Action Plan 2015-2018 - The City Of Calgary - Home Page
PFC2017-0191ATTACHMENTAction Plan 2015-20182016 Year-End Accountability ReportPage 1 of 51
Accountability ReportsAccountability Reports are presented to the Priorities andFinance Committee semi-annually (the Mid-Year inSeptember of the current reporting year and the Year-Endin March of the following year).Accountability Reports inform Council of The City’sprogress towards achieving the approved businessplans and budgets. The reports provide an update onthe status of all Council Priorities, major serviceinitiatives, key accomplishments, challenges, anddepartment budget performance.The timeline below illustrates when Council can expect toreceive Accountability Reports and Adjustments related toAction Plan.We are hereAction Plan 2015-2018 is The City of Calgary’sbusiness plan and budget and describes how The Citywill respond to the needs and aspirations of the citizensof Calgary over the four-year period.2016 Year-End Accountability Report Table of ContentsExecutive Summary . 3Utilities & Environmental Protection . 22Outlook for Calgary . 4Transportation . 26Council Priorities . 5Community Services . 30A prosperous city . 6Planning & Development. 34A city of inspiring neighbourhoods . 8Deputy City Manager’s Office . 38A city that moves . 10Chief Financial Officer’s Department . 42A healthy and green city. 12Urban Strategy . 46A well-run city . 14Corporate Administration . 48Leadership Strategic Plan . 16Operating Budget Overview . 18Capital Budget Overview. 19Link to Council Priorities & Departmental SupplementaryInformationDebt Overview . 20Savings & Efficiencies Overview . 21PFC2017-0191 2016 YEAR-END ACCOUNTABILITY REPORTISC: UNRESTRICTEDPage 2 of 51
Executive SummaryLow oil prices and the corresponding downturn in thelocal economy made 2016 a challenging year for citizensand businesses in Calgary. The unemployment ratereached a high of 10 per cent and The City of Calgarysaw a corresponding increase in the demand foraffordable housing, low-income subsidies as providedthrough the Fair Entry program, and AfterSchoolrecreation programming.To respond to changes in the local economy, The Cityundertook the following key actions in 2016: Contributed 228 million in benefits through the MidCycle Adjustments process, which included tax relief,fee relief and targeted investments for Calgarians mostaffected by the downturn; Accelerated investments in infrastructure through theCapital Investment Plan to stimulate the local economyand create jobs; Worked with industry to streamline The City’s planningapprovals process; Approved the sliding scale recommendations forTransit’s Low Income Monthly Pass; and Retained 163 affordable housing units in Calgary byacquiring East Village Place.Looking long term, The City continued efforts in 2016 tomake Calgary a world-class city: Significant progress was made on bus rapid transitand the Green Line LRT projects; Seven new recreation amenities were openedincluding the Quarry Park and Great Plains recreationfacilities, New Brighton Athletic Park, the Acadia tennisfacility and three skate parks; Council voted to make the City Centre Cycle TrackNetwork permanent after a successful pilot; and Construction progressed on the Organics andBiosolids Compost facility, which will supportimplementation of the Green Cart program in 2017.Overall, The City demonstrated resiliency and innovationin 2016, finding ways to continue providing high qualityservices to citizens despite financial challenges. The 44strategic actions approved by Council in Action Plan aregenerally progressing as planned – updates on each ofthese actions and the five Council Priorities are providedin the remainder of this report.The 2016 operating financial results are as follows:Business units’ operating savings of 24.2 milliontransferred to the Budget Savings Account: Staff vacancies savings, Zero-Based Reviewefficiencies, and lower business, insurance, fuel, andsnow and ice control expenditures; and Higher revenues from road use permits, asphalt plantoperations, insurance and legal billing settlements.Intentional savings of 38.1 million transferred to theFiscal Stability Reserve (FSR): Savings in Councillors’ ward offices and sum of othervariances from Civic Partners, Council & Legislative; Lower employee benefits costs; Higher investment income, supplementary tax revenueand reimbursements; and Lower corporate contingency expenses, net oftransfers to Resilience Fund for Non-ResidentialPhased Tax Program, User Fees freeze, and CalgaryNeighbourhoods initiatives, offset by lower franchisefees and higher contribution to Capital Financingreserves.The transfer to the FSR with the year-end close bringsthe uncommitted balance of the reserve to 328.0 million,which is 10.8 per cent of tax-supported grossexpenditures net of recoveries. The minimum FSRbalance is 5 per cent with a target of 15 per cent.In 2016, capital programs spent 96.3 per cent of thebudgeted amount, compared to 58.6 per cent for thesame period in 2015. This was a result of the efforts ofInfrastructure Calgary, which supported the capital budgetcash flow recast and a focus on accelerating capitalinvestment rates.The cumulative capital contribution to the Budget SavingsAccount at the end of 2016 was 95.2 million. The totalcontributions made in 2016 were 83.4 million (includingcontributions for future years).Page 3 of 51
Outlook for CalgaryTo inform the creation of Action Plan 2015-2018,Administration completed an environmental scan andanalysis of key trends affecting Calgary. For the most part,the trends and analysis were long term and unchanged byshort-term fluctuations. This page provides a synopsis ofmore recent trends – including changes in the economyand intergovernmental affairs – and their impact on TheCity of Calgary.Crude oil prices have decreased by more than 60 per centsince June 2014, one of the largest declines on record.This has resulted in massive job cuts in major industries inCalgary and reduced levels of investment and employmentoverall. However, after more than two years of decline, oilprices began to rebound towards the end of 2016 and areexpected to slowly increase throughout 2017 and 2018.The unemployment rate in Calgary was higher thanexpected in 2016, averaging 9 per cent over the year andreaching a high of 10 per cent in October. Looking ahead,employment growth is expected to lag behind oil pricesand remain weak in 2017 due to the lack of job creationand the forecasted growth of the labour force.Higher unemployment rates and a weak labour market areproving to be a deterrent for potential migrants to Calgary.Net migration in 2016 was negative at an estimated -6,527persons and is expected to be 1,600 in 2017, far below theaverage of 17,000 over the past ten years. The overall rateof population growth is expected to remain below averageas the local economy recovers, returning to normal by2021.(millions)1.25Action Plan Forecast (2014)1.2Actual (2016)The Bank of Canada has responded to reduced economicactivity by keeping interest rates unchanged.Consequently, lending costs remain low and should haveminimal influence on the price of goods and services thatare bought and sold by The City’s suppliers.Utility price forecasts (for electricity and, to a lesserdegree, natural gas) are below Action Plan projections. Asa result of this, revenues from The City’s franchise feeswere significantly lower than expected in 2016.The City continues to collaborate with regional partnersand the Government of Alberta to establish a GrowthManagement Board in 2017. Once established, The Citywill need to be active partners in the development of alegislated Metropolitan Regional Growth Plan and aMetropolitan Regional Servicing Plan since these plans willhave significant implications on the Corporation.With the expected release of the Federal Budget in Q12017, The City has been actively advocating to improvethe sharing of intelligence and information to help advanceThe City’s position with respect to federal infrastructurefunding.1.151.11.051Total housing starts in 2016 were down 27 per cent fromlast year and are expected to continue trendingdownwards in 2017 and 2018. Housing starts and buildingpermit values are both being weighed down by higher thanaverage apartment and office vacancy rates, reducing thedemand for new space.To support the new authorities being sought through theCity Charter and the Modernized Municipal GovernanceAct, The City continues to work with the Government ofAlberta and The City of Edmonton to adopt a new fiscalframework that better reflects the roles and responsibilitiesof Alberta’s two big cities.City of Calgary Population1.3The total value of building permits issued by The City in2016 was estimated at 4.7 billion, down from 6.2 billionin 2015. This value was higher than forecasted due tostronger than expected activity driven by the need toobtain permits before new building code changes takeeffect in 2017.20102011201220132014201520162017PFC2017-0191 2016 YEAR-END ACCOUNTABILITY REPORTISC: UNRESTRICTED2018Page 4 of 51
Council Priorities for 2015-2018These five Priorities set the direction for 2015 to 2018,describing the outcomes that are most important for theCity of Calgary.Council Priorities are founded on the 100-yearcommunity vision, long-term goals and aspirationsarticulated by Calgarians through imagineCalgary. Theywere also influenced by information on key trends andemerging issues anticipated in the next four years, theviews of Calgarians as expressed through extensivecitizen engagement and Council-approved long-termplans (specifically the Municipal Development Plan andthe Calgary Transportation Plan). Council also took intoaccount The City’s financial projections, and fundingopportunities and constraints.Council Priorities include 44 strategic actions to providedirection to Administration on what is important formoving Calgary forward. To achieve these, Action Planidentifies over 1000 actions, including capitalinvestments, during 2015-2018.Reporting on the Council PrioritiesFor each of the first four Council Priorities, there are twopages. The first page describes desired communityoutcomes (or results) related to the Council Priority.These outcomes are bigger than any one program,service, department or level of government. The wholecommunity including public and private partners areneeded in order to make a difference. The role andcontribution of The City is important, but equallyimportant is the story behind the data and the critical roleof partners in achieving results.This first page for each of the first four Council Prioritiesincludes: A description of the priority; Selected quality of life indicators withexplanations; Identification of some key partners; and Identification of The City’s role and contributionto overall community well-being.The second of the two pages is a performance page thatshows the status of The City’s performance on each ofthe Strategic Actions under the priority. It also includeshighlights of noteworthy achievements and challengesthat were experienced in 2016.For the ‘well-run city’ Council Priority, the first pageincludes City-wide performance measures rather thanquality of life indicators with the focus being The City ofCalgary’s performance. The second page provides astatus update on each of the Strategic Actions under thispriority as well as highlights of noteworthyaccomplishments and challenges that were experiencedin 2016.Page 5 of 51
A prosperous cityProsperous cities offer economic opportunities across a range ofindustries, attracting talented people from all over the world. Prosperouscities strive to create a business environment where corporations,businesses, and entrepreneurs thrive. In prosperous cities, municipalgovernment partners with local agencies to provide affordable housing,promote community wellbeing, and work to maintain the quality of lifefor citizens during challenging economic times.How Is The Community Doing? Selected Indicators:Unemployment - CalgaryEconomic Region12.0%10.0%8.0%6.0%4.0%Housing Starts - Calgary CMA20,00015,00010,0002011 2012 2013 2014 2015 2016(Dec)Source: Corporate Economics, Statistics nciesInsolvencies - Calgary ource: Corporate Economics, CMHC2016Building Permit Values ( billions,unadjusted) 8 6 4 2 02011 2012 2013 2014 2015 2016Source: Calgary.ca, Building Permit StatementSome Partners Include:Calgary Economic DevelopmentUniversity of CalgaryCalgary Public LibraryGovernment of AlbertaCalgary Arts Development Authority Calgary Chamber of Commerce2012 2013 2014 2015 2016ConsumerBusinessSource: Office of Superintendent, Bankruptcy CanadaStory Behind the Indicators:Unemployment in the Calgary Economic Regionremained high at 9.6% as of December 2016. Thismarked a slight decline from the 10% peak in October,but job growth is projected to continue to be slow,bogged down by reduced investment expenditures and agrowing labour force. As net migration fell sharply in2016, housing starts also dropped, reaching the lowestlevel since 2012. Total building permit value for 2016was 4.7 billion, including 2.8 billion in residential and 1.9 billion for non-residential. This was the secondstraight year of decline from the high of 6.5 billion in2014. While total construction value decreased 25% in2016, permit volumes only dropped by 4%, largely as aresult of a decrease in the number of high valueconstruction projects. Consumer insolvencies in 2016were 26.6% higher than 2015. Continued job losses,expiring employment insurance, and expendedseverance packages were significant influences.PFC2017-0191 2016 YEAR-END ACCOUNTABILITY REPORTISC: UNRESTRICTEDThe City contributes to Calgary’s prosperity in anumber of different ways, including: Supporting the development and growth ofBusiness Revitalization Zones and fostering acompetitive tax environment for small businesssuccess.Working in partnership with the community andother levels of government to provide programsto youth, seniors, and low income Calgarians topromote individual and community wellbeing.Addressing affordable housing challenges bydeveloping strategies to increase availability.Providing sound governance, financial, legal,security and risk management advice so thatthe economy and Calgarians can prosper.Page 6 of 51
A prosperous cityCalgary continues to grow as a magnet for talent, a place wherethere is opportunity for all, and the best place in Canada to startand grow a business.Selected highlights of The City’s performance as at 2016 December 31In 2016, The City of Calgary continued to respond to the change in thelocal economy and took action on a number of fronts.The City accelerated investments to stimulate economic growth, including: 7 million to accelerate implementation of the 10 Year EconomicStrategy for Calgary, with a focus on economic diversification; and Creation of a Capital Investment Plan, which includes infrastructurerecommendations that would specifically use public investments todrive private investment and increase capacity for growth. (P2)The City also focused on supporting businesses and streamliningprocesses to make it easier to start and sustain a business in Calgary. A Business Improvement Area (BIA) Toolkit was developed to serveas a resource for establishing, managing and sustaining BIAs. (P3) As part of the mid-cycle adjustments process, Council approved 45million for a non-residential phased tax program to help offset theimpact of the redistribution of taxes. Council also approved threenew initiatives to remove barriers for businesses, including the popup retail program and a “one window” approach for small businessowners to navigate City processes and requirements. (P4) The Calgary Building Services Zero-Based Review was completedin November. A key focus of the recommendations was tostreamline the licensing process for small business owners. (P4)The economic downturn continues to create challenges for Calgary’s mostvulnerable populations. The Fair Entry program saw overall fee assistanceincrease by 42% in the number of applicants compared to 2015. (P7) TheCity is also experiencing increased demand for Calgary AfterSchoolprogramming – across 9 recreation sites, visits increased by 20%compared to 2015. (P11)The City has taken action to increase support to individuals who havebeen the hardest hit by the downturn. Council unanimously passed sliding scale recommendations forTransit’s Low Income Monthly Pass, which will help eliminate transitbarriers to the most financially vulnerable Calgarians. (P7) To maintain the supply of affordable housing stock, The Cityacquired East Village Place, which added 163 affordable housingunits within the Calgary Housing Company portfolio. (P6) The City provided 6.9 million towards the creation of the HousingIncentive Program, which rebates development and permitting feesfor qualifying non-profit organizations. In addition, priority status isbeing assigned to all qualifying non-market affordable housingdevelopment applications. (P6)StatusStrategic Actions P1 Strengthen Calgary's position as aglobal energy centre and location ofchoice for international talent,investment and innovation throughenhanced business development,marketing and place-makinginitiatives. *P2 Advance purposeful economicdiversification and growth. *P3 Support civic, business andcommunity partners, as well asbusiness revitalization zones, tocollaborate and attract local and globalinvestment. *P4 Cut red tape and continue to fostera competitive tax environment to helpsmall business succeed. P5 Seek out partnerships with othergovernments and community partnersto achieve community well-being. *P6 Increase affordable and accessiblehousing options. P7 Continue policies and programs toreduce the number of people living inpoverty. P8 Respond to the needs of an agingpopulation. *P9 Cultivate the city's talent, diversityand energy to enable Calgarians tolive creative lives. *P10 Expand our library system andenhance access to technology andinformation. P11 Facilitate programs and servicesfor children and youth, including, insome cases, providing, a variety ofaffordable after school programs.Link to additional highlights andmilestones available here Progressing as planned. * Significant milestone(s). Possible challenges identified; mitigation measures being developed.Page 7 of 51 One or more challenges materialized; mitigation measures underway.
A city of inspiring neighbourhoodsAll neighbourhoods contribute in their own way to a make a great city.As neighbourhoods evolve, so do their needs and neighbourhoods andcommunities must be renewed so that citizens can participate in allfacets of urban life. Citizens that live in inspiring neighbourhoodsexperience a sense of community pride, f
Action Plan 2015-2018 is The City of Calgary’s business plan and budget and describes how The City will respond to the needs and aspirations of the citizens of Calgary over the four-year period. Accountability Reports inform Council of The City’s progress towards achieving the approv
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
