Audit and Finance Committee - EMRBemrb.ca/Website/files/39/39198766-a4e9-47e5-b20c-4c18b02cd7bd.pdf · 4.1 2018/19 Initial Budget and ... The Committee is accountable to the Board

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Audit and Finance Committee

January 11, 2018, 9:00 a.m. - 11:00 a.m.

Edmonton Metropolitan Region Board Office #1100 Bell Tower, 10104 — 103 Avenue

Capital Region Boardroom

1. Opening

1.1 Quorum

Action: Confirmation

Lead: CEO Bruce

1.2 Call to Order

Action: Declaration

Lead: CEO Bruce

1.3 CEOs Opening Remarks

Action: Information

Lead: CEO Bruce

2. Approval of Agenda

Action: Confirmation

Lead: CEO Bruce

3. Governance

3.1 Selection of Chair

Action: Vote

Lead: CEO Bruce/ Mr. Chivers

3.2 Selection of Vice Chair

Action: Vote

Lead: Chair/ Mr. Chivers

3.3 Audit & Finance Committee Terms of Reference

Action: Review, Reaffirmation and Recommendation

Lead: Chair/ CEO Bruce

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Committee Meeting: January 11, 2018

Audit & Finance Committee Page 1 of 37

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3.4 Appointment of Auditors Action: Information/ Discussion


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4. Finance

4.1 2018/19 Initial Budget and Workplan Action: Review, Reaffirmation and Recommendation


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4.2 2018-22 Business Plan

Action: Information/ Discussion


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5. CEO Update

Action: Information


6. Next Meeting

March 8, 2018, 1:00 – 3:00 p.m., EMRB Office

7. In Camera Action: Declaration Lead: Chair

8. Adjournment Action: Declaration Lead: Chair

Recommended Motion: That the Audit & Finance Committee endorse and recommend the Audit & Finance Committee Terms of Reference to the Edmonton Metropolitan Region Board for approval.

Recommended Motion: That the Audit & Finance Committee endorse and recommend the 2018/19 Budget and Workplan to the Edmonton Metropolitan Region Board for approval.



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Administration Recommendation to the Audit & Finance Committee January 11, 2018

Audit & Finance Committee Terms of Reference

That the Audit & Finance Committee endorse and recommend the Audit & Finance Committee Terms of Reference to the Edmonton Metropolitan Region Board for approval.

Background

The Board Committee and Task Force governance model was approved on June 8, 2017 based on the Edmonton Metropolitan Region Board Regulation.

The Board’s capacity to support multiple standing committees has been reduced with fewer members.

The oversight of the Board’s fiduciary and operational responsibilities has been addressed within

the mandates of the two Board Standing Committees.

The use of Task Forces will provide the Board with maximum flexibility to address the implementation of the Growth Plan and other Board initiatives by creating the best governance structure for the project.

Terms of Reference provide a roadmap for the Board Committees and Task Force(s) and contain consistent information on the purpose, scope, authority, reporting, organization and membership coupled with a meeting schedule coordinated with the agendas of the six Board meetings a year.

The Terms of Reference are being presented for review and recommendation to the Board for approval.

Attachments

1. Audit & Finance Committee Terms of Reference



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Terms of Reference Audit & Finance Committee

Description

Purpose The Audit & Finance Committee (the “Committee”) provides strategic leadership and advice to the Board regarding its fiduciary responsibilities, compliance, risk management, external reporting, and internal control policies and practices.

Overview The Committee is appointed by the Edmonton Metropolitan Region Board (the “Board”). The Committee approves, monitors, evaluates, advises and makes recommendations, in accordance with these terms of reference, on matters in respect of:

the annual report; the annual budget; the external audit; risk management; financial reporting; audit and financial policies and practices; and other duties the Board may delegate from time to time.

Accountability

to the Board

The Committee has no authority to direct management or commit the Board unless specifically authorized by the Board through the Committee Terms of Reference.

The Committee will report to the Board following each meeting by distributing minutes of its meetings to the Board. When a Board meeting closely follows a Committee meeting, the Committee Chair will provide a verbal report to the Board and the minutes will be circulated at the next Board meeting.

Membership The Committee shall be composed of a five (5) appointed members

of the Board, consisting of:

the Committee Chair 4 additional Board members; and the Board Chair (ex-officio, non-voting) the Board CEO (ex-officio, non-voting)



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Committee members should be financially literate; with at least one member having accounting or related financial experience. “Financially literate” means the ability to read and understand financial statements of the complexity normally presented by the Board and “accounting or related experience” means the ability to analyze and interpret a full set of financial statements, including notes. If this requirement does not exist within the Board, the Board shall provide financial literacy training for all members of this committee, and all members are required to take the training. The Board may also choose to supplement this committee with professional accounting and finance experience obtained through a third party to provide oversight and advice to the committee. The Chair of the Committee shall be appointed by the Board with the Vice Chair elected by the Committee at its first meeting. The Audit & Finance Committee Chair is also a member of the Executive Committee. Committee members will be appointed by the Board at the first organizational meeting of the Board following a municipal election. The Board Chair is an ex-officio, non-voting member of this Committee, and does not count for quorum. The Board may choose to replace one Board member on the committee every two (2) years.

Alternates for each appointed member municipality shall be identified.

Quorum A majority of appointed Committee members (50 per cent plus 1) shall constitute quorum, represented in person or by telephone or other telecommunications device that permits participation.

Sub-

committees

When deemed necessary, the Committee may form a sub-committee to deal with a specific issue or deliverables within the Committee’s mandate.



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The composition of the sub-committee and a description of the assignment shall be defined in a Terms of Reference. Sub-committees must have at least one Committee member to act as Chair of the sub-committee with the remaining members consisting of elected or non-elected representatives or a combination of both. Consideration should be given to the size of sub-committee to ensure its effectiveness and that sub-committee members possess the desired skills, core competencies and experience to contribute to the particular assignment. The Committee is accountable to the Board for work of any sub-committee. Remuneration for members.

Voting Each Committee member will have one vote. The Committee will work towards consensus, as much as possible. In the event of a tie, the motion is defeated.

Meetings The Committee meets four (4) times per year and may meet more

frequently in the execution of its duties and responsibilities.

Additional meetings outside of its normal schedule may be called to address specific items, and are at the call of the Chair. Reasonable notice shall be provided, preferably seven (7) days notice by email. The schedule of meetings shall be determined based on the timelines and outputs (or deliverables) of the Committee. Meetings are open to the public, and subject to FOIP.

Duties and

Responsibilities

Subject to the powers and duties of the Board, the Audit & Finance Committee will be responsible to perform the following duties:

i. Annual Report

a. Review and recommend to the Board ii. Annual Budget

a. Recommend the remuneration of the Board Chair



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b. Recommend the requisition of funds, if needed c. Recommend the annual budget d. Recommend Board remuneration

iii. External Audit

a. Review and recommend the appointment of external auditors and fees

b. Act as the Board’s liaison with external auditors c. Review the performance of the external auditors

iv. Risk Management

a. Review and recommend to the Board risk management policies and practices including appropriate D&O and other Insurance requirements

v. Financial Reporting

a. Review and recommend to the Board, the annual audited and unaudited financial statements

b. Review and approve quarterly financial statements c. Review and recommend to the Board, the financial

content of the Annual Report d. Monitor the financial reporting to the Board and

recommend changes (as required) vi. Audit and Financial Policies and Practices

a. Review and recommend financial policies

b. Review and recommend financial practices

c. Review and recommend investment policies

d. Review such matters that the Committee or the Board deems advisable or timely

vii. Statutory Obligations

a. The Audit & Finance Committee shall ensure that the Edmonton Metropolitan Region Board meets its statutory obligations and conducts its affairs in accordance with legal and regulatory requirements.

viii. Policy Review

a. The Committee has the responsibility to review Board Policies at least every four (4) years, and more frequently if necessary (e.g. based on legislative or regulatory changes or the development of governance best practices).



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Administration Briefing Note to the Audit & Finance Committee

January 11, 2018

Appointment of Auditors

Background The EMRB Regulation designates the Board as a Growth Management Board under the Municipal

Government Act. The Act requires that EMRB prepare audited annual financial statements for each year.

The Grant Agreement between the Edmonton Metropolitan Region Board and the Ministry of Municipal Affairs for the period from April 1, 2017 to March 31, 2018 requires that the Board provide regular updates on both activities and financial performance.

Hawkings EPP Dumont has been the auditor for the Edmonton Metropolitan Region Board since 2011.

It was the desire of the Edmonton Metropolitan Region Board to tender the auditing requirements for the next three years.

The Request for Proposal was placed on the Alberta Purchasing Connection (APC) on December 11, 2017 with the closing time for proposals to be received by January 3, 2018.

A total of two proposals were received.

A motion for a recommended appointment will be walked on during the January 11, 2018 Audit & Finance Committee meeting.



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Administration Recommendation to the Audit & Finance Committee January 11, 2018

2018/19 Initial Budget & Workplan

That the Audit & Finance Committee endorse and recommend the 2018/19 Budget and Workplan to the Edmonton Metropolitan Region Board for approval.

Background

The budget was prepared with the assumption of a reduction in the Provincial Grant from $2.25 million to $2 million. This aligns with the decrease in grant funding from Municipal Affairs of $500,000 reduction in 2016 and an additional $225,000 reduction in 2017. The proposed 2018/19 Budget and subsequent years was shared and vetted with regional CAOs in September 2017. Membership contributions have been reduced from an original planned $2 million to; 2018/19 - $1.351 million, 2019/20 - $1.468 million, 2020/21 - $1.428 million. Total dollars for Regional Mandate is as follows; 2018/19 - $439,000; 2019/20 - $590,000; and 2020/2021 - $485,000. This additional funding allows the Board to execute the projects listed in the Edmonton Metropolitan Region Growth Plan; Development of a Regional Services Plan; Public Engagement Policy; etc.; and to continue working on mandated items. Upon approval of the budget, funds will be requisitioned from Member Municipalities as per Part 1, Section 6b of the Edmonton Metropolitan Region Board Regulation. We continue to seek funding for projects through other grants (i.e. matching grant of $134,000 for a Regional Agriculture Master Plan). An initial Draft Budget was shared with the Board on December 14, 2017. Attachments

1. 2018/19 Budget 2. 3 Year Workplan



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Proposed EMRB 2018-2021 Budget CONFIDENTIAL

Revenue 2018-19 Budget 2019-20 2020-21GOA Operating Grant 2,000,000.00$ 2,000,000.00$ 2,000,000.00$GOA Planning Intern Grant 43,000.00$ 24,000.00$ 43,000.00$13 Member contribution 1,351,000.00$ 1,468,000.00$ 1,428,000.00$Total Revenue 3,394,000.00$ 3,492,000.00$ 3,471,000.00$

ExpendituresBoard & CommitteesHonorarium 25,400.00$ 25,400.00$ 25,400.00$Meetings 17,500.00$ 17,500.00$ 17,500.00$Travel 12,000.00$ 12,000.00$ 12,000.00$Chair Retainer 80,000.00$ 80,000.00$ 80,000.00$Total Board & Committees 134,900.00$ 134,900.00$ 134,900.00$

Salaries and benefits 1,586,706.55$ 1,622,116.10$ 1,670,779.58$Office lease 300,000.00$ 300,000.00$ 300,000.00$Professional fees - Legal/Advisory 55,000.00$ 55,000.00$ 50,000.00$Travel/ Professional Development 30,000.00$ 30,000.00$ 30,000.00$Information technology 25,000.00$ 25,000.00$ 25,000.00$DMS/Records Management 20,000.00$ 20,000.00$ 20,000.00$Office Communications 38,000.00$ 38,000.00$ 38,000.00$Office Supplies 30,000.00$ 30,000.00$ 30,000.00$Operational -$ -$ -$Insurance 8,000.00$ 8,000.00$ 8,000.00$Meetings - Non Board/Committee 20,000.00$ 20,000.00$ 20,000.00$GIS 20,000.00$ 20,000.00$ 20,000.00$Bank Charges and interest 2,000.00$ 2,000.00$ 2,000.00$Other expenses 8,000.00$ 8,000.00$ 8,000.00$Total Administration 2,142,706.55$ 2,178,116.10$ 2,221,779.58$

Regional MandateCompliance 56,000.00$ 47,000.00$ 51,000.00$Education 50,000.00$ 50,000.00$ 50,000.00$Communications 70,000.00$ 80,000.00$ 70,000.00$GP Implementation 335,000.00$ 205,000.00$ 205,000.00$Regional Projects 439,000.00$ 590,000.00$ 485,000.00$REF 100,000.00$ 125,000.00$ 125,000.00$Total Regional Projects 1,050,000.00$ 1,097,000.00$ 986,000.00$

Capital and OtherPlanning Intern 50,000.00$ 50,000.00$ 50,000.00$Office Furniture/EquipmentTotal Capital and Other 50,000.00$ 50,000.00$ 50,000.00$

Total Expenditures 3,377,606.55$ 3,460,016.10$ 3,392,679.58$

Unallocated FundsSurplus (Deficit) 16,393.45$ 31,983.90$ 78,320.42$Accumulated surplus beginning of yearAccumulated surplus end of year

Assumptions - $2,000,000 Grant



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Draft 3 Year Work Plan and Budget

Line #

Ref.DRAFT 2017-2021 Work Plan Resources 2017/2018 2018/2019 2019/2020 2020/2021

Mandatory A

1 Edmonton Metropolitan Region Growth Plan (EMRGP) 30,000$

2Edmonton Metropolitan Region Servicing Plan &

Implementation Oversight

EMRB/CAO/ Muni/

Facilitator 20,000$ 150,000$ 50,000$

3 Public Engagement Policy EMRB/CAO 20,000$

4 REF EMRB/External 100,000$ 100,000$ 125,000$ 125,000$

5 Compliance EMRB 35,000$ 41,000$ 47,000$ 51,000$

6 2 Year Update of EMRGPEMRB/Muni 50,000$

7

Mandatory B

8 Monitoring & Reporting EMRB 25,000$ 25,000$ 25,000$

9 Board Information EMRB/External 27,500$ 50,000$ 50,000$ 50,000$

10 Advocacy - includes Energy Corridors EMRB/Board/External 30,000$ 20,000$ 30,000$ 20,000$

11 Communications 80,000$ $ 50,000 50,000$ 50,000$

12 Transportation Prioritization List Transition Year

13 IRTMP Update 150,000$ 100,000$

14 Growth Plan Implementation 20,000$ 130,000$ 130,000$ 130,000$

Discretionary A

15 Board Strategic PlanEMRB/CAO/Board/

Facilitator $ 5,000 $ 15,000

16 Agriculture Master Plan EMRB/ External/CAO/

Muni134,000$ 134,000$

17 Land Evaluation and Site Assessment (LESA) 75,000$

18Integrated Regional Opens Spaces Master Plan (Recreation

& Wildlife) Corridors 100,000$ 100,000$

Economic Development Entity 50,000$

Discretionary B

19 Public Transit Cost Sharing Formula Review EMRB/CAO/Muni

20 Regional Housing Symposium EMRB/External 85,000$ -$ 50,000$

21 Regional Transit - Congestion Management Phase 2 EMRB/External 100,000$

22 Regional Housing Plan - Phase 4 - Final Phase EMRB/ External 130,000$

23 Our Affordable Future Implementation EMRB/Muni 35,000$ 35,000$

24 Shared Investment for Shared Benefit EMRB/External

25 Regional Broadband Needs Assessment EMRB/External 50,000$

26 Exploration of Best Practices to Build Complete CommunitiesEMRB/External

50,000$

27 Regional Infrastructure Master Plan EMRB/CAO/

Muni/External200,000$

28 Regional Economic Competitiveness Analysis EMRB/External 50,000$

29 Specialized Transit - Cost Benefit Analysis 50,000$

External = Consultants/ or other Subject Matter Experts

TOTALS 501,500$ 1,050,000$ 1,097,000$ 986,000$

Definitions

Mandatory A list initiatives are those outlined in the EMRB Regulation

Mandatory B list initiatives are operationized and core initiatives that support Mandatory A initiatives

Discretionary A list projects are projects the Board has identifed as priority

Discretionary B list are the residual projects to be addressed when resources are available (time, $ and people)

EMRGP completed October 2016 awaiting Provincial Approval. Budget is for updating of

Growth Plan to reflect the change in membership -includes design, production and

printing costs.

NOTES - all project estimates are subject to change based on Approved Terms of

Reference

TOR start 2018/2019; project completion 2019/2020

Terms of Reference (TOR start 2017. Project Completion 2 years from Approval (est.

2019/2020)

Project completed in 2018

Budget for REF increases due to increased volume and anticipated oversight of Metro

Servicing Plan Component

Ongoing as specificed in Regulation e.g. Annual report

2 Years following Provincial Approval, estimate 2020/2021 may include Ag Master Plan,

and SSAs as examples

Revise KPI to align with EMRGP and Update KPI to align with Strategic Plan and in

2019/2020 the creation of an online Dashboard.

Includes Board Retreat for Strat Plan and up to 3 education session per year on emerging

topics

Energy Corridors Forum Q1 2018 and ongoing Advocacy

2018 Transition Year, budget includes changes to Brand and Growth Plan.

Revise Criteria to align with EMRGP and create new report of Transportation Priorities.

Internal Function.

Effective once EMRGP is approved - Includes additional work in the form of Regional

Context Statements, Revised MDP's, review of non-Stat Plans, Ag Impact Assessments and

Special Study Areas. Coordinates with Projects M4 and M5 above.

Environmental Scan starts Q4 2017, Strat Plan approved and effective July 2018

TOR Q4 2017, Project Completed in 2 years from approval, and approval of the Board

Regulation. Estimate completion 2019/2020. Budget in 2018/2019 assumes matching

funds from Province.

LESA component to begin following the completion of Ag Master Plan

TOR start 2019, project completed 2020, subject to Board priorities.

Need to review if applicable with change in Board membership

Project to be completed by Ec Dev Entity

Phase 1

Requires further discussion with Board as to CRB's role

Could be considered with IRTMP update



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Administration Briefing Note to the Audit & Finance Committee

January 11, 2018

2018-22 Edmonton Metropolitan Region Business Plan

Background

On October 9, 2014, the Capital Region Board approved the 2014-2018 Strategic Plan.

On February 8, 2018 the Board will be reviewing its budget and Workplan for approval.

The draft business plan was developed with an assumption of a contribution from the province of $2 million and includes a membership contribution for $1.35 million.

Administration began working on a 2018-22 Business Plan to bridge the Strategic Plan to the draft budget and, subsequently, to the key results listed in the Strategic Plan.

The 2018-22 Business Plan directs administrative operations responding to the Board’s strategic priorities while honouring the need to carry out and enhance, where appropriate, the ongoing operations of the Board.

The Business Plan Model used is a four-year model renewed/reviewed annually.

The Board is working on a new Strategic Plan, which will be reflected in the 2019-23 Business Plan.

Of note, upon approval of the budget, the final Business Plan will come to the March Executive Committee for recommendation to the Board for approval.

Attachments

1. Edmonton Metropolitan Region Board 2018-22 Business Plan



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2018-2022 Business Plan Operat ional izing the Miss ion,

Values, and Strategic Plan of the Edmonton Metropol i tan Region Board

December 21, 2017



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TABLE OF CONTENTS 1.0. EXECUTIVE SUMMARY ................................................................................................................... 3 2.0. STRATEGIC PRIORITIES ................................................................................................................. 4 3.0. 2018/19 BUSINESS PLAN PRIORITIES ........................................................................................... 6 4.0. PLANNING FRAMEWORK ................................................................................................................ 8 5.0. RISK ................................................................................................................................................... 9 6.0. 2018/19 PROGRAMS AND OPERATIONS ...................................................................................... 10 7.0. FINANCIAL PLAN .............................................................................................................................. 11 APPENDIX A: ORGANIZATIONAL STRUCTURE ................................................................................... 16

CAPITAL REGION BOARD ORGANIZATIONAL STRUCTURE ................................................. 16 CRB ADMINISTRATION ORGANIZATIONAL STRUCTURE ..................................................... 17

APPENDIX B: 2018-2022 BUSINESS PLAN GANTT CHART ................................................................. 18 APPENDIX C: 2018-2022 BUSINESS PLAN FUNDED PROJECTS ....................................................... 21 APPENDIX D: 2018-2022 BUSINESS PLAN UNFUNDED PROJECTS FOR 2018/19 ........................... 23 APPENDIX E: FORWARD PLANNING LIST FOR 2018-2022 ................................................................. 25



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1.0. EXECUTIVE SUMMARY

1.1. MISSION

1.1.1. The Edmonton Metropolitan Region Board (EMRB) Administration enables the Board to meet its fiduciary and mandated obligations.

1.2. VALUES

1.2.1. The four key values administration believes are mission critical to success are: respect, integrity, accountability, and innovation.

1.3. VISION

1.3.1. The Edmonton Metropolitan Region is a family of diverse, interdependent communities whose energy, talent, and resources combine to create insightful planning processes, sound fiscal and regulatory practices, environmental sensitivity and empathy for the underprivileged in a strong expression of regional purpose. This regional vision embraces change and enables sound growth principles to ensure that the social, economic, environmental and cultural well-being of the region’s current and future residents and communities is respected and sustained.

1.4. SCOPE

1.4.1. The EMRB must meet its obligations under the Edmonton Metropolitan Region Board Regulation (189/2017) of the Municipal Government Act (MGA), and also forge a role outside the legislation building additional value in the eyes of stakeholders. This additional value will be delivered by nurturing respectful stakeholder relationships based on a set of well-defined values.

The Business Plan directs EMRB’s administrative operations for the year in a way that is responsive to the Board’s strategic priorities while honouring the need to carry out and enhance, where appropriate, the ongoing operations of the Board related to strategic planning, regional planning, regional servicing, public engagement, and internal operations. The Business Plan Model used is a four-year model renewed/reviewed annually.

1.4.2. On October 26, 2017 the Minister of Municipal Affairs approved the Edmonton Metropolitan Region Board Regulation (189/2017), which includes a new membership, mandate, and voting structure. This has had an impact on scope and the determination of the future scope of work for the EMRB, which has been taken into consideration in the financial plan and workplan.

1.4.3. For the purposes of the Alberta Freedom of Information and Protection of Privacy Act (FOIPP) and Alberta Capital Finance Authority Act, the EMRB is deemed to be a Growth Management Board as defined in the newly updated MGA approved in 2017.



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2.0. STRATEGIC PRIORITIES

2.1. 2018/19 is a transition year for the EMRB. The transition involves organizational changes resulting from a new MGA, the new Regulation, new members as a result of the 2017 municipal election, and Provincial approval of the Edmonton Metropolitan Region Growth Plan.

2.2. EMRB will begin work on a new Strategic Plan beginning in early 2018. This new Strategic Plan will be used to prepare future Business Plans through a Board approved work plan.

2.3 The Strategic Priorities for 2018-19 are:

Strategic Priority 1: Regional Vision. Strategic Priority 2: Collaborative Culture. Strategic Priority 3: Regional Growth Plan. Strategic Priority 4: Global Competitiveness.

2.4. The four Strategic Priorities including their sub-tasks or projects are mapped out over time and depicted graphically in the Business Plan Gantt Chart (Appendix B). While the Strategic Plan itself ends in 2018 and a new one will be completed in the first half of 2018, the workplan continues to project out four years. A new workplan will be defined in the 2019/20 Business Plan once the updated Board Strategic Plan is completed.

2.5. This chart reflects key activities to achieve the stated Strategic Plan objectives. However, the new Board may choose new Strategic Priorities during the creation of the new regional Strategic Plan. While not all activities are currently funded, it is understood these items are forecasted and will be undertaken in the future to achieve Strategic Plan outcomes as funding is approved through the Business Plan/Budgeting process or as funding becomes available. A complete list of unfunded projects, organized by functional area, is found on the Forward Planning List (FPL) (Appendix E). These projects are reviewed annually to ensure they stay consistent, and as part of the budgeting process to confirm ongoing relevance to the Strategic Plan, and prioritization against available resources.

2.6. Each Strategic Priority has a series of Key Results:

Strategic Priorities Purpose Key Results REGIONAL VISION The Board develops a strong, long-

term vision for the whole region based on the desires and dreams of the region’s municipalities and citizens.

KR 1.1: Regional stakeholders and citizens are engaged, and they develop a long term vision for the whole region. KR 1.2: The Board adopts its long term Regional Vision.

COLLABORATIVE CULTURE (The How)

The Board’s activity promotes a collaborative culture among members. The Board focuses its efforts on high level issues that impact the region.

KR 2.1: The Board understands the distinctive characteristics and needs of rural and urban members. KR 2.2: The Board improves collaboration and governance practices through education, best practice research, educational speakers and workshops. KR 2.3: The Board members agree on priority high level issues for the region that are validated on a regular basis. KR 2.4: The Board actively pursues partnerships and collaboration with specific regional stakeholder organizations.



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REGIONAL GROWTH PLAN (The What)

The Board develops and implements a high level, long term growth plan for the region, which is approved by the Government of Alberta.

KR 3.1: A high level growth plan is prepared and adopted by the Board. KR 3.2: The Government of Alberta reviews and approves Growth Plan 2.0. KR 3.3: A process for approving and incorporating the Growth Plan 2.0 into Government of Alberta policy environments is developed, negotiated with Government of Alberta and approved by Capital Region Board. KR 3.4: Municipal members ensure that municipal and sub-regional plans conform to the Regional Growth Plan. KR 3.5: Outcomes of Growth Plan 2.0 are measured, monitored and reported.

GLOBAL COMPETITIVENESS (The Why)

The Board understands the global situation and positioning of the region and the strategic opportunities to compete globally.

KR 4.1: The Board explores the regional economic development landscape and identifies opportunities to add value. KR 4.2: The economic landscape is mapped and understood, and regional stakeholders are educated on our regional strategic advantages. KR 4.3: Through this research on the economy, trust and collaboration increases and mutually agreed new roles evolve. KR 4.4: Development approval processes across the region are improved and streamlined. KR 4.5: A uniform regional site selector tool is developed.

Table 1 – Strategic Priorities’ Key Results



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3.0. 2018/19 BUSINESS PLAN PRIORITIES

3.1 The impacts resulting from the new MGA, Regulation, Membership, municipal election, and the Provincially approved Growth Plan affect all aspects of Board work.

3.2 Strategic Plan: Work on this most important document, which guides the Board and helps to direct administration, will begin in early 2018. The work of the Board and Board activities will be measured against the Strategic Plan to determine success.

3.3. Regional Agriculture Master Plan: The Regional Agriculture Master Plan is the implementation of the Growth Plan in action. The Board felt it critical to grow more responsibly and elevate the importance of conserving agricultural lands with the addition of a new Agriculture policy area and has committed to addressing the challenges facing growth of rural and urban agriculture through the development of a Regional Agriculture Master Plan and land evaluation and site assessment tool within two years of the approval of the Growth Plan.

3.4 Regional Servicing Plan: The new Regulation expands the mandate of the EMRB to include the preparation of a Metropolitan Region Servicing Plan (MRSP) that supports the implementation of the long term vision of the Edmonton Metropolitan Region Growth Plan. The MRSP is required to be completed within two years of the new Regulation coming into force.

3.5 Public Engagement Policy: The updated mandate also included that the Board work on a Public Engagement policy that would be used in the creation of the Growth Plan and Metropolitan Servicing Plan. While public engagement currently sits at the municipal level, it will be up to the Board to determine what public engagement means for the EMRB.

3.6 Shared investment for Shared benefit: There is a desire from members that the region begin discussion of shared investment for shared benefit. While implemented in various regions throughout the world, there is no uniformity to defining this phrase. Each definition is a solution unique to its region. The Board will begin discussions regarding shared investment for shared benefit in an attempt to define what it means for this region.

3.7 Corridors: The Energy Corridor Master Plan is being used to set the conditions for a working energy policy framework. As a start, the Provincial lead Minister of Energy and all impacted regional stakeholders will be invited to a Forum in Q1 2018 to discuss creation of a policy framework that will enable a provincially led energy corridor creation process.

3.8 Economic Development: The Capital Region Board (now EMRB) was charged with incubating a regional economic development entity. The result is Edmonton Global, an independent not-for-profit organization supported and funded by 15 regional municipalities. Work continues on a regional database and there is willingness to support a site selector conference that may be held in Edmonton in 2018. The EMRB and Edmonton Global are connected through Edmonton Global’s Memorandum of Understanding, which links regional economic development to the Edmonton Metropolitan Region Growth Plan.

3.9 EMRB Credibility and Value Add: Attention to the promotion of EMRB’s regional successes will increase likelihood of long term sustainability as a Board through predictable funding stream(s) that enable it.



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SPECIFIC OUTCOMES

Activity Outcome Remarks Governance Comprehensive Policy review will occur in late

2018 to ensure policies are up to date and provide the Board with a solid foundation for governance, administration, and finance

Regional Agriculture Master Plan

Development of a Regional Agriculture Master Plan works toward achieving the objectives defined in the Growth Plan

A LESA type tool is created that is specific and customized to this region and includes an indisputable performance measurement framework

Municipalities engage

Metropolitan Region Servicing Plan

Development of a Metropolitan Region Servicing Plan is underway and works towards fulfilling the Board mandate as defined in the regulation

Municipalities engage

Public Engagement Policy

A public engagement policy is created that is unique to this region and approved by the Board.

Engagement Framework

The Edmonton Metropolitan Region Board will continue to engage the Province focusing on its value add as a regional entity in order to justify and secure long term funding

Ongoing

Advocacy Advocacy continues to expand the credibility and awareness of the Edmonton Metropolitan Region Board

Strategic Plan A Strategic Plan is developed and approved by the Board, including indisputable key performance indicators

Share Investment for Shared Benefit

Discussions are occurring as the region works toward a regional policy defining what Shared Investment for Shared Benefit means for this region

CRB Risks A Chief Risk Officer has developed a comprehensive risk matrix for the organization and works to minimize that risk

Policies are developed and followed to minimize the risk to the Board and Board data

Table 2 – Business Plan Priorities



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4.0. PLANNING FRAMEWORK 4.1. EMRB’s Strategic Planning Framework is a combination of the Board Vision, the Strategic Priorities, and the Administration’s Values and Mission, which together ensure the successful completion and reporting of the Board’s strategic priorities.

Figure 1 – Business Planning Framework

Board’s Vision

Administration’s Mission

Administration’s Values

Regional Vision Collaborative

Culture Regional

Growth Plan Global

Competitiveness

Projects & KPIs



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5.0. RISK

5.1. Determining the Risks to EMRB and how to best mitigate them is an evolving process. It includes real world and digital risk. Steps have been taken toward a more robust and coherent risk assessment model, which will help the EMRB better manage risk into the future. The assessment criteria mitigation strategies are outlined below at Table 3.

5.2. EMRB Criteria for Risk definition:

1. The impact reaches across EMRB 2. A potential reputational impact to EMRB and its authorities 3. An issue of public interest 4. Either proactive (e.g. Creation of a Metropolitan Region Servicing Plan) or reactive (e.g. New

Legislation) 5. Either external (e.g. an Act of God, Ransomware) or internal (e.g. Loss of the Office)

Risk Probability Financial Impact P x Fl Mitigation Political Change – Loss of Regulation

1% $3,000,000.00 plus Matching Funding/Grants

Not Applicable

Return of uncommitted funds to the province and municipalities

A compliant robust document management system

Staff Offence-FOIP, Criminal Act, Conflict of Interest

5% $300,000.00 $15,000.00 $10,000,000.00 annual aggregate coverage for Primary Commercial General Liability

$1,155,000.00 Crime Coverage Board & Staff General Coverage

5% $1,000,000.00 $50,000.00 $10,000,000.00 annual aggregate coverage for Primary Commercial General Liability

$7,500,000.00 annual aggregate coverage for Excess of Primary Commercial General Liability and Primary Professional Errors & Omissions Liability

$5,000,000.00 per Occurrence coverage for Primary Non-Owned Automobile Liability

Major lawsuit and resulting damages awarded due to negligence

10% $1,000,000.00 $100,000.00

Acts of God 1% $1,500,000.00 $15,000.00 $10,000,000.00 annual aggregate coverage for Primary Commercial General Liability

$7,500,000.00 annual aggregate coverage for Excess of Primary Commercial General Liability and Primary Professional Errors & Omissions Liability

Total Loss of Workspace

3% $1,500,000.00 $45,000

Table 3 – Risk/Mitigation Matrix



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6.0. 2018/19 PROGRAMS AND OPERATIONS

6.1. Appendix C (2018-2022 Business Plan Funded Projects) outlines the details of the program for the current fiscal year. Projects are derived from logical outcomes of work from prior activities within the various EMRB functional areas, and some emerge directly from the Edmonton Metropolitan Region Growth Plan. All are aligned to ensure coherence and more importantly, where applicable, address projects mandated in the newly approved Regulation.



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7.0. FINANCIAL PLAN

7.1. The budget for 2018/19 at the summary level was presented to the Executive Committee on January 11, 2017 with $1.35 million membership contribution to be included in the budget. The budget is presented in thousands of Canadian dollars, and consists of a Statement of Operations and a Capital Acquisition Budget. The Statement of Operations is based on the following key assumptions:

a. The Province will provide $2 million in funding b. The total full time staff complement will grow from 10 to 11.

7.2. STATEMENT OF OPERATIONS

77.2.1. The planned Statement of Operations for 2018/19 is as follows:

Proposed EMRB 2018/19 Budget

Revenue 2018-19 Budget

GOA Operating Grant 2,000,000.00$

GOA Planning Intern Grant 43,000.00$

13 Member contribution 1,351,000.00$

Total Revenue 3,394,000.00$

Expenditures

Board & Committees

Honorarium 25,400.00$

Meetings 17,500.00$

Travel 12,000.00$

Chair Retainer 80,000.00$

Total Board & Committees 134,900.00$

Salaries and benefits 1,586,706.55$

Office lease 300,000.00$

Professional fees - Legal/Advisory 55,000.00$

Travel/ Professional Development 30,000.00$

Information technology 25,000.00$

DMS/Records Management 20,000.00$

Office Communications 38,000.00$

Office Supplies 30,000.00$

Operational -$

Insurance 8,000.00$

Meetings - Non Board/Committee 20,000.00$

GIS 20,000.00$

Bank Charges and interest 2,000.00$

Other expenses 8,000.00$

Total Administration 2,142,706.55$

Regional Mandate

Compliance 56,000.00$

Education 50,000.00$

Communications 70,000.00$

GP Implementation 335,000.00$

Regional Projects 439,000.00$

REF 100,000.00$

Total Regional Projects 1,050,000.00$

Capital and Other

Planning Intern 50,000.00$ Office Furniture/Equipment

Total Capital and Other 50,000.00$

Total Expenditures 3,377,606.55$

Unallocated Funds

Surplus (Deficit) 16,393.45$

Accumulated surplus beginning of year

Accumulated surplus end of year

Assumptions - $2,000,000 Grant

Table 4 – Statement of Operations



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7.3. REGIONAL AGRICULTURE MASTER PLAN

7.3.1. The Edmonton Metropolitan Region Board Growth Plan – Re-Imagine. Plan. Build. was approved by the Government of Alberta (GOA) on October 26, 2017. This growth management plan provides direction for “how the region will manage and optimize growth” in the next 30 years.

7.3.2 With the approval of the Growth Plan, GOA has provided support for the vision, principles, objectives and policies as being critical for the sustainability of the region. This includes recognition of the vital role the agriculture sector plays in economic diversification and prosperity, food security, and the social, cultural and historical significance of the region.

7.3.3 The Edmonton Metro Region is surrounded by some of the province’s best quality agricultural lands, along with what is typically referred to as the corridor region; these lands are often referred to as Alberta’s prime agricultural lands. The conversion of prime agricultural lands to non-agricultural uses is a significant issue for this region and poses a fundamental challenge to sustaining and growing a thriving agricultural sector.

7.3.4 The commitment to compact, contiguous growth, and protecting the environment set out in the Growth Plan is estimated to conserve 250 quarter sections of prime agricultural lands and some $5 billion savings in infrastructure efficiency through land savings.

7.3.5 The Board felt it critical to grow more responsibly and elevate the importance of conserving agricultural lands with the addition of a new Agriculture policy area and has committed to addressing the challenges facing growth of rural and urban agriculture through the development of a Regional Agriculture Master Plan and land evaluation and site assessment tool within two years of the approval of the Growth Plan.

7.4. METROPOLITAN REGION SERVICING PLAN

7.4.1 The new Regulation expands the mandate of the EMRB to include the preparation of a Metropolitan Region Servicing Plan (MRSP) that supports the implementation of the long term vision of the Edmonton Metropolitan Region Growth Plan. The MRSP is required to be completed within two years of the new Regulation coming into force. In this regard, the MRSP must be completed by October 26, 2019. 7.4.2 A Project Charter and Task Force Terms of Reference has been developed and will be reviewed by the Executive Committee and subsequently by the Board. A task force will be established in early 2018 to work on the MRSP and ultimately make a recommendation to the Board in 2019.

7.5. PUBLIC ENGAGEMENT

7.5.1 The Board will work on development of a regional Public Engagement policy. While most member municipalities have a public engagement policy, there is a gap in a regional engagement perspective. The Board will look at the various principles and frameworks that exist for public engagement including the International Associate for Public Participation (IAP2). Upon revising these principles and framework the Board will begin work on developing its own policy that will be unique to the region.



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7.6. SHARED INVESTMENT FOR SHARED BENEFIT

Shared Investment for Shared Benefit is a concept embedded in numerous successful regions around the world. The shape and form of its definition varies greatly. It will be incumbent upon the Board to work toward a solution that is unique and successful for this region.

Members of other regions will be invited to the Board to discuss what Shared Investment for Shared Benefit means and how it works for them, as background and a basis for the Board devising its own solution for the Edmonton Metropolitan Region.

7.7. GEOGRAPHIC INFORMATION SERVICES (GIS)

7.7.1. The Capital Region Geographic Information Services (CRGIS) website was successfully launched in June 2015. The website delivers on the mission and vision of the CRGIS Plan developed as part of the original Capital Region Growth Plan. The CRGIS website offers an innovative and collaborative sharing platform where regional maps and data can be accessed by anyone through the simple use of a web browser. The site also offers open data access to key regional datasets.

7.7.2. More key regional maps and applications were added to the site through 2017 and more will be developed and added in 2018. All data from the Edmonton Metropolitan Region Growth Plan was made available for download through the open data section of the CRGIS site in addition to interactive web-map versions of each map in the plan.

7.7.3. The CRGIS is also being used for continued support to ongoing projects such as the refinement of Edmonton Metropolitan Region Growth Plan maps, the Energy Corridors Master Plan and the Agriculture Master Plan. The CRGIS has also been critical in developing new Key Performance Indicators (KPIs) for the Edmonton Metropolitan Region Growth Plan which will be reported annually to the Board. An online KPI dashboard is being developed and will be launched in early 2018.

7.8. ADVOCACY

7.8.1. In 2018/19 the Board will continue advocacy with a focus on a strategic engagement with the Government of Alberta in preparation for future Provincial Budgets, and primarily to advance Board priorities, that is, the content and deliverables of the Edmonton Metropolitan Region Growth Plan, the Energy Corridors Master Plan, Regional Agriculture Master Plan, and the Metropolitan Servicing Plan, as they relate to key Ministries.

7.8.2. Administration will continue to support the strategic engagement plan with ongoing communications initiatives including the monthly reCAP newsletter and CEO Update to CAOs; meetings with Cabinet, Deputy Ministers and key regional stakeholders; and outreach events, particularly in support of the work of the implementation of the Edmonton Metropolitan Region Growth Plan and the expanded Board Mandate.

7.8.3. A new brand was developed in conjunction with the change in name as per the updated and approved regulation.

7.8.4. Ongoing Board work will likely provide additional opportunities to further advocacy.



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7.10. GOVERNANCE

7.10.1 The Board undertakes various projects associated with Board Governance in accordance with Board Policies. Policy G001 states that the Board is to undergo a comprehensive policy review beginning in October 2018.

A comprehensive review of Board Policies and Governance Manual was undertaken in the first 16 months and completed in 2016. In 2018 the Policies were again updated to ensure conformity to the newly approved MGA, Regulation, and Growth Plan.

Main projects over the 2018/19 planning year are:

1. Policy review 2. Developing policies that support project outcomes

7.10.2. The Executive Committee will be reviewing the policies and providing a recommendation to the Board. This work culminates in the Edmonton Metropolitan Region Board Governance Manual, which will be updated on an ongoing basis as needed.

7.11. STRATEGIC PLANNING 7.11.1 It was identified and emphasized that the first priority of the new Board would be an update of its four-year Strategic Plan. In June 2017, Board approved a schedule for the update and it is in process.

7.11.2. The development of a Strategic Plan is an important senior leadership activity to set direction and goals for the organization and to develop a plan to achieve the goals. It serves as a means to prioritize effort and resources, and is influenced by the external environment.

7.11.3. The Strategic Plan is also an important communications tool both inside and outside of the organization to message what is important, and where the Board adds value and has impact. The development of a Strategic Plan early in the tenure of the new Board will be important to establishing the culture, strategic direction, and priorities of the Edmonton Metropolitan Region Board.

___________________________________ ___________________________________ Dr. Jodi Abbott, Chair, Capital Region Board Malcolm Bruce, CEO, Capital Region Board ___________________________________ ___________________________________ Date: Date:



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APPENDICES: Appendix A: Organizational Structure Appendix B: 2018-2022 Business Plan Gantt Chart Appendix C: 2018-2022 Business Plan Funded Projects Appendix D: 2018-2022 Business Plan Unfunded Projects Appendix E: Forward Planning List



Page | 16

Board

Metropolitan Region Servicing Plan Task Force

Regional AG Master Plan Task Force

Audit & Finance Committee

Executive Committee

CEO

CAO Advisory Committee

REF

APPENDIX A: ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL STRUCTURES FOR 2018/19 COMMITTEE STRUCTURE

Figure 2 – Capital Region Board Governance Structure



Page | 17

ADMINISTRATIVE STRUCTURE

Figure 3 – Capital Region Board Administration Structure

Operations Projects Administrative

Executive Assistant

Edmonton Metropolitan Region Board

Chief Executive Officer

Team 2 Operations Manager Office Manager

Regional Project Manager Team Lead

Leslie Chivers

Communications Manager

Loreen Lennon

GIS Coordinator

Brandt Denham

Team 1

Regional Project Manager Team Lead

Neal Sarnecki

Charlene Chauvette

Administrative Assistant

Vacant

Amanda Borman

Sharon Shuya

Regional Planner

Vacant

Municipal Intern

Regional Project Manager

Stephanie Chai

Malcolm Bruce

Board Chair Dr. Jodi L. Abbott

Organization Values

Respect Integrity

Accountability Innovation



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APPENDIX B: 2018-2022 Business Plan Gantt Chart

Strategic Priorities and Key Results

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Business Plan Review

Annual Report

Business Plan Review Annual Report


Annual Report


Annual Report


Annual Report

Board Orientation:Jan 19

Strategy 2019 - 2023 in effect

GPU Azimuth Check

Provincial Election

Federal Election Municipal Election

KR 1.1 Regional stakeholders and citizens are engaged, and they develop a long term vision for the whole region.

2019-2023 Strategic Plan

Board Transition/Election/Orientation

KR 1.2 The Board adopts its long term Regional Vision.

Board Initiatives

Supporting Rewrite of the Regulation (Complete)

Revisit the Model for Growth

CRB Brand Review

KR 2.1 The Board understands the distinctive characteristics and needs of rural and urban members.

KR 2.2 CRB improves collaboration and governance practices through education, best practice research, educational speakers and workshops.

Housing Symposium/

Collaborate to Compete

KR 2.3 CRB members agree on priority high level issues for the region and are validated on a regular basis.

Regional Housing Plan

Sustainable Development Index - Target Setting

Community Engagement Complete Communities (Formerly Marketing and Awareness)

Transportation Prioritization Annual Update

Provincial Transportation Funding Initiatives (Transit)

20222021

Edmonton Metropolitan Regional Board Strategic Plan - IMPLEMENTATION GANTT CHART, 2018-2022

2018

Key Influencers/Activities

As opportunities arise

20202019

Strategic Priority 1: REGIONAL VISION The Board develops a strong, long-term vision for the whole region based on the desires and dreams of the region’s municipalities and citizens.

Strategic Priority 2: COLLABORATIVE CULTURE: The Board’s activity promotes a collaborative culture among members. CRB focuses its efforts on high level issues that impact the region



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Annual Report



Annual Report


Annual Report


Annual Report



GPU Azimuth Check

Provincial Election

Federal Election Municipal Election



Specialized Transit - Cost Benefit Analysis

Metropolitan Region Servicing Plan Implementation and Oversight

Regional Congestion Management Strategy (Formerly HOV) - Phase 2

Regional Infrastructure Master Plan

Recreation/Open Space/Wildlife Corridor Study

Regional Agriculture Master Plan

Land Evaluation and Site Assessment Tool

Transportation Masterplan Update (IRTMP)

Growth Plan Update and Monitoring Performance KPIs

Public Engagement Policy

Broadband Needs Assessment

Shared Investment for Shared Benefit

KR 2.4 CRB actively pursues partnerships and collaboration with specific regional stakeholder organizations.

Our Affordable Future: Implementation

Regional Transit Governance

Transit Branding Strategy

Energy Corridor Management Strategy (Advocacy)

Website Review

General Advocacy + Communications

Edmonton Metropolitan Region Growth Plan Communications Plan


202220202019 2021


2018




Page | 20




Annual Report



Annual Report


Annual Report


Annual Report



GPU Azimuth Check

CRB Regulation 38/2012 expires

Provincial Election

Federal Election Municipal lection



Roadshow

Growth Plan Implementation Tool Kit and Education Sessions

Advocacy Retreat

Strategic Priority 3: REGIONAL GROWTH PLAN: The Board develops and implements a high level, long term growth plan for the region, which is approved by the Government of Alberta.

KR 3.1 A high level growth plan is prepared and adopted by the CRB. (Complete)

KR 3.2 Government of Alberta reviews and approves the Regional Growth Plan. (Complete)

KR 3.3A process for approving and incorporating the Capital Region Growth Plan into Government of Alberta policy environments is developed, negotiated with Government of Alberta and approved by Capital Region Board.

KR 3.4 Municipal members ensure that municipal and sub-regional plans conform to the Regional Growth Plan.

KR 4.1 The CRB explores the regional economic development landscape and identifies opportunities for CRB to add value.

KR 4.2 The economic landscape is mapped and understood, and regional stakeholders are educated on our regional strategic advantages.

KR 4.3 Through this research on the economy, trust and collaboration increases and mutually agreed new roles evolve.

KR 4.4 Development approval processes across the region are improved and streamlined.

KR 4.5 A uniform regional site selector tool is developed.

Legend Forward Planning List Items currently unfunded (List B)

Estimated or actual costs of approved projects that are funded or pending B list project funding for 2018-2022. Out years will be approved annually as part of the Business Plan/Budget cycle

Strategic Priority 4: GLOBAL COMPETITIVENESS: The Board understands the global situation and positioning of the region and the strategic opportunities to compete globally.


202220202019 2021


2018


Table 5 – 2018-2022 Business Plan Gantt Chart



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APPENDIX C: 2018-2022 Business Plan Funded Projects

Funded Priority "A" Projects April 1, 2018 to March 31, 2019

List Project Number

Project

Description Dates Note Proposed Budget

A 2018/19-1 Edmonton Metropolitan Region Growth Plan (EMRGP)

EMRGP approved October 2017. Budget is for updating of Growth Plan to reflect the change in membership -includes design , production and printing costs

2018/19 $30,000

A 2018/19-2 Metropolitan Region Servicing Plan & Implementation Oversight

The new Regulation expands the mandate of the EMRB to include the preparation of a Metropolitan Region Servicing Plan (MRSP) that supports the implementation of the long term vision of the Edmonton Metropolitan Region Growth Plan

2018/19 Terms of Reference (TOR start 2017. Project Completion 2 years from Approval (est. 2019/2020).

$150,000

A 2018/19-3 Public Engagement Policy Mandated through approval of the New Regulation

2018/19

GR: Continuation of Value Add Project completed in 2018

$20,000

A 2018/19-4 REF 2018/19 Budget for REF increases due to increased volume and anticipated oversight of Metro Servicing Plan Component

$100,000

A 2018/19-5 Compliance Ongoing as specified in Regulation e.g. Annual report

2018/19 $41,000

A 2018/19-6 Monitoring & Reporting Revise KPI to align with EMRGP and Update KPI to align with Strategic Plan and in 2019/2020 the creation of an online Dashboard.

2018/19 $25,000

A 2018/19-7 Board Information Includes Board Retreat for Strat Plan and up to 3 education session per year on emerging topics

2018/19 $50,000

A 2018/19-8 Advocacy - includes Energy Corridors

Energy Corridors Forum Q1 2018 and ongoing Advocacy

2018/19

$20,000

A 2018/19-9 Communications 2018 Transition Year, budget 2018/19 $50,000



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List Project Number

Project


includes changes to Brand and Growth Plan.

A 2018/19-10 Transportation Prioritization List

Revise Criteria to align with EMRGP and create new report of Transportation Priorities. Internal Function

2018/19 In-House

A 2018/19-11 Transportation Masterplanl Update (IRTMP)

2018/19 TOR start 2018/2019; project completion 2019/2020

$150,000

A 2018/19-12 Growth Plan Implementation Effective once EMRGP is approved - Includes additional work in the form of Regional Context Statements, Revised MDP's, review of non- Stat Plans, Ag Impact Assessments and Special Study Areas.

2018/19 Coordinates with REF and Compliance listed above.

$130,000

A 2018/19-13 Board Strategic Plan Develop a strategic vision for the Region based on desires and dreams of the Region’s municipalities and citizens.

2018/19 Environmental Scan starts Q4 2017, Strat Plan approved and effective July 2018

$15,000

A 2018/19-14 Agriculture Master Plan To develop and implement of a policy framework and tool set to gather the evidence to establish the appropriate approach for preserving and maintaining a stable, predictable supply of prime agricultural land in the region, growing and diversifying the agri-food economy, including development of a value-added strategy, and guiding agriculture- supportive infrastructure investment.

2018/19 TOR Q4 2017, Project Completed in 2 years from approval, and approval of the Board Regulation. Estimate completion 2019/ 2020. Budget in 2018/2019 assumes matching funds from Province

$134,000

A 2018/19-15 Regional Housing Symposium 2018/19 $85,000 A 2018/19-16 Regional Broadband Needs

Assessment 2018/19 $50,000

A 2018/19-17 Shared Investment for Shared Benefit

2018/19 TBD

Total: $1,050,000 Table 6 – 2018-2022 Business Plan Funded Projects



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APPENDIX D: 2018-2022 Business Plan Unfunded Projects for 2018/19

Unfunded Priority "B" Projects for 2016/17 (Sorted by Committee) April 1, 2018 to March 31, 2019

List Project Number

Project


B 2018/19-2 Metropolitan Region Servicing Plan & Implementation Oversight

The new Regulation expands the mandate of the EMRB to include the preparation of a Metropolitan Region Servicing Plan (MRSP) that supports the implementation of the long term vision of the Edmonton Metropolitan Region Growth Plan

2019/20 Project Completion

$50,000

B TBD 2 Year Update of Edmonton Metropolitan Region Growth Plan

2020/21 2 Years following Provincial Approval, estimate 2020/2021 may include Ag Master Plan, and SSA's as examples

$50,000

B TBD Board Information Includes Board Retreat for Strat Plan and up to 3 education session per year on emerging topics

2019-21 $100,000

B TBD Land Evaluation and Site Assessment (LESA)

Land Evaluation Tool to be developed upon completion of the Agriculture Master Plan

2019/20 $75,000

B TBD Transportation Masterplan Update (IMRTP)

2018-20 TOR start 2018/2019; project completion 2019/2020

$250,000

B TBD Integrated Regional Recreation Open Spaces Masterplan (Recreation & Wildlife) Corridors

2019-21 TOR start 2019, project completed 2020, subject to Board priorities.

$200,000

B TBD Regional Housing Symposium

2020/21 $50,000

B TBD Regional Congestion Management Strategy (formerly HOV) Phase 2

Following on the results of the 2016 HOV Study, review the next step in moving forward with HOV in the Region, including selecting a corridor for a pilot study.

2019/20 Ongoing implementation of Intermunicipal Transit Plan as per Board Mandate.

$100,000

B TBD Regional Housing Plan - 2019/20 Dependent on Board’s role $130,000



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List Project Number

Project


Phase 4- Final Phase B TBD Exploration of Best Practices

to Build Complete Communities

2019/20 $50,000

B TBD Regional Infrastructure Masterplan

2020/21 $200,000

B TBD Regional Economic Competitive Analysis – to understand the employment base of the region

Pursue further economic development initiatives to understand the employment base of the region.

2020/21 $50,000

B TBD Specialized Transit Cost Benefit Analysis

Following completion of the needs assessments throughout the Region, this study will provide the Board with an understanding of the costs and benefits of providing specialized transit to meet the needs of the Region.

2020/21 Ongoing implementation of Intermunicipal Transit Plan as per Board Mandate.

$50,000

B TBD Our Affordable Future Implementation

2019-21 $70,000

B TBD Site Selector An online tool that helps potential investors choose ideal locations within the region to locate

N/A Support regional economic development by promoting the Region to a global market. Allow investors to look at the Region as a whole instead of its individual parts. Pending regional economic development.

N/A

B TBD Board Initiatives A fund used for Board initiatives as they arise.

2019/20 Projects arise from Board decisions. This contingency fund allows those projects to proceed, with Board approval.

TBD

B TBD Regional Transit Governance Building on the 2014 Transit Governance Report and outcome of the Edmonton/St. Albert integrated transit study, review the options for implementing a regional intermunicipal commuter transit system.

2019/20 Ongoing implementation of the Intermunicipal Transit Plan and IRTMP.

TBD

B TBD Regional Transit Branding Strategy

To create a cohesive brand for regional transit

2020/21 TBD

Table 7 – 2018-2022 Business Plan Unfunded Projects for 2018/19



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Appendix E: FORWARD PLANNING LIST FOR 2018-2022

Project Code Item Total Cost Unfunded Last Safe Purchase Date (if applicable)

Expected Dates Owner

TBD

Metropolitan Region Servicing Plan & Implementation

Oversight$50,000 Unfunded 2019/20

Task Force

TBD

2 Year Update of Edmonton Metropolitan Region

Growth Plan$50,000 Unfunded 2020/21

TBD

TBD Board Information $100,000 Unfunded 2019-21 Board

TBD Land Evaluation and Site Assessment (LESA) $75,000 Unfunded 2019/20 Task Force

TBD Transportation Masterplan Update (IMRTP) $250,000 2018-20 Board

TBD

Integrated Regional Recreation Open Spaces

Masterplan (Recreation & Wildlife) Corridors $200,000

Unfunded 2019-21

TBD

TBD Regional Housing Symposium $50,000 Unfunded 2020/21 Board

TBD

Regional Congestion Management Strategy (formerly

HOV) Phase 2$100,000 Unfunded 2019/20 TBD

TBD Regional Housing Plan - Phase 4- Final Phase $130,000 Unfunded 2019/20 TBD

TBD

Exploration of Best Practices to Build Complete

Communities$50,000

Unfunded 2019/20

TBD

TBD Regional Infrastructure Masterplan $200,000 Unfunded 2020/21 TBD

TBD

Regional Economic Competitive Analysis – to

understand the employment base of the region $50,000 Unfunded 2020/21

TBD

TBD Specialized Transit Cost Benefit Analysis $50,000 Unfunded 2020/21 Board

TBD Our Affordable Future Implementation $70,000 Unfunded 2019-21 TBD

TBD Site Selector N/A Unfunded N/A TBD

TBD Board Initiatives TBD Unfunded 2019/20 Board

TBD Regional Transit Governance TBD Unfunded 2019/20 TBD

TBD Regional Transit Branding Strategy TBD Unfunded 2020/21 TBD

Table 8 – 2018-2022 Forward Planning List



Documents

Audit and Finance Committee - EMRBemrb.ca/Website/files/39/39198766-a4e9-47e5-b20c-4c18b02cd7bd.pdf · 4.1 2018/19 Initial Budget and ... The Committee is accountable to the Board