TOWN OF BASHAW

The Town of Bashaw first prepared and documented personal visions of Council members only weeks into the newly elected Council’s office in the fall of 2004. Having given the Council approximately six months to get acclimatized to their new roles, the task of actually sitting down to discuss a Strategic Business Plan was brought back to the table in the spring. Due to scheduling conflicts and personal business commitments, a decision to meet in the summer was made and this tied in wonderfully as more information began to circulate on the newly created Alberta Municipal Infrastructure Program and the amended Municipal Sponsorship Program.

Strategic Planning has been defined as a disciplined effort to produce fundamental decisions and actions shaping the nature and direction of an organization’s (or other entity’s) activities within legal bounds. This is a rational approach to decision making and problem solving that has been adopted from the private sector by governments.

The intent of the Strategic Business Plan is to chart a course for the Town of Bashaw to navigate. This will be the guiding light and blueprint in this and coming years. The Plan will inform the electorate and staff of the Town’s key service delivery objectives and strategies for 2006 and beyond. The Strategic Business Plan will serve as an important tool which combines and integrates all of the Town’s plans for the future into one central reference document. In addition, the Plan will be used as a guide for preparing and approving the Town’s annual budget.

From a long term perspective, the Town of Bashaw will continue to update the Strategic Business Plan each year. This will enable Council to add, delete, modify or re-prioritize projects or objectives. Each year’s Plan will include planning directives which will link short term (1 year) objectives to or with long term (3-5 years) visions.

Effective planning is critical to sustainability. The Town of Bashaw experienced a set back in 2002 with the closure of the Saputo Cheese Plant. Since then the town has survived but with no real identity like it once had. Fiscal management has been a priority with a caution to spending. But with the Alberta government now offering more transfer payments for infrastructure, now is the time and opportunity to dedicate well invested time to a comprehensive Strategic Business Plan and display wise and responsible allocation of available funding. The whole process will now assist Administration and Public Works in directing their roles and responsibilities and prevent knee jerk reactions to grant applications, funding and budgeting.

In recent budgets, Council has addressed the loss of a major commercial tax payer. This loss created skepticism on the future of the Town. How would it affect revenues and what economic impact would it have on the community in general? The closure announcement was alarming and thus projects and spending were curtailed. But major equipment purchases have been made in each of the last two budgets. First, a full size industrial loader that was a demonstrator model was purchased to replace a landscape loader that had been in service for 17 years. Second, a demonstrator grader was purchased to replace one that had also proven a long service of 24 years.

In the future the major challenges affecting Council will be the continual reality of addressing aged equipment issues. As well, on the top of the list will be infrastructure and core services. The completion of the Municipal Infrastructure System (MIMS) in 2005 will prove to be a very useful tool in identifying these initiatives. And of course there will be an element of providing the citizenry with a fully serviced, attractive, pleasant and comfortable community to locate to or reside in.

II. MISSION STATEMENT

PEOPLE SERVING PEOPLE

OUR mission is SERVICE

Our PRODUCT is SERVICE

Our goal is SUPERIOR SERVICE

We believe that services must be based on:

RESPECT

RESPONSIBILITY and

RESPONSIVENESS

As Elected Officials and Public Servants we want to:

Put people before things
Put our electorate before ourselves
Aim for excellence in everything we do
Create a growing, learning environment
Be creative and innovative
Have strong leadership, and
Work as a team

When we do these things our electorate will know that we are:

Serving them to
Serve our Town, and
Are a unique, special and credible service to them, the electorate.

III. VISION

Going forward, Council has identified a Vision for the Town of Bashaw. In their collaborative efforts, Councilors have expressed and agreed what they believe to be the guiding light to success and sustainability as a Town.

-Strive to continue to be self sustaining

- Explore opportunities for diversified economic growth

- Promote the bountiful recreation and festivity events

- Maintain the beauty and essence of this vibrant community

- Respect and appreciate the citizens

- Provide an enjoyable and satisfying environment to work and live.

IV. STATEMENT OF VALUES

The framework for success was developed by Council. These values are what Council uniformally believes to be the keys to representing the public and managing the finances of the electorate. These grass roots are of equal importance and affect all elected officials and all Town employees. They are also necessary to ensure that the Town of Bashaw can achieve its Vision.

* Transparent – Council endorses policy making as real and not a cosmetic veneer.

* Accountable – Council affirms the mandate of reporting to the municipal shareholders,

the citizens of Bashaw.

* Integrity – Council believes in their representation and policy making for the

Town.

* Reciprocity – Council not only speaks but they also listen

* Publicity – Council embraces being open, honest and approachable with the

electorate.

* Representative – Council upholds the democracy of citizen interests and why they

have elected them.

* Deliberative Governance – Council subscribes to engagement of citizens in an open and inclusive manner in dialogue over public policy issues.

V. PURPOSE OF THE BUSINESS PLAN

This Strategic Business Plan is intended to serve as a working document which practically carts the Town’s course for the future. It works most effectively when it provides an overall picture of the Town of Bashaw’s objectives and strategies on both a short-term and a long-term basis. It also works most effectively when it is updated and reviewed on an annual basis. An ongoing effort to update, review and approve the Strategic Business Plan annually is vital in times of rapid change and available taxation. This approach is more effective for the Town of Bashaw than one which involves preparing new Strategic Business Plans at three or five year intervals.

The Strategic Business Plan serves as a key reference document for attaining the following Corporate Objectives:

1. To focus and direct the Town’s actions and strategies on completing clearly identified projects and on achieving specifically stated service delivery goals.

2. To identify and summarize how resources will be allocated in order to attain the Town’s Corporate objectives and related service delivery and project driven goals.

3. To communicate the Town’s plans externally and internally.

4. To outline the direction the Town plans to take in the future.

5. To satisfy the ever-increasing pre-requisite of major grant applications.

The 2006 Strategic Business Plan reflects Council’s service priorities, directives and

strategies. It may also identify changes from the service priorities, directives and

strategies that were in place during previous fiscal years.

To ensure that the Town of Bashaw’s Strategic Business Plan serves as an effective

“Working Document”, the Town of Bashaw will emphasize the following principles:

1. Clearly Stated Objectives and Strategies: To outline specific objectives and practical strategies in the Strategic Business Plan for the 2006 fiscal year as well as for the period from 2007 – 2011.

2. Links to Dollars: To directly link these municipal service delivery objectives and strategies to related revenues and expenditures included in the Town’s Annual Operating and Capital Budgets. General service deliveries will derive from annual operational revenues budgeted each fiscal year. Capital projects and initiatives will source alternative funding and grants. Potential targets will be the Alberta Municipal Infrastructure Program, New Deal for Cities and Communities Program, Municipal Sponsorship Program, Street Improvement Program, Resource Road Program, Prairie Grain Road Program, Alberta Municipal Water/Wastewater Partnership, Infrastructure Canada – Alberta Program, Community Facility Enhancement Program, Community Initiatives Program, Alberta Historical Resources Foundation, Alberta Main Street Programme, County of Camrose Legacy Grant, Tire Recycling Manufacturing Association Grant, Persona Grant, Green Municipal Funds (FCM) and ME First. Wherever and whenever an opportunity exists to capitalize on an application, it will be explored.

3. Ongoing Planning and Review Process: To incorporate the 2006 Strategic Business Plan’s directives and strategies for providing services into the 2006 Budget: To begin the 2006 Strategic Business Plan and Budget Review Process in the Fall of 2005 in order that Council has given initial approval to both documents prior to December 31, 2005. To further update the Strategic Business Plan and Budget during April and May of 2006 when Council considers Spring Adjustments and the 2006 Tax Rate Bylaw; to conduct Strategic Business Plan reviews at least twice annually.

A Balanced Focus on Short-Term, Medium-Term and Long-Term Plans: To retain an overall perspective which combines annual objectives and strategies with those for the next three to five years and beyond; Integrating annual, medium and long-term plans assists with charting the Town’s course. This comprehensive approach also provides stability with “staying on course”.

Adherence to The Town of Bashaw’s Mission Statement and Goals: To ensure that the Town of Bashaw’s Strategic Business Plan reflects the stated intentions of the Town’s Mission Statement, Vision and Statement of Values.

The Need to Establish Service Delivery Priorities: To share a common understanding that, due to financial resource constraints, the Town recognizes that it can not provide all services requested by all residents. Accordingly, the Town will identify a core group of initiative services that will receive first priority and a secondary group of services that will be classified as second priority. The Town of Bashaw intends to provide residents with core and secondary services at good standards, rather than attempting to provide all municipal services at lower standards. It must also be recognized that projects, both hard and soft, will be supplied through a balanced budget process whereby Council has taken a concerted effort with due diligence; all the while taking into consideration and respecting tax payer dollars.

Accountability for Implementation of the Strategic Business Plan: Council retains the authority to formally approve the Strategic Business Plan. Council, the CAO, the Department Heads and Staff periodically review progress made by the Town with implementing the Plan. Accountabilities for implementing the Plan and related Budget are delegated to the various Departments by the CAO. These can be linked directly to Annual Performance Reviews. During the Annual Budget Review Process, Council and Administration work together to establish how the Plan will be implemented in conjunction with allocating available financial resources. In addition, the Town of Bashaw will continue to scrutinize, measure and monitor how economically, efficiently and effectively municipal services are being delivered.

Importance of “Sticking With the Game Plan”: All Town personnel will share a common understanding of, and commitment to, attaining the objectives outlined in the Strategic Business Plan. Council first approves major changes to the Town’s “charted course”, including significant changes to service delivery priorities, before they are integrated into the Strategic Business Plan and related Budget.

Communication of the Strategic Business Plan: To inform the Town’s residents of Council’s plans for delivering services, the Strategic Business Plan will be made available for public distribution (i.e. mail upon request, newspaper advertising, Municipal Website, Municipal Open Houses and other forums). To ensure that the Plan serves as a “Working Document” for the Town’s daily operations, it will be circulated to all Council and Staff members. The Plan will also be made available to external parties who retain ongoing working relation ships with the Town of Bashaw (i.e. Province of Alberta, other Municipalities, local government associations and various suppliers of goods and services).

Responses and Feedback to the Strategic Business Plan: Comments, suggestions and recommendations received from the Town of Bashaw residents and other parties will be considered by Council. This feedback will be incorporated into the ongoing process of reviewing and updating Annual Strategic Business Plans.

Timelines of Approving the Annual Strategic Business Plan and Budget: To review and approve the Annual Strategic Business Plan so initially approved versions of both documents are in place prior to the commencement of each related fiscal year.

VI. CORE AND SECONDARY SERVICES

In the spring of 2002 the Town of Bashaw suffered an economic set back with the

closure of the Saputo cheese plant. This had a negative impact on the commercial

taxation base. But since then, the Town has been able to hold its own. Population has

not fluctuated drastically but the challenge has been to maintain current public services at

levels the citizens are accustomed to.

Recently, a long standing family business sold their prime building of operation. This

was purchased by an oil and gas service company. Coal bed methane gas exploration

has been busy in the past year. This may be a reason why the service company

purchased the building and possibly a positive signal for the future.

During the past two fiscal budgets, strategic public works equipment has been replaced.

These were a loader in 2004 and a grader in 2005. Both of these had provided long

and productive service. The Town is now experiencing a challenging situation where

a lot of the other municipal equipment is reaching replacement age at or near the same

time. A project (MIMS) to identify aged infrastructure needs is also in progress. There

are also some municipal buildings namely the community hall, that have been identified

as in need of upgrades or restoration. The preliminary engineer reports are not

appealing and this could prove to be a costly undertaking. These circumstances all add

up to a possible strain on available tax revenues and what needs are then imperative and what can possibly be delayed.

Even with the loss of the cheese plant, Council has attempted to keep the property taxes

relatively stable. But with aging infrastructure, equipment replacement and buildings

in dire need of remedy, there will be a challenge to keep the taxation fair and equitable

in exchange for essential services and projects.

The result of all of this is that the Town’s ability to provide services is limited by the

dollars that are available. Each year the Town must determine how a finite amount of

funds generated from municipal tax revenues, user fees, grants and other sources

of income will be realistically and effectively allocated to finance citizens’ requests

for municipal services. The bottom line is that you cannot be or do everything for

everyone. Therefore, the Council must be selective and methodical in evaluating and

ascertaining what are needs versus what are wishes.

For 2006 and future years, municipal services to be provided by the Town of Bashaw

have been prioritized into the following categories:

Ø Core Services – Those that will be provided and are essential.

Ø Secondary Services – Those that may be provided and are not essential.

The following Schedule of Municipal Service Priorities outlines various municipal

services along with their respective sources of funding and accountability

designation.

SCHEDULE OF CORE MUNICIPAL SERVICE PRIORITIES

For 2006 and future years, the Town of Bashaw will provide municipal services ranked as first priority in accordance with this Schedule of Core Municipal Services.

CORE SERVICES

CORE SERVICES

SOURCES OF FUNDING

ACCOUNTABILITY DESIGNATION

Council & other legislative

Administrative Support for Council

Administration Office Operations & Leases

Legal

Insurance

Election and Census Fees

Property Assessment Services

Property Taxation

Human Resource Planning & Support

Computer Resource Management

Bylaw Service

Disaster Services & Emergency Measures

Fire Fighting & Preventive Services

Roads, Streets, Walks, Lighting

Storm Sewers & Drainage

Water Supply & Distribution System

Sanitary Sewage Service & Treatment

Garbage Collection & Disposal

Shop

Development Appeal Board & Subdivision Appeal Committee

Management of Public Funds

Development Permits, Building Permits & Inspections

Ambulance

General Municipal Revenues

Application Fees

General Municipal Revenues

Permit Fees

General Municipal Revenue

Council

Admin

Fire

Public Works

Admin

SECONDARY SERVICES

SECONDARY SERVICES

SOURCES OF FUNDING

ACCOUNTABILITY DESIGNATION

Airport

Family & Community Support Services

Recreation Facilities & Programs

Tourism

Cemeteries & Crematoriums

Community Centre

Museum

Operating Contingencies Reserves

Tax Roll Information Requests

Rented Buildings

Recycling

Preventive Social Services

Camrose Area Lodge Authority

Alberta School Foundation

Fund

General Municipal Revenues

General Municipal Revenues/ Provincial Agreement

General Municipal Revenues

User Fees

General Municipal Revenues

Municipal Levy

Admin

VII. CORPORATE STRATEGIES AND OBJECTIVES

One of the Strategic Business Plan’s primary purposes is to outline the Town of Bashaw’s plans to provide municipal services to residents in 2006 and future years. The overall Corporate Objectives and Strategies which follow are linked directly to the delivery of these services.

Planning for New Growth and Development: Applying principles outlined in the Town of Bashaw’s Mission Statement and Statement of Goals, the Land Use Bylaw and the Municipal Development Plan, the Town plans to address new growth and development with a particular emphasis on:

(a) Attracting new and diversified business opportunities and developments.

(b) Facilitating economic development initiatives which will lead to either revitalizing current commercial and industrial businesses or locating new businesses to Bashaw.

(c) Monitoring new developments to ensure they are completed in compliance with provincial and municipal environmental, zoning and building code requirements.

(d) Promoting residential developments in specifically defined areas.

(e) Approving Land Use and Area Structure Plans to integrate new developments.

(f) Periodically reviewing the Town of Bashaw’s Land Use Bylaw.

(g) Never to cast aside a proposition but to give it serious consideration with adequate time and debate before coming to a conclusion.

Council and Staff Resources: The following strategies will be utilized with respect to managing Council and Staff resources:

(a) Offer a competitive Salary and Benefits Package to retain, reward and recruit competent personnel. Alberta municipalities have found that this is the most efficient and effective approach for retaining and rewarding an experienced Staff complement. This approach provides more advantages than one in which the employer offers a less than competitive Package, which in turn leads to continually turn over and having to hire and train new Staff.

(b) Provide training opportunities on an ongoing basis to advance the professional development of Council and Staff Members. Also, for certain positions which require technical computer skills, to hire individuals who already possess these abilities.

(c) In 2004 budgeted resources were allocated to increase the remuneration provided to Council and Staff. Also in 2004, a competitiveness remuneration analysis for support staff was conducted by surveying like size municipalities, which in turn allowed for budget resources to offer parity in this area.

Equipment: Long-term Capital Plans for the ongoing Public Works Department’s Equipment Replacement Program will be prepared each year in conjunction with the presentation of the Annual Budget. These will include listings of the units of equipment to be replaced each year, estimated costs for each unit and the sources of financing. To pay for new acquisitions, the Town will utilize current tax dollars, proceeds from the disposal of surplus and old equipment and funds held in the Public Works Equipment Reserve. Leasing options may be considered, but the Town will not incur new debt for the purpose of replacing equipment. Priority will be given to either retaining or reducing the existing types and numbers of equipment units in the current fleet. In order to effectively provide services and control overall repair costs, priority will also be given to maintaining the existing fleet in a good state and rotating equipment units out of the fleet before major repair work becomes necessary.

Computer Technology: A proposal or report on Information Technology Systems will be prepared each year as required. It will outline the current assets and needs of the Town. It will be presented to Council in conjunction with the review of the annual Business Plan and budget. The Town will take advantage of new computer technologies in an ongoing effort to build greater efficiencies and effectiveness into its daily operations. Subject to the availability of funds included in Annual Budgets, existing technologies will be replaced and enhanced each year on an incremental basis.

Ensuring Alignment of Core and Secondary Services with Resident’s Requirement: The Town of Bashaw recognizes the importance of ensuring that its provision of core and secondary municipal services reflects the expectation of its residents and property owners. The Town of Bashaw also recognizes the importance of obtaining comments and feedback from residents and property owners with regard to the quality and quantity of the services that are provided. In 2006 the Town will:

(a) Establish the most effective approach for providing core and secondary services within existing financial resource limitations.

(b) Enhance communication links with residents and property owners for the purpose of obtaining comments and feedback pertaining to the delivery of municipal services.

Investment Policy Review: To examine alternatives for revising the Town’s current Investment Policy; The purpose for this review is to determine whether other investment strategies and instruments can be utilized to increase net revenues without compromising objectives for preserving capital, retaining cash liquidity and maintaining diversity in the investment Portfolio.

Budgeted Equipment Reserve: To continue the practice of setting aside reserves each year for the replacement of equipment. The procedure will be to take the current price of the equipment purchased and then pro rate an annual reserve based on the forecasted life expectancy.

Budgeted Capital and Operating Reserves: To continue the practice of setting aside specified reserves for anticipated maintenance and/or replacement of infrastructure and other initiatives.

Budget Surpluses: To continue with the practice of applying the previous year’s actual General Uncommitted Operating Surplus to designated reserved accounts or upcoming initiatives or projects which Council deems most appropriate.

Unbudgeted Surpluses: To continue the practice where unexpected windfalls of revenue are experienced (i.e. sale of equipment or property or long term leases), designate the funds to a specific reserve account or upcoming initiative or project that Council deems most worthy.

Strategies for Incorporating New Corporate Initiatives into the 2006 Strategic Business Plan: As is outlined previously in this document, this document will be used to plan and prioritize new Corporate Initiatives during the 2006 fiscal year and beyond. These Initiatives are outlined as follows:

HARD CORE SERVICES PROJECTS

- Community Hall Roof Replacement

- Community Hall Air Conditioning

- Tandem Truck Replacement

- Gravity Lift on 54^th Avenue

- Arena Roof Upgrade

- Arena Eavestroughing

- Pave 48^th Street

- Main Street Alberta Programme

- Pave Schultz Subdivision

- Island Town Sign

- Municipal Housing Corporation

- Cemetery Grave Stone Marking with Runners of Cement

- Cemetery Grave Stone Survey

- Recycling Depot to Include Glass, Tin, etc.

- Compost Facility

- Pave Service Road off of Highway 21 to Esso

- Skateboard Park

- Extension of Front of Arena to Double Upstairs Floor Space

- Industrial Lot Development and Infrastructure

- Wheelchair Access on residential sidewalks

- Tourist Information Centre

- Wheelchair Access Over Railway Tracks

- 54 Avenue from 54 Street to the water tower 8” including the hydrant on 54 and 54 corner (8”)

- 54 Street from 54 Avenue to 52 Avenue including hydrant and tie to side streets (8”)

- 52 Avenue from 54 Street to 50 Street including hydrants (8”)

- 54 Avenue from 54 Street to 50 Street including hydrants (8”)

- 50 Street from 54 Avenue to 46 Avenue including hydrants (8”)

- 51 Street from 54 Avenue to 46 Avenue including hydrants (8”)

- Side Streets to be determined later (6”)

- Install another water well

- Install filters for water plant

- Replace or reline sewer lines in conjunction with water main replacement

- Increase the size of the sewer line on 51 Street from 50 Avenue to the cheese plant intersection 10”

- Increase the size of the sewer line from 50 Street and 46 Avenue to the Ag grounds 15”

- Install the lift station in the industrial when required to service the new part

SOFT CORE SERVICES PROJECTS

- Family and Community Support Services Funding Partnership

- Citizen Engagement with an Electorate Evaluation

- Council Minutes Published

- Website Maintenance

- Tourism

- Town Float

- Partnership with other municipalities

- Rural Sustainability

- Alternative Service Delivery

- Seniors Assisted Living Accommodations

VIII. COUNCIL – PRIMARY STRATEGIES AND OBJECTIVES

1) Communication With the Citizenry

The given, that should never be dismissed or ignored. Rather, it should be embodied and respected. The most valuable resource for citizen engagement and consultation are the people themselves. Their interests, ideals, beliefs, values and expectations lie in the very fabric of the Council and Councilors that represent them. The electorate or citizenry is the best place to acquire frank and honest first hand information on all municipal issues or initiatives.

2) Communication With Upper Tiers of Government

It is important and invaluable to establish dialogue and linkages with local

MLA’s and Ministers from the provincial sector and the MP from the federal side. Now, as a constituent of theirs, Council can build in roads to express the needs and concerns of the Town. This can lead to new or greater funding opportunities or even economic development initiatives.

3) Communication With Neighboring Municipal Governments

Another invaluable resource. It can lead to shared granting opportunities, capital acquisitions or service deliveries. But a real important aspect is an open communication line to identify common concerns or resolutions. This can also lead to a stronger voice and united force for upper tier lobbying objectives.

4) Communication With Community Organizations

As initiatives are developed, partnering can lead to larger funding opportunities and two or more projects under construction simultaneously. Again, open dialogue keeps Council abreast of community objectives and vice versa.

5) Governance and Policy of the Strategic Business Plan

Council will provide leadership with respect to the Annual Strategic Business Plan process. They will ensure that the process is carried out and provide clear and practical directions for the Town’s operations and planning activities. Council will ensure that there is uniformity between decisions and actions and objectives and strategies. They will review and approve revisions and modifications each year.

IX. ADMINISTRATION – PRIMARY STRATEGIES AND OBJECTIVES

1) Communication With the Citizenry

Much like that of Council this relationship cannot be dismissed or ignored. In many respects though this will be the frontline to dispensing information, accepting payment transactions or dealing with challenges to policy. Citizen engagement at this level may be more frequent and informal but still very important. The bottom line being that the electorate or citizenry will still provide frank and honest thoughts and opinions on any and all matters of municipal business.

2) Networking With Local Government Management

As like elected officials communicating with their peers, it is imperative that administration do the same with their colleagues. Opportunities can be identified to partner or share in granting, capital acquisitions and service deliveries. Commonalities can be discussed and the method(s) for resolving shared.

3) Liaison With Local Government Elected Officials

With administration being available five days a week, it is good practice to keep lines of communication open with other municipal officials. This should always be considered a secondary communication with Council establishing the main contact. But it would be good municipal representation to be able to speak or correspond on a one to one basis whenever the situation arises.

4) Liaison With Upper Tiers of Government

For the same purpose as previously mentioned, establishing a good rapport with public officials at the provincial and federal level of government would be effective for municipal representation. Again, this would still be second seat to the relationship(s) established by Council, but the benefits of accessing or delivering information would be paramount.

5) Communication with Community Organizations

Effectively, this will be the same role as Council. As initiatives and projects are identified, they should be reviewed for compatibility with other non-government organizations. This can lead to an abundance of synergies.

6) Implementation and Delivery of the Strategic Business Plan

As Council is governance and policy making, administration is implementing and delivering. It will therefore be up to administration to carry out the Strategic Business Plan and bring it to fruition in all aspects and considerations.

X. ASSUMPTIONS INTEGRATED INTO THE STRATEGIC BUSINESS

PLAN

The 2006 Business Plan is based on the Assumptions which are outlined below. Major changes to these Assumptions could potentially have a significant impact on the objectives and strategies outlined in this First Draft of the Strategic Business Plan.

Education Taxes: The Province will continue to forward Education Tax

Requisitions to the Town. For Residential Properties, about 34% of the total 2006 Annual Property Tax Bill is expected to be allocated to pay for Education Taxes.

The Province is continuing to examine alternatives for restructuring education funding. Some of these involve placing a lesser reliance on funding from property tax levies. At this point in time however, there is no indication that the current education funding structure will be revised for the 2006 fiscal year.

The Town will continue to monitor developments as the review of restructuring alternatives progresses during the 2006 calendar year. The Town of Bashaw will also continue to advocate a position which seeks to reduce the amount of property taxes dedicated to funding education taxes. This is subject to the proviso that responsibilities for delivering certain services that are now provided at the provincial level will not be delegated to the municipal level. The decrease in education taxes will increase the revenue sources available to the Town that can then be allocated to Town initiatives.

Positive Working Relationship With the Province of Alberta: For the benefit of all residents, the Town of Bashaw will continue its ongoing efforts to work effectively in partnership with the Province of Alberta. The Town of Bashaw will actively provide insight and comments on issues that fall within both provincial and municipal jurisdictions, especially those that affect the delivery of services to residents and those that have a financial impact on the Town. While the Town and the Province may not be able to reach consensus and agreement on all items, the Town of Bashaw will always keep an “open communication line” to the Provincial Government. Most of this will occur through written correspondence displaying support with other municipalities and the strength of a united Alberta Urban Municipalities Association lobbying voice.

One important aspect of this partnership that will be discussed further will be the transition of Ambulance Services. The Province and the Town will work towards developing new approaches to fairly and equitably share responsibilities for financing costs to maintain and enhance ambulance services in the Province.

The Town of Bashaw will be an active participant in discussions pertaining to provincial legislative and regulatory changes. Provincial proposals to amend the Elections Act, the Municipal Government Act and other proposals will be reviewed by the Town.

Finally, the Town of Bashaw will continue to support the Province’s “Alberta Advantage” initiative by retaining an efficient local government that focuses on the delivery of Core Services to residents. The Town will concentrate its efforts on providing high priority services. The Town of Bashaw’s intent is to serve as a streamlined government that focuses on offering good quality Core and Secondary Services without excessively taxing its constituents. This approach is strongly preferred over the model in which a local government aims to provide a very broad spectrum of services to residents, which then typically leads to comparatively higher General Municipal Tax Levy requirements. The Town will also pursue the support of and the partnership with the Province on the application of Rural Alberta: Land of Opportunity. Bashaw is a municipality that no doubt reflects the findings of the report and is in desire of an injection of economic value and sustainability.

Office and Yard Remain at Same Site: On a long-term basis beyond the next three years, the Town’s Administrative Office and Public Works Yard will remain at the present location. Accordingly, plans for the ongoing maintenance and development of the present Sites are incorporated into the annual Operation Budget. While the Town Office and Public Works Site will not change during this period, the Town of Bashaw may consider alternatives for establishing supplementary Sites at locations which provide strategic advantages for efficiently and effectively delivering services to residents.

No New Long-Term Borrowings or Debenture Debt: The Town will not borrow funds to finance operating or capital expenditures over the next five years if the related debt is to be repaid annually from General Municipal Tax Levies, Special Tax Levies or from Reserves. Rather than relying on debt financing, the Town of Bashaw will utilize a combination of the “Pay-As-We-Go” (current tax dollars) and “Save-Now-Purchase-Later” (set dollars aside in reserves for future use) approaches to finance all expenditures. If available Tax Dollars, Grants, Reserves, User Fees or Other Revenue Sources are insufficient to offset costs, Programs and Projects may be cancelled or deferred or only under special circumstances will financing be considered (i.e. to finish a project in any given year).

Elected Representation: As of October 2004, the Town Council consists of five Councilors and they will serve three-year terms as legislated by the Municipal Government Act and the Election Act. The Mayor will be elected by vote of the citizenry. This is a downward shift of Councilors from a previous number of seven. The reduction was passed by the previous Council by By-Law after researching the size of Councils of other municipalities of like size and population.

Year 2006 Projected Economic Conditions: The cost of a barrel of oil continues to rise. This does not directly affect the Town’s revenues but indirectly it may enhance future Provincial funding opportunities and possibly the New Deal for Cities and Communities from the Federal Government. The cost of gasoline though may have an impact on Town residents and tourists. The higher costs and instability may cause residents to stay “at home” more often and spend more expendable dollars locally. It may also cause the numbers of tourists filtering into the area to decrease.

2005 has been a promising year with the move-in of Arnett & Burgess Oilfield Construction Limited. This could enhance the possibility of an increasing population. That is, of course, if A & B proves to be a stable and long standing source of employment in the area. However, by purchasing a shop and yard it looks like they are here to stay.

2005 has also seen a very exciting year in coal bed methane gas exploration. This is a continuation of 2004 and 2006 is expected to be the same. This projection was no doubt a consideration of A & B locating here. Because of the activity, Bashaw practically has a zero vacancy rate. The accommodation industry and merchants seem very pleased with their state of affairs compared to the gloomy atmosphere after the cheese plant closure.

Bashaw has also experienced the sale of one residential lot and one commercial lot in 2005. This could lead to more in 2006. A number of inquiries on vacant lots have been fielded at the Town Office throughout the summer as well as with the Town’s realtor. There is also other ongoing interest being generated on commercial lots with possible new commercial developments on the near horizon.

Allocation of Annual Operating Surpluses: The Municipality prepares annual audited Financial Statements for each fiscal year. These Statements report on the Town’s financial position as of the end of the year. They also report on the uncommitted annual operating surplus that has been attained for the year.

For 2006 and future years, the Town of Bashaw will continue its historical practice of allocating any available uncommitted annual operating surplus to reserves or any upcoming initiative or project that Council determines to be worthy or required.

Camrose Area Lodge Authority: The Camrose Area Lodge Authority will continue to retain its authority to annually issue a tax levy requisition to the Town. For 2006, this annual requisition is projected to increase from the amount of the requisition issued for the 2005 fiscal year.

XI. A FUTURE VISION OF THE TOWN OFBASHAW

Through the Eyes of Council

v Make Bashaw a better place to live

v Increased population

v Attract new business

v Plan to upgrade infrastructure

v Work with youth

v Larger work force

v Downtown Revitalization

v Increase tourism

v Keep young people here

v Form partnerships with other communities

v Unified community with a positive outlook to the future

v Pave Schultz subdivision

v Upgrade sewer lines

v Maintain taxes

v New business at former cheese plant

v Tax recovery property cleaned up

v Main street buildings removed and landscaped

v Sell more lots in Schultz subdivision