County Council Regular Meeting Thursday, March 28, 2019 Council Chambers 9:30 AM Page

AGENDA County Council Regular Meeting Thursday, March 28, 2019 Council Chambers 9:30 AM Page

1. CALL TO ORDER

2. ADDITIONS TO AGENDA

3. ACCEPTANCE OF AGENDA

4. ADOPTION OF MINUTES

5. DELEGATIONS & PRESENTATIONS

5.1. Presentation 11:00 a.m. - Athabasca Watershed Council 3 - 21 AIR - 0786 : Presentation 11:00 a.m. - Athabasca Watershed Council - Pdf

6. INFRASTRUCTURE & PLANNING SERVICES

A. PUBLIC WORKS

1. Gravel Request for Rich Valley Agri-Plex 23 - 26 AIR - 0814 : Gravel Request for Rich Valley Agri-Plex - Pdf

B. INFRASTRUCTURE

1. Alberta Transportation Letter Pertaining to Funding of Phase A - 27 - 29 Darwell Regional Wastewater Transmission Line AIR - 0807 : Alberta Transportation Letter Pertaining to Funding of Phase A - Darwell Regional Wastewater Transmission Line - Pdf

2. Item 3.7 from Strategic Plan 2018-2021 - Develop Hamlet Improvement 31 - 32 Plans AIR - 0808 : Item 3.7 from Strategic Plan 2018-2021 - Develop Hamlet Improvement Plans - Pdf

C. PLANNING AND DEVELOPMENT

D. ENFORCEMENT SERVICES

E. IPS - OTHER ITEMS

7. MUNICIPAL PLANNING COMMISSION

8. COMMUNITY & PROTECTIVE SERVICES

A. COMMUNITY SERVICES

1. County Owned Campgrounds Fee Schedule - 2019 Season 33 - 37 AIR - 0798 : County Owned Campgrounds Fee Schedule - 2019 Season - Pdf

B. FIRE SERVICES

C. AGRICULTURAL SERVICES

1. Wetland Strategic Plan 39 - 42

Page 1 of 150

AIR - 0813 : Wetland Strategic Plan - Pdf

D. CPS - OTHER ITEMS

9. CORPORATE SERVICES REPORT

A. FINANCE

B. ASSESSMENT & TAXATION

C. ECONOMIC DEVELOPMENT

1. Business Plan for Municipally Controlled Corporation - Onoway 43 - 65 Regional Medical Clinic AIR - 0802 : Business Plan for Municipally Controlled Corporation - Onoway Regional Medical Clinic - Pdf

2. Business Plan for Municipally Controlled Corporation - Legacy MLC 67 - 108 AIR - 0803 : Business Plan for Municipally Controlled Corporation - Legacy MLC - Pdf

D. FOIP & RECORDS MANAGEMENT

E. IT INFORMATION

F. CS - OTHER ITEMS

10. ADMINISTRATION

A. COUNTY MANAGER

1. Letter Regarding Speed Limit Amendment - Highway 33 - Rich Valley 109 - 117 School AIR - 0799 : Letter Regarding Speed Limit Amendment - Highway 33 - Rich Valley School - Pdf

2. Alberta Transportation - Nikoodi Road 119 - 121 AIR - 0805 : Alberta Transportation - Nikoodi Road - Pdf

3. Bridge Rehabilitation Project- Strategic Transportation Infrastructure 123 - 125 Program (STIP) AIR - 0806 : Bridge Rehabilitation Project- Strategic Transportation Infrastructure Program (STIP) - Pdf

4. Coalition of Canadian Municipalities for Energy Action 127 - 129 AIR - 0810 : Coalition of Canadian Municipalities for Energy Action - Pdf

B. BYLAWS & POLICIES

1. Policy Cancellations 131 - 141 AIR - 0800 : Policy Cancellations - Pdf

2. Policy Approvals 143 - 150 AIR - 0801 : Policy Approvals - Pdf

11. IN CAMERA

12. COUNCIL COMMITTEE REPORTS

Page 2 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Presentation 11:00 a.m. - Athabasca Watershed Council

PREPARATION DETAILS Department Of: Administration Proposed Actions: Accept for Information

RECOMMENDATION: that County Council receive the presentation made by Janet Pomeroy, representing the Athabasca Watershed Council as information.

PREPARED BY: Cindy Suter

ATTACHMENTS: 2019 30 Municipal-LacSteAnne-County

Page 3 of 150 “Water is life, and clean water means health.” - Audrey Hepburn Page 4 of 150 Janet Pomeroy CMA, CPA, CAE

Page 5 of 150 Executive Director Page 6 of 150 ‘Water for Life’ (2003) Renewed (2008) and continues today! • Safe, secure drinking water • Healthy aquatic ecosystems • Reliable quality water supplies for a sustainable economy

First strategy of its kind in North America! Page 7 of 150 The Role of WPACs • Engage & Educate • Bring local water issues to the forefront provincially • Report on the state of the watershed • Advise, Manage & Policy Page 8 of 150 Past Successes

State of the Watershed Reports Phase 1 – 4,

Page 9 of 150 & Traditional Knowledge Overview Page 10 of 150 Coming to Consensus Managed by a multi-stakeholder, consensus-based Board:

• Industry (5 seats) • Governments (5 seats) • Non Government • Organizations (5 seats) • Indigenous peoples (3 seats) Page 11 of 150 • Members-at-large (2 seats) Current & Future Projects

Pembina Project Page 12 of 150 Current & Future Projects

Page 13 of 150 “State of” McLeod Watershed Current & Future Projects

Documentary Page 14 of 150 Current & Future Projects

Page 15 of 150 Economic Study Current & Future Projects

Travelling Educational Exhibits Page 16 of 150 Integrated Watershed Management Plan

An IWMP is a ‘roadmap’ for watershed management. It will provide support and advice for regional and municipal policy and planning in order to ensure water and land management is integrated for the Athabasca watershed. Page 17 of 150 Municipalities and WPACs working together! Page 18 of 150 Visit our Website

https://awc-wpac.ca Page 19 of 150 Our Financial Supporters so far this year…

Thank you to: Also thanks to:

Alberta Environment and • Athabasca County Parks for their ongoing • Lac La Biche County support. • Lac Ste. Anne County • MD Lesser Slave River • Alberta Newsprint • Suncor • Town of Mayerthorpe • and our many individual donors and board members! Page 20 of 150 “I don’t believe in collective guilt, but I do believe in collective responsibility.” - Audrey Hepburn Page 21 of 150 Page 22 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Gravel Request for Rich Valley Agri-Plex

PREPARATION DETAILS Department Of: Public Works Proposed Actions: Action Item

RECOMMENDATION: that County Council authorize the expenditure for 50 yards of gravel to the Rich Valley Agri Plex as per Policy 367-1 at a cost to $1500.00 delivery and blading.

SUMMARY/BACKGROUND:

Lac Ste. Anne County received a request for gravel at the Rich Valley Agri Plex for the Kraft Hocheyville challenge which is taken place March 29, 2019 and March 30, 2019, as per policy attached. they have not received any gravel since May 24th, 2012.

OPTIONS: that County Council deny the request for the 50 yards of gravel.

PREPARED BY: Cindy Suter

Page 23 of 150 ATTACHMENTS: Public Works - Rich Valley Item

Page 24 of 150 Work Order Form W.O. #: D319_ooo015 Printed: 2019-03-27 2:16 PM HIIIIIIlllll|IllI||||||||||||||||||||||||||||||||||||||||

Date: 2019-03-27 2:15 PM Notify: None Assign To: PENDING Due Date: Class: Priority: 1-High Service Type: Request By: Coucillor Phone: Fax: Client: Phone: Fax: Address: : RV Arena Email:

Created: Shannon Billing:

Request: ATTN: JOE Details: The Rich Valley aréag,is expecting approx. 1000 people on Friday and Saturday. IS it possible to have two loads of gravel placed on the south side where the snow was pushed (near the edge of the grass) and some at the entrance. It will also need to be spread.

Thank you!!

Date Done: Time Done: Sched.: on;

Completed By: Job: Activity:

Action Taken: [X] [_]Done Lllnfo [_]On Hold [_]Postponed [_]WO Issued

Action Details:

Page 25 of 150 Page 1 of 1

LAC STE. ANNE COUNTY Section: 300 Policy: 367-1

TITLE: GRAVEL ALLOCATION - COMMUNITY FACILITIES

LEGISLATIVE REFERENCE:

APPROVAL / RESOLUTION NUMBER: 446-90

DATE: May 24th,1990

PURPOSE: Guidelines for allocating gravel to a recognized community organization.

GUIDELINES: That upon a written request from a recognized community organization, an allocation of up to 50 cu. yds. May be authorized providing the following conditions are met:

(a) At least three years have lapsed since previous application. (b) Verification that the request is based on need to include an onsite inspection by County administration. (c) Variation from policy may only occur by a Council Resolution.

September, 1997

Page 26 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Alberta Transportation Letter Pertaining to Funding of Phase A - Darwell Regional Wastewater Transmission Line

PREPARATION DETAILS Department Of: Infrastructure Proposed Actions: Accept for Information

RECOMMENDATION:

That council accept the Alberta Transportation approval funding letter as information.

SUMMARY/BACKGROUND:

Following the direction of the Darwell Regional Wastewater Commission, administration applied for funding for Phase A and Phase B of the Darwell Regional Wastewater Transmission project. The letter denotes approval for funding of Phase A which involves the Design and Construction of the forcemain to connect Alexander First Nation Lagoon, Sandy Beach/Sunrise Lagoon to the Onoway Lagoon. The Sandy Beach/Sunrise Beach Lagoon is currently closed, and the users have been hauling their wastewater to the Onoway lagoon. Alexander First Nation is also in critical need to either connect to the system or upgrade their lagoons to increase their capacity. The Onoway Lagoon was designed for double the ultimate population of the Town of Onoway. Phase A would pump wastewater from the Alexander First Nation Lagoon and the Sandy Beach/Sunrise Lagoon to the Onoway Lagoon. The Onoway Lagoon has the capacity for the extra flows until phase C is constructed. Priority of Phase A is immediate.

PREPARED BY: Greg Edwards

Page 27 of 150

ATTACHMENTS: March 15-2019 AT Approval Letter PhA

Page 28 of 150 ALBERTA TRANSPORTATION O?iceaftbeMinister GovernmentHome Leader

IWLA,Edmonton- Hig/7/ands— Narwood

March 15, 2019 AR 75230

Mr. Robert Kohn Chairperson Dan/vell Lagoon Commission PO Box 219 Sangudo, AB TOE 2A0

Dear Mr. Kohn:

I am pleased to advise your council that your project, Darwell Regional Wastewater Transmission Line - Phase A, will be funded under the Water for Life program.

Based on your submission/application, Darwell Lagoon Commission will receive a grant of 90 per cent of the estimated eligible project costs, or up to $11,272,500 forthe project under this program. The final grant amount will be based on the actual eligible costs at the time of the project completion. You may wish to share this information internally with your council, but I would ask that you not make this public at this time.

Our government has made an historic investment in hospitals, schools, roads, bridges, transit, and water infrastructure. This investment will help stimulate A|berta’s economic recovery and get Albertans back to work.

Alberta Transportation staff willbe in contact with your administration to formalize the funding agreement to undertake this work.

Sincerely,

Brian Mason Minister

320 LegislatureBuilding,10800-97 Avenue, Edmonton, Alberta TSK 2B6 Canada Telephone780-427-2080 Fax 780-427-2022

Primal an rezyrledpaper

Page 29 of 150 Page 30 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Item 3.7 from Strategic Plan 2018-2021 - Develop Hamlet Improvement Plans

PREPARATION DETAILS Department Of: Infrastructure Proposed Actions: Action Item

RECOMMENDATION:

That council approve the request to extend the completion date from Q1 2019 to Q1 2020.

SUMMARY/BACKGROUND:

Administration was directed to Develop a hamlet improvement plan. The key activities of this plan are: - Develop a process for hamlet reviews. - Create a project plan for hamlet inspections. - Present a Master hamlet improvement plan to Council. - Implement the plan for 2019.

With the addition of engineering staff, administration would like to extend the completion date to Q1 of 2020.

OPTIONS:

That council approve the request to extend the completion date of Item 3.7 Develop Hamlet Improvement Plans to Q1 of 2020. That council not approve the request to extend the completion date.

Page 31 of 150 That council provide additional direction to administration.

PREPARED BY: Greg Edwards

Page 32 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: County Owned Campgrounds Fee Schedule - 2019 Season

PREPARATION DETAILS Department Of: Recreation Proposed Actions: Action Item Severed in Accordance with FOIP: Yes

POLICY & BUDGET INFO Council Committee Liaison Councillor Budget Code: 1-72-60-1450- Bohnet, 0000/1-72-62-1450-0000/1-72- Councillor 64-1450-0000 Giebelhaus, Councillor Hoyda Consistent to Policy: Related Policy Other Policies

RECOMMENDATION: that further to the recommendation of the Campground Committee at their March 13, 2019 meeting, that Council approve the 2019 campground rates at our County owned campgrounds as follows:

Overnight Rates (GST included) Power/Water/Sewer $40.00 (RV only, RV plus one tent, or up to three tents) Power/Water $35.00 (RV only, RV plus one tent, or up to three tents)

Page 33 of 150 Non Serviced $30.00 (RV only, RV plus one tent, or up to three tents)

Weekly Rates (GST included) (Based on paying for 6 nights, 7th night free) Power/Water/Sewer $240.00 (RV only, RV plus one tent, or up to three tents) Power/Water $210.00 (RV only, RV plus one tent, or up to three tents) Non Serviced $180.00 (RV only, RV plus one tent, or up to three tents)

Special Rates - Overflow/Field Rates at Sangudo Riverside Campground Only (GST included) (Only available when all designated sites are already occupied) • Overnight Rate (Field - Non Serviced) $25.00/RV • Overnight Rate (Field - Non Serviced) $15.00/tent

Sewer Dump Rates (GST exempt) Registered Patron - No Charge Outside User - $5.00 per use

Water Fill Rates (GST included) Registered Patron - No Charge Outside User - $5.00 up to 100 gallons

SUMMARY/BACKGROUND:

Campground overnight/weekly rates at Lac Ste. Anne County owned campgrounds have remained constant since 2016, with the exception of a new rate implemented in 2018 specific to Sangudo Riverside Campground for the overflow/field area when all other designated sites are already occupied. The last increase to overnight/weekly rates was for the 2016 season, which reflected an approximately 10% increase over 2015 rates (motion 336-16). A copy of the 2018 Campground Fee Schedule is attached for information.

At their March 13, 2019 meeting, the Campground Committee moved a recommendation to County Council to increase all overnight and weekly rates for the 2019 season as well as implement new rates for power/water/sewer sites as these fully serviced sites are anticipated to be available in Phase 3 of the Paddle River Dam Campground in the 2019 season.

Reservations for all three County owned campgrounds (Lessard Lake Public Campground, Paddle River Dam Campground, and Sangudo Riverside Campground) are accepted starting May 1st, 2019 at 9:00 am.

Page 34 of 150

2019 Seasonal Rates for the Lessard Lake Public Campground and the Paddle River Dam Campground were approved (motion 555-18) prior to the Seasonal Site Lottery held at those facilities in September 2018.

OPTIONS:

1) To approve the recommendation of the Campground Committee at their March 13, 2019 meeting and approve the 2019 campground rates at our County owned campgrounds as follows:

Overnight Rates (GST included) Power/Water/Sewer $40.00 (RV only, RV plus one tent, or up to three tents) Power/Water $35.00 (RV only, RV plus one tent, or up to three tents) Non Serviced $30.00 (RV only, RV plus one tent, or up to three tents)

Sewer Dump Rates (GST exempt) Registered Patron - No Charge Outside User - $5.00 per use

Water Fill Rates (GST included) Registered Patron - No Charge Outside User - $5.00 up to 100 gallons

2) To decline the recommendation of the Campground Committee and approve a different fee schedule for 2019 campground rates at our County owned campgrounds as follows:

Overnight Rates (GST included) Power/Water/Sewer $______(applicable to the folllowing unit(s)______) Power/Water $______(applicable to the folllowing unit(s)______) Non Serviced $______(applicable to the folllowing unit(s)______)

Page 35 of 150

Weekly Rates (GST included) Power/Water/Sewer $______(applicable to the folllowing unit(s)______) Power/Water $______(applicable to the folllowing unit(s)______) Non Serviced $______(applicable to the folllowing unit(s)______)

Special Rates - Overflow/Field Rates at Sangudo Riverside Campground Only (GST included) (Only available when all designated sites are already occupied) • Overnight Rate (Field - Non Serviced) $______/(applicable to the folllowing unit(s)______) • Overnight Rate (Field - Non Serviced) $______/(applicable to the folllowing unit(s)______)

Sewer Dump Rates (GST exempt) Registered Patron - No Charge Outside User - $______per use

Water Fill Rates (GST included) Registered Patron - No Charge Outside User - $______up to 100 gallons

PREPARED BY: Donna Kerr

ATTACHMENTS: 2018 Approved Campground Fees (Approved)

Page 36 of 150 Lac Ste. Anne County Approved Campground Fees 2018 (All rates include applicable GST) (ALL Campgrounds open May 15th – September 30th, 2018)

FOR THE SAFETY OFF ALL CONCERNED, ALL WEEKLY/DAILY CAMPGROUND FEES TO BE PAID BY INTERAC OR CREDIT CARD. Seasonal (Power/Water) PLUS $500.00 security deposit $2,100.00 (Lessard & Paddle Only) (refundable) Weekly ( Power/Water) $198.00/unit RV only, RV plus one tent, or up to three tents. Weekly (Non Power) $165.00/unit RV only, RV plus one tent, or up to three tents. Daily (Power/Water) $33.00/unit RV only, RV plus one tent, or up to three tents. Daily (Non Power) $27.50/unit RV only, RV plus one tent, or up to three tents. Special Overnight Rate - Overflow/Field (Non-serviced) @ Sangudo Riverside $20.00/RV Campground ONLY $10.00/tent (Only available if all designated sites occupied) Sewer Dump Fees (Registered Guest) No charge Sewer Dump Fees (Outside User) $5.00 per use Water Fill Fees (Registered Guest) No charge $5.00 up to Water Fills Fees (Outside User) 100 gallons

Reference CC Motion #512-17 (Seasonal Rates) and Motion #155-18 (Overnight/Weekly Rates)

RESERVATIONS: Reservations for the 2018 season are available for all County owned campgrounds (Lessard Lake Public Campground, Paddle River Dam Campground, and Sangudo Riverside Campground) by contacting the campground caretakers directly, starting May 1st, 2018 at 9:00 am, at the numbers listed below. Any calls/messages prior to that date and time will be deleted, and not responded to. Payment for the first night is required at time of reservation to confirm your booking. Cancellations with a minimum of 48 hours’ notice will be refunded. All other cancellations or “no shows” will forfeit the prepaid first night fee.

SEASONAL SITES: We offer seasonal sites at both the Lessard Lake Public Campground and the Paddle River Dam Campground. All seasonal site inquiries must be directed to the Community Services Department at Lac Ste. Anne County’s Administration Office in Sangudo by calling 1-780-785-3411/1-866-886-5722.

Campground Contact Information (May 1st @ 9:00 am – September 30, 2018)

Lessard Lake Public Campground …………780-284-3643

Paddle River Dam Campground ……………780-284-1753

Sangudo Riverside Campground .…………..780-284-1985

Page 37 of 150 Page 38 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Wetland Strategic Plan

PREPARATION DETAILS Department Of: Agriculture Services Proposed Actions: Action Item Severed in Accordance with FOIP: Yes

POLICY & BUDGET INFO Council Committee Liaison Councilor Expenditure Required: No Bohnet, Councilor Giebelhaus, Councilor Hoyda Consistent to Policy: Yes Related Policy Other Policies

RECOMMENDATION:

That County Council put the creation of a Lac Ste. Anne County specific Wetland Strategic Plan on hold.

SUMMARY/BACKGROUND:

February, 2018 Ms.Casey, the ALUS Coordinator for Lac Ste. Anne County was asked to explore options for a Wetland Conservation Plan for the County. After an

Page 39 of 150 extensive review of conservation plans for neighboring municipalities, Ms. Casey presented her findings internally for feedback.

October 18, 2018 – A meeting with Agricultural Services and Planning and Development regarding conservation strategies and options. The consensus was to take this presentation to the Agricultural Services Board.

November 13, 2018 – A meeting was held with members of the Agricultural Services Board (Mr. Wildman, Mr. Kyle) and Councillors (Mr. Bohnet, and Mr. Giebelhaus), and Technical Advisors (Mrs. O’Shaughnessy, Mrs. Shain) and Agricultural Services staff (Mr. Skogstad, Mrs. Taylor, Ms. Berry). Ms. Casey described her findings and looked to the board for feedback. The board directed Ms.Casey to focus on extension and information based approaches and make an effort to host workshop(s) or public seminar/information sessions to provide information to the general public. The board felt that the subject of wetland compliance is under heavy scrutiny as we have multiple landowners under inspection or investigation for non compliance under the Provincial Water Act and Public Lands Act. The board suggested we reach out to the Province for and extension specialist to give a presentation on legislation and compliance.

Ms. Casey contacted an Environmental Protection Officer (wetland specialist), the Water Administration Engineer for the Upper Athabasca Region, and the Information Officer for Alberta Environment and Parks (AEP), who encouraged Ms. Casey to reach out to the surface water division of AEP and the Farmer’s Advocacy Office.

The Farmer’s Advocacy Office is arm-length from the government and is willing to come give a presentation on wetland policy, however, does not work in enforcement or closely with the Wetland Policy.

Within the Surface Water Division, Ms. Casey was in contact with the Provincial Wetland Mitigation Specialist and the Director of Provincial Wetlands and Remediation. The Director of Provincial Wetlands and Remediation (Mr.McKenna) presented to council on November 23, 2018, on the changes to the wetland mitigation funding structure. At this time, there is no individual from the province willing to give a presentation to the general public (with the exception of other government staff), due to the proximity in time to an election, and the number of landowners in Lac Ste. Anne County that are actively non-compliant. Ms. Casey was encouraged by the province to include links to the Provincial Wetland Policy on the County website.

During the extensive review conducted in the creation a wetland Strategic Plan specific to Lac Ste. Anne County, it became apparent there were inconsistencies in the interpretation and related actions/enforcement being taken under the associated legislation. This makes it difficult to propose a position to which the County should align in a responsible and ethical manner. The legislation in regard to wetlands is not our own, and as such gives the County no ability to manipulate, nor act on it. The

Page 40 of 150 County's ability to access wetland mitigation funding is not impaired by a lack of an official strategic plan, but rather by the inability to access the funds at this time.

OPTIONS:

Option 1: That County Council put the creation of a County specific Wetland Strategic Plan on hold.

Option 2: That County Council continue with the creation of a County specific Wetland Strategic Plan.

Option 3: That County Council provide amended direction in regard to a wetland strategy within the municipality.

COMMENTS FROM BOARDS AND COMMITTEES:

March 26, 2019 Agricultural Service Board Meeting

ASB 23-19 Moved by Mr. Wildman that the Agricultural Service Board recommend to County Council that the Wetland Strategic Plan as identified in the Lac Ste. Anne County Strategic Plan (9.d) be put on hold. Carried

PREPARED BY: Aren Skogstad

ATTACHMENTS: Wetland Research Process

Page 41 of 150 Page 42 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Business Plan for Municipally Controlled Corporation - Onoway Regional Medical Clinic

PREPARATION DETAILS Department Of: Corporate Services Proposed Actions: Action Item

RECOMMENDATION: that County Council accept the business plan for the Onoway Regional Medical Clinic a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Onoway Regional Medical Clinic be scheduled for 9:45 am on May 1, 2019.

SUMMARY/BACKGROUND:

From 2008 to 2016, twelve municipalities supported the operations of the Onoway Medical Clinic by providing an annual $76,000 cash subsidy to the clinic’s operator. Concerns about the sustainability of a permanent and growing subsidy led these municipal partners to consider alternative funding structures. A business case was developed that suggested the Clinic could be operated for profit without a municipal subsidy, and in January 2017, six municipal partners (the Town of Onoway; Lac Ste.

Page 43 of 150 Anne County; and the Summer Villages of Ross Haven, West Cove, Silver Sands and Val Quentin) assumed operations of the Onoway Regional Medical Clinic (ORMC). The initial commitment was for a two-year trial to prove a business case for a medical clinic in Onoway operated without subsidy. The results of this trial have been nothing short of remarkable. At the end of the two-year mark, ORMC was operating with a small profit, which was reinvested into the facility. The clinic exceeded revenue projections by 11% in 2017 and 15% in 2018.

With the viability of a medical clinic in Onoway proven, it is now time to initiate the process of incorporating ORMC as a Municipally Controlled Corporation (MCC). A MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. The shareholders of the ORMC MCC will be the municipal partners that undertook the ORMC initiative in 2017 and will operate under an agreement with similar terms to that of the original pre-incorporation agreement signed by the parties. As a MCC the ORMC will be better able to deliver on its mission to provide access to a growing variety of medical services within the local community in a financially sustainable way, free of the burden of subsidy from local governments. Providing local families with a place to grow healthy and strong and providing the services required for our elders to age within the communities they built.

An expanded medical facility provided by Lac Ste. Anne County’s Legacy Municipal Land Corporation will allow the clinic to increase the medical services available to our residents. The ORMC MCC success will be measured by the growing variety of medical services available in the area and seniors are able to age in place as needed medical services are available locally.

The Business Plan presented here is a requirement of the MCC Regulation (AR 112/2018) and will serve the dual purpose of complying with the public disclosure documents required prior to the public hearing. Administration is seeking for Council to accept the Business Plan for information, direct that the Business Plan be disclosed to the public and schedule the required public hearing for May 1, 2019.

OPTIONS:

1 - that County Council accept the business plan for the Onoway Regional Medical Clinic a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Onoway Regional Medical Clinic be scheduled for 10:00 am on May 1, 2019.

Page 44 of 150 2 - that County Council accept the business plan for the Onoway Regional Medical Clinic a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Onoway Regional Medical Clinic be scheduled for __:__ on ______, 2019.

3 - that County Council accept the business plan for the Onoway Regional Medical Clinic a Municipally Controlled Corporation with the following amendments for information:

And further direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Onoway Regional Medical Clinic be scheduled for __:__ on ______, 2019.

PREPARED BY: Robert Osmond

ATTACHMENTS: ORMC_MCC_Business_Plan_ Branding ORMC MCC Business Plan (Final Unbranded Text)

Page 45 of 150 LAC STE. ANNE COUNTY ONOWAY REGIONAL MEDICAL CLINIC Municipally Controlled Corporation Business Plan March 2019

Page 46 of 150 LAC STE. ANNE COUNTY ONOWAY REGIONAL MEDICAL CLINIC Municipally Controlled Corporation Business Plan March 2019

Executive Summary...... 3 Mandate...... 4 Scope of Services...... 4 Service Delivery Area...... 4 Vision...... 4 Mission...... 4 Principles...... 4 Governance...... 5 Municipally Controlled Corporation...... 5 Shareholders...... 5 Board Structure...... 5 Voting...... 5 Dissolution...... Financial Strategy...... 6 2-Year Results...... 6 5-Year Budget...... 7 Performance Measures...... 8 Risks and Risk Management...... 8 Political Risk...... 8 Revenue Risk...... 8 Staffing Risk...... 8 Next Steps...... 9 Public Hearing...... 9 Approval...... 9 Forecasted Timelines...... 9

Page 47 of 150 EXECUTIVE SUMMARY

The initial commitment was for a two-year trial to prove a business case for a medical clinic in Onoway operated without subsidy. The results of this trial have been nothing short of remarkable. At the end of the two-year mark, ORMC was operating with a small profit, which was reinvested into the facility. The clinic exceeded revenue projections by 11% in 2017 and 15% in 2018.

With the viability of a medical clinic in Onoway proven, it is now time to initiate the process of incorporating ORMC as a Municipally Controlled Corporation (MCC). An MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. The shareholders of the ORMC MCC will be the municipal partners that undertook the ORMC initiative in 2017 and will operate under an agreement with similar terms to that of the original pre-incorporation agreement signed by the parties. As an MCC, the ORMC will be better able to deliver on its mission to provide access to a growing variety of medical services within the local community in a financially sustainable way, free of the burden of subsidy from local governments. Providing local families with a place to grow healthy and strong and providing the services required for our elders to age within the communities they built.

Municipally Controlled Corporation Business Plan .3

Page 48 of 150 MANDATE Scope of Service The ORMC MCC is being established to operate the medical clinic located in Onoway and work to grow the access and variety of medical services available to area residents within Lac Ste. Anne County and the municipalities within its boundaries. This will allow local families to grow healthy and strong and provide the services required for our elders to age within the communities they built. Service Delivery Area The ORMC MCC will undertake to provide medical services within Lac Ste. Anne County and the municipalities within its boundaries. Vision That the Lac Ste. Anne County region have the access to a wide variety of medical services within their local community. Mission The mission of the ORMC MCC is to provide access to a growing variety of medical services within the local community in a financially sustainable way, free of the burden of subsidy from local governments.

Principles In all it does, the ORMC MCC will:

• Deliver excellence in local family healthcare

• Serve patients as individuals and honoring their humanity

• Provide a team commitment to respect, communication and diversity

• Lead our community in advocating for physicians and healthcare workers, and the expansion of services within our community

Municipally Controlled Corporation Business Plan .4

Page 49 of 150 GOVERNANCE Municipally Controlled Corporation The ORMC will be established as a Municipally Controlled Corporation (MCC) under the Municipal Government Act (MGA). An MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. As a separate legal entity, an MCC can pursue its goals from a perspective not always available to a municipality, including profit considerations. The MGA requires that the profits of an MCC are either reinvested in the MCC or used to the benefit of the residents of the municipality(ies) which control it. Shareholders The ORMC MCC will be established based on the Municipal Pre-Incorporation Agreement used by the partner municipalities to assume control of the medical clinic in 2017. A decision made to establish a business case for an Onoway Medical Clinic to successfully operate without subsidy from regional municipalities. The Shareholdings of the partnership will continue as:

Lac Ste. Anne Count 82.5%

Town of Onoway 11.3%

Summer Village of Ross Haven 1.5%

Summer Village of West Cove 1.3%

Summer Village of Silver Sands 1.7%

Summer Village of Val Quentin 1.7% Board structure The ORMC MCC Board will consist of three (3) Directors. The Directors will consist of one appointed from Lac Ste. Anne County, one from the Town of Onoway and one representing the Summer Villages of Ross Haven, West Cove, Silver Sands and Val Quentin. The Director appointed by Lac Ste. Anne County will serve as Board Chair.

The Lac Ste. Anne County Chief Administrative Officer, or another officer of Lac Ste. Anne County delegated the responsibility, will fill the role of Executive Director. The Executive Director will not be voting board member, but function as advisor to the Board and assist in the work of the ORMC MCC. Voting Each board member will have shareholder voting proportionate to the shareholdings of the member municipality(ies) they represent. Dissolution Although there is currently no expectation that the ORMC MCC will need to consider dissolution or conclude their operations, the corporate foundation will outline the provisions for that possibility. If the ORMC ever does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to municipal partners in proportion to their shareholdings in the corporation.

Municipally Controlled Corporation Business Plan .5

Page 50 of 150 FINANCIAL STRATEGY

2-Year Results In 2017, a partnership of six municipalities from the Onoway region signed a Pre-Incorporation Agreement to assume control of the Onoway Medical Clinic to establish a business case for the clinic to successfully operate without subsidy from regional municipalities. The results from the two-year trial are below.

ORMC 2-Year Results (2017-2018) UPDATED: MAR-19 2017 Actuals 2017 Budget 2018 Actuals 2018 Budget

Physician Overhead $ 146,800.00 $ 132,000.00 $ 194,200.00 $ 176,000.00

Toal Revenue $ 146,800.00 $ 132,000.00 $ 194,200.00 $ 176,000.00

Wages & Benefits $ 91,100.00 $ 94,000.00 $ 94,800.00 $ 95,000.00 Facility Lease $ 16,900.00 $ 22,000.00 $ 18,000.00 $ 17,000.00 Software & IT $ 22,200.00 $ 19,500.00 $ 17,700.00 $ 22,500.00 Contracted Services $ 1,100.00 $ - $ 18,300.00 $ 16,500.00 Materials & Supplies $ 10,300.00 $ 39,500.00 $ 13,700.00 $ 10,500.00 Advertising $ 9,200.00 $ - $ 4,400.00 $ 6,000.00 Utilities $ 8,300.00 $ - $ 9,800.00 $ 8,500.00 Initial Clinic Investment $ 48,800.00 $ 50,000.00 $ - $ - Mold Abatement Costs $ 3,100.00 $ - $ 9,100.00 $ -

Total Expenses $ 211,000.00 $ 225,000.00 $ 185,800.00 $ 176,000.00

Net Income (Deficit) $ (64,200.00) $ (93,000.00) $ 8,400.00 $ -

Opening Reserve Balance $ 135,000.00 $ - $ 70,800.00 $ - Net Income (Deficit) $ (64,200.00) $ (93,000.00) $ 8,400.00 $ -

Closing Reserve Balance $ 70,800.00 $ $ 79,200.00 $

Municipally Controlled Corporation Business Plan .6

Page 51 of 150 5-Year Budget The budget incorporates the provision of an expanded medical facility by Lac Ste. Anne County’s MCC, Legacy Municipal Land Corporation. The facility lease payments and the loan to fully equip the facility are included beginning in 2020.

The Budget accounts for additional staffing as service at the clinic increase and adjustments to various supplies and services required in a larger facility. The five year projection for ORMC MCC operations suggest a return to profit in 2022, as physician overhead payment rise and accumulated surplus of over $90,000 to be reinvested in the clinic, likely in the form of equipment purchases to expand services.

ORMC MCC 5-Year Budget (2019-2023) UPDATED: MAR-19 2019 Budget 2020 Budget 2021 Budget 2022 Budget 2023 Budget

Physician Overhead $ 197,000.00 $ 318,700.00 $ 325,800.00 $ 332,900.00 $ 339,800.00

Toal Revenue $ 197,000.00 $ 318,700.00 $ 325,800.00 $ 332,900.00 $ 339,800.00

Wages & Benefits $ 96,000.00 $ 115,720.00 $ 116,900.00 $ 118,100.00 $ 119,300.00 Facility Lease $ 23,000.00 $ $ - $ - $ - Software & IT $ 26,150.00 $ 39,225.00 $ 39,225.00 $ 39,225.00 $ 39,225.00 Contracted Services $ 21,000.00 $ 38,000.00 $ 38,400.00 $ 39,000.00 $ 39,600.00 Materials & Supplies $ 11,500.00 $ 15,500.00 $ 15,900.00 $ 16,400.00 $ 16,900.00 Advertising $ 5,000.00 $ 7,500.00 $ 10,000.00 $ 10,000.00 $ 10,000.00 Utilities $ 8,500.00 $ 12,750.00 $ 13,100.00 $ 13,400.00 $ 13,700.00 Expansion Lease Payment $ - $ 71,740.00 $ 71,740.00 $ 71,740.00 $ 71,740.00 Equipment Loan Repayment $ - $ 21,330.00 $ 21,330.00 $ 21,330.00 $ 21,330.00

Total Expenses $ 191,150.00 $ 321,765.00 $ 326,595.00 $ 329,195.00 $ 331,795.00

Net Income (Deficit) $ 5,850.00 $ (3,065.00) $ (795.00) $ 3,705.00 $ 8,005.00

Opening Reserve Balance $ 79,200.00 $ 85,050.00 $ 81,985.00 $ 81,190.00 $ 84,895.00 Net Income (Deficit) $ 5,850.00 $ (3,065.00) $ (795.00) $ 3,705.00 $ 8,005.00

Closing Reserve Balance $ 85,050.00 $ 81,985.00 $ 81,190.00 $ 84,895.00 $ 92,900.00

Municipally Controlled Corporation Business Plan .7

Page 52 of 150 Performance Measures If the ORMC MCC is successful, its work will impact the communities in which it works. At the highest level, the ORMC MCC will strive to achieve the following outcomes:

• Communities with a growing variety of medical services available to area residents

• The senior community will have access to local medical services, allowing them to better age in place

RISKS AND RISK MANAGEMENT

Political Risk The ORMC MCC relies on community support and engagement for a patient base to support the medical services provided in the community. There may be pressure from communities to consider the addition of services not economically feasible for political or perception reasons.

These risks will be addressed by ensuring that communication with our community partners remains a priority. Additionally, the ORMC MCC will leverage the intermunicipal and local community relationships of the municipal councils to help the public understand the financial and business minded decisions the ORMC MCC will pursue. Revenue Risk The ORMC MCC is dependent on physician overhead payments to maintain ongoing operations and uncertainties in the participation rate of residents is perhaps the greatest risk. From the business case developed over the last two years of operations it has been observed that our reach stretches well beyond the local community to other urban centres where few physicians accept new patients. To manage this risk the ORMC MCC will continue to focus on the growth of both the local and regional patient base, leveraging our strength such as location and access to physicians. Staffing Risk The ORMC operates with a small staff of both physicians and administrative staff. Staffing changes of any kind would greatly affect revenue and potentially the operations of the clinic. The ORMC MCC will retain strong connection with Alberta Health Services for support in physician recruitment and take on casual administration staff for relief coverage. Additionally, the ORMC MCC will retain and rely on Lac Ste. Anne County for management and administrative services. If the County was no longer able to provide these services, it would be difficult to find a private provider that would be able to match the current cost.

Municipally Controlled Corporation Business Plan .8

Page 53 of 150 NEXT STEPS Public Hearing A public hearing, where individuals or groups may present comments to partner municipalities of the ORMC initiative on the establishment of the ORMC MCC is scheduled for 10:00am on May 1, 2019. Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that County Council will vote on a resolution establishing the ORMC MCC.

Forecasted Timelines Estimated Completion Estimated Completion Key Activities Date (Fast Track) Date (Contingency) • Initial Direction Motions and Schedule Public Hearings February 13, 2019 February 13, 2019 • Creation of the Business Plans • Unanimous Shareholder Agreements March 25, 2019 March 25, 2019 • Produce 10 year Operating & Capital Budgets • Disclosure of Public Hearing Documents April 1, 2019 April 1, 2019 • Public Hearings • Council will adopt the Unanimous Shareholder May 1, 2019 May 1, 2019 Agreement • Council will appoint MCC Board Members

Municipally Controlled Corporation Business Plan .9

Page 54 of 150 Lac Ste. Anne County Onoway Regional Medical Clinic Municipally Controlled Corporation Business Plan

March 2019

Page 55 of 150 Contents Executive Summary 2

Mandate 3 Scope of Service 3 Service Delivery Area 3 Vision 3 Mission 3 Principles 3

Governance 4 Municipally Controlled Corporation 4 Shareholders 4 Board structure 4 Voting 4 Dissolution 5 Impact of Control 5

Financial Strategy 6 2-Year Results 6 Costs Relating to Establishing the MCC 7 5-Year Budget 7 Municipal Assets to be Transferred to the MCC 8 Performance Measures 8

Risks and Risk Management 9 Political Risk 9 Revenue Risk 9 Staffing Risk 9 Market Impact Analysis 9

Next Steps 10 Public Hearing 10 Approval 10

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Page 56 of 150 Forecasted Timelines 10 Executive Summary From 2008 to 2016, twelve municipalities supported the operations of the Onoway Medical Clinic by providing an annual $76,000 cash subsidy to the clinic’s operator. Concerns about the sustainability of a permanent and growing subsidy led these municipal partners to consider alternative funding structures. A business case was developed that suggested the Clinic could be operated for profit without a municipal subsidy, and in January 2017, six municipal partners (the Town of Onoway; Lac Ste. Anne County; and the Summer Villages of Ross Haven, West Cove, Silver Sands and Val Quentin) assumed operations of the Onoway Regional Medical Clinic (ORMC). The initial commitment was for a two-year trial to prove a business case for a medical clinic in Onoway operated without subsidy. The results of this trial have been nothing short of remarkable. At the end of the two-year mark, ORMC was operating with a small profit, which was reinvested into the facility. The clinic exceeded revenue projections by 11% in 2017 and 15% in 2018.

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Page 57 of 150 Mandate

Scope of Service The ORMC MCC is being established to operate the medical clinic located in Onoway and work to grow the access and variety of medical services available to area residents within Lac Ste. Anne County and the municipalities within its boundaries. This will allow local families to grow healthy and strong and provide the services required for our elders to age within the communities they built.

Service Delivery Area The ORMC MCC will undertake to provide medical services within Lac Ste. Anne County and the municipalities within its boundaries.

Vision That the Lac Ste. Anne County region have the access to a wide variety of medical services within their local community.

Mission The mission of the ORMC MCC is to provide access to a growing variety of medical services within the local community in a financially sustainable way, free of the burden of subsidy from local governments.

Principles In all it does, the ORMC MCC will:

• Deliver excellence in local family healthcare.

• Serve patients as individuals and honoring their humanity.

• Provide a team commitment to respect, communication and diversity.

• Lead our community in advocating for physicians and healthcare workers and the expansion of services within our community.

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Page 58 of 150 Governance

Municipally Controlled Corporation The ORMC will be established as a Municipally Controlled Corporation (MCC) under the Municipal Government Act (MGA). A MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. As a separate legal entity a MCC can pursue its goals from a perspective not always available to a municipality, including profit considerations. The MGA requires that the profits of an MCC are either reinvested in the MCC or used to the benefit of the residents of the municipality(ies) which control it.

Shareholders The ORMC MCC will be established based on the Municipal Pre-Incorporation Agreement used by the partner municipalities to assume control of the medical clinic in 2017. A decision made to establish a business case for an Onoway Medical Clinic to successfully operate without subsidy from regional municipalities. The Shareholdings of the partnership will continue as:

Lac Ste. Anne County 82.5%

Town of Onoway 11.3%

Summer Village of Ross Haven 1.5%

Summer Village of West Cove 1.3%

Summer Village of Silver Sands 1.7%

Summer Village of Val Quentin 1.7%

Board structure The ORMC MCC Board will consist of three (3) Directors. The Directors will consist of one appointed from Lac Ste. Anne County, one from the Town of Onoway and one representing the Summer Villages of Ross Haven, West Cove, Silver Sands and Val Quentin. The Director appointed by Lac Ste. Anne County will serve as Board Chair.

Voting Each board member will have shareholder voting proportionate to the shareholdings of the member municipality(ies) they represent.

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Page 59 of 150 Dissolution Although there is currently no expectation that the ORMC MCC will need to consider dissolution or conclude their operations, the corporate foundation will outline the provisions for that possibility. If the ORMC ever needs to be ever does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to municipal partners in proportion to their shareholdings in the corporation.

Impact of Control Controlling the ORMC MCC is not expected to impact any of the participating municipality’s financial viability.

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Page 60 of 150 Financial Strategy ORMC’s 2-year results and the ORMC MCC’s 5-year budget demonstrate that ORMC MCC will not be dependant on the participating municipalities for its ongoing operations.

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Page 61 of 150 Costs Relating to Establishing the MCC The are not expected to be any cost to the participating municipalities related to the establishment of the ORMC MCC.

5-Year Budget The budget incorporates the provision of an expanded medical facility by Lac Ste. Anne County’s MCC, Legacy Municipal Land Corporation. The facility lease payments and the loan to fully equip the facility are included beginning in 2020. The Budget accounts for additional staffing as service at the clinic increase and adjustments to various supplies and services required in a larger facility. The five year projection for ORMC MCC operations suggest a return to profit in 2022, as physician overhead payment rise and accumulated surplus of over $90,000 to be reinvested in the clinic, likely in the form of equipment purchases to expand services.

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Page 62 of 150 Municipal Assets to be Transferred to the MCC The assets purchased in 2017, by the partner municipalities will be transferred to the ORMC MCC. The assets include computers, printer, medical instruments, medical equipment, office equipment and furniture with a total value estimated at $15,000.

Performance Measures If the ORMC MCC is successful, it’s work will impact the communities in which it works. At the highest level, the ORMC MCC will strive to achieve the following outcomes:

● Communities with a growing variety of medical services available to area residents . ● The senior community will find local medical services allowing them to better age in place.

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Page 63 of 150 Risks and Risk Management The following potential risks in controlling the ORMC MCC have been identified and considered:

Revenue Risk The ORMC MCC is dependant on physician overhead payments to maintain ongoing operations and uncertainties in the participation rate of residents is perhaps the greatest risk. From the business case developed over the last two years of operations it has been observed that our reach stretches well beyond the local community to other urban centres where few physicians accept new patients. To manage this risk the ORMC MCC will continue to focus on the growth of both the local and regional patient base, leveraging our strength such as location and access to physicians.

Staffing Risk The ORMC operates with a small staff of both physicians and administrative staff. Staffing changes of any kind would greatly affect revenue and potentially the operations of the clinic. The ORMC MCC will retain strong connection with Alberta Health Services for support in physician recruitment and take on casual administration staff for relief coverage. Additionally, the ORMC MCC will retain and rely on Lac Ste. Anne County for management and administrative services. If the County was no longer able to provide these services, it would be difficult to find a private provider that would be able to match the current cost.

Market Impact Analysis A Market Impact Analysis is not required as there are no other providers of general physician based healthcare in the region.

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Page 64 of 150 Next Steps

Public Hearing A public hearing, where individuals or groups may present comments to partner municipalities of the ORMC initiative on the establishment of the ORMC MCC is scheduled for 10:00am on May 1, 2019.

Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that County Council will vote on a resolution establishing the ORMC MCC in late June of 2019, to provide the other municipal partners the opportunity to hold their public hearings.

Forecasted Timelines Key Activities Estimated Completion Date Initial Direction Motions and Schedule Public February 13, 2019 Hearings

Creation of the Business Plans March 25, 2019 Unanimous Shareholder Agreements Produce 10 year Operating & Capital Budgets

Disclosure of Public Hearing Documents April 1, 2019

Public Hearings May 1, 2019

Motion to authorize the Municipality to control June 27, 2019 the MCC

Notification to the Minister of the motion to June 28, 2019 authorize the Municipality to control the MCC Council will adopt the Unanimous Shareholder July 2019 Agreement Council will appoint MCC Board Members All other incorporation documents will be adopted and filed

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Page 65 of 150 Page 66 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Business Plan for Municipally Controlled Corporation - Legacy MLC

PREPARATION DETAILS Department Of: Corporate Services Proposed Actions: Action Item

RECOMMENDATION: that County Council accept the business plan for Legacy MCL a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Legacy MCL be scheduled for 10:00 am on May 1, 2019.

SUMMARY/BACKGROUND:

Page 67 of 150 may present significant benefit to our communities, but where the economic benefit of these projects is not great enough to attract private investment. Legacy Municipal Land Corporation (Legacy MLC) will use innovative community wealth- building strategies to develop place-based assets that may otherwise experience prohibitive barriers to locating in the region.

Legacy MLC’s initial project will be the construction of a facility for the expansion of the Onoway Regional Medical Clinic (ORMC). The ORMC, a general family medical clinic operating in Onoway, AB, has been operating successfully without subsidy since January 1, 2017, when a regional partnership of six municipalities purchased the clinic from the previous operator. The project will be funded by a loan from Lac Ste. Anne County to Legacy MLC, which will be repaid from lease payments made by the ORMC to Legacy MLC. The proceeds from this initial project will provide for the operational costs of Legacy MLC for the duration of the loan and allow Legacy MLC to build a project fund of more than $60,000. The proceeds of Legacy MLC projects will be reinvested into future projects undertaken by the MCC.

As Legacy MCL moves forward with this initial project and the many projects it will undertake in the future, the County and its residents will benefit from the strengthened foothold of Community Economic Development in our region to help families benefit from local jobs, quality services and homes to enable the continued development of our thriving communities.

OPTIONS:

1 - that County Council accept the business plan for Legacy MCL a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Legacy MCL be scheduled for 10:00 am on May 1, 2019.

2 - that County Council accept the business plan for Legacy MCL a Municipally Controlled Corporation for information and direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

Page 68 of 150

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Legacy MCL be scheduled for __:__ on ______, 2019.

3 - that County Council accept the business plan for Legacy MCL a Municipally Controlled Corporation with the following amendments for information:

And further direct Administration to disclose the document to the public as required by the Municipally Controlled Corporation Regulation (AR 112/2018).

And further, that a Public Hearing to hear feedback regarding the creation of a Municipally Controlled Corporation - Legacy MCL be scheduled for __:__ on ______, 2019.

PREPARED BY: Robert Osmond

ATTACHMENTS: Dev Corp MCC Business Plan (Final Unbranded Text) LegacyMLC Branding_V1 LegacyMLC_Branding V2 LegacyMLC_Branding V3

Page 69 of 150 Lac Ste. Anne County Legacy Municipal Land Corporation Municipally Controlled Corporation Business Plan

March 2019

Page 70 of 150 Contents Executive Summary 3 Mandate 4 Scope of Service 4 Service Delivery Area 4 Vision 4 Mission 4 Principles 5 Governance 6 Municipally Controlled Corporation 6 Shareholders 6 Board structure 6 Voting 6 Dissolution 6 Impact of Control 6 Financial Strategy 7 5-Year Budget 7 Costs Relating to Establishing the MCC 8 Municipal Assets to be Transferred to the MCC 8 Initial Project – ORMC Facility 8 Performance Measures 8 Risks and Risk Management 9 Political Risk 9 Revenue Risk 9 Cashflow Risk 9 Staffing Risk 10 Market Impact Analysis 10 Next Steps 11 Public Hearing 11 Approval 11 Forecasted Timelines 11

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Page 71 of 150 Executive Summary Commercial and residential real estate development, property management and infrastructure advancement projects that bring significant benefit to regional communities and residents may not always be seen by the private development sector as having sufficient return on investment and fail to actualize in our communities. Recognizing this economic barrier, Lac Ste. Anne County has decided to establish a Municipally Controlled Corporation (MCC) to provide property development and facility management services for community-focused projects that may present significant benefit to our communities, but where the economic benefit of these projects is not great enough to attract private investment. Legacy Municipal Land Corporation (Legacy MLC) will use innovative community wealth- building strategies to develop place-based assets that may otherwise experience prohibitive barriers to locating in the region.

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Page 72 of 150 Mandate

Scope of Service Legacy Municipal Land Corporation (Legacy MLC) will use community wealth-building strategies to develop place-based assets that may otherwise experience prohibitive barriers to locating in the region. Legacy MLC will use a wide range of innovative entrepreneurial approaches to commercial and residential real estate development, property management and infrastructure advancement, to achieve outcomes beneficial to the needs and desires of residents and partners within a given community.

Service Delivery Area Legacy MLC will undertake projects within Lac Ste. Anne County and the municipalities within its boundaries.

Vision That the Lac Ste. Anne County region have the capacity to build stable housing, create employment, and further the economic and social development within our communities.

Mission The mission of Legacy MLC is to strengthen the foothold of Community Economic Development in our region to help families benefit from local jobs, quality services and homes to enable the continued development of our thriving communities.

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Page 73 of 150 Principles In all it does, Legacy MLC will:

• Use a community economic development approach to grow communities at the local level.

• Deliver products aligned with community needs and priorities.

• Create benefits that accrue to all members of the communities it serves.

• Concentrate resources within a defined geographic area to achieve maximum impact.

• Be nimble, entrepreneurial and solution-oriented.

• Activate new partnerships and forms of collaboration as it works to encourage development.

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Page 74 of 150 Governance

Municipally Controlled Corporation Legacy MLC will be established as a Municipally Controlled Company (MCC) under the Municipal Government Act (MGA). An MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. As a separate legal entity an MCC can pursue business venture from a perspective that is not always available to a municipality, including profit considerations. The MGA requires that the profits of an MCC are either reinvested into the MCC or used to the benefit of the residents of the municipality(ies) which control it.

Shareholders Lac Ste. Anne County will be the single shareholder in Legacy MLC.

Board structure The Legacy MLC Board will consist of seven Directors. The elected members of Lac Ste. Anne County Council will be appointed as the Directors on the Legacy MLC Board. The Reeve will serve as Board Chair.

Voting Each board member will have one equal share of voting strength and decisions will be made by majority.

Dissolution Although there is currently no expectation that Lac Ste. Anne County will need to consider dissolution or conclude the operations of Legacy MLC, the corporate foundation will outline the provisions for that possibility. If Legacy MLC ever does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to Lac Ste. Anne County as the single shareholder in the corporation.

Impact of Control Controlling the Legacy MLC is not expected to impact Lac Ste. Anne County’s financial viability.

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Page 75 of 150 Financial Strategy Legacy MLC’s 5-year budget demonstrates that Legacy MLC will not be dependant on Lac Ste. Anne County for its ongoing operations. 5-Year Budget The reinvestment of the proceeds of the individual projects undertaken by Legacy MLC will be the key to its financial success. Overtime the Legacy MLC will build financial capacity and momentum to take on larger and more numerous projects capitalizing on its own success to do more for the benefit of our residents.

As illustrated in the five-year budget, Legacy MLC’s initial project (ORMC Facility) will provide sufficient revenues to generate a profit beginning in the second year. This single project is capable of supporting Legacy MLC’s operations for the full 25 years of the project repayment and at the end will leave Legacy MLC with a project fund of more than $60,000. Of course, long before that time Legacy MLC will undertake additional projects reinvesting the proceeds of its operations back into communities growing on our previous success.

The following demonstrates Legacy MLC will not be dependent on the County for its ongoing operations:

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Page 76 of 150 Costs Relating to Establishing the MCC The are not expected to be any cost to Lac Ste. Anne County related to the establishment of the ORMC MCC.

Municipal Assets to be Transferred to the MCC There are no plans to transfer municipal assets to Legacy MLC.

Initial Project – ORMC Facility The initial project of Legacy MLC will be the construction of a facility for the expansion of the Onoway Regional Medical Clinic (ORMC). The ORMC, a general family medical clinic operating in Onoway, AB, has been operating successfully without subsidy since January 1, 2017, when a partnership of six municipalities in the region purchased the clinic from the previous operator. However, to expand the medical services available in the community and retain an additional physician the clinic is seeking a new facility.

Legacy MLC will receive a loan from Lac Ste. Anne County (LSAC) for the construction of the new facility. Once completed the ORMC will lease the facility from Legacy MLC at a rate 2% greater than the interest rate provided on the loan from LSAC. The difference between the interest rate will provide for the operational costs of Legacy MLC for the duration of the loan and allow Legacy MLC to build a project fund of more than $60,000.

Performance Measures If Legacy Municipal Land Corporation is successful, it’s work will impact the communities in which it works. At the highest level, Legacy MLC will strive to achieve the following outcomes:

● Communities will benefit from increased availability of services provided locally, from both Legacy MLC projects and economic development arising from the barrier free environment created by our projects. ● Communities will benefit from these thriving businesses that provide vital community services and employ residents.

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Page 77 of 150 Risks and Risk Management The following potential risks in controlling the Legacy MLC have been identified and considered:

Political Risk Legacy MLC relies on community support and engagement to ensure the success of its projects. Delays associated with consultation process or a lack of interest from potential communities could impact organizational timelines and operating budgets. Additionally, there may be pressure from communities to locate in their area for political or perception reasons.

Revenue Risk Legacy MLC will be working in communities that offer little, if any, private investment and market activity. Uncertainties regarding yields, rent levels, sales price levels, inflation and interest rate levels, absorption, demand and supply could impact the financial performance of projects.

Cashflow Risk Legacy MLC is undertaking a Community Economic Development approach that prioritizes obtaining earned revenue to offset the cost of its activities. In the short term, cash flow may be insufficient to meet required payments of principal and interest, and to pay operating expenses.

Lac Ste. Anne County will provide the initial loan for the initial project of Legacy MLC. Cashflow capacities will be gained through the collection of lease payments from the ORMC and the repayment of the loan to the County. Legacy MLC will not be dependent on the County for its ongoing operations, however the County may provide similar access to capital to support additional projects. Legacy MLC will also consider Private Public Partnerships (P3) funding opportunities.

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Page 78 of 150 Staffing Risk Legacy MLC will be relying heavily on the staffing support provided by Lac Ste. Anne County. At least initially the MCC will be staff primarily by County staff balancing Legacy MLC efforts with the requirements of their employment with the County. The County may need to balance the demands of other strategic planning initiatives and the objectives pursued by Legacy MLC.

Market Impact Analysis A Market Impact Analysis is not required as LEgacy MLC will be pursuing only projects where the return on investment is too low to attract private developers and capital investment.

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Page 79 of 150 Next Steps

Public Hearing A public hearing, where individuals or groups may present comments to Lac Ste. Anne County Council on the establishment of Legacy MLC is scheduled for 10:00am on May 1, 2019.

Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that Lac Ste. Anne County Council will vote on a resolution establishing Legacy MLC in mid-May. Construction on the initial Legacy MLC project will likely start within a few weeks of Legacy MLC establishment.

Forecasted Timelines Key Activities Estimated Completion Estimated Date (Fast Track) Completion Date (Contingency) Initial Direction Motions and Schedule Public February 13, 2019 February 13, 2019 Hearings

Begin Building Design February 14, 2019 February 14, 2019

Proposal Call February 25, 2019 February 25, 2019

First Reading of Long-Term Borrowing Bylaw February 28, 2019 February 28, 2019 First Reading of MCC Loan Bylaw

Advertisement of Bylaws March 11 and 18, March 11 and 18, 2019 2019 Select Architect March 11, 2019 March 18, 2019

Creation of the Business Plans March 25, 2019 March 25, 2019 Unanimous Shareholder Agreements Produce 10 year Operating & Capital Budgets

Disclosure of Public Hearing Documents April 1, 2019 April 1, 2019

Public Hearing May 1, 2019 May 1, 2019 Final Readings on Bylaws

Motion to authorize the Municipality to May 9, 2019 May 9, 2019 control the MCC

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Page 80 of 150 Council will adopt the Unanimous Shareholder Agreement Council will appoint MCC Board Members All other incorporation documents will be adopted and filed

Notification to the Minister of the motion to May 10, 2019 May 10, 2019 authorize the Municipality to control the MCC

Building Design Complete May 10, 2019 June 17, 2019 Tender Construction

Award Building Construction May 30, 2019 July 15, 2019

Construction Begins June 12, 2019 August 1, 2019

Building Occupancy November 5, 2019 August 14, 2020

Grand Opening November 12, 2019 September 1, 2020

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Page 81 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Page 82 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Executive Summary...... 3 Mandate...... 4 Scope of Services...... 4 Service Delivery Area...... 4 Vision...... 4 Mission...... 4 Principles...... 4 Governance...... 5 Municipally Controlled Corporation...... 5 Shareholders...... 5 Board Structure...... 5 Voting...... 5 Dissolution...... 5 Financial Strategy...... 6 5-Year Budget...... 6 Performance Measures...... 7 Risks and Risk Management...... 8 Political Risk...... 8 Revenue Risk...... 8 Staffing Risk...... 8 Next Steps...... 9 Public Hearing...... 9 Approval...... 9 Forecasted Timelines...... 9

Page 83 of 150 EXECUTIVE SUMMARY

Commercial and residential real estate development, property management and infrastructure advancement projects that bring significant benefit to regional communities and residents may not always be seen by the private development sector as having sufficient return on investment, and thus fail to actualize in our communities. Recognizing this economic barrier, Lac Ste. Anne County has decided to establish a Municipally Controlled Corporation (MCC) to provide property development and facility management services for community-focused projects that may present significant benefit to our communities, but where the economic benefit of these projects is not great enough to attract private investment. Legacy Municipal Land Corporation (Legacy MLC) will use innovative community wealth-building strategies to develop place-based assets that may otherwise experience prohibitive barriers to locating in the region.

As Legacy MLC moves forward with this initial project and the many projects it will undertake in the future, the County and its residents will benefit from the strengthened foothold of Community Economic Development in our region to help families benefit from local jobs, quality services and homes to enable the continued development of our thriving communities.

Municipally Controlled Corporation Business Plan .3

Page 84 of 150 MANDATE

Although the single-minded focus of Legacy MLC will be to undertake projects to allow the County to overcome some of the roadblocks and barriers to the development of new services in our communities, the scope of potential projects will be very broad. Ultimately, projects may be identified as financially practical that include daycare facilities, seniors and low-income housing, commercial/industrial land development, recreation or community facilities or internet and telecommunications projects. The possibilities for advancement within our communities will only be limited by the limits of entrepreneurial innovation. Service Delivery Area Legacy MLC will undertake projects within Lac Ste. Anne County and the municipalities within its boundaries. Vision That the Lac Ste. Anne County region have the capacity to build stable housing, create employment, and further the economic and social development within our communities. Mission The mission of Legacy MLC is to strengthen the foothold of Community Economic Development in our region to help families benefit from local jobs, quality services and homes to enable the continued development of our thriving communities. Principles In all it does, Legacy MLC will:

• Use a Community Economic Development approach to grow communities at the local level.

• Deliver products aligned with community needs and priorities.

• Create benefits that accrue to all members of the communities it serves.

• Concentrate resources within a defined geographic area to achieve maximum impact.

• Be nimble, entrepreneurial and solution-oriented.

• Activate new partnerships and forms of collaboration as it works to encourage development.

Municipally Controlled Corporation Business Plan .4

Page 85 of 150 GOVERNANCE

Municipally Controlled Corporation Legacy MLC will be established as a Municipally Controlled Corporation (MCC) under the Municipal Government Act (MGA). An MCC is a For-Profit Corporation established to provide services and benefits to residents of the municipality, where a municipality holds the majority control of appointing directors. As a separate legal entity, an MCC can pursue business ventures from a perspective that is not always available to a municipality, including profit considerations. The MGA requires that the profits of an MCC are either reinvested into the MCC or used to the benefit of the residents of the municipality(ies) which control it. Shareholders Lac Ste. Anne County will be the single shareholder in Legacy MLC. Board structure The Legacy MLC Board will consist of seven Directors. The elected members of Lac Ste. Anne County Council will be appointed as the Directors on the Legacy MLC Board. The Reeve will serve as Board Chair.

The Lac Ste. Anne County Chief Administrative Officer, or another officer of Lac Ste. Anne County delegated the responsibility, will fill the role of Executive Director. The Executive Director will not be a voting board member, but function as an advisor to the Board and assist in the work of Legacy MLC. Voting Each board member will have one equal share of voting strength and decisions will be made by majority. Dissolution Although there is currently no expectation that Lac Ste. Anne County will need to consider dissolution or conclude the operations of Legacy MLC, the corporate foundation will outline the provisions for that possibility. If Legacy MLC does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to Lac Ste. Anne County as the single shareholder in the corporation.

Municipally Controlled Corporation Business Plan .5

Page 86 of 150 FINANCIAL STRATEGY

5-Year Budget The reinvestment of the proceeds of the individual projects undertaken by Legacy MLC will be the key to its financial success. Over time, the Legacy MLC will build financial capacity and momentum to take on larger and more numerous projects capitalizing on its own success to do more for the benefit of our residents.

LEGACY MLC 5-Year Budget (2019-2023) UPDATED: FEB 21, 2019 2019 Budget 2020 Budget 2021 Budget 2022 Budget 2023 Budget

ORMC Facility Loan Revenue $ 1,000,000.00 $ - $ - $ - $ - ORMC Facility Lease Payments $ $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Total Revenue $ 1,000,000.00 $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Administrative Support $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 Business Insurance $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 Audit Services $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 Office Supplies $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 Other $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00

ORMC Facility Construction $ 1,000,000.00 $ - $ - $ - $ - ORMC Facility Loan Repayment $ - $ 58,300.00 $ 58,300.00 $ 58,300.00 $ 58,300.00 Total Expenses $ 1,010,500.00 $ 68,800.00 $ 68,800.00 $ 68,800.00 $ 68,800.00

Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Opening Reserve Balance $ - $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Closing Reserve Balance $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) $ 1,300.00

Municipally Controlled Corporation Business Plan .6

Page 87 of 150 .Initial Project – ORMC Facility

The initial project of Legacy MLC will be the construction of a facility for the expansion of the Onoway Regional Medical Clinic (ORMC). ORMC, a general family medical clinic operating in Onoway, Alberta, has been operating successfully without subsidy since January 1, 2017, when a partnership of six municipalities in the region purchased the clinic from the previous operator. However, to expand the medical services available in the community and retain an additional physician, the clinic is seeking a new facility.

Legacy MLC will receive a loan from Lac Ste. Anne County (LSAC) for the construction of the new facility. Once completed, ORMC will lease the facility from Legacy MLC at a rate 2% greater than the interest rate provided on the loan from LSAC. The difference between the interest rate will provide for the operational costs of Legacy MLC for the duration of the loan and allow Legacy MLC to build a project fund of more than $60,000. Performance Measures If Legacy Municipal Land Corporation is successful, its work will impact the communities in which it works. At the highest level, Legacy MLC will strive to achieve the following outcomes:

• Communities will benefit from increased availability of services provided locally, from both Legacy MLC projects and economic development arising from the barrier free environment created by our projects.

• Communities will benefit from these thriving businesses that provide vital community services and employ residents.

Municipally Controlled Corporation Business Plan .7

Page 88 of 150 RISKS AND RISK MANAGEMENT

These risks will be addressed by ensuring that communication with our community partners remains a priority. Additionally, Legacy MLC will leverage the intermunicipal and local community relationships of Lac Ste. Anne County Council to help the public understand the financial and business minded decisions Legacy MLC will pursue. Revenue Risk Legacy MLC will be working in communities that offer little, if any, private investment and market activity. Uncertainties regarding yields, rent levels, sales price levels, inflation and interest rate levels, absorption, demand and supply could impact the financial performance of projects.

In addition to engaging in market research, revenue risks will be mitigated by focusing on participation in projects with the highest level of certainty. For example, the six municipalities that operate ORMC have made a financial commitment to the continued operation of a medical facility in Onoway. This commitment and the financial support of the partner municipalities greatly reduced the risk of default in a project of this nature. Cashflow Risk Legacy MLC is undertaking a Community Economic Development approach that prioritizes obtaining earned revenue to offset the cost of its activities. In the short term, cash flow may be insufficient to meet required payments of principal and interest, and to pay operating expenses.

Lac Ste. Anne County will provide the initial loan and cashflow capacities required to launch this initiative. Additional financing assistance could be made available from the County to fund additional projects and Legacy MLC will also consider Private Public Partnerships (P3) funding opportunities. Staffing Risk Legacy MLC will be relying heavily on the staffing support provided by Lac Ste. Anne County. At least initially, the MCC will be staffed primarily by County staff, balancing Legacy MLC efforts with the requirements of their employment with the County. The County may need to balance the demands of other strategic planning initiatives and the objectives pursued by Legacy MLC.

Municipally Controlled Corporation Business Plan .8

Page 89 of 150 NEXT STEPS Public Hearing A public hearing, where individuals or groups may present comments to Lac Ste. Anne County Council on the establishment of Legacy MLC is scheduled for 10:00 am on May 1, 2019. Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that Lac Ste. Anne County Council will vote on a resolution establishing Legacy MLC. Construction on the initial Legacy MLC project will likely start within a few weeks of Legacy MLC establishment.

Forecasted Timelines Estimated Completion Estimated Completion Key Activities Date (Fast Track) Date (Contingency) • Initial Direction Motions and Schedule Public Hearings February 13, 2019 February 13, 2019 • Begin Building Design February 14, 2019 February 14, 2019 • Proposal Call February 25, 2019 February 25, 2019 • First Reading of Long-Term Borrowing Bylaw February 28, 2019 February 28, 2019 • First Reading of MCC Loan Bylaw • Advertisement of Bylaws March 11 and 18, 2019 March 11 and 18, 2019 • Select Architect March 11, 2019 March 18, 2019 • Creation of the Business Plans • Unanimous Shareholder Agreements March 25, 2019 March 25, 2019 • Produce 10 year Operating & Capital Budgets • Disclosure of Public Hearing Documents April 1, 2019 April 1, 2019 • Public Hearings • Council will adopt the Unanimous Shareholder Agreement May 1, 2019 May 1, 2019 • Council will appoint MCC Board Members • Final Readings on Bylaws • Building Design Complete May 2, 2019 June 17, 2019 • Tender Construction • Award Building Construction May 22, 2019 July 15, 2019 • Construction Begins June 5, 2019 August 1, 2019 • Building Occupancy November 5, 2019 August 14, 2020 • Grand Opening November 12, 2019 September 1, 2020

Municipally Controlled Corporation Business Plan .9

Page 90 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Page 91 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Executive Summary...... 3 Mandate...... 4 Scope of Services...... 4 Service Delivery Area...... 4 Vision...... 4 Mission...... 4 Principles...... 4 Governance...... 5 Municipally Controlled Corporation...... 5 Shareholders...... 5 Board Structure...... 5 Voting...... 5 Dissolution...... 5 Financial Strategy...... 6 5-Year Budget...... 6 Performance Measures...... 7 Risks and Risk Management...... 8 Political Risk...... 8 Revenue Risk...... 8 Staffing Risk...... 8 Next Steps...... 9 Public Hearing...... 9 Approval...... 9 Forecasted Timelines...... 9

Page 92 of 150 EXECUTIVE SUMMARY

Municipally Controlled Corporation Business Plan .3

Page 93 of 150 MANDATE

• Use a Community Economic Development approach to grow communities at the local level.

• Deliver products aligned with community needs and priorities.

• Create benefits that accrue to all members of the communities it serves.

• Concentrate resources within a defined geographic area to achieve maximum impact.

• Be nimble, entrepreneurial and solution-oriented.

• Activate new partnerships and forms of collaboration as it works to encourage development.

Municipally Controlled Corporation Business Plan .4

Page 94 of 150 GOVERNANCE

The Lac Ste. Anne County Chief Administrative Officer, or another officer of Lac Ste. Anne County delegated the responsibility, will fill the role of Executive Director. The Executive Director will not be a voting board member, but function as an advisor to the Board and assist in the work of Legacy MLC. Voting Each board member will have one equal share of voting strength and decisions will be made by majority. Dissolution Although there is currently no expectation that Lac Ste. Anne County will need to consider dissolution or conclude the operations of Legacy MLC, the corporate foundation will outline the provisions for that possibility. If Legacy MLC does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to Lac Ste. Anne County as the single shareholder in the corporation.

Municipally Controlled Corporation Business Plan .5

Page 95 of 150 FINANCIAL STRATEGY

LEGACY MLC 5-Year Budget (2019-2023) UPDATED: FEB 21, 2019 2019 Budget 2020 Budget 2021 Budget 2022 Budget 2023 Budget

ORMC Facility Loan Revenue $ 1,000,000.00 $ - $ - $ - $ - ORMC Facility Lease Payments $ $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Total Revenue $ 1,000,000.00 $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Opening Reserve Balance $ - $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Closing Reserve Balance $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) $ 1,300.00

Municipally Controlled Corporation Business Plan .6

Page 96 of 150 .Initial Project – ORMC Facility

• Communities will benefit from these thriving businesses that provide vital community services and employ residents.

Municipally Controlled Corporation Business Plan .7

Page 97 of 150 RISKS AND RISK MANAGEMENT

Municipally Controlled Corporation Business Plan .8

Page 98 of 150 NEXT STEPS Public Hearing A public hearing, where individuals or groups may present comments to Lac Ste. Anne County Council on the establishment of Legacy MLC is scheduled for 10:00 am on May 1, 2019. Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that Lac Ste. Anne County Council will vote on a resolution establishing Legacy MLC. Construction on the initial Legacy MLC project will likely start within a few weeks of Legacy MLC establishment.

Forecasted Timelines Estimated Completion Estimated Completion Key Activities Date (Fast Track) Date (Contingency) • Initial Direction Motions and Schedule Public Hearings February 13, 2019 February 13, 2019 • Begin Building Design February 14, 2019 February 14, 2019 • Proposal Call February 25, 2019 February 25, 2019 • First Reading of Long-Term Borrowing Bylaw February 28, 2019 February 28, 2019 • First Reading of MCC Loan Bylaw • Advertisement of Bylaws March 11 and 18, 2019 March 11 and 18, 2019 • Select Architect March 11, 2019 March 18, 2019 • Creation of the Business Plans • Unanimous Shareholder Agreements March 25, 2019 March 25, 2019 • Produce 10 year Operating & Capital Budgets • Disclosure of Public Hearing Documents April 1, 2019 April 1, 2019 • Public Hearings • Council will adopt the Unanimous Shareholder Agreement May 1, 2019 May 1, 2019 • Council will appoint MCC Board Members • Final Readings on Bylaws • Building Design Complete May 2, 2019 June 17, 2019 • Tender Construction • Award Building Construction May 22, 2019 July 15, 2019 • Construction Begins June 5, 2019 August 1, 2019 • Building Occupancy November 5, 2019 August 14, 2020 • Grand Opening November 12, 2019 September 1, 2020

Municipally Controlled Corporation Business Plan .9

Page 99 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Page 100 of 150 LAC STE. ANNE COUNTY LEGACY MUNICIPAL LAND CORPORATION Municipally Controlled Corporation Business Plan March 2019

Executive Summary...... 3 Mandate...... 4 Scope of Services...... 4 Service Delivery Area...... 4 Vision...... 4 Mission...... 4 Principles...... 4 Governance...... 5 Municipally Controlled Corporation...... 5 Shareholders...... 5 Board Structure...... 5 Voting...... 5 Dissolution...... 5 Financial Strategy...... 6 5-Year Budget...... 6 Performance Measures...... 7 Risks and Risk Management...... 8 Political Risk...... 8 Revenue Risk...... 8 Staffing Risk...... 8 Next Steps...... 9 Public Hearing...... 9 Approval...... 9 Forecasted Timelines...... 9

Page 101 of 150 EXECUTIVE SUMMARY

Municipally Controlled Corporation Business Plan .3

Page 102 of 150 MANDATE

• Use a Community Economic Development approach to grow communities at the local level.

• Deliver products aligned with community needs and priorities.

• Create benefits that accrue to all members of the communities it serves.

• Concentrate resources within a defined geographic area to achieve maximum impact.

• Be nimble, entrepreneurial and solution-oriented.

• Activate new partnerships and forms of collaboration as it works to encourage development.

Municipally Controlled Corporation Business Plan .4

Page 103 of 150 GOVERNANCE

The Lac Ste. Anne County Chief Administrative Officer, or another officer of Lac Ste. Anne County delegated the responsibility, will fill the role of Executive Director. The Executive Director will not be a voting board member, but function as an advisor to the Board and assist in the work of Legacy MLC. Voting Each board member will have one equal share of voting strength and decisions will be made by majority. Dissolution Although there is currently no expectation that Lac Ste. Anne County will need to consider dissolution or conclude the operations of Legacy MLC, the corporate foundation will outline the provisions for that possibility. If Legacy MLC does face dissolution or conclusion of its operations, the assets and any ongoing revenue streams would be returned to Lac Ste. Anne County as the single shareholder in the corporation.

Municipally Controlled Corporation Business Plan .5

Page 104 of 150 FINANCIAL STRATEGY

LEGACY MLC 5-Year Budget (2019-2023) UPDATED: FEB 21, 2019 2019 Budget 2020 Budget 2021 Budget 2022 Budget 2023 Budget

ORMC Facility Loan Revenue $ 1,000,000.00 $ - $ - $ - $ - ORMC Facility Lease Payments $ $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Total Revenue $ 1,000,000.00 $ 71,750.00 $ 71,750.00 $ 71,750.00 $ 71,750.00

Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Opening Reserve Balance $ - $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) Net Income (Deficit) $ (10,500.00) $ 2,950.00 $ 2,950.00 $ 2,950.00 $ 2,950.00

Closing Reserve Balance $ (10,500.00) $ (7,550.00) $ (4,600.00) $ (1,650.00) $ 1,300.00

Municipally Controlled Corporation Business Plan .6

Page 105 of 150 .Initial Project – ORMC Facility

• Communities will benefit from these thriving businesses that provide vital community services and employ residents.

Municipally Controlled Corporation Business Plan .7

Page 106 of 150 RISKS AND RISK MANAGEMENT

Municipally Controlled Corporation Business Plan .8

Page 107 of 150 NEXT STEPS Public Hearing A public hearing, where individuals or groups may present comments to Lac Ste. Anne County Council on the establishment of Legacy MLC is scheduled for 10:00 am on May 1, 2019. Approval Following the conclusion of the public hearing on May 1, 2019, it is expected that Lac Ste. Anne County Council will vote on a resolution establishing Legacy MLC. Construction on the initial Legacy MLC project will likely start within a few weeks of Legacy MLC establishment.

Forecasted Timelines Estimated Completion Estimated Completion Key Activities Date (Fast Track) Date (Contingency) • Initial Direction Motions and Schedule Public Hearings February 13, 2019 February 13, 2019 • Begin Building Design February 14, 2019 February 14, 2019 • Proposal Call February 25, 2019 February 25, 2019 • First Reading of Long-Term Borrowing Bylaw February 28, 2019 February 28, 2019 • First Reading of MCC Loan Bylaw • Advertisement of Bylaws March 11 and 18, 2019 March 11 and 18, 2019 • Select Architect March 11, 2019 March 18, 2019 • Creation of the Business Plans • Unanimous Shareholder Agreements March 25, 2019 March 25, 2019 • Produce 10 year Operating & Capital Budgets • Disclosure of Public Hearing Documents April 1, 2019 April 1, 2019 • Public Hearings • Council will adopt the Unanimous Shareholder Agreement May 1, 2019 May 1, 2019 • Council will appoint MCC Board Members • Final Readings on Bylaws • Building Design Complete May 2, 2019 June 17, 2019 • Tender Construction • Award Building Construction May 22, 2019 July 15, 2019 • Construction Begins June 5, 2019 August 1, 2019 • Building Occupancy November 5, 2019 August 14, 2020 • Grand Opening November 12, 2019 September 1, 2020

Municipally Controlled Corporation Business Plan .9

Page 108 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Letter Regarding Speed Limit Amendment - Highway 33 - Rich Valley School

PREPARATION DETAILS Department Of: County Manager Proposed Actions: Accept for Information

RECOMMENDATION: that County Council receives the letter dated March 15, 2019, from Paula Campbell, P. Eng, Operations Manager with Alberta Transportation regarding the speed limit amendment on Highway 33 - Rich Valley School, for information, and further directs Administration to sign the letter in support of the initiative and return to Alberta Transportation as requested.

SUMMARY/BACKGROUND:

For several years ratepayers have been seeking clarification, the County had requested additional information from Alberta Transportation as far back as 2016. Alberta Transportation has completed a speed limit assessment on Highway 33 within the vicinity of the intersection of Township Road 564 and Rich Valley School due to safety concerns regarding near misses.

OPTIONS: that County Council receives the letter dated March 15, 2019, from Paula Campbell, P. Eng, Operations Manager with Alberta Transportation regarding the speed limit amendment on Highway 33 - Rich Valley School, for information, and further directs Administration to sign the letter in support of the initiative and return to Alberta

Page 109 of 150 Transportation as requested. that County Council receives the letter dated March 15, 2019, from Paula Campbell, P. Eng, Operations Manager with Alberta Transportation regarding the speed limit amendment on Highway 33 - Rich Valley School, for information.

PREPARED BY: Stacey Wagner

ATTACHMENTS: Correspondence -Hwy 33 - Rich Valley - Speed Review Package

Page 110 of 150 Page 111 of 150 Page 112 of 150 TIMS Government of Alberta

Business Date: 03/15/2019

Legend Speed Limit 100 km/h Speed Limit 30 km/h Fri Mar 15 8:12:14 2019 (During Provincial School Zone Times, otherwise 100 km/h)

Page 113 of 150 TIMS Government of Alberta

Business Date: 03/15/2019

Legend Speed Limit 100 km/h Speed Limit 70 or 100 km/h Fri Mar 15 8:13:47 2019 (70 km/h on School Days from 8-430pm, otherwise 100 km/h)

Page 114 of 150 RICH VALLEY SCHOOL ANALYSIS

Background Rich Valley School is located on Highway 33:4 in the Athabasca district. The speed limit on Highway 33 next to the school is 100 km/h, except during school zone hours when it is 30 km/h. Several concerns about the speed differentials and sharp braking have been raised Rich Valley about the presence of the school zone due to School the high approach speeds. The school zone is not technically warranted, as can be seen in Appendix A, based on Alberta’s Guidelines for School and Playground Zones and Areas due to the school fencing and road classification. A school area, which would be a warning sign without a speed reduction, would be the recommended signing based on the Highway 33 department’s existing practices. However, the change from school zone to area is difficult to make as the school is unlikely to support it. Therefore, there is a need to explore other Figure 1‐ Rich Valley School on Highway 33:4 options. A spot speed study was conducted at the location and recommendations for signage changes were made based off the results.

Spot Speed Study

Spot speed data was collected over a 24 hour period on both Wednesday, June 13 and Thursday, June 14. Data was collected for both NB and SB vehicles within the school zone. Figure 1 shows the distribution of speeds during school zone and non‐school zone hours. From the results, there was very low compliance in the 30 km/h school zone at 1% and 2% respectively for NB and SB vehicles. Additionally, there was a large variance in speeds as some vehicles decelerated significantly while others continued at high speeds. This was demonstrated clearly as the 85th percentile speeds during school zone hours were 84 and 77 km/h for NB and SB vehicles respectively, which was substantially over the school zone speed of 30 km/h and substantially under the design speed of the road (likely 110 km/h). During non‐school zone hours, the 85th percentile speeds at Rich Valley School behaved more typically with values of 113 km/h and 117 km/h for NB and SB vehicles respectively. TAC’s Canadian Guidelines for Establishing Posted Speed Limits state that the 85th percentile speed for a road should only vary by +/‐ 10 km/h for roads with posted speeds of 70 km/h or less and by +/‐20 percent for roads posted 80 km/h or higher. The large difference between the posted speed and 85th percentile speed during school

Page 115 of 150 zone hours suggests that drivers feel that the 30 km/h speed limit is unreasonable. As well, this large speed differential also increases the risk of collisions.

120% 120% 100% 100% 80% 80% 60% 60% NB vehicles 40% 40% NB vehicles SB vehicles SB vehicles 20% 20% below speed or below speed 0% 0% 0 50 100 150 200 0 50 100 150 200 % o0f vehicles travelling at % of vehiclestravelling at or Speed (km/h) Speed (km/h)

Figure 1‐ (Left) Speed distribution during school zone hours of 8:00‐9:30 am, 11:30 am ‐1:30 pm and 3:00‐4:30 pm, (Right) Speed distribution outside of school zone hours

Another observation from the 24 hour data was that motorists did not seem to be familiar with the hours where school zones are in effect. Average speeds were lower during the school zone hours (8:00‐ 9:30, 11:30‐1:30 and 3:00‐4:30) but they stayed at similar levels throughout the whole school day from around 8:00 am to 5:00 pm. This is another factor that likely contributed to the speed differentials.

Recommendation 1. The 30 km/h regulatory speed signs should be removed. The spot speed study results showed that there was very low compliance to the 30 km/h school zone. It also showed that the signs created high speed differentials, which is a significant safety concern. 2. A speed limit of 70 km/h is recommended. The speed limit should be applied as 70 km/h being displayed only during school hours and a 100 km/h speed being displayed outside of school hours. After data should be collected to confirm speed compliance. This data can then be used in the future to determine if such a variable speed limit can be applied to similar school situations on Alberta provincial highways.

Page 116 of 150 School Zone/Area Warrant for Rich Valley School

INSTALLATION MAXIMUM WEIGHTING DESCRIPTION SCORE CRITERION POINT VALUE FACTOR (WF) (MPV) Elementary 1 Junior High 0.4 School Type40 40 High School 0.2 Post Secondary 0 Fully Traversable 1 Fencing 20 Partially Traversable 0.5 2 Non‐Traversable 0.1 Urban Land Use Rural Land Use Local 1 Minor Collector Local 0.75 Road Collector Collector 0.5 20 0 Classification Major Collector/ Arterial 0.25 Minor Arterial Major Arterial/ Freeway 0 Expressway Abuts Roadway 1 Property Line 10 Within 50 metres 0.5 5 Separation Further than 50 metres 0 Main Entrance/Multiple Secondary 1 Entrances School Entrance 5 0 Secondary Entrance 0.6 None 0 None or non‐school side 1 Sidewalks 5 School side 0.6 5 Both sides 0

Total Score 52

Warrant SCHOOL AREA

Page 117 of 150 Page 118 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Alberta Transportation - Nikoodi Road

PREPARATION DETAILS Department Of: Council Proposed Actions: Accept for Information

RECOMMENDATION: that County Council accept the letter from the honourable Brian Mason, Transportation Minister outlining the approval of the funding for the scoping, engineering and design work related to Nikoodi Road; as information.

PREPARED BY: Cindy Suter

ATTACHMENTS: 20190323 Alberta Transportation Nikoodi Road

Page 119 of 150 as _ ALBERTA TRAN5I’OR'I}\T[ON

O_/]1‘z‘z’oft/JrMirzi5t£7' G171/erlzz/willHarm’ Lexi:/1'1‘

- MLA, E;/mmnmr Hig/J/mzzic» Narwood

March 12, 2019

Mr. Joe Blakeman, Reeve Lac Ste. Anne County 56521 Range Road 65 PO Box 219 Sangudo, Alberta TOE 2A0 K / —()‘ Dear Mr.__B|al(=,-an: Alberta Transportation is pleased to inform you of its decision to proceed with the initial scoping, engineering and design work related to Nikoodi Road, extending through both Lac Ste. Anne County and the Alexis Nakota First Nation.

We recognize that this project is important for improving safety and access in the area, and for economic development.

The scoping, engineering, and design work for paving the entire 14 kilometers of this road is estimated at roughly $1 million. Alberta Transportation will assume these costs, and officials are in the process of preparing Terms of Reference documents to support the retention of a consultant to move the project forward.

While actual construction funds — estimated at $14 million - have not yet been approved in the current capital plan, this project is of importance to the government. We willmake every effort to secure construction funds in the next capital planning cycle.

As we move ton/vard with the rebuilding Nikoodi Road, it our intent to work closely with both the Ale ' Nakota Sioux First Nation and the County.

Sincerely,

BnaMason ,»/Minister

cc: Andre Tremblay, Deputy Minister, Alberta Transportation

320 LegislatureBuilding, 1U80ll~‘)7 r\\'cnuc, Edmonton, Alberta 'l'5K 3B6 Canada Tclcphonc780-427-2080 Fax 780~427»2022

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Page 121 of 150 Page 122 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Bridge Rehabilitation Project- Strategic Transportation Infrastructure Program (STIP)

PREPARATION DETAILS Department Of: County Manager Proposed Actions: Accept for Information

RECOMMENDATION: that County Council accept the letter from the honourable Brian Mason, Transportation Minister outlining the approval for two bridge projects, BF-08817 and BF 13733 through the Strategic Transportation Infrastructure Program (STIP) - Local Road Bridge Component; as information.

PREPARED BY: Cindy Suter

ATTACHMENTS: 20190323 Alberta Transportation Bridge Rehab Letter

Page 123 of 150 "2. v‘ _ ALBERTA TR/\N$l’ORTATl()N

O?;£‘€(f {I}!Mirzisrzw CozlernmmlHour! 1.611!/A’I'

Ml./1, Edmarz/rm— Hig/J/amlr- Noru/and

March 5, 2019 AR 75208

Mr. Joe Blakeman Reeve Lac Ste. Anne County PO Box 219 Sangudo, AB TOE 2A0

Dear Reeve Blakemanz

I am pleased to advise your council that your projects, BF 08817 - Bridge Rehabilitation and BF 13733 - Bridge Rehabiltation, will be funded underthe Strategic Transportation Infrastructure Program (STIP) - Local Road Bridge Component.

Based on your submissions/applications, Lac Ste. Anne County will receive a grant of 75 per cent of the estimated eligible project Costs for the following projects:

0 BF 08817 - Bridge Rehabilitation up to $135,000

0 BF 13733 — Bridge Rehabiltation up to $63,750

The final grant amount will be based on the actual eligible costs at the time of the project completion.

Our government has made an historic investment in hospitals, schools, roads, bridges, transit, and water infrastructure. This investment willhelp stimulate A|berta’s economic recovery and get Albertans back to work.

Alberta Transportation staff willbe in contact with your administration to formalize the funding agreement to undertake this work.

Sincerely, // , Ar Ar 1/” BrianMason Minister

320 LegislatureBuilding, l()8()0v‘)7 Avcmxc, lidmonron, Alhcrm TSK 2136 Canada Telephone780-427-2080 Fax 780-427-2022

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Page 124 of 150 ‘~ -- _'._...%,_..

Page 125 of 150 Page 126 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Coalition of Canadian Municipalities for Energy Action

PREPARATION DETAILS Department Of: County Manager Proposed Actions: Accept for Information

RECOMMENDATION: that County Council accept the invitation to join the Coalition of Canadian Municipalities for Energy Action as information.

PREPARED BY: Cindy Suter

ATTACHMENTS: Coalition of Municipalities Invitation

Page 127 of 150 March 18th, 2019

Re: Invitation to join the Coalition of Canadian Municipalities for Energy Action

Dear fellow municipal leaders,

We are writing today as an engaged coalition of individual municipalities who are engaging the federal government and broader public to discuss our unique municipal concerns with Bill C-69, ‘An Act to enact the Impact Assessment Act and the Canadian Energy Regulator Act, to amend the Navigation Protection Act and to make consequential amendments to other Acts’.

As municipal leaders, we are concerned with the impacts this legislation may have on our own communities; local business, families, and workers. We are bringing this message to the federal government in the Senate, House of Commons, and political leaders to ensure that our reasoned voice on this issue is heard. We strongly feel it is important that we as municipalities, who are on the front line in working with the public, speak up about what impacts may be felt locally if this legislation is passed in its current form, including unintended consequences to municipalities across Canada.

In view of this, a number of concerned municipalities in Canada have come together to form the Coalition of Canadian Municipalities for Energy Action. While there are other stakeholders currently involved on this issue, we feel it is vital that we as independent municipalities can bring our own voice forward on this issue, focused solely on discussing C-69 and its impact on our local municipalities.

We are planning on widening on ongoing grassroots campaign to deliver our concerns to decision-makers in Ottawa over the coming weeks and months. There are a number of avenues through which this will occur, and opportunities for our coalition of municipalities to be involved and let their constituents know they are engaged on this issue.

We invite your municipality to join this coalition. The cost for each member to join is $1000. Please consider joining the coalition to help send a message to Ottawa on C-69 on behalf of your constituents. Attached is an outline of our ongoing and planned efforts that you would be joining.

Thank you for your consideration,

Gene Sobolewski Mayor, Bonnyville

Page 128 of 150 Coalition of Canadian Municipalities for Energy Action – An Overview The coalition is purely representative of local municipalities in Canada that want to raise their legitimate concerns around potential impacts of Bill C-69 in their regions. The Coalition has partnered with Municipal Advocacy Solutions (part of national advocacy ﬁrm Impact Public Affairs), to coordinate our efforts and maximize our visibility with decision-makers and the public. More information on Municipal Advocacy Solutions can be found here: www.municipaladvocacysolutions.ca

As part of our current efforts, the coalition is:

• Preparing to appear before the Senate Committee on Energy, the Environment, and Natural Resources and outline our unique concerns

• Develop Media engagement locally and in Ottawa to get our message out

• Hosting a broad day of meetings with relevant decision-makers at Parliament Hill May 1st and 2nd

• Growing the energytowns.ca website with new members and a contact widget for our constituents to directly reach out to relevant political stakeholders

By joining this coalition, you and your municipality will benefit with:

• Inclusion in our campaign focused solely around C-69 and its impacts on local municipalities

• Addition of your municipality branding on our engagement’s documents, the energytowns.ca website, and other materials

• Access to brieﬁng materials and key messaging on this issue

• Participation in ongoing political action updates

• Ability to take part in our Parliament Hill day May 1st and 2nd in Ottawa to meet with political leaders and amplify our message

• Potential to coordinate local appearances before the Senate committee on Energy as it travels across Canada

• Ability to engage with local and regional media as well as the coalition’s national media engagement, including access to media brieﬁng materials and engagement support

If you are interested in joining the coalition or would like to discuss these efforts further, please contact Christian von Donat at Municipal Advocacy Solutions:

Email: [email protected] Office: 613-317-2850 Cell: 613-408-0498

Page 129 of 150 Page 130 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Policy Cancellations

PREPARATION DETAILS Department Of: Administration Proposed Actions: Action Item

RECOMMENDATION: that County Council cancel the following Policies from the Municipal Governance Documents, as presented: Policy 102 - Vision, Mission, and Value Statements Policy 104 - List of Councillors. Policy 140-3 - AAMD&C Convention Hotel Room Booking Policy 142-2 - Council Conflict Resolution Policy 148 - Protocol for Councillors Policy 153 - Written Reports (Committees & Representatives)

SUMMARY/BACKGROUND:

In proceeding with the updates to the Municipal Governance Documents the following Policies need to be canceled for the following reasons:

Policy 102 - Vision, Mission, and Value Statements - a revised version will be brought forward at a future Council meeting. Policy 104 - List of Councillors- This is not a policy, all Councillor contact information is readily available on our website. Policy 140-3 - AAMD&C Convention Hotel Room Booking - a revised version will be brought forward at a future Council meeting.

Page 131 of 150 Policy 142-2 - Council Conflict Resolution - No changes required, just template and numbering Policy 148 - Protocol for Councillors - No changes required, just template and numbering Policy 153 - Written Reports (Committees & Representatives) - to be discussed at Strategic Planning

PREPARED BY: Stacey Wagner

ATTACHMENTS: 102 - Vision, Mission and Value Statements Correct 142-2 Council Conflict Resolution Correct 148 Protocol for Councillors 140-3- AAMD&C Convention Hotel Room Bookings 153 - Written Reports (Comm. & Representatives) Correct - 104- List of Councillors

Page 132 of 150 Page 1 of 1

POLICY # 102

VISION STATEMENT, MISSION STATEMENT AND VALUES OF LAC STE. ANN COUNTY Effective Date: May 28th, 2015 References: Council Approval Date: May 28th, 2015 Resolution #: 488-15

PURPOSE: In accordance with the strategic planning activities of Lac Ste. Anne County, Council establishes the following vision, mission and value statements to publicly declare the vision and mission of this Council. These statements will guide the decisions of Council and direct the efforts of Administration.

GUIDELINES:

1. OUR VISION

Lac Ste. Anne County is prosperous, progressive and collaborative, building on our strong sense of community and our agricultural roots, and providing a diverse range of opportunities for growth.

2. OUR MISSION

Lac Ste. Anne County acts in the best interests of the County as whole to create a positive environment for economic growth, citizen and community engagement, and the provision of services and sustainable infrastructure.

3. OUR VALUES

Our decisions are guided by: Accountability Integrity Transparency Diversity Collaboration Environmental sustainability Trust Financial responsibility Respect

Page 133 of 150 Page 1 of 3

POLICY # 142 - 2

Council Conflict Resolution Effective Date: January 11th, 2001, October 27, 2016 References: Council Approval Date: January 11th, 2001, October 27, 2016 Resolution #: 35-2001, 747-16

PURPOSE: To identify common causes of unproductive conflict with County Council, and to identify the best practices for avoiding or minimizing unnecessary conflict with County Council.

GUIDELINES: Common Causes of Intra-Council Conflict a) Lack of common vision for the County b) Poor or nonexistent land use planning c) Unclear policy or inconsistent application of policy d) Poor or unclear decision making process e) Poor inter personal relationships

Potential Options for Resolving Council Conflict a) Lack of Common Vision for the County . Council may undertake a process to develop a vision for the County to serve as a framework for later decisions. . The vision may be reviewed at a Council/Administration retreat at the beginning of each new term. Participation in such a retreat is mandatory for all Councillors and Senior Administration. . Council may conduct an annual review to identify Council goals and priorities.

b) Poor or Nonexistent Land Use Planning . Develop short or long term plans (i.e. transportation and recreation).

Page 134 of 150 Page 2 of 3

. Begin planning to address emerging conflicts (i.e. between residential development and ILO’s, commercial and industrial). . Research solutions found in other communities to help develop a plan. . Develop conflict prevention strategies. c) Unclear Policy on Inconsistent Application of Policy . Clarify roles and responsibilities of Councillors as policy makers. . May develop a policy for the funding of shared services (recreation/fire/ambulance). . May develop and utilize a dispute resolution clause in all tenders, bids, contracts and agreements. . May review policies with entire Council at start of new term, to ensure that they are clear, concise and relevant. d) Poor or Unclear Decision Making Process . Council may establish a clearly defined decision making process (decide how to decide before you begin making decisions, set this up at first Council retreat), including a clear request for a decision report with a recommended course of action coming from Administration, timelines, a strategy as to when an item can be brought back for review and evaluation. . Administration and Councils work together to ensure that Council has the information needed to make a decision and that the time spent by Council on a decision is consistent with its importance. . Council clearly articulates who is the formal spokesperson for Council and that Councillors agree that when they are speaking to the media or publicly they will only comment on their position and refer questions or comments about another Councillor’s position back to the appropriate Councillor. e) Poor Interpersonal Relationships . Individually  Councillors are encouraged to take the U of A and AMA courses related to the roles of Councillors.  Time spent preparing for meetings be recognized and compensated.

Page 135 of 150 Page 3 of 3

 Councillors be aware of their individual responsibility as it relates to conflict of interest and that when making the determination if they are in conflict, Councillors should err on the side of caution.

. Corporately  Councillors spend time getting to know each other as individuals, recognizing that each brings a different background and history to Council.  Councillors take regular opportunities to gain a better understanding of the different divisions within the County and issues that are unique to each (go on regular road tours, but don’t only look at roads).  Encourage professional development through workshops, seminars, and pre- meeting preparation.  During the organizational meeting, Council shall consciously work to assign equal workloads to each Councillor.

Dispute Settlement for Council Conflict Councillors agree to use their best efforts to resolve any disputes between them as efficiently and cost efficiently as possible. At all times, Councillors will meet and: . make bona fide efforts to resolve all disputes by negotiating in good faith. . provide frank, candid, and timely disclosure of all relevant facts, information and documents to facilitate the negotiations.

If a dispute cannot be resolved within thirty (30) days of the negotiation meeting (or longer period agreed to), the Councillors shall participate in mediation with a mutually accepted mediator. The mediation is to be jointly agreed upon from a list of mediators (approved by Alberta Municipal Affairs or the Alberta Arbitration and Mediation Society), or appointed by one of the organizations above or a neighbouring municipality. The mediation will be conducted in accordance with rules jointly agreed upon. If the mediation is unsatisfactory to any Councillor, that Councillor may terminate the procedure and pursue other remedies. Any Councillor may propose referring the dispute to arbitration for an advisory or binding decision, but no Councillor is obligated to agree to that proposal.

Page 136 of 150 Page 1 of 2

POLICY # 148

Protocol for Councillors Effective Date: August 28, 1997, October 27, 2016 References: Council Approval Date: October 27, 2016 Resolution #: 775-97, 745-16

PURPOSE: That Councillors strive to create an atmosphere within council conducive to solving the many problems that they will be required to address and that as an elected official, he/she carry out his/her duties to the best of his/her ability and to be accountable for his/her decisions and actions.

GUIDELINES: Council is a Team: . Individual Councillors have no authority to act outside established policy. . Policy can only be initiated by Council.

Loyalty: . All Councillors are obligated to practice and defend publicly, all Council decisions. . Councillors should publicly defend each other as long as no improprieties of conduct are involved. . Councillors should pass information to ratepayers but not directly organize public delegations to put pressure on other Councillors or pit other Councillors against ratepayers.

Page 137 of 150 Page 2 of 2

. Chain of command (i.e. Council, Committee, Mayor, CAO) should always be respected. . Council should strive to be clear and consistent in policy statements.

Primarily Advocacy is Affordable and Consistent Policy: . No special interest should be promoted over common interest. . Councillors are advocates for the whole County, not for separate divisions.

Secondary Advocacy - Councillor’s own Division: . See that policy is fairly applied throughout the County. . Bring concerns not covered by policy to Council, not Administration.

Council Meeting Should be Open Forums: . Honest communication re: criticism, suspicions, rumors, disappointment. . Confrontation when necessary. . Don’t let resentments grow! . Don’t indulge in passive-aggressive behavior.

Page 138 of 150 Page 1 of 1

LAC STE. ANNE COUNTY Section: 100 Policy: 140-3

TITLE: AAMD&C CONVENTION HOTEL ROOM BOOKING POLICY

LEGISLATIVE REFERENCE:

APPROVAL / RESOLUTION NUMBER: 749-08, 458-09

DATE: May 22nd, 2008, April 23rd, 2009

PURPOSE: To establish a policy for booking hotel accommodations during AAMD&C Conventions (Spring and Fall), and for the provision of one (1) hotel suite for County Council to use for meetings and networking

GUIDELINES: That Administration book one (1) hotel suite as part of the accommodation bookings for the Spring and the Fall AAMD&C Conventions for the use of Council, subject to availability.

That the Councillor who is booked into the hotel suite be compensated for any difference in cost between the cost of the hotel suite and the cost of the regular rooms booked for all other Councillors.

That a maximum payment of $100.00/day that an evening stay is required, be allocated for food & beverage expenses for meeting purposes at this hotel suite. Any costs above the $100.00/day shall be the responsibility of the Council members utilizing the hotel suite and/or other municipalities in the event other municipalities agree to cost/share expenses of the hotel suite.

Page 139 of 150 Page 1 of 1

LAC STE. ANNE COUNTY Section: 100 Policy: 153

TITLE: WRITTEN REPORTS (COMMITTEES & REPRESENTATIVES)

LEGISLATIVE REFERENCE:

APPROVAL / RESOLUTION NUMBER: 1248-84

DATE:

PURPOSE: Committee members requested to submit a written report of meetings and attendances approved by Council.

GUIDELINES: That committee members and representatives to various boards, etc. make a concerted effort to submit written reports to Council of such meetings and attendances approved by Council.

September, 1997

Page 140 of 150 Page 1 of 1

POLICY # 104

List of Councillors Effective Date: October 26, 2017 References: N/A Council Approval Date: October 26, 2017 Resolution #: 687-17 Division 1 Phone Lorne Olsvik Box 631 Onoway, AB. T0E 1V0 937-5360

Division 2 Nick Gelych Box 324 Onoway, AB. T0E 1V0 903-9393

Division 3 George Vaughan Box 9, Site 10, RR #1 Gunn, AB. T0E 1A0 967-3469

Division 4 Steve Hoyda Box 111 Cherhill, AB. T0E 0J0 674-8080

Division 5 Joe Blakeman Box 398 Alberta Beach, AB. T0E 0A0 cell 918-1916 Home 924-3024

Division 6 Ross Bohnet Box 864 Mayerthorpe, AB. TOE 1NO 786-4290

Division 7 Lloyd Giebelhaus Box 450 Sangudo, AB. T0E 2A0 785-2095

Page 141 of 150 Page 142 of 150 Meeting: County Council Regular Meeting - 28 Mar 2019 County

Council

Title: Policy Approvals

PREPARATION DETAILS Department Of: Administration Proposed Actions: Action Item

RECOMMENDATION: that County Council approves the following Policies into the Municipal Governance Documents as presented: Policy 01-001 Vision Statement, Mission Statement, and Values of Lac Ste. Anne County; Policy 01-003 Council Conflict Resolution; Policy 01-004 Protocol for Councillors

SUMMARY/BACKGROUND:

In keeping with the changes to the format of the Municipal Governance Documents, Administration has re-templated the proposed policies, and made minor administrative changes as directed.

OPTIONS: that County Council approves the following Policies into the Municipal Governance Documents as presented: Policy 01-001 Vision Statement, Mission Statement, and Values of Lac Ste. Anne County;

Page 143 of 150 Policy 01-003 Council Conflict Resolution; Policy 01-004 Protocol for Councillors. that County Council approves the following Policies into the Municipal Governance Documents with the following amendments: Policy 01-001 Vision Statement, Mission Statement, and Values of Lac Ste. Anne County; Policy 01-003 Council Conflict Resolution; Policy 01-004 Protocol for Councillors

PREPARED BY: Stacey Wagner

ATTACHMENTS: Policy 01-001 Vision, Mission and Value Statements Policy 01-003 Council Conflict Resolution Policy 01-004 Protocol for Councillors

Page 144 of 150 Function: Council - 01 Policy No: 001

Vision Statement, Mission Statement and Values of Lac Ste. Anne County Effective Date: May 28th, 2019 Review Date: May 28th, 2021 Resolution #: References: Cancels: Policy 102: Vision Statement, Mission Statement and Values of Lac Ste. Anne County

CAO Signature:

Policy Statement: In accordance with the strategic planning activities of Lac Ste. Anne County, Council establishes the following vision, mission and value statements to publicly declare the vision and mission of this Council. These statements will guide the decisions of Council and direct the efforts of Administration.

Guidelines: 1. OUR VISION: Lac Ste. Anne County is prosperous, progressive and collaborative, building on our strong sense of community and our agricultural roots, and providing a diverse range of opportunities.

2. OUR MISSION: Lac Ste. Anne County acts in the best interests of the County as whole to create a positive environment for economic growth, citizen and community engagement, and the provision of services and sustainable infrastructure.

3. OUR VALUES: Our decisions are guided by: Accountability Integrity Transparency Diversity Collaboration Sustainability Trust Respect

Page 1 of 1

Page 145 of 150 Function: Council - 01 Policy No.: 003

Council Conflict Resolution Effective Date: March 28, 2019 Review Date: October 30, 2021 Cancels: Policy142-2: Council Conflict Resolution Resolution #:

CAO Signature:

Policy Statement: To identify common causes of unproductive conflict with County Council, and to identify the best practices for avoiding or minimizing unnecessary conflict with County Council. Guidelines: Common Causes of Intra-Council Conflict . Lack of common vision for the County . Poor or nonexistent land use planning . Unclear policy or inconsistent application of policy . Poor or unclear decision making process . Poor inter personal relationships

Potential Options for Resolving Council Conflict

a) Lack of Common Vision for the County . Council may undertake a process to develop a vision for the County to serve as a framework for later decisions. . The vision may be reviewed at a Council/Administration retreat at the beginning of each new term. Participation in such a retreat is mandatory for all Councillors and Senior Administration. . Council may conduct an annual review to identify Council goals and priorities.

b) Poor or Nonexistent Land Use Planning . Develop short or long term plans (i.e. transportation and recreation). Page 1 of 3

Page 146 of 150 . Begin planning to address emerging conflicts (i.e. between residential development and ILO’s, commercial and industrial). . Research solutions found in other communities to help develop a plan. . Develop conflict prevention strategies. c) Unclear Policy on Inconsistent Application of Policy . Clarify roles and responsibilities of Councillors as policy makers. . May develop a policy for the funding of shared services (recreation/fire/ambulance). . May develop and utilize a dispute resolution clause in all tenders, bids, contracts and agreements. . May review policies with entire Council at start of new term, to ensure that they are clear, concise and relevant. d) Poor or Unclear Decision Making Process . Council may establish a clearly defined decision making process (decide how to decide before you begin making decisions, set this up at first Council retreat), including a clear request for a decision report with a recommended course of action coming from Administration, timelines, a strategy as to when an item can be brought back for review and evaluation. . Administration and Councils work together to ensure that Council has the information needed to make a decision and that the time spent by Council on a decision is consistent with its importance. . Council clearly articulates who is the formal spokesperson for Council and that Councillors agree that when they are speaking to the media or publicly they will only comment on their position and refer questions or comments about another Councilor’s position back to the appropriate Councillor. e) Poor Interpersonal Relationships Individually: . Councillors are encouraged to take the U of A and AMA courses related to the roles of Councillors. . Time spent preparing for meetings be recognized and compensated.

Page 2 of 3

Page 147 of 150 . Councillors be aware of their individual responsibility as it relates to conflict of interest and that when making the determination if they are in conflict, Councillors should err on the side of caution.

Corporately: . Councillors spend time getting to know each other as individuals, recognizing that each brings a different background and history to Council. . Councillors take regular opportunities to gain a better understanding of the different divisions within the County and issues that are unique to each (go on regular road tours, but don’t only look at roads). . Encourage professional development through workshops, seminars, and pre-meeting preparation. . During the organizational meeting, Council shall consciously work to assign equal workloads to each Councillor.

Dispute Settlement for Council Conflict Councillors agree to use their best efforts to resolve any disputes between them as efficiently and cost efficiently as possible. At all times, Councillors will meet and: . Make bona fide efforts to resolve all disputes by negotiating in good faith. . Provide frank, candid, and timely disclosure of all relevant facts, information and documents to facilitate the negotiations.

Page 3 of 3

Page 148 of 150 Function: Council - 01 Policy #: 004

Protocol For Councillors Effective Date: March 28, 2019 Review Date: October 30, 2021 Cancels: Policy148: Protocol for Councillors Resolution #:

CAO Signature:

Policy Statement: That Councillors strive to create an atmosphere within council conducive to solving the many problems that they will be required to address and that as an elected official, he/she carry out his/her duties to the best of his/her ability and to be accountable for his/her decisions and actions.

Guidelines: Council is a Team: . Individual Councillors have no authority to act outside established Policy. . Policy can only be initiated by Council.

Legislators not Administrators: . Individual Councillors should not publicly criticize County employees, contractors or volunteers. . Such criticisms should be brought to Council for debate and action. . Individual Councillors should not interfere with County Administration. . Chain of command (i.e. Council, Committee, Reeve, and CAO) should always be respected. . Council should strive to be clear and consistent in policy statements.

Page 1 of 2

Page 149 of 150 Primarily Advocacy is Affordable and Consistent Policy: . No special interest should be promoted over common interest. . Councillors are advocates for the whole County, not for separate divisions.

Secondary Advocacy - Councillor’s own Division: . See that policy is fairly applied throughout the County. . Bring concerns not covered by policy to Council, not Administration.

Page 2 of 2

Page 150 of 150