capital budget proposed 2019-2022

Proposed 2019-2022 CAPITAL BUDGET

THE CITY OF EDMONTONCITY COUNCILOctober 23, 2018

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OUR CAPITAL BUDGET

| Financial and Corporate Services | Financial Strategies & Budget | 10.23.2018|2

Opening Comments - City Manager

● Good morning - We’re pleased to present the 2019-2022

proposed Capital Budget.

● The City of Edmonton’s Capital and Operating Budgets are

about building a great city.

● They work together as two parts of an overall commitment

to imagining and animating Edmonton.

● This Capital Budget is about the “stuff” that we build and

maintain.

● It’s about the new - and renewal of - roads, bridges,

sidewalks, parks and facilities that we use every day.

● It’s a mix of maintaining the infrastructure we have and

building the infrastructure we need - all in benefit to

● Edmontonians and their quality of life.

● It was thoughtfully prepared to help City Council make

informed decisions on how best to prioritize and allocate

available funding.

● I’m enormously proud of the work done by City of

Edmonton employees across the corporation to give you

the most accurate data and analysis possible.

● And now I’d like to hand the presentation over to Barry

McNabb, Branch Manager of Financial Strategies and

Budget.

PRESENTATION OUTLINE

| Financial and Corporate Services | Financial Strategies & Budget | 10.23.2018|

1. Overview & Economic Context 2. Available Capital Funding & Debt Capacity3. Capital Investments in 2019-2022 ($4.3B)

a. New Infrastructure Growth ($2.3B)i. Previously Approved Transformational/Growth ($1.8B)

ii. New Growth Projects ($0.3B Constrained/$0.2B Unconstrained)

b. Renewal of Existing Infrastructure ($2.0B)

4. Next Steps & Closing Remarks4

Thank you Ms. Cochrane and Good Morning Mr. Mayor and

members of Council

● In this presentation of the Proposed 2019-2022 Capital

Budget, I will begin by providing a brief overview of the

development of the budget including the economic

context in which it was prepared.

● I will then review the projected available capital funding

over the 2019-2022 timeframe, with Ms. Padbury then

discussing the debt capacity of the City of Edmonton to

finance capital investments.

● Mr. Meliefste and Mr. Leeman will then review at a high

level the $4.3 Billion of capital investments recommended

by Administration as part of the 2019-22 Capital Budget

● including:

○ the continuation of transformational and other

growth projects during the 2019-2022

timeframe in the amount of $1.8 billion that

were previously approved by City Council

○ the proposed new growth projects

Administration is recommending for 2019-2022

based on $306 million of constrained and $241

million of unconstrained available funding, and

○ the renewal of the City’s existing infrastructure

in the amount of $2 billion.

● and then finally we’ll look at next steps following today’s

presentation working towards Council deliberations and

approval of the budget in late November and early

December,

● with Ms. Cochrane providing closing remarks.

OVERVIEW OF CAPITAL BUDGET


● Capital Investment Outlook (Council April 2018)○ Limited available funding for new projects○ Council reconfirmed priority on renewal

● Proposed 2019-22 Capital Budget Guided by:○ Council's strategic goals ○ Principles & prioritization criteria (Council June 2018)○ Capital Project Governance (C591)

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● The foundation for the development of the Proposed

2019-2022 Capital Budget is the 10-year Capital

Investment Outlook that was presented to Council in April

2018.

● The Capital Investment Outlook identified a potential

funding gap of $3.8 billion over the next 10 years, with $15

billion of projected funding being available for $18.8 billion

of potential infrastructure investment.

● As part of the guidance and direction received during the

discussion of the Capital Investment Outlook, Council

reinforced the need to continue to invest in the renewal

and maintenance of the City’s existing infrastructure.

○ This direction has been reflected in the Proposed

○ 2019-2022 Capital Budget, as Mr. Leeman will

discuss further in this presentation.

● The development of the Proposed 2019-2022 Capital

Budget has also been guided by:

○ the City’s strategic planning framework and four

strategic goals which were approved by Council

earlier in the year

○ the capital planning principles and prioritization

criteria used in prior budget cycles which were

reaffirmed by Council on June 26, 2018, and

○ the Capital Project Governance Policy

● A key element of the 2019-2022 Capital Budget is its

alignment with the Capital Project Governance policy and

in particular the project development and delivery model,

which Mr. Meleifste will be reviewing in a few moments

● Constrained Capital Budget○ Continued economic uncertainty (oil prices, tariffs)○ Moderate population (1.9%)/economic growth (2.5%)

○ Rising interest rates & borrowing costs

● Emerging Issues Could Impact Budget○ Metropolitan region, annexation, grant funding

In depth Economic Presentation (2019-2022 Operating Budget Nov 7/18)

CONTEXT FOR CAPITAL BUDGET (Economic Outlook/Emerging Issues)


● The development and execution of the proposed 2019-22

Capital Budget is very much dependent on the state of the

municipal, provincial and global economies.

● The Province and City are gradually recovering from the

significant and prolonged downturn in the economy that

began in mid 2014...and this gradual improvement and

growth is expected to continue over the next four years

with moderate population and economic growth of 1.9%

and 2.5% respectively.

● However, economic uncertainty and volatility is also

expected to continue with fluctuating oil prices and

potential US trade restrictions and tariffs.

● This economic uncertainty could impact the projected

● capital funding over the next four years, including the

timing and amount of federal and provincial grants.

● This economic uncertainty, along with rising interest rates,

could also impact the cost and delivery of projects

included in the 2019-2022 capital budget.

● And finally there continues to be emerging issues that

could impact the proposed 2019-2022 Capital Budget

going forward, including potential shared investment in

the greater metropolitan region and the growth in City

boundaries through annexation

● Administration will be providing a more in-depth analysis

of the economic outlook and the continued growth of the

City on November 7 as part of the presentation to City

Council of the Proposed 2019-2022 Operating Budget.

CAPITAL FUNDING & DEBT


● This next slide provides a breakdown of the projected

available capital funding and debt included in the Proposed

2019-2022 Capital Budget.

● It is important to note that debt is not a funding source in

itself but rather a method of financing capital projects.

● The issuance of debt is an important tool to allow the City to

complete its capital infrastructure, including providing

matching funding in order to qualify for provincial & federal

grants.

● The Capital Budget includes $824 million of debt financing in

2019-2022 with an additional $94 million in 2023 & beyond.

● This debt financing is for the continuation of

transformational and other growth projects previously

● approved by City Council.

● Given the current economic and funding constraints, and the

need to maintain sufficient debt capacity for future

transformational and emerging projects including the

continued build-out of LRT, Administration has not included

the issuance of debt to finance any new proposed projects

in the 2019-2022 Capital Budget.

● Administration has provided a list of unfunded projects in

the Proposed Capital Budget that were rated as important to

the City through the Corporate Prioritization Process that

would be eligible under the City’s debt funding policy if

Council chose to do so.

○ Mr. Melifste will be reviewing these projects in a few

moments later in this presentation.

● So as also shown on this slide, the City’s ability to execute on

its capital program is very dependent on obtaining funding

from the federal and provincial governments which

comprise $2.1 billion, or nearly 50% of the total $4.3 billion

of funding excluding debt financing.

● this grant funding will assist with the continued renewal and

maintenance of the $30 billion of existing infrastructure and

facilities as well as the completion of other transformational

projects including Yellowhead Trail and the LRT buildout.

GRANT FUNDING


● Provincial MSI ○ $244M reduction for 2018 to 2021 ($61M/yr)○ Impacts both renewal (90%) & new growth projects

● Grant Funding Not Included in 2019-2022 Budget○ Future LRT Buildout

■ Federal PTIF - $878M; Provincial - $1.5B○ Green Infrastructure and Affordable Housing

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● Notwithstanding this, the City continues to be challenged

by reductions in Provincial funding.

● As part of the 2018 Provincial Budget announced in March,

the Province reduced the MSI funding to the City of

Edmonton by $244 million in total from 2018 to 2021.

○ this equates to an average decrease of $61 million

per year from the $270 million of MSI funding

previously projected for 2018.

○ This projected reduction in MSI funding has a direct

impact on the Proposed 2019-2022 Capital Budget.

■ This includes renewal investment being held to

90% of the ideal recommended levels, and

limited unconstrained funding being available

■ to execute on a number of important new

growth projects.

○ The City is engaged in discussions with the Province

on a new fiscal framework that would commence

when MSI ends in March 2022.

○ At this time it is uncertain how much funding will be

provided under the new framework or what projects

would be eligible.

● There are also a number of Federal and Provincial grant

funding programs that the City will be eligible for in

coming years that have not been incorporated into the

Proposed 2019-2022 Budget:

○ This includes the $878 million of PTIF Phase II

funding (public transit infrastructure funding)

announced by the Federal Government as well at the

City of Edmonton’s $1.5 billion share of the $3 billion

of LRT funding announced by the Province for

Edmonton and Calgary over the next 10 years.

○ This also includes Green Infrastructure and

Affordable Housing funding as part of the bilateral

agreement between the federal and provincial

government.

○ The City has submitted a number of applications and

is continuing to assess civic priorities and other

○ potential projects that may be eligible for funding

under these programs going forward.

● Ms. Padbury will now discuss the CIty’s debt levels and

debt capacity in further detail.

DEBT LEVELS AND AVAILABLE CAPACITY


● The graph on this slide shows the City’s total outstanding

debt forecast for the next 10 years. The top of the bars

represents the Municipal Government Act debt limit. The

bottom three bars represent all debt previously approved

by City Council. The striped bar represents the impact of

the potential new projects identified in the capital budget

as being debt eligible. While this graph identifies debt

eligible projects the operating impacts of those projects

(including debt servicing) has not been contemplated in

the operating budget. The light green bar shows a range

of total debt room that must be considered and reserved

for future LRT expansion. The range shown for LRT

expansion allows for uncertainties relating to the projects,

● including delivery methods and funding.

● The solid purple bar represents remaining room available.

You can see from the graph the available future debt

room is constrained after 2022 which could limit future

capital decisions, fiscal flexibility and the City’s ability to

use debt for emergent items and constrain the City’s

ability to match future federal and provincial funding.

DEBT LEVELS AND AVAILABLE CAPACITY


● This next graph illustrates the impact of approved capital

on the City’s internal tax-supported debt servicing limit as

defined by the Debt Management Fiscal Policy. Again the

top of the bars represent the total internal debt servicing

limit in millions of dollars. The portions of the graph

beneath the striped bar represent tax-supported debt

servicing for approved capital projects. The striped bar

represents projected debt servicing for new projects

identified in the capital budget as debt eligible. While

identified on this graph, the debt servicing for these

projects has not been identified in the operating budget.

The light green line again represents the range of debt

servicing required for LRT expansion allowing for

● uncertainties relating to the projects, including delivery

methods and funding.

● Once again the solid purple bar represents the available

future debt servicing room. You can see from the graph

that debt servicing under the City’s current Debt

Management Fiscal Policy becomes constrained in 2022

and depending on the level of funding and method of

procurement for future LRT Projects the use of debt in the

next capital cycle may be constrained by the current

policy. The impact of this constraint, as indicated earlier,

could limit future capital decisions, fiscal flexibility and the

City’s ability to use debt for emergent items as well as

constrain the City’s ability to match future federal and

provincial funding.

● I will now turn the presentation backover to Mr. McNabb.

PROPOSED 2019-2022 CAPITAL INVESTMENTS


Having now discussed the available capital funding and debt

capacity, the next set of slides will focus on the capital

investments included in the proposed 2019-2022 Capital

Budget:

● This initial slide provides a breakdown of the $4.3 billion of

proposed capital investments for 2019 to 2022 into

renewal and growth:

○ $2.0 billion (or 45%) of the total capital investment

has been earmarked for the renewal of the City’s

existing infrastructure, of which Council has

approved $0.1 billion in previous decisions.

○ The remaining $2.3 billion (or 55%) of the total

capital investment is for the design and delivery of

○ new growth projects.

■ This includes $1.8 billion in 2019-2022 for the

continuation of transformational and other

growth projects previously approved by City

Council

○ And $0.5 billion for proposed new growth projects of

which $306 million is tied to constrained funding and

$241 million is available from unconstrained funding

sources.

● So of the $4.3 billion of total investments included in the

Proposed 2019-2022 Capital Budget, City Council has

previously approved $1.9 billion with the remaining $2.4

billion of proposed investments being requested for

approval as part of this 2019-2022 Budget.

● I will now turn the presentation over to Mr. Meliefste and

Mr. Leeman to discuss these proposed growth and

renewal investments in further detail.

NEW INFRASTRUCTURE GROWTH PROJECTS


This next part of the presentation focuses on the Project

Considerations and General Overview as it relates to GROWTH.

PREVIOUSLY APPROVED GROWTH PROJECTS


● Previously Approved Growth Projects○ $1.806B in 2019-2022; $0.825B in 2023 & Beyond

● Transformational Projects○ Yellowhead Trail Freeway Conversion○ LRT Expansion

■ Valley Line Southeast ○ Blatchford Redevelopment

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● In developing the approach to the Capital Budget for

2019-22, Administration started with a review of the

previously approved projects.

● City Council has previously approved funding for initiatives

that extend beyond the 2015-18 budget for either;

○ 1) Transformation Projects where the Delivery span

multiple budget cycles, or

○ 2) Key Projects that were advanced to take

advantage of specific grants available, or

○ 3) to align with co-funded or Partner projects.

● The total value of these pre-approved projects represents

a total of $1.8B in cashflow in the 2019-22 and a further

$825M cashflowed in 2023 and beyond.

● In addition to the Transformation projects listed in the

slide (which includes Yellowhead, Valley Line, and

Blatchford), this funding is also represented by other large

significant projects such as;

○ 50 Street / CPR Underpass ~$100M

○ Coronation Rec Centre $112M

○ PTIF Program - Phase 1 $288M

CAPITAL BUDGET PROCESS FLOW


CAPITAL INVESTMENT

OUTLOOK

CORPORATE PRIORITIZATION

PROCESS

DEPARTMENT CONSULTATIONS/

DISCUSSIONSCOUNCIL

DISCUSSIONS

CURRENT PROJECT LIST

Health and Safety

Integration with Renewal

Provincial Coordination

Leveraging Funding (Partner & Governments)

Limited Funding for New Growth Projects Constrained = $306M; Unconstrained = $241M

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● In terms of available funding, Administration has been

able to confirm $306M of available Constrained Funding.

Constrained Funding is funding that has specific

parameters in terms of how it can be applied as a capital

funding source. This is primarily attributed to CRLs (with

projects restricted within a geographic area) and Land

Enterprise (which includes restrictions in terms of its use

land assembly and development). It also includes other

smaller reserve accounts included in this category.

● This leaves approximately $241M of unconstrained

funding available over the total 4 years of the capital

budget, or approximately $60M per year.

● This amount of funding has presented challenges in terms

● of the approach in recommending projects to put forward

for consideration. This isn’t to suggest that projects not

funded, are not a priority, but simply a rationalization of

approximate $18B of needs identified in the 10-year CIO

against $241M (or $547M including constrained funding)

available for this 4-year Capital Budget. The Corporate

Prioritization has been helpful in establish a first cut of

ranking of projects best aligned with Council’s Priorities.

That said, there are further considerations or filters that

have been applied to rationalize the recommendations

included in the budget presented today.

● The first is health & safety and other legislative changes.

This includes providing essential provisions for the very

basic needs of a safe work environment for employees as

well as responding to various new safety codes or safety

legislation. An example of this is can be found in City

Operations where projects are being advanced that

provide basic washrooms at various sites or in Citizen

Services where improvements to the chlorination systems

in pools are being recommended..

● The second is integration with renewal. This has to with

the risk of Renewal Investments and Growth Investments

being properly integrated to take advantage of

opportunities to sequence/program the work in a cost

● effective manner. An example of this is related to Imagine

Jasper Avenue or the Fire Station Gear Rooms where these

projects are cross-referenced with high priority renewal

locations..

● The third relates to provincial coordination. This includes

examples such as parkland base level development to

correspond with funded school construction. It similarly

includes roadway planning coordination with Provincial

Roadway projects.

● The last filter speaks to leveraging funding with Partner

groups.. This includes programs like Roots for Trees,

Neighbourhood Park Development Program, Shared Park

Development Program, or River Valley Alliance all which

contribute to achieving outcomes at a discounted rate.

CAPITAL PROJECT GOVERNANCE POLICY (C591)


Project Develop & Deliver Model (PDDM)● Checkpoint 1 - Capital Investment Outlook● Checkpoint 2 - Authorization for Design Expenditure● Checkpoint 3 - Capital Budget Approval● Checkpoint 4 - Authorization to Construct● Checkpoint 5 - In-Service

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● This budget looks and functions significantly different than

past capital budgets. This is largely as a result of the

recently approved Capital Project Governance Policy C591

which is designed to improve the information that Council

receives from Administration as it relates to project Scope,

Schedule, and Budget. This approach is consistent with

other public utilities or private companies with large

capital investments. The result is anticipated to improve

project performance and improve Council’s ability to make

informed decisions.

● Policy 591 translates to an administrative process referred

to as the Project Develop & Deliver Model. Many of the

projects listed in the capital budget are currently at

● various levels of maturity represented by checkpoints

described in this Model as shown on the slide and

referenced in the budget document. These checkpoints

correspond to the various phases of the project lifecycle

spanning from Strategy to Operate. In past Capital

Budgets, many of the projects approved were at

approximately checkpoint 1. Council approved them once.

The intent with the model is that Council will approve

projects twice, once representing the “Develop” phase

(checkpoints 1->3), and a second for the “Deliver” phase

(checkpoint 3>5).

● With this enhanced approach, it’s important that Council

not only provide direction as it relates to “Deliver” or Build

priorities, but provide similar thoughtful consideration to

the priorities related to “Develop” or Planning & Design.

● Briefly expanding on this, if a project is currently at

checkpoint 1, the initial funding to be considered for

approval would be for the Develop work. Once a project

has completed this work and advanced to checkpoint 3

the project would then presented to Council for approval

for Delivery. At this point the project would be created as a

standalone profile to ensure transparency and allowed for

improved oversight and accountability by Council to

Administration as it relates to project performance. The

● project and associated funding could be presented as an

emerging priority for Delivery funding in a future SCBA, or

the funding can be held in both the Develop and Delivery

composite profiles as part of this 4-year capital budget

process.

RECOMMENDED NEW GROWTH PROJECTS


● All things considered, Administration has recommended a

portfolio of projects across various lines of business

including Infrastructure, IT, Fleet, and Partner. The funding

put forward includes, where applicable, funding distinctly

for either Develop and Delivery.

● In Building Great Neighbourhouds there are items to

continue work on the concept of Community Hubs, and

Industrial Neighbourhoods, as well as continuing the core

work of Building Great Neighbourhoods integrated with

the Neighbourhood Renewal program as aligned with

separate reports to Council earlier this year.

● Facilities primarily includes projects responding to Health

& Safety, such as addressing the risk of Chlorinated gas in

● pools, and off-gassing from Fire Gear Rooms.

● Transportation includes the first/initial stage of Jasper

Avenue (109-114 Street) and the next phase of 105 Avenue

(109-116 Street). Both sections of road are in poor

condition. The investment identified in the growth

category corresponds with the base renewal funding

found in other programs.

● Open Spaces includes base level park development for

various sites where Schools are under construction or will

be built in the next 3 years. It also includes basic core

programs such as tree canopy growth, and continuing

work with cemetery development to keep the supply of

services in alignment with demand.

● Information Technology includes amounts primarily for

the implementation of eProcurement and Information

Security and Disaster Recovery Enhancements, as well as

other IT growth.

● Fleet includes new apparatus for Fire Rescue Services, as

well as additional snow plow clearing equipment.

● The total of these recommendations makes up the $241

million made available from Unconstrained sources.

● Projects funded by Constrained Sources accounts for $306

million and is mainly comprised of land acquisition and

development ($188M as well as projects funded through

● community revitalization levies ($94M) (Jasper Avenue

New Vision, Green & Walkable Downtown, Warehouse

Campus Nbhd Central Park)

● More information on the complete list of projects can be

found in each of the corresponding profiles listed on this

slide.

POTENTIAL DEBT FINANCED PROJECTS


PROJECT● Lewis Farms Recreation Centre, Library and District Park● Terwillegar Drive - Expressway (Phase 1)● Edmonton Soccer Association - South Soccer Centre Expansion● Valley Zoo Nature’s Wild Backyard - Phase 2● Stadium LRT Station Upgrade● EPS Firearms Facilities● On-Site Microgeneration Solar Photovoltaics● LED Streetlight Conversion● Ambleside Integrated Operation Site (Stage 1)

STATUSCheckpoint 4Checkpoint 2Checkpoint 4Checkpoint 3Checkpoint 2Checkpoint 2Checkpoint 1Checkpoint 1Checkpoint 2

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● This still leaves some large funding decisions on other

Council high priority projects that have been advancing

over the past few years. The combined value of the

projects listed on this slide are in excess of $600M, or

almost 3 times the amount of the available unconstrained

funding available.

● Administration worked through the balance of high

priority projects and reconciled them against the Debt

Policy to come up with this initial list. This list is not

complete or extensive and could vary based on the

considerations and decisions by City Council.

● For projects that have not advanced to Checkpoint 3, the

initial funding through Debt would include the remaining

● funding to complete the Planning & Design, whereafter

the results would be presented to Council and the

borrowing bylaw would be updated to reflect the Delivery

amount.

RENEWAL OF ASSETS


I will now turn things over to Mr. Leeman to discuss the Renewal Program

WHY RENEWAL?


• We renew to ensure the asset is performing for its intended use

• We ensure existing infrastructure is operating in an efficient manner and condition

• We renew to extend the service life of our infrastructure • Renewal is guided by the Infrastructure Strategy and the

Infrastructure Asset Management Policy (C598)

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● There are many reasons we, as a municipality, reinvest in

our infrastructure. To provide services, our infrastructure

needs to be in good working order; operating in an

efficient manner, and condition. We renew our assets to

extend the service life, essentially ensuring we get the

most we can out of our investment. By continuing to

renew our assets throughout their lifecycle, we will save

resources, and maximize the value of our assets as it

relates to the services they provide. Our latest reports

indicate that 49.2% of our assets are in Good and Very

Good physical condition. However, 40.5% are in Fair

condition with the remaining 10.2% in Poor and Very Poor

condition.

● Our renewal decisions are guided by the Infrastructure

Strategy and the Infrastructure Asset Management Policy.

These documents provide guidance to assist in a

systematic approach to asset management; ensuring we

realize value for our assets. The Policy provides 5 Key

principles that shape intent for the practice of asset

management in Edmonton - Service Delivery to

Stakeholders, Long Term Sustainability and Resiliency, An

Integrated, Holistic Approach, Investment Decision

Making, and Innovation and Continuous Improvement.

Keeping our Asset Management Strategy and Policy top of

mind as we identify and address our renewal needs for

the next four and 10 years assists to ensure we are

renewing the right assets, at the right time, using our

available resources as effectively as possible.

WHAT IS RIMS AND THE ALLOCATION METHODOLOGY?


• RIMS is a “Made in Edmonton”, Risk-Based Infrastructure Management System

• RIMS is used to assess the rehabilitation needs of the City’s assets• RIMS uses basic asset information to support allocation of

available funding such as;• An asset’s current physical condition• The target physical condition• Renewal and investment options/costs• Expected lifecycle deterioration curve

• These inputs model the effect of different investment options and their timing throughout the life of an asset

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● One of the first steps in the development of this budget

was the use of RIMS to assess our renewal funding needs.

RIMS, or the Risk-based Infrastructure Management

System, is a made in Edmonton solution developed to

assist in the process of deciding what to fund, and to what

degree reinvestment is required.

● RIMS has been used since 2012 and uses an assets’

current physical condition, its target physical condition,

renewal investment options, and expected life cycle

deterioration curves to model the effect of different

investment options and their timing throughout the life of

the asset. Ideally, the condition of any asset will fall within

an acceptable tolerance range or standard. This tolerance,

● or conversely, the physical condition beyond which the

deterioration is unacceptable, differs for every asset. The

physical standard is dependent on the type of service the

asset is providing, the risk to the City if it fails, and the best

combination of investment and performance to maximize

the life of the asset, at a minimized cost.

INVESTMENT AND ASSET CONDITION


● The graph you see in front of you provides a snapshot of

historical investment compared to the percent in poor and

very poor condition. As you can see, with significant levels

of reinvestment, we have been able to reduce the percent

in poor and very poor condition from a high of 17% in

2011 to 10.2 percent in 2017. Using RIMS, modeling was

performed to understand both ideal funding levels, and

reduced funding scenarios to determine the impact of

investment on asset performance.

● As Mr McNabb mentioned, administration is

recommending funding for renewal of approximately

$488M/year, or just under $2 billion for the 19-22 capital

cycle. To be clear, this is a reduction from the RIMS ideal

● allocation of $2.1 billion as discussed earlier this year in

the Capital Investment Agenda, and is based on the

premise of preserving the same amount of PAYG and MSI

funding dedicated to renewal in the proposed 2019-2022

Capital Budget as was used in the previous Capital Budget.

In the face of continued need to reinvest in our existing

assets, reduced Provincial MSI, and mounting growth

pressures, Administration believes this to be a prudent

compromise in the balancing of these risks. Funding

dedicated by Council to particular assets or programs,

namely Neighbourhood and alley renewal, and non-transit

fleet assets, is preserved in this budget.

● With this funding proposal, we project that the overall

condition of assets in poor and very poor condition will

increase again over time. Although Administration

believes this is manageable. In addition, in the coming

years Edmonton will experience an increase in the amount

of assets in Fair condition, as assets currently in Good and

Very Good condition deteriorate.

● Without reinvestment, these assets could continue their

downward trend to poor and very poor condition. The

longer the required renewal of municipal assets is

deferred, the more deterioration impacts are felt and the

more expensive it becomes to bring these assets back to

● an acceptable condition. As in previous budgets,

Administration will do all it can to find the optimum

balance of investment between poor and fair condition

assets in order to minimize long term costs and address

current risk.

● During the next set of slides, I will unpack how funding will

be distributed throughout the asset base, the extent of the

reductions to the RIMS ideal budget, and some of the

systemic improvements Administration is undertaking in

managing the renewal budget.

PROGRAM AREAS


Goods Movement● Interchanges● Rail Crossings● Safety● Minor Arterials● Major Arterials

Public Transit● LRT (bricks & mortar)● Park and Ride● Transit/LRT Centres● Bus Stops

Traffic Systems● Traffic Signals● Street lighting● Transit Priority Signal● Pedestrian Signals● ITS● Overhead Sign

Structures

Bridges & Structures● Bridges & Culverts● Noise Walls● Retaining Walls● Guardrails● Auxiliary Stairs

Active Modes● Main Streets● Complete Streets● Bike● Pedestrian

Soft Landscaping● Trees● Shrub & Flower Beds● Roadway Landscaping

Neighborhoods● LRT● Park and Ride● Transit Priority● Transit/LRT Centres

River Valley System● Trails● Staircases● River Access● Roads● Parking Lots

Environmental● Land Remediation● Slope Stability● Erosion Repairs● Snow Storage Facilities

Safety and Security● Fire Stations● Police Stations● Emergency

Management

Open Spaces / Facilities● Stormwater Facilities● Cemeteries● Golf Courses● Valley Zoo● Fort Edmonton

Parks● Parking Lots● Roads / Trails● Utilities● Site Amenities● Sportsfields● Artificial Turf

Service Support● Fleet Garages● Service Yards● Waste Facilities● Admin Offices &

Operational Centres● Training Centres● Transit Garages

Service Delivery● Transit/LRT Centres● ECO Stations● Recreation Centres● Arenas / Aquatic

Facilities● Seniors / Community

Cultural Centres

Information Technology

Fleet and EquipmentPartner● NPDP Renewal

TRA

NSP

ORT

ATI

ON

OPEN SPACES

FACI

LITI

ES

Public Transit● Bus Fleet● Transit

Communications & Signals

● LRV Fleet

Spec

ializ

ed E

quip

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t

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● The groupings of assets shown on this slide represent the

service areas we considered as we allocated the renewal

dollars. This approach was taken to not only reflect how

we are managing our assets and provide service to

citizens, but to also achieve the best value for our

investment dollar. Currently, within Integrated

Infrastructure Services, assets are supported in three main

categories; Transportation, Open Spaces, and Facilities.

Other areas within the City are responsible for the asset

management needs of Specialized Equipment assets such

as Fleet, Equipment, Information Technology, and Transit

rolling stock. As we continuously improve, the

categorization of assets may be adjusted to improve their

● management and improve transparency to Council and

the Public.

● Renewal projects are prioritized within the program to

achieve the best results for the city overall. This is done by

building a priority list of renewal actions, then parsing and

optimizing these actions into an effective program of

projects.

● Individual asset current condition, while important to

prioritization, is not the only consideration when a

renewal project is considered. Administration looks at

several factors to determine renewal priorities, such as:

○ the long term plans for the asset,

○ the asset’s impact on level of service,

○ the consequence of failure,

○ and the capacity for the capital investment to reduce

or avoid future operational costs.

● Once a broad prioritization of projects has been

developed, Administration applies a strategic filter to the

list, optimizing the projects within the program. This

optimization considers factors such as:

○ timing of adjacent or connected projects,

○ geographic alignment of the work,

○ financial effectiveness,

○ strategic alignment,

○ and the assets functional adequacy and availability

of additional growth funding

● As renewal projects develop, information on scope,

scheduling, and cost are further refined, producing a

better picture of how the project impacts the overall

development of the renewal program. Throughout the

fiscal cycle, as projects advance and change from the

original assumptions, the program is adjusted to

accommodate these changes. Some projects will come in

under expected costs and some over expected costs.

Some projects will advance slower than planned, which

will impact when expenditures will be made, and some

new projects will emerge as high priority for the reasons

mentioned earlier. In consequence, one project might be

placed on hold, rescheduled, or phased to make room for

another project. Managing our infrastructure at a program

level allows us to be dynamic, in that we can adjust based

on asset needs, availability of funding, and project

readiness.

● Further information on some of these individual programs

can be found in Attachment 1 of the report in front of you.

Detailed lists of the prioritized projects can be found in

Appendix A for each proposed renewal composite, a first

in a proposed Capital Budget.

RENEWAL PROFILE FUNDING ALLOCATION COMPARED TO IDEAL RIMS ALLOCATION SCENARIO


● As mentioned, we completed a number of different

scenarios to find the optimal funding levels to support the

reinvestment needs of our infrastructure. Administration

is recommending today what was referred to as Scenario

1 in the CIO, which is a reduction to 91% of the

recommended ideal investment as allocated by RIMS for

assets funded with MSI and PAYG. Taking into account

constrained funding, unconstrained, and previous

commitments, the graph shown in this slide depicts the

percentage of funding levels relative to the ideal, that

Administration is recommending for the program areas.

● You will note there are disproportionate deficits in funding

for technology equipment, transit, police, and library

● renewal. The deficits in those categories are due to the

reduction to 91%, as well as a recalculation of the RIMS

allocation due to better data becoming available after the

CIO was produced for police and transit, indicated by the

grey area. Further to that, in the transit program a further

reduction was applied, indicated in green, to compensate

for the increase in transit renewal spending in the

2015-2018 Capital cycle due to the PTIF program.

Edmonton Public Library elected to not use a portion of

the RIMS allocation of MSI and PAYG as they have other

dedicated sources of funding. With respect to Technology

Equipment, the top down RIMS approach was modified to

one where the proposed investment in technology

renewal was built project by project. The RIMS allocation

model is not as easily applicable to technology assets as

the rapid advancement of technology requires a unique

investment approach.

● As can be seen, assets that have dedicated, constrained

funding are proposed to receive their full allocation, as

indicated in yellow on this graph. The bridge renewal

program was also funded to the full RIMS allocation as this

category was deemed of the highest priority relative to the

others.

PROGRAM MANAGEMENT


• Asset Renewal is managed as a program to maximize value to the City

• Renewal activities are prioritized and then optimized to build a full renewal program for the fiscal cycle

• The program is continually reviewed and adjusted to accommodate emerging priorities (cost, schedule, scope) while retaining the parameters of the program allocation.

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● The last graph I would like to draw your attention to is the

dollar breakdown of the recommended allocation per

program area. Similar to the previous graph, which

displayed the percentage of the program which would be

funded, this graph provides a clear picture of the relative

dollar values assigned to program areas.

● That concludes our presentation of the renewal program,

Mr. McNabb will now walk Council through the next steps

of the Capital Budget process.

CAPITAL BUDGET NEXT STEPS


• Councillors’ written questions - Nov 1• Administration responses to written questions - Nov 9 • Non-statutory public hearing - Nov 15• Presentations from Civic Agencies - Nov 28• Council Deliberations - Nov 28-30 / Dec 3-7,12,14

Operating Budget - Released Nov 1 and presented Nov 7

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Looking forward to next steps in the Capital Budget process after today:

● Councillor written questions on the proposed 2019-2022 capital budget are due to the Office of the City Clerk by 4 pm on Nov 1

● Administration will then provide responses to the written questions by 4 pm on Nov 9.

● On Nov 15 there will be a non-statutory public hearing to allow the public to present and provide input on the proposed 2019-2022 Capital and Operating budgets

● Civic agency presentations on both the Capital and Operating budgets will occur on Nov 28

● After which Council will begin deliberations

And with that I will return the presentation back to Ms. Cochrane for closing remarks.

CITY BUILDING


CLOSING REMARKS - CITY MANAGER

We’ve just bombarded you with a lot of detail.

But allow me to remind you of the City-building story. As this

slide shows, each one of our Departments plays a critical role in

bringing Edmonton to life:

● Building on your vision, Urban Form imagines the City we

will become.

● Integrated Infrastructure Services builds that City.

● City Operations maintains your investments and

operates our City infrastructure for the good of all

Edmontonians.

● Citizen Services brings these spaces to life by animating

through programs and services, the spaces and places

● that we have built.

These are the foundations of City building.

Our other Departments and functions are enablers of

successful, integrated and accountable civic stewardship.

● Corporate Strategic Development Branch translates the

hopes and dreams of Edmontonians into a City Plan and

cascading strategies to stay the course.

● Financial and Corporate Services ensures that our

resources are properly deployed today and for the future.

● Employee Services creates the conditions for our 14

thousand staff to be successful as they do the important

work of serving almost a million Edmontonians.

● Communications and Engagement is, in many respects,

the connective tissue across the entire corporation that

tells our story internally to staff and externally to those we

serve.

When all of these components work harmoniously together, we

are truly doing our best work.

This Capital Budget is filled with the roads, bridges, sidewalks,

parks and facilities that build a great city. The Operating Budget

that you will be considering in a few weeks brings our City

structures to life. Together, these Budgets are not just building

a City, they are building a future.

It can be easy to lose sight of these things, so in closing we

wanted to share a short video on what we believe is the Capital

Budget.

And then we’re available to answer any questions you may have

today.

Thank-you.

https://youtu.be/2DoNLDBXB7o


Questions?

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capital budget proposed 2019-2022

Documents