City of Grande Prairie, Alberta, Canada
The City respectfully acknowledges the Beaver, Cree, Dene and Métis people as the original caretakers of these Lands and surrounding areas.
We are grateful to live, learn, work and play on Treaty 8 territory within Turtle Island and acknowledge these Lands have been home to diverse and sovereign First Nations and Inuit Nations since time immemorial.
Thank You / Wuujo Aasanalaa/ Kinanâskomitin
Council approached Budget 2026 with a clear understanding of community priorities and the realities families and businesses are facing. The result reflects Council’s responsibility to support affordability while maintaining the services and infrastructure that shape quality of life in Grande Prairie.
We weighed every choice against the realities residents are experiencing today and focused on what would maintain essential services residents rely on; preserve Grande Prairie’s ability to attract investment and opportunity; and ensure our city remains a place where families and businesses can succeed.
For the past 10 years, the City of Grande Prairie kept tax increases exceptionally low, even as inflation, service demand, and operating costs continued to rise. That approach preserved affordability and strengthened confidence in our community. In 2026, we are taking a balanced step forward to maintain essential services, support the amenities residents rely on, and preserve Grande Prairie’s ability to attract investment and opportunity.
We heard from residents, businesses, and community partners who value safety, recreation, growth, and livability and are grateful for these diverse perspectives in shaping the budget decisions
Grande Prairie continues to be a place where people come to build their lives, raise families, and pursue opportunity. With this budget, we continue to invest in our future while respecting the financial challenges residents are managing today. Council looks ahead to 2026 and beyond with the confidence and tenacity that defines our region.
Jackie Clayton City of Grande Prairie Mayor
City of Grande Prairie Council 2025–2029
Dylan Bressey
Kevin O'Toole
Where we want to live, work and play.
Strong and purposeful relationships expand local government value.
Reputation
A community that includes all people and serves all people. Multicultural Youth to Seniors
A strong local economy enables a sustainable high quality of life.
Grande Prairie is a vibrant, growing, innovative city with a strong quality of life and opportunity for everyone. As the largest regional hub in northwestern Alberta, Grande Prairie proudly supports local residents, as well as a vast trade area across northwestern Alberta and northeastern British Columbia.
70,385 Population (2024 Municipal Census)
27,819
Private Dwellings (2024 Municipal Census)
35.3
Median Age (2024 Municipal Census)
$120,000
Median Household Income (2021 Federal Census)
$381,287
Average House Price (2024)
$5.1 billion Total Trade Area Retail Spending
million
Oil & Gas
■ Strategically positioned on two of the largest energy plays in North America – the Montney and the Duvernay.
Forestry
■ Home to Weyerhauser, Canfor, International Paper/American Industrial Partners (AIP) and West Fraser Timber Co.
■ Region produces 40% of Alberta’s pulp and 50% of timber and accounts for 2,513 forest sector jobs in the City of Grande Prairie.
Agriculture
■ Alberta’s second largest crop producing region with 13% of Alberta’s cropland.
Tourism
■ Over 3,475 rooms for accommodation and meeting spaces.
■ Host to 2025 Alberta Special Olympics Summer Games, 2024 Alberta Winter Games, 2024 National Aboriginal Hockey Championships, 2024 GP Regional Airshow, Annual Bear Creek Folk Festival.
City of Grande Prairie
Retail trade
Accommodation and food services
Health care and social assistance
Construction
Mining, quarrying, and oil and gas extraction
Other services (except public administration)
Educational
County of Grande Prairie & MD of Greenview
Wholesale trade
Manufacturing
Public administration
Real estate and rental and leasing
Finance and insurance
Unclassified
Information and cultural industries
Arts, entertainment and recreation
Agriculture, forestry, fishing and hunting
Utilities
Management of companies and enterprises
The 2026 Budget Engagement took place from May to July 2025, offering online and in-person opportunities for residents to learn more, engage with and provide feedback on the City’s upcoming budget.
■ 848 total visitors to the engage.cityofgp.com budget page
■ 389 submissions to the Prioritize Tool
In-Person Engagement:
■ 519 total visitors including:
■ June 9 Stakeholder session
■ June 10–13 Engage GP event
■ Promotion at Stompede and Canada Day
The top three City projects residents value the most include:
■ Asphalt crack sealing
■ Snow clearing
■ Parks, playgrounds and green spaces
Top three City services and programs residents value the most include:
■ Homeless initiatives
■ Indoor recreation facilities
■ Community events
Stay tuned for more updates and a full report at engage.cityofgp.com/budget2026
As we present the 2026 Budget for the City of Grande Prairie, I am pleased to reflect on the collaborative efforts that have shaped this year’s financial plan. This budget continues our commitment to fiscal responsibility and aligns with Council’s priorities and our community's evolving needs.
Over the past ten years, the City has focused on efficiency and restructuring, resulting in a leaner, more agile organization capable of delivering highcalibre services. These efforts have strengthened our operational foundation and positioned us to respond effectively to emerging challenges and new opportunities.
In accordance with the Municipal Government Act, our budget reflects the amount needed to provide for Council’s policies and programs. We take our responsibility to maintain and protect public infrastructure seriously, whether it be the underground storm system, our expanding road network, or our recreation assets.
This budget sets our newly elected Council and organization up for important discussions and planning as we consider mid-life capital renewals for existing facilities and injects longer term planning into identifying the future recreational and cultural amenities as the community grows and finances allow.
Our teams have worked diligently to balance operational efficiency with service excellence. This budget reflects our established levels of service, recognizes the real impacts of external cost pressures and includes one-time decisions to address immediate challenges and opportunities.
With the recent recognition by the Province of our red tape reduction efforts, combined with one of the strongest construction seasons in years, the City of Grande Prairie is ready for any opportunity.
We have engaged with residents through the Engage Grande Prairie sessions, listened to feedback and incorporated insights that reflect our city's values and aspirations. Every dollar in this budget is directed toward building a resilient, inclusive and vibrant Grande Prairie.
I want to thank our staff, Council and community partners for their dedication and thoughtful contributions throughout this process. As we move forward, I invite all residents to explore the details of this budget and continue engaging with us. Together, we are shaping a future that reflects the best of Grande Prairie—where opportunity thrives, and community comes first.
Shane Bourke City Manager City of Grande Prairie
On behalf of Administration, I am pleased to present the 2026–2029 Operating Budget and 2026–2030 Capital Plan, as approved by Council.
Budget is one of the most critical responsibilities of Council. Once strategy is established, the budget becomes the mechanism to bring that strategy to life. Together, strategy and budget shape the quality of life of Grande Prairie’s residents—funding the streets we drive on, the parks we play in, the facilities we visit and the services that keep us safe and connected.
The 2026 budget continues to fund Council’s approved strategic plan. It reflects the completion of several major initiatives already underway, including the Multisport Dome, and the Public Safety Communications Centre (PSCC), a critical item required for the Grande Prairie Police Service (GPPS) to achieve police of jurisdiction.
After a decade of exceptionally low tax increases— averaging 1.18% annually, one of the lowest among Alberta municipalities—paired with ongoing use of reserves to minimize tax impacts, expanded services and inflation, the City has reached a point where long term sustainability needs to take precedence.
To balance the 2026 operating and capital budget, Council increased the tax required to fund City services by 2.42%, as well as 1.92% to fund Policing Services; implemented a number of financial strategies and continued investment in the City’s capital infrastructure and needs. Although a tough decision, this demonstrates the discipline Council has in balancing affordability for residents with the fiscal stability of the organization.
Over the past ten years, the City has significantly improved and expanded services, all while facing a challenging fiscal environment. With low assessment growth, declining revenues and tax revenue increases substantially outpaced by Consumer Price Index (CPI), costs were contractually obligated to increase, and newly expanded services required budget dollars. Through efficiencies gained, and a number of tough decisions by Council, the City was able to balance the budget and keep tax increases low.
■ Property Tax increases: Averaged 1.18% annually, or 12.18% cumulatively, over 10 years.
■ Population Growth: From 63,166 in 2017 to 70,385 for 2026.
■ Assessment Growth: low compared to historical.
■ Declining Revenues: Provincial grants and automated traffic enforcement have decreased.
■ Alberta CPI: 25.9% cumulatively over the past 10 years.
■ Service Expansions: The City added significant amenities and programs, including the Aquatera Outdoor Pool, Keyera Place, Skate and Bike Parks, expanded events, free youth transit and more.
■ Efficiency Gains: Efficiencies, controlled costs and revenue growth from interest, fees, memberships and advertising.
A common financial metric to demonstrate financial efficiency is per capita spending. Looking at the City’s budget, per capita spending has increased, with 2026 budgeted at $3,068 per capita compared to $2,747 per capita in 2017. This is a 12% increase compared to cumulative CPI increases of 25% over the same time frame. With declining revenues, limited assessment growth and annual taxation increases, the City of Grande Prairie has battled inflationary pressures; improved and expanded, as well as added new services over the past 10-years.
Budgeted Expenditures per Capita
On the capital side, the City now manages $722M in assets (2024), compared to $629M ten years ago—that’s $100M more assets requiring repair, renewal and eventual reinvestment. Inflationary pressures, coupled with declining capital grant support, have eroded funding capacity. Capital tax contributions have slightly increased, with 2026 budgeted at $12.05M, however overall capital funding levels are mostly comparable to what they were 10-years ago.
Recent debt-funded projects include Downtown Revitalization Phase 4, Cedar Point Renovations, Maskwa Medical Center and the Multisport Dome in 2026. Additionally, several long-term borrowings have been fully repaid. Given the City's favourable position, debt funding is being proposed for three projects in the 2026–2030 capital budget.
Debt Balance
350,000,000
300,000,000
250,000,000
200,000,000
100,000,000 150,000,000
The approved operating budget requires a 2.42% tax increase to fund City services and capital investment, as well as a 1.92% tax increase to fund Policing Services, for a total tax increase of 4.34%.
Key drivers of the City’s 2026 operating budget required tax increase include:
■ One-time reserve usage in 2025 and increased deposits for sustainability
■ Contractual salary and benefit increases
■ Public Safety Communications Centre and Multisport Dome operational costs
■ Policing Services transition costs
■ Capital tax requirements
■ Net of revenue increases, tax growth and operational efficiencies achieved
For the average single-family home assessed at $350,000, this equates to an
of approximately $12 per month, compared to 2025.
The capital plan prioritizes critical investments in roads, stormwater infrastructure and recreation/ cultural facilities. Cost escalation, supply chain pressures and limited grant availability necessitate the use of debt for major projects anticipated to have long term useful lives and will provide valuable service to the community for many years to come. The City has opportunity with being well within both Provincial and internal Council policy-imposed debt limits.
To limit the tax increase to a combined 4.34% while balancing fiscal prudency, Council approved three specific financial strategies.
■ Tax smoothing
■ Responsible reserve sustainability
■ Capital funding solutions
Certain new costs have added pressure to the operating budget in 2026, including the new debt servicing related to the Multisport Dome and one-time costs related to the Public Safety Communications Centre (PSCC). To smooth these impacts, Council approved use of available funds in the Financial Stabilization Reserve (FSR).
■ Restriction of annual Intermunicipal Collaboration Framework (ICF) funds in FSR of $1.15M over three years (2026-2029) to be used to smooth the impacts of the Multisport Dome debt servicing costs.
■ Use $2.355M in 2026 and $925K in 2027 to smooth the impacts of one-time PSCC operating costs.
■ Use $1.0M in 2026 from Council's Strategic Initiatives to smooth the impacts of Grande Prairie Police Service transition costs.
As Administration prepared the 2026 budget for Council, it was evident that cost escalations and supply chain delays, specifically related to vehicles and equipment, were impacting the required funding in the Fleet Reserve. It was also noted that the Facility Renewal Reserve (FRR) requires review and an updated Facility Condition Index report is required to support ongoing needs.
Council approved a pause on deposits to the FRR and have funding in capital for an update to the Facility Condition Index report in 2026. Along with this, the implementation of a new centralized asset management software will enable Administration and Council to have a more accurate approach to the balance needed in this reserve for future uses. This pause put $3.6M back into the operating budget.
With that said, the Fleet reserve requirements increased by $4.2M from what was anticipated for 2026 in last year’s budget. The pause to the FRR helped ease the impact of this increase to the Fleet reserve deposits.
Finally, after incorporating tax smoothing strategies, it was determined that the Financial Stabilization Reserve (FSR) is getting close to the minimum balance and would benefit from additional funding. In 2023, Council restricted the proceeds from ATCO for the sale of streetlights to help offset increased electricity costs as it related to the streetlight sale. Council has approved that the surplus funds of $1.14M be unrestricted and made available for use to ensure the reserve maintains a sufficient minimum balance.
As previously mentioned, due to cost pressures associated with capital projects, paired with decreased capital grant funding, administration explored long-term debt funding options, as well as reviewed all existing capital projects not yet started to re-prioritize funding.
The city is well within both Provincial debt limits and internally imposed debt limits, as well as continues to pay off borrowings from older projects. Council approved debt funding for the following projects:
■ Public Safety Communications Centre (PSCC) Implementation: $7.61M (2025 & 2026)
■ Stormwater Infrastructure Replacement: $5M (2026) and $5M (2028)
■ Recreation and Events Building Rehabilitation (Bonnett’s Energy Centre, Design Works Centre): $6M (2027)
By revising the funding source for PSCC, 2025 approved capital of $1.9M will be returned to Future Expenditure Reserve (FER) for use on other projects, as well as $1M becoming available from the Provincial Police Transition Grant and going back to the GPPS operating budget to cover other transition costs.
With the commitment to receive $2.8M of ICF funding for the construction of the Multisport Dome, Council approved to borrow less than originally anticipated. The 2026 budget applies this funding to the Multisport Dome project, and the City will now only borrow $7.2M, as opposed to the originally planned $10 million. This saves $213K annually in debt servicing costs.
In addition, Administration reviewed all existing capital projects for available funding and necessity. Two projects were identified and the funding released for use in the Future Expenditures Reserve:
■ Second Floor at Keyera Place: $400K
■ Avondale Redevelopment Plan: $1M
This decision aided flexibility in funding the capital plan, allowing Council to strategically invest in priority projects.
After a decade of growth, efficiency and disciplined financial management, the City has reached an important inflection point. Despite remarkable progress—expanding services, improving infrastructure and maintaining low tax increases—the fiscal environment has tightened. Revenues have declined, inflationary pressures persist and longterm funding needs continue to grow. Sustaining the level of services, infrastructure and expectations built over the past ten years required a deliberate re-examination of priorities, service levels and investment strategies.
The approved 2026–2029 budget balances immediate needs with fiscal stability. It maintains the services residents rely on, funding key projects that strengthen our regional role, support local activity, and ensure Grande Prairie remains a competitive and resilient City.
Danielle Whiteway CPA, CA
Chief Financial Officer
City of Grande Prairie
The City of Grande Prairie develops each annual budget using Priority Based Budgeting (PBB), a comprehensive budgeting process that is aligned with Council’s strategic priorities.
The priorities defined in our strategic plan provide focus to our organizational and departmental business plans and act as a filter for all our budget decisions and day-to-day operations. PBB strives to ensure municipal dollars are clearly linked to the programs and services that are most aligned with priorities.
PBB works alongside our engagement with residents, businesses and other stakeholders to shape our discussions on business planning and budgeting. The feedback and input we receive from these conversations is key for our understanding on how
decisions align with and advance our overall strategic objectives. This approach has strengthened us as an organization, allowing us to make proactive and prudent decisions that support priorities. We are well positioned to be flexible and adaptable in response to a changing economy and political dynamics, both provincially and federally.
Taking an inventory of our 292 service offerings and scoring them in relation to Council’s strategic priorities has provided an analytical approach to allocating municipal dollars within the 2026 Budget. Based on their scoring, each service offering has been placed into Quartiles 1 through 4, with Quartile 1 being comprised of the services that most strongly align with Council’s strategic priorities.
City Council
Office of the City Manager
Office of the Chief Financial Officer
Office of the Chief Operating Officer
Office of the Chief Public & Protective Services Officer
Office of the Chief Strategy Officer
Corporate Facility Management
Development Services
Development Services
Development Services
Development Services
Development Services
Engineering & Transportation Services
Engineering & Transportation Services
Engineering & Transportation Services
Engineering & Transportation Services
Engineering & Transportation Services
Environment & Parks
Environment & Parks
Environment & Parks
Financial Management
Fiscal Services
Grande Prairie Police Service – Police Commission
City Council
Office of the City Manager
Office of the Chief Financial Officer
Office of the Chief Operating Officer
Office of the Chief Public & Protective Services Officer
Office of the Chief Strategy Officer
Energy Services
Development Engineering
Inspection Services
Business Licensing
Development Permitting
Land Use Planning
Storm Drainage
Linear Infrastructure Planning & Construction
Snow Removal & Ice Control
Storm Infrastructure
Transportation Network Maintenance & Repairs
Environment
Green Infrastructure
Parks Infrastructure
Financial Planning & Reporting
Fiscal Services
Police Commission
Grande Prairie Police Service – Office of the Chief of PoliceOffice of the Chief of Police
Housing & Community Development
Invest Grande Prairie
Housing & Homeless Initiatives
Economic Development
Corporate Facility Management
Corporate Facility Management
Corporate Facility Management
Development Services
Development Services
Emergency Management
Emergency Management
Engineering & Transportation Services
Events & Programming – Active Living
Events & Programming – Events
Financial Management
Financial Management
Fire Department
Fire Department
Geographical & Information Technology Services
Geographical & Information Technology Services
Geographical & Information Technology Services
Grande Prairie Police Service – Enforcement Services
Facility Maintenance
Facility Renewal Projects
Asset & Project Management & Administration
Land Management
Municipal Compliance
Disaster Services & Emergency Coordination Centre
Grande Prairie Regional Emergency Partnership
Traffic Operations
Programming Operations
Special Events
Accounting Management
Asset Management
Fire Suppression (General)
Fire Prevention
Information Technology (ITS)
Geographic Information Systems (GIS)
Business Systems
General Enforcement
Grande Prairie Police Service – Grande Prairie Police ServiceGrande Prairie Police Service
Grande Prairie Police Service – Mobile Outreach ProgramMobile Outreach
Grande Prairie Police Service – RCMP
Grande Prairie Police Service – RCMP
Housing & Community Development
Housing & Community Development
Housing & Community Development
Human Resources
Human Resources
Detachment Municipal Support Services
Detachment RCMP
System Planning & Integration
Diversity & Inclusion Services
Community Capacity Building, Collaboration & Engagement
Human Resources
Health & Safety
Recreation – Aquatic Operations & Certified ProgrammingEastlink Centre – Aquatics
Recreation – Aquatic Operations & Certified ProgrammingEastlink Centre – Fitness Centre
Recreation – Aquatic Operations & Certified ProgrammingAquatera Outdoor Pool
Recreation – Dryland Operations
Recreation – Dryland Operations
Recreation – Ice Operations
Eastlink Centre – Fieldhouse
Montrose Cultural Centre
Design Works Centre (Twin Ice Arena)
Departments
Recreation – Ice Operations
Taxation & Assessment
Taxation & Assessment
Transit Services
Departments
Community Connections – Culture, Art & Heritage
Environment & Parks
Events & Programming – Events
Financial Management
Fleet Management
Geographical & Information Technology Services
Grande Prairie Police Service – Enforcement Services
Grande Prairie Police Service – Enforcement Services
Legislative & Executive Services
Legislative & Executive Services
Legislative & Executive Services
Procurement & Supply Chain Management
Public Safety Communications Centre
Recreation – Administration
Recreation – Dryland Operations
Recreation – Ice Operations
Transit Services
Departments
City Solicitor
Community Connections
Events & Programming – Active Living
Legislative & Executive Services
Procurement & Supply Chain Management
Recreation – Dryland Operations
Divisions
Bonnetts Energy Centre
Taxation
Assessment
Transit Operations
Divisions
Heritage Resources
Cemetery
Strategic Marketing
Payroll & Employee Benefits
Fleet Management
ITS Helpdesk
Animal Control
Traffic Safety
Legislative Services
Executive Services & Strategy
Intergovernmental Affairs
Procurement
Dispatch Services
Food Vendors, Tenants
Hansen Lincoln Field
Dave Barr Community Centre
Accessible Transit
Divisions
Legal Services
Gymniks
Eastlink Centre – Childcare/PlayCare
Insurance & Risk Management
Mail & Building Services
Custodial Services
The City of Grande Prairie is committed to preparing a well-planned budget that optimizes services while aligning with the strategic priorities set by Council and preparing for long-term sustainability.
For the 2026 budget, changes were initially categorized as status quo. The status quo budget reflects the 2025 budget rolled forward with adjustments for cost of living and contractual obligations for existing positions; adjustments to utilities for usage and inflation and elimination of carbon tax; and reversals of one-time budget adjustments. The status quo budget resulted in a $13.3 million, or 9.66%, increase in required revenues.
Organizational efficiencies and strategies were incorporated into the budget, reducing the required revenue increase to $7.8 million or 5.78% to support City operations.
The Grande Prairie Police Services’ budget was approved by the Commission and referred to Council for decision. To complete the expedited transition to a municipal police force, a 2.66% tax increase was proposed for 2026. We observe that this stabilizes in 2027, with less required funding after achieving police of jurisdiction. The proposed increase to support the transition in 2026 still maintained policing costs within historical RCMP budget levels and positioned the City to successfully complete the transition to police of jurisdiction.
In addition to City operations, the Policing Services request resulted in a total tax increase of 8.45% proposed at budget deliberations for 2026. Subsequent opportunities and motions by Council reduced the required increase to the City operations to $3.2M or 2.42% and Policing Services to $2.5M or 1.92%. This represents an overall tax increase of $5.8M or 4.34% for 2026.
Over the next four years, Administration expects taxation revenues to rise as a result of growth within the tax base and increases in the tax levy to support City services. Fines, Rentals, Licenses and Permit revenues are expected to stay relatively stable over the next four years. User Fees and Sales of Goods will see an increase due to growth and increases in user fees. Grant funding is expected to decrease due to completion of the Reaching Home Designated Communities federal funding in 2027, along with ICF funding transfers for capital and debt servicing concluding in 2028. Transfers from reserves will decline over the next four years as the transfers for streetlight conversions are drawn down and transfers for implementation of the Public Safety Communications Centre are completed. Ongoing increases in franchise fees and interest income are expected over the next four years.
Salaries and benefits, the City’s largest expense, will increase with cost of living and contractual salary increases. Increased Contracted and General Services costs are anticipated as inflation, tariffs and other cost pressures are rising and impacting all City services. Grants and accountable advances will fluctuate year over year, correlating with federal and provincial funding. Capital tax expenditures are expected to increase to $15 million by the end of 2029 to maintain and support the City’s assets and infrastructure. The City plans to gradually increase transfers to reserves to support future infrastructure needs. This will ensure that fiscally responsible reserve balances are maintained. Long term debt expenses will increase due to the debt servicing for the Multisport Dome, the Public Safety Communications Centre, Recreation and Events Building Rehabilitation and stormwater infrastructure projects. Debt servicing related to new debt funded projects has been built into the budget; in instances where these funds have not yet been advanced, debt servicing costs are based on estimated repayment schedules.
The 2026 operating budget includes a 5.1% overall revenue increase.
Budget adjustments include:
■ Increase in taxation revenue as a result of growth
■ Increase in requisition revenue for the education property tax and seniors housing levy
■ Significant Concessionary Terms for Montrose Cultural Centre have been reallocated from Fines, Rentals, Licenses and Permits to Other Revenue
■ Increase in revenues as a result of a 10% increase to user fees, rates and charges
■ Reduction in operating grant revenue due to change in administration for OSSI funding, and completion of grant funded programs such as Special Olympics and Regional Recreation (this is largely offset by decreased program expenses)
■ Reduction in interdepartmental revenue resulting from Policing Services implementing their own IT support
■ Increase in transfers from reserves to mitigate one-time implementation costs for the Public Safety Communications Centre (PSCC), and transfers from reserves that will be used to mitigate debt servicing costs related to the Multisport Dome, partially offset by one-time reserve transfer to reduce 2025 tax impact, and completion of HWY 43 reserve transfers
■ Increase in returns on investment income based on estimates provided by the City's investment portfolio advisors and historical trends
■ Increased usage based franchise fee from ATCO based on revenue forecasts and increase in dividends from Aquatera based on incremental growth of discretionary dividends
■ Additional electrical and gas franchise fee revenue due to approval of increased fee rate
The 2026 operating budget includes a 4.7% increase in expenses.
Budget adjustments include:
■ Increases due to contractual obligations for salaries and benefits, including new positions for the Public Safety Communications Centre
■ Inflationary cost pressures and contractual cost increases on services and supplies
■ Reductions on insurance premiums due to changes in deductibles and improvement to the City's loss ratio
■ Savings as a result of elimination of carbon tax
■ Reduction in accountable advances related to change in OSSI funding administration
■ Increase in utilization of Recreation Access Program (RAP) and Transit Access Program (TAP)
■ Increase in investment in capital tax to
current city infrastructure requirements
■ Increase in transfers to fleet reserve as a result of increasing costs of vehicles and equipment, specifically fire trucks and buses
■ One-time reduction to facility renewal reserve transfer pending updated facility condition data and implementation of asset management software
■ Transfer to reserves for ICF funding to internally restrict usage towards Multisport Dome debt servicing
■ Increase in debt servicing costs, which will be partially offset by transfers from reserves
The operating budget sets the revenue and expense levels for all municipal services and programs that residents and businesses depend on every day, such as protective and emergency services, road and sidewalk repairs, snow clearing, transit, parks maintenance, recreation facility operations and community programming and events.
The budgeting process for operating costs is separate from budgeting for capital projects such as roads and community facilities. Whether it is increased maintenance for new roads or salaries for staff at recreation centres, operating costs have a
substantial impact to the overall budget. Operating costs are dynamic. As such, every annual budgeting cycle highlights new opportunities and challenges.
The 2.42% municipal tax increase required by the 2026 budget reflects the cost to maintain services while simultaneously managing operating needs in the face of external fiscal pressures, contractual obligations, resource availability, inflation and a changing community.
The 2026 operating budget has been prepared in alignment with Council’s Strategic Plan.
$217,416,313
Throughout development of the 2026–2029 budget, a number of tax reduction options and changes to levels of service were identified. As directed by Council during budget deliberations, the following options have been included in the 2026–2029 budget.
Recreation Facility Access & Fitness Class Offerings
Service Area:Public & Protective ServicesDepartment:Recreation
Reducing reception desk operating hours at specific locations would drive guests to one primary location, increasing the risk of service delays. Reduced hours for dryland fitness and aquafit optimizes the schedule by reducing underperforming classes, better aligning instructor hours with participation patterns.
Service Area:Citywide
Department:Multiple
The approved budget includes a 10% increase over 2025 fees, rate and charges, where applicable.
Service Area:Fiscal Services
Department:Fiscal Services
Options to increase franchise fee revenue, each option would result in a 1% reduction in the required tax increase for 2026.
■ Option 1: Increase Electricity Franchise fee from 10% to 12%
■ Option 2: Increase Gas Franchise fee from 25% to 31.63%
*Net impact assumes March 1, 2026 implementation which may be impacted by franchise agreement requirements and Alberta Utilities Commission approval.
Throughout 2025, through a variety of delegations and staff reports, a number of proposals have been deferred to the 2026 budget deliberations. These projects have been approved and included in the budget.
Community Group Funding – Capital
Service Area:Investment & Strategy
Department:Community Connections
The Community Group Funding Policy 315 speaks to funding community groups or agencies based on community need, and the ability of those groups to respond to that need. Community groups are expected to meet established criteria, provide supporting documentation and show outcomes and results of the funding. Capital requests have available funding up to a maximum of 50% of total project costs, with 50% required as a matching component from the applicant. Priority will be given to applicants operating City-owned facilities or those with long-term agreements with the City.
Council defer the 2026 Capital funding requests from the Art Gallery, Centre for Creative Arts, Grande Prairie Disc Golf Club and GP Live Theatre Society to 2026 budget deliberations. Council Meeting June 16, 2025.
Pocket Library at Eastlink Center, including gift-in-kind of partition system and electrical work. Investment & Strategy Committee meeting September 2, 2025.
Grande Prairie Curling Centre furnace upgrades and upgrades to the building envelope to retrofit the Grande Prairie Curling Centre to reduce energy consumption. Carry forward from 2025 Capital Plan.
Service Area:Operational Services
Council refer $70,000 in funding for the preliminary design of paving 101 Street, from 124 Avenue to 132 Avenue, and 128 Avenue, from 101 Street to 100 Street, to the 2026 budget deliberations. Council Meeting September 8, 2025.
Two new fixed routes, Trader Ridge and Countryside School Link, are proposed to improve service coverage and meet growing community demand. These routes will enhance connectivity to residential areas, schools and commercial hubs, while reducing reliance on on-demand services in overlapping regions. This investment supports improved service reliability and broader community coverage. Committee refer this matter to the fall budget deliberations. Operational Services Committee June 24, 2025.
Additional Residential Service Team: Adding a sixth contracted snow removal team (two loaders and one grader) to the existing residential rotation will reduce the daily workload, improve operational efficiency, and allow routes to be completed earlier in the day.
Enhanced Cul-De-Sac Pile Hauling: This service enhancement will involve hiring a dedicated crew of trucks to complete a mid-season cul-de-sac pile removal.
Operational Services Committee November 4, 2025
Service Area:Investment & Strategy
Department:Invest Grande Prairie
Committee refer painting, building signage, and molok containers at the Grande Prairie Curling Centre to the fall budget deliberations. Investment & Strategy Committee November 4, 2025.
Service Area:Policing Services
Department:Multiple
During the 2026 budget year, the Grande Prairie Police Service (GPPS) will continue to build operational capacity as the RCMP demobilizes. By late October 2026, the RCMP will be fully phased out, and GPPS will become the Police Service of Jurisdiction for the City of Grande Prairie. As GPPS assumes full operational responsibility, the Service will be positioned to deliver adequate and effective policing for the community. On January 1, 2024, Municipal Enforcement Services, Mobile Outreach, Policing Operations Support and the RCMP contract were moved to the Police Service budget therefore becoming the responsibility of the Commission.
The Grande Prairie Police Commission has approved the 2026 Policing Services Budget, including financial projections for the years 2027 to 2029. The Commission recommends that Council accept this report and refer it to the upcoming budget deliberations. Council Meeting November 10, 2025.
Capital projects transform and sustain the City of Grande Prairie, bringing to life the progressive vision Council holds for the community. Capital budgets provide investment in infrastructure, which includes facilities, vehicles, roads, stormwater, technology, equipment and more.
The 2026 capital budget prioritizes investments in critical infrastructure amidst rising costs and declining grant availability. Significant future investment will be required to continue to build, revitalize and maintain the infrastructure that is essential for daily life, health, prosperity and enjoyment.
Project Asset Types
Aquatera Outdoor Pool – Boiler
Facility Renewal Reserve
Installation of additional boiler to supplement existing system.
Bandaged Paws Mechanical Replacement
Facility Renewal Reserve and Other Source
Bandaged Paws Mechanical Upgrades: request for additional funding.
Cedar Point – Building Management Controls
Facility Renewal Reserve
Installation of City standardized building management controls.
Cedar Point – HVAC RTU Replacements
Facility Renewal Reserve
Cedar Point HVAC Roof Top Unit (RTU) Replacements (8 Units): lifecycle replacement.
Centre 2000 – Flooring Replacement
Facility Renewal Reserve
End of asset life, planned replacement of Centre 2000 flooring.
City Hall – Building Automation Replacement
Facility Renewal Reserve
Replacement of Building Automation System at City Hall. System upgrade/end of life.
City Hall – Carpet/Flooring Replacement
Facility Renewal Reserve
End of asset life, planned replacement of flooring at City Hall.
City Hall – HVAC Engineering Review and Design
Facility Renewal Reserve
Engineering review of existing systems to improve building efficiency.
Dave Barr Arena –
Security/Video Systems Replacement
Facility Renewal Reserve
Replacement and installation of security and video systems at Dave Barr Arena. System upgrade/end of life.
Design Works Centre –
Electrical Switchgear Replacement
Facility Renewal Reserve
Replacement of Electrical Switchgear at Design Works Centre. System upgrade/end of life.
Design Works Centre –Ice Plant Control Replacement
Facility Renewal Reserve
Planned replacement of aging Ammonia Ice Plant control system.
Eastlink Centre – Aquatics Lighting Upgrade
Capital Tax
Upgrade the aquatic centre lighting system to meet current safety, supervision and compliance standards through replacement with modern LED fixtures and improved lighting design. Ensures visibility, energy efficiency and alignment with updated provincial and industry best practices.
Eastlink Centre – Aquatics Surge Tank Remediation
Facility Renewal Reserve
Eastlink Centre aquatics area surge tank re-surfacing.
Eastlink Centre – FlowRider Pump/Ride Surface
Facility Renewal Reserve
End of asset life, planned replacement (Annual Aquatics Shutdown).
Eastlink Centre – HVAC Systems Update
Facility Renewal Reserve
Preventative critical HVAC system updates.
Eastlink Centre – Kantech Upgrades 2026
Facility Renewal Reserve
Eastlink Center Kantech (Building Access) system evergreening.
Eastlink Centre –
Slide Tower Air Quality Improvements
Facility Renewal Reserve
Mitigation of air temperature/quality to address operational requirements.
Eastlink Centre – Wading Pool and Splash Park Liner
Facility Renewal Reserve
Replacement of wading pool and splash park liner at Eastlink Centre. Planned replacement.
Facilities – Emergency Repairs
Facility Renewal Reserve
Annual funding for major emergency facility related repairs.
Fire Halls – Overhead Doors (Salmond, Pete Eager and Westgate)
Facility Renewal Reserve
Replacement of the overhead doors for vehicle bay access.
Heritage Village Repairs and Improvements
Capital Tax
Building repair and maintenance for the Heritage Village at the Grande Prairie Museum.
Keyera Place – Building Management Controls
Facility Renewal Reserve
Installation of City standardized building management controls.
Keyera Place – Sound Attenuation
Capital Tax and Future Expenditure Reserve
Installation and implementation of an engineered solution to mitigate the intensity and diminish the noise level within the field house at Keyera Place.
Montrose Cultural Centre – Library Flooring
Facility Renewal Reserve
Lifecycle replacement of library carpeting.
North Fire Hall – Roof Replacement
Facility Renewal Reserve
Replacement of roof at North Fire Hall. Nearing end of lifecycle.
PSCC Capital Project Debt
Bundle of projects to build out the Public Safety Communications Centre at the City on 99th facility to meet the expanding needs of 24/7 emergency operations. Includes core build out, essential backup systems, functional and staff support spaces, procurement of furnishings and dispatcher workstations.
RCMP Rooftop Unit RTU-02 Replacement
Facility Renewal Reserve
RCMP Roof-Top RTU-02 Replacement: request for additional funds.
Recreation and Events Building Rehabilitation Debt
Bundle of projects to upgrade and enhance aging recreation and event facilities. Includes Bonnetts Energy Centre arena lighting upgrades, sound system replacement, air conditioning, lifecycle replacement of portable chairs, asset storage and stacking systems and casework/millwork replacement, flooring replacement at the Bowes Event Centre and roof replacement at Design Works Centre.
Service Centre – Exterior Remediation
Facility Renewal Reserve
City Service Centre Building Envelope Remediation and Window Replacement: additional funding.
Capital Tax
Corporate Network Infrastructure includes server and network infrastructure projects to improve performance, security and scalability of the business operations. This is the main infrastructure technology of the organization which allows day to day operations to function.
Capital Tax
Supply and implement a commercial-off-the-shelf (COTS) modular EAM technology solution that is configurable by City staff and requires few, if any, modifications focused on meeting the current and future needs of the organization and optimizing the performance of a broad range of assets across the City to best serve the residents. This is the final year of budget for this previously approved project.
Capital Tax
The High Resolution Digital Ortho Photo & LiDAR dataset provides detailed aerial imagery and elevation data that help City staff plan, build and respond more effectively. It plays a vital role in emergency response, disaster preparedness and ensuring accurate location data for 911 dispatch services.
Capital Tax
This initiative sustains the Municipal Outdoor/ Indoor Wireless Network. This network provides the infrastructure equipment required for the Intelligent Transportation System, Protective and Emergency Services operations, City facility wireless network and outdoor wireless in the community gathering places.
Capital Tax
Security and Disaster Recovery initiatives protect sensitive and mission critical data from unauthorized access or destruction. This project is responsible for policies, security technology infrastructure and procedures to enable the recovery of City digital assets in the event of a disaster or compromised infrastructure.
Capital Tax
Additional modules for the new Tax System to provide updated and new online services to customers.
Capital Tax
Evergreening Facility Video Surveillance Cameras: Each building that currently utilizes the City’s video surveillance system has cameras installed throughout the facility, both internal and external locations in high risk areas, secure areas and other sensitive areas.
City Hall Postage Machine
Capital Tax
Replacement of the current postage machine that has recently experienced many mechanical failures. This machine is relied upon to prepare large amounts of mail and is used on a daily basis.
Crew Cab Truck with Lift Gate
Capital Tax
Parks requires a crew cab truck with a mounted lift gate for both summer and winter operations. The crew cab allows for transporting larger crews, which single cab dump box trucks cannot accommodate, and the lift gate is essential for loading and unloading equipment like snow blowers for winter rink maintenance.
Fire Equipment Replacement
Capital Tax
Ongoing equipment replacement purchases to ensure the Fire Department is able to maintain current level of service to the residents and stakeholders of Grande Prairie. Fleet Equipment and Vehicle Replacement
Fleet Reserve
Lifecycle replacement of Fleet equipment and vehicles.
Water Truck Capital Tax
Environment & Parks requires a new Water Truck to support increased urban forest and tree planting efforts.
Capital Tax
Purchase of a tandem-axle haul truck which will be used for snow hauling in the winter, gravel hauling for rural road repairs and moving material for paving and excavation work. This additional vehicle will support current services and reduce reliance on contracted services.
Capital Tax
Procurement of a new tandem-axle water truck with a 3000 gallon capacity which will be used as part of the spring cleanup program and as a core part of the storm maintenance program. This vehicle is required to keep up with the growth of the storm system network over the last 20 years and is important for flood prevention during the spring melt.
Aquatera Outdoor Pool –Outdoor Pool Gazebo for Green Space
Capital Tax
Purchase and installation of outdoor gazebos on the green space at the Aquatera Outdoor Pool. The addition will enhance guest comfort, provide essential shade and support positive user experiences during the summer season.
Cemetery Expansion
Capital Tax
Continued implementation of Cemetery Expansion as outlined in the Cemetery Master Plan.
Community Knowledge Campus –Hansen Lincoln Field Grandstand Security Fence
Capital Tax
This project will enhance security and ensure patron safety at the Community Knowledge Campus
Synthetic Field and Grandstand by installing a 10-foot climb-resistant, double-wire panel fence (similar to the Aquatera Outdoor Pool). The fence will enclose the entire perimeter, with 8-foot panels, pedestrian access points and gates for equipment.
Community Knowledge Campus
Hansen Lincoln Field – Turf Replacement
Facility Renewal Reserve
End of asset life, planned replacement.
Legion Track Rehabilitation
Capital Tax
Legion Track, last resurfaced in 2012, requires maintenance to prolong its operational lifespan.
Outdoor Rink Replacement
Capital Tax
The Swanavon rink has been deteriorating for years and has been identified for replacement.
Park Furniture Replacements
Capital Tax
This project focuses on the replacement of park furniture, including picnic tables and benches. The initiative aims to upgrade aging furniture to improve aesthetics, functionality and safety for park users across the city.
Capital Tax
Update to the 2011/12 Parks and Open Space Master Plan.
Capital Tax
The City owns and maintains 104 playgrounds, several of which have exceeded their 15–20 year lifespan. This funding will enable the replacement of the most critical playgrounds.
Capital Tax
The project involves adding or replacing woodchips/ sand in playgrounds across the city to comply with Canadian Playground Safety Inspection Standards.
Capital
This project will trim back private trees in older neighborhoods that are overhanging into Public Utility Lots (PULs) and easements around the city. These overhanging trees are preventing maintenance equipment from accessing PULs, which inhibits regular maintenance and ensures utility access for residents and utility providers.
Capital Tax
The South Bear Creek Amenity Renewal project allocates essential funding to maintain the safety and usability of existing diamonds and other City assets within South Bear Creek Park. This initiative aims to preserve recreational facilities to meet community needs effectively.
Capital
Purchase and installation of new transit shelters and/ or the replacement of existing shelters.
Capital
The Tree Replacement Program is crucial for managing premature tree loss caused by fatal pests, disease, or damage. The program is designed to maintain the overall tree inventory of the city, preventing any net asset loss over time.
Capital
An updated inventory of trees on public land, including boulevards, parks and green spaces, will provide accurate information on the City's tree assets. This will enable Parks Operations and other stakeholders to better understand the current state of public trees, prioritize resources for maintenance and replacement and support future planning efforts.
This project focuses on targeted tree grove installations along 108 St. from South City Limits to 100 Ave.
Capital
This program manages the repairs and maintenance of 41 existing vehicle and pedestrian bridges within the city, aimed at ensuring the safety, functionality and longevity of the infrastructure. The program is based on the conditional assessments done as part of the Bridge Inspection program.
Capital
This program will look after the replacement of the bridge culvert along RR53 south of 132 Ave. The replacement of the bridge is based on the conditional assessment done as part of the Bridge Inspection program.
Capital Tax
This program covers various inspection projects that Engineering Services manages. Inspections are based on the industry standards and regulatory requirements. The inspection program provides condition assessments of each asset.
Capital
This project will decommission and reclaim the airport sewage lagoons to meet provincial regulatory requirements.
This program is based on the inspection program for repairs and replacement of pathways and sidewalks.
Railway Crossing Maintenance
Capital Tax
This program looks at the repair and maintenance of the railway crossings throughout the city.
Regulatory Dam Assessments
Capital Tax
This is a program to assess various stormwater management facilities, roadway embankments and bridge culverts to confirm if they fall under the requirements of the Water Act and the Alberta Dam and Canal Safety Directive.
– 105 St. & 96 Ave. Upgrading
Capital Tax
Upgrades to 105 St. & 96 Ave. contingent on a local improvement area levy being implemented.
Roads – 116 St. & 132 Ave.
Intersection Expansion Design
Transportation System Levy
Once the expansion study is completed, this project will look after the final design, regulatory approvals and construction. Final design would take place in 2026 with construction in 2028. The work would look at adding a second bridge over the Bear Creek as well as other geometric upgrades that would increase the capacity of the intersection and improve the level of service (LOS).
Roads – 99 St. & 128 Ave. Upgrading
Capital Tax
Upgrades to 99 St. & 128 Ave. contingent on a local improvement area levy being implemented.
Capital Tax
This project is for crushing of concrete and asphalt that is recycled from City capital projects.
Roads – Intersection Improvement Program
Capital Tax and CCBF
This annual program looks after the repair and replacement of existing traffic signals, installation of new traffic signals (non-growth related), intersection geometric upgrades and safety improvements and the thermal line painting program.
Capital Tax
This program is for strategic minor resurfacing, patching and crack repair projects to extend the life of the pavement and parking lots.
Capital Tax
This project rehabilitates/overlays paved laneways throughout the City that have reached end of life.
Capital Tax and LGFF
This program covers the different road rehabilitation programs on paved local, collector and arterial roads. Some of the rehab projects include overlays, full-depth reclamation, re-construction and road resurfacing.
Capital Tax
This program repairs slopes throughout the city. The program utilizes the results from the slope analysis conducted as part of the Corridor Study to avert the potential for serious consequences as a result of slope failures.
This project will look at the installation of an electronic control system, sensor network and associated servers to allow for remote (off-site) operation of the spillway gates at the Bear River Control Structure.
This project includes work such as concrete repair, corrosion prevention, routine cleaning and rodent burrow repair, among other items and is based on the annual inspection program. The work is required to ensure that the structure continues to meet the Dam Safety Regulations.
This annual program looks after costs associated to the following areas of storm related infrastructure: installation of new, and the rehabilitation of existing storm lines, culverts, maintenance holes, catch basins, outfalls, storm ponds and major overland drainage routes. This also includes the storm inspection and flushing program and the purchase of rain and storm flow monitoring equipment.
Replacement of over 300 metres of large storm pipe servicing a major portion of the Mission Heights neighbourhood. The replacement will include relocation of most of the storm pipes to avoid damage to existing private property and the creation of access ways to ensure maintenance of the new infrastructure is possible.
Replacement of over 600 metres of large storm pipe underneath parking lots in Muskoseepi Park. The storm line is currently failing and provides service for areas in Downtown and for Muskoseepi Park parking lots. Additionally, replacement will be undertaken for the private sanitary and water services within Muskoseepi Park which service Ernie Radbourne Pavilion, the Aquatera Outdoor Pool and several other amenities within the park.
Clean out of snow dump pond to remove excessive build up of contaminants and restore water storage capacity.
Art Gallery – Programming
Council Strategic Initiatives
Support additional community programs during the closure of the gallery during MCC renovations.
Art Gallery – Upgrades
Facility Renewal Reserve
Planned improvements include building a new room where Gallery 1 is and relocating the Carlstrom Family Green Space there. This will be a more secure and accessible location adjacent to reception, converting the former Green Space into a boardroom and permanent collection library for public use, retrofitting doors with fob systems to enhance security, and improving overall building accessibility.
Centre For Creative Arts – Flooring
Facility Renewal Reserve
Flooring Installation in the Gallery/Office Spaces at the Centre for Creative Arts building to improve safety, aesthetics, and ease of maintenance within a City-owned facility.
Design and Construction Manual Update
Capital Tax
These manuals contain the City's standards and specifications for design and construction of new and rehabilitated infrastructure, and are not authenticated. The proposed update will modernize and streamline the content, ensuring compliance with regulations, current best practices and methodologies. This includes the incorporation of considerations for complete street design and alternative standards for rural service areas to create opportunities for developers, consultants and contractors.
Facility Condition Report Five Year Update
Facility Renewal Reserve
Update to the 2019 Facility Condition Report to assist with lifecycle planning and recommendations for future investments.
Building Signage
Council Strategic Initiatives
Improvement to the paint, signage, and molok bins to enhance the appearance of the building exterior.
Council Strategic Initiatives
The project involves the installation of beginner-level tee pads at two City-maintained disc golf courses: Thrill Hill and South Bear Creek Park. While advancedlevel tee pads currently exist at both sites, the beginner layouts are only marked, with players using grass areas to tee off. This project will improve accessibility and usability challenges, particularly for new players and youth participants.
Future Expenditure Reserve
The Health Care Strategy and Action Plan (2024–2026) addresses the shortage of health care practitioners in the City and surrounding area. Identified actions are designed to build capacity in the system through increased awareness of opportunities, incentives and infrastructure, setting the foundation for a comprehensive and sustainable health care workforce.
Capital
Engages a consultant to review the City’s existing plans, studies, and strategies to develop a comprehensive long-term plan for infrastructure assets. The work will identify future needs, establish trigger points for when these needs will arise, and outline potential funding strategies. By identifying priority timelines and trigger points for new or upgraded infrastructure assets, the plan will help the City proactively prepare for community growth and changing needs. It will also establish funding pathways to ensure investments are financially sustainable, while supporting equitable access to recreation and cultural opportunities.
Future
New design for the driving range based on geotechnical and environmental studies completed in the summer of 2025.
Council Strategic Initiatives
Grande Prairie Public Library (GPPL) pocket library would allow for an expanded reach of library service in Grande Prairie, and help eliminate geographical barriers to using the library, while simultaneously introducing new user groups to the services offered. As Eastlink Centre is a vibrant and well-used space that serves thousands of people weekly, it is an ideal location to establish the pocket library as a place where patrons can relax in between partaking in other recreational activities. There is a gift in kind for glass partitions from the City on 99 facility that will be utilized in the project.
Future
The Regional Workforce Development Strategy maps out coordinated targeted actions to help address employment demands, establish a skilled and resilient workforce, and tap into opportunities to drive a competitive environment across the region.
Capital Tax
Develop framework for creating and managing community-based cleaner air facilities during wildfire smoke events.
Throughout the 2026 budget development, a number of capital projects were identified but not funded due to funding constraints. In the last few years, cuts to capital tax have been used to reduce increases to property taxes and additional provincial and federal funding opportunities have decreased which has resulted in an infrastructure gap. The projects identified below are not included in the proposed capital budget.
Unfunded Capital Projects
Building & Building Improvements
■ Design Works Centre –Skate Tiles in Change Rooms
■ Eastlink Centre –Aquatics Area Window Tinting
Machinery & Equipment
■ Multisport Dome – FieldSweep and GroomRight
Parks & Amenities
■ Community Knowledge Campus –Tennis and Basketball Court Rehabilitation
■ Playground and Amenity Replacement
Roads & Infrastructure
■ Land Acquisition
■ Roads – 116 St. and 132 Ave. Intersection
Expansion Construction
Special Projects
■ Entertainment District Feasibility Study
■ Community Knowledge Campus –Master Plan Phases of Development (Sport Field West of Stadium)
■ Nitehawk – Snow Making and Hill Equipment
■ Grande Prairie Curling Centre – Upgrades
Service Area:Operational Services
Department:Corporate Facility Management
The Clean Energy Improvement Program (CEIP) has successfully advanced the City’s strategic priorities by promoting energy efficiency, reducing greenhouse gas emissions, and improving the affordability of home energy upgrades. With participation meeting expectations throughout its first three years, the program is entering its final year of funding in 2026. By the end of the program, CEIP will have provided residents with $1.9 million in low-interest financing to complete energy-efficient home improvements. The program’s success will leave a lasting legacy by supporting a cleaner environment, lowering household energy costs, and contributing to a more sustainable community.
Service Area:Investment & Strategy
Department:Community Connections
Since 2016, the Grande Prairie Museum has been assessing options to expand and better accommodate its growing collection. In 2018, Council approved $800,000 in capital funding for Museum Upgrades.
With the recent relocation of the South Peace Regional Archives from the Museum to Centre 2000, additional space has become available. This presents an opportunity to reconfigure the Museum’s layout to enhance functionality for both visitors and staff.
The original project scope envisioned an expansion of the building footprint to increase collections storage, add a new exhibit gallery, and improve accessibility within the existing structure. Administration has since identified an updated approach that achieves these goals within the current footprint. The revised scope includes:
■ Expanding collections storage into the former Archives area
■ Reconfiguring exhibit space for improved visitor flow
■ Enhancing the functionality of the community room
■ Completing necessary repairs to the northwest corner of the gallery
Administration confirms that the use of these funding sources will not have a tax impact in 2026.
The Council and City Manager's Office sets the overall direction for the organization and leads a workplace culture to support employees across the City to make it happen. They provide corporate leadership in the overall management of the City's operations by overseeing and directing the administrative and operational functions of all departments.
This service area includes City Council, the Office of the City Manager, City Solicitor and Human Resources. Pursuant to the Municipal Government Act, the City Manager is responsible for exercising general control and management over the entire municipality, providing oversight of Council and Committee of Council recommendations and ensuring policy directions of Council are implemented. The City Solicitor and Human Resources teams provide corporate support to guide the organization's operations and people. The Council & City Manager’s Office liaises with municipal, regional, provincial and federal government officials, as well as organizations, businesses, residents and community groups to formulate policies and to represent our community position.
Overview
Human Resources (HR) drives the City’s success by empowering employees and departments to reach their full potential in a fast-paced environment. Guided by our core values, we partner with leaders, teams, unions and stakeholders to maintain a safe, healthy and dynamic workforce. We champion continuous learning, innovation and risk mitigation while implementing best practices. By developing responsive systems, programs and tools, HR strengthens our culture, facilitates change and delivers solutions that achieve our business objectives.
Department Budget
Adjustments for 2026 Budget include a one-time give back in 2025 that is returning for 2026 and Health and Safety's bi-annual AED replacement and maintenance.
Service Overview
Strategy
■ Employee experience strategy
■ Workforce planning strategy
■ Total compensation strategy
■ Labour relations strategy
Performance Management
■ Performance program reviews
■ Attendance Support Program
■ Progressive discipline support
HR Systems Support
■ Oracle – Redwood implementation
■ Application tracking system
Recruitment
■ Staffing request review process
■ Participating in regional career fairs
■ Onboarding program
■ Exit surveys/stay surveys
HR Reporting
■ Health and Safety quarterly dashboard
■ Employee engagement data
■ Harassment and violence tracking
■ Collective bargaining for IAFF and CUPE Contracts
■ Grievance management
■ Labour relationship management
■ Fire Service partnership participation
■ Corporate training initiatives
■ Develop collaborations with learning institutions
■ Compliance training for employees
■ Municipal Leadership Academy
■ Psychological wellness offerings (monthly)
■ Equity, Diversity and Inclusion training
■ Administrative policies and procedure review
■ Policies gap review
■ Recommendations on Council policy procedures
■ Certification of Recognition (Safety Audit)
■ Chemical management
■ OH&S municipal campaigns
■ Health and Safety compliance
■ Incident investigations, data and trending analysis
■ Return to work support (WCB, Duty to Accommodate, Disability Support)
■ Supporting joint worksite health and safety committees
■ Management of BisTrainer platform
The City Solicitor Department of Grande Prairie plays a crucial role in providing legal services that support the City's governance and operations. Using both internal legal resources and external consultation when required, the department is responsible for ensuring that the City adheres to applicable laws, including the Municipal Government Act, while also aligning with the priorities set by City Council. By providing timely and effective legal support, the City Solicitor Department helps facilitate the City’s initiatives while ensuring legal compliance in municipal governance.
Investment & Strategy Services is the backbone for projecting the City in a positive light and attracting investment while ensuring the City of Grande Prairie’s needs and attributes are recognized locally, provincially and nationally.
This service area includes Communications, Community Connections, Invest Grande Prairie and Legislative & Executive Services. This service area provides leadership, support and coordination to various City departments, provides support to City Council, represents the City’s interests in local, provincial and federal issues and works to improve the quality of life in Grande Prairie.
The Communications department provides strategic leadership and support to the City of Grande Prairie, ensuring that public information is clear, timely and aligned with Council priorities. This department combines expertise in communication planning, media relations, issues management and community engagement to foster civic understanding and participation in City policies, programs and services. Through AccessGP, the City's 311 service and central information hub, residents, businesses and visitors can access non-emergency information, submit service requests and receive guidance on City processes and transactions.
Department Budget
■ Responsible for developing, managing and evaluating a variety of strategic communications efforts across the organization with the purpose of advancing overall communications
■ Working with both a proactive and responsive approach to support development in the organization and community
■ Ensuring communications products meet a high standard of quality and align with corporate messaging
■ Consulting with individual departments to identify communications needs, gaps and opportunities
■ Facilitating public and stakeholder engagement and awareness of City projects, programs and services
■ Publishing of media releases as needed
■ Management of media inquiries including key messaging and interview coordination
■ Media monitoring and tracking
■ Supporting emerging issues, emergency and crisis response through planning and managing appropriate communication strategies
■ Providing support to GPREP during both planning and activation modes
■ Utilizing creative, innovative and methodical approaches across a variety of channels to build and maintain corporate brand management and public relations
■ Management of City's visual identity
■ Graphic design, photography and videography
■ In person:
■ Monday to Friday
■ 8:30 a.m. to 4:30 p.m. (excluding statutory holidays)
■ Phone or digital:
■ Monday to Friday
■ 8 a.m. to 6 p.m. (excluding statutory holidays)
■ Chat Bot Services:
■ 24/7/365
■ Strategic development, management and administration of cityofgp.com and all social media channels including Facebook, X (Twitter), Instagram, LinkedIn and Youtube
Overview
The Community Connections department focuses on liaising, supporting and nurturing new and existing community relationships. The goal is to advocate, promote and further develop community and enhance quality of life in Grande Prairie. The department oversees community grant administration, develops policies and procedures, as well as manages contracts with user groups and third party operators of City owned facilities. Responsibilities include the coordination of museum operations and heritage designation, as well as Public Art and the Community Advisory Committee. Additionally, the department oversees sport tourism opportunities, including research, bidding and transition to host. Community Connections also oversees the City's public engagement process, which provides opportunities for residents to share their thoughts and feedback on important topics and projects, helping to shape decisions and ensure community voices are reflected in municipal planning.
Department Budget
Recreation and Culture
■ Align community groups with appropriate City facilities and amenities
■ Recreation and Culture Strategy (2024)
■ In alignment with Public Engagement Policy 128
■ Public Engagement Framework provides staff and the public with clear guidelines on engagement processes
■ Neighbourhood Forums facilitating structured spaces for community members to voice concerns, share ideas and collaborate
■ Engagement opportunities available on website at engage.cityofgp.com
■ In alignment with Community Advisory Committee Policy & Procedure
■ Arts and Culture Funding criteria, deadlines and applications can be found and submitted online
■ Policy on the Arts 206
■ Public Art Reserve – Community Enhancement Fund Policy 361
Neighbourhood Association Funding
■ 11 active associations that provide a central point of contact and a unified voice for the community
■ Neighbourhood Association Operating Grant available online
■ In alignment with Community Group Funding Policy 315 & Procedure 315-1
■ Multi year funding agreements; emergency funding opportunity, annual enhancement funding and one-time capital project funding
■ Criteria, deadlines and applications can be found and submitted online
■ In alignment with Policy 317 and Procedure 317-1
■ Criteria, deadlines and applications can be found and submitted online
■ Annual funding opportunity if requirements met
Improvement Grant
■ Improvements completed by neighbourhood associations and other organizations
■ Criteria, deadlines and applications can be found and submitted online
■ In alignment with Community Advisory Committee Policy and Procedure
■ In alignment with the MGA and Libraries Act
■ Free admission
■ Seasonal hours for Forbes Homestead
■ Museum practices as per Alberta Museum Association Standards
■ Cultural Master Plan
■ Heritage Designation Program
Collections Management
■ In alignment with Policy 119 and Procedure 119-1
Sport Tourism
■ Bid development and submission, transition to Host
■ Sport Facilities Guide
■ Legacy – Arctic Winter Games Fund
■ Sport Hosting Grant
Community Advisory Committee
■ Bylaw C-1422 and Community Advisory Committee Policy and Procedure
■ Provides informed, community-based input to the municipality on policies, programs and initiatives, including the review of grant streams and engagement on local initiatives such as the arts
Key Initiatives & Projects
Initiative/Project
Tourism Strategy
Field House – Request
Winter City Strategy
Council Strategic Plan Alignment
Innovative Efficiencies & Economic Readiness
Quality of Life
Quality of Life
Invest Grande Prairie supports local business retention and assists local businesses in achieving their expansion goals. The department provides economic research and trend analysis relevant to key markets and sectors of the economy. Through partnerships, the department works collaboratively to address local and regional workforce needs and ensure entrepreneurs and innovators are connected to supports and networks to help them launch and scale. The department seeks to accommodate the needs of residents and businesses by providing exceptional customer service, supporting the development needs of the local community, encouraging new investment and supporting local economy focused organizations.
Invest Grande Prairie oversees delivery of labour shortage supports through immigration with the provincial Alberta Advantage Immigration Programs including the Rural Renewal Stream immigration program that is currently paused. This is delivered in collaboration with other departments to maintain the highest standard of regulatory review, timely resources to employers and surveys to maintain record management of candidates. Municipal endorsement letters records are verified to the province of Alberta and designated community status maintained.
Assessing the largest need to recruit and retain workers, the department focuses to deliver concierge services with the highest impact to the quality of life of residents, most specifically: childcare and healthcare. Invest Grande Prairie delivers action on the Health Care Attraction & Retention Strategy 2024–2026 which aims to recruit and retain health care professionals by increasing awareness, offering targeted financial and non-financial incentives and enhancing community infrastructure. Key initiatives include the Family Physician Incentive Program, the establishment of the Health Care Task Force, recruiting Health Care Ambassadors, supporting students through the Asclepius Medical Camp for Youth, University of Alberta ambassadors visitation and the incoming Northern Alberta Medical Program (NAMP) established at the Grande Prairie Regional Hospital.
The department also guides businesses and investors through the development process by acting as a facilitator for municipal services and provides a concierge service to developers in the commercial and industrial sectors who are looking for opportunities to invest in the city. As part of the City’s investment attraction focus, the department markets the City’s opportunities on a provincial, national and international level.
Department Budget
■ Hours of Operation:
■ Monday to Friday 8:30 a.m. to 4:30 p.m.
■ Respond to meeting requests within two business days
■ Acknowledge requests for information within two business days and provide follow up information within five business days
■ Acknowledge data and economic indicator requests within two business days and provide follow up information within five business days
■ Manage grant and incentive programs as per City policies and procedures
■ Deliver bi-monthly large employer connects with Council and administration leadership
■ Support workforce development and entrepreneurship through collaborative initiatives, partnerships and Board placement:
■ Invest NW support
■ Work NW project delivery
■ GPRIN contract management
■ GPRTA tourism contract management and support
■ Maintain and develop investment-focused information and publications annually (e.g. Commercial Opportunities Booklet)
■ Investigate gaps in commercial retail development and pursue targets through tradeshow booth, collateral deliver and long-term relationship management e.g. ICSC
■ Ensure records of qualified employers and endorsed candidates is maintained and survey records followed to ensure validity Service Overview
■ Retail Market Analysis completed every two years
■ GP Guide every second year in collaboration with Communications
■ Economic indicators provided monthly (newsletter) delivered on the third Thursday of each month.
■ Provide annual economic update as part of budget deliberations
■ Acknowledge data and economic indicator requests within two business days and provide follow up information within five business days
■ Childcare Business Development; concierge service to increase available child spaces
■ Healthcare Attraction & Retention; Network healthcare professionals & their families to encourage AHS contract signature and support integration
■ Health Care Ambassadors program
■ Heath Care Task Force delivery
■ Community Advisory Group bi-annual stakeholder meeting development
■ Asclepius student medical camp support
■ Healthcare professional appreciation events
■ Healthcare professional attraction events for medical students in collaboration with AHS
■ Family Physician Incentive delivery
■ Ensure municipal endorsement letters are verified to the province of Alberta within two days of enquiry
■ Ensure revoked endorsement letter information is processed and provided to the province of Alberta within two days
■ Develop relationships and partnerships to enhance investment readiness and promotion opportunities
■ Investigate local employer needs through regular meetings, surveys and engagement methods
■ Promote national events such as small business week, national forest week and tourism week, with a tie to the local economy
■ Provide Invest Grande Prairie business and sector data, supports and resources through a consistent voice on multiple channels for communications delivery management
■ Sector or Industry specific engagement on a quarterly basis, gather insights and respond to needs
Key Initiatives & Projects
■ Ensure provincial regulatory requirements upto-date and designated community information disseminated
■ Ensure record maintenance in regard to all provincial and local immigration queries
■ Ensure immigration information related to local employers and candidates is up-to-date and resource support provided within five business days
Overview
Legislative & Executive Services is committed to supporting the City of Grande Prairie, Council and residents by fostering partnerships, delivering excellent service and developing innovative solutions aligned with Council's strategic plan. The department coordinates activities for the Mayor and CAO, providing executive support, event planning and communication management. It organizes Council's strategic planning sessions and oversees progress on the strategic plan. Additionally, Legislative & Executive Services manages intergovernmental relations with municipal, provincial and federal governments, advocating for City Council priorities and enhancing Indigenous relations as part of Truth and Reconciliation efforts. The department also focuses on maximizing grant revenues and managing the City’s insurance portfolio, claims process, Access to Information Act (ATIA) requests and expertise in the Municipal Government Act.
■ Ongoing
■ Building relationships with regional municipalities
■ Administrative support on the Intermunicipal Collaboration Committee with the County of Grande Prairie
■ Support for Intermunicipal Development Plan negotiations
■ Planning intermunicipal events and activities
■ Ongoing
■ Staying informed of provincial and federal political developments, policy proposals and budgets
■ Facilitating the development and advancement of City Council’s annual advocacy priorities
■ Providing administrative support to the Mid-Sized Cities Mayor’s Caucus
■ Building relationships and rapport with provincial and federal officials
■ Supporting Council’s interactions with Alberta Municipalities
■ Supporting Council’s interactions with the Federation of Canadian Municipalities
■ Administer activities for meetings including coordination of security
■ Review and upload documents to eScribe
■ Council and Standing Committee meeting rules and procedures found in C-1299 Procedure Bylaw
■ Agenda preparation in consultation with CLT and Mayor
■ Meeting minute scribe and audio and visual for in Chambers and livestreaming
■ Delegation requests coordination
■ Assessment Review Board in alignment with Bylaw C-1249 and the MGA
■ Subdivision and Development Appeal Board in alignment with Bylaw C-1444
■ General Appeal Board relevant to specific legislation Bylaw C-1469
■ Fees in alignment with relevant Appeal Bylaws
■ General Municipal Election occurs every four years unless there is a required By-Election
■ Census occurs based on the direction of City Council
■ In alignment with the duties assigned under the MGA and through the delegation from the City Manager including carrying out responsibilities for receipt of Petitions, Complaints and related items
■ Manage the recruitment, onboarding and coordination of Council assigned public members to Boards and Committees in alignment with Bylaw C-1422
■ Working to improve and foster Indigenous relations and advance the City’s work on Truth and Reconciliation
■ Development and advancement of an Indigenous Relations framework
■ Bylaws and policies must be reviewed every four years
■ Working to maximize revenues received from government organizations and non-governmental organizations
■ Facilitating the development of a grants identification, tracking and monitoring system
■ Grant application prioritization and strategy development
■ Jurisdiction scanning for bylaw and policy comparative research
■ Draft Bylaws and Policies submitted two weeks prior to uploading to Teams Site
■ Legislative Services uploads draft bylaws and policies for Council, Committee or City Manager Review
■ Maintenance of document libraries
■ Tools, Tips, Resources for supporting bylaw and policy development and review
Key Initiatives & Projects
Electricity Distribution & Transmission Costs: Reduction
Provincial and Federal funding for Housing Needs
& Caring Community Railcar Access
Attraction & Retention of Health Care Professionals: Advocacy
Local Government Funding Framework
Industry Attraction: Grant Funding to Attract Key Industries
Financial & Administrative Services provides a foundation for all City departments by anticipating and responding to organizational, Council and public needs.
Departments in this service area include Financial Management, Geographical & Information Technology Services, Procurement & Supply Chain Management and Taxation & Assessment. The focus of the service area is to ensure the organization is conducting business in the most effective and efficient manner while adhering to legislative requirements.
The Financial Management department is responsible for overseeing the City’s financial health and ensuring fiscal integrity. The department provides comprehensive financial services, including budget planning, accounting, payroll and benefits administration, asset management, debt management, investment oversight, internal and external financial reporting and regulatory compliance. It also plays a critical role in safeguarding municipal assets, optimizing financial resources and providing transparency to stakeholders, all while supporting the City’s long-term financial stability.
Adjustments for 2026 Budget include a decrease in financial auditing costs and supplies slightly offset by an increase to Financial Management's portion of the Enterprise Resource Planning (ERP) licensing costs and contractual obligations.
■ Ongoing management of health and insurance benefit plans
■ Ongoing administration of IAFF pension plan
■ Monthly management and annual reporting for multiple pension plans
■ Triennial regulatory pension audit
■ Quarterly unaudited financial statements, including variance reporting and forecasting to Committee (Policy 313)
■ Internal monthly reporting to the Corporate Leadership Team
■ Oversight of debt portfolio: monthly
■ Ensure compliance with debt limits and debt servicing limits in accordance with MGA and Council Policy: ad hoc
■ Develop and maintain strategies to minimize interest costs and ensure responsible borrowing: ad hoc
■ Bi-weekly payroll processing for all employee groups
■ Annual T4 preparation and reporting
■ Annual retention bonus administration (contract obligations)
■ ROE preparation and filing, as needed
■ Ad hoc/value added service/on-going
■ Annual budget planning and management (six to nine month process)
■ Four year operating and five year capital (MGA requirement)
■ Quarterly reconciliation and reporting of tangible capital assets including recording acquisition costs, depreciation and impairment, if applicable
■ Project reporting, tracking and reconciliation on an ongoing basis
■ Grant reporting requirements (Policy 313): ad hoc
■ Annual Audited Financial Statements and Municipal Financial Information Return (MGA Requirement)
■ Sub-audits for Federal and Provincial funding
■ On-going management to ensure controls remain effective in relation to current internal practices and procedures
■ Monitor compliance with investment policies and regulations to protect municipal assets: ongoing
■ Safely invest surplus funds to generate income: ad hoc
■ Weekly accounts payable invoice and expense processing
■ Monthly accounts receivable invoicing, collections and reconciliations
■ Ongoing administration of corporate purchase cards
■ Financial transaction management including journal entry processing, ledger maintenance and reconciliation of accounts (daily, weekly, monthly)
■ Monitor and support Corporate Asset Management Strategy and ensure alignment with organization’s objectives: every three years
■ Review and analyze asset data, track maintenance history and make data-driven recommendations in cooperation with department directors: varies based on asset criteria (annually up to five years)
Key Initiatives & Projects
■ Maintenance of corporate asset management plan: every five years
■ State of Infrastructure report: every two years
■ Annual monitoring of asset management maturity
The Geographical & Information Technology Services (GITS) department plays a critical role in supporting the City’s operations by delivering specialized expertise across multiple areas, including network infrastructure, hardware and enterprise software applications. This centralized and integrated approach to technology ensures that all municipal departments can operate efficiently and effectively. This department consists of two teams, Information Technology Services (ITS) and Geographic Information System (GIS).
The Information Technology Services (ITS) team is dedicated to maintaining a stable and consistent systems architecture while implementing robust safeguards against unauthorized access. Their work is essential to ensuring the reliability and security of the City’s technology ecosystem, which encompasses critical infrastructure, core applications, sensitive data and corporate assets.
The Geographic Information System (GIS) team empowers the organization to visualize, analyze and interpret business data, uncovering relationships, patterns and trends that inform better decision-making—from daily operations to long-term strategic planning. GIS technology is a cornerstone of municipal governance, enabling innovation, supporting emergency services and providing valuable public information. Fully integrated across the city, GIS is indispensable for building smart communities and enhancing corporate management.
GIS/Information Technology –Strategy and Governance
■ Builds collaborative partnerships with internal, regional and municipal partners
■ Develops strategic initiatives to ensure the direction and modernization of Enterprise systems meets the corporate business needs
■ GIS/IT project management for the planning, organizing and leading of information technology projects
■ Core function: ongoing Service Overview
Information Technology –Server and Storage Infrastructure
■ Responsible for managing all hardware, software and processes that provide the server infrastructure, storage backups and enterprise computer services for the organization
■ Server vulnerabilities patched within 30 days, noncritical vulnerabilities patched within 90 days
■ Server operation; >=99% accessibility
■ Develops and maintains the corporate enterprise network and corporate architecture processes that provides the communication path and services between users, applications, services and external networks/the internet
■ Responsible for monitoring network infrastructure performance and ensuring system availability and reliability for the organization
■ Corporate Network availability, >=99% accessible
■ Protects corporate data assets, sensitive and mission critical information from unauthorized access
■ Cyber threats, cyber security training and preventative cyber security hardware/ software implementation
■ Provides leadership and expertise in the provision, development and maintenance of technology applications, for corporate application architecture
■ Response time for service request: <= two business days
■ The GIS group is the spatial data steward of the corporate geographic data, mapping standards and requirements
■ Fees in alignment with Bylaw C-1395
■ Available Monday to Friday: 8:30 a.m. to 4:30 p.m.
■ Response time for service request: <= two business days
■ Digital records management steward for all corporate geographic asset records
■ Management of internal and external spatial data for the GIS solutions and corporate business applications
■ Core function: ongoing
■ The analysis of data to identify patterns/ relationships from a combination of datasets (spatial and non-spatial systems) for use in enterprise systems or corporate business decisions
■ GIS provides engineering size scanning services, permanent corporate mapping retention processes and online access to our library of corporate records
■ Fees in alignment with Bylaw C-1395
■ Monday to Friday: 8:30 a.m. to 4:30 p.m.
■ Response time for service request: <= two business days
■ Interfaces with users daily, prioritizing incidents and service requests
■ Responsible for the procurement and technical support of desktop hardware and software
■ Provides expert advice and consulting services for end user's technology needs and requirements
■ Response time for service request: <= two business days
■ Provides full lifecycle specialized services for GIS business needs assessments, GIS system architecture, application development, database and systems integration
■ Response time for service request: <= two business days
■ Training for use of technology related devices, applications and cyber security
■ One per month for GIS related content and as required for business systems
Overview
The Procurement and Supply Chain Management department is responsible for the procurement of goods, services and construction for all City departments as a centralized service. Governed by the trade agreements, they provide strategic services to internal and external stakeholders. The Procurement department provides the necessary resources, education and training to facilitate effective and efficient procurement processes for both external and internal stakeholders.
Department Budget
Adjustments for 2026 Budget include a decrease in contractual obligations, City Hall building insurance and utilities partially offset by an increase to Procurement's portion of the Enterprise Resource Planning (ERP) licensing costs.
Ongoing
■ Average of 150 competitive bids annually
■ Contract administration and lifecycle management for over 200 active contracts annually
■ Average of 60–75, 45 minute debriefs annually
■ Facilitate training sessions for staff
■ 24–48 hour turnaround time
■ Approximately 300 bulk purchase orders are created for the organization to streamline the process for suppliers and staff
■ Estimated time spent is 270 hours monthly
■ Supplier set up and compliance with ERP estimated time spent is 100 hours per month
Cell Phone Account and Hardware Provision
■ 24–48 hour turnaround time
■ Approximately 10 hours per month
Mail and Building Services – City Hall Building
■ Building Manager role: average eight hours monthly
■ Mail clerk: average 35 hours monthly/ two hours daily
Surplus/Retired Asset Disposal
■ Ongoing
■ Average 450 auction postings per year
■ Average 50 hours monthly
Systems and Process Training (Oracle, Bids and Tenders)
■ Approximately 20–30 hours per month
Mail and Building Services – Internal Mail
■ Daily
■ Approximately 150,000 pieces of mail annually
■ Average of six hours daily
Supplier Development and Performance Management
■ Ongoing
■ Average 25–30 hours monthly
The Taxation and Assessment department is responsible for generating and collecting funds from the public so that the City can provide services to its residents. Assessment is responsible for determining and defending fair and equitable assessments for all properties. Taxation is responsible to collect the different taxes levied against properties on behalf of the City of Grande Prairie, the Province of Alberta, the Grande Spirit Foundation and the Grande Prairie Downtown Association.
Operational Services is responsible for ensuring new and existing infrastructure meets the current and future needs of the community.
Operational Services encompasses Corporate Facility Management, Development Services, Engineering & Transportation Services, Environment & Parks, Fleet Management and Transit Services. From roads and parks to drainage pipes and traffic lights, Operational Services ensures a wide range of City infrastructure is cared for so residents and visitors can work, commute, play and do business safely and efficiently. Operational Services strives to be a leader in innovative practices, environmental sustainability and organizational efficiency.
Corporate Facility Management (CFM) is responsible for the comprehensive stewardship of over 50 City facilities—totaling approximately 1.6 million square feet of vertical infrastructure. This portfolio includes civic buildings, operational hubs, recreational centres and specialized-use facilities (RCMP, Fire Halls, Cedar Point, etc.). CFM ensures that these municipal assets are safe, reliable, efficient and aligned with both service delivery requirements and long-term asset sustainability.
Working with both internal and external stakeholders, CFM collaboratively manages the full facility lifecycle— from initial planning and construction through to daily maintenance, long-term renewal and renovations as required. The department also plays a critical role in ensuring that City facilities remain secure, functional and responsive to evolving community and organizational needs, including physical security and energy management.
Department Budget
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■
■ Leads the maintenance, reliability and performance of City facilities to ensure safe, efficient and sustainable operations
■ Delivers comprehensive trades services, including data driven preventive and corrective maintenance to extend asset life and reduce downtime
■ Collaborates with building managers and operators to maintain service continuity and operational effectiveness
■ Oversees contractors to ensure quality, compliance and cost control and provides technical input to guide capital planning and protect City assets
■ Oversees physical security systems and protocols to protect City facilities, staff and visitors, including access control, intrusion detection and contracted security services
■ Collaborates with operational teams and the Health & Safety Department to ensure facilities remain secure, safe and responsive to organizational needs
■ Manage over 7,500 City energy assets including utility tracking, energy audits and efficiency upgrades to reduce costs and environmental impacts
■ Oversees the City’s energy franchise agreements, coordinates site activations and deactivations and administers the Clean Energy Improvement Program (CEIP)
■ The City Service Centre is a shared operational hub for several departments, including Fleet Services, Engineering & Transportation, Environment & Parks, Procurement, Development Services, Transit and Corporate Facility Management (CFM)
■ Acting as building manager, the CFM Director ensures the building operates reliably to support daily departmental requirements
The Development Services department is responsible for all aspects of the development process as well as land management and business licensing. The department supports residents, developers, builders, businesses and others involved in planning, design and construction to provide a safe, efficient, aesthetically pleasing and environmentally friendly community. Development Services focuses on six key areas:
■ Planning maintains, processes and updates statutory land use plans and policies, as well as amendments to non-statutory planning documents.
■ Development Engineering provides technical support for planning and development permitting, manages development agreements for municipal improvements and administers the City of Grande Prairie’s off-site levy bylaw.
■ Development Permitting administers the City of Grande Prairie’s Land Use Bylaw, reviews and provides decisions on development permit applications, as well as issues Certificates of Compliance.
■ Inspection Services ensures safety and code compliance under Alberta’s Safety Codes system by providing permits, inspections, education and enforcement.
■ Land Management/Subdivisions manages public land within the City boundary, owned by the City of Grande Prairie. This area oversees the acquisition, disposition, leasing, licensing and encroachments on public land. This area also manages the subdivision process.
■ Business Licensing issues licenses for businesses, business activities and persons engaged in business.
Department Budget
Adjustments for 2026 Budget include revenue increases from fees, rates and charges and increased costs due to contractual obligations that are partially offset by other operational efficiencies.
■ Manages development and amendments to statutory planning documents including Area Structure Plans and Outline Plans
■ Acknowledge request within 48 hours
■ Review is coordinated internally and is typically completed within four weeks of receiving a complete draft plan with all supporting documents
■ Processing time is four to six months from the day completed application is received
■ Management of the acquisition and disposal of any City-owned Land
■ Respond to applications and inquiries as per City policies
■ Activities conducted in accordance with policies and procedures
■ Comments on preliminary detailed engineering drawings returned within two weeks; final submissions once all comments are addressed are processed within three days
■ Preparation of Development Agreements begin upon receiving a completed application
■ Inspections scheduled within three days of request; upon receipt of a complete package for Construction Completion Certificate (CCC) and Final Acceptance Certificate (FAC) that are issued within one week
■ Letter for reduction of securities provided within one week of CCC and FAC approval
■ Record drawings checked during winter months
■ Tangible capital asset data and record drawings provided annually to Finance and GIS
■ Processing time is two to six months from the preapplication to completion of the amendments
■ Issue notice to public for public hearing, 17 days prior to public hearing meeting
■ Maintain existing land agreements between the City and external stakeholders
■ Negotiate, draft and execute new land use agreements in accordance with policy and as directed by CLT and Council
■ Respond to applications and inquiries as per City policies
■ Review and issue decisions on Development Permit Applications in accordance with the Land Use Bylaw; responding to applicants within five days to verify completeness of their application
■ Applications processing time is 10 days for a minor and 25 days for a major following the formal acceptance of the application
■ Maintains and updates the Transportation Bylaw in accordance with Provincial Regulations
■ Collects and manages off-site levies from new development in accordance with the Transportation Off-site Levy Bylaw, MGA and Development Agreements
■ Review and approve applications for new or modified commercial or multi-family driveways
■ Application is received immediately upon payment of the fee
■ File Searches issued within two to seven business days
■ Application is received immediately upon payment of the fee
■ Compliance certificates are issued within two to seven business days
■ Rushed compliance certificates are issued within 24 hours
■ Complaints are acknowledged within one business day
■ Investigation is initiated within one working week. Follow up is done once investigation is completed
■ Timing is dependent on the complexity of the complaint
■ Share information with external enforcement agencies when necessary, within one business day to aid with general law compliance and investigation
■ Work with applicant on terms of reference, respond to inquires as received, provide preliminary comments on draft studies and provide acceptance on final study
■ Timelines vary depending on type and complexity of study
■ Respond to complaints within a week, requesting compliance with the Land Use Bylaw
■ Application is received immediately upon payment of the fee
■ Municipal Approval Letters issued within two to seven business days
■ Hours of operation:
■ Monday to Friday: 8:30 a.m. to 4:30 p.m.
■ In-person inquiries addressed immediately
■ All other general inquiries are responded to within one business day
■ Building permit issuance, upon a completed application
■ Residential permit issuance within a five day turnaround
■ Commercial permit issuance within a seven day turnaround
■ Sub-trade permits issued within 48 hours of building permit issuance
■ Requests for inspections are scheduled on the same day upon receiving request; requests made after 4 p.m. may be processed the following day
■ Inspections are completed within two to five days
Building Inspections Education, Engagement and Information
■ Newsletters twice a year
■ Attend home shows, industry group meetings (home builders, constructors), present code changes to industry and update website as required
■ Basic file searches are completed within 24 hours
■ Maintain and report development activity statistics monthly
■ Rough-in inspections must be booked prior to building inspections (ex. Sub-trade rough ins booked before building framing inspection)
Building Code Compliance and Enforcement
■ Timelines for investigation depend on the severity of the concern
■ Process and issue decisions and conditions on all subdivision applications in accordance with the MGA and provincial regulations
■ Issue addresses as per Policy 618
■ Respond to all general inquiries and those related to business licensing requirements within five business days
■ When all licensing requirements are met, license is issued within five business days
■ Payment is available online and in-person
Engineering and Transportation Services is dedicated to the comprehensive management, preservation and optimization of the City’s linear public infrastructure, both above and below ground, within the City right-of-way.
This encompasses City-owned assets such as roadways, sidewalks, pathways, traffic signals and stormwater drainage systems, alongside infrastructure owned by external entities like power, gas, cable, water and sanitary lines. The department strategically plans and manages the construction, inspection and rehabilitation of Cityowned linear infrastructure through capital projects, ensuring long-term sustainability and development.
Transportation operational crews are actively engaged year-round in maintaining safe and efficient conditions across the city. During warmer months, this includes road maintenance programs like pothole patching and paving, rural road grading and street sweeping alongside stormwater maintenance for flood mitigation. In winter, these efforts transition to round-the-clock snow removal to ensure clear and safe roadways.
The department's dedicated Traffic Engineering, Signal Maintenance and Signs crews work collaboratively to maintain and optimize traffic control devices and existing infrastructure, facilitating efficient and safe flow for all vehicles and pedestrians throughout Grande Prairie.
Budget
Adjustments for 2026 Budget include revenue increases from user fees and charges, reduction to reserve transfers for Highway 43, increased costs due to contractual obligations, additional team for residential snow clearing and enhanced cul de sac pile hauling, and other inflationary costs.
Service Overview
Alignment Approvals
■ Circulated to public utility companies and reviewed with a decision within two to three weeks on average
■ Complex alignment requests with conflicts takes longer and may trigger re-circulation
Permits
■ Engineering Permit issuance, upon a completed application, within three to seven days depending on complexity
■ Emergency work facilitated as needed
■ Monthly visual inspections of all traffic lights
■ Preventative maintenance service for all controllers on a semi-annual basis
■ Annual inspections of all poles and mounting hardware and confirm ground clearance
■ Clean and service all heads annually
■ On going relamping of LED bulbs on a seven year cycle
■ Complete repairs to traffic signals as a high priority, flashing median lights as a routine priority
■ Semi annual inspections of all signalized pedestrian crossings
■ 24/7/365 emergency response to malfunctioning and damaged signals
■ Cleaning and maintenance of 350 traffic detection cameras on a yearly basis
■ Modelling and analysis of 80 City signalized intersections on a five year rotation
■ Completion of traffic counts and speed surveys on both a scheduled and as-needed basis
■ Delivery of intersection safety studies and smallscale functional reports
■ Provision of technical comments to large scale engineering services projects, typically within five business days of delivery
■ Addressing public inquiries and complaints about traffic and pedestrian infrastructure; response within seven business days
■ Maintenance and updating of the city Equilibre Multi-Modal/Multi-Modal Equilibrium (EMME) model, which is used for long term traffic network planning
■ Cleaning of all boulevards and islands adjacent to arterial roads at the conclusion of each winter season
■ Guide, information and warning sign maintenance and repair is completed as a routine priority on an as required basis; new installations are scheduled as workload permits
■ Signs are inspected annually to confirm presence and condition
■ Line-painting is conducted May – September on arterial and collector roads
■ Up to three applications per season are done on high volume roadways
■ Markings are repainted semi-annually except for those roadways improved under the Provincial Authority
■ Design and implementation of temporary traffic control plans for special events such as parades, festivals and emergency repairs
■ Road failures are repaired on an as-required basis as a high priority to reduce potential hazard to traffic
■ Permanent regular maintenance and repairs are scheduled with priority depending upon the severity of the problem
■ Potholes or sinkholes that are an immediate threat to public safety are addressed immediately
■ During summer months, crews aim to triage and repair reported potholes within seven working days
■ During winter months, potholes are patched as conditions allow
■ Priorities set by City of Grande Prairie Snow Removal & Ice Control Policy No. 606
■ Grader patrol, maintenance and repair service provided on an as required basis with priority based on traffic volume and road condition
■ Gravel resurfacing program provided on a two to five year cycle, based upon condition of road
■ Identification and coordination of dust control program
■ Respond within deadline provided
■ Repair and replacement of damaged stormwater components, including catch basins and manholes
■ Thawing and flood prevention during the spring melt
■ Flushing and maintenance of stormwater lines
■ Repair and replacement of culverts as necessary
■ Emergency call response as required
■ Formal condition assessments are completed on a schedule; informal and additional assessments are completed as needed:
■ Roads are evaluated on a three year cycle
■ Traffic signals on a seven year cycle
■ Sidewalks and pathways on a five year cycle
■ Bridges are based on provincial requirements that vary depending on vehicle versus pedestrian and age of bridge
■ Bear Creek corridor outfalls and slopes reviewed on a five year cycle
■ Dam structure and spillway is based on provincial requirements
■ Storm sewer evaluation varies based on material and age
■ Road Pavement Quality Index (PQI) established by Council is used as level of service for planning projects
■ New asset data is entered and linked to GIS within one year of receiving record drawings
■ Capital budget plans submitted annually
■ Provision of traffic control and paving services during the maintenance and repair of rail crossings
■ Seasonal check of corridor in fall and spring
■ Additional checks occur after an event
■ Data from checks tracked
■ To clean priority 1 and 2 roadways three times per year, residential roadways one time per year
■ Master Plans are reviewed and updated every 5–10 years depending on budget
■ Basin, functional studies and other studies are completed as needed
■ Assignment of the work and timelines to complete the work are based on scope and stakeholder consultation
■ Upon receiving a complete application, issuance of a permit for residential lot grading, commercial lot grading and stormwater diversion is within five days
■ Acknowledge inquires within three days indicating proposed approach to analysis and provide recommendations and survey support as required
■ Surveys and inspections are completed during the summer based on a list of accumulated requests
■ Risks are assessed and requests prioritised on that basis
■ Projects are selected based on established criteria to maximize our investments and prolong asset life
■ Communication plans are developed with the Communications department for each project and can include: open houses, letters, notifications, etc.
■ Tangible capital asset data and record drawings are provided annually to Finance and GIS
■ Creek levels and snow loads are monitored using sensors and equipment; the spillway is monitored using sensors, cameras and site inspections
■ Scheduled checks vary based on time of year
■ Amendment requests received from internal and external customers tracked; requests researched, stakeholder consultation and amendments historically implemented annually, however currently on hold pending capital approval for update
■ Controversial amendments elevated for decision
■ Priority given to high volume sidewalks with emphasis on reducing and eliminating tripping hazards
■ Some repairs, other than Central Business District area unistones and sidewalks are completed with asphalt to minimize cost
Environment & Parks is responsible for the care, maintenance and protection of both natural and developed outdoor spaces in Grande Prairie. The dedicated team enhances parks, open spaces and ecological assets that are essential to quality of life and environmental health. Working with internal and external stakeholders, the department ensures that green spaces are safe, clean and well-maintained in an environmentally and economically responsible manner.
Environment focuses on protecting the city's natural assets—air, water and land. The team promotes sustainable practices, ensures regulatory compliance and responds to environmental emergencies and contamination. Through collaboration and community engagement, the department fosters long-term environmental responsibility and strengthens Grande Prairie’s ecological health.
Parks maintains turf, flowers, shrubs and trees and manages pests such as noxious weeds and mosquitoes. The department also cares for snow and ice control on pathways and at bus stops and parks infrastructure including: outdoor rinks, benches, toboggan hills and the municipal cemetery, ensuring safe and enjoyable outdoor experiences for residents, no matter the activity.
■ Level A Turf (irrigated, sports fields, some city facilities): every 5–10 working days
■ Level B Turf (neighbourhood parks, regional parks, boulevards): every 10–15 working days
■ Level C Turf (public utility lots, easements, etc.): every 20–30 working days
■ Roadside ditches (high traffic and high visibility): two times per season
■ Roadside ditches (all other): one time per season
■ Natural trails (edging): one time per season
■ Tree pruning and removals occur on an ongoing basis
■ Tree emergencies are dealt with immediately as resources allow
■ Elm pruning October 1 to March 31 of each year
■ Provincial Elm Pruning Ban prohibits elm pruning from April 1 to October 1 to prevent to spread of Dutch Elm disease
■ Replacement trees are planted for each tree removed where possible
■ Tree stumps are removed on a yearly basis
■ Newly planted trees are watered weekly for three years until they are well established
■ Mosquito Control Aerial application: one time per year
■ Weed Inspection of public and private land per Alberta Weed Act ongoing April to October
■ Ground Control of noxious weeds: ongoing April to September
■ Broadleaf Weed Control: Level A Turf
■ Monitoring of regulated pests, such as Dutch Elm disease, occur on an ongoing basis
■ Beaver Control services ongoing April to September
■ Playground sand is rototilled at least once per year
■ Playgrounds are inspected every two weeks
■ City maintained outdoor rinks are flooded two times per week dependent on weather
■ Supply of boards and hardware for the Neighbourhood Outdoor Rink program; rinks inspected monthly
■ Inspection of designated toboggan hills monthly during winter season
■ Muskoseepi Park playgrounds, skate parks and spray parks are inspected weekly
■ Maintenance of paved and natural trails within Bear Creek Corridor completed daily
■ Dog parks sanitation and maintenance two times per week
■ Encampment clean-up two times per week
■ Litter Removal:
■ Downtown: three times per week
■ Muskoseepi Park: three times per week
■ Boulevards and Neighbourhood Parks: every two weeks
■ Park maintained sports fields/ball diamonds: daily during active season
Cemetery Operations
■ Administering and executing opening and closing interment requests and reservations for full burials and cremations
■ Comprehensive maintenance and ongoing improvements from April to October
■ Mowing rotation every 5–10 working days
■ Snow removal on cemetery roads during winter season
■ Snow removal and ice control on City-owned pathways
Environmental Services
■ Regulatory compliance as per Policy 215, Environmental Enhancement & Protection Act, Water Act and MGA
■ Monthly monitoring for methane gas
■ Monthly sampling of water during open water season
■ Immediate response to environmental emergencies
■ Completes reporting to AB Environment and Environment Climate Change Canada as required
■ External and internal engagement activities throughout the year including GP Grows, Earth Day, etc.
■ Snow removal and ice control at P1 and P2 Transit stops around the city
Key Initiatives & Projects
Initiative/Project
Council Strategic Plan Alignment
Outdoor Space Enhancement Quality of Life
Overview
Fleet Management provides equipment, parts and maintenance services to over 25 internal City departments. Fleet Management is responsible for the acquisition, upfitting, life cycling, preventive maintenance programs and scheduling of vehicle and equipment replacements.
Adjustments
■ Evaluating unit condition/usage to determine replacement targets
■ Ensuring life cycles are fully utilized yet, remain reliable until disposal
■ Analyze fuel/repair expenses for recovery and aiding with assessment of unit condition
■ Maintain an on-going 10-Year Capital Replacement Plan
■ Preventative maintenance programs are tailored to specific needs of vehicle or equipment types using Fleet Management Technologies
■ 24/7 on-call services
■ Maintenance provided to external partners
■ Maintaining an accurate and organized parts inventory (stock and non-stock items)
■ Ensures timely availability of parts and supplies reducing vehicle downtime improving operational efficiency
■ Providing parts inventory to support Fleet maintenance area and other internal City departments
■ 24/7 on-call services
Overview
Public transit plays a vital role in the daily life of many residents of Grande Prairie. It connects people to work, school, healthcare and recreation, offering an affordable and accessible alternative to driving. For many residents, especially seniors, students and those without private vehicles, transit is a lifeline to independence and opportunity. Transit Services offers a number of different service delivery models outlined below.
Department Budget
Adjustments for 2026 Budget include revenue increases from fees, rates and charges and anticipated growth due to increased ridership. Decrease in costs due to contractual obligations and savings in overtime. Operational expenses increased due to increased interdepartmental charges for fuel and maintenance, along with increased usage of the Transit Access Program.
Service Overview
Fixed-Route Bus Services
■ Provides regular service along key corridors, connecting major destinations like downtown, shopping centers, the hospital and schools
■ Fees in alignment with Bylaw C-1395
■ Monday to Friday: 5:55 a.m. to 11:00 p.m.
■ Saturday: 8 a.m. to 11 p.m.
■ Sunday and Holidays: 8 a.m. to 8 p.m.
On-Demand Transit
■ Offers flexible, app-based service in selected areas not covered by fixed routes; riders can book trips in advance or on short notice
■ Monday to Friday: 5:55 a.m. to 9 p.m.
■ Saturday: 8 a.m. to 9 p.m.
■ Sunday and Holidays: 8 a.m. to 6 p.m.
■ Extends service hours with flexible, stop-to-stop rides across the city outside regular on-demand operating hours
■ Monday to Saturday: 9 p.m. to 11 p.m.
■ Sunday and Holidays: 6 p.m. to 8 p.m.
■ City buses are available for group bookings and community events within Grande Prairie
■ Charter buses can transport up to 37 seated passengers and an additional 15 standing passengers
■ Three hour minimum charge for any charter service
■ Fees in alignment with Bylaw C-1395
■ Door-to-door service for residents with mobility or cognitive challenges utilizing accessible vehicles
■ Fees in alignment with Bylaw C-1395
■ Monday to Saturday: 6 a.m. to 11 p.m.
■ Sunday: 8 a.m. to 8 p.m.
■ Statutory Holidays: limited service
■ All residents 17 and under ride free with the Youth SUPERPASS, supporting access to school, work and activities; passes are available at each school or City Hall
The Public and Protective Services (PPS) service area plays a vital role in enhancing the safety, quality of life and well-being of all residents of the City of Grande Prairie. The 2026 Budget supports the strategic delivery of essential services through six key divisions: Emergency Management, Events & Programming, Grande Prairie Fire Department, Housing and Community Development, Public Safety Communications Centre and Recreation. This integrated approach continues to align with Council’s priorities of building a vibrant, inclusive and resilient community.
The 2026 PPS budget is a strategic investment in the services that keep our community safe, active, connected and supported. Through strong leadership, community partnerships and prudent financial management, the service area remains focused on delivering results that matter to residents every day.
Overview
Emergency Management encompasses both Grande Prairie Regional Emergency Partnership and the Emergency Coordination Centre.
Grande Prairie Regional Emergency Partnership (GPREP) is an organization that coordinates resources, personnel and the response to large scale emergencies or disasters. GPREP believes that by working together, the communities are safer and residents are better served. GPREP is comprised of and funded by the City of Grande Prairie, the County of Grande Prairie and the Towns of Beaverlodge, Sexsmith and Wembley. Personnel from these five municipalities collaborate to prepare for and respond to disasters across the region. GPREP prepares municipalities by coordinating emergency response exercises and providing training opportunities. GPREP’s disaster response includes bringing together key players to support the emergency response.
Department Budget
Adjustments for 2026 Budget include increased revenue due to the approved GPREP agreement and contractual obligations.
Service Overview
Coordination
■ Incident Command System is mandated under the Emergency Management Act
Emergency Management Program
Coordination Centre
■ Emergency Management Bylaw C-1413
■ GPREP agreement
■ Aligns with the Emergency Management Act, Local Authorities Emergency Management Regulation and the Alberta Incident Management System
■ Aligns with Emergency Management Bylaw C-1413
■ Bylaw, agency, committee, Director of Emergency Management
■ Minimum standards 1 training exercise per year
■ Training events held as required
Overview
The Events & Programming department leads the planning and delivery of City events and programs that bring the community together and support Grande Prairie’s social and economic vitality. The department manages a wide range of events, from major City celebrations like Canada Day and New Year’s Eve to community-led functions, concerts and seasonal programming.
This team is responsible for activating City spaces with purposeful, engaging events that reflect the diversity and character of Grande Prairie. They work closely with promoters, artists and community partners to deliver concerts, festivals and cultural initiatives that drive regional visibility and economic impact.
In addition to event execution, the department manages key operational functions that support the broader event ecosystem, including ticketing, space bookings, sponsorship, advertising, marketing and permitting.
Core Responsibilities:
■ Plan and deliver City signature events (Canada Day, New Year’s Eve, Experience GP)
■ Develop and implement original City programming for all demographics
■ Coordinate major concerts at Bonnetts Energy Centre with national promoters
■ Manage Bonnetts Energy Centre Box Office and ticketing operations
■ Oversee outdoor event permits and food truck licensing
■ Administer bookings across City-owned venues
■ Lead sponsorship/advertising sales along with activation for the City venues and assets
■ Lead strategic marketing for the City
■ Support sporting events, including AJHL Storm hockey games, local tournaments and sport tourism bids
■ Assist with community-led and corporate event planning
■ Collaborate with partners to support regional sport, culture and economic development
Department Budget
Adjustments for 2026 Budget include additional revenue due to advertising revenue and increases to fees for recreational programming. Changes to operating expenses are due to contractual obligations.
■ Rental fees align with Bylaw C-1395
■ Respond to online or phone bookings within 24 to 48 hours
■ The department provides event services, custodial, operational and contract security services for event bookings
■ The facility is open as required by event organizers
■ The Teresa Sargent Hall is open to the public when not being rented
■ Rental fees vary based on event requirements
■ Bonnetts Energy Arena, The Bowes, Bonnetts Energy Arena Meeting Room, Terry Lock Room, Auto Dealer’s Room and Helen Rice Plaza
■ Online or phone bookings
■ Negotiation of large scale events typically completed 12 to 18 months out, community bookings typically 12 months out, short notice events may be accommodated with a few days notice
■ Facility open as required by event organizer
■ Box Office, Security and Guest Services staffing aligns with event and AGLC licensing requirements
■ Operational hours consistent with event schedules
■ Food service tenant agreement in place for space and percentage of food, beverage sales and catering
■ Box Office hours:
■ Monday to Friday: 10 a.m. to 3 p.m.
■ Weekend schedule varies
■ Extended box office hours during events
■ Departmental staff organize the bookings calendar and guest services requirements for a variety of sporting events, concerts, banquets or trade shows
■ Box Office, Security and Guest Services staffing aligns with event and AGLC licensing requirements
■ Event set-up and advertising
■ Average 220 event days per year
■ Dedicated ice time September to April based on AJHL schedule
■ The department receives Box Office fees and concession revenue
■ Extended Box Office hours during games
■ Box Office, Security and Guest Services staffing aligns with event and AGLC licensing requirements
■ Annual Large Scale Events including:
■ Grande North Winter Festival
■ Canada Day
■ Heritage Day
■ Experience GP
■ Halloween Spooktacular
■ New Year's Eve
Event and Volunteer Coordination
■ Centralized coordination of volunteers and honorariums for all City departments
■ Honorariums Policy
■ Outdoor event permit Bylaw C-1405
■ Bookings completed in alignment with Bylaw C-1395
■ SCORES joint-use agreement for recreation facilities (community use of school gym afterhours and school use of rec facilities during school hours)
■ Ball Diamond Priority Policy 213
■ Ice Booking Priority Policy 202
■ Alcohol Management Policy 207
■ Reduced Cost/Free use of Facilities/Equipment Policy 203
■ Recreation & Culture Cancellation & Refund Policy 355
■ Facility Allocation Policy 319 Recreation Management Software Interpretive Programs
■ Fees in alignment with Bylaw C-1395
■ Recreation and Culture Cancellation and Refund Policy 355
■ Recreation Access Program
■ Fees in alignment with Bylaw C-1395
■ Recreation and Culture Cancellation and Refund Policy 355
■ Easter, Folktales, GirlZone, day camps, seasonal camps, summer camps
■ Fees in alignment with Bylaw C-1395
■ Supports curriculum based programs for schools and teachers ■ Marketing service for City events and facilities
Budgeting, media buying, social media, reporting
■ Sales of naming rights, sponsorships and advertising ■ Revenue generation and reporting
Initiatives & Projects
Overview
The Grande Prairie Fire Department (GPFD) serves the residents of Grande Prairie with the goal of protecting life, property and the environment by providing effective emergency response such as:
■ Fire Suppression
■ Rescue Services
■ Fire Inspection
Related Legislation:
■ Regulated to provide service under the MGA
■ City of Grande Prairie Bylaw C-1312
Related Economic Considerations:
■ Medical Response
■ Public Education
■ Fire Investigation
■ Emergency Management Act
■ Safety Codes Act
■ Service levels are graded by The Fire Underwriters Survey. Subscribers of Fire Underwriters Survey represent over 90% of the private and casualty insurers in Canada.
Department Budget
Adjustments for 2026 Budget include additional revenue due to increases in fees, rates and charges. Changes to operating expenses are due to equipment maintenance and replacement expenses and contractual obligations.
Service Overview
■ Service available 24/7/365
■ ICS is provincially mandated
■ In alignment with Emergency Management Act
■ Service available 24/7/365
■ In alignment with Safety Codes Act
■ In alignment with Bylaw C-1312 and the MGA
■ Policy 803: 5-minute travel time achieved 90% of the time
■ 3 fire stations across Grande Prairie
■ 18 staff per shift with a minimum of 13 on duty
■ Services available Monday through Friday during normal business hours
■ Responsible for Inspections, Investigation, Permits and Public Education
■ Aligns with Fire Underwriters (Insurance) Grading
■ In alignment with Bylaw C-1312
■ Inspections are classified as per the Alberta Building Code Classification
■ The type of occupancy and the frequency of inspections range from every year to two years
■ In alignment with Safety Codes Act and QMP
■ Fees in alignment with Bylaw C-1395
■ In alignment with Bylaw C-1312
■ Available through online applications
■ Fees in alignment with Bylaw C-1395
■ In alignment with Bylaw C-1312
Overview
The Housing & Community Development department promotes stability, inclusion and well-being through housing supports, prevention-based programs and cross-sector partnerships. The department delivers both direct and indirect services and administers provincial and federal funding to support local programs. It manages contracts, ensures accountability and engages organizations to work collaboratively in service of community needs.
Department Budget
Adjustments for 2026 Budget include increased rental revenue, changes to grant revenue and contractual obligations.
Service Overview
The department engages in housing stability and homelessness through capital projects, service coordination, property oversight and coordinated access systems. It is also responsible for ensuring that municipally owned housing facilities are well-maintained and operating in compliance with regulatory standards, including the Supportive Living Accommodation license at Cedar Point. Key initiatives include:
■ Cedar Point: 63 permanent supportive housing units and 42 affordable housing units; the department oversees property management; delivered in partnership with The Mustard Seed
■ Fletcher House: 18 supportive housing units and 24 affordable housing units; the department ensures occupancy and works closely with on-site service providers; delivered in partnership with Wapiti Community Support Association
■ Street Outreach Centre (Known as Saint Lawrence Centre): A daytime drop-in service offering low-barrier access to basic supports and referrals; delivered in partnership with Wapiti Community Support Association
■ Housing Hub: A federally regulated system for coordinated access to housing and support services across agencies
■ Community Advisory Board on Housing CABH: Facilitates the federally mandated advisory body responsible for aligning homelessness funding with community gaps and challenges
Research and data are key to the department’s role in guiding decisions, informing policy and supporting funding applications. By monitoring trends and conducting targeted studies, the department ensures its strategies are evidence-based and responsive to local needs. Current initiatives include:
■ Homeless Individuals and Families Information System (HIFIS): A federally and provincially mandated system that enables real-time data sharing across housing and homelessness service providers
■ Youth Homelessness Prevention: Delivered in partnership with A Way Home Canada and funded through Reaching Home; this project involves working with community partners to co-develop a locally tailored plan to prevent youth homelessness
■ Barriers to Youth Employment and Education: A research initiative with the Tamarack Institute to identify challenges and opportunities for youth
■ Housing Needs Assessment: Conducted in partnership with Grande Spirit Foundation to identify housing gaps and future priorities
■ Family and Community Support Services (FCSS) Funding Framework: Being updated to align with City Council priorities and reflect evolving community needs
■ Alternative Relationship Plan (ARP): In partnership with Alberta Health, the Primary Care Network and The Mustard Seed, this model supports the placement of a medical doctor at Cedar Point to provide integrated health services for the most medically vulnerable residents
■ Supportive Housing Trend Analysis: Tracks eviction rates, housing stability, program graduation outcomes and tenant movement across the housing continuum to inform policy, program design and operational decision-making
The department delivers a range of direct services and targeted initiatives that support residents across the lifespan, enhance well-being and strengthen inclusion
■ Aging Well in Community
■ Social Prescribing: Non-medical referrals to increase social connection and reduce isolation in partnership with Primary Care Network (PCN)
■ Home Support Program: Assistance with daily living tasks to support aging in place
■ Youth Development and Engagement
■ Youth Advisory Council: A platform for youth civic engagement and leadership
■ Youth Career Discovery Expo: Hands-on career exploration and workforce exposure
■ Youth Micro-Grant Program: Provides small grants directly to youth to help overcome barriers to employment, such as purchasing work attire, tools, or covering training costs
■ Information and Referral – Community Compass
■ Community of Practice: A network of 48 agencies and 77 trained Navigators
■ Service Map: A real-time online tool that maps local programs and services
■ Immigration and Newcomer Inclusion
■ Grande Prairie Local Immigration Partnership: Leads implementation of the 2025–2028 Action Plan
■ Immigration Advisory Table: Facilitates crosssector collaboration on newcomer priorities
As a municipal order of government, the City receives funding from provincial and federal sources to support local priorities. This department administers these funds and contracts to deliver programs focused on prevention, housing stability, homelessness and inclusion. This includes issuing contracts to community-based organizations and managing City-led initiatives. Key programs include:
■ Family and Community Support Services FCSS: Funds 18 local prevention-based programs; a new three-year funding cycle will begin in 2026
■ Canada’s Homelessness Strategy – Reaching Home: Supports four local organizations that deliver housing loss prevention and basic needs services
■ Provincial Outreach and Support Services Initiatives OSSI: Funds City-led outreach and housing navigation services
■ Immigration, Refugees and Citizenship Canada IRCC – Local Immigration Partnership: Supports collaborative community planning to improve newcomer inclusion
■ Settlement, Integration and Language Project SILP: Focused on long-term workforce integration for newcomers in Grande Prairie
■ Tamarack Institute through the Government of Canada: Collective Impact with 6 other communities from across Canada to have better outcomes for youth employment (aged 15 to 30)
■ Seniors and Community Support Services
SCSS: Grant to support the development and implementation of non-medical social prescribing in partnership with Primary Care Network PCN
■ The department actively participates in crosssector committees and community initiatives to address complex social issues and strengthen local partnerships
■ Focus areas include food security, housing, mental health, poverty reduction and social inclusion
■ Examples of this work include:
■ Food Equity Leadership Table
■ 100 Families Collective
■ Indigenous Community Advisory Board on Homelessness
■ Inter-City Forum on Social Policy
■ Reimagining the Family Justice System
■ Northwestern Polytechnic’s Empowering Women, Transforming Futures initiative
■ The department also supports public awareness and community recognition through events such as Youth Week, Seniors Week, Welcoming Week and Women of Influence
Overview
The Public Safety Communications Centre brings together dispatch services for police, fire and municipal enforcement services into one specialized hub, improving response times and coordination through efficient dispatch. In addition to streamlining emergency operations and supporting community policing, the centre provides 911 Call Answer and Emergency Fire Dispatch Services for the City of Grande Prairie and over 60 partner agencies/municipalities. This collaboration enhances public safety, reduces delays and delivers resource consolidation and shared expertise.
Related Legislation:
■ Alberta 911 Standards
Adjustments for 2026 Budget include addition of staffing and operating expense budget to achieve facility readiness.
Public Safety Answering Point (PSAP)
■ Service available 24/7/365
■ In alignment with Emergency 911 Act
■ In alignment with Alberta 911 Standards
■ In alignment with NFPA 1225
■ In alignment with CTRC statutes and regulations
■ Municipal/Agency Service Provision Agreements
■ Service available 24 /7/365
■ In alignment with Emergency 911 Act
■ In alignment with NFPA 1225
■ In alignment with IAEFD
■ In alignment with the Alberta Police Act
■ In alignment with Alberta Provincial Policing Standards
Centralization of
Overview
The Recreation Department is responsible for the efficient operational service delivery of City owned recreational spaces and places where life skills in sport and recreational activities are learned and lifelong memories are made. With facility assets that include modern multipurpose complexes, vibrant community hubs and specialized venues, innovative programming, exceptional facility management and memorable experiences are offered for everyone. These recreational spaces are more than facilities; they’re vibrant gathering places for recreational sports, cultural celebrations, fitness classes and inclusive programs where everyone feels they belong.
Department Budget
Adjustments for 2026 Budget include additional revenue due to increases in fees, rates and charges and anticipated growth in memberships and facility usage. Changes to operating expenses are due to savings in utilities and insurance, net of contractual salary obligation.
Service Overview
■ Approximately 65 swimming lessons are offered in July and August, catering to a diverse demographic including children, youth, adults and senior
■ Available Monday to Friday from 4 p.m. to 7:30 p.m.
■ Fees in alignment with Bylaw C-1395
■ Based on cost recovery, private rentals, community-sponsored swims and local small business opportunities will be available in addition to regular operating hours, providing specialized opportunities for recreation and engagement
Aquatera Outdoor Pool –Drop-Ins and Canteen Services
■ Fees in alignment with Bylaw C-1395
■ Use is regulated under the Public Health Act and Alberta Pool Standards and Lifesaving Society governing bodies
■ Seasonal Operations: June to September long weekend, 7 days a week, weather dependent
■ Monday to Friday: 10 a.m. to 8 p.m.
■ Saturday to Sunday: 1 p.m. to 8 p.m.
■ Aquatic drop-in and member access include lane swimming, youth nights, theme nights, exclusive access for seniors and aquafit classes, ensuring a broad range of fitness and recreational opportunities for all age groups and abilities
■ Extended seasonal operations are annually explored to accommodate the Eastlink Centre Aquatics shutdown, ensuring continued access to aquatic programs and services to the community
■ Small selection of convenience items (such as swim diapers, goggles) and snacks available for purchase
■ Fees in alignment with Bylaw C-1395
■ The facility operates from 6:30 a.m. to 11:30 p.m. daily, providing approx. 119 hours per week and an approximate total of 6,188 hours annually
■ The facility's public drop-in offerings include public skating, figure skating, stick and puck, and shinny, catering to children, youth, adults and seniors; these activities are designed to serve all age groups, with new inclusive opportunities for female participants
■ Public drop-in sessions are available for 70 hours per month
■ Fees in alignment with Bylaw C-1395
■ The facility offers various meeting room options, including:
■ KMSC Law Meeting Room with a capacity of 174
■ Training Room with a capacity of 107
■ Legends Lounge with a capacity of 112
■ Meeting room availability is in alignment with operational hours
■ The facility features a twin ice arena, offering an average of 5,348 hours per ice surface annually, with a total of approximately 10,696 hours combined
■ Tenant office/storage agreements in place for six spaces:
■ Grande Prairie Minor Hockey
■ Hockey Alberta
■ Grande Prairie Figure Skating Club
■ Wolverines Adapted Sports Association (sledge hockey)
■ Peace Wapiti Speed Skating Club
■ Grande Prairie Athletics
■ Events held as requested by user groups
Design Works Centre (Twin Ice Arena) – Concession
■ Food service tenant agreement in place for space and percentage of food sales and catering
Hansen Lincoln Field – Rentals and Events
■ Fees in alignment with Bylaw C-1395
■ The facility offers rental and event opportunities for the Synthetic Turf and Grandstand, including access to locker rooms, a media room and a meeting room
■ Accommodates provincial-level soccer and football events, local tournaments and games, school bookings and annual events hosted by community groups
■ Available from May to November
■ Concession hours align with event, tournament and game schedules
Eastlink Centre Aquatics – Programs
■ Fees in alignment with Bylaw C-1395
■ The facility offers approx. 2,000 swimming lessons, 104 drop-in water sport sessions and 1,196 aquafit classes annually
■ A diverse range of programming for all age groups, including water safety courses, adult fitness programs, youth clubs, stroke improvement classes and first aid training are offered
■ School swimming lesson programs are offered to the three school districts, enhancing aquatic education through structured partnerships; additionally, collaborations with schools have developed specialized swimming instruction to further enrich the educational experience
Design Works Centre (Twin Ice Arena) –
■ As required, weather dependent
■ Season typically operates December to March
Eastlink Centre Aquatics –Drop-Ins and Membership Use
■ Fees in alignment with Bylaw C-1395
■ Community drop-in and members can experience tailored aquatic services including Fit Swim, Sensory Swim, Toddler Swim and Public Swim hours, catering to diverse needs and preferences
■ Public access is available
■ Monday through Friday from 6 a.m. to 9:30 p.m.
■ Saturday and Sunday from 8 a.m. to 8:30 p.m.
■ Approx. 102.5 hours per week and approx. 5,330 hours annually
■ Use regulated under the Public Health Act and Alberta Pool Standards and Lifesaving Society governing bodies
Eastlink Centre Aquatics – Rentals
■ Fees in alignment with Bylaw C-1395
■ Aquatics collaborates with local community groups to offer water time for the development of competitive swimmers and Olympic-level achievements
■ Partnerships include:
■ Piranhas Swim Club
■ Aquarians Swim Club
■ Special Olympics
■ Wapiti Kayakers
■ Synquatics
■ Shantara Dive Club
■ Rise Above therapeutic swim program
Eastlink Centre Fieldhouse –Drop-Ins and Membership Use
■ Fees in alignment with Bylaw C-1395
■ Community drop-in and membership options include organized sports activities and spontaneous use, catering to the needs of children, youth, adults and seniors
■ Public access is available:
■ Monday to Friday: 5:30 a.m. to 10 p.m.
■ Saturday to Sunday: 8 a.m. to 9:00 p.m.
■ Approx. 108.5 hours per week and approx. 5,642 hours annually
Eastlink Centre Fieldhouse –Squash and Racquetball
■ Fees in alignment with Bylaw C-1395
■ Public access is available:
■ Monday to Friday: 5:30 a.m. to 10 p.m.
■ Saturday to Sunday: 8 a.m. to 9 p.m.
■ Approx. 108.5 hours per week and approx. 5,642 hours annually
■ Online and AccessGP (311) bookings
■ Fees in alignment with Bylaw C-1395
■ The facility operates:
■ Monday to Friday from 5:30 a.m. to 10 p.m.
■ Saturday to Sunday from 8 a.m. to 9 p.m.
■ Approx. 108.5 hours per week, 5,642 hours annually
■ A seasonal $2 Track program will be available daily, with specific details to be determined
Eastlink Centre Fieldhouse – Programs
■ Fees in alignment with Bylaw C-1395
■ The facility offers organized sport opportunities such as, pickleball, volleyball, basketball and badminton, alongside spontaneous use options
■ Activities are scheduled to accommodate attractive times for both adults and youth, ensuring accessibility for all age groups
■ Fees in alignment with Bylaw C-1395
■ Private rentals are available for events bookings, birthday parties, community events, school bookings and provincial sporting events
■ Fees in alignment with Bylaw C-1395
■ The facility provides diverse fitness classes, including Strength, Cycle, HIIT, Yoga and more, across multiple studios
■ With an average of 35 classes per week, totaling approx. 1,820 drop-in classes annually, the schedule accommodates all fitness levels and services all age demographics
Eastlink Centre Fitness Centre – Fitness Programs
■ Fees in alignment with Bylaw C-1395
■ The facility provides 45 registered programs annually, with durations ranging from two days to six weeks, encompassing a broad spectrum of fitness offerings
■ Includes general fitness classes as well as specialized first responder training, such as tactical exercises and physical readiness testing for law enforcement; this comprehensive approach ensures programs meet various fitness levels and professional requirements
Eastlink Centre Childcare – Playcare
■ Fall/ Winter/Spring
■ Monday to Thursday: 8:30 a.m. to 7:30 p.m.
■ Friday: 8:30 a.m. to 12 p.m.
■ Saturday to Sunday: 9 a.m. to 12:30 p.m.
■ Summer
■ Monday to Friday: 8:30 a.m. to 2:30 p.m.
■ Saturday: 9 a.m. to 12:30 p.m.
■ Sunday: Closed
■ Free (cost included) with Eastlink Centre membership
■ Drop-in rates available to non-members in alignment with Bylaw C-1395
■ Follow best practices as outlined in Childcare Act
Eastlink Centre Fitness Centre –Multipurpose Room – Rentals
■ Fees in alignment with Bylaw C-1395
■ Rental options include a cycle studio, multipurpose room, fitness studio and the newly established tactical training room which supports the development of targeted training programs for law enforcement, contributing to officer recruitment and readiness, while further diversifying fitness options
■ Food vending services
■ Food service tenant agreement in place for space, food sales and catering
■ Operational hours are consistent with high foot traffic campus times
■ Tenant office space: office space fees as per individual contract agreements
■ Vending and ATM machines: contract agreements in place
■ Fees in alignment with Bylaw C-1395
■ The facility's public drop-in offerings include public skating, figure skating, stick and puck, and shinny, catering to children, youth, adults and seniors during the winter months; in the summer, the facility supports the same demographics with opportunities for ball hockey, lacrosse and youth programming
■ Schedules vary and are available online
■ Fees in alignment with Bylaw C-1395
■ The facility features an ice arena with approx. 3,696 annual hours of availability, a dry floor with an average of approx. 1,820 annual hours and three ball diamonds
Dave Barr Community Centre – Daycare TenantGymniks – Building Operations
■ Alignment with facility use contract
Dave Barr Community Centre – Concession
■ Food service tenant agreement in place for space, food sales and catering
■ Structural maintenance completed by Facilities
■ Alignment with facility use contract
Bonnetts Energy Centre
■ Operational hours determined by the kiosk operator
■ Food service tenant agreement in place for concession space and a portion of food and beverage catering sales
■ Agreement for event catering
Bonnetts Energy Centre
■ Year-round maintenance of ice surface
■ Change over and monitoring of ice surface in response to event requirements (curling, figure skating and hockey events have different ice requirements)
■ Installation of concert flooring over the ice in response to event requirements
■ Dedicated ice time September to April based on AJHL schedule
Bonnetts Energy Centre
■ Rental fees in alignment with Bylaw C-1395; Ice Bookings Priority Policy 202
■ Dedicated ice time for user groups available 6 a.m. to 12 a.m. (last ice time booking is 11 p.m.)
■ Operational staff on site from 6 a.m. to 2 a.m. during peak season
■ Operational hours determined by the kiosk operator
■ Food service tenant agreement in place for concession space and a portion of food and beverage catering sales
■ Agreement for event catering
■ Hours of operation and programming are determined by Art Gallery of Grande Prairie
■ The department provides custodial, operational and contract security services
■ Facility repairs and maintenance, as required
■ Hours of operation and programming are determined by Grande Prairie Public Library
■ The department provides custodial, operational and contract security services
■ Facility repairs and maintenance, as required
■ Rental fees align with Bylaw C-1395
■ Respond to online or phone bookings within 24 to 48 hours
■ The department provides event services, custodial, operational and contract security services for event bookings
■ The facility is open as required by event organizers
■ The Teresa Sargent Hall is open to the public when not being rented
■ Hours of operation vary by facility
■ Museum, Ernie Radbourne Pavilion, South Bear Creek Pavilion, Maude Clifford and Mother Teresa Community Gyms, Keyera Place, Multisport Dome
■ South Bear Creek Pavilion, Lawn Bowling, Legion Field, Keyera Place, Multisport Dome, Amphitheatre, Maude Clifford Community Gym, Mother Teresa Community Gym
■ Seasonal washrooms
■ Rentals, spontaneous use with scheduled drop-in and programs
■ Schedules available online
■ Fees in alignment with Bylaw C-1395
■ Hours contingent on season
■ Public washrooms
■ Meeting rooms
■ Programming space
Multisport Dome
■ Hours of operation vary by facility
■ Year-round indoor multisport dome; 135,000 sq. ft. air-supported structure
■ Full-sized indoor FIFA pitch
■ Multisport flexibility – designed for soccer, football, rugby and other field sports; accommodates up to four playing fields at a time
■ Multi-lane, all weather interior track 400m+ in length
■ Multipurpose room that will comfortably seat 12
■ Onsite sports equipment
Initiatives & Projects
Overview
Fiscal Services is utilized for the collection and disbursement of organizational revenues and expenditures such as property tax revenue, operating grants, dividend income, franchise fee revenue, long term debt repayment and budgeted transfers to and from reserves.
Department Budget
Adjustments for 2026 Budget includes an increase in court fine revenue, increased revenue from user fees and charges, and increased revenue in utility franchise fees. As well as an increase in debt servicing for funding capital projects, a decrease in capital tax, increased costs of expenses related to contractual obligations and a net increase in transfers to/from reserves.
The City of Grande Prairie uses debt as a method of funding for significant capital projects. This allows for the cost of those projects to be spread out over the period of time that residents benefit from the underlying asset. In 2026, the City will pay approximately $11.7M in debt servicing costs. Over time, as years progress and loans are repaid, these costs will also decrease.
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
AB Regulation 255/2000
The 2026–2029 budget includes borrowing for the following capital projects:
The 2026–2029 operating budget reflects final repayment of the following debt:
Alberta Regulation 255/2000 regulates the debt and debt service limits for all municipalities in Alberta. It also sets out the manner in which to determine total debt and debt service levels, as well as the treatment of controlled corporations and regional service commissions in the calculation of municipal debt.
Council Policy 350
Council Policy 350, regulates the borrowing of long-term debt by the City, imposing maximums to ensure that borrowing practices are responsible, as well as maximization of total borrowing costs, matching of debt servicing with the benefit of the underlying asset and financial flexibility for future borrowings.
Assuming no new debt is taken and required payments are made, debt over the next 15 years will reduce by approximately $89.5M. The amounts below take into consideration new debt that has been proposed such as Public Safety Communications Centre, Recreation and Events Building Rehabilitation and Stormwater Capital.
$350,000,000
$300,000,000
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$0
AB Regulation 255/2000
COGP Policy 350
Estimated Total Debt Outstanding at Year End
$137,160,688
$105,911,941
$76,001,539
The Government of Alberta, through the Alberta Capital Finance Authority (ACFA), provides eligible municipal, regional, health and education authorities with financing for capital projects. Below are the borrowing rates through ACFA, as of November 3, 2025:
■ 10-year term 3.34%
■ 20-year term 4.07%
■ 30-year term 4.35%
For every $1M in debt taken on a 20-year term, the City’s annual debt servicing costs would approximate $74,000, which represents a 0.05% tax rate increase, based on the 2025 tax levy.
Alternatively, the City could explore an option for future borrowings through a financial institution. A rate for such a loan would typically be based on prime, plus or minus a negotiated percentage. As of October 1, 2025, the Bank of Canada’s prime rate was 4.7%.
The City may also consider entering into interest rate swap agreements as part of its debt management strategy. Swap agreements can be used to exchange a variable interest rate for a fixed rate (or vice versa), providing flexibility in managing exposure to interest rate fluctuations. Commonly, swap agreements are based on the Canadian Overnight Repo Rate Average (CORRA), plus a negotiated fixed rate.
Reserve funds provide the City with flexibility, cash flow management, and the ability for the City to achieve Council’s strategic plan, while providing for property tax stabilization, provision of consistent service levels and in some cases, reducing the need for debt financing.
Council Policy 346 maintains the standards and guidelines for the establishment and use of reserve funds. All transactions, re-designations or revisions require Council approval.
The City’s reserves consist of both externally and internally restricted balances, meaning some are required by the MGA or Bylaw, while others have been designated by Council.
The following table indicates the estimated balance within the City’s reserves at the end of 2025, along with the balances available for use in 2026. The balance within each reserve is made up of available and committed funding.
■ Committed funding is funding that has been previously approved for specific operating or capital projects. As the projects are completed, any surplus funding will become available for use.
■ Budgeted transfers include transfers into reserves to maintain minimum balances, interest on eligible reserves and operating and capital expenses budgeted for the current year.
■ Council and Management strategies include using FSR for one-time implementation costs for PSCC, releasing restricted ATCO streetlight proceeds, increasing reserve transfers into the Fleet reserve while pausing transfers in to the Facility Renewal Reserve, restriction of ICF funding for use towards debt servicing on the Multisport Dome, using CSI to reduce transition costs related to Policing Services, and freeing up restricted funding from previously approved capital projects which are no longer being completed or have alternate funding sources identified.
Council Policy 346 also identifies when minimum balances are required and specific criteria on how available funds within each reserve can be used.
Reserve balances available for use in 2026:
As part of each year’s budget preparations, departments perform a thorough review of their applicable fees, rates and charges and propose changes to Bylaw C-1395. The below changes contain a minimum 10% increase for 2026, where applicable.
– Commercial Permits
are Subject to Safety Code Levy (SCL) as determined by the Safety Codes Council
Industrial, Institutional, Multi-Family, Temporary Heat, Additions, Alterations (Unit Heater, Fireplace and Barbeque install included in fee if indicated on permit application and complete at time of final inspection)
1,000,000 BTUs: $330.00 + $8.75 per
BTUs or part thereof over 1,000,000 Other Fees not included in above: Propane Tank over 454 Litres, Gas Pressurization Re-test, Gas Appliance Replacement
All other electrical fees are as follows (value is determined by materials and labour):
d) Transfer of a General Building Contractors Permit
e)
Inspections – Residential Permits Permits are Subject to Safety Code Levy (SCL) as determined by the Safety Codes Council
Residential Building Permit (HVAC Included)
Single Family Dwelling, Duplex, Semi-detached, Triplex or Fourplex
Includes: covered deck, Deck, Attached Garage, Solid Fuel Burning Appliance and Hot Tub included in fee if indicated on permit application and complete at time of final inspection)
Alterations, Additions Fire Damaged Buildings, Secondary Suites, Below Grade Swimming Pools, Deck, Garage (attached or detached)
Basement, Hot Tub, Retaining Wall, Manufactured/Modular Home, Shed, Solid Fuel Burning Appliance, Above Ground Swimming Pool, HVAC System
$6.00/$1,000.00 C.C. to a minimum of $100.00 Based on Prevailing Market Value $180.00/sq. ft. of floor area
$6.00/$1,000.00 C.C. to a minimum of $100.00 Based on Prevailing Market Value $180.00/sq.
Residential Plumbing Permit
Single Dwelling, Duplex, Semi-detached, Triplex, Fourplex, Garage Suite, Secondary Suites
Residential Private Sewage Treatment System (PSTS) Permit
Residential Gas Permit
Single Family Dwelling, Duplex, Semi-detached, Triplex, Fourplex, Garage Suite, Secondary Suites
All gas appliances installations included in fee if indicated with BTU load on permit application and complete at time of final inspection. Future outlets shall have a BTU load indicated on permit application Up to 400,000 BTU’s: $165.00 400,000 to 1,000,000 BTUs: $330.00
Over 1,000,000 BTUs: $330.00 + $8.75 per 100,000 BTUs or part thereof over 1,000,000
$165.00 400,000 to 1,000,000 BTUs: $330.00
Over 1,000,000 BTUs: $330.00 + $8.75 per 100,000 BTUs or part thereof over 1,000,000 Manufactured/Modular Homes
Barbeque, Furnace, Furnace Replacement, Fireplace, Pressurization Re-test, Unit Heater, Propane Tank over 454 Litres
Residential Electrical Permit
Single Family Dwelling, Duplex, Semi-detached, Triplex, Fourplex, Garage Suite (Unit Heater, Air Conditioner, Fireplace, and Hot Tub installs included in fee if indicated on permit application and complete at time of final inspection)
b)
Planning & Development – Permit Applications
*where an application involves a proposal to amend more than one (1) of the following major documents (MDP, ASP, ARP, OP, LUB), the full fee will be charged for the item with the highest fee and all other items will be charged half of the fee stated above.
Subdivision Application (includes Bareland Condominium Plans and new buildings to be condominiumized)
to Tentative Plan of Subdivision requiring
plus $165.00 per lot (excluding Municipal Reserves and Public Utility Lots)
plus $165.00 per lot (excluding Municipal Reserves and Public Utility Lots)
Mamawe Patio (included with Teresa Sargent Hall or Mamawe Concourse Rental)
Montrose Cultural Centre Green Space
Security (per guard) *required for all events held outside of business hours and events where liquor is
Guest Services (per person) *required for all events held outside of business hours
Fireworks Permit
* Non-Profit organizations will be exempt from the permit fee for the use of Display Fireworks and Pyrotechnic Special Effects
Open Air Burning Permit
Single event – not longer than twenty-four (24) hours
Multiple day event – more than twenty-four (24) hours
Recreational Open Burning Permit, per twelve (12) month period (includes residential fire pits and burn barrels)
Fire Department Services
Engine, Tender, Rescue, Ladder
Cost related to operational staffing
Utility Vehicle, Squad, Brush Truck, Trailer, Fire Prevention Vehicle, Mobile Command Post, 4 x 4 Mobile Pump, and any other unspecified Apparatus
False Alarm Response
+
$650.00 per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$137.50 per member, per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$385.00 per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge N
Second (2nd) response to a False Alarm during a twelve (12) month period $330.00
Third (3rd) response to a False Alarm during a twelve (12) month period
Fourth (4th) and each subsequent response to a False Alarm during a twelve (12) month period
Dangerous Goods Apparatus
For the first hour or portion thereof, plus expenses, and a 15% handling charge for all materials and supplies
For each subsequent hour or portion thereof, plus expenses, and a 15% handling charge for all materials and supplies
Costs related to operational staffing
Costs related to dispatch, monitoring and response management
$1,320.00 per hour Minimum 1 hour charge
$770.00 per apparatus, per hour or portion thereof, billed in 15-minute increments
$137.50 per member, per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$137.50 per member, per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$650.00 per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$137.50 per member, per hour or portion thereof, billed in 15-minute increments Minimum 1 hour charge
$385.00 per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$1,320.00 per hour Minimum 1 hour charge
$770.00 per apparatus, per hour or portion thereof, billed in 15-minute increments
$137.50 per member, per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
$137.50 per member, per hour or portion thereof, billed in 15-minute increments
Minimum 1 hour charge
Request for the Administrative Service of a Member (including Witness Interviews)
Plus: expenses
Plus: thereafter
per member, per hour
per member, per hour of portion thereof, billed in 15-minute increments
per member, per hour
Requested copies of Grande Prairie Fire Department Run Reports, Dangerous Goods Reports, or Patient Care Reports, related to a specific incident, including letters of summary, audio recordings, transcripts, and all services associated with providing the requested information:
a) Per report, for research and preparation
b) Plus: thereafter
up to 2 hours
per hour or portion
up to 2 hours
$6,001.00
Multiplex Aquatics and Wellness (Eastlink Centre)
Admissions
Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
Group Rate (10+ people) 10% discount off Total *Conditions Apply*
–
Flowrider (private rental)
Learn to Flowride (private rental with instruction)
Display Board Timekeeping (Sport-In-The-Box) for competitive swim meet use
Program Rates
City Schools – Lessons (in accordance with SCORES agreement) Staff costs only
costs only
costs only, plus GST City Schools – Spontaneous Use (in accordance with SCORES Agreement (Adaptive Swim)
Other Schools – Lessons (does not include additional Instructors)
costs plus GST
per lesson set/ 6 sessions
per lesson set/ 6 sessions Private Swim Single Lessons
per course Bronze Medallion
per course
per course Bronze Cross
per course
per course Intermediate First Aid with CPR-C and AED
per course
per course Practice Physical Abilities Requirement Evaluation (PARE)
per test
Rental (All rental rates double for Statutory Holidays)
10 Punch Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
Group Rate (10+ people) 10% discount off Total *Conditions Apply*
Space – Other Schools/Non Profit Community Groups
Rental (Friday–Sunday & Holidays)
Rental
Ernie Radbourne Pavilion Non-Profit
Community Gym 10 Punch Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
Group, Adult (Age 18+) Non-Prime
Group, Youth (Age 17 and under) Non-Prime (in accordance with SCORES Agreement)
Group, Youth (Age 17 and under) (April 1 each year) Prime
(April 1 each year)
Statutory Holidays Adult (Age 18+) Prime Time
Rental – Other
(5 people or less)
Drop-In (6 people or more)
Arena – No Ice (Community Sport Event)
$76.43 per hour + $11.43 per person (to a maximum of non-adult rate)
Twin Ice Arenas (Design Works Centre)
Drop-In Admissions
Child (Age 3 to 12)
Youth (Age 13 to 17)
10 Punch Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
Group Rate (10+ people) 10% discount off Total *Conditions Apply* Miscellaneous
Figure Skating 10 Punch Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
(5 people or
Drop-In (6 people or more)
Ice Rental
Group, Adult (Age 18+)
Group, Youth (Age 17 and under) Non-Prime (in accordance with SCORES Agreement)
Group, Youth (Age 17 and under) (April 1 each year)
Junior Hockey A & B (April 1 each year)
City Schools (in accordance with SCORES Agreement) Staff costs only YStaff costs only, plus GST
Other Schools
All Groups (May–August)
Ice Rental – Sell Off Ice Times Group, Adult (Age 18+)
Adult (Age 18+)
Statutory Holidays
Adult (Age 18+) Prime Time
Junior Hockey A & B
Youth (Age 17 and under)
Room Rentals – Hockey Legends Lounge
Dave Barr Community Centre
Ice Rentals
Group, Adult (Age 18+) Prime Time
Group, Adult (Age 18+) Non-Prime
Group, Youth (Age 17 and under) Non-Prime (in accordance with SCORES Agreement)
Group, Youth (Age 17 and under) (April 1 each year)
Group, Junior Hockey A & B (April 1 each year)
Ice Rentals – Sell Off Ice Time
Group, Adult (Age 18+) Prime Time
Group, Adult (Age 18+) Non-Prime
Ice Rentals – Other
(6 people or
(in accordances with SCORES agreement)
Arena – No Ice (Community Sport Event)
(Age 17 and under)
10 Punch Pass (Purchase 10 visits for the price of 9 Drop In Admissions)
Floor Space Rental – Non Profit
AHS
Alberta Health Services
ATIA
Access to Information Act
CAHB
Community Advisory Board on Homelessness
CCC
Construction Completion Certificate
CLT
Corporate Leadership Team
COLA
Cost of Living Allowance
CRA
Canada Revenue Agency
CRM
Customer Relationship Management system
EDI
Equity, Diversity and Inclusion
ERP
Enterprise Resource Planning
ES Enforcement Services
FAC
Final Acceptance Certificate
GPLIP
Grande Prairie Local
Immigration Partnership
GPPS
Grande Prairie Police Service
GPREP
Grande Prairie Regional Emergency Partnership
IAEFD
International Academy of Emergency Fire Dispatch
IAT
Immigrant Advisory Table
ICF
Intermunicipal Collaboration Framework
ICS
Incident Command System
MCC
Montrose Cultural Centre
MGA
Municipal Government Act
NFPA
National Fire Protection Association
NGO
Non-Governmental Organization
P-Cards Purchase Cards
PM
Preventative Maintenance
PO Purchase Order
PQI
Pavement Quality Index
PSCC
Public Safety Communications Centre
QMP
Quality Management Plan
RAP
Recreation Access Program
RCMP Royal Canadian Mounted Police
RFP
Request for Proposals
TAP
Transit Access Program
TBD
To be determined
TIPPS
Tax Installment Payment Plan
The role of Policing Services is to utilize best practices, innovative approaches, community engagement, consultation and partnerships to collaboratively address public safety and complex social concerns in Grande Prairie.
Policing Services encompasses Grande Prairie Police Commission, Grande Prairie Police Service, Enforcement Services, Mobile Outreach, Police Operations Support and RCMP Contracted Services. The police officers, peace officers, outreach workers and civilian employees employed in Policing Services are dedicated to enhancing the quality of life for the residents of Grande Prairie.
Through the Police Act (Alberta), the City is required to maintain an adequate and effective policing service. Areas of the budget directly related to this include:
■ Grande Prairie Police Commission
■ Grande Prairie Police Service
■ Operations Support
■ RCMP Contracted Services
The Municipal Government Act (Alberta) and various municipal bylaws of the City have legislated enforcement requirements. Areas of the budget directly related to this include:
■ Enforcement Services: General Enforcement
■ Enforcement Services: Animal Control
The mandatory programs within Policing Services are complemented by programs intended to provide more reasonable, economical, and/or effective response to areas of community concern. Areas of the budget directly related to this include:
■ Enforcement Services: Traffic Safety
■ Enforcement Services: Community Engagement & Public Safety
■ Mobile Outreach
Overview
In accordance with the Police Act (Alberta) and the Grande Prairie Police Commission Bylaw (C-1455) the Grande Prairie Police Commission (GPPC) is the civilian policy making and oversight body for the Grande Prairie Police Service (GPPS). The GPPC includes five appointed public members, two City Councillors and two provincial appointees. The GPPC is supported by an Executive Director.
The GPPC is responsible for ensuring that the police service operates in a manner that is accountable, transparent, and aligned with the needs and expectations of the community. The GPPC is also responsible for forming and overseeing the establishment of policies and guidelines for effective and efficient policing, appointing and evaluating a Chief of Police, collaborating with the Chief of Police to set priorities, ensuring sufficient staffing, designating a Public Complaints Director and allocating funds provided by City Council.
■ In consultation with the Chief of Police, establish the priorities for policing in the community and participate in strategic planning for Policing Services
■ Provide oversight of the police service through monthly Commission
■ In consultation with the Chief of Police, produce an estimated budget and yearly plan, specifying the level of service and programs to be provided to the community
■ Ensures that Policing Services employs sufficient resources to carry out their mandates
■ Monitoring the expenditures and revenues of Policing Services
■ Establish policies providing for efficient and effective policing in the community
■ Appoint the Chief of Police and conduct a comprehensive review of their performance
■ Appoint a Public Complaint Director responsible for coordinating with the Police Review Commission and the Chief of Police on public complaints relating to the Grande Prairie Police Service
Overview
The Grande Prairie Police Service (GPPS) is building a modern, professional, and locally accountable police service that enhances public safety within the city. During the transition period, policing services continue to be delivered by the Grande Prairie RCMP, with GPPS officers seconded in 2026 until GPPS becomes the Police of Jurisdiction (POJ) in October 2026.
The key action items for 2026 are essential to ensuring operational readiness. These include strategic planning, finalizing policies, meeting provincial policing standards, acquiring equipment, implementing IT systems, and continuing the recruitment and training of police officers. Once GPPS becomes the POJ, it will assume full responsibility for patrol, investigations, operations support and support functions, as outlined in the service overview.
Department Budget
2026 Budget adjustments reflect salaries and operational expenses transitioning to the tax-supported budget in 2026 as the service becomes operational.
2026 Budget adjustments reflect costs for increased officer deployment, the start of operational expenses including salaries for Transition positions shifting to the tax-funded base, and expenditures to support the Tactical and K9 Units.
Service Overview – Transition
Organizational Development
■ Strategic Planning
■ Policy and Procedures
■ Regulatory Compliance
Procurement
■ Technical specifications and procurement of policing equipment, uniforms, vehicles, technology and supplies
Engagement
Personnel Administration
■ Police Officer Recruitment
■ Police Officer Training
Technology
■ Design and implementation of police related technology networks and hardware
■ Facilitate community participation in the development and delivery of public safety initiatives
■ Various media forms to inform the community on the status of the municipal police transition
Service Overview – First Day of Police of Jurisdiction
Patrol
■ Incident Response: 24/7/365
Operations Support
■ Follows weekly schedule with on call coverage 365 days
■ Includes the following units:
■ Police Dog (K9), Community Standards Unit, Community Safety & Well-Being, Tactical Team
Criminal Investigation Section
■ Follows weekly schedule with on call coverage 365 days
■ Includes the following units:
■ Serious Crimes, ALERT, Child Advocacy, Project Team, Domestic Violence, Polygraph
Support Services
■ Includes the following units:
■ Community & Youth Engagement –Weekly Schedule
■ Training & Recruiting – Weekly Schedule
■ Detainee Management – Coverage 24/7/365
■ Forensic Identification Services –Weekly schedule with on call coverage 365 days
Overview
Grande Prairie Enforcement Services (GPES) provides municipal law enforcement in an amalgamated environment with the Grande Prairie Police Service, RCMP and Mobile Outreach. GPES is responsible for enforcement of municipal bylaws, provisions of the Municipal Government Act (MGA), and various Provincial Statutes by authority of Peace Officer Appointments. This mandate encompasses:
■ Bylaw Enforcement
■ Parking Control
■ Community Engagement & Public Safety
■ Animal Control
■ Traffic Enforcement
■ Vehicle for Hire Licensing
GPES places high importance on positive public engagement, education, and communication. Through collaboration with our community partners, GPES strives to deliver an educational approach to bylaw enforcement and traffic safety whenever possible.
■ Operational hours: Monday to Sunday 6 a.m. to 12 a.m.
■ Office hours: Monday to Friday 8:30 a.m. to 4:30 p.m. (closed on statutory holidays)
■ In alignment with the MGA and Peace Officers Act, enforces Municipal Bylaws
■ Available through eServices
■ Operational hours: Monday to Sunday 6 a.m. to 12 a.m.
■ In alignment with the MGA and Peace Officers Act, enforces Provincial Traffic Act
■ In alignment with Bylaw C-1166
■ Applications are available online for dispatch licenses and can be submitted via email
■ Chauffeur permits are available in-person
■ In alignment with Bylaw C-1394
■ Service available through online application, mail, phone, in-person, email or fax
■ In alignment with Bylaw C-1226
■ 32 speed-prescribed times zones
■ 3 intersection safety devices
■ Operational hours: Monday to Sunday 6 a.m. to 12 a.m.
■ In alignment with Bylaw C-1166
■ Operational hours: Monday to Sunday 6 a.m. to 12 a.m.
■ Enforcement Office hours: Monday to Friday 8:30 a.m. – 4:30 p.m. (closed on statutory holidays)
■ In alignment with Bylaw C-1226
■ Pound hours: Monday to Saturday 10 a.m. to 6 p.m. Sunday 12 p.m. to 4 p.m. (closed on statutory holidays)
■ In alignment with Bylaw C-1226
Overview
Mobile Outreach is a diversion program focused on mitigating the impacts of street level social disorder, addiction and public intoxication. It assists businesses and residents in handling their concerns related to the street engaged population, which may include: trespassing, loitering, disturbances, public intoxication, needle debris and encampments. The program is intended to provide immediate support for a client’s basic needs and navigation through local service systems such as emergency shelters, health care, addictions treatment and housing.
Changes to the 2026 Budget reflect adjustments to revenue, salary, and operational expenses due to the conclusion of the grant funding for the Youth Outreach Program end of Q1 2026.
■ Operational hours: 6 a.m. to 12 a.m. (not available on statutory holidays)
■ Accepts direct calls from community or can be reached through referral services by dialing 311
■ Offers both proactive and reactive assistance to address community needs
■ Provides client information, education and referrals to various service providers
■ Conducts follow up to ensure community concerns are being addressed
■ Offers prompt and effective intervention
■ Improved access to social services
■ Facilitates client connections to a wide array of community resources, i.e., shelters, food programs, mental health and addictions support, as well as housing assistance
■ Offers internal referrals to case management services
■ Assists with client appointments
■ Cultivates positive relationships with clients
■ Available Monday to Friday: 8:30 a.m. to 4:30 p.m. (not available on statutory holidays)
■ Accepts referrals from Hub Tables, Agencies, Alberta Health Services, Correctional Facilities, Police, and Enforcement Services
■ Facilitates clients in acquiring identification, assist with appointments, managing court dates, accessing mental health and addiction resources, securing financial support, ensuring food security, obtaining housing assistance, and referrals to harm reduction supplies and services
■ Provides focused case management support over a period of 6–12-months
■ Available seven days a week: 6 a.m. to 12 a.m. (not available on statutory holidays)
■ Addresses inquiries pertaining to needle debris and drug paraphernalia
■ Conducts proactive needle sweeps and monitors community needle disposal bins
■ Facilitates harm reduction education encompassing naloxone administration training, safe needle pickup training, and access to resources
Overview
Municipal Employees at the RCMP Detachment provide operational and administrative support to front-line policing services that are essential in promoting public safety and security for Grande Prairie residents. These support services include crime data and statistics, court liaison duties, cellblock guarding, CPIC entry, processing criminal record checks, call taking, and dispatching.
Department Budget
Adjustments for the 2026 Budget include the addition of revenue and related expenses for the Virtual Opioid Dependency Program (VODP), which had not been reflected in previous budgets, along with other salary and operational expense changes.
Overview
As the Police Service of Jurisdiction, RCMP provides the front-line services essential to promote public safety and security for Grande Prairie residents. Grande Prairie RCMP uses a variety of policing strategies within the community such as traffic enforcement, proactive patrols, 911 response, criminal investigations, drug enforcement, and facilitates access to addictions and mental health assistance. In addition, the use of public engagement allows the RCMP detachment to provide a visible presence with a focus on victim support and crime prevention.
Department Budget
Adjustments for the 2026 Budget include revenue changes to reflect amounts now recovered through RCMP contract billing, and a decrease in the RCMP Enforcement Contract due to RCMP demobilization.
Incident Response: 24/7/365
■ Follows weekly schedule with on call coverage 365 days
Follows weekly schedule with on call coverage 365 days
Follows weekly schedule with on call coverage 365 days
■ Follows weekly schedule ■ Follows weekly schedule with response to special initiatives throughout the year
Building renovations will include ergonomic enhancements to front counter workstations and additional areas identified in a space analysis.
Future Expenditure Reserve
Development and implementation of a comprehensive cybersecurity program and framework to establish a secure and resilient digital environment for the Grande Prairie Police Service.
Capital
The Grande Prairie Police Service (GPPS) is implementing an online crime reporting system to provide residents with a convenient and accessible way to report non-emergency, non-violent incidents without requiring an in-person visit or phone call. This initiative will enhance community service delivery and make it convenient for residents to report incidents quickly and easily
Future Expenditure Reserve
Procure Public Safety Scheduling software designed to manage police-specific requirements, including overtime, leave requests, court time, call-outs, and workforce management for both sworn officers and civilian staff.
Capital Tax
A software suite used by Enforcement Services to manage licensing and permitting functions, including Animal Licensing, Livestock Exemption Permits, Animal Limit Exemptions, Chauffeur Permits, Vehiclefor-Hire Permits, and Dispatch Licensing.
Future Expenditure Reserve and Capital
GPPS is establishing a Tactical Team to manage all high-risk events in the city, including a containment unit with two snipers. The team requires Night Vision goggles (2026 & 2027) for low-light operations and a Night Vision attachment for the sniper rifle (2026) to improve accuracy during nighttime deployments.
Future Expenditure Reserve and Capital Tax
GPPS is building a comprehensive Drone Program to enhance public safety across multiple operational areas using remotely piloted aircraft systems (RPAS). The program includes the Drone as a First Responder (DFR) initiative, tactical, forensic, and patrol applications. This request includes the procurement of one larger drone and equipment in 2026 and three larger drones and equipment in 2027.
Future Expenditure Reserve and Capital Tax
Procurement of 3 unmarked vehicles for specialized units (2026 – K9 and Ident). Procurement of 5 unmarked vehicles for specialized units (2027 –Investigations and Tactical).
Future
As GPPS transitions to a standalone police service, the Forensic Identification Section requires key equipment. This includes a crime light laser and forensic light source to reveal evidence not visible to the naked eye (2026), a DFO/Ninhydrin processing chamber for developing latent fingerprints on porous surfaces (2027), and a 3D crime scene scanner to digitally preserve and reconstruct major scenes (2028). This equipment is standard across Forensic Identification Sections in Canada.
GPPS will assume use of the equipment currently installed in the interview rooms; however, it will require upgrading to ensure long-term reliability and functionality. Each room will be equipped with an upgraded audio and video recording system utilizing modern technology to support secure, high-quality evidence for investigations.
One armored vehicle is proposed for GPPS to enhance public and officer safety during highrisk incidents such as active shooter situations, armed standoffs, and hostage rescues. It would provide protected transport for officers and secure evacuation of civilians, improving response capabilities in critical incidents.
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If you have inquiries about the 2026 budget, direct them by phone, email or mail at:
PHONE 311 or 780-538-0300
EMAIL info@cityofgp.com
MAIL City of Grande Prairie
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