Protective Services - police, fire, EMS, by-law enforcement, animal/pest control, disaster services, building inspection, safety program

Infrastructure and Environmental Services - streets/roads, snow removal, street lighting, traffic control, airport operations, storm sewers, sanitary sewers, water supply, waste collection//recycling/disposal

Community Services - leisure services, aquatic centre, arena(s), arts centre, boulevards, parks, playfields, golf course, campgrounds

Planning and Development Control - planning services, zoning control, building inspection, land development

Economic Development - attracting and facilitating appropriate development and progressive growth

Support Services - the City of Camrose also provides financial support and Council representation to most of the following community based organizations: Camrose and District Support Services, Camrose and Area Lodge Authority, Rose City Handivan Society, Camrose Public Library and Camrose and District Centennial Museum.

All of the above services and grants are coordinated by Administration and Finance to ensure sound financial planning and fiscal management, asset management, high levels of customer service, and effective communication with stakeholders.

• we are committed to exemplary customer service in all areas
• municipal infrastructure and services will be provided at a high and efficient standard within acceptable fiscal capabilities
• we are stewards of the City's capital assets and commit to effective life-cycle management
• we shall strive for the continuation of well planned and diversified growth within the community
• we are committed to preserving and enhancing quality of life in Camrose through partnerships and strategic alliances with community organizations, Camrose businesses, and Camrose based institutions
• Council and employees of the City are accountable to Camrose citizens - we listen, learn and become informed before decisions are taken.

• for our exceptional QUALITY OF LIFE, as one of Western Canada's most desirable communities in which to live.
• as THE REGIONAL CENTRE for east central Alberta - strong, diverse and progressive
• as a community FOR ALL AGES.

• a City that respects its heritage and retains its 'small town' feel while offering the full range of services
• one of the most beautiful cities in the Prairies - a 'City in a Park', an excellent place to be outdoors!
• committed to environmental stewardship and protection of natural areas
• a community with first class recreation and arts opportunities - leisure services for all ages and interests, well marketed and available to all, with quality venues that attract provincial and national competitions and events
• a safe city with low crime rates and active community involvement in prevention through partnerships
• a City that works together, building quality of life through partnerships and sound fiscal management

• progressive development and growth to build a strong and diverse economy - with emphasis on sustainable, environmentally-friendly economic activity
• a 'power retail' centre effectively blending the appeal of our prosperous downtown, vibrant malls and regional 'big box' stores
• the major health services centre in the region - a model for preventive health service, high standards of emergency and treatment facilities, and geriatric care
• a major centre of learning on the Alberta scene - progressive regional educational services, a University City, and a centre for advanced and continuing education serving local, national and international students
• a recreation, sport and cultural destination for the region
• a City receptive to all business ventures, actively encouraging enterprises that bring jobs for our young people, offer career advancement opportunities, and position Camrose in the modern economy
• the Camrose economy will offer an exciting mix of service, retail, industrial and commercial opportunities - ensuring a range of employment for all age groups, skill sets and educational levels

• Camrose will remain a caring community where neighbours support each other and the volunteer ethic is strong
• a city for all people - regardless of physical, social or financial status
• a great place for families - safe, full of opportunities to play and grow
• an excellent place to retire - proud of being a 'senior friendly' community
• working hard to ensure appropriate housing, medical and support services for all
• demonstrating how governments and regional authorities can partner effectively with one another and with community organizations to ensure that basic needs are met and residents are given the support required to reach for their full potential.

• Camrose residents are proud of their quality of life and value the 'small town appeal' of their clean, picturesque city; the availability of a wide range of parks, leisure, cultural, sporting and tourist activities; and the strong sense of community and volunteer involvement
• through the community interviews and surveys, Camrose residents and leaders also expressed strong interest in addressing issues related to support for 'at risk' and disadvantaged individuals, affordable housing and community living facilities for seniors
• a 1999 study by the Canadian Council on Social Development reported that 16% of Camrose residents (18% of Albertans) live below the 'low income cutoff levels' used to identify poverty rates.
• Camrose & District Support Services reports that need/demand for services is expanding rapidly, that social services in the area suffer from underfunding, and that government restructuring challenges local government to accept an enlarged role if challenges are to be met
• with a projected 28% growth in population by 2010 and the needs of an aging population, demand for support services will increase significantly
• a strong municipal voice is required if Camrose residents are to receive the support they require in an age of provincial downsizing and decentralization to regional health, children's services and disability or special needs authorities.

• Camrose will remain a caring community where neighbours support each other and the volunteer ethic is strong
• a city for all people, regardless of physical, social or financial status
• the safety and security of our community will be preserved through the provision of quality protective and emergency services (police, fire, ambulance)
• effective and responsive partnerships demonstrating how governments and regional authorities can partner effectively with one another and the community to ensure that basic needs are met and desired leisure services are available
• our open spaces and trail systems will protect and enhance the health of both our population (inexpensive exercise and fresh air) and the natural environment

• maintenance of current service levels as the population grows
• define and clarify the municipal role in Social Planning and identify and advocate the needs on behalf of the community
• joint planning of protective services with an emphasis on prevention - to investigate potential for enhanced productivity through cross-training, co-location, shared dispatch, shared overheads, etc.
• planned expansion of our parks and trail systems in advance of development pressure
• investigation and development of community willingness to fundraise and involve users and interested stakeholders in making plans for a youth centre, new arena and performing arts facility to become realities
• joint effort of City Council and CDSS to ensure that regional governments and agencies are responsive to Camrose issues, needs and concerns
• clarify municipal role/responsibility for both social and leisure services in relation to community groups, other levels of government and the private sector.

• the City of Camrose will likely grow by 4000 residents in the next ten years - a 28% increase to 19,000 population over the official 1998 Camrose Census figure of 14,290
• building permits in the first half of 2000 are well ahead of average for recent years
• new opportunities exist to align economic development initiatives with the new vision for Camrose - a focus on quality of life, reinforcing our position as regional centre, and a community for all ages
• continuous growth and development will create challenges for the staff in maintaining the current levels of customer service
• land use by-law updates are required - particularly related to landscaping, parking, signs, group homes, etc.
• financial pressures related to infrastructure needs and servicing new development will increase substantially - requiring a review and update of the Off-Site Levy By-Law
• the Municipal Transportation Master Plan calls for $34 million worth of improvements to the Arterial /Collector Network to 'keep Camrose moving'
• the Leisure Services Master Plan recommends $11 million of parks, recreation and cultural improvements to maintain leisure service levels with the anticipated growth of the City,/LI>
• the 28% projected increase is conservative and could well exceed 33% by 2010 - requiring growth in basic areas such as protective and community services if current 'level of service' expectations are to be maintained
• tougher environmental legislation is anticipated - requiring both public and private sector to increase investment levels related to ecological protection
• annexation is inevitable and must be planned and managed carefully.

• economic development aligned with the Camrose vision
• effective planning and development control - also 'vision driven'
• maintenance of at least the current level of service in both protective and community services as the City expands
• 28% growth by 2010 with no significant increase in per capita debt load or mill rate (compared to the year 2000)
• increased awareness of the society needs which accompany rapid growth.

• prepare a 'Growth Management Plan' (by 2002) that defines a desired growth rate and clearly identifies municipal responsibilities/targets related to projected growth AND a related financial plan - the GMP to integrate recommendations from complementary plans from all municipal departments
• work with Economic Development Committee to review current strategies, to align activity with the vision, to revamp our approach to promotion and marketing, and to strive for a regional approach
• review and assess all municipal staff requirements
• immediate review of Municipal Development Standards and Off-Site Levy By-Law; and the possible use of supplementary assessments for quality of life development
• review Land Development Program and establish clear policy foundation for any ongoing land banking/development work to be carried out by the municipality
• increase Council involvement in planning and development (e.g. Land and Development Committee)
• continue efforts to partner with our federal and provincial counterparts and our surrounding municipalities to share the costs of managing development and growth pressures (grants and financial support).
• review and assess the feasibility of public transportation alternatives

• the new Vision for the City of Camrose clearly spells out our desire to continue to expand as 'The Regional Centre for East Central Alberta'
• this concept involves government (local, provincial), several regional authorities (health, education, children, libraries), the private sector and the voluntary sector - coordinated planning and development is required, but is difficult to facilitate
• as Camrose matures as a regional centre, increasing numbers of residents from neighbouring jurisdictions (the County and nearby municipalities) will be using Camrose-based, publicly funded services - cost sharing agreements vary from area to area (fire, handibus, library, FCSS/CDSS, etc.) and in some areas are non-existent (e.g. leisure services)
• as Camrose expands and a critical mass of economic development activity unfolds, the pressure and desire for coordinated regional economic development will also increase
• the need for coordinated land use planning and development with the County is also becoming obvious - the current situation needs improvement
• as new retail development (Retail Power Centre) occurs, the downtown will have to establish itself as an appealing, unique and complementary alternative and other retail operations must remain viable
• encourage and promote tourism based developments and events in the City and the region

• Camrose's vision of consolidating its position as 'The Regional Centre' becomes an undisputed reality in health and education
• expansion of our 'power retail centre'
• revitalization of the downtown as the 'Heart of our City'
• improved coordination of all regional planning functions (land use, economic development)
• strong collaboration and a mature partnership between Camrose and its municipal government neighbours and regional authorities
• equitable cost sharing of all services used extensively by non-Camrose residents.

• plan with County of Camrose in relation to land use planning, economic development and growth management
• full support of the Main Street Program with consideration of municipal investments and cost sharing in catalysts related to land development, parking, the Bailey Theatre, downtown parks/landscaping
• build on '911 initiative' to expand regional protective services partnerships
• review of library funding given the new Alberta Library Card, the Parkland Regional Library System and the APLEN approach to shared library resources
• develop a new funding partnership with the County prior to development of new leisure facilities.
• market the community as a tourist destination with regional partnering

• just over 50% of Camrose dwellings were built in the 20 year period from 1961 to 1980 - the infrastructure and public buildings that accompanied this 'boom' are 20 to 40 years old and dramatic increases in life cycle and capital replacement costs can be expected
• the Local Road Renewal Program is underfunded and losing ground and requires an investment of $500,000 annually
• in the next decade, when growth will also be expensive, Camrose can anticipate major expenditures related to storm sewer upgrades ($4 million), sanitary sewer upgrades ($8-10 million), and requirements to complete the cast iron watermain replacement program
• new environmental and health legislation could well force the City to incur additional upgrade costs - replacement at a higher standard
• major facilities, such as the aging Wild Rose Arena, will require replacement - a recent structural evaluation gave this facility a 15+ year life expectancy
• significant federal funding for infrastructure improvement/upgrading is anticipated (5 years @ approximately $1 million annually) - but on a cost-shared basis with both the province and the local municipality.

• safe and environmentally responsible handling of drinking water, storm water and sanitary waste
• systematic replacement of existing cold mix roadways and structures with modern hot mix standard by the year 2015
• a fiscal planning and management approach that balances demands for new development with responsible life cycle costing and capital replacement commitments
• effective stewardship of the municipal investment in capital projects.

• develop an overall 10-Year Capital Budget/Plan that integrates the priority demands and requirements of all departments - both new and capital replacement
• insist on full cost accounting when new projects are proposed - to include anticipated debt servicing, operating costs and anticipated life cycle replacement costs in future years
• develop a strategy (within the context of the above plan) for implementation of the anticipated Tri-Level Infrastructure Program
• adopt a full Life Cycle Costing Program in all related departments

• public satisfaction levels with the performance of Camrose Council and staff are high; however, there is a desire to retain and expand our emphasis on customer service in all areas
• the challenges of growth management and 'catch up' on major maintenance and replacement require a new or increased focus on long range integrated financial planning and full cost accounting
• internal and external communication must also be enhanced to ensure full stakeholder input, effective coordination of services, and the strengthening of partnerships and strategic alliances
• and our human resource development policies and strategies must be modern, comprehensive and fully implemented if performance is to be well directed and supported.

• high levels of citizen satisfaction maintained or further enhanced
• an increased understanding of the municipal role in areas that have received relatively low ratings (economic development and planning/development control)
• improved efficiencies based on strong inter-departmental communication
• structures in place that allow for a complete understanding of both the full costs and the opportunity costs of any proposed development or budget request - on the part of Council and of the stakeholders making the request
• a well trained staff with high morale.

• encourage public input and communication of Council issues, decisions, by-laws and policies through advertising and surveys, public notices, public information meetings, utility bill inserts, open houses, the Internet, 'Annual Report to the Citizens', etc.
• accelerate responses to public requests by expanding our Action Form program in all municipal departments
• improve internal awareness levels through regular inter-departmental meetings and Council briefing sessions
• continue to emphasize Customer Service training and regular review of staffing levels to ensure that adequate resources are available to provide same
• improve automation and on-line access for information, bill paying, registration, property information, tax certificates, etc.
• develop a multi-year capital planning mechanism that establishes priorities across Departments, allows for full cost accounting, and helps keep financial obligations within approved fiscal policy (Council guidelines for tax supported debt, balance between tax support and user fees, mill rates, residential and non-residential tax ratio, etc.)
• review staffing needs and responsibilities to ensure the most efficient usage of staff capabilities
• review size of Council and the assigned responsibilities of its members
• review of current salary grid structure and comparison with similar sized municipalities to ensure that we provide a competitive compensation package that will attract and keep quality staff
• continued efforts to find opportunities for cost reduction and additional revenue generating opportunities.