringent safety requirements. During the first years of mandatory new home warranty, Municipal Affairs’ compliance actions focused on the The 2009 building and fire administrative requirements, such as ensuring all new homes codes improved security had home warranty coverage. The need for administrative measures to better protect compliance activity decreased as municipalities, industry, and buildings under construction professionals better understood the new policies and from fire. procedures. This year, ministry staff have had more time to focus on pursuing individual cases that warrant their attention. The 2020 codes will improve When builder licensing was introduced in 2017, the initial firefighter street access, fire focus was on the administration of the program, such as protection, and construction processing licensing applications. As greater information was site security measures for collected from builders and case files, staff began focusing less 12-storey wood construction. on administrative tasks and more on using the program to encourage code compliance. Municipal Affairs now encourages municipalities to contact program staff when builders refuse to address code compliance issues so that builder licensing can support their enforcement of the Safety Codes Act.
Both the Residential Protection Program review and the ongoing work in home warranty and builder licensing align with the quality assurance framework processes being implemented across the division (see Section 3.1). In 2020-21, the program will continue to focus on achieving system outcomes, such as safety, and program outcomes, such as consumer protection. The results of the
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review will advise how well the program has been achieving these outcomes, along with recommendations for improving While new home warranty is performance. available in all provinces, Alberta, British Columbia, Wood Buffalo Rebuild Compliance Case Study Ontario, and Quebec also have In March 2018, the Regional Municipality of Wood Buffalo mandatory new home warranty identified 175 builders who had allowed owners to move into as an additional layer of their homes even though there were outstanding safety code consumer protection. violations, and the municipality had not granted occupancy permits. The municipality contacted the Residential Protection Program, which in turn encouraged those builders to take care of these issues before applying for their builder licence. This approach yielded excellent results; by August 2019, the number of homes with outstanding construction issues – as identified by the municipality – had been reduced from 175 to seven (five had not applied for a licence and two have conditional licences that will be re- evaluated if they fail to address the issues in a specified timeframe).
3.5 Lower regulatory costs on new housing.
Municipal Affairs was mandated to address the government’s platform commitment to lower regulatory costs on new housing, which are increasing the price of new homes. Policy, legislative, and regulatory changes related to the Safety Codes Act, New Home Buyer Protection Act, and Municipal Government Act and their regulations, are expected to proceed in the next fiscal year.
Risk-based inspections Municipal Affairs is supporting the Safety Codes Council as it works with municipalities to pursue risk-based inspections. Risk-based inspections consider the real-world risk in the building process, such as the experience and track record of the builder or contractor, and the scale and complexity of the project. Some municipalities have already expressed interest in shifting away from unnecessary, costly, and time-intensive inspections that provide no additional safety benefit. This approach to inspections aligns with the safety codes system’s quality assurance framework, and aims to provide as much flexibility for industry and municipalities as possible without compromising public safety.
Consultation with stakeholders In 2019-20, Municipal Affairs met with the Rural Municipalities Association, the Alberta Urban Municipalities Association, other government departments, and building industry representatives to discuss regulatory hurdles and opportunities to reduce red tape when building homes. Municipal Affairs will continue to meet with stakeholders in 2020 to inform further red tape reduction opportunities.
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Outcome Four: Alberta is emergency-ready and resilient
Key Objectives
Impact of the Novel Coronavirus on the Alberta Emergency Management Agency On January 30, 2020, the Provincial Operations Centre was elevated due to the global emergence and spread of the novel coronavirus (COVID-19) that originated in Wuhan, China on December 31, 2019. The purpose of this elevation was to provide cross-governmental communication and support to Alberta Health, which was the lead department for this event. More information on the response to the COVID-19 pandemic is found on pages 66-70.
The increased elevation levels significantly disrupted the regular operations of the Alberta Emergency Management Agency, as the response to COVID-19 required the participation of the majority of the Alberta Emergency Management Agency staff. This impacted the ability of many of the areas of the agency to fully complete initiatives, or to report on the progress in a fulsome manner. Any gaps in reporting, or projects delayed, will be identified in the results analysis.
4.1 Work with and support communities in implementing recent changes to the emergency management legislative framework to improve emergency preparedness at the community-level.
Local Authority Emergency Management Regulation The Local Authority Emergency Management Regulation came into force on January 1, 2020. The regulation establishes new requirements for local authorities and clarifies several pre-existing requirements under the Emergency Management Act. The regulation outlines the municipal governance of emergency management in Alberta; allows for specific training to be prescribed to municipal elected officials, directors of emergency management, and other municipal staff; and specifies emergency plan and exercise requirements.
The purpose of the regulation is to establish a minimal level of emergency management capacity that communities are required to provide for their residents. The regulation also clarifies the process for pursuing a regional collaboration structure to help municipalities meet their legislated requirements, while sharing the related administrative responsibilities.
In 2019-20, the ministry continued to work with and support communities to ensure their compliance with the new regulation. This support is provided by the ministry’s field officers, who are in contact with communities, provide emergency management-related services and assistance, and respond to any questions or concerns that arise.
Since the regulation came into force, there has been a heightened awareness of local authorities’ responsibilities for emergency management, which has led several communities across Alberta to consider regional collaboration. The ministry is assisting many communities, as they move toward a regional collaboration structure. In 2019-20, a total of eight initiatives entered the planning stage, but none were finalized by communities before the end of the fiscal year, so none were authorized by the minister.
Alberta Emergency Plan Review In 2019-20, the ministry initiated a review of the Alberta Emergency Plan, a required plan under the Government Emergency Management Regulation. The plan describes the emergency management system in Alberta and the roles and responsibilities of emergency management partners. It also sets out the policies, processes, and procedures for the effective and efficient response and management of disasters and emergencies.
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The current version of the Alberta Emergency Plan was approved in 2015 and, since that time, Alberta has experienced several significant emergencies and disasters that have changed some of the structures, processes, and procedures used in the emergency management system. To address the gap between the current Alberta Emergency Plan and the best practices that have been implemented since 2015, a review and update of the plan was initiated. The review identified and updated the gaps between the plan and current practice in order to capture and codify the enhancements to the emergency management system.
During the 2019-20 fiscal year, the Alberta Emergency Plan was redrafted, and went through an internal Government of Alberta consultation. Further work on the revision of the Alberta Emergency Plan was placed on hold in late February due to the impact of the COVID-19 pandemic on the Alberta Emergency Management Agency’s operations. The project plan for the Alberta Emergency Plan revisions was for the new draft to be presented to the Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees for their review and consideration, before moving forward for final approvals. Given the protracted duration of the pandemic, new timelines for this initiative have not been determined.
Community Emergency Management Plans The Emergency Management Act and the Local Authority Emergency Management Regulation require every local authority in Alberta to have an emergency management plan. Under the Emergency Management Act, a local authority is considered to be the council of:
• cities; • towns; • villages; • summer villages; • municipal districts; • specialized municipalities; • Metis Settlements; and • improvement districts governed by a council.
By engaging in regular emergency management planning, communities develop effective response strategies before an emergency or disaster occurs. Ministry field officers support communities by reviewing community emergency plans and encouraging best practices to promote a consistent level of emergency management planning across the province.
This year, the ministry developed and implemented a more detailed checklist to guide the review of community emergency plans, and to ensure communities were provided with consistent and clear feedback on their plans. The checklists were developed to confirm emergency plans align with the Emergency Management Act and Local Authority Emergency Management Regulation and to promote greater consistency across all municipalities.
In 2019-20, field officers reviewed community emergency plans for Alberta communities, including Metis Settlements, though reporting on this activity is not possible for this Annual Report due to interruption of regular duties associated with the pandemic.
The ministry also provides emergency management services and advice to First Nation communities through an agreement with Indigenous Services Canada. This agreement allows the ministry to provide nearly identical service levels to First Nations communities as all other municipalities receive from regional field officers. Examples of these services include emergency
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plan reviews, emergency management training, emergency exercise participation and co- ordination, and liaison with the ministry’s Alberta Emergency Management Agency. First Nations field officers ensure emergency management services are provided in a culturally appropriate manner. In 2019-20, First Nations field officers also visited First Nations communities to review their community emergency plans. While First Nations communities are not legally required to have emergency plans or programs, all Alberta First Nations communities have emergency plans in place.
The Community Emergency Management Program The Community Emergency Management Program is a free online tool designed to help develop local emergency plans and programs. Updated and maintained by the Municipal Affairs, it is available to all Alberta municipalities, First Nations communities, and through some regional partnerships. The tool includes a range of resources and information that complement the services provided by the ministry’s field officers. One of the goals of the program is to promote a standardized approach to emergency management across all communities. The continued use and uptake of the Community Emergency Management Program highlights the importance of the relationships the ministry has developed with Alberta communities through training, feedback, and support. The budget for the Community Emergency Management Program is $20,000.
The number of communities that have chosen to use the voluntary Community Emergency Management Program to assist them with their emergency program needs is increasing. In 2019- 20, there were 604 registered users representing 295 municipalities, regional partnerships, and First Nations communities. This is an increase from 2018-19, in which there were 598 registered users representing 281 communities.
In the coming year, the Community Emergency Management Program will be updated to align its information and tools – including a self-assessment and emergency management plan template – with the amended Emergency Management Act and Local Authority Emergency Management Regulation, which came into force on January 1, 2020.
Performance Measure 4.a: Percentage of communities (municipalities, First Nations, and Metis Settlements) that have been visited by an Alberta Emergency Management Agency field officer and had their Community Emergency Management Plan reviewed annually
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19
96% 90% 90% N/A*
*Results for 2019-20 are not available at the time of publication, due to the ministry’s response to the COVID-19 pandemic. Results will be reported in the ministry’s 2020-21 annual report.
Intergovernmental Collaboration The Minister of Municipal Affairs is the current provincial co-chair of the Senior Officials Responsible for Emergency Management, and the Managing Director of the Alberta Emergency Management Agency is the chair of the Canadian Council of Emergency Management Organizations, which are bodies with representatives from provincial and territorial emergency management organizations across Canada. These organizations work to harmonize and improve emergency
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management practices across Canada, advance priority public safety issues, and identify means to facilitate cross-jurisdictional mutual aid.
In January 2019, the Senior Officials Responsible for Emergency Management endorsed a revised emergency management strategy for Canada. The strategy looks to strengthen the resilience of Canadians by 2030, with each provincial and territorial government adopting a whole-of-society approach to reduce the risk of disaster. Work continues in the Senior Officials Responsible for Emergency Management forum to develop an action plan to guide the implementation of this strategy. This work was expected to be provided to Senior Officials Responsible for Emergency Management by winter 2020 for its review and direction. However, given the protracted duration of the COVID-19 disruption, new timelines for this review have not been determined.
In March 2020, the ministry entered into a contract for third-party secretariat services for the Canadian Council of Emergency Management Organizations. The intent of the contract was to enhance the Canadian Council of Emergency Management Organizations’ capacity to co-ordinate, collaborate and share information among its provincial and territorial emergency management organizations, as well as to advocate in a sustained manner on public safety issues of national importance on the national stage. This establishment of the secretariat has proven timely and important. As a result of COVID-19, both these organizations have held teleconferences, issued information requests and shared approaches and lessons learned amongst its members in support of a co-ordinated and consistent federal, provincial, and territorial response. These co-ordination efforts have been greatly assisted by the Canadian Council of Emergency Management Organizations’ newly established third-party secretariat.
In addition to the above, through the expertise of ministry staff that participate on Senior Officials Responsible for Emergency Management working groups, Alberta continues to provide support, resources, and guidance to the development of a national Public Safety Broadband Network and the National Public Alerting System. These national programs are designed to support enhanced emergency communications such as local 911 services and public emergency alerting.
Public Safety Committees The ministry chairs the Assistant Deputy Ministers’ and Deputy Ministers’ public safety Committees. These committees provided leadership and direction during major disasters, such as the 2013 southern Alberta floods, 2016 Wood Buffalo wildfire, and 2019 northwest Alberta wildfires. In spring 2020, these committees form a key co-ordination, collaboration, and support function in the government’s overall COVID-19 response.
In addition to this work, the committees facilitated the cross-governmental review of several significant evolutions to Alberta’s public safety system, which included reviewing and revising the Emergency Management Act, creating the Local Authority Emergency Management Regulation, and developing and implementing the Provincial Emergency Social Services Framework.
The committees are mandated to:
• help develop public safety initiatives requiring cross-ministry co-ordination and discussion; • act as the Government of Alberta Business Continuity Program steering committee; and • lead the administrative response to large-scale disasters.
During the northwest Alberta wildfires, the Deputy Ministers’ Public Safety Committee met regularly to ensure a co-ordinated and collaborative cross-ministry response. The committee discussed issues such as providing direct wildfire fighting operations, issuing emergency evacuee
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and overall disaster recovery funding, supporting evacuees, and co-ordinating Government of Alberta communications.
In relation to COVID-19, the government rapidly and fully engaged the committees in preparation for, and response to, this unprecedented event. The committee’s key activities have included:
• supporting the Emergency Management Cabinet Committee and individual ministries within the Government of Alberta whole-of-government response structure; • providing strategic advice and cross-government direction; • assisting in cross-government resource and information co-ordination and sharing; and • generating, reviewing and co-ordinating major COVID-19-related policy decisions.
This work has been conducted through daily committee meetings and other briefings as required, and the committees remain in place as a standing feature of Alberta’s emergency management and public safety governance system and as a key feature of the province’s whole-of-government approach to COVID-19.
Provincial Operations Centre The ministry operates the Provincial Operations Centre. With an annual budget of $1.3 million, the centre facilitates the co-ordination of the Government of Alberta response to emergencies and disasters. The Provincial Operations Centre is staffed 24 hours a day, seven days a week, and is prepared to respond to requests from municipalities and other Government of Alberta departments. The centre has four operational levels, which correspond to the level of staffing, cross-government support, and reporting required for an emergency event.
At Level 1 Routine Operations, the Provincial Operations Centre is staffed by provincial duty officers, who monitor events throughout the province. When an emergency or disaster event occurs, the Provincial Operations Centre escalates their activities and reporting, and is staffed by additional ministry personnel and cross-government representatives, with successive elevation levels increasing to its highest level, which is Level 4.
The Provincial Operations Centre was elevated to address the northwest Alberta wildfires. These wildfires were extremely complex and dynamic, and involved several significant incidents occurring close together. The elevation ran from May 19, 2019, until June 27, 2019 – a total of 39 days, with eight days at Level 2, 24 days at Level 3, and seven days at Level 4. The impact on communities from the wildfires was significant enough that five municipalities, three First Nations, and one Metis Settlement declared states of local emergency due to the threat of wildfire to their communities. Through the duration of the event, neighbouring communities provided support and accommodation to approximately 18,000 evacuees from impacted areas. During this event, the Provincial Operations Centre co-ordinated the Government of Alberta’s support to the communities and people impacted by the wildfires.
Throughout the response to the 2019 Northwest Alberta Wildfires, the ministry implemented several new practices based on lessons learned from the response to the 2016 Wood Buffalo wildfire. New practices included:
• developing and implementing a Provincial Operations Centre de-escalation criteria; • implementing a standard planning process for the development of incident action plans; • initiating cross-ministry recovery planning in the early stages; • developing a process for critical identification and mitigation; and
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• implementing an enhanced professional development program to better prepare Provincial Operations Centre staff for future activations.
COVID-19 Pandemic The novel coronavirus that causes coronavirus disease (COVID-19) is the fifth documented pandemic since the 1918 flu pandemic. The virus was first reported in Wuhan, China as a cluster of pneumonia cases in late December 2019. The World Health Organization (WHO) declared the COVID-19 outbreak a public health emergency of international concern on January 30, 2020, and a global pandemic on March 11, 2020.0F 1FOn March 16, 2020, the federal government made the decision to bar non-essential travel to Canada, and around this time, each of the provinces and territories declared states of emergency, as cases of community transmission were confirmed. Governments across Canada implemented restrictions to mitigate COVID-19, such as closing non-essential businesses, daycares, and schools; encouraging social distancing; and employing mandatory self- isolation for travelers. Alberta implemented some of the least restrictive public health orders in Canada, relying on common sense and personal responsibility to limit the spread of COVID-19.
Early in the 2020-21 fiscal year, the co-ordinated efforts to mitigate the spread of COVID-19 pointed to early signs of success. Beginning in April 2020, countries that experienced the earliest outbreaks began to ease COVID-19-related restrictions, as cases of community transmission decreased. In Canada, many of the provinces and territories introduced a phased approach to reopening, with some businesses slated for reopening in May 2020. In Alberta, a plan called Alberta’s Relaunch Strategy was introduced on April 30, 2020. This strategy set the path for gradually lifting restrictions based on the advice of public health officials.
Impact of COVID-19 The COVID-19 pandemic is not simply a health crisis; it has far-reaching impacts on the economy and society. In both Alberta and throughout the world, entire commercial, religious, educational, and sports institutions closed, while many industries experienced significant economic losses, particularly tourism, retail, and hospitality.2F Increasing unemployment and the threat of inflation also impacted countries, with Canada’s unemployment rate rising to 7.80 per cent by the end of
March 20203F.
At the end of the 2019-20 fiscal year, Albertans were facing the most severe economic conditions since the Great Depression. In March 2020, the price of oil fell to US$29.21 per barrel based on the
West Texas Intermediate; a US$28.94 drop from the previous year.7F The low price of oil, compounded by the economic fallout of COVID-19, not only impacted those in the oil and gas sector, but also those in the agricultural and construction sectors, which saw disruptions in the movement of goods and services and fluctuating commodity prices. Small and medium-sized businesses faced challenges, as businesses throughout the province were ordered to close their doors to protect Albertans. This difficult decision impacted business owners, their employees, and customers and clients.
From a social perspective, COVID-19 has fundamentally changed the way people live. Physical distancing and stay-at-home measures have limited social interactions among family and friends, which can negatively affect mental health. Vulnerable groups have been particularly affected by the pandemic, as seniors, people experiencing homelessness, and individuals escaping domestic violence have faced social isolation and barriers to necessary services and support. Misconceptions and misinformation associated with COVID-19 have also been shown to impact Albertans, including essential workers and healthcare professionals.
Going forward, the government’s first priority remains the lives and livelihoods of Albertans. As of June 1, 2020, there were more than 6.2 million confirmed cases of COVID-19 worldwide. The virus had impacted more than 200 countries, with more than 370,000 deaths. Canada, as of June 1, 2020,
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had 90,516 confirmed cases of COVID-19, with most cases reported in Ontario and Quebec. Alberta had 400 active cases, with 6,501 Albertans recovered, and 141 reported deaths from the virus. While the impact of COVID-19 is significant, the Government of Alberta remains committed to leading the path to recovery, while grappling with the challenges both created and heightened by the pandemic.
Response to the COVID-19 Pandemic
Provincial Operations Centre In response to the widespread nature and cascading impacts of COVID-19, the Government of Alberta formally declared a public health emergency on March 17, 2020 under the Public Health Act. While the formal declaration occurred on March 17, 2020, government had been monitoring, planning, and preparing for COVID-19’s impacts prior to this formal declaration.
On January 30, 2020, the Provincial Operations Centre was elevated to Level 2 due to the global emergence and spread of the novel coronavirus (COVID-19). This elevation was in response to the pneumonia-like virus outbreak that originated in Wuhan, China on December 31, 2019. The purpose of this elevation was to provide cross-governmental communication and support to Alberta Health, which was the lead department for this event. On March 14, 2020 the Provincial Operations Centre elevated to Level 3, and then, to Level 4 on March 17. The elevation established consistent information management and distribution processes within the Government of Alberta, and set the conditions for cross-government co-ordination in the event that an increased risk to Albertans from COVID-19 materialized.
To support the Government of Alberta and local authorities’ response to the pandemic, two sets of amendments were proposed to the Emergency Management Act. The first amendments were made through Bill 9, which allowed for a provincially declared state of emergency to exist at the same time as a state of local emergency. The next set of amendments, which were in development at the end of March, were enacted through Bill 13. These changes enabled municipalities to declare a 90- day state of local emergency for a pandemic, allow for electronic council meetings to make a declaration of a state of local emergency, provide clear language that it is an offence to not be compliant with an order made under an emergency declaration, and update language related to pandemics in the legislation.
For the duration of the pandemic response, a key priority for the Provincial Operations Centre was the procurement, prioritization, and distribution of personal protective equipment for all non- healthcare related stakeholders. This was required due to increased global demand for personal protective equipment, which stretched regular supply chains and impacted nearly every stakeholder’s ability to find personal protective equipment. To address this issue, the Provincial Operations Centre co-ordinated with Alberta Health Services, Alberta Health, and other Government of Alberta departments, to consolidate the procurement and distribution of personal protective equipment. While Alberta Health Services was responsible for procurement for the healthcare system, the Provincial Operations Centre was responsible for Government of Alberta departments, municipalities, and other stakeholders.
In addition to elevating the Provincial Operations Centre, the ministry co-ordinated and supported broader planning, preparation, and co-ordination activities including, but not limited to:
• Following Alberta Health’s lead, focusing Assistant Deputy Ministers’ and the Deputy Ministers’ public safety committees work on COVID-19 planning and preparation, including; o Early monitoring and reporting on the outbreak, as provided by Alberta Health;
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o On February 11, 2020, convening a Deputy Ministers’ Public Safety Committee meeting solely focused on planning and preparation; o The committees’ rapid inclusion into the Government of Alberta’s whole-of-government response structure; o A review of key planning documents including: . the Alberta Pandemic Influenza Plan; . the Alberta Pandemic Ethics Framework; . the province’s emergency management legislation; . the province’s emergency management response protocols; . the province’s Business Continuity Plan; and . lessons learned from a cross-government pandemic response emergency exercise that took place in 2019.
Other planning, preparation, and co-ordination activities around COVID-19, included support for cross-government emergency operations centres such as Alberta Health’s Emergency Operations Centre, and the Provincial Emergency Social Services Emergency Coordination Centre. The ministry also co-ordinated with federal, provincial, and territorial emergency management and public safety partners through the Senior Officials Responsible for Emergency Management, the Canadian Council of Emergency Management Organizations, on a bi-lateral basis.
The province continues to actively monitor, assess, and respond to the COVID-19 pandemic, as well as plan for the recovery.
Pandemic Response Planning Team On March 14, 2020, the Government of Alberta initiated a cross-government planning team to help co-ordinate provincial responses to the COVID-19 pandemic. On March 23, 2020, government formally established the Pandemic Response Planning Team, with the goal of a developing a whole- of-society response to medium- and long-term issues emerging from the pandemic over the next 12-to-18 months.
The Pandemic Response Planning Team complements the work of Alberta Health, Alberta Health Services, and the Provincial Operations Centre by addressing predominately non-health-related issues that require cross-ministry collaboration to ensure a whole-of-government response during the pandemic. The team delivered the outcomes required for the Government of Alberta to support all Albertans efficiently during the public health emergency, including:
• identifying the top 18 priority action areas for the pandemic in the health, economy, and social sectors, and developing a response framework to address the priorities;
• developing and implementing policies, plans, and products to respond to pandemic-related issues and events;
• co-ordinating non-health ministerial orders, regulations and legislation required to support pandemic-related action by the province;
• acquiring and distributing non-healthcare-related personal protective equipment for essential Government of Alberta staff and external stakeholders;
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• co-ordinating stakeholder engagement activities and communication materials on Alberta’s Relaunch Strategy;
• responding to Albertans’ questions and concerns via BizConnect, a resource for Albertans that provides workplace guidance and supports to help businesses and non-profits affected by COVID-19 begin to reopen and resume operations safely;
• enabling the Provincial Operations Centre to focus on other potential hazards, such as wild-fires and floods; and
• supporting the Health Emergency Operations Centre on a number of files, such as establishing isolation facilities, developing plans for vulnerable Albertans, facilitating land border crossings, and co-ordinating the procurement and distribution of facemasks for Albertans.
Municipal Affairs’ Initiatives Municipal Affairs played a critical role in facilitating the government’s response to the pandemic through its expertise in emergency management, and its experience in supporting municipalities as they have faced past emergencies and disasters.
Municipal Affairs worked to find ways that local governments could continue to effectively govern and operate in a way that:
• adhered to public health guidelines and directives;
• ensured an appropriate level of transparency and access for the public, and
• enabled local governments to focus on providing critical services to Albertans by identifying several legislated requirements that could be deferred.
Municipal Affairs provided a six-month education property tax deferral for non-residential ratepayers to provide additional liquidity, and supported public libraries by encouraging the use of online library resources.
Ministry staff continued to provide advice, interpretation, and guidance to municipalities on the administration of safety codes, and established a government and industry working group to identify ways in which the safety codes system could contribute to economic recovery while maintaining public safety. As well, Municipal Affairs provided guidance to municipalities and delegated safety authorities to help minimize the spread of COVID-19, while ensuring necessary safety services continued.
In order to contribute to the government’s overall pandemic response, the ministry redeployed staff who were working on non-essential files or who could not work remotely. The ministry also worked with Alberta Health Services to facilitate quick municipal approvals for temporary changes in building occupancies, such as converting convention centres into isolation facilities or medical accommodations.
Other planning, preparation, and co-ordination activities around COVID-19 included support for cross-government emergency operations centres, such as Alberta Health’s Emergency Operations Centre and the Provincial Emergency Social Services Emergency Coordination Centre. The ministry co-ordinated with federal, provincial, and territorial emergency management and public safety partners through the Senior Officials Responsible for Emergency Management and the Canadian Council of Emergency Management Organizations on a bilateral basis.
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The province continues to actively monitor, assess, and respond to the COVID-19 pandemic, as well as plan for the recovery.
Major Event Support Apparatus The Provincial Operations Centre manages and co-ordinates the deployment of the Major Event Support Apparatus. This is a vehicle that provides a suite of communications functions and can provide meeting and planning space for up to 14 people. The vehicle can be used to provide a command function at sites of emergencies and disasters, and also during community engagement and outreach events.
During the past year, the Major Event Support Apparatus was deployed to support community engagement at two locations – “Disaster Alley” in Calgary, and “Get Ready in the Park” in Edmonton – and training events in Sundre, Vegreville, and St. Albert.
4.2 Improve Alberta’s emergency preparedness and response capability through regional incident management teams.
All‑Hazard Incident Management Teams In 2019-20, the ministry continued to train regionally-based all-hazard incident management teams. These teams bridge an identified gap in the province’s incident management framework and can deploy immediate support to augment the emergency management capacity of communities impacted by emergencies or disasters.
Sufficiently trained all-hazard incident management teams build regional capacity to effectively respond to incidents. During the 2019 northwest Alberta wildfires, regional all-hazard incident management teams were deployed to the Town of High Level and to Mackenzie County. The post- incident assessment for the 2019 northwest Alberta wildfires recognized the vital role played by the regional all-hazard incident management teams.
Four key outcomes are associated with the development of all-hazard incident management teams:
1. A new, regionally based capability to assist municipalities in managing complex incidents. 2. A positive trickle-down impact on municipal emergency management operations through the training provided to these teams, and by virtue of a deeper understanding of the Incident Command System gained by participants. 3. Building deeper relationships and trust among participants and across the provincial public safety system. This is further enhanced through the use of mentors from existing all-hazard incident management teams, and other experts, as part of the training program. 4. The enhanced Incident Command System knowledge and skills greatly assists in facilitating municipal Unified Command with Alberta Wildfire in a wildland urban interface environment.
In 2019-20, the northwest, north central, central, and south regional teams, as well as Canada Task Force 2, participated in all-hazard incident management teams training. This included a full Unified Command, single-facility exercise between the south region team and Alberta Wildfire in March 2020. Approximately 200 personnel across the five teams will have received the regional all-hazard incident management team training.
The all-hazard incident management teams are funded through $250,000 in annual conditional grant funding distributed between the five teams. This funding is a result of conditional grant agreements between the Government of Alberta and the Town of High Level, the Capital Region
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Emergency Preparedness Program, Red Deer County, the City of Medicine Hat, and the City of Cold Lake. Funding for all-hazard incident management teams is set to expire March 31, 2024.
4.3 Improve community and individual-level disaster resilience by providing online and in-person emergency management training to municipalities and through public awareness campaigns.
Emergency Management Training The ministry offers a number of emergency management training courses through a variety of mediums. Courses are delivered in class, online, and through a blend of online and in-class delivery. The primary training audience for the courses include municipal elected officials, Metis Settlement officials, improvement district councillors, special area board members, directors of emergency management, and others with assigned duties in their community emergency plans. The overall intent of the offered courses is for Albertans who have assigned duties in their community emergency plans to gain a clear understanding of their roles and responsibilities under Alberta’s emergency management legislation.
The in-class training courses offered are:
• Basic Emergency Management; • Municipal Elected Officials; • Director of Emergency Management; • Emergency Social Services; and • Scribing for Emergency Management.
These emergency management training courses help communities fulfill legislated requirements under the Local Authority Emergency Management Regulation, build community capacity, and improve resilience in Alberta communities.
The ministry’s Alberta Emergency Management Agency is the Alberta currently has 311 province’s Incident Command System Canada-approved authority, having jurisdiction for all Incident Command System Incident Command System training, certification, and compliance for Alberta. Incident Canada-approved instructors, Command System is a standardized on-site management system which is nearly 54 per cent of designed to enable effective, efficient incident management and the total number of approved is the prescribed command, control, and co-ordination system instructors across Canada. for local emergency management agencies by the Managing Director of the Alberta Emergency Management Agency. The Alberta Emergency Management Agency offers Incident Command System 100, 200, 300, and 400 courses and advanced position- specific training for internal and external emergency management stakeholders and Train-the- Trainer courses for individuals who successfully apply to be Incident Command System instructors through Incident Command System Canada. Alberta currently has 311 Incident Command System Canada-approved instructors, which is nearly 54 per cent of the total number of approved instructors across Canada.
In 2019-20, the ministry provided online training to 9,620 individuals.
In 2019, the ministry updated three core courses required under Alberta’s emergency management legislation: the Basic Emergency Management course, the Municipal Elected Officials course, and the Director of Emergency Management course. The updates included the new requirements under
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the Local Authority Emergency Management Regulation, current emergency management best practices, and expanded information on Alberta’s disaster history.
Emergency Management Online Training The ministry offers online versions of some legislated training courses required under the Local Authority Emergency Management Regulation, including the Basic Emergency Management course, Municipal Elected Officials course, and Incident Command System 100 course. Other online course offerings include Exercise Design, Scribing for Emergency Management, and Emergency Social Services. The online training courses:
• make emergency management training more accessible to communities, especially those that are more isolated, where regional collaboration may be more challenging; • help the ministry serve its core and extended audience, in a cost-effective manner; • expand access to emergency management education across the province, which fosters stronger emergency preparedness and resilience practices; and • provide emergency managers an opportunity to refresh their knowledge in course material they have previously taken in class.
Several of the ministry’s online courses have also been updated to promote a streamlined, user- friendly, and informative experience.
Since April 1, 2019, 9,620 students completed the Alberta’s Emergency Management Agency online courses, including Exercise Design 100, Municipal Elected Officials, Emergency Social Services, Scribing for Emergency Management, Basic Emergency Management, Incident Command System 100, and Incident Command System 200 as displayed in the graphic below:
AEMA Courses Completed April 1, 2019 - March 31, 2020
ICS 100 7,857
ICS 200 736
BEM 643
Scribe 141
Emergency Social Services 115
Municipal Elected Officials 63
Exercise Design 100 65
0 2000 4000 6000 8000
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The ministry released new versions of the online Basic Emergency Management and Municipal Elected Officials courses in summer and fall 2019. Additional updates were made to both courses in December 2019.
The Local Authority Emergency Management Regulation establishes legislated training requirements for municipal elected officials, directors of emergency management, and other staff who play a role in their community emergency plans. In anticipation of the Local Authority Emergency Management Regulation coming into effect on January 1, 2020, and a subsequent increase in demand for training, the Alberta Emergency Management Agency implemented an online individual training audience adjustment strategy to realign its training model with the new legislative requirements.
In spring 2020, access to online training temporarily opened to a broader audience to ensure emergency management partners across Alberta, including some federal agencies were getting access to emergency management courses to meet the increased need for remote training due to the COVID-19 pandemic.
Emergency Preparedness Week Emergency Preparedness Week is a national annual event led by Public Safety Canada in the first week of May that promotes emergency preparedness for all Canadians. Albertans learn more about how to be prepared during Emergency Preparedness Week through a combination of provincially and community-led events. Emergency Preparedness Week provides the ministry and stakeholders the opportunity to connect with emergency management partners and raise their profiles as public educators and stewards of personal preparedness.
Between April 1, 2019, and March 31, 2020, out of a total of 71,102 page views of the Emergency Preparedness content on Alberta.ca, 79 per cent of those page views were to access information on how to build an emergency kit.
Top Three Personal Preparedness Webpage Views April 1, 2019 - March 31, 2020
Build an Emergency Kit 56,405
Emergency Preparedness 9,051
Make an Emergency Plan 3,562
0 10,000 20,000 30,000 40,000 50,000 60,000
Each year, the ministry organizes a public event where multiple emergency management stakeholders gather to connect with the public at a single location and leads the co-ordination of emergency preparedness messaging and education. Participants include consequence management
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officers and business continuity officers from Government of Alberta departments, as well as select federal departments. For financial and administrative reasons, a provincially led Emergency Preparedness Week public event was not held in 2019. This allowed the ministry to focus efforts on developing new program offerings and to identify new opportunities to connect with the public about emergency preparedness.
The ministry is planning an Emergency Preparedness Week campaign in spring 2020 that will provide emergency management partners – including Government of Alberta staff and members of the public – an opportunity to learn about what they can do to be better prepared for emergencies and disasters.
In preparation for the Emergency Preparedness Week event, an updated series of emergency preparedness factsheets will be In March 2020, the Build an published on the Government of Alberta website. These sheets Emergency Kit page have been formatted for use on mobile devices and are experienced a surge of 42,530 available as printed handouts. The sheets have also been page-views in response to the translated into simplified Chinese, traditional Chinese, Spanish, COVID-19 outbreak. Arabic, and Punjabi. The program materials are available for communities and other emergency management partners to raise personal preparedness literacy within their communities. The ministry also developed a series of online videos called “Get Prepared: 60-Second Emergency Tips.” Each video provides preparedness information in a brief clip intended for social media. Topics include preparing for hazards like tornadoes and wildfires, responding to power outages, preparing your pets, and tips for building an emergency kit for your family. Many of these videos will be released ahead of Emergency Preparedness Week in spring 2020 and development of more video content is planned to continue as a year-round initiative.
Building New Partnerships
The ministry collaborates with educational institutions and other stakeholders throughout the province to improve The Alberta Emergency emergency preparedness and community resilience, and to Management Agency has promote the professionalization of emergency management as published a series of a discipline in Alberta. emergency preparedness factsheets, available in English These partnerships will boost the quality of courses, seminars, and French, as well as and conferences that promote community preparedness and simplified Chinese, traditional resilience, and help develop the emergency management Chinese, Spanish, Arabic, and profession in Alberta. They will enhance the education of Punjabi. emergency management students and professionals, as well as communities and businesses in Alberta. They will also promote best practices in emergency management related to organizational and community resilience, prevention and mitigation, preparedness, response, and recovery.
The ministry has been working on a partnership with the Northern Alberta Institute of Technology to collaborate on training initiatives, and to deliver the Stakeholder Summit. This partnership is geared toward transparency, accountability, and co-operation to allow stakeholders, institutions, emergency management professionals, and communities to continue working together in a collaborative and co-operative manner. The ministry is developing a memorandum of understanding to formalize its relationship with the Northern Alberta Institute of Technology; and similar partnership opportunities with other emergency management partners will continue to be explored. As priorities and capacities shift, it may become more challenging for the ministry’s programs to service some audiences, and these emerging partnerships will ensure the ministry’s holistic approach to emergency management continues to get stronger.
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2019 Stakeholder Summit The Stakeholder Summit is an annual event – usually held outside of the hazard season – that brings together emergency management partners by providing a platform for strengthening existing relationships, building new relationships, and offering professional development and information- sharing opportunities to build a more resilient Alberta. It allows emergency management partners from various communities across Alberta to learn from one another, explore opportunities to collaborate, and build a more resilient province as a whole outside of the hazard season. The Stakeholder Summit has grown to become the premier emergency management conference in Canada since the first summit in 2010.
Due to fiscal pressures and spending restraint initiatives, the 2019 Stakeholder Summit did not take place. However, the ministry found new ways to engage with emergency management partners about current trends and innovations in emergency and disaster management, including:
• the development of an emergency preparedness week information-sharing forum with emergency management partners across the Government of Alberta; • partnering with Alberta Health Services and carya (formerly Calgary Family Services) to host emergency preparedness training workshops for ministry staff and emergency management partners; and • inviting emergency management partners to provide subject-matter expertise on the updates to the ministry’s emergency preparedness fact sheets.
To ensure continued professional development and networking opportunities for the emergency management community, the ministry formed a partnership with the Northern Alberta Institute of Technology to cohost the 2020 Emergency Management Stakeholder Summit in February 2020. This partnership has allowed the ministry to refocus its finite resources on other initiatives, while still providing input to the planning and delivery of a significant event for the emergency management community in Alberta. The Northern Alberta Institute of Technology has taken on the responsibility of administering the event and has used this as an opportunity to further move into emergency management stakeholder engagement and professional development.
4.4 Assist communities and Albertans to recover from disasters by administering disaster financial assistance, providing disaster recovery co-ordination, and co-ordinating Government of Alberta disaster expenditures.
Disaster Recovery Program Administration The Disaster Recovery Program is a provincially funded program intended to assist with extraordinary and uninsurable losses incurred from a widespread event. Municipalities must apply for a Disaster Recovery Program on behalf of their residents and should only do so as a last resort for recovery funding. More information about the Disaster Recovery Program can be found on the Government of Alberta website (https://www.alberta.ca/disaster-recovery-programs.aspx).
In 2019-20, nine Disaster Recovery Programs were approved to allow financial assistance to be provided to eligible applicants:
1. 2019 Northwest Alberta Wildfires Disaster Recovery Program 2. 2019 Central Alberta Floods Disaster Recovery Program 3. 2019 Municipal District of Lesser Slave River Disaster Recovery Program 4. 2019 Southern Alberta Floods Disaster Recovery Program 5. 2019 Buffalo Lake Metis Settlement Disaster Recovery Program
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6. 2019 County of Northern Lights Disaster Recovery Program 7. 2019 County of Wetaskiwin Disaster Recovery Program 8. 2018 Mackenzie County Wildfire Disaster Recovery Program 9. 2018 Mackenzie County Wildfire Disaster Recovery Program (note: there were two separate MacKenzie County wildfire disaster recovery programs in 2019-20.)
To date, Treasury Board and Finance has approved a total budget of $149 million for these disaster recovery programs. The total budget for the 2019 Northwest Alberta Fires Disaster Recovery Program is $118.4 million. The total budget for the 2019 Southern Alberta Floods Disaster Recovery Program, 2019 Central Alberta Floods Disaster Recovery Program, and 2019 Municipal District of Lesser Slave River Floods Disaster Recovery Program is $29.9 million.
In April 2019, the Chuckegg Creek wildfires impacted many communities in northwestern Alberta, including damage to many homes, buildings, and traditional lands and sites. Residents from the Town of High Level, Paddle Prairie Metis Settlement, and the County of Northern Lights were evacuated. Neighbouring communities, including the City of Grande Prairie, housed and supported wildfire evacuees from this and other concurrent fire events and evacuations. The ministry provided guidance for the Disaster Recovery Program process, recovery advice, and direction to the impacted communities. The ministry also facilitated a working group to support Paddle Prairie Metis Settlement, which included donations management and debris cleanup through the NGO Council of Alberta and mental health services through Alberta Health Services. The Town of High Level, Paddle Prairie Metis Settlement, County of Northern Lights, Mackenzie County, and Municipal District of Opportunity combined were provided with advances of $9.4 million to offset emergency operations costs. The City of Grande Prairie and Town of High Prairie also received more than $1 million in advances to offset the costs of supporting evacuees.
The McMillan wildfires affected Peerless Trout First Nation, the Municipal District of Lesser Slave River, and the Town of Slave Lake. Residents from Peerless Trout First Nation evacuated to the Town of Slave Lake, where the town incurred costs for setting up reception centres and assisting evacuees. The ministry assisted Peerless Trout First Nation through community recovery advice, Disaster Recovery Program document submission and review, a $232,000 advance to offset costs, and $472,000 in total disaster recovery program funding. The Town of Slave Lake received a $112,000 advance to offset the costs of supporting evacuees.
Early damage assessments were conducted in Buffalo Lake Metis Settlement, the Municipal District of Lesser Slave River, and the Town of Stony Plain, which were all affected by flooding in 2019. The assessments provided fundamental information on the extent of damage to private dwellings, businesses, and public infrastructure early on in a disaster to inform the province’s decision regarding Disaster Recovery Program approvals.
Thirteen Government of Alberta ministries (including Municipal Affairs) were eligible to submit costs under the disaster recovery programs approved this year.
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Performance Measure 4.b: Performance Measure: Percentage of residential disaster financial assistance files that have received 90 per cent of its estimated funding within 90 days of being determined eligible for disaster financial assistance
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19
100% 94% 90% 78%
The actual result of 78 per cent is substantially below the 2019-20 target of 90 per cent, and the previous year’s result of 94 per cent. This 13.3 per cent deviation from the target is partly attributable to the fact that this performance measure has only been in place four years, and the ministry is still gathering data to inform trend analysis and target setting. The ministry will review the 90 per cent target for future years to determine if an adjustment is required. In addition, the requirements and administration for disaster recovery programs vary according to the size, type, and complexity of disaster events. In 2019-20, nine disaster recovery programs were approved, with a total budget of $149 million.
Another contributing factor to the decreased 2019-20 result is the impact of Government of Alberta hiring restraint policies, which resulted in contract staff not having contracts renewed, and an inability to fill positions as they became vacant. In response to this constraint, the ministry prioritized resources and shifted staff to work on finalizing previous years’ disaster recovery programs, at the expense of direct delivery to current applicants. Closing previous programs allows funding to municipalities and for legacy costs to be submitted to the Government of Canada for audit and eventual cost sharing, which would allow the Government of Alberta to recoup a majority of previously expended funding from the federal government.
2016 Wood Buffalo Wildfire Disaster Recovery Program In 2019-20, $4.2 million in Government of Alberta ministry costs associated with the 2016 Wood Buffalo wildfire were provided to Government of Alberta departments, including Municipal Affairs. To date, $245 million in Government of Alberta ministry costs have been paid for this Disaster Recovery Program. Program closure, which involves preparation and auditing of all documentation, is due for submission to Public Safety and Emergency Preparedness Canada in June 2021. Progress is halted temporarily due to reduced staffing and a two-year extension request for this Disaster Recovery Program was approved by Public Safety and Emergency Preparedness Canada in March 2020.
2013 Southern Alberta Floods Disaster Recovery Program In 2019-20, $13.6 million was paid to Government of Alberta ministries, including Municipal Affairs, for costs associated with the 2013 southern Alberta floods. To date, $836 million has been paid to ministries for this Disaster Recovery Program. The Government of Alberta projects under the 2013 Southern Alberta Floods Disaster Recovery Program are expected to be complete by January 31, 2021. In 2019-20, the Government of Alberta paid $12.8 million directly to municipalities for costs associated with the 2013 Southern Alberta Disaster Recovery Program. A further $20.3 million was paid against outstanding advances provided to municipalities.
While progress toward audit preparation has slowed due to reduced staffing, 907 projects ($294.8 million) out of a total 952 ($354.9 million) are paid and will be prepared for audit. Of the 907 projects, 124 projects ($7.9 million) have been audited, and the remaining projects under the 2013
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Southern Alberta Floods Disaster Recovery Program are expected to be complete by January 31, 2021.
Municipal Wildfire Assistance Program The ministry’s Municipal Wildfire Assistance Program provide assistance to municipalities when they incur extraordinary costs while fighting wildfires that are outside of the Forest Protection Area but within a municipality’s jurisdiction. In 2019-20, the ministry approved two programs for fires in 2018 and 2019:
1. 2019 Buffalo Lake Metis Settlement Municipal Wildfire Assistance Program 2. 2018 Lamont County Municipal Wildfire Assistance Program
To date, Treasury Board and Finance has approved a budget of $1 million for these programs. In the past year, approximately $15,000 was provided to the two communities. The Municipal Wildfire Assistance Program shares costs with eligible municipalities on a 75/25 basis, with the province funding the larger share.
Disaster Financial Assistance Online Disaster Financial Assistance Online is an application portal that allows Albertans to check whether they qualify for assistance, apply for assistance, and track the progress of their applications.
Since launching in November 2018, a robust change-control process was established and implemented. Users can now choose to apply for disaster financial assistance through Disaster Financial Assistance Online or by submitting a PDF application form, reducing the need for in- person application centres. Disaster Financial Assistance Online has already reduced the need for additional program application centres by accounting for 27 out of a total 119 applications for 2019-20.
The annual budget for Disaster Financial Assistance Online is approximately $92,000.
Cost-sharing for Disaster Recovery Programs The Government of Alberta can request to share disaster recovery costs with the federal government through Disaster Financial Assistance Arrangements by submitting requests to Public Safety and Emergency Preparedness Canada. In instances where there is uncertainty in the Disaster Financial Assistance Arrangements or extenuating circumstances in a disaster event, rationales may be submitted to maximize Alberta’s cost-sharing for Disaster Recovery Program business cases.
The ministry has obtained approval from Public Safety and Emergency Preparedness Canada for a total of $636 million to support disaster recovery costs from the 2013 southern Alberta floods and 2016 Wood Buffalo wildfire. Another $82 million in business cases related to mould regrowth, incremental staffing, and psychosocial support is awaiting response from Public Safety and Emergency Preparedness Canada. Municipal Affairs will be submitting an additional business case to the federal government for consideration of cost-sharing relating to interim housing during the 2013 southern Alberta floods, through Seniors and Housing, totalling $171 million.
The business cases that are potentially eligible for federal cost-sharing amount to $824 million, and examples of these business cases include interim housing costs from the 2013 southern Alberta floods, the 2013 First Nations housing program, and psychosocial programing from the 2016 Wood Buffalo wildfire.
Provincial Recovery Framework Work toward a provincial recovery framework is underway. This framework aims to clarify the function of recovery in the Government of Alberta emergency management system and to explain
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how the province will support the disaster recovery efforts of its emergency management partners. The intent of the framework is to capture and codify current Government of Alberta practices and processes. A draft framework will be provided to the Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees in summer 2020 for their review and consideration.
Provincial Recovery Co-ordination Centre In the event of an emergency or disaster, the Provincial Recovery Co-ordination Centre co-ordinates recovery efforts in the province. In 2019-20, the centre co-ordinated all recovery activities related to the 2019 northwest Alberta wildfires and the flooding in central Alberta. It facilitated working groups with Indigenous Relations and Paddle Prairie Metis Settlement, and prepared funding requests totaling $150.8 million in approved funding. The Provincial Recovery Co-ordination Centre also:
• acts as the central information sharing and disseminating body with respect to disaster recovery information; • leads the preparation of the Government of Alberta recovery plan and briefings for decision- makers; • co-ordinates the implementation of recovery-related decisions made by executives; • empowers communities to lead recovery efforts within their jurisdictions; • acts as the central banker for the Government of Alberta and reviews ministry initiatives for Disaster Recovery Program eligibility; • provides recovery briefings for all government stakeholders; and • provides support to the Provincial Operations Centre through an agency representative role.
4.5 Improve resilience within the Government of Alberta by strengthening the current business continuity and consequence management programs and by leading in the development of a provincial hazard and risk assessment and disaster resilience strategy.
Emergency Management Exercise In January 2020, a continuity of operations exercise was conducted at the Provincial Operations Centre alternate site in order to ensure the ability of the ministry to perform its emergency response and co-ordination functions in the event of a catastrophic loss of functionality at the current location. The purpose of the exercise was for participants to discuss and review their roles and responsibilities in the Provincial Operations Centre, and test the preparedness of an alternate location. Sixty-eight participants, including ministry staff and other cross-government partners, participated. The three main outcomes of the exercise were:
• the functionality of the alternate location was validated; • participants gained a better understanding of their roles and responsibilities; and • the processes used when the Provincial Operations Centre is providing resources – with and without a community’s direct request – were improved.
The emergency management exercise for 2020 (EMX20) took place in February 2020 and simulated a tornado event that affects people and infrastructure in the communities of Calgary, Red Deer, Edmonton, and Strathcona County. The exercise scenario provided specific challenges and impacts, including: water disruption, mass fatalities, a hospital closure, power failure, and business continuity. The exercise was led by Municipal Affairs and required co-operation between:
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• the cities of Edmonton, Calgary, and Red Deer; • the counties of Red Deer and Strathcona; • Canada Task Force 2; • numerous industry partners including EPCOR, Canadian Pacific, and Canadian National Railways; and • other Government of Alberta ministries.
Government of Alberta Business Continuity Program In 2019-20, the ministry revised the Government of Alberta Business Continuity Plan. The plan outlines the framework by which the government manages the continuity of its essential services during business disruptions, and the operational processes that the Provincial Operations Centre will follow upon the plan’s activation. Observations from the 2019 Emergency Management Exercise, which involved an influenza pandemic with prolonged business disruption, both validated and informed some changes to the plan. Revisions included:
• clarification of overall messaging and collaboration efforts; • codification of the Provincial Operations Centre’s business continuity activities; • clarification of Government of Alberta departmental roles and responsibilities (including the Deputy Minister Council, Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees, and Government of Alberta business continuity teams and officers); and • activation of the Cross-Governmental Co-ordination Team for situational awareness.
The Alberta Emergency Management Agency Business Continuity Plan, formerly part of the ministry’s Business Continuity Plan, is now a standalone document. The plan was updated in 2019 and tested and validated at a test mini-exercise in February 2020.
Hazard Identification and Risk Assessment Framework On March 9, 2020, the Deputy Ministers’ Public Safety Committee endorsed the ministry’s Hazard Identification and Risk Assessment Framework for Alberta. The framework is designed to provide a foundation for the province’s strategies to mitigate potential consequences of an emergency or disaster and lessen the impact to Alberta’s economy, communities, and people. The intent of the Hazard Identification and Risk Assessment Framework is to enable the Government of Alberta to take a proactive approach toward disaster risk management and risk reduction for Alberta-specific hazards.
The ministry’s Alberta Emergency Management Agency collaborated with key stakeholders (other ministries and agencies, boards, and commissions, as appropriate) to develop an acceptable methodology that conforms to current enterprise risk management parameters and definitions. Stakeholder engagement sessions were held with Government of Alberta Enterprise Risk Practitioners and Business Continuity and Consequence Management Officers to confirm the parameters and scope of the framework.
While Government of Alberta ministries are still responsible for their own internal risk assessments, the framework helps establish common language, principles, and processes to support and strengthen the provincial emergency management system. The ministry is drafting an implementation plan for the framework that will be provided to the Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees in 2020.
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Following the Deputy Ministers’ Public Safety Committee’s endorsement of the framework in March, the ministry will be bringing forward a detailed implementation plan related to the collection of completed risk assessments, hazard profiles, and other related data. The data will be compiled into a results and recommendation report to be released for use in risk reduction strategies by Government of Alberta departments. Training sessions on the implementation process will be held for stakeholders.
Provincial Resilience Strategy The Provincial Resilience Strategy aims to enhance Alberta’s disaster resilience by reducing risk and enhancing risk management capacity for dealing with disasters. Internal cross-ministry strategy development sessions were held in spring 2019 with focused internal stakeholder consultations to follow. Updates on the draft strategy will be provided to the Assistant Deputy Ministers’ and Deputy Ministers’ public safety committees.
4.6 Ensure Albertans have access to 911 and emergency public alerting services that are technologically current and agile.
911 Grant Program The Alberta 911 Grant Program strives to strengthen and support the delivery of local 911 services throughout the The Canadian Radio-television province. The program is funded entirely through a monthly Telecommunications levy applied to cellphones in Alberta. In 2019-20, the ministry Commission mandated provided $17.1 million in grant funding to 20 Alberta 911 call Canada’s 911 system to upgrade centres. This is a 2.7 per cent increase over the last fiscal year, to Next Generation 911 by which is linked to an increase in the number of wireless March 30, 2024. device subscriptions Albertans have.
This funding is used by 911 call centres to pay frontline staff, acquire critical software and technology enhancements, and prepare for the implementation of Next Generation 911. For example, the 911 centre in Fort McMurray used a portion of their funding for an evacuation site they can use should there be an issue with their primary location.
Enhancing 911 The Alberta Grant 911 Program strengthens and supports 911 by working with stakeholders across Canada to enhance 911 services. The program works with communities to establish direct 911 services; provide public education materials and resources; and inform 911 centres about upcoming changes, costs, and impacts related to Next Generation 911. The 911 Grant Program procured banners and developed pamphlets in 2019-20 so program staff or local 911 centres could inform the public about appropriate 911 use.
In 2019-20, the 911 Grant Program collaborated with internal and external partners, which included: On average, Albertans make over 113,000 calls to 911 each • working to produce updated 911 Grant Program month. Of these calls, 98.8 per marketing materials (a pamphlet, presentation banners, cent are answered within 15 and website) with messaging on the proper use of 911; seconds.
working with community representatives and the • ministry’s field officers to establish 911 service in unserved communities; and
• participating in the Canadian NG911 Coalition and Canadian Radio-television Telecommunications Commission Emergency Services Working Group to develop “frequently asked questions” documents about estimated costs, operational requirements, and procurement considerations related to New Generation 911.
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Consultation regarding the upcoming expiry of regulations under the Emergency 911 Act took place in spring 2020.
Alberta 911 Standards Alberta’s first-ever Alberta 911 standards came into force in June 2018, which included the establishment of targets for how quickly 911 calls were answered and transferred. Public safety answering points were required to comply with the Alberta 911 standards by June 2019. Program staff conducted 10 site visits in 2019 to assist these locations with Alberta 911 standards compliance, and staff will conduct another 10 site visits in 2020. Public safety answering points are now developing common approaches for handling 911 calls and have measures in place to ensure resiliency of the 911 system.
The Alberta 911 standards have been updated to address the Next Generation 911 requirements mandated by the Canadian Radio-television Communications Commission. The new version of the Alberta 911 standards will ensure the province keeps pace with Next Generation 911 developments and meets the deadlines set out by the Canadian Radio-television Communications Commission.
Alberta Emergency Alert Alberta’s emergency public warning system was created in 1992. It was the first rapid-warning process of its kind in Canada to use media outlets to broadcast critical life-saving information directly to the public. The system was updated and renamed Alberta Emergency Alert in 2011, and a mobile application was released in 2014 to allow the public to receive critical notifications on their handheld devices.
After wireless public alerting was added as a distribution method to Alberta Emergency Alert in 2018, so the most serious alerts can be received directly by compatible smart phones. This new capacity is a significant improvement as it does not require people to download an application or enroll in the service. This new alerting medium extends the reach of the provincial emergency alerting system, which includes notifications on radio and TV broadcasts, social media, amateur radio, government-wide email, a website (www.emergencyalert.alberta.ca), government and private electronic billboards, partner websites, and the Alberta Emergency Alert mobile application.
In the 2019 calendar year, 69 alerts were issued for the following categories (22 of which were critical): In 2019, 69 Alberta Emergency Alerts were issued. Alberta • wildfire (7) Emergency Alerts provide critical information about disasters to • tornado (7) Albertans. • Amber Alert (4) train accident (2) • • overland flooding (1)
• hazardous road conditions (1)
This was the largest number of critical alerts issued since 2013. Critical alerts were up 83 per cent from the previous year due to an increase in serious wildfire and tornado activity.
By the end of 2019, there were 344,405 registered mobile application users, which is an increase of 25 per cent from last year. Alberta Emergency Alert is active on Twitter and Facebook, where the number of social media followers also increased by four per cent from 237,208 to 246,836 in the previous year.
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Alberta Emergency Alert allows emergency Alberta Emergency Alerts Issued management partners – including local government officials – to issue alerts directly. With more people receiving alerts every year, ensuring users are aware of how Critical to use the system and create effective alert Alerts* messages remains a priority. To achieve this, 22 Alberta Emergency Alert authorized user training sessions were held in locations across the province, including Edmonton, Calgary, Lethbridge, and Wainwright.
In 2018-19, the ministry updated the Alberta Emergency Alert mobile application with Informational new features that include: Alerts 47 • the ability to receive alerts while travelling across Canada; *22 Critical Alerts included: 7 wildfire alerts, 7 tornado alerts, 4 AMBER alerts, 2 train accident alerts, 1 • the ability to see weather radar overlay on alert maps; overland flood alert, 1 hazardous road conditions alert • a new frequently asked questions feature; and • other technical improvements, including memory optimization.
The ministry also reviewed the Alberta Emergency Alert program, which resulted in a five-year roadmap to ensure the sustainability and relevance of Alberta Emergency Alert in the future. The ministry is exploring new ways to work with communities that issue alert messages, continuing to work with radio and television broadcasters, and expanding alert delivery mechanisms.
At a national level, the ministry is the co-chair of the Public Alerting Awareness Working Group, a sub-group of the Senior Officials Responsible for Emergency Management organization. This group provides direct leadership and support to public safety collaboration and co-ordination across Canada and is dedicated to advancing public alerting across Canada. The working group includes emergency management officials Alberta Emergency Alert Social Media Followers from each Canadian province and territory, as well as representation from Public Safety Canada.
The Government of Alberta is working with Facebook the federal government and other 116,000 jurisdictions to examine the future of public alerting to address the increase in the number and severity of emergency events Twitter and associated dangers. 131,000
Alberta Emergency Alert is seeking new options as the number of internet- connected devices and expectations for timely public alerting increases. This could include expanding the distribution of alerts to new platforms such as:
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• alerts received directly on computers in real-time; • alerts over digital assistants like Alexa Alberta Emergency Alert and Google Home; and Social Media Followers • leveraging other new 300,000 internet-connected devices to convey 237,355 alerts. 191,803 200,000 Additionally, the content of messages – including length, specificity, context, 107,050 guidance, and the 100,000 83,200 supportive value of graphics and linked- content – needs to be examined to determine 0 how to best inform people 2018 2019 in imminent risk. Researching the iOS Android effectiveness of alerts will allow for improvements in public safety by making alerts more effective.
From a cross-border and geographic perspective, there are questions regarding how alerts are distributed and/or received, and reaching geographically isolated or vulnerable populations. These situations arise not only in Canada, but also in the cases of Canadians and Americans visiting their cross-border neighbours.
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Outcome Five: Albertans receive fair, timely, and well-reasoned decisions from the ministry’s quasi-judicial boards
Key Objectives
5.1 Deliver an efficient and impartial appeals process for land planning, compensation, assessment, and other matters referred to the Boards.
When the rights of citizens are impacted by government decisions or where there is conflict between the competing interests of individuals, industry, or municipalities, Alberta has provided a process to protect the rights of all parties. In the case of Municipal Affairs, the ministry supports four independent and impartial quasi-judicial tribunals that adjudicate on matters relating to land rights and property ownership:
• the Municipal Government Board; • the Surface Rights Board; • the Land Compensation Board; and • the New Home Buyer Protection Board. The boards are bound by legislation, case law, and principles of natural justice, which ensures decisions are fair and based on evidence presented in hearings or submitted by the parties. Municipal Government Board The jurisdiction of the Municipal Government Board applies to matters under the Municipal Government Act, including:
• annexation recommendations; • intermunicipal disputes (where the planning bylaws of one municipality have a detrimental effect on an adjacent municipality, the board can order the municipality to repeal or amend their bylaws); • subdivision appeals where provincial interests are engaged; • designated industrial property assessments, which include linear assessments, such as pipelines, railway, and telecommunication lines, and non-linear assessments, such as major industrial facilities; • composite assessment review board hearings for commercial and multi-residential properties; • equalized assessment appeal regarding provincial levies; • off-site levies; and • ministerial referrals including disaster relief appeals.
With the exception of subdivisions, statistical information regarding the work of the Municipal Government Board is provided on the basis of a fiscal year.
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Performance Measure 5.a: Percentage of parties to Municipal Government Board appeals who are satisfied or neutral regarding the board’s performance of services in support of planning, annexation, designated industrial property, and equalized assessment appeals
Prior Years’ Results 2019-20 2019-20 Target Actual 2016-17 2017-18 2018-19
89% 88% 89% 88% 95%
The measure result of 95 per cent is seven percentage points above the target of 88 per cent. It is six percentage points above last year's actual of 89 per cent.
The achieved result of 95 per cent exceeds the target and indicates stakeholders are very satisfied with the board's appeal process. The survey focused on two general areas: 1) the hearing process, and 2) timeliness of the written decision.
The board scored strongest on the hearing process component of the survey.
Parties were overwhelmingly satisfied that the board acted in a courteous manner (100 per cent), they were provided an opportunity to present their case (100 per cent); the hearing process was easy to understand (95 per cent); the hearing was conducted in a timely manner (95 per cent); and the hearing process was fair, unbiased, and impartial (95 per cent).
The board scored weakest on the written decision component of the survey. Parties were generally satisfied that the written decision was issued in a timely manner (86 per cent). The actual result of 86 per cent is 16 percentage points higher than the 2018-19 result of 70 per cent.
In recent years, the board has placed considerable emphasis on improving the timeliness of written decisions. This was accomplished by introducing target timelines for issuing written decisions and allocating additional resources for drafting decisions on behalf of the panels. This has resulted in a significant increase of 16 per cent in the measured result for this area.
The current measure and survey have been determined to be the most effective method of measuring the board's performance because it relies on anonymous feedback from independent third parties who were directly involved and impacted by the hearing process and decision.
The difference between actual and targeted results is explained by the following:
• The board expanded its training program in 2018-19 to include specific training for planning appeals, which is the majority of board hearings. This approach, coupled with having a dedicated case manager assigned to these appeals, is improving the overall hearing experience for stakeholders. • The Municipal Government Board has put considerable effort into streamlining its internal processes for drafting and issuing decisions.
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Annexations In Alberta, the annexation process allows a municipality to acquire land for future development, bring its municipal infrastructure within its boundary, or alter its borders to address some type of physical change to the landscape. While Cabinet is the ultimate decision-maker, the Municipal Government Board acts in an advisory capacity by providing a recommendation and drafting the documents to implement the decision made by Cabinet. Persons and municipalities affected by a proposed annexation have the right to file an objection with the Municipal Government Board. If an objection is filed, the board must conduct one or more hearings. A hearing provides a fair opportunity for affected parties to express their concerns prior to the board making its recommendation to Cabinet.
While over 72 per cent of all the annexations approved in Alberta since 1995 have been amicable (Table 1), transferring land between jurisdictions can create conflict for municipalities, other local authorities, the affected landowners, and the public. Only 2.8 per cent of all annexations processed by the Municipal Government Board were the result of municipalities not able to reach agreement.
Annexation Orders in Council 1995 to February 29, 2020 (Not including amending Orders in Council)
Objection source
N/A Landowner/ Other (No Total Public Municipality Objection)
207 (72.1%) 72 (25.1%) 8 (2.8%) 287
Annexations are usually high-profile hearings, often involving a significant amount of intermunicipal compensation and affecting the assessment, taxation, and land use of hundreds of properties for decades. Media coverage is almost certain, especially when the municipalities are unable to reach agreement.
While the number of applications for annexation are quite small, the area of land under consideration and the number of affected landowners can be considerable. For example, there were 12 municipalities involved in the six annexations approved during 2019-20, which resulted in the transfer of 2,203 hectares (5,449 acres) of land, and involved 315 parties.
For contested applications, a three-member panel is assigned to the hearing; however, a five- member panel can be assigned to more complex proceedings. Only the most experienced board members are selected for these hearings, as the decision to approve an annexation will potentially affect landowners for generations. Panels assigned to an annexation hearing will consider such matters as intermunicipal collaboration, the consultation process, planning matters, infrastructure issues, financial impacts, and landowner concerns.
A case manager is responsible for processing all applications, and this person assumes a greater degree of delegated power than any other area of work of the Municipal Government Board. The manager is the conduit for all communication between the parties and the board, and can investigate, fact-find, and make inquiries to analyze the probable effect of the proposed annexation on a municipality and its residents. The case manager also determines whether a public hearing is
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required for a proposed annexation (contested annexation) or if the application clearly demonstrates all parties are in agreement (uncontested annexation).
The case manager can conduct meetings to narrow the issues in a dispute and provide information to help parties resolve their differences. If the board is required to conduct a public hearing, the case manager has the authority to direct the parties to provide disclosure and identify the issues in a dispute.
Since most urban municipalities attempt to maintain a 30 to 50-year inventory of developable land within their boundary, annexations are not something a municipality would undertake on a regular basis. To assist elected officials, municipal administrators, affected landowners, and the public, the Municipal Government Board provides information sessions throughout the province. In 2019-20, the board made annexation presentations at three conferences, updated the Municipal Government Board annexation webpage, published three annexation recommendations, and had numerous one- on-one conversations with affected parties.
Subdivision Appeals When a municipal subdivision authority permits or rejects an application for subdivision of land, property owners have a right of appeal to the Municipal Government Board in cases when the land is within parameters defined in the Municipal Government Act. These parameters include proximity to highways, bodies of water, historical sites, wastewater management facilities, and landfills. Appeals with respect to land within what is described in legislation as the “Green Area” are also directed to the board. Green Areas are predominately Crown lands in northern and western Alberta and comprise approximately 60 per cent of the province.
The Municipal Government Board hears new evidence and makes the final decision about an application; and the board’s decisions are binding, unless challenged in the Alberta Court of Appeal.
It is a matter of balancing the public interest with the rights of the individual. Land ownership does not extend to complete control, and the owner’s right to use the land does not include the right to develop or subdivide. Without appropriate approvals, the actions of one landowner can impact neighbouring owners’ rights to use and enjoy their properties. For example, a new country residential development may not be appropriate next to a confined feeding operation, heavy industrial use, landfill, or sour gas well.
The board has an overriding duty to consider the public interest in safe and efficient land-use that meets the planning vision established by municipal councils and applicable provincial legislation.
Significant risks of poor decision-making include fatalities on roads and highways, destruction of property through slope failure and flooding, and health consequences associated with development near features such as sour gas wells, landfills, or improper sewage treatment facilities. Less dramatic but pervasive risks of bad decisions include traffic congestion, environmental degradation, loss of agricultural land, and inefficient patterns of development, which increase costs to both developers and municipalities.
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Each registered subdivision results in a permanent change in a community, since approvals have permanent effects on land use and development. There about 40 to 50 subdivision appeals every year, as reflected in the chart below:
Subdivision Appeals by Year 75
64
55 51 52 50 48 48 44 42 40 40 40 35
25
0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
In 2019, there were 40 subdivision appeals involving 20 different municipalities. In that same period, the number of parties per file ranged from as few as 15 to well over 200.
Each subdivision panel consists of three provincial Municipal Government Board members who have expertise in such disciplines as law, planning, and engineering. Only one case manager is responsible for all subdivision appeals. The board’s procedure rules allow the case manager to hold prehearing conferences and give directions about sufficiency of disclosure, dates for disclosure, hearing dates and locations, and other procedural points as required. Each appeal has a minimum of one case management call. The case manager is also available during and after hearings to support members as they perform their duties independent decision-makers.
While there are general courses in administrative and planning law, none deal with the specific training requirements of planning appeals under the Municipal Government Act. Even members who have a professional planning background when appointed need further training to ensure they are well prepared to adjudicate the unique issues that arise during subdivision appeals; therefore, twice a year the Municipal Government Board provides specialized courses for members.
The board’s public education activities promote a broader understanding amongst landowners and stakeholders on the board’s jurisdiction and its role in the planning process in Alberta. The board publishes information bulletins and other educational information on its website, and makes presentations to stakeholders, including government departments, regulators, and interest groups. These initiatives improve access to the board’s services for affected persons and organizations, and raise the quality of presentations at hearings to help members make good planning decisions.
Designated Industrial Property Appeals Sharing the tax burden equitably requires an assessment of the value of property. Residential and commercial properties use comparative market values as an approximation of value. Industrial properties, on the other hand, are not bought and sold on a regular basis, so the value of such
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properties is better captured by the value of the product being produced. To ensure some predictability for industry, designated industrial properties are assessed based on strict formulas established under legislation and ministerial guidelines.
Properties defined as designated industrial property include major plants regulated by the Alberta Energy Regulator; the Alberta Utilities Commission and the National Energy Board; linear properties including pipelines, railways, and electric power systems; and the land and improvements associated with such properties.
The provincial assessor undertakes assessments, and property owners have a right to appeal to the Municipal Government Board. Accordingly, for designated industrial property appeals, the Minister of Municipal Affairs is a party to the proceedings.
The tax revenue from major industrial facilities is substantial. For smaller municipalities, this revenue can represent a proportionately greater percentage of total tax income than for other municipalities. For this reason, a municipality where the property under appeal is located may apply for intervener status. In a recent case, the taxes flowing from one assessment appeal represented one-fourth the municipality’s budget.
In 2017, the legislation was amended to fold the linear appeals into the expanded designated industrial property category. In 2018-19, the first year under the new legislation, 11 appeals were filed, and in 2019-20, there were 36 appeals filed representing over $12 billion in assessed property values. Of the 352 municipalities in Alberta, appeals to the Municipal Government Board in 2019-20 affected 103 different municipalities.
Hearings typically run from one to three weeks. Given the current number of files before the Municipal Government Board, if all proceeded without settlement, more than 170 hearing days would be required.
Only one case manager is responsible for acknowledging the appeal, attempting to clarify the issues between the parties, acting as a mediator, and streamlining the issues as much as possible before the hearing. The case manager attends the hearings, advises the panel on the file, and assists with the writing of the decisions. Given the volume, it is critical that files that can be resolved are settled prior to hearing.
Composite Assessment Review For many years, property owners who wanted to challenge their annual assessment of the value of their property had to struggle through two levels of appeal; 1) to the local assessment review board, and 2) to the Municipal Government Board. Amendments to the Municipal Government Act in 2014 created a single board for appeals with respect to non-residential and multi-residential property in Alberta called the Composite Assessment Review Board.
A panel consisting of two members from the local assessment review board and one member from the Municipal Government Board, who by legislation is the designated chair of the proceedings, now hears appeals. The mandate of the board is to ensure taxpayers are treated fairly and equally and that municipalities have a fair and transparent process through which their assessments are reviewed. Composite Assessment Review Board decisions cannot be appealed and can only be challenged by applying for judicial review at the Court of Queen’s Bench.
Assessment decisions have a significant impact on property owners, as decisions can impact the financial foundation of municipalities: the tax base.
The workload for the Composite Assessment Review Board is very demanding. In 2018-19, the Municipal Government Board provided presiding officers for 1,297 hearings days at locations
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across the province, including Edmonton, Calgary, and Red Deer. These decisions represented billions of dollars in property evaluations.
On top of the pressures created by the volume of files, there is significant pressure around the timely release of board decisions. Under the legislation, the board must provide written decisions within 30 days of the hearing. This stipulation reflects how important it is for municipalities to make budget decisions based on known assessment values. The volume of the work in terms of days of hearings and days required to provide written decisions is reflected below:
Composite Assessment Review Board Hearings Days 2019 750
587 477 500
233 250
0 Edmonton Calgary Other
Composite Assessment Review Board Writing
750
511 500
360
250 145
0 Edmonton Calgary Other
Surface Rights Board The jurisdiction of the Surface Rights Board extends to matters under the Surface Rights Act, including:
• right of entry for resource activity and power transmission lines; • awarding compensation; • review of annual compensation under a surface lease or compensation order;
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• damages related to disputes between operators and landowners/occupants who are parties to a surface lease or right of entry order; and • recovery of compensation where money is payable under a compensation order or a surface lease has not been paid and the due date for its payment has passed.
Statistical information on the Surface Rights Board is provided on the basis of a calendar year, consistent with the reporting requirements under the Act.
Proceedings under this board are not appeals; they are applications for relief to the board from landowners and occupants with property impacted principally by the oil and gas industry and from operators who seek access to land or a review of compensation. The board may be called upon to decide matters of access or compensation any time after a licence is issued by the Alberta Energy Regulator or the Alberta Utilities Commission and continues until the site is reclaimed.
Where the parties cannot agree, the board will decide. Given the legitimate, but often competing interests of landowners versus operators, hearings can be highly contentious. The Court of Appeal has described this legislative regime as a legislative compromise made decades ago.
Common law gave mineral owners the unimpeded right to enter onto farmland even if the land was destroyed or disturbed. Landowners and occupants of the land were essentially powerless. To redress this inequity, the government passed legislation in 1947 giving landowners and occupants the right to compensation for the loss of their land, while providing operators with a process that ensures their right to enter upon the land. Because the taking of land for oil and gas development was very much like an expropriation, compensation was based on how much land was lost as well as the detrimental effects on the remaining property. In 1977, the Surface Rights Act was amended to include jurisdiction over pipelines and power transmission lines.
Most landowners and operators are able to come to agreements regarding access, but when they are not able to reach an agreement, the operator has the right to apply to the board for a right of entry order under the Surface Rights Act. In 2019, there were 138 cases where operators applied to the board for a right of entry order – an increase from 115 in 2017, and 123 in 2018. Landowners and occupants have the right to file objections that will result in a hearing before the board. These applications are particularly time-sensitive because operators have already gone through the process of acquiring a licence from the Alberta Energy Regulator or the Alberta Utilities Commission, and there are considerable pressures to complete work within the regular construction season. For linear projects, lack of access to one property can hold up construction of the entire line. In 2019, the board issued134 orders granting access. The highest percentage of cases dealt with applications to access to wells, roads, pad-sites, and pipelines.
Whether access is by way of consent or a right of entry order, the landowner has a right to fair compensation under the Surface Rights Act. The board is required to determine compensation based on the factors enumerated in the Act and maintains an oversight function even in cases where the parties agree. In 2019, 119 consent compensation orders were issued. Only two oral hearings to determine compensation were required, which is a result directly attributable to the board’s alternative dispute resolution processes.
Every five years, the parties have a right to a review the annual compensation component of surface leases or compensation orders under the Act. In 2019, there were 258 new applications for review and the board released 19 decisions affecting 31 separate applications.
Under the Surface Rights Act, landowners also have the right to claim additional compensation for damage to land outside the area granted to the operator, as well as loss and damage to livestock or
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personal property. In 2019, there were 28 new applications for damages and the board issued decisions in two cases.
The board also has the power to terminate a right of entry order either because the operator is not using the land or when the land is reclaimed as evidenced by a reclamation certificate issued by Alberta Environment and Parks. In 2019, there were 33 termination orders issued by the board.
Parties also have the option of requesting a review of any board decision, although there are prerequisites to be met before a review is granted. In 2019, there were 26 new applications for review and the board issued 10 decisions. Legislation allows the board to vary or amend compensation orders when parties change.
The most time-consuming work of the Surface Rights Board revolves around applications by landowners for recovery of compensation when operators default under Section 36 of the Surface Rights Act. In the 1970s, the Government of Alberta introduced legislation to provide a safety net for landowners should operators fail to pay annual compensation.
The board has no control over the type or number of applications it receives, and the volume will vary dramatically depending upon the state of the economy and new infrastructure projects such as power transmission lines. This means the board must be flexible enough to redirect resources to where they are needed most at any given time. In addition, with the exception of right of entry orders, new applications may not lead to decisions in the same calendar year. Disclosure, prehearing conferences, and negotiation between the parties are processes that occur before a matter is sent to the board for decision.
Board members also face challenges with respect to the length and complexity of written decisions. In 2019, board members conducted a total of 44 written hearings regarding 72 separate applications, and 21 oral hearings regarding 42 separate applications. In addition, there were 45 that might be described as special applications addressing such matters as jurisdiction challenges, contested rescheduling, and costs.
Another challenge was that board members are located all across the province. To help address this issue, in 2019 the board made use of existing technology that allowed for “virtual” meetings for deliberation, legal consultation and training, as well as a series of telephone conferences to discuss current issues and challenges. Virtual meetings have cut travel expenses, allowed for greater participation, and are less burdensome to organize.
Senior staff also attend in-person community information sessions throughout the province, including Edmonton, Athabasca, Whitecourt, Olds, Cayley, Camrose, Calgary, Vulcan, Warburg, and Drayton Valley.
Land Compensation Board The Land Compensation Board is the decision-making tribunal regarding expropriation. Expropriation is the taking of land by government, without the consent of the owner, tenants, or others who may have an interest in the land. The Supreme Court of Canada has described expropriation as one of the ultimate exercises of governmental authority. Where the expropriating authority is an agency other than the Government of Alberta or a municipality (such as an irrigation district, wastewater commission, or utility company), the Land Compensation Board is the authority that decides whether an expropriation should proceed. If there is an objection to expropriation, the board will, after conducting an inquiry and providing its reasons in a report, decide whether to approve the expropriation. The test to be applied is whether the expropriation would be fair, sound, and reasonably necessary in achieving the objectives of the expropriating authority.
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For all expropriations in Alberta, including those by the Government of Alberta or a municipality, where the parties cannot agree on compensation, the Land Compensation Board is the tribunal with the authority to determine compensation. Decisions of the board are final and are reviewable only by the Court of Appeal.
The Expropriation Act codifies the common law right of the expropriated property owner to be fully compensated and details the principles to be applied in determining compensation. The board must take great care in assessing all economic consequences and impacts. The board is required to separately assess and make separate awards of compensation for each item of consequential damage – beyond the value of the land – arising out of the expropriation, including:
• loss of value in the remaining land; • incidental damages; • business losses; • special difficulties in relocating a business; • good will; • relocating a residence; • replacing a commercial or residential lease; and • the cost of moving.
The amounts claimed will vary depending on the nature of the loss or damage, but there is no limit on the amount of compensation that may be claimed. Multi-million dollar claims are not unusual when business interests are concerned. The legislation also gives the board the authority to award an owner reasonable legal and appraisal costs incurred in determining compensation. Claims for costs in complex cases can exceed $1 million. Given the financial and personal interests property owners have in their land, homes, and businesses, emotions can run high.
The volume of work increases for the Land Compensation Board when there is an increase in the number of infrastructure projects, such as the building of roads, light rail transit, flood mitigation, public parks, sports and entertainment complexes, community development, irrigation, or wastewater systems. A single major project can generate hundreds of claims for compensation by landowners and tenants, and a typical file will take months or even years before the parties are ready for a hearing. A board file may remain active for several years after the compensation application is filed before the parties request the board assist with case management to ensure all expert reports and prehearing disclosure and questioning is completed prior to scheduling mediation or a hearing. Currently, there are 237 active applications before the board.
In 2019, there were 11 new claims for compensation as the result of a public works project in Calgary, light rail transit projects in both Edmonton and Calgary, and the construction and operation of a drainage course and related improvements in Thorhild County. The total dollar value claimed in the applications in these matters was in excess of $3.5 million before costs and interest.
Expropriation applications often require more than one hearing and multiple prehearing conferences. Hearings before the Land Compensation Board vary in length from a day to several weeks, depending on the complexity of the issues. Preliminary applications typically are assigned to a single panel member; for complex compensation hearings, a three-member panel will be assigned in most cases. Decisions on complex files can be hundreds of pages. Six decisions were completed in 2019, including an expropriation by Sylvan Lake Regional Wastewater Commission for construction and installation of a sanitary pipeline.
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Given the highly specialized nature of expropriation proceedings, the board comprises experts in administrative law, planning, appraisal, engineering, and business valuation. Board members require an understanding of the rules of natural justice and fairness as well as the Rules of Court. Legal counsel and the case co-ordinator also provide specialized training for board members on an annual basis.
In 2019, the Land Compensation Board instituted new policies that resulted in efficiencies and considerable savings:
• The board made a considerable investment in prehearing conferences. • Parties are actively encouraged to participate in written hearings for preliminary matters. This allows a matter to be dealt with more expeditiously and results in large savings for the parties, and the board. • The board will no longer set hearing dates until the board member handling prehearing matters is confident the parties are ready and full disclosure has been made.
Part of the mandate of the board is public outreach. In October 2019, the board’s director of operations spoke to stakeholders at the annual Alberta Expropriation Association Conference, providing key information for an audience of academics, professionals, and experts from across Canada to discuss developments and expropriation in Alberta.
The board completed a major upgrade of its website in 2019. The website now offers key information for those appearing before the board and provides facts on expropriation procedures, key legislation, and the board processes.
New Home Buyer Protection Board The mandate of the New Home Buyer Protection Board is to adjudicate on appeals launched under the New Home Buyer Protection Act, including:
• applications for owner-builder authorizations where the authorization was refused, suspended, or cancelled, or where terms and conditions were imposed; • refusal or application for exemption based on undue hardship; • compliance orders; • administrative penalties; and • building status determinations.
The board shares resources and members with the Municipal Government Board.
There were no appeals to the New Home Buyer Protection Board in 2019-20. As with all applications before an adjudicative tribunal, whether appeals are launched is not within the control of the board. External factors, such as the state of the economy and the success of the regulatory agency in achieving compliance, will affect the number of appeals filed in a given year.
5.2 Assist parties with resolving their disputes by providing effective alternative dispute resolution and mediation services.
There is a spectrum of dispute resolution processes known as alternative dispute resolution used by all the boards to encourage efficient hearings and, potentially, settlement. When the parties can agree, the solutions are typically quicker, less expensive, more creative, confidential, less stressful,
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and less uncertain. There is no downside to mediation, as the parties can always back out of alternative dispute resolution and proceed to a hearing.
Different processes are effective for different matters.
The most informal alternative dispute resolution process is case management, which involves staff contacting the parties separately, setting dates for exchange of information (which is not mandated by legislation), and identifying the key issues as between the parties.
The next step is the prehearing conference, also known as the dispute resolution conference, with both parties. This is a more formal process in which board staff or a board member encourages the parties to find common ground and to resolve the dispute. Failing resolution, the parties are encouraged to work toward a more efficient and effective hearing by:
• agreeing to hearing dates; • identifying the issues in dispute; • preparing an agreed statement of facts and common exhibit book; and • exchanging witness lists and summaries of the evidence.
Of the four boards, alternative dispute resolution is best suited to the work of the Surface Rights Board. As the relationship between landowners and operators may last for decades, agreement between the parties is the best option. The exception to this is the Section 36 application when operators default on payments. These do not lend themselves easily to a mediated settlement as the very reason the matter is before the board is because the operator is insolvent.
Since 2016, the Surface Rights Board has placed considerable emphasis on proactively encouraging resolution. Dispute resolution conferences have been particularly successful in reducing the number of files proceeding to hearing. The investment in time is considerable, with 317 separate dispute resolution conferences scheduled in 2019 involving 973 separate applications. Of those, 217 conferences did proceed, involving 736 separate files. With the assistance of the board, 90 per cent of these files were resolved without a hearing. In fact, only 21 oral hearings proceeded in 2019.
For 11 cases that did proceed to an oral hearing, this was the only option because the operator was defunct and there was no opportunity for settlement. In cases where the operator did participate, only 10 matters proceeded to oral hearing; of these, two dealt only with the question of costs, with the matter of compensation already resolved.
Given the fiscal restraints in place and the limited number of board members who could be assigned, limiting the time and expense of an oral hearing represents savings in the thousands of dollars for the parties and the board.
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Case management and prehearing conferences have also been hugely successful in the work of the Land Compensation Board. In 2019, there were 86 prehearing conferences before a single board member. This is a 72 per cent increase over the number of dispute resolution conferences conducted in 2018 as illustrated in the chart below: Total Surface Rights Board Oral Hearings with Operator
50
39
31
25 25
10
0 2016 2017 2018 2019
This investment of time has had positive results. Of the 148 hearing days scheduled for 2019, the Land Compensation Board facilitated settlements in 12 cases. The dollar amount in those 12 cases exceeded $155 million, not including interest and costs. This also resulted in the release of 80 days of hearing time which represents a savings to Albertans of more than $250,000.
Formal mediation has also been highly successful for both the Surface Rights Board and the Land Compensation Board. In the mediations conducted by the director of dispute resolution for Surface Rights Board files, there was a 96 per cent success rate in 2019. The Land Compensation Board also provides parties with the option of mediation conducted by an expert in the area with extensive mediation experience. The number of requests for formal mediation doubled in 2019, and the mediator assisted the parties in reaching a settlement in all but one matter.
Designated industrial property appeals have also benefited from the case management conferences. The case manager chaired 39 case management conferences in 2019, resulting in a 54 per cent settlement rate.
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Land Compensation Board Summary of Proceedings
100
86
75
50 50 40 37
25
6 5 3 4 3 0 2 0 1 0 2 2 0 2016 2017 2018 2019
Dispute Resolution Conference Mediation Hearing - Oral Hearing - Written Submissions For annexations and subdivisions, the more appropriate alternative dispute resolution process is informal case management, which focuses more on the efficiency of the hearing, as opposed to settlement. Given the number of parties and the overriding consideration of the public interest, formal mediation is not usually a practical solution. In case of annexations, the Municipal Government Board acts in an advisory capacity. For subdivisions, there are considerable time constraints imposed by the legislation (hearings must be held within 60 days of the application being received) that do not allow for a more formal alternative dispute resolution process.
For Composite Assessment Review Board hearings, alternative dispute resolution has not been a tool used in Alberta, although British Columbia has been very successful in reducing the number of hearings through a combination of case management and prehearing conferences. The Municipal Government Board is embarking upon a pilot project in Red Deer to test whether the approach used in British Columbia might be helpful in Alberta.
5.3 Provide certification training and support to municipal Assessment Review Boards.
The Municipal Government Board oversees all Composite Assessment Review Board hearings by providing a provincial representative to act as the presiding officer, as well as training and support for all assessment review board members and clerks throughout the province. This training gives municipalities the knowledge and tools to process assessment complaints fairly and in accordance with all applicable legislation. The course curriculum covers principles of property assessment and administrative law.
As part of a red tape reduction project, member training has been shortened from four to three days, with a greater emphasis on the role of board members and quasi-judicial decision-makers. The board is also actively encouraging regional boards so that the investment in training is reduced for smaller municipalities and the members who are trained benefit from greater exposure to board work. In 2019-20, 211 participants attended 15 training sessions resulting in certification for 74 new board members, 82 new clerks, and mandatory refresher training for 55 returning board members.
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The board has also taken on responsibility for providing training to clerks and members of the local subdivision and development appeal boards across the province. This new training initiative was announced in 2019. Six courses for new members and clerks are scheduled in 2020.
Performance Indicator 5.b: Percentage satisfied or neutral regarding Municipal Government Board support to Municipal Composite Assessment Review Boards
Prior Years’ Results 2019-20
2014-15 2015-16 2016-17 2017-18 2018-19
99% 100% 100% 99% 96% 99%
The board achieved a result of 99 per cent in 2019-20, which is three percentage points above the 2018-19 result of 96 per cent.
The results show that the municipal composite assessment review boards’ clerks were satisfied with the performance of the members sent to their municipality. The results bring the Municipal Government Board back to historical results of 99 to100 per cent.
The only negative comment received was regarding a preliminary hearing, suggesting the board was inexperienced with providing advice. All remaining comments were either positive, or recommendations for other services. The board continues to focus on the training and development of its members through workshops and other learning events, such as monthly teleconferences for members to discuss trends and issues.
The indicator result is relatively stable from one year to the next. The Municipal Government Board consistently receives results of 99 to100 per cent, indicating the municipal boards are very satisfied with the quality of services provided by the board and its members.
Given that the Municipal Government Board provides a consistent and ongoing assessment training program for its members, it is reasonable to expect the services and underlying results would not vary significantly.
5.4 Strengthen the rights of landowners and operators to fair and timely decisions on surface rights matters by streamlining internal processes and reducing timelines for issuing decisions.
The highest priority for the four boards is a relatively new problem: the backlog in Section 36 applications. In an office of 42 employees, sixteen are dedicated exclusively Section 36 applications occur when an operator defaults on a to processing Section 36 compensation payment. The landowner has the right to apply applications. to the board for relief. Upon proof that the operator has failed to honour its obligations to the landowner, the board may suspend and then terminate the right of the operator to profit from the land.
Based on evidence establishing that the landowner is party entitled to payment and that there is an ongoing disturbance to the land, the board may direct payment from the Government of Alberta, which becomes a debt owed from the operator to the government. The board has a duty of fairness
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to operators, and because a successful application results in a government expenditure, the board has an overriding duty of care to the taxpayers to exhaust any chance that the operator might be encouraged to pay and to ensure the right party receives the right amount.
With low commodity prices in the oil and gas sectors, there has been an exponential increase in these applications. Historically, an average of 300 applications were received a year. In 2016, there were over 2,500 applications, representing almost an 800 per cent increase in volume. Application volumes continue to rise. In 2019, the board received 3,678 new applications, up from 2,360 in
2018 and 1,934 in 2017. Despite the extraordinary increase in activity, the board has managed to issue decisions in 534 cases that resolved 1,511 separate applications, resulting in more than $8 million paid to Alberta landowners and occupants in 2019. The chart below illustrates the increase in workload:
Dollar Value Directed for Payment Under Section 36
$10,000,000 $8,424,685
$7,500,000 $6,171,583 $6,031,421
$5,000,000 $3,310,741
$2,500,000 $1,729,578 $722,063 $683,736 $656,588 $592,533 $579,754
$0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
All decisions of the board are final unless overturned by the Court of Queen’s Bench, either by appeal or judicial review. In 2019, there were three appeals of decisions of the board: in all cases, the decision of the board was upheld. In the same period, two new applications for judicial review were made, but were not heard by the Court. However, the Court did release a decision in 2019 arising from an earlier case in which the board’s decision to award full payment for compensation to landowners under the Act was challenged by the operator. The Court’s decision was sent back to the board for reconsideration.
The increase in Section 36 applications has indirectly created pressure for the five-year rental review applications. Many landowners did not pursue their right for review when annual compensation was being paid. With the prospect of a Section 36 application, landowners are now exercising their right for review.
In an attempt to manage the backlog, in 2019, the Surface Rights Board reallocated employees and other resources and redistributed the work from the other parts of the office to free up staff to work on Section 36 files. One staff member has been assigned, on a rotating basis, to handle the
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hundreds of phone calls and emails (each month) from landowners looking for help in filling out the application form and for updates on the status of their applications.
Specialists have been identified from among the board members for both the high-volume routine files and the more complex applications. With these innovations, the boards have been able to process more than 1,500 applications a year. Other solutions Staff at the four boards are able to the overwhelming board workload include additional staff, to help applicants in eight more board members, legislative amendments, and needed IT enhancements. different languages (French, Spanish, Japanese, Punjabi, A lack of experienced board members is also a factor in the Hindi, Newari, Mandarin, and late release of decisions. The problem reached a critical point Napali) and there are Municipal in 2019, when only five of the original 15 Surface Rights Government Board members Board members could be assigned on a regular basis. In a who can conduct hearings in further attempt to improve the timelines of decisions being French and German. made, the board developed a rigorous tracking system that follows the process of a file from hearing to the final decision. The tracker is released every week so members and staff know exactly where a file is in the process. The board also established targets for completion of a decision.
Six new Surface Rights Board members will also be appointed in 2020 and three experienced members will shift from part-time to full-time status. This will translate into a significant increase in capacity for both the more routine, and complex, Section 36 applications.
The increase in the number of board members means members are available to do the other work of the Surface Rights Board – in particular, right of entry applications that protect the rights of operators.
It is expected that the current economic climate caused by the COVID-19 pandemic and the collapse in oil prices will exacerbate this problem and there will be a marked increase in section 36 applications in the coming year.
5.5 Legislatively amalgamate the Municipal Government Board, the New Home Buyer Protection Board, the Surface Rights Board, and the Land Compensation Board into a single board, to further reduce duplication and ensure efficiency.
Following a government-wide review of agencies, boards, and commissions, direction was given to amalgamate the four boards – based on their similar mandates and operations.
The administrative amalgamation, completed in 2017, has realized positive results, including reducing duplication, centralizing administrative support, and reducing oversight of all board operations to a single chair.
In fall 2019, the minister announced the legislative amalgamation of the boards would proceed. While the new The net costs savings that board will have the same jurisdiction and responsibilities resulted from administratively currently assigned to each individual board, there will be a amalgamating the boards is consolidated framework which will include: more than $615,000, annually.
• a new name for the board; • cross-appointments for members;
• streamlined procedures;
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• ability to retain our most experienced members; and • greater efficiency in training programs.
The proposed legislative changes will have no impact on the rights of Albertans, but will translate to savings in training, recruitment, and administration.
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Performance Measure and Indicator Methodology
Performance Measure 1.a: Percentage of municipalities deemed to be not at risk based on financial and governance risk indicators
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19 2015-16 2016-17 (2018) (2018) (2016) (2017)
Not Not 91% 93% 90% 94% Available Available
Methodology The percentage of municipalities deemed to be not at risk is modelled by a set of calculated risk indicators, based on information collected from audited financial statements, municipal financial information returns, local government election records in the Elections Database, and ministerial actions tracked in the Action Request Tracking System.
The model assesses each municipality’s risk based on 13 indicators derived from the source data for each municipality. Each indicator has a defined trigger level; a municipality would either trigger or not trigger each indicator. The outcomes of all indicators are entered into the risk model. A municipality is deemed at risk if it triggers one of the two critical indicators, or three or more of the 11 non-critical indicators.
The two critical indicators are: 1) legislatively permitted ministerial interventions, and 2) audit outcomes.
Ministerial Interventions
Ministerial interventions are triggered if any of the legislated ministerial actions, such as appointment of an official administrator, settlement of intermunicipal disputes, or initiation of a viability review, occurred in the given calendar year, or if a municipality is part of a multi-year ministerial process, such as the minister setting the budget for a municipality due to a budget deficiency. This is confirmed through documentation found in the Action Request Tracking System.
Audit Outcome Indicators
An audit outcome indicator is triggered if either a “going concern” or a “denial of opinion” is found in the municipality’s audited financial statements.
The non-critical indicators include:
• eight financial indicators calculated from the financial information provided by municipalities; • population change, based on the ministry’s annual population lists; • interest in municipal office, calculated from records within the Elections Database; and • on-time financial reporting, which is derived from the administrative tracking tables in the Municipal Financial Information System.
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A list of these indicators, the indicator descriptions, data sources, and calculations are detailed in a data dictionary.
The percentage of municipalities deemed to be not at risk is the number of not-at-risk municipalities (“total number of municipalities included in the analysis” minus “the number of triggered municipalities”) divided by the total number of municipalities (included in the analysis) multiplied by 100.
Calculation:
( ) % = ×
𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓 𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍 𝐨𝐨𝐨𝐨 𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐬𝐬 − 𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍 𝐨𝐨𝐨𝐨 𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓 𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌 𝟏𝟏𝟏𝟏𝟏𝟏 𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓𝐓 𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍𝐍 𝐨𝐨𝐨𝐨 𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌𝐌 As municipalities gather and report their information on a calendar year basis and this information is not provided to the department until after the end of the Government of Alberta’s fiscal year, results are for the calendar year, with a one-year delay. For example, results for 2019-20 reflect the 2018 calendar year.
Source Data Collection Processes
The Municipal Government Act requires each municipality to prepare and submit annual audited financial statements and a financial information return to Municipal Affairs by May 1 of each year for the previous financial (calendar) year. This deadline was extended to October 1, 2020, in recognition of the challenges municipalities were facing in spring 2020 due to the public health emergency related to the COVID-19 pandemic. An independent auditor contracted by the municipality audits the financial statements. The financial statements are certified by the auditors and approved by the municipal council before submission to Municipal Affairs. The audit outcome indicator is based on the audit opinions given to the municipality by the municipality’s auditor. The audit opinion is part of the audited financial statements that municipalities are required to submit to the ministry annually.
The financial information return is a standard set of year-end reports that capture detailed financial information for each municipality. Municipal Affairs provides a financial information return form for municipalities as a means to simplify data submission. The financial information return form must be certified by the organization’s signing authorities before the information is accepted by Municipal Affairs. The data from the forms is loaded into the ministry’s Municipal Financial Information System and populates the relevant tables in the system’s Oracle database.
Municipal financial information returns use the Municipal Financial Information System, and data is gathered from the audited financial information returns received from all municipalities. The reporting period is a calendar year, and information is collected once a year (May-July), and reported annually.
A set of manual and automated processes in the Municipal Financial Information System ensures the data is verified and validated; administrative dates are tracked; and a municipality’s financial reporting progress is monitored. Municipalities flagged with data anomalies receive followup phone calls and/or emails from Municipal Affairs staff, and the municipality may be asked to provide additional supporting documents and/or data corrections.
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The Elections Database is an online tool for municipalities to report candidate information, election results, and elected official information to Municipal Affairs. For each municipal election, the municipality is required to report the election information according to the specified timelines found in the Local Authorities Election Act. Municipalities have the choice of entering the election information directly to the Elections Database or uploading the election information to the Elections Database by using pre-programmed loadable forms. The indicator – election candidates to positions ratio – is calculated based on the election information reported by the municipalities and stored in the Elections Database.
Local government election records are collected from the Elections Database, which contains details from all municipalities in Alberta. Information is gathered every four years (for municipal general elections/summer village elections) and ongoing for by-elections. Data is updated after every election but compiled annually (January).
The Action Request Tracking System is an internal database that tracks formal correspondence entering and leaving the Government of Alberta. This database is updated on a daily basis as correspondence is received or ministry action is required. This review process and the outcomes are tracked utilizing the system software. Should the minister issue a Ministerial Order or initiate a process authorized under the Municipal Government Act, an approval document must be created. In addition to searching the Action Request Tracking System, the business unit performs a keyword search on the Ministerial Order listing document, which is maintained by the ministry’s Information Management, Legislative and Administrative Services branch. If a signed approval document authorizing ministerial action against a municipality is found in the Action Request Tracking System or in the list maintained by the ministry for that year, the municipality is deemed to have triggered this indicator. Information on ministerial interventions are gathered from the Action Request Tracking System – specifically from ministerial correspondence provided to municipalities, where the minister was required to take action. This information is gathered and reported on annually.
Each year Municipal Affairs publishes a population list of all Alberta municipalities based on the most recent municipal census or latest federal census. The list contains municipal census population figures submitted to the ministry as of September 1 of the reporting year, in accordance with the Municipal Government Act and the Determination of Population Regulation (Alberta Regulation 63/2001). Conducting a municipal census is at the discretion of the municipality. Most municipalities rely on the information provided by the federal census prepared by Statistics Canada once every five years. Municipalities completing their own census must follow mandatory requirements as specified in the Determination of Population Regulation and the Municipal Census Manual. In most instances where a municipal census was conducted, the municipal census count would supersede the federal census count.
The Municipal Affairs Population List is gathered from population counts received from federal census or municipal census. Information is collected each November and reported annually by municipalities that complete a municipal census.
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Performance Measure 2.a: Number of regulatory requirements reduced across the ministry
2019-20 2019-20 Target Actual
5% 11.1%
Methodology A baseline count of regulatory requirements in the Government of Alberta’s statutes, regulations, policies and forms as of May 1, 2019, was completed in February 2020. The baseline count represents the benchmark used to measure annual reduction targets and the final one-third reduction.
Counters followed a common count methodology and guidelines developed by Treasury Board and Finance. Training and ongoing guidance were provided to ensure consistency in methodology across departments and agencies. The methodology identifies which types of regulatory requirements are in and out of scope, as well as specific instructions on how to count different kinds of in-scope requirements as they appear in different regulatory instruments.
As regulatory instruments are revised, added, or repealed, departments and agencies are required to update the count of regulatory requirements by counting and entering resulting net changes to the count of regulatory requirements in that instrument.
Source Regulatory requirements are counted in each regulatory instrument, including legislation, regulations, policies, and forms.
Regulatory items are collected and counted by each Municipal Affairs program area and agency (specifically, those agencies subject to the Alberta Public Agencies Governance Act) to create a baseline count of regulatory requirements. The collected data are entered into the Regulatory Count Tracking Database, maintained by Treasury Board and Finance. This database is the official repository of regulatory count data. Departments are required to enter ongoing updates into the Regulatory Count Tracking Database as their counts change.
Performance Measure 3.a: Number of injuries and fatalities caused by structural or mechanical failure of buildings and associated systems per 100,000 population in Alberta
Prior Years’ Results 2019-20 2019-20 Target Actual 2015-16 2016-17 2017-18 2018-19
Not Not Not Not 0.91 0.80 Available Available Available Available
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Methodology Ministry staff review incident reports with injuries and/or fatalities identified, and determine which were caused by structural or mechanical failure. This rationale for each safety discipline is documented in detail to ensure consistency across disciplines and so that it can be replicated in future years.
Ministry staff multiply the number of injuries and fatalities by 100,000, then divide that product by the total provincial population reported by Municipal Affairs, in compliance with the Determination of Population Regulation 63/2001.
,
𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧 𝐨𝐨𝐨𝐨 𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢 𝐚𝐚𝐚𝐚𝐚𝐚 𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟 𝐗𝐗 𝟏𝟏𝟏𝟏𝟏𝟏 𝟎𝟎𝟎𝟎𝟎𝟎 Source 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩 Data for this measure comes from a combination of the following:
• Incident reports from incidents reported by safety codes officers to the administrators for each discipline. • Population data from Municipal Affairs.
Incident reports Under the Administrative Items Regulation of the Safety Codes Act, safety codes officers are required to report incidents to their respective discipline’s technical administrator, including events that result in injuries or fatalities.
Population data Population figures are based on the latest municipal or federal census counts reported to the minister as of September 1 (of the calendar year) in compliance with the Determination of Population Regulation 63/2001.
Performance Indicator 3.b: Number of injuries and fatalities involving buildings or associated systems not caused by structural or mechanical failure per 100,000 population in Alberta
Prior Years’ Results 2019
2015 2016 2017 2018
6.03 6.20 7.11 5.12 4.05
Methodology Ministry staff review incident reports with injuries and/or fatalities identified, and determine which were not caused by structural or mechanical failure. This rationale for each safety discipline is documented in detail to ensure consistency across disciplines and so that it can be replicated in future years.
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Ministry staff multiply the number of injuries and fatalities by 100,000, then divide that product by the total provincial population reported by Municipal Affairs, in compliance with the Determination of Population Regulation 63/2001.
,
𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧 𝐨𝐨𝐨𝐨 𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢𝐢 𝐚𝐚𝐚𝐚𝐚𝐚 𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟 𝐗𝐗 𝟏𝟏𝟏𝟏𝟏𝟏 𝟎𝟎𝟎𝟎𝟎𝟎 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩 Source Data for this measure comes from a combination of the following:
• Incident reports from incidents reported by safety codes officers to the administrators for each discipline. • Population data from Municipal Affairs.
Incident reports Under the Administrative Items Regulation of the Safety Codes Act, safety codes officers are required to report incidents to their respective discipline’s technical administrator, including events that result in injuries or fatalities.
Population data Population figures are based on the latest municipal or federal census counts reported to the minister as of September 1 (of the calendar year) in compliance with the Determination of Population Regulation 63/2001.
Performance Indicator 3.c: Number of fire reports not caused by structural or mechanical failure of buildings and associated systems, per 100,000 population in Alberta
Prior Years’ Results 2019
2015 2016 2017 2018
124.09 404.51* 104.04 116.63 87.83 *The 2016 fire number includes the Fort McMurray wildfires. When the wildfires are excluded, the number of fire reports per 100,000 population is 103.11.
Methodology Ministry staff determine the count of all fire reports entered in the Fire Electronic Reporting System. Fires where the “act or omission” is coded as being related to a mechanical or system failure are excluded from the total.
Ministry staff multiply the number of fire reports by 100,000, then divide that product by the total provincial population reported by Municipal Affairs, in compliance with the Determination of Population Regulation 63/2001.
,
𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧𝐧 𝐨𝐨𝐨𝐨 𝐟𝐟𝐟𝐟𝐟𝐟𝐟𝐟 𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫𝐫 𝐗𝐗 𝟏𝟏𝟏𝟏𝟏𝟏 𝟎𝟎𝟎𝟎𝟎𝟎 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩 𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩𝐩
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Source
Fire Reports The source of this data is the Fire Electronic Reporting System. Under sections 8 and 9 of the Administrative Items Regulation, accredited municipalities are legislated to investigate and report all dollar loss and casualty fires to the fire commissioner; these reports are completed by safety codes officers in the fire discipline. The system also receives fire reports from insurance adjusters.
Where an unaccredited municipality has a loss or casualty fire, the department is the responsible entity for the fire investigation and subsequent report.
Excerpt from Section 8 of the Administrative Items Regulation:
Reporting and investigating fires
8(1). Subject to subsection (2), if the responding officer of a fire department knows of a fire within the department’s jurisdiction in which a person dies or suffers an injury that requires professional medical attention or in which property is damaged or destroyed, the reporting officer must report the fire to a safety codes officer for the fire discipline.
8(2). A safety codes officer for the fire discipline must investigate the cause, origin, and circumstances of every fire within the safety codes officer’s jurisdiction in which a person dies or suffers injury that requires professional medical attention or in which property is damaged or destroyed.
8(3). This section does not apply to forest fires.
While forest fires are exempt from investigation and reporting under the Administrative Items Regulation, property loss suffered as a result of a forest fire is reported to the ministry’s fire commissioner.
Population data Population figures are based on the latest municipal or federal census counts reported to the Minister as of September 1 (of the calendar year) in compliance with the Determination of Population Regulation 63/2001.
Performance Measure 4.a: Percentage of communities (municipalities, First Nations, and Metis Settlements) that have been visited by an Alberta Emergency Management Agency field officer and had their Community Emergency Management Plan reviewed annually
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19
96% 90% 90% N/A*
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* Due to the ministry’s response to the COVID-19 pandemic, results for 2019-20 were not available at the time of publication. Results will be reported in the ministry’s 2020-21 annual report.
Methodology Field officers develop and maintain relationships with all communities in their region. Their responsibilities include the review of community emergency management plans and routine visits to the communities to engage stakeholders and ensure local authorities have the requisite tools available to develop robust emergency management programs.
Field officers review community emergency management plans using one of the following two methods:
1. Communities participating in Community Emergency Management Program: For communities using this tool, field officers will use a continual improvement approach by reviewing and providing feedback to the communities. Once satisfied that a community is ready for a final review, field officers will schedule a visit to review the plan in-person with the community’s director of emergency management or another appropriate representative. Following the in- person review, the field officer will track and address management of outstanding issues or concerns. 2. Communities not participating in Community Emergency Management Program: For communities that are not program users, the field officer will conduct an in-person review with a representative from the local authority, preferably the director of emergency management.
The following equation is used to process the data collected in Community Emergency Management Program:
Number of communities visited by Alberta Emergency Management Agency field officers and had their Community Emergency Management Plan reviewed % = x 100 Total number of communities in Alberta
This performance measure is calculated by comparing the communities that have been visited by an Alberta Emergency Management Agency field officer and had their community emergency management plan reviewed, to the total number of communities in Alberta. The resulting ratio is expressed as a percentage. A confidence interval is not applicable, since a representative sample is not used for statistical inference.
The data analysis for this performance measure only includes the communities that have been visited by an Alberta Emergency Management Agency field officer and had their community emergency management plan reviewed, either remotely or in-person. With the continued implementation of the Community Emergency Management Program tool, field officers now have the ability to conduct plan reviews remotely. Communities that have had their community emergency management plans reviewed remotely, but an in-person visit has not yet taken place, are excluded from this performance measure.
For communities that have adopted a regional approach for developing emergency management plans, Alberta Emergency Management Agency field officers review the regional plan and meet with the appropriate municipal representative for the region. Review of an emergency management plan for a region, and subsequent field visits, count as a review and visit for all constituent communities.
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236 Results Analysis
Each constituent community of a regional community emergency management plan is counted separately for this performance measure, rather than just counting one review and field visit.
Source Data and information regarding field visits and reviews of community emergency management plans (those completed both in-person and remotely) is recorded in the Community Emergency Management Program, even if a community is not a participating program user.
The Community Emergency Management Program tool is administered by a dedicated co-ordinator, with full access rights to the database. The data is stored and maintained in the program and provides workflow management functionality for tracking corrective actions taken by a municipality. Field officers retain records from the review process to supplement the data and information entered into the program.
The Alberta Emergency Management Agency endeavours to update data in the Community Emergency Management Program as work occurs, or at least once a month. Ideally, data is entered at the time of the review, but it is often not feasible due to reasons that are manifold. Senior management in the Provincial Operations branch of Alberta Emergency Management Agency has the ability to conduct quality assurance checks to ensure data entered into the Community Emergency Management Program tool is accurate.
Performance Measure 4.b: Performance Measure: Percentage of residential disaster financial assistance files that have received 90 per cent of its estimated funding within 90 days of being determined eligible for disaster financial assistance
Prior Years’ Results 2019-20 2019-20 Target Actual 2017-18 2018-19
100% 94% 90% 78%
Methodology When Alberta Emergency Management Agency receives a residential application for disaster financial assistance, a record is created and a data entry specialist enters the data into the disaster recovery program database (for this performance measure, residential applications include all homeowner and tenant applicants). A case manager works with applicants to ensure all required documents are submitted and applicants are determined to be eligible for funding assistance following this review. The 90-day period for this measure begins once an applicant is determined to be eligible for the disaster recovery program.
Once an applicant is determined to be eligible for the disaster recovery program, the eligibility date is recorded in a centralized spreadsheet, and an evaluator is assigned to the file to assess the damage. Case managers then contact the applicant to confirm eligibility and eligible funding, and to provide information regarding the next steps. Eligible funding estimates are determined based on damage assessments conducted by evaluators and are reviewed and approved before a payment is generated.
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237 Results Analysis
In order to track when an eligible applicant receives 90 per cent of the estimated funding, a manual calculation is required. The data from the disaster recovery program database and the centralized spreadsheets is processed manually. The following data sets are used for reporting:
• applicant eligibility dates; • verified payment dates; and • cumulative payments received by applicants.
Using the data sets identified above, the percentage of eligible applicants who receive 90 per cent of estimated disaster recovery program funding within 90 calendar days of being determined eligible is manually calculated. The following equation is used to calculate the percentage:
Number of eligible residential applicants who receive 90% of estimated funding within % = 90 days of being determined to be eligible x 100 Total eligible residential applicants in fiscal year
The timeframe for administering a disaster recovery program can be as long as five years, depending on the size and the scale of a disaster. A disaster recovery program that is not concluded within the same fiscal year it is established may result in eligible files that span two fiscal years. These files are tracked and included in the performance measure reporting for the next fiscal year. Therefore, all eligible files that have received 90 per cent of their estimated disaster financial assistance in the current fiscal year and the 90-day processing time extends into the next fiscal year will be reported in the next fiscal year.
Source The ministry maintains separate files for every application within each disaster recovery program, and case managers and data entry specialists enter the information in these records into the disaster recovery program database.
The disaster recovery program database is a proprietary case management tool used to track various stages of file processing, including payments.
In addition, three data sets (eligibility date, the 90-day period from the eligibility date, and the percentage of estimated funding received by an applicant in the 90-day period after the eligibility date) are collected and tracked in centralized spreadsheets.
Performance Measure 5.a: Percentage of parties to Municipal Government Board appeals who are satisfied or neutral regarding the board’s performance of services in support of planning, annexation, designated industrial property, and equalized assessment appeals
Prior Years’ Results 2019-20 2019-20 Target Actual 2016-17 2017-18 2018-19
89% 88% 89% 88% 95%
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238 Results Analysis
Methodology This measure uses a survey each spring of participants who appeared before the board in the preceding fiscal year. The year for the target/results reports on the actual results for hearings that took place during the previous fiscal year (e.g., the 2018-19 results reflect hearings that took place from April 1, 2017 to March 31, 2018). A survey is completed using Opinio software, which has settings that protect the anonymity of the participants in the survey.
Lists of participants who attended Municipal Government Board hearings are tracked in Municipal Government Board databases, and parties are asked to complete an online survey.
A five-point, anchored scale asks respondents to assess their satisfaction using the following options: strongly agree; somewhat agree; neither agree nor disagree; somewhat disagree; or strongly disagree.
A neutral response is interpreted as satisfied, given that one-half of the parties appearing before the Municipal Government Board are unsuccessful.
For the survey sent in spring 2019, 209 survey requests were sent and 75 responded – for a response rate of 36 per cent.
Source Parties participating in the appeal process and directly affected by Municipal Government Board decisions are in the best position to judge the board's performance. The parties that appeared before the Municipal Government Board between April 1, 2018, and March 31, 2019, are surveyed in 2019, and their responses are used to calculate the measure’s results.
The measure recognizes the expectation that the Municipal Government Board achieves efficiency in hearing and deciding appeals. One question is about the timeliness of hearings. Five questions are about the fairness of the hearing process.
Performance Indicator 5.b: Percentage satisfied or neutral regarding Municipal Government Board support to Municipal Composite Assessment Review Boards
Prior Years’ Results 2019-20
2014-15 2015-16 2016-17 2017-18 2018-19
99% 100% 100% 99% 96% 99%
Methodology The listing of clerks who requested information or required a member from January 1 to December 31 of the previous year are compiled from the Legal Files database and emails exchanged during the year. Each May, an email requesting the survey be completed is sent to all clerks who contacted the Municipal Government Board. Two weeks after the first email, a reminder is sent to all Assessment Review Board clerks who did not respond.
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239 Results Analysis
A five-point, anchored satisfaction scale asks respondents to respond to the following options: strongly agree; somewhat agree; neither agree nor disagree; somewhat disagree; or strongly disagree. Those clerks that requested Municipal Government Board members for hearings or required support during the year complete the survey to determine if the Municipal Government Board is fulfilling Assessment Review Board and legislation requirements and needs.
A neutral response is interpreted as satisfied, given that some hearings are cancelled and clerks may have no further comments to make.
Source Assessment review board clerk information is maintained on a contact spreadsheet, and hearing information is gathered from the Municipal Government Board’s legal files database. The board used Opinio survey software to collect data anonymously and produces reports from the survey responses; the reports are stored on the Government of Alberta server.
The indicator uses a survey that takes place in May and is completed in June to capture all clerks who, during the preceding calendar year, requested board members as presiding officers, or information on hearing procedures or legislation (e.g., the 2018 results reflect hearings that took place from January 2017 to December 2018).
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240 Financial Information
Financial Information
Consolidated Financial Information
For the year ended March 31, 2020
Table of Contents
Reporting Entity and Method of Consolidation ...... 116 Ministry Financial Highlights ...... 117 Consolidated Statement of Revenues and Expenses (unaudited) ...... 117 Consolidated Revenues and Expenses Highlights ...... 118 Breakdown of Consolidated Revenues (actual) ...... 119 Consolidated Expenses – Directly Incurred by Object (actual) ...... 120 Supplemental Financial Information ...... 121 Lapse/Encumbrance (unaudited) ...... 121 Payments Based on Agreements (unaudited) ...... 124 Disaster Recovery Program (unaudited) ...... 125 Trust and Other Funds Under Administration ...... 126 Financial Information of Other Reporting Entities ...... 127 Summary of Improvement Districts (unaudited) ...... 127 Special Areas Trust Account Financial Statements (audited) ...... 130 Safety Codes Council Financial Statements (audited) ...... 161
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241 Financial Information
Ministry of Municipal Affairs Reporting Entity and Method of Consolidation
The financial information is prepared in accordance with the government’s stated accounting policies, which are based on Canadian Public Sector Accounting Standards.
The reporting entity is the Ministry of Municipal Affairs for which the Minister of Municipal Affairs is accountable. The Government Organization Act defines a ministry as including the department and any provincial agency and crown-controlled organization for which the minister is responsible. The accounts of the ministry, which includes the Department of Municipal Affairs (Government Organization Act) and the Safety Codes Council (Safety Codes Act) are fully consolidated using the line-by-line method.
Under this method, accounting policies of the consolidated entities are adjusted to conform to government accounting policies and the results of each line item in their financial statements (revenue, expenses, assets, and liabilities) are included in government’s results. Revenue and expense, capital, investing and financing transactions and related asset and liability balances between the consolidated entities have been eliminated.
The audited financial statements for the Safety Codes Council are included in the ministry’s annual report as per requirement of the Safety Codes Act.
The ministry is also responsible for the Improvement Districts’ Trust Account and Special Areas Trust Account; however, these entities’ activities are not consolidated in the financial information for the ministry. The statement of revenues and expenses of the Improvement Districts’ Trust Account are included separately in the ministry’s annual report as per requirement of the Municipal Government Act. The audited financial statements of the Special Areas Trust Account are also included in the ministry’s annual report as per requirement of the Special Areas Act.
A list of the individual entities making up the ministry are shown on the “Management’s Responsibility for Reporting” statement included in this annual report.
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Ministry Financial Highlights
Ministry of Municipal Affairs Consolidated Statement of Revenues and Expenses (unaudited) Year ended March 31, 2020 (in thousands)
Municipal Affairs | Annual Report 2019–2020 117
243 Financial Information
Ministry of Municipal Affairs Consolidated Revenues and Expenses Highlights (unaudited)
Year ended March 31, 2020 (in thousands)
Revenues Total revenue in 2019-20 was $619,666, an increase of $237,582 from 2018-19, and $84,628 more than budget; mostly as a result of a one-time Federal Gas Tax Fund top-up funding of $229,515 from the Government of Canada in 2019-20.
In 2019-20, Disaster Financial Assistance Arrangement revenue was $26,329 as compared to $31,129 in 2018-19, a variance of ($4,800). This variance was due to adjustments that were made to the estimated expenditures of several Disaster Recovery Programs. Due to uncertain nature of disaster events these amounts are not budgeted.
Expenses In 2019-20, total expenses were $1,503,625, an increase of $273,714 from 2018-19; however, ($17,140) less than budgeted.
The majority of the variance from prior year pertains to the one-time Federal Gas Tax Fund top-up funding of $229,515 from the Government of Canada in 2019-20.
Due to the uncertain nature of disaster events, the variance in Alberta Emergency Management Agency and 2019 Northwest Alberta Wildfires expenses is largely due to new Disaster Recovery Programs. In 2019-20, there were 13 new Disaster Recovery Program events, totaling $150,793 compared to eight new events in 2018-19 totaling $76,039, a variance of $74,754.
The Municipal Cannabis Transition Program variance of ($11,150) is due to this being a one-time program in 2018-19.
The Grants in Place of Taxes variance of ($11,808) is due to a 25 per cent program budget reduction introduced in Budget 2019 for 2019-20.
The Alberta Community Partnership variance of ($9,505) is mostly due to $7,500 in funding for the Edmonton and Calgary Metropolitan Region Boards for 2019-21, which had been committed and expensed in 2018-19; plus $3,000 due to a one-time capital grant in 2018-19 provided to the Municipal District of Greenview.
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Ministry of Municipal Affairs Breakdown of Consolidated Revenues (actual)
For the Year Ended March 31, 2020 (unaudited) (in thousands)
The following information presents detailed revenues of the ministry. The objective of detailed revenues disclosure is to provide information that is useful in understanding and assessing the financial impact of government's revenue raising and for enhancing legislative control.
$478,056
$61,639 $39,074 $26,329 $14,568
Federal Grant Disaster Financial Premiums, Licenses & Prior Year Other Programs Assistance Fees Expenditure Refunds Arrangements Federal Grant Programs • Federal Grant Programs were the largest source of Ministry revenue. These programs consisted of the Federal Gas Tax Fund of $473,670 and Small Communities Fund of $4,355.
Disaster Financial Assistance Arrangements • The Ministry recognizes Disaster Financial Assistance Arrangements (DFAA) revenue when the Government of Canada issues an Order in Council declaring the Alberta disaster to be of a concern to the Government of Canada. Because the accounts receivable from the Government of Canada for DFAA is based on an estimate, subsequent adjustments to the accounts receivable are reflected in the current year revenue. In 2019-20, DFAA includes an adjustment of $26,329 as a result of changes in estimated future DRP costs.
Premiums, Fees and Licences • The most significant sources of revenue in Premiums, Fees and Licences are from the 911 Call Centre Program and from the Safety Codes Council.
o The Emergency 911 Act established a provincial monthly 911 levy on cellphones on April 1, 2014 ($0.44 fee per phone number per month). In 2019-20 these levies totaled $20,869.
o The Safety Codes Council collects operating fees from municipalities, agencies and corporations as well as certification, accreditation, appeals, and course fees. In 2019-20, fees totaled $14,200.
Prior Year Expenditure Refunds (PYER) • In 2019-20 the Ministry recorded $34,826 in PYER revenue for 2013 Southern Alberta Flooding DRP as a result of reduced projected DRP expenditures. Other DRPs were reduced $26,813 for a total DRP change of $61,639.
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245 Financial Information
Ministry of Municipal Affairs Consolidated Expenses – Directly Incurred by Object (actual) For the Year Ended March 31, 2020 (unaudited) (in thousands)
The following information presents expenses of the ministry that were directly incurred by object. The objective of disclosure of expenses by object is to provide information that is useful in evaluating the economic impact of government acquiring or consuming various types of resources.
Ministry expenses directly incurred by object Salaries, Wages and Employee Benefits 5% -- $77,894
Supplies and Services and Other 3% -- $41,471
Grants 92% -- $1,384,260
The Ministry's largest operating expense was grants which totalled 92% of operating expense.
The largest grant programs were as follows:
Municipal Sustainability Initiative and Basic Municipal Transportation Grant $ 670,773 Federal Gas Tax fund 473,670 Disaster Recovery 128,981 Grants in Place of Taxes 41,184 Library Services 31,161 Other 38,491 $ 1,384,260
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246 Financial Information
Supplemental Financial Information
Department of Municipal Affairs Lapse/Encumbrance (unaudited)
Year ended March 31, 2020 (in thousands)
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247 Financial Information
Department of Municipal Affairs Schedule to Financial Statements (Cont’d) Lapse/Encumbrance (unaudited) Year ended March 31, 2020 (in thousands)
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248 Financial Information
Department of Municipal Affairs Schedule to Financial Statements (Cont’d) Lapse/Encumbrance (unaudited)
Year ended March 31, 2020 (in thousands)
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249 Financial Information
Ministry of Municipal Affairs Payments Based on Agreements (unaudited) For the Year ended March 31, 2020 (in thousands)
The following has been prepared pursuant to Section 25(3) of the Financial Administration Act.
The ministry has entered into agreements to deliver programs and services that are fully funded by Aboriginal Affairs and Northern Development Canada to deliver the Alberta First Nations Emergency Management Support Program.
Costs based on these agreements are incurred by the ministry under authority of Section 25 of the Financial Administration Act. Accounts receivable includes $1,119 (2019 - $904) and accounts payable includes $34 (2019 - $54) relating to payments based on agreement.
Amounts paid and payable based on agreements with program sponsors are as follows:
2020 2019
First Nations Emergency Management Support Program $ 962 $ 1,843
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250 Financial Information
Ministry of Municipal Affairs Disaster Recovery Program (unaudited) For the Year ended March 31, 2020 (in thousands)
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251 Financial Information
Ministry of Municipal Affairs Trust and Other Funds Under Administration For the Year ended March 31, 2020 (unaudited) (in thousands)
The ministry administers trust funds that are regulated funds consisting of public money over which the Legislature has no power of appropriation. As the ministry has no equity in the funds and administers them for the purpose of various trusts, they are not included in the ministry’s consolidated financial statements. The financial statements of the following trust funds are prepared on a calendar year basis and the net assets as disclosed in the audited financial statements of the trust funds for December 31, 2019 and December 31, 2018 are as follows:
2019 2018
Special Areas Trust Account $ 313,746 $ 306,049 Improvement Districts’ Trust Account 51,822 29,301 $ 365,568 $ 335,350
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252 Financial Information | Improvement Districts’ Trust Account
Financial Information of Other Reporting Entities
Summary of Improvement Districts (unaudited)* For the year ended December 31, 2019
Table of Contents
Summary Statement of Revenue and Expenditures (unaudited) ...... 128 Detailed Statement of Revenue and Expenditures (unaudited) ...... 129
*NOTE: The unaudited financial information being presented here was derived from the December 31, 2019 financial statements of each Improvement District.
Municipal Affairs | Annual Report 2019–2020 127
253 Financial Information | Improvement Districts’ Trust Account
(unaudited)
December 31, 2019 Improvement Trust Districts' Account Revenue Statement of Summary and Expenditures ended year the For
128 Municipal Affairs | Annual Report 2019–2020
254 Financial Information | Improvement Districts’ Trust Account
Improvement Trust Districts' Account and Expenditures (unaudited) Revenue Detailed of Statement For the year ended December 31, 2019
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255 Financial Information | Special Areas Trust Account
Special Areas Trust Account Financial Statements (audited) For the year ended December 31, 2019
Table of Contents
Letter from Management ...... 131 Statement of Financial Position ...... 134 Statement of Operations ...... 135 Statement of Change in Net Financial Assets ...... 136 Statement of Cash Flows ...... 137 Notes to the Financial Statements ...... 138 Schedule of Investments ...... 155 Schedule of Salaries and Benefits ...... 156 Supplementary Net Financial Asset Information Schedule ...... 157 Supplementary Accumulated Surplus Information Schedule ...... 158 Schedule of Segment Revenue and Expense Disclosure by Object...... 159 Schedule of Tangible Capital Assets ...... 160
130 Municipal Affairs | Annual Report 2019–2020
256 Financial Information | Special Areas Trust Account
Letter from Management
[Original signed by] [Original signed by]
Chair, Special Areas Board Director of Finance and Administration
Municipal Affairs | Annual Report 2019–2020 131
257 Financial Information | Special Areas Trust Account
132 Municipal Affairs | Annual Report 2019–2020
258 Financial Information | Special Areas Trust Account
[Original signed by W. Doug Wylie FCPA, FCMA, ICD.D]
Auditor General April 22, 2020 Edmonton, Alberta
Municipal Affairs | Annual Report 2019–2020 133
259 Financial Information | Special Areas Trust Account
Statement of Financial Position
134 Municipal Affairs | Annual Report 2019–2020
260 Financial Information | Special Areas Trust Account
Statement of Operations
Municipal Affairs | Annual Report 2019–2020 135
261 Financial Information | Special Areas Trust Account
Statement of Change in Net Financial Assets
136 Municipal Affairs | Annual Report 2019–2020
262 Financial Information | Special Areas Trust Account
Statement of Cash Flows
Municipal Affairs | Annual Report 2019–2020 137
263 Financial Information | Special Areas Trust Account
Notes to the Financial Statements
138 Municipal Affairs | Annual Report 2019–2020
264 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 139
265 Financial Information | Special Areas Trust Account
140 Municipal Affairs | Annual Report 2019–2020
266 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 141
267 Financial Information | Special Areas Trust Account
142 Municipal Affairs | Annual Report 2019–2020
268 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 143
269 Financial Information | Special Areas Trust Account
144 Municipal Affairs | Annual Report 2019–2020
270 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 145
271 Financial Information | Special Areas Trust Account
146 Municipal Affairs | Annual Report 2019–2020
272 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 147
273 Financial Information | Special Areas Trust Account
148 Municipal Affairs | Annual Report 2019–2020
274 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 149
275 Financial Information | Special Areas Trust Account
150 Municipal Affairs | Annual Report 2019–2020
276 Financial Information | Special Areas Trust Account
Municipal Affairs | Annual Report 2019–2020 151
277 Financial Information | Special Areas Trust Account
152 Municipal Affairs | Annual Report 2019–2020
278 Financial Information | Special Areas Trust Account
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279 Financial Information | Special Areas Trust Account
154 Municipal Affairs | Annual Report 2019–2020
280 Financial Information | Special Areas Trust Account
Schedule of Investments
Municipal Affairs | Annual Report 2019–2020 155
281 Financial Information | Special Areas Trust Account
Schedule of Salaries and Benefits
156 Municipal Affairs | Annual Report 2019–2020
282 Financial Information | Special Areas Trust Account
Supplementary Net Financial Asset Information Schedule
Municipal Affairs | Annual Report 2019–2020 157
283 Financial Information | Special Areas Trust Account
Supplementary Accumulated Surplus Information Schedule
158 Municipal Affairs | Annual Report 2019–2020
284 Financial Information | Special Areas Trust Account
Schedule of Segment Revenue and Expense Disclosure by Object
Municipal Affairs | Annual Report 2019–2020 159
285 Financial Information | Special Areas Trust Account
Schedule of Tangible Capital Assets
160 Municipal Affairs | Annual Report 2019–2020
286 Financial Information | Safety Codes Council Financial Statements
Safety Codes Council Financial Statements Year ended December 31, 2019
Table of Contents
Independent Auditor`s Report ...... 162 Statement of Financial Position ...... 165 Statement of Operations ...... 166 Statement of Changes in Net Assets ...... 167 Statement of Remeasurement Gains and Losses ...... 167 Statement of Cash Flow ...... 168 Notes to Financial Statements ...... 169
Municipal Affairs | Annual Report 2019–2020 161
287 Financial Information | Safety Codes Council Financial Statements
Independent Auditor`s Report
162 Municipal Affairs | Annual Report 2019–2020
288 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 163
289 Financial Information | Safety Codes Council Financial Statements
[Original signed by KMG LLP]
164 Municipal Affairs | Annual Report 2019–2020
290 Financial Information | Safety Codes Council Financial Statements
Statement of Financial Position
Municipal Affairs | Annual Report 2019–2020 165
291 Financial Information | Safety Codes Council Financial Statements
Statement of Operations
166 Municipal Affairs | Annual Report 2019–2020
292 Financial Information | Safety Codes Council Financial Statements
Statement of Changes in Net Assets
Statement of Remeasurement Gains and Losses
Municipal Affairs | Annual Report 2019–2020 167
293 Financial Information | Safety Codes Council Financial Statements
Statement of Cash Flow
168 Municipal Affairs | Annual Report 2019–2020
294 Financial Information | Safety Codes Council Financial Statements
Notes to Financial Statements
Municipal Affairs | Annual Report 2019–2020 169
295 Financial Information | Safety Codes Council Financial Statements
170 Municipal Affairs | Annual Report 2019–2020
296 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 171
297 Financial Information | Safety Codes Council Financial Statements
172 Municipal Affairs | Annual Report 2019–2020
298 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 173
299 Financial Information | Safety Codes Council Financial Statements
174 Municipal Affairs | Annual Report 2019–2020
300 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 175
301 Financial Information | Safety Codes Council Financial Statements
176 Municipal Affairs | Annual Report 2019–2020
302 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 177
303 Financial Information | Safety Codes Council Financial Statements
178 Municipal Affairs | Annual Report 2019–2020
304 Financial Information | Safety Codes Council Financial Statements
Municipal Affairs | Annual Report 2019–2020 179
305
Annual Report Extracts and Other Statutory Reports
Annual Report Extracts and Other Statutory Reports
Statement Regarding the Public Interest Disclosure Act
Section 32 of the Public Interest Disclosure (Whistleblower Protection) Act reads:
32(1) Every chief officer must prepare a report annually on all disclosures that have been made to the designated officer of the department, public entity or office of the Legislature for which the chief officer is responsible. (2) The report under subsection (1) must include the following information: (a) the number of disclosures received by the designated officer, the number of disclosures acted on and the number of disclosures not acted on by the designated officer; (b) the number of investigations commenced by the designated officer as a result of disclosures; (c) in the case of an investigation that results in a finding of wrongdoing, a description of the wrongdoing and any recommendations made or corrective measures taken in relation to the wrongdoing or the reasons why no corrective measure was taken. (3) The report under subsection (1) must be included in the annual report of the department, public entity or office of the Legislature if the annual report is made publicly available.
Below is a summary of the activity in the Public Interest Disclosure Office pertaining to the Department of Municipal Affairs from April 1, 2019 to March 31, 2020:
0 – Disclosures; 0 – Investigation; 0 – Investigations resulting in a finding of wrongdoing.
180 Municipal Affairs | Annual Report 2019–2020 306
August 28, 2020 Morinvilt le Qtvn’thg
Reegan McCullough Chief Administrative Officer Sturgeon County 9613-100 Street MORINVILLE,AB T8R 1L9
Dear Mr. Mç4Iiough,
Further to Mayor Hnatiw’s letter dated August 7, 2020 regarding the Villeneuve Landing Network, Council has asked me to follow-up.
As noted in the letter, Sturgeon County is planning to extend the waterline from ‘reservoir to reservoir’, however, made a request to partners to allocate a portion of their Municipal Stimulus Program funding for the remaining balance of funding for the reservoir expansion, at the Villeneuve Airport totaling $1.4M.
At the August 25, 2020, Regular Meeting of Council, Council considered your request. At this time, Council has decided to use its Municipal Stimulus Program funding allocation to fund infrastructure rehabilitation and replacement within the Town of Morinville limits.
On a different but related note, I am pleased to advise Sturgeon County that the Town of Morinville values the work of the Villeneuve Landing Network and is committed to advancing the vision of the
collaborative. As promised, I am enclosing a cheque in the amount of $5,000, to be used to cover the expenses of hiring Ms. Grace Caine & Associates to develop a third-party verification of investment opportunity report.
We look forward to continuing to collaborate and partner with Sturgeon County on this, and any future initiatives that advance both of our shared interests.
Sincerely,
Stephane Labonne Chief Adminisrative Officer
Copy: Morinville Town Council Senior Leadership Team
10125-100 Avenue Morinville, Alberta T8R 1LÔ T 780.939.4361 F 780.939,5633
www. mc ri fly IIIe . ca 307