report for city council december 1, 2003...

Questions received from Mayor and Councillors. Report 2003COF112 ATTACHMENT 1

Mayor B. Smith:

Questions and Answers Directed To

1. Re: Item G.1.b.: Update on South LRT

This report outlined two options for financing LRT to the Neil Crawford Centre. The first option explains that over the period 2004-2008, $51.5 million would be allocated to LRT from the fuel tax, leaving approximately $40.5 million to be reallocated from other major transportation projects. The second option proposed that the construction cost of $100 million could be financed immediately with debt and that fuel tax from future years would pay back the cost of financing this earlier construction (which again would translate into the deferral/postponement of other future transportation projects). Both options would require a $30 million in LRT vehicle costs, although the report points out that the most cost effective scenario for ordering the vehicles would be through a large order for more than one section of LRT.

The Administration submitted this report for information and did not offer any opinion on whether it supported this segment-by-segment approach to LRT construction, and if so which of the two options it preferred. Does the Administration support a plan that would see construction of LRT to Neil Crawford Centre in the absence of funding that would ensure timely construction to Southgate or Heritage malls? Do they believe the benefits of LRT to Neil Crawford would outweigh the costs associated with delaying/postponing other transportation projects that would generate the necessary funding? Is this a practical strategy from a transportation system-wide perspective?Traditionally, implementation of major transportation projects (e.g. LRT, development of Anthony Henday Drive, Whitemud Drive and Yellowhead Trail) has been staged due to difficulty in securing long term certainty of funding.

The Transportation and Streets Department has prepared a series of reports in response to questions regarding funding strategies for South LRT. The following issues are noted with respect to funding of South LRT:

funding of the extension in an incremental fashion (i.e. Health Sciences to Neil Crawford, followed by Neil Crawford to Southgate, then Southgate to Heritage) is not efficient from a project management standpoint, and would not be recommended if funding were in place to proceed with the project as a whole

given that the Federal government has not yet announced its planned future funding strategies and whether any long term Federal funding sources are available, it is not known whether implementation of the South LRT project can be made as a complete project decision.

from a cost/benefit perspective, the preferred course of action would be to proceed with the implementation of the complete project. If, however, insufficient funding is in place to proceed beyond Neil Crawford, the

Corporate Accounting, Budgets and Reporting of 135November 2003

benefits of this stage of the project (Health Sciences to Neil Crawford) still outweigh the costs and implementation in a staged basis would be recommended in preference to not proceeding at all with the project. Benefit/cost for the project improves as the extension proceeds beyond Neil Crawford to Southgate.

the 2004 – 2008 CPP includes a number of major transportation projects (e.g. interchanges at Yellowhead – 156 Street, 23 Avenue – Gateway Blvd., South LRT from University to Health Sciences).

The Transportation and Streets Department has not recommended the deferral of any other major transportation projects from the 2004 to 2008 CPP to fund the continuation of South LRT, but would place the continued implementation of the South LRT as a high priority in any future major transportation project lists. It is noted that a portion of preliminary design and property acquisition are funded as part of the existing approved project from Health Sciences to Neil Crawford Station in order to position this project to move ahead to detailed design and construction in 2007/2008. Commencing implementation in this time would also maintain an ongoing balance of investment between major roadway and high speed transit projects, and would match the anticipated schedule for development of the South Campus.

2. Paul Martin has gone on record saying: “A new deal is on the way for cities.” Based on other comments he has made, it would seem that federal fuel tax will be part of this new deal. Can you provide an indication of the revenue that would be generated from a portion of the fuel tax … ranging from $.01/litre - $.05/litre. Theoretically, what would these different levels of tax allow the City of Edmonton to accomplish within our public transportation system or overall transportation system?The present agreement with Alberta Transportation for a rebate of 5 cents per litre is generating approximately $72 million to $75 million per year in funding for transportation projects in the City of Edmonton. If funding were calculated on the basis of fuel sales within Edmonton, it is likely that a similar amount would be generated by 5 cents per litre of the Federal fuel tax rebated to the City of Edmonton (each 1 cent per litre generates approximately $15 million). If, however, fuel rebate is based on either a per capita formula, or some splitting of funding between the Province and the cities, then the funding received would be somewhat less than this value.

At this level of funding, up to $75 million per year in new transportation funding would be added to the Transportation and Streets Department Capital budget, allowing the implementation of a project such as the South LRT extension from Health Sciences to Heritage over a 5 year period, and ongoing implementation of High Speed Transit. The key factor in this funding is an ongoing and secure commitment of funding to allow the implementation of large transportation projects.

Transp. & Streets

3. The Administration has done a good job quantifying our operating and infrastructure gaps. Given these unfunded needs, we repeatedly have been calling for a new fiscal deal from the federal and provincial governments. Would the Administration please go one step further and quantify (approximately) the total amount of additional revenue

Finance


that we require annually as part of the new fiscal deal. (i.e., How many additional millions of dollars does the City of Edmonton require annually in order to be fiscally sustainable based on its current service mandate?)The City of Edmonton would be able to fully fund existing service and address all growth and new service demands in 2004 with a $34 million revenue increase. Based upon the 2004-2013 Long Range Financial Plan (assuming taxes are increased annually by an inflationary amount, plus real growth in the assessment base), the net additional requirement will grow incrementally each year thereafter by approximately $20 million. The 2004-2013 LRFP also identified a total $3.5 billion infrastructure gap over ten years. This equates to an average requirement of $350 million per year to address the infrastructure gap. For both operating and capital together therefore, the new revenue requirement would be $384 million in 2004, with annual increases of $20 million thereafter.

4. “A growing number of the City’s buildings and facilities are nearing, or are at the end of their useful life.” (Volume II, p. 31). Going forward, what strategy will we adopt with respect to the ownership/leasing of buildings? Is the Administration actively investigating the use of P3 strategies to deliver the operating facilities we require?Our strategic direction for civic office space and operating facilities over the next 3-5 years will be to meet basic office needs through leasing, which continues to be cost effective, and to continue with City capital construction and ownership for operating facilities where the City intends to maintain its long term service delivery role ( e.g. transit, police, roadway maintenance). The City is not currently pursuing the use of P-3 strategies for these types of facilities. In 2002, the Administration undertook a business case comparison of a public-private build-lease option relative to City capital construction for the new Southeast Police Station. The business case indicated that the build-lease option was significantly more expensive than City capital construction. Notwithstanding this particular business case, the City’s Office of Infrastructure will continue to monitor the P-3 strategies used by other municipal and senior government agencies to achieve their facility needs to identify strategies that may be cost effective for the City to pursue.The City has made extensive use of public-private partnerships to develop new pools , arenas and soccer centers and the use of such partnerships will continue to be the primary means for developing future recreation facilities. See Question #66.

AM & PW-Land & Bldgs.

5. Re: Project 04-75-5176 (Fire Stations, Old and New)

This project involves:

construction of a new Fire Station to serve the Lake District, and

construction of stations to replace Fire Station #10 (101 Street and 128 Avenue) and Station #5 (101 Street and 112 Avenue).

I would like to receive a one-page cost benefit analysis for each of these new stations, detailing (a) response time improvements that are forecasted in each of the service areas, (b) other service level improvements associated with the new stations, and (c) whether

AM & PW-Land & Bldgs./ERD


there are any operating savings associated with the replacement of Stations #5 and #10. Please provide more detail on the impact of continued operation of stations #10 and #5.

According to the budget, a capital cost of $6 million will be incurred in 2004 and $3 million in 2006. Would you please break these costs out according to station?The construction of a new station to serve the Lake District area and the replacements for stations #5 and #10 is a strategic priority for ERD in the provision of Emergency Response Services. These premises are needed for differing reasons.

Lake District Station

The Lake District Station is a proposed new facility in the Lake District Region in the North of the City. This area of the city is anticipated to experience strong growth over the next 25 years. Planning and Development forecast that 14% of Edmonton’s projected growth in the next 25 years will come from the Lake District area of the city. This will lead to an increasing demand for Fire Rescue Services in that area.

Currently ERD can meet the target response time in mature neighbourhoods of the city 81% of the time. In the suburbs we can only meet our response time targets 39% of the time. Establishing new stations in the suburbs will allow ERD to provide citizens with better service coverage and will dramatically improve response times in these growth areas.

Stations #5 and #10

Replacement of these stations is not anticipated to lead to improved response times, as the new premises will be constructed close to the existing stations. However, by constructing these new stations while existing stations are still operational, ERD will ensure that there is no degradation of response times in their coverage areas.

Both these stations are ageing (37 and 46 years old respectively) with their physical condition being classed as fair to poor. Investment in infrastructure now will reduce or avoid costly interim repairs that will be needed to keep these facilities operational. Repair costs to these two stations are currently estimated at $2.6M ($1.6M for station #5 and $1.0M for station #10).

Both facilities are at risk of mechanical and electrical system failure. There is insufficient physical space in station #10 to accommodate replacement vehicle apparatus. In addition these stations do not meet employee accommodation standards.

Construction of new premises will address these issues and ensure that there is capacity for future service needs. All new stations are being designed with three (3) vehicle bays suitable in size to accommodate replacement fire apparatus.

Capital Costs for these stations are broken down as follows:2004 $6.0M for Lake District station and station #102006 $3.0M for station #5


6. Please provide quantitative details on the trends involving user fees over the past 10 years. What portion of our revenues (citywide) are in the form of user fees and how have they increased/decreased over time. Please provide trends and dollar amounts according to user-fee type. While Volume I, page 40 shows Edmonton’s ranking relative to municipal property tax, does Edmonton ranking change when user fees are taken into account?Department revenues as opposed to corporate revenues are grouped into a category called user fees, fines, permits, etc. This category formed 17.6% of the City’s total revenue in the tax-supported operations in 1994. It rose to 22.0% in 2000 and has held steady at that level. Following are some notable trends within the department revenues.

In 1994 Transit fare revenue generated $40.1million or $1.05 per ride, revenue contributed 42.7% to the cost of operations. In 2004 Transit fare revenue is expected to generate $57.1 million or $1.23 per ride, revenue is expected to contribute 42.9% to the cost of operations.The hourly parking meter rate and the number of parking meters in operation has not changed significantly over the past 10 years. In 1994 parking meters contributed $3.3 million in revenues to the City, 2004 revenue is expected to be $3.4 million.

Emergency Response has two main user fees, ambulance billings in Emergency Medical Services and dangerous goods billings in Fire /Rescue. Over the last 10 years ERD has gone through major reorganizations, which make comparisons beyond 2000 difficult. However, trend analysis of the last 4 years shows that in 2000, dangerous goods billings generated $180k and ambulance billings $9.3 million in revenue. Under the proposed ' The City of Edmonton Emergency Response Fees and Charges Bylaw ' for 2004, $12 million of ambulance billings and $1 million of Fire/Rescue billings will be generated. These revenues are anticipated to fund 11% of ERD budgeted expenses. For the most part this is not an increase in user fees but growth in demand and also a change in billing practices.

Police Service revenues account for approximately 17% of total departmental funding in 2004. The key components consist of fine revenues, tow lot operations, security clearance and special duty policing revenues. Over the last three years revenues have not grown (2002 $27.9 million versus $27.1 million in 2004 proposed budget). With recent changes in the Provincial Traffic Safety Act, fine revenues are not expected to grow in the future due to increased fine rates and changes in driver behavior.

Waste management fees were introduced in 1995. Single family fees were $5.00 per month, while multi-family fees were $3.25 per month. Waste management fees stayed at that level until 2000 when single family became $8.00 per month and multi-family became $5.20 per month. These fees were increased in 2002 and 2003. The 2004 proposed budget would see the waste management fees increase to $11.95 for single family and $7.77 for multi-family. In 1995, waste management fees produced revenues of $6.3 million. In the proposed 2004 Budget they are estimated to produce revenue of $32.7 million.

User fees for Community Services recreation facilities have been influenced

Finance


by the following trends over the past decade: Municipal financial constraints driven, in part, by reduced funding to

municipalities by other orders of government Principles set out in the City’s Long Range Financial Plan starting in 1998,

which directed movement towards revenue diversification and increased emphasis on user fees for certain types of municipal services

Need to address cost impacts on service delivery, such as the volatile increases to natural gas and electricity over the past decade

Rising user expectations related to services, standards and amenities.Recreation facility user fees are established to: recover the cost of providing goods, services and/or programs; encourage commitment by the user; reduce the burden on the tax levy; and regulate use of public services.

User fees are considered only in situations where the following conditions exist: an identifiable set of individuals and/or groups directly benefit from the

provision of the good, service and/or program; it is possible to exclude individuals from acquiring the good, service

and/or program if the fee is not paid; individuals and/or groups have the ability to choose whether or not to

consume the good, service and/or program.User fees are recommended at levels that reflect the purpose, value and quality of the goods, services and/or programs provided, in keeping with the mandate and financial management strategies of the Corporation and Department. Pricing takes the following considerations into account: Capacity (e.g., distribute usage over peak and non-peak times, and

encourage efficient and responsible use) public good, costs of the service, market planning (e.g., competitiveness, value and quality of service) market analysis (e.g., market trends, benchmarks, consumer

responses, optimum price point research).


The City does not have information that ranks Edmonton relative to other cities when user fees are taken into account. However, there is another survey that shows where Edmonton ranks when municipal taxes and utility


fees are combined. On the national survey Edmonton ranks 13th lowest out of 26 cities. On the regional survey Edmonton ranks second lowest out of 11 cities and counties. The entire survey is available on the Planning and Development department web site.

7. “Bus service to new areas will not be provided.” (Volume I, P.37).

I would like to have a better sense of the problem this delay in introducing service is creating for new neighbourhoods.

What is the City of Edmonton standard for introducing bus service to new residential areas? (i.e., at what point in a neighbourhoods development is it our goal to introduce transit service?)Please indicate, by new neighbourhood, the length of time citizens have been waiting for transit service?The Administration’s assessment of the unmet demand that exists in these neighbourhoods; andAn overview of the feedback you are receiving from residents of these neighbourhoods.The standards for introducing bus service into residential areas are:

Minimum ridership levels are expected to be achieved. For weekday peak and midday service, the minimum ridership expectation is 30 passengers per hour. For other time periods, the minimum ridership expectation is 15 passengers per hour. For residential neighbourhoods, we expect these standards to be achieved at population levels of approximately 900 for peak period service and approximately 2,000 for other time periods. For offpeak service implementation, ridership levels in peak periods (which is implemented first) are also reviewed as an indicator of what offpeak ridership levels will be.

Additional requirements prior to commencing service include:

Additional funding is provided in the operating budget in order to subsidize the new service.

The collector road system is built to a point where buses can access a neighbourhood.

For peak period service, ETS has enough buses to expand the system.

How is Edmonton transit faring relative to this standard?As of the end of 2003, weekday peak period service was available in all neighbourhoods where the population thresholds were met, with the exception of the northern portion of Ozerna and Hudson/Cumberland, where suitable collector roadways were not available.In the 2004 Operating Budget, a number of service packages have been proposed which would provide for new service to residential and industrial areas or address capacity and schedule adherence issues.

NOTE - The list of recommended service additions and enhancements is based on population and employment projections developed in Spring 2003 and Fall 2002 system performance (ridership counts). The service strategies are preliminary, and would be updated and finalized in Spring 2004 based on up-to-date projections and monitoring results.

Transp. & Streets-Transit


Service to New Areas – Peak ($514,000 service package on Page 104, vol III) Terwillegar Town/Terwillegar Gardens MacEwan South Edmonton Common - extend to south portion Donsdale Terra Losa Commercial Area White Industrial Canossa Carlton North Mayliewan, North Ozerna (if collector roads are complete) Miller/Hollick Kenyon

Service to New Areas - Offpeak (includes proposed service to communities that was not funded in 2003) ($380,000 service package on Page 109, vol III)

Route 2 - extend along 50 Street to Clareview on Saturday early evening

Route 33 - extend weekday late night service between West Edmonton Mall and Southgate

Terwillegar Town/Terwillegar Gardens - Weekday and Saturday midday Blackmud Creek/Rutherford - Weekday and Saturday midday Burnewood/Meadows - improve and expand Sunday service Silverberry - Weekday and Saturday midday South Edmonton Common - extend to south portion and provide

Saturday and Sunday morning service Lewis Estates - Weekday and Saturday midday Grange - Weekday and Saturday midday Castle Downs - extend Route 128 from the University on Sundays Skyview/Oxford - Sunday midday Elsinore - Weekday and Saturday midday Klarvatten - Weekday and Saturday midday Evergreen - Saturday morning and early evening

Existing Infrastructure Maintenance – Peaks/Offpeaks (Peak and offpeak capacity and schedule adherence problems) ($390,000 and $288,000 service packages, on Page 103 and Page 108 respectively, vol III)Strategies subject to Fall 2003 passenger counts and system performance. Examples of strategies under consideration include: Increase frequency on routes serving post-secondary institutions to

accommodate growing ridership levels. Increase peak frequency on Route 100 between West Edmonton Mall and

Downtown to accommodate growing ridership levels. Extra trips on peak hour routes to address overload situations (Route 119 –

Grange; Route 160 – Oxford/Skyview; Route 180 – Belle Rive; Route 70 – 99 Street Industrial area)

Increase offpeak frequency on mainline routes (Route 8 – Late night; Route 9 – Sunday night)

Add round trip time to routes experiencing delays and transfer connection problems.

In terms of impacts on customers of not having service in their neighbourhood, Edmonton Transit has received a total of 146 requests for service since the beginning of 2001 through the Commendations and Concerns (2001 – 31; 2002 – 55; 2003 (Ytd October) – 60). Further, there have been numerous direct contacts with Edmonton Transit service planners


that have not been recorded.

8. Volume II, p. 344. Budget documentation makes reference to “underfunded deteriorating neighbourhood road network and deterioration of oiled and gravel roads.”

I would like the administration to provide more analytical information on the state of strategic roads, arterial roads, collectors, local roads, alleys and oil roads. What is the condition rating (score) for each of these categories of roads? What is the City of Edmonton standard/expectation for each of these categories? How has this condition rating changed over the past 10 years?Current condition information (based on 2002 data, since 2003 data is presently being processed and is not available at this time) and standard/expectations for each category are provided in the justification portion of all rehabilitation project profiles. The information is summarized as follows:

Pavements in critical, poor, fair, good and very good condition have Pavement Quality (PQI) ratings of F(0-2), D(2-4), C(4-6), B(6-8) and A(8-10) respectively.

In order to meet industry standards and optimize maintenance, it is recommended that PQI (Pavement Quality Index) physical condition rating for the arterial roadway system be in the 6.0-6.5 range. For primary highways, it should be in the 6.5-7.0 range given that these roadways accommodate the highest volumes of traffic and trucks, including dangerous goods movement. For collectors, it should be in the 6.0-6.5 range. For locals and alleys it should be in the lower end of the 6.0-6.5 range.

Primary Highways – 2002 PQI = 6.6 (good) with 2% poor-criticalArterial Roads – 2002 PQI = 5.7 (fair) with 19% poor-criticalCollector Bus Routes – 2002 PQI = 4.7 (fair) with 37% poor-criticalCollector Non-Bus Routes – 2002 PQI = 5.3 (fair) with 26% poor-criticalMature Neighbourhoods – 2002 PQI = 5.1 (fair) with 28% poor-criticalSuburban Neighbourhoods – 2002 PQI = 6.2 (good) with 11% poor-criticalAlleys – 2002 PQI = 3.4 (poor) with 56% poor-criticalOiled and Gravel Roads – no condition rating currently available as there is no industry system available for rating oiled and gravel roads. The current condition rating system is only applicable to paved roads.

The categories of roads have undergone some changes over the past ten years.

Examples:- Provincial designation for Primary Highways was changed when Anthony Henday Drive was constructed and put into service. It became part of the Primary Highway network and 170 Street from Whitemud Drive to Stony Plain Road was removed from the Primary Highway network.

- Collector roads are now split between bus route and non-bus route due to limited funding availability for collectors, resulting in a policy of focusing on collector bus routes over the next five years.

- Residential roads are now split between mature and suburban neighbourhoods due to limited funding available for local roads, resulting in a

Transp. & Streets-Roads


policy of focusing on mature neighbourhoods over the next five years.

Ten years ago the categories of roads were; Freeways, Arterials, Collectors, Locals and alleys. Today the categories of roads include; Primary Highways, Arterials, Collector Bus Routes, Collector Non-bus Routes, Mature Neighbourhoods, Suburban Neighbourhoods, and Alleys.As a result, some of the current categories have to be grouped together in order to show how the condition ratings have changed over the past ten years. Between 1992 and 2002 the pavement conditions have changed as follows:

Arterial Roads (including Primary Highways) – The blended PQI for all arterials (including Primary Highways) has increased from 5.5 in 1992 to 5.9 in 2002.Collector roads (including bus route and non-bus route) – The blended PQI for all collectors (including bus route and non-bus route) has decreased from 5.5 in 1992 to 5.1 in 2002.Local roads (including mature and suburban neighbourhoods) – The current condition of mature neighbourhoods is PQI = 5.1, and suburban neighbourhoods is PQI = 6.2. The blended current condition of all neighbourhoods is PQI = 5.6. The significant increase in new residential construction activity in recent years has impacted the current blended condition of all neighbourhoods (i.e. significant growth in the inventory has increased the blended condition). The blended PQI for local roads has increased from 5.4 in 1992 to 5.6 in 2002.Alleys – PQI has decreased from 4.3 in 1992 to 3.4 in 2002. It should be noted that the 1992 rating only reflects one quarter of the city inventory as condition ratings for alleys were only started in 1992 and the entire city was not surveyed at that time due to time/resource constraints.


Councillor R. Hayter:Questions and Answers Directed To

9. Total number of sworn officers in 2002 and currently in 2003.The following provides the number of authorized sworn positions or FTE’s for the EPS:2002 – 1,1732003 – 1,2322004 – 1,237 (pending budget approval)

Police Service

10. Total number of sworn officers in administrative and executive positions in 2002 and currently in 2003.The Edmonton Police Service has 34 police officers in the senior sworn ranks for 2003 and 2004. Comparing 2003 to 2002, we had two less senior officers. The following provides a comparison by rank:

Police Service

11. Total number of police officers designated as “community” or “beat” officers in 2002 and currently in 2003.The following provides a breakdown of authorized constable positions for community issues, beat patrol and primary responders to calls for service:

Police Service

12. Please provide overtime costs for 2003, in comparison with the same period last year and indicate steps taken to control overtime.Overtime costs for 2003 are projected to be $4.2 million compared to actual costs in 2002 of $4.3 million. To date, in 2003, 90% of overtime occurrences are events outside of EPS control: Operational call outs and investigative requirements (i.e. violent gang

issues, gun calls, homicides, sexual assaults, spousal violence) 67%

Staff shortages (i.e. minimum levels of staffing in patrol/investigative divisions) 23%

90%The remaining 10% account for situations, which are somewhat controllable

Police Service


by the EPS, such as requiring employees to be on-call status and department training requirements.The 2004 overtime budget will remain at a similar level as 2003, adjusted primarily for cost of living increases (2003 Budget $2.2 million, 2004 budget 2.3 million).

It is expected the addition of new police officers (55 recruits in training from 2003) will assist in reducing overtime related to minimum staffing issues. The EPS will continue to work at minimizing overtime for controllable events as much as possible through managing resource deployment. However, due to the nature of emergencies and the resource intensive procedures for investigations, overtime costs will always occur in the policing environment.As part of the November 6, 2003 Budget presentation to Council, the Edmonton Police Commission (EPC) identified areas where comprehensive audits would be performed in 2004. One key area is overtime practices and procedures. EPS will be working with EPC in reviewing these practices.

13. I continue to receive complaints about City of Edmonton vehicles being seen in surrounding communities outside city boundaries, such as Calmar, Morinville, Leduc, etc. Who approves this practice and does the city pay the costs of such vehicles operating outside Edmonton? How can the city justify allowing this practice and how does it police it?There are 11 vehicles authorized to be taken out of town. They are used by staff on 24- hour emergency call out.

AM & PW-MES

14. A commitment was made during the last budget discussions to get control of the “overtime” problem. What has been accomplished in dealing with this matter? Please provide financial documentation, with comparisons to past years.Fire Rescue Services has been successful in monitoring overtime costs in recent years. The following 5 years trend showed a general reduction in overtime costs:

1999 2000 2001 2002 2003 $1,544k $1,823k $1,583k $1,284k$1,400k (est.)

In 2003, overtime costs increased slightly mainly due to:

A number of larger 3rd and 4th alarm fires (e.g. Whyte Avenue fire, 105 street apartment fire) requiring additional firefighters resulting in an increase in overtime call-in.

An increase in sick time and WCB claims from 2002 to 2003 requiring overtime call-in to maintain shift levels in part due to injuries associated with responding to more complex fires (e.g. the 105th street fire).

$50k overtime to provide support to the Kelowna fire in British Columbia. This $50k will be recovered from the province of British Columbia.

ERD


15. Please provide statistics on absenteeism within your department, showing a comparison with 2002.The following Short Term Disability statistics are provided.

Total Sick Hours 2002 (Q3) 2003 (Q3)

EMS 16,834 21,245

ERD (not including EMS) 43,75957,938

ERD

16. Has the Parks Department considered allowing non-profit organizations to operate and maintain public golf courses rather than using city staff? What would be the advantages/disadvantages of such a change?Community Services Department has considered and explored alternative service delivery approaches for the municipal golf courses. In 1993 contracting out was tested in the marketplace, which led to the conclusion that the optimal arrangement was to have contractors provide cashiering, retailing, cart rental, food services, lessons etc., under a revenue-sharing, risk-sharing agreement with the City (which is the current situation). In 1997, a range of operational models was considered. As a result of City '97, the golf courses were placed within the Enterprise Portfolio in order to gain synergies and economies of scale. Golf course revenues currently recover 120% to 130% of their operating costs.

Mill Woods Golf Course is operated by a non-profit organization (MCARFA) under an arrangement with the City dating back to its development as a golf course around 1989. The Kinsmen Club has permission to operate the Kinsmen Pitch & Putt in part of Kinsmen Park (the City of Edmonton provides the washrooms).

Advantages and disadvantages of municipal golf course operation by Non-Profit-Organizations would require study. Some considerations include: wage and benefit costs; use of staff and equipment during off-season; capacity, expertise and interest among Non-Profit Organizations. There are no indications to date that such an arrangement for the municipal golf courses would be financially advantageous.

Community Services

17. Please provide comparative figures for overtime paid to civic employees in 2003 in comparison with the previous year, with an estimate for 2004. Is overtime generated as a result of staff working compressed day schedules?( in thousands of $) 2002 2003 2004

Actual Forecast Budget

AMPW * $ 3,170 $ 2,996 $ 2,428Community Services 482 613 418Corporate Services 924 572 725ERD 1,980 2,159 1,283

Finance


Planning 922 770 483Police 4,330 4,200 2,288Transportation & Streets 4,574 5,745 3,816

Total City $ 16,382 $ 17,055 $ 11,441

* Amounts include utility and enterprise operations

Overtime is not generated from compressed day schedules. The various hours of work programs negotiated between civic unions/associations and the City were developed on a "cost neutral" basis. "Cost neutral" has been taken to mean: no increased staff expenditures, no increased wage-related expenditures and no decrease in output. In some situations, the extended workday allows additional daily work to be completed without the payment of overtime.

18. Please provide absenteeism figures for civic employees in comparison with the previous budget year, including the number of employees involved and the cost to the City. What is being done to reduce the problem?

2002 2003 YTD*Number City Employees 7,440 7,636Total Sick hours 436,935 351,776Avg. Hrs/Employee 57.93 45.95Total Annual Cost 10,836,470 8,444,078Cost/Employee 1,370 1,103Factors influencing the escalating cost include increased number of employees, negotiated cost of living increases, and greater focus on reporting all incidents.Initiatives being undertaken to reduce the problem include:

greater emphasis on proper Absent Report Form submissions by employees greater emphasis on continued connection with Supervisor and absent

employees increased Disability Management Consultant profile and direct presence at the work site. more consistent adjudication of claims increased focus on getting employees back to work more clearly communicated expectation for employees

* Information to September 30, 2003.

Corporate Services

19. What is the exact number of new civic staff hired in 2003 and what has been the financial impact in dollar terms, of this increase, including salaries and benefits? Please provide comparative figures for the number of civic staff for each of the past five years. How many persons were hired on a contract basis to avoid extra costs in creating new civic positions?The table below provides an analysis of the incremental FTE change approved in the 2003 Budget, compared to the previous five budget approvals. FTE changes are categorized by type of adjustment. The FTE changes do not include the filling of position vacancies related to retirements or resignations

Finance


as these do not result in an increase to the City's workforce. The table below also indicates the estimated dollar value of the total FTE changes for each budget year, based on the average personnel cost per FTE in each year.

Annual FTE Change (Budget) 1998 1999 2000 2001 2002 2003

City '97 & Other Savings -218.3 -88.4 -56.5

Expenditure & Revenue Review -17.9

Service Needs, Annualization & Other 79.4 124.2 164.9 120.6 232.1 220.5

Service Reductions -98.5 -4.3 -6.3

Employee Status Change* 30 .0 102 .8 Total FTE Change -138 .9 -32 .7 206 .9 96 .4 232 .1 220.5

$ (Mil) for FTE Change -$7 .3 -$1 .7 $11 .3 $5 .6 $14 .1 $14.0

Number of Approved FTEs 8,868.9 8,836.2 9,043.1 9,139.5 9,371.6 9,592.1

* Reclassification of honorariums in Community Services and DATS contracts to employee status.

Fee for service contracts are used where specific expertise is required for a project or short term requirement and the City does not have staff with that expertise or sufficient numbers of qualified staff to meet the demand workload. Data on numbers of persons involved in fee for service contracts is not readily available. For further information on the use of contracts for delivering City services, see the response to question 340.

20. Civic salaries account for what percentage of the total operating budget, including benefits. Benefits amount to what percentage of full time employee’s remuneration?Salaries, wages and benefits account for 56.8% of tax-supported expenditures (page 75 of the 2004 Budget Summary). Individual department benefit rates as a percentage of remuneration vary depending on the mix of collective agreements. Departments that have predominantly protective services staff have the highest rates, which are around 23%, while departments that are predominantly administrative have the lowest rates of around 18%. Other departments have varying rates in between.

Finance

21. Please provide a list of all users fees which a homeowner will be required to pay under the proposed budget, including those on one's utility bill, with a comparison in number and cost in 2003.The table on page 39 of Volume 1 provides the total municipal property tax, waste management fee and drainage utility charges a typical homeowner would pay in 2004.

2003 change 2004Municipal Property Tax 1,004 50 1,054Sanitary Waste Management Fee 125 18 143Sanitary Sewer Utility 265 none 265Land Drainage Utility 44 1 45Total 1,438 69 (4.8%) 1,507

Not included in these totals is the impact of the proposed Business Model Review initiative to charge the cost of the hydrant contract to water utility customers. With City Council endorsement of the initiative as proposed, a flat fee of $1.97 per water meter, per month, would be levied on utility bills.

Finance


Including this impact would result in a $93 annual increase (6.4%) for the average household.

22. Please provide statistics showing how much compost was produced in 2003; how much was sold; gross income from sales, with comparative figures for 2002.

2002 2003 (to end Sept)Tonnes Produced 68,615 35,000Tonnes Sold 21,000 6,600Gross Income from sales $88,000 $26,000

The branch has not pursued compost marketing aggressively this year. We have been working on a partnership agreement with a private sector company that covers the last three years (2004 to 2006) of the five-year compost market development period. The agreement will be finalized within a few weeks and marketing of significant volumes of compost is planned for next spring. We will also investigate possible value-added opportunities (pelletizing, greenhouse, etc.) identified by the Auditor, pending budget approval.Production of compost in 2003 will be below 2002 reflecting a planned slow down for a complete eight-week cleaning of all plant components, a preventative maintenance procedure in keeping with industry best practices.

AM & PW


Councillor B. Anderson:Questions and Answers Directed To

23. What would the longest functional time be that the $4M YMCA request could be spread over? Would the current year amount be drawn from the current budget or would the total amount be applied to the current budget? Are there any reserve amounts that could function as a source of funding?Past discussions around funding for the downtown YMCA have suggested a time frame between five and ten years, the ten years being the length of the YMCA proposed Capital Development Plan. The latest YMCA proposal has indicated a funding request over five years (2004-2008). The amount and source of funding applied to any one year would depend on the decision of City Council.

There are no reserve funds that have been established for this purpose. A report presented to the July 7, 2003 Community Services Committee discussed various funding alternatives. A subsequent report to the September 2, 2003 Community Services Committee identified excess earnings in the Sinking Fund as a possible financing source. A further report on the YMCA proposal has been directed to the December 3, 2003 Community Services Committee.

During the 2004-08 CPP & Budget priority review, the $4M contribution to the downtown YMCA was considered over the five-year period as an annual draw of $800,000 on the proposed $6.0M allocation of excess sinking funds added to the general financing pool. Other needs were seen to have a higher priority, based upon the ranking criteria. The proposed 2004 budget does not include funding of the YMCA project. If City Council should choose to provide $4 million in funding over five years to accommodate the YMCA project, general finance from the following projects could be considered for reallocation within the plan.

Project Name 2004 2005 2006 2007 2008 5-Year TotalMilner Library Water Proofing (S. Plaza) 980 - - - 980 POSSE on the Web II 173 - - - 173 POSSE: Reconfig/Reports/Product Changes 230 - - - - 230 E-Business 289 289 South Central EMS Post Station 550 - - - 550 Natural Areas Acquisition & Conservation 117 - - - - 117 Police IT Systems - Projects 800 800 Collector Rehabilitation 861 861

2,339$ -$ -$ -$ 1,661$ 4,000$

Finance

24. What contribution to transportation projects surrounding West Edmonton Mall, has WEM been required to make? Could you indicate a) project; b) amount; and 3) justification for WEM share of the project.Over the course of the last 25 years, West Edmonton Mall has been required to implement a number of improvements totaling $9 Million as part of the development of access for the mall. In general, it can be stated that the improvements that the Mall was required to pay, included the following:

all turning lanes required for development of site accesses along 87 Avenue and 178 Street

entry and exit ramp systems on and off of 170 Street

Transp. & Streets


pedestrian overpass over 170 Street south of 90 Avenue construction of 90 Avenue between 172 and 178 Street (which is the

collector roadway serving the north side of the mall and the adjoining overflow parking lot)

traffic signal costs related to the mall (where the signals serve more than the mall, the costs attributed to the mall reflect the share serving their access)

When the most recent rezoning of West Edmonton Mall was approved by City Council in late 2002, the conditions of approval again required the construction by the mall of improvements estimated to total $2.8 Million directly tied to their accesses and increased traffic:

conversion of turn lane on 178 Street at 90 Avenue and 170 Street at 87 Avenue from single to double left turns

east/west channelization improvements on 87 Avenue at 170 Street 50% of the cost of additional through lane on 170 Street southbound

between 90 Avenue and 87 Avenue (required due to increased turns on and off the site)

It can be seen in the above that only improvements directly giving access to West Edmonton Mall or directly serving the site are funded by the Mall, in accordance with the provisions of the Municipal Government Act section 650 which stipulates that a Council may require a developer of land to:“a) construct or pay for the construction of a road required to give access

to the developmentb) construct or pay for the construction of a pedestrian walkway system to

serve the development”

It is noted that the City of Edmonton has also funded significant arterial roadway development in this area (170 Street, 178 Street, 95 Avenue, Whitemud Drive). For the future, City of Edmonton costs for network improvements to these arterial roads have been estimated at approximately $12 million.

25. Is there any legal opportunity for a portion of the 23rd Avenue interchange or the 19th Ave. underpass to be assigned to South Edmonton Common tenants on a per square foot, or some other equitable basis? Are local improvement charges a possibility?In accordance with Municipal Government Act requirements, the municipality may require that the developer construct a roadway required to give access to the site. This provision was utilized to require the developer of South Edmonton Common to construct a variety of improvements (all internal roadways, channelization along 23 Avenue and Gateway Boulevard, and extension of Parsons Road south to the 13 Avenue intersection, 13 Avenue rail underpass). It is not possible to require any further payment from developers for the majority of lands in South Edmonton Common where zoning approvals exist. It is possible to use the MGA provision for access to any additional lands yet to require zoning approval through City Council. As development of these additional lands would generate traffic that would create only a minor increase in volumes on 23 Avenue or 19 Avenue it is unlikely that it could be argued that these improvements (interchanges) are required to provide access to the remaining lands for which zoning approvals are being sought.

Local Improvement may be utilized as a method of funding improvements to benefiting owners, but this funding method can be used successfully only for

Transp. & Streets


directly benefiting owners (i.e. Local Improvement funding for a signal at 19 Avenue – 99 Street is proposed with funding to be split amongst the four parcels directly abutting this intersection). For local improvement to be used successfully, a majority of property owners must be willing to fund the project, and it must be proven that the project is of benefit only to those owners (as opposed to the overall benefit of the transportation network). It is noted that the upgrading of Gateway Boulevard to a freeway standard between Anthony Henday Drive and 23 Avenue is identified as a required network improvement in the Transportation Master plan. One final funding mechanism that is available for the funding of improvements beyond those that would be undertaken by the City would be the use of a Business Revitalization Zone. This method was used to raise approximately $1 million towards the cost of a rail overpass on 184 Street (which had not been included in the initial plans put forward by the City). The BRZ may be an appropriate method to deal with any additional improvements on public roadways within South Edmonton Common, and/or channelization improvements to improve site access on intersections along 23 Avenue or Parsons Road, but would not be used to generate funds needed for network improvements such as the interchanges on Gateway Blvd at 19 Avenue or 23 Avenue.

26. Are the costs of land required for 23rd Ave. currently included in the funded portion of the 2004 proposed budget?Total costs for property acquisition for the 23 Ave – Gateway Blvd interchange are between $4 and $5 million. Application has been made to the Province of Alberta for the utilization of ICAP funding interest (approximately $2.2 million) for the 23 Avenue – Gateway Blvd interchange. The Transportation and Streets Department has prepared a revised project profile identifying these costs and new funding source with the intention that this would allow property acquisition to proceed. It would be intended that the balance of the land costs would be funded through the debt borrowing profile in a future year.

Transp. & Streets

27. There are certain segments of our community that will benefit more than others from the expansion of the Shaw Conference Centre Could you identify any possible surcharges or other methods of revenue collection that could be used to provide all, or a portion of, the city funding required for the construction of Hall D?A variety of visitor services are the first to benefit from convention delegate spending. For example, car rentals, service stations, parking, taxis, retail, sporting events and recreation, museums, sightseeing/tours, food and beverage with the largest single portion, at slightly less than 50%, going to lodgings. Subsequent rounds of spending disperse these new revenues throughout the local economy.

The overwhelming consensus in North America is that the travelling public, through consumer based taxes, should pay for ongoing tourism marketing programs and needed infrastructure developments. These taxes are most often levied on hotel rooms and carrentals. Many American cities also raise funds by issuing municipal bonds which are eventually paid for from the tax base. In an increasing number of cases, American cities are attracting private sector partners to develop and operate hotels and conventioncentres by fronting the initial investment with revenue bonds. These are paid

EDE


for from municipal share of enterprise's revenues and are not a burden on the local tax base.

The picture is a little different in Canada. British Columbia, Quebec and Nova Scotia have legislation enabling municipalities to levy hotel taxes should they wish to do so. Ontario is currently looking at similar legislation. The expansion of the Vancouver Trade and Convention Centre is based in part on a plan - currently under discussion - to use hotel tax revenues for a $90 million contribution to the $495 million capital cost. Tourism Vancouver receives many millions of dollars every year from the hotel tax. The province collects the tax and remits it to the city.


Councillor A. Bolstad:Questions and Answers Directed To

28. Please explain what the $100,000 shortfall in the greenhouse gas program will do to our FCM/Kyoto commitment and our greenhouse gas reduction strategy in general.The $100,000 shortfall in funding for the CO2RE Initiative will have a negative impact on the program and our ability to meet FCM/Kyoto commitments.

As identified in the 2003 CO2RE Annual report that was provided to Transportation and Public Works Committee on November 18th, without this City funding a limited number of activities would be undertaken in 2004. This reduced level of activity will hamper efforts to reduce greenhouse gas emissions. Without continued City funding, it will be difficult to access potential new matching grant funding. Up to $92,000 in confirmed grants could be at risk because of the $100,000 shortfall. See also Question #361.

AM&PW

29. On page 20 of Volume II, you talk about providing “uniform” waste management services to outlying parts of the city. Please describe the current inequity. Would it be appropriate to bring a report to T+PW on this in order to review it in more detail?There are 2 distinct levels of residential collection service within our corporate boundaries based on residential population density:

Densely populated residential areas and contiguous residential developments in the outer areas such as Lewis Estates and Palisades (the greater majority of Edmonton’s residents) receive curbside collection of residential refuse.

Less populated outer areas do not receive consistent curbside collection of residential refuse as outlined below:

Some receive a comparable service to Item 1 above for historical (annexation) reasons or because of proximity to established collection routes, which make provision of the service possible within approved budgets. An example of the former is Windermere Estates in southwest Edmonton and an example of the latter is Horsehills in northeast Edmonton.A small number (15) purchase a $60 City permit that allows them to dispose of household waste at either the Edmonton Waste Management Centre or the West Edmonton Landfill.

Some enter into a Trade Waste Agreement with the City, as per the Solid Waste Bylaw, that allows for direct billing of the cost to provide the collection service to the residence. An example is Riverside in southwest Edmonton.

All residents not receiving a collection service for recyclables can deliver these materials to Recycle Depots or Eco Stations.

AM&PW

30. What will be left of our brownfield initiative if the $70,000 item in the budget is left below the line?The $70,000 in funding was identified to develop a comprehensive inventory of contaminated sites, including brownfield sites, which are defined as sites that have a potential for redevelopment. This cannot be accomplished without

AM&PW


this funding.

While developing this inventory will provide benefits for a potential brownfields initiative, it will more importantly help to reduce the overall risk that contaminated sites pose for City planning and operational activities.

With respect to the brownfields pilot program that was provided to Transportation and Public Works Committee earlier in 2003, the Administration is currently looking for partnership funding. The total recommended pilot project funding was $500,000 and to date the Administration has not been successful in securing any partnership funding.

31. Why is the waste management fee increasing so much (15%)?An increase in monthly user fees of $1.50 for single family and 97 cents for multi-family is recommended for 2004.

The recommended increase takes us through year nine of the Branch’s 10-year funding strategy that was approved in 1994. The plan fixed fees at a relatively low value with no increases in the first five years and with increases above inflation in the last five years to bring the fees to a sustainable level. As planned, the rate stabilization reserve, designed to phase-in the required increases over the 10 years, will be substantially depleted in 2004. After 2005, the user fees will increase with inflation.

AM&PW

32. Has money from a new gas deal with ATCO been built into this budget? If so, how much? Will a report on this be coming to T+PW?The proposed budget does include an amount anticipated to be achieved through renegotiation of the ATCO franchise fee. The amount is included within the $7.3 million outlined within the business model changes in Volume I, page 99. Given the ongoing negotiations, administration provided an in-camera briefing to Executive Committee on November 19th, and plans to meet with City Council in mid-December.

Finance

33. How many trees were we moving in the tree donation program? How much would we have to charge for this service? Are there any federal green funds available to help cover the cost of this program?During the 2003-planting season, 121 trees were moved/transplanted using the tree donation program, which is higher than typical volume. By cost sharing with Community Leagues, the department was able to optimize trees donated in this year’s program. Normally it costs approximately $450.00 to transplant and service each donated tree. To the best of our knowledge, Green Tree Canada funds are only available for new plantings (seedlings) on undeveloped sites.

Community Services

34. What are the implications of cancelling the community partnership program that is listed at $166,000?The $166,000 Community Partnerships growth service package, which sits below the budget line in the Community Services submission, is a composite of five growth items that involve partner organizations. Approval of the City budget at the recommended level will not necessarily result in cancellation of the existing partnerships. However, impacts to these partnerships are significant. They range from limiting the extent of public appreciation

Community Services


conveyed during the City's 2004 centennial year celebrations and thereafter (Archives Historical Board Recognition) to not meeting growth-related service needs (Free and Low Cost Neighbourhood Recreation Programs) to limiting growth of a major youth project (Expecting Respect) to limiting the potentials of key strategic initiatives (Corporate Aboriginal Strategy, Coordinated Response to Family Violence).

35. Where are we at with our skateboard park program? Will funds for the Castle Downs and Kaskitayo Parks be brought forward to 2004? Are we attempting to fund any others in 2004?A request will be made to carry forward the capital funding for Castledowns and Kaskitayo Skate Parks to 2004. The South East Community League Association (SECLA) has expressed an interest to build a Skate Park in 2004, however new Skate Park Development is presently unfunded in the proposed 2004 Capital Budget.

Community Services

36. Are we planning to rebuild fire hall #10 at 128 Avenue and 101 Street? If so, why do we need to do this?Replacement of station #10 is a strategic priority for ERD in the provision of Emergency Response Services.

Station #10 is currently 46 years old with its physical condition being classed as fair to poor. The facility is at risk of mechanical and electrical system failure. The bays in Station #10 are undersized for replacement vehicle apparatus. In addition the station does not meet employee accommodation standards.

Investment in infrastructure now will reduce or avoid costly interim repairs that will be needed to keep these facilities operational. Repair costs to this station is currently estimated at $1.0m.

Construction of new premises will address these issues and ensure that there is capacity for future service needs.

Construction of the new station will occur while the current station is still operational. This will ensure that there is no degradation of response times in the coverage area during the construction phase.

Emergency Response

37. How are we coming with our wildland fire response strategy? Are there any funds set aside in 2004 to move this project along?All active operational firefighters in the City have been provided with specialized wildland urban interface fire training and have been provided with personal protection equipment specifically designed for wildland fires. In addition, we have recently purchased specialized wildland firefighting equipment and tools, including lightweight small diameter hose and appliances. Our river valley and ravine mapping systems are being updated to include water supply access points and the trails have been coded to provide information such as global positioning and trail widths. We have made contacts with aircraft operators and have identified potential fire location and water pickup and drop locations.We are also working with the University of Alberta on a University funded study to determine the level of fire awareness and safety for those residents

Emergency Response


who live adjacent to urban wildland areas. It is anticipated that the study will be completed towards the end of 2003. In 2004, Fire Rescue will prepare a brochure for the public based on the information received from the awareness study to help residents better understand the risks involved and the steps they can take to mitigate those risks. Funding for this brochure will come from proposed operational funding with no additional funding request.All specialized equipment has now been purchased. On-going maintenance and repair of this equipment will be funded through the proposed operational budget with no additional funding request.

38. What rationale can we give people for adding a fire hydrant charge to their water bill? How is it a user fee, as opposed to a service the city provides to everyone through the tax base?Three billing models are being used to fund hydrant service costs across Canada: 1. Tax levy supported and / or subsidized2. Blended into the water rates 3. User fees (an extra charge on the utility bill)These models represent a combination of tax levy, utility rates and fee based funding sources to pay for the cost of hydrants. The report brought forward to the Executive Committee on Wednesday November 19, 2003 recommended a new fee be added to the water utility bill to fund hydrant costs. The rationale for this approach was to:Reduce the tax levy draw for Emergency Response Department purposes in 2004, and increase City Council’s ability to fund other corporate priorities.In so doing:

This will bring us in line with the way other Canadian municipalities fund hydrant costs (Victoria, Vancouver, Strathcona County, Regina, Municipality of Peel, Halifax)

This is a simple approach that is easy to administer and is modeled after the recently approved 9-1-1 additional service fee.Further to the direction provided at the Executive Committee meeting, the administration intends to bring forward additional information, and develop different scenarios and costing models for the Committee to review. This additional information will also consider inclusion of these hydrant costs in the water rate base as well as the proposed user fee model. A rescheduled meeting of the Executive Committee on Friday, December 5, 2003 will consider these options.

Emergency Response

39. What is the impact of dropping $135,000 from the Smart Choices/Intensification Program? What will be left of this initiative in 2004?The Smart Choices/Intensification Program will be implemented through 2004 upon Council approval of upcoming recommendations for developing smart choice implementation strategies. This will demand the leadership and participation of department staff on implementation teams through 2004.

Planning and Development


Dropping $135,000 from the program will mean that staff will not be able to act on all the recommendations that may be made by Council although staff will move forward as best they can.

40. What is included in the regional/intermunicipal issues package, which is estimated to cost $103,000? Where will this reduction leave us?This package is intended to provide support on an as and where needed basis for all but the last of the Leadership, Regional Cooperation and Planning Corporate and Departmental Initiatives identified on pages 291 through 293 of Volume II. This funding provides the flexibility to respond in a timely way to demands related to intermunicipal planning that may be originated by one or more of Edmonton’s Intermunicipal Planning Partners, such as development adjacent to city boundaries and annexation. The actual projects could be very diverse: environmental conservation; conflict resolution; growth interfaces with a neighbouring municipality; heavy industrial risk assessment; regional information systems; etc.

Not having access to this package will hamper the City in participating fully in intermunicipal and regional issues as they emerge.


41. How much do we intend to charge people for residential parking passes? How much revenue will this generate?Parking passes and visitor-parking passes are presently provided at no charge within areas where local parking studies have resulted in restrictions. These passes are provided to residents in the area to insure that they have priority for local parking. As a potential new revenue initiative it is suggested in the budget that a fee be established for these passes. Presently approximately 7,000 passes are provided each year. Since this is a new fee it is proposed that it would be a relatively low fee of $10.00 for each pass. This would project revenue of $70,000 per year. However the Department is anticipating a fairly significant push back from citizens regarding this fee. Citizens might well argue that it was not their fault that parking became congested on their streets and why should they have to pay for street parking when no one else does. As a result the Department is preparing to spend some funds on communication strategies and to deal with citizen concerns. This will significantly reduce the overall cost benefit of this revenue stream at least in the short term. See also Question 364.

Transportation and Streets

42. What will be lost if council does not provide the additional $2.1 million that was requested?The Edmonton Police Commission in their presentation to City Council in May 2003 and again in their 2004 budget submission made note of the fact that the Commission would require an increase of 6.3% in the 2004 budget over that which was granted in 2003. It was pointed out to Council that this increase would only cover cost impacts – it would not allow for any growth in the policing program. The Commission has reviewed its budget following the Council meeting of November 6, 2003 and maintains its original position; that is, an increase of 6.3% will be required to cover the cost impacts for 2004. It would be a source of concern to the Commission if funds were not allocated to cover the increased costs.

The suggestion that the Commission might not be allotted the increase

Police Service


required creates added concern because of the very significant and potentially far-reaching initiatives currently being planned by the Commission. Most specifically in this is the Commission’s intention to formally adopt Community Policing as the philosophy that will define the policing program in Edmonton. This will be followed immediately with the development of an operational plan to advance the concept of Community Policing in a highly specific and substantive manner. While the project, currently entitled, Policing with the Community, is only at the conceptual stage the Commission believes that it will not only improve the policing program in Edmonton, but that it will also result in marked efficiency in regard to budget expenditures.

If the Commission is granted less than the 6.3% increase requested it will make the implementation of the project, Policing with the Community, significantly more difficult to operationalize. This, in part, because there will be costs associated with making the transition from one paradigm to another; that is, there will be costs associated with the planning, piloting, and implementation of the project. These funds will be allocated from within the budget requested by the Commission for 2004.

In addition to the foregoing, the ongoing policing program would experience a negative impact if the Commission budget request was not granted. However, it is much too early in the process to determine what and where those impacts would be most acutely felt. These could only be determined as the budget year unfolded and as the Commission monitored the policing program needs as these evolved.

The Edmonton Police Commission can assure Council that it has and will continue to exercise due diligence over the Commission budget. We will continue to explore alternatives in the way policing is done in Edmonton in order to ensure that the available funds are utilized in the most effective and efficient manner possible. We will continue to ensure that the Edmonton Police Service remains an outstanding organization. Finally, we do assure Council that the 2004 budget request with its 6.3% increase is necessary and legitimate.

If Council so wishes the Commission could provide additional information on some of the initiatives planned for 2004.

43. Which communities qualify for peak bus service under the $514,000 package that is below the line?Please see response to question #7.

Transportation

44. Which communities qualify for off-peak service under the $380,000 package that is below the line?Please see response to question #7.

Transportation

45. How much additional revenue would be generated if we added another $1 to the cost of the adult monthly bus pass; to the DATS monthly bus pass; to the student monthly bus pass and the post-secondary monthly bus pass? Could all of these changes be implemented on January 1?One dollar fare increases would generate the following revenues:Adult Monthly Pass - $143,000

Transportation


Post-Secondary Discounted Monthly Pass - $77,000School Pass (effective September 2004) - $57,000DATS Monthly Pass – $16,000

Changes to the prices of monthly passes cannot be made in January. Given the limited amount of time between Council approval of the rate changes and January 1, there is insufficient time to adequately prepare sales outlets and communicate the changes to the public. Specific problems that would be encountered include:

many print/production shops shut down over the holidays or charge premiums for work over the holiday season

requires staff to work overtime to meet short deadlines many customers travel out of town for the holidays and would miss any

communication messages that might be put out outlets typically order pass/ticket inventory a month in advance. They

would lose the opportunity to adjust quantities if there were significant rate changes to the products they carry

With the exception of the school passes, the changes are implemented February 1st of each year.

46. What is the impact of dropping $111,000 from the neighborhood traffic program?The impacts of dropping $111,000 from the neighbourhood traffic program as outlined on page 127 of volume 3 would be as follows:

the number of neighbourhood traffic planning studies would be reduced by 50% from 2 per year to one per year

traffic data collection programs (e.g. volumes, speeds and shortcutting surveys) in support of neighbourhood traffic plans and general traffic inquiries regarding traffic concerns in neighbourhoods would be reduced by 50%

post project follow up (i.e. requests for follow up work or additional data collection) on neighbourhood traffic plans would be reduced

At the present time there are 2 neighbourhood traffic planning studies in progress (Garneau and West Meadowlark) and 5 or 6 neighbourhoods or collector roadways meeting or likely to meet the criteria for plan development (e.g. Strathearn, 116 Street in Prince Rupert and Queen Mary Park). With a reduction of $111,000 in funding, no new neighbourhood traffic plans would commence until 2005, and timelines for completion of the West Meadowlark Plan would be extended. One implication of delays in traffic calming studies may be a deferral of collector roadway rehabilitation works proposed to be implemented at the same time as traffic calming.

Transportation

47. What is the impact of eliminating the $59,000 from land use planning and transportation support, and $51,000 from governance and operation support?Land use planning and transportation support: This is EFCL’s first priority this year and will reluctantly accept a reduction in the community league operating grant of an equivalent amount to see this position funded. If not funded EFCL will cease offering this valuable service to our members, the planning and development committee, and the various City of Edmonton

Community Leagues


consultation processes. Prior to hiring a Planner, EFCL’s Executive Director could provide some assistance because of her years of experience in this area. In 2004 this will not be an option. Governance and operation support: EFCL will continue to provide admittedly sporadic workshops and occasionally update resource materials as staff time permits and will continue to respond to emergency situations only. EFCL will delay or extend any proactive assistance. We note an increase in the number of leagues coming to the brink of closure as a result of poor practices and volunteer shortages, which would ultimately leave the City of Edmonton with a number of aging facilities.

48. How much do we spend on corporate sponsorships? Which departments have funds for these initiatives and how much do they have?Corporate Sponsorship reflects the City’s contribution to local organizers seeking support for national and international conferences and events coming to Edmonton.In 2003 the corporation budgeted $81,000 on corporate sponsorships which will be fully expended. A similar amount is in the 2004 Proposed City Clerk’s budget.Funds are held in a single account and are distributed by the Communications Branch of Corporate Services Department. The sponsorship funding covers one-time events or conferences. All applications for these funds are evaluated and must score a certain number of points before funding in considered.

There is an unfunded service need requesting increased funding of $44,000 which would enable the City to meet some larger sponsorship requests of $20,000 to $25,000 without impacting on smaller requests.The Community Services Department becomes involved as corporate sponsors of events such as the 2001 World Championships, ITU Triathlon events and Corporate Challenge. Other than Corporate Challenge these sponsorships are usually part of a corporate initiative. The budget for Community Services involvement is included in the corporate information provided to Council for approval on an individual case basis.

The Community Services Department is also involved with smaller community based events or activities. Normally this sponsorship involves access to facilities or spaces for an event or activity and does not involve incremental costs to the Department’s normal operation. The Department generally receives recognition in promotional materials for the event.

Corporate Services /

Community Services

49. Why are salaries going up by 34%?This number is found on Page 76 of Volume 1, 2004-06 Corporate Business Plan & 2004 Budget Summary.

The Office of the City Clerk, which is part of the Office of the City Manager, is budgeting for the 2004 General Municipal Election. More details of this one time funding can be found commencing on Page 266 of Volume II. Neither the Office of the City Manager or the Office of the City Clerk are budgeting any additional permanent staff increases beyond those required for wage settlements and benefit increases.

City Manager


Councillor Leibovici:

Questions and Answers Directed To

50. Can Business Model Changes be effective without a comprehensive review of the services we deliver as well as a determination of which businesses we should not be in?City Council has previously decided not to undertake a comprehensive review of City services. The Administration does review City services annually as a part of the budget process and recommends service changes through the service package reviews.The Business Model changes is generally not a service review but a new way to provide or fund current services.

City Manager

51. Do we know the City’s cost of new development and are we re-couping the true costs of new development from the development industryThe developer is responsible for the costs of developing a new neighbourhood including local roads, basic two-lane arterials roads, and storm and sanitary sewers. The developer also provides municipal reserve for school and park purposes. The City is responsible for costs incurred beyond the neighbourhood level but that may be required as a result of new development such as district parks, transit centres, and additional arterial road improvements.Costs of development that the City is responsible for are included in the annual Capital Priorities Plan. In January of 2001 the Planning and Development Department prepared a report for Executive Committee on Partially Built Neighbourhoods that provided estimates of city costs for proposed city facilities in neighbourhoods approved since 1981. This report is currently being updated to reflect current costs and proposed facilities.

Planning & Dev.

52. As our operating gap is growing is it time to levy a surcharge on new developments?To date the fees charged for development proposals have been used as a revenue tool to off set the costs of services and not as a policy tool to discourage or encourage particular types of development. If Council were to consider such a change there would need to be some considerable work done around growth priorities to set the framework for a new way of calculating fees.Council is already looking at this issue in terms of various discussions around the cost of new development and who should pay, including responding to Councillor Leibovici’s inquiry. These discussions must proceed further before the fees issue could be reasonably considered as a policy instrument.

Planning & Dev.

53. What will be the cost of implementing “Smart Choices” and what are the benefits?The financial costs of implementing “Smart Choices” will depend on Council’s direction for further action. Action on the ideas Council recommends will have individual project and administration costs, specific to each idea.

The primary benefits of fully implementing “Smart Choices” are:

Planning & Dev.


More efficient utilization of existing services, infrastructure, and land resources.

Increased tax and transit fare revenue.

The maintenance or enhancement of the quality of life offered in Edmonton’s inner city and mature suburbs.

54. How do we ensure that strategic servicing of city purchases saves us money –for example to replace chairs through the City’s supplier the cost is $350. If I were to go to an office supply store the costs range from $150. to $250.In the strategic sourcing for office chairs three distinct evaluation criteria categories ensure the City is saving money and receiving value for the expenditures. First, the manufacturer/supplier was evaluated based on open request for proposal process that evaluated both mandatory and desirable requirements. Second, the City established performance specifications for the chairs that the manufacturers had to meet and reflect the demands placed on the chairs. Key performance specifications included well-defined ergonomics and construction standards. The third criteria category is the cost comparison of the product relative to competitors that participated in the RFP process. In summary a composite evaluation that included vendor capabilities, product quality and cost was used to determine the best value decision for the City.

Corporate Services

55. “As Capital Budgets can be approved for more than one year to accommodate projects with multi-year construction” (pg. 63, Vol. 1) why is it necessary to re – approve long term capital projects on a yearly basis once a Council decision has been made?The City's process requires a capital project to be brought back for Council approval in the cases of:

1. Major changes in the scope of project that involve timing and public expectations, overall changes in objectives or terms of reference, and any changes in the recommended approach which impact the overall project.

2. Change in expenditure cash flows to reflect changes in scope.3. Any major additions to project not previously identified as part of original

approval.4. Previously approved projects with permanent decreases that release

funding for other projects.

Finance

56. Will quarterly updates on the Business Model Review be provided to Council?For business model changes incorporated into the 2004 budget approved by City Council, reporting will be included as part of the ongoing quarterly performance reporting process. For those initiatives identified for further consideration, which require Council approval, additional reports will be brought forward in 2004 for City Council consideration.

Finance

57. Is the Library the only area in the City Corporation that has experienced a decrease in expenditures relative to tax levy? (pg. 167 – Vol. III)The graph being referred to shows that expenditures for the library have

Finance


increased at a lower rate than the increase in the tax levy over the years 1993 through 2004. This indicates an increased reliance on the tax levy and corporate revenues, such as EPCOR dividends to fund expenditures, rather than a reduction to expenditures. Information broken down by program is not available on a consistent basis for the period being referred to. However, the following table lists the Authorities and Civic Departments that show this trend for the period from 2000 to 2004.

58. What is the rationale for increasing children’s admission to leisure centre 100% from $1.00 to $2.00?The Child Swim Fee was reduced in 1998 from $1.75 to $1 with the objective of encouraging children's basic swimming experiences. It has been frozen at that level for the past six years. Initially child attendance did increase, but the effect has leveled off. The increased fee is proposed as an alternative to substantial reductions to public hours at leisure centres. Had normal increases been applied to the 1997 fee, it would have been $2.11 in 2004. The proposed fee of $2 compares favourably with fees at neighbouring municipalities' pools.

For low-income families, the Fee Reduction Program will continue to offer admissions and programs at 25 percent of the regular prices (i.e., 75 percent discount). A Fee Reduction price for Child Swim would be 50 cents.

Community Services

59. As new development requests increases the City’s costs of providing services why are increases for development permits and subdivision application only 4%. Why is there no increase recommended for a residential building permit?The percentage increase of 4% was the increase directed by Council for fee increases in 2004. The Planning and Development Department generally applies this increase evenly across all fees charged but does look at fee increases from the perspectives of cost recovery and competitiveness with other municipalities and makes specific adjustments. For example the single

Planning & Development


family residential fees were increased in the 2003 budget year to reflect the competitiveness aspect and the most significant fee increases proposed in 2004 are in the area of multifamily development and commercial projects again reflecting the principals of recovery and competitiveness.It should be noted that the general fee increase is not used as a policy tool to encourage or discourage particular types of development. It is simply a revenue element in the budget.

60. Were the increases to Youth (6-17) and Senior Citizen’s/tickets/monthly pass approved by TPW and/or Council?Rate increases are approved by City Council as part of the budget package. Policy changes (e.g. changes to fare categories or eligibility criteria) are submitted to TPW and City Council for consideration outside of the budget process. The policy changes from Child (6-15) to Youth (6-17) and the introduction of the senior monthly pass have been previously approved by TPW and City Council. The rate increases proposed in the 2004 Recommended Budget have not yet been approved through TPW or City Council. These increases are required in order for Edmonton Transit to achieve farebox revenue targets outlined in the budget guidelines.


61. Why is there a disproportionate increase to some fares and no increase to Special Events Adult fares?The fare structure in the 2004 recommended budget reflects a desire to spread the impacts across most user groups while still promoting convenience and the use of prepaid fare media. The special event cash fare and the regular adult cash fare has not been changed given the convenience of a $2.00 fare (single coin) and recent rate increases to this category (1999- $1.60; 2000-$1.65; 2001 $1.75; 2002 $2.00).Youth/Senior tickets and the student and senior passes, despite the rate increases, still provide attractive payment alternatives relative to cash fares.


62. What % of the additional resources required to sustain growth in development activity is paid for by the development industry? Please identify what additional resources are required and the cost of those resources (pg. 42). Please verify that these costs are funded by taxpayers through the Sanitary and Land Drainage Utilities.The initial cost of sewer infrastructure development is borne by the Developer. These assets can include lateral and trunk sewers, pumpstations, and stormwater management facilities. The Sanitary and Land Drainage Utilities must provide funding for the maintenance and replacement of these assets in subsequent years. For 2004 the additional resource requirement is $581,000 or 0.076% of the total expense.

AM&PW

63. Does Waste Management review developer’s plans for ability of waste collection trucks to enter a subdivision? If not, when and why did this practice change?Yes. Waste Management does review draft subdivision layout drawings circulated by the Planning Department. The feedback provided to Planning focuses primarily on safety concerns where dead end streets, narrow roadways, or unusually small cul-de-sacs have been incorporated into the developer’s subdivision plan. The developer can discuss specific waste

AM&PW


storage and collection arrangements directly with Waste Management, however, this is not the norm.

For the large majority of sites developed, the waste arrangements prove to be safe and satisfactory for all parties. In a very small number of cases some difficulty is experienced by Waste Management during finalization of a site’s waste handling arrangements when residents are not made aware, by the developer, of the collection service that will be provided.

In addition, difficulties have arisen where a subdivision roadway plan did not allow for safe curbside collection and Waste Management has rejected the proposed waste setout location(s) as impractical or unsafe. Difficulties have also arisen where residents have rejected waste arrangements previously accepted in good faith by the developer.

With the current rapid pace of development and the trend towards increasingly compact subdivisions it has become apparent that the current review and feedback method may not go far enough towards achieving satisfactory waste service related results.

Waste Management and Planning will meet in the near future to generate options on how effective waste service information can be provided to developers as early as possible in the planning and review process, and to determine how the collection service to be provided can best be conveyed at the time of purchase.

64. On several projects the statement is made that “the project will not generate any additional financial impact on operations”. (i.e. 25, 26) If the City’s inventory of drainage facilities continues to grow is there not a requirement to hire extra staff or in the long range to provide for rehabilitation or replacement of these facilities?The cost associated with this program represents the cost of reviewing and inspecting developer built sewer facilities which subsequently are turned over to the City of Edmonton. These costs are shared 50-50 between Drainage Services and the Developers. Any additional cost incurred in subsequent years is offset by new revenue collected from the new developed areas through the utility bill, resulting in no impact to the Utility.

AM&PW

65. Is the Queen Mary Park Sewer rehabilitation included in the funded program XX-31-9504 (pg. 39) – Sewer Infrastructure Rehabilitation? If not, why not?Project XX-31-9504 is for the rehabilitation of deteriorated sewers on a priority basis across the City. The next priority neighbourhood is Queen Mary Park. This project is unfunded as the Transportation and Streets component of this project is unfunded. See Question #347.

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66. What steps are being taken to pursue “alternative sources of funding, including partnerships and borrowing strategies” (pg. 31).Tax-supported debt borrowing has been used to fund the new Southeast Police Station currently under construction and has been recommended as the 2004 funding source for a new Fire Station to serve the Lake District and to fund replacement of Fire Station #10, which is 46 years old. In July, 2003 the

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Administration initiated a collaborative use study to identify potential benefits of an operations and training facility partnership involving EMS, NAIT and STARS. The allocation of future Provincial Fuel Tax revenues to provide partial funding for a new transit garage is being considered by Transportation & Streets. The Administration will continue to pursue facility partnership and alternative funding opportunities, including monitoring of successful facility partnership strategies developed by other government agencies and advocating for federal and provincial infrastructure funding. See Question #4.

67. Provide an overview of the progress made and further requirements ($2.4 million) needed to ensure accessibility at Commonwealth Stadium (pg. 61).Improvements completed to date include an elevator to the second level, additional wheelchair accessible seats and accessibility improvements to existing washrooms.The $2.4 million in funding for 2004 (Profile 04-75-4693) will be used to expand the width of the north concourse to improve pedestrian traffic flows and to provide additional, fully accessible washrooms.

Future capital projects at the Stadium will take accessibility needs into consideration.

When large events are held at the Stadium there are crowding and pedestrian circulation problems on the north concourse during large events. These facility deficiencies create health and safety issues should there be an emergency situation during large events.

AM&PW

68. Why is the City involved in residential land development? As neighbourhood rehabilitation is a top priority would not the funds expended on development of City owned lots be better spent on neighbourhood rehabilitation? (pg. 91 – 94)The current role of the City in residential development is outlined in the Land Development and the Land Sales Guidelines adopted by City Council in April, 1992, following an extensive Public Hearing into the land development activities of the City. The City’s residential development program has assisted in providing land for schools and parks, and for other facilities such as fire and police stations. It provides small builders and the public with an opportunity to purchase lots for independent (non-builder) housing development. By developing its land, the City also generates a financial return that is greater than if it sold the land “as is”. This is important because the majority of the City’s remaining residential lands were acquired at the peak of the market in the early 1980’s and if the City were to sell them “as is” it would not be able to recover its initial investment. The funds expended on City land development are financed from short term borrowing that is repaid through future land sales revenues. Therefore, there are no cash funds that can be used for neighbourhood rehabilitation.

AM&PW

69. Where is the sales revenue from the residential land development allocated?Sales revenue is a cash inflow to the Land Enterprise. This revenues is applied against expenditures for land servicing and development capital expenditures,

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debt repayment and associated land sales expenses.

70. Do City owned residential lots follow the principles set out in plans such as Plan Edmonton, and TMP? Are developments transit oriented (and is bus services provided) and are there bike paths and walk ways?The City’s development plans for its large residential holdings adhere to the design principles of Plan Edmonton, the Transportation Master Plan and other statutory plan requirements approved by City Council. This includes the provision of walkways and bike paths such as those developed on pipeline and power rights-of-ways within the City’s Miller and Belle Rive Neighbourhoods. As well, top-of-bank roadways and walkways are provided when ravine lands exist within or adjacent to City development lands such as the Jackson Heights Neigbhourhood in Mill Woods. The design of collector roadways within the City ‘s neighbourhoods provide for efficient transit routes. School and park sites, and multiple family and apartment developments are located adjacent to or in close proximity to transit routes. Transit service is provided by the Transportation and Streets Department as the neighbourhoods build out and the resulting demand warrants such service.

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71. What were the 2001, 2002 and 2003 costs of leasing sites for driver training? (pg. 129)The leasing costs are $13,800, $20,600 and $17,600 respectively for 2001, 2002 and 2003. Approximately 75% of the costs were for facilities leased by Edmonton Police Services. Both EPS and ERD have indicated that these costs are completely unrepresentative of their vehicle use training needs. The relatively small costs reflect the difficulty of obtaining facilities on a planned schedule basis that supports their recruitment and training cycles, as well as providing the full scope of training needs. This is particularly true for Fire Services, where there is as need for a large maneuvering area for aerial and pumping apparatus integrated with a circulation track and other training props for vehicle extraction scenarios, simulated accidents requiring a tri-service response and multiple use of pump and aerial vehicles. ERD has estimated that if appropriate sites were available for lease to match its training needs the annual costs would approach $100,000. The training needs for both ERD and EPS will be intensified over the next five years due to the large number of retirements.

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72. What has been the growth in our waste collection fleet (pg. 147)? What portion of waste collection is contracted out?Over the past twenty years Waste Management’s fleet has been reduced in number while the average truck size and weight capacity has increased. In 1981, Waste Management’s fleet consisted of 108 small capacity collection units, stationed at three separate sites throughout the City, and was used to provide 75% of the City’s refuse collection service. In 2004, Waste Management will use 58 collection vehicles stationed at a single yard (Kennedale) to provide refuse collection service plus Blue Bag and Blue Bin recycling service for 50% of the City. Service to the remaining 50% is contracted out.

AM&PW

73. Could cost savings be achieved if the proposed stand alone DATS garage (pg. 155) is integrated into the proposed new transit garage

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at the Davies Yard? (pg. 151)The Administration believes there are limited opportunities for savings by co- housing DATS operations with a regular transit garage due to significant differences in the vehicle fleets and dissimilar operational characteristics ( scheduling, dispatch functions, fare collection, etc.) that minimize economies of scale. In addition, the land available for a new transit garage at Davies Yard adjacent to the existing Ferrier Garage is too small to accommodate both DATS’ facility requirements and the new transit garage. The City is currently exploring the option of acquiring an existing facility in the Davies area, which could potentially be purchased and renovated for about 2/3’s the cost of constructing a new facility on City land. This option would still offer benefits associated with close proximity to City fueling, wash bays and vehicle maintenance facilities at the Davies Yard.

74. With the projected Enoch development and the proposed agreement to provide fire services and the growth in the Grange, Parkland and Lewis Estates should the design work as well as construction for the Lewis Estates/Big Lake Fire Station occur prior to 2008? (pg. 163)ERD would support design and construction of a new northwest Fire Station being brought forward earlier than 2008. However, earlier construction of this station must not change the following priority schedule of new and replacement stations currently identified in the Capital Priorities Plan: Station #10, Lake District, Station #5, Northwest Station (Lewis Estates).

AM&PW

75. Provide an explanation of the City’s residential development program (Britnell) (pg.67) and rationale for continuation of this program given the strong private sector residential development market.The City’s 49 ha land holding in Brintnell will be developed primarily for single family lots, with 1.8 ha of multiple family residential, a 3.9 ha school/park site and a 3.9 ha storm water lake. Continuation of this development program will provide small builders and the public with an opportunity to purchase single family lots for independent (non-builder) housing development, which is an option not generally offered by private sector development companies. The development program will also provide a financial return to the City that is greater than the return of selling the land “as is”.

AM&PW

76. Provide an explanation of Cost and Revenue Impacts for all categories and other charges (pg. 69).Land sales revenue – The increase in revenue of $3190 was estimated based on actual sales revenue received the past two years.Other revenue – Increased interest on payments for land purchases, as well as permanent area recoveries.Land sales costs – Increase in cost of sales related to increase in sales revenue. The parcels of land expected to be sold have a higher cost of servicing.Land acquisition costs – Land acquired for all other City departments.Land acquisition recoveries – Payment by other City departments for land acquisitions.

AM&PW

77. What is the purpose of maintaining the Land Enterprise Fund in a AM&PW


surplus position of $47m when net income is $8m? (pg. 172 – Vol. III)The $47m represents retained earnings which is not surplus and is not cash. Retained earnings is a part of the financing for land inventory. Long term debt and short-term borrowing would make up the other parts of financing. The net income of $8m would be added to retained earnings, thereby reducing short term borrowing.

78. Please provide an overview of the 2003 impact of the Fuel Sense program.Municipal Fleet: Fuel Sense is a four-hour training program on fuel efficiency practices that combines practical and classroom training to realize fuel efficiency gains. To date 700 municipal operators have been trained in Fuel Sense with the group averaging a 12% efficiency gain. These savings have been reflected in the 2004 fuel budget in lower fuel costs for departments.Transit Fleet: Edmonton Transit is on board with the Fuel Sense program. In the spring of 2004 they conducted a hundred operator pilot over the course of several weeks that provided a return of approximately 12%. Transit has combined Fuel Sense and DDC into a provincially approved course and is actively engaged in training the rest of the operators. This award-winning program has been adopted by the Federal Government and is being introduced to Transit Properties across Canada.

AM&PW

79. Please provide an update of progress made in 2003 re: the on board computer program and benefits realized.On-board computers can enhance efficiencies through dispatching work to crews while they are in the field, improving crew supervision, recording time card and work progress electronically, monitoring a vehicle’s mechanical systems so that maintenance can be performed precisely when needed, and monitoring driver practices to boost fuel efficiencies.In 2004, approximately $200,000 will be spent on computer acquisitions. Gains in productivity, maintenance management and driver management have been realized, equating to an annual projected savings of almost $150,000 on the initial investment. See Question #86.

AM&PW

80. What is the break down of the 9 FTE’s required for the new Dats Fleet Services? What is the industry standard for number of mechanics, service repair staff for repair of trucks, cars and how does it compare to the City’s ratio? What lead time is required to hire staff for the new Dats Fleet of lift vans? Will City staff be inspecting/repairing contracted Dats vehicles to ensure a consistent standard of service? Will the costs of inspection be from Asset Management or Transit’s budget? (pg. 72). What is the expected life cycle of the lift vans and what is their projected replacement costs? Are they included in the 2005 – 2008 capital plan? And if so where? (pg. 75 & Pg. 79)The 9 FTE’s for DATS fleet services include 3 mechanics, 3 service persons and 3 cleaners.There is no industry standard for number of mechanics per vehicle. It depends on the age, type of attachments, the duty cycle, the kilometres driven, the number of spares, and the service level expectations of the customer. The 3 mechanics requested are based on MES’ experience from when they last

AM&PW


provided maintenance support for DATS vehicles. The number of FTE’s requested for 2004 takes into account that we may be purchasing some older owner-operated units from our employees as part of the transition to the new business model. The transition will take two years to complete, and additional FTE’s will be requested in 2005 to support the second half of the vehicle acquisition project. At the end, the ratios of buses to maintenance staff will be 15 buses per mechanic, 18 buses per service person and 22.5 buses per cleaner. For comparison, the ratios for Transit 40 foot bus maintenance are 12 buses per mechanic, 13 buses per service person and 23 buses per cleaner.It takes approximately 6 weeks to hire staff from the time a request is made to Human Resources Branch to the time the employees are on-board, and another 4 weeks for new employee orientation and training. Hiring will be timed to coincide with the delivery of new buses.City staff do not inspect or repair owner operated or contracted vehicles other than to ensure they are properly equipped to secure patron’s wheel chairs and scooters. It is the owner’s/contractor’s responsibility to maintain the vehicle and to provide proof of government required safety inspections (CVIP) to the City semi-annually. The City may purchase some of the owner operated vehicles as part of the implementation of the new DATS business model, at which time they will become City property and will be inspected and maintained by City staff. Inspection and maintenance costs for City owned vehicles are budgeted in both AM&PW’s and Transit’s budgets. The source of funds for AM&PW’s budgeted expenditures is through an interdepartmental charge to Transit.The expected life cycle of the lift vans is 8 years. New lift equipped vans cost $90,000 each in 2004 dollars. The procurement costs for the lift vans are included in the 2004 - 2008 CPP in Transit's unfunded plan in project XX-66-1782. This program includes purchase of new lift vans as well as purchase of some owner operated vans and subsequent replacement of those vans in succeeding years.

81. What is the impact of a one-year delay for bus replacement? How many more buses are required to serve the growth areas of the City and what is their cost? Could the $15M (pg. 78) not spent on bus replacement (or portion there of) be utilized for new buses? (Please refer these questions to Transit as well to ensure a complete answer to these questions).Delay of the purchase of replacement buses for a year will require additional maintenance budget to continue to operate the vehicles in revenue service and meet reliability requirements. The GMC buses being retired are 25 or more years old and the engines, transmissions and body parts are obsolete. There is also an environmental impact in that the older diesel engines emit 72% more pollutants than the new diesel engines. The move to make the Transit fleet fully accessible by 2012 will also be delayed by a year.In the unfunded 2004-8 CPP Project XX-66-1780, an additional 21 Low Floor buses and 2 Community Service buses are required to provide service for growth. The estimated cost of these vehicles is $9.7 .The $15M is intended to purchase new buses to replace obslete GMC buses. These replacement vehicles are needed to renew the existing bus fleet to meet existing service demand, safety and reliability needs. Extending the life of the old GMC buses targeted for retirement can be done, but will require additional refurbishment budget of some $40-50,000 per vehicle, will not meet

AM&PW


environmental, reliability or accessibility objectives, and will widen the infrastructure gap.

82. With the potential transfer of EMS services to Capital Health/Province what is the rationale for the City to provide Ambulance Fleet replacement or growth ($830,000) (pg. 78)?Since the transfer of EMS services to Capital Health/Province is not definite, this budget is based on continuing to provide EMS services using City resources. The replacement project is required to ensure reliability, safety and low operating cost. The additional ambulance project is to address City growth.

AM&PW

83. How is the “end of their economic life” measured in order to determine when to replace vehicles and equipment? (pg. 171, 172)Replacement of vehicles and equipment is based on the criteria of most economical cycle, or in other terms, at the point of lowest life cycle cost. The method chosen is called the Annual Equivalent Cost (AEC) method.AEC as a method for determining when to replace vehicles or equipment is well recognized. The choice of AEC is supported by the American Public Works Association. This analysis has been well supported in literature and in research leasing fleet units and is an approach used in commercial fleet management. The costs associated with this model can be described in two principal components; decline in value, and rise in operating costs. Value declines and operating costs rise over the life of a vehicle. Conceptually, the point at which the sum of the costs is a minimum is the economic life.The management of the MES fleet has been favourably compared to that of the most cost effectively managed commercial fleets. In addition, during the last audit of MES by the Office of the City Auditor, the method was reviewed and determined to be an effective and comprehensive system.

AM&PW

84. Will any of refurbished GM buses be used to provide enhanced service or new service to new developments? (pg. 173)Refurbished buses would be used to provide more service.In order to provide for all peak service identified in the Service to New Areas – Peaks and Existing Infrastructure Maintenance – Peaks service packages, Edmonton Transit requires approximately 25 to 30 full sized buses over the peak hour “bookout”. Edmonton Transit would be able to meet this requirement as a result of the following: 15 older buses would be refurbished in 2004 using funding included in

the Service to New Areas – Peaks service package (5 buses) and CPP Project 03-25-5926 (10 buses). Refurbished rather than new buses are being used in this case because they can be retired in 2008 when SLRT reaches Southgate and bus service to Southgate is reduced.

Reduction in a.m. peak hour bus requirements obtained in September 2003, primarily as a result of the initiative to encourage major schools to start classes at 9:00 a.m.

AM&PW

85. Will the Department put Ambulance purchases on hold until we are informed about the province’s decision on Ambulance Service?

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Vehicles are purchased on an annual cycle based on the chassis manufacturers model year tooling. If a timeline for Capital Health Authority to take over the provision of ambulance services were known, delaying ambulance purchases would be feasible. Given the uncertainty, the requested ambulance purchases are required to maintain reliability and service level commitments. Eventually, the disposition of the City ambulance fleet will still have to be negotiated with Capital Health.

86. Have acquisitions for the On-Board Computer Project been completed? (pg. 166)The on-board computer program is on-going. Working agreements with the technology and support vendors are progressing carefully to ensure that the engineered fleet solutions continue to align with corporate direction and operating functional needs. Positive test and pilot program results will promote more areas of the fleet and their respective units to employ the on-board technology with allocated funding. See Question #79.

AM&PW

87. Why is Edmonton Transit not considering the use of more smaller buses? What are the costs of buying smaller buses as compared to the larger GM buses? (pg. 173)In 2004, there is no provision for increasing the size of the small bus fleet or the amount of service provided with small buses. To accommodate the volume of passengers carried by Edmonton Transit in peak hours, full sized buses are required. Two or three small buses would be needed to provide the same capacity as one big bus. Higher operating costs would result where more than one small bus is used.The cost to purchase a small bus is $205,000, compared to $390,000 for a full sized bus. Small buses have an economic life of 8 years compared to 18 years for big buses. The annual cost of ownership is thus $25,625 for a small bus compared to $21,667 for a big bus. The lower cost of fuel for a small bus is offset by the higher cost of maintenance resulting in similar operating costs for both.There are routes where small buses could replace full sized buses in low demand off-peak periods. Additional small buses could also be used on an expanded network of “Community Bus” routes. Small bus purchases for the purpose of increasing the size of the small bus fleet are identified in CPP funded project XX-66-1680 (2 buses per year in 2006, 2007, 2008), and in the unfunded CPP project XX-66-1780.

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88. Will the increase in waste management user fees provide the same level of service to all residents in Edmonton? (pg. 15, Pg. 20)See Question #31 re reasons for the rate increase. The increase in user fees is not meant to address the inequity in level of service experienced between densely populated and outer areas within City boundaries. See Question #29 re service inequity.

AM&PW

89. What is the additional cost to provide collection service to the growth areas of the City? (pg. 21)The additional cost to provide collection and processing of waste and recyclables from the growth areas of the City is $514,000.

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90. What % of the cost of waste collection is covered by user fees? Provide a breakdown of expenditures/revenues of waste collection in single family and multi-family sectors.Collection of waste and recyclables is funded through tax levy while processing and disposal is funded through user fees. Waste Management expenditures for 2004 are funded as follows: Tax Levy – 32% ; Operational Revenues – 11% ; User Fees – 57%The 2004 recommended budget for refuse collection service is $8.4million to single family customers and $2.8 million to multi-family customers. The budget for recycling services is $3.9 million to the single-family customers and $1.6 million to multi-family customers. The revenues generated from residential refuse collection are estimated at $450,000 and arise from Trade Waste Collection Agreements for extra service to Multi-Family and Small Business customers.

AM&PW

91. In order to provide increased service at the Eco Stations as well as value added opportunities at the Edmonton Composting Facility would the total increase to user fees be 27¢ single-family units, 17¢ multi-family? What is the increase to the City’s cost of these services?Yes. The total increase would be 27¢ single-family units, 17¢ multi-family. These increases are cost-recovery only.Eco Station: To fund increased hours of operation at the Eco Stations, $253,000 is required. Impact on User Fees is an additional 10 cents per month for the single family sector and 6 cents per month for the multi-family sector.Composter Enhancements: To develop the City Auditor’s recommendations, $450,000 is required. Impact on User Fees is an additional 17 cents per month for the single family sector and 11 cents for the multi-family sector.

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92. Do waste collection fees include costs of processing and disposal or only of collection and customer service? (pg. 84)Collection of waste and recyclables is funded through tax levy while processing and disposal is funded through user fees.

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93. Provide an accounting of progress made in verifying utility billing and usage monitoring and compare to 2002 and 2003 budgets. (pg. 81)The Office of Energy Management has focused its limited resources on verification of power bills in light of deregulation of the electrical industry. For reasons beyond control of the City, verification of power bills is a lengthy process. The last year for which bills were settled was 2001 and resulted in a credit to the City in the order of $ I million. The verification of 2002 power bills commenced in January, 2003, and is ongoing with conclusion not expected before early 2004. Verification of 2003 power bills will commence thereafter. Possible outcomes of the 2002 and 2003 verification processes cannot be projected at this time.

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94. Could the FCM’s Green Fund be utilized for Brownfield identification? (pg. 82)The FCM Green Fund cannot be used solely for purposes of developing a

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contaminated sites inventory or more specifically an identification of brownfields. Initial indications are that some contaminated inventory work and brownfields identification could be done under a more encompassing Green Fund project that would include the assessment of a Brownfields Pilot program. This would require: $500,000 in funding for a Brownfields Pilot program as per the answer to

Question 30 is secured; and matching funding is also available for the Green Funds project to perform

the assessment and inventory work.

95. LED traffic signal conversion (2.5m) is allocated to which category of Tax Supported Debt? (pg. 204) How can the $5m for building/process facilities improvement be justified under the terms of the Tax Supported Debt Policy? (pg. 204)LED traffic signal conversion ($2.5M) is technically funded through tax-supported debt, as the payments for the debt charges will be financed through savings in utility costs generated from the implementation of the energy efficiency programs. The same applies to the building or process facilities ($5.0M) programs. Tax-supported debt in this particular situation refers to operations that are funded from the tax base. However the funding source is from savings as opposed to being part of the initiative funded by an additional 1% in tax levy.

Finance

96. Explain the following increases in Performance Measures and impact on City costs of providing services (if any) number files free and low cost social services? (pg. 115 – 1923 cases to 2667 cases)The increase in social service client files opened results from increased community awareness of the Assessment and Short-term Counselling Service and increased service demand. 2003 service demand is not projected to exceed 2002 demand. In both years demand has been managed without increasing allocated staff resources.

number of department volunteer hours (pg. 115 – 138,840 – 167,234 hours)The increase in the volunteer hours is due primarily to the increase in volunteerism at Leisure Centres in the Recreation Facilities Branch. To date, the increase in volunteer hours has not had an impact on the cost of providing service. Improved integrated record keeping also impacts the figures.

Community Services

97. Explain Historical Activity Statistics and provide 2003 stats: (pg. 126)

Hectares of turf moved Hectares treated for mosquitoes CFEP Grants Paid Attendance - Attraction Facilities * Paid Attendance – Kinsmen * Sport Field Bookings.

Community Services


CFEP – Community Facility Enhancement Program

The Community Facility Enhancement Program (CFEP) "provides financial assistance to build, purchase, repair, renovate, upgrade or otherwise improve sports, recreational, cultural or other related family and community wellness facilities". CFEP funding is approved on a matched-grant basis, meaning the organization must contribute an amount equaling or exceeding the grant awarded. Any one facility can be funded to a maximum of $125,000 per fiscal year. The City's funding request to CFEP varies each year depending on the number of projects and costs prioritized for that funding cycle.

Attendance - Attraction Facilities

In the Recreation Facilities Branch there are five facilities designated as Attraction Facilities, which include: Fort Edmonton Park, John Walter Museum, Valley Zoo, John Janzen Nature Centre, and the Muttart Conservatory.

The annual attendance statistics listed in Appendix 3 of the Community Services Business Plan includes the total number of people (adults, seniors, youths, and children) who have attended the facilities during the year. The attendance amounts include all of the people who are involved in facility programs, drop in users (gate), room rentals and bookings (birthday parties, special events/functions, etc.). These statistics vary yearly due to the impacts of weather, variations in venue bookings and successes with programs offered.

2003 attendance at Attraction Facilities is projected to be approximately the same as the 2002 attendance (571,000). A survey of various other attractions and venues in the Edmonton region showed that the many have experienced declines in attendance while City of Edmonton facilities have been able to maintain their market share.

Attendance - Kinsmen Sports Centre


Attendance at the Kinsmen Sports Centre is mainly through, drop-in admissions (passholders, etc.), facility rentals and programs (fitness, wellness, etc.) and involves all age categories of participants. Facility attendance varies yearly based largely on the events and programs hosted by the facility.

There has been some volatility in the annual attendance statistics for the Kinsmen Sports Centre, as listed in Appendix 3 of the Community Services Business Plan. Over the last five years (1998 to 2002) attendance has ranged from 790,000 in 2000 to 680,000 in 2002, or a 16% range in activity. Millennium celebrations and year 2000 events helped to boost attendance in 2000 while the 2001 world games resulted in lower attendance for that year due to Festival of the Worlds in Kinsmen Park. There are two primary reasons for the downward trend in attendance at the Kinsmen Sports Centre: (1) more competition from the private sector and other municipalities (Millennium Place, Tri County), and (2) changes in how event attendance is quantified and reported. These trends continue; 2003 attendance is projected to be approximately 650,000

Sport Field Bookings

Sport Field Bookings is the actual number of hours booked yearly through Community Services Facility Booking & Information Section by individual users and groups, for City of Edmonton sportsfields. The number of hours booked for 2003 (to date) is 91,320.

The bookings for 1998-2001 included all internal maintenance closure hours (drought repair, construction) and bookings that were rained out. The 2002 data only includes actual hours booked and weather eligible by sportsfield user groups.

98. What strategies are being employed to increase attendance at city owned facilities?Strategies include: Partnerships with various media and effective use of free and cost-

effective publicity; Creation of value-added products and services, such as children's Splash

'n' Ride passes, opportunities for businesses to set up employee fitness programs;

Increased publicity for facility bookings through market channels (e.g., bridal trade shows);

Linkages to tour operators, partnering with tourism organizations and other regional and northern Alberta attractions to draw tourism to the region;

Promotion of structured program offerings to teachers, agencies (e.g., Brownies, Scouts, etc.) and others.

Advertising campaigns and web-based promotion of day-camps and other seasonal programs.

Publicity made available at public libraries, health clinics and on the web-site.

Community Services

99. Indicate the correlation between key result areas (pg. 99) and Budget Breakdown (pg. 132), i.e. City wide support at 49% of Budget expenditure encompasses which key result areas?

Community Services


Each of the Activities in the budget document (P. 132) equate to the key result areas in the Business Plan (P. 99). The exception to this is Neighbourhood Social and Recreation Services, which is made up of two key result areas: social recreation and cultural programs, and community building

City-wide support is the key result area which includes support to advisory boards, out of school care, facility bookings, and grants administration. The expenditures include flow through grants such as $13.2 million in FCSS grants.

100. How are the above-noted key result areas outcomes measured? Is it possible to identify which of the performance measures noted on pgs. 114 – 116 are applicable to the key result areas?To effectively report on outcomes to City Council and the community, the department has developed an integrated model (P. 111). To varying degrees, each key result area in the department contribute towards the following outcomes:

personal and community safety human dignity personal wellness and health environmental integrity social justice an attractive city quality experiences

This approach to performance measures is ‘cascaded’ into each key result area where data is collected. The performance measurement data presented in the business plan, is the ‘rolled-up’ or aggregated information.

Community Services

101. Explain the departmental system which will “support the development of a departmental application of outcome based performance measures” and if this system is applicable to other departments? (pg. 134)

In 2003 the Community Services Department developed an enhanced performance measurement framework which focuses on outcome measures. As the initiative moves into a data collection and reporting phase, an information system is needed to facilitate the roll-up of department measures. The data will provide information on which to base departmental decision in the future, and help ensure that desired outcomes are reached.

Other Corporate departments have existing systems to report on measures and have yet to employ outcome based performance measures. To date, Community Services has shared its experience with outcome based performance measures with some City departments.

Community Services

102. Explain the planning support provided to developers and number of FTE’s currently involved and to be added (pg. 139). Does this support include inspections of developer projects? Are costs of those services recovered by direct charges to developers receivable by Community Services.

Community Services


Within Parks Planning the planners, landscape architects and architectural technician currently provide support to developers through direct input to the development review process and site inspections. This includes services to review developer initiated Area Structure Plan's, Neighbourhood Structure Plan’s, subdivision plans and engineering drawings. The number of Parks Planning staff to support these functions is approximately equal to 6 FTE’s, one of which is direct support for site inspections and drawing circulation. Increased volumes of circulation submissions and site inspections have proven challenging to deal with during the past two years.

As part of Servicing Agreements entered into with developers, there are inspection fees that are collected by the Planning Department at a rate of $2,862.00 per hectare based on the assessable area of the subdivision. This inspection fee is for City inspection of infrastructure constructed by developers. Community Services component of this is $166.00 per hectare, which partially offsets the cost of providing these services.

The funding requested is to retain 4 temporary FTE’s (3 in Parks Planning and 1 in Forestry) to assist in drawing review and site inspections.

103. Does the Landscape Inspection include review of the quality of trees, bushes planted; especially re: unhealthy or diseased plants? (Vol. 3 – pg. 23)Yes, all plant material is inspected for health (free of disease), vigor, correct species, size and appropriate installation. The standards by which each of these is measured is contained in the individual construction drawings and in the City of Edmonton Design and Construction Standards manual. Any plant material, which does not meet the required standards, is removed and replaced at the contractor’s expense as part of the inspection process.

Community Services

104. What is the membership of the Central Lions Seniors Centre?Membership of the Central Lions Seniors Association is 1700.

Community Services

105. As part of the Municipal Cemeteries Improvement (pg. 157) will there be historical recognition provided for the Founders of Edmonton and surrounding region at Little Mountain Cemetery?Yes. A revised plan will be developed, in consultation with affected stakeholders, including improvements that will celebrate and highlight the historic nature of the cemetery. Plans also include fencing of the new revised configuration of the cemetery.

Community Services

106. Explain the developer/partner roles at Central Lions Seniors Centre, Enterprise Facilities, Queen Elizabeth Pool, Multi-use Rec. Facility and Whitemud Equine Centre.Central Lions Seniors CentrePartner roles on this project include input into the planning / design process, fundraising to support 50% of the capital costs and upon completion the partners may become tenants providing services in the facility.Enterprise FacilitiesUnder the Enterprise Fiscal Policy, funding for the capital development and

Community Services


maintenance of physical assets built after January 1, 1998 is the responsibility of the Enterprise and its partners. Partners are working to help establish new development priorities and fund the capital construction costs. For example, the Fort Edmonton Historical Foundation secured the capital funding for construction of Blatchford Hangar (1999) and Selkirk Hotel (2002) within Fort Edmonton Park. Current projects include the Edmonton Exhibition and Midway, Rocky Shores and Phase two of the John Janzen Nature Centre Master Plan.Queen Elizabeth PoolA project for the redevelopment of this outdoor pool was included in the CPP on the basis that the Friends of QEP Society (a non-profit organization) would be responsible for securing all of the funding for the capital costs of replacement.

City Council directed that (1) the Queen Elizabeth Pool be operated with no further capital investment until the end of its useful life; (2) in the event of and at the time of major system failure of/at the Queen Elizabeth Pool, the future of the facility be evaluated at that time within the context of the overall needs; (3) That the City remain open to consideration of any feasible proposal from the community or private operators for extension of the useful life of the Queen Elizabeth Pool.Multipurpose Recreation CentrePartner funding will be required for $8.040 million of the estimated $38 million in capital development costs. Details about specific partner involvement have not been confirmed. It is anticipated that partners, including the local community, will be involved in the planning and design process.Whitemud Equine Centre Under the terms of a lease agreement, the Whitemud Equine Centre Association (WECA). WECA is responsible for the day-to-day management of the facility. The City also has a 20-year Agreement (ending December 2012) with the Friends of Whitemud Equine Centre (FWECA). FWECA is responsible for raising the necessary capital to implement the Council-approved (June 1995) Master Plan for the Renewal of the Whitemud Equine Centre. WECA has no operational responsibilities. The site redevelopment initiative is 100% partner funded.

107. Is the CLASS system proving cost effective?The e-Business Steering Committee has recognized that the CLASS system is a cost-effective component of service delivery to the public in facility admissions, bookings and program registration. It automaties routine processes and managing information that supports customer service, participation rates, and the revenue base. CLASS system modules (Point of Sale, Membership Management, Facility Bookings and Program Registration) have become the industry standard in North America for administering recreation and recreation facility based business processes.

CLASS is also necessary for providing online program registration and payment for users. Public surveys indicate that online access to these services is a top priority for citizens. It would not be cost-effective for the City to develop its own system to do so.

Community Services


An online registration and payment option for recreational programs enables residents to access information and registration services for all City-run programs. Previously, customers could register only over the phone or in person at specific facilities. This can be inconvenient, frustrating, and time consuming for both customers and staff. Expected benefits include increased user satisfaction and higher program participation rates. Other cities in Canada have seen 30% to 50% of registrations move on-line due to its convenience for many users.

108. Has Health Canada funding for defibrillators been requested? (pg. 152)Health Canada has not been contacted regarding funding for the defibrillators. Through participating in a North America-wide "Public Access Defribrillator Study", City leisure centres have received a number of defibrillators, but not enough for all of the facilities that potentially would be suitable locations for this public service.Decisions on how many facilities (and which ones) will be based on the results of the study; however, these results will not be available until sometime in later 2004. For this reason, the potential need for additional equipment was identified in the budget process but unfunded pending future information from the study. At that time, the Community Services Department will explore funding options, such as Health Canada.

Community Services

109. As clarification why are there increased costs of $211K for Celebration 2004? Are City owned facilities anticipated to be opened longer hours or is there a requirement for increased staffing? (pg. 154) Why would Golf Courses and Commonwealth Stadium be included in this category? (Vol. 3 – pg. 22) Are Fort Edmonton Park, and City Archives the only facilities that would not normally be opened on this weekend? If there was not a City Council direction to provide “no-charge” access would a cost for this facility have been brought forward as an extra cost for Celebration 2004 rather than a cost of “no-charge access to recreation facilities”? Confirm that the anticipated revenue lost of “no-charge access” is $62,000? Can you separate regular operating costs for these 3 days from Edmonton 2004 costs?Recreation Facility Services was asked to identify the costs and impacts of keeping recreation facilities open with free admission for Edmontonians during the Homecoming weekend to reflect Edmonton's birthday present. Some facilities would not normally be open on those days and some will have additional costs due to expanded festive program and participation.Increased costs include: 3 days of full public operations at Fort Edmonton Park during the off-season; extra public hours at John Walter Museum; additional lifeguards to deal with the higher pool attendance that free admission is expected to generate; an additional "themed" show at Muttart Conservatory, and a number of initiatives for the festive theme. The Monday being a statutory holiday has an impact on costs.Commonwealth Stadium Recreation Centre is included in this package because its planned open house will displace fitness centre revenues; however, it will absorb any incremental costs of the event. Municipal Golf Courses would, weather permitting, provide no-charge access that weekend

Community Services


the same as the other City-owned facilities.City Archives and Fort Edmonton Park would not normally be open on the weekend in question. John Walter Museum would not normally be open on the Saturday or Monday.Lost revenue of $62K includes: loss of paid admissions for facilities that would normally be open; and loss of program and bookings revenues for facilities where the festive activities preclude the usual use for booked events (e.g., Blatchford Hangar) or programming (e.g., birthday party, registered programs, etc.).The requested funding does not include regular operating costs, only the incremental costs of the special activities suggested by the Edmonton 2004 Celebration Committee.

110. Are there any skateboard parks planned that could benefit from funding in 2004?The South East Community League Association (SECLA) has expressed an interest to build a Skate Park in 2004. This group would likely benefit from municipal finding if it were available. See also Question 35.

Community Services

111. Does program XX-21-5370 (pg. 24) provide for maintenance/redevelopment of informal access trails?The department assumes that informal access trails means unimproved trails as defined in the New Parks Bylaw 2202. Typically the department does not use this program for maintenance and redevelopment of unimproved trails. In circumstances where there are safety and/or slumpage issues (i.e. Keilor Road area slumpage) with unimproved trails, the department will use funds from this program to fix the problem.Will the new Parks Bylaw result in more costs to maintain the trail system? No the new Parks Bylaw will not result in more costs to maintain the trail system.

Community Services

112. What would be the cost for developing a concept and design plan for Terwilligar Park?The planning and design costs to prepare site development plans for public review are estimated to cost $200,000. Planning and design for the one proposed footbridge is not included in this estimate.What is the proposed location of the major footbridge and what role does the bridge plan in the Ribbon of Green Concept Plan?There are two pedestrian bridges proposed in the Ribbon of Green Plan to connect Terwillegar Park. At the east end a bridge connects north to the Centennial Valley lands, and at the west end another connects at the Wedgewood Ravine.

Will the bridge connect those areas that currently cannot access the river valley? Yes

Community Services

113. What work was done in Project 98-21-4123 Terra Losa School Park/ Community


Municipal Development? (pg. 220)This project was postponed until 2004 at the request of the Community Association. In 2003 the Association was involved in major negotiations with ESAU regarding the lease of the Community building and did not want to take on another major project. The negotiations have been successfully completed and the Community started to work on a needs assessment and program statement in the spring of 2003. It is expected that the program will be finalized and approved in the early part of 2004. A design will then be completed and construction will be scheduled for the spring/summer of 2004.

Services

114. Why can’t the City Entrance Landscaping (unfunded program 181,000 pg. 254) (trees, shrubs) be incorporated as part of the City’s tree planting program? As well is there a consistent corridor landscape requirement from developers adjacent to major access routes? If not, why not?City Entrance landscaping has a broader scope than is defined in any other tree-planting program. The City Entrance Landscaping program is also used to construct and install city entrance signs as well as provide funding for necessary grading, supply and installation of topsoil and seeding or sodding. The planting could be separated out but that would fragment a single project into several different capital budget programs.No, there is not a consistent standard required, if the developer is required to build the arterial roadway, there is a standard for boulevard landscaping which must be provided. If the arterial roadway is already constructed we would request or negotiate with the developer to provide boulevard landscaping.

Community Services

115. As usage in the river valley increases the need for amenities, i.e. washrooms, also increases. Could the $293 unfunded in 2004 (pg. 264) for amenities be incorporated into the requested $1,377 for repair/refurbishment to City owned parks and amenities?No. The CPP XX-21-5330 request (page 264) is for new river valley pavilions washrooms and boat launches that will add growth to the parkland inventory. CPP XX-21-5280 is for repair and refurbishment of existing inventory to extend the life of existing capital assets.

Community Services

116. Has there been any funding acquired for Louise McKinney ParkA number of grants have been received over the past 3 – 4 years for Louise McKinney Riverfront Park. Approximately $600,000 in provincial funding remains to be expended as matching funds are secured. $4,000 in donations was received from the Riverview Rotary Club for the Louise McKinney Riverfront Park Rose Garden in 2003. The Chinese Garden Society intends to begin construction of the Chinese Garden in 2004. The completed garden will be donated to the City by the Society.

Community Services

117. Indicate what the attendance figures at Northgate Lions reflect, i.e. registration in programs, memberships, attendance at social functions, other? (pg. 300)Northgate Lions Centre recorded approximately 130,000 in attendance during

Community Services


2001 and 2002. These attendance amounts include drop-ins (attendees at seminars, dinners, dances, flu clinics, etc.), programs, (all registrants involved in programs such as fitness, arts and crafts, ball room dancing, computer courses, etc.) and rentals (meetings, socials, workshops, etc.).This facility opened in 1978 and has since grown both in physical size and attendance. While the facility has doubled in size the attendance has increased four times. The attendance at Northgate Lions Centre in 1978 was approximately 30,000, and generally involved the same types of attendance as present. Attendance has increased because more programs are scheduled, more rooms rented and more drop in programs are available.The 2002 attendance at Northgate was 131,700. This consists of approximately:75,000 Attendance in seniors and older adult registered programs and activities24,000 Attendance in special events and drop-in activities (e.g. Flu clinics, information/referral, seniors events, cafeteria11,000 Bookings for meetings, workshops (mostly seniors) and children's programs22,000 Rentals by the community for workshops, meetings, socials and special events

118. Is the total cost for Edmonton 2004 Celebrations (excluding capital)Corporate Services $348,000 includes programming, marketingCommunity Services $211,000 includes all operating costs of facilities,

Programming $ 62,000 waived entrance fees to facilities $621,000

Do these costs include all anticipated operating expenses for Celebration 2004? (Vol. 3 – pg. 45)The cost of the 2004 Celebrations office and the October 9-11 weekend celebration is $437,000 ($348,000 plus base level of $89,000). This figure includes all administrative, programming and entertainment costs. A further request of $95,000 is in the unfunded portion of the budget. This request would provide one additional employee in the 2004 office, and a float in the K-Days parade. In addition, the Community Services department is proposing to spend $273,000 ($211,000 plus $62,000) to run special Celebration programs at its various recreational facilities, and to waive admission fees on the October 9 - 11 weekend.Transportation department’s estimated share of funding would be $100K for free LRT and busing, bus rerouting and loss in fare box revenue and $10K for Traffic road closure.Costs are expected for Police and Emergency Response department support but estimates are not available at this time.

Corporate Services

119. Explain the following (pg. 185) “smaller communication units Corporate


continue to flourish. Keeping a handle on the activities of these independent units continues to be a major organizational challenge”. As this was identified in the 2003 Budget what has been done to address this issue?To address this situation the administration has commenced preparation of a new strategic communication plan. We anticipate this plan will provide guidance on how best to manage these independent communication units. Earlier this year, SMT approved a new corporate printing strategy to consolidate our print-based communications in one branch. Further, Edmonton Transit has modified some of their communication processes to better align them with corporate approaches.

Services

120. Explain why 4 Business Support Positions for SLIM/Posse will be situated outside IT?These positions are not IT positions because they are focused on the business side use of the operating systems not the architecture of the programming.

Corporate Services

121. In a recent City Auditor’s report (June 19, 2003) of the Investment Process Review it was noted that “a more integrated and congruent approach to borrowing and investing funds is necessary in accounting for AMFC borrowings and the term around investing of those funds”. Indicate what actions have been taken in 2003 and whether the City continues to experience a net loss through debt repayment?The Finance Branch has made progress in 2003 towards integrating of the City's borrowing and investing decisions. The process change involves the implementation of joint decisions between the Corporate Accounting and Budgets Division and the Investment Management Section in regards to the timing of borrowings. This change is expected to improve the efficiency in terms of both the short term cost of borrowing and reduce interest costs over the entire term of the City's borrowings. While the process has been improved, on an individual debt issue basis there may be occasions where a borrowing is initiated earlier than funds are required to either meet the requirements of the AMFC or lock in attractive interest rates. In these cases there may be a short term cost to investing the proceeds at a lower interest rate, but the overall cost of financing may be reduced from a lower financing rate for the entire term of the borrowing.

City Auditor

122. Has SMT ever considered at which point in the City’s growth that the operational and infrastructure gaps become unsupportable?SMT has not given consideration to this occurrence. Council’s willingness to increase tax levy and sustainable funding programs from the other Orders of Government impact the City’s ability to support the operational and infrastructure gaps.

City Manager

123. Has the Administration investigated the introduction of “sunset clauses” for certain projects? What would a review of City operations to look at programs that could be “sunsetted” necessitate?The City presently incorporates “sunset” clauses in various projects or programs. The use of “sunset” clauses is usually restricted to funding programs. Examples would include:

The Downtown Residential Development Grant Program – 3 Years

City Manager


The Storefront Façade Improvement Program – 1 Year PilotCity Centre Redevelopment Program – 5 to 7 Years

124. When OCTOPUS is replaced will there be the capability to produce Hansard type documentation of Council and Committee Meetings?NO. OCCTOPUS is a document management system created for the management of Council reports, agendas and minutes. The system is a series of styles and merge instructions that allow reports created by Administration to be merged into agendas and then information from agendas to be merged into minutes. It also allows for detailed searching within reports, agendas and minutes. The City of Edmonton created OCCTOPUS within the current Microsoft environment. It is anticipated that technology will change significantly that by 2008 an entire rewrite of the system will be required.

The City of Edmonton determined some years ago that it was not necessary to create transcripts of meetings. Minutes as produced meet the requirements of the Municipal Government Act. All meetings are taped and tapes are available for review or purchase. Only 41 individuals have purchased tapes in 2003.

The Managing Editor of Alberta Hansard advises that the hourly cost to create the Alberta Hansard is estimated to be $600 per hour of meeting time. Over the last 10 years, there have been 400 hours per year of Council and Standing Committee meetings.

City Clerk

125. What percentage of the ERD’s budget is projected to be funded by the implementation of a revised fees and charges bylaw? (pg. 212)ERD has submitted a report titled “The City of Edmonton Emergency Response Fees and Charges Bylaw” (Report 2003ERD014) as part of the 2004 – 2006 Budget process.The revised Fees and Charges Bylaw will generate revenues that are anticipated to fund 11% of ERD budgeted expenses. However without these changes the Department would see this percentage decrease to 10%. The implementation of the proposed new fees and charges will allow ERD to move forward to achieving budgeted revenue targets

Emergency Response

126. Describe under what circumstances a fire truck is dispatched to a traffic accident?Whenever the Emergency Response Communication Centre (ERCC) receives a call for services related to a Motor Vehicle Incident, a fire truck is sent. More than one fire truck may be sent based on the Tri-Services agreement, or on the following criteria: Major Incidents (multiple vehicle accidents) Accidents involving injuries Accidents where victims are pinned or trapped and require extrication

or rescue. Accidents involving the spill of Dangerous Goods Accidents involving an external hazard (e.g. a downed power line)

A pumper truck is sent to every Motor Vehicle Incident where a call for service is received by ERCC.

Emergency Response


An aerial or tanker truck may be sent to the incident to provide scene safety.A rescue truck may be sent to the incident to provide extrication and rescue services.Dangerous Goods Unit is dispatched when the spill is greater than 25Litres or involves a spill of something other than gasoline, radiator fluid or if there are unusual circumstances (e.g. propane powered vehicle, vehicle carrying compressed gas).A Tri-Services review of the management of Motor Vehicle Incidents was undertaken in 2002 between Edmonton Police Services and the Emergency Response Department to clarify the roles and responsibilities for each service in response to a Motor Vehicle incident (refer to response to question #345) and from which Standard Operating Guidelines were developed.

127. What special expertise do firefighters have to necessitate their presence at traffic accidents? If traffic control is a primary function then will ERD charge back to EPS the cost of traffic control? As firefighters and fire trucks are on duty 24/7 to respond to emergency calls what extra costs are incurred by ERD to justify a service fee for traffic accident call outs? Does EPS charge for traffic accident call outs and if not, how does ERD justify charging for traffic accident call outs?A Tri-Services review of the management of Motor Vehicle Incidents was undertaken in 2002 between Edmonton Police Services and the Emergency Response Department to clarify the roles and responsibilities for each service in response to a Motor Vehicle incident (refer to response to question #345) and from which Standard Operating Guidelines were developed.Fire Rescue has a number of roles and responsibilities including but not limited to: Providing First Responder Medical aid Stabilizing the vehicle and extrication/rescue of victims Preventing, controlling and/or extinguishing fires Neutralizing any spills or leaks of dangerous goods Scene Safety, traffic control and (environmental) clean up Preserving the accident scene for accident re-construction and

investigation teams.ERD does not charge the costs of scene safety back to Edmonton Police Services.Management of Motor Vehicle Incidents may involve the clean up of Dangerous Goods that requires the use of disposable materials such as Spill Kits. These costs can be directly related to the Motor Vehicle Incident.The Edmonton Police Service does not bill for collision service calls.ERD has conducted a thorough review of Fees and Charges (a report titled “The City of Edmonton Emergency Response Fees and Charges Bylaw” Report 2003ERD014 has been submitted as part of the 2004 – 2006 Budget process). Where an incident is caused by negligence fees and charges should be levied against the negligent or ‘at fault’ party and that taxpayers should not be

Emergency Response


required to fully fund services related to these responses.

128. How many of the Fire Rescue service calls are traffic accident related? What percentage of total service calls does this represent?Fire Rescue response to Motor Vehicle Incidents accounts for approximately 12 – 13% of the total number of events that Fire Rescue Services respond to.The following statistics are related to Fire Rescue response to Motor Vehicle Incidents.

2002 2003 ytdNumber of Motor Vehicle Incidents attended 3,875 3,255Total number of calls attended 29,271 26,363MVI as % of total 13.2% 12.3%(Note 2003 year-to-date is to Nov 15, 2003.)

Emergency Response

129. In any new fees and charges created will the department be able to justify the following: actual cost of providing the service, why the service being charged is extraneous to regular service

delivery and why it is necessary for ERD to provide the service?ERD has submitted a report titled “The City of Edmonton Emergency Response Fees and Charges Bylaw” (Report 2003ERD014) as part of the 2004 – 2006 Budget process.This report and associated attachments highlight the proposed fees and charges relating to services provided by ERD. These fees are incorporated into a proposed new City bylaw (Bylaw 13567, The City of Edmonton Emergency Response Fees and Charges Bylaw) The report identifies: The guiding principles used in determining where a fee should be

charged The rational for charging a specific fee for a service. The level of cost recovery and subsidization associated with each fee

or charge

The Emergency Response 2004 – 2006 Business Plan provides an overview of the Department and the mandate for service provision. Emergency Response personnel are provided with specialized training and equipment to respond to emergencies. As outlined in the Chain of Survival, Emergency Response Personnel are the best-positioned, trained and equipped personnel to provide the service (refer to page 216 & 218).

Emergency Response

130. If calls to traffic accidents were not charged for in 2002, explain the increase in Fire Rescue Revenues in 2002. (pg. 240)Fire Rescue Revenue was $279K in 2000, $193K in 2001 and $312K in 2002.ERD began to charge for Dangerous Goods clean up services during the latter half of 2002. These fees contributed $65k of revenue towards the total Fire Rescue revenue in 2002.

Emergency Response


131. Has ERD considered verifying the need for a fire truck or the Emergency Goods Vehicle at a traffic accident before dispatching? A similar procedure to that utilized by the Police re: False alarms could be used.ERD dispatches fire trucks and the Dangerous Goods units using an evidence based North American standard dispatch protocol. Emergency Response Communication Specialists evaluate 911 Traffic/transportation calls based on a system of questions: Are there chemicals or other hazards involved? Is anyone pinned (trapped) in the vehicle(s)? Was anyone thrown from the vehicle(s)? Does everyone appear to be completely awake? Are there obvious injuries? Is there serious bleeding?Caller information provided through answering these questions allows the Emergency Response Communication Specialists to evaluate the event and send the appropriate units. This response may include an ambulance unit, fire truck or Dangerous Goods unit.A Tri-Services review of the management of Motor Vehicle Incidents was undertaken in 2002 between Edmonton Police Services and the Emergency Response Department. Following that review, ERD Fire Rescue now sends a minimum of one fire truck to every motor vehicle incident where a request for service is received. (see also response to #126)Each responding service has defined roles and responsibilities a Motor Vehicle incident (refer to response to question #345).When the incident commander has assessed the on-scene situation they may determine that additional resources are required and a request to change the level of response can be made at that time.A Dangerous Goods Unit is dispatched when the spill is greater than 25Litres or involves a spill of something other than gasoline, radiator fluid or if there are unusual circumstances (e.g. propane powered vehicle, vehicle carrying compressed gas).

Emergency Response

132. How many computer tablets are being ordered for EMS? As EMS may be transferred to the Province what is the rationale for spending dollars in this year’s budget? (pg. 340)Note: ERD currently has no definitive indication that the Province will assume responsibility for provision of Emergency Medical Services.The EMS Electronic Patient Care Reporting project (E-PCR) will require 40 tablets.This project was scheduled to be completed in 2003. A significant proportion of the software, hardware and contract service has been ordered but will not be received until 2004. $604,000 was cash flowed forward from 2003 to 2004 to prevent a carry forward amount. The majority of these funds are either expended or committed.

It is noted that ERD is obligated to provide patient care information to Alberta Health. The data requirements for this will change in 2004. The E-PCR project

Emergency Response


is incorporating those requirements in the design of the E-PCR process.

133. How often is the CAD system updated to provide information on new developments? (pg. 343)The Computer Aided Dispatch (CAD) system is updated daily with information on new developments including new roadways and address ranges. So far during 2003 approximately 200 km of roadways have been added. The SLIM database is used as the primary source of roadway information. This information is also provided to responding crews in hard copy form however updates are not timely.Future plans are to provide this information in electronic form to Fire/Rescue and EMS crews by way of onboard and/or tablet computers. Pilot projects to evaluate this technology are underway and the Capital Priorities Plan includes project 05-70-0002 that identifies a request for $1.2M in 2008 to acquire this technology for the rest of the fleet (see also question 291).

Emergency Response

134. Provide examples of how Planning and Development develops “strong, effective working relationships” with major cities and the province?Examples of how P&D develops “strong, effective working relationships” with major cities and the Province.This work is conducted in a variety of ways, among them, through: the City Intergovernmental Affairs Office; contacts made administratively in connection with specific projects such as

Smart Choices to share information and exchange ideas; frequent liaison with the City of Calgary on topical and general planning

issues such as intermunicipal planning, aging infrastructure, transit and related funding issues, to property assessment, property taxation, and provincial education tax.

frequent discussions and participation in projects with staff at Alberta Municipal Affairs and Alberta Infrastructure.

What provincial legislative changes are being sought? (pg. 292)

The City typically submits Proposed Resolutions to AUMA and reviews (and possibly supports) resolutions proposed by other municipalities. These will involve changes to legislation or issues on which provincial support is being sought. Topics that were included in the 2003 AUMA approved resolutions include: ambulance funding and EMS as an essential service smoking legislation and regulations compensation claims arising from construction of public works, road

closures and road access closures transportation for persons on AISH program income supports for low income Albertans use of cell phones while driving impacts of gaming on municipalities reducing impacts of public inebriation. Edmonton and Calgary have provided input to amendments of Regulation AR289/99 (Matters Pertaining to Assessment and Taxation Regulation). Discussions are also underway to address the Assessment Tribunal Process



(ARB and MGB), and opportunities to avoid duplication.

135. Explain the Performance Measure for Corporate Customer Satisfaction, as it appears to be low in all branches? (pg. 302)What you see before you are responses to a citywide survey where many of the respondents have no direct contact with the department. Our own internal surveys and informal surveys of our customers show a much higher level of customer satisfaction.

The consultant notes in its report “ it is important to note that respondent satisfaction with specific City services may take into consideration not only their own experiences but also their perceptions or what they may have seen, heard or read about in terms of service investigated. Respondents may or may not have had any direct experience with the City services examined, therefore this survey not only provides a measurement of satisfaction but also the perceived “image” of the quality of service provided by the City of Edmonton”.

The department does however continue to strive for improved customer satisfaction under the constraints of a very heavy workload.


136. Does the Animal Control Facility require Council approval in order to obtain funding? If yes, isn’t it premature to include in Funding Earmarked for Future Projects 2005-2008? (pg. 312)Yes the Animal Control Facility project does require Council budget approval in order to obtain funding.The premise of the 5 year Capital Planning exercise is to recognize well in advance needed facilities, establish when the actual capital funds are available and allow for needed planning work such as preliminary design packages and site location work to proceed the availability of the construction funding.


137. Explain “tough books” and what the implication is if these remain unfunded as they are already leased? (Vol. 3, pg. 81)Toughbooks are remote wireless computer technology, that allow staff to operate “live” (to input and to access data) on the City’s computer systems from remote construction locations; these computer devices also replace standard desk-top computers.If this incremental service package is unfunded, the lease costs for these remote computer devices would be addressed through a reduction is service level in the overall work program.


138. It is my understanding that the West End Corridor Study had been undertaken in the summer of 2002. Provide an update as to the work completed on the West End Corridor Study.No work was commenced on the West End Entrance Corridor Study (Stony Plain Road) as Executive Committee and Council did not approve any funds for the study, and therefore no consultants were hired, and the work is not proceeding.


139. Explain why aspects of the West Edmonton Plan have not been integrated into the Department’s regular work plans as an item of

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Traffic Safety and Control? (pg. 354) Are any of the Intelligent Transportation Systems earmarked for 170 Street? (pg. 354)The West Edmonton Transportation Plan implementation is proposed to take place over the next 5 years in several project profiles. Overall, the objective of the plan is to focus resources on improvements to 178 St in 2004, 184 St in 2005, and 170 Street in 2007 (following the opening of Anthony Henday Drive to Gateway Blvd). These are described as follows:

1) Project profile XX-66-1230 (Streets Safety Improvements) (volume 4, pages 410 and 411). This project includes the following items:

2004 – intersection channelization Stony Plain Rd – 175 Street, Whitemud Drive – 178 Street, 87 Avenue – 178 Street and any associated signal phase modifications2005 – intersection channelization Stony Plain Rd – 178 Street, 99 Avenue – 172 StreetThe Transportation and Streets Department is also working with West Edmonton Mall to advance the developer funding of turn lane improvements at 90 Avenue – 178 Street.

2) Project profile XX-66-1220 (Traffic Safety Improvements) (volume 4, pages 408 and 409). This project includes the following items:

New signal installation – 95 Avenue – 172 Street, signal phase modifications at 95 Avenue – 178 Street and 98 Avenue – 178 Street. These items are scheduled for implementation in 2004.

3) Project profile 04-66-1464 (West Edmonton Transportation Study Implementation) (volume 4, pages 428 and 429). This project includes the following items:

2005 – implementation of traffic responsive control in the immediate vicinity of West Edmonton Mall to assist in accommodating fluctuations in traffic demands at peak shopping times (supplemented by additional funding in base Intelligent Transportation Systems program 1640 on page 442)

2007 – implementation of roadway rehabilitation and all intersection channelization, lane widenings and signal phase modifications identified in the West Edmonton Transportation Study on 170 Street/Mayfield Road from south of 95 Avenue to north of 103 Avenue), and development of an additional westbound lane on Stony Plain Rd from 184 Street to Anthony Henday Drive (cost shared with developers)

4) Project profile 04-66-9542 (Improvements to Arterial Roads – proposed debt funding) (volume 4 page 462, 463).This project includes funding in partnership with developer required construction for the completion of widening and reconstruction of 184 Street from a 2 lane rural to 4 lane divided urban arterial roadway with sidewalks between 100 Avenue and 105 Avenue. This is done in accordance with practice for arterial roadway construction on a boundary between existing and planned development (typically 50/50 cost sharing).


The only work not funded within the CPP is any that is a requirement of West Edmonton Mall associated with their expansion (specific timing cannot be determined until development applications are submitted). In addition, the West Edmonton Study had identified the provision of an additional southbound lane on 170 Street between 90 Avenue and Whitemud Drive (included in unfunded project profile 04-66-1564 on page 506 of volume 4). Cost share for West Edmonton Mall are estimated at $2.8 Million while the city share of costs for 170 Street widening is estimated at $4 to $6 Million.

140. Which of the listed funded projects for 2004 further the vision in the TMP of the Inner Ring Road? How much of that “vision” has been actualized and what more needs to be done? In what year will the changes required to make the Inner Ring Road fully functional be completed?The Transportation Master Plan defines the Inner Ring Loop as Yellowhead Trail, 170 Street, Whitemud Drive and 75 Street/Wayne Gretzky Drive. The Plan defines an objective to achieve a minimum standard of the Inner Ring Loop as 6 through lanes with a posted speed of 70 km/hr, and identifies the need to reduce the number of at grade signalized intersections and direct accesses to these facilities. The Plan also defines that Whitemud Drive is to be maintained as a fully grade separated facility, and Yellowhead Trail is to be developed to an ultimate free flow standard through progressively more stringent access management and replacement of at grade intersections with interchanges. The Plan identifies the following improvements for the Inner Ring Loop within the list of 10 year priorities:

Provision of the first stage of the Inner Ring Loop; a six lane facility with interchanges at selected intersections

The 2004 Budget and 2004 –2008 Capital Priorities Plan include the following projects on the Inner Ring Loop:

Yellowhead Trail – completion of widening to 6 lanes in 2004 (eastbound under 97 St underpass – project 00-66-1462 (Yellowhead Operational Improvements on page 424 of volume 4), and construction of the Yellowhead Trail – 156 Street interchange (project 02-66-1463 on page 426 of volume 4)

Whitemud Drive – commence implementation of Whitemud Drive widening between 149 Street and 53 Avenue in conjunction with Quesnell Bridge rehabilitation (project 03-66-1461 on page 422 of volume 4)

170 Street – intersection improvements, access control and southbound lane extension between 103 Ave and 95 Avenue as per West Edmonton Transportation Study (project 04-66-1464 on page 428 of volume 4)

75 Street/Wayne Gretzky Drive – development of a concept plan for the east leg of the Inner Ring Loop will be undertaken through funding in project 1910 on page 444, but this planning work is not scheduled to commence until 2005 or later (the roadway was rehabilitated in 2002 and any widening would not take place until the next rehabilitation cycle)

It is noted that additional planning work for the Inner Ring Loop (for example reviewing additional enhancement to Yellowhead Trail and 170 Street) will be undertaken within the next three years.

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The CPP also identifies unfunded work on the Inner Ring Loop in projects XX-66-1560 (page 504) and XX-66-1560 (page 506).

In order to achieve Ten Year Priorities for the first stage implementation of the Inner Ring Loop outlined in the Transportation Plan, the following additional projects would be necessary in addition to those in the funded 2004-2008 CPP (no specific implementation timeline can be specified for these projects but they are identified as necessary within 10 years):

completion of widening of Whitemud Drive to 6 lanes between 122 St and 53 Avenue (including reconstruction of the Whitemud – Terwillegar interchange)

widening of 75 Street/Wayne Gretzky Drive to 6 lanes between Whitemud Drive and 116 Avenue

141. When will 87 Avenue be built in Lewis Estates?The extension of 87 Avenue between Anthony Henday Drive and 199 Street is included within the scope of the 87 Avenue – Anthony Henday Drive interchange project being constructed by Alberta Transportation, with proposed opening by 2006. West of 199 Street, the construction of the first two lanes of 87 Avenue is a developer responsibility in accordance with the Arterial Roadway Assessment, and it is anticipated that the current rates of development would result in completion of the connection of 87 Ave from 199 Street to Lewis Estates Boulevard by 2007. It is also noted that the Lewis Estates Transit Centre is proposed to be constructed by the City in 2007 (project XX-66-1660 on page 533 of volume 4) on 87 Avenue west of 199 Street.

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142. Will the rehab provided on 87 Avenue between 178 Street and 189 Street include a sidewalk from 184 Street to 189 Street? (pg. 391) If not, why not? In order to realize the goal of being a pedestrian friendly City, (as per Project XX-66-1430 pg. 416). Will there be any boulevard tree planting, (as identified pg. 460).A sidewalk will not be included as part of the rehabilitation along 87 Avenue between 184 Street and 189 Street. This location is identified in our Arterial Deficiencies list for sidewalks. There is an alternative for pedestrians on the north side of 87 Avenue. Due to limited funding, our priorities are for arterials that have no sidewalk on either side. Based on the current list of arterials with no sidewalks, any consideration for 87 Avenue is a number of years away.

Limited funding for boulevard tree planting is identified within project #66-1020 to allow for planting on some arterial rehabilitation locations. Community Services provides a priority list of arterial locations for boulevard tree planting, based on the list of arterial roadways identified for rehabilitation. This priority list of tree planting has not be finalized at this time. It is unclear at this time if boulevard tree planting will be included as part of the rehabilitation along 87 Avenue between 178 Street and 189 Street.

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143. It is indicated that Project #66-1050 (pg. 397) is coordinated with Project #66-1020 (pg. 391). Clarify why there does not seem to be coordination between these two projects for Ward 1 locations identified?

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The project coordination between project #66-1020 and #66-1050 in the justification portions of the projects refers to general coordination efforts that would take place where appropriate. As an example, this could include arterial and collector roads within the boundary of a neighbourhood that is being rehabilitated or reconstructed. Where coordination is being done, it would be specifically identified within the list of locations being rehabilitated.

In the case of Ward 1 locations for 2004, There are no arterial or collector locations requiring coordination efforts with each other. Rehabilitation of 184 Street from Yellowhead Trail to 137 Avenue is being coordinated with the interchange project #66-1481(Yellowhead Trail / 184 Street Interchange).

144. As the current policy of no rehabilitation for local roadways and alley is unsustainable when will the Department be bringing forward a proposal to rectify this situation? (pg. 401)Since 1996, six information reports have been submitted to Transportation and Public Works Committee and one to City Council, regarding repair/reconstruction of sidewalks in neighbourhoods. Since 2000, three information reports have been submitted to Transportation and Public Works Committee, regarding alley rehabilitation/reconstruction. A report for Transportation and Public Works Committee on possible solutions to improve the condition of sidewalks in local communities is currently being worked on. The report is scheduled for the March 16, 2004 Transportation and Public Works Committee meeting. At this time, general financing and Local Improvement (through the 50/50 cost share on sidewalk reconstruction) are the only sources of funding available.

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145. Which traffic management measures identified in the West Edmonton Transportation Plan will be funded by Project XX-66-1220? (pg. 408)Please see response to question 139.

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146. Which communities will benefit from traffic calming measures provided by Project XX-66-1220? (pg. 408)Funds identified in project XX-66-1220 (page 408 of volume 4) include funding for the permanent installation of safety improvements on 106 Street near schools in accordance with the following motion approved by City Council on July 15, 2003:

“That the trial traffic calming measures (adjacent to the three area schools in the 106 Street Traffic Plan) be retained until permanent construction can be undertaken in 2004 (Attachment 1 of the June 12, 2003 Transportation and Streets Department report)”

No other funding for neighbourhood traffic calming installations is included in this program in 2004.

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147. What are the criteria that must be met to qualify for Arterial Network Improvement – Residential? (pg. 419) Is Guardian Road eligible based on high levels of growth and social cost-benefit analysis? As part of Street Safety Improvements have pull-out lanes for buses been investigated for Guardian Road?Arterial network improvements funded either through the base programs (XX-

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66-1440 on page 419) or through debt funding (04-66-9542 on page 462) are evaluated based on the following key criteria:

daily traffic volumes existing or anticipated to exceed 20,000 veh/day within 5 years for roadways to be widened from 2 lanes to 4 lanes

widening projects required to accommodate transportation demands generated by completion of other transportation network improvements and/or development which will result in severe network congestion without the improvements

benefit/cost assessment based on delays and reductions in collisions once the projects are completed

Some additional widenings are also triggered in projects 1610 and 1611 by Provincial construction of Anthony Henday Drive

The highest priorities for widening are identified in project 1440. For 2004, 137 Avenue between 156 and 170 St is recommended based on daily volume currently exceeding 21,000 veh/day. Over the 5 year program, widening of 137 Ave from 4 to 6 lanes between 127 Street and 156 Street, and widening of 23 Avenue from 2 to 4 lanes from 122 Street to Terwillegar Drive is also included in this program.

Debt project 04-66-9542 includes the following locations for widening of arterial roadways from 2 lanes to 4 lanes:

153 Ave (50 Street to 59A Street) – completion of widening in 2004 in conjunction with approved widening from 59A St to 82 Street that was funded as part of the approved 2003 debt project list

50 St (146 Avenue to 153 Avenue) – completion of 4 lane roadway (volumes currently exceed 20,000/day)

34 St (34 Avenue to 38 Avenue) – completion of 4 lanes in 2005 to coincide with opening of Whitemud Drive – 34 Street interchange (volumes currently exceed 20,000/day)

111 Street (Ellerslie Road to Blackburne Drive) – completion of 4 lanes in 2005 to match with Anthony Henday Drive and developer construction in the area

184 Street (100 Avenue to 105) completion of reconstruction from 2 lane rural to 4 lane urban section in partnership with required developer upgrading as per West Edmonton Transportation Study

A number of other projects for arterial widening and/or upgrading are not currently funded within the CPP, and are identified in unfunded project profile XX-66-1540 on page 499 and 500 of volume 4. Guardian Road and Lewis Estates Boulevard are included in this list, along with 13 other locations awaiting upgrading,. It is noted that bus bays are not utilized by the Transportation and Streets Department, except in instances where buses wait for extended times for transfer connections or at timing points. Bus bays have been found to increase overall person delays due to difficulty in transit trying to re-enter the traffic stream. Bus bays have not been included along Guardian Road or any other first half of arterial roads being constructed by developers.

148. Is there noise attenuation being contemplated for Whitemud Drive widening from north side of Quesnell Bridge to 149 Street? (pg. 422)

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Noise attenuation adjacent to Whitemud Drive between Quesnell Bridge and 149 Street is included within the approved concept plan for this facility, and would be included within the planned 2009 construction program for this project, in conjunction with the widening of Whitemud Drive between Quesnell Bridge and 149 Street.

149. Why are no improvements contemplated in 2004 and 2006 to West End traffic problems? What is the daily volume of traffic on 170 Street, what are the projections for growth in the West End and what are the accident patterns on 170 Street intersections? As 170 Street is part of the Inner Ring Road and Stony Plain Road is a major highway connector what are the economic impacts of not proceeding with improvements sooner? Has a social cost benefit analysis been conducted?The response to question 139 outlines the planned implementation of the West Edmonton Transportation study over the 2004 to 2008 time period, including improvements to 178 Street, 170 Street and Stony Plain Road. These measures are justified on a cost/benefit basis, and are being implemented in accordance with the following motion approved by City Council on April 15, 2003:“That detailed planning, review of access changes and implementation of the improvements be staged in conjunction with development and available funding in the Capital Priorities Plan”

It is noted that one of the factors affecting implementation of improvements is the staging of additional development at West Edmonton Mall. The West Edmonton Transportation study outlined anticipated growth patterns in West Edmonton over the next 10 years. Daily traffic volumes on 170 St, south of 95 Ave have increased from 57,000 veh/day in 1997 to 61,600 veh/day in 2003, which is a slower growth rate than some other sections of the Inner Ring Loop such as Yellowhead Trail and Whitemud Drive. Based on the most recent collision data (12 months ending Sept 30, 2003), two locations on 170 Street appear in the top twenty by number of collisions (95 Avenue – 170 Street and 87 Avenue – 170 Street).

Although it is desirable to implement improvements on 170 Street as soon as possible, the priority for this project must be reviewed relative to other major project priorities, schedules for planned roadway rehabilitation, coordination with developer work and ensuring that traffic disruption during construction is minimized, particularly near a major tourist destination such as West Edmonton Mall. On this basis, improvements to 170 Street were scheduled for construction in 2007 (following both the World Masters Games and the opening of Anthony Henday Drive to Gateway Blvd, and in accordance with timing for planned roadway rehabilitation).

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150. What is the cost of the traffic signal controls (ITS) proposed for both West Edmonton Mall and South Edmonton Commons? (pg. 442) What are the benefits realized by implementation of this project?South Edmonton Common

$50K has been budgeted for South Edmonton Common in 2004. This funding is for expansion and implementation of Traffic Responsive and signal control.

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23 Avenue and 99 Street - connect to central signal control computer 23 Avenue and Parsons Road - connect to central signal control computer 21 Avenue and 99 Street - connect to central signal control computer 23 Avenue west of Parsons Road – vehicle detection sensors Parsons Road south of 21 Avenue – vehicle detection sensors

West Edmonton Mall Area

Implementing traffic responsive signal control in the West Edmonton Mall area in 2005 is expected to cost in the order of $270K ( $50K from ITS program 1640 and $220K from program 1464) and include: Approximately 25 existing traffic signals covering 170 Street, 178

Street, 90 Avenue and 87 Avenue surrounding the mall Addition of CCTV vehicle detection /data collection sites to track traffic

flow.

151. As high speed transit corridors are a priority what funds are earmarked for this activity in Project XX-66-1910? (pg. 444)The High Speed Transit strategic study, currently underway, will be result in recommendations being brought forward to City Council early in 2004 regarding the staged development of High Speed Transit corridors and priorities for more detailed planning studies that will address both corridor concept plans and initial stage network development. At this time it is not possible to identify a specific dollar value for the additional planning work to be included in the 2004 work program, but anticipating the outcome of the HST study, $400,000 to $500,000 has been allocated from transportation planning studies program 1910 on page 444 of volume 4, to initiate follow up HST studies.

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152. At one time an overpass on Stony Plain Road and 170 Street was contemplated to provide enhancements to movement on the Inner Ring Road and linkages to the Provincial Highway System. What has happened to this project?An overpass of Stony Plain Road over 170 Street was demolished over 10 years ago when the at grade one way couplet system (170 St NBD/SBD) and 100 Avenue/Stony Plain Road was implemented. There are no plans to reinstate this overpass.

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153. Explain the rationale for going underground at 19th Avenue and Gateway Blvd. (Calgary Trail)? Which project funds this intersection?The 19 Ave underpass under Gateway Blvd is a component of the 23 Avenue – Gateway Blvd interchange project 03-66-9580 (page 465 volume 4). The interchange configuration was approved as part of the concept plan approved by City Council for the 23 Avenue – Gateway Blvd project. During the planning stages of the project, both overpass and underpass options were considered, with the conclusion that 19 Avenue underpass cost was virtually the same as an overpass. The underpass configuration was recommended given that the overpass would have resulted in higher noise levels and greater impacts on the adjoining neighbourhood, as well as obstruction of sight lines to South Edmonton Common.

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154. Can a specific business levy be applied to South Edmonton Common to pay for improvements related to South Edmonton Common

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generated traffic? Was a traffic analysis conducted regarding the traffic specifically generated by South Edmonton Common? In the past has the City requested other commercial/retail developments to pay for improvements and operational enhancements to roadways? If yes, provide some examples.When City Council approved the Area Structure Plan amendment for the Research Park that allowed the development of South Edmonton Common, Traffic Impact Assessments were prepared in support of the development that outlined the impacts of development related traffic as well as growth in background traffic on the network. Based on this assessment and subsequent traffic impact assessments based on development stages and/or zoning changes, South Edmonton Common developers have been required to undertake the construction of all roadway network measures that are required directly to support the development (including all internal roadways, all intersection channelization along boundary roads on 23 Avenue and Gateway Blvd – 19 Avenue, extension of Parsons Road and the 13 Avenue rail underpass). It is not legally possible to require existing development to contribute additional funding towards transportation improvements.

Should the owners of properties within South Edmonton Common wish to undertake additional improvements beyond those that have already been undertaken or required through existing zoning approvals, the opportunity exists to form a Business Revitalization Zone and use the BRZ as a mechanism to generate funds for transportation improvements.

A similar mechanism was utilized by businesses in the vicinity of 184 Street who wished to fund a rail overpass over the CNR (which was an enhancement to the basic Yellowhead Trail – 184 Street interchange project that the City had recommended). The BRZ has funded approximately $1 million of the $13 million cost of the CNR rail overpass.

It is noted that all major developments are required to pay for improvements that are necessary to provide access to development in accordance with the Municipal Government Act. Please refer to the response to question 24 which outlines how West Edmonton Mall was assessed the cost of transportation improvements.

It is noted that the Transportation Master Plan identifies the upgrading of Gateway Boulevard from Anthony Henday Drive to 23 Avenue to a freeway standard as a required network improvement.

155. Is the Department considering the impact of the increase in usage on 231 Street as a result of the proposed Enoch development? (pg. 476)The unfunded project profile for project XX-66-1130 (Oiled and Graveled Road Rehabilitation) on page 476 outlines locations to be reconstructed from existing oiled and graveled surface to a hot mix asphalt. Locations identified represent either existing truck routes or locations where truck route designations are proposed to change. In the case of 231 Street, this location is included in order to ensure that the roadway is upgraded to a truck route standard before the designated truck route can be relocated from 215 Street to 231 Street (as outlined in the Lewis Estates Area Structure Plan). Development of Enoch was not a consideration when this upgrading was identified, but the future priority for locations for the oiled and graveled road

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program is affected by both truck activity and the timing of development in the area. It is not expected that Enoch development will result in any significant change in traffic volumes on this roadway.

156. Are industrial neighbourhoods given the same priority for rehabilitation of alleys, roads, and sidewalks as residential neighbourhoods? (pg. 481 – map pg. 483, pg. 488 – map pg. 490)Yes. At this time industrial neighbourhoods are considered and assessed under the same conditions as residential neighbourhoods on the city-wide priority lists for neighbourhood rehabilitation/reconstruction.

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157. Has the West Meadowlark Community Traffic Management Plan been finalized? If yes, what are the recommendations and costs? (pg. 493)The West Meadowlark Community Traffic Management Plan is one of two studies currently being worked on by the Transportation and Streets Department (the other study being Garneau). Current resources permit two studies at a time to be undertaken, and, due to the extended time period for work on the 106 Street study, the start of the West Meadowlark Study was delayed. At this stage, the work completed involves issue identification and background data collection, with plans to work on plan development in 2004.

It is noted that, if the 2004 operating budget is approved as recommended, a reduction of $111,000 in funding and resources for community traffic management plans will take place, resulting in sufficient resources to allow only one study to proceed at a time. This will result in an extension of the timelines for plan development in West Meadowlark, as well as a delay in implementation of any trial measures from 2004 to 2005.

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158. With the expected increased demand on Winterburn Road due to the proposed Enoch Entertainment Resort, has consideration been given to advance the date of construction to a four-lane arterial to coincide with the opening of the Resort? Has the province responded to our request for funding of this roadway? (pg. 499)The Transportation and Streets Department capital budget program 00-66-1610 (page 437 of volume 4) includes funding for the widening of Whitemud Drive to 4 lanes between Anthony Drive and Guardian Rd/Lewis Estates Blvd in 2004. The Enoch development agreement would require that the developer reconstruct Whitemud Drive between Lewis Estates Blvd and 215 Street to a 2 lane paved roadway in conjunction with their development schedule. Two other roadways may potentially be used for access to Enoch, Whitemud Drive west of 215 Street and Winterburn Road north of Whitemud Drive.

Reconstruction of Whitemud Drive, west of 215 Street, as well as widening of Whitemud Drive between Lewis Estates Blvd and 215 Street would require property acquisition, which is included within unfunded project profile XX-66-1580 (page 508 of volume 4). This project is considered to be a low priority until such time as the Province proceeds with the reconstruction of secondary highway 628 between the Edmonton boundary and Highway 60.

Construction of the first 2 lanes of Winterburn Road between Whitemud Drive and Stony Plain Road is a developer responsibility and is included within the

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arterial roadway assessment for Lewis Estates. Widening to 4 lanes can only occur when road right of way is available from lands west of 215 Street, which are unlikely to develop over the next 5 years. Traffic volumes on Winterburn Road, even with full commercial development of Enoch, would not be at a level that would justify expansion to 4 lanes.

As yet, no response has been received from the Province to our request for funding of either of these projects.

159. If funded, would both design and construction of Guardian road widening occur in 2005? (pg. 500)The project profile for unfunded project XX-66-1540 on page 500 indicates “Guardian Road/Lewis Estates Blvd (north/south of Whitemud Drive):widen to four lanes with design and construction in 2005”.

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160. Is the widening of 184 Street from 100 Avenue to 105 Avenue a result of the retail/commercial development in Place La Rue? (pg. 506)The widening and reconstruction to 4 lane urban standard of 184 Street between 100 Avenue and 105 Avenue is required due to the combination of development generated traffic in Place La Rue and Sunwapta, and overall traffic growth due to general development in the area. For this reason, costs for this roadway are shared between adjoining development and the city in accordance with practice of cost sharing for arterial roadways on a boundary between existing and proposed development. This project appears within debt funded project profile 03-66-9540 on page 460. If debt funding is not approved, the project would be unfunded as noted in project profile 04-66-1564 on page 506.

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161. What is the cost of providing bus service both peak and off peak to new areas or expanding existing service? Provide a list of those new neighbourhoods who do not have bus service as well as those neighbourhoods requiring expansion of services? (pg. 358). How is it determined which neighbourhoods are eligible for expanded service?Please see response to #7.

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162. “Transit Growth Initiatives” of $82,000 (pg. 363) will provide what type of service?

NOTE: The actual dollar amount should be $102,494K.The transit 2004-2008 Capital plan and budget includes $102,494K for Capital projects supporting growth of the system. This includes bus purchases to meet growth and capacity, a Park N Ride Facility and Terminal at Lewis Estates, additional terminal facilities near Northgate, improvements to existing terminals, completion of the University to Health Sciences LRT Station, land acquisition and design for the Health Sciences to Neil Crawford LRT extension and land acquisition for a new transit garage.

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163. Provide information as to the Council direction required to ensure that all new developments have developer funded transit service. (as per the example of Summerside, Hamptons where service is provided in partnership with developers) (pg. 318). How many new partnerships between the City and developers to provide transit

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service in new area have been achieved in 2002 and 2003? How many more are planned for 2004 and 2005? What has been the cost to developers of providing transit service to a new development?Advice from the Law Branch with respect to developer funded service, under existing provincial legislation, is that a municipality does not have the authority to compel a developer to provide transit service.

Over the past few years, Edmonton Transit has entered into agreements with developers to provide limited weekday peak period service for a two-year period. As a result, the following areas received service:

The Grange – September 1999 to August 2001 (annual cost of $50,000)

Southbrook/Rutherford – September 2001 to August 2003 (annual cost of $57,000)

Ellerslie Crossing/Summerside – January 2003 to December 2004 (annual cost of $60,000)

Hamptons – September 2003 to August 2005 (annual cost of $68,000)

At the present time, there are no additional partnerships being negotiated.

164. Are the 22.5 FTE’s requested in the DATS Hybrid Business Model (Vol. 3, pg. 96) all drivers? If not, what positions will be filled? Which “technological tools” will be required and what is the cost? What would be the impact?The 22.5 FTE’s is comprised of the following: 14.0 fte for relief pool drivers 6.0 fte drivers (4th quarter recruitment of 22 drivers for continued

expansion of DATS fleet and drivers as per Council-approved business model; 16.0 fte to be annualized in 2005)

1.0 fte for technician to oversee fare dump, vehicle book-out, and other associated duties with DATS fleet coordination.

1.5 fte annualization of 2003 budget approval of additional support resources associated with business model (i.e. operations analyst, transit shift design analyst, service technician, and dispatch/scheduling).

The new DATS vehicles will include communication systems which allow voice and data messaging. This will improve the productivity of the operators and reliability for customers. Costs included in the operating service package are for data lines, maintenance and software support.

Total project cost is $2,175K (includes project management fees, and software and hardware). System implementation is targeted for the 4th quarter of 2004. On-going data/circuit line and system maintenance charges are estimated at $50K in 2004, and 2005 annualization of $178K.

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165. What would be the impact of implementing ITS on 23rd Avenue and Calgary Trail. Would the impact be significant enough so that an overpass could be delayed pending the build out of Anthony Henday and LRT to Heritage?

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Application of ITS technology for the intersections around South Edmonton Common would use “traffic responsive” controls that would allow the choice of optimal timing plans based on measured traffic volumes and would choose from pre-designed plans. This would allow, for example, the use of an afternoon peak timing plan for a weekend situation if the volumes matched typical weekday afternoon traffic patterns. This would allow for the more efficient handling of traffic when patterns vary from typical day of week operation. ITS technology could, for example, assist in handling long weekend peaks in highway traffic or peak flows exiting the movie theatres. ITS would include travel information (use of CCTV cameras to view existing traffic conditions). As this intersection is already fully congested on both weekday afternoon peaks and Saturday shopping times, minimal decreases in congestion would occur during these time periods. On this basis, implementation of ITS would not result in any ability to delay the construction of interchanges. Design volumes for the 23 Avenue – Gateway Boulevard interchange concept plan were based on completion of the southwest and southeast quadrants of Anthony Henday Drive.

166. How may trips has DATS provide to date (2003)?October YTD trips total 709,000 versus 698,750 the same time 2002. Year-end projections are an estimated 843,500 trips carried/provided versus the 829,239 in 2002.

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167. Can current bus life be extended to increase the number of buses in the fleet, and some of the new buses scheduled for replacement be used for new or enhanced service delivery?Extending the life of the existing GMC buses can be done, however this will require additional refurbishment budget of $40-50,000 per bus to ensure the safety and reliability of the bus in regular service. The buses use obsolete engines, transmissions and body parts, which are becoming more difficult to find to support extended operation. The new engines emit some 72% less pollutant than the older engines in the GMC buses. There would also be an impact on meeting Transit’s target to have the bus fleet fully accessible by 2012. Demand for fully accessible service is increasing. New buses purchased as replacement units are used to provide base service throughout the bus system, which would include any new service provided for growth. The older buses are primarily used to provide peak service and additional service to deal with capacity issues.

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168. Has Committee or Council approval been received to acquire DATS computer Software replacement in 2007? What is the cost of this replacement and what assurances do we have that it will perform better than the current system, which doesn’t work? Why does a stand alone scheduling system need to be developed for 91 lift vans? (pg. 531)Project Number XX-66-1420 (page 531 of volume 4) DATS Computer System Replacement is in the 2004 – 2008 CPP Funded category (for 2007). The estimated capital cost for computer system replacement is $2,500K and budget approval would be requested in 2005 or 2006. The current DATS computer system contains modules for client registration, driver and vehicle records, driver payments, complaint/commendation administration, trip booking and dispatching. This program was developed in-house by IT in the

Transp. & Streets


early-1990’s and is scheduled for upgrade or replacement in accordance with the 10-year cycle recommended by IT. This computer program has worked effectively over this time period. However, it is being more difficult to sustain this program over time due to the number of programming changes to address on-going business requirements, and this will only be compounded with the new DATS business model.

Administration’s report presented to TPW on March 18, 2003 regarding the DATS scheduling system indicated the City would be pursuing an integrated computer program in the future including the scheduling function. Until that time, DATS will continue to manually schedule the over one-million annual trips. DATS is the only system of its size to manually schedule service. The volume of trips and complexity of designing service on a daily basis to meet customer trip requests warrants a computerized scheduling program.

Continued high levels of driver employee absences and vehicle outages confront the DATS system. Driver employee absence levels are 12-15%, excluding day-to-day absences and vehicle outages and general traffic conditions. The new business model is intended to address this problem through the establishment of a fleet of City-owned and operated lift-equipped vans, and contracted sedan and passenger van services. DATS administration will be establishing a relief pool of City lift vans and drivers by April 2004, and continues to work with Human Resources on employee issues. At this time there is no funding dedicated for the capital costs to establish the full City fleet of lift vans, nor the associated operating costs to fully implement the Council approved business model.

169. Have the West End Communities been consulted as to the best location for the proposed Park and Ride as well as the best routes to access the LRT at Neil Crawford? (pg. 533)The High Speed Transit strategic plan, currently underway, is looking at a variety of corridor options and the potential to implement park and ride in conjunction with these corridors, but is not reviewing specific locations. The Terms of Reference for this study, as identified to City Council, focuses on very high level stakeholder input on the overall concept and principles used in assessing high speed transit corridors. Reviewing the details of corridor configurations and potential sites for park and ride would be part of the concept planning stage which would follow a strategic plan. For this reason, individual community stakeholders in any part of the city have not been engaged at the strategic level as the types of impacts at a community level would only be addressed at a concept plan level. The strategic plan has included high level stakeholder involvement with invited participants representing broad perspectives (including the Federation of Community Leagues).

Transp. & Streets

170. Have the administrative and operational efficiencies of a common transit building to accommodate both buses and DATS vehicles been considered? (pg. 533)Yes. Please refer to response from Question 73.

Transp. & Streets

171. Though a dedicated busway from Neil Crawford Station to Fox Drive is a good first step to provide improved bus service to the West End it will do little to alleviate the access issues from the West End to Fox

Transp. & Streets


Drive. What proposals are within the South LRT plan to ensure that the 10-year priority of improved bus access from the West End to LRT and the goals of the TMP are achieved? (pg. 557)The South LRT extension to Neil Crawford includes the development of a busway access from Fox Drive to Neil Crawford Station. As well, the Whitemud Drive/Terwillegar Drive concept plan identified potential bus priority measures for access onto Quesnell Bridge. The Neil Crawford to West Edmonton Mall Corridor is one of a number of corridor options to serve the west end being considered in the High Speed Transit Corridor strategic plan. Details of particular corridor configurations would be undertaken as part of the concept planning stage which follows the strategic plan consideration by City Council in early 2004.

172. When will the long-range business plan to address the strategic direction of the Shaw Conference Centre be finalized? (Vol. 3, pg. 135)This business plan should be complete by the summer of 2004.

EDE

173. With regards to Special Event Policing, did the Commission consider a different rate for small-not-for profit organizations?Special Event Policing is an activity carried out by EPS that is above core service activities. The cost of providing this service is recovered through rates charged to users. Consideration has not been given to providing different rates to small or non-profit organizations. Subsidized rates for non-profit organizations will divert scarce tax levy funding for this non-core activity.

Police Service

174. Can you reconcile the different budget allocations outlined on pages 387 and 392? As an example: Patrol - $68 m (pg. 387) Patrol $90m (pg. 392)The following provides a reconciliation between pages 387 and 392:

Police Service

175. Why would the Police Commission list administrative support to police officers ($2.1 m unfunded, pg. 140) as a higher priority than providing additional police ($1.5m unfunded, Vol. 3, pg. 141)Pages 140 and 141 Volume 3 of the 2004 Budget document provides unfunded service package information. Two service issues have been identified for the

Police Service


Edmonton Police Service in 2004:1. Funding to cover 2004 Cost Impacts ($2.1 million); and,2. Resources for Front Line Policing ($1.5 million).The first priority for Edmonton Police Service is to maintain the current (2003) level of resourcing before requesting funding for new or growth initiatives. As a result, funding to maintain 2003 resources is being requested before adding additional Front-line Policing.

176. As more calls to EPS are for service which is “non-offence” or non-criminal and does not potentially require a police officer, what other presonnel options is the Commission investigating? (Vol. 3, pg. 141)The Edmonton Police Commission is “investigating” (considering) the issue raised by Councillors Leibovici [Q 176] and Mandel [Q 303] vis a vis personnel options under two significant initiatives. The first of these is the request to the City Auditor to conduct a Comprehensive Audit on Civilianization. The general question being addressed in the audit is whether or not alternative personnel practices could be introduced (expanded) which would free up sworn officers to concentrate on “policing matters”.

The second initiative involves the Commission’s consideration of a concept that would see a significant amount of the responsibility and decision making decentralized to [initially] one of the four divisions. If and when this were to occur, decisions as to how best to free up sworn officers to work [ more ] exclusively on policing matters by assigning non policing tasks to civilian staff could be made at the local level.

Police Service

177. Is the cost for scanners to read Alberta’s new driver’s licenses incorporated into the budget? If yes, what is the cost?There are no costs for scanners in the EPS 2004 Budget. Further work is required by the Provincial Government in developing the type of information they would like to capture through the barcode. There may be no requirements for scanners for several years.

Police Service

178. Is the ERD/EPS Training Center (pg. 589) similar to the Officer Safety Training Centre provided on page 608?While both are intended for training purposes, each centre has a different focus.

Officer Safety Training Centre (02-60-1893)Officer safety police training, including Arrest & Control and basic firearm qualifications, are incorporated in this capital project. These facilities are specific to police needs and represent the immediate infrastructure requirements needed to meet the existing training standards for police officers.

ERD/EPS Training Centre (07-60-1361)The intent of the ERD/EPS Training Center project is to identify the infrastructure needs for the potential construction of a Provincial Training Facility. This project is contingent on changes being made to the Police Act and the establishment of a standardized provincial training program which is not expected to occur in the near future. This project is longer term in focus and is intended to identify the potential infrastructure requirements. As part of

Police Service


looking at this initiative, EPS considered the opportunities or synergies of a joint training facility with City Departments (Emergency Response Department) and other agencies. The facility would replace and augment existing facilities for recruit, mandatory and developmental training as required by provincial standards. The project identified in the 2004 Budget Volume IV provides for $100,000 in 2006 to investigate the feasibility of this project including an assessment potential financing strategies. Related construction costs of $15.5 million are not currently funded and are captured separately in the 2004 Budget Volume IV, project 05-60-1352, page 611.

Also refer to the response in question 179.

179. Is it premature to advance to Phase II/III of the Training Centre (formerly the Shooting Range/Long Distance Rifle Range) until alternate funding services and a provincial training academy is explored? (as noted on pg. 589)The Officer Safety Training Centre Phases II and III represent urgent infrastructure requirements to meet the current needs of training police officers. Delaying this project would impact EPS’s ability to meet required training standards, increase risk exposure to the City and result in increased costs to meet training needs.

The ERD/EPS Training Center project is contingent on Police Act and the establishment of a standardized training program which are not expected to occur in the near future. It identifies EPS’s commitment to reviewing longer-term strategies in augmenting existing facilities to train police officers and possibly emergency response personnel.

The Officer Safety Training Centre should proceed independently of the ERD/EPS Training Centre project. Feasibility studies and alternative financing strategies for the ERD / EPS Training Centre should also proceed to assess and position the Edmonton Police Service in responding to this potential opportunity.

Also refer to the response in Question 178.

Police Service

180. Clarify whether the proposed renovations for the downtown facility incorporates training areas and classrooms as a space requirement? (pg. 615)The EPS is in the process of having a pre-conceptual study completed in conjunction with Asset Management & Public Works to define the scope of the project and present options for the Rehabilitation/Upgrade of the Downtown Facility. Training rooms/classrooms are not likely to be included as they are covered in the ERD/EPS Training Centre and the Officer Training Centre projects.

Police Service

181. Could the proposed Southwest Station be modified to incorporate the audio/video monitored interview rooms and Special Project Offices? (pg. 615)The current conceptual plans for Southwest Division Station incorporates audio/visual interview rooms and special project rooms similar to other Division Stations. In the future, a more detailed facilities needs assessment

Police Service


will be done as part of the detailed design phase of this project.

182. What is the anticipated increase of officers in the downtown station that necessitates a $24m expansion? What are the “industry” standards that can’t be met and how do the standards compare to RCMP standards and City of Edmonton space allocation standards? (pg. 615)The Rehabilitation/Upgrade of EPS's Downtown Facility is being driven by current space shortages. The pre-conceptual study currently underway will present options that will accommodate additional space requirements.

To clarify, the phrase "industry standards" was intended to mean space standards. These standards, followed by the EPS, are derived from RCMP standards and are very similar to those followed by the City of Edmonton. Currently, the amount of staff workspace is being reduced to accommodate increased space required for information technology, ergonomic furniture and building systems.

Police Service

183. What is the cost of each portable radio? How many are available now? (pg. 618) Are these 2-way radios?Currently, each encrypted portable 2-way radio has a cost of $4,500. There are currently 678 portable radios (both unencrypted & encrypted) that are currently used by the EPS.

Police Service

184. Explain whether the grant received by the Provincial government (pg. 144, Vol. 3) is an on-going grant?The grant of $245,000 from the Provincial Government returns the Library to 1994 provincial funding levels and is on-going.

Library

185. Is there also a one time provincial grant being provided in 2004?On October 20, at the Opening Ceremonies of Alberta Library Week, the Hon. Gene Zwozdesky announced a one-time grant of $250,000 for the Edmonton Public Library. This money has been earmarked for the renovation of Sprucewood Library as tenders came in at $227,000 over the estimates.

Library

186. Rather than close a library (with a reduction of 57 hours a week) why would the Library Board not consider reducing all Libraries operating hours by approximately ½ hour each day? On what basis will the decision be made as to which medium sized Library will be closed? How can the Library Board justify closing a Library with the loss of benefits outlined on page 401 rather than dealing with a “public relations problem” that would be encountered by changing hours of operation? (pg. 400)Reduced hours of service would need to be significant enough to constitute a barrier to citizen access to Library services on a city-wide basis. Experience has proven that even when branches are totally shut down for extended periods, approximately half of all customers will travel farther to make use of other, more distant Library branches on a regular basis. Consequently, it is anticipated that if hours of operation are reduced by a half hour to an hour daily, citizens will make relatively minor adjustments in their schedules and continue using the Library. In other words, the same volume of work will be

Library


compressed into a slightly shorter day. To actually eliminate work as opposed to merely compressing or postponing it, a branch would have to be closed.Factors that will be considered for deciding which medium-sized branch to close will include:

Whether a facility is owned or leased and how much time is remaining on the lease.

Proximity to other branches.Life span remaining on owned facility.Statistical data on visits, circulation and number of citizens served.Operating costs of the facility.

The Library’s concern is not the degree of “public relations” work involved in dealing with outcomes of cuts to services. It is, however, gravely concerned that a swath of cuts across a series of city-wide library services will leave all citizens with a lower level of service and reduced access to information, as well as result in high levels of citizen dissatisfaction.

187. Is there space available in the vacinity of the Jamie Platz YMCA and Callingwood Mall for the Lessard Library re-location?It is estimated that 1.5 acres of land is required to build the proposed 25,000 sq.ft. District Branch. Preliminary information from Asset Management and Public Works confirms that there are several possible sites on the land surrounding the Jamie Platz YMCA location. However, no further discussions have taken place at this point with the owners (City of Edmonton: Community Services and Edmonton Public Schools).

Library

188. Is there available land to develop a 30-stall parking lot for the Jasper Place Library?The Jasper Place Branch renovation described in Volume IV, pg. 645 would see the development of the landscaped area on the west side of the Jasper Place Library as a parking lot, with a minimum of 30 stalls.

Library

189. What is the purpose of the subsidy EFCL provides to the City’s skateboard/playground programs?The EFCL does not provide the subsidy, the member leagues do. The Department, responding to budget cuts and service reductions, developed a ranking program based on a variety of criteria for playground locations. The result is shared with the league and a selection of eight funding support options to staff the site is presented. The Administration then takes its’ budgeted amount, divides it in $1000 increments and may or may not “top up” the program the league ‘selects’, which is paid at the end of the season.

Edmonton Federation of Community

Leagues

190. What steps has EFCL taken to deal with increased insurance costs? Has EFCL discussed with the City the options at its disposal regarding insurance coverage?The EFCL has a seven-point approach to address the insurance problems. The strategy consists of three focus areas. The first includes working with all three levels of government to either change regulations or find new operating money. Secondly, EFCL is working with leagues and the insurer on risk reduction programs. Finally, the membership struck a Task Force to examine a variety of options with the City of Edmonton Risk Management Department,

Edmonton Federation of Community

Leagues


AUMA, other sources and the insurance industry. Details are available on request.

191. What proportion of the budget is dedicated to providing services to school groups from Edmonton, the region and the province?Proportion of 2004 Operating Budget dedicated to providing services to:

City of Edmonton school groups = 9% ($453K)Greater Edmonton Region school groups = 3% ($151K)School Groups from other parts of Alberta= 4% ($190K)

Space and Science Centre

192. What is the increased fee being proposed to schools for the school program? (pg. 426)2004 school programs fees for IMAX programs, Interpretive programs, Science Demonstration programs and Exhibit programs are being increased by $.25 per student; equivalent to an increase of between 5% and 11%. The 10% discount for multiple school program bookings provided in 2003 is also being eliminated in 2004.


193. What revenue generating partnerships have been attempted with School Boards or the Department of Learning?For approximately 98% of all students participating in Odyssium on-site school programs, School Boards pay program fees on a per student basis; this will generate $490k in 2004. The remaining students (approximately 2%) participating in Odyssium on-site school programs have their program fees sponsored by either a local Service Club or corporation; this will generate $32k in 2004. School Program fees cover 67% of the total costs of development and delivery of school programs and we have met with the Deputy Minister of Alberta Learning and proposed they provide funding to cover the remaining 33%, the response received to date has been negative; we continue to pursue funding from the Provincial Government.


194. Indicate the revenue received from other levels of government in 2003 and any anticipated grants in 2004? (pg. 426)Government Grants received in 2003: $18,129 from the Government of Canada; $3,743 from the Government of Alberta.

Government Grants anticipated in 2004: $21,000 from the Government of Canada; $150,000 from the Government of Alberta.


195. Does the LTAB work in conjunction with the Edmonton Centre for Equal Justice, which is a project of Edmonton Social Planning Council?LTAB provides information and mediation services to citizens of Edmonton however they do not provide legal advice. In those cases where a referral to a lawyer is appropriate, and the client indicates they are unable to afford a lawyer, the client will be referred to an organization that provides free or low cost legal services. The referral list includes places such as the Edmonton Centre for Equal Justice and Student Legal Services at the University of Alberta.

Landlord & Tenant

196. Are there any indications that a revised Residential Tenancies Act will Landlord &


provide for dispute resolution provincially?There is every indication that the revised Residential Tenancies Act will enable the provision of a provincial residential tenancies dispute resolution service. Meetings are currently taking place with representatives from the provincial government to discuss this issue and any possible service delivery implications there may be. The final decision on this must be approved by the Legislature when the Act is introduced in the Spring session.

Tenant


Councillor S. MandelQuestions and Answers Directed To

197. What is the retained earnings of the two utilities?Retained earnings are the cumulative balance of net income retained for reinvestment in the utility. It will continue to be used for capital investment. Total retained earnings balance for the Sanitary Utility as of December 31, 2002 is $190.9 million. The Land Drainage Utility started with no retained earnings but is expected to be in a positive position at the end of 2003 and thus the start of a retained earnings balance.

AM & PW - Drainage

198. What is the debt of the two utilities?The outstanding long term debt of the Sanitary Utility as of December 31, 2002 is $154.7 million and $5.8 million for Land Drainage.

AM & PW - Drainage

199. What is the rate of return for the utility? What is a standard rate of return for other utilities?Both the Sanitary and Land Drainage Utility are guided by the recently approved Utility Fiscal Policy which states the Sanitary Utility will earn a return at the rate of 6% and the Land Drainage at 9%. The rate of return varies between different type Utilities. A return between 6% to 15% is not uncommon. Privately non-regulated utilities will usually have a higher rate of return then ones that are regulated or Publicly owned. An average rate of return for publicly owned type utility is 11.5 to 12 percent.

AM & PW - Drainage

200. How do you differentiate between capital expenditures i.e. page 51 vs financial, planning design and construction? Page 45, which are listed as expenditures? What purpose are they separated?Capital expenditures represent costs to construct or acquire assets that have a serviceable or useful life beyond the existing accounting period. For Drainage Services assets this can range from 5 to 75 years service life. Expenditures indicated on page 45 are operating and maintenance costs, financing costs and net Design and Construction expenditures associated with the current year of operation.

AM & PW - Drainage

201. Why is land drainage revenue up 15.1% (pg 45)The majority of the increase, 13.1% is attributed to the increase in the customer base and billable area due to the positive economical growth in the City of Edmonton. The balance of 2% is the planned rate increase.

AM & PW - Drainage

202. Are the Capital expenditures on pg 50 within budget and are only listed because they are incomplete? What was the previous 3 years of budget vs completed in same & next year?The list on page 50 represents projects which have been previously approved by Council, are not complete, and have had a change made to them due to the addition of 2008 or a cash flow change. The approved capital budgets for 2001, 2002, and 2003 are $57.3 million, $50.4 million, $46.1 million respectively. Drainage Services actual completion has averaged out to approximately 80% per year on controllable projects. The percentage goes down to 70% when uncontrollable projects are included – i.e. local improvement funded projects.

AM & PW - Drainage

203. Is there a contribution to the systems through: AM & PW - Drainage


levies Provincial govt. Federal govt.

Drainage Services capital programs are all funded by either the Sanitary or Land Drainage Utilities rates and do not impact on the tax levy. The Federal and Provincial Governments are contributing to a number of projects as part of ICAP funding – i.e. Centre of Excellence $1.1 million each, CSO Primary Treatment $6.6 million each, and Mill Creek Pond $2.1 million each).

204. What are the mandated programs and costs associated with our drainage branch from the Province? Could you comment if the same standards & funding exists in the regional system?The City of Edmonton is issued an Approval to Operate License for the following activities from the Province of Alberta: “Planning, Design, Construction, and Operation of a drainage system to include: A Class IV wastewater (sanitary sewage) treatment plant, a Class IV wastewater (sanitary sewage) collection system, and stormwater drainage system”. The Drainage Services budget is built around delivering the requirements of meeting this approval. Specific projects to enhance environmental protection that have been mandated by the province and their 2004-2008 budget are: XX-23-0600 Environmental Improvements $3.8 million; 92-23-3118 Tertiary Treatment $10.8 million; 02-23-3300 CSO Enhance Primary Treatment – FIP $19.9 million; 02-23-3310 CSO Enhance Primary Treatment $36.3 million; XX-23-9704 CSO Control Strategy $17.3 million. The Alberta Capital Region Wastewater Commission is issued an approval to operate the following activities from the Province of Alberta. “Operation of a Class III wastewater treatment plant and wastewater transmission system for the Capital Region Sewage Commission.” The regional treatment requirements are similar to the City’s with the same requirements to implement tertiary treatment by 2006. The region funds the entire operation and expansion of the wastewater systems through utility rates to each member community. Because the region is a commission and not a municipality, they are not directly eligible for provincial and federal grants except as forwarded from their members. However the regional system was original established based on a 90% funding formula from the Province.

AM & PW - Drainage

205. How do you calculate your charges for leasing and property management? Could you supply an operating statement if you have one?City departments are not charged leasing and property management overheads for their space. The practice of billings between municipal operations was discontinued as an efficiency measure through the City ’97 exercise. The lease rates for City commercial or residential properties leased to the private sector are based on prevailing market rents.An operating statement is not prepared specifically for the leasing and property management activity. See Question #217.

AM & PW – Land & Bldgs

206. You show a land sales cost in 2004 of $16,964. Could you supply the highlights of this cost?The 2004 Land Sales Cost includes cost of land sold (acquisition and servicing) of$14,500, commissions and marketing expenses $1,556 and debenture interest charges $908.



207. Could you relate the reason for the “in/out” for the land acquisition costs of $10,260m?This represents the land purchases for other City departments that will be paid through departmental capital projects and will become a recovery for Land Enterprise. In prior years, land acquisitions for other departments’ capital requirements were not included in the Enterprise budget since they were a “flow-through” transaction. Starting in 2004, the budgeted cost of land acquisitions as well as recoveries have been included to minimize the month-to-month variance in financial reporting. See Question #327.


208. What are the contracted and general services of $8,719m?Contracted and general services of $(8,719) includes commissions and marketing expenses of $1,541, and the recoveries from City departments for land required for capital projects $(10,260). See Question # 327.


209. Why are there no wage costs on the land enterprise budget? Do they appear in another number?City staff involved in land activities are budgeted in the Land and Buildings program. The Land Enterprise is charged by for City staff time spent on land activities through an inter-program charge. The costs therefore do not appear in the personnel cost series. Private sector forces carry out design, engineering and construction activities, with contract administration provided by Land and Buildings staff.


210. Why do you show land sales costs in two categories:a) Land salesb) Land sales costsWhat is the difference?Land costs are not in two categories. Land sales refer to the revenue received from sales. Land sales costs refer to the cost of land sold including commissions and marketing expenses.


211. What is the interaction between Land & Buildings and Land Enterprise?Land & Buildings is the operating branch responsible for the overall development and implementation of Land Enterprise policies, programs and projects. The primary activities of the Land Enterprise are the provision of City land or acquisition of private lands for civic programs and projects, and the servicing and disposal of the City’s development lands and surplus properties. The Land & Buildings Branch provides the real estate, land use planning, project management and technical and administrative services required to support the Land Enterprise.


212. What is the ISO/4001? What does it mean to the City? At what cost?ISO 14001 is the accepted international standard for an environmental management system.An environmental management system is a tool consisting of policies, procedures and actions that is used to manage the short and long-term environmental impact of activities, products and services.Environmental management systems are employed by public and private organizations and are recognized by Environment Canada and Alberta



Environment. In particular, following an environmental offence, Calgary was required by Alberta to implement a corporate environmental management system. Calgary is now ISO 14001 certified.Of importance to Edmonton is the acceptance of environmental management systems, by Canadian Courts and regulatory agencies, as an important part of a due diligence defense regarding any environmental infractions. Other benefits to Edmonton of an environmental management system include: improved environmental performance ability to measure environmental performance improved compliance leading to reduced liability fewer environmental incidents efficient allocation of resources safer workplace improved public image and trustThe Office of the Environment is currently preparing a report titled ‘City of Edmonton Environmental Management System - An implementation Framework’. This will outline a strategy for developing and formalizing an environmental management system including associated costs. Costs to the City for a corporate-wide system is unknown at this time.

For specific business reasons two operating areas in the City, the Drainage and Waste Management Branches, are currently working towards ISO 14001 certification.

213. What is the makeup of the 6.0m in outside revenue?Outside revenues include proceeds from the disposal of surplus vehicles and equipment, vehicle maintenance and fueling for EPCOR’s power division, and vehicle leasing to EPCOR’s water division and vehicle and equipment services provided to outside clients, primarily EPCOR.

AM & PW – MES

214. Do we have a long-term contract for fuel? If so at what rate? If not what has been our fuel cost over the last 3 years and what do we project for 04?There is a long-term contract for fuel based on a monthly price of a barrel of crude. Refining costs are fixed and added to the price. The price for unleaded fuel for September was $0.5033 per litre. Inflation is estimated at 3% for 2004.

AM & PW – MES

215. Who controls the purchasing of new vehicles? Is there a protocol (Yes or No)?Yes. User Departments provide requirements on usage and duty cycle. Specifications are prepared by MES and Materials Management conducts a public tender.

AM & PW – MES

216. Can (if a department wants) outsource their repairs?Determination and management of outsourced repairs for the corporation rests with MES. Typical criteria used to select outsourced work includes local product support, specialty shops (glass, exhaust, accident repairs) peak demand periods, unique tools and facilities. Life cycle management balances the optimum mix of asset expenses of acquisition, depreciation, internal and external repairs and downtime. Outsourced work (contracted services) is part of overall fleet management strategy, just as it is in many business operations.

AM & PW – MES


217. What does land & buildings charge EMS for their building? Who does the maintenance re MES or another department?We assume EMS in fact refers to MES. Because MES is an enterprise operation it is charged for the space it occupies. The Buildings and Maintenance section of the Land & Buildings branch, on a cost recovery basis would perform maintenance. See Question #205.

AM & PW – MES

218. I am surprised to see the financial costs have doubled, could you give a breakdown?The budget for financial costs has increased due to a change in the way bus replacements are financed. Starting in 2004, bus replacements will be financed from reserves rather than from the tax base. This is a change in accounting presentation. The funding of replacement vehicles through the reserve rather than the tax levy is a best practice we will continue to implement. See Question #352.

AM & PW – MES

219. You have budgeted for 95 million for vehicle replacement in 04 from previous budgets but want an additional 10.5m for 04. Why so much?On page 75 of Volume 2, a graph showed approximately $95 million being funded for various City Vehicles over a five-year period from 2004-2008. Of this total, $10.5 million will be spent on Municipal Vehicles in 2004.

AM & PW – MES

220. I have driven by the police station and see a lot of cars, but you have budgeted for 500 for growth fund, why? What is the growth fund?It was the intention of the EPS to increase the current fleet by 10 marked cars in 2004 to support the 55 new positions received in 2003. These vehicles are leased from Mobile Equipment Services (MES). The $500 item referred to for growth is intended for the original purchase of the vehicles by MES. MES funds the purchase of vehicles through the capital budget using pay-as-you-go funding. MES costs of operating, maintenance and depreciation are recovered through the monthly fixed and variable rates paid by departments.

While it may sometimes appear there is an excess of police vehicles, this is not the case. In fact, there are many times when members must wait for a vehicle to be returned by another member before they can go on patrol. We attempt to maintain a ratio of officers to cars of three to one. Vehicles may be parked at a particular station due to the following reasons:

To address the staggered shift deployment overlap. Patrol officers have returned through their shifts for prearranged

interviews, preparing reports, lunch breaks, relief for division staff, telephone follow up, arrests, attendance at court, and collision reports among other reasons.

To maintain an adequate number of vehicles available when the largest number of members are working, which is Tuesday to Saturday.

Police Services

221. In ambulance growth and replacement we recently lost the CHA contract. Why would we need more ambulances?Life Support Operations and Transfer Operations have operated as separate entities.The need for more ambulances for Life Support Operations is an on-going replacement program required to rotate older units out of service. This is in response to the regular wear and tear of the ambulances running 24 hours a day, 7 days a week, 365 days a year.

ERD


There was no provision to replace Transfer Operation ambulances in the 2004 budget, all replacements identified are for Life Support Operations.

222. I assume that part of the department budget is paying for the vehicles. How do you calculate it? Can we not stretch out so as to decrease the annual impact i.e. $10,500 on new +5m for existing on municipal vehicle replacement is 3% points on the taxes. A longer amortization would allow a smaller tax impact. If it could be reduced by 1/3 we could save 1% on taxes! What would be the impact?MES already drives its maintenance costs down and extends the life of its fleet through its maintenance practices. Extending replacement cycles further will result in a widening of the infrastructure gap and a reduction in reliability of the vehicles used by City forces to carry out services to the public.

AM & PW – MES

223. What is the estimated new revenue from the additional single & multi family projects?Revenue from new single family and multi-family residences receiving waste service is estimated at $800,000. The revenue is from the monthly user fee charged on the utility bill.

AM & PW – Waste Mgmt.

224. If we went to 100% recovery what would the monthly cost of collection be?Converting Waste Management fully to user fees would require the recovery of the $18.4 million tax levy allocation to Waste Management from User Fees. The recommended 2004 user fee would need to be increased from $11.95 to $18.75 per month for single family, and from $7.77 to $12.19 per month for multi-family. This assumes that the Corporate Offices of Energy Management and Environment would continue to be funded through tax levy.


225. Compost plant enhancement:a) What are the cost savings?Anticipated cost savings are in the order of $520,000 per year, or about $250,000 per year net of debt repayment costs. This benefit is the result of reduced O&M costs and better performance of the new equipment.

b) Was this amount identified in the original purchase as a cost of the sale?

A required investment of approximately $6.5M was identified in the analysis as a result of the engineering review during acquisition. This was factored into the purchase price and into the plant’s overall budget over the first five years of ownership.

c) What was the past 2 years and planned maintenance for the composter.

Maintenance expense in 2002 and 2003 to date has been $2.2M and $1.6M respectively. This does not include the repair of the drums, a major unexpected expense resulting from a defect for which the City is seeking damages from TransAlta and others. These figures, though decreasing, are trending higher than expected, necessitating advancement of the schedule for the enhancement project.

d) XX33-1933 is this for the landfill or buildings?Project XX33-1933, Waste Management Centre Infrastructure, is not for



buildings, but covers all other infrastructure at the site, including roadways, signage, utilities and the landfill itself. The majority of the expense is for the ongoing earthworks to prepare new areas for landfilling, and the final capping and revegetation of completed areas.

e) Project 99-33-1829 will produce what additional revenue when it is completed?

Project 99-33-1829, Compost Marketing provides the infrastructure necessary to effectively market compost. This includes preparation of a pad area to pile, screen and load compost, necessary loading ramps and hoppers and similar related infrastructure. Without this expense, the marketing program would be less efficient, reducing net revenue from sales.

f) Project XX-33-1999 is for what actual waste management function? What do you mean by a generic project?Project XX-33-1999, Waste Management Centre – Research, is to provide the funding necessary to secure matching grant funding for research specific to improving waste management operations. One half of the total budget amount is grant funding. The other half would be funded through user fees, not tax levy. In 2004, a matching grant of $50,000 will be sought for research related to the composting operation. Conducting the research under the umbrella of a capital project provides an audit trail for grant funders similar to that for ICAP Projects.

226. Could be break down the costs of the summer road maintenance into arterial and neighbourhood?The Proposed Budget for 2004 is $23,448K.

Arterial includes all arterials, collector I, rural roads and industrial roads=1,218.4 km

Neighbourhood includes all lanes, residential and collector II residential bus runs =3,232 km Neighbourhood Arterial

Concrete 80% 20%Paving 10% 90%Gravel & Oil 10% 90%Bridges 0 100%Street Cleaning 10% 90%Railway 0 100%Safety Barriers 0 100%

Arterial maintenance costs total 76% or $17,820 K

Neighborhood maintenance costs total 24% or $5,628 K.

T & S - Roads

227. In winter maintenance could you breakdown the costs into:a) Snow removalb) Potholesc) Other (may list larger items)

2004 Proposed Winter Road Budget = $22,615,245

Snow and Ice Base Service $11,290,911

T & S - Roads


Snow and Ice Storm $7,732,542Spring Clean-Up $3,591,792 $22,615,245

Winter Potholes - $552,338 (not included in winter budget but work performed by winter staff on shift 24/7; this represents 25% of annual pothole budget).

Proposed Budget Funding LevelSanding $6,850 K 100%Plowing $6,665 K 90%Sidewalks $2,342 K 100%Removal $3,166 K 58%Spring Clean-Up $3,592 K 100%

$22,615 K

Based on 2003 Approved Budget the Winter Road Maintenance was $1.9 underfunded not including hired equipment rates (MES rates less than Roadbuilder rates for loaders, end dumps trucks and hired graders totaling $1,604 K) residential plowing program, environmental monitoring, reporting and compliance.

228. What will the city spend in 2004 in neighbourhood rehabilitation?As part of the approved 2003 Tax Supported Debt financing, $3 million dollars has been identified in project #66-9155 to be spent in 2004 for mature neighbourhood infrastructure (reconstruction in the Youngstown area of the Britannia/Youngstown neighbourhood). The proposed 2004 – 2008 CPP shows no funding available in project #66-1055 for neighbourhood rehabilitation/reconstruction in 2004.

Should the 2004 proposed Tax Supported Debt financing be approved, $5 million dollars would be provided in project #66-9157 for mature neighbourhood rehabilitation.

T & S - Roads

229. Is design, construction and project management related to capital projects or general maintenance?Primarily capital projects. General maintenance involves only day to day up-keep and rarely requires the undertaking of full design and project management.

T & S - Roads

230. Traffic operations what have you allocate for the upgrading of traffic signals to better move traffic?Traffic Operations has three capital programs, which allocate funds for the upgrading of traffic signals within the City to improve traffic movement.

In capital program 1220 - Traffic Safety Improvements includes ($1,165K) traffic signals, crosswalk flashers, pedestrian signals and phase changes are scheduled for installation in 2004. This program is intended to meet the growing needs of traffic and to address safety issues.

In capital program 1210 – Traffic Control Rehabilitation includes ($416K) 18 traffic signal controllers are scheduled for replacement in 2004. This program provides funding for the replacement of traffic signal equipment that has exceeded its life cycle and thereby ensures a safe and efficient operation. This program will enhance the capability of the central traffic control system to modify signal phases and timing plan to meet traffic flows.

T & S - Roads


In capital program 1640 – Intelligent Transportation Systems ($450K), in anticipation of future traffic growth and to ensure that safety issues are addressed. Traffic responsive systems will be expanded, additional traffic cameras will be added to the network and existing dynamic message signs will be upgraded. Traffic Operations Branch has a continuous four-year retime program in place to retime the entire city signals (in-house project).

231. When will 184 St. be finished and what relationship to budgeted cost?Yellowhead Trail - 184 Street interchange would be fully opened to traffic by October 2004, with some remaining landscaping to be completed in 2005. Total project cost is expected to be within budget at $55 million.

T & S - Roads

232. What is the list of neighbourhood rehabilitation priorities?A map showing priority rehabilitation/reconstruction neighbourhoods is provided as part of the project profiles for XX-66-1155 (pg. 483 of Volume IV) and XX-66-1196 (pg. 490 of Volume IV).

T & S - Roads

233. You show a reduction in summer service of 709,000, but an increase of 1.8%. Why do you list the 709,000?The $709K is part of the service reductions to meet budget guidelines. This reduction will eliminate the asphalt channel sidewalk resurfacing program (inventory is 200 km). We would still undertake repairs at specific locations to deal with trip hazards.

The actual increase in the Summer Road Maintenance Program is 4.64%. This increase includes inflation and some growth. With the $709K reduction the increase is reduced to 1.8%.

The summer road maintenance program is not fully funded.

2003 Adjusted Tax Levy Budget $23,752 K

Inflation and Wage Adjustments $1,030 KTotal $24,782K 4.64 %Reduction (709)KGrowth 99K

$24,172K 1.8%

T & S - Roads

234. If 184 St. is finished sooner, will you start 156 sooner? What is the status of the 156 St. overpass now?No. Early completion of 184 Street cannot guarantee the early start of 156 Street. The construction of the proposed grade separation of Yellowhead Trail - 156 Street is dependent on the availability of funding as well as the ability to acquire the necessary properties to undertake the project. The current budget has the construction starting in 2005 and completed by 2007. To start one year earlier, an additional $18 million is required in year 2004. Even with the additional budget, the earlier start date is only possible if the City is able to acquire all necessary properties by Summer 2004.

T & S - Roads

235. What is the estimate for 2004 diesel fuel? How does it relate to 03? Do we buy long-term contracts?The Transit diesel fuel budget is estimated to be $10.424M for 2004. The inflationary cost of fuel is projected to increase by 12% in 2004 over 2003 (as per Budget Office inflation guidelines). The city awarded a fuel contract to Federated Co-op in June 2004 for up to ten years, renewed on an annual basis.

T & S - Transit


The price is adjusted monthly based on the average Edmonton crude oil price.

236. Has the ratio of tax levy to revenue changed over the past 5 years?Operating Cost Recovery Ratios Budgeted for Edmonton Transit (% of farebox revenue to net expenses) is as follows:

2000 – 44.4%2001 – 42.6%2002 – 42.8%2003 – 43.1%2004 – 42.9% (Recommended)

T & S - Transit

237. Ridership for the past 5 years:a) Studentsb) Seniorsc) LRT

Bus passes not student and seniors Has industrial areas seen an increase in ridership?

Ridership Comparisons since 1998

Students (based on Restricted School Monthly Pass sales)1998 – 10,084,0001999 – 10,526,0002000 – 9,867,0002001 – 10,235,0002002 – 10,172,000 (Teachers Strike in February 2002, reduced ridership by approximately 500,000)

Seniors (based on Senior Citizen Annual Pass sales)1998 – 4,582,0001999 – 4,539,0002000 – 4,520,0002001 – 4,557,0002002 – 3,992,000

Bus Passes not student and Senior (based on Adult Monthly and Post-Secondary Discounted Monthly Pass sales)1998 – 15,281,0001999 – 15,451,0002000 – 15,633,0002001 – 15,801,0002002 – 16,083,000

LRT Ridership (Weekday boardings from annual LRT passenger counts)1998 – 35,9601999 – 36,8102000 – 37,6302001 – 38,3502002 – 39,5502003 – 41,750

Industrial Areas (based on weekday passenger boardings on selected industrial routes South/Southeast Industrial (totals for Routes 80, 83 and 321)

T & S - Transit


1998 – 1,5291999 – 1,6322000 – 1,5262001 – 1,6822002 – 1,738

Northwest Industrial (totals for Routes 121, 122 and 123)1998 – 1,2521999 – 1,1502000 – 1,5172001 – 1,6482002 – 1,717

238. What is the projected additional revenue & costs plus related cost savings to the transit if LRT is extended to Neil Crawford?A review of cost impacts of South LRT extension was undertaken earlier in 2003 in response to an inquiry at the Transportation and Public Works Committee. This information estimated the following revenue and cost impacts:

Bus Operating Cost Savings associated with LRT extension from Health Sciences to Neil Crawford - $1.7 million/yr

LRT Operating Cost Increase associated with extension of LRT from Health Sciences to Neil Crawford - $1.8 million/yr

Additional annual revenue resulting from additional transit ridership associated with South LRT extension to Neil Crawford - $0.4 million/yr (This value has the potential to increase as University development of South Campus proceeds)

It is estimated that extension of the LRT to Neil Crawford Station would lead to a reduction in bus purchases, leading to a saving of 18 buses and $7.8 million in capital costs.

T & S - Transit

239. Do you have a ridership level on a daily basis i.e. morning pear, 9 to 12, 12 to 3 etc? If you do could you provide it?Bus Passenger boardings on a Fall Weekday (From October 2002 Cumulative Boarding Count)60 Minute IntervalInterval start Total Boarding Percentage Interval Start Total Boarding Percentage400 2 0.0% 2100 4,772 1.9%500 1,436 0.6% 2200 2,713 1.1%600 8,920 3.5% 2300 1,789 0.7%700 32,707 12.7% 2400 795 0.3%800 27,200 10.6% 2500 129 0.1%900 11,001 4.3%1000 9,927 3.9%1100 10,535 4.1%1200 12,302 4.8%1300 12,010 4.7%1400 15,587 6.1%1500 40,285 15.7%1600 26,003 10.1%1700 19,114 7.4%1800 9,560 3.7%1900 5,432 2.1%2000 4,543 1.8%

T & S - Transit


240. Citywide support is 20,301m. Could you give a brief description? What amount is contributed by the Feds and Prov. Is it the 14,622?City Wide Support responds to population and social issues impacting the community and includes Family and Community Support Services, Children’s Services, Public Education, Community Investment Grants and Information and Bookings Services. The amount contributed by the Provincial Government primarily through flow-through grant funding to the FCSS and Out-Of-School-Care programs totals $13,234. Remaining funds relate to the Housing component ($1,318) of which $732 is contributed by the Federal Government and $586 by the Province. Balance of grant funding to total $14,622 is Provincial funding ($70) to Neighbourhood Social & Recreation Services and City Wide Support activity areas.

Community Services

241. The housing component of 4,432 is for operating expenses for the city facilities or something else?Approximately $1,719 of the total expenditures of $4,432 is for operating expenses and debt retirement for the 1,030 units of municipally owned community housing. The balance includes a grant to the Edmonton Housing Trust Fund ($1,179) to address homelessness and the operating expenses for the Landlord Tenant Advisory Board ($541) and Housing Services Section ($993: RRAP, Safe Housing, Derelict Housing etc.).

Community Services

242. What makes up the Strategic and Business Applications 7.491m?Strategic & Business Applications includes the following seven programs

Community Services


($000):

243. By implementing “CLASS” what is you savings estimate?The use of this software is less about quantifiable dollar savings and more about streamlining business processes, automating routine functions, improving customer service capability, and future cost avoidance. It allows for standardized training, more flexibility in staffing across facilities, and more consistent service to users. It enables customer relationship staff to spend less time on routine transactions and more time providing value-added service to users and citizens.

The e-Business Steering Committee has recognized that the CLASS system is a cost-effective component of service delivery to the public in facility admissions, bookings and program registration. CLASS system modules (Point of Sale, Membership Management, Facility Bookings and Program Registration) have become the industry standard in North America for administering recreation and recreation facility based business processes.

CLASS is also necessary for providing online program registration and payment for users. Public surveys indicate that online access to these services is a top priority for citizens. It would not be cost-effective for the City to develop its own system to do so.

An online registration and payment option for recreational programs enables residents to access information and registration services for all City-run programs. Previously, customers could register only over the phone or in person at specific facilities. This can be inconvenient, frustrating, and time

Community Services


consuming for both customers and staff. Expected benefits include increased user satisfaction and higher program participation rates. Other cities in Canada have seen 30% to 50% of registrations move on-line due to its convenience for many users.

244. The province has cut back 720, but the province will pay the operating subsidy directly? Why would it then impact our department? Is it not like the 911 reallocation? You already had it, do not need it, so why show it as a loss?The $720 represents the Provincial payment to the City for the operating subsidy or 90% of the total cost. This has an impact to the department since the City was responsible for paying 100% of the subsidy directly to the provider (Capital Region Housing Corporation – CRHC) and recovering 90% of the cost from the Province. This is not the same as the 911 reallocation since under the new agreement, the Province will now pay the operating subsidy directly and invoice the City for its 10% share. The net change is zero to the tax levy. In each case, the City share would remain at 10% of the operating subsidy.

Community Services

245. I need a clearer explanation under Revenue (rate & volume changes Pg 130 do a table of In & Out.The net change in Revenue for the Social, Recreation and Cultural Services budget is as indicated in the table below:

1) The $720 reduction in Provincial funding for Housing represents a change in the funding agreement. Instead of the province passing the operating subsidy to the City who would in turn pass this on to Capital Region Housing Corporation (CRHC), under the new agreement the Province will pass the subsidy directly to the CRHC. Thus we have a reduction in revenue of $720 and also a reduction of expenditures of $720.

2) The $49 represent a small increase in FCSS funding we will receive from the Province.3) $18 is the anticipated increase in surplus sales, marketing and street vending revenue4) $54 represents a historical adjustment for Community Information &

Bookings and RRAP (Residential Rehabilitation Assistance Program) revenue we have been receiving. This revenue increase is offset by an expenditure increase of $54 to recognize the costs we have been funding.

The ($617) reduction shown in the table on page 130 is made up of the following:- Decrease in Provincial Funding (Housing Agreement) (720)- Increase in Provincial FCSS Funding 49- Operations Historical Revenue Adjustment 54

Community Services


Total (617)

246. Why has the life cycle of equipment been reduced? Is it inferior quality or misuse?The Community Services Department, together with Asset Management and Public Works, evaluates equipment life cycling on a yearly basis. If the life cycle of equipment from our past experiences and review have been calculated too long, increased repair bills and more frequent breakdowns occur. This leads to increased downtime that negatively affects productivity.

By constantly reviewing our experiences with particular equipment types the Community Services Department can achieve more accurate life cycling, reduce operating costs and improve on the reliability of the equipment.

Community Services

247. When the developer makes a payment to P & D does the Parks/Community Services get a piece? If so how much? This relates to the costs of processing planning approvals. It can apply to all dept responding to applications?All fees required for Development Applications are paid to the Planning and Development Department. There are a number of City Departments who review development proposals including Transportation and Streets, Asset Management and Public Works and Community Services. Community Services receives $166.66/hectare of these fees which partially covers the processing of engineering drawings and inspections at Construction Completion Certificate and Final Acceptance Certificate.

Community Services

248. Why do we need to have inspections on parks? Why not consolidate in one dept?Each civic department inspects the new infrastructure that they are required to maintain. This ensures that the infrastructure is inspected and accepted by the city staff that are the most knowledgeable in that specific area. Community Services employs landscape technicians for this purpose as they have been specifically educated and trained to inspect landscape elements.

Community Services

249. Need to get a better breakdown of Winston Churchil 218? What do we get for this? How will it impact City? Will we charge more for use of facility to the festivals compare the amount to some other operating costs of facilities and usage i.e. Commonwealth both stadium and exercise, Kinsman, Millwoods recreation in relation to cost recovery?The estimated cost breakdown for Sir Winston Churchill Square service package of $218 includes the following:

Utilities $ 40Custodial 20Security 43.5Hard surface cleaning 14.5 (after festival events)

$118Programming and Management 100 ($75-personnel,

$25-programming/marketing) $218

Cost recoveries and impacts to the City are premature at this time in that City Council has directed the Community Services Department to initiate a

Community Services


Churchill Square Program Advisory Committee. The primary purpose of this committee is to develop a model for the future programming, operations, and marketing of the square. As such, the rental/service fees for users have not yet been determined.

250. Could you breakdown the revenue into the various enterprise facilities and a related operating cost?

Community Services

251. What is the revenue and expenses under community facilities? Just use the following categories: Is there a % of costs that we try to recover?a) Single rink facilitiesb) Twin rinksc) Outdoor poolsd) Indoor poolse) Other

The mandate for community facilities is to maintain or improve the overall cost recovery, while remaining affordable and accessible. Cost-recovery for Outdoor Pools is not available because, under the existing contract, the operator retains all revenues and pays all operating costs except for a portion of the utilities costs (which appear as City expenditures).

Community Services

252. Could you outline why the City will pay 6.9m for the Central Lions facility upgrade?The existing building is owned and operated by the City of Edmonton. It is 35 years old and requires improvements to maintain the existing infrastructure. Improvements and expansion are required to meet program needs for this growing population. Without improvements there is a very real possibility that

Community Services


building systems will fail and the facility will need to be shut down, eliminating these important programs and services for seniors.The demand for social and recreation programs and services at the Central Lions Senior Centre is currently very strong and will increase significantly with the changing demographics, specifically the significant increase in the number of senior citizens.The total value of the Central Lions project is $13.8 million. In addition to the proposed City funding, partners would provide $6.9 million (for the expansion and additional programming areas in the facility).

253. When you list developer/partner, as part of Capital projects. Could you list the facilities built in Edmonton since 1985 under this partnership. Please include rinks, YMCA, soccer facilities.

Community Services

254. Could you give an update to the status of the projects proposed in 2003? Please include completion dates?An update on the status of the tax-supported debt projects approved with the 2003 budget was presented to Council on November 12, 2003. The following summarizes the status for each project:

South East Division Police Station - 25% complete to date, work proceeding in 2004 with anticipated completion and opening in 2005Improvements to Arterial Roads - 23 Avenue (Millwoods Road East - 50 Street) complete other than landscaping which will be done in 2004; 153 Avenue (59A St. to 82 St) to be completed in 2004Mature Neighbourhood Rehabilitation Roads/Parks - Rideau Park completed in 2003; Britannia Youngstown, preliminary design done in 2003 with construction to take place in 2004Whitemud Drive - 34 Street Interchange - preliminary design and construction of detour road in 2003, tender in 2004 and commencement of construction, with completion planned for fall of 2005

Finance

255. Have you included the tax income from the debt for 2004? If so, what will be the debt expenses?The 1% tax increase has been incorporated into the 2004 budget tax revenue. Debt charges related to the tax-supported debt approved in 2003 and proposed for 2004, in the amount of $6.8 million are included as shown in Volume II, page 164. A further $2.5 million of the 1% tax increase has been applied within the proposed 2004 - 2008 Capital Priorities Plan to finance

Finance


capital expenditures (refer to Volume I, page 97).

256. This does not include the utility projects financing?The 1% tax increase for capital does not fund any amounts for utility projects.

Finance

257. In 03 we eliminated as you state 6.2m of annualized debt. Does that now go into operating? How else could it be treated?Funds no longer needed for servicing of tax-supported debt, released as a result of debt retirement, have been reallocated to pay-as-you-go financing. This is consistent with the model used over many years in order to build up the existing pay-as-you-go financing pool. Alternative uses could be to reallocate to an alternate need or to reduce taxes.

Finance

258. How did we absorb a cost of debt in 2003 of 5.2m when we did not borrow all of the money? What were the actual payments?Tax Supported debt charges are reported in the 2004 Budget documents in Volume ll, page 164 as follows:

Tax Supported - New refers to the debt charges for the $50 million debt approved in 2003 and the proposed additional $50 million in 2004. The debt charges are funded by a corresponding 1% annual tax increase (or a total of 2% in 2004). The second Tax Supported line refers to debt charges for prior years’ borrowings that will be retired by 2004.

Tax-Supported – New. The 2003 budget for new tax supported debt charges was $1.5 million. The $5.2 million change referred to in the question is the increase reflected in the budget for a total of $6.8 million estimated for 2004. The 2004 amount relates to servicing both the new debt approved in 2003 and that proposed for 2004.

The new tax-supported debt program is structured so that the total project approval (requiring $50 million in new borrowings), is approved at the same time as the 1% tax increase to cover the total debt servicing charges. The actual borrowings will be made as the funding is required resulting in an increase in debt servicing costs over a period of years. As noted above, the 2003 debt serving costs budgeted were $1.5 million. The 2003 tax increase generated $4.5 million in revenues resulting in $2.9 million of one-time pay-as-you-go funding available and allocated in the 2003 Budget. This will also occur with the proposed additional $50 million debt and 1% tax increase for 2004. Actual debt charges for the tax-supported debt approved in 2003 will be approximately $0.5 million, or $1.0 million lower than planned. The savings resulted from differences in interest rates and timing of borrowing and will be available to support future debt servicing or other capital needs. As part of the finalization of the amended 2004 tax-supported debt project schedule, the $6.8 million in estimated debt charges can be reduced by $3.5 million. Correspondingly, one-time pay-as-you-go funds are proposed for allocation to the Fort Road Redevelopment Project land purchases.

Tax Supported. As noted previously, the second line refers to debt servicing for prior years tax-supported debt. As this debt is retired, the tax levy freed up has been allocated as pay-as-you-go funding to the Capital Budget. There

Finance


are no sinking funds set up for tax supported borrowings.

259. Why would you show the 6.5m in the same category as the 5.2m. The former has been paid out of our sinking funds while the latter is an addition to the tax base of 1%? The rebate should be 6.5m, this is not transparent.Please refer to the response to question 258.

Finance

260. Do you have a spread sheet of the balance owing and the rates excluding the recent debt 50m?Administration maintains a detailed program, by debenture, which tracks the borrowings, the principal repayments and associated debt servicing charges by year. Such detail is maintained for all tax-supported and self-liquidating debt.

Finance

261. Under Tax Supported Debt new is that the 50m?'Tax-supported debt - new' refers to any borrowings that commence within the 2003 - 2007 tax-supported debt initiative. Please refer to response to Question 258.

Finance

262. Tax Supported Debt declining from 18,652 to 11,109 (pg 164) is a result of what? Is this the same debt charges reduction on page 163 of 6.2m?The decline in the 'old' tax-supported debt servicing charges, from $17,282 to $11,109 arises as the debt is retired. This difference is the $6.2 million referred to on page 163, Volume II. The $18,652 is the actual expenditure incurred in 2002, which is provided for comparative purposes.

Finance

263. Management initiatives (pg 165) what kind of corporate initiatives do you fund other than the two listed?The Management Initiatives Fund consists of two components that relate to the City as a whole. The larger component ($600) consists of Corporate Initiatives that arise during the year. Examples include: Canada West; Corporate Communications Strategy; Ministers Council on Role and Responsibilities; Downtown Development Organizational Review. The smaller component ($175) funds general Finance expenditures such as foreign exchange and printing of annual reports.

City Manager

264. Are you taking the $.9 for the World Masters from general revenue? Why not from our reserve fund as we will be getting reimbursed when from other orders?The increased expenditures are not covered by general revenue. Funding sources include revenues from other orders of government, sponsorships, merchandise sales and registration fees.

Finance

265. What is external debt recovery and why is it so high in 04?External Debt Recovery, Volume II, page 167, refers to funds received from the South East Soccer Centre and the Skyreach Centre to reimburse for debt payments related to borrowings made on their behalf.

Finance

266. The financial strategies are allocation for contingency? Do departments build in some amount of contingency in their budgets?

Finance


The Financial Strategies budget is the general contingency amount for all city operations to address financial risks or emerging impacts. Departments are not expected to build in separate contingency amounts in their budgets for these general corporate risks.

267. The Northlands subsidy is that a cash amount or a deferral of rent? If it is the former do we show a corresponding income in any departments?The City provides an annual operating subsidy payment to assist Northlands with the operations of the Rexall Place (formerly Skyreach Centre). The associated revenue would be recognized by Northlands, not by any of the City departments.

Finance

268. Why is there no cost for external debt in 2002? Why is it now 691,000?There were no External Debt charges in 2002 as debt payments did not commence until 2003 for the Skyreach Centre and in 2004 for the South East Soccer Centre. See also response to question 265.

Finance

269. Why in 2002 was debt charge 10,809 and 2004 20,287? Does this include our utility debt? Not!The resource distribution from page 167 of Volume II refers to financial charges of $10,869 in 2002 and $20,287 proposed in 2004. The increase is in the areas set out in the expenditure detail, namely financial strategies, risk management, World Masters Games, and external debt. The financial charges referred to have no amounts relating to utility operations.

Finance

270. What did the Ed Tel fund earn in 2003?The Ed Tel Endowment Fund has earned a rate of return of 5.7% for the 9 months ending September 30, 2003. The 2003 dividend is set at $26.6 million and will be withdrawn from the fund prior to December 31, 2003.

The long term annual rate of return required for the fund to meet its dividend target and grow the fund's principal with inflation is 7.25%. When the rate of return is above or below the required return, the annual dividends in future years are gradually adjusted up or down. The annual dividend is adjusted using the formula contained in the Ed Tel Endowment Fund Bylaw. The 2004 dividend will be calculated using the formula in the bylaw, once the year end market value and 2003 Consumer Price Index is available. The current forecast which is built into the 2004 budget is for a dividend of $27.3 million.

Finance

271. Is the surplus allocation of $3m from 2003 the same as the financial strategies $4m in 2004?The increase referred to in the financial strategies expenditure budget of $4 million is to address contingencies in 2004 and is not related to the $3 million surplus allocation in 2003.

Prior to the 2004 Budget, a certain amount of prior year surplus was built into annual budgets as a revenue source. No surplus for 2003 was anticipated when the 2004 Budget was put together. Moreover, the new Reserves and Operating Equity Policy directs that any annual government operating surplus will be placed into the Financial Stabilization Reserve until a target balance of 7% of current general government operating expenditures is achieved. Thereafter, any balance within the reserve which is above the target level can

Finance


be applied evenly to the three subsequent years' tax-supported operating budgets.

272. Have we set a “cap” on the sanitary utility which resulted in the $4.8m? What is the cap? What does it mean to ratepayers?In support of the revised Utility Fiscal Policy that was approved earlier this year, a long term financial plan was developed for the Sanitary Utility which recommended a dividend payment to the City of Edmonton based on budgeted net income. It was projected to be approximately $5.0 million per year to 2006 after which time the impact of our approval to operate renewal will be reevaluated. There is no impact on the utility ratepayer as no rate increases are anticipated in this time frame.

AM & PW - Drainage

273. Does the $4.8m or $3.2m have a relationship to the $10m. If so what is it?The $4.8 million dividend is based on the long range budgeted net income information presented to Council during the Utility Fiscal Policy review and approval. The $3.2m was a one-time special dividend that the Sanitary Utility made in 2002 to the City of Edmonton due to the above normal revenue received by the Utility as a result of dry weather. The $10 million represents EPCOR dividends and is not related to Drainage Services Utility Operations.

Finance / AM & PW -

Drainage

274. What is the goal of the business model review of shared services?The goals of the shared services review are to determine if this model of service delivery was appropriately implemented and how improving customer service and reducing costs can be better achieved. The business model review would confirm if the following principles of shared services should be retained, modified or implemented in a different manner:

Consolidating transactional/administrative activities to achieve economies of scale

efficiently processing paperwork designing processes to meet customer needs optimizing employee skills and capability measuring performance to ensure continuous improvement cost accountability leveraging technology to achieve cost savings.

The review will identify the required changes to ensure shared services achieves improved customer service and reduced costs.

Corporate Services

275. You have decided to reduce 471 – office support funding. This seems like a service reduction that will increase time to complete jobs & create delays. Have you calculated those costs?Yes, there will be an operational impact from the reductions identified. However, the $471k cost reduction is a means to fund higher priority initiatives.

The SLIM application was developed using capital funding and external resources. On going maintenance and support is the responsibility of Corporate Services staff. Support is currently being provided by external resources, funded directly by the departments.Recognizing that it is difficult for the organization to approve and fund new positions, Corporate Services undertook a review of the budget for the IT Branch to determine where funds could be reallocated to provide Slim

Corporate Services


maintenance services on an ongoing basis.

Although these funding reductions have an impact on service they are the minimum that can be achieved in order to fund this higher priority requirement in 2004.

276. You plan to spend an additional $500 on Posse/Slim what savings in both dollars and time does that produce? Pg 47 Book III.The City of Edmonton in the 1990’s developed the Posse operating system and the Slim Operating System to more efficiently manage work flows and job assignments. Posse resulted in an approximately 35% increase in efficiencies when originally initiated within Planning and has added similar efficiencies within Planning and Development as the use has been expanded. This has allowed the Department to handle continuing increase in permit applications over the last 5 years with minimal staff increases.Posse and Slim are also major pillars in the Corporate Enterprise Model for computer systems.Posse use has grown by approximately 300 users a year to a total of 1358 major users in 2003 across virtually all civic departments including the Councillor’s Offices.Posse has also been sold to other municipalities in North America including Calgary and the Province of Alberta and is becoming a common system across Alberta.The Corporate Services Department has included in their portion of the budget submission the creation of a Slim/Posse Application Sustainment office representing $500,000. This office will include 3 FTE’s directly related to Slim and 4 FTE’s directly related to Posse. These positions will be focused on the business side of Posse and Slim use. To make best use of the systems a significant degree of business process review must be undertaken, project management must be provided for enhancements and changes to the system and continued expansion of its use. These positions will also focus on training related to changes and expansions.


277. Are the 7 FTE’s for Slim/Posse part of the 500,000?Yes.

Corporate Services

278. Is the 1 FTE for land drainage paid by the utility?Yes.

Corporate Services

279. You list a variety of service reductions (pg 203) why is it in the budget? For example Human Resources is up 6.7% even though you show this reduction all of your depts we see as anywhere from 3% to 16.5% with an average of 6.7%?The service reductions provide an approach to strategically apply resources to high priority projects. For example Information Technology is reducing $471 thousand in expenditures to fund the SLIM/POSSE core application which costs $500 thousand. With the funding limitations, Service Reductions are a necessary mechanism to fund the City’s high priority needs.The high % changes are due to the effect of New Service needs such as the “Edmonton 2004 Celebrations” on small base budgets such as Communications.

Corporate Services


280. Have you done a value analysis for the IT section in its expenditures on equipment/software modernization?There are a number of reasons that IT infrastructure expenditures are made:

to ensure that equipment and software are at levels supported by vendors

to handle growth in usage to fix things that break to replace products that are in an unacceptable condition, and have

high risk of failure.Modernization is only achieved as a byproduct of replacing obsolete equipment. In 2000, an ITB initiative commenced to modernize IT infrastructure, with the objective of reducing the annual maintenance requirement by 1 million dollars. That objective was met. This has been offset by new infrastructure which has been added to support major Capital projects, such as ERP and E-Business, and to add capacity to meet growth in computer usage. For example, the compound annual growth rate for data storage since 2000 is in excess of 50%, which translates into there being 3 times as much data being stored in 2003, than was stored in 2000.

Corporate Services

281. Currently you employ the primary Human Resources dept. Other depts list it as a cost? Is this a flow through? Have you looked at the relationship between and among the various H.R. dept?As part of City 97 shared services implementation, all HR services and staff were consolidated within the Human Resources Branch and funded through tax levy or interdepartmental transfers, except for Police, Library, and the Boards and Authorities which have independent Human Resources units and are budgeted separately by them. For example, EDE shows $160 thousand has been budgeted for their Human Resources.

Corporate Services

282. If the equipment cost of (pg 175) how much of that is a lease cost? What do we own?No answer provided as Administration was unable to verify the reference in this question.

Corporate Services

283. Why are you doing so much central work ($3.785) in 04 than in other years? (pg 55 book III)This does not represent an additional cost in 2004.It is due to a different accounting treatment of our Investment recoveries in the amount of $3.66 million. In 2003 these were classified under “Contract Work” and are now classified as “Interdepartmental” recoveries.

Corporate Services

284. Pg 306 307 Vol IV - talk about the need to replace and upgrade existing IT infrastructure. Have we done a cost/benefit analysis to the changes required? Are the upgrades needed as rapidly as shown?Whenever possible, equipment is upgraded rather than replaced.

The budget request is based upon industry standard life-cycle replacement guidelines. However, Corporate Services does not automatically replace equipment in accordance with these guidelines, and instead attempts to use equipment for as long as possible, subject to it being able to meet business needs and assuming it can be technically supported. In some instances however the cost of delaying the replacement puts the business operation at risk as equipment experiences more frequent outages and repair times

Corporate Services


become longer (if repair is in fact possible).

In 2003, Corporate Services has assessed the condition of all IT infrastructure, using guidelines developed by the Office of Infrastructure for City infrastructure. The guidelines consider physical condition, capacity and operating problems, and ability to meet service delivery needs.

285. Page 312 – says this is the end? Will you be able to show the financial benefits of this project? The major portion of the recommended funded work for 2004 for

Enterprise Resource Planning (ERP) (Project XX-18-0200) is the implementation of MainLink maintenance management application for Mobile Equipment Services (MES). As well, work will begin on the next module, “Sales and Distribution” and will focus on the accounts receivable/billing solution.

Benefits from this project occur first from the IT replacement savings and then secondly through business benefits. Initial efforts have focussed on the IT replacement savings from common hardware and software.

The inclusion of MES in 2004 into the MainLink maintenance management solution is critical. The positive payback for the overall MainLink project is dependent, to a large extent, on the retirement of the MESIS+ application used by MES. The MainLink payback analysis, based on IT replacement only, provided to Executive Committee on October 1, 2003, projected a positive financial payback for MainLink of 8 to 12 years with MESIS+ retired. Without MESIS+ being retired, there will be no positive return on the IT replacement costs from the MainLink investment. MESIS+ alone offers a payback within one year through avoiding the cost of replacing and continuing to support MESIS+.

By completing MES through project XX-18-0200, all plant maintenance management will be performed in a common system. Now, the focus of efforts can turn to the formation of a corporate wide perspective on business benefits. A process of business benefits identification and tracking is now being introduced. It is expected that the identification of business benefits will further reduce the length of the solution payback period. To give a sense of the payback periods, Ottawa is projecting 7.7 years for its ERP system, while Vancouver is more aggressive at 3.5 years. These are realistic ranges for the payback period when the IT benefits are aggressively pursued and combined with the business benefits.

Corporate Services

286. You need to show the impact of the loss of the CHA contract on the EMS budget:a) equipment needsb) allocation of wagesc) material (I would assume most of this is ambulance and not fire)d) general services without a $5m contract why is this at the approximate same level?The 2004 budget has been adjusted to incorporate the loss of the CHA Transfer contract.Equipment and Material requirements used to provide Capital Health Transfer Operations will cease upon termination of the contract in Jan 2004. There is a subsequent reduction of 51FTEs associated with this contract.The loss of the anticipated budgeted revenue of $5.4M includes a reduction of

ERD


$1.1M in associated indirect costs. This will be addressed by expenditure reductions across ERD of $500,000 and a one time corporate wide reduction of $567,000.In 2004 the ERD General Services account was reduced by $746k as a result of the termination of the CHA contract. However, an increase in MES charges for Fire Rescue Services within the same account has offset this reduction.

287. Where do we do our training?Training within ERD may occur in various locations depending on the type of training being undertaken.Training primarily takes place in “in-house” training facilities. For example: ERD Corporate Training School Training Tower Fire Stations Emergency Medical Services Program Development. Emergency Response Communications Centre.Training may also occur at various educational facilities across the city such as Grant MacEwan and NAIT.Training may also occur at various locations across the city (for example River Rescue Training takes place on the North Saskatchewan River).Where necessary, training for all branches of ERD may take place outside the City and Province (for example attendance at conferences and seminars). All training and associated travel is approved in accordance with City Policies and Procedures.

ERD

288. What is the travel for?Funds budgeted for travel are combined into the ERD Travel and Training budget and is identified on page 64 of the 2004 Emergency Response budget. An increase in this budget of $468k is proposed for 2004. This increase is due to an approved service package of $468K that will provide recruit training classes and officer qualifying classes within Fire Rescue.The travel budget within ERD for 2004 incorporates an inflationary increase only (from $63k in 2002 to $65k in 2003). Travel costs are associated with the costs of attending training meetings and training courses/conferences.

ERD

289. Could you divide the cost of inspections for fire from the front line people?In 2004 Fire Suppression has an operating budgeted of $68.7M, Fire Inspection has an operating budget of $3.4M.

The City of Edmonton Quality Management Plan FIRE DISCIPLINE 2003 (QMP) was approved in July 2003 and identifies the breakdown of Fire Inspections as follows:Fire Suppression (front line Firefighters) will perform 6,205 inspections per year as emergency response requirements allow.Fire Inspection (Fire Inspectors) will perform 10,687 inspections per year. The Fire Inspection section provides a range of services of which Fire Inspections account for approximately 45% of workload.

ERD


Note: The QMP is based on a two-year cycle. Completing all inspections identified in the QMP requires a total of 33,784 inspections in a two-year period.

290. Project 01-007-0001 is an upgrading tool. What will it save in terms of time. You list funding the right firefighter to cover absence where will it save? Is the $400 what part of the whole cost? As you say this is preliminary design? What will be the cull cost?Capital Priorities Plan 01-70-0001 – Emergency Response Scheduling / Rostering. (p333)The project will automate the current manual process of managing day-to-day staffing assignments within Fire Rescue. The Scheduling / Rostering system will significantly reduce the amount of time Fire Rescue District Chiefs spend ensuring the appropriate coverage is provided to fire halls in the case of staff absences. This will allow District Chiefs to dedicate time to other tasks such as directing and communicating with front line staff and managing and controlling inventory.This project was requested in 2001 and originally scheduled for completion at the end of 2003. $50,000 is expected to be spent in 2003. A further $402,000 has been cash flowed forward from 2003 to 2004 for completion of the project. The total cost for the project is projected at $452,000.

ERD

291. Project 05-70-0020 – What do you project the total cost to be at implementation stages? Are there any savings in manpower or time?Capital Priorities Plan 05-70-0002 – Emergency Response Mobile Computing Capability (p334)This project will provide all front line fire apparatus (e.g. pumper trucks) with an on board Mobile Data Computer (MDC). The project is scheduled to both begin and be completed in 2008 at an estimated cost of $1.2Million.Fire Rescue Operations are reliant on accurate and timely information. Map information is currently provided to the crews in hard copy form however updates are not timely.Implementing MDC capability provides crews with Up to date map information. Computer Based Routing. Detailed information on buildings and property layouts (including fire

protection features)Incident information will be made available to the responding crews sooner and will provide routing information allowing crews to get to the scene of an incident quicker and thereby reducing response times. Information available through MDC will mean that crews are better prepared to respond to the incident when they arrive on scene.No manpower savings are identified, however implementation will avoid future manpower costs that would be incurred in continuing to manually provide this information.

ERD

292. How many new fireman will we train? You indicated 1 new class, is that to replace retirees or new?There is currently operational funding for one recruit class per year that will allow training for 25 firefighters.

ERD


In addition there is an approved service package of $468K that will provide recruit training classes and officer qualifying classes within Fire Rescue.These recruit firefighters will be replacements for those who are retiring from the service.

293. What is the actual costs of project 02-44-0832 is our share 1/2 of 250 or 250?Project 02-44-0832, ARB – Complaint/Outcomes Management System is a joint project with the Alberta Municipal Government Board, Alberta Municipal Affairs and the City of Edmonton’s Assessment Review Board. The Province of Alberta will be contributing at least $500,000 as its share of the project costs. The City of Edmonton’s share of the project costs will be the $250,000 for the year 2003 and the $250,000 for the year 2004 in the Capital Expenditure Plan. The Request for Proposal for this project is being tendered.

City Clerks

294. You have finished the Industrial Land Strategy. Where will you use the staff?The Strategy did include the provision of 2 new staff positions in 2003 and these positions are now working on implementing the strategy.Resources that were used to prepare the Industrial Land Strategy are now being applied to other policy areas such as Smart Choices.


295. You list a number of initiatives on page 270 & 277. Can you calculate those costs? What of those will be completed & what will carry over at what cost?Work to date on these initiatives has been accomplished within the existing budget. Any implementation of these initiatives that requires additional funding will be included in future budget requests


296. In your charges for various services what % of the costs do you cover?For the services that Council has established fees for, on average, recover 100% of costs.


297. Given the level of development in 03 why is our revenue down so much? Why then such an increase in 04?Planning and Development revenues for 2003 are higher than budget and are now projected to be $23.6M by year-end. As a result the revenue budget for 2004 has been increased by $2.9M as the high level of development activity is expected to continue in 2004.


298. We are spending $5,477 on travel in all city departments. Is that a scrutinized number? Can we cut it by 10% - savings of $547.000.00?The 2004 proposed budget for business and training related travel is $2.1 million in 2004 or a $128,000 (6.6%) increase beyond 2003. The question refers to $5,477,000 which may consider aspects of both travel and training. The 2004 proposed budget includes $7.8 million for all travel and training, which represents a $1.8 million increase from 2003. This increase provides for: $1.0 million required for hosting the 2004 celebrations and CAMA/FCM

conferences in 2004 (one-time expenditures); $0.5 million in additional fire officer and recruit training; and

Finance


$0.3 million for general inflation impacts.These expenditures are scrutinized and are considered to be at a reasonable level given the size of the City of Edmonton. For 2003, travel and training expenditures were curtailed to assist in achieving the year end savings targets.

299. Consulting costs – non Capital - $4,329,000 – is this necessary, could we cut it by 10%?The proposed 2004 budget for consulting expenditures within tax-supported operations is $6.7 million. The budget provides for specialized services and professional fees beyond those available internally. Any reduction to the budget would impact the nature and amount of consulting service available. Certain consulting costs are incurred but reimbursed from outside revenues. An example of this would be some of the expenditures incurred by EDE.

Finance

300. Are these all recurring from year to year?Certain consulting expenditures such as audit fees are recurring year to year. Others such as general consulting, external legal fees, and environmental consulting fees fluctuate depending on the projects and needs of the organization in a given year.

Finance

301. What are travel and consulting for 2001, 02, 03 & 04? Finance

302. Currently the Police Commission is doing an audit of the services Police ServiceCorporate Accounting, Budgets and Reporting of 135November 2003

($000) 2001 2002 2003 2004Actual Actual Projected Budget

Business Travel 811 1,125 887 978 Training Requiring Travel 1,021 916 951 916 Tax-supported Programs 1,832 2,041 1,838 1,894

Business Travel 2 8 58 44 Training Requiring Travel 80 97 60 111 Drainage Services 82 105 118 155

Business Travel - 1 - - Training Requiring Travel 7 14 15 13 Mobile Equipment Services 7 15 15 13

Business Travel 813 1,134 945 1,022 Training Requiring Travel 1,108 1,027 1,026 1,040 Total City 1,921 2,161 1,971 2,062

Travel

($000) Capital Operating Capital Operating Capital Operating Capital OperatingActuals Actuals Actuals Actuals Actuals Actuals Budget Budget

Tax-supported programs 13,910 2,970 21,992 3,638 14,896 2,602 ** 6,732 ***Drainage Services - 830 - 1,039 - 1,278 2,364 Mobile Equipment Services - 20 - 4 - 198 - Total City 13,910 3,820 21,992 4,681 14,896 4,078 9,096

* November 18, 2003 YTD Actuals** The 2004 Capital Budget is not available because of the manner in which the Capital Budget is prepared, whereby the Capital Budget is prepared on a project basis rather than a cost element basis.*** $4.1 million of the increase is due to a miscalculation of expenditures within EDE. This amount should have been included as General Services expenditures related to the conference centre.

Consulting

2001 2002 2003* 2004

operations. Once that is complete then I will have questions.No response required.

303. Major concern is the ongoing increase in wages that are having an impact on the service size? In 04 you are estimating a cost of $8.193m only for personel. What is the department looking to do to shift some of the jobs to civil side?Please refer to the response in Question 176.

Police Service

304. Could you elaborate on your travel budget?The Library’s travel budget of $71,000 covers travel for 10 Board Trustees and 292 eligible staff members. The majority of travel is for the provincial and national library conferences, and in order to maximize staff development opportunities, limits have been established. For example, expenses for the provincial conference in 2003 were approximately $1,000 (travel, lodging, meals, registration); however a limit of $750 was set and any expenditure above that amount was the responsibility of the staff member.

Library

305. What is the budget impact if you closed ½ hour either earlier or open later? Same for 1 hour?Reduced hours of service would need to be significant enough to constitute a barrier to citizen access to Library services on a city-wide basis. Experience has proven that even when branches are totally shut down for extended periods, approximately half of all customers will travel farther to make use of other, more distant Library branches on a regular basis. Consequently, it is anticipated that if hours of operation are reduced by a half hour to an hour daily, citizens will make relatively minor adjustments in their schedules and continue using the Library. In other words, the same volume of work will be compressed into a slightly shorter day. To actually eliminate work as opposed to merely compressing or postponing it, a branch would have to be closed.Factors that will be considered for deciding which medium-sized branch to close will include:

Whether a facility is owned or leased and how much time is remaining on the lease.

Proximity to other branches.Life span remaining on owned facility.Statistical data on visits, circulation and number of citizens served.Operating costs of the facility.

The Library’s concern is not the degree of “public relations” work involved in dealing with outcomes of cuts to services. It is, however, gravely concerned that a swath of cuts across a series of city-wide library services will leave all citizens with a lower level of service and reduced access to information, as well as result in high levels of citizen dissatisfaction.

Library

306. What impact would you have on your budget with various increases in:a) penalties Library fines are currently 25 cents per day for adult books and 10 cents per day for children’s books. Videos are a dollar a day for adults and 40 cents for children’s material. These are currently at the Canadian public library average. The main reason for fines is to ensure the timely return of library materials. Experience here and elsewhere has shown that an increase in fine rates may result in a short-term decrease in revenues (or at best be revenue neutral) as people are more careful about incurring charges. When

Library


fines were increased in 1990, revenue decreased by $62,000 (8.8%).b) membership The introduction of membership fees in 1994 resulted in a 10% decrease in items borrowed by adults, and a 16% decrease in library memberships, as the sharing of library cards within families became more prevalent. Experience in other libraries has shown that fee increases result in decreases in membership and only small increases in revenue. For example, St. Albert increased its family fee in 2003, and to date membership has dropped by 5.8% and requests for waiving of fees are up dramatically. When the membership fee was first introduced in Edmonton, fines revenue decreased $109,000 (14.6%).Alberta is one of two provinces in Canada that allows public libraries to charge membership fees. In most of Canada and throughout the United States, library cards are free to citizens.It is the feeling of the Edmonton Public Library Board that an increase in fees would result in minimal, if any, additional revenue, and would instead discourage library use.

307. Over the past 2 years 2002 to 2004 you have increased your materials, goods and supplies by 1m. Could you further break down these charges?Materials, Goods and Services (includes all 16 branches)

2002 Actual 2003 Budget 2004 Recom.Library Materials $3,600,000* $4,115,000 $4,321,000Computer software/hardware & Library Network maintenance 331,000 479,000 493,000Stationery 395,000 377,000 382,000Data Line Rentals to connect all 16 branches162,000 227,000 234,000Furniture & Equipment for public use 87,000 82,000 84,000Furniture & Equipment for staff 74,000 63,000 64,000Other (postage, photocopier maintenance, etc.) 138,000 140,000 144,000

$4,787,000 $5,483,000 $5,722,000In 2003 there was an additional $200,000 added to the library materials base budget.*The actual expenditure for library materials in 2002 was $3,730,000. There was $130,000 of 2002 library materials not paid until 2003.

Library

308. Could you breakdown your information services budget of $1,712m. What do you charge for the service?Information Services 2004 budget of $1,712,000

Personnel Costs (32 FTEs) - $1,645,000Day to Day Operations (i.e. phones, stationery, equipment maintenance) -

$67,000There are no charges for reference services to citizens. This is a basic service that the Library must provide under the Alberta Library Act, in order to receive its operating grant. In addition under Part 5, Section 36(1)(f) of the Act, the Library is prohibited from charging for basic information services.

Library

309. You are spending 723,000 on community relations and corporate development. How much does the latter bring in as it is not shown? Could you breakdown the two into the two areas? What is the function of community relations, I assume it must be greater than

Library


just a info role?Community Relations ($573,000) includes the following programs:Communications Division is responsible for system-wide corporate identity, advertising, signage, publicity, media relations and promotional materials such as posters, brochures and the library magazine “The Source”. It also organizes special events such as Alberta Library Week, Freedom to Read Week and Read In, and supports many public service initiatives. There are 2.6 FTE in this area.Theatre and Meeting Room Facility Management staff made over 2,000 bookings and generated $42,000 in revenue in 2002. There are 1.3 FTE.Production Services is the print shop for the Library, supporting all 16 branches with posters, brochures, forms, banners and all major photocopying jobs. There are 2.3 FTE.Community Relations staff also sit on community boards and city committees and work closely with community initiatives, requiring about 1 FTE staff time.Corporate Development ($150,000)This area was established in 1998. Since then, the Edmonton Public Library has raised nearly $6 million for capital projects, library collection enrichment and other projects.

310. I am surprised to see that you listed as one other medium sized library to close as Lessard, but you list the Lessard Branch as the highest priority for a new 95.233m branch? Where is the logic?The Lessard Branch is a medium-sized branch. As the Library Board has not made any decisions as to which medium-sized library would close should operating funds in 2004 be insufficient, Lessard is included on the list. The Library has had significant problems with the Lessard landlord in terms of maintenance and condition of the facility, and the lease on the current site expires in 2006. Those factors make the Lessard Branch a possible candidate for closure. Should the Board decide to close Lessard or any other medium sized branch, it is unlikely that the Library would be in a position to expand/improve services to further meet the needs of citizens. In other words, the Library would have to forego the opportunities presented as a result of the population growth in the west and the impending expiry of the Lessard lease. Changes to the Lessard Branch have been part of the Library’s 10-year Capital Plan which was in existence prior to the Library’s proposed budget cut.

Library

311. Where do you plan to relocate the Lessard Branch?This project would see the purchase of property and construction of a 20,000 - 25,000 sq. ft. standalone library facility intended to be a district branch serving West Edmonton. The project will involve acquiring property and constructing a facility in the vicinity of the Jamie Platz YMCA and the Callingwood Mall.

Library

312. You list funded services needs as $245 to deal with growth in public use of collections and reference services. Funded by Province. Can you reallocate these funds?These funds cannot be reallocated. With the major increases the Library is experiencing in both visits and circulation over the past 3 years, staff resources have been stretched to the limit. Despite transforming two senior managers’ positions into six other positions to help with growth, it has not been enough.

Library


Our long-range financial plan called for us to submit a funding package for staff in the 2004 budget. This was later withdrawn after the announcement was made about the increased provincial grant. If we used the grant to offset the $375,000 shortfall, the staff-funding package would still be on the table. If it had not been approved by Council, the Library Board may well have been forced to close a small-sized branch.With 79% of our budget going to support public services, a cut of $375,000 is a challenge that can only be met by eliminating work.

313. You present your budget as three departments. The Shaw Conference Centre will need $2.183m. What do you see the need once Hall D is finished? Can the centre operate at a breakeven?EDE operates 5 business units, a circumstance that is unique, as far we know, in North America. These business units are:

Economic DevelopmentEdmonton Research ParkEdmonton TourismShaw Conference CentreExternal Parnerships Programmes

For the purposes of the budget presentation to City Council, business units 1 and 2 above have been combined into one for presentation purposes. Business unit #5 is in the “Service Package” and is not part of the core program funding from the City.

The budget presentation indicated that the Shaw Conference Centre will require $2,183 to operate its business in 2004.

In the first full year of operation, the expansion related to Hall D will result in additional economic activity in Edmonton of about $10 million. In addition, the operation of Hall D is estimated to generate a minimum $150 (ie. $150 thousand) of additional operational cash flow, which will help in offsetting the existing deficit. Many of our lost convention accounts would cite the inability of SCC to accommodate their exhibits plus their plenary sessions and wind-up banquets. Hall D will be used most often for plenary sessions and banquets and for that reason will be able to support itself.

EDE has always allocated a part of the tax levy funding towards the operations of the Shaw Conference Centre. Most conference centers in North America are supported in some way by either municipal or regional governments, through direct subsidization or consumer taxes.

EDE

314. In last years budget we allocated $500 for the cluster strategy. How were those funds dealt with in the 04 budget?In 2003 the City provided $500 of additional funding for the continued operation of the “Greater Edmonton Competitiveness Strategy”. EDE has requested the same amount for 2004. This program was presented to council in prior years, indicating that it would be a $6 million program over three years (now five), of which 50% would be funded by the City of Edmonton and the balance split between Western Economic Diversification and the private sector community. This program will be 2/3 complete at the end of 2004.

This $500 has been requested through the “Service Package” in the 2004 budget documents.

EDE


315. Could you compare the funding of your 3 divisions with other cities:a) Calgary

Tourism Calgary - $1,957 in 2004 from City of CalgaryConvention Centre Calgary – Gov’t Funding of $1,765 (in year 2002)Economic Development Calgary - pending

b) WinnipegTourism Winnipeg – pendingConvention Centre Winnipeg – Gov’t Funding of $2,512 (in year 2002)Economic Development Winnipeg – pending

c) HalifaxTourism Halifax – City Funding: $367; Hotel Tax $1,100 Convention Centre Halifax – pendingEconomic Development Halifax - pending

d) WindsorTourism Windsor is a city departmentConvention Centre Windsor – Gov’t Funding of $509 (in year 2002)Economic Development Windsor - pending

EDE

316. Project XX-23-0600 – Is this a provincial mandated project due to environmental standards set by Province? Are they contributing?This project is to minimize the contamination of stormwater by sanitary sewage through interconnections between the two systems. This is in accordance with agreements with the Province. The program receives no external funding.

AM & PW - Drainage

317. Project XX-23-1370 – In what areas is this needed i.e. mature areas, inner city?This project is city-wide. The emphasis is on installation of floodproofing devices as a protection against basement flooding.

AM & PW - Drainage

318. Project 00-23-4609/92-23-3118/02-23-3310. Is this also mandated for region? If so, who will pay? If not why? The above 2 projects will cost about $90m. Will Province contribute?Project 00-23-9609 (Gold Bar Treatment Plant Upgrading) is to upgrade the wastewater treatment plant to ensure it continues to meet provincial requirements. This is not mandated, but is proactive planning to ensure continuous compliance.Project 92-23-3118 (Tertiary Treatment) is to provide biological nutrient removal at the wastewater treatment plant. This is mandated by the Province of Alberta and has to be completed by 2005. The initial funding for this project included $26 million from the Federal and Provincial governments in the original infrastructure program in 1993. The balance of the funding is through the Sanitary Utility.Project 02-23-3310 (CSO Enhanced Primary) is to provide higher levels of wet weather treatment at the wastewater treatment plant to meet provincial requirements. This project is funded through the sanitary utility. However, this project is being undertaken in conjunction with 02-23-3300, which is the ICAP project. The federal and provincial governments are contributing approximately $13 million to this project.

AM & PW - Drainage

319. Using project 04-23-3400 to improve the quality of water to recycle – AM & PW - Corporate Accounting, Budgets and Reporting of 135November 2003

Is there a cost/revenue benefit?Project 04-23-3400 (Water Recycling) is to develop a conceptual design of a recycled water distribution network from the Gold Bar Wastewater Treatment Plant. Initial investigation has determined that with the participation of sufficient industrial customers, this service could be provided as a new revenue source to the Sanitary Utility. Only those projects with a favourable cost:benefit will be pursued.

Drainage

320. Project 04-23-5403. Is this a facility to be paid out of utility costs? Is there no other city space or leaseable space available? We can not build new offices due to cost of construction, why can we not lease service space?Yes, the cost of this facility will be paid from Drainage Services and will have no impact on tax levy. Renovating the existing Kennedale building will allow the pumping stations maintenance staff to continue sharing other common facilities (washrooms, locker rooms, storage facilities etc. ) and services with the remainder of Drainage Operations. Therefore, leasing other facilities would be a more expensive alternative.

AM & PW - Drainage

321. Project XX-23-6100. What kind of equipment needs to be replaced for 72.1m over 4 years?The total of program XX-23-6100 for 4 years is 2.1 million. Drainage Services requires the continued replacement of worn out equipment and new equipment for it’s operating and maintenance area. Equipment such as service TV inspection equipment, mainline TV equipment, Draeger breathing equipment, pumpstation rescue equipment, and equipment for combined dumpsite at the Cloverbar Lagoons.

AM & PW - Drainage

322. Project 04-23-9302. Is for $23,300m of that 88.5 is funded by Sanitary Services fund strategy – what is the fund and who pays? The balance of $14.8 is funded through self liquidating debentures who runs this? Again where is the Provincial aid?Project 04-23-9302 (WESS W12) is the construction of a new sanitary sewer river crossing. This project is required to service new development in the City’s west end and also as a key component of the Combined Sewer Overflow Control Strategy. The Sanitary Servicing Strategy Fund contribution of $8.5 million is in support of the development need for this sewer. The Sanitary Servicing Strategy Fund is a funding mechanism established with the development industry to finance the construction of these large diameter sewers needed to sustain continued growth in the City. The $14.8 million contribution from Self-Liquidating Debentures is funded through the Sanitary Utility rates charged to customers. This is the City’s contribution towards the need for this sewer for combined sewer overflow control. There is no provincial funding for this project.

AM & PW - Drainage

323. Project XX-23-9502. We do not supply any IT service or equipment to Drainage?The Information Technology section of Corporate Services provides computer service to Drainage Services. The cost of this service is charged to Drainage Service as part of the Corporate Shared services charge to the current years operating budget. The capital program XX-23-9502 in Drainage Services is used to fund the replacement of high end computer aided drafting/graphic equipment used to support mapping and recording of as built drawings.

AM & PW - Drainage


324. Project 02-23-9606/XX-31-9608/XX-23-9608. Do we not charge for the installation of sewer service connections?Customer Services: Yes, Drainage Services charges customers for the installation of sewer service connections. This is done by developing a fee schedule each year, which reflects the size and cost of services. These schedules are based on historical information and inflationary pricing including department overheads.Developer Services: Yes, Drainage Services charges customers for the installation of local improvements requested by the benefiting property owners. All costs applicable to the local improvement including the design, engineering and construction are recovered in the costs assessed to the applicable property owners.

AM & PW - Drainage

325. 03-75-1083. Shaw Hall D $24,000 postpone?When the City accepted ICAP Funding for this project, the City agreed to meet the ICAP requirement of completing the construction by March, 2006. Postponing the project would result in substantial construction delays and the construction of Hall D would not be complete by March, 2006. The City would then be in a position of losing the funding since the deadline was not met. The City would also lose the funding if an application was made to ICAP to transfer the funding to another project since Hall D was nominated by the Federal Government for the remaining ICAP funding. Federal Government ICAP representatives have indicated they would not accept an application to transfer the funding to another project.

AM & PW – Land and Buildings

326. 00-75-2001. What will be the return to the city upon sale of assets? Funding is from retained earnings of the Land Enterprise or from where?The overall financial return realized by the City for development of its 62 ha holding in Belle Rive is confidential information that is available to share with Council pursuant to Section 25 (1) ( c ) of the freedom of Information and Protection of Privacy Act. The rate of return would reflect the acquisition price the City paid for this holding in 1981 and the provision of 17 ha of land for a district level school/park site and a 4 ha storm water lake. Funds expended on City land development are financed from short-term borrowing that is repaid through future land sales revenues. See Question #329.


327. 00-75-2003/2004/2005. These are paid from retained earnings. The same as above, but what happens to these dollars and where do they go?Funds expended on City land development are financed from short-term borrowing that is repaid through future land sales revenues. In the year that the lots are sold, the cost of land, including acquisition, servicing and development costs are expensed through the operating program. See Question #329.


328. Project 04-75-2100. Is now postponed. I assume it is now out?This project, which provides funding for the residential and commercial redevelopment components of the Fort Road Implementation Plan has not been postponed, and the budget request for 2004 is required to fund land acquisition for medium and high density residential development and to undertake detailed development and design studies.


329. Could you give me an analysis of the land fund retained earnings AM & PW – Corporate Accounting, Budgets and Reporting of 135November 2003

makeup?The retained earnings is made up of the accumulated operating gains and losses that have occurred through the years. It represents equity in the investment of land inventory. It is not cash. See Question #327.

Land and Buildings

330. Project 04-75-3299. Will be raising our monthly charges in 04?Monthly parking rates in City owned parkade facilities will not be increased in 2004. Monthly parking rates were increased in January 2003 from $150 per month to $160 per month. Based on a recent market survey of other comparable underground heated parkade facilities in the downtown area, the current rate reflects the middle to upper range of current market conditions.However, based on the same survey, the half hour parking will be increased January 1, 2004 from $1.25 to $1.50. This increase is projected to generate an additional $195,000 in annual parking revenue. See Question #348.


331. XX-75-3511. You have an estimate of + or – 50% for a cost of $635. What has been the cost for the other floors?The most recent costs of renovating a floor at Century Place including asbestos removal and complete interior renovation is $693,750. This breaks down into $172,500 for asbestos removal and $521,250 for the renovations.


332. XX-75-3604. The rationale is the increased emphasis on business process re-engineering and used technology – to achieve cost savings. What are the cost savings?The cost savings referred to are related to the business operations of the department seeking the accommodation improvements. The department requesting the accommodation changes is responsible for the cost justification. Land & Buildings does not audit the justification, although the work will be prioritized against other requests.


333. 04-75-3804. If the project is unfunded why are you doing the engineering? What is the construction cost? Is this for storage only or for repairs? When you say design is this working drawings or concept?There is a critical need for a new transit garage to be operational in 2007 to accommodate funded increases in the bus fleet to meet growing transit service demands. Schematic design and other engineering analysis must be done in advance (2004) to refine the construction estimate, examine the feasibility of staged construction and to meet the project completion schedule for 2007 in anticipation that construction funding will be approved in 2005/06. The preliminary construction cost estimate is $30.0 million with a cost accuracy of +/-30%.


334. Project 07-75-5164. $3m in 07 is this a process to approve it or does it need more scrutiny?There is no budget approval request for this project in 2004. It has been included in the Funded portion of the Capital Priorities Plan for 2007 and a budget approval request will be brought forward accordingly and scrutinized at that time.


335. Project 04-75-4694. Can we put a surcharge on a ticket to help cover the ongoing repair costs?



The City presently has in place the Admission Surcharge Bylaw No. 10841, which provides for primary and supplementary surcharges on tickets for events at Rexall Place. Pursuant to various agreements the City has with Northlands and Hockey Corp, these surcharges are collected and retained by Northlands and Hockey Corp. Any additional surcharges imposed by the City and to be retained by the City would need to be negotiated with Northlands.

336. 04-75-5176. Fire station tax supported debt is $6m cost estimate is $9m, where is the balance?The $6.0 million is the tax-supported debt budget request for 2004. The remaining $3.0 million is also to be funded from tax-supported debt in 05/06 as in identified in Project 04-75-5176.


337. 05-75-5177. Is there a performance which justifies the costs with a rate of return?The development costs for the planned servicing of this project in 2006 are conceptual and have been based on the City’s previous residential development experience. A business case analysis, including rate of return will be undertaken in 2005 to justify the City developing these lands, including the implications of preserving the existing wetland and associated natural area which occupies about 2/3 of the City’s holding.


338. 05-75-5186. Why are you doing this if we have not approved the single start station?This project was included for funding approval in 2004 in anticipation that funding for the Single Start Station would also be approved by Council in 2004. In addition, Station #28 is 43 years old and has a number of physical and operational deficiencies that require that this station be replaced within the next two years. If the City does not proceed with the Single Start Station in 2005, it is recommended that an additional $250,000 be allocated to this project in 2005 so that a new “shift start” station can be built at this location to provide effective ambulance service.

AM & PW – Land and Buildings /

ERD


Councillor J. Batty:Questions and Answers Directed To

339. The civic salaries in each department account for what percentage of the departments overall total operating budget:

a) Without benefits;b) Including benefits;c) How does this compare to Vancouver, Calgary, Winnipeg,

Ottawa; d) How does this percentage compare with the private business

sector?

a)

b) Salaries plus benefits as a percentage of total expenditures, is provided in the 2004 Budget Summary on pages 75 to 77, the consolidated Resource Distribution. The row called Salaries, wages and benefits includes all personnel costs, that is, salaries, wages, overtime, benefits and allowances.

c) A review of December 31, 2002 statistics published along with the financial statements provides the following corporate comparison for salaries, wages and employee benefits as a percentage of expenditures:

A department by department breakdown is not readily available and would require further research. Departments are not necessarily set up consistently across municipalities.

d) There is no benchmark readily available that would compare the private sector to the City with respect to salaries and benefits as a percentage of expenditures.

Finance

340. What are the margins of savings acquired through contracting out Corporate


services?Contracting out of services can be undertaken for a variety of reasons. Cost savings may be one factor, but considerations such as skill availability, workload management, attitudes toward partnerships, and managing competition may also drive a decision to provide services in a different manner. The variety of factors involved in determining the appropriate service delivery approach do not allow for a single figure to be provided on potential savings from contracting out. A business case is required to confirm savings, if any, and other significant service and delivery impacts. A University of Victoria study of over 300 Canadian municipalities indicated that more cost savings were achieved through the use of a mixed-workforce (part municipal workers and part contracts) as compared to total contracting of waste collection services. It is interesting to note that savings were even higher for a 100% municipal workforce as compared to a mixed workforce strategy.

In order to ensure the City receives value for expenditures on the use of external professional services, a new City framework will provide a tool for business areas in determining the best way to obtain professional services. Business units will have to undertake a “make/buy” analysis, with “make” meaning undertake the work with City staff and “buy” meaning purchase the service from external providers or as a form of outsourcing. Cost is one factor, but issues such as the need for independence, availability of internal expertise, frequency of need and project timelines all need to be considered.

Services

341. The Planning and Development Department had a number of PTE’s during the past year who became FTE after one year of employment as per the Union contract.

a) Is this a standard clause in union contracts; andb)what other departments are impacted by this clause?

The present contract provides that a term of temporary employment cannot exceed 1 year, which is why temporary positions are generally posted for up to 11 months. The present economic condition suggests that temporary employees are needed to deal with increased workloads. In the 2003 budget Council granted the Department authority to hire these positions against the higher than normal revenues. In the 2004 budget the Department is proposing to do essentially the same thing except keep the temporary employees who have been trained and therefore working at a high efficiency level by making them permanent. These positions are still charged against “unsustainable higher” revenues and when these revenues decrease the staff will be laid off.


342. Recommendation # 94 of the Alberta Learning Commission Final Report states “allow school boards to requisition their local residents for up to 10% of the amount raised through provincial education property tax.” Does the City of Edmonton have any information on:

a) Whether the province will act on this recommendation;b)The Province’s proposed 2004/2005 school mill rate?

a) The cities of Edmonton and Calgary by letter jointly requested Premier



Klein to reconsider the implications of this Recommendation on local governments, and that it be dismissed completely. Learning Minister Oberg has publicly indicated that there is resistance to this Recommendation. It is our expectation that the Province will not act on the Recommendation. This would also require legislative changes prior to any implementation.

b) The information from the Province, as provided in the Province’s budget documents in Spring 2003, was that the 2004 provincial education tax would increase by 6% over 2003. This would place the 2004 education tax for Edmonton at $246M ($14M increase). A further 6% increase would occur for 2005.

343. Are there any programs in place to assist residents on fixed incomes with:

a) municipal property tax;b) provincial education tax?

The City does not offer any programs to assist residents on fixed incomes, in terms of municipal property tax nor the provincial education tax.Financial institutions, however, offer property owners the service of reverse mortgages to assist with their payment of taxes.


344. How much money from the sinking fund is being contributed to the 2004 budget?For the 2004 Capital Budget, a total of $6.9 million is funding applied from excess earnings in the Sinking Fund. Of that amount, $5.7 million was previously approved from the 2002 excess earnings balance. A further $1.2 million has been included from a proposed $6.0 million allocation to be applied evenly over a five year term (2004-2008).

Finance

345. Please explain, once again, why we send manpower from the Police department, the Fire Department and the Emergency Response Department to the same accident;What are the efficiencies in sending all departments to respond to the same accident?A Tri-Services review of the management of Motor Vehicle Incidents was undertaken in 2002 between Edmonton Police Services and the Emergency Response Department to clarify the roles and responsibilities for each service in response to a Motor Vehicle incident.

The three Emergency Services (Fire Rescue, Emergency Medical Services and Edmonton Police Services) are each responsible for providing different types of service at Motor Vehicle Incidents dependant on their specific area of expertise.

Emergency calls are evaluated and assessed on an individual call basis prior to the dispatch of resources. Not all emergency calls require the same level of response so not all services are necessarily dispatched to every call.

The following services may be provided:

ERD / Police Services


Fire Rescue Services: Provide First Responder Medical aid Stabilize the vehicle and extricate/rescue of victims Prevent, control and/or extinguish fires Provide Dangerous Goods containment and clean up Provide Scene Safety for emergency personnel and citizens and perform

(environmental) clean up Provide traffic control Preserve the accident scene for accident reconstruction and investigation

teams.

Emergency Medical Services: Evaluate patients and provide emergency medical care including

Advanced Life Support Assess patient needs and provide (or arrange) patient transport to

Emergency Medical Facility

Edmonton Police Services: Provide Scene safety for emergency, citizens and evidence. Collect evidence and undertake accident reconstruction and investigation

for violations to the Traffic Safety Act.

Throughout the incident the three services communicate and co-ordinate their activities and where necessary extra resources may be requested or resources may be cancelled.

346. Under Drainage Service Operating Budget – Detail, expenditures by Activity, please explain what is included in the Financial of 26,335,000?Components are interest expense $10.1 million, depreciation $9.0 million, and franchise fees $7.2 million. The franchise fees are contributed to the City’s General Revenue.

AM & PW - Drainage

347. Drainage Services – Capital Budget, Outstanding Capital Challenges, Infrastructure Gap. The second priority unfunded project is Systems Rehabilitation, which is in coordination and dependant upon Transportation and Streets funding their project.a) what is the project; and

a) b) What are the ramifications to the Capital Budget of Drainage if the Transportation and Streets project is brought funded from debt financing?Project XX-23-8154 (Systems Rehabilitation Unfunded) is to rehabilitate deteriorated sewers on a neighbourhood basis and in a coordinated, timely and cost effective manner with roadways surface work and other utility upgrading. The next priority neighbourhood is Queen Mary Park. This project is unfunded as the Transportation and Streets component of this project is unfunded. See Question #65.

AM & PW - Drainage

348. Land and Buildings revenue from City owned Parkades:a) a) Are the rates charged competitive with privately owned parkades

within the city;



b) b) Are the rates comparable to rates in other cities with similar lack of parking space?

Yes, hourly and monthly parking rates in City owned parking facilities are established based on market surveys of other underground heated parkade facilities in the downtown area. The proposed increase in half hour parking rates reflects the middle to upper range of current market conditions.Parking rates in cities are typically established based on the demand for parking and the availability of parking stalls, primarily affecting the downtown area. It is the view of the Land & Buildings Branch, along with the Downtown Business Association (DBA),that Edmonton compares favourably with other cities based on the availability and affordability of downtown parking stalls. See Question #330.

349. Land and Buildings previously approved projects with changes includes the Legacy project for $6.3 million. Please explain what are the changes?The change in budget for this project is not $6.3 million but rather represents an increase of $600,000 based on the final design and construction cost estimate approved by City Council in the Spring of 2003. The $6.3 million is the budget approval request for 2004 to fund completion of the Legacy project and includes the additional $600,000.


350. Land Enterprise Operating Model, please explain what makes up the Other Revenue for $518,000?Other revenue is comprised of interest on staged payments for land sales and permanent area recoveries.

AM & PW – Land

Enterprise

351. Land Enterprises Resource Distribution Other Charges of $25,683,000:What makes up other charges;Why the 119.5% increase from 2003?Other charges include the cost of land sold, debt interest charges and land acquisition costs. In prior years, land acquisitions for other departments’ capital requirements were not included in the Enterprise budget since they were a “flow-through” transaction. Starting in 2004, the budgeted cost of land acquisitions as well as recoveries have been included to minimize the month-to-month variance in financial reporting. See Question #207.

AM & PW – Land

Enterprise

352. MES Operation Budget – Detail:a) what is included in Financial of $30,077,000 under Expenditure by

activity;Financial costs include depreciation on fleet, buildings and shop tools and equipment, as well as contributions from departments for funding of replacement vehicles.

b) Resource Distribution other charges of $34,758,000, what makes up these charges;

This category includes fleet amortization, depreciation, insurance and taxes

AM & PW - MES


$30.5 million, and utility costs of $4.2 million.

c) Why the 91.6 % increase from 2003?This is due to a change in the way bus replacements are financed. Starting in 2004, bus replacements will be financed from reserves rather than from the tax base. This is a change in accounting presentation. See Question #218.

353. Waste Management Operating Budget under what we can not do in the 2004 Budget:

a) a) The business opportunities identified in the City Auditors report, what is the funding required for the technical and business evaluation;

A number of opportunities were identified in the Auditor’s report. Some are well established technologies; others are new leading edge technologies. The Branch has included a Service Package for Council’s consideration which would provide funding of $450,000 in 2004 to enable the careful evaluation of these opportunities. These funds would be expended primarily for specialty consultants and pilot scale evaluations.

b) b) What is the length of time before cost recovery?The time to cost recovery is not known at this stage. One objective of the planned evaluations is to answer this question. Assuming that one or more of the opportunities identified proves to be viable and is acted upon, recovery of this initial expense will be factored into the business plan. Any projects found not to be viable will not be undertaken.


354. What would be the impact on the Community Services Department if the funding for the Landlord and Tenant Board was removed from the 2004 budget?The impact on the Community Services Department would be a reduction of $487,000 in proposed tax levy funding for 2004. The biggest component of the budget reduction would be the elimination of 8 FTE’s. The closure of the LTAB would also result in an increased number of telephone calls to the Department and other City offices, such as the Citizen’s Action Centre and Councilors offices.

Community Services

355. What would be the impact to the Province if the Landlord and Tenant Board was removed from the 2004 budget?Recent statistics show that, for the period January 1, 2003-November 12, 2003 the provincial government call centre received a total of 45,666 calls of which 19,105 came from Calgary, which closed its Landlord and Tenant Advisory Board at the end of 2000, as compared to 5,792 from Edmonton. The removal of the LTAB from the 2004 budget would result in a significant increase in the number of calls received in their call centre, with no guarantee of additional staffing, and therefore longer wait times and reduced levels of service. There could be an increase to the numbers of landlords and tenants using the court system as well, again due to the elimination of the mediation and preventive services such as public education that are provided.

Community Services

356. In the 2004 budget the Edmonton Public Library is requesting and Library


extra $250,000 for additional library materials. In the 2003 budget the Edmonton Public Library requested and was funded an extra $250,000 for additional library materials. Once funded does this service package become part of the regular budget for future years?In the 2003 budget, the Library requested an additional $250,000 for library materials and was provided with $200,000. This amount was added to the base. The 2004 unfunded service package is for an additional $250,000 and will be added to the base if it is approved by Council.

357. In expenditure by activity the Edmonton Public Library has $3,685,000 designated for system wide and central operations. Please explain what this is and will it eliminate any full or part time staff?Systemwide and Central Operations - $3,685,000Milner Library - maintenance, utilities, insurance premiums $1,052,000IT Services for all 16 branches 1,261,000Plant & Transportation (i.e. drivers, movement of library materials & interdepartmental mail between branches) 672,000Purchasing and Support staff 304,000Systemwide Charges (i.e. training, custodial, book bins, fax & cash register maintenance, insurance deductibles) 192,000Systemwide Postage 85,000Photocopier Maintenance for all 16 branches 85,000Library Board expenses 34,000With the closure of a medium-sized branch, no FTEs will be eliminated from this category.

Library

358. In the same expenditure by activity $723,000 is designated for community relations and corporate development. Please explain what these dollars are specifically allocated to.Community Relations ($573,000) includes the following programs:Communications Division is responsible for system-wide corporate identity, advertising, signage, publicity, media relations and promotional materials such as posters, brochures and the library magazine “The Source”. It also organizes special events such as Alberta Library Week, Freedom to Read Week and Read In, and supports many public service initiatives. There are 2.6 FTE in this area.Theatre and Meeting Room Facility Management staff made over 2,000 bookings and generated $42,000 in revenue in 2002. There are 1.3 FTE.Production Services is the print shop for the Library, supporting all 16 branches with posters, brochures, forms, banners and all major photocopying jobs. There are 2.3 FTE.Community Relations staff also sit on community boards and city committees and work closely with community initiatives, requiring about 1 FTE staff time.Corporate Development ($150,000)This area was established in 1998. Since then, the Edmonton Public Library has raised nearly $6 million for capital projects, library collection enrichment and other projects.

Library


359. Under summary of key changes $245,000 – additional staff (6.5 FTE’s) to deal with the growth in public usage of collections and reference services. This service is funded from the additional Provincial Grant.What is the additional Provincial grant;How much is the grant; andIs the additional grant included in the $2,857,000 Provincial grant revenue?The additional provincial grant was for $245,000 and it comes from the per capita increase from $4.03 to $4.29 (which was the 1994 rate). This $245,000 is included in the $2,857,000.

Library

360. In the Edmonton Public Library recommended 2004 Capital Plan, $70,000 is being allocated to the relocation design of the Lessard branch and $725,000 to the Idylwylde branch renovation. Why would you include these branches for capital funding when the media has reported the EPL as saying they will be closing the Lessard branch if extra funding is not provide?Both Lessard and Idylwylde are a medium-sized branches. As the Library Board has not made any decisions as to which medium-sized library would close should operating funds in 2004 be insufficient, Lessard and Idylwylde are included on the list. Changes to the Lessard and Idylwylde Branches have been part of the Library’s 10-year Long Range Financial Plan which was in existence prior to the Library’s proposed budget cut.

Library


Councillor M. Phair:Questions and Answers Directed To

361. Regarding the 2004 proposed budget, what is the impact on the City’s CO2RE program and initiatives?The 2004 proposed budget does not include the $100,000 for CO2RE that was provided in 2003. This shortfall in funding for the CO2RE Initiative will have a negative impact on the program and our ability to meet the City’s FCM/Kyoto commitments.As identified in the 2003 CO2RE Annual report that was provided to Transportation and Public Works Committee on November 18th, without this City funding a limited number of activities would be undertaken in 2004. This reduced level of activity would have little impact on reducing the community-wide growth in greenhouse gas emissions.Without continued City funding, it will be difficult to access potential new matching grant funding. Up to $92,000 in confirmed grants could be at risk because of the $100,000 shortfall. See Question #28.

AM & PW

362. To reach the goal of a sustainable city with improved quality of life for its citizens, I would like Administration to list some of the new initiatives for 2004 that will a) increase a sense of safety; b) ensure secure and strong neighbourhoods; c) improve clean air and clean water; and d) increase affordable housing.The 2004 – 2006 Corporate Business Plan raises the challenge of how Edmonton can sustain its quality of life and economic competitiveness in future years. Initiatives are provided in the Plan and the department business plans and budgets to address the challenge.

Increase Sense of Safety provide Emergency Medical Services (EMS) and Fire Rescue consistent

with service level targets and available funding replace two fire stations and build a new fire station construction of the South East Division Police Station provide additional analysts for the Intelligence-led Policing and

Edmonton Approach Strategy address minimum lifeguard requirements at Mill Woods Recreation

Centre, address staffing requirements to meet heavy public usage in twin arenas on weekends; provide security measures and on-going police presence in northeast facilities on weekend evenings

continue “Building Bridges” through the Safer Cities initiative to provide co-ordinated approach to community-based crime prevention activities

implement recommendations of the ETS Safety and Security Reviews to increase safety and security on the transit system

Ensure secure and strong neighbourhoods define high priority neighbourhood and optimal service delivery targets

for neighbourhood social and recreation services develop a comprehensive framework and action plan for supporting

low-income Edmontonians access to recreation and related services design and implement a “Walkable Edmonton” strategy

Corporate Services – Strategic Services


define and develop a vision for Community Hubs that will add community vitality into local neighbourhoods and bring people together, to gather or meet, and to share and exchange information

Improve Clean Air and Clean Water continue driver training in fuel efficient driving techniques to reduce

fuel consumption and greenhouse gas emissions acquire vehicles with enhance emission control with a focus on energy

conservation facilitate energy management projects/activities through the Office of

Energy Management facilitate implementation of the Environmental Strategic Plan and

develop an implementation process for Edmonton’s Community-wide Greenhouse Gas Reduction Strategy

ensure appropriate maintenance and operation activities are undertaken to support renewal of the Approval to Operate from Alberta Environment for the Gold Bar Wastewater Treatment Plant

undertake major capital projects including the West Edmonton Sanitary Sewer (WESS W12), CSO Control Strategy and the Double Barrel replacement for environmental and capacity improvements

major expansions at Goldbar Wastewater Treatment Plant are in support of the Federal Infrastructure Program funded Combined Sewer Overflow, Enhanced Primary Treatment and Tertiary Treatment

Increase Affordable Housing continue implementation of the City of Edmonton Low-Income and

Special Needs Housing Strategy 2001 –2011 continue the low income housing capital assistance program (LIHCAP)

to housing sponsors through partnerships using general financing funds provide general financing funds to satisfy the Provincial requirement

for municipal support for all Edmonton-based housing projects that receive funding under the Canada-Alberta Affordable Housing Partnership Initiative (AHPI)

363. In the chart comparing Edmonton’s property taxes with other major Canadian cities, there seems to be a significant difference between Calgary and Edmonton. What are the reasons for this?Calgary collects a much higher portion of their property taxes from non-residential properties (61% in Calgary, compared with 52% in Edmonton). Therefore the amount Calgary collects from residential properties is 39% of its property taxes, compared to Edmonton at 48%. Additionally, Calgary's 2003 business taxes are at $148M, whereas Edmonton's total business taxes are $79.8M.

In 2003, the typical residential property tax in Calgary was $835 (market value assessment of $202,000); in Edmonton, it was $1,004 (market value assessment of $159,500).


364. What is the projected fee for residential parking permits? What is the total dollars expected by this fee? How many residential permits are involved? Would these include permits around the baseball and football stadiums?



The projected fee is $10.00 per permit The total gross revenue is expected to be approximately $72K. The net revenue is expected to be lower than this as a public relations

campaign will be required in the first year. There are approximately 7000 permits issued annually. Approximately

1200 of these permits are Visitor Permits. These permits include the Stadium and Rossdale Permit Parking Program

areas. The existing Restricted Residential Parking Program Policy will have to be

revised to include the charges for these permits. This Policy requires Council approval.

The Administration is anticipating a fairly significant push back from citizens regarding this fee. Citizens might well argue that it was not their fault that parking became congested on their streets and why should they have to pay for street parking when no one else does. As a result the Department is preparing to spend some funds on communication strategies and to deal with citizen concerns.

365. What impact on the proposed tax increase for 2004 would there be if fire hydrant charges were not added as a utility fee? What is the one-time and ongoing costs to make this change to a utility?Not approving the Hydrant Service Fee as an added fee to the water utility bill would impact the mill rate by an approximate 1% increase.

The one time cost to set up the billing information would be relatively low, approximately $100K.

ERD

366. It appears that the Gas (ATCO) Franchise fee is increasing by $200,000 in 2004. I thought the increase was substantially higher. Please explore.The increased gas franchise fee of $200,000 for 2004 excludes any changes that may occur as a result of renegotiations underway with ATCO. The changes through renegotiation have been included under the Business Model Review initiatives built into the proposed 2004 Budget, as shown in the operating tables and within the Business Model Review tab of the 2004 Budget Summary document.

Finance

367. Please provide information on the increase in transit service that should be added in 2004 to respond to areas of the city not currently served that warrant it and areas that are under-served and need additional service. Please provide the costs to add these services.See response to #7.


368. In 2002 and in 2003, what has been the increase in transit ridership and in transit revenues? What are the projections for 2004? If service were increased as described in question 7., what increases would likely result?Transit Ridership and Farebox Revenue



2002 ActualRidership – 44,445,000Revenue – $52,805,000

2003 Projected Ridership – 46,000,000Revenue – $55,934,000

2004 Recommended BudgetRidership – 46,131,000Revenue – $57,055,000

With the four service packages, an additional 268,000 rides and $322,000 would be expected in 2004. The additional service would be implemented in September 2004.

369. In volume 1, page 67, Land and Development projects $97 million over the five-year plan for Capital. Please identify major items in this $97 million and the timing.The major projects included in the $97 million 5 year Capital Program are staged development of the City’s residential lands in the Brintnell, Oxford, Meadows and Schonsee neighbourhoods;($49M); staged development of the City’s Pylypow, Ellerslie, Rampart and Maple Ridge industrial areas ($28M); acquisition of raw industrial land for future development ($8M) and staged implementation of the Fort Road Redevelopment Plan ($4M). All these projects are funded from the Land Enterprise.


370. The recommended budget provides $145 million to the Police Service. I would like to know if additional funds were to be allocated up to what the Police Service requested from Council, what items would be added in and list these items by priority.Please refer to the response in Question 42.

Police Service

371. On page 71, volume 1, I would like the percentage increase between 2003 and 2004 for property tax and business tax and how much is due to growth due to new properties and how much is due to a tax increase.Business taxes and property taxes are both increased by the 5% tax guideline (rate). Business and property tax revenues increase by 3.2% and 0.7%, respectively, related to real growth.

Finance

372. It seems to me that under the Capital budget the City is providing $1 million for upgrades to the Skyreach Centre. What is this for and under what obligation are we providing this?Volume IV, page 128 describes the $1.0M in upgrades to the capital upgrades at the Skyreach Centre. The Justification component of the profile details the City’s obligation in regard to the Licensing Agreement with Northlands, and the City’s responsibility for capital improvements to extend the life of the Skyreach Centre which is an asset of the City of Edmonton.

Finance

373. If the hours of operation were extended for the City’s Eco Stations, what would the costs be and what revenue would be collected?



Eco Stations currently provide an economic way to meet our responsibility to remove hazardous materials from the waste stream and to meet a reasonable effort of due diligence for this responsibility.

The additional cost to extend the hours of operation at the ECO Stations would be $253,000. It would be funded by a 10 cent increase in the monthly single family user fee (6 cents per month to multi-family customers). The additional hours are expected to generate an additional $38,000 in revenue from the sale of the recyclable material collected.The existing hours of operation at the ECO Stations are 40 hours per week throughout the year. The proposed extension of hours of operation at the ECO Stations would be 56 hours per week during the summer months and 40 hours per week during the winter months. By extending the operating hours, site safety concerns and the need of residents would be reasonably met for the short term.

374. What have been the achievements of Families First for 2003 and what would $175,000 in 2004 accomplish?Families First Edmonton is an initiative of 11 partner organizations that seeks to determine the most cost-effective, efficient use of resources to better meet the needs of low-income families. The initiative is intended to demonstrate numerous specific outcomes that include reduction of the use of 911 and emergency services, reduction of the use of social intervention services and accelerated family exits from social assistance. Similar comprehensive approaches studied by Dr. Gina Browne have achieved these outcomes and have influenced program policy changes and overall cost reductions for partner organizations.Specific to City of Edmonton Community Services role, the $175k approved by Council during the 2003 budget process accomplished the development and piloting of the recreation service delivery component for the 2½ year project. 305 children and youth from low income families received skill development recreation opportunities in a wide range of summer camps, sports (e.g. gymnastics, soccer, taekwando) and lessons (swimming, music, arts, dance). Funds also covered the costs of addressing barriers to participation such as transportation, uniforms, equipment, instruments as well as the staffing costs for the outreach component. More than a dozen community organizations reduced or eliminated fees for participating children, thereby expanding the reach of the pilot project. Despite the challenges of this population, the pilot achieved an impressive 91% retention rate for the children/youth participating in the pilot. Most families in the pilot consider the program a success, citing range of choices, involvement of the children in the process and assistance in overcoming barriers to recreation participation as key elements.The additional $175k in 2004 would allow for implementation of the recreation component of the initiative with the complete sample of 1500 children from 600 families. An additional $175k is identified for 2005 in the Three Year Forecast. The full term of the study and service provision is 2 1/2 years at an annualized City of Edmonton expenditure of $525k for the recreation service delivery/outreach component. This represents slightly less than 20% of overall project costs. The total annualized cost of the initiative is projected to be $2.7 million.The broader accomplishments of the initiative in 2003 are principally organizational in nature and set the stage for full implementation in 2004.

Community Services


These include: sign-off of the Partnership Agreement by all participating organizations; secondment of the Project Manager; approval of the research design, identification of outcome measures and commitment by 17 co-investigators including Dr. Gina Browne; initiation of the research fund raising component of the initiative through Community University Partnership for the Study of Children, Youth, and Families (CUP); agreement by the Edmonton Community Foundation to serve as the 'banking mechanism' for the initiative without administrative fees; fundraising approach to a major private sector funder; constitution of a Community Sounding Board with The Honourable Lois Hole, Lieutenant Governor of Alberta as Honourary Chairperson. Government of Alberta ministries are in the process of aligning significant 2004 resources to support delivery of their service components.

375. Planning and Development lists a permanent staff reduction of three FTEs and an addition of seven FTE’s for business growth. What is happening?There are actually 9 temporary positions from 2003 that are to be converted to permanent in 2004 and one additional position. These positions are required to deal with the high level of activity and increased service demands being experienced by the department. The reduction of 3 FTE’s is required as part of the administrations approach to meet the guideline of a 4% tax levy increase. This results in a net increase of 7 FTE’s.


376. It appears that $135,000 is not funded in Planning’s budget for Smart Choices. Will this not compromise the implementation of this initiative? Is it likely that this project will sit on the shelf and collect dust?The Smart Choices/Intensification Program will be implemented through 2004 upon Council approval of upcoming recommendations for developing smart choice implementation strategies. This will demand the leadership and participation of department staff on implementation teams through 2004. Dropping $135,000 from the program will mean that staff will not be able to act on all the recommendations that may be made by Council although staff will move forward as best they can.


377. It also appears that both % for art and dollars for urban design principles are not funded. How will the City carry out these two programs without this money?The “1% for Art” is funded directly by individual capital construction budgets and does not require its own budget. An annual management contract is included in Planning and Policy Services Branch operating budget.

Urban design principles project will not proceed without funding.


378. Under drainage, the litres of water treated has increased from 2002 to 2003 and are projected to increase in 2004. Will the cost per litre decrease in 2004? What strategies could the City adopt to reduce the litres that need to be treated?The cost per litre will not decrease in 2004 because of the increased level of service needed to meet Alberta Environment's Approval to Operate, scheduled to take effect June, 2005. Increases in the volume of water treated is due to the growth of the City and the impacts of precipitation on flows to the Gold

AM & PW - Drainage


Bar Wastewater Treatment Plant. Fluctuations in precipitation overshadow the annual increase in flows due to growth. The volume of water treated in 2002 was related to reduced annual precipitation compared to the long term average. 2003 projections are based on projected annual averages which include growth and average precipitation values.

The long term Combined Sewer Overflow (CSO) Strategy will increase the overall volumes of wastewater to be treated by the Gold Bar Wastewater Treatment Plant. Reductions in the volume of wastewater requiring treatment focus directly on reductions in water consumption. Strategies to reduce water consumption are implemented by EPCOR Water Services in cooperation with Drainage Services. The long term strategy is to redirect Combined Sewer Overflows to the Gold Bar Wastewater Plant and provide a higher level of treatment through enhanced primary treatment. This will reduce the direct discharge of untreated combined sewer overflows to the North Saskatchewan River, in accordance with directions from Alberta Environment.

379. Capital Project XX-31-9604 indicates $1,143,000 for stormwater infrastructure. What does this cover?Project XX-31-9604 addresses the need to upgrade the existing storm drainage system throughout the City, as well as expand the existing system to service new development areas. Specific projects identified for the next five years are aimed at increasing stormwater servicing capacity in the Mill Creek, Fulton Creek and Gold Bar Creek drainage basins in support of the Industrial Land Strategy.

AM & PW - Drainage

380. Capital Project XX-75-2501 - Conservation of community/recreation facilities at $15.1 million is unfunded. Could not some/all of these items fit into the City’s energy conservation revolving fund?There is a potential for some of the facility conservation needs to be funded from the City's Energy Conservation Fund. The Administration is currently conducting a facility audit of pools and arenas to determine the scope of refurbishment needs for these facilities that could be funded from this source, based on the requirement that the project costs must be recoverable from energy savings within 8 years or less.

AM & PW / Community

Services

381. XX-75-3511 Century Place is funded in 2004 at $635,000. What is covered by this? If this was not funded, what would be the impacts?These funds are required to complete the accommodation fit-up of the 7th floor of Century Place in 2004,where asbestos removal is currently being undertaken; and in 2004 will also fund asbestos removal on the 11th floor. This work is scheduled as part of the asbestos removal and accommodation stacking plan for this building to meet the operational space requirements of departments housed in Century Place. If this project is not funded, the operational needs of departments will not be met and the 7th floor cannot be used until the new mechanical and electrical systems are installed together with the architectural fit-up for office use.

AM & PW

382. Project XX-21-5380 shows $2 million unfunded for parks redevelopment. Does this add to the City’s infrastructure gap? What is the current gap for parks redevelopment?

Community Services


Yes, this is included as part of the City’s Infrastructure Gap. Project XX-21-5380 outlines an additional need for $5.431 million for the period of 2005 – 2008 for a total of $7.431 million. The current gap for all parks redevelopment/rehabilitation over the five year CPP is $25.6 million.

383. The Enterprise Portfolio of Community Services includes a projected natural gas price increase of 30%. If there are gas rebates, would these come to the Portfolio? What if increases are only 10%?In the past, specific utility rebate or refund situations were addressed through a corporate decision; in some cases the benefit went to the Portfolio and in others, the Corporation retained it. The Portfolio Fiscal Policy would be a consideration for future decisions.The 2004 increase to the natural gas budget is based upon 2003 actuals greatly exceeding 2003 approved budget due to the high price levels experienced since the 2003 budget was set. Any further increases to natural gas prices in 2004 will further compound the problem.

Community Services

384. Under the corporate expenditure budget, financial strategies are projected to increase from $2.3 million to $6.3 million. What is driving this very large increase?The Financial Strategies budget is the general contingency amount for all city operations. It includes funding to offset potential risks of higher than budgeted inflation costs (e.g. insurance) and program costs (e.g. unsettled personnel contracts). Further details can be provided to Council in-camera.

Finance

385. Also, under corporate expenditures, risk management is projected to increase from $4.89 million to $6.4 million. What is driving this larger increase?Risk Management expenses relate solely to the City’s insurance premiums and claims costs. At the recommendation of the City’s insurance broker, we have projected a 20% increase in the cost of insurance premiums in 2004 (approximately $900,000). In 2004, the City will begin to phase in budgeting for claims reserves – reasonable estimates of the final cost of claims in future years. By setting aside these funds we smooth out the impact of future payments. In 2004 the budget is $600,000.

Corporate Services

386. On page 305/306 of volume II, I would like to know the number of non-single-family residential development that took place in 2002 and 2003 and how much of this took place in the central core of the city? Also, what are the projections for 2004?In 2002, 708 permits were issued for 3,965 new non-single-family residential units throughout the city. Total value of this construction was $302 million. In the Downtown, 29 permits were issued for 584 units with a construction value of $50 million.In the first three quarters of 2003 (January 1 – September 30), 568 permits were issued for 3,154 new non-single-family residential units throughout the city. Total value of this construction was $205 million. In the Downtown, 18 permits were issued for 465 units with a construction value of $32 million.We do not produce forecasts for non-single-family residential units, however, we do expect that the number of new units constructed will remain near



current levels for 2004.

387. The Capital Project 105-107 Ave Downtown Edge Infrastructure Program is unfunded in Planning’s budget. Would the completion of this program assist the City in leveraging the development and cost-sharing with developers of parks, sidewalks, etc. in this area?Yes, this project could assist the City in leveraging the development and cost sharing with developers of the provision of badly needed parks, sidewalks and streetscapes and other amenities.This project will facilitate private sector development and it will bring new and enhanced property tax revenue to the City.There are general infrastructure deficiencies in the subject area and this project will address the development pressures from the private sector for residential and commercial developments through partnerships. This project was first submitted to Council for approval in October 2002. To date, the Department has not received any funding for this project.


388. The transit budget identifies 2.9 FTEs for increased security. What is the history of security positions in Transit over the past five years? Did Council reduce security persons in the past? Will these new positions cover transit centres like Northgate and Kingsway?1999 to 2001 – no increases.

2002 – Increase 0.7 FTE for a second night security controller to help with the volume of calls into the control centre.

2003 – Annualized the FTE from 2002 to make it a full time position (added the 0.3). Increase 1 FTE for parking lot patrol. Increase 1 FTE for night controller for the additional monitoring of the vaults from the divisions (24 hour coverage in the security control centre).

The distribution of funding allotted to security initiatives will be finalized based on the Security Review currently underway. Changes to the cash handling procedures are included as per their initial recommendations. 2.9 FTE’s were included in anticipation of the need for additional resources in 2004. Increased patrol requirements will be addressed using Special Duty Constables from EPS. Changes to staffing and their assignment will be finalized following the review of the final recommendations.

Transportation and Streets -

Transit

389. With the increase funding for DATS, what under the “modified” DATS plan is funded, what is not? What has the demand for rides been in 2002 and 2003? What is projected for 2004? How many rides will we deliver in 2004 and what % is that of the total request?The submitted DATS budget includes funding for the phasing-in of the DATS hybrid model (e.g. relief pool drivers). It does not include funding for full implementation of the DATS Review Policy Consideration recommendations (i.e. fund raising, name change, ETS operator training), increased number of trips for customers, or full implementation of the new business model (requires dedicated capital funding for vehicle acquisition and associated operating costs).

Transportation and Streets -

Transit


DATS provided 829,239 trips in 2002 and the 2003 year end projection is 843,500 trips. The 2002 trip refusal rate was approximately 1.0% as compared to the October 2003 YTD of 1.3%. The DATS trip refusal rates compare to the 2002 Canadian average of 2.2% for systems operating in communities with a population greater than 150,000. In 2002, DATS provided 83.47 trips per registrant as compared to the Canadian average of 57.16 for larger communities.

The 2004 submitted budget proposes a budgeted trip volume of 916,000 trips or 80% of the projected demand of 1,155,000 trips. This trip projection is based on analysis undertaken for the 1994 DATS Strategic Plan, and does not reflect new population and demographic data, and the impact of ETS accessible service improvements and changes to DATS eligibility process on the level of demand for DATS service. ETS administration proposes to update demand projections in 2004.

390. For Hall D, has the City done a recent assessment of costs and benefits? With projections of growing deficits in running the Shaw, has the City reviewed whether Hall D will increase these deficits, and if so, what are the projections?In the first full year of operation, the expansion related to Hall D will result in additional economic activity in Edmonton of about $10 million. In addition, the operation of Hall D is estimated to generate a minimum $150 (ie. $150 thousand) of additional operational cash flow, which will help in offsetting the existing deficit. Many of our lost convention accounts would cite the inability of SCC to accommodate their exhibits plus their plenary sessions and wind-up banquets. Hall D will be used most often for plenary sessions and banquets and for that reason will be able to support itself.

EDE

391. Are there any plans in place for covering the 2003 deficit for the Shaw Conference Centre?This is subject to finalization of year-end numbers. EDE is in discussions with City Administration on this matter to explore funding alternatives. Once these discussions are complete, in the early part of 2004, EDE and City Administration will present to Council a joint recommendation on funding of this deficit.

EDE

392. What would be the impact if Council waited until mid-late 2004 to review 2004 Shaw deficits at that time?EDE has formally requested funding for the anticipated deficit for the Shaw Conference Centre for fiscal 2004 in the “Service Package”. City Administration has recommended that this be funded through the “9-11 Funding”.

Management of SCC needs to know whether City Council agrees with this incremental funding requirement of SCC for 2004. The approval or non-approval, or the delay in dealing with this funding request, will drive the business plan for SCC for 2004. Non-approval or deferment of the funding request will result in significant cutbacks to the SCC operations until such time as the funding issue has been dealt with. Even if there is a deferment of this decision to a future date, management of SCC must cutback expenses immediately in order to be financially responsible (for example, if management does not cutback expenses in the hopes of being funded by mid-

EDE


year, and if in fact council at that time decides to not provide the financing, then SCC’s financial problem will be that much greater and more difficult to resolve). The expense reductions that will be imposed on the organization, should funding not be available, will result in immediate service delivery impairments to the customers of SCC and have negative long-term consequences in terms of future revenue streams from customers.

393. What is the total amount of dollars that EDE is requesting from the City for 2004 (excluding Hall D)? What was provided for 2003 and what was the breakdown of the funds provided? In looking at administrative costs of EDE, including Shaw, are they not quite high?In 2003 the City provided $6,439 of tax levy funding (compared to the budget request in 2004 of $7,072). This represents a 4% increase in base funding plus $375 for additional rental costs due to EDE relocating to the World Trade Centre.

In addition, in 2003 the City provided $500 of additional funding for the continued operation of the “Greater Edmonton Competitiveness Strategy”. EDE has requested the same amount for 2004. This program was presented to council in prior years indicating that it would be a $6 million program over three years (now five), of which 50% would be funded by the City of Edmonton and the balance split between Western Economic Diversification and the private sector community. This program will be 2/3 complete at the end of 2004.

The Shaw Conference Centre has requested additional funding for 2004 in the amount of $971 to offset the deficit that is anticipated to be incurred. There is also an unfunded deficit in 2003 in the amount of $900 which is currently being reviewed by EDE and City Administration.

Corporate Administrative Costs: Corporate related administrative expenses are anticipated to be about the same in 2004 compared to 2003 except for rent in the amount of $375,000 which is a new item for EDE as a result of the relocation of its offices to the World Trade Centre. EDE has centralized its corporate services department in 2003, which enhances its financial management. These costs relate to accounting, information system technology, rent, telephone, photocopying, stationary, postage, corporate communications, executive support and human resources. It is the belief of management that these are the necessary minimum expenditures necessary to support the program operations for tourism, economic development, Edmonton Research Park, externally funded programs and the Shaw Conference Centre.

SCC Administrative Costs: The 2004 budget for SCC direct administrative costs are expected to be about the same as 2003. Although these costs are called administration, they include security at the Shaw Conference Centre, marketing and sales related costs, and client support costs. These costs are directly related to operational support and are classified as “administrative” more to isolate fixed related expenditures of the conference centre for management planning purposes. The more traditionally related “Administrative Costs” are all captured in the “Corporate Administrative Costs” outlined above.

EDE


report for city council december 1, 2003...

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