RCMP Support / Bylaw Services Department

RCMP Support / Bylaw Services Department business plan 2012-2014

TABLE OF CONTENTS 1. Our Services 1.1 Our Mandate 1.2 Lines of Business 2. Accomplishments 3. Implementing Sustainability 3.1 Strategy 1 3.2 Strategy 2 3.3 Strategy 3 3.4 Strategy 4 4. The Measures of Our Performance 5. Operating Budget 6. Capital Budget

Message FROM the DireCTOR It is my pleasure to present the 2012-2014 Business Plan for the RCMP Support/ Bylaw Services Department. Over the past year a number of positive changes have occurred within the Public Safety Division, which included the merging of two departments into one. The RCMP Support/ Bylaw Services Department is now comprised of three branches: Bylaw Services, Emergency Management and RCMP Support. Although the management structure has changed, our overall commitments remain the same: ensuring all communities are safe and our services are delivered to citizens throughout the Regional Municipality of Wood Buffalo. Realigning our organizational structure has allowed us to more effectively meet our obligations. The four strategies that our staff developed for our 2012-2014 Business Plan mirror the Municipality s core values and service sustainability commitment. They foster: Strong partnerships, Enhancing service delivery to all communities, Raising awareness about public safety, and Improved emergency planning & response. Our strategies, actions and initiatives were also developed to support and align with the strategies and directions of the Municipal Development Plan (MDP). During the next three years, we will promote strong partnerships in support of the MDP Direction Effective Partnerships. Likewise, our initiatives in service delivery sustainability, public safety and emergency planning will support the MDP direction Safe and Secure Region and Valued Services. As we approach 2012, our dedicated officers and employees will continue to assess and better align our operations and services in order to meet the needs of all communities. We are also committed to improving public awareness on a variety of important safety issues, continuing to provide excellent support to the local RCMP, and ensuring that the negative impact of any emergency or disaster is minimized, while our overall level of preparedness is enhanced as we come together to meet the challenges that these events can pose. Sincerely, Rene J. K. Wells Director, RCMP Support/ Bylaw Services Department Regional Municipality of Wood Buffalo

1.1 Our Mandate The year 2011 saw an amalgamation of two areas within the Public Safety Division Bylaw Services and Emergency Management into one department: RCMP Support/ Bylaw Services. The three branches of our Department deliver an array of services to our citizens, while also providing support to key municipal departments and our contracted police service, the RCMP.

our SERVICES 1.2 Lines of Business The year 2011 saw an amalgamation of two areas within the Public Safety Division Bylaw Services and Emergency Management into one department: RCMP Support/ Bylaw Services. The three branches of our Department deliver an array of services to our citizens, while also providing support to key municipal departments and our contracted police service, the RCMP. Bylaw Services With 41 officers and support staff, the Bylaw Services Branch and its partners are dedicated to ensuring compliance with various municipal bylaws through the principles of Education, Awareness and Enforcement. This includes working closely with other departments which have administrative responsibilities in three key legislative areas: Assessment & Taxation Taxi Bylaw Public Operations Roads & Transportation Bylaw Planning & Community Development Land Use Bylaw Based out of the Wood Buffalo Detachment in Timberlea, Bylaw Officers work in an integrated, collaborative manner with the RCMP. We are committed to supporting the RCMP priority of Traffic Safety. The Automated Traffic Enforcement Program is one tool managed by the Bylaw Services Branch to ensure the safety of children in school zones; road construction workers; and other high-risk locations where the safety of citizens and our police would otherwise be at risk through conventional enforcement methods. The Fort McMurray SPCA, through its Service Agreement with the Bylaw Services Branch, operates on the same principles as they monitor and ensure public compliance with the Animal Control Bylaw. Emergency Management The Emergency Management Branch is committed to the preservation of life, property and the environment through the creation of disaster resilient communities, building strong stakeholder relations, and ensuring Municipal Staff is prepared to meet the challenges of an emergency or disaster. Emergency Management staff members deliver specific programs to students and senior citizens, designed to educate these groups on steps they can take that reduce their potential of being impacted by an actual emergency event. They conduct scheduled reviews and updates of the Municipal Emergency Management Plan with municipal departments throughout the year and coordinate exercises to confirm its validity. RCMP Support While the RCMP is visible throughout the region, their activities are supported by 76 municipal employees at the Wood Buffalo Detachment and in the Jubilee Centre Building. From data entry, assisting the public in completing Collision Report forms, coordinating training activities for officers to transcription services and the processing of items that officers seize during the course of their investigations, our municipal employees perform a variety of important duties behind the scenes that enhance the overall policing services that the RCMP provide to all citizens.

ACCOMPLISHMENTS In 2011, employees within the RCMP Support/ Bylaw Services Department achieved a number of important accomplishments that paved the way for improved service delivery to our citizens & communities. Some of these highlights include: Bylaw Services: Expanded our existing Automated Traffic Enforcement Program through the introduction of the Slow on Green Initiative. Worked closely with the Parks Branch to improve safety in parks. Collaborated with various stakeholders to improve the safety and appearance of areas in the Lower Townsite frequented by homeless persons. Expanded our presence in the Rural Service Area through traffic enforcement, environmental patrols, consulting local businesses and building relationships with School Principals. Emergency Management: Initiated a Municipal Dangerous Goods Assessment to confirm the types, quantities and locations of dangerous goods transported and stored within the region. In partnership with the Risk & Compliance Department, began the implementation of a comprehensive Municipal Business Continuity Program for the organization. Coordinated the delivery of training sessions within the emergency management and emergency social services disciplines to 117 municipal staff and external stakeholders. RCMP Support: Implemented our annual Citizen Survey to enhance and improve the level of services provided by the Wood Buffalo RCMP, the Bylaw Services Branch, and Emergency Management Branch. Conducted a Work Flow Analysis to develop and streamline efficiencies of work processes within the department and the Wood Buffalo RCMP, and to align workloads, processes and people. Through the development of Communication Matrixes within each of our contracts and agreements, enhanced the level of collaboration and working relationships with external agencies providing important services to the Municipality. Implemented cross-training of our employees in order to attain greater flexibility among branches and build a core talent pool within the department.

implementing SUSTAINABILITY In 2012-2014, the RCMP/ Bylaw Services Department will support the implementation of the Municipal Development Plan. Among the strategies, actions and initiatives developed by our staff, many support the sixth goal of the MDP: Working Together, as well as some specific directives under Goal 1: Responsible Development and Goal 4: Home & Belonging. Some of the areas of alignment and support include. Municipal DevelOPMent Plan Strategy Municipal DevelOPMent Plan Strategy 1.4.2 Ensure emergency preparedness and management 4.3.1 Promote community safety Strategic plan PRiority 4 Build Complete Communities Strategic plan PRiority 4 Build Complete Communities RCMP SuPPORT/ Bylaw Services DepaRTMent 2012-2014 Strategy 4 Improve emergency planning & response RCMP SuPPORT/ Bylaw Services DepaRTMent 2012-2014 Strategy 3 Increase public safety awareness A number of actions within our fourth strategy Improve emergency planning & response, are aligned with the Municipal Development Plan strategy Ensure emergency preparedness and management. Included in our Business Plan is the development, implementation and maintenance of emergency plans and a Business Continuity Management Program for the organization. Employees and our external partners will also be educated on systems, processes, and procedures in the event of an emergency. This is to ensure a prompt and better coordinated response during an actual emergency event. While many perceive emergency planning to be a responsibility of first response agencies, the public at large also plays a key role. In 2012-2014, Emergency Management Branch employees will focus on promoting community preparedness to reduce the risk to environmental hazards, ensuring that residents are informed in advance on steps they need to take that will prepare them in advance of any emergency occurring in our region. The third strategy of our Business plan supports the Municipality s commitment to building and promoting safe communities. We will do this by promoting and supporting community preparedness through the development of specific communication materials, seasonal safety campaigns and public safety announcements throughout each year. We will also increase our participation in community initiatives that promote safe and healthy practices throughout the region. When the public is better informed about the relevant safety issues in their communities, they are able to take the steps necessary to work with officials that ultimately will improve their quality of life and that of their neighbours. Recognizing this, we intend to improve the public s understanding and compliance with municipal bylaws through various awareness initiatives.

implementing SUSTAINABILITY Municipal DevelOPMent Plan Strategy Municipal DevelOPMent Plan Strategy 6.1.4 Pursue advanced administrative practices and structures 6.4.1 Facilitate the formation and management of partnerships Strategic plan PRiority 10 Enhance and improve corporate responsibility & governance Strategic plan PRiority 10 Enhance and improve corporate responsibility & governance RCMP SuPPORT/ Bylaw Services DepaRTMent 2012-2014 Strategy 2 Sustain and enhance service delivery In 2010, our employees recognized the need, through a Workflow Analysis, to examine our operational & administrative processes and to objectively analyze their effectiveness. By optimizing interdependencies between the Bylaw Services Branch, the Wood Buffalo RCMP and the Municipal Employees who support both, citizens throughout the region will be the direct beneficiaries of services we deliver. This initiative will be finalized in 2011, with recommendations implemented through the course of the next year. Our strategy Sustain & Enhance Service Delivery, aligns quite well with the MDP strategy Ensure equitable access to Municipal services. To support these strategies we have developed a number of actions and initiatives, including: improved service accessibility, extended hours of services, increased presence and patrols in all communities and improved service standardization. RCMP SuPPORT/ Bylaw Services DepaRTMent 2012-2014 Strategy 1 Enhance and expand internal and external partnerships Building a strong network culture and consulting our stakeholders to maximize interdependencies are two actions within our 2012-2014 Department Business Plan. By collaborating more closely with our internal and external stakeholders, we intend to create synergies, the intent being to minimize duplication, inefficiencies and redundancies of services. Two initiatives that support this action will be to first identify service providers and to actively participate in meetings with main stakeholders and community groups. We will seek the development of educational and awareness initiatives to promote common themes in order to reach objectives that we share with other organizations and our partners.

3.1 Strategy 1 Enhance and expand internal and external partnerships

action 1.1 Consult our stakeholders to maximize interdependencies action 1.2 Build a stronger networking culture INITIATIVE 1.1.1 Identify service providers INITIATIVE 1.1.2 Through collaboration, create synergies and minimize duplication, inefficiencies and redundancies of services INITIATIVE 2.2.3 Actively participate in meetings with main stakeholers/community groups INITIATIVE 1.2.1 Develop and provide the tools that will see our staff engaged within the RMWB culture INITIATIVE 1.2.2 Increase joint operations initiatives INITIATIVE 2.2.3 Secure agreements with service providers

3.2 Strategy 2 Sustain and enhance service delivery

action 2.1 Improve service accessibility action 2.2 Increase visibility and presence in all communities action 2.3 Improve service standardization INITIATIVE 2.1.1 Optimize communication tools and programs INITIATIVE 2.1.2 Create and enhance access to online services INITIATIVE 2.2.1 Develop and implement schedule for visits and patrols to rural communities INITIATIVE 2.2.2 Increase involvement in key community events throughout the region INITIATIVE 2.3.1 Increase internal knowledge base in emergency operations INITIATIVE 2.3.2 Re-align and merge all Bylaw services within the corporation INITIATIVE 2.1.3 Extend hours of service INITIATIVE 2.2.3 Outreach to community groups serving persons with high risk lifestyles

3.3 Strategy 3 Increase public safety awareness

action 3.1 Promote and support community preparedness action 3.2 Improve understanding of and compliance with municipal bylaws action 3.3 Increase participation in safe communities programs and initiatives INITIATIVE 3.1.1 Develop programs and related materials to improve community preparedness and awareness INITIATIVE 3.1.2 Promote public safety through internal and external websites (including social media) INITIATIVE 3.1.3 Conduct public safety announcements through-out the year INITIATIVE 3.2.1 Develop awareness and education materials on specific bylaws INITIATIVE 3.2.2 Develop and implement a Monthly Bylaw Enforcement Calendar INITIATIVE 3.3.1 Develop communication tools and campaign that promote seasonal safety initiatives INITIATIVE 3.3.2 Expand involvement in crime prevention initiatives

3.4 Strategy 4 Improve emergency planning and response

action 4.1 Standardize emergency systems, processes and procedures action 4.2 Improve collaboration among departments and agencies INITIATIVE 4.1.1 Coordinate the development, implementation and maintenance of emergency plans and the Business Continuity Management Program INITIATIVE 4.1.2 Educate employees on systems, processes, and procedures in the event of an emergency INITIATIVE 4.2.1 Coordinate and host interdepartmental meetings to share information on emergency procedures INITIATIVE 4.2.2 Enhance relationships with provincial, federal agencies INITIATIVE 4.3.3 Educate external and internal partners in emergency management

the measures of OUR PERFORMANCE In 2012-2014, the RCMP Support/ Bylaw Services Department will measure the results of programs and activities on an annual basis. These measures will be a combination of output measures and outcome measures. Output measures support budgeting and planning processes by measuring volume of work, and the demand for our services. Outcome measures that are based on client satisfaction help us determine if our work is meeting the expectations and needs of our citizens. The following is a listing of some of our performance measures in 2012-2014. STRATEGY, ACTION OR INITIATIVE PERFORMANCE MEASURE 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 1 (Partner satisfaction) Percentage of favorable responses in stakeholder feedback TBD TBD TBD TBD 1.2.2 Number of joint initiatives TBD TBD TBD TBD 1.2.3 Number of MOUs (Memorandum of Understanding), and services agreements TBD TBD TBD TBD 2 Citizen overall satisfaction with Wood Buffalo Bylaw Services TBD TBD TBD TBD 2.1 Resident satisfaction with Bylaw Services' hours of operation between 7:00am and 9:00pm TBD TBD TBD TBD 2.1.3 Number of hours extended TBD TBD TBD TBD 2.2 Percentage of citizens rating Bylaw Services' performance on presence and visibility good or excellent TBD TBD TBD TBD 2.2 Number of Bylaw Services patrols by community TBD TBD TBD TBD 3.1.2 Number of hits to internal and external public safety websites TBD TBD TBD TBD 3.1.3 Number of public safety announcements conducted throughout the year TBD TBD TBD TBD 3.3 Number of safe communities programs and initiatives TBD TBD TBD TBD 4 Citizen satisfaction with Emergency Management measures for river break-up, wildfires, etc. TBD TBD TBD TBD 4 Citizen satisfaction with Emergency Preparedness brochures (flooding, power outages, evacuations, etc.) TBD TBD TBD TBD 4 4.1.2 Citizen satisfaction with Emergency Preparedness information availability (at trade shows, open house events, and on the Municipality's website) Number of Municipal employees participating in Emergency Management & Emergency Social Services training sessions TBD TBD TBD TBD TBD TBD TBD TBD

operating BUDGET RCMP BYLAW SERVICES SUMMARY OF REVENUES AND EXPENDITURES 2009 2010 2011 2011 2012 2013 2014 Actual Actual Budget Projection* Budget Plan Plan REVENUES Taxes - - - - - - - Grants in lieu - taxes - - - - - - - Sales to other Governments - - - - - - - Sales/Goods - Services 1,104,608 922,634 967,000 946,000 964,000 969,000 974,500 Other Revenue From Own Services 3,360,476 2,911,436 3,381,000 2,880,800 3,112,575 3,267,500 3,267,500 Sale of Fixed Assets 2,422 1,528 - - 1,700 - - Conditional Grants 1,046,400 1,254,437 1,025,712 1,252,965 1,338,225 1,338,225 1,338,225 Other Transfers - 1,575 - - - - - TOTAL REVENUES 5,513,906 5,091,610 5,373,712 5,079,765 5,416,500 5,574,725 5,580,225 EXPENDITURES Salaries, Wages & Benefits 8,739,887 10,814,335 12,276,187 11,198,174 12,445,299 12,731,260 13,130,830 Contracted & General Services 1,825,858 1,765,353 2,147,967 2,232,036 2,411,409 2,352,993 2,355,393 Purchases from Government 16,191,046 17,008,287 21,393,336 18,923,355 19,130,852 19,681,335 20,248,450 Materials, Goods, Supplies & Utilities 380,716 398,566 455,800 364,042 407,035 412,850 418,250 Fixed Asset Acquisition 207,061 97,723 155,000 104,000 70,000 50,000 50,000 Transfers & Grants - - - - - - - Financial Services Charges - - - 63 - - - Other Expenditures 648,131 70,290 415,603 15,000 - - - TOTAL EXPENDITURES 27,992,699 30,154,554 36,843,893 32,836,670 34,464,595 35,228,438 36,202,923 OPERATING SURPLUS (DEFICIT) (22,478,793) (25,062,944) (31,470,181) (27,756,905) (29,048,095) (29,653,713) (30,622,698) Contribution to Capital 1,150 - - - - - - Transfer from Reserve - (23,717) - - - - - Transfer to Reserve 33,817 - - - - - - PAYG 16,968 - - - - - - SURPLUS/(DEFICIT) (22,530,728) (25,039,227) (31,470,181) (27,756,905) (29,048,095) (29,653,713) (30,622,698) * Projection as of September 30, 2011

operating BUDGET EMERGENCY MANAGEMENT SUMMARY OF REVENUES AND EXPENDITURES 2009 2010 2011 2011 2012 2013 2014 Actual Actual Budget Projection* Budget Plan Plan REVENUES Taxes - - - - - - - Grants in lieu - taxes - - - - - - - Sales to other Governments - - - - - - - Sales/Goods - Services - - - - - - - Other Revenue From Own Services - 21,900-165,000 - - - Sale of Fixed Assets - - - - - - - Conditional Grants - - - 15,400 - - - Other Transfers - - - - - - - TOTAL REVENUES - 21,900-180,400 - - - EXPENDITURES Salaries, Wages & Benefits 437,395 511,938 601,699 410,699 488,356 512,651 526,231 Contracted & General Services 104,001 158,737 587,666 573,078 249,041 251,386 253,777 Purchases from Government - - - - - - - Materials, Goods, Supplies & Utilities 14,968 9,797 37,900 34,900 17,916 17,916 17,916 Fixed Asset Acquisition 5,134 1,618 2,000 2,000 - - - Transfers & Grants 18,500 - - - - - - Financial Services Charges 143 72 - - - - - Other Expenditures 655 2,500 4,500 2,000 - - - TOTAL EXPENDITURES 580,796 684,662 1,233,765 1,022,677 755,313 781,953 797,924 OPERATING SURPLUS (DEFICIT) (580,796) (662,762) (1,233,765) (842,277) (755,313) (781,953) (797,924) Contribution to Capital - - - - - - - Transfer from Reserve - - - - - - - Transfer to Reserve - - - - - - - PAYG - - - - - - - SURPLUS/(DEFICIT) (580,796) (662,762) (1,233,765) (842,277) (755,313) (781,953) (797,924) * Projection as of September 30, 2011

capital BUDGET 2011 & PRIOR CAPITAL BUDGET RCMP Support/ Bylaw Services Financial Update Major Category Project Budget Cost CarryFwd Public Facili*es South Policing Facility and Cellblock - - - Public Facili*es Bylaw Expansion - - - Public Facili*es Project Room Fit- up - - - Public Facili*es Server for Bylaw Video Cameras - - - Total 11,560,533 2,587,774 8,972,759 2015-2017 CAPITAL PLAN RCMP Support/ Bylaw Services First year of a multiple year project Other than first year of a multiple year project Single year project Major Category Project Name Annual Cost Public Facilities Public Facilities RCMP Sta)on Expansion RCMP Sta)on Expansion 1,200,000