regular council - 08 may 2018

AGENDA

Regular Council

Tuesday, May 8, 2018

Kinsmen Community Centre 7:00 PM

This meeting will be Audio Recorded

For Minute Taking Purposes

Page

1. CALL TO ORDER

2. APPROVAL OF THE AGENDA

3. APPROVAL OF MINUTES

3.1.

April 24, 2018 Minutes

4. PUBLIC HEARING

5 - 15

4.1.

Bylaw No. 399-18 Amending Land Use Bylaw Amendment - Cannabis

Cannabis Amending Bylaw.updated

LUB-AMMEND_399-18toBylaw013-97_1of2


Town Begins Bylaw Amendment Process in Preparation for Cannabis Legalization - April 16 2018_

Newspaper AD- (002)

5. PRESENTATION

17 - 28

5.1.

Office of Traffic Safety, Alberta Transportation [Donna Tonna]

AbTrans_DelegatePackage_April2018_Final

6. PUBLIC FORUM

7. UNFINISHED BUSINESS

29 - 43

7.1.

Bylaw No. 399-18 Amending Land Use Bylaw Amendment - Cannabis

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[Schmidt]

RFD-Public Hearing Cannabis LUB Amendment

Cannabis Amending Bylaw.updated



Town Begins Bylaw Amendment Process in Preparation for Cannabis Legalization - April 16 2018_

Newspaper AD- (002) 45 - 119

7.2.

Asset Management Policy [Caslor/McKenna]

Request For Decision - Asset Management Policy - 2018

PON-CCTV_Zones

Asset Policy Final

2015-11-17 AM Handbook - FINAL

Asset Management Plan for Municipalities in Alberta KPMG

8. NEW BUSINESS

121 - 129

8.1.

Hiring Policy [Herr]

Request for Decision - Hiring Policy

HUM-001-027 Hiring Policy Revised - Final 131 - 135

8.2.

Enmax Regulated Rate Option Contract Renewal [Lund]

RFD - 2018 Enmax RRO Contract Renewal

Fourth Amending Agreement Town of Ponoka 137 - 150

8.3.

2018 Tax Bylaw No. 403-18 [Lund]

RFD - Property Tax Bylaw No. 403-18

Bylaw 403-18 Tax Bylaw

2018 Mill Rate Changes

Assessment Summary_Ponoka 151 - 152

8.4.

Zamboni Additions [Amendt]

Council Request for Decision - Additional Features for New Zamboni 153 - 154

8.5.

Recommendation from Utilities & Environmental Committee [Flootman]

RFD Utilities Environmental Committee Recommendation 155 - 160

8.6.

Bylaw Enforcement Policy [Flootman]

RFD Bylaw Enforcement Policy

GOV-001-003 Bylaw Enforcement Policy 161 - 165

8.7.

Policy No. HUM-001-002: Ponoka Volunteer Firefighters Policy [Flootman]

RFD - Delete Policy No HUM-001-002

HUM-001-002 Fire Dept Volunteer Policy

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167

8.8.

Ponoka Post-Secondary Committee Appointment [Flootman]

RFD Post Secondary Committee Recommendation

9. CHIEF ADMINISTRATIVE OFFICER'S REPORT

169 - 177

9.1.

CAO's Report

CAO report May 8 2018

Action List May 8 2018

10. MAYOR & COUNCIL REPORTS

11. CORRESPONDENCE ITEMS

12. INFORMATION ITEMS

179 - 181

12.1.

Rimoka Housing Foundation Board Minutes - March 28, 2018

Mar rimoka minutes 183 - 186

12.2.

Ponoka Jubilee Library Board Minutes - April 19, 2018

April 19 2018 - PJL - Meeting Minutes 187

12.3.

Electrical Code of Conduct

2018 Q1 Electrical Code of Conduct Compliance Report 189 - 190

12.4.

Utilities & Environmental Committee Minutes - March 15, 2108

Utilities & Environmental Committee minutes - March 15, 2018

13. NOTICES OF MOTION

14. ADJOURNMENT

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Bylaw No. 399-18

A BYLAW IN THE TOWN OF PONOKA TO AMEND LAND USEBYLAW NO. 013-97

WHEREAS Section 639 of the Municipal Government Act, being Chapter M-26 of the Revised Statutes of Alberta 2000, and amendments thereto, provides that every municipality must pass a land use bylaw; and

WHEREAS the Municipal Government Act, being Chapter M-26 of the Revised Statutes of Alberta 2000, and amendments thereto, permits a Council to pass a bylaw to amend the Land Use Bylaw; and

WHEREAS the Council of the Town of Ponoka deems it necessary and expedient to amend Land Use Bylaw Number 013-97;

NOW THERE COUNCIL OF THE TOWN OF PONOKA DULY ASSEMBLED ENACTS AS FOLLOWS:

1. THAT section 2 Definitions be amended to include the following definitions, in alphabetical order:

“Cannabis means cannabis plant, fresh cannabis, dried cannabis, cannabis oil and cannabis plant seeds and any other substance defined as cannabis in the Cannabis Act (Canada) and its regulations, as amended from time to time, and includes edible products that contain cannabis.”

“Cannabis Accessory means a thing, including but not limited to, rolling paper or wraps, holders, pipes, water pipes, bongs and vaporizers, or any other thing described in the Cannabis Act (Canada) that is used in the consumption or production of cannabis.”

“Cannabis Production and Distribution means an establishment used principally for one or more of the following activities as it relates to Cannabis:

(a) The production, cultivation, and growth of Cannabis;(b) The processing of raw materials;(c) The making, testing, manufacturing, assembling or in any way altering the chemical or

physical properties of semi-finished or finished goods and products;(d) The storage or transshipping of materials, goods and products; or(e) The distribution and sale of materials, goods and products to Cannabis Retail Sales

stores or to individual customers.”

“Cannabis Lounges means an establishment where the primary purpose of the facility is the sale of cannabis and cannabis accessories to the public, for consumption of cannabis within the premises that is authorized by provincial or federal legislation. This use does not include Cannabis Production and Distribution.”

“Cannabis Retail Sales means an establishment used for the retail sale of cannabis and cannabis accessories that is authorized by provincial or federal legislation. This use does not include Cannabis Production and Distribution.”

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“Medical Cannabis means a substance used for medical purpose authorized by a licence issued under the federal government’s Access to Cannabis for Medical Purposes Regulations, or any subsequent legislation which may be enacted in substitution.” “Medical Cannabis Counselling means a use where counselling on medical cannabis is provided by persons who are not medical professionals, and that may include the ancillary retail sale or rental of cannabis accessories.” “Medical Cannabis Production Facility means any building in which an activity authorized by the Access to Cannabis for Medical Purposes Regulations, or any successor or replacement legislation or regulation, is or may be conducted including such activities as growing, processing, labeling and packaging, storing and transporting of cannabis.”

2. THAT section 2 Definitions be amended by replacing the definitions for Home Business and Home Office with the following definitions:

“Home Business means a business, trade, craft occupation, storage activity, or other commercial operation on a residential lot on a scale greater than a home office. This does not include Cannabis Retail Sales, Cannabis Production and Distribution or Medical Cannabis Counselling.”

“Home Office means an office in a dwelling which

is not visited by a significant number of clients,

does not change the external appearance or residential character of the dwelling, and

is carried on only by the residents of that dwelling,and includes child care for up to three children who do not live at that place, but does not include Cannabis Retail Sales, Cannabis Production and Distribution or Medical Cannabis Counselling”

3. THAT Schedule B: Regulations for Land Use Districts Section 11 Central Commercial (C1) District be amended by replacing subsection 11.2 Permitted Uses retail businesses and service businesses with the following text:

“Retail businesses, except Cannabis Retail Sales, Medical Cannabis Counselling, Cannabis Lounges and those listed as discretionary;”

“Service businesses, except Medical Cannabis Counselling and those listed as discretionary;”

4. THAT Schedule B: Regulations for Land Use Districts Section 11 Central Commercial (C1) District be amended by replacing subsection 11.3 Discretionary Uses food processing establishments and restaurants with the following text:

“Food processing establishments, other than bakeries, which are permitted, except for Cannabis Lounges and Cannabis Retail Sales;”

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“Restaurants, clubs, and other establishments serving alcoholic drinks, except for Cannabis Lounges;”

5. THAT Schedule B: Regulations for Land Use Districts Section 12 Highway Commercial (C2) District be amended by replacing subsection 12.2 Permitted Uses retail businesses with the following text:

“Retail businesses, except Cannabis Retail Sales and those listed as discretionary; service businesses, except Medical Cannabis Counselling and those listed as discretionary;”

6. THAT Schedule B: Regulations for Land Use Districts Section 13 Light Industrial (M1) District be amended by adding the following use to subsection 13.2 Permitted Uses:

“Medical cannabis production facility;”

7. THAT Schedule B: Regulations for Land Use Districts Section 14 Heavy Industrial (M2) District be amended by adding the following use to subsection 14.2 Permitted Uses:


Read a First time in Council this ____ day of _________________, 2018

Read a Second time in Council this _____ day of ______________, 2018

Read a Third time in Council this _____ day of _______________, 2018

TOWN OF PONOKA

_____________________________________________________________MAYOR

_____________________________________________________________CHIEF ADMINISTRATIVE OFFICER

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Town of PonokaBylaw No. 399-18

To amend Land Use Bylaw No. 013-97

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News Release

April 16, 2018

Town Council Begins Bylaw Amendment Process in Preparation for Cannabis Legalization

Public Hearings and Public Consultation Planned

(April 16, 2018 – Ponoka, Alberta) – Ponoka Town Council has begun a two-part process to amend its Land Use

Bylaw in preparation for the expected legalization of recreational cannabis across Canada later this year.

Part One – Definitions

Part one of the process began last week with Council granting first reading to Bylaw 399-18 to amend the

Town of Ponoka’s Land Use Bylaw. The proposed Bylaw introduces new definitions for recreational and

medical cannabis-related uses that may be associated with cannabis sales and production, which can be

regulated under municipal Land Use Bylaws. Adding these new definitions enables the Town to then

determine which land use districts within Ponoka these uses may be allowed in, along with other applicable

regulations.

Bylaw 399-18 also introduces amended definitions in the Land Use Bylaw to ensure these defined uses cannot

be associated with cannabis-related uses. The amended definitions being proposed include Home Business

and Home Office, Retail Sales and Service Business, Food Processing Establishments and Restaurants.

The proposed Bylaw also introduces ‘Medical Cannabis Production Facility’ as a permitted use in the Town’s

Industrial Land Use Districts (M1 and M2). Production of medical cannabis was legalized in Canada in 2014.

Part Two – Public Consultation on Suitable Locations

The second part of the Land Use Bylaw amendment process will begin with public consultation to determine

suitable locations for cannabis-related uses defined in Bylaw 399-18. The proposed Bylaw may also include

regulations such as minimum setback distances of cannabis-related uses from incompatible uses such as parks,

schools, and community facilities.

Following public consultation, a second Bylaw to amend the Land Use Bylaw will be prepared and presented to

Council for consideration. This second Bylaw will address suitable locations for cannabis-related retail sales

and production.

Public Hearing on May 8

Public hearings will be held prior to Council considering second reading of the amending bylaws in both part

one and part two of the bylaw amendment process. A public hearing for Bylaw 399-18 is scheduled on

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Tuesday, May 8 at 7 p.m. at the Kinsmen Community Centre in Ponoka. Members of the public wishing to

comment on the proposed Bylaw are welcome to speak at the public hearing.

Written comments can also be submitted by 4 p.m. on May 2, 2018, to: Parkland Community Planning

Services, ATTN: Natasha Wright, Planner, Unit B, 4730 Ross Street, Red Deer, AB, T4N 1X2, or by email to

[email protected]

Council will consider all submissions prior to considering second reading of the proposed Bylaw. A copy of

Bylaw 399-18 and related documents can be viewed at the Ponoka Town Office (C, 4900-54 Street) from 9

a.m. to 4:30 p.m. Monday through Friday, and on the Town website at www.ponoka.ca

Recreational Cannabis-Related Uses Remain Illegal

The Town cannot currently receive or approve development permits for any recreational cannabis-related

uses such as retail sales in Ponoka until recreational cannabis becomes legalized by the federal government. It

currently remains illegal to sell, consume or produce cannabis for non-medical purposes.

If federal legalization of cannabis occurs as anticipated, and once the Town of Ponoka Land Use Bylaw is

amended by Town Council to identify and regulate suitable locations for cannabis uses, cannabis may then be

sold in specialty cannabis-only retail stores in Ponoka that receive approval and meet the regulations outlined

under the Town’s amended Land Use Bylaw, as well as provincial and federal regulations.

For Media Inquiries:

Sandra Smith Communications Manager Town of Ponoka 403-783-0158

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mailto:[email protected]

http://www.ponoka.ca/

TOWN OF PONOKA

BYLAW NO. 399-18

NOTICE OF PUBLIC HEARINGBylaw No. 399-18 proposes to amend the Town’s Land Use Bylaw to include definitions for recreational cannabis and medical cannabis uses, and add Medical Cannabis Production Facility to the Light Industrial (M1) and Heavy Industrial (M2) districts. A copy of the proposed Bylaw, Land Use Bylaw and map identifying all Light Industrial and Heavy Industrial lands can be viewed at the Town of Ponoka Office and on the Town website.

PUBLIC INPUTA Public Hearing for this bylaw will be held Tuesday May 8th, 2018 at 7:00pm, at the Kinsmen Centre 5009 – 46 Avenue, Ponoka, AB. The style of the hearing will be informal and persons wishing to speak will be requested to state their name and address for the record upon being recognized by the Chairperson. Council will consider submissions made in person or by the agent from any person who claims to be affected by the proposed bylaw. Any person wishing to submit written comments may do so by sending them to Parkland Community Planning Services, at the address below, prior to 4:00 p.m. on May 2nd, 2018. Persons may provide oral presentations at the Council meeting, regardless of whether or not they have provided a written presentation.

DOCUMENTATION: A copy of the proposed Land Use Bylaw amendment and related documents may be seen during regular office hours (9:00-4:30 Monday through Friday) at the Town of Ponoka office (C, 4900-54 Street), and on the Town website. To view a copy of the Town’s Land Use Bylaw, please access the link Land Use Bylaw at www.ponoka.ca/business/planning-and-development/land-use-bylaw

If you have any questions or concerns, please contact Natasha Wright, Planner PCPS at 403-343-3394.

Written comments can be submitted to:Parkland Community Planning ServicesATTN: Natasha Wright, PlannerUnit B, 4730 Ross StreetRed Deer, ABT4N 1X2Email: [email protected]

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Municipal Delegation PackageAlberta Office of Traffic Safety

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Office of Traffic Safety

Vision Zero

Community Mobilization

Key Resources


Creative

Delegation Points of Discussion

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Alberta Road Safety2012-2016

• Population 9.8%

• Number of drivers 8.9%

• Registered vehicles 7.7%

• Hwy traffic volumes 8.4%

In 2015, the social cost of collisions in

Alberta was estimated to be between

$4.6 billion and $10.3 billion.

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91.5

63.4

60

65

70

75

80

85

90

95

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Alberta Combined Fatal & Major Injury Collision Rate per 100,000 Population

Rates are based on a rolling three-year average combined fatal & major injury collision

rate per 100,000 population for the current and two previous years.

But one thing is clear.

We must continue to explore good practices to expect continued results.

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Vision ZeroZero deaths and serious injuries on Alberta’s roads.

• We do not accept that fatalities and serious injuries on our roads are inevitable or acceptable.

• We will strive to create a system in which safe decisions are the easiest ones to make and mistakes are not punished with death or serious injury.

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Safe System Approach

Safe System

Safe Road Users

Safe Vehicles

Safe Speed

Safe

Infrastructure

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Community Mobilization

Vision

Mobilize Alberta communities to embrace and achieve Vision Zero.

Outcomes• Encourage shared responsibility

for traffic safety

• Build community capacity to address safety priorities

• Inspire and enable collective action to improve safety

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Key Resources

Community Mobilization Consultants

• [email protected]

Alberta Traffic Safety Fund (ATSF)• www.saferoads.com/grants

• [email protected]

Saferoads.com• Information and free resources to download/order

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Available Creative

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Available Creative

...and more to come!

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Past Community Examples

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Contacts

For creative files:

[email protected]

For Community Mobilization support:

[email protected]

For Alberta Traffic Safety Fund:

[email protected]

For any other questions:

[email protected]

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Town of Ponoka Request for Decision

Council Request for Decision

Meeting Date: May, 2018

Department: Planning & Development From: Tim Schmidt

Subject: Bylaw No. 399-18 to amend the Land Use Bylaw - Recreational Cannabis and Medical Cannabis

Background

Bylaw No. 399-18 proposes to amend Land Use Bylaw 013-97 in order to include definitions for recreational cannabis, medical cannabis and assign medical cannabis production to a district. In April 2017 the federal government introduced legislation to legalize and regulate cannabis in Canada. The Federal and Provincial Governments share responsibility for overseeing the new system for cannabis. The provincial government has passed Bill 26: An Act to Control and Regulate Cannabis, while the federal Cannabis Act is still pending. The passage of the provincial legislation means licensed establishments will be accommodated in the province, though cannabis itself is still illegal. It is anticipated that changes to federal legislation to legalize cannabis may occur by fall of 2018.The Land Use Bylaw is a legal document, approved by Council, which regulates how land in the Town can be used and developed. It is proposed for amendment to address the existing and anticipated changes in legislations relating to cannabis.

The Land Use Bylaw contains both a map and text. The map divides the Town into land use districts and applies to the existing built up portions of Ponoka as well as new growth areas within the current municipal boundary. The text defines the types of uses which may take place in each district, and the regulations which must be followed during development and establishes a method of making decisions on applications for development permits.

Analysis

This request is supported by:

Municipal Government Act – Chapter M-26.1 Part 17 Division 5 Section 639 every municipality must pass a land use bylaw.

Municipal Government Act – Chapter M-26.1 Part 5 Division 9 Section 191 (1) the power to pass a bylaw… includes a power to amend… the bylaw.

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In order to address the anticipated legalization of cannabis, Planning staff are proposing a two (2) part amendment process to the Land Use Bylaw. Part one focuses on definitions of cannabis related uses and part two will focus on more regulations relating to locations for the uses within the Town. The intent is to give the Town an opportunity to consult with the public prior to proposing suitable districts and regulations relating to the recreational cannabis uses.

Part 1 (Proposed Bylaw 399-18)

The bylaw before Council represents the first part intended to define cannabis uses without including the recreational cannabis uses in any land use districts. The exclusion of the uses from any of the land use districts will prevent any of the uses from being granted development permit approval until decisions are made through part two.

Proposed bylaw 399-18, introduces a number of additions and modifications to the definition sections within the Land Use Bylaw, to clearly describe new uses that may be associated with cannabis sales and production. Clear definitions avoid the proposed uses from being approved in locations that are not suitable.

In addition to the new recreational cannabis definitions, medical cannabis use definitions have been included. Cannabis production for medicinal uses has been legal in Canada since 2014, and municipalities have amended their Land Use Bylaws to address these uses.

The proposed bylaw amendment includes:

New Definitions for: Cannabis, Cannabis Retail Sales, Cannabis Accessory, Cannabis production and Distribution, Cannabis Lounges, Medical Cannabis, Medical Cannabis Counselling and Medical Cannabis Production Facility.

Amendments to Definitions for: Home Business and Home Office, Retail Sales and Service Business, Food Processing Establishments and Restaurants.

Introduction of the Medical Cannabis Production Facility as a Permitted use into the Industrial Land Use Districts (M1 and M2).

The amending Bylaw 399-18 and Industrial District Map is affixed to this report.

Part 2

The second part of the process will include the public consultation on suitable locations for these uses within Bylaw 399-18, and any other specific regulations that may be required for each use.

Following public consultation, a second amending bylaw will be presented for Council consideration. The regulation for Provincial Bill 26: An Act to Control and Regulate Cannabis identifies locational requirements of licensed locations. It will be necessary for the municipality to address use locations and any supplementary regulations that may be associated with these uses.

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Communications/Engagement:

A public hearing is required prior to considering second reading of a bylaw to amend the Land Use Bylaw.

A Public Notice re: May 8th, 2018 Public Hearing was advertised in the Ponoka News for two consecutive weeks to allow for public input as part of the hearing process. Bylaw copies and supporting administrative reports, maps and a FAQ have been available on the Town of Ponoka Website, and available for viewing at the Town Office. A new release was issued on April 16th, 2018. At the April 17th Council Committee meeting, the FAQ was presented.

Further public consultation will be required after Bylaw 399-18 Bylaw is adopted and before a bylaw for the second phase, to get community feedback on appropriate locations for the uses in Ponoka, and the need for additional setback and use requirements.

Financial Information

Budget assigned or no cost.

Summary & Conclusion

Following First Reading to Bylaw 399-18, the public hearing notice was advertised in the local paper and further information and communications were undertaken. A FAQ (frequently asked questions) memo along with Bylaw 399-18 was made available at the Town office, Visitor Information Centre and on the Town Of Ponoka Web site.

Following the Public Hearing of May 8, 2018, it is recommended that council consider granting second reading to proposed bylaw No. 399-18 which proposes to amend Land Use Bylaw 013-97 so as to include definitions for recreational cannabis, medical cannabis and assign medical cannabis production to the industrial district(s).

Recommendation:

It is recommended that Council grant Second and Third Reading to Bylaw No. 399-18.

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Approvals:

Prepared by: Natasha Wright, Planner, PCPS and Tim Schmidt, Director of Planning & Development Date: April 27, 2018

Reviewed by CAO or Designate: Sandra Lund, Acting CAODate: May 1, 2018

Presented to Council: May 8, 2018

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Bylaw No. 399-18

A BYLAW IN THE TOWN OF PONOKA TO AMEND LAND USEBYLAW NO. 013-97

WHEREAS Section 639 of the Municipal Government Act, being Chapter M-26 of the Revised Statutes of Alberta 2000, and amendments thereto, provides that every municipality must pass a land use bylaw; and

WHEREAS the Municipal Government Act, being Chapter M-26 of the Revised Statutes of Alberta 2000, and amendments thereto, permits a Council to pass a bylaw to amend the Land Use Bylaw; and

WHEREAS the Council of the Town of Ponoka deems it necessary and expedient to amend Land Use Bylaw Number 013-97;

NOW THERE COUNCIL OF THE TOWN OF PONOKA DULY ASSEMBLED ENACTS AS FOLLOWS:

1. THAT section 2 Definitions be amended to include the following definitions, in alphabetical order:

“Cannabis means cannabis plant, fresh cannabis, dried cannabis, cannabis oil and cannabis plant seeds and any other substance defined as cannabis in the Cannabis Act (Canada) and its regulations, as amended from time to time, and includes edible products that contain cannabis.”

“Cannabis Accessory means a thing, including but not limited to, rolling paper or wraps, holders, pipes, water pipes, bongs and vaporizers, or any other thing described in the Cannabis Act (Canada) that is used in the consumption or production of cannabis.”

“Cannabis Production and Distribution means an establishment used principally for one or more of the following activities as it relates to Cannabis:

(a) The production, cultivation, and growth of Cannabis;(b) The processing of raw materials;(c) The making, testing, manufacturing, assembling or in any way altering the chemical or

physical properties of semi-finished or finished goods and products;(d) The storage or transshipping of materials, goods and products; or(e) The distribution and sale of materials, goods and products to Cannabis Retail Sales

stores or to individual customers.”

“Cannabis Lounges means an establishment where the primary purpose of the facility is the sale of cannabis and cannabis accessories to the public, for consumption of cannabis within the premises that is authorized by provincial or federal legislation. This use does not include Cannabis Production and Distribution.”

“Cannabis Retail Sales means an establishment used for the retail sale of cannabis and cannabis accessories that is authorized by provincial or federal legislation. This use does not include Cannabis Production and Distribution.”

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“Medical Cannabis means a substance used for medical purpose authorized by a licence issued under the federal government’s Access to Cannabis for Medical Purposes Regulations, or any subsequent legislation which may be enacted in substitution.” “Medical Cannabis Counselling means a use where counselling on medical cannabis is provided by persons who are not medical professionals, and that may include the ancillary retail sale or rental of cannabis accessories.” “Medical Cannabis Production Facility means any building in which an activity authorized by the Access to Cannabis for Medical Purposes Regulations, or any successor or replacement legislation or regulation, is or may be conducted including such activities as growing, processing, labeling and packaging, storing and transporting of cannabis.”

2. THAT section 2 Definitions be amended by replacing the definitions for Home Business and Home Office with the following definitions:

“Home Business means a business, trade, craft occupation, storage activity, or other commercial operation on a residential lot on a scale greater than a home office. This does not include Cannabis Retail Sales, Cannabis Production and Distribution or Medical Cannabis Counselling.”

“Home Office means an office in a dwelling which

is not visited by a significant number of clients,

does not change the external appearance or residential character of the dwelling, and

is carried on only by the residents of that dwelling,and includes child care for up to three children who do not live at that place, but does not include Cannabis Retail Sales, Cannabis Production and Distribution or Medical Cannabis Counselling”

3. THAT Schedule B: Regulations for Land Use Districts Section 11 Central Commercial (C1) District be amended by replacing subsection 11.2 Permitted Uses retail businesses and service businesses with the following text:

“Retail businesses, except Cannabis Retail Sales, Medical Cannabis Counselling, Cannabis Lounges and those listed as discretionary;”

“Service businesses, except Medical Cannabis Counselling and those listed as discretionary;”

4. THAT Schedule B: Regulations for Land Use Districts Section 11 Central Commercial (C1) District be amended by replacing subsection 11.3 Discretionary Uses food processing establishments and restaurants with the following text:

“Food processing establishments, other than bakeries, which are permitted, except for Cannabis Lounges and Cannabis Retail Sales;”

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“Restaurants, clubs, and other establishments serving alcoholic drinks, except for Cannabis Lounges;”

5. THAT Schedule B: Regulations for Land Use Districts Section 12 Highway Commercial (C2) District be amended by replacing subsection 12.2 Permitted Uses retail businesses with the following text:

“Retail businesses, except Cannabis Retail Sales and those listed as discretionary; service businesses, except Medical Cannabis Counselling and those listed as discretionary;”

6. THAT Schedule B: Regulations for Land Use Districts Section 13 Light Industrial (M1) District be amended by adding the following use to subsection 13.2 Permitted Uses:


7. THAT Schedule B: Regulations for Land Use Districts Section 14 Heavy Industrial (M2) District be amended by adding the following use to subsection 14.2 Permitted Uses:


Read a First time in Council this ____ day of _________________, 2018

Read a Second time in Council this _____ day of ______________, 2018

Read a Third time in Council this _____ day of _______________, 2018

TOWN OF PONOKA

_____________________________________________________________MAYOR

_____________________________________________________________CHIEF ADMINISTRATIVE OFFICER

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News Release

April 16, 2018

Town Council Begins Bylaw Amendment Process in Preparation for Cannabis Legalization

Public Hearings and Public Consultation Planned

(April 16, 2018 – Ponoka, Alberta) – Ponoka Town Council has begun a two-part process to amend its Land Use

Bylaw in preparation for the expected legalization of recreational cannabis across Canada later this year.

Part One – Definitions

Part one of the process began last week with Council granting first reading to Bylaw 399-18 to amend the

Town of Ponoka’s Land Use Bylaw. The proposed Bylaw introduces new definitions for recreational and

medical cannabis-related uses that may be associated with cannabis sales and production, which can be

regulated under municipal Land Use Bylaws. Adding these new definitions enables the Town to then

determine which land use districts within Ponoka these uses may be allowed in, along with other applicable

regulations.

Bylaw 399-18 also introduces amended definitions in the Land Use Bylaw to ensure these defined uses cannot

be associated with cannabis-related uses. The amended definitions being proposed include Home Business

and Home Office, Retail Sales and Service Business, Food Processing Establishments and Restaurants.

The proposed Bylaw also introduces ‘Medical Cannabis Production Facility’ as a permitted use in the Town’s

Industrial Land Use Districts (M1 and M2). Production of medical cannabis was legalized in Canada in 2014.

Part Two – Public Consultation on Suitable Locations

The second part of the Land Use Bylaw amendment process will begin with public consultation to determine

suitable locations for cannabis-related uses defined in Bylaw 399-18. The proposed Bylaw may also include

regulations such as minimum setback distances of cannabis-related uses from incompatible uses such as parks,

schools, and community facilities.

Following public consultation, a second Bylaw to amend the Land Use Bylaw will be prepared and presented to

Council for consideration. This second Bylaw will address suitable locations for cannabis-related retail sales

and production.

Public Hearing on May 8

Public hearings will be held prior to Council considering second reading of the amending bylaws in both part

one and part two of the bylaw amendment process. A public hearing for Bylaw 399-18 is scheduled on

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Tuesday, May 8 at 7 p.m. at the Kinsmen Community Centre in Ponoka. Members of the public wishing to

comment on the proposed Bylaw are welcome to speak at the public hearing.

Written comments can also be submitted by 4 p.m. on May 2, 2018, to: Parkland Community Planning

Services, ATTN: Natasha Wright, Planner, Unit B, 4730 Ross Street, Red Deer, AB, T4N 1X2, or by email to

[email protected]

Council will consider all submissions prior to considering second reading of the proposed Bylaw. A copy of

Bylaw 399-18 and related documents can be viewed at the Ponoka Town Office (C, 4900-54 Street) from 9

a.m. to 4:30 p.m. Monday through Friday, and on the Town website at www.ponoka.ca

Recreational Cannabis-Related Uses Remain Illegal

The Town cannot currently receive or approve development permits for any recreational cannabis-related

uses such as retail sales in Ponoka until recreational cannabis becomes legalized by the federal government. It

currently remains illegal to sell, consume or produce cannabis for non-medical purposes.

If federal legalization of cannabis occurs as anticipated, and once the Town of Ponoka Land Use Bylaw is

amended by Town Council to identify and regulate suitable locations for cannabis uses, cannabis may then be

sold in specialty cannabis-only retail stores in Ponoka that receive approval and meet the regulations outlined

under the Town’s amended Land Use Bylaw, as well as provincial and federal regulations.

For Media Inquiries:

Sandra Smith Communications Manager Town of Ponoka 403-783-0158

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http://www.ponoka.ca/

TOWN OF PONOKA

BYLAW NO. 399-18

NOTICE OF PUBLIC HEARINGBylaw No. 399-18 proposes to amend the Town’s Land Use Bylaw to include definitions for recreational cannabis and medical cannabis uses, and add Medical Cannabis Production Facility to the Light Industrial (M1) and Heavy Industrial (M2) districts. A copy of the proposed Bylaw, Land Use Bylaw and map identifying all Light Industrial and Heavy Industrial lands can be viewed at the Town of Ponoka Office and on the Town website.

PUBLIC INPUTA Public Hearing for this bylaw will be held Tuesday May 8th, 2018 at 7:00pm, at the Kinsmen Centre 5009 – 46 Avenue, Ponoka, AB. The style of the hearing will be informal and persons wishing to speak will be requested to state their name and address for the record upon being recognized by the Chairperson. Council will consider submissions made in person or by the agent from any person who claims to be affected by the proposed bylaw. Any person wishing to submit written comments may do so by sending them to Parkland Community Planning Services, at the address below, prior to 4:00 p.m. on May 2nd, 2018. Persons may provide oral presentations at the Council meeting, regardless of whether or not they have provided a written presentation.

DOCUMENTATION: A copy of the proposed Land Use Bylaw amendment and related documents may be seen during regular office hours (9:00-4:30 Monday through Friday) at the Town of Ponoka office (C, 4900-54 Street), and on the Town website. To view a copy of the Town’s Land Use Bylaw, please access the link Land Use Bylaw at www.ponoka.ca/business/planning-and-development/land-use-bylaw

If you have any questions or concerns, please contact Natasha Wright, Planner PCPS at 403-343-3394.

Written comments can be submitted to:Parkland Community Planning ServicesATTN: Natasha Wright, PlannerUnit B, 4730 Ross StreetRed Deer, ABT4N 1X2Email: [email protected]

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Town of Ponoka Information Item

Request For Decision

Meeting Date: May 8, 2018

Department: Operations and Property Services From: Justin Caslor, Engineering Technician

Subject: Policy No. FIN-001-035: Asset Management

Background

The Asset Management Life Cycle Plan was approved in the 2014 Capital Budget. Asset Management can be defined as the process of managing infrastructure in a cost-effective way to maximize its value to the community. Asset Management includes:

Financial Planning Maintenance Capital Investments Replacements Risk Analysis Engineering

Asset Management (AM) is the Town’s plan for how to manage all infrastructure in order to provide services to the residents in a way that meets their expectations, and is financially stable into the future. This is an important tool because it helps to make informed decisions to maintain infrastructure in the most responsible way in which services can be provided to the community.

Asset management is becoming a high-priority issue for many municipalities across Alberta as communities look to find innovative means to extend the life of their infrastructure and improve services while reducing costs. This is becoming a challenging task for Operations with aging infrastructure, historic information, implementation of rehabilitation measures, and the integration of the Asset Plan. Under the Municipal Government Act (MGA), municipalities have the authority to provide services “that are necessary and desirable” for the municipality, and to establish capital budgets.

Asset Management is essentially a long-term plan for the community. The plan must indicate the expected upcoming infrastructure work (rehabilitations, replacements) including the timing and the expected cost of the work. Asset Management is not a project, it is a planning process to make decisions about the use and care of town owned infrastructure.

What is Council’s role as a municipal leader? Town residents rely on elected officials to ensure that communities operate efficiently. Under the MGA, municipalities have the authority to provide services for the municipality and to establish capital budgets. Asset management can be used by Council to make informed decisions about which projects should be implemented and which projects are not in the best long-term interest. This is especially useful when communicating with stakeholders to help them understand what decisions are being made and why. It

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also allows councillors to look at the facts and make evidence based decisions for the best interest of the community.

Asset Management Requirements:

The Federal Gas Tax (GTF) was confirmed as part of the federal Budget 2014, and will run from 2014 to 2024. As part of the New Building Canada Plan, the renewed federal GTF will help municipalities build and revitalize public infrastructure. Under the GTF, Alberta will receive $222 million.

As required by Alberta’s Gas Tax fund Agreement with the Federal Government, Municipal Affairs has prepared an “Alberta Approach to Asset Management”. The multi-phase approach includes:

Publishing an inventory of current Asset Management Tools and Resources Supporting the development of new tools that support Asset Management Enhancing existing advisory services and training opportunities Assessing existing gaps and expanding tools and resources where required Reviewing corporate planning requirements as part of the MGA review

The Gas Tax Fund Agreement requires Alberta municipalities to:

Develop and Implement an Asset Management plan and policy and; Report Asset Management outcomes to Alberta Municipal Affairs

AnalysisThe Asset Management Plan (started in 2014) was undertaken using a three phase approach:

Phase 1 - Asset Management Inventory

Created Asset Inventory using the Tangible Capital Asset list and “as-built” information Presentation and introduction to Asset Management including the benefits, purpose and

implementation process. (There was two presentations to Council) 2014 and 2016.

The inventory outlines the infrastructure owned by the Town which includes: Roads (road surface, sidewalks, curbs, parking lots) Traffic & Pedestrian Bridges (Siding 14 Crossing - completed in 2016) Water Distribution System (pipes, hydrants, pumping stations, reservoirs) Sanitary Distribution System (pipes, pumping stations, manholes, treatment lagoon) Storm Water Management System (pipes, ponds, manholes, catch basins, culverts) Electrical Distribution System (poles, transformers, street lighting, conductors) Airport pavement (runway and taxiway) Parks, sport fields, and trails (to be added)

Phase 1 still has gaps in the inventory system Information is still needed on underground pipes diameter, year of construction, type of

material Information is still needed on parks, sports fields and trails overall condition

Phase 1 required considerable level of effort and time due to lack of historical information, unknown data

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for underground pipes. Phase 1 was completed in about 1 year.

After completion of Phase 1, the next steps were: Confirming approval by Council to proceed Continue to verify underground data (poor records) Budget for Condition Assessments (Facilities, sanitary sewer) Develop new Asset Management Policy

Phase 2 – Implementation of Asset Management Planning (Current Phase)

Following Phase 1 approval to proceed, the following work plan was put in place: Review of Asset Management practices Review of asset inventory Review of costs and values of all assets What is the Condition of the assets? What is the Remaining Useful Life of the asset? What do we fix first? (prioritization)

Phase 2 is an ongoing Condition Assessments Program that will last 6+ years. The areas are outlined in the attached map. The Sanitary system is highest priority because of the highest risk to the Town if a pipe was to ultimately fail and need costly repair.

Determining condition of assets is critical to moving forward with the AM program. Once the condition is known, the Town can make important decisions on estimated life remaining, cost to replace, priority and future rehabilitation work. In 2017, the sanitary sewer condition assessments were completed for the Downtown area from 57 Avenue to 46 Avenue. From the inventory it was shown that these sanitary pipes were old (1960’s) with no records of rehabilitation work (see map). A straightforward risk assessment showed that this area should be inspected first, i.e. this area was a priority vs. other areas as it has some of the oldest pipes in the Town (proactive vs. reactive).

From the results of the camera work, the overall condition was relatively good. There are some areas in the sanitary line that have broken and major cracks. The best method to approach these is to re-line the pipe if possible.

Phase 3 – Long Term Capital Planning (future)

The AM program deals with the existing asset inventory and determines the cost and timing related to major rehabilitation and replacement of assets. These requirements need to be put into a long term capital plan.

The long term capital plan will provide a big picture of the major expenditure required to meet the needs of the Town over the long term.

The Capital Plan needs to be sustainable, and integrated with a financial plan to support the requirements for new assets or rehabilitation. This may include AM reserves, grant applications and debenture funding to support the capital expenditure.

The overall purpose for Asset Management is not to create additional work, but to ensure that decisions throughout the organization are informed by an understanding of service, risk and cost for the development of long term resiliency. Asset management is intended to support Council by providing a strong basis for knowledge and understanding needed for effective decision making.

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For Asset Management to be effective, it needs to be implemented. As part of the process, Operations has created and is proposing the Asset Management Policy to ensure it develops the attention it deserves. This is also needed to ensure the Town is eligible to apply for funding through the Municipal Asset Management Program (MAMP). This program is a five year program funded by the Federation of Canadian Municipalities (FCM). This program provides funding for projects that will help municipalities enhance their asset management practices.

The Town would be eligible for 80% of total project costs to a maximum of $50,000. The Town would need to pay for the remaining 20%. The project that would be eligible for the 2018 scheduled work which consists of underground CCTV (Closed-Circuit Television) work as part of the ongoing condition assessments that are needed. The area selected is the remaining downtown area and Riverside. This will be a multi-year project as part of the overall Asset Management Program (see attached map).

As part of the application process, it is necessary for the Town to show a certain level of competence in regards to Policy and Governance. This will be the first Asset Management Policy for the Municipality and will be monitored and implemented over time.

The municipality may only apply for one project in any fiscal year (April – March) and applications will be accepted until June 30, 2020.

The FCM Municipal Asset Management Program will fund projects for 80% of their eligible costs up to a maximum contribution of $50,000. In order to maximize the funding under this program, the application value of the project will be $62,500 with the $50,000 (80%) funded by the FCM grant program (maximum under the program) and $12,500 (20%) by the Town. The current resolution by Council states:

That Council support the submission of an application to the Federation of Canadian Municipalities Asset Management Program, a total of $50,000, with the Town's portion of the project $10,000, to be conditionally funded (based on obtaining approval) from the 2018 Capital Budget and the remaining portion from the Municipal Asset Management Program. The current resolution would limit the application to $50,000 total project cost with $40,000 (80%) from FCM and $10,000 (20%) from the Town. By increasing the contribution amount by $2,500 the Town would have the potential to increase the grant funding by $10,000 from FCM under the program. By not applying for the maximum amount, the Town would miss the opportunity of completing an additional $10,000 of inspection and assessment work that would not need to be funded by the Town in following years.

Financial Information:

The Asset Management Program Capital costs for 2014-2017 is;

Year Cost2014 $39,738.14

2015 $23,356.03

2016 $7,191.60

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2017 $21,765.50

Total Cost = $92,051.27

The cost of underground CCTV Condition Assessments in 2017 was $40,000, completed by Alberta Pipe Inspection Ltd.

Recommendations:

1) That Council approve Policy No. FIN-001-035: Asset Management, as presented.

2) Be it resolved that Council directs staff to apply for a grant opportunity from the Federation of Canadian Municipalities Municipal Asset Management Program, in the amount of $50,000, for the RIVERSIDE SANITARY CONDITION & CCTV ASSESSMENTS;

Be it therefore resolved that the Town of Ponoka commits to conducting the following activities in its proposed project submitted to the Federation of Canadian Municipalities’ Municipal Asset Management Program to advance our asset management program:

SANITARY SEWER CCTV INSPECTIONS & CONDITION ASSESSMENTS; and

Be it further resolved that the Town conditionally commits $12,500 from the 2018 Capital Budget toward the costs of this initiative provided the remaining $50,000 in grant funding is approved by the Federation of Canadian Municipalities.

3) That Council approve re-allocating $2,500 from the Asset Management Lifecycle Plan project to the Underground Infrastructure Assessment project within the 2018 Capital Budget to increase the project funding total from $50,000 to $62,500.

Attachment(s): Town of Ponoka Asset Management Plan CCTV Underground Areas Asset Management Policy Asset Management Handbook Asset Management Tool Kit Guide Asset Management for Municipalities in Alberta (July 2015) Approvals:

Prepared by: Justin Caslor, Engineering Technician Date: April 25, 2018Reviewed by: Chris McKenna, Director of Operations & Property ServicesDate: April 27, 2018Approved by: Albert Flootman, Chief Administrative OfficerDate: May 3, 2018Presented to Council: May 8, 2018

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Date Saved: Apr. 20, 2018 .Created By:

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ASSET MANAGEMENTPLAN

CCTV UndergroundCondition & Inspection

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Town of Ponoka

FIN-001-035 Municipal Policy Handbook

Page 1 of 4

ASSET MANAGEMENT POLICY

Date of Approval by Council: Resolution No:

Lead Role: Director of Operations & Property Services Replaces: New

Last Review Date: New Next Review Date: May 2021

POLICY STATEMENT

Council’s vision and goal for the community is to provide a safe, livable and sustainable community

supported by well managed and maintained infrastructure assets. The Town of Ponoka is committed to

strong fiscal management and providing a level of service to the community to meet expectations.

The policy will specify principles for a consistent and coordinated approach for the management of Town

assets to ensure long-term sustainability and to demonstrate financial stewardship.

The Asset Management policy will identify:

The connection between community objectives and management of the infrastructure assets

Principles to guide decision making about assets and services

The integration of asset management into other documents, plans and processes

The organization’s approach to asset renewal and financing

The asset management policy is important to ensuring effective long-term implementation of asset

management. Staff will implement this policy by the development and use of asset management guidelines

and practices. The Town of Ponoka will also comply with required Capital asset reporting requirements, and

integrate the asset management program into operational plans throughout the organization.

PURPOSE

The purpose of this policy is to provide leadership and commitment to Asset Management and provide a set

of principles that will guide development and implementation of an Asset Management Plan, which is

consistent across the organization.

One of Council’s 2018-2022 Strategic Vision Goals is “Development of an Asset Management Plan”. To

address this vision is the effective management and maintenance of the Town’s infrastructure assets.

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Town of Ponoka


Page 2 of 4

The Asset Management Policy applies to all physical infrastructure assets of the Town, which include:

Infrastructure

Roads (road surface, sidewalks, curbs, parking lots)

Traffic & Pedestrian Bridges (Siding 14 Crossing - completed in 2016)

Water Distribution System (pipes, valves, hydrants, pumping stations, reservoirs)

Sanitary Distribution System (pipes, pumping stations, manholes, treatment lagoon)

Storm Water Management System (pipes, ponds, manholes, catch basins, culverts)

Electrical Distribution System (poles, transformers, street lighting, conductors)

Airport pavement (runway and taxiway)

Parks, sportfields, and trails

Facilities (Arena, Aquaplex) and Town owned Buildings

Vehicles, machinery and equipment

As the Town’s municipal infrastructure ages it can present a financial challenge. By using effective asset

management practices, the funds can be committed by making informed decisions on the maintenance

throughout the lifecycle of a particular asset. The overall goal is to meet a desired level of service where

Council and the community can be assured that the assets meet the needs in the short and long term. As

these assets age and deteriorate, the Town will manage it’s assets in such a way to ensure full service life is

reached and to have in place a mechanism to enable their replacement or rehabilitation.

GUIDING PRINCIPLES

The key principles of the asset management policy are outlined in the following list:

The organization shall:

Make informed decisions, identifying all revenues and costs (including operations, maintenance,

replacement and decommission) associated with infrastructure asset decisions

Integrate corporate, financial, technical and budgetary planning for infrastructure assets

Establish organizational accountability for asset inventory, condition, use and performance

Define and articulate service, maintenance, replacement levels and outcomes

Use available resources effectively

Manage assets to be sustainable based on levels of service

Minimize total life cycle costs of assets through preventative maintenance

Consider environmental goals

Minimize risk and liabilities

Meet legislative reporting and financial requirements

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Town of Ponoka


Page 3 of 4

Continually seek opportunities for improving efficiencies in asset management practice

Demonstrate transparent and responsible Asset Management practices

Report the performance of its asset management program

KEY ASSET MANAGEMENT DOCUMENTS

The following key strategic Asset Management documents, in addition to Financial Plans, form part of the

Town’s overall approach to asset management:

Strategic Asset Management Plan: This document defines Senior Administration’s commitment

and approach to achieving Council’s approved policy. This is approved by the CAO and submitted

to Council as information. (To be completed)

Customer Levels of Service: This document defines the level to which front-line infrastructure

supported services will be delivered. This document is approved by Council. (To be completed)

Capital Infrastructure and Asset Plans: Corporate and Departmental Asset Management Plans

document how assets are managed through their lifecycle in support of the delivery of services.

These are approved by Department Directors for all service areas.(To be completed)

State of the Infrastructure Report: This document (which may be part of the AM plan) provides

information on the state of the Town’s physical assets for use in external reporting, and in the annual

budget and the long range financial planning process. This report is approved by the CAO and

submitted to Council as information. (To be completed)

KEY ROLES FOR MANAGING THE ASSET MANAGEMENT POLICY

Town policies are approved by Council. While staff, public and other agencies may provide input on the

nature of the policy, Council retains the authority to approve, update, and amend policies.

Role Responsibility

a. Identification of issues, and development

of policy updates

Council and staff

b. Establish levels of service Council and staff

c. Exercise stewardship of assets, adopt

policy and budgets

Council

d. Implementation of policy Chief Administrative Officer and staff

e. Development of guidelines and practices Chief Administrative Officer and staff

f. On-going review of policies Council and staff

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Town of Ponoka


Page 4 of 4

DEFINITIONS

Asset – An asset is an item, thing or entity that has potential or actual value to an organization. The

value can be tangible or intangible, financial or non-financial and includes consideration of risks and

liabilities.

Asset Management – The operation and maintenance of existing assets in a cost effective manner

and acceptable level of service. It is The Town’s plan for how to manage all infrastructure in order

to provide services to the residents in a way that meets their expectations, and is financially stable

into the future.

Life Cycle – The cycle of activities that an asset goes through while it retains an identity as a

particular asset.

Life Cycle Cost – The total cost of an asset throughout its life including planning, design,

construction, acquisition, operation, maintenance and disposal costs.

Level of Service – A relevant measure standard or target that reflects the required performance to

meet agreed community expectations in relation to the type, quality and quantity of services

delivered by Council.

Infrastructure – The physical assets developed and used by a municipality to support its social and

economic activities. The Town’s inventory includes roads, parks and green spaces, buildings, fleet

vehicles, recreation facilities, senior centres, libraries and underground servicing mains.

Risk – The analysis of the ‘likelihood’ and the ‘consequences’ of a given event. Establishing the

risk associated with lower infrastructure performance due to levels of service or postponement will

identify system vulnerabilities and assist in prioritizing work.

Sustainable – Meeting the needs of the present without compromising the ability of the future

generations to meet their own needs. A sustainable approach takes into consideration the current and

future benefits and costs of existing and new assets or services.

RELATED DOCUMENTS

Town of Ponoka Annual Operating and Capital Budget

Town of Ponoka Financial Plan

Asset Management Strategy (To be completed)

Asset Management Infrastructure Capital Plan (In progress)

Tangible Capital Asset Policy

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Building Community Resilience Through Asset ManagementA HANDBOOK & TOOLKIT FOR ALBERTA MUNICIPALITIES

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The infrastructure in our communities is the legacy of a multi-generational investment, made by

local, provincial, and federal governments. Most of this infrastructure has not yet been through a

full life-cycle, so collectively, we haven’t had much experience with planning and funding the

rehabilitation or replacement of it.

Increasingly, we are recognizing the value of the investment that has been made in our

community infrastructure, and the risks we face by not managing for the long term. Attention is

turning toward asset management as a process for making informed decisions to achieve the

goal of delivering sustainable services, managing risks, and getting value for money.

There is a wealth of existing documents on asset management best practices, from within Canada

and abroad, but small and mid-sized communities often struggle with knowing how to apply these

best practices. They often report feeling as though these resources don’t fit their context and that

they don’t have the staff resources to support implementation.

In spring 2015, Consulting Engineers of Alberta initiated a process of developing this handbook

and toolkit, to support Alberta’s small and mid-sized communities in implementing asset

management. Alberta Municipal Affairs provided funding support, and Urban Systems Ltd.

provided consulting support.

The development of this handbook and toolkit began with province-wide consultation through a

written questionnaire and workshop, to clearly understand the context, challenges, and

opportunities of the target audience. What we found during this engagement was:

» ASSET MANAGEMENT PLANS Most small and mid-sized communities don’t have asset

management plans. Those that do have plans aren’t using them to influence decisions like

capital planning or budgeting, and still reported to lack confidence in understanding long

term asset replacement needs.

» INFORMATION AND DECISION MAKING Municipalities with more staff employed typically

reported having a better developed asset inventory, but more difficulty in accessing

information for decision making than municipalities with fewer staff members.

» UNDERSTANDING LEVEL OF SERVICE Municipalities generally don’t have a clear

understanding of the concept of levels of service, or a consistent understanding of level

of service they’re aiming to provide throughout the organization.

» UNDERSTANDING RISK Municipalities of all types and sizes lack a clear and consistent

understanding of what their risks are.

» CAPITAL PLAN PRIORITIZATION AND IMPLEMENTATION Grant availability influences capital

priorities in all types of municipalities, with the greatest influence on villages.

» FUNDING Villages and Towns are the most reliant on senior government grants. The majority

of respondents from all types of municipalities do not recover the full cost of service from

their utility fees. The majority of respondents have operational and capital reserves, but

they are generally not sufficient to fund long term replacement.

» ASSET MANAGEMENT KNOWLEDGE Smaller communities were less likely to have accessed

asset management training, worked with a consultant, or know about existing asset

management resources.

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We also asked people about how the handbook and toolkit should be developed in order to be

most helpful. We heard:

» The process of implementing asset management can’t be too onerous, and the

description can’t be too complicated.

» There is desire for step by step guidance, but not prescriptive directions.

» Materials need to be written in plain language and accessible to all levels of the

organization.

» The handbook needs to help build awareness of asset management with elected officials.

» Tools should be editable and scalable.

» The Alberta context is unique and important, and needs to be reflected.

Two demonstration projects with the Town of Elk Point and the Village of Boyle further informed

the development of this handbook and toolkit. These municipalities are considered representative

of the target audience of the handbook and toolkit. They were supported to develop asset

management inventories and foundational components of asset management processes. The

circumstances, challenges, and opportunities observed through working with these municipalities

were taken into account during the development of this handbook and toolkit.

Thank you to the many individuals and organizations who provided input and guidance

throughout the process.

» All individuals, municipalities, and organizations who participated in the survey and/or

workshop;

» The Town of Elk Point and Village of Boyle for participating in the demonstration projects;

» The Alberta Urban Municipalities Association for participating and providing feedback;

» Alberta Association of Municipal Districts and Counties for participating and providing

feedback;

» Alberta Ministry of Municipal Affairs for funding support;

» Consulting Engineers of Alberta;

» Harold Johnsrude for providing project guidance;

» Christina Parkins, Alberta Municipal Affairs, for project guidance;

» Graeme Langford for project management and project guidance; and

» Urban Systems for consulting support.

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This handbook and toolkit is for staff and elected officials from Alberta’s small and mid-sized

municipalities.

The purpose of this handbook is to introduce asset management concepts - with a focus on

implementation - to small and mid-sized communities.

This handbook will:

» Provide an overview of the process of asset management, the objectives, and the benefits;

» Identify the mindsets and key elements of asset management that enable success;

» Describe information management for asset management and good decision making;

» Show how staff throughout a municipality contribute to successful asset management; and

» Suggest ways of implementing asset management through existing municipal processes.

THE TOOLKIT is focused on providing ‘how to’ information. It includes processes, examples, and a

set of practical and editable tools and templates that can be used by any organization to get

started with asset management using the information and resources they already have.

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An Introduction to Asset Management ........................................................................................................ 1

What is asset management? ........................................................................................................................ 2

Why practice asset management? ............................................................................................................ 3

Asset management mindsets ....................................................................................................................... 5

Understanding service ................................................................................................................................... 8

Understanding risk ......................................................................................................................................... 10

Understanding costs and funding.............................................................................................................. 12

Evaluating trade-offs and making good decisions ................................................................................ 14

Communication and information management ................................................................................... 18

Implementing asset management .............................................................................................................. 21

Where do we start? ...................................................................................................................................... 22

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Maybe you want asset management to help you answer questions like:

» Which assets should we replace first?

» How much money do we need to put into reserves for asset replacement?

» How much should we be spending on maintenance?

Asset management can help to answer these questions, but it is also more.

Asset management IS NOT Asset management IS

A project or a single plan A process

Tangible capital asset accounting A forward looking practice

An end itself A means to an end

About counting assets and doing condition

assessments

About making good and informed

decisions

About calculating infrastructure deficits

that seem too big to do anything about

About taking action to make our

communities more sustainable and resilient

Just about replacing assets About making better decisions about assets

and service delivery

Asset management is the process of making decisions about the

use and care of infrastructure to deliver services in a way that

considers current and future needs, manages risks and

opportunities, and makes the best use of resources.

NOPE. Asset management is a set of

practices for making good decisions, and

it’s an ongoing process. Software can be

a useful tool, but it’s not going to replace

the need for people to make decisions.

“Asset

management is

a software

program, right?”

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Simply put, it’s the right thing to do. The residents and businesses in our communities trust and

expect us to be good stewards of the services and infrastructure that they rely on every day.

How confident are you that everyone in your organization has a clear understanding of what level

of service should be provided? Of the main risks to the performance of your infrastructure and

services, and what you’re going to do about it? Or of the trade-offs between level of service, cost,

and risk? How confident do you feel that everyone in your organization would be on the same

page with these things?

How confident do you feel that you’re leaving the organization in a better position than you found

it – more robust, resilient to unexpected changes, and more sustainable?

» Helps you confidently evaluate and

communicate trade-offs between service,

cost, and managing risk.

» Provides you with a defensible way of

prioritizing projects and resources.

» Aligns the organization to focus on the

things that matter most.

» Helps you decide what infrastructure needs

to be replaced or renewed, and how many

years you can get out of it.

» Helps you figure out how much you should

be saving for future infrastructure renewal.

» Helps you demonstrate accountability to

residents and businesses in the community.

Asset management exists to enable good stewardship of

infrastructure and services; to run the business today and prepare for

tomorrow in a way that is responsible.

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A RESILIENT COMMUNITY is one that can manage changes, undesired events and financial shocks

while continuing to deliver important services without introducing significant impacts to revenues

or spending.

What kinds of changes, undesired events, or financial shocks do you need to be prepared for?

We can’t predict the future, there are some common characteristics of Alberta municipalities that

when understood, help us to identify how to build resilience.

What We Know What This Tells Us About

Building Resilience

The roles and responsibilities of local

governments in Alberta have evolved

significantly over the last 100 years. Never

before have local governments been

responsible for so many services or owned as

many assets as they do now.

Things will continue to change – including

local government responsibilities for service

delivery and asset ownership. Asset

management can help us build resilience by

always looking forward to think about what

scenarios might unfold, and how we might

prepare for these scenarios.

Since roles and responsibilities of local

governments will continue to change, asset

management practices need to be

adaptable to change. Rigid processes will not

prepare us to be resilient.

Most community infrastructure has not been

through a full life-cycle yet, so we need to

learn and develop the practices and

mindsets of managing it.

We are continuing to learn about how

infrastructure will behave throughout its

lifecycle, risks to service delivery, and best

practices for minimizing lifecycle costs. Asset

management practices need to be

adaptable to these learnings.

Boom and bust cycles related to global

factors have impacted people living in

Alberta for as long as they’ve relied on trade

for revenue.

Alberta’s economy continues to be

susceptible to boom and bust cycles. Boom

times and bust times both pose challenges for

local government service delivery – and asset

management needs to include preparation

for both scenarios.

Building resilient communities, with sustainable services, is the

ultimate goal of asset management, and should be at the centre of

any asset management action, decision, or program.

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It’s all about the services. It’s not about the pipes, the roads, or the buildings. It’s about the services

these assets enable. Good decisions begin with the service in mind.

Asset management is a means to an end. It is not a project that can be completed; it is a process

for making better decisions and building resilience.

Asset management is a team sport. Making decisions requires that the right information reaches

the right people at the right time. Working across disciplines and departments is required to make

this happen.

Asset management concepts are scalable in complexity. The key elements and concepts of asset

management are relevant to both the smallest and largest of communities. As service

responsibilities and infrastructure networks increase, so does the complexity of decisions –and

therefore the level of information needed to support making good ones.

Begin where you are. Every organization has the ability to incorporate considerations of service,

risk, and cost into decisions, with the information you already have.

Strive for continuous improvement. Information, processes, and systems can be improved over

time – in a way that is appropriate to the decisions that need to be made.

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Key components of asset management

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There are lots of ways of approaching asset management – but at even the most basic level,

asset management is always about informed decisions with an understanding of service, risk,

and cost.

The difference between an entry level approach to asset management and a mature, in-

depth approach is not what content is considered, but increased data accuracy, levels of

analysis, integration, documentation, and formalization of processes.

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Infrastructure exists to support service delivery. What level of service does your

community value and what are they willing to pay for?

Understanding service means having a clear and consistent understanding of:

1. The types of services you provide;

2. The groups of residents, businesses, and institutions that you provide them to;

3. The level of service being delivered currently (your performance); and

4. The level of service you’re aiming to provide (your target).

Infrastructure is not inherently valuable; it is only as valuable as the service it provides to the

community. Rather than jumping straight to pipe breakage rates or pavement quality index, it’s

important to start with defining the service in terms that residents and businesses would understand

– like water service outages, or driving comfort. This helps to ensure the priorities for limited

resources are aligned with what the community values.

Sometimes we provide a certain level of service NOT

because the community has indicated it is valuable to

them, but instead because it’s what has always been

done. When was the last time you questioned things

like:

» How often the garbage should be picked up?

» How wide the roads should be?

» Which roads should be paved and which

should be gravel?

» How often landscapes in parks or public right-

of-ways are maintained?

» SECTION 2.1 How to define levels of service

TOOLS AVAILABLE

IN THE GETTING

STARTED TOOLKIT:

Level of service is a measure of the quality, quantity, and/or

reliability of a service from the perspective of residents, businesses,

and customers in the community.

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» Staff can seek efficiencies with clear performance targets established.

» Members of the community know what to expect and what they are paying for.

» You need to be clear about what the community is asking for before you can figure out if

you can afford it.

» Staff and council can communicate clearly

and consistently with the public about what

service levels will be provided and why, and

make aligned decisions.

» Knowing where you’re at and where you need

to be makes it easy to find gaps and correct

them.

» Projects can be prioritized based on their

impact to providing or sustaining service.

» Actions such as cutting costs, making

investments can be evaluated in terms of their

impacts on services.

» The consequence of risks can be evaluated in

terms of their impacts on services.

LESSONS FROM THE TRAVEL AND HOSPITALITY INDUSTRY

If you’ve ever stayed in a hotel room, eaten at a restaurant, or taken a flight, you’re

probably familiar with the concept of level of service. As consumers of these services,

we understand that a four star hotel will usually cost more than a two star hotel in the

same city. We know to expect better service at a fine dining restaurant than at a food

court in a shopping mall. And it’s no surprise to us that people sitting in the first class seats

on the flight get a piping hot meal with champagne, while the rest of the passengers

are served water and pretzels.

These clear level of service standards are powerful. They help the customer to make

decisions based on what they value (“Would I rather save the money? Or sleep on a

bed that feels like a cloud?”). They align the expectations of the people delivering the

service and the people receiving the service. And the focus of the business is on making

investments that deliver services that the customer cares about.

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What are the possible events that could impact your ability to deliver service to your

community?

Some of these events will have a higher probability or greater impact than others – which make

them a bigger risk. Often, with the right planning and actions, the likelihood or impact of these

events can be reduced. To understand risk, you need to understand:

1. What your risks are and where they are;

2. The impact and likelihood of these risks;

3. What can be done to control or mitigate them and what resources are required; and

4. Whether they are worth mitigating or if they should be tolerated.

ASSET RISK An event where an asset failing to perform as you

need it to. Examples of asset risks are a broken water pipe or

potholed road surface.

STRATEGIC RISK Events or occurrences that impact your ability

to achieve objectives. Examples of strategic risks include:

» Possibility of reduced revenue

» Dramatic increase in service demands

» Changing demographics

» Retiring workforce

» Loss of critical data or information

Different people within the same organization will have different perspectives, opinions, and

language that they used to understand risk. This can complicate decision making. If you have a

systematic approach to identifying and ranking risks, you can develop a common language and

better decisions.

Risk(s) are events or occurrences that will have undesired impacts on services.

Risk = Impact x Likelihood

Knowing how old our assets are can help us to estimate

when they might fail. This is important information, but it

doesn’t show the whole picture of risk because it doesn’t

tell us anything about what happens if the asset fails.

“We need to

replace our aging assets”

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Risks are assessed by identifying the impact and the

likelihood of the event, and then finding the corresponding

level of risk. Doing this for each risk helps you to figure out

which are your biggest risks and which risks are not as

important to worry about.

There are many ways you can control or mitigate risks:

capital projects (e.g. replacement of a water main) or

operational approaches (e.g. having a plan to fix the water

main very quickly after it breaks, or rely on an alternate

water supply). Often, a single project will only reduce the

likelihood of the event OR the impact of the event – but not

both. You may need more than one approach to managing

bigger risks.

Risks cannot be entirely eliminated, and sometimes mitigating risks can be expensive. As an

organization, you may decide that some risks are not worth doing anything about – they should

just be tolerated. Tolerating risks is perfectly acceptable, as long as it is an informed decision to

tolerate risk.

» Develops a consistent language across the

organization to describe possible events, their

impact, their likelihood, and what should be

done about them (if anything).

» Helps you to identify top priorities, and check if

you’re spending your resources in the areas

that are your biggest risk.

» Helps you allocate limited financial and

human resources.

» Helps people agree on what level of risk is

acceptable, what kinds of risks need to be

managed, and what should be invested to

manage these risks.

» Contributes to building resilience of your

community.

» SECTION 3.1 How to manage risks

» SECTION 3.2 How to identify and assess asset risks

» SECTION 3.3 How to identify and assess strategic risks

TOOLS AVAILABLE

IN THE GETTING

STARTED TOOLKIT:

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How well do you understand what drives your costs? Are you getting value for money?

To understand cost, you need to understand:

1. Replacement costs of current assets;

2. Capital costs of new assets;

3. The timing of capital costs;

4. Expected operating and maintenance costs for current and new assets;

5. Actual operating and maintenance costs for current assets;

6. Past and projected trends in operating and maintenance costs over time; and

7. Revenue sources for funding future capital and operational costs.

You need perspectives from finance, engineering, planning, and public works to properly

understand risk. The purpose of understanding costs and funding is to help you identify if you’re

getting value for money, understand what level of service you can afford to provide, and what

level of risk you should tolerate (see next section on understanding trade-offs).

The lifecycle cost of an asset is the total of capital, operations, and maintenance costs over the

full lifecycle of the asset. As a steward of infrastructure, services, and tax-payer dollars, you aim to

make decisions that minimize lifecycle costs and maximize value for money.

Total operations and maintenance costs over the life of an asset

can often be much more than the up-front capital cost of the

asset, but there are ways of minimizing total lifecycle costs.

Effective ways of minimizing lifecycle costs of existing assets are:

» Tracking operations and maintenance costs against

each asset, so that you can make a decision to replace

an asset when it becomes too expensive to repair or

maintain.

» Conduct regular maintenance to extend the life of the

asset.

» Investigate options for optimizations, retro-fits or

upgrades that reduce energy requirements.

» SECTION 4.1 How to understand costs and funding

» SECTION 4.2 How to develop an asset replacement

plan

Cost: in asset management, the financial and human resources

required throughout the lifecycle of the asset.

TOOLS AVAILABLE

IN THE GETTING

STARTED TOOLKIT:

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Lifecycle costs should be considered before an asset is even designed. Ways of minimizing

lifecycle costs of new assets are:

» Choosing energy efficient designs and equipment.

» Selecting materials/designs based on total lifecycle cost, rather than up front capital cost.

» Designing new developments to maximize efficient use of infrastructure such as

roadways, storm and sanitary sewer, and water systems.

Generally speaking, the closer you are to spending the money, the more accurate you need to

be with your cost estimates. For the purposes of understanding potential costs of replacing assets

over the long term, or identifying potential financial risks, it is impossible to be completely accurate

and an educated estimate is good enough. For capital projects to be undertaken within the next

few years, you should work to have a more accurate cost estimate of both the up-front capital

costs, and the costs of ongoing operations and maintenance.

Knowing costs is only half of the equation – you need to understand how you will pay for these

costs. Some sources of funding are more reliable than others, and it is important to consider that

in planning. You should have an understanding of expected revenue from:

» Property taxes

» Debt

» User fees and charges

» Grants

» Development charges

» Other

» Understanding cost is fundamental to making good decisions about what level of service

can be afforded and what level of risk should be tolerated.

» Well understood costs can be clearly communicated with the community, so that people

understand what they’re paying for and what value they’re getting.

» Helps you make decisions about rate increases or decreases.

» Costs need to be understood before they can be effectively minimized without increasing

risk to services.

» Helps you to figure out how much should be contributed to reserves and how reserves

should be managed.

» Informs decisions about use of debt and debt management.

Historic Cost vs. Replacement Cost

Accounting practices use the historic cost of assets, or the actual cost of

acquiring the asset. Asset management practices use replacement cost, or

the total cost of replacing the asset in today’s dollars.

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Service, risk, and cost cannot be fully understood in isolation – the three need to be brought

together to understand connections and trade-offs.

What makes a decision a good one? Good decisions are informed with an understanding of

service, risk, and cost trade-offs that is appropriately accurate and complete. They are aligned

with community priorities and demonstrate good stewardship over community assets for future

generations.

Accepting greater asset risks can mean that assets are not performing like they need to, and your

level of service can decrease. An example of this connection is water mains that are allowed to

deteriorate, resulting in more breaks, and more water service outages for the community.

Strategic risks can have a big impact on your ability to deliver level of service, and small actions

made today can help to maintain level of service in the future. An example of this connection is

the strategic risk of having spikes in asset replacement costs if several assets are expected to reach

the end of their useful life at the same time. This risk can be managed by making annual

contributions to reserves to spread out the financial impacts of asset replacement.

Elected officials and community members should be informed of the connection between service

and risk, so that decisions to manage or to tolerate risks are made while considering the impact

to services.

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What level of service can you afford to provide – now and in the

future? We all want the best – until we understand what ‘the best’

actually costs. Understanding the connection between service and

cost in your community helps inform the decision about what is

affordable. While businesses and residents in the community should

be involved in deciding what level of service should be provided,

the conversation should always be framed in the context of the cost

of providing that service.

Municipalities are continually being asked to do more with less, and

many are looking for ways to cut costs. If you have a good

understanding of what level of service you need to provide, you

can look for ways to reduce costs and find efficiencies that have a

negligible or small impact on service levels provided.

Decisions about cutting costs or reducing funding should be made

with an understanding of the impact on service levels.

Actions required to mitigate asset and strategic risks can have costs,

and decisions need to be made about whether the cost of these

actions is worth it or whether the risk should be tolerated.

This decision should be informed by an understanding of the costs

and inconveniences that might be incurred by not mitigating the

risk. Some examples of this connection are comparing costs of a

complete road rebuild to the cost of doing minor maintenance and

repair annually, or comparing the costs and benefits of proactively

planning for succession planning to the costs and risks of losing key

staff and organizational knowledge.

Another trade-off between cost and risk that requires evaluating is

the relationship between cutting costs and increasing risk. Cutting

up-front capital costs during construction may increase risk of

operational problems or reliability. Cutting costs to operations and

maintenance budgets may increase the risk of asset failure, and

may also increase the total cost through expensive reactive repairs.

Often, the impact of cutting costs on infrastructure replacement,

maintenance, or repair are not seen until years later when the

problems become much bigger and more difficult to deal with.

MANAGING RISK BY FUNDING

AMORTIZATION: WHAT IS THE

RIGHT AMOUNT TO FUND?

There is no single “right answer”

to this question. This question

needs to be considered

uniquely by each municipality,

in the context of long term

financial plans; future projected

costs, risks and growth; and

what is considered a fair share

between current and future

generations.

CONTRIBUTED ASSETS:

FROM LEGACY TO LIABILITY

Developer or industry-

provided infrastructure that

delivers a high level of service

may seem like a gift to the

community. However, this gift

can quickly become a liability

when ownership and

responsibility is transferred to

the municipality and

operations and maintenance

are unaffordable. Common

examples of this are highly-

landscaped areas, extra wide

roads, and recreation centres

or facilities. Standards for

contributed assets should be

defined considering ongoing

responsibility for operations

and maintenance.

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Everyone within a municipality makes decisions that should be informed by an understanding of

service, risk, and costs/funding. Everyone has a role to play in providing information for others to

make decisions, and in seeking out the appropriate information to inform the decisions they make.

INFORMATION NEEDED (SERVICE, RISK, AND COST)

DECISIONS TO BE MADE

ELE

CTE

D O

FFIC

IALS

» The values and priorities of the

community.

» The level of service being provided

to the community today.

» The level of service the community

expects and is willing to pay for.

» The main risks to being able to

deliver services.

» Costs of service delivery, and how

much revenue is required.

» What are priorities for service delivery?

» What is an appropriate level of risk?

» How much should be spent to deliver

services?

» How much should be saved to

mitigate risk?

SEN

IOR

MA

NA

GEM

EN

T &

STA

FF

PLA

NN

ING

& E

NG

INEER

ING

» What it takes to deliver level of

service (capital and O&M).

» Asset and strategic risks that may

impact the ability to deliver

services.

» Costs of service delivery and risk

management.

» Financial projections, to identify

what is affordable.

» What capital projects or O&M

activities need to be implemented to

deliver the target level of services?

» What actions need to be taken to

manage risks?

» When should assets be replaced and

when should they be fixed?

» What is the appropriate prioritization of

projects to make best use of financial

and human resources?

PU

BLI

C W

OR

KS

» Performance standards for assets.

» How to identify and communicate

risks to those planning capital

projects.

» How to prioritize operations and

maintenance activities in

alignment with organizational

priorities.

» What operations and maintenance

activities need to be conducted to

effectively manage risks?

» What O&M activities should be

prioritized to make best use of

financial and human resources?

FIN

AN

CE

» Estimated costs of capital projects

over ten years.

» Estimated costs of operations and

maintenance over ten years.

» Sources of funding and level of

certainty.

» Timing of funding.

» How will projects and activities be

funded?

» What is the appropriate amount of

money to contribute to reserves?

» How and when should reserves be

used?

» How and when should debt be used?

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Communication and information management are the foundation of asset management,

because making good decisions requires that the right people have the right information at the

right time.

Achieving this requires a process of communication and ongoing information management –

supported by a culture of teamwork. Asset management is not about having perfect information,

but It’s about ensuring decisions are informed by the best information available, and then working

to improve information where appropriate. Approaching asset management as a team sport

improves

Communication is what ensures the flow of information for making decisions at all levels of the

municipality. Asset management is a team sport, and everyone has experience and information

about services, risks, and costs that needs to be communicated with others. Similarly, decisions

and directions about services, risks, and costs need to be communicated throughout the

organization to ensure that everyone is on the same page with what needs to be done and why.

Every organization will have their own ways of

approaching communication – from formally written

processes and documents, to informal conversations.

What’s the right approach? It depends on your

organization, but usually a mix of formal processes and

informal but regular conversations. Having a systematic

approach makes sure that communication happens –

even when everyone is busy. Documents like policies,

strategies, and plans can be helpful to communicate

information and decisions about direction, but you can’t

make the assumption that everyone has read it just

because it’s documented.

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There is a perception that asset management requires a lot of detailed data about all of your

assets – but this information can be time consuming and costly to collect. Just like asset

management, information management is a process of continuous improvement. It’s best to start

by pulling together all of the data and information you already have to see what it tells you about

your services, risks, and costs, and then to prioritize improving information where it’s going to make

the biggest improvement to your decision making.

Pulling together information1 about assets to better understand services, risks, and costs, including:

» What do we own and where is it?

» What are the attributes?

» When was the asset installed or put

into service?

» What did it cost?

» What would it cost to replace?

» What condition is it in?

» How long will it last?

Include data, reports, drawings, and anecdotal information from people who work with assets on

a daily basis.

1

Information collected should be compiled and organized into a central hub for information, or an

asset inventory. Organizations may have one inventory that includes all assets, or may have

different inventory systems for different types of assets (i.e. one for water assets and one for parks

assets). Each municipality should choose the tool(s) for information storage that is appropriate for

them. Specialized software may be preferred in some cases, but an excel inventory and set of

maps can provide the basis for effective asset management.

1 In 2009, PS 3150 legislation required that all local governments begin reporting asset ownership on their annual

financial statements. This inventory can serve as a good starting point for organizations pulling together asset

information for the first time. Refer to the Getting Started Toolkit attached to this handbook for more information.

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Information isn’t valuable if it’s not used. Information access requires that people know what

information is available, how accurate it is, and what the limitations of the information are.

Information often needs to be accessed by a different department than the department

collecting it, so communication about information needs to happen within and across

departments.

As circumstances change over time, information needs to be updated. Information updates may

be done on an ongoing basis, or may be completed as part of an annual process. Updates should

reflect new assets, retired assets, refurbished or replaced assets, replacement cost changes,

updates to operating costs to repair and maintain and asset condition information.

Updates may also be made to improve the accuracy of information, such as replacing anecdotal

condition information with results from a condition assessment. Collecting more data or more

accurate data can be very valuable in decision making, but it can be time consuming and

expensive, so it’s not worth investing in unless you know it will improve your decision making. When

working with vendors or consultants, ask them (at the beginning of the project) to provide you

information in a format that makes updating your inventory as easy as possible.

SOFTWARE AND ASSET MANAGEMENT

Software systems are tools that can support management of information, but they can

also cause problems when staff with specialized training are lost, or people who need

information cannot access it. Basic asset management in small communities can be

conducted with simple spreadsheets and maps. Think you probably need a software

program to make sense of it all?

Here are some things you should consider before selecting a software system:

1. Know your information and communication needs clearly first. For example, if you want to be able

to access information through GIS but you don’t have GIS skills in house, you might be able to

make use of an externally hosted service which could save you a lot of money.

2. Identify what existing software programs you have and whether they need to be linked to asset

management software.

3. Think about who will have the training to access the system, and what you will do if those people

aren’t around.

4. Software needs to be maintained over time. Have a plan for who will be responsible for

maintaining the system as the program changes.

» SECTION 1.1 How to develop an

inventory for asset management

TOOLS AVAILABLE

IN THE GETTING

STARTED TOOLKIT:

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This is one of the most common questions about implementing asset management. You can start

wherever makes most sense for your organization based on what’s driving the desire to implement

asset management and what you want to achieve. However, if you’re still not sure where that

might be, a potential pathway has been outlined below. This pathway shows you where to start,

and is also a roadmap for continuous improvement.

1. IDENTIFY A CHAMPION AND BUILD A TEAM. The team should include someone who knows about

finance, operations, planning, and engineering. The champion needs to be able to bring

people together and keep it going.

2. ASSESS ASSETS. Bring together available information on your assets to get a high-level snapshot

of what you own, the level of service you’re delivering, asset risks, and costs. Compile it into a

central inventory or location. Use the information you have as a start. You can improve it later.

3. ASSESS ASSET MANAGEMENT PRACTICES. As a team (and maybe even more broadly) assess

your current practices related to understanding services, risks, and costs, and making decisions.

You might already be doing asset management in certain areas, but calling it something else.

AssetSMART is an assessment tool that can be used for this assessment.

4. IDENTIFY PRIORITIES FOR IMPROVEMENT. Based on your assessment of assets and asset

management practices, select priorities for improvement. These might be capital or

operational projects to mitigate risk or increase service, or they might be initiatives for improving

understanding of service, risk, or costs and funding.

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5. IMPLEMENT AND MONITOR. Implement what you’ve planned to address your top priorities. This

might include capital projects, conducting maintenance, or developing policies, strategies, or

plans.

Engaging Council in Asset Management

Council has the final say in major decisions about service, risk, and cost – and therefore it is critical

that council is informed and engaged on an ongoing basis about asset management. You may

communicate with council information such as:

» the benefits of asset management, in the specific context of your municipality

» the need for asset management as an ongoing practice to inform decision making

» a summary of the connections between services, risk, and cost at your municipality

Some municipalities choose to seek a council directive for building an asset management

program before investing efforts. Other municipalities seek a council directive after doing some

basic groundwork to understand assets, services, risks, and costs in order to highlight the

importance of practicing asset management. Council directive may come later, in the form of

an endorsed asset management policy. Whichever path you choose, the main objective is to

have formal endorsement of building an asset management practice at your municipality.

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Okay, so you understand your services, risks, costs and funding. You know the connections and

trade-offs between these three components, and you know the importance of evaluating these

trade-offs to make good decisions that increase the resilience of your community.

But what do you actually do? Isn’t asset management about creating policies, strategies, and

plans? It can be, but as a municipality you probably already have several policies, strategies, and

plans in place. The purpose of asset management is not to create additional work – it’s to ensure

that decisions throughout the organization are informed by an understanding of service, risk, and

cost for the development of long term resiliency.

For asset management to be effective, it needs to be implemented. The easiest way to implement

it might be to include considerations of service, risk and cost into your existing processes. On the

other hand, you may decide that creating policies, strategies, and plans that are specific to asset

management is the best way to make sure it gets done and gets the attention it deserves. In short,

it’s up to you and your organization to decide what will be most effective for you.

SCOPE

EXISTING DOCUMENTS OR

PROCESSES TO BE

LEVERAGED OR MODIFIED

ASSET

MA

NA

GEM

EN

T

PO

LIC

Y

» Connection between community objectives

and management of assets.

» Principles to guide decision making about

acquiring or replacing assets.

» Corporate approach to funding and

financing asset acquisition, replacement,

and ongoing operations and maintenance.

» Financial policies

» Debt and reserve policies

» Service level policies

» User fee policies

» Development-related

policies

ASSET

MA

NA

GEM

EN

T

STR

ATE

GY

» Overview of current corporate assets,

services, risks, costs, and funding.

» Current status of corporate asset

management practices.

» Where you want to be.

» Strategies to improve asset management

practices to get to where you want to be.

» Relationships or interdependencies with

other corporate initiatives or plans.

» Corporate strategy/

Strategic Plan

» Financial Strategy

» Community Sustainability

Plan

» Department-level Strategy

» SECTION 5.1 Sample asset management policy

» SECTION 5.2 How to create an asset management strategy

» SECTION 5.3 How to create an asset management plan

Implementing asset management through:

» SECTION 5.4 the budget process

» SECTION 5.5 community planning

» SECTION 5.6 communication and engagement

TOOLS

AVAILABLE IN

THE GETTING

STARTED

TOOLKIT:

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SCOPE

EXISTING DOCUMENTS OR

PROCESSES TO BE

LEVERAGED OR MODIFIED

ASSET

MA

NA

GEM

EN

T PLA

N » Comprehensive information about assets,

their condition, how they’re performing.

» Current level of service performance and

desired performance.

» Asset risks and strategic risks.

» Capital and operational projects required

to deliver service and mitigate risks.

» Current costs and funding, and projected

costs and funding.

» A timeline for implementation.

» Consequences of not following the plan.

» Long term financial plan

» Long term capital plan

» Department Business Plan

» Utility or Transportation

Master Plans

BU

DG

ET » Specific activities, their timing, and costs. » Capital and Operations

budget

PU

BLI

C

CO

MM

UN

ICA

TIO

N

» Perception of service delivery performance.

» What is being done to improve or maintain

service levels?

» The most significant risks and opportunities,

and what is being done to mitigate them.

» Citizen surveys

» Annual reports

» Orientation of new staff and

council

You need to have whichever ones will add value to the decision making in your organization.

Municipalities should take a continuous improvement approach to implementing asset

management. You might start by partially developing or modifying only the plans, strategies, or

policies you think are top priority (in full or in part), and then moving on to the ones you think are

next in priority level. The ultimate goal is that decisions throughout the organization are informed

by an understanding of service, risk, and cost - not that a series of documents is produced. All of

these documents need to be maintained and updated, so keeping it simple can be beneficial.

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Minimum factors for success:

» A CHAMPION. You need someone who can drive asset management forward. The

department or title of this person doesn’t matter, but they need to be good at bringing

people together.

» A TEAM. The champion will be supported by a cross departmental team. At a minimum,

the team should include someone from finance, public works, engineering, and planning.

» SUPPORT FROM MANAGEMENT AND COUNCIL. Since asset management is ultimately about

decision making, it is very difficult to be successful in implementing asset management

without support from management and council. You might not have this support from the

very beginning, as some up-front work might be needed to frame the issue and build buy-

in. You shouldn’t invest much time or money in developing expensive plans or collecting

data without senior support.

In building asset management practices, you might

spend money on data collection and management,

software programs, staff time, and/or consultants. All of

these things can cost either a little or a lot – depending

on how much infrastructure you have, the current state

of your data, and what your needs are. Identifying what

you need from asset management will help you

understand how much it might cost.

Asset management processes are most effectively built

through continuous improvement, so you may start at

the entry level and make small investments over time to

improve your systems and processes. The important

thing is to get started.

Asset management doesn’t need to be expensive. Start

small with free or inexpensive tools, and improve from

there as needed. Ultimately asset management will save

you money, so money spent on asset management

should be considered an investment.

“We don’t have

the resources to

implement asset management”

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THE BICYCLE. Costs basically nothing. Gets you moving, but not that fast.

Use the tools in this toolkit to get started with incorporating asset management

into decision making with the information you already have.

THE BUS. Entry level option that gets you where you need to go.

Invest in some training or some advisory support to help you understand where

you’re at and develop a tailored roadmap for moving forward with carefully

selected initiatives.

THE CAR. More options for going where you want, but costs more.

Invest in data management tools, collecting condition data for critical assets or

those near the end of their life. Develop or update infrastructure plans.

THE HELICOPTER. Gets you wherever you want, quickly. Really expensive

and special operations skills required. May be excessive if your needs are basic.

Comprehensive system of complete and current data for all assets, integrated

with financial systems and maintenance management systems. Detailed asset

management plans for all asset classes and an integrated corporate level asset

management plan.

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ASSET A physical component of a system that has value, enables services to be provided, and

has an economic life of greater than 12 months.

ASSET MANAGEMENT the process of making decisions about the use and care of infrastructure to

deliver services in a way that considers current and future needs, manages risks and

opportunities, and makes the best use of resources.

ASSET MANAGEMENT PLAN A plan to identify asset management needs, establish longer term

financing means, and regularly schedule maintenance, rehabilitation and replacement works

for the long-term sustainability of the asset.

ASSET MANAGEMENT POLICY Principles and mandated requirements derived from, and

consistent with, the organizational strategic plan, providing a framework for the development

and implementation of the asset management strategy and the setting of the asset

management objectives.

ASSET MANAGEMENT STRATEGY Long-term optimized approach to management of the assets,

derived from, and consistent with, the organizational strategic plan and the asset management

policy.

ASSET CONDITION The state of an asset, particularly regarding its appearance, quality, or

working order.

BUSINESS PLAN A written document that describes in detail how a business is going to achieve its

goals.

GIS Geographic Information System designed to capture, store, manipulate, analyze, manage

and present all types of spatial or geographical data.

LONG TERM CAPITAL PLAN A multi-year plan (10+ years) that identifies the capital infrastructure

projects and their cost to address the current and future service objectives.

LONG TERM FINANCIAL PLAN A plan that documents the process of aligning financial capacity

with long-term service objectives.

LEVEL OF SERVICE The defined standard for the provision of a particular service. Components of

defining these standards include: quality, quantity, reliability, responsiveness, environmental

acceptability and cost.

LIFE CYCLE MANAGEMENT Retaining an asset as near as practicable to its original condition, from

the point when a need for it is first established, through its design, construction, acquisition,

operation and any maintenance or renewal, to its disposal.

MAINTENANCE MANAGEMENT Administrative, financial, and technical framework for assessing

and planning maintenance operations on a scheduled basis.

RISK The degree of price volatility and/or chance of failure carried by an asset.

TANGIBLE CAPITAL ASSET An asset that has a material or physical form that can be assigned a

price value.

TOTAL ANNUAL AVERAGE LIFECYCLE INVESTMENT (AALCI) Budget based on annual average of

the total replacement value of an asset over its expected service life.

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http://www.businessdictionary.com/definition/administrative.html

http://www.businessdictionary.com/definition/financial.html

http://www.businessdictionary.com/definition/technical.html

http://www.businessdictionary.com/definition/framework.html

http://www.businessdictionary.com/definition/planning.html

http://www.businessdictionary.com/definition/maintenance.html

http://www.businessdictionary.com/definition/operations.html

http://www.businessdictionary.com/definition/schedule.html

29

USEFUL LIFE The estimated lifespan of a depreciable fixed asset, during which it can be expected

to contribute to a municipality’s operations.

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Asset Management for Municipalities in

Alberta

Alberta Association of Municipal Districts and Counties

July, 2015

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Asset Management for

Municipalities in Alberta

Navigating the Asset Management Journey


Copyright © 2015 Alberta Association of

Municipal Districts and Counties

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Glossary

Asset Condition The physical condition of the asset, often measured based on physical observation, testing or engineering judgement. The condition of the asset will often influence its performance, and ultimately the level of service derived from that asset.

Asset Management The coordinated activity of an organization to realize value through the strategic management of its assets. Value is to be understood as a service to the community, stakeholders, public, employees, etc.

Asset Management Plan A document that specifies the activities, resources and timescales required for an individual asset, or a grouping of assets, to achieve the organization’s infrastructure objectives.

Asset Management Policy A document that specifies the guidelines and goals relating to asset management set by senior leadership or, in the case of a municipality, council.

Critical Assets Assets that can impact the organization’s objectives in a significant manner. These are typically assets for which a failure would result in, for example, a significant service disruption, damages, costs, and reputational or environmental impact.

Long Term Investment Plan A financial plan outlining expected infrastructure investments related to sustainment and growth over an extended timeframe, typically 10 years or more. Values presented are typically based on best estimates have a degree of uncertainty and may include analyses and predictions of various scenarios. As time progresses, investments in the long term plan are re-evaluated and prioritized to be included in the budget. Asset management is a component of a municipality’s long term plan.

Levels of Service An evaluation of an asset’s performance that can be based on a number of factors, such as cost-effectiveness, user experience, or operational performance.

Needs Assessment A process to identify gaps or improvement requirements in an organization’s strategy, process or performance by comparing its current situation with desired outcomes. This process can be a useful in identifying opportunities where an additional focus on asset management can contribute to the quality of a municipality’s services.

Risk The exposure of someone or something to danger, harm, or loss. In an asset management context this is typically expressed through the evaluation of the likelihood of an event occurring (e.g. asset failure) and its potential impact on service delivery.

Risk Management The coordinated activity of identifying, assessing and mitigating risks. Used to support the identification and planning of critical assets and management activities.

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Contents

1 Executive Summary 1

2 Project approach and methodology 2

2.1 Project approach 2

2.2 Stakeholder involvement 2

3 Asset Management 2

3.1 What is asset management? 2

3.2 Why is it important? 2

3.3 Common issues, challenges, and concerns 2

4 Asset Management Drivers 4

4.1 Ontario: Building Together 4

4.2 Federal-provincial gas tax agreements 4

5 The Asset Management Journey 6

5.1 Building buy-in and support 6

5.2 Formalizing commitment 11

5.3 Setting clear direction 12

5.4 Developing the plan 13

6 Asset Management Resources 16

6.1 Sector organizations and resources 17

6.2 Examples 22

7 Conclusions and Needed Supports 23

7.1 Conclusions 23

7.2 Needed support 23

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1 Executive Summary

Asset management is about managing infrastructure in a coordinated, integrated way to maximize its value in providing a given service. By adopting a structured approach to asset management, elected officials and administration can ensure that their residents’ needs are properly addressed with the right balance of sustainable funding, stable tax regimes, and service priorities. Asset management also brings an additional layer of accountability and transparency to municipal decision-making.

As infrastructure challenges grow alongside increased demands for services from residents, municipalities are increasingly being asked to do more with less. This requires a new approach to decision-making and explains why asset management has become a priority for governments around the world. Asset management introduces lifecycle thinking to the management of assets so that municipalities can plan for and accommodate needed maintenance, repair, renewal and decommissioning. Asset management planning can take different forms and there is no single correct way to management municipal assets. Instead, each context is unique and municipalities need to decide how to maximize the value of their assets to achieve the overall economic, social, and environmental goals of their municipality.

In many of Canada’s largest municipalities, asset management planning is well underway; however, in small and medium sized municipalities, many barriers to adoption remain, including a lack of resources and capacity. Without clear financial or regulatory drivers, asset management is often viewed as something “extra”, and stakeholders tasked with championing asset management often experience apathy or push-back when trying to build momentum for change.

Increasing focus on sustainable infrastructure funding has created a drive for better alignment between funding programs and asset management planning at both the provincial and federal levels. The 2012 Canadian Infrastructure Report Card estimated that over $100 billion of Canada’s municipal infrastructure is in fair or poor condition, confirming the need for improved long term planning and action around sustainable infrastructure. In response, grant funding is being increasingly linked to asset management principles. For instance, the Gas Tax Fund component of the federal government’s New Building Canada Plan will require provincial governments to track and report on municipal asset management improvement over the term of the agreement.

Under the Canada-Alberta Federal-Provincial Gas Tax Program, the Government of Alberta will oversee the development of minimum requirements for municipal asset management development. They have committed to working with municipal stakeholders such as the Alberta Association of Municipal Districts and Counties (AAMDC) and the Alberta Urban Municipalities Association (AUMA) to develop requirements that are reasonable and achievable given timeframes and local intricacies and constraints. Alberta Municipal Affairs will be working with stakeholders to finalize requirements by the end of 2015. At a minimum, these will require that municipal governments prepare a multi-year capital plan that includes projects funded through the Gas Tax Fund, but may extend to include other areas of infrastructure investment.

Implementing asset management is not a one-time action, but rather a journey of continuous improvement. While all municipalities practice some form of asset management, understanding the strengths and weaknesses of current practices and evaluating the gaps and opportunities help to rationalize how best to proceed. Though standards and best practices exist, every organization is different. Understanding what is appropriate and achievable given local needs and constraints is critical to achieving overall success. A structured process focused on building buy-in and support, formalizing commitment, and setting a clear direction will serve as a key building block in setting a plan for successful development.

In 2015, the AAMDC enlisted KPMG to complete this report on asset management to serve as both a tool and guide for AAMDC’s member municipalities, as well as other municipalities in Alberta.

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2 Project approach and methodology

2.1 Project approach

The objective of this project is to evaluate the current and emerging asset management needs of Alberta municipalities, and identify how these can be addressed by available supports. To do this, the project team has researched ongoing initiatives, interviewed representatives from small and medium sized Alberta municipalities and asset management industry groups, and identified available resources supporting public sector asset management development.

While there have been many initiatives aimed at supporting municipal asset management, both in Alberta and nationally, these have generated mixed results. While some have produced effective materials furthering the state of asset management within organizations, many more have been viewed as wasted effort and failed to achieve meaningful results. A key shortcoming of many of these initiatives is that they have taken a segmented view and sought to improve or address only on a piecemeal basis. Only by establishing asset management as a core business function will it truly align thinking and generate the buy-in and support needed to achieve meaningful outcomes and sustainable change.

In order to overcome these shortcomings, this report emphasizes the need to engage stakeholders and create buy-in to support organizations in sustaining asset management efforts over the long term. To do so, this report focuses less on the mechanics of building an asset management plan and instead highlights the process, stakeholders, and inputs required to establish a successful and sustainable asset management regime. With the objective of moving beyond a disjointed collection of documents, procedures, and software tools, stakeholder input has been gathered to align and transform available resources into a practical approach.

2.2 Stakeholder involvement

The authors wish to thank the following municipalities and stakeholder organizations for their formal input during this project:

AAMDC Members:

■ Strathcona County

■ Parkland County

■ County of Stettler

■ Smoky Lake County

■ M.D. of Smoky River

■ County of Grande Prairie

■ Thorhild County

■ Lacombe County

■ Cypress County

■ Clearwater County

Other Stakeholders:

■ Province of Alberta, Municipal Affairs

■ Alberta Urban Municipalities Association

■ City of Red Deer

■ Consulting Engineers of Alberta

■ Association of Municipalities of Ontario

■ Federation of Canadian Municipalities

■ Canadian Network of Asset Managers

■ Infrastructure Asset Management Alberta

We also express our thanks to the many people who took time to provide us with comments and informal feedback.

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3 Asset Management

3.1 What is asset management?

Asset management is about managing infrastructure in a coordinated, integrated way to maximize its value to the community. Most municipalities are already practicing asset management in some shape or form. Asset management activities include financial planning, maintenance, capital investments, replacements, risk analysis, asset accounting, engineering, and others. Asset management covers the entire life cycle of an asset from initial conception, through design, construction, delivery, and operations, until replacement or decommissioning. During that life cycle, many departments touch upon these assets and make decisions that will impact how well they deliver their intended service and at what cost. While every department will make decisions in the best way it can, some of these decisions can be improved through stronger planning and integration, which can be facilitated through coordinated asset management planning.

Asset management as a coordinated activity is about bringing all of these functions together into a consistent approach, so that the entire organization makes informed and effective decisions that provide the best benefit to the community.

3.2 Why is it important?

Asset management supports municipalities in creating value through informed and effective infrastructure investment. Most municipal services are supported by infrastructure such as roads, water and wastewater systems, recreation centres, and parks. By applying asset management principles, both the sustainability of existing infrastructure and the requirements for future growth are incorporated in the planning process - improving the consistency, transparency and defensibility of outcomes and results.

By adopting a structured approach to asset management, municipal councils can ensure that their constituents’ needs are properly addressed with the right balance of sustainable funding, stable tax regimes, and service priorities. Additionally, asset management helps them to demonstrate accountability and enhances transparency around municipal spending. For chief administrative officers (CAOs) and senior administrators, asset management provides the benefit of a consistent process to translate diverse and competing needs into long term planning and the efficient delivery of services. Understanding levels of service, applying life cycle costing principles, and prioritizing needs based on risk and opportunity will allow municipal leadership and staff to select the most cost-effective strategy for managing infrastructure, focusing on decisions that provide the greatest public benefit.

When addressed effectively, asset management brings together engineering design, operations and maintenance, financing, demand planning, and risk management to collectively optimize decisions surrounding when, where, and how to invest. To be effective, this collaborative approach needs a structure and an organized method to collect and disseminate the right information throughout the municipality. The benefits of a coordinated approach flow back to the public in the form of enhanced services, lower costs, and improved long term sustainability.

3.3 Common issues, challenges, and concerns

In small and medium sized municipalities, the most common barrier to the adoption of asset management planning is a lack of resources. Many struggle to keep up with administrative and maintenance requirements, and lack the professional or financial capacity needed to build and sustain additional asset management activities and procedures into their operations. Additionally, implementing asset management often creates the need for increased analysis, enhanced data collection, and updated technology. This can tax already stretched staffing, operating, and capital budgets.

Without clear financial or regulatory drivers, stakeholders tasked with championing asset management often experience apathy or push-back when trying to build momentum for change. Whether asset management

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originates with council, senior leadership, finance, or on the shop floor, it can often prove difficult to generate the buy-in and commitment needed to support sustainable business change. Commonly cited objections include: limited understanding, a concept that is difficult to communicate, apathy or resistance to change, increased workload, and difficulty in demonstrating measurable benefits in a short period.

A particular pitfall that surfaces is the circular nature of asset management implementation. As asset management is built on continuous improvement, there is no clear start or end point for needed work. Additionally, some components are dependent on one another, and may require an iterative approach to progress. Overcoming this requires a brave first step and acceptance of an imperfect first iteration, the limitations of which will be overcome by moving forward with improved knowledge over time.

Another risk is that asset management is seen as a hurdle as opposed to an opportunity. While the required investments or time and energy can be significant, the greatest benefits of an asset management initiative are often experienced through a shift in which individual components of a municipality work with one another. Organizations that have embraced asset management as a driver and opportunity for business change report increased engagement and sustained operational improvements. They often cite the changed mindset and culture of cross-departmental collaboration as a key achievement, and critical to realizing long-term success. Those which view it as an additional or independent reporting or compliance exercise often fail to realize these results.

Within the scope of this report, it is not possible to address all of these concerns. However, where supported by stakeholder feedback, guidance on these subjects has been included.

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4 Asset Management Drivers

An increased nationwide focus on sustainable infrastructure funding has created a drive for better alignment between funding programs and asset management planning at both the provincial and federal levels. The 2012 Canadian Infrastructure Report Card estimated that over $100 billion worth of Canada’s municipal infrastructure is in fair or poor condition, confirming the need for improved long term planning and action around asset management. In response, grant funding is being increasingly linked to asset management principles.

4.1 Ontario: Building Together

With the introduction of its Building Together Municipal Infrastructure Strategy in 2012, Ontario’s Ministry of Infrastructure moved to require municipalities to justify their need for infrastructure funding support. This was accomplished by linking grant program requests to front line service needs by requiring municipalities to complete an asset management plan in order to receive certain provincial grants. Formalizing the linkage between funding support and asset management planning has caused many outside of Ontario to take notice. It is speculated that it is only a matter of time before other jurisdictions follow suit.

Overall, asset management planning requirements in Ontario have sparked a significant interest in asset management by municipalities across Canada. Limitations in guidance and support have minimized consistent adoption of asset management in other provinces and resulted in clear differences in focus and approach among municipalities within Alberta and elsewhere. While some municipalities have used this as an opportunity to improve coordination and align investment with broader community goals and priorities, most remain focused on technical tasks like confirming inventory and documenting known spending requirements. Continued encouragement of asset management planning, combined with education and support for asset management objectives will be needed to ensure that all municipalities are able to capture the value that a properly implemented asset management plan can provide.

4.2 Federal-Provincial Gas Tax Agreements

The Gas Tax Fund component of the Government of Canada’s New Building Canada Plan promotes the need for improved asset management across Canada, which is being reinforced through the development of federal-provincial Gas Tax Fund agreements. While the nature and structure of support varies from province to province, there is broad commitment to promote asset management at the municipal level and to require municipalities to demonstrate significant progress over the term of the current funding program. Most provinces are working with regional stakeholders to define the nature of requirements and supports in 2015 for roll-out over the next few years.

In most provinces, the Gas Tax Fund agreement between the province and the federal administration requires the province to develop the asset management criteria. Alberta follows this model, and the province will oversee the development process but has committed to working with municipal stakeholders such as the AAMDC and AUMA to develop requirements that are reasonable and achievable given the timeframes, local intricacies, and constraints. In a few provinces, the federal-provincial agreement specifically involves municipal associations in the development of asset management criteria. British Columbia is one such example where the province is looking to the Union of British Columbia Municipalities (UBCM) to define the nature of these requirements. The UBCM is currently gathering input from members to shape this process.

Looking forward, Alberta will at a minimum, require that local governments prepare a multi-year capital plan that includes projects funded through the Gas Tax Fund. Alberta has also agreed that the approach to asset management planning will be finalized and presented to the joint federal and provincial Oversight Committee Co-

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Chairs by December 31, 2015.1 This commitment is considered an excellent opportunity to build upon the experiences from Ontario in 2014.

1 http://www.infrastructure.gc.ca/prog/agreements-ententes/gtf-fte/2014-ab-eng.html#annexb10

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5 The Asset Management Journey

Implementing asset management is not a one-time action, but rather a journey of continuous improvement. While all municipalities practice some form of asset management, understanding the strengths and weaknesses of current practices and evaluating gaps and opportunities help rationalize how to further develop municipal uptake of asset management practices. Though standards and best practices exist, every organization is different, and understanding what is appropriate and achievable given local needs and constraints is critical to achieving overall success.

This “vagueness” often leaves municipalities feeling lost as they start out on this journey. There is no single “right” approach to implementing asset management, which makes it harder to select a starting point and develop a roadmap for moving forward. The following sections draw upon best practice, feedback from AAMDC members and stakeholders, and previous experience from other jurisdictions to present sound building blocks upon which to build a successful asset management program.

5.1 Building buy-in and support

Stakeholders contacted for the production of this report indicate that the greatest risk to any asset management initiative lies in not having sufficient buy-in from council, senior leadership, and staff. Unlike building a bridge or paving a road, asset management initiatives generally do not result in a physical end product. While initiatives can produce noticeable outcomes, such as improved service, greater efficiency, or more robust capital plans and budgets, these can develop slowly and sometimes take time to produce measurable results. Without buy-in and continued support, an asset management initiative can quickly lose momentum, get side-tracked or shelved, and fail to produce the desired business outcome. To initiate a lasting change and truly unlock improvements in sustaining infrastructure, internal buy-in is required.

The first step towards achieving buy-in is raising awareness around asset management and how it relates to the municipality. The term asset management has been around for decades, but means different things to different people. Council may view asset management as the allocation of resources to achieve key priorities. Finance may relate asset management to tangible capital asset (TCA) accounting, and to meeting the requirements of PS-3150 financial reporting standards. Engineers and community planners may relate it to master planning and developing strategies to meet future demand for service. Operations staff could link it to condition assessment and maintenance planning, and keeping systems operating in a safe and reliable manner. In reality, all of these components could contribute to the formation of a robust asset management plan, but none are sufficient on their own. Establishing a common vision for asset management within the municipality, and communicating how it will impact and address various needs and priorities, is critical to building buy-in and support.

Based on experience in other jurisdictions and stakeholder feedback, the following steps can be helpful in building buy-in and support for your asset management program.

Building Buy-In and Support

Setting Clear Direction

Formalizing Commitment

Developing the Plan

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5.1.1 Understand Stakeholders and Perspectives

Different stakeholders within a municipality may have different views on the purpose of asset management and how it fits within the organization. This can be magnified by variations in business language, focus, and needs. To overcome this barrier, a common understanding of the asset management function must be established.

Many successful municipalities start their journey by gathering and communicating information on key stakeholders and perspectives. Summarizing this information in a table as in the example below can provide a simple but effective tool for identifying and communicating various active viewpoints within the organization.

Stakeholder Key Issues Business Goals Area of Influence Expected benefit from asset management

Finance (Example)

■ PS-3150 reporting requirements

■ Financial stability

■ Maintain compliance

■ Fair valuation of assets

■ Understand cash-flow requirements

■ Stable financial plan

■ Historic financial information

■ Financial accounts

■ Financial plan

■ Stable long term financial plan

■ Cost savings

■ More readily available information

Council

Leadership

Engineering

Operations

Etc…

Once established, the table provides a clear understanding of the various viewpoints which should ultimately be represented when developing an asset management plan. In larger municipalities, organizations have found it helpful to form an asset management committee or steering group with representation from key stakeholders to guide the development initiative. In smaller organizations, the table can serve as a checklist, highlighting internal stakeholders who should be consulted as part of the program’s planning and execution.

While the above table is focused on internal stakeholders, many municipalities have found it helpful to include external perspectives a part of this review. The public, regulators, auditors, lenders, and industry groups all have objectives when it comes to service delivery, operational effectiveness, and financial and performance outcomes, which should be understood and reflected in a municipality’s asset management planning initiative. While broad consultation is not always necessary, engaging the public and other external stakeholders early in the process can improve the level of trust and transparency between municipalities and these groups.

5.1.2 Build a Common Vision

Municipal asset management often starts out as a technical initiative, focused on improving the overall understanding of asset inventory and condition, or a financial initiative, focused on refining net book value for reporting. While these can result in positive outcomes, they fall short in capitalizing on broader benefits and opportunities related to setting a municipality-wide vision for long-term planning. The most successful initiatives step back from the needs of individual stakeholders and seek to unlock broader benefits by aligning and integrating infrastructure-related business activities across the organization.

The key to unlocking this opportunity is to build a common vision for asset management within the organization. Building upon a sound understanding of stakeholder views and objectives, priorities can be integrated into a meaningful vision statement to provide focus and context to short term improvement, and guide ongoing

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enhancement of the asset management function over time. In larger organizations, it is often an asset management committee or steering group which takes responsibility for crafting and promoting this message among leadership and staff. In smaller organizations, this task often falls to an individual who collects and combines the needed input and champions the statement within the organization. In all cases, it is critical that the vision be widely communicated in a way that is meaningful to key stakeholder groups and linked to existing municipal initiatives.

Many of the municipal stakeholders interviewed expressed hesitancy to involve uninformed staff in the early stages of their asset management initiatives, feeling that they lacked the context and understanding needed to effectively contribute. Proactive and open communication of a common vision, along with goals and objectives as they relate to various stakeholders, have the potential to provide a clear explanation of how an initiative will benefit the broader organization. Experience shows that the more active that champions and committee members are in promoting and relating the vision to stakeholder needs, the higher the level of awareness and engagement among leadership and staff.

In Alberta’s municipalities, broadly supported asset management policy and commitment promotes continuity between four-year election cycles, supporting the long-term nature of asset management. In addition, it addresses a key risk that many small municipalities face in having limited capacity. Having a common vision for asset management will allow municipal administration to share the load and work together toward the desired outcome over time.

5.1.3 Evaluate Needs and Opportunities

Many municipalities embark on asset management without a clear vision for what they want to achieve or how to get there. This can be the result of taking too narrow or too broad of a focus, or by not clearly understanding their municipality’s needs or the opportunities available to achieve success through asset management. While a detailed

Examples of effective asset management vision statements adopted in other municipalities follow.

■ “Have a practical Asset Management Program which follows leading principles and practices to meet the community’s current and future infrastructure needs by achieving sustainable and cost effective service.” Bradford West Gwillimbury, ON (Pop. 28,000)

■ “Asset Management at the City deals with the strategy of infrastructure renewal, replacement, and maintenance so that the needs of present and future users are met within the financial realities of the community.” Vernon, BC (Pop. 60,000)

■ “A robust asset management program that provides sustainable services for the City through optimized infrastructure and facility life, capital financial plans and reserves in place to adequately fund major maintenance and replacement costs, and minimized service disruption and risk to public health and property.” Nanaimo, BC (Pop. 84,000)

■ “Sustainable infrastructure, maintained through sound financial policies and asset management practices, will contribute to the vibrancy of the City’s economy; the vitality of its neighbourhoods; safety of its citizens; protection of the environment; and its capacity to accommodate growth.” Edmonton, AB (Pop. 900,000)

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needs assessment2 can be a significant undertaking, a basic asset inventory can provide valuable insight into current operations, and help identify areas of early and meaningful progress to help launch an asset management initiative, create early benefits, and grow buy-in and support to advance the program.

Several industry-developed self-assessment tools are publicly available and provide a good starting point for initial review. Depending on their size and complexity, municipalities may benefit from expanding the scope of the assessment to improve alignment with organizational business functions or to expand the review of certain assets or areas. Many organizations, particularly those new to asset management, have benefited from enlisting outside resources to help refine and facilitate the review process.

The goal of a self-assessment is not to establish a comprehensive picture of needs and opportunities, but rather to identify early priorities and quick wins that can be used to gain buy-in and support for broader asset management uptake within the organization. One common pitfall is to embark on too much, too soon. A grand scheme aimed at implementing best practice solutions requires significant effort and financial resources, as well as time to show results. By tackling short term priorities of a manageable size first, organizations are able to demonstrate rewards and benefits much earlier, and gain support for continuing improvements based on initial successes. Examples of quick wins could include improved communication between functions and gaining a better understanding of the asset portfolio. Taking the time to assess and evaluate the organization’s particular situation establishes a strong foundation to build on and helps to maintain focus throughout the implementation. Examples of results that show progress and tangible results include:

■ Undertaking a risk assessment that identifies and ranks critical infrastructure based on its role in service delivery and relative impact of failure

■ Creating a financial forecast and sustainment plan based on known asset inventory, anticipated asset life and

2 A needs assessment is a process to identify and address existing ‘needs’ or ‘gaps’ between the municipality’s current condition and the desired

outcome. An asset management self-assessment tool can be found here.

Typical Asset Management Self-Assessment Questions

■ Does a vision for asset management exist and how well is it communicated throughout the organization?

■ Is the state of infrastructure assets well understood by key staff, and clearly communicated to elected officials and the public?

■ To what extent are asset management roles and responsibilities defined and understood?

■ To what extent do corporate and business unit-level asset management plans exist and are endorsed within the organization?

■ To what extent are decision making practices within the organization defined and understood?

■ To what extent are the relationships between municipal strategic priorities, infrastructure performance objectives and required investments understood?

■ Is the critical infrastructure in the municipality known and are the risks to which it is exposed identified, assessed and managed using a risk management plan?

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estimated replacement costs

■ Undertaking an asset analysis or performance review based on already available data

■ Implementing business cases that include life cycle costing

5.1.4 Communicate the Business Case

Particularly in smaller municipalities, funds allocated to asset management improvement can come at the expense of immediate investment to roads, parks, community facilities, or other infrastructure and services. Despite being good business, the diversion of already limited resources can create opposition and push-back from council, the public, and within the organization. Even where asset management requirements are regulated or imposed, programs are often truncated to meet minimum requirements at minimum cost, and fall short of their true potential benefits. Developing a robust business case, which clearly explains the benefits and costs of implementation, can be invaluable in justifying needed investment and bringing stakeholders on side at all levels of the organization.

Generally speaking, a business case has three main components: business needs and desired outcomes, recommended course of action, and resource requirements. Based on its understanding of stakeholder perspectives, its common vision, and understanding of needs and priorities, a municipality can build a sound business case for moving forward with asset management. Doing so serves multiple purposes: it validates the need to expend time and financial resources on implementation, shows internal and external stakeholders the expected benefits and how these will impact them personally, and provides a benchmark against which progress can be measured and tracked.

It is important to recognize that implementing asset management involves more than just developing and introducing new practices, data, and tools. The effort and costs associated with changing the way people work and how they incorporate new practices and tools into their day-to-day activity should not be underestimated as they will have a profound impact on the initiative’s overall success. Building a robust business case around key priorities, quantifying and managing change from the start of the initiative, and communicating the progress of the plan all play a role in improving asset management.

Establishes the case for change and clearly defines the need for the investment.

Business Needs &

Desired Outcomes

Scopes needed course of action; its advantages and disadvantages.

Recommended

Course of Action

Defines required investment of time, staff, and financial resources.

Resource

Requirements

Figure 1 - Business Case Outline

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5.2 Formalizing commitment – Developing an Asset Management Policy

While asset management is about long-term sustainable thinking, many organizations face challenges in keeping focus and momentum over time, particularly when faced with changing political, regulatory, and operating environments. As such, it is often beneficial to formalize commitment to asset management, even once needed buy-in and support has been achieved. Formalization is generally accomplished through the introduction of an asset management policy which demonstrates an organization’s commitment to asset management as a key part of its operations. An asset management policy sets the tone for establishing a wider asset management framework which provides the much needed long-term platform and continuity across elections and changes in leadership. Through this document, council can lay out its vision for moving forward, providing direction and guidance, identifying goals and priorities, and assigning accountability for progress. As a strategic document, it confirms direction and objectives, but does not dictate specific actions to achieve the outcomes desired.

There are many excellent resources and examples supporting asset management policy development, a number of which have been included in Section 6 of this report. Generally speaking, an asset management policy includes the following components but should be tailored to the size, complexity, and nature of the organization:

■ Vision – A statement around why asset management is important and how it will support the organization in meeting its business goals and objectives. Vision statements typically vary in length between one sentence and two paragraphs and combine several key goals and priorities.

■ Objective – A definition of the overall goals for asset management within the organization. These are typically established at a high level and provide general targets for moving forward. Typical objectives include the adoption of systems thinking in asset investment planning and decision making, the use of levels of service to evaluate infrastructure performance and effectiveness, the use of risk management, and lifecycle thinking to identify needs and priorities.

■ Guiding principles – It may be beneficial to start by defining the guiding principles around which asset management goals and objectives will be developed. In addition to providing high-level guidance, this will allow objectives to be grouped and prioritized based on short, medium and long-range requirements. It also provides support in adding or adjusting objectives as work progresses over time. Guidelines tend to be more suitable for municipalities where council is comfortable establishing general priorities, as opposed to approving individual details.

■ Roles and responsibilities for implementation – An assignment of accountability for the application of the policy and its various components. Assigning accountability and responsibility to a specific role will create motivation to push asset management forward. It is important to also empower people in that role to perform the work needed, including the allocation of necessary resources, training, and delegation ability.

■ Relation to other documentation and policies – A reference to other policies and strategic documents influencing or supporting asset management within the organization. Many municipalities already have policies related to reserves, debt, services, sustainability, and others in place that should play a key role in influencing asset management direction. Explicitly referencing them defines these relationships, and establishes linkages, hierarchies, and priorities for what needs to be done.

■ Review period – It is desirable to revisit the policy from time to time to review whether it is achieving the intended outcomes, if the objectives are being met, and where improvements can be made. This information is particularly important if there is no external trigger to ensure that the policy is periodically reassessed. If it’s the municipality’s culture to revisit policies on a regular basis, or such commitment is included in a general policy, an explicit commitment may not be needed separately.

Asset management adoption is completed in many stages, many involving stakeholders from across the organization, and public consultation. Having a policy supporting the organization’s core vision and principles is effective in keeping everyone focused and working in the right direction. Also, as official policies are adopted and changed through acts of council, introduction will ensure that asset management is on council’s radar, and that future changes to the document will be made consciously after suitable discussion and debate.

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5.3 Setting Clear Direction – Developing an Asset Management Strategy

Where an asset management policy sets out the vision and principles for asset management within an organization, the asset management strategy defines the actions through which this vision will be achieved. These actions form the basis for developing a more specific asset management plan(s), which scope and prioritize the business improvements and investments needed to meet the stated objectives. Relationships between these documents are highlighted below. An objective to assess investment decisions based on lifecycle costing, for example, might yield activities of incorporating lifecycle costs of new assets as part of the annual budget submission, or incorporating lifecycle costing and net present value principles when assessing competing intervention options in business cases and asset disposal strategies. These in turn would support needed business improvements aimed at introducing required procedures and tools into the business units, and establishing governance mechanisms to oversee and support their effective application.

Figure 2 - Relationships in Document Content

In addition to detailing the actions needed to advance asset management objectives and principles, an asset management strategy generally contains the following information:

■ Strategic Context – The strategy works along with the asset management policy and other business documents to provide a high-level action plan for improvement. The strategic context section defines the relationships between the strategy and these documents, and highlights how these will be applied to the organization’s physical asset base.

■ Needed Improvements – The strategy highlights the actions needed to bring asset management in line with objectives and principles set out in the policy. The needed improvements section defines key actions needed to advance asset management with respect to each of these areas. These can be presented using the SMART principle (specific, measurable, achievable, relevant and time-bound). For example, an action item could be to produce council-approved asset management plans for all major business units within the next three years.

■ Stakeholder Supports – The strategy defines actions which will impact a number of individuals and groups inside and outside the organization. The stakeholder supports section identifies these impacts and rationalizes supports needed to effectively engage stakeholders and manage the operational change required to achieve the desired business outcomes. Typical stakeholders would include council members, municipal staff from public works, finance, engineering, procurement, long term planning, external communication as well as the general public.

■ Roles and Responsibilities – The strategy establishes a long-term action plan for asset management improvement within the organization. The roles and responsibilities section defines an effective governance structure and assigns appropriate responsibilities to council, administrative leadership, and various stakeholders and groups within the organization.

■ Supporting References – The strategy includes links to other documents supporting the strategy and its content. These could include the asset management policy, organizational business plans, and other related

AM Plan(s)

AM Strategy

AM Policy Principle/ Objective

Action

Improvement/ Investment


Action


Principle/ Objective

Action



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policies, strategies, and studies which influence and support asset management at the corporate or business unit level.

Depending on the organization, it is sometimes preferable to combine the strategy’s content with either the policy or supporting asset management plan. While the outcome is the same, maintenance of several separate documents can be viewed as excessive, particularly in smaller municipalities.

5.4 Developing the Plan

An asset management plan guides the activities and operational and capital investments needed to achieve the objectives and actions defined in the policy and strategy, and to meet desired service levels using infrastructure assets. The plan provides a platform to detail and systematically examine the relationship between business objectives, required service levels, and investment in operations and the physical asset base. It also establishes a program to progressively address identified gaps and deficiencies. Once established, the asset management plan allows the organization to:

Show that services are being delivered efficiently and effectively

Demonstrate that the asset base is being managed responsibly, and that attention is being given to its long-term stewardship

Inform decision making and communicate infrastructure issues and investment requirements to council, the public, and funding partners

Demonstrate how regulatory compliance will be achieved and growth accommodated

Once established, asset management plans integrate with and guide the investment planning process. In addition to identifying needed changes to assets, people, and processes, the document’s long-range outlook provides insight into the affordability of delivering service at a defined level. Initial plans should aim to incorporate existing infrastructure sustainment and capacity planning whereas more advanced plans can also consider incorporating other risks and opportunities for infrastructure sustainment such as depopulation or growth, changes to technology, climate change, etc.

While there are some occasional variations in terminology or the granularity used in defining plans, asset management from all jurisdictions generally contain the following information:

■ Business Goals and Objectives – This section describes how asset management planning is aligned to and will help deliver business objectives. The plan may be integrated with and informed by other key business documents (e.g. strategic plan, growth forecast, master plans, etc.). Scope can also be limited in terms of a minimum value, or component size, for instance a park asset management plan could include an analysis of play structures, but may not include analysis of specific swings or monkey bars.

■ Desired Levels of Service – This section defines how infrastructure performance and effectiveness will be measured, and aligns community goals and objectives (e.g. provide a safe and efficient route for through traffic) to technical performance requirements (e.g. construction to a certain specification, traffic loading, or

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roughness measurement not exceeding certain thresholds, etc.).

■ State of Infrastructure – This section details the relationship between an organization, its service requirements, and its physical infrastructure assets. Typical metrics used to assess the state of infrastructure can be split into output measures of the asset portfolio (cost, performance, productivity, etc.) and stewardship measures reflecting the overall health of an asset portfolio (asset condition, average lifespans, etc.). Having a full understanding of an asset’s role in service delivery is important to ensure that the drivers behind needs and investment requirements are clearly understood. If there are gaps in information, these too should be clearly identified and documented, along with any assumptions used to establish values used.

■ Management Strategy – This section examines how the organization identifies and deals with risks to service delivery through the application of investment and operational controls, and identifies the capital and operating expenditures and business improvements needed to meet defined service objectives over time. For example, a wastewater pumping station which does not meet reliability standards will require an investment in renewal or refurbishment. Another example is a roadway which meets current traffic requirements, but will be unable to handle population growth over the next five years and will require upgrading.

■ Financial Strategy – This section maps required capital and operating investments with the appropriate funding streams, including taxes, fees and charges, reserves, and grant funding from higher levels of government. Where funding is insufficient to address investment requirements, a rationalization of trade-offs will need to be made by evaluating priorities and the risks associated with deferring needed work. Various scenarios may need to be considered, depending on the size of the shortfall and the organization’s tolerance for service impacts or risk.

Several asset management examples are presented in Section 6.3.2. As noted earlier, moving ahead with asset management can be a significant undertaking. Although there is agreement around asset management plan content, many of the municipalities interviewed for this report were concerned that they lacked the information and capacity needed to develop a detailed asset management plan on their own. Many also suggested that diverting resources to an expanded asset management planning initiative would mean taking them from someplace else – possibly even impacting infrastructure maintenance and front line service.

In building an asset management plan – particularly the first version – it is important to consider and work within current limitations. Starting simply and using available information will help in identifying and rationalizing where additional effort is warranted and where it is not, and in establishing a path to improvement over time. Selecting the scope of the assets and the detail of the data collected are decisions that will significantly influence the cost of the asset management initiative. Although storage of data has become more cost-effective in recent years, the effort of collecting and updating data remains significant both from a cost and effort perspective. Utilizing existing information will support municipalities in focusing on value creation rather than perfection. In addition, the following consideration can guide the decision making around the detail of the asset management plan:

■ Scope breadth – Start with those assets that have a crucial impact on municipal service delivery. These typically include arterial roads, treatment plants, large water and waste-water collectors, facility health and safety, and emergency response equipment. Once the decision makers are comfortable in understanding how to assess the risks related to this infrastructure and associated service delivery and have completed appropriate plans, the process can be replicated on less critical assets.

■ Scope depth – Start by identifying the assets and components whose failure would have a significant impact on users. Assets which support critical services should be tracked closely and managed proactively to ensure that risks are managed, whereas less critical infrastructure may warrant less intensive action, as failure can be reactively addressed with limited impact to service. As an example, a leak in the piping in the fire hall will not disrupt fire services significantly, whereas a leak in the pool’s piping may lead to prolonged closure. In the same manner, the blade on a snow plow may be more important than any recreational services vehicle. Evaluating these can only be done according to each municipality’s service priorities, but the principle provides guidance on where and how much attention should be paid to each group of assets.

■ State of the infrastructure – Information on the actual performance of an asset relative to its intended performance can be measured and tracked using a range of different methods from simple to advanced. The

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most simplistic measure, an asset’s age, can provide a useful basis to estimate future investment needs. More accurate information will allow refinement of maintenance, rehabilitation, and replacement decisions and is typically based on condition assessments, failure and maintenance data, or even real-time performance measuring. The value of additional data resides in the benefits gained from deferring or reducing future sustainment costs. As asset managers gain experience, it will be easier to assess the cost-benefit trade-off of the costs of additional data collection with the benefits of improved decision making.

To address resource limitations, municipalities can consider collaborating on some aspects of asset management planning. Benefits can be realized by leveraging existing tools and sharing the efforts of developing further refinements with neighbouring communities. Especially in a case where urban and rural municipal infrastructure connects, a common asset inventory and joint decision-making can be beneficial. In such a scenario, clear agreements and an open and collaborative working relationship will be required in which all partners understand and respect one another’s autonomy.

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6 Asset Management Resources

Over the past decade, significant advancements have been made in the field of municipal asset management across Canada, and much information aimed at supporting this process introduced. The following sections identify organizations that provide asset management support and resources to municipalities as well as materials that are relevant to municipalities in three aspects of implementing asset management: understanding concepts and educating stakeholders, developing an asset management policy, and developing an asset management plan. This list does not attempt to be exhaustive, but rather serve as a starting point for a fruitful asset management journey. In addition, the last sections of this chapter provide references to examples of asset management policies and plans developed by other Canadian municipalities.

The summary table below provides a quick guide to the references included in this document. It lists which types of documents have been produced by various organizations, and what areas of asset management planning they focus on.

Organization

AM

Po

licy/

D

irec

tio

n

AM

C

on

cep

ts

Pra

ctic

es

and

To

ols

Pee

r

Net

wo

rk

Trai

nin

g in

itia

tive

s

Infrastructure Asset Management Alberta


Alberta Municipal Affairs

Alberta Urban Municipalities Association

Asset Management BC

Saskatchewan Municipal Asset Management

Municipal Finance Officers’ Association of Ontario

Association of Municipalities Ontario

Union of British Columbia Municipalities

Centre d’Expertise et de Recherche en Infrastructures Urbaines (CERIU)

Infrastructure Canada

Canadian Network of Asset Managers

Federation of Canadian Municipalities

Institute of Public Works Engineering Australasia

The Institute of Asset Management

Plant Engineering and Maintenance Association

International Standards Organization

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6.1 Sector organizations and resources

For the digital version of this report, click on the resource titles to link to the respective organization’s resources and tools.

6.1.1 Alberta

6.1.1.1 Infrastructure Asset Management Alberta

Infrastructure Asset Management Alberta3 (IAMA) is a network of organizations (mainly municipalities) engaged in or with an interest in infrastructure asset management. IAMA supports Alberta communities through workshops and discussion groups. The IAMA tackles both asset management related topics, such as asset management policy and asset data, and tangible capital asset (TCA) related subjects. The sessions discuss case studies presented by attendees or take the form of facilitated workshops on a specific subject. Any municipality interested in learning about the experiences of other Alberta municipalities in adopting and developing asset management plans is encouraged to join IAMA, as it provides a forum for sharing information and experiences.

6.1.1.2 Alberta Association of Municipal Districts and Counties

The Alberta Association of Municipal Districts and Counties (AAMDC) is an independent association comprising Alberta’s 69 counties and municipal districts. Their purpose is to help rural municipalities achieve strong, effective local government. They act as a liaison between its members and the provincial government on asset management related issues. The AAMDC also collects and shares information with its members to assist rural municipalities in developing asset management plans and are also active members and promoters of Infrastructure Asset Management Alberta (IAMA).

6.1.1.3 Alberta Municipal Affairs

Amongst other responsibilities, Alberta Municipal Affairs (AMA) assists municipalities in providing well-managed, collaborative, and accountable local government to Albertans. AMA supported municipalities in TCA implementation in 2009 with examples, case studies, and toolkits. The financial component of asset management imposed by TCA is very relevant within the wider asset management implementation being considered today.

AMA is also a key player in the financial sustainability of municipal infrastructure through the Municipal Assessment and Grants Division, which is responsible for administering municipal grants, including the Municipal Sustainability Initiative, which has allocated almost $6.7 billion to municipalities since its launch in 2007.4 This program has categories for both capital and operational projects, the second of which includes capacity-building activities that improve efficiency or effectiveness, municipal services, planning activities, and assistance to non-profit organizations. This category is therefore very relevant to the development of asset management and provides financial support for the initial exploratory projects led by AAMDC and Consulting Engineers of Alberta (CEA).5

Alberta Municipal Affairs is responsible for developing the provincial requirements on asset management to meet the expectations set out in the Provincial-Federal Gas Tax Fund Agreement. As part this task, it is committed to working with AAMDC, AUMA, and CEA to develop a program that takes into consideration the wide range of municipal sizes and unique circumstances.

3 http://www.assetmanagementab.ca/

4 http://www.municipalaffairs.alberta.ca/msi.cfm

5 During the writing of this report, the CEA was engaged in an asset management pilot project with the Town of Elk Point and the Village of

Boyle.

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6.1.1.4 Alberta Urban Municipalities Association

The Alberta Urban Municipalities Association6 (AUMA) represents nearly 300 urban municipalities in Alberta including cities, towns, villages, summer villages, and specialized municipalities. AUMA advocates the interests of all members to the provincial and federal orders of government as well as other organizations and stakeholder groups. In 2013, the AUMA published the Guide for Municipal Asset Management Plans, which is available to all municipalities.

■ Guide for Municipal Asset Management Plans

6.1.2 Regional

6.1.2.1 Asset Management BC

Asset Management BC7 (AMBC) includes the participation of local governments, professional associations, and the private and academic sectors. AMBC has put significant effort into building a collection of resources such as guidance documents, templates, and frameworks. AMBC also organizes workshops and is currently developing a toolkit for implementing asset management, including a roadmap and policy template. Many of the members have adopted the NAMS-Plus asset management toolset8, as promoted by the Institute of Public Works Engineers of Australia.

The AMBC framework serves as an introduction to asset management. It includes an overview of core elements to asset management and a three stage approach to implementation: assess, plan, and implement. The roadmap provides a step-by-step guide to implementing asset management with a description of the tasks required within each step. It is a non-sequential roadmap, allowing users to address topics that are most important to them first and gradually improve the level of asset management adoption. The guide also provides a step-by-step approach to developing an asset management policy.

■ Framework

■ Roadmap

■ Resources

■ Guide and Template

6.1.2.2 Saskatchewan Municipal Asset Management

Saskatchewan Municipal Asset Management9 (SMAM) is a collaborative effort of municipal associations such as the Saskatchewan Urban Municipalities Association, the Saskatchewan Ministry of Municipal Affairs staff and individual municipalities. Funding for SMAM’s website was provided through a grant provided by the Ministry of Municipal Affairs. To date, SMAM has published a series of videos on asset management, including topics such as asset management principles and processes. The Getting Started in Asset Management Guide explains asset management in clear language.

■ Getting Started in Asset Management Guide

■ Videos

6 http://www.auma.ca/live/MuniLink/About+Us

7 http://www.assetmanagementbc.ca/

8 http://www.namsplus.org.au/

9 http://assetmanagementsk.ca/

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http://www.auma.ca/advocacy-services/programs-initiatives/asset-management

http://www.assetmanagementbc.ca/framework/

http://www.assetmanagementbc.ca/documents/?path=AM_Roadmap

http://www.assetmanagementbc.ca/resources/

https://www.civicinfo.bc.ca/Library/Asset_Management/Tools_and_Resources/Guide_to_Developing_a_Municipal_Asset_Management_Policy_DRAFT--LGAMWG--October_2009.pdf

http://assetmanagementsk.ca/+pub/document/pdfs/Asset%20Mgmt%20Getting%20Started%20Guide_web.pdf

http://assetmanagementsk.ca/asset-management

http://www.auma.ca/live/MuniLink/About+Us

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6.1.2.3 Municipal Finance Officers’ Association of Ontario

The Municipal Finance Officers’ Association of Ontario10 (MFOA) represents individuals who are responsible for handling the financial affairs of municipalities and who are key advisors to councils on matters of finance policy. The MFOA has also developed a roadmap of courses for municipalities to implement, many of which are available as online webinars.

The MFOA has published a number of tip sheets and checklists that are useful for all municipalities. The set also includes excel spreadsheets for cost and revenue projections, and a template for drafting an infrastructure report card. The MFOA roadmap is a set of courses covering various topics of asset management implementation, many of which are available as on-demand or live webinars.

■ Tools

■ Roadmap

6.1.2.4 Association of Municipalities of Ontario

The mandate of the Association of Municipalities Ontario (AMO) is to support and enhance strong and effective municipal government in Ontario. Its role is comparable to AUMA and AAMDC in Alberta.

The organization has published two documents to support council members in creating a push for asset management. One document provides questions to facilitate debate at the council table, the other provides tips for evaluating asset management plans. Additionally, they provide the presentations from their annual Asset Management Symposium online.

■ Questions

■ Tips

■ Presentations

6.1.2.5 Union of British Columbia Municipalities

The Union of British Columbia Municipalities11 (UBCM) was formed to provide a common voice for local governments in British Columbia. Through their Asset Management Planning Program, they provide grants to strengthen municipal asset management practices. They have also published a range of documents on financial best management practices tailored to small community water systems that include guidance on asset inventory, asset management planning, and financial planning.12

■ Asset Management Planning Program

10 http://www.mfoa.on.ca/

11 http://www.ubcm.ca/

12 http://www.ubcm.ca/EN/main/resolutions/policy-areas/environment/small-water-systems-financial-bmp.html

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http://www.mfoa.on.ca/MFOA-Adds-New-Asset-Management-Tools

http://www.mfoa.on.ca/sites/default/files/Asset_Management_Roadmap.pdf

http://www.amo.on.ca/AMO-PDFs/Asset-Management/OMKN-Toolkit-Tips-Municipal-Asset-Management-2015.aspx

http://www.amo.on.ca/AMO-PDFs/Asset-Management/OMKN-Toolkit-Tips-Municipal-Asset-Management-2015.aspx

http://www.amo.on.ca/AMO-Content/Asset-Management/Asset-Management.aspx

http://www.ubcm.ca/EN/main/funding/lgps/current-lgps-programs/asset-management-planning.html

http://www.mfoa.on.ca/

http://www.ubcm.ca/

http://www.ubcm.ca/EN/main/resolutions/policy-areas/environment/small-water-systems-financial-bmp.html

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6.1.2.6 Centre d’Expertise et de Recherche en Infrastructures Urbaines

In the Province of Quebec, the Centre d’Expertise et de Recherche en Infrastructures Urbaines (CERIU) supports municipalities in the preservation of municipal infrastructure through the facilitation of research and distribution of knowledge, and a peer network for collaboration. CERIU organizes an annual conference on managing infrastructure. The publications and topics supported by CERIU range from technical to strategic management and financing, covering the entire spectrum of asset management competencies.

■ Leveraging Infrastructure Management System

6.1.3 National / International

6.1.3.1 Infrastructure Canada

Infrastructure Canada administers multiple funding programs, including the Building Canada Fund and the Gas Tax Fund. In support of the new federal-provincial Gas Tax Fund agreements, Infrastructure Canada recently organized an asset management round table with a number of provincial and municipal stakeholders. While not active in practice or tool development, the organization has in the past supported such activity through coordination and funding.

6.1.3.2 Canadian Network of Asset Managers

The Canadian Network of Asset Managers (CNAM) was founded by municipalities and is the national association of public infrastructure asset managers in Canada. Their government and private sector members develop policy, tools and technologies to improve the level of service for public infrastructure assets in every province and territory.13 CNAM shares knowledge with other members and stakeholders through the CNAMpedia online library, an annual conference, and various committees and events. In anticipation of the 2015 Canadian Infrastructure Report Card, CNAM issued an asset management primer that contains an outline of an asset management plan and recommendations for municipalities that are implementing asset management.

■ Asset Management Primer

■ CNAMpedia

6.1.3.3 Federation of Canadian Municipalities

The Federation of Canadian Municipalities (FCM) is Canada’s national organization of municipal government. Canada’s largest cities, small urban and rural municipalities, and 20 provincial and territorial municipal associations form the FCM’s membership. FCM advocates on behalf of municipalities to the Government of Canada and works to ensure that the needs of municipalities are reflected in federal policies and programs.

From 2001 to 2007, FCM, Infrastructure Canada and the National Research Council partnered to operate InfraGuide, which compiled the insights of a national network of experts that produced a collection of case studies, best practice reports and e-learning tools for sustainable municipal infrastructure.

Presently, FCM has developed the Leadership in Asset Management Program (LAMP). Phase I of LAMP provides participating municipalities with guidance in developing an asset management policy, plan and governance framework. Participation in this phase will be interactive with peers from across the country, providing learning opportunities and collaboration. The second phase will address levels of service frameworks and risk assessment frameworks.

■ Leadership in Asset Management Program

13 http://www.cnam.ca/

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http://www.ceriu.qc.ca/sites/default/files/e2_3_doug_manarin.pdf

http://www.cnam.ca/uploads/Documents/CIRC%20-%20Asset%20Management_EN_LR.PDF

http://cnam.ca/resources/cnampedia/

http://www.fcm.ca/home/programs/green-municipal-fund/get-started-today/leadership-in-asset-management-program.htm

http://www.cnam.ca/

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■ InfraGuide

■ Managing Infrastructure Assets

6.1.3.4 Institute of Public Works Engineering Australasia

The Institute of Public Works Engineering Australasia (IPWEA) has developed training and workshops for public sector bodies under the New Zealand Asset Management Support (NAMS) banner. Although based in Australia and New Zealand, they have trained a wide range of Canadian municipalities. The training program links closely to the International Infrastructure Management Manual, which found its roots in public sector infrastructure management.

The International Infrastructure Management Manual (IIMM) contains a section on asset management policy development, as well as practical guides to implementation and planning. This guide is available for purchase only. The guide has its roots in IPWEA and NAMS and has seen wide adoption across the world. The most current version is 2011, with updates typically occurring every five years.

■ International Infrastructure Management Manual (IIMM)

6.1.3.5 The Institute of Asset Management

The Institute of Asset Management (IAM) started in 1994 in the UK and is transforming into a worldwide member organization for asset managers. The IAM initiated the development of the PAS 55 asset management standard and supported the development of the ISO 55001 standard (detailed below). It is a not for profit organization that provides frameworks, competency maps, and materials for asset managers, as well as networking opportunities amongst its members. Its presence in Canada is increasing with the recent launch of a Canadian chapter.14

The IAM Big Picture video and education pack introduces the concept of asset management to an audience that may know the components of asset management but does not yet comprehend how they can fit together into a coherent plan.

■ The Big Picture

6.1.3.6 Plant Engineering and Maintenance Association of Canada

The Plant Engineering and Maintenance Association of Canada (PEMAC) is a national association that provides global leadership, education, and certification in asset management practices.15 Its focus is on the engineering components of asset management, such as reliability, and maintenance management. PEMAC offers a certification for asset management professionals.

■ Asset Management Certification

6.1.3.7 International Standards Organization

The International Standards Organization (ISO) has developed a series of standards specifically related to asset management (ISO 55000:2014 series). The standards were developed to be achievable for both large and small organizations. They provide an overview, principles, terminology, and guidelines as well as requirements against which an organization can assess itself or be certified. ISO will incorporate input from users into future revisions of the standards and it is recommended that users submit any comments to ISO’s Canadian delegation for future consideration.

■ ISO 55000/1/2 documents

14 http://canada.theiam.org/

15 http://www.pemac.org/

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http://www.fcm.ca/home/programs/past-programs/infraguide.htm

https://www.fcm.ca/Documents/reports/Infraguide/Managing_Infrastructure_Assets_EN.pdf

http://www.nams.org.nz/pages/273/international-infrastructure-management-manual-2011-edition.htm

https://theiam.org/knowledge/Big-Picture

http://www.pemac.org/certification/certification

http://www.assetmanagementstandards.com/

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6.2 Examples

6.2.1 Asset Management Policies and Strategies

Examples of asset management policies and strategies in Alberta’s rural and small urban municipalities are rare. At a recent IAMA workshop, only the participants from the City of Red Deer and City of Calgary indicated that they had developed such a policy. Policies developed by the municipalities of Gibsons and Prince George in British Columbia, as well as by Red Deer, provide examples of smaller urban communities’ approach to asset management. The following is a non-exhaustive list of examples from various communities:

■ Red Deer, AB

■ Gibsons, BC

■ Prince George, BC

■ Calgary, AB

■ Edmonton, AB (drainage services)

■ Ottawa, ON

6.2.2 Asset Management Plans

Across Canada, a number of municipalities of various sizes have developed asset management plans. The following is a non-exhaustive list of examples from various communities:

■ City of Calgary

■ Squamish, BC (Public Works Asset Management Plan)

■ City of Vernon, BC (Sustainable Infrastructure Investment Plan)

■ Municipality of Wawa, ON (Municipal Asset Management Plan)

■ Township of North Dundas, ON (Asset Management Plan)

■ Town of Smooth Rock Falls (Asset Management Plan)

■ Municipality of North Perth, ON (Asset Management Plan)

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https://www.civicinfo.bc.ca/Library/Asset_Management/Tools_and_Resources/Enterprise_Asset_Management_Program_Policy--Red_Deer_AB--March_16_2010.pdf

https://www.civicinfo.bc.ca/Library/Asset_Management/Tools_and_Resources/Enterprise_Asset_Management_Program_Policy--Red_Deer_AB--March_16_2010.pdf

http://www.gibsons.ca/include/get.php?nodeid=806&format=download

http://www.princegeorge.ca/cityhall/legislativeservices/CityPolicies/Documents/Asset_Management_Policy.pdf

http://publicaccess.calgary.ca/lldm01/livelink.exe?func=LL.Login&NextURL=/lldm01/livelink.exe?func%3Dccpa.general%26msgID%3DYsrseqArsC%26msgAction%3DDownload

https://maportal.gov.ab.ca/EXT/MeNet/Lists/Practice%20Suporting%20Documents/Attachments/561/Asset%20Mgmnt%20Policy_Final.pdf

http://ottawa.ca/en/city-hall/your-city-government/policies-and-administrative-structure/comprehensive-asset-management

http://www.calgary.ca/CS/IIS/Documents/PDF/2011-corporate-asset-management-plan.pdf

http://www.squamish.ca/assets/PublicWorksAssetMgmnt-sm.pdf

http://www.vernon.ca/services/pde/asset_management/131204%20Vernon%20SIIP%20Rpt.pdf

http://www.wawa.cc/wp-content/uploads/2012/07/2013-Wawa-Asset-Management-Plan.pdf

http://northdundas.com/wp-content/uploads/2012/11/North-Dundas-Asset-Management-Plan.pdf

http://www.townofsmoothrockfalls.ca/departments/financial_reports/Smooth%20Rock%20Falls%20Asset%20Management%20Plan%20(Final%20Version).pdf

https://icreate4.esolutionsgroup.ca/230948_NorthPerthIntranet/en/inc/resources/North_Perth_Asset_Management_Plan.pdf

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7 Conclusions and Needed Supports

7.1 Conclusions

Although this report does not make any specific recommendations, there are broad conclusions that are important to consider for any municipality currently engaging with asset management, or those considering embarking upon the asset management journey:

■ Asset management works best when it is aligned with an organization’s goals and objectives. It should not be viewed as something ‘extra’ but rather part of day-to-day business. Understanding the relationship between assets, the services they support, and community priorities and commitments helps to target and justify action – and investment – based on needs and opportunities.

■ While tools and advice are plentiful, many municipalities lack a clear understanding of where to start. Asset management impacts everyone, so doing this effectively will require broad support from across the organization. Engaging stakeholders early and often will evolve culture, and leverage and develop internal knowledge and capacity. Formalizing commitment and establishing a plan will maintain a common vision and encourage continuity in going forward.

■ Though improving asset management can be a significant undertaking, it is something that can be accomplished over time. It is important to understand and consider local capacity and constraints. Start simply and build to the minimum level of complexity. It is beneficial to have an appreciation for how things operate across the organization. If something is working in one area, focus attention on areas in greater need of support.

■ Asset management planning is very customizable and can be completed incrementally. Municipalities with limited resource and capacity can begin by incorporating asset management into key areas and at a relatively high level, and work to increase the depth and breadth of coverage over time. As long as this gradual incorporation proceeds in a logical way and follows a broader strategy it will support positive change.

■ An asset management community exists in nearly every province. Support and resources are available for municipalities seeking to integrate asset management into their operations.

7.2 Needed Support

■ Municipalities, particularly smaller ones, will benefit from clear guidance and targets for asset management deployment. Such targets can be successful and stimulating if they originate in aligning asset management with broader community goals and objectives, and on building internal capacity for using this information to improve planning and service delivery. Purely output-based requirements such as endorsing a pre-scripted policy or completing a reporting template may result in a more mechanical adoption of asset management that does not yield meaningful and sustained benefits for municipalities or stakeholders.

■ Asset management will require resources in the form of staffing and finances. Many municipalities have indicated that this initiative will have a higher probability of success if it does not further burden their limited human and financial resources. Provincially funded peer-learning or pilot projects, or strategic funding through the Gas Tax Fund may be sound opportunities to kick-start the initiative.

■ Smaller municipalities will need a forum to share resources and information at their level. There is an opportunity for IAMA, AAMDC and AUMA to develop and sustain this as a common platform and leverage cooperative development across their memberships.

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The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

This report has been prepared by KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Canada.

The KPMG name and logo are registered trademarks or trademarks of KPMG International.

Copyright © 2015 Alberta Association of Municipal Districts and Counties

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Department: Administration From: Seema Herr, HR Manager

Subject: HUM-001-027 - Hiring Policy

Background

The Town identified the need to review and revisit the Hiring policy to ensure fair and equitable practices are being followed, as well as following a consistent approach and process with job postings, applicant screenings, applicant selection, interviews, reference checks, and new hire onboarding requirements.

The purpose of this policy is to provide guidelines in the Town’s hiring practices to ensure all employees and all potential candidates are considered for employment opportunities in a fair, consistent, and non-discriminatory manner that conform to statutory regulations. Nothing within the policy will limit or amend the provisions of the AUPE collective agreement, the IBEW collective agreement or in the HUM-001-017 Out of Scope policy.

Analysis

The original hiring policy was missing several key components in the recruitment process and the new hire process. After assessing and reviewing the policy, the following changes have been made:

1. Requesting Personnel: Positions which have been approved by Council can be filled. Any additional positions must be provided in writing to the CAO, which will require approval by Council;

2. Competition Advertisement: Clarity on posting and applicant process for both internal and external;

3. Application: Submission process for all Applicants;4. Selection: Managers are to fairly screen all applicants, and choose those best suited for the role

with the applicable experience and credentials. a. Legal requirements for all applicants to work for the Town of Ponoka, providing

appropriate work authorization documents (Canadian Citizen, Permanent Resident, if applicable, work visa);

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5. Interview Committee: Must consist of HR, Director of department and/or direct supervisor or manager.

6. Interview: Applicants selected will be interviewed shortly after posting closes. Interviews will allow Interview committee to assess experience, qualifications and overall fit.

7. References: References must be conducted for all applicants prior to receiving offer of employment. References will be completed by HR

8. Offer Letter: Letter will set out clear Terms and Conditions of employment agreement with both the employee and the employer;

9. Probation Period: All employees will serve a probationary period as outlined in offer of employment letter which will allow the direct supervisor / manager to assess knowledge, skills and abilities;

10. Criminal Record Check: Mandatory requirement for all Town of Ponoka employees; 11. Driver’s Abstract: Mandatory requirement for all Town of Ponoka employees who will be

operating equipment and/or Town fleet;12. Rehiring: All former employees are required to apply as per the posting details and will be

required to follow the recruitment process. No former employees are automatically rehired without following the recruitment cycle;

a. Continuous employment will apply for those employees who return within 3 months;13. Certifications or Proof of Qualifications: Dependent on posting, copies of diplomas, degrees,

technical training, and safety qualifications may be requested; 14. Summer Students: All students must meet the summer student criteria to be considered.

Directors are strongly encouraged to select new candidates every two years in maintaining a fair, equal and diverse opportunity within the community.


N/ASummary & Conclusion

The policy displays a fair and equitable approach with every position with the Town. The revised Hiring Policy will position the Town by effectively complying with Employment Standards Codes and Human Rights.

Recommendation:

Administration recommends Council to approve the final revision of HUM-001-027 Hiring Policy. The revised hiring policy positions the Town as an equal opportunity employer; free of discrimination of applicants and in compliance with the Alberta Human Rights legislation.

Attachment(s): HUM-001-027 Hiring Policy Revised - Final

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Approvals:

Prepared by: Seema Herr, HR ManagerDate: April 16, 2018

Approved by: Albert Flootman, Chief Administrative OfficerDate: April 27, 2018


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Town of PonokaHUM-001-027 Municipal Policy Handbook

Page 1 of 5 Approved:

Hiring Policy

Date of Approval by Council: Resolution No.: TP/12/13

Lead Role: Chief Administrative Officer Replaces:

Last Review Date: May 2018 Next Review Date: May 2022

Special Notes:

Policy Statement:

The Town of Ponoka is committed to ensuring employment opportunities, including the advancement for current employees, are open to all qualified applicants on the basis of their experience, aptitudes, qualifications, skills and abilities. The Town welcomes all applicants to apply for job opportunities to ensure we are finding the right individuals who fit the qualifications and values that are important to our organization, while complying with the Alberta Human Rights Legislation. The Town of Ponoka is an equal opportunity employer and appoints on the basis of merit, without regard to race, religious beliefs, colour, gender, gender identity, gender expression, physical disability, mental disability, ancestry, age, place of origin, marital status, source of income, family status, and/or sexual orientation.

Purpose:

The purpose of this policy is to provide guidelines in our hiring practices to ensure all employees and potential candidates are considered for employment opportunities in a fair, consistent, and non-discriminatory manner that conforms to statutory and regulatory requirements.

Nothing within the policy will limit or amend the provisions of the AUPE collective agreement, the IBEW collective agreement or in the HUM-001-017 Out of Scope policy.

Procedure:

REQUESTING PERSONNEL

Positions approved by Council and accounted for in the budget will be filled. When a position becomes vacant due to an employee movement, the Director or the Department Head shall meet with Human Resources to discuss the position details and review the job description.

Any additional positions not included in the current year’s budget need to be requested in writing by the Director to the CAO. The CAO will request position approval from Council.

COMPETITION ADVERTISEMENT

All vacant unionized positions will be posted as outlined in the applicable collective bargaining agreements. Postings will be emailed to all email users and posted on staff bulletin boards at the Town facilities.

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All vacant Out of Scope or Non-Union positions will be posted internally and externally, simultaneously, including the Director and the CAO positions. External postings will be advertised on the Town of Ponoka website, and may be advertised in a newspaper, on a recruitment job board / website and/or on a trade website.

Employees applying for internal job postings should advise their Supervisor, Manager and/or Director in advance. Employees who are not selected for the position shall be notified by either the Hiring Manager or the Human Resources Representative.

The Town recognizes strategic succession planning as an imperative part to the retention of key skills, knowledge and abilities within the organization and encourages employees to communicate retirement plans to leadership which will allow the Town to effectively plan and develop a succession plan for the position in conjunction with the parting employee’s intentions. The planning will permit the Town to effectively and seamlessly deliver and develop services to the community. The Town is committed to providing opportunity for career advancement; therefore, employees may be promoted internally without the Town having to advertise for Out of Scope / Non-Union positions.

APPLICATION

1. A resume must be submitted as outlined on the job posting for consideration for all positions with the Town of Ponoka.

2. Proof of education, qualifications, and/or certifications may be requested by a Human Resources Representative.

SELECTION

The Town of Ponoka will select applicants based on their relevant qualifications in comparison to the job duties and responsibilities of the position, such as academic accomplishments and past work experiences with proven success. Various combinations of these qualifications may be accepted if the candidate is deemed to be the best “overall fit” within the organization.

Successful candidates must be Canadian citizens or permanent residents or, in the case of a non- Canadian citizen or resident being appointed, must obtain the necessary work authorization. All candidates must hold the necessary work authorization from Citizenship and Immigration Canada (CIC) to be eligible to work in Canada and must abide by the terms and conditions therein. Responsibility to ensure immigration documentation is valid and up-to-date is the responsibility of the candidate. The candidate will be responsible for the accuracy and truthfulness of all statements made in their application.

The Town shall accept applications from and may consider a member of an employee’s immediate family for employment if the candidate has all of the requisite qualifications. Family members of employees and councillors can be hired but the working relationship cannot impose a conflict of interest as per policy HUM 001-007 Employment of Relatives.

A casual, temporary, seasonal or probationary employee may be considered for permanent employment or a promotion with a satisfactory performance evaluation and meets the criteria as per the job posting.

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INTERVIEW COMMITTEE

The Interview Committee will review all applications and interview the most suitable applicants. The Interview Committee will have no fewer than two superiors comprising of the Human Resource Manager, the Supervisor, the Manager and/or the Director of the department. With the selection of a Director position, the committee will comprise of the CAO, the Human Resource Manager, and a Technical Expert which may include a peer, a direct report, a third-party, or any person deemed appropriate by the CAO.

INTERVIEW

Interviews will be scheduled by the Interview Committee shortly after the competition closes. The Interview Committee will make applicant recommendation to the Director or if applicable, to the CAO who will make the final hiring decision.

REFERENCE CHECKS

With the permission of the applicant, three (3) references may be requested upon completing the interview process. It is preferred references be conducted with the applicants former supervisors and/or managers whom they reported to directly.

Reference checks with an applicant’s current employer shall only be made if the candidate is the best suited candidate of those being considered. The reference checks may also be utilized to determine the best suited candidate of two leading applicants, whom have been considered equal in qualification, experience, abilities and overall fit. A minimum of two (2) satisfactory reference checks shall be completed by a Human Resources representative before an individual is presented with an offer of employment in any capacity with the Town of Ponoka.

OFFER LETTER

When a candidate is selected for a position with the Town of Ponoka, the Human Resources representative shall make an offer of employment using a Letter of Offer template.

The purpose of the letter is to set clear and concise terms and conditions of the employment relationship for prospective employees in protecting the Town of Ponoka from any misunderstandings for the duration of the employment agreement and/or in the future.

All offers of employment letters will include: Title of position being offered; Effective start date, along with weekly schedule (start & stop times, hours of work per day, total

weekly hours); Starting salary (annual) or hourly rate; Department Name of which the position is located; Position title of Supervisor, Manager, or Director to which the individual will be reporting; Duration of probationary period; Duration of the performance review period;

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Summary of benefit plans (applies to permanent positions); Special arrangements such as relocation, vehicle allowance, etc.; Statement outlining the offer of employment letter is conditional based on a satisfactory criminal

record check, vulnerable sector check and if applicable, a satisfactory drivers abstract; Statement of all other conditions of employment that must be observed; Termination Clause or if applicable, employment term end date.

Upon acceptance, the original copy of the Offer of Employment Letter shall be signed and dated by the new employee and be retained in the official personnel file, which is maintained by Human Resources department.

PROBATION PERIOD

All employees of the Town of Ponoka will serve a probationary period as outlined in the offer of employment. The Town reserves the right to extend a probationary period up to six (6) months for Out of Scope / Non Union positions and as per the applicable collective agreements.

Terminations within a Probationary Period will follow provision outlined in the applicable collective agreements and/or the Alberta Employment Standards Code.

CRIMINAL RECORD CHECK

1. All employees must provide a criminal record check including vulnerable sector check prior to commencement of employment;

2. The Town reserves the right to request a Criminal Record Check with vulnerable sector check for any employee or volunteer at any time during the course of their employment;

3. All Criminal Record checks requested by the Town shall be paid for by the town by either providing a Fee Waiver Letter to the Ponoka RCMP or through expense claim reimbursement;

4. The CAO or Human Resources Manager may grant an extension to providing the criminal record past the first day of employment, continued employment past a predetermined date will be subject to the employee providing a satisfactory Criminal Record check. Failing to provide a satisfactory criminal record check will be cause for termination.

DRIVER’S ABSTRACTS

1. Any employee or volunteer required to operate a Town vehicle and/or operate equipment must: Possess the appropriate Alberta Operator’s License; Provide a current driver’s abstract prior to the first day of employment; The Town reserves the right to obtain a drivers abstract for any employee or volunteer at

any time during the course of their employment; Employees are expected to pay for their initial drivers abstract and the Town will pay for

any subsequent drivers abstracts; Immediately notify their Department Director if their Operator’s License is suspended or

revoked;

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REHIRING

Former employees are eligible for rehire if they left the Town of Ponoka on amicable terms and maintained satisfactory performance during the course of their employment.

Should a former employee return for employment with the Town of Ponoka, any break in service with the Town of less than three (3) months will be counted as a period of continuous employment. The Town of Ponoka is under no obligation to rehire former employees.

All former employees are encouraged to reapply to vacant positions as outlined in the job postings to be considered for employment with the Town of Ponoka. Supervisors, Managers and Directors are expected to consider all applications and shall not automatically grant employment to a former employee as they must adhere to the hiring process for a fair and equitable opportunity to all applicants. Selection will be based on applicant’s relevant qualifications in comparison to the job duties and responsibilities of the position and is deemed the best “overall fit” within the organization.

CERTIFICATES OR PROOF OF QUALIFICATIONS

Copies of diplomas, degrees, certificates, technical training, safety or acceptable confirmation of qualifications must be provided prior to commencing employment or on the employees first day of employment with the Town of Ponoka. Those who fail to provide proof of qualifications will be subject to termination.

SUMMER STUDENT POSTIONS:

The hiring policy will be followed accordingly for all summer student positions.

Application: Candidates for the Summer Students positions must meet the following criteria to be considered:

16 years of age or older; Legally able to work in Canada; Enrolled full time in a post-secondary program and returning to school in the fall; Have proof of school enrollment; Complete a police or criminal record check for ages 18 or older; Must be available on a full-time basis from May – August.

Rehiring: Directors, Managers and Supervisors are strongly encouraged to select new candidates every 2 (two) years in allowing for fair, equal and diverse opportunity within the community and with the Town of Ponoka.

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Department: Corporate Services From: Sandra Lund, Director of Corporate Services

Subject: ENMAX Regulated Rate Option Contract (RRO) Renewal

Background

In 2009 ENMAX Energy Corporation was contracted to provide regulated rate option services (RRO) to the Town of Ponoka. The Town’s present Agreement with ENMAX Energy for RRO services expires April 30, 2018. For the last three years the stability of the Agreement has enabled the parties to simply amend the date to extend the term. The same is true for another year extension. The function of the RRO service is to provide and bill electricity to any Ponoka customers who have not signed up on an electrical contract with an electrical retailer.

Analysis

As a wire service provider the Town is obligated to have a regulated rate option (RRO) agreement in place. As a result of deregulation residents have two options for their electrical services; they can sign a contract with a provider or use the RRO option which is the market rate of electricity.

The Town works closely with Mr. Kevin Phillips of Phillips Partners Inc. in managing the Town’s electrical contracts with ENMAX Energy Corporation. A review of the one year contract renewal from ENMAX has been completed. This Amendment retains the Administration Fee at the existing level and alters the calculation used in the Energy Price Setting Plan. ENMAX has used a 45 day procurement window for the Ponoka service area and Calgary for several years now. Other RRO providers in the Province use a 120 day window. This difference has begun to matter with the introduction of the RRO Price Cap because it is based on an average of RRO Prices in the four large service areas in the Province. Moving AMPS and Calgary to a 120 day window will smooth out the spikes relative to RRO pricing and align with the other major RRO providers.

As there is no financial impact to Ponoka for the one year renewal, recommendation has been made by Mr. Kevin Phillips to renew the regulated rate option contract for one year.


No additional financial impact.

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The Town’s contract with ENMAX Energy Corporation expires April 30, 2018. At this time ENMAX is not recommending a change in administration charge for Ponoka and will continue to provide the services to customers on behalf of Ponoka for a renewal term of one year. In consultation with Mr. Kevin Phillips, it is recommended to renew the RRO contract with ENMAX Energy Corporation for the term of one year expiring April 30, 2019.

Recommendation:

That Council approve renewing the contract for regulated rate option services with ENMAX Energy Corporation for a term of one year expiring April 20, 2019.

Attachment(s): Amending Agreement

Approvals:

Prepared by: Sandra Lund, Director of Corporate ServicesDate: April 27, 2018

Reviewed by CAO or Designate: Albert Flootman, Chief Administrative OfficerDate: April 27, 2018


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AMENDING AGREEMENT

THIS AMENDING AGREEMENT made effective as of the ____ day of _____________, 2018, among ENMAX ENERGY CORPORATION ("ENMAX Energy") and THE TOWN OF PONOKA ("Ponoka").

WHEREAS ENMAX Energy and Ponoka entered into a Contract for Services on or about May 29, 2009, as amended by Amending Agreements dated December 31, 2013, April 29, 2016 and April 28, 2017 (collectively, the "Agreement"), in which Ponoka engaged ENMAX Energy to provide certain electricity services for customers within Ponoka’s service area;

AND WHEREAS the Term of the Agreement will end on April 30, 2018;

AND WHEREAS ENMAX Energy and Ponoka have agreed to extend the Term of the Agreement for a further one year;

AND WHEREAS the parties hereto wish to amend certain of the terms of the Agreement pursuant to the terms of this Amending Agreement;

NOW THEREFORE in consideration of the covenants and agreements between the parties contained in this Amending Agreement and other good and valuable consideration from each party to the other, the receipt and adequacy of which is hereby acknowledged, the parties agree as follows:

ARTICLE 1 INTERPRETATION

1.1 Definitions. Unless defined in this Amending Agreement, capitalized words and phrases used in this Amending Agreement and in all notices and communications expressed to be made pursuant to this Amending Agreement shall have the meanings set out in the Agreement.

ARTICLE 2 AMENDMENTS

2.1 Amending Provisions. Effective as of the date of this Amending Agreement, the parties hereby amend the terms and conditions of the Agreement as follows:

(a) by adding the following definition:

"Fourth Renewal Term" has the meaning ascribed to it in Article 9.1D hereof;

(b) by deleting the definition of "Term" and replacing it with the following definition:

35127570 Execution Copy

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2

"Term" has the meaning ascribed to it in Article 9.1, and shall include, where the context requires, the Renewal Term, Second Renewal Term, Third Renewal Term, and Fourth Renewal Term;

(c) by adding the following Article 9.1D:

Upon the expiry of the Term, ENMAX Energy will continue to provide the Services to Customers for and on behalf of Ponoka for a renewal term of one year commencing on May 1, 2018 and ending on April 30, 2019 (the "Fourth Renewal Term").

(d) by deleting Section 3(a) of Schedule "A" and replacing it with the following:

a. Price Applicability Period

The Administration Charge will be reset annually by ENMAX Energy, as required, upon notice to Ponoka. In the case of 2013 to 2019, an Administration Charge of $0.2562 per Customer Site per day has been established and will be applicable from January 1, 2013 to April 30, 2019.

ARTICLE 3 CONDITION AND RATIFICATION

3.1 Confirmation of Agreement. All of the terms and conditions of the Agreement as amended, modified, restated and supplemented or otherwise affected by this or prior Amending Agreements are hereby confirmed and ratified by the parties and the validity and effectiveness of the Agreement as so amended, modified, restated and supplemented or otherwise affected is hereby confirmed.

3.2 Effect of Amendments. The Agreement will henceforth be read in conjunction with this or any prior Amending Agreement and will be regarded as amended accordingly.

[The remainder of this page is intentionally left blank.]


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ARTICLE 4 MISCELLANEOUS

4.1 Counterpart Execution. This Amending Agreement may be executed in separate counterparts and all executed counterparts together will constitute one agreement. Counterparts may be executed either in original or faxed form and any signatures received by a receiving fax will be deemed to be original signatures of the parties.

IN WITNESS WHEREOF the parties have caused this Amending Agreement to be duly executed by their respective authorized officers as of the date first above written.

ENMAX ENERGY CORPORATION Per: Name: Title:

THE TOWN OF PONOKA Per: Name: Title:

Per: Name: Title:

ENMAX ENERGY CORPORATION

CONTENT

LEGAL FORM


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Subject: Bylaw 403-18 Property Tax Bylaw

Background

The tax levy required for general municipal purposes in 2018 is $6,719,515.

Analysis

Overall assessment has increased by $20.7 million, which includes new assessment of $9 million and an inflation in assessment value of existing properties of $11.6 million.

Municipal taxes have increased by $578,701 to $6.7 million. The school requisitions have increased by $99,657. The Rimoka Foundation requisition is $85,000.

The average municipal tax rate increase for residential is $41 per $100,000 and $54 for commercial.

The Town’s total property tax levy in 2018 is $9,205,945; 73% is for the Town’s municipal operations; 1% is for Rimoka Foundation; the remainder, 26% will be collected for education purposes.

Section 353 of the Municipal Government Act states that each Council must pass a property tax bylaw annually. Accordingly, Bylaw No. 403-18 is being presented to Council for three readings. Three readings are being requested at this time as the tax notices have to be printed and mailed out by May 24, 2018.


Included in the 2018 budget.


It is recommended that Council approve the 2018 Tax Bylaw No. 403-18 to establish the 2018 mill rates. In order to meet MGA’s required timeline of sixty seven (67) days, May 24th, for mailing the tax notices to residents Administration is requesting three readings of the Tax Bylaw.

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Recommendation:

That Council give first, second, and third readings to Property Tax Bylaw No. 403-18.

Attachment(s): Property Tax Bylaw No. 403-18Assessment SummaryMill Rate Changes

Approvals:

Prepared by: Sandra Lund, Acting CAODate: April 30, 2018


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BYLAW NO. 403-18

Page 1 of 4

A BYLAW IN THE TOWN OF PONOKA IN THE PROVINCE OF ALBERTA TO AUTHORIZE THE RATES OF TAXATION TO BE LEVIED

AGAINST ASSESSABLE PROPERTY FOR THE 2018 TAXATION YEAR

WHEREAS the Town of Ponoka has prepared and adopted detailed estimates of the municipal revenues and expenditures as required, at the Council meeting held on March 27, 2018;

AND WHEREAS the estimated municipal expenditures and transfers set out in the budget for 2018 total $25,207,807.

AND WHEREAS the estimated municipal revenues and transfers from all sources other than taxation is estimated at $18,488,292 and the balance of $6,719,515 is to be raised by general municipal taxation;

AND WHEREAS the requisitions are:

Alberta School Foundation Fund (ASFF) Residential & Farmland $

1,582,183 Non-Residential & DIP $

565,733

St. Thomas Aquinas Roman Catholic Separate Regional Division No. 22 Residential & Farmland $

158,309 Non-Residential & DIP $

39,570

Rimoka Foundation $ 85,000

Designated Industrial Property Assessment (DIP) $ 370

AND WHEREAS Council is required each year to levy on the assessed value of all property, tax rates sufficient to meet the estimated expenditures and the requisitions;

AND WHEREAS Council is authorized to classify assessed property, and establish different rates of taxation in respect to each class of property, subject to the Municipal Government Act, Chapter M26, Revised Statutes of Alberta, 2000;

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BYLAW NO. 403-18

Page 2 of 4

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BYLAW NO. 403-18

Page 3 of 4

AND WHEREAS the assessed values of all property on the assessment roll is:

Residential 664,984,280 Provincial Grants in Lieu - Residential 133,220 Farmland 515,390 Non-Residential 161,469,870 Provincial Grants in Lieu - Non-Residential 3,492,940 Designated Industrial Property Assessment 10,118,170

840,713,870

THEREFORE COUNCIL DULY ASSEMBLED ENACTS AS FOLLOWS:

1. That this Bylaw shall be known as the 2018 Property Tax Bylaw.

2. That the Chief Administrative Officer is hereby authorized to levy the following rates of taxation on the assessed value of all property as shown on the assessment roll of the Town of Ponoka.

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BYLAW NO. 403-18

Page 4 of 4

Tax AmountTaxable

Assessment Mill RateMunicipal

Residential & Farmland 5,001,363$ 665,499,670 7.5152Provincial GIL - Residential 1,001$ 133,220 7.5152Non-Residential & DIP 1,682,901$ 171,588,040 9.8078Provincial GIL - Non-Residential 34,258$ 3,492,940 9.8078Total 6,719,523$ 840,713,870

ASFFResidential & Farmland 1,582,183$ 604,968,057 2.6153Non-Residential & DIP 565,733$ 160,371,073 3.5276Total 2,147,915$ 765,339,129

St. Thomas Aquinas RCSRDResidential & Farmland 158,309$ 60,531,613 2.6153Non-Residential & DIP 39,570$ 11,216,968 3.5276Total 197,879$ 71,748,581

Rimoka Foundation 85,000$ 840,864,269 0.1011

Designated Industrial Property 370$ 10,118,170 0.034178

That this Bylaw shall take effect on the date of third and final reading

First ReadingSecond ReadingThird & Final Reading

TOWN OF PONOKA

MAYOR

CHIEF ADMINISTRATIVE OFFICER

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Mill Rates 2018 2017 Change

Residential

Town 7.5152 7.1029 0.4123

ASFF/Separate 2.6153 2.3971 0.2182

Rimoka 0.1011 0.1036 (0.0025)

Total Residential 10.2316 9.6036 0.6280

Non-Residential

Town 9.8078 9.2694 0.5384

ASFF/Separate 3.5276 3.4538 0.0738

Rimoka 0.1011 0.1036 (0.0025)

Total Non-Residential 13.4365 12.8268 0.6097

2018

Town 6,754,782

ASFF/Separate 2,365,793

Rimoka 85,000

9,205,575

Town of Ponoka

2018 Mill Rate Changes

Town

73%

ASFF/Separate

26%

Rimoka

1%

2018 Tax Allocation

5/2/2018 000 2018 Property TaxesMill Rate Changes

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Ponoka Assessment SummaryAssessment Year: 2017

Assessment for Entire Municipality Code Description Alt.Code Status Impr.Land Other TotalRecords300 Vacant T 012,595,440 0 12,595,440142011301 Vacant Farmland T 0343,170 0 343,17030016310 Single Family T 369,165,930172,263,210 0 541,429,1402,220012311 Duplex T 31,589,5709,012,030 0 40,601,600176012312 Townhouse T 18,486,1404,053,050 0 22,539,190111012313 Apartment T 14,332,6901,861,510 0 16,194,20016012315 Apartment Condo T 11,919,8302,000,430 0 13,920,26053012316 Mobile home; Own Lot T 5,035,6804,603,200 0 9,638,88080012317 Mobile home; In Park T 4,949,3000 0 4,949,300110012319 Manufactured Home Community T 921,0501,852,050 0 2,773,1002012340 Non-Farm Residence - Rural T 234,830242,570 0 477,4002012350 Farm Residence T 23,14014,850 0 37,9902012500 Vacant Commercial T 013,526,690 0 13,526,69075002510 Improved Commercial T 107,873,92039,092,260 0 146,966,180243002610 Improved Industrial-DIP T 32,290410,150 0 442,4409003665 Railway Land-DIP T 263,1400 0 263,1401009

Taxable Total: 564,827,510261,870,610 0 826,698,1203,272

Code Description Alt.Code Status Impr.Land Other TotalRecords770 Federal GIL - Non Residential G 158,910112,510 0 271,4201020

Grant-In-Lieu Total: 158,910112,510 0 271,4201

Code Description Alt.Code Status Impr.Land Other TotalRecords705 Provincial No School MAG 015/16 X 3,085,810540,350 0 3,626,1605

Mun. Only Total: 3,085,810540,350 0 3,626,1605

Sub Total: 3,278 262,523,470 568,072,230 0 830,595,700

Code Description Alt.Code Status Impr.Land Other TotalRecords900 Municipal Owned - Res Zoned E 17,8102,643,480 0 2,661,29030052901 Municipal Owned - Com Zoned E 17,699,5405,027,530 0 22,727,07036033902 Municipal Owned - Ind Zoned E 355,3201,597,880 0 1,953,20011044903 Municipal Owned - Public Use E 7,854,58015,584,340 0 23,438,920132033910 Provincial Owned E 120,4300 0 120,4301032920 Federally Owned E 627,600179,710 0 807,3102042935 Exempt - M & E - Seed Cleaning Plant E 199,5700 0 199,5702049955 Schools E 46,502,9304,967,570 0 51,470,5009034960 Church E 6,413,7401,860,290 0 8,274,03020047970 Hospital E 23,977,720732,430 0 24,710,1501036971 Nursing Home E 7,506,050571,760 0 8,077,8103027980 Non-Profit Organization E 21,642,8405,084,360 0 26,727,20011048990 Exempt Other E 3,678,6701,790,580 0 5,469,25024044992 health region E 727,590193,340 0 920,9301028999 RAP Exempt E 17,3500 0 17,3506044

Exempt Total: 137,341,74040,233,270 0 177,575,010289

705,413,970302,756,740 0 1,008,170,710Totals: 3,567Total parcels: 3,510

04-09-2018 10:14:45 AM Page 1Printed on by RILEY Ponoka

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Assessment for Entire Municipality

Assessment Breakdown by Property DescriptionTotal: 830,595,700

80.52%

19.41%

Taxable & Grant-in-Lieu & Mun. Only 0.04% Farmland 343,170 0.00% Machinery & Equipment 019.41% Non Residential 161,206,730 0.03% Non Residential - Railway 263,14080.52% Residential 668,782,660


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Total Breakdown of percentage by year for Property Description

Assessment Year2017201620152014201320122011201020092008

Perc

enta

ge

100

90

80

70

60

50

40

30

20

10

084.29

0.0315.59

0.070.02

83.69

0.0316.20

0.070.02

82.88

0.0317.07

0.02

82.22

0.0317.71

0.04

82.43

0.0317.50

0.04

81.35

0.0318.58

0.04

80.67

0.0319.26

0.04

81.42

0.0318.51

0.04

81.53

0.0318.39

0.04

80.52

0.0319.41

0.04 FarmlandMachinery & EquipmentNon ResidentialNon Residential - RailwayResidential


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Assessment Breakdown by Mill CodesTotal: 830,595,700

79.73%

19.38%

Taxable & Grant-in-Lieu & Mun. Only 0.90% Unknown 7,449,21019.38% non residential 160,935,31079.73% residential 662,211,180


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Total Breakdown of percentage by year for Mill Codes

Assessment Year2017201620152014201320122011201020092008

Perc

enta

ge

100

90

80

70

60

50

40

30

20

10

0

83.71

15.02

1.27

82.76

15.60

1.65

81.95

16.45

1.59

81.35

17.11

1.54

81.57

16.95

1.48

80.52

18.05

1.43

80.28

18.75

0.97

80.62

18.47

0.90

80.75

18.36

0.89

79.73

19.38

0.90 Unknownnon residentialresidential


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Comparison of total taxable assessment (Supplementary not included)

R

NR

RNR

MEF

Ass

essm

ent

660,000,000

640,000,000

620,000,000

600,000,000

580,000,000

560,000,000

540,000,000

520,000,000

500,000,000

480,000,000

460,000,000

440,000,000

420,000,000

400,000,000

380,000,000

360,000,000

340,000,000

320,000,000

300,000,000

280,000,000

260,000,000

240,000,000

220,000,000

200,000,000

180,000,000

160,000,000

140,000,000

120,000,000

100,000,000

80,000,000

60,000,000

40,000,000

20,000,000

0

608,

569,

320

236,

250

139,

016,

200

0290,

530

636,

301,

840

245,

850

151,

929,

180

0287,

360

651,

634,

470

259,

300

148,

112,

680

0343,

170

659,

224,

730

257,

380

148,

709,

460

0343,

170

668,

782,

660

263,

140

161,

206,

730

0343,

170

2013 2014 2015 2016 2017


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Department: Recreation From: Wes Amendt, Director of Community Services

Subject: Addition on Zamboni

Background

On April 10, 2018 Council approved the purchase of a new Zamboni Model 526. Following Council approval, the order was placed with Industrial Machines Ltd.

While the Complex Operator and Director were attending the Recreation Facility Personnel (RFP) conference on April 15-18, they were able to view the new Zamboni which was on display at the trade show. At that time a couple of changes to the new machine were identified which were not included in the original purchase.

The new features include the auger washout system valued at $1610.00 and an upgraded seat for $750.00.

The auger washout system on the current Zamboni requires the operator to remove the conditioner covers to clean the slush out of the augers. On the new Zamboni the conditioner plates are fastened to the machine. They would only be removed to change the blade. The new auger wash system is an improvement to the safety of the operator and would reduce the time needed to wash out the augers if the plates had to be removed. Once the quick coupler is installed and connected to the water source, the operator no long would have to lift the conditioner caps and expose themselves to the blade.

The upgraded seat was not listed on the original quote as an option. It was recommended to the Complex Operator by other communities who have the new seat. It allows the operator to sit a little higher and improves the site lines. This would be extremely helpful for our operators and would also aide in the safe operation of the Zamboni. One of our former operators would often stand while operating the Zamboni in an effort to improve his sight lines. This is not a safe operating practice. It can also be noted that on the weekend during the hockey season the operator can spend up to six hours a day in the seat as he maintains both ice surfaces.

Analysis

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The auger wash system was identified as an extra in the original quote received by Industrial Machines Ltd. Having this new system in place will improve the safety and make the process for cleaning the auger easier for the operators.

The upgraded seat will also improve the safe operation of the Zamboni for the operators.

The additional cost of $2360.00 will be funded from the equipment replacement program which was approved in the 2018 budget. Adding these features to the Zamboni order at this time is more cost effective that adding them as an after-market change at a later date.


$2,360.00 be funded from the 2018 Equipment Replacement Capital Budget.


After submitting the original request to purchase a new Zamboni Model 526, which was approved on April 10, 2018, the Complex Operator and Director of Community Services had the opportunity to view the new machine while attending the Recreation Facility Personnel Conference. It was at that time that a couple of features were different from the current Zamboni that the arena staff are using. Based on recommendations from the manufacturer and other arena personnel in attendance at the conference it is recommended that the new auger wash system and an upgraded seat be added to the options on the new Zamboni.

These new and improved options would enhance the safe operation of the Zamboni by arena staff.

The additional cost of $2360.00 can be funded from the 2018 Equipment Replacement capital budget.

Recommendation:

That Council approve the addition of the auger wash system and upgraded seat to the order for the new Zamboni at a cost of $2360.00 to be funded from the 2018 Equipment Replacement Capital Budget.

Attachment(s):

Approvals:

Prepared by: Wes Amendt, Director of Community Services Date: May 1, 2018

Reviewed by CAO or Designate: Sandra Lund, Acting CAODate: May 2, 2018


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Department: Administration From: Albert Flootman, RPP, MCIPChief Administrative Officer

Subject: RECOMMENDATION FROM UTILITIES & ENVIRONMENTAL COMMITTEE

Background

At the March 2018 Utilities & Environmental Committee meeting the following resolution was adopted:

MOTION by J. Hamilton that the Utilities & Environmental Committee recommend to Council to request administration to hire a forensic financial consultant to review the operation of the Town’s electrical department to determine what would be a reasonable return on capital. Carried

Analysis

Additional discussion regarding the above motion occurred at the April Committee meeting in order to further clarify the intent of the motion. It was clarified at that meeting that the review be conducted from a financial standpoint as well as an operational review, obtain information related to opportunities to attain efficiencies, assess the viability of the utility as a business unit and also conduct an analysis of and comparison to other utility businesses. The term “forensic” is intended to refer to this careful analysis of several years of accounting along with a comparison to other utility business determine what the rate of return on assets should be, and to determine where efficiencies should be sought. It was further suggested that this review would best be served by someone with management experience in the utility business.

Further to the Utilities & Environmental Committee meeting, Administration was able to find the names of two consulting firms, one in Alberta and one in the United States, that have done detailed cost of service studies for a rural power co-operative in Alberta, including five-year business plans.

A Request for Proposals would be appropriate in this case. The scope of the RFP (not yet developed) would include financial analysis, cost benchmarking, cost reduction strategies, and feasibility analysis.


A reasonable budget allocation for a cost of service study/business plan is $30,000. The recommended

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funding source is the Electrical Reserve, which currently has balance of approximately $1,500,000.


The Utilities & Environment Committee believes that the Town requires a better understanding of the financial status of its electric utility, given that the operating surplus has trended downward in recent years, with the goal of ensuring efficient operations and long-term viability.

Recommendation:

It is recommended:

That Council accept the recommendation of the Utilities & Environmental Committee to request administration to hire a forensic financial consultant to review the operation of the Town’s electrical department to determine what would be a reasonable return on capital;

That Council direct Administration to seek proposals to undertake a study of the Town’s electric distribution utility, including but not limited to include financial analysis, cost benchmarking, cost reduction strategies, and feasibility analysis, at a cost not to exceed $30,000, to be funded from the Electric Utility Reserve.

Attachment(s): Approvals:

Prepared by: Albert Flootman, CAO Date: April 26, 2018


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COUNCIL REQUEST FOR DECISION


Department: Administration From: Albert Flootman, RPP MCIPChief Administrative Officer

Subject: Policy No. GOV-001-003: Bylaw Investigations and Enforcement Policy

Background

Currently the Town has the Bylaw Enforcement Officer Bylaw No. 377-17 in place, which provides the authority to appoint Enforcement Officers to enforce Municipal Bylaws. This Bylaw also contains the powers and duties of the Enforcement Officers, as well as disciplinary procedures related to this position.

Analysis

The Bylaw Investigations and Enforcement Policy was developed to add clarity to the role and philosophy of Bylaw Enforcement in the Town of Ponoka. The proposed policy highlights the key principles of bylaw enforcement in our community:

Proactive public awareness and education Voluntary compliance Consistent approach and process Work plan Ensuring viable bylaws that meet legislative requirements for enforcement.

The process further elaborates on public education and follows through with the steps from when a complaint is received, investigated, steps to achieve voluntary compliance, followed by town-initiated remedies where authorized by Town bylaws, and formal enforcement up to and including legal action as a final means of recourse.


N/A


Policy No. GOV-001-003: Bylaw Investigations and Enforcement was developed to provide information regarding the various components of the bylaw enforcement process. This policy will serve to inform the public as well as ensure the enforcement process is followed within the Town.

It is recommended that Council approve the Bylaw Investigations and Enforcement Policy.

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Recommendation

That Council approve Policy No. GOV-001-003: Bylaw Investigations and Enforcement Policy

Attachment(s): N/A

Approvals:

Prepared by: Albert Flootman, Chief Administrative Officer Date: April 30, 2018


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Town of PonokaGOV-001-003 Municipal Policy Handbook

1

BYLAW INVESTIGATIONS AND ENFORCEMENT POLICY

Date of Approval by Council: New Resolution No.:

Lead Role: Director of Community Services Replaces: New

Last Review Date: Next Review Date: April 2022

Special Notes:

Purpose:

The purpose of the Town’s Bylaw Enforcement Program is to achieve compliance with municipal bylaws. The bylaw enforcement program involves: public education and awareness; investigation of complaints, voluntary compliance efforts and enforcement measures.

Policy Statement:

The Bylaw Enforcement Program philosophy will be geared to providing residents of Ponoka with the knowledge and tools to achieve bylaw compliance and report violations to keep Ponoka a safe and healthy community.

Bylaw investigation is undertaken in response to verbal or written complaints of a violation by another person based on investigation priority criteria and observations by the Bylaw Enforcement Officer.

By law enforcement is achieved firstly through voluntary compliance. Violators who are being investigated or given compliance notices are given the opportunity to achieve compliance before legal action is taken.

Town-initiated remedies where authorized by Town Bylaws may be taken at a cost to the violator with or without notice to the violator.

The Town will initiate legal action if the violator fails to achieve voluntary compliance.

1. Key Principles:

The key principles for the Town’s bylaw investigation and enforcement program include:

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2

Proactive public awareness and education – to reduce non-compliance situations;

Voluntary compliance – to encourage appropriate remedies by the responsible party;

Consistent approach and process – well established process to enhance bylaw compliance and obtain public support and understanding;

Reasonable work plan – to establish criteria for program activities and priorities; and

Viable bylaw – to produce and review viable bylaws to ensure municipal bylaws meet the legislative requirements for enforcement.

2. Process:

The key components of the Bylaw Enforcement Program include:

2.1 Public Education and AwarenessPublic education and awareness of the requirements of municipal bylaws, are vital to achieving bylaw compliance. Methods employed to provide public education and awareness include:

Attendance at public events, including Town-hosted open houses and community organized functions, to promote an understanding of the intent of bylaw enforcement and provide pertinent bylaw information as applicable.

Becoming a visible and approachable presence in the Town to encourage residents to ask questions and provide input on current processes and bylaws.

Liaison with the Ponoka Police Advisory Committee as an advocate and proponent for a safe and healthy community

Utilize the Town’s website to communicate bylaw enforcement information.

2.2 Complaint/Observation

2.2.1 The Bylaw Enforcement Officer will record any bylaw violation upon his/her observation or receipt of a written or verbal complaint from any person.

2.2.2 A preliminary review of the complaint will be undertaken to assess its validity.

2.2.3 If the complaint is found to be invalid, the complainant is advised and the record of the complaint will be closed.

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3

2.2.4 Anonymous complaints have no priority. However the Bylaw Enforcement Officer will use discretion to investigate them in any event.

2.3 Investigation

3.3.3 The Bylaw Enforcement Officer will conduct investigations of validated complaints based on their urgency using the following bylaw investigation criteria:

1. Threat to Life2. Liability to Town3. Threat to Property4. Repeat Offenders5. Nuisance to the Quality of Life.

3.3.4 If the complaint is found to be valid, the complainant will be advised of the investigation process and a bylaw investigation file will be opened and maintained in a confidential manner for all investigations.

2.4 Voluntary Compliance

3.4.1 If a violation exists, the Bylaw Enforcement Officer will attempt to achieve a voluntary compliance by explaining the violation, possible remedies and the consequences of failure to seek compliance.

3.4.2 The voluntary compliance period is 30 days from the first written warning by the Town, or such lesser period at the discretion of the Bylaw Enforcement Officer.

3.4.3 If voluntary compliance is achieved, the complainant will be advised and the file closed.

2.5 Town-Initiated Remedies

2.5.1 Town-initiated remedies where authorized by Town bylaws may commence as deemed appropriate at cost to the violator if voluntary compliance is not achieved within 30 days of the first written warning by the Town, or such lesser period at the discretion of the Bylaw Enforcement Officer.

2.5.2 Town-initiated remedies may be conducted at cost to the violator with or without notice to the violator at the discretion of the Chief Administrative Officer when there is a risk to life or property.

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4

2.5.3 If a Town-initiated remedy is undertaken, the Town will attempt to recover its expenses.

2.6 Legal Action

2.6.1 Notices seeking voluntary compliance will indicate that legal proceedings will be initiated if compliance is not achieved within 30 days, or such shorter term as the Bylaw requires or at the discretion of the Bylaw Enforcement Officer.

2.6.2 Where compliance is not achieved, the Bylaw Enforcement Officer will prepare a report indicating whether legal action should proceed and, if necessary, consult with the Town Solicitor.

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Council Request for DecisionMeeting Date: May 8, 2018Department: Administration From: Albert Flootman, RPP, MCIP

Chief Administrative Officer

Subject: Policy No. HUM-001-002: Ponoka Volunteer Fire Firefighters Policy

Background

Effective March 2, 2018, the Town of Ponoka contracted with Ponoka County for the provision of fire services. As a result of this agreement, the Ponoka Fire Department is no longer in operation.

Analysis

Town of Ponoka policies have been reviewed to determine any policies related to the volunteer fire fighters or fire services. It appears that over time all related policies have been amalgamated into one policy – Policy No. HUM-001-002: Ponoka Volunteer Fire Firefighters Policy.

As the Ponoka Fire Department is no longer in operation and Ponoka County Regional Fire Services operates under Ponoka County policies, the above-noted policy is no longer necessary.

The Town’s Fire Services Bylaw is currently under review and a new Bylaw will be presented to Council at the May 15th Committee of the Whole meeting.


n/aSummary & Conclusion

It is recommended that the Ponoka Volunteer Firefighters Policy be deleted.

Recommendation:

That Council approve the deletion of Policy No. HUM-001-002: Ponoka Volunteer Fire Firefighters Policy.

Attachment(s): Policy No. HUM-001-002 Approvals:

Prepared by: Albert Flootman, CAO Date: April 30, 2018Presented to Council: May 8, 2018

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Town of Ponoka

HUM-001-002 Municipal Policy Handbook

Page 1 of 3

Revised February 2016

PONOKA VOLUNTEER FIRE FIREFIGHTERS POLICY

Date of Approval by Council: February 23, 2016 Resolution No.: TP/16/092

Lead Role: Human Resources Manager Replaces: See special notes

Last Review Date: February 9, 2016 Next Review Date: February 2019

Special Notes: Replaces policies HUM-001-003, HUM-001-011, HUM-001-014, HUM-001-015,

HUM-001-018

Policy Statement:

Volunteer members of the Ponoka Fire Department will receive compensation, recognition and training for

responding to and attending fire calls, emergencies, practice, and training.

Procedures

2016 Remuneration Rates:

Hourly Remuneration for All Volunteer Firefighters ..........................................................$ 23.33

*A minimum of one hour will be paid for responding in person to the fire

hall, even if a firefighter does not attend a fire or emergency after

responding to the emergency call.

Yearly Remuneration for Practice Pay

Firefighter ..........................................................................................................................$ 625.00

Lieutenant ..........................................................................................................................$ 650.00

Captain ...............................................................................................................................$ 700.00

Deputy Chief ......................................................................................................................$ 750.00

All members of the Ponoka Volunteer Fire Department must attend a minimum of 18 practices per year in

order to obtain their full practice pay. If they do not attend the minimum number of practices, the practice

pay will be pro-rated based on the number of practices attended.

I.e. If 13 practices were attended by a lieutenant

13 / 18 = 72%

$650 * 72% = $468 practice pay

On-Call Pay

The Fire Chief and Deputy Chiefs will be required to provide evening, weekend and holiday coverage on an

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Town of Ponoka


Page 2 of 3


on-call basis. Holidays for which on call pay is received are any general holidays received by the Out of

Scope Employees in the Out of Scope Employee Policy.

Weeknights starting at 4:30pm and ending at 8:30am the following day ............... $ 15.00 per day

Weekend days starting at 12:00am and ending at 11:59pm the same day .............. $ 25.00 per day

General Holidays starting at 12:00am and ending at 11:59pm the same day ......... $ 50.00 per day

If the On-Call firefighter does not answer a call while they are On-Call they will forfeit the On-Call pay for

that day. There is no payment for partial On-Call days, only for the full time periods as outlined above. Only

one person can claim On-Call pay per weeknight, weekend or general holiday.

Benefits

Coverage for the following benefits will be paid for volunteer firefighters

Group Life Insurance ............................................................................................................. 100%

Accidental Death and Dismemberment Insurance ................................................................. 100%

Employee Assistance Plan ..................................................................................................... 100%

Training

Volunteer training requirements will be reviewed as part of the annual budget process.

Following budget approval, all training requests will be submitted by the Fire Chief or delegate to the Chief

Administrative Officer for review prior to the volunteer attending the workshop, course or seminar.

Volunteer’s will be paid $100.00 per full day attendance at an approved training session, providing such course

corresponds with the volunteers normal working day.

Expenses will be paid as follows:

Registration Fees;

Accommodation;

Use of private vehicle as per Town of Ponoka Policy FIN-001-026

Meals and subsistence:

As per Town of Ponoka Policy FIN-001-026 Or reasonable meal costs accompanied by receipts;

Parking Fees.

Appointment of Volunteer Firefighters

All candidates for Volunteer firefighter must fill out an application forma and provide a recent resume. All

applications will be made through Human Resources and then passed on to the Fire Chief.

New recruits will undergo an interview completed by at least two officers, the interviewers will present their

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Town of Ponoka


Page 3 of 3


top choices to the Fire Chief and the Fire Chief will offer positions to new recruits.

Once an offer has been made candidates must provide a recent satisfactory drivers abstract and Criminal

Record check including vulnerable sector check prior to their first day of employment.

Any fire fighter absent from three consecutive practices or not at attendance for at least 18 practices per year

without reasonable excuse may forfeit his/her position at the discretion of the Fire Chief

Town Employees as Volunteer Firefighters

More than one employee of any municipal department may be permitted to be a member of the Ponoka

Volunteer Fire Department at the discretion of their Department Director.

Any Town employee wishing to apply for membership on the Ponoka Volunteer Fire Department shall

advise his/her Department Director who shall review the request in view of the staffing requirements of the

department. The Department Director will report to the Chief Administrative Officer whether it is feasible

for the employee(s) to serve on the volunteer fire department.

At the time of an emergency call, if the employee is on duty, the Department Director or his designate shall

determine if a Town employee can attend.

If a Town employee serving as a volunteer fire fighter is the only employee on shift in his/her department or

facility, he/she shall not be permitted to respond to emergency calls.

Town employees attending emergency calls while on shift will be paid their regular rate of pay or the

volunteer firefighter rate, whichever is greater. Town employees can only be paid for one position at a time

and cannot receive benefits from both positions at the same time including but not limited to wages, on-call

pay, standby pay, acting pay and shift premiums.

Recognition of Volunteer Firefighters

A gift may be presented to Volunteer Fire Fighters who resign or retire in recognition of long term service to

the Ponoka Volunteer Fire Department.

Fire fighters with 5 to 10 years of service may receive a gift in value up to $100.

Fire fighters with 10 to 15 years of service may receive a gift in value up to $200.

Fire fighters with more than 15 years of service may receive a gift in value up to $300.

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Council Request for DecisionMeeting Date: May 8, 2018Department: Administration From: Albert Flootman, RPP MCIP

Chief Administrative OfficerSubject: REQUEST FOR APPOINTMENT TO PONOKA POST-SECONDARY COMMITTEE

Background/Information

Early in the discussions with Campus Alberta Central with regard to locating a Learning Centre in Ponoka, the Ponoka Adult Learning Society stepped forward to be the managing partner for the Ponoka Learning Centre. As part of the Campus Alberta Central (CAC) structure, Post-Secondary Committees are established at Learning Centre sites to act as local advisory groups.

Analysis

As Campus Alberta Central and the Ponoka Adult Learning Society have commenced work on the structure and processes for the Ponoka Learning Centre, they have requested that Town Council consider appointing a representative to the Post-Secondary Committee.

While a terms of reference for the Committee has not been finalized at this point, the newly appointed members will contribute to developing the terms of reference and identifying their role. Council representation on the Ponoka Post-Secondary Committee will also provide for input from and communication to Council on the Learning Centre initiatives.

Should Council approve having a representative on the membership of the Ponoka Post-Secondary Committee, this Committee would be added as a standing committee at the 2018 Town Council Organizational Meeting.

Financial Informationn/aSummary & Conclusion

It is recommended that Council appoint a member of Town Council to the Ponoka Post-Secondary Committee.

Recommendation:

That Council appoint ____________________ to the Ponoka Post-Secondary Committee.

Attachment(s): n/a Approvals:

Prepared by: Albert Flootman, CAO Date: April 27, 2018Presented to Council: May 8, 2018

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CAO Report Page 1

Chief Administrative Officer’s ReportMay 8, 2018

Week of April 15

Attended Chamber of Commerce lunch Attended Committee of the Whole meeting Attended Finance and HR Committee meeting Participated in Joint Health and Safety Committee meeting Attended Utilities & Environmental Committee meeting

Week of April 22

Met with concerned residents – Highway 53 west Meeting with Auditor – 2017 Financial Statements Emergency Planning meeting with Stampede Association Met with concerned resident regarding new learning centre Attended Council meeting Observed Administrative Professionals Day – lunch with administrative staff Participated in Chamber of Commerce Trade Fair

CommunicationsThe Communications Manager manages the following: Issues Management Support; Media Relations; Media Monitoring; Social Media Management; Project Management; Ads, Hometown Weekly News; Town Sign, and Management Support, including:

Preparing and distributing news releases and creating corresponding social media and website posts regarding:

o Bylaw Enforcement Officer News Releaseo May 10 Waste and Recycling Open House and Citizen Input Surveyo Changes to Accepted Recyclables through Town Curbside Recycling Programo Citizen Input Invited on Draft Public Participation Policy

Other communications activities included:o Creating and posting Waste & Recycling Program Citizen Input Survey on Town

website to invite public inputo Planning, promoting and participating in Coffee with Council and Town Trade

Fair bootho Helping plan and prepare for May 10 Waste and Recycling Open House in

Hometown Weeklyo Helping plan and prepare for May 10 Waste and Recycling Open Houseo Preparing 2017 Annual Report to Communityo Communications support to Winter Games Committeeo Working on overhaul of Town websiteo Respond to Media Relations and citizen Inquiries about: Police Advisory

Committee, new lighting for airport, Draft Public Participation Policy

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CAO Report Page 2

Submitted by Sandra Smith, Communications Manager

Community Services Complex – submitted by Norm Morrow

Chamber of Commerce Trade Fair was held on April 27-28. Lacrosse program run to April 13 then moves to Lacombe for remainder of their season. Staff were able to start ball diamond maintenance on May 1st for the start of the ball

season on May 7th. Farmer’s Market began May 2nd.

Aquaplex – Submitted by Charlotte Williams

Currently facing challenges with having staff available to cover weekend shifts. Pool was closed on Sunday, May 6th due to lack of staff.

Gators summer swim club started their season on April 30th.

Rec Office – submitted by Wes Amendt

Working on:o Walk ‘n’ Roll Challenge planningo Community Wellness Fair (May 16 from 3-7 pm at Kinsmen Centre)o Pitch In Week Campaign (May 7-13)o Kick it to the Curb (May 21-26)o Pride in Your Property program planningo Playground replacement project (10 submissions received, meeting with

Westview neighborhood scheduled for May 7th) Attended:

o Ice User year end meeting.o Parks, Recreation & Culture Advisory Committee meeting, May 2nd

o Kinsmen Club meeting May 2nd

Submitted by Wes Amendt, Director of Community Services

Corporate Services Acting CAO April 30 to May 2 Progressing with Questica implementation Orientation with the Financial Municipal Intern who began their internship with the Town

May 1st. Orientation with the Red Deer College Practicum student who began their six wee

practicum with the Town May 1st. Attended project meeting with CAC and Library April 25th. Attended meeting with CAC, Red Deer College, and Olds College to review sublease. Attended Park Concept Design Workshop #2 to discuss the park area being designed by

the new Learning Centre April 18th. Celebrated Administrative Day April 25th, a huge thank you in recognition to a great

group for all they do. Preparing 2018 tax bylaw and testing of the mill rates.

Submitted by Sandra Lund, Director of Corporate Services

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CAO Report Page 3

Planning & Economic Development Parks Masterplan Concept

o After project initiation in 2017, Rotary, Landrex, HDRC (Downtown Committee), and the Town have been working collaboratively to determine a Concept Masterplan for the redevelopment of the 1 Acre public park space in the SW corner of the Old Hospital Site. After 2 Workshops, a final preferred Concept Option is undergoing final development. April 18th, Workshop #2 Arena Upstairs Meeting Room.

Public Parking Lot Designo Project initiating in late 2017, commenced the detailed design development of the

Town lands east of the Learning Centre. To date background work, concept refinement, review, survey and commencement of detail design have occurred. Detailed design and specs to guide future phased development of these lands is nearing completion.

GIS Implementationo Project commencement in April. Project on schedule with implementation following

project plan. West Area Structure Plan

o Project continuance win accordance with Project terms of reference. April 17th Open House #1 Kinsmen Community Centre well attended.

Economic Development Strategyo Draft RFP distributed and under review. Next steps to post RFP for public

procurement on APC.

Submitted by Tim Schmidt, Director of Planning & Economic Development Operations & Property Services Continue to work on repairs to Burnco Washout. The repairs to the Lagoon Cell 3 are in the planning stage. Continue to work on Airport Access Road Extension Project; the task request will be sent to

all engineering firms for design work. Received quotes for the installation of power and gas to the airport subdivision lots. Continue to work on Public Consultation Plan for curbside waste management. Processing Action Requests as required.ENGINEERING SERVICES Completed Terms of Reference and map work for 2018 Paving Program Project. New 2018 RFP for Paving & Crack Sealing near completion. Currently in discussion with Public Works on paving locations; location changes possible. Working on RFD for 2017 Water, Wastewater and Water Loss Annual Report. Submitted new Request for Decision for the Transportation & Urban Framework Master Plan

Project Award. Comparison to be completed of top three Proponents and recommendation for award.

Met with Swirltex and Integrated Sustainability on potential pilot project for sale of wastewater for oil well fracking purposes. Swirltex would also like to extend project for another 6 months. Engineering will prepare small memorandum for review.

Application for Asset Management Program underground camera work is complete. Waiting for approval from Council at their May 8, 2018 meeting.

Review of 50 Street parking lot across from Learning Centre – provided comments to planning during Conceptual Design phase; next phase will be the Detailed Design.

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CAO Report Page 4

Posted new Request for Decision for Westview Playground Replacement on APC.Update on 2018 Capital Projects: Transportation & Urban Framework Master Plan – completed the RFD; recommended

project award to McElhanney Consulting; comparison of top three Proponents to be completed for the May 22, 2018 Council Meeting.

Underground Infrastructure Assessments (Riverside Sanitary mains) – the grant funding application will be submitted to Federation of Canadian Municipalities.

Master Servicing Study: Received the final document on Monday April 17, 2018. The Council presentation to follow

from MCSL on May 15, 2018 at the Committee of the Whole Meeting. Asset Management Lifecycle Plan – ongoing review for assets such as sidewalks, curbs and

what will be needed moving forward for condition assessments. 58 Avenue & Highway 2A Service Road Paving/Engineering – the Task Request will be sent

out to all engineering firms to complete the design for this road. 48 Avenue Storm Line Replacement – the Task Request will be sent to all firms; to be

evaluated carefully as the initial plan was to re-line the concrete pipe; will need to be thoroughly reviewed as the issue is groundwater affecting the pavement structure during spring thaw.

Airport Access Roads – the Task Request will be sent to all firms for the design of all access roads at the airport.

Airport Terminal Upgrade – from the Terminal Building Condition Assessment the small repairs or installs will be completed by the Facility Foreman wherever possible.

ELECTRICAL SERVICES Continue to work with contractors on the installation of new primary services at 5608 - 50

Street, 6007 – 49A Street and 6020 - 49 Street. Continue with the following services: action requests, locate requests, customer service

work; regular maintenance. Weather permitting, we continue to work on the Pole Change Project.PUBLIC WORKS SERVICES Continue with the following services: sweeping roads; pothole maintenance; sign restoration;

vehicle maintenance; burials at cemetery; completing locate requests; follow up/investigating/completing action requests; regular maintenance as required.

WATER and WASTEWATER UTILITY SERVICES Continue with the following services: follow up/investigating/completing action requests;

locate requests; water and wastewater sampling and testing; regular maintenance; building inspections; customer service requests.

BUILDING and GROUNDS MAINTENANCE General maintenance and service requests completed daily. Continue to work on Facility Maintenance Service schedules. Continue to work with Aquaplex Operator on daily occurrences – general maintenance and

repairs.

Submitted by Chris McKenna, Director of Operations & Property Services

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Month Council Direction Assigned to: Action RequiredPriority/Due

Date StatusApr. 14/15 PROPOSAL FOR NEW LAND USE BYLAW

TP/15/13 by Councillor Prediger thatCouncil agrees that the Director ofPlanning and Parkland CommunityPlanning Services should review Land UseBylaw 013-97, draft a new Land UseBylaw, and present it to Council for reviewand first reading. Carried

Director Planning& Development

Completion of draft bylaw forfirst reading.

Medium The work of drafting the bylawdocument is in progress. Firstreading anticipated early 2018.

March 14/17 TP/17/098 by Councillor Prediger thatAdministration review and/or create apolicy relative to taxes on mobile homesand present that information at aCommittee of the Whole meeting.

Director ofCorporateServices

Completion of review. Medium. 2018. In progress - Temporarily onhold until Q2, timeing on budgetpreparation, year-end, audit andlocal improvement completion.

TP/17/258 by Councillor Yaworski thatAdministration look into the possibilityhosting the 2020 Alberta Summer Games,or partner with another municipality tohost the 2020 Alberta Summer games.

DirectorCommunityServices

Director of Community Serviceswill discuss on a regional basiswith Central Alberta RecreationAssoc.

Director has discussed withother municipalities;Information coming to Council.

Sept 12/17 NOTICE OF MOTION: ECONOMICDEVELOPMENT BOARD 2017-2019STRATEGIC PLANTP/17/395 by Councillor Underhill to tableItem 6.8 Economic Development Board2017 – 2019 Strategic Plan.

CAO To be considered for 2018budget funding.

Budget funding approved;Director of Planning &Development is coordinatingpreparation of RFP

CAO Action List - updated April 26, 2018

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Date Status


Nov. 28/17 CONFERENCE ATTENDANCE AND POLICY

It was noted that the FCM Conference has not beendiscussed yet, the Mayor's Caucus is now open forCouncillors to attend, and the Brownlee EmergingTrends Seminar is in February 2018.

TP/17/476 Moved by Councillor LyonThat Council approve attendance at the following2017/18 conferences and education sessions:

Alberta Association of Police Governance - May2018Councillor Ted DillonChair, Ponoka Police Advisory Committee

Alberta Emergency Management AssociationSummit –Dec. 5-6/17 - EdmontonCouncillor Ted Dillon

Alberta Recreation & Parks Association Conference –Oct. 25-27/18 - JasperCouncillor Teri Underhill

AUMA – Sept 26-28 – Red DeerEntire Council

Economic Developers Association (March 2018)Councillor Underhill+ 2 Committee members

LegislativeServices staff

Conference registrations asappropriate.

High Ongoing.

Dec. 12/17 TP/17/491 Moved by Councillor PredigerThat there be monthly financial reportingof income and expenses by department toCouncil.

Corp. Services Monthly financial reporting high

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Date Status


Jan. 9/18 TP/18/6 Moved by Councillor PredigerThat Council approve Policy FIN-001-035Asset Management in principle specific togrant funding application, with theintention of a more formal review duringthe last meeting in February.

Operations &Property Serv.

Policy to be revised to reflectTown practices and broughtback to Council for the April 10meeting.

high on the May 8 agenda for reviewand discussion.

March 27/18

Camping in the River Valley during specialevents was discussed. Further researchinto either amending the Parks Bylaw orcreating a license for this activity willconducted.

Community Serv.Planning & Dev. In progress

It was requested that the Snow RemovalPolicy be brought to either the June orSeptember Committee of the Whole forreview.

Director ofOperations

Policy to be reviewed at aCommittee of the Whole in Juneor September.

TP/18/137 That the Chief AdministrativeOfficer establish a plan to be presented toCouncil in July 2018, in consultation withstaff to reduce standby and overtime coststo meet a target of a 30% reduction, andreport back on progress quarterly.

CAO

High 2018To be reviewed at the July 10/18meeting

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Date Status


April 10/18

TP/18/163 by Councillor Prediger thatAdministration send a formal Thank You toPonoka County and the volunteersinclusive of the Recreation AdvisoryCommittee for the time and efforts in theconstruction and maintenance of the pondand ice skating trail in Centennial Park.

CAO

Letters of thanks will be drafted In progressAdministration was asked to analyze andprovide a cost to renovate the Aquaplexviewing area, to include televisions, and tolook at the "bubble" sitting area.

Community Serv.

In progress

April 24/18

An update of Public Forum items is to beincluded in the CAO's report once permonth.

This item will be scheduled on amonthly basis as part of the CAO's report Ongoing.

Moved by Mayor BonnettTo direct Administration to have anassessment for the Clubhouse and GolfCourse properties done, and that Councilgive the golf course a recreationalabatement

Corp. Services

High In progress

Moved by Councillor UnderhillTo direct Administration to work withPonoka Community Golf Club to set up anagreement regarding mutual collaborationand a resolution in regard to the 46 Streetissue.

CAO

High In progress of 190


Date Status


Moved by Councillor UnderhillTo table Item 7.3 - Notice of Motion:Transitional Package for Councillors andrefer to a Committee of the Wholemeeting.

CAO, Corp Serv

Moved by Councillor UnderhillTo table Item 7.7 - Ponoka IndustrialAirport Lighting until more informationcan be obtained regarding the integralheat option for the lights.

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Ponoka Jubilee Library Board MinutesApril 19, 2018

Location: Ponoka Jubilee Library

Present: Current Board Members: Jeff Heyden-Kaye [Chair], Alana Cissell [Vice Chair], Mikki Scabar [Treasurer], Tamara Armitage Cline [Secretary], Jeff Ramage, Kim McLean [Members at large], Kevin Ferguson [Town of Ponoka representative]Library Manager: Dan Galway

Regrets: Murray Shack [Member at large]

Public Present: none

1.0 Call to Order at 7:03 pm1.1 Adoption of Agenda

1.1.1 AdditionsMotion: to adopt the agenda as amended.Motion by Mikki Scabar. Carried.

1.2 Reading and adoption of March 15, 2018 minutesMotion: to adopt the minutes as circulated.Motion by Kim McLean. Carried.

2.0 Finance2.1 CFEP Grant application was successful. Awarded $125,000 (full amount of request).

Jeff thanked Dan for his work on getting the CFEP grant.

2.2 Financial Report for March 2018Payroll was up slightly because of new staff training and three pay periods in March.Motion: to adopt the Financial Report for March 2018.Motion by Mikki Scabar. Carried.

2.3 Tax ReturnThis year’s tax return is complete. Mikki will be setting up a meeting with Rowland, Parker and Associates for review.

3.0 Librarian’s Report3.1 Operations

The summer student (Summer Reading Program) has been hired for June 1 – August 29.The weeding of the Adult Fiction collection is complete.Staff Picks will move from the centralized display into shelf “sitters”.Exploring the idea of “Express Book Bags” to assist patrons who may not be able to come to the library and pick up materials.

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3.2 ProgrammingLegal Clinics are on hold for now at the request of the organization presenting them.Maker Madness and Anime Club are going very well. They are exploring the possibility of doing another club for younger participants.Bob Layton’s Life Stories was well attended. Chevi Rabbit’s presentation is April 25 at 7 pm.Dan met with Andrea Ramage at ParentLink to plan National Indigenous Peoples Day.

3.3 Learning CentreThe “semi-final” floor plan was presented. Staff have reviewed it and are happy with it.Dan has discussed interior finished with Kim and with the interior designer.Dan has discussed a few space issues with Ed Krasinski (overall project manager). Dennis Hahn is going to be the tenant improvement project manager.Programming materials and storage will be on movable carts in the new facility.LANDREX has expressed the desire to consolidate cleaning services. Our current cleaning contract requires one month’s notice to terminate.Dan reviewed the budget for shelving, furniture, technology, moving expenses, etc.Dan and Kevin will seek clarification around the move and costs for moving the SuperNet.

3.4 Grant UpdateSuccessful applications:- CFEP $125,000.- Canadian Heritage Funding for National Indigenous Peoples Day $2,400.- STEP funding (summer student) in the amount of $2,940 (matching).- TELUS $3,000.- Kinsmen and Kinettes would like to do a joint donation for $10,000Still waiting to hear from Servus.

4.0 Reports4.1 Town of Ponoka Report (Kevin Ferguson)

Parkland Executive Committee has not yet made a decision regarding relocation, although it sounds like they are leaning towards Red Deer.

4.2 Fundraising Committee (Jeff Ramage)Suspend solicitation for sponsoring spaces.Individuals may still want to be part of it so they will have the opportunity based on the previous donation levels. Marketing of this opportunity will be The mock up of the donor signage for foyer is approved.

5.0 Community Learning Centre5.1 Finishings

Kim reviewed the plan for end panels (shelving), colours (wayfinding).

5.2 Furniture ChoicesKim reviewed the proposed colours and fabrics for the various sections.

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There are a few furniture pieces that will be on hold until we are in the space to determine whether or not it is required.Dan presented a slideshow with the proposed furniture.

5.3 Storage PlanningDan reviewed the storage options for programming, DVDs, files, etc.The storage area has been removed from the floor plan so Dan is exploring other options within the facility.

5.4 CLC – Tentative budget – already reviewed.

6.0 Business Arising6.1 National Indigenous Peoples Day Celebration

Dan has met with Andrea Ramage from ParentLink to plan

7.0 New Business7.1 Children’s Technology - Update

Funds have been spent and items have been delivered, except for the furniture.

7.2 Consideration of VOIP phone system for Learning Centre – tabled

7.3 Report on March 20th Meeting with Colette PoitrasJeff H-K, Jeff R, Alana and Kevin attended the meeting.Colette reviewed the changes in the accountability of the grant.The group learned about the program that Shirley Cire is doing at Maskwacis.They discussed opportunities for being more culturally sensitive, artifacts, programming and acknowledgements.Dan will post the Elder Protocol for the board to review.

7.4 Treaty Acknowledgement at BoardMotion: to acknowledge that we are on Treaty 6 lands at the beginning of each board meeting.Motion by Jeff Ramage. Carried.

7.5 In Camera item 1.0Motion: to move in camera at 8:58 pmMotion by Mikki Scabar. Carried.In camera discussion.Motion: to move out of camera at 9:20 pmMotion by Alana Cissell. Carried.

Agenda item 7.9 is for board discussion only so Dan exited the meeting at 9:24 pm.

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7.6 In Camera item 2.0Motion: to move in camera at 9:26 pmMotion by Tamara Armitage Cline. Carried.In camera discussion.Motion: to move out of camera at Motion by Kim McLean. Carried.

8.0 Motion: to adjourn at 9:51 pm

Motion by Kevin Ferguson. Carried.

9.0 Next Meeting Date: May 17, 2018

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Council Information Item



Subject: Electrical Code of Conduct – 1st Quarter Compliance Report

Description

The Alberta Utilities Commission (AUC) approved the Town’s Compliance Plan effective January 1, 2017. A requirement of this plan is providing quarterly reports to Council on any non-compliance incidents or complaints.

Administration can report that no non-compliance complaints were received and no non-compliance events were reported by ENMAX or occurred in the Town.

Prepared by / OR / Received from: Sandra Lund, Director of Corporate Services Date: April 23, 2018

Reviewed by CAO or Designate: Albert Flootman, Chief Administrative OfficerDate: April 27, 2018


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UTILITIES & ENVIRONMENTAL COMMITTEE MEETINGMarch 15, 2018

Town Hall, Conference Room____________________________________________________________________________

Utilities & Environmental Committee Minutes: March 15, 2018 1 | P a g e

Present:Members AdministrationFred Calkins, Chair Chris McKenna, Director of OperationsJim Hamilton Rita Odenbach, Finance ManagerVern Dick Val Somerville, RecorderHugh PorterClayton Nelson Rick BonnettRegrets:Tom HeftiBruce OrdzeAlbert Flootman

1.0 CALL TO ORDER

F. Calkins, Chair, called the meeting to order at 5:30 p.m.

2.0 AGENDA

MOTION by V. Dick to approve the agenda as presented.Carried

3.0 MINUTES

MOTION by R. Bonnett to approve the Utilities & Environmental Committee minutes of January 25, 2018, as presented. Carried

4.0 PRESENTATION - Alternative Energy Options

K. Phillips joined the meeting via conference and provided the Committee with a PowerPoint presentation, which highlighted:

Ponoka’s status as a distributor Provincial electricity initiatives The distributed generation review The renewable power centres proposal.

Mr. Phillips was thanked for his presentation and left the meeting.

Mayor Bonnett inquired if the Committee had other generation ideas. It was noted that solar and co-generation would be worth considering, however, would require government funding to be successful.

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UTILITIES & ENVIRONMENTAL COMMITTEE MEETINGMarch 15, 2018

Town Hall, Conference Room____________________________________________________________________________

Utilities & Environmental Committee Minutes: March 15, 2018 2 | P a g e

It was noted that H. Porter and B. Ordze were preparing a report on municipal corporations and F. Calkins had provided a report on geothermal electricity.

MOTION by J. Hamilton that the Utilities & Environmental Committee recommend to Council to request administration to hire a forensic financial consultant t to review the operation of the Town’s electrical department to determine what would be a reasonable return on capital. Carried

It was also noted that the consultant’s review would require a business case side to determine efficiencies.

The Committee also requested that A. Flootman obtain information from Cardston to conduct a cost comparison.

5.0 BUSINESS ARISING

5.1 Consolidation of Findings/AssessmentItem tabled until all items are provided to complete the summary report.

The Mayor noted that waste management is a significant issue. J. Hamilton suggested that the Committee receive a presentation from the Alberta Recycling Council at a future date. A discussion on the Town’s Waste Management Recycling Survey will be scheduled for the April 19th Committee meeting to receive input from the Committee as well discuss other options for waste and recycling.

6.0 NEW BUSINESS

6.1 Potential Relocation of Electrical DepartmentThe Committee was advised of the potential to move the Town’s Electrical Department to the former Fire Hall as all inventory could be stored inside the building.

7.0 DATE OF NEXT MEETING

The next Utilities & Environmental Committee meeting will be held on April 19th, 2018.

8.0 ADJOURNMENT

The Chair adjourned the meeting at 6:55 p.m.

_________________________ ____________________________Date Fred Calkins, Chair

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