2012 approved budget and financial plan - Regional Municipality of ...

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14 END STATE Wood Buffalo has emerged as an exceedingly respected best practice organization – an influential municipality located at the heart of Canada’s energy future. Here, daily achievement is firmly rooted in our collective determination that what we do, we do well. Committed and confident, our employees administer transparent processes that support adaptive management and the achievement of measurable outcomes, while attentive reflection ensures that errors seed learning and failures reap wisdom. Shared principles and values forge cooperative decision-making within a culture of joint knowledge, clear focus, strong communication and continuous improvement. Mirroring the fabric of the community we serve, we are unique in our capacity for innovation, our capacity for results and our capacity to adapt. Textual Analysis Wood Buffalo has emerged as an exceedingly respected best practice organization – an influential municipality located at the heart of Canada’s energy future. Positions the municipality as forward moving. Grounds our memory as having been somewhere difficult – and widely understood – and announces our arrival as a recognized municipality of national significance. Corporate image – and inferred community – is positively shifted. Here daily achievement is firmly rooted in our collective determination that what we do, we do well. This builds on the goal introduced at the November 2009 all-staff event of “a healthy, vibrant organization, successful in all that we do.” Committed and confident, our employees administer transparent processes that support adaptive management and the achievement of measurable outcomes, while attentive reflection ensures that errors seed learning and failures reap wisdom. Outlines the desired end state for all employees and emphasizes the progressively set (and self-administered) atmosphere of continuous learning. Uses correlation and metaphor for impact. Shared principles and values forge cooperative decision making culture within a culture of joint knowledge, clear focus, strong communication and continuous improvement. Provides details on the corporate decision making culture – and inferred – how the municipality is structured via dialogue. Mirroring the fabric of the community we serve, we are unique in our capacity for innovation, our capacity for results and our capacity to adapt. Provides a new and motivating context for the word “capacity”. Enables message reinforcement by accelerating the spirit of the opening sentence. From time to time, Council adopts strategic initiatives that are aimed at achieving community goals. In 2010 two broad initiatives were adopted; Envision Wood Buffalo and Rural Service Delivery Review. Through out this budget document, icons from these initiatives are used to indicate business plan alignment to community goals.
15 Citizens of RMWB Council Chief Administrative Officer Part IX Corporations MacDonald Island Wood Buffalo Housing Glen Laubenstein Council and Legislative Services Divisional Manager Kelly Kloss Public Services Divisional Manager Carol Theberge Financial Services CFO/Divisional Manager Elsie Hutton Public Safety Divisional Manager Brian Makey Corporate Services Divisional Manager Sid Bennett Governance, Risk and Compliance Divisional Manager Paige Tracey Public Infrastructure Divisional Manager Wes Holodniuk Stakeholder Relations Divisional Manager Mike Evans
Page 1 and 2: 2012 APPROVED BUDGET AND FINANCIAL
Page 4 and 5: 4 2012 APPROVED BUDGET DOCUMENT REA
Page 6 and 7: INTRODUCTION 6
Page 8 and 9: 8 MUNICIPAL DEVELOPMENT PLAN WHAT
Page 10 and 11: 10 Work Together: Provide good gov
Page 12 and 13: 12 A MESSAGE FROM THE CHIEF ADMINIS
Page 16 and 17: 16 BUDGET AND FINANCIAL POLICIES Th
Page 18 and 19: 18 Debt Policy The Municipality’s
Page 20 and 21: 20 OUTLOOK The Regional Municipalit
Page 22 and 23: 22 EXPENDITURE ASSUMPTIONS Goods &
Page 24 and 25: 24 2012 BUDGET & 2013 -2017 PLAN GU
Page 26 and 27: 26 CAPITAL BUDGET DEVELOPMENT GUIDE
Page 28 and 29: 28 CAPITAL FUNDING SOURCES An effec
Page 30 and 31: 30 A MESSAGE FROM THE CHIEF FINANCI
Page 32 and 33: 32 OPERATING REVENUE The approved 2
Page 34 and 35: 34 FUND DESCRIPTION & FUND STRUCTUR
Page 36 and 37: 36 REVENUE SUMMARIES The Regional M
Page 38 and 39: 38 4. SALES OF GOODS/SERVICES Sales
Page 40 and 41: EXPENDITURE SUMMARIES 2008 - 2012 4
Page 42 and 43: 42 In recent years, the Municipalit
Page 44 and 45: 44 5. FIXED ASSET ACQUISITION Acqui
Page 46 and 47: PERSONNEL SUMMARIES 2008 - 2012 46
Page 48 and 49: 48 POPULATION AND EMPLOYEES Total e
Page 50 and 51: 50 2012 APPROVED PERSONNEL BUDGET T
Page 52 and 53: DEBT AND DEBT MANAGEMENT SUMMARIES
Page 54 and 55: 54 subsequent debt management optio
Page 56 and 57: 56 DEBT BURDEN Debt financing requi
Page 58 and 59: 58 2012 CAPITAL BUDGET AND 2013 - 2
Page 60 and 61: 60 CAPITAL PLANNING AND BUDGET OVER
Page 62 and 63: CAPITAL IMPROVEMENT PROGRAM MAJOR C
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64 PUBLIC FACILITIES Public facilit
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Financial Update Project Name Budge
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68 Financial Update Project Name Bu
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70 2013 CAPITAL PLAN Project Name A
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72 Project Name Annual Cost North M
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74 Project Name Annual Cost Technol
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76 RECREATION AND CULTURE Recreatio
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Financial Update Project Name Budge
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80 2013 CAPITAL PLAN Project Name A
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TRANSPORTATION 82
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84 Financial Update Project Name Bu
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86 2015 - 2017 CAPITAL PLAN Project
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APPENDIX A ECONOMIC PROFILE
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Table of contents DISCLAIMER 4 A UN
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A UNIQUE REGION IN EVERY WAY The Re
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oIL SANDS PROJECTS • $120 billion
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econoMIC IMPACTS OF alberta’s OIL
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The Fort McMurray Airport serves 71
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Population and Demographics Over 32
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Wood Buffalo residents enjoy income
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economic highlights Tenth best entr
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Lifestyle and Community Services He
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SUNCOR COMMUNITY LEISURE CENTRE The
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CONTACTS Jeff Penney Manager, Econo
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APPENDIX B REGIONAL MUNICIPALITY OF
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introduction The Strategic Plan ide
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term and scope of the strategic pla
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In addition to the core principles
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priority 1DIRECT RESPONSIBLE GROWTH
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priority 3REVITALIZE THE CITY CENTR
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priority 5PROMOTE THE DEVelopment O
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priority 7INCREASE ECONOMIC DEVelop
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priority 9INVEST IN ARTS, recreatio
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APPENDIX C 2011 - 2014 FISCAL MANAG
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Contents 1.0 INTRODUCTION AND ASSUM
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The following assumptions relate to
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However, during the same period, th
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3.0 DEBT AND DEBT SERVICE 3.1 Total
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80.00% 70.00% 60.00% 50.00% 40.00%
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The following graph indicates proje
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5.0 FINANCIAL CONDITION INDICATORS
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20% 15% 10% 5% 0% Financial Vulnera
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GLOSSARY OF TERMS
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Division - This is an administrativ
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SAA - Senior Administrative Assista
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