City of St. Albert January 7 & 8, 2016 Council Meeting

CITY OF ST. ALBERT JANUARY 7 & 8, 2016 COUNCIL MEETING AGENDA (Council Strategic Planning and Priorities Meeting) 9:00 A.M., ST. ALBERT INN – HERITAGE ROOM

January 7, 2016:

1. Adoption of Agenda

2. Move into Committee of the Whole & Relax the Rules

3. Highlights of 2016 – 2018 Corporate Business Plan and Budget

January 8, 2016:

4. Move out of Committee of the Whole

5. Council Policy C-CG-02, City of St. Albert Strategic Plan

6. Adjournment

Special Council Meeting Agenda January 7/8, 2016 File 175-2-2016/Page 1 of 1

CITY COUNCIL AGENDA REPORT

Subject: COUNCIL STRATEGIC PLANNING

Recommendation(s):

1. That Council move into Committee of the Whole.

2. That Council move out of Committee of the Whole.

3. That Administration update and bring back to Council by February 1, 2016, City Council Policy C-CG-02, City of St. Albert Strategic Plan.

Attachment(s):

1. Agenda – Council Strategic Planning & Priorities Meeting – Jan 7 and 8, 2016 2. City Council Policy C-CG-02, City of St. Albert Strategic Plan 3. Cultivating Our Future – St. Albert’s Community Vision 4. Cultivating Our Future – City of St. Albert Strategic Plan (DRAFT)

Originating Department(s): Legislative Services Author(s): H. Fredeen

City Manager Signature: Date:

City Council Agenda January 7 & 8 / Page 1 File No.: B06

ATTACHMENT 1 Agenda Council Strategic Planning & Priorities Meeting – January 7th, 2016 9:00 – 5:00 p.m. (St. Albert Inn – Heritage Room)

Agenda Item Time

Full Breakfast 8:00 – 9:00 a.m. All participants to arrive at the St. Albert Inn between 8:00 – 9:00 a.m. (60 minutes) for a full breakfast and informal networking.

Welcome from Mayor, Legislative Process and Overview of Agenda (Presenters: Mayor Crouse and Paul Edginton) Outcome – All participants to understand the expectations for the day. 9:00 – 9:15 a.m. (15 minutes) The Mayor will welcome all participants, go through the required legislative process and provide an overview of the agenda and expectations for the day.

Highlights of the 2016-18 Corporate Business Plan and Budget (Presenter: Mike Dion)

Outcome – Council to reflect on the items approved during the 2016 -18 9:15 – 9:30 a.m. budget cycle. (15 minutes) Administration will provide a quick refresher of the operating business cases and capital charters that were approved during the 2016-18 business planning and budget cycle.

Our Strategic Framework (Presenter: Paul Edginton) Outcome – Council to receive an update of the strategic framework, progress achieved to-date and an update on the initiatives required moving forward to align and measure all planning activities. 9:30 – 10:15 a.m. Administration will provide a brief presentation of “Our Strategic (45 minutes) Framework”. The presentation will provide an overview of progress achieved to-date and provide an update on the work required to strategically align and measure all planning activities across the entire framework.

City of St. Albert Strategic Plan (Presenter: Paul Edginton) Outcome – Council to receive an update on the City of St. Albert Strategic Plan and reflect on how the major strategic initiatives align in support of the Community Vision. 10:15 – 11:00 a.m. (45 minutes) Administration will provide a brief presentation of the Community Vision and the process used to embed it within the City of St. Albert Strategic Plan. An overview of how all major strategic initiatives align to the strategic plan will also be provided to assist in setting context. ATTACHMENT 1 Agenda Council Strategic Planning & Priorities Meeting – January 7th, 2016 9:00 – 5:00 p.m. (St. Albert Inn – Heritage Room)

Agenda Item Time

Environmental Scanning (Presenter: Paul Edginton) Outcome – Council to discuss the external influencers that may impact the community and identify possible challenges and opportunities. 11:00 – 12:00 p.m. Council will conduct a PESTLE (Political, Economic, Social, (60 minutes) Technological, Legal and Environmental) analysis to better understand the community’s external macro environment with the purpose of setting context for discussions throughout the retreat.

12:00 – 12:45 p.m. Lunch (45 minutes)

Taxation - Non Residential Property Tax Options (Presenter: Greg Dahlen) Outcome – Council to provide insight on a Non-Residential Property Tax strategy. 12:45 – 2:15 p.m. Administration will provide Council with a quick refresher of the “Non- (90 minutes) Residential Property Tax Options” item that was presented to SCoW in September 2015. Council will receive a variety of plausible non- residential tax-related strategies that may assist in accelerating the change in property tax split away from the residential class of property and provide insight on a strategy moving forward.

Community Growth - 10 Year Capital Plan (Presenter: Mike Dion) Outcome – Council to provide insight on the implementation of the 10 year capital plan. 2:15 – 3:30 p.m. (75 minutes) Administration will provide a brief overview of the 10 year capital plan to set the stage for a Council discussion to determine the proper timing of how projects will be implemented and identify project synergies.

Community Growth - Badger Lands Area Structure Plan (ASP) (Presenter: Gilles Prefontaine) Outcome – Council to provide insight into what they envision for the Badger Lands Area Structure Plan (ASP). 3:30 - 5:00 p.m. (90 minutes) Administration will provide Council with a brief overview of the proposed Badger Lands Area Structure Plan (ASP) to set the stage for a Council discussion on what they envision. A number of visual charts of the existing land will be available to add context to the discussion. ATTACHMENT 1 Agenda Council Strategic Planning & Priorities Meeting – January 8th, 2016 9:00 – 5:00 p.m. (St. Albert Inn – Heritage Room)

Agenda Item Time Full Breakfast 8:00 – 9:00 a.m. All participants to arrive at the St. Albert Inn between 8:00 – 9:00 a.m. (60 minutes) for a full breakfast and informal networking.

Community Growth - Downtown Redevelopment (Presenter: Gilles Prefontaine, Adryan Slaght and Teaka Broughm) Outcome – Council to provide insight into the growth plan for the City’s downtown. 9:15 – 11:00 p.m. Administration will provide Council with a brief presentation of the City’s (105 minutes) downtown densities and targets to set the stage for a Council discussion around the City’s current downtown growth plan, how the proposed growth plan update may impact the existing plan and explore what needs to happen to achieve density targets. At the conclusion, Council will be presented important items to consider for further discussion.

Community Growth - Ray Gibbon Drive (Presenter: Gilles Prefontaine) Outcome – Council to provide insight into the future expansion of Ray Gibbon Drive and identify a strategy for Administration to move forward. 11:00 – 12:00 p.m. (60 minutes) Council will discuss the future build out of Ray Gibbon Drive and identify a strategy to assist Administration in moving forward. Specific topics for discussion will include the current state of the roadway, boundaries, joint advocacy and short versus long term alternatives.

12:00 – 12:45 p.m. Lunch (45 minutes) ATTACHMENT 1 Agenda Council Strategic Planning & Priorities Meeting – January 8th, 2016 9:00 – 5:00 p.m. (St. Albert Inn – Heritage Room)

Agenda Item Time Community Growth – Infrastructure Funding (Presenter: Gilles Prefontaine and Mike Dion) Outcome – Council to provide insight on a preferred front ending funding strategy for infrastructure. 12:45 – 2:15 p.m. Administration will provide Council with a quick refresher of the “Off-site (90 minutes) Levy Review” item that was presented to Council on October 19th, 2015. Council will discuss the sequencing of the future Off-site Developer Infrastructure Projects (formerly known as Off-Site Levy Projects) and provide direction on a preferred front ending strategy.

Intermunicipal Advocacy (Presenter: Patrick Draper) Outcome – Council to provide insight into several intermunicipal advocacy items. 2:15 – 3:15 p.m. Council will discuss intermunicipal advocacy developments in 2016 and (60 minutes) provide direction to Administration on how they would like to proceed with the following items: MGA review, Capital Region Growth Plan Update, the Inter-municipal Affairs Committee (IAC), Metro Mayor’s Alliance and the St. Alberta / Edmonton Regional Transit initiative.

Identify Council Priorities (Presenter: Paul Edginton) Outcome – Council to identify their major priorities to inform the development of the 2017-19 business plan and budget. 3:15 – 4:45 a.m. Council will identify their major priorities and any changes to the City of (90 minutes) St. Albert Strategic Plan based on the dialogue throughout the retreat. These priorities are required to provide specific direction for the upcoming 2017-19 business planning and budget cycle.

Retreat Debrief (Presenter: Paul Edginton) Outcome – All participants to debrief the two-day retreat. 4:45 – 5:00 p.m. (15 minutes) Council will debrief their discussions, specific items requiring action and their overall thoughts with the two-day retreat.

ATTACHMENT 2

C-CG-02

City of St. Albert CITY COUNCIL POLICY City of St. Albert Strategic Plan

AUTHORITY APPROVED REVISED REVISED REVISED City Council Res. No. mm dd Res. No. mm dd Res. No. mm dd Res. No. mm dd C155-2005 04 18 C353-2006 07 04 C188-2012 03 19 C35-2015 02 02 C156-2007 03 18 C46-2013 02 04 C120-2008 02 19 C44-2014 02 03 C460-2008 07 21 C286-2014 05 26 C590-2008 10 20 C366-2014 07 14 C427-2009 07 13 C367-2014 07 14 C64 - 2010 02 01 C369-2014 07 14

Purpose

To articulate the community’s long term outcomes, goals and strategies, that inform the development of the City’s action plans and supporting budget.

Policy

Council shall establish a rolling four-year plan that provides strategic direction for the community and articulates the long-term outcomes, goals and strategies in support of the community vision. The strategic plan encompasses all other community long-term plans and provides a single source of direction for the City.

Responsibilities

Council is responsible to validate the strategic plan on an annual basis and identify priority areas to Administration for the upcoming fiscal year.

The City Manager is responsible for ensuring the strategic plan aligns with the Community Vision and Values and that Administration consult with the strategic plan in preparation of the City’s action plans and supporting budget.

Standards

1. Details relative to each of the strategic outcomes, including specific goals and strategies, are provided within Schedule A to this policy.

2. Strategic indicators identified to assist Council in measuring change over time in terms of progress towards (or away from) a desired future or outcome, are provided within Schedule B to this policy.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 1 of 16

3. Priority areas identified to support Administration in preparing the City’s action plans and supporting budget for the upcoming budget cycle, are provided within Schedule C to this policy.

4. Council shall review this policy following a general election, or more often at its discretion.1

Cross References: City Council Policy C-CG-06 - Strategic Framework City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 2 of 16

Schedule A To Council Policy C-CG-02 City of St. Albert Strategic Plan The following strategic outcomes, goals and strategies were validated by Council in January 2015.

Outcome: Cultivate Economic Prosperity A diversified, robust and resilient economic foundation to support growth and community service delivery.

We will help achieve this by focusing on the following goals:

1. Create an attractive environment to do business in St. Albert that results in a diversified tax base. Strategies include: 1.1. Ensure a 20-year supply of serviced and unserviced non-residential land for commercial and targeted industrial/business expansion to maximize the city’s strategic and/or economic advantage.

1.2. Attract new business in targeted commercial sectors and support appropriate growth throughout the community and the Highway 2 corridor.

1.3. Promote business and industrial development that capitalizes on established and emerging industries within the Capital Region and the Alberta Industrial Heartland.

1.4. Ensure the City of St. Albert supports expansion and attraction of desired business and industry through competitive policies, bylaws, taxes, infrastructure and services.

2. Encourage a vibrant downtown core. Strategies include: 2.1. Encourage the growth of Downtown and ensure it remains the centre and heart of commercial, civic, human services, cultural, and residential activities of St. Albert through implementation of the Downtown Area Redevelopment Plan (DARP).

3. Foster business retention and expansion of local businesses. Strategies include: 3.1. Retain and nurture expansion of existing local businesses and new local business start- ups.

3.2. Increase the number of residents working in St. Albert through identifying opportunities to create local employment opportunities and improve the availability of local labour.

4. Promote current and future tourist attractions and events. Strategies include: 4.1. Cooperate in the promotion, development, and enhancement of tourist attractions and infrastructure in order to increase tourism visitations and expenditures.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 3 of 16

4.2. Promote the St. Albert brand to strengthen community identity and promote local business and industry.

4.3. Maximize economic spin-offs from community events and attractions to facilitate increased visitor spending in St. Albert and encourage residents to participate in local events and spend in the community.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 4 of 16

Outcome: Cultivate a Historic, Creative and Active Community A vibrant and involved community with a variety of culture, recreation and heritage opportunities.

We will help achieve this by focusing on the following goals:

1. Respond to the needs of a growing community. Strategies include: 1.1. Ensure that the provision of civic facilities, parks and open spaces is responsive to demographic, cultural, leisure and protective services trends.

1.2. Ensure that adequate resources are in place for significant facilities that support community growth and enhancement.

2. Partner with the Arts and Heritage Foundation to encourage the retention and preservation of unique physical heritage assets. Strategies include: 2.1. Develop an enhanced City of St. Albert Heritage Policy and Program framework that links to broader civic goals of sustainability, economic development and neighbourhood planning, while providing significant and sustainable development opportunities.

2.2. Identify, evaluate, manage and commemorate significant historical resources that illustrate the broad range of St. Albert’s heritage values.

3. Nurture St. Albert’s future cultural leaders, artists, volunteers and audiences. Strategies include: 3.1. Celebrate cultural assets through providing residents and visitors with easy access to cultural amenities, integrating cultural activities in unexpected places, highlighting significant cultural assets, and integrating culture into city-wide efforts.

3.2. Increase and deepen cultural participation through nurturing the next generation of participants, improving access to opportunities for artists, and equipping cultural organizations and artists with the skills to sustain their craft.

3.3. Promote, build on and enhance new and existing cultural events and amenities to draw visitors, and making cultural experiences accessible through effective communication and collaboration efforts.

3.4. Establish sustainable funding through diversifying sources of income amongst cultural organizations, nurturing emerging efforts and prioritizing existing resources.

3.5. Ensure infrastructural strength through maintaining existing cultural assets, identifying capital improvements to build on the strengths of existing assets, and identifying facilities that respond to cultural participation trends and population growth.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 5 of 16

4. Ensure that all residents are able to access a broad spectrum of recreational activities. Strategies include: 4.1. Maintain existing recreation facilities, parks and open spaces to meet provincial and national standards.

4.2. Communicate recreation efforts and engage with the community to share the benefits of recreation and identify opportunities for future recreational programming.

4.3. Explore public / private partnerships for the delivery of recreational services and support community groups in integrating recreation and sport tourism into their programming.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 6 of 16

Outcome: Cultivate a Green Community A healthy natural environment for future generations that preserves and promotes enjoyment, conservation and responsible development.

We will help achieve this by focusing on the following goals:

1. Protect and maintain the Sturgeon River watershed. Strategies include: 1.1. Establish a Sturgeon River Watershed partnership that includes representatives from municipalities within the watershed (and support from North Saskatchewan Watershed Alliance and Alberta Environment Sustainable Resource Development).

1.2. Develop a Watershed Management Plan that will guide future decisions with respect to the management of the watershed and address water quality issues, ecosystem health, and land use planning.

1.3. Improve the water quality of the Sturgeon River through protection of floodplain and riparian wetland natural areas, improved storm water management techniques and community education.

1.4. Educate the community on the health of the Sturgeon River Watershed through targeted programs and incentives.

2. The City will be a leader in environmental stewardship. Strategies include: 2.1. Foster community environmental stewardship through provincial and regional partnerships, facilitating the Environmental Advisory Committee and the Environmental Initiative Grants and engaging the community through targeted programs and events.

2.2. Employ corporate environmental management systems to ensure compliance with all relevant environmental legislation and regulations and to minimize environmental impacts from City operations.

2.3. Promote sustainable and low impact development within the community.

3. Reduce solid waste generation. Strategies include: 3.1. Reduce solid waste generation through participation in the Alberta Capital Region Integrated Waste Management Plan and implementation of the Solid Waste Management Plan Review.

3.2. Educate the community, including schools and businesses, on solid waste management principles through targeted programs and events.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 7 of 16

4. Preserve and manage trees, parks and natural areas. Strategies include: 4.1. Support existing policies and programs to protect and manage the City’s trees, parks and natural areas.

4.2. Educate the community on the protection and management of trees, parks and natural areas through a variety of programs and events.

5. Promote sustainable urban development. Strategies include: 5.1. Promote sustainable neighbourhoods and transportation choices through progressive urban and transportation planning initiatives.

6. Reduce the release of pollutants into the air, land and water. Strategies include: 6.1. Manage air quality through participation with Alberta Capital Airshed, establishing an air quality monitoring station and establishing a baseline of air quality conditions that can be shared with the community.

6.2. Reduce energy consumption and greenhouse gas emissions through involvement with the Federation of Canadian Municipalities Partners for Climate Protection program, implementation of the Local Action Plan and educating the community through various programs and incentives.

6.3. Reduce water consumption through the implementation of the Water Conservation, Efficiency and Productivity plan, including educating the community through various programs and incentives.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 8 of 16

Outcome: Cultivate Excellence in Government A responsive, accountable government that delivers value to the community.

We will help achieve this by focusing on the following goals:

1. Strive to become a leader in analytics to enhance decision making. Strategies include: 1.1. Utilize analytics in support of evidence-based decision making to enhance service delivery to residents.

1.2. Support the development of key measurable goals for each City department and division to monitor the health of the organization and progress towards achieving the community's vision.

1.3. Support open government to increase the transparency and accessibility of municipal information, promote economic opportunity and empower the community to become more involved in municipal government.

2. Engage the community to incorporate resident input and improve decision making. Strategies include: 2.1. Communicate and engage the community to promote two-way information sharing and provide the opportunity to provide input into the development of the City's plans, budgets, decisions and implementation of decisions that affect them.

2.2. Develop strategies to utilize online public engagement tools, social media and emerging technologies to enhance existing public engagement processes.

2.3. Improve access, remove barriers and provide opportunities for the community to get involved in the democratic process.

3. Maintain the City of St. Albert as an employer of choice. Strategies include: 3.1. Develop strategies to attract, retain and nurture employees to enhance the City's ability to compete with external organizations for talent.

4. Maintain fiscal responsibility and transparency. Strategies include: 4.1. Provide prudent fiduciary oversight of the City’s finances in an open and transparent manner, through the use of strong internal controls.

4.2. Establish a robust series of financial policies that support a long-term sustainable, financially responsible and affordable community for the residents of St. Albert.

4.3. Provide short- and long-term forecasting and budgeting principles that guide the City’s decision making and link financial resources to the City of St. Albert’s strategic plan.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 9 of 16

5. Develop strong working relationships with regional, provincial and federal partners. Strategies include: 5.1. Develop strong working relationships with Sturgeon County and other neighbouring municipalities, public and private interests in the Capital Region.

5.2. Research government organizations that are recognized for their leadership in municipal government and identify best practices to enhance municipal operations.

5.3. Pursue joint service delivery models with regional partners.

6. Create positive customer service experiences with the community. Strategies include: 6.1. Establish service standards and levels, increase analytical depth, and benchmark against comparable municipalities for all community facing services.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 10 of 16

Outcome: Cultivate Sustainable Infrastructure and Services A growing community that has balanced development and management of civic facilities, transportation networks and related services.

We will help achieve this by focusing on the following goals:

1. Encourage innovative and progressive development. Strategies include: 1.1. Encourage progressive development that is planned for and regulated while ensuring development is environmentally sound, preserves the unique character of St. Albert, promotes safety and is accessible to the community.

1.2. Implement innovative civic, neighbourhood and housing design trends that foster increased efficiencies, capacity and incorporate cutting-edge technology solutions.

2. Maintain a safe and efficient transportation network. Strategies include: 2.1. Provide for the safe and efficient movement of goods and people within the community to work, school and home.

2.2. Establish sustainable priorities for the City’s investment in transportation and infrastructure for the future and within the region.

2.3. Promote a transit network that enables the City of St. Albert to achieve its economic, social and environmental objectives by making transit a convenient and competitive mode of transportation.

3. Improve existing community assets and services. Strategies include: 3.1. Plan for and implement roadway enhancements to address the transportation needs of St. Albert as its population grows.

3.2. Ensure that municipal utilities and services are provided in an efficient, economic, coordinated, and timely manner relative to the desired development of the city.

3.3. Maintain corporate and infrastructure assets in an efficient and sustainable manner that meets the present and future growth needs of the city and in accordance with approved guiding principles.

4. Enhance the accessibility of regional transportation corridors. Strategies include: 4.1. Assess infrastructure on St. Albert Trail to ensure it is meeting the standards of the community.

4.2. Develop advocacy strategies to expedite the twinning of Ray Gibbon Drive to the Employment Lands. City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 11 of 16

Outcome: Cultivate a Safe, Healthy and Inclusive Community A community that provides opportunities for everyone to realize their potential in a thinking, caring and connected way.

We will help achieve this by focusing on the following goals:

1. Encourage the development of an inclusive community that is friendly for all ages. Strategies include: 1.1. Embrace a safe and healthy community that promotes diversity through inclusive community design, universal accessibility, programming and cultural celebrations.

1.2. Promote municipal programming that is attractive to young families with children and encourages them to reside within the community.

1.3. Support the development of a community strategy to assist all residents live free from bullying.

1.4. Advocate for people with disabilities and ensure City services and facilities are fully accessible to the community.

1.5. Advocate for changes to systemic barriers that prevent residents from access to mental health, addictions and housing supports.

1.6. Create opportunities for seniors to become actively engaged and supported through necessary programming, supports, accessible housing and continuing care options.

1.7. Create opportunities for youth to become actively engaged and provided with the supports needed to succeed and contribute to the community.

2. Ensure all residents live in a safe community. Strategies include: 2.1. Educate residents on the impact of crime and promote opportunities for residents to become positively involved in addressing the issue.

2.2. Develop plans to address community emergencies and unanticipated safety issues within the community while providing emergency and protective services in an efficient and effective manner.

2.3. Raise awareness of domestic violence in the community through education, engagement and supportive programming.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 12 of 16

3. Foster a sense of community and connectedness. Strategies include: 3.1. Develop a community-wide Poverty Reduction Strategy to define the barriers that exist in achieving financial sustainability within the community.

3.2. Promote volunteerism within the community to enhance civic engagement and foster a sense of connectedness.

4. Support the development of a range of housing options. Strategies include: 4.1. Encourage the development of a diversity of housing options through advocacy and partnerships with relevant stakeholders, not-for-profits, for-profit and government entities.

4.2. Generate public support for the implementation of affordable housing through a variety of education and engagement techniques.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 13 of 16

Schedule B To Council Policy C-CG-02 Council’s Goals and Priorities The following strategic indicators were identified in June 2014 to assist us in measuring change over time in terms of progress towards (or away from) a desired future or outcome.

Outcome: Cultivate Economic Prosperity A diversified, robust and resilient economic foundation to support growth and community service delivery.

 Percentage of total net assessment growth  Number of new business licenses (exclude home based licenses)  Number of net new business licenses  Number of business start-ups in the City  Diversity of employment (average weekly wages) by sector  Average household income

Outcome: Cultivate a Historic, Creative and Active Community A vibrant and involved community with a variety of culture, recreation and heritage opportunities.

 Number of visitors to historic sites  Number of community organizations that exist within the community  Number of festivals and events that are hosted within the community  Number of recreational programs available  Participation rate for number of opportunities to engage in recreational and cultural activities offered by the City  Square feet of indoor/outdoor recreation space per 1,000 residents

Outcome: Cultivate a Green Community A healthy natural environment for future generations that preserves and promotes enjoyment, conservation and responsible development.

 Landfill diversion rate (hazardous, organics, recycled, ewaste / total waste)  Total hazardous, organics, recycled, ewaste generated (tonnes per year)  Sturgeon River Water Quality Index (calculation of nutrients / bacteria / pesticides)  Percentage of tree canopy cover  Total water consumption (litres per capita per day)  Air quality levels for particulate matter, ozone and S02/N02  Percentage of sand captured (grit interceptors, catch basins, street sweepings) vs applied to roads annually

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 14 of 16

Outcome: Cultivate Excellence in Government A responsive, accountable government that delivers value to the community.

 City employee engagement index  Percentage of residents who perceive value for tax dollar  Percentage of residents who are satisfied with the services provided by the City of St. Albert  Corporate Expenditures per Capita  Number of unique visitors to City websites  Percentage rate of change for municipal tax and utility rates

Outcome: Cultivate Sustainable Infrastructure and Services A growing community that has balanced development and management of civic facilities, transportation networks and related services.

 Percentage of major infrastructure assets (roads, water, sanitary/wastewater, storm system) rated in good condition  Square feet of energy use (water, electricity, natural gas) by civic building  Number of transit riders for local and commuter bus  Passenger capacity utilization for transit services  Number of vehicle counts on major traffic routes  Number of major vehicle accidents

Outcome: Cultivate a Safe, Healthy and Inclusive Community A community that provides opportunities for everyone to realize their potential in a thinking, caring and connected way.

 Distribution of age groups within the community  Crime severity index  Percentage of residents who perceive a sense of belonging in St. Albert  EMS emergency response time (minutes per response)  Percentage of affordable housing available (demand vs. capacity)  Population growth percentage  Length of residency percentage

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 15 of 16

Schedule C To Council Policy C-CG-02 City of St. Albert Strategic Plan The following priority areas were identified to support Administration in preparing the City’s action plans and budget for the 2016 cycle.

Priority Area: Building a strong foundation to support sustainable growth Continue to build a strong foundation to foster and effectively manage growth. Key initiatives should focus at enhancing our existing transportation network while developing plans for future growth within the community.

Priority Area: Promoting a sustainable community Promote a well-rounded and sustainable community that reflects the vision set by the community. Key initiatives should focus on maintaining a green community, promoting economic opportunity and creating a strong sense of community.

Priority Area: Collaborating with regional partners Collaborate with our regional partners to become a strong player in the region. Key initiatives should be focused on joint service operations with regional partners, participating in regional growth discussions and enhancing our relationship with Sturgeon County.

Priority Area: Develop organizational capacity and maintain fiscal responsibility Develop organizational capacity while maintain service levels. Key initiatives should focus on enhancing decision making across the organization and maintaining fiscal responsibility over the short term.

City of St. Albert CITY COUNCIL POLICY C-CG-02 Page 16 of 16

ATTACHMENT 3

Cultivating Our Future 1 St. Albert’s Community Vision

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 ST. ALBERT’S COMMUNITY VISION

A vibrant, innovative and thriving city that we all call home, that sustains and cherishes its unique identity and small town values. We are the Botanical Arts City.

We are a friendly and inclusive community of passionate equals, where everyone feels a sense of belonging. We believe that community starts with the person next door.

We prosper and excel through a strong and diverse economy that is supported by forward-thinking commerce, outstanding local businesses and a dynamic downtown core. 1

We build our community towards the future to sustain balanced development, with a reverent eye to the past, honouring our unique settlement history and distinct identity.

We protect, embrace and treasure our deeply-rooted connections with the natural environment through championing environmental action.

We are proud of our storied history that has fed and nurtured our festive and culturally-rich community.

The people of St. Albert remain committed to our sustainable community vision and celebrate our stories and successes as we continue to write the next chapter of St. Albert's history.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 PILLARS OF SUSTAINABILITY St. Albert is a vibrant, innovative and thriving city that we all call home, that sustains and cherishes its unique identity and small town values. The future of our community lies in the dreams and aspirations of its people. We are the Botanical Arts City.

SOCIAL

We are a friendly and inclusive community of passionate equals, where everyone feels a sense of belonging. We believe that community starts with the person next door.

• We live and share our small-town values by being a 2 friendly, peaceful, supportive and safe community.

• We are inclusive; we embrace, respect and support people of all ages, cultures and backgrounds.

• We believe in the strength of our neighbourhoods, ensuring that there is a diverse range of housing and transportation options available to all.

• We believe in creating the best for one another, valuing our community connections by supporting and engaging neighbourhoods, institutions and organizations that work to improve life in our community.

• We celebrate life-long learning, striving to build our knowledge to better teach and prepare our younger generations as the future stewards of our community.

• With a compassion rooted in the deep cultural history of our community, we wholeheartedly give our time and ourselves to support the well-being and success of our community.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 ECONOMIC

We prosper and excel through a strong and diverse economy that is supported by forward-thinking commerce, outstanding local businesses and a dynamic downtown core.

• We want people to live all parts of their lives in St. Albert, fostering opportunities to work, shop and play here.

• We have a diverse and robust business community, which enables economic prosperity to support community building and provide valuable jobs to our residents.

• We recognize our strong existing businesses as the foundation of our economy and their role in inspiring the next generation of groundbreaking entrepreneurs. 3 • We have a thriving downtown, including the historic Perron district that is the heart of our community, which we enjoy as a place that showcases our identity through businesses, culture, art and natural surroundings.

• We recognize our vigorous economy weaves together the fabric of our community and reinforces all of the pillars that sustain our city.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 BUILT ENVIRONMENT

We build our community towards the future to sustain balanced development, with a reverent eye to the past, honouring our unique settlement history and distinct identity.

• We are connected to one another by a safe, effective and accessible transportation network that supports public and active modes of movement.

• We believe community is about people and we design our neighbourhoods to make it easy for people to connect to one another through parks, trails, public 4 transportation and community spaces.

• We plan and manage the growth of our city so future generations can inherit the same strong, vibrant community we’ve enjoyed.

• We build innovative, long lasting infrastructure that is efficient, minimizes the use of our natural resources and creates harmony between the natural and built environment.

• We build our city to reflect the natural beauty we cherish, maintaining distinct landscaping and architectural standards that cultivate our city’s identity.

• We celebrate and honour our origins by preserving our local landmarks, including Father Lacombe’s Chapel, the Grain Elevators and St. Albert Place.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 NATURAL ENVIRONMENT

We protect, embrace and treasure our deeply-rooted connections with the natural environment through championing environmental action.

• We grow our community from the natural world surrounding it, connecting with nature from Big Lake to River Lot 56, using our extensive Red Willow Park trail system, allowing people of all ages to experience nature.

• We stand united to preserve, protect and enjoy our Sturgeon River valley, natural areas and ravines and their contribution to biodiversity.

• We believe in working together with our regional partners to promote our understanding and to continually improve our care and management of the Sturgeon River watershed. 5 • We strongly believe that maintaining and promoting our flourishing, expansive tree canopy for future generations is a shared duty.

• We are an environmentally caring community, mindful of the nature that surrounds us, that puts the Earth first, which is reflected in our green living lifestyle and conservation of natural resources.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 CULTURE

We are proud of our storied history that has fed and nurtured our festive and culturally-rich community.

• We preserve and treasure our past, mindful of the roots from which our community has grown and will continue to bloom.

• We believe in coming together to celebrate our successes, achievements and one another.

• We organize inviting, lively and 6 internationally-recognized cultural events that bring people together and nourish our spirits.

• We are known for our progressive architecture, art and community design, which expresses our distinct identity and strong sense of place and home.

• We live complete, full and active lives that are supported by our exceptional recreation amenities, extensive parks and winding, world-class trails.

The people of St. Albert embrace a balanced sustainable living philosophy which is at the core of our city’s soul. We remain committed to our sustainable community vision and celebrate our stories and successes as we continue to write the next chapter of St. Albert's history.

Cultivating Our Future | St. Albert’s Community Vision | June 22 , 2015 ATTACHMENT 4

Cultivating Our Future City of St. Albert Strategic Plan St. Albert’s Community Vision “A vibrant, innovative and thriving City that we all call home, that sustains and cherishes its unique identity and small town values. We are the Botanical Arts City.”

Pillars of Sustainability The community has identified five pillars of sustainability in pursuit of our collective vision.

- Social – We are a friendly and inclusive community of passionate equals, where everyone feels a sense of belonging. We believe that community starts with the person next door.

- Economic – We proper and excel through a strong and diverse economy that is supported by forward-thinking commerce, outstanding local businesses and a dynamic downtown core.

- Built Environment – We build our community towards the future to sustain balanced development, with a reverent eye to the past, honouring our unique settlement history and distinct identity.

- Natural Environment – We protect, embrace and treasure our deeply-rooted connections with the natural environment through championing environmental action.

- Culture – We are proud of our storied history that has fed and nurtured our festive and culturally-rich community.

The people of St. Albert remain committed to our sustainable community vision and celebrate our stories and successes as we continue to write the next chapter of St. Albert's history.

Council Priorities (TBD) Council has identified the following priorities for the community: - {Council will identify their priorities as part of the 2016 Council retreat. To assist Council in this process, Administration will prepare a detailed listing of all major projects / initiatives planned over the next three years and align them to the strategies within the strategic plan.}

ATTACHMENT 4

Community Strategy Each sustainability pillar that was identified in pursuit of the community vision has specific results that the community expects to achieve. For each result, a number of strategies have been identified that describe how we are planning to achieve them. Social We are a friendly and inclusive community of passionate equals, where everyone feels a sense of belonging. We believe that community starts with the person next door.

We will pursue our vision by focusing on the following results:

1. We live and share our small-town values by being a friendly, peaceful, supportive and safe community. Strategies include: 1.1. Educate residents on the impact of crime and promote opportunities for residents to become positively involved in addressing the issue. (F2.1.)

1.2. Develop plans to address community emergencies and unanticipated safety issues within the community while providing emergency and protective services in an efficient and effective manner. (F2.2.)

1.3. Raise awareness of domestic violence in the community through education, engagement and supportive programming. (F2.3.)

2. We are inclusive; we embrace, respect and support people of all ages, cultures and backgrounds. Strategies include: 2.1. Embrace a safe and healthy community that promotes diversity through inclusive community design, universal accessibility, programming and cultural celebrations. (F1.1.)

2.2. Promote municipal programming that is attractive to young families with children and encourages them to reside within the community. (F1.2.)

2.3. Create opportunities for seniors to become actively engaged and supported through necessary programming, supports, accessible housing and continuing care options. (F1.6.)

ATTACHMENT 4

3. We believe in the strength of our neighbourhoods, ensuring that there is a diverse range of housing and transportation options available to all. Strategies include: 3.1. Encourage the development of a diversity of housing options through advocacy and partnerships with relevant stakeholders, not-for-profits, for-profit and government entities. (F4.1.)

3.2. Generate public support for the implementation of affordable housing through a variety of education and engagement techniques. (F4.2.)

3.3. Promote a transit network that enables the City of St. Albert to achieve its economic, social and environmental objectives by making transit a convenient and competitive mode of transportation. (E2.3.)

4. We believe in creating the best for one another, valuing our community connections by supporting and engaging neighbourhoods, institutions and organizations that work to improve life in our community. Strategies include: 4.1. Develop a community-wide Poverty Reduction Strategy to define the barriers that exist in achieving financial sustainability within the community. (F3.1.)

4.2. Advocate for changes to systemic barriers that prevent residents from access to mental health, addictions and housing supports. (F1.5.)

4.3. Support the development of a community strategy to assist all residents live free from bullying. (F1.3.)

4.4. Advocate for people with disabilities and ensure City services and facilities are fully accessible to the community. (F1.4.)

5. We celebrate life-long learning, striving to build our knowledge to better teach and prepare our younger generations as the future stewards of our community. Strategies include: 5.1. Create opportunities for youth to become actively engaged and provided with the supports needed to succeed and contribute to the community. (F1.7.)

6. With a compassion rooted in the deep cultural history of our community, we wholeheartedly give our time and ourselves to support the well-being and success of our community. Strategies include: 6.1. Promote volunteerism within the community to enhance civic engagement and foster a sense of connectedness. (F3.2.)

ATTACHMENT 4

Economic We prosper and excel through a strong and diverse economy that is supported by forward-thinking commerce, outstanding local businesses and a dynamic downtown core.

We will pursue our vision by focusing on the following results:

1. We want people to live all parts of their lives in St. Albert, fostering opportunities to work, shop and play here. Strategies include: 1.1. Cooperate in the promotion, development, and enhancement of tourist attractions and infrastructure in order to increase tourism visitations and expenditures. (A4.1.)

1.2. Promote the St. Albert brand to strengthen community identity and promote local business and industry. (A4.2.)

1.3. Maximize economic spin-offs from community events and attractions to facilitate increased visitor spending in St. Albert and encourage residents to participate in local events and spend in the community. (A4.3.)

2. We have a diverse and robust business community, which enables economic prosperity to support community building and provide valuable jobs to our residents. Strategies include: 2.1. Attract new business in targeted commercial sectors and support appropriate growth throughout the community and the Highway 2 corridor. (A1.2.)

2.2. Promote business and industrial development that capitalizes on established and emerging industries within the Capital Region and the Alberta Industrial Heartland. (A1.3.)

2.3. Ensure the City of St. Albert supports expansion and attraction of desired business and industry through competitive policies, bylaws, taxes, infrastructure and services. (A1.4.)

3. We recognize our strong existing businesses as the foundation of our economy and their role in inspiring the next generation of groundbreaking entrepreneurs. Strategies include: 3.1. Retain and nurture expansion of existing local businesses and new local business start-ups. (A3.1.)

ATTACHMENT 4

3.2. Increase the number of residents working in St. Albert through identifying opportunities to create local employment opportunities and improve the availability of local labour. (A3.2.)

4. We have a thriving downtown, including the historic Perron district that is the heart of our community, which we enjoy as a place that showcases our identity through businesses, culture, art and natural surroundings. Strategies include: 4.1. Encourage the growth of Downtown and ensure it remains the centre and heart of commercial, civic, human services, cultural, and residential activities of St. Albert through implementation of the Downtown Area Redevelopment Plan (DARP). (A2.1.)

5. We recognize our vigorous economy weaves together the fabric of our community and reinforces all of the pillars that sustain our city. Strategies include: 5.1. Ensure a 20-year supply of serviced and unserviced non-residential land for commercial and targeted industrial/business expansion to maximize the city’s strategic and/or economic advantage. (A1.1.)

ATTACHMENT 4

Built Environment We build our community towards the future to sustain balanced development, with a reverent eye to the past, honouring our unique settlement history and distinct identity.

We will pursue our vision by focusing on the following results:

1. We are connected to one another by a safe, effective and accessible transportation network that supports public and active modes of movement. Strategies include: 1.1. Provide for the safe and efficient movement of goods and people within the community to work, school and home. (E2.1.)

1.2. Establish sustainable priorities for the City’s investment in transportation and infrastructure for the future and within the region. (E2.2.)

1.3. Develop advocacy strategies to expedite the twinning of Ray Gibbon Drive to the Employment Lands. (E4.2.)

2. We believe community is about people and we design our neighbourhoods to make it easy for people to connect to one another through parks, trails, public transportation and community spaces. Strategies include: 2.1. Promote sustainable neighbourhoods and transportation choices through progressive urban and transportation planning initiatives. (C5.1.)

3. We plan and manage the growth of our city so future generations can inherit the same strong, vibrant community we’ve enjoyed. Strategies include: 3.1. Ensure that the provision of civic facilities, parks and open spaces is responsive to demographic, cultural, leisure and protective services trends. (B1.1.)

3.2. Ensure that adequate resources are in place for significant facilities that support community growth and enhancement. (B1.2.)

3.3. Plan for and implement roadway enhancements to address the transportation needs of St. Albert as its population grows. (E3.1.)

3.4. Ensure that municipal utilities and services are provided in an efficient, economic, coordinated, and timely manner relative to the desired development of the city. (E3.2.)

ATTACHMENT 4

4. We build innovative, long lasting infrastructure that is efficient, minimizes the use of our natural resources and creates harmony between the natural and built environment. Strategies include: 4.1. Maintain corporate and infrastructure assets in an efficient and sustainable manner that meets the present and future growth needs of the city and in accordance with approved guiding principles. (E3.3.)

4.2. Implement innovative civic, neighbourhood and housing design trends that foster increased efficiencies, capacity and incorporate cutting-edge technology solutions. (E1.2.)

4.3. Assess infrastructure on St. Albert trail to ensure it is meeting the standards of the community. (E4.1.)

5. We build our city to reflect the natural beauty we cherish, maintaining distinct landscaping and architectural standards that cultivate our city’s identity. Strategies include: 5.1. Encourage progressive development that is planned for and regulated while ensuring development is environmentally sound, preserves the unique character of St. Albert, promotes safety and is accessible to the community. (E1.1.)

6. We celebrate and honour our origins by preserving our local landmarks, including Father Lacombe’s Chapel, the Grain Elevators and St. Albert Place. Strategies include: 6.1. Develop an enhanced City of St. Albert Heritage Policy and Program framework that links to broader civic goals of sustainability, economic development and neighbourhood planning, while providing significant and sustainable development opportunities. (B2.1.)

6.2. Identify, evaluate, manage and commemorate significant historical resources that illustrate the broad range of St. Albert’s heritage values. (B2.2)

ATTACHMENT 4

Natural Environment We protect, embrace and treasure our deeply-rooted connections with the natural environment through championing environmental action.

We will pursue our vision by focusing on the following results:

1. We grow our community from the natural world surrounding it, connecting with nature from Big Lake to River Lot 56, using our extensive Red Willow Park trail system, allowing people of all ages to experience nature. Strategies include: 1.1. Promote sustainable and low impact development within the community. (C2.3.)

2. We stand united to preserve, protect and enjoy our Sturgeon River valley, natural areas and ravines and their contribution to biodiversity. Strategies include: 2.1. Develop a Watershed Management Plan that will guide future decisions with respect to the management of the watershed and address water quality issues, ecosystem health, and land use planning. (C1.2.)

2.2. Improve the water quality of the Sturgeon River through protection of floodplain and riparian wetland natural areas, improved storm water management techniques and community education. (C1.3.)

2.3. Educate the community on the health of the Sturgeon River Watershed through targeted programs and incentives. (C1.4.)

3. We believe in working together with our regional partners to promote our understanding and to continually improve our care and management of the Sturgeon River watershed. Strategies include: 3.1. Establish a Sturgeon River Watershed partnership that includes representatives from municipalities within the watershed (and support from North Saskatchewan Watershed Alliance and Alberta Environment Sustainable Resource Development). (C1.1.)

3.2. Foster community environmental stewardship through provincial and regional partnerships, facilitating the Environmental Advisory Committee and the Environmental Initiative Grants and engaging the community through targeted programs and events. (C2.1.)

ATTACHMENT 4

4. We strongly believe that maintaining and promoting our flourishing, expansive tree canopy for future generations is a shared duty. Strategies include: 4.1. Support existing policies and programs to protect and manage the City’s trees, parks and natural areas. (C4.1.)

4.2. Educate the community on the protection and management of trees, parks and natural areas through a variety of programs and events. (C4.2.)

5. We are an environmentally caring community, mindful of the nature that surrounds us, that puts the Earth first, which is reflected in our green living lifestyle and conservation of natural resources. Strategies include: 5.1. Employ corporate environmental management systems to ensure compliance with all relevant environmental legislation and regulations and to minimize environmental impacts from City operations. (C2.2.)

5.2. Manage air quality through participation with Alberta Capital Airshed, establishing an air quality monitoring station and establishing a baseline of air quality conditions that can be shared with the community. (C6.1.)

5.3. Reduce energy consumption and greenhouse gas emissions through involvement with the Federation of Canadian Municipalities Partners for Climate Protection program, implementation of the Local Action Plan and educating the community through various programs and incentives. (C6.2.)

5.4. Reduce water consumption through the implementation of the Water Conservation, Efficiency and Productivity plan, including educating the community through various programs and incentives. (C6.3.)

5.5. Reduce solid waste generation through participation in the Alberta Capital Region Integrated Waste Management Plan and implementation of the Solid Waste Management Plan Review. (C3.1.)

5.6. Educate the community, including schools and businesses, on solid waste management principles through targeted programs and events. (C3.2.)

ATTACHMENT 4

Culture We are proud of our storied history that has fed and nurtured our festive and culturally- rich community.

We will pursue our vision by focusing on the following results:

1. We preserve and treasure our past, mindful of the roots from which our community has grown and will continue to bloom. Strategies include: 1.1. Celebrate cultural assets through providing residents and visitors with easy access to cultural amenities, integrating cultural activities in unexpected places, highlighting significant cultural assets, and integrating culture into city-wide efforts. (B3.1.)

1.2. Establish sustainable funding through diversifying sources of income amongst cultural organizations, nurturing emerging efforts and prioritizing existing resources. (B3.4.)

2. We believe in coming together to celebrate our successes, achievements and one another. Strategies include: 2.1. Increase and deepen cultural participation through nurturing the next generation of participants, improving access to opportunities for artists, and equipping cultural organizations and artists with the skills to sustain their craft. (B3.2.)

3. We organize inviting, lively and internationally-recognized cultural events that bring people together and nourish our spirits. Strategies include: 3.1. Promote, build on and enhance new and existing cultural events and amenities to draw visitors, and making cultural experiences accessible through effective communication and collaboration efforts. (B3.3.)

4. We are known for our progressive architecture, art and community design, which expresses our distinct identity and strong sense of place and home. Strategies include: 4.1. Ensure infrastructural strength through maintaining existing cultural assets, identifying capital improvements to build on the strengths of existing assets, and identifying facilities that respond to cultural participation trends and population growth. (B3.5.)

ATTACHMENT 4

5. We live complete, full and active lives that are supported by our exceptional recreation amenities, extensive parks and winding, world-class trails. Strategies include: 5.1. Maintain existing recreation facilities, parks and open spaces to meet provincial and national standards. (B4.1.)

5.2. Communicate recreation efforts and engage with the community to share the benefits of recreation and identify opportunities for future recreational programming. (B4.2.)

5.3. Explore public / private partnerships for the delivery of recreational services and support community groups in integrating recreation and sport tourism into their programming. (B4.3.)

ATTACHMENT 4

Governance Strategy Council is committed to ensuring that the City of St. Albert is a responsive, accountable government that delivers value to the community.

We will pursue this commitment by focusing on the following results:

1. Strive to become a leader in analytics to enhance decision making. Strategies include: 1.1. Utilize analytics in support of evidence-based decision making to enhance service delivery to residents.

1.2. Support the development of key measurable goals for each City department and division to monitor the health of the organization and progress towards achieving the community's vision.

2. Maintain the City of St. Albert as an employer of choice. Strategies include: 2.1. Support strategies to attract, retain and nurture employees to enhance the City's ability to compete with external organizations for talent.

3. Maintain fiscal responsibility and transparency. Strategies include: 3.1. Provide prudent fiduciary oversight of the City’s finances in an open and transparent manner, through the use of strong internal controls.

3.2. Establish a robust series of financial policies that support a long-term sustainable, financially responsible and affordable community for the residents of St. Albert.

3.3. Provide short- and long-term forecasting and budgeting principles that guide the City’s decision making and link financial resources to the City of St. Albert’s strategic plan.

ATTACHMENT 4

4. Develop strong working relationships with regional, provincial and federal partners. Strategies include: 4.1. Develop strong working relationships with Sturgeon County and other neighbouring municipalities, public and private interests in the Capital Region.

4.2. Research government organizations that are recognized for their leadership in municipal government and identify best practices to enhance municipal operations.

4.3. Pursue joint service delivery models with regional partners.

ATTACHMENT 4

Service Delivery Strategy Council is committed to ensuring that the City of St. Albert is engaging residents to identify opportunities to improve delivery of services to the community.

We will pursue this commitment by focusing on the following results:

1. Engage the community to incorporate resident input and improve decision making. Strategies include: 1.1. Communicate and engage the community to promote two-way information sharing and provide the opportunity to provide input into the development of the City's plans, budgets, decisions and implementation of decisions that affect them.

1.2. Develop strategies to utilize online public engagement tools, social media and emerging technologies to enhance existing public engagement processes.

1.3. Improve access, remove barriers and provide opportunities for the community to get involved in the democratic process.

2. Create positive customer service experiences with the community. Strategies include: 2.1. Establish service standards and levels, increase analytical depth, and benchmark against comparable municipalities for all community facing services.

ATTACHMENT 6

City of St. Albert Municipal Business Cases (Net Budget requirements per year - not incremental) 2016 Approved Business Cases Approved Approved Approved Division Department Name Scope Statement FTE 2016 2017 2018 $ $ $ Base Business Cases Funded in Base Budget CPS RCMP Policing Support Due to a recent 2015 change in court process that has been mandated by Alberta 0.56 28,800 40,000 40,600 Services Compliance Justice in consultation with the RCMP there will be an increase in workload in order to process criminal charges laid. There is currently no capacity within Policing Services support to address this workload and therefore a .56 fte is recommended to be added.

CPS RCMP Emergency 911 Act This business case speaks to the provincial 9-1-1 standards that will be implemented in 1.00 84,900 109,000 109,000 Compliance 2015 and the requirements placed upon all primary Public Safety Answering Points (PSAP) for quality assurance measurements. The failure to meet these requirements will result in losing our provincial grant funding of approximately $250,000.00 per year.

IS Public Works Change of Service To increase resident satisfaction with Priority 4 Road snow removal service levels while 400,000 400,000 400,000 Level for Priority adhering to Council’s goal of providing a responsive, accountable government that Roads (Residential) delivers value to the community.

FAS Finance Funding Alignment - Transfer the budget related to the annual traffics signal maintenance program 581,800 581,800 581,800 Crack Sealing & ($500,000) and the annual crack sealing program ($81,800) from the program operating Traffic Signal budget to the Capital Funding Formula for a like amount to enable the execution of these Maintenance programs through the capital process on an annual basis.

Base Business Case Funded in Base Budget Total 1.56 $ 1,095,500 $ 1,130,800 $ 1,131,400

Council Business Case Funded From Reserve Council Council Internal Auditor A council resource to provide the Citizens of St. Albert with an independent review of the 162,500 162,500 City's services and programs. The Internal Auditor will report to City Council. As defined by the Institute of Internal Auditors, the office of the Internal Audit will provide services: "To enhance and protect organizational value by providing risk-based and objective assurance, advice, and insight." Funding from Stabilzation reserve - 162,500 - 162,500

Council Business Case Funded From Reserve -$ -$ -$

Growth Business Cases Funded From Assessment Growth CMO City Manager's IAC with Sturgeon The IAC is a committee of elected officials from the City of St. Albert and Sturgeon 150,000 150,000 150,000 Office County County established to identify joint opportunities that will create successful growth outcomes for both municipalities. City resources will be required for planning, researching, and consulting to develop a mutually beneficial Growth Action Plan.

CSS Human Resources Talent, Leadership This position will directly impact the Corporation’s service level provision to the 1.00 103,900 129,300 134,500 and Culture Community by ensuring that workforce capacity and planning initiatives are established. Ensuring adequate staff capacity supports the maintenance of service level standards, and appropriate employee supports are in place to ensure success and ultimately drive the success of the organization by delivering exceptional service to our Community.

CSS Human Resources Compensation Linking compensation to overall business strategy. Establishing a strategy that reflects 70,000 30,000 - Strategy our corporate values, economic realities and taking into account our corporate culture, industry standards and growth strategy. Our compensation strategy must provide a foundation to make consistent hiring and promotion decisions that links back to an effective talent management strategy. This business case will incorporate a compensation benchmarking process and a benefit review.

CSS Human Resources Safety Budget - This business case is to request additional and ongoing safety funds of $21,000 to cover 21,000 21,000 21,000 Additional Compliance safety program costs that have not historically been expended but will be required to Funding meet legislated requirements. Funding from safety reserve - 21,000

CSS Human Resources Inclusive Hiring In 2014, Council approved an Inclusive Hiring Policy and the development of an 50,000 50,000 50,000 Program Fund Inclusive Hiring Strategy. The purpose of the policy is to ensure the full participation of Persons with Disabilities as candidates for employment and as employees with the City of St. Albert. The proposed strategy would be implemented through a phased approach and begin with targeted employment opportunities. To support this approach and the implementation of the strategy, financial resources are required to fund term assignments, honorariums, training initiatives, workplace modifications and communication collateral to increase resident awareness that the City is an inclusive

CPS Culture Amplify Youth Festival Supporting council directive to nurture St. Albert’s future cultural leaders, artists, 80,000 80,000 80,000 volunteers and audiences, the festival is an adaptive model for community engagement; therefore, we propose Amplify continue to be funded as a yearly event youth can look forward to, rely on and grow with.

CPS RCMP Policing 911/Dispatch This will improve the health and wellness of the dispatchers who are currently working 70,000 - - Employee Wellness 12 hour shifts in a seated position. The ability to dispatch while standing increases mobility & decreases physical stressors. New work stations will also address ergonomic challenges that we have with our current work stations. The scope of this project includes the removal of a security camera hub which creates a annoying and frustrating noise level for the operators. Funding from safety reserve - 70,000

CPS RCMP Municipal Building upon the Policing Services Long Term Plan (2014) to address increasing 77,700 105,800 107,900 Enforcement Service service expectations and continued community growth. The plan provides a current and Level comprehensive report on the overall policing services provided. The plan also includes a resourcing methodology for services intended to meet the growing demand due to trends and future population growth. Call volume and workload for Municipal Enforcement is on an upward trend and therefore, it is recommended that resources are

CPS RCMP Public Safety The City of St. Albert continues to be highly ranked as one of the best and safest places 220,200 298,800 304,000 Maintenance to live in all of Canada. St. Albert has placed an emphasis on promoting and attracting economic development over the next decade. With this growth comes an anticipated increase in population density and the related service demands. The Police Services Long Term Department Plan provided a resourcing template which seeks a police to population ratio of 1:1000. This business case speaks to phasing in an additional two RCMP officers in 2016. City of St. Albert Municipal Business Cases (Net Budget requirements per year - not incremental) 2016 Approved Business Cases Approved Approved Approved Division Department Name Scope Statement FTE 2016 2017 2018 $ $ $ CPS Outside Agencies Mobile Community The Mobile Outreach project is intended as an innovative, cost-effective solution to the 91,200 85,900 89,700 Literacy Outreach growing needs for library services, in particular early and digital literacy programming, within the constraints of a facility that is beyond capacity. In effect, bringing popular library programs such as early childhood literacy story times to the community beyond the existing facility’s walls will act as a safety valve, shortening waiting lists.

P&E Planning & St Albert Trail Project Review and identify all corporate initiatives related to St. Albert Trail and provide 60,000 Development Integration Consultant recommendations for a coordinated corporate approach to the Trail's future development

P&E Planning & Housing Liaison A 0.25 FTE is being requested. This will increase the current 0.75 FTE for an Affordable 0.25 26,300 26,300 26,300 Development Housing Liaison to 1 FTE, to ensure sufficient staffing resources to meet the workload demands related to affordable housing and the ongoing implementation of the Council- approved Community Housing Plan.

P&E Planning & Planner The Planning Branch currently has one full-time Planner on a contract. This request is 1.00 98,200 93,600 93,600 Development to create 1.0 FTE for a Planner to replace that contract position.

IS Public Works Tree Staff As per Councils approval of the PW Long Term Plan (C-690-2009) and consistent with 1.00 54,600 68,000 68,000 the 2015 Business Case that proposed 3 FTEs phased over 2015/16/17 this represents the 2nd of 3 FTE positions to be added to our tree staff unit

IS Transit Saturday Handibus To expand the hours of operation of Handibus to include Saturday daytime service within 15,200 45,500 45,500 Local Service St. Albert.

IS Public Works Registered Public Works in collaboration with Careers, the Next Generation, would provide the work 24,000 24,500 25,000 Apprenticeship experience hours required for a first year apprenticeship in a certified trade. Program

Growth Business Cases Funded From Assessment Growth Total 3.25 $ 1,121,300 $ 1,208,700 $ 1,195,500

Council Motions Funded from Assessment Growth Approved Approved Approved 2016 2017 2018 PM# Department Mover Motion FTE $ $ $ Planning & 1.00 PM88-2016 Engineering BR That one additional FTE be funded $100,000 for Engineering 100,000 100,000 100,000

Planning & PM95-2016 Engineering CM That we fund the MPC Business Case for $45,000 45,000

Total Motions Funded From Assessment Growth (2 Motions) 1.00 $ 145,000 $ 100,000 $ 100,000

Base and Growth Business Case Total 5.81 $ 2,361,800 $ 2,439,500 $ 2,426,900

Operating Impacts from Capital Funded From Assessment Growth CSS Information Recreation Software ITSV- new (007) Technology Replacement 32,000 32,000 32,000

Information Permitting Workflow ITSV- new (008) Technology Software Consolidation 25,000 25,000 25,000

CPS Culture Heritage Park- French CULTR-009 Canadian Farm - - 40,200

Culture Visual Arts Studio CULTR-new (022) Furniture Replacement - 30,000 30,000

Culture Webstream Audio CULTR-NEW3 (027) Console - 500 500

Fire Services City Radio System FIRE-NEW1 (021) Equipment - 2,500 2,500

Recreation & Parks Riel Park Amenities RECR-044 Building - 38,000 41,800

Recreation & Parks Servus Place Exterior SERV-008 Improvements 2, 000 2,200 2,400

Outside Agencies Mobile Outreach Van OA-NEW (006) 1, 500 2,000 2,500

P&E Planning & Arterial and Collector ENGS-054 Engineering Intersection Enhancement Program 2, 500 5,000 7,500

Planning & St. Albert Trail ENGS-055 Engineering Revitalization 3, 500 3,500 3,500

Planning & Erin Ridge Traffic ENGS-057 Engineering Mitigation Strategies 500 500 500

Planning & Neighbourhood Traffic ENGS-058 Engineering Calming Strategies 6, 600 6,600 6,600

Planning & Traffic Signal ENGS- new (060) Engineering Maintenance 5,000 5,000 5,000

IS Public Works Subdivision Entrance PW-NEW1 (024) Signage - - 3,700 City of St. Albert Municipal Business Cases (Net Budget requirements per year - not incremental) 2016 Approved Business Cases Approved Approved Approved Division Department Name Scope Statement FTE 2016 2017 2018 $ $ $

Public Works Access Control - PW-NEW2 (025) Snow Storage 10,000 10,000 10,000

Public Works Pre-wet Tanks PW-NEW3 (026) 500 500 500

$89,100 $163,300 $214,200

Total Base Business Cases Funded In Base Budget $1,095,500 $1,130,800 $1,131,400

Total Council and Growth Business Cases Funded From Assessment Growth $1,355,400 $1,472,000 $1,509,700

Total Operating Impact of Business Cases and Capital Charters $2,450,900 $2,602,800 $2,641,100

Assessment Growth Reconcilation Growth Available for Business Cases/Motions $ 1,739,000

Growth Business Cases Funded From Assessment Growth 1,121,300 Council Motions Funded From Assessment Growth 145,000 Operating Impacts of Capital Charters Funded From Assessment Growth 89,100 Assessment Growth Transfered to Base 383,600 Growth Available for Business Cases/Motions $ 1,739,000 2016 MUNICIPAL CAPITAL FUNDING (In Dollars) MSI- Municipal Lifecycle & (85/65%) + MSI - Growth Basic Capital Project No. Project Name BUDGET PAYG Other New FGTF Other Grants 20% Utility (15%) Capital Reserve Reserves Phaseout ($632K) COMS-001 Community Capital Program 250,000 250,000 CULTR-001 Arden Theatre Maintenance and Lifecycle Plan 20,000 20,000 CULTR-020 Progress Hall Revitalization 469,000 234,425 234,575 CULTR-023 Cultural Services Workshop Tool Refurbishment & Replacement25,000 25,000 CULTR-024 Visual Arts Studio Furniture Replacement 44,400 44,400 ENGS-001 Arterial Asphalt Overlay Program 2,230,000 210,000 2,020,000 ENGS-002 Local and Collector Road Reconstruct Program 2,050,000 2,050,000 ENGS-003 Local and Collector Asphalt Overlay Program 4,070,000 70,000 1,850,800 2,149,200 ENGS-005 Permanent Line Marking Rehabilitation 171,500 171,500 ENGS-006 Trail Overlay Program 660,000 6,600 653,400 ENGS-007 Sidewalk Program 906,000 9,100 896,900 ENGS-008 Transportation Systems Mgmt (Signals) 809,500 809,500 ENGS-014 City Owned Parking Lot - Major Rehab 100,000 100,000 ENGS-047 Road Rehabilitation 250,000 250,000 ENGS-048 Bridge Maintenance 172,400 172,400 ENGS-050 Crack Sealing Program 90,000 90,000 ENGS-052 Right of Way (ROW) Study 61,500 61,500 ENGS-060 Traffic Signal Maintenance 500,000 500,000 FIRE-001 Emergency Services Equipment Replacement Plan 246,000 246,000 FIRE-018 Fire Building Equipment Replacement 65,000 65,000 ITSV-001 IT Office Automation 50,000 50,000 ITSV-002 Office Systems Replacement Plan 321,000 321,000 ITSV-007 Recreation Client Management Software 200,000 200,000 ITSV-008 Single Window Services 200,000 200,000 PW-001 PW Mobile Equipment Replacement Plan 1,390,800 13,800 1,377,000 PW-006 PW Shop & Yard Equipment Replacement 35,000 35,000 PW-009 Civic Building Security 252,500 252,500 RECR-001 Aquatics Lifecycle Replacement Plan 661,900 6,500 655,400 RECR-002 City Parks Infrastructure Replacement Program 500,000 500,000 RECR-003 City Sportfield Rehabilitation Program 310,000 310,000 RECR-025 City Playground Lifecycle Program 255,100 2,500 126,300 126,300 SERV-001 Servus Place Lifecycle Replacement Program 887,200 8,800 878,400 TRAN-001 Transit Bus Lifecycle Replacement 405,000 405,000 STORM-011 Lacombe Park (PM1) 1,200,000 12,000 1,188,000

SUBTOTAL RMR MUNICIPAL CAPITAL PROJECTS 19,858,800 2,636,025 4,094,100 6,765,200 0 4,199,200 1,803,400 360,875 0

COUN-013 Business Incubation Fund 25,000 25,000 COUN-020 Story Boards 15,000 15,000 COUN-021 Tache Plane Restoration & Relocation 335,000 335,000 CULTR-005 Founders Walk Phase 3 250,000 250,000 CULTR-009 Heritage Park- French Canadian Farm 215,500 215,500 CULTR-027 Webstream Audio Console 51,200 51,200 DARP-016 Millennium Park- Placemaking and Design Phase 1 360,000 360,000 ENGS-061 Noise Attenuation City Wide Data Collection 200,000 200,000 ENGS-063 Safe Journeys to School Safety Implementation Strategies 835,800 29,000 806,800 ENGS-064 St. Albert Trail and Boudreau / Giroux Road Corridor Safety Initiative 319,700 Implementation 319,700 ENGS-054 Arterial and Collector Intersection Enhancement Program 909,000 9,000 900,000 ENGS-055 St. Albert Trail Revitalization 353,500 353,500 ENGS-057 Erin Ridge Traffic Mitigation Strategies 136,400 136,400 ENGS-058 Neighbourhood Traffic Calming Strategies 175,000 175,000 FIRE-021 City Radio System Equipment 36,000 36,000 ITSV-004 Financial System Software 500,000 395,375 104,625 ITSV-006 Municipal Area Network Segments 250,000 250,000 LEGIS-004 Columbarium 53,100 53,100 OA-005 Community Branch Library 100,000 100,000 OA-006 Mobile Outreach Van 62,000 62,000 PLAN-006 North Ridge 2 (Badger Lands) Area Structure Plan (ASP) 435,800 435,800 PLAN-007 Accessibility Initiatives 40,000 40,000 PW-002 PW Cemetery Improvements 150,000 150,000 PW-024 Subdivision Entrance Signage 30,000 30,000 PW-025 Access Control - Snow Storage 50,000 50,000 PW-026 Pre-wet Tanks 24,000 24,000 PW-027 Wing Plows 84,000 84,000 RECR-006 Neighborhood Park Planning and Standards Model 230,000 230,000 RECR-020 Red Willow Park West - Trail and Park Planning 275,000 275,000 RECR-044 Riel Park Amenities Building 3,307,500 31,500 3,276,000 RECR-048 Neighborhood Park Planning and Standards Model - Development 400,000 400,000 SERV-008 Servus Place Exterior Improvements 180,000 180,000 TRAN-024 Transit Garage Expansion 656,500 6,500 650,000 PW-028 Tree Planting 250,000 250,000 SERV-007 Servus Expansion 50,000 50,000 SERV-004 6th Arena Servus 50,000 50,000 ENGS-065 Costing Engineer Contractor 125,000 125,000 COUN-023 Paving of Shale Trails 251,000 251,000 COUN-024 Hearing Loop 6,000 6,000 COUN-025 Rotary Park Boat Launch 25,000 25,000 COUN-026 AHF Commission Study 10,000 10,000 COUN-027 Healing Garden 100,000 100,000 ENGS-062 Perron Street angle parking 160,000 160,000 REC-052 Grosvenor Slide 10,000 10,000

SUBTOTAL GROWTH MUNICIPAL CAPITAL PROJECTS 12,082,000 3,476,575 1,139,000 0 4,826,000 0 1,982,300 0 658,125

TOTAL MUNICIPAL CAPITAL BUDGET 31,940,800 6,112,600 5,233,100 6,765,200 4,826,000 4,199,200 3,785,700 360,875 658,125 Attachment 3 - Utility Capital Summary with Funding

2016 UTILITY CAPITAL FUNDING (In Dollars) MSI- Utility (85/35%) - Water Wastewater Storm Solid Waste Project No. Project Name BUDGET 20% Phaseout FGTF Reserve Reserve Reserve Reserve ($632K)

STORM-002 Stormwater Infrastructure Rehabilitation 1,600,000 1,600,000 STORM-004 Stormwater Management Level of Service Requirements 3,470,000 3,470,000 STORM-007 Sedimentation and Erosion Control Plan 3,363,000 3,363,000 STORM-new (023) Heritage Lakes Storm System 900,000 900,000 WASWT-001 Wastewater Rehabilitation Program 237,000 237,000 WASWT-002 Wastewater Household Service Replacement 200,000 200,000 WASWT-003 Wastewater Main Replacement 611,000 611,000 WASWT-004 Wastewater Collection System Level of Service 2,640,000 986,000 1,654,000 WASWT-021 Rivercrest Lift Station Rehabilitation 4,000,000 2,441,900 1,558,100 WATER-003 Water System Infrastructure Rehab 440,000 440,000 WATER-004 Water Network Level of Service 800,000 800,000

SUBTOTAL RMR UTILITY CAPITAL PROJECTS 18,261,000 4,041,900 986,000 2,798,100 2,702,000 7,733,000 0

UTIL-001 Mobile Support Trailer 30,000 10,000 10,000 10,000

SUBTOTAL GROWTH UTILITY CAPITAL PROJECTS 30,000 0 0 10,000 10,000 10,000 0

TOTAL UTILITY CAPITAL BUDGET 18,291,000 4,041,900 986,000 2,808,100 2,712,000 7,743,000 0 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD 1.1. Educate residents on the impact of crime and promote opportunities for residents to Operating become positively involved in addressing the issue. Homelessness Family and Prevention Strategy in St. Research and develop a Community Operating X X X X Albert and Sturgeon homelessness prevention strategy Support County Services Further develop and implement the Operating City's Emergency Plans Fire Services X X X X City's emergency plans. Expand programs and Develop an effective business services to address fire Operating continuity process to the City’s Fire Services X prevention, education emergency management program. and business continuity. Advance the departments strategic Expand programs and planning and continuous services to address fire Operating improvement activities through Fire Services X X X X X X prevention, education completion of two Commission Fire and business continuity. Accreditation processes. Expand the public education Expand programs and programs (fire prevention and services to address fire 1. We live and share Operating emergency management) that Fire Services X prevention, education our small-town values address prevention and education 1.2. Develop plans to address and business continuity. by being a friendly, elements. peaceful, supportive community emergencies and and safe community. unanticipated safety issues Continue to enhance the on-scene within the community while safety of staff during emergency fire providing emergency and operations. Maintain and continue to protective services in an The Fire Fighter Code of Practice is improve our work efficient and effective manner. Operating a higher level standard that is Fire Services X X X X X X environment and the specific to the type of work safety of our staff. undertaken by Fire Services staff and should create a safer workplace. Maintain and continue to Continue to look for new safety improve our work enhancements to further protect our Operating Fire Services X X X X X X environment and the staff during high risk fire response safety of our staff. activities. Capital Funding - Maintain and continue to Signal Pre-Emption Installation of pre-emption traffic improve our work (415326) AND 2016 Operating controllers to improve first Fire Services X X X X X environment and the Capital Charter - responder’s safety. safety of our staff. Traffic Pre-Emption System - FIRE-010 Review fire and Review the Emergency Services emergency response Bylaw and make the necessary Operating bylaws and develop an Fire Services X X X X updates to the bylaw that it is in line effective and supportive with the provincial model. mental health strategy.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 1 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Work with Human Resources to Review fire and ensure emergency response emergency response personnel receive the training and Operating bylaws and develop an Fire Services X X X X knowledge on mental illnesses to effective and supportive identify and support those in need of mental health strategy. assistance. Review fire and emergency response Review of the Fire Bylaw which Operating bylaws and develop an Fire Services X covers Fire Pits usage. effective and supportive mental health strategy. Establish Service Continuity Plans to Work with partner departments to prevent, predict and ensure that business continuity Information Operating manage information and plans are achievable and that IT X X X X X X X Technology communications service continuity plans reflect technology (ICT) business requirements. disruptions. Establish Service Continuity Plans to prevent, predict and Move certain core IT services into Information Operating manage information and high availability commercial X X X X X Technology communications datacenter. technology (ICT) disruptions. As a result of the Policing Long term department Plan, review Council Council Policy C-PS-02 Policing Operating Policy C-PS-02 (Policing Services) X X Policing Services Services and bring back recommended changes. Draft a Council policy related to Review applicable Traffic Safety that sets philosophy of Legislations, Council and Education, Engineering, Policing Operating administrative policies to X Enforcement and Evaluation. Services ensure they still meet Enforcement to include automated community expectations. and traditional enforcement Review appropriate bylaws and regulations to To review the Protection of Persons ensure they are still and Property Bylaw and make Policing Operating X X X X relevant within the recommendations to Council on any Services community and identify desired changes/updates. appropriate changes Review appropriate To work with Economic development bylaws and regulations to on the review and implementation of ensure they are still taxi regulations that impact resident Policing Operating X relevant within the safety (driver record and abstract Services community and identify checks and vehicle safety appropriate changes inspections).

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 2 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Continue to review, evaluate and Review programs and ensure we have enough RCMP *** Linked to 2016 services to identify resources to meet the demand of Policing Operating Business Operating X X X X opportunities for the community Policing desires in Services Case – Public Safety efficiencies. both a proactive and reactive Maintenance fashion. Continue to review, evaluate and *** Linked to 2016 Review programs and ensure we have enough MES Operating Business services to identify resources to meet the demand of Policing Operating X X X X Case – Municipal opportunities for the community Policing desires in Services Enforcement Service efficiencies. both a proactive and reactive Level fashion. Review Community Peace Officer Review programs and use for various Services (Bylaw services to identify Policing Operating Enforcement, Non-Injury collision X opportunities for Services investigation, Traffic Enforcement, efficiencies. Crime Prevention/Education). Review programs and Review the use of contracted services to identify Policing Operating commissionaire’s vs. employees for X opportunities for Services Guarding prisoners. efficiencies. Review programs and Review the speed on green reserve services to identify as a result of new fine revenue Policing Operating X X X X opportunities for trending and recommend changes to Services efficiencies. Council if warranted. Draft Administrative Policy and facilitate safety and security Facility Safety and initiatives including enhanced facility Operating Public Works X X X X X X X X X X Security access controls, staff training and internal/external communication measures. Safe Journey to School Implement recommendations from Transit Operating X Program Implementation the Safe Journey to School program. Services 1.3. Raise awareness of domestic violence in the community through education, Operating engagement and supportive programming. Complete logic models for the Family and Align with Provincial 2.1. Embrace a safe and Department across all Community Operating outcomes and meet X X X X X X 2. We are inclusive; healthy community that programs/services to ensure FCSS Support Provincial obligations. we embrace, respect promotes diversity through meets Provincial obligations. Services and support people of inclusive community design, Review and develop Council and Family and all ages, cultures and universal accessibility, Champion the core Administrative policies that support Community backgrounds. programming and cultural Operating values of the Social X X X X X X the core values of the Social Master Support celebrations. Master Plan. Plan. Services

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 3 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Document an inventory of services Family and Champion the core provided across target populations Community Operating values of the Social and sectors to ensure all programs X X X X X X Support Master Plan. and services align with the Social Services Master Plan. Evaluate and measure impact of Family and Champion the core programs using benchmarks and Community Operating values of the Social outcome analytics / indicators to X X X X X X Support Master Plan. ensure programs are meeting Services expectations. Family and Develop, promote and support Community Diversity and Community Operating community events that embrace X Inclusion Initiatives Support diversity and culture. Services Family and Poverty Reduction Develop a community wide Poverty Community Operating X X X X X X X X X Strategy Reduction Strategy. Support Services Family and Social Master Plan: Determine the need for additional Community Operating Community Plans and X community plans and social policies. Support Social Policies Services Family and St. Albert and Sturgeon Role: Liaison for City - Advocate, Community Operating X X X X Hospice Association promote and support efforts. Support Services Develop Policies Related Develop Council and Administration to Handibus Eligibility and policies to define Handibus eligibility Transit Operating X X X X Advisory Committee to be reviewed by the Handibus Services Operations Advisory Committee. 2.2. Promote municipal programming that is attractive to young families with children Operating and encourages them to reside within the community. Expansion of North Ridge Advocate for the expansion of North Operating Build St. Albert X X X X Lodge Ridge Lodge Construct and complete the Expansion of the 50+ rehabilitation and expansion of the Operating Build St. Albert X X X X 2.3. Create opportunities for Club Building program space in the 50+ Club seniors to become actively building. engaged and supported Capital Funding - 50+ through necessary Rehabilitate and expand the Planning and Club Building programming, supports, Operating 50+ Club Building program space in the 50+ Club X X X X X X X Engineering Rehabilitation and accessible housing and building continuing care options. Expansion (414201) Advocate for expansion of North Options for new facility Ridge Lodge and identify options for Planning and Operating and expansion of North X X X X X X X another facility similar to Chateau Engineering Ridge Lodge Mission Court.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 4 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop and adopt guidelines and *** Linked to 2016 Implement the Housing Planning and Operating /or policy for Universal Access and X X X X operating business Diversity Action Plan Development Visibility Guidelines case – Housing Liaison Research and prepare a report on *** Linked to 2016 3.1. Encourage the Implement the Housing Planning and Operating innovative building techniques that X operating business development of a diversity of Diversity Action Plan Development housing options through would enhance housing affordability case – Housing Liaison advocacy and partnerships Implement recommendations from *** Linked to 2016 Implement the Housing Planning and with relevant stakeholders, Operating report on innovative building X operating business Diversity Action Plan Development not-for-profits, for-profit and techniques case – Housing Liaison government entities. Develop and adopt guidelines and/or *** Linked to 2016 Implement the Housing policy changes for crime prevention Planning and operating business Operating X Diversity Action Plan through environmental design Development case – Housing Liaison (CPTED) Develop and adopt guidelines and *** Linked to 2016 Implement the Housing Planning and Operating /or policy for Universal Access and X X X X operating business Diversity Action Plan Development Visibility Guidelines case – Housing Liaison Research and prepare a report on *** Linked to 2016 Implement the Housing Planning and Operating innovative building techniques that X operating business 3.2. Generate public support Diversity Action Plan Development for the implementation of would enhance housing affordability case – Housing Liaison affordable housing through a Implement recommendations from *** Linked to 2016 Implement the Housing Planning and 3. We believe in the variety of education and Operating report on innovative building X operating business Diversity Action Plan Development strength of our engagement techniques. techniques case – Housing Liaison neighbourhoods, ensuring that there is Develop and adopt guidelines and/or *** Linked to 2016 Implement the Housing policy changes for crime prevention Planning and operating business a diverse Operating X range of housing and Diversity Action Plan through environmental design Development case – Housing Liaison transportation options (CPTED) available to all. Participate in the Regional transit Commission Assessment. CRB Transit Governance Business Case analysis for creating Transit Operating X X X X X X Review a Capital Region Transit Services Commission is being completed by the CRB, Transit Committee. Growth areas for Transit Support growth area transit service Transit Operating X X X X X X Service to higher density residential areas Services 3.3. Promote a transit network that enables the City of St. *** Linked to 2016 operating business Albert to achieve its economic, Growth areas for Transit Implement Handibus service Transit Operating X X X X X X case - Saturday social and environmental Service improvements Services objectives by making transit a Handibus Local convenient and competitive Service mode of transportation. Growth areas for Transit Implement growth transit service to Transit Operating X X X X Service new areas Services Implement the plan to introduce fully Introduce fully electric electric powered buses with Transit Operating X X X X X X battery powered buses. subsequent additions in 2017 and Services 2018 Introduce fully electric Develop a plan to acquire and Transit Operating X X X X battery powered buses. support full electric buses Services

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 5 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Following approval of Phase 1 of the Capital Funding - LRT St. Albert LRT Planning Study, Functional Alignment LRT Into St. Albert- Transit Operating Phase 2 of the study LRT Alignment X X X X Study (413809 + Alignment Study Services within the corridor was started in Q4 414809) 2014. Implement a regional Open Payment Open Payment Fare fare collection system in partnership Transit Operating System Project (Smart X X X X X X X X with the City of Edmonton and Services Card) Strathcona County. Revision of transit service and service Restructure local routes to match implementation to meet Transit Operating evolving demand and improve X X X X X customer demands in the Services transit schedule reliability. most cost effective manner. Revision of transit service and service implementation to meet Expansion of the Dez Liggett Transit Transit Operating X X X X customer demands in the Facility Parking Lot for bus storage Services most cost effective manner. 4.1. Develop a community- Engage community partners and wide Poverty Reduction Family and stakeholders in consultative process Strategy to define the barriers Foster a sense of Community Operating to develop a community plan for X X X X that exist in achieving financial inclusion. Support community-wide poverty reduction sustainability within the Services strategy. community. 4. We believe in 4.2. Advocate for changes to creating the best for Family and systemic barriers that prevent one another, valuing Mental Health Awareness Community residents from access to Operating Mental Health Strategy X our community Event Support mental health, addictions and connections Services by supporting and housing supports. engaging Family and neighbourhoods, Community Wide Bullying Support development of a Community institutions and Operating X X X X X X X X X 4.3. Support the development Strategy community wide bullying strategy. Support organizations that of a community strategy to Services work to improve life in assist all residents live free Family and our community. Review and create a community- from bullying. Foster a sense of Community Operating wide anti-bullying strategy and X X X X inclusion. Support implement. Services 4.4. Advocate for people with disabilities and ensure City Operating services and facilities are fully accessible to the community. 5. We celebrate life- 5.1. Create opportunities for Conduct a thorough review of Family and long learning, striving youth to become actively Champion the core existing policies and identify new Community to build our knowledge engaged and provided with the Operating values of the Social policies to ensure all policies are X X X X Support to better teach and supports needed to succeed Master Plan. inclusive and representative of Services prepare our younger and contribute to the youth.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 6 COMMUNITY STRATEGY – SOCIAL PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD generations as the community. Provide opportunities for youth to Family and future stewards of our Promote an age friendly become engaged and provided with Community community. Operating X X X X X X community for all. the supports needed to succeed and Support contribute to the community. Services Family and Ensure youth are actively engaged Community Operating Youth Hub X X X X X X X X X X and supported. Support Services *** Linked to 2017 Participate in the Registered operating business Community youth Operating Apprenticeship Program for high Public Works X X case - Registered programs support school students: Apprenticeship Program 6. With a compassion rooted in the deep cultural history of our 6.1. Promote volunteerism community, we Family and within the community to Host an annual consultation with wholeheartedly give Engage community Community enhance civic engagement Operating community partners to provide the X X X X our time and partners and residents. Support and foster a sense of opportunity for community input. ourselves to support Services connectedness. the well-being and success of our community

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 7 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop a program for experiential Economic Operating Tourism Development X X X X tourism Development 1.1. Cooperate in the Develop Market Strategies that Economic promotion, development, and Operating Tourism Development position St. Albert as a preferred X X X X Development enhancement of tourist visitor destination. attractions andinfrastructure in Capacity Building of local tourism Economic order to increase tourism Operating Tourism Development X X X X visitations and expenditures. operators Development Implement program for experiential Economic (may require a future Operating Tourism Development X X 1. We want people to live all tourism Development business case) parts of their lives in St. Albert, fostering 1.2. Promote the St. Albert brand to strengthen community opportunities towork, shop Operating and play here. identity and promote local business and industry. 1.3. Maximize economic spin- Evaluate effectiveness of Economic Operating Tourism Development X X X X offs from community events and significant events stimulus fund. Development attractions to facilitate

increased visitor spending in St. Develop/revise and implement Albert and encourage residents Economic Operating Tourism Development program for major events stimulus X X to participate in local Development events and spend in the found to support local initiatives. community. National and Develop international investment Economic Operating International X X X X strategy Development Investment Attraction National and (may require a future Implement international investment Economic Operating International X X business case) strategy Development Investment Attraction Develop a workplan to implement National and learnings from Smart City Economic Operating International X X initiatives following Spain Smart Development 2. We have a diverse and Investment Attraction City initiative robust business community, 2.1. Attract new business in which enables economic targeted commercial sectors Limited Land Use Bylaw Review Review and prosperity to support and support appropriate growth and Update focussing on clarity Planning and Operating maintenance of X X X X X community building and throughout the community and improvements and residential Development Statutory documents provide valuable jobs to our the Highway 2 corridor. districts. residents. Review and Undertake a full review and update Planning and Operating maintenance of X X X X X of the Municipal Development Plan Development Statutory documents Review and Limited review of the Land Use Planning and Operating maintenance of Bylaw focusing on commercial X Development Statutory documents districts. Review and Undertake a full review and update Planning and Operating maintenance of X of the Land Use Bylaw Development Statutory documents

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 8 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD 2.2. Promote business and industrial development that capitalizes on established and Operating emerging industries within the Capital Region and the Alberta Industrial Heartland. 2016 Capital Charter - Business Incubation Work with NABI to further develop Economic Operating X X X X Business Incubation Strategy the business incubation strategy. Development Fund - COUN-013 Evaluate Mobile Vendor pilot Establish regulations project and report back to Council Economic Operating for new forms of X X X X X X with recommendations for future Development business years. Establish regulations Taxi Bylaw Development and Economic Operating for new forms of X X X X implementation Development business Foreign Direct Investment Initiative Foreign Direct (former "Promote the Capital Economic Operating X X X X X X X X X Investment Region Export Alliance to expand Development Economic Development"). Help develop, support and Economic Operating Shop Local Concept promote the concept of Shop X X Development Local. Develop the Provide the engineering support *Need business case Employment Lands & needed for the development and in 2016 Operating Engineering X X X X X 2.3. Ensure the City of St. Badger Area Structure approval of the Employment and Albert supports expansion and Plans Badger ASP in a timely fashion attraction of desired business andindustry through competitive Develop the Identify & implement industrial *Need business case Employment Lands & engineering standards to support in 2016 policies, bylaws, taxes, Operating Engineering X X X X X infrastructure and services. Badger Area Structure the development of the Plans Employment Lands Limited Land Use Bylaw Review Review and and Update focussing on clarity Planning and Operating maintenance of X X X X X improvements and residential Development Statutory documents districts. Review and Undertake a full review and update Planning and Operating maintenance of X X X X X of the Municipal Development Plan Development Statutory documents Review and Limited review of the Land Use Planning and Operating maintenance of Bylaw focusing on commercial X Development Statutory documents districts. Review and Undertake a full review and update Planning and Operating maintenance of X of the Land Use Bylaw Development Statutory documents Review and report on potential Industrial Engineering Standards Industrial Engineering Planning and Operating that could be adopted in support of X X X X X X X Standards Engineering development of the employment lands. CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 9 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Master Development Revisions to agreement will align Planning and Operating Agreement Template with changes made to Offsite Levy X X X X Engineering Update Bylaw 30/2013. Explore front-end funding options Servicing for the servicing of lands for Planning and Operating Requirements for X X X X X X X X X commercial and industrial Engineering Growth development. Business Incubation - Entrepreneurship Develop Business Incubation Economic Operating X X X X Support and Strategy Development Development Business Incubation - Entrepreneurship Implementation of short-term Economic Operating X X X X Support and tactics Development Development Business Incubation - Entrepreneurship Develop youth entrepreneurship Economic Operating X X X X Support and plan Development Development Business Incubation - (may require a future Entrepreneurship Economic business case) Operating Implementation of long-term tactics X X Support and Development Development 2016 Capital Charter - Establish pilot projects to trial Perron Street Angle Downtown Pilot ideas for downtown improvements Economic 3. We recognize our strong Operating X X X X X X X Parking Strategy existing businesses as the Projects (DARP) prior to permanently implementing Development 3.1. Retain and nurture Implementation - foundation of our economy them. expansion of existing local ENGS-062 andtheir role in inspiring the businesses and new local next generation of Foster Business business startups. Retention and groundbreaking Develop business expansion Economic Operating Expansion of X X X X entrepreneurs. strategy and implementation plan. Development businesses in community Foster Business Retention and Implement business expansion Economic Operating Expansion of X X X X strategy. Development businesses in community Continue with development of a Create a community Information Operating community broadband strategy X X X X X X broadband strategy. Technology and plans. *** Linked to capital Connect all core City facilities to project Municipal Create a community high bandwidth network. Connect Information Operating X X X X X X Area Network (ITSV- broadband strategy. all satellite City facilities to high Technology 006 2016 Municipal bandwidth network by 2020. Area Network) Determine options to realize high Create a community Information Operating bandwidth Internet within existing X X X X X X broadband strategy. Technology business parks.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 10 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Ensure that publicly-available WiFi Create a community Internet services are available Information Operating X X X X X broadband strategy. within all publicly accessible City Technology facilities. 3.2. Increase the number of residents working in St. Albert through identifying opportunities Operating to create local employment opportunities and improve the availability of local labour. Lead committee and support the Build Downtown St. downtown coordinator to ensure Build St. Operating X X X X X X Albert Committee effective and aligned management Albert of downtown projects and events. Market downtown core to support efforts in Develop a guiding document to Economic Operating X X X X creating a vibrant market downtown development. Development downtown core Market downtown core Implement and evaluate down to support efforts in Economic Operating town development guiding X X X X creating a vibrant Development document. downtown core Implement the 2016 Capital Charter - Downtown Area Millennium Park - 4. We have a thriving 4.1 Encourage the growth of Operating Redevelopment Plan Millennium Park Engineering X X X X X X DARP-005 downtown, including the Downtown and ensure it Initiatives and Capital historic Perron district that is remains the centre and heart of Projects the heart of commercial, civic, human our community, which we Implement the services, cultural, and enjoy as a place that Downtown Area residential activities of St. Albert showcases our identity Operating Redevelopment Plan St. Anne Street Realignment Engineering X X X X X through implementation of the through Initiatives and Capital Downtown Area businesses, culture, art and Projects Redevelopment Plan (DARP). natural surroundings. Implement the 2016 Capital Charter - Downtown Area Perron Street Perron Street Pedestrian Operating Redevelopment Plan Engineering X Pedestrian Improvements Initiatives and Capital Improvements - Projects DARP-006 Create and develop Millennium Park as a Develop a creative place-making Planning and Operating vibrant, active X X X X concept Development downtown public place. Create and develop 2016 Capital Charter - Millennium Park as a Millennium Park - Planning and Operating vibrant, active Design phase of Millennium Park X Placemaking and Development downtown public Design Phase 1 - place. DARP-016

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 11 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Create and develop Millennium Park as a Construction phase of Millennium Planning and Operating vibrant, active X Park Development downtown public place. Finalize the construction of St. Anne Street Realignment plan to Implement the provide greater versatility Planning and Operating Downtown Area X X X X (pedestrian, cyclists, transit and Development Redevelopment Plan vehicles) and allow for a better relationship with the riverfront. Undertake the design of a pedestrian-oriented streetscape to Implement the enhance Perron Street as the Planning and Operating Downtown Area primary street of the downtown X Development Redevelopment Plan pedestrian and retail corridor, maximizing the public realm to support a vibrant downtown. Downtown District Update Downtown District in LUB Planning and Operating X X X X X update in LUB (DARP) to incorporate all of downtown. Engineering Develop a strategy to ensure Downtown Parking effective provision and Planning and Operating Technical Study/Action X X X X management of parking resources Engineering Plan over time for Downtown. Realign St. Anne Street to provide Capital Funding - St. greater versatility (pedestrian, Anne St. Realignment St. Anne Street Planning and Operating cyclists, transit and vehicles) and X X X X X X X X X - St. Thomas to Realignment Engineering allow for a better relationship with Tache St. (414414 the riverfront. and 415414) Formalize Economic Development of the Economic Economic Operating Development plan and X X X X Development Plan Development priorities Formalize Economic Implementation of the Economic Economic Operating Development plan and X X Development Plan. Development priorities

5.1. Ensure a 20-year supply of Strategy Development Implement strategy and market 5. We recognize our Economic serviced and unserviced non- Operating for the Employment available land to identified X X X X X X vigorous economy weaves Development residential land for commercial Lands business sectors. together the fabric of our and targeted industrial/business community Strategy Development expansion to maximize the Develop strategy and build case Economic and reinforces all of the Operating for the Employment X X X X city’s strategic and/or for industrial development. Development pillars that sustain our city. Lands economic advantage. Identify front-end funding options Establish and for the servicing of lands for all Operating implement a Servicing Engineering X X X X X X development (commercial, Strategy for growth residential and industrial). Establish and Create an Action Plan for the Operating implement a Servicing implementation of the Servicing Engineering X X X X X X Strategy for growth Strategy for Growth.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 12 COMMUNITY STRATEGY – ECONOMIC PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Limited Land Use Bylaw Review Review and and Update focussing on clarity Planning and Operating maintenance of X X X X X improvements and residential Development Statutory documents districts. Review and Undertake a full review and update Planning and Operating maintenance of X X X X X of the Municipal Development Plan Development Statutory documents Review and Limited review of the Land Use Planning and Operating maintenance of Bylaw focusing on commercial X Development Statutory documents districts. Review and Undertake a full review and update Planning and Operating maintenance of X of the Land Use Bylaw Development Statutory documents Develop a high level conceptual Employment Lands Planning and Operating framework plan for development of X X X X Plan Framework Engineering employment lands.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 13 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Planning and Operating Electronic Signs Update Review the Land Use Bylaw X X X X X X Engineering Planning and Operating Signage Review Review the Land Use Bylaw X X X X X X Engineering 2016 Capital Charter - St. Complete the St. Albert Trail and Albert Trail and Boudreau / St. Albert Trail Corridor Boudreau Road corridor safety Planning and Giroux Road Corridor Operating X X X Safety Review review to address prevailing safety Engineering Safety Initiative issues. Implementation - ENGS- 064 St. Albert Trail Pedestrian Continue to construct sidewalks Planning and Operating X X X X X X X X Sidewalk Upgrades along the St. Albert Trail. Engineering Monitor roadway maintenance costs, Roadway maintenance review operational practices and Operating Public Works X X X X X X and dust control procedures, and implement changes where required. Roadway maintenance Address dust control on Operating Public Works X X X X and dust control Poundmaker road Implement Council 1. We are Operating Snow Operations recommendations from 2015 Snow Public Works X X X X X X connected to one report, both operational and capital another by a safe, 1.1. Provide for the safe and effective and Capital Funding - Growth efficient movement of goods accessible Buses (415803) and 2016 and people within the Growth areas for Transit Support growth area transit service Transit transportation Operating X X X X X X Capital Charter - Transit community to work, school Service to higher density residential areas Services network that and home. Growth Buseses - TRAN- supports public and 004 active modes of *** Linked to 2016 operating movement. Growth areas for Transit Implement Handibus service Transit Operating X X X X X X business case - Saturday Service improvements Services Handibus Local Service Growth areas for Transit Implement growth transit service to Transit Operating X X X X Service new areas Services Route restructuring to provide transfer connections with NAIT LRT Extension Transit Operating Edmonton’s North LRT extension at X X X X X Route Redesign Services NAIT which is consistent with the Transit Long-Term Department Plan. Develop a park and ride location and Capital Funding - Campbell plan. Provision of park and ride Road Park & Ride (412420) Park & Ride Transit facility on surplus Transportation Transit and 2017 Capital Charter - Operating X X X X X X X Centre Project Utility corridor lands for St. Albert Services North Transit Centre and Transit users aiming to increase Park & Ride ridership. Develop a park and ride location and plan. Develop a lease agreement Park and Ride Transit Transit Operating with the City of Edmonton and the X X X X X Centre Land Agreement Services province of Alberta for lands within the Transportation Utility Corridor.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 14 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Revision of transit service and service Restructure local routes to match implementation to meet Transit Operating evolving demand and improve X X X X X customer demands in the Services transit schedule reliability. most cost effective manner. Revision of transit service and service implementation to meet Expansion of the Dez Liggett Transit Transit Operating X X X X customer demands in the Facility Parking Lot for bus storage Services most cost effective manner. Local route and service Transit Operating Transit Route Restructure X X X X X X X X X restructuring. Services Identify possible options for inter- Explore Regional municipal servicing of transportation Servicing initiatives for Operating and utility networks that support Engineering X X X X X X transportation and utility growth, reduce costs and reduce networks. environmental impacts. Implement 2016 Capital Charter - Safe recommendations from Undertake miscellaneous capital Journeys to School Safety Operating the Safe Journeys to projects including pedestrian and Engineering X X X X X X Implementation Strategies - School (SJTS) and Safety vehicle calming measures ENGS-063 Corridor Review (SCR) Implement the 2015 Transportation Master Capital Region Connectivity Operating Plan updates, Engineering X X X X X X Enhancement recommendations and policies 1.2. Establish sustainable Implement the 2015 priorities for the City’s Transportation Master Development of Sustainable Goods investment in transportation Operating Plan updates, Engineering X X X X X X Movement Strategy and infrastructure for the recommendations and future and within the region. policies Implement the 2015 Transportation Master Enhancement of active and Operating Plan updates, alternative transportation mode Engineering X X X X X X recommendations and (possible policy development) policies Implement the 2015 Transportation Master Development of Intelligent Operating Plan updates, Engineering X X X X X X Transportation System Strategy recommendations and policies Implement the 2015 Transportation Master Development of Traffic Demand Operating Plan updates, Engineering X X X X X X Management Strategy recommendations and policies

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 15 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Capital Funding - Erin Implement the 2015 Ridge Traffic Mitigation Transportation Master Development of Neighborhood (415415) AND 2016 Capital Operating Plan updates, Engineering X X X X X X Traffic Calming Policy Project Charter - Erin Ridge recommendations and Traffic Mitigation Strategies policies - ENGS-057 Implement the 2015 Transportation Master Development of Pedestrian Crossing Operating Plan updates, Engineering X X X X X X Control Policy recommendations and policies May need business case for St. Albert Trail Pedestrian Continue installation of sidewalks PM – dependent on what Operating Engineering X X X X X X Sidewalk Upgrades along both sides of St. Albert Trail. other growth & RMR projects approved Review and identify all corporate *** Linked to 2016 operating Establish a coordinated initiatives related to St. Albert Trail to Planning and business case – St. Albert Operating approach to St. Albert X X X X establish a coordinated approach to Development Trail Project Integration Trail's future development the Trail's future development Consultant Establish a coordinated Implement recommendations from Planning and Operating approach to St. Albert X St. Albert Trail coordination report Development Trail's future development Revision of transit service and service Restructure local routes to match implementation to meet Transit Operating evolving demand and improve X X X X X customer demands in the Services transit schedule reliability. most cost effective manner. Revision of transit service and service implementation to meet Expansion of the Dez Liggett Transit Transit Operating X X X X customer demands in the Facility Parking Lot for bus storage Services most cost effective manner. Update the Transportation Master Capital Funding - Plan to identify a transportation Transportation Master Plan Transportation Master policy framework for the City and Transit (414410) AND 2016 Capital Operating X X X X Plan establish priorities for the City's Services Funding - Transportation investment in transportation and Master Plan (TMP) Update infrastructure for the future. - ENGS-010 1.3. Develop advocacy strategies to expedite the twinning of Ray Gibbon Operating Drive to the Employment Lands. 2. We believe 2.1. Promote sustainable Successful completion of RMR May need business case for community is about neighbourhoods and Complete the 2016 RMR projects (on time, budget and within PM – dependent on what Operating Engineering X X X X people and we transportation choices Capital Program scope) including sedimentation & other growth & RMR design our through progressive urban erosion projects. projects approved

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 16 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD neighbourhoods to and transportation planning Complete the 2016 RMR Maintenance and close out of the make initiatives. Operating Engineering X Capital Program 2016 RMR Capital program it easy for people to connect to one Develop and adopt guidelines and *** Linked to 2016 operating Implement the Housing Planning and another through Operating /or policy for Universal Access and X X X X business case – Housing Diversity Action Plan Development parks, trails, public Visibility Guidelines Liaison transportation and Research and prepare a report on *** Linked to 2016 operating community spaces. Implement the Housing Planning and Operating innovative building techniques that X business case – Housing Diversity Action Plan Development would enhance housing affordability Liaison Implement recommendations from *** Linked to 2016 operating Implement the Housing Planning and Operating report on innovative building X business case – Housing Diversity Action Plan Development techniques Liaison Develop and adopt guidelines *** Linked to 2016 operating Implement the Housing and/or policy changes for crime Planning and business case – Housing Operating X Diversity Action Plan prevention through environmental Development Liaison design (CPTED) Present joint study on the impacts of Participate in ETS/StAT one integrated regional transit Transit Operating regional transit integration X X X X system to St. Albert and Edmonton Services study City Council Present joint study on the impacts of Participate in ETS/StAT one integrated regional transit Transit Operating regional transit integration X X X X system to St. Albert and Edmonton Services study City Council Participate in ETS/StAT Implement the integrated regional Transit Operating regional transit integration transit system upon approval by X X Services study Council. Participate in ETS/StAT Implement the integrated regional Transit Operating regional transit integration transit system upon approval by X X Services study Council. Revision of transit service and service Restructure local routes to match implementation to meet Transit Operating evolving demand and improve X X X X X customer demands in the Services transit schedule reliability. most cost effective manner. Revision of transit service 2016 Capital Charter - and service Transit Garage Expansion - implementation to meet Expansion of the Dez Liggett Transit Transit TRAN-024 Operating X X X X customer demands in the Facility Parking Lot for bus storage Services most cost effective manner. 3. We plan and 3.1. Ensure that the Prepare a predictive forecast of the manage the growth provision of civic facilities, new full time employees that will be Complete a study of the of our city so future parks and open spaces is required to support the community Operating current and forecasted Build St. Albert X X X X generations can responsive to as the city grows. Work with the civic staff needs inherit the demographic, cultural, Civic Space Committee to provide same strong, vibrant leisure and protective recommendations to Council.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 17 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD community we’ve services trends. Complete a study of the enjoyed. Implement the Civic Space Operating current and forecasted Build St. Albert X Committee’s recommendations civic staff needs Update and implement the model to Implement the New expand recreational facilities based Operating Facility Prioritization Build St. Albert X X X X X X on population growth with supporting Model cost estimates. Implement the New Implement a Public Engagement Operating Facility Prioritization Build St. Albert Plan Model A detailed study of the current and Capital Funding - Civic forecasted civic staff needs, as the Space Capacity Initiative community continues to grow. Also City Manager's (412108) Operating Civic Space Needs X X X X X X X X X tied to it is exploration of various Office build options to meet current and future needs. Provide advice and consultation to Community Consultation- the community regarding the Cultural Operating Potential Performing Arts X X X X X X X development of a new performing Services Centre arts centre. Establish a cultural walk/wall of fame Capital Funding - Cultural to recognize individuals or groups Walk/ Wall of Fame Cultural Walk/Wall of Cultural Operating who have made a significant X X X (414319) Fame Services contribution to St. Albert’s cultural community. Restoration and structural repair of Cultural Capital Funding - Juneau Operating Juneau House X X X X X X Juneau House Services House (415315) Phase Two - Founders' Continue with Phase 2 of the Cultural Capital Funding - Founders Operating X X X X X X X X Walk Founder's Walk. Services Walk Phase 2 (414317) Capital Funding - Heritage Phase Two Restoration - The Phase 2 restoration of the Sites Phase 2 (414318) Cunningham and Hogan Cultural Operating historic Cummingham and Hogan X X X X X X X AND Capital Funding - Houses; Brosseau Services houses at the Heritage Sites. Heritage Sites Phase 2b Granary (415318) St. Albert Place Interior wayfinding St. Albert Place and entrance augmentation to Economic Operating X X X X Wayfinding and Signage improve public wayfinding and Development communication displays. New Facility Prioritization Implement an action plan to Assessment Model determine time and population Planning and Operating (Action Plan for triggers to expand recreational X X X X Engineering expansion of recreational facilities with supporting cost facilities) estimates. Capital Funding - Mountain Bike Skills Park (412102) Work with the community to design Recreation Operating Bike Skills Park X X X X X X X and Capital Funding - and construct a Bike Skills Park. and Parks Mountain Bike Skills Park - Design (41131A)

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 18 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Ensure that existing recreation infrastructure and services are meeting Complete update of Recreation Recreation Operating the needs of the X X X X Master Plan. and Parks community and set future vision for recreation in the community. Design, public consultation and construction of the continuation of Recreation Operating Erin Ridge Trail X X the multi use trail system within the and Parks Erin Ridge subdivision. Explore the feasibility of increasing Recreation Operating Events at Servus Place the number of events held at Servus X X X X X X X X and Parks Place. Explore opportunities to increase the Recreation Operating Grosvenor Pool X X X X X X X usage of Grosvenor Pool. and Parks Construction of the park, trail and Capital Funding - Lacombe recreation amenities in Lafleur Park Park Development Lacombe Park West Recreation Operating and Leveque Park based on the X X X X (415312) Construction and Parks 2014 Lacombe Park(West) Master Plan. Construction of the soccer field, Capital Funding - North outdoor rink and parking lot in Recreation Ridge Park Development Operating North Ridge Park X X X X X X Natalia Park based on the 2010 and Parks Phase 1/Phase 2 (40982A) North Ridge Park Master Plan. 3.2. Ensure that adequate resources are in place for Update the Off-site Levy Bylaw significant facilities that based on the results of the TMP X X X X Operating Update Bylaws Engineering support update as well as the debt-sharing

community growth and policy enhancement. Capital Funding - St. Albert St. Albert Trail Median 3.3. Plan for and implement Enhance the St. Albert Trail Median Planning and Trail Median and Blvd Operating and Boulevard X X X X roadway enhancements to and Boulevards. Engineering Enhancement (414412 and Enhancement address the transportation 415412) needs of St. Albert as its Growth Areas For Transit Support growth-area transit service Transit population grows. Operating X X X X X X X X X X Service to higher density residential areas. Services Construction of Phase 3 of Sanitary Complete Phase 3 of Operating Trunk Interceptor (Project #9) on Engineering X X X X X Sanitary Trunk Interceptor time, budget & within scope. 3.4. Ensure that municipal Identify front-end funding options for utilities and services are Establish and implement the servicing of lands for all provided in an efficient, Operating a Servicing Strategy for Engineering X X X X X X development (commercial, economic, coordinated, and growth timely manner relative to the residential and industrial). desired development of the Establish and implement Create an Action Plan for the city. Operating a Servicing Strategy for implementation of the Servicing Engineering X X X X X X growth Strategy for Growth. Operating Update Bylaws Update storm water bylaw Engineering X

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 19 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Operating Update Bylaws Update wastewater bylaw Engineering X Operating Update Bylaws Update water bylaw Engineering X Review and identify all corporate *** Linked to 2016 operating Establish a coordinated initiatives related to St. Albert Trail to Planning and business case – St. Albert Operating approach to St. Albert X X X X establish a coordinated approach to Development Trail Project Integration Trail's future development the Trail's future development Consultant Establish a coordinated Implement recommendations from Planning and Operating approach to St. Albert X St. Albert Trail coordination report Development Trail's future development Community Groups Support the capacity for service Planning and Operating X X X Service Delivery Capacity delivery by community groups. Engineering The design and installation of a sanitary trunk line to convey the terminus of the existing Phase 1 North Interceptor Sanitary North Interceptor at St. Vital and St. Planning and Operating Trunk Line Phase 3 Albert Trail to the existing sub line at X X X X X X X X X X Engineering (Project 9) the ACRWC St. Albert Pump Station. This will facilitate growth within the downtown, Riel South, and west of Ray Gibbon Drive Implement reading of water meters Capital Funding - Update electronically to allow online access Meter Reader Technology Fixed Network Automated to water consumption data. It will (414203 and 415230) Operating Meter Infrastructure (AMI) also assist with detecting leakage in Utility Services X X X X X X X Water Meter System a timely basis and provide support to consumers in monitoring/reducing water consumption. Update the 10-year Utility Capital Implement City’s Utility Plan based on the direction from the Operating Utility Services X X X X X X Fiscal Policy updated Utility Master Plan and Asset Management Plan. Work closely with technical committees of the Capital Region Implement City’s Utility Waste Water Commission and Operating Utility Services X X X X X X Fiscal Policy Regional Water Users group to assist in providing direction in the management of those identities. Secure vendors to continue to meet Implement City’s Utility Operating established service levels and Utility Services X X Fiscal Policy annual budget. Allocate direct and indirect costs to Implement City’s Utility Operating each of the four utility business Utility Services X X Fiscal Policy units. Update and enhance the City’s Utilities communications system to Improvement to ensure non disruption of service and Operating wastewater service Utility Services X efficient operation of the water & delivery wastewater reservoirs, pump houses and systems.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 20 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Conduct a current state assessment, Capital Funding - SCADA upgrade options analysis and Upgrades for Water Master Plan development for the Stations (415831) SCADA System Supervisory Control and Data Operating Utility Services X X X Upgrades Acquisition Systems (SCADA) that is the primary control and monitoring interface for Water and Sewer Facilities throughout the City. Review and update the existing Utility Governance and Operating storm water bylaw including financial Utility Services X X X X X Management requirements. Utility Governance and Review and update existing Operating Utility Services X Management wastewater bylaw. Implement grant that is geared to low income residents in an effort to Operating Utility Relief Grant Utility Services X X X X help offset costs related to their City utility bills. The long-term plan will ensure that Development of Public Art the City’s public art collection is Cultural Operating Maintenance X X X X X X X X X preserved and maintained for Services and Restoration Plan current and future generations. Construction of Phase 3 of Sanitary Complete Phase 3 of Operating Trunk Interceptor (Project #9) on Engineering X X X X X Sanitary Trunk Interceptor time, budget & within scope. Enhance the Asset Management Plan Develop Acceptable Condition Operating including lifecycle Engineering X X X X X X Policies. assessments for all 4. We build infrastructure innovative, long Enhance the Asset lasting infrastructure 4.1. Maintain corporate and Management Plan that is efficient, infrastructure assets in an Develop a Lifecycle Replacement Operating including lifecycle Engineering X X X X X X minimizes the use efficient and sustainable policy for all assets. assessments for all of manner that meets the infrastructure our natural present and future growth resources and needs of the city and in Enhance the Asset creates harmony accordance with approved Management Plan Develop Infrastructure Asset between the natural guiding principles. Operating including lifecycle Engineering X X X X X X Management Plans. and built assessments for all environment. infrastructure Enhance the Asset Management Plan Develop Corporate Asset Operating including lifecycle Engineering X X X X X X Management Plans. assessments for all infrastructure Maintain existing *** Linked to 2017 Capital infrastructure, identify Station 4 Construction - Capital Plan Project Charter – Pre- capital improvements and receives approval and planning can Capital Fire Services X Emption Phase II (Growth) identify new facilities to commence at a location as specified AND 2020 Capital Charter - respond to demographic within the Long Range Plan. Fire Station #4 - FIRE-005 trends in the community. CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 21 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Station 1 Re-Construction - Capital Maintain existing Plan is approved and work can *** Linked to 2018 Capital infrastructure, identify commence on the facility. Project Charter – Pre- capital improvements and Two operating business cases are Emption Phase II (Growth) Capital Fire Services X identify new facilities to planned for 2018 to staff Fire Hall #4 AND 2016 Capital Charter - respond to demographic and build exterior signage and Fire Station 1 trends in the community. message boards for all three fire Reconstruction (FIRE-002) stations. Maintain existing infrastructure, identify Station 2 Addition- Capital Plan capital improvements and Capital Funding - FS Operating commenced in 2015 to add 600 Fire Services X X X X identify new facilities to Station 2 (415330) square feet of space. respond to demographic trends in the community. Maintain existing infrastructure, identify *** Linked to 2017 Capital Station 2 Security Upgrades - capital improvements and Project Charter – Fire Capital Installation of security cameras, blue Fire Services X identify new facilities to Station 2 Security Upgrade phone and lock access system. respond to demographic (Growth) trends in the community. Establish IT asset Eliminate IT lifecycle replacement management database to backlog, ensure that all core IT Information Operating transition to proactive infrastructure assets affecting overall X X X X X Technology assessment and planning system reliability are within of assets. acceptable age and condition limits. *** Linked to capital project Establish IT asset charter Office Systems management database to Develop Technology Roadmaps to Information replacement plan (ITSV- Operating transition to proactive document and better plan for X X X X Technology 002 2016 Information assessment and planning replacement of IT assets. Technology Lifecycle of assets. Replacement Plan) 2016 Capital Charter - Assist Public Works in the Columbarium - LEGIS-004 Conduct a review of development of a long-term Facility Legislative Operating X X X X AND 2016 Capital Charter - cemetery services Plan for the St. Albert Municipal Services PW Cemetery Cemetery. Improvements (PW-002) Establish a corporate policy for life cycle replacement of assets and Life Cycle Replacement Planning and Operating ensure documentation is in place to X X X X X X Plan Policy Engineering guide Administration’s plans and budgets. Maintain existing *** Linked to Future Capital infrastructure, identify Project Charter – Beaudry capital improvements and Update Capital plan for Beaudry Policing Capital X X X X Place – Renovations / identify new facilities to Place renovations. Services Expansion – 1st Floor and respond to demographic Warehouse trends in the community.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 22 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Maintain existing infrastructure, identify To purchase and coordinate the *** Linked to 2016 Capital capital improvements and Policing Capital installation of 3 new dispatch X X X X Project Charter – identify new facilities to Services consoles for 911/policing dispatch. 911/Dispatch Consoles – 3 respond to demographic trends in the community. Maintain existing To expand the Main Detachment infrastructure, identify *** Linked to Future Capital Front Counter space to capital improvements and Policing Project Charter – Maloney Capital accommodate growing customer identify new facilities to Services Place Front Counter service demand and population respond to demographic Expansion growth. trends in the community. Maintain existing infrastructure, identify capital improvements and Update Capital plan for Maloney Policing Operating X X X X identify new facilities to Place renovations. Services respond to demographic trends in the community. *** Linked to capital charter Accommodating growth - PW-018 Satellite Shop Plan for future office and shop for current and future 2019-20 AND 2016 Capital Capital needs in the NW quadrant of the Public Works X operations of Public Charter - PW Shop & Yard City to accommodate growth Works Equipment Replacement - PW-006 Accommodating growth Review cost savings from previously for current and future completed energy audits to reduce Operating Public Works X X X X operations of Public maintenance and energy costs. Works Benchmark facility energy usage. Accommodating growth Provide staffing and resources to *** Linked to future 2017 for current and future Operating accommodate growth within the Public Works X operating business case - operations of Public fleet: Fleet Equipment Worker Works Implement the Public Move all fleet assets onto the IPS Operating Works’ Preventative Public Works X X X X X X platform Maintenance programs Implement the Public Provide training to staff on Operating Works’ Preventative Public Works X X X X implementation of software Maintenance programs Implement the Public *** Linked to 2017 operating Activate the Preventative Operating Works’ Preventative Public Works X business case - Hansen Maintenance module in IPS Maintenance programs IPS Support Enhancements to the Go Auto Capital Funding - Arena Arena including access door to Improvements (415332) Recreation Operating Arena Improvements lower level from the upper X X X X and Parks concourse, media bench and branding. To install safety fencing along the Baseball Diamonds sides of 21 City owned baseball Recreation Operating X X X Safety Fencing diamonds to protect the benches and Parks and spectator sidelines. CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 23 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Capital Funding - City Parks The purpose of this project is to City Parks Refurbishment Recreation Refurbishment Operating upgrade and replace parks X X X X X X X Plan and Parks Plan/Implementation infrastructure. (413306 + 414306) The City Playground Lifecycle 2016 Capital Charter - City City Playground Lifecycle Program ensures that City Recreation Playground Lifecycle Operating X X X X X X X X X X Program Playgrounds are safe and well and Parks Program - RECR-025 maintained. Management Plan is being created Capital Funding - White to ensure long term sustainability Spruce Forest (412103) and direction for overall park Grey Nuns White Spruce Recreation Operating management of the forest and park X X Park Management Plan and Parks area, management of the people (users) and management of the education and awareness. The purpose of this project is to Capital Funding - Lion's address the existing drainage issues Park (415313) in Lion’s Park and put infrastructure in place to ensure that the Park Recreation Operating Lion's Park Drainage remains viable for both general and Parks public use as an events venue. Working in conjunction with DARP a long term plan for the Park will be completed. Update the 1994 Parks & Open Space Guidelines document to align Parks and Open Space Recreation Operating with current and future vision of X X X X X X X X Guidelines and Parks Parks and Open Spaces in the City of St. Albert Completion of the Riel Park facility Capital Funding - Riel Park enhancements including trail Phase 5 - Design and Park development and landscaping and Development (415310) Riel Park Phase 5 - paving of the multi-use parking lot Recreation Operating Design and Construction and bus turn around and completion X X X X and Parks and Amenities Building of the Riel Park facility enhancements including design and construction of the amenities building. The purpose of the project is to Capital Funding - Sportfield Sport Field address the maintenance Recreation Refurbishment Program Operating X X X X X X X X X X Refurbishment Program requirements of the City's sports and Parks (414305) fields. This project includes the Capital Funding - Woodlands Water Play replacement of locker room fixtures Woodlands Water Park - Park in order to rehabilitate the facility to Recreation Locker Room (414311) Operating X X Locker Room its designed standard and ensure a and Parks Rehabilitation safe, well maintained facility for the public.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 24 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Identify, provide and establish *Need business case in Promote and Support engineering processes to support 2017 Operating Engineering X X X X Infill Redevelopment infill redevelopment while minimizing impacts to existing residents. Implement newly established Promote and Support Operating engineering processes to promote Engineering X X Infill Redevelopment and support infill development. Develop and adopt guidelines and *** Linked to 2016 operating Implement the Housing Planning and Operating /or policy for Universal Access and X X X X business case – Housing Diversity Action Plan Development Visibility Guidelines Liaison Research and prepare a report on *** Linked to 2016 operating Implement the Housing Planning and Operating innovative building techniques that X business case – Housing 4.2. Implement innovative Diversity Action Plan Development civic, neighbourhood and would enhance housing affordability Liaison housing design trends that Implement recommendations from *** Linked to 2016 operating Implement the Housing Planning and foster increased efficiencies, Operating report on innovative building X business case – Housing Diversity Action Plan Development capacity and incorporate techniques Liaison cutting-edge technology solutions. Develop and adopt guidelines *** Linked to 2016 operating Implement the Housing and/or policy changes for crime Planning and business case – Housing Operating X Diversity Action Plan prevention through environmental Development Liaison design (CPTED) 2018 Capital Charter - Land Land Use Bylaw Review Planning and Operating Review the Land Use Bylaw X X X X X X X X X Use Bylaw Update - PLAN- and Update (Housing) Engineering 005 Support the Smart City Master Plan Capital Funding - Smart and Alberta Smart City Alliance to City Master Plan & Alliance Smart City Master Plan Strategic foster increased efficiencies and (414506 + 415506) Operating Development and Alberta Services & X X X X X X capacity through serving as a living Smart City Alliance Environment lab for innovative and cutting-edge municipal technology solutions. May need business case for St. Albert Trail Pedestrian Continue installation of sidewalks PM – dependent on what Operating Engineering X X X X X X Sidewalk Upgrades along both sides of St. Albert Trail. other growth & RMR projects approved 4.3. Assess infrastructure on Review and identify all corporate *** Linked to 2016 operating St. Albert Trail to ensure it is Establish a coordinated initiatives related to St. Albert Trail to Planning and business case – St. Albert meeting the standards of the Operating approach to St. Albert X X X X establish a coordinated approach to Development Trail Project Integration community. Trail's future development the Trail's future development Consultant Establish a coordinated Implement recommendations from Planning and Operating approach to St. Albert X St. Albert Trail coordination report Development Trail's future development

5. We build our city 5.1. Encourage progressive Identify, provide and establish *Need business case in Promote and Support engineering processes to support 2017 to reflect the natural development that is planned Operating Engineering X X X X beauty we cherish, for and regulated while Infill Redevelopment infill redevelopment while minimizing maintaining distinct ensuring development is impacts to existing residents. landscaping and environmentally sound, Implement newly established Promote and Support architectural preserves the unique Operating engineering processes to promote Engineering X X Infill Redevelopment standards that character of St. Albert, and support infill development.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 25 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD cultivate our city’s promotes safety and is Review existing block party Family and identity. accessible to the community. Enhance a sense of program, and as appropriate, Community Operating belonging and X X X X provide broad neighborhood Support connectedness. initiative to build community. Services Undertake the development of an 2016 Capital Charter - Development of North Area Structure Plan Technical North Ridge 2 (Badger Ridge 2 Area Structure Planning and Operating Report submission for the city- X X X X X Lands) Area Structure Plan Plan Technical Report Development owned Badger Lands and acquiring (ASP) - PLAN-006 (Badger Lands) the necessary planning approvals. Undertake the development of an 2017 Capital Charter - Development of the Area Structure Plan (ASP) Technical Employment Lands Area Employment Lands Area Planning and Operating Report submission for the X X Structure Plan (ASP) - Structure Plan Technical Development Employment Lands, and acquiring PLAN-004 Report the necessary planning approvals. Develop and adopt guidelines and *** Linked to 2016 operating Implement the Housing Planning and Operating /or policy for Universal Access and X X X X business case – Housing Diversity Action Plan Development Visibility Guidelines Liaison Research and prepare a report on *** Linked to 2016 operating Implement the Housing Planning and Operating innovative building techniques that X business case – Housing Diversity Action Plan Development would enhance housing affordability Liaison Implement recommendations from *** Linked to 2016 operating Implement the Housing Planning and Operating report on innovative building X business case – Housing Diversity Action Plan Development techniques Liaison Develop and adopt guidelines *** Linked to 2016 operating Implement the Housing and/or policy changes for crime Planning and business case – Housing Operating X Diversity Action Plan prevention through environmental Development Liaison design (CPTED) Develop and adopt guidelines and *** Linked to 2016 operating Implement the Housing Planning and Operating /or policy for Universal Access and X X X X business case – Housing Diversity Action Plan Development Visibility Guidelines Liaison Research and prepare a report on *** Linked to 2016 operating Implement the Housing Planning and Operating innovative building techniques that X business case – Housing Diversity Action Plan Development would enhance housing affordability Liaison Implement recommendations from *** Linked to 2016 operating Implement the Housing Planning and Operating report on innovative building X business case – Housing Diversity Action Plan Development techniques Liaison Develop and adopt guidelines *** Linked to 2016 operating Implement the Housing and/or policy changes for crime Planning and business case – Housing Operating X Diversity Action Plan prevention through environmental Development Liaison design (CPTED) This shared funding program is designed to stimulate new capital Capital Partnership Planning and Operating projects to help prepare St. Albert X X Program Engineering for the anticipated community growth.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 26 COMMUNITY STRATEGY – BUILT ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Policies will provide a consistent and transparent framework to encourage and support growth while ensuring infrastructure costs are allocated Planning and Operating Offsite Levy Policies X X X X X X X X appropriately. Policies will provide Engineering direction on front ending, recoveries, debt sharing, and oversizing of infrastructure Update Safety Codes Quality Update Quality Planning and Operating Management Plan in accordance X X X X Management Plan Engineering with provincial requirements. Update existing Urban Design Guidelines to ensure currency and Planning and Operating Urban Village Guidelines X X X X relevance for upcoming Engineering development. Capital Funding - Train Assess opportunities for whistle Planning and Whistle Cessation Operating Whistle Cessation cessation to reduce noise pollution X X X X X X X X X Engineering (McKenney & Ray Gibbon within the community. Drive) - (412101) 6.1. Develop an enhanced City of St. Albert Heritage Policy and Program framework that 6. We celebrate and links to broader civic goals of honour our origins sustainability, economic Operating by preserving our development and local landmarks, neighbourhood including planning, while providing Father Lacombe’s significant and sustainable Chapel, the Grain development opportunities. Elevators and St. 6.2. Identify, evaluate, Albert Place. manage and commemorate This is the continuation of the significant historical Heritage Parks Functional Cultural Operating Heritage Parks Functional Plan X X X X X X resources that Plan. Services approved by Council in 2009. illustrate the broad range of St. Albert’s heritage values.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 27 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD May need business Successful completion of RMR 1.1. Promote sustainable and case for PM – Complete the 2016 projects (on time, budget and within low impact development within Operating Engineering X X X X dependent on what RMR Capital Program scope) including sedimentation & the community. other growth & RMR erosion projects. projects approved 1.1. Promote sustainable and Complete the 2016 Maintenance and close out of the low impact development within Operating Engineering X RMR Capital Program 2016 RMR Capital program the community. Ensure that existing 1. We grow our community parks policies and from the natural world guiding documents Update of the parks and open spaces Recreation surrounding it, connecting Operating X are in place to meet guidelines. and Parks withnature from Big Lake the long term needs of to River Lot 56, using our the community extensive Red Willow Park trailsystem, allowing Ensure that existing people of all ages to parks policies and 1.1. Promote sustainable and experience nature. guiding documents Complete update of the City of St. Recreation low impact development within Operating X are in place to meet Albert Parks Bylaw. and Parks the community. the long term needs of the community Work in cooperation with other City departments to Implement revised Animal Bylaw into Recreation Operating X X X X preserve and manage department operations. and Parks trees, parks and natural areas. 2.1. Develop a Watershed Management Plan that will guide future decisions with Protect and improve Develop an Implementation Plan for Environment respect to the management of Operating the Sturgeon River the Watershed Management Plan and X X X X the watershed and address Watershed (SRWA). Sustainability water quality issues, ecosystem health, and land use planning. 2. We stand united to Adjust the Sturgeon River, Storm Environment Improve water quality preserve, protect and Operating Water Pond, and Outfall Monitoring and X X X X X X of the Sturgeon River enjoy our Sturgeon River Program based on growth. Sustainability valley, natural Complete work list as identified Capital Funding - areas and ravines and 2.2. Improve the water quality Reduce the through the sedimentation and Sedimentation and their contribution to Utility of the Sturgeon River through Operating environmental impact erosion control program. Complete X X X X X Erosion Control Plan biodiversity Services protection of floodplain and on the Sturgeon River storm system/outfall assessment and (413427 and 414452) riparian wetland natural areas, prioritize rehabilitation and repairs. improved storm water Reduce the Growth Storm – management techniques and Construction of an enclosed vacuum Utility Operating environmental impact X X X X X 006/WASTWT-009 community education. debris drying pad. Services on the Sturgeon River Reduce the Review and enhance the existing Utility Operating environmental impact X X X X Catch Basin cleaning program Services on the Sturgeon River

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 28 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop the River Water Quality Index for the Sturgeon River to 2.3. Educate the community convey the state of the Sturgeon on the health of the Sturgeon Environment Improve water quality River in a simple to understand River Watershed through Operating and X X X X of the Sturgeon River composite measure. The Index must targeted programs and Sustainability be developed in consultation with the incentives. Province of Alberta and the North Saskatchewan Watershed Alliance. *** Linked to future 2018 Operating Protect and improve Environment Participate in Sturgeon River Business Case for 1 3.1. Establish a Sturgeon Operating the Sturgeon River and X X X X X X Watershed Alliance (SRWA) FTE for Sturgeon River Watershed partnership Watershed Sustainability that includes representatives River and Natural from Areas Management municipalities within the Following recommendation from the watershed (and support from report, the purpose of this project is North Saskatchewan to work with the region and establish 3. We believe in working Watershed Sturgeon River an inter-municipal taskforce/technical Environment together with our regional Alliance and Alberta Operating Watershed - committee to harmonize inter- and X X X X X X X X X X partners to promote our Environment Sustainable Formation of Alliance municipal plans, bylaws and policies Sustainability understanding and to Resource Development). related to watershed management continually improve our issues. care and management of

the Sturgeon River watershed. 3.2. Foster community environmental stewardship through provincial and regional partnerships, facilitating the Environmental Operating Advisory Committee and the Environmental Initiative Grants and engaging the community through targeted programs and events. Implement the Natural Areas Environment Natural Areas Operating Assessment Plan and develop and X X X X X X X Assessment Plan natural areas policy. Sustainability Complete an analysis of tree canopy Linked to 2016 Capital Preserve and manage cover. Develop a methodology to Environment Charter - Urban Forest Operating trees, parks and measuring tree canopy and start and X X X X Canopy Enhancement natural areas tracking changes to the canopy over Sustainability & Mgmt - PW-028 4. We strongly believe that time. maintaining and promoting 4.1. Support existing policies our flourishing, expansive and programs to protect and Ray Gibbon Drive Annual monitoring of Riel Marsh, Riel Environment treecanopy for future manage the City’s trees, parks Environmental Constructed Wetlands and Wildlife Operating and X X X X X X X X X X generations is a shared and natural areas. Approval Monitoring - Movement Impacts as per RGD Sustainability duty. Phase 3 Wetland Approval requirements. Create specific site(s) Establish interpretive site displaying Operating to display the City’s official flora/ fauna as per branding Public Works X X X X X flora policy Create specific site(s) Collaborate with Recreation and Operating to display the City’s Public Works X X X X Parks to determine site locations flora CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 29 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Create specific site(s) Design and planting of the chosen Operating to display the City’s Public Works X X X X site flora Preserve and manage Establish a maintenance Operating trees, parks and Public Works X X X X X management plan natural areas ***Linked to 2016 operating business case - Tree Staff Preserve and manage Provide staffing and resources to ***Linked to 2016 Operating trees, parks and maintain and enhance the city’s Public Works X X X X operating business natural areas Urban Forest: case - Tree Canopy Expansion Pilot Program Establish a program of minimum of Preserve and manage 100% replacement ratio of trees Operating trees, parks and Public Works X X X X removed to enhance the urban natural areas forestry Establish and confirm the phasing of Preserve and manage multi year tree planting programs to Operating trees, parks and Public Works X X X X replace removed trees and enhance natural areas the urban forestry Preserve and manage Confirm an accurate inventory of all Operating trees, parks and Public Works X X X X tree units natural areas Facilitate and support the Potential Operational Preserve and manage Environment implementation of recommendations Business Cases. Operating trees, parks and and X X X X X X made as part of the Natural Areas natural areas Sustainability Management Plan created in 2015. Complete the Sedimentation and 4.2. Educate the community Erosion Control Plan to reduce the on the protection and accumulation of sediments in the management of trees, parks Sturgeon River. The 10-year Capital and natural areas through a Plan identifies eight high priority Sedimentation and Environment variety of programs and outfall locations for retrofits to control Operating Erosion Control and X X X X X X X X X X events. sediment entering the Sturgeon Project 2010 - 2021 Sustainability River. Two outfalls have been completed since 2010. In 2015, the project will be reassessed and updates to timelines and budget will be recommended, if necessary. 5. We are an 5.1. Employ corporate Assessment of all City owned environmentally caring environmental management Contaminated Sites contaminated sites to be conducted Environment community, mindful of the systems to ensure compliance Assessment Financial base on the 2012 Financial Auditor Operating and X X X X nature that surrounds with all relevant environmental Liability Policy recommendation that the City Sustainability us, that puts the Earth first, legislation and regulations and Requirement document all its environmental which is reflected in our to minimize environmental liabilities by 2015.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 30 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD green living lifestyle and impacts from City operations. Remediation and monitoring conservation of natural requirements as per Environment resources. Canada Inspector's Direction issued to the City in 2004 and updated in 2007, as well as Alberta Environment Former Landfill at Riel Code of Practice for Landfills. Environment Park - Environmental Capping and grading of former landfill Operating and X X Remediation and at Riel park completed from 2007 - Sustainability Monitoring 2013. A Landfill Closure Plan and Final Report is required by March 31, 2015 as per Environment Canada Inspector's Direction. Annual monitoring will be required for a minimum of 25 years. Implement the former Public Works Capital Funding - PW Former Public Works yard remediation program to remove Environment Former PW Yard Operating Yard - Environmental salt contaminated soil and reduce and X X X X Remediation Program Remediation environmental risk to the Sturgeon Sustainability (414508) River. Green Energy Environment Support green energy generation Operating Generation - and X X X X X X X (e.g. solar and/or geo thermal). Investigation Sustainability Green Gas Local Complete the Greenhouse Gas Local Capital Funding - Action Plan - Energy Action Plan to assist in reducing Environment Energy and Water Operating and Water energy consumption and greenhouse and X X X X X X Conservation Audit Conservation Audit of gas (GHG) emission for the City, its Sustainability (415507) Major City Facilities residents and businesses. Develop a Water Conservation Bylaw that will require new residential or commercial development or major Environment Proposed Water Operating renovations to obtain a permit to and X X X X Conservation Bylaw install low-flow water fixtures in an Sustainability attempt to meet City's target for reducing water consumption. *** Linked to 2016 Manage the former landfill as well as Operating Business the four sites identified as impacted Environment Case for ongoing Reduce solid waste through the 2014 Environmental Operating and X X X X X X Monitoring generation Liability Assessments. Conduct Sustainability Assessment & Risk further assessment and implement Management risk management plans. ($75,000) Transform the IT business processes to align with best Establish green procurement policies practices and become and practices and encourage Information Operating more pro-active and “paperless office” to reduce printing X X X X X X Technology flexible to respond and reduce reliance on hazardous quickly to changing materials. business requirements.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 31 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD 2016 Capital Charter - Enhance PW Snow Storage - environmental Develop a method/system of PW-016 AND 2016 Operating compliance and controlling use by private contractors Public Works X X X X Capital Charter - capacity of the snow utilizing the snow storage site. Access Control - Snow storage facility Storage - PW-025 Enhance environmental Implement a control system and Operating compliance and Public Works X collect data on use. capacity of the snow storage facility Enhance environmental Summarized data and findings to Operating compliance and incorporate design and operation of Public Works X capacity of the snow new snow storage facility. storage facility Implement final crossing and fencing Implement a Whistle Operating requirements and create a Whistle Engineering X X X X X Cessation Bylaw 5.2. Manage air quality Cessation Bylaw through participation with Install the air quality monitoring Environment Alberta Capital Airshed, Air Quality Monitoring Operating station to provide long-term baseline and X X X X establishing an air quality Station - Installation information on the city’s air quality. Sustainability monitoring station and establishing a baseline of air Establish air quality baseline data quality conditions that can be and share AQHI and other relevant Environment shared with the community. Operating Maintain air quality data with public. It is anticipated that and X X X X X X the air quality monitoring station will Sustainability be fully functional by end of 2015. Reduce energy Pilot a corporate behaviour change Environment consumption and Operating campaign related to energy and and X X X X X X greenhouse gas water use. Sustainability emissions Reduce energy Evaluate green power purchases and Environment consumption and renewable energy generation to 5.3. Reduce energy Operating and X X X X X greenhouse gas assist the corporation in meeting its consumption and greenhouse Sustainability gas emissions through emissions greenhouse gas targets. involvement with the With the Energy and Water audit Federation of Canadian program undertaken in 2015, Municipalities Partners for benchmarking and metrics will be Reduce energy Climate Protection program, developed for key St. Albert owned Environment consumption and implementation of the Local Operating facilities and the results will lead to and X X X X greenhouse gas Action Plan and educating the the development of a capital charter Sustainability emissions community through various related to a retrofit program, for programs and incentives. initiation in 2017 (Managed within Asset Management). Reduce energy Investigate fuel alternatives and Environment consumption and Operating develop a fleet fuel management and X greenhouse gas strategy. Sustainability emissions

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 32 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD ***Linked to 2018 Project Charter for Investigate district energy, home and Reduce energy professional services commercial efficiency incentives, Environment consumption and contract to develop Operating energy standards for homes/buildings and X greenhouse gas market transformation and alternative fuels/renewable Sustainability emissions program around energy in the community. community energy ($100,000) Capital Funding - PW Energy Efficiency Replacement Program Improve City buildings Implement facility energy initiatives (415805) AND 2016 Operating and assets to reduce related to capital and operating Public Works X X X X X X Capital Charter - energy consumption programs. Energy Efficiency Replacement Program - PW-004 Perform ongoing building Improve City buildings Capital Funding - City assessment to prioritize work and Operating and assets to reduce Public Works X X X X Building Rehabilitation reduce maintenance and energy energy consumption (41132B) costs. Implement a homogeneous building Improve City buildings Capital Funding - City control system in City facilities to Operating and assets to reduce Public Works X Building Rehabilitation have a more efficient control system energy consumption (41132B) operations Develop a detailed model and business case for escalating block Environment Reduce water water rates. Block rates are a Operating and X X X X consumption recommendation in the Water Sustainability Conservation, Efficiency and Productivity Plan. Complete spatial water consumption analysis of community and benchmarking (in conjunction with Environment Reduce water 5.4. Reduce water Operating energy mapping). Spatial mapping and X consumption consumption through the can assist in developing targeted Sustainability implementation of the Water conservation programs and Conservation, Efficiency and consumer feedback systems. Productivity plan, including educating the community Explore incentives (ICI) and targeted programs for energy and water A 2018 capital project through various programs and Environment Reduce water conservation. The Environmental charter may be incentives. Operating and X consumption Master Plan outlines the need to required. Sustainability develop educational resources for school curriculum. On an annual basis, review new Review opportunities opportunities to reduce the to establish “green” Capital Funding - departments water consumption Operating business practices Fire Services X X X X X X Water Conservation during fire training and testing and reduce water (415331) operations using the water consumption. conservation unit.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 33 COMMUNITY STRATEGY – NATURAL ENVIRONMENT PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Investigate the opportunity and need Review opportunities to create community garden plots at to establish “green” each fire station location within the Operating business practices existing city land areas, to build Fire Services X X X X X X and reduce water closer relationship with Fire Services consumption. and the residents while creating a greener community. Implement reading of water meters E-Metering / Smart electronically to allow online access Utility Operating X X X X X water meter project. to water consumption data and help Services with leakage detection. 5.5. Reduce solid waste generation through participation in the Alberta Capital Region Integrated Operating Waste Management Plan and implementation of the Solid Waste Management Plan Review. Commercial Recycling Support local businesses to develop Operating Public Works X X X Program commercial recycling programs. Expand the organic collections Organic Collection program, offer to include St. Albert Operating Public Works X X X X Expansion elementary schools and identify other viable opportunities for enrolment. 5.6. Educate the community, Organic Waste including schools and Coordinate organic waste collection Operating Collection at City Public Works X X X X X businesses, on solid waste at City owned facilities. management principles Owned Facilities through targeted programs Reduce solid waste Expand the organics program to Utility Operating X X X X X X and events. generation include elementary schools Services Reduce solid waste Educate businesses to commercial Utility Operating X X X X X X generation recycling and composting programs. Services Expand service provision of large Residential Large Item Reduce solid waste Utility Operating item collection service through X X X X Collection generation Services curbside collection.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 34 COMMUNITY STRATEGY – CULTURE PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Install and implement industry *** Linked to 2016 Capital Arden Theatre Facility Cultural Capital specific Facility Booking X X X X Project Charter – Arden Booking Software. Services software at the Arden Theatre. Theatre Booking Software Capital Funding - Story Boards (415103) AND Capital Funding A historical accurate telling of - SAP Way-finding & Signage Community Story-telling community heritage through a Cultural Operating X X X X X Upgrade (414316) AND Project. network of signage around the Services Capital Funding - SAP Cultural city. Wayfinding Enhancement & Replacement- Ph 1 (415316) 1.1. Celebrate cultural assets Investigate other ticketing through providing residents and options for the Arden Theatre Cultural Operating Cultural Ticketing System. X visitors with easy access to and other Culture Festivals and Services cultural amenities, integrating Events. 1. We preserve and cultural activities in unexpected Create and execute a plan to treasure our past, places, highlighting significant Increased Arden Theatre increase the days of use at the Cultural mindful of the roots cultural assets, and integrating Operating X X X X X X Days of Use. Arden Theatre through rental Services from which our culture into city-wide efforts. and/or programming. community has grown and will *** Linked to 2017 Capital Public Art Project for Plan and install a public art continue to bloom. Cultural Project Charter – Canada Capital Canada’s 150th piece to commemorate X Services 150th Celebrations Public Art Anniversary. Canada’s 150th Birthday. Project - COUN-017 Review and revise Review and revise administrative and technical Cultural Operating procedures for St. Albert procedures for bookings of St. X X X X Services Place and Plaza use. Albert Place lobby, studios, theatre and plaza. 1.2. Establish sustainable funding through diversifying sources of income amongst cultural Operating organizations, nurturing emerging efforts and prioritizing existing resources. Develop a long term strategy 2.1. Increase and deepen cultural for performing arts 2. We believe in Long Term Performing participation through nurturing programming in the city. Cultural coming together to Operating Arts Programming X the next generation of Continue to offer high quality Services celebrate our Strategy. participants, improving access to performing arts instructional successes, opportunities for artists, and programming to the community. achievements and equipping cultural organizations one Assess needs of the community and artists with the skills to Young and Emerging in terms of young and emerging Cultural another. Operating X X X X X X sustain their craft. Artist Incubation Strategy. artist incubation, education and Services performance opportunities. 3. We organize 3.1. Promote, build on and Continue to offer an annual *** Linked to 2016, 2017 and inviting, lively and enhance new and existing Youth Festival to nurture and Cultural 2018 Operating Business Operating Amplify Youth Festival. X X X X X X internationally- cultural events and amenities to cultivate young artists within the Services Cases – Amplify Youth Festival recognized cultural draw community.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 35 COMMUNITY STRATEGY – CULTURE PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD events that bring visitors, and making cultural *** Linked to 2016 and 2017 people together and experiences accessible through Submit a Bid to Host a the Cultural Operating Business Cases – nourish our spirits. effective communication Operating Bids for Cultural Events. Alberta Public Art Network X Services Bid for 2017 Alberta Public Art and collaboration efforts. Summit. Summit Enhanced and expanded Children’s Festival 35th Cultural Operating programming to celebrate 35 X X X X Anniversary celebrations. Services years. Plan a celebration for the Arden St. Albert Place 35th Cultural Operating Theatre & SAP 35th X Anniversary Celebration. Services Anniversary 2018/19. Development and solicitation of *** Linked to 2016 Capital Arden Theatre Web web streaming, recording and Cultural Project Charter – Webstream Operating X X X X X X Streaming. on demand capability within the Services Audio Console Arden Theatre. Investigate the feasibility of a Children’s Museum or Gallery Children’s Museum or Cultural Operating and any potential to establish in X Gallery Feasibility Study. Services conjunction with other cultural facility needs. 4. We are known for 4.1. Ensure infrastructural our progressive strength through maintaining Design and construction of the 2016 Capital Charter - third phase of Founders Walk Cultural Founders Walk Phase 3 - architecture, art and existing cultural assets, Operating Founders Walk – Phase 3. X X X X X community design, identifying capital improvements from the Grain Elevators to Services CULTR-005 which to build on the strengths of Perron Bridge along the river. expresses our existing assets, and identifying Develop a Long Term Cultural *** Linked to 2016, 2017 and distinct identity and facilities that respond to cultural Infrastructure Plan to include 2018 Capital Project Charters strong sense of participation trends and Long Term Cultural capital lifecycle planning, Cultural – Visual Arts Studio Lifecycle Operating X place and home. population growth. Infrastructure Plan. community facility needs Services Plan assessment, and reserve funding strategies. The renovation and expansion 2016 Capital Charter - Cultural Operating Museum Expansion. of the Musee Heritage Museum X X X X X Museum Expansion - CULTR- Services in St. Albert Place. 019 Renovations to create a 2016 Capital Charter - Progress Hall Cultural Operating functional event space within X X X X X Progress Hall Revitalization - Revitalization. Services Progress Hall. CULTR-020 Actively engage with 5. We live Support the review in the community partners to complete, full and update of the Reciprocal Use Recreation Operating support a sense of X X X X active lives that are Agreement to include two and Parks community and supported by our 5.1. Maintain existing recreation additional schools. exceptional facilities, parks and open spaces connectedness. recreation to meet provincial and national Actively engage with amenities, standards. community partners to Recreation extensive parks and Operating support a sense of Leisure education. X and Parks winding, world-class community and trails. connectedness.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 36 COMMUNITY STRATEGY – CULTURE PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Actively engage with community partners to Community development Recreation Operating support a sense of X framework. and Parks community and connectedness. Ensure that existing *** Linked to 2015 Capital recreation infrastructure Project Charter – Safety and services are meeting Fencing Installation (RECR- Install safety fencing at St. Recreation Capital the needs of the X X X X 048) Albert ball diamonds. and Parks community and set future vision for recreation in the community. *** Linked to 2016 Capital Ensure that existing Project Charter – Riel recreation infrastructure Amenities Building (RECR- and services are meeting 044) Complete Riel Recreation Park Recreation Capital the needs of the X enhancements. and Parks community and set future *** Linked to 2016/17 Capital vision for recreation in the Project Charter - Riel Park community. Phase 5 – Design and Construction (RECR-043) Ensure that existing recreation infrastructure and services are meeting Implement pilot of external Recreation Operating the needs of the personal training program at X X X X X and Parks community and set future Servus Place. vision for recreation in the community. Ensure that existing Capital Funding - recreation infrastructure Akinsdale/Kinex Arena and services are meeting Work with St. Albert Minor Renovation (415334) Recreation Operating the needs of the Hockey Association on the X X X X and Parks community and set future renovation of Akinsdale Arena. vision for recreation in the community. Ensure that existing *** Linked to 2016 Capital recreation infrastructure Project Charter – Servus Place and services are meeting Implement branding and Visual Identity and exterior Recreation Operating the needs of the exterior facility improvements at X improvements (SER-008) and Parks community and set future Servus Place. vision for recreation in the community. Integrate Intelex software into Ensure that facilities are Recreation Operating Recreation and Parks X safe and Parks operations. Implement repair, maintenance and Implement City Parks *** Linked to RECR-002 City Recreation Lifecycle refurbishment programs to Infrastructure Replacement X X X X X X Parks Infrastructure and Parks ensure that infrastructure Program. Replacement Program remains sustainable.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 37 COMMUNITY STRATEGY – CULTURE PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Implement repair, maintenance and *** Linked to RECR-003 City Implement City Sportfield Recreation Lifecycle refurbishment programs to X X X X X X Sportfield Rehabilitation Rehabilitation Program. and Parks ensure that infrastructure Program remains sustainable. Implement repair, maintenance and Implement City Playground Recreation *** Linked to RECR-017 City Lifecycle refurbishment programs to X X X X X X Lifecycle Program. and Parks Playground Lifecycle Program ensure that infrastructure remains sustainable. Implement repair, maintenance and *** Linked to SERV-001 Implement Servus Place Recreation Lifecycle refurbishment programs to X X X X X X Servus Place Lifecycle Lifecycle Replacement Plan. and Parks ensure that infrastructure Replacement Plan remains sustainable. Implement repair, maintenance and Implement Aquatics Lifecycle Recreation *** Linked to RECR-001 Lifecycle refurbishment programs to Plan. and Parks Aquatics Lifecycle Plan ensure that infrastructure remains sustainable. Plan and develop park *** Linked to 2016 Capital and playground Update of Red Willow Park Recreation Project Charter – Red Willow Capital X X X X infrastructure to meet the West Park Master Plan. and Parks West Park Master Plan needs of the community. (RECR-020) Plan and develop park *** Linked to 2017 Capital and playground Complete trail construction in Recreation Project Charter – Grey Nuns Capital X infrastructure to meet the Grey Nuns White Spruce Park. and Parks Trail Development needs of the community. Plan and develop park *** Linked to 2017 Capital and playground Complete Ville Giroux Recreation Project Charter – Ville Giroux Capital X infrastructure to meet the Development Plan. and Parks Park Development Plan needs of the community. (RECR-011) Plan and develop park *** Linked to Future Capital and playground Complete Riverside Park Recreation Project Charter – Riverside Capital X infrastructure to meet the Development Plan. and Parks Park Development Plan needs of the community. (RECR-015) Plan and develop park Complete Phase 2- A- park *** Linked to 2017/20 Capital and playground construction as outlined in the Recreation Project Charter – Lacombe Capital 2020 infrastructure to meet the Lacombe Park (West) Master and Parks Park Construction (RECR-010) needs of the community. Plan.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 38 COMMUNITY STRATEGY – CULTURE PILLAR

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD *** Linked to 2016 Capital Project Charter – Erin Ridge North Parks Development Plan (RECR-006)

Complete a Erin Ridge Park Plan and develop park ***Linked to 2016 Capital Development Plan and begin and playground Recreation Project Charter - Erin Ridge Capital design and construction of 2020 infrastructure to meet the and Parks North Phase 2 Park Phase One neighbourhood needs of the community. Development (RECR-034) parks and playground.

***Linked to 2017 Capital Project Charter - Erin Ridge North School Playground Development (RECR-041) *** Linked to Future Capital Plan and develop park Complete Villeneuve North Project Charter – Villeneuve and playground Recreation Capital (Strata) Park Development X North (Strata) Park infrastructure to meet the and Parks Plan. Development Plan (RECR- needs of the community. 023) Plan and develop park *** Linked to Future Capital Complete Villeneuve North and playground Recreation Project Charter – Villeneuve ( Capital (Badger) Park Development X infrastructure to meet the and Parks Badger lands) Development Plan. needs of the community. Plan (RECR-029) Plan and develop park *** Linked to Future Capital and playground Complete South Riel Park Recreation Project Charter – South Riel Capital X infrastructure to meet the Development Plan. and Parks Park Development Plan needs of the community. (RECR-013) Plan and develop park and playground Update of Playground Recreation Capital X infrastructure to meet the consortium. and Parks needs of the community. 5.2. Communicate recreation efforts and engage with the community to share the benefits Operating of recreation and identify opportunities for future recreational programming. Liaison with Alberta Tourism to ensure City departments are informed of any capital projects 5.3. Explore public / private at Lois Hole park to ensure Recreation Operating Lois Hole Provincial Park X X X X partnerships for the delivery of appropriate review and permits and Parks recreational services and support are obtained in addition to community groups in integrating exploring possible partnership recreation and sport tourism into opportunities. their programming. Seek out new Complete Administrative Fund Recreation Operating opportunities to increase X X X X Development Policy. and Parks non-traditional revenue.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 39 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop analytics that will promote best- Procurement and risk value procurement and analytics related Operating Legal Services X X X X X X management analytics to incidents and claims reporting for client departments. 2017 Capital Charter - Legislative Operating Census 2016 Conduct Municipal Census in April 2016 X X X X X X Census - Tablet Services Procurement

1.1. Utilize analytics in Review the existing continuous support of evidence-based improvement policy and program to identify opportunities to incorporate Strategic decision making to enhance Continuous Improvement Operating regular organizational efficiency and Services & X service delivery to residents. and Project Support effectiveness reviews. This would also Environment include relevant training to enhance the organization’s capacity for this work. Provide corporate support for leading strategic initiatives, non-capital project Strategic Continuous Improvement Operating expertise and building project and Services & X and Project Support change management capacity across Environment the organization. Update the policy to reflect changes to Capital Project public sector accounting standards, best Planning and Operating Management practices in project management X X X X X 1. Strive to Engineering Policy Update processes and changes to the City's become a leader organizational structure. in analytics to enhance decision Purchase a performance measurement Capital Funding - making. and reporting system for integrated data Strategic Performance City Performance Capital collection, analysis, and reporting of Services & X X X X X Measurement System Measurement Policy performance indicators across the Environment - (413505) + (414505) Corporation. Develop a City performance 1.2. Support the development measurement policy to support the Strategic City Performance of key measurable goals for Operating development of key measurable Services & X X X X Measurement Policy each City department and performance goals for each City Environment division to monitor the health department and division. of the organization and Provide corporate support to the *** Linked to possible progress towards achieving development of key measurable Future Operating the community's vision. performance metrics for each City Business Case – Strategic City Performance department and division and provide Performance Operating Services & X Measurement Policy analytics services. This resource will Measurement FTE Environment support the work required by the performance measurement policy completed in 2016. Provide regular support to Departments *** Linked to possible and the SLT in the use of analytics to Future Operating Strategic City Performance enhance business intelligence across Business Case – Data Operating Services & X Measurement Policy the organization. This would include Scientist FTE Environment support for analytic modeling and statistics across the corporation.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 40 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Review the City’s existing corporate Corporate Business business planning model to ensure it Strategic Operating Planning Model, Policy and aligns with the strategic framework. A Services & X X X X Standards model, policy and standards would be Environment developed as a result of this work. Review the City’s existing strategic planning processes to identify Strategic Strategic Planning Model, opportunities to accommodate multiple Operating Services & X Policy and Standards timeframes. A model, policy and Environment standards would be developed as a result of this work. Inventory distributed databases and begin to consolidate into centrally- maintained IT infrastructure to enable improved control of data, including the Develop and implement an Information Operating ability to generate business intelligence X X X X X open data strategy. Technology and support decision making via analytics. (Aligned with Corporate Planning Corporate Performance Measurement and Analytics project). 1.3. Support open Develop and implement an Information government to increase the Operating Develop open data Council policy. X X X X open data strategy. Technology transparency and accessibility of municipal Initiate the Open Data project to develop information, promote the City’s open data strategy and data Develop and implement an Information economic opportunity and Operating release plan, aligned with the Smart City X X X X open data strategy. Technology empower the community to Master Plan initiation. Establish open become more involved in data portal and supporting processes. municipal government. Open Data Administrative Information Operating Develop a policy for Open Data X X X X X X X Policy Technology Implementation of software to facilitate Capital Funding - more efficient processes for agenda Agenda Management report and Council meeting agenda Software (414509) Agenda Management Legislative Capital development and distribution as well as X X Software Services management of workflows and tracking of actions resulting from Council Meeting decisions. Collective Bargaining with Report to Council and request a Human Operating X X X X X X IAFF 2130 bargaining mandate. Resources 2.1. Develop strategies to 2. Maintain the attract, retain and nurture Design, evaluate and establish a total City of St. Albert employees to enhance the compensation strategy. Incorporate compensation methodology and as an employer of City's ability to compete with Human choice. external organizations for Operating Compensation Review analysis, and a comprehensive X X X X Resources talent. benchmarking survey in order to build competitive pay structures and evaluation methodology.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 41 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD *** Linked to 2016 Capital Project Evaluate HRIS requirements and Charter ITSV-004 Human Capital Compensation Strategy strategy. (Part Agresso Financial X X X X 2016 Financial Resources System Upgrade.) System Upgrade (Agresso New Capabilities) Building a foundation - develop an HR model and structure that can support HR Organizational the success of the organization. Human Operating Restructure and Philosophy Introduce a Business Partnership Model X X X X Resources Alignment and introduce a strategic human resource business partnership model that is aligned to the organization.

Develop an inclusive hiring policy for the Human Operating Inclusive Hiring Policy X X City as per Council motion. Resources

Comprehensive leadership development Talent Management Human Operating assessment and growth program; X X X X X X Strategy Resources succession planning. Talent Management Workforce planning and organizational Human Operating X X X X X X Strategy design strategy and implementation. Resources *** Linked to 2016 Recruitment and Retention Strategy operating business Talent Management Human Operating including ‘employer of choice’ strategy X X X X X X case – Talent Strategy Resources i.e., branding, networking etc. Recruitment (1.00 FTE) Talent Management Workforce skill assessment and gap Human Operating X X X X X X Strategy analysis. Resources Talent Management Performance Management Program Human Operating X X X X X Strategy Review / Adjustment Resources Talent Management Job Classification and job evaluation Human Operating X X X X Strategy review. Resources

Support office productivity and work with partner departments to automate Productivity tools (e.g. Sharepoint / Wifi) Information Operating work processes and enable and service level agreements with X X X X X Technology greater workforce mobility Departments. with mobile technologies and wireless networks. Operating Facility Safety and Security Implement the policy Legal Services X X X X X X Capital Funding - Facilitate safety and security initiatives Civic Buildings including enhanced facility access Security (414808) + Operating Facility Safety and Security controls, staff training and Legal Services X X X X X X (415808) AND 2016 internal/external communication Capital Charter - Civic measures. Buildings Security - PW-009 Operating Facility Safety and Security Draft Administrative Policy Legal Services X X X X CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 42 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop Service Level Agreements based on revised set of core services Develop service level Strategic and existing resources in CCAD, Operating agreements with client Services & X X X X develop service level agreements Departments Environment (SLAs) with every department in the City. Apply for at least six non-traditional grants, provide quarterly reports and explore two alternative funding Corporate Grants Build St. Operating approaches to secure new money. X X X X X X Committee Albert Create goals for 2017 and lead Committee in completing established goals. Develop service level standards and formalize key performance measures in order to more effectively measure Economic Operating Informed Decision Making X X X X impact of services provided, Development communicate performance and make better informed decisions. Develop grant management Develop and implement reporting Financial Operating X X X X X practices and processes practice and processes. Services Implement e-purchasing card to Financial Operating E-Purchasing Cards streamline the payment process and X X X X X Services tighten controls in expenditures. Review and analyze changes to the Electricity and Natural Gas Franchise 3.1. Provide prudent fiduciary Financial oversight of the City’s Operating Franchise Fee Agreement Agreement, explore alternate sources of X X 3. Maintain fiscal Services finances in an open and revenue in order to minimize tax responsibility and transparent manner, through increase. transparency. the use of strong internal Implement Financial Review, select and implement desired Financial controls. Operating X X X X Systems Software accounting modules. Services Implement Financial Financial Operating Evaluate payroll module. X X X X Systems Software Services Implement Financial Evaluate and select business Financial Operating X X X X Systems Software intelligence tool. Services Implement Financial Financial Operating Implement business intelligence tool. X Systems Software Services Implement Service Based Data collection, validation and Financial Operating X X X X Budgeting confirmation of service categories. Services Implement Service Based Financial Operating Implement service based budgeting X Budgeting Services Implement Service Based Evaluate and adjust processes and Financial Operating X Budgeting practice Services *** Linked to 2016 The City is anticipating an increase in operating business Increase funding to support funding to its lifecycle reserves as it Financial Operating X X X X X X case – Increase to lifecycle reserves grows to ensure it can maintain the Services Capital Funding existing asset base. Formula

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 43 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Introduce a Service Portfolio *** Linked to 2016 Management Process to Capital Project reduce the overall number Charter ITSV-004 Introduce Agresso Financial System Information Operating of major corporate software X X X X 2016 Financial Upgrade. Technology applications, identify gaps, System Upgrade and ensure return on (Agresso New investment. Capabilities) 3.2. Establish a robust series Incorporate legislative changes into the Adherence to changes from Assessment of financial policies that Operating delivery of Assessment and Taxation X X X X MGA review and Taxation support a long-term services as required. sustainable, financially Negotiate and select a vendor to supply responsible and affordable Electricity and Natural Gas Financial Operating natural gas and electricity to maximize X X community for the residents Contract Services of St. Albert. savings and stabilize costs. Explore options to increase fiscal 3.3. Provide short- and long- Fiscal Responsibility and Financial Operating responsibility and accountability within X X X X X X X X X X term forecasting and Accountability Services budgeting principles that government. guide the City’s decision Integrate the fiscal impact of Evaluate the model and its inputs and making and link financial approved Area Structure outputs to determine resources required Financial Operating X X X X resources to the City of St. Plans into the City’s fiscal for implementation. Make decision Services Albert’s strategic plan. model based on the findings. City Advocacy plan for Ray Develop an advocacy plan for the Operating Manager's X X X X X X X X Gibbon Drive twinning of Ray Gibbon Drive. Office *** Linked to 2016 Update and implementation of Council City Advocacy Plan operating business Operating approved Advocacy Plan with 22 Manager's X X X X X X Implementation case – IAC with initiatives identified for implementation. Office Sturgeon County City Actively participate in the Capital Region Operating CRB Growth Plan Update Manager's X X X X X X X 4.1. Develop strong working Board (CRB) Growth Plan update. relationships with Sturgeon Office County and other Government Relations To identify priorities and ensure efforts City neighbouring municipalities, Program - Development of a are maximized in order to have an 4. Develop strong Operating Manager's X X X X X public and private interests in Provincial Advocacy impact and to influence decisions with working Office the Capital Region. Strategy the Government of Alberta. relationships with regional, provincial Intermunicipal Project Work Council has committed to working City and federal - St. Albert/Sturgeon collaboratively with Sturgeon County Operating Manager's X X X X X X partners. County Intermunicipal and to developing work plans to address Office Affairs Committee (IAC) key intermunicipal priorities. St. Albert/Sturgeon County Council has committed to working City Intermunicipal Affairs collaboratively with Sturgeon County, Operating Manager's X X X X X X X X X X Committee (IAC) - and to developing work plans to address Office Intermunicipal Project Work key intermunicipal priorities. 4.2. Research government organizations that are recognized for their Develop a work plan to review and Corporate Policy and Bylaw Legislative leadership in municipal Operating update as necessary to 81 Council X X X X X X X Review Services government and identify best policies. practices to enhance municipal operations. CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 44 GOVERNANCE STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Identify possible options for inter- Explore Regional Servicing municipal servicing of transportation and Operating initiatives for transportation utility networks that support growth, Engineering X X X X X X and utility networks. reduce costs and reduce environmental impacts. Expand the training opportunities with Explore opportunities to regional partners to create cost effective Operating work with regional partners Fire Services X X X X X X training opportunities, other operational to create cost efficiencies. and administrative functions. Expand existing regional relationships to include firefighter recruitment that is Explore opportunities to more cost effective and efficient use of Operating work with regional partners Fire Services X X X X X X administrative resources while drawing to create cost efficiencies. the best qualified applicants into the Edmonton Metro region. *** Linked to 2017 Explore opportunities to Review opportunities to expand fire Capital Project Capital work with regional partners dispatch and response services within Fire Services X X X X X Charter – Fire to create cost efficiencies. the immediate area around St. Albert. Dispatch ProQA System (Growth) Develop a lease agreement with the Develop a Park And Ride City of Edmonton and the province of Transit Operating Transit Centre location and X X X X Alberta for lands within the Services plan 4.3. Pursue joint service Transportation Utility Corridor delivery models with regional Develop a lease agreement with the Develop a Park And Ride partners. City of Edmonton and the province of Transit Operating Transit Centre location and X X X X Alberta for lands within the Services plan Transportation Utility Corridor Develop a Park And Ride Upon approval of lease and provincial Transit Operating Transit Centre location and X X funding construction of a Park and Ride Services plan Develop a Park And Ride Upon approval of lease and provincial Transit Operating Transit Centre location and X X funding construction of a Park and Ride Services plan Participate with our regional partners to Capital Funding - Develop a transit fare model design an RFP for a “Smart Fare” Transit Smart Fare Transit Operating to meet cost recovery system, ensure Provincial support and X X X X System (414804) Services standard choose best system and supporting fare policy. Develop a transit fare model Implement technology and supporting Transit Operating to meet cost recovery fare policy to update StAt’s fare X X Services standard collection system. Participate in ETS/StAT Present joint study on the impacts of Transit Operating regional transit integration one integrated regional transit system to X X X X Services study St. Albert and Edmonton City Council Participate in ETS/StAT Implement the integrated regional transit Transit Operating regional transit integration X X system upon approval by Council. Services study

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 45 SERVICE DELIVERY STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Work with the Engineering Department *** Linked to capital to connect traffic signals to central project Municipal Area Create a community Information Capital monitoring and control system via fibre X X X X Network (ITSV-006 broadband strategy. Technology optics. Work with Utilities to connect 2016 Municipal Area SCADA systems. Network) Develop a Community Sustainability Capital Funding - 1.1. Communicate and engage Strategic Community Sustainability Plan and related policies to engage the Community the community to promote two- Operating Services & X X X X X Framework public in better defining a long-term Sustainability Plan way information sharing and Environment provide the opportunity to vision for the community. (414507) provide input into the Implement the Community Community Sustainability Strategic development of the City's Sustainability Plan and related policies Operating Plan Alignment with Services & X X X X plans, budgets, decisions and to engage the public in better defining Strategic Framework Environment implementation of decisions a long-term vision for the community. that affect them. Coordinate and standardize public *** Linked to future engagement efforts across all City Operating Business Strategic Public Consultation and Departments. This would allow for case - Enhanced Public 1. Engage the Operating Services & X Engagement ongoing monitoring and management Engagement and community to Environment of the City’s public consultation Consultation incorporate activities. resident input and improve decision Review, assess and implement public Capital Funding - Public making. engagement online tools for the City. Engagement Online Continuous Improvement Explore opportunities to more Tools (414413) Project 2014 Strategic effectively utilize social media to 1.2. Develop strategies to Operating Public Communication, Services & X X X X engage and communicate with utilize online public Consultation and Environment residents. Create more opportunities engagement tools, social Engagement media and emerging for more youth to provide input on the technologies to enhance direction of the community. existing public engagement Develop a public consultation process processes. to engage the community to provide Strategic Public Consultation and Operating input into the City of St. Albert Services & Engagement Strategic Plan and the annual business Environment planning and budget process. 1.3. Improve access, remove barriers and provide Legislative opportunities for the Operating Election 2017 Prepare for and conduct 2017 Election X X X X X X X X X Services community to get involved in the democratic process. Online service delivery Assessment Search Modifications Assessment Operating X X X X enhancement within the City website application. and Taxation 2.1. Establish service 2. Create positive standards and levels, increase Review methods of program evaluation customer service analytical depth, and and survey processes to identify areas Standardized Cultural for collaboration and improved experiences with benchmark against Cultural Operating Program and Service effectiveness and efficiency, to ensure X the community. comparable municipalities for Services all community facing services. Evaluation. data is relevant and consistent to assist in improving services to the community.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 46 SERVICE DELIVERY STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Develop service level standards and formalize key performance measures in order to more effectively measure Economic Operating Informed Decision Making X X X X impact of services provided, Development communicate performance and make better informed decisions. ***Linked to 2016 Capital Project Charter Improve and enhance “Permitting Workflow online services to Enable online permitting and Information Software Consolidation Capital residents and pursue inspection processes using a single X X X X X X Technology (ITSV-008 2016 “single window” customer credential. Permitting Workflow service initiatives. Software Consolidation)” Improve and enhance *** Linked to 2016 online services to Capital Project Charter Office Automation - Small technology Information Capital residents and pursue X X X X X X IT Office Automation enhancements. Technology “single window” customer (ITSV-001 2016 Office service initiatives. Automation) *** Linked to 2016 Improve and enhance Capital Project Charter online services to Replace recreation activity and facility Information “Recreation Software Capital residents and pursue X X X X booking system. Technology Replacement” (ITSV- “single window” customer 007 2016 Recreation service initiatives. Software Replacement) Introduce a Service Establish an ITIL-based service Portfolio Management portfolio to document business Process to reduce the requirements and plan application overall number of major Information Operating lifecycle. Will result in reduced annual X X X X X X corporate software Technology costs, better integration between applications, identify gaps, applications, and improved return on and ensure return on investment. investment. Transform the IT business processes to align with Adopt industry standard best practices best practices and become for IT service and project management Information Operating more pro-active and X X X X X X – additional processes rolled out Technology flexible to respond quickly during 2016-2018. to changing business requirements. Transform the IT business processes to align with best practices and become Establish an information security Information Operating more pro-active and classification administrative policy X X X X X Technology flexible to respond quickly (aligned with Records). to changing business requirements.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 47 SERVICE DELIVERY STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Transform the IT business processes to align with best practices and become Establish supporting IT data structures Information Operating more pro-active and in place with Legislative Services X X X X Technology flexible to respond quickly (Records) during 2016. to changing business requirements. Establish a governance Implement the governance framework framework and conduct a across the organization to guides the Legislative Operating X X X X X review of existing bylaws management and future development Services and policies of bylaw and policies. Identify appropriate automation tools to Conduct research on available records enhance agenda reporting, and information management systems, Legislative Operating X X X X X records management and available tools, and industry best Services file classification practices. processes. Identify appropriate automation tools to Implement appropriate records enhance agenda reporting, Legislative Operating management and file classification X X records management and Services system. file classification processes. Undertake an initiative to assess and improve resident friendliness of the Implement the Green Tape P&E Department including a PR Planning and Operating X X X X Action Plan campaign, applicant survey, Development application/document review and training/education POSSE workflow system Work with IT to assess and implement Planning and Operating X X review and upgrade a new/update workflow system for P&E Development Review applicable Legislations, Council and Develop a Policy on 911 Call answer Policing Operating administrative policies to Standards that comply with new X X X X Services ensure they still meet Provincial Legislation community expectations. Implement activities to bring our 9-1-1 Review applicable operations up to the Provincial *** Linked to 2016 Legislations, Council and standards that are being implemented Policing Operating Business Operating administrative policies to X X X X upon all primary Public Safety Services Case – Emergency 911 ensure they still meet Answering Points (PSAP) for quality Act Compliance. community expectations. assurance measurements. Service Standard Policy Develop a service standards policy for Operating for Benches, Bus Stops Public Works X X X X X benches, bus stops and garbage cans. and Garbage Cans.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 48 SERVICE DELIVERY STRATEGY

PROJECT RESULT STRATEGY BUDGET PROJECT NAME PROJECT DESCRIPTION 15Q1 15Q2 15Q3 15Q4 16Q1 16Q2 16Q3 16Q4 2017 2018 Reference to Budget LEAD Integrate Smart initiatives into Recreation and Parks Select and implement new customer operations to improve Recreation Operating management software system into X X X X X service delivery and create and Parks Recreation and Parks operations. sustainable infrastructure and services. Integrate Smart initiatives into Recreation and Parks Development service standards for all operations to improve Recreation Operating Recreation and Parks programs, X service delivery and create and Parks facilities and services. sustainable infrastructure and services. Service Level Service Level Benchmarking(Phase II) Benchmarking Phase II - - Develop a plan for filling identified Strategic Operating Corporate Business gaps for service levels and identify Services & X X X X Planning Model, Policy how to track and measure actual Environment and Standards performance versus standards. Conduct research and a review of a Strategic Operating Customer Service Delivery corporate customer service delivery Services & X X X X X model. Environment As part of the Transit Long Term Department Plan, the bylaw is being Transit Operating Transit By-Law Update X X updated to be consistent with the City Services Code of Conduct.

CULTIVATING OUR FUTURE – CITY OF ST. ALBERT STRATEGIC PLAN ALIGNMENT TOOL (COUNCIL RETREAT JANUARY 7 AND 8, 2016) 49 ATTACHMENT 8

PESTLE ANALYSIS Council Retreat 2016

PESTLE ANALYSIS Page 1 INTRODUCTION

PESTLE stand for Political, Economic, Social, Technological, Legal and Environmental. The PESTLE Analysis is a framework to scan an organization’s external macro environment with the purpose of using the information to guide strategic decision- making. The following PESTLE Analysis provides a comprehensive view of the environment in which the City of St Albert is operating and provides useful information to plan for a successful future.

PESTLE ANALYSIS

Political analysis

• The new Federal Government has announced major initiatives that will impact the City of St. Albert and our residents. Key developments include significant pledges to increase infrastructure funding, plans to seriously address climate change and commitments to increase income taxes on high income earners (St. Albert is an above average income community). • The Alberta Government continues to be pressured by low oil process and most economists and industry commentators do not see a quick end to low oil prices. There has been public comments about delays in provincial spending plans which should become apparent with the March 2106 budget. • The Alberta Government plans to aggressively address climate change through the closure of coal fired energy plants, a carbon tax and increased investment in renewable energy. • The Alberta Government has committed to increase income taxes on high income earners (St. Albert is an above average income community) and move forward with plans to raise the minimum wage again in 2107. • The more controversial elements in the provincial MGA review are schedule to be released in the spring, passed in the fall for implementation in 2017. • The Capital Region Growth Plan is scheduled to be completed in 2016 which could impact future growth scenarios in St. Albert • The Metro Mayors Alliance Advisory Panel is set to release their recommendations in the spring of 2016 on how to build a competitive world class region.

Economic analysis

• Employment (seasonally adjusted) in the Edmonton CMA was up in November by 3.8% year-over-year, representing a net gain of 28,600 jobs from November 2014. • Month-over-month employment in November was up by 6,900 jobs from October. • So far this year, the average number of people employed has increased by 1.9% from January to November 2014. • The unemployment rate (seasonally adjusted) in Greater Edmonton moved upward in November to 6.1% from 6.0% in October and 5.9% in September. • Edmonton's unemployment rate in November 2014 was 5.2%.

PESTLE ANALYSIS Page 2

• The jobless rate has averaged 5.6% in 2015 so far compared with 5.2% during all of 2014. • Statistics Canada`s average weekly earnings (AWE) in the Edmonton CMA increased in September by 3.1% from a year prior to $1,105. • During the first 9 months of 2015, AWE levels on average were up by 1.9% from January to September 2014. • Alberta's population growth remained well above the national average in the 3rd quarter of 2015, but year-over-year increases have weakened over the past 2 years. • Total net migration into Alberta from all sources was down by 34% from July to September 2014 to 11,232 persons. • Improvements in international migration were offset by lower interprovincial net migration. • Over the past year, Alberta has also seen large declines in the number of non- permanent residents entering Alberta. NPRs are typically temporary foreign workers. • Fourth quarter 2015 migration numbers will be released on March 16th. Social analysis

• Increase in mental health issues among 18-24 year olds specifically, but generally all age categories – anxiety, depression etc. – implications for more mental health services, beds, treatment programs • Increase in senior demographic – implications for long term care, palliative and hospice care beds and affordable housing • Decrease in funding/grants for non-profit organizations, more competition and subsequently threatens their sustainability and capacity going forward • No increase to provincial funding – requires more funding from other sources to maintain services • Affordability – poverty exists and may only increase with changes to economy, too many families over extended financially and with changing economics, risk is that more will experience financial hardship • Anticipated growth in community will see an influx of cultural diversity, and as such, services and programs will need to adapt and accommodate accordingly (education, language, etc.). • Anticipated growth may require ‘shelter’ as ratio of homeless, domestic violence victims will increase proportionally and result in ‘need’ for local response • 2015 summer survey, 70% of St. Albert youth surveyed reported mental health as the #1 challenge they face • Rise in homelessness, no local supports to assist the 18-25 homeless population; 2015 homeless count, 80 plus an additional 60 youth couch surfing • Double the number of Christmas hampers given by the Community Village in 2015- 12-29

PESTLE ANALYSIS Page 3

Technological analysis

• The global trend towards "Smart Cities" is accelerating and the technologies and standards are becoming more mature and mainstream. Cities of all sizes are looking towards technological solutions to a wide variety of problems and needs. St. Albert's masterplan development will position the City for success. • Mobile-friendly websites are increasingly the norm, as more consumers use their smart phones to access online content than ever before: “more Google searches take place on mobile devices than on computers in 10 countries including the US and Japan.” (Google, May 2015). Stalbert.ca has been adapted to be mobile- friendly. Mobile "apps" are also valuable, but should only be used to meet specific objectives where mobile-friendly websites won't do, such as offline functionality. Apps are more expensive and difficult to update than mobile-friendly websites. • The demand for broadband Internet and point-to-point communications has greatly exceeded the ability of commercial telecom providers to provide it by investing in new or upgraded infrastructure. Broadband Internet is now business critical, both for internal City operations and the business community. Internet connections must be robust and redundant. For many business sectors, access to broadband Internet is as important to operations as water, sewer, gas, and power. • The “Internet of Things (IOT)” is growing much faster than the number of connections to people. The IOT includes machine-to-machine building controls and energy management, sensors, cameras, medical, infrastructure, vehicles, environmental monitoring, and many more. According to Gartner, there will be 26 billion devices connected by 2020. • Residents will begin to demand greater Internet bandwidth in the near future, due to the increased use of the Internet to support Netflix and other streaming media. In St. Albert, typical plans do not exceed 40 Mbits/sec and the current copper infrastructure will not support higher bandwidth. Fibre optic service is only available in newer neighbourhoods. Some Cities are now offering Gigabit to the home (ex: Google Fibre). • Information technology is transforming from on-premise infrastructure (servers, storage, etc) to cloud-based systems. This transformation will drive efficiencies and competition, but will also disrupt current funding models (from capital to operating), employment (from maintaining hardware to enabling business processes) and many other fundamentals. • The volume of information continues to grow exponentially. Both structured (databases) and unstructured (files, e-mail, etc) data continues to increase very quickly. This tidal wave of data means that new ways of organizing, archiving, searching, analyzing, securing, and backing up must be introduced rapidly. Technologies such as Analytics, data mining, and data warehousing are being driven by the need to derive value and make informed business decisions from the huge volume of data. • The demand for open government and open data is increasing. Citizens pay governments to generate data and increasingly they want ready access to it. Governments are responding by making many datasets readily available, which in turn drives innovation and often creates entirely new industries. In St. Albert, Transit

PESTLE ANALYSIS Page 4

data is used by a number of companies to provide dynamic route planning and schedule information to riders. • Spatial data (Geographical Information Systems) is now business critical. GIS data is now used to support nearly all business decisions, including asset management development, transportation, housing, telecommunications, municipal services, economic development, fire services, policing, recreation, parks, and numerous others. GIS data integrates with many information systems and map data drives dynamic web sites. • Workers are increasingly mobile. Desktop PC sales are declining, while sales of laptops, tablets, and smart phones are increasing. Wireless networks are needed to support this new mobile workforce. Existing office environments may also change as workers need more collaboration space (meeting rooms) and less dedicated cubicles or offices. Mobile workers will demand more video conferencing capability and the flexibility to work from alternate spaces including their homes. Gartner predicts that 321 million tablets will be shipped during 2015, compared to 317 million PCs (which includes laptops). • Information security is a never-ending arms race. Increasingly, information is under attack from domestic and foreign threats. Cyber security is growing in importance and the cost of data breaches can be catastrophic. The cost of the Target data breach during 2013 is estimated at $148 million USD (New York Times). • All City business units depend upon the IT Services Department as a valued business partner. Increasingly, every business process has IT components and departments are working with IT to drive operating efficiencies, streamline processes, and improve service to residents.

Legislative analysis

• Legislative reviews are being conducted for the Municipal Government Act, Local Authorities Election Act, and Freedom of Information and Protection of Privacy Act. Depending on the outcome of these reviews, our department may need to change our current programs/policies/practices to accommodate the new legislation. • Environmental issues with companies needing to conduct Phase I Environmental Site Assessments have created an increase in the number of information requests that need to be processed. As well, banks require due diligence searches on properties that they are financing and this has increased the number of information requests needing to be processed. • Economic booms or busts have an effect on the Legislative Department in terms of there being more appeals to the Subdivision and Development Appeal Board and Assessment Review Board. Usually in boom times the SDAB’s and ARB’s hearing numbers are increased and depending on the type of new development being proposed, can result in more complicated appeals coming from more sophisticated developers with access to expert legal advice. In economic busts the Department can be affected by developers appealing their assessments as the property values

PESTLE ANALYSIS Page 5

can be greatly decreased in a short period of time and/or developers are left holding properties zoned commercial but no development actually occurs.

Environmental analysis

• Federal and provincial governments continue to increase legislation, regulations or guidelines in all areas of the environment including air, water and soil quality, contaminated sites management, and solid waste and toxics reduction. • In November 2015, both the Government of Alberta and the Federal Government released commitments to climate change mitigation and adaptation. The Province’s plan includes commitments to phase out coal fired power plants and introduce an economy wide carbon tax in an effort to drive conservation, improve efficiency and transition to low carbon/renewable energy. These actions will increase the costs of fossil fuel based energy for both the City and St. Albert as a whole. Both levels of government indicated that support programs including possible funding to facilitate climate mitigation and adaptation may be provided, but details have not yet been announced. • Citizens are more aware of and expect action on environmental issues such as air quality, trees, parks and natural areas, solid waste reduction, water conservation and the health of the Sturgeon River. • 75% of residents agree that St. Albert is committed to maintaining a healthy, natural environment for future generations based on a 2013 statistically significant survey. This has increased from 65% in 2005. • Residents felt the top two environmental issues that the City should address in the next five years were: o Preserving and protecting trees, parks and natural areas o Protecting and maintaining the Sturgeon River • The updated Environmental Master Plan (2014) now includes a goal and targets related to community environmental stewardship.

PESTLE ANALYSIS Page 6

CITY COUNCIL AGENDA REPORT

Subject: NON-RESIDENTIAL PROPERTY TAX OPTIONS

Recommendation(s)

That the report entitled “Non-Residential Property Tax Options”, provided as Attachment 1 to the September 14, 2015 agenda report entitled “Non-Residential Property Tax Options”, be received for information.

Purpose of Report

The purpose of this report is to bring to Council’s awareness, a variety of plausible non-residential tax-related options that may assist in accelerating the change in property tax split away from the residential class of property. This will result in less reliance placed on residential property taxes in future tax years.

Council (and/or Committee) Direction

None

Background and Discussion

At present, change to the municipal tax split is based on a “passive” strategy and is dependent on the weighting (residential versus non-residential) and dollar value of new taxable assessment growth occurring within the City on an annual basis. This strategy allows for the gradual migration of the tax split towards the non- residential class of property, while maintaining similar municipal tax increases to non-residential versus residential property classes within the tax year in question. In the past five tax years, the tax split has migrated on average 0.3% per year, which is favourable, but still has St. Albert far behind the tax split reality of all other municipal comparators.

Reliance on future property assessment growth alone may not achieve the municipal tax split that the City desires in the medium to long-term.

As noted in the attached report, it will take 40 years at the current rate of tax split movement to achieve the identified goal of at least 30% of municipal tax levies coming from the non-residential property class.

City Council Agenda September 14, 2015 / Page 1 File No.:230-3 However, in an attempt to strengthen and accelerate this tax split movement, it is identified that there are a mix of both direct and indirect tax strategies that the City can contemplate.

In combination, these strategies may provide insight to Council and Administration as to future direction the City may wish to explore in terms of its approach to municipal taxation strategy and policy, with the over-arching goal of reducing reliance on residential taxes.

Implications of Recommendation(s) a) Financial: • Enactment of changes to existing tax policy may require text amendments within Policy C-FS-05 – Budget and Taxation Guiding Principles. • Enactment of changes to existing tax policy (tax split and tax increase philosophy) may result in changes to the 2016 forecasted tax increases by property class (residential versus non-residential). b) Legal / Risk: • Any future contemplation of the implementation of a BIA (Business Improvement Area) would require opinion and expertise from the City’s Legal Department, as it requires significant adherence to legislation within the Municipal Government Act. c) Program or Service: • None at this time. d) Organizational: • None at this time.

Alternatives and Implications Considered

If Committee does not wish to support the recommendation, an alternative would be to take no further action at this time.

Attachment(s)

1. Non-Residential Property Tax Options

Originating Department(s): Assessment & Taxation Services Author(s): Greg Dahlen, Director of Assessment & Taxation General Manager Approval: Mike Dion, GM & CFO

City Manager Signature: Date:

City Council Agenda September 14, 2015 / Page 2 File No.:230-3 ATTACHMENT 1

Non-Residential Property Tax Options

Author: Greg Dahlen Director, Assessment & Taxation August 18, 2015 ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

NON-RESIDENTIAL PROPERTY TAX OPTIONS

Purpose of Report

The purpose of this report is to bring to Council’s awareness a variety of plausible non- residential tax-related strategies that may assist in accelerating the change in property tax split away from the residential class of property. This will result in less reliance placed on residential property taxes in future tax years.

Background

At present, change to the municipal tax split is based on a “passive” strategy and is dependant on the weighting (residential versus non-residential) and dollar value of new taxable assessment growth occurring within the City on an annual basis. This strategy allows for the gradual migration of the tax split towards the non-residential class of property, while maintaining similar municipal tax increases to non-residential versus residential property classes within the tax year in question. In the past five tax years, the tax split has migrated on average 0.3% per year, which is favourable, but still has St. Albert far behind the tax split reality of all other municipal comparators.

Reliance on future property assessment growth alone may not achieve the municipal tax split that the City desires in the medium to long-term.

Additionally, there is sometimes confusion around the difference between “assessment split” and “tax split”, and which measure is more important in terms of alleviating future pressure on residential municipal tax increases. Historically, almost all emphasis and examination was placed on the taxable assessment split, and a goal of “80/20” is well known as the historic desired benchmark. Less emphasis was historically placed on the tax split. In fact, it is the tax split which is the more important measure. Both are described in more detail below.

Assessment Split

As is commonly known, St. Albert sits in an unenviable position in terms of its assessment base split as compared to its municipal comparators. Only 13.8% of St. Albert’s assessment base is non-residential. By comparison, Alberta-mid sized cities have on average a 25% non-residential assessment base.

To be clear, using assessment split as the primary measure to gauge or affect reduced reliance on residential taxes, is not recommended as assessment split is influenced primarily by inflationary/deflationary forces in the external real estate market, as assessments are market-value based. Only secondarily, is it influenced by the new growth composition coming from annual developmental activity within the City. Thus, the City cannot control the assessment split despite best efforts in growth attraction and realization. As an example, despite a good growth year, our assessment

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

split receded unfavourably by 2 full percentage points in 2007, following the significant escalation in residential house prices in 2007.

Assessment split should be viewed primarily as a “barometer” with change in the favoured (non-residential) direction deemed positive and healthy.

The graph below illustrates that St. Albert has the lowest percentage of non-residential assessment as part of its taxable assessment base, as compared to the selected city and neighbouring county comparators.

2013 Taxable Assessment Base Comparison - Alberta Cities Source: 2014 Municipal Tax Rate Bylaw Information

100% 1% 1% 1% 3%

13% 16% 90% 16% 19% 20% 24% 26% 25% 22% 20% 28% 30% 30% 80% 33%

70%

60% 21% 14%

50%

87% 84% 40% 84% 81% 79%

76% 76% 74% 74% 72% 70% 30% 69%

M&E Base 55% 53% 20% Non-Res Base 10% Res Base

Tax Split

Tax split is fundamentally the more important measure. Whereas, the assessment split is largely out of the control of Council and Administration, tax split can be controlled and guided via taxation policy or other direct means.

St. Albert’s tax split is also considered adverse at present, and ranks similarly to the assessment split graph above. At present, only approximately 18% of total municipal property taxes are levied against the non-residential tax base. 82% remain levied

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

against the residential tax base. The tax split goal for St. Albert is not “80/20” (20%), but rather in the comparative range of 30-40% of annual municipal taxes coming from non-residential. The graph below shows comparator municipalities averaging approximately 40% from their non-residential property base.

The rate of change in the tax split has been steady but slow in the past 5 years. The tax split has “migrated” about 0.3% per year due to favourable non-residential growth percentages coupled a current policy of budgeting for approximate parity in tax rate increases between the residential and non-residential property classes. St. Albert has not had a history of imposing larger annual municipal tax increases on one class of property versus the other.

2014 Municipal Tax Split Comparison - Alberta Cities Source: 2014 Municipal Tax Rate Bylaw Information

100%

90% 18%

24%

26% 32%

32%

80% 37% 38% 38% 43% 41% 41% 49% 50% 57% 70%

60%

29%

50%

20%

40% 82%

76% 74%

68% 23% 30% 63% 62% 62%

59% Non-Res Levy (M&E) 59% 51% 20% 50%

Non-Res Levy 40% 37% 10% Res Levy 20% 0%

Identified Strategies for Accelerating the Non-Residential Tax Split

Below are four identified direct and indirect strategies that collectively could be considered in being effectual in moving the current tax split in the direction desired.

1. Municipal Property Tax Policy

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

Changes in municipal property tax policy are the most direct and effective means of effecting desired movement in the municipal tax split. Change can be immediate, and is not effected by economic slowdown, low growth or other external market forces.

As noted earlier in this report, the current tax split policy of “migrate and lock” has resulted in the past five years, in the tax split moving 0.3% per year on average away from the residential class. Extrapolating this rate of movement, it would still take 40 years for St. Albert to reach a tax split of the desired goal “start point” of 30% coming from non-residential. (0.3% x 40 yrs = 12% movement, added to current 18% = 30%).

Tax Split Movement History 2011-2015

To accelerate the rate of change in the municipal tax split, there are certain tax policy strategies that could be employed. They are summarized below:

Annual Budgeted Tax Increases: The City can consider the use of unequal municipal tax rate increases. Historically, the City via the budget process has used relative parity in terms of what annual municipal tax increases would be applied to the residential and non-residential property classes. Tax split movement was still achieved due to growth composition, albeit at a slower or “passive” rate.

Successive years of this approach would move the tax split more quickly, and help to decrease the tax rate gaps as identified above in the Edmonton versus St. Albert illustration.

Example: Instead of articulating a uniform tax increase to both residential and non- residential in a given budget year, the City could depart from the past practice of tax increase parity, and impose acceptable levels of unequal tax increases, thereby increasing the rate of movement in the tax split.

However, tax split shifting is gradual, and changes to tax policy alone may not result in the desired outcomes. To that end, more strategies are listed below which would help compliment tax policy strategies.

2. Chosen Build-Out Scenario for the Employment Lands

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

Assessment and tax yields from the Employment Lands would be significantly impacted by the density build-out scenario. Medium to high density uses yield significantly more annual tax revenue than does the low density scenario. The tax split will move more rapidly under a medium to high density development option.

• “Low” Density Build-out is based on the premise that the Employment Lands are developed en masse with very low density industrial development such as “lay- down” (pipe) yards, storage yards, and large lot tracts where a user may have a warehouse and requirements for a large amount of yard space for open machinery and/or equipment storage. Based on comparative examples, an assessment yield for low-density build-out is concluded to be $800,000 per acre on average. This would equate to a build-out taxable assessment of $346 million. This translates to an estimated $2.5 million in annual municipal tax revenue upon build-out.

• “Medium” Density Build-out is based on the premise that the Employment Lands are developed en masse with medium density industrial development such as owner-occupied warehouses, where a user has requirement for a warehouse, parking lot, and typical site area for ancillary storage and equipment. Based on comparative examples, an assessment yield for average-density build-out is concluded to be $2,600,000 per acre on average. This would equate to a build- out taxable assessment of $1.12 billion. This translates to an estimated $8.2 million in annual municipal tax revenue upon build-out.

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

• “High” Density Build-out: This scenario is based on the premise that the Employment Lands are developed en masse with high density industrial development such as multi-tenant warehouses, industrial condominium complexes, and multi-storey industrial office buildings where a user has minimal requirement for additional storage or yard areas. Based on comparative examples, an assessment yield for high-density build-out is concluded to be $3,500,000 per acre on average. This would equate to a build-out taxable assessment of $1.51 billion. This translates to an estimated $11.1 million in annual municipal tax revenue upon build-out.

3. MGA Review & Ability to Assign Differing Tax Rates within the Non-Residential Property Class

The MGA review is in progress at the Provincial level, and legislative changes are expected in 2016-2017. One area of review specific to this report topic, is possible amendments to MGA section 297:

297(1) When preparing an assessment of property, the assessor must assign one or more of the following assessment classes to the property:

(a) Class 1 – residential; (b) Class 2 – non-residential; (c) Class 3 – farm land; (d) Class 4 – machinery & equipment.

Municipalities have expressed the interest and desire to allow for “splitting” of the non-residential class into sub-classes as so desired, as to facilitate the use of differing tax rates for sub-classes of non-residential property. Example: heavy industrial tax rate versus a light industrial tax rate.

If desired change to Section 297 does occur via the conclusion of the MGA review, it would open up the opportunity for St. Albert to re-examine what municipal tax weighting it wishes to assign to sub-classes of non-residential property. If more weighting is placed on a particular non-residential sub-class than was available given the existing Section 297 legislation, it could afford the ability to lessen/reduce the municipal tax weighting placed on the residential class.

4. Business Improvement Areas (Formerly called Business Revitalization Zones)

A future BIA within for example, the Riel Industrial Park area, may help spur renewal and/or re-development of some of the older properties within the industrial park.

A BIA is a special assessment district where business owners officially join and work together to promote and improve the economic vitality of a business area. The

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

establishment of a BRZ provides a unique opportunity for businesses to promote their mutual goals of creating safe, attractive and interesting commercial places aimed at stimulating business.

Upon receipt of a formal request signed by at least 25 percent of the business taxpayers within the boundaries of a proposed BIA, and if no petition is filed by more than 50 percent of the business owners in the proposed area opposing this request, Council may pass a bylaw establishing the BIA Board of Directors as a not-for-profit corporation. Council also sets the zone boundaries and approves an annual budget, as submitted by the BIA, for the proposed BIA operation.

A BIA association receives funding for their budget through a special levy that is applied to each business within the BIA. The City assesses and collects this levy and the full amount is returned to the BIA association in quarterly payments for their use in achieving the goals of the BIA. As such, BIA levies are not for general municipal use.

BIA’s are governed under sections 50-53 of the Municipal Government Act (MGA), and regulated as per Alberta Regulation 377/94, Business Revitalization Zone Regulation.

The “levy” potential is limited to the approved budget amount as requested by the BIA group. On an annual basis, the budget amount must be defined and approved. The BIA group would establish and submit a budget, as to articulate the funds required to support the defined BIA activity, for council’s review and approval. Selection of an assessment methodology is required by regulation, as to implement the levy. The assessment methodology and levy rate are thus simply the distribution mechanism of the approved budgeted levy amount to the properties within the BIA zone.

A BIA group would have to quantify their desired activities and associated budget, and this would form the basis of the revenue available, as collected via the BIA levy.

Summary

The above mentioned non-residential tax strategy items are summarized below in a “pro’s” and “con’s” format for quick reference.

Non-Residential Pro’s Con’s Tax Strategy 1. Tax Policy. Use • Immediate effect on the • Moves away from past of differing annual municipal tax split. practice of relative parity municipal tax • Allows tax split to move in annual municipal tax increase more rapidly away from the increases between percentages. residential base. property classes.

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

Non-Residential Pro’s Con’s Tax Strategy (Residential vs. • Most direct and “hands-on” • Opposition from non- Non-Residential). influence over the tax split. residential property • Not affected by economic owners. slowdown, low growth or • Tax increase experienced other external market by non-res property forces. owners would be higher • Direct effect on helping to than that experienced by bridge the gaps between residential property Edmonton versus St. Albert owners for successive tax rates. years.

2. Selected build- • Maximizes the assessment • Low-density uses (such as out option for the growth potential, and thus large storage yards) have Employment Lands also the tax revenue derived no place to situate and/or emphasizes from the Employment are deemed undesirable medium to high Lands. development types. density • Contributes to a faster • Dependant on absorption development. moving tax split due to the rates and rate of growth higher cumulative value of within the Employment non-residential assessment Lands, change in the tax growth. split, could be more gradual than desired.

3. Provincial MGA • Allows the ability to tax a • If the MGA review does Review allows for sub-class of non-residential not include change to assigning of property at a higher of lower section 297, than this differing tax rates rate. option will not be realized. within the non- • Allows the ability to tax shift • Splitting of tax rates within residential property away from residential. the non-residential class class. • Allows for a form of tax could face opposition from (rate) incentive within the business groups. non-residential class if desired. • Use of this option may be available as early as 2017.

4. Promotion of a • Helps to encourage and • BIA’s are not initiated by Business stimulate re-vitalization in a the City. BIA’s are Improvement Area specific business area or initiated by petition by (formerly BRZ) zone. business owners. within Riel Industrial • May increase property • BIA levies are not for Park or other values if significant re- general municipal use. identified non- development occurs. The City acts only as

ATTACHMENT 1

Non-Residential Property Tax Options August 18, 2015

Non-Residential Pro’s Con’s Tax Strategy residential area. • Over time, may contribute to administrator to levy, movement in the collect, and remit the BIA assessment base split, funds. which would in turn allow for • Length of time required for movement in the tax split. property value appreciation to occur as a direct result of a BIA, could be longer than City desires to see effects in the tax split. • BIA’s not wanted by all business owners within the zone. Example: Last BIA attempt in downtown St. Albert was quashed by petition.

Conclusions

As noted in the report, it will take 40 years at the current rate of tax split movement to achieve the identified goal of at least 30% of municipal tax levies coming from the non- residential property class.

However, in an attempt to strengthen and accelerate this tax split movement, it is identified that there are a mix of both direct and indirect tax strategy options that the City can contemplate.

2016-2025 10 Year Municipal Capital Plan

Department Project Name 2016 2017 2018 2019 2020 2021 2122 2023 2024 2025 CPS ADMIN COMS-001 Community Capital Program 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 CULTR CULTR-001 Arden Theatre Maintenance and Lifecycle Plan 20,000 64,000 107,000 28,600 62,000 117,000 45,000 100,000 43,500 123,000 CULTR-014 Visual Arts Studio - Hollander Beater Replacement 12,000 CULTR-020 Progress Hall Revitalization 469,000 CULTR-021 Cultural Services Workshop Tool Refurbishment & Replacement 25,000 CULTR-022 Visual Arts Studio Furniture Replacement 44,400 CULTR-023 Visual Arts Studio Maintenance and Lifecycle 26,200 12,500 22,000 25,000 8,700 124,600 18,000 ENGS ENGS-001 Arterial Asphalt Overlay Program 2,230,000 2,230,000 3,350,000 3,650,000 4,950,000 5,250,000 3,750,000 3,750,000 3,750,000 3,750,000 ENGS-002 Local and Collector Road Reconstruct Program 2,050,000 3,050,000 2,650,000 2,675,000 3,175,000 3,175,000 1,575,000 2,575,000 2,175,000 2,175,000 ENGS-003 Local and Collector Asphalt Overlay Program 4,070,000 3,810,000 4,040,000 3,030,000 3,640,000 6,710,000 3,640,000 3,640,000 3,640,000 3,670,000 ENGS-004 Local Reconstruct Program ENGS-005 Permanent Line Marking Rehabilitation 171,500 180,000 189,000 189,000 189,000 189,000 189,000 189,000 189,000 189,000 ENGS-006 Trail Overlay Program 660,000 220,000 225,000 240,000 240,000 240,000 240,000 240,000 240,000 240,000 ENGS-007 Sidewalk Program 906,000 900,000 900,000 900,000 900,000 900,000 900,000 900,000 900,000 900,000 ENGS-008 Transportation Systems Mgmt (Signals) 809,500 856,000 842,000 842,000 842,000 842,000 842,000 842,000 842,000 842,000 ENGS-014 City Owned Parking Lot - Major Rehab 100,000 250,000 1,500,000 275,000 1,650,000 302,000 1,800,000 ENGS-017 Lane Reconstruction Program 1,350,000 1,550,000 1,350,000 1,250,000 1,250,000 700,000 700,000 ENGS-022 Barrier Wall Study & Replacement 640,000 1,650,000 1,350,000 1,200,000 1,200,000 ENGS-042 Rural Bridge Reconstruction 80,000 480,000 1,450,000 ENGS-047 Road Repairs 250,000 275,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 ENGS-048 Bridge Maintenance 172,400 32,600 33,900 ENGS-049 Buildings Life Cycle Assessments 115,000 135,000 145,000 155,000 ENGS-050 Crack Sealing Program 90,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 ENGS-052 Infrastructure Inventory Study 61,500 63,100 ENGS-060 Traffic Signal Maintenance 500,000 525,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 540,000 STORM-011 Lacombe Park Bank Repairs 1,200,000 FIRE FIRE-001 Emergency Services Equipment Replacement Plan 246,000 8,800 42,000 177,900 103,200 203,900 77,800 216,300 104,200 30,900 FIRE-002 Fire Station 1 Reconstruction 50,000 760,000 8,250,000 FIRE-018 Fire Building Equipment Replacement 65,000 ITSV ITSV-001 IT Office Automation 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 ITSV-002 Office Systems Replacement Plan 321,000 639,300 671,700 476,600 571,200 383,600 611,000 762,300 393,700 471,200 ITSV-007 Recreation Software Replacement 200,000 ITSV-008 Permitting Workflow Software Consolidation 200,000 PW PW-001 PW Mobile Equipment Replacement Plan 1,390,800 1,241,500 1,064,000 2,609,000 1,023,000 1,365,000 2,138,500 2,520,500 1,062,000 1,598,000 PW-003 SAP Building Envelope Replacement Plan 367,200 303,000 PW-004 Energy Efficiency Replacement Program 124,600 130,000 130,000 130,000 PW-006 PW Shop & Yard Equipment Replacement 35,000 35,000 35,000 40,000 40,000 40,000 40,000 42,000 42,000 42,000 PW-009 Civic Buildings Security 252,500 RECR RECR-001 Aquatics Lifecycle Replacement Plan 661,900 169,000 290,900 378,400 420,200 81,400 422,800 135,100 154,700 121,400 RECR-002 City Parks Infrastructure Replacement Program 500,000 500,000 RECR-003 City Sportfield Rehabilitation Program 310,000 340,000 370,000 370,000 370,000 370,000 370,000 370,000 370,000 370,000 RECR-025 City Playground Lifecycle Program 255,100 252,600 199,500 338,600 378,900 378,900 378,900 378,900 378,900 378,900 SERV-001 Servus Place Lifecycle Replacement Program 887,200 502,000 839,500 251,900 484,500 666,000 767,700 692,000 360,000 546,800 TRAN TRAN-001 Transit Bus Lifecycle Replacement 405,000 320,000 295,000 4,195,000 250,000 765,000 430,000 35,000 7,055,000 6,570,000 RMR TOTAL 19,858,800 19,536,900 22,979,500 33,447,500 23,248,000 26,303,800 21,616,400 19,458,100 23,064,600 23,276,200

Page 1 of 4 2016-2025 10 Year Municipal Capital Plan

Department Project Name 2016 2017 2018 2019 2020 2021 2122 2023 2024 2025 Council COUN-013PY NABI Building Fund COUN-013 Business Incubation Fund 25,000 25,000 25,000 25,000 25,000 25,000 25,000 COUN-017 Canada's 150th Birthday Public Art 2017 100,000 COUN-020 Story Boards 15,000 92,000 COUN-021 New Civic Building 50,000 502,500 49,747,500 COUN-022 Tache Plane Restoration & Relocation 335,000 COUN-023 Paving of Shale Trails 251,000 COUN-024 Hearing Loop Devices 6,000 COUN-025 Rotary Boat Launch 25,000 COUN-026 AHF Commission Study 10,000 COUN-027 Healing Garden 100,000 CSS CSS-004 Flag Pole Installation 155,000 Culture CULTR-002 La Banque d'Hochelaga 50,000 CULTR-005 Founders Walk Phase 3 250,000 2,225,000 CULTR-009 Heritage Park- French Canadian Farm 215,500 1,813,400 CULTR-010 Heritage Park- Landscaping and Accessibility 567,700 4,778,500 CULTR-011 Heritage Park - Interpretive Centre 531,900 4,476,700 CULTR-016 St. Albert Place Cultural Centre (Downtown Redevelopment) CULTR-019 Museum Expansion 100,000 347,000 2,056,500 CULTR-027 Webstream Audio Console 51,200 CULTR-025 Integrated Facility Booking Software - Arden Theatre 60,600 CULTR-026 Arden Theatre Orchestra Pit Acoustic Cover 60,600 DARP DARP-002 Cardinal Walk - DARP DARP-003 Civic Square 150,000 DARP-004 Cultural and Market Buildings 50,000 717,100 6,453,500 DARP-005 Millennium Park 6,244,000 DARP-006 Perron Street Pedestrian Improvements 648,000 4,818,000 DARP-007 Grandin Roads Improvements - DARP DARP-009 Public Parking Structure - Gateway District 2,420,000 16,100,000 DARP-011 St Anne St. Narrowing and Pedestrian Improvements 848,000 DARP-014 St.Thomas St. Median Improvements 260,000 2,650,000 DARP-015 Tache Street Green Corridor 115,000 2,400,000 DARP-016 Millennium Park- Placemaking and Design Phase 1 360,000 Eng ENGS-010 Transportation Master Plan (TMP) Update 804,000 1,026,000 ENGS-015 Meadowview Drive Rebuild ENGS-037 Giroux Road Extension ENGS-054 Arterial and Collector Intersection Enhancement Program 909,000 850,000 810,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000 ENGS-055 St. Albert Trail Revitalization 353,500 353,500 ENGS-057 Erin Ridge Traffic Mitigation Strategies 136,400 ENGS-058 Neighbourhood Traffic Calming Strategies 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 ENGS-061 Noise Attenuation City Wide Data Collection 200,000 ENGS-062 Perron Street Angle Parking Strategy Implementation 160,000 ENGS-063 Safe Journeys to School Safety Implementation Strategies 835,800 707,000 749,900 850,400 580,800 657,500 ENGS-064 St. Albert Trail and Boudreau / Giroux Road Corridor Safety Initiative Implementation 319,700 594,900 442,400 ENGS-065 Costing Engineer Contractor 125,000 Fire FIRE-005 Fire Station #4 50,000 1,000,000 8,999,000 FIRE-007 Fire Station #4 Fire pump 750,400 FIRE-010 Traffic Pre-Emption System 70,000 60,000 FIRE-016 Fire Aerial Apparatus 1,111,000 FIRE-021 City Radio System Equipment 36,000 FIRE-022 Fire Dispatch ProQA System 26,000 FIRE-023 Fire Station 2 Security Upgrade 20,000 IT ITSV-004 Financial System Software 500,000 ITSV-006 Municipal Area Network Segments 250,000 Leg LEGIS-004 Columbarium 53,100

Page 2 of 4 2016-2025 10 Year Municipal Capital Plan

Department Project Name 2016 2017 2018 2019 2020 2021 2122 2023 2024 2025 LEGIS-005 Census - Tablet Procurement 27,000

Page 3 of 4 2016-2025 10 Year Municipal Capital Plan

Department Project Name 2016 2017 2018 2019 2020 2021 2122 2023 2024 2025 Library OA-005 Community Branch Library 100,000 2,000,000 15,000,000 OA-006 Mobile Outreach Van 62,000 Plan PLAN-004 Employment Lands Area Structure Plan ( ASP) 435,800 195,400 339,000 PLAN-005 Land Use Bylaw Update 445,500 172,800 PLAN-006 North Ridge 2 (Badger Lands) Area Structure Plan (ASP) 435,800 195,400 181,600 PLAN-007 Accessibility Initiatives 40,000 40,000 PW PW-002 PW Cemetery Improvements 150,000 PW-015 PW Lift Truck & Chipper PW-016 PW Snow Storage 50,000 400,000 3,600,000 PW-017 Public Works Water Truck PW-018 PW Satellite Shop 50,000 312,900 2,817,100 PW-020 PW Sand Covered Storage 2,000,000 PW-024 Subdivision Entrance Signage 30,000 100,000 100,000 100,000 PW-025 Access Control - Snow Storage 50,000 PW-026 Pre-wet Tanks 24,000 PW-027 Wing Plows 84,000 PW-028 Urban Forest Canopy Enhancement & Mgmt 250,000 Rec RECR-006PY Erin Ridge North Parks - Phase 1- Master Plan & Park Development RECR-006 Neighborhood Park Planning and Standards Model 230,000 RECR-010 Lacombe Park Construction 275,000 656,500 1,414,000 RECR-011 Ville Giroux Park Master Plan & Park Development RECR-015 Riverside Parks Master Plan & Park Development RECR-020 Red Willow Park West - Trail and Park Planning 275,000 RECR-023 Villeneuve North (Strata) Park Master Plan & Park Development RECR-034 Erin Ridge North Parks - Phase 2 Master Plan & Park Development RECR-038 Water Spray Park 50,000 368,300 3,315,000 RECR-040 Dog Friendly Park Development 250,000 250,000 RECR-041 Erin Ridge North School Playground and Phase 1&2 Park Construction 175,000 2,020,000 1,414,000 1,010,000 RECR-043 Riel Park Phase 5 2,499,000 RECR-044 Riel Park Amenities Building 3,307,500 RECR-045 Oakmont Trail Phase 2 200,000 1,313,000 RECR-046 Recreation Facilities Implementation Plan 250,000 RECR-048 Neighborhood Park Planning and Standards Model - Development 400,000 RECR-049 Neighborhood Park Construction - - 4,545,000 4,444,100 11,281,700 4,191,500 1,767,500 - - RECR-050 Red Willow Park West - Trail and Park Construction 2,567,400 RECR-051 Grey Nuns White Spruce Park(GNWSP) Trail and Boardwalk 1,410,800 RECR-052 Grosvenor Slide 10,000 RECR-053 Beaudry Place Retrofit 2,550,000 RECR-054 Field House Indoor Sportsfield 50,000 133,200 13,188,300 RECR-055 Indoor Pool Water Park 50,000 1,656,000 14,904,000 RECR-056 City-wide Ball Park 50,000 367,300 3,305,700 RECR-057 City-wide Tennis Park 50,000 157,200 SERV-004 6th Arena Ice Surface 50,000 1,771,400 17,714,000 SERV-007 Servus Place Expansion 50,000 1,066,000 10,982,000 SERV-008 Servus Place Exterior Improvements 180,000 Transit TRAN-003 Transit Waiting Shelters 60,600 60,600 TRAN-004 Transit Growth Buses 1,940,000 5,100,000 3,390,000 1,670,000 1,940,000 3,000,000 TRAN-007 North Transit Centre and Park & ride 3,500,000 1,515,000 13,635,000 TRAN-009 Transit Priority Signals 150,000 150,000 TRAN-024 Transit Garage Expansion 656,500 500,000 5,560,000 TRAN-026 Heated Transit Shelters at SACE 2019 50,000 TRAN-027 Transit Technology Upgrade 30,000 30,000 GROWTH TOTAL 12,082,000 28,470,100 50,330,700 32,812,400 19,388,600 40,202,100 44,986,700 12,509,600 74,122,500 21,110,200

MUNICIPAL TOTAL 31,940,800 48,007,000 73,310,200 66,259,900 42,636,600 66,505,900 66,603,100 31,967,700 97,187,100 44,386,400

Page 4 of 4 2016-2025 10 Year Utility Capital Plan Utility Project Name 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 SOLWA SOLWA-001 Recycle Yard Upgrades 25,000 25,000 STORM STORM-001 Utility Master Plan 202,000 308,000 STORM-002 Stormwater Infrastructure Rehabilitation 1,600,000 1,780,000 1,810,000 1,810,000 1,810,000 1,810,000 1,810,000 1,810,000 1,810,000 1,810,000 STORM-004 Stormwater Management Level of Service Requirements 3,470,000 4,460,000 3,880,000 10,300,000 2,060,000 2,060,000 3,030,000 2,060,000 2,060,000 2,060,000 STORM-007 Sedimentation and Erosion Control Plan 3,363,000 2,232,000 385,000 2,362,000 2,200,000 2,150,000 STORM-023 900,000 WASTEWATER WASWT-001 Wastewater Rehabilitation Program 237,000 245,000 253,000 253,000 253,000 253,000 253,000 253,000 253,000 253,000 WASWT-002 Wastewater Household Service Replacement 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 WASWT-003 Wastewater Main Replacement 611,000 1,142,000 642,000 642,000 1,142,000 642,000 642,000 1,142,000 642,000 642,000 WASWT-004 Wastewater Collection System Level of Service 2,640,000 396,000 2,910,000 396,000 2,910,000 396,000 2,910,000 396,000 2,910,000 396,000 WASWT-005 Wastewater SCADA System Upgrades 175,000 175,000 WASWT-007 Wastewater CCTV Equipment Replacement Plan 160,000 45,000 WASTW-010 Utility Master Plan 202,000 308,000 WASWT-020 Wastewater Lift Station Studies 550,000 WASWT-021 Rivercrest Lift Station Rehabilitation 4,000,000 WATER WATER-002 Utility Master Plan 202,000 308,000 WATER-004 Water Network Level of Service 800,000 1,580,000 1,200,000 6,730,000 385,000 4,030,000 7,500,000 668,000 2,020,000 668,000 WATER-003 Water System Infrastructure Rehab 440,000 470,000 500,000 530,000 560,000 560,000 560,000 560,000 560,000 560,000 WATER-005 Wastewater SCADA System Upgrades 175,000 175,000 WATER-006 Sturgeon Heights Pump house Rebuild 2,700,000 21,700,000 WATER-016 Update Meter Reader Technology 2,000,000 2,000,000 RMR TOTAL 18,261,000 15,590,000 14,130,000 23,829,000 11,545,000 12,101,000 19,650,000 28,789,000 11,379,000 6,589,000

GENERAL UTIL-001 Mobile Support Trailer 30,000 STORM STORM - 006 Vacuum Debris Drying Pad 109,500 WASTEWATER WASTW - 009 Vacuum Debris Drying Pad 109,500 SOLID WASTE SOLWA - 002 Compost Site Construction 300,000 WATER WATER-013 South Reservoir River Crossing Transmission Main - 25% City Share 1,313,000 WATER-NEW1 Giroux Road West Water Transmission Main - 25% City Share 1,378,650 WATER-NEW2 Levasseur Road Water Transmission - 25% City Share 1,418,040 WATER-NEW3 Lockhart Drive Water Transmission Main - 25% City Share 315,120 WATER-NEW5 South Reservoir Transmission Main - 25% City Share 3,151,200 GROWTH TOTAL 30,000 - 3,151,200 - 519,000 - 1,313,000 3,111,810 - -

UTILITY TOTAL 18,291,000 15,590,000 17,281,200 23,829,000 12,064,000 12,101,000 20,963,000 31,900,810 11,379,000 6,589,000

1 of 1

CITY BUSINESS PLAN + BUDGET CAPITAL PROJECT CHARTER

YEAR OF CAPITAL PLAN: 2016-17 North Ridge 2 (Badger Lands) Area Structure Plan (ASP) PROJECT CHARTER NAME: Technical Report submission and planning approvals PROJECT CHARTER NUMBER: PLAN-006 DEPARTMENT NAME: Planning & Development

INVESTMENT TYPE: RMR GROWTH OSL ASSET CATEGORY Masterplans, studies or other (specify) Undertake the development of an Area Structure Plan Technical Report PURPOSE: submission for the city-owned Badger Lands and acquiring the necessary planning approvals.

SCOPE STATEMENT: Provide the justification for the project. i.e., The Historic, Creative and Active Community outcome in Council’s needs assessment, Council direction, regulatory requirements, safety, efficiency Strategic Plan includes the goal to respond to the needs of a or cost savings, revenue. growing community.

Development of the city-owned Badger lands (~30 ha) will enhance the City’s ability to provide civic facilities, parks and open spaces required by a growing community.

An Area Structure Plan (ASP) must be in place to facilitate redistricting, subdivision and finally development. The development of an Area Structure Plan Technical Report submission by a landowner must be completed to inform the application for the creation and processing of an Area Structure Plan.

Development of an ASP for the employment lands is necessary to provide land for various civic requirements.

Once an ASP is approved, the next steps before development can take place include redistricting, subdivision, and a development agreement. PROJECT JUSTIFICATION: Section 17.6 of the Municipal Development Plan requires an ASP Provide link to the Council strategic plan. Technical Report, and all associated studies as outlined in the Provide any data analytics, pictures, and ASP/ARP Technical Report Terms of Reference, prior to or graphs that assist in project rationalization. accepting an application for an ASP. The Technical Report must include reference to, among other things: • Public engagement • Statutory compliance • Site Analysis which includes a design brief and a wide variety of technical studies • Proposed land uses • Transportation & Utilities

It generally takes 18-24 months for motivated developers to

1 | City Business Plan + Budget | Project Charter

complete the work required for the ASP application. TIMELINE/SCHEDULE: 2016-2017 Completion of ASP Technical Report elements and Provide a summary of the major application. milestones such as acquisition, 2017 Processing of ASP application preliminary design, design, construction, commissioning. 2018 Redistricting, subdivision, development agreement

PROJECT RISKS, Assumptions: CONSTRAINTS, • Planning application volumes will remain at current levels, ASSUMPTIONS & IMPACTS: resulting in staffing resource capacity challenges for Provide a high-level summary of any projects project constraints that may affect the project. • Contract staff will be available Provide a list of all assumptions (factors assumed to be true for purpose of Risks, Impacts and Constraints: planning purposes) and Impacts if • Results of technical studies may impact development assumptions are wrong Include any stakeholder identification potential and costs • Off-site levy model changes may impact rates • Rate of development of off-site servicing projects • Without contract staff, project may be delayed STAKEHOLDER • Internal (Primary) – Planning, Engineering, Economic IDENTIFICATION: Development, Build St. Albert Please list all internal and external • Internal (Secondary) – Recreation Services stakeholders that may be impacted by this project. Internal stakeholders would • External (Secondary) – Chamber of Commerce, Sturgeon include other departments whereas County, Avenir/SAS, Urban Development Institute, Lois external stakeholders would include Hole Provincial Park, Others as needed business, residents, etc. COST ESTIMATE: The bulk of the work will be conducted by an external consultant How the numbers were derived; estimated but contract City staff will be required to manage the project. Time in current year dollars including items frame is anticipated to be 18 months, with 4-6 months after that for such as heating, insurance costs or contracted labour costs. Potential funding processing and approvals. sources – earmarked and/or special grants, stakeholder contribution. PROJECT COST FOR PROPOSED YEAR (excluding A. public art and branding):

2016 Consultant and studies $300,000 Project staff $135,750 2017 Consultant $100,000 Project staff $84,375 2017 Fees (ASP) $11,000 2018 Fees (Redistricting, Sub, DA)* $181,600

$812,825 *This does not include off-site levies or on-site development costs B. PUBLIC ART/BRANDING COST: • Does this project meet the criteria for 1 per cent public

art/branding? Yes No

• If yes, please specify: Public Art Branding

• If public art, will the cost be: Transferred to public art reserve or Remain in project budget

• Specify value of public art/branding component:

2 | City Business Plan + Budget | Project Charter

C. TOTAL COST

$435, 800

COST BREAKDOWN D. CITY CONTRIBUTION The City Contribution is the dollar amount required for the City to fund. $435, 800

Stakeholder contribution relates to any E. STAKEHOLDER CONTRIBUTION outside sources that will be used specifically to fund this project. Use $ 0 stakeholder contribution only if applicable. TOTAL $435, 800

OPERATIONAL IMPACTS: YEAR 1 Indicate when a project may have either expense or revenue operational impacts Yes No Year: 2016 within a 3 year window. If Yes, indicate year, dollar amount and departments Departments Affected: Staff involvement by Recreation & impacted. Parks and Build St. Albert Dollar Impact: $ YEAR 2 Yes No Year: 2017 Departments Affected: Staff involvement by Recreation & Parks and Build St. Albert Dollar Impact: $ YEAR 3 Yes No Year: 2018 Departments Affected: Off-site levies and on-site development costs would be required. Public Works – relocation of snow storage and compost depot Dollar Impact: $ ONGOING COSTS Yes No Annual Dollar Impact: $ Term Definite:

PURPOSE: Dependent on final plan requirements

3 | City Business Plan + Budget | Project Charter

APPROVAL

Carol Bergum Apr 30/15 Developed By: Project Charter Developer Date Carol Bergum Apr 30/15 Reviewed By: Department Director Date Patrick Draper Apr 30/15 Approved By: Divisional General Manager Date

4 | City Business Plan + Budget | Project Charter

CITY COUNCIL INFORMATION REQUEST

NUMBER: IR 312-2015

REQUESTED BY: Councillor Wes Brodhead ORIGIN OF REQUEST: City Council DATE OF REQUEST: July 13, 2015

AUTHOR: Gilles Prefontaine DEPARTMENT: Planning & Engineering DATE RESPONSE August 13, 2015 DUE:

DIRECTOR APPROVAL (if not author): GENERAL MANAGER APPROVAL: Gilles Prefontaine, Oct. 15, 2015

CFO APPROVAL (if necessary): !\ CITY MANAGER APPROVAL: 1 \ QUESTION: V What are the high level implications of twinning Ray Gibbon Drive from 137 Avenue to Leclair Way? Implications including a precursory review of: costs, perceived benefits, appropriate timing and the capacity of Administration to undertake this work. (A 40,000 foot flyby of this topic is what I'm looking for)

RESPONSE:

In 2009 the City of St. Albert commissioned a Functional Alignment Study for Ray Gibbon Drive (RGD) by ISL Engineering. As part of the undertaking of the Study there were many technical reports completed to evaluate traffic impacts of the construction of RGD.

Costs The Functional Alignment Study provided Design identified costs for the twinning of Ray Gibbon Drive in 2009 dollars and in three stages. As the distance between the south city boundary (formerly 137 Avenue) and LeClair Way is contained as part of Stage 1 of Ray Gibbon Drive, Administration estimated costs based on the design work done in 2009 inflated in 2015 dollars and as a percentage of the overall distance of Stage 1 of RGD.

1 | City Council Information Request Form Cultivate l.ifc Note: It is important to note that when using older design costs it would be important to engage in a formal review of these costs to validate the costs in current dollar amounts. Any cost estimates provided below would be similar to concept costs at a +/- 50% accuracy until a formal review was completed. The formal review by the consulting would approximately cost $4,000 to increase the accuracy of the cost estimate in current dollars.

The ultimate end-state of the construction of Ray Gibbon Drive includes an interchange at the intersection of LeClair Way and Ray Gibbon Drive. As an interim step it is possible to expand capacity of the existing signalized intersection at LeClair Way and Ray Gibbon Drive. Both alternatives are identified and costed out below:

The estimated costs of completing the twinning of Ray Gibbon Drive from the south city boundary to LeClair Way and signalized intersection improvements at LeClair Way are: $24.0M +/- 50%

The estimated costs of completing the twinning of Ray Gibbon Drive from the south city boundary to LeClair Way and interchange improvements at LeClair Way are: S61.1M+/- 50%

Benefits There are several benefits related to the construction of this portion of Ray Gibbon Drive from the south city boundary to LeClair Way:

1. It would be recommended that the twinning work take into account both north and southbound directions of Ray Gibbon Drive at LeClair Way - this means that to improve overall capacity and function, Ray Gibbon Drive should be twinned at a location north of the LeClair Way intersection - approximately 300m - 500m north. This distance is approximately the distance Ray Gibbon Drive was twinned north of the old 137 Avenue intersection.

a. The twinning north of the intersection would increase the southbound capacity entering the intersection and also create an opportunity to extend the southbound left turn lane - the southbound left turn lane has begun to backup and queue to a distance that spills out into the southbound through lane and results in reduced capacity of the intersection even more. A more detailed review may identify the need for a dual southbound left turn lane, which would improve operations as well, however may necessitate the need for a protected only left turn movement.

b. Widening to the north of the intersection would also potentially allow for a "merge" or more free flow style to the westbound right turn off of LeClair Way on to northbound Ray Gibbon Drive. The current operations are seeing a high volume of vehicle queuing that extends

2 | City Council Information Request Form back from Ray Gibbon to the Riel Drive intersection during the PM peak period. Depending on final design, there may also be an opportunity to allow for a dual right turn. This would require design and operations review - as a dual right turn may need to be signalized.

2. By twinning Ray Gibbon Drive to the south of LeClair Way, there would be an allowance to design for a dual westbound left turn movement. This would improve the capability of moving higher volumes of traffic from the side street (LeClair Way) in a shorter amount of time. This means that a greater portion of green time could be allotted to Ray Gibbon Drive, which improves the capacity further if the north and southbound directions on Ray Gibbon are also "twinned".

3. It was identified within the recently completed (January 2015) developer-led Traffic Impact Assessment as part of the Area Structure Plan approval process for the South Riel Development that both "pre" and "post" scenarios (by 2019) of development occurring in the area will result in the intersection of Ray Gibbon Drive and LeClair Way operating at above acceptable operating limits. Under the operational review, it was identified that with 2019 development occurring, the intersection would be at approximately 113% capacity utilization, resulting in a failure of level of service beyond the typical "F". With an upgrade to the intersection, inclusive of widening for a westbound full width dual left turn lanes, dual westbound right turn lanes, north and southbound widening for 2 lanes of travel per direction, the intersection would operate at a capacity level of approximately 67% and the overall level of service would be "C".

Certain other considerations would be;

• Widening the roadway will enhance vehicle movement; however if pedestrian movement is to be accommodated then the wider roadway will impact required standards of servicing pedestrians at the Ray Gibbon Drive and LeClair Way intersection. This issue was previously raised due to the Lois Hole Park and the past communication where it was expressed as a need to accommodate pedestrians. • The Province may need to provide final approval of any twinning and intersection designs - to which then price can be more accurately estimated to perform the upgrades, once the final design is approved.

Timing The current direction by Council has been to negotiate an MOU with Alberta Transportation as per motion C123-2014.

It is the intent of Administration to negotiate the MOU for Provincial funding for the construction of the next stages of Ray Gibbon Drive. With an MOU in place the City of St. Albert can then plan accordingly with more certainty to the timing of provincial

3 | City Council Information Request Form funding for Ray Gibbon Drive.

Through conversations with the Assistant Deputy Minister it was identified that there has been some progress by Alberta Transportation in reviewing regional connections and provincial budget implications of RGD since the last meeting with the City of St. Albert on May 27th, 2015. It was noted that during that time there has been a large amount of change due to the: • Provincial Election on May 5th, 2015 • Appointment of Honourable Brian Mason as Minister of Transportation on May 24th, 2015 • Appointment of Gregory Bass as Deputy Minister of Transportation on July 6th, 2015

During our meeting it was noted by the Assistant Deputy Minister that any updates and / or plans for RGD would be highly dependant on the Provincial Budget being presented on October 26th, 2015.

Administration and Alberta Transportation have planned a follow-up meeting on the topic of Ray Gibbon Drive in mid-November, following the budget announcement, to determine next steps in the MOU. It has been identified that it will be very unlikely that an MOU may be reached by December 2015 due to the organizational changes throughout Alberta Transportation within the past months.

Capacity of Administration In light of the above section on Timing it is important to note that Administration has not been provided any direction to progress on the construction of Ray Gibbon Drive.

CONFIDENTIAL: No

4 | City Council Information Request Form CITY COUNCIL INFORMATION REQUEST

NUMBER: IR 317-2015

REQUESTED BY: Councillor Sheena Hughes ORIGIN OF REQUEST: City Council DATE OF REQUEST: July 13, 2015

AUTHOR: Gilles Prefontaine DEPARTMENT: Planning & Engineering DATE RESPONSE August 13, 2015 DUE:

DIRECTOR APPROVAL (if not author): Gilles Prefontaine, Oct. 15, 2015 GENERAL MANAGER APPROVAL: CFO APPROVAL (if necessary): CITY MANAGER APPROVAL: tt

QUESTION: • Please provide an update on the status of the twinning of Ray Gibbon Drive, including possible provincial funding, the costs for twinning each leg, the potential best case scenarios for completing the drive and beginning the twinning of the drive.

RESPONSE:

Status of Ray Gibbon Drive The current status of Ray Gibbon Drive is awaiting prioritization and funding from Alberta Transportation to proceed.

Administration met with Alberta Transportation on September 30th, 2015 to discuss the Province's current position on the further development of Ray Gibbon Drive (RGD) and identify next steps on Council Motion C123-2014 (see below).

Motion C123-2014 (from March 3, 2014) That, by December 31, 2015, Administration provide for Council's consideration a draft MOU or Agreement (and if necessary a Policy proposal) that would likely be mutually agreeable to the Province and the City outlining the future transfers of Ray Gibbon Drive and St. Albert Trail/Highway 2 to the other jurisdiction. This matter

1 | City Council Information Request Form should include criteria, implications, costs, benefits, disadvantages and timing.

Through conversations with the Assistant Deputy Minister it was identified that there has been some progress by Alberta Transportation in reviewing regional connections and provincial budget implications of RGD since the last meeting with the City of St. Albert on May 27th, 2015. It was noted that during that time there has been a large amount of change due to the: - Provincial Election on May 5th, 2015 - Appointment of Honourable Brian Mason as Minister of Transportation on May 24 , 2015 - Appointment of Gregory Bass as Deputy Minister of Transportation on July 6th, 2015

During our meeting it was noted by the Assistant Deputy Minister that any updates and / or plans for RGD would be highly dependant on the Provincial Budget being presented on October 26th, 2015.

Costs of Twinning Ray Gibbon Drive In 2009 the City of St. Albert commissioned a Functional Alignment Study for Ray Gibbon Drive by ISL Engineering. The Functional Alignment Study provided Design Cost Estimates for the twinning of three stages of RGD in 2009 which Administration has converted into 2015 dollars to use as a concept cost estimate for twinning.

Note: It is important to note that when using older design costs it would be important to engage in a formal review of these costs to validate the costs in current dollar amounts. Any cost estimates provided below would be similar to concept costs at a +/- 50% accuracy until a formal review was completed. The formal review by the consulting would approximately cost $4,000 to increase the accuracy of the cost estimate in current dollars.

- Stage 1: South City Boundary to McKenney Avenue - $95.8M +/- 50% - Stage 2: McKenney Avenue to Giroux Road - $46.2 +/- 50% *See Note 1 - Stage 3: Giroux Road to Villeneuve Road - $109.6M +/- 50%

Note 1: This cost does not include the bridge work required to overpass the CN

2 | City Council Information Request Form _ ^ _ sm»" C.ulrivatc l ife Sangudo Sub.

It is also important to note that the Province may need to provide final approval of any twinning and intersection designs - to which then price can be more accurately estimated to perform the upgrades, once the final design is approved.

Best Case Scenarios for Twinning I Completing Ray Gibbon Drive At this time it is impossible to complete any type of best case scenario analysis as there is no confirmation, based on an MOU with the Alberta Transportation, on the timing of funding for the twinning and I or completion of Ray Gibbon Drive.

If funding was available to complete the project it is Administration's best estimate that it would take three years to complete the twinning of Ray Gibbon Drive from detailed design to construction. It should be noted that resources may be constrained within the capital region with the final stages of construction of the Anthony Henday Drive being completed in 2016.

CONFIDENTIAL: No

3 | City Council Information Request Form CITY COUNCIL INFORMATION REQUEST

NUMBER: 348-2015

REQUESTED BY: Councillor Sheena Hughes ORIGIN OF REQUEST: City Council DATE OF REQUEST: September 21, 2015

AUTHOR: Gilles Prefontaine DEPARTMENT: Planning & Engineering DATE RESPONSE October 21, 2015 DUE:

DIRECTOR APPROVAL (if not author): GENERAL MANAGER APPROVAL: Gilles Prefontaine, Oct. 15, 2015 CFO APPROVAL (if necessary): CITY MANAGER APPROVAL:

QUESTION: Please provide an estimate of the cost of twinning Ray Gibbon Drive in phases, both with and without overpasses.

RESPONSE: In 2009 the City of St. Albert commissioned a Functional Alignment Study for Ray Gibbon Drive by ISL Engineering. The Functional Alignment Study provided Design Cost Estimates for the twinning of three stages of Ray Gibbon Drive in 2009 which Administration has converted into 2015 dollars to use as a concept cost estimate for twinning.

- Stage 1: South City Boundary to McKenney Avenue - $95.8M +/- 50% - Stage 2: McKenney Avenue to Giroux Road - $46.2 +/- 50% *See Note 1

1 | City Council Information Request Form Cultivate l ife Stage 3: Giroux Road to Villeneuve Road - $109.6M +/- 50% *See Note 2

In addition there is the cost of interchange at each identified intersection, once again provided in concept cost estimates, which includes: - LeClair Way & Ray Gibbon Drive - $37.1M +/- 50% - McKenney Avenue & Ray Gibbon Drive - $23.6M +/- 50% - Giroux Road & Ray Gibbon Drive - $35.5M +/- 50% *See Note 2

Note 1: This cost does not include the bridge work required to overpass the CN Sangudo Sub.

Note 2: This cost does not include an interchange at Villeneuve Road & Ray Gibbon Drive as this interchange was not within the scope and cost in the first functional alignment study and would not be required until a future stage of Ray Gibbon Drive (Stage 4) was constructed north of Villeneuve Road.

It is also important to note that the Province may need to provide final approval of any twinning, intersection and interchange designs - to which then price can be more accurately estimated to perform the upgrades, once the final design is approved.

CONFIDENTIAL: No

2 | City Council Information Request Form

CITY COUNCIL AGENDA REPORT

Subject: OFF-SITE LEVY REVIEW

Recommendation(s)

That the report entitled Developer-Built Infrastructure Project Summary Report, provided as Attachment 1 to the Agenda Report, Off-site Levy Review, dated October 19, 2015, be received as information.

Purpose of Report

With a tremendous amount of growth poised to proceed in the City of St. Albert, these presentations are intended to apprise Council of the potential implications and challenges resulting from the anticipated growth.

Council Direction

The City of St. Albert adopted a revised Off-site Levy Bylaw 30/2013 on September 3rd, 2013 including an update on rates incorporating Council direction provided by Council Motion (C79-2013) on March 4th, 2013.

On September 3rd, 2013 the following motions were passed regarding the Off-site Levy Framework:

(C396-2013) That the implementation of debt sharing be deferred to 2014.

(C398-2013) That Administration develop a strategy on over sizing/excess capacity and report back to Council with any required policies or bylaw amendments in 2014.

The City of St. Albert adopted a revised Off-site Levy Bylaw 19/2015, being an amendment to Off-site Levy Bylaw 30/2013, on April 27th, 2015 including an update to Schedules A, B, and C which included an update on rates.

City Council Agenda October 19, 2015 / Page 1 File No.:8000-2-1 Background and Discussion

The attached report entitled Developer-Built Infrastructure Project Summary Report provides clarity as to how Off-Site Developer Infrastructure Projects (formerly known as Off-Site Levy Projects) are integrated into the City of St. Albert's 10 Year Capital Plan.

Stakeholder Communications or Engagement

• Each review / update of Off-Site Levy Bylaw 30/2013 engages the development community, primarily through Urban Development Institute (UDI), landowners, and City of St. Albert residents as part of the Public Engagement Spectrum.

Implications of Recommendation(s)

a) Financial: • None at this time. • Information contained within the attachments may be utilized to make decisions around the City’s role as a developer in building developer-built infrastructure projects.

b) Legal / Risk: • None at this time

c) Program or Service: • None at this time.

d) Organizational: • None at this time.

Strategic Connections

a) Council’s Strategic Outcomes and Priorities (See Policy C-CG-02) • CULTIVATE ECONOMIC PROSPERITY: A diversified, robust and resilient economic foundation to support growth and community service delivery. • CULTIVATE EXCELLENCE IN GOVERNMENT: A responsive, accountable government that delivers value to the community. • CULTIVATE SUSTAINABLE INFRASTRUCTURE AND SERVICES: A growing community that has balanced development and management of civic facilities, transportation networks and related services.

City Council Agenda October 19, 2015 / Page 2 File No.:8000-2-1

b) Long Term Plans (e.g. MDP, Social Master Plan, Cultural Master Plan, etc.) • Municipal Development Plan • Area Structure and Redevelopment Plans • Utility Master Plan • Transportation Master Plan c) Corporate Objectives (See Corporate Business Plan) • Deliver programs and services that meet or exceed our standards • Exercise strong fiscal management d) Council Policies • C-P&E-08 Off-Site Levy Framework • C-P&E-09 Off-Site Levy Front-Ending Prioritization Criteria • C-P&E-10 Intermunicipal Utility Infrastructure Excess Capacity • C-FS-01 Financial Reserves e) Other Plans or Initiatives (Business Plans, Implementation Strategies, etc.) • Business Plans for Departments of Planning & Development and Engineering

Attachment(s)

1. Developer-Built Infrastructure Project Summary Report 2. Off-site Levies 101, a presentation for Committee of the Whole, March 14th, 2014 3. Off-Site Levy Bylaw 30/2013 4. City of St. Albert Off-Site Levy Update, previously circulated, March 23, 2015 5. 2016 OSL Capital Projects

Originating Department(s): Planning & Engineering Author(s): Gilles Prefontaine, Chief Community Development Officer General Manager Approval: Gilles Prefontaine, Chief Community Development Officer

City Manager Signature: Date:

City Council Agenda October 19, 2015 / Page 3 File No.:8000-2-1

ATTACHMENT 1

Developer-Built Infrastructure Project Summary Report A Review of On-Site and Off-Site Development in the City of St. Albert

TABLE OF CONTENTS

Intro ...... 2

Developer-built Infrastructure Projects ...... 2 On-Site Projects...... 2 Off-Site Projects...... 3

Off-Site Levy Funding Model ...... 3

Impacts to the 10 Year Capital Plan ...... 4

City as a Developer ...... 5

City Front-Ending Developer Projects ...... 5

Oversizing Infrastructure for Future Lands ...... 6

Page 1

INTRO

The purpose of this report is to bring clarity as to how Off-Site Developer Infrastructure Projects (formerly known as Off-Site Levy Projects) are integrated into the City of St. Albert's 10 Year Capital Plan.

DEVELOPER-BUILT INFRASTRUCTURE PROJECTS

As Developers engage the City of St. Albert to build out their various communities, they are responsible for ensuring the infrastructure is in place to support their development. This infrastructure includes an array of asset types that will, upon the completion of a maintenance period, be transferred to the City of St. Albert as a tangible asset. These assets include, but are not limited to: roads, sidewalks, trails, sanitary lines, water lines, and storm water management systems.

The City of St. Albert, through the Municipal Development Plan (MDP), and subsequently through the Utility Master Plan (UMP) and the Transportation Master Plan (TMP), provide high level direction on the necessary infrastructure required to support the projected densities and land uses. Infrastructure requirements are further refined through the creation of each Area Structure Plan (ASP) that Council approves, with the final infrastructure designs, and locations delineated through the detailed engineering drawings at the Development Agreement phase for each respective subdivision stage.

On-Site Projects The first of the Developer Infrastructure Projects are those that are located on-site (within the lands owned by the developer). The primary purposes of these infrastructure projects are the localized servicing of the community to which they are located. On-site projects are generally laid out within the Area Structure Plan, technical reports, and approved by Council as part of the Area Structure Planning process. The on-site projects are clearly delineated, designed and reviewed for technical merit by the City at the Development Agreement phase.

On-site infrastructure projects are designed and constructed according to the City of St. Albert Engineering Standards. As these standards are technical in nature, the City Engineer is delegated the authority to manage, reviewed, updated, and ensure a quality assurance/quality control is implemented throughout the design and construction inspection process.

Examples of on-site infrastructure projects include, but are not limited to: local and collector roads, sanitary lines, lift stations, water lines, storm water ponds, trails, sidewalks, and parks.

Page 2

After a defined warranty period for the on-site infrastructure, Administration completes a Final Acceptance Certificate (FAC) inspection. Upon any deficiencies being rectified the City issues an FAC for the infrastructure and the asset is transferred to the City and becomes apart of the City’s inventory of tangible capital assets. The City of St. Albert then takes the responsibility for the repair, maintenance and replacement of these infrastructure assets.

Off-Site Projects The second of the Developer Infrastructure Projects are those projects that have a larger benefitting area. They benefit more than one area structure plan community and may be located on-site, within the lands owned by the developer, or off-site, outside the lands owned by the developer. These off-site projects are generally laid out in the City of St. Albert's Master Plan and also within the Off-Site Levy Bylaw.

As these projects support larger areas throughout the City, they are each unique with individualized designs that optimize the construction and maintenance while providing the City with the defined Level of Service outlined within the Engineering Standards.

Examples of off-site projects include, but are not limited to: arterials roads, collector to arterial intersections, sanitary trunk lines, lift stations, water transmission lines, reservoirs/ pumphouses and stormwater systems.

Upon the completion of the pre-defined warranty period for the Off-Site Developer Infrastructure Project, Administration conducts a FAC inspection and identifies any deficiencies that need rectification. Upon re-inspection of these items and consistent with the contract to which they were constructed under, the City Engineer issues an FAC for the infrastructure and the asset is transferred to the City and is accounted for within the asset inventory. The City of St. Albert then takes the responsibility for the repair, maintenance and replacement of the infrastructure asset.

OFF-SITE LEVY FUNDING MODEL

As Off-Site Developer Infrastructure Projects benefit land areas outside of those being developed by one developer, an off-site levy model has been developed to facilitate the long term planning and management of Off-Site Developer Infrastructure projects. The model collects levies from the benefitting lands for the design and construction of defined Off-Site Developer Infrastructure projects. This model provides the necessary tools to collect levies to ultimately reimburse developers, who front-ended Off-Site Developer Infrastructure projects, with their respective reimbursements as development occurs.

Page 3

The Off-Site Levy Bylaw (provided as Attachment 3) is the agreement, managed by the City of St. Albert, that defines the project cost schedule as approved by Council and consulted with the development community. This Bylaw is updated annually based on: actual construction costs, updated cost estimates, remaining lands to be developed, population projections and timelines as well as any new projects that are incorporated into the Bylaw.

Some highlights to the Off-Site Levy Bylaw include: • List of Roadway Projects, • List of Water Projects, • List of Sanitary Projects, • List of Storm Water Projects, and • List of Benefiting Lands.

Developers are required to pay their respective off-site levies as a precondition to the execution of their Development Agreement (DA) with the City of St. Albert. Off-site levies can only be collected once by the municipality so it is crucial that the levies are updated annually with the most up-to-date information.

IMPACTS TO THE 10 YEAR CAPITAL PLAN

There are two immediate impacts to the 10 Year Capital Plan based on Developer Infrastructure Projects being constructed:

1. The City will take ownership of the infrastructure asset and therefore the RMR Budget for the repair, maintenance and replacement of the asset will increase proportionately to accommodate the costs related to having more of that infrastructure type. This also has an impact on the Operating Budget. While the increase is gradual there does need to be a recognition of the growing asset base over time. 2. Table 13 of the Off-Site Levy Rate Update identifies one class of Off-Site Developer Infrastructure Projects which are not 100% covered by the development community. The costs of water transmission mains are split 25% (utility) / 75% (developer). While new growth is the driving force for the transmission mains, the City does receive benefit from the interconnections it makes from the new system to the old.

These interconnections allow the City to improve redundancy and fire flow capacity in the older sections of the City. The 10 Year Capital Plan provides a budgeted amount in the predicted year that the project has been predicted to be

Page 4

a requirement to support further development. The screenshot of the table below demonstrates how Council will these projects budgeted for within the 10-Year Capital Plan for Utilities.

The Off-Site Levy Framework Policy sets out the arrangement by which the development community would receive reimburse for the constructing developer off-site infrastructure, when funds are available. The 10 Year Capital Plan provides no delineation in the commitment to taxpayers funding any Developer Infrastructure Projects (see the below section on City Front-Ending Developer Projects) except for those projects identified in Table 13 of the Off-Site Levy Rate Update, where the 25% allocations for the transmission mains are entered into the projected year.

CITY AS A DEVELOPER

In the case where the City of St. Albert is the land owner and seeks to develop the land by entering into a Development Agreement with the City. The City of St. Albert would at that time be responsible for paying its off-site levies as per the Bylaw.

As the City has not made any commitments to enter into a process by which a Development Agreement would be required these off-site levies have not been placed into the 10 Year Capital Plan. As Council provides direction to Administration, which would results in the City entering into a Development Agreement, these anticipated fees will be included in the project charter outlined within the 10 Year Capital Plan.

CITY FRONT-ENDING DEVELOPER PROJECTS

Administration has not presumed that Council intends to frontend, or fund the construction of any Off-Site Developer Infrastructure Project, and therefore no funds have been budgeted within the 10 Year Capital Plan for any of these defined projects. As Council provides direction to Administration that results in the City front-ending an Off-Site Developer Infrastructure Project these design and construction costs will be included in the 10 Year Capital Plan through a project charter.

It is important to note there may be a variety of reasons why the City may choose to frontend an Off-Site Developer Infrastructure Project:

Page 5

1. The construction cost of the project may be too significant for a single developer to lead the construction. 2. The City of St. Albert may have strategic reasons for leading a project before any developer may be prepared to construct the project. 3. The location may be impacting environmentally or geotechnically sensitive areas as a result the City may want to control the management and delivery of the project. 4. The project is consistent with the Off-site levy front-ending prioritization criteria.

When the City of St. Albert, similar to any other developer, frontends an Off-Site Developer Infrastructure Project they are entitled to reimbursement through the Off-Site Levy Policy, when funds are available. It is important to note that in analyzing the risk of front-ending projects and the cost benefit analysis the Off-Site Levy Policy delineates how frontending parties recover from expenditures, however the timing of the repayments are dependent on the speed of development and how much is owed to each respective frontending developer.

OVERSIZING INFRASTRUCTURE FOR FUTURE LANDS

Currently Council has approved the C-P&E -10, Intermunicipal Utility Infrastructure Excess Capacity. In order to continue to oversize infrastructure to service lands outside of the City boundaries, a Servicing Agreement with the benefitting municipalities and/or landowners must be in place and the appropriate funding to complete the over-sizing must be in place prior to commencement of the design and construction.

Page 6

ATTACHMENT 2 Offsite Levies 101

Things your mother never told you....

March 14, 2014

Presented by: Tracy Allen, Director of Engineering Offsite Levies 101 - Overview • What are offsite levies (OSL)? • How are they established? • How do you implement them & who pays? • St. Albert’s model • 2014 Update • Implications of the ongoing MGA review • Questions?

2 Offsite Levies – Principles • “….a council may by bylaw….provide for the imposition and payment of a levy….to be used only to pay for all or part of the capital cost of any or all of the following: • New or expanded water, storm, and sanitary sewage facilities, roads including land….”(Municipal Government Act – 648)

3 Allowable Leviable Infrastructure

Sanitary Phase 1 Interceptor Lacombe Park Water Reservoir

RGD Stage 1 & Riel Storm Pond

4 Offsite Levies 101 - Principles • MGA does not speak to fire & police stations, recreational facilities, libraries etc.

• This ambiguity = significant confusion & different interpretations of MGA

5 Offsite Levies – The Four Silos

6 Establishing Offsite Levy Rates • Typically require outputs from • Utility & Transportation Master Plans • Municipal Development Plan • Council approved policies • Public Consultation

• There is no “one-set” way to calculate that is defined in the MGA

Establishing Offsite Levy Rates

Infrastructure Requirements (what + how much + when)

Allocation of Phasing of costs against Developments net developable Offsite area Levy Rates

Financial Public factors Consultation (interest rates, (residents, construction landowners & price index) developers)

8 Allocating Offsite Levies

Storm pond Lift Station Arterial Road

Water Reservoir

Developer A Developer B

9 Implementation of Offsite Levies • Can only be done through a bylaw

• Typically collected when a Development Agreement is entered into by the City & Developer

• Can be impacted by any Council approved policies

10 Implementation of Offsite Levies • Under the current MGA, OSL can only be charged once.

• MGA does allow Municipalities to require Developers to fully fund any upgrades to existing systems needed to service their redevelopment (i.e. Former Holes site)

11 Implementation of Offsite Levies • Many municipalities “front-end” the OSL infrastructure costs & recover the expenditures as development proceeds • Common when many developers will benefit from a single project and to encourage growth

12 Implementation of Offsite Levies

13 St. Albert’s Offsite Levy Bylaw • Over 42 basins with multiple landowners in the basins

• St. Albert’s Offsite Levy Bylaw rates are established in consideration of when development is expected to occur & when the OSL infrastructure will be built

St. Albert’s Offsite Levy Bylaw

15 St. Albert’s Offsite Levy Bylaw • Rates are established based on the estimated cost to construct the infrastructure & when development is anticipated

• The OSL model is based on an estimated time period of 35 years of development

St. Albert’s Offsite Levy Bylaw • St. Albert has never charged an OSL for police stations, libraries or fire halls

• St. Albert used to charge a capital recreation levy but this was discontinued in November 2011

St. Albert’s Offsite Levy Bylaw • Bylaw first established in 2010 and last updated in 2013 • 2013 Bylaw update included the following key changes: • Provision for Council to adopt policies surrounding debt sharing, annual recoveries/front ending, and off-setting • Inclusion of collector to arterial intersections as a leviable cost

St. Albert’s Offsite Levy Bylaw • 2013 Bylaw update also included the following key change: • Change in water infrastructure funding split from: City Responsibility Developer Responsibility 5% on all water 95% on all water infrastructure infrastructure

• To: City Responsibility Developer Responsibility 25% on transmission mains 75% on transmission mains & 0% on all other water and 100% on all other infrastructure infrastructure

19 St. Albert’s Offsite Levy Bylaw • 2013 Bylaw update did not include the following requests: • Increasing the City responsibility costs

City Responsibility Developer Responsibility 25% on all water 75% on all water infrastructure infrastructure

• Using current construction cost estimates to determine cost of infrastructure regardless of when it is to be built or development occurs

St. Albert’s Offsite Levy Model • 2013 OSL model outputs: • 1,250 ha of net developable land • $412.9M in water, wastewater, storm & road infrastructure required to support it • Of the $412.9M, $125M has been constructed to date • $60.6M in future development costs (former IDP boundary) & approximately $3M has been completed

21 St. Albert’s Offsite Levy Model • 2013 OSL model outputs continued • Of the $125M completed to date, the City has front ended $48M and has recovered approximately $12.2M of that.

• These values will change based on the 2014 update

22 2014 Update – Onwards & Upwards • The OSL Bylaw - updated a minimum of every three years. • OSL Model & rates – updated annually • All identified landowners & developers are consulted on all amendments to OSL Model • September 2014 update – may need bylaw amendment • Policies will be before Council as part of that update

23 St. Albert’s Offsite Levy Bylaw • 2013 update allows Council the flexibility to adopt policies surrounding: • Off-setting • Front ending • Annual recoveries to front ending parties • Debt Sharing • Policies are under development – part of the September 2014 update

24 Offsite Levy Bylaws & the MGA • Government of Alberta is currently undergoing comprehensive review of MGA • City is participating • Issues we have asked them to address: • Clarification on what is leviable (capital recreation facilities, fire stations, police stations etc.) • Ambiguity in clauses & definitions

25 Off Site Levies • Questions

26 ATTACHMENT 3

CITY OF ST. ALBERT

BYLAW 30/2013 Consolidated by Bylaw 19/2015 April 27, 2015

Being a Bylaw to establish Off-site Levies

WHEREAS lands were annexed to the City of St. Albert by way of Order in Council 38/2007; and

WHEREAS a review of existing municipal infrastructure revealed that an expansion of base level infrastructure would be required to support growth into the annexed areas as existing infrastructure did not have capacity to absorb new development; and

WHEREAS the cost of the required base level infrastructure was assessed and the City concluded that the cost was too great for either the City or the landowners and developers to handle alone; and

WHEREAS the City, landowners and developers have agreed that the construction of the required base level infrastructure is a shared responsibility and have worked together to determine how the costs of the required infrastructure can be shared on an equitable basis; and

WHEREAS the City, the landowners and developers have agreed that in order to have all beneficiaries of development participate in the cost of providing the infrastructure a City wide approach had to be implemented; and

WHEREAS Section 648 of the Municipal Government Act, R.S.A. 2000, c. M-26, as amended, allows a municipal council to pass a bylaw to provide for the imposition and payment of levies, to be known as “Off-Site Levies” in respect of land that is to be developed or subdivided and to authorize an agreement to be entered into in respect of the payment of the levies; and

WHEREAS the money collected from the imposition of the Off-Site Levies may only be used for the capital cost of the following municipal infrastructure:

• new or expanded facilities for the storage, transmission, treatment or supplying of water, • new or expanded facilities for the treatment, movement or disposal of sanitary sewage, • new or expanded storm sewer drainage facilities, • new or expanded roads required for or impacted by a subdivision or development, and • land required for or in connection with any of the above described facilities; and

BYLAW 30/2013(Page 1) WHEREAS the landowners and developers have agreed with the City, following extensive consultation and negotiations, that the imposition of Off-Site Levies is an appropriate vehicle to ensure widespread and equitable participation in the payment of the costs of providing necessary municipal infrastructure; and

WHEREAS Council has received reports and briefings regarding the development of the Off-Site Levies to be imposed within the boundaries of St. Albert and has advertised its intention to consider the passage of this Bylaw in accordance with the Act.

NOW THEREFORE the Council of the City of St. Albert, duly assembled, hereby ENACTS AS FOLLOWS:

1. This Bylaw may be referred to as the “Off-Site Levy Bylaw”.

2. In this Bylaw:

a. “Act” means the Municipal Government Act, R.S.A. 2000, c.M-26, as amended;

b. “Area” means the area of land, in hectares, being developed or subdivided less land being dedicated for municipal reserve, environmental reserve and road right-of-way for arterial roadways;

c. “Benefiting Area” means the area of land that will benefit from a particular piece of Municipal Infrastructure, as more specifically identified in Schedule “A”;

d. “City” means the municipal corporation of the City of St. Albert or where the context so requires the area within the boundaries of the City;

e. “City Council” means the municipal council for the City of St. Albert;

f. “Construction Costs” means the cost, incurred or as estimated and adjusted annually by the Engineer, to complete the construction of Municipal Infrastructure and all necessary improvements forming part of the Municipal Infrastructure. Construction Costs shall include design, engineering, land costs, surveying costs, contingency costs and carrying costs. Estimated Construction Costs and Actual Construction Costs must be verified to the satisfaction of the Engineer;

g. “Developable Lands” means the total area of those lands within the City yet to be developed, less arterial road rights-of-way, municipal reserve and environm ental reserve;

h. “Development Agreement” means an agreement between the City and the Owner of the land being developed or subdivided that relates to the construction of municipal improvements, including Municipal Infrastructure,

BYLAW 30/2013(Page 2)

required to service the lands and allow development to proceed; i. “Development Permit” means a permit issued in accordance with the Land Use Bylaw by a Development Officer, the Subdivision and Development Appeal Board or the Court of Appeal of Alberta; j. “Engineer” means the City Manager or his/her delegate; k. “Levy” means the amount, calculated in accordance with Sections 3 and 4 of this Bylaw, to be paid by an Owner to the City as the Owner’s contribution towards the costse of th construction of each type of the Municipal Infrastructure generally described as:

i new or expanded facilities for the storage, transmission, treatment or supplying of water, ii new or expanded facilities for the treatment, movement or disposal of sanitary sewage, iii new or expanded storm sewer drainage facilities, iv new or expanded roads required for or impacted by a subdivision or development, and v land required for or in connection with any of the above described facilities; l. “Municipal Infrastructure” means those facilities for

as more specifically identified in Schedule “B”; m. “Net Construction Costs” means:

i in the case of a Municipal Infrastructure not yet constructed, the difference between the estimated Construction Costs for that piece of Municipal Infrastructure, as determined from time to time by the Engineer, less the total of money paid to the City in Off-Site Levies for that piece of Municipal Infrastructure or,

ii in the case of an already constructed piece of Municipal Infrastructure, the difference between the actual Construction Costs

BYLAW 30/2013(Page 3)

for that piece of Municipal Infrastructure, as determined by the Engineer upon the completion of that piece of Municipal Infrastructure, less the total of money paid to the City in Off-Site Levies for that piece of Municipal Infrastructure;

n. “Owner” means the registered owner or person entitled to become the registered owner of undeveloped land within the City which land is the subject of an application for a Development Permit or an application for Subdivision;

o. “Off- Site Levy Funds” means the levies collected by the City and interest on such levies less monies already spent constructing Municipal Infrastructure. A separate Off-Site Levy Fund shall be maintained for water infrastructure, sanitary sewer infrastructure, storm sewer infrastructure and roadway infrastructure;

p. “Schedule A” means the map attached to and forming part of this Bylaw which divides the City into 42 areas for the purposes of establishing Benefiting Areas as required for the calculation of the Off-Site Levies;

q. “Schedule B” means the listing of water infrastructure, sanitary sewer infrastructure, storm sewer infrastructure and roadway infrastructure attached to and forming part of this Bylaw and includes estimated dates of construction, estimated costs of construction (as of that date) and an indication of the areas that will benefit from each piece of Municipal Infrastructure;

r. “Schedule “C” means the table identifying the Off-Site Levy rates for the Benefitting Areas; and

s. “Subdivision” has the meaning provided for in the Act.

Imposition of Off-Site Levies

3. An Off-Site Levy shall be imposed on each hectare of land within the City at the time such land receives Subdivision approval or on the date of approval of a Development Permit, and are payable in accordance with section 12 of this Bylaw. All undeveloped land will be subject to Off-Site Levies whether the land is to be developed for commercial, industrial, institutional, community or residential uses.

4. Off-Site Levies are deemed imposed whether or not the imposition of the Off-Site Levies is made a specific condition of Subdivision or the Development Permit.

BYLAW 30/2013(Page 4)

Benefitting Areas

5. For the purposes of calculating the Off-Site Levies to be imposed on a Benefiting Area, the City shall be divided into 42 areas as shown on the map attached as Schedule “A”.

Use of Off-Site Levies Funds

6. The Off-Site Levies Funds shall be used to pay the Construction Costs of the Municipal Infrastructure listed in Schedule “B”.

7. Notwithstanding increases or decreases in the Off-Site Levy rate for particular pieces of Municipal Infrastructure, no portion of an Off-Site Levy paid by an Owner shall be refunded. The City shall not seek to charge the Owner an additional Off-Site Levy for the same area of land once the Owner has paid the Off-Site Levies for that land.

Off-site Levies

8. The Area of the land for which the Off-Site Levy is being imposed and collected shall be identified in the Development Permit or Subdivision approval that triggers the imposition of the Off-Site Levy.

9. The Off-Site Levy for a particular Area shall be the sum of all the Off-Site Levies against the land for each of the following categories of Municipal Infrastructure:

a. Water Infrastructure;

b. Sanitary Sewer Infrastructure;

c. Storm Sewer Infrastructure; and

d. Roadway Infrastructure.

10. The Off-Site Levy rates are set out in Schedule “C”.

11. For each category of Municipal Infrastructure, an Off-Site Levy for land being developed or subdivided shall be calculated according to the following formula:

a. For Development Permits

Off-Site = Area to be X Municipal Infrastructure Off- Levy to be developed Site Levy rates as identified paid by pursuant to the in Column F in Schedule Owner Development “C” in effect as of the date Permit the Development Permit is issued

BYLAW 30/2013(Page 5)

b. For Subdivisions

Off-Site = Area of the X Municipal Infrastructure Off- Levy to be Subdivision Site Levy rates as identified paid by approval in Column F in Schedule “C” Owner in effect as of the date that the City approves the Development Agreement for the lands being subdivided

Payment of Off-Site Levies

12. The Off-Site Levies shall be paid by the Owner of the land being developed or subdivided:

a. for land to be developed at the time specified in the Development Permit approving the development; or

b. for land which is to be subdivided, prior to the City’s approval of the Development Agreement.

13. Unless otherwise agreed by the Engineer, an Owner may not pay an Off-Site Levy that would be imposed upon land when that land is subdivided or developed prior to the subdivision or development of that land.

Debt

14. Any payment of an Off-Site Levy pursuant to this Bylaw which is not made when due shall be a debt owing to the City by the Owner. This provision does not in any way affect any other remedy available to the City for late or non-payment of an Off-Site Levy.

Development Agreements

15. The entering into of a Development Agreement in respect of payment of Off-Site Levies is hereby authorized.

16. If the Development Agreement is not approved by the City, the Off-Site Levies paid shall be refunded to the Owner and the land shall be treated as if no Off-Site Levies had been imposed or collected with respect to that land.

Review of Off-Site Levies

17. The City shall review the Off-Site Levy projects and the Off-Site Levy rates no less than every third year, with the first review required on or before 2016.

BYLAW 30/2013(Page 6)

18. After the review has been completed, the City Council may amend the Bylaw to update the Municipal Infrastructure Off-Site Levy rates.

19. Commencing in 2014, in each year that the City does not conduct a review (a “non-review year”), the Engineer shall calculate the Municipal Infrastructure Off- Site Levy Rate for each particular piece of Municipal Infrastructure that has or will be constructed with the Off-Site Levy Funds. In making this annual determination of the Off-Site Levy rate the Engineer shall utilize actual Construction Costs, work completed to the end of the previous calendar year, estimated Construction Costs, interest or carrying costs and determine the Area of the land that benefits from the piece of Municipal Infrastructure that remains to be developed or subdivided. When calculating the Municipal Infrastructure Off- Site Levy rate for each non-review year, the Engineer shall consult with representatives of both developers and landowners. Any person may request and shall be given specific details as to how the Engineer calculated the Off-Site Levy rates and what information was utilized by the Engineer in undertaking the calculations. In undertaking the annual recalculations the Engineer shall not be bound by the estimated Construction Costs or estimated construction dates shown in Schedule “B” but shall adjust such information in accordance with the current plans, staging information and Construction Costs.

20. The Municipal Infrastructure Off-Site Levy rates for each particular piece of Municipal Infrastructure shall be calculated according to the following formula:

Municipal Infrastructure Off- = Net Construction Costs for the Site Levy rate Municipal Infrastructure Developable Land benefiting from the Municipal Infrastructure yet to be developed or subdivided (in hectares)

21. In the non-review years, the Engineer shall bring to City Council for its approval any amendments to Schedule “C” when he has completed the calculations set out in section 19 of this Bylaw.

Annual Report

22. On or before December 31 of each calendar year, the Engineer shall prepare and submit to City Council an annual report on the Off-Site Levies imposed and collected by the City in the previous year. The annual report shall identify:

a. Municipal Infrastructure constructed during the previous calendar year;

b. Construction Costs of such Municipal Infrastructure;

BYLAW 30/2013(Page 7)

c. Amounts paid by the City from the Off-Site Levies Funds as Construction Costs for the Municipal Infrastructure and details as to whom the payments have been made;

d. Estimated Construction Costs for the Municipal Infrastructure yet to be constructed and an explanation as to any adjustments to the estimates since the previous annual report;

e. Details as to the amounts collected in Off-Site Levies by the City;

f. Specifics as to the total value of Off-Site Levy Funds being held by the City which are yet to be expended on the construction of Municipal Infrastructure, including specifics as to the amount of interest earned on such Off-Site Levy Funds and information regarding any commitments made for the expenditure of monies in the Off-Site Levy Funds that have not yet been paid out; and

g. Information regarding any changes to the assumptions related to the staging or timing of development and the projected construction date for the Municipal Infrastructure.

Severability

23. In the event that any provision of this Bylaw is found to be contrary to law by any Court of competent jurisdiction, then that provision shall be severed and the remainder of the Bylaw shall be of full force and effect.

Transition

24. Except as otherwise provided for in Development Agreements signed prior to the effective date of this Bylaw, this Bylaw applies to:

a. any subdivision where the date of subdivision approval occurs on or after the date this Bylaw comes into force; and

b. any development where the date of issuance of a development permit occurs on or after the date this Bylaw comes into force.

General

25. Nothing in this Bylaw precludes the City from:

a. imposing further or different off-site levies, duly enacted by bylaw, on any land in respect of which the City has not collected the Off-Site Levies imposed under this Bylaw or any previous off-site levy bylaw authorized by statute; or

BYLAW 30/2013(Page 8)

b. adopting City Council policies in relation to:

i the process by which expenditures incurred by developers for infrastructure with capacity in excess of the capacity required to service their development is shared with subsequent developers (debt sharing);

ii the process by which the amount payable by a developer for Off- site Levies is off-set against the developer’s cost to construct Municipal Infrastructure (off-setting); and

iii the process governing when a developer may construct Municipal Infrastructure which benefits other parties, at whose cost such construction will occur and how a developer who has paid the cost of such construction is to be reimbursed for the costs in excess of his proportionate share (front ending and front ended claim reimbursement); and

c. adopting procedures or guidelines for the assistance and direction of City administration with respect to the implementation of this bylaw.

26. Bylaw 30/2009 is hereby repealed.

27. This Bylaw shall take effect upon the final passing thereof.

BYLAW 30/2013(Page 9)

Schedule “A” Map of Benefiting Areas

BYLAW 30/2013(Page 10)

Summary of Development Areas

Area Development Area Net Development Remaining Ref. # Location Area (ha.) Development Area (ha) 1.0 NE-20-54-25-4 14.6 13.58 2.0 SE-20-54-25-4 52.62 48.94 3.0 SW-21-54-25-4 56.62 47.79 4.0 SE-21-54-25-4 54.04 50.26 5.0 NE-17-54-25-4 52.48 48.81 6.1 NW-16-54-25-4 5.63 5.48 6.2 NW-16-54-25-4 44.59 4.84 7.0 NE-16-54-25-4 27.13 - 8.0 River lot 36 & 37 4.2 1.18 9.0 SE-13-54-26-4 6.1 5.67 10.1 SW-18-54-25-4 25.69 23.89 10.2 SW-18-54-25-4 9.16 8.52 11.0 SE-18-54-25-4 54.5 50.69 12.0 SW-17-54-25-4 54.07 51.08 13.0 SE-17-54-25-4 59.84 46.40 14.0 SW-16-54-25-4 11.37 9.29 15.0 River lot 32, 33 & 34 7.95 - 16.0 NE-12-54-26-4 15.83 10.99 17.0 NW-7-54-25-4 18.73 18.73 17.2 NW-7-54-25-4 0 - 18.0 NE-7-54-25-4 24.65 - 19.0 SE-12-54-26-4 18.89 17.29 20.0 SW-7-54-25-4 43.42 39.01 20.2 SW-7-54-25-4 0 - 21.0 SE-7-54-25-4 0 - 22.0 NE-1-54-26-4 27.92 21.91 23.0 NW-6-54-25-4 15.42 14.34 23.1 River Lot 16 11.55 10.74 23.2 River Lot 16 8.91 8.29 23.3 River Lot 16 5.41 5.41 24.0 NE-6-54-25-4 34.77 3.65 25.0 NW-5-54-25-4 15.45 - 26.0 River Lot 7 - 13 93.56 87.01 27.0 Plan 9926483 61.32 57.03 28.1 River Lot 16 20.92 19.46 28.2 River Lot 16 11.4 11.40 29.0 Plan 1798AN 42.21 35.41 29.1 Plan 1798AN 19.69 17.49 29.2 Plan 3032RS 0 - 30.0 River Lot 19 28.05 19.28 30.1 River Lot 19 23.98 22.18 31.0 River Lot 20 1.76 -

BYLAW 30/2013(Page 11)

Area Development Area Net Development Remaining Ref. # Location Area (ha.) Development Area (ha) 31.1 River Lot 20-22 54.70 46.24 32.0 River Lot 13A 4.75 4.42 33.0 River Lot 14A 7.02 6.53 34.0 River Lot 16A - - 35.0 NW-29-53-25-4 13.89 12.92 36.0 NE-29-53-25-4 27.92 25.35 37.0 SW-29-53-25-4 29.8 27.71 38.0 SE-29-53-25-4 46.09 23.46 39.0 Description 33 33.00 40.0 Description 4.65 4.65 41.0 Description - - 42.0 SE-2-54-25-4 21.1 -

BYLAW 30/2013(Page 12)

Schedule “B” Municipal Infrastructure Water Infrastructure Map

BYLAW 30/2013(Page 13)

Water Infrastructure Facilities

Cost of Estimated Work Project Total Estimated Areas Item Completed Yet to be Developer Share Description Cost of Work Benefitted Work Completed R1 - Southwest $ 41,906,000 $ 29,753,260 1 Reservoir & - $ 41,906,000 All Pumphouse R2 - North $ 82,486,000 $ 43,717,580 2 Reservoir & - $ 82,486,000 All Pumphouse R3 - Lacombe Park Existing $ 10,048,497 $ 3,745,085 3 $ 10,048,497 - All Reservoir & Pumphouse W1 - Oakmont $ 7,038,286 $ 3,519,143 4 $ 5,738,286 $ 1,300,000 All Water Supply Main

W2 - Oakmont $ 5,587,279 $ 4,190,460 5 Transmission Main $ 4,937,279 $ 650,000 All - Phase 1 W3 - Oakmont $ 2,663,633 $ 1,997,724 6 Transmission Main $ 54,328 $ 2,663,633 All - Phase 2 W4 - South $ 12,480,000 $ 9,360,000 7 Reservoir - $ 12,480,000 All Transmission Main W5 - South $ 5,200,000 $ 3,900,000 8 Reservoir River - $ 5,200,000 All Crossing $ 2,753,477 $ 2,753,477 9 Oversizing Pool $62,477 $ 2,691,000

W6 – North Fill $ 16,988,400 $ 16,988,400 10 - $ 16,988,400 All Line W7 - Southwest $ 561,600 $ 398,736 11 - $ 561,600 All Reservoir Fill Line

W8 - Levasseur $ 5,616,000 $ 4,212,000 12 - $ 5,616,000 All Road Watermain

W9 - Lockhard $ 1,248,000 $ 936,000 13 - $ 1,248,000 All Drive Watermain

W10 - Giroux $ 5,460,000 $ 4,095,000 14 Road West - $ 5,460,000 All Watemain

BYLAW 30/2013(Page 14)

Roadway Infrastructure Map

BYLAW 30/2013(Page 15)

Roadway Infrastructure Facilities Estimated Cost of Cost of Completed Total Project Developer Share Areas Item Project Description Work Yet to be Work Estimated Cost (Offsite Levy) Benefitted Completed McKenney Avenue - 1 Morgan Crescent to $ 10,385,894 $ 5,374,720 $ 15,760,614 $ 14,248,354 All Ray Gibbon Drive Giroux Road - North 2 Ridge Drive to Ray $ 5,333,813 $ 1,419,600 $ 6,753,413 $ 5,253,413 All Gibbon Drive Hogan Road Widening - Giroux 3 - $ 6,533,800 $ 6,533,800 $ 6,533,800 All Road to Villeneuve Road East LeClair Way - Sir Winston Churchill 4 $ 9,832,750 $ 568,000 $ 10,400,750 $ 7,445,064 All Avenue to Ray Gibbon Drive Ray Gibbon Drive (Stage 1) - 137 5 Ave(Edmonton) to $ 30,283,200 - $ 39,009,376 $ 13,814,888 All Meadowview Drive / McKenney Avenue Campbell Road - 6 From Poirier Ave to $ 2,645,950 $ 2,549,400 $ 5,195,350 $ 5,195,350 All Poundmaker Road West LeClair Way - City of Edmonton 7 - $ 13,354,000 $ 13,354,000 $ 13,354,000 All Limits to Ray Gibbon Drive Ray Gibbon Drive (Stage 2) - 8 Meadowview Drive / $ 16,073,600 $ 500,000 $ 20,012,918 $ 5,668,959 All McKenney Avenue to Giroux Road Ray Gibbon Drive (Stage 3) - Giroux 9 $ 25,806,700 - $ 29,948,472 $ 6,611,586 All Road to Villeneuve Road Meadowview Drive - 10 From West City Limits - $ 17,725,000 $ 17,725,000 $ 17,725,000 All to Ray Gibbon Drive Giroux Road - West 11 City Limits to Ray - $ 17,722,000 $ 17,722,000 $ 17,722,000 All Gibbon Drive Villeneuve Road - 12 from West City Limits - $ 8,175,900 $ 8,175,900 $ 8,175,900 All to Ray Gibbon Drive Northeast Sector Arterial - from Ray 13 - $ 5,880,800 $ 5,880,800 $ 5,880,800 All Gibbon Drive to Hogan Road Northeast Sector Arterial - from Hogan 14 - $ 14,483,300 $ 14,483,300 $ 14,483,300 All Road to St. Albert Trail Northeast Sector Arterial - St. Albert 15 Trail to Coal Mine $ 4,100,851 $ 9,944,000 $ 14,044,851 $ 14,044,851 All Road (Sturgeon County) Hogan Road - 16 Villeneuve Road to - $ 7,947,200 $ 7,947,200 $ 7,947,200 All North City Limits Veness Road - From 17 South City Limit to $ 1,009,150 - $ 1,009,150 - All Boudreau Road

BYLAW 30/2013(Page 16)

Cost of Estimated Cost of Work Total Project Developer Share Areas Item Project Description Completed Yet to be Completed Estimated Cost (Offsite Levy) Benefitted Work Veness Road - From 18 Boudreau Road to $ 2,161,700 - $ 2,161,700 - All Corriveau Avenue

Veness Road - From 19 Corriveau Avenue to $ 3,526,945 - $ 3,526,945 - All Poundmaker Road St. Albert Trail - From 20 Villeneuve Road to NE $ 7,317,099 $ 7,257,900 $ 14,574,999 $ 14,574,999 All Sector Arterial

St. Albert Trail - From NE 21 Sector Arterial to North - $ 9,167,600 $ 9,167,600 $ 9,167,600 All City Limit

Intersection - Hogan Road Costs included within cost of Hogan Road 22 @ Giroux Road All

Intersection - Hogan Road Costs included within cost of Hogan Road 23 @ Villeneuve Road All

Intersection - Campbell 24 Road @ Poundmaker - $ 715,000 $ 715,000 $ 715,000 All Road Intersection - Ray Gibbon Costs included within cost of Villeneuve Road 25 Drive @ Villeneuve Road All Intersection - Ray Gibbon Costs included within cost of Giroux Road 26 Drive @ Giroux Road All Intersection - Northeast Costs included within cost of Giroux Road 27 Sector Arterial @ Hogan All Road Intersection - Northeast Costs included within cost of Northeast Sector Arterial 28 Sector Arterial @ St. Albert All Trail Intersection - Northeast Costs included within cost of Northeast Sector Arterial Sector Arterial @ Coal 29 All Mine Road (Sturgeon County) Intersection - Veness Road Costs included within cost of Veness Road 30 @ Boudreau Road All Intersection - Veness Road Costs included within cost of Veness Road 31 @ Corriveau Avenue All Intersection - Veness Road 32 @ Poundmaker Road - $ 715,000 $ 715,000 - All Bellerose Drive - Erin 36 Ridge Road to Coal Mine $2,101,350 $ 2,664,074 $ 4,765,424 - All Road

BYLAW 30/2013(Page 17)

Sanitary Sewer Infrastructure Map

BYLAW 30/2013(Page 18)

Sanitary Sewer Infrastructure Facilities

Estimated Cost of Cost of Completed Work Yet to be Developer Share Item Project Description Work Completed (Off-Site Levy) Areas Benefitted S1 - North 1, 2, 3, 4, 5, 6.1, 12, 1 Annexation Trunk - $ 5,070,935 $ 8,135,920 $ 13,206,855 13, 14 Phase 1 1, 2, 3, 4, 5, 6.1, 7, 2 L1 - North East Lift - $ 19,500,000 $ 3,120,000 Station 12, 13, 14 1, 2, 3, 4, 5, 6.1, 7, 3 F1 - North East $ 150,000 $ 13,000,000 $ 2,104,000 Forcemain 12, 13, 14

4 LF1 - South West Lift Onsite Station & Forcemain LF2 - South East Lift Onsite 5 Station & Forcemain

LF3 - North West Lift 6 Onsite Station & Forcemain 9, 10.1, 10.2, 11, 16, 17, 18, 19, 20, 22, 23, S2 - Phase 1 - North 23.1, 23.2, 23.3, 24, 7 $ 10,452,590 - - Interceptor 25, 26, 27, 28.1, 28.2, 29, 29.1, 30, 30.1, 31, 31.1, 32, 33 9, 10.1, 10.2, 11, 16, 17, 18, 19, 20, 22, 23, S3 - Phase 2b - North 23.1, 23.2, 23.3, 24, 8 - $ 11,583,000 $ 11,583,000 Interceptor 25, 26, 27, 28.1, 28.2, 29, 29.1, 30, 30.1, 31, 31.1, 32, 33 9, 10.1, 10.2, 11, 16, 17, 18, 19, 20, 22, 23, 23.1, 23.2, 23.3, 24, S4 - Phase 3 North 9 - $ 25,465,190 $ 15,584,026 25, 26, 27, 28.1, 28.2, Interceptor 29, 29.1, 30, 30.1, 31, 31.1, 32, 33, 35, 36, 37, 38, 39, 42

10 L2 - Riel Lift Station - $ 2,488,768 - $ 1,244,384 35, 36, 37, 38 Rebuild

11 S5 - Oakmont Sewer $ 1,786,577 $ 1,786,577 3, 6.2, 13 Oversizing S6 - North 12 Annexation Trunk Onsite Phase 2 S7 - North 13 Annexation Trunk Onsite Phase 3 14 L3 - NE lift Station 2 - $ 2,800,000 $ 1,652,000.00 1, 2, 3

BYLAW 30/2013(Page 19)

Storm Sewer Infrastructure Map

BYLAW 30/2013(Page 20)

Storm Sewer Infrastructure Facilities

Cost of Completed Estimated Work Yet to be Developer Share (Off- Item Project Description Areas Benefitted Work Completed Site Levy)

Northwest Area Storm Trunk $ 1,525,310 9, 10.1, 10.2, 11, 16, 1 Outfall (Carrot Creek Outfall - $ 13,866,450 17 North of Villenuve) Northwest Area Storm Trunk $ 3,577,392 9, 10.1, 10.2, 11, 16, 2 Outfall (Carrot Creek Outfall - $ 19,874,400 17, 19, 20, 22,23 Giroux to Villenuve) 9, 10.1, 10.2, 11, 16, Northwest Area Storm Trunk $ 5,414,760 17, 19, 20, 22,23, 3 Outfall (Carrot Creek Outfall - $ 22,561,500 23.1, 23.2, 26, 27, McKinney to Giroux) 28.1 9, 10.1, 10.2, 11, 16, Northwest Area Storm Trunk $ 1,796,184 17, 19, 20, 22,23, 4 Outfall (Carrot Creek Outfall - $ 7,484,100 23.1, 23.2, 26, 27, McKinney South) 28.1 NE Area Storm - Trunk Sewer $ 3,100,122 5 - $ 6,078,670 1, 2, 3, 4, 6.1, 7 and Outfall NE Area Storm - Pond 1 and 6 $ 1,248,097 - $ 636,529 1, 2, 3, 4, 6.1, 7 Coal Mine Road Trunk Sewer NE Area Storm - Everitt Drive 7 - - - 1, 2, 3, 4, 6.1, 7 Storm Sewer Phase 1 NE Area Storm - Everitt Drive $ 978,986 8 - $ 1,919,580 1, 2, 3, 4, 6.1, 7 Storm Sewer Phase 2 NE Area Storm - St Albert Trail 9 Onsite Storm Sewer NE Area Storm - Lift Station 10 and Trunk Between Ponds 2 - $ 7,998,250 $ 4,079,108 1, 2, 3, 4 and 3 NE Area Storm - Storm Sewer 11 - $ 1,919,580 $ 978,986 1, 2, 3, 4 Between Ponds 3 and 4 NE Area Storm - Storm Sewer 12 - $ 511,888 $ 261,063 1, 2, 3, 4, 6.1, 7 Between Ponds 4 and 5 Oakmont Storm Sewer 13 $ 368,407 $ 368,407 6.2 Oversizing

BYLAW 30/2013(Page 21)

Schedule “C” Off-Site Levy Rates for the Benefitting Areas

Roadway Sanitary Storm Area Ref. # Infrastructure Levy Water Infrastructure Infrastructure Levy Infrastructure Levy (A) (B) Levy (C) (D) (E) Total (F) 1.0 $ 152,600 $ 93,605 $ 62,026 $ 49,771 $ 358,002 2.0 $ 152,600 $ 93,605 $ 62,026 $ 49,771 $ 358,002 3.0 $ 152,600 $ 93,605 $ 65,351 $ 49,771 $ 361,327 4.0 $ 152,600 $ 93,605 $ 48,017 $ 49,771 $ 343,993 5.0 $ 152,600 $ 93,605 $ 48,017 $ - $ 294,222 6.1 $ 152,600 $ 93,605 $ 48,017 $ 23,999 $ 318,220 6.2 $ 152,600 $ 93,605 $ 16,067 $ 67,418 $ 329,690 7.0 $ 152,600 $ 93,605 $ 12,742 $ 23,999 $ 282,945 8.0 $ 140,021 $ 93,605 $ - $ - $ 233,626 9.0 $ 152,600 $ 93,605 $ 35,597 $ 40,610 $ 322,412 10.1 $ 152,600 $ 93,605 $ 35,597 $ 40,610 $ 322,412 10.2 $ 152,600 $ 93,605 $ 35,597 $ 40,610 $ 322,412 11.0 $ 152,600 $ 93,605 $ 35,459 $ 40,610 $ 322,274 12.0 $ 152,600 $ 93,605 $ 48,017 $ - $ 294,222 13.0 $ 152,600 $ 93,605 $ 64,222 $ - $ 310,427 14.0 $ 152,600 $ 93,605 $ 48,017 $ - $ 294,222 15.0 $ 140,021 $ 93,605 $ - $ - $ 233,626 16.0 $ 152,600 $ 93,605 $ 35,597 $ 40,610 $ 322,412 17.0 $ 152,600 $ 93,605 $ 35,597 $ 40,610 $ 322,412 17.2 $ - $ - $ - $ - $ - 18.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 19.0 $ 152,600 $ 93,605 $ 35,597 $ 30,070 $ 311,872 20.0 $ 152,600 $ 93,605 $ 35,597 $ 30,070 $ 311,872 20.2 $ - $ - $ - $ - $ - 21.0 $ - $ - $ - $ - $ - 22.0 $ 152,600 $ 93,605 $ 35,597 $ 30,070 $ 311,872 23.0 $ 152,600 $ 93,605 $ 35,597 $ 30,070 $ 311,872 23.1 $ 152,600 $ 93,605 $ 35,597 $ 15,244 $ 297,046 23.2 $ 152,600 $ 93,605 $ 35,597 $ 15,244 $ 297,046 23.3 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 24.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 25.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 26.0 $ 152,600 $ 93,605 $ 35,597 $ 15,244 $ 297,046 27.0 $ 152,600 $ 93,605 $ 35,597 $ 15,244 $ 297,046 28.1 $ 152,600 $ 93,605 $ 35,597 $ 15,244 $ 297,046 28.2 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 29.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 29.1 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 29.2 $ - $ - $ - $ - $ - 30.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 30.1 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 31.0 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 31.1 $ 155,644 $ 93,605 $ 35,597 $ - $ 284,846 32.0 $ 152,600 $ 93,605 $ 35,597 $ - $ 281,802 33.0 $ 152,600 $ 93,605 $ 35,597 $ - $ 281,802 34.0 $ 152,600 $ 93,605 $ - $ - $ 246,205 35.0 $ 155,644 $ 93,605 $ 28,329 $ - $ 277,579 36.0 $ 155,644 $ 93,605 $ 28,329 $ - $ 277,579 37.0 $ 155,644 $ 93,605 $ 28,329 $ - $ 277,579 38.0 $ 155,644 $ 93,605 $ 28,329 $ - $ 277,579 39.0 $ 140,021 $ 93,605 $ 18,179 $ - $ 251,806 40.0 $ - $ - $ - $ - $ - 41.0 $ - $ - $ - $ - $ - 42.0 $ 140,021 $ 93,605 $ 18,179 $ - $ 251,806

BYLAW 30/2013(Page 22)

ATTACHMENT 4 City of St. Albert 2015 Off-Site Levy Update

Version 1.0 March 10, 2015

City of St. Albert – 2013 Off-site Levy Rate Update

1 CONTENTS

Table of Contents

1 CONTENTS ...... 2 2 INTRODUCTION ...... 4 3 OFF-SITE LEVY DEVELOPMENT LANDS ...... 5 4 ROAD OFF-SITE INFRASTRUCTURE ...... 7 5 WATER OFF-SITE INFRASTRUCTURE ...... 22 6 SANITARY OFF-SITE INFRASTRUCTURE ...... 31 7 STORM WATER OFF-SITE INFRASTRUCTURE ...... 39 8 SUMMARY OF RATES ...... 46

List of Figures and Tables

Figure 1: Off-site Levy Areas ...... 5 Table 1: Off-site Levy Net Development Area Amendment...... 6 Figure 2: Roads – Off-site Levy Projects ...... 7 Table 3: Roads – Off-site Levy Project Costs ...... 8 Table 4: Roads – Project Expenditures ...... 11 Table 5: Roads – Special Grants and Developer Agreement Contributions ...... 12 Table 6: Roads – Allocations to Benefiting Parties ...... 15 Table 7: Roads – Infrastructure Cost Allocation To Benefitting Parties ...... 16 Table 8: Roads – Off-site Levy Receipts ...... 19 Figure 3: Roads – Off-site Levy Balance ...... 20 Figure 4: Roads – Projected Reserve Balances ...... 21 Table 9: Roads – Off-site Levy Rates ...... 21 Figure 5: Water – Off-site Levy Projects ...... 22 Table 10: Water – Off-site Levy Project Costs ...... 23 Table 11: Water – Project Expenditures ...... 24 Table 12: Water – Special Grants and Developer Agreement Contributions ...... 25 Table 13: Water – Allocations to Benefiting Parties ...... 26 Table 14: Water – Cost Allocation To Benefitting Parties ...... 27 Table 15: Water – Off-site Levy Receipts ...... 28 Figure 6: Water – Off-site Levy Balance ...... 29 Figure 7: Water – Reserve Balance ...... 30

th Version 1 – August 7 , 2013 / 2 City of St. Albert – 2015 Off-site Levy Rate Update

Figure 8: Sanitary – Off-site Levy Projects ...... 31 Table 16: Sanitary – Off-site Levy Project Costs ...... 32 Table 18: Sanitary – Project Expenditures ...... 33 Table 19: Sanitary – Special Grants and Developer Agreement Contributions ...... 33 Table 20: Sanitary – Benefitting Parties...... 34 Table 21: Sanitary – Cost Allocation To Benefitting Parties ...... 34 Table 22: Sanitary – Off-site Levy Receipts ...... 35 Figure 9: Sanitary – Off-site Levy Balance ...... 36 Figure 10: Sanitary – Reserve Balance ...... 36 Table 23: Sanitary – Off-site Levy Rates ...... 38 Figure 11: Storm Water – Off-site Levy Projects ...... 39 Table 24: Storm Water – Off-site Levy Project Costs ...... 40 Table 25: Storm Water – Special Grants and Developer Agreement Contributions ...... 41 Table 26: Storm Water – Benefitting Parties ...... 41 Table 27: Storm Water – Cost Allocation To Benefitting Parties ...... 42 Table 28: Storm Water – Off-site Levy Receipts ...... 43 Figure 12: Storm Water – Off-site Levy Balance ...... 44 Figure 13: Storm Water – Reserve Balance ...... 44 Table 29: Storm Water – Off-site Levy Rates ...... 45

th Version 1 – March 10 , 2015 / 3 City of St. Albert – 2013 Off-site Levy Rate Update

2 INTRODUCTION

The City of St. Albert adopted Bylaw 30/2009 on March 1st, 2010 (“Off-Site Levy Bylaw”). The bylaw and rates were updated in September 2013.

The Off-Site Levy Bylaw requires that the City prepare an update report annually, including the following:

o Municipal infrastructure constructed during the previous calendar year.

o Construction costs of such municipal infrastructure.

o Amounts paid by the City from the off-site levy funds as construction costs for the municipal infrastructure and details as to whom the payment have been made by.

o Estimated construction costs for the municipal infrastructure yet to be constructed and an explanation as to any adjustments to the estimates since the previous annual report.

o Details as to the amounts collected in off-site levies by the City.

o Specifics as to the total value of off-site levy funds being held by the City which are yet to be expended on the construction of municipal infrastructure, including specifics as to the amount of interest earned on such off-site levy funds and information regarding any commitments made for the expenditure of monies in the off-site levy funds that have not yet been paid out.

o Information regarding any changes to the assumptions related to the staging or timing of development and the projected construction date for the municipal infrastructure.

Version 1 – March 10, 2015

/ 4 City of St. Albert – 2015 Off-site Levy Rate Update

3 OFF-SITE LEVY DEVELOPMENT LANDS

Off-site Levy Areas – The off-site levy areas in St. Albert remain unchanged (shown in the diagram below).

Figure 1: Off-site Levy Areas

th Version 1 – March 10 , 2015 / 5 City of St. Albert – 2015 Off-site Levy Rate Update

Net Development Area – The calculation of Net Development Area, both under Table 1 and Table 2 below, has been amended from the 2013 Off-site Levy Bylaw/Rate Update. Some lands have been developed, and some area calculations have been revised by planning staff.

The net development area used in development of Off-site levy rates is outlined in the Table 1, Off-site Levy Net Development Area Amendment. In developing the net development area calculations only those lands remaining to be developed within the corporate boundary that have not previously paid off-site levies have been considered. 187.073 ha were developed, resulting in a reduction of total net area available to 1103.5 ha.

Table 1: Off-site Levy Net Development Area Amendment

2013 Area 2015 Area Description (ha) (ha) Change Gross Area 1727.71 1727.71 - Environemtnal Reserves 175.28 175.28 - Arterial ROW 98.43 98.43 - Municipal Reserves 134.92 134.92 -

Net Development Area 1319.08 1319.08 - Less Area Developed 28.51 215.583 187.073 Remaining Net Development Area 1290.57 1103.497

th Version 1 – March 10 , 2015 / 6 City of St. Albert – 2015 Off-site Levy Rate Update

4 ROAD OFF-SITE INFRASTRUCTURE

When Bylaw 30/2013 was updated in 2013 it included 37 road infrastructure projects. These 37 projects remain the same in 2015 (see diagram below), costing for intersections have been predominantly incorporated into the cost of the road.

Figure 2: Roads – Off-site Levy Projects

th Version 1 – March 10 , 2015 / 7 City of St. Albert – 2015 Off-site Levy Rate Update

Total Project Cost – The overall cost of projects is comprised of “Cost of Work Completed” plus “Debenture Interest” (if any) plus the “Estimated Cost of Work Yet to Be Completed”. The overall cost of the road infrastructure projects has increased from $263.1 Million to $269.6 Million (as shown in the table below).

Table 3: Roads – Off-site Levy Project Costs

2013 2015

Cost of Estimated Work Estimated Work Debenture Cost of Debenture Item Project Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed McKenney Avenue - 1 Morgan Crescent to $ 10,385,894 - $ 15,461,094 $ 10,385,894 - $ 15,760,614 Ray Gibbon Drive Giroux Road - North 2 Ridge Drive to Ray $ 5,333,813 - $ 6,659,813 $ 5,333,813 - $ 6,753,413 Gibbon Drive Hogan Road Widening 3 - Giroux Road to - - $ 4,394,000 - - $ 6,533,800 Villeneuve Road East LeClair Way - Sir Winston Churchill 4 $ 9,349,095 - $ 9,917,095 $ 9,832,750 - $ 10,400,750 Avenue to Ray Gibbon Drive Ray Gibbon Drive (Stage 1) - 137 5 Ave(Edmonton) to $ 30,207,000 $ 8,726,176 $ 38,933,176 $ 30,283,200 $ 8,726,176 $ 39,009,376 Meadowview Drive / McKenney Avenue Campbell Road - From 6 Poirier Ave to $ 2,645,950 - $ 5,054,950 $ 2,645,950 - $ 5,195,350 Poundmaker Road West LeClair Way - City of Edmonton 7 - - $ 12,652,000 - - $ 13,354,000 Limits to Ray Gibbon Drive Ray Gibbon Drive (Stage 2) - 8 Meadowview Drive / $ 15,573,600 $ 3,439,318 $ 19,512,918 $ 16,073,600 $ 3,439,318 $ 20,012,918 McKenney Avenue to Giroux Road Ray Gibbon Drive (Stage 3) - Giroux 9 $ 21,918,866 $ 4,141,771 $ 33,538,072 $ 25,806,700 $ 4,141,771 $ 29,948,472 Road to Villeneuve Road Meadowview Drive - 10 From West City Limits - - $ 16,789,000 - - $ 17,725,000 to Ray Gibbon Drive

th Version 1 – March 10 , 2015 / 8 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015

Cost of Estimated Work Estimated Work Debenture Cost of Debenture Item Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed Giroux Road - West 11 City Limits to Ray $ - $ 16,789,000 $ - $ 17,722,000

Gibbon Drive Villeneuve Road - from 12 West City Limits to Ray $ - $ 6,872,000 $ - $ 8,175,900

Gibbon Drive Northeast Sector Arterial - from Ray 13 $ - $ 5,600,000 $ - $ 5,880,800 Gibbon Drive to Hogan Road Northeast Sector 14 Arterial - from Hogan $ - $ 12,805,000 $ - $ 14,483,300

Road to St. Albert Trail Northeast Sector Arterial - St. Albert Trail 15 $ 1,137,017 $ 11,458,017 $ 4,100,851 $ 14,044,851 to Coal Mine Road (Sturgeon County) Hogan Road - 16 Villeneuve Road to $ 7,526,000 $ - $ 7,947,200

North City Limits Veness Road - From 17 South City Limit to $ 708,048 $ 1,009,150 $ 1,009,150

Boudreau Road Veness Road - From 18 Boudreau Road to $ 2,465,771 $ 2,161,700 $ 2,161,700

Corriveau Avenue Veness Road - From 19 Corriveau Avenue to $ 4,340,274 $ 3,526,945 $ 3,526,945

Poundmaker Road St. Albert Trail - From 20 Villeneuve Road to NE $ 11,258,000 $ 7,317,099 $ 14,574,999

Sector Arterial St. Albert Trail - From 21 NE Sector Arterial to $ 8,606,000 $ - $ 9,167,600

North City Limit Intersection - Hogan 22 $ 715,000 $ - $ - Road @ Giroux Road Intersection - Hogan 23 Road @ Villeneuve $ 715,000 $ - $ -

Road

Intersection - Campbell 24 $ 715,000 $ - $ 715,000 Road @ Poundmaker Road Intersection - Ray 25 Gibbon Drive @ $ 715,000 $ - $ -

Villeneuve Road

th Version 1 – March 10 , 2015 / 9 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015

Cost of Estimated Work Estimated Work Debenture Cost of Debenture Item Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed Intersection - Ray 26 Gibbon Drive @ Giroux $ 715,000 $ - $ -

Road Intersection - Northeast 27 Sector Arterial @ $ - $ -

Hogan Road Intersection - Northeast 28 Sector Arterial @ St. $ 715,000 $ - $ -

Albert Trail Intersection - Northeast Sector Arterial @ Coal 29 $ 715,000 $ - $ - Mine Road (Sturgeon County) Intersection - Veness 30 Road @ Boudreau $ 715,000 $ - $ -

Road Intersection - Veness 31 Road @ Corriveau $ 715,000 $ - $ -

Avenue Intersection - Veness 32 Road @ Poundmaker $ 715,000 $ - $ 715,000

Road Intersection - LeClair 33 Way @ Ray Gibbon $ - $ - $ - $ -

Drive Intersection - Interim 34 137th Avenue @ Ray $ - $ - $ - $ -

Gibbon Drive Intersection Ray 35 Gibbon Drive @ $ - $ - $ - $ -

McKenney Avenue Bellerose Drive - Erin 36 Ridge Road to Coal $ 2,101,350 $ 4,647,270 $ 2,101,350 $ 4,765,424

Mine Road Intersection - Sir Winston Churchill 37 $ - $ - $ - $ - Avenue to LeClair Way / 137 Ave (Edmonton)

Total $ 98,652,585 $16,307,265 $ 263,137,498 $ 120,579,002 $ 16,307,265 $ 269,583,562

*Total Project Costs shown do not include adjustments made for development agreement contributions.

Cost of Completed Work – The cost of completed work (i.e., project expenditures) to 2015 were $120.6 Million. Of this amount, the developer/off-site levy share is $53.9 Million (not including developer agreement contributions).

th Version 1 – March 10 , 2015 / 10 City of St. Albert – 2015 Off-site Levy Rate Update

Table 4: Roads – Project Expenditures

Prior to 2008 2008 2009 2010 2011 2012 2013 2014 Total

Total Expenditure $58,399,900 - $13,038,269 - $17,571,677 $10,702,593 $20,438,728 $ 427,834 $120,579,002

Interim Financing $26,543,455 - $4,119,819 - $4,242,500 $5,199,242 $11,767,016 $ 427,834 $52,299,867

Final Financing

Special $17,260,264 - $3,024,483 - $9,654,955 $2,815,988 Provincial Grant $60,000.00 - $32,815,692 Developer

Agreement $700,400 - $4,517,546 - $16,950 - - - $5,234,896 Contribution

City Financing $13,769,267 - $1,351,158 - $3,657,271 $1,066,689 $ 4,693,049 - $24,537,436

Other

Stakeholder - - - - $ 3,918,663 - - - $3,918,663 Share

Off-site Levy $26,543,455 - $4,145,080 - $4,242,500 $6,819,915 $ 11,767,016 $427,834 $53,945,801

Grants and Contributions – Prior to allocating costs to benefitting parties, Special (“earmarked”) Grants and Developer Agreement Contributions are removed from the Total Project Cost (see table below).

th Version 1 – March 10 , 2015 / 11 City of St. Albert – 2015 Off-site Levy Rate Update

Table 5: Roads – Special Grants and Developer Agreement Contributions

2013 2015

PAC-Off- PAC-Off-sites PAC-Off-sites or PAC-Off-sites or sites or Dev or Dev Dev Agreement Dev Agreement Special Grant Agreement Special Grant Agreement Contributions Contributions Item Project Description (Ear-Marked) Contribution (Ear-Marked) Contributions Received Since Received Since s Received Received Prior 2008 2008 Prior to 2008 to 2008 McKenney Avenue - 1 Morgan Crescent to - - $ 1,512,260 - - $ 1,512,260 Ray Gibbon Drive Giroux Road - North 2 Ridge Drive to Ray - $ 683,000 $ 817,000 - $ 683,000 $ 817,000 Gibbon Drive Hogan Road Widening 3 - Giroux Road to ------Villeneuve Road East LeClair Way - Sir Winston Churchill 4 - - Avenue to Ray Gibbon $ 17,400 $ 2,938,286 $ 17,400 $ 2,938,286 Drive Ray Gibbon Drive (Stage 1) - 137 5 Ave(Edmonton) to - - - - Meadowview Drive / $ 11,379,600 $ 11,379,600 McKenney Avenue Campbell Road - From 6 Poirier Ave to ------Poundmaker Road West LeClair Way - City of Edmonton 7 - - - - Limits to Ray Gibbon - - Drive Ray Gibbon Drive (Stage 2) - 8 Meadowview Drive / - - - - McKenney Avenue to $ 8,675,000 $ 8,675,000 Giroux Road Ray Gibbon Drive (Stage 3) - Giroux 9 - - - - Road to Villeneuve $ 16,725,300 $ 16,725,300 Road Meadowview Drive - 10 From West City Limits - - -

to Ray Gibbon Drive Giroux Road - West 11 City Limits to Ray - - -

Gibbon Drive Villeneuve Road - from 12 West City Limits to Ray - - -

Gibbon Drive Northeast Sector Arterial - from Ray 13 - - - Gibbon Drive to Hogan Road

th Version 1 – March 10 , 2015 / 12 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015

PAC-Off-sites PAC-Off-sites PAC-Off-sites or PAC-Off-sites or or Dev or Dev Special Dev Agreement Dev Agreement Agreement Special Grant Agreement Grant (Ear- Contributions Contributions Item Description Contributions (Ear-Marked) Contributions Marked) Received Since Received Since Received Prior Received Prior 2008 2008 to 2008 to 2008 Northeast Sector 14 Arterial - from Hogan ------Road to St. Albert Trail Northeast Sector Arterial - St. Albert Trail 15 ------to Coal Mine Road (Sturgeon County) Hogan Road - 16 Villeneuve Road to ------North City Limits Veness Road - From 17 South City Limit to ------Boudreau Road Veness Road - From 18 Boudreau Road to ------Corriveau Avenue Veness Road - From 19 Corriveau Avenue to ------Poundmaker Road St. Albert Trail - From 20 Villeneuve Road to NE ------Sector Arterial St. Albert Trail - From 21 NE Sector Arterial to ------North City Limit Intersection - Hogan 22 ------Road @ Giroux Road Intersection - Hogan 23 Road @ Villeneuve ------Road Intersection - Campbell 24 Road @ Poundmaker ------Road Intersection - Ray 25 Gibbon Drive @ $715,000 - - - - - Villeneuve Road Intersection - Ray 26 Gibbon Drive @ Giroux $715,000 - - - - - Road Intersection - Northeast 27 Sector Arterial @ ------Hogan Road Intersection - Northeast 28 Sector Arterial @ St. ------Albert Trail

th Version 1 – March 10 , 2015 / 13 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015

PAC-Off- PAC-Off-sites sites or Dev PAC-Off-sites or PAC-Off-sites or or Dev Agreement Dev Agreement Dev Agreement Special Grant Special Grant Agreement Contributio Contributions Contributions Item Description (Ear-Marked) (Ear-Marked) Contributions ns Received Received Since Received Since Received Prior Prior to 2008 2008 to 2008 2008 Intersection - Northeast Sector Arterial @ Coal 29 ------Mine Road (Sturgeon County) Intersection - Veness 30 Road @ Boudreau ------Road Intersection - Veness 31 Road @ Corriveau ------Avenue Intersection - Veness 32 Road @ Poundmaker ------Road Intersection - LeClair 33 Way @ Ray Gibbon ------Drive Intersection - Interim 34 137th Avenue @ Ray ------Gibbon Drive Intersection Ray 35 Gibbon Drive @ $1,118,000 - - $1,118,000 - - McKenney Avenue Bellerose Drive - 36 Erin Ridge Road to - $2,084,400 - - $2,084,400 - Coal Mine Road Intersection - Sir Winston Churchill 37 Avenue to LeClair ------Way / 137 Ave (Edmonton)

38 PAC East Basin - $797,462 - - $797,462 -

39 PAC West Basin - ($970,440) - - ($970,440) -

Total $ 39,327,900 $2,611,822 $5,267,546 $ 37,897,900 $2,611,822 $5,267,546

*The Special Grant associated with Ray Gibbon Drive reconciles to the most recent project report provided to Council and by Grant approvals approved by Alberta Transportation.

Allocation to Benefiting Parties – The allocation of project costs to benefitting parties for roads infrastructure is as shown in the table below.

th Version 1 – March 10 , 2015 / 14 City of St. Albert – 2015 Off-site Levy Rate Update

Table 6: Roads – Allocations to Benefiting Parties

Future Developer City Share (%) Contribution Item Project Description Share (%) (%)

1 McKenney Avenue - Morgan Crescent to Ray Gibbon Drive 100 2 Giroux Road - North Ridge Drive to Ray Gibbon Drive 100 3 Hogan Road Widening - Giroux Road to Villeneuve Road 100

4 East LeClair Way - Sir Winston Churchill Avenue to Ray Gibbon Drive 100 Ray Gibbon Drive (Stage 1) - 137 Ave(Edmonton) to Meadowview Drive / McKenney 5 50 50 Avenue 6 Campbell Road - From Poirier Ave to Poundmaker Road 100 7 West LeClair Way - City of Edmonton Limits to Ray Gibbon Drive 100

8 Ray Gibbon Drive (Stage 2) - Meadowview Drive / McKenney Avenue to Giroux Road 50 50 9 Ray Gibbon Drive (Stage 3) - Giroux Road to Villeneuve Road 50 50 10 Meadowview Drive - From West City Limits to Ray Gibbon Drive 100 11 Giroux Road - West City Limits to Ray Gibbon Drive 100 12 Villeneuve Road - from West City Limits to Ray Gibbon Drive 100 13 Northeast Sector Arterial - from Ray Gibbon Drive to Hogan Road 100 14 Northeast Sector Arterial - from Hogan Road to St. Albert Trail 100

15 Northeast Sector Arterial - St. Albert Trail to Coal Mine Road (Sturgeon County) 100

16 Hogan Road - Villeneuve Road to North City Limits 100

17 Veness Road - From South City Limit to Boudreau Road 50 50

18 Veness Road - From Boudreau Road to Corriveau Avenue 38.844 61.156

19 Veness Road - From Corriveau Avenue to Poundmaker Road 40.683 59.317

20 St. Albert Trail - From Villeneuve Road to NE Sector Arterial 100

21 St. Albert Trail - From NE Sector Arterial to North City Limit 100

22 Intersection - Hogan Road @ Giroux Road 100

23 Intersection - Hogan Road @ Villeneuve Road 100

24 Intersection - Campbell Road @ Poundmaker Road 100

25 Intersection - Ray Gibbon Drive @ Villeneuve Road 100

26 Intersection - Ray Gibbon Drive @ Giroux Road 100

27 Intersection - Northeast Sector Arterial @ Hogan Road 100

28 Intersection - Northeast Sector Arterial @ St. Albert Trail 100

29 Intersection - Northeast Sector Arterial @ Coal Mine Road (Sturgeon County) 100

30 Intersection - Veness Road @ Boudreau Road 50 50

31 Intersection - Veness Road @ Corriveau Avenue 50 50

32 Intersection - Veness Road @ Poundmaker Road 50 50

33 Intersection - LeClair Way @ Ray Gibbon Drive 100

34 Intersection - Interim 137th Avenue @ Ray Gibbon Drive 100

35 Intersection Ray Gibbon Drive @ McKenney Avenue 100

36 Bellerose Drive - Erin Ridge Road to Coal Mine Road 100

37 Intersection - Sir Winston Churchill Avenue to LeClair Way / 137 Ave (Edmonton) 100

th Version 1 – March 10 , 2015 / 15 City of St. Albert – 2015 Off-site Levy Rate Update

The table below shows the overall allocation of costs to the benefitting parties. The developer (off-site levy) share has increased from $175.9 Million to $187.6 Million.

Table 7: Roads – Infrastructure Cost Allocation To Benefitting Parties

2013 2015

Future Future City Share Developer Share City Share Developer Share Item Project Description Contribution Contribution

McKenney Avenue - 1 Morgan Crescent to - - $ 13,948,834 - - $ 14,248,354 Ray Gibbon Drive Giroux Road - North 2 Ridge Drive to Ray - - $ 5,159,813 - - $ 5,253,413 Gibbon Drive Hogan Road Widening 3 - Giroux Road to - - $ 4,394,000 - - $ 6,533,800 Villeneuve Road East LeClair Way - Sir Winston Churchill 4 - - $ 6,961,409 - - $ 7,445,064 Avenue to Ray Gibbon Drive Ray Gibbon Drive (Stage 1) - 137 5 Ave(Edmonton) to $ 13,776,788 - $ 13,776,788 $ 13,814,888 - $ 13,814,888 Meadowview Drive / McKenney Avenue Campbell Road - From 6 Poirier Ave to - - $ 5,054,950 - - $ 5,195,350 Poundmaker Road West LeClair Way - City of Edmonton 7 - - $ 12,652,000 - - $ 13,354,000 Limits to Ray Gibbon Drive Ray Gibbon Drive (Stage 2) - 8 Meadowview Drive / $ 5,418,959 - $ 5,418,959 $ 5,668,959 - $ 5,668,959 McKenney Avenue to Giroux Road Ray Gibbon Drive (Stage 3) - Giroux 9 $ 8,406,386 - $ 8,406,386 $ 6,611,586 - $ 6,611,586 Road to Villeneuve Road Meadowview Drive - 10 From West City Limits - - $ 16,789,000 - - $ 17,725,000 to Ray Gibbon Drive Giroux Road - West 11 City Limits to Ray - - $16,786,000 - - $ 17,722,000 Gibbon Drive Villeneuve Road - from 12 West City Limits to Ray - - $6,872,000 - - $ 8,175,900 Gibbon Drive Northeast Sector Arterial - from Ray 13 - - $5,600,000 - - $ 5,880,800 Gibbon Drive to Hogan Road

th Version 1 – March 10 , 2015 / 16 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015 Future Future City Share Developer Share City Share Developer Share Item Description Contribution Contribution Northeast Sector 14 Arterial - from Hogan - - $ 12,805,000 - - $ 14,483,300 Road to St. Albert Trail Northeast Sector Arterial - St. Albert Trail 15 - - $ 11,458,017 - - $ 14,044,851 to Coal Mine Road (Sturgeon County) Hogan Road - 16 Villeneuve Road to - - $ 7,526,000 - - $ 7,947,200 North City Limits Veness Road - From 17 South City Limit to $ 354,024 $ 354,024 - $ 504,575 $ 504,575 - Boudreau Road Veness Road - From 18 Boudreau Road to $ 957,800 $ 1,507,972 - $ 839,687 $ 1,322,013 - Corriveau Avenue Veness Road - From 19 Corriveau Avenue to $ 1,765,733 $ 2,574,541 - $ 1,434,851 $ 2,092,094 - Poundmaker Road St. Albert Trail - From 20 Villeneuve Road to NE - - $ 11,258,000 - - $ 14,574,999 Sector Arterial St. Albert Trail - From 21 NE Sector Arterial to - - $ 8,606,000 - - $ 9,167,600 North City Limit Intersection - Hogan 22 - - $ 715,000 - - - Road @ Giroux Road Intersection - Hogan 23 Road @ Villeneuve - - $ 715,000 - - - Road Intersection - Campbell 24 Road @ Poundmaker - - $ 715,000 - - $ 715,000 Road Intersection - Ray 25 Gibbon Drive @ ------Villeneuve Road Intersection - Ray 26 Gibbon Drive @ Giroux ------Road Intersection - Northeast 27 Sector Arterial @ ------Hogan Road Intersection - Northeast 28 Sector Arterial @ St. - - $ 715,000 - - - Albert Trail

th Version 1 – March 10 , 2015 / 17 City of St. Albert – 2015 Off-site Levy Rate Update

2013 2015

Future Future City Share Developer Share City Share Developer Share Item Description Contribution Contribution Intersection - Northeast Sector Arterial @ Coal 29 - - $ 715,000 - - - Mine Road (Sturgeon County) Intersection - Veness 30 Road @ Boudreau $ 357,500 $ 357,500 - - - - Road Intersection - Veness 31 Road @ Corriveau $ 357,500 $ 357,500 - - - - Avenue Intersection - Veness 32 Road @ Poundmaker $ 357,500 $ 357,500 - $ 357,500 $ 357,500 - Road Intersection - LeClair 33 Way @ Ray Gibbon ------Drive Intersection - Interim 34 137th Avenue @ Ray ------Gibbon Drive Intersection Ray 35 Gibbon Drive @ - - ($1,118,000) - - $ (1,118,000) McKenney Avenue Bellerose Drive - $2,562,870 - $ 2,681,024 - - 36 Erin Ridge Road to Coal Mine Road Intersection - Sir Winston Churchill 37 Avenue to LeClair ------Way / 137 Ave (Edmonton)

Total $ 34,315,059 $5,509,036 $175,930,156 $ 31,913,069 $ 4,276,183 $ 187,617,042

th Version 1 – March 10 , 2015 / 18 City of St. Albert – 2015 Off-site Levy Rate Update

Off-site Levy Receipts – $30.4 Million has been collected to date for roads off-site levies as shown in the table below.

Table 8: Roads – Off-site Levy Receipts

Net Area Develop Ref. Date Description ment Transportation # Area (ha.) 8 May-13-10 Erin Ridge 38 - Melcor 3.02 18 July-05-10 North Ridge 20 - Genstar 3.51 $ 422,305.65 15 August-05-10 Erin Ridge 20 - Qualico 2.78 $ 254,058.64 24 August-31-10 North ridge 17A - Genstar 1.49 $ 179,269.35 7 August-11-10 Erin Ridge North Stages 1 & 2 - Landrex 16.611 $ 2,941,043.99 18 December-22-10 North Ridge 22 - Genstar 1.1 24 March-16-11 North Ridge 17B - Genstar 1.17 $ 140,768.55 24 April-11-11 North Ridge 17C - Genstar 2.06 $ 247,848.90 18 July-12-11 North Ridge 24 - Genstar 4.58 $ 570,489.38 25 July-15-11 Lacombe Park 21A - Genstar 1.69 $ 210,508.09 25 September-23-11 Lacombe Park 21B - Genstar 2.58 $ 321,367.38 24 May-16-12 Lacombe Park 19 - Genstar 1.9 $ 236,665.90 24 May-22-12 Northwest Urban Village Centre Stage 2 - Genstar 4.81 $ 599,138.41 15 June-28-12 100 Orchard Court - Sarasota 3.02 $ 208,778.64 18 July-17-12 North Ridge 23A - Genstar 2.803 $ 349,144.48 18 July-17-12 North Ridge 23B - Genstar 2.63 $ 327,595.43 24 August-30-12 Lacombe Park 22A - Genstar 4.82 $ 600,384.02 25 August-30-12 Lacombe Park 22A - Genstar 0.612 $ 76,231.33 31.1 August-30-12 Riverside Stage 8 - Reid World 6.86 $ 854,488.46 18 April-30-13 North Ridge 25A 4.2 $ 523,156.20 3 July-31-12 Erin Ridge 3-6 3.83 $ 649,211.18 6.2 July-31-12 Erin Ridge 3-6 32.85 $ 5,568,304.94 7 July-31-12 Erin Ridge 3-6 3 $ 508,521.00 3 August-02-13 Erin Ridge North 7 0.3 $ 50,682.59 6.2 August-02-13 Erin Ridge North 7 3.84 $ 650,906.88 7 August-02-13 Erin Ridge North 7 7.52 $ 1,275,201.16 24 August-01-13 North Ridge 17D 2.86 $ 358,237.44 3 December-03-13 Erin Ridge North 7 0 -$ 6,435.38 6.2 December-03-13 Erin Ridge North 7 0 -$ 82,648.32 7 December-03-13 Erin Ridge North 7 0 -$ 161,917.53 24 April-24-14 Lacombe Park 22B 2.458 $ 328,425.67 25 April-24-14 Lacombe Park 22B 7.556 $ 1,009,594.94 24 February-03-14 Ville Giroux (prepayment) 0 $ 264,404.00 24 September-29-14 Ville Giroux (remainder) 2.56 $ 77,650.40 25 April-10-14 Lacombe Park 23 1.03 $ 137,623.45 25 July-17-14 Lacombe Park 24 1.98 $ 264,557.70 18 April-10-14 North Ridge 25B 5.12 $ 684,643.26 42 April-18-14 Campbell South 4 (AGLC) 21.1 $ 1,684,462.00 6.1 November-19-14 Jensen Lakes 1 0.15 $ 22,789.54 13 November-19-14 Jensen Lakes 1 10.58 $ 1,565,522.74 14 November-19-14 Jensen Lakes 1 2.08 $ 495,722.24 15 October-15-14 Oakmont 34/35 2.15 $ 163,491.90 6.2 December-09-14 875 St. Albert Trail (Honda Site) 2.21 $ 327,044.64 24 February-25-15 Ville Giroux 6A 0.738 $ 98,607.87 24 February-25-15 Ville Giroux 6B 6.259 $ 849,657.79 18 April-1-2015 North Ridge 25C 0.709 $ 94,733.04 30 April-1-2015 Riverside 2 3.77 $ 503,728.55 31 April-1-2015 Riverside 2 1.76 $ 235,162.40 36 April-1-2015 South Riel 4 2.57 $ 379,735.49 38 April-1-2015 South Riel 4 22.63 $ 3,343,740.91 *Receipts include all off-site levy receipts, update accounts for approved payments that were held escrow during the 2013 update.

th Version 1 – March 10 , 2015 / 19 City of St. Albert – 2015 Off-site Levy Rate Update

Summary – The diagram below shows how the various grants and allocations result in an updated balance of $157.2 Million for roads off-site levies.

Figure 3: Roads – Off-site Levy Balance

=Off-site Less: Levies = Off-site Share Collected Balance $187.6M $30.4M $157.2M

Less: Special Less: =Project =Future Project Costs Grants Agreements Balance Contribution $269.6M $37.9M $7.9M $223.8M $4.3M

=City Share $31.9M

Allocations to Benefiting Areas – Allocation of off-site levy costs for roads infrastructure have been updated, in the 2013 update there were four basins: (1) West basin, (2) East basin, (3) West annexation basin, and (4) North annexation basin. The 2015 update has collapsed the transportation basins allocating all projects over the entire undeveloped lands throughout St. Albert.

Off-site Levy Reserve – Construction staging has been updated with roads projects being constructed over a 35-year period. As shown in the diagram below, at times off-site levy fund balances will not be sufficient to fund road construction. During these times, “front ending” will be required. When the reserve balance is in a positive position, it earns interest at 1.8%. When the reserve balance is negative (i.e., during times when front ending is required), the reserve is charged interest at 3.25%. These rates were amended in 2015 by Finance to reflect current market realities (previously 1.5% and 3% respectively).

(note: This assumes that all receipts collected to date are withdrawn and used to repay front-ending parties).

th Version 1 – March 10 , 2015 / 20 City of St. Albert – 2015 Off-site Levy Rate Update

Figure 4: Roads – Projected Reserve Balances

Transportation Reserve

$10,000,000 $- Reserve $(10,000,000) Balance

$(20,000,000) 2015 2018 2021 2024 2027 2030 2033 2036 2039 2042 2045 2048 2051 2054 2057 2060 2063

$ $ $(30,000,000) $(40,000,000) $(50,000,000) $(60,000,000) Year

Off-site Levy Rates – The table below highlights the roads off-site levy rate in each of the Reference areas.

Table 9: Roads – Off-site Levy Rates

Water Water Water Area Ref. # Infrastructure Infrastructure Infrastructure (A) Levy (C) Area Ref. # (A) Levy (C) Area Ref. # (A) Levy (C) 1.0 $ 149,590 21.0 $ - 37.0 $ 152,579 2.0 $ 149,590 22.0 $ 149,590 38.0 $ 152,579 3.0 $ 149,590 23.0 $ 149,590 39.0 $ 136,234 4.0 $ 149,590 23.1 $ 149,590 40.0 $ - 5.0 $ 149,590 23.2 $ 149,590 41.0 $ - 6.1 $ 149,590 23.3 $ 152,579 42.0 $ 136,234 6.2 $ 149,590 24.0 $ 152,579 7.0 $ 149,590 25.0 $ 152,579 8.0 $ 136,234 26.0 $ 149,590 9.0 $ 149,590 27.0 $ 149,590 10.1 $ 149,590 28.1 $ 149,590 10.2 $ 149,590 28.2 $ 152,579 11.0 $ 149,590 29.0 $ 152,579 12.0 $ 149,590 29.1 $ 152,579 13.0 $ 149,590 29.2 $ - 14.0 $ 149,590 30.0 $ 152,579 15.0 $ 136,234 30.1 $ 152,579 16.0 $ 149,590 31.0 $ 152,579 17.0 $ 149,590 31.1 $ 152,579 17.2 $ - 32.0 $ 149,590 18.0 $ 152,579 33.0 $ 149,590 19.0 $ 149,590 34.0 $ 149,590 20.0 $ 149,590 35.0 $ 152,579 20.2 $ - 36.0 $ 152,579

th Version 1 – March 10 , 2015 / 21 City of St. Albert – 2015 Off-site Levy Rate Update

5 WATER OFF-SITE INFRASTRUCTURE

When Bylaw 30/2013 was updated in 2013 it included 9 water infrastructure projects. An additional 5 projects have been added based on the update completed to the Utility Master Plan (see below).

Figure 5: Water – Off-site Levy Projects

th Version 1 – March 10 , 2015 / 22 City of St. Albert – 2015 Off-site Levy Rate Update

Total Project Cost – The overall cost of projects is comprised of “Cost of Work Completed” plus “Debenture Interest” (if any) plus the “Estimated Cost of Work Yet to Be Completed”. The overall cost of these 14 water infrastructure projects has increased from $95.4 Million to $200 Million (as shown in the table below).

Table 10: Water – Off-site Levy Project Costs

2013 2015 Cost of Estimated Work Estimated Work Debenture Cost of Debenture Project Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed R1 - Southwest Reservoir & - - $ 29,205,000 - - $ 41,906,000 Pumphouse R2 - North Reservoir & - - $ 30,005,000 - - $ 82,486,000 Pumphouse R3 - Lacombe Park Existing $ 10,048,497 - - $ 10,048,497 - - Reservoir & Pumphouse W1 - Oakmont Water $ 4,533,583 - $ 6,371,092 $ 5,738,286 - $ 1,300,000 Supply Main W2 - Oakmont Transmission $ 79,219 - $ 2,480,781 $ 4,937,279 - $ 650,000 Main - Phase 1 W3 - Oakmont Transmission - - $ 2,560,000 $ 54,328 - $ 2,663,633 Main - Phase 2 W4 - South Reservoir Transmission Main - - $5,516,081 - - $ 12,480,000 W5 - South Reservoir River - - $ 1,832,463 - - $ 5,200,000 Crossing Oversizing Pool $62,477 - 2,691,000 $62,477 - $ 2,691,000 W6 - North Fill Line - - - - - $ 16,988,400 W7 - Southwest Reservoir - - - - - $ 561,600 Fill Line W8 - Levasseur Road - - - - - $ 5,616,000 Watermain W9 - Lockhard Drive - - - - - $ 1,248,000 Watermain W10 - Giroux Road West - - - - - $ 5,460,000 Watemain $14,723,777 $80,661,417 $20,840,868 $ 179,250,633

*Total Project Costs shown do not include adjustments made for development agreement contributions.

Cost of Completed Work – The cost of completed work (i.e., project expenditures) to 2015 were $20.8 Million. Of this amount, the developer/off-site levy share is $10.7 Million. As there were not adequate funds in the off-site levy reserve to pay for these projects, nearly all of the developer’s share ($7.03 Million) has been interim financed (i.e., front-ended) by the City of St. Albert (see table below).

th Version 1 – March 10 , 2015 / 23 City of St. Albert – 2015 Off-site Levy Rate Update

Table 11: Water – Project Expenditures

Prior to 2008 2009 2010 2011 2012 2013 2014 Total 2008 Total $10,048,497 $4,471,661 $19,148 $42,774 $81,942 $59,755 $6,062,763 $20,786,540 Expenditure Interim $3,745,084 $2,235,830.50 $9,574 $21,387 $61,457 ($2,042) $4,547,072 $10,618,362 Financing Final Financing

Special Provincial $3,071,813 0 $0 0 $0 $0 $0.00 0 $3,071,813 Grant Developer Agreement $0 0 $0 0 $0 0 0 0 $0 Contribution City $3,231,600 $2,235,830.50 $9,574 $21,387 $20,486 ($681) $0 $1,515,690.8 $7,033,887 Financing Other Stakeholder 0 0 0 0 0 0 $0 0 $0 Share Off-site Levy $3,745,084 $2,235,830.50 $9,574 $21,387 $61,457 $60,435 $0 $4,547,072 $10,680,840

*The negative interim financing (credit) amount in 2012 stems from a correction made from the previous year.

th Version 1 – March 10 , 2015 / 24 City of St. Albert – 2015 Off-site Levy Rate Update

Table 12: Water – Special Grants and Developer Agreement Contributions

2013 2015 Developer Developer Developer Developer Special Agreement Agreement Special Provincial Agreement Agreement Project Description Provincial Contribution Contribution Grant Contribution Contribution Grant Pending Received Pending Received R1 - Southwest Reservoir & ------Pumphouse R2 - North Reservoir & ------Pumphouse R3 - Lacombe Park Existing $ 3,071,812 - - $ 3,071,812 - - Reservoir & Pumphouse W1 - Oakmont Water ------Supply Main W2 - Oakmont Transmission ------Main - Phase 1 W3 - Oakmont Transmission ------Main - Phase 2 W4 - South Reservoir Transmission Main ------W5 - South Reservoir River ------Crossing Oversizing Pool ------W6 - North Fill Line ------W7 - Southwest Reservoir ------Fill Line W8 - Levasseur Road ------Watermain W9 - Lockhard Drive ------Watermain W10 - Giroux Road West ------Watemain $ 3,071,812 $ 3,071,812

th Version 1 – March 10 , 2015 / 25 City of St. Albert – 2015 Off-site Levy Rate Update

Allocation to Benefiting Parties – The allocation of project costs to benefitting parties for water infrastructure has not changed and is equally allocated to one water basin throughout the City of St. Albert.

Table 13: Water – Allocations to Benefiting Parties

Development Share (Off-Site Project Description City Share (%) Future Contribution (%) Levy) (%) R1 - Southwest Reservoir & Pumphouse 29 71 R2 - North Reservoir & Pumphouse 47 53 R3 - Lacombe Park Existing Reservoir & 46.32 53 Pumphouse W1 - Oakmont Water Supply Main 50 50 W2 - Oakmont Transmission Main - Phase 1 25 75 W3 - Oakmont Transmission Main - Phase 2 25 75 W4 - South Reservoir Transmission Main 25 75 W5 - South Reservoir River Crossing 25 75 Oversizing Pool 100 W6 - North Fill Line 100 W7 - Southwest Reservoir Fill Line 29 71 W8 - Levasseur Road Watermain 25 75 W9 - Lockhard Drive Watermain 25 75 W10 - Giroux Road West Watemain 25 75

The table below shows the overall allocation of costs to the benefitting parties. The developer (off-site levy) share has increased from $67.0 Million to $129.6Million, as a result of updated construction costs and the addition of new projects.

th Version 1 – March 10 , 2015 / 26 City of St. Albert – 2015 Off-site Levy Rate Update

Table 14: Water – Cost Allocation To Benefitting Parties

2013 2015 Development Future Development Share Future Project Description City Share City Share Share (Off-Site Contribution (Off-Site Levy) Contribution Levy) R1 - Southwest Reservoir & - - $ 29,205,000 $ - $ 12,152,740 $ 29,753,260 Pumphouse R2 - North Reservoir & - $13,502,250 $ 16,502,750 $ - $ 38,768,420 $ 43,717,580 Pumphouse R3 - Lacombe Park Existing $ 3,231,601 - $ 3,745,085 $ 3,231,601 $ - $ 3,745,085 Reservoir & Pumphouse W1 - Oakmont Water Supply $ 5,452, 338 - $ 5,452,338 $ 3,519,143 $ - $ 3,519,143 Main W2 - Oakmont Transmission $ 640,000 - $ 1,920,000 $ 1,396,820 $ - $ 4,190,460 Main - Phase 1 W3 - Oakmont Transmission $ 640,000 - $ 1,920,000 $ 665,908 $ - $ 1,997,724 Main - Phase 2 W4 - South Reservoir $ 1,379,020 - $ 4,137,060 $ 3,120,000 $ - $ 9,360,000 Transmission Main W5 - South Reservoir River $ 458,116 - $ 1,374,348 $ 1,300,000 $ - $ 3,900,000 Crossing Oversizing Pool - - $ 2,753,477 $ - $ - $ 2,753,477 W6 - North Fill Line - - - $ - $ - $ 16,988,400 W7 - Southwest Reservoir Fill - - - $ - $ 162,864 $ 398,736 Line W8 - Levasseur Road - - - $ 1,404,000 $ - $ 4,212,000 Watermain W9 - Lockhard Drive Watermain - - - $ 312,000 $ - $ 936,000 W10 - Giroux Road West - - - $ 1,365,000 $ - $ 4,095,000 Watemain Total $ 3,071,812 $13,502,250 $ 67,010,058 $ 16,314,471 $ 51,084,024 $ 129,566,865

*Developer Share does not include credits for development agreement contributions or off-site levies collected.

Off-site Levy Receipts – $ 11.3 Million has been collected to date for water off-site levies as shown in the table below.

th Version 1 – March 10 , 2015 / 27 City of St. Albert – 2015 Off-site Levy Rate Update

Table 15: Water – Off-site Levy Receipts

Net Area Develop Ref. Date Description ment Water # Area (ha.) 8 May-13-10 Erin Ridge 38 - Melcor 3.02 $ 168,929.74 18 July-05-10 North Ridge 20 - Genstar 3.51 $ 196,338.87 15 August-05-10 Erin Ridge 20 - Qualico 2.78 $ 155,504.86 24 August-31-10 North ridge 17A - Genstar 1.49 $ 83,346.13 7 August-11-10 Erin Ridge North Stages 1 & 2 - Landrex 16.611 $ 1,036,941.68 18 December-22-10 North Ridge 22 - Genstar 1.1 $ 61,530.70 24 March-16-11 North Ridge 17B - Genstar 1.17 $ 65,446.29 24 April-11-11 North Ridge 17C - Genstar 2.06 $ 115,230.22 18 July-12-11 North Ridge 24 - Genstar 4.58 $ 192,868.38 25 July-15-11 Lacombe Park 21A - Genstar 1.69 $ 71,167.59 25 September-23-11 Lacombe Park 21B - Genstar 2.58 $ 108,646.38 24 May-16-12 Lacombe Park 19 - Genstar 1.9 $ 80,010.90 24 May-22-12 Northwest Urban Village Centre Stage 2 - Genstar 4.81 $ 202,553.91 15 June-28-12 100 Orchard Court - Sarasota 3.02 $ 127,175.22 18 July-17-12 North Ridge 23A - Genstar 2.803 $ 118,037.13 18 July-17-12 North Ridge 23B - Genstar 2.63 $ 110,751.93 24 August-30-12 Lacombe Park 22A - Genstar 4.82 $ 202,975.02 25 August-30-12 Lacombe Park 22A - Genstar 0.612 $ 25,771.93 31.1 August-30-12 Riverside Stage 8 - Reid World 6.86 $ 288,881.46 18 April-30-13 North Ridge 25A 4.2 $ 176,866.20 3 July-31-12 Erin Ridge 3-6 3.83 $ 14,612.73 6.2 July-31-12 Erin Ridge 3-6 32.85 $ 187,668.48 7 July-31-12 Erin Ridge 3-6 3 $ 367,664.06 3 August-02-13 Erin Ridge North 7 0.3 $ 121,111.24 6.2 August-02-13 Erin Ridge North 7 3.84 $ 1,712.67 7 August-02-13 Erin Ridge North 7 7.52 $ 21,995.52 24 August-01-13 North Ridge 17D 2.86 $ 43,091.74 3 December-03-13 Erin Ridge North 7 0 $ 119,188.42 6.2 December-03-13 Erin Ridge North 7 0 $ 366,390.44 7 December-03-13 Erin Ridge North 7 0 24 April-24-14 Lacombe Park 22B 2.458 $ 124,134.40 25 April-24-14 Lacombe Park 22B 7.556 $ 49,944.70 24 February-03-14 Ville Giroux (prepayment) 0 $ 96,010.20 24 September-29-14 Ville Giroux (remainder) 2.56 $ 248,462.76 25 April-10-14 Lacombe Park 23 1.03 $ 1,071,629.00 25 July-17-14 Lacombe Park 24 1.98 $ 8,408.40 18 April-10-14 North Ridge 25B 5.12 $ 577,613.40 42 April-18-14 Campbell South 4 (AGLC) 21.1 $ 307,806.72 6.1 November-19-14 Jensen Lakes 1 0.15 $ 104,011.05 13 November-19-14 Jensen Lakes 1 10.58 $ 120,666.00 14 November-19-14 Jensen Lakes 1 2.08 $ 35,785.62 15 October-15-14 Oakmont 34/35 2.15 $ 308,347.91 6.2 December-09-14 875 St. Albert Trail (Honda Site) 2.21 $ 34,379.41 24 February-25-15 Ville Giroux 6A 0.738 $ 182,807.30 24 February-25-15 Ville Giroux 6B 6.259 $ 85,342.40 18 April-1-2015 North Ridge 25C 0.709 $ 124,619.30 30 April-1-2015 Riverside 2 3.77 $ 1,097,328.70 31 April-1-2015 Riverside 2 1.76 $ 187,179.76 36 April-1-2015 South Riel 4 2.57 $ 1,605,445.20 38 April-1-2015 South Riel 4 22.63 $ 146,616.00 *Receipts include all off-site levy receipts, update accounts for approved payments that were held escrow during the 2013 update.

th Version 1 – March 10 , 2015 / 28 City of St. Albert – 2015 Off-site Levy Rate Update

Summary – The diagram below shows how the various grants and allocations result in an updated balance of $118.3 Million for water off-site levies.

Figure 6: Water – Off-site Levy Balance

=Off-site Less: Levies = Off-site Share Collected Balance $129.6M $11.3M $118.3M

Project Costs Less: Special Less: =Project =Future Grants Agreements Balance Contribution $200.0M $3.1M $0 $196.9M $51.1M

=City Share $16.3M

Allocations to Benefiting Areas – Allocation of off-site levy costs for water infrastructure have been updated. Within the 2013 update there were 2 water “basins”: (1) Pre-annexation areas, and (2) Annexation areas. The 2015 update has collapsed the water basin allocating all projects over the entire undeveloped area throughout St. Albert.

Off-site Levy Reserve – Construction staging has been updated with water projects being constructed over a 35-year period. As shown in the diagram below, at times off-site levy fund balances will not be sufficient to fund water construction. During these times, “front ending” will be required. When the reserve balance is in a positive position, it earns interest at 1.8%. When the reserve balance is negative (i.e., during times when front ending is required), the reserve is charged interest at 3.25%. These rates were amended in 2015 by Finance to reflect current market realities (previously 1.5% and 3% respectively).

(note: This assumes that all collected receipts to date is withdrawn and used to repay front- ending parties).

th Version 1 – March 10 , 2015 / 29 City of St. Albert – 2015 Off-site Levy Rate Update

Figure 7: Water – Reserve Balance

Water Reserve

$20,000,000 Reserve Balance $10,000,000

$(10,000,000) 2015 2019 2023 2027 2031 2035 2039 2043 2047 2051 2055 2059 2063 $ $ $(20,000,000)

$(30,000,000)

$(40,000,000)

$(50,000,000) Year

Off-site Levy Rates – The Off-site Levy water rates throughout the City of St. Albert is $87,735/ha.

th Version 1 – March 10 , 2015 / 30 City of St. Albert – 2015 Off-site Levy Rate Update

6 SANITARY OFF-SITE INFRASTRUCTURE

When Bylaw 30/2013 was updated in 2013 it included 13 sanitary infrastructure projects. The projects have been updated with the addition of one project providing services to the developable lands within the City of St. Albert.

Figure 8: Sanitary – Off-site Levy Projects

th Version 1 – March 10 , 2015 / 31 City of St. Albert – 2015 Off-site Levy Rate Update

Total Project Cost – The overall cost of projects is comprised of “Cost of Work Completed” plus “Debenture Interest” (if any) plus the “Estimated Cost of Work Yet To Be Completed”. The overall cost of the sanitary infrastructure projects has increased from $81.1 Million to $100.4 Million (as shown in the table below).

Table 16: Sanitary – Off-site Levy Project Costs

2013 2015 Cost of Estimated Work Estimated Work Debenture Cost of Debenture Project Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed S1 - North Annexation Trunk $ 1,084,369 - $ 10,497,831 $ 5,070,935 - $ 8,135,920 - Phase 1 L1 - North East Lift Station - - $ 5,200,000 - - $ 19,500,000 F1 - North East Forcemain $ 150,000 - $ 13,150,000 $ 150,000 - $ 13,000,000 LF1 - South West Lift ------Station & Forcemain LF2 - South East Lift Station ------& Forcemain LF3 - North West Lift Station ------& Forcemain S2 - Phase 1 - North $10,452,590 - $10,452,590 $10,452,590 - - Interceptor S3 - Phase 2b - North - - $ 5,803,067 - - $ 11,583,000 Interceptor S4 - Phase 3 North - - $ 12,406,557 - - $ 25,465,190 Interceptor L2 - Riel Lift Station - $ 2,488,768 - $ 2,588,768 $ 2,488,768 - - Rebuild S5 - Oakmont Sewer - - $ 812,906 $ 1,786,577 - - Oversizing S6 - North Annexation Trunk - - $2,191,515 - - - Phase 2 S7 - North Annexation Trunk - - $3,900,000 - - - Phase 3 L3 - NE lift Station 2 - - - - - $ 2,800,000 $14,175,715 $66,903,232 $19,948,869 $ 80,484,110

Cost of Completed Work – The cost of completed work (i.e., project expenditures) to 2015 was $19.9 Million. Of this amount, the developer/off-site levy share is $5.5 Million (not including developer agreement contributions).

th Version 1 – March 10 , 2015 / 32 City of St. Albert – 2015 Off-site Levy Rate Update

Table 18: Sanitary – Project Expenditures

Prior to 2008 2008 2009 2010 2011 2012 2013 2014 Total

Total $ 10,452,590 - $277,610 $1,941,068 $1,181,841 $322,607 $3,986,576 $1,786,577 $19,948,869 Expenditure Interim - - $138,805 $ 970,534 $130,365 $93,180 $2,354,303 $1,786,577 $5,473,763 Financing Final Financing

Special Provincial $ 6,474,250 ------$6,474,250 Grant Developer Agreement $ 3,978,340 ------$3,978,340 Contribution City - - $138,805 $970,534 $130,365 $4,680 - - $1,244,384 Financing Other Stakeholder - - - - $921,111 $224,748 $1,632,274 - $2,778,132 Share

Off-site Levy - - $138,805 $ 970,534 $130,365 $93,180 $2,354,303 $1,786,577 $5,473,763

Table 19: Sanitary – Special Grants and Developer Agreement Contributions

LF1 - South West Lift Station & Forcemain ------LF2 - South East Lift Station & Forcemain ------LF3 - North West Lift Station & Forcemain ------S2 - Phase 1 - North Interceptor $ 6,474,250 $ 3,978,340 - $ 6,474,250 - $ 3,978,340 S3 - Phase 2b - North Interceptor ------S4 - Phase 3 North Interceptor - $ 329,664 - - - $ 329,664 L2 - Riel Lift Station - Rebuild ------S5 - Oakmont Sewer Oversizing ------S6 - North Annexation Trunk Phase 2 ------S7 - North Annexation Trunk Phase 3 ------L3 - NE lift Station 2 ------$ 6,474,250 $4,308,004 $ 6,474,250 $4,308,004

th Version 1 – March 10 , 2015 / 33 City of St. Albert – 2015 Off-site Levy Rate Update

Allocation to Benefiting Parties – The allocation of project costs to benefitting parties for sanitary infrastructure have been updated to reflect the technical servicing information provided in the Utility Master Plan Update approved in 2014.

Table 20: Sanitary – Benefitting Parties

Development Share (Off-Site Project Description City Share (%) Future Contribution (%) Levy) (%) S1 - North Annexation Trunk - Phase 1 100 L1 - North East Lift Station 84 16 F1 - North East Forcemain 84 16 LF1 - South West Lift Station & Forcemain 100 LF2 - South East Lift Station & Forcemain 100 LF3 - North West Lift Station & Forcemain 80 20 S2 - Phase 1 - North Interceptor 100 S3 - Phase 2b - North Interceptor 100 S4 - Phase 3 North Interceptor 38 62 L2 - Riel Lift Station - Rebuild 50 50 S5 - Oakmont Sewer Oversizing 100 S6 - North Annexation Trunk Phase 2 84 16 S7 - North Annexation Trunk Phase 3 41 59 L3 - NE lift Station 2 41 59

The table below shows the overall allocation of costs to the benefitting parties. The developer (off-site levy) share has increased from $39.9 Million to $50.2 Million.

Table 21: Sanitary – Cost Allocation To Benefitting Parties

2013 2015 Developer Future Future Developer Share Project Description City Share Share (Off-site City Share Contribution Contribution (Off-site Levy) Levy) S1 - North Annexation Trunk - Phase 1 - $ 4,304,111 $ 6,193,720 - - $ 13,206,855 L1 - North East Lift Station - $ 2, 132,000 $ 3,068,000 - $ 16,380,000 $ 3,120,000 F1 - North East Forcemain - $ 5,391,500 $7,758,000 - $ 11,046,000 $ 2,104,000 LF1 - South West Lift Station & Forcemain ------LF2 - South East Lift Station & Forcemain ------LF3 - North West Lift Station & Forcemain ------S2 - Phase 1 - North Interceptor ------S3 - Phase 2b - North Interceptor - - $5,803,067 - - $ 11,583,000 S4 - Phase 3 North Interceptor - - $ 12,076,893 - $9,551,500 $ 15,584,026 L2 - Riel Lift Station - Rebuild $ 1,244,384 - $ 1,244,384 $1,244,384 - $ 1,244,384 S5 - Oakmont Sewer Oversizing $ 609,680 - $ 203,227 - - $ 1,786,577 S6 - North Annexation Trunk Phase 2 - $ 898,521 $ 1,292,994 - - - S7 - North Annexation Trunk Phase 3 - $ 1,599,000 $ 2,301,000 - - - L3 - NE lift Station 2 - - - - $ 1,148,000 $ 1,652,000 $ 1,854,063 $14,325,132 $ 39,941,783 $1,244,384 $ 38,125,500 $50,280,842

Developer Share does not include credits for off-site levies collected.

Off-site Levy Receipts – $5.3 Million has been collected to date for sanitary off-site levies as shown in the table below.

th Version 1 – March 10 , 2015 / 34 City of St. Albert – 2015 Off-site Levy Rate Update

Table 22: Sanitary – Off-site Levy Receipts

Net Area Develop Ref. Date Description ment Sanitary # Area (ha.) 8 May-13-10 Erin Ridge 38 - Melcor 3.02 $ 1,739.52 18 July-05-10 North Ridge 20 - Genstar 3.51 $ 147,883.32 15 August-05-10 Erin Ridge 20 - Qualico 2.78 $ 1,601.28 24 August-31-10 North ridge 17A - Genstar 1.49 $ 62,776.68 7 August-11-10 Erin Ridge North Stages 1 & 2 - Landrex 16.611 $ 496,436.35 18 December-22-10 North Ridge 22 - Genstar 1.1 $ 46,345.20 24 March-16-11 North Ridge 17B - Genstar 1.17 $ 49,294.44 24 April-11-11 North Ridge 17C - Genstar 2.06 $ 86,791.92 18 July-12-11 North Ridge 24 - Genstar 4.58 $ 127,795.74 25 July-15-11 Lacombe Park 21A - Genstar 1.69 $ 47,156.07 25 September-23-11 Lacombe Park 21B - Genstar 2.58 $ 71,989.74 24 May-16-12 Lacombe Park 19 - Genstar 1.9 $ 53,015.70 24 May-22-12 Northwest Urban Village Centre Stage 2 - Genstar 4.81 $ 134,213.43 15 June-28-12 100 Orchard Court - Sarasota 3.02 $ 1,189.88 18 July-17-12 North Ridge 23A - Genstar 2.803 $ 78,212.11 18 July-17-12 North Ridge 23B - Genstar 2.63 $ 73,384.89 24 August-30-12 Lacombe Park 22A - Genstar 4.82 $ 134,492.46 25 August-30-12 Lacombe Park 22A - Genstar 0.612 $ 17,076.64 31.1 August-30-12 Riverside Stage 8 - Reid World 6.86 $ 191,414.58 18 April-30-13 North Ridge 25A 4.2 $ 117,192.60 3 July-31-12 Erin Ridge 3-6 3.83 $ 6,702.68 6.2 July-31-12 Erin Ridge 3-6 32.85 $ 86,081.28 7 July-31-12 Erin Ridge 3-6 3 $ 168,643.09 3 August-02-13 Erin Ridge North 7 0.3 $ 80,249.02 6.2 August-02-13 Erin Ridge North 7 3.84 $ 2,640.47 7 August-02-13 Erin Ridge North 7 7.52 $ 33,911.04 24 August-01-13 North Ridge 17D 2.86 $ 66,435.61 3 December-03-13 Erin Ridge North 7 0 $ 60,550.36 6.2 December-03-13 Erin Ridge North 7 0 $ 186,132.51 7 December-03-13 Erin Ridge North 7 0 24 April-24-14 Lacombe Park 22B 2.458 $ 63,063.04 25 April-24-14 Lacombe Park 22B 7.556 $ 25,373.02 24 February-03-14 Ville Giroux (prepayment) 0 $ 48,778.32 24 September-29-14 Ville Giroux (remainder) 2.56 $ 126,224.62 25 April-10-14 Lacombe Park 23 1.03 25 July-17-14 Lacombe Park 24 1.98 $ 4,812.19 18 April-10-14 North Ridge 25B 5.12 $ 378,135.78 42 April-18-14 Campbell South 4 (AGLC) 21.1 $ 113,568.00 6.1 November-19-14 Jensen Lakes 1 0.15 $ 755.04 13 November-19-14 Jensen Lakes 1 10.58 $ 69,058.08 14 November-19-14 Jensen Lakes 1 2.08 $ 18,179.89 15 October-15-14 Oakmont 34/35 2.15 $ 156,647.61 6.2 December-09-14 875 St. Albert Trail (Honda Site) 2.21 $ 17,465.51 24 February-25-15 Ville Giroux 6A 0.738 $ 92,870.18 24 February-25-15 Ville Giroux 6B 6.259 $ 43,355.84 18 April-1-2015 North Ridge 25C 0.709 $ 65,933.35 30 April-1-2015 Riverside 2 3.77 $ 580,572.65 31 April-1-2015 Riverside 2 1.76 $ 85,857.11 36 April-1-2015 South Riel 4 2.57 $ 736,398.45 38 April-1-2015 South Riel 4 22.63 $ 67,251.00

*Receipts include all off-site levy receipts, update accounts for approved payments that were held escrow during the 2013 update.

th Version 1 – March 10 , 2015 / 35 City of St. Albert – 2015 Off-site Levy Rate Update

Summary – The diagram below shows how the various grants and allocations result in an updated balance of $44.9 Million for sanitary off-site levies.

Figure 9: Sanitary – Off-site Levy Balance

=Off-site Less: Levies = Off-site Share Collected Balance $50.2M $5.3M $44.9M

Project Costs Less: Special Less: =Project =Future Grants Agreements Balance Contribution $100.4M $6.5M $4.3 $89.6M $38.1M

=City Share $1.2M

Allocations to Benefiting Areas – Allocation of off-site levy costs for sanitary infrastructure have been updated to reflect servicing schematic proposed in the Utility Master Plan update approved in 2014.

Off-site Levy Reserve – Construction staging has been updated with sanitary projects being constructed over a 35-year period. As shown in the diagram below, at times off-site levy fund balances will not be sufficient to fund sanitary construction. During these times, “front ending” will be required. When the reserve balance is in a positive position, it earns interest at 1.8%. When the reserve balance is negative (i.e., during times when front ending is required), the reserve is charged interest at 3.25%. These rates were amended in 2015 by Finance to reflect current market realities (previously 1.5% and 3% respectively).

(note: This assumes that all collected receipts to date is withdrawn and used to repay front- ending parties).

Figure 10: Sanitary – Reserve Balance

th Version 1 – March 10 , 2015 / 36 City of St. Albert – 2015 Off-site Levy Rate Update

Sanitary Reserve

$(5,000,000)

2015 2019 2023 2027 2031 2035 2039 2043 2047 2051 2055 2059 2063 Reserve Balance $(10,000,000)

$ $ $(15,000,000)

$(20,000,000)

$(25,000,000)

$(30,000,000) Year

Off-site Levy Rates – The table below highlights the sanitary off-site levy rate in each of the basins.

th Version 1 – March 10 , 2015 / 37 City of St. Albert – 2015 Off-site Levy Rate Update

Table 23: Sanitary – Off-site Levy Rates

Sanitary Sanitary Sanitary Area Ref. # Infrastructure Infrastructure Infrastructure (A) Levy (D) Area Ref. # (A) Levy (D) Area Ref. # (A) Levy (D) 1.0 $ 62,786 21.0 $ - 37.0 $ 29,018 2.0 $ 62,786 22.0 $ 35,599 38.0 $ 29,018 3.0 $ 65,973 23.0 $ 35,599 39.0 $ 18,289 4.0 $ 48,970 23.1 $ 35,599 40.0 $ - 5.0 $ 48,970 23.2 $ 35,599 41.0 $ - 6.1 $ 48,970 23.3 $ 35,599 42.0 $ 18,289 6.2 $ 16,172 24.0 $ 35,599 7.0 $ 12,985 25.0 $ 35,599 8.0 $ - 26.0 $ 35,599 9.0 $ 35,599 27.0 $ 35,599 10.1 $ 35,599 28.1 $ 35,599 10.2 $ 35,599 28.2 $ 35,599 11.0 $ 35,446 29.0 $ 35,599 12.0 $ 48,970 29.1 $ 35,599 13.0 $ 65,295 29.2 $ - 14.0 $ 48,970 30.0 $ 35,599 15.0 $ - 30.1 $ 35,599 16.0 $ 35,599 31.0 $ 35,599 17.0 $ 35,599 31.1 $ 35,599 17.2 $ - 32.0 $ 35,599 18.0 $ 35,599 33.0 $ 35,599 19.0 $ 35,599 34.0 $ - 20.0 $ 35,599 35.0 $ 29,018 20.2 $ - 36.0 $ 29,018

th Version 1 – March 10 , 2015 / 38 City of St. Albert – 2015 Off-site Levy Rate Update

7 STORM WATER OFF-SITE INFRASTRUCTURE

When Bylaw 30/2013 was updated in 2013 it included 12 storm water infrastructure projects. There are now an additional 2 projects totally 14 projects to service developed lands throughout the City of St. Albert.

Figure 11: Storm Water – Off-site Levy Projects

th Version 1 – March 10 , 2015 / 39 City of St. Albert – 2015 Off-site Levy Rate Update

Total Project Cost – The overall cost of projects is comprised of “Cost of Work Completed” plus “Debenture Interest” (if any) plus the “Estimated Cost of Work Yet to Be Completed”. The overall cost estimate of the 4 original storm water project has increased from $48.0 Million to $83.8 Million (as shown in the table below).

Table 24: Storm Water – Off-site Levy Project Costs

2013 2015

Cost of Estimated Work Estimated Work Debenture Cost of Debenture Project Description Completed Yet to be Yet to be Interest Completed Work Interest Work Completed Completed Northwest Area Storm Trunk Outfall (Carrot Creek Outfall - - $ 5,268,978 - - $ 13,866,450 North of Villenuve) Northwest Area Storm Trunk Outfall (Carrot Creek Outfall - - $ 2,049,047 - - $ 19,874,400 Giroux to Villenuve) Northwest Area Storm Trunk Outfall (Carrot Creek Outfall - - $ 7,933,517 - - $ 22,561,500 McKinney to Giroux) Northwest Area Storm Trunk Outfall (Carrot Creek Outfall - - $ 12,059,268 - - $ 7,484,100 McKinney South) NE Area Storm - Trunk - - $ 5,681,000 - - $ 6,078,670 Sewer and Outfall NE Area Storm - Pond 1 and Coal Mine Road Trunk - - $ 1,725,000 $ 1,248,097 - - Sewer NE Area Storm - Everitt - - $1,345,500 - - - Drive Storm Sewer Phase 1 NE Area Storm - Everitt - - $ 1,794,000 - - $ 1,919,580 Drive Storm Sewer Phase 2 NE Area Storm - St Albert - - $ 448,500 - - - Trail Storm Sewer NE Area Storm - Lift Station and Trunk Between Ponds 2 - - $ 7,475,000 - - $ 7,998,250 and 3 NE Area Storm - Storm Sewer Between Ponds 3 - - $ 1,794,000 - - $ 1,919,580 and 4 NE Area Storm - Storm Sewer Between Ponds 4 - - $478,400 - - $ 511,888 and 5 Oakmont Storm Sewer - - - $ 368,407 - - Oversizing $48,052,210 $ 1,616,504 - $ 82,214,418

Cost of Completed Work – There were no project expenditures during the reporting period.

th Version 1 – March 10 , 2015 / 40 City of St. Albert – 2015 Off-site Levy Rate Update

Table 25: Storm Water – Special Grants and Developer Agreement Contributions

2013 2015 Developer Developer Developer Developer Special Special Agreement Agreement Agreement Agreement Project Description Provincial Provincial Contribution Contribution Contribution Contribution Grant Grant Pending Received Pending Received Northwest Area Storm Trunk Outfall ------(Carrot Creek Outfall North of Villenuve) Northwest Area Storm Trunk Outfall ------(Carrot Creek Outfall Giroux to Villenuve) Northwest Area Storm Trunk Outfall ------(Carrot Creek Outfall McKinney to Giroux) Northwest Area Storm Trunk Outfall ------(Carrot Creek Outfall McKinney South) NE Area Storm - Trunk Sewer and Outfall ------NE Area Storm - Pond 1 and Coal Mine ------Road Trunk Sewer NE Area Storm - Everitt Drive Storm ------Sewer Phase 1 NE Area Storm - Everitt Drive Storm ------Sewer Phase 2 NE Area Storm - St Albert Trail Storm ------Sewer NE Area Storm - Lift Station and Trunk ------Between Ponds 2 and 3 NE Area Storm - Storm Sewer Between ------Ponds 3 and 4 NE Area Storm - Storm Sewer Between ------Ponds 4 and 5 Oakmont Storm Sewer Oversizing ------

Allocation to Benefiting Parties – The allocation of project costs to benefitting parties for storm water infrastructure has been updated to reflect the servicing schematic within the Utility Master Plan approved in 2014.

Table 26: Storm Water – Benefitting Parties

Future Development City Share Project Description Contribution Share (Off-Site (%) (%) Levy) (%) Northwest Area Storm Trunk Outfall (Carrot Creek Outfall North of Villenuve) 89 11

Northwest Area Storm Trunk Outfall (Carrot Creek Outfall Giroux to Villenuve) 82 18

Northwest Area Storm Trunk Outfall (Carrot Creek Outfall McKinney to Giroux) 76 24

Northwest Area Storm Trunk Outfall (Carrot Creek Outfall McKinney South) 76 24

NE Area Storm - Trunk Sewer and Outfall 49 51

NE Area Storm - Pond 1 and Coal Mine Road Trunk Sewer 49 51

NE Area Storm - Everitt Drive Storm Sewer Phase 1 49 51

NE Area Storm - Everitt Drive Storm Sewer Phase 2 49 51

NE Area Storm - St Albert Trail Storm Sewer 49 51

NE Area Storm - Lift Station and Trunk Between Ponds 2 and 3 49 51

NE Area Storm - Storm Sewer Between Ponds 3 and 4 49 51

NE Area Storm - Storm Sewer Between Ponds 4 and 5 49 51

Oakmont Storm Sewer Oversizing 49 51

th Version 1 – March 10 , 2015 / 41 City of St. Albert – 2015 Off-site Levy Rate Update

The table below shows the overall allocation of costs to the benefitting parties. The developer (off-site levy) share has increased from $20.7 Million to $22.7 Million.

Table 27: Storm Water – Cost Allocation To Benefitting Parties

2013 2015 Developer Future Developer Share Future Project Description City Share City Share Share (Off-site Contribution (Off-site Levy) Contribution Levy) Northwest Area Storm Trunk Outfall (Carrot - $ 3,635,595 $ 1,633,383 - $12,341,141 $ 1,525,310 Creek Outfall North of Villenuve) Northwest Area Storm Trunk Outfall (Carrot - $ 1,413,842 $ 635,205 - $16,297,008 $ 3,577,392 Creek Outfall Giroux to Villenuve) Northwest Area Storm Trunk Outfall (Carrot - $ 5,474,126 $2,459,390 - $17,146,740 $ 5,414,760 Creek Outfall McKinney to Giroux) Northwest Area Storm Trunk Outfall (Carrot - $8,320,895 $3,738,373 - $5,687,916 $ 1,796,184 Creek Outfall McKinney South) NE Area Storm - Trunk Sewer and Outfall - $2,329,210 $3,351,790 - $2,978,548 $ 3,100,122 NE Area Storm - Pond 1 and Coal Mine Road - $707,250 $1,017,750 - $611,568 $ 636,529 Trunk Sewer NE Area Storm - Everitt Drive Storm Sewer - $551,655 $793,845 - - - Phase 1 NE Area Storm - Everitt Drive Storm Sewer - $ 735,540 $1,058,460 - $940,594 $ 978,986 Phase 2 NE Area Storm - St Albert Trail Storm Sewer - $183,885 $ 264,615 - - - NE Area Storm - Lift Station and Trunk - $3,064,750 $ 4,410,250 - $3,919,143 $ 4,079,108 Between Ponds 2 and 3 NE Area Storm - Storm Sewer Between - $735,540 $ 1,058,460 - $ $940,594 $ 978,986 Ponds 3 and 4 NE Area Storm - Storm Sewer Between - $ 196,144 $ 282,256 - $250,825 $ 261,063 Ponds 4 and 5 Oakmont Storm Sewer Oversizing - - - - - $ 368,407 L3 - NE lift Station 2 - - - - $12,341,141 $ 1,525,310 $27,348,433 $ 20,703,777 $ 61,114,076 $22,716,846

Off-site Levy Receipts – $1.5 Million has been collected to date for storm off-site levies as shown in the table below.

th Version 1 – March 10 , 2015 / 42 City of St. Albert – 2015 Off-site Levy Rate Update

Table 28: Storm Water – Off-site Levy Receipts

Net Area Develop Ref. Date Description ment Sanitary # Area (ha.) 8 May-13-10 Erin Ridge 38 - Melcor 3.02 18 July-05-10 North Ridge 20 - Genstar 3.51 15 August-05-10 Erin Ridge 20 - Qualico 2.78 24 August-31-10 North ridge 17A - Genstar 1.49 7 August-11-10 Erin Ridge North Stages 1 & 2 - Landrex 16.611 18 December-22-10 North Ridge 22 - Genstar 1.1 24 March-16-11 North Ridge 17B - Genstar 1.17 24 April-11-11 North Ridge 17C - Genstar 2.06 18 July-12-11 North Ridge 24 - Genstar 4.58 25 July-15-11 Lacombe Park 21A - Genstar 1.69 25 September-23-11 Lacombe Park 21B - Genstar 2.58 24 May-16-12 Lacombe Park 19 - Genstar 1.9 24 May-22-12 Northwest Urban Village Centre Stage 2 - Genstar 4.81 15 June-28-12 100 Orchard Court - Sarasota 3.02 18 July-17-12 North Ridge 23A - Genstar 2.803 18 July-17-12 North Ridge 23B - Genstar 2.63 24 August-30-12 Lacombe Park 22A - Genstar 4.82 25 August-30-12 Lacombe Park 22A - Genstar 0.612 31.1 August-30-12 Riverside Stage 8 - Reid World 6.86 18 April-30-13 North Ridge 25A 4.2 3 July-31-12 Erin Ridge 3-6 3.83 $ 8,053.27 6.2 July-31-12 Erin Ridge 3-6 32.85 $ 103,426.56 7 July-31-12 Erin Ridge 3-6 3 $ 202,624.48 3 August-02-13 Erin Ridge North 7 0.3 6.2 August-02-13 Erin Ridge North 7 3.84 $ 301.39 7 August-02-13 Erin Ridge North 7 7.52 $ 3,870.72 24 August-01-13 North Ridge 17D 2.86 $ 7,583.18 3 December-03-13 Erin Ridge North 7 0 6.2 December-03-13 Erin Ridge North 7 0 7 December-03-13 Erin Ridge North 7 0 24 April-24-14 Lacombe Park 22B 2.458 25 April-24-14 Lacombe Park 22B 7.556 24 February-03-14 Ville Giroux (prepayment) 0 24 September-29-14 Ville Giroux (remainder) 2.56 25 April-10-14 Lacombe Park 23 1.03 25 July-17-14 Lacombe Park 24 1.98 $ 4,303.07 18 April-10-14 North Ridge 25B 5.12 42 April-18-14 Campbell South 4 (AGLC) 21.1 $ 74,347.52 6.1 November-19-14 Jensen Lakes 1 0.15 13 November-19-14 Jensen Lakes 1 10.58 $ 61,751.82 14 November-19-14 Jensen Lakes 1 2.08 15 October-15-14 Oakmont 34/35 2.15 6.2 December-09-14 875 St. Albert Trail (Honda Site) 2.21 24 February-25-15 Ville Giroux 6A 0.738 24 February-25-15 Ville Giroux 6B 6.259 18 DA in progress North Ridge 25C 0.709 30 DA in progress Riverside 2 3.77 31 DA in progress Riverside 2 1.76 $ 103,157.22 36 DA in progress South Riel 4 2.57 $ 884,781.90 38 DA in progress South Riel 4 22.63 $ 80,802.00 *Receipts include all off-site levy receipts, update accounts for approved payments that were held escrow during the 2013 update.

Summary – The diagram below shows how the various grants and allocations result in an updated balance of $21.2 Million for storm water off-site levies.

th Version 1 – March 10 , 2015 / 43 City of St. Albert – 2015 Off-site Levy Rate Update

Figure 12: Storm Water – Off-site Levy Balance

=Off-site Less: Levies = Off-site Share Collected Balance $22.7M $1.5 M $21.2M

Project Costs Less: Special Less: =Project =Future Grants Agreements Balance Contribution $83.8M $0 $0 $83.8M $61.1M

=City Share $0

Off-site Levy Reserve – Construction staging has been updated with sanitary projects being constructed over a 35-year period. As shown in the diagram below, at times off-site levy fund balances will not be sufficient to fund storm water construction. During these times, “front ending” will be required. When the reserve balance is in a positive position, it earns interest at 1.8%. When the reserve balance is negative (i.e., during times when front ending is required), the reserve is charged interest at 3.25%. These rates were amended in 2015 by Finance to reflect current market realities (previously 1.5% and 3% respectively).

note: This assumes that all collected receipts to date is withdrawn and used to repay front- ending parties).

Figure 13: Storm Water – Reserve Balance

Storm Reserve

$5,000,000

$(5,000,000) Reserve 2015 2019 2023 2027 2031 2035 2039 2043 2047 2051 2055 2059 2063 Balance $ $ $(10,000,000)

$(15,000,000)

$(20,000,000) Year

th Version 1 – March 10 , 2015 / 44 City of St. Albert – 2015 Off-site Levy Rate Update

Off-site Levy Rates – The table below highlights the storm water off-site levy rate in each of the basins.

Table 29: Storm Water – Off-site Levy Rates

Storm Water Storm Water Storm Water Area Ref. # Infrastructure Infrastructure Infrastructure (A) Levy (E) Area Ref. # (A) Levy (E) Area Ref. # (A) Levy (E) 1.0 $ 52,756 21.0 $ - 37.0 $ - 2.0 $ 52,756 22.0 $ 31,122 38.0 $ - 3.0 $ 52,756 23.0 $ 31,122 39.0 $ - 4.0 $ 52,756 23.1 $ 15,913 40.0 $ - 5.0 $ - 23.2 $ 15,913 41.0 $ - 6.1 $ 25,471 23.3 $ - 42.0 $ - 6.2 $ 65,695 24.0 $ - 7.0 $ 25,471 25.0 $ - 8.0 $ - 26.0 $ 15,913 9.0 $ 42,127 27.0 $ 15,913 10.1 $ 42,127 28.1 $ 15,913 10.2 $ 42,127 28.2 $ - 11.0 $ 42,127 29.0 $ - 12.0 $ - 29.1 $ - 13.0 $ - 29.2 $ - 14.0 $ - 30.0 $ - 15.0 $ - 30.1 $ - 16.0 $ 42,127 31.0 $ - 17.0 $ 42,127 31.1 $ - 17.2 $ - 32.0 $ - 18.0 $ - 33.0 $ - 19.0 $ 31,122 34.0 $ - 20.0 $ 31,122 35.0 $ - 20.2 $ - 36.0 $ -

th Version 1 – March 10 , 2015 / 45 City of St. Albert – 2015 Off-site Levy Rate Update

8 SUMMARY OF RATES The following table shows how rates have changed in each of the 42 development areas. On average, rates have increased ~$65,000 per ha. Table 30: Summary – Off-site Levy Rates Roadway Water Sanitary Storm Area Ref. # Infrastructure Infrastructure Infrastructure Infrastructure (A) Levy (B) Levy (C) Levy (D) Levy (E) Total (F) 1.0 $ 149,590 $ 87,735 $ 62,786 $ 52,756 $ 352,866 2.0 $ 149,590 $ 87,735 $ 62,786 $ 52,756 $ 352,866 3.0 $ 149,590 $ 87,735 $ 65,973 $ 52,756 $ 356,053 4.0 $ 149,590 $ 87,735 $ 48,970 $ 52,756 $ 339,050 5.0 $ 149,590 $ 87,735 $ 48,970 $ - $ 286,294 6.1 $ 149,590 $ 87,735 $ 48,970 $ 25,471 $ 311,765 6.2 $ 149,590 $ 87,735 $ 16,172 $ 65,695 $ 319,192 7.0 $ 149,590 $ 87,735 $ 12,985 $ 25,471 $ 275,780 8.0 $ 136,234 $ 87,735 $ - $ - $ 223,969 9.0 $ 149,590 $ 87,735 $ 35,599 $ 42,127 $ 315,051 10.1 $ 149,590 $ 87,735 $ 35,599 $ 42,127 $ 315,051 10.2 $ 149,590 $ 87,735 $ 35,599 $ 42,127 $ 315,051 11.0 $ 149,590 $ 87,735 $ 35,446 $ 42,127 $ 314,898 12.0 $ 149,590 $ 87,735 $ 48,970 $ - $ 286,294 13.0 $ 149,590 $ 87,735 $ 65,295 $ - $ 302,619 14.0 $ 149,590 $ 87,735 $ 48,970 $ - $ 286,294 15.0 $ 136,234 $ 87,735 $ - $ - $ 223,969 16.0 $ 149,590 $ 87,735 $ 35,599 $ 42,127 $ 315,051 17.0 $ 149,590 $ 87,735 $ 35,599 $ 42,127 $ 315,051 17.2 $ - $ - $ - $ - $ - 18.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 19.0 $ 149,590 $ 87,735 $ 35,599 $ 31,122 $ 304,046 20.0 $ 149,590 $ 87,735 $ 35,599 $ 31,122 $ 304,046 20.2 $ - $ - $ - $ - $ - 21.0 $ - $ - $ - $ - $ - 22.0 $ 149,590 $ 87,735 $ 35,599 $ 31,122 $ 304,046 23.0 $ 149,590 $ 87,735 $ 35,599 $ 31,122 $ 304,046 23.1 $ 149,590 $ 87,735 $ 35,599 $ 15,913 $ 288,836 23.2 $ 149,590 $ 87,735 $ 35,599 $ 15,913 $ 288,836 23.3 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 24.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 25.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 26.0 $ 149,590 $ 87,735 $ 35,599 $ 15,913 $ 288,836 27.0 $ 149,590 $ 87,735 $ 35,599 $ 15,913 $ 288,836 28.1 $ 149,590 $ 87,735 $ 35,599 $ 15,913 $ 288,836 28.2 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 29.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 29.1 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 29.2 $ - $ - $ - $ - $ - 30.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 30.1 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 31.0 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 31.1 $ 152,579 $ 87,735 $ 35,599 $ - $ 275,912 32.0 $ 149,590 $ 87,735 $ 35,599 $ - $ 272,923 33.0 $ 149,590 $ 87,735 $ 35,599 $ - $ 272,923 34.0 $ 149,590 $ 87,735 $ - $ - $ 237,325 35.0 $ 152,579 $ 87,735 $ 29,018 $ - $ 269,331 36.0 $ 152,579 $ 87,735 $ 29,018 $ - $ 269,331 37.0 $ 152,579 $ 87,735 $ 29,018 $ - $ 269,331 38.0 $ 152,579 $ 87,735 $ 29,018 $ - $ 269,331 39.0 $ 136,234 $ 87,735 $ 18,289 $ - $ 242,257 40.0 $ - $ - $ - $ - $ - 41.0 $ - $ - $ - $ - $ - 42.0 $ 136,234 $ 87,735 $ 18,289 $ - $ 242,257

th Version 1 – March 10 , 2015 / 46 City of St. Albert – 2015 Off-site Levy Rate Update

th Version 1 – March 10 , 2015 / 47 2016 OSL CAPITAL PROJECTS ATTACHMENT 5

City Future OSL Category Project Name 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total OSL Portion Contribution Roads ENGS-015 Meadowview Drive Rebuild 177,250 1,595,250 1,772,500 100% ENGS-023 Bellerose Drive (Twinning) Oakmont to City Limits 266,407 2,397,666 2,664,073 100% ENGS-025 Fowler Way 8,300,000 22,007,550 30,307,550 100% ENGS-033 Sir Winston Churchill Avenue Twinning from Sturgeon to City Limits 230,000 2,070,000 2,300,000 100% ENGS-036 Giroux Road Twinning to Ray Gibbon Drive 141,960 1,277,640 1,419,600 100% ENGS-037 Giroux Road Extension to West City Limits 3,189,906 7,443,240 10,633,146 100% ENGS-NEW1 Campbell Road Extension to Poundmaker 665,700 665,700 100% ENGS-NEW2 McKenney Avenue Twinning to Ray Gibbon Drive 537,472 4,837,248 5,374,720 100% Roads Total 8,477,250 23,869,207 5,587,572 7,585,200 2,045,112 6,907,248 665,700 55,137,289 800% Storm STORM-012 NW Area Storm Trunk – From North of Villeneuve Road to the Outfall in Big Lake 6,378,645 57,407,805 63,786,450 19% 81% STORM-021 NE Area Storm – Lift Station and Trunk Sewer between ponds 2 and 3 799,825 7,198,425 7,998,250 51% 49% STORM-022 NE Area Storm – Erin Ridge Between Ponds 3 and 4 191,958 1,727,622 1,919,580 51% 49% STORM - NEW1 Carrot Creek Drainage Master Plan - Watershed Study 200,000 200,000 100% STORM - NEW2 NE Area Storm – Outfall into Sturgeon River 607,867 5,470,803 6,078,670 51% 49% Storm Total 200,000 6,378,645 59,007,455 14,396,850 79,982,950 172% 100% 228% Wastewater WASWT-011 NE Area Lift Station and Forcemain 3,265,000 29,385,000 32,650,000 16% 84% WASWT-017 North Interceptor Sanitary Trunk Line (Project 9) 24,000,000 24,000,000 62% 38% WASWT-019 North Interceptor Sanitary Trunk Line Phase 1 (Project 8) 1,158,300 10,424,700 11,583,000 62% 38% WASWT- NEW1 NE Area Sanitary Lift Station 2 286,000 2,574,000 2,860,000 59% 41% Wastewater Total 24,000,000 1,444,300 16,263,700 29,385,000 71,093,000 199% 201% Water WATER-009 North Reservoir and Pumphouse 8,248,600 74,237,400 82,486,000 53% 47% WATER-012 South Reservoir and Pumphouse 4,190,600 37,715,400 41,906,000 71% 29% WATER-013 South Reservoir River Crossing Transmission Main 521,300 4,691,700 5,213,000 75% 25% WATER- NEW1 Giroux Road West Water Transmission Main 547,365 4,926,285 5,473,650 75% 25% WATER- NEW2 Levasseur Road Water Transmission 563,004 5,067,036 5,630,040 75% 25% WATER- NEW3 Lockhart Drive Water Transmission Main 125,112 1,126,008 1,251,120 75% 25% WATER-NEW4 South Reservoir Fill Line 156,160 1,405,440 1,561,600 71% 29% WATER-NEW5 South Reservoir Transmission Main 1,251,120 11,260,080 12,511,200 75% 25% Water Total 5,597,880 50,380,920 8,248,600 74,237,400 521,300 5,927,181 11,119,329 156,032,610 570% 125% 105% TOTAL OSL CAPITAL PROJECTS 24,200,000 13,420,825 134,129,325 75,899,657 79,824,972 8,106,500 7,972,293 18,026,577 665,700 362,245,849 17 2 5 CITY COUNCIL AGENDA REPORT

Subject: PHASE 3 NORTH INTERCEPTOR – CONSTRUCTION AND FUNDING OPTIONS

Recommendation(s)

1. That the Phase 3 North Interceptor – Construction and Funding Options agenda report, dated December 14, 2015 be received as information.

2. That further consideration of the matter of construction and funding options for the Phase 3 North Interceptor be postponed until the Council Strategic Planning Meeting on January 8, 2016.

Council Direction

On December 15, 2014, Council passed the following resolution:

(C577-2014) Whereas the City of St. Albert is committed to responsible, sustainable and financially sound principles for residential and non residential development; and,

Whereas the Phase 3 North Interceptor is a vitally important growth utility project that will facilitate the continued growth of population and jobs in the city over the next 20 years;

That, in ensuring that the City is working in partnership with the benefiting land developers in building this infrastructure, the City Manager is directed to prepare a business proposal for the design phase, including funding options, and report to Council by February 2015 and to prepare a business proposal for the construction phase, including funding options, and report to Council by December 2015.

Background and Discussion

Engineering

The Phase 3 North Interceptor Trunk Line (Project 9), is a sanitary off-site trunk line required to support growth within the City. The project is identified within the Utility Master Plan (UMP) and supports the overall growth in a sustainable manner.

City Council Agenda December 14, 2015 / Page 1 File No.: 602-11 This project represents the continuation of the North Interceptor Trunk Line connecting to the ACRWC Lift Station. The project has been included in the off- site levy program and will function in parallel to the South Interceptor Trunk line.

Throughout the City there is a substantial land area that ultimately benefits from the commissioning of the North Interceptor Trunk Line, as shown in the below figure. Including a number of approved area structure plans (e.g. Riverside, Range Road 260, DARP, Grandin Mall Redevelopment, South Riel) as well as some key areas that may provide a diversification of land uses upon further planning projects.

On February 23, 2015 Council approved the design components of Project 9, led by Administration. This was awarded to a qualified engineering consultant, through the request for proposal process, and the preliminary design has been occurring through 2015.

During the preliminary design, a substantial effort was put into the data collection and preliminary modeling. This information was necessary to determine if the hydraulic designed system could function using parallel siphons to cross the river or if a lift station would be required to support the depths and flows (which was originally projected based on the available topographic drop and distance). Based on the comprehensive modeling that the technical engineers have completed, the project team will be moving forward without a lift station relying on fluid hydraulics

City Council Agenda December 14, 2015 / Page 2 File No.: 602-11

for a functioning siphon system to convey both deep utility crossings and the river crossing. Finalized preliminary modeling is still being finalized to optimize the pipe size to support the overall growth and service area. Upon the completion of the preliminary design and during further refinement during detailed design, cost estimates will be compiled from industry experts who are actively completing similar size and scope of projects such as Project 9. This will provide Administration with a more accurate assessment of the funding requirements during construction.

Sanitary collection systems are comprised of a number of infrastructure types. Local collector lines are located within neighborhoods and service the localized community. These collection lines then connect to the trunk conveyance lines that move at higher flows generated over a larger group of areas. Finally larger trunk lines designed with limited flow rates and larger storage capabilities support the fluctuating flow rates prevalent during a 24 hour cycle.

The synergy between the South Interceptor Trunk Line (SIT) and the North Interceptor Trunk Line (NIT) is such that the SIT is designed with maximum conveyance, and NIT is designed with storage and a set restricted outflow rate. This functionality is consistent with the agreed Level of Service that the City has with the ACRWC. There will be connecting lines between the SIT and the NIT to allow SIT to have an optimized conveyance pattern and NIT to provide storage and a maximum outflow rate of 600L/s into the connection at the ACRWC Lift Station, as outlined within the UMP. The technical engineering optimizing the design allows for a constant flow output from the NIT, but provides the necessary storage for flows exceeding these values and the peak wet weather flow that affect a wastewater collection system. By allowing the constant slow movement of wastewater through the NIT both sedimentation (prevalent within holding tanks) and the generation of gases that occur when these fluids experience sudden changes in movement affecting the turbulence of the fluid can be mitigated.

The preliminary design is scheduled to be completed by end of December 2015, consistent with the original timeline provided by the consultant. Detailed design will commence in January 2016. This will include the creation of design drawing and unique construction specifications as well as the detailed design modeling, consultation and overall design finalization. The project is tentatively scheduled to be in a position to tender in June 2016.

Without having a construction timeline submitted by a successful contractor a finalized construction timeline is predictive. Efficiencies could be implemented by a contractor by having two machines working concurrently, but a tentative timeline for construction could be estimated to be approximately 18 months.

Financial

Before examining the various options for funding Project 9, it is important to understand the financial repercussions of not initiating this infrastructure project.

City Council Agenda December 14, 2015 / Page 3 File No.: 602-11

Council has been made aware of the fact that several large undeveloped areas are dependent on the service of the Project 9 infrastructure before development can take place. These areas will provide significant property tax revenue to the City to support service levels in the future.

Based on estimated assessment data and related taxation information, along with a current projection of development in these areas, full build out of these lands would result in annual tax revenues of $43 million. Full build out will take as much as 40 years but these lands will begin providing revenue right away provided Project 9 is initiated. Tax receipts will increase each year as development continues. The following chart shows the estimated tax revenues for the undeveloped lands to be serviced by Project 9.

The taxation projections shown here have not been indexed for inflation but are compelling enough in their own right to indicate that a failure to proceed with Project 9 would result in significant foregone revenues for the City. Indexing would only increase these amounts. It should be noted that bringing new developments into the City will also result in significant costs associated with servicing these lands but it helps to underline the scope of the financial opportunities of the development lands related to Project 9.

Funding Options:

Administration has examined a number of potential funding options available for this project. The sheer scope and cost of this project make it difficult to achieve this objective without incurring some financial challenges. Consequently, some of these options are simply not adequate but are presented to provide a more complete picture of the issue that the City faces. The funding options have been analyzed from the standpoint of achieving two main objectives; meeting the funding needs in a timely manner while minimizing the financial impact on the City’s current and planned operating and capital budgets. This is a difficult task. Conceptually the project has been modeled assuming a construction cost of $40M, this value is

City Council Agenda December 14, 2015 / Page 4 File No.: 602-11 conceptual and finalized modeling based on the optimized funding option would be required when detailed cost estimates were available in 2016.

Option 1: Developer led funding

This option depends on one or more developers stepping forward to undertake the funding to complete the infrastructure project. Given the current projected cost of $40 million to complete this project this is not a realistic alternative. It is highly unlikely that any developer would take on the risk of funding a project of this size. Some conversations with developers have confirmed this. The result would likely be that the project is not initiated and development of the dependent land areas would be suspended indefinitely, with the consequent loss of future taxation revenues associated with the areas.

Option 2: City funded

This option assumes the City raises the funds through taxation revenues. The amount of money involved makes this a very difficult option to sell to residents and businesses in the City. Based on the 2015 budget a 1% tax increase would represent about $900 thousand in additional revenue. Even taking ten years to raise the money would mean a tax increase of well over 4% for each of those years. During that time period more than $70 million of projected tax revenue would be lost. Raising the money in a shorter period like 5 years would still result in several million dollars of lost taxation revenue but more importantly, would require a tax increase of more than 11% for those years. For obvious reasons this is not a realistic solution and it does not support a growth pays for growth philosophy.

Option 3: The City borrows internally

This option calls for the City to borrow from existing reserves to fund Project 9. In fact, the City’s forecasted reserves balance for the end of 2015 is $78 million but each of these reserves are in place to support existing operating and capital needs. The following is a list of some of the City’s reserves and their titles help to indicate their purposes.

• Operating o Stabilization o Growth stabilization o Operating programs o Risk management o Traffic Enforcement o LRT/BRT o Children’s Festival o RCMP o Safety Enhancement o Election and Census

City Council Agenda December 14, 2015 / Page 5 File No.: 602-11

• Capital o Internal Financing o Major Recreation Lands and Facilities o Offsite Levy Recoveries o Lifecycle o Municipal Land and Facilities o Capital Fund • Utilities • Outside Agencies

Any solution involving the use of these funds would have to include a strategy for timely repayment because operations and capital asset management depend on the funds in these reserves. The recovery of the funds could be through tax increases (similar to Option #2) or from another source like future offsite levy recoveries.

Option 4: The City borrows externally and services the debt through the Capital Funding Formula

The City would issue debentures to fund Project 9. Funds for the project would be available immediately, ensuring that land development is not delayed. Debt servicing costs would be handled through the Capital Funding Formula. It would be necessary to increase the base tax allocation to the Capital Funding Formula or funding for currently planned capital requirements would be impacted. Two debenture scenarios have been investigated which produce the following debt service requirements.

City Council Agenda December 14, 2015 / Page 6 File No.: 602-11

Each would involve a significant impact on tax rates for an extended period of time. Assuming that Project 9 required two or three years to complete, debentures could be staggered over that time to add a small amount of relief from debt servicing costs at the beginning and end of the debenture term.

Option 5: The City borrows externally and services the debt using the Offsite Levy Recovery Fund (OLRF) and future Offsite Levy recoveries

This option is similar to Option 4 but the debt servicing costs would be paid using money from the Offsite Levy Recovery Fund and future Offsite Levy recoveries. The Offsite Levy Recovery Fund is a repository for amounts the City has front- ended for offsite levy projects and subsequently been repaid for. Under this scenario, debt servicing costs would be paid using amounts available in this fund and Offsite Levy recoveries in future years. The OLRF increases as front-ended funds are repaid to the City.

The success of this strategy depends on enough money coming in from future Offsite Levy recoveries over the term of the debentures to offset the annual payment of debt servicing costs. The OLRF currently has a balance of approximately $21.7 million that would act as a financial buffer in the first several years of the debenture term. As the initial $21.7 million is used in the early years to pay debt costs, more Offsite Levy recoveries would be received when the Offsite

City Council Agenda December 14, 2015 / Page 7 File No.: 602-11

Levy program is reconciled each year. This would enable the continued payments of debt servicing costs.

The following diagram is a visual representation of this strategy.

Using the best information currently available for forecasted development and projected Offsite Levy recoveries, we have prepared simulations for a $40 million debenture with a 20 year term and a 30 year term. In the simulations the available balance of funds remains positive throughout both the 20 and 30 year terms.

The following chart graphically represents the balance of the Offsite levy Recovery Fund throughout the 20 and 30 year terms of the debt scenarios. The important point is that at no time during either of these debt terms does the balance of the fund fall into a deficit position.

City Council Agenda December 14, 2015 / Page 8 File No.: 602-11

There are two assumptions affecting the amount of additional money added to the balance of funds available for servicing debt costs.

The only funds the City is eligible to recover relates to its pro-rata share of the levies collected during the year for projects that the City had previously front- ended.

The second assumption relates to the number of parties that have front-ended off- site levy infrastructure projects. Right now the City is the only front-ending party with outstanding amounts owing. That is expected to change as early as 2016. Therefore the City will no longer have exclusive access to the amount of Offsite Levies collected in future years. To address this assumption in the simulations, Administration has assumed that only a portion of any Offsite Levy fees collected in the future will be available to fund debt servicing costs. In the first year of the simulation, the portion made available to the City will be set at 95% to reflect the fact the vast majority of funds owing to front-ending claimants is owed to the City. That percentage will decrease by 5% each year to recognize the expected addition of new front-ending claimants and stabilize at 65%. This restriction will not apply to the opening balance of $21.7 million in the OLRF.

The benefits of the preceding solution include the following:

• No impact on the Capital Funding Formula and property taxes unless the forecasts change and the balance of the OLRF falls into a deficit position • Funding would be available immediately so Project 9 could commence right away and there would be no delay in the development of land areas serviced by Project 9 allowing future tax revenues to start immediately after developed lands are occupied.

As with all of our solutions there are also risks:

City Council Agenda December 14, 2015 / Page 9 File No.: 602-11

• For the term of the loan, none of the funds in the OLRF are available for other projects • This strategy is very dependent on the currently projected pace of development. If this changes in any significant way the receipt of future Offsite Levy recoveries will also change and could put this strategy at risk.

Other Options:

1. What hasn’t been discussed so far is the possibility of using more than one of the preceding options to achieve the funding goal. Administration has not attempted to model this because of the number of possibilities but a combination of more than one option is a possible solution.

2. A third party has been identified, and submitted a letter of intent, that may be able to work with the City in front ending the project. This entity is a well- established large internationally based corporation, which has experience in the Utility sector. Further due diligence will need to done in order to determine the viability of this option in relation to the City’s Front ending model and the entities business model.

Stakeholder Communications or Engagement

• Utilities, Engineering and Finance have collaborated to provide a variation of funding options for Council’s consideration and have contributed jointly to the backgrounder above.

Implications of Recommendation(s)

a) Financial: • The ultimate funding option selected by Council will have a financial implication, no matter which. The current Administrative recommendation has no immediate financial implication. Once Council determines a preferred funding option, Administration will provide a full report, with financial implications, once the funding amount is finalized.

b) Legal / Risk: • None at this time

c) Program or Service: • None at this Time d) Organizational: • None at this time

City Council Agenda December 14, 2015 / Page 10 File No.: 602-11

Alternatives and Implications Considered

Many funding alternatives and implications are outlined within the Agenda Report. The recommendation provides an opportunity to Council to consider these alternatives, ask questions, discuss and, at a later time, provide direction on which funding option to pursue.

If Council prefers and is prepared to proceed with directing a specific funding option, an alternative recommendation would be:

• That Administration prepare a report on the funding implications and required updates to policies and bylaws on Funding Option [N], as outlined in the Agenda Report entitled “Phase 3 North Interceptor – Construction & Funding Options “, by February 1, 2016.

This is the main recommendation that will be presented at the Council Strategic Planning Meeting held January 7 and 8, 2016.

Strategic Connections a) Council’s Strategic Outcomes and Priorities (See Policy C-CG-02) • CULTIVATE ECONOMIC PROSPERITY: A diversified, robust and resilient economic foundation to support growth and community service delivery. • CULTIVATE EXCELLENCE IN GOVERNMENT: A responsive, accountable government that delivers value to the community. • CULTIVATE SUSTAINABLE INFRASTRUCTURE AND SERVICES: A growing community that has balanced development and management of civic facilities, transportation networks and related services. b) Long Term Plans (e.g. MDP, Social Master Plan, Cultural Master Plan, etc.) • Municipal Development Plan • Utility Master Plan • Area Structure Plans and Redevelopment Plans c) Corporate Objectives (See Corporate Business Plan) • Deliver programs and services that meet or exceed our standards • Exercise strong fiscal management d) Council Policies • C-P&E-08 Off-Site Levy Framework • C-FS-01 Financial Reserves • C-FS-05 Budget and Taxation Guiding Principles • C-FS-14 utility Fiscal Policy e) Other Plans or Initiatives (Business Plans, Implementation Strategies, etc.) • N/A

City Council Agenda December 14, 2015 / Page 11 File No.: 602-11

Attachment(s)

N/A

Originating Department(s): Planning & Engineering Author(s): Gilles Prefontaine, Chief Community Development Officer General Manager Approval: Gilles Prefontaine, Chief Community Development Officer

City Manager Signature: Date:

City Council Agenda December 14, 2015 / Page 12 File No.: 602-11

Growth Infrastructure

Front-Ending, Financial Modelling, and Project 9

December 14, 2015

Presented by: Finance & Engineering Overview • Project 9 status update • Off-Site Levy Background • Front-ending off-site infrastructure • Funding Options • Recommendations

2 North Interceptor Trunk Line (Project 9)

• ASPs approved that are supported by the North Interceptor • Riverside • Range Road 260 • South Riel • Ville Giroux • DARP • Grandin Mall Redevelopment • Additional Lands • Employment Lands • North West parcels

3 North Interceptor Trunk Line (Project 9)

Status Update

Detailed Preliminary Design Tendering Construction Design

Workshops/Internal Consultation Workshops Internal/External Consultation Internal/External Consultation and Communication

Today

4 North Interceptor Trunk Line (Project 9)

Design Overview • Type of construction • Micro-tunnelling – Shaft Construction – Tunnelling • Parameters • Functioning of the pipe

5 North Interceptor Trunk Line (Project 9)

6 Off-Site Infrastructure

What qualifies as off-site infrastructure? • Described within the Off-Site Levy Bylaw – Planned for through master planning documents (which go through a consultation phase prior to final presentation to Council) Off-site levy rates • Rates are established based on the estimated cost to construct the infrastructure & when development is anticipated

Off-Site Levy Framework Growth Infrastructure Background • “….a council may by bylaw….provide for the imposition and payment of a levy….to be used only to pay for all or part of the capital cost of any or all of the following: • New or expanded water, storm, and sanitary sewage facilities, roads including land….”(Municipal Government Act – 648) • Offsite levies are allocated based on the principle of benefitting parties

8 City’s Role in Front-Ending

• Strategic front-ending of growth infrastructure to support the Community’s strategic goals • Diversified tax base

Cumulative Taxation Years Amounts 2016 - 2020 $ 8,520,544 2016 - 2025 $ 72,040,832 2016 - 2030 $ 192,678,284 2016 - 2035 $ 353,327,144

9 Project 9 Funding Options

Option 1: Developer led funding • Depends on a developer stepping forward to fund the project • Given the estimated $40 million cost this is unlikely • Conversations with developers confirm this • The likely result is an indefinite delay in the project and a halt in the development of affected areas

Project 9 Funding Options Option 2: City funded

• City raises funds through property tax revenues • Would take time to raise the money • Significant property tax implications

Potential Loss of Time to Property Tax Raise Approximate Tax Revenue Money Increase (%) ($Millions) 10 years 4.4% $72M 4 years 11.1% $8.5M

11 Project 9 Funding Options

Option 3: City borrows internally

• The City would borrow from existing reserves to fund project • Reserves support operating and capital needs • Option would require a timely repayment strategy

12 Project 9 Funding Options

Option 3: City borrows internally • Benefits • Funds would be available immediately • No delays on project or land development

• Costs / Risks • A timely repayment strategy would be required • Repayment strategy could impact tax rate • Could be complicated to manage because borrowing $40 million means many reserves would be affected

Project 9 Funding Options

Option 4: City borrows externally and services debt through Capital Funding Formula • Benefits • Funds would be available immediately • Land development would not be delayed • Costs / Risks • Debt repayment would have to be funded – Tax rate impact or an impact on capital planning if debt repayment is absorbed into CFF without increasing it

Project 9 Funding Options

Option 5: City borrows externally and services debt using the Offsite Levy Recovery Fund (OLRF) and future Off-Site Levy recoveries

• Uncommitted balance of $21.7 million in OLRF • Future receipts of off-site levies will supplement this balance • These funds must offset the debt servicing costs for the debenture(s) required to initiate the project

Project 9 Funding Options

• Option 5

16 Project 9 Funding Options

• Option 5

17 Project 9 Funding Options

• Option 5 • Benefits • Funds would be available immediately • Land development would not be delayed • No impact on property taxes

• Costs / Risks • Dependent on the currently projected pace of development • OLRF funds not available for other uses

18 Project 9 Funding Options

• Other Options:

1. Some combination of the previous options is a legitimate alternative

2. A third party that may be able to work with the City in front-ending the project

19 Recommendations

• That the provided Funding Options outlined within the December 14, 2015 Agenda Report be received as information. • That further consideration of the matter of construction funding options for the Phase 3 North Interceptor be postponed until the Council Strategic Planning Meeting on January 8, 2016.